Introduction :

In this update, we step in to the knowledge areas section. To begin with let me give a high-level snapshot on how each chapter is structured followed by major changes to the processes within each knowledge area :

Under each knowledge area following sub sections are created to

• Key concepts specific to the knowledge area
• Trends and Emerging practices
• Tailoring considerations specific to the knowledge area.
• Considerations for Agile and Adaptive environments

This week we shall analyse the knowledge area Project integration management

Key concepts specific to the knowledge area

Integration Management is all about making choices…

• Resource Allocations
• Balancing competing demands
• Examining alternative approaches
• Tailoring the processes to meet specific project objectives
• Managing the interdependencies among the project Management knowledge areas

Project Integration Management is about:

• Ensuring that the deliverable due dates of the product, service or result ; project lifecycle ; and the benefit management plan are aligned
• Providing a project management plan to achieve the project objectives
• Ensuring the creation and the use of the appropriate knowledge
• Managing the performance and changes
• Making integrated decisions regarding key changes
• Measuring and monitoring the project’s progress, taking appropriate actions to meet the project objectives
• Collecting data on the results achieved, analysing the data to obtain information and communicating the information to relevant stakeholders
• Completing all the work of the project and formally claosing each phase, contract and project as a whole and
• Managing phase transitions when necessary.

Evolving Trends and Emerging Practices in integration management includes but not limited to

• Use of automated tools
• Use of visual management tools
• Project Knowledge Management
• Expanding the Project Manager’s responsibilities
• Hybrid methodologies

Tailoring Considerations

Because each project is unique, the project manager may need to tailor the way that the project integration management processes are applied. Consideration for tailoring include but not limited to

• Project Lifecycle
• Development lifecycle
• Management approaches
• Knowledge Management
• Change
• Governance
• Benefits
• Lessons learned

We shall now look at each process within Project Integration Management :

Develop Project Charter

The red highlighted are the key changes between 5^th to 6^th edition. Key observations :

• Benefit Management plan acts as a key input to develop project charter process
• The tools and techniques are increased
• Assumptions log as a separate deliverable created and used in multiple processes.

Develop Project Management Plan

there are no major changes except the tools and techniques part.

The project management plan components are grouped in to following 3 major catagories :

1. Subsidiary Management plans
2. Baselines
3. Additional components

Performance management baseline is added as one of the additional components. Other new additional components include Project life cycle, Development approach and Management reviews.

Direct and Management Project Work

There are no major changes except few fine tuning

Manage Project Knowledge

This is a new process introduced in the sixth edition.

It is the process of using existing knowledge and creating new knowledge to achieve the project objectives and contribute to organizational learning. This change adds significant value to the current edition. In the earlier versions elements of Knowledge Management were brought in the form of differentiating Data, Information and Reports. In the current edition the idea is further enhanced to knowledge.

As per Knowledge Management, the Data-Information-Knowledge paradigm is picturized as below.

The knowledge is further categorized in to the following three types. It is very critical for every growing organization to learn and grow mature in capitalizing the knowledge.

Finally, the process model looks as below. this addition opens up a new area of focus for the organization. This can be aligned well with OPA and PMO as part of the organization’s project maturity model/improvement initiatives

The knowledge management tools are listed separately and they are worth noting:

• Networking (formal an informal social interactions)
• Communities of Practices
• Work shadowing and reverse shadowing
• Discussion forums such as focus groups
• Knowledge sharing events such as seminars/conferences
• Workshops including Problem solving sessions
• Story telling
• Creativity and ideas management
• Knowledge fairs and cafés

Monitor and Control Project Work

This process have undergone changes with respect to tools and techniques.

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Integrated Change control
This process have undergone changes with respect to tools and techniques.

Close Project or Phase

Close Project or Phase has gone to moderate revision. The Close Procurement process is removed in the current edition and part of it is merged with close Project process.

The inputs required to close the project has increased significantly which is a welcome change. Also the activities performed as part of close project is well elaborated. Overall it is good check list for PMs to close their project and for the PMP aspirants they have something tangible to read.

The project document list includes :

• Assumption log
• Basis of estimates
• Change log
• Issue log
• Lessons learned register
• Milestone list
• Project communications
• Quality control measurements
• Quality reports
• Requirements documentation
• Risk register
• Risk report

Overall the integration Management is one of the area significantly affected as part of this revision.

We will see scope management in the next release.

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