Chapter 4: Project Integration Management

Chapter 4: Project Integration Management

1. Initiating Process Group

   • Develop Project Charter
     • The Project Charter authorizes the PM to do the Work
     • Inputs
       • Enterprise Environmental Factor
         • For example: Everyone gets a two-hour lunch every day
       • Organizational Process Assets
         • For example: Lessons Learned
       • Agreements
       • Business Case
         • Says why it’s worth it to spend money on the project
       • Project Statement of Work
         • This is a description of the business need, the scope, and how the project fits into the strategic plan.
     • Outputs
       • Project Charter
         • Project Description
         • Project Requirements
         • Assigned Project Manager and Authority Level
         • Summary Milestone Schedule
         • Business Case
     • Tools and Techniques
       • Expert Judgement
         • You bring in an expert from outside your project to offer advice or lend expertise.
       • Facilitation Techniques
         • All of the approaches you take to get everybody on the same page

2. Planning Process Group

   • Develop Project Management Plan
     • The Project Management Plan guides everything that happens on the project. Is where you organize all of the information about your project into one place
     • Inputs
       • Enterprise Environmental Factors
         • Personnel management guidelines and stakeholder risk tolerance
         • Project management information system
           • it’s generally part of any change control system It defines how work is assigned to people
       • Organizational Process Assets
       • Project Charter
         • high- level requirements
       • Outputs Of Planning Processes
     • Tools and Techniques
       • Expert Judgement
       • Facilitation Techniques
     • Outputs
       • Project Management Plan
         • Subsidiary Plans
           • Scope Management Plan
           • Requirements Management Plan
           • Schedule Management Plan
           • Cost Management Plan
           • Quality Management Plan
           • Human Resource Management Plan
           • Communications Management Plan
           • Risk Management Plan
           • Procurement Management Plan
           • Stakeholder Management Plan
         • Baselines
           • Scope Baseline
           • Schedule Baseline
           • Cost Performance Baseline
         • All about planning for problems, and having the information you need to correct those problems when they occur.

3. Executing Process Group

   • Direct and Manage Project Work
     • Here’s where the work gets done
     • Inputs
       • Enterprise Environmental Factors
       • Organizational Process Assets
       • Project Management Plan
       • Approved Change Requests
     • Tools and Techniques
       • Expert Judgement
       • Meetings
       • Project Management Information System
     • Outputs
       • Work Performance Data
       • Deliverables
       • Change Requests
       • Project Document
       • Plan Updates

4. Monitoring And Controlling Process Group

   • Monitor and Control Project Work
     • Where you could catch problems
     • Inputs
       • Enterprise Environmental Factors
       • Organizational Process Assets
       • Project Management Plan
       • Work Performance Information
       • Validated Changes
       • Schedule and Cost Forecast
     • Outputs
       • Change Requests
       • Project Management Plan Updates
       • Project Document Updates
       • Work Performance Reports
     • Tools and Techniques
       • Expert Judgment
       • Analytical Techniques
       • Meetings
       • Project Management Information System
   • Perform Integrated Change Control
     • This is where you figure out how to fix them
     • You should also update your Project Management plan to reflect any extra steps
     • Where you decide whether or not to make them
     • Inputs
       • Enterprise Environmental Factors
       • Organizational Process Assets
       • Change Requests
       • Work Performance Reports
       • Project Management Plan
     • Tools and Techniques
       • Expert Judgement
       • Meetings
       • Change Control Tools
     • Outputs
       • Approved Change Requests
       • Project Management Plan Updates
       • Project Document Updates
       • Change Log
         • All changes, even the ones that don’t get approved, are written in the change log.
     • Change Control Board
     • Change Control Meetings
     • It’s your job as a project manager to know the impact of requested changes to your project and prioritize them for the change control board
     • You always have the authority to make changes to your project if they don’t affect cost, schedule, or scope.

5. Closing Process Group

   • Close Project or Phase
     • Inputs
       • Organizational Process Assets
       • Project Management Plan
       • Accepted Deliverables
     • The project manager makes sure that all the work is done, and that each deliverable has been accepted by the stakeholders.
     • Tools and Techniques
       • Expert Judgment
       • Meetings
       • Analytical Techniques
     • Outputs
       • Organizational Process Assets
         • Lessons Learned
       • Final product, service, or result transition