Project Integration Management Chapter 4

Overview
One of the important roles of a project manager is to perform integration Take Notes:
management—to put all the pieces of a project together into a cohesive whole.
Integration management is such an integral part of a project manager's job that it could
be said to be the main reason for the project manager's existence in an organization and
on a project.

While the work of the project is done, the team members complete the work packages,
the project sponsor protects the project from changes and loss of resources, and the
project manager puts all the pieces of the project together into one cohesive whole that
gets the project done faster, cheaper, and with fewer resources, while meeting the
project objectives.

The Project Manager integrates the components by balancing all the processes in the
knowledge areas (scope, time, cost, quality, risk, communications, procurement
management, and human resources) with one another . These project management
processes do not happen independently.

Integration Processes:

PMBOK 4th edition has defined 6 processes to manage the project lifecycle by the
integration of various components. These processes interact with one another r and also
with the processes in the other knowledge Areas. Those processes are:
4.1 Develop Project Charter—the process of developing a document that formally
authorizes a project or a phase and documents initial requirements that satisfy the
stakeholder’s needs and expectations.
4.2 Develop Project Management Plan—the process of documenting the actions
necessary to define, prepare, integrate, and coordinate all subsidiary plans.
4.3 Direct and Manage Project Execution—the process of performing the work defined
in the project management plan to achieve the objectives of the project.
4.4 Monitor and Control Project Work—the process of tracking, reviewing, and
regulating the progress to meet the performance objectives defined in the project
management plan.
4.5 Perform Integrated Change Control—the process of reviewing all change requests,
approving changes, and managing changes to the deliverables, organizational process
assets, project documents, and the project management plan.
4.6 Close Project or Phase—the process of finalizing all activities across all of the Project
Management Process Groups to formally complete the project or project phase.

The following table describes the Integration Management Inputs, tools & techniques
and outputs.

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Chapter 4 Project Integration Management

Inputs Tools & Techniques Outputs

Take Notes:
Project statement of work Expert judgment Project charter
Business case
4.1 Develop Project Contract
Charter
Enterprise environmental factors
Organizational process assets
Project charter Expert Judgments Project management plan
4.2 Develop Project Outputs from planning processes
Management Plan Enterprise environmental factors
Organizational process assets
Project management plan Expert Judgments Deliverables
Approved change requests PMIS Work performance indicators
4.3 Direct and
Enterprise environmental factors Change requests
Manage Project
Execution Organizational process assets Project management plan
updates
Project documents updates
Project management plan Expert Judgments Change requests
Performance reports Project management plan
4.4 Monitor and updates
Control Project Work
Enterprise environmental factors Project documents updates
Organizational process assets
Project management plan Expert Judgments Change request status ,updates
Work performance information Change control Project management plan
4.5 Perform meeting updates
Integrated Change Change requests Project documents updates
Control
Enterprise environmental factors
Organizational process assets
Project management plan Expert Judgments Final product, service or result
transition
4.6 Close project or Accepted deliverables Organizational process assets
phase updates
Organizational process assets

Integration Management - Knowledge Area Process Elements (ITTO)

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Project Integration Management Chapter 4

4.1 Develop Project Charter Take Notes:

In today's increasingly competitive world, we must ensure that projects undertaken
have value, provide efficiency, and meet the organization's strategic objectives. We must
pay close attention to every project we choose to undertake. Good project management
begins with good project selection.

The Develop Project Charter process is intended to ensure that any project chartered
and authorized by management is well thought-through and justified. Applying the
Develop Project Charter process encourages management to thoroughly consider all
high-level aspects of a proposed project, and then to make an informed selection
decision.

The project charter is such an important document that a project cannot be started
without one. If the project charter is the target for the project that serves to define the
parameters of success, then without it, the project and the project manager cannot be
successful!

A project charter may be created by the project manager but is issued by the sponsor in
the initiating process group. It should be broad enough so it does not NEED to be
changed as the project progresses. It provides, at a minimum, the following benefits:
 The project charter formally recognizes or authorizes the existence of the
project, or it establishes the project. This means that a project does not exist
without a project charter.
 It gives the project manager authority to spend money and commit corporate
resources.
 The project charter provides the high-level requirements for the project.
 It links the project to the ongoing work of the organization.

Project Charter and its contents

1. Project Title and Description (What is the project?)

2. Project Manager Assigned and the Authority Level
3. Business Case (Why is the project being done? On what financial or other basis
can we justify doing this project? Describe the project purpose and justification.
4. Resources Pre-assigned (How many or which resources will be provided?)
5. Stakeholders (Who will be affected by the project (influence the project), )
6. Stakeholder Requirements As Known (Requirements related to both project and
product scope)
7. Product Description/Deliverables (What specific product deliverables are wanted, and
what will be the expected end result of the project?)
8. Measurable Project Objectives (The objectives need to be measurable and will depend on
the defined priority considering the project constraints.)
9. Project Approval Requirements (What items need to be approved for the project, and
who will have authority to approve this? What indicates success?)
10. Summary milestone schedule
11. Summary budget:

12. HHigh-Level Project Risks (Potential threats and opportunities for the project)

The following inputs are required to Develop a Project Charter:

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Project Statement of Work (SOW) The project statement of work is created by the
Take Notes: customer/sponsor and describes their needs, product scope, and how the project fits
into their strategic plan. This document may not be complete when received as an input
to the Develop Project Charter process. It is further defined in the project scope
statement in the planning process group.
Charters with Work under Contract All projects should have charters. When the work is
being done for an outside organization, the seller still needs to create a project charter
from their own perspective. Therefore, for projects where there are buyers and sellers,
both organizations would have to create project charters that have different points of
view. The buyer's reason for the project, as stated in their project charter, might be to
achieve a particular product while meeting project constraints. The seller's reason for
working on the project, as stated in their project charter, might be to increase revenue,
enhance their reputation, or gain additional work from the buyer.
Business Case Describes the reason the project is worth investing in, from the business
standpoint
Enterprise Environmental Factors Project managers have to deal with and make use of
company culture and existing systems which are known as Enterprise environmental
factors
Organizational process Assets are—processes, procedures, corporate knowledge base,
and historical information.
Historical Information Historical information or data is a record of past projects. It
is used to plan and manage future projects, thereby improving the process of project
management

4.2 Develop Project Management Plan

For understanding purposes, Aditya uses alternative terms “Binder” or “Project Control
Document” or “Project Strategy Document” for Project Management Plan.

Project managers must plan before they act. Management plans are the strategy
for managing the project and the processes in each knowledge area. These
management plans answer the following questions “How do we define, plan, manage,
and control scope or schedule, or cost, or quality, or other constraint for the project?".
Management plans also include how these variables will be measured and how the
variances are reported, and how changes, including corrective and preventive actions, will
be requested, approved, and implemented.

To Conclude - A project management plan is an integration function—it integrates all the

knowledge area management plans into a cohesive whole. This plan also includes the
following baselines for the project...
 The project management processes that will be used on the project
 The management plans for scope, schedule, cost, quality, human resources,
communications, risk, and procurement
 Scope, schedule, and cost baselines
 A requirements management plan
 A change management plan
 A configuration management plan
 A process improvement plan

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Baseline (Performance measurement baseline) The project management plan contains

the scope, schedule, and cost baselines, against which the project manager will need to Take Notes:
report project performance. These baselines are created during planning.
Scope baseline which will have 3 parts : The project scope statement, work
breakdown structure (WBS), and WBS dictionary
Schedule baseline The agreed-upon schedule, including the start and stop times
Cost baseline The time-phased cost budget

Together, these baselines are called the performance measurement baseline.

Requirements Management plan describes how requirements will be identified,

managed, and controlled.

Change Management Plan addresses possible needs for changes and adopts measures
that limit the negative effects of such changes. Its allows the project managers to
prevent unnecessary changes and to plan the project in a way that minimizes the need
for changes

Change Control System Many organizations have a change control system as part of
their organizational process assets. This system includes standardized forms,
reports, processes, procedures, and software to track and control changes. It is a
vital part of the organizational process assets on a project

Configuration Management Plan It defines how Project Manager manages changes to

the deliverables and the resulting documentation, including which organizational tools to
use, also a part of the configuration management system.

Configuration Management System The configuration management system may

include the change control system and is part of the project management information
system (PMIS). It contains the organization's standardized configuration management
tools, processes, and procedures.

Process Improvement Plan As part of planning, the project manager identifies existing
processes to be used on the project and may create some of his or her own. Planning in
efforts to improve these processes is a required part of project management, because
good processes are indispensable to projects completion.
Project Documents These are basically any documents used to manage a project
that are not part of the project management plan. They include the project charter,
statement of work, contracts, the stakeholders register, requirements documentation,
the activity list, quality metrics, the risk register, the issue log, the change log, and
other such documentation

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Take Notes:

4.3 Direct and Manage Project Execution

This is the integration part of the executing process group. In Direct and Manage Project
Execution, the project manager integrates all the executing processes into one coordinated effort
to accomplish the project management plan and produce the deliverables. In addition to
completing the activities and deliverables in the project management plan, Direct and Manage
Project Execution involves requesting changes and completing the work with the accompanying
approved change requests. PMI's approach to executing the project is to think about managing the
schedule, budget, risks, quality, and all the other knowledge areas.
The following is a list of the common tasks associated with the Direct and Manage Project
Execution process:
1. Execute Scope
a. Utilize the WBS to manage project deliverables
b. Conduct work scope in accordance with the plans
c. Establish review and approval processes for project deliverables
d. Apply the Project Schedule
2. Employ mechanisms to measure, record, and report progress of activities in relation to the
agreed schedule and plans
a. Conduct ongoing analysis of options to identify variances and forecast the impact of
changes on the schedule
b. Review progress throughout the project life cycle and implement agreed schedule
changes to ensure consistency with changing scope, objectives, and constraints
related to time and resource availability
c. Develop and implement agreed responses to perceived, potential, or actual schedule
changes, to maintain the project objectives
3. Execute the Cost Baseline
a. Implement agreed financial management procedures and processes to monitor the
actual expenditures and to control costs
b. Select and utilize cost analysis methods and tools to identify cost variations,
evaluate options, and recommend actions to the higher project authority
c. Implement, monitor, and modify agreed actions to maintain your financial and
overall project objectives throughout the project life cycle
4. Implement Project Time Reporting
a. Execute requirements and processes for time reporting including time-reporting
data in regular progress reports to all project stakeholders
5. Execute the Risk Response Plan, including preventive actions as necessary
a. Initiate and manage change requests as a response to risk events
b. Manage change to the risk response plan as a result of evolving circumstances

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Take Notes:
6. Manage Human Resources
a. Manage the changes in the organizational plans
b. Monitor the results of team-building activities
c. Monitor the effectiveness of programs for enhancing project team performance
d. Monitor the rewards and recognition plan
7. Manage and Review Contract Performance
a. Review contractor costs, schedules, and technical performance levels
b. Implement the contract change control system
8. Other actions
a. Identify and execute preventive actions or modifications to the project plan
using a structured approach
b. Utilize structured communication methods
c. Utilize regularly scheduled project status reviews
d. Utilize project information systems to provide project updates and data
e. Utilize negotiating strategies
f. Apply problem solving techniques in managing the project
g. Implement methods to influence behavior and serve as preventive action
h. Manage various project related technical and/or organizational interfaces
i. Utilize work authorization systems and procedures for approving project work to
ensure proper work sequencing
j. Know products and services and have the ability to monitor and react to project
changes initiated by the sponsor
k. Document work results and quality outcomes, including completion of the
project deliverables
l. Identify change requests during work processes and determine potential project
scope changes

4.4 Monitor and Control Project Work

Monitoring and controlling project work is a control function that is done from
the project initiation through the project closing. The project manager’s
responsibility is to continuously monitor the project work, and any aspect that is
heading off course is identified; make control adjustments, as necessary, to bring the
project back in alignment, to ultimately achieve the defined objectives. Activities include:
 monitor all other processes through initiation, planning, executing, and closing
 take/make corrective/preventive actions, as needed
 compare actual project performance with the Project Management Plan and
determine the need to take/make corrective/preventive actions
 analyze, track, and monitor project risks (for comparison and evaluation with the
Risk Management Plan)

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 Maintain an accurate information base

Take Notes:  Prepare and distribute project cost and project schedule forecasts
 Monitor the implementation of approved changes
The results of the Monitor and Control Project Work are change requests which include
recommended corrective and preventive action and defect repair, as well as updates to the
project management plan and project documents. The change requests from this and other
processes are evaluated and approved or rejected in the Perform Integrated Change Control
process,

Work Authorization System: This is the project manager's system for authorizing the start of
work packages or activities. It is part of the enterprise environmental factors on the project, which
are an input to the Monitor and Control Project Work process and many other processes.
Change Requests Changes are inevitable; no matter how well plan a project. Is planned.. Some
changes may be additions to the project or even changes in the policies and procedures used on
the project. Other changes are identified as you manage the execution of the project or in the
monitoring and controlling processes when measuring project performance are made against the
performance measurement baseline. All change requests are submitted the integrated change
control process. Once changes are approved, one of following 3 actions can be taken:

 Corrective Action is any action taken to bring expected future project performance in line
with the project management plan.
 Preventive Action is any action that deals with anticipated or possible deviations from
the performance measurement baseline
 Defect Repair which is another word for rework is necessary when a component of the
project does not meet specifications.

4.5 Perform Integrated Change Control

When a change is formally requested, it must be considered using the Integrated Change Control
processes. Allowing only necessary changes to be approved will lead towards project success.

Perform Integrated Change Control is the process of effectively managing changes and integrating
them appropriately across the entire project. It is important to understand that it is the project
manager's responsibility to discourage unnecessary changes. However, when changes are warranted,
they must be made in strict accordance with the project's change control system, and that the
established project baselines remain intact. Realigning is appropriate only in extreme situations.

Configuration management is applied in conjunction with change control processes to control

changes to the project baselines and product specifications. Configuration management is
focused on specifications surrounding the deliverables and the specifications for processes that
are used on the project. Change control works with configuration control. Change Control
documents and controls the changes to the project baseline such as Scope, Schedule and Cost
parameters and product deliverables baseline.

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Project changes, although often initiated verbally, should always be documented to

Take Notes:
allow tracking and control. Additionally, all project changes should be approved or
rejected formally.

Change Control Board: Depending on the project manager's level of authority, his or her
role might be to facilitate decisions about some changes, rather than actually make the
decisions. For this purpose, many projects have change control boards. The board is
responsible for reviewing and analyzing change requests. It then approves or rejects the
changes requested the composition of the board may include the project manager, the
customer, experts, the sponsor, and others.

Detailed Process for Making Changes

1. Prevent the root cause of changes. The project manager should not just focus on
managing changes, but proactively eliminate the need for changes.
2. Identify change Changes can come from the project manager, the sponsor, the
team, management, the customer, or other stakeholders. The project manager
should actively be on the lookout for changes from these sources, because
discovering a change early will decrease the impact of the change.
3. Look at the impact of the change
4. Create a change request the process of which should follow the change
management plan.
5. Perform integrated change control: Identify the impact of the change on the other
project constraints
o Assess the change
o Look for options
o Determine whether the change is approved or rejected
o Update the status of the change in the change control system which helps
everyone know the status of the change.
6. Adjust the project management plan, project documents, and baselines
7. Manage stakeholders' expectations by communicating the change to the
stakeholders
8. Manage the project to the revised project management plan and project
documents

4.6 Close Project or Project Phase

Close Project or Project Phase is the process of formally ending either the project or
project phase. This process documents project results to formalize the acceptance of
the product, the project or project phase. Close Project or Phase is also utilized for
projects that are terminated prior to their completion.

Close Project or Phase is performed by collecting project records, evaluating

project performance, analyzing lessons learned and archiving all project
information for future review and use.

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Take Notes:  Confirm work is done according to requirements

 Complete procurement closure
 Gain formal acceptance of the product
 Complete final performance reporting
 Index and archive records
 Update lessons learned knowledge base
 Hand over completed product
 Release resources

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