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1. Integration Management > Integration > Flashcards

Integration Flashcards

1
Q

Definition Integration MGMT

A

Identify, define, combine, unify, and coordinate the various processes and PM activities within the PM Process Groups.

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2
Q

Project Integration Management includes

A

Resource allocation, demands, alternative approaches, meet the project objectives, and interdependencies among the Project Management Knowledge Areas.

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3
Q

The 7 Project Integration Management processes are:

A 
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 Phase
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4
Q

Process of developing a document that formally authorizes the existence of a project and provides the project manager authority.

A

Project Charter

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5
Q

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

A

Develop PMP

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6
Q

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

A

Direct and Manage Project Work

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7
Q

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

A

Manage Project Knoledge

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8
Q

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

A

Monitor and Control Project Work

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9
Q

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.

A

Perform Integrate Change Control

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10
Q

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

A

Close Project Phase

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11
Q

Project Integration Management is about:

A

Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits management plan are aligned;
Providing a project management
Use of the appropriate knowledge
Managing the performance and changes
Making integrated decisions regarding key changes
Measuring and monitoring the project’s progress
Collecting data, analyzing the data
Communicating to stakeholders;
Completing all the work
Closing each phase, contract, and the project as a whole;
Managing phase transitions

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12
Q

Integrated PM TAILORING CONSIDERATIONS

A 
Project life cycle. 
Development life cycle. 
Is a predictive or adaptive approach appropriate? 
Management approaches. 
Knowledge management. 
Change. 
Governance. 
Lessons learned. 
Benefits.
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13
Q

DEVELOP PROJECT CHARTER: INPUTS

A

Business documents
Agreements
EEF
OPA

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14
Q

DEVELOP PROJECT CHARTER: Tools & Tech

A

Expert Judgment
Data Gathering
Interpersonal and Team skills
Meetings

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15
Q

DEVELOP PROJECT CHARTER: Outputs

A

Project Charter

Assumption Log

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16
Q

Business Case

A

Justify the required investment
Used for decision making
Cost-benefit analysis

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17
Q

Agreements

A

Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.

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17
Q

Agreements

A

Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.

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18
Q

Project Charter EEF

A

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

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19
Q

Project Charter OPA

A

Organizational standard policies, processes, and procedures;
Portfolio, program, and project governance framework
Monitoring and reporting methods
Templates
Historical information and lessons learned repository

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20
Q

PROJECT CHARTER: TOOLS AND TECHNIQUES

Expert Judgment

A

Organizational strategy, Benefits management, Technical knowledge of the industry and focus area of the project, Duration and budget estimation, and Risk identification.

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21
Q

PROJECT CHARTER: TOOLS AND TECHNIQUES

Data Gathering

A

Brainstorming
Focus Group
Interviews

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22
Q

PROJECT CHARTER: TOOLS AND TECHNIQUES

Interpersonal and Team Skills

A

Conflict management
Facilitation
Meeting Management

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23
Q

PROJECT CHARTER: Outputs

Agreements

A

Assumptions and constraints
Identified in the business case before the project
Defining technical specifications, estimates, the schedule, risks, etc.
The assumption log is used to record all assumptions and constraints throughout the project life cycle.

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24
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS
Project Charters Outputs from other process EEF OPA
25
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS | EEF
Government or industry standards Legal and regulatory requirements and/or constraints; Project management body of knowledge for vertical market and/or focus area Organizational structure, culture, management practices, and sustainability; Organizational governance framework and Infrastructure
26
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS | OPA
Organizational standard policies, processes, and procedures Project management plan template Change control procedures Monitoring and reporting methods, risk control procedures, and communication Project information from previous similar projects
27
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES | Expert Judgment
``` Tailoring the project management Developing additional components Determining the tools and techniques Developing technical and management Determining resources and skill levels Defining the level of configuration management Determining change control process; Ensure the project resources are allocated at the appropriate time. ```
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DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES | Data Gathering
Brainstorming Checklist Focus Group Interviews
29
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES | Interpersonal Team Skills
Conflict management Facilitation Meeting Management
30
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES | Meetings
For small projects, there is usually only one team that performs the planning and the execution. In this case, the kick-off occurs shortly after initiation, in the Planning Process Group, because the team is involved in planning. In large projects, a project management team normally does the majority of the planning, and the remainder of the project team is brought on when the initial planning is complete, at the start of the development/implementation. In this instance, the kick-off meeting takes place with processes in the Executing Process Group. Multiphase projects will typically include a kick-off meeting at the beginning of each phase.
31
DEVELOP PROJECT MANAGEMENT PLAN: OUTPUTS PMP Cuales?
``` Scope Requierments Schedules Cost Quality Resource Communication Risk Procurement Stakeholder ```
32
DIRECT AND MANAGE PROJECT WORK | Inputs
``` PMP Project Documents Approved change Request EEF OPA ```
33
DIRECT AND MANAGE PROJECT WORK | 7 Project documents
``` Change log Lessons learned Milestone list Project Communications Project schedule Requierment tracebility Matrix Risk Register Risk Report ```
34
DIRECT AND MANAGE PROJECT WORK | Change Log
contains the status of all change requests.
35
DIRECT AND MANAGE PROJECT WORK | Lessons learned register
Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so the team's actions are aligned.
36
DIRECT AND MANAGE PROJECT WORK | Milestone list
list shows the scheduled dates for specific milestones.
37
DIRECT AND MANAGE PROJECT WORK | Project Communications
Performance reports, deliverable status, and other information generated by the project.
38
DIRECT AND MANAGE PROJECT WORK | Project Schedule
list of work activities, their durations, resources, and planned start and finish dates.
39
DIRECT AND MANAGE PROJECT WORK | Requirements traceability matrix
links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.
40
DIRECT AND MANAGE PROJECT WORK | Risk register
Provides information on threats and opportunities that may impact project execution.
41
DIRECT AND MANAGE PROJECT WORK | Risk report
Provides information on sources of overall project risk along with summary information on identified individual project risks.
42
DIRECT AND MANAGE PROJECT WORK | EEF
Organizational structure, culture, management practices, and sustainability; Infrastructure Stakeholder risk thresholds
43
DIRECT AND MANAGE PROJECT WORK | OPA
Organizational standard policies, processes, and procedures; Issue and defect management procedures defining issue and defect controls, Performance measurement database Change control and risk control procedures; Project information from previous projects
44
DIRECT AND MANAGE PROJECT WORK | Tools & Tech: Expert Judgment
``` Technical knowledge on the industry and focus area of the project, Cost and budget management, Legal and procurement, Legislation and regulations, Organizational governance. ```
45
DIRECT AND MANAGE PROJECT WORK | Tools & Tech: Project Management information
Provides access to information technology (IT) software tools,
46
DIRECT AND MANAGE PROJECT WORK | Tools & Tech
Expert Judment PMI Meetings
47
DIRECT AND MANAGE PROJECT WORK | Outputs
``` Deliverables Workperformance data Issue Log Change Request PMP Update PD Updates ```
48
DIRECT AND MANAGE PROJECT WORK | Outputs: Deliverables
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.
49
DIRECT AND MANAGE PROJECT WORK | Outputs: Work Performance Data
Raw observations and measurements identified during activities being performed to carry out the project work.
50
DIRECT AND MANAGE PROJECT WORK | Outputs: Issue Log
Is a project document where all the issues are recorded and tracked.
51
DIRECT AND MANAGE PROJECT WORK | Outputs:PD Update
``` Activity List Assumption Log Lessons Learned Requierment doc Risk register Stakeholder egister ```
52
MANAGE PROJECT KNOWLEDGE | Inputs
``` PMP Project documents Deliverables EEF OPA ```
53
Knowledge is commonly split into:
Explicit | Tacit
54
Explicit Knowledge
Knowledge that can be readily codified using words, pictures, and numbers
55
Tacit Knowledge
Knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”
56
MANAGE PROJECT KNOWLEDGE | Inputs: Project documents
Lessons learned Assignment Resoursce breakdown Stakehold register
57
MANAGE PROJECT KNOWLEDGE | Inputs: EEF
Organizational, stakeholder, and customer culture. Geographic distribution of facilities and resources. Organizational knowledge experts. Legal and regulatory requirements and/or constraints.
58
MANAGE PROJECT KNOWLEDGE | Inputs: OPA
Organizational standard policies, processes, and procedures. Personnel administration. Organizational communication requirements. Formal knowledge-sharing and information-sharing procedures.
59
MANAGE PROJECT KNOWLEDGE: TOOLS AND TECHNIQUES
Expert Judgment Knoledge management Information management Interpersonal and team skills
60
MANAGE PROJECT KNOWLEDGE: TOOLS AND TECHNIQUES | Knowledge management
``` Connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members. Networking Communities Meetings Shadowing focus groups workshops storytelling Training Fairs and cafe ```
61
MANAGE PROJECT KNOWLEDGE: TOOLS AND TECHNIQUES | Information Management
Tools and techniques are used to create and connect people to information. They are effective for sharing simple, unambiguous, codified explicit knowledge. Lessons learned Library PMIS
62
MANAGE PROJECT KNOWLEDGE: TOOLS AND TECHNIQUES | Interpersonal and Team Skills
``` Active listening Facilitation Leadership Networking Political awareness ```
63
MANAGE PROJECT KNOWLEDGE: OUTPUTS
Lessons Learned PMP Update OPA
64
MONITOR AND CONTROL PROJECT WORK | INPUTS
``` PMP PD Work Performance Info Agreements EEF OPA ```
65
MONITOR AND CONTROL PROJECT WORK | INPUTS; PD
``` Assumption log Basis of estimates Cost forecast Issue log Lessons learned Milestone Quality report Risk register Schedule forecast ```
66
MONITOR AND CONTROL PROJECT WORK | INPUTS: WORK PERFORMANCE INFORMATION
Work performance data is gathered through work execution and passed to the controlling processes. To become work performance information, the work performance data are compared with the project management plan This comparison indicates how the project is performing.
67
MONITOR AND CONTROL PROJECT WORK | INPUTS: ENTERPRISE ENVIRONMENTAL FACTORS
PMIS infraestructure stakeholders Goverment or industry
68
MONITOR AND CONTROL PROJECT WORK | INPUTS: OPA
``` Org policies Financial control Monitoring methods Issue managment Defect mgmt organizational knoldg ```
69
MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES
Expert Judgment Data Analysis Decision making Meetings
70
MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES | Expert Judment
``` EV analysis data interpretation Estimation Trend analysis Tech knoldg Risk and contract mgmt ```
71
MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES | Data Analysis
``` Analysis: Alternatives Cost-benefit EV Root Cause Trend Variance ```
72
MONITOR AND CONTROL PROJECT WORK: | OUTPUTS
Work performance report Change request PMP Upd PD U
73
3 types of change request
Corrective action: intentional activity that correct performance Preventive action: activity future performance Defect repair: modifies product
74
PERFORM INTEGRATED CHANGE CONTROL | Inputs
``` PMP PD Work performance reports Change request EEF OPA ```
75
Requirements traceability matrix.
Matrix helps assess the impact of the change on the project scope.
76
PERFORM INTEGRATED CHANGE CONTROL: TOOLS AND TECHNIQUES
``` Expert Judgment Change control tools Data analysis Decision making Meetings ```
77
PERFORM INTEGRATED CHANGE CONTROL: TOOLS AND TECHNIQUES | Change Control Tools
Identify configuration item. Record and report configuration item status. Identify changes. Document changes. Decide on changes. Track changes.
78
PERFORM INTEGRATED CHANGE CONTROL: TOOLS AND TECHNIQUES | Data Analysis
Alternatives analysis: assess the requested changes and decide which are accepted, Cost-benefit analysis: helps to determine if the requested change is worth its associated cost.
79
PERFORM INTEGRATED CHANGE CONTROL: TOOLS AND TECHNIQUES | Who is in charge of Meetings?
Change control meetings are held with a change control board (CCB)
80
PERFORM INTEGRATED CHANGE CONTROL: OUTPUTS
Approved change request PMP Upd PD Updt
81
CLOSE PROJECT OR PHASE | INPUTS
``` Charter PMP PD Accedpted deliverables Business documents Agreements Procurement documentation OPA ```
82
CLOSE PROJECT OR PHASE: INPUTS | 12 PDs
``` Assumption logs Basis of estimates Change log Issue log Lessons learned Milestone list Project communication Quality control measurements Quality reports Requirement documentation Risk register Risk report ```
83
CLOSE PROJECT OR PHASE: INPUTS | BUSINESS DOCUMENTS
Business case: business need and the cost benefit analysis that justify the project. Benefits management plan: outlines the target benefits of the project.
84
CLOSE PROJECT OR PHASE: INPUTS | Procurement
Process of finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process.
85
CLOSE PROJECT OR PHASE: INPUTS | OPA
Project or phase closure guidelines or requirements Configuration management knowledge
86
CLOSE PROJECT OR PHASE: TOOLS AND TECHNIQUES
Expert judgment Data analysis Meeting
87
CLOSE PROJECT OR PHASE: TOOLS AND TECHNIQUES | Expert Judgment
Management control Audit Legal and procurement Legislation and regulations
88
CLOSE PROJECT OR PHASE: TOOLS AND TECHNIQUES | Data Analysis
Analysis: Documentation Regression Trend Variance Analysis
89
Regression analysis
Analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
90
Trend analysis
Validate the models used in the organization and to implement adjustments for future projects.
91
Variance analysis
Used to improve the metrics of the organization by comparing what was initially planned and the end result.
92
CLOSE PROJECT OR PHASE: OUTPUTS
PD Updt Final product service or result Final Report OPA Updt
93
CLOSE PROJECT OR PHASE: OUTPUTS | Final Report
``` Summary of the project or phase Scope objetives Quality objetives Cost objectives Validation info Schedule objetvies Summary on how the needs where meet Risk summary ```

1. Integration Management (1 decks)

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