Table of ContentsSummaryIntroductionManagementConclusionSummaryPurpose - With the aim of improving the understanding of project integration management, the main objective of this document is to discuss the processes of project integration management project integration and how these processes interact with each other and with processes in other project management knowledge areas. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayDesign/methodology/approach - This article uses a review of recent literature published in academic journals and books, in standard references, and in generalized project integration. management frameworks.Outcomes - Project integration management coordinating all other areas of project management knowledge throughout the life cycle of a project. These processes include developing the project charter, developing the project management plan, directing and managing the project, monitoring and controlling the project, integrated change control, and project closeout. Originality/value - This paper reveals that the main focus of a project manager should be on project integration management as it is often considered the most important project management knowledge area as it connects all the other knowledge areas.Keywords - project integration management, project management knowledge areas, project plan, project life cycleIntroductionIn an organization, there will be designated people to manage different knowledge areas of the project such as the quality manager, the risk manager, the human resources manager, the purchasing manager, etc. But only the project manager is responsible for coordinating with these managers and integrating all these functions towards the success of the project within the scope, budget and deadlines. This is called onboarding management. Project integration management involves the coordination of all other project management knowledge areas throughout the life cycle of a project (Schwalbe, 2014). According to the Project Management Institute [PMI] (2013), there are nine other project management knowledge areas in addition to project integration management: Project scope management; Project time management; Project cost management; Project quality management; Project human resources management; Management of project communications; Project risk management; Management of project supplies; Management of project stakeholders. A project life cycle is the series of phases that a project goes through. from its initiation until its closure (PMI, 2013). The generic structure of the project life cycle involves starting the project, organizing and preparing, carrying out the project work, and closing the project (PMI, 2013). According to PMI (2013), project integration management includes the processes and activities to identify, define, combine, unify and coordinate the different project management processes and activities within project management process groups. Project management process groups are processes grouped into five categories: initiation; planning; execution ; monitoring and control; and closure (PMI, 2013). However, according to PMI (2013), project management process groups are not the phases of the project life cycle because the processes in a process group consist of activities that can be executed and recurring within each phase of a project. project as well as for the project in itstogether. This article will review recent literature published in academic journals and books, in standard references, and in widely used project integration management frameworks. The objectives of this article are: Discuss the processes of project integration management and how these processes interact with each other and with processes from other project management knowledge areas. Understand the project integration management framework as it relates to other project management knowledge areas and the project life cycle. Understand why Project Integration Management is the most important project management knowledge area. ManagementProject integration management involves ensuring that each part of the project is coordinated throughout the project life cycle (Wisconsin Department of Transportation [WDT], 2014).Schwalbe (2014) states that management Project integration ensures that all elements of a project come together at the right time to complete the project. It ensures that the project is properly planned, executed and controlled, including exercising formal control over project changes (Heagney, 2012). As the term suggests, each activity must be coordinated or integrated with others in order to achieve the desired project outcomes. Kelkar (2007) states that project integration management also ensures that project work integrates with organizational operations and the project scope. fits within the scope of the product. According to PMI (2013), project integration management involves making choices about resource allocation, making trade-offs between competing objectives and alternatives, and managing interdependencies between management knowledge areas of project. Kelkar (2007) in his book says that integration involves making compromises between conflicting objectives and/or alternatives to meet or exceed stakeholder expectations. Successful integration requires commitment and support throughout the project life cycle from senior management of the sponsoring organization and executive management of the implementing organization (Kelkar, 2007). Jainendrakumar (2015) describes that project integration management is the area of ​​knowledge exclusively reserved for project managers as project integrators. According to Schwalbe (2014), project integration management is considered the key to the overall success of any project because it involves: Taking responsibility for coordinating all people, plans and work required to successfully complete the project . whenever conflicts are involved. Communicate key project information to senior management. Ensure stakeholder satisfaction. Project Integration Management Process According to PMI (2013), project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements and requires management effective project management processes. Based on PMI (2013), there are six project integration management processes, which follow: Develop a project charter Develop a project management plan Direct and manage project work Monitor and control project work Perform integrated change control Close the project or phase Developing the project charter is the first process of project integration. management (PMI, 2013), which falls under the initiation process group in project management groups (Jainendrakumar, 2015). Nathan and Jones, cited in Ker and Yang (2013), define that the initiation process brings together the nature and scope of the project and constitutes the key stage in starting aproject. While the TSC (2012) states that the initiation process group was carried out to define a new project or phase of an existing project by obtaining approval to start the project or phase, Katz (2007) in his study indicates that the initiation process groups were used according to the PMI. (2013), developing a project charter is the process of developing a document that formally authorizes the existence of a project and gives the project manager the authority to apply organizational resources to the project's activities. project. Schwalbe (2014) in his book describes that this process involves working with stakeholders to create the charter that officially authorizes a project. Jainendrakumar (2015) states that the main benefit of this project is an effective start and boundary of the project, creation of a formal record of the project and a direct way for senior management to formally accept and commit to the project . Katz (2007) in his study describes that the project charter provides a good starting point for the project but cannot be fully completed at this stage. Meanwhile, TSC (2012) states that the project charter can be used to initiate the project by authorizing the project manager and the project team to begin work. The second project integration management process is the project management plan (PMI) development process. , 2013), which falls under the planning process group in project management groups (Jainendrakumar, 2015). Ker and Yang (2013) define that the planning process involves planning time, risks, costs and resources adequately to estimate the work required for the effective execution of the project. Kerzner, cited in Ker and Yang (2013), suggests that planning tasks may include developing the scope statement; select planning team members; identify deliverables; create the work breakdown structure; estimate resource requirements, time and cost of activities; develop a calendar of activities; risk planning; communications and outreach planning; and identify roles and responsibilities. Jainendrakumar (2015) stated that planning and communication are essential to successful project management because they prevent problems from arising or minimize their impact on achieving the project objective when they do arise. According to PMI (2013), developing a project management plan is the process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. Schwalbe (2014) describes that this process involves coordinating all planning efforts to create a cohesive and cohesive project management plan. Jainendrakumar (2015) stated that the main advantage of project management plan is that it defines the basis of all project work and how the project will be executed, monitored, controlled and closed. According to TSC (2012), a project management plan is a fundamental tool for the project manager to manage their project successfully. It contains all subsidiary plans generated from other project knowledge areas, project methodologies and baselines (Jainendrakumar, 2015). In addition, it is also a guide for project execution and a method to gain support from stakeholders and sponsors before start-up (TSC, 2012). The third project integration management process is the process of directing and managing project work (TSC, 2012). PMI, 2013), which falls under the execution process group in project management groups (Jainendrakumar, 2015). Ker and Yang (2013) describe that the processExecution plan consists of the work defined in the project plans to achieve the project objectives as it integrates and implements the project activities according to the project management plan. According to PMI (2013), directing and managing project work is the process of directing and executing the work defined in the project management plan and implementing approved changes to achieve project objectives. Schwalbe (2014) states that this process involves carrying out the project management plan by executing the activities included in it and the results of this process are the deliverables, requested changes, work performance information, requests of changes implemented, corrective actions, preventive actions and defects. repair. Furthermore, the main advantage of this process is that it ensures the overall management of the project work, as the activities in this process include, but are not limited to, carrying out activities to meet the requirements; create project deliverables; train and manage project team members, establish and manage project communication channels, generate project data such as cost, schedule, technical progress and quality, issue change requests, manage project risks and manage vendors and suppliers (PMI, 2013). The process of directing and managing the project work also required a review of the impact of all project changes and the implementation of approved changes for measures corrective measures to realign the performance of the project works with the project plan; preventative actions to ensure future performance is consistent with the project plan; and repairing defects to modify a non-compliant deliverable (Jainendrakumar, 2015). The fourth process in the project integration management knowledge area is the project work monitoring and control process (PMI, 2013), which falls under the monitoring and control process group. in project management groups (Jainendrakumar, 2015). Ker and Yang (2013) describe that the monitoring and control process observes the execution of the project so that potential problems can be identified earlier and corrections can be made in advance, while TSC (2012) describes that monitoring and controlling regularly measures and monitors progress to identify deviations from the baseline project management plan so that corrective action can be taken, if necessary, to achieve project objectives. Lewis, cited in Ker and Yang (2013), suggests that the monitoring and control process can include measuring ongoing tasks, monitoring factors that may negatively impact plans and baseline project performance , determining preventive corrective actions and risks, and ensuring that only approved changes are executed. According to PMI (2013), monitoring and controlling project work is the process of tracking, reviewing, and reporting progress toward achieving performance objectives defined in the project management plan. Schwalbe (2014) describes that this process involves the supervision of project work to achieve project performance objectives and the results of this process are recommended corrective and preventive actions, forecasts, recommended defect repairs and requested changes . Jainendrakumar (2015) states that corrective and preventive measures are taken to control project performance to resolve and prevent deviations between project results and the project plan. Jainendrakumar (2015) also states that measuring actual progress and.