Project Integration Management

Attique Ahmad
 PM Framework and Integration
• Key Definitions
• Accountability
– Acceptance of success or failure
• Responsibility
– Assignment for completion of specific event or
activity
• Authority
– Right of an individual to make necessary decisions
required to achieve his objectives or responsibility
• Power
– Granted to an individual by the subordinates, peer
and is a measure of their respect for the individual
Introduction to Project Management
• Project
– A temporary endeavor undertaken to create a
unique product or service

– Operations (such as manufacturing) and projects

differ primarily in that operations are repetitive
and ongoing while projects are unique and
temporary (PMI)

– A unique process, consisting of coordinated and

controlled activities with start and finish dates, to
achieve an objective conforming to specific
requirements, including constraints of schedule,
cost and resources (ISO 10006)
Introduction to Project Management
• Program
– A group of projects managed in a coordinated way to obtain benefits not
available from managing them individually
– A program is inherently more complex than a constituting project – it has
a broader scope and may require extensive coordination between its
various constituting projects
– A project results in the creation of an output and is then ended, a
program must integrate and maintain the operationality of that output
for a specified period of time.

Project A Project D
Program
Project B Project E
X

Project C Project F
 Introduction to Project Management
• Project Management
– The application of knowledge, skills, tools and techniques to
project activities in order to meet or exceed stakeholder needs
and expectations

• Project Portfolio
– The project portfolio is the set of projects which an organization is
undertaking. Projects usually differ in their type, complexity, cost,
time requirement, risk level, priority, etc.

Project Management is primarily about leadership, integrating work occurring in all project
areas, steering the project in the right direction and effectively managing stakeholders and
complexity.
 Example: The Sydney Olympic Games 2000

Human Resources Test Games and

Events
and Volunteers Trial Events

Venues, Facilities Sponsorship

Cultural Olympiad
Accommodation Management

The Sydney Olympic

Transport Pre-Games Training
Games 2000 was a
highly complex project
Media Facilities which comprised
IT-Projects
and Coordination several distinct work
areas, each of which
Telecommunications Opening and Closing
Ceremonies
could be considered as
subprojects, in their own
Security right, and which all had
Public Relations to be integrated and
Arrangements
coordinated within the
Medical Care Financing
framework of the overall
Olympic project.
Courtesy: Assistant Professor Dr. Aurangzeb Zulfiqar Khan, Department of Management Sciences, COMSATS
Introduction to Project Management
• Project Management involves the following but is
not limited to;
– Change Management
– Communication Management
– Deliverables Management
– Human Resource Management
– Quality Management
– Risk Management
– Financial/ Cost Management
– Monitoring and Control
– Customer Relationship Management ……
 Project Management Context
• Project Stakeholders are;
– Individuals directly involved in project deliverables or
– Part of the project organization responsible for the project or
– Individuals that are positively or negatively affected by the project
• Project Stakeholders include;
– Project Manager
– Project Team Members
– Customer
– Performing organization
– Sponsor
– End Users …….

Project manager should create an environment in which project stakeholders,

contribute frequently and appropriately
 Project Management Context
• Sponsor
– Upper level management that provides
guidance and controls effective use of
customer’s money on the project

• Performing Organization
– Enterprise whose employees are most directly
involved in doing the work of the project.
 PM Framework and Integration
Project Life Cycle
Team Development
Managing Project Human Resources
Process
Groups Project Initiation Planning Executing/Control Closeout

Project Project
Project WBS
Project Monitoring Control Closeout
Organizing Meetings
Scheduling
Activities

Change and Risk Management

Contract and Customer Relationship Management

 Project Management Processes
» PM processes are divided into five phases or process groups

Initiating Planning
Processes Processes

Controlling
Processes Executing
Processes

Closing
Processes
Professional Responsibility
 The Five Project Process Groups

Defines and authorizes the project (or a phase

Initiation
of the project).

Refines the project goal, scope, requirements

Planning
etc. and develops the project master plan.

Brings together all required resources to

Implementation/
undertake the project in accordance with the
Execution
master plan.
Monitors the project to identify and assess
Monitoring, Evaluation & shortfalls and variances and initiate corrective
Control action if needed.

Formalizes acceptance of the project output by

Closure the project customer and brings the project to
its end.
 PMBOK Knowledge Areas
» Project Integration Management
» Project Scope Management
» Project Time Management
» Project Cost Management
» Project Quality Management
» Project Human Resource Management
» Project Communications Management
» Project Risk Management
» Project Procurement Management
 The 9 PMBOK Areas & 5 Process Groups

Integration Management
Project Management Knowledge Areas (PMBOK)

Initiation
Scope Management
42
Time Management
P Planning
Cost Management R
O
C Implementation/
Quality Management
E Execution
Human Resource Management S
S Monitoring, Evaluation &
Communication Management E Control
S
Risk Management

Closure
Procurement Management
 42
Processes
9
Knowledge
Areas

5
Process
Groups
 Initiation Phase
• Process of formally authorizing and
recognizing that a new project exists or that
an existing project should continue into its
next phase
 Project Initiation
• The required end product from the project is described at
hi-level.
• The company makes the decision of whether to go ahead
with project.
• All or any historical data pertaining to type of project is
reviewed.
• Expert judgment of staff or SMEs are procured.

• Results in;
– A project charter.
– Assignment of a project manager
– Identification of project sponsors to support and review/approve
the activities of the project.
PMBOK Area: Integration Management

Project Integration Management includes the

processes which are needed to identify,
define, combine, unify and coordinate the
various project management processes in the
project process groups (e.g. development of
the project charter, preliminary scope
statement and project plan, directing and
managing project execution, monitoring and
controlling project work, integrated change
control and project closure).

Integration is crucial for project completion,

meeting stakeholder expectations and needs,
making choices where to concentrate
resources over time, dealing with issues and
coordinating project activities.
Project Integration Management

• Ensures coordination of project elements

• Involves making trade-offs among
competing objectives and alternatives
• Brings the project together
 Project Integration Management
• Project Integration Management processes (PMBOK)
– Developing Project Charter
– Project Plan Development
– Direct and Manage Project Execution
– Monitor and control project work
– Integrated Change Control
– Close Project or phase

Process Groups Initiation Planning Execution Control Closing

Monitor and
control
Knowledge Areas project work

Developing Direct and Manage Close project or

Integration Project Project Plan Project Integrated Change phase
Management Charter Development Execution Control

Every process has defined inputs, tools & techniques and outputs
 Project Charter
» A document that formally authorizes the existence of
a project. (PMI).
» Provides the project manager with the authority to
apply organizational resources to project activities
» issued by the Project Sponsor or a senior official
outside the level of project organization
» It should include
• Reasons for undertaking the project
• Project objectives and constraints
• Identification of main stakeholders

Charter is prepared in the initiation phase of integration management.

 Project Charter
Information contained in – or referred to in other project documents – the
Project Charter may span the following:

– Project Background
– Purpose for undertaking the project
– Project Justification
– Requirements
– Stakeholder expectations from the project
– Assumptions and Constraints
– Project Organization
– Stakeholder Roles and Responsibilities
– Schedule and milestones
– Indication of budget
– Supporting infrastructure
Example: http://www.uc.edu/ucflex/documents/FSRP_Project_Charter_v1.9.pdf
 Project Plan Development
• Uses outputs from other planning
processes to create a consistent and
coherent document that can be used to
guide both project execution and project
control
Process – Series of actions bringing about a result.
Individual processes within a process group are linked by their inputs and outputs
Each process is defined by Inputs, Tools and Techniques, Outputs
 Project Plan
• Formal, approved document used to manage
and control project execution. Includes….
– Project Charter
– WBS - Task and resource assignment
– Major milestones and baseline target delivery
dates
– Risk and Issue Management plans…..

The most complete document that helps the project team deliver tasks is the Project Plan
 Project Plan Execution and Control

• The primary process for carrying out the

project plan.
• The processes and actions to monitor
execution of project plan.
Project Manager must integrate and manage multiple processes
at any time during the project life cycle.
 Integrated Change Control

• Influencing factors which create changes to

ensure that changes are beneficial
• Determining that a change has occurred
• Managing the actual change when and as
they occur
 Project Closure
• Consists of documenting project results to formalize
acceptance of the product of the project by the project
sponsor or the customer

• Includes;
– Lessons learned
– Historical archives
– Customer or End User Sign Off
– Team appraisals etc.