CONSTRUCTION PROJECT MANAGEMENT

CE-371
Maj Haider Ali Shams
 PROJECT
INTEGRATION
MANAGEMENT
INTRODUCTION
• It helps to identify, define, combine, unify, and coordinate the various processes and project management

activities within the Project Management Process Groups

• The project manager’s primary role is to perform integration management – to pull all the pieces of a

project together into a cohesive whole that gets the project done faster, cheaper, and with fewer

resources, while meeting the project objectives

• Project Integration Management includes making choices about:

• Resource allocation,

• Balancing competing demands,

• Examining any alternative approaches,

• Tailoring the processes to meet the project objectives, and

• Managing the interdependencies among the Project Management Knowledge Areas

INTRODUCTION
• The Project Integration
Management processes are:
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Manage Project Knowledge
• Monitor and Control Project Work
• Perform Integrated Change
Control
• Close Project or Phase
 INTRODUCTION
MONITORING
KNOWLEDGE
INITIATING PLANNING EXECUTING AND CLOSING
AREA
CONTROLLING

Direct and
Monitor and
Manage
Control Project
Develop Project
Develop Work
PROJECT Project Work Close Project
Project
INTEGRATION Managemen or Project
MANAGEMENT
Charter Perform
t Plan Manage Phase
Integrated
Project
Change
Knowledge
Control
 DEVELOP PROJECT CHARTER
• It is the process of developing a document that
formally authorizes the existence of a project and
provides the project manager with the authority to
apply organizational resources to project activities.

• It involves planning the project at a high level to

assess whether it is feasible within the given
constraints, but detailed planning (which takes time
and is costly) does not happen until after the
charter is signed

• A meeting with key stakeholders can assist in

defining the high-level objectives, constraints,
requirements, scope, risks, and assumptions to
assess the feasibility of the project

• The key benefits of this process are that it:

• Provides a direct link between the project and the
strategic objectives of the organization
• Creates a formal record of the project
• Shows the organizational commitment to the
project
 DEVELOP PROJECT MANAGEMENT PLAN
• Develop Project Management Plan is the process of defining,
preparing, and coordinating all plan components and
consolidating them into an integrated project management
plan
• Management plans document the strategy and approach for
managing the project and the processes related to the
knowledge areas of scope, schedule, cost, quality, resources,
communications, risk, procurement, and stakeholder
management
• When creating a management plan, you ask yourself, "How will I
define, plan, manage (execute), and control scope (or schedule,
cost, quality, etc.) for the project?“ You also need to think about
the people involved in the project and how you will manage
those people, evaluate their work, and keep them engaged.
• A project management plan is a set of plans and baselines
• The project management plan defines how the project is
executed, monitored and controlled, and closed.
 DIRECT AND MANAGE PROJECT WORK
• It is the process of leading and performing the work
• Direct manage project work involves
• gathering work performance data
• creating and using the issue log
• requesting changes, and
• completing the work resulting from approved
change requests
• When executing the project, the project manager takes
time to focus on managing the schedule, budget, risks,
quality, and all the other knowledge areas
• Project management information system (PMIS) is used
to help the project manager keep track of the many
aspects of the project.
 MANAGE PROJECT KNOWLEDGE
• Manage Project Knowledge is the process of using existing
knowledge (that the organization has accumulated over
time) and creating new knowledge (projects actively
contribute to the knowledge base) to achieve the project’s
objectives and contribute to organizational learning.

• Successful knowledge management requires an

organizational culture of trust in which the project manager
and stakeholders exchange knowledge without fear of
judgment.

• This process includes two distinct types of knowledge

• Explicit knowledge - Explicit knowledge is fact-based,
and can be easily codified and communicated through
words, pictures and numbers/symbols.
• Tacit knowledge - Tacit knowledge, on the other hand,
includes beliefs, emotions, experience, insights, “know-
how” and ability, which are more difficult to
communicate clearly.
 PERFORM INTEGRATED CHANGE CONTROL
• Changes can be grouped into two broad categories- those that affect
the project management plan and baselines

• Detailed Process for Making Changes

• Prevent the root cause of changes

• Identify the need for a change
• Evaluate the impact of the change within the knowledge area
• Create a change request
• Perform integrated change control (impact on other project
constraints)
• Assess the change
• Identify options
• The change is approved, rejected, or deferred
• Update the status of the change in the change log
• Adjust the project management plan, project documents,
and baselines as necessary
• Manage stakeholders' expectations by communicating the
change to stakeholders affected by the change
• Manage the project
 PERFORM INTEGRATED CHANGE CONTROL
• Changes can be grouped into two broad categories- those that affect
the project management plan and baselines

• Detailed Process for Making Changes

• Prevent the root cause of changes

• Identify the need for a change
• Evaluate the impact of the change within the knowledge area
• Create a change request
• Perform integrated change control (impact on other project
constraints)
• Assess the change
• Identify options
• The change is approved, rejected, or deferred
• Update the status of the change in the change log
• Adjust the project management plan, project documents,
and baselines as necessary
• Manage stakeholders' expectations by communicating the
change to stakeholders affected by the change
• Manage the project
 CLOSE PROJECT OR PHASE
• Close Project or Phase is the process of finalizing all activities
for the roject, phase, or contract.
• The key benefits of this process are the project or phase
information is archived, the planned work is completed, and
organizational team resources are released to pursue new
endeavors.
• Actions and activities necessary to satisfy completion or exit
criteria for the phase or project such as:
• Making certain that all documents and deliverables
are up-to-date and that all issues are resolved;
• Confirming the delivery and formal acceptance of
deliverables by the customer;
• Ensuring that all costs are charged to the project;
• Closing project accounts;
• Reassigning personnel;
• Dealing with excess project material;
• Reallocating project facilities, equipment, and other
resources; and
• Elaborating the final project reports as required by
organizational policies
 CLOSE PROJECT OR PHASE
• The activities necessary for the administrative closure of the project or phase include but are not limited to:
• Activities related to the completion of the contractual agreements applicable to the project or project
phase such as:
• Confirming the formal acceptance of the seller’s work,
• Finalizing open claims,
• Updating records to reflect final results, and
• Archiving such information for future use.
• Activities needed to:
• Collect project or phase records,
• Audit project success or failure,
• Manage knowledge sharing and transfer,
• Identify lessons learned, and
• Archive project information for future use by the organization.
• Actions and activities necessary to transfer the project’s products, services, or results to the next phase
or to production and/or operations.
• Collecting any suggestions for improving or updating the policies and procedures of the organization
and sending them to the appropriate organizational unit.
• Measuring stakeholder satisfaction.