This document discusses project integration management, which involves identifying, defining, combining, and coordinating the various processes and activities involved in a project. It involves making choices about resource allocation and trade-offs. The key aspects of project integration management covered are developing the project charter and management plan, directing and managing project work, monitoring and controlling work, performing integrated change control, and closing the project or phase.

1. Chapter 2.1
Integration Management : One View For Project
Success

2. Objective of This Chapter:
This chapter gives us understanding of following areas which are very
critical for real state project of any size
 Managing real estate project is a complex endeavor. Their are
several activities are happening simultaneously. All these activities
have many to many relationships. Hence the project team need to
focus and put special efforts to synchronize all these activities
 Project Integration Management includes the processes and
activities needed to identify, define, combine, unify, and coordinate
the various processes and project management activities which
depend on each other.
 Project integration management includes making choices about
resource allocation, making trade-offs among competing objectives
and alternatives of finances, manpower and time. It also includes
activities needed to manage project documents to ensure
consistency between actual work and project plan.

3. 4. Project Integration Management Identify, Define, Combine, Unify & Coordinate
Managing the interdependencies among the Knowledge
Areas.
It involves making choices about resource allocation,
making trade-offs among competing objectives and
alternatives

4. Project Integration Management : Best Practices
Group
4. Project Integration
Management
Milestones
Initiating 4.1 Develop Charter
Business Justification, Feasibility
Study, Project Brief
Planning
4.2 Develop Project
Management Plan
Detailed Concept Design, Detail
Construct Plan
Executing
4.3 Direct And Manage
Execution
Tender Contract, Resource
Mobilization, Construction
Monitoring
&
Controlling
4.4 Monitor And Control Work
4.5 Perform Integrated Change
Control
Quality Assurance, Quality Control,
Defect Liability Resolution
Closing 4.6 Close Project Or Phase
Possession And Hand Over,
Contract Closure

5. 4.1 Develop Project Charter
Project Charter contains :
 Purpose and objectives
 High level project requirements and summary milestones schedule
 Assumptions, constraints and high level risks
 High level project boundaries
 Summary of budget and approval requirements
 Stakeholder list
 Assigned PM’s responsibility &authority
 Name & authority of the sponsor, authorizers of charter

6. How To Develop Project Charter
Inputs
1. Market Feasibility Report
2. Business Case
3. Agreement
4. Enterprise Environmental Factors
5. Organizational Process Assets
T & T
1. Expert Judgment
2. Facilitation Techniques
Outputs 1. Project Charter

7. 4.2 Develop Project Management Plan
The process for documenting the actions necessary to
define, prepare, integrate, and coordinate all subsidiary
plans into a project management plan.
Outputs next

8. How To Develop Project Management Plan
Inputs
1. Project Charter
2. Outputs From Other Processes
3. Enterprise Environmental Factors
4. Organizational Process Assets
T & T
1. Expert Judgment
2. Facilitation Techniques
Outputs 1. Project Management Plan

9. Project Management Plan Template
1 INTRODUCTION
1.1 Purpose of Project Management Plan
1.2 Executive Summary Of Project Charter
1.3 Assumptions/Constraints
2 SCOPE MANAGEMENT
2.1 Work Breakdown Structure
2.2 Deployment Plan
2.3 Change Control Management
3 SCHEDULE/TIME MANAGEMENT
3.1 Milestones
3.2 Project Schedule
3.3 Dependencies
4 COST/BUDGET MANAGEMENT
5 QUALITY MANAGEMENT
6 HUMAN RESOURCE MANAGEMENT
7 COMMUNICATIONS MANAGEMENT
7.1 Communication Matrix
8 RISK MANAGEMENT
8.1 Risk Log
9 ISSUE MANAGEMENT
9.1 Issue Log
10 PROCUREMENT MANAGEMENT
11 STAKEHOLDER MANAGEMENT
12 COMPLIANCE RELATED PLANNING

10. 4.3 Direct and Manage Project Work
It is the process of leading and performing the
project work that was defined in the Project
Management Plan and implement changes that
were approved in process Perform Integrated
Change Control

11. Direct and Manage Project Work
The activities include but not limited to
 Perform activities to accomplish project objectives
 Create deliverables
 Provide, train and manage team members
 Obtain, manage and use project resources
 Implement the planned methods and standards
 Establish and manage communication channels
 Generate work performance data
 Manage risks & implement risk response activities
 Manage sellers and suppliers
 Manage stakeholders engagement

12. Direct and Manage Project Work
Outputs
Deliverables : Tangible, unique and verifiable products,
results or service capabilities completed to meet project
objectives.
 Work Performance Data : Raw observations and
measurements as identified during activities performed to
carry out the project work. Eg.
 Technical performance measures
 Actual duration and actual costs
 Number of change requests and number of defects

13. 4.4 Monitor And Control Project Work
Includes tracking, reviewing, and reporting project
progress against the performance objectives
defined in the project management plan.

14. How To Monitor and Control Project Work
Inputs
1. Project Management Plan
2. Schedule Forecasts
3. Cost Forecasts
4. Validated Changes
5. Work Performance Information
6. Enterprise Environmental Factors
7. Organizational Process Assets
T & T
1. Expert Judgment
2. Analytical Techniques
3. Project Management Information System
4. Meetings
Outputs
1. Change Requests
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Document Updates

15. 4.5 Perform Integrated Change Control
The integrated change control process includes reviewing
all change requests as well as approving and managing
changes to deliverables, organizational processes, project
documents and the project management plan.
Perform Integrated Change Control is one of the most
important of the project management processes.

16. Perform Integrated Change Control
 Identifying that a change is needed or a change has
occurred
 Documenting the likely impact of requested changes for
CCB (change control board or any authority approving
changes)
 Reviewing, analyzing and approving requested changes
promptly
 Coordinating the effect of changes across the entire
project .
 Maintaining the integrity of established baselines
 Influencing factor that lead to informal, uncoordinated
changes (“scope creep”)

17. 4.6 Close Project or Phase
Close Project or Phase, besides being the final process out
of the Integration Management Knowledge Area, also
happens to be the last process you will encounter on the
project itself.
There are three separate closures going on in the project.
 The closure of the product
 The formal closing of the administrative procedures
 The closure of the resources

18. Close Project or Phase
 Administrative Closure:
This is the final completion and closure of the project. It
is done when all the work has been verified, delivered,
and accepted by the customer. Administrative Closure is
only done once per phase, or for the entire project.
 Contract Closure:
A contract is closed upon reaching the end of the
contract, or when a contract is terminated before the
work is completed.
Procurement Closure may be done multiple times ( once
for each contract) during the project