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4 - PROJECT INTEGRATION MANAGEMENT

4.1.2.2 Facilitation Techniques

See Section 4.1.2.2 of the PMBOK Guide.
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4.1.3 Develop Project Charter: Outputs

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See Section 4.1.3 of the PMBOK Guide.

4.1.3.1 Project Charter

See Section 4.1.3.1 of the PMBOK Guide.
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4.2 Develop Project Management Plan

According to Section 4.2 of the PMBOK Guide, Develop Project Management Plan is the process of defining,
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preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

The extent to which this process pertains to software projects depends on the software project life cycle selected,
the organizational structure and culture, and the project context. The software project manager may perform all
project planning activities, or some planning activities, such as preparing estimates based on historical data, may
be performed by a project management office or an internal consulting group. Other planning activities, such
as independent testing, may be performed by other functional groups. Project Integration Management ensures
that all necessary processes are being performed with sufficient rigor and that sufficient project performance
information will be produced so that the software project manager can perform the appropriate Executing and
Monitoring and Controlling processes.

Project managers of predictive life cycle software projects tend to put substantial effort into upfront development
of the project plan and integration of organizational assets including plans developed by personnel from other
organizational units (e.g., configuration management, quality assurance, cost management, and risk management).
In adaptive projects, there is typically less upfront effort spent on developing detailed scope, cost, and schedule plans.

Regardless of the life cycle adopted, software projects may also need to integrate a number of additional plans
(and perhaps functional groups) such as an information security management plan, information management
plan, problem management plan, product launch plan, release plan, and perhaps a team training plan for new
technologies or for a new domain. Significant effort is typically spent on defining Monitoring and Controlling
processes to ensure coordination among the project members or project teams when the plans are implemented.

Project constraints that influence development of a software project plan include organizational policies, size
and criticality of the project, identified risks and risk management strategies complexity of the problem domain
and solution domain, and availability of needed resources (including number of team members having appropriate
skills). Projects with rigid project and product constraints may require increased emphasis on the Project Risk

48 ©2013 Project Management Institute. Software Extension to the PMBOK Guide Fifth Edition
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