Tricia Lynch

BACKGROUND

What is Project management?

Project management is the application of knowledge, skills, tools and techniques to project
activities to meet the project requirements. It is accomplished through five(5) project
management processing groups- Initiating, Planning, Executing, Monitoring and
Controlling and Closing.

 Managing a project typically includes:-

 Identifying requirements

 Addressing the various needs, concerns and expectations of the stakeholders as the
project is planned and carried out

 Balancing the competing project constraints including but not limited to Scope,
Quality, Schedule, Budget, Resources and Risk.

According to PMBOK 4TH edition Project Management body of knowledge the PMBOK guide is
the standard for managing most projects most of the time across many types of industries. This
standard describes the project management process, tools and techniques used to manage a
project toward a successful outcome.

In the Project Management Body of Knowledge (PMBOK) the process groups are the

chronological phases that the project goes through, and the knowledge areas occur throughout
any time during the process groups.  The process groups are horizontal, and the knowledge areas
are vertical.  They are the core technical subject matter of the project management profession,
and they bring the project to life.

These are the 10 Project Management knowledge areas:

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
 4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

Project Integration Management - Overview

Project Integration Management is about:

 Ensuring that the deliverable due dates of the product, service or result ; project
lifecycle ; and the benefit management plan are aligned
 Providing a project management plan to achieve the project objectives
 Ensuring the creation and the use of the appropriate knowledge
 Managing the performance and changes
 Making integrated decisions regarding key changes
 Measuring and monitoring the project’s progress, taking appropriate actions to meet the
project objectives
 Collecting data on the results achieved, analysing the data to obtain information and
communicating the information to relevant stakeholders
 Completing all the work of the project and formally closing each phase, contract and
project as a whole and
 Managing phase transitions when necessary.

What is Integration
Integration is the action or process of combining or consolidating or in-cooperating different
things together.

What is Project Integration Management

According to PMBOK is the processes and activities needed to identify, define and combine,
unify and coordinates the various processes and project management activities within the Project
Management Process groups.
It entails making choices about resource allocation, making trade-offs among competing
objectives and alternatives, and managing the interdependencies among the Project management
knowledge areas.

Another definition:-

Project Integration management is the processes and activities that are carried out to identify,
combine and coordinate the various project management processes within process management
process groups.

This knowledge area contains the tasks that hold the overall project together and integrate it into
a unified whole.

Project integration Management Processes :

There are 7 project integration management processes and each of these processes contributes to
overall project integration management and project success.

The project integration management processes are :

 Develop project charter
 Develop project management plan
 Direct and manage project work
 Manage project knowledge
 Monitor and control project work
 Perform integrated change control
 Close project or phase

DEVELOP PROJECT CHARTER

BLOG Here is the overview of the process:

1. Develop project charter:

The project charter is the incorporation document of the project. In some ways, it is “above” the
project. It defines what the organization is thinking when creating the project. It lays out the
goals of the project as well as the business case for it, and authorizes the project manager. A
Statement of Work identifies the project’s scope, although a complete scope statement is not the
goal at this stage. That falls to the project scope knowledge area.

Project integration management tools and technique, we will briefly look what are the major
inputs (Inputs for project charter) , tools and techniques, outputs for each process.

INPUT T&T OUTPUT

Business Documents  Expert judgment Project charter

1. Business case
2. Benefits management plan

Agreements Data gathering Assumption log

1. Brainstorming
2. Focus groups
3. Interviews
 INPUT T&T OUTPUT

Enterprise Environmental Factors Interpersonal and team skills 

Organizational Process Assets 1. Conflict management
2. Facilitation
3. Meeting management

Meetings

INPUTS:-

STATEMENT OF WORK (contributes to the business goals)

The main purpose of the integration management is to manage and coordinate all the processes
and activities during the project life cycle. It also conducts the project as a whole in order to
produce significant outputs

BUSINESS CASE (Meeting the customer needs)

This document is used for decision making on whether the project result will meet the required
investment or not. This helps to make sure whether the project is strategically aligned to the
business objectives of the organization.

BENEFTIS MANAGEMENT PLAN

This document will describe how and when the benefits of the project will be delivered.

AGREEMENT
Often a contract between an owner organization (such as an oil company) and a project
management organization (such as an engineering firm) can seem to take the place of a project
charter.  But the PMBOK states that a project charter should not be substituted by a contract
because there is no exchange of money.  The contract states the project’s firm deliverables,
whereas the project charter has the project management function of building the project on a firm
foundation, therefore the two documents should be kept separate.

Agreements in the form of contracts, M.O.U., SLA, Letter of agreements, letter of intent, verbal
agreement, email.

ENTERPRISE ENVIRONMENTAL FACTORS

Enterprise Environmental Factors (EEF) are any or all environmental factors either internal
or external to the Project that can influence the Project's success. EEF includes culture, weather
conditions, government regulations, political situation, market conditions, etc., which are usually
out of one's control.

Examples of EEF:

 Organizational culture, processes, and infrastructure

 Product standards 

 Quality standards

 Government standards

 Market standards and conditions

 Codes of conduct

 Staffing guidelines

 Reviews and training records

 Work authorization systems

 Political unrest

 Organizational communication channels

 Risk databases

 Project management information systems (PMIS) — Automation tools like scheduling

tools
Enterprise environment factors are so important that they can enhance or reduce the project
management options and positively or negatively impact the project success.

What are Organizational Process Assets?

Most organizations have developed a range of templates, contracts, registers, and assessment
tools to assist the management of their projects. Organizations have also acquired knowledge in
the form of lessons learned—and the organization’s knowledge base that can be very useful.

Therefore, Organizational Process Assets would include anything the organization has acquired
that you can use in the management of the project. They include formal and informal plans,
policies, procedures, and guidelines. These are very important for the planning stage, irrespective
of the nature of the project. Whether your project is long-term or short-term, OPAs are a must. 

Here’s a list of common OPAs:

 Standardized guidelines

 Proposal evaluation criteria

 Work breakdown structure templates

 Project schedule network diagram templates

 Risk templates

 Organizational standard processes

 Project closure guidelines

 Defect management processes

 Lessons learned and historical databases

 Change control procedures

 Financial control procedures

 Project files
.To sum it up, OPAs improve the management of the project and EEFs establish guidelines to
help you manage the project. Both OPAs and EEFs can be updated if there’s any change
implemented in your project.
.

Develop Project Management Plan

The project management plan defines the how the project will be managed.  It can be distributed
to the stakeholders or kept as a private document which guides the project manager.  All ten
knowledge areas are covered in it, and more than half of the PMBOK’s processes are used in its
creation.  It is a living document that is updated as the project progresses, for example the
project’s scope changes, schedules are adjusted, budgets are revised, and so forth.
The project management plan components are grouped in to following 3 major catagories :
1. Subsidiary Management plans
2. Baselines
3. Additional components
INPUT TOOLS & TECHNIQUES OUTPUT

Project charter Expert judgment Project management plan

Outputs from other processes Data gathering

1. Brainstorming
2. Focus groups
3. Interviews
4. Checklists

Enterprise Environmental Factors Interpersonal and team skills

Organizational Process Assets 1. Conflict management
2. Facilitation
3. Meeting management

Meetings

Develop Project Management Plan

The project management plan defines how the project is executed , monitored and controlled,
closed. Project management plan should be baselined

Direct and Management Project Work

Direct and manage project work is the process for directing the defined work as per project
management plan and change requests are implemented to achieves project goals. This process
manages the deliverables and project work for project success.

INPUT TOOLS & TECHNIQUES OUTPUT

Project Management Plan  Expert judgment Deliverables

1. Any component

Project documents Project Management Work performance data

Information System

Approved change requests Meetings Issue log

Enterprise Environmental Factors Change Requests

Organizational Process Assets
 INPUT TOOLS & TECHNIQUES OUTPUT

Project Management Plan Updates

1. Any Document

Project document updates

OPA updates

Manage Project Knowledge

Manage project knowledge is a new process added in PMBOK6 version. Manage project
knowledge is a process for managing knowledge and creating new knowledge to achieve the
projects objectives. Organization process assets is the storage of knowledge and it is leveraged in
this process. The knowledge created by the project is captured and is updated in the
organizational process asset.

As per Knowledge Management, the Data-Information-Knowledge paradigm is picturized as below.

The knowledge is further categorized in to the following three types. It is very critical for every growing organization to learn and
grow mature in capitalizing the knowledge.
Finally, the process model looks as below. this addition opens up a new area of focus for the
organization. This can be aligned well with OPA and PMO as part of the organization’s project
maturity model/improvement initiatives
The knowledge management tools are listed separately and they are worth noting:
 Networking (formal an informal social interactions)
 Communities of Practices
 Work shadowing and reverse shadowing
 Discussion forums such as focus groups
 Knowledge sharing events such as seminars/conferences
 Workshops including Problem solving sessions
 Story telling
 Creativity and ideas management
 Knowledge fairs and cafés
INPUT TOOLS & TECHNIQUES OUTPUT

Project Management Plan  Expert judgment Lessons learned register

1. Any component

Project documents  Knowledge management Project management plan updates 

1. Lessons learned register 1. Any component
2. Project team assignments
3. Resource breakdown structure
4. Source selection criteria
5. Stakeholder register

Deliverables Information management Organizational Process Assets updates

Enterprise Environmental Factors Interpersonal and team skills 

Organizational Process Assets 1. Active listening
2. Facilitation
 INPUT TOOLS & TECHNIQUES OUTPUT

3. Leadership
4. Networking
5. Political awareness

Monitor and Control Project Work

This process is to collect the performance data of the project and benchmark it with targets.
Monitor and control project work is the process of tracking, reviewing and reporting the overall
progress of the project and evaluate the current performance of the project and take necessary
action to to address the issues. This allows the transparent information to stakeholders on how
the project is progressing.

INPUT TOOLS & TECHNIQUES OUTPUT

Project Management Plan  Expert judgment Work performance reports

1. Any component

Project documents includes: Data analysis Change Requests

1. Assumption log 1. Alternatives analysis
2. Basis of estimates 2. Cost-benefit analysis
3. Cost forecasts 3. Earned value analysis
4. Issue log 4. Root cause analysis
5. Lessons learned register 5. Trend analysis
6. Milestone list 6. Variance analysis
7. Quality reports
8. Risk register
9. Risk report
10. Schedule forecasts

Work performance information Information management Project management plan updates

1. Any component

Agreements Decision making Project documents updates 

1. Cost forecasts
2. Issue log
3. Lessons learned register
4. Risk register
5. Schedule forecasts
 INPUT TOOLS & TECHNIQUES OUTPUT

Enterprise Environmental Factors Meetings

Organizational Process Assets
Perform Integrated Change control

Perform integrated change control is one of the important process or activity. Perform integrated
change control is the process of reviewing all change requests and approving the changes. When
approving change request it is required to consider the impact of the project objectives. Also any
changes will lead to change in deliverables, update in project documents, project management
plan updates, etc. One of the key parameter to be evaluated as part of integrated change control is
risk analysis, what are the risks in approving the change to the project deliverables and goals
INPUT TOOLS & TECHNIQUES OUTPUT

Project Management Plan Expert judgment Approved change requests

Project documents Data analysis Project management plan updates 

1. Basis of estimates 1. Alternatives analysis 1. Any component
2. Requirements traceability 2. Cost-benefit analysis
3. Matrix 3. Decision making
4. Risk report 4. Voting
5. Autocratic decision making
6. Multi criteria decision analysis

Work Performance Reports Meetings Project documents updates

1. Change log 

Change requests

Enterprise Environmental Factors

Organizational Process Assets

Close Project or Phase

There are almost always a myriad of things that must be done to close a project or phase.  Things
like final inspections, insurance or bonding documentation, or contract closures.  Closing a
project is one of the most skipped yet greatest visibility aspects of the project to senior managers
and executives.

INPUT TOOLS & TECHNIQUES OUTPUT

Project charter Expert judgment Project documents updates

1. Lessons learned register
 INPUT TOOLS & TECHNIQUES OUTPUT

Project management plan
1. All components
Data Analysis Final product, service, or result transition
1. Document analysis
2. Regression analysis
3. Trend analysis
4. Variance analysis

Project documents includes: Meetings Final report

1. Assumption log
2. Basis of estimates
3. Change log
4. Issue log
5. Lessons learned register
6. Milestone list
7. Project communications
8. Quality control measurements
9. Quality reports
10. Requirements documentation
11. Risk register
12. Risk report

Accepted deliverables Organizational process assets updates

Business Documents
1. Business case
2. Benefits management plan

Agreements

Procurement documentation

Enterprise Environmental Factors

Organizational Process Assets
The project document list includes :
 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
 Risk report

5. Monitor and control project work:

6. Perform integrated change control:
.
7. Close project or phase:
Close project or phase is the process of final closure of the project activities or contract.
The lessons learned from the project is captured and updated. The project can close because of
successfull completion and stakeholders agreed for the deliverables , the project can be also
closed because it is not giving any benefits to the organization.
The Elements of a Project Charter

Before a project even begins, a project charter is a document that incorporates the project and
appoints the project manager.

PMBOK, 5th Edition, Section 4.1.3.1, “Project Charter”

The project charter is the document issued by the project initiator or sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities.  It documents the business needs,
assumptions, constraints, the understanding of the customer’s needs and high-level
requirements, and the new product, service, or result that it is intended to satisfy, such as:

 Project purpose or justification

 Measurable project objectives and related success criteria
 High-level requirements
 Assumptions and constraints
 High-level project description and boundaries
 High-level risks
 Summary milestone schedule
 Summary budget
 Stakeholder list
 Project approval requirements (i.e. what constitutes project success, who decides the
project is successful, and who signs off on the project
 Assigned project manager, responsibility, and authority level, and
 Name and authority of the sponsor or other person(s) authorizing the project charter

A good project charter contains the following information:

1. Project purpose or justification

Stating the business need that the project addresses can give everyone direction and clarity
regarding project decisions and build a foundation of strong leadership from the performing
organization.  When everyone knows why the project is being performed, they can be laser
focused on the end result.
2. Measurable project objectives and related success criteria.
A statement of the project’s goals and criteria for success creates a strong statement of what
the company is expecting from the project.  It ensures everyone is working toward the same
goal and is clear on what those goals are.
3. High level requirements
There are several components which have a place within the project charter (i.e. above the
project) as well as the project management plan (i.e. within the project).  The project
requirements as envisioned by the organization can be placed within the project charter to
make it clear what the organization is thinking by creating the project.
4. Assumptions and constraints
Many project issues arise from unclear assumptions, and many of these assumptions are
clear to the management of the organization before they create the project.  Therefore, they
should be stated within the project charter and thereby passed down to the project
management plan.
5. High-level project description and boundaries
A high level scope is generally defined, if not on paper than in executive’s minds, well
before the project becomes a project.  Writing this scope into a project charter makes it
crystal clear what the project’s creators are thinking.  It should not, however, be considered
a final project scope.
6. High-level risks
Most projects have one or two major risks that define the project.  For example a structural
failure for a bridge overpass project, or website payment software that contains security
glitches.  These are the risks that are fundamental to the project’s success and are generally
thought about before the project becomes a project.  Therefore, they should be included
within the project charter, but they should not take the place of a project risk
analysis within the project management plan.
7. Summary milestone schedule
Most projects have milestones that are defined by executives before the project becomes a
project, whether explicitly stated or implied.  For example a mine access road needs to be
completed before construction equipment can move in.  These milestones define the project
and should therefore be placed into the project charter, however they do not take the place
of a detailed project schedule during the project planning stage.
8. Summary budget
All projects are created in the context of organizational budget constraints.  This context
should be communicated within the project charter in order to pass on the budgetary
constraints into the project planning phase.
9. Stakeholder list
Most projects have one or two major stakeholders that need alot of attention.  For example,
a project for a new coal mine that requires a golf course to be moved (a real project of
mine) needs to make sure it works very closely with the golf course.  Although the project
charter is not the appropriate place for a comprehensive list of all stakeholders, the ones
that are of primary importance to the project should be identified.
10. Project approval requirements
Because most projects require approval from external authorities, those approvals which
will have a major impact on the project can be explicitly stated within the project charter. 
For example, in the mine building project mentioned above, the government approval for
mine construction is so integral to the project that it could be mentioned in the project
charter.  The project charter is not the place for a comprehensive list of approval
requirements, however.
11. Assigned project manager
As stated in the PMBOK above, one of the primary purposes of the project charter is to
assign responsibility to the project manager.  Therefore, the project manager should be
named and their authority to use organizational resources should be made clear.
12. Project Sponsor
The project sponsor is one level above the project manager, often an organization contact
for the project.  They should be named and their responsibilities in regard to the project
made clear.
REFERENCES

ELEMENTS OF A PROJECT CHARTER- MARCH 2016 , BERNIE ROSEKE,P.ENG

WWW. THETIPS4YOU

WWW.PROJECTENGINEER,NET

WWW.EDU.HUB.SPOT.COM

WWW.SIMPLELEARN.COM
Course work: Project Integration Management

Course: Project Development Management

Lecturer: Mr. M. Roberts

Student: Tricia Lynch

Id. 1216654