Chapter 4: Project Integration Management Flashcards
Processes: Integration Management
- Develop Project Charter; Initiating; Project Charter, Assumption Log
- Develop Project Management Plan; Planning; Project Management Plan
- Direct and Manage Project Work; Executing; Deliverables, Work Performance Data, Issue Log, Change Request
- Manage Project Knowledge; Executing; Lessons Learned Register
- Monitor and Control Project Work; Monitoring and Controlling; Work Performance Reports, Change Requests
- Perform Integrated Change Control; Monitoring and Controlling; Approved Change Requests
- Close Project or Phase; Closing; Final Product, Service, or Result Transition and Final Report
Process Name: Develop Project Charter (Process Group, Main Outputs, Summary)
Process Group: Initating
Main Outputs: Project Charter, Assumption Log
Description: process of developing a document that formally authorizes the existence of a project and provides the project manager with authority to apply organizational resources to project activities. PMI says if you don’t have a charter, you don’t have a project.
Inputs to Develop Project Charter
Common Inputs:
- Business Documents like…
- Benefit Cost Ratio (BCR) = Benefits/Costs
- Internal Rate of Return (IRR) - the bigger the interest rate, the better the project
- Opportunity Cost (Opportunity Lost) - ex: if Project A will return $20k and Project B will return $30k, the OC of selecting Project B would be $20k because you would be giving up the return of what you are giving up, Project A
- Payback Period - how long it will take to start profiting (time to break-even)
- Economic Value Add (EVA) - net value of company over a period of time. Higher is better
- Present Value (PV) and Net present value (NPV) - “$10 now is not worth $10 in 5 years, it will be worth less). The bigger the PV or NPV, the better.
- Return on Investment (ROI) - the bigger the better
- Project Benefits Management Plan – used to describe main benefits that the project will produce once it is completed. Could be the product, service, or result that the organization is looking to obtain after the project is done.
- Agreements like…
- Service Level Agreements
- Memorandums
- Letters of Intent
- Verbal/written agreements
- EEF
- OPA
Tools to Develop Project Charter
- Expert Judgment
- Data Gathering
- Interpersonal and Team Skills
- Meetings
Outputs to Develop Project Charter
- Project Charter - official document that becomes an input for the project planning process and authorizes the project to get started.
- Project justification and purpose
- Name of the PM
- Assignment of authority to the PM
- Signature of the sponsor or others authorizing the project
- High-level requirements including scope, budget, and milestones view of the project schedule
- High-risks
- Stakeholder list
- Exit criteria (things that might cause the project to be canceled)
- Assumption Log – an assumption is what we believe to be true for the purpose of planning. Captures all of the assumptions and constraints that are identified throughout the life of the project.
Process Name: Develop Project Management Plan (Process Group, Main Outputs, Summary)
Process Group: Initiating
Main Outputs: Project Management Plan
Description: combines and “integrates” all subsidiary plans and baselines to create the Project Management Plan. PMBOK: process of defining, preparing, and coordinating all plan components and consolidating into an integrated project management plan. Asks “how are we going to do execution, how are we going to do monitoring and controlling, how are we going to close?”
Inputs to Develop Project Management Plan
- Project Charter
- Outputs from other planning processes
- EEF
- OPA
Tools to Develop Project Management Plan
- Expert judgment
- Data gathering
- Interpersonal and team skills
- Meetings
Outputs to Develop Project Management Plan
- Project Management Plan – formal document that is used to describe how the project will be executed, monitored and controlled, and closed
- 4 baselines
- Approved by either the PM, sponsor, functional manager, program manager or sometimes senior management
- Provides guidance on project execution
- Official written piece of communication
- Change when a change request is generated and approved by the change control board
18 Subsidiary Plans within Project Management Plan
- Scope Management Plan
- Requirement Management Plan
- Schedule Management Plan
- Cost Management Plan
- Quality Management Plan
- Resource Management Plan
- Communications Management Plan
- Risk Management Plan
- Procurement Management Plan
- Stakeholder Management Plan
- Change Management Plan
- Configuration Management Plan
- Scope Baseline
- Schedule Baseline
- Cost Baseline
- Performance Measurement Baseline
- Project Life Cycle Description
- Development Approach
Process Name: Direct and Manage Project Work (Process Group, Main Outputs, Summary)
Process Group: Executing
Main Outputs: Deliverables, Work Performance Data, Issue Log, Change Request
Summary: leading and managing the team. PMBOK: the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives
Inputs to Direct and Manage Project Work
- Project Management Plan
- Project Documents
- Deliverables
- EEF
- OPA
Tools to Direct and Manage Project Work
- Expert judgment
- Knowledge Management - sharing of generally tacit knowledge
- Information Management - ensuring information is available to stakeholders when needed (ex: Sharepoint)
- Interpersonal and Team Skills
Outputs to Direct and Manage Project Work
- Lessons Learned Register - document where all lessons learned are stored throughout the life of the project. After project completion, the lessons learned registered will be given to PMO and stored in the lessons learned repository for future projects.
- Project Management Plan Updates
- OPA Updates
