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Certified Associate in Project Management (CAPM) > Chapter 04: Integration Management > Flashcards

Chapter 04: Integration Management Flashcards

1
Q

Knowledge Area Overview

This knowledge area accounts for each of the processes and their interdependencies so that you can make integrated and informed decisions when managing the project .

Hint: It breaks down silos and is considered the “gears of PM”

A

Integration Management

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2
Q

Knowledge Area Overview

This knowledge area combines and unifies all areas of the project together.

Hint: silos, gears, and glue

A

Integration Management

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3
Q

Processes Overview

What are the seven (7) processes belonging to Integration Management? Write them down on a piece of paper. If you get it wrong; write it down ten times.

Hint: It is the only knowledge area to have processes in all five groups (Initiate, Plan, Execute, Monitor/Control, Closing)

A
  1. Develop the Project Charter
  2. Develop the Project Management Plan
  3. Direct & Manage Project Work
  4. Manage Project Knowledge
  5. Monitor & Control Project Work
  6. Perform Integration Change Control
  7. Close Project/Phase
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4
Q

Under which process group do each of these Integration Management processes belong?

  1. Develop Project Charter
  2. Develop Project Management Plan
  3. Manage & Direct Project Work
  4. Manage Project Knowledge
  5. Monitor & Control Project Work
  6. Perform Integration Change Control
  7. Close Project/Phase

Hint: It is the only knowledge area to have processes in all five groups (Initiate, Plan, Execute, Monitor/Control, Closing)

A

Develop Project Charter (Planning)
Develop Project Management Plan (Planning)
Manage & Direct Project Work (Executing)
Manage Project Knowledge (Executing)
Monitor & Control Project Work (M/C)
Perform Integration Change Control (M/C)
Close Project and/or Phase (Closing)

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5
Q

Evolving/Emerging Trends

Given the increasing volume of data and information, this tool is an unspoken requirement in project management. It collects, consolidates, and analyzes information to meet project objectives.

A

Project Management Information System (PMIS)

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6
Q

Evolving/Emerging Trends

Along with the PMIS, … helps manage the increasing volume of data and information associated with projects. They empower shareholders to share/transfer inforamtion, obtain real-time overviews of the project.

A

Visual management tools

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7
Q

Evolving/Emerging Trends

Given the increasing volume of data and information associated with projects, these management activities are becoming more common to efficiently handle all that is generated furing the project life cycle for easy present and future access.

A

Knowledge management

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8
Q

Evolving/Emerging Trends

Given the increasing volume of data and information associated with projects, project managers are now being given more responsibilities inside and outside the project by collaborating during the … and … management plan to have a broader understanding.

A

business case and benefits management plan

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9
Q

Agile/Adaptive Environments

In an agile environment, it is best to treat project team members like … so they can contribute on duration, priorities, and make assignments and judgement calls

Hint: Things are moving too fast to take things slow like in predictive project management; using all the expertise available helps keep things moving.

A

local domain experts

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10
Q

Agile/Adaptive environments

In an agile environment, the project manager would be as a … leader, and create and environment of trust and collaboration. This allows the team to respond to changes in a timely manner.

Hint: remember that in agile environments, team members are the local domain experts and are given the room to contribute on duration, priorities, and make assignments and judgment calls.

A

servant

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11
Q

Agile/Adaptive Environments

In agile environments, who gets todetermine how everything in the project plan integrates with each other?

A

the project team

They are the local domain experts. We utilizes them as a resource to keep things nimble and they get to call the shots. The project manager gets to ease back a bit and be a servant leader.

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12
Q

Processes Definitions

This process results in obtaining formal approval to proceed with the project.

A

4.1: Develop Project Charter

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13
Q

Processes Definitions

This process creates a Project Management plan, the master document consisting of all subsidiary planning documents.

A

4.2: Develop Project Management Plan

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14
Q

Processes Definitions

This process includes performing and conducting the project’s planned work and all approved change requests

A

4.3: Manage & Direct Project Work

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15
Q

Processes Definitions

This process creates and uses knowledge among team members

A

4.4: Manage Project Knowledge

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16
Q

Processes Definitions

This process reviews the status of the project against the established baselines.

A

4.5: Monitor & Control Project Work

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17
Q

Processes Definitions

This process reviews all initiated change requests and takes it through the Change Control Board for the allowed next steps (based on their decision)

A

4.6: Perform Integrated Change Control

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18
Q

Processes Definitions

This process finalizes all activities and completes the project/phase.

A

4.7: Close Project and/or Phase

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19
Q

Processes Function/Purpose

“Develop Project Charter” formally … and provides the PM with authority to apply …

A

authorizes the project
authority to apply organizational resources

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20
Q

Processes Function/Purpose

This project document created during the Planning process of integration management greenlights the PM to act on behalf of the project sponsor

A

4.1: Develop Project Charter

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21
Q

Processes Function/Purpose

This project document created during the Planning process of integration management links the project to the organization’s … , and acts as a partnership between the performing and requesting organziations of the project.

A

4.1: Develop Project Charter
“organization’s goals”

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22
Q

Processes Function/Purpose

This project document created during the Planning process of integration management represents a formal record of the team’s and organization’s commitment to support the project and realize its objectives.

A

4.1: Develop Project Charter

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23
Q

4.1: Develop Project Charter

These two inputs are needed to create the project charter, since they serve as sources of information to reflect the general/initial intentions of the project.

Not included EEFs and OPAs

A

business case and agreements

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24
Q

4.1: Develop Project Charter

This input for developing the project charter captures the organization’s needs and cost-benefit analysis, followed by an examination of the project in regards to it being worth the investment to achieve them.

A

business case

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25
Q

4.1: Develop Project Charter

This input for developing the project charter is usually preceeded by a … assessment. It describes the opportunities, problems, or customer’s requests or needs. And is naturally included in the project charter because it contains the … context.

A

business case
needs assessment
project initiation context

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26
Q

4.1: Develop Project Charter

True or False: The project manager does not create the charter, but emerging trends does have them participating as consultants.

A

True. The organization likes taking this approach because it gives the PM a better overall view of the project.

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27
Q

4.1: Develop Project Charter

The project charter is not created by the … and is usually developed/approved by higher-level entities such as the sponsor, PMO, or … managers.

A

project manager
program/portfolio managers

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28
Q

4.1: Develop Project Charter

… from consultants, internal organizational resources, stakeholders, the general industry or application area, or the PMO (if present) make a useful tool for developing the project charter.

A

expert judgement

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29
Q

4.1: Develop Project Charter

This data-gathering technique for developing the project charter consists of people coming together for short bursts of idea generation and analysis

A

brainstorming

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30
Q

4.1: Develop Project Charter

This data-gathering technique for developing the project charter consists of in-depth exploration with all stakeholders and is usually moderated by neutral stakeholders.

A

focus groups

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31
Q

4.1: Develop Project Charter

This data-gathering technique for developing the project charter consists of deep one-on-one conversations between stakeholders and/or SMEs

A

interviews

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32
Q

4.1: Develop Project Charter

Name three common data-gathering techniques used for developing the project charter.

Hint: all of them include a meeting/conversation setting.

A

brainstorms
focus groups
interviews

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33
Q

4.1: Develop Project Charter

Meetings for developing the project charter can be in the form of the three common data-gathering techniques to discuss and arrive at the project … , high-level requirements and … , and …criteria needed to form it.

A
  • arrive at the project objectives
  • high-level requirements
  • success criteria
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34
Q

4.1: Develop Project Charter

Because project managers use the three common data-gathering techniques and meetings to develop the project charter, these three interpersonal/team skills are useful to move things along.

A
  • conflict management
  • meeting management
  • facilitation
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35
Q

4.1: Develop Project Charter

This is the key document that is used to create the project charter.

A

business case

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36
Q

4.1: Develop Project Charter

This document ensures a common understanding between all involved shareholders of the high-level key deliverables, milestones, and roles and responsibilities.

A

project charter

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37
Q

4.1: Develop Project Charter

Aside from the project charter, what is the other output belonging to Develop Project Charter, which states the high-level constraints and assumptions established to form it.

A

assumption log

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38
Q

4.1: Develop Project Charter

Why is the assumption log the associated output for Develop Project Charter?

A

Because the constraints/assumptions made during this processes need to be document to understand the rational behind creating it.

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39
Q

4.1: Develop Project Charter

Complete the following elements of the project charter:

  • high-level description and key deliverables, along with measurable … and … criteria
  • summary … schedules
  • preapproved … resources
  • key … list
  • how and who declares the project successful
  • assigned … and their authority level
  • sponsors and other entities approving the project
A
  • high-level description and key deliverables, along with measurable objectives and success criteria
  • summary milestone schedules
  • preapproved financial resources
  • key stakeholder list
  • how and who declares the project successful
  • assigned project manager and their authority level
  • sponsors and other entities approving the project
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40
Q

4.2: Develop Project Management Plan

This process creates the ultimate document, which defines what work will be performed for your project and how you and your project team will execute this work.

Hint: it is your project’s “bible” and “go-to reference”

A

project management plan

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41
Q

4.2: Develop Project Management Plan

This key input is essential for developing the project management plan, as it provides a high-level reference that helps you create your “game plan.”

A

project charter

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42
Q

4.2: Develop Project Management Plan

These “smaller section” outputs from the other planning processes in project management are all put together into the ultimate “bible.”

A

subsidiary plans and baselines from the other knowledge areas

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43
Q

4.2: Develop Project Management Plan

These four common data-gathering techniques (also present in the project charter), along with one new one, are present in Develop Project Management Plan

Hint: needed to discuss and obtain the approaches and work methodologies to figure out what kind of and how the work will be executed throughout the project.

A

brainstorming
focus groups
interviews
meetings
checklists

The checklist may be present to make sure all topics are addressed in the conversations and planning efforts.

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44
Q

4.2: Develop Project Management Plan

This tool/technique is unique to Develop Project Management Plan as it marks the end of planning and start of execution.

A

project kickoff meeting

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45
Q

4.2: Develop Project Management Plan

Why are the common interpersonal/team skills of conflict management and facilitation useful in Develop Project Management Plan?

A

Meetings, conversations and inputs are being conducted from various stakeholders on their insights for how the project should be structured. Managing all those viewpoints and opiniosn will require the PM to smooth out any disagreements and unifying everyone to reach consensus.

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46
Q

4.2: Develop Project Management Plan

In smaller projects, teams usually do both the planning and execution, and therefore conduct the project kickoff meeting during …

A

initiation

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47
Q

4.2: Develop Project Management Plan

In larger projects, teams usually plan and then bring everyone on board with the project kickoff meeting. It is also common to have one project kickoff meeting at the beginning of each …

A

phase

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48
Q

4.2: Develop Project Management Plan

This key output contains all of the subsidiary plans from the other knowledge agreas, project baselines, and other project documents.

A

project management plan

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49
Q

4.2: Develop Project Management Plan

Once the project management plan has been developed, any updates or changes can only be done via approved … that undergo … control

Hint: that includes the subsidiary plans and any of the project documents listed in page 89.

A

change requests
integrated change control

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50
Q

4.2: Develop Project Management Plan

Name the 18 essential components of the project management plan (e.g., knowledge areas, baselines, and two general/obvious ones). Do not include the project documents in this list.

Remember that project integration management has its own subsidiary “kind of.”
Scope management has three.
Include the baseline that combines them all.

A
  • scope management plan
  • requirements management plan
  • configuration management plan
  • cost management plan
  • schedule management plan
  • resources management plan
  • communications management plan
  • risk managment plan
  • procurement management plan
  • stakeholder management plan
  • change management plan
  • scope baseline
  • cost baseline
  • schedule baseline
  • performance measurement baseline
  • project life cycle description
  • project development approach
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51
Q

4.2: Develop Project Management Plan

This project management plan component outlines the process for how change requests are created, reviewed and approved throughout the project’s lifecycle

A

change management plan

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52
Q

4.2: Develop Project Management Plan

This project management plan component focuses on controlling the specification level of specific items

A

configuration management plan

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53
Q

4.2: Develop Project Management Plan

This project management plan component integrates the baselines for the triple constrains of scope, schedule and costs

A

performance measurement baseline

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54
Q

4.3: Directing and Managing Project Work

Direct and Manage Project Work is the … process where the project manager directs and leads the team so that the project’s work can be executed as defined in the … and the goal of completing the project’s …

A

executing
project management plan
deliverables

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55
Q

4.3: Directing and Managing Project Work

This key input for Directing and Managing Project Work is created in an earlier Project Integration Management process, which serves as your guide to performing the project work.

A

Project Management Plan

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56
Q

4.3: Directing and Managing Project Work

This key input for Directing and Managing Project Work is the output for Integrated Change Control and gives the PM to greenlight any new actions.

Hint: they can be corrective, defective, preventive. Can relate to the work activities and updates to the project management plan.

A

approved change requests

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57
Q

4.3: Directing and Managing Project Work

This project document input lets the PM track the status of requested and approved changes that may need to be implemented or updated while performing the project work.

A

change log

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58
Q

4.3: Directing and Managing Project Work

This two project document input can help the project manager avoid repeating mistakes from previous phases of the project and be on the lookout

A

lessons learned register
risk register

Can include risks in the form of the risk report, if realized.

59
Q

4.3: Directing and Managing Project Work

These two project document inputs can help the project manager ensure that the project is running on time on both a day-to-day and more general basis for important items.

A

milestone list
schedule

60
Q

4.3: Directing and Managing Project Work

This project document input lets you see if the project work has completed what was established/needed as planned, on a granular basis.

A

requirements traceability matrix

As you manage and direct the work, this is like a very fancy checklist that will make sure the work is creating the desired output on a detailed level.

61
Q

4.3: Directing and Managing Project Work

This project document input has the manager receiving information and updates that could affect how the work is directed and managed.

Very general, but nonetheless important, as it relates to the majority of the PM’s responsibility.

A

communications

62
Q

4.3: Directing and Managing Project Work

This project document tool allows the manager to oversee the project on both a holistic and granular scale to make sure that the work is being done as planned/needed.

Hint: usually in the form of software tool suite.

A

Project Management Information System (PMIS)

63
Q

4.3: Directing and Managing Project Work

This project document tool allows the team and stakeholders to get together and address any pertinent topics regarding the recently conducted or upcoming project work.

Hint: one of the four common data-gathering techniques that was also present in “Develop Project Management Plan.”

A

meetings

64
Q

4.3: Directing and Managing Project Work

This key output from Direct and Managing Project Work is the entire point of the project. It is a unique and verifiable product, result or capability for service that is required to be produced in order to complete the process, phase or project.

A

deliverables

65
Q

4.3: Directing and Managing Project Work

This key output **is the natural byproduct of performing project activites, which includes the raw data points, observations and measurements related to the completed work.

A

work performance data

66
Q

4.3: Directing and Managing Project Work

These two output/update for Directing and Managing Project Work records and monitors all the gaps, inconsistencies or conflicts encountered while performing the project activities (including new risks).

A

issue log & risk register

67
Q

4.3: Directing and Managing Project Work

This key output for Directing and Managing Project Work is inevitable, and will come from stakeholders to make revisions to the actual devlierables or updates to the project management plan components.

A

change requests

68
Q

4.3: Directing and Managing Project Work

What are the typical forms of a change request?

Hint: three bundled, one separate.

A

preventive actions
corrective actions
defect repair
updates to project management plan components

69
Q

4.3: Directing and Managing Project Work

Who can create a change request?

A

Any project stakeholder

70
Q

4.3: Directing and Managing Project Work

The following are examples of what key output for Direct and Manage Project Work?

  • actual completion dates of certain tasks
  • number of nonconformances discovered during the manufacutirng build
  • number of bugs found in the code
  • actual costs spent thus far
A

work performance data

71
Q

4.3: Directing and Managing Project Work

This project document update can result from Direct and Manage Project Work, where work activities are added or modified.

A

activity list

72
Q

4.3: Directing and Managing Project Work

This project document update can results from Direct and Manage Project Work, where newly discovered assumptions/constraints must be documented.

A

assumption log

73
Q

4.3: Directing and Managing Project Work

This project document update can result from Direct and Manage Project Work as things are learned along the way

Hint: documented so as to prevent the mistake from being done again in future phases of the project, or to document what worked so as to not waste time figuring things out again

A

lessons learned register

74
Q

4.3: Directing and Managing Project Work

This project document update can result from Direct and Manage Project Work to update or add identified risks so that the project manager can be on the lookout as they continue to execute project activities.

A

risk register

75
Q

4.3: Directing and Managing Project Work

This project document update can result from Direct and Manage Project Work to include any other identified requirements.

A

requirements documentation

76
Q

4.3: Directing and Managing Project Work

This project document update can result from Direct and Manage Project Work ot add new information on or existing shareholders, as their influences, roles, and expectations can influence how to continue executing project activities.

A

stakeholder register

77
Q

4.3: Directing and Managing Project Work

This project document can result from Direct and Manage Project Work to update the existing templates and policies/procedures used by the organization based on your experience and knowledge gained from conducting the project’s activities.

That way they will be more effective for use in future phases or projects.

A

OPA updates

78
Q

Processes Definition

This process uses knowledge that your team already has, and creates new knowledge in order to achive the goals of the project.

A

4.4: Manage Project Knowledge

79
Q

4.4: Manage Project Knowledge

This process is all about capturing and sharing the information associated with the project to facilitate … and reach project success

A

knolwedge transfer

80
Q

4.4: Manage Project Knowledge

What are the two main categories of knowledge that can be captured?

A

explicit and tacit knowledge

81
Q

Process Function/Purpose

This process is all about capturing the knowledge of the team members, sharing this with others to facilitiate a knowledge transfer and increase the likelihood of a project’s success. And capturing these lessons into the lessons learned register.

A

Manage Knowledge Management

82
Q

4.4: Manage Project Knowledge

This kind of knoweldge that is captured within this process consists of easikly codified information that can be done through text, numbers, and visuals.

A

explicit information

83
Q

4.4: Manage Project Knowledge

This kind of knowledge that is captured within this process is a little more difficult to share because it stems more from a person’s experience and know-how.

Inherent to the person’s beliefs, skillset, and experience.

A

tacit knowledge

84
Q

4.4: Manage Project Knowledge

This key output from Direct and Manage Project Work is an key input for this process, which can include the project management components and the project documents.

They are especialyl valuable for managing project knowledge becuse they can serve as good sources of information about project strucutre and project activities as they unfold.

A

deliverables

85
Q

4.4: Manage Project Knowledge

Why would inputs such as the lessons, learned register, stakeholder register, team assignments, and resource breakdown structure be useful project document inputs for this process?

A

Informs you about the competencies, skills/experiences, and tools at your disposal so that you can gather information available to you. Know where to go, who to ask, and share information with.

Lessons learned is valuable in its own right. Information you can use to manage the project more efficiently.

86
Q

4.4: Manage Project Knowledge

How does the EEF legal and/or regulatory requirements affect this process?

A

If sensitive or confidential in nature, then you may have to limit who or how someone accesses the information.

87
Q

4.4: Manage Project Knowledge

How do the following EEFs affect knowledge management?
* organizational, stakeholder, and customer culture
* geographic distributions of facilities and resources

A

Want to promote an environment where people want to share information, otherwise valuable assets for managing the project more efficiently will never come to light.

88
Q

4.4: Manage Project Knowledge

This key tool/technique is about sharing what people know. This can be accomplished through meetings, discussions, forums, workshops, and training.

A

knowledge management

Mainly shares tacit knowledge

89
Q

4.4: Manage Project Knowledge

This key tool/technique is about creating information and connecting people to this information. This includes things like the lessons learned register, an online portal/repository/website, library, or PMIS.

A

information management

mainly shares and captures explicit knowledge

90
Q

4.4: Manage Project Knowledge

The following belong to what kind of tool/technique?
* storytelling
* knolwdge fairs and cafes
* work-shadowing & reverse shadowing
* dicussion forums and focus groups
* networking with colleagues
* communities of practice and special interest groups
* meetings to discuss topics
* training events to uniformaly distribute information

A

knowledge management

all about meeting and teaching in different wants to share information

91
Q

4.4: Manage Project Knowledge

This key output records and consolidates all the challenges, problems, realized risks and opportunities in the form of situational descriptions, impacts, recommendations and proposed actions.

By using and referring to it throughout the project, it directly contributes to the process’ function of using information to better manage the project.

A

lessons learned register

92
Q

4.4: Manage Project Knowledge

Aside from the lessons learned register, what are the two other outputs where you can embed knowledge gained from the project?

A
  • updating the OPAs to improve processes and methodologies
  • updates to the project management plan components
93
Q

Process Function/Purpose

This process keeps an eye on the project’s progress and whether the team is on track to meet the project’s goals and objectives, and if not whether any actions need to be followed to improve the project’s performance.

A

4.5: Monitor & Control Project Work

94
Q

4.5: Monitor and Control Project Work

How do stakholders benefit from having a PM monitor & control the project work?

Hint: especially since it is a continuous process performed throughout the entire project life cycle.

A

Stakeholders are easily given the current state of the project, and then that can be used to determine if improvements are needed or if in good standing. That gathered data also allows for forecasting and to be proactive.

95
Q

4.5: Monitor and Control Project Work

This activity is observation-driven and focuses more on collecting, measuring and assessing trends within this process.

A

managing

96
Q

4.5: Monitor and Control Project Work

This activity is involvement-driven and focuses on determining the course of action and their impacts.

A

controlling

97
Q

4.5: Monitor and Control Project Work

True or False. This process involves monitoring individual risks.

A

True. Should any appear, that iwll affect your responses for the actions required.

98
Q

4.5: Monitor and Control Project Work

These two key inputs are crtiical for comparing performance against objectives and determining if the project activities are being done correctly.

Hint: one is a smaller and more formal version of the other.

A

project management plan
agreements

99
Q

4.5: Monitor and Control Project Work

How are cost and schedule forecasts a useful input for this process?

A

Lets you compare the actual data with what you projected and if you are meeting or falling short of thresholds.

100
Q

4.5: Monitor and Control Project Work

How are milestone lists a useful input for this process?

A

It lets you see if the planned milestones have been achieved according to the schedule dates; if they haven’t then something needs to be done.

101
Q

4.5: Monitor and Control Project Work

This useful input lets you document and mointor what is outstanding and who is handling them.

A

issue logs

102
Q

4.5: Monitor and Control Project Work

This useful input lets you understand the reasoning for arriving at costs, schedules, assumptions, etc.

A

basis of estimates

103
Q

This useful input may have useful information for dealing with variances and inconsistencies based on what has happened in to the previous phases of the project.

Hint: You may also have to update it as a result fo this process.

A

lessons learned register

104
Q

Thise “sever issue log” will give you information about any brewing threats or opportunities, as well as those that have already acurred.

A

risk register
risk report

105
Q

4.5: Monitor and Control Project Work

Within this process, the analyzed data that was generated in the previous Direct & Manage Project Work is compare project performance to planned performance to gauge the severity of any variances (if any).

A

work performance information

106
Q

4.5: Monitor and Control Project Work

Why is work performance information a key input for Monitor and COntrol Project Work?

A

It provides you information with context so that you can make sound project decisions since you have a better indication of how the project is doing and if it needs correction. Without it you would be flying blind.

107
Q

4.5: Monitor and Control Project Work

Meetings and this tool/technique is qued to discuss and decide on the different areas of concern and actions needed for the project.

A

voting

108
Q

4.5: Monitor and Control Project Work

What are the three different kinds of voting models?

A

unanimity, majority and plurality

109
Q

4.5: Monitor and Control Project Work

As part of this process, you’ll be using this tool/technique category on the project’s … to gain insights on its performance and then collect them into … , a key output of this process.

A

data analysis
work performance information
work performance reports

110
Q

4.5: Monitor and Control Project Work

This data analysis technique looks through the different corrective and preventive actions to determine which one is best.

A

alternatives analysis

111
Q

4.5 Monitor and Control Project Work

This data analysis technique looks the best ROI based on how much a corrective/preventice action will cost to implement

A

cost-benefit analysis

as you monitor and control project work, to correct the project’s path perhaps its ROI to cost ratios will influience what is the best course of action

112
Q

4.5 Monitor and Control Project Work

This data analysis techniue consists of a suite of formulas the enumerates the project’s projects progress and performance against the cost and schedule.

A

earned value analysis

those results will let you know if the amount of work and money you are performing/spending is generaring what and as much as it should; if not, some adjustments need to be made

113
Q

4.5 Monitor and Control Project Work

This data analysis technique identifies the main reason of a problem or deviation.

A

root-cause analysis

If you see deviations occuring from other analyses, then knowing the problem is just as useful for monitoring and controlling because now you can tackle the source.

114
Q

4.5 Monitor and Control Project Work

This data analysis technique forecasts future performance based on past results.

A

trend analysis

can be a warning sign for the PM about what to anticipate, or to be proactive enough to change the course of project activities to avoid what is currently forecasted

115
Q

4.5 Monitor and Control Project Work

This data analysis technique compares the differences between planned and actual performance such as activity durations, costs, measures, technical performance, and other metrics.

A

variance analysis

116
Q

4.5 Monitor and Control Project Work

This key output for Monitor and Control Project Work is the combined, recorded and analyzed information in a formal package so as to generate discussions, awareness, and choose decisions or actions related to the project performance.

Hint: can come in the form of summaries, histograms, status/progress, dashboards, and other representations

A

work performance reports

117
Q

4.5 Monitor and Control Project Work

This key output for Monitor and Control Project Work stems from reactions to the analyzed work performance information. Their intent is to expand, reduce, or adjust the project scope, but needs approval first.

A

change requests

118
Q

4.5 Monitor and Control Project Work

Why would stakeholder thresholds be an influence to how the project’s work is monitored and controled?

A

If stakholders have a low thresholds for risk, then the PM must tightly control the project to meet their expectations.

119
Q

4.5 Monitor and Control Project Work

These four project documents are updates as a result of Monitoring and Controlling Project Work.

Hint: two share a same descriptor; and doing these updates really helps. The other two belong to encountered problems. All regard to keeping an eye on the future performance and certain factors.

A

schedule forecast
cost forecast
risk register
issue log

120
Q

Process Purpose/Function

This process formalizes the process of reviewing the impact and merits of change requests initiated by any stakeholder, and defining the workflow for approving and managing these changes through the Change Control Board.

A

4.6: Perform Integrated Change Control

121
Q

4.6: Perform Integrated Change Control

A formally chartered group for executing workflows and decisions, and communciating them, in response to change requests.

A

change control board

122
Q

4.6: Perform Integrated Change Control

Having formal change control procedures in your project mitigates these two phenomena.

A

scope creep and goldplating

123
Q

4.6: Perform Integrated Change Control

Why are scope creep and goldplating bad for a project?

A

Because unaccounted for time and money get dedicated to these takss and robs the project’s budget and schedule.

124
Q

4.6: Perform Integrated Change Control

Change control is for baselines and documents, but changes regarding the scope and products of the project are also subject to … , which describes the artifacts that require revision control and approval through change requests.

A

configuration management

125
Q

4.6: Perform Integrated Change Control

Who approves change requests?

Hint: not one, but three.

A

NOT the project manager. Usually the project sponsor, customer, or Change Control Board.

126
Q

4.6: Perform Integrated Change Control

Any change request must be approved by the … before being implemented.

A

change control board

127
Q

4.6: Perform Integrated Change Control

focuses on the specifications of project deliverables and the processes for reviewing an dpproving them

A

configuration control

Hint: the configuration management plan will lay out what project artifacts require revision control and approval through change requests

128
Q

4.6: Perform Integrated Change Control

These two key project management subsidiary plan inputs for Perform Integrated Change Control are the less disussed ones, but important for this process.

A

change management plan
configurations management plan

129
Q

4.6: Perform Integrated Change Control

Why are the Iron Triangle Baselines, basis of estimates, and the requirements traceability matrix useful inputs for performing **Integrated Change Control **

A

Because it lets you take the change request and look into the ripple effects that happen throughout the project.

130
Q

4.6: Perform Integrated Change Control

This input is the output for many other processes, where it is analyzed and taken through the proper control procedures.

A

change requests

131
Q

4.6: Perform Integrated Change Control

Along with the change request as an input, this other key input used to analyze the impacts and efffects of the request.

Hint: it was an output from “Monitor and Control Project Work.”

A

work performance reports

132
Q

4.6: Perform Integrated Change Control

When deciding on what change reuqets to approve, what three common decision-making processes are used in this process?

A

autocratic decision making
multicriteria decision analysis
voting

133
Q

4.6: Perform Integrated Change Control

… are an important tool/technique for this process because it is used to conduct decision-making procedures, and o approve/reject change requests

Hint: In this process, it even has a special name.

A

change control meetings

134
Q

4.6: Perform Integrated Change Control

Just like in Monitoring and Controlling Project Work, these two data analysis techniques are used to evaluate the different options and merits of the received change requests.

A

cost-benefit analysis
alternatives analysis

135
Q

4.6: Perform Integrated Change Control

These are the two obvious key outputs for the process. One is the green light itself, the other one is the ledger.

A

approved change requests (inc. updates to project management plan)
change log

These outputs are also needed as inputs for Direct and Manage Project Work.

136
Q

Processes Function/Purpose

The following activities belong to which process?
* finalizing activities/agreement and released…
* project or phase information is archived
* planned work is complete
* reviewing project management plan to make sure objectives are complete
* proceeding with … closure once objectives are confirmed to be complete
* all documents and deliverables are current and no outstanding issues
* … … by customer
* all costs are charged (invoices and closing accounts)
* reassigning and releasing physical and team …
* auditing for success / failure
* archiving project information, contracts and … … for future use
* finalizing open … if a contract

A

The following activities belong to which process?
* finalizing activities/agreement and releasing resources
* planned work is complete
* reviewing project management plan to make sure objectives are complete
* proceeding with administrative closure once objectives are confirmed to be complete
* all documents and deliverables are current and no outstanding issues
* formal acceptance by customer
* all costs are charged (invoices and closing accounts)
* reassigning and releasing physical and team resources
* auditing for success / failure
* archiving project information, contracts and lessons learned for future use
* finalizing open claims/disagreeement if a contract

137
Q

4.7: Close Project / Phase

This key input gives you an overall view of the project’s goals and lets you determine on a very basic level ifthe project was successfully accomplished.

A

project charter

138
Q

4.7: Close Project / Phase

This key input is your guide in regards to the order of operations for closeout activities.

A

project management plan

139
Q

4.7: Close Project / Phase

These 5 “logs” are inputs used to tighten all loose ends up and make sure that everything is documented/updated

Hint: two of them do not have “log” in their name.

A

issue log
assumption/constraint log
risk register
change log
lessons learned register

140
Q

4.7: Close Project / Phase

… list, … reports, and … documentation are inputs for this process to make sure that everything has been accomplished

A

milestone lists
quality reports
requirements documentation

141
Q

4.7: Close Project / Phase

This key input for Close Project / Phase is crucial to actual see if the benefits and outcomes from the project match what was initially desired.

A

business case and benefits management plan

142
Q

4.7: Close Project / Phase

This key input us reviewed to confirm that all terms and conditions have been met. If it has, then the project manager can proceed with formal closure using this other key input.

A

agreements
procurement documentation

The procurement documentation is collected, indexed and filed. They are useful because they can be either lessons learned for ocnducting the procurement again in the ftuure, or to avoid the vendir.

143
Q

4.7: Close Project / Phase

Along with the expected final products/services and final project report, this critical OPA will help th eorganization in the future by containing valuable information that was gained during the project execution.

A

lessons learned register

Certified Associate in Project Management (CAPM) (3 decks)

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