11. Integration Management

Integration Management
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Integration management
Integration management is an element of project management that integrates all aspects
(knowledge areas) of a project
Scope
Time
CostQuality
Human
Resources
Communications
Risk
Procurement
Integration
Management
Project Manager as a
Project INTEGRATOR
Stakeholder
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4.1 Develop Project Charter

The process of developing a document that (a) formally authorizes a project or phase
and (b) documents initial requirements that satisfy the stakeholders’ needs and
expectations.
Inputs
1. Project Statement of
work
2. Business case
3. Agreements
4. Enterprise
environmental factors
5. Organizational process
assets
Tools &Techniques
1. Expert judgment
2. Facilitation
techniques
Outputs
1. Project
charter
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4.1 Develop
project charter
• Organizational
process assets
• Enterprise
environmental
factors
Project Integration Management
4.2 Develop
Project
Management
Plan
Project
Initiator/
Sponsor
5.1 Plan Scope
Management
Enterprise/
Organization
5.2 Collect
Requirements
13.1 Identity
Stakeholder
5.3 Define Scope
6.1 Plan Schedule
Management
7.1 Plan Cost
Management
11.1 Plan Risk
Management
• Agreements
• Business case
• Project statement of
work
• Project
charter

• It formally recognizes (authorizes) the existence of the project, without it a project does not exist
• It gives the project manager authority to spend money and commit corporate resources to project
activities
• It provides high level requirements for the project
• Projects are authorized by an external entity to the project such as sponsor, program/project
management office, portfolio governing body chair person
• The project charter is authored by them or they may delegate to project manager
• Project manager is more of a contributor in its development and he informs the team members
and other stakeholders about the contents
Why have a Project Charter ?

Business case
Provide the necessary information from business standpoint to determine whether or not the
project is worth the required investment.
A business case is created because of project triggers like :
 Market demand
 Customer Request
 Strategic opportunity/business need
 Technological advance
 Legal requirement
 Ecological impacts
 Social need
 Organizational need
Develop Project Charter: Inputs
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Agreements
Agreements are used to define initial intentions for a project.Agreements may take the form of :
 Contracts
 Memorandum of understanding
 Service level agreements
 Letter of Intent
 Verbal Agreements
 Email or other written agreements
For external customer a contract is used
Develop Project Charter: Outputs

The project charter components :
• Project purpose or justification
• Measurable project objectives and related success criteria
• High-level requirements
• High-level project description
• High-level 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
Develop Project Charter: Outputs

4.2 Develop Project Management Plan

The process of documenting the actions necessary to define, prepare, integrate and coordinate all
subsidiary plans
The project management plan defines how the project is executed, monitored and controlled, and
closed
Inputs
1. Project charter
2. Outputs from planning
processes
3. Enterprise
assets
Tools &Techniques
1. Expert judgment
Outputs
1. Project
management
plan charter
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4.2 Develop
project mgt.
plan
4.1 Develop
Project
charterEnterprise/
Organization
5.1 Plan Scope mgt.
Outputs form
other
processes
• Project mgt. plan
5.6 Control Scope
6.1 Plan Schedule mgt.
6.7 Control schedule
7.1 Plan cost mgt.
7.4 Control costs
8.1 Plan quality mgt.
9.1 Plan Human resource
mgt.
10.1 Plan communication
mgt.
10.3 Control
communication
11.1 Plan risk management
11.6 Control Risks
4.3 Direct and manage
project work
4.4 Monitor and control
project work
4.5 Perform integrated
change control
4.6 Close Project or phase
13.4 Control
Stakeholder
Engagement
13.2 Plan
Stakeholder mgt.
12.4 Close
procurements
12.3 Control
procurements
12.1 Plan
procurement
Mgt.
• Organizational process assets
• Enterprise environmental
factors
• Project
charter

The project management plan can be either summary level or detailed, and is composed of subsidiary
plans and other components.A Project Management Plan includes:
• Project Governance
• Nine Subsidiary Management Plans
• Five other plans :
 Requirements management plan
 Risk response plan
 Change management plan
 Configuration management plan
 Process improvement plan
• Baselines (schedule, scope, cost)
• Life cycle selected for the project
• Tailoring decisions taken for the project
• All appropriate / applicable PMP processes
Develop Project Management Plan: Output
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4.3 Direct and Manage ProjectWork
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This process performs the work defined in the project management plan to achieve the project’s
objectives
Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental
factors
assets
Tools &Techniques
1. Expert judgment
2. Project management
information system
3. Meetings
Outputs
1. Deliverables
2. Work performance
data
3. Change requests
4. Project
management plan
updates
5. Project documents
updates
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4.3 Direct and
Manage project
Work
4.5 Perform
integrated
change control
Enterprise/
Organization
Project Documents
Approved
Change requests
8.3 Control quality
10.3 Control
communications
11.6 Control risks
12.3 Control
procurements
13.4 Control
Stakeholder
Engagement
7.4 Control Costs
6.7 Control
Schedule
5.6 Control Scope5.5Validate Scope
• Project
mgt.
plan
updates
4.2 Develop
project mgt.
plan
• Change requests
• Project
management plan
• Project documents
updates
• Deliverables
• Work performance
data
• Organizatio
nal process
assets
• Enterprise
factors
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Project Management Information Systems (PMIS):
It is a system that keeps track of status of all the project tasks and of the project
Several types of software can be used to assist in project integration management:
• Word processing software creates documents
• Power-point software creates presentations
• Excel, spreadsheets or databases software perform tracking
• Communication software facilitate communications such as e-mail and web authoring tools
• Project management software can pull everything together and show detailed and summarized
information (for example Microsoft Project )
Direct and Manage ProjectWork :T &T
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4.4 Monitor and Control ProjectWork
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This process includes tracking, reviewing and regulating the progress to meet the performance
objectives defined in the project management plan
Inputs
2. Schedule forecasts
3. Cost forecasts
4. Validated changes
5. Work performance
information
factors
assets
Tools &Techniques
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
updates
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4.4 Monitor and
Control Project
Work
4.2 Develop
project mgt.
plan
5.5Validate scope
• Project
mgt. plan
updates
4.5 Perform integrated
change control
Project documents
9.4 Manage project
Team
10.2 Manage
communications
11.6 Control Risks
12.3 Control
Procurements
• Project
charter
5.6 Control scope
10.3 Control
communications
11.6 Control risks
12.3 Control
procurements
13.4 Control
Stakeholder
Engagement
6.7 Control
schedule
7.4 Control costs
8.3 Control quality
Enterprise/
Organization
• Project mgt.
plan
• Project
documents
updates
• Work
performanc
e reports
• Change requests
• Work
performance
report
• Organization process
assets
• Enterprise
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• Comparing actual project performance against the project management plan
• Assessing performance to determine any corrective or preventive actions are indicated
• Identifying new risks, analyzing , tracking and monitoring the existing project risks (Risk KA)
• Maintaining an accurate and timely information base concerning project’s products and their
associated documentation (Communication KA)
• Providing information to support status reporting, progress measurement and forecasting
• Monitoring implementation of approved changes
• Providing appropriate reporting on project progress to program management
Monitoring and Controlling ProjectWorkActivities

4.5 Perform Integrated Change Control (PICC)

The process of reviewing all change requests, approving changes, and managing changes to the
deliverables, organizational process assets, project documents and the project management plan
and communicating their disposition
Inputs
2. Work performance
reports
3. Change requests
factors
assets
Tools &Techniques
1. Expert judgment
2. Meetings
3. Change control tools
Outputs
1. Approved change
requests
2. Change log
3. Project
management plan
updates
updates
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4.5 Perform
integrated
change control
4.4 Monitor
and control
project work
5.5Validate scope
Project
mgt.
plan
4.3 Direct and manage
project work
Project documents
8.3 Control quality
12.3 control
procurements
13.3 Manage
stakeholder
Engagement
• Change
requests
5.6 Control scope
6.7 Control
Schedule
7.4 Control costs
8.2 Perform quality
assurance
8.3 Control quality
9.4 Manage project
Team
10.3 Control
communications
11.6 Control Risks
Enterprise/
Organization
• Change req.
• Work
performance
• reports
Project document updates
Approved change
requests
• Organization process
assets
• Enterprise
12.2 Conduct
procurements
12.3 control
procurements
12.1 Plan
procurements mgt.
13.3 Manage
stakeholder
Engagement
13.4 Control
stakeholder
engagement
4.2 Develop
project mgt.
plan
• Change
requests
Project mgt.
plan updates
Change log

• PICC is a control function which is carried out from project initiating through project closing
• The ultimate responsibility of PICC lies with project manager
• All the recommendations for changes, corrective actions, preventive actions and defect repairs are
evaluated across all the knowledge areas and either approved or rejected in PICC
• Changes to any part of the project management plan or the product of the project are handled in
the integrated change control process
Perform Integrated Change Control

Approved change requests:
• A change request is a formal proposal to modify any document, deliverable or baseline
• An updated change request will replace the associated document, deliverable or baseline and
may result in updates to other parts of the project management plan
• An Output of the Perform Integrated Change Control process where they are
reviewed/approved by the Change Control Board (CCB) but implemented in the Direct and
Manage ProjectWork process
• May include the implementation of either CorrectiveActions or PreventiveActions
• All changes – whether approved or rejected – are updated in a Change Log (Output of PICC
process)
Perform Integrated Change Control : Outputs
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4.6 Close Project or Phase (Administrative Closure)
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4.6 Close Project or Phase (Administrative Closure)
4.2 Develop Project
Management Plan
4.6 Close Project
or Phase
5.5Validate
scope
Enterprise/
Organization
11.1 Plan Risk
Management
Final product
service or result
transition
Project
Mgt. plan
Accepted
deliverables
Organizational
process assets
Organizational process
assets updates
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Projects come to an end for several reasons:
• They’re completed successfully
• They’re canceled or killed prior to completion
• They evolve into ongoing operations and no longer exist as projects
Action and activities -
• necessary to satisfy completion or exit criteria for the project/phase
• necessary to transfer the project’s products, services or results to the next phase or to
production/operations
• needed to collect project or phase records, audit project success or failure gather lessons learned
and archive project information for future use
• Customer satisfaction survey
Close Project or Phase

End of Chapter Quiz: Solutions 1/3
Q.1 Mahesh is authoring a document which details the vision of an exercise which requires few resources from his team. He
decided to finally give a go ahead by allocating resources to the exercise and defining the output expected in the authored
document.What could be the possible role of Mahesh?
(A) The project manager
(C) Project Sponsor / Portfolio Manager.
(B) Member of Quality Group
(D) Member of PMO
Q.2 Natasha is working in a project where the next phase can start only when the previous phase is 100% complete. What does
this mean?
(A) The project has overlapping phases
(C) The phases of the project has iterative relationship
(B) The project has sequential phases
(D) None of the above
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Q.3As documented in the scope statement, the project objectives should include which of the following?
(A) A description of the business need that brought about
this project
(C) Quantifiable criteria derived from value engineering,
value analysis, or function analysis
(B) A brief summary of the product description, including
measurable, quantifiable product requirements that will help
measure project success
(D) Quantifiable criteria, including at least cost, schedule,
and quality measures
Q.4 You are a project manager in a construction company. You have an information that your site inspector has worked 12 hours
overtime this month.This is an example of:
(A) Work Performance data
(C) Deliverables
(B)Work Performance Information
(D) Raw Data
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Q.1 CorrectAnswer is C
Explanation: Project initiation is done by Sponsor/Portfolio Manager. PM, at times support in making the Project
Charter.
Q.2 Correct Option is B. Only in case when your project has sequential phases, each phase starts after the
previous phase is 100% complete.
Q.3 CorrectAnswer: Option D
Explanation: Correct option is D. The project objectives should include quantifiable criteria that can be used to
help measure project success. Project objectives should always include schedule, cost, and quality measurements.
Q.4 CorrectAnswer: Option B
Explanation: Correct option is B. Work Performance Information is the performance data collected from various
controlling processes, analyzed in context and integrated based on relationships across areas.
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11. Integration Management

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11. Integration Management