PMBOK 6 Ed.

– DEI-
 Project Integration
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes
Process
Knowledge
Area Monitoring &
Initiating Planning Executing Closing
Control
• Develop • Develop • Direct and • Monitor and Control • Close
Project Project Manage Project Work Project
Charter Management Project • Perform Integrated
Integration Plan Execution Change Control
• Manage
Project
Knowledge
 INTEGRATION
“to identify, define, combine, unify, and
coordinate the various processes and
project management activities”
 4.1 Develop
Project Charter
“A document that
formally authorizes a
project or a phase”

“ Documenting initial
requirements that
satisfy the
stakeholder’s needs
and expectations”
 Inputs Tools &
[Link]
Techniques
Documents 1. Expert judgment Outputs
2. Data gathering
• Benefits [Link] charter
• Brainstorming
management plan • FGD [Link]
• Business case • Interview log
2. Agreement 3. Interpersonal and team
3. EEF skill
4. OPA • Conflict management
• Facilitation
• Meeting management
4. meetings
“Project are authorized by someone external to the
project such as sponsor, PMO, portfolio steering
committee”

“Project charter can be created by them

or delegated to Project Manager”
• STATEMENT OF WORK
– A narrative description of products or
services to be delivered by the project.
– The SOW references:
• Business need
• Product scope description
• Strategic plan

SOW
 Business case
» Determine whether or not the project is worth
the required investment.
• Market demand
• Organzation need
• Customer request
• Legal
• Technological
• ecological
• Social need
Benefit management plan
» a document that captures the organization’s desired
benefits from project whether economic or intangible
»Explain how the benefits will be maximized and
sustained
 Project Selection
Benefit measurement
methods (Comparative
approach)

Constrained optimization
methods (Mathematical
approach)
 Benefit measurement methods
• Murder board (a panel of people who try to shoot down a
new project idea)
• Peer review
• Scoring models (Factor Rating)
• Economic models
Constrained optimization methods
(Mathematical approach)
•Linear programming
•Integer programming
•Dynamic programming
•Multi-objective programming
 Project Selection – Economic Models

• Present value (PV

• Net present value (NPV)
BIGGER THAN
• Internal rate of return (IRR) ZERO
• Benefit-cost ratio:

• Payback Period

The quicker the better

 Project Selection – Important Terms
• Economic Value Added (EVA):
– concerned with whether the project returns to the company more value than
it costs.

• Opportunity Cost:
– the opportunity given up by selecting one project over another

• Sunk Costs:
– Are expended costs
– Should not be considered when deciding whether to continue with a troubled
project.

• Law of Diminishing Returns:

– after a certain point, adding more input/resource will not produce a
proportional increase in productivity
 Project Selection – Important Terms
• Working Capital
– current assets minus current liabilities for an organization or
– amount of money the company has available to invest

• Depreciation
– Straight line depreciation
• The same amount of depreciation is taken each year.

– Accelerated depreciation
• Depreciates faster than straight line
• Two forms: (1) Double Declining Balance, (2) Sum of the
Years Digits
 EXPERT
JUDGEMENT
– Other unit within organization
– Consultants
– Stakeholders including
customer or sponsor
– Subject matter experts
– PMO
– Industry groups
– Professional & technical
association
 DO’S & DON’T
BUSINESS NEED APPROVAL
MAJOR
STAKEHOLDER

PROJECT
DURATION CHARTER

BUDGET
SUMMARY

PM ROLE

SPECIFICATION
MEASUREMENT
OBJECTIVE
• Project Charter, includes:
– Project purpose or justification,
– Measurable project objectives and
related success criteria,
– High-level requirements,
– High-level project description,
– High-level risks,
– Summary milestone schedule,
– Summary budget,
– Project approval requirements
– Assigned project manager,
responsibility, and authority level
– Name and authority of the sponsor or
other person(s) authorizing the project
charter.
4.1 Develop
Project “Documenting the
actions necessary
Management to define, prepare,
integrate and
Plan coordinate all
subsidiary plans”

Documenting 10
knowledges area
 Tools &
Techniques
[Link] judgment
[Link] gathering
Inputs • Brainstorming Outputs
[Link] charter • FGD [Link]
[Link] from • Interview management
planning 3. Interpersonal and plan
processes team skill
[Link] • Conflict
[Link] management
• Facilitation
• Meeting
management
4. meetings
 Facilitation Tehcnique
» Barinstorming, meeting, solving the problem,
conflict resolution
 Project Management Plan

Project Baseline Subsidiary Plan

 Project Baseline
Anaylze VS
the gap or
Deviation

Actual
scope

cost

time

Planning Actual
Baseline
 Approved

Subsidiary
versions

Baseline Subsidiary plan include:

• Scope management plan
Project baselines include:
• Requirement management
• Schedule baseline
plan
• Cost performance
• Schedule management plan
baseline
• Cost management plan
• Scope baseline
(Performance measurement
• Quality management plan
baseline) • Process improvement plan
• Resource plan
• Communications management
plan
• Risk management plan
• Procurement management
plan
 Project
Management Plan
• The strategy
for managing the
project
• Define, plan,
manage, and
control the
project.
 Change management plan
Configuration management plan
Performance Measurement baseline
Project Life cycle
Development approach
Management Reviews

Additional Plan
 “How changes
will be
managed and
controlled”

Change Management Plan

– Change control procedures
(how and who)
– The approval levels for
authorizing changes
– The creation of a change
control board (CCB) to
approve changes
– A plan outlining how changes
will be managed and
controlled
– Who should attend meetings
regarding changes
– Tools to use to track and
control changes
Configuration Management Plan
• A plan of making sure everyone
know what version of the scope, schedule
etc of the project management plan is the latest
version
Once the project management plan is
complete, the sponsor or key stakeholder
review and approve it
 Lets recap!
Sponsor/customer

Sponsor sign PM and team

PM help identify the develop the
Business and issue the
stakeholder and project
documents chapter
document chapter management plan

Company Project Project

Sponsor
culture and Manager Manager
existing
system

Processes, Detailed planning, the

procedures project management plan is
and historical bought into approved,
information realistic and formal
Before develop management plan can be completed and
executing can begin, a kick of meeting should be
held!
 Reference

• PMBOK® Guide – Sixth Edition (2017).

• PMP® Exam Prep, Ninth Edition (2017)