[2] Project Integration Management

Project Integration Management

a project management knowledge area that helps teams work together more seamlessly. Integration management takes various processes, systems, and methodologies and brings them together to form a cohesive strategy

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

• 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 Area

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.

Project Statement of Work (SOW)

Describes the products, services, or results to be provided by the project

Business Case

Provides the justification and expected benefits for undertaking the project.

Agreements

Define the terms, conditions, and responsibilities between parties involved in the project.

Enterprise Environmental Factors (EEF)

Internal or external conditions that influence, constrain, or direct the project.

Organizational Process Assets (OPA)

Organizational plans, processes, policies, procedures, and knowledge that influence the project.

T & T (Tools & Techniques)

Expert Judgment – get advice from knowledgeable and experienced persons from many sources including:

• Other units within the organization

• Consultants

• Different stakeholders (including the customer)

• Professional and technical associations

• Industry groups

• Subject matter experts

• Project Management Office

• Facilitation Techniques (brainstorming, management meetings)

Develop Project Management Plan

The process of defining, preparing, and coordinating all plan components into an integrated project management plan. It establishes how the project will be executed, monitored, controlled, and closed.

Inputs:

1. Project Charter

2. Outputs from other Planning Processes

3. EEF

4. OPA

T & T:

1. Expert Judgment

2. Facilitation

Project Management Plan Outputs

• Scope Baseline

• Schedule Baseline

• Cost Baseline

• Scope Management Plan

• Quality Management Plan

• HR Management Plan

• Communication Plan

• Stakeholder Management Plan

• Risk Management Plan

• Procurement Plan

• Process Improvement Plan

• Methodologies

Project Charter Outputs

• Project Purpose/ Justification

• Measurable Project Objectives

• High Level Requirements

• Assumptions and Constraints

• High Level Project Descriptions and Boundaries

• High Level Risks

• Summary Budget & Milestones

• Initial Stakeholder List

• Project Approval Requirements

• Assigned Project Manager

• Name and Authority of the Sponsor

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 project objectives. Its outputs include deliverables, work performance information, and change requests.

1. Perform activities to accomplish requirements

2. Create project deliverables

3. Staff, train & manage project team members 

4. Establish and manage project communication channels  

5. Generate project data (e.g. cost, schedule, technical and quality progress) 

6. Issue change requests 

7. Manage risks 

8. Manage sellers and suppliers

Inputs:

1. Project Management Plan

2. Approved Change Requests

3. EEF

4. OPA

T & T:

1. Expert Judgment

2. Project Management Information Systems

3. Meetings

Direct & Manage Work Outputs

1. Deliverables

2. Work Performance Data

3. Change Requests

4. Project Management Plan

5. Project Documents

Manage Project Knowledge

The process of using existing knowledge and creating new knowledge to achieve project objectives and support organizational learning. It helps improve current project outcomes and provides knowledge for future projects and operations.

Inputs:

1. Project Management Plan

2. Project Documents

3. Deliverables

4. EEF

5. OPA

T & T:

1. Expert Judgment

2. Knowledge Management

3. Information Management

4. Interpersonal Team & Skills

Manage Project Knowledge Outputs

1. Lessons Learned Register

2. Project Management Plan Updates

3. OPA Updates

Lessons Learned Register

Records lessons learned, experiences, and knowledge gained throughout the project.

Project Management Plan Updates

Changes made to the project management plan based on project knowledge and lessons learned.

OPA Updates

Updates to organizational processes, procedures, templates, and knowledge repositories based on project experience.

Monitor and Control Project Work

The process of tracking, reviewing, and reporting project progress and performance against the project management plan. It helps identify variances and take corrective actions or manage changes when needed.

Inputs:

1. Project Management Plan

2. Schedule Forecasts

3. Cost Forecasts

4. Validated Change Requests

5. Work Performance Information

6. EEF

7. OPA

T & T:

1. Analytical Techniques – to find out variances, forecasting and root cause analysis

2. Expert Judgment

3. Project Management Information Systems

4. Meetings

Monitor & Control Project Work Outputs

1. Change Requests

2. Work Performance Reports

3. Project Management Plan Updates

4. Project Documents Updates

Perform Integrated Change Control

The process of reviewing, approving, and managing change requests to the project management plan, deliverables, and project documents, while communicating change decisions.

Input:

1. Project Management Plan

2. Work Performance Report

3. Change Requests

4. EEF

5. OPA

T & T:

1. Expert Judgment

2. Meetings

3. Change Control Tools

Project Integrated Change Control Output

1. Approved/Rejected Change Requests

2. Change Log

3. Project Management Plan Updates

4. Project Document Updates

Close Project or Phase

The process of finalizing all activities for a project, phase, or contract and formally completing it. It includes evaluating project performance and documenting lessons learned for future projects.

Inputs:

1. Project Management Plan

2. Accepted Deliverables

3. OPA

T & T:

1. Expert Judgment

2. Analytical Techniques

3. Meetings

Close Project Outputs

1. Final Product, Service, or Result Transition

2. OPA Updates

Project Integration Management

Coordinates and integrates all project activities and processes to ensure the project works as a whole. The project manager is ultimately accountable for integration and overall project success, and this responsibility cannot be delegated.

Project Management Information System (PMIS)

A system of tools and techniques used to collect, manage, and distribute project information to support project planning, execution, monitoring, and control.

Use of visual management tools

Tools that use visual displays to capture and monitor key project information, providing real-time status, improving knowledge sharing, and helping teams identify and resolve issues.

• List of visual thinking tools that can be applied in project management practice, the following have the most direct, day-to-day practicality and impact:

• Mind Mapping;

• Process Mapping;

• Storyboarding ;

• Root Cause Analysis;

• Charting, Diagramming, and Graphing;

• Drawing and Sketching; and

• Wireframes and Use Cases.

Knowledge Transfer

The process of sharing and transferring knowledge between individuals, groups, and the organization to support learning and improve project outcomes.

Expanding the project manager’s responsibilities

Responsible for initiating, managing, and closing the project, including developing the business case, managing benefits, engaging stakeholders, and coordinating with functional, operational, and senior

Gig Economy in Project Management

The growing use of freelance and temporary workers is changing how project managers and teams organize and perform project activities.

Waterfall methodology

A sequential project management approach where each phase depends on the deliverables of the previous phase. It follows distinct, non-overlapping stages with defined goals that are generally not revised after completion.

Agile

Emphasizes continuous decision-making, testing, and integration throughout the project, allowing frequent adaptation to changing requirements.

Project management offices and Centres of Excellence

A PMO role that goes beyond administrative support to develop strategic roadmaps, business processes, and organizational competencies that improve performance and help achieve future opportunities.

PIM Tailoring

Adapting project management processes and methodologies to fit the project’s size, duration, complexity, industry, organizational culture, and maturity, since no single approach suits every project.

Project Life Cycle

Divided into project start, project control, and project close-down, while project coordination and marketing are carried out continuously throughout the project.

Predictive Life Cycle

Project scope, time, and cost are determined early in the project and changes are generally controlled.

Adaptive Life Cycle

Uses agile, iterative, or incremental approaches that allow frequent changes based on evolving requirements.

Incremental Life Cycle

Produces the deliverable through successive iterations, with each iteration adding functionality within a predetermined timeframe.

Hybrid Life Cycle

Combines predictive and adaptive approaches, using predictive methods for well-defined requirements and adaptive methods for evolving requirements.

Traditional Project Management Approach

A structured approach suited to well-defined, predictable, and linear projects where scope and requirements are established early and work follows predetermined plans and guidelines.

Strategic change

Focuses on broad, long-term, organization-wide issues and change, guiding the organization toward a future state based on its strategic vision and scope.

Competitive advantage

Aims to improve an organization’s competitive position by enhancing factors such as cost efficiency and differentiation from competitors.

Operational change

Involves changes to systems, procedures, structures, or technology that directly affect working arrangements within part of an organization and require careful management of their impact on people.

Transformational change

Involves fundamental and comprehensive changes to an organization’s structures, processes, and behaviors that significantly alter how it functions.

Project governance

A framework of management systems, rules, protocols, relationships, and structures that guides project decisions and implementation to achieve intended business or strategic objectives.

Document

A documented list of experiences, knowledge, and insights gained from the project, compiled collaboratively with input from all team members.

Store

A shared location, such as a drive or cloud storage, where project reports and knowledge are organized and stored for easy access by interested parties.

Retrieve

Using keywords and consistent categorization to make project reports easier to search, retrieve, and reuse in future projects.