The Handbook of Integrated Business and Project Management (IBPM) aims to achieve a paradigm shift in the current precepts and models applied to planning and management of projects and programs. It presents a body of knowledge that effectively restructures the approach to project and program management, with particular focus on the strategic phases, and redefinition of objectives, including integration of business and project management functions within an extended project life cycle architecture. The IBPM model presents a new perspective and comprises the following: • A set of objectives that transcend the traditional project management objectives, with focus on the subject project’s end value and its fitness for purpose, its environmental sustainability and performance, as well as the benefits flowing to broader stakeholders; • An integrated project lifecycle architecture, embodying both front-end business and strategic phases and implementation phases; and • A set of (17) functions (characterised by 69 indicators) to plan and deliver projects from creation to definition, design, planning, execution, commissioning and start-up in a holistic manner. Based on the realities of projects on the ground there is an urgent need for re-examining the foundation concepts of project and program management. In particular, there is an urgent need to shift the focus to the business and strategic phases of projects, integrate and manage both downstream and upstream phases, and deliver solutions that are fit for purpose, and meet or exceed stated business and strategic objectives. This book provides a framework and the associated body of knowledge to facilitate holistic planning and management of projects and programs of significant size, including infrastructure and industrial projects. Volume 2 has 9 chapters. Each chapter presents an integrated framework, including 6 processes for the integrated planning and management of each functional area. The frameworks and the associated processes cover all 17 core functions (69 variables) that are critical to the holistic planning and delivery of projects and programs of significant size. Functional planning is conducted concurrently, considering proximity and cross influences of the functions and the need for the integration of the phase deliverables.