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

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Integration Management
Chapter 4

Chapter 4
Objectives
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 allocation
approved changes to the project scope are vitalized
decisions taken on the competing project objectives
triggering right processes for next action
engaging stakeholders with effective communication &
information across the changes
managing inter dependencies between processes & knowledge
areas
consistency in delivery approach, documentation, standards
being adopted across processes
Knowledge Area: Integration Management

There are 6 Integration Management processes:
1. Develop Project Charter
Develop a document called Project Charter to
formally authorize the project and start using
organizational resources by Project Manager
2. Develop Project Management Plan
Develop a plan which will include all subsidiary
management plans and integrated baselines
3. Direct and Manage Project Work
Directing and Managing the planned work along
with implementing the approved changes
4. Monitor and Control Project Work
Monitoring and Controlling of project work during
execution of project while status reports
circulated, corrective & preventive actions
implemented
5. Perform Integrated Change Control
Integrating the approved changes and keeping
the project focused to deliver end project
objectives
6. Close Project or Phase
Formally 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
/management
Referent – Influence using their
own personality
Reward – Influence using the
incentives and recognition. This
is the most influential
Expert – Influence using the
subject matter expertise or
respect because of PM skills
Coercive – 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 Scope
Defines what product will be actually be
capable of and how it will serve the
business need.
Strategic Plan
Defines 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 Requirement
Customer Need
Social Need
Technological Requirement
Organizational Advancement
Compliance
Ecological 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
(1+𝑟) 𝑛
• FV-Future value, r-Interest rate, n- Time period
NPV
Net Present
Value
• IRR is known as the Annualized effective compounded
return rate on the Project / Investment.
• Also known as Effective Interest Rate.
IRR
Internal 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
ROI
Return on
Investment
• Considered as typically a Period of Investment to be earned
back or to break even point.
• Payback Period =
𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝐶𝑎𝑠ℎ 𝐼𝑛𝑓𝑙𝑜𝑤 − 𝑖=0 𝐸𝑥𝑝𝑒𝑛𝑠𝑒𝑠
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 Charter
It 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 level
Name 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
Outputs
• Project
Management
Plan
•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
Planning Process
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 Plans
Project Phases
Change 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:
Brainstorming
Conflict resolution
Problem solving
Meeting 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 processes
Level of implementation for each process
Tools and techniques to be used
How work will be executed, changes will be
monitored and controlled
How configuration management will be
performed
How baseline integrity will be maintained
Project Management Plan
Stakeholder communication needs
Project life cycle, its phases and
processes applied
Key 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
Outputs
•Deliverables
•Work Performance Data
•Change Requests
Updates
•Project Document Updates
•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
Executing Process 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 objectives
Create Project Deliverables
Up skill the project team to ensure
capabilities to accomplish the tasks
Procure required budget, time,
resources, material
Establish the processes and
procedures to be followed
Establish communication channels and
contracts with third parties
Manage risks, evaluate constraints and
validate assumptions of work
Manage stakeholders and their
engagement levels are adequate

Corrective Action
Deviations 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 Action
Deviations 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 Repair
In 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
Effectivenessis
high
Costsare
high
4.3 Direct and Manage Project Work
In 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
Tangible
Outcomes
Tangible
Outcomes
Tangible
Outcomes
Deliverables Work Performance Data

4.4 Monitor and Control Project Work
Inputs
•Schedule Forecasts
•Cost Forecasts
•Validated Changes
•Work Performance
Information
Factors
Tools & Techniques
•Expert Judgment
•Analytical Techniques
•Project Management
Information Systems
•Meetings
Outputs
•Change Requests
•Work Performance Reports
Updates
•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
Monitoring & Controlling
Process
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
circulate
corrective & preventive
actions implemented to
put work back on track
forecasts 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
Factors
Tools & Techniques
•Expert Judgment
•Meetings
•Change Control Tools
Outputs
•Approved Change Requests
•Change Log
Updates
•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
Monitoring & Controlling
Process
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 Identification
2. Configuration status Accounting
3. Configuration Verification and Audit
Configuration Identification
Identification and Selection of the
Configuration items which helps in
managing the accountability for the entire
project duration.
Configuration Status Accounting
Once 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 Audit
Ensures 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 managed
CCB 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
Rejected
Changes
Delayed
Changes
Scheduled
Integrated
Approved
Change
Requests

4.6 Close Project Or Phase
Inputs
•Accepted Deliverables
Tools & Techniques
•Expert Judgments
•Analytical Techniques
•Meetings
Outputs
•Final Product, Service or
Result Transition
Updates
•Integration
•Close Project Or Phase
•Scope
•Time
•Cost
•Quality
•Human Resource
•Communications
•Risk
•Procurement
•Stakeholder
•Close Procurements
Closing Process
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

Acknowledgements & Disclaimer
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.

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

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