Chapter 4 - Project Integration Management: Pages 69 - 128 Flashcards
This includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. It includes characteristics of unification, consolidation, communication, and interrelationship.
Project Integration Management
Page 69
The process of developing a document that formally authorizes the existence of a project and provides the PM with the authority to apply organizational resources to project activities
Develop Project Charter
Page 70
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan
Develop Project Management Plan
Page 70
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
Page 70
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning
Manage Project Knowledge
Page 70
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan
Monitor and Control Project Work
Page 70
The process of reviewing all change requests; approving changes and managing changes to the deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions
Perform Integrated Change Control
Page 70
The process of finalizing all activities for the project, phase, or contract
Close Project or Phase
Page 70
How many Project Integration Management processes are there?
7
Page 70
_____________ and _____________ approaches promote the engagement of team members as local domain experts in integration management; the team members determine how plans and components should integrate
Iterative and agile
Page 74
The key benefits of this process are that it provides a direct link between the project and strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project
Develop Project Charter
Page 75
What are the two outputs from developing a project charter?
- Project Charter
- Assumption log
(Page 75)
Which business document is most commonly used to the project charter because it describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment?
Business Case
Page 77
____________________ are used to define initial intentions for a project. They may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLAs), letters of agreement, letters of intent. verbal agreements, email, or other written agreements
Agreements
Page 78
The below are examples of what that can influence the Develop Project Charter process?
- Government or industry standards
- Legal and regulatory requirements and/or constraints
- Marketplace conditions
- Organizational culture and political climate
- Organizational government framework (a structured way to provide control, direction, and coordination through people, policies, and process to meet organizational strategic and operational goals)
- Stakeholders expectations and risk thresholds
Enterprise Environmental Factors (EEFs)
Page 78
Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc. as appropriate for the activity being performed
Expert judgment
Page 79
What are 3 data gathering techniques that can be used for the Develop Project Charter process?
-Brainstorming
-Focus Groups
-Interviews
(Page 80)
________________ is a comprehensive document that defines the basis of all project work and how the work will be performed
Project Management Plan
Page 82
What are the inputs in the Develop Project Management plan process?
-Project Charter
-Outputs from other processes
-EEFs
-OPAs
(Page 82)
The process of developing the project charter occurs before the process of developing the project plan. What is the one additional data gathering tool/technique that can be used during the process of developing the project plan?
Checklist
Page 82
_______________ defines how the project is executed, monitored and controlled, and closed
Project Management Plan
Page 83
_________________ ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, and that conclusions or results have full buy-in according to the decision process established for the project
Facilitation
Page 86
The project _______________ meeting is usually associated with the end of planning and the start of executing.
kick-off
Page 86
What are the 5 inputs that go into the process of directing and managing project work?
1) Project Management Plan
2) Project documents
3) Approved change requests
4) EEFs
5) OPAs
(Page 90)
Deliverables, work performance data, issue log, change requests, project management plan updates, project documents updates, and OPA updates are _____________ of the process of directing and managing project work
Outputs
Page 90
The ___________________ provides access to IT software tools, such as scehduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on KPIs can also be part of this.
Project Management Information System (PMIS)
Page 95
Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Types of meetings include:
- Kick off
- Technical
- Sprint or Iteration Planning
- Scrum daily standups
- Steering Group
- Problem Solving
- Progress Update
- Retrospective Meetings
Who should be invited as attendees to meetings?
Attendees should include the project manager, project team, and appropriate stakeholders involved or affected by the topics addressed.
(Page 95)
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
Deliverable
Page 95
The raw observations and measurements identified during activities being performed to carry out the project work.
Work performance data
Page 95
KPIs, technical performance measures, actual start and finish dates of schedule activities, story points completed, deliverables status, schedule progress, number of change requests, number of defects, actual costs incurred, actual durations, etc. are all examples ow what?
Work performance data
Page 95
A project document where all the issues are recorded and tracked.
Issue Log
Page 96
An intentional activity that realigns the performance of the project work with the project management plan
Corrective action
Page 96
An intentional activity that ensures the future performance of the project work is aligned with the project management plan
Preventive action
Page 96
An intentional activity to modify a nonconforming product or product component
Defect repair
Page 96
Changes to formally controlled project documents, plans, etc. to reflect modified or additional ideas or content
Updates
Page 97
Knowledge that can be readily codified using words, pictures, and numbers
Explicit Knowledge
Page 100
Knowledge that personal and difficult to express, such as beliefs, insights, experience, and “know-how””
Tacit Knowledge
Page 100
