PROJECT INTEGRATION
MANAGEMENT MIDTERM
WEEK 2
Topics To Cover:
o Define Project Integration Management
o Project Integration Management Purpose and
it’s Process
o Trends and Emerging Practices
PROJECT INTEGRATION
MANAGEMENT
▪ Includes the processes and activities to
identify. define, combine, unify and
coordinate the various processes and project
management activities within the Project
Management Process Groups.
INTEGRATION
▪ Includes characteristics of unification,
consolidation, communication, and
interrelationship.
▪ Project Integration Management includes
making choices about:
o Resource allocation,
o Balancing competing demands,
o Examining any alternative approaches.
o Tailoring the processes to meet the project
objectives, and
o Managing the interdependencies among the
Project Management Knowledge Areas.
▪ Project integration management is the
coordination of all elements of a project.
▪ This includes coordinating tasks, resources,
stakeholders, and any other project elements,
in addition to managing conflicts between
different aspects of a project, making trade-
offs between competing requests and
evaluating resources.
▪ One example would be if a project is not on
track, you may need to decide between going
over budget or finishing the project late in
order to complete it.
▪ Assessing the situation and making the
decision is a key part of project integration
management. Integrated project management
helps ensure projects are not managed in
isolation.
THE PURPOSE OF
PROJECT INTEGRATION
MANAGEMENT
▪ The main purpose of the integration
management is to manage and coordinate all
the processes and activities during the project
life cycle.
▪ It also conducts the project in order to
produce significant outputs. So each of the
project integration management processes
has another purpose to achieve the main
objective.
PROJECT INTEGRATION MANAGEMENT
▪ Project Integration Management is
specific to project managers. Whereas other
Knowledge Areas may be specialists (e.g.,
cost analysis, scheduling, specialists, risk
management experts), the accountability of
Project Integration Management cannot be
delegated or transferred.
▪ The project manager is the one who combines
the results in all the other Knowledge Areas
and has the overall view of the project.
▪ The project manager is ultimately responsible
for the project.
▪ Project Integration Management is about:
o Ensuring that the due dates of the product,
service, or result: project life cycle, and the
benefits management plan are aligned;
o Providing a project management plan to
achieve the project objectives;
o Ensuring the creation and the use of the
appropriate knowledge to and from the
project as necessary:
o Managing the performance and changes of
the activities in the project management plan:
o Making integrated decisions regarding key
changes impacting the project:
o Measuring and monitoring the project's
progress and taking appropriate action to
meet project objectives;
o Collecting data on the results achieved,
analyzing the data to obtain formation, and
communicating this information to relevant
stakeholders:
o Completing all the work of the project and
formally closing each phase. contract, and the
project as a whole; and
o Managing phase transitions when necessary.
 7 PROJECT INTEGRATION management plan, schedule management
MANAGEMENT PROCESSES plan, cost management plan etc.

DIRECT AND MANAGE PROJECT WORK

1. Develop Project Charter
▪ This is the third of the project integration
2. Develop Project management plan
management processes. It belongs to
3. Direct and manage project work
executing process group.
4. Manage project knowledge
▪ The process of leading and performing the
5. Monitor and control project work
work defined in the project management plan
6. Perform integrated change control
and implementing approved changes to
7. Close project phase
achieve the project's objectives.
▪ This process ensures the deliverables of the
PIM PROCESSES
project will be produced.
▪ These integration management processes
▪ Main outputs of the project are produced and
occur throughout the entire project lifecycle.
delivered to the customer during executing
▪ In other words, at least one of these seven
phase.
processes falls within each of the five
standard phases of a project.
MANAGE PROJECT KNOWLEDGE
▪ This is because managing project integration
▪ This is the fourth of the project integration
is an ongoing task that needs to continually
management processes. It belongs to
happen throughout a project.
executing process group.
▪ The process of using existing knowledge and
DEVELOP PROJECT CHARACTER
creating new knowledge to achieve the
▪ This is the first of the project integration
project's objectives and contribute to
management processes. It belongs to the
organizational learning.
project initiation phase.
▪ The process of developing a document that
MONITOR AND CONTROL PROJECT WORK
formally authorizes the existence of a project
▪ This is the fifth of the project integration
and provides the project manager with the
management processes. It belongs to project
authority to apply organizational resources to
monitoring and controlling process group.
project activities.
▪ The process of tracking, reviewing, and
▪ This will help in authorizing the project in the
reporting overall progress to meet the
organization.
performance objectives defined in the project
▪ And then, the planning phase will start.
management plan.
▪ PROJECT CHARTER is a formal short
▪ However, the actual results will not be
document that states a project exists and
exactly as you planned no matter how well
provides project managers with written
your project plan is.
authority to begin work
▪ Deviations and variances from the planned
values are measured with the help of monitor
DEVELOP PROJECT MANAGEMENT PLAN
and control project work process.
▪ This is the second of the project integration
management. It belongs to project planning
PERFORM INTEGRATED CHANGE
process group.
CONTROL
▪ The process of defining, preparing, and
▪ This is the sixth of the project integration
coordinating all plan components and
management processes. It belongs to project
consolidating them into an integrated project
monitoring and control process group as well.
management plan.
▪ The process of reviewing all change requests;
▪ This process will ensure proper planning of a
approving changes and managing changes to
project.
deliverables, organizational process assets,
▪ Also, it will help in producing project
project documents, and the project
management plans such as scope
management plan; and communicating the
decisions.
 ▪ Changes might be requested due to deviations
or variances from the planned values. Or, the
customer might require changes to the
project, for instance, they can come with a
new requirement or change their existing
requirement.
▪ If changes are approved, these need to be
implemented in the project and perform
integrated change control process ensures
proper implementation of changes in a
project.
CLOSE PROJECT OR PHASE
▪ This is the last one of the project integration
management processes. It belongs to project
closing process group.
▪ Once the project is completed, if customer
accepted the final product and signed-off the
acceptance, if all project objectives are met,
the project can be closed officially.
▪ The process of finalizing all activities for the
project, phase, or contract.
TRENDS AND EMERGING
PRACTICES
▪ Use of automated tools. The volume of data
and information that project managers need
to integrate makes it necessary to use a
project management information system
(PMIS) and automated tools to collect,
analyze, and use information to meet project
objectives and realize project benefits.
▪ Use of visual management tools. Some
project teams use visual management tools,
rather than written plans and other
documents, to capture and oversee critical
project elements.
▪ Project knowledge management. The
increasingly mobile and temporary work
force requires a more rigorous process of
identifying knowledge throughout the project
life cycle and transferring it to the target
audience so that the knowledge is not lost.
▪ Expanding the project manager's
responsibilities. Project managers are being
called on to initiate and finalize the project,
such as project business case development
and benefits management. Project managers
are also engaging in more comprehensive
identification and engagement of
stakeholders. This includes managing the
interfaces with various functional and
operational departments and senior
management personnel.
▪ Hybrid methodologies. Some project
management methodologies are evolving to
incorporate successfully applied new
practices Examples include the use of agile
and other iterative practices; business
analysis techniques for requirements
management, tools for identifying complex
elements in projects; and organizational
change management methods to prepare for
transitioning the project outputs into the
organization.
PROJECT ONE
▪ DEVELOP PROJECT CHARTER
▪ Is the process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply organizational resources to
project activities. The key benefits of this
process are that it provides a direct link
between the project and the strategic
objectives of the organization, creates a
formal record of the project, and shows the
organizational commitment to the project.
This process is performed once or at
predefined points in the project.
PROJECT CHARTER INPUT
1. Business documents
▪ Business case
▪ Benefits management plan
2. Agreements
3. Enterprise environmental factors
4. Organizational process assets
BUSINESS CASE
▪ The approved business case, or similar, is the
business document most used to create the
project charter.
▪ The business case describes the necessary
information from a business standpoint to
determine whether the expected outcomes of
the project justify the required investment.
▪ It is commonly used for decision making by
managers or executives above the project
level. Typically, the business need and the
cost benefit analysis are contained in the
business case to justify and establish
boundaries for the project.
▪ The business case is created as a result of one
or more of the following:
o Market demand
o Organizational need
o Customer request
o Technological advancement
o Legal requirement
o Ecological impacts
o Social need

▪ Agreements are used to define initial

intentions for a project. Agreements may
take the form of contracts, memorandums of
understanding (MOUs), service level
agreements (SLA), letters of agreement,
letters of intent, verbal agreements, email, or
other written agreements
▪ Typically, a contract is used when a project is
being performed for an external customer.