1. Project Integration Project integration management processes :
develop project charter
develop project management plan
direct and manage project execution
monitor and control project work
perform integrated change control
close project
Integrate definition:
Complete by addition of parts: combine parts into a whole.
develop project charter
develop a document that formally authorises a project and includes initial requirements to satisfy stakeholders’ needs and expectations
develop project management plan
document the actions needed to define, prepare, integrate and co-ordinate all subsidiary plans
direct and manage project execution
perform the work in project management plan to achieve project objectives
monitor and control project work
track, review, and regulate the progress to meet performance objectives in project management plan
perform integrated change control
review all change requests, approving changes, and managing changes to deliverables, organisational process assets, project documents, and project management plan
close project
finalise all activities to formally complete project

2. Project Integration Making choices about : - resource allocation
- making trade-offs between competing
objectives and alternatives
- managing interdependencies
Project management processes (initiating, planning, executing, monitoring and controlling, closing)
- not discrete processes
- overlap and interact
- may be reiterative

3. Develop project charter
Develop a document that formally authorises a project and includes initial requirements to satisfy stakeholders’ needs and expectations
Establishes partnership between performing organisation and requesting organisation (or client)
Project manager is identified early on
- while project charter being developed, prior to planning
Provides project manager with authority to apply resources to project activities
Project authorisation done by some external to project
e.g. sponsor, project management office

4. Develop project charter - Inputs
Project Statement of Work
describes products or services to be delivered by project
consistent with business need
aligns with strategic plan
Business case
is project worth the investment?
contains business need and cost-benefit analysis
built on market demand, organisational need, customer request, technological advance,
legal requirement, ecological impacts, social need
Contract
when project is for external customer
Enterprise Environmental factors
government or industry standards
organisational infrastructure
marketplace conditions
Organisational Process Assets
organisation standard processes and policies
templates
historical information and lessons learnt knowledge base

5. Develop project charter - Tools
Expert Judgement often used to assess inputs applied to technical and management details provided by group or individual specialised knowledge or training from : - other units within organisation - consultants - stakeholders (including clients, sponsors) - professional and technical associations - industry groups - subject matter experts - project management office

6. Develop project charter - Outputs
Project Charter documents business needs current understanding of clients’ needs new product, service or result/outcome intended to satisfy : - 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 will include : - project approval requirements (project success, who decides, who signs) - assigned project manager (responsibility, authority level) - name and authority of sponsor or who authorises the project

7. Develop project management plan
Document the actions needed to define, prepare, integrate and co- ordinate all subsidiary plans

8. Develop project management plan - Inputs
Project Charter
Outputs from planning processes
- planning is ongoing and so may feedback into planning process
- updates to individual documents may mean updates to project management plan
Enterprise Environmental Factors
- government or industry standards
- organisational infrastructure
- project management information systems (e.g. scheduling software)
- organisational structure and culture
- personnel administration
Organisational Process Assets
- organisation standard processes and policies
- templates
- change control procedures
- project files from past projects

9. Develop project management plan - Tools
Expert Judgement often used to : - tailor the process to meet project needs - develop technical and management details for inclusion in project management plan - determine resources and skill levels needed to perform project work - determine which project documents require formal change control processes

10. Develop project management plan - Outputs
Project Management Plan integrates and consolidates all subsidiary management plans and baselines from planning includes : - life cycle selected for project - results of tailoring by project management team project management processes selected level of implementation of processes descriptions of tools and techniques used in processes how selected processes will be used to manage project - how work will be executed to accomplish project objectives - change management plan - how to maintain integrity of performance measurements baselines - need and techniques for communication with stakeholders - management reviews for content, extent, and timing to address open issues and pending decisions

11. Develop project management plan
can be summary level or detailed
may be composed of one or more subsidiary plans
detail of subsidiary plans as required by project
Project baselines include
schedule baseline
cost performance baseline
scope baseline
Subsidiary plans include
scope management plan
schedule management plan
cost management plan
quality management plan
human resource plan
communications management plan
risk management plan
procurement management plan

12. Direct and manage project execution
Perform the work in project management plan to achieve project objectives, including :
- perform activities to accomplish project requirements
- create project deliverables
- staff, train, and manage project team members
- obtain, manage, and use resources (materials, tools, equipment,
facilities)
- implement planned methods and standards
- establish and maintain project communication channels (internal
and external)
- generate project data (e.g. cost, schedule, technical and quality
progress) and status to enable forecasting
- issue change requests and adapt approved changes into scope,
plans, and environment
- manage risks and implement risk response activities
- manage sellers and suppliers
- collect and document lessons learnt
- implement approved process improvement activities

13. Direct and manage project execution
Direct and manage project execution implements approved changes for :
Corrective action
document direction for executing project work to bring expected future performance in line with project management plan
Preventative action
document direction to perform an activity that reduces probability of negative consequences associated with project risks
Defect repair
formally document identification of defect in project component with recommendation to repair or replace the component

14. Direct and manage project execution - Inputs
Project Management Plan
describes products or services to be delivered by project
consistent with business need
aligns with strategic plan
Approved Change Requests
scheduled for implementation by project team
may modify policies, procedures, costs, budgets
Enterprise Environmental factors
organisational infrastructure
project management information systems (e.g. scheduling software)
organisational structure and culture
client organisational structure and culture
personnel administration
stakeholder risk tolerances
Organisational Process Assets
organisation standard guidelines and work instructions
communication requirements (media used, record retention, security)
defect management procedures (and database of same)
project files from past projects

15. Project execution Tools
Expert Judgement
often used to assess inputs needed for project execution
- other units within organisation
- consultants
- stakeholders (including clients, sponsors)
- professional and technical associations
Project management information systems
provides access to
- automated tools (e.g. scheduling software)
- information collection and distribution system
- internet access

16. Project execution Outputs
Deliverables
unique and verifiable product, service capacity, result that must be produced to complete a project
Work Performance Information
data that is routinely collect and relates to :
- deliverable status
- schedule progress
- costs incurred
Change Requests
to modify project procedures, scope, cost, budget, schedule, quality
may cover corrective or preventative actions, defect repair
updates
- changes to formally controlled documents, plans etc to reflect
modified or additional ideas or content

17. Project execution Outputs
Project Management Plan Updates elements of the project management plan that may be updated include : - schedule management plan - cost management plan - quality management plan - human resource plan - communications management plan - risk management plan - procurement management plan - project baselines Project Document Updates documents that may be updated include : - project logs (issues, assumptions etc) - risk register - stakeholder register

18. Monitor and control project work
Track, review, and regulate the progress to meet performance objectives in project management plan
Performed throughout the project
Monitoring includes :
- collecting, measuring and distributing performance information
- assessing measurements and trends to effect process improvements
Concerned with :
- comparing actual performance against plan
- assessing performance to decide if corrective or preventative action
needed (make recommendations)
- identify new risks and monitor existing risks
- maintain accurate and timely information base
- provide information for reports, progress measurement, and forecasting
- providing forecasts to update current cost and schedule information
- monitoring implementation of approved changes

19. Monitor and control project work - Inputs
Project Management Plan
Performance Reports
detail activities, accomplishments, milestones, identified issues, and problems
key information including :
- current status
- significant accomplishments
- scheduled activities
- forecasts
Enterprise Environmental factors
government or industry standards (e.g. regulatory reporting requirements)project management information systems (e.g. scheduling software)organisational work authorisation system
stakeholder risk tolerances
Organisational Process Assets
organisation communication requirements
financial controls procedures
lessons learnt database
defect management procedures (and database of same)
risk control procedures

20. Monitor and control project work - Tools
Expert Judgement often used to interpret information provided by monitor and control activities

21. Monitor and control project work - Outputs
Change Requests
may be issued after comparing planned results to actual results
may cover corrective or preventative actions, defect repair
Project Management Plan Updates
elements of the project management plan that may be updated include :
schedule management plan
cost management plan
quality management plan
scope baseline
schedule baseline
cost performance baseline
Project Document Updates
documents that may be updated include :
forecasts
performance reports
issue log

22. Perform integrated change control
review all change requests, approving changes, and managing changes to deliverables, organisational process assets, project documents, and project management plan
From project inception to completion
Change management activities include :
- minimise undesired influence so that only approved changes
are implemented
- processing change requests promptly
- managing approved changes
- maintain baseline integrity by incorporating only approved
changes into plan and project documents
- review, approve, or deny all recommended corrective and
preventative actions
- co-ordinating changes across entire project
- document complete impact of change requests
Change requests may start verbally, but should always be written

23. Perform integrated change control - Inputs
Project Management Plan Work Performance Information Change Requests can include corrective and preventative actions, defect repairs corrective and preventative actions usually do not affect project baseline but may influence performance against baseline Enterprise Environmental Factors project management information systems (e.g. scheduling software) Organisational Process Assets change control procedures procedures for approving and issuing change authorisations process measurement database used to collect and make available measurement data

24. Perform integrated change control - Tools
Expert Judgement
often used to provide expertise and sit on change control board
- industry groups
- consultants
- stakeholders (including clients, sponsors)
- professional and technical associations
- subject matter experts
- project management office
Change Control Meetings
change control board :
- meets to review change requests
- approves or rejects change requests
- requests can be returned to requester for additional information

25. Perform integrated change control - Outputs
Change Request Status Updates the status of all changes (approved or not) will be updated in change request log Project Management Plan Updates elements of the project management plan that may be updated include : - any subsidiary management plans - baselines that are subject to formal change control process (i.e. sufficiently significant for the formal process) Project Document Updates documents that may be updated include : - change request log - documents that are subject to formal change control process

26. Close project
finalise all activities to formally complete project Project manager reviews all prior information to ensure : - all work is complete - project has met objectives - reviews project management plan - project scope measured against project management plan investigate and document reasons for actions if project terminated before completion other activities include : - satisfying completion or exit criteria - transfer project’s products, services, or results/outcomes to next phase, production, operations - collect project records - audit project success or failure - gather lessons learnt - archive project information

27. Close project - Inputs Project Management Plan Accepted Deliverables
deliverables that have been accepted through the Verify Scope process (Week 5 lecture)
Organisational Process Assets
- project closure guidelines or requirements
e.g. project audits, project evaluations, transition criteria
- historical information and lessons learnt knowledge database
e.g. project records and documents, all project closure
information and documentation, information regarding
risk management

28. Close project - Tools Expert Judgement
often used when performing administrative closure activities
to ensure project closure is performed to appropriate standards
e.g. assistance with finalising accounts, redeployment of personnel

29. Close project - Outputs
Final Product, Service, Result/Outcome Transition transition from project to client, operations, production, marketplace, etc Organisational Process Assets Updates organisational process assets that may be updated include : - project files e.g. project management plan, scope, cost, schedule and project calendars risk register change management documentation planned risk response actions risk impact - project closure documents formal documentation indicating completion of project includes discussion of why project was terminated early (if applicable) - historical information and lessons learnt information transferred to database for use in future projects includes information in issues and risks, and techniques that worked well

30. References
Melton, T., 2007, Project Management Toolkit, 2nd Ed., Butterworth-Heinemann, pages 13 – 51 Meredith, J.R. and Mantel, S.J., 2009, Project Management: A Managerial Approach, 7th Edition, Wiley, pages 267 – 273 Nicholas, J.M. and Steyn, H., 2008, Project Management for Business, Engineering and Technology, Butterworth- Heinemann, pages