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PMBOK > Chapter 4 > Flashcards

Chapter 4 Flashcards

1
Q

what is project integration management?

A

includes the processes and activities needed to identify, define, combine, unify and coordinate the processes and project management activities within the Project Management Process Groups

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2
Q

what does project integration management entail?

A
  • making choices about resource allocation
  • making trade-offs among competing objectives and alternatives
  • managing the interdependencies among the knowledge areas
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3
Q

what are the Project Integration Management processes?

A
  1. 1 develop project charter
  2. 2 develop project management plan
  3. 3 direct and manage project execution
  4. 4 monitor and control project work
  5. 5 perform integrated change control
  6. 6 close project or phase
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4
Q

Develop Project Charter

A
  • process of developing a document that formally authorizes a project or a phase
  • documents initial requirements that satisfy the stakeholder’s needs and expectations
  • falls within Project Integration Management
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5
Q

Develop Project Management Plan

A
  • process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
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6
Q

Direct and Manage Project Execution

A
  • process of performing the work defined in the project management plan to achieve the project’s objectives
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7
Q

Monitor and Control Project Work

A
  • process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan
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8
Q

Perform Integrated Change Control

A
  • process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan
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9
Q

Close Project or Phase

A
  • process of finalizing all activities across all of the Project Management Process Groups to formally
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10
Q

should every process be applied to every project?

A

No, but the PM and project team must address every process to determine the level of implementation for each process for each project

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11
Q

When is a project manager assigned?

A
  • A project manager is identified and assigned as early in the project as feasible, preferably while the project charter is being developed.
  • project manager should participate in the development of the project charter
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12
Q

Who authorizes a project and when is a project authorized?

A
  • Projects are authorized by someone external to the project like a sponsor, PMO or project steering committee.
  • project initiator / sponsor should be at a level that’s appropriate to the funding for the project
  • the initiator’s signature on the project charter authorizes the project
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13
Q

Why are projects authorized?

A
  • due to an internal business need or external influences

- triggers the creation of a needs analysis, business case or description of a situation that the project will address

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14
Q

What are the inputs to Develop Project Charter?

A
  1. Project statement of work
  2. business case
  3. contract
  4. enterprise environmental factors
  5. organizational process assets
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15
Q

What are the tools & techniques to Develop Project Charter?

A
  1. expert judgement
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16
Q

What are the outputs to Develop Project Charter?

A
  1. Project charter
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17
Q

Develop Project Charter Data Flow Diagram

A

project initiator / sponsor

  • contracts
  • project statement of work
  • business case

+

enterprise / organization

  • organizational process assets
  • enterprise environmental factors

=>

DEVELOP PROJECT CHARTER

=>

  1. 2 develop project management plan
  2. 1 collect requirements
  3. 2 define scope
  4. 1 identify stakeholders
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18
Q

What is a Project Statement of Work?

A
  • Statement of Work (SOW) is a narrative description of products or services to be delivered by the project
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19
Q

Who provides the statement of work?

A
  • for internal projects, the project initiator / sponsor provides the statement of work based on business needs, product, or service requirements
  • for external projects, statement of work can be received from the customer as part of a bid document (ex. request for proposal, request for information, request for bid, or as part of a contract)
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20
Q

What does the statement of work reference?

A
  • business need, product scope description, and strategic plan
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21
Q

what are business needs based on?

A
  • market demand, technological advance, legal requirement, or government regulations
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22
Q

What is a product scope description?

A
  • documents the characteristics of the product that the project will create.
  • documents the relationship between the products/services being created and the business need the project will address
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23
Q

what is a strategic plan?

A
  • strategic plan documents the organization’s strategic goals
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24
Q

what is Business Case?

A
  • provides the necessary information from a business standpoint to determine if a project is worth the required investment
  • contains the business need and the cost-benefit analysis
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25
Q

what’s used to create the business case?

A
  • market demand
  • organizational need
  • customer request
  • technological advances
  • legal requirements
  • ecological impacts
  • social need
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26
Q

what is a contract?

A
  • an input if the project is done for an external customer
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27
Q

What enterprise environmental factors can influence the Develop Project Charter process?

A
  • can include but are not limited to:
    • government / industry standards
    • organization infrastructure
    • marketplace conditions
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28
Q

what organizational process assets can influence the Develop Project Charter process?

A
  • can include but are not limited to:
    • organizational standard processes, policies & standardized process definitions for use in the org
    • templates
    • historical info & lessons learned
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29
Q

what expert judgment is needed to develop the project charter?

A
  • expert judgment for any technical and management details during the process
  • look for expertise from other units in the org, consultants, stakeholders, professional & technical associations, industry groups, subject matter experts, and PMO
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30
Q

what is the project charter?

A
  • documents the business needs, curent understanding of the customer’s needs and the new product/service/result that is intended to satisfy
  • provides details such as
  • – project purpose
  • – project objectives and success criteria
  • – high level requirements, project description and risks
  • – summary milestone schedule
  • – summary budget
  • – project approval requirements
  • – project manager, responsibility & authority level
  • – name of sponsor or others authorizing the project charter
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31
Q

what is Develop Project Management Plan?

A
  • process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans
  • defines how the project is to be executed, monitored, controlled and closed
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32
Q

how does a project management plan develop through the project?

A
  • project management plan is progressively elaborated by updates and monitored and controlled and approved through the Perform Integrated Change Control proces
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33
Q

what are the inputs to the Develop Project Management Plan process?

A
  1. project charter
  2. outputs from planning process
  3. enterprise environmental factors
  4. organizational process assets
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34
Q

what are the tools and techniques used in Develop project Management plan process?

A
  1. expert judgment
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35
Q

what are the outputs of the Develop Project Management Plan proces?

A
  1. project management plan
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36
Q

what outputs from the planning processes are inputs into the Develop Project Management Plan process?

A
  • outputs from the other knowledge areas are integrated to create the project management plan
  • – project scope statement
  • – scope baseline
  • – organizational process assets
  • – enterprise environmental factors
  • – requirements documentation
  • – requirements management plan
  • – cost performance baseline
  • – schedule baseline
  • – quality management plan
  • – process improvement plan
  • – human resource plan
  • – communications management plan
  • – risk management plan
  • – procurement management plan
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37
Q

what enterprise environmental factors can influence the Develop Project Management Plan process?

A 
can include
- government / industry standards
project management information systems
- organizational structure and culture
- infrastructures
- personnel administration
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38
Q

what organizational process assets can influence the Develop Project Management Plan process?

A
  • standardized guidelines, work instructions, proposal evaluation criteria & performance measurement criteria
  • project management plan templates (ex. guidelines for tailoring standard processes to the specific project, guidelines for closure and requirements)
  • change control procedures
  • project files from past projects
  • historical information and lessons learned
  • configuration management knowledge base
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39
Q

what is expert judgement used for in developing the project management plan?

A
  • tailor the process to meet the project needs
  • develop technical and management details to be included in the plan
  • determine resources and skill levels needed to perform the work
  • define the level of configuration management to apply on the project
  • determine which project documents will be subject to the formal change control process
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40
Q

what is included in the project management plan?

A
  • it integrates and consolidates all the subsidiary management plans and baselines from the planning processes
  • includes
  • – lifecycle for each phase
  • – PM processes to use, level of implementation of each process, tools and techniques to be used, how the selected processes will be used to manage the project,
  • – how work will be done,
  • – a change management plan for monitoring and controlling changes,
  • – a configuration management plan
  • – how to maintain quality above performance measurement baselines
  • – needs and techniques for communicating with stakeholders
  • – key management reviews to address issues
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41
Q

when can you change the project management plan after it is baselined?

A

the project management plan may only be changed when a change request is generated and approved through the Perform Integrated Change Control process

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42
Q

examples of project baselines?

A
  • schedule baseline
  • cost performance baseline
  • scope baseline
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43
Q

examples of subsidiary plans within the project management plan?

A
  • scope management plan
  • requirements management plan
  • schedule management plan
  • cost management plan
  • quality management plan
  • process improvement plan
  • human resource plan
  • communications management plan
  • risk management plan
  • procurement management plan
44
Q

what is the performance measurement baseline?

A
  • often the scope, schedule and cost baseline are combined to form a performance measurement baseline
  • used for earned value measurements
45
Q

What is Direct and Manage Project Execution?

A
  • process of performing the work defined in the project management plan to achieve project objectives
  • includes activities such as:
  • – perform activities to accomplish project requirements
  • – create project deliverables
  • – staff, train and manage team members
  • – obtain, manage and use resources including materials, tools, equipment and facilities
  • – implement the planned methods and standards
  • – establish and manage project communication channels
  • – generate project data and status to facilitate forecasting
  • – issue change requests and adapt changes to the project scope, plans and environment
  • – manage risks and implement risk response activities
  • – manage sellers and suppliers
    • collect and document lessons learned, implement approved process improvement activities
46
Q

what are the outputs of Direct and Manage Project Execution?

A
  • deliverables
  • work performance information about what’s been accomplished is fed into the performance reporting process
  • change requests
  • project management plan updates
  • project document updates
47
Q

what does the implementation of approved changes cover?

A
  • corrective action
  • preventive action
  • defect repair
48
Q

what is corrective action?

A

documented direction for executing project work to bring expected future performance of the project in line with the project management plan

49
Q

what is preventive action

A

documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks

50
Q

what is defect repair?

A
  • documented identification of a defect with a recommendation to repair the defect or completely replace the component
51
Q

what are the inputs into Direct and Manage Project Execution?

A
  • project management plan
  • approved change requests
  • enterprise environmental factors
  • organizational process assets
52
Q

what tools and techniques are used in Direct and Manage Project Execution?

A
  • expert judgment

- PMIS

53
Q

where do the outputs of Direct and Manage Project Execution go?

A

project management plan updates go to
- 4.2 develop project management plans

change requests and work performance information go to
- 4.5 perform integrated change control

work performance information goes to

  • 5.5 control scope
  • 6.6 control schedule
  • 7.3 control costs
  • 8.2 perform quality assurance
  • 10.5 report performance
  • 11.6 monitor and control risks
  • 12.3 administer procurements

deliverables go to
- 8.3 perform quality control

change requests and work performance information go to
- project documents

54
Q

what are approved change requests?

A
  • documented, authorized changes to expand or reduce the project scope
  • can modify policies, the project management plan, procedures, costs, or budgets, or revise schedules
  • may require implementation of preventive or corrective actions
55
Q

what enterprise environmental factors influence the Direct and Manage Project Execution process?

A
  • organizational, company or customer culture and structure
  • infrastructure
  • personnel administration
  • stakeholder risk tolerances
  • PMIS
56
Q

what organizational process assets influence Direct and Manage Project Execution process?

A
  • standardized guidelines and work instructions
  • communication requirements (allowed media, record retention, security requirements)
  • issue and defect management procedures
  • process measurement database used to collect and provide measurement data on processes and products
  • project files from previous projects
  • issue and defect management database
57
Q

what is a Project Management Information System?

A
  • provides access to an automated tool (like scheduling software, a configuration management system, or an information collection and distribution system) used during the Direct and Manage Project Execution effort
58
Q

what is a deliverable?

A

a unique and verifiable product, result or service that must be produced to complete a process, phase or project.

59
Q

what work performance information is collected as the project progresses?

A
  • deliverable status
  • schedule progress
  • costs incurred
60
Q

when are change requests issued and what is their purpose?

A
  • change requests are issued when issues are found in the project work.
  • can modify the project policies and procedures, scope, cost, budget, schedule or project quality
  • change requests can also cover needed preventive or corrective actions to keep project on course
61
Q

what project management plan updates are made after the Control and Manage Project Execution process?

A
  • requirements management plan
  • schedule management plan
  • cost management plan
  • quality management plan
  • human resource plan
  • communications management plan
  • risk management plan
  • procurement management plan
  • project baselines
62
Q

which project documents are updated after the Control and Manage Project Execution process?

A
  • requirements documents
  • project logs (issue, assumptions etc)
  • risk register
  • stakeholder register
63
Q

what is the Monitor and Control Project Work process?

A
  • process of tracking, reviewing and regulating the progress to meet objectives defined in the project management plan
64
Q

what does monitoring include and why is it done?

A
  • monitoring includes collecting, measuring and distributing performance information and assessing measurements and trends to improve process
  • provides insights to the PM team on project health and helps identify areas that may need special attention
65
Q

what does control include?

A
  • determining corrective or preventive actions or replanning and following up on items to determine if actions taken resolved the performance issue
66
Q

what is the purpose of Monitor and Control Project Work?

A
  • to compare actual project performance with the project management plan
  • to assess if corrective or preventive actions need to be done to stay on track
  • to identify new risks and analyze, track and monitor existing risks to make sure risks are identified, their status reported and the appropriate risk response plans are being executed
  • to maintain accurate and timeline information about the project’s product
  • to provide information for status reporting and forecasting
  • to provide forecasts to update current cost and schedule info
  • to monitor implementation of approved changes
67
Q

what are the inputs to Monitor and Control Project Work?

A
  1. project management plan
  2. performance reports
  3. enterprise environmental factors
  4. organizational process assets
68
Q

what are the tools and techniques for Monitor and Control Project Work?

A
  1. expert judgment
69
Q

what are the outputs of Monitor and Control Project Work?

A
  1. change requests
  2. project management plan updates
  3. project document updates
70
Q

what are performance reports?

A
  • reports prepared by the team with details on status, accomplishments, milestones, schedule activities, forecasts, issues and problems
71
Q

what enterprise environmental factors influence Monitor and Control Project Work?

A
  • government or industry standards
  • company work authorization system
  • stakeholder risk tolerances
  • PMIS
72
Q

what organizational process assets influence Monitor and Control Project Work?

A
  • organization communication requirements
  • financial controls procedures
  • issue and defect management procedures
  • risk control procedures (ex. risk categories, probability definition and impact, probability and impact matrix)
  • process measurement database
  • lessons learned
73
Q

what project management plan updates occur after Monitor and Control Project Work?

A

may include changes to:

  • schedule management plan
  • cost management plan
  • quality management plan
  • scope baseline
  • schedule baseline
  • cost performance baseline
74
Q

what project document updates are made after Monitor and Control Project Work?

A

updates to:

  • forecasts,
  • performance reports
  • issue log
75
Q

what is Perform Integrated Change Control?

A
  • process of reviewing all change requests, approving and managing changes to the deliverables, organizational process assets, project docs and the project management plan
  • done throughout the project
76
Q

what types of change management activities are done during the Perform Integrated Change Control process?

A
  • making sure only approved changes are implemented
  • reviewing, analyzing, and approving change requests promptly
  • managing the approved changes
  • maintaining integrity of baselines by only incorporating approved changes to the project management plan and docs
  • reviewing, approving or denying corrective and preventive actions
  • coordinating changes throughout the entire project
  • documenting impact of change requests
77
Q

who approves change requests?

A
  • every documented change request must be approved/rejected by some authority within the project management team or an external organization
  • sometimes it’s the project manager if it’s documented in the roles & responsibilities doc
  • some Perform Integrated Change Control includes a change control board (CCB) responsible for change requests. the roles and responsibilities of these boards are defined and agreed upon ahead of time
78
Q

what is the purpose of a configuration management system with integrated change control?

A
  • provides a standardized, effective and efficient way to centrally manage approved changes and baselines
79
Q

what is the difference between configuration control and change control?

A
  • configuration control focuses on the specification of the deliverables and the processes
  • change control is focused on identifying, documenting and controlling changes to the project and baselines
80
Q

what are the objectives of a project-wide configuration management system?

A
  • establishes evolutionary method to consistently identify and request changes and assess these changes
  • provides opportunities to continuously validate and improve the project by considering impact of each change
  • provides a mechanism for PM team to consistently communicate changes to stakeholders
81
Q

what are some configuration management activities included in the integrated change control process?

A
  • configuration identification
  • configuration status accounting
  • configuration verification and audit
82
Q

what is configuration identification?

A
  • selection and identification of a configuration item
  • provides the basis for which project configuration is define and verified, products and docs labeled, changes managed and accountability maintained
83
Q

what is configuration status accounting

A
  • information is recorded and reported as to when appropriate data about the configuration item should be provided
  • includes information like a list of approved configuration identification, status of proposed changes and the implementation status
84
Q

what is configuration verification and audit

A
  • ensure the composition of a project’s configuration items is correct and any changes are registered, assessed, approved, tracked and correctly implemented
85
Q

what are the inputs to Perform Integrated Change Control?

A
  1. project management plan
  2. work performance information
  3. change requests
  4. enterprise environmental factors
  5. organizational process assets
86
Q

what are the tools and techniques of Perform Integrated Change Control?

A
  1. expert judgment

2. change control meetings

87
Q

what are the outputs of Perform Integrated Change Control?

A
  1. change request status updates
  2. project management plan updates
  3. project document updates
88
Q

what do corrective and preventive actions affect?

A
  • the performance against project baselines, not the baselines themselves
89
Q

what enterprise environmental factors can influence Perform Integrated Change Control?

A
  • PMIS
90
Q

what organizational process assets can influence Perform Integrated Change Control?

A
  • change control procedures
  • procedures for approving and issuing change requests
  • process measurement database
  • project files
  • configuration management knowledge base
91
Q

what is a change control board responsible for?

A

meeting and reviewing change requests and approving/rejecting them
- their roles and responsibilities are clearly defined and agreed upon by stakeholders

92
Q

how to decide if a change request is approved?

A

If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. If the change request is not deemed feasible, the change request will be rejected and possibly sent back to the requester for additional information.

93
Q

what change request status updates are made after Perform Integrated Change Control?

A
  • approved change requests will be implemented by the Direct & Manage Execution process
  • status of all changes are updated in the change request log as part of the project document updates
94
Q

what project management plan updates are made after Perform Integrated Change Control?

A
  • any subsidiary management plans
  • baselines that are subject to the formal change control process.
  • – changes to baselines should only show changes from the current time forward and should not change past performance
95
Q

what project document updates are made after Perform Integrated Change Control?

A
  • change request log and any documents subject to the formal change control process
96
Q

what is Close Project or Phase?

A
  • process of finalizing all activities across the Project Management Process Groups to formally complete the project/phase
  • includes activities need to satisfy completion/exit criteria, transfer project’s product/services/results to the next phase or to operations, and collect project/phase records, gather lessons learned and archive project information
97
Q

what is involved to Close Project or Phase?

A
  • PM reviews info from previous phase closures to make sure all work is done and project has met objectives
  • review project scope
  • establish procedures to investigate if needed and document reasons for actions taken
98
Q

what are the inputs to Close Project or Phase?

A
  1. project management plan
  2. accepted deliverables
  3. organizational process assets
99
Q

what are the tools and techniques in Close Project or Phase?

A
  1. expert judgement
100
Q

what are the outputs of Close Project or Phase?

A
  1. final product/service/result transition

2. organizational process asset updates

101
Q

what are accepted deliverables?

A

deliverables that have been accepted through the Verify scope process

102
Q

what organizational process assets influence Close Project or Phase?

A
  • project/phase closure guidelines/requirements

- historical information and lessons learned knowledge base

103
Q

what organizational process asset updates are made after Close Project or Phase?

A
  • changes to project files
  • changes to project/phase closure documents
  • changes to historical information
104
Q

what are project files?

A
  • documents resulting from project activities
  • ex. project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impact
105
Q

what are project/phase closure documents?

A

formal documentation that indicates completion pf project/phase and transfer of project/phase deliverables to others
- if project is terminated, formal documentation indicates why and formalizes procedures for transfered of the cancelled project to others

106
Q

what is historical information?

A

Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.

PMBOK (8 decks)

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