4 Flashcards
Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. Includes characteristics of unification, consolidation, communication, and interrelationship.
Project Integration Management
The Project Integration Management processes are:
- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Manage Project Knowledge
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Develop Project Charter
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
Develop Project Management Plan
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
Direct and Manage Project Work
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
Manage Project Knowledge
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.
Monitor and Control Project Work
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions.
Perform Integrated Change Control
The process of finalizing all activities for the project, phase, or contract
Close Project or Phase
The volume of data and information that project managers need to integrate makes it
necessary to use a specific software and systems. Has automated tools to collect, analyze, and use information to meet project objectives and realize project benefits
project management information system (PMIS)
the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
o Project life cycle. o Development life cycle. o Management approaches. o Knowledge management. o Change. o Governance. o Lessons learned.
The business case is created as a result of one or more of the following:
o Market demand o Organizational need o Customer request o Technological advance o Legal requirement o Ecological impacts o Social need
Are used to define initial intentions for a project. May take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.
Agreements
It´s defined as judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
Expert judgment
This technique is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. Comprises two parts: idea generation and analysis. It can be used to gather data and solutions or ideas from stakeholders, subject matter experts, and team members when developing the project charter.
Brainstorming
Bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview.
Focus groups
They´re used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them.
Interviews
Role that ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward.
Facilitator
Includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions.
Meeting management
The project charter documents the high-level information on the project and on the product, service, or result the project is intended to satisfy, such as:
o Project purpose
o Measurable project objectives and related success criteria
o High-level requirements
o High-level project description, boundaries, and key deliverables
o Overall project risk
o Summary milestone schedule
o Preapproved financial resources
o Key stakeholder list
o Project approval requirements
o Project exit criteria
o Assigned project manager, responsibility, and authority level and
o Name and authority of the sponsor or other person(s) authorizing the project charter.
shows the scheduled dates for specific milestones.
Milestone list
They´re an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable.
Approved Change Requests
It´s a project document where all the issues are recorded and tracked.
The issue log
An intentional activity that realigns the performance of the project work with the project management plan.
Corrective action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Preventive action
An intentional activity to modify a nonconforming product or product component.
Defect repair
Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.
Updates
Knowledge that can be readily codified using words, pictures, and numbers.
Explicit knowledge
Knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”.
Tacit knowledge
Tools that connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members.
Knowledge management tools and techniques
It´s used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs.
Alternatives analysis
helps to determine the best corrective action in terms of cost in case of project deviations.
Cost-benefit analysis
is used to forecast future performance based on past results. It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established tendency persist. This information is made available early enough in the project timeline to give the project team time to analyze and correct any anomalies.
Trend analysis
reviews the differences between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics
Variance analysis
