Project Integration Management

Project Charter
A project charter is a document that formally recognizes the existence of a project and
provides the projects objectives and management strategy. The document also authorizes the
project manager to make decisions on behalf of the project.
Expert judgement is utilized to determine the content of the project charter. Experts within
both Healthy Living Pte Ltd and Global IT services should be consulted to create a realistic
document. (Refer to Appendix)
Project Management Plan
A project management plan is a document used to consolidate and coordinate all the project
planning documents and acts as an overall guide to the team. A project management plan
includes project planning assumptions, decisions made, facilitation of communication among
stakeholders, defining key management reviews, progress measurement techniques as well as
project control. A project management plan is unique to its respective project. As with the
project charter, expert judgement of the subject matter experts as well as the project team
members will provide valuable input for the document. (Refer to Appendix)
Project Execution
Directing and managing the project execution involves performing the work described in the
project management plan. Most of the time and cost will be directed towards execution. The
project manager must lead the project team and other stakeholders to successfully complete
the project.
Meetings conducted at regular intervals will allow the project team to coordinate the
execution of the project. The status of the project can be determined using performance
metrics and additional changes can be proposed.
Monitoring and control
Changes and revision in an IT project are inevitable. With the progress of the project and the
work performance certain adjustments might have to be made. Change requests can be
submitted for review. If the requested change is deemed justified it will be approve and the
affected knowledge area management processes will be updated accordingly. Change requests
must be approved by the project manager and project sponsor. Changes can be discussed
during monthly project status meetings.
A change log will be maintained.
Administrative Closure
Project closure includes the clients formal acceptance of the final system, resolving any open
items and developing a lessons learnt report.
Formal Acceptance
The document acknowledges that the project team has met the deliverables and that the client
has accepted the final version of the system. (Refer to appendix)

Lessons Learnt Report

A formal documentation of the lessons learnt in the various knowledge areas, the impact of
the issue on the project development along with recommendations for future reference. (refer
to appendix)
Cutover strategy
A cutover strategy is a technique used to implement a system into the organization. This is the
transition method from the old to the new system. There are two types of cutover strategies;
Flash, where the change is done over a short period of time and the Parallel cutover, where
the old system is left functioning while the new system is being installed (Mason.gmu.edu,
n.d.).
Implementation of the GSCMP will be done in phases and once all the phases are complete
the system will take over all the supply chain management functions and act as a centralized
system and data warehouse.
Cutover procedures
Project manager must plan out the transition process by selecting the dates on which each
phase of the new system will be implemented and monitoring the functions of the system
(Henrikmarx, 2013). The system needs to meet all the requirements determined for the
project. User training needs to be conducted to ease the transition from the old to the new
system. Once the implementation is complete and the system is stable the project will come
to a close.