Chapter 4:

Project Integration
Management

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 Learning Objectives
 Describe an overall framework for project integration
management as it relates to the other project management
knowledge areas and the project life cycle
 Describe project plan development, including project plan
content, using guidelines and templates for developing
plans, and performing a stakeholder analysis to help manage
relationships
 Explain project plan execution, its relationship to project
planning, the factors related to successful results, and tools
and techniques to assist in project plan execution
 Understand the integrated change control process, planning
for and managing changes on information technology
projects, and developing and using a change control system
 Describe how software can assist in project integration
management
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 EXPLAINING CASE TERMS
 WBS – outcome oriented analysis of the work
involved in a project that defines the total scope of
the project.
 Project plan – document used to co-ordinate all
project planning documents and guide project
execution and control. (overview of the project,
description, mgt and tech. processes used,
sections describing work done, schedule
information, budget information).
 Lessons learned – reflective statements written
by PMs and their team members.
 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 success
 Project integration management
 Project integration management is helps
teams work together more seamlessly.
 Integration management takes various
processes, systems, and methodologies and
brings them together to form a cohesive
strategy.
 Project Integration
Management Processes
 Developing the project charter: Work with
stakeholders to create the document that formally
authorizes a project- the charter.

 Developing the project management plan

involves coordinating all planning efforts to create
a consistent, coherent - document—the project
management plan

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 Project Integration
Management Processes conts
 Directing and managing project work involves
carrying out the project management plan by
performing the activities included in it. The outputs of
this process are deliverables, work performance
information, change requests, project management
plan updates, and project documents updates
 Monitoring and controlling project work involves
overseeing activities to meet the performance
objectives of the project. The outputs of this process
are change requests, project management plan
updates, and project documents updates.
 Project Integration Management
Processes conts
 Performing integrated change control involves
identifying, evaluating, and managing changes
throughout the project life cycle. The outputs of this
process include change request status updates, project
management plan updates, and project documents
updates.
 Closing the project or phase involves finalizing all
activities to formally close the project or phase. Outputs
of this process include final product, service, or result
transition and organizational process assets updates.
Figure 4-1 summarizes these processes and outputs, and
shows when they occur in a typical project
Figure 4-1. Project Integration
Management summary

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 The Key to Overall Project Success:
Good Project Integration Management
• Many people consider project integration management
the key to overall project success.
• Someone must take responsibility for coordinating all of
the people, plans, and work required to complete a
project.
• Someone must focus on the big picture of the project
and steer the project team toward successful completion.
• Someone must make the final decisions when conflicts
occur among project goals or people. Someone must
communicate key project information to top
management. These responsibilities belong to the project
manager, whose chief means for accomplishing all these
tasks is project integration management.
 The Key to Overall Project Success:
Good Project Integration Management

 Good project integration management is critical to

providing stakeholder satisfaction. Project integration
management includes interface management, which
involves identifying and managing the points of interaction
between various elements of a project.
 Thus, one of the most important jobs of a project
manager is to establish and maintain good communication
and relationships across organizational interfaces.
 The project manager must communicate well with all
project stakeholders, including customers, the project
team, top management, other project managers, and
opponents of the project.
 Chapter 4 Opening case
 What happens when a project
manager does not communicate well
with all stakeholders?
 In the chapter’s opening case, Nick Carson
seemed to ignore a key stakeholder for the
DNA-sequencing instrument project—his
top management
Figure 4-2. Framework for Project
Integration Management

Focus on pulling everything to-

gether to reach project success!

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 Developing the project charter:
 After deciding what project to work on, it is
important to let the rest of the organization know.
 A project charter is a document that formally
recognizes the existence of a project and provides
direction on the project’s objectives and
management.
 Key project stakeholders should sign a project
charter to acknowledge agreement on the need and
intent of the project; a signed charter is a key output
of project integration management.
 Developing the project charter:
 The PMBOK® Guide, Fifth Edition lists inputs,
tools, techniques, and outputs of the six
project integration management processes.
For example, the following inputs are helpful
in developing a project charter:
 A project statement of work, a business case,
Agreements, enterprise environmental factors,
Organizational process assets
 The only output of the process to develop a project
charter is the charter itself.
 Project Plan Development
 To coordinate and integrate information across
project management knowledge areas and across
the organization, there must be a good project
management plan
 A Project Management Plan is a document used
to coordinate all project planning documents and
helps to guide project execution and control.
 Project plans assist the project manager in leading
the project team and assessing project status
 Project performance should be measured against a
baseline plan

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 Attributes of Project Plans
Just as projects are unique, so are project
plans
 Plans should be dynamic

 Plans should be flexible

 Plans should be updated as changes occur

 Plans should first and foremost guide

project execution

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 Common Elements of a Project
Plan
 Introduction or overview of the project
 Description of how the project is
organized
 Management and technical processes
used on the project
 Work to be done, schedule, and budget
information

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Intro of the Project should
include:
 Project name
 Brief description of the project & needs it
addresses
 Sponsor’s name
 Names of the project manager and key team
members
 Deliverables of the project (software, hardware,
tech rpts, training materials)
 Reference materials (other knowledge areas)
 List of definitions and acronyms
Section of Project plan
describing organization
 Organization charts
 Project responsibilities
 Other org related information
depending on the nature of the project
eg. Software upgrade project showing
timeline of the major steps involved or
diagram
 Section of Project plan describing
management and technical issues
 Management objectives – views, priorities,
assumptions, constraints
 Project controls – how to monitor progress and
handle changes (status reviews, use of charts,
forms)
 Risk management – identifying, managing,
controlling
 Project staffing – no. and type of people required
 Technical processes – any specific methodologies
used, how information is documented e.g. any case
tools used
 Section of Project plan
describing work to be done
 Using the WBS summarize the main work
packages of the project
 Key deliverables (any quality expectations
for these)
 Other work related information (e.g. any
specific hardware or software that must be
used on the project or certain specifications
that must be followed).
 Any major assumptions
 Section of Project plan describing
schedule information

 List key deliverables and planned

completion dates
 If small project, all work might be
represented in a Gantt chart.
 Detailed schedule ( showing dependencies
among activities or tasks)
 Include any assumptions
 Section of Project plan
describing budget information
 Summary budget – total estimates of
overall project’s budget. What the nos
mean. Is the estimate a firm no. or rough
estimate
 Detailed budget – what are fixed vs
recurring estimates for the project. What
are the financial benefits, human resources
needed to do the work, how are the labour
costs caluculated?
Table 4-1. Sample contents for a
Software Project Management Plan
(SPMP)

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 What the Winners Do
"The winners clearly spell out what needs to be
done in a project, by whom, when, and how.
For this they use an integrated toolbox, including
PM tools, methods, and techniques…If a scheduling
template is developed and used over and over, it
becomes a repeatable action that leads to higher
productivity and lower uncertainty. Sure, using
scheduling templates is neither a breakthrough nor
a feat. But laggards exhibited almost no use of the
templates. Rather, in constructing schedules their
project managers started with a clean sheet, a clear
waste of time." *
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Caution to IT Project Managers

 Many companies have guidelines for

creating project plans.
 Specific documentation standards are
not as rigorous/precise.
 Its good practice to follow
standards/guidelines for developing
project plans.
 Stakeholder Analysis
 A stakeholder analysis is a technique for
analyzing information to determine which
stakeholders’ interests to focus on and how
to increase stakeholder support throughout
the project.

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 Stakeholder Analysis
 A stakeholder analysis documents important
(often sensitive) information about
stakeholders such as
 stakeholders’ names and organizations
 roles on the project
 unique facts about stakeholders
 level of influence and interest in the project
 suggestions for managing relationships

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Example of a stakeholder
register
Table 4-2. Sample Stakeholder Analysis
Key Stakeholders
Ahmed Susan Erik Mark David
Organization Internal Project team Project team Hardware Project
senior vendor manager for
management other
internal
project
Role on Sponsor of DNA Lead Supplies Competing
project project and sequencing programmer some for company
one of the expert instrument resources
company's hardware
founders
Unique facts Demanding, Very smart, Best Start-up Nice guy,
likes details, Ph.D. in programmer company, he one of oldest
business biology, I know, knows we people at
focus, easy to work weird sense can make company,
Stanford with, has a of humor him rich if has 3 kids in
MBA toddler this works college
Level of Very high Very high High Very high Low to
interest medium
Level of Very high; Subject High; hard Low; other Low to
influence can call the matter to replace vendors medium
shots expert; available
critical to
success
Suggestions Keep Make sure Keep him Give him He knows
on managing informed, let she reviews happy so he enough lead his project
relationship him lead specification stays; time to takes a back
conversation s and leads emphasize deliver seat to this
s ,do as he testing; can stock hardware one, but I
says and do some options; can learn
quickly work from likes from him
home Mexican
food 31
 Importance of stakeholder
analysis

 Understand and meet stake holder's needs

and expectations.
 Help PM lead the execution of the project
plan.
 DIRECTING AND MANAGING
PROJECT WORK
 Directing and managing project work involves
managing and performing the work described in
the project management plan, one of the main
inputs for this process. Other inputs include
approved change requests, enterprise
environmental factors, and organizational process
assets. The majority of time and money is usually
spent on execution
 The application area of the project directly affects
project execution because the products of the
project are produced during execution
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 What Went Wrong?
 Many people have a poor view of plans based on past
experiences. Senior managers often require a plan, but then
no one follows up on whether the plan was followed.
 For example, one project manager said he would meet with
each project team leader within two months to review their
plans. The project manager created a detailed schedule for
these reviews. He cancelled the first meeting due to another
business commitment. He rescheduled the next meeting for
unexplained personal reasons. Two months later, the project
manager had still not met with over half of the project team
leaders.
 Why should project members feel obligated to follow their own
plans when the project manager obviously did not follow his?

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 Important Skills for Project
Execution
 General management skills like leadership,
communication, and political skills
 Product skills business, and application area
skills and knowledge.
 Use of specialized tools and techniques

What type of expertise was need for project team to

successfully produce the product? E.g JWD Intranet
project
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 Tools and Techniques for
Project Execution
 Work Authorization System: a method
for ensuring that qualified people do work
at the right time and in the proper
sequence
 Status Review Meetings: regularly
scheduled meetings used to exchange
project information
 Project Management Software: special
software to assist in managing projects
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Caution to IT project managers
 To improve project planning and
execution, plan before you work.
 Some project personnel have had to
swap job functions, solicit/seek input.
 Lead by example/ walk the talk????
 If its necessary to break org. rules to
produce results in a timely manner.
(communication, leadership & political skills)
 Monitoring and controlling
project work
 On large projects, many project managers say that
90 percent of the job is communicating and
managing changes. Changes are inevitable on most
projects, so it’s important to develop and follow a
process to monitor and control changes. Monitoring
project work includes collecting, measuring, and
disseminating performance information.
 The project team should continuously monitor
project performance to assess the overall health of
the project and identify areas that require special
attention.
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 Performing Integrated Change
Control
 Integrated change control involves
identifying, evaluating, and managing
changes throughout the project life cycle
 Three main objectives of change control:
 Influence the factors that create

changes to ensure they are beneficial

 Determine that a change has occurred

 Manage actual changes when and as

they occur 39
 Change Control on Information
Technology Projects
 Former view: The project team should strive to
do exactly what was planned on time and within
budget
Problem: Stakeholders rarely agreed up-
front on the project scope, and time and cost
estimates were inaccurate
 Modern view: Project management is a process of
constant communication and negotiation
Solution: Changes are often beneficial, and
the project team should plan for them
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 Change Control System
 A formal, documented process that
describes when and how official project
documents and work may be changed
 Describes who is authorized to make
changes and how to make them
 Often includes a change control board
(CCB), configuration management, and a
process for communicating changes
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 Change Control Boards (CCBs)

 A formal group of people responsible for

approving or rejecting changes on a project
 CCBs provide guidelines for preparing
change requests, evaluate change requests,
and manage the implementation of
approved changes
 Includes stakeholders from the entire
organization
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 Making Timely Changes
 Some CCBs only meet occasionally, so it
may take too long for changes to occur
 Some organizations have policies in place
for time-sensitive changes
 “48-hour policy” allows project team members
to make decisions, then they have 48 hours to
reverse the decision pending senior
management approval
 Delegate changes to the lowest level possible,
but keep everyone informed of changes 43
 Configuration Management

 Ensures that the products and their descriptions

are correct and complete
 Concentrates on the management of technology
by identifying and controlling the functional and
physical design characteristics of products
 Configuration management specialists identify
and document configuration requirements,
control changes, record and report changes, and
audit the products to verify conformance to
requirements
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 Table 4-3. Suggestions for Managing
Integrated Change Control
 View project management as a process of constant
communications and negotiations
 Plan for change
 Establish a formal change control system, including a
Change Control Board (CCB)
 Use good configuration management
 Define procedures for making timely decisions on
smaller changes
 Use written and oral performance reports to help
identify and manage change
 Use project management and other software to help
manage and communicate changes
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 Closing Projects
 To close a project, you must finalize all
activities and transfer the completed or
cancelled work to the appropriate people.
 Main outputs include:
 Administrative closure procedures.
 Contract closure procedures.
 Final products, services, or results.
 Organizational process asset updates.
 Using Software to Assist in
Project Integration Management
 Several types of software can be used to assist in
project integration management
 Documents can be created with word processing

software
 Presentations are created with presentation software

 Tracking can be done with spreadsheets or databases

 Communication software like e-mail and Web

authoring tools facilitate communications
 Project management software can pull everything

together and show detailed and summarized

information

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 Further reading
Scope Statements
 A scope statement is a document used to develop
and confirm a common understanding of the
project scope.
 It is an important tool for preventing scope creep:
scope creep meaning???.