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Project Management > Chapter 4: Project Integration Management > Flashcards

Chapter 4: Project Integration Management Flashcards

1
Q

What are the processes, in order, for project integration management?

A
  1. Develop project charter
  2. Develop Project Management Plan
  3. Direct and Manage Project Work
  4. Manage Project Knowledge
  5. Monitor and Control Project Work
  6. Perform Integrated Change Control
  7. Close Project or Phase
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2
Q

Describe the process “Develop project charter”

A

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

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3
Q

Describe the process “Develop Project Management Plan”

A

The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan

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4
Q

Describe the process “Direct and Manage Project Work”

A

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives

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5
Q

Describe the process “Manage Project Knowledge”

A

The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning

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6
Q

Describe the process “Monitor and Control Project Work”

A

The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan

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7
Q

Describe the process “Perform Integrated Change Control”

A

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

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8
Q

Describe the process “Close Project or Phase”

A

The process of finalizing all activities for the project, phase, or contract

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9
Q

Give an example of an iterative and agile approach to project management

A

To promote engagement of team members as local domain experts, which can be further enhanced when team members possess a broad skill base rather than a narrow specialization

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10
Q

An assumption log is an output of which of the 7 project integration management processes?

A

The first: Develop project charter

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11
Q

During the project integration management processes, which is changed and updated by the project manager along the way: the Project document, or charter?

A

The Project Document. The project manager is not responsible for changing or updating the charter after it has been finalized, but he or she can make recommendations

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12
Q

Which of the following can be found in multiple project integration management processes: meetings, expert judgement, enterprise environmental factors?

A

All of them

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13
Q

Define “Business Case”

A

The business case describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost- benefit analysis are contained in the business case to justify and establish boundaries for the project

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14
Q

Define “Enterprise Environmental Factors”

A

The factors that originate from outside the project or organization. These factors will impact projects, programs, or portfolio. These factors can either impact positively or negatively and cannot be controlled by the project team

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15
Q

Define “Organizational Process Assets”

A

This includes anything the organization has acquired that you can use in managing the project. They include formal and informal plans, policies, procedures, and guidelines

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16
Q

Define “Assumption Log”

A

The document which the team and project manager use to capture, document, and track assumptions throughout the project life cycle

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17
Q

Define “Project Benefits Management Plan”

A

The document that describes how and when the benefits of the project will be delivered and describes the mechanisms that should be in place to measure those benefits

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18
Q

Target beliefs, strategic alignment, timeframe for realizing benefits, benefits owner, metrics, assumptions, and risks are all possible factors included in what document?

A

The Project Benefits Management Plan

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19
Q

Define “Project Benefit”

A

an outcome of actions, behaviors, products, services, or results that provide value to the sponsoring organization and the project’s intended beneficiaries

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20
Q

The Business Case is created as a result of one or more of the following:

A

Market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, social need

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21
Q

The enterprise environmental factors that can influence the Develop Project Charter process include but are not limited to:

A

Government or industry standards, Legal and regulatory requirements and/or constraints, Marketplace conditions, Organizational culture and political climate, Organizational governance framework, Stakeholders’ expectations and risk thresholds

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22
Q

Is the Project Charter considered to be a contract? Why or why not?

A

No, a project charter is not considered to be a contract because there is no consideration or money promised or exchanged in its creation

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23
Q

Developing the Benefits Management Plan uses data and info from which documents?

A

The Business Case and Needs Assessment

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24
Q

A letter of intent, a verbal agreement, and a Memorandum of Understanding (MOU) are all types of what?

A

Agreements

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25
Q

Define “Expert Judgement”

A

Judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training

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26
Q

Data-gathering techniques that can be used for this process include but are not limited to:

A

Brainstorming, focus groups, interviews

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27
Q

What tool brings together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview?

A

Focus Groups

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28
Q

Interpersonal and team skills that can be used include but are not limited to:

A

Conflict management, facilitation, meeting management

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29
Q

During a meeting or brainstorming session, who ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward?

A

The Facilitator

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30
Q

What is the final step in meeting management?

A

Preparing and sending the follow-up minutes and actions

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31
Q

In the process of Developing a Project Charter, who are meetings held with any why?

A

For this process, meetings are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, summary milestones, and other summary information

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32
Q

The Project Charter could include, but is not limited to:

A

Project purpose, Measurable project objectives and related success criteria, High-level requirements, High-level project description, boundaries, and key deliverables, Overall project risk, Summary milestone schedule, Pre-approved financial resources, Key stakeholder list, Project approval requirements, Project exit criteria, Assigned project manager, responsibility, and authority level, Name and authority of the sponsor or other person(s) authorizing the project charter

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33
Q

What is the name of the comprehensive document that defines the basis of all project work and how the work will be performed?

A

The Project Management Plan

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34
Q

True or false: The project management plan may be either summary level or detailed

A

True

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35
Q

True or false: The project management plan is progressively elaborated by controlled and approved updates extending through project closure

A

True

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36
Q

The enterprise environmental factors that can influence the Develop Project Management Plan process include but are not limited to:

A

Government or industry standards, Legal and regulatory requirements and/or constraints, Project management body of knowledge for vertical market (e.g., construction), Organizational structure, culture, management practices, and sustainability, Organizational governance framework, Infrastructure (e.g., existing facilities and capital equipment)

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37
Q

The organizational process assets that can influence the Develop Project Management Plan process include but are not limited to:

A

Organizational standard policies, processes, and procedures, Project management plan template, Change control procedures, Monitoring and reporting methods, risk control procedures, and communication requirements, Project information from previous similar projects, Historical information and lessons learned repository

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38
Q

What is an SME?

A

Subject matter expert

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39
Q

What event is usually associated with the end of planning and the start of executing

A

The project kick-off meeting

40
Q

True or false: the kick-off meeting is always held immediately after the project management plan is completed

A

False. The kick-off may occur at different points in time depending on the characteristics of the project

41
Q

Scope management plan, Quality management plan, and Risk management plan are all examples of what, in reference to the Project Management Plan?

A

Subsidiary Plans. These could become components of the Project Management Plan

42
Q

What is WBS?

A

The work breakdown structure

43
Q

Project life cycle, Performance measurement baseline, and Change management plan are all examples of what, in reference to the Project Management Plan?

A

Additional components

44
Q

Are Baseline documents (Scope, schedule, etc) possible components in the Project Management Plan, or the Project Documents?

A

Project Management Plan

45
Q

Are the Assumption Log and Activity list components in the Project Management Plan, or the Project Documents?

A

Project Documents

46
Q

In the process of Direct and Manage Project Work, are Deliverables part of the input or output?

A

Output

47
Q

Project documents that can be considered as inputs for the Direct and Manage Project Work process include but are not limited to:

A

Change log, Lessons learned register, Milestone list, Project communications, Project schedule, Requirements traceability matrix, Risk register, Risk report

48
Q

What is PMIS?

A

Project Management Information System

49
Q

What is KPI?

A

Key performance indicators

50
Q

Scrum daily standups are examples of what tool or function?

A

Meetings

51
Q

Define “Deliverable”

A

A deliverable is 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. Deliverables are typically the outcomes of the project and can include components of the project management plan

52
Q

True or false: Data are often viewed as the lowest level of detail from which information is derived by other processes

A

True

53
Q

Actual costs incurred, deliverables status, and number of change requests are all examples of what?

A

Work performance data

54
Q

What document will help the project manager effectively track and manage issues?

A

The issue log

55
Q

Define “Change request”

A

A change request is a formal proposal to modify any document, deliverable, or baseline

56
Q

True or false: only project stakeholders in leadership positions may request a change to a project document

A

False. Any project stakeholder may request a change

57
Q

Corrective action, Preventative action, Defunct repair, and Updates are all examples of what?

A

Change requests

58
Q

True or false: Any organizational process asset can be updated as a result of the organizational process assets updates process

A

True

59
Q

Define the Manage Project Knowledge process

A

Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning

60
Q

Define “Explicit Knowledge”

A

Knowledge that can be readily codified using words, pictures, and numbers

61
Q

Define “tacit Knowledge”

A

Knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”

62
Q

True or false: The Manage Project Knowledge process should be solely focused on obtaining and recording knowledge learned for the next project in the future

A

False. Knowledge management is about making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project

63
Q

What is the most important part of knowledge management?

A

Creating an atmosphere of trust so that people are motivated to share their knowledge

64
Q

Project documents that can be considered as inputs for the Manage Project Knowledge process include but are not limited to:

A

Lessons learned register, Project team assignments, Resource breakdown structure, Stakeholder register

65
Q

The enterprise environmental factors that can influence the Manage Project Knowledge process include but are not limited to:

A

Organizational, stakeholder, and customer culture, Geographic distribution of facilities and resources, Organizational knowledge experts, Legal and regulatory requirements and/or constraints

66
Q

The organizational process assets that can influence the Manage Project Knowledge process include but are not limited to:

A

Organizational standard policies, processes, and procedures, Personnel administration, Organizational communication requirements, Formal knowledge-sharing and information-sharing procedures

67
Q

Knowledge management tools and techniques include but are not limited to:

A

Networking, Communities of practice and special interest groups, Meetings, Work shadowing and reverse shadowing, Discussion forums such as focus groups, Knowledge-sharing events such as seminars and conferences, Workshops, Storytelling, Creativity and ideas management techniques, Knowledge fairs and cafés, Training that involves interaction between learners

68
Q

True or false: In-person knowledge management and sharing between project members is not necessary in today’s global world

A

False. Face-to-face interaction is usually the most effective way to build the trusting relationships that are needed to manage knowledge. Once relationships are established, virtual interaction can be used to maintain the relationship

69
Q

Library services, Lessons learned register, and Project management information system (PMIS) are all examples of what kind of tools and techniques?

A

Information management tools and techniques

70
Q

How can Information Management tools and techniques that connect people to information be enhanced?

A

By adding an element of interaction, for example, include a “contact me” function so users can get in touch with the originators of the lessons and ask for advice specific to their project and context

71
Q

The interpersonal and team skills used include but are not limited to:

A

Active listening, Facilitation, Leadership, Networking, Political Awareness

72
Q

Define the process of Monitor and Control Project Work

A

Monitor and Control Project Work is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan

73
Q

What are the key benefits of the Monitor and Control Project Work process?

A

The key benefits of this process are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts

74
Q

True or false: The Monitor and Control Project Work process is performed throughout the project

A

True

75
Q

Ensuring that the project stays aligned with the business needs, Checking the status of individual project risks, and Providing forecasts to update current cost and current schedule information are all components of which Management Integration process?

A

Monitor and control project work

76
Q

What specific type of expert judgement is necessary for the Monitor and Control Project Work process?

A

Analysis (in multiple areas of expertise)

77
Q

Define “Alternatives analysis”

A

Alternatives analysis is used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs

78
Q

Define “Trend analysis”

A

Trend analysis is used to forecast future performance based on past results. It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established trends persist

79
Q

Define “Variance analysis”

A

Variance analysis reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics

80
Q

What kind of technique is Voting in the Monitor and Control Project Work process?

A

Decision-making

81
Q

Define “Work performance reports”

A

The physical or electronic representation of work performance information intended to generate decisions, actions, or awareness

82
Q

Status Reports and Progress Reports are examples of what output of the Monitor and Control Project Work process?

A

Work Performance Reports

83
Q

True or false: Before the baselines are established, changes are not required to be formally controlled by the Perform Integrated Change Control process

A

True. Once the project is baselined, change requests go through this process

84
Q

What is CCB?

A

Change control board. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions

85
Q

Tools should support the following configuration management activities:

A

Identify configuration item, Record and report configuration item status, Perform configuration item verification and audit

86
Q

Define “Identify configuration item”

A

Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.

87
Q

Define “Record and report configuration item status”

A

Information recording and reporting about each configuration item

88
Q

Define “Perform configuration item verification and audit”

A

Configuration verification and configuration audits ensure that the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures that the functional requirements defined in the configuration documentation are met

89
Q

Define “Configuration Item”

A

The term configuration item refers to the fundamental structural unit of a configuration management system. Examples of CIs include individual requirements documents, software, models, and plans

90
Q

True or false: Project Stakeholders cannot be members of the change control board (CCB). Those positions should be held only by project leaders and specialists

A

False

91
Q

Define “Autocratic decision making”

A

In this decision-making technique, one individual takes the responsibility for making the decision for the entire group

92
Q

Measuring stakeholder satisfaction is a major component of what management integration process?

A

The final process: Close Project or Phase

93
Q

True or false: “As-built” plans/drawing or “as-developed” documents, manuals, troubleshooting, and other technical documentation should also be considered as part of the procurement documentation when closing a project

A

True

94
Q

Data analysis techniques that can be used in project closeout include but are not limited to:

A

Document analysis, Regression analysis, Trend analysis, Variance analysis

95
Q

True or false: celebration meetings are an acceptable and appropriate form of a meeting during the closeout phase of a project

A

True

96
Q

True or false: Once a project has completed its final closeout phase, the project manager is accountable for overseeing the continuation and maintenance of the product or result from thereon

A

False. A product, service, or result, once delivered by the project, may be handed over to a different group or organization that will operate, maintain, and support it throughout its life cycle

Project Management (9 decks)

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