Two-Minute Drill

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Project Integration Management

q	Project integration management relies on project plan development, project plan execution, and Integrated Change Control. Integrated Change Control manages all the moving parts of a project.
q	Project integration management is a fancy way of saying that the project components need to work together-and the project manager sees to it that they do. Project integration management requires negotiation between competing objectives.
q	Project integration management calls for general management skills, effective communications, organization, familiarity with the product, and more. It is the day-to-day operations of the project execution.

Planning the Project

q	On your exam, you'll need to know that planning is an iterative process and that the results of planning are inputs to the project plan. The project plan is a fluid document, authorized by management, and guides all future decisions on the project.
q	The project plan is a fluid work in progress. Updates to the plan reflect changes to the project, discoveries made during the project plan execution, and conditions of the project. The project plan serves as a point of reference for all future project decisions, and it becomes future historical information to guide other project managers. When changes occur, the cost, schedule, and scope baselines in the project plan must be updated.
q	The WBS (Work Breakdown Structure) is one of the most important pieces in the project plan. It serves as an input to schedule development, roles and responsibility assignments, risk management, and other processes.
q	The WBS is a decomposition of the project work into manageable portions. A heuristic of the WBS is that work packages should not be less than 8 hours nor more than eighty hours. The WBS is not created by the project manager alone, but with the project team.

Project Constraints

q	Projects have at least one or more constraints: time, cost, and scope. This is known as the triple constraint of project management. Constraints are factors that can hinder project performance.
q	Time constraints include project deadlines, availability of key personnel, and target milestone dates. Remember that all projects are temporary: the have a beginning and an end.
q	Cost constraints are typically predetermined budgets for project completion. It's usually easier to get more time than more money.
q	Scope constraints are requirements for the project deliverables regardless of the cost or time to implement the requirements (safety regulations or industry mandates are examples).

Managing Change Control

q	Integrated Change Control is the process of documenting and controlling the features of a product, measuring and reacting to project conditions, and revisiting planning when needed.
q	Projects need a Change Control System to determine how changes will be considered, reviewed, and approved or declined. A Change Control System isa documented approach to how a stakeholder may request a change and then what factors are considered when approving or declining the requested change.
q	Configuration Management is part of change control. It is the process of controlling how the characteristics of the product or service the project is creating are allowed to changed.

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