Automotive is a competitive and dynamic industry requiring advanced technical tools in order to achieve optimal cost, timing, resources, with a balance of affordability and quality. The strategy of developing global products and platforms is a challenge to common project management practices. Powertrain Integration team is responsible for applying project management methodology in all 5 Powertrain pillars: Drive Train, Installations System, Control and Emissions, Fuel System and Engine teams. It is essential that project scope is controlled, assumptions are managed and the project execution is directed in order to meet financial (ATROS - after tax return on sales) and technical targets such as vehicle attributes and product requirements. Global teams bring many advantages to the company, nevertheless more complex project management techniques must be applied to the project. The objective of this paper is to show the use of Project Management Institute (PMI) practices - mainly contained in PMBOK (Project Management Body Of Knowledge) - to better develop integration and communication management inside Powertrain area. The implementation of these concepts in Ford Motor Company, where this study takes place, follows the Global Product Development System (GPDS) adopted in-house. From Communications Management standpoint, the focus is strongly on dealing with different organizational structures with local and global staffs, however achieving the same goal despite of the roadblocks, such as time zones, cultural differences and language barriers. And for the Integration Management knowledge area, some processes show how Powertrain Integration team develops, manages, controls and directs all systems of the area and ties them together into one cohesive whole.