Project Integration Management

Chapter 4
PMBOK®
Fifth Edition
Project Integration Management
Contents
 Introduction to project integration management

 “Develop Project Charter” process

 “Develop Project Management Plan” process

 “Direct And Manage Project Execution” process

 “Monitor And Control Project Work” process

 “Perform Integrated Change Control” process

 “Close Project or Phase” process

 Project Integration Management
Introduction
Integration management is a collection of processes required
to ensure that the various elements of the projects are
properly coordinated.

It involves making trade-offs among competing objectives

and alternatives to meet or exceed stakeholder needs and
expectations.
• Process and activities needed to identify, define,
combine, unify, and coordinate the various
processes and project management activities within
the Project Management Process Groups.
Project Integration Management
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes

Process
Knowledge Area
Initiating Planning Executing Monitoring & Closing
Contol
• Develop • Develop • Direct and • Monitor and Control • Close
Project Project Manage Project Work Project
Scope Charter Management Project • Perform Integrated
Plan Execution Change Control
4.1 Develop ProjectCharter

• The process of developing a document that formally authorizes a

project or a phase and documenting initial requirements that
satisfy the stakeholder’s needs and expectations

Inputs Tools & Outputs

Techniques
1.Project statement of work 1. Expert judgment 1. Project charter
2.Business case 2. Facilitation techniques
3.Contract
4.Enterprise environmental
factors
5.Organizational process
assets
Develop Project Charter (Input)

• Statement of Work (SOW)

– A narrative description of products or services to be
delivered by the project.
– For internal projects, the project initiator provides the
SOW based on business needs, product, or service
requirements.
– For external projects, the SOW can be received from the
customer.

– The SOW references:

• Business need
• Strategic plan
• Product scope description
Develop Project Charter (Input)

• Business case
• Provide the necessary information from business
standpoint to determine whether or not the
project is worth the required investment.
• Agreements
• Enterprise Environmental factors
• Factors that can influence the develop Project
Charter process
• Organizational Factors
• Assets that can influence the develop Project
Charter process
Develop Project Charter (Tools and Techniques)

• Expert Judgement
– Other unit within organization
– Consultants
– Stakeholders including customer or sponsor
– Subject matter experts
– PMO
– Industry groups
– Professional & technical association

• Facilitation technique
– Brainstorming, conflict resolution, problem solving, and
meeting management are examples of key techniques
 Develop Project Charter (Output)

• Project Charter, includes:

– Project purpose or justification,
– Measurable project objectives and related success criteria,
– project requirements,
– project description,
– project risks,
– Summary milestone schedule,
– Summary budget,
– Project approval requirements
– Assigned project manager, responsibility, and authority level
– Name and authority of the sponsor or other person(s)
authorizing the project charter.
4.2 Develop Project ManagementPlan

• The process of documenting the actions necessary to

define, prepare, integrate and coordinate all subsidiary
plans.
Tools &
Inputs Outputs
Techniques
1.Project charter 1. Expert judgment 1. Project
2.Outputs from planning management plan
processes
3.Enterprise environmental
factors
5.Organizational process
assets
 Project Management Plan (Output)

• The strategy for managing the project and the processes in

each knowledge area
• Covers how you will define, plan, manage, and control the
project.
• Also includes:
– Change management plan
– Configuration management plan
– Requirements management plan
– Process improvement plan

• How to handle a problem on a project?

» look at your management plan to see how you planned to
handle such a problem.
 Baseline (Performance measurement baseline)

• Baseline created during planning.

– Scope baseline
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

• Deviations from baselines are often due to incomplete risk

identification and risk management.
 Change Management Plan

• Describes how changes will be managed and controlled.

• Covers for the project as whole
• May includes:
– Change control procedures (how and who)
– The approval levels for authorizing changes
– The creation of a change control board to approve
changes
– A plan outlining how changes will be managed and
controlled
– Tools to use to track and control changes
• Each knowledge area are described in the individual
management plans
4.3 Direct & Manage ProjectExecution

• The process of performing the work defined in the

project management plan to achieve the project’s
objectives.
Tools &
Inputs Outputs
Techniques
1.Project management 1. Expert judgment 1. Deliverables work
plan 2. Management 2. Performance information
2.Approved change information system 3. Change requests
request
4. Project management plan
3.Enterprise updates
environmental factors
4.Organizational process 5. Project document updates
assets
4.3 Direct & Manage ProjectExecution
Project Management information system
• It is a part of the environmental factors, provides
access to tools, such as:
• Scheduling tool
• Work authorization system
• Configuration management system
• Information collection and distribution system
• Interfaces to other online automated systems

• Automated gathering and reporting on key

performance indicators (KPI) can be part of this
system.
4.4 Monitor &Control Project Work

• The process of tracking, reviewing, and regulating

the progress to meet the performance objectives
defined in the project management plan.
Tools &
Inputs Outputs
Techniques
1.Project management 1. Expert Judgment 1. Change requests
plan 2. Analytical techniques 2. Work performance
2.Performance reports 3. Project management reports
3.Enterprise environmental information system 3. Project management
factors 4. Meetings plan updates
4.Organizational process
assets 3. Project document
updates
4.4 Monitor &Control Project Work
Analytical Techniques
• Regression analysis,
• Grouping methods,
• Causal analysis,
• Root cause analysis,
• Forecasting methods (e.g., time series, scenario
building, simulation, etc.),
• Failure mode and effect analysis (FMEA),
• Fault tree analysis (FTA),
• Reserve analysis,
• Trend analysis,
• Earned value management, and
• Variance analysis.
4.5 Perform Integrated ChangeControl

The process of reviewing all change requests, approving

changes and managing changes to deliverables, organizational
process assets, project documents and the project
management plan.

1.Project management 1. Expert judgment 1. Approved Change

plan 2. Change control tools requests
2.Performance reports 3. Meetings 2. Project management
3.Enterprise plan updates
environmental factors 3. Project document
4.Organizational process updates
assets

Tools &
Inputs Outputs
Techniques
4.6 Closing Project or Phase

• The process of finalizing all activities across all of the Project

Management Process Groups to formally complete the
project or phase.
Tools &
Inputs Outputs
Techniques
1.Project management 1. Expert judgment 1. Final product,
plan 2. Analytical techniques service or result
2.Accepted 3. Meetings 2. Organizational
deliverables process
3.Organizational assets updates
process assets
Project Scope Management

Chapter 5
PMBOK®
Fifth Edition
Project Scope Management
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes

Process
Knowledge Area
Monitoring &
Initiating Planning Executing Closing
Contol

1. Collect
4. Verify Scope
Scope Requirements
5. Control Scope
2. Define Scope
3. Create WBS
Project Scope Management

• Process to ensure that the project includes all-and-only

the work required, to complete the project successfully

• Scope can refer to

• Product Scope
• Project Scope

• Scope Management Plan (part of Develop Project Mgmt

Plan)
– How will I do the scope?
– Provides guidance on how project scope will be defines,
documented, verified, managed, and controlled by
project management team
5.1 Collect Requirements

• The process of defining and documenting stakeholders’

needs to meet the project objective
– Balance stakeholder’s requirement: prioritizing requirement &
resolve conflicts
Tools &
Inputs Outputs
Techniques
1. Scope management 1. Interviews 1. Requirements
plan 2. Focus groups document
2. Project charter 3. Facilitated workshops 2. Requirements
3. Stakeholder register 4. Group creativity management plan
techniques 3. Requirements
5. Group decision making traceability matrix
techniques
6. Questionnaires and
surveys
7. Observations
8. Prototypes
Collect Requirement Techniques (1)

• INTERVIEWS: Directly talk with stakeholders

• FOCUS GROUPS: Interactive discussion with qualified

Stakeholders & Subject matter experts

• FACILITATED WORKSHOPS: Focused cross functional

stakeholders.
– JAD Joint application design,
– QFD Quality function development
Helps determine critical characteristic of new product
development
Start by collecting customer need - VOC
Collect Requirement Techniques (2)

• GROUP CREATIVITY TECHNIQUES:

– Brainstorming,
– Nominal group technique: enhance brainstorming with
voting and ranking
– Delphi Technique: some expert answer questionnaire
and give feedback
– Idea/mind mapping,
– Affinity Diagram: sort idea into groups
• GROUP DECISION MAKING TECHNIQUES:
– Unanimity,
– Majority (>50%),
– Plurality,
– Dictatorship
Collect Requirement Techniques (3)

• QUESTIONNAIRE AND SURVEYS: wide number of

respondents

• OBSERVATION/JOB SHADOWING: viewing individual in

their environment

• PROTOTYPES: early feedback by providing a working

model

• BENCHMARKING: involves comparing actual or planned

practices to identify best practices, generate ideas for
improvement.
5.2 Define Scope

• Process of developing a detailed description of the project

and product
– Project scope statement may includes product scope,
deliverables, product acceptance criteria, out of scope,
additional risk, constraints & assumptions
Tools &
Inputs Outputs
Techniques
1. Project charter 1. Expert judgment 1. Project scope
2. Requirements 2. Product analysis statement
documentation 3. Alternatives 2. Project document
3. Organizational process Identification updates
assets 4. Facilitated workshops
 Define Scope
• Concern with what is and is not included in the project and
its deliverables
• You should maintain a realistic schedule and budget that
can achieve the project’s scope
– Iteration process should be done to maintain it
– Looking for options to adjust the project
Product Analysis
• Analyze the objective and description of the product stated
by the customer/sponsor and turn them into tangible
deliverables.
• Includes techniques such as product breakdown, systems
analysis, requirements analysis, and systems engineering,
etc.
• Project lifecycle term
 Project Scope Statement

• The primary result of the Define Scope process

• Along with the WBS and WBS dictionary, comprise the scope
baseline is part of project management plan.
• May includes:
– Product scope
– Deliverables
– Product acceptance criteria
– What is not part of the project (out of scope)
– Additional risks
– Constraints and assumptions :
Constraints: factors that limit the team’s options
Assumptions: Things that assumed to be true (may not be true)
5.3 Create WBS

• Process of subdividing project deliverables and project

work into smaller, more manageable components.
Tools &
Inputs Outputs
Techniques
1. Project scope 1. Decomposition 1. WBS
statement 2. Expert Judgment 2. WBS dictionary
2. Requirements 3. Scope baseline
documentation 4. Project document
3. Organizational process update
assets

• Dividing work package into activities is part of the time

management process (Define Activities)
Create WBS

• Work package: lowest level WBS component which can be

scheduled, cost estimated, monitored and controlled.
• WBS Structure can be organized by
– Phases
– Major deliverables
– Subprojects e.g. contracted work
• Beware of excessive decomposition. It can lead to non-
productive management effort, inefficient use of resources
• Control account: management control point for
performance measurement (one or more work packages)
• WBS dictionary provides more detailed components, e.g.
description of work, responsible organization, acceptance
criteria
5.4 Verify Scope

• Process of formalizing acceptance of the completed

project deliverables.
Tools &
Inputs Outputs
Techniques
1. Project scope statement 1. Inspection 1. Accepted
2. Requirements 2. Group decision deliverables
documentation making techniques 2. Change requests
3. Requirement traceability 3. Project document
matrix updates
4. Validated deliverables
Verify Scope

• Different with quality control which concerned with correctness

of deliverables. Can be performed before or parallel

• Inspection = review, product reviews, audits, walkthroughs

• Measuring, examining, verifying to determine work and

deliverables are meet requirement & product acceptance
criteria
Control Scope

• Process of monitoring the status of the project and

product scope and
managing changes to the scope baseline
– The cause and degree of variance relative to the scope baseline
– Decide corrective/preventive action required
Tools &
Inputs Outputs
Techniques
1. Project management 1. Variance analysis 1. Work performance
plan measurements
2. Work performance 2. Organizational process
information assets updates
3. Requirements document 3. Change requests
4. Requirement traceability 4. Project management
matrix plan updates
5. Organizational process 5. Project document updates
assets
Control Scope

• Variance analysis is a technique for determining the cause

and degree of difference between the baseline and actual
performance.

• Project performance measurements are used to assess the

magnitude of variation from the original scope baseline.

• Important aspects include determining the cause and degree

of variance relative to the scope baseline and deciding
whether corrective or preventive action is required.
Thanks