PMI RMP – PMBOK GUIDE – FAST REVIEW part 1

1. INTRODUCTION

Hi in. Welcome to a new section of this course, the PM book edition six fast review the project management body of knowledge. Now if you pass the PmP exam recently, then you might be aware of all the section counted and you can skip it. Now if you did not pass the PmP exam and you are preparing now for the risk management proficient exam or you pass the PmP exam long time ago on the lot on the fifth edition. So this quote section content will be important for you. So we’ll be starting with the first knowledge area of the project integration management. We are going to walk through the seven processes of the integration management and we will focus on the perform integrated change control process as dealing with changes as important for the risk Management professional exam.

Then we will move in the second lecture to the project scope management. We are going to walk through the six processes of this knowledge area. Terms important to know for the risk management exam like the requirements traceability matrix, the work breakdown structure, the Wbs dictionary, the product analysis technique and the scope validation. Then we are going to move to the project schedule and management the third knowledge area. We are going to walk through the six processes of this knowledge area explaining the estimation techniques in detail terms important to know like the network diagram, the past convergence and past divergence and the critical path technique. Lecture number four will be about the project cost management.

We are going to walk through the four processes of this knowledge area with the focus on the earnings value analysis and measurements for the PMI Rmp exam. The fifth knowledge area will be the project quality management. We are going to walk through the three processes of this knowledge area the project resources Management. We are going to walk through the five processes of this knowledge area. So these are the six knowledge areas I’m going to walk through in this section. Now for the remaining four knowledge areas, the project communications Management, the risk management, procurement management and stakeholders management. All were explained in detail in the previous section as these four knowledge areas are very important for the PMI Rmp exam. Thank you so much much. Looking forward to see you at the first lecture of this section.

2. INTEGRATION MANAGEMENT

Hi and welcome to the first knowledge area, the PM book review section project Integration Management. So what are the processes within the integration management knowledge area? What is the project integration management? It is the project manager’s primary role to perform integration management. It’s the only knowledge area area which the project manager cannot delegate to any of the team members. The project integration management as the primary role of the project manager is to perform integration. Sometimes you can call the project manager and integrator processes and activities to identify, define, compound, unify and coordinate the various processes and project management activities within the project management process groups. Actions of project management takes place from the project start to its completion.

The project integration management is the only knowledge area that have processes distributed on the five process groups. The project manager is responsible for putting all the pieces of the project together into one cohesive hole to get the project done faster. This is the integration of the project. Now for the project integration management we have seven processes. The first one will be in the initiating process group and it is the first process on the project is to develop the project charter. Then we have the project management plan development as part of the planning processigroup. We have two processes in the executing cross cigarette, manage project knowledge and direct and manage project work.

Then we have two processes in the monitoring and controlling, monitor and control project work and perform integrated change control and the last process will be as part of the closing process group which is closed project or phase. As I just mentioned. You can see here that the integration management is the only knowledge area that starts with initiating and ends with the closing process group. Here are the seven processes as taken from the PM bot develop project Charter develop project Management plan direct and manage Project Four manage project knowledge monitor and Control project Four perform integrated change control close project or phase manage project knowledge process was added in the latest edition of the PM book.

The first process is to develop the project charter which is part of the initiating processing group. It’s the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. So it’s the first process in the project management processes. It will formally authorize the existence of a project and it will give the project manager the authority to start using the organization resources. The key benefit of this process that it provides a direct link between the project and strategic objectives of the organization. It creates a formal record of the project and shows the organization commitment to the project.

So you can consider the project charter as an internal contract internal contract that will link the project and the strategic objectives of the organization for which this project was initiated. It’s a formal record of the project. This process is performed once throughout the project life. The inputs you will need to develop project charter are the project business documents, the business case and the benefits management plan. Any agreements signed already will be an input to this process. The enterprise environmental factors and the organizational process assets. The tools and techniques of the develop project charter process. First of all, we have the expert judgment.

We have the data gathering techniques brainstorming to collect or to generate large number of ideas in short periods of time. Focus Groups when you have a conversation with a group of subject matter experts to discuss one aspect on the project, interviews with key stakeholders, you will use also the interpersonal and team skills like the conflict management, the facilitation and the meeting management. The meeting management skill is your ability to manage the project meetings to make sure the meeting sorry will start on time and end on time and that the meeting will go as per the agenda. The last tool will be the meetings. Now what are the outputs of the developed project charter process? We have the project charter itself and the assumption blog.

I will give you a brief about the project charter. It’s a document that describes the highly free scope, organization and objectives of a project. It is typically created by the project manager and formally approved by the sponsor. The project manager might help in creating the project charter, but it’s the ultimate responsibility of the sponsor of the project to create the project charter and to approve it. A project charter authorizes the project manager’s use of organizational resources for the project and is understood to be an agreement between the sponsor stakeholders and project manager. This is what I just mentioned. You can consider the project charter as an internal contract between the sponsor stakeholders and the project manager.

The second output of this process is the assumption lock used to record all assumptions and constraints throughout the project lifecycle. It’s an important project document. It will be an input for a lot of project management process and will be updated throughout the project life. Simply, a project does not exist without having a project chart and all information contained in a project charter are in high level summary as the project was just initiated, you will not have any detailed information in the project charter. So what is the sections included in the project charter? First of all, you will have the project title and description. You will have the project manager assigned and level of authority.

You will have the business case section for which this project was initiated. The resources preassigned if any resources were preassigned key stakeholders of the project and their key requirements highlevel constraints and assumptions of the project the highlevel project objectives exit criteria what are the conditions to be met in order to cancel or close a project? We will have the product descriptions and deliverables of the project. The high level overall project risks the project sponsor authorizing the project. So there is no project without a project charter. You cannot even start a project without having a formally authorized project charter. The second process is the project management plan development which is part of the planning process group.

It’s the process of defining, preparing and coordinating all plant components and consolidating them to one integrated project management plan. Management plan documents the strategy and approach for managing the project and the processes related to the knowledge areas. We will have scope management plan, schedule management plan, cost management plan, quality resources, communications, risk procurement and stakeholders management plan and in this process we are going to coordinate all these plan or all these subsidiary plans into one integrated document which is the project management plan.

Project management plan can be highlevel summary or detail depending on the organization run in the project. It integrates all management plans into a central document to describe what is involved in the project, what we are going to execute, what we are going to perform in the project. All shall be written in the project management plan the inputs for the developed project management plan process first of all, the project charter you will need also outputs from other process. An example of this will be for example, we have a plan, schedule and management process with an output of the schedule and management plan which will be an input to the developed project management plan process.

The Enterprise environmental factors and the organizational process assets the tools and techniques to develop the project management plan. First of all the expert judgment data gathering techniques such as the brainstorming to generate large number of ideas in a short period of time checklists to use standard checklist of the organization to follow when developing the project management plan focusing groups with subject matter experts and interviews. The interpersonal and team skills we have the conflict management. Your ability as a project manager to apply the conflict resolution techniques. Facilitation meeting management and meetings.

The only output of this process is a very important document of the project, which is the project management plan. So what is inside the project management plan? First of all the phases a description of the project lifecycle phases if I’m managing a construction project, the fees will be feasibility study, design, construct, finishing furniture these are the project lifecycle fees the development life cycle used in the project are you following an iterative lifecycle? An incremental life cycle. Management reviews if there are any milestones of key progress reviews management processes that will be used in the project. Subsidiary Management Plans of all knowledge areas we will have nine subsidiary management plans. One subsidiary management plan.

For each knowledge area we will have the three baselines the scope baseline, which is the approved version of the scope statement wbs and Wbs dictionary. You will have the schedule baseline the approved version of the schedule model on your project. The cost baseline which is the approved version of the time phase project budget other components like the requirements management plan which is an output of the plan scope management process how requirements will be gathered, documented, analyzed, prioritized, evaluated, managed and controlled throughout the project the change management plan how to deal with the changes through the project life the configuration management plan how to manage the documentation updates on your project, the performance measurement baseline.

It’s an integrated cost scope and schedule plan for the project against which the work executed will be compared. The performance measurement baseline integrates the cost baseline with the schedule baseline and the scope baseline and it will be very useful in the performance reviews in order to compare the actual accomplishment of the project with the plan. Now what is the kickoff meeting? Now you are done with the project management plan. The project management plan was developed on your project. Usually it will be developed at the last process of the planning phase on your project. So before we start the executing processing group, you need to have the kickoff meeting. So what is the kickoff meeting? It’s the first meeting between a project team and stakeholders.

It serves to review the project expectations and to ensure that everyone is aware of the project details and his or her role within the project. So this is the definition of the kickoff meeting. When do the kickoff meeting occur? Typically occurs at the end of the planning process, before beginning the project work or before the start of the execution phase of the project. Who attends the kickoff meeting? This refers to the project manager, but usually the project manager, the project team members, the customer, the project sponsor, stakeholders and other department managers within the organization. What are the kickoff meeting topics introducing those involved in the project? This is the first topic you need to introduce all the project team members to the stakeholders, to the sponsor.

Review key items such as project milestones, project risks, communication, management plan and project schedule. Now we are done with the integration management processes of the initiating and the planning. Now we have two processes as part of the executing process group. The first one is the direct and manage project work. It’s the process of leading and performing the work which you just defined in the project management plan and implementing appropriate changes to achieve project objectives. So this is exactly what we are going to do in a direct and managed project for we will lead the team and we will perform the work defined in the project management plan and implementing only approved change requests.

Key benefit of the process is that it provides overall management of the project work and deliverables, thus improving the probability of the project success. In this process, the project manager integrates all the executing work into one coordinated effort to accomplish the project management plan and to produce the project final deliverables and during the project execution, work performance data is collected and communicated to the applicable controlling processes. At the beginning of this course I explained the difference between the work performance data information and reports. The work performance data is the rock observation of the project and you are collecting the work performance data in the execution process group.

Now, what are the inputs of the direct and managed project work? You would need the project management plan, project documents like the change lot to document the status of the project changes, the license lanes register, the minus tone list, which is an output of the schedule management processes, project communications, the project final schedule, the requirements traceability matrix, which is an output of the collect requirements process, the risk register and the risk report. Approved change requests only approved ones will be an input to the direct and managed project for the enterprise environmental factors and the organizational process assets.

Now, the tools and techniques of the direct and managed project work will be the expert judgment, the PMIs, the project management information system, any software or any system of managing the project execution is a tool used in the direct and managed project work. It can be scheduling software or resources management software and so on. Number three we have the meeting. So what are the outputs of the direct and managed project work? Now, as we are implementing approve the change request and we are performing what’s documented in the project management plan, the first output will be the deliverables of the project.

You will have the work performance data as well the issue lock to trace any issues in the project change requests as an output of this process. And the change request will go to the perform integrated change control process. Project Management Plan update some project documents will be updated like the activity log, the recent land register, the assumption log, the requirements documentation, the risk register and the stakeholder register and the organizational process assets as well might be updated. So the key input of this process is the project management plan and the approved change request. And the key outputs of this process are the deliverables, work performance data and change requests.

Now, what is the work authorization system? Was, which is a part of the project management information system. It’s the project manager system for authorizing the start of work packages or activities and it’s a part of the project management information system. Work authorization system will make sure work is only started when a formal authorization is given. This is the use of the work authorization system. It’s very helpful for the project manager, especially on larger projects with a large number of work packages. The second process in the executing processing group is the manage project knowledge. As I mentioned, Managed project knowledge is a new process.

It was added to the 6th edition of the P and book the latest edition. The process of using existing knowledge and creating new knowledge to achieve the project objectives and contribute to the organization learning. So the key benefit and the key value of this process is to improve the organization learning and to make use of listen for future projects. Key benefit of the process is that prior organization and knowledge is leveraged to produce or improve the project outcomes and knowledge created by the project is available to support future projects. Now, what are the types of knowledge knowledge is commonly split into? First of all we have the explicit knowledge.

It’s knowledge that can be easily codified using words, pictures and numbers, it can be easily communicated. Traditional listen lane falls into this category. The knowledge I’m transferring to you now about the PmP exam preparation and the project management falls under the explicit knowledge. It can be easily codified using words, pictures and numbers and it is easy to communicate opposite of the tacit knowledge. It’s knowledge that is personal and hard to express, such as beliefs, emotions, experience and know. How sharing this type of knowledge usually requires a trust atmosphere because it’s hard to express, there should be a trust atmosphere to be able to transfer this knowledge.

The inputs of the managed project knowledge process are the project management plan, the project documents like the project team assignments. Project team assignments is an output of the resources management processes, the recently registered the resources breakdown structure, the source selection criteria and the stakeholders register the deliverables of the project, the enterprise environmental factors and the organizational process assets. The project team assignments document shows each project team member and the assignment he or she is responsible for in the project. This is why it’s useful for the managed project knowledge process.

The tools and techniques are the expert judgment, knowledge management tools, information management tools, meetings, interpersonal and team skills like the active listening, the facilitation, leadership, networking and political awareness. And the primary output of the managed project knowledge process is the license land register, the project management plan updates and the organizational process assets updates. So what is the license land register? It includes the category and description of the situation. It may include the impact, recommendations and proposed actions of the situation created early in the project and used as an input to many processes and can be updated on regular basis throughout the project life.

But the final version of the license register will be an output of the close project or phase process which is the last process on the project. Now, the first process of the integration management in the monitoring and controlling processing group is the monitoring and control project work, the process of tracking, reviewing and reporting the overall project progress to meet the performance objectives defined in the project management plan. So in this process we will track, we will measure, we will examine, we will review, we will make prepare reports, we will compare the actual with the plan. This is the monitor and control project board.

Key benefit of the process is that it allows stakeholders to understand the current state of the project, to recognize actions taken to any performance issues by the monitor and control project board and the reports. As an output of this process, all the stakeholders will be aware of the current state of the project, so if they have any idea or any suggestion to improve the project performance or to recognize actions taken for any performance issues currently with the project, it is very useful. Monitoring includes collecting data, measuring and assessing measurements and trends to affect process improvement. It’s about comparing actual project performance to the project management plan. This is the high level conclusion of the monitor and control project work.

You will compare the actual project performance to what we planned for and what we documented in the project management plan. This process is performed throughout the project life. Like the other monitoring and controlling processes perform integrated change control. It’s the second monitoring and controlling process within the integration management knowledge area. It’s the process reviewing all change requests. Change requests with an output or a primary output of that direct and managed project work. In this process we are going to review and analyze these change requests, approving changes and managing changes to deliverables project documents and the project management plan and communicating the decisions.

This process reviews all requests for changes to project documents, deliverables and project management plan and determines the resolution of changes. The key benefit of this process is that it allows for documentary changes within the project to be considered in an integrated manner while addressing overall project risk which often arises from changes. This process is performed throughout the life of the project. You will notice that the majority of the monitoring and controlling processes are performed throughout the life of the project. Key focus of this process is to look at the impact of the change on all project objectives.

Now, the inputs of the perform integrated change control process are the project management plan, the subsidiary plans you will need first of all the change management plan, the configuration management plan, the baseline, the scope, schedule and cost baseline. You will need also a few project documents, the basis of estimates, the requirements, traceability matrix and the risk report. The work performance reports which were an output of the monitor and control project rule. The primary input of this process are the change requests. We are going to review these change requests within this process. The enterprise environmental factors and the organizational process assets.

The tools and techniques the expert judgment any change control tools data analysis techniques like the alternative analysis cost benefit analysis to compare the cost to the benefit of some change requests. The meetings decision making techniques like the voting the autocratic decision making when one person is responsible for the decision. This is the autocratic decision making multi criteria decision analysis. When your comparison is made upon multiple criteria the outputs of this process, the approved change requests, the project management plan updates and the project document updates. And the major update will be to the change lock as you are going to update the status of each change in this document.

Now, when dealing with project changes, this is a very important topic even for the risk management. You need to know how to deal with any change request affecting your project risk. So first of all, any change arrives in the project shall be documented and submitted as a change request. It might be initiated verbally, but it shall be in written format. Never accept a change request in a variable format. Any change request must be formally documented. The decision of making the change request or not will be the responsibility of the change control board. At least a big part of this responsibility refers to the change control board depending on the project manager authority.

But usually the majority of the change requests will be reviewed by the change control board and not the project manager changes which does not affect the project management plan performance, baselines project charter contracts or the project statement of work. The organizational change management policy might allow the project manager to decide on these changes. So step number one when dealing with a project changes, first of all be proactive by preventing the root causes of the change. Being a proactive project manager through preventing the root cause of the change, don’t wait for the change to happen, you should prevent the root cause.

Step number two lock for changes early and identify the need of them as early as possible as this will save money on your project. Looking for changes as discovering them early will reduce their impact. Step number three evaluate the impact of the change within its knowledge area first. Step number four document a formal change request. The process of making the change should follow the change management plan of your project. Step number five go through the integrated change control process and going through the integrated change control process includes few steps. First of all, assess the change while you are assessing the change, note that any change that already had a reserve created for it would be accounted for in the project management plan.

As part of the risk management efforts, some project managers got confused between the change request and the risk which was already identified and reserves were created for this risk. If a new change request came to you as a project manager and this change request was identified as a risk earlier, you should not deal with this as a change, you should deal with it as a risk which was identified, check the risk response plan for it and check the reserves of this risk. Then you need to look for options like adjusting the product quality, cutting scope, fast tracking or crashing. The change is either approved or rejected. You need to update the status of the change on the change lock, adjust the project management plan, project documents and performance baselines as necessary.

If needed. As the change was approved, these documents might be updated. Manage stakeholders expectations by communicating the change to stakeholders affected by the change. The last step step number seven to manage the project to the revised project management plan and project documents. This is the seven steps of how to deal with the project changes. A very important topic even for the PMI Rmp exam preparation the last process and integration management will be closed project or phase as a part of the closing process group. Even if it’s the only process in the closing process group, it’s the process of finalizing all activities of the project phase or contract.

Key benefits of this process are that the project information is archived. First, the planned work in the project management’s plan is completed 2nd. Third, the organizational team resources are released. The process is performed once or as predefined point of time. Usually this process is performed once at the end of the project. Unless your project contains multiple phases, you need to perform this process at the end of each phase. In this process, the project manager will get formal acceptance of the project and its final to the problems. The project manager responsibility as well to issue the final report of the project that shows the project has been successful, issue the final listened lane and index and archive all the project records for future learning of the organization.

We have a lot of inputs to this process, but you are aware of all these inputs. The project management plan, the project charter. The project charter is very useful here. It will be used as a success matrix of this process. You will compare the final visit of the project with what was mentioned in the project charter. The project documents you will need in this process the assumption log basis of estimate, the change and issue logs, the listings they registered the miners to enlist, the project communications quality reports, requirements documentation, risk register and risk report. The accepted deliverables which were an output of the validates code process or input to this process.

The project business documents, the business case and the benefits management plan. Any agreements are an important input to this process to make sure that all contracts and agreements are closed before closing the project procurement documentation for the same purpose and the organizational process assets. You will need the expert judgment technique, the data analysis technique like the document analysis to get deeper information about few project documents. Regression analysis to check if there is a relation of any two variables on the project, the trend analysis and the variance analysis to compare what we planned for and the actual results and you will need their meetings.

Now what are the outputs? You will have the Lisa Lane register final version as an output of this process. The final version which will be documented into the organizational process. Assets will be the result of the closed project or phase process, the final product, result or service, and the final report of the project. These are the outputs of the closed project or phase process. This is all for the integration management this was a high level brief or explanation about the integration management processes for the PMI Rmp exam give an attention for the project charter, concept and components and for dealing with the project changes. Thank you so much. I will see you at the next lecture.