Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted. Blog: https://agile-mercurial.com YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg Twitter: https://twitter.com/agile_mercurial Tumblr: https://agilemercurial.tumblr.com/

1. PROJECT
MANAGEMENT:
THE INTEGRATION
MANAGEMENT
KNOWLEDGE AREA

2. Overview of Integration Management
7 Processes of Integration Management
Knowledge area
• 4.1 Develop Project Charter
• 4.2 Develop Project Management Plan
• 4.3 Direct and Manage Project Work
• 4.4 Manage Project Knowledge
• 4.5 Monitor and Control Project Work
• 4.6 Perform Integrated Change Control
• 4.7 Close Project or Phase
Spans all 5 Project Management Process Groups
• Initiating
• Planning
• Execution
• Monitoring & Controlling
• Closing

3. Process Groups and Integration Management
Processes
Initiation
• 4.1 Develop
ProjectCharter
Planning
• 4.2 Develop
Project
Management
Plan
Execution
• 4.3 Direct and
Manage Project
Work
• 4.4 Manage
Project
Knowledge
Monitoring &
Controlling
• 4.5 Monitor and
Control Project
Work
• 4.6 Perform
Integrated
Change Control
Closing
• 4.7 Close
Project or Phase

4. Overview of the
Integration
Management
Knowledge Area
■ Integration Management aids in creating
and coordinating a cohesive project
■ Justifies the existence of the Project
Manager
– Project Manager is responsible for
integrating the parts of the project
– Works with the least amount of
resources possible
– Works to complete things faster and
more efficient
■ Sponsor works to limit external risks to the
project

5. 4.1 DEVELOP
PROJECT
CHARTER
Belongs to the
Initiating Project
Process Group

6. 4.1 DEVELOP PROJECT CHARTER
Conducted in the Initiating
Process Group
Project Sponsor is
Responsible for the Project
Charter, although a Project
Manager may Prepare it
GrantsAuthority to the
Project Manager to Commit
Resources
Describes How the Project
May Meet Goals of the
Organization

7. 4.1 DEVELOP PROJECT CHARTER
Goals
• Provides authority to the project manager and the
existence of the project
• Create the Project Charter
Project Charter May Include
• A ProjectTitle and Description
• Project Sponsor(s), Project Manager, and High-
Level Project Manager Authority over the Project
• The Business Case isWritten to describe Why the
Project is Being Done
• Resource Estimates
• High-LevelThreats and Opportunities (Risks)
• Project Stakeholders andTheir Requirements
• High-Level Description of Deliverables and
Measurable Objectives to Reach Goals
• Project Acceptance Criteria

8. 4.2 DEVELOP
PROJECT
MANAGEMENT
PLAN
Belongs to the
Planning Process
Group

9. 4.2 DEVELOP PROJECT MANAGEMENT
PLAN
Conducted in the Planning
Process Group
• Consists of many plans
developed by other project
management processes
conducted during planning
Defines the Overall Strategy
for Managing the Project
• Meeting Project Objectives
• Tailored for Each Project
• Managing Resources
Includes
• Scope Management Plan
• Requirements Management
Plan
• Stakeholder Management
Plan
• Stakeholder Register
• Assumptions
• Lessons Learned Register

10. 4.2 DEVELOP PROJECT
MANAGEMENT PLAN
■ The Project Management Plan integrates all the
knowledge area management plans into a whole.
■ Consists of
– A series of plans from the other knowledge
areas and baselines
– Project management processes that will be
used on the project
– Management plans for knowledge areas

11. COMPONENTS OF A
PROJECT
MANAGEMENT
PLAN
4.2 DEVELOP PROJECT MANAGEMENT PLAN

12. Possible Items to include in a Project
Management Plan
Stakeholder
Management
Plan
Change
Management
Plan
Configuration
Management
Plan
Project Life Cycle
Schedule
Management
Plan
Schedule
Baseline
Requirements
Management
Plan
Scope
Management
Plan
Scope Baseline
Cost
Management
Plan
Cost Baseline
Communications
Management
Plan
Resource
Management
Plan
Performance
Measurement
Baseline
Development
Approach
Quality
Management
Plan
Procurement
Management
Plan
Risk
Management
Plan

13. Change
Management
Plan
Part of the Develop Project
Management Plan Process
Describes how changes should be
controlled and managed
Components Include:
• Authorization of a Change Control Board
(CCB)
• Change request procedures
• Authorization levels for approving changes
• Change tracking procedures and tools utilized

14. Configuration
Management
Plan
Part of the Develop Project
Management Plan Process
Defines the management of
changes to deliverables and
the documentation
Describes a version control
system for the documentation
Can include a change control
system for managing changes

15. Scope
Management
Plan
Components include:
Directions for preparing
project scope statement
Approval process for
scope baseline
Formal acceptance
procedures for project
deliverables
Describes how the scope will be defined,
developed, monitored, controlled, and validated
Part of Project Scope Management knowledge
area

16. Requirements Management Plan
PART OF PROJECT SCOPE
MANAGEMENT
KNOWLEDGEAREA
DESCRIBES HOW
REQUIREMENTSWILL BE
COLLECTED,ANALYZED,
AND DOCUMENTED
THE PROCESS FOR
PLANNING,TRACKING,
AND REPORTING
REQUIREMENTS
PRIORITIZATION
PROCESS FOR
CONFLICTING
REQUIREMENTS

17. 4.3 DIRECT
AND MANAGE
PROJECT
WORK
Belongs to the
Executing Process
Group

18. 4.3 DIRECT
AND
MANAGE
PROJECT
WORK
Conducted in the Executing Process Group
Integrates the people management, project work, and approved
changes
The Project Plan is a major input
Includes:
• Requesting Changes
• Doing the Project Work
• Doing Approved Changes
• Correcting Defects
Outputs:
• Project Deliverables/Work product
• Work Performance Information
• New Change Requests and the implementation
• Defect Corrections

19. 4.4 MANAGE
PROJECT
KNOWLEDGE
Belongs to the
Executing Process
Group

20. 4.4 MANAGE
PROJECT
KNOWLEDGE
Carried out during
the Executing
Process Group
Using existing
knowledge to
ensure successful
project completion
Create and
document new
knowledge gained
to help ensure
successful
completion of
future projects
Outputs:
• Lessons Learned
Register, ongoing
documentation of
lessons learned

21. 4.5 MONITOR
AND CONTROL
PROJECT
WORK
Belongs to the
Monitoring &
Controlling Process
Group

22. 4.5 MONITORAND CONTROL PROJECT
WORK
Occurs as part of the Monitoring & Controlling process group,
but it is a function done from Initiation until Closing
Requires monitoring project performance measurements
Possible Outputs:
Change Requests
Updates to Project Management Plan
Work authorizations/Official start of work package activities

23. 4.6 PERFORM
INTEGRATED
CHANGE
CONTROL
Belongs to the
Monitoring &
Controlling Process
Group

24. 4.6
PERFORM
INTEGRATE
D CHANGE
CONTROL
Conducted as part of the
Monitoring & Controlling Process
Group
Works to ensure successful change
management of the project by
evaluating change impacts
Requires:
Complete Project
Management Plan
with realistic goals
A completed scope
of the project

25. THE PROJECT MANAGER
SHOULD:
■ Work towards obtaining accurate final requirements to limit
possible changes
■ Work to ensure risks are identified and mitigation plans in place
■ Develop time and costs reserves within the plan
■ Ensure a process is in place to control changes and make sure the
process is followed
■ Allow only formally approved changes to be implemented
■ Develop clear roles, responsibilities, and escalation path for
approving changes
■ Watch for the occurrence of excessive change requests which may
require reconsideration of the Business Case

26. 4.7 CLOSE
PROJECT OR
PHASE
Belongs to the
Closing Process
Group

27. 4.7 CLOSE
PROJECT OR
PHASE
Occurs in the
Closing
Process
Group
Close out all
knowledge
areas
Get the final
approval for
the project
from the
customer

28. Sources
■ A Guide to the Project Management Body of Knowledge – 6th Edition
■ https://www.pmi.org/
Joshua Render
https://agile-mercurial.com