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Chapter 3:
Project Integration
Management
adopted from PMIs PMBOK 2000 and
Textbook : Information Technology Project Management
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Contents
importance of Project Integration Management
process of project integration management
Project plan development
Project plan execution
Integrated change control
Framework for Project Integration Management
two domains: core skill and project life cycle
Project plan and its attribute
Project plan execution
Integration change control
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The Key to Overall Project Success:
Good Project Integration Management
Project managers must coordinate all of the other
knowledge areas throughout a projects life cycle
Many new project managers have trouble looking
at the big picture and want to focus on too
many details (See opening case for a real
example)
Project integration management is not the same
thing as software integration
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Project Integration Management
3 Processes
Project plan development
taking the results of other planning processes
and putting them into a consistent, coherent
documentthe project plan
Project plan execution
carrying out the project plan
Integrated change control
coordinating changes across the entire project
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Figure 3-1. Project Integration
Management Overview
Note: The PMBOK Guide includes similar charts for each knowledge area.
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Figure 3-2. Framework for
Project Integration Management
Focus on pulling everything to-
gether to reach project success!
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Project Plan Development
1st of 21 Planning phase process
The process of taking the results of other
planning processes and organizing them
into a consistent, coherent document.
guides execution and control.
assist the project manager in leading the project
team and assessing project status
Project performance should be measured
against a baseline project plan
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inputs to Project Plan
Development
Other planning outputs
Documented outputs of the planning processes in the other knowledge
areas
Historical information
includes lessons learned from past project and similar projects, and the
particular customers history.
Organizational policies
defined in terms of the product and cover the full range of management
concerns.
Constraints
include results of previous project decision and performance, relevant
lessons learned from past projects, and history with a particular customer
and with similar projects.
Assumptions
include the results of previous project decisions and performance, as
well as relevant lessons learned from past projects, and the history with a
particular customer and with similar projects.
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Tools & techniques
Project planning methodology
Documents the characteristics of the product or service that the
project was undertaken to solve. It also documents the
relationship to a business need that created the project. It is really
any structured approach used to guide the project team during the
development of the project plan.
Stakeholder skills and knowledge
people using the product or service may have particularly
valuable insights in developing the project plan.
Project management information system (PMIS)
include the systems, activities, and data that permit information to
flow in a project. It also includes the tools and techniques used to
gather, integrate, and disseminate the outputs of all project
management processes.
Earned value management (EVM)
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Outputs of Project Plan
Development
Project plan
a document used to coordinate all project planning
documents
The project plan documents planning assumptions,
decisions, and baselines for scope, cost, and schedule.
As a formal, approved, and composite document, it
contains subsidiary plans from the knowledge areas. It
is used to guide execution and control of the project.
Supporting detail
includes the results of previous project decisions and
performance, as well as relevant lessons learned from
past projects, and the history with a particular
customer and with similar projects.

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Attributes of Project Plans
Just as projects are unique, so are project
plans
Plans should be dynamic
Plans should be flexible
Plans should be updated as changes occur
Plans should first and foremost guide project
execution
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Common Elements of a Project Plan
Introduction or overview of the project
Description of how the project is organized
Management and technical processes used
on the project
Work to be done, schedule, and budget
information
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Table 3-1. Sample Outline for a Software
Project Management Plan (SPMP)
Project Management Plan Sections
Introduction Project
Organization
Managerial
Process
Technical
Process
Work
Packages,
Schedule, and
Budget
Section
Topics
Project
overview;
project
deliverables;
evolution of
the SPMP;
reference
materials;
definitions and
acronyms
Process model;
organizational
structure;
organizational
boundaries and
interfaces;
project
responsibilities
Management
objectives and
priorities;
assumptions,
dependencies,
and
constraints;
risk
management;
monitoring
and
controlling
mechanisms;
and staffing
plan
Methods, tools,
and
techniques;
software
documentation;
and project
support
functions
Work
packages;
Dependencies;
resource
requirements;
budget and
resource
allocation;
and schedule
IEEE Std 10581-1987
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Stakeholder Analysis
A stakeholder analysis documents
important (often sensitive) information
about stakeholders such as
stakeholders names and organizations
roles on the project
unique facts about stakeholders
level of influence and interest in the project
suggestions for managing relationships
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Project Plan Execution
1st of 7 executing phase process
It is the first core process of execution
Project plan execution involves managing and
performing the work described in the project plan
The majority of time and money is usually spent
on execution
The application area or the project directly affects
project execution because the products of the
project are produced during execution

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Inputs to Project Plan Execution
Project plan
the formal, approved document used to guide project execution and
control.
Supporting detail
Additional information or documents generated during development of
the project plan. These details are outputs from other planning processes
like technical documentation and documentation of relevant standards.
Organization policies
includes formal and informal policies, such as QC audits, continuous
improvement targets, and personnel guidelines.
Preventive action
anything that reduces the probability of potential consequences of
project risk events.
Correction action
anything that brings expected performance back in line with the project
plan. They are outputs from the other knowledge areas.

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Tools & techniques
General management skills
include leadership, communication, negotiation skills, problem
solving, and influencing the organization.
Product skills & knowledge
defined as part of resource planning and provided by the team
members.
Work authorization system
a method for ensuring that qualified people do work at
the right time and in the proper sequence
any formal procedure for sanctioning project work to ensure
completion. It can involve written or verbal authorizations to
being work.
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Tools & techniques (2)
Status review meetings
provide a regular exchange of information about the
project with stakeholders.
Project management information system (PMIS)
special software to assist in managing projects, useful in
collection, dissemination, and storage of information
form other PM processes.
Organizational procedure
formal and informal procedures often useful during
project execution. Some policies are a) QC audits; b)
continuous-improvement targets; c) personnel
guidelines.


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Outputs of Project Plan
Execution
Work results: the outcome of activities performed. Work
results are fed into the performance reporting process.
These are the results monitored throughout all aspects of
the project.
Change requests: formal requests, usually by the
customer but possibly also from other team members,
which expand or shrink project scope, modify costs and
schedule estimates, as well as impact resources. These
requests can be oral or written, direct or indirect,
externally or internally initiated, and legally mandated or
optional.

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Integrated Change Control
1
st
of 8 controlling phase process
It covers those factors that ensure changes made to
the project are beneficial. It is necessary to identify
the change has actually occurred and has been
requested.
Three main objectives of change control:
Influence the factors that create changes to
ensure they are beneficial
Determine that a change has occurred
Manage actual changes when and as they occur
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Figure 3-3. Integrated Change
Control Process
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Inputs to Integrated Change
Control
Project plan:
the formal, approved document used to guide project execution
and control. It provides the baseline for measuring and
controlling. It includes the schedule and budget, as well as the
knowledge area subsidiary plans such as the communications
plan, risk management plan, and quality plan.
Performance reports:
can alert the project team to issues that could cause problems in
the future. Status reports describe the projects current standards.
Progress reports describe the teams accomplishments.
Change requests:
These are the result of a) external events (such as new
governmental regulations); b) errors or omissions in defining the
project scope; c) errors or omissions in defining the project
scope; d) a value-added change (such as taking advantage of new
technology)
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Tools & techniques
Change control system
A collection of formal, documented procedures that define how project
performance will be monitored and evaluated.
It also includes the steps for changing official project documents. It
includes paperwork, tracking systems, processes, and the level of
approvals necessary to authorize the changes.
Describes who is authorized to make changes and how to make them
Often includes a change control board (CCB), configuration management,
and a process for communicating changes
CCB is a formal group of people responsible for approving or rejecting
changes on a project
Provides guidelines for preparing change requests, evaluates them, and
manages the implementation of approved changes
Includes stakeholders from the entire organization
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Tools & techniques (2)
Configuration management
Documents the procedures used to apply technical and administrative
direction and surveillance.
Ensures that the products and their descriptions are correct and complete
Concentrates on the management of technology by identifying and
controlling the functional and physical design characteristics of products
Configuration management specialists identify and document
configuration requirements, control changes, record and report changes,
and audit the products to verify conformance to requirements
Performance measures
determine if variances form the plan require corrective action.
Additional planning
required to generate new or revised plans in the other knowledge areas.
Project management information system (PMIS)
Tools and techniques to provide for the collection, dissemination, and
storage of information form other PM processes.

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Change Control on Information
Technology Projects
Former view: The project team should strive to
do exactly what was planned on time and within
budget
Problem: Stakeholders rarely agreed up-front on
the project scope, and time and cost estimates
were inaccurate
Modern view: Project management is a process
of constant communication and negotiation
Solution: Changes are often beneficial, and the
project team should plan for them
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Suggestions for Managing Integrated
Change Control
View project management as a process of constant
communications and negotiations
Plan for change
Establish a formal change control system, including a
Change Control Board (CCB)
Use good configuration management
Define procedures for making timely decisions on smaller
changes
Use written and oral performance reports to help identify
and manage change
Use project management and other software to help
manage and communicate changes
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Summary
importance of Project Integration Management
coordination and have the big picture
process of project integration management
Project plan development
Project plan execution
Integrated change control
Framework for Project Integration Management
two domains: Knowledge area and project life cycle
Knowledge area: scope, time, cost, quality, HR, communications,
risk, procurement
Project life cycle: concept, development, implementation and
close-out
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Summary (2)
Project plan and its attribute
Project plan execution
managing and performing tasks stated in project plan
involve time and money
Skills: management skills, product skill and specialized skills
Tools: work authorization system, status review meeting, project
management software
Integration change control
former view: on time and within budget =>scope, time and cost were
inaccurate
modern view: constant communications and negotiation => change are
beneficial and should be planned
Change control system : a formal and document process => authorization
to make timely change
Configuration management: control, record and report change, and audit
the product to verify conformance to requirement (after all the changes)
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