Project Integration

Management (Area 1)
Dr. Sundar Raj Vijayanagar
Professor
Digital Business,
Information Management and
Operational Excellence,
 Learning Objectives

 Describe an overall framework for project integration

management as it relates to the other project management
knowledge areas and the project life cycle
 Explain the importance of creating a project charter to
formally initiate projects
 Describe project management plan development, understand
the content of these plans, and describe approaches for
creating them
 Explain project execution, its relationship to project planning,
the factors related to successful results, and tools and
techniques to assist in directing and managing project work
 Learning Objectives
 Apply the principles of knowledge management to the various
aspects of project integration
 Describe the process of monitoring and controlling a project
 Define the integrated change control process, relate this to the
steps for planning for and managing changes on information
technology (IT) projects, and create an appropriate change
control system for a project that incorporates both
 Explain the importance of developing and following good
procedures for closing projects
 Describe how software can assist in project integration
management
 Integration Management

 Integration happens throughout the project life cycle from

start to close. It is the glue that holds the project together.
 The project manager must coordinate the integration of
 Project work with ongoing operations
 Product scope and project scope
 Schedule, budget, metrics and reporting
 Skills, knowledge and deliverables from vendors, stakeholders etc
 Risks and staffing plans
 Performance and quality objectives
 Integration Management
Integration management has 7 process
1. Develop Project Charter: It lays out the goals of the project as well
as the business case for it and authorizes the project manager. A
Statement of Work identifies the project’s scope, although a complete
scope statement is not the goal at this stage
2. Develop Project Management Plan: The project management plan
defines the how the project will be managed. All ten knowledge areas
are covered in it, and more than half of the PMBOK’s processes are
used in its creation
3. Direct and Manage Project Work: Managing the day to day work of
the project falls under this process – Things like responding to
questions, directing the project team, holding status meetings, and so
forth
 Integration Management

4. Manage Project Knowledge: All projects utilize a knowledge

subset to produce the required deliverables. The project inherits a
knowledge bank from its project team or organizational unit
5. Monitor and Control Project Work: Effective project control
is foundational to good project management. Earned value analysis
is performed by the project manager at regular intervals
6. Perform Integrated Change Control: Project changes need to be
meticulously processed, or the dreaded “scope creep” bug might
crawl in and make itself at home.
7. Close Project or Phase: Things like final inspections, insurance or
bonding documentation, or contract closures
 Developing a Project Charter

• A project charter is a document that formally

recognizes the existence of a project
• It provides direction on the project’s objectives and
management.
• It authorizes the project manager to use organizational
resources to complete the project.
• Ideally, the project manager plays a major role in
developing the project charter.
 Project Charter
Definition:
The project charter is a crucial document in project
management as it lays out the project's purpose,
objectives, stakeholders, risks, resources, and
dependencies during the project planning stage.

What is a Project Charter in Project Management?

https://youtu.be/nMQwsmjLSlM

How To Create a Project Charter

https://youtu.be/43dZqT5H3BM
 Project Charter Vs Project Plan
 Theproject charter is a high-level initiation
document that consists of only a few pages.
 Itlists the project objectives, scope, vision, team, and
their responsibilities and stakeholders.
 A project plan, on the other hand, is a detailed
document that describes how to accomplish the project
objectives.
 Itelucidates the project deliverables, action plan, the
required resources, and milestones .
 Project Charter
 Inputs required for creating a project charter are
 A business case
 Benefits management plan
 Agreements
 Enterprise environmental factors
 Organizational process assets
 The main tools and techniques for developing a project
charter are
 expert judgment,
 data gathering,
 interpersonal and team skills, and
 meetings.
 Project Charter
 The two outputs of the process to develop a project charter
are
 the charter itself and
 an assumption log
 How to write a Project Charter?
Although the format of project charters can vary
tremendously, they should include at least the following
basic information
 The project’s title and date of authorization
 The project manager’s name and contact information
 A summary schedule, including the planned start and
finish dates
 A summary of the project’s budget or reference to
budgetary documents
 A brief description of the project objectives,
including the business need or other justification for
authorizing the project
 How to write a Project Charter?
 Project success criteria, including project approval
requirements and who signs off on the project
 A summary of the planned approach for managing the
project, which should describe stakeholder needs and
expectations, important assumptions, and constraints, and
should refer to related documents, such as a
communications management plan, as available
 A roles and responsibilities matrix
 A sign-off section for signatures of key project stakeholders
 A comments section in which stakeholders can provide
important comments related to the project
 Developing a Project Management Plan
 A project management plan is a document used to
coordinate all project planning documents and help guide a
project’s execution and control
 The Project manager creates the project management plan
following inputs from the project team and the
key stakeholders.
 It integrates all the subsidiary plans from the various
knowledge areas into one cohesive whole
 It is a formal, approved document that defines how the
project is executed, monitored, and controlled.
 Project Management Plan
 Creating it is an iterative process and is used to guide the
project execution
 It may be a summary or a detailed document and may include
baselines, subsidiary management plans, and other planning
documents.
 It begins during starting phase of the project and does not end
till the project is delivered
 It is an intellectual process that runs through all the other
processes of the project.
 As the project proceeds, the project team must plan, replan
and plan again!!
 The main inputs for developing a project management
plan include the
 project charter,
 outputs from other processes,
 enterprise environment factors, and
 organizational process assets.
 The main tool and technique is
 expert judgments,
 Data gathering,
 Interpersonal and team skills, and
 Meetings,
 The output is a project management plan.
 Components of a
Project Management Plan
 Baselines for scope, schedule, and cost
 Management plans for scope, schedule, cost, quality, human
resources, communications, risk, procurement and
stakeholder management
 Requirement management plan

 Change management plan

 Configuration management plan

 Process improvement plan

Sample contents for the IEEE software project
management plan (SPMP)
 Importance of
Project Management Planning
 There is a tremendous amount of planning that goes into
any successful project. When you're a project manager,
you'll have a lot to remember at all times.
 As a result of your project plan, you will know precisely
what to concentrate on at each stage of the project,
 You will know where to allocate resources and time, as
well as what to watch out for, in case things run over
schedule or budget.
 Importance of
Project Management Planning

 Here are five reasons why project management planning is

essential.
 It serves as a starting point for the project
 The Project gets Organized
 It lays down the project’s scope in detail
 It lays foundation for efficient project management
 Instills confidence with the stakeholders

What is Project Management Plan and How to create one

https://youtu.be/ibB83u3lm2s
 Approval of
Project Management Plan
 Since the project management plan is a formal document, it
must receive formal approval.
 Typically, the project plan is approved by the project manager,
project sponsor, or the functional managers who provide the
resources for the project.
 It becomes less difficult for a project manager to get the project
management plan approved, if:
 All the stakeholders are identified along with and their requirements
and objectives.
 The project manager handles conflicting priorities in advance.
 Directing and Managing Project Work
 Directing and managing project work involves managing and
performing the work described in the project management
plan
 Other inputs include
 approved change requests,
 enterprise environmental factors, and
 organizational process assets.
 The majority of time on a project is usually spent on
execution, as is most of the project’s budget
 The project manager needs to focus on leading the project
team and managing stakeholder relationships to execute the
project management plan successfully
 Directing and Managing Project Work
 Directing and managing project work requires specialized
tools and techniques as listed below
 Expert judgment
 Meetings
 Project Management Information Systems
 Outputs of the process include
 The deliverables.
 work performance information,
 Issue Logs
 change requests, and
 updates to the project management plan and project documents
 Managing Project Knowledge
 Knowledge management should be done before, during, and
after projects are completed
 Organizations can provide explicit knowledge in writing or
other formats, including audio, pictures, and videos.
 They can also build a culture of trust and sharing so people
work together to pass on tacit knowledge.
 One of the main outputs of managing project knowledge is a
lessons-learned register
 A lessons-learned register should document challenges,
problems, realized risks and opportunities, and other content
to assist in knowledge management on current and future
projects
 Monitoring and Controlling Project Work
 Many project managers say that 90 percent of the job is
communicating and managing changes.
 Changes are inevitable on most projects, so it’s important to
develop and follow a process to monitor and control changes.
 It involves collecting, measuring, and disseminating
performance information.
 It also involves assessing measurements and analyzing trends
to determine what process improvements can be made.
 The project team should continuously monitor project
performance to assess the overall health of the project and
identify areas that require special attention
 Monitoring and Controlling Project Work
 Important inputs for monitoring and controlling project work
are
 project management plan,
 project documents,
 work performance information,
 agreements,
 enterprise environmental factors, and
 organizational process assets are all.
 Schedule and cost forecasts, validated changes, and work
performance information provide details on how project
execution is going.
 Monitoring and Controlling Project Work
 The main purpose of this information is to alert the project
manager and project team about issues that are causing
problems or might cause problems in the future.
 The project manager and project team must continuously
monitor and control project work to decide if corrective or
preventive actions are needed, what the best course of action
is, and when to act
 Important outputs include
 change requests with recommended corrective and preventive
actions and defect repairs and
 work performance reports.
 Performing Integrated Change Control
 Integrated change control involves identifying, evaluating, and
managing changes throughout the project life cycle.
 The three main objectives of integrated change control are as
follows
 Influencing the factors that create changes to ensure that changes
are beneficial
 Determining that a change has occurred
 Managing actual changes as they occur
 Performing Integrated Change Control
 Important inputs to the integrated change control process
include the
 project management plan,
 project documents,

 work performance information,

 change requests,

 enterprise environmental factors, and

 organizational process assets.

 Important outputs include

 approved change requests and
 updates to the project management plan and

 project documents
 Performing Integrated Change Control
 Change requests are common on projects and occur in many
different forms.
 They can be oral or written, formal or informal.
 Many change requests can have a major impact on a project.
 Such a change might have scope and budget and also affect
the project’s schedule
 The project team must present such significant changes in
written form to the project sponsor, and
 There should be a formal review process for analyzing and
deciding whether to approve these changes
 Change Control on IT Projects
 Change is unavoidable and often expected on most IT projects.
 Technologies change, personnel change, organizational
priorities change, and so on.
 A good change control system is also important for project
success
 A change control system is a formal, documented process that
describes when and how official project documents may be
changed.
 It describes the people authorized to make changes, the
paperwork required, and any tracking systems the project
will use
 Change Control on IT Projects
 A change control system includes a change control board,
configuration management, and a process for communicating
changes.
 A change control board (CCB) is a formal group of people
responsible for approving or rejecting changes to a project.
 The primary functions of a CCB are to provide guidelines for
preparing change requests, evaluating change requests, and
managing the implementation of approved changes
 Configuration management ensures that the descriptions of the
project’s products are correct and complete.
 Closing the Project or Phases
 The last process in project integration management is closing
the project or phase,
 This requires that all activities are finalized and transferred
to the appropriate people.
 The main inputs to this process are the project charter,
project management plan, project documents, accepted
deliverables, business documents, agreements, procurement
documentation, and organizational process assets.
 Closing the Project or Phases
 The main tools and techniques are
 expert judgment,
 data analysis, and
 meetings.
 The outputs of closing projects are
 Project documents updates
 Final product, service, or result transition
 Final report
 Organizational process asset updates
 Final Report Contents
 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, and the verification and validation
information
 Schedule objectives, including planned and actual milestone
delivery dates and reasons for variances
 Cost objectives, including the acceptable cost range, actual
costs, and reasons for variances
 Final Report Contents
 Summary of how the final project, service, or result achieved
the benefits that the project was undertaken to address
 Summary of how the final project, service, or result achieved
the business needs identified in the business plan.
 Summary of any risks or issues encountered on the project and
how they were addressed
 Summary of Learnings
 Project integration management is usually the most important
project management knowledge area, because it ties together
all the other areas of project management.
 A project manager’s primary focus should be on project
integration management.
 Project integration management includes the following
processes:
 Developing the project charter, which involves working
with stakeholders to create the document that formally
authorizes a project. It include basic project information and
signatures of key stakeholders
 Summary of Learnings
 Creating an assumption log to document and track
assumptions throughout the life of the project
 Developing the project management plan, which involves
coordinating all planning efforts to create a consistent, coherent
document. The main purpose of project plans is to facilitate
action
 Directing and managing project work, which involves
carrying out the project plans by performing the activities
included in it. Project plan execution usually requires the
majority of a project’s budget
 Summary of Learnings
 Managing project knowledge, which involves using existing
knowledge and creating new knowledge to achieve project
objectives while also contributing to organizational learning
 Monitoring and controlling project work, which is necessary
to meet the performance objectives of the project. The project
team should continuously monitor project performance to assess
the overall health of the project
 Performing integrated change control, which involves
identifying, evaluating, and managing changes throughout the
project life cycle. A change control system often includes a
change control board (CCB), configuration management, and a
process for communicating changes
 Summary of Learnings
 Closing the project or phase involves finalizing all project
activities. It is important to follow good procedures to ensure
that all project activities are completed and that the project
sponsor accepts delivery of the final products, services, or
results.