PMP PREPARATION COURSE

6TH EDITION

BY:MAZEN ALSAYED
 Chapter 4
Project Integration
Management
PMBOK-6th Page 6 to 12
 Lecture 11: Project Integration Management
Contents

1 Develop Project Charter Initiation

2 Develop Project Management Plan Planning

3 Direct and Manage Project Work

Execution
4 Manage Project Knowledge

5 Monitor and Control Project Work

M&C
6 Perform Integrated Change Control

7 Close project or Phase Closing

Lecture 11 : Project Integration Management
1.Develop Project Charter (Initiation)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
1.Develop Project Charter (Initiation)

.‫• تطوير الوثيقة ال تمنح الصالحية رسميا ب وء م وع‬

• Developing a document that formally authorizes the existence of a project.
• Provides the project manager with the authority to apply organizational resources to project activities.
.‫أن طة الم وع‬ ‫• تمد مدير الم وع بصالحية استغالل موارد المؤسسة‬

Provides a direct link between the project and the strategic objectives of the organization.
.‫الم وع واألهداف االس اتيجية للمؤسسة‬ ‫توفر رابطا مبا ا ب‬
Creates a formal record of the project. ً
.‫سج رسميا للم وع‬ ‫وت‬

Shows the organizational commitment to the project. ‫بالم وع‬ ‫وتعرض االل ام التن ي‬

This process is performed once or at predefined points in the project.

َّ ُ
.‫الم وع‬ ‫نقاط محددة مسبقا‬ ‫وتؤد َى هذه العملية مرة واحدة أو‬
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Project Integration Management
( 1 ) Develop Project Charter

Tools &
Input
Techniques Outputs

1. Business Documents
2. Agreements 1. Expert Judgement 1. Project charter
3. Enterprise environmental 2. Data Gathering 2. Assumption Log
factors 3. Interpersonal &
4. Organizational process Team Skills
assets 4. Meetings

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Inputs BUSINESS DOCUMENTS

The business case are sources of information about the project´s objectives and how the
project will contribute to the business goals.
Although the business documents are developed prior to the project, they
are reviewed periodically.

Business case: .‫دراسة األعمال‬

The approved business case is the business document most commonly used to
create the project charter.
It is commonly used for decision making by managers or executives above the
project level.

The business need and the cost benefit analysis are contained in the
business case to justify and establish boundaries for the project.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Inputs BUSINESS DOCUMENTS
Business case:
The business case is created as a result of one or more of the following:
Market demand ‫طلب السوق‬
Organizational need ‫حاجة المؤسسة‬
Customer request ‫طلب العمالء‬
Technological advance ‫التطور التكنولو‬

Legal requirement ‫المتطلبات القانونية‬

Ecological impacts ‫ا ثار الب ية‬
Social need ‫الحاجة االجتماعية‬

The project manager does not update or modify the business documents since they are not
project documents; however, the project manager may make recommendations.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Inputs Agreements
َ ُ
Used to define initial intentions for a project. .‫تست دم االتفاقيات لتحديد األهداف المبد ية للم وع‬

Agreements may take the form of contracts, letters of intent, verbal agreements, email, or other written
agreements. . ‫و‬ ‫ل العقود أو طابات النوايا أو االتفاقيات ال فهية أو ال يد اإلل‬ ‫تأ ذ االتفاقيات‬

A contract is used when a project is being performed for an external customer.

َ
. ‫ُ ست دم العقد عند تنفيذ الم وع لصالح عميل ار‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Outputs
Project Charter

1 Project purpose 7 Preapproved financial resources;

2 Measurable project objectives 8 Project approval requirements

3 High-level requirements 9 Key Stakeholder list

Project exit criteria

4 High-level project description and deliverables 10

5 Overall project risk 11 Assigned project manager, responsibility, and

authority level

6 Summary milestone schedule 12 Name and authority of the sponsor or other

person(s) authorizing the project charter.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)

Defining, preparing, and coordinating all plan components and consolidating them into an integrated project
management plan.
.‫طة مت املة إلدارة الم وع‬ ‫عملية تحديد و عداد وت سيق جميع مكونات ال طة ودمجها‬

Production of a comprehensive document that defines the basis of all project work and how the
work will be performed. .‫إصدار وثيقة املة تحدد أساس جميع أعمال الم وع وطريقة أداء العمل‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Project Integration Management

( 2 ) Develop Project Management Plan

Tools &
Input
Techniques Outputs

1. Project Charter
2. Outputs from other 1. Expert Judgement 1. Project management plan
processes 2. Data Gathering
3. Enterprise environmental 3. Interpersonal &
factors Team Skills
4. Organizational process 4. Meetings
assets

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)

TT

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)
Outputs project management plan

Is the document that describes how the project will be executed, monitored and controlled, and
closed.

It integrates and consolidates all of the subsidiary management plans and baselines, and other
information necessary to manage the project.
o Project management plan components include but are not limited to:
• Scope management plan.
• Requirements management plan..
• Scope baseline
• Schedule management plan.
• Cost management plan. • Cost baseline
• Quality management plan. • Schedule baseline
• Resource management plan.
• Communications management
• Procurement management plan..
• Stakeholder engagement plan
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)
Outputs project management plan

Change management plan. Describes how the change requests throughout the project will be
formally authorized and incorporated.
Configuration management plan. Describes how the information about the items of the project
(and which items) will be recorded and updated so that the product, service, or result of the
project remains consistent and operative.
Performance measurement baseline. An integrated scope-schedule-cost plan for the project
work against which project execution is compared to measure and manage performance.

Project life cycle. Describes the series of phases that a project passes through from its
initiation to its closure.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
03. Direct and Manage Project Work (Execution)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
03. Direct and Manage Project Work (Execution)

.‫طة إدارة الم وع‬ ‫عملية قيادة و نجاز العمل المحدد‬

• Leading and performing the work defined in the project management plan.
• Implementing approved changes to achieve the project’s objectives.
.‫تطبيق التغي ات المعتمدة لتحقيق أهداف الم وع‬

It provides overall management of the project work and deliverables.

.‫الم وع‬ ‫توفر إدارة املة للعمل وال سليمات‬

Improving the probability of project success. .‫يحسن من احتمال نجاح الم وع‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Project Integration Management

( 3 ) Direct and Manage Project Work

Tools &
Input
Techniques Outputs

1. Project management plan

2. Project documents 1. Expert Judgement 1. Deliverables
3. Approved change 2. Project management 2. Work performance data
requests information system 3. Issue Log
4. Enterprise environmental (PMIS) 4. Change requests
factors 3. Meetings 5. Project management plan
5. Organizational process updates
assets 6. Project document updates
7. Organization Process
Assets updates

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
03. Direct and Manage Project Work (Execution)
O Deliverables

A deliverable is any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project.
Deliverables are typically the outcomes of the project.

O Work Performance Data

The raw observations and measurements identified during activities being performed to
carry out the project work.
Data is gathered through work execution and passed to the controlling
processes for further analysis.
Examples of work performance data include:
• Work completed. • Deliverables status.
• Actual start and finish dates of schedule activities. • Number of change requests.
• Actual costs incurred, actual durations • Number of defects
 Lecture 11 : Project Integration Management
03. Direct and Manage Project Work (Execution)
O Issue Log ‫سجل اإل االت‬
• The issue log is a project document where all the issues are recorded and tracked.
• The issue log will help the project manager effectively track and manage issues,
ensuring that they are investigated and resolved.
Data on issues may include:
Issue type. ‫نوع اإل الية‬
Who raised the issue and when. ‫اإل الية وم‬ ‫من الم س ب‬
Description. .‫الوصف‬
Priority. ‫األولوية‬
Who is assigned to the issue. ،‫من ال ص الم لف بحل اإل الية‬
Target resolution date. ‫تاري الحل المستهدف‬
Status. ‫الحالة‬
Final solution. ‫الحل النها‬
Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)

• Using existing knowledge and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
. ‫التعلم المؤس‬ ‫است دام المعرفة الحالية وتكوين معرفة جديدة لتحقيق أهداف الم وع والمساهمة‬

Prior organizational knowledge is leveraged to produce or improve the project outcomes.

.‫نواتج الم وع‬ ‫رفع المعرفة التن يمية المسبقة إلنتاج أو تحس‬

knowledge created by the project is available to support organizational

operations and future projects or phases.
.‫إتاحة المعرفة ال أن أها الم وع لدعم العمليات التن يمية والم اري ع أو المراحل المستقبلية‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)

Explicit knowledge Tacit knowledge

‫يحة‬ ‫المعرفة ال‬ ‫المعرفة الضمنية‬
• Using words Personal and difficult to express, such as
• Pictures • beliefs
• Numbers • Insights
• experience,
• “know-how
Shared by documenting it. • Must be shared through conversations and
• Obtaining lessons learned at the end of interactions between people.
the project.

• Can be shared using information • Can be shared using knowledge

management Tools and techniques management Tools and techniques

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Project Integration Management

( 4 ) Manage Project Knowledge

Tools &
Input
Techniques Outputs

1. Project management plan 1. Expert Judgement

1. Lessons Learned Register
2. Project documents 2. Knowledge management
2. Project management plan updates
3. Deliverables 3. Information management
3. Organization Process Assets
4. Enterprise environmental factors 4. Interpersonal & Team
updates
5. Organizational process assets skills

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)
TT Knowledge management ‫إدارة المعرفة‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)

TT Information management ‫إدارة المعلومات‬

Used to create and connect people to information. ‫اص بها‬ ‫تست دم إلن اء المعلومات وربط األ‬
Effective for sharing simple, unambiguous, codified explicit knowledge.
‫فعالة لم اركة معرفة سيطة وغ غامضة ومدونة وواضحة‬

Tools and techniques include but are not limited to:

• Lessons learned register ‫سجل الدروس المستفادة‬

• Information gathering, for example, web searches and reading published articles.
‫الويب وقراءة المقاالت الم ورة‬ ‫ البحث‬،‫جمع المعلومات ع سبيل المثال‬
• Project management information system (PMIS).
Project management information systems often include document management systems.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
04. Manage Project Knowledge (Execution)

O lessons learned register ‫سجل الدروس المستفادة‬

The lessons learned register is created as an output of this process early in the project. Thereafter

it is used as an input and updated as an output in many processes throughout the project.

The persons or teams involved in the work are also involved in capturing the lessons learned.

Knowledge can be documented using videos, pictures, audios.

At the end of a project or phase, the information is transferred to an organizational process asset

called a lessons learned repository.

َ ُ
‫م زون الدروس المستفادة‬ ‫ تنقل المعلومات إ أحد مصادر العملية التن يمية تد‬،‫و نهاية الم وع أو المرحلة‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

• Tracking, reviewing, and reporting the overall progress to meet

the performance objectives defined in the project management plan.
.‫طة إدارة الم وع‬ ‫نحو تحقيق أهداف األداء المحددة‬ َ ‫متابعة ومراجعة و عداد تقرير ما ُي‬
‫حرز من تقدم‬

It allows stakeholders to understand the current state of the project.

.‫بالم وع فهم الحالة الحالية للم وع‬ ‫ت يح للمعني‬
To recognize the actions taken to address any performance issues.
َ ُ
‫تتعلق باألداء‬ ‫االت‬ ‫التعرف ع اإلجراءات ال ات ذت لمعالجة أي إ‬
To have visibility into the future project status with cost and schedule forecasts.

. ‫امتالك الرؤية حول حالة الم وع المستقبلية مع توقعات الت لفة والجدول الزم‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Project Integration Management

( 5 ) Monitor and Control Project Work

Tools &
Input
Techniques Outputs

1. Project management plan

2. Project documents 1. Expert Judgement 1. Work Performance
3. Work Performance 2. Data Analysis Reports
Information 3. Decision Making 2. Change requests
4. Agreements 4. Meetings 3. Project Plan updates
5. Enterprise environmental 4. Project document
factors Updates
6. Organizational process
assets

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

Monitoring is an aspect of project management performed throughout the project.

َّ ُ
‫أحد جوانب إدارة الم وع ال تؤدى ع مدار الم وع‬ ‫المتابعة‬

Monitoring includes collecting, measuring, and assessing measurements and trends to

effect process improvements.
.‫وت مل المتابعة جمع المقاي س واالتجاهات ال تؤثر ع تحس نات العمليات وقياسها وتقييمها‬

Continuous monitoring gives the project management team insight into the health of the
project and identifies any areas that may require special attention.
‫وت يح المتابعة المستمرة لفريق الم وع رؤية أن جدوى الم وع وتحدد أي المجاالت ال تتطلب مزيدا من االهتمام‬

Control includes determining corrective or preventive actions or replanning and following

up on action plans to determine whether the actions taken resolved the performance issue
‫وت مل عملية التح م تحديد اإلجراءات التصحيحية أو الوقا ية أو إعادة الت طيط ومتابعة طط العمل لتقرير ما‬
‫إذا انت اإلجراءات المت ذة ساعدت حل م ا ل األداء‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

Comparing actual project performance against the project management plan.

Assessing performance periodically to determine whether any corrective or preventive

actions are indicated. then recommending those actions as necessary.

Checking the status of individual project risks.

Providing information to support status reporting, progress measurement forecasting.

Providing forecasts to update current cost and current schedule information.

Monitoring implementation of approved changes as they occur.

Providing appropriate reporting on project progress and status to program management

when the project is part of an overall program.

Ensuring that the project stays aligned with the business needs. BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)
Inputs Work performance Information

Manage Communication
Process

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Work Performance data & Information Report

Work performance data

‫ا ات أداء ال ل‬
‫ال‬ ‫رد د ا‬ ‫إ ا‬ ‫ار‬ ‫ال‬
• Raw observations and
measurements. Work performance information
Ex: ‫ل ات أداء ال ل‬
• Start and finish dates. Work performance reports
• Analyzed Work Performance Data
• Number of change requests. ‫ت ار ر أداء ال ل‬
• Number of defects. • Status of deliverables.
• Status reports.
• Actual costs, Actual durations. • Implementation status for
change requests. • Memos, justifications.

• Forecast estimates to complete. • Electronic dashboards.

• Recommendations
• Help Stakeholders Make Decisions

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)
Inputs Work performance Information

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)
Inputs Agreements

A procurement agreement includes terms and conditions, and may incorporate other

items that the buyer specifies regarding what the seller is to perform or provide.

If the project is outsourcing part of the work, the project manager needs to oversee

the contractor’s work to make certain that all the agreements meet the specific

needs of the project while adhering to organizational procurement policies.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

TT Data Analysis

Alternatives analysis .‫تحليل البدا ل‬

Used to select the corrective actions or a combination of corrective and preventive actions to
implement when a deviation occurs.
‫ست دم تحليل البدا ل ال تيار اإلجراءات التصحيحية أو مجموعة من اإلجراءات التصحيحية والوقا ية لتنفيذها عند وقوع انحراف‬
Cost-benefit analysis. .‫تحليل الت لفة المنفعة‬
Helps to determine the best corrective action in terms of cost in case of project deviations.
.‫حالة انحرافات الم وع‬ ‫من حيث الت لفة‬ ‫تحديد أفضل إجراء تصحي‬ ‫ساعد تحليل الت لفة والمنفعة‬
Variance analysis .‫تحليل التباين‬
Reviews the differences (or variance) between planned and actual performance.
‫األداء الم طط له والفع‬ ‫يراجع تحليل التباين اال تالفات أو التباين ب‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)

Outputs Work Performance Reports

Work performance information is combined, recorded, and distributed in a physical or electronic

form in order to create awareness and generate decisions or actions.
ُ ُ ُ
‫وات اذ قرارات أو إجراءات‬ ‫ونية ل لق الو‬ ‫صورة مادية أو إل‬ ‫تدمج معلومات أداء العمل وتسجل وتوزع‬

They are circulated to the project stakeholders through the communication processes as
defined in the project communications management plan.
.‫طة إدارة اتصاالت الم وع‬ ‫بالم وع من الل عمليات االتصال المحددة‬ ‫ويجري تداولها إ المعني‬

Status reports and progress reports. ‫تقارير الحالة وتقارير تقدم س العمل‬
Earned value graphs and information ‫م ططات ومعلومات القيمة المك سبة‬
Trend lines and forecasts ‫طوط وتوقعات االتجاه‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)
Outputs Change Requests
As a result of comparing planned results to actual results Change requests may be issued to expand,
adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines.
‫قد ي تب ع مقارنة النتا ج الم طط لها بالنتا ج الفعلية إصدار طلبات التغي لتوسيع أو تعديل أو تقليص نطاق الم وع أو نطاق‬
.‫المنتج أو متطلبات الجودة وال طوط المرجعية للجدول الزم أو الت لفة‬
Changes can impact the project management plan, project documents, or product deliverables.
.‫طة إدارة الم وع أو وثا ق الم وع أو تسليمات المنتج‬ ‫يمكن أن تؤثر التغي ات ع‬

Corrective action. An intentional activity that realigns the performance of the project work with the project
.‫ن اط يعمد إ إعادة ضبط أداء العمل الم وع ليكون متما يا مع طة إدارة الم وع‬
management plan.
Preventive action. An intentional activity that ensures the future performance of the project work is aligned with
the project management plan. .‫األداء المستقب لعمل الم وع مع طة إدارة الم وع‬ ‫ن اط متعمد يضمن تما‬
Defect repair. An intentional activity that modifies a nonconforming product or product component. ِّ
.‫ن اط متعمد ُيعدل المنتج غ المطابق أو أحد مكوناته‬
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

Reviewing all change requests; approving changes and managing changes to deliverables, project
documents, and the project management plan; and communicating the decisions.
‫ واعتماد التغي ات و دارة التغي ات ال تطرأ ع ال سليمات ووثا ق الم وع و طة إدارة‬، ‫عملية مراجعة جميع طلبات التغي‬
.‫ و بالغ القرارات‬،‫الم وع‬

Allows for documented changes within the project to be considered in an integrated manner while
addressing overall project risk, which often arises from changes made without consideration of the
overall project objectives or plans.
َُ
‫ الذي كث ا ما ي أ من التغي ات‬،‫للم وع‬ ‫إطار الم وع أن تدرس بطريقة مت املة مع تقليل ال طر ال‬
‫ت يح للتغي ات الموثقة‬
ُ
.‫ال ت َرى دون مراعاة األهداف العامة للم وع أو ططه‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate
responsibility of the project manager.

Change requests can impact the project scope and the product scope, as well as any project management plan
component or any project document.
Changes may be requested by any stakeholder involved with the project and may occur at any time throughout the
project life cycle.

Configuration management plan should define which project artifacts need to be placed under configuration control.

Changes may be initiated verbally, they should be recorded in written form and entered into the change
management and/or configuration management system.

Every documented change request needs to be either approved, deferred, or rejected by a responsible individual,
usually the project sponsor or project manager.

The responsible individual will be identified in the project management plan.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
Change control board (CCB)
is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes
to the project and for recording and communicating such decisions.
‫ وكذلك‬،‫ أو رفض التغي ات ال تطرأ ع الم وع‬،
‫ أو تأ‬،‫ أو اعتماد‬،‫ أو تقييم‬،‫عبارة عن مجموعة معتمدة رسميا ومسؤولة عن مراجعة‬
Approved change requests can require new or revised: .‫تسجيل مثل هذه القرارات و بالغها‬

• Cost estimates ‫• تقديرات ت لفة‬

• Activity sequences ‫• تسلسل األن طة‬
• Schedule dates ‫الجدول الزم‬ ‫• تواري‬
• Resource requirements ‫• متطلبات الموارد‬
• Analysis of risk response alternatives .‫• تحليل بدا ل االستجابة للم اطر‬
• Adjustments to the project management plan and project documents. ‫طة إدارة الم وع ووثا ق الم وع‬ ‫• إجراء تعديالت ع‬

Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
.‫ ما لم يكونوا أعضاء اللجنة‬، ‫ع طلبات تغي معينة بعد الحصول ع اعتماد لجنة التح م التغي‬ ‫يلزم موافقة العميل أو الرا‬
Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Project Integration Management
( 6 ) Perform Integrated Change Control

Tools &
Input
Technology Outputs

1. Project management plan

2. Project documents 1. Expert Judgement 1. Approved change
3. Work performance reports 2. Change Control tools requests
4. Change requests 3. Data Analysis 2.Project management
5. Enterprise environmental 4. Decision Making plan updates
factors 5. Meetings 3. Project document
6. Organizational process updates
assets
 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

Inputs Project management plan

Change management plan: provides the direction for managing the change control process and documents the

roles and responsibilities of the change control board (CCB).

Configuration management plan: describes the configurable items of the project and identifies the items that

will be recorded and updated so that the product of the project remains consistent and operable. .‫حالة ت غيلية‬ ‫م سقا و‬

Scope baseline : provides the project and product definition.

Schedule baseline : is used to assess the impact of the changes in the project schedule.

Cost baseline : is used to assess the impact of the changes to the project cost.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

Inputs Project documents

Basis of estimates: .‫أساس التقديرات‬

• indicate how the duration, cost, and resources estimates were derived and can be used to
calculate the impact of the change in time, budget, and resources.
Requirements traceability matrix: .‫مصفوفة ت بع المتطلبات‬
• Helps assess the impact of the change on the project scope. ‫تقييم تأث التغ ع نطاق الم وع‬ ‫• تساعد‬

Risk report: .‫تقرير الم اطر‬

• presents information on sources of overall and individual project risks involved by the change requested.
‫• مصادر الم اطر ال لية والفردية للم وع ال يتضمنها التغي المطلو‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)

Inputs Change Requests

• Change may include corrective action, preventive action, defect repairs.

• Changes may or may not impact the project baselines.

• Sometimes only the performance against the baseline is affected.

• Changes should be approved by the CCB (if it exists) and by the customer or sponsor, unless they

are part of the CCB.

• Only approved changes should be incorporated into a revised baseline.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
TT Data Analysis
Alternatives analysis: .‫تحليل البدا ل‬

• This technique is used to assess the requested changes and decide which are
accepted, rejected, or need to be modified to be finally accepted.
. ‫• لتقييم التغ ات المطلوبة والتقرير بقبول أو رفض أو الحاجة إ تعديل أي منها لقبولها النها‬
Cost-benefit analysis .‫تحليل الت لفة المنفعة‬
• Helps to determine if the requested change is worth its associated cost.
.‫ستحق الت لفة المرتبطة به‬ ‫ساعد ذلك التحليل ع تحديد إذا ان التغ المطلو‬ •

TT Decision-making
Voting: can take the form of unanimity, majority, or plurality to decide on
whether to accept, defer, or reject change requests.
Autocratic decision making : one individual takes the responsibility for
making the decision for the entire group.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
O Approved Change Requests

• Change requests are processed according to the change management plan by the project manager, CCB
• Changes may be approved, deferred, or rejected. ‫يمكن اعتماد الطلبات أو تأجيلها أو رفضها‬
• Approved change requests will be implemented through the Direct and Manage Project Work process.

• Deferred or rejected change requests are communicated to the person or group requesting the change.

• All change requests are recorded in the change log as a project document update.

O project Documents Updates

Change log. ‫سجل التغي‬

َ
• Used to document changes that occur during a project. ‫توثيق التغي ات ال تحدث أثناء الم وع‬ ‫ُ ست دم‬ •

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Steps for change Request PMBOK

6th
1- Meeting with stakeholder to understand reason / What he need to change
2- Analyze impact of the change with the project team on Project Constrains ( Scope
- Cost Schedule Quality Risk etc. .)
3- Inform stakeholder about the impact of such change
4- Send change request to the CCB
5- Send request to the sponsor ( if sponsor is not part of the CCB) PMBOK.115
6- After approval by CCB/ Sponsor record the change in the change log
7- Update project management plan, Baselines and documents.
8- Communicate / inform the key stakeholder
9- Implement the Approved change Request by the Project team.

+966554665714 /Sayed Mohsen PMP / PMP TRICKS

Lecture 11 : Project Integration Management
06.Perform Integrated Change Control (M/C)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 06 : Project Integration Management
07.Close Project or Phase (Closing)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Project Integration Management

( 7 ) Close Project or Phase

Tools &
Input
Techniques Outputs

1. Project Charter
2. Project management plan 1. Expert Judgement 1. Project document updates
3. Project documents 2. Data Analysis 2. Final product, service or
4. Accepted Deliverables 3. Meetings result transition
5. Business Documents 3. Final report
6. Agreements 4. Organizational process
7. Procurement assets updates
documentation
8. Organizational process
assets
 Lecture 11 : Project Integration Management
0 . Close Project or Phase (Closing)

Finalizing all activities for the project, phase, or contract.

.‫عملية االنتهاء من افة األن طة ال اصة بالم وع أو المرحلة أو العقد‬

The project or phase information is archived. ‫أر فة معلومات الم وع أو المرحلة‬

The planned work is completed ‫است مال العمل الم طط‬

Organizational team resources are released to pursue new endeavors. ‫تحرير موارد الفريق التن يمية ل ت تهج مساع جديدة‬

This process is performed once or at predefined points in the project

َّ ُ
‫الم وع‬ ‫نقاط محددة مسبقا‬ ‫وتؤد َى هذه العملية مرة واحدة أو‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 06 : Project Integration Management
07.Close Project or Phase (Closing)

When closing the project, the project manager reviews the project management plan to ensure that all project
work is completed and that the project has met its objectives.

Making certain that all documents and deliverables are up-to-date and that all issues are resolved.
Confirming the delivery and formal acceptance of deliverables by the customer.
Ensuring that all costs are charged to the project. ‫ف جميع الت اليف للم وع‬ ‫التأ د من‬
Closing project accounts. ‫إغالق حسابات الم وع‬
Reassigning personnel. ‫األفراد‬ ‫إعادة تعي‬
Dealing with excess project material. ‫التعامل مع مواد الم وع الفا ضة‬
Reallocating project facilities, equipment, and other resources. ‫إعادة ت صيص مرافق ومعدات الم وع وغ ها من الموارد‬
Elaborating the final project reports as required by organizational policies.
.‫توضيح تقارير الم وع النها ية وفق ما تقتضيه السياسات التن يمية‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)

:‫األن طة المرتبطة بانتهاء االتفاقيات التعاقدية المطبقة ع الم وع أو مرحلة الم وع مثل‬

Confirming the formal acceptance of the seller s work. .‫لعمل البا ع‬ ‫تأ يد القبول الرس‬

Finalizing open claims. .‫االنتهاء من المطالبات المفتوحة‬

Updating records to reflect final results. .‫تحديث السجالت لتعكس النتا ج النها ية‬

Archiving such information for future use. . ‫أر فة تلك المعلومات لالست دام المستقب‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
Inputs Project Charter ‫ميثاق الم وع‬

• The project charter documents the project success criteria, the approval requirements,
‫• ميثاق الم وع يحتوى ع معاي قبول الم وع ومتطلبات الموافقة ومن‬
and who will sign off on the project.
. ‫الذى سوف يوقع ع اغالق الم وع‬
Inputs Accepted Deliverables ‫ال سليمات المقبولة‬

• Accepted deliverables may include approved product specifications, delivery

receipts, and work performance documents
.‫ ووثا ق أداء العمل‬،‫ و يصاالت ال سليم‬،‫• ت مل ال سليمات المقبولة مواصفات المنتج المعتمدة‬
Inputs Agreements ‫االتفاقيات‬

• The requirements for formal procurement closure are usually defined in the terms
and conditions of the contract and are included in the procurement management plan.
ُ
َ ‫وت‬ َّ ُ
‫يات‬ ‫طة إدارة الم‬ ‫درج‬ ‫وط وأح ام العقد‬ ‫• تحدد المتطلبات ال اصة ب غالق عملية ال اء الرس‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
Inputs Business Documents ‫وثا ق األعمال‬

Business case. .‫دراسة األعمال‬

• The business case documents the business need and the cost benefit analysis that
justify the project.
• The business case is used to determine if the expected outcomes from the economic
feasibility study used to justify the project occurred.
.‫• لتحديد ما إذا انت النتا ج المتوقعة من دراسة الجدوى االقتصادية تم است دامها لت ير الم وع القا م‬

Benefits management plan. .‫طة إدارة المنافع‬

ُ
• The benefits management plan outlines the target benefits of the project. ‫• توضح المنافع المستهدفة للم وع‬
• Used to measure whether the benefits of the project were achieved as planned.
ِّ ُ
‫• لقياس مدى تحقيق منافع الم وع حسبما طط لها‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
Inputs procurement documentation ‫يات‬ ‫وثا ق الم‬

• To close the contract, all procurement documentation is collected, indexed, and filed.

• Information on contract schedule, scope, quality, and cost performance along with all contract change

documentation, payment records, and inspection results are cataloged.

• “As-built plans/drawing or “as-developed documents, manuals, troubleshooting, and other technical

documentation should also be considered as part of the procurement documents.

• when closing a project. This information can be used for lessons learned information and as a basis for

evaluating contractors for future contracts.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
O Final Report ‫التقرير النها‬

The final report provides a summary of the project performance. It can include information such as:

• Summary level description of the project or phase. .‫• مل ص عن وصف المستوى للم وع أو المرحلة‬
• Scope objectives, the criteria used to evaluate the scope, and evidence that the completion criteria
were met. .‫• أهداف النطاق والمعاي المست دمة لتقييم النطاق والدليل ع الوفاء بمعاي اإلنجاز‬

• Quality objectives, the criteria used to evaluate the project and product quality, the verification and
actual milestone delivery dates, and reasons for variances.
.‫ وأسبا التباينات‬،‫ وتواري التحقق وال سليم الفع للمعالم‬،‫ والمعاي المست دمة لتقييم جودة الم وع والمنتج‬،‫أهداف الجودة‬ •

• Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.
.‫أهداف الت لفة وت مل نطاق الت لفة المقبول والت اليف الفعلية وأسبا أي تباينات‬ •

• Summary of the validation information for the final product, service, or result.
.‫مل ص معلومات التحقق للمنتج أو ال دمة أو الن يجة النها ية‬ •
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
O Organizational Process Asset Updates ‫التقرير النها‬

Project documents .‫وع‬ ‫وثا ق الم‬

• Documentation resulting from the project’s activities; for example, project management
plan; scope, cost, schedule, and project calendars; and change management documentation

Operational and support documents .‫الوثا ق ال غيلية ووثا ق الدعم‬

• Documents required for an organization to maintain, operate, and support the product or service
delivered by the project. These may be new documents or updates to existing documents.
Project or phase closure documents .‫وع أو المرحلة‬ ‫وثا ق إغالق الم‬
• Consisting of formal documentation that indicates completion of the project or phase and the transfer of the
completed project or phase deliverables to others.
• During project closure, the project manager reviews prior phase documentation, customer acceptance
documentation from the Validate Scope process and the agreement (if applicable) to ensure that all project
requirements are completed prior to finalizing the closure of the project.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
 Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
O Organizational Process Asset Updates ‫التقرير النها‬

Lessons learned repository .‫م زون الدروس المستفادة‬

• Lessons learned and knowledge gained throughout the project are transferred to the

lessons learned repository for use by future projects.

ُ
.‫الم اري ع المستقبلية‬ ‫تست دم‬ ‫• تنقل الدروس المستفادة والمعرفة ع مدار الم وع إ م زون الدروس المستفادة ل‬

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Work P. Data & Work P. Information & Work P. Report

Inputs

Outputs

Manage Communication
Process

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Delivrables & Verified Delivrables & Accepted Delivrables

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Lecture 11 : Project Integration Management

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

 PMI Methodology

10 49 5
Knowledge Processes Process
Area Groups
Project Management
Project Management is accomplished through the
application and integration of five processes.

‫يتم تنفيذ إدارة الم وع من الل تطبيق‬

.‫وت امل مس عمليات‬

PAGE // 80
 PMP
Questions & Answers
( Project Integration Management )
83

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q1) You are part of the review team of a running project.
Which of the various documents define how the project is
executed, monitored, controlled, and closed?
A. Project Scope Management Plan
B. Project Scope Statement
C. Project Charter
D. Project Management Plan

PMBOK 83

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q2) All the following activities are performed in the Close
Project or Phase process except:
A. Activities that fulfill the exit criteria of the project.
B. Sending the deliverables to the customer for acceptance.
C. Activities that are needed to transfer the completed
products to operations.
D. Documenting the reasons for terminating the projects
early.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q3) You are working with your customers on completing
deliverables in your electronic parts manufacturing
project. Which of the following stakeholders can
modify and make changes in the project charter?
A. The project sponsor
B. The project Manager
C. The project customer
D. The Team Members

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q4) at the closing phase, you notice that your team document only the
reasons of success only as lessons learned. What should you do next?
A. The project team is correct
B. Meet with the project team and tell them that necessary to document
both success and failures reasons as lessons learned
C. Nothing to do
D. Escalate the problem to the sponsor

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q5) The change control board (CCB) approved the Change
request, what should you do next ?
A. Implement the change
B. Update PM plan
C. Update the change log
D. Inform stakeholders with new status of the project

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q6) Your project is going very well ahead of schedule and under
budget, and near to complete. The one of very vital technical
members transferred to other project out of organization.and one
of team member told you that he can do his job and complete the
project without him .. What should you do next?
A) Do nothing, the project is near to completion.
B) Assign other member to take his duties.
C) negotiated with functional manger to assign a new member.
D) Evaluate the impact with team members

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q ) Which of the following describe the reason why the
project is authorized ?
A.Project charter.
B. Business case.
C. Scope statement of work.
D. Project management plan

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q8) During project planning phase, the project sponsor had
resigned.the new sponsor had postponed the project for two month
because he is disagreed on the scope.what project manger action ?
A) Meet the sponsor and the project team to know the delay
impact analysis on time,cost and personal.
B) Do nothing
C) ask the Customer what should you do
D) Ignore the new sponsor

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q9) You are executing a project for your company's manufacturing
division. You discover that a certain change in the product can
increase the profitability as well reduce the manufacturing time.
What is the BEST thing to do in this situation
A. Inform your manufacturing department about this matter
B. Continue the project as per original plan
C. Issue a change request
D. Discuss the impacts with your team first

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q10) Sponsor know the information about the project
as behind schedule and over budget but he want more
details about the progress. as a Project manger what
should you provide to the project sponsor about
STATUS of the project ?
A. work performance information .
B. Earned value report.
C. work performance report
D. work performance data.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q11) The enterprise environmental factors play an
important role during the development of the project
charter. Enterprise Environmental Factors includes some
elements such as:
A. Historical information and lessons learned.
B. Templates (e.g., project charter template).
C. Organizational culture and political climate
D. Organizational standard policies, processes, and
procedures.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q12) Approved change requests are processed through
which process for implementation?
A. Develop project management plan.
B. Develop project Charter.
C. Perform integrated change control.
D. Direct and manage project work.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q13) You are a project manager in infrastructure project
. After finalizing all activities for the project , Which of
the following documents will help you for this process ?
A. Project Charter .
B. Stakeholder Register .
C. Verified deliverables.
D. Probability and Impact Matrix.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q14) Your customer always asking for a lot of changes
of scope and product features during the project
execution. You accept all changes to meet a customer
satisfaction. After a distance of time of execution, you
noticed an inflation at project budget. What should
have done to prevent this situation?
A. Cost management plan.
B. Control scope.
C. Change management plan.
D. Scope management plan.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q15) Ben is the project manager for a mobile
application development project. At the end of the
project kick-off meeting, what is the next phase?
A. Monitoring and Controlling.
B. Executing.
C. Closing.
D. Planning.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q16) The business case documents the business need
and the cost benefit analysis that justify the project.
The summary of how the project has achieved the
business needs identified in the business case is
document in the:
A. Project Scope Statement.
B. Project WBS.
C. Project final report.
D. Project charter.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q17) You are in the process of finalizing all activities for the
project, phase, or contract .The Project manager should
transfer Lessons learned and knowledge gained throughout the
project to the lessons learned repository in order to :
A. Combine them with lesson learned in lesson learned in
whole project.
B. Use by future projects.
C. Avoid the problematic vendors during the project.
D. To use them in better vendors’ selection criteria.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q18) The project sponsor has asked you to prepare a summary
level description of each phase of the project, and also include
a summary of the validation information for the final project
deliverables. Which document is the sponsor asking you to
prepare?
A. Project scope statement.
B. Risk Register.
C. Project charter.
D. Project final report.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q19) Your project is proceeding according to schedule. You have
just learned that a new regulatory requirement will cause a
change in one of the project’s performance specifications. To
ensure that this change is incorporated into the project
management plan, you should:
A. Prepare a change request.
B. Call a meeting of the change control board.
C. Change the WBS, project schedule, and project plan to reflect
the new requirement.
D. Immediately inform all affected stakeholders of the new
approach to take on the project.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q20) During the execution of the project you had to manage a
change request where sponsor is out of the board. You
evaluated the impact of the change on the other constraints of
the project then you got the change request approved by CBB.
The next step project manager should do:
A. Update management plan.
B. Implement the change.
C. Ask the sponsor for authorization.
D. Review the approved change within the team.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q21) In the final stage of the project the sponsor
rejected the final product where he said it didn't meet
the project goals . Which document you will review to
convince him:
A. Agreement.
B. Project management plan.
C. Stakeholder Register .
D. Project charter.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q22) You are a project manager and you are working on
a multi-phase project as your project is planned to last
three years. A best practice is to:
A. Periodically review the business case.
B. Use a single prime contractor and have this
contractor award any subcontracts.
C. Rely on your PMO for guidance.
D. Set up a ‘tight matrix’.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q23) Before considering a project closed, what
document should be reviewed to ensure that all Project
work is completed and that the project has met its
objectives ?
A. Communication management plan .
B. Project management plan.
C. Project closeout checklists.
D. Scope management plan.

PMBOK 123

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q24) You are in the process to get the final acceptance
on the deliverables which have been developed as part
of your project. This was done to make sure that
project scope and deliverables are achieved.Which
process are we currently performed ?
A. Close Project or phase .
B. Validate Scope .
C. Develop Project charter .
D. Control quality .
Final acceptance= Close Project or phase
Formal acceptance= Validate Scope
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Q25) Which of the following processes gives the
project management team insights into the health
of the project?
A. Plan risk response.
B. Monitor and Control Project Work.
C. Develop Project charter.
D. Close Project or phase.
PMBOK 107

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q26) During creating the Project charter , Sponsor tell you
that the government has been issued a new law and may
be effect the project , this law will apply after 6 months .
what is the FIRST thing should you do as a project manger ?
A. Add new law in EEF.
B. Ignore the new law.
C. Ask your management what should you do.
D. Meeting with SH and evaluate the impact.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q27) During the creating of the Project charter , the key
Stakeholders in several different locations, the Sponsor tell you
that you should use the telephone to communicate with the key
Stakeholders . what inputs do you need for this process?
A. Risk Register.
B. Enterprise environmental factor & Organizational Process Assets
C. Communication management plan. PMBOK 71
D. Project management plan.

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q28) You are in the process of finalizing all activities for the
project, phase, or contract . Which of the Following Key inputs for
this Process ?
A. Project Management Plan , Organizational Process Assets .
B. Accepted deliverables​ , Enterprise environmental factor ​
C. Agreements​ , Deliverables​.
D. Project charter​ , Final report​. PMBOK 71

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

Q29)

BY: EL-Sayed Mohsen , PMP®, PMI- RMP®