4 Project Integration Management Terms Flashcards

1
Q
An assumption is something that is
believed to be true or false, but it has not
yet been proven to be true or false.
Assumptions that prove wrong can
become risks for the project. All identified
project assumptions are recorded in this
document for testing and analysis,
and the outcomes are recorded.
A

Assumption log

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2
Q

This is an example of a benefits
comparison model. It examines the
benefit-to-cost.

A

Benefit/cost ratio (BCR) models

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3
Q

A committee that evaluates the
worthiness of a proposed change and
either approves or rejects the proposed
change.

A

Change control board (CCB)

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4
Q

Communicates the process for controlling
changes to the project deliverables. This
system works and alongside with the configuration
management system and seeks to control
and document proposals to change the
project’s product.

A

Change control system (CCS)

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5
Q

All changes that enter into a project are
recorded in this document. The
characteristics of the change, such as the
time, cost, risk, and scope details, are
also recorded.

A

Change log

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6
Q

This plan details the project procedures
for entertaining change requests: how
change requests are managed,
documented, approved, or declined.

A

Change management plan

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7
Q
This final process group of the project
management life cycle is responsible for
closing the project phase or project. This
is where project documentation is
archived and project contracts are also
closed.
A

Closure processes

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8
Q

This plan defines who will get what
information, how they will receive it, and
in what modality the communication will
take place

A

Communications management plan

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9
Q

This includes the labeling of the
components, how changes are made to
the product, and the accountability of the
changes

A

Configuration identification

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10
Q

This plan is an input to the control scope
process. It defines how changes to the
features and functions of the project
deliverable, the product scope, may enter
the project.

A

Configuration management plan

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11
Q
This system defines how stakeholders
are allowed to submit change requests,
the conditions for approving a change
request, and how approved change
requests are validated in the project
scope. Also
documents the characteristics and
functions of the project’s products and
any changes to a product’s
characteristics.
A

Configuration management system

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12
Q

The organization of the product materials,

details, and prior product documentation.

A

Configuration status accounting

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13
Q

The scope verification and completeness
auditing of project or phase deliverables
to ensure that they are in alignment with
the project plan.

A

Configuration verification and auditing

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14
Q

The formal verification of the contract
completeness by the vendor and the
performing organization.

A

Contract closure

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15
Q
This is the aggregated costs of all of the
work packages within the work
breakdown structure (WBS).
A

Cost baseline

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16
Q

This plan details how the project costs
will be planned for, estimated, budgeted,
and then monitored and controlled.

A

Cost management plan

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17
Q

Knowledge that can be quickly and easily
expressed through conversations,
documentation, figures, or numbers, is
easily communicated.

A

Explicit knowledge

18
Q

A benefit comparison model to determine
a future value of money. The formula to
calculate future value is FV = PV(1 + I)n,
where PV is present value, I is the given
interest rate, and n is the number of
periods.

A

Future value

19
Q

A process to consider and control the
impact of a proposed change on the
project’s knowledge areas.

A

Integrated change control

20
Q
Issues are points of contention where
some question of the project’s direction
needs to be resolved. All identified issues
are documented in this document , along
with an issue owner and a deadline to
resolve the issue. The outcome of the
issue is also recorded.
A

Issue log

21
Q
A project selection method to determine
the likelihood of success. These models
include linear programming, nonlinear
programming, dynamic programming,
integer programming, and multiobjective
programming.
A

Mathematical model

22
Q
They´re significant points or
events in the project’s progress that
represent accomplishment in the project.
Projects usually create them as the
result of completing phases within the
project.
A

Milestone

23
Q

This list details the project milestones and
their attributes. It is used for several
areas of project planning, but also helps
determine how quickly the project may be
achieving its objectives.

A

Milestone list

24
Q
These are committees that ask every
conceivable negative question about the
proposed project. Their goals are to
expose the project’s strengths and
weaknesses, and to kill the project if it’s
deemed unworthy for the organization to
commit to. Also known as project steering
committees or project selection
committees.
A

Murder boards

25
Q

Evaluates the monies returned on a

project for each period the project lasts.

A

Net present value

26
Q

An estimate to predict how long it will
take a project to pay back an organization
for the project’s investment of capital.

A

Payback period

27
Q
A benefit comparison model to determine
the present value of a future amount of
money. The formula to calculate present
value is PV = FV ÷ (1 + I)n, where FV is
future value, I is the given interest rate,
and n is the number of periods.
A

Present value

28
Q

Plan that
controls how the project will acquire
goods and services.

A

Procurement management plan

29
Q
This document authorizes the project. It
defines the initial requirements of the
project stakeholders. 
It´s endorsed by an entity outside of the
project boundaries.
A

Project charter

30
Q
The documented approach of how a
project will be planned, executed,
monitored and controlled, and then
closed. This document is a collection of
subsidiary management plans and
related documents.
A

Project management plan

31
Q

Defines how the project scope will be

planned, managed, and controlled.

A

Project scope management plan

32
Q

Documents the quality objectives for the
project, including the metrics for
stakeholder acceptance of the project
deliverable.

A

Quality baseline

33
Q
This plan defines what quality means for
the project, how the project will achieve
quality, and how the project will map to
organizational procedures pertaining to
quality.
A

Quality management plan

34
Q

A mathematical model to examine the
relationship among project variables, like
cost, time, labor, and other project
metrics

A

Regression analysis

35
Q

Risk is an uncertain event or condition
that may affect the project outcome. This
plan defines how the
project will manage risk.

A

Risk management plan

36
Q

It´s a centralized database
consisting of the outcome of all the other
risk management processes, such as the
outcome of risk identification, qualitative
analysis, and quantitative analysis.

A

Risk register

37
Q

This subsidiary plan defines the risk
responses that are to be used in the
project for both positive and negative
risks.

A

Risk response plan

38
Q

This is the planned start and finish of the
project. The comparison of what was
planned and what was experienced is the
schedule variance.

A

Schedule baseline

39
Q

Defines how the project schedule will be

created and managed.

A

Schedule management plan

40
Q
It´s a combination of
three project documents: the project
scope statement, the WBS (work breakdown
structure), and the WBS dictionary. The
creation of the project deliverable will be
measured against this document to
show any variances from what was
expected and what the project team has
created.
A

Scope baseline

41
Q
These models use a common set of
values for all of the projects up for
selection. For example, values can be
profitability, complexity, customer
demand, and so on.
A

Scoring models

42
Q

Knowledge that’s more difficult to express
because it’s personal beliefs, values,
knowledge gain from experience, and
“know-how” when doing a task

A

tacit knowledge