Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.

1. Certified Associate Project Management
CAPM® Exam Prep – Week 2
Prof. Muzette Charles, PMP | mcharles2@pace.edu

2. Project Managers
 use Process Groups to coordinate the effective flow of a project
from its start to its close using ITTOs & Knowledge Areas.
 in collaboration with the project team are ALWAYS responsible for
planning & developing a successful Project Management Process
 actively manages each of these interactions to meet the Sponsor,
Customer & Stakeholder requirements
Project Management Processes
Chapter 3

3. PROCESS
 “is a set of interrelated actions & activities performed to create a specific product, service or
result.”
 Project Management has 49 processes
PROCESS GROUPS
 organize the process functions by their Actions
 are the project activities broken down into 5 steps
KNOWLEDGE AREAS
 organizes the process functions by their Subject Matter
 are the process elements broken down into 10 areas
 ARE NOT LINEAR !!!
ITTOs
 “each process is linked & characterized by its INPUTS, TOOLS, TECHNIQUES & OUTPUTS.”
 Inputs – information used in the project ex. EEF, OPAs, Charter, etc
 Outputs – documents, deliverables, decisions
 Tools &Techniques – used to do the work ex. Meetings, Expert, Audits
Project Management Processes
Chapter 3

4. PHASES
 “a set of processes that are ITERATED several times to achieve the required
outcome.”
 each Phase of the project goes thru all of the 5 Process Groups
Sequential Relationship
 Phases of the project that happen one after another
 Teams work together on each phase
Overlapping Relationship
 Phases of the project deliver results independently
 Teams work on different parts of the project
 Complicated to manage due to increased risk & rework
Project Management Processes
Chapter 3

5. Project Management Process Groups
 Initiating
 Planning
 Executing
 Monitoring & Controlling
 Closing
Project Management Processes
Chapter 3

6. Project Management Processes
Chapter 3
Project Management Process Groups

7. INITIATING Process Group
 Develop the Project Charter
 Project Manager is Authorized
 Business Case
 High level planning – Rough Order of Magnitude estimating
 Initial financial resources are committed
 Scope is conceptualize – Progressive Elaboration
 Identify Stakeholders
 Stakeholder Register - List of Internal & External influences
 Identify their expectations
Project Management Processes
Chapter 3

8. PLANNING Process Group
“… 24 processes used in the strategy to develop a course of action or path to
successfully complete the project or phase. A well managed plan saves
resources, time & money and gets the Stakeholder’s buy-in & engagement.”
Iterative – each planning process may use the results of the previous process that
may affect or change the plan
 Project Management Plan
 Is an Output that guides the Execution & Control of the project
 Project Documents
 Are Outputs detailing each of the Knowledge Areas
Project Management Processes
Chapter 3

9. EXECUTING Process Group
“… 10 processes performed to complete the project work defined
in the Project Management Plan to meet the project objectives.”
 PM coordinates People & Resources to Do the work
 Communicates with Stakeholders to manage their expectations
 Proactive analysis of baselines, changes in resource availability,
productivity, expected durations, budgets, etc
 Change requests approvals resulting in Project Doc updates
 Deliverables
 Changes Requests
Project Management Processes
Chapter 3

10. MONITORING & CONTROLLING Process Group
“… 12 processes required to track & review the progress & performance
of the project. ”
 Key benefit is that project performance is measured & analyzed at
regular intervals to identify variances from the project management plan
 Identifies any areas in which changes to the plan are required
 Recommending corrective or preventive action in anticipating problems
 Approved Change Requests
Project Management Processes
Chapter 3

11. CLOSING Process Group
“… 1 process performed to formally complete the project or contract
obligations.”
 Obtain acceptance by the Customer or Sponsor to formally Close
 Conduct post-project review
 Document Lessons Learned & update OPAs
 Archive project docs as historical data
 Close out procurement activities to terminate agreements
 Perform team members’ assessments & release project resources
 Close Project
 Celebrate Your Success!!!
Project Management Processes
Chapter 3

12. Process Groups
organizes functions by Action
 Initiating (2) - Start
 Planning (24) - Plan
 Executing (10) - Do
 Monitoring & Controlling (12) – Check & Act
 Closing (1) - End
Project Management Processes
Chapter 3

13. KNOWLEDGE AREAS
 Organizes functions by Subject Matter
 “…a complete set of activities that make up a
project area of specialization”
 “…provide a detailed description of the ITTOs”
 10 areas further decomposed into 49 processes
 Integrated among the 5 Process Groups
 Is NOT Linear
Project Management Processes
Chapter 3
49

15. Integration Management
Chapter 4
“Is the Project Manager’s core responsibilities”
“…. is a group of processes required to ensure that the
various elements of the project are properly coordinated.”
Process Process Group Key Deliverables
4.1 Develop Project Charter Initiating Project Charter
4.2 Develop Project Management Plan Planning Project Management Plan
4.3 Direct and Manage Executing Project Deliverables
4.4 Manage Project Knowledge Executing Document Lessons Learned
4.5 Monitor and Control Project Work Monitoring & Controlling Change Requests
4.6 Perform Integrated Change Control Monitoring & Controlling Approved Change Requests
4.7 Close Project or Phase Closing Finalize Contracts, Payments, Transition

16. Project Integration Management
Chapter 4

17. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
Key Points
 A project charter formally authorizes the project
 Gives the objectives and business case
 Identifies & authorizes Project Manager use of organizational resources for project use
 Generic enough not to change often
 Written by a Manager higher in authority than Project Manager
 Includes name, description, deliverables
 A project does not start unless it has a Project charter

18. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
INPUTS
 Statement of Work (SOW) - from external customer describing project deliverables
 Business Case - from internal whether the project’s Cost-Benefit makes sense
TOOLS
 Expert Judgement – gaining advice from experts in other dept, outside consultants, industry groups
 Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the same page
when making a project decision

19. Project Integration Management
Chapter 4
Develop Project Charter
Process 1

20. Project Integration Management
Chapter 4
Develop Project Management Plan (PMP)
Process 2
Key Points
 Key benefit: creates the central document that defines all of the project work
 How the project will be executed, monitored & controlled
 Subsidiary plans are integrated into ONE comprehensive PMP
 The PMP is developed by the Project Manager with inputs from the team, stakeholders & management
 Project baseline refers to the original version of the PMP
 Once the PMP is baselined, it may only be changed by raising a change request
 Progressive Elaboration is the process of taking a project from concept to detailed design
 Kick-off meeting happens after the planning phase and before the project execution. It is typically used
to communicate responsibilities of key stakeholders.

21. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

22. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

23. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

24. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3
Key Points
 Key benefit of this process is to provide overall management of the project work
 To lead & perform work as defined in the PMP
 Create deliverables to meet planned project work
 Manage team members & provide them with training
 Obtain, manage & use resources ex. Materials, Equipment, Facilities
 Establish & manage communications internal & external channels
 Manage Stakeholders, Sellers, Risks, Change Requests

25. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3

26. Project Integration Management
Chapter 4
Manage Project Knowledge
Process 4
Key Points
 Use prior organizational knowledge to produce or improve project outcomes
 Knowledge created by the project used to support operations and future projects
 Use existing knowledge and create new knowledge
 Contribute to organizational lessons learned

27. Project Integration Management
Chapter 4
Manage Project Work
Process 4

28. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 5
Key Points
 Key benefit: allows stakeholders to understand current state of the project, any steps taken
and budget, schedule & scope forecasts
 Tracks, reviews & reports actual progress & performance against the PMP objectives
 Is conducted from project inception through completion
 Control includes corrective & preventative actions
 Identify & analyze existing and new risks
 Work Authorization System - PM’s system to ensure work is performed at the right time & in
the right sequence (found in the EEF – PMIS)

29. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 5
Key Points
 Change Requests
 are submitted when issues are found while project work is being performed
 is a formal (written) proposal to modify any document, baseline, deliverable
 Change Log – all WRITTEN requests approved or not
 PM has authority to make changes IF constraints are not effected
 Types of Changes
 Corrective Action – taken when actual deviations from the performance baseline
 Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
 Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong

30. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 5

31. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 6
Key Points
 Key benefit: allows documented changes to be considered in an integrated manner to the
overall project while reducing risks to other areas of the project
 Reviews, approves & manages all change requests to the PMP, OPA, deliverables, etc
 Is conducted from project inception through completion
 Is the ultimate responsibility of the Project Manager to carefully & continuously manage
changes
 Changes can be requested by any stakeholder involved in the project
 Every “documented” change must be approved or rejected by a “responsible person”
 Or by the CCB – Change Control Board

32. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 6

33. Project Integration Management
Chapter 4
Close Project or Phase
Process 7
Key Points
 Provides lessons learned, formal ending of the project work & release of the organization’s
resources to pursue new endeavors
 Finalizes all activities across all PM Process Groups
 PM measures the scope baseline against the PMP
 Complete & close all contracts, procurement agreements, financials,
 Archive OPA historical records, reports, etc
 For projects terminated before completion, PM engages all stakeholders to investigate &
document reasons why

34. Project Integration Management
Chapter 4
Close Project or Phase
Process 7

35. Project Integration Management
Chapter 4
Key Points
 A project charter formally authorizes the project
 Statement of Work (SOW) - from external customer describing project deliverables
 Business Case - from internal whether the project’s Cost-Benefit makes sense
 Expert Judgment – gaining advice from experts in other dept, outside consultants, industry
groups
 Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the
same page when making a project decision
 Subsidiary plans & Baselines are integrated into ONE comprehensive PMP

36. Project Integration Management
Chapter 4
Key Points
 The PMP is developed by the Project Manager with inputs from the team, stakeholders &
management
 Project baseline refers to the original version of the PMP
 Once the PMP is baselined, it may only be changed by raising a change request
 Progressive Elaboration is the process of taking a project from concept to detailed design
 Monitor & Control is conducted from project inception through completion
 Control includes corrective & preventative Actions aka Changes
 Corrective Action – taken when actual deviations from the performance baseline
 Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
 Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
 Changes can be made by Crashing or Fast Tracking

37. Project Integration Management
Chapter 4 - Summary

38. Project Management Processes
Chapter 4
Group Exercise – The Shuffle Game