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CAPM > FOUR - Integration Management > Flashcards

FOUR - Integration Management Flashcards

1
Q

What is a PMs primary role?

A

To perform integration management. To pull all pieces of a project together into a cohesive whole

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2
Q

What are the processes in integration management, and what process group are they done under?

A 
Develop project charter (I);
Develop PM Plan (P);
Direct and Manage Project Work (E);
Manage Project Knowledge (E);
Monitor and Control Project Work (MC);
Perform Integrated Change Control (MC);
Close Project or Phase (C)
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3
Q

According to PMI, what is the PMs role?

A

To manage the project, not to perform project work

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4
Q

What is commonly included in a project charter?

A

Project title and description, PM assigned and level of authority, business case, resources preassigned, key stakeholder list, stakeholder requirements as known, high level product description, key deliverables, high level assumptions, high level constraints, measurable project objectives, project approval requirements, overall project risks, project exit criteria, project sponsors

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5
Q

What is the project charter used for?

A

A high level assessment to ensure the project is feasible with the given constraints

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6
Q

What are inputs to develop project charter?

A

Business documents (include business case and benefits management plan), agreements/contracts, EEFs, OPAs

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7
Q

What value do business documents add to the charter?

A

Why the project was undertaken, and a summary of relationships b/w the project objectives and the orgs. strategic goals

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8
Q

Discuss the business case

A

Exam assumes every project has a defined/sound business case. The B.C. captures the business need, explains why the project was selected and how it fits into the orgs. strategic goals, and how it will bring business value

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9
Q

What is the benefits management plan?

A

A document that captures the orgs. desired benefits from a project, whether economic or intangible, and explains how the benefits will be maximized and sustained. Defines metrics and processes for measuring benefits. Important charter input as it provides important info used to determine whether a project’s deliverables will help org meet its strategic goals/objectives

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10
Q

Agreements/contracts charter input

A

The development of a charter often starts with some form of agreement or understanding (can be informal if internal project)

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11
Q

What are the tools and techniques of develop project charter?

A

Expert judgement, data gathering (ie interviews, brainstorming), team skills, and meetings

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12
Q

What are the outputs to develop project charter?

A

Project charter and assumption log

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13
Q

Why is the project charter such an important document that a project cannot be started without it?

A

It is the PMs target for the project and serves as a definition of how success will be measured

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14
Q

What are some benefits of a project charter?

A

authorizes the project, creates understanding between pm and sponsor on deliverables and milestones, gives PM authority to spend money and use resources, provides objectives, high-level requirements, and success criteria

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15
Q

What is an Assumption Log?

A

Contains a list of all assumptions and constraints that relate to the project. The assumption log is added to during planning and updated throughout project

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16
Q

What should be described in the PM Plan?

A

Project life cycle, development approach, how work will be performed, how performance will be monitored and controlled to baselines, management reviews, plans for managing changes, requirements, and configurations, PM processes to be used, and baselines

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17
Q

What are management plans?

A

Document the strategy and approach for managing the project and processes related to the knowledge areas. They are a set of documents with processes, procedures, practices, and standards the team will follow to ensure consistent results

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18
Q

How to account for executing management plans if the knowledge areas (schedule, cost) don’t have separate executing processes?

A

In such case, the work performance data related for the knowledge area is gathered as part of Direct and Manage Project Work and must still be planned for. So executing in this case would answer questions such as what cost data is needed, who is responsible for gathering it, and where will we capture the raw data.

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19
Q

In addition to the knowledge areas, what are the other management plans?

A

Change, configuration, and requirements management plans

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20
Q

What is the output of Develop Project Management Plan?

A

The Project Management Plan

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21
Q

What are the key components of a PM Plan?

A

Project life cycle, development approach, management reviews, PM processes, knowledge area management plans, baselines, requirements management plan, change management plan, configuration management plan

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22
Q

What is project life cycle?

A

Describes the phases of work on a project required to produce the deliverables (requirements, design, code, test, implement)

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23
Q

What is development approach?

A

Development approaches to produce the project deliverables range from plan driven to change driven

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24
Q

What are Management Reviews?

A

Milestones will be built into the PM plan indicating times when management and stakeholders will compare project progress to what was planned, and identify needed changes to any management plans

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25
What are Knowledge Area Management Plans?
The management plans for the knowledge areas
26
What baselines does the PM Plan include?
Scope, schedule, and cost
27
What is included in the scope baseline?
Project scope statement, WBS, and WBS dictionary
28
What is included in the schedule baseline?
Agreed-up schedule, including the start and stop dates for each activity and the scheduled milestones
29
What is included in the cost baseline?
The time-phased cost budget - the spending plan indicating how much money is approved for the project and when funds are required and available
30
What are the schedule, scope, and cost baselines called together?
The performance measurement baseline
31
What is the requirements management plan?
Defines how requirements will be gathered, analyzed, prioritized, evaluated, documented, and how the requirements will be M&C throughout the project
32
What is the change management plan?
Describes how changes will be M&C, and may include: change control procedures (who and how), required approval levels, creation of a change control board, who should attend meetings regarding change, tools to track and control changes, info on reporting outcomes of changes, and the emergency change process
33
What is the configuration management plan?
A plan to ensure everyone knows what version/revision of the documents of the PM plan is the latest version. The config management plan defines naming conventions, version control system, and the document storage and retrieval system. It also details how to manage the changes to the documentation
34
What are related systems to the components of the PM Plan?
Change Control and Configuration Management System
35
What is the Change Control System?
Part of the PMIS (Project Management Information System). Change Control System includes standardized forms, reports, processes, procedures, and software to track and control changes. Part of an orgs. EEFs
36
What is the Configuration Management System?
Also part of PMIS. Contains the orgs. standardized configuration management tools, processes, and procedures that are used to track and control the evolution of the project documentation
37
How does the PMBOK guide define project documents?
Any project-related documents that are not part of the PM plan. Includes assumption and issue logs, cost and duration estimates, lessons learned register, project schedule, resource calendars, etc
38
What is an output to many of the PM processes?
Update project documents
39
What does Direct and Manage Project Work represent?
The integration aspect of project execution. The PM integrates all executing work into one coordinated effort to accomplish the PM plan and project deliverables
40
What does Direct and Manage Project Work Involve?
Completing activities an deliverables in the PM plan, gathering work performance data, creating and using issue log, requesting changes, and completing the work resulting from approved project changes
41
What is the work authorization system?
The system for authorizing the start of work packages or activities. The system is put in place to ensure work is only started when a formal authorization is given (prevents for example a plumber and electrician showing up in the same small work space at the same time)
42
What are the inputs to the Direct and Manage Project Work Process?
Project Management Plan, project documents, and Approved Change Requests
43
What are the outputs to Direct and Manage Project Work?
Deliverables, Work Performance Data, Issue Log, Change Requests, Project Document and PM Plan Updates
44
When what knowledge area are deliverables completed?
Deliverables are an output to integration Management
45
What does deliverables mean?
Completed work
46
What is work performance data? What is the progression of Work Performance Data?
Initial measurements and details about how the project is performing. This data is analyzed and transformed into Work Performance Information at each M&C knowledge area processes which is then used in M&C Project Work Process. In M&C, the info is organized into Work Performance Reports which is used in perform integrated change control process
47
What is an issue log?
Used to track and manage issues such as gaps, conflicts, or inconsistencies that occur unexpectedly
48
What is Manage Project Knowledge?
Provides a means to take advantage of the organizations knowledge that it has accumulated over time. It also requires each project to contribute to the knowledge base
49
What does successful knowledge management require?
An organizational culture of trust, where people exchange knowledge without fear of being judged
50
What are the 2 types of distinct knowledge in Manage Project Knowledge?
Explicit and Tacit Knowledge
51
What is Explicit Knowledge?
Fact-based and can be easily communicated through words and symbols. Traditional lessons learned falls under this category
52
What is Tacit Knowledge?
Knowledge that includes emotions, experiences, and abilities. This knowledge is more difficult to clearly communicate, and the sharing of the knowledge requires trust
53
The the Mange project knowledge process, what are the two things the PM is responsible to manage?
Knowledge and Information
54
What is Knowledge Management?
PM needs to plan and develop an environment within a project that will support the sharing of tacit knowledge (ways people work, their experiences, their best practices, etc)
55
What is Information Management
The process of capturing explicit knowledge
56
What are the inputs to Manage Project Knowledge?
EEFs, constraints such as NDAs, OPAs, PM Plan (communications, stakeholder engagement, configuration management), deliverables
57
What are the outputs to Manage Project Knowledge?
Lessons Learned Register, updates to both the project documents and OPAs
58
How are Lessons Learned described?
What was done right, what was done wrong, and what would be done differently
59
What categories can Lessons Learned be grouped into?
Technical Aspects of the Project: What was right/wrong about how we completed the project, what will be useful in the future? Project Management: How did we do with WBS, risk planning, etc. What will be useful for future implementation/change Management: How did I do with communications and leadership?
60
What is Monitor And Control Project Work?
Involves looking at what is happening on the project and comparing the actual and forecasted performance to what was planned. It is an M&C function done from initiation to closing
61
What does Monitor and Control Project Work include?
Involves aggregating the work performance information from the M&C knowledge area processes to evaluate and assess how their individual process results are impacting other knowledge areas, and their plans and baselines. Also involves monitoring any other performance requirements in the PM plan.
62
What does M&C mean?
Means measuring against all aspects of the PM Plan
63
What should you do if a work activity takes longer than estimated?
Request corrective action to make up for the delay
64
What are the inputs to Monitor and Control Project Work?
Project documents (cost/schedule forecasts), PM plan, Work performance information, EEFs, agreements, OPAs
65
What are Enterprise Environmental Factors?
They include the work culture and existing organization systems
66
What are the outputs to Monitor and Control Project Work?
Work Performance Reports, Change Requests, and updates to PM plan and project documents
67
What do work performance reports include?
Status and progress reports which are used to communicate the analysis of work performance information
68
What are the three main categories of change requests?
Corrective action, preventative action, and defect repair
69
What are important related concepts to M&C Project Work?
Corrective Action, Preventative Action, and Defect Repair
70
What is corrective action?
Any action taken to bring expected future project performance in line with the PM or actions taken if variances have gone outside of their planned limits. Typically the actions do not change the baselines. Dealing with actual deviations
71
What is preventative action?
Dealing with anticipated or possible deviations from the performance baselines or other metrics. Evaluating trends and anticipating that if those trends continue they could lead to deviation. Typically these actions do not change baselines
72
What is defect repair?
Rework. Can be requested when a component of the project does not meet specifications/requirements
73
What is a key focus of the Integrated Change Control Process?
To look at the impact of each change on all project constraints. This is done because it adds value by reducing the potential risk of not fulfilling project objectives
74
What occurs during Integrated Change Control Process?
For changes that are accepted, updates and replanning efforts to ensure team is working with a current and integrated PM plan, performance measurement baseline, and project documents
75
When are the approved changes implemented?
In direct and manage project work, control quality, and control procurements
76
When is integrated change control required?
When changing an approved formal document. Example, if making changes to processes or plans that have not been finalized, do not need Integrated Change Control Process
77
What is necessary to have to fully evaluate the impacts of a change?
A realistic PM plan to measure against; | A complete product scope and project scope
78
What are two broad categories that changes can be grouped into?
Those that affect the PM plan, baselines, policies and procedures, charter, contracts, or statements of work, and those that do not
79
What is the Change Control Board?
Responsible for reviewing and analyzing change requests in accordance with the project's change management plan
80
Assumption for Exam relating to Change Control board?
That most projects have a Change control board, with the exception of change-driven projects
81
What is the high-level Process steps for Making Changes?
Evaluate the impact Identify options Get the change request approved internally Get customer buy-in if required
82
What are the detailed Process steps for Making Changes?
Prevent root cause of changes; Identify the need for a change; Evaluate impact of the change within the knowledge area; Create a change request; Perform integrated change control: asses change on all project constraints, identify options, approve/reject/defer change, update status of change in change control log, adjust PM plan, project documents and baselines; Manage stakeholder's expectations by communication; Manage the project to the revised PM plan and documents
83
What are the inputs to Integrated Change Control?
PM Plan, Change Requests
84
What are the outputs to Integrated Change Control?
Approved Change Requests, Updated project documents and PM Plan
85
What is a role of the Close Project/Phase Process?
This effort finalizes ll activities across all process groups to formally close the project/phase. Ensures that final contract documentation and customer acceptance have been recieved
86
What must a PM do in the Close Project/Phase process?
Get formal acceptance of the project and its deliverables, issue a final report, issue the final lessons learned, and index/archive all project records
87
What are the outputs of Close Project/Phase?
Final report, Final product, service, or result transition (delivery), and Updates to the project documents and OPAs
88
What is the final report?
Summary of overall performance of the project/phase.

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