This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.

1. Chapter 2.1
Integration Management : One View
For Project Success

2. Contributors:
All the materials have been compiled through various sources through online, books,
personnel interviews with special mention of PMBOK ® Guide Fifth Edition and PMI®
Code Of Ethics And Professional Conduct.
The book is compiled by
Chetan Thakre B.E(Mechanical), MBA (Finance), PMP (PMI,USA), PGDPC
(Psychology) Over 20 Years Of Experience In Project Management

3. 4 PROJECT INTEGRATION MANAGEMENT
Objective of This Chapter:
Project integration management is the process if ensuring that the various aspects of a project
are coordinated with each other. The three major categories of project integration
management are: Project Plan Development, Project Plan Execution, and Overall Change
Control.
Managing real estate project is a complex endeavour. Their are several activities are
happening simultaneously. All these activities have many to many relationships. Hence the
project team need to focus and put special efforts to synchronize all these activities
Project Integration Management is a Knowledge Area that includes the processes and
activities needed to identify, define, combine, unify, and coordinate the various processes and
project management activities within the Process Groups. It involves making choices about
resource allocation, making trade-offs among competing objectives and alternatives, and
managing the interdependencies among the Knowledge Areas. Includes activities needed to
manage project documents to ensure consistency with the Project Management Plan and
product deliverables.
Project integration management includes making choices about resource allocation, making
trade-offs among competing objectives and alternatives

4. 4.1 Develop Project Charter
A project charter is a written document that formally recognizes and authorize the existence
of a new project. Its also documents initial requirements that satisfy stakeholders needs and
objectives. On this basis project manager is identify and assigned as early as is feasible. PMI
now recommended that the PM be assigned during development of the Charter but never later
than the start of planning. The Charter
 Formally initiate the project
 Establishes a partnership between the performing and requesting organization
 Authorize the PM to acquire and use organizational resources to accomplish project
activity
 Provide general , high level description of the project objective
 Is assign by a senior manager , project initiator , or sponsor external to the project (
the PM may participate in creating the charter but not sign it ), there for the approval
of a project and its associate funding occur external to project boundaries .
 Is developed during the concept (or initiating ) phase

5. 4.1.1 Inputs
4.1.1.1 Project Statement of Work (SOW) Description of product, service or result to be
delivered by project. For internal projects SOW is based on business needs. For external
projects, SOW is received from customer as a part of bid document (request for proposal,
request for information or request for bid) or as a part of contract. SOW references to
business needs, product scope description and strategic plan
4.1.1.2 Business Case: Business need, cost-benefit analysis. It is generally used for decision
making by managers or executives above project level. Business case is created as a result of
one or more of following
 Market demand
 Organizational need
 Customer request
 Technological advance
 Legal requirement
 Ecological impact
 Social need
4.1.1.3 Agreements: Contract or MOU (memorandum of understanding), SLA, letter of
intent, verbal agreement or written agreement used when project is being performed for
external customer
4.1.1.4 Enterprise environment Factors (EEFs) : Government or industry standards,
organizational culture, marketplace conditions

6. 4.1.1.5 Organizational Process Assets (OPAs) : Organizational policies and procedures,
project document templates and historical information of corporate database of lessons
learned .
4.1.2 Tools & Techniques
4.1.2.1 Expert Judgment: Used for analyzing technical and management-related details of
inputs in order to develop the output (project charter) . Expert judgement can be provided by
other units within the organization, consultants, stakeholder including customer, professional
and technical associations, industry groups, subject matter expert or PMO
4.1.2.2 Facilitation Techniques: Brainstorming, conflict resolution, problem solving and
meeting management
4.1.3 Outputs
4.1.3.1 Project Charter : It is the document issues by project initiator or sponsor that formally
authorizes the project. It contains :
 Purpose
 Objectives
 High level project requirements
 Assumptions and constraints
 High level project description and boundaries
 High level risks
 Summary milestones schedule
 Summary of budget
 Stakeholder list
 Project approval requirements
 Assigned project manager, responsibility, authority
 Name and authority of the sponsor, authorizers of charter
4.2 Develop Project Management Plan
The process for documenting the actions necessary to define, prepare, integrate, and
coordinate all subsidiary plans into a project management plan. The project management plan
defines how the project will be executed, monitored, controlled and closed. It is a key
integrative document that is usually developed by the entire team (even though it is the PM’s
responsibility to see that the plan gets done). Development of the plan used the outputs of the
other planning process (scope, schedule, cost, quality, risk and so on) to create a consistent,
coherent document that can be used to guide both execution and control of a project. Changes
to the plan are approved using the integrated change control process. In summary, the project
management plan provides the guide for performing all project work and also forms the
baseline against which any changes are made.

7. 4.2.1 Inputs
4.2.1.1 Project Charter
4.2.1.2 Output From Other Processes : Any baselines or subsidiary plans that are output from
other planning processes are input to this process. Any changes to these documents may
necessitates update to project management plan
4.2.1.3 EPFs : include
 Governmental or industry standard
 Project management information system
 Organization structure and cultural
 Infrastructure (existing and equipment)
 Personnel administration(hiring, firing, performance reviews)

8. 4.2.1.4 OPAs: Include
 Standardised guidelines, work instructions, proposal evaluat ion criteria and
performance measurement criteria
 Project management pan template
 Change control procedures
 Project files from previous projects
 Historical information and lessons learned
 Configuration management knowledge base
4.2.2 Tools And Techniques
4.2.2.1 Expert Judgement : Utilised to
 Tailor the process to meet project needs
 Develop technical and management details
 Determine resources and skill level needed
 Determine level of configuration management needed to apply on project
 Determine formal change control process
 Prioritize the work on project for best use of project resources
4.2.2.2 Facilitation Techniques Includes brainstorming, conflict resolution, problem solving
and meeting management
4.2.3 Outputs
4.2.3.1 Project Management Plan : Describes how the project will be executed, monitored,
controlled and closed. It integrates and consolidates all of the subsidiary plans and baselines
from the planning processes
The project baseline include but not limited to
 Scope baseline
 Schedule baseline
 Cost baseline
The subsidiary plans include
 Scope management plan
 Requirement management plan
 Schedule management plan
 Cost management plan
 Quality management plan
 Process improvement plan
 Human resource management plan
 Communication management plan
 Risk management plan
 Procurement management plan
 Stakeholder management plan
Other things in project management plan
 Lifecycle selected for the project
 Details of tailoring decisions
 Description of how work will be executed

9.  Configuration management plan
 Description of how the integrity of project baselines will be maintained
 Requirements and techniques for communications among stakeholders
 Key management review processes
4.3 Direct And Manage Project Work
This is the third of the six processes in the Integration Knowledge Area, and it is located in
the Executing Process Group.
It is the process of leading and performing the project work that was defined in the Project
Management Plan (the output of Develop Project Management Plan), and implements
changes that were approved in process Perform Integrated Change Control (in the Monitoring
& Controlling Process Group). So it is fed into by the process that precedes it and the one that
follows it.
The activities include but not limited to
 Perform activities to accomplish project objectives
 Create deliverables to meet the planned project work
 Provide, train and manage team members assigned to project
 Obtain, manage and use project resources
 Implement the planned methods and standers
 Establish and manage project communication channels
 Generate work performance data such as cost, schedule, technical and quality
progress and status to facilitate forecasting
 Manage risks and implement risk response activities
 Manage sellers and suppliers
 Manage stakeholders engagement

10.  Collect and document lessons learned and implement approved process improvement
activities
 Issue change requests and implement approved changes to the project’s scop, plan and
environment
 Review impact of all project changes and implementation of approved changes
o Corrective action : An intentional activity that realigns the performance of
project work with the project management plan
o Preventive action : An intentional activity that ensures the future performance
of the project work is aligned with the project management plan
o Defect repair : An intentional activity to modify a nonconforming product or
product component
4.3.1 Inputs
4.3.1.1 Project Management Plan : In particular, those subsidiary management plans in
the following areas
 Scope management plan
 Requirements management plan
 Schedule management plan
 Cost management plan
 Stakeholder management plan

11. 4.3.1.2 Approved Change Requests : This is an output of process 4.4 Perform Integrated
Change Control and approved for implementation by the change control board (CCB).
This includes
 Defect repair
 Corrective action
 Preventive action
4.3.1.3 EEFs : Company and customer culture related to
 Infrastructure (facilities, equipment)
 Personnel administration (performance reviews, hiring/firing guidelines, and
training records)
 Stakeholder risk tolerances (allowable cost overrun %, for example)
 Project Management Information System (PMIS) (e.g., Microsoft Project,
Primavera)
4.3.1.4 OPAs : Which includes
 Guidelines, work instructions
 Communications requirements
 Issue and defect management procedures, database (historical
 Process measurement database (collection of measurement data on processes and
products)
 Project files from previous projects (performance measurement baselines, risk
registers, lessons learned)
4.3.2 Tools & Techniques
4.3.2.1 Expert Judgment : Expertise for directing and managing work comes from:
 Various units within the organization
 Consultants and subject matter experts (SMEs)
 Stakeholders (including external such as customers and suppliers, and internal such as
sponsors)
 Professional and technical associations
4.3.2.2 Project Management Information System (PMIS) Specific tools in PMIS used are
Scheduling tools . Work authorization systems, Configuration management system ,
Information collection and distribution system and Automated gathering and
reporting of KPI (key performance indicators)
4.3.2.3 Meetings : Three types of meetings are Information exchange, Brainstorming and
Decision making
4.3.3 Outputs
4.3.3.1 Deliverables : Tangible, unique and verifiable products, results or service capabilities
completed to meet project objectives.
4.3.3.2 Work Performance Data : Raw observations and measurements of identified during
activities performed to carry out the project work.

12. Percentage work completed: These are raw observations and measurements identified during
activities being performed
 Key performance indicators
 Technical performance measures
 Start and finish dates of scheduled activities
 Number of change requests
 Number of defects
 Actual costs, actual durations
4.3.3.3 Change requests : These are formal proposal to modify any document, deliverable or
baseline. The change requests can be direct or indirect, externally or internally initiated and
can be optional or legally / contractually mandated. They include
 Defect repair : Modifies nonconforming product
 Corrective action : Realigns performance with project management plan
 Preventive action : Ensures future performance aligns with project management plan
 Updates : Changes to project documents that reflects changes to project
4.3.3.4 Project Management Plan Updates : It includes but not limited to
 Scope management plan
 Requirement management plan
 Schedule management plan
 Cost management plan
 Quality management plan
 Process improvement plan
 Human resource management plan
 Communication management plan
 Risk management plan
 Procurement management plan
 Stakeholder management plan and
 Project baselines
4.3.3.5 Project Documents Updates
 Requirement documentation
 Project logs (issues, assumptions)
 Risk register
 Stakeholder register
4.4 Monitor And Control Project Work
The project integration management process of tracking, reviewing, and reporting project
progress against the performance objectives defined in the project management plan.
This includes
 Comparing actual project performance against project management plan
 Assessing performance to determine whether any corrective or preventive action
is needed and recommending the action
 Identifying new risks and tracking & monitoring existing risks
 Maintaining an accurate and timely information base
 Providing information to status reporting, progress measurement and forecasting
 Providing forecasts to update current cost and current schedule information

13.  Monitoring implementation of approved changes
 Providing appropriate reporting on project progress
4.4.1 Inputs
4.4.1.1 Project Management Plan : This includes
 Performance baselines (scope, schedule, cost)
 Management plans from the 9 knowledge areas other than Integration
 Subsidiary management plans (process improvement, requirements)
4.4.1.2 Schedule Forecasts : Derived from progress against schedule baseline and ETC. It
includes Schedule variance (SV), Schedule performance index (SPI) and Time estimate to
complete (ETC)

14. 4.4.1.3 Cost Forecasts : Derived from progress against cost baseline and ETC. It includes
Cost variance (CV), Cost performance index (CPI), Estimate at completion (EAC) and
Budget at completion (BAC)
4.4.1.4 Validated Changes : Changes that were approved in process Perform Integrated
Change Control and were implemented in process Direct and Manage Project Work are now
validated, meaning they are confirmed as to whether they were implemented correctly in
process Direct and Manage Project Work
4.4.1.5 Work Performance Information : Work performance data that was an output of
process Direct and Manage Project Work is collected, analyzed, and integrated to produce
work performance information such as
 Status of deliverables
 Implementation status for change requests
 Forecasts (ETC, EAC, etc.)
4.4.1.6 EEFs : Which include
 Government and/or industry standards
 Work authorization systems
 Stakeholder risk tolerances
 Project management information system (PMIS)
4.4.1.7 OPAs : Consists of procedures, guidelines and corporate knowledge database
 Communication requirements (what format, how often, who receives, etc.)
 Financial controls procedures (time reporting, accounting codes, expenditure and
disbursement reviews, standard contract provisions)
 Issue and defect management procedures
 Change control procedures
 Risk control procedures
 Process measurement database
 Lessons learned database
4.4.2 Tools & Techniques
4.4.2.1 Expert judgment :Helps interpret information from monitor and control processes so
PM can determine actions required to make performance match expectations
4.4.2.2 Analytical techniques : Used to forecast potential outcomes based on possible
variations of project or environment variables
 Regression analysis
 Grouping methods
 Causal analysis
 Root cause analysis
 Forecasting methods
 Failure mode and effect analysis (FMEA)
 Fault tree analysis (FTA)
 Reserve analysis
 Trend analysis
 Earned value management

15.  Variance analysis
4.4.2.3 Project Management Information System (PMIS) : Automated tools which include
Scheduling, cost, resourcing tools, Key performance indicators (KPIs), Databases, Project
records and Financial records
4.4.2.4 Meetings : Discussion and decision making regarding actions required to make
performance match expectations.
4.4.3 Outputs
4.4.3.1 Change Requests : Can include one of these categories Defect repair, Corrective
action and Preventive action
4.4.3.2 Work Performance Reports : These are physical or electronic representation of work
performance information compiled in project documents intended to generate decisions,
actions or awareness. Examples are status reports, memos, justifications, information notes,
recommendations and updates
4.4.3.3 Project Management Plan Updates The same project management plans that are listed
as inputs for this process are updated:
 Performance baselines (scope, schedule, cost)
 Management plans from the 9 knowledge areas other than Integration
 Subsidiary management plans (process improvement, requirements)
4.4.3.4 Project Document Updates : Examples of documents updated in this process are:
 Schedule and cost forecasts
 Work performance reports
 Issue log
4.5 Perform Integrated Change Control
Perform Integrated Change Control is one of the most important of the project management
processes. Remember that the cost of implementing changes in the project goes up as the
project gets further along. Therefore, it is best to prevent changes if possible, and if not
possible, to make those changes as soon as possible in the project. If you cannot avoid
making a change, then you need to go through the process of analyzing what the impact on
the project will be. Integrated change control is performed constantly throughout the entire
project life cycle to effectively manage the change process. The integrated change control
process includes reviewing all change requests as well as approving and managing changes to
deliverables, organizational processes, project documents and the project management plan.
The following activities are part of integrated change control:
 Identifying that a change is needed or a change has occurred
 Influencing factor that lead to informal, uncoordinated changes (i.e. preventing people
from circumventing the required process). Informal changes often lead to a
phenomenon known as “scope creep”
 Reviewing, analyzing and approving requested changes promptly (usually done by a
CCB, i.e., change control board .However, small changes may be designated to
another party so that the CCB can pay proper attention to larger, more significant
changes).

16.  Managing approved changes
 Maintaining the integrity of established baselines (i.e. You must adjust current
baseline to reflect approved changes)
 Reviewing and either approving or denying all recommended preventive and
corrective actions.
 Coordinating the effect of changes across the entire project (e.g., A change in the
schedule may affect cost, quality, risk and staffing requirements).
 Documenting the likely impact of requested changes (CCB).
Configuration management activities included in integrated change control :
 Configuration identification : identification and selection of configuration item to
provide basis for which product configuration is defined and verified, product and
documents are labeled , changes are managed and accountability is maintained.
 Configuration status accounting : Information is recorded and reported as and when
appropriate data should be provided
 Configuration verification and audit : Ensures composition of project’s configuration
items is correct and corresponding changes are registered.
Other key information about changes control:
 Change control operates within the configuration management system. A major goal
of change control is to control emerging scope against the baseline.
 Changes may be requested at any time by any stakeholder.
 Verbal change requested should always be recorded in written form.
 Many changes systems use a CCB (change control board) for approving or
disapproving change requests.
 However, project managers may be authorized to approve certain change requests
(e.g., if the likely impact is below established cost or schedule thresholds).
 In some cases, changes may be approved by the customer (as per contractual
provisions)
 On large projects, multi-tiered CCBs, with different responsibilities, may exist (e.g.,
technical review versus cost or different CCBs for each project within a program)
 Change systems often include provisions to handle emergency changes without prior
reviews. In such cases, the change is usually documentary as soon as practical.
 Every change request must be either accepted or rejected with documentary to support
the decision.

17. 4.5.1 Inputs
4.5.1.1 Project Management Plan These are an output of Develop Project Management Plan.
The subsidiary plans that are particularly relevant are:
 Scope management plan (procedures for scope changes)
 Scope baseline (particularly product definition)
 Change management plan (managing the change control process and documents the
formal Change Control Board)
4.5.1.2 Work Performance Reports : These are an output of Monitor and Control Project
Work; those particularly relevant are:
 Resource availability
 Schedule and cost data
 Earned value management
 Burn up or Burn down charts (showing how much work is left to be done)
4.5.1.3 Change Requests :These are outputs of either Direct and Manage Project Work or
Monitor and Control Project Work. Can include one of four categories
 Defect repair
 Corrective action
 Preventive action
 Updates to project management plan
The first three adjust the work to the plan, the last one adjusts the plan itself.

18. 4.5.1.4 EEFs : In particular, the project management information system (PMIS)
4.5.1.5 OPAs : There are two categories of OPAs, the first being policies and procedures.
 Change control procedures (how plans, procedures will be approved, validated, and
implemented)
 Process measurement database and the second being documents and corporate
knowledge databases.
 Project documents
 Configuration management database (keeps track of baselines and variations of
policies, procedures, and documents)
4.5.2 Tools & Techniques
4.5.2.1Expert Judgment : Stakeholders with expertise may be asked to sit on Change Control
Board (CCB)
4.5.2.2 Meetings : Meetings of Change Control Board are referred as to as change control
meetings.
4.5.2.3 Change Control Tools : Manual or automated tools may be used for change or
configuration management.
4.5.3 Outputs
4.5.3.1 Approved Change Requests : Only those change requests which are approved by the
appropriate authority (such as the Change Control Board) are then input back into process 4.3
Direct and Manage Project Work.
4.5.3.2 Change Log : All change requests, whether approved or rejected, get recorded in the
change log.
4.5.3.3 Project Management Plan Updates : The same project management plans that are
listed as input for this process are updated:
 Scope management plan (procedures for scope changes)
 Scope baseline (particularly product definition)
Change management plan (managing the change control process and documents the formal
Change Control Board)
4.5.3.4 Project Document updates All documents that are considered part of the formal
change control process are updated.
4.6 Close Project Or Phase
Close Project or Phase, besides being the final process out of the Integration Management
Knowledge Area, also happens to be the last process you will encounter on the project itself.
There are three separate closures going on in the project. There is the closure of the product,
the closure of the project, and a closure of the resources behind the project. The closure of the
product means getting the customer (external project) to accept the final deliverable. If the
project is internal, meaning that the end result is going to be delivered to the sponsor, then the
sponsor is the one that has to sign off on the final deliverable. The closure of the project

19. means the formal closing of the administrative procedures, the updating of project
documents, and the lessons learned knowledge base, and then the indexing and archiving of
those records and databases. The closure of the resources behind the project means the
financial closure of the project. This is important because financial closure must be
completed before the unused resources assigned to that project can be returned to the
organization for use on other projects.
4.6.1 Inputs
4.6.1.1 Project Management Plan : The Project Management Plan should include the
agreement between the project manager and the project sponsor, defining what criteria
constitute successful project completion.
4.6.1.2 Accepted Deliverables : These are the output of the process Validate Scope. The
formal documentation regarding from the customer or sponsor acknowledging formal
stakeholder acceptance of the deliverables is an input to this process.
4.6.1.3 OPAs : This includes project or phase closure guidelines or requirements , project
document and lessons learned database
4.4.2 Tools & Techniques

20. 4.6.2.1 Expert judgment : Expertise is used to ensure project or phase closure, often from the
Project Management Organization (PMO) or other project managers within the organization
if there is no PMO.
4.6.2.2 Analytical Techniques : like regression analysis, trend analysis
4.6.2.3 Meetings : Meetings will focus on closeout procedures and lessons learned for future
projects.
4.6.3 Outputs
4.6.3.1 Final Output, Service, Or Result Transition : This is the output of the entire project.
The product, service or result created by the phase or project must be transitioned or
delivered to the next step.
4.6.3.2 OPAs Updates : This includes project files, project closure documents and historical
information (lessons learned, etc.)
ASSIGNMENTS:
 Describe how project integration management concept will be used if suddenly
municipality declares water cut for a period of one month starting after 10 days
 Describe role of different experts for preparation of project management plan
 If you find that certain work related to brick work is not completed for first floor of a
multi storied building during construction. How you will use concept of integrated
change control to fix the issue