1. Project Integration Management
CHAPTER 4
(BUS445)
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2. Integration Management
Includes processes to ensure that all the elements of a project are properly coordinated
Making tradeoffs among competing alternatives and objectives to meet stakeholder needs
Typically the most important knowledge area for the Project Manager
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3. Why Do We Manage Integration?
Manage change and communication
Reduce project time and cost
Involve stakeholders early and often
Make results visible
Identify problems/solutions early
Use relevant experience as early as possible
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4. Who Manages Integration?
Project Manager – Integrator for the project that executes processes
Team Members – Concentrate on completing tasks, activities, & work packages
Project Sponsor – Protect project from changes and losing resources
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5. How Do We Manage Integration?
Use the six integration processes
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
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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6. How Do We Manage Integration?
Each process has:
Inputs
Tools and Techniques
Outputs
Remember that inputs and outputs can feed more than one process!
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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7. Project Charter
After deciding what project to work on, it is important to let the rest of the organization know
A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management and name the project manager. It is usually no more than one page long.
Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management
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8. Project Charter Input Contract Statement of work
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Project selection methods
Project management methodology
Project management information system
Expert judgment
Outputs
Project charter
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9. Project Charter IMAGE Inputs Tools & Techniques Outputs
Project Statement of Work
Inputs
Tools & Techniques
Project Selection Methods
Project Management Methodology
Project Management Information System
Expert Judgment
Enterprise Environmental Factors
Outputs
Project Charter
Contract
Organizational Process Assets
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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10. Project Management Plan
is a document used to coordinate all project planning documents and help guide a project’s execution and control.
Documents project planning assumptions and decisions regarding choices, facilitates communication among stakeholders, provides a baseline for progress measurement and project control .
Should be dynamic, flexible and subject to change when the environment or project changes.
Includes all project planning documents
Plans created in the other knowledge areas are subsidiary parts of the overall project management plan.
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11. Project Management Plan
Tools & Techniques
Inputs
Preliminary Project Scope Statement
Project Management Methodology
Project Management Information System
Expert Judgment
Project Management Processes
Outputs
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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12. Common Elements of a Project Management Plan
Introduction or overview of the project.
Description of how the project is organized.
Management and technical processes used on the project.
Work to be done, schedule, and budget information.
Many govt. agencies provide guidelines for creating PMPs.
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13. Direct & Manage Execution
Project execution involves managing and performing the work described in the project management plan
The majority of time and money is usually spent on execution
The application area of the project directly affects project execution because the products of the project are produced during execution
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14. Direct & Manage Execution
General management skills like leadership, communication, and political skills
Product, business, and application area skills and knowledge
Northwest Airlines spent millions of dollars and had a team of 70 full-time people working on the project led by a PM who had never worked in an IT dept but had extensive knowledge of the airline industry and reservation process
Use of specialized tools and techniques
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15. Direct & Manage Execution
Outputs
Inputs
Tools & Techniques
Project Management Plan
Deliverables
Project Management Methodology
Project Management Information System
Approved Corrective Actions
Requested Changes
Approved Preventive Actions
Implemented Change Requests
Approved Change Requests
Approved Defect Repair
Implemented Preventive Actions
Validated Defect Repair
Implemented Defect Repair
Administrative Closure Procedure
Work Performance Information
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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16. Monitor & Control Project Work
Monitoring project work includes collecting, measuring, and disseminating performance information
Two important outputs of monitoring and controlling project work include recommended corrective and preventive actions
Corrective result in improvements in project performance and preventive reduce the chances of negative consequences associated with project risks
Other outputs – forecasts, recommended defect repairs and requested changes
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17. Monitor & Control Project Work
Tools & Techniques
Outputs
Recommended Corrective Actions
Inputs
Project Management Methodology
Project Management Information System
Earned Value Management
Expert Judgment
Project Management Plan
Recommended Preventive Actions
Work Performance Information
Forecasts
Recommended Defect Repair
Rejected Change Requests
Requested Changes
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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18. Integrated Change Control
*Change Control Board is formed to review change requests. It is used to approve or reject change requests. After the project scope has been baselined, each requested change must go through a change control review process. *Project Manager detect deviations and take timely corrective action. *When a change request is received, the following steps must be taken (in this order) 1-Evaluate (assess) the impact of change to the project 2-Create alternatives including cutting other tasks, crashing, fast-tracking etc. 3-Meet with management, sponsors etc. 4-Meet with the customer if necessary
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19. Integrated Change Control
Project Management Methodology
Project Management Information System
Expert Judgment
Approved Change Requests
Inputs
Project Management Plan
Rejected Change Requests
Requested Changes
Project Management Plan Updates
Work Performance Information
Project Scope Statement Updates
Recommended Preventive Actions
Approved Corrective Actions
Recommended Corrective Actions
Approved Preventive Actions
Recommended Defect Repair
Approved Defect Repair
Deliverables
Validated Defect Repair
Deliverables
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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20. Close Project or Phase
To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people
Main outputs include:
Administrative closure procedures
Contract closure procedures
Final products, services, or results
Organizational process asset updates
Project documentation, project closure documents, historical information produced by the project, lessons-learned report
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21. Close Project or Phase Outputs Tools & Techniques Inputs
Administrative Closure Procedure
Inputs
Project Management Plan
Project Management Methodology
Project Management Information System
Expert Judgment
Contract Closure Procedure
Contract Documentation
Final Product, Service, or Result
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables
Project Charter
Project Management Plan
Direct & Manage Execution
Monitor & Control Project Work
Integrated Change Control
Close Project or
Phase
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22. Integration Management Summary
Know the integration management processes and where they belong
Project plan documents the basis for all project decisions
Understand the authority and limits of authority of the project manager
All changes should be guided by the processes in the project plan.
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