4 Project Integration Management PMP Prep Course Based

4. Project Integration Management – 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. *Source: PMBOK® p. 77 10/14/2009 v. 2. © Copyright and all rights reserved 2

4. Project Integration Management Integration – Is primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objective within an organization's defined procedures. Not all processes may be required, but they all must be addressed. *Source: PMBOK® p. 78 10/14/2009 v. 2. © Copyright and all rights reserved 3

4. Project Integration Management Project Management Process Groups Project Integration Knowledge Area Processes Initiating Planning Executing Monitoring & Controlling 4. 1 Develop Project Charter (3. 2. 1. 1) 4. 2 Develop Project Management Plan (3. 2. 2. 1) 4. 3 Direct and Manage Project Execution (3. 2. 3. 1) 4. 4 Monitor and Control Project Work (3. 2. 4. 1) Closing 4. 6 Close Project (3. 2. 5. 1) 4. 5 Integrated Change Control (3. 2. 4. 2) *Source: PMBOK® p. 70 10/14/2009 v. 2. © Copyright and all rights reserved 4

4. 1 Develop Project Charter The charter addresses: Stakeholder requirements, expectations Business needs Project purpose or justification Assigned Project Manager and authorities Assumptions; Constraints Summary milestone schedule Stakeholder influences Functional organization responsibilities Business case justification Summary budget *Source: PMBOK® p. 82 10/14/2009 v. 2. © Copyright and all rights reserved 5

4. 3 Develop Project Management Plan – Typical Content Project Charter Strategy Scope Statement including deliverable and objectives WBS Cost Estimates Schedule Performance Measurement Baselines 10/14/2009 Major milestones Key or required staff Organization structure Subsidiary plans Risk assessment, including constraints, and assumptions Open issues v. 2. © Copyright and all rights reserved 6