Project Integration

Management

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 Integration
Project Integration Management
 Includes the processes required to identify, define, combine, unify and
coordinate all the processes and PM activities within the project
management process groups
 Helps to make choices about resource allocation, trade-offs among
competing objectives
 Helps to manage interdependencies among the project management
KAs

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 Integration
Project Integration Management
The processes in Project Integration Management are
1. Develop Project Charter - Initiation
2. Develop Project Management Plan - Planning
3. Direct and Manage Project Work - Executing
4. Monitor and Control Project Work - Monitoring
5. Perform Integrated Change Control - Monitoring
6. Close Project or Phase - Closing

Knowledge Initiating Planning Executing Monitoring and Control Closing

area
Integration Yes Yes Yes Yes Yes
• Develop • Develop • Direct & • Monitor and control project • Close
Project Project plan Manage work project or
charter • Perform Integrated change phase
control

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 Integration-Initiation
Develop Project Charter
Process of developing a document that formally authorizes the existence
of a project
Inputs Tools & Techniques Outputs

Project Statement of Expert judgment Project Charter

work (PSOW) Facilitation
Business case. Techniques
Agreements
Enterprise
Environmental Factors
(EEF).
Organizational process
Assets (OPA).

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 Integration-Initiation
Develop Project Charter - Inputs
Project Statement of work
contains detailed description of products or services to be supplied by the
project.
For external projects it is part of RFP/RFI or in contract
Contains:
 Business Need: Driver for the project. Business need and Cost Benefit
analysis are part of Business Case

 Product Scope Description: Characteristics of product, relation between

product and business need

 Strategic Plan: Vision, Mission, Goals. Project aligned to strategic plan

so that it contributes to the overall objectives of the organization

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 Integration-Initiation
Develop Project Charter - Inputs
Business case
• Provides info on whether the project is worth the investment. It
includes cost benefit analysis and results of project selection methods
along with the business need.
• Establishes boundaries for the project. Done by Business Analyst
• Sponsor should agree to scope and limitations in the business case
• Project Manager is responsible to meet the goals as defined in business
case

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 Integration-Initiation
Develop Project Charter - Inputs
Agreements
Agreements may be in the form of Contracts, MoUs, SLAs, Letters of Intent,
email or other Verbal agreements
Define Initial intent for a project

EEF
Government/Industry standards, regulations.
Organization culture & structure
Market conditions

OPA
Policies, process definitions, templates, Historical Information, Lessons
learned (from risk management, performance information, records, etc.)

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 Integration-Initiation
Develop Project Charter - Tools
Expert Judgment
used to asses the inputs used to develop the project charter. It is
applicable to any technical and management details. Can be provided by
any group or individual with specialized knowledge. Sources of expert
judgment
• Consultants
• Professional and technical associations
• Subject Matter experts

Facilitation Techniques
Brainstorming, Conflict Resolution, Problem Solving and meeting
management are some examples of Facilitation Techniques

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 Integration-Initiation
Develop Project Charter - Output
Project Charter
• Formally authorizes the existence of a project or phase

• Provides authority to the PM to apply the organizational resources to

project activities

• Defines project start and project boundaries

• It Contains Project Title, purpose, description, justification, goals and

objectives

• It contains summary level requirements, Milestones Schedule, Budget,

Risks, stakeholder list,

• Also contains Assumptions, Constraints, acceptance criteria

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 Integration-Initiation
Develop Project Charter - Outputs

• Approval requirements.

• Facilitates senior management to formally accept and commit to the

project

• Creates a formal record of the project

• Charter should be prepared by sponsor or one external to project who

can fund & commit resources

• Charter establishes partnership between performing and requesting

organization, external project contract preferred

• Charter is not a contract

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 Integration-Planning
Develop Project Management Plan

Inputs Tools & Techniques Outputs

Project Charter Expert judgment Project

Outputs from Facilitating Techniques Management Plan
Planning
processes.
Enterprise
environmental
factors.
Organizational
Process assets.

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 Integration-Planning
Develop Project Management Plan-Outputs
Project Management Plan-Outputs

• Document containing the actions necessary to define, prepare,

integrate and coordinate all subsidiary management plans and outputs
of all the planning activities.

• Defines the methodology of how the project is executed, monitored and

controlled and closed and also life cycle selected.

• The project management plan may be either summary or detail level

and may have one or more subsidiary plans as described above.

• Once the project management plan is base lined, it may only be changed
when a change request is generated and approved

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 Integration-Planning
Develop Project Management Plan-Outputs
Illustration of Project management plan and Project documents

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Source : PMBOK® Fifth Edition, Page 78
 Integration-Executing
Direct and Manage Project Work

Process of performing the work defined in project management plan

Activities include
 Creating project deliverables

 Implementing the planned method and standards

 Implementing the approved change requests

 Obtaining, using and managing resources

 Generating project data on scope, schedule, cost and quality

 Issuing change requests

 Provide, train & manage team members

 Manage sellers, collect & document lessons learned

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 Integration-Executing
Direct and Manage Project Work

Inputs Tools & Techniques Outputs

Project Expert judgment. Deliverables.

Management Plan Project management Work performance
Approved change information system. Data
requests Meetings Change requests.
EEF Project
OPA Management plan
updates.
Project document
updates.

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 Integration-Executing
Direct and Manage Project Work - Tools
Project management information system (PMIS)
PMIS is set of automated tools and techniques used to gather, integrate and
distribute the outputs of the project management processes. Date gathering
and reporting on key performance indicators

Meetings can be “information exchange, brainstorming, option evaluation,

design, decision making. Meetings should have a well defined agenda,
purpose, time limit, minuted with action items as per the plan preferably
face-to-face.

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 Integration-Executing
Direct and Manage Project Work - Outputs
Deliverable :
Work that has been accomplished as per the project requirements.

Work performance Data – Data is collected as a result of executing project

activities. This can be related to
• Status of the deliverables
• Schedule progress
• Costs incurred on the project

Project management plan updates – Various project management updates

are done appropriately

Project document updates – Requirements, Project logs(issues,

assumptions), stakeholder & risk register

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 Integration-Executing
Direct and Manage Project Work - Outputs
Change requests- preventive, corrective, defect repair, updates

Preventive Action
Perform an activity to reduce the probability of negative consequences
Ensure future performance of work is in line with plan

Corrective Action
Bringing performance of the current project work in line with the
project management plan(realign)

Defect Repair
Repair/modify or replace an identified defect in a project component

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 Integration-Control
Monitor and Control Project Work
• Process to monitor project processes associated with initiating, planning,
executing and closing. Corrective or preventive actions are taken to control
the project performance

• Monitoring includes collecting, measuring, and disseminating performance

information, and assessing measurements and trends to effect process
improvements

• Control includes determining corrective/preventive actions, follow up on

action plans to check if performance issues are resolved

• Monitoring is an aspect of project management performed throughout the

project

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 Integration-Control
Monitor and Control Project Work
• Comparing actual project performance against the project management
plan. Identifying risks, tracking, reporting status

• Maintain accurate timely information based on product & its

documentation

• Assessing performance to determine whether any corrective or

preventive actions are indicated and recommending those actions as
necessary

• Providing information to support status reporting, progress

measurement, and forecasting

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 Integration-Control
Monitor and Control Project Work

Inputs Tools & Techniques Outputs

Project management Expert judgment Change requests.
plan.
Analytical Work Performance
Schedule Forecasts Techniques Reports
Cost Forecasts Project Project management
Validated Changes Management plan updates.
Work Performance Information Project document
Information System updates.
EEF Meetings
OPA

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 Integration-Control
Monitor and Control Project Work-Outputs
Change Requests – to expand/adjust/reduce project/product scope,
requirements, baseline. Changes should be processed through ICC for
prevention, correction and defect repair.

Work Performance Reports: Physical/electronic representation of work

performance information as part of project documents for decision making.
Metrics can be part of this as defined. Examples are memos, justifications,
status reports, updates, etc.

Project Management Plan updates – relevant plans updates appropriately

Project Document updates– Schedule/cost forecasts, work performance

reports, issues log

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 Integration-Control
Perform Integrated Change Control
Responsibility of Project Manager

 Changes can be verbal/initiated by any stakeholder but should be recorded

in written form and entered in the CMS/CoMS.
 Are approved/rejected by PM or sponsor
 Influence the factors that circumvent integrated change control so that only
approved changes are implemented
 Coordinate changes across the entire project reducing risk,
 Document the complete impact of change requests
 Review, analyze, and approve change requests promptly
 Maintain the integrity of baselines by releasing only approved
 Changes for incorporation into project management plan and
project documents

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 Integration-Control
Perform Integrated Change Control
 Change Control Board: Formal group for reviewing, evaluating,
approving, delaying or rejecting changes & communicating & recording
these decisions

 Approved changes may need revision in schedule/cost/resource

requirements, risk response

 Change control focuses on identifying, documenting, reviewing,

approving, rejecting changes to project documents, baselines or
deliverables

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 Integration-Control
Perform Integrated Change Control
 Configuration control focuses on specification of both the deliverables and the
processes

 Configuration management includes:

 Configuration Identification: Identification and selection of configuration items

 Configuration status accounting: Information is recorded and reported as to

when the data on the configuration item is to be provided

 Configuration verification and audit: ensures that the composition of

configuration item is correct and the changes are properly recorded. Ensures
that the functional requirements in the configuration document have been met.

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 Integration-Control
Perform Integrated Change Control

Inputs Tools & Techniques Outputs

Project management Expert judgment Approved Change

plan. Meetings Requests
Work Performance Change Control Change Log
Reports Tools Project management
Change Requests plan updates.
EEF Project document
OPA updates.

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 Integration-Control
Perform Integrated Change Control

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 Integration-Closing
Perform Integrated Change Control-Outputs

 Approved Change Requests: Change requests are processed through CCB

and implemented through Direct and Manage Project Work. These are
updates in change log a part of project document

 Change log: used to document changes in project and to communicate its

impact in terms of cost time, etc. Rejected changes are also documented
here.

 Project Management Plan updates : update the plans appropriately

 Project Document updates: update documents appropriately

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 Integration-Closing
Close Project or Phase
• The process of finalizing all activities completed across all Project
Management Process Groups to formally complete the project or phase.

• The project scope is measured against the project management plan,

therefore the project manager will review the same before considering
for project closure

• Ensure that all the project work is complete and the project has met all
its objectives, compared against the scope baseline

• Investigate and document the reasons for actions taken if a project is

terminated before completion

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 Integration-Closing
Close Project or Phase
 Satisfy the completion/exit criteria

 Transfer the project’s product to the next phase or production/operation

 Collect project or phase records
 Audit project success or failures
 Gather lessons learned
 Archive project information for future use

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 Integration-Closing
Close Project or Phase

Inputs Tools & Techniques Outputs

Project Expert judgment Final product,

management plan. Analytical Techniques services or result
Accepted Meetings transition.
deliverables. Organization
OPA. process assets
updates

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 Integration-Closing
Close Project or Phase - Outputs
Final Product- Output refers to the final product, service, or results that
are authorized to produce

OPA updates
Project files
Project documents
Historical information

Administrative closure is the final completion and closure of a project

and contract closure needs to be done before administrative closure

Contract closure can be done multiple times but administrative closure

is done only once per phase/project and used for acceptance of product
deliverables

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 Administrative Closure Vs Contract Closure
Administrative Closure:
This is the final completion and closure of the project. Part of the Integration Management knowledge
area, the Close Project or Phase process is done when all the work has been verified, delivered, and
accepted by the customer. All open issues have been raised, and finalized (come to a conclusion and
closure).
The contracting parties – buyer and the seller both agree that the seller has completed the work
stipulated in the contract, and the buyer has accepted it.

Contract Closure:
A contract is closed upon reaching the end of the contract, or when a contract is terminated before he
work is completed (usually by the buyer – if the work is no longer required, or if the work performed is
not acceptable due to quality or other reasons). The seller may still need to be compensated for the
work completed, as governed by the clauses in the contract.

In multi-phase projects, Close Procurements closes the appropriate contract(s) for that phase of the
project.
Thus, the Close Procurements process may be repeated many times in a project.
Unresolved claims may be subject to litigation after Close Procurements is completed.

A complete set of indexed contract documentation, including the closed contract, is prepared for
inclusion in the final project files – Output of Close Procurements.