CHAPTER-4

PROJECT INTEGRATION
MANAGEMENT
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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 Project Management Process
Groups.
It includes making choices about:
• Resource allocation,
• Balancing competing demands,
• Examining any alternative approaches,
• Tailoring the processes, and
• Managing the interdependencies among
Knowledge Areas.
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 CONSIDERATIONS

Tailoring Considerations Required because each project is unique,

• Project life cycle. Any phases?? Sequential or overlapping??
• Development life cycle. predictive or adaptive?? incrementally or iteratively? or hybrid??
• Management approaches. What management processes based on the organizational culture the
complexity of the project?
• Knowledge management. How will knowledge be managed?
• Change. How will change be managed in the project?
• Governance. control boards/committees/stakeholders are part of the project?
• Lessons learned. What information should be collected? How lessons will be available for future?
• Benefits. When and how should benefits be reported? At end or project or each phase?

Consideration for Agile/Adaptive Environments

• Iterative and agile approaches promote the engagement of team members as local domain experts in
integration management. The team members determine how plans and components should integrate.

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 1. PROJECT INTEGRATION MANAGEMENT

Initiating Planning Executing M &C Closing

Develop Project Develop project Direct and Manage Monitor and Control
Project Work Close Project or Phase
Charter Management Plan Project Work

Manage project Perform Integrated

knowledge Change Control

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 DEVELOP PROJECT
CHARTER
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.
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• Formally recognizes the existence of the project
• Formally initiates the project
• Provides link between the project and strategic
objectives
• Identify and authorizes PM
• Authorize PM to apply resources (budgets, staff, etc.)
• Performed once
• When developed: Prior to the start of planning
• Who developed: Sponsor, PMO or Portfolio Steering
Committee. It is recommended the project manager
participate in the development of project charter
• Signed by: Sponsor(s) 6
 Develop Project Charter
Inputs Tools & Techniques Outputs

1. Business documents 1. Expert judgment 1. Project charter

• Business case 2. Data gathering 2. Assumption log
• Benefits management • Brainstorming
plan • Focus groups
2. Agreements • Interviews
3. EEFs 3. Interpersonal and team
4. OPAs skills
• Conflict management
• Facilitation
• Meeting management
4. Meetings

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 • Project purpose or justification
• Measurable project objectives and related
success criteria
• High-level requirements
• Assumptions and constraints
• High-level project description and boundaries
• High-level risks
• Summary milestone schedule
• Summary budget
• Stakeholder list
PROJECT CHARTER • Project approval requirements
• Assigned project manager, responsibility, and
Sample: Rita Mulcahy’s PMP Exam Prep Tenth authority,
Edition Page 103-105
• Name and authority of the sponsor
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 ASSUMPTION LOG

High-level strategic and operational assumptions and constraints, identified in the

business case and will flow into the project charter.

The assumption log is used to record all assumptions and constraints throughout the
project life cycle.

ID Category/ impact Assumption/ Responsible party Due date Actions Status Comments
Constraint

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DEVELOP PROJECT CHARTER T&T
Defined as judgment provided by any group or person
with specialized education, knowledge, skill, experience,
or training.

Experts should have knowledge on the following topic..

• Organizational strategy,
• Benefits management,
• Technical knowledge of the industry and focus area of
the project,
• Duration and budget estimation, and
• Risk identification.

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 Brainstorming Focus group

Bring prequalified
Used to identify a list of ideas
stakeholders and subject
in a short period of time. It is
matter experts to gather and is
conducted in a group
generally run by a facilitator
environment and is led by a
and concentrates on a specific
facilitator.
subject area.

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 DEVELOP PROJECT CHARTER T&T

Facilitation is the ability to effectively guide a group

event to a successful decision, solution, or conclusion.

Meeting management is taking steps to ensure meetings meet their intended

objectives effectively and efficiently.
1) Prepare and distribute the agenda
2) Ensure the meetings start and finish at the published time.
3) Ensure the appropriate participants are invited and attend.
4) Stay on topic.
5) Manage expectations, issues, and conflicts during the meeting.
6) Record all the actions.

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Develop Project Management Plan

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 Develop Project Management Plan

Inputs Tools & Techniques Outputs

1. Project charter 1. Expert judgment 1. Project management plan

2. Outputs from other 2. Data gathering
processes • Brainstorming
3. EEFs • Checklists
4. OPAs • Focus groups
• Interviews
3. Interpersonal and team
skills
• Conflict management
• Facilitation
• Meeting management
4. Meetings

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 DEVELOP PROJECT MANAGEMENT PLAN

Develop project management plan is the process of defining, preparing, and coordinating
all plan components and consolidating them into an integrated project management plan.

Key benefits are:

• Central document that defines the basis of all project work
• Performed once or at predefined points at the project.
• Defines how the project is executed, monitored and controlled and closed
• May be either summary level or detailed
• Should be robust enough to respond to an ever-changing project environment
• Should be baselined
• Progressively elaborated by controlled and approved updates extending through
project closure.

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Project Management plan
1. Scope management plan
2. Requirements management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Resource management plan
7. Communications management plan
8. Risk management plan
9. Procurement management plan
10. Stakeholder engagement plan
11. Change management plan
12. Configuration management plan
13. Scope baseline
14. Schedule baseline
15. Cost baseline
16. Performance measurement baseline
17. Project life cycle description
18. Development approach
Project Documents
1. Activity attributes
2. Activity list
3. Assumption log
4. Basis of estimates
5. Change log
6. Cost estimates
7. Cost forecasts
8. Duration estimates
9. Issue log
10. Lessons learned register
11. Milestone list
12. Physical resource assignments
13. Project calendars
14. Project communications
15. Project schedule
16. Project schedule network diagram
17. Project scope statement
18. Project team assignments
19. Quality control measurements
20. Quality metrics
21. Quality report
22. Requirements documentation
23. Requirements traceability matrix
24. Resource breakdown structure
25. Resource calendars
26. Resource requirements
27. Risk register
28. Risk report
29. Schedule data
30. Schedule forecasts
31. Stakeholder register
32. Team charter
33. Test and evaluation documents
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 Project Management Plan, integrates and
consolidates all subsidiary plans and baselines
and other information necessary to manage
the project.

There are 03 baselines:

PROJECT BASELINES • Scope baseline,
• Schedule baseline,
• Cost baseline

Note: Baselines may only be changed through

Perform Integrated Change Control Process

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 PROJECT MANAGEMENT PLAN COMPONENTS

Additional components
• Change management plan, how the change requests will be formally
authorized and incorporated.
• Configuration management plan, how the information about the items of the
project (and which items) will be recorded and updated.
• Performance measurement baseline, integrated scope-schedule-cost plan
• Project life cycle. series of phases that a project passes through
• Development approach. product, service, or result development approach,
(predictive, iterative, agile, or a hybrid model).

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 Types of meeting
• Kick-off
• Technical
• Sprint or iteration planning
• Scrum daily standup
MEETINGS • Progress
• Steering group
• Retrospective

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Direct and Manage Project Work
Leading and performing the work defined in the project management
plan and implementing approved changes to achieve the project
objectives.
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 • Perform activities to accomplish project objectives
• Create project deliverables
• Provide, train, and manage the team members
• Obtain, manage, and use resources
• Establish and manage project communication
channels
• Generate work performance data
• Issue change requests and implement approved
changes
• Manage risks and implement risk response activities
DIRECT AND MANAGE • Manage sellers and suppliers
PROJECT WORK • Manage stakeholders etc.

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 Direct and Manage Project Work

Inputs Tools & Techniques Outputs

1. Project management plan 1. Expert judgment 1. Deliverables

-Any component 2. PMIS 2. Work performance data
2. Project documents 3. Meetings 3. Issue log
• Change log 4. Change requests
• Lessons learned register 5. PM plan updates
• Milestone list
6. Project document updates
• Project communications
• Activity list
• Project schedule
• Assumption log
• Requirements traceability
• Lessons learned register
matrix
• Requirements documentation
• Risk register
• Risk register
• Risk report
• Stakeholder register
3. Approved change request
7. OPAs updates
4. EEFs
5. OPAs

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PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

PMIS is a standardized set of automated project management tools available

within an organization and integrated into a system. The PMIS provides access
to information technology (IT) software tools, such as
• Scheduling software tools,
• Work authorization systems,
• Configuration management systems,
• Change management systems,
• Information collection and distribution systems,
• Corporate knowledge base repositories.
• Automated gathering and reporting on (KPI)

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 A formal proposal to modify any document,
deliverable, or baseline.

Change requests may include:

• Corrective action. Realigns the performance
of the project work with the project
management plan.
• Preventive action. Ensures the future
performance of the project work is aligned
with the project management plan.
A CHANGE REQUEST
• Defect repair. Modify a nonconforming
product or product component.

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Manage project Knowledge
Using existing knowledge and creating new knowledge to achieve
the project’s objectives and contribute to organizational learning
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 Manage project Knowledge

Inputs Tools & Techniques Outputs

1. Project management plan 1. Expert judgment 1. Lessons learned register

• Any component
2. Project documents
• Lessons learned register
• Project team assignments
• Resource breakdown structure
• Source selection criteria
• Stakeholder register
3. Deliverables
4. EEFs
5. OPAs
2. Knowledge management 2. PM plan updates
3. Information management 3. OPAs updates
4. Interpersonal and team skills
• Active listening
• Facilitation
• Leadership
• Networking
• Political awareness

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 LESSONS LEARNED

Lessons learned register is used to record challenges, problems, good practices, and
other information that can be passed along to the organization and to other projects to
avoid repeating mistakes and to improve organizational and project processes and
procedures. lessons learned can be project oriented or product oriented.

ID Category Trigger Lesson Responsible Party Comments

The lessons learned summary compiles and organizes those things that the project
team did that worked very well and should be passed along to other project teams, and
identifies those things that should be improved for future project work

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 Monitor and Control Project Work
Tracking, reviewing, and reporting overall progress to meet the
performance objectives defined in the project management plan
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 • Comparing actual project performance against
the project management plan;
• Assessing performance to determine whether
any corrective or preventive actions are
indicated;
• Identifying new risks;
• Status reporting;
• Providing forecasts;
MONITOR AND CONTROL • Monitoring implementation of approved
PROJECT WORK changes

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 Monitor and Control Project Work
Inputs
1. Project management plan
• Any component
2. Project documents
• Assumption log
• Basis of estimates
• Cost forecasts
• Issue log
• Lessons learned register
• Milestone list
• Risk register
• Quality reports
• Schedule forecasts
3. Work performance info
4. Agreements
5. EEFs
6. OPAs
Tools & Techniques Outputs
1. Expert judgment 1. Work performance reports
2. Data analysis 2. Change requests
• Alternative analysis 3. PM plan updates
• Cost-benefit analysis
3. Project document updates
• Earned value analysis • Cost forecasts
• Root cause analysis • Issue log
• Trend analysis • Lessons learned register
• Variance analysis • Risk register
3. Decision making • Schedule forecasts
4. Meetings
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Perform Integrated Change Control
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 • Chartered group responsible for reviewing,
evaluating, approving, deferring, or rejecting
changes
• Once the project is baselined, change requests
go through this process
• Only approved changes to be incorporated

CHANGE CONTROL
BOARD CCB

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 PERFORM INTEGRATED
CHANGE CONTROL • Changes may be requested by any stakeholder
involved with the project
• Once the project is baselined, change requests
Reviewing, approving and managing go through this process
all changes to deliverables, OPAs, • Changes may be initiated verbally, they should
be recorded in written form and entered into
project documents, and the project the change management and/or configuration
management
management plan and
• Every documented change request needs to be
communicating the decisions either approved, deferred, or rejected by a
responsible individual (Sponsor/Project
Manager)

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 CHANGE REQUEST

For a change request:

• Identify need,
• Assess the impact, response and alternatives,
• Meet with stakeholders,
• Create formal CR,
• Obtain approval from CCB (change control board) or PM
as defined in roles and responsibility document/ PM Plan,
• Revise the project plan and request more funding if
needed.

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 Perform Integrated Change Control
Inputs
1. Project management plan
• Change management plan
• Configuration management
plan
• Scope baseline
• Schedule baseline
• Cost baseline
2. Project documents
• Basis of estimates
• Requirements traceability
matrix
• Risk report
3. Work performance reports
4. Change requests
5. EEFs
6. OPAs
Tools & Techniques Outputs
1. Expert judgment 1. Approved change request
2. Change control tools 2. PM plan updates
3. Data analysis 3. Project document updates
• Alternative analysis • Change log
• Cost-benefit analysis
4. Decision making
• Voting
• Autocratic decision making
• Multi-criteria decision
analysis
5. Meetings
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 CHANGE MANAGEMENT PLAN AND CHANGE LOG

Change management plan describes how change will be managed on the project.
The change management plan is related to:
• Change log
• Change request form

Change log is used to track changes from the change request through the final decision.

Analysis Recommend Change Board Plans Requestor PM

ID Description Requestor
Complete ation Decision Updated Advised Signoff

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Close Project or Phase
The process of finalizing all activities for the project, phase, or
contract.
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 CLOSE PROJECT OR PHASE

Ensure all procurements are closed

Create the project closure documents

Formal sign off by designated stakeholders/ customer

Obtain formal approval to close out the project/phase (administrative closure)

Obtain approval and deliver the deliverables

Finish and archive documentations, lessons learnt and update to organizational process asset

Release of organization resources

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 The process of defining, preparing, and coordinating all subsidiary plans and Develop project
integrating them into comprehensive project management plan. management plan

The process of using existing knowledge and creating new knowledge to Manage project
knowledge
Process check
achieve the project’s objectives and contribute to organizational learning.

The process of developing a document that formally authorizes the existence Develop project
of a project and provides the project manager with the authority to apply charter
organizational resources
The process of tracking, reviewing, and reporting overall progress to meet the Monitor and Control
performance objectives defined in the project management plan. Project Work
The process of leading and performing the work defined in the project Direct and Manage
management plan and implementing approved changes to achieve the Project Work
project’s objectives.

The process of finalizing all activities for the project, phase, or contract. Close Project or Phase

Process of reviewing, approving and managing all changes to deliverables, Perform Integrated
OPAs, project documents, and the project management plan. Change Control
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THANK YOU

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