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Ch4(2)

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Chapter 4:

Project Integration
Management
Information Technology Project Management, Eighth
Edition
Note: See the text itself for full citations.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (1 of 2)

• Describe an overall framework for project integration


management as it relates to the other project
management knowledge areas and the project life cycle
• Discuss the strategic planning process and apply
different project selection methods
• Explain the importance of creating a project charter to
formally initiate projects
• Describe project management plan development,
understand the content of these plans, and describe
approaches for creating them
• Explain project execution, its relationship to project
planning, the factors related to successful results, and
tools and techniques to assist in directing and managing
project work
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (2 of 2)

• Apply the principles of knowledge management to the


various aspects of project integration
• Describe the process of monitoring and controlling a
project
• Define the integrated change control process, relate this
to the steps for planning for and managing changes on
information technology (IT) projects, and create an
appropriate change control system for a project that
incorporates both
• Explain the importance of developing and following good
procedures for closing projects
• Describe how software can assist in project integration
management
•Information
Discuss Technologyconsiderations
Project Management, Ninth Edition. ©for agile/adaptive
2019 Cengage. May not be copied, scanned, orenvironments
duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (1 of
3)

• Project managers must coordinate all of the other


knowledge areas throughout a project’s life cycle
• Many new project managers have trouble looking at the
“big picture” and want to focus on too many details (See
opening case for a real example)
• Project integration management is not the same thing as
software integration

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (2 of
3)

• Main processes
• Developing the project charter
• Developing the project management plan
• Directing and managing project work
• Monitoring and controlling project work
• Performing integrated change control
• Closing the project or phase

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (3 of
3)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Wrong?

• Making sure people are paid is crucial to employee


satisfaction
• When a payroll system project doesn’t work, it is a disaster
• Phoenix system project goal: reduce payroll processing
overhead and staffing costs
• One of the worst government-managed IT implementations
ever
• Civil servants paid through the system have been underpaid,
overpaid, or not paid at all since its rollout began

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Strategic Planning and Project Selection (1 of
3)

• Strategic planning involves determining long-term


objectives
• Analyzing the strengths and weaknesses of an organization
• Studying opportunities and threats in the business environment
• Predicting future trends
• Projecting the need for new products and services
• SWOT analysis
• Strengths, Weaknesses, Opportunities, and Threats
• Identifying potential projects
• Start of project initiation
• Aligning IT with business strategy
• Organization must develop a strategy for using IT to define how
it will support the organization’s objectives

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Strategic Planning and Project Selection (2 of
3)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Strategic Planning and Project Selection (3 of
3)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Best Practice

• In 2017 Fortune released their Business by Design list,


highlighting the 24 companies they believe are using
technology and globalization to find their competitive
advantage
• Apple: great design and learning to ‘think different’
• Dyson: robotics and artificial intelligence research
• Samsung: budget brand
• Capital One: reinvented itself as a software company and
innovation incubator

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Methods for Selecting Projects

• Potential projects must be narrowed down


• Methods for selecting projects
• Focusing on broad organizational needs
• Categorizing information technology projects
• Performing net present value or other financial analyses
• Using a weighted scoring model
• Implementing a balanced scorecard

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Focusing on Broad Organizational Needs

• Projects that address broad organizational needs are


much more likely to be successful because they will be
important to the organization
• Examples: improve safety or increase morale
• Important criteria for selecting projects
• Need
• Funding
• Will

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Categorizing IT Projects

• Categorizations
• Respond to a problem, opportunity, or directive
• How long it will take to do and when it is needed
• Overall priority of the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Performing Financial Analyses

• Financial considerations are often an important


consideration in selecting projects
• Regardless of current economics
• Primary methods for determining the projected financial
value of projects
• Net present value (NPV) analysis
• Return on investment (ROI)
• Payback analysis

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Net Present Value Analysis (1 of 4)

• Method of calculating the expected net monetary gain or


loss from a project by discounting all expected future
cash inflows and outflows to the present point in time
• Projects with a positive NPV should be considered if financial
value is a key criterion
• Projects with higher NPVs are preferred

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Net Present Value Analysis (2 of 4)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Net Present Value Analysis (3 of 4)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Net Present Value Analysis (4 of 4)

• NPV calculations
• Determine estimated costs and benefits for the life of the
project and the products it produces
• Determine the discount rate
• Calculate the net present value
• Important considerations
• Some organizations refer to the investment year or years for
project costs as Year 0 and do not discount costs in Year 0
• Discount rate can vary, often based on the prime rate and
other economic considerations
• Costs can be entered as negative numbers and can be listed
first (and then benefits)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Return on Investment

• Calculated by subtracting the project costs from the


benefits and then dividing by the costs
• ROI = (total discounted benefits - total discounted costs) /
discounted costs
• The higher the ROI, the better
• Many organizations have a required rate of return
• Minimum acceptable rate of return on investment for projects
• Internal rate of return (IRR) can by calculated by finding
the discount rate that makes the NPV equal to zero

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Payback Analysis (1 of 2)

• Payback period is the amount of time it will take to


recoup, in the form of net cash inflows, the total dollars
invested in a project
• Determines how much time will elapse before accrued benefits
overtake accrued and continuing costs
• Payback occurs when the net cumulative discounted benefits
equals the costs
• Many organizations have requirements for the length of the
payback period of an investment

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Payback Analysis (2 of 2)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using a Weighted Scoring Model (1 of 2)

• Provides a systematic process for selecting projects


based on many criteria
• Identify criteria important to the project selection process
• Assign weights (percentages) to each criterion so they add up
to 100%
• Assign scores to each criterion for each project
• Multiply the scores by the weights and get the total weighted
scores

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using a Weighted Scoring Model (2 of 2)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Implementing a Balanced Scorecard

• Drs. Robert Kaplan and David Norton developed this


approach to help select and manage projects that align
with business strategy
• A balanced scorecard is a strategic planning and management
system that helps organizations align business activities to
strategy, improve communications, and monitor performance
against strategic goals

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Charter (1 of 2)

• 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 project charter is a key output of the initiation process

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Charter (2 of 2)

• Inputs for developing a project charter


• Business case
• Benefits management plan
• Agreements
• Enterprise environmental factors
• Organizational process assets

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Management Plan

• Document used to coordinate all project planning


documents and help guide a project’s execution and
control
• Plans created in the other knowledge areas are subsidiary parts
of the overall project management plan
• Common elements of a project management plan
• Introduction/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
• References to other project planning documents

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Guidelines to Create Project
Management Plans

Major Section Section Topics


Headings
Overview Purpose, scope, and objectives; assumptions and constraints; project deliverables;
schedule and budget summary; evolution of the plan
Project External interfaces; internal structure; roles and responsibilities
Organization
Managerial Process Start-up plans (estimation, staffing, resource acquisition, and project staff training
Plan plans); work plan (work activities, schedule, resource, and budget allocation); control
plan; risk management plan; closeout plan
Technical Process Process model; methods, tools, and techniques; infrastructure plan; product
Plans acceptance plan
Supporting Process Configuration management plan; verification and validation plan; documentation
Plans plan; quality assurance plan; reviews and audits; problem resolution plan;
subcontractor management plan; process improvement plan

.
Source: IEEE Standard 1058–1998

Table 4-3 Sample contents for the IEEE software project


management plan (SPMP)
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Directing and Managing Project Work

• Involves managing and performing the work described in


the project management plan
• The majority of time and money is usually spent on execution
• The application area of the project directly affects project
execution
• Products of the project are produced during the execution
phase
• The project manager needs to focus on leading the
project team and managing stakeholder relationships to
execute the project management plan successfully
• Project resource management, communications management,
and stakeholder management are crucial to a project’s success

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Coordinating Planning and Execution

• Project planning and execution are intertwined and


inseparable activities
• The main function of creating a project management plan is to
guide project execution
• Those who will do the work should help to plan the work
• All project personnel need to develop both planning and
executing skills, and they need experience in these areas

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Providing Strong Leadership and a Supportive
Culture

• Project managers must lead by example


• Demonstrate the importance of creating and then following
good project plans and following them in project execution
• Organizational culture can help project execution
• Providing guidelines and templates
• Tracking performance based on plans
• Project managers may still need to break the rules to
meet project goals
• Senior managers must support those actions

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Right?

• 2015 PMI report found that only 12 percent of


organizations were considered to be high performers
• Percentage has remained unchanged
• Organizations must make major cultural changes to
improve
• Make sure everyone fully understands the value of project
management
• Require executive sponsors are fully engaged on projects and
programs
• Align projects to the organization’s strategy

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Capitalizing on Product, Business, and
Application Area Knowledge

• It is often helpful for IT project managers to have prior


technical experience
• Small projects: the project manager may be required to perform
some of the technical work or mentor team members to
complete the projects
• Large projects: the project manager must understand the
business and application area of the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Execution Tools and Techniques

• Project managers can use specific tools and techniques


to perform activities that are part of execution processes
• Expert judgment
• Meetings
• Project management information systems

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Project Knowledge

• Basic types of knowledge


• Explicit knowledge: easily explained using words, pictures, or
numbers and is easy to communicate, store, and distribute
• Tacit knowledge: difficult to express and highly personal
• Knowledge management should be done before, during,
and after projects are completed
• Often very difficult to accomplish

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Advice for Young Professionals

• Many college students excel in this area based on their


experiences doing rigorous coursework
• To stand out in your job, consider volunteering to be in charge
of creating your project team’s lessons-learned register

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Monitoring and Controlling Project Work

• 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 management plan provides the baseline for
identifying and controlling project changes
• A baseline is a starting point, a measurement, or an observation that is
documented so that it can be used for future comparison.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Media Snapshot

• The 2002 Olympic Winter Games and Paralympics took


five years to plan and cost more than $1.9 billion
• PMI awarded the Salt Lake Organizing Committee (SLOC) the
Project of the Year award for delivering world-class games
• Four years before, the SLOC used a Primavera software-based
system with a cascading color-coded WBS to integrate planning
• Also used an Executive Roadmap, a one-page list of the top 100 Games-
wide activities, to keep executives apprised of progress
• Activities were tied to detailed project information within each
department’s schedule
• A 90-day highlighter showed which managers were accountable for each
integrated activity
• Fraser Bullock, SLOC Chief Operating Officer and Chief, said,
“We knew when we were on and off schedule and where we
had to apply additional resources. The interrelation of the
functions meant they could not run in isolation—it was a
smoothly running machine.”*
*Foti,
Information Ross, “The
Technology Best
Project Winter Olympics,
Management, Period,”
Ninth Edition. © 2019PM Network
Cengage. May (January 2004)
not be copied, 23 or duplicated, in whole or in part, except
scanned,
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Performing Integrated Change Control

• Main objectives
• Influencing the factors that create changes to ensure that
changes are beneficial
• Determining that a change has occurred
• Managing actual changes as they occur

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control on IT Projects

• Former view: the project team should strive to do exactly


what was planned on time and within budget
• Problem: project teams could rarely meet original project
goals
• 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

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (1 of 3)

• Formal, documented process that describes when and


how official project documents and work may be
changed
• Describes who is authorized to make changes, paperwork
required for these changes, and any automated or manual
tracking systems the project will use
• Change control board (CCB) is a formal group of people
responsible for approving or rejecting changes on a
project
• Provide guidelines for preparing change requests, evaluate
change requests, and manage the implementation of approved
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
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (2 of 3)

• Configuration management ensures that the descriptions


of the project’s products are correct and complete
• Involves identifying and controlling the functional and physical
design characteristics of products and their support
documentation
• Configuration management specialists identify and document
configuration requirements, control changes, record and report
changes, and audit the products to verify conformance to
requirements

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (3 of 3)

View project management as a process of constant communication and negotiation.

Plan for change.

Establish a formal change control system, including a change control board (CCB) and
IT steering committee.
Use effective configuration management.

Define procedures for making timely decisions about smaller changes.

Use written and oral performance reports to help identify and manage change.

Use project management software and other software to help manage and
communicate changes.
Focus on leading the project team and meeting overall project goals and expectations.

Table 4-4 suggestions for performing integrated change control

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Global Issues

• Rapid changes in technology, such as the increased use


of mobile roaming for communications, often cause
governments around the world to take action
• Incompatible hardware, software, and networks can make
communications difficult in some regions, and a lack of
competition can cause prices to soar
• Organisation for Economic Co-operation and
Development (OECD) promotes policies that will improve
the economic and social well-being of people around the
world
• In February 2012, the OECD called upon its members’
governments to boost competition in international mobile
roaming markets
• By the end of 2013, wireless broadband penetration grew to
72.4% in the OECD area
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Closing Projects or Phases

• To close a project or phase, you must finalize all activities


and transfer the completed or cancelled work to the
appropriate people
• Main inputs are the project charter, project management plan,
project documents, accepted deliverables, business documents,
agreements, procurement documentation, and organizational
process assets
• Main tools and techniques are expert judgment, data analysis,
and meetings

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Software to Assist in Project Integration
Management (1 of 2)

• 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 can facilitate communications
• Project management software can pull everything together and
show detailed and summarized information

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Software to Assist in Project Integration
Management (2 of 2)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Considerations for Agile/Adaptive
Environments

• Iterative and agile approaches promote the engagement


of team members
• Expectations of the project manager do not change in an
adaptive environment, but control of the detailed
product planning and delivery is delegated to the team
• Project managers using any product life cycle should
focus on creating a collaborative decision-making
environment and providing opportunities for team
members to develop additional skills

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary

• Project integration management ties together all the


other areas of project management
• Primary focus should be on project integration management
• Main processes
• Develop the project charter
• Create an assumption log
• Develop the project management plan
• Direct and manage project execution
• Manage project knowledge
• Monitor and control project work
• Perform integrated change control
• Close the project or phase

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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