Chapter 2

Integration Management
 Project Management
Process Groups

• Initiating Process Group

• Planning Process Group
• Executing Process Group
• Monitoring and Controlling Process Group
• Closing Process Group
 Project Information

• Work performance data

• Work performance information
• Work performance reports
 First
Project Integration Management
Project Integration Management includes the
processes and activities needed to identify,
define, combine, unify, and coordinate the
various processes and project management
activities within the Project Management
Process Groups.
The need for Project Integration Management is
evident in situations where individual processes
interact.
Project Integration Management also includes the
activities needed to manage project documents to
ensure consistency with the project management
plan and product deliverables.
 Statement Of Work
Business need:
• A market demand
• A customer request
• A technological advance
• A legal requirement
• A social need
Product scope description
The product requirement and characteristics of
the product or service that the project will be
undertaken to create.
Strategic plan
All projects should supports Organization’s
strategic plan.
 About Project Charter
The Project Charter officially sanctions the
project. Without a charter, the project cannot
begin.
• Develop Project Charter
is the very first process performed in a project.
• Project Sponsor
Approved and Issue Project charter
• Project Managers
always complete Project charter
A Sample of Project Charter Contents
1) Purpose and justification
2) Objectives
3) Success Criteria
4) Resources Pre‐assigned
5) High‐level project description
6) Stakeholder Requirements
7) High‐level risks
8) Summary milestones
9) Summary budget
10) Stakeholders
 Develop Project Management Plan

The process of documenting the actions

necessary to define, prepare, integrate, and
coordinate all subsidiary plans.
The Project Management plan define how the
project is executed, monitored and controlled,
and closed The Project Management plan
content will vary depending upon the application
area and complexity of the Project.
 Develop Project Management Plan

• Three baselines: Cost, Schedule and Scope

 Kickoff Meeting

Before the Develop Project Management Plan

process can really be completed and project
executing can start, a kickoff meeting should be
held. This is a meeting of all parties to the project
(customers, sellers, the project team, senior
management, agencies, functional management,
the sponsor)
 Work Authorization System

This is the project manager's system for

authorizing the start of work packages or
activities a work authorization system is put in
place to make sure work is only started when a
formal authorization is given.
Direct and Manage Project Work
A Deliverable is any unique and verifiable
product, result or capability to perform a service
that is required to be produced to complete a
process, phase, or project. Deliverables are
typically tangible components completed to meet
the project objectives and can include elements
of the project management plan.
 Monitor and Control Project Work

Changes are inevitable on most projects, so it’s

important to develop and follow a process to
monitor and control changes .
Monitoring project work includes collecting,
measuring, and disseminating performance
information Monitoring and controlling the
processes required to initiate, plan, execute, and
close a project to meet the performance objectives
defined in the project management plan.
 Perform Integrated Change Control

It reviews all requests for changes or modifications

to project documents, deliverables, baselines, or the
project management plan and approves or rejects
the changes. The key benefit of this process is that
it allows for documented changes within the project
to be considered in an integrated fashion while
reducing project risk, which often arises from
changes made without consideration to the overall
project objectives or plans.
Perform Integrated Change Control is 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 their disposition.
 Change Control Board

The board is responsible for reviewing and

analyzing change requests. It then approves or
rejects the changes The board may include the
project manager, the customer, experts, the
sponsor, and others
 As Project Manager,
What do you do with
these situation
1‐ Your are a project manager and you want to
establish my personal website , after 3 months I
ask you to change the font size of my website
from 10‐12.What do you do now ?
2‐ Your are a project manager and you want to
establish my personal website , after 3 month I
ask you to add online shopping in my website.
What do you do ?
 Process for Making Changes
1. Prevent the root cause of changes
2. Identify change
3. Look at the impact of the change
4. Create a change request
5. Perform integrated change control
. Assess the change
. Change is approved or rejected
. Look for options
. Update the status of the change in the change control system
6. Adjust the project management plan, project
documents, and baselines.
7. Manage the project to the revised project
management plan and project documents
 Don’t Use Wrench

1) Don’t use Wrench means, first of all find the root

cause of the change
2) Negotiate with people who raise the change
3) Calculate impact of the change
4) Tell him/her about the impact of change
5) CCB will be decisions about the changes which
impact in Triple constraint
 Change Control System

In order to facilitate configuration and change

management, manual or automated tools may be
used. Tool selection should be based on the needs
of the project stakeholders including
organizational and environmental considerations
and/or constraints. Tools are used to manage the
change requests and the resulting decisions.
 Change management plan

The change management plan defines the

process for managing change on the project.
 Type of approved changes

Corrective action
An intentional activity that realigns the performance
of the project work with the project management
plan; You are building a vacation log cabin for Mr.
and Mrs. Johnson. You had originally planned to use
a small backhoe for the excavation. Once excavation
begins, you realize that the small backhoe is not
sufficient and you are now behind schedule. Bringing
in a larger backhoe would be a corrective action.
Preventive action
An intentional activity that ensures the future
performance of the project work is aligned with
the project management plan; and/or. As you
evaluate the costs to trim out the inside of the
house, you determine that based on the cost
trending, you could go over budget. As such, you
substitute lower cost interior doors to prevent
exceeding the budget. This is a preventive action.
Defect repair
An intentional activity to modify a
nonconforming product or product component.
Defect repairs are implemented when the product
or deliverable does not meet the documented
quality requirements. Upon preliminary
inspection of the bathroom fixtures, you find that
the hot and cold water are reversed. You ask your
plumber to fix the plumbing. This is a defect
repair.
 Close Project or Phase
Outputs

Final Product, Service, or Result Transition

This output refers to the transition of the final
product, service, or result that the project was
authorized to produce (or in the case of phase
closure, the intermediate product, service, or
result of that phase).
 Historical information

Historical information is a record of past

projects. It is used to plan and manage future
projects, thereby improving the process of
project management.
Historical information can include:

• Activities
• Lessons learned
• WBS
• Reports
• Risks
• Estimates
• Resources needed
• Project management Plans