Wednesday 8 December 2021

Project Integration Management

Project integration management includes the processes and activities necessary to define, refine, combine, combine, and coordinate the various project management processes and activities within project management process groups.

In the context of project management, integration includes characteristics such as consolidation, consolidation, articulation, and integrative actions that are key to project completion, successful management of project stakeholder expectations, and compliance. 


Project integration management encompasses decision-making regarding resource allocation, finding trade-offs between conflicting goals and alternatives, and managing inter dependencies between project management knowledge areas.

Project Integration Management Process Diagram

The project integration management process diagram (Figure 1) according to pmI PMBoK 5th Edition includes the following processes:

Development of the Project Charter

It is the process of developing a document that formally authorizes a project or phase, and documenting initial requirements that meet the needs and expectations of project stakeholders. It establishes a partnership between the executing entity and the application entity (or the customer, in the case of external projects).

The approved Project Charter formally initiates the project. A project manager is identified or appointed as soon as possible, preferably during the development of the Project Charter and always before planning begins. It is recommended that the project manager participate in the development of the Project Charter,as this document authorizes the project manager to use resources to complete the project.

Develop a project management plan

It is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all supporting plans. A project management plan defines how the project will be executed, how it will be monitored, controlled and closed.

The content of the project management plan varies depending on the application area and the complexity of the project. A project management plan is developed through a series of integrated processes until the project is completed. The result of this process is a project management plan that is gradually developed through updates, monitored and approved during the Overall Change Management Implementation process.

Project execution management and management

It is the process of performing the work defined in the project management plan to achieve the goals of the project. These activities include, but are not limited to:

  • carrying out actions to fulfill the requirements of the project;
  • create project results; selection, preparation and management of team members assigned to the project;
  • obtaining, managing and using resources, including materials, tools, equipment and facilities;
  • application of planned methods and standards;
  • establishment and management of project communication channels, both external and internal in relation to the project team;
  • generating project data, such as cost, schedule, technical or quality execution and status, to facilitate forecasting.
  • issue change requests and adapt approved changes to the content, plans, and environment of the project.
  • risk management and risk response;
  • seller and supplier management;
  • collecting and documenting the accumulated knowledge, as well as performing approved actions to improve processes.
  • Project management and execution management also requires the implementation of approved changes, including: corrective action. A documented instruction for the execution of project work in order to align the expected future performance of the project work with the project management plan. warning action.

A documented instruction to take an action that may reduce the likelihood of negative consequences associated with the risks of the project. correction of the defect. A formally documented defect detection in a project item, containing recommendations for either the correction of the defect or the complete replacement of the element.

Monitoring and management of project works

It is the process of tracking, verifying, and managing performance to achieve the execution goals defined in the project management plan. Monitoring is an aspect of project management that is carried out throughout the project. 


Monitoring involves collecting, measuring and disseminating performance information, as well as evaluating measurements and trends to influence process improvement.

Continuous monitoring gives the project management team the ability to understand the overall health of the project and determine which areas to focus on. Management includes the definition of corrective or preventive actions, or the re-planning and tracking of plans to determine whether the action taken has resolved the problem.

The process of monitoring and managing the work of the project is aimed at the following:

  • comparison of the actual project execution with the project management plan;
  • performance evaluation to determine whether any corrective or preventive action is required, followed by recommendation of such actions, if necessary;
  • identification of new risks and analysis, tracking and monitoring of existing project risks in order to confirm that all risks have been identified, their status has been reported, and appropriate response plans are being implemented;
  • maintaining an accurate, timely up-to-date information base regarding the project product(s) and related documentation throughout the project;
  • providing information to assist in status reporting, performance measurements and forecasting;
  • providing forecasts that allow you to adjust information about the current cost and current schedule; monitoring the implementation of approved changes as they occur.
  • Implement overall change management
  • It is the process of reviewing all change requests, approving them, and managing changes to results, organization process assets, project documents, and a project management plan. The process of implementing general change management is carried out from the very beginning of the project until its completion.

The project management plan, the description of the project content and other results are supported by conducting thorough and continuous change management – rejecting or approving changes, which ensures that only approved changes are included in the revised baseline.

The process of implementing general change management includes the following change management activities, presented at different levels of detail depending on the progress of the project:

  • influencing factors that can "circumvent" overall change management, so that only approved changes are enforced;
  • timely review, analysis and approval of change requests, which is of the utmost importance, as slow decisions can adversely affect the timing, cost or feasibility of the change;
  • manage approved changes;
  • maintaining the integrity of the baseline by including only approved changes to the project management plan and project documents.
  • analysing, approving or rejecting all recommended corrective and preventive actions;
  • coordination of changes throughout the project (for example, the proposed schedule change most often also affects the cost, risk, quality and staffing);
  • document the full impact of change requests.
  • Project completion or phases
  • It is the process of completing all operations of all project management process groups in order to formally complete the project or phase. When a project is closed, the project manager reviews all previous information obtained during the closure of previous phases to ensure that all project work is complete and the project has achieved its objectives.

Since the content of the project is determined by the project management plan, the project manager analyzes this document to make sure that the project is actually completed, before formally stating this. The project completion process or phase also establishes procedures that explore and document the reasons for the actions taken if the project is terminated before completion.

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