2 Project Integration Management

Project Integration Management
2012 Project Management Institute. All Rights Reserved.
Learning Objectives
At the end of the session, you will be able to:
Develop Project Charter.
Develop Project Management Plan.
Direct and Manage Project Execution.
Monitor and Control Project Work.
Perform Integrated Change Control.
Close Project or Phase.
Integration Management Processes

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.
Processes
Develop
Project
Charter
Develop
Project
Management
Plan
Direct and
Manage
Project
Execution
Perform
Monitor and
Integrated
Control
Change
Project Work
Control
Close
Project or
Phase
Project Charter
The project charter is the document that:
Formally authorizes the project or phase.
Establishes a partnership between the performers and

the requestors.
Authorizes the project manager to apply organizational

resources to project activities.
Links the project to the strategy and ongoing work of the

organization.
Develop Project Charter
Project statement of work

Business case
Contract
Enterprise environmental
factors
Organizational process
assets
Outputs
Outputs
Inputs
Inputs
Process of developing a document that formally authorizes a

project or phase and documenting initial requirements that satisfy
the stakeholders needs and expectations.
Project Charter
Expert judgment
Tools
Tools&&Techniques
Techniques
Develop Project Charter - Inputs

Project Statement of Work (SOW)
Narrative description of products or services to be
delivered by the project
Provided by project initiator or the sponsor
Based on the business needs
References
Business need
Product scope description
Strategic plan

Business Case
Comprises of the business need and cost-benefit
analysis to determine whether or not the project is worth
the required investment.
Contract
Required if the project is done for an external customer

Organizational Process Assets
Organizational standard processes, policies and
standardized process definitions for use in the
organization;
Templates; and
Historical information and lessons learned knowledge base
Enterprise Environmental Factors

Governmental or industry standards,
Organization infrastructure, and
Marketplace/governance conditions
2012
Develop Project Charter Tools and Techniques

Expert Judgment
Expertise provided by any group or individual with
specialized knowledge or training
Sources include:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Subject Matter Experts, etc
2012
Develop Project Charter - Output

Project Charter
The project charter documents:
The specific purpose of the project
Project objectives and criteria for success
High level requirements
High level project description
High level risks
Summary milestone schedule
Summary budget
Project approval requirements
Assigned Project Manager and authority level
Name and authority of the sponsor
10
Caselet
Case 1, Page 81 of Project Management Core Textbook

by Samuel J. Mantel, Jr; Margaret M. Sutton; with M.R.
Gopalan
11
Develop Project Management Plan
Inputs
Inputs
Process of documenting the actions necessary to define,

prepare, integrate, and coordinate all subsidiary plans.
Defines how the project is monitored, executed, controlled
and closed.
Project charter
Outputs from planning
processes
Enterprise environmental
factors
Organizational process
assets
Outputs
Outputs
Project management plan
Expert judgment
Tools
Tools&&Techniques
Techniques
12
Develop Project Management Plan - Inputs

Outputs from planning processes
Change Management Plan

Configuration Management Plan
Cost Performance Baseline
Requirements Management Plan
Quality Management Plan
Process Improvement Plan
Human Resource Plan
Communications Management Plan
Risk Management Plan
Procurement Management Plan
13
Develop Project Management Plan - Tools

and Techniques
Expert judgment
Tailor the process to meet the project needs
Develop technical and management details to be included
in the project management plan
Determine resources and skill levels needed to perform
project work
Define level of configuration management to apply on the
project
Determine which project documents will be subject to
formal change control process
14
Develop Project Management Plan - Output

Project Management Plan
It documents:
The project management life cycle and the processes that
will be applied to each phase.
For each project management process selected:
Level of Information.
Tools and techniques to be used.
Dependency and interaction with other processes.
How work will be executed to meet the project objectives.

Contd..
15
Develop Project Management Plan - Output
How integrity of the performance measurement baselines

will be maintained.
Need and techniques for communication among

stakeholders
Key management reviews for content, extent, and timing to

facilitate addressing open issues and pending decisions.
16
Direct & Manage Project Execution

Approved change requests
Enterprise environmental factors
Organizational process assets
Outputs
Outputs
Inputs
Inputs
Process of performing the work defined in the project

management plan to achieve the projects objectives.
Deliverables
Work performance information
Change requests
Project management plan updates
Project document updates
Expert judgment
Project management information system
Tools
Tools&&Techniques
Techniques
17
Direct & Manage Project Execution
It involves:
Directing project performance, managing the various
organizational and technical interfaces that exist within the
project.
Implementing:
Approved corrective actions that will bring anticipated project
performance into compliance with Project Management Plan;
Preventive Actions to reduce the probability of potential
negative consequences;
Defect repair request to correct product defects found by
quality process.
Collecting work performance information.
18
Direct & Manage Project Execution - Input
Approved Change Requests
Are the documented, authorized changes to expand or reduce

project scope.
Can also modify policies, the project management plan,

procedures, costs or budgets; or revise schedules.
May require implementation of preventive or corrective actions.
19
Direct & Manage Project Execution Tools

and Techniques
Project Management Information System
Provides access to an automated tool, such as a scheduling

software tool, a configuration management system, an
information collection and distribution system, or web
interfaces to other online automated systems used during
project execution.
20
Direct & Manage Project Execution - Output
Schedule progress showing status information

Deliverables that have been completed and those not
completed
Estimates to complete the schedule activities that have
started
Percent physically complete of the in-progress schedule
activities
Costs authorized and incurred
Extent to which quality standards are being met
Documented lessons learned posted on the lessons learned
knowledge base
Resource utilization detail
21
Monitor & Control Project Work

Performance reports
Outputs
Outputs
Inputs
Inputs
Process of tracking, reviewing and regulating the progress to

meet performance objectives.
Change requests
Expert judgment
Tools
Tools&&Techniques
Techniques
22

Some of the activities include:
Comparing actual project performance against the project
management plan;
Assessing performance to determine whether any
corrective or preventive actions are necessary and then
recommending those actions as required;
Identification, analysis, tracking, monitoring & reporting
project risks and ensuring risk response plans and
mitigation is carried out;
Contd..
23
Maintaining an accurate, timely information base

concerning the projects products and their associated
documentation through project completion;
Providing information to support status reporting,
progress measurement, and forecasting;
Providing forecasts to update current cost and current
schedule information; and
Monitoring implementation of approved changes as they
occur.
24
Monitor & Control Project Work - Input

Performance Reports
The performance reports can be used to report the key
information including, but not limited to:
Current status,
Significant accomplishments for the period,
Scheduled activities,
Forecasts, and
Issues
25
Monitor & Control Project Work Tools and

Techniques
Expert Judgment
Used by the team to interpret the information provided

by the monitor and control processes.
The project manager, in collaboration with the team,
determines the actions required to ensure project
performance matches expectations.
26
Monitor & Control Project Work - Output

Change Requests
As a result of comparing planned results to actual results,
change requests may be issued which may expand, adjust, or
reduce project or product scope. Changes may impact the
project management plan, project documents, or product
deliverables.
27
Perform Integrated Change Control

Change requests
Outputs
Outputs
Inputs
Inputs
Process of reviewing all change requests, approving changes

and controlling changes to the deliverables and organizational
process assets.
Change request status updates

Expert judgment
Change control meetings
Tools
Tools&&Techniques
Techniques
28
Change Control Processes
Every (documented) change must be either accepted or

rejected by some authority:
Within the project management team OR;
External organization representing initiator, sponsor

or customer.
Many times, change control system includes a change
control board responsible for approving and rejecting the
requested changes.
If the project is being provided under a contract, then some
proposed changes need to be approved by the customer.
29
Perform Integrated Change Control - Input

Change Requests
All the monitoring and control processes and many of the

executing processes produce change requests as an output.
Change requests can include corrective action, preventive

action, and defect repairs.
30
Perform Integrated Change Control

Tools and Techniques
Change Control Meetings
A change control board is responsible for meeting and

reviewing the change requests and approving or
rejecting those change requests.
The roles and responsibilities of these boards are
clearly defined and are agreed upon by appropriate
stakeholders.
31
Perform Integrated Change Control - Output

Change Request Status Updates
Change requests are processed according to the change control
system by the project manager or by an assigned team member.
The status of all changes, approved or not, will be updated in
the change request log as part of the project document updates.
32
Close Project or Phase

Accepted deliverables
Outputs
Outputs
Inputs
Inputs
Process of finalizing all activities across all the project

management groups to formally close the project or a project
phase.
Final product, service, or result

transition
Organizational. process assets
updates
Expert judgment
Tools
Tools&&Techniques
Techniques
33
Close Project or Phase

Activities include
Close each phase of the project
Collect and summarize project results, compare to plan time, cost,
scope & technical approach
Collect lessons learned
Formal documented acceptance by customer
Archive and index project records
34
Close Project or Phase - Input

Organizational Process Assets
Project or phase closure guidelines or requirements (e.g.,

project audits, project evaluations, and transition criteria), and
Historical information and lessons learned knowledge base

(e.g., project records and documents, all project closure
information and documentation, etc).
35
Close Project or Phase Tools and

Techniques
Expert Judgment
Expert judgment is applied when performing

administrative closure activities. These experts ensure
the project or phase closure is performed to the
appropriate standards.
36
Close Project or Phase - Output

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).
37
Quiz
38
Quiz
Project integration is done by:
A. Team
B. Project Manager
C. Sponsor
D. Program Manager
39
Quiz
All of the following are characteristics of the project charter, except:
A. It formally authorizes a project or a phase.

B. It is not fixed and goes through iterations as the
project progresses.
C. It provides the project manager with the authority to
apply resources to project activities.
D. It is issued by the project sponsor.
40
Quiz
Which of the following is not part of an effective change control
system :
A. Meetings.
B. Lessons Learned.
C. Procedures.
D. Standards for reports.
41
Quiz
All of the following would occur during the closure of the project,
except :
A. Creating lessons learned.

B. Formal acceptance.
C. Performing benefit cost analysis.
D. Reducing resource spending.
42
Questions?
43

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Project Integration Management

2012 Project Management Institute. All Rights Reserved.

2012 Project Management Institute. All Rights Reserved.

Integration Management Processes

2012 Project Management Institute. All Rights Reserved.

Formally authorizes the project or phase.

Establishes a partnership between the performers and

Authorizes the project manager to apply organizational

Links the project to the strategy and ongoing work of the

2012 Project Management Institute. All Rights Reserved.

Develop Project Charter

Project statement of work

Process of developing a document that formally authorizes a

2012 Project Management Institute. All Rights Reserved.

Develop Project Charter - Inputs

2012 Project Management Institute. All Rights Reserved.

Develop Project Charter - Inputs

2012 Project Management Institute. All Rights Reserved.

Develop Project Charter - Inputs

Enterprise Environmental Factors

Develop Project Charter Tools and Techniques

Develop Project Charter - Output

Case 1, Page 81 of Project Management Core Textbook

2012 Project Management Institute. All Rights Reserved.

Develop Project Management Plan

Process of documenting the actions necessary to define,

Project management plan

Develop Project Management Plan - Inputs

Change Management Plan

2012 Project Management Institute. All Rights Reserved.

Develop Project Management Plan - Tools

2012 Project Management Institute. All Rights Reserved.

Develop Project Management Plan - Output

For each project management process selected:

Tools and techniques to be used.

Dependency and interaction with other processes.

How work will be executed to meet the project objectives.

Develop Project Management Plan - Output

How integrity of the performance measurement baselines

Need and techniques for communication among

Key management reviews for content, extent, and timing to

2012 Project Management Institute. All Rights Reserved.

Direct & Manage Project Execution

Project management plan

Process of performing the work defined in the project

2012 Project Management Institute. All Rights Reserved.

Direct & Manage Project Execution

Collecting work performance information.

2012 Project Management Institute. All Rights Reserved.

Direct & Manage Project Execution - Input

Approved Change Requests

Are the documented, authorized changes to expand or reduce

Can also modify policies, the project management plan,

May require implementation of preventive or corrective actions.

2012 Project Management Institute. All Rights Reserved.

Direct & Manage Project Execution Tools

Project Management Information System

Provides access to an automated tool, such as a scheduling

2012 Project Management Institute. All Rights Reserved.

Direct & Manage Project Execution - Output

Work performance information

Schedule progress showing status information

2012 Project Management Institute. All Rights Reserved.

Monitor & Control Project Work