Project Integration Management involves five key processes: 1. Develop Project Charter - Defines the project. 2. Develop Project Management Plan - Guides how the project will be executed. 3. Direct and Manage Project Execution - Performing the work outlined in the plan. 4. Monitor and Control Project Work - Tracking progress and addressing issues. 5. Perform Integrated Change Control - Reviewing and approving/managing changes. These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.

1. Project Integration Management

2. • Process Groups & Knowledge Areas Mapping
Knowledge Area
Process
Initiating Planning Executing Monitoring & Control Closing
Integration Develop Project
Charter
Develop Project Management Plan Direct and Manage Project
Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project
Scope Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time Define Activities
Sequence Activities
Estimate Activities Resources
Estimate Activities Duration
Develop Schedule
Control Schedule
Cost Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Develop Human Resources Plan Acquire Project Team
Develop Project Team
Manage Project Team
Communication Identify
Stakeholders
Plan Communications Distribute Information
Manage Stakeholders Expectations
Report Performance
Risk Plan Risk Management
Identify Risk
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks
Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements

3. Project Integration Management
Knowledge
Area
Process
Initiating Planning Executing Monitoring & Contol Closing
integration
• Develop
Project
Charter
• Develop Project
Management
Plan
• Direct and
Manage Project
Execution
• Monitor and Control
Project Work
• Perform Integrated
Change Control
• Close
Project
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes

4. Execute Plan + Implement approved changes
Direct & Manage Project Execution
Changes (produce and implement)
-Corrective Action: FORMAL documented
direction/activity to bring future work in
line with plan.
-Preventive Action: reduce probability of
negative consequences associated with
Risks
Defect Repair:
- formal document identification of a defect &
recommendation to replace or repair.

5. Direct & Manage Project Execution
• The process of performing the work defined in the project
management plan to achieve the project’s objectives.
Inputs
1. Project management
plan
2. Approved change
request
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
2. Management
information system
Outputs
1. Deliverables work
2. Performance
information
3. Change requests
4. Project management
plan updates
5. Project document
updates

7. • Process Groups & Knowledge Areas Mapping
Knowledge Area
Process
Initiating Planning Executing Monitoring & Control Closing
Integration Develop Project
Charter
Develop Project Management Plan Direct and Manage Project
Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project
Scope Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time Define Activities
Sequence Activities
Estimate Activities Resources
Estimate Activities Duration
Develop Schedule
Control Schedule
Cost Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Develop Human Resources Plan Acquire Project Team
Develop Project Team
Manage Project Team
Communication Identify
Stakeholders
Plan Communications Distribute Information
Manage Stakeholders Expectations
Report Performance
Risk Plan Risk Management
Identify Risk
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks
Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements

8. Monitor & Control Project Work
1-Comparing actual project performance against
the project management plan.
2 - Assessing performance to determine whether
any corrective or preventive action are indicated.
Analyzing, tracking, and monitoring project risk.
3 - Maintaining an accurate, timely information
base concerning the project’s products. Providing
forecasts to update current cost and schedule
information.
4- Monitoring implementation of approved change
when and as they occur

9. Monitor & Control Project Work
• The process of tracking, reviewing, and regulating the
progress to meet the performance objectives defined in the
project management plan.
Inputs
1. Project management
plan
2. Performance reports
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Change requests
2. Project management
plan updates
3. Project document
updates

10. Monitor and Control Project Work Data Flow Diagram

11. Perform Integrated Change Control
• Before push or ask the management for
approval
• Do you know if there’s another alternative?
• Did you evaluate/investigate the effect/impact
of each of the options(on time and cost for
example)?
• What’s the best option?
• Do you have the authority to change or do
you have to go to CCB?

12. 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.
Inputs
1. Project management
plan
2. Performance reports
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Change requests
2. Project management
plan updates
3. Project document
updates

13. Perform Integrated Change Control Data Flow Diagram

14. -Satisfy completion or exit criteria for project or
phase.
-Transfer products, services or results to next phase
or stage
-Verify and document the project deliverables
-Formalize acceptance by customer or sponsor.
- Collect & ARCHIVE PROJECT RECORDS.
- AUDIT success and failure
- Gather & document LESSONS LEARNED.
-Archive project information for future use
Closing Project or Phase

15. Closing Project or Phase
• The process of of finalizing all activities across all of the Project
Management Process Groups to formally complete the project or phase.
Inputs
1. Project management
plan
2. Accepted deliverables
3. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Final product, service or
result
2. Organizational process
assets updates

16. Close Project or Phase Data Flow Diagram

17. General Principles and Guidelines
• Do the right thing!
• Behave in an honest, open manner
• Solve problems, do not hide them
• Do not violate local laws
• Do not accept bribes or favors
• Disclose potential conflicts of interest

18. General Principles and Guidelines
• Keep people informed
• Do not change standards or requirements
after the fact
• Attempt to resolve problems at the level they
occur, i.e. do not immediately escalate!
• Make accurate, honest reports
• Make decisions on the basis of facts; not
hearsay, assumptions, or opinions

19. QUESTIONS?

20. • 1- a project manager has made a change to
the project what should she do NEXT?
A-Assign resources
B-Revise the project management plan and /or
project documents
C- evaluate impact
D- request change control board involvement

21. • 2-which of the following best describes the
project managers role as an integrator?
A- help team members become familiar with
the project
B- put all the pieces of a project into a
cohesive whole
C- put all the pieces of a project into a program
D- Get all team members togather into a
cohesive whole

22. 3-in the process of reviewing the status of your team work
assignments, you learn that the project has fallen behind
schedule by one week. The project has high visibility within
the organization and is completely date- driven. The project
finish date is still two months out and you think you can
recover the time over the next month or so. What is the best
course of action for reporting the project status?
A- report the project on schedule . This is not a significant
slippage and there is still time to recover.
B- report the project on schedule. Most project management
plans are not accurate to less than one or two weeks anyway
C- report the project one week behind schedule and include
recommended corrective actions
D- report the project one week behind schedule and then issue
a new report next week showing the problem fixed.

23. 4-a team member notifies you . After the fact , that she has
added extra functionality to the project . There was no
impact on the cost or schedule . What should be done as a
result of this change?
A- inform the customer
B- make sure marketing is aware of the change
C-understand what functionality was added
D- implement change control processes to track the change

24. • 5- you are in the middle of a new product
development project for your publicly traded
company when you discover that the previous
project manager made 3.000.000 $ payment that
was not approved in accordance with your company
policies. Luckily, the project cost performance index
( CPI) is 1.2 what should you do?
• A- contact your manager
• B- put payment in an escrow account
• C- bury the cost in the larger cost center available
• D- ignore the payment

25. • 6-your company is in competition to win a
major project for the government of a
country. Your contacts in that country inform
you that you must make a large payment to
the foreign minister to be considered for the
project. What should you do?
A- inform your company's management, and
ask for direction
B- do not make the payment
C- have the local contact make the payment
D- make the payment

26. Thank you