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4 - PROJECT INTEGRATION MANAGEMENT

• Scope management plan (Section 5.1.3.1),
• Requirements management plan (Section 5.1.3.2),

• Schedule management plan (Section 6.1.3.1),
• Cost management plan (Section 7.1.3.1),

• Quality management plan (Section 8.1.3.1), 4
• Process improvement plan (Section 8.1.3.2),

• Human resource management plan (Section 9.1.3.1),
• Communications management plan (Section 10.1.3.1),
• Risk management plan (Section 11.1.3.1),

• Procurement management plan (Section 12.1.3.1),
• Stakeholder management plan (Section 13.2.3.1),

• Scope baseline (Section 5.4.3.1),
• Schedule baseline (Section 6.6.3.1), and
• Cost baseline (Section 7.3.3.1).

4.4.1.2 Schedule Forecasts

Described in Section 6.7.3.2. The schedule forecasts are derived from progress against the schedule baseline
and computed time estimate to complete (ETC). This is typically expressed in terms of schedule variance (SV) and
schedule performance index (SPI). For projects not using earned value management, variances against the planned
finish dates and forecasted finish dates are provided.

The forecast may be used to determine if the project is still within defined tolerance ranges and identify any
necessary change requests.

4.4.1.3 cost Forecasts

Described in Section 7.4.3.2. The cost forecasts are derived from progress against the cost baseline and computed
estimates to complete (ETC). This is typically expressed in terms of cost variance (CV) and cost performance index
(CPI). An estimate at completion (EAC) can be compared to the budget at completion (BAC) to see if the project is
still within tolerance ranges or if a change request is required. For projects not using earned value management,
variances against the planned versus actual expenditures and forecasted final costs are provided.

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