SESSION 2.

PROJECT
INTEGRATION MANAGEMENT
Definition
• Project Integration Management includes the processes and
activities to identify, define, combine, unify, and coordinate the
various processes and project management activities within the
Project Management Process Groups.
• These actions should be applied from the start of the project
through completion.
4.1 Develop Project Charter

Formally authorizes the existence of a project and provides the project manager
with the authority to apply organizational resources to project activities.
4.1 Develop Project Charter - Inputs

BUSINESS DOCUMENTS:
• The business case and the benefits management plan are sources of information about the
project´s objectives and how the project will contribute to the business goals
• Developed prior to the project & reviewed periodically
• PM does not update or modify the Business Document since they are note Project
Document
AGREEMENTS
• Agreements are used to define initial intentions for a project: contracts, memorandums of
understanding (MOUs), service level agreements (SLA), letters of agreement, letters of
intent, verbal agreements, email, or other written agreements
4.1 Develop Project Charter - Inputs

ENTERPRISE ENVIRONMENTAL FACTORS:

• Government or industry standards (e.g., product standards, quality standards, safety
standards, and workmanship standards),
• Legal and regulatory requirements and/or constraints,
• Marketplace conditions,
• Organizational culture and political climate,
• Organizational governance framework (a structured way to provide control, direction,
and coordination through people, policies, and processes to meet organizational
strategic and operational goals), and
• Stakeholders’ expectations and risk thresholds.
4.1 Develop Project Charter - Inputs

ORGANIZATIONAL PROCESS ASSETS :

• Organizational standard policies, processes, and procedures;
• Portfolio, program, and project governance framework (governance functions and
processes to provide guidance and decision making);
• Monitoring and reporting methods;
• Templates (e.g., project charter template); and
• Historical information and lessons learned repository (e.g., project records and
documents, information about the results of previous project selection decisions, and
information about previous project performance).
4.1 Develop Project Charter – Tools &
Techniques
EXPERT JUDGMENT:
DATA GATHERING:
• Brainstorming.
• Focus groups.
• Interviews.
INTERPERSONAL AND TEAM SKILLS
• Conflict management.
• Facilitation
• Meeting management.
MEETINGS
4.1 Develop Project Charter – Output

PROJECT CHARTER:
• At a high level, the project charter ensures a common understanding by the
stakeholders of the key deliverables, milestones, and the roles and responsibilities
of everyone involved in the project.
ASSUMPTION LOG:
• High-level strategic and operational assumptions and constraints are normally identified in
the business case before the project is initiated and will flow into the project charter.
• Lower-level activity and task assumptions are generated throughout the project such as
defining technical specifications, estimates, the schedule, risks, etc.
• The assumption log is used to record all assumptions and constraints throughout the project
life cycle.
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 project management plan defines how the project is executed, monitored and
controlled, and closed.
• The project management plan should be baselined (Scope, cost, time), so that the
project execution can be measured and compared to those references and
performance can be managed. Once it is baselined, it may only be changed through
the Perform Integrated Change Control process
4.2 Develop Project Management Plan
4.2 Develop Project Management Plan – Keys
Note
• Change management plan. Describes how the change requests throughout the
project will be formally authorized and incorporated.
• Configuration management plan. Describes how the information about the items of
the project (and which items) will be recorded and updated so that the product,
service, or result of the project remains consistent and/or operative.
• Performance measurement baseline.
• Project life cycle.
• Development approach.
• Management reviews.
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
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
4.3 Direct and Manage Project Work – Key
Notes
A change request is a formal proposal to modify any document, deliverable, or
baseline.
• 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.
4.4 Manage Project Knowledge
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
4.4 Manage Project Knowledge
• Knowledge is commonly split into “explicit” (knowledge that can be readily codified using
words, pictures, and numbers) and “tacit” (knowledge that is personal and difficult to
express, such as beliefs, insights, experience, and “know-how”
• For purposes: reusing existing knowledge and creating new knowledge
• From an organizational perspective, knowledge management is about making sure the skills,
experience, and expertise of the project team and other stakeholders are used before,
during, and after the project
• The most important part of knowledge management is creating an atmosphere of trust so
that people are motivated to share their knowledge.
• In practice, knowledge is shared using a mixture of knowledge management tools and
techniques (interactions between people) and information management tools and techniques
(in which people codify part of their explicit knowledge by documenting it so it can be
shared).
4.4 Manage Project Knowledge - Inputs
PROJECT DOCUMENTS
• Lessons learned register: provides information on effective practices in knowledge
management
• Project team assignments. provide information on the type of competencies and experience
available in the project and the knowledge that may be missing.
• Resource breakdown structure: includes information on the composition of the team and
may help to understand what knowledge is available as a group and what knowledge is
missing.
• Stakeholder register: contains details about the identified stakeholders to help
understand the knowledge they may have
4.4 Manage Project Knowledge - Inputs
ENTERPRISE ENVIRONMENTAL FACTORS
• Organizational, stakeholder, and customer culture: The existence of trusting working
relationships and a no-blame culture is particularly important in managing knowledge. Other
factors include the value placed on learning and social behavioral norms.
• Geographic distribution of facilities and resources: The location of team members helps
determine methods for gaining and sharing knowledge.
• Organizational knowledge experts: Some organizations have a team or individual that
specializes in knowledge management.
• Legal and regulatory requirements and/or constraints: These include confidentiality of
project information.
4.4 Manage Project Knowledge - Inputs
ORGANIZATIONAL PROCESS ASSETS
• Organizational standard policies, processes, and procedures.
• Personnel administration. These include, for example, employee development and training
records, and competency frameworks that refer to knowledge-sharing behaviors.
• Organizational communication requirements. Formal, rigid communication requirements
are good for sharing information. Informal communication is more effective for creating new
knowledge and integrating knowledge across diverse stakeholder groups.
• Formal knowledge-sharing and information-sharing procedures. These include learning
reviews before, during, and after projects and project phases; for example, identifying,
capturing, and sharing lessons learned from the current project and other projects.
4.4 Manage Project Knowledge – Tools & Techniques

EXPERT JUDGMENT:
Knowledge management, Information management, Organizational learning, Knowledge and
information management tools, and Relevant information from other projects

KNOWLEDGE MANAGEMENT
Knowledge management tools and techniques connect people so they can work together to
create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team
members.

INFORMATION MANAGEMENT
Information management tools and techniques are used to create and connect people to
information. They are effective for sharing simple, unambiguous, codified explicit knowledge
4.4 Manage Project Knowledge – Tools & Techniques

EXPERT JUDGMENT:
Knowledge management, Information management, Organizational learning, Knowledge and
information management tools, and Relevant information from other projects
KNOWLEDGE MANAGEMENT
Knowledge management tools and techniques connect people so they can work together to
create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team
members.
INFORMATION MANAGEMENT
Information management tools and techniques are used to create and connect people to
information. They are effective for sharing simple, unambiguous, codified explicit knowledge
INTERPERSONAL AND TEAM SKILLS
Active listening, Facilitation, Leadership, Networking, Political awareness.
4.4 Manage Project Knowledge – Outputs

LESSONS LEARNED REGISTER

• May also include the impact, recommendations, and proposed actions associated with the
situation. May record challenges, problems, realized risks and opportunities, or other content
as appropriate.
• The lessons learned register is created as an output of this process early in the project.
Thereafter it is used as an input and updated as an output in many processes throughout the
project
PROJECT MANAGEMENT PLAN UPDATES
ORGANIZATIONAL PROCESS ASSETS UPDATES
• All projects create new knowledge. Some of this knowledge is codified, embedded in
deliverables, or embedded in improvements to processes and procedures as a result of the
Manage Project Knowledge process.
• Any organizational process asset can be updated as a result of this process.
4.5 Monitor and Control Project Work
• The process of tracking, reviewing, and reporting overall progress to meet the
performance objectives defined in the project management plan
• Monitoring is an aspect of project management performed throughout the project
• Continuous monitoring gives the project management team insight into the health of
the project and identifies any areas that may require special attention.
• Control includes determining corrective or preventive actions or re-planning and
following up on action plans to determine whether the actions taken resolved the
performance issue
4.5 Monitor and Control Project Work
4.5 Monitor and Control Project Work – IN
PROJECT MANAGEMENT PLAN
PROJECT DOCUMENTS
Assumption log, Basis of estimates, Cost forecasts, Issue log, Lessons learned register, Milestone
list, Quality reports, Risk register, Risk report, Schedule forecasts.
WORK PERFORMANCE INFORMATION
Work performance data is gathered through work execution and passed to the controlling
processes. To become work performance information, the work performance data are compared
with the project management plan components, project documents, and other project variables.
This comparison indicates how the project is performing.
AGREEMENTS
procurement agreement includes terms and conditions, and may incorporate other items that the
buyer specifies regarding what the seller is to perform or provide.
EEFs & OPAs
4.5 Monitor and Control Project Work – T & T
EXPERT JUDGMENT
DATA ANALYSIS
Alternatives analysis, Cost-benefit analysis, Earned value analysis, Root cause analysis, Trend
analysis, Variance analysis.
DECISION MAKING
MEETINGS (user groups and review meetings...)
4.5 Monitor and Control Project Work –
Outputs
WORK PERFORMANCE REPORTS
• Work performance information is combined, recorded, and distributed in a physical or
electronic form in order to create awareness and generate decisions or actions (status
reports and progress reports)
CHANGE REQUESTS
• 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 that modifies a nonconforming product or product component.
PROJECT MANAGEMENT PLAN UPDATES
PROJECT DOCUMENTS UPDATES (Cost forecasts, Issue log, Lessons learned register, Risk register,
Schedule forecasts )
4.6 Perform Integrated Change Control
The process of reviewing
all change requests;
approving changes and
managing changes to
deliverables, OPAs, project
documents, and the
project management plan;
and communicating the
decisions
4.6 Perform Integrated Change Control - Inputs
PROJECT MANAGEMENT PLAN
Change management plan, Configuration management plan, Scope baseline, Schedule
baseline, cost baseline
PROJECT DOCUMENTS
Basis of estimates, Requirements traceability matrix, Risk report,
WORK PERFORMANCE REPORTS
CHANGE REQUESTS
• Changes may or may not impact the project baselines. Decisions on those changes are
usually made by the project manage
• Change requests that have an impact on the project baselines should normally include
information about the cost of implementing the change, modifications in the scheduled dates,
resource requirements, and risks. These changes should be approved by the CCB (if it exists)
and by the customer or sponsor, unless they are part of the CCB.
4.6 Perform Integrated Change Control – T&T
EXPERT JUDGMENT
CHANGE CONTROL TOOLS
Configuration control is focused on the specification of both the deliverables and the
processes; while change control is focused on identifying, documenting, and approving or
rejecting changes to the project documents, deliverables, or baselines.
• Identify configuration item.
• Record and report configuration item status.
• Perform configuration item verification and audit.
• Identify changes, Document changes, Decide on changes, Track changes.
DATA ANALYSIS (Alternatives analysis, Cost-benefit analysis )
DECISION MAKING (Voting, Autocratic decision making, Multicriteria decision analysis)
MEETINGS
4.6 Perform Integrated Change Control –
Outputs
EXPERT JUDGMENT
CHANGE CONTROL TOOLS
Configuration control is focused on the specification of both the deliverables and the
processes; while change control is focused on identifying, documenting, and approving or
rejecting changes to the project documents, deliverables, or baselines.
• Identify configuration item.
• Record and report configuration item status.
• Perform configuration item verification and audit.
• Identify changes, Document changes, Decide on changes, Track changes.
DATA ANALYSIS (Alternatives analysis, Cost-benefit analysis )
DECISION MAKING (Voting, Autocratic decision making, Multicriteria decision analysis)
MEETINGS
4.7 Close Project or Phase
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.
KEY CONCEPTS FOR PROJECT INTEGRATION
MANAGEMENT
• Project Integration Management is specific to project managers, who combines the
results in all the other Knowledge Areas and has the overall view of the project.

• The accountability of Project Integration Management cannot be delegated or

transferred

• Projects and project management are integrative by nature.

• The links among the processes in the Project Management Process Groups are often
iterative.