CHAPTER 4: MANAGING PROJECT INTEGRATION Flashcards
ASSUMPTIONS LOG
Assumption believed to be true or false but not yet proven
Need to be recorded analysed, tested and outcome to be recorded in al
BENEFIT COST RATIO BCR MODEL
Benefits comparison model
CHANGE CONTROL BORD CCB
Committe that evaluates worthiness of proposed changes and approves or rejects them
CHANGE CONTROL SYSTEM CCS
System that communicates the process for controlling changes to the deliverables. Works with configuration management system. And seeks to control and document proposals to change the projects product
CHANGE LOG
Log that records all changes to the product, characteristics like schedule, cost and scope as well
CHANGE MANAGEMENT PLAN
Plan of procedures for change requests. Management, docu, approval , decline
CLOSURE PROCESS
Close phase or project. Final process group. Conracts are closed and documents are archived
COMMUNICATION MANAGEMENT PLAN
Defines who will get what information, how they receive it, and modality/method
CONFIGURATION IDENTIFICATION
Labeling of components, how changes are made to the product, accountability for change
CONFIGURATION MANAGEMENT PLAN
System that defines how SH are allowed to submit change requests, conditions for approval, how approved changes are validated in the project scope. Documents the characteristics, functions of the projects product and any changes to the characteristics
CONFIGURATION STATUS ACCOUNTING
Organization of product material, details and prior product documentation
CONFIGURATION VERIFICATION AND AUDITING
Scope verification and completeness auditing of project or phase deliverables to ensure they are aligned with the project plan
CONTRACT CLOSURE
Formal verification of the contract completeness by the vendor and the performing organization
COST BASELINE
Aggregated costs of all of the work packages within the work breakdown structure (WBS)
COST MANAGEMENT PLAN
A plan that details how the project costs will be planned for, estimated, budgeted and then monitored and controlled
EXPLICIT KNOWLEDGE
Easy to communicate through conversations, documentation, figures or numbers
EXPLICIT KNOWLEDGE
Easy to communicate through conversations, documentation, figures or numbers
FUTURE VALUE
Benefit comparison model to determine future value of money.
FV = PV*(1+I)^n
I = Interest
n= number of periods
Pv = present value
INTEGRATED CHANGE CONTROL
Process to consider and control impact of proposed change to the knowledge areas
ISSUE LOG
All issues are documented in the issue log, together with issue owner, deadline to resolve the issue and outcome to the issue.
MATHEMATICAL MODEL
Project selection method to determine likelihood of success
Incl. Linear programming, non linear programming, dynamic programming, integer programming, multi objective programming
MILESTONES
Significant points or events in the projects progress that represent accomplishment in the project. Usually created as result of completing phases in the project
MILESTONE LIST
List that details project milestones and attributes. Helps determining hiw quickly project is achieving its objectives
MURDER BOARDS
Committee that asks every conceivable question about the project. Goal to expose projects strengths and weaknesses. Kill the project deemed unworthy of the organization’s commitment
Also project steering or selection companies
NET PRESENT VALUE
Evaluates monies returned on a project for each period it lasts
PAYBACK PERIOD
Estimate how long it will take a project to pay back the capital invested in the project
PRESENT VALUE
Benefit comparison model
Determine present value of a future amount of money. PV=FV÷(1+I)^n
PROCUREMENT MANAGEMENT PLAN
A plan that controls how the project will aquire goods and services
PROJECT CHARTER
Document that authorizes the project. Defines initial requirements to stakeholders. Endorsed by an entity outside of project boundaries.
PROJECT MANAGEMENT PLAN
Documented approach of how the project will be planned, executed, monitored and controlled and then closed. Collectionnof subsidiary management plans and related documents.
PROJECT SCOPE MANAGEMENT PLAN
Defines how the project scope will be planned, managed and controlled
QUALITY BASELINE
Documents quality objectives including metrics of acceptance of SH for project deliverables
QUALITY MANAGEMENT PLAN
Defines what quality means for the project. Hiw the project will achieve quality. How the project will map to organizational procedures pertaining to quality
REGRESSION ANALYSIS
Mathematical model to examine the relationship among project variables cost, time, labor and other metrics
RISK MANAGEMENT PLAN
Risk is uncertain event or condition that may affect the project outcome. Risk management plan defines how the project will manage risk
RISK REGISTER
Centralized database consisting of the outcome of all risk management process, e.g outcome of risk identification, qualitative analysis and quantities analysis.
RISK RESPONSE PLAN
Subsidiary plan that defines the risk response in the project for both positive and negative risks
SCHEDULE BASE LINE
Planned start and finish dates of the project. Schedule variance is the difference between what was planned and what has been accomplished.
SCHEDULE MANAGEMENT PLAN
Defined how the project schedule will be created and managed
SCOPE BASELINE
Combination of 3 project documents:
1. Project statement
2. Work breakdown structure (WBS)
3. WBS dictionary
Deliverables will be measured against the scope baseline
SCORING MODELS
Models that use common set of values for all of the projects up for selection. For example profitability, complexity etc.
TACIT KNOWLEDGE
Knowledge that’s more difficult to express because it’s about personal beliefs, values, knowledge gain from experience and “know-how” when doing a task
