---
artifact_id: A14
name: Integrated Project Management Plan
example_version: "1.0.0"
status: "Example · Active"
scenario: "Meridian CRM Modernization — Nexus Solutions Ltd. (fictional, anonymized)"
---

## [A14] — Integrated Project Management Plan | Example

> **Example notice:** This file contains a realistic but entirely fictional example of a completed Integrated Project Management Plan. All project names, organizations, people, and data are fabricated for illustration purposes only. This is not a real project record. Use this file as a reference when completing the blank template.

---

## Project Identification

| Field | Value |
|---|---|
| **Project Name** | Meridian CRM Modernization |
| **Project Reference** | NSL-PRJ-2026-004 |
| **Project Manager** | Jordan Patel |
| **Sponsor** | Alex Rivera, VP Customer Experience |
| **Plan Version** | 1.0 |
| **Plan Date** | 30 April 2026 |
| **Status** | Approved — Baselined |
| **Approved By** | Alex Rivera (Sponsor); David Kowalski (IT Authority) |

---

## 1. Plan Purpose and Scope

The Integrated Project Management Plan (IPMP) for the Meridian CRM Modernization project is the master governing document for how the project is planned, executed, monitored, controlled, and closed. It integrates all subsidiary management plans and establishes the baselines against which project performance is measured.

This IPMP covers the full project lifecycle from project initiation (January 2026) through to project closure (June 2027), encompassing all five delivery phases:

- **Phase 1:** Initiation and Design (Jan 2026 – Apr 2026)
- **Phase 2:** Platform Configuration and Integration (May 2026 – Oct 2026)
- **Phase 3:** Data Migration (Nov 2026 – Feb 2027)
- **Phase 4:** Training and Go-Live (Mar 2027 – Apr 2027)
- **Phase 5:** Hypercare and Closedown (May 2027 – Jun 2027)

This plan is the single point of reference for all project governance decisions. It supersedes any earlier informal plans or working documents. All subsidiary plans referenced herein are considered constituent parts of this IPMP, even where stored as separate documents.

---

## 2. Tailoring Summary

The Meridian CRM Modernization project has been tailored in accordance with the Nexus Solutions Ltd. PMO Framework and the PMOSkills Tailoring Decision Record (A06). Key tailoring decisions affecting this plan:

| Decision | Description |
|---|---|
| TD-01 | Hybrid delivery: phased milestones + 2-week agile sprints within Phase 2 |
| TD-02 | Tiered change control: T1 (PM authority), T2 (CCB review), T3 (Sponsor approval) |
| TD-03 | Procurement plan scoped to major contracts only (items ≥ €10,000) |
| TD-04 | Sprint retrospectives as primary lessons capture; A28 consolidated at phase gates |
| TD-05 | Stakeholder register: formal A09 for named stakeholders; Salesforce tracker for 280-user cohort |
| TD-06 | Quality: sprint checklists for configuration work; formal audits at phase gates only |
| TD-07 | Risk and issue: combined integrated log (A20/A21 merged) |
| TD-08 | Benefits management: lightweight tracker embedded in Sponsor Report; no standalone A29 |

Full rationale for each decision is recorded in the A06 Tailoring Decision Record.

---

## 3. Subsidiary Management Plans

The following subsidiary plans form part of this Integrated Project Management Plan. All plans were developed during Phase 1 and approved before the Phase 1/Phase 2 gate review on 30 April 2026.

| # | Subsidiary Plan | Artifact Ref | Version | Status | Location |
|---|---|---|---|---|---|
| 3.1 | Scope Management Plan | A07 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.2 | Requirements Management Plan | A08 (Part B) | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.3 | Schedule Management Plan | A11 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.4 | Financial Management Plan | A12 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.5 | Quality Management Plan | A18 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.6 | Communications Management Plan | A22 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.7 | Risk Management Plan | A19 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.8 | Procurement Management Plan | A23 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.9 | Stakeholder Engagement Plan | A10 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.10 | Change Management Plan (Organisational) | A24 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |
| 3.11 | Tailoring Decision Record | A06 | 1.0 | Approved | SharePoint: NSL-PRJ-2026-004/Plans |

### 3.1 Scope Management Plan (A07) — Summary

The scope is defined in the A08 Scope and Requirements Backlog (v1.2, approved 30 April 2026). Scope baseline is frozen; all changes follow the tiered change control process (TD-02). Scope creep is monitored weekly via the scope change log. The Project Manager reviews scope at every sprint review; the Sponsor reviews scope at each phase gate.

### 3.2 Requirements Management Plan (Summary)

Requirements are documented in the A08 Requirements Backlog (14 approved requirements). Requirements are prioritised using MoSCoW. Traceability is maintained from requirements through solution design, test cases, and UAT sign-off. All Must Have requirements must be met before go-live approval. Requirements changes are subject to the tiered change control process.

### 3.3 Schedule Management Plan (A11) — Summary

The project schedule is maintained in Microsoft Project (NSL-PRJ-2026-004-Schedule-v1.0.mpp). The schedule baseline was approved on 30 April 2026. Phase milestones are the primary control points. Within Phase 2, sprint plans are maintained in the project's Azure DevOps backlog. Schedule performance is reported using Schedule Performance Index (SPI); SPI below 0.90 triggers a schedule recovery plan. The project manager updates the schedule weekly.

### 3.4 Financial Management Plan (A12) — Summary

Total approved budget: **€2,400,000**. Financial baseline approved 30 April 2026. Budget is tracked against the cost breakdown structure using EVM (Earned Value Management) at phase level and monthly at work package level. Cost Performance Index (CPI) below 0.90 triggers a cost recovery review with the Sponsor. Monthly financial reports are produced for the Sponsor. Contingency reserve of €50,000 (held by Sponsor) is released only with Sponsor approval. Forecast to Complete (FTC) is updated monthly.

### 3.5 Quality Management Plan (A18) — Summary

Quality approach is proportionate per TD-06. Phase-gate quality audits are conducted at the end of Phase 1 (Design), Phase 2 (Configuration Complete), and Phase 3 (UAT Complete). Sprint-level quality checklists are applied at each sprint review for configuration work. TechBridge Solutions applies its ISO 9001:2015 QA process. Key quality metrics: data quality score ≥ 97%; UAT defect rate ≤ 2 critical defects at go-live; training completion ≥ 95%.

### 3.6 Communications Management Plan (A22) — Summary

| Communication | Audience | Frequency | Owner | Method |
|---|---|---|---|---|
| Weekly Status Report | Core team | Weekly | Jordan Patel | Email / Teams |
| Sprint Review | Core team + stakeholders | Bi-weekly | Jordan Patel | MS Teams meeting |
| Monthly Sponsor Report | Alex Rivera | Monthly | Jordan Patel | PDF report + meeting |
| Phase Gate Report | Steering Committee | At each gate | Jordan Patel | PowerPoint + meeting |
| Project Newsletter | All 280 users | Monthly (from Phase 4) | Change Champion | Email |
| Steering Committee Meeting | Board-level | Quarterly | Alex Rivera | In-person / Teams |

### 3.7 Risk Management Plan (A19) — Summary

Risks and issues are managed in the combined Integrated Risk and Issue Log (TD-07) using a 5×5 probability/impact matrix. Risk reviews are conducted weekly by the project team and monthly with the Sponsor. Risk thresholds: any risk with combined score ≥ 15 (Red) is escalated to Sponsor within 24 hours. Top three risks at baseline: data migration complexity (R01, Red), user adoption resistance (R02, Amber), GDPR compliance gap (R03, Amber). Risk owner assigned for every risk ≥ score 9.

### 3.8 Procurement Management Plan (A23) — Summary

Major contracts in scope:
- **Salesforce Inc.:** 3-year Sales Cloud + Service Cloud licence (€780,000) — signed January 2026; governed by Salesforce Order Form and DPA.
- **TechBridge Solutions:** Fixed-price implementation contract (€930,000 combined for configuration, integration, migration) — signed February 2026; governed by NSL Standard Consulting Services Agreement v3.2.

Contract performance reviewed monthly via Vendor Performance Scorecard. NSL Procurement Office holds contract management authority. Minor procurement items (<€10,000) managed by PM per TD-03.

### 3.9 Stakeholder Engagement Plan (A10) — Summary

Named governance stakeholders (18 individuals): engagement tracked in A09 Stakeholder Register. End-user cohort (280 users): engagement tracked in Salesforce CRM tracker (TD-05). Engagement approach is segmented by stakeholder group: executive sponsors (monthly briefings), business leads (bi-weekly workshops during design phases), IT Operations (integrated in sprint reviews), end users (monthly newsletter + training programme). Change Champion network (8 champions: 5 Sales, 3 Support) activated in Phase 3.

### 3.10 Change Management Plan — Organisational (A24) — Summary

Organisational change management (OCM) is led by Jordan Patel with support from a designated Change Management Lead (contracted, 0.5 FTE). OCM activities include: stakeholder impact assessment (complete, April 2026), Change Champion programme, user communications, training programme design, adoption monitoring post go-live. OCM success metric: 80% active system utilisation by Day 30 post go-live.

---

## 4. Project Baselines

| Baseline | Description | Version | Approval Date | Approved By |
|---|---|---|---|---|
| **Scope Baseline** | A08 Scope and Requirements Backlog; WBS v1.0; Scope Statement | v1.0 | 30 Apr 2026 | Alex Rivera |
| **Schedule Baseline** | MS Project schedule file (v1.0); all milestones M1–M6 and sprint plan through Phase 2 | v1.0 | 30 Apr 2026 | Alex Rivera |
| **Financial Baseline** | Budget breakdown structure; €2,400,000 total; EVM baseline (BAC by work package) | v1.0 | 30 Apr 2026 | Alex Rivera |

Baselines may only be changed through the formal change control process (T2 or T3 threshold). All baseline versions are stored with change history in the project SharePoint document library.

---

## 5. Integrated Change Control Process

The Meridian CRM Modernization project operates a tiered Integrated Change Control process, defined in the A06 Tailoring Decision Record (TD-02) and maintained in this IPMP.

### 5.1 Change Tiers

| Tier | Criteria | Approver | Target Decision Time |
|---|---|---|---|
| **T1 — Minor** | Change effort ≤ 5 person-days AND zero baseline cost impact AND zero milestone impact | Project Manager | 2 business days |
| **T2 — Standard** | Schedule impact ≤ 10 working days OR cost impact < €25,000 OR scope change (bounded) | Change Control Board (CCB) | 10 business days |
| **T3 — Major** | Schedule impact > 10 working days OR cost impact ≥ €25,000 OR strategic scope change OR change to approved baselines | Project Sponsor (Alex Rivera) ± CFO | 15 business days |

### 5.2 Change Control Board Composition

| Member | Role |
|---|---|
| Jordan Patel (Chair) | Project Manager |
| Alex Rivera | Project Sponsor |
| David Kowalski | IT Authority |
| Fatima Al-Rashid | Legal & Privacy (when GDPR impact) |
| TechBridge Solutions representative | Vendor (when contract impact) |

### 5.3 Change Control Process Flow

1. **Initiation:** Any team member or stakeholder submits a Change Request using the A16 Change Request Form, including a T1/T2/T3 self-assessment.
2. **Logging:** PM logs the request in the A15 Change Log within 1 business day of receipt.
3. **Assessment:** PM or CCB assesses impact on scope, schedule, cost, quality, and risk.
4. **Decision:** Approved, rejected, or deferred — recorded in A15 Change Log with rationale.
5. **Implementation:** Approved changes are incorporated into the relevant subsidiary plan and baseline (if affected). Baselines are re-approved per Table 4.
6. **Communication:** Change outcome communicated to requestor and relevant stakeholders within 2 business days of decision.

---

## 6. Plan Maintenance and Review Cadence

| Activity | Frequency | Owner | Output |
|---|---|---|---|
| Project schedule update | Weekly | Jordan Patel | Updated MSP file; SPI reported in status report |
| Risk and Issue Log review | Weekly | Jordan Patel + team | Updated A20/A21 log; escalations actioned |
| Financial forecast update (FTC) | Monthly | Jordan Patel | Updated cost forecast; CPI reported in Sponsor Report |
| Subsidiary plan review | At each phase gate | Jordan Patel | Updated subsidiary plans; version bump if revised |
| IPMP full review | At each phase gate | Jordan Patel + Sponsor | IPMP updated and re-approved if materially changed |
| Lessons learned consolidation | At each phase gate | Jordan Patel | A28 Lessons Learned Register updated |
| Benefits tracker update | Monthly | Jordan Patel | Benefits dashboard in Sponsor Report updated |

The IPMP itself is a controlled document. Any material revision (affecting baselines, governance, or subsidiary plan scope) requires re-approval by the Sponsor. Minor editorial or status updates (no change to governance or baselines) may be made by the PM and noted in the document change log.

---

## 7. Key Governance References

| Reference | Document | Location |
|---|---|---|
| Project Charter | A04 Project Charter v1.0 | SharePoint: NSL-PRJ-2026-004/Initiation |
| Tailoring Decision Record | A06 Tailoring Decision Record v1.0 | SharePoint: NSL-PRJ-2026-004/Plans |
| Scope and Requirements Backlog | A08 v1.2 | SharePoint: NSL-PRJ-2026-004/Plans |
| Stakeholder Register | A09 v1.1 | SharePoint: NSL-PRJ-2026-004/Plans |
| NSL PMO Framework | NSL-PMO-FW-2025 v3.0 | NSL Intranet: PMO Hub |
| NSL Change Control Policy | NSL-GOV-CC-2024 | NSL Intranet: Governance |
| NSL Procurement Policy | NSL-PROC-POL-2023 | NSL Intranet: Finance |
| Salesforce DPA | Salesforce GDPR DPA v8.1 | SharePoint: NSL-PRJ-2026-004/Contracts |
| TechBridge Solutions Contract | NSL-CONTRACT-2026-TB-001 | SharePoint: NSL-PRJ-2026-004/Contracts |
| PMI PMBOK 8th Edition | PMI Standard | PMO Library |

---

## 8. IPMP Approval and Sign-Off

| Role | Name | Signature | Date |
|---|---|---|---|
| **Project Manager** | Jordan Patel | *(signed)* | 30 April 2026 |
| **Project Sponsor** | Alex Rivera, VP Customer Experience | *(signed)* | 30 April 2026 |
| **IT Authority** | David Kowalski, Head of IT Operations | *(signed)* | 30 April 2026 |

---

*Example for: Integrated Project Management Plan*
*Scenario: Meridian CRM Modernization — Nexus Solutions Ltd. (fictional)*
*See template file: artifacts/planning-and-baselines/A14-integrated-project-management-plan.md*
*See definition file: artifacts/planning-and-baselines/A14-integrated-project-management-plan-definition.md*
