PMP: 3. 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.
Iterative and agile approaches promote the engagement of team members as local domain experts in integration management. The team members determine how plans and components should integrate. team. The project manager’s focus is on building a collaborative decision-making environment and ensuring the team has the ability to respond to changes.
Develop Project Charter (Initiating Process Group)
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.

Key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project.
-  This process is performed once or at predefined points in the project.
-  Project charter may still be used to establish internal agreements within an organization to ensure proper delivery under the contract.
-  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 can be developed by the sponsor or the project manager in collaboration with the initiating entity.
-  Project charter provides the project manager with the authority to plan, execute, and control the project.
-  Projects are initiated by an entity external to the project such as a sponsor, program, or project management office (PMO)
-  Project are initiated due to internal business needs or external influences.
-  Project charter is not considered to be a contract.

Develop Project Charter Inputs:
1- Business Documents (Business Case & benefits management plan)
-  Business Case is most commonly used to create the project charter.
-  Business need and the cost benefit analysis are contained in the business case to justify and establish boundaries for the project.
-  Business case is created as a result of (Market demand, Organizational need, Customer request, Technological advance, legal requirement, Ecological impacts and Social need).
-  The project manager does not update or modify the business documents since they are not project documents; however, the project manager may make recommendations.

2- Agreements
-  It may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, 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.

3- Enterprise Environmental Factors

4- Organizational Process Assets

Develop Project Charter Tools and Techniques:
1- Expert Judgment
-  Provided by any group or person with specialized education, knowledge, skill, experience, or training.
-  Expertise can be from (Organizational strategy, Benefits management, Technical knowledge of the industry, Duration and budget estimation, Risk identification)

2- Data Gathering
-  Brainstorming: technique is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. Brainstorming comprises two parts: idea generation and analysis. Brainstorming can be used to gather data and solutions or ideas from stakeholders, subject matter experts (SME), and team members when developing the project charter.
-  Focus Groups: bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview. A trained moderator guides through an interactive discussion.
-  Interviews: used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them.

3- Interpersonal and Team Skills
-  Conflict Management: Conflict management can be used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter.
-  Facilitation: ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward.
-  Meeting Management: includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions.

4- Meetings
-  Meetings are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, summary milestones, and other summary information

Develop Project Charter Outputs:

1- Project Charter
-  It documents high-level information on the project/product or result the projects intended to satisfy such
-  Project purpose
-  Milestone schedule
-  Project exit criteria
-  Objectives and success criteria
-  Preapproved financial resources
-  Assigned project manager, responsibility and authority
-  High-level requirements
-  Key stakeholders list
-  Name of sponsor or persons authorizing project charter
-  Overall project risk
-  Project Approval requirements

2- Assumption Log
-  High level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter.
-  Lower-level activity and task assumptions are generated throughout the project such as defining technical specifications, estimates, the schedule, risks, etc.
-  The assumption log is used to record all assumptions and constraints throughout the project life cycle.

Develop Project Management Plan (Planning Process Group)
Develop Project Management Plan is the process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
Key benefit of this process is the production of a comprehensive document that defines the basis of all project work and how the work will be performed
-  This process is performed once or at predefined points in the project.
-  Project management plan may be either summary level or detailed
-  Project management plan should be baselined (Scope, time and cost). so that the project execution can be measured and compared to those references and performance can be managed
-  Project management plan may be updated as many times as necessary. No formal process is required at that time. But, once it is baselined, it may only be changed through the Perform Integrated Change Control process

Develop Project Management Plan Inputs:
1- Project Charter
-  Project team uses the project charter as a starting point for initial project planning
-  Project charter should define the high-level information that will be elaborated.
2- Outputs from other processes
-  Subsidiary plans and baselines that are an output from other planning processes are inputs to this process
-  Changes to these documents may necessitate updates to the project management plan
3- Enterprise Environmental Factors
4- Organizational Process Assets

Develop Project Management Plan Tools & Techniques:
1- Expert Judgment
-  individuals or groups with specialized knowledge of or training such as (Tailoring, develop additional components, determine resources and skill level, define Configuration Management, prioritize work on the project and ensure resources are appropriately allocated)

2- Data Gathering
-  Brain Storming: Attendees include the project team members although other subject matter experts (SMEs) or stakeholders may also participate
-  Checklists: May guide the project manager to develop the plan or may help to verify that all the required information is included in the project management plan
-  Focus Groups: bring together stakeholders to discuss the project management approach and the integration of the different components of the project management plan
-  Interviews: Interviews are used to obtain specific information from stakeholders to develop the project management plan or any component plan or project document

3- Interpersonal and Team Skills
-  Conflict Management
-  Facilitation
-  Meeting Management

4- Meetings
-  Meetings are used to discuss the project approach, determine how work will be executed to accomplish the project objectives, and establish the way the project will be monitored and controlled
-  kick-off meeting is usually associated with the end of planning and the start of executing. Its purpose is to communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholder
-  For small projects, there is usually only one team that performs the planning and the execution. In this case, the kick-off occurs shortly after initiation, in the Planning Process Group, because the team is involved in planning
-  For large projects, a project management team normally does the majority of the planning, and the remainder of the project team is brought on when the initial planning is complete, at the start of the development/implementation. In this instance, the kick-off meeting takes place with processes in the Executing Process Group
-  Multiphase projects will typically include a kick-off meeting at the beginning of each phase
.
Develop Project Management Plan Outputs:

1- Project Management Plan Which includes
Subsidiary management plans: (Scope Management plan, Requirements management plan, Schedule management plan, Cost management plan, Quality management plan, Resource management plan, Communications management plan, Risk management plan, Procurement management plan, Stakeholder engagement plan.)

Baselines
-  Scope Baseline: approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison
-  Schedule Baseline: The approved version of the schedule model that is used as a basis for comparison to the actual results.
-  Cost Baseline: The approved version of the time-phased project budget that is used as a basis for comparison to the actual results.
Additional components
-  Change management plan: Describes how the change requests throughout the project will be formally authorized and incorporated.
-  Configuration management plan: Describes how the information about the items of the project (and which items) will be recorded and updated so that the product, service, or result of the project remains consistent and/or operative.
-  Performance measurement baseline: An integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance.
-  Project life cycle: Describes the series of phases that a project passes through from its initiation to its closure.
-  Development approach: Describes the product, service, or result development approach, such as predictive, iterative, agile, or a hybrid model.
-  Management reviews: Identifies the points in the project when the project manager and relevant stakeholders will review the project progress to determine if performance is as expected, or if preventive or corrective actions are necessary.

Project management plan is one of the primary documents used to manage the project, other project documents are also used. These other documents are not part of the project management plan; however, they are necessary to manage the project effectively

Direct and Manage Project Work (Executing Process Group)
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
Key benefit of this process is that it provides overall management of the project work and deliverables, thus improving the probability of project success
-  This process is performed throughout the project
-  Direct and Manage Project Work involves executing the planned project activities to complete project deliverables and accomplish established objectives and allocate available resources.
-  Project Manager and project team directs the performance of planned activities
-  Direct and Manage Project Work also requires review of the impact of all project changes and the implementation of approved changes: corrective action, preventive action, and/or defect repair.
-  Work Performance data is collected and communicated to the applicable process for analysis

Direct and Manage Project Work Inputs:

1- Project Management Plan

2- Project Documents
-  Change Log: Contains the status of all change requests.
-  Lessons learned register: Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so the team’s actions are aligned.
-  Milestone list: Shows the scheduled dates for specific milestones
-  Project communications: Include performance reports, deliverable status
-  Project schedule: Includes at least the list of work activities, their durations, resources, and planned start and finish dates.
-  Requirements traceability matrix: Links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.
-  Risk register: Provides information on threats and opportunities that may impact project execution.
-  Risk report: provides information on sources of overall project risk along with summary information on identified individual project risks.

3- Approved Changed Requests
-  Approved change requests are an output of the Perform Integrated Change Control process
-  Include requests reviewed and approved for implementation by the project manager or by the change control board (CCB).
-  The approved change request may be a corrective action, a preventive 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 formally controlled project management plan components or project documents.

4- Enterprise Environmental Factors

5- Organizational Process Assets

Direct and Manage Project Work Tools and Techniques:

1- Expert Judgment

2- Project Management Information System (PMIS)
-  PMIS provides access to information technology (IT) software tools, such as scheduling software, work authorization systems, configuration management systems, information collection and distribution systems.
-  Automated gathering and reporting on key performance indicators (KPI) can be part of this system.

3- Meetings
-  Type of meetings (Kick-off, technical, sprint, iteration planning, Scrum daily standups, steering group, problem solving, progress update and retrospective meetings)

Direct and Manage Project Work 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 the outcomes of the project and can include components of the project management plan
-  Change control should be applied once the first version of a deliverable has been completed
-  The control of multiple deliverable versions is supported by configuration management tools.

2- Work Performance Data
-  Data are often viewed as the lowest level of detail from which information is derived by other processes.
-  Example of Work Performance Data is (KPI, actual start and finish dates, deliverable status, technical performance, story points completed)

3- Issue Log
-  Project document where all the issues are recorded and tracked. Data on issues may include
-  Issue log is created for the first time as an output of this process
-  Issue log is updated as a result of the monitoring and control activities throughout the project’s life cycle.

4- Change Requests
-  Any project stakeholder may request a change
-  Change requests can be initiated from inside or outside the project and they can be optional or legally/contractually mandated
-  Change Requests can be (Corrective, Preventive, Defect repair (modify nonconforming product), Updates)

5- Project Management Plans Updates

6- Project Document Updates
-  Activity list, Assumption log, Lessons learned register, Requirements documentation, Risk register, Stakeholder register

7- Organizational Process Assets Updates

Mange Project Knowledge (Executing Process Group)
Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning

Key benefits of this process are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases
-  This process is performed throughout the project
-  Knowledge can be explicit or tacit
-  Explicit knowledge can be readily codified using words, pictures, and numbers.
-  Tacit knowledge is personal and difficult to express, like beliefs, insights, experience, and “know-how”
-  Managing knowledge is not just documenting it or to obtain lessons learned only for future projects
-  Explicit knowledge can be easily shared, however tacit knowledge has context build so it’s hard to codify and normally shared through conversations and interactions between people.

Manage Project Knowledge Inputs:
1- Project Management Plan
2- Project Documents
-  Documents includes (lessons learned register, project team assignments, resource breakdown structure and stakeholder register)
-  Project team assignments provide information on the type of competencies and experience available in the project and the knowledge that may be missing
3- Deliverables
4- Enterprise Environmental Factors
5- Organizational Process Assets

Manage Project Knowledge Tools & Techniques:
1- Expert Judgment
2- Knowledge Management
-  Knowledge Management tools can be applied face-to-face or virtually, or both. However Face-to-face interaction is usually the most effective way to build the trusting relationships.

3- Information Management
-  Information management tools and techniques are used to create and connect people to information. Such as (PMIS, Lessons learned register)
-  Tools and techniques that connect people to information can be enhanced by adding an element of interaction
-  Communities of practice (called communities of interest) & SME’s may generate insights that lead to improved control processes

4- Interpersonal and Team Skills
-  Active listening: Helps reduce misunderstandings and improves communication and knowledge sharing
-  Facilitation: Facilitation helps effectively guide a group to a successful decision or solution.
-  Leadership: Communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives.
-  Networking: allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge
-  Political awareness: helps the project manager to plan communications based on the project environment as well as the organization’s political environment

Manage Project Knowledge Outputs:
1- Lessons learned register
-  Lessons learned register may include category, description, impact, recommendations, proposed solutions, challenges, problems, realized risks and opportunities.
-  lessons learned register is created as an output of this process early in the project.
-  At the end of a project or phase, the information is transferred to an organizational process asset called lessons learned repository.
-  Lessons learned should document both reasons of failure and reasons of success.
2- Project Management Plan Updated
3- Organizational Process Assets Updates

Monitor and Control Project Work (Monitor & Control Process Group)
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan.
Key benefits of this process are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts
-  This process is performed throughout the project
-  monitoring gives the project management team insight into the health of the project and identifies any areas that may require special attention
-  Control includes corrective & preventive actions or replanning and following up on actions to determine if the issue has been resolved.
-  This process includes (comparing actual performance with planned, check status of individual risks, provide forecast to update current cost and schedule information, monitor implantation of approved changes and provide reporting on the project).

Monitor and Control Project Work Inputs:
1- Project Management Plan
2- Project Documents
(Assumption log, Basis of estimates, cost forecasts, issue log, lessons learned register, milestone list, quality reports, risk register, risk report and schedule forecast)
3- Work Performance Information
Work performance data is gathered through work execution and passed to the controlling processes. To become work performance information, the work performance data are compared with the project management plan components and project documents. This comparison indicates how the project is performing.
4- Agreements
-  Procurement agreement includes terms and conditions, and may incorporate other items that the buyer specifies regarding what the seller is to perform or provide. Project manager needs to oversee contractor’s work to make sure all agreements are met
5- Enterprise Environmental Factors
6- Organizational Process Assets

Monitor and Control Project Work Tools and Techniques:
1- Expert Judgment
-  Earned Value analysis, techniques to estimate durations and costs, trend analysis, risk management, contract management, technical knowledge on industry focus area.

2- Data Analysis
-  Alternative analysis: Used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs.
-  Cost-benefit analysis: Helps to determine the best corrective action in terms of cost in case of project deviations.
-  Earned value analysis: Provides an integrated perspective on scope schedule, and cost performance.
-  Root cause analysis: Focuses on identifying the main reasons of a problem
-  Trend analysis: Used to forecast future performance based on past results. looks ahead in the project for expected slippages and warns the project manager ahead of time. This information is made available early enough in the project timeline. The results of trend analysis can be used to recommend preventive actions if necessary.
-  Variance analysis: reviews the differences (or variance) between planned and actual performance, such as (cost estimates, resources utilization, resources rates, technical performance). Variance analysis may be conducted in each Knowledge Area. This allows for the appropriate preventive or corrective actions to be initiated

3- Decision Making
-  Voting: making decisions based on unanimity, majority, or plurality.

4- Meetings
-  Meetings may be face-to-face, virtual, formal, or informal. Example groups and review meetings

Monitor and Control Project Work Outputs:
1- Work Performance Reports
-  Work performance reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness.
-  They are circulated to the project stakeholders through the communication processes as defined in the project communications management plan
-  Examples of reports (status reports and progress reports)
2- Change Requests
3- Project Management Plan Updates
-  Cost forecast, Issue log, Lessons learned register, Risk register and Schedule forecasts.

Perform Integrated Change Control (Monitor & Control Process Group)
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests
Key Benefit it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk
-  This process is performed throughout the project.
-  The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate responsibility of the project manager
-  Changes may be requested by any stakeholder involved with the project and may occur at any time throughout the project life cycle
-  Before the baselines are established, changes are not required to be formally changed
-  Every Change request should be either approved, deferred or rejected.
-  change control board (CCB): formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project
-  Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.
-  The steps when applying for change request are (Analyze the impact on all constraints, apply change request to CCB. If approved you should update the change log, change management plan, any subsidiary plans (time, cost, scope baselines) and lastly update the project management plan. If the request was rejected it’s important to update the change log.

Perform Integrated Change Control Inputs:
1- Project Management Plan
-  Change management plan: Describes how the change request will be formally authorized and roles and responsibilities for CCB
-  Configuration management plan: Describes how the information about the items of the project will be recorded and updated. So the product/service remains consistent or operative.
-  Scope baseline: provides the project and product definition
-  Schedule baseline: used to assess the impact of the changes in the project schedule.
-  Cost baseline: used to assess the impact of the changes to the project cost

2- Project Documents
-  Basis of estimates: how the duration, cost, and resources estimates were derived and can be used to calculate the impact of the change in time, budget, and resources.
-  Requirements traceability matrix: helps assess the impact of the change on the project scope
-  Risk report: presents information on sources of overall and individual project risks involved by the change requested

3- Work Performance Reports
-  include resource availability, schedule and cost data, earned value reports, and burnup or burndown charts

4- Change requests
-  All Monitoring and controlling processes and some of executing processes produce change request.
-  Change requests include
? Corrective action: realigns the performance of project work with project management plan
? Preventive action: ensures the future performance of the work aligned with project management plan
? Defect repair: modify a nonconforming product or product component
? Updates: changes to formally controlled project documents to reflect modified ideas

5- Enterprise Environmental Factors
6- Organizational Process Assets

Perform Integrated Change Control Tools & Techniques:

1- Expert Judgment
-  Knowledge in Legislation and regulations, Legal and procurement, Configuration management and Risk management.

2- Change Control Tools
-  Tool selection should be based on the needs of the project stakeholders including organizational and environmental considerations
? Identify configuration item
? Record and report configuration item status
? Perform configuration item verification and audit
-  Process will be (Identify changes, Document changes, decide on Changes and Track Changes)

3- Data Analysis
-  Alternative Analysis: assess the requested changes and decide which are accepted, rejected, or need to be modified to be finally accepted.
-  Cost-benefit analysis: determine if the requested change is worth its associated cost.

4- Decision Making
-  Voting: take the form of unanimity, majority, or plurality to decide on whether to accept, defer or reject the change request
-  Autocratic decision making: One individual takes the responsibility for making the decision for the entire group.
-  Multicriteria decision analysis: uses a decision matrix to provide systematic analytical approach to evaluate the requested changes according to a set of predefined criteria
? Unanimity: everyone agrees on a single course of action
? Majority: obtained from more than 50% of the members of the group
? Plurality: decision is reached whereby the largest block in a group decided, even if a majority not achieved

5- Meetings
-  CCB may review configuration management activities

Perform Integrated Change Control Outputs:
1- Approved Change Requests
-  Approved change requests will be implemented through the Direct and Manage Project Process
-  Deferred or rejected change requests are communicated to the person or group requesting the change
-  The disposition of all change requests are recorded in the change log as a project document update.

2- Project Management Updates
-  Any formally controlled component of the project management plan may be changed as a result of this process
-  Changes to baselines are only made from the last baseline forward. Past performance is not changed. This protects the integrity of the baselines and the historical data of past performance.

3- Project Document Updates
-  Any formally controlled project document may be changed as a result of this process.
-  A project document that is normally updated as a result of this process is the change log

Close Project or Phase (Closing Process Group)
Close Project or Phase is the process of finalizing all activities for the project, phase, or contract.
Key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors
-  This process is performed once or at predefined points in the project
-  When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and the project objectives has been met
-  Activities necessary for the administrative closure of the project/phase
- Actions and activities necessary to satisfy completion or exit criteria for the phase such as (all documents are up-to-date and all issues are resolved, confirm delivery of formal accepted deliverables, ensure all costs are charged to the project, closing project documents, reassigning personnel, dealing with excess material, reallocating project equipment, do final project report)
- Activities related to the completion of the contractual agreements applicable to project such as (Confirm formal acceptance of seller’s work, finalize open claims, update record to reflect final results, archiving information for future use)
- Activities needed to (collect project/phase records, Audit project success/failure, manage knowledge sharing/transfer, identify lessons learned, archive project information for future use)
- Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to production and/or operations.
- Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending them to the appropriate organizational unit.
- Measuring stakeholder satisfaction.
-  investigate and document the reasons for actions taken if a project is terminated before completion. In order to successfully achieve this, the project manager needs to engage proper stakeholders in the process.

Close Project or Phase Inputs:
1- Project Charter
2- Project Management Plan
3- Project Documents
Such as (Assumption log, Basis of estimates, Change log, Issue log, Lessons learned register, Milestone list, Project communications, Quality control measurements, Quality reports, Requirements documentation, Risk register and Risk report)
4- Accepted Deliverables
-  Approved product specifications, delivery receipts and work performance documents.
-  Partial or interim deliverables may also be included for phased or cancelled projects
5- Business Documents
-  Business Case: justify the project and determines if the expected outcomes from the economic feasibility study used to justify the project occurred
-  Benefits management plan: used to measure whether the benefits of the project were achieved as planned.
6- Agreements
-  Requirements for formal procurement closure are usually defined in the terms and conditions of the contract and are included in the procurement management plan
-  complex project may involve managing multiple contracts simultaneously or in sequence.
7- Procurement Documentation
-  To close the contract, all procurement documentation is collected, indexed, and filed.
-  “As-built” plans/drawing or “as-developed” documents, manuals and troubleshooting considered as part of the procurement documents
-  This information can be used for lessons learned and as a basis for evaluating future contracts
8- Enterprise Environmental Factors
9- Organizational Process Assets

Close Project or Phase Tools & Techniques:
1- Expert Judgment
-  Management control, Audit, Legal and procurement and Legislation and regulations.

2- Data Analysis
-  Document analysis: Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects
-  Regression analysis: analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
-  Trend analysis: validate the models used in the organization and to implement adjustments for future projects
-  Variance analysis: Variance analysis can be used to improve the metrics of the organization by comparing what was initially planned and the end result

3- Meetings
-  Examples: close-out reporting meetings, customer wrap-up meetings, lessons learned meetings and celebration meetings.

Close Project or Phase Outputs:

1- Project documents updates
-  All project documents may be updated and marked as final versions
-  Most important register is lessons learned register
-  The final lessons learned register may include information on benefits management, accuracy of the business case, project and development life cycles, risk and issue management, stakeholder engagement, and other project management processes.

2- Final Product, Service or Result Transition
-  Final product/service may be handed over to a different group or organization that will operate, maintain, and support it throughout its life cycle.

3- Final Report
-  Includes information such as (description of the project/phase, scope objectives, quality objectives, Cost objectives, summary of validation information for the final product, Schedule objectives, summary how the project achieved business needs and summary for any risks)

4- Organizational Process Assets Updates:
-  Project documents: Documentation resulting from the project’s activities
-  Operational and support documents: Documents required for an organization to maintain, operate, and support the product or service delivered by the project
-  Project or phase closure documents: formal documentation that indicates completion of the project and overseen by Project manager
-  Lessons learned repository: Lessons learned and knowledge gained throughout the project are transferred to the lessons learned repository for use by future projects.