Chapter 4: Project Integration Management Flashcards
The processes and activities to identify, define, unify and coordinate the various processes and project management activities within the Project Management Process Groups are known as:
A. Project integration management
B. Project management
C. Program management
D. The project
A. Project management integration
Which of the following is not a Project Integration Management process:
A. Develop project charter
B. Control schedule
C. Direct and manage project work
D. Close project or phase
B. Control schedule
A project is formally initiated with:
A. A discussion with a project sponsor
B. A kick off meeting
C. A project charter
D. An announcement
C. A project charter
The project charter should be authored by:
A. The project manager
B. The sponsoring entity
C. The project team
D. The project stakeholders
B. The sponsoring entity
The document that describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment is:
A. The project statement of work
B. The project charter
C. The project agreements
D. The business case
D. The business case
Company SVT is developing its project management plan. The tool or technique that is used to tailor the process to meet the project needs, develop technical and management details to be included and determine the resources and skills needed to perform the project work is:
A. Facilitation techniques
B. Meetings
C. Analytical techniques
D. Expert judgement
D. Expert judgement
Which of the following is not an approved change as a result of the review of the impact of all changes to the project:
A. Corrective action
B. Project cancellation
C. Preventive action
D. Defect repair
B. Project cancellation
Approved change requests are a result of which process:
A. Monitor and control project work
B. Direct and manage project work
C. Perform integrated change control
D. Close project or phase
C. Perform integrated change control
A formal proposal to modify any document, deliverable or baseline in the project is known as:
A. A project revision
B. An iteration
C. A change request
D. A work order
C. A change request
The process which reviews all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan and communicating their disposition is known as:
A. Perform integrated change control
B. Monitor and control project work
C. Direct and manage project work
D. Develop project management plan
A. Perform integrated change control
Company FEH has had a project under way which was implementing an ERP system. With the project 80% complete a decision was made to terminate the project. The process that establishes the procedures to investigate and document the reason for actions taken if a project is terminated before completion is:
A. Lessons learned
B. Close project or phase
C. Project termination
D. Monitor and control project work
B. Close project or phase
What is used to document changes that occur during a project:
A. Change register
B. Change listing
C. Change log
D. Change control
C. Change log
Which of the following is a component of the Project Management Plan:
A. Requirements management plan
B. Requirements documentation
C. Stakeholder register
D. Project charter
A. Requirements management plan
The scope management plan, requirements management plan and the stakeholder management plan are known as which type of plans in relation to the project management plan:
A. Subsidiary plans
B. Sub plans
C. Contingency plans
D. Communications plans
A. Subsidiary plans
Company FEA is undertaking a project to construct a housing sub division. They have undertaken many projects like this before and have their own way of approaching it. The sub division infrastructure (sewage, power lines, etc.) has already been installed which will constrain the work that FEA will do and stakeholders living nearby have expressed concerns about the construction traffic, causing FEA to carefully route delivery vehicles. This is an example of:
A. Enterprise environmental factors
B. Organizational process assets
C. Project constraints
D. Operating conditions
A. Enterprise environmental factors
Company LON has received guidance on their project from the project’s stakeholders and from appropriate professional and technical associations. The PMBOK refers to this as:
A. Project stakeholder management
B. Expert judgement
C. Project communications
D. Organizational process assets
B. Expert judgement
The main benefit of which process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts:
A. Develop project management plan
B. Monitor and control project work
C. Perform integrated change control
E. Develop the project charter
B. Monitor and control project work
An automated tool suite, such as a scheduling software tool, a configuration management system, an information distribution system, or web interfaces to other online automated systems are referred to in the PMBOK as:
A. Project management applications
B. Project management computer systems
C. Project management data systems
D. Project management information systems
D. Project management information systems
Which of the following is not an analytical technique:
A. Grouping methods
B. Earned value management
C. Regression analysis
D. Lessons learned database
D. Lessons learned database
Which Project Integration Management process has the inputs: Project statement of work, Business case, Agreements, Enterprise environmental factors, Organizational process assets:
A. Project charter
B. Develop project management plan
C. Perform integrated change control
D. Monitor and control project work
A. Project charter
Find processes for various areas of project activity in this section of the PMBOK
Knowledge Areas
Processes that enable the interaction between project activity processes and other processes to take place effectively
Project Integration Management processes
Person/role is responsible for Project Integration Management
The project manager
Seven Project Integration Management processes
- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Manage Project Knowledge
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phases
Main purpose of the Project Charter
It commits the organizations involved in the project to providing it with support and authorizes the project manager to begin working on the project
Documents used for the Project Charter when a project is being conducted for an external client
Formal contracts
The project sponsor (the body with financial and other authority over the project) should create this document
Project Charter
Project Charter inputs
- Business case
- Agreements
- Enterprise environmental factors
- Organizational process assets
Business case
A Project Charter input, created by the project sponsor or part of the documental created at a time of seeking bids. It includes a description of the business and product scope, and it aligns the project outcomes with the organization’s objectives
Develop Project Charter tools and techniques
- Expert judgement
- Facilitation techniques
Project Management Plan
This plan integrates all plans for various aspects of the project into a single document. The main purpose is to provide a detailed description of project activity and guide the work of all those involved in the project
Details included in the Project Management Plan
- How the project work will be executed
- How the project work will be monitored and controlled
- How the project will be closed
Phrase that refers to how the Project Management Plan, which is created at the beginning of a project, it is a living document that is regularly reviewed and updated
Progressively elaborated
Develop Project Management Plan inputs
- Project Charter
- PMBOK Knowledge Areas
- Enterprise Environmental Factors
- Organizational a Process Assets
Develop Project Management Plan tools and techniques
- Expert Judgement
- Interpersonal and team skills
- Meetings
Develop Project Management Plan outputs
Project Management Plan
Direct and Manage Project Work process
Process that enables the work described in the Project Management Plan to be properly integrated and implemented effectively
Three types of changes that can occur in the Direct and Manage Project Work process
- Corrective action
- Preventive action
- Defect repair
Corrective action
A type of change that can occur in the Direct and Manage Project Work process to bring work that is varying from the project plan back in line with it
Preventive action
A type of change that can occur in the Direct and Manage Project Work process to ensure future work is in line with the plan
Defect repair
A type of change that can occur in the Direct and Manage Project Work process to fix work that does not conform to the project plan
Direct and Manage Project Work inputs
- Project Management Plan
- Project stakeholder management
- Approved change requests
- Enterprise Environmental Factors
- Organizational Process Assets
Direct and Manage Project Work tools and techniques
- Expert Judgement
- Project Management Information System (PMIS)
- Meetings
Project Management Information Systems (PMIS)
System that supports scheduling, work authorization, budgeting, communications, and other areas of project activity
Types of meetings used in Direct and Manage Project Work process
- Information Exchange
- Brainstorming
- Decision making
Direct and Manage Project Work outputs
- Project deliverables
- Work Performance Data
- Change Requests
- Updates to the Project Management Plan
- Uodates to other project documents
Manage Project Knowledge process
The main purpose of this process is to complete the project successfully and add to the knowledge that the organization can use in the future. This process is used to share explicit and tacit knowledge effectively
Types of knowledge for the Manage Project Knowledge process
Explicit and Tacit
Explicit knowledge
More easily described
Used for reporting project progress
Easily shared with others
Tacit knowledge
Harder to express
It can include experience, beliefs, etc.
The best way to express bad news to senior management
Manage Project Knowledge inputs
- Project Management Plan
- Other project documents
- Project deliverables
- Enterprise Environmental Factors
- Organizational Process Assets
Manage Project Knowledge outputs
- Lessons learned register
- Updates to the project management plan
- Updates to Organizational Process Assets
Monitor and Control Project Work process
Processes in place that enable departures from planned project activity to be quickly identified and resolved such as by monitoring project activity, identifying where action may be needed, monitoring changes as they occur and providing reports to the project team and project stakeholders
Monitor and Control Project Work inputs
- Project Management Plans
- Subsidiary plans
- Schedule Forecasts
- Cost Forecasts
- Status of Change Requests
- Enterprise Environmental Factors
- Organizational Process Assets
Monitor and Control Project Work tools and techniques
- Expert Judgement
- Analytical Techniques
- Project Management Information System (PMIS)
Types of analytical techniques used in Monitor and Control Project Work process
- Regression analysis
- Grouping methods
- Causal analysis
- Root cause analysis
Monitor and Control Project Work outputs
- Information on the progress of the project
- Work Performance Reports
- Change Requests
- Preparation of evidence and information to support Change Requests
Perform Integrated Change Control process
Process for reviewing all requests for changes to the project to determine whether they should proceed, in order to fully understand impacts and minimize risk. Changes may be made to project documents, deliverables, baselines or also processes
Who can normally propose changes to the project
Anyone
Who may approve changes to the project
Change Control Board
Configuration Control
Term for when changes are made to project processes
Includes Configuration Identification, Configuration Status Accounting and Configuration Verification and Audit
Within a Configuration Control, this describes Configuration Identification
Identifying the item that is being changed and how the changes will be managed
Within Configuration Control, this describes Configuration Status Accounting
Reporting on the Configuration Change
Within Configuration Control, this describes Configuration Verification and Audit
Checking that the Configuration Change has been achieved
Perform Integraged Change Control inputs
- Project Management Plan
- Other documents
- Work Performance Reports
- Change Requests
- Enterprise Environmental Factors
- Organizational Process Assets
Perform Integrated Change Control tools and techniques
- Expert Judgement
- Change Control Meetings
- Change Control Tools
Perform Integrated Change Control outputs
- Approved Change Requests
- Updates to the Project Management Plan
- Updates to other documents
Close Project or Phase process
Lessons learned are reviewed, work is completed and organizational resources move on to other activities, either inside or outside the project. When a project is terminated before it is completed, this process includes reviewing and documenting reasons the project was terminated
Reasons a project mah be terminated before it is completed
- There is no longer a realistic possibility that it can be successfully completed
- The project client or sponsor has decided that it no longer desires the project objectives
Close Project or Phase inputs
- Project Charter
- Project Management Plan
- Accepted Deliverables
- Organizational Process Assets
- Business Case
- Benefits Management Plan
Close Project or Phase tools and techniques
- Expert Judgement
- Data Analysis
- Meetings
Close Project or Phase outputs
- Updated and finalized project documents
- Results of the completed project or phases
- Updated Organizational Process Assets
- Final report (record of project activity)
Example enterprise environmental factors that are inputs to the Develop Project Charter process
- Legal regulations
- Organizational culture
Example organizational process assets that are inputs to Develop Charter process
- Lessons learned from previous projects
- Standard forms (for project charters)
Example enterprise environmental factors that are inputs to the Develop Project Management Plan process
- Government regulations
- Safety regulations
Example organizational process assets that are inputs to Develop Project Management Plan process
- Lessons learned from previous projects
- Templates from previous projects (for Project Management Plans)
Example enterprise environmental factors that are inputs to Direcf and Manage Project Work process
- Organizational culture
- Organization’s work hours and holidays
Example organizational process assets that are inputs to Direct and Manage Project Work process
Organization’s acceptable resources for communicating with stakeholders
Example enterprise environmental factors that are inputs to Manage Project Knowledge process
- Relationships external to the project
- Legal requirements
- Limitations on knowledge sharing
Example organizational process assets that are inputs to Manage Project Knowledge process
- Organization’s information recording processes
- Organization’s information systems
Example organizational process assets that are outputs of Manage Project Knowledge process
Updated to knowledge gained (to inform future projects)
Example organizational process assets that are inputs to Perform Integrated Change Control process
Organization’s financial approval processes
Example organizational process assets that are inputs to Close Project or Phase process
- Guidelines for activities for end of projects
- Information from past projects
Example organizational process assets that are outputs of Close Project or Phase process
Updates to organization’s records on project activity (to inform future projects)
