Integration Managements

Archived Content

The National Project Management System has been replaced by Project Navigator effective October 15, 2021. Therefore, this page has been archived and will be taken down in 2024.


Integration management is the main process by which the project leader (PL)/project manager (PM) ensures that all components of the project are adequately developed, coordinated and managed during the entire project life cycle.


  • to develop a comprehensive Project Plan (and related project charter) that is appropriate to the size, complexity and sensitivity of the project
  • to better align project stakeholder objectives and address project constraints
  • to ensure that the project deliverables are consistent with the objectives and portfolio of the project
  • to enhance project communications among stakeholders

Real Property Context

Within the Real Property Branch, integration management is an on-going process of analyzing and creating links between product and project components and business operations in order to develop and execute a practical management plan for the identification and the delivery of a specific project.

The Project Plan is the principal mechanism utilized by the Project Leader/Project Manager to formally define the goals and objectives of the project and to document its key functional, technical and administrative parameters throughout all stages of the National Project Management System (NPMS). It consists of the following components:

Scope Management:
includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Project scope management is primarily concerned with defining and managing what is and is not included in the project; the project scope should be managed so that any changes that could result in additional cost and/or time are identified early enough to either obtain additional funding and/or time, or else return to the original scope.
Time Management:
identification of project duration, milestones and activities and description of the strategy to manage the project timelines within the parameters of the project.
Financial Management:
identification of the investment options and project funding and description of the strategy to manage the project finances within the approved funding parameters (including life-cycle costing issues, cash flow constraints and approval requirements).
Cost Management:
includes the processes involved in planning, estimating, budgeting, and managing the costs so that the project can be completed within the approved or amended approved budget.
Risk Management:
includes the processes concerned with conducting risk management planning, identification, analysis, responses, monitoring, and assigning risk on a project; consideration of the cost implications of risks are important in developing the project risk allowance as a tool to completing the project within the approved or amended approved budget.
Procurement Management:
identification of the different types of contracted services (professional and technical services, architectural and engineering services and construction services) and product components required to produce the end product of the project and description of the strategy to solicit, acquire and coordinate those services and product components to meet the project objectives.
Quality Management:
identification of the quality assurance and control process to ensure that the end product of the project will satisfy the needs for which it was intended.
Safety Management
(construction related): identification of the health and safety considerations specific to the project and its location and description of the strategy to integrate and manage safety requirements into the planning, design and construction activities (including safety monitoring).
Human resouces Management:
identification of roles, responsibilities, accountabilities, skill sets, stakeholders authorities and description of the strategy relative to team development initiatives and partnering.
Communications Management:
identification of the project communications needs and constraints and description of the strategy to establish the appropriate network and manage information collection, distribution, progress reporting and record keeping.
Environmental Management:
identification of environmental issues and sustainable development opportunities and description of the strategy to address these issues and to promote an integrated design approach in the planning process, in the design and in the implementation of the end product.
Claims Management:
identification of contract issues associated with the project procurement approach and description of the strategy to manage and resolve contractual issues, disputes and claims arising from service providers and contractors.

Integration Management Toolkit

Related Documents

Date modified: