PMP training videos – PMP 6th edition – Develop Project Charter (2019) – Video 1

Hello everyone, so now we are discussing the project integration management, last time we went through the introduction It was a pretty big chapter where we discussed too many things, I would say we started with how to fill the form, how to apply for the exam, how to submit the application, what were the different techniques you can use, some of the tricks and techniques which you should use for your preparation Moving forward we also discuss some of the common inputs, some of the common tools and techniques and finally we also discussed some of the common outputs These were some of the basic things which we would probably discuss in the entire PMP journey, in the entire course those are the things which we would be using a lot, you would hear here from me speaking those things a lot Moving forward then we also discussed about the professional responsibilities chapter, where we discuss about the code of ethics and the five basic chapters, which are included in that Once that was done then we discuss about the forms of power, that some of the leadership’s, the triple constraint triangles, the scope, cost, time, then we also discussed about the types of the power, then the some of the leadership styles, difference between the leadership and management, the talent triangle so all of those were pretty important stuff Now it is all about integration and I would say this is the chapter where real PMP is starting When I say the real PMP, whatever you did last time I am not saying that is not important, that’s pretty important You will get many questions from that as well but this is something where we would start talking about the knowledge areas, we would start talking about different process groups and finally what all processes are involved in the integration So before we start I want to give you a brief agenda about what all things we would cover and then moving forward we would talk in much more detail about it So first we will talk about what this this knowledge area involved, what are the important, like at a very high level, what are the things we would be covering would be discussed in this one Then we would go into these seven processes of integration management like first, we would start with a high level definition of those processes so that it can give you a brief idea about what are those and once we have the a brief idea then we will probably go into some detailed discussions about those processes where would be going into much more details on the inputs then what are the different tools and techniques and finally we would be discussing the outputs as well I would be talking about various other things, I will be talking about what particular process is important, why it is important, how many questions you can assume from this chapter, these are my understanding based upon my feedback, my discussions, there lessons learned with me These are some of the database which I have created after talking to my students, so I would give you a number, that from this particular process, you can expect this X amount of questions But it may or may not be true, but that is what my understanding is, and that I would assume I would be pretty much close by After the detailed discussion will probably go to the study focus, we will do a quick revision of what all things we discuss and finally we will do the closure As always as I discussed last time with you, I would be explaining the entire integration management with certain examples which you can relate with, like buying a car, like buying a house or probably cooking a dish for dinner or I would say something like manufacturing an iPhone I would like to give you these basic examples which you probably do it in your day to day life, something which with which you can relate a lot and the reason why I am giving you this, is all because you might be somebody from construction or you might be somebody who is pretty good in the IT field I want to make sure that I’m giving the general viewpoint about these integrals so that you can relate more Sometimes like planning a wedding So all those things are something which you have closely done some time, and you might

be able to relate more and of course we would talk about the examples like I am from an IT background, I’m a computer science engineer and I’ve been into project management from a long time now, so I would be giving my personal experience and some of the experience with which my students shared it with me I’ve learned a lot from my students, so sometimes I would share their example, sometimes I’ll give you my personal experience examples So here we are, let’s see what are the things we have in this, so as I discussed, first we have these seven processes and we have the five basic process groups So start with first of all a brief overview big picture maintaining the big picture of the project throughout the life of the project, that’s all about integration It’s the only knowledge area, I repeat, it’s the only knowledge area which has processes in all the process group, that’s why we call it as a big picture Then once we move to the next is the all process groups; initiating, planning, executing, controlling, and closing the project Why? Because we have processes from all the process groups Then we have the coordination, so for coordinating every part of the project since it has processes from all the knowledge areas, it coordinates, like integration is something like what does integration means? It means to integrate, to combine, to join different processes, so it’s coordinating every part from time management to risk management, to scope management, to quality management, everything is included in this knowledge area Then the decision maker, we will also talk about the project manager as the decision maker, keeping the project team focused on the project execution as we discussed last time in the introduction Assume that the project manager is somebody who can take the decisions Sometimes you would probably have to reach out to sponsor and you and your customer, but in the real world probably what we do is like what I would, I won’t say this is not fully correct, but you can relate it, with your current scenarios Most of the times as an individual before taking a big decision, you probably talk to superiors, we talk to our management team, for all those decisions But in PMI world think from this perspective, that a project manager can take a decision Okay and if I go back to the code of ethics, if you are not taking a decision this means that you are shying away from your responsibilities So not doing a good thing, so keep that trick in mind, because many questions would be answered correctly if you keep the trick in mind Next we have the iterative fashion project manager, is not a project management, is not a serial progression of processes much happens in parallel and in an iterative fashion integration coordinates and orchestrates order to the project management So as I said, it’s not a serial progression of processes, most of the things in this knowledge area would be done in parallel, like for example, if you are in the initiating, once an initiating is done the next thing what you do is you do the planning, it’s not necessary that you can’t plan for quality at the same time you can actually plan for the scope as well So there could be few instances where you are doing the things in in parallel, so that is why it says, it is not serial progression, it happens much in parallel with each other Some of the key concepts, still we are in the basic structure, I’m just still giving you the high-level overview of what all things what integration means and what all things it would encompass Moving forward of course, we will go into the details about the processes as well, so checking making sure that deliverable due dates are aligned with the project lifecycle and the benefits management plan, so I would say this is like the basic thing when we do the Project Charter, the first official document which will assign a project manager to begin the work on the project Over there it is your job as a project manager to make sure you are aligning to those dates, whatever dates are mentioned whatever dates the customer wants you If possible, you probably go ahead and try to meet those dates of course, there could be some risks, which you might not be able to meet those dates, but as a project manager, it’s your responsibility to make sure that those dates are met Then we will also talk about the delivering aspect, delivering a project, management plan which will help to achieve the project objectives So once the project objectives are defined, once you have defined that ok, this is why

we are doing the project ,these are the lists of benefits, next thing is you will draft all of those information and you will plan, how you will do it? When I talk about the word How, How means basically I am talking about the project management plan which will tell how this project would be managed, what are the things you will be probably covering in in in those pieces, now deliverable is something which is one of the important output from this knowledge area So again whatever is given in the project management plan, how you would be doing it, you would be actually going and doing that work Ok then if you are planning for it, if you are delivering, executing those things, it is your job as a project manager to make sure you are monitoring and controlling it as well Ok, so managing the changes and performance in the project management plan, so it’s your job as a project manager to make sure that you’re managing those changes okay lot of time your stakeholders will ask of a couple of changes like they are confused at what the really important, like this is my personal experience, I have met with customers where they really don’t know what they really want, so in such kind of scenarios what we do? We try to build a prototype, we try to see, okay this is what it will look like and based upon that, when they see, when they get the first look and feel of the deliverable, then they go ahead and you probably make those changes So it’s your job as a project manager to manage those changes, very important I would say change request is one of the most important topic which we would be discussing in this knowledge area Objectives, making sure project meets the project objectives by constantly monitoring the project progress, so again as I told you ,it’s not just about planning, it’s not just about initiating ,it’s not just about delivering, it’s also about the monitoring and the control aspect So you as a project manager, you have to monitor the progress and if there are some issues, if there are some risks, how can you mitigate those risks, if they are negative risk and if there are opportunities, how you can realize those opportunities So you would have to plan for it and similarly you would have to monitor and control for it Okay and sometimes, you probably might have to do some preventive actions, sometimes you might have to do some corrective actions, so you will constantly make sure that those information and those things have been constantly taken care by you Then you will take care of the analysis piece, where collecting and analyzing the project data on the results achieved by the project So whatever you are delivering okay like in a project, you probably deal with a lot of analysts like in IT world, you deal with data analysts and others you deal with business analysts, their real job is actually to analyze that data, whatever data you are getting there, they would be going into data they would be checking what are the results they are getting and how we can improve it These data would help them to take an informed decision, so analysis is an important piece which would be taken care in this knowledge area as well Then finally if things everything is going as per plan and if of course if things are not going as the plan also you have to properly terminate the project or you have to properly close the project So closing is also something which is done in this knowledge area, so you start in this project, start from this knowledge area, you plan in this knowledge area, then you execute also the deliverables, one of the most important milestone is done in this knowledge area and finally you close as well So doing all of the required work on the project and closing the contract, each phase or the entire project So it’s not just about closing the project, it’s also about the different phases, if you have multiple phases on your project, you probably close those phases as well So one of the most important process you will get many questions from this process as well the closing piece I’ll tell you the reason why, last time you guys might not know about it, but in PMBOK 5 there were two processes in closing, one was the closed procurements and the other was the closed project so close project is still there but the closed procurement piece, it’s something which is which is no longer in PMBOK 6, so what PMI did was, whatever things you were doing in closed procurements they actually moved it to the closed project, which is something which we would be doing in this course, and some of the things they moved it to controlled procurements So initially, I used to remember, I used to say there were around seven to eight percent

of questions are coming from just the closing piece and at that time there were two processes, closed project and the close procurement, but now it’s just one process in closing, which is the lowest project So lot of questions,, you will enjoy a lot here you will practice a lot and remember these videos would definitely help you, but ultimately you have to practice a lot and until and unless you’re not implementing the concepts, which aren’t teaching you by solving those questions, it won’t help so remember Of course, watch this video multiple times, pause it, make your notes, which will help you to at the later phase, when you are closer to your exam and because you cannot read entire PMBOK, you cannot watch all the videos, again at that time your main work should be to just go through these notes So stop it, start it, whenever you want but please make notes As discussed earlier, there are seven processes of integration management, we’ll start with the initiating, we have the develop project charter, again very very important There are only two processes in initiating, one is the project charter and the other one is the identify stakeholders, in this stakeholder management, so when we do the stakeholder management knowledge area, we would be discussing about that, but this one the develop project charter, very important We will get a lot of questions from this, we will discuss a lot of questions as well, but I would say of course, one of the important ones Then next we have the develop project management plan, I call the project management plan as the father the father-child relationship If you remember that trick which I discussed with you last time in the introduction So this project management plan is the father and we have lot of child in in this, so this project management plan is a combination of I would say 18 to 19 components, in PMBOK, it is mentioned that it has 18 components but when they have described, it’s actually mentioned 19 as well, so like scope, configuration management plan, scope management plan, quality management plan, risk management plan, requirements and the baselines, scope schedule, it’s a pretty big document And all of these are the child and of course the project management plan is the father Then in the executing section, we have two processes, we have the direct and manage project work and we have the manage project knowledge So direct and manage project work, why it is important, it’s because of the deliverables This is the process where you actually do the work, this is the process where your maximum time is consumed, I would say your maximum cost, resources, and all of those things are consumed in this particular process, very important A significant milestone because your deliverables are being created for the first time Then we have the manage project knowledge, I would say this is actually a new entry in the sixth edition, this is a new process In fifth edition this was not covered but again an important one, many students have discussed with me about that, this is an important, they are seeing good number of questions on this topic So, important but what is this manage project knowledge, basically it’s all about the lessons learned, the lessons learned which you have which you can use from the previous project, the lessons learned which you would be developing in this new project which could be used for the future project So again very important, I would say a process, a new process and of course we will be discussing this in detail as well Then in the monitoring control section, we have the two processes, monitor and control project work and then we have the perform integrated change control So monitoring control project work, it’s about comparison of planned and actual ,what do you planned and what you actually did, like for example, if I would say your plan is to make sure that you complete all the integrations videos today, but let’s say you just completed three videos of integration, so there is a variance . In all, there would be seven to eight videos in this chapter, but you just covered three So again there is a variance of four to three or four to five, so an important one Monitoring control, it’s your job as a project manager to make sure that you are monitoring and controlling it Then we would be moving to perform integrated change control, of course, I am saying that all of these processes are important and why I am saying that, because you will get many

questions and for me importance is all about the number of questions So this one perform integrity change control an important one I would say, this is like the examiner’s , the PMI’s favorite concept, a lot of questions on change requests we’ll be discussing in much more detail A lot of students reach out to me with a lot of questions on this, like what is the concept, what are the steps, how we do it and there are so many conflicting theories on this Some folks say that follow this process, some folks follow this process, and I am not different To be honest I would be following one process and why I follow this, is because I have practiced a lot of questions on this and a lot of my students have given the test and all those they get those questions right ,based upon the theory which I will be teaching you on the performance integrated change control And finally we would be closing the project as well, so not just the project but also the phase So we started with the project Charter which was the first thing you will do on the project, then in the middle you were doing the work, so you first started, then you planned, then finally you executed, where you actually did the work, then it’s your job as a project manager that you’re monitoring and controlling, your team is doing a good job If there are any corrective, preventive actions, all those things were also covered and finally you will close the project or phase as well Next we have a very high-level description about these First process, we have the develop project charter, so officially starting and authorizing the project, so I would say this is the process where officially we have a written document and we call it as a project charter ,where that document gives the authority to the project manager to start the project, to start the work on the project So a very important document which is actually, I would say like a ticket for movie, Right? Until and unless you have that ticket you can’t watch a movie, so that’s the same thing until unless you have the project charter you cannot initiate the project Might be you guys are not following the PMI processes in real world, but if you work for an organization where they are following a good PMO kind of structure, you will definitely talk about project charters, an important one Then next we will talk about the developing of project management plan, creating the initial plan and structure for continued iterative plan development, I would say the topic progressive elaboration, I discussed this briefly in the introduction and we will be also discussing in much more detail about the progressive elaboration So project management plan is basically created from the concept of progressive elaboration and rolling wave planning, same thing We would be discussing that in the time management as well Then the third process is the direct and manage project work, executing work packages to create the deliverable What work packages are I would say, it’s little early for me to explain but I would definitely discuss those work packages, the topic of work packages in the scope management, but for now think that it’s the process where your deliverables are created Then we also discussed about the manage project knowledge, creation of new knowledge and using of existing knowledge, so when I say of existing knowledge, I’m talking about some of your experience from your past projects like for me when I teach a particular class, when my students go and take the exam, I gathered the lessons learned, I gather about how the class was, did they like it or they did not like, it did I help them in their entire preparation, was I able to answer their questions, what were the facilities which I use, and most importantly whatever topics I taught did they got questions in the real exam, and if they got what was there any confusion, what was the difficult point, all of those things I use that existing knowledge which I’ve experienced from teaching my past students, and of course I make amendments, I make changes on the concepts which I teach, so that’s also creation of new knowledge, so I use that all the time like I would say whatever videos you’re watching, this is actually it’s because of my students, to be honest Then we have the monitor and control project work ensuring that the project work deliverables are in line with the project plan, so what we are doing over here, we’re doing the comparison of the project work, of work you have actually done with the work you have planned

Same example, you plan for watching the entire integration knowledge area videos but unfortunately you were able to just put three or four or you were able to probably watch half of scope management also You were ahead of schedule in that case, so an important one, we will be discussing in detail Moving to the next one which is the perform integrated change control, if I have to pick one process out of these seven which will have the most number of questions, I will actually go for this perform integrated change control I’m not saying project, you get a lot of questions from projects charter and of course the close project but this is something very important For me this is the most important process in this knowledge area and not just in this knowledge area but in your entire PMP so very important just this listen carefully when I talk about this one It’s assessing the impact of the changes on the project to then make approval or rejection decision on the changes, so whatever changes change requests you’ll probably take a processor you would have a process in your organization which you will follow to either reject the change or approve the change, do the impact analysis, we’ll discuss this in detail Then close project or phase, properly terminating a project or phase, creating, updating, and archiving project or phase, documentation including the contracts and ops So this including the contracts initially this contract part was the part of the procurement management, the closed procurement, but now this is part of the closed project, very important And of course we’ll be discussing in detail Okay so let’s first start with the develop project charter process and this is your first process, on the left hand side this image which you are seeing is a sample project charter if you go on Google I see it’s not clearly visible for me one so it’s not clearly visible, but just type in on Google sample templates project charter, you’ll get plenty and to be honest by the time when you are watching the videos you might get some templates, you would be able to download some templates from our website as well Or it’s already there you never know right, so I am the team is working on developing these kind of templates and so that you can relate, you can see when you are studying when you are watching this video, you can see what are the different contents of the project Charter, if you want to use it in your real world in your organization you will definitely use those as well So of course a good process developing the project charter an important one, I would say if round 10% of questions are coming from the initiating so 10% is around 20 questions and as we know there are two processes in the initiating So one is the develop project charter and the other one is the identify stakeholders, so it’s around I would say ten- ten questions each if I’m dividing there equally 10-10 questions I’m talking about somewhere closer to ten questions I may be wrong, this is my understanding PMI has never given any number like this This is something which I have gained from my past experience So what is this for a process, officially starting and authorizing the project, as stated previously, officially starting this is my movie ticket, this will give you the authority to go in and start working on this project So let us actually start a like a real-life example which I was talking about like for example, let’s talk about buying a new car I have been planning to buy a new car from a long time now so this is like a new project for me, so for me buying a new car is a project So each and everything whatever you do is it’s a project, sometime it’s a small project or some time it’s a big project, but something which has a definite end Yes before the end of this year I’m definitely planning to buy a new car and for me that’s a project So by giving that example developing the project charter would be the first document which will say that Varun, you are the project manager on this project go ahead and buy it, go ahead and start your research, start doing the work and of course get the deliverable which is get the car So this is a part of initiation process group, it’s developing a project charter is an initiating process that creates the project charter, so our final output from this process would be the project charter Which is, the project charter officially starts the project, so again movie ticket, here you

go and watch the movie So official document which says the word this is your time, so that’s your developing project charter So let’s see what are things we have, so first we have the need, project is triggered by a need, it would be maybe driven by a contract or to meet the business objectives So why do I need a new car, why do you need a new car or why are you doing this PMP, there is always a need behind it right? That need could be like this PMP is pretty popular and I want to grow in my career, I want to I am bored from my previous car so that for me that’s a need There is always a reason for doing something, Right? So this is the document which will talk about that reason that why I am doing this project, what is the success criteria, what are the different success criteria for this project, how it will meet the organization objectives, what are my project objectives So all of those things are at a pretty high level but basically why I am doing the project that’s what a project Charter is It will talk about the priorities, so project is selected from many proposed projects based on financial and business priorities so if you remember last time we discussed about the selecting a project how we can select, based upon the some of the financial numbers like the cost-benefit ratio, the internal rate of return, the net present value all those things, the payback period All those were important concepts I talked about two three questions from those, so all those things For example , if you work for a big company you can you can do multiple projects at the same time but just to assume you’re a small company you only have the bandwidth to do let’s say three projects in an year You want to do the best three projects which are financially good, which helps your organization to grow, or those three projects which are meeting your strategic, things whatever the organization’s has thought about So again it’s first it’s all about need, then based upon the different project, based upon the priorities, you select that project And finally it’s all about empowerment, so it’s all about the Charter, authorizes and names the PM So this is the document where you your name is mentioned which states that that you Mr or miss ABC you would be working as a project manager on this project, I am giving you the authority to move forward So let’s first talk about the basic input tools techniques and outputs and just don’t forget go on the website, under the resources section you can download your free ITTO sheet as well So all of these things whatever is seeing on the screen, if you want a cheat sheet, that’s your document, download the free ITTO sheet downloaded it, use it I remember, I used to tell my students that take out as many copies as possible of those sheet, stick it somewhere, stick it in your bedroom like say stick it in your toilet, don’t laugh about it But I used to tell people that if you are doing PMP just make sure you are concentrating on the PMP, study for two months timeframe and just do it and get it done with You need to have that passion of doing the PMP, and ITTO’s are one of the most important one which will help you to achieve that passion When I was studying for PMP, it’s been years now I remember I used to have this ITTO’s sheet one in my bedroom, one in my toilet, one in my office, I had many, I think one was in my car as well So I’m sure you guys would be telling that I’m a nerd, no, it’s nothing like that Consider me some somebody like you .My instructor told me at that time that Varun, you need to focus on these ITTO’s and I’m doing the same thing But when I say focus on these ITTO’s, I don’t want you to memorize each and everything, I don’t want you to learn what are the inputs, what are the tools or what are the outputs, No. that’s not what I’m saying, what I’m telling you is ask this question to yourself that okay, when I’m saying this is the business document, why business document is the input to this process, why this expert judgment is a tool to this process, why we get this output assumption log as the output

When you start understanding these topics trust me your PMP journey would become very very easy So my job, my role would be to make sure that you understand these topics, ask me any questions Please guys I never hesitate, you have my personal email address, if you don’t have okay I’m giving you again it’s [email protected], I repeat it’s my first name [email protected], send me an email and trust me I reply to each and every email I make sure that each and every email is replied, I try to do that in 24 hours and most of the time I am successful if I am not on a vacation or something, but I do that Okay so ask me questions, go on go on our website go on the blog section post a question I or somebody from my team would definitely reply There’s no harm in asking and if you ask and if I’m pretty sure you would, and no question is small or big or stupid or dumb, no I won’t judge you Ask me anything I will make sure that your question gets answered, you have my email address if somebody’s not replying to you I’m there to help you in short Okay so let’s talk about it, so first we will talk about the business documents, the business case and the benefits management plan if you remember I discussed briefly about those two documents in the introduction section I will talk again just to do a quick revision Then agreements, we deal with contractors all the time that why agreement is an important ingredient Then we would be discussing our common inputs the EEF and the OPA’s which we will discuss in the introduction section Expert judgment is another common tool and okay I will not say the important one but a good one Then we have the data gathering we have we’ll talk about brainstorming, focus group, interviews, I’ll give you a brief idea about all of these things And then interpersonal skills we have the conflict management, the facilitation and the meeting management Finally, meetings, what is the difference between meeting management and meetings I will talk about that and we will get two outputs; the project charter and the assumption log Okay so let’s first talk about the Inputs, so basically we have four inputs here; first we have the business documents and the business document is further divided into the business case and the benefits management plan So you will notice one thing in your in your PMBOK is that they have mentioned in most of these documents, it said this is not limited to this So please PMI has given whatever they think is important, but it is not just limited to that It could be anything else also, so if you are thinking if you are doing some study or a research and you say that Varun, why is cost management plan is not an input here, why it is not mentioned Just think that PMI is playing on a safer said that it can be Of course, you can ask the question I will try to see if it makes sense or not So the business document, we have the business case and then we have the benefits management plan So business case as discussed earlier, this is the document which is used for decision making on whether the project result will meet the required investment or not So let’s say, I’m buying a car and my basic purpose is for business, ok let’s say I invest some twenty thirty thousand dollars and let’s say my goal is to make let’s say ten trips and try to get more and more money Again, I have to do that analysis; I need to understand that is this investment really worth I need to discuss those numbers in my mind, the internal rate of return, the payback period, and the benefit cost ratio All those numbers, which we discussed previously I have to analyze that, and business case is one such document which will tell me whether it is really worth doing this project, if it is not then of course I’m not doing it, but if it is then what is it Okay this will help to make sure whether the project is strategically aligned to the business objectives of the organization or not Every year our organization some of comes up with some goals, whether those goals are

good or not Let’s start talking about the inputs, basically we have four inputs over here: the business document, the agreements, the EEF and OPA’s I would say out of these four, business document is something which is very important, which is something which we already discussed in introduction chapter But again very important Then on the agreement side, we also have the agreements EEF and OPA are the common ones, I would say read and understand it, what all things it involves but do not take too much pain on these So some of the common inputs and some of the common tools and outputs you have to study I’m not saying you can ignore it, but again just the important ones, if you ask me personally is the business documents and agreements, those are more important So on the business document we have the business case and we also have the benefits management plan So business, it’s all about why I am doing this project? Why I am buying this car? Okay so if I have a thought process behind that, I want to use it for work, I want to use this car Is it really worth taking the car thirty thousand dollar car, can I am not take a ten thousand dollar car or can I not take a secondhand let us say a five thousand car You have to all these ask these questions to yourself and say is it really worth doing this project So business case is one such document which will help you to understand that why I am doing this project So let’s see, it is used for decision making what I was talking about on whether the project result will meet the required investment or not Is it really worth doing this, that’s the real question Ask this to yourself and you will know that if this is the right thing to do it is not the right thing to do For example you have already taken the decision to take the PMP exam, I’m assuming that’s why you are watching the video So again, that is your business case, why I am doing this project Okay of course I want to grow in my career, I want to get a promotion at my work or I want to learn something So these are the reasons and this is like market is trending, so one of the good reasons for that So this helps to make sure whether the project is strategically aligned to the business objectives of the organization or not So every year what we do is as an organization, we define some strategic goals, we say that okay for us customer experience is a topmost priority, this has been our motto right from day one That is what we have always aimed for So that’s one of the strategic objectives we meet, so whatever project we do, we make sure that our end goal of meeting the customer satisfaction is met Therefore, for us that is a business case Then on the second hand we have the benefits management plan, another business document; which will describe how and when the benefits of the project will be delivered So this is something which is all about the benefits, how to measure those benefits? What will be the timeframe of those benefits? How can I realize those benefits? So it’s an important one and also it talks about the benefits, the owner; who is the actual owner of those benefits? Something like, what is the matrix behind this benefits, what is it measured against? All those are the are some of the important information which is part of this benefits management plan On the other hand the business case, it was all about the organization’s strategic objectives which will help us to take a decision whether this project is successful or not and the go no-go decision, should I do this project that’s also part of business case Benefits management plan , I would say it uses the business case and then it is formed So both very important ones, ask this question why do I need these documents for the project charter? If I am saying that project charter is your first document which is very important on the project, which will actually give you the authority You need to know that, Right? Why I’m doing this project? Until and unless you know that why I’m doing this project, just stop watching this video, if you don’t know why you want to do the PMP That’s why you’re watching the video, because you have a goal in your mind, that these are the five reasons, these are the 10 reasons which helps me to make sure which helps me to understand that this is the reason I want to give PMP, and if you know that, that’s

your business document Then we will talk about the Agreements, Agreements are in the form of contracts, MOU’s, SLA’s letter agreements, letter of intent verbal agreement, emails I would say ethically agreement is something, which is formal written document, but of course, a verbal agreement could also be part of agreement as well In addition, if you go on a networking event like lots of time I attend the PMI, the local chapters, these meetups and stuff Most of the time I discuss with them, I give them sometimes verbal agreement that yes, I will do this class for you, I teach this class or I will discuss this topic for you For me it’s a verbal agreement, there is not a written document in the beginning, but I do that So again if I’m starting a new project we need some kind of agreement, if I have to give you a written official document which will say that okay Mr., Miss ABC you want to start this project, this is where your document is, we need to have agreement in place So you know why agreement is very important, we deal with buyers, sellers, vendors all the time And it’s not verbal agreement, its form or something written, so you need it Then we’ll talk about EEF ,OPA’s so these two are actually I would say a common input ,like most of the processes so if you have the ITTO’s sheet with you, just flip it over, you will see that these are the two inputs which you will see almost and I would say 90% of your processes 49 processes Why? It’s important, it’s very common like EEF, something which is not in control of a project team, it could be internal, it could be external Something like what is the organization culture, I remember many years back I used to work for a company where I used to go in the afternoon, my company was more worried about getting the work done, so their main goal was to get the work done, they don’t care so Remember I also work for a company where I have to report for at 9 o clock sharp, so again it’s an organization culture, I’ve been to both of the companies and like both the companies it just depends So if you take those examples, the infrastructure, the marketplace how the things are, all of these are actually examples of EEF Then on the OPA, I said that’s more like your plans, your processes, your policies, your procedures, which are very specific to that organization That is why the name is Organization Process Assets So again, some your lessons learned, all those lessons are actually saved to some kind of repository, some kind of knowledge base Those are actually examples of OPA So again two common inputs, you will see these inputs a lot, I would say out of the seven processes which we have in integration, you will see I think in and I think in almost all seven or most probably in six at least Next is your project triggers, like it’s actually a part of your business case on why you need or why you are starting this project And of course, there are many reasons and I think in which bracket you lie Why you’re doing PMP or I’ll ask my question why I am buying this new car, why I want to buy this new car Is it a market demand? No, I do not think so No for me it’s not a market demand that I want to buy this car, but of course it’s pretty popular in the market, everybody is buying so I think I’m buying it for that That not the real reason, but of course it could be one of the reason Or I would say PMP, is actually a good example that its PMP is pretty in, many people are doing PMP and they really like it, they are actually growing in the organization or they’re moving out and moving to the next company and this is something which is respectable certification So it’s a market demand that’s what people are doing it It’s an organization need, Yes I remember I taught a class for a company A, and I don’t want to name that, I taught a class for a company A, and one of the reasons I got that contract was that it was mandatory for them to be a PMP in order to get promoted

That was the organizational need , I met him in one of the PMI events and he was pretty impressed by the way I was actually talking about it, I was one of the panelists there, so I’ve talked about it and he came to me and asked me some relevant questions and invited me to take the course for them So he told me that a lot of people, and basically for them if they had to work on some government contracts and government made it mandatory for them to be PMP That was an example of organization need Customer request, why I am teaching this course, it is because the customer wants it You guys are listening to it, you guys like it, and I am assuming it that you guys like it till now, I’m pretty sure that I try to make it interesting, it might be boring this topic but I try to give you examples and make sure that this is an interesting topic for you So customer it’s a customer request The example the PMP example which I gave you, the same example, the person asked me, the training had asked me to deliver It was a customer request, I went there and I found it good, I met some good people I made some good connections, so that was a good one for me Then technological advance, you are on Internet Explorer 8, 9, 10 If there is a technological advance you want to move from one technology to other and all the time if you have to grow in this organization or if you have to grow in this industry, technology keeps on changing and if you don’t change then…No comments Sometimes it is a legal requirement, yes, there was a legal requirement, and those folks were bidding for the government contracts A legal requirement that they can only work on this project if they are PMP certified Sometimes there is an ecological impacts, not taking PMP has nothing to do with this but sometimes there are ecological impact Sometimes there is a social need for doing this so all of these are project triggers on why you need particular project Okay so next is about the tools and techniques, so basically in in this particular slide, we would be discussing the tools and why tools are important? I would say because, they’ll give you a scenario They’ll say you are a project manager for ABC Company and this is what is happening, your two team members are doing something like this, what will you do in this type of scenario? Or what will be your first step? Or what will be your next step? All of these questions will get lot of the scenario type questions in the real exam, and they will ask you which tool is important? Alternatively, which tool would be the best in this scenario? Alternatively, which tool the project manager has actually used in this scenario? Therefore, very important If I have to pick between input tools and output, I would definitely go for tools, you will get many situational questions, when you go to the website and you practice some of the practice questions, I’ve given a lot of questions Just make sure that you are doing the questions on the simulator as well Remember guys watching videos, understanding, developing concepts is one thing, but until and unless you solve the questions, it won’t help you So you have to make sure whatever you are grasping, whatever you are getting, you are able to implement those things in the questions, by solving the questions For example you told me that I got everything but if you’re still scoring 40’s, in 50s in the practice test that, is it really helping you? I don’t know, of course might be there’s something missing, might be I’m not teaching good or it might be you are not understanding the concept, it could be any reason You need to understand, you need to practice, you need to know the reason why you’re not getting it So again make sure go to the website, just practice a lot of questions and I’m not just trying to market my product but just practice, practice from any source Of course authentic good source, try to do more and more questions So first we have the expert judgment, something which we have already discussed in the introduction module, a common tool, expert judgment I would say , when you create a project charter , sometimes you need an help of an expert for example if you go to our Facebook group or LinkedIn

group On that a lot of people tag me on those questions and they asked me what on your EJ please, so EJ is the expert judgment, can we get your EJ So here Varun as an expert who is doing well in project management and who is trying to give answers to those questions Of course I may be wrong sometimes, but I am I am being used as an expert judgment tool So similarly you are somebody who has tons of experience in a particular domain and if I need some help with, I will probably reach out to you for those One of my friend, he’s pretty good in software development and if I need some kind of software, I definitely go and look up to him For me, he is an expert judgment So in order to make the project charter, you need expert judgment A common one you will see just refer to your ITTO sheet, you will see this tool a lot Then on the data gathering side we have the brainstorming, first we’ll start with brainstorming then focus groups and interviews Brainstorming is a facilitator conducts a brainstorming section where group of stakeholders brainstorm about data solution and ideas What is brainstorming? If you ask me I would say what I normally do is, okay I will walk around and I say okay team let’s go to the conference room let’s talk about it, let’s just brainstorm some ideas That’s what we’re talking about, okay what next feature we should get on the simulator, what is something which could help the end user So all those are actually brainstorming session, which will help you to understand what you really want and most of the time this is something which will be used in the requirements gathering session a lot We do lot of brainstorming sessions in that, but when you’re developing the project charter, you do brainstorming, you ask, okay what are the high level requirements, what would be the high level timeline, do I want within six months, do I want within one year These are brainstorming sessions Then next we have the focus group, so we’ll be discussing this in detail in the scope management but what is the focus group, it’s more focused than a brainstorming session, it’s more structured I would say Of course we have a moderator who is leading the session, who was focused on a particular domain ,for example if I need requirements related to search engine optimization, I probably discuss about only searching and so that I’m pretty focused about that That’s focus group Then interviews, we meet a lot of folks We talk to people we try to get their feedback, so again in order to develop project charter we do these data gathering techniques Which is brainstorming, focus group and interviews On the other side, we also need the interpersonal and the team skills, you need to have good interpersonal team skills, if you want to become if you want to be successful in project management then you need to have good interpersonal skills That’s what I strongly feel One of the important one is the conflict management which we will be discussing a much more detail in the resource management, where we have lot of conflicts between the resources, if there is a conflict how we should resolve it, what is the best technique to resolve those conflict All those things would be discussing in the source management Then we would have some kind of facilitation, like as the name suggests a facilitator is conducting a group event where the primary purpose is to reach an agreement/solution Facilitator make sure that everybody contributes in this process, so I would say this facilitation is more like a kind of a workshop, like a facilitated workshop, where lot of people, lot of team members from different teams are coming to in one room, we have a moderator who is actually leading the session, who is making sure that everybody is contributing, everybody is giving their ideas and if there is inter-relationship between two different teams, how we can tackle those, how we would deliver from one team to another All those we talked about it So in order to create a project charter we do facilitation all the time, in scope management facilitation I don’t know if you know something about JAD session, it’s joint application development So if you are into business analysis or business analyst you might know this term JAD session where there is a moderator who is leading the session, we have a recorder ,we have a scribe, they are talking about a particular topic and they write down the notes and they come up with some kind of requirements So in order to create a project charter, you need to understand some of the high-level

requirements, you need to know all of those important pieces and for that JAD session is an important one Then we have the meeting management, again we will talk about this in much more detail in communication management knowledge area, but what are the good things about the meeting, how we can have an effective meeting? You should always publish the agenda before the meeting, you should have some kind of ground rules in that meetings, if somebody is trying to divert the topic then as a project manager you need to make sure that stakeholders stick to the current topic, so that that’s meeting management and that’s one of the interpersonal skills You need all those things If you are doing one of the most important things of your project, which is to officially start the project, which is something, which is like develop the Charter, you need these information Finally, all of those things would come under the meetings, another common tool which we discussed in the introduction section Why do we meet? We do meetings for taking a decision, to do a voting, to brainstorm on some ideas, to try to think about some corrective action or preventive action, so we meet all the time I would say most of my time is actually spent in in meetings, what I do you, if you see my calendar if I show you my calendar you can see it’s all about meetings So we meet, we discuss how we can do it, what is the best way of doing it and just move forward with it Okay so we discussed the inputs, we discussed the tools The process was develop project charter, what we were creating? Our main focus was actually on the project charter itself, so this process started with couple of inputs the agreements, the business case, the benefits management plan and finally we are here with the project charter An official document which gives you the opportunity as the project manager to start working on the project Remember some of the key words on this project charter process is that it’s very high level, all the information like it will have high level requirements, high levels scope, high level schedule, high level budget all that information would be high level On the other hand we would also have the assumption log; so assumption log is something which I assumed to be true like things for example I’m assuming that my friend who is helping me to buy that car, who would actually tell me what are the good things I am assuming that he would help me, but what if he does not It is a risk on your project, so assumption log is also created once your project Charter is created Let us do a quick revision, and we would be done with the first and one of the most important process of the Integration Management Knowledge Area Focus your effort on understanding the primary output: the project Charter Therefore, whatever I discussed, whatever we did it is for the project charter So you need to understand project charter, something which is done by the sponsor who makes sure that you start working on the project Then know that the project charter is signed by the senior management and authorize the project manager by name to direct the project, so if I am the sponsor I am telling you that okay Mr. A or Miss B you are the one who would be managing this project Know that the project charter includes the reason for the project, high level project requirements, high level milestones schedule, each and everything would be high level in this And finally it documents the high level information on the project so each and every information is high level