Chapter 4 - Integration Management Flashcards
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.
PERFORM INTEGRATED CHANGE CONTROL
Any previous investment that was made in a prior project or phase. These previous investments are irrelevant to a cost-benefit analysis because the only relevant question is whether an additional investment will generate profits.
SUNK COST
A comprehensive list of alterations made during the project. This typically includes dates of the adjustments and impacts in terms of time, cost, and risk.
CHANGE LOG
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
CHANGE CONTROL SYSTEM
The evaluation of whether or not a product, service, or result complies with a regulation, requirement, specification, or imposed condition.
VERIFICATION
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating such decisions.
CHANGE CONTROL BOARD (CCB)
An intentional activity to modify a nonconforming product or product component.
DEFECT REPAIR
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.
DEVELOP PROJECT CHARTER
An intentional activity that realigns the performance of the project work with the project management plan.
CORRECTIVE ACTION
A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
BUSINESS CASE
The resources that an organization commits to a project and can’t simultaneously commit to other projects or business opportunities. Opportunity cost answers the question, “What alternative uses could this money, personnel, and/or equipment be put to?”
OPPORTUNITY COST
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
DIRECT AND MANAGE PROJECT WORK
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
MANAGE PROJECT KNOWLEDGE
A project document used to record knowledge gained during a project so that it can be used in the current project and entered into a central repository.
LESSONS LEARNED REGISTER
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
PREVENTATIVE ACTION
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
TACIT KNOWLEDGE
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
SCOPE CREEP
The uncontrolled expansion of product scope without adjustments to time, cost, and resources. Like scope creep but is initiated by a project team member who adds features or configuration elements, bypassing integrated change control.
GOLD PLATING
A 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.
PROJECT CHARTER
Coordination of project elements to ensure that they all fit together harmoniously.
INTEGRATION
A store of historical information about information gathered from previous projects.
LESSONS LEARNED REPOSITORY
The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan.
DEVELOP PROJECT MANAGEMENT PLAN
The assurance that a product, service, or result meets the needs of the customer and other identified stakeholders.
VALIDATION
The processes and activities to identify, define, combine, unify, and coordinate the various process and project management activities within the Project Management Process Group.
PROJECT INTEGRATION MANAGEMENT
Knowledge that can be codified using symbols such as words, numbers, and pictures.
EXPLICIT KNOWLEDGE
An outcome of actions, behaviors, products, services, or results that provide value to the sponsoring organization as well as to the project’s intended beneficiaries.
PROJECT BENEFITS
The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.
MONITOR AND CONTROL PROJECT WORK
A document that describes how and when the favourable outcomes of the project will be delivered, and describes the mechanisms that should be in place for their measurement.
PROJECT BENEFITS MANAGEMENT PLAN
A formal proposal to modify a document, deliverable, or baseline.
CHANGE REQUEST
A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented.
CHANGE MANAGEMENT PLAN
A narrative description of products, services, or results to be delivered by the project.
STATEMENT OF WORK (SOW)
The process of finalizing all activities across all the Project Management Process Groups to formally complete a project or phase.
CLOSE PROJECT OR PHASE
The document that describes how the project will be executed, monitored, and controlled, and closed.
PROJECT MANAGEMENT PLAN
