Page 90 -

4 - PROJECT INTEGRATION MANAGEMENT

These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1.

The need for Project Integration Management is necessary in situations where individual processes interact.
For example, a cost estimate needed for a contingency plan involves integrating the processes in the Project Cost,
Time, and Risk Management Knowledge Areas. When additional risks associated with various staffing alternatives
are identified, then one or more of those processes may be revisited. The project deliverables may also need
integrating with ongoing operations of the performing organization, the requesting organization, and with the
long-term strategic planning that takes future problems and opportunities into consideration. Project Integration
Management also includes the activities needed to manage project documents to ensure consistency with the
project management plan and product, service, or capability deliverables.

Most experienced project management practitioners know there is no single way to manage a project. They
apply project management knowledge, skills, and required processes in a preferred order and with varying rigor to
achieve the desired project performance. However, the determination that a particular process is not required does
not mean that it should not be addressed. The project manager and project team need to address every process and
the project environment to determine the level of implementation for each process within the project. If a project
has more than one phase, the level of rigor applied within each of the project phases should be appropriate for each
phase. This determination is also addressed by the project manager and project team.

The integrative nature of projects and project management can be understood by thinking of other types of
activities performed while completing a project. Examples of some activities performed by the project management
team are:
• Develop, review, analyze, and understand the scope. This includes the project and product requirements,
criteria, assumptions, constraints, and other influences related to a project, and how each will be managed
or addressed within the project;

• Transform the collected project information into a project management plan using a structured approach
as described in the PMBOK Guide;
®
• Perform activities to produce project deliverables; and
• Measure and monitor the project’s progress and take appropriate action to meet project objectives.

64 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
®

Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.