003: Processes in Project Integrated Management

In the previous lessons, I highlighted the “what” and “why” of project integration management. In this lesson I will highlight the processes or “How” project integration management is executed during the management and delivery of projects, with examples.

Project integration management is the coordination, collaboration, and integration of project resources, which include the processes, stakeholders, knowledge areas, business environments and related organizational systems, to optimize the utilization of project resources and to deliver a product service or result that meet project objectives. As a result, project managers can better balance the demands of stakeholders, the expectations of clients, and the deliverables and related tasks during the management and delivery of project.

According to Project Management Institute (PMI)-PMBOK®, the outputs of the project integration management processes may impact the outputs of the other processes, principles, and performance domains during the project life cycle from initiation to closing. Outputs are represented as deliverables and outcomes (end-result), which are the results of the integrated processes to get the project completed faster and with fewer resources, while meeting project objectives. 

When applying integration management processes to your projects, you as the project managers should follow the seven processes throughout your project delivery lifecycle phases, which can be referenced as a consistent process framework on new projects. Integration Process.pdf shows a graphical representation of the project integrated management process, using a plan-driven development approach. Agile Integration_.pptx shows a graphical representation of the project integrated management process, using the change-driven or agile development approach. You should use these links to gain a better understanding on how and when to apply these integrated development approach, during project management and product delivery. What is the difference between the change-driven approach and the plan-driven approach? In the change-driven approach:

·      Iterations are short duration, 2-4 weeks.

·      Planning (scope) is done by the team, they are empowered.

·      Project Manager does tracking & control.

·      Cost, time & resources (headcount) are fixed for each iteration.

·      Frequent customer feedback

By following these process frameworks, you will ensure a collaborative, integrated and well-informed approach to initiating, planning, monitoring, and controlling and closing a project, with the knowledge gained helping future projects perform even better. 

The integration management knowledge area links the process, principles, and performance domains together. A project manager integrates the work of everyone on the team through the seven integrated processes to keep the project on track. The level of details of planning, agility and iterations will be dependent on the project complexities, the life cycle phases and the development approach that the project manager determined as appropriate for the project objectives through tailoring.

Here is an example of project integration management processes:

As a project manager, you manage the deliverables for project activities from engineering and procurement departments by scheduling tasks of multiple teams from different departments including engineering and procurements. As an integrator, you should ensure that the project scheduled documents and product deliverables from engineering and procurement departments are integrated to ensure consistency between project deliverables, with optimized utilization of resources to complete the project faster, while meeting project objectives.

In this case, you should think of integration as optimizing the scheduling tasks of multiple teams with the deliverables from different departments. Project management process and activities are not executed independently. Project integration management processes are integrated with the processes, principles and performance domains from the other knowledge area based on the interrelationships of inputs and outputs, to create integrated product, service, and results during the project delivery life cycle.