Hisham Haridy - Integration

P ROJECT I NTEGRATION
M ANAGEMENT
February 2016 Hisham Haridy, PMP, PMI-RMP

Project Management Processes
The main role of Project Manager is putting all the
pieces of the project together into one cohesive whole
that gets the project done faster, cheaper, and with
fewer resources, while meeting the project objectives.
The reason for the project manager’ existence in an organization and on a project is to
manage integration.
PROJECT INTEGRATION MANAGEMENT February 2016

Project Management Processes
Communications
Stakeholders
Procurement
Resource
Quality
Human
Scope
Time
Cost
Risk
Integration

Project Management Processes Groups and Knowledge Areas
Processes Group
Monitoring
Initiating Planning Executing and Closing
Controlling
Knowledge Areas

Project Management Processes Groups and Knowledge Areas
Processes
Monitoring and
Initiating Planning Executing Closing
Knowledge Areas Controlling
1.Develop Project 2. Develop Project Management Plan 2. Direct and Manage 4.Monitor and Control Project 6.Close Project or
Charter Project Work Work Phase
Integration (6) 5.Perform Integrated Change
Control
1.Plan Scope Management 5.Validate Scope
2.Collect Requirements 6.Control Scope
Scope (6) 3.Define Scope
4.Create WBS
1.Plan Project Schedule 7.Control Schedule
2.Define Activities
3.Sequence Activities
Time (7) 4.Estimate Activity Resource
5.Estimate Activity Durations
6.Develop Schedule
1.Plan Cost Management 4.Control Costs
Cost (4) 2.Estimate Costs
3.Determine Budget
Quality (3) 1.Plan Quality Management 2.Perform Quality Assurance 3.Control Quality
1.Plan Human Resource Management 2.Acquire Project Team

Human Resources 3.Develop Project Team
(4) 4.Manage Project Team
Communications (3) 1.Plan Communication Management 2.Manage Communication 3.Control Communication
1.Plan Risk Management 6.Control Risks

2.Identify Risks
Risk (6) 3.Perform Qualitative Risk Analysis
4.Perform Quantitative Risk Analysis
5.Plan Risk Responses
1.Plan Procurement Management 2.Conduct Procurements 3.Control Procurements 4.Close
Procurement (4) Procurements
1.Identify 2.Plan Stakeholder 3.Manage Stakeholder 4.Control Stakeholder
Stakeholder (4) Stakeholders Engagement Engagement

Project Management Documents
PROJECT DOCUMENTS
Project Management Plan

Project Scope Statement
1-Scope Management Plan
2- Schedule Management Plan 1- Milestone list

Project Charter
3- Cost Management Plan 2-Resource Calendar
4- Quality Management Plan 3-Risk Register
5- HR Management Plan Project Baselines 4- Stakeholder Register
6- Communication Management plan 1- Scope Baseline 5- Stakeholder Management
7- Risk management Plan Strategy

2- Schedule Baseline
8- Procurement Management Plan 6- Issue Log
3- Cost Baseline
9- Stakeholder Management Plan 9- Change Log
10-Process Improvement Plan 10- OTHERS
11-Configuration management plan
12 - Requirements management plan

Integration Management
“The processes and activities that integrate the various elements of project management”
To coordinate all aspects of the Project Management Plan in order to accomplish the project objectives
Develop Direct and Monitor and Perform

Develop Close
Project Manage Control Integrated
Project Project or
Management Project Project Change
Charter Phase
Plan Execution Work Control
The process of developing The process of The process of The process of The process of The process of
a document that formally documenting the performing the tracking, reviewing all finalizing all
authorizes a actions necessary to work defined in reviewing, and change requests, activities across all
project or a phase and define, prepare, the project regulating the approving of the Project
documenting initial integrate, and management progress to meet changes, and Management
requirements that satisfy coordinate all plan to achieve the performance managing changes Process Groups to
the stakeholder’s needs subsidiary plans. the project’s objectives to the deliverables, formally complete
and expectations. objectives. defined in the organizational the project or
project process assets, phase.
management project
plan. documents, and
the project
management plan.

Develop Project Charter
“The process of developing a document that formally authorizes a project or a

phase and documenting initial requirements that satisfy the stakeholder’s needs
and expectations”
Tools and
Inputs Outputs
Techniques
1. Project statement of work 1. Expert judgment 1. Project charter
2. Business case 2. Facilitation techniques
3. Agreements
4. Enterprise environmental
factors
5. Organizational process
assets

INPUTS
1. Project statement of work
Business need: An organization’s business need may be based on a market
demand, technological advance, legal requirement, or government regulation.
Product scope description: This documents the characteristics of the product
that the project will be undertaken to create.
Strategic plan: The strategic plan documents the organization’s strategic goals.
2. Business case
The business case is created as a result of one or more of the following:
Market demand
Organizational need
Customer request
Technological advance
Legal requirement

3. Agreement
Agreements are used to define initial intentions for a project.

INPUTS
4. Enterprise environmental factors
Appears as an input into most planning processes.
Can be anything external to your project that affects your project.
The things that impact your project that are not part of the project itself, such as:
Company's organizational structure
Organization's values and work ethic
Government standards, laws and regulations where the work is being performed
or where the product will be used
The characteristics of project's stakeholders (their expectations and willingness
to accept risk)
The overall state of the marketplace for the project
Business infrastructure systems
Personnel policies
PMIS (Project Management Information Systems)

INPUTS
5. Organizational process assets
Project managers have also been dealing with existing processes, procedures, and
historical information.
These help the project benefit from past company experience. The PMBOK" Guide
calls these organizational process assets. The trick is to think of organizational
process assets as what they really are-processes, procedures, and historical
information.
The following are some examples of organizational process assets.
Processes, Procedures, and Policies.
Corporate Knowledge Base
Historical Information
Lessons Learned.

TOOLS AND TECHNIQUES
1. Expert judgment
Expert judgment is often used to assess the inputs used to develop the project charter.
Such judgment and expertise is applied to any technical and management details during this
process.
Such expertise is provided by any group or individual with specialized knowledge or training,
and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts, and
Project management office (PMO).
2. Facilitation Techniques
Facilitation techniques have broad application within project management processes and
guide the development of the project charter
Brainstorming, conflict resolution, problem solving, and meeting management.

OUTPUTS
1. Project charter
The project charter is such an important document that project CAN NOT be started
without one.
A project charter may be created by the project manager but is issued by

sponsor in the initiating process group.
It is abroad enough so it does not NEED to change as the project progresses.
It provides the following benefits:

The project charter formally recognizes (authorizes) the
existence of the project.
It gives the project manager authority to spend money and commit

corporate resource.
The project charter provides the high – level requirements for the
project.
It links the project to the ongoing work of the organization.

OUTPUTS

OUTPUTS
The main information in Project Charter:
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
High-level project description,
High-level risks,
Summary milestone schedule,
Summary budget,
Project approval requirements (what constitutes project success, who decides the
project is successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project
charter.

OUTPUTS
Project Charter
Project Title and Description (what is the project?) The First Personal Assistant
Project Manager Assigned and Authority Level (who is given authority to lead the
project, and can he l she determine, manage, and approve changes to budget, schedule,
staffing, etc.?)
Business Case (Why is the project being done? On what financial or other basis can we
justify doing this project?)
Resources Pre-assigned (How many or which resources will be provided?)
Stakeholders (Who will affect or be affected by the project (influence the project), as known
to date?)
Stakeholder Requirements AS Known (Requirements related to both project and

product scope).

OUTPUTS
Project Charter
Product Description / Deliverables (What specific product deliverables are wanted

and what will be the end result of the project?)
Measurable Project Objectives (How does the project tie into the organization’s
strategic goals? What project objectives support those goals? The objectives need to be
measurable and will depend on the defined priority of the project constraints.)
Project Approval Requirements (What items need to be approved for the project, and
who will have sign-off? What designates success?)
High-Level Project Risks (Potential threats and opportunities for the project).
Project Sponsor Authorizing This Project:
------------------------------------ -----------------------------------

Develop Project Management Plan
“The process of documenting the actions necessary to define, prepare, integrate,

and coordinate all subsidiary plans”
Inputs Tools and Techniques Outputs

1. Project charter 1. Expert judgment 1. Project management plan
2. Outputs from planning 2. Facilitation techniques
processes
factors

INPUTS
1. Project charter
2. Outputs from planning processes
Outputs from many of the planning processes are integrated to create the project
management plan. Any baselines and subsidiary management plans that are an
output from other planning processes are inputs to this process.
In addition, updates to these documents can necessitate updates to the project

management plan.
Governmental or industry standards,
Project management information systems,
Organizational structure and culture,
Infrastructure and
Personnel administration (e.g., hiring and firing guidelines, employee performance

reviews, and training records).
INPUTS
Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria,
Project management plan template that may be updated include,
Guidelines and criteria for tailoring the organization’s set of standard processes
to satisfy the specific needs of the project, and
Project closure guidelines or requirements like the product validation and
acceptance criteria,
Change control procedures including the steps by which official company
standards, policies, plans, and procedures, or any project documents will be
modified and how any changes will be approved and validated,
Project files from past projects
Historical information and lessons learned knowledge base.
Configuration management knowledge base containing the versions and baselines
of all official company standards, policies, procedures, and any project documents.

1. Expert judgment
Tailor the process to meet the project needs,
Develop technical and management details to be included in the project

management plan,
Determine resources and skill levels needed to perform project work,
Define the level of configuration management to apply on the project,
Determine which project documents will be subject to the formal change control
process.
2. Facilitation Techniques
Facilitation techniques have broad application within project management
processes and guide the development of the project charter
Brainstorming, conflict resolution, problem solving, and meeting management.

OUTPUTS
1. Project Management Plan
A project management plan is an integration function-it integrates all the knowledge
area management plans into a cohesive whole.
The project manager creates the project management plan with inputs of the project
team.
This plan includes the baselines for the project (Scope, Schedule, Cost) and also it
called performance measurement baselines.
The project management plan includes:
The project management processes that will be used on the project.
Subsidiary plans for scope, schedule, cost, quality, human resources,
communications, risk, procurement, and stakeholders.
A requirements management plan.
A change management plan.
A configuration management plan. Latest version!
A process improvement plan.
Direct and Manage Project Execution
“The process of performing the work defined in the project management plan to
achieve the project’s objectives”
Tools and
Inputs Outputs
Techniques
1. Project management plan 1. Expert judgment 1. Deliverables
2. Approved change requests 2. Project management 2. Work performance data
3. Enterprise environmental information system (PMIS) 3. Change requests
factors 3. Meetings 4. Project management plan
4. Organizational process assets updates
5. Project document updates
The key benefit of this process is that it provides overall management

of the project work.
work.
The project manager directs the performance of the planned project
activities..
activities

INPUTS
1. Project management plan
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Stakeholder management plan

2. Approved change requests
As part of the Perform Integrated Change Control process, a change control status
update will indicate that some changes are approved and some are not.
Scheduled for implementation by the project team.

The documented, authorized changes to expand or reduce project scope.
Can also modify policies, the project management plan, procedures,

costs, or budgets; or revise schedules.
May require implementation of preventive or corrective actions.

INPUTS
3. Enterprise Environmental Factors
Organizational, company or customer culture and structure.
Infrastructure.
Personnel administration
Stakeholder risk tolerances.
Project management information systems.

Standardized guidelines and work instructions.
Communication requirements.
Issue and defect management procedures.
Process measurement database.
Project files from prior projects
Issue and defect management database.

1. Expert judgment
Such judgment and expertise is applied to all technical and management details
during this process.
2. Project management information system (PMIS)
The system that helps you produce and keep track of the documents and
deliverables..
deliverables
Example: a PMIS might help your organization produce the project charter by
having you fill in a few fields on a computer screen. It might then generate the
project charter and set up a project billing code with accounting.
While the PMIS usually consists primarily of software, it will often interface with
manual systems.

3. Meetings
Purpose: Discuss and address pertinent topics of the project when directing and
managing project work.
Attendees:
1) Project manager,
2) Project team
3) Appropriate stakeholders involved or affected by the topics addressed.
Types:
1) Information exchange
2) Brainstorming, option evaluation, or design
3) Decision making.

OUTPUTS
1. Deliverables
An approved deliverable is any unique and verifiable product, result, or
capability to perform a service that must be produced to complete a
process, phase, or project.
Deliverables are produced as outputs from processes

performed to accomplish the project work as planned
and scheduled in the project management plan.
2. Work Performance Data

The work performance data is collected and appropriately actioned and
communicated.
Deliverable status,
Schedule progress, and
Costs incurred.

OUTPUTS
The work performance data is collected throughout the execution phase of the
project, and then it is sent to various controlling processes to analyze it further;
e.g. Validate Scope, Control Scope, Control Schedule, Control Cost, etc.
In other words, it is the current (“as of now”) status of various project parameters
such as: how much work is completed, how much time has elapsed, the cost
incurred so far, etc.
The work performance data is the raw observations and measurements
identified during activities performed to carry out the project work; e.g. actual cost,
actual duration, and percent of work physically completed, the raw data of the
project’s status

OUTPUTS
3. Change Requests
Change request from customer (may be he needs to change the product features!).
Corrective action.
Preventive action.
Defect repair.
Updates: Changes to formally controlled documentation, plans, etc., to reflect
modified or additional ideas or content.
Corrective Action Preventive Action Defect Repair
An intentional activity that An intentional activity that An intentional activity to

realigns the performance ensures the future modify a nonconforming
of the project work with the performance of the project product or product
project management plan. work is aligned with the component.
Quality issue!!! project management plan. Physical problems!!1

To avoid problem in the
future!!!

OUTPUTS
4. Project Management Plan Updates
Requirements management plan,
Schedule management plan,
Cost management plan,
Quality management plan,
Human resource plan,
Communications management plan,
Risk management plan,
Procurement management plan, and
Project baselines.
5. Project Document Updates
Requirements documents,
Project logs (issue, assumptions, etc.),
Risk register, and
Stakeholder register.
Monitor and Control Project Work
“The process of tracking, reviewing, and regulating the progress to meet the
performance objectives defined in the project management plan”
Tools and
Inputs Outputs
Techniques
1. Project management plan 1. Expert judgment 1. Change requests
2. Schedule forecasts 2. Analytical techniques 2. Work performance reports
3. Cost forecasts 3. Project management 3. Project management plan
4. Validated changes information system (PMIS) updates
5. Work performance information 4. Meetings 4. Project documents updates
factors
The key benefit of this process is that it allows stakeholders to understand the current state of
the project, the steps taken, and budget, schedule, and scope forecasts.

Monitor and Control
Plan Actual
1. Monitors and controls deliverables/
processes to do with initiating, planning,
+/- Variance
executing and closing by comparing actual
performance against project plan.
Variance
2. Assesses corrective and preventive actions. analysis and
trend evaluation
3. Monitors the effectiveness of implementing
approved changes.
Project
Manager to Recommend and
You should know the variance or follow up the implement Corrective or
Implementation preventive Action
deviations from baselines are often due
to incomplete risk identification
1. Bring deviation under control
and risk management. 2. Decided if and when action is required
3. Make recommendations
4. Issue change request

Monitor and Control
1. Comparing actual project performance against the project management plan.
2. Assessing performance.
3. Analyzing, tracking, and monitoring project risks.
4. Maintaining an accurate, timely information base concerning the project’s product(s).
5. Providing information to support status reporting, progress measurement, and
forecasting.
6. Providing forecasts to update current cost and current schedule information.
7. Monitoring implementation of approved changes when and as they occur.

INPUTS
1. Project Management Plan
Baselines(Scope, Schedule, and Cost).
Subsidiary plans within the project management plan form the basis for
controlling the project.
2. Schedule Forecasts
The schedule forecasts are derived from progress against the schedule baseline
and computed time estimate to complete (ETC).
This is typically expressed in terms of schedule variance (SV) and schedule
performance index (SPI).
3. Cost Forecasts
The cost forecasts are derived from progress against the cost baseline and
computed estimates to complete (ETC).
This is typically expressed in terms of cost variance (CV) and cost performance
index (CPI).

INPUTS
4. Validated Change
Approved changes that result from the Perform Integrated Change Control
process require validation to ensure that the change was appropriately implemented.
A validated change provides the necessary data to confirm that the change was
appropriately executed.
5. Work Performance Information
Work performance information is the performance data collected from various

controlling processes, analyzed in context, and integrated based on relationships
across areas.
Examples of performance information are

status of deliverables, implementation status
for change requests, and forecasted
estimates to complete.

INPUTS
6. Enterprise Environmental Factors
Governmental or industry standards
Company work authorization system
Stakeholder risk tolerances
Project management information systems
7. Organizational Process Assets
Organization communication requirements
Financial controls procedures
Issue and defect management procedures
Risk control procedures
Process measurement database
Lessons learned database.

1. Expert Judgment
Expert judgment is used by the project management team to interpret the
information provided by the monitor and control processes.
The project manager, in collaboration with the team, determines the actions
required to ensure project performance matches expectations.
2. Analytical Techniques
Examples of analytical techniques used in projects are:
Regression analysis,
Grouping methods,
Causal analysis,
Root cause analysis,
Forecasting methods (e.g., time series, scenario building, simulation, etc.),
Failure mode and effect analysis (FMEA),
Fault tree analysis (FTA),
Reserve analysis,
Trend analysis,
Earned value management, and
Variance analysis.

3. Project Management Information System
The project management information system is part of enterprise environmental
factors.
Provides access to automated tools, such as scheduling, cost, and resourcing tools,
performance indicators, databases, project records, and financials used during the
Monitor and Control Project Work process.
4. Meetings
Attendees:
1) Project manager,
2) Project team
3) Appropriate stakeholders involved or affected by the topics addressed.
Types:
1) User groups
2) Review Meetings.

OUTPUTS
1. Change Requests
Corrective action.
Preventive action.
Defect repair.
2. Work Performance Reports

Work performance reports are the physical or electronic representation of work
performance information compiled in project documents, intended to generate
decisions, actions, or awareness.
Project information may be communicated verbally
from person to person.
Communicate project performance and status
information.

OUTPUTS
Work performance DATA, INFORMATION, and REPORT
Work performance data Work performance information

The “as of now” status of the project status,
A comparison between the actual
it provides the current status of the
performance with the planned performance.
project
Example: Cost Variance, Schedule Variance,

Example: The actual cost spent, actual time
Cost Performance Index, and Schedule
elapsed, etc.
Performance Index
Work performance Report

Give stakeholders the information on how the project is progressing in the form of well-
organized and summarized reports, at level of detail that they require
Example: Status reports, memos, justifications, information notes, recommendations, and

updates.

OUTPUTS
3. Project Management Plan Updates
Schedule management plan,
Cost management plan,
Quality management plan,
Scope baseline,
Schedule baseline, and
Cost performance baseline.
4. Project Document Updates

Forecasts,
Performance reports, and
Issue log.

OUTPUTS

Perform Integrated Change Control
“The process of reviewing all change requests, approving changes, and

managing changes to the deliverables, organizational process assets, project
documents, and the project management plan”
Tools and
Inputs Outputs
Techniques
1. Project management plan 1. Expert judgment 1. Approved change requests
2. Work performance reports 2. Meetings 2. Change log
3. Change requests 3. Change control tools 3. Project management plan
4. Enterprise environmental updates
factors 4. Project document updates
The key benefit of this process is that it allows for documented changes within the project to be
considered in an integrated fashion while reducing project risk, which often arises from
changes made without consideration to the overall project objectives or plans.
Change Control
Change management Activities
1. Influencing the factors that circumvent integrated change control so that ONLY
approved changes are implemented;
2. Reviewing, analyzing, and approving change requests promptly, which is
essential, as a slow decision may negatively affect time, cost, or the feasibility of
a change;
3. Managing the approved changes;
4. Maintaining the integrity of baselines by releasing only approved changes for
incorporation into the project management plan and project documents;
5. Reviewing, approving, or denying all
recommended corrective and preventive
actions;
6. Coordinating changes across the entire project
(e.g., a proposed schedule change will often
affect cost, risk, quality, and staffing); and
7. Documenting the complete impact of change
requests.
Change Control
Configuration management activities
Configuration identification
Configuration status accounting.
Configuration verification and audit.

Change Control
Project Management Information System (PMIS)
An information system consisting of the tools
and techniques used to gather, integrate, and
disseminate the outputs of project management
processes.
It is used to support all aspects of the project
from initiating through closing, and can include
both manual and automated systems.
The system that helps you produce and keep track of the documents and
deliverables.
Example: a PMIS might help your organization produce the project charter by having
you fill in a few fields on a computer screen. It might then generate the project
charter and set up a project billing code with accounting.
While the PMIS usually consists primarily of software, it will often interface with
manual systems.

Change Control
Configuration Management System
A subsystem of the overall project
management system.
It is a collection of formal documented
procedures used to apply technical and
administrative direction and surveillance
to: identify and document the functional
and physical characteristics of a product,
result, service, or component; control any
It includes the documentation,
changes to such characteristics; record
tracking systems, and defined
and report each change and its
approval levels necessary for
implementation status; and support the
authorizing and controlling changes.
audit of the products, results, or
components to verify conformance to
requirements.
Change Control
Change Control System
A collection of formal documented procedures
that define how project deliverables and
documentation will be controlled, changed, and
approved.
In most application areas, the change control
system is a subset of the configuration
management system.
Change Control system is part of Enterprise
Environmental Factors (internal) on a
project.

Change Control
Change Management System Configuration Management System

Comprised of several components that
guide the change request through the The evaluates the change request and
process. documents the features and functions of the
When a change request is made that will change on the project scope
affect the project scope.

INPUTS
Changes are documented and updated within the project management plan as part
of the change and configuration management processes.
2. Work performance reports
Work performance reports of particular interest to the Perform Integrated Change
Control process include resource availability, schedule and cost data, and earned
value management (EVM) reports.
3. Change requests
All of the monitoring and control processes and many of the executing processes
produce change requests as an output.
Change requests can include corrective action, preventive action, and defect
repairs. However, corrective and preventive actions do not normally affect the
project baselines, only the performance against the baselines.
Project management information system.
INPUTS
Change control procedures, including the steps by which official company
standards, policies, plans, and other project documents will be modified, and how
any changes will be approved, validated, and implemented;
Procedures for approving and issuing change authorizations;
Process measurement database used to collect and make available measurement
data on processes and products;
Project files.
Configuration management knowledge base containing the versions and baselines
of all official company standards, policies, procedures, and any project documents.

1. Expert judgment
In addition to the project management team’s expert judgment, stakeholders may
be asked to provide their expertise and may be asked to sit on the change control
board.
Such judgment and expertise is applied to any technical and management details
during this process and may be provided by various sources.
2. Meetings
A change control board is responsible for meeting and reviewing the change
requests and approving or rejecting those change requests.
The roles and responsibilities of these boards are
clearly defined and are agreed upon by
appropriate stakeholders.
All change control board decisions are
documented and communicated to the
stakeholders for information and follow-up actions.

3. Change Control Tools

The roles and responsibilities of these boards are clearly defined and are agreed
upon by appropriate stakeholders.
In order to facilitate configuration and change management, manual or automated
tools may be used.
Tool selection should be based on the needs of the project stakeholders including
organizational and environmental considerations and/or constraints.
Tools are used to manage the change requests and the resulting decisions.
Additional considerations should be made for communication to assist the CCB
members in their duties as well as distribute the decisions to the
appropriate stakeholders.

OUTPUTS
1. Approved change request
Change requests are processed according to the change control system by the project
manager or by an assigned team member.
Approved change requests will be implemented by the Direct and Manage Project
Execution process.
The status of all changes, approved or not, will be updated in the change request log
as part of the project document updates.
2. Change log
A change log is used to document changes that occur during a project.
These changes and their impact to the project in terms of time, cost, and risk, are
communicated to the appropriate stakeholders.
Rejected change requests are also captured in the change log.

OUTPUTS
3. Project management plan updates
Elements of the project management plan that may be updated include but are not
limited to:
Any subsidiary management plans, and
Baselines that are subject to the formal change control process.
Changes to baselines should only show the changes from the current time forward.
Past performance may not be changed. This protects the integrity of the baselines
and the historical data of past performance.
4. Project document updates
Project documents that may be updated as a result of the Perform Integrated Change
Control process include the change request log and any documents that are subject to
the formal change control process.

Close Project or Phase Control
“The process of finalizing all activities across all of the Project Management
Process Groups to formally complete the project or phase”
Tools and
Inputs Outputs
Techniques
1. Project management plan 1. Expert judgment 1. Final product, service, or
2. Accepted deliverables 2. Analytical techniques result transition
3. Organizational process assets 3. Meetings 2. Organizational process
assets updates

INPUTS
The project management plan becomes the agreement between the project
manager and project sponsor, defining what constitutes project completion.
2. Accepted deliverables
Accepted deliverables may include approved product specifications, delivery
receipts, and work performance documents.
Partial or interim deliverables may also be included for phased or cancelled
projects.
Project or phase closure guidelines or requirements.
Historical information and lessons learned knowledge base.

1. Expert judgment
Expert judgment is applied when performing administrative closure activities. These
experts ensure the project or phase closure is performed to the appropriate
standards.
2. Analytical Techniques
Regression analysis.
Trend analysis.
3. Meetings
Meetings may be face-to-face, virtual, formal, or informal. This may include project
team members and other stakeholders, involved in or affected by the project.
Types of meetings include, lessons learned, closeout, user group, and review
meetings.

OUTPUTS

OUTPUTS
1. Final product, service, or result transition
Formal acceptance and handover of the final product/service.
Includes receiving a formal statement that the terms of the contract have been met.
2. Organizational process assets updates

Project files.
Documentation resulting from the project’s activities, for example, project
management plan, scope, cost, schedule and project calendars, risk registers,
change management documentation, planned risk response actions, and risk impact.
Project or phase closure documents.
Formal documentation that indicates completion of the project or phase and the
transfer of the completed project or phase deliverables to others, such as an
operations group or to the next phase.

OUTPUTS
During project closure the project manager reviews prior phase documentation,
customer acceptance documentation from the Verify Scope process and the
contract, to ensure that all project requirements are complete prior to finalizing the
closure of the project.
If the project was terminated prior to completion, the formal documentation
indicates why the project was terminated and formalizes the procedures for the
transfer of the finished and unfinished deliverables of the cancelled project to
others.
Historical information
Historical information and lessons learned information are transferred to the lessons
learned knowledge base for use by future projects or phases.
This can include information on issues and risks as well as techniques that worked
well that can be applied to future projects.

OUTPUTS
Administrative closure
1. Deliverable Turnover—Verification and Acceptance. In this step, deliverables are reviewed

and tested against previously determined requirements and are accepted by the customer with a formal sign-
off.
2. Post completion Data. In this step, you determine any variances in the schedule, cost (personnel and
expenses), and scope (deliverables and requirements).
3. Follow-Up Maintenance and Warranties. If applicable, hand off any hardware, software, or
other equipment and review the coverage on warranties and the maintenance requirements.
4. Team Member Performance Reporting. The project manager provides information to functional
management on the performance of project team members during the life of the project.
5. Financials. Ensure that all expenses are paid and project budgets are closed. Generate the necessary
financial reports.
6. Releasing Staff. Ensure a smooth transition for all staff to new assignments. Notify functional managers
with sufficient lead time so that meaningful work assignments can be made.
7. Formal Closing Report. Prepare a summary of the information above, including any open issues, and
distribute it to appropriate stakeholders.

OUTPUTS
Contractual Closure
1. Turnover of deliverables and all necessary supporting documentation
2. Verification of work and deliverables
3. Formal acceptance of deliverables per previously defined requirements
4. Audit to document performance
5. Final documentation that the contract is complete
6. Final payment

OUTPUTS
Project
Procurement
Phase is
is complete
complete
Project or
Project is
procurement
complete
Closing is terminated
Conduct Close-Out Meeting Process
Group
Share Lesson Learned Evaluate Success

OUTPUTS
Close-Out Meeting AGENDA
1. Review project statement of work.
2. Review actual deliverables and show how project met its measurable success
indicators.
3. Summarize what was done well.
4. Identify areas for improvement.
5. Request recommendations for improvement.
6. Determine if any additional tasks are required to complete the project.
7. List additional tasks, responsible persons, and due date.
8. Document lessons learned for the project notebook.
9. Discuss the project notebook availability to appropriate personnel for

future projects.
10. Evaluate subcontractor performance.

OUTPUTS
Informal Project Team Close-Out Meeting
1. Brainstorm to identify what went right with the project.
2. Brainstorm to identify what went wrong with the project.
3. List ideas for improvements.
4. List ideas for ensuring that what went right happens again.
5. Recognize the accomplishments of individuals.

OUTPUTS
Project Manager’s Role during the project Close-Out
1. Ensure that all project deliverables have been completed and formally accepted
by the customer.
2. Determine if the measurable success indicators were achieved.
3. Conduct project close-out meetings, both internal and external.
4. Write the final project report.
5. Document and share lessons learned.

OUTPUTS
Sharing LESSON LEARNED
1. Lessons Learned Database
Categorized electronic project information database
2. Continuous Improvement Recommendations
Project Management Process
Forms
Standards

OUTPUTS
Evaluation Project SCUCCESS
1. Project purpose
2. Deliverables
3. Measurable success indicators
Quality
Schedule
Cost

REMEMBER
1. The meaning of control that is important to project managers is the one that concerns
the use of information, comparing actual progress to the plan so that action can be taken
to correct for deviations from plan.
2. The only way a project is really in control is if all team members are in control of
their own work.
3. The effort used to control a project should be worthwhile. You don’t want to spend
$100 to purchase a $3 battery.
4. If you take no action in response to a deviation, you have a monitoring system, not
a control system.
5. Project working times must be recorded daily. If people wait a week to capture what they
have done, they rely on memory and end up writing down estimates of what they did.
Such data are no good for future estimating.
6. Project evaluation is done to determine whether a project should continue or be canceled.

Process reviews also should help the team learn in order to improve performance.

REMEMBER
1. Change must be controlled and communicated.
2. Understanding and identifying likely sources of change assists you in remaining

proactive.
3. Typical sources of change are scope, schedule, and budget adjustments.
4. It is crucial to keep the baseline plan current.
5. The six common steps you will take in a typical change control process are to enter the
initial change control information into your change control log 1; determine if the change
should be processed 2; submit recommendations to management and/or the customer for
review and approval 3; update the project plan; distribute the updated plan 4; and
monitor the change 5 and track progress against the revised plan 6.
6. The change control form and log are your primary controlling documents.
7. Thresholds should be established when determining your response to project change.
8. Project spin-off usually occurs when the project change is so dramatic that you and your
team determine that an entirely separate project should be initiated.
REMEMBER
9. Work Authorization System
A collection of formal documented procedures that defines how project work will be
authorized to ensure the work is done by the identified organization, at the right
time, and in the proper sequence.
A formal procedure for sanctioning project work.
When I should start the work I’ve been assigned.
10. Integration is done by project manager.
11. Effective integration requires effective communication.

Refreshments
Q1: Effective project integration usually requires an emphasis on:
A. The personal careers of the team members.
B. Timely updates to the project management plan.
C. Effective communications at key interface points.
D. Product control.
Q2: The need for ------------ is one of the major driving forces for communication in a project.
A. Optimization
B. Integrity
C. Integration
D. Differentiation

Refreshments
Q3: All of the following are parts of an effective change management plan EXCEPT:
A. Procedures
B. Standards for reports
C. Meetings
D. Lessons learned

Refreshments
Q4: A work authorization system can be used to:
A. Manage who does each activity.
B. Manage what time and in what sequence work is done.
C. Manage when each activity is done.
D. Manage who does each activity and when it is done.

Refreshments
Q5: The project charter for a project was approved for planning and you have just been
assigned as project manager. Realizing that project planning is an ongoing effort throughout
the project, which processes are you MOST likely to combine?
A. Create WBS and Define Activities
B. Estimate Activity Durations and Develop Schedule
C. Develop Human Resource Plan and Estimate Costs
D. Estimate Costs and Determine Budget

THANK YOU

Hisham Haridy - Integration

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P ROJECT I NTEGRATION

February 2016 Hisham Haridy, PMP, PMI-RMP

pieces of the project together into one cohesive whole

that gets the project done faster, cheaper, and with

fewer resources, while meeting the project objectives.

PROJECT INTEGRATION MANAGEMENT February 2016

PROJECT INTEGRATION MANAGEMENT February 2016

PROJECT INTEGRATION MANAGEMENT February 2016

1.Plan Human Resource Management 2.Acquire Project Team

Communications (3) 1.Plan Communication Management 2.Manage Communication 3.Control Communication

1.Plan Risk Management 6.Control Risks

PROJECT INTEGRATION MANAGEMENT February 2016

Project Management Plan

1-Scope Management Plan

2- Schedule Management Plan 1- Milestone list

3- Cost Management Plan 2-Resource Calendar

4- Quality Management Plan 3-Risk Register

5- HR Management Plan Project Baselines 4- Stakeholder Register

6- Communication Management plan 1- Scope Baseline 5- Stakeholder Management

7- Risk management Plan Strategy

10-Process Improvement Plan 10- OTHERS

11-Configuration management plan

12 - Requirements management plan

PROJECT INTEGRATION MANAGEMENT February 2016

Develop Direct and Monitor and Perform

PROJECT INTEGRATION MANAGEMENT February 2016

“The process of developing a document that formally authorizes a project or a

PROJECT INTEGRATION MANAGEMENT February 2016

PROJECT INTEGRATION MANAGEMENT February 2016

PROJECT INTEGRATION MANAGEMENT February 2016

The following are some examples of organizational process assets.

Processes, Procedures, and Policies.

Corporate Knowledge Base

PROJECT INTEGRATION MANAGEMENT February 2016

PROJECT INTEGRATION MANAGEMENT February 2016

A project charter may be created by the project manager but is issued by

It is abroad enough so it does not NEED to change as the project progresses.

It provides the following benefits:

It gives the project manager authority to spend money and commit

It links the project to the ongoing work of the organization.

PROJECT INTEGRATION MANAGEMENT February 2016

Project purpose or justification,

Measurable project objectives and related success criteria,

High-level project description,

Summary milestone schedule,

Assigned project manager, responsibility, and authority level, and

PROJECT INTEGRATION MANAGEMENT February 2016

Resources Pre-assigned (How many or which resources will be provided?)

Stakeholder Requirements AS Known (Requirements related to both project and

PROJECT INTEGRATION MANAGEMENT February 2016

Product Description / Deliverables (What specific product deliverables are wanted

Project Sponsor Authorizing This Project:

PROJECT INTEGRATION MANAGEMENT February 2016

“The process of documenting the actions necessary to define, prepare, integrate,

Inputs Tools and Techniques Outputs

PROJECT INTEGRATION MANAGEMENT February 2016

In addition, updates to these documents can necessitate updates to the project

Governmental or industry standards,

Project management information systems,

Organizational structure and culture,

Personnel administration (e.g., hiring and firing guidelines, employee performance

PROJECT INTEGRATION MANAGEMENT February 2016

Tailor the process to meet the project needs,

Develop technical and management details to be included in the project