Comprehensive Project Integration: Execution, Handover, and Review

This report provides a detailed overview of project integration management, focusing on managing issues, risks, and changes during project execution. It outlines the importance of the escalation process, documentation, and regular monitoring. The report also discusses allocating project finalization activities, including formal sign-offs, scope analysis, resource releasing, and contract closure. Furthermore, it details the procedure for project handover to the client, emphasizing clear communication and documentation. The report also covers identifying key lessons learned, incorporating feedback from team members, and conducting full project reviews and evaluations to improve future project outcomes. This document is available on Desklib, a platform offering a wide range of study resources including past papers and solved assignments for students.

Running head: MANAGEMENT OF PROJECT INTEGRATION
Management of Project Integration
Name of the Student
Name of the University
Author Note

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1. Explain how issues, risks and changes are managed during the execution of a project.
During the execution phase of a project, it is understandable that the project might
face several issues and risks, for which the project managers may bring about several changes
in the project right at the time during its execution. It affects the execution phase, but it is also
important that the project managers take in several steps to handle the project as well.
Otherwise, there might be several impacts on the execution of the project leading to the
failure of the project in the end. For handling or managing the issues, risks and changes
during the execution of the project, there have been some identified practices that need to be
followed by the project managers. These can be listed as follows:
The escalation process: There should be a process developed to document and
identify any issues and escalate them right during the issue management procedure and
planning activities1. The process of documentation would enable the recording of the
identified issues during the execution phase.
Documentation process: This is a good practise to record all the incidents occurring
within the project during the project execution phase, including the minor issues as well. The
documentation should be followed by some kind of issue tracking system or log.
Provision for Resolution Statement: The statement of the issues should be recorded
in such a way that the people associated with the project should be free to understand how the
issue should be resolved.
Regular monitoring and review: The identification and clarification of the issues
should be set each time and they should be reviewed regularly to find out which of the issues
are identified and solved, what risk has the potential of being totally resolved or occurring
1 Henry A. Hornstein, "The Integration Of Project Management And Organizational Change Management Is
Now A Necessity" (2015) 33(2) International Journal of Project Management.

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and again and how can the changes for eliminating the issues and risk can take place in the
project.
2. How would you allocate project finalization activities and how would you determine
if the allocation was effective?
After delivering a project to the client it still does not mean that a project is complete
and the process for the results into an incomplete project management. Closing a project is as
important as it is too started at the first place and there are various activities that need to be
allocated for the finalisation of a project. Following are the activities that need to be allocated
to determine finalization of a project.
Formal sign-off for the customers: Although, the deliverables of the project I
produced in front of the client still does not mean that the project is complete. For attending a
proper finalization of the project it needs to be in form of a formal sign of letter from the
customer as the receiving end of the deliverables. This should ensure that the complete
project was delivered to the clients and if there had been any e worst case scenario of
escalating for some rework, the complete work cannot be denied.
Scope analysis of final product: The final product should always be analysed for a
scope planning during the stage of planning right the initiation of the project. The features of
the project scope should meet all the requirements of the client and only after clarifying this,
the finalization of the project activity should be formulated or validated.
Resource releasing: After the receivable of the formal sign of letter from the
customers after handing over them about the deliverables, the Resource Department needs to
be handed over with the formal sign-off so that they could record the correct policies for the
organisation while releasing the resources.

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Contact closure: Any third party vendor of subcontractors would be working on the
project needs to have their contracts closed. Once they have delivered the products or raw
materials required from them and the end product handover to the customers this contract
should be closed so that after the acceptance of the deliverable they would not be associated
with this project any further.
3. What procedure would you use for project handover to the client and how would you
determine that the handover was smooth?
Project handover can't write at the end of any project so that the deliverable could be
handed over to the client. This also involves the ending of a project by installing, constructing
or modifying any asset that the client demands. The handover of a project can be regarded as
the formal acceptance of the deliverables by the clients from the organisation present in the
project and this should follow several steps. The client should be made clear about what they
are being handed over so that their expectations are clear right from the outside of the project
and this would further prevent any kind of confusion. The clarification of this acceptance
should come formally with the help of documentation. This handover of the project process
can be completed by having a handover meeting or through documentation.
The process of documentation should describe in details what the client has been
provided as the deliverable. The handover document should be created by staff members and
validated by every person associated with the project.
The handover can be determined as a smooth process only when without any
escalations or clarifications made from the client's end after they have received the project
deliverables, signed off formally and provided feedback.

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4. How would you identify the key lessons learned from your project and the aspect that
had the most impact (positive or negative) on the project?
The lessons learnt from a project can be defined as the gaining of information from
the process of performing the entire project. There has to be a formally conducted session for
the lessons learnt from the entire population of the project which normally are held during the
close out of the project when the project has been nearing its completion. Formally the factors
that can be learnt from a particular project can be listed as follows:
 What has been the entire learning outcome of the project in general?
 What has been learnt about the management of the entire project?
 How has been the communication and Information sharing in the project?
 How the budgeting was conducted in the project and how procurement was
done?
 What has been learned about working with sponsors and customers for the
project?
 What were the risks that were associated with the project?
 What were the positive outcomes of the project?
 What were the aspects of the project that did not go well?
 Which portions of the project needed an immediate change?
 How have been the positive and negative aspects of the project incorporated
within the project?
5. A. After the project has been completed, what steps would you take to carry out a full
review and evaluation of project outcomes?
The full phase project management review is undertaken as an exercise that should be
conducted at the end of every project phase for identifying the status of every project phase

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on real time2. This is the phase in a project that identifies what deliverables has already been
produced up till date and determines how the project has met the set objectives. If the project
falls back of the estimated schedule, budget or deliverable, the project management review
phase would identify them as well.
Following are the phases that need to be done for any project during the project
review phase:
 Reviewing if the project has currently been delivering according to the
schedule
 Reviewing if the budget that was allocated before is sufficient right at this
point of time for the project
 Reviewing if the deliverables where approved and produced
 Reviewing is the risks where controlled and mitigated and all the issues were
identified and resolved
 Reviewing if the project was right on track and the changes where properly
made
5. B. How would you get feedback from all team members involved in the project and
present your findings?
It is important to receive feedback from the team to keep on asking throughout the
project progression to find out if they had been motivated enough throughout the project
progression. It is important to find out the motivation levels of the employees to make them
carry on with the task as efficiently as possible.
2 Paul Snijders et al, PMBOK Guide (Van Haren Publishing, 2013).

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To make sure that the employees involved with the project are providing feedback
during the quality checking of the project, it is important that they are to be done in the
following way:
 Simply asking about for their feedback on the project progression and their
motivation levels.
 Ask for specific questions so that they can assist more on making the team
more effective.
 By being grateful in accepting the feedback taking it in the proper way even if
they are negative in nature.
 Assume the feedback has a positive intent it and make sure that the employees
understand that these provided feedback shared with the project executive are
for the betterment of the project.
5. C. How would you incorporate suggestions about how the team can improve in the
future?
Suggestion should be incorporated to the team to improve in the future by making
sure that they understand the following:
 Motivate the team to understand mutual respect and working firmly as a team.
 Ask them if they have any grievances towards the project or any phase where
they have not felt motivated enough to work.
 Making them understand what importance is the resource management and
budget allocation is to a project.
 Making them understand about the relationship between the budget and
schedule so that they would understand that if the project was behind schedule
it makes the budget shoot up.

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 By suggesting them that they escalate any issues that defined within the
project during the progression so that proper risk management planning could
be done to eradicate those issues.

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References
Hornstein, Henry A., "The Integration Of Project Management And Organizational Change
Management Is Now A Necessity" (2015) 33(2) International Journal of Project
Management
Snijders, Paul et al, PMBOK Guide (Van Haren Publishing, 2013)