Online PMP Training Material for PMP Exam - Integration Management Knowledge Area

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Integration Management

Chapter 4


Chapter 4Objectives

Understand the different Integration Management Processes

Their Inputs, Tools and Techniques, Outputs

This chapter entails one to understand the various Integration aspects required to pull together the project towards its success!


Project Integration Management is the integration of actions in a consolidated manner across various processes to ensure the overall project still delivers on all intended aspects of the project requirements.

Project Integration is essential to proper and up to date functioning of the project by ensuring :

right options are derived for resource allocationapproved changes to the project scope are vitalizeddecisions taken on the competing project objectivestriggering right processes for next actionengaging stakeholders with effective communication & information across the changesmanaging inter dependencies between processes & knowledge areasconsistency in delivery approach, documentation, standards being adopted across processes

Knowledge Area: Integration Management


There are 6 Integration Management processes:

1. Develop Project CharterDevelop a document called Project Charter to formally authorize the project and start using organizational resources by Project Manager

2. Develop Project Management PlanDevelop a plan which will include all subsidiary management plans and integrated baselines

3. Direct and Manage Project WorkDirecting and Managing the planned work along with implementing the approved changes

4. Monitor and Control Project WorkMonitoring and Controlling of project work during execution of project while status reports circulated, corrective & preventive actions implemented

5. Perform Integrated Change ControlIntegrating the approved changes and keeping the project focused to deliver end project objectives

6. Close Project or PhaseFormally closing all project/phase related activities

Knowledge Area: Integration Management


4.1 Develop Project Charter

Inputs

• Statement Of Work• Business Case• Contract• Enterprise Environmental

Factors• Organizational Process

Assets

Tools & Techniques

• Expert Judgment

Outputs

• Project Charter

• Integration• Develop Project

Charter• Scope• Time• Cost• Quality• Human Resource• Communications• Risk• Procurement• Stakeholder• Identify Stakeholders

Initiating Process Development of a formal document which authorizes project, outlining preliminary requirements of stakeholder’s and is a mandatory step to start the project.

Project charter has to be signed by a Sponsor who is a higher authority than a project manager and with knowledgeable about both internal & external needs & influences.

PM’s Authority can be in multiple ways, exerted on team.

Positional – Authorized to act on behalf of sponsor /managementReferent – Influence using their own personalityReward – Influence using the incentives and recognition. This is the most influentialExpert – Influence using the subject matter expertise or respect because of PM skillsCoercive – Influence using the fear or rebuke. This is the least influential


Statement of Work (SOW)Statement of work is the nature of product or service to be delivered at end of project.

For Internal Projects, Project Initiator or Sponsor provides the SOW.For External Projects, in addition Customer may also provide the SOW.

It may constitute of:Business Need

Defines what the business would serve to the needs of the market or introduce new product/service.

High Level Product ScopeDefines what product will be actually be capable of and how it will serve the business need.

Strategic PlanDefines how the project is inclined to the organizational goals. All projects should be always inclined towards organizations strategic goals in addition to serve the business need.

Business Case establishes whether the project is worth the investment.

Executives or Management uses this knowledge to make investment decision into the project.

Business Analysts are the key group to perform the Cost Benefit Analysis (CBA) of the project based on the stakeholder inputs and then consumed by the executives for decision making.

Business Case is the result of the need, it could be:

Market RequirementCustomer NeedSocial NeedTechnological RequirementOrganizational AdvancementComplianceEcological Need…

Business Case


How Projects are chosen for

Investment?

• Present value of Project considering future cash inflows & cash outflows, also includes inflation rate & foreign exchange rates

• NPV = • FV-Future value, r-Interest rate, n- Time period

NPVNet Present

Value

• IRR is known as the Annualized effective compounded return rate on the Project / Investment.

• Also known as Effective Interest Rate.

IRRInternal Rate

of Return


• Returns on Invested Value are calculated as a metric to compare amongst several Projects or to make Investment decisions.

• ROI = Net Profit / Investment Value

ROIReturn on

Investment

• Considered as typically a Period of Investment to be earned back or to break even point.

• Payback Period = Payback Period

Projects are picked for investment based on many parameters in an organization.

Golden Rule of Selection: Highest NPV Wins! Highest IRR Wins! Highest ROI Wins! Lowest Payback Period Wins!


Project CharterIt is the document issued by project initiator or sponsor to formally authorize existence of a project and provide the project manager with the authority to apply organizational resources to project activities.

It documents the business/customer needs, assumptions, constraints, and high-level requirements to develop or create new product, service, or result.

Intended to satisfy the needs such as:Project purpose or justification,Measurable project objectives and related success criteria,High-level requirements, Assumptions and constraints,High-level project description and boundaries,High-level risks, Summary milestone schedule,

Summary budget, Stakeholder list,Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),Assigned project manager, responsibility, and authority levelName and authority of the sponsor or other person(s) authorizing the project charter.

The size of the project charter varies on complexity of project and information known at the time of its creation.

At minimum, the charter should outline the high-level boundaries of project.

This document is created initially and NOT updated on continual mode.


4.2 Develop Project Management Plan

Inputs

• Project Charter• Outputs From

Other Processes• Enterprise

Environmental Factors

• Organizational Process Assets

Tools & Techniques

• Expert Judgment

• Facilitation Techniques

Planning Process

• Integration• Develop Project Management Plan

• Scope• Plan Scope Management• Collect Requirements• Define Scope• Create WBS

• Time• Plan Schedule Management• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Duration• Develop Schedule

• Cost• Plan Cost Management• Estimate Costs• Determine Budget

• Quality• Plan Quality Management

• Human Resource• Plan HR Management

• Communications• Plan Communications Management

• Risk• Plan Risk Management• Identify Risks• Perform Qualitative Risk Analysis• Perform Quantitative Risk Analysis• Plan Risk Responses

• Procurement• Plan Procurement Management

• Stakeholder• Plan Stakeholder Management

In order to develop a “comprehensive project management plan” based on which the project work itself can be accomplished, it requires to define, prepare and coordinate all the sub-plans and integrate them.

This plan document will define the approach of the work to be done, how the project will be executed, monitored & controlled, along with how to close the project.

Project management plan document may include:Subsidiary Project Management PlansProject PhasesChange Control Process…


Facilitation techniques have broad application within project management processes and are used to guide the development of the project management plan.

Some of the key techniques used by facilitators to help teams and individuals achieve agreement to accomplish project planning activities include:

BrainstormingConflict resolutionProblem solvingMeeting management

Facilitation Techniques


Project management plan components may include, but not limited to:

Baselines(Scope, Schedule, Cost)Scope Baseline(Project Scope Document, WBS, WBS Dictionary)

Subsidiary Management Plans(Scope, Requirements, Schedule, Cost, Quality, Process Improvement, Human Resources, Communications, Risk, Procurement, Stakeholder)

Project management processesLevel of implementation for each processTools and techniques to be used

How work will be executed, changes will be monitored and controlledHow configuration management will be performedHow baseline integrity will be maintained

Project Management PlanStakeholder communication needsProject life cycle, its phases and processes appliedKey management reviews including periodic issue management, escalation meetings, risk reviews so on.


Project Documents

Apart from the Project management plan, there are project documents which are generated and used for managing project outcome.

Here is a list of some of them:

• Activity Attributes• Activity Cost Estimates• Activity Duration Estimates• Activity List

• Activity Resource Requirements• Agreements• Basis Of Estimates• Change Log• Change Requests

• Forecasts• Cost Forecast• Schedule Forecast

• Issue Log• Milestone List• Procurement Documents

• Procurement Statement Of Work

• Project Calendars• Project Charter• Project Funding Requirements• Project Schedule

• Project Schedule Network Diagrams

• Project Staff Assignments• Project Statement Of Work• Quality Checklists

• Quality Control Measurements• Quality Metrics• Requirements Documentation• Requirements Traceability

Matrix

• Resource Breakdown Structure• Resource Calendars• Risk Register• Schedule Data• Seller Proposals

• Source Selection Criteria• Stakeholder Register• Team Performance

Assessments• Work Performance Data• Work Performance Information• Work Performance Reports


4.3 Direct and Manage Project Work

Inputs

• Project Management Plan

• Approved Change Requests

• Enterprise Environmental Factors

• Organizational Process Assets

Tools & Techniques

• Expert Judgment• Project Management

Information Systems• Meetings

Executing Process

• Integration• Direct and Manage Project

Work• Scope• Time• Cost• Quality

• Perform Quality Assurance• Human Resource

• Acquire Project Team• Develop Project Team• Manage Project Team

• Communications• Manage Communications

• Risk• Procurement

• Conduct Procurements• Stakeholder

• Manage Stakeholder Engagement

Directing and managing the project work execution to ensure the project objectives are met along with any approved changes of work also being executed.

In addition to managing the planned activities, project management team also has to deal with unplanned ad-hoc tasks which may be beneficial to the success of the project objectives.

Key benefit of this process is it provides overall management of project work as per the needs of the project objectives.

This process includes activities as:

Perform activities to accomplish project work towards the objectivesCreate Project DeliverablesUp skill the project team to ensure capabilities to accomplish the tasksProcure required budget, time, resources, materialEstablish the processes and procedures to be followedEstablish communication channels and contracts with third partiesManage risks, evaluate constraints and validate assumptions of workManage stakeholders and their engagement levels are adequate


Corrective ActionDeviations to the planned work has to be brought back in the line of planned work, this is accomplished with the implementation of Corrective actions.

Preventive ActionDeviations to the planned work has to be brought Deviations to the planned work once acted with correction actions should be altered such that any further deviations are prevented with implementation of Preventive actions.

Defect RepairIn order to ensure any activity which is leading to non-conformance of the product requirements is repaired to deliver a conformance to the product requirements

Corrective Preventive

Effec

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4.3 Direct and Manage Project WorkIn addition to ensure project work is accomplished, sometimes Project Management Team has to establish suitable actions for implementation of Work & Approved changes.


Deliverables are the actual outcomes of any particular phase, module, process or it may be Project.

Each deliverable is a tangible end outcome which can be measured in accordance to the defined objectives.

All deliverables are usually passed through the quality processes to ensure they meet the desired quality and performance.

All these deliverables collectively contribute towards the end Project deliverables.

The smallest scale of raw data which is used to execute the work being performed to accomplish the work.

Such data gathered during the execution of processes or work accomplished is in some cases retained for further analysis and in some other cases purged to ensure no further confidentiality of such data be maintained.

In some cases the historical record of such data is valuable for new projects in similar industries.

Examples include KPI’s (Key Performance Indicators), actual costs, number of defects, performance metrics, simulation records, actual duration of the tasks and so on.Tangible

Outcomes

TangibleOutcomes

TangibleOutcomes

TangibleOutcomes

Deliverables Work Performance Data


4.4 Monitor and Control Project Work

Inputs

• Project Management Plan• Schedule Forecasts• Cost Forecasts• Validated Changes• Work Performance Information• Enterprise Environmental

Factors• Organizational Process Assets

Tools & Techniques

• Expert Judgment• Analytical Techniques• Project Management

Information Systems• Meetings

Monitoring & Controlling Process

• Integration• Monitor and Control Project Work• Perform Integrated Change Control

• Scope• Validate Scope• Control Scope

• Time• Control Schedule

• Cost• Control Costs

• Quality• Control Quality

• Human Resource• Communications

• Control Communications• Risk

• Monitor & Control Risks• Procurement

• Control Procurements• Stakeholder

• Control Stakeholder Management

It is a process of how to monitor work in progress & control work in progress so that it meets end project objectives. During the process:

work performance is reviewed & continuous reports are generated to circulatecorrective & preventive actions implemented to put work back on trackforecasts are being circulated for future project path.

Key benefit is that it generates a ready understanding of the current progress on project and future project forecast.

In order to effectively monitor and control work being done by the team, work performed and progress of the work can be compared with baselines developed in planning.Baselines can be for Project scope, cost, time and quality.


4.5 Perform Integrated Change Control

Inputs


• Work Performance Reports

• Change Requests• Enterprise

Environmental Factors• Organizational Process

Assets

Tools & Techniques

• Expert Judgment• Meetings• Change Control Tools

Monitoring & Controlling Process

• Integration• Monitor and Control Project Work• Perform Integrated Change Control

• Scope• Validate Scope• Control Scope

• Time• Control Schedule

• Cost• Control Costs

• Quality• Control Quality

• Human Resource• Communications

• Control Communications• Risk

• Monitor & Control Risks• Procurement

• Control Procurements• Stakeholder

• Control Stakeholder Management

It is a process to perform integrated changes to the project and define the new plans arising due the changes which have been accepted.

During the course of the project a series of changes occur which could be minor, moderate, major and based on the CCB(Change Control Board) these changes are either Accepted, Rejected or Delayed.

Once the new plans are established, the respective baselines are adopted and a new perspective on the project is circulated among stakeholders.

Perform Integrated Change Control is performed over the duration of the entire project and is sole responsibility of the Project Manager.

Approved Change Requests may require completely new or revised estimates of the Cost, Activity, Schedule, Resources and Risk evaluation.

All changes go through CCB and approved by Project Sponsor/Project Manager. In some cases stakeholders/customers are additionally included to CCB for additional approval.


Change Control focuses on the changes to ensure the project objectives are achieved. Configuration control is focused on specification of the processes and the deliverables.

Some of the Configuration Management activities included in the Perform Change Control process are:

1. Configuration Identification2. Configuration status Accounting3. Configuration Verification and

Audit

Configuration IdentificationIdentification and Selection of the Configuration items which helps in managing the accountability for the entire project duration.

Configuration Status AccountingOnce accounted, the status of the configuration item has to be reported to the team and the stakeholders for rest of the project duration.

Configuration Verification and AuditEnsures the configuration items are correctly marked, addressed, labeled, registered and implemented as identified in the project audit summary.

Change Control and Configuration Control


Collection of formal documented procedures, paperwork, tracking systems and approval levels for authorizing changes.

Plan for how changes will be managedCCB creation

Change Control Tools are essential for the performance of the Integrated Change Control Process of Project management. This should not be considered as IT Change Management.

Identification of the right tool(either manual or automated) may be chosen based upon the project management team and stakeholder requirements.

Normally the tools which are chosen should enable the project management team to perform the change control along with automated communication flows and decision publishing to the stakeholder groups.

Change Control Tools


Approved Change Requests

Changes which are pushed or pulled to the CCB are either approved or rejected and in cases it may be delayed for further evaluation. Once the changes are approved they are supposed to be implemented in the project with the Direct and Manage Work execution process.The status changes of all the changes in the CCB are recorded and circulated to the intended teams along with the stakeholders for further information, action and support

All changes are recorded in the change log during the project duration whether they are approved or rejected.

Change Log


Change Desired

Define Change

Impact Analysis

CCB Review

Project Revised

Deliver Project

Re-evaluate Change

Maintain Change Log

CCB will ensure Project Manager has sufficient control over the changes.

Uncontrolled change implementations with/without the knowledge of Project Management Team often results in Termination of Projects – since they lack the overall vision of the project if the changes are not addressed properly.

Forming the committee of members (including client) on CCB ensures the stakeholders know and make approval on only desired changes toward the project or act upon them accordingly.

Change Control Board (CCB) Flow

RejectedChanges

DelayedChanges

Scheduled

IntegratedApprovedChange

Requests


4.6 Close Project Or Phase

Inputs


• Accepted Deliverables• Organizational Process

Assets

Tools & Techniques

• Expert Judgments• Analytical Techniques• Meetings

Closing Process

• Integration• Close Project Or Phase

• Scope• Time• Cost• Quality• Human Resource• Communications• Risk• Procurement• Stakeholder

• Close Procurements

This is the process of closing project with all project related activities in the manner the project objectives are accomplished.

Key benefit of the process is to formal closure of all project activities, generate the lessons learned, release the organizational resources for next projects.

Closure of the project is performed once the Project Scope is realized as per the Scope Baseline and confirmed by project management team.

In case of the project being terminated, the Close Project process ensures a detailed investigation into the reasons why the project had to be terminated and the lessons are documented accordingly.


Chapter 4 - Debrief


THIS BRINGS TO “INTEGRATION MANAGEMENT” COMPLETION.

From what we have understood so far is:

6 Integration Management Knowledge Area Processes Identified their Inputs, Tools & Techniques, Outputs

Chapter 4


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PMI, PMBOK, PMP, CAPM, PgMP, PMI-ACP, PMI-RMP, PMI-SP are registered marks of Project Management Institute, Inc.All registered trademarks, symbols, names are marks of their respective owners and acknowledged.

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Online PMP Training Material for PMP Exam - Integration Management Knowledge Area