Integration Management

PMKI Index
Download
the PMKI
Taxonomy
Location:  PMKI > PMBoK Knowledge Areas > Integration Management. 
The PMKI Library
This subject covers the work undertaken by the project/program manager and the core team to manage the planning, execution, monitoring and control of work of a project or program in a coordinated way from initiation to closure.

Topics included in Integration Management:

- Integration Overview
- Develop project management plan
- Direct and manage project work
- Manage project knowledge
- Monitor and control project work
- Perform integrated change control
- Close project or phase
- Useful External Web-links & Resources.

Other related sections of the PMKI:

- Project initiation, including the project charter and business case.
- Advanced project controls and scheduling.



Integration Overview

Integration Management focuses on the coordination and integration of the various project management activities performed by different discipline experts including:

  • Ensuring the project has been initiated correctly and that the Project Charter is realistic and achievable. See Initiation for more on the Project Charter.
     
  • Developing the Integrated project management plan (the other PMP). This includes setting the overall strategy for the project, then integrating all of the other planning outputs to create the PMP.
     
  • Managing the work of the project to implement the PMP (formally called execution). This includes authorizing, directing and supervising the work of the project team, suppliers, contractors and subcontractors. The methodology used to manage the project can be ad hok, a bespoke organizational approach, or based on a recognized system such as PRINCE2 or a derivative of the PMBOK® Guide.
     
  • Managing the project's knowledge. Knowledge management includes recording lessons learned for the benefit of the project and to enhance the organizations knowledge resources.
     
  • Monitor and control the work of the project. This activity integrates the various project controls functions to develop information to assist in the management of the project and communication with stakeholders.
     
  • Integrated Change Control. Managing change to maximize value created by the project. All change requests are recorded, assessed, and approved or rejected; either by the project manager or by an external authority such as a change control board depending on the nature of the change and the authority delegated to the project.
     
  • Close out. The work needed to maximize the value achieved by the project through proper transfers to either the organization, or its client, including maximizing the retention of knowledge. Proper closure is essential if the project is terminated early.

Complex Decision Making: Many aspects of project management involve making complex decisions - this CSIRO paper provides valuable insights into how people make complex decisions: download the paper



Develop project management plan

WP: Project Strategy. Defining the best strategy for the achievement of the projects objectives is key to achieving a successful outcome. One the key early decisions that determine project success is selecting the right approach to project delivery. One-size does not 'fit all':
-  Agile approaches work in some situations but need a very different management style. See more on Agile.
-  Traditional approaches need to be varied depending on the project type, size and procurement strategies.

Blg: Defining Project Success using Project Success Criteria. Project success can be ephemeral – successful organizations work to define success so they know when it has been achieved!

Art: Achieving Real Project Success. There are at least three different criteria for success that can operate independently: Project Management Success, Technical Success & Business Success.

WP: Statement of Work (SoW). A Statement of Work (SOW) is a formal document that captures and defines the work activities, deliverables and timeline the project (or a vendor) will execute against in performance of specified work for a client. The SOW typically forms part of a purchase order or contract but may be attached to a business case.

A complete section of the PMKI is devoted to project controls and scheduling - this section extends well beyond the knowledge needed for the PMP exam.

 


Direct and manage project work

Art: Understanding ‘Expert Judgement’. Expert judgement is and important concept in many PMBOK processes; this paper explains what it is and how to apply it.

WP: Issues Management. An issue is a current problem that has a quantifiable negative impact on the work of the project, and requires managing.

Defining, selecting and implementing an effective methodology and then using process improvement to enhance the methodology is important in achieving consistent outcomes:

WP: Methodologies. A step-by-step series of processes for delivering a project, based on established ways of achieving a successful outcome.

Blg: PMBOK -v- Methodology. The PMBOK is a guide to knowledge, not a methodology. Selective application of the knowledge is needed to create a methodology.

WP: Process Improvement. A process is a series of standard actions, tools or techniques that are applied to transform the inputs to the process into outputs.

Blg: Agile is NOT a Project Management Methodology. Agile is a product development methodology that can be usefully applied in a range of soft projects including IT.



Manage project knowledge

Art: Data to Wisdom - Creating and Managing Knowledge. The processes and documents used to transform raw data into the knowledge needed for wise decisions from a project controls perspective.

Art: Knowledge management is more than simply learning lessons.The challenges of transforming lessons learned into useful knowledge.

WP: Lessons Learned. The process of gathering and using lessons in a corporate knowledge management context.

 


Monitor and control project work

The integration of the various project controls functions to develop information to assist in the management of the project and communication with stakeholders.

WP: Project Controls – A Definition. Project controls are the data gathering, management and analytical processes used to predict, understand and constructively influence the time and cost outcomes of a project or program through the communication of information in formats that assist effective governance and management decision making.

 


Perform integrated change control

DP: Project and Change Management in the PMBOK® Guide (PMI Publication). The way various PMI Standards support effective organizational change management.

Art: Creating Value from Change. The different roles involved in generating value from the change created by a project.

WP: Organizational Change Management. The overall importance of managing change effectively.

 


Close project or phase

The work needed to maximize the value achieved by the project through proper transfers to either the organization, or its client, including maximizing the retention of knowledge. Proper closure is essential if the project is terminated early.

WP: Lessons Learned. The process of gathering and using lessons in a corporate knowledge management context.

 


Useful External Web-links & Resources

The Major Projects Knowledge Hub - Lessons learned from major projects in the UK - https://www.majorprojectsknowledgehub.net/

Self-paced PMP Training

Self-paced CAPM Training