Chapter 12
Integration Management
Practising a common, coordinated approach
Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
Chapter overview
1.
2.
3.
4.
5.
6.
7.
Developing the project proposal
Developing the project management plan
Directing and managing the work
Monitoring and controlling performance
Performing integrated change control
Closing down the project
Mapping project processes
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
2
Developing the project proposal
 confirms the existence of the project itself (as distinct
from an operational priority)
 enables the foundational understanding of the project
 validates the alignment of the (change) project to the
strategic direction of the organisation, while also
considering the ongoing operational priorities
 documents (in broad terms) the organisational need,
assumptions, constraints, stakeholder requirements,
provisional estimates of both time and money, and
high level risks (among others)
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
3
Developing the project management plan
The goal is to have all plans integrated into a single,
comprehensive and endorsed project management plan
that defines the basis of all project work
o scope management plan
o time management plan
o cost management plan
o quality management plan
o human resource management plan
o communications management plan
o risk management plan
o procurement management plan
o stakeholder management plan.
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
4
Directing and managing the work
 ensuring project objectives are accomplished
 creating deliverables in line with the planned work
 providing opportunities for the project team to learn and
develop
 obtaining and allocate the required resources
 establishing open communication channels
 generating performance reports
 engaging with stakeholders
 monitoring risk events and treatment responses
 documenting the lessons learned
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
5
Monitoring and controlling performance
 comparing actual project performance against planned
performance (as per the plan)
 assessing performance to identify what corrective or
preventative actions may be required
 recommending appropriate follow-up action
 identifying and responding to existing, recurrent or new
risks
 maintaining accurate records
 circulating all the relevant reports and information
 verifying the implementation of all approved changes
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
6
Performing integrated change control
 a formalised, agreed and practised integrated change
control process in place from the project’s inception
ensuring only approved changes are incorporated in to
the revised baseline
 written and recorded in variation registers or change logs,
change requests nominate the required change along
with any justification and impact revisions to the time and
cost baselines
 working in conjunction with other stakeholders, the project
manager will ensure that any proposed change is
reviewed, evaluated, approved, delayed, rejected or
actioned, and that these decisions are communicated
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
7
Closing down the project
Perhaps known more often as an administrative close, there
are a number of given activities that could be performed here
in support of project management integration, including:
 confirmation that all outstanding work has been completed
 confirmation that all acceptance criteria nominated by the
client have been met
 confirmation that all migration or transition procedures are in
place
 confirmation that all records have been collected,
collated and archived
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
8
Mapping project processes
 Stakeholder management
 Scope management
 Time management
 Cost management
 Quality management
 Human resource management
 Communications management
 Risk management
 Procurement management
 Integration management
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
9
Review questions
1. What is meant by the term ‘project integration
management’?
2. What role do the proposal and the project plan have
in integrating project processes?
3. How is managing the work different from controlling
the work?
4. Explain how a formally integrated change control
process benefits the project.
5. What lessons can be learned during the project
closeout stage?
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
10
Group learning activities
 Discuss the very different purpose for have a project
proposal and project plan
 Discuss the justification for the project plan including all the
‘subsidiary plans’
 Workshop the differences between directing and
managing work, and monitoring and controlling
performance
 Debate the value in having a written, integrated change
control process
 Justify why a closeout checklist would benefit project
closeout
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
11
Assessment options
 Develop individual flowcharts (swim-lane diagram)
for each of the project management processes
showing the activities, decisions, alternate paths and
stakeholders involved
 Develop an integrated project management plan
which includes all the subsidiary plans
 Short answer questions
 Multiple choice questions
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
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