Synergy with Project Integration Management

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Project Integration Management by MLR

Project Integration Management is defined as the “processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups” (Project Management Institute Inc. 2017, p. 69).

Project Integration Management application is through the duration of the project from commencement up to completion.  While other elements of a project may be managed by specialists such as for cost, scheduling, or quality assurance, the task of managing the project integration is under the responsibility of project managers.  Ultimately, project managers have the full accountability for the project.

A “Project” Defined

There are certain characteristics that need to be met to in order to consider an undertaking as a “project.”  Watt (2014) describes projects as being unique, have definite start and end dates, and have objectives that need to be delivered.  The uniqueness attribute of a project is to mean that it has not been done before in exactly the same way.  The finite time to which it needs to be completed suggests its nature of being temporary.  There are goals and objectives, such as the end products or services, that are aimed to be achieved serving as the basis of pursuing a project.

The Intricacy Of Projects

Projects are complex, albeit to varying degrees.  There are many different moving parts that are interrelated which all need to be considered when making decisions or providing directions for the project (Baccarini 1996).  There are competing resources, multiple disciplines, various people, different methods, and processes, among others, that need to be accounted and satisfied to a certain extent in order for it to move forward.

Dealing With Complexities Of Projects

The success or failure of a project depends on the different areas of project management.  One of these areas is the Project Integration Management.  It is of paramount importance because it covers all aspects of the project and is established at the onset.  Integration management is intended to control the intricacy of a project by the proper synergy of its processes and activities (Demirkesen & Ozorhon 2017).

Project Integration Management In Action

In a study conducted by Demirkesen & Ozorhon (2017) on 121 projects, they found a strong relationship between Project Integration Management and the performance of the project.  Its effective implementation proved to contribute to the success of the project.  Hornstein (2015) highlighted the importance of balancing the technical and non-technical aspects of projects that will drive its success.  Some failures seem to point to giving an overemphasis to the technical issues without paying enough attention to the human factors.  After all, people are the ones who deliver projects, not the systems nor the processes.  On the flip side, the lack of attention to the technical part of projects can also lead to a lacklustre performance.  It is imperative then that there should be a fine balance in managing both the technical and non-technical aspects of projects and all the parts within their respective domain.

The Project Integration Management combines both the technical (i.e., contract documents, plans, specifications) and non-technical (i.e., management of work) aspects of the project to form a synergy among interrelated and moving parts towards successfully achieving the project objectives.  It addresses the complexity of the project by segmenting it to stages or phases and establishing the processes and outputs necessary towards optimum delivery performance.

References

Baccarini, D. 1996, ‘The concept of project complexity—a review’, International Journal of Project Management, vol. 14, no. 4, pp. 201-4.

Demirkesen, S. & Ozorhon, B. 2017, ‘Impact of integration management on construction project management performance’, International Journal of Project Management, vol. 35, no. 8, pp. 1639-54.

Hornstein, H.A. 2015, ‘The integration of project management and organizational change management is now a necessity’, International Journal of Project Management, vol. 33, no. 2, pp. 291-8.

Project Management Institute Inc. 2017, ‘Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)’, Project Management Institute, Inc. (PMI), 14 Campus Boulevard, Newtown Square, Pennsylvania.

Watt, A. 2014, Project Management, BCcampus, Victoria, B.C.

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