03. Integration Management

The first knowledge area focuses on ensuring all parts of a project or coordinated with one another. Seven processes ensure this coordination through completely large, macro actions for an organization. These are done solely by the Project Manager.

Integration is used since any change to one of the processes will affect the others. Much like how what you eat, drink, or sleep affects the other elements of your body. Changes are not made in a vacuum.

Philosophy of Integration Management

  1. Project Manager should be focused on making decisions during the execution phase, while the team focuses on delivering. Where the team’s input is needed is during the planning phase.¬†
  2. The processes in project management are not discrete and will often time be revisited. A project will not always go from process A to B to C. You may have to plan for unforeseen risks or issues.
  3. Integration processes need to be tailored to fit the size and complexity of a project.

Below are the Process Groups that each of the seven processes of Integration Management fall into.

Process Group Integration Management Process
Initiating Develop Project Charter
Planning Develop Project Management Plan
Executing Direct and Manage Project Work, Manage Project Knowledge
Monitor & Controlling Monitor & Control Project Work, Perform Integrated Change Control
Closing Close Project or Phase

Below are the main outputs of each of the seven Integration Management processes.

Process Primary Output
Develop Project Charter Project Charter, Assumption Log
Develop Project Management Plan Project Management Plan
Direct and Manage Project Work Deliverables, Work Performance Data, Change Requests, Issue Log
Manage Project Knowledge Lessons Learned Register
Monitor & Control Project Work Work Performance Reports, Change Requests
Perform Integrated Change Control Approved Change Requests, Project Documents Updates (Change Log)
Close Project or Phase Final Product, Service, or Result Transition, Final Report