Project Integration Management is the first knowledge area of project management.
It includes a group of processes required to ensure that the various elements of the project are properly coordinated.
Based on chapter 4 of PMBOK® Guide 5th Edition, here you will find:
- project management graphic of Project Integration Management, a quick reference guide to its key terms
- Project Integration Management key terms — by Project Integration Management processes
Project INTEGRATION Management KEY TERMS – by Project Management Process Group
1. Develop Project Charter
- Assumptions. Factors that are considered to be true, real or certain without proof or demonstration.
- Constraints. Factors that limit the project team’s options to complete the project and produce the required deliverables.
- Opportunity Cost.The benefit ($$$$) lost by selecting another project.
- Sunk Cost. Money already spent that cannot be recovered.
- Law of Diminishing Returns. Productivity and resources are not linked in a 1:1 relationship; at some point adding resources does not yield a corresponding increase in productivity.
- Working Capital. The funds available for use by an organization.
- Depreciation. Accounts for the fact that assets lose value over time.
2. Develop Project Management Plan
3. Direct and Manage Project Work
- Stakeholder. Individuals and organizations involved in or affected by project activities, such as project managers, sponsors, and clients/customers.
- Project Documents. Documents not part of the project management plan that are used to manage the project such as: Project Charter, Contracts, Agreements, Statements of Work, etc., Work Performance Reports, and Risk and Issue Logs.
- Kickoff Meeting. First meeting with the project team and the client of the project.
4. Monitor and Control Project Work
- Corrective Action. Changes made to bring expected future performance of the project into line with the plan.
- Preventive Action. An action to ensure the future project performance does not deviate from the project management plan.
- Defect. An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.
- Defect Repair. The action to modify a defective product or product component.
- Lessons Learned. The learning gained from the process of performing the project.
- Percent Complete. An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component.
- Deliverable. A unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project.
5. Perform Integrated Change Control
- Earned Value Management. A management methodology for integrating scope, schedule and resources and for objectively measuring project performance and progress.
- Performance Measurement Baseline. An approved plan for the project work against which project execution is compared and deviations are measured for management control.
6. Close Project or Phase
- Configuration Identification. Identifying uniquely all items within the configuration.
- Configuration Status Accounting. Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
- Configuration Verification and Auditing. Establishing that the performance and functional requirements defined in the configuration documentation have been met.
- Change Control Board. A small group of stakeholders who will make decisions regarding the disposition and treatment of changing requirements.