[PMP Study Notes] Chapter 4 Under Project Integration Management

⚫ Integrated Management Process 4 "Managing Project Knowledge" (Executive Process Group) P98

Manage project knowledge - Use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process.

What this process does: Use existing organizational knowledge to create or improve project outcomes and make knowledge created by current projects available to support organizational operations and future projects or phases. This process needs to be carried out throughout the project.

Notes on knowledge management:

• Organizational perspective: Old knowledge can be used and new knowledge generated before, during and after the project begins.

• The most important link: creating an atmosphere of trust that motivates people to share their knowledge and care about the knowledge of others.

• In practice a two-pronged approach:

– Knowledge management tools and techniques (for human interaction)

– Information management tools and techniques (for codifying explicit knowledge)

⚫ Manage Project Knowledge—Input: Project Documentation (P101)

• Lessons Learned Register: Provides effective knowledge management practices.

• Project Team Work Order: Describes the capabilities and experience that the project has and the knowledge that may be lacking.

• Resource Breakdown Structure: Helps understand what knowledge the team has and lacks.

• Register of interested parties: Helps to understand what knowledge interested parties may have.

⚫ Managing Project Knowledge—Tools and Techniques: Knowledge Management (P102)

• Knowledge management tools and technologies connect employees so they can collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge held by different team members.

• Face-to-face interaction is best for building the trusting relationships needed for knowledge management. Once established, virtual interactions can be used to maintain this trusting relationship.

⚫ Managing Project Knowledge—Tools and Techniques: Information Management (P103)

• Information management is used to create connections between people and knowledge, and can effectively facilitate the sharing of simple and explicit explicit knowledge.

• By adding interactive elements, such as a "contact me" function, users can connect with the lessons learned poster and ask them for advice related to specific projects and situations. Thus it can be extended to tacit knowledge.

⚫ Managing Project Knowledge—Tools and Techniques: Interpersonal and Team Skills (P104)

• Active Listening - Helps reduce misunderstandings and facilitates communication and knowledge sharing.

• Facilitation Techniques - Helps effectively guide a team to a successful decision, solution or conclusion.

• Leadership - can help communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge goals.

• Interpersonal interactions—promote informal connections and relationships among project stakeholders, creating conditions for the sharing of explicit and tacit knowledge.

• Political Awareness - Helps the project manager plan communications according to the project context and the political environment of the organization.

⚫ Manage Project Knowledge - Output: Lessons Learned Register (P104)

Contains

1. Category and description of the situation

2. Implications, recommendations and courses of action relevant to the situation

3. Challenges encountered, problems, perceived risks and opportunities, or other applicable content

⚫ Integration Management Process Group Five "Monitoring Project Work" (Monitoring Process Group) P105

Monitor Project Work - the process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan

What this process does:

• Keep interested parties informed of the current status of the project and acknowledge actions taken to address performance issues

• Keep stakeholders informed about future project status with cost and schedule forecasts.

• Monitoring project work runs through the entire project and is the only process that outputs work performance reports.

⚫ Monitor Project Work - Input: Project Documentation (P108)

• Schedule Forecast - Based on the project's past performance, it is used to determine whether the project is still on schedule and to identify any necessary changes.

• Cost Forecasting - Based on the past performance of the project, it is used to determine whether the project is still within the tolerance range of the budget and to identify any necessary changes.

⚫ Monitor Project Work - Input: Work Performance Information (P109)

1. Work performance information is generated after comparing work performance data with project management plan components, project documents, and other project variables.

2. Performance includes: scope, schedule, cost, quality, and others as defined in the project management plan

3. Job performance information provides a basis for decision-making.

⚫ Monitoring Project Work—Tools and Techniques: Data Analysis (P111)

• Earned value analysis--comprehensive analysis of scope, schedule, and cost performance to find deviations.

• Variance Analysis—A review of variance between target performance and actual performance, which may involve duration estimates, cost estimates, resource usage, resource rates, technical performance, and other measures.

• Trend analysis----predict the future based on the past. Find problems in advance, correct or prevent them in advance.

• Root Cause Analysis - Finding the root cause of a deviation or potential problem.

• Alternatives Analysis - Select Corrective Actions, Preventive Actions.

• Cost-benefit analysis----select the lowest-cost solution to correct the deviation.

⚫ Monitoring Project Work—Tools and Techniques: Decisions (P111)

Decision-making techniques include voting: consensus, majority agreement, and relative majority principles.

⚫ Monitor Project Work—Output: Work Performance Report (P112)

• Create job performance reports in physical or electronic form based on job performance information for decision making, action, or attention.

• According to the project communication management plan, send work performance reports (status reports, progress reports) to project stakeholders through the communication process

1. "Monitoring project work" is the process

2. The "Monitoring Process Group" is the process group

3. The main role of Monitor Project Work is to

4. "Job-based performance information" is compiled into a "job performance report"

5. The process is essentially a compilation of "job performance information" generated by all other processes

⚫ Integration Management Process Six "Implementing Integrated Change Control" (Monitoring Process Group) P113

Implementing Integrated Change Control—the process of reviewing all change requests, approving changes, managing changes, and communicating the results of change handling.

What this process does:

• Reduce project risk by ensuring a comprehensive review of documented changes in the project.

• This process will only approve and manage changes, and will not make change requests (we only process changes, not production changes)

⚫ Several points for attention in implementing overall change control (P115)

• Implement the Integrated Change Control process throughout the project, for which the project manager is ultimately responsible.

• It should be ensured that only approved changes are incorporated into the revised baseline.

• Change requests may be made by any interested party, which may be made orally and must be documented in writing. and incorporated into change management and/or configuration management systems.

• The time and cost impact of changes should be assessed and provided to these processes.

• Every documented change request must be approved, postponed, or rejected by a responsible person, who should be designated in the project management plan or organizational procedures, and implemented, if necessary, by the Change Control Board (CCB) Integral change control process.

CCB - A formally constituted body responsible for reviewing, evaluating, approving, postponing or rejecting project changes, and documenting and communicating change handling decisions.

Changelog and Change Request instances

change log

change request

⚫ Implement Integrated Change Control - Input: Change Request (P117)

➢ Understand the specific content or reason of the change from the proposer of the change request, inform the change process, and prevent unnecessary changes.

If it is confirmed that it must be changed, follow the following 5-step process: 1 record, 2 evaluation, 3 submission, 4 update, 5 notification (the most important)

1. Records: record change requests in writing; the project manager records in writing (change log), or requires the change proposer to submit a written change request.

2. Evaluate: fully understand the change, evaluate the impact of the change; communicate the estimated impact with relevant stakeholders.

3. Submit: Submit to the person in charge for approval; Note that the submission here refers to the "project manager" submitting the change request and evaluation results to CCB.

4. Update: No matter whether the change is passed or not, the change log must be updated; if the change is passed, the project management plan (document) must be updated;

5. Notification: The relevant (affected) parties should be notified of the results of the change.

⚫ Common test methods for changing questions

1. Order of changes

➢ See where we are now.

➢ Choose what to do next according to the sequence (1 record, 2 evaluation, 3 submission, 4 update, 5 notification).

2. Consider whether to change

But when it comes to the modification of the benchmark, it needs to be changed.

Pay attention to the meanings of some common expressions:

The customer is required to submit a change request, analyze the impact of the change on schedule and cost, process the change request, implement the overall change control process, and create a change request. If you encounter tangled statements, you can refer to English.

⚫ Implementing Integrated Change Control—Tools and Techniques: Change Control Tools (P118)

Configuration Management System—a subsystem of a project management system consisting of a series of formal written procedures that provide technical and managerial direction and oversight for the following configuration management activities:

• First knowledge--configuration identification: identification and selection of configuration items--planning

• Two notes--configuration status records: information records and reports about each configuration item----execution

• Third review----configuration verification and audit: through verification and audit to ensure the correctness of configuration items and changes are implemented correctly----monitoring

⚫ Implement Integrated Change Control - Output: Approved Change Request (P120)

Order of selection of change request approvers:

• Preferred: The responsible person specified in the project management plan or organizational process. (The most accurate statement, but not common, if it appears in the question, it will be preferred)

• Second choice: Change Control Board (CCB). (The default changes are all approved by CCB, the most common choice)

• Re-election: If there is no above option in the question, you can choose "PMO", "Sponsor", "Project Manager"

⚫ Implement Integrated Change Control—Output: Project Documentation Update (P120)

Change log - used to record the changes that occur during the project process, rejected change requests should also be recorded in the change log.

⚫ Implement Integrated Change Control—Output: Project Management Plan Update (P120)

Changes to the baseline should only be based on the latest version of the baseline and for future conditions, not changes to past performance. This helps protect the seriousness of baselines and historical performance data Chapter 4 Project Integration Management

⚫ Integration Management Process Seven "End Project or Phase" (Close Process Group) P121

Closing Project or Phase—The process of terminating all activities of a project, phase, or contract.

What this process does: Archive project or phase information, complete planned work, and free organizational team resources to start new work.

⚫ Points to note when closing a project or phase (P101)

• At the conclusion of the project, the project manager needs to review the project management plan to ensure that all project work has been completed and project objectives have been achieved.

• If the project is terminated early before completion, the Closing Project or Phase process still needs to have procedures in place to investigate and document the reasons for the early termination

⚫ Closing the project or phase - input: Project Charter (P124)

The project charter documents project success criteria, approval requirements, and who will sign off on project closure.

⚫ Closing Project or Phase - Input: Accepted Deliverables (P125)

Acceptance deliverables - including approved product specifications, delivery receipts, and work performance documentation. For projects implemented in phases or canceled early, partially completed or intermediate deliverables may also be included.

⚫ Closing Project or Phase - Input: Commercial Documentation (P125)

• Business Case - used to determine whether the project achieves the expected results of the economic feasibility study.

• Benefits Management Plan - used to measure whether the project has achieved the planned benefits.

⚫ Closing Project or Phase - Input: Organizational Process Assets (P126)

• Project or phase closure guidelines or requirements—such as lessons learned, project final audit, project evaluation, product validation, acceptance criteria, contract closure, resource reallocation, team performance evaluation, and knowledge transfer;

• Configuration Management Knowledge Base - Includes versions and baselines of organizational standards, policies, procedures, and project documents.

⚫ Ending the project or phase—tools and techniques: data analysis (P126)

Data analysis techniques that can be used for project closing include: file analysis, regression analysis, trend analysis, deviation analysis

⚫ Closing Project or Phase—Tools and Techniques: Meeting (P126)

• Meetings are used to confirm that deliverables have passed acceptance, determine that exit criteria have been met, formally close the contract, assess stakeholder satisfaction, gather lessons learned, transfer project knowledge and information, and celebrate successes.

• The types of meetings include: closing report meeting, customer summary meeting, lessons learned summary meeting, and celebration meeting.

⚫ Closing the project or phase—Output: handover of final product, service or result (P127)

The final product, service, or result delivered by the project (or, for a phase close, the intermediate product, service, or result of the phase in question)

Transitioned from one team to another team or organization and operated, maintained and supported by it throughout its life cycle.

⚫ Closing the project or phase - output: final report (P127)

Summarize project performance with a final report.

⚫ Close Project or Phase - Output: Organizational Process Assets Update (P128)

◆ Project file

◆ Operational and Supporting Documentation

◆ Project or phase closing document: 1. A formal document indicating the completion of a project or phase; 2. A formal document handing over deliverables to others

If the project is terminated early, it is necessary to:

1. State the reason for termination in the formal closing document;

2. Hand over completed and unfinished deliverables to others.

◆ Lessons learned knowledge base: Store historical information and lessons learned information into the lessons learned knowledge base for use in future projects or phases.

• The role of the project charter, who approves it, the inputs to developing the project charter, and what is included in the output project charter

• Kick-off meeting is a tool for formulating project management plan, when to hold it, what is the purpose, and who needs approval

• Two important inputs and outputs for directing and managing project work

• Three essentials for managing project knowledge: climate of trust, tools, output

• Purpose of monitoring project work

• Process for implementing integrated change control and understanding of the process

• Closing steps, key inputs and outputs

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