| Integration is not a subject that has attracted many writers yet. It is, however, central to project management and to the highest levels of strategic management. It is a very important subject, and the problems that the US and UK armed forces faced after invading Iraq in the Second Gulf War when civil rule collapsed and the country descended into chaos in places is an example of what can go wrong when integration is not addressed, in that case at the political strategic level. It is without doubt a difficult subject. Three books and one article that present good practical guidance on how to think for integration, although none of them use that term, are: -
Drucker, P. F., 1995. 'The information executives truly need'. Harvard Business Review (January February 1995). -
Gause, D.C. and Weinberg, M., 1982. Are Your Lights On? How to Figure Out What the Problem Really Is .... New York: Dorset House. This is a classic on identifying and clarifying problems, despite its somewhat folksy style. -
Grove, A., 1995. High Output Management. New York: Vintage. Chapter 6 is Mr Grove's 12 pages of wisdom on the planning process. The rest of the book is also excellent and much is directly relevant to integration. Andy Grove founded Intel, the silicon chip manufacturer. -
Ohmae, K., 1982. The Mind of the Strategist. New York: McGraw-Hill. Ohmae's guidelines for thinking through management problems are inherently integrative. Not all books on project management cover integration, although increasingly they do. Some that are particularly useful are: -
Maylor, H., 2002. Project Management (3rd edn). Harlow: FT Prentice Hall. -
Meredith, J.R. and Mantel, S.J., 2006. Project Management: A Managerial Approach (6th edn). New York: John Wiley & Sons. -
Young, J., 2002. Orchestrating Your Project. Wellington: New Zealand Institute of Management. Of special interest to IT project management is: -
Cadle, J. and Yeates, D., 2004. Project Management for Information Systems (4th edn). Harlow: FT Prentice Hall. | 
