About Project Integration Management

Project Integration Management includes the processes and activities to identify, define, and coordinate the various processes and project management activities within the Project Management Process Groups. Project Integration Management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. The knowledge area which is devoted to identify and define the work in the project is known as the Integration Management Project Integration Management. This knowledge area deals also with efficiently integrating changes into the project. There are six different processes in the integration knowledge area.

Following are the important points to keep in mind.

  1. Projects are selected based on business needs first.
  2. Change requests do not always require more money. Approved changes may require more funds, but not always. The change request may be denied, so no additional funds are needed for the project.
  3. A formal, documented change request is the best course of action for a change request stemming from a law or regulation. Integrated Change Control requires detail for implementing the change. Without evidence of the need for the change, there is no reason to implement it.
  4. The project sponsor can help the project manager and the stakeholders resolve issues during project integration management.
  5. If management has assigned the project constraint of a fixed budget, the project manager and the project team must determine how the project can operate within the constraint.
  6. Project plans communicate to the project team, the project sponsor, and stakeholders. Q: The primary purpose of your project plan is: A: To provide accurate communication for the project team, project sponsor, and stakeholders.
  7. A project baseline serves as a control tool. Project plan execution and work results are measured against the project baselines.
  8. Gantt charts are excellent tools to measure and predict the project progress, but are not needed during the project plan development process.
  9. A PMIS can assist the project manager the most during project execution. It does not replace the role of the project manager, but only serves as an assistant. It helps the project manager plan, schedule, monitor, and report findings.
  10. The project plan serves as a guide to all future project decisions.
  11. A configuration management is the documentation of the project product, its attributes and changes to the product.
  12. Integrated Change Control is a system to document changes, their impact, response to changes, and performance deficits.
  13. The project plan is the formal document used to manage and control project execution.
  14. General management skills, status review meetings, and Work Authorization Systems are the best tools described here that serve as part of the project plan execution.
  15. EVM, earned value management, is used throughout the project processes. It is a planning and control tool used to measure performance.
  16. A project manager must manage a project. If all activities are delegated, chaos ensues and team members will spend more time jockeying for position than completing activities.
  17. Configuration management involves making sure that everyone is working off the same documents and version.
  18. The schedule baseline is there for you to determine how the project is progressing. Follow your change management process, and continue to track against your baseline.
  19. Effective project integration usually requires an emphasis on: Effective Communications at key interface points.
  20. With everything going well on the project, the only choice that makes sense is to review the management plans for the project.
  21. The change control system must also include procedures to handle changes that may be approved without prior review, for example, as the result of emergencies.
  22. Only with formal acceptance can the project manager be sure the project work is really complete.
  23. All Technical Work is completed (means you are in Closing Process Group) on the project – the remaining thing is ‘Completing Lessons Learned’.
  24. Because net present value is the value in today’s dollars of different cash flows, the project with the highest NPV is the best one. The number of years is included in the NPV calculation.
  25. Integration can be done during Planning and Executing, but it is most important when you reach key interface points in the project. You must orchestrate the coming together of the results.
  26. The sponsor issues the project charter and so he or she should help the project manager control changes to the charter. The primary responsibility lies with the sponsor.
  27. Constrained optimization uses mathematical models. Linear programming is a mathematical model.
  28. Most often, projects outsourced outside of the country encounter communication and time zone barriers. The procurement process should have assured the project manager that the sellers were skilled.
  29. Directing (choice A) occurs while the project management plan is being created. During project executing, the project manager should be focused on integrating the work of others into a cohesive whole. This is more important than just coordinating (choice C) or leading (choice D).
  30. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.
  31. Present Value (PV): We convert a future cash flow into a value today. This allows us to DIRECTLY compare two future cash flows.
  32. The larger the BCR, SPI and CPI the better. A project with high priority normally holds more senior commitment.
  33. Integrated change control requires coordinating changes across knowledge areas. For example, a proposed schedule change will often affect cost, quality, risk, and resources.
  34. Remember, the internal rate of return is similar to the interest rate you get from the bank. The higher the rate is, the better the return.
  35. Meeting the baseline is one indicator of project success.
  36. Recollections (of information) are less reliable than other documented results.
  37. Change Control Procedure might address how to handle changes, but does not reflect approved changes. Changes made via the change control system will be documented in some part of the project management plan and/or project documents.
  38. Remember, project length is incorporated when computing NPV. You would choose the project that provides the most value, in this case the project with the highest NPV.
  39. You want to capture data at the end of each phase of a project. If you wait until the end, you may forget important information.
  40. A work authorization system is used to coordinate when and in what order the work is performed so that work and people may properly interface with other work and other people.
  41. The biggest problem is retaining team members until closure of the project. People start looking for their next project and leave before administrative closure is complete.
  42. It is the sponsor’s role to determine objectives. These objectives are described in the project charter.
  43. The project charter is issued by the sponsor. The project manager may have a role in its creation.
  44. Once the change has been made by the Project Manager, you need to update the documents affected by the change; the project management plan and/or project documents.
  45. A project without a charter is a project without support.
  46. A poor communications management plan is not likely to cause the volume of changes in this instance.
  47. It is the project manager’s responsibility to manage the project scope completion within budget and reserves.
  48. The project manager loses credibility and performance by using overtime.
  49. Before anyone can be notified, the change must be finished. That means looking for time, cost, quality, risk, resources, and customer satisfaction impacts.
  50. A single high-level executive can end an entire project if he or she is not satisfied with the results, even if that person has, by choice, been only tangentially involved in the project. It is critical to ensure that all of the final decision makers have been identified early in a project in order to ensure that their concerns are addressed.
  51. Before you can do anything else, you have to know what YOU are going to do. Developing the management strategy will provide the framework for all the rest of the choices presented and the other activities that need to be done.
  52. The change management process should be formal so changes don’t “just happen.” You manage them. You want them documented for historical purposes so there is an audit trail indicating why you made the changes.
  53. A project is complete when all work, including all project management work, is complete and the product of the project, not just deliverables, accepted. The lessons learned are project management deliverables.
  54. A change management plan includes the processes and procedures that allow smooth evaluation and tracking of changes.
  55. Only a work authorization system helps with integrating work packages into a whole. A work authorization system helps ensure that work is done at the right time and in the right sequence.
  56. Primary Responsibility of the Project Manager is ‘Interact with others in a Professional Manner while completing the project’.
  57. The change control system should already have methods of making changes described.
  58. Half the project is done and half the cost has been expended. The answer is simple. Or is it? In fact, you do not know what was planned, so you cannot answer this question.
  59. All types of closure must make sure that the actual product of the project meets the requirements for the product.
  60. The Project Manager should offer your assistance without doing the work of the other Project Manager.
  61. Documents that serve as historical records for future projects’ are collected throughout the project, but are only archived during the Close Project or Phase process.
  62. Outputs of the Close Project or Phase process include archives, lessons learned, and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources.
  63. A project manager should be looking at where changes are coming from and doing whatever is necessary to limit the negative effects of change on the project. He needs to find the root cause, so future changes may be avoided.
  64. One of the ways to check if a change should be approved is to determine whether the work falls within the project charter. If not, it should be rejected, assigned to a more appropriate project or addressed as a project of its own.
  65. The project manager is an integrator. This is a question about your role as an integrator and communicator.
  66. All the project documentation goes into the archives. Therefore, it must be completed. The archive is the last thing to create before releasing the team.

10 Knowledge areas specified by PMI:

Project Integration Management

About Project Integration Management Project Integration Management includes the processes and activities to identify, define, and coordinate the various processes ...
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Project Scope Management

About Project Scope Management Project Scope Management deals with defining the project scope, project requirement scope, project work, making the ...
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Project Time Management

About Project Time Management Project Time Management includes the processes required to manage the timely completion of the project. Project ...
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Project Cost Management

About Project Cost Management Budget baseline is established and costs are estimated in this knowledge area which is known as ...
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Project Quality Management

About Project Quality Management Project Quality Management includes the processes and activities of the performing organization that determine quality policies, ...
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Project Human Resources Management

About Project Human Resources Management Project Human Resource Management includes the processes that organize, manage, and lead the project team ...
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Project Communications Management

About Project Communications Management Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, ...
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Project Risk Management

About Project Risk Management Project Risk Management consists of identifying risks, planning risk management, conducting risk assessments, and controlling risks ...
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Project Procurement Management

About Project Procurement Management Project Procurement Management deals with the processes which project managers usually follow to acquire required material ...
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Project Stakeholder Management

About Project Stakeholder Management Project Stakeholder Management area encompasses all the processes which is used by a project manager for ...
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This knowledge Area Project Integration Management is covered in PMP Certification Prep course which contains following practice tests:

PMP Practice Test 1

Instructions for PMP Practice Test 1 This page shows the instructions for PMP Practice Test 1. Please read it carefully ...
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PMP Practice Test 2

Instructions for PMP Practice Test 2 This page shows the instructions for PMP Practice Test 2. Please read it carefully ...
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PMP Practice Test 3

Instructions for PMP Practice Test 3 This page shows the instructions for PMP Practice Test 3. Please read it carefully ...
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PMP Practice Test 4

Instructions for PMP Practice Test 4 This page shows the instructions for PMP Practice Test 4. Please read it carefully ...
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PMP Practice Test 5

Instructions for PMP Practice Test 5 This page shows the instructions for PMP Practice Test 5. Please read it carefully ...
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Disclaimer:

This course includes practice tests and articles, but it does not cover every exam question. Only the PMI exam team has access to the exam questions for PMP exam, and PMI regularly adds new questions to the exam, making it impossible to cover specific questions. You should consider this course a supplement to your relevant real-world experience