Project Integration Report: Planning and Execution

This report provides a detailed analysis of project integration, covering key aspects from project initiation to finalization. It begins with an overview of the project charter, defining project goals, roles, and responsibilities. The report then delves into project planning, including the development of a project management plan, identifying project stages, and establishing methodologies for achieving project deliverables. It examines the organizational environmental factors and processes involved in project management, including tools and techniques used for planning and control. The report also addresses project execution, detailing work performance data, change management, and the application of the triple constraints (scope, time, and cost). Furthermore, it explores project control mechanisms, such as analyzing deliverable status and managing project baselines. Finally, the report concludes with a post-implementation assessment, evaluating project performance against objectives and success criteria, and includes references to relevant project management literature.

Running head: MANAGE PROJECT INTEGRATION
MANAGE PROJECT INTEGRATION
Name of the student:
Name of the university:
Author note:

MANAGE PROJECT INTEGRATION 1
1. Project charter:
It is the statement of objective that defines the details description of the project goals,
roles and responsibilities, recognize important stakeholders, along with the level of authority that
a project manager have
2. Integration in project management includes all the activities except a) unification
3. Each project phase is marked by one or more c) deliverables
4. He is executing the activity of a) perform integrated change control
5. In order to describe the project organization, first the structure of the organization is described
and then a study is carried out to review the facilities that helps to coordinate and implement the
project activities
6. Main component of the project management plan are:
 Executive Summary
 Policy and Procedures
 Schedules
 Timeline plans
 Budgets
7. c) validate scope phase
8. d) risk management plan
9. d) advice the client on the change
10. d) a checklist can be used to determine whether the new automation system meets the car
specification
11. Project change management process steps:
 Urgency Creation
 Team building
 Vision creation
 Vision communication
 Obstacles removal
 Change integration

2MANAGE PROJECT INTEGRATION
12. a) receive project approval
13. a) identify project manager
14. c) report the error and the planned recovery action
15. a) enterprise environmental factors
16. d) project charter
17. d) the project manager had two critical resources on his team and still needed to rework the
project charter, showing that he does not have the discipline to work in the project management
office
18. a) the project manager

3MANAGE PROJECT INTEGRATION
1. Tools and techniques used for the development of the project plan
The tools and techniques used for development of the project plan:
Techniques:
 Proper description of project scope, alternatives, and feasibility
 Division of the project into smaller task
 Estimation for resources and preparation of resource plan
 Development of preliminary schedule
 Development of communication plan
 Determination of project standards and procedures
 Identification and assessment of risk
 Preparation of preliminary budget
 Preparation of baseline project plan and applying it into the project
Tools:
Tools used for the projects are:
 Program Evaluation Review Technique (PERT) which includes PERT charts and
Critical Path Method (CPM) charts
 Gantt Charts
2. Description of the steps through which project was to be executed for achieving project
goal
 Collecting inputs from the stakeholders
 Requirements were defined
 Budget was planned
 Website was designed
 Details description of the activities communicated to all the stakeholders
 Performance was assessed as per the guidelines for security , availability, fulfillment of
budget and delivery time
 Preparation of post project completion method
3. Organizational environmental factor for planning and delivering project
In order to make the planning and delivering the project both the internal as well as the
external environmental factors were considered. The internal environmental factors include:
 Organizational culture
 Human Resource
 Organization Structure
 Assets including hard ware and software

4MANAGE PROJECT INTEGRATION
 Financial Strength
The external environmental factor includes:
 Legal requirements such as data security , data availability
 Performance of the website
 Target audience for the website
4. Description of the organizational process for developing project management plan
For developing the project plan first the description of the organizational process such as
details of work was defined and the process that needs to be followed for accomplishment of the
goal was also developed. Then as per the task was assigned to the individuals and then decision‐
making framework with reference to the organizational structure so that it becomes easy to
arrange those individuals
5. Procedure for maintaining integrity of the project baseline
After baseline of the project is set, at each of the iteration the project goes through, it is
assessed whether the execution of the projects is complying with the set requirements and if not
proper changes are made to ensure that integrity of the project baseline is maintained
6. Procedure to obtain approval for the project management plan
After requirements are gathered for the projects a details documentation of the same is
prepared with input from all the stakeholders. The documentation is sent to all the stakeholders
and project sponsor. The stakeholders then sent the approval to the project manager and this
confirmation is then communicated to the team members to start the work
7. Applicability of triple constant to the project
Every IT project need to address three important constraints (scope, time and cost)
popularly known as triple constant. This project discussed in this context too had to consider
these three constraint. The scope has been first defined to define the project requirements to work
with like what the features of the website, how it should work, who are the targeted audience and
things like that. Then the project was required to deliver within time with those requirements.
Another important constraint for the project was to design the website within budget while
addressing the requirement and within timeframe as well that was defined for the project.
Execute project in work environment

5MANAGE PROJECT INTEGRATION
1. Details of the work performance data collected about the completion status of the
deliverables
The work performance data that are collected for this projects were:
 Scope
 Time
 Cost
 Quality including the product physical properties, quality metrics, number of
defects, the rejection rate
 Communication including details about the distribution details of the
communication report
 Risk including the occurrence of identified and unidentified risks
 procurement-related activities including quality standards met by the seller,
seller’s performance
The initial design of the website was delayed and if proper adjustment was not made it
was likely to delay the whole project. Hence in order to mitigate the effect, the time frame for the
testing of the website was modified. The change was communicated with all the concerned
stakeholder in advanced for obtaining approval in the change. As the communication was in time
the change was accepted by all the stakeholders.
Manage project control:
1. Example of tools and techniques for analyzing the status of one deliverables in the
project
In order to analyze the status of project deliverables for example whether the
project budget is on track, smartsheet, an intelligent project tracking software was used. It
gives real time report on whether the project is exceeding the initial budget and in which
area it is exceeding. Thus it helped to ensure that the overall budget of the project is
maintained.
2. Project plan/logs and register that are likely to change and the reason for the change
Logs Description Reason for change
Assumption log This is the collection of
the key assumption about
the projects including
scope, objective and
completion of projects
As new requirements added
to each phase of the project,
changes are likely to be
observed to the projects
assumptions
Register Description Reason for change

6MANAGE PROJECT INTEGRATION
Lesson learned register Collections of key
findings and key lesson
learned during the project
phases
As the project goes through
various phases it is most
likely that the key findings
and the key lesson will
change
Stakeholder register Details about
stakeholder, stakeholder
communication plan,
stakeholder requirements
If new stakeholder input are
to be included and if there is
a requirement for change in
the communication plan, the
register will change

7MANAGE PROJECT INTEGRATION
Manage project finalization:
1. Post implementation report completed for the project to assess the project performance
against the objective and success criteria
The post project implementation report is an important tool not only for the
project manager but also for the higher authorities and the stakeholder involved in the
project as well. It gives and accurate reference for the stakeholders including the project
manager to assess the success for the project against the set deliverables and the project
scope. In the following section the post implementation report for the project is provided
bellow
Assessment criteria Assessment details Comment
Cost Does the project followed
the budget?
Yes
Delivery Was the project delivered in
time?
Yes
Human resource
management
Was the workforce managed
properly?
Yes. Still need some
improvement in terms of
employee training
Stakeholder input Does the project followed
stakeholder input?
Yes. Stakeholders input was
involved wherever required
Requirement description Was the requirement of the
project meet
Yes and verified with the
stakeholder as well
Standard Was the set standard for the
project followed properly
Yes including security
standard required for the
project
Communication Was the communication
with the stakeholders and
the higher authorities
proper?
Yes throughout the project
proper communication was
maintained
Performance Does the project worked
properly
Yes as required
Stakeholder satisfaction Was the stakeholder
satisfied
Yes
From the post project implementation report it is concluded that project performed
quietly well in reference with the set goal and objective of the project.

8MANAGE PROJECT INTEGRATION
References:
Braglia, M. and Frosolini, M., 2014. An integrated approach to implement project management
information systems within the extended enterprise. International Journal of Project
Management, 32(1), pp.18-29.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Martinsuo, M. and Hoverfält, P., 2018. Change program management: Toward a capability for
managing value-oriented, integrated multi-project change in its context. International Journal of
Project Management, 36(1), pp.134-146.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Vanhoucke, M., 2014. Integrated Project Management and Control. Springer. doi, 10, pp.978-3.
Vanhoucke, M., Coelho, J. and Batselier, J., 2016. An overview of project data for integrated
project management and control. Journal of Modern Project Management, 3(2), pp.6-21.

9MANAGE PROJECT INTEGRATION
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.