Project Integration Management

Integration Management
• Includes processes to ensure that all
the elements of a project are properly
coordinated
• Making balance among competing
alternatives and objectives to meet
stakeholder needs
• Typically the most important knowledge
area for the Project Manager
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
 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
 How Do We Manage Integration?
• Use the seven 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 Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control Phase
 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 Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control Phase
 Project Charter
Project Inputs Tools & Techniques
Statement of
Work  Project Selection Methods

Enterprise  Project Management

Methodology Outputs
Environmental
Factors  Project Management Project Charter
Information System
Contract
 Expert Judgment
Organizational
Process Assets

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control
Phase
 Project Management Plan
Inputs Tools & Techniques
Preliminary Project
Scope Statement  Project Management
Methodology
Project Management  Project Management Outputs
Processes Project
Information System Management
Enterprise  Expert Judgment Plan
Environmental
Factors
Organizational
Process Assets

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control
Phase
Project Planning Matrix/ Logical Framework
Narrative Objectively Means of Important
Summary Verifiable Verification Assumptions
Indicators (MOV)
(OVI)
GOAL

PURPOSE

OUTPUTS

ACTIVITIES Inputs
 Objectively Verifiable Indicators
• Indicators must be valid, reliable, precise, cost-
effective and stated independently from other levels.
• Indicators should make clear how the target group will
benefit from the realization of outputs.
• Indicators should be specific in terms of:
– Quality (what?) - Q
– Quantity (how much?) -Q
– Time (when, how long?) - T
– Target Group (who?) - T
– Place (where?) - P
 Direct & Manage Execution
Inputs Outputs
Tools & Techniques
Project Management Plan Deliverables
 Project
Approved Corrective Management Requested Changes
Actions Methodology
Approved Preventive Actions Implemented Change Requests
 Project
Approved Change Requests Management Implemented Corrective Actions
Information
Approved Defect Repair System Implemented Preventive Actions

Validated Defect Repair Implemented Defect Repair

Administrative Closure Work Performance Information

Procedure

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control Phase
 Monitor & Control Project Work
Tools & Techniques Outputs Recommended
Inputs  Project Management Corrective Actions
Project Methodology
Recommended
Management Plan  Project Management Preventive Actions
Information System
Work Performance Forecasts
Information  Earned Value Management
Recommended
Rejected Change  Expert Judgment Defect Repair
Requests
Requested
Changes

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control
Phase
 Integrated Change Control
Tools & Techniques Outputs
 Project Approved Change Requests
Inputs Management
Project Management Plan Methodology Rejected Change Requests

Requested Changes  Project Project Management Plan Updates

Management
Work Performance Information Information Project Scope Statement Updates
System
Recommended Preventive Actions Approved Corrective Actions
 Expert Judgment
Recommended Corrective Actions Approved Preventive Actions

Recommended Defect Repair Approved Defect Repair

Deliverables Validated Defect Repair

Deliverables

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Work Control Phase
 Close Project or Phase
Outputs
Inputs Tools & Techniques Administrative Closure
Project Management Plan  Project Management Procedure
Methodology Contract Closure Procedure
Contract Documentation
 Project Management
Final Product, Service, or Result
Enterprise Environmental Factors Information System
 Expert Judgment Organizational Process assets
Organizational Process Assets Updates
Work Performance Information

Deliverables

Project Direct & Monitor & Integrated Close

Project
Management Manage Control Change Project or
Charter
Plan Execution Project Control Phase
Work
What Goes in a Project Plan?
• Project charter • Budget
• Project Management • Schedule
Approach • Resources
• Scope Statement • Change Control System
• Work Breakdown • Performance
Structure (WBS) Measurement Guidelines
• Responsibility Chart • Management Plans
• Network Diagram with (Scope, Schedule, cost,
Major Milestones quality, staffing,
communications, risk
response, procurement)
PM Responsibility for Change
• Influence factors that affect change
• Ensure change is beneficial
• Determine if a change has occurred
• Determine if a change is needed
• Look for alternatives to change
• Minimize negative impact from change
• Notify Stakeholders impacted by change
• Managing those changes that do occur
according to project plan
 Responsibility
• The duties, assignments, and
accountability for results associated
with a designated position in the
organization.
Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002
 Accountability
• Being answerable to one's superior in
an organization for the exercise of
one's authority and the performance of
one's duties.

Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002
 Authority
• The legitimate power given to a
person in an organization to use
resources to reach an objective and to
exercise discipline.

Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002