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About this lesson
Integrating processes span the other knowledge areas and provide overall project management direction.
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Quick reference
Project Integration Management
Integrating processes span the other knowledge areas and provide overall project management direction.
When to use
Integrating processes are used throughout the project lifecycle. They literally include the first process, Develop Project Charter, and the last process, Close Project or Phase.
Instructions
Project Integration Management
“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” PMBOK® Guide
Much of the work of the integration processes involves communication, negotiation, and coordination across the project team and stakeholders. These processes are broad processes that collect inputs from many other processes and create meaningful information for the rest of the project. They include making the trade-offs that so often must be done as part of managing a project. These processes are often considered the heart of project management because this is where everything comes together, “truth” about the project is determined, and decisions for continued project activities are made.
Project Integration Management Processes
There are seven Project Integration Management Processes. They relate to each other as shown in the diagram below. Although shown as distinct processes, they often overlap. As can be seen by the diagram, they feed back into each other. The six processes are:
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4.1 Develop Project Charter: “The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.” PMBOK® Guide
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4.2 Develop Project Management Plan: “The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.” PMBOK® Guide
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4.3 Direct and Manage Project Work: “The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project objectives.” PMBOK® Guide
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4.4 Manage Project Knowledge: “The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.” PMBOK® Guide
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4.5 Monitor and Control Project Work: “The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.” PMBOK® Guide
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4.6 Perform Integrated Change Control: “The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents and the project management plan; and communicating the decisions.” PMBOK® Guide
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4.7 Close Project or Phase: “The process of finalizing all activities for the project, phase, or contract.” PMBOK® Guide
Common Tools and Techniques
All the project management processes rely on tools and techniques as the best practices for accomplishing the process. Several of these are used in virtually all the Integration Management processes and are often used with other processes as well. The Project Management Body of Knowledge provides unique definitions for some of these techniques.
- Expert Judgment: “Judgment provide based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skills, experience, or training.” PMBOK® Guide
- Data Analysis Techniques: “Techniques used to organize, assess, and evaluate data and information.” PMBOK® Guide
- Data Gathering Techniques: “Techniques used to collect data and information from a variety of sources.” PMBOK® Guide
- Meetings: face-to-face, virtual, one-on-one, large group scheduled, ad-hoc settings where conversations between stakeholders occur.
Definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 701, 704, 705, 706, 710, 711 and 712.
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