Ch. 4: Project Integration Flashcards
The documentation of the closing process participants, their roles, responsibilities, and timings. The second part of administrative closure collects all of the project records, the lessons learned, and communications for the project archives.
Administrative closure
This is an example of a benefits comparison model. It examines the cost-to-benefit ratio.
Benefit/cost ratio (BCR) models
A committee that evaluates the worthiness of a proposed change before it is approved.
Change control board (CCB)
The change control system communicates the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to the project’s product.
Change control system (CCS)
This plan defines who will get what information, how will they receive it, and in what modality the communication will take place.
Communications management plan
This includes the labeling of the components, how changes are made to the product, and the accountability of the changes.
Configuration identification
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. Configuration management also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.
Configuration management system
The organization of the product materials, details, and prior product documentation.
Configuration status accounting
The scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan.
Configuration verification and auditing
The formal verification of the contract’s completeness by the vendor and the performing organization.
Contract closure
This is the aggregated costs of all of the work packages within the WBS.
Cost baseline
This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.
Cost management plan
The culture, structure, standards, regulations, organizational logistics, and other organizational characteristics that influence how a project operates.
Enterprise environmental factors
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 time periods.
Future value
A process to consider the impact of a proposed change on the project’s knowledge areas.
Integrated change control
A project selection method to determine the likelihood of success. These models include: linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.
Mathematical model
This list details the project’s milestones and their attributes.
Milestone list
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.
Murder boards
Evaluates the monies returned on a project for each time period the project lasts.
Net present value
Anything that an organization has to help a current project succeed. Policies, procedures, documentation of past projects, and plans are part of the organizational process assets.
Organizational process assets
An estimate to predict how long it will take a project to pay back an organization for the project’s investment of capital.
Payback period
This document defines what the project needs to accomplish in order for the project to be deemed complete.
Preliminary project scope statement
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 time periods.
Present value
This plan aims to eliminate non-value-added activity, eliminate waste, and determine how the project work, execution, and management can be made better.
Process improvement plan
The procurement management plan controls how the project will be allowed to contract goods and services.
Procurement management plan
This document authorizes the project. The project charter is endorsed by an entity outside of the project boundaries.
Project charter
The documented approach of how a project will be planned, executed, monitored and controlled, and then closed. This document is a collection of subsidiary project management plans and related documents.
Project management plan
Defines how the project scope will be planned, managed, and controlled.
Project scope management plan
This document defines all the products and services the project will provide.
Project statement of work (SOW)
Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable.
Quality baseline
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.
Quality management plan
Resources are people and things like equipment, rooms, and other facilities. This calendar defines when the resources are available to contribute to the project.
Resource calendar
Risk is an uncertain event or condition that may affect the project’s outcome. The risk management plan defines how the project will manage risk.
Risk management plan
The risk register is a centralized database consisting of the outcome of all the other risk management processes.
Risk register
This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance.
Schedule baseline
Defines how the project schedule will be created and managed.
Schedule management plan
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.
Scoring models
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.
Scoring models
This plan defines how project team members will be brought on to and released from the project team. It also defines team training, safety issues, and how the project’s reward and recognition system will operate.
Staffing management plan
This plan defines how project team members will be brought on to and released from the project team. It also defines team training, safety issues, and how the project’s reward and recognition system will operate.
Staffing management plan
