project management body of knowledge (integration)

Project Management Body of

Knowledge®

Guide (Integration)5

thEdition

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Project Integration Management is an overall management of project by defining, unifying, consolidating, communicating and coordinating the project processes. It is crucial to be able to make resource allocation decisions so that the requirements and expectations are met. This would ensure that the project is able to be delivered in a proper manner. There are 6 processes under Project Integration Management:

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4.1 Develop Project Charter

Develop Project Charter is the initial process stage where the project is formalized and authorized by the sponsors. It is to define the boundaries as well as provide business justification on how does the sponsor benefit from this project. Contracts and expectations are formally documented to ensure the project’s deliverables

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Input

(1) Project Statement of WorkDescription of the scope and deliverables in the project based on business needs. Project strategic plan is also mentioned to ensure that the organizational goals are aligned.

(2) Business CaseThe Business Case is an investment justification for executing the project. It contains business needs and cost-benefit analysis to help on decision making.

(3) AgreementsUsed to define intentions of a project in a form of contracts, memorandums of understanding (MOU), service level agreement (SLA), written agreements and so on.

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(4) Enterprise Environmental Factors (EEF)Factors like government standards, market conditions, industry standards, regulations and organizational structure could influence the development of the Project Charter.

(5) Organizational Process Assets (OPA)Project Charter would need to comply to the organizational processes and procedures, corporate knowledge base and templates.

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Tools and Techniques

(1) Expert JudgementExpertise and specialization knowledge are required from different parties such as consultants, stakeholders, industry groups, project management office and subject matter experts to shed light into the technical and management areas of the project.

(2) Facilitation TechniquesActivities such as brainstorming, conflict resolution, problem solving and meetings are performed.

Output

(1) Project CharterA document that formally launches the project and provides authority to the project manager in obtaining resources for the project activities.

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4.2 Develop Project Management Plan

Develop Project Management Plan is a process of defining, preparing, coordinating all subsidiary plans and integrating them into a comprehensive project management plan. This is a consolidated central document that compiles all the project work and activities.

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Input

(1) Project CharterDocument describing the high level boundaries and information of the project. This document is used to initiate the start of a project phase.

(2) Output from other ProcessesInput from the other 9 Knowledge Area project plans are constantly gathered and updated into the Project Management Plan.

(3) Enterprise Environmental Factors (EEF)Factors like government or industry standards, project management information system, and organizational structure could influence the development of the Project Management Plan.

(4) Organizational Process Assets (OPA)Project Management Plan would need to comply to the organizational processes and procedures, standard guidelines and templates.

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(1) Expert JudgementProfessional expertise are utilized to tailor the process according to project needs, gather technical and management resources, prioritize work and define change configuration.

(2) Facilitation TechniquesActivities such as brainstorming, conflict resolution, problem solving and meetings are performed.

Output

(1) Project Management PlanA document that describes how the project will be executed, monitored and controlled. Project Management Plan is the primary document used but it does not cover everything in a project. Project Documents are required to support the management of the project.

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4.3 Direct and Manage Project WorkDirect and Manage Project Work is a process where activities are performed to work on the

project’s objectives as planned.

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Input

(1) Project Management PlanA document containing the subsidiary plans related to the project work.

(2) Approved Change RequestsOutput from the Perform Integrated Change Control process which includes reviewed and approved requests from the Change Control Board (CCB).

(3) Enterprise Environmental Factors (EEF)Factors like infrastructure, personnel administration, stakeholder risk tolerances, project management information system and organizational structure could influence the project work.

(4) Organizational Process Assets (OPA)Project Management Plan would need to comply to the organizational processes and procedures, issue and defect management, standard guidelines, templates and communication requirements.

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(1) Expert JudgementTechnical and management expertise are needed to direct and manage the project. Such expertise are applied to all processes throughout the entire project phase.

(2) Project Management Information SystemProject Management Information System (PMIS) provides tools and utilities such as scheduling tool, work authorization system, configuration management system, information collection and distribution system or other automated systems.

(3) MeetingsMeetings are held to discuss and address work items by exchanging information, brainstorming, evaluating options or making decisions. Meeting minutes and action items should be properly recorded and kept in the project management plan.

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Output

(1) DeliverablesA verified end result produced to meet requirements of a project.

(2) Work Performance DataRaw measurements or observations collected when carrying out the project work. Examples of data includes key performance indicators, schedule dates, number of defects and so on.

(3) Change RequestsA proposal to modify any document, deliverable or baseline. There are 3 types of change requests: (1) Corrective action; (2) Preventive action; (3) Defect repair

(4) Project Management Plan Updates

(5) Project Documents Updates

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4.4 Monitor and Control Project WorkThe process of tracking, reporting, reviewing, guiding and regulating the project works to

ensure that the project is on plan. It notifies the stakeholders on the current progress as well as the forecast of the project.

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Input


(2) Schedule ForecastThe schedule forecast is measured against the schedule baseline and estimate time to complete (ETC). Schedule variance (SV) and schedule performance index (SPI) are the usual terms to express the project’s performance. Measurements are used to determine if the project schedule is within tolerable range or deteriorating from the original plan.

(3) Cost ForecastThe cost forecast is measured against the schedule baseline and estimate time to complete (ETC). Cost variance (CV) and cost performance index (CPI) are the usual terms to express the project’s performance. Estimate at completion (EAC) can be compared to the budget at completion (BAC) to determine if the project budget is within tolerable range or deteriorating from the original plan.

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(4) Validated ChangesApproved change requests from Perform Integrated Change Control process requires validation and verification to ensure that the changes are properly implemented.

(5) Work Performance InformationWork performance data obtained from various controlling processes, being analyzed and transformed into information that assist in projects decision making.

(6) Enterprise Environmental Factor (EEF)Factors like government or industry standards, organizational work authorization systems, stakeholder risk tolerances and project management information system could influence the project work.

(7) Organizational Process Assets (OPA)Project Management Plan would need to comply to the change control processes and procedures, issue and defect management, and communication requirements.

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(1) Expert JudgementTechnical and management expertise are needed to monitor and control the project. This is to ensure that the project’s performance matches the expectations.

(2) Analytical TechniquesAnalysis are done to forecast potential outcomes in the project. Techniques such as regression analysis, grouping method, root cause analysis and forecasting methods are used.

(3) Project Management Information System (PMIS)Provides tools and utilities such as scheduling and cost tools, resource tool, performance indicators, databases, project records and financials.

(4) MeetingsReview meetings are held face-to-face, virtual, formal or informal.

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Output

(1) Change RequestsUsed to expand, adjust or reduce project scope, quality, schedule or cost baselines. May also facilitate new requirements that impacts the project management plan, project documents or project deliverables.

(2) Work Performance ReportsPhysical or electronic representation of work performance information to generate awareness, actions and decisions. Specific performance metrics may be defined and reported to the key stakeholders.



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4.5 Perform Integrated Change Control

Perform Integrated Change Control is the process of reviewing all change request. Modifications to the project documents, deliverables, baseline or project management plan are reviewed and will be either approved or rejected based on the needs and importance. This reduces the risk of having unwanted changes that might affect the project’s performance.

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Input


(2) Work Performance ReportsReports such as resource availability, schedule and cost data, earned value management (EVM) reports and burnup or burndown charts will be reviewed in this process.

(3) Change RequestsChange requests produced from the Executing, Monitoring and Controlling processes are taken in for review. Types of change requests would include corrective action, preventive action and defect repairs.

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(4) Enterprise Environmental Factor (EEF)The Project Management Information System (PMIS) tools such as scheduling tool, configuration management system, information and distribution system and automated systems are factors that influences the enterprise environmental factor (EEF).

(5) Organizational Process Assets (OPA)Project Management Plan would need to comply to the change control processes and procedures, process management database, project documents, and configuration management knowledge base.

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(1) Expert JudgementExpert panels are required to attend for the Change Control Board (CCB) to provide their judgement and knowledge in regards to the change requests.

(2) MeetingsThe Change Control Board (CCB) is responsible to host the meeting to review, approve or reject all change requests. Meetings should be documented and communicated to the stakeholders for information and follow-up actions.

(3) Change Control ToolsManual or automated tools are used to facilitate the configuration and change management. Tools are used for recording the change requests and resulting decisions.

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Output

(1) Approved Change RequestProcess through the change control system, approved change requests are implemented through the Direct and Manage Project Work process. All change requests, approved or rejected, are recorded under the change log as part of the updates to the project documents.

(2) Change LogA change log to record all actions performed on change requests. The impact and decisions of all change request are communicated to the stakeholders.



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4.6 Close Project or PhaseThis phase is where all activities across the Project Management Process Groups are

finalized and closed. It provides the lessons learned, formal completion of work and release of organizational resources.

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Input


(2) Accepted DeliverablesApproved product specifications, delivery receipts or work performance documents. Partial or interim deliverables may be accepted as well for phased or cancelled projects.

(3) Organizational Process Assets (OPA)Project Management Plan would need to follow the project or phase closure guidelines or requirements and also historical information and lessons learned knowledge base.

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(1) Expert JudgementProfessional experts, project manager and project management office may be required to ensure that the project or phase is closed according to proper standards.

(2) Analytical TechniquesRegression analysis and trend analysis are used to perform further insights on the project.

(3) MeetingsTypes of meeting include lessons learned, closeout, user group and review meetings are conducted either face-to-face, virtual, formal or informal.

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Output

(1) Final Product, Service or Result TransitionAuthorized final product, service or result transition that was initiated by the project. Verification and validation is required to be done before authorizing the output.

(2) Organizational Process Assets (OPA) UpdatesOrganizational Process Assets documents such as project files, project or phase closure documents and historical information need to be updated.

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Antoine de Saint-Exupry

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30References

01 Project Management Institute (2013), A Guide to the Project Management

Body of Knowledge (PMBOK ® Guide) - 5th Edition

project management body of knowledge (integration)

Leadership & Management