Chapter 4- Project Integration Management Flashcards
Assumption log
An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false. Assumptions that prove wrong can become risks for the project. All identified project assumptions are recorded in the assumption log for testing and analysis, and the outcomes are recorded.
Benefit/Cost BCR ratio
This is an example of a benefits comparison model. It examines the benefit-to-cost ratio.
Change control board CCB
A committee that evaluates the worthiness of proposed change and either approves or disapproves.
Change control system CCS
The change control system communicates the process for controlling changes to the project deliverables. This system works with configuration management system and seeks to control and document proposals to change the project’s product.
Change log
All changes that enter into a project are recorded in the change log. The characteristics of the change, such as the time, cost, risk, and scope details, are also recorded.
Change management plan
This plan details the project procedures for entertaining change requests; how requests are managed, documented, approved, or declined
Closure processes
This final process group of the project management lice cycle and responsible for closing the project phase or project. This is where project documentation is archived and project contracts are also closed.
Communications management plan
This plan defines who will get what information, how they will receive it, and in what modality the communication with take place.
Configuration identification
This includes the labelling of the components, how changes are made to the product, and the accountability of the changes.
Configurations management plan
This plan is an input to the control scope process. It defines how the changes to the features and functions of the project deliverable, the product scope, may enter the project.
Configuration management system
This system defines how stakeholders are allowed to submit change requests, the conditions for approving a change request, and how approved change requests are validated in the project scope. Configurations management also documents the characteristic and functions of the project’s products and any changes to a product’s characteristics/
Configuration status accounting
The organisation of the product material, details, and prior product documentation.
Configuration verification and auditing
The scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan.
Contract closure
The formal verification of the contract completeness by the vendor and the performing organisation
Cost baseline
This is an aggregated costs of all of the work packages within the work breakdown structure. WBS
Cost management plan
This plan details how the project costs will be planned for, estimated, budgeted and then monitored and controlled.
Enterprise environmental factors
The culture, structure, standards, regulations, organisational logistics, and other organisational characteristics that influence how a project operates.
Future value
A benefit comparison model to determine a future value of money.
Human resource plan
The plan defines how project team member will be brought onto the project team, managed and released from the project team. It also defines team training, safety issues, roles and responsibilities, and how the project’s reward and recognition system will operate.
Integrated change control
A process to consider and control the impact of the proposed change on the project’s knowledge areas.
Issue log
Issues are points of contention where some question of the project’s direction need to be resolved. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolved the issue. The outcome of the issue is also recorded.
Mathematical method
A project selection method to determine the likelihood of success. These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multi objective programming.
Milestone
Milestones are significant points or events in the project’s progress that represent accomplishment in the project. Projects usually create milestones as the result of completing phases within the project
Milestone list
The list details the project milestones and their attributes. It is used for several areas of project planning, but also helps determine how quickly the project may be achieving its objectives
Murder boards
These committees that ask every conceivable negative question about the proposed project. Their goals are to expose the project’s strengths and weaknesses, and to kill the project if it’s deemed unworthy for the organisation to commit to. Also known as project steering committee or project selection committee.
Net present value
Evaluate the monies returned on a project for each period the project lasts.
Organisational process assets
Anything that an organisation has to help a current project to success. Policies, procedures, documentation of the past projects, and plans are part of the organisational process assets.
Payback period
An estimate to predict how long it will take a project to pay back an organisation for the project’s investment of capital.
Present value
A benefit comparison model to determine the present value of a future amount of money. PV=FV/(1+I)n
Process improvement plan
This plan aims to eliminate non-value added activity, eliminate waste, and determine how the project work, execution and management can made better.
Procurement management plan
This plan controls how the project will acquire goods and services.
Project charter
This document formally authorises the project
Gives the PM authority to spend money and commit corporate resources
Provides Objectives, high level requirements, and success criteria for the project
Links the project to the ongoing work of the organisation
PMP
The documented approach of how a project will be planned, executed, monitored and controlled and then closed. This document is a collection of subsidiary management plants and related documents.
Project scope management plan
Defines how the project scope will be planned, managed and controlled.
Project statement of work SOW
Narrative description of products, services, or results to be delivered by the project. Developed by customer or sponsor. Includes: business case, Product scope description, strategic plan
Quality baseline
Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable.
Quality management plan
This plan defines what quality means for the project, how the project will achieve quality, and how the project will ma to organisation procedures pertaining to quality.
Regression analysis
A mathematical model to examine the relationship amount project variables, like cost, time, labour, and other project metrics.
Risk management plan
Defines how the project will manage a risk.
Risk register
Centralised database consisting of the outcomes of all the other risk management processes, such as the outcome of risk identification, qualitative analysis, and quantitative analysis.
Risk response plan
This subsidiary plan defines the risk responses that are to be used in the project for both positive and negative risks.
Schedule baseline
This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance.
Schedule management plan
Defines how the project schedule will be created and managed.
Scope baseline
is a combination of three project documents: the project scope statement, the work breakdown structure and the WBS dictionary. The creation of the project deliverable will be measured against the scope baseline to show any variances rom what was expected and what the project team has created
Scoring models
The models use a common set of values for all of the projects up for selection. For example, values can be profitability complexity, customer demand, and so on.
Staffing management plan
This is a component of the human resource management plan. It specifically addresses how the HR management will be met in the project. It can address internal staffing, procurement of resources, or negotiations with other projects for shared resources.
Project Charter
Inputs: Project Statement of work Business Case Agreements/Contracts Enterprise Environmental Factors Organisational Process Assets
Tools and Techniques:
Expert judgement
Facilitation Techniques
Outputs
Project Charter
Direct and Manage work
Inputs: PMP Approved Change requests Enterprise environmental Factors Organisational process assets
Outputs Deliverables (!) Work performance data Change requests Changes to PMP Changes to project documents
Monitor and Control
Inputs: PMP Schedule Forecasts Cost Forecasts Validated Changes Work Performance Information Enterprise Environmental Factors Organisational Process Assets
T&T Expert judgement Analytical Techniques Project Management IT Meetings
Outputs Change requests Work performance information PMP updates Project document updates
Perform integrated change control
Inputs PMP Work performance data Change requests Enterprise environmental factors Organisational process assets
T&T
Expert judgement
Meetings
Change request tool
Outputs Approved Change requests Change log Updates to PMP Updates to project documents
Close project or phase
Inputs
Accepted deliverables
Organisational process assets
T&T
Expert judgements
Analytical techniques
Meetings
Outputs
Final product, service or result
Organisational process assets updates
Performance measurement baseline
scope baseline. cost baseline and schedule baseline.
Requirement Management Plan
describes how effort of identifying, analysing, evaluating, prioritising, and documenting the requirements will be done, as well as how the requirements will be managed and controlled throughout the project
Deliverables are an output of which knowledge area?
Integration Management
Direct and Manage Work
