Project Management Integration in Practice
GEREE STREUN, PMP, CSQE, GVSOFTWARE SOLUTIONS, INC.
Integration was added to the project management body of knowledge as a ninth knowledge area with the 2000 edition of the PMBOK® Guide. This addition validated the experiences many project managers had throughout their careers. It underscored the important project management role of coordinating and creating linkages among the various kinds of knowledge, activities, and processes—the role of actually having to integrate all project processes to effectively manage a project to meet its objective.
The 2000 edition of the PMBOK® Guide attempted to define the project management processes necessary to integrate the project management activities needed on a project. The three processes described in that document included: a process that speaks about developing a plan, another about executing the project activities in the plan, and the last about coordinating changes across the project.1 In describing integration as a knowledge area, PMI attempted to provide a foundation ensuring that project management activities are properly integrated and coordinated. However, the description of integration fell short of what a project manager actually needs to effectively manage a project. For example, no mention was made about the critical processes required to initiate all project management processes, to monitor tasks to the published plan, or to integrate the closing activities across all project phases.
In 2004, the PMBOK® Guide was expanded to provide more detail on the planning, executing, and controlling