Project Management Framework&

Tools (EM – 504)

Course Teacher: Mr. Saqib Sharif
(Assistant Professor)
Mechanical Engineering Dept.
NEDUET, Karachi
 Topic # 6

PM knowledge Area:
Project Integration
Management

2 Lecture # 06: Project Integration Management

 PM Knowledge Areas
1. Project Integration Management,
2. Project Scope Management,
3. Project Time Management,
4. Project Cost Management
5. Project Quality Management,
6. Project Human Resource Management,
7. Project Communications Management,
8. Project Risk Management,
9. Project Procurement Management and
10. Stakeholder Management.

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 Project Integration Management
 “It includes the processes and activities to identify,
define, combine, unify, and coordinate the various
processes and project management activities within
the Project Management Process Groups.” PMI
 It includes characteristics of unification, consolidation,
communication, and integration of PM processes.
 It provides the decision in
 resource allocation,
 making trade‐offs among competing objectives and alternatives,
 and managing the interdependencies among the project
management Knowledge Areas

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 PM Knowledge Areas
 In practice, process groups overlap and interact in this way.
 Integration management is necessary in situations where individual
processes interact. For example, a cost estimate needed for a
contingency plan involves integrating the processes in the Project
Cost, Time, and Risk Management Knowledge Areas.

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 Integration of Knowledge Areas &
Processes Groups

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 Project Charter
 “The process of developing a document that
formally authorizes the existence of a project and
provides the project manager with the authority to
apply organizational resources to project
activities..” PMI
 Establishes partnership between the performing and
requesting organizations.
 In case of external projects, a formal contract is typically the
preferred way to establish an agreement.
 It can also be an internal agreements within an organization
to assure proper delivery under the contract.

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 Project Charter
 The project charter should be authored by the sponsoring
entity.
 The approved project charter formally initiates the project.
 It defines;
 the project start and project boundaries,
 creation of a formal record of the project, and
 a direct way for senior management to formally accept and
commit to the project.

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 Project Charter

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 Project Charter: Sponsor Inputs
 1. Project statement of work (SOW): Description of
products, services, or results to be delivered by a project.
 For internal project : The business needs, product, or service
requirements.
 For external project : a bid document, (a request for
proposal, request for information, or request for bid) or as
part of a contract.
 It is defined by;
 Business need
 Product scope description
 Strategic plan

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 Project Charter: Sponsor Inputs
2. Business Case : Description whether or not the project is
worth the required investment.
 The business need and the cost‐benefit analysis justify and
establish boundaries for the project.
 Analysis is usually completed by a business analyst using
various stakeholder inputs.
3. Agreement : Contracts, MOUs, service level agreements
(SLA), letter of agreements, letters of intent, verbal
agreements, email, or other written agreements.

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 Project Charter: Organization Inputs
4. Enterprise Environmental Factors : Enterprise
environmental factors that can influence the Project Charter
process include, but are not limited to:
 Governmental standards, industry standards, or regulations
 Organizational culture and structure,
 Marketplace conditions.

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 Project Charter: Organization Inputs
5. Organizational Process Assets : The organizational process
assets that can influence the Develop Project Charter process
include, but are not limited to:
 Organizational standard processes, policies, and process
definitions,
 Templates,
 Historical information and lessons learned knowledge base

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 Project Charter: Tools & Techniques
1. Expert Judgment : To assess the inputs used to develop the project
charter.
 Expertise : A group or individual with specialized knowledge or
training and is available from many sources.
 Other units within the organization or industry,
 Consultants or professional/technical associations,
 Stakeholders, including customers or sponsors,
 Subject matter experts (SME), and
 Project management office (PMO).
2. Facilitation Techniques : Brainstorming, conflict resolution,
problem solving, and meeting management.

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 Project Charter: Output

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 Project Charter: Samples
 to be uploaded (template)

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 Project Management Plan
 “Develop Project Management Plan is the process of
defining, preparing, and coordinating all subsidiary
plans and integrating them into a comprehensive
project management plan.” PMI
 Central document that defines the basis of all project work.
 The project management plan defines how the project is
executed, monitored and controlled, and closed.
 The project management plan’s content varies depending
upon the application area and complexity of the project.
 It is developed through a series of integrated processes
extending through project closure.

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 Project Management Plan

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 Project Management Plan : Input

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 Project Management Plan : Inputs
3. Organizational Process Assets :
 Standardized guidelines, work instructions, proposal evaluation
criteria, and performance measurement criteria;
 Project management plan template,
 Change control procedures,
 Project files from previous projects (e.g., scope, cost, schedule and
performance measurement baselines, project calendars, project
schedule network diagrams, and risk registers,);
 Historical information and lessons learned knowledge base; and
 Baselines of all official organization standards, policies,
procedures, and any project documents.

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 Project Management Plan : Inputs
4. Enterprise Environmental Factors :
 Governmental standards, industry standards, or regulations
 Project management body of knowledge for vertical market,
(construction, software or machinery installation standards)
 Project management information system (Primavera or SAP).
 Organizational structure, culture, management practices, and
sustainability;
 Infrastructure (e.g., existing facilities and capital equipment); and
 Personnel administration (e.g., hiring and termination guidelines,
employee performance reviews, and employee development and
training records).

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 Project Management Plan :Tools &
Techniques
1. Expert Judgment :
 Tailor the process to meet the project needs,
 Technical and management details
 Resources and skill levels needed to perform project work,
 Level of configuration management to apply on the project,
 Documents change control process, and
 Prioritize the work on the project to ensure the project
resources are allocated to the appropriate work at the
appropriate time.
2. Facilitation Techniques : Brainstorming, conflict resolution,
problem solving, and meeting management.
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 Project Management Plan : Output
Project Management Plan, containing
 Scope baseline
 Schedule baseline
 Cost baseline
 Life cycle selected for the project and the processes that will be
applied to each phase;
 Details of the tailoring decisions
 Description of how work with project objectives;
 Change management plan
 Configuration management plan
 Requirements and techniques for communication

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 Project Management Plan : Samples

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 Direct and Manage Project Work
 “Direct and Manage Project Work is the process of
leading and performing the work defined in the
project management plan and implementing
approved changes to achieve the project’s
objectives.” PMI
 It provides overall management of the project work.
 The project manager should also manage any unplanned
activities and determine the appropriate course of action.
 Work performance data includes information about the
completion status of deliverables and other relevant details
about project performance.

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 Direct and Manage Project Work

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 Direct and Manage Project Work :
Output
1. Deliverables: A deliverable is 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: Work performance data are the
raw observations and measurements identified during
activities being performed to carry out the project work.
 E.g completed, key performance indicators, technical
performance measures, start and finish dates of schedule
activities, number of change requests, number of defects,
actual costs, and actual durations, etc.

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 Direct and Manage Project Work :
Output
3. Change Requests: A change request is a formal proposal to modify
any document, deliverable, or baseline.
 Corrective action—An intentional activity that realigns the
performance of the project work with the project management
plan;
 Preventive action—An intentional activity that ensures the future
performance of the project work is aligned with the project
management plan;
 Defect repair—An intentional activity to modify a nonconforming
product or product component; and/or
 Updates—Changes to formally controlled project documents,
plans, etc., to reflect modified or additional ideas or content.

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 Direct and Manage Project Work :
Output
4. Project Management Plan Updates: Elements of the project
management plan that may be updated are all the plans.
5. Project Documents Updates: Project documents that may be
updated include, but are not limited to:
 Requirements documentation,
 Project logs (issues, assumptions, etc.),
 Risk register, and
 Stakeholder register.

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 Direct and Manage Project Work
Direct and Manage Project Work also requires review of the
impact of all project changes and the implementation of
approved changes:
 Corrective action—An intentional activity that realigns the
performance of the project work with the project
management plan;
 Preventive action—An intentional activity that ensures the
future performance of the project work is aligned with the
project management plan; and/or
 Defect repair—An intentional activity to modify a
nonconforming product or product component.

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 Monitor and Control Project Work
 “Monitor and Control Project Work is the process of
tracking, reviewing, and reporting the progress to
meet the performance objectives defined in the
project management plan.” PMI
 It allows stakeholders to understand the current state of the
project, the steps taken, and budget, schedule, and scope
forecasts.
 Monitoring is an aspect of project management performed
throughout the project.

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 Monitor and Control Project Work

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 Monitor and Control Project Work: Tools
 Expert Judgment: to interpret the information provided by the
monitor and control processes.
 Analytical Techniques :
 Regression analysis,
 Grouping methods,
 Causal analysis,
 Root cause analysis,
 Forecasting methods (e.g., time series, scenario building, simulation, etc.),
 Failure mode and effect analysis (FMEA),
 Fault tree analysis (FTA),
 Reserve analysis,
 Trend analysis,
 Earned value management, and
 Variance analysis.

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