Project Management for the real world.

2. PROJECT INTEGRATION MANAGEMENT

Materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide
Sixth ), Edition, published by the Project Management Institute, Inc
.© 2017
.

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 PROJECT INTEGRATION MANAGEMENT

• * 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

• The accountability for Project Integration Management lies with the project manager and
should not be delegated. Although some other Knowledge Areas may be managed by
specialists, the ultimate responsibility for the project as a whole lies with the project
manager.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

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2
 Process 2.1: Develop Project Charter

• *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 Project Charter is typically developed and issued by the project initiator or sponsor,
although the project manager often collaborates in its development. It provides the project
manager with authority to move forward with the project and is used as a starting point for
project planning.

 The Project Charter should include high-level information about the project including:
 Project purpose: Place for children to study
 Measurable project objectives and related success criteria
 High-level requirements and key deliverables: School for 500 students
 High-level project description and boundaries
 Preapproved budget: $10 million
 Summary milestone schedule: 2 years
 Overall project risk
 Key stakeholders
 Assigned project manager and his/her responsibility and authority
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved

3
 Process 2.1: Develop Project Charter

• The Business Case is a Business Document that is a key input to consider when developing
the Project Charter. It provides information about the project’s objectives and the justification
for the investment being made in the project. It includes the business need and the cost-
benefit analysis.

• The Business Case is used throughout the project life cycle. At the end of the project, it is also
useful for measuring project success.

• The Benefits Management Plan describes how and when the benefits of the project will be
delivered and how those benefits should be measured.

• The Assumption Log is an output that contains the high-level strategic and operational
project assumptions and constraints that are already known.

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4
 Process 2.1: Develop Project Charter

The Project Charter should include the:

1. Project purpose or justification.
2. Measurable project objectives and related
success criteria.
3. Summary budget.
4. High-level requirements.
5. High-level project description and product SOW
characteristics.
6. Assigned project manager and his/her
responsibility and authority.

The Project Charter should be issued by the

project initiator or sponsor.

SOW is a Statement of Work. It is the

primary input to developing the Project
Charter.
The Business Case is another input which
provides the justification for the investment
being made in the project

Figure 2-2: Develop Project Charter—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, Figure 4-2, Page 75.

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5
 Process 2.2: Develop Project Management
Plan
• *Develop Project Management Plan is the process of defining, preparing and coordinating all
plan components and consolidating them into an integrated project management plan.

• The Project Management Plan is a comprehensive, integrative document that defines how
the project is executed, monitored and controlled, and closed. The Project Management Plan
is updated with Outputs from other processes, which refers to the subsidiary plans and
baselines that are created in the planning processes, or those updated as a result of change
control.

• In addition to the subsidiary Knowledge Area plans, the Project Management Plan may
include other plans and additional components that are integrated in this process, including
the:

o Change Management Plan

o Configuration Management Plan
o Performance Measurement Baseline
o Project Life Cycle description
o Development approach (e.g., predictive, iterative, agile)
o Management review points

• Along with the Project Management Plan, Project Documents are used to manage the
project.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

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 Process 2.2: Develop Project Management
Plan

Table 1: Project Management Plan and Project Documents

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Table 4-1, Page 89.

© 2019 Dretal LLC. All rights reserved 7

© 2018 PMstudy.com. All rights reserved
 Process 2.2: Develop Project Management
Plan

To ensure stakeholders' buy-in, the

Project Management Plan should be
prepared with input from the project team,
and then approved by relevant
stakeholders.

Once the Project Management Plan is

base lined (signed-off or approved by
relevant stakeholders), it may only be
changed through the Perform Integrated
Change Control process.

Figure 2-3: Develop Project Management Plan—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, Figure 4-4, Page 82 .

© 2019 Dretal LLC. All rights reserved 8

 Process 2.3: Direct and Manage Project Work

• Direct and Manage Project Work is the process of leading and performing the work defined in
the project management plan and implementing approved changes to achieve the project’s
objectives.

• *A Deliverable is any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase.

• Work Performance Data are detailed data collected about deliverables during project
execution. Examples include work completed; schedule, cost, quality observations and
measurements.

• Work Performance Data is an input to Monitoring and Controlling processes where it will be
analyzed.

• An Issue Log captures and monitors details about each project issue such as type,
description, priority, who raised it, who is assigned to it, target resolution date, status, and the
solution.

• *A Change Request is a formal proposal to modify a document, deliverable, or baseline.

• There are different types of changes that arise during project execution. In addition to updates
to the Project Management Plan and Project Documents, changes may also include
corrective action, preventive action, or defect repair.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

© 2019 Dretal LLC. All rights reserved 9

 Process 2.3: Direct and Manage Project Work

• All Change Requests must go through the Perform Integrated Change Control process for
approval. Approved Change Requests then become an input to the Direct and Manage
Project Work process where they are implemented.

• An important tool used in the Direct and Manage Project Work process is the Project
Management Information System (PMIS). This system includes IT software tools used to
gather, integrate, and disseminate project management information (e.g., scheduling, cost,
and resource tools; project records; Configuration Management System; Work Authorization
System).

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 Process 2.3: Direct and Manage Project Work

Figure 2-4: Direct and Manage Project Work—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 4-6, Page 90.

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 Process 2.4: Manage Project Knowledge

• *Manage Project Knowledge is the process of using existing knowledge and creating new
knowledge to achieve the project’s objectives and contribute to organizational learning.

• *Knowledge is a mixture of experience, values and beliefs, contextual information, intuition,

and insight that people use to make sense of new experiences and information.

• The main output of this process is the Lessons Learned Register which is a Project
Document used to record important knowledge gained by the project team throughout the
project life cycle. Lessons learned should be considered for use in the current project and
should later be transferred into the lessons learned knowledge base or repository at the end
of each phase, or at the end of the project (as historical information).

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 Process 2.4: Manage Project Knowledge

Figure 2-5: Manage Project Knowledge—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 4-8 Page 98.

© 2019 Dretal LLC. All rights reserved 13

 Process 2.5: Monitor and Control Project Work

• *Monitor and Control Project Work is the process of tracking, reviewing, and reporting the
overall progress to meet the performance objectives defined in the project management plan.

• The Monitor and Control Project Work process allows the project manager to understand the
current state of the project and to recognize any existing or potential performance issues.

• A project manager should:

o collect project information to be used for status reporting, forecasting, and progress
measurements (e.g., scope, schedule, cost, and quality performance data)

o compare actual project performance against the Project Management Plan

o assess the need for corrective and preventive actions

o monitor the implementation of approved Change Requests

o monitor residual risks and identify new ones

o ensure the project is continuously aligned with the business needs

Project Management Institute, Inc., 2017.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
14
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 Process 2.5: Monitor and Control Project Work

• An important input that is gathered from other monitoring and controlling processes is Work
Performance Information. Work Performance Information consists of Work Performance
Data that has already been analyzed by other monitoring and controlling processes.

• Data Analysis techniques are used to further evaluate the compiled Work Performance
Information. Examples include Variance Analysis, Earned Value Analysis, Root Cause
Analysis, Trend Analysis, Reserve Analysis, Technical Performance Analysis, Alternatives
Analysis, and Cost-Benefit Analysis.

• Relevant Work Performance Information from all Knowledge Areas must then be pulled
together and integrated to create Work Performance Reports, which show overall project
status. The reports are then distributed to stakeholders through the Manage Communications
process.

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 Process 2.5: Monitor and Control Project Work

Figure 2-6: Flow of Work Performance, Work Performance Information, and Work Performance Reports

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 1-7, Page 27.

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© 2019 Dretal LLC. All rights reserved
 Process 2.5: Monitor and Control Project Work

Two things are necessary for control to exist:

You must have a plan that tells where you are

suppose to be .

If you don’t know where you are, you can not

have control.

Figure 2-7: Monitor and Control Project Work—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 4-10, Page 105.

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 Process 2.6: Perform Integrated Change
Control
• *Perform Integrated Change Control is the process of reviewing all change requests;
approving changes and managing changes to deliverables, organization process assets,
project documents, and the project management plan; and communicating the decisions.

• Formal change control should begin once the project baselines are established and approved.
Changes to the project may be requested by any project stakeholder and must be
documented in a Change Request. Requested changes must be considered in an integrated
manner. Thus, the impact to the overall project must be considered when changes are being
evaluated (i.e., impact to cost, schedule, resources, risks, and so on).

• In some organizations, a Change Control Board (CCB) is responsible for reviewing,

evaluating, approving, deferring, or rejecting changes to the project. Change control
procedures advise when changes need to be presented to the CCB.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

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 Process 2.6: Perform Integrated Change
Control
• The roles and responsibilities of the CCB are documented in the Change Management Plan,
in addition to the details on how the change control process should be managed.

• The Configuration Management Plan describing how information about project components
will be identified, recorded, changed, and controlled is also important in this process.

• Once the Change Request is approved, it is referred to as an Approve Change Request.

The applicable changes can then be implemented in the Direct and Manage Project Work
process.

• A Change Log is an important Project Document that tracks all changes that were
requested throughout a project, as well as the status of each Change Request.

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 Process 2.6: Perform Integrated Change
Control

Figure 2-8: Perform Integrated Change Control—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 4-12, Page 113.

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 Process 2.7: Close Project or Phase

• *Close Project or Phase is the process of finalizing all activities for the project, phase, or
contract.

• In the Close Project or Phase process, the Final Product, Service, or Result expected from
the project or phase is reviewed and transitioned to the customer, or to the next phase. This
includes all the Accepted Deliverables from the Validate Scope process.

• Organizational Process Assets are updated with lessons learned as well as the final Project
Management Plan, Project Documents, and any relevant project records.

• It may be necessary for the team to create Operational and Support Documents that help
an organization maintain, operate, and support the delivered product or service.

* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017.

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 Process 2.7: Close Project or Phase

Administrative Closure activities include:

• Satisfying completion or exit criteria to formally close out the phase or project, such as:
 Verifying that all documents are up to date and all issues were resolved
 Confirming delivery and acceptance of the deliverables by the customer
 Releasing and reassigning human and other project resources
 Preparing final project reports

• Performing procurement closure according to contract terms and the Procurement

Management Plan
 Formally accepting procured work
 Finalizing any open claims or disputes
• Identifying lessons learned and updating the Lessons Learned Register
• Gathering and organizing all relevant project information and transferring it to the
appropriate organizational knowledge base for future use
• Transferring the project’s products, services, or results to the next phase or to production
or operations
• Forwarding any suggestions for updates to organizational policies and procedures to the
appropriate organizational unit
• Auditing project success or failure
• Evaluating stakeholder satisfaction

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 Process 2.7: Close Project or Phase

• The Close Project or Phase process is performed at the end of each phase, at the end of the
project, and in the case of a cancelled project. It includes following procedures to investigate
and document the reasons a project was terminated prior to completion.

• Some reasons for terminating a project prior to completion include:

o The reasons for which the project was initiated no longer exist;
o Project funding is no longer available;
o Required human or physical resources are lacking;
o Legal complications; or
o It is determined that the project objectives cannot be achieved.

• It is useful for the team to use Project or Phase Closure Documents to demonstrate the
completion of a project or phase and to confirm the transfer of the project deliverables. This
ensures all project requirements were satisfied (or provides the reasons for project
termination in the case of a cancelled project).

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 Process 2.7: Close Project or Phase

Figure 2-9: Close Project or Phase—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 4-14, Page 121.

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