PROJECT INTEGRATION
MANAGEMENT
Chapter 4
1. Introduction
2. Project Integration Management
processes
3. Integration management in project
initiating
4. Integration management in project
planning
5. Integration management in project
executing
6. Integration management in project
monitoring and controlling
7. Integration management in project
closing
 
for the exam
 
 
 
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Chapter 4 - Project Integration Management
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The PMP® Certification Exam Study Guide - Rosaldo de Jesus Nocêra
4.1 INTRODUCTION

relevant inputs, tools, techniques, and outputs.
4.2 PROJECT INTEGRATION MANAGEMENT PROCESSES
  PMBOK® Guide, the Project Integration Management includes processes and activities
required to identify, dene, combine, unify, and coordinate the several processes and activities of the
management process groups.

Develop Project Charter
e process of developing a document that formally authorizes a project or a phase and documents

 DevelopProjectManagementPlan
e process of documenting the actions required to dene, prepare, integrate, and coordinate all
subsidiary plans.
DirectandManageProjectExecution

objectives.
Monitor and Control Project Work

objectives dened in the project management plan.

PerformIntegratedChangeControl
             
deliverables, organizational process assets, project documents, and the project management plan.
 Close Project or Phase
e process of nalizing all activities of all project management process groups in order to formally
nish the project or phase.

their locations across the project management process groups.
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The PMP® Certification Exam Study Guide - Rosaldo de Jesus Nocêra
4 - Integration
Project Integration Management includes the processes and activities needed to identify, dene, combine, unify, and coordinate the
various processes and project management activities within the Project Management Process Groups.
Initiating Planning Executing Monitoringandcontrolling Closing
Project
charter
Approved
change
requests/
Change
requests
progress
updates
Change
requests/Work
performance
information
Project management plan
updates
Project
management
plan
Change
requests
4.1 - Develop
Project Charter
4.2 - Develop
Project
Management Plan
4.3 - Direct and
Manage Project
Execution
4.4 - Monitor and
Control Project Work
4.5 - Perform
Integrated Change
Control
4.6 - Close Project or
Phase
Chapter 4 - Project Integration Management
125
The PMP® Certification Exam Study Guide - Rosaldo de Jesus Nocêra
4.3 INTEGRATION MANAGEMENT IN PROJECT INITIATING

Develop Project Charter
    
actions related to the project initiating.
4.3.1 ACTIONS RELATED TO THE INTEGRATION MANAGEMENT IN
PROJECT INITIATING
4.3.1.1 SELECT AND DESIGNATE THE PROJECT MANAGER

top management or the project sponsor. From the designation, the project has a person in
charge for its success or failure. Gradually, especially after the issuance of the Project charter,



Leadership
Technical credibility



their implementation



4.3.1.2 RECOGNIZE THE COMPANY CULTURE AND EXISTING SYSTEMS
e recognition of the company culture and management systems of existing projects must
be one of the early activities of the project manager. is activity, in addition to the business

alternatives for some processes and project management procedures of the organization, or
             
required for the project.
4.3.1.3 COLLECT HISTORICAL INFORMATION

            



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