Integration Masterclass

1. Integration Management

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3. 3Integration Management
Project Integration Management includes the processes and activities to identify, define, combine, unify, and
coordinate the various processes and project management activities within the Project Management Process
Groups.
Key Concepts
 Project Charter to initiate
Projects
 Project Management Plan to
plan, execute, monitor &
control, and close Projects
 Change Requests to update
Projects

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4.1 Develop Project Charter—The process of developing a document
that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to
project activities.
4.2 Develop Project Management Plan—The process of defining,
preparing, and coordinating all subsidiary plans and integrating them into
a comprehensive project management plan. The project’s integrated
baselines and subsidiary plans may be included within the project
management plan.
4.3 Direct and Manage Project Work—The process of leading and
performing the work defined in the project management plan and
implementing approved changes to achieve the project’s objectives.
4.4 Monitor and Control Project Work—The process of tracking,
reviewing, and reporting project progress against 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
deliverables, organizational process assets, project documents,
and the project management plan; and communicating their disposition.
4.6 Close Project or Phase—The process of finalizing all activities
across all of the Project Management Process Groups to formally
complete the phase or project.
Integration Management

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4.1 Develop Project Charter

6. 6Project Charter
The Project Charter is a document that formally
authorizes the existence of a project and
provides the project manager the authority to
apply organizational resources to project
activities. The key benefit of this document is it
creates a formal record of the project and a
direct way for senior management to formally
accept and commit to the project.

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4.2 Develop Project Management Plan

8. 8Project Management Plan
The Project Management Plan (PMP) is a formal, approved
document used to manage project execution. The PMP documents
the actions necessary to define, prepare, integrate and coordinate
the various planning activities. The PMP defines how the project is
executed, monitored and controlled, and closed. It is progressively
elaborated by updates throughout the course of the project. The
PMP is also a communication vehicle for ensuring key stakeholders
share an understanding of the project. The PMP is NOT a project
schedule. A project schedule lists planned dates for performing
tasks and activities to meet milestones identified in the project plan.

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4.3 Direct & Manage Project Work

10. 10Project Management Information System
The Project Management Information System (PMIS) provides
access to tools such as scheduling tool, work authorization
system, configuration management system, information collection
and distribution system and other automated systems.
Automated gathering and reporting on key performance
indicators (KPI) can be part of the PMIS.

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4.4 Monitor & Control Project Work

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4.5 Perform Integrated Change Control

13. 13Change Request
A Change Request is a formal proposal to modify any document,
deliverable or baseline. When issues are found while project work
is being performed, change requests are submitted which may
modify project policies or procedures, project scope, project
budget, project schedule or project quality. Change requests may
include:
• Corrective Action
• Preventive Action
• Defect Repair
• Updates

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4.6 Close Project/Phase

15. 15Closure Documents
Project or phase closure documents, consisting of
formal documentation that indicates completion of the
project or phase and the transfer of the completed
deliverables to others.
During project closure, the project manager reviews prior
phase documentation, customer acceptance
documentation and exit criteria to ensure that all project
requirements are completed prior to finalizing the closure
of the project. It is then followed by handing over the
completed project or phase for business as usual (BAU)
activities.

16. 16Lessons Learned
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 applying to future projects.

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