INTEGRATION

MANAGEMENT
Rafik El Daly, PMP

INTEGRATION MANAGEMENT
PMBOK Includes the processes and activities
needed to identify, define, combine, unify and
coordinate the various processes and project
management activities within the PM Process
Groups.
Process Name

Project Management
Process Group

Develop Project Charter

Initiating

Develop Project Management Plan

Planning

Direct and Manage Project Execution

Perform Integrated Change Control

Executing
Monitoring and
Controlling
Monitoring and
Controlling

Close Project

Closing

Monitor and Control Project Work

DEVELOP PROJECT CHARTER

PMBOK- The process of developing a document that
formally authorizes a project or a phase and
documenting initial requirement that satisfy the
stakeholders needs and expectations.
It establishes the partnership between the performing
organization and the requesting organization.
Inputs (5)

Project Statement of work (SOW)

A written description of the projects product, service or result.

Usually given to the PM by the project sponsor, or Senior
Management. Based on business need, product, or service
requirements.

DEVELOP PROJECT CHARTER CONT.

Business Case- Necessary information that determines

whether or not the project is worth the required
investment
Market Demand- taking advantage of a gap in business
by your competition or adjusting to existing market
trends and products, i.e. car service (Uber)
Customer Request- Taking on a project that the
customer will pay for, i.e. building a house

DEVELOP PROJECT CHARTER

CONTINUED

Business case continued

Organizational Need-Developing an internal resource to cut

down on expenses, or to increase profits. i.e. to combine staff
functions to streamline operations.
Legal requirement- To be inline with local laws and
regulations. i.e. New EPA regulations for the removal of
HAZMAT
Project selection Methods
Benefit Cost Ratio (BCR)

Economic Value Add (EVA)

The Project return as an interest rate, % the higher the better

Opportunity Cost, (Smaller is better)

Payback Period, (Quicker is better)
Present value (time value of money) and Net Present Value
(time value of money w/costs factored in)

How much value a project has created for its stakeholders

Internal Rate of Return (IRR)

Ratio of Benefits to Cost

PV= FV/ (1+r)n

ROI, (Return on Investment)

DEVELOP PROJECT CHARTER

CONTINUED

Agreements
Service Level Agreements (SLA)
Letters of intent
Contract between internal and external customer
Work required to be performed for Payment

Enterprise Environmental Factors

Organizational Process Assets

DEVELOP PROJECT CHARTER

Tools

CONTINUED

(2)

Expert

Judgment
Facilitation Techniques
Guide the development of the project,
(Project Meetings, brainstorming, problem
solving, & conflict resolution)
Use to accomplish project activities

DEVELOP PROJECT CHARTER

Output

CONTINUED

(1)

Project Charter
Formally authorizes the existence of the
project
Project Manager Assigned and Authority Level
Signed by the organization senior
management
High Level requirements & risks
Preliminary Project Budget
Project Purpose or justification
Summary Milestone schedule

DEVELOP PROJECT MANAGEMENT PLAN

PMBOK- The process of documenting the actions

necessary to define, prepare, integrate and
coordinate all subsidiary plans. It defines how the
project is to be executed, monitor and controlled and
closed.

A document that will constantly change

throughout the lifecycle of the project.
Single Document that is created by the Project
team, but managed by the Project Manager
Summary or Detailed (better to be detailed)
Made up of 13 plans, and 3 baselines.

DEVELOP PROJECT MANAGEMENT PLAN

CONTINUED

Inputs (4)
Project Charter
Outputs from other Planning Processes
Enterprise Environmental Factors
Organizational Process Assets
Tools (2)
Expert Judgment
Facilitation Techniques

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DEVELOP PROJECT MANAGEMENT PLAN

CONTINUED

Outputs (1)
Project

Management Plan
3 Baselines
13 Subsidiary plans
Approved by either the Project Manager,
Sponsor, Functional Manager, Program
Manager, or in rare instances Senior
Management
Provides Guidance on project execution
Formal Written piece of communication
Only changed when a change request is
generated and approved by the change
control board

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DIRECT AND MANAGE PROJECT EXECUTION

PMBOK- The process of performing the work

defined in the Project Management plan to achieve
the project objectives
Project Manager directs the team in execution of
project deliverables, managing project resources,
and change requests, collect and document
lessons learned for project archival.
Requires the review of the impact of all project
changes
Project deliverables are produced
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DIRECT AND MANAGE PROJECT

EXECUTION
Inputs (4)
Project

Management Plan
Approved Change Requests
Enterprise Environmental Factors
Organizational Process Assets

Tools (3)
Expert

Judgment

PMIS
Meetings
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DIRECT AND MANAGE PROJECT EXECUTION

CONTINUED
Outputs

(5)

Deliverables, (Project end objective)

Any product, service, or result required to
complete the project
Work Performance Data
Information on the status of these deliverables
Is it tracking Positive or Negative against the
plan/baselines, (cost/durations)
Work completed, start/end dates of activities,
# of changes requests, # of defects,
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DIRECT AND MANAGE PROJECT EXECUTION

Change

CONTINUED

Requests

Corrective Action,
Fixing past errors
Realigns the project performance
Preventive Action
Fixing future errors
Questions if everything is aligned with the project plan
Defect Repair
Modify a nonconforming product or result
Updates
To reflect modified or new ideas or content

Project

Management Plan updates

Project Document updates

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MONITOR AND CONTROL PROJECT

WORK
PMBOK- The process of tracking, reviewing, and
regulating the progress to meet the performance
objectives defined in the PM Plan. Continuous
monitoring allows the team insight to the health of
the project and identifies any areas that may
require special attention.
Deliverables are being produced, are in line with the
plan? If not why, what corrective action is needed
and by whom and when?
Comparing actual performance against the project
plan
Monitor implementation of approved changes
Provide appropriate reporting on progress and
status to the project team and stakeholders
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MONITOR AND CONTROL PROJECT

WORK CONTINUED

Inputs: (7)
Project Management Plan
Schedule Forecasts

Cost Forecast

Progress against the cost baseline

Validated Changes

Progress against the schedule baseline

Ensure that any approved change request was properly

executed

Work Performance Information

Status of the deliverables, project forecasts, status of change

request

Enterprise Environmental Factors

Organizational Process Asset

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MONITOR AND CONTROL PROJECT WORK

CONTINUED
Tools

(4)
Expert Judgment
Analytical Techniques

Forecast potential outcomes based on variables, (project,

environmental) and their relationship with other variables

Meetings
PMIS
Outputs (4)
Change request
Work Performance Reports
Project Management Plan updates
Project Document updates

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INTEGRATED CHANGE CONTROL

PMBOK- The process of reviewing all change requests, approving changes and managing changes to the
deliverables, organizational process assets, project documents and the Project Management Plan. Only
approved changes are incorporated into the revised baselines and plans.
Process where you assess the changes impact on the project

PM ultimately responsible for all changes

Any Stakeholder may request a change

Must be submitted in written form

Primarily focused on managing change to projects Scope

Change Control Board (committee responsible for reviewing changes)

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INTEGRATED CHANGE CONTROL

Inputs (5)

Project Management Plan

Work Performance Reports
Change requests
Enterprise Environmental Factors
Organizational Process Assets

Tools (3)
Expert Judgment
Meetings
Change Control Tools

To manage the change requests, status, and resulting decisions

Update the Stakeholders with current information
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INTEGRATED CHANGE CONTROL

CONTINUED

Outputs (4)

Approved Change Requests

Change log

Document all changes request, (impact to risk, baselines)

Rejected changes are also recorded

Project Management plan updates

Project Document updates

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INTEGRATED CHANGE CONTROL

CONTINUED

Process for making change

1. Identify Change
2. Create a change request
3. Assess the change
4. Look at the impact of the change
5. Look for Options
6. Change request is approved or rejected
7. If approved, adjust the Project
management plan
8. Manage the project to the new plan
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CLOSE PROJECT

PMBOK-the process of finalizing all activities across

all of the Project Management Process Groups to
formally complete the project or phase. The close
Project or phase process also establishes the
procedures to investigate and document the
reasons for actions taken if the project is
terminated before completion.

Input (3)
Project

Management Plan
Accepted Deliverables
Organizational Process assets

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CLOSE PROJECT
Tools (3)

CONTINUED

Expert

Judgment
Analytical Techniques
Meetings

Outputs (2)
Final

Product service, or result

Organizational Process Assets Updates

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