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PMBOK 6th Edition > Chapter 4 > Flashcards

Chapter 4 Flashcards

1
Q

This includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within project management process groups

A

Project integration management

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2
Q

This includes characteristics of unification, consolidation, communication, and interrelationships

A

Integration

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3
Q

Project integration happens when

A

From the start of the project through completion

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4
Q

Project integration includes making choices about

A

Resource allocation
Balancing competing demands
Examining any alternative approaches
Tailoring processes to meet the project objectives
Managing the interdependencies among project management knowledge areas

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5
Q

What are the project integration management processes

A 
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
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6
Q

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

A

Develop project charter

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7
Q

The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan

A

Develop project management plan

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8
Q

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project objectives

A

Direct and manage project work

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9
Q

The process of using existing knowledge and creating new knowledge to achieve the projects objectives and contribute to organizational learning

A

Manage project knowledge

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10
Q

The process of tracking , reviewing and reporting overall progress to meet the performance objectives defined in the project management plan

A

Monitor and control project work

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11
Q

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

A

Perform integrated change control

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12
Q

The process of finalizing all activities for the project phase or contract

A

Close project or phase

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13
Q

What’s unique about project integration management

A

Project integration management cannot be delegated or transferred. It is specific to project managers

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14
Q

Projects and project management is ….by nature

A

Integrative

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15
Q

The links among the processes in the project management process groups are often

A

Iterative

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16
Q

This knowledge area requires combining the results from all the other knowledge area

A

Project integration management knowledge area

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17
Q

What are some evolving trends in integration processes

A

Use of automated tools I.e. (pmis )
Use of visual management tools
Project knowledge management
Expanding the project managers responsibilities

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18
Q

What are some considerations for tailoring?

A 
Project life cycle
Development life cycle
Management approaches 
Knowledge management 
Change
Governance 
Lessons learned 
Benefits
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19
Q

Team members determine how plans and components should integrate in what two approaches?

A

Iterative and agile

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20
Q

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

A

Developing a project charter

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21
Q

What are the key benefits of developing a project charter

A

—Provides a direct link between the project and the strategic objectives of the org

  • Creates a formal record of the project
  • shows the org commitment to the project
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22
Q

What formally initiates projects

A

A project charter

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23
Q

Projects are initiated due to

A

Internal business needs or external influences

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24
Q

These are sources of info about the project objectives and how the Project will contribute to the business goals.

A

—Business case

-Benefits management plan

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25
Q

What’s usually contained in the business case

A

Cost benefits analysis

Business need

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26
Q

This describes the necessary info from a business standpoint to determine whether the expected outcomes of the project justify the required investment

A

Business case

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27
Q

The project manager does not update or modify business documents but

A

May make recommendations

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28
Q

These are defined to define initial intentions for a project

A

Agreements

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29
Q

This is defined as judgement provided based upon expertise in an application area, knowledge area, discipline, industry etc. as appropriate for the activity being performed

A

Expert judgement

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30
Q

What are the two pars of brainstorming

A

Idea generation and analysis

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31
Q

What ways are data gathered for a project charter

A

Brainstorming
Focus groups
Interviews

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32
Q

What are the interpersonal and team skills used for developing a project charter

A

Conflict management
Facilitation
Meeting management

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33
Q

The ability to effectively guide a group event to a successful decision, solution, or conclusion

A

Facilitation

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34
Q

The document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

A

Project charter

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35
Q

Describe what a project charter does

A

Ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project

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36
Q

What is the assumption log used for

A 
To record all assumptions and constraints throughout the project lifecycle. 
I.e.
Defining technical specifications 
Estimates 
The schedule 
Risks
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37
Q

The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.

A

Developing a project management plan

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38
Q

What is the key benefit of developing a project management plan

A

The production of a comprehensive document that defines the basis of all project work and how the work will be performed

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39
Q

When/how many times is a project management plan developed

A

Once or at predefined points in a project

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40
Q

This defines how a project is executed, monitored, controlled, and closed

A

The project management plan

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41
Q

How is a project management plan written..

A

Summary level or detailed

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42
Q

The project management plan should be baselined meaning…

A

It is necessary to define at least the project references for scope, time, and cost, so that the project execution can be measured and compared to those references and performance can be managed

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43
Q

Before it’s baselined how many times can a project management plan be updated

A

As many as need be -no formal process is needed

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44
Q

Once a project management plan is baselined how can an update to plan occur

A

Changes must go through the perform integrated change control process

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45
Q

When does the project kick off meeting occur

A

End of planning /the start of executing

Small projects -in the planning process group
Large projects-executing process group

Multi phase projects - kick off meeting at the beginning of each phase

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46
Q

What’s the purpose of the project kick off meeting?

A

Communicate the objectives of the project, gain commitment of the team for the project, and explain the roles and responsibilities of each stakeholder

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47
Q

What’s the scope baseline?

A

The approved version of a scope statement, work breakdown structure, and its associated WBS dictionary, which is used as a basis for comparison

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48
Q

This describes how the change requests throughout the project will be formally authorized and incorporated,

A

Change management plan

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49
Q

This describes how the Information about the items of the project (and which) items will be recorded and updated so that the product, service, or result of the project remains consistent and/operative

A

Configuration management plan

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50
Q

What are management reviews?

A

hey identify the points in the project when the project manager and relevant stakeholders will review the project progress to determine if performance is as expected, or if preventive or corrective actions are taken

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51
Q

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the projects objectives

A

Direct and manage project work

52
Q

The direct and manage project work process is directly affected by …area

A

Project application area

53
Q

How ,any project management processes belong to the planning process group?

A

24

54
Q

What is the ongoing refinement of the project management plan called?

A

Progressive elaboration or rolling wave planning

55
Q

This process involves the review of the impact of all project changes and the implementation of approved changes

A

Direct and manage project work

56
Q

What are some types of changes that might be implemented

A

Corrective action
Preventive action
Defect repair

57
Q

During what process is the work performance data collected and communicated to the applicable controlling process for analysis

A

The project execution process

58
Q

This contains the status of all change requests

A

Change log

59
Q

This is used to improve the performance of the project and to avoid repeating mistakes.the register helps identify where to set rules or guidelines so the teams actions are aligned

A

Lessons learned register

60
Q

What is the milestones list?

A

It shows specific dates or specific milestones

61
Q

What are project communications

A

Performance reports, deliverable status, and other information generated by the project

62
Q

What does a project schedule include?

A

At least the list of work activities, their durations, resources, and planned start and finish dates

63
Q

This links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes

A

Requirements traceability matrix

64
Q

This provides info on threats and opportunities that may impact project execution

A

Risk register

65
Q

This provides info on sources of overall project risk along with summary info on identified individual project risks

A

Risk report

66
Q

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase or project

A

A deliverable

67
Q

What needs to be applied once the first version of a deliverable has been completed?

A

Change control

68
Q

What is work performance data?

A

Raw observations and measurements identified during activities being performed to carry out the project work

69
Q

Describe data

A

The lowest level of detail from which information is derived by other processes

70
Q

What are so,e examples of work performance data?

A
  • KPIs
  • Technical performance measures
  • Actual start and finish dates of schedule activities
  • story points completed
  • deliverable status
  • schedule progress
  • number of change requests
  • number of defects
  • actual cost incurred
  • actual durations
71
Q

What’s the project document where all the issues are recorded and tracked?

A

Issue log

72
Q

What process group does an issue log become created and what group is it updated

A

Created -direct and manage project work

Updated-monitor and control

73
Q

What is a formal proposal to modify any document, deliverable, or baseline?

A

Change request

74
Q

Who can request a change ?

A

Any project stakeholder

75
Q

Change request are processed for review and disposition through what process?

A

Perform integrated change control process

76
Q

Are change requests initiated from inside or outside the project?

A

Both

77
Q

An intentional activity that realigns the performance of the project work with the project management plan

A

Corrective action

78
Q

An intentional activity that ensures the future performance of the project work is aligned with the project management plan

A

Preventive action

79
Q

An intentional activity to modify a nonconforming product or product component

A

Defect repair

80
Q

Changes to formally controlled project documents, plans, etc. to reflect modified or additional ideas or content

A

Updates

81
Q

What documents might be updated due to a change request being carried out?

A 
Activity list
Assumption log 
Lessons learned register
Requirements documentation 
Risk register 
Stakeholder register
82
Q

The process of using existing knowledge and creating new knowledge to achieve the projects objectives and contribute to organizational learning.

A

Manage project knowledge

83
Q

When is the manage project knowledge process performed?

A

Throughout the project

84
Q

Describe explicit knowledge.

A

Knowledge that can be readily codified using words, pictures, and numbers

  • lacks context
  • open to different interpretations
  • can be easily shared
  • not always understood or applied in the right way
85
Q

Describe tactic knowledge.

A

Knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”

  • has context built in
  • difficult to codify
  • resides in the minds of individual experts or in social groups and situations
  • shared through conversations and interactions between people
86
Q

What are the two types of knowledge, knowledge management is concerned with ?

A

Tacit and explicit knowledge

87
Q

What are the two purposes that knowledge management is concerned with managing both tactic and explicit knowledge?

A

Reusing exiting knowledge and creating new knowledge

88
Q

What activities underpin creating new knowledge and reusing exciting knowledge ?

A

Knowledge Sharing and knowledge integration

89
Q

What is the most important part of knowledge management?

A

Creating an atmosphere of trust so that people are motivated to share their knowledge

90
Q

How can a info knowledge tool be enhanced?

A

By adding an element of interaction i.e. a contact me function

91
Q

What should knowledge and information management tools and techniques be connected to?

A

project processes and process owners

92
Q

The process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan.

A

Monitor and control project work

93
Q

When is the monitor and control process performed?

A

Throughout the project

94
Q

What’s the key benefit of the monitor and control process?

A

It allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with costs and schedule forecasts.

95
Q

What does monitoring involve?

A

Collecting, measuring, and assessing measurements and trends to effect process improvements

96
Q

What does controlling of a project involve?

A

Determining corrective or preventive actions or replanning and following up on action plans to determine whether the actions taken resolved the performance issue.

97
Q

How does work performance data become work performance information?

A

The work performance data is compared with the project management plan components, project documents, and other project variables. This indicates how the project is performing.

98
Q

Work performance info is intended to generate …..?

A

Decisions
Actions
Awareness

99
Q

What are some examples of work performance reports?

A

Status reports

Progress reports

100
Q

An intentional activity that modifies a nonconforming product or product component

A

Defect repair

101
Q

An intentional activity that ensures the future performance of the project work is aligned with the project management plan

A

Preventive action

102
Q

An intentional activity that realigns the performance of the project work with the project management plan

A

Corrective action

103
Q

What’s the key benefit of the perform integrated change control?

A

It allows for documented changes within the project to be considered in an integrated manner while addressing overall project risks, which often arises from changes made without consideration of overall project objectives or plans.

104
Q

Who can request a change and at what time can a change be requested.

A

Any stakeholder

At any time in the project lifecycle

105
Q

When are changes not required to be formally controlled by the perform integrated change control process?

A

Before baselines are established

106
Q

How should changes be recorded and where?

A

In written form and entered into the change management and or configuration management system.

107
Q

What is CCB , describe it.

A

Change control board
A formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.

108
Q

This provides the direction for managing the control process and documents the roles and responsibilities of the change control board (CCB)

A

Change management plan

109
Q

This describes the configurable items of the project and identifies the items that will be recorded and updated so that the product of the project remains consistent and operable.

A

Configuration management plan

110
Q

This provides the project and product definition.

A

Scope baseline

111
Q

This indicates how the duration, cost, and resources estimates were derived and can be used to calculate the impact of the change in time , budget, and resources.

A

Basis of estimates

112
Q

This helps asses the impact of the change on the project scope.

A

Requirements traceability matrix

113
Q

What are the work performance reports important for the perform integrated change control process?

A 
Resource availability 
Schedule data
Cost data
Earned value reports
Burnup charts 
Burn down charts
114
Q

Do changes always affect the baseline?

A

No they may or may not affect the baseline

115
Q

What are the configuration management activities?

A
  • Identify configuration item
  • Record and report configuration item status
  • Perform configuration item verification and audit
116
Q

What is configuration control focused on?

A

Specifications of the deliverables and the processes

117
Q

What is change control focused on?

A

Identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines

118
Q

What are some change management activities?

A
  • Identify changes
  • Document changes
  • Decide on changes
  • track changes
119
Q

Where are the roles and responsibilities of the CCB defined?

A

Change management plan

120
Q

The process of finalizing all activities for the project, phase, or contract.

A

Close project or phase

121
Q

What are the key benefits of the close process?

A

Info is archived
Planned work is complete
Org team resources are released to pursue new endeavors

122
Q

This process establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion.

A

The close project or phase process

123
Q

This technique analyzes the interrelationship between different project variables that contributed to the project outcomes to improve performance on future projects

A

Regression analysis

124
Q

This analysis can be used to validate the models used in the organization and to implement adjustments to future projects.

A

Trend analysis

125
Q

This analysis can be used to improve the metrics of the organization comparing what was initially planned and the end result

A

Variance analysis

126
Q

The process of defining, preparing, and coordinating all plan components and coordinating them into an integrated project management plan.

A

Develop project management plan

PMBOK 6th Edition (13 decks)

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