Introduction to integrative management


The application of management processes that integrate some or all fundamental components of scope, schedule, cost, risk, quality and resources.


The topics in this section do not directly address the fundamental components of scope, schedule, cost, risk, quality and resources. They are integrative topics that bring together some or all of the components and comprise:

  • business case;
  • control;
  • information management;
  • organisation;
  • planning;
  • stakeholder management.

The planning process has two functions. Firstly, it sets out the policies for managing the fundamental components. Secondly, it defines and estimates what needs to be done; how it should be done; and when it should be done.

Control processes take the outputs of the planning process as a baseline and track what actually happens against what was planned to happen. Control methods are normally focused on dealing with deviations from plan and attempting to return to plan. However, control also involves assessing whether to terminate work that is no longer viable.

The planning and control processes create a large amount of information covering the content and governance of the work. This information needs to be created, updated and communicated effectively for planning and controlling the work.

The business case is the key document for projects and programmes. It states why they are worth the investment. Preparing a business case requires the summarisation and integration of information from all the components.

There are many people involved in a project, programme or portfolio. Some are directly involved in managing or performing the work, while others are simply affected by the work. Some have influence and others do not. The organisation topic describes the management team and its roles and responsibilities.

The stakeholder management topic explains how people who are involved in, or affected by, the work in any way must be identified and engaged.

Posted in Project controls
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