PMP Preparation Training

Integration Management

Chapter 4
 Integration Management

Processes required to ensure that the various

elements of the project are properly coordinated

• Project Plan Development

• Project Plan Execution
• Integrated Change Control

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-2

 Integration Management
Planning Executing Controlling

4.1 4.2 4.3

Project Project Integrated
Plan Plan Change
Development Execution Control

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-3

 Project Plan Development

Integrating other planning processes into a

consistent, coherent document that can
be used to guide both project execution
and project control

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-4

 Project Plan Development
Inputs
• Other planning outputs
•
Historical information
• Organizational policies
• Constraints
• Assumptions
Source: pmbok guide 2000
Tools & Techniques
• Project planning
methodology
• Stakeholder skills
and knowledge
• Project management
information system
• Earned value management
Outputs
• Project plan
• Supporting detail
© 2002 Robbins-Gioia, Inc. 4-5
Project Plan Development

Inputs
• Other planning outputs from the other knowledge areas
– They include base documents, as well as the supporting detail
• Historical information – Estimating databases and records of
past project performance
• Organizational policies – Any and all of the organization’s
formal and informal policies. These include QM process audits,
continuous-improvement targets, personnel-hiring and -firing
guidelines, employee-performance reviews, and financial controls
• Constraints – Any restrictions that will affect the performance of
the project
• Assumptions – Factors that, for planning purposes, will be
considered to be true, real, or certain

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-6

Project Plan Development

Tools & Techniques

• Project planning methodology – Structured approach
used to guide the development of the project plan
• Stakeholder skills and knowledge – Create an
environment in which stakeholders can contribute
appropriately
• Project management information system – Consists
of the tools and techniques used to gather, integrate, and
disseminate information and outputs of other PM processes
• Earned value management – Used to integrate the
project’s scope, schedule, and resources to measure & report
project performance from initiation to closeout

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-7

Project Plan Development

Outputs
• Project plan – The formal, approved document used to
manage and control project execution
• Supporting detail
– Outputs from other planning processes
– Additional information or documentation generated
during development of the project plan
– Technical documentation
– Documentation of relevant standards
– Specifications from early project development planning

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-8

Project Plan Development

Project Plan
• Includes:
– Project charter
– PM approach or strategy
– Scope statement
– Work breakdown structure (WBS)
– Cost estimates, schedule & responsibility assignments
– Performance measurement baselines
– Major milestones and target dates
– Key or required staff
– Key risks
– Open issues and pending decisions
– Subsidiary management plans

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-9

 Project Plan Execution

Carrying out the project plan by performing

activities identified in the document

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-10

 Project Plan Execution
Tools & Techniques
• General management skills
• Product skills and
knowledge
• Work-authorization system
• Status review meetings
• PM information system
• Organizational procedures

Inputs
• Project plan
• Supporting detail
Outputs
• Work results
• Organizational
• Change requests
policies
• Preventive/Corrective
Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-11
Project Plan Execution

Inputs
• Project plan
• Supporting detail
• Organizational policies
• Corrective action - Anything done to bring future
performance in line with the project plan
• Preventive action – Anything done that reduces the
probability of potential consequences of project risk events

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-12

Project Plan Execution

Tools & Techniques

• General management skills – Leadership, communication,
negotiation skills, etc.
• Product skills and knowledge – Skills are part of resource-
planning and staff-acquisition processes
• Work-authorization system – Formal procedure for
sanctioning work to ensure that work is done at the right time and in
the proper sequence
• Status-review meetings – Regularly scheduled meetings to
exchange information about the project
• Project management information system
• Organizational procedures – Both formal and informal
procedures that might be useful during project execution

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-13

Project Plan Execution

Outputs
• Work results – Outcomes of activities performed in
order to accomplish the project; fed into the performance
reporting process

• Change request – A request to expand or contract

project scope, budget, schedule, or resources

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-14

 Integrated Change Control

Coordinating changes across the entire

project

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-15

 Integrated Change Control
Tools & Techniques
• Change control system
• Configuration management
• Performance measurement
• Additional planning
• PM information system

Inputs
• Project plan
• Performance Outputs
reports • Project plan updates
• Change requests • Corrective action
• Lessons learned

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-16

 Integrated Change Control
• Concerned with:
– Influencing the factors which create change, in order to ensure that
the changes are beneficial
– Determining that a change has occurred
– Managing the actual changes
• Requirements:
– Reflect all approved changes in the project plan
– Reflect changes in the project scope definition. Project scope
changes affect the performance measurement baseline.
– Coordinate changes across all knowledge areas

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-17

Integrated Change Control

Inputs
• Project plan – Provides the baseline against which
changes will be controlled
• Performance reports – Provide information on project
performance; may alert the project team to issues which
could cause problems in the future
• Change requests – May occur in many forms: oral or
written, direct or indirect, externally- or internally-initiated,
legally-mandated or optional

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-18

Integrated Change Control

Tools & Techniques

• Change control system – A collection of formal, documented
procedures that define how project performance will be
monitored and evaluated, and includes the steps for changing
official project documents
• Configuration management – Provides documented
procedures used to apply technical and administrative direction
and surveillance to:
– Identify and document the functional and physical characteristics of an
item or a system
– Control any changes to identified characteristics
– Record and report both the change and its status
– Audit the configuration items and systems to verify conformance to
requirements

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-19

Integrated Change Control

Tools & Techniques (cont.)

• Performance measurements – Help assess whether
variances from the plan require corrective action

• Additional planning – Changes may require new or

revised plans in other knowledge areas

• Project management information system

(PMIS)

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-20

Integrated Change Control

Outputs
• Project plan updates – Any modifications to the
contents of the project plan or to supporting detail

• Corrective action
• Lesson learned – The causes of variances, the
reasoning behind the corrective action chosen, and other
types of lessons learned should be documented in a
historical database.

The database is also the basis for knowledge management

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-21

 Summary
• Review Questions

Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 4-22