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PMP® Simplified Toons

Project Integration Management
A project manager needs to ensure a project is finished on time, within the allocated budget and is completed as required by all stakeholders. Since changes in scope can affect the schedule, cost, quality as well as risk it is necessary to integrate these aspects of a project to realize project outcome. Similarly, it is necessary to integrate key process groups such as initiation, planning, execution and monitoring and control so that the manager is ability to maintain visibility of the entire project seamlessly.  

Develop Project Charter

Initially this involves thinking about the high-level requirements of a project, establishing an estimated budget and timeline, developing a justification for the project, as well as identifying and documenting the key stakeholders and risks associated with the project and selecting the best overall approach to achieve a desired outcome. 

Develop Project Management Plan

At this stage it is necessary to identify all stakeholders as well as their requirements so that these requirements in turn may be integrated and realized during the execution of the project. Once this is done, it is necessary to develop a master plan containing detail plans and baselines for all aspects of a project which will have to be aligned and synchronized. These plans that cover different aspects of a project are called subsidiary plans that have to be integrated as the overall plan is developed.

Manage & Execute Project Work

Executing these plans will result in realizing targeted deliverables and obtaining data from these deliverables. Having and maintaining an overview of a project requires close monitoring and control of what is happening and how one aspect of a project is affecting another.

Monitor & Control Project Work

This monitoring involves checking the actual project data with the project baselines to ascertain whether corrective, preventive and defect repairs may be required. If so, these changes have to be monitored very closely.

Perform Integrated Change Control

Sometimes changes that affect the scope of a project have to be reviewed, approved and communicated to maintain the delicate balance of the different interrelated aspects of a project. Such changes can have a very significant effect on the project if not managed carefully as they have the potential of increasing the cost and schedule beyond what the original project has been designed for

Close Project/Phase

Projects have to be closed in a manner that ensures all aspects of a project have been completed, the deliverables are assigned to where it is required and the project team learns from the project. Closing a project has to done carefully. First the contracts with all external contractors have to be formally closed followed by a gradual and systematic closure of all associated aspects of the project from an administrative standpoint.
Based on this, a helicopter view of the project throughout the project from its inception to its end to integrate all aspects and processes to optimize the ability to manage the project as a whole has to be maintained. This is necessary primarily to integrate all associate aspects of the project as all processes involved in a project so that they can be aligned and synchronized to achieve the project requirements of being completed on time, within the allocated budget and meeting the requirements of all stakeholders.