Chapter 4 Project Integration Management

1. Prepared By
SAMMER QADER
Chapter 4
Project Integration Management
University of Technology
Computer Science Department

2. Contents:
1. Introduction
2. Project Integration Management?
3. Project Integration Management processes ?
4. STRATEGIC PLANNING AND PROJECT SELECTION
5. METHODS FOR SELECTING PROJECTS
6. USING SOFTWARE TO ASSIST IN PROJECT INTEGRATION
MANAGEMENT
7. References

3. project management primarily focused on providing schedule and resource data
to top management in the military, computer, and construction industries.
Today’s project Management involves much more, and people in every industry
And every country Manage projects. See Figure (1-1)
1. Introduction:
Figure (1-1)

4. Integration management : is a collection of processes required to
ensure that the various elements of the projects are properly
coordinated. It involves making trade-offs among competing
objectives and alternatives to meet or exceed stakeholder needs
and expectations.
Other Definition
2.PROJECT INTEGRATION MANAGEMENT?
Project integration management : involves coordinating all of the
other project management knowledge areas throughout a project’s
life cycle. This integration ensures that all the elements of a project
come together at the right times to complete a project successfully

5. 2-1 The Key to Overall Project Success:
Good Project integration Management
• Project managers must coordinate all of the other
knowledge areas throughout a project’s life cycle
• Many new project managers have trouble looking at the
“big picture” and want to focus on too many details .
• Project integration management is not the same thing as
software integration

6. 3. Project Integration Management processes .
1. Develop Project Charter,
2. Develop Project Management Plant,
3. Direct and Manage Project Work,
4. Monitor and Control Project Work,
5. Perform Integrated Change Control,
6. Close Project or Phase
The six Project Integration Management processes are:

7. 1. Develop the project charter: working with stakeholders to create
the document that formally authorizes a project—the charter
2. Develop the project management plan: coordinating all planning
efforts to create a consistent, coherent document—the project
management plan
3. Direct and manage project execution: carrying out the
project management plan by performing the activities
included in it
4. Monitor and control the project work: overseeing project
work to meet the performance objectives of the project
5. Perform integrated change control: coordinating changes
that affect the project’s deliverables and organizational
process assets
6. Close the project: finalizing all project activities to formally
close the project

8. 4- STRATEGIC PLANNING AND PROJECT SELECTION
Successful leaders look at the big picture or strategic plan of the organization to
determine what types of projects will provide the most value. Some may argue that
project managers should not be involved in strategic planning and project selection
because top management is usually responsible for these types of business
decisions. But successful organizations know that project managers can provide
valuable insight into the project selection process.
4-1 Strategic Planning
Strategic planning involves determining long-term objectives by analyzing the
strengths and weaknesses of an organization, studying opportunities and threats
(SWOT) in the business environment, predicting future trends, and projecting the
need for new products and services. Strategic planning provides important
information to help organizations identify and then select potential projects.
(SWOT)
which is one tool used in strategic planning to analyzing Figure (1-1 ) : -
Strengths Weaknesses Opportunities Threats

9. Figure (3-1 )
4-2 Identifying Potential Projects
The first step in project management is deciding what projects to do in the first
place. Therefore, project initiation starts with identifying potential projects, using
realistic methods to select which projects to work on, and then formalizing their
initiation by issuing some sort of project charter.
In addition to using a SWOT analysis, organizations often follow a detailed
process for project selection. Figure 4-1 shows a four-stage process for
selecting IT projects

10. Figure 4-1
4- 3 Aligning IT with Business Strategy
•Notice that aligning IT projects with business strategy is at the heart
of selecting IT projects. This is consistently a top concern for CIOs.
•An organization must develop a strategy for using IT to define how it
will support the organization’s objectives. This IT strategy must align
with the organization’s strategic plans

11. 5 - METHODS FOR SELECTING PROJECTS
1. Focusing on broad organizational needs
2. Categorizing IT projects
3. Performing net present value or other financial analyses
4. Using a weighted scoring model
5. Implementing a balanced scorecard
6- USING SOFTWARE TO ASSIST IN PROJECT INTEGRATION MANAGEMENT
project teams can use various types of software to assist in project
integration management
Many project management software tools are now available in the cloud, as are
other tools and services. Most business professionals and students now store
their files using some type of cloud storage (Google Drive, Microsoft OneDrive,
DropBox, etc.). Many cloud tools are accessible via smart phones and tablets as
well as laptops and desktops. Cloud computing enables users to easily access and
share information from any location at any time. Project integration management
is not easy, but the cloud has definitely helped provide easier access to important
information and applications.

12. 6. References:
•Information Technology Project Management
By .Schwalbe, Ph.D., PMP
Professor Emeritus, Department of Business Administration
Augsburg College
•Project Management/PMBOK/Integration Management - Wikibooks ...
https://en.wikibooks.org/wiki/Project_Management/PMBOK/Integration_Ma
nagement