Chapter # 4

PROJECT INTEGRATION MANAGEMENT

 Project Integration is all about Project Management
 Project Integration Management = Project Management
 Project Integration Management is about connecting people with processes
 Total 6 processes in this knowledge area:

(i) Develop Project Charter (Initiating)

(ii) Develop Project Management Plan (Planning)

(iii) Direct & Manage Project Work (Executing)

(iv) Monitor & Control Project Work (Monitoring & Control)

(v) Perform Integrated Change Control (Monitoring & Control)

(vi) Close Project or Phase (Closing)

4.1 DEVELOP PROJECT CHARTER

 Process developing a documents which formally authorize the project & gives authority to apply
organizational resources.
 It will clearly defines boundaries of project (inclusions & exclusions)
 Provide authority to project manager to use organizational resources.
 Project Charter should be author by project sponsor; sponsor does not mean someone outside
the organization but could be outside the project team but will be the member of your
organization.
 Project Charter is NOT a contract, is not a legal document.

INPUTS:

(i) PROJECT STATEMENT OF WORK (SOW)

 What customer wants.

 Include product description, business need and strategic plan etc...

(ii) BUSINESS CASE

 It justify the investment with qualitative & quantitative methods (cost-benefit analysis)
 Different methods for talking decision for cost benefit analysis:
 Payback Period Method (result will comes in Period)
 Net Present Value (result will comes in Money, highest is better, value should be positive)
  Internal Rate of Return (result will comes in Percentage, highest is better, IRR should meet
MARR = minimum attractive rate of return)
 Benefit Cost Ratio (BCR) (result will comes in Index, minimum value should be 1 or above)

(iii) AGREEMENT

 It's a formal contract or MOU or even verbal agreement within the organization.
 Contract is used when a project is performed with third party

(iv) ENTERPRISE ENVIRONMENTAL FACTORS

 Governmental regulations, market condition, political climate, availability of human resources

(v) ORGANIZATIONAL PROCESS ASSETS

 Company policies, templates, historical information, lesson learned from past, knowledge base
etc...

TOOLS & TECHNIQUE

(i) EXPERT JUDGEMENT

 Judgment provided based on expertise from anyone anywhere from your organization

(ii) FACILITATION TECHNIQUES

 Brain storming, conflict resolution, problem solving etc...

OUTPUT

 Project Charter, document issued by the project initiator/sponsor to the project manager
formally authorizing the project start and giving powers to project manager to use resources.

PROJECT CHARTER CONTENT

 Project purpose/justification
 Smart Objectives
 High level requirements, assumptions & constraint
 High level project description
 High level risks, summary milestones
 Stakeholder list & project approval requirement
 Assign project manager, responsibility & authority level

etc....

PROJECT CHARTER IS BROAD PICTURE DOCUMENT TO KNOW ABOUT PROJECT

4.2 DEVELOP PROJECT MANAGEMENT PLAN

 It is a process of compiling subsidiary plan (scope, cost, time, quality, risk etc...) and integrate
them into project management plan.
 It is a central document which define the basis of all project works.
 Content varies depends on the project
 Project management plan should align with the program management plan, if project comes
under the program.

INPUTS

(i) Project Charter

(ii) OUTPUT FROM OTHER PROCESSES

 Any baselines & subsidiary plans that output from other planning processes.

(iii) EEF

(iv) OPA

TOOLS & TECHNIQUE

(i) Expert Judgment

(ii) Facilitation Technique

OUTPUT

 Project management plan, subsidiary plans, baselines. Once approved then it can changed only
through "Perform Integrated Change Control" process.
 Project management plan does not contain project documents.

4.3 DIRECT & MANAGE PROJECT WORK

 It is a process of leading & performing work define in the project management plan and
implement approved changes.
 It provides overall management plan.
 Perform activities to complete project activities
 Create deliverable
 Manage team members
 Obtain, manage & use resources
 Manage suppliers
 Manage stakeholders
 Approved Changes can be due to Corrective or Preventive actions or due to Defect Repair
INPUTS

(i) Project Management Plan

(ii) APPROVED CHANGE REQUEST

 A change that has been processed through the Integrated Change Control Process and
approved.

(iii) EPA

(iv) OPA

TOOLS & TECHNIQUE

(i) Expert Judgment

(ii) PROJECT MANAGEMENT INFORMATION SYSTEM

 Primavera (collection of tools & technique)

 Scheduling tool, work authorization system, etc.....
 Can be manual or automated
 Work Authorization: A permission/direction typically written document to authorize to start the
work in a proper sequence on a proper time.
 Work Authorization System: Collection of formal documentation system that how the work will
be authorized, track, documented etc...

(iii) MEETING

 Exchange information
 Brainstorming
 Decision Making

OUTPUT

 Deliverable
 Work performance data
 Change request
 Project management plan updates
 Project documents update

4.4 MONITOR & CONTROL PROJECT WORK

 Process of tracking, reviewing, forecasting and reporting the progress.

 Comparison between project management plan and direct & mange project work.
  Monitor Vs Control: Monitoring is collecting, measuring & distribution of project information
while Controlling is determining corrective pr preventive actions or replanning.
 It compares plan Vs actual
 It monitor implementation of approved changes
 It identify new risk & monitor existing risks

INPUTS

(i) Project Management Plan

(ii) SCHEDULE FORCAST (comes under Control Schedule)

 Schedule forecast derived from progress Vs baseline

(iii) COST FORECAST (comes under Cost Control)

 Cost forecast derived from progress Vs baseline and computed estimate to complete (ETC) &
estimate at completion (EAC)

(iii) VALIDATE CHANGES

(iii) WORK PERFORMANCE DATA

 It is the performance data collected from various controlling processes, analyzed in context of
overall project performance

TOOLS & TECHNIQUE

(i) Expert Judgment

(ii) ANALYTICAL TECHNIQUE

 Various techniques used to evaluate, analyze or forecast potential outcomes based on possible
variations.

(iii) Project Management Information Systems

(iv) Meetings

OUTPUTS

(i) CHANGE REQUEST

 Comparison between planned results to actual results based on that need to determine the
change request about constraints & resources
(iii) WORK PERFROMNACE REPORT

 Compilation of work performance information in a reporting format.

(iii) Project Management Plan Updates

(iv) Project Documents Updates

4.5 PERFORM INTEGRATED CHANGE CONTROL (important from exam point of view)

 It is a process of reviewing all change request.

 Project manager is responsible for this process, he has to insure that this process does happen
whenever any change happen.
 Changes that are approved by ICC (integrated change control) are only incorporated in the
baseline.
 Any stakeholder in the project can request for change.
 Change request should be in written format.
 Change request are either approved or rejected by the sponsor or the project manager.
 Approved change requests updates baselines, documents and plans.
 Change Control Vs Configuration Control: Change control focus on changes to the project
documents, deliverable or baseline while Configuration Control focused on specification of
deliverable & processes.
 Change control refer to change in processes while Configuration control refer to both processes
as well as deliverable (physical product)

INPUTS

(i) Project Management Plan

(ii) Work Performance Report

(iii) CHANGE REQUEST

(iv) EEF

(v) OPA

TOOLS & TECHNIQUE

(i) Expert Judgment

(ii) Meetings (usually refer to change control meetings)

(iii) CHANGE CONTROL TOOLS

 How do we make and manage change request

OUTPUTS

(i) APPROVED CHANGE REQUEST

 It will be processed through PM, CCB or anyone who is authorized for this.
 It will be implemented through the direct and manage project work.
 All change request regardless of approval or rejection will be updated in Change Log.

(ii) CHANGE LOG

 Document which contain information about change requests.

(iii) Project Management Plan Updates

(iv) Project Documents Updates

4.6 CLOSE PROJECT OR PHASE

 It is a process of finalizing all activities across all project management processes

 Provide lessons learned, create knowledge base
 Project manager review all deliverable of all phases
 This process should be done even if the project is terminated for the lesson learned and
reasoning for project termination.

INPUTS

(i) Project Management Plan

(ii) ACCEPTED DELIVERABLE

 Accepted deliverable is a output of process Validate Scope.

(iii) OPA

TOOLS & TECHNIQUE

(i) Expert Judgment

(ii) Analytical Techniques

(iii) Meetings

OUTPUTS

 Final product , service or result

 OPA

End of Chapter