Chapter 4: Project Integration Management

There are seven processes under project integration management which are develop project charter, develop the preliminary project scope statement, develop the project management plan, direct and manage project execution, monitor and control the project work, perform integrated change control, and close the project. Develop the project charter is working with stakeholders to create the document that formally authorizes a project – the charter. A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. Develop the preliminary project scope statement is working with stakeholders, especially users of the project’s products, services, or results, to develop the high-level scope requirements and create a preliminary project scope statement. A scope statement is a document used to develop and confirm a common understanding of the project scope. It’s important for preventing scope creep (the tendency for scope to keep getting bigger). Develop the project management plan is coordinating all planning efforts to create a consistent, coherent document – the project management plan. A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control. Direct and manage project execution is carrying out the project management plan by performing the activities included in it. The majority of time and money is usually spent on execution. Monitor and control the project work is overseeing project work to meet the performance objectives of the project. Monitoring project work includes collecting, measuring, and disseminating performance information. Two important outputs include recommended corrective and preventive actions. Perform integrated change control is coordinating changes that affect the project’s deliverables and organizational process assets. A change control system is a formal, documented process that describes when and how official project documents may be changed. Close the project is finalizing all the project activities to formally close the project. The main outputs include administrative closure procedures, contract closure procedures, final products, services, or results, and organizational process asset updates.

The planning process for selecting information technology projects can be classified into four stages such as information technology strategy planning, business area planning, project planning, and resource allocation. Information technology strategy planning is to tie information technology strategy to mission and vision of organization and identify key business areas. Business area analysis is document key business processes that could benefit from information technology. Project planning is defining potential projects; define project scope, benefits, and constraints. Resource allocation is to select information technology projects, and assigns resources.

Methods of selecting projects can be divided into five common techniques such as focusing on broad organizational needs (needs, funds, and will), categorizing information technology projects (problems, opportunity, and directive), performing net present value or other financial analyses (return on investment and payback analysis), using a weighted scoring model (a systematic process for selecting projects), and implementing a balanced scorecard (select and manage projects that align with business strategy).