PROJECT INTEGRATION MANAGEMENT

Project Integration Management includes the processes and activities to identify, define, combine,
unify, and
coordinate the various processes and project management activities within the Project Management Process
Groups. In the project management context, integration includes characteristics of unification, consolidation,
communication, and integrative actions that are crucial to controlled project execution through completion,
successfully managing stakeholder expectations, and meeting requirements. Project Integration Management
includes making choices about resource allocation, making trade-offs among competing objectives and
alternatives, and managing the interdependencies among the project management Knowledge Areas. The
project management processes are usually presented as discrete processes with defined interfaces while, in
practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK® Guide.

4.1PROJECT INTEGRATION MANAGEMENT Process

Develop Project Charter—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.
Develop Project Management Plan—The process of defining, preparing, and coordinating all
subsidiary plans and integrating them into a comprehensive project management plan. The project’s
integrated baselines and subsidiary plans may be included within the project management plan.
Direct and Manage Project Work—The process of leading and performing the work defined in the
project management plan and implementing approved changes to achieve the project’s objectives.M Monitor
Monitor and Control Project Work—The process of tracking, reviewing, and reporting project
progress against the performance objectives defined in the project management plan.
Perform Integrated Change Control—The process of reviewing all change requests; approving
changes and managing changes to deliverables, organizational process assets, project documents,
and the project management plan; and communicating their disposition.
Close Project or Phase—The process of finalizing all activities across all of the Project Management
Process Groups to formally complete the phase or project.
4.2 Develop Project Charter
Develop Project Charter is 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.
The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of
the project, and a direct way for senior management to formally accept and commit to the project. The inputs, tools
and techniques, and outputs for this process are shown in Figure 4-2. Figure 4-3 depicts the data flow diagram of
the process.
The project charter establishes a partnership between the performing and requesting organizations. In the
case of external projects, a formal contract is typically the preferred way to establish an agreement. In this
case, the project team becomes the seller responding to conditions of an offer to buy from an outside entity.
A project charter is still used to establish internal agreements within an organization to assure proper delivery
under the contract. The approved project charter formally initiates the project. A project manager is identified
and assigned as early in the project as is feasible, preferably while the project charter is being developed and
always prior to the start of planning. The project charter should be authored by the sponsoring entity. The project
charter provides the project manager with the authority to plan and execute the project. It is recommended
that the project manager participate in the development of the project charter to obtain a foundational
understanding of the project requirements. This understanding will better allow for efficient resources allocation
to project activities.
Develop Project Charter: Inputs
1. Project Statement of Work
The project statement of work (SOW) is a narrative description of products, services, or results to be
delivered
by a project. For internal projects, the project initiator or sponsor provides the statement of work based on business
needs, product, or service requirements. For external projects, the statement of work can be received from the
customer as part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or as
part of a contract. The SOW references the following:
Business need.
Product scope description.
Strategic plan.
2. Business Case
The business case or similar document describes the necessary information from a business
standpoint to
determine whether or not the project is worth the required investment. It is commonly used for decision making
by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are
contained in the business case to justify and establish boundaries for the project, and such analysis is usually
completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and
limitations of the business case. The business case is created as a result of one or more of the following:
• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement
• Ecological impacts
• Social need
3. Agreements
Agreements are used to define initial intentions for a project. Agreements may take the form of contracts,
memorandums of understanding (MOUs), service level agreements (SLA), letter of agreements, letters of intent,
verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being
performed for an external customer.
4 .Enterprise Environmental Factors
Described in Section 2.1.5. The enterprise environmental factors that can influence the Develop Project Charter
process include, but are not limited to:
• Governmental standards, industry standards, or regulations (e.g. codes of conduct, quality standards,
or worker protection standards),
• Organizational culture and structure, and
• Marketplace conditions.
5.Organizational Process Assets
The organizational process assets that can influence the Develop Project Charter
process include, but are not limited to:
• Organizational standard processes, policies, and process definitions,
• Templates (e.g., project charter template), and
• Historical information and lessons learned knowledge base (e.g., projects, records, and documents; all
project closure information and documentation; information about both the results of previous project
selection decisions and previous project performance information; and information from the risk
management activity).
Develop Project Charter: Tools and Techniques
1. Expert Judgement
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is
applied to all technical and management details during this process. Such expertise is provided by any group or
individual with specialized knowledge or training and is available from many sources, including:
• Other units within the organization,
• Consultants,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts (SME), and
• Project management office (PMO).
2.Facilitation Techniques
Facilitation techniques have broad application within project management processes and guide the
development of the project charter. Brainstorming, conflict resolution, problem solving, and meeting
management are examples of key techniques used by facilitators to help teams and individuals accomplish
project activities.
Develop Project Charter: Outputs
Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational resources to
project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s
needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:

• Project purpose or justification,

• Measurable project objectives and related success criteria,
• High-level requirements,
• Assumptions and constraints,
• High-level project description and boundaries,
• High-level risks,
• Summary milestone schedule,
• Summary budget,
• Stakeholder list,
• Project approval requirements (i.e., what constitutes project success, who decides the project is
successful, and who signs off on the project),
• Assigned project manager, responsibility, and authority level, and
• Name and authority of the sponsor or other person(s) authorizing the project charter.

4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans
and integrating them into a comprehensive project management plan. The key benefit of this process is a central
document that defines the basis of all project work. The inputs, tools and techniques, and outputs for this process
are depicted in Figures depicts the data flow diagram of the process.
Develop Project Management Plan: Inputs
1.Project Charter
The size of the project charter varies depending on the complexity of the project and the information known at the
time of its creation. At a minimum, the project charter should define the high-level boundaries of the project. The
project manager uses the project charter as the starting point for initial planning throughout the Initiating Process
Group.
2.Outputs from Other Processes
Outputs from many of the other processes described in Sections 5 through 13 are integrated to create the
project management plan. Any baselines and subsidiary plans that are an output from other planning processes
are inputs to this process. In addition, changes to these documents may necessitate updates to the project
management plan.
3.Enterprise Environmental Factors
The enterprise environmental factors that can influence the Develop Project Management Plan process include, but
are not limited to:
• Governmental or industry standards;
• Project management body of knowledge for vertical market (e.g., construction) and/or focus area
(e.g. environmental, safety, risk, or agile software development);
• Project management information system (e.g., an automated tool, such as a scheduling software tool, a
configuration management system, an information collection and distribution system, or web interfaces
to other online automated systems)
• Organizational structure, culture, management practices, and sustainability;
• Infrastructure (e.g., existing facilities and capital equipment); and
• Personnel administration (e.g., hiring and termination guidelines, employee performance reviews, and
employee development and training records).
4.Organizational Process Assets
Described in Section 2.1.4. The organizational process assets that can influence the Develop Project
Management
Plan process include, but are not limited to:
• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement
criteria;
• Project management plan template, including:
○○ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the
specific needs of the project, and
○○ Project closure guidelines or requirements such as the product validation and acceptance
criteria;
• Change control procedures, including the steps by which official organization standards, policies, plans,
and procedures, or any project documents will be modified and how any changes will be approved and
validated;
• Project files from previous projects (e.g., scope, cost, schedule and performance measurement baselines,
project calendars, project schedule network diagrams, and risk registers,);
• Historical information and lessons learned knowledge base; and
• Configuration management knowledge base containing the versions and baselines of all official
organization standards, policies, procedures, and any project documents.
Develop Project Management Plan: Tools and Techniques
1.Expert Judgement
When developing the project management plan, expert judgment is utilized to:
• Tailor the process to meet the project needs,
• Develop technical and management details to be included in the project management plan,
• Determine resources and skill levels needed to perform project work,
• Define the level of configuration management to apply on the project,
• Determine which project documents will be subject to the formal change control process, and
• Prioritize the work on the project to ensure the project resources are allocated to the appropriate work
at the appropriate time.
2.Facilitation Techniques
Facilitation techniques have broad application within project management
processes and are used to guide the development of the project management plan. Brainstorming, conflict
resolution, problem solving, and meeting management are key techniques used by facilitators to help teams and
individuals achieve agreement to accomplish project activities
Develop Project Management Plan: Outputs
1.Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and
controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
• Scope baseline
• Schedule baseline
• Cost baseline
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan and
• Stakeholder management plan
etc.
4.3,Direct and Manage Project Work/execution
Direct and Manage Project Work is the process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this
process is that it provides overall management of the project work. The inputs, tools and techniques, and outputs
of this process are depicted in Figure depicts the data flow diagram of the process.
 Direct and Manage Project Work also requires review of the impact of all project changes and the
implementation
of approved changes:
• Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan;
• Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan; and/or
• Defect repair—An intentional activity to modify a nonconforming product or product component.
Direct and Manage Project Work/execution: Inputs
1.Project Management Plan
The project management plan contains subsidiary plans concerning all aspects of
the project. Those subsidiary plans related to project work include, but are not limited to:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan and
• Stakeholder management plan .
2.Approved Change Requests
Approved change requests are an output of the Perform Integrated Change Control process, and include those
requests reviewed and approved for implementation by the change control board (CCB). The approved change
request may be a corrective action, a preventative action, or a defect repair. Approved change requests are
scheduled and implemented by the project team, and can impact any area of the project or project management
plan. The approved change requests can also modify the policies, project management plan, procedures, costs,
or budgets or revise the schedules. Approved change requests may require implementation of preventive or
corrective actions.
3.Enterprise Environmental Factors
The Direct and Manage Project Work process is influenced by enterprise
environmental factors that include, but are not limited to:
• Organizational, company, or customer culture and structure of the performing or sponsor organizations;
• Infrastructure (e.g., existing facilities and capital equipment);
• Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training
records);
• Stakeholder risk tolerances, for example allowable cost overrun percentage; and
• Project management information system (e.g., an automated tool suite, such as a scheduling software
tool, a configuration management system, an information collection and distribution system, or web
interfaces to other online automated systems).
4.Organizational Process Assets
Described in Section 2.1.4. The organizational process assets that can influence the Direct and Manage Project
Work process include, but are not limited to:
• Standardized guidelines and work instructions;
• Communication requirements defining allowed communication media, record retention, and security
requirements;
• Issue and defect management procedures defining issue and defect controls, issue and defect
identification and resolution, and action item tracking;
• Process measurement database used to collect and make available measurement data on processes
and products;
• Project files from previous projects (e.g., scope, cost, schedule, performance measurement baselines,
project calendars, project schedule, network diagrams, risk registers, planned response actions, defined
risk impact, and documented lessons learned); and
• Issue and defect management database(s) containing historical issue and defect status, control
information, issue and defect resolution, and action item results.
Direct and Manage Project Work/execution: Tools and Techniques
1.Expert Judgement
Expert judgement is used to assess the inputs needed to direct and manage execution of the project management
plan. Such judgement and expertise are applied to all technical and management details during this process. This
expertise is provided by the project manager and the project management team using specialized knowledge or
training. Additional expertise is available from many sources, including:
• Other units within the organization;
• Consultants and other subject matter experts (internal and external);
• Stakeholders, including customers, suppliers, or sponsors; and
• Professional and technical associations
2.Project Management Information System
The project management information system, which is part of the environmental factors, provides access to
tools, such as a scheduling tool, a work authorization system, a configuration management system, an information
collection and distribution system, or interfaces to other online automated systems. Automated gathering and
reporting on key performance indicators (KPI) can be part of this system.
3 Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project
work. Attendees at the meetings may include the project manager, the project team and appropriate stakeholders
involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate
participation. Meetings tend to be one of three types:
• Information exchange;
• Brainstorming, option evaluation, or design; or
• Decision making.
Direct and Manage Project Work/execution: Outputs
1.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 tangible components completed to
meet the project objectives and can include elements of the project management plan.
2.Work Performance Data
Work performance data are the raw observations and measurements identified during activities being performed
to carry out the project work. Data are often viewed as the lowest level of detail from which information is derived
by other processes. Data is gathered through work execution and passed to the controlling processes of each
process area for further analysis.
Examples of work performance data include work completed, key performance indicators, technical performance
measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs,
and actual durations, etc.
3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change
request will replace the associated document, deliverable, or baseline and may result in an update to other parts
of the project management plan. When issues are found while project work is being performed, change requests
are submitted, which may modify project policies or procedures, project scope, project cost or budget, project
schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall
negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated,
and can be optional or legally/contractually mandated, and may include:
• Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan;
• Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan;
• Defect repair—An intentional activity to modify a nonconforming product or product component; and/or
• Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional
4.4 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the
performance objectives defined in the project management plan. The key benefit of this process is that it allows
stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope
forecasts. The inputs, tools and techniques, and outputs for this process are depicted in Figure 4-8. Figure 4-9
depicts the data flow diagram of the process.

Monitor and Control Project Work: Inputs

1.Project Management Plan
Described in Section 4.2.3.1. Monitoring and controlling project work involves looking at all aspects of the
project. Subsidiary plans within the project management plan form the basis for controlling the project. Subsidiary
plans and baselines include, but are not limited to
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan etc
2.Schedule Forecasts
The schedule forecasts are derived from progress against the schedule baseline
and computed time estimate to complete (ETC). This is typically expressed in terms of schedule variance (SV) and
schedule performance index (SPI). For projects not using earned value management, variances against the
planned
finish dates and forecasted finish dates are provided.
The forecast may be used to determine if the project is still within defined tolerance ranges and identify any
necessary change requests.
3.Cost Forecasts
The cost forecasts are derived from progress against the cost baseline and computed
estimates to complete (ETC). This is typically expressed in terms of cost variance (CV) and cost performance index
(CPI). An estimate at completion (EAC) can be compared to the budget at completion (BAC) to see if the project is
still within tolerance ranges or if a change request is required. For projects not using earned value management,
variances against the planned versus actual expenditures and forecasted final costs are provided.
4 Validated Changes
Described in Section 8.3.3.2. Approved changes that result from the Perform Integrated Change Control process
require validation to ensure that the change was appropriately implemented. A validated change provides the
necessary data to confirm that the change was appropriately executed.
5 Work Performance Information
Work performance information is the performance data collected from various controlling processes, analyzed
in context, and integrated based on relationships across areas. Thus work performance data has been transformed
into work performance information. Data in itself cannot be used in the decision-making process as it has only
out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a
sound foundation for project decisions.
6 .Enterprise Environmental Factors
The enterprise environmental factors that can influence the Monitor and Control
Project Work process include, but are not limited to:
• Governmental or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards),
• Organization work authorization systems,
• Stakeholder risk tolerances, and
• Project management information system (e.g., an automated tool suite, such as a scheduling software
tool, a configuration management system,
7 Organizational Process Assets
Described in Section 2.1.4. The organizational process assets that can influence the Monitor and Control Project
Work process include, but are not limited to:
• Organizational communication requirements;
• Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
• Issue and defect management procedures defining issue and defect controls, issue and defect
identification, and resolution and action item tracking;
• Change control procedures, including those for scope, schedule, cost, and quality variances;
• Risk control procedures including risk categories, probability definition and impact, and probability and
impact matrix;
• Process measurement database used to make available measurement data on processes and products;
and
• Lessons learned database.
Monitor and Control Project Work: Tools and Techniques
1 Expert Judgment
Expert judgment is used by the project management team to interpret the information provided by the monitor
and control processes. The project manager, in collaboration with the team, determines the actions required to
ensure that project performance matches expectations.
2 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible
variations of project or environmental variables and their relationships with other variables. Examples of analytical
techniques used in projects are:
• Regression analysis,
• Grouping methods,
• Causal analysis,
• Forecasting methods (e.g., time series, scenario building, simulation, etc.),
• Failure mode and effect analysis (FMEA),
• Fault tree analysis etc
3 Project Management Information System
The project management information system, which is part of enterprise environmental factors, provides access
to automated tools, such as scheduling, cost, and resourcing tools, performance indicators, databases, project
records, and financials used during the Monitor and Control Project Work process.
4 Meetings
Described in Section 4.3.2.3. Meetings may be face-to-face, virtual, formal, or informal. They may include
project team members, stakeholders, and others involved in or affected by the project. Types of meetings include,
but are not limited to, user groups and review meetings.

Monitor and Control Project Work: Outputs

1 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. Change requests
may
necessitate the collection and documentation of new requirements. Changes can impact the project management
plan, project documents, or product deliverables. Changes that meet the project’s change control criteria should go
through the integrated change control process established for the project. Changes may include, but are not limited
to, the following:

2.Work Performance Reports

Work performance reports are the physical or electronic representation of work performance information
compiled in project documents, intended to generate decisions, actions, or awareness. Project information may be
communicated verbally from person to person. However, in order to record, store, and sometimes distribute work
performance information, a physical or electronic representation in the form of project documents is required. Work
performance reports are a subset of project documents, which are intended to create awareness and generate
decisions or actions. Specific work performance metrics may be defined at the start of the project and included in
the normal work performance reports provided to key stakeholders.

3.Project Management Plan Updates

Changes identified during the Monitor and Control Project Work process may affect the overall project
management plan. These changes, after being processed through the appropriate change control process can lead
to project management plan updates. Project management plan elements that may be updated include, but are
not limited to:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan etc

4 Project Documents Updates

Project documents that may be updated include, but are not limited to:
• Schedule and cost forecasts,
• Work performance reports, and
• Issue log.

4.5 Perform Integrated Change Control

Perform Integrated Change Control is the process of reviewing all change requests; approving changes and
managing changes to deliverables, organizational process assets, project documents, and the project management
plan; and communicating their disposition. It reviews all requests for changes or modifications to project
documents,
deliverables, baselines, or the project management plan and approves or rejects the changes. The key benefit of
this process is that it allows for documented changes within the project to be considered in an integrated fashion
while reducing project risk, which often arises from changes made without consideration to the overall project
objectives or plans. The inputs, tools and techniques, and outputs of this process are depicted in Figure 4-10.
Figure
Perform Integrated Change Control: Inputs
1 Project Management Plan

D. Elements of the project management plan that may be used include, but are not
limited to:
• Scope management plan, which contains the procedures for scope changes;
• Scope baseline, which provides product definition; and
• Change management plan, which provides the direction for managing the change control process and
documents the formal change control board (CCB).
2 Work Performance Reports
Described in Section 4.4.3.2. Work performance reports of particular interest to the Perform Integrated Change
Control process include resource availability, schedule and cost data, and earned value management (EVM)
reports,
burnup or burndown charts.
3 Change Requests

All of the Monitoring and Controlling processes and many of the Executing processes produce change requests
as an output. Change requests may include corrective action, preventive action, and defect repairs. However,
corrective and preventive actions do not normally affect the project baselines—only the performance against the
baselines.

4 Enterprise Environmental Factors

The following enterprise environmental factor can influence the Perform Integrated
Change Control process: project management information system. The project management information system
may include the scheduling software tool, a configuration management system, an information collection and
distribution system, or web interfaces to other online automated systems.

5.Organizational Process Assets

The organizational process assets that can influence the Perform Integrated Change
Control process include, but are not limited to:
• Change control procedures, including the steps by which official organization standards, policies, plans,
and other project documents will be modified, and how any changes will be approved, validated, and
implemented;
• Procedures for approving and issuing change authorizations;

Perform Integrated Change Control: Tools and Techniques

1 Expert Judgment
In addition to the project management team’s expert judgment, stakeholders may be asked to provide their
expertise and may be asked to sit on the change control board (CCB). Such judgment and expertise are applied to
any technical and management details during this process and may be provided by various sources,
2.Meetings
In this case, these meetings are usually referred to as change control meetings. When needed for the project, a
change control board (CCB) is responsible for meeting and reviewing the change requests and approving,
rejecting,
or other disposition of those changes. The CCB may also review configuration management activities. The roles
and
responsibilities of these boards are clearly defined and agreed upon by appropriate stakeholders and documented
in the change management plan. CCB decisions are documented and communicated to the stakeholders for
information and follow-up actions.
3 Change Control Tools
In order to facilitate configuration and change management, manual or automated tools may be used. Tool
selection should be based on the needs of the project stakeholders including organizational and environmental
considerations and/or constraints.
Tools are used to manage the change requests and the resulting decisions. Additional considerations should
be made for communication to assist the CCB members in their duties as well as distribute the decisions to the
appropriate stakeholders.

Perform Integrated Change Control: Outputs

1 Approved Change Requests
Change requests are processed according to the change control system by the project manager, CCB, or by an
assigned team member. Approved change requests will be implemented through the Direct and Manage Project
Work process. The disposition of all change requests, approved or not, will be updated in the change log as part of
updates to the project documents.
2.Change Log
A change log is used to document changes that occur during a project. These changes and their impact to
the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change
requests are also captured in the change log.
3 Project Management Plan Updates
Elements of the project management plan that may be updated include, but are not limited to:
• Any subsidiary plans, and
• Baselines that are subject to the formal change control process.
4 Project Documents Updates
Project documents that may be updated as a result of the Perform Integrated Change Control process include
all documents specified as being subject to the project’s formal change control process

4.6 Close Project or Phase

Close Project or Phase is the process of finalizing all activities across all of the Project Management Process
Groups to formally complete the project or phase. The key benefit of this process is that it provides lessons learned,
the formal ending of project work, and the release of organization resources to pursue new endeavors. The inputs,
tools and techniques, and outputs of this process are depicted in Figure 4-12. Figure 4-13 depicts the data flow
diagram of the process.
Close Project or Phase: Inputs
1 Project Management Plan

. The project management plan becomes the agreement between the project
manager and project sponsor, defining what constitutes project completion.

2 Accepted Deliverables

Accepted deliverables may include approved product specifications, delivery

receipts, and work performance documents. Partial or interim deliverables may also be included for phased or
cancelled projects
3 Organizational Process Assets
The organizational process assets that can influence the Close Project or Phase
process include, but are not limited to:
• Project or phase closure guidelines or requirements (e.g., administrative procedures, project audits,
project evaluations, and transition criteria); and
• Historical information and lessons learned knowledge base (e.g., project records and documents, all
project closure information and documentation, information about both the results of previous project
selection decisions and previous project performance information, and information from risk management
activities).

Close Project or Phase: Tools and Techniques

1 Expert Judgement

Expert judgement is applied when performing administrative closure activities. These experts ensure the project
or phase closure is performed to the appropriate standards. Expertise is available from many sources, including
but not limited to
• Other project managers within the organization,
• Project management office (PMO), and
• Professional and technical associations

2 Analytical Techniques
Examples of analytical techniques used in project closeout are:
• Regression analysis, and
• Trend analysis.
4.6.2.3 Meetings
Meetings may be face-to-face, virtual, formal, or informal. This may include project
team members and other stakeholders, involved in or affected by the project. Types of meetings include, but are
not
limited to lessons learned, close out, user group, and review meetings.
Close Project or Phase: Outputs

1 Final Product, Service, or Result Transition

This output refers to the transition of the final product, service, or result that the project was authorized to
produce (or in the case of phase closure, the intermediate product, service, or result of that phase).
2 Organizational Process Assets Updates
The organizational process assets that are updated as a result of the Close Project or Phase process include,
but are not limited to:
• Project files
• Project or phase closure documents
• Historical information