Chapter 4: Project Integration Management PDF

**chapter 4** **Project integration Management** Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. **4.1 Develop Proj...

**chapter 4** **Project integration Management** Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. **4.1 Develop Project Charter---**The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. **4.2 Develop Project management Plan---**The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. **4.3 Direct and manage Project execution---**The process of performing the work defined in the project management plan to achieve the project's objectives. **4.4 monitor and Control Project work---**The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. **4.5 Perform Integrated Change Control---**The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan. **4.6 Close Project or Phase---**The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. The need for Project Integration Management is evident in situations where individual processes interact. **Figure 4-1. Project Integration management overview** **4.1 Develop Project Charter** **4.1.1 Develop Project Charter: Inputs** **.1 Project Statement of work** The statement of work (SOW) is a narrative description of products or services to be delivered by the project. **Business need.** An organization's business need may be based on a market demand, technological advance, legal requirement, or government regulation. **Product scope description.** This documents the characteristics of the product that the project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address. **Strategic plan.** The strategic plan documents the organization's strategic goals. Therefore, all projects should be aligned with the strategic plan. **.2 Business Case** The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case to justify the project. Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages), Organizational need (e.g., a training company authorizing a project to create a new course to increase its revenues), Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park), Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology), Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials), Ecological impacts (e.g., a company undertakes a project to lessen its environmental impact), or Social need (e.g., a non-governmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera). **.3 Contract** A contract is an input if the project is being done for an external customer. **.4 enterprise environmental Factors** The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to: Governmental or industry standards, Organization infrastructure, and Marketplace conditions. **.5 organizational Process assets** The organizational process assets that can influence the Develop Project Charter process include, but are not limited to: Organizational standard processes, policies, and standardized process definitions for use in the organization; Templates (e.g., project charter template); and Historical information and lessons learned knowledge base. **4.1.2 Develop Project Charter: tools and techniques** **.1 expert judgment** Expert judgment is often used to assess the inputs used to develop the project charter Other units within the organization, Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts, and Project management office (PMO). **4.1.3 Develop Project Charter: outputs** **.1 Project Charter** The project charter documents the business needs, current understanding of the customer's needs, and the new product, service, or result that it is intended to satisfy, such as: Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements, High-level project description, High-level risks, Summary milestone schedule, Summary budget, Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project), Assigned project manager, responsibility, and authority level, and Name and authority of the sponsor or other person(s) authorizing the project charter. **4.2 Develop Project management Plan** Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The project management plan defines how the project is executed, monitored and controlled, and closed. Figure 4-4. Develop Project management Plan: Inputs, tools & techniques, and outputs **4.2.1 Develop Project management Plan: Inputs** **.1 Project Charter** **.2 outputs from Planning Processes** **.3 enterprise environmental Factors** The enterprise environmental factors that can influence the Develop Project Management Plan process include, but are not limited to: Governmental or industry standards, Project management information systems (e.g., an automated tool, such as a scheduling Organizational structure and culture, Infrastructure (e.g., existing facilities and capital equipment), and Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records). **.4 organizational Process assets** The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to: Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria, Project management plan template---Elements of the project management plan that may be updated include, but are not limited to: Change control procedures including the steps by which official company standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated, Project files from past projects (e.g., scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact), Historical information and lessons learned knowledge base, and Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents. **4.2.2 Develop Project management Plan: tools and techniques** **.1 expert judgment** When developing the project management plan, expert judgment is utilized to: Tailor the process to meet the project needs, Develop technical and management details to be included in the project management plan, Determine resources and skill levels needed to perform project work, Define the level of configuration management to apply on the project, and Determine which project documents will be subject to the formal change control process. **4.2.3 Develop Project management Plan: outputs** **.1 Project management Plan** The project management plan integrates and consolidates all of the subsidiary management plans and baselines from the planning processes and includes but is not limited to: The life cycle selected for the project and the processes that will be applied to each phase, Results of the tailoring by the project management team as follows: ○ Project management processes selected by the project management team, ○ Level of implementation of each selected process, ○ Descriptions of the tools and techniques to be used for accomplishing those processes, and ○ How the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes, and the essential inputs and outputs. How work will be executed to accomplish the project objectives, A change management plan that documents how changes will be monitored and controlled, A configuration management plan that documents how configuration management will be performed, How integrity of the performance measurement baselines will be maintained, Need and techniques for communication among stakeholders, and Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions. **4.3 Direct and manage Project execution** Direct and Manage Project Execution is the process of performing the work defined in the project management plan to achieve the project's objectives. Perform activities to accomplish project requirements; Create project deliverables; Staff, 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 project data, such as cost, schedule, technical and quality progress, and status to facilitate forecasting; Issue change requests and adapt approved changes into the project's scope, plans, and environment; Manage risks and implement risk response activities; Manage sellers and suppliers; and Collect and document lessons learned ** Corrective action.** Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. ** Preventive action.** A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. ** Defect repair.** The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. **Figure 4-6. Direct and manage Project execution: Inputs, tools & techniques, and outputs** **4.3.1 Direct and manage Project execution: Inputs** **.1 Project management Plan** **.2 approved Change Requests** change control status update will indicate that some changes are approved and some are not. Approved change requests are scheduled for implementation by the project team. Approved change requests are the documented, authorized changes to expand or reduce project scope. The approved change requests can also modify policies, the project management plan, procedures, costs, or budgets; or revise schedules. Approved change requests may require implementation of preventive or corrective actions. **3 enterprise environmental Factors** The enterprise environmental factors which can influence the Direct and Manage Project Execution process include, but are not limited to: Organizational, company or customer culture and structure, Infrastructure (e.g., existing facilities and capital equipment), Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records), Stakeholder risk tolerances, and. Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system or web interfaces to other online automated systems). **.4 organizational Process assets** The organizational process assets that can influence the Direct and Manage Project Execution process include, but are not limited to: Standardized guidelines and work instructions; Communication requirements defining allowed communication media, record retention, and security requirements; Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking; Process measurement database used to collect and make available measurement data on processes and products; Project files from prior projects (e.g., scope, cost, schedule, performance measurement baselines, project calendars, project schedule, network diagrams, risk registers, planned response actions, and defined risk impact); and Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results. **4.3.2 Direct and manage Project execution: tools and techniques** **.1 expert judgment** Expert judgment is used to assess the inputs needed to direct and manage execution of the project management plan. Such judgment and expertise is applied to all technical and management details during this process. Other units within the organization, Consultants, Stakeholders, including customers or sponsors, and Professional and technical associations. **2 Project management Information System** The project management information system, part of the enterprise environmental factors, provides access to an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort. **4.3.3 Direct and manage Project execution: outputs** **.1 Deliverables** An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. **.2 work Performance Information** Information from project activities is routinely collected as the project progresses. This information can be related to various performance results including, but not limited to: Deliverable status, Schedule progress, and Costs incurred. **.3 Change Requests** When issues are found while project work is being performed, change requests are issued which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. ** Corrective action.** Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. **Preventive action.** A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. **Defect repair.** The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. **updates.** Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content. **.4 Project management Plan updates** Requirements management plan, Schedule management plan, Cost management plan, Quality management plan, Human resource plan, Communications management plan, Risk management plan, Procurement management plan, and Project baselines. **.5 Project Document updates** Project documents that may be updated include, but are not limited to: Requirements documents, Project logs (issue, assumptions, etc.), Risk register, and Stakeholder register. **4.4 monitor and Control Project work** Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Monitoring includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements. Comparing actual project performance against the project management plan; Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary; Identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed; Maintaining an accurate, timely information base concerning the project's product(s) and their associated documentation through project completion; Providing information to support status reporting, progress measurement, and forecasting; Providing forecasts to update current cost and current schedule information; and Monitoring implementation of approved changes as they occur. **Figure 4-8. monitor and Control Project work: Inputs, tools & techniques, and outputs** **4.4.1 monitor and Control Project work: Inputs** **.1 Project management Plan** **.2 Performance Reports** Reports should be prepared by the project team detailing activities, accomplishments, milestones, identified issues, and problems. Performance reports can be used to report the key information including, but not limited to: Current status, Significant accomplishments for the period, Scheduled activities, Forecasts, and Issues. **.3 enterprise environmental Factors** The enterprise environmental factors that can influence the Monitor and Control Project Work process include, but are not limited to: Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards), Company work authorization system, Stakeholder risk tolerances, and Project management information systems **.4 organizational Process assets** The organizational process assets that can influence the Monitor and Control Project Work process include but are not limited to: Organization communication requirements, Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions), Issue and defect management procedures, Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix, Process measurement database used to make available measurement data on processes and products, and Lessons learned database. **4.4.2 monitor and Control Project work: tools and techniques** **.1 expert judgment** **4.4.3 monitor and Control Project work: outputs** **.1 Change Requests** **Corrective action.** A documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. ** Preventive action.** A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. **Defect repair.** The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. **.2 Project management Plan updates** Project management plan elements that may be updated include, but are not limited to: Schedule management plan, Cost management plan, Quality management plan, Scope baseline, Schedule baseline, and Cost performance baseline. **.3 Project Document updates** Project documents that may be updated include, but are not limited to: Forecasts, Performance reports, and Issue log. **4.5 Perform Integrated Change Control** Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan. The Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the progress of project execution: Influencing the factors that circumvent integrated change control so that only approved changes are implemented; Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change; Managing the approved changes; Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents; Reviewing, approving, or denying all recommended corrective and preventive actions; Coordinating changes across the entire project (e.g., a proposed schedule change will often affect cost, risk, quality, and staffing); and Documenting the complete impact of change requests. **Configuration identification.** Selection and identification of a configuration item provides the basis for which product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. **Configuration status accounting.** Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes. **Configuration verification and audit.** Configuration verification and configuration audits ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. **Figure 4-10. Perform Integrated Change Control: Inputs, tools & techniques, and outputs** **4.5.1 Perform Integrated Change Control: Inputs** **.1 Project management Plan** **.2 work Performance Information** **.3 Change Requests** All of the monitoring and control processes and many of the executing processes produce change requests as an output. **4 enterprise environmental Factors** The following enterprise environmental factor can influence the Integrated Change Control process: project management information system **.5 organizational Process assets** Change control procedures, including the steps by which official company standards, policies, plans, and other project documents will be modified, and how any changes will be approved, validated, and implemented; Procedures for approving and issuing change authorizations; Process measurement database used to collect and make available measurement data on processes and products; Project files Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents. **4.5.2 Perform Integrated Change Control: tools and techniques** **.1 expert judgment** Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts, and Project management office (PMO). **.2 Change Control meetings** A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests. The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders. **4.5.3 Perform Integrated Change Control: outputs** If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. **.1 Change Request Status updates** Change requests are processed according to the change control system by the project manager or by an assigned team member. **.2 Project management Plan updates** **.3 Project Document updates** Project documents that may be updated as a result of the Perform Integrated Change Control process include the change request log and any documents that are subject to the formal change control process. **4.6 Close Project or Phase** 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. Actions and activities necessary to satisfy completion or exit criteria for the phase or project; Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations; and Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization. **Figure 4-12. Close Project or Phase: Inputs, tools & techniques, and outputs** **4.6.1 Close Project or Phase: Inputs** **.1 Project management Plan** **.2 accepted Deliverables** **.3 organizational Process assets** but are not limited to: Project or phase closure guidelines or requirements Historical information and lessons learned knowledge base **4.6.2 Close Project or Phase: tools and techniques** **.1 expert judgment** **4.6.3 Close Project or Phase: outputs** **.1 Final Product, Service, or Result transition** This output refers to the transition of the final product, service, or result that the project was authorized to produce **.2 organizational Process assets updates** ** Project files.** Documentation resulting from the project's activities, for example, project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impact. ** Project or phase closure documents.** Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next Phase ** Historical information**. Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.