Project Integration

Management Overview

4.1 Develop 4.2 Develop Project 4.3 Direct and Manage 4.4 Manage
Project Charter Management Plan Project Work Project Knowledge
.1 Inputs .1 Inputs .1 Inputs .1 Inputs

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.1 Business documents .1 Project charter .1 Project management plan .1 Project management plan
.2 Agreements .2 Outputs from other .2 Project documents .2 Project documents
.3 Enterprise environmental processes .3 Approved change requests .3 Deliverables

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factors .3 Enterprise environmental .4 Enterprise environmental .4 Enterprise environmental
.4 Organizational process factors factors factors

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assets .4 Organizational process .5 Organizational process .5 Organizational process
assets assets assets
.2 Tools & Techniques

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.1 Expert judgment .2 Tools & Techniques .2 Tools & Techniques .2 Tools & Techniques
.2 Data gathering .1 Expert judgment .1 Expert judgment .1 Expert judgment
.3 Interpersonal and team .2 Data gathering .2 Project management .2 Knowledge management
skills .3 Interpersonal and team information system .3 Information management

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.4 Meetings skills .3 Meetings .4 Interpersonal and team
.4 Meetings skills
.3 Outputs .3 Outputs

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.1 Project charter .3 Outputs .1 Deliverables .3 Outputs
.2 Assumption log .1 Project management plan .2 Work performance data .1 Lessons learned register
.3 Issue log .2 Project management plan
.4 Change requests updates

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.5 Project management plan .3 Organizational process
4.5 Monitor and 4.6 Perform Integrated updates assets updates
Control Project Work Change Control .6 Project documents updates

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.7 Organizational process
.1 Inputs .1 Inputs assets updates
.1 Project management plan .1 Project management plan
.2 Project documents .2 Project documents
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.3 Work performance .3 Work performance reports
information .4 Change requests 4.7 Close Project
.4 Agreements .5 Enterprise environmental
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or Phase
.5 Enterprise environmental factors
factors .6 Organizational process .1 Inputs
.6 Organizational process assets .1 Project charter
assets .2 Project management plan
.2 Tools & Techniques
.3 Project documents
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.2 Tools & Techniques .1 Expert judgment

.4 Accepted deliverables
.1 Expert judgment .2 Change control tools
.5 Business documents
.2 Data analysis .3 Data analysis
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.6 Agreements
.3 Decision making .4 Decision making
.7 Procurement
.4 Meetings .5 Meetings
documentation
ut

.3 Outputs .3 Outputs .8 Organizational process

.1 Work performance reports .1 Approved change requests assets
.2 Change requests .2 Project management plan
b

.2 Tools & Techniques

.3 Project management plan updates
.1 Expert judgment
updates
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.3 Project documents
.2 Data analysis
.4 Project documents updates updates
.3 Meetings
is

.3 Outputs
.1 Project documents updates
.2 Final product, service, or
D

result transition
.3 Final report
.4 Organizational process
or

assets updates
F

Figure 4-1. Project Integration Management Overview

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71
 4.1 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 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

n.
process is performed once or at predefined points in the project. The inputs, tools and techniques, and outputs of the
process are depicted in Figure 4-2. Figure 4-3 depicts the data flow diagram for the process.

io
ct
Develop Project Charter

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Inputs Tools & Techniques Outputs

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.1 Business documents .1 Expert judgment .1 Project charter
• Business case .2 Data gathering .2 Assumption log
• Benefits management plan • Brainstorming

ep
.2 Agreements • Focus groups
.3 Enterprise environmental • Interviews
factors .3 Interpersonal and team skills

R
.4 Organizational process assets • Conflict management
• Facilitation
• Meeting management

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.4 Meetings le
Figure 4-2. Develop Project Charter: Inputs, Tools & Techniques, and Outputs
Sa
n,
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b ut
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is
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75
 4.2 4.7 5.1
Business Develop Project
Documents Close Project Plan Scope
Management or Phase Management
Plan

n.
5.2
Collect

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Requirements
Business documents

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• Business case
• Benefits management plan

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5.3
Define Scope

4.1 • Project charter

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• Agreements
Develop Project
Charter

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6.1
Plan Schedule
Management
• Enterprise environmental factors • Assumption log

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• Organizational process assets

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7.1
Project Plan Cost
Documents Management
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8.1
Enterprise/ Plan Quality
Organization Management
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9.1
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Plan Resource
Management
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13.2 10.1
Plan 13.1 12.1 11.1 Plan
Stakeholder Identify Plan Procurement Plan Risk Communications
Stakeholders Management Management
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Engagement Management
D
or

Figure 4-3. Develop Project Charter: Data Flow Diagram

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76 Part 1 - Guide
 4.2 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 key benefit of this process is the production of a
comprehensive document that defines the basis of all project work and how the work will be performed. This process is
performed once or at predefined points in the project. The inputs, tools and techniques, and outputs of the process are

n.
depicted in Figure 4-4. Figure 4-5 depicts the data flow diagram for the process.

io
Develop Project Management Plan

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Inputs Tools & Techniques Outputs
.1 Project charter .1 Expert judgment .1 Project management plan

ro
.2 Outputs from other processes .2 Data gathering
.3 Enterprise environmental • Brainstorming
factors • Checklists

ep
.4 Organizational process assets • Focus groups
• Interviews
.3 Interpersonal and team skills

R
• Conflict management
• Facilitation
• Meeting management

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.4 Meetings le
Figure 4-4. Develop Project Management Plan: Inputs, Tools & Techniques, and Outputs
Sa
n,

4.1
Develop Project
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Charter
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• Project charter
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tri

4.2 Project
Outputs from Develop Project Management
Other Processes Management
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• Project • Project management plan Plan

Plan charter
• Any baseline or
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component plan
or

Enterprise/
F

Organization
ot

• Enterprise environmental factors

• Organizational process assets
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Figure 4-5. Develop Project Management Plan: Data Flow Diagram

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82 Part 1 - Guide
 4.3 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. The key benefit of this process is that it
provides overall management of the project work and deliverables, thus improving the probability of project success.
This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are

n.
depicted in Figure 4-6. Figure 4-7 depicts the data flow diagram for the process.

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Direct and Manage Project Work

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Inputs Tools & Techniques Outputs
.1 Project management plan .1 Expert judgment .1 Deliverables

ro
• Any component .2 Project management .2 Work performance data
.2 Project documents information system .3 Issue log

ep
• Change log .3 Meetings .4 Change requests
• Lessons learned register .5 Project management plan
• Milestone list updates

R
• Project communications • Any component
• Project schedule .6 Project documents updates
• Requirements traceability • Activity list

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matrix • Assumption log
• Risk register • Lessons learned register
• Risk report • Requirements
.3 Approved change requests documentation
le
.4 Enterprise environmental • Risk register
factors • Stakeholder register
Sa

.5 Organizational process assets .7 Organizational process assets

updates
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Figure 4-6. Direct and Manage Project Work: Inputs, Tools & Techniques, and Outputs
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90 Part 1 - Guide
 Project 4.4
Management Manage Project
Plan • Deliverables Knowledge

Project management plan

• Any component

n.
4.6
Perform Integrated
• Change requests
Change Control

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• Deliverables

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8.3
Control

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• Deliverables Quality

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Project
Management

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Project management plan updates Plan
• Any component

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or
4.3
Project Direct and
Documents Manage • Issue log
Project Work
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Project documents
Sa

• Change log • Work performance data Project

• Lessons learned register Documents
• Milestone list Project documents updates
• Project communications • Activity list
• Project schedule • Assumption log
n,

• Requirements traceability • Lessons learned register

matrix • Requirements documentation
• Risk register • Risk register
• Risk report
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• Stakeholder register

5.5. 5.6
Enterprise/
ut

Validate Control
Organization
4.6 Scope Scope • Organizational process
Perform assets updates
b

Integrated
Change Control
tri

• Approved change requests

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6.6 7.4 8.3 9.6

Control Control Control Control
Scehdule Costs Quality Resources
D
or

Enterprise/
Organization
13.4
10.3 11.7 12.3
F

Monitor
Monitor Monitor Control Stakeholder
• Enterprise environmental factors Communications Risks Procurements
• Organizational process assets Engagementt
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Figure 4-7. Direct and Manage Project Work: Data Flow Diagram

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91
 4.4 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. The key benefits of this process are that prior organizational
knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available
to support organizational operations and future projects or phases. This process is performed throughout the project.

n.
The inputs, tools and techniques, and outputs of the process are depicted in Figure 4-8. Figure 4-9 depicts the data flow
diagram for the process.

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Manage Project Knowledge

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Inputs Tools & Techniques Outputs

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.1 Project management plan .1 Expert judgment .1 Lessons learned register
• All components .2 Knowledge management .2 Project management plan

ep
.2 Project documents .3 Information management updates
• Lessons learned register .4 Interpersonal and team skills • Any component
• Project team assignments • Active listening .3 Organizational process assets
• Resource breakdown • Facilitation updates

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structure • Leadership
• Source selection criteria • Networking
• Stakeholder register • Political awareness

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.3 Deliverables
.4 Enterprise environmental
factors
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.5 Organizational process assets
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Figure 4-8. Manage Project Knowledge: Inputs, Tools & Techniques, and Outputs
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98 Part 1 - Guide
 Project
Management
Plan
Project management
plan updates
• Any component
Project
Management

n.
Plan

io
Project
Project management plan Documents
• All components • Lessons learned

ct
register

du
4.4

ro
Project Manage Enterprise/
Documents Project Organization
• Project • Organizational process
Knowledge
charter assets updates

ep
Project documents
• Lessons learned register

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• Project team assignments
• Resource breakdown structure
• Source selection criteria
• Stakeholder register

4.3
or
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Direct and
Manage
Sa

Project Work

• Deliverables
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Enterprise/
Organization
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• Enterprise environmental factors

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• Organizational process assets

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Figure 4-9. Manage Project Knowledge: Data Flow Diagram

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99
 4.4.3.2 Project Management Plan Updates

Any change to the project management plan goes through the organization’s change control process via a change
request. Any component of the project management plan may be updated as a result of this process.

4.4.3.3 Organizational Process Assets Updates

n.
All projects create new knowledge. Some of this knowledge is codified, embedded in deliverables, or embedded in

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improvements to processes and procedures as a result of the Manage Project Knowledge process. Existing knowledge
can also be codified or embedded for the first time as a result of this process; for example, if an existing idea for a new

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procedure is piloted in the project and found to be successful.

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Any organizational process asset can be updated as a result of this process.

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4.5 Monitor and Control Project Work

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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 key benefits of this process are that it allows

or
stakeholders to understand the current state of the project, to recognize the actions taken to address any performance
issues, and to have visibility into the future project status with cost and schedule forecasts. This process is performed
le
throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 4-10. Figure
4-11 depicts the data flow diagram for the process.
Sa

Monitor and Control Project Work

n,
io

Inputs Tools & Techniques Outputs

.1 Project management plan .1 Expert judgment .1 Work performance reports
ut

• Any component .2 Data analysis .2 Change requests

.2 Project documents • Alternatives analysis .3 Project management plan
b

• Assumption log • Cost-benefit analysis updates

• Basis of estimates • Earned value analysis • Any component
tri

• Cost forecasts • Root cause analysis .4 Project documents updates

• Issue log • Trend analysis • Cost forecasts
is

• Lessons learned register • Variance analysis • Issue log

• Milestone list .3 Decision making • Lessons learned register
• Quality reports .4 Meetings
D

• Risk register
• Risk register • Schedule forecasts
• Risk report
or

• Schedule forecasts
.3 Work performance information
.4 Agreements
F

.5 Enterprise environmental
factors
.6 Organizational process assets
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Figure 4-10. Monitor and Control Project Work: Inputs, Tools & Techniques, and Outputs

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105
 4.6
Perform
Integrated
• Change requests Change Control
Project • Work performance reports
Management
Plan

n.
9.5
Manage
Project management plan Team
• Work performance reports

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• Any component

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Project 10.2
Documents Manage

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• Work performance reports Communications

Project documents

ro
• Assumption log
• Basis of estimates 11.7
• Cost forecasts
Monitor

ep
• Issue log
• Lessons learned register • Work performance reports Risks
• Milestone list
• Quality reports
• Risk register

R
• Risk report
• Schedule forecasts Project
Management
Plan

or
Project management
4.5 plan updates
12.2 • Any component
Monitor and
Conduct Control
• Project
le
Procurements Project Work
charter
Project
Sa

• Agreements Documents
Project documents updates
• Cost forecasts
• Issue log
• Lessons learned register
• Risk register
n,

• Schedule forecasts
Enterprise/
Organization
• Enterprise environmental factors
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• Organizational process assets

• Work performance information
b ut
tri

5.5 5.6.
Validate Control
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Scope Scope
D

6.6 7.4 8.3 9.6

Control Control Control Control
or

Schedule Costs Quality Resources

F

13.4
10.3 11.7 12.3 Monitor
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Monitor Monitor Control Stakeholder

Communications Risks Procurements Engagement
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Figure 4-11. Monitor and Control Project Work: Data Flow Diagram

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106 Part 1 - Guide
 4.5.3.4 Project Documents Updates

Project documents that may be updated as a result of carrying out this process include but are not limited to:
Cost forecasts. Described in Section 7.4.3.2. Changes in cost forecasts resulting from this process are recorded
uu
using cost management processes.
Issue log. Described in Section 4.3.3.3. New issues raised as a result of this process are recorded in the
uu

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issue log.

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Lessons learned register. Described in Section 4.4.3.1. The lessons learned register is updated with effective
uu

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responses for variances and corrective and preventive actions.

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Risk register. Described in Section 11.2.3.1. New risks identified during this process are recorded in the risk
uu
register and managed using the risk management processes.

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Schedule forecasts. Described in Section 6.6.3.2. Changes in schedule forecasts resulting from this process are
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recorded using schedule management processes.

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4.6 Perform Integrated Change Control

or
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing
changes to deliverables, project documents, and the project management plan; and communicating the decisions.
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This process reviews all requests for changes to project documents, deliverables, or the project management plan
Sa

and determines the resolution of the change requests. The key benefit of this process is that it allows for documented
changes within the project to be considered in an integrated manner while addressing overall project risk, which often
arises from changes made without consideration of the overall project objectives or plans. This process is performed
n,

throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 4-12. Figure
4-13 depicts the data flow diagram for the process.
io
ut

Perform Integrated Change Control

b
tri

Inputs Tools & Techniques Outputs

is

.1 Project management plan .1 Expert judgment .1 Approved change requests

• Change management plan .2 Change control tools .2 Project management plan
D

• Configuration management .3 Data analysis updates

plan • Alternatives analysis • Any component
or

• Scope baseline • Cost-benefit analysis .3 Project documents updates

• Schedule baseline .4 Decision making • Change log
• Cost baseline • Voting
F

.2 Project documents • Autocratic decision making

• Basis of estimates • Multicriteria decision
• Requirements traceability analysis
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matrix .5 Meetings
• Risk report
N

.3 Work performance reports

.4 Change requests
.5 Enterprise environmental
factors
.6 Organizational process assets

Figure 4-12. Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs

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113
 Project Enterprise/ 4.3
Management Organization Direct and
Plan Manage
• Approved change requests Project Work
• Enterprise
environmental
Project management plan factors
• Change management plan • Organizational
8.3

n.
• Configuration management plan process assets
• Scope baseline Control
• Schedule baseline • Approved change requests Quality

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• Cost baseline

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Project 12.3
Documents Control

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• Approved change requests Procurements

Project documents

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• Basis of estimates·
• Requirements traceability matrix Project
• Risk report Management

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Project management Plan
4.6 plan updates
4.5 • Any component
Monitor and Perform
Control Integrated

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• Project
Project Work Change Control
charter
Project
• Work performance reports Documents

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• Change requests Project documents updates
• Change log
• Change requests
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4.3 13.4
Direct and 9.3 10.3 12.1 Monitor
Manage Acquire Monitor Plan Procurement Stakeholder
Resources Communications Management
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Project Work Engagement

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5.5 9.4 11.5 12.2

Validate Develop Plan Risk Conduct
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Scope Team Responses Procurements

b
tri

5.6. 9.5 11.6 12.3

Control Manage Implement Risk Control
Scope Team Responses Procurements
is
D

6.6 9.6 11.7 13.1

Control Control Monitor Identify
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Schedule Resources Risks Stakeholders

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13.3
7.4. 8.2 8.3 Manage
Control Manage Control Stakeholder
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Costs Quality Quality Engagement

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Figure 4-13. Perform Integrated Change Control: Data Flow Diagram

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114 Part 1 - Guide
 4.7 Close Project or Phase
Close Project or Phase is the process of finalizing all activities for the project, phase, or contract. The key benefits of
this process are the project or phase information is archived, the planned work is completed, and organizational team
resources are released to pursue new endeavors. This process is performed once or at predefined points in the project.
The inputs, tools and techniques, and outputs of the process are depicted in Figure 4-14. Figure 4-15 depicts the data

n.
flow diagram for the process.

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Close Project or Phase

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Inputs Tools & Techniques Outputs
.1 Project charter .1 Expert judgment .1 Project documents updates

ro
.2 Project management plan .2 Data analysis • Lessons learned register
• All components • Document analysis .2 Final product, service, or

ep
.3 Project documents • Regression analysis result transition
• Assumption log • Trend analysis .3 Final report
• Basis of estimates • Variance analysis .4 Organizational process assets

R
• Change log .3 Meetings updates
• Issue log
• Lessons learned register

or
• Milestone list
• Project communications
• Quality control
measurements
le
• Quality reports
• Requirements
Sa

documentation
• Risk register
• Risk report
.4 Accepted deliverables
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.5 Business documents
• Business case
• Benefits management plan
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.6 Agreements
.7 Procurement documentation
ut

.8 Organizational process assets

b

Figure 4-14. Close Project or Phase: Inputs, Tools & Techniques, and Outputs
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is
D
F or
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121
 4.1
Develop
Project Charter

• Project Charter

n.
Project
Management

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Plan

ct
Project management plan Customer
• All components • Final product, service, or

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result transition

Project

ro
Documents

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4.7 Project
Project documents Close Documents
Project documents updates
• Assumption log
• Basis of estimates Project• Project
or • Lessons learned register
Phasecharter

R
• Change log
• Issue log
• Lessons learned register
• Milestone list

or
• Project communications
• Quality control measurements
• Quality reports
• Requirements documentation Enterprise/
le
• Risk register Organization
• Risk report • Final report
• Organizational process
Sa

assets updates

5.5
Validate
Scope
n,

• Accepted deliverables
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12.1
12.2
ut

Plan Project Enterprise/

Conduct Documents
Procurement Organization
Procurements
Management
b
tri

• Procurement documentation • Agreements • Business case • Organizational process assets

• Benefits management plan
is
D

Figure 4-15. Close Project or Phase: Data Flow Diagram

F or
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122 Part 1 - Guide