Project Integration Management

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Chapter 2 : Project Integration Management

  • 2.1 Introduction arrow_upward

  • Project Integration Management 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.

  • 2.2 Need for Project Integration Management arrow_upward

  • The need for Project Integration Management is necessary in situations where individual processes interact.
  • For example, a cost estimate needed for a contingency plan involves integrating the processes in the Project Cost, Time, and Risk Management Knowledge Areas.
  • When additional risks associated with various staffing alternatives are identified, then one or more of those processes may be revisited.
  • Most experienced project management practitioners know there is no single way to manage a project.
  • They apply project management knowledge, skills, and required processes in a preferred order and with varying rigor to achieve the desired project performance.
  • However, the determination that a particular process is not required does not mean that it should not be addressed.
  • The project manager and project team need to address every process and the project environment to determine the level of implementation for each process within the project.
  • If a project has more than one phase, the level of rigor applied within each of the project phases should be appropriate for each phase.
  • This determination is also addressed by the project manager and project team.
  • Following Project Integration Management processes:
    • Develop Project Charter
    • Develop Project Management Plan
    • Develop and Manage Project Work
    • Monitor and Control Project Work
    • Perform Integrated Change Control
    • Close Project or Phase

    2.3 Develop Project Charter arrow_upward

  • Develop Project Charter is 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.
  • A project charter:
    • Formally authorizes the project
    • Gives the objectives and business case
    • Identifies the Project Manager
    • Generic enough not to change often
    • Written by a Manager higher in authority than Project Manager
    • Includes name, description, deliverables
    • A project does not start unless it has a Project charter
  • 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.

  • 2.4 Develop Project Management Plan arrow_upward

  • 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.

  • 2.5 Direct and Manage Project Work arrow_upward

  • 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.
  • The project manager, along with the project management team, directs the performance of the planned project activities and manages the various technical and organizational interfaces that exist within the project.

  • 2.6 Monitor and Control Project Work arrow_upward

  • Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.
  • 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.
  • Monitoring is an aspect of project management performed throughout the project.
  • Monitoring includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements.

  • 2.7 Perform Integrated Change Control arrow_upward

  • Perform Integrated Change Control is 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.
  • It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.
  • 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.
  • The Perform Integrated Change Control process is conducted from project inception through completion and is the ultimate responsibility of the project manager.
  • The project management plan, the project scope statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes, thereby assuring that only approved changes are incorporated into a revised baseline.

  • 2.8 Close Project or Phase arrow_upward

  • Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
  • The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
  • When closing the project, the project manager reviews all prior information from the previous phase closures to ensure that all project work is completed and that the project has met its objectives.
  • Since project scope is measured against the project management plan, the project manager reviews the scope baseline to ensure completion before considering the project closed.

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