Chapter 2.1

Integration Management : One View

For Project Success

Contributors:

All the materials have been compiled through various sources through online, books,

personnel interviews with special mention of PMBOK ® Guide Fifth Edition and PMI® Code Of Ethics And Professional Conduct.

The book is compiled by Chetan Thakre B.E(Mechanical), MBA (Finance), PMP (PMI,USA), PGDPC (Psychology) Over 20 Years Of Experience In Project Management

4 PROJECT INTEGRATION MANAGEMENT Objective of This Chapter:

Project integration management is the process if ensuring that the various aspects of a project

are coordinated with each other. The three major categories of project integration management are: Project Plan Development, Project Plan Execution, and Overall Change Control.

Managing real estate project is a complex endeavour. Their are several activities are

happening simultaneously. All these activities have many to many relationships. Hence the project team need to focus and put special efforts to synchronize all these activities Project Integration Management is a Knowledge Area that includes the processes and

activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Process Groups. It involves making choices about

resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the Knowledge Areas. Includes activities needed to manage project documents to ensure consistency with the Project Management Plan and

product deliverables. Project integration management includes making choices about resource allocation, making

trade-offs among competing objectives and alternatives

4.1 Develop Project Charter

A project charter is a written document that formally recognizes and authorize the existence of a new project. Its also documents initial requirements that satisfy stakeholders needs and

objectives. On this basis project manager is identify and assigned as early as is feasible. PMI now recommended that the PM be assigned during development of the Charter but never later

than the start of planning. The Charter

Formally initiate the project

Establishes a partnership between the performing and requesting organization

Authorize the PM to acquire and use organizational resources to accomplish project

activity

Provide general , high level description of the project objective

Is assign by a senior manager , project initiator , or sponsor external to the project ( the PM may participate in creating the charter but not sign it ), there for the approval

of a project and its associate funding occur external to project boundaries .

Is developed during the concept (or initiating ) phase

4.1.1 Inputs

4.1.1.1 Project Statement of Work (SOW) Description of product, service or result to be delivered by project. For internal projects SOW is based on business needs. For external projects, SOW is received from customer as a part of bid document (request for proposal,

request for information or request for bid) or as a part of contract. SOW references to business needs, product scope description and strategic plan

4.1.1.2 Business Case: Business need, cost-benefit analysis. It is generally used for decision making by managers or executives above project level. Business case is created as a result of

one or more of following

Market demand

Organizational need

Customer request

Technological advance

Legal requirement

Ecological impact

Social need

4.1.1.3 Agreements: Contract or MOU (memorandum of understanding), SLA, letter of

intent, verbal agreement or written agreement used when project is being performed for external customer

4.1.1.4 Enterprise environment Factors (EEFs) : Government or industry standards, organizational culture, marketplace conditions

4.1.1.5 Organizational Process Assets (OPAs) : Organizational policies and procedures, project document templates and historical information of corporate database of lessons

learned .

4.1.2 Tools & Techniques 4.1.2.1 Expert Judgment: Used for analyzing technical and management-related details of

inputs in order to develop the output (project charter) . Expert judgement can be provided by other units within the organization, consultants, stakeholder including customer, professional

and technical associations, industry groups, subject matter expert or PMO 4.1.2.2 Facilitation Techniques: Brainstorming, conflict resolution, problem solving and

meeting management

4.1.3 Outputs

4.1.3.1 Project Charter : It is the document issues by project initiator or sponsor that formally

authorizes the project. It contains :

Purpose

Objectives

High level project requirements

Assumptions and constraints

High level project description and boundaries

High level risks

Summary milestones schedule

Summary of budget

Stakeholder list

Project approval requirements

Assigned project manager, responsibility, authority

Name and authority of the sponsor, authorizers of charter

4.2 Develop Project Management Plan

The process for documenting the actions necessary to define, prepare, integrate, and

coordinate all subsidiary plans into a project management plan. The project management plan defines how the project will be executed, monitored, controlled and closed. It is a key

integrative document that is usually developed by the entire team (even though it is the PM’s responsibility to see that the plan gets done). Development of the plan used the outputs of the other planning process (scope, schedule, cost, quality, risk and so on) to create a consistent,

coherent document that can be used to guide both execution and control of a project. Changes to the plan are approved using the integrated change control process. In summary, the project

management plan provides the guide for performing all project work and also forms the baseline against which any changes are made.

4.2.1 Inputs

4.2.1.1 Project Charter

4.2.1.2 Output From Other Processes : Any baselines or subsidiary plans that are output from other planning processes are input to this process. Any changes to these documents may

necessitates update to project management plan

4.2.1.3 EPFs : include

Governmental or industry standard

Project management information system

Organization structure and cultural

Infrastructure (existing and equipment)

Personnel administration(hiring, firing, performance reviews)

4.2.1.4 OPAs: Include

Standardised guidelines, work instructions, proposal evaluation criteria and performance measurement criteria

Project management pan template

Change control procedures

Project files from previous projects

Historical information and lessons learned

Configuration management knowledge base

4.2.2 Tools And Techniques

4.2.2.1 Expert Judgement : Utilised to

Tailor the process to meet project needs

Develop technical and management details

Determine resources and skill level needed

Determine level of configuration management needed to apply on project

Determine formal change control process

Prioritize the work on project for best use of project resources

4.2.2.2 Facilitation Techniques Includes brainstorming, conflict resolution, problem solving and meeting management

4.2.3 Outputs

4.2.3.1 Project Management Plan : Describes how the project will be executed, monitored, controlled and closed. It integrates and consolidates all of the subsidiary plans and baselines

from the planning processes The project baseline include but not limited to

Scope baseline

Schedule baseline

Cost baseline

The subsidiary plans include

Scope management plan

Requirement management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Human resource management plan

Communication management plan

Risk management plan

Procurement management plan

Stakeholder management plan Other things in project management plan

Lifecycle selected for the project

Details of tailoring decisions

Description of how work will be executed

Configuration management plan

Description of how the integrity of project baselines will be maintained

Requirements and techniques for communications among stakeholders

Key management review processes

4.3 Direct And Manage Project Work

This is the third of the six processes in the Integration Knowledge Area, and it is located in

the Executing Process Group. It is the process of leading and performing the project work that was defined in the Project

Management Plan (the output of Develop Project Management Plan), and implements changes that were approved in process Perform Integrated Change Control (in the Monitoring & Controlling Process Group). So it is fed into by the process that precedes it and the one that

follows it. The activities include but not limited to

Perform activities to accomplish project objectives

Create deliverables to meet the planned project work

Provide, train and manage team members assigned to project

Obtain, manage and use project resources

Implement the planned methods and standers

Establish and manage project communication channels

Generate work performance data such as cost, schedule, technical and quality progress and status to facilitate forecasting

Manage risks and implement risk response activities

Manage sellers and suppliers

Manage stakeholders engagement

Collect and document lessons learned and implement approved process improvement

activities

Issue change requests and implement approved changes to the project’s scop, plan and environment

Review impact of all project changes and implementation of approved changes o Corrective action : An intentional activity that realigns the performance of

project work with the project management plan o Preventive action : An intentional activity that ensures the future performance

of the project work is aligned with the project management plan o Defect repair : An intentional activity to modify a nonconforming product or

product component

4.3.1 Inputs

4.3.1.1 Project Management Plan : In particular, those subsidiary management plans in the following areas

Scope management plan

Requirements management plan

Schedule management plan

Cost management plan

Stakeholder management plan

4.3.1.2 Approved Change Requests : This is an output of process 4.4 Perform Integrated Change Control and approved for implementation by the change control board (CCB).

This includes

Defect repair

Corrective action

Preventive action

4.3.1.3 EEFs : Company and customer culture related to

Infrastructure (facilities, equipment)

Personnel administration (performance reviews, hiring/firing guidelines, and

training records)

Stakeholder risk tolerances (allowable cost overrun %, for example)

Project Management Information System (PMIS) (e.g., Microsoft Project, Primavera)

4.3.1.4 OPAs : Which includes

Guidelines, work instructions

Communications requirements

Issue and defect management procedures, database (historical

Process measurement database (collection of measurement data on processes and

products)

Project files from previous projects (performance measurement baselines, risk

registers, lessons learned)

4.3.2 Tools & Techniques 4.3.2.1 Expert Judgment : Expertise for directing and managing work comes from:

Various units within the organization

Consultants and subject matter experts (SMEs)

Stakeholders (including external such as customers and suppliers, and internal such as sponsors)

Professional and technical associations

4.3.2.2 Project Management Information System (PMIS) Specific tools in PMIS used are Scheduling tools . Work authorization systems, Configuration management system , Information collection and distribution system and Automated gathering and

reporting of KPI (key performance indicators)

4.3.2.3 Meetings : Three types of meetings are Information exchange, Brainstorming and Decision making

4.3.3 Outputs

4.3.3.1 Deliverables : Tangible, unique and verifiable products, results or service capabilities completed to meet project objectives.

4.3.3.2 Work Performance Data : Raw observations and measurements of identified during activities performed to carry out the project work.

Percentage work completed: These are raw observations and measurements identified during activities being performed

Key performance indicators

Technical performance measures

Start and finish dates of scheduled activities

Number of change requests

Number of defects

Actual costs, actual durations

4.3.3.3 Change requests : These are formal proposal to modify any document, deliverable or

baseline. The change requests can be direct or indirect, externally or internally initiated and can be optional or legally / contractually mandated. They include

Defect repair : Modifies nonconforming product

Corrective action : Realigns performance with project management plan

Preventive action : Ensures future performance aligns with project management plan

Updates : Changes to project documents that reflects changes to project

4.3.3.4 Project Management Plan Updates : It includes but not limited to

Scope management plan

Requirement management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Human resource management plan

Communication management plan

Risk management plan

Procurement management plan

Stakeholder management plan and

Project baselines

4.3.3.5 Project Documents Updates

Requirement documentation

Project logs (issues, assumptions)

Risk register

Stakeholder register

4.4 Monitor And Control Project Work

The project integration management process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

This includes

Comparing actual project performance against project management plan

Assessing performance to determine whether any corrective or preventive action is needed and recommending the action

Identifying new risks and tracking & monitoring existing risks

Maintaining an accurate and timely information base

Providing information to status reporting, progress measurement and forecasting

Providing forecasts to update current cost and current schedule information

Monitoring implementation of approved changes

Providing appropriate reporting on project progress

4.4.1 Inputs

4.4.1.1 Project Management Plan : This includes

Performance baselines (scope, schedule, cost)

Management plans from the 9 knowledge areas other than Integration

Subsidiary management plans (process improvement, requirements)

4.4.1.2 Schedule Forecasts : Derived from progress against schedule baseline and ETC. It includes Schedule variance (SV), Schedule performance index (SPI) and Time estimate to

complete (ETC)

4.4.1.3 Cost Forecasts : Derived from progress against cost baseline and ETC. It includes Cost variance (CV), Cost performance index (CPI), Estimate at completion (EAC) and

Budget at completion (BAC)

4.4.1.4 Validated Changes : Changes that were approved in process Perform Integrated Change Control and were implemented in process Direct and Manage Project Work are now validated, meaning they are confirmed as to whether they were implemented correctly in

process Direct and Manage Project Work

4.4.1.5 Work Performance Information : Work performance data that was an output of process Direct and Manage Project Work is collected, analyzed, and integrated to produce work performance information such as

Status of deliverables

Implementation status for change requests

Forecasts (ETC, EAC, etc.)

4.4.1.6 EEFs : Which include

Government and/or industry standards

Work authorization systems

Stakeholder risk tolerances

Project management information system (PMIS)

4.4.1.7 OPAs : Consists of procedures, guidelines and corporate knowledge database

Communication requirements (what format, how often, who receives, etc.)

Financial controls procedures (time reporting, accounting codes, expenditure and disbursement reviews, standard contract provisions)

Issue and defect management procedures

Change control procedures

Risk control procedures

Process measurement database

Lessons learned database

4.4.2 Tools & Techniques

4.4.2.1 Expert judgment :Helps interpret information from monitor and control processes so PM can determine actions required to make performance match expectations

4.4.2.2 Analytical techniques : Used to forecast potential outcomes based on possible variations of project or environment variables

Regression analysis

Grouping methods

Causal analysis

Root cause analysis

Forecasting methods

Failure mode and effect analysis (FMEA)

Fault tree analysis (FTA)

Reserve analysis

Trend analysis

Earned value management

Variance analysis

4.4.2.3 Project Management Information System (PMIS) : Automated tools which include Scheduling, cost, resourcing tools, Key performance indicators (KPIs), Databases, Project

records and Financial records

4.4.2.4 Meetings : Discussion and decision making regarding actions required to make performance match expectations.

4.4.3 Outputs

4.4.3.1 Change Requests : Can include one of these categories Defect repair, Corrective action and Preventive action 4.4.3.2 Work Performance Reports : These are physical or electronic representation of work

performance information compiled in project documents intended to generate decisions, actions or awareness. Examples are status reports, memos, justifications, information notes,

recommendations and updates 4.4.3.3 Project Management Plan Updates The same project management plans that are listed

as inputs for this process are updated:

Performance baselines (scope, schedule, cost)

Management plans from the 9 knowledge areas other than Integration

Subsidiary management plans (process improvement, requirements)

4.4.3.4 Project Document Updates : Examples of documents updated in this process are:

Schedule and cost forecasts

Work performance reports

Issue log

4.5 Perform Integrated Change Control

Perform Integrated Change Control is one of the most important of the project management

processes. Remember that the cost of implementing changes in the project goes up as the project gets further along. Therefore, it is best to prevent changes if possible, and if not

possible, to make those changes as soon as possible in the project. If you cannot avoid making a change, then you need to go through the process of analyzing what the impact on the project will be. Integrated change control is performed constantly throughout the entire

project life cycle to effectively manage the change process. The integrated change control process includes reviewing all change requests as well as approving and managing changes to

deliverables, organizational processes, project documents and the project management plan. The following activities are part of integrated change control:

Identifying that a change is needed or a change has occurred

Influencing factor that lead to informal, uncoordinated changes (i.e. preventing people from circumventing the required process). Informal changes often lead to a

phenomenon known as “scope creep”

Reviewing, analyzing and approving requested changes promptly (usually done by a

CCB, i.e., change control board .However, small changes may be designated to another party so that the CCB can pay proper attention to larger, more significant

changes).

Managing approved changes

Maintaining the integrity of established baselines (i.e. You must adjust current baseline to reflect approved changes)

Reviewing and either approving or denying all recommended preventive and

corrective actions.

Coordinating the effect of changes across the entire project (e.g., A change in the

schedule may affect cost, quality, risk and staffing requirements).

Documenting the likely impact of requested changes (CCB).

Configuration management activities included in integrated change control :

Configuration identification : identification and selection of configuration item to provide basis for which product configuration is defined and verified, product and

documents are labeled , changes are managed and accountability is maintained.

Configuration status accounting : Information is recorded and reported as and when

appropriate data should be provided

Configuration verification and audit : Ensures composition of project’s configuration

items is correct and corresponding changes are registered. Other key information about changes control:

Change control operates within the configuration management system. A major goal

of change control is to control emerging scope against the baseline.

Changes may be requested at any time by any stakeholder.

Verbal change requested should always be recorded in written form.

Many changes systems use a CCB (change control board) for approving or

disapproving change requests.

However, project managers may be authorized to approve certain change requests

(e.g., if the likely impact is below established cost or schedule thresholds).

In some cases, changes may be approved by the customer (as per contractual

provisions)

On large projects, multi-tiered CCBs, with different responsibilities, may exist (e.g.,

technical review versus cost or different CCBs for each project within a program)

Change systems often include provisions to handle emergency changes without prior

reviews. In such cases, the change is usually documentary as soon as practical.

Every change request must be either accepted or rejected with documentary to support

the decision.

4.5.1 Inputs 4.5.1.1 Project Management Plan These are an output of Develop Project Management Plan. The subsidiary plans that are particularly relevant are:

Scope management plan (procedures for scope changes)

Scope baseline (particularly product definition)

Change management plan (managing the change control process and documents the

formal Change Control Board) 4.5.1.2 Work Performance Reports : These are an output of Monitor and Control Project

Work; those particularly relevant are:

Resource availability

Schedule and cost data

Earned value management

Burn up or Burn down charts (showing how much work is left to be done)

4.5.1.3 Change Requests :These are outputs of either Direct and Manage Project Work or Monitor and Control Project Work. Can include one of four categories

Defect repair

Corrective action

Preventive action

Updates to project management plan

The first three adjust the work to the plan, the last one adjusts the plan itself.

4.5.1.4 EEFs : In particular, the project management information system (PMIS)

4.5.1.5 OPAs : There are two categories of OPAs, the first being policies and procedures.

Change control procedures (how plans, procedures will be approved, validated, and

implemented)

Process measurement database and the second being documents and corporate

knowledge databases.

Project documents

Configuration management database (keeps track of baselines and variations of policies, procedures, and documents)

4.5.2 Tools & Techniques

4.5.2.1Expert Judgment : Stakeholders with expertise may be asked to sit on Change Control Board (CCB)

4.5.2.2 Meetings : Meetings of Change Control Board are referred as to as change control meetings.

4.5.2.3 Change Control Tools : Manual or automated tools may be used for change or

configuration management. 4.5.3 Outputs

4.5.3.1 Approved Change Requests : Only those change requests which are approved by the

appropriate authority (such as the Change Control Board) are then input back into process 4.3 Direct and Manage Project Work.

4.5.3.2 Change Log : All change requests, whether approved or rejected, get recorded in the change log.

4.5.3.3 Project Management Plan Updates : The same project management plans that are listed as input for this process are updated:

Scope management plan (procedures for scope changes)

Scope baseline (particularly product definition)

Change management plan (managing the change control process and documents the formal Change Control Board)

4.5.3.4 Project Document updates All documents that are considered part of the formal change control process are updated.

4.6 Close Project Or Phase

Close Project or Phase, besides being the final process out of the Integration Management Knowledge Area, also happens to be the last process you will encounter on the project itself.

There are three separate closures going on in the project. There is the closure of the product, the closure of the project, and a closure of the resources behind the project. The closure of the

product means getting the customer (external project) to accept the final deliverable. If the project is internal, meaning that the end result is going to be delivered to the sponsor, then the sponsor is the one that has to sign off on the final deliverable. The closure of the project

means the formal closing of the administrative procedures, the updating of project documents, and the lessons learned knowledge base, and then the indexing and archiving of

those records and databases. The closure of the resources behind the project means the financial closure of the project. This is important because financial closure must be

completed before the unused resources assigned to that project can be returned to the organization for use on other projects.

4.6.1 Inputs

4.6.1.1 Project Management Plan : The Project Management Plan should include the

agreement between the project manager and the project sponsor, defining what criteria constitute successful project completion.

4.6.1.2 Accepted Deliverables : These are the output of the process Validate Scope. The formal documentation regarding from the customer or sponsor acknowledging formal

stakeholder acceptance of the deliverables is an input to this process. 4.6.1.3 OPAs : This includes project or phase closure guidelines or requirements , project

document and lessons learned database

4.4.2 Tools & Techniques

4.6.2.1 Expert judgment : Expertise is used to ensure project or phase closure, often from the

Project Management Organization (PMO) or other project managers within the organization if there is no PMO.

4.6.2.2 Analytical Techniques : like regression analysis, trend analysis

4.6.2.3 Meetings : Meetings will focus on closeout procedures and lessons learned for future projects.

4.6.3 Outputs

4.6.3.1 Final Output, Service, Or Result Transition : This is the output of the entire project. The product, service or result created by the phase or project must be transitioned or

delivered to the next step. 4.6.3.2 OPAs Updates : This includes project files, project closure documents and historical

information (lessons learned, etc.)

ASSIGNMENTS:

Describe how project integration management concept will be used if suddenly

municipality declares water cut for a period of one month starting after 10 days

Describe role of different experts for preparation of project management plan

If you find that certain work related to brick work is not completed for first floor of a multi storied building during construction. How you will use concept of integrated

change control to fix the issue