Project integration

management
Presented by:-
Himanshu Sagar
M.H.R.O.D
Contents
Project Integration Management- Overview
Project integration processes
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Project Integration
Management- Overview

Project Integration Management includes

processes and activities needed to identify,
define, combine, unify, and coordinate the
various processes and project management
activities within and Project Management
Process Groups.
 Project Integration
Processes
Process Project Phase Key Deliverables
Develop Project
Charter Initiating Project Charter
Develop Project Project Management
Management Plan Planning Plan
Direct and
Manage Project
Execution Execution Deliverables
Monitor and
Control Project Monitoring and
Work Control Change Requests
Perform
Integrated Monitoring and Change Requests
Change Control Control status updates
Close Project or
Phase Closure Final product
Develop Project Charter
Project charter is the document that formally
initiates the project.
Gives PM the authority to apply organization
resources to project activities.
It document the business needs, project
justification, project requirements, and the
outcome of the project to meet those
requirements.
The PM should be assigned before the start of
planning, preferably while the charter is being
developed.
Develop Project Charter-
Inputs
Project statement of work
High level SOW
Business needs
Product scope description
Strategic plan
E.g., Bid document, RFP etc.

Business case
Develop Project Charter-
Inputs
Contract
Such as PO, tender award etc
Enterprise Environmental Factors
Environmental factors influencing the project
Organizational process assets
The organizations standards and
procedures adopted for the project.
The organizations corporate repository for
storing and retrieving information.
Develop Project Charter-Tools
& Techniques
Expert Judgment
Applied to any technical and management
details in the process.
Individuals/organizations have specialized
knowledge or training.
Can be internal, consultants, stakeholders,
professional associations, industry groups etc.
Develop Project Charter-Outputs
Project charter
Develop Project Management Plan
Develop Project Management Plan is the
process of documenting the actions necessary
to define, integrate, and coordinate all
subsidiary plans into a project management
plan.
The project management plan defines how
the project is executed, monitored and
controlled, and closed.
It is created with the help of the team and the
project manager.
Develop Project Management
Plan -Inputs
Project charter
Outputs from planning processes
Project baselines (Scope, Cost, Schedule)
Subsidiary plans from all other knowledge
areas
Enterprise environmental factors
Organizational process assets
Develop Project Management
Plan -Tools & Techniques
Expert Judgment
Tailor processes
Technical and management details
Determine resources and skill levels
Level of configuration management
Formal change control process
Develop Project Management Plan -
Outputs
Project management plan
Direct & Manage Project Execution
This process requires the PM and his team to
perform multiple actions in the project
management plan to accomplish the work
defined in the project scope statement.
The PM manages the technical and the
organizational interfaces that surrounds the
project.
The outcome of the processes are the
deliverables. Status updates are fed into the
performance reporting process.
Direct & Manage Project Execution
This process requires the implementation of
Approved corrective actions that will realign
the execution of the project with the project
management plan
Approved preventive actions that will reduce
the probability of potential negative impacts
Approve defect repair requests to correct
product defects found by the quality process
Direct & Manage Project Execution
-Inputs
Project management plan
Approved change requests
Enterprise environmental factors
Organizational process assets
Direct & Manage Project Execution
-Tools & Techniques
Expert judgment
Project management information system
Direct & Manage Project Execution
-Outputs
Deliverables
Work performance information
Change requests
Project management plan updates
Project document updates
Direct & Manage Project Execution:
Output
Deliverable
Unique and verifiable product/service that
is defined in the project scope.
Criterion or one of the criteria to complete
the project.
Work performance information
Deliverable status
Schedule progress
Cost incurred
Direct & Manage Project
Execution: Output
Change requests
Documented requests for changes to modify
the existing project scope, including
deliverables, schedule, budget, polices etc.
Could be directly or indirectly, internally or
externally triggered
May result in Corrective or Preventive actions,
or both
Monitor & Control Project Work
It is the process of tracking, reviewing, and
regulating the progress to meet performance
objectives defined in the project management
plan.
This process is to monitor project processes
related to initiating, planning, executing and
closing.
Monitoring is done throughout the project,
and it provides an insight to the projects
health.
Monitor & Control Project Work
-Inputs

Project management plan

Performance reports
Enterprise environmental factors
Organizational process assets
Monitor & Control Project Work
-Tools & Techniques
Expert Judgment
Monitor & Control Project Work
-Outputs
Change requests
Project management plan updates
Project document updates
Perform Integrated Change Control
It is the process of reviewing all change
requests, approving changes and managing
changes to the deliverables, organizational
process assets, project documents and project
management plan.

It is performed from project initiation to

project completion.
Perform Integrated Change Control
A change control board is typically formed to
review change requests to determine if
additional analysis necessary. They also
approve or reject requested changes. The
board members may include the PM,
customer, experts, sponsor and others.
The roles and responsibilities are clearly
defined in the configuration control and
change control procedures. They must be
agreed by the board members.
Perform Integrated Change Control
Configuration management is rigorous change
management as it relates to scope. It has a
standard process to manage changes
centrally in a project.
Configuration activities includes :
Configuration identification
Configuration status accounting
Configuration verification and audit
Perform Integrated Change Control
In managing changes, the PM must be
concerned with:
Influencing the factors that affect change
Ensuring that the change in beneficial
Determining a change has occurred.
Looking for alternatives to changes
Minimizing the negative impact of changes
Notifying stakeholders affected by the
changes
Managing changes as they occur
Perform Integrated Change
Control-Inputs
Project management plan
Work performance information
Change requests
Enterprise environmental factors
Organizational process assets
Perform Integrated Change Control-
Tools & Techniques
Expert Judgment
Change control meetings
Perform Integrated Change Control-
Outputs
Change requests status updates
Project management plan updates
Project document updates
Close Project or Phase
Close Project or Phase is the process of
finalizing all activities across all Project
Management Process Groups to formally
complete project or phase
This process deals with formally closing the
project, or a project phase. It may be
applicable to completion of the project/phase,
or the termination of the project/phase.
Close Project or Phase
Administrative closure procedure
All the activities necessary for completion or exit criteria for phase
or project
Collect project records, analyze project success or failure
Transfer to next phase, production or operations
Developing the lessons learned

What was done right, wrong and what would be done differently

Covers technical, project management and management aspects

Lessons learnt can involve the PM, team and sometimes the sellers
involved in the project.
Archive project information for future references.
Close Project or Phase-
Inputs
Project management plan
Accepted deliverables
Organization process assets
Close Project or Phase-Tools &
Techniques
Expert Judgment
Close Project-Outputs
Final product, service or result transition
Formal acceptance and handover of the final
product, service or result of the project.
Include a formal statement that all the T&Cs
have been met.
Organizational process assets updates
Formal acceptance documentation
Project files
Project closure documents
Historical information.
References
www.pmroadtrip.com
www.scribd.com
www.ehow.com
www.certifedpmp.wordpress.com
www.preparepm.com
www.softwareresearch.net