Project integration management

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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, includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion,successfully managing stakeholder expectations, and meeting requirements. Project Integration Management entails making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas.

The need for Project Integration Management is evident in situations where individual processesinteract. The project deliverables may also need to be integrated with ongoing operations of either the performing organization or the customer’s organization, or 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 projectmanagement plan and product deliverables.

The project manager and project team must address every process to determine the level of implementation for each process for each project. If a project has more than one phase, the same level of rigor should be applied to processes within each phase of the project.

Develop Project Charter

Develop Project Charter is the process of developing adocument that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations. It establishes a partnership between the performing organization and the requesting organization. The approved project charter formally initiates the project. It is recommended that the project manager participate in the development of the project charter, asthe project charter provides the project manager with the authority to apply resources to project activities.
Projects are authorized by someone external to the project such as a sponsor, PMO, or portfolio steering committee. The project initiator or sponsor should be at a level that is appropriate to funding the project. The initiator’s signature on the charter authorizes the project.Projects are authorized due to internal business needs or external influences. Chartering a project links the project to the strategy and ongoing work of the organization.

Develop Project Charter: Inputs
Project Statement of Work
The statement of work (SOW) is a narrative description of products or services to be delivered by the project. For internal projects, the project initiator or sponsorprovides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document

Business Case
The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically thebusiness need and the cost-benefit analysis are contained in the business case to justify the project. The requesting organization or customer, in the case of external projects, may write the business case.
A contract is an input if the project is being done for an external customer.

Enterprise Environmental Factors
The enterprise environmental factors influence the DevelopProject Charter process.

Organizational Process Assets
The organizational process assets influence the Develop Project Charter process.

Develop Project Charter: Tools and Techniques
Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Such expertise is provided by any group or individual with specialized knowledge or training, and is...
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