Chapter

 2:    
Project  Integra2on  Management  
Stevbros  Training  &  Consultancy  
www.stevbros.edu.vn  

PMI,  PMP  and  PMBOK  are  registered  marks  of  the  Project  Management  Ins9tute,  Inc.  

Copyright@STEVBROS   Project  Management  Fundamentals   1  

 Overview  
    Ini%a%ng   Planning  process   Execu%ng   Monitoring  &   Closing  
process   group   process   controlling   process  
group   group   process  group   group  

Project   • Develop   • Develop   • Direct   • Monitor   • Close  

management   project   project   and   and   Project  
integra%on     charter   management   Manage   Control   or  
plan     Project   Project   Phase  
Execu2on   Work  
• Perform  
Integrated  
Change  
Control  

Copyright@STEVBROS   Project  Management  Fundamentals   2  

 Develop  charter  
• The   process   of   developing   a   document   that  
formally   authorizes   a   project   or   a   phase   and  
documen2ng   ini2al   requirements   that   sa2sfy  
the  stakeholder's  needs  and  expecta2ons.  

(A   Guide   to   the   Project   Management   Body   of   Knowledge,   FiBh   Edi9on   (PMBOK®   Guide)   ©2013   Project  
Management  Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐2  Page  66.)  
Copyright@STEVBROS   Project  Management  Fundamentals   3  
 Inputs(1/2)  
1. Project  Statement  of  Work  
• Business  Need:  organiza2on’s  business  need  may  be  based  
on   a   market   demand,   organiza2onal   need,   customer  
request,   legal   requirement,   technological   advance,  
ecological  impact,  social  need.  
• Product  Scope  Descrip2on  
• Strategic   Plan:   organiza2on’s   strategic   goals   should   be  
aligned  with  strategic  plan  
2. Business  Case    
• Provide   necessary   informa2on   from   a   business   standpoint  
to   determine   whether   or   not   the   project   is   worth   the  
required  investment.    
• Typically   business   need   and   cost-­‐benefit   analysis   are  
contained  in  the  business  case  to  jus2fy  the  project.  
Copyright@STEVBROS   Project  Management  Fundamentals   4  
 Inputs(2/2)  
3. Agreement  
• Agreements   are   used   to   define   ini2al   inten2ons   for   a   project.  
Agreements   may   take   the   form   of   contracts,   memorandums   of  
understanding   (MOUs),   service   level   agreements   (SLA),   le_er   of  
agreements,   le_ers   of   intent,   verbal   agreements,   email,   or   other  
wri_en   agreements.   Typically,   a   contract   is   used   when   a   project   is  
being  performed  for  an  external  customer.  
4. Enterprise  environmental  factors  
• Organiza2onal   culture/structure,   governmental   and   industry  
standards,  including  regula2ons  
• Exis2ng   human   resources,   personnel   administra2on   systems   and  
policies  
• Company  work  authoriza2on  system,  project  management  informa2on  
system  (PMIS)  
5. Organiza%onal  process  assets  
• Standard   project   life   cycles,   quality   policies   and   procedures,   financial  
controls,  configura2on  management  and  change  control  processes,  risk  
management  processes,  historical  informa2on.  
Copyright@STEVBROS   Project  Management  Fundamentals   5  
 Tools  and    
Techniques  
1. Expert  Judgment      
• Other  units  within  the  organiza2on,  
• Consultants,  
• Stakeholders,  including  customers  or  sponsors,  
• Professional  and  technical  associa2ons,  
• Industry  groups,  
• Subject  ma_er  experts  (SME),  and  
• Project  management  office  (PMO).  
2.    Facilita%on  techniques:    
• Brainstorming,  conflict  resolu2on,  problem  solving,  and  mee2ng  
management   are   examples   of   key   techniques   used   by  
facilitators   to   help   teams   and   individuals   accomplish   project  
ac2vi2es.  

Copyright@STEVBROS   Project  Management  Fundamentals   6  

 Outputs  
1. Project  Charter  
• A   document   is   issued   by   the   Sponsor   or   Project  
Manager   that   formally   authorizes   the   existence  
of   a   project,   and   provides   the   project   manager  
with   the   authority   to   apply   organiza2onal  
resources  to  project  ac2vi2es.  

Copyright@STEVBROS   Project  Management  Fundamentals   7  

 Develop  project    
management  plan  
• The   process   of   documen2ng   the   ac2ons  
necessary   to   define,   prepare,   integrate,   and  
co-­‐ordinate  all  subsidiary  plans  and  baselines.    

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐3  Page  72.  

Copyright@STEVBROS   Project  Management  Fundamentals   8  

 Inputs  
1. Project  Charter:    
• output  of  the  Develop  Charter  process.  
2. Outputs  from  Other  Processes:    
• any   baselines   and   subsidiary   plans   that   are   an   output   from   other  
planning  processes  are  inputs  to  this  process.    
3. Enterprise  Environmental  Factors  
• governmental   or   industry   standards;   PMBOK   for   ver2cal   market   (e.g.,  
construc2on);   PMIS;   organiza2onal   structure,   culture,   management  
prac2ces,   and   sustainability;   infrastructure   (e.g.,   exis2ng   facili2es   and  
capital  equipment);  and  personnel  administra2on.  
4. Organiza%onal  Process  Assets  
• standardized  guidelines,  work  instruc2ons,  proposal  evalua2on  criteria,  
and   performance   measurement   criteria;   project   management   plan  
template;   change   control   procedures;   project   files   from   previous  
projects;   historical   informa2on   and   lessons   learned   knowledge   base;  
configura2on  management  knowledge  base.  

Copyright@STEVBROS   Project  Management  Fundamentals   9  

 Tools  and    
techniques  
1. Expert  Judgment  
• Tailor  the  process  to  meet  the  project  needs,    
• Develop   technical   and   management   details   to   be   included   in   the  
project  management  plan,    
• Determine  resources  and  skill  levels  needed  to  perform  project  work,    
• Define   the   level   of   configura2on   management   to   apply   on   the  
project,    
• Determine   which   project   documents   will   be   subject   to   the   formal  
change  control  process,  and    
• Priori2ze  the  work  on  the  project  to  ensure  the  project  resources  are  
allocated  to  the  appropriate  work  at  the  appropriate  2me.    
2. Facilita%on  Techniques  
• Brainstorming,   conflict   resolu2on,   problem   solving,   and   mee2ng  
management   are   key   techniques   used   by   facilitators   to   help   teams  
and  individuals  achieve  agreement  to  accomplish  project  ac2vi2es.        

Copyright@STEVBROS   Project  Management  Fundamentals   10  

 Outputs  
1. Project  management  plan    
• is   the   document   that   describes   how   the   project  
will   be   executed,   monitored,   and   controlled.   It  
integrates   and   consolidates   all   of   the   subsidiary  
plans  and  baselines  from  the  planning  processes.    

Copyright@STEVBROS   Project  Management  Fundamentals   11  

 Project  management  plan  
 vs.  project  documents  

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Table  4-­‐1  Page  78.  
Copyright@STEVBROS   Project  Management  Fundamentals   12  
 Direct  and  manage    
project  execu2on  
• The   process   of   leading   and   performing   the   work   defined   in  
the   project   management   plan   and   implemen2ng   approved  
changes  to  achieve  the  project’s  objec2ves.  The  key  benefit  of  
this   process   is   that   it   provides   overall   management   of   the  
project  work.  

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐6  Page  79.  
Copyright@STEVBROS   Project  Management  Fundamentals   13  
 Inputs  
1. Project  Management  Plan  
• output  of  the  Develop  PM  Plan  process  
2. Approved  Change  Requests    
•  output  of  the  Perform  Integrated  Change  Control  process,  and  include  those  
requests   reviewed   and   approved   for   implementa2on   by   the   change   control  
board  (CCB).    
• the   approved   change   request   may   be   a   correc2ve   ac2on,   a   preventa2ve  
ac2on,  or  a  defect  repair.  
3. Enterprise  Environmental  Factors  
• organiza2onal,   company,   or   customer   culture   and   structure   of   the  
performing   or   sponsor   organiza2ons;   infrastructure;   personnel  
administra2on;   stakeholder   risk   tolerances   (e.g.   allowable   cost   overrun  
percentage);  PMIS.  
4. Organiza%onal  Process  Assets    
• Standardized   guidelines   and   work   instruc2ons;   communica2on  
requirements;   issue   and   defect   management   procedures;   process  
measurement  database;  project  files  from  previous  projects;  issue  and  defect  
management  database.  

Copyright@STEVBROS   Project  Management  Fundamentals   14  

 Tools  and  
techniques  
1. Expert  Judgment  
• other  units  within  the  organiza2on;  
• consultants  and  other  subject  ma_er  experts  (internal  and  external);  
• stakeholders,  including  customers,  suppliers,  or  sponsors;  and  
• professional  and  technical  associa2ons.  
2. Project  Management  Informa%on  System    
• such  as  a  scheduling  tool,  a  work  authoriza2on  system,  a  configura2on  
management   system,   an   informa2on   collec2on   and   distribu2on  
system,  or  interfaces  to  other  online  automated  systems.    
• automated   gathering   and   repor2ng   on   key   performance   indicators  
(KPI)  can  be  part  of  this  system.  
3. Mee%ngs    
• Informa2on  exchange;    
• Brainstorming,  op2on  evalua2on,  or  design;  or  
• Decision  making.    

Copyright@STEVBROS   Project  Management  Fundamentals   15  

 Outputs  
1. Deliverables    
• any   unique   and   verifiable   product,   result   or   capability   to   perform   a  
service  that  is  required  to  be  produced  to  complete  a  process,  phase,  
or  project.  
2. Work  Performance  Data    
•   the   raw   observa2ons   and   measurements   iden2fied   during   ac2vi2es  
being  performed  to  carry  out  the  project  work.  
3. Change  Requests    
• a  formal  proposal  to  modify  any  document,  deliverable,  or  baseline.  
Requests   for   a   change   can   be   direct   or   indirect,   externally   or  
internally   ini2ated,   and   can   be   op2onal   or   legally/contractually  
mandated,   and   may   include:   correc2ve   ac2on,   preven2ve   ac2ons,  
defect  repair,  updates.  
4. Project  Management  Plan  Updates    
5. Project  Documents  Updates    

Copyright@STEVBROS   Project  Management  Fundamentals   16  

 Monitor  and  control    
project  work  
• The  process  of  tracking,  reviewing,  and  repor2ng  the  progress  to  meet  the  
performance  objec2ves  defined  in  the  project  management  plan.  The  key  
benefit   of   this   process   is   that   it   allows   stakeholders   to   understand   the  
current   state   of   the   project,   the   steps   taken,   and   budget,   schedule,   and  
scope  forecasts.  

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐8  Page  86.  
Copyright@STEVBROS   Project  Management  Fundamentals   17  
 Inputs(1/2)  
1. Project  Management  Plan    
• output  of  the  Develop  PM  Plan  process  
2. Schedule  Forecasts    
• are   derived   from   progress   against   the   schedule   baseline   and   computed   2me  
es2mate  to  complete  (ETC).  For  projects  not  using  earned  value  management,  
variances   against   the   planned   finish   dates   and   forecasted   finish   dates   are  
provided.  
3. Cost  Forecasts  
• are  derived  from  progress  against  the  cost  baseline  and  computed  es2mates  
to   complete   (ETC).   For   projects   not   using   earned   value   management,  
variances  against  the  planned  versus  actual  expenditures  and  forecasted  final  
costs  are  provided.    
4. Validated  change  
• approved   changes   that   result   from   the   Perform   Integrated   Change   Control  
process   require   valida2on   to   ensure   that   the   change   was   appropriately  
implemented  at  Control  Quality  process.  

Copyright@STEVBROS   Project  Management  Fundamentals   18  

 Inputs(1/2)  
5. Work  Performance  Informa%on  
• is   the   performance   data   collected   from   various   controlling  
processes,   analyzed   in   context,   and   integrated   based   on  
rela2onships   across   areas.   Examples   of   performance  
informa2on   are   status   of   deliverables,   implementa2on   status  
for  change  requests.  
6. Enterprise  Environmental  Factors    
• governmental   or   industry   standards,   organiza2on   work  
authoriza2on  systems,  stakeholder  risk  tolerances,  and  PMIS.  
7. Organiza%onal  Process  Assets    
• organiza2onal   communica2on   requirements;   financial   controls  
procedures;  issue  and  defect  management  procedures;  change  
control   procedures;   risk   control   procedures;   process  
measurement  database;  and  lesson  learnt  database.  

Copyright@STEVBROS   Project  Management  Fundamentals   19  

 Tools  and  
techniques  
1. Expert  Judgment  
2. Analy%cal  Techniques  
• to   forecast   poten2al   outcomes   based   on   possible   varia2ons   of  
project   or   environmental   variables   and   their   rela2onships   with  
other   variables.   E.g.   Regression   analysis,   Grouping   methods,  
Causal  analysis,  Root  cause  analysis,  Forecas2ng  methods  (e.g.,  
2me   series,   scenario   building,   simula2on,   etc.),     Failure   mode  
and   effect   analysis   (FMEA),   Fault   tree   analysis   (FTA),   Reserve  
analysis,   Trend   analysis,   Earned   value   management,   and  
Variance  analysis.    
3. Project  Management  Informa%on  System    
4. Mee%ngs    
• may   be   face-­‐to-­‐face,   virtual,   formal,   or   informal.   They   may  
include   project   team   members,   stakeholders,   and   others  
involved  in  or  affected  by  the  project.  
Copyright@STEVBROS   Project  Management  Fundamentals   20  
 Outputs  
1. Change  Requests  
• may   be   issued   to   expand,   adjust,   or   reduce   project   scope,  
product   scope,   or   quality   requirements   and   schedule   or   cost  
baselines.   Change   requests   may   include   correc2ve   ac2on,  
preven2ve  ac2on,  defect  repair.  
2. Work  Performance  Reports  
• are   the   physical   or   electronic   representa2on   of   work  
performance   informa2on   compiled   in   project   documents,  
intended   to   generate   decisions,   ac2ons,   or   awareness.  
Examples   of   work   performance   reports   include   status   reports,  
memos,   jus2fica2ons,   informa2on   notes,   recommenda2ons,  
and  updates.    
3. Project  Management  Plan  Updates    
4. Project  Documents  Updates    

Copyright@STEVBROS   Project  Management  Fundamentals   21  

 Perform  integrated    
change  control  
• The   process   of   reviewing   all   change   requests;   approving   changes   and  
managing   changes   to   deliverables,   organiza2onal   process   assets,   project  
documents,  and  the  project  management  plan;  and  communica2ng  their  
disposi2on.  It  reviews  all  requests  for  changes  or  modifica2ons  to  project  
documents,  deliverables,  baselines,  or  the  project  management  plan  and  
approves  or  rejects  the  changes.    

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐10  Page  94.  
Copyright@STEVBROS   Project  Management  Fundamentals   22  
 Inputs  
1. Project  Management  Plan  
• Output  of  the  Develop  PM  Plan  process  
2. Work  Performance  Reports  
• include   resource   availability,   schedule   and   cost   data,   and   earned   value  
management  (EVM)  reports,  burnup  or  burndown  charts.  
3. Change  Requests  
• change  requests  may  include  correc2ve  ac2on,  preven2ve  ac2on,  and  defect  
repairs.  However,  correc2ve  and  preven2ve  ac2ons  do  not  normally  affect  the  
project  baselines—only  the  performance  against  the  baselines.  
4. Enterprise  Environmental  Factors  
• PMIS  
5. Organiza%onal  Process  Assets    
• change   control   procedures,   procedures   for   approving   and   issuing   change  
authoriza2ons,   process   measurement   database,   project   documents,  
configura2on  management  knowledge  base.  

Copyright@STEVBROS   Project  Management  Fundamentals   23  

 Tools  and  
techniques  
1. Expert  Judgment    
• judgment  and  exper2se  are  applied  to    
any   technical   and   management   details   during   this  
process  and  may  be  provided  by  various  sources,  for  
example:   consultants;   stakeholders,   including  
customers   or   sponsors;   professional   and   technical  
associa2ons;  industry  groups;  SMEs;  and  PMO.  
2. Mee%ngs    
• CCB   is   responsible   for   mee2ng   and   reviewing   the  
change   requests   and   approving,   rejec2ng,   or   other  
disposi2on  of  those  changes.  
3. Change  Control  Tools    
Copyright@STEVBROS   Project  Management  Fundamentals   24  
 Outputs  
1. Approved  Change  Requests    
• Approved   change   requests   will   be   implemented   through   the  
Direct  and  Manage  Project  Work  process.  The  disposi2on  of  all  
change   requests,   approved   or   not,   will   be   updated   in   the  
change  log  as  part  of  updates  to  the  project  documents.    
2. Change  Log    
• A  change  log  is  used  to  document  changes  that  occur  during  a  
project.  These  changes  and  their  impact  to  the  project  in  terms  
of   2me,   cost,   and   risk,   are   communicated   to   the   appropriate  
stakeholders.  Rejected  change  requests  are  also  captured  in  the  
change  log.    
3. Project  Management  Plan  Updates    
4. Project  Documents  Updates    

Copyright@STEVBROS   Project  Management  Fundamentals   25  

 Close  project  
or  phase  
• The  process  of  finalizing  all  ac2vi2es  across  all  of  the  Project  
Management   Process   Groups   to   formally   complete   the  
project   or   phase.   The   key   benefit   of   this   process   is   that   it  
provides   lessons   learned,   the   formal   ending   of   project   work,  
and   the   release   of   organiza2on   resources   to   pursue   new  
endeavors.  

A  Guide  to  the  Project  Management  Body  of  Knowledge,  FiBh  Edi9on  (PMBOK®  Guide)  ©2013  Project  Management  
Ins9tute,  Inc.    All  Rights  Reserved.    Figure  4-­‐12  Page  100.  

Copyright@STEVBROS   Project  Management  Fundamentals   26  

 Inputs  
1. Project  Management  Plan  
• Output  of  the  Develop  PM  Plan    
2. Accepted  Deliverables    
• include   approved   product   specifica2ons,   delivery  
receipts,  and  work  performance  documents.  Par2al  or  
interim  deliverables  may  also  be  included  for  phased  
or  cancelled  projects  
3. Organiza%onal  Process  Assets    
• Include   project   or   phase   closure   guidelines   or  
requirements   ,   historical   informa2on   and   lessons  
learned  knowledge  base.  

Copyright@STEVBROS   Project  Management  Fundamentals   27  

 Tools  and  
techniques  
1. Expert  Judgment    
• Exper2se  is  available  from  many  sources,  including  
other  project  managers  within  the  organiza2on,  PMO,  
and  professional  and  technical  associa2ons.    
2. Analy%cal  Techniques    
• Examples  of  analy2cal  techniques  used  in  project  
closeout  are  regression  analysis,  and  trend  analysis.    
3. Mee%ngs  
• Types  of  mee2ngs  include  lessons  learned,  closeout,  
user  group,  and  review  mee2ngs.      

Copyright@STEVBROS   Project  Management  Fundamentals   28  

 Outputs  
1. Final  Product,  Service,  or  Result  Transi%on    
2. Organiza%onal  Process  Assets  Updates    
• Project  files,  Project  or  phase  closure  documents,  
Historical   informa2on   and   lessons   learned  
informa2on  are  transferred  to  the  lessons  learned  
knowledge   base   for   use   by   future   projects   or  
phases.  

Copyright@STEVBROS   Project  Management  Fundamentals   29  

 Summary  
• The   rela2on   among   change   request,   approved  
change   request,   and   validated   change  
request.  
• The   rela2on   among   the   following   processes:  
Perform   Integrated   Change   Control,   Control  
Quality,  Direct  and  Manage  Project  Execu2on.  
• The   difference   between   project   management  
plan  and  project  document.  

Copyright@STEVBROS   Project  Management  Fundamentals   30  

 Ques2ons  
for  review  
• You  did  the  good  job  at  this  chapter.    Please  
complete  ques2ons  for  review  before  moving  
to  next  chapter.  

Copyright@STEVBROS   Project  Management  Fundamentals   31