Project Integration Management

Develop Project Charter

Deliver Preliminary Project Scope Statement

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Integrated Change Control

Close Project 

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Cornelius Fichtner



This knowledge area includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Develop Project Charter

The project charter is the  document that formally authorizes a project.

Projectc charter allows the Project Manager (PM) to apply organizational resources

Project charter is a several page document including high level information of the project: project background, business case, goals (S.M.A.R.T. specific, measurable, attainable, realistic, time-bound), who is and the authority of the project manager, budget, risk, stakeholders, deliverables, approval criteria, etc.


Agreements: either a contract (for external parties), letter of intent, service level agreement, etc.

A charter is NOT a contract because there is no consideration

PMO may provide the expert judgement

Facilitation techniques includes brainstorming, conflict resolution, problem solving, meeting, etc.

Develop Project Management Plan

Tools and Techniques

The project management plan is a formal written document on how the project is executed, monitored and closed, including all subsidiary management plans (scope, requirements, change, configuration, schedule, cost, quality, process improvement, human resource, communication, risk, procurement) and documents (cost baseline, schedule baseline, scope baseline, performance measurement baseline, cost estimate, schedule, responsibility for each deliverable, staff requirements) and some additional documents/plans (selected PM processes and level of implementation)
the contents to be tailored by the PM (tailoring) to suit each project
created by PM, signed off by destined KEY stakeholders (e.g. project sponsor, project team, project manager)
may be progressively elaborated in iterative phases (outputs from other processes), this must be the final process/iteration to consolidate the PM Plan
when the project management plan is baselined (i.e. validated and then signed off by key stakeholders), it is subject to formal change control and is used as a basis for comparison to the actual plan
after baselining, the senior management must be consulted if these high level constraints are to be altered (whether to use the management reserves)
can be re-baselined if significant changes are seen (scope change, internal changes/variances (for the project execution), external factors) <- needed to be approved by sponsors/stakeholders/senior management, must understand the underlying reasons first (built-in costs is not usually a legitimate reason)
cost baseline (specific time-phased budget), schedule baseline (-> knows when to spend money), scope baseline (includes scope statement, WBS, WBS dictionary): whether preventive/corrective/defect repair actions are needed
the performance measurement baseline (PMB) is an approved scope-schedule-cost plan for the project work (to use in earned value management), it includes contingency reserve but excludes management reserves

Configuration management (works with change control management plan), document all change versions of project deliverables and completed project components, PMIS includes: Configuration Management System (contains the updated deliverable/project specifications and processes) and Change Control System (contains formal documents for tracking changes)
configuration management system contains the most updated version of project documents
other project documents NOT included in the project management plan:

Kick-off Meeting: at beginning of the project/phase, participants including project team+stakeholders, element including project review, responsibility assignment matrix, participation of stakeholders, escalation path, frequency of meetings

Microsoft Project is considered by PMI as close to a bar chart, not an PMIS

Direct and Manage Project Work

create project deliverables, acquire/assign/train staff, manage vendors, collect data for reports, document lessons learned
implement approved process improvement plans and changes, change requests include corrective actions, preventive actions, defect repair and updates (all considered to be change requests)
if the PM discovers a defect, he/she should instruct the team to make defect repair during this process (need change request but may be approved by the PM only (if stipulated in PM Plan for minor change))
approved change requests – approved in the perform integrated change control, may include preventive, corrective and defect repair actions
change requests may arise as a result of implementing approved change requests
PM should be of service to the team, not a boss
a work authorization system (part of EEF) defines approval levels needed to issue work authorization (to allocate the work) and is used to prevent scope creep as formal approval must be sought before work begins
Stakeholder risk tolerance is part of EEF
Face-to-face meeting is considered to be most effective
The PM Plan can be considered as a deliverable
most of the time of project spends here

Monitor and Control Project Work

validated changes – actions taken as a result of the approved change requests are validated against the original change requests, to ensure correct implementation
corrective and preventive actions usually don’t affect the baseline, only affect the performance against the baseline
defect repair: considered as rework, deliverable not accepted, either rework or scrap, strongly advise defect prevention to defect repair
the work performance info is fed from all other control processes (e.g. control schedule, control stakeholder engagement, control communications, control costs, control quality, etc.)
variance analysis is NOT a forecast method

Integrated Change Control

The PM should influence the factors that cause project change.

Changes arises as a result of: missed requirements, views of stakeholders, poorly designed WBS, misunderstanding, inadequate risk assessment

All the process are documented in the change log. They re tracked using a change management system, also affect configuration management system.

Configuration control: changes to deliverables and processes
Change control: identify/document/approve changes
Configuration management activities: configuration identification, configuration status accounting, configuration verification / audit to ensure the latest configuration is adopted and delivered
for a change request: 1) identify need, 2) assess the impact, response and alternatives, 3) create CR, 4) Meet with stakeholders, 5) obtain approval from CCB (change control board) or PM as defined in roles and responsibility document/PM Plan, 6) request more funding if needed

Customers/sponsors may need to approve certain decisions by CCB (if they are not part of CCB)
Communicate the resolutions (approve or reject) to change requests to stakeholders

Burnup chart vs Burndown chart

Close Project 

Administrative closure procedure
Contract closure procedure


Ensure all procurements are closed (in the Close Procurements Process) before formal closure of the project/phase
Create the project closure documents
Formal sign off by designated stakeholders/customer
Obtain formal approval to close out the project/phase (administrative closure)
Obtain approval and deliver the deliverables (maybe with training)
Finish and archive documentations, lessons learnt and update to organizational process asset
If the contract comes with a warranty, make sure that changes during the project are evaluated against the origin clauses, ensure alignment of the warranty and changes to close a project as neatly and permanently possible


For multi-phase projects,  each phase has to be closed and the closure process will be performed once for every phase end and once for the whole project.

Litigation may continue and can be  pursued after the closure