Chapter 4—Project Integration Management

4.1.1.5

PROJECT INTEGRATION
MANAGEMENT
Figure 4.1 |

4.1 Project Plan 4.2 Project Plan 4.3 Integrated Change

Development Execution Control
.1 Inputs .1 Inputs .1 Inputs
.1 Other planning outputs .1 Project plan .1 Project plan
.2 Historical information .2 Supporting detail .2 Performance reports
.3 Organizational policies .3 Organizational policies .3 Change requests
.4 Constraints .4 Preventive action .2 Tools and Techniques
.5 Assumptions .5 Corrective action .1 Change control system
.2 Tools and Techniques .2 Tools and Techniques .2 Configuration
.1 Project planning .1 General management management
methodology skills .3 Performance
.2 Stakeholder skills .2 Product skills and measurement
and knowledge knowledge .4 Additional planning
.3 Project management .3 Work authorization .5 Project management
information system system information system
(PMIS) .4 Status review meetings .3 Outputs
.4 Earned value .5 Project management .1 Project plan updates
management (EVM) information system .2 Corrective action
.3 Outputs .6 Organizational .3 Lessons learned
.1 Project plan procedures
.2 Supporting detail .3 Outputs
.1 Work results
.2 Change requests

Figure 4–1. Project Integration Management Overview

be discussed in other chapters as a tool to measure performance against the

project plan.
Project management software is a tool that aids integration within a project.
And it may span all project management processes.

4.1 PROJECT PLAN DEVELOPMENT

Project plan development uses the outputs of the other planning processes,
including strategic planning, to create a consistent, coherent document that can
be used to guide both project execution and project control. This process is
almost always iterated several times. For example, the initial draft may include
generic resource requirements and an undated sequence of activities while the
subsequent versions of the plan will include specific resources and explicit dates.
The project scope of work is an iterative process that is generally done by the
project team with the use of a Work Breakdown Structure (WBS), allowing the
team to capture and then decompose all of the work of the project. All of the
defined work must be planned, estimated and scheduled, and authorized with
the use of detailed integrated management control plans sometimes called Con-
trol Account Plans, or CAPs, in the EVM process. The sum of all the integrated
management control plans will constitute the total project scope.

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