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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
 Integration includes characteristics of
unification, consolidation,
communication, and interrelationship
 Project Integration Management
includes making choices about:
 Resource allocation
 Balancing connecting
demands
 Examining any alternative
approaches
 Tailoring the processes to
meet the project objectives
 Managing the
interdependencies among the
Project Management
Knowledge Areas
 the coordination of all elements of a
project:
 coordinating tasks
 resources
 stakeholders
 any other project elements
 managing conflicts between
different aspects of a project
 making trade-offs between
competing requests and
evaluating resources
 Example: if a project is not on track,
you may need to decide between
going over budget or finishing the
project late in order to complete it
 Assessing the situation and making
the decisions is a key part of project
integration management
 Integrated project
management helps ensure
projects are not managed in
isolation
THE PURPOSE OF PROJECT INTEGRATION
MANAGEMENT
 Main purpose: to manage and
coordinate all the processes and
activities during the project life cycle
 It also conducts the project in order to
produce significant outputs
 So each of the project
integration management
processes has another
purpose to achieve the main
objective
PROJECT INTEGRATION MANAGEMENT
 Specific to project managers:
 Whereas other Knowledge
Areas may be managed by
specialists (e.g., cost analysis,
scheduling specialists, risk
management experts), the
accountability of Project
Integration Management
cannot be delegated or
transferred
 Project manager is the one
who combines the results in
all the other Knowledge Areas
and has the overall view of the
project
 Project manager is ultimately
responsible for the project
 Is about:
 Ensuring that the due dates of
the product, service, or result;
project life cycle; and benefits
management plan are aligned
 Providing a project
management plan to achieve
the project objectives
 Ensuring the creation and the
se of the appropriate
knowledge to and from the
project as necessary
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 Managing the performance authority to apply

and changes of the activities in
the project management plan
 Making integrated decisions
regarding key changes
impacting the project
 Measuring and monitoring the
project’s progress and taking
appropriate action to meet
project objectives
 Collecting data on the results
achieved, analyzing the data to
obtain information, and
communicating this
information to relevant
stakeholders
 Completing all the work of the
project and formally closing
each phase, contract, and the
project as a whole
 Managing phase transitions
when necessary
7 PROJECT INTEGRATION MANAGEMENT
PROCESSES
 These integration management
processes occur throughout the entire
project lifecycle
 At least one of these 7 processes falls
within each of the 5 standard phases
of project
 This is because managing project
integration is an ongoing task that
needs to continually happen
throughout a project
1) DEVELOP PROJECT CHARTER
 the first of the project
integration management
processes
 it belongs to the project
initiation phase
 the process of developing a
document that formally
authorizes the existence of a
project and provides the
project manager with the
organizational resources to
project activities
 this will help in authorizing
the project in the organization
 and then, planning phase will
start
 Project Charter – a formal
short document that states a
project exists and provides
project managers with written
authority to begin work
2) DEVELOP PROJECT MANAGEMENT
PLAN
 It belongs to project planning
process group
 The process of defining,
preparing, and coordinating
all plan components and
consolidating them into an
integrated project
management plan
 This process will ensure
proper planning of a project
 It will help in producing
project management plans
such as scope management
plan, schedule management
plan, cost management plan
etc.
3) DIRECT AND MANAGE PROJECT
WORK
 It belongs to the executing
process group
 The process of leading and
performing the work defined
in the project management
plan and implementing
approved changes to achieve
the project’s objectives
 This process ensures the
deliverables of the project will
be produced
 Main outputs of the project
are produced and delivered to
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the customer during executing from the planned values. Or

phase the customer might require
4) MANAGE PROJECT KNOWLEDGE changes to the project, for
 it also belongs to executing instance, they can come with a
process group new requirement or change
 the process of using existing their existing requirement
knowledge and creating new  If changes are approved these
knowledge to achieve the need to be implemented in the
project’s objectives and project and perform
contribute to organizational integrated change control
learning process ensures proper
5) MONITOR AND CONTROL PROJECT implementation of changes in
WORK a project
 It belongs to project 7) CLOSE PROJECT OR PHASE
monitoring and controlling  It belongs to project closing
process group process group
 The process of tracking,  Once the project is completed,
reviewing, and reporting if customer accepted the final
overall progress to meet the product and signed-off the
performance objectives acceptance, if all project
defined in the project objectives are met, the project
management plan can be closed officially
 However, the actual results  The process of finalizing all
will not be exactly as you activities for the project,
planned no matter how well phase or contract
your project plan is
TRENDS AND EMERGING PRACTICES
 Deviations and variances from
the planned values are  Use of Automated Tools – the volume
measured with the help of data and information that project
monitor and control project manages need to integrate makes it
work process necessary to use a project
6) PERFORM INTEGRATED CHANGE management information system
CONTROL (PMIS) and automated tools to collect,
 It belongs to project analyze, and use information to meet
monitoring and control project objectives and realize project
process group as well benefits
 The process of reviewing all  Use of Visual Management Tools –
change requests; approving some project teams use visual
changes and managing management tools rather than written
changes to deliverables, plans and other documents, to
organizational process assets, capture and oversee critical project
project documents and the elements
project management plan; and  Project Knowledge Management – the
communicating the decisions increasingly mobile and temporary
 Changes might be requested work force requires a more rigorous
due to deviations or variances process of identifying knowledge
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throughout the project life cycle and project and the

transferring it to the target audience strategic objectives of
so that the knowledge is not lost the organization,
 Expanding the Project Manager’s creates a formal
Responsibilities – project managers record of the project,
are being called on to initiate and and shows that
finalize the project, such as project organizational
business case development and commitment to the
benefits management. project
 Project managers are also  performed once or at
engaging in more predefined points in
comprehensive identification the project
and engagement of  PROJECT CHARTER INPUT
stakeholders.  BUSINESS CASE – describes
 This includes managing the the necessary information
interfaces with various from a business standpoint to
functional and operational determine whether the
departments and senior expected outcomes of the
management personnel project justify the required
 Hybrid Methodologies – some project investment
management methodologies are  Commonly used for decision
evolving to incorporate successfully making by managers or
applied new practices executives above the project
 Examples: the use of agile and level
other iterative practices;  Typically, the business need
business analysis techniques and the cost benefit analysis
for requirements are contained in the business
management; tools for case to justify and establish
identifying complex elements boundaries for the project
in projects; and organizational  The business case is created
change management methods as a result of one or more of
to prepare for transitioning the following:
the project outputs into the  Market demand
organization  Organizational need
 Customer request
PROJECT ONE
 Technological
 DEVELOP PROJECT CHARTER – the advancement
process of developing a document  Legal requirement
that formally authorizes the existence  Ecological impacts
of a project and provides the project  Social need
manager with the authority to apply  Agreements are used to define
organizational resources to project initial intentions for a project
activities  Agreements may take the
 Key Benefits: form of contracts,
 it provides a direct memorandums of
link between the understanding (MOUs),
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service level agreements

(SLA), letters of agreement,
letters of intent, verbal
agreements, email, or other
written agreements
 A contract is used when a
project is being performed for
an external customer