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PROJECT
INTEGRATION
MANAGEMENT

PROJECT INTEGRATION
MANAGEMENT
• Includes the processes and activities needed to identify,
define, combine, unify, and coordinate the various
processes and project management activities with the
Project Management Process Groups
• Making choices about where to concentrate resources and
effort
• Involves making tradeoffs among competing objectives
and alternatives
• Primarily concerned with effectively integrating the
processes among the Project Management Process
Groups

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PROCESSES MAP

INITIATING PROCESS
GROUP

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PLANNING PROCESS
GROUP

EXECUTION PROCESS
GROUP

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MONITOR & CONTROL

PROCESS GROUP

CLOSING PROCESS
GROUP

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BUSINESS CASE
This document provides the necessary information from a
business standpoint to determine whether or not the project
is worth the required investment.
• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement
• Social need

PROJECT STATEMENT OF
WORK (SOW)
The SOW is a narrative description of products or services to
be delivered by the project.
• Business need
• Product scope description
• Strategic plan

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PROJECT CHARTER
• The project charter documents the business needs, current understanding of the
customer’s needs and the new product, service, or result that it is intended to satisfy,
such as:
• Project purpose or justification
• Measurable project objectives and related success criteria
• High-level requirements
• High-level project description
• High-level risks
• Summary milestone schedule
• Summary budget
• Project approval requirements
• Assigned project manager
• Name and authority of the sponsor

PROJECT MANAGEMENT
PLAN
The project management plan integrates and consolidates all of the
subsidiary management plans and baselines from the planning processes
and includes but not limited to:
• The life cycle selected for the project and the processes that will be
applied to each phase.
• Results of the tailoring by the project management team as follows:
A. project management processes selected by the project
management team.
B. level of implementation of each selected process.
C. descriptions of the tools & techniques to be used for
accomplishing those processes.
D. how the selected processes will be used to manage the specific
project, including the dependencies and interactions among those
processes, and the essential inputs & outputs.

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PROJECT MANAGEMENT
PLAN
E) How work will be executed to accomplish the project objectives.

F) A change management plan that documents haw changes will be

monitored and controlled.

G) A configuration management plan that documents how

configuration management will be performed.

H) How integrity of the performance measurement baselines will be

maintained.

I) Needs and techniques for communications among stakeholders.

J) Key management reviews for content, extent, and timing to

facilitate addressing open issues and pending decisions.

ENTERPRISE
ENVIRONMENTAL FACTORS
Any and all of the enterprise environmental factors and
systems of an organization that surround and influence the
success of the project must be considered; includes items
such as:
• Organizational culture and structure
• Governmental or industry standards
• Infrastructure
• Stakeholder risk tolerances
• Project management information systems

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ORGANIZATIONAL
PROCESS ASSETS
• Any or all process-related assets, from any or all of the
organizations involved in the project that are or can be used
to influence the project's success
• These process assets include formal and informal plans,
policies, procedures, and guidelines
• The process assets also represent the organization's
learning and knowledge from previous projects
• Could be grouped into two categories:
• Organization's processes and procedures for conducting work
• Organizational corporate knowledge base for storing and
retrieving information

CONFIGURATION
MANAGEMENT SYSTEM
A subsystem of the overall project management system; it is a collection of
formal documented procedures used to apply technical and of formal
documented procedures used to apply technical and administrative
direction and surveillance to:
• Identify and document the functional and physical characteristics of a
product, service, result, or component
• Control any changes to such characteristics
• Record and report the change and its implementation status
• Support the audit of the products, services, results, or components to
verify conformance to requirements
• It includes the documentation, tracking systems, and defined approval
levels necessary for authorizing and controlling changes
• In most application areas, the configuration management system
includes the Change Control System

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CHANGE CONTROL
SYSTEM
Collection of formal, documented procedures that define how
project deliverables and documentation are controlled,
changed and approved; specialized change control systems
exist for:
• Project Scope change control
• Schedule change control
• Cost change control
• Contract change control
• Subset of the configuration management system

INTEGRATED CHANGE
CONTROL
• Process of reviewing all change requests, approving
changes and controlling changes to deliverables and
organizational process assets.
• The configuration management system with change control
provides a standardized, effective, and efficient process to
centrally manage changes with the project.
• Every documented requested change must be either
accepted or rejected by some authority within the project
management team or an external organization representing
the initiator, sponsor, or customer.
• May include a Change Control Board (CCB) which is
responsible for approving or rejecting change requests.

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CHANGE CONTROL
BOARD
• Change Control Board (CCB) which is responsible for
reviewing and approving or rejecting change requests
• Chaired by the project manager (or designee)
• Powers and responsibilities must be well defined
• Agreed upon and approved by key stakeholders

PERFORM INTEGRATED
CHANGE CONTROL
Before push or ask the management for approval:
• Do you know if there’s another alternative?
• Did you evaluate/investigate the effect/impact of each of
the options (on time and cost for example)?
• What’s the best option?
• Do you have the authority to change or do you have to go
to CCB?

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DEVELOP PROJECT
CHARTER
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.

DEVELOP PROJECT
CHARTER

INPUTS

1. Project statement of work

2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets

TOOLS & TECHNIQUES

1. Expert judgment
2. Facilitation techniques

OUTPUTS

1. Project charter

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DEVELOP PROJECT
MANAGEMENT PLAN
• Develop Project Management Plan is the process of defining,
preparing, and coordinating all subsidiary plans and
integrating them into a comprehensive project management
plan.
• The project management plan defines how the project is
executed, monitored & controlled and closed.
• The project management plan content will vary depending
upon the application area and complexity of the project.
• This process results in a project management plan that is
progressively elaborated by updates and controlled and
approved through the perform integrated change control
process.

DEVELOP PROJECT
MANAGEMENT PLAN

INPUTS

1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets

TOOLS & TECHNIQUES

1. Expert judgment
2. Facilitation techniques

OUTPUTS

1. Project management plan

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DIRECT AND MANAGE

PROJECT EXECUTION
The process of leading and performing the work defined in
the project management plan and implementing approved
changes to achieve the project’s objectives.
• Preventive actions
• Corrective actions
• Defect repair

DIRECT AND MANAGE

PROJECT EXECUTION

INPUTS
1. Project management plan
TOOLS & TECHNIQUES
2. Approved change requests
3. Enterprise environmental Factors 1. Expert judgment
4. Organizational process assets 2. Project information management
System
3. Meetings

OUTPUTS
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates

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MONITOR AND CONTROL

PROJECT WORK
The process of tracking, reviewing, and regulating the
progress to meet the regulating the progress to meet the
performance objectives defined in the project management
plan.

MONITOR AND CONTROL

PROJECT WORK

INPUTS
1. Project management plan
2. Schedule forecasts
3. Cost forecasts
TOOLS & TECHNIQUES
4. Validated changes 1. Expert judgment
5. Work performance information 2. Analytical techniques
6. Enterprise environmental Factors 3. Project management information
7. Organizational process assets System
4. Meetings

OUTPUTS
1. Change requests
2. Work performance reports
3. Project management plan updates
4. Project documents updates

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PERFORM INTEGRATED
CHANGE CONTROL
The process of reviewing all change requests, approving
changes and managing changes to the deliverables
organizational process the deliverables, organizational
process assets, project documents and the project
management plan; and communicating their disposition.

PERFORM INTEGRATED
CHANGE CONTROL

INPUTS
1. Project management plan
2. Work performance reports
TOOLS & TECHNIQUES
3. Change requests
4. Enterprise environmental Factors 1. Expert judgment
5. Organizational process assets 2. Meetings
3. Change control tools

OUTPUTS
1. Approved change requests
2. Change log
3. Project management plan updates
4. Project documents updates

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CLOSE PROJECT OR
PHASE
The process of finalizing all activities across all of the project
management process groups to formally complete the
project or phase.

CLOSE PROJECT OR
PHASE
INPUTS
1. Project management plan
2. Accepted deliverables
3. Organizational process assets

TOOLS & TECHNIQUES

1. Expert judgment
2. Analytical techniques
3. Meetings

OUTPUTS
1. Final product, service, or result
transition
2. Organizational process assets
updates

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QUESTIONS

1) Many more changes were made to the project during the

project executing processes than had been expected. What
is the BEST thing for the project manager to do now?
A ) Wait until all changes known, print out a new schedule,
and revise the baseline.
B ) Make changes as needed, but maintain a schedule
baseline.
C ) Make only the changes approved by management.
D ) Talk to management before any changes are made.

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2 ) Which of the following BEST describes what a project

charter may be used for when the work is being completed?
A ) To make sure all the team members are rewarded.
B ) To help determine if a scope change should be approved.
C ) To assess the effectiveness of the change control system.
D ) To make sure that all the documentation on the project is
completed.

3 ) You are assigned as the project manager in the middle of

the project. The project is within the baselines, but the
customer is not happy with the performance of the project.
What is the FRIST thing you should do?
A ) Discuss it with the project team.
B ) recalculate baselines.
C ) renegotiate the contract.
D ) Meet with the customer.

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4 ) What is the BEST technique to ensure the project work is

really complete?
A ) Final performance reporting.
B ) procurement audits.
C ) Archive records.
D ) Formal acceptance.

5 ) A change control system should be created:

A ) As needed on the project.
B ) By management.
C ) As a formal document procedure.
D ) by the team.

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6 ) During what part of the project management process is

MOST of the project’s budget expended?
A ) Project planning.
B ) project executing.
C ) project monitoring and controlling.
D ) project closing.

7 ) An activity needs more time because an identified risk has

occurred. The project manager determines that there is
enough reserve to accommodate the change. Who needs to
approve the change?
A ) Management.
B ) Project manager.
C ) Team member.
D ) Functional manager.

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8 ) What describes the process of creating a coherent,

consistent document that can be used to guide all the work
in both project executing and project monitoring and
controlling?
A ) Risk management.
B ) Develop project management plan.
C ) Develop project charter.
D ) Plan quality.

9 ) The six‐month project has 300 work packages and a U.S.

$600000 budget. Three months into the project, 150 work
packages are completed and U.S. $300000 has been spent.
Which of the following is CORRECT?
A ) The project is on time and on budget.
B ) The project manager should reevaluate cost performance
but not worry about time.
C ) The project needs 50 more work packages to be
completed to be on time.
D ) There is not enough information.

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10 ) The role of the project manager relating to integration is

MOST appropriately described as :
A ) Ensuring that the various project elements are properly
coordinated.
B ) Ensuring that the team members work together.
C ) Ensuring that the stakeholders’ role is integrated with the
rest of the team.
D ) Ensuring that the management’s role is integrated into the
everyday working of the project.

GENERAL
PRINCIPLES

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PROFESSIONAL AND
SOCIAL RESPONSIBILITY
PMBOK® GUIDE NO REFERENCE

• This knowledge domain accounts for 17 of 200 questions

• No PMBOK ® Guide coverage!
• General types of questions:
• Legal, ethical behavior
• PMI® Code of Ethics
• Cross-cultural projects

GENERAL PRINCIPLES
AND GUIDELINES
• Do the right thing!
• Behave in an honest, open manner
• Solve problems, do not hide them
• Do not violate local laws
• Do not accept bribes or favors
• Disclose potential conflicts of interest

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GENERAL PRINCIPLES
AND GUIDELINES
• Keep people informed
• Do not change standards or requirements after the fact
• Attempt to resolve problems at the level they occur, i.e. do
not immediately escalate!
• Make accurate, honest reports
• Make decisions on the basis of facts; not hearsay,
assumptions, or opinions

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