IndexAbstractIntroductionManagementConclusionAbstractPurpose - With the aim of improving the understanding of project integration management, the main purpose of this document is to discuss project integration management processes and how these processes interact with each other and with processes in other project management knowledge areas. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Design/methodology/approach - This article uses a review of recent literature published in academic journals and books, in standard references, and in a broad integration of project management frameworks. Results - Project integration management that coordinates all other project management knowledge areas throughout the life cycle of a project. These processes include developing the project charter, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project. Originality/value: This paper reveals that a project manager's primary focus should focus on project integration management as it is often seen as the most important project management knowledge area as it connects all other knowledge areas. Keywords: project integration management, project management knowledge areas, project plan, project life cycleIntroductionIn an organization, there will be designated people to manage different project knowledge areas such as quality manager, manager risk manager, human resources manager, procurement manager, etc. But only the project manager is responsible for coordinating with these officials and integrating all these functions towards the successful completion of the project the project within scope, budget and time. This is called integration management. Project integration management involves coordinating all other project management knowledge areas throughout the life cycle of a project (Schwalbe, 2014). According to the Project Management Institute [PMI] (2013), there are nine other project management knowledge areas beyond project integration management: Project scope management; Project time management; Project cost management; Project quality management; Project human resources management; Project communications management; Project risk management; Project procurement management; Project stakeholder management. A project life cycle is the series of phases that a project goes through from its initiation to its closure (PMI, 2013). The generic structure of the project life cycle involves project initiation, organization and preparation, implementation of project work, and project closure (PMI, 2013). According to PMI (2013), project integration management includes the processes and activities to identify, define, combine, unify and coordinate various project management processes and activities within project management process groups. project. Project management process groups are the processes grouped into five categories which are: initiation; planning; execution; monitoring and control; and closure (PMI, 2013). However, according to PMI (2013), project management process groups are not the phases of the project life cycle because the processes in a process group consist of activities that can be performed and recur within each phase of a projectas well as for the project as a whole. This paper will review recent literature published in academic journals and books, in standard references, and in popular project integration management frameworks. The objectives of this document are to: Discuss project integration management processes and how these processes interact with each other and with processes in other project management knowledge areas. Understand the project integration management framework in relation to other project management knowledge areas and the project life cycle. Project integration management is the most important knowledge area of ​​project management. Management Project integration management is the practice of ensuring that each part of the project is coordinated throughout the project life cycle (Wisconsin Department of Transportation [WDT], 2014). Schwalbe (2014) states that project integration management ensures that all elements of a project come together at the right time to complete the project successfully. It ensures that the project is properly planned, executed and controlled, including exercising formal project change control (Heagney, 2012). As the term suggests, each activity must be coordinated or integrated with every other in order to achieve the desired project outcomes. Kelkar (2007) states that project integration management also ensures that project work integrates with organizational operations and project scope integrates with product scope. According to PMI (2013), project integration management involves making choices about resource allocation, making trade-offs between competing objectives and alternatives, and managing interdependencies between project management knowledge areas. Kelkar (2007) in his book states that integration involves creating trade-offs between conflicting objectives and/or alternatives to meet or exceed stakeholder expectations. Successful integration requires commitment and support throughout the project life cycle from top management of the sponsoring organization and executive management of the performing organization (Kelkar, 2007). Jainendrakumar (2015) describes that project integration management is the area of ​​knowledge for the exclusive use of project managers as project integrators. According to Schwalbe (2014), project integration management is considered key to the overall success of any project because it involves: Taking responsibility for coordinating all the people, plans and work needed to complete the project. Focus on the big picture of the project. Ensure resource availability. Monitor performance against plan. Lead the project team towards successful completion. Make final decisions whenever conflicts are involved.Communicate key project information to senior management.Ensure stakeholder satisfaction.Project integration management processesAccording to the PMI (2013), project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements and requires the effective management of project management processes. Based on PMI (2013), there are six project integration management processes, which follow: Develop project charterDevelop project management planDirect and manage project workMonitor and control project workPerform integrated change controlClose the project or phaseThe development of the project charter is the first process in the integration of project management (PMI, 2013), which falls into the group of the initiation process in the groups ofproject management (Jainendrakumar, 2015). Nathan and Jones, as cited in Ker and Yang (2013), define the initiation process group as the nature and goals of the project and is the key phase of initiating a project. While the TSC (2012) states that the team initiation process is performed to define a new project or phase of an existing project by obtaining approval to initiate the project or phase, Katz (2007) in his study states that the team initiation processes used according to the PMI (2013), project charter development is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to the project's activities project. Schwalbe (2014) describes in his book that this process involves working with stakeholders to create the charter that formally authorizes a project. Jainendrakumar (2015) states that the main benefit of this project is a well-defined start of the project and its boundaries, the creation of a formal record of the project and a direct way for senior management to formally accept and commit to the project. Katz (2007) in his study describes that the project charter provides a good starting point for the project but cannot be completed completely at that stage. Meanwhile, the TSC (2012) states that the project charter can be used to kick-start the project by authorizing the project manager and project team to begin work. The second process in project integration management is the process to develop the project management plan (PMI), 2013), which falls under the planning process group in project management groups (Jainendrakumar, 2015). Ker and Yang (2013) define the planning process as appropriately planning for time, risk, cost, and resources to estimate the work needed to effectively execute the project execution. Kerzner, as cited in Ker and Yang (2013), suggests that planning tasks could consist of developing the scope statement; select planning team members; identify deliverables; creation of the work breakdown structure; estimate resource requirements, times and costs for activities; development of the program of activities; risk planning; communication and scope planning; and identify roles and responsibilities. Jainendrakumar (2015) stated that planning and communication are critical to successful project management because they prevent problems from occurring or minimize their impact on achieving the project objective when they occur. According to PMI (2013), developing a project management plan is the process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. Schwalbe (2014) describes that this process involves coordinating all planning efforts to create a cohesive and cohesive project management plan. Jainendrakumar (2015) stated that the main benefit of the project management plan is that it defines the basis of all project work and how the project will be executed, monitored, controlled and closed. According to TSC (2012), a project management plan is a fundamental tool for the project manager to manage the project successfully. It contains all subsidiary plans generated from other project knowledge areas, project methodologies and baselines (Jainendrakumar, 2015). Furthermore, it is also a guide for project execution and a method through which to gain support from stakeholders and sponsors before initiation (TSC, 2012). The third process in managing the integration ofproject is the process of directing and managing project work ( PMI, 2013 ), which falls under the execution process group in project management teams ( Jainendrakumar, 2015 ). Ker and Yang (2013) describe that the execution process consists of the work defined in project plans to achieve project objectives as it integrates and implements project activities according to the project management plan. According to PMI (2013), directing and managing project work is the process of leading and executing work defined in the project management plan and implementing approved changes to achieve project objectives. Schwalbe (2014) states that this process involves implementing the project management plan by executing the activities included in it and the outputs of this process are deliverables, requested changes, work performance information, implemented change requests, corrective actions, preventive actions and repair defects. Furthermore, the main advantage of this process is that it provides overall management of the project work as the activities of this process include but are not limited to performing activities to meet the requirements; create project deliverables; train and manage project team members, establish and manage project communication channels, generate project data such as costs, schedule, technical and quality progress, issue change requests, manage risks, and manage vendors and suppliers (SMEs, 2013).The process for directing and managing project work also required reviewing the impact of all project changes and implementing approved corrective action changes to realign project work performance to the project plan; preventive action to ensure future performance is in line with the project plan; and defect repair to modify a nonconforming product (Jainendrakumar, 2015). The fourth process in the project integration management knowledge area is the process for monitoring and controlling project work (PMI, 2013), which falls under the group of monitoring and controlling processes in project management groups (Jainendrakumar , 2015). Ker and Yang (2013) describe that the monitoring and control process observes project execution so that potential problems can be identified early and corrections can be made in advance, while TSC (2012) describes that monitoring and control regularly measure and monitor progress to identify deviations from the baseline project management plan so that corrective actions can be taken, when necessary, to achieve project objectives. Lewis, as cited in Ker and Yang (2013), suggests that the monitoring and control process may include measuring ongoing activities, monitoring factors that may have adverse effects on project plans and baseline performance, determining of preventive corrective actions and risks and insurance only approved changes are performed. According to the PMI (2013), monitoring and controlling project work is the process of monitoring, reviewing and reporting progress towards achieving the performance objectives defined in the project management plan. Schwalbe (2014) describes that this process involves overseeing project work to achieve project performance goals and the results of this process are recommended corrective and preventative actions, forecasts, recommended defect repairs, and required changes. Jainendrakumar (2015) states that corrective and preventive actions are taken to monitor project performance to resolve and (2013)..