The PM is responsible for what the teams produce.

The The PM must establish the interpretation of the vision,

PM needs to take a holistic view of the team’s products
in order to plan, coordinate, and complete them.
The PM begins by reviewing the vision, mission, and
objectives of their respective organizations to ensure
alignment with their products.
mission, and objectives involved in successfully
completing their products.
The PM must use that interpretation to communicate
and motivate the team toward the successful completion
of their objectives.
The PM leads the project team to meet the project’s objectives and
stakeholders’ expectations. The project manager works to balance the
competing constraints on the project with the resources available.

The PM also performs communication roles between the project

sponsor, team members, and other stakeholders. This includes
providing direction and presenting the vision of success for the project.
The project manager uses soft skills (e.g., interpersonal skills and the ability to
manage people) to balance the conflicting and competing goals of the project
stakeholders in order to achieve consensus. *** consensus means that the relevant
stakeholders support the project decisions and actions even when there is not 100% agreement ***

Research shows that successful project managers consistently and effectively use certain
essential skills. Research reveals that the top 2% of project managers as designated by
their bosses and team members distinguish themselves by demonstrating superior
relationship and communication skills while displaying a positive attitude.
Technical Project Management

Leadership

Strategic and Business

Management
PROJECT INTEGRATION
MANAGEMENT
Topics to cover today

Defining Project Integration Management

Project Integration Management purpose and its Processes

TRENDS AND EMERGING PRACTICES

 • 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.

Project
• Integration includes characteristics of unification, consolidation,
communication, and interrelationship.

Integration
• Project Integration Management includes making choices about:
– Resource allocation,

Management – Balancing competing demands,

– Examining any alternative approaches,
– Tailoring the processes to meet the project objectives, and
– Managing the interdependencies among the Project Management
Knowledge Areas.
 Project integration management is the coordination
of all elements of a project.

Project
This includes coordinating tasks, resources, stakeholders, and any
other project elements, in addition to managing conflicts between
different aspects of a project, making trade-offs between competing

Integration requests and evaluating resources.

Management One example would be 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 decision 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
• 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 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 is about:
– Ensuring that the due dates of the product, service, or result; project life
cycle; and the benefits management plan are aligned;
– Providing a project management plan to achieve the project objectives;
– Ensuring the creation and the use of the appropriate knowledge to and

Project from the project as necessary;

Managing the performance and changes of the activities in the project

Integration
–
management plan;

Management
– 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; and
– Managing phase transitions when necessary.
 7 Project Integration
Management Processes

Develop Project Direct and

Develop Project Manage Project
Management Manage Project
Charter Knowledge
Plan Work

Monitor and Perform

Close Project or
Control Project Integrated
Phase
Work Change Control
PIM Processes
• These integration management processes occur
throughout the entire project lifecycle.
• In other words, at least one of these seven
processes falls within each of the five standard
phases of a project.
• This is because managing project integration is an
ongoing task that needs to continually happen
throughout a project.
 1. Develop Project Charter
– This is 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 authority to apply organizational resources to project
activities.
– This will help in authorizing the project in the organization.
– And then, the planning phase will start.

PIM
Processes
*project charter is a formal short document that
states a project exists and provides project
managers with written authority to begin work
 2. Develop Project Management Plan
– This is the second of the project integration management
processes. 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.
– Also, it will help in producing project management plans such as
scope management plan, schedule management plan, cost
management plan etc.

PIM
Processes
 3. Direct and Manage Project Work
– This is the third of the project integration management processes.
It belongs to 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 the
customer during executing phase.

PIM
Processes
 4. Manage Project Knowledge
– This is the fourth of the project integration management
processes. It also belongs to executing process group.
– The process of using existing knowledge and creating new
knowledge to achieve the project’s objectives and contribute to
organizational learning.

PIM
Processes
 5. Monitor and Control Project Work
– This is the fifth of the project integration management processes.
It belongs to project monitoring and controlling process group.
– The process of tracking, reviewing, and reporting overall progress
to meet the performance objectives defined in the project
management plan.
– However, the actual results will not be exactly as you planned no
matter how well your project plan is.
– Deviations and variances from the planned values are measured
with the help of monitor and control project work process.

PIM
Processes
 6. Perform Integrated Change Control
– This is the sixth of the project integration management processes. It
belongs to project monitoring and control process group as well.
– The process of reviewing all change requests; approving changes and
managing changes to deliverables, organizational process assets,
project documents, and the project management plan; and
communicating the decisions.
– Changes might be requested due to deviations or variances from the
planned values. Or, the customer might require changes to the
project, for instance, they can come with a new requirement or change
their existing requirement.
– If changes are approved, these need to be implemented in the project

PIM and perform integrated change control process ensures proper

implementation of changes in a project.

Processes
 7. Close Project or Phase
– This is the last one of the project integration management
processes. It belongs to project closing process group.
– Once the project is completed, if customer accepted the final
product and signed-off the acceptance, if all project objectives are
met, the project can be closed officially.
– The process of finalizing all activities for the project, phase, or
contract.

PIM
Processes
 • Use of automated tools. The volume of data and information that project managers
need to integrate makes it necessary to use a project management information
system (PMIS) and automated tools to collect, analyze, and use information to meet
project objectives and realize project benefits.
• Use of visual management tools. Some project teams use visual management tools,
rather than written plans and other documents, to capture and oversee critical

TRENDS AND •
project elements.
Project knowledge management. The increasingly mobile and temporary work force

EMERGING
requires a more rigorous process of identifying knowledge throughout the project life
cycle and transferring it to the target audience so that the knowledge is not lost.
• Expanding the project manager’s responsibilities. Project managers are being called

PRACTICES on to initiate and finalize the project, such as project business case development and
benefits management. Project managers are also engaging in more comprehensive
identification and engagement of stakeholders. This includes managing the
interfaces with various functional and operational departments and senior
management personnel.
• Hybrid methodologies. Some project management methodologies are evolving to
incorporate successfully applied new practices. Examples include the use of agile and
other iterative practices; business analysis techniques for requirements
management; tools for identifying complex elements in projects; and organizational
change management methods to prepare for transitioning the project outputs into
the organization.
 • Business Case
– The approved business case, or similar, is the business
document most used to create the project charter.

Project
– The business case describes the necessary information from a
business standpoint to determine whether the expected
outcomes of the project justify the required investment.
One – It is commonly used for decision making by managers or
executives above the project level. Typically, the business need
and the cost benefit analysis are contained in the business
case to justify and establish boundaries for the project.
Project Charter Input
 • The business case is created as a result of one or more of the
following:
– Market demand

Project
– Organizational need
– Customer request

One – Technological advancement

– Legal requirement
– Ecological impacts

Project Charter Input – Social need

 • 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

Project
written agreements.
• Typically, a contract is used when a project is being performed for

One an external customer.

Project Charter Input

 PROJECT ONE
PROJECT CHARTER INPUT