Lecture-2:

Project Integration
Management

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Project Integration Management
Process to identify, define, combine, unify, and coordinate the various processes and
project management activities within the Project Management Process Groups.
Includes characteristics of unification, consolidation, communication, and
interrelationship.
These actions should be applied from the start of the project through completion.
Project Integration Management includes making choices about:
• Resource allocation,
• Balancing competing demands,
• Examining any alternative approaches,
• Tailoring the processes to meet the project objectives, and
• Managing the interdependencies among the Project Management Knowledge Areas.

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Trends and Emerging Practices in Project
Integration Management (PIM)
• Use of automated tools. The volume of data and information that project managers
need to integrate makes it necessary to use a project management information
system (PMIS) and automated tools to collect, analyze, and use information to meet
project objectives and realize project benefits.
• Use of visual management tools. Some project teams use visual management
tools, rather than written plans and other documents, to capture and oversee critical
project elements. Making key project elements visible to the entire team provides a
real-time overview of the project status, facilitates knowledge transfer, and
empowers team members and other stakeholders to help identify and solve issues.

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Trends and Emerging Practices in Project
Integration Management (PIM)
• Project knowledge management. The increasingly mobile and transitory work force
requires a more rigorous process of identifying knowledge throughout the project life
cycle and transferring it to the target audience so that the knowledge is not lost.
• Expanding the project manager’s responsibilities. Project managers are being
called on to initiate and finalize the project, such as project business case
development and benefits management. Historically, these activities have been the
responsibility of management and the project management office, but project
managers are more frequently collaborating with them to better meet project
objectives and deliver benefits. Project managers are also engaging in more
comprehensive identification and engagement of stakeholders. This includes
managing the interfaces with various functional and operational departments and
senior management personnel.

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Trends and Emerging Practices in Project
Integration Management (PIM)
• Hybrid methodologies. Some project management methodologies are evolving to
incorporate successfully applied new practices. Examples include the use of agile and
other iterative practices; business analysis techniques for requirements Management; tools
for identifying complex elements in projects; and organizational change management
methods to prepare for transitioning the project outputs into the organization.

• Agile practice (or PM) is an

iterative approach to delivering
a project throughout its life
cycle. Iterative or agile life
cycles are composed of several
iterations or incremental steps
towards the completion of a
project. Iterative approaches
are frequently used in software
development.

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Project Integration Management Processes
1. Develop Project Charter—i.e. 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.
2. Develop Project Management Plan—Defining, preparing, and coordinating all plan
components and consolidating them into an integrated project management plan
3. Direct and Manage Project Work—Performing the work defined in the project
management plan and implementing approved changes to achieve the project’s
objectives.
4. Manage Project Knowledge—Using existing knowledge and creating new knowledge to
achieve the project’s objectives and contribute to organizational learning.
5. Monitor and Control Project Work—Tracking, reviewing, and reporting overall progress to
meet the performance objectives defined in the project management plan.
6. Perform Integrated Change Control—Reviewing all change requests; approving changes
and managing changes to deliverables, organizational process assets, project
documents, and the project management plan; and communicating the decisions.
7. Close Project or Phase—Finalizing all activities for the project, phase, or contract.

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Project Integration Management Overview

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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

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Develop Project Charter

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Develop Project Charter
• Project purpose;
• Measurable project objectives and related success criteria;
• High-level requirements;
• High-level project description, boundaries, and key deliverables;
• Overall project risk;
• Summary milestone schedule;
• Pre-approved financial resources;
• Key stakeholder list;
• Project approval requirements (i.e., what constitutes project success, who decides
the project is successful, and who signs off on the project);
• Project exit criteria (i.e., what are the conditions to be met in order to close or to
cancel the project or phase);
• Assigned project manager, responsibility, and authority level; and
• Name and authority of the sponsor or other person(s) authorizing the project charter

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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

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Develop Project Management Plan

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Project Charter and Project Management Plan

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Direct and Manage Project Work

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Direct and Manage Project Work
Change request (Output)
• A change request is a formal proposal to modify any document, deliverable, or
baseline.
• When issues are found while project work is being performed, change requests can
be submitted, which may modify project policies or procedures, project or product
scope, project cost or budget, project schedule, or quality of the project or product
results.
• These include:
• Corrective action. An intentional activity that realigns the performance of the
project work with the project management plan.
• Preventive action. An intentional activity that ensures the future performance
of the project work is aligned with the project management plan.
• Defect repair. An intentional activity to modify a nonconforming product or
product component.
• Updates. Changes to formally controlled project documents, plans, etc., to
reflect modified or additional ideas or content.

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Manage Project Knowledge
Knowledge is commonly split into

1. “Explicit” (knowledge that can be readily codified using words, pictures, and numbers)

2. “Tacit” (knowledge that is personal and difficult to express, such as beliefs, insights,
experience and “know-how”).

Knowledge management is concerned with managing both tacit and explicit knowledge for two
purposes:
1. reusing existing knowledge
2. Creating new knowledge.

• Managing knowledge involves just documenting it so it can be shared is a misconception.

• Another common misconception is that managing knowledge involves just obtaining lessons
learned at the end of the project, in order to use it in the future projects.

• Only codified explicit knowledge can be shared in this way. But codified explicit knowledge
lacks context and is open to different interpretations, so even though it can easily be shared,
it isn’t always understood or applied in the right way.

• Tacit knowledge has context built in but is very difficult to codify. It resides in the minds of
individual experts or in social groups and situations, and is normally shared through
conversations and interactions between people.
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Manage Project Knowledge

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Manage Project Knowledge
Knowledge Management (Tools & Techniques)
1. Networking, including informal social interaction and online social networking. Online forums where
people can ask open questions (“What does anyone know about…?”) are useful for starting
knowledge-sharing conversations with specialists;

2. Communities of practice (sometimes called communities of interest or just communities) and special
interest groups;

3. Meetings, including virtual meetings where participants can interact using communications technology;

4. Work shadowing and reverse shadowing;

5. Discussion forums such as focus groups;

6. Knowledge-sharing events such as seminars and conferences;

7. Workshops, including problem-solving sessions and learning reviews designed to identify lessons
learned;

8. Storytelling;

9. Creativity and ideas management techniques;

10. Knowledge fairs and cafés; and

11. Training that involves interaction between learners.

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Monitor and Control Project Work

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Integrated change control
• 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.
• This process reviews all requests for changes to project documents, deliverables, or
the project management plan 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 throughout the project.

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Integrated change control

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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.
• When closing the project, the project manager reviews the project management plan
to ensure that all project work is completed and that the project has met its objectives

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Close Project or Phase

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Close Project or Phase
Administrative closure: The activities necessary for the administrative closure of the
project or phase include but are not limited to:
❑ Actions and activities necessary to satisfy completion or exit criteria for the phase or
project such as:
• Making certain that all documents and deliverables are up-to-date and that all issues
are resolved;
• Confirming the delivery and formal acceptance of deliverables by the customer;
• Ensuring that all costs are charged to the project;
• Closing project accounts;
• Reassigning personnel;
• Dealing with excess project material;
• Reallocating project facilities, equipment, and other resources; and
• Elaborating the final project reports as required by organizational policies.

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Close Project or Phase
Administrative closure: The activities necessary for the administrative closure of the project or
phase include but are not limited to:
❑ Activities related to the completion of the contractual agreements applicable to the project
or project phase such as:
• Confirming the formal acceptance of the seller’s work,
• Finalizing open claims,
• Updating records to reflect final results, and
• Archiving such information for future use.
❑ Activities needed to:
• Collect project or phase records,
• Audit project success or failure,
• Manage knowledge sharing and transfer,
• Identify lessons learned, and
• Archive project information for future use by the organization.

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Close Project or Phase
Administrative closure: The activities necessary for the administrative closure of the
project or phase include but are not limited to:
❑ Actions and activities necessary to transfer the project’s products, services, or results
to the next phase or to production and/or operations.
❑ Collecting any suggestions for improving or updating the policies and procedures of
the organization, and sending them to the appropriate organizational unit.
❑ Measuring stakeholder satisfaction.
The Close Project or Phase process also establishes the procedures to investigate and
document the reasons for actions taken if a project is terminated before completion. In
order to successfully achieve this, the project manager needs to engage all the proper
stakeholders in the process

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Close Project or Phase
Data Analysis (Tools & Techniques)

• Document analysis. Assessing available documentation will allow identifying lessons learned and
knowledge sharing for future projects and organizational assets improvement.

• Regression analysis. This technique analyzes the interrelationships between different project
variables that contributed to the project outcomes to improve performance on future projects.

• Trend analysis. Trend analysis can be used to validate the models used in the organization and to
implement adjustments for future projects.

• Variance analysis. Variance analysis can be used to improve the metrics of the organization by
comparing what was initially planned and the end result.

Final Report (Output)

• Summary level description of the project or phase.

• Scope objectives, the criteria used to evaluate the scope, and evidence that the completion criteria
were met.

• Quality objectives, the criteria used to evaluate the project and product quality, the verification and
actual milestone delivery dates, and reasons for variances.

• Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.

• Summary of the validation information for the final product, service, or result.
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 Questions?

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