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1. Introduction

In this next series of posts, we move onto step 5, which is memorizing the TOOLS & TECHNIQUES associated with each process. In order to breakdown the memorizing into more bite-size chunks, I am going to break down this topic into at least 9 posts, one for each knowledge area. (There may be some knowledge areas that require more than one post.)

 This post covers chapter 4 of the PMBOK® Guide, which covers the Integration Knowledge Area. This knowledge area contains 6 processes, with at least one process in each of the 5 process groups, with Monitoring & Controlling Process having two processes from this area.

Let’s take a look at the tools & techniques for the processes in the Integration Knowledge Area. You’ll notice that each of them have the same tool & technique in common: Expert Judgment, with process 4.3 Direct and Manage Project Execution having the additional tool & technique of 4.3.2 Project management information system, and 4.5 Perform Integrated Change Control having an additional tool & technique of Change control meetings.    You need experts or those with expertise in each area because the integration of all other processes from the various other knowledge areas is such a crucial part of project management

4.1 DEVELOP PROJECT CHARTER

4.1.1 Expert judgment

Just remember that who an “expert” is depends on what you need that person for. Obviously to develop a project charter, the person who is expert developing a high-level list of requirements, objectives, and risks of the project would include:

• Stakeholders (including customers or sponsors)
  
• Project management office
  
• Consultants and subject matter experts.
  

Some of this expertise is directed towards technical details (product description, project objectives), and some towards management of the project (project risks and milestone schedule).

4.2 DEVELOP PROJECT MANAGEMENT PLAN

4.2.1 Expert judgment

Here the expertise sought needs to be directed towards planning of the project work, including the resources required to get the project done, the project management plan itself, and the overall change control process.

4.3 DIRECT AND MANAGE PROJECT EXECUTION

4.3.1 Expert judgment

Here the expertise sought needs to be directed towards directing and managing the execution of the project. This will include stakeholders (including customers and sponsors), consultants used on the project, and project team members, especially those who have worked on a similar project before.

4.3.2 Project Management Information System

The software used such as Microsoft Project or Primavera, is a tool used to help with scheduling, configuration management (part of 4.5 Perform Integrated Change Control) and other activities that are part of the 4.3 Direct and Manage Project Execution process.

4.4 MONITOR AND CONTROL PROJECT WORK

4.4.1 Expert judgment

The information obtained by the process Monitor and Control Project Work is interpreted by those with expertise in measuring actual project performance against the performance baseline.

4.5 PERFORM INTEGRATED CHANGE CONTROL

4.5.1 Expert judgment

For a change control board, not only the project management team, but stakeholders including the customers may be asked to participate.

4.5.2 Change control meetings

The change control board has meetings to review any change requests that are pending in order to formally approve or reject them. The decisions are documented and communicated to all stakeholders.

4.5 CLOSE PROJECT OR PHASE

4.1.1 Expert judgment

Those with expertise in closing a project need to oversee this process so that all closure processes are completed to the standards set by the organization.

This concludes the Tools & Techniques section of memorizing the processes.

The next series of posts will conclude with a discussion of the inputs and outputs for the 42 processes. This will be most easily done if we follow the same format and divide the processes by knowledge area.

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