Project Integration Management

SEESION 3
Project Integration
Management
Eng.Mukhlis Mirghani
Session Objectives
To know how to:

4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Project Integration Management
FOCUS ON:
• Ensures proper coordination among
project management process groups.
• managing the interdependencies among
the project management Knowledge
Areas.
4.1 Develop Project Charter
Definition Key Benefit

It is the document that: • Provide a well-defined
o formally authorizes a project start and
project, project boundaries,
creation of a formal
o provide the project
record of the project &
manager with the
a direct way for senior
authority to apply
management to formally
organizational resources
accept and commit to
to the project activities.
the project.
.1 Project
statement of
.1 Expert
work
judgment .1 Project
.2 Business
.2 Facilitation charter
case
techniques
.3 Agreements
.4 EEF
.5 OPA
5.1
Plan Scope
Management
Project
Initiator/ 5.2
Sponsor Collect
Requirements
*Project SoW 4.1 Develop

*Agreements Project 5.3
* Business Case Charter Define Scope
7.1
Enterprise, Org. Plan Cost
Project Management
Charter
OPA,EEF
11.1
4.2 Plan Risk
Develop Project Management
Management
Plan 13.1
Eng.Mukhlis Mirghani Identify
Stakeholders
Inputs
2. Business Case
1. Project Statement of Work
whether or not the project is worth
 is a narrative description investment
of products, services, or business need and the cost-benefit
results to be delivered by analysis
a project. 3. Agreements
 It references the contracts, letter of agreements,
letter of intents, etc.
following:
4. Enterprise Environmental
o Business Need Factors
Business reason for doing it Governmental or industry standards
o Product Scope Description Organizational Infrastructure
Marketplace conditions
What needs to be done
5. Organizational Process Assets
o Strategic Plan e.g. project charter templates
How the project supports the Historical Information and Lessons
organizational strategy Eng.Mukhlis Mirghani
learned
Tools and techniques
1. Expert Judgment 2. Facilitation Techniques.
knowledgeable and o Brainstorming,

experiences persons o conflict resolution,
(groups) from many o problem solving,
sources including: o meeting management
o Consultants are used by facilitators to
o Subject Matter Experts help teams and
o Project Management individuals accomplish
Office project activities
outputs
1. PROJECT CHARTER
a. Project purpose or justification,
b. Measurable project objectives and related success criteria,
c. High-level requirements,
d. Assumptions and constraints,
e. High-level project description and boundaries,
f. High-level risks,
g. Summary milestone schedule,
h. Summary budget,
i. Stakeholder list,
j. Project approval requirements
k. Assigned project manager, responsibility, and authority level
l. Name and authority of the sponsor authorizing the project
charter Eng.Mukhlis Mirghani
4.2 Develop Project
Management Plan

Isthe process of: • a central document that
o defining, defines the basis of all
project work
o preparing,
• defines how the project
o coordinating
is executed, monitored
ALL SUBSIDAIRY PLAN and controlled, and
o integrating them into a closed
COMPREHENSIVE • GUIDE
project management plan.
.1 Project
charter .1 Expert
.2 Outputs judgment .1 Project
from other .2 Facilitation management
processes techniques plan
.3 EEF
.4 OPA
Inputs
2. Outputs from other PLANNING PROCESSES
o described in Chapters 5 through 13 are
integrated to create the project
management plan.
o Any baselines and subsidiary plans that are
an output from other planning processes are
inputs to this process.
o In addition, changes to these documents
may necessitate updates to the project
management plan.
outputs
1. Project Management Plan

It integrates and consolidates all of the subsidiary
plans and baselines from the planning processes
4.3 Direct and Manage Project
Work

is the process of: • provides overall
o leading and performing management of the
project work.
the work defined in the
project management plan
and implementing
approved changes to
achieve the project’s
objectives.
Direct and Manage Project Work
activities
• Perform activities to accomplish project objectives;

• Create project deliverables to meet the planned
project work;
• Provide, train, and manage the team members
assigned to the project;
• Obtain, manage, and use resources including
materials, tools, equipment, and facilities;
• Implement the planned methods and standards;
• Establish and manage project communication
channels, both external and internal to the project
team;
Direct and Manage Project Work
activities
• Generate work performance data, such as cost,

schedule, technical and quality progress, and status to
facilitate forecasting;
• Issue change requests and implement approved
changes into the project’s scope, plans, and
environment;
• Manage risks and implement risk response activities;
• Manage sellers and suppliers;
• Manage stakeholders and their engagement; and
• Collect and document lessons learned and implement
approved process improvement activities.
.1Deliverables
.2 WRD
.1 Project .3 Change
management requests
.1 Expert
plan .4 Project
judgment
.2 Approved management
.2 PMIS
change plan
.3 Meetings
requests updates
.3 EEF .5 Project
.4 OPA documents
updates
Deliverables 8.3
4.5 control quality
Perform Integrated
Change Control
5.3
Approved CR control Scope
4.3 Direct and WRD

Enterprise, manage 5.4
Org. Project Work Validate scope
OPA,EEF Project mgt. 6.7

Project mgt. Plan updates Control schedule
Plan
project doc. 4.2
Develop Project 7.3control cost
Project doc. Management
updates Plan
11.7
Control Risk
12.4 13.4
Control Control SHs 10.4
Procurment engagement
Control comm.
Outputs
1. Deliverables
tangible components completed to meet the
project objectives and can include elements
of the project management plan
2. Change Requests
“A change request is a formal proposal to
modify any document, deliverable, or
baseline”
(corrective actions, preventive actions, defect
repair)
outputs
5.Work Performance Data
For examples:
• work completed,
• key performance indicators,
• technical performance measures,
• start and finish dates of schedule activities,
• number of change requests, number of
defects, actual costs, and actual durations
4.4 Monitor and Control
Project Work

Is theprocess of: allows stakeholders to
otracking, understand the current
oreviewing, state of the project, the
oreporting steps taken, and budget,
the progress schedule, and scope
to meet the performance forecasts
objectives defined in the
project management plan.
 Comparing ACTUAL project
performance against the
project management plan
.1 Change
requests
.1 Project mgt plan
.1 Expert .2 Work
.2 Schedule
forecasts judgment performance
.3 Cost forecasts .2 PMIS reports
.4 Validated .3 Meetings .3 Project
changes .4 Analytical management
.5 WPI Techq. plan updates
.6 EEF
.4 Project
.7 OPA
documents
updates
Enterprise, Prj doc.
10.4 Org. 9.
Prj. Doc.
Control comm. Manage
updates
prj. team
5.3 4.2
control Scope Develop Project
Management 11.7
Plan Control
Risk
5.4 Project mgt. Project mgt.
Validate scope Plan Plan updates
10.4
13.4 Control
4.3 Monitor and WPR
Control SHs WPI comm.
engagement control Project Work
12.4
12.4 Control
CR
Control
cost Schedule Proc.
Procurment forecast
forecast 4.5
11.7 Perform Integrated
Control Risk Change Control
Validated
8.3 changes
control quality 6.7
7.3control cost Control schedule
inputs
1. Project Management Plan
Subsidiary plans and baselines form the BASIS for
controlling the project.
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BAC)
The forecast used to determine if the project is still within
defined tolerance ranges and identify any necessary
change requests
4. Validated Change Requests (including corrective and/or
preventive actions and defect repair)
5. Work Performance Information
e.g. status of deliverables, implementation status for
change requests Eng.Mukhlis Mirghani
1. Analytical Techniques
are applied in project management to
forecast potential outcomes(EVM , Variance
Analysis, Trend Analysis)
3. Project Management Information Systems
4. Meetings
face-to-face, virtual, formal, or informal
outputs
1. Change Requests
A result of comparing planned results to actual results
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Documents Updates
changes, after being processed through the appropriate
change control process can lead to project management
plan updates
4.5 Perform Integrated
Change Control

the process of: • it allows for documented
o reviewing all change changes within the
requests; project to be considered
in AN INTEGRATED
o approving changes
FASHION while reducing
o managing changes to project risk, which often
deliverables, OPA, and arises from changes made
the project management without consideration to
plan; the overall project
o communicating their objectives or plans
disposition
.1 Approved
change
.1 Project mgt requests
.1 Expert
plan .2 Change log
judgment
.2 WPR .3 Project
.2 Meetings
.3 Change mgt plan
.3 Change
requests updates
control tools
.4 EEF .4 Project
.5 OPA documents
updates
inputs
2 Change request
All of the Monitoring and Controlling processes and many
of the Executing processes produce change requests as
an output.
2. Meetings
a change control board (CCB) is responsible
for meeting and reviewing the change
requests and approving, rejecting those
changes.
3. Change control tools
manual or automated tools
outputs
1. Change Requests
STATUS (approved/rejected)
2. A change log
used to document changes that occur during a project.
their impact to the project in terms of time, cost, and risk,
communicated to the appropriate stakeholders.
Rejected CR are ALSO captured in the change log.
3. Project management plan updates
Subsidiary plans and Baselines that are subject to the
formal change control process
4.6 Close Project or Phase

the process of: it provides:
o finalizing all activities • lessons learned,
across all of the • the formal ending of
PROJECT MANAGEMENT project work,
PROCESS GROUPS to • the release of
formally complete the organization resources
project or phase to pursue new endeavors
4.2
Develop Project
5.5 Management
Validate scope Plan
Project mgt.
Accepted
Plan
Deliverables
4.6 Close CUSTOMER
OPA,EEF
Enterprise, Project or
Org. Phase Final Product ,
Result
OPA updates
.1 Expert .1 Final
.1 Project mgt judgment product,
plan .2 Analytical service, or
.2 Accepted techniques result
deliverables .3 Meetings transition
.3 OPA .2 OPA updates
inputs
2. ACCEPTED DELIVERABLES
In case of Partial or interim deliverables may also be included for
phased or cancelled projects.
outputs
1. Final Product, Service, or Result Transition
2. Organizational Process Assets updates
o Project files
o Closure documents
o historial information,
ANY
QUESTIONS !!
Thanks for
YOUR ATTENTION

Project Integration Management

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SEESION 3

To know how to:

Definition Key Benefit

*Project SoW 4.1 Develop

1. Expert Judgment 2. Facilitation Techniques.

knowledgeable and o Brainstorming,

Definition Key Benefit

1. Project Management Plan

Definition Key Benefit

• Perform activities to accomplish project objectives;

• Generate work performance data, such as cost,

4.3 Direct and WRD

OPA,EEF Project mgt. 6.7

Definition Key Benefit

Definition Key Benefit

Definition Key Benefit

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