Pmp-04-Integration Management

Project Management Professional (PMP)®
Jayaraj Peter
Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 1
Agenda
✓ Project Integration Management
Project Selection Methods
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 Groups.
✓ These actions should be applied from the start of the project through completion.
Key to overall Project Success?
✓ Good Project Integration Management.
Project Integration Management is specific to project managers. Whereas other Knowledge Areas
may be managed by specialists (e.g., cost analysis, scheduling specialists, risk management experts).
The project manager is the one who combines the results in all the other Knowledge Areas and has
the overall view of the project.
Project Integration Management
Integration primarily concerned with effectively Integrating the processes among Project
Management Process groups.
SCOPE SCHEDULE COST QUALITY
INTEGRATION
START END
RESOURCE COMMUNICATION RISK PROCUREMENT STAKEHOLDER
Processes
MONITOR & CONTROL
INITIATE CLOSE
Knowledge Process
Area Initiating Planning Executing M&C Closing
4. Project 4.1 Develop 4.2 Develop Project 4.3 Direct and 4.5 Monitor and 4.7 Close Project
Integration Project Charter Management Plan Manage Project Control Project or Phase
Management Work Work
4.4 Manage 4.6 Perform

Project Integrated Change
Knowledge Control
Processes
Develop Project Develop Project Direct and Manage Manage Project

Charter Management Plan Project Work Knowledge
Developing a Defining, preparing, Leading and Using existing

document that and coordinating all performing the work knowledge and
formally authorizes plan components defined in the PMP creating new
the existence of a and consolidating and implementing knowledge to
project and provides them into an approved changes achieve the project’s
the project manager integrated PMP. to achieve the objectives and
with the authority to project’s objectives. contribute to
apply organizational organizational
resources to project learning.
activities.
Processes
Monitor and
Perform Integrated Close Project or
Control Project
Change Control Phase
Work
Tracking, reviewing, Reviewing all change Finalizing all

and reporting requests; approving activities for the
overall progress to changes and project, phase, or
meet the managing changes to contract.
performance deliverables,
objectives defined in organizational
the project process assets, project
management plan. documents, and the
project management
plan; and
communicating the
decisions.
4.1
Develop Project Charter
The process of developing a document that formally authorizes the

existence of a project.
The key benefits of this process is providing 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.
✓ Provides the project manager with the authority to apply organizational resources to
project activities.
✓ Project manager is identified and assigned as early in the project.
INPUTS
1. Business Documents
Business documents are developed prior to the project, they are reviewed periodically.
1.1 Business Case
✓ The business case lists the objectives and reasons for project initiation.
✓ It helps measure the project success at the end of the project against the project
objectives.
✓ Typically the business need and cost benefit analyses are contained in the business
case to justify the project.
✓ Business case is created as a result of one or more of the following: Market demand,
Organizational need, Customer request, Technological advance, Legal requirement,
Social need, Ecological impacts.
INPUTS
1.2 Benefits Management Plan
✓ The 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.
• Target benefits
• Strategic alignment
• Timeframe for realizing benefits
• Benefits owner
• Metrics
• Assumptions
• Risks
The project manager does not update or modify the business documents since they are not project
documents; however, the project manager may make recommendations.
INPUTS
2. Agreements
✓ Agreements are used to define initial intentions for a project.
✓ Agreements 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.
✓ Contract is used when a project is being performed for an external customer.
INPUTS
3. Enterprise Environmental Factors
✓ Government or industry standards

✓ Legal and regulatory requirements
✓ Marketplace conditions
✓ Organizational culture and political climate
✓ Organizational governance framework
✓ Stakeholders’ expectations and risk thresholds
4. Organizational Process Assets
✓ Organizational standard policies, processes, and procedures

✓ Templates
✓ Historical information and lessons learned repository
TOOLS AND TECHNIQUES
1. Expert Judgement
✓ Expert judgment is defined as judgment provided based upon expertise in an application

area, Knowledge Area, discipline, industry, etc.,
✓ Such expertise may be provided by any group or person with specialized education,
knowledge, skill, experience, or training.
✓ Expertise in Topics:
• Organizational strategy
• Benefits management
• Technical knowledge of the industry
• Duration and budget estimation
• Risk identification.
2. Data Gathering
2.1 Brainstorming
✓ Brainstorming 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
2.2 Focus Groups
✓ Improve existing ideas.

✓ To learn about the perceived project risk, success criteria, and
other topics.
✓ A trained moderator guides the group through an interactive
discussion designed to be more conversational.
2.3 Interviews
✓ An interview is a formal or informal approach to elicit

information from stakeholders by talking to them directly.
3. Interpersonal and Team Skills
3.1 Conflict Management
✓ Used to help bring stakeholders into alignment on the objectives, success criteria, high-level
requirements, project description, summary milestones.
3.2 Facilitation
✓ Ability to effectively guide a group event to a successful decision, solution, or conclusion.
3.3 Meeting management
✓ 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.
OUTPUTS
1. Project Charter
✓ The project charter is the document issued by the project initiator or sponsor.
✓ It formally authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
• Project purpose
• Project Objectives & Success criteria: SMART
Specific, Measureable, Achievable, Realistic, and Time-bound.
• High-level project description, boundaries, and key deliverables

• Overall project risk
• Summary milestone schedule
• Key stakeholder list
• Assigned project manager, responsibility, and authority level
• Name and authority of the sponsor or other person(s)
authorizing the project charter.
OUTPUTS
2. Assumption Log
✓ High-level strategic and operational assumptions

and constraints are normally identified before the
project is initiated and will flow into the project
charter.
✓ The assumption log is used to record all assumptions

and constraints throughout the project life cycle.
4.2
Develop Project Management Plan
The process of defining, preparing, and coordinating all plan

components and consolidating them into an integrated project
management plan.
The 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.
✓ The project management plan defines how the project is executed, monitored and
controlled, and closed.
✓ The project management plan’s content varies depending on the application area
and complexity of the project.
✓ The project management plan should be baselined.
✓ In Baseline, It is necessary to define at least the project references for scope, time,
and cost, so that the project execution can be measured and compared to those
references and performance can be managed.
✓ Before the baselines are defined, the project management plan may be updated as
many times as necessary. No formal process is required at that time.
✓ Once it is baselined, it may only be changed through the Perform Integrated

Change Control process.
INPUTS
1. Project Charter
It should define the high-level information about the project that will be elaborated in
the various components of the project management plan.
2. Output from other Processes
✓ The Outputs from other processes are integrated to create the PMP.
✓ Subsidiary plans and baselines that are an output from other planning processes are
inputs to this process.
✓ Changes to Subsidiary plans and baselines may necessitate updates to PMP.
INPUTS
3. EEF

✓ Legal and regulatory requirements
✓ Organizational structure, culture, management practices
4. OPA
✓ The Organizational standard policies, processes, and procedures

✓ Project management plan template
✓ Project information from previous similar projects.
1. Expert Judgement
✓ Expertise should be considered from individuals or groups with specialized knowledge of

or training.
2. Data Gathering
1. Brainstorming
2. Focus groups
3. Interviews
4. Checklists - 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
1. Conflict management
2. Facilitation
3. Meeting management
4. Meetings
✓ Used to discuss the project approach

✓ Determine how work will be executed to accomplish the project objectives
✓ The project kick-off meeting is 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.
Outputs
1. Project Management Plan (PMP)
The project management plan is the document that describes how

the project will be executed, monitored and controlled, and closed.
✓ It integrates and consolidates all of the subsidiary management plans and

baselines, and other information necessary to manage the project.
PMP Components
Subsidiary management plans Baselines
1. Scope management plan 1. Scope baseline

2. Requirements management plan 2. Schedule baseline
3. Schedule management plan 3. Cost baseline
4. Cost management plan
5. Quality management plan Additional components
6. Resource management plan
1. Change management plan
7. Communications management plan 2. Configuration management plan
8. Risk management plan 3. Performance measurement baseline
4. Project life cycle
9. Procurement management plan
5. Development approach
10.Stakeholder engagement plan 6. Management reviews
4.3
Direct and Manage Project Work
The process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the
project’s objectives.
The key benefit of this process is that it provides overall management

of the project work and deliverables, thus improving the probability of
project success.
✓ Deliverables are produced as outputs from processes performed to accomplish the
project work.
INPUTS
1. Project Management Plan
2. Project Documents
✓ Change log
✓ Lessons learned register
✓ Milestone list
✓ Project communications
✓ Project schedule
✓ Requirements traceability matrix
✓ Risk register
✓ Risk report
INPUTS
3. Approved Change Requests
✓ Approved change requests are an output of the Perform Integrated Change

Control process.
✓ It include those requests reviewed and approved for implementation by the project
manager or by the change control board (CCB) when applicable.
✓ The approved change request may be a corrective action, a preventive action, or a

defect repair.
4. EEF
5. OPA
1. Expert Judgement
2. Project Management Information Systems (PMIS)
PMIS provides access to information technology (IT) software tools, such as scheduling software
tools, work authorization systems, configuration management systems, information collection
and distribution systems.
3. Meetings
Used to discuss and address pertinent topics of the project when directing and managing project
work.
OUTPUTS
1. Deliverables
✓ Unique and verifiable product, result, or capability to perform a service.
✓ It is required to be produced to complete a process, phase, or project.
2. Work Performance Data
✓ Are the raw observations and measurements identified during activities being performed to
carry out the project work.
✓ Data is gathered through work execution and passed to the controlling processes for further
analysis.
Examples: work completed, actual start and finish dates of schedule activities, deliverables status, schedule progress,
number of change requests, number of defects, actual costs incurred, actual durations, etc.
OUTPUTS
3. Issue Log
✓ Problems, gaps, inconsistencies, or conflicts that occur

unexpectedly and that require some action.
✓ The issue log is a project document where all the issues are
recorded and tracked.
✓ The issue log is updated as a result of the monitoring and

control activities throughout the project’s life cycle.
✓ Help the project manager effectively track and manage issues,

ensuring that they are investigated and resolved.
OUTPUTS
4. Change Requests
✓ A formal proposal to modify any document, deliverable, or

baseline.
✓ Change requests are processed for review and disposition
through the Perform Integrated Change Control process.
• Corrective action - An intentional activity that realigns the performance of the project work
with the project management plan.
• Preventive action - An intentional activity that ensures the future performance of the project
work is aligned with the project management plan.
• Defect repair - An intentional activity to modify a nonconforming product or product
component.
• Updates - Changes to formally controlled project documents, plans, etc., to reflect modified
or additional ideas or content.
OUTPUTS
5. PMP Updates
✓ Any change to the project management plan goes through the organization’s change control
process via a change request.
6. Project Document Updates
• Activity List
• Assumption Log
• Requirements documentation
• Risk Register
• Stakeholder Register
7. OPA updates
4.4
Manage Project Knowledge
The process of using existing knowledge and creating new knowledge

to achieve the project’s objectives and contribute to organizational
learning.
The 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.
INPUTS

✓ Project team assignments
✓ Stakeholder register
3. Deliverables
✓ Are typically tangible components completed to meet the project objectives.
4. EEF - Geographic distribution of facilities and resources.

5. OPA - Formal knowledge-sharing and information-sharing procedures
1. Expert Judgement
✓ Knowledge management
✓ Organizational learning
✓ Relevant information from other projects
2. Knowledge Management
✓ Connect people so they can work together to

create new knowledge, share tacit knowledge, and
integrate the knowledge of diverse team members.
• Knowledge-sharing
• Workshops including problem-solving sessions
• Training that involves interaction between learners
3. Information Management
✓ Used to create and connect people to information.

✓ Effective for sharing simple, unambiguous, codified
explicit knowledge.
• Web searches and reading published articles

• Library services
• Lessons learned register
✓ Active Listening, Facilitation, Leadership, Networking.
OUTPUTS
1. Lessons Learned Register
✓ Include the category and description of the

situation, impact, recommendations, and
proposed actions associated with the
situation.
✓ Documented using videos, pictures, audios, or

other suitable means that ensure the efficiency
of the lessons captured.
At the end of a project or phase, the information is transferred to

an organizational process asset called a lessons learned repository
OUTPUTS
2. PMP Updates
3. OPA updates
✓ All Projects create new Knowledge.
✓ knowledge is codified, embedded in deliverables,

or embedded in improvements to processes and
procedures as a result of the Manage Project
Knowledge process.
4.5
Monitor and Control Project Work
The process of tracking, reviewing, and reporting the overall progress

to meet the performance objectives defined in the project
management plan.
The 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.
INPUTS
✓ Assumption log
✓ Milestone list
✓ Basis of estimates
✓ Schedule forecasts
✓ Cost forecasts
✓ Issue log
✓ Risk register
✓ Quality reports
INPUTS
3. Work Performance Information
✓ Work performance data is gathered through work execution and passed to the
controlling processes.
✓ Performance data are collected during the project through the controlling
processes and compared to the plan and other variables to provide a context for
work performance.
INPUTS
4. Agreements
✓ The project manager needs to oversee the contractor’s work

to make certain that all the agreements meet the specific
needs of the project while adhering to organizational
procurement policies.
5. EEF
✓ Infrastructure
✓ Stakeholders’ expectations and risk thresholds
6. OPA - Organizational knowledge base
1. Expert Judgement
✓ Expertise should be considered from individuals or groups with specialized

knowledge or training.
2. Data Analysis
✓ Alternatives analysis
✓ Cost-benefit analysis
✓ Earned value analysis
✓ Root cause analysis
✓ Trend analysis
✓ Variance analysis.
3. Decision Making
✓ Voting can include making decisions based on unanimity,

majority, or plurality.
4. Meetings
✓ Review meetings - face-to-face, virtual, formal, or informal.
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.
It includes status reports and progress reports,

• Earned Value Graphs
• Trend Lines And Forecasts
• Reserve Burndown Charts
• Defect Histograms
• Contract Performance
• Risk Summaries
OUTPUTS
2. Change Requests
✓ Issued to expand, adjust, or reduce project scope, product scope, or quality

requirements and schedule or cost baselines.
✓ Are processed for review and disposition through the Perform Integrated Change
Control process.
3. PMP Updates
✓ Schedule forecasts, Cost forecasts, Issue log, Risk register, Lessons learned register.
4.6
Perform Integrated Change Control
The process of reviewing all change requests; approving changes and

managing changes to deliverables, project documents, and the project
management plan; and communicating the decisions.
The key benefit of this process is that it allows for documented changes
within the project to be considered in an integrated manner while
addressing overall project risk.
✓ Before the baselines are established, changes are not required to be formally
controlled by the Perform Integrated Change Control process.
✓ Once the project is baselined, change requests go through this process.
Should define which project artefacts need to be placed under configuration control.
✓ Any change in a configuration element should be formally controlled and will require
a change request.
The Board is given the authority to approve or deny change

requests as defined by the organization.
✓ The CCB may meet only once a week, once every other
week, or even once a month depending on the project.
✓ CCB members may include stakeholders, manager,
project team members and others who may not have
any connection to the project at hand.
INPUTS
✓ 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.
✓ Scope baseline, Schedule baseline, Cost baseline - used to assess the impact of the
changes.
✓ Basis of estimates - indicate 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 scope.
✓ Risk report - presents information on sources of overall and individual project risks.
INPUTS
3. Work Performance Reports
✓ Includes resource availability, schedule and cost data, earned value reports.
4. Change Requests
✓ Includes corrective action, preventive action, defect repairs, as well as updates to

formally controlled documents or deliverables to reflect modified or additional
ideas or content.
5. EEF
6. OPA
1. Expert Judgement
2. Change Control Tools
✓ Manual or Automated tools used.

✓ Configuration management activities
• Identify configuration item
• Record and report configuration item status
• Configuration item verification and audit
✓ Change management activities
• Identify changes
• Document changes
• Decide on changes
• Track changes
3. Data Analysis
✓ Alternatives analysis - used to assess the requested changes and decide which are accepted, rejected,
or need to be modified to be finally accepted.
✓ Cost-benefit analysis - helps to determine if the requested change is worth its associated cost.
4. Decision Making
✓ Voting - take the form of unanimity, majority, or plurality
✓ Autocratic decision making - one individual takes the responsibility for making the decision
✓ Multicriteria decision analysis - evaluate according to a set of predefined criteria
5. Meetings
✓ Change control meetings are held with a change control board (CCB) that is responsible for
meeting and reviewing the change requests and approving, rejecting, or deferring change
requests.
OUTPUTS
1. Approved Change Requests
✓ Approved CRs will be implemented through the Direct and Manage

Project Work process.
✓ Deferred or rejected CRs are communicated to the person or group

requesting the change.
✓ The disposition of all change requests are recorded in the change log.
2. PMP Updates

• The change log is used to document changes that occur during a
project.
4.7
Close Project or Phase
The process of finalizing all activities for the project, phase, or contract.
The 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 endeavours.
✓ The project manager reviews the project management plan to ensure that all project
work is completed and that the project has met its objectives.
INPUTS
1. Project Charter
✓ Documents the project success criteria, the approval

requirements, and who will sign off on the project.

4. Accepted Deliverables
✓ Include approved product specifications, delivery receipts,

and work performance documents.
✓ Partial or interim deliverables may also be included for
phased or cancelled projects.
INPUTS
5. Business Documents
✓ Business case
✓ Benefits Management plan
6. Agreements
7. Procurement Documentation
✓ To close the contract, all procurement documentation

is collected, indexed, and filed.
8. OPA
1. Expert Judgement
✓ Audit
✓ Legal and Procurement
2. Data Analysis
✓ Document analysis - Assessing available documentation

✓ Regression analysis - analyse project outcomes to improve
performance on future projects
✓ Trend analysis - validate the models and to implement
adjustments for future projects
✓ Variance analysis - improve the metrics by comparing what
was initially planned and the end result
3. Meetings
✓ Meetings are used to confirm that the deliverables have been accepted, to validate
that the exit criteria have been met, to formalize the completion.
• close-out reporting meetings

• customer wrap-up meetings
• lessons learned meetings
• celebration meetings
OUTPUTS
1. Final Product, Service, or Result Transition
✓ A product, service, or result, once delivered by the

project, may be handed over to a different group
or organization that will operate, maintain, and
support it throughout its life cycle.
2. Final Report
✓ Summary of the project performance.

✓ Summary of how the final product, service, or result
achieved the business needs identified in the
business plan.
OUTPUTS
✓ All project documents may be updated and marked as final versions as a result of
project closure.
4. OPA updates
✓ Operational and support documents

✓ Project or phase closure documents
✓ Lessons learned repository.
RECAP
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Jayaraj Peter

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Project Management Professional (PMP)®

✓ Project Integration Management

Project Selection Methods

Includes the processes and activities to identify, define, combine, unify,

✓ Good Project Integration Management.

SCOPE SCHEDULE COST QUALITY

RESOURCE COMMUNICATION RISK PROCUREMENT STAKEHOLDER

MONITOR & CONTROL

4.4 Manage 4.6 Perform

Develop Project Develop Project Direct and Manage Manage Project

Developing a Defining, preparing, Leading and Using existing

Tracking, reviewing, Reviewing all change Finalizing all

The process of developing a document that formally authorizes the

✓ Project manager is identified and assigned as early in the project.

1.1 Business Case

1.2 Benefits Management Plan

✓ Agreements are used to define initial intentions for a project.

✓ Agreements may take the form of:

✓ Contract is used when a project is being performed for an external customer.

3. Enterprise Environmental Factors

✓ Government or industry standards

4. Organizational Process Assets

✓ Organizational standard policies, processes, and procedures

TOOLS AND TECHNIQUES

✓ Expert judgment is defined as judgment provided based upon expertise in an application

TOOLS AND TECHNIQUES

✓ Brainstorming is used to identify a list of ideas in a

✓ It is conducted in a group environment and is led by

TOOLS AND TECHNIQUES

2.2 Focus Groups

✓ Improve existing ideas.

✓ An interview is a formal or informal approach to elicit

TOOLS AND TECHNIQUES

3. Interpersonal and Team Skills

3.1 Conflict Management

✓ Ability to effectively guide a group event to a successful decision, solution, or conclusion.

3.3 Meeting management

TOOLS AND TECHNIQUES

• High-level project description, boundaries, and key deliverables

✓ High-level strategic and operational assumptions

✓ The assumption log is used to record all assumptions

The process of defining, preparing, and coordinating all plan

The key benefit of this process is the production of a comprehensive

✓ The project management plan should be baselined.

✓ Once it is baselined, it may only be changed through the Perform Integrated

2. Output from other Processes

✓ Changes to Subsidiary plans and baselines may necessitate updates to PMP.

✓ Government or industry standards

✓ The Organizational standard policies, processes, and procedures

TOOLS AND TECHNIQUES

✓ Expertise should be considered from individuals or groups with specialized knowledge of

TOOLS AND TECHNIQUES

3. Interpersonal and Team Skills

✓ Used to discuss the project approach

1. Project Management Plan (PMP)

The project management plan is the document that describes how

✓ It integrates and consolidates all of the subsidiary management plans and

Subsidiary management plans Baselines

1. Scope management plan 1. Scope baseline

The key benefit of this process is that it provides overall management

1. Project Management Plan

3. Approved Change Requests

✓ Approved change requests are an output of the Perform Integrated Change