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Understand how all project elements come together in Waterfall Integration Management.
🎥 Watch PMP Exam Prep video series: https://www.youtube.com/playlist?list=PLaZjaTadwi1sDBAXtUd6JI5_FUsIJjpAT
How do project managers bring every part of a predictive project together into one cohesive plan? In this video, we’ll explore Waterfall Project Integration Management — the knowledge area that ensures all components of the project are aligned, controlled, and delivered as a unified whole.
This is the second video in our 15-part Waterfall Review & Question series. You’ll learn about project charters, management plans, change control, lessons learned, and closure processes — and test your understanding with 10 scenario-based practice questions (Questions 11–20) with detailed explanations.
✅ You’ll learn how to:
• Understand the PM’s central role in predictive integration
• Develop and manage the Project Charter and Project Management Plan
• Apply Integrated Change Control to maintain alignment and control
• Capture lessons learned continuously throughout the project
• Manage closure activities and formal handovers effectively
By practicing these questions, you’ll deepen your understanding of integration, governance, and control — key topics for the PMP® exam and real-world Waterfall project management.
Chapters:
0:00 Project Integration Management Overview
2:43 Question 11
4:38 Question 12
Show More Show Less View Video Transcript
0:00
The topic we'll cover is waterfall
0:02
project integration management. The
0:04
knowledge area that ensures all parts of
0:06
the project are properly defined,
0:08
coordinated, and delivered as one
0:10
unified hole. In waterfall, integration
0:13
is about bringing all the moving parts
0:15
together, scope, schedule, cost,
0:18
quality, resources, procurement, and
0:20
risks, and aligning them with the
0:22
project's overall objectives. The
0:24
project manager plays the lead role
0:27
here, ensuring that all knowledge areas
0:29
are not managed in silos, but integrated
0:32
into a single cohesive project plan. One
0:36
of the most important responsibilities
0:38
is developing the project charter, which
0:40
formally authorizes the project and
0:42
gives the PM authority to apply
0:44
resources on the exam. Remember that the
0:47
charter is issued by the sponsor or
0:49
initiating entity, not by the project
0:52
manager. Next comes the project
0:54
management plan which is the central
0:56
document in waterfall projects. It
0:58
integrates all subsidiary plans like
1:00
scope management, schedule management,
1:02
cost management and risk management into
1:04
one master plan. This plan is formally
1:07
approved and in waterfall it becomes the
1:10
baseline the PM is measured against. Any
1:13
changes to this plan must go through
1:15
integrated change control. Change
1:17
control is a major focus in this
1:19
knowledge area. In waterfall, all change
1:21
requests must be documented, reviewed,
1:24
and either approved or rejected by the
1:26
change control board, CCB. A common exam
1:29
trap is scope creep, unapproved changes,
1:32
slipping into the project, or
1:33
goldplating, where the team adds extra
1:36
work beyond what's required. Both are
1:38
incorrect practices in waterfall.
1:40
Another integration responsibility is
1:43
directing and managing project work,
1:45
ensuring that all activities are
1:47
executed according to the plan and
1:49
monitoring and controlling work to track
1:51
performance against baselines. When
1:53
variances occur, the PM initiates
1:56
corrective or preventive actions through
1:59
the change control process. Finally,
2:02
integration management also includes
2:03
project or phase closure. In waterfall,
2:06
each phase must be formally closed
2:08
before moving to the next, ensuring
2:10
deliverables are accepted, lessons
2:12
learned are documented, and contracts
2:14
are closed out. For the exam, remember
2:17
the integration is about ownership,
2:19
alignment, and control. The PM is
2:21
accountable for ensuring the project
2:23
runs as a single unified effort and that
2:26
no work happens outside the formally
2:28
approved plan. Now, we'll go through
2:30
practice questions that test your
2:32
knowledge of project charters,
2:34
management plans, change control, and
2:36
the PM's central role in waterfall
2:39
integration management. Let's jump into
2:41
the first question in this topic.
2:44
Question 11. A newly assigned project
2:46
manager reviews the approved project
2:49
charter for a government-f funed
2:50
initiative. The charter includes highle
2:53
scope, identified stakeholders, an
2:55
authorized budget range, and assigns the
2:58
PM. However, it does not include
3:01
specific milestone dates or performance
3:03
metrics. A key stakeholder requests a
3:06
commitment to delivery within 6 months.
3:09
What should the project manager do? A,
3:12
decline to commit to a timeline until
3:14
the project management plan is developed
3:16
and approved. B. Refer to the charter's
3:19
budget authorization to justify setting
3:21
a six-month delivery window. C. Provide
3:24
a tentative schedule based on similar
3:26
past projects and stakeholder urgency.
3:29
D. Agree to the request since the
3:31
charter officially authorizes the
3:34
project to proceed. You can pause the
3:36
video here if you need more time to work
3:38
on the question. The correct answer is
3:41
A. Choice A is the best option because
3:44
the project charter does not define
3:46
detailed scope, schedule, or performance
3:48
baselines. It simply authorizes the
3:50
project and names the project manager.
3:53
Until the project management plan is
3:55
developed, including a schedule
3:56
baseline, it's inappropriate to commit
3:59
to specific delivery dates. Choice B is
4:02
incorrect. Budget authorization does not
4:04
imply or justify a delivery timeline.
4:07
Scheduled estimates must be developed
4:09
systematically, not assumed based on
4:12
funding. Choice C is incorrect. While
4:15
past experience can inform planning,
4:17
offering a schedule commitment without
4:19
an approved plan invites unrealistic
4:22
expectations and risks. Choice D is
4:25
incorrect. The charter authorizes the
4:27
project to begin planning, not to make
4:29
delivery commitments. Execution
4:31
decisions require validated plans and
4:33
baselines. Let's move on to the next
4:36
question if you're ready. Question 12. A
4:40
project is in the late stages of
4:42
planning. Several subsidiary plans,
4:44
including those for schedule, cost, and
4:46
risk, have been developed and reviewed.
4:48
However, the project sponsor urges the
4:50
team to begin executing work packages
4:53
immediately, citing pressure from
4:55
external stakeholders. What should the
4:57
project manager do? A. proceed with
5:00
execution since key components of the
5:02
plan have already been approved. B.
5:05
Delay execution until all subsidiary
5:07
plans are formally integrated and the
5:10
project management plan is approved. C.
5:13
Begin executing low-risk tasks while
5:15
continuing to finalize the remaining
5:17
elements of the project management plan.
5:19
D. Move forward under a rolling wave
5:21
planning approach and develop remaining
5:23
plans as more information becomes
5:25
available. You can pause the video here
5:28
if you need more time to work on the
5:30
question. The correct answer is B.
5:33
Choice B is the best option because the
5:35
project management plan in a predictive
5:37
project must be formally completed and
5:39
approved before execution begins. It
5:42
integrates all subsidiary plans and
5:44
establishes a single authoritative
5:46
source for how the project will be
5:48
managed. Skipping this step undermines
5:50
alignment and control. Choice A is
5:54
incorrect. Executing work based only on
5:56
individual subsidiary plans bypasses
5:59
formal integration and risks
6:01
misalignment between key project areas.
6:04
Choice C is incorrect. Even low-risk
6:07
task should not proceed without an
6:09
approved integrated plan. This
6:11
introduces inconsistency and undermines
6:13
governance. Choice D is incorrect.
6:16
Rolling wave planning is associated with
6:18
adaptive or hybrid approaches. In
6:21
predictive projects, full planning is
6:23
expected before execution begins. Let's
6:26
move on to the next question if you're
6:28
ready. Question 13. A project manager is
6:31
leading the execution of a predictive
6:34
project to implement a new financial
6:36
system. During execution, a senior
6:38
stakeholder approaches the project team
6:40
directly and asks them to incorporate a
6:43
new reporting feature. The team begins
6:45
making the changes, believing it's a
6:47
minor enhancement that improves user
6:49
satisfaction. What should the project
6:51
manager do upon discovering this? A.
6:54
Submit a formal change request to
6:56
document and evaluate the impact of the
6:58
additional feature. B. Allow the team to
7:01
complete the feature since it improves
7:03
functionality and stakeholder value. C.
7:06
Review the change log to determine
7:08
whether the enhancement was previously
7:11
approved. D. Instruct the team to stop
7:14
the work and remind them that all scope
7:16
changes require formal approval. You can
7:19
pause the video here if you need more
7:20
time to work on the question. The
7:22
correct answer is D. Choice D is the
7:25
best option because in predictive
7:27
project management, the project manager
7:29
is responsible for ensuring that work is
7:32
executed strictly according to the
7:34
approved plan. Allowing scope changes
7:36
without going through integrated change
7:38
control risks scope creep, budget
7:41
overrun, and stakeholder misalignment.
7:44
The team must not implement changes
7:46
based on informal requests. no matter
7:48
how small or well-intentioned. Choice A
7:51
is incorrect. Submitting a change
7:53
request is appropriate, but only after
7:55
the unauthorized work is stopped. The PM
7:58
must first halt work not aligned with
8:00
the approved plan. Choice B is
8:02
incorrect. Even beneficial changes must
8:05
go through formal approval. Implementing
8:07
changes without proper valuation and
8:09
signoff violates change control
8:11
procedures. Choice C is incorrect.
8:14
Reviewing the change log is helpful, but
8:17
doesn't address the fact that
8:18
unauthorized work is already in
8:20
progress. Immediate action is required.
8:23
Let's move on to the next question if
8:25
you're ready. Question 14. Midway
8:28
through a predictive infrastructure
8:30
project, the project manager notices
8:31
recurring issues with contractor
8:33
handoffs that are causing minor delays.
8:36
The same issue occurred during a
8:37
previous phase, but was not documented.
8:39
What should the project manager do? A.
8:42
Review the final lessons learned
8:44
register during project closure to
8:46
include observations from this phase. B.
8:49
Escalate the issue to senior management
8:52
since repeated contractor problems may
8:54
indicate a contract breach. C. Add the
8:57
observation to the lessons learned
8:59
register and share it with the team to
9:01
prevent future delays. D. Ask the
9:04
quality assurance team to revise their
9:06
checklist to include better contractor
9:08
tracking. You can pause the video here
9:10
if you need more time to work on the
9:12
question. The correct answer is C.
9:15
Choice C is the best option because
9:17
project knowledge, including lessons
9:19
learned, should be captured and shared
9:21
continuously throughout the project. In
9:23
predictive environments, waiting until
9:25
closure to document these issues, means
9:27
losing opportunities to improve team
9:29
performance in real time. Proactively
9:32
updating the lessons learned register
9:34
and communicating it helps prevent
9:36
recurrence and enhances execution.
9:38
Choice A is incorrect. While documenting
9:41
lessons during closure is important,
9:43
this option delays corrective action and
9:46
does nothing to improve current
9:47
performance. Choice B is incorrect.
9:50
Escalating to senior management may be
9:53
excessive if the issue can be addressed
9:55
at the project level. It also misses the
9:57
knowledge sharing intent of the
10:00
question. Voice D is incorrect. Updating
10:03
the QA checklist might help, but the
10:05
more appropriate first step is capturing
10:07
the recurring issue as a lesson learned
10:08
and informing the team. Let's move on to
10:11
the next question if you're ready.
10:13
Question 15. While reviewing progress
10:16
during a predictive infrastructure
10:18
project, the project manager notices
10:20
that several tasks are being completed
10:22
ahead of schedule. Although there are no
10:24
current delays, this pattern is starting
10:27
to create dependencies that are out of
10:29
sync with the procurement schedule which
10:31
was based on the original timeline. What
10:33
should the project manager do first? A
10:36
issue a corrective action to bring
10:38
execution back in line with the original
10:40
baseline. B. Update the schedule
10:43
baseline to reflect actual performance
10:46
and prevent future misalignment. C.
10:49
Analyze the variance to determine
10:50
whether the early task completion
10:52
affects project constraints.
10:55
D. Accelerate procurement activities to
10:58
match the faster project pace and avoid
11:00
idle time. You can pause the video here
11:03
if you need more time to work on the
11:05
question. The correct answer is C. This
11:08
question tests your ability to monitor
11:10
and control project work by
11:12
understanding how to respond to
11:14
performance that deviates from the plan
11:16
even when it appears positive like early
11:18
task completion. In predictive
11:21
environments, variances must be
11:23
carefully analyzed before taking any
11:25
action. Choice C is the best option
11:28
because the project manager must assess
11:30
the impact of the variance before making
11:33
changes. Even early task completion can
11:35
cause issues such as misaligned
11:37
dependencies or procurement conflicts.
11:40
Analysis ensures informed decisionmaking
11:43
and maintains control. Choice A is
11:46
incorrect. Corrective actions are meant
11:47
to address negative performance issues,
11:49
not bring a project back to the baseline
11:51
for the sake of alignment alone. Choice
11:53
B is incorrect. Updating the baseline
11:56
without first evaluating the variance
11:58
violates predictive change control
12:00
processes. Baselines should not be
12:03
changed casually. Choice D is incorrect.
12:06
Accelerating procurement could create
12:08
new risks or contractual complications.
12:11
Action shouldn't be taken without
12:13
confirming that the schedule variance
12:15
truly warrants adjustment. Let's move on
12:17
to the next question if you're ready.
12:19
Question 16. Midway through a predictive
12:23
public works project, a stakeholder
12:24
submits a change request to add a new
12:27
reporting feature. The project manager
12:29
evaluates the impact on scope, cost, and
12:31
schedule and finds it will extend the
12:33
project by two weeks and exceed the
12:35
approved budget. The stakeholder insists
12:38
the change is critical for compliance.
12:41
What should the project manager do next?
12:43
A. Meet with the compliance and
12:45
stakeholder teams to confirm whether the
12:47
change is required for regulatory
12:49
purposes. B. Convene a meeting with the
12:52
stakeholder and sponsor to explore
12:54
alternate solutions.
12:57
C. Implement the change and document it
12:59
to maintain transparency with
13:00
stakeholders. D. Submit the evaluated
13:03
change request to the change control
13:05
board for decision. You can pause the
13:08
video here if you need more time to work
13:10
on the question. The correct answer is
13:13
D. This question test your knowledge of
13:16
the formal change control process in
13:18
predictive project environments. It
13:20
focuses on what the project manager
13:22
should do after evaluating a change
13:24
request that has implications for scope,
13:26
cost, and schedule and involves
13:28
stakeholder pressure. Choice D is the
13:31
best option because once a change has
13:33
been evaluated, the next step is to
13:35
submit it to the change control board
13:37
CCB for approval or rejection. The
13:40
project manager is responsible for
13:42
facilitating this process but does not
13:44
unilaterally make the decision. Choice A
13:47
is incorrect. The change has already
13:49
been evaluated and revisiting the
13:51
compliance justification adds
13:53
unnecessary delay. Regulatory urgency
13:56
should be addressed through the formal
13:58
process. Choice B is incorrect.
14:01
Exploring alternatives may be helpful
14:03
later, but it's not the next step. Once
14:05
impact is known, it must go to the CCB
14:08
for decision. Choice C is incorrect.
14:11
Implementing the change without approval
14:13
violates predictive change control
14:15
processes and can lead to baseline
14:17
misalignment and audit risks. Let's move
14:19
on to the next question if you're ready.
14:22
Question 17. A predictive project to
14:24
implement a national data center has
14:26
reached the closing phase. All
14:28
deliverables were accepted, contracts
14:30
closed, and the final report submitted.
14:32
The project manager is preparing to
14:34
archive project documents when a team
14:36
member raises a concern that the
14:38
operational support team has not yet
14:40
been formally briefed or trained. What
14:43
should the project manager do next? A.
14:46
Complete administrative closure and
14:48
transition the issue to the operations
14:50
department.
14:52
B. Pause document archiving and ensure
14:54
all transition activities are completed.
14:57
C. Note the concern in the lessons
14:59
learned and proceed with document
15:01
archiving. D. Inform the sponsor that
15:04
the transition training will occur post
15:07
closure as a separate activity. You can
15:10
pause the video here if you need more
15:11
time to work on the question. The
15:14
correct answer is B. This question tests
15:17
your understanding of the formal closing
15:18
process in predictive project
15:20
management, particularly around the
15:22
transition of deliverables and readiness
15:24
for operational handoff.
15:26
PMI emphasizes that closure is not just
15:29
about documents and signatures. It's
15:31
about ensuring the product is fully
15:33
usable and sustainable by the receiving
15:35
organization. Choice B is the best
15:38
option because the project cannot be
15:40
formally closed until all required
15:42
transition and handover activities
15:44
including operational briefings or
15:46
training are completed. Archiving should
15:49
pause until closure readiness is
15:51
confirmed. Choice A is incorrect.
15:54
transitioning the issue without
15:56
resolving it risk project failure after
15:59
closure as the organization may not be
16:01
prepared to take ownership. Choice C is
16:04
incorrect. Documenting the issue and
16:05
lessons learned is valuable but
16:07
insufficient. The concern must be
16:09
addressed before closing. Choice D is
16:12
incorrect. Deferring the training until
16:14
after closure violates predictive
16:16
project principles. Transition
16:18
activities are part of closure, not a
16:20
post- project phase. Let's move on to
16:22
the next question. If you're ready.
16:25
Question 18. During execution of a
16:28
predictive transportation project funded
16:31
by a government agency, a senior
16:33
engineer recommends a faster, lowerc
16:35
cost method to construct a bridge
16:36
segment. The project manager agrees the
16:39
idea appears technically sound, but the
16:41
approved design has already been
16:42
distributed to multiple stakeholders and
16:45
submitted to regulatory authorities.
16:47
What should the project manager do? A.
16:50
Pilot the new approach on a small
16:52
section to validate feasibility before
16:54
submitting any formal changes. B. Submit
16:57
a formal proposal through established
16:59
governance channels and pause related
17:02
work until a decision is made. C. Direct
17:05
the team to proceed using the new method
17:07
while preparing a post implementation
17:09
justification. D. Request verbal
17:12
approval from the agency's technical
17:14
contact to avoid delays while
17:16
maintaining stakeholder alignment. You
17:18
can pause the video here if you need
17:20
more time to work on the question. The
17:23
correct answer is B. This question tests
17:26
your understanding of project governance
17:27
in predictive environments, particularly
17:30
how formal processes guide
17:32
decision-making when changes may affect
17:34
compliance, stakeholder trust, or
17:36
regulatory commitments. Choice B is the
17:39
best option because governance
17:40
frameworks exist to ensure decisions
17:43
align with contractual, regulatory, and
17:45
stakeholder obligations. Submitting the
17:48
change through formal channels and
17:50
pausing affected work protects the
17:52
project from unauthorized deviations
17:54
that could create compliance risks or
17:56
rework. Choice A is incorrect. Piloting
17:59
the new method without approval may seem
18:01
low risk, but it bypasses formal change
18:04
control and governance requirements.
18:07
This is inappropriate for a government-f
18:09
funed predictive project. Choice C is
18:12
incorrect. Implementing the change first
18:14
and justifying it later is reactive and
18:17
risky. It violates the controlled nature
18:20
of predictive delivery and could
18:22
undermine stakeholder confidence.
18:24
Choice D is incorrect. Verbal approvals
18:27
are informal and non-binding. Even with
18:30
technical support, governance processes
18:32
demand documented and authorized
18:34
decisions, especially in regulated
18:36
environments. Let's move on to the next
18:39
question if you're ready. Question 19.
18:42
During execution of a predictive project
18:44
with a tight timeline, the engineering
18:46
lead proposes a scope enhancement that
18:48
would improve system functionality. The
18:50
change requires resource reallocation
18:53
and slight schedule shifts. The quality
18:55
manager raises concerns that the change
18:58
could reduce the effectiveness of
19:00
upcoming quality reviews. What should
19:02
the project manager do? A. Facilitate a
19:06
discussion between the engineering and
19:07
quality leads to explore alternatives
19:09
that meet both objectives. B. Consult
19:12
the sponsor to determine if the
19:14
functional improvement aligns with
19:15
project and organizational priorities.
19:18
C. Review the proposed change against
19:20
baselines and stakeholder inputs, then
19:23
proceed if it provides net value. D. Ask
19:26
the engineering and quality managers to
19:29
adjust their plans and collaborate on a
19:31
revised implementation path. You can
19:34
pause the video here if you need more
19:36
time to work on the question. The
19:38
correct answer is A. This question tests
19:41
your understanding of the project
19:42
manager's integration role in predictive
19:44
environments. Integration isn't just
19:46
about making decisions. It's about
19:48
facilitating alignment across competing
19:50
areas such as scope, schedule, and
19:52
quality. The PM must lead coordination
19:55
efforts, not delegate or escalate
19:57
prematurely. Choice A is the best option
20:00
because it reflects the PM's
20:01
responsibility to integrate perspectives
20:03
from engineering and quality.
20:05
Facilitating a discussion encourages
20:07
collaboration, allows for trade-off
20:09
analysis, and supports an informed,
20:11
unified path forward. Choice B is
20:14
incorrect. While the sponsor's input is
20:16
valuable, the PM should first attempt to
20:19
resolve conflicts internally through
20:21
team facilitation, involving the sponsor
20:23
too early, bypasses the PM's leadership
20:26
role in integration. Choice C is
20:28
incorrect. This option sounds balanced
20:30
but lacks full stakeholder engagement.
20:33
Proceeding after limited consultation
20:35
falls short of PMI's expectations for
20:37
collaborative integration. Choice D is
20:40
incorrect. Delegating coordination to
20:42
functional managers undermines the PM's
20:45
responsibility to drive integration. The
20:47
PM should lead the alignment process,
20:49
not assign it to others. Let's move on
20:52
to the next question if you're ready.
20:54
Question 20. During execution of a
20:57
predictive software implementation
20:58
project, a critical defect is discovered
21:00
in a module scheduled for client
21:02
testing. The issue was previously
21:04
discussed in meetings, but no decision
21:06
was documented. The testing schedule
21:08
cannot be shifted without formal
21:10
approval. The client now demands clarity
21:12
on how and why the module was allowed to
21:15
proceed without a fix. What should the
21:17
project manager review to understand
21:19
whether formal action was taken and who
21:21
approved it? A. Issue log. B. Change
21:25
log. C. Lessons learned register. D.
21:28
Decision log. You can pause the video
21:30
here if you need more time to work on
21:32
the question. The correct answer is D.
21:36
This question tests your ability to
21:37
identify the correct project document in
21:39
a predictive environment when
21:41
accountability and traceability are
21:42
required. In formal plane-driven
21:45
projects, decision documentation is
21:47
critical, especially when stakeholders
21:49
demand clarity on how trade-offs were
21:51
made. Choice D is the best option
21:54
because the decision log tracks major
21:56
project decisions including what was
21:58
decided, who approved it, and when. It
22:01
helps the PM verify whether a formal
22:03
resolution was made regarding the defect
22:05
and supports transparency with the
22:07
client. Choice A is incorrect. The issue
22:11
log helps track problems as they arise,
22:13
but it does not confirm whether or how
22:16
they were resolved or approved. Choice B
22:19
is incorrect. The change log tracks
22:21
approved change requests, but this
22:23
scenario centers on a decision, not a
22:25
formal change submission. Choice C is
22:28
incorrect. Lessons learned are used to
22:31
inform future projects or phases, not to
22:33
verify decisions made during active
22:36
execution. Congratulations on finishing
22:38
all 10 questions for integration
22:40
management in waterfall projects. That
22:42
brings you to 20 waterfall questions
22:44
completed so far. You're building a
22:46
solid foundation for your PMP exam. And
22:48
each question sharpens your readiness.
22:51
Let's keep up the momentum. I'll see you
22:53
in the next topic when you're ready.