Project Management Body of Knowledge (PMBOK) Notes – Project Integration Management (Chapter 4)

Project Management Body of Knowledge (PMBOK) Guide 4th Edition
Chapter 4 – Project Integration Management

Core Definitions

  • Project Integration Management (PIM) – 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. PIM is utilized in situations where individual processes interact.
  • Project Charter – The project charter formally authorizes a project or a phase, documents initial requirements that satisfy the stakeholders’ needs and expectations, establishes a partnership between the performing organization and the requesting organization (or customer), and links the project to the strategy and ongoing work of the organization.
  • Statement of Work (SOW) – A narrative description of products or services to be delivered by the project.
  • Business Case (or similar document) – Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
  • Project Management Plan – The Project Management Plan, which may include one or more subsidiary plans, defines how the project is executed, monitored and controlled, and closed, and baselines schedule, scope, etc.
  • Change Requests – Documented requests which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality as a result of issues found while project work is being performed.
  • Monitoring – Includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements. Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that may require special attention.
  • Control – Includes determining corrective or preventive actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue.
  • Integrated Change Control – The process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan.

General Notes

  • (4.0) Project Integration Management (PIM) Processes:
    • Develop Project Charter
    • Develop Project Management Plan
    • Direct and Manage Project Execution
    • Monitor and Control Project Work
    • Perform Integrated Change Control
    • Close Project or Phase
  • (4.1) Projects are authorized by someone external to the project such as a sponsor, PMO, or portfolio steering committee. The project initiator or sponsor should be at a level that is appropriate to funding the project.
  • (4.3) The Direct and Manage Project Execution process includes creating project deliverables, staffing/training/managing project team members, establishing/managing project communications channels (internal and external to project team), documenting of corrective actions, preventive actions, and defect repairs, and much more.
  • (4.5) Changes may be requested by any stakeholder involved with the project, should always be recorded in written form and entered into the change/configuration management system, and may require information on estimated time and/or cost impacts.
  • (4.6) Closing a project may include actions/activities necessary to: a) satisfy completion or exit criteria for the phase or project; b) transfer the project’s products, services, or results to the next phase, production, and/or operations; and c) collect project or phase records, audit process success or failure, gather lessons learned and archive project information for future use by the organization.

Project Management Body of Knowledge (PMBOK) Notes – Project Management Processes for a Project (Chapter 3)

Project Management Body of Knowledge (PMBOK) Guide 4th Edition
Chapter 3 – Project Management Processes for a Project

Core Definitions

  • Process – A set of interrelated actions and activities performed to achieve a pre-specified product, result, or service. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs.
  • Project Management Processes – Ensure the effective flow of the project throughout its existence and encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas.
  • Product-Oriented Processes – Specify and create the project’s product and are typically defined by the project life cycle and vary by application area.
  • Tailoring – Carefully addressing each process and its constituent inputs and outputs while managing a project.
  • Project Management Process Groups (or just “Process Groups”)
    • Initiating – Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
    • Planning – Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
    • Executing – Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
    • Monitoring and Controlling – Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
    • Closing – Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
  • “Rolling Wave” Planning – Progressive detailing of the project management plan through iterative, ongoing planning and documentation efforts, usually needed due to significant changes occurring throughout the project life cycle.

Figure 1. Project Management Process Groups & Interaction Flow

General Notes

  • (3.0) In order for a project to be successful, the Project Team must: select appropriate processes required to meet the project objectives; use a defined approach that can be adopted to meet requirements; comply with requirements to meet stakeholder needs and expectations; and balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or result.
  • (3.2) Process Groups are not project phases. As projects are separated into distinct phases or subprojects such as feasibility study, concept development, design, prototype, build, test, etc., all of the Process Groups would normally be repeated for each phase or subproject.
  • (3.3) Involving the customers and other stakeholders during initiation generally improves the probability of shared ownership, deliverable acceptance, and customer and other stakeholder satisfaction.
  • (3.3-3.7) Project Management Processes, by Process Group:
    • (3.3) Initiating Process Group
      • Develop Project Charter
      • Identify Stakeholders
    • (3.4) Planning Process Group
      • Develop Project Management Plan
      • Collect Requirements
      • Define Scope
      • Create Work Breakdown Structure (WBS)
      • Define Activities
      • Sequence Activities
      • Estimate Activity Resources
      • Estimate Activity Durations
      • Develop Schedule
      • Estimate Costs
      • Determine Budget
      • Plan Quality
      • Develop Human Resource Plan
      • Plan Communications
      • Plan Risk Management
      • Identify Risks
      • Perform Qualitative Risk Analysis
      • Perform Quantitative Risk Analysis
      • Plan Risk Responses
      • Plan Procurements
    • (3.5) Executing Process Group
      • Direct & Manage Project Execution
      • Perform Quality Assurance
      • Acquire Project Team
      • Develop Project Team
      • Manage Project Team
      • Distribute Information
      • Manage Stakeholder Expectations
      • Conduct Procurements
    • (3.6) Monitoring & Controlling Process Group
      • Monitor & Control Project Work
      • Perform Integrated Change Control
      • Verify Scope
      • Control Scope
      • Control Schedule
      • Control Costs
      • Perform Quality Control
      • Report Performance
      • Monitor & Control Risks
      • Administer Procurements
    • (3.7) Closing Process Group
      • Close Project or Phase
      • Close Procurements