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Industry standards related to the product, quality and others
Industry standards by associations, related to the product, quality and others


Project management information system of the company as implementation
      
collecting and distributing system.
 

process by means of policies and procedures of project management, report templates,
historical information, and lessons learned from previous projects.
TOOLS AND TECHNIQUES
 

sources, such as

Consultants and contractors hired specically for this assignment,


OUTPUTS
 

cause expansion, adjustment, or reduction of the project scope or the product scope.
Such changes can impact the project management plan, project documents, and
deliverables. Changes may include
Corrective action,
Preventive action, and
Defect repair.
 
e project management plan and its auxiliary plans must be updated, including, but
not limited to
Schedule management plan,
Cost management plan,
Quality management plan,
Scope baseline,
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Schedule baseline, and
Cost baseline.
 
Project documents that can be updated include, but are not limited to
Forecasts,
Performance reports, and
Issue log.
Chapter 4 - Project Integration Management
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INTEGRATION
The process of tracking, reviewing, and regulating the progress to meet the performance objectives dened in the project management plan.
Monitoring and controlling
4.4 - Monitor and Control Project Work
Tools and
techniques
OutputsInputs
Forecasts
Performancereports
Issuelog
4.2 - Develop Project
Management Plan
Projectmanagementplan
Project
management plan
updates
4.2 -Develop Project
Management Plan
4.5 - Perform
Integrated Change
Control
Change requests
Project document
updates
Project
documents
Expert
judgment
10.5 - Report
Performance
•Performancereports
Enterprise/Organization
•Enterpriseenvironmental
factors
•
Organizationalprocessassets
Process group
INITIATING PLANNING EXECUTING
MONITORING AND
CONTROLLING
CLOSING
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4.6.2 PERFORM INTEGRATED CHANGE CONTROL PMBOK® GUIDE, PROCESS 4.5
            
deliverables in the organizational process assets, project documents, and the project management
plan. Such activities, according to the PMI®, include

Controlling factors that might hamper the integrated change control so that only approved


    

Maintaining the integrity of baselines by releasing only approved changes to be
incorporated into products or services and maintaining the related project conguration


Controlling and updating the scope, cost, budget, schedule, and quality requirements,
based on changes approved by means of the coordination of changes throughout the



Determining defect repair validation.
4.6.2.1 PERFORM INTEGRATED CHANGE CONTROL: INPUTS, TOOLS AND TECHNIQUES,
AND OUTPUTS
INPUTS
 
e project management plan and its auxiliary plans depict the main input for this
process.
 
        
preventive actions and must be considered in this process.
 

considered in this process. ese changes may be related to corrective or preventive
actions and defect repair.
 
         

and the information collection and distribution system must be considered in this
process.
Chapter 4 - Project Integration Management
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 
e organizational process assets may inuence the process Perform Integrated Change
Control through policies and procedures for project management, change control
procedures, historical information, and lessons learned from previous projects.
TOOLS AND TECHNIQUES
 
e use of expert judgment to carry out the integrated change control can be obtained
from several sources, including



and

 
e change control meetings are held by the change control board, and they are


OUTPUTS
 
e current status of change requests, approved or not, must be documented in the
requested change register.
 
e project management plan and its auxiliary plans should be updated according to
these approved and implemented changes.
 
            
Integrated Change Control should be updated as
Change request log and
Change request analysis.

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