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Project Integration Management

Apr 12, 2019 Blog

Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

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 Management Plan — The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

Direct and Manage Project Work — The process of  performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

Manage Project Knowledge – The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.

Monitor and Control Project Work — The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

Perform Integrated Change Control — The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

Close Project or Phase — The process of finalizing all activities across all of  Project Management Process Groups to formally complete the phase or project.

Key Concepts:

  • Project Integration Management is specific to Project Managers and cannot be delegated or transferred.
  • It provides a project management plan to achieve the project objectives
  • Ensures creation and use of the appropriate knowledge to and from the project
  • Manages the performance and changes of the activities in the PMP
  • Makes integrated  decisions regarding key changes impacting the project.
  • Measures and monitors the project’s progress and takes appropriate action to meet project objectives
  • Completes all the work of the project and formally closes each phase, contract and project as a whole
  • Manages phase transitions when necessary
  • Trends and Emerging Practice
  •  Use of automated tools
  • Use of visual management tools
  • Project Knowledge Management
  • Expanding the project manager’s responsibilities to include more involvement in Project initiation and Stakeholder identification  which had been the main responsibility of the management and the PMO till now
  • Hybrid Methodologies: Examples: Use of Agile & other iterative practices, Business Analysis techniques for requirement management

Tailoring Considerations:

  • Project Life cycle
  • Development Life cycle
  • Management approaches
  • Knowledge Management
  • Change
  • Governance
  • Lessons Learned
  • Benefits

Considerations for Agile / Adaptive environments:

Iterative and Agile approaches promote the engagement of team members as local domain experts in integration management.

The control of the detailed product planning and delivery is delegated to the team in case of agile environment. 

The project manager’s focus is on building a collaborative decision making environment and the team has the  ability to respond to changes

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.

The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Business Management Plan:

Business Case which provides the justification for the investment being made in the project. It includes the business need and the cost-benefit analysis, as well as other information from a business standpoint to select the project. The Business Case is created due to any of the following:

  • Market demand
  • Organizational need
  • Customer request
  • Technological advance
  • Legal requirement
  • Ecological impact

•Social need

Agreements

Enterprise Environmental Factors

Organizational Process Assets

Develop Project Charter - Tools:

Expert Judgment - To assess the inputs used to develop the project charter.

  • Other units within the organization
  • Consultants
  • Stakeholders
  • Professional and technical associations
  • Industry groups
  • SMEs
  • PMO

Data Gathering Techniques -

  • Brainstorming
  • Focus Groups
  • Interviews

Interpersonal Skills -

  • Conflict Management
  • Facilitation
  • Meeting management

Meeting

Develop Project Charter - Outputs

The Project Charter should include the:

  • Project purpose or justification:
  • Measurable project objectives and related success criteria
  • Summary budget:
  • Summary milestone schedule:
  • High-level requirements:
  • High-level project description and product characteristics
  • Assigned project manager and his/her responsibility and authority

The Project Charter should be issued by the project initiator or sponsor.

 A project manager is assigned as early in the project as feasible, preferably while the project charter is being developed and always prior to the start of the planning.

The project charter can be developed by the sponsor or the project manager in collaboration with the initiating entity

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 key benefit of this process is a central document that defines the basis of all project work.

The project management plan defines how the project is executed, monitored and controlled, and closed.

The Project Management Plan integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Along with the Project Management Plan, Project Documents are used to manage the project.

Once the Project Management Plan is base lined, it may only be changed through the Perform Integrated Change Control process. However, the Project Management Plan is often updated with Outputs from other processes.

To ensure stakeholders' buy-in, the Project Management Plan should be prepared with input from the project team, and then approved by relevant stakeholders.

The Project Management Plan integrates and consolidates all of the subsidiary plans and baselines from the planning processes.

Project baselines include, but are not limited to:

  • Scope baseline
  • Schedule baseline  and
  • Cost baseline

Subsidiary plans include, but are not limited to:

  • Scope management plan
  • Requirements management plan
  • Schedule management plan
  • Cost management plan
  • Quality management plan
  • Human resource management plan
  • Communications management plan
  • Risk management plan
  • Procurement management plan  and
  • Stakeholder management plan

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.

Direct and Manage Project Work activities include, but are not limited to:

  • Perform activities to accomplish project objectives;
  • Create project deliverables to meet the planned project work;
  • Provide, train, and manage the team members assigned to the project;
  • Obtain, manage, and use resources including materials, tools, equipment, and facilities; Implement the planned methods and standards;
  • Establish and manage project communication channels, both external and internal to the project team;
  • Generate work performance data, such as cost, schedule, technical and quality progress, and status to facilitate forecasting;
  • Issue change requests and implement approved changes into the project’s scope, plans, and environment;
  • Manage risks and implement risk response activities;
  • Manage sellers and suppliers;
  • Manage stakeholders and their engagement; and
  • Collect and document lessons learned and implement approved process improvement activities.

Approved Change Requests

Approved change requests are an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the change control board (CCB).

The approved change request may be a corrective action, a preventative action, or a defect repair. The approved change requests can also modify the policies, project management plan, procedures, costs, or budgets or revise the schedules.

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.

An important tool used in the Direct and Manage Project Work process is the Project Management Information System (PMIS); for example, the scheduling tool, the Configuration Management System, and the Work Authorization System. Recall that the PMIS is an Enterprise Environmental Factor

Direct and Manage Project Work - Output:

Deliverable

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase or project.

Work Performance Data

Detailed data collected about deliverables during project execution are valuable for monitoring and controlling the project.

Change Requests - There are different types of changes that may be considered throughout the project. In addition to updates to the Project Management Plan and project documents, changes may also include corrective action, preventive action, and defect repair.

Project Management Plan Updates

Project Documents Updates

Organizational Process Assets Update

Issue Logs

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 organization’s learning.
  • The key benefits of this process are that prior organizational knowledge is leveraged to produce or improve the project’s outcolms and knowledge created by the project is available to support organizational operations and future projects or phases.
  • Knowledge is commonly split into Explicit (easily codified) and Tacit
  • Knowledge Management is concerned with managing both tacit and explicit knowledge for reusing existing knowledge and creating new knowledge
  • Since knowledge resides in the minds of the people, it is important to create 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 (interaction between people) and information management tools and techniques

Manage Project Knowledge - Lessons Learned Register

Follow the link to know more about  Monitor and Control Project Work of Project Integration Management.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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