Project Integration Management

▪ 4.1 Develop Project Charter

▪ 4.2 Develop Project management Plan

▪
Welcome to Project
4.3 Direct and Manage Project Execution Work

▪
Management Program
4.4 Monitor and Control Project Work

▪ 4.5 Perform Integrated Change Control

Chapter4 –
▪ 4.6Project Integration
Close Project or Phase Management

1
 Project Integration Management
The processes and activities needed to identify ,
define , combine, unify and coordinate various
processes and project management activities
within the project Management Process Group
Knowledge Project Management Process Groups
Areas

Initiation Planning Execution Monitoring & Closing

Controlling
Project 1. Develop 2. Develop 3. Direct and 5. Monitor and 7. Close
Integration Project Project Manage Project Control Project Work Project or
Management Charter Management Work Phase
Plan 6. Perform
4. Manage integrated change
Project control
Knowledge
Project integration management refers to
✓ High level work that the project manager does.

✓ The Key to Overall Project Success

✓ Highlights the “big picture” before going into the details

Project integration management activities

include
✓ Resource allocation
✓ Balancing competing demands
✓ Examining any alternative approaches
✓ Tailoring the processes to meet the project objectives and
✓ Managing the interdependencies among Project management knowledge
areas.
Project integration management
 Develop Project Charter - ITTOs
6
 4.2
Develop Project Charter
 Develop Project Charter: Inputs
8

Business Documents
Business Case
Determine whether or not the project is worth the required investment.
Created to fulfil what need or requirement ?
Benefits Management Plan
• It’s a document that describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be in place to measure those
benefits
• Project benefit is defined as an outcome of actions, behaviours, products, services
or results that provide value to the sponsoring organization as well as to the
project’s intended beneficiaries.
• This document compliments the Business Case
• The PM Works with the sponsor to ensure that the charter, PM Plan and Benefit
management plans remain in alignment throughout the lifecycle of the project
 Develop Project Charter: Inputs
9

Agreement
Defines the initial intention. These can be
✓ Contracts,
✓ MoUs,
✓ SLAs,
✓ LoI,
✓ LoA
✓ any other written agreements.
Develop Project Charter: Inputs

 Enterprise Environmental Factors

• Organizational or company culture and structure
• Governmental or industry standards
• Infrastructure
• Existing human resources
• Company work authorization system
• Marketplace conditions
• Stakeholder risk tolerances

 Organizational Process Assets

can be organized differently, depending on the type of industry,
organization, and application area.
✓ Organization’s processes and procedures for conducting work.
✓ Organizational corporate knowledge base for storing and retrieving
information.
 Develop Project Charter: Tools and
Techniques

Expert Judgment
✓ specialized consultants,
✓ stakeholders,
✓ professional groups,
✓ Industry associations,
✓ SME’s,
✓ PMO etc.

Data Gathering
✓ Brainstorming – this technique is used to identify a list of ideas in short
period of time
✓ Focus Group – Bring together SME and Stakeholders to learn about
perceived project risks, success criteria etc. in more conversational way
unlike one-to-one interview
✓ Interviews – Are used to obtain high level requirements, assumptions or
constraints from stakeholders by talking to them directly. 50
 Develop Project Charter: Tools and
Techniques
Interpersonal and Team Skills
✓ Conflict management (Conflict can be used to bring alignment on
objectives, success criteria , high level requirements, project description,
summary milestones)
✓ Facilitation (its an ability to effectively guide a group event to successful
decision
✓ Meeting Management ( Preparing the agenda, inviting related
stakeholders, MOM, and follow up minutes and actions. )

Data Gathering
✓ Brainstorming – this technique is used to identify a list of ideas in short
period of time
✓ Focus Group – Bring together SME and Stakeholders to learn about
perceived project risks, success criteria etc. in more conversational way
unlike one-to-one interview
✓ Interviews – Are used to obtain high level requirements, assumptions50or
constraints from stakeholders by talking to them directly.
 Project Charter Definition
13

The project charter is defined as a document issued by

the sponsor that formally authorises the existence of a
project and provides the project manager with the
authority to apply organizational resources to project
activities
 Develop Project Charter: Outputs
14

1. The project charter is a key step in

initiation.

The project charter is the central document for the team to

record its understanding of the project and its goals and is
used to authorize resources. Without the formal backing of
a charter, a project typically is more susceptible to failure
due to withdrawal of stakeholder support or necessary
resources.
 Develop Project Charter: Outputs
15

2. The project charter is a place to

identify key stakeholders.

It is important to know the project’s key stakeholders

and be able to gauge their attitudes and level of
project engagement. Project managers should work
with the team and organization to identify all key
stakeholders so that they do not miss a potential
champion or barrier.
 Develop Project Charter: Outputs
16

3. Creating the project charter provides

the foundation for further planning.

The process of creating the project charter involves

establishing preliminary project baselines, including
the requirements to be fulfilled (scope), the general
amount of time available (time) and the general idea of
the available budget (cost). These baselines are later
refined into the project management plan.
 Develop Project Charter: Outputs
17

4. The project charter is a place to

document possible risks.

Proactive risk management should happen often

throughout the project, and the project charter process
is a good opportunity to begin identifying and planning
for risks. The project manager should work with
stakeholders and the team to identify possible risks,
develop a strategy for assessing them, and start logging
them.
 Develop Project Charter: Outputs
18

5. The project charter is a place to document

assumptions and constraints.

Assumptions and constraints form a basis for conducting project

management by providing limitations to the solutions. The
project charter is a central place to document these for everyone
involved in the project.
 Develop Project Charter: Outputs
19

6. The project charter process encourages

collaboration.

The process of developing the charter encourages consistent

collaboration, helping to create a positive team environment,
solve problems quickly, and encourage growth.
Project Charter –Sample Template
 Develop Project Charter: Outputs
21

 Assumption Log
High level strategic assumptions are identified during
business case development before the project is initiated.

Low level activity and task assumptions are generated

throughout the project such as defining technical
specifications, estimates, the schedule, risks etc.
 Develop Project Charter: Outputs
22

 Assumption Log
High level strategic assumptions are identified during
business case development before the project is initiated.

Low level activity and task assumptions are generated

throughout the project such as defining technical
specifications, estimates, the schedule, risks etc.
 4.2
Develop Project Management Plan
 4.2 Develop Project Management Plan
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Any solid plan should answer these questions:

✓ What are the major deliverables?
✓ How will we get to those deliverables and the deadline?
✓ Who is on the project team and what role will they play
in those deliverables?
✓ When will the team meet milestones, and when will
other members of the team play a role in contributing to
or providing feedback on those deliverables?
 4.2 Develop Project Management Plan
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Answering What part of Question ?

✓ What are the major
deliverables/Risks
/Milestones/Assumptions/Con
straints/Summary
Budget/Timeline ?

✓ Project Charter Will

Answer What part
of Question
 4.2 Develop Project Management Plan
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A good project plan is worth being proud of

because it represents the confluence of so
many factors: project scope, professional
experience, research, process knowledge, and
a ton of input from clients and team members.
 4.2 Develop Project Management Plan
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 Develop Project Management Plan: Outputs
28
 Develop Project Management Plan: Example
29
 Develop Project Management Plan
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Develop Project Management Plan: Inputs, Tools & Techniques, and Outputs
 Develop Project Management Plan: Inputs
31

• Project Charter
• Outputs from other process
• Enterprise Environmental Factors
✓ Govt Regulatory,
✓ PMIS,
✓ Org Structure,
✓ Culture,
✓ Mgmt Policies,
✓ Employee Guidelines On Hiring Firing,
✓ Code Of Org Ethics

• Organizational Process Assets

Plan templates, planning software, change control procedures, budgeting guidelines,
resource evaluation criteria, Assets from other projects like network diagram, sample plans
etc. etc..
 Develop Project Management Plan: T&Ts

Expert Judgment
✓ specialized consultants,
✓ stakeholders,
✓ professional groups,
✓ Industry associations,
✓ SME’s,
✓ PMO etc.

 Expert judgment is utilized to:

• Tailor the process to meet project needs.
• Determine the resources and skill levels
• Determine which project documents will be subject to formal
change control process.
• Define the level of configuration management

50
 Develop Project Management Plan: T&Ts
33

Data Gathering
✓ Brainstorming – this technique is used to identify a list of ideas
in short period of time
✓ Focus Group – Bring together SME and Stakeholders to learn
about perceived project risks, success criteria etc. in more
conversational way unlike one-to-one interview
✓ Interviews – Are used to obtain high level requirements,
assumptions or constraints from stakeholders by talking to them
directly.
✓ Checklist – A checklist may guide the Project manager to
develop the plan or may help to verify that all the required
information is included in the PMP
 Develop Project Management Plan: T&Ts
34

Interpersonal and Team Skills

✓ Conflict management (Conflict can be used to bring alignment on
objectives, success criteria , high level requirements, project description,
summary milestones)
✓ Facilitation (its an ability to effectively guide a group event to successful
decision
✓ Meeting Management Meeting management is necessary to make sure
that numerous meetings that are necessary to develop, unify and agree
on the project management plan are run well

Meetings
✓ For this process meetings are conducted to discuss the project approach,
determining how work will be executed to accomplish project objectives and
establish the way that the project will be monitored and controlled.
✓ Project Kick-off meeting is at the end of planning and start of execution
✓ For small projects kick off happened during planning process group because
team is involved in planning where as its not true in large projects
 4.2 Develop Project Management Plan
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 4.2
Direct and Manage Project work
 4.3 Direct and Manage Project Work
79

➢ This Process is all about executing and getting the work done
according to project management plan
 4.3 Direct and Manage Project Work
79

➢ The project manager’s main role: Balance harmoniously the project

constraints with each other
 4.3 Direct and Manage Project Work ITTOs
40
 4.3 Direct and Manage Project Work: Outputs
42

 Deliverables
Any unique and verifiable product, result or capability to perform a service
4.3 Direct and Manage Project Work: Outputs
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 Work Performance Data

 As per the PMBOK Guide, the Work Performance Data

is “the raw observations and measurements identified
during activities performed to carry out the project work;
e.g. actual cost, actual duration, and the percent of
work physically completed.”

 You can say that the Work Performance Data is the raw
data of the project’s status. In other words, it is the
current (“as of now”) status of various project
parameters such as: how much work is completed, how
much time has elapsed, the cost incurred so far, etc.
4.3 Direct and Manage Project Work: Outputs
44

Issue Log
 4.3 Direct and Manage Project Work: Outputs
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 Change Requests
To expand or reduce project scope, to modify policies or procedures, project
cost or budget, or to revise the project schedule.
✓ Can be direct or indirect,
✓ Externally or internally initiated
✓ Optional or legally/contractually mandated.
 Manage Project Knowledge
46

✓ Knowledge management is a process of systematically and

actively identifying, activating, replicating, storing, and
transferring knowledge
✓ Project knowledge management, especially in complex projects,
is one of the main success factors in project management; lack
of project knowledge management is one of the main reasons
for project failure (Desouza & Evaristo, 2004).
 Manage Project Knowledge
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Micro-knowledge Micro-knowledge is a piece of knowledge

needed to perform one task (or its part) or to
solve a problem (or its part). A record of price
list, the name of a person who may perform
some task, or the way of fixing software bugs
of particular types are examples of such
knowledge.

Macro-knowledge •individual macro-knowledge (knowledge

possessed by one team member),
•project team macro-knowledge (knowledge
Macro-knowledge is the
possessed by the project team),
total knowledge
•organizational macro-knowledge (knowledge
possessed by a given
possessed by the organization), and
person
•global macro-knowledge (knowledge
possessed by the whole global community of
project managers).
Knowledge management tools and techniques

Collaborating and sharing knowledge is essential

to improving project quality and reducing cost and
time.

Knowledge management is about getting the right

knowledge to the right people.

Its about facilitation learning from past projects and

transferring it to future projects even if team
members changed or other stakeholders changed
Knowledge management tools and techniques

Study shows that likelihood of interacting with other person falls of

rapidly with distance
Knowledge management systems allow us
Through discussion forums, virtual task boards
 Knowledge management tools and techniques

Other Buildings/Other States/other countries

Global projects require specific tools in terms of systems processes to

overcome distance and time zone for collaboration.
Knowledge management tools and techniques

Knowledge management Systems allow us to

✓ Securely and virtually store, update and disseminate

project documents
✓ Publish key project dates and announcements
✓ Communicate with other team members at disperse
locations through discussion forums , instant
communications and virtual announcement boards
✓ Track progress of tasks and activities
✓ Monitor Knowledge flows
✓ Search for existing knowledge
✓ And archive knowledge so that it is accessible for future
projects
 Manage Project Knowledge
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 Monitor and Control Project Work : Actions
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✓ Determine whether any corrective or preventive actions are indicated, and

then recommending those actions as necessary

✓ Reanalyse, track, and monitor project risks to make sure the risks are
identified, reported, and risk response plans are being executed
✓ Collecting, measuring, and disseminating performance information, and
assessing measurements and trends to effect process improvements.
✓ Continuous monitoring gives the project management team insight into the
health of the project, and identifies any areas that can require special
attention.
 Monitor and Control Project Work – What We Do?
54

✓ Comparing actual project performance against the baselines

✓ Maintaining an accurate, timely information base concerning the project’s

product(s) and their associated documentation through project completion

✓ Providing information to support status reporting, progress measurement, and

forecasting

✓ Providing forecasts to update current cost and current schedule information

✓ Monitoring implementation of approved changes when and as they occur.

 4.4 Monitor and Control Project Work
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 Monitor and Control Project :Inputs
57

 Project Management Plan

 Schedule Forecasts : ETC, SV and SPI
 Cost Forecasts : ETC, CV, CPI and EAC

 Validated Changes

 Work Performance Information

Information generated by Execution of Project Works. It would include current
Status, forecasts, issues, scheduled activities.

 Enterprise environmental factors

 Organizational process assets.

Organizations Communication requirements, Financial control procedures,
defect/change management procedures, risk control procedures, KPI
calculation procedures etc.
 Monitor and Control Project :Inputs
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 T&Ts
62

Expert Judgment
Used by the project management team to monitor and control project
work. Project manager works in collaboration with the team.

Analytical Techniques : Used to determine the forecast potential

outcomes based upon the current data.
- EVM
- Root Cause Analysis
- Variance Analysis – CPI, SPI, CV, SV
- Trend Analysis
- Reserve Analysis - analysis of the project reserves
- Regression Analysis – For estimation. Compares two variables and see if they are related
 4.4 Monitor and Control Project Work: Outputs
63

▪ Change Requests
✓ Corrective Action – Intentional activity to align the project performance
with PM Plan
✓ Preventive actions – Intentional activity to ensure the future performance
with PM Plan
✓ Defect repair – Intentional activity to modify an NC or project component.

▪ Project Management Plan Updates

▪ Project Documents Updates

✓ Forecasts,
✓ Performance Reports
✓ Issue Log
 Corrective action process
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 4.5 Perform Integrated Change Control
65

✓ Performed from project inception through completion.

✓ The project management plan, the project scope statement, and other
deliverables must be maintained by carefully and continuously managing
changes, either by rejecting changes or by approving changes so those
approved changes are incorporated into a revised baseline.

✓ CCB approvals and Config control must be applied throughout the process.

✓ Proposed changes may require new or revised cost estimates, schedule

activity sequences, schedule dates, resource requirements, and analysis of risk
response alternatives.
 Are Changes Bad?
66
68
Perform Integrated Change Control

91
 Perform Integrated Change Control: Inputs

• Project Management Plan

• Change requests

• Work Performance Information

• Enterprise Environmental Factors

PMIS which can influence the integrated change control process

• Organizational Process Assets

Change Control Procedures
Procedures for approving and issuing change authorizations
Project files
Configuration Management Knowledge Base
92
 T&Ts
71

▪ Expert Judgment
Stakeholders with expert judgment on the change control board.

▪ Change Control Meetings

CCB is responsible for meetings and reviewing the change requests
and approving or rejecting those change requests. The roles and
responsibilities of these boards are clearly defined and approved by
appropriate stakeholders.

▪ Change Control Tools

Automated tools/ manual stores to manage the changes
 Perform Integrated Change Control: Outputs
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 Approved Change Requests

Approved change requests will be implemented by the direct and manage
execution process.

 Change Log

 Project management plan updates

Any subsidiary plans and baselines are subject to formal change control
process.

 Project Documents Updatess.

 Corrective Action And Perform Integrated Change Control

73
 4.6 Close Project Or Phase : Does What?
74

✓ Finalizing all activities across all of the project management process

groups to formally complete the project or a phase.

✓ When closing the project, PM will review all prior information from
previous phase closures.

✓ Establishing the procedures to coordinate activities needed to verify and

document the project deliverables.

✓ Coordinating and interacting to formalize acceptance of those deliverables by

the customer or sponsor.

✓ Investigating and documenting the reasons for actions taken if a project is

terminated before completion.
 Close Project Or Phase: Process Flow Chart
75
76
 Project Charter

Stakeholder Analysis

Work Breakdown Structure

The Eight (WBS)

Powerful Resource Allocation

Project
Management Project Schedule

Process are: Communication Plan

Risk Register

Performance Reporting