4

PROJECT INTEGRATION MANAGEMENT

The Project Integration Management section of the PMBOK® Guide is applicable to construction projects. This section of the Construction Extension presents additional considerations for initiating, planning, executing, monitoring and controlling, and closing construction projects. It includes the processes and activities needed to identify, define, combine, unify, coordinate, and make compatible the various processes and activities of project management within the Project Management Process Groups.

The owner, contractors, designers, engineers, and service providers associated with a construction project engage at different stages along the project life cycle. Integration throughout the project life cycle is of paramount importance, especially when the project is first explored and the front-end work of all other Knowledge Areas begins. At the concept phase, the owner should assess a number of critical and timely components in order to determine whether a project becomes a reality and to create a framework for a preliminary scope statement. A few brief examples of assessment questions include:

• What is the purpose and business need satisfied by the construction project?
• How will the project be financed and where will it be constructed?
• What expertise, if any, can the owner's organization provide?
• What level of design and engineering is needed, and who is going to build the project?
• How will construction of the new project impact ongoing operations and facility staff?
• What form of project delivery will best meet the constraints and requirements?

4.1 Project Integration Management in Construction

In the construction industry, not only do the processes interact, but the management of these processes is greatly expanded to address multiple performing organizations that are operating simultaneously. There may be a need to work across borders, adhere to the jurisdictional regulations of local and international governments, comply with environmental regulations, and conform to cultural and local population constraints. The industry has unique standards and disciplines to integrate, such as project and public safety, security, occupational health, and compliance with environmental regulations.

The construction industry comprises many diverse and dynamic organizations, each with technical challenges that converge in order to satisfy the needs of the businesses and stakeholders involved. The growth of people, industries, cities, countries, and businesses is materialized in a construction project. These projects are inherently affected by site conditions, contract execution expectations, technology, market conditions, equipment and human resource availability, economic environment of the country, and many other external factors.

Construction is complex because uncertainty is present in almost all project activities. Construction uncertainty yields risks which are out of the control of the project, such as weather, geological conditions, and risks that greatly influence the final outcome (e.g., regulatory demands and sometimes excessive government oversight). The project manager should establish strategies to minimize these potential impacts and integrate plans to properly address them. The integrative nature of construction projects can be visualized by the construction of a new roadway between two points on a map. The roadway will often cross existing infrastructure, pass through the natural environment, disrupt exiting traffic flow, and may require the acquisition of property and right-of-ways, all of which should be managed in an integrated manner.

Defining the construction scope beyond the finished product is expanded to address the project location, which may be at a remote location with resources unfamiliar to the owner. It can further be influenced by cultural, environmental, regulatory, financial, and economic situations—all of which affect the scope, cost, and time of performance of the project. As work progresses, numerous specialized providers of equipment and services are engaged at different time frames, each with its own project life cycle and each of which should be integrated into the project plan.

All aspects of the construction scope and subsequent construction activities can impact the move-in date and final cost to the owner. Maintaining the triple constraints, balancing stakeholder interests, and validating decisions inside contractual agreements at a pace that will not cause further delays or lead to higher costs become important responsibilities of the construction project manager. Effectiveness and efficiency within the project plan is dependent on integration management.

The need for increased communication and transparency, coupled with timely and efficient decision making, makes collaboration a critical technique when countering the effects of project complexity. When absent, these effects can negatively impact the project's cost, time, and scope elements and adversely impact the integration of the project plan components. Moreover, a key role of the project manager is that of a project integrator. This role takes on added significance where the contracts form a framework of complexity for integration involving interdependent design requirements; activity coordination; construction sequencing of materials, equipment, and specialty resources; and regulatory compliance. As the size of the project increases, so does the complexity, making the need for effective and efficient Project Integration Management a critical Knowledge Area for construction.

Figure 4-1 gives an example of the phases of a construction project across its project life cycle. These high-level phases consist of specific activities and deliverables that make up the integrated project plan.

4.2 Project Integration Management Initiating

A project charter or similar authorization document establishes the project for the owner. In construction, the contract typically authorizes the project for the contractors and other service providers to the owner. The project's business case components and boundaries provide the inputs that define the means and methods for construction development. From the owner, contractor, or design professional perspective, each entity becomes involved in the project at different stages of the project. The designer and contractor should make themselves aware of the owner's capabilities for management of the project, particularly the project front-end activities.

Project initiation for performing organizations often begins with a response to a request for proposals (RFP), public notice invitations, or word of mouth awareness, in hopes of obtaining new work as the project development moves forward. Gathering and analyzing assumptions and restrictions is the first step in developing the project management plan. For most phases of a general contractor's project life cycle, subcontractors will need to be integrated.

Architectural, engineering, and construction (AEC) projects are exposed to physical and environmental risks in far greater numbers than other types of projects. Each construction site should have special plans to address environmental consequences, personnel and public safety, and security considerations. Green initiatives may be a part of a regulatory or even design requirement for obtaining a certain level of energy usage or for the disposal of construction-generated waste and recyclables. Other items include theft prevention, damage and emergency response control for hazardous materials, secure work zones for airports, infection control in healthcare settings, access to work in correctional institutions, and potential impact to existing staff in businesses.

The charter or a business case may include a full cost-benefit analysis necessary for effective owner resource and financial planning. Construction business case components, all of which could have an influence on the owner's project financial planning, could include:

• Project site characteristics;
• Existing asset conditions;
• Design parameters;
• Outline of the engineering requirements;
• Technical definitions;
• Design and construction timelines;
• Referenced applicable codes and standards;
• Inspection/testing requirements;
• Site safety, security, and environmental-related requirements; and
• Existing or other possible governmental regulations.

In addition to the business case components, certain inputs have an overriding influence on how the project will be planned. These inputs, as further described below, include project development with the stakeholders, the geographical location, and the engagement of the project service providers.

4.2.1Project Stakeholders

The stakeholder register is a significant input to early development and project initiation. For example, an owner that intends to build a new house or facility on its property sets aside funds to finance the construction. If the owner fails to explore the local regulatory requirements, the property owner may be responsible for street development, environmental regulations for site parking surfaces, sidewalks, and water drainage. These elements will result in projects with costs beyond the financial capability of the owner, leading to an early project termination. Early and regular communication with stakeholders about potential threats is critical if the owner is not experienced in construction projects.

Projects may involve active stakeholders and stakeholders that may be affected by the project. The need to make appropriate choices, along with other decisions involving project trade-offs, competing project objectives, stakeholder expectations, and project constraints will have a significant effect on the project approach. An owner that lacks sufficient construction knowledge and experience should acquire design and construction management services as one of its first procurement functions to initiate front-end development.

The scale of the project often dictates the manner in which projects are developed. For example, public- or government-funded projects often involve complex solicitation and bidding procedures along with jurisdictional regulations that are incorporated into the construction requirements. Entities rely on expert judgment when deciding whether or not to pursue a particular project. Most often it will be the owner as the stakeholder that sets the project culture. Having an owner that is well informed throughout the project will chart the project on a successful course.

For an owner, facilitation techniques can be used to obtain input from the impacted stakeholders to mitigate potential unknown risks. These stakeholders can include communities, local governments, tribal concerns, and adjoining property owners or businesses. A chartering technique, not to be confused with the project charter, helps formulate an agreement among various community and governmental stakeholders. The outcomes can be represented by intergovernmental agreements, community or tribal memorandums of understanding, or other forms of project alignment between stakeholders.

An effective project charter should identify project complexities in terms of project system behavior, interdependencies, and potential ambiguity regarding stakeholder needs and subsequent design requirements.

4.2.2.Enterprise Environmental Factor Considerations

An organization not bound by geographical borders can be uniquely constrained by the regulations and jurisdictional laws that govern the location—the enterprise environmental factors. Performing organizations are required to comply with the laws and the effects of governmental regulations on the project, regardless of the project's location. A few examples of these considerations include:

• Government or industry standards,
• Infrastructure requirements,
• Natural resources and protected habitats,
• Personnel administration, and
• Labor agreements and jurisdictional requirements for construction trades.

In addition, considerations should be given to extreme climatic conditions that can limit working hours, limit time spent in hazardous conditions, and effect labor productivity.

4.2.3Project Service Provider Engagement

A project chartering process, regardless of its physical output, can provide a basis for the managerial activities required to address complexity in terms of project interdependencies and stakeholder needs for design requirements. The solicitation process resulting from procurement activities may trigger project initiation. A successful bid by a contractor and the subsequent contract may take many different forms and serve as the primary input for construction as the project requirements are incorporated and defined. For the design professional, depending on the expertise required, a fee-for-service arrangement may be used.

Contract documents include the deliverables and conditions specifying how the project will be administered, applicable reference documents (e.g., standards for codes, procedures, and processes), and technical specifications outlining the material, equipment, and installation processes. These documents set forth subsequent planning for procurements, which can be as simple as a house remodel or a complex infrastructure requiring regulated solicitation, selection, and administering of the project contract.

4.3 Project Integration Management Planning

Initial project planning may consist of various applications and techniques based on the performing organization's project role, responsibility, and experience. The project management team applies this knowledge and skill, along with the necessary processes, to integrate the subsidiary plans from all Knowledge Areas that fit the project environment, level of detail, and implementation rigor required. The iterative nature of this effort and the transformation of the project information by each of the project entities establish the structured approach for project delivery.

4.3.1Planning Inputs

Special attention should be paid to incorporating the many project-specific plans required by construction projects, including safety, quality, security, environmental, and resource acquisition plans. Most service providers have specific organizational procedures that prescribe the planning function, along with policies and/or construction guides that assist in developing the project plan. In some instances, service providers may have distinct production plans for various construction activities.

Planning for construction projects is carried out under the terms of a written contract between the owner and its service providers (e.g., contractors, subcontractors, or design and engineering professionals). For the purpose of Project Integration Management, the contract is considered the primary document that authorizes the work. The contract outlines progress and completion milestones, contract price, reporting requirements, and inspection and compliance requirements, all of which are integrated for project success. Contractors that are not residents of the host country may want to consider the following when developing a project management plan:

• Export controls on materials (import and export regulations of the host country and exporting country);
• Security (e.g., worksite security requirements, residencies for workers off site, and transportation routes for materials);
• Cultural norms (contractor employees who are not residents of the host country may need training on cultural values and customs, which may be complemented with ethics, integrity, and transparency training); and
• Construction skills training (considerations for labor craft training or other special skills that prescribe the in-country labor utilization as well as contractor employees from other countries).

4.3.2Value Engineering

Value engineering (VE) is particularly useful in developing the project plan and scope. Value engineering analyzes the functions of systems, equipment, facilities, services, and supplies for the purpose of achieving essential functions at the lowest life cycle cost while maintaining consistency, quality, reliability, and safety. While VE is typically used near design completion, it is good practice to apply value planning (VP) concepts, methods, and analyses early in the process and transition into VE during the design cycle to ensure best value for the owner. While formal VE is often conducted in accordance with established industry standards, informal VE could identify beneficial project improvements. Both formal and informal VE may influence the final cost and other success factors of the project.

From a contractor's perspective, VE is useful during bidding to explore potential competitive advantages in constructability. The contractor's means and methods satisfy the design and schedule requirements outlined by the architects and engineers. Alternatives developed should be monitored in light of the contract and stakeholder engagement for incorporation or rejection throughout the project. For the design professional, a similar VP process is the charrette workshop. This practice occurs at the project conception stage and uses working sessions to achieve the optimal facility design that meets the functional needs of the facility owner and its users.

4.3.3Intermittent Contract Closures and Commissioning

Various service providers may complete their work performance weeks, months, or even years before the final project completion. As part of administrative closure, the Close Procurements process should be done intermittently with performing organizations. The construction industry adopted commissioning, which involves more than just the physical and administrative procedures for closing out and the start-up of the completed facility. Commissioning involves reviewing plans and determining whether the facility works as planned. It verifies new construction and renovations of the subsystems for mechanical (HVAC), plumbing, electrical, fire/life safety, building envelopes, interior systems, cogeneration, utility plants, sustainable systems, lighting, wastewater, controls, and building security to ensure the owner's project requirements are met.

As a component of the project plan, a commissioning plan helps to ensure work performance constraints for construction processes for quality, performance, and longevity of the facility meet the design intent. On certain projects, beneficial occupancy by an owner may include the initial facility start-up and management by a professional firm that will operate the new facility prior to final acceptance by the owner.

4.3.4Project Strategy

From the owners’ perspective, project strategy defines how they intend to acquire the project through the various project delivery methods. From the contractors’ perspective, project strategy defines how they will execute the project, either by using their own workforce or by procuring subcontractors for all associated construction works. A project strategy is an important output as it forms the basis of the overall goal for delivering the project. Depending on the size of the project or performing organization, the project strategy may not be a physical document, but rather an outline of tactics on how the service provider intends to generate its revenue. Similar to an organizational initiative or objective, aligning with this objective is vital for the performing organization and its eventual profitability. It is dictated by all preceding project planning efforts and outcomes. Project tactics may include, but are not limited to, the following:

• Methods for procuring materials, equipment, and subcontractor services;
• Methods for project stakeholder management to administer contract documents and pricing strategies for integrated change management;
• Contract document interpretation and effective cost management for receiving owner payments and paying for procurements;
• Approach toward risk allocation and project uncertainty within the scope of work, which may depend on whether or not exceptions to the clauses of the contract documents can be made during the bidding process;
• Reactions to changes in influencing factors that are considered minor issues at the start of the project but become more prevalent as the project advances;
• Provisions for human and other resources, that is, external or internal and the timing thereof in order to satisfy the schedule performance; and
• Approach toward project communications with subcontractors and the owner.

The project strategy also includes the approaches the performing organization will take to manage and execute the other Knowledge Areas, such as Project Quality Management; Project Health, Safety, Security, and Environmental Management; Project Risk Management; and Project Resource Management. The owner and its architectural and engineering (A/E) team should address the sustainability of the finished product at the beginning of the project. The strategy should be carefully monitored to ensure it remains current with the work practices adopted and that it remains applicable to the prevailing project conditions which could change as a project progresses. Effective communications, flexibility, and critical thinking are important for the construction project manager when implementing a strategy in the presence of complexity and changing conditions.

Some organizations practice a form of variation management; that is, strategies are developed based on deviations or variations from the contract and design requirements for the purpose of leveraging revenue or cost savings. Practices of this nature often result in a variety of emergent issues and problems often impacting time, cost, and scope and creating unnecessary adversarial relationships among the project team and project owner during construction. This practice is often frowned upon by the industry.

4.4 Project Integration Management Executing

Executing the many procedures and processes is a critical and timely function of the project team. In addition to the physical and administrative procedures for commissioning (turnover) of the completed facility, the work performance constraints that accompany construction operations for quality, performance, and longevity of the facility need to be considered. The following sections elaborate upon these executing functions to help ensure the facility aligns with the design intent.

4.4.1Work Performance and Inspection

The contract documents are the primary executing components. They detail the proposed scope of work as well as the time, cost, quality, and performance reviews to ensure compliance with the building, life safety, and environmental codes. The contract documents detail the inspection and verification requirements for the permanent materials, fabrications, and on site constructed components to ensure that the work performance and the blended use of material and installations meet the design intent. The project quality management plan details the inspection and quality programs while the project communications management plan describes the reporting systems that capture and communicate the results of inspections and contract administration reporting. The results of these inspections are significant outputs that serve as the acceptance criteria and basis for contract payments and product deliverable acceptance.

Despite the best intent, the dynamics and potential for contractual interpretations and expectations can lead to improper performance and unresolved issues. Timely and transparent inspection and reporting in alignment with the contract and project requirements help create a collaborative project environment.

4.4.2Value Engineering in Executing

Value engineering (VE) in the Executing Process Group has the potential to lower project costs and shorten work durations. From a contractor's perspective, altering the construction methods without impacting the owner's goals can potentially reduce construction costs and raise profitability. Once a construction contract has been awarded, value engineering can take the form of substitution requests submitted by the contractor or an owner request for proposal (RFP). Regardless of the initiating factor, once the contract is in place, this form of change request is administered through integrated change control.

4.4.3Construction Administration

Administrative functions, also known as construction administration, should be practiced by all entities with respect to the scope of work. With advancements in technology and the ability to share contract documents electronically, reporting and documentation are practically a transparent process. Project management information systems (PMIS) supplement the access necessary for the administrative functions and activities. The following list is the range of integration topics that require diligent administration practices on every construction project:

• Subcontractor coordination and safety programs;
• Change order resolution;
• Project scheduling and progress payment approvals;
• Design clarification and constructability problem solving;
• Commissioning, pre-start operations, and facility turnover;
• Sustainability and environmental compliance status;
• Project cost and financial status;
• Risk reviews and mitigation tactics;
• Dispute resolution reviews;
• Submittal review/approval and procurement status; and
• Diversity utilization reviews.

4.4.4Initiate and Manage Partnering

Perspectives and relationships among stakeholders can evolve and change during project execution for a number of reasons. Partnering is a collaboration technique that strives to create a project environment of trust, respect, accountability, and commitment among the project team members. Project management practices across the contract agreements and within the project team structure can yield tremendous benefits. The applications of the partnering components are vital for initiating project partnering and creating a collaborative working environment (see Annex A1).

Regular partnering follow-up meetings are essential to maintain the team working environment and can be used to resolve perceptional responsibility issues and disputes with the team and/or stakeholders. These follow-up meetings are an ideal setting for risk reviews among the team members in a nonconfrontational environment. Other benefits include process and system improvements for timely turnaround of submittals or decisions on changes. The use of a partnering assessment tool can evaluate a project's culture, its progress toward goals, and the integration of the contractual relationships. Figure 4-2 illustrates a partnering evaluation tool, which can measure progress on performance indicators and success criteria based on the project team interrelationships. By visually displaying the results, areas of focus for what is working and where potential problems could be simmering among project partners become evident. Many of the performance indicators can be adjusted to reflect project management Knowledge Areas and the processes within them.

4.4.5Change Order Management

Managing change requests are an important administrative function that cannot be overlooked or taken for granted. In construction, “change order” is the term used for approved change requests. Depending on the project, change order requests (COR) can also be called change order proposals (COP), potential change orders (PCO), or requests for change order (RCO). Approved change requests are generated from the change order proposal (COP) and modify the contract agreement. Change requests may originate from any project document that captures unknown project requirements at the start of project. These documents include:

• Request for information (RFI),
• Design clarification verification requests (DCVRs),
• Work change directives (WCDs),
• Architectural supplemental instructions (ASI),
• Actual changed or unknown conditions,
• Change order requests (CORs),
• Construction change directives (CCDs), and
• Change order proposal (COP).

As there can be an infinite number of factors that result in change requests, all change requests should be documented. It is essential to adequately and timely document change requests that reflect architectural or engineering interpretations or constructability perceptions discovered during the course of construction as these discoveries may be viewed differently by the stakeholders. All stakeholders, including the contract administrative authority, should identify changes in a timely manner and advise the owner of their effect, both positive and negative, on the quality, cost, and time aspects of the project. It is equally essential that the change order is approved by the designated competent authority as defined by the owner in the contract under the change order process.

4.5 Project Integration Management Monitoring and Control

Construction execution generates an enormous amount of work performance data. All elements of the project management plan are subject to the collection of raw observations and measurements. Managing these data during the Monitoring and Controlling Process Group requires the traceability of the work performance through tracking, reviewing, evaluating, reporting, and distributing performance information. Project management activities in construction, such as forecasting schedule and cost, validating work progress, processing approved change requests, and processing pay applications, should be done for all open contracts with subcontractors, vendors, suppliers, and design consultants.

4.5.1Technology Integration

Project management information systems (PMIS) and building information modeling (BIM) programs enhance Project Integration Management. These systems can significantly enhance the team's ability to collect, collaborate, problem solve, update, integrate, and distribute work performance. Construction photography supplements project status reporting and records documentation. With the risks associated with project site conditions, digital photography and video can be helpful to record project discoveries and situations. Many project job sites employ full-time onsite video monitoring systems (including aerial drones) that enable job site observation from any location or internet connection. These technology systems further enhance the accuracy of recording project progress and archive the data for future uses. Comparing project progress with time-scaled schedules can digitally display planned versus actual project progress. Such a system makes it far easier to demonstrate how a project was constructed over time to support or defend project delay claims or to demonstrate proper construction practices without destructive investigations in the event of a future construction defects claim.

4.5.2Integrated Change Control

Controlling project changes is one of the most important aspects in monitoring and controlling. As described in the PMBOK® Guide, integrated change control:

• Identifies possible changes;
• Reviews change requests for impact on project scope, cost, schedule, and work activities in terms of quality and safety;
• Notifies the owner in accordance with procedures and time requirements;
• Processes the change requests as stated in the contract documents; and
• Ensures that a proper project record is made of the disposition for a change.

Change control and configuration management systems enable the effective and timely management of changes. However, an absent or deficient change control process is often the cause for negative effects on projects and may impact the reputation of contractors, designers, and owners alike. Although changes may be initiated verbally, it is imperative that changes be executed in a written format as required by the contract. Table 4-1 displays an example of a change order log and the various project documents that can lead to a change order.

4.5.3Sources of Problems with Project Changes

Control or approval of changes is most often the responsibility of the owner or owner's representative. Changes may occur for a variety of reasons and often originate from one of these categories:

• Owner-requested scope changes,
• Design errors and omissions,
• Unforeseen events,
• Increased work,
• Changed or unknown conditions, and
• Regulatory interpretations.

It is important that perceived changes be resolved by an authorized contract representative of the owner in a timely fashion, as situations could arise where contractors act on a change request from an unauthorized person. This may result in a contractor-incurred cost that may not receive owner approval and could initiate a claim for compensation. It is the responsibility of the contractor or the contract administrative individual to identify changes in a timely manner and to advise the owner, in written form, of their effect on the project quality, cost, and time of performance. On larger projects and on some government projects, there may be a more formal control board that performs the analysis and approval or rejection of changes on behalf of the owner. Additionally, different contracts executed between contractors and subcontractors, vendors, suppliers, or other service providers, which may or may not affect changes to the project owner, can add to the complexity of managing the change order process.

4.6 Project Integration Management Closing

Closing the project or phase involves performing the project closure portion of the project management plan. This process includes finalizing all activities across all Project Management Process Groups to formally close the project or phase and transfer the project appropriately. In some project situations, contracts may be terminated by the owner as allowed by the contract. This termination may be for cause, and the contracting parties will negotiate any remaining work and contract payments for settlement purposes. In other situations, a perceived wrongful termination on behalf of the contractors can lead to extensive litigation if a compensable settlement agreement is not reached.

4.6.1Delayed Project Closure

Post-construction cost is a burden for all contracting parties. As a good practice, each phase of the project should be properly closed on a timely basis to ensure that important contractual and project information is not lost, and that the administrative procedures are adequately administered.

Various closing activities should not be delayed until final project completion; this is particularly important with construction projects due to the large number of procurements that need to be closed. With the exception of contract payment retention, a seller's work performance could be accepted by the owner for construction work that was completed months or even years prior to the final turnover of the project to the owner. Unresolved change requests or construction claims could stretch out the time frame for closure to months or, in some cases, several years.

4.6.2Closeout Documents

Documents that affect closure include all contract documents and modifications accumulated since project initiation. These documents, often referred to as the project dossier or project record documents, become the master set of documents delivered at project closure. For construction projects, these documents also include material and product information, inspection and testing records and reports, operation and maintenance manuals, and similar records that are relevant to the completion and performance of the project.

As-built records of the construction work in place that show actual dimensions and elevations of the completed work, especially with regard to underground work or behind finished walls, are examples of required documentation. When a project uses BIM, the majority of the required design and as-built construction drawings may have already been compiled, thus eliminating tedious methods for conforming project records.

4.6.3Project Punch List

The primary technique for owner acceptance of constructed components is the generation of a list of all outstanding contract performance items, generally known as the project punch list. As a good practice, contractors may precede the formal project punch list with an internal preliminary punch list, also known as a contractor work list. This effort allows contractors to correct any performance deficiencies prior to the owner or stakeholder occupying any portion of the facility. On process facilities, a significant portion of the punch list may be operational or performance testing of the completed facility. Equipment suppliers will conduct a certification of properly installed equipment and provide operational training to the owner's maintenance and operational staff during this period as well.

The prime contractor, the designer and its technical consultants, along with various members of the owner's organization, jointly perform the project walkthrough, which generates the punch list. This project punch list is one of the last closure documents and often initiates the start of various warranty periods for the facility components and equipment, which equates to the formal practice of accepting project deliverables and validating approved change requests.

4.6.4Beneficial Occupancy and Substantial Completion

Some projects enable the owner to occupy a portion of the project and begin operations before the entire facility is operational. This acceptance is known as beneficial occupancy. It may vary depending upon contractual agreements and most often requires the completion of any punch list work. Most contracts also stipulate a time period after beneficial occupancy wherein all outstanding documents and work performance are to be completed. Substantial completion is often a contractual requirement defined as a point in time when all construction works have been completed with the exception of miscellaneous warranty or site clean-up activities. This contract requirement usually ties directly to the contract time for completion of the project and is followed by a final contract completion milestone.

4.6.5Close Contracts

Administrative and project procurement closure procedures may be sequentially closed as significant portions of the project are completed and turned over to the owner for beneficial occupancy or provisional acceptance. In addition to the formal acceptance documents, many projects have formal contract documentation that is required by governmental agencies to be prepared and distributed. The formal action of final acceptance and closure will, in almost all cases, be guided by the provision of contractual documents under which the project is governed. In addition, all construction financing should be closed or transferred to typical financial mortgages and all construction insurance policies should be terminated with insurance responsibilities turned over to the project owner.

4.6.6Final Project Report and Lessons Learned

In some cases, certain stakeholders and owners may request a final project report describing and documenting the history of the project, including what went well and what did not. Lessons learned or post-project reviews are outcomes of a collaborative process among project participants. Project success, amplified with performing organizational feedback and testimonials, describes the execution of the project. The areas of improvement describe the hardships or problems, the corrective action undertaken, and the preventive actions to be implemented on future work.

In the event that the owner does not want or require such a report, the contractor should prepare the internal report to update its organizational process assets. As a good practice, closure for the performing organization may include archiving the project files and closure documents, recording and distributing historical cost information for future cost estimating, and procurement. Databases may be maintained by the performing organization that expand and contribute to the contractor's analogous or parametric estimating databases.

4.7 Integration Management Advancements

Advancements in technology facilitate Project Integration Management across the entire project life cycle. The ability to augment the construction professionals’ expert judgment will continue to develop as the role becomes more embedded in all aspects of design and construction. Leading developments include not only three-dimensional design capability but full integration of design, cost, scheduling, and change management elements. The ability to integrate databases enables document searching, multiple indexing, and categorization of related issues and items generated from the field. Along with interfacing and unifying metrics, automatic updating of the most recent version of data and the documents, the sharing of communication and distribution of reports becomes instantaneous.