What are the knowledge areas of Project Integration Management?

Develop Project Charter

Develop Project Management Plan

Direct and Manage project execution

Perform integrated change control

Monitor and control project work till completion

Project closing formalities.

 

there are many good answers given, however I go with Mr, VRindavan's answer

Question gorgeous and wonderful answers Greetings to All

Inception Stage

Definition Phase:

The project conducts a preliminary assessment and documents a business need or opportunity in the form of a Statement of Requirements (SoR) document. The document does not outline high-level project scope or refer to a solution at this point; it simply requests that management provide seed funding for further analysis of the problem.

Identification Stage

The objectives of Integration Management during the Identification Stage are to:

• develop a comprehensive PPP, Business Case, and Project Charter with associated documents adapted to the size, complexity, and risk of the project that are consistent with industry standards and Government of Canada (GC) policies;
• align the project to strategic goals, investment plans, and business needs as well as to project stakeholder objectives;
• address project constraints and risks;
• ensure that the project deliverables are consistent with the SoR and the business requirements;
• begin project communications with and among stakeholders;
• establish and implement the Change Management process; and
• establish and implement project governance structures.

During the Identification Stage, the PPP is the principal mechanism utilized by the Project Director or Manager to formally define the goals and objectives of the project and to document the project's key parameters.

Initiation Phase

Projects provide a scope statement in the PPP along with a set of milestones and deliverables relevant to the Identification Stage (e.g. creation of a Feasibility Report and Business Case). During the Initiation Phase, business requirements are documented. This document constitutes the foundation upon which the project scope is primarily built; however, constraints such as those related to cost and time may limit the scope.

Feasibility Phase

The project may conduct an environmental scan to review available technical solutions to the business problem and to assist in the feasibility assessment process. The Feasibility Report identifies several options and the high-level activities related to each option. The preliminary analysis performed during the Feasibility Phase allows the project to narrow down the potential solutions to a manageable set of viable options. These viable options will be subject to further analysis, when developing the Business Case.

For « Lite » projects, the preliminary screening of options is part of the Business Case and a Feasibility Report is not required. A Conceptual Architecture Solution document is produced during the Feasibility Phase. A Concept of Operations document is either produced, or an existing document is refined to reflect how a solution may operate once implemented. These documents provide support to the scope definition process.

Analysis Phase

The objective of the Analysis Phase is to recommend a solution in order to achieve the desired outcome that was initially defined in previous phases. The Business Case presents the analysis and the recommended solution while the Project Charter summarizes the project parameters for the Delivery Stage, such as the initial scope, high-level deliverables and milestones, the roles and responsibilities, and the governance structure.

Identification Close Out Phase:

The objective of the Identification Close-Out Phase is to facilitate the transition from the Identification Stage that is focused on business analysis, to the Delivery Stage, which is focused on the development/acquisition and implementation of the solution selected. The Identification Close-Out Phase is the opportunity to review how the Identification Stage performed against its planned time, cost, quality, scope, and risks. It is also during this phase that the issue and risk logs are closed, while issues and risks still active are transferred to the next stage documentation. The Identification Stage Close-Out Document (ICOD) is the control point deliverable used to record the completion of core deliverables and the status of the key close out activities for this Stage.

In light of the Preliminary Project Approval (PPA) decision obtained in the Analysis Phase, project teams ensure that the final records prepared in this Phase are updated including the Scope Statement, the high-level Work Breakdown Structure (WBS), payment records, actual schedule and the list of the deliverables produced.

NOTE: If the project is not approved at PPA, the PPP is finalized and a Project Close Out Document is produced.

Top of Page

Delivery Stage

Planning Phase

The objectives of Integration Management during the Delivery Stage are:

• to develop a PMP during the Planning Phase and manage how the project will be delivered;
• to ensure that the project deliverables are consistent with the business requirements and aligned to the department's strategic goals and investment plan;
• to refine and update the project governance structure as required for the Delivery Stage; and
• to obtain required approvals for key deliverables such as the Project Charter and PMP.

During the Planning Phase the project produces the PMP. For Business Projects-IT-Enabled, the Project Management Plan defines how the project will be managed in accordance with core PWGSC project management knowledge areas throughout the Delivery Stage.

For a detailed description of the contents of the PMP, please see Annex B - Project Management Plan.

Change Management is part of the Integration Management Knowledge Area Change Management is one of the most important processes covered in the PMP. This subject is covered in Annex A - Change Management Process.

Design Phase

During the Design Phase, the product design is refined, finalized and approved. The approved Project Charter and the approved PMP are updated to reflect the approved design.

Implementation Phase

During the Implementation Phase, the approved design is turned into products, processes and results. The product is tested, approved for release and then implemented in accordance with the PMP.

Delivery Close-Out Phase

Once the project is complete, the project team prepares the Close Out Document (COD), including lessons learned and conducts the administrative and contract close out activities, documenting the project close out process thoroughly. The WBS and any other subsidiary scope management documents, such as the change log attached to the Scope Management Plan, must be updated to summarize all scope changes that were proposed. If the change was approved, the log details the implementation activities and the consequences of the change activities.

Integration Processes that Cross All Phases

Direct and Manage Project Execution

The direct and manage process requires the Project Manager and project team to perform multiple actions to execute the PMP and to accomplish the scope of work defined in the scope statement and the fully elaborated WBS. Among other things, these actions include:

• performing activities, expending effort and spending funds to accomplish project objectives;
• conducting cost, time, scope, HR, procurement, communications, risk, quality requirements and change management activities;
• reporting on project key performance indicators; and
• adapting approved changes into the project scope, schedule and budget.

Monitoring and Control

During all phases of the project lifecycle, the Project Manager, the project management team and the project governance structure are responsible for monitoring and controlling the project.

The monitoring and controlling process is performed to monitor project processes associated with initiating, planning, executing and closing the project. Corrective actions are taken to control performance and to adapt the project to approved changes. Monitoring activities include, collecting, measuring and disseminating performance information. The performance management system and the reporting processes are key to effective monitoring and control. Monitoring gives the project management team insight into the project's health. Independent validation and verification assists the delivery organization by ensuring objectivity and consistent application of standards and practices both within the project and across the project portfolio.

The project monitoring and control function is concerned with:

• comparing actual performance to the PMP and to the Project Charter;
• assessing performance to determine whether corrective actions are required;
• analyzing, tracking and monitoring project risks and issues;
• implementing risk and issue response plans;
• maintaining an accurate information base including action and decision logs;
• providing information via the status reporting and communications processes;
• providing forecasts to update current schedules and budgets; and
• monitoring the implementation of the current plan as well as approved changes.

Top of Page

6. SCOPE:

This Integration Management Knowledge Area applies to all PWGSC projects.

7. DEFINITIONS:

Project Scope Statement

PMBOK® defines the narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work, and provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among stakeholders.

Project Integration Management

According to PMBOK®, Project Integration Management includes the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management Process Groups.

Project Charter

A Project Charter is defined as a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the Project Manager with the authority to apply organizational resources to the project activities. This document addresses the project's key risks, governance, scope, WBS, time estimates, resource requirements, and cost at a level sufficient to gain budget approval.

Project Management Plan

The PMP is a formal, approved document that defines how the project is executed, monitored and controlled.

Top of Page

8. RESPONSIBILITIES:

All parties responsible for conducting Integration Management activities and developing components of the Project Charter and the Project Management Plan are strongly encouraged to:

• consult with other Project Leaders/Managers, Senior Project Managers, technical experts and other subject matter experts (SMEs); and
• consider historical information and lessons learned from similar projects within PWGSC when producing/updating these core project management deliverables and subordinate project management documents.

Project Lead (Business Side)

The Project Director/Project Lead defines the business need or opportunity, leads the identification stage activities and represents the client during delivery. The specific responsibilities include:

• planning, controlling and providing overall management oversight of the entire project in accordance with the NPMS Framework for Business Projects-IT-Enabled;
• setting general direction and priorities;
• authorizing all planning documents;
• reviewing and endorsing the Project Charter;
• approving the PMP and other project deliverables;
• being accountable for budgets;
• recommending major changes that impact scope, time and cost;
• approving changes that do not impact hard milestones and costs;
• monitoring progress;
• assigning/authorizing resources;
• liaising with the project steering committee;
• acting as primary project interface between the business and the project teams; and
• being accountable for any project procurement activity (or delegates this to a Procurement Manager).

Project Manager

The Project Manager is responsible for overall project Integration Management. The specific responsibilities include:

• developing the key Integration Management document deliverables:

1. the PPP
2. the Project Charter, and
3. the PMP

ensuring that the project team is aware of and follows project integration processes in performing their associated responsibilities; developing the project scope statement; eliciting project and product scope input from stakeholders; documenting the project scope; creating the WBS; verifying project scope; directing and managing project execution; chairing project meetings; monitoring the project; controlling changes to all aspects of the project (e.g. time, cost and schedule); and reporting on the key project indicators: scope, time and cost.

Client/Business Line Owner

The Client/Business Line Owner is responsible for the following activities:

• providing input to the scope analysis and definition process;
• providing input to the project integration process;
• supporting the Project Manager in the development of the scope statement;
• approving the project scope baseline and all significant changes to the project scope, time and cost; and
• participating in project direction, monitoring and controlling functions.

Project Team

The Project Team is responsible for the following activities:

• developing and maintaining the associated project deliverables that contains the fully elaborated project and its products;
• performing their assigned tasks without deviating from the approved scope, time and cost plans;
• reporting their actual and forecast work effort; and
• submitting change requests that may impact project scope, time and cost as and when required.

Stakeholders and Subject Matter Experts (SMEs)

The stakeholders and SMEs are responsible for the following activities:

• providing input into the project scope analysis and definition process; and
• supporting the Project Manager in the development of the Integration Management deliverables:
  • the PPP
  • the Project Charter and
  • the PMP

 

 

 the knowledge areas of Project Integration Management Resources for coordinating all the work across a project to ensure the right choices and trade offs are made, customer needs are met, and the project is ultimately successful.

 Project Integration Management knowledge areas consists of 6  processes:

• Develop project charter
• Develop project management plan
• Direct and manage project execution
• Monitor and control project work
• Perform Integrated change control
• Close project or phase

Agreed to answer given by mr. KRISHNA