PROJECT

INTEGRATION
MANAGEMENT
BY GROUP 4
 GROUP MEMBERS

NAME STUDENT NUMBER REGISTRATION NUMBER

ARWAI JUSTIN 2300725535 23/U/25535/PS

LONGOLI CHRISTINE 2300710702 23/U/10702/EVE

KATABALWA MARTIN 2300724023 23/U/24023/EVE

GIRAMIYA COMFORT MAUREEN 2300708193 23/U/08193/EVE

 INTRODUCTION
• "Project Integration Management," focuses on the processes and activities needed to unify the various elements of
project management
• The key processes include;
1. Develop Project Charter

2. Develop Project Management Plan

3. Direct and Manage Project Execution

4. Monitor and Control Project Work

5. Perform Integrated Change Control

6. Close Project or Phase

• In essence, Chapter 4 is about ensuring all parts of a project are coordinated and integrated, from initiation to
completion. It emphasizes the importance of planning, communication, and control to achieve project success
4.1 Develop Project Charter
• The project charter formally authorizes a project. It is a process of developing a document that formally authorizes a project or
a phase and documenting initial requirements that satisfy the stakeholders needs and expectations.
• It establishes a partnership between the performing organization and the customer organization.
• The signature of the initiator of the project on the charter begins the project.
• Chartering the project links the project to the strategy and ongoing work in the organization.

Inputs for the Develop Project Charter process

• The statement of work (SOW). This is a narrative description of products or services to be delivered by the project. The project
initiator or sponsor provides the statement of work based upon business needs, strategic plan, or product scope description..
• a business case is a document from a business standpoint that determines whether the project is worth the required
investment.
• Contract, an input from an external customer.
• enterprise environmental factors eg government standards, market conditions and organizational
infrastructure
• organizational process assets eg organizational standards & policies, historical information & project charter
templates.

Tools and techniques

• Expert judgment. This is often used to assess the inputs used to develop the project charter. Such expertise
is provided by any group or individual with specialized knowledge or training. Expertise may be provided
from within the organization, by consultants, and by stakeholders such as customers or sponsors

the Output
• The output of the Develop Project Charter process is the project charter itself. It includes,

 Project purpose or justification

 Measurable project objectives and related success criteria

 High-level requirements
 Summary milestone schedule

 Assigned project manager, responsibility, and authority level

 Name and authority of the sponsor or other person(s) authorizing the project charter
Examples of projects include:
 Developing a new product or service.
 Effecting a change in the structure, staffing, or style of an organization.
 Developing or acquiring a new or modified information system (hardware or software).
 Constructing a building, industrial plant, or infrastructure.

Reasons for project initiation:

 Legal requirement
 Ecological impacts
 Social need

Note: Expert judgment can be applied to technical and management details during this process
4.2 Develop Project Management Plan
• This process involves creating a comprehensive plan that guides project execution and control.
• It is meant to document the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into the
project management plan.

The inputs include;

• Project charter
• Outputs from planning processes
• Enterprise environmental factors
• Organizational process assets
Organizational process assets that can influence the Develop Project Management Plan process include:
 Historical information and lessons learned knowledge base.
 Configuration management knowledge base containing the versions and baselines of all official company standards,
policies, procedures, and any project documents.
Tools and techniques & the output
• Expert judgment is utilized to tailor the process to meet the project needs and develop technical and management details
to be included in the project management plan.
• The output is the Project management plan itself
The project plan includes one or more subsidiary plans. These subsidiary plans include but are not limited to the following,
• Scope management plan
• Requirements management plan
• Schedule management plan
• Scope management plan
• Quality management plan, etc

Note:
About Updates, The project management plan is progressively elaborated by updates and controlled and approved through
the Perform Integrated Change Control process.
DEVELOP PROJECT MANAGEMENT PLAN
DFD
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 objectives.

Project objectives
• Perform activities to accomplish project requirements
• Create project deliverables
• Implement the planned methods and standards.
• Staff train and manage the team members assigned to the project.
• Generate project data such as costs and schedule.
Inputs
• Project management plan; shows the inputs, tools and techniques and outputs for this process.
• Approved Change request; As part of the perform integrated change control process, a change
control status update will indicate the same changes are approved and some are not.
• Enterprise Environmental factors; factors which can influence Direct and manage project Execution
process e.g organisation, infrastructure, personal administration, stakeholders
• Organisational Process Assets; The organisational process assets that can influence the direct and
manage process .

Tools and techniques

• Expert judgement; used to assess the inputs needed to direct and manage Execution of the project
management plan.
• Project management information System; provides access to an automated tools such as scheduling
software tool and a configuration management system.

Outputs
• Deliverables; An approved Deliverables is any unique and verifiable product to perform a service that
must be produced to complete a process ,phase or project.
• Work Performance information; information from project activities is routinely collected as the project
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.
The Monitor and Control Project Work process is concerned with:

• 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 monitoring existing project risks to make sure their status is reported, and
that appropriate risk response plans are being executed;
• Providing information to support status reporting, progress measurement, and forecasting;

• Monitoring implementation of approved changes as they occur.

MONITOR AND CONTROL PROJECT WORK: INPUTS

1. Project Management Plan

The project management plan integrates and consolidates all of the subsidiary management
plans and baselines from the planning processes
2. Performance Reports
Reports should be prepared by the project team detailing activities, accomplishments,
milestones, identified issues, and problems.
3. Enterprise Environmental Factors
The enterprise environmental factors include, but are not limited to: Governmental or industry
standards, Stakeholder risk tolerances, Company work authorization system.
4. Organizational Process Assets
The organizational process assets include but are not limited to: Organization communication
requirements, financial controls procedures, Risk control procedures including risk categories,
probability definition and impact.
Tools and Techniques
1. Expert Judgment
• Expert judgment is used by the project management team to interpret the information provided by the monitor and
control processes.
• The project manager, in collaboration with the team, determines the actions required to ensure project performance
matches expectations.

Outputs
1. Change Requests
As a result of comparing planned results to actual results, change requests may be issued which may expand or
reduce project or product scope. Changes may include, but are not limited to the following: Corrective action,
preventive action defect repair.
2. Project Management Plan Updates
Project management plan elements that may be updated include: Schedule management plan, cost management
plan, cost performance baseline etc.
3. Project Document Updates
Project documents that may be updated include: Forecasts, performance reports, and issue log.
Inputs, Tools &
Techniques Data flow diagram
and Outputs
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 by-pass 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;
• 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);
• Documenting the complete impact of change requests.
Project-wide application of the configuration management system, including change control
processes, accomplishes three main objectives:

• Establishes an evolutionary method to consistently identify and request changes to established

baselines, and to assess the value and effectiveness of those changes,
• Provides opportunities to continuously validate and improve the project by considering the impact of

• each change, and

• Provides the mechanism for the project management team to consistently communicate all approved
and rejected changes to the stakeholders.
Some of the configuration management activities included in the integrated change control
process are as follows:

• Configuration identification. Selection and identification of a configuration item provides the basis for
which product configuration is defined and verified.
• Configuration status accounting. Information is recorded and reported as to when appropriate data
about the configuration item should be provided.
• 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.
The inputs, tools and
techniques, and outputsData Flow Diagram
for this process
Perform Integrated Change Control: Inputs
1. Project Management Plan
The project management plan integrates and consolidates all of the subsidiary management plans and baselines from the
planning processes
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
All of the monitoring and control processes and many of the executing processes produce change
requests as an output. Change requests can include corrective action, preventive action, and defect repairs.
4. Enterprise Environmental Factors
The following enterprise environmental factor can influence the Integrated Change Control process: project management
information system (e.g., 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). This is not a complete
list, but it should be considered on most projects.
Inputs (CONT’D)
5. Organizational Process Assets
The organizational process assets that can influence the Perform Integrated Change Control
process include, but are not limited to:
• 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 (e.g., scope, cost, schedule and, performance measurement baselines, project
calendars, project schedule network diagrams, risk registers, planned response actions, and
defined risk impact); and
• Configuration management knowledge base containing the versions and baselines of all
official company standards, policies, procedures, and any project documents.
PERFORM INTEGRATED CHANGE
CONTROL: TOOLS AND TECHNIQUES
1. Expert Judgment
In addition to the project management team’s expert judgment, stakeholders may be asked to
provide their expertise and may be asked to sit on the change control board. Such judgment and
expertise is applied to any technical and management details during this process and may be
provided
by various sources, for example:
• 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. All change control board decisions are documented
and communicated to the stakeholders for information and follow-up actions.

Perform Integrated Change Control:

Outputs
If a change request is deemed feasible but outside the project scope, its approval requires a baseline
change. If the change request is not deemed feasible, the change request will be rejected and possibly
sent back to the requester for additional information.
3. Change Request Status Updates
Change requests are processed according to the change control system by the project manager
or by an assigned team member. Approved change requests will be implemented by the Direct and
Manage Project Execution process. The status of all changes, approved or not, will be updated in the
change request log as part of the project document updates.
2. Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to:
• Any subsidiary management plans, and
• Baselines that are subject to the formal change control process.
Changes to baselines should only show the changes from the current time forward. Past
performance may not be changed. This protects the integrity of the baselines and the historical data of
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. When closing the project, the project manager will
review all prior information from the previous phase closures to ensure that all project work is complete
and that the project has met its objectives.
• Since project scope is measured against the project management plan, the project manager will review
that document to ensure completion before considering the project closed.
The following below all of the activities necessary for administrative closure of the projector
phase with step by step methodologies that address

 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.
 Activities needed to collect project or phase records, audit project success or failure for future use by the
organization.
CLOSE PROJECT OR PHASE: INPUTS,
TOOLS AND TECHNIQUES, AND
OUTPUT
inputs
1. Project Management Plan.
Described in Section 4.2.3.1 This integrates and consolidates all of the subsidiary
management plans and baselines from the planning processes.
2. Accepted Deliverables.
Those deliverables that have been accepted through the Verify Scope process in section 5.4.
3. Organizational Process Assets.
 The organizational process assets can influence the Close Project or Phase process include, but
are not limited to
 Project or phase closure guidelines or requirements e.g., project audits, project evaluations,
 Historical information and lessons learned knowledge base e.g., project records and documents.
TOOLS AND TECHNIQUES

 Expert Judgment Expert judgment is applied when performing administrative closure activities. These
experts ensure the project or phase closure is performed to the appropriate standards.

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.
 The organizational process assets that are updated as a result of the Close Project or Phase process
include, but are not limited to,
 Project files. Documentation resulting from the project’s activities, like project management plan, scope,
cost, risk impact etc.
 Project or phase closure documents. This consists of formal documentation that indicates completion
of the project and the transfer of the completed project or phase deliverables to others, such as an
operations group or to the next phase. During project closure the project manager reviews prior phase
documentation, customer acceptance documentation from Scope Verification (Section 5.4) and the
contract (if applicable), to ensure that all project requirements are complete prior to finalizing the
closure of the project. If the project was terminated prior to completion, the formal documentation
indicates why the project was terminated and formalizes the procedures for the transfer of the
finished and unfinished deliverables of the cancelled project to others.
 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.