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CAPM > Integration > Flashcards

Integration Flashcards

1
Q

Project Integration Management Purpose

A
  • Means bringing together various factors to form a whole
  • Enables to combine work from all knowledge areas and ensure that resources, deadlines, and project life cycle are aligned
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2
Q

PM Role for Project Integration

A
  • Cannot be delegated to anyone else
  • Work with stakeholders to understand objectives of project
  • Guide team
  • Responsible for project
  • Provide overall view of project
  • Responsible for due dates, life cycle, and benefits realization plan are aligned
  • Providing a project management plan
  • Ensuring the creation and the use of appropriate knowledge
  • Managing project performance and changes
  • Making decisions
  • Measuring and monitoring progress
  • Collecting, analyzing and communication info
  • Managing transitions
  • Completing project work and closing each phase and project
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3
Q

Project Integration Management Processes

A
  1. Develop Project Charter (Inititating group)
  2. Develop PM Plan (Planning group)
  3. Manage Project Knowledge (Executing Group)
  4. Direct and Manage Project Work (Executing Group)
  5. Monitor and Control Project Work (Monitoring & Controlling Group)
  6. Perform Integrated Change Control (Monitoring & Controlling Group)
  7. Close Project or Phase (Closing Group)
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4
Q

Develop Project Charter Purpose

A
  • Internal business needs
  • External influences
  • Needs analysis (business case)
  • Documents that you have the authority to sue resources for the project
  • Serves as a formal record of activities
  • Links the organizations strategy to the project
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5
Q

Develop Project Charter Timing

A
  • Initiating Process Group
  • Done once at the start of the life cycle or at pre-defined points in the project
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6
Q

PM Role in Develop Project Charter

A
  • Collaborate w/ org so all stakeholders have clear understanding of the purpose, objectives, and benefits of the project
  • Project charter can be developed by the sponsor or the project manager
  • Sponsor or initiator should have authority to procure funding and commit resources
  • Collaboration allows the pm to have a better understanding of the project purpose, objectives and benefits
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7
Q

Impact of Develop Project Charter

A

Key input for many other processes
North star
Includes
- Project purpose
- Measure objectives
- High-level requirements
- Assigned resources
- Information that will be a key input to other processes

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8
Q

Inputs to Develop Project Charter

A
  • Agreements
  • EEFs
  • Business Case
  • OPAs
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9
Q

Outputs from Develop Project Charter

A

Project Charter
Assumption Log

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10
Q

Develop Project Charter Tools & Techniques

A

Meetings
Expert Judgement
Interpersonal and Team Skills
Data Gathering
- Interviews
- Brainstorming
- Focus Groups

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11
Q

Develop Project Plan Purpose

A
  • Defines, prepares, and coordinates all plan components onto a single integrated plan
  • Basis of all project work, detailing how the project will be executed, monitored and controlled, and closed
  • Subsidiary plans that pertain to other knowledge areas and is referenced throughout all processes
  • Owner of the project management plan
  • Tailor to meet project objectives
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12
Q

Develop Project Plan Timing

A
  • Planning Process Group
  • Predictive approach process will be done once
  • Adaptive approach process will be done at predefined points
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13
Q

PM Role for Develop Project Plan

A
  • Owner of the plan and responsible for project as a whole
  • Work with sponsor and stakeholder to understand objectives
  • Tailor plan to meet objectives
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14
Q

Develop Project Plan Impacts

A
  • Key input to give direction to other processes
  • Plan used to measure project execution and manage project performance
  • Outputs of other processes will allow you to update the plan with accurate details as necessary
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15
Q

Develop Project Plan Inputs

A
  • OPAs
  • EEFs
  • Project Charter
  • Outputs from Other Processes
    • subsidiary plans and baselines are developed as outputs from other planning processes needed to gather and integrate to create the PM plan
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16
Q

Develop Project Plan outputs

A

Project Management Plan

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17
Q

Develop Project Plan Tools & Techniques

A

Expert Judgement

Meetings
Interpersonal and Team Skills
- Conflict Management
- Facilitation
- Meeting Management

Data Gathering
- Brainstorming
- Focus Groups
- Interviews
- Checklists

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18
Q

Direct and Manage Project Work Purpose

A

Ensures team is carrying out project plan activities to complete deliverables and approved changes are made

Resources are assigned to the work and their time and work is managed

Provides overall management for project success

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19
Q

Direct and Manage Project Work Timing

A

Executing Process Group

Performed throughout the project

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20
Q

PM Role for Direct and Manage Project Work

A

Manage the project work

Direct performance of planned activities and manage aspects of the project

21
Q

Direct and Manage Project Work Impacts

A

Work performance data is captured and analyzed
* Illustrates project performance and completion status of deliverables
* Input for other processes in monitoring and controlling process group and lessons learned
* Work performance data and info may trigger changes to the pm plan that should go through the perform integrated change control process

22
Q

Direct and Manage Project Work Inputs

A
  • Project Management Plan
  • Enterprise Environmental Factors
  • Organizational Process Assets
  • Project Documents - (Change Log, Project Schedule, Lessons Learned, Risk Register, Mielstones, RTM, Project Communications, Risk Report)
  • Approved Change Requests
23
Q

Direct and Manage Project Work Outputs

A
  • Project Document Updates - (Activity Lists, Assumptions Log, Lessons Learned, Requirements Documentation, Risk Registers, Stakeholder Registers)
  • Work Performance Data
  • Project management plan updates
  • Org Process Assets updates
  • Deliverables
  • Change requests
  • Issue Log
24
Q

Direct and Manage Project Work Tools & Techniques

A
  • Expert Judgement
  • Meetings
  • Project Management Information Systems (PMIS)
25
Q

Manage Project Knowledge Purpose

A
  • Skills, experience, and expertise used to achieve project objectives
  • Making sure project team and stakeholders are aware of and share their knowledge before, during, and after the project
  • Key benefit – leverage past knowledge to improve project outcomes
26
Q

Manage Project Knowledge Timing

A
  • Executing process group
  • Performed throughout the project
27
Q

PM Role for Manage Project Knowledge

A
  • Coordinate collection of knowledge in a lessons learned repository
  • Share and integrate knowledge from different domains
  • Create an atmosphere of trust so people are motivated to share what they know
28
Q

Manage Project Knowledge Impacts

A
  • Managing and documenting knowledge you can collaborate and communicate more effectively and efficiently
  • Save money, time, and effort
  • Avoid delays, errors, and missteps
29
Q

Manage Project Knowledge Concepts

A
  • Explicit Knowledge
  • Tacit Knowledge
30
Q

Manage Project Knowledge Inputs

A
  • EEFs
  • OPAs
  • Project Documents - Lessons Learned, Project Team assignments Resource Breakdown Structure, Stakeholder Register
  • Project Management Plan
  • Deliverables
31
Q

Manage Project Knowledge Outputs

A
  • Project Management Plan Updates
  • Lessons Learned
  • OPAs Updates
32
Q

Manage Project Knowledge Tools & Techniques

A
  • Knowledge Management
  • Interpersonal and Team Skills - Active listening, facilitation, leadership, political awareness
  • Information Management
  • Expert Judgement
33
Q

Monitor and Control Project Work Purpose

A
  • Involves team members, stakeholders, and resources
  • Track, review, and report progress to meet performance objectives defined in the project management plan
  • Allows all stakeholders to compare current tate of the project to the planned state
  • Team can take action to address issues
34
Q

Monitor and Control Project Work Timing

A
  • Monitoring and controlling process group
  • Performed throughout the project
35
Q

PM Role for Monitor and Control Project Work

A
  • Compare project performance vs plan
  • Assess performance to determine if corrective actions are needed
  • Check status of risks to record any updates
  • Maintain accurate and timeline information base about project’s products
  • Provide status reports, work performance measurements, and forecasts to update cost and schedule info
36
Q

Monitor and Control Project Work Impact

A
  • Affects all other processes
  • Can affect the project management plan, the comms plan, and knowledge
  • Work performance data and other info provides context for decisions
  • Degree of impact depends on how much actual performance varies from planned performance
  • Small variation means as mall impact; large variance means a large impact
37
Q

Monitor and Control Project Work Concepts

A
  • Monitoring
  • Controlling
  • Change Requests
  • Types of changes
38
Q

1.

Monitor and Control Project Work Inputs

A
  • OPAs
  • EEFs
  • Project Management Plan
  • Work Performance Information
  • Project Documents - Assumption Log, Milestones, Basis of Estimates, Quality Reports, Cost Forecasts, Risk Register, Issue Log, Risk Report, Lessons Learned, Schedule Forecasts
  • Agreements
39
Q

Monitor and Control Project Work Outputs

A
  • Project Management Plan Updates
  • Change Requests - Corrective, Preventitive, Defect Repair)
  • Project Doucment Updates - Cost Foecasts, Issue Log, Lessons Learned, Risk Register, Schedule Forecasts
  • Work Performance reports
40
Q

Monitor and Control Project Work Tools & Techniques

A
  • Decision Making
  • Data Analysis - Alternatives, Cost-Benefit, Earned Value, Root Cause, Trend, Variance
  • Expert Judgement
41
Q

Perform Integrated Change Control Purpose

A
  • Key process that helps orgs achieve business goals
  • Keep project plans and objectives in mind to avoid unnecessary risk when making changes
  • Involves the PM and the project team to review change requests and prioritize, approve, communicate and manage them
  • Keep risk in mind
42
Q

Perform Integrated Change Control Timing

A
  • Monitoring and Controlling Process Group
  • Performed throughout the project

Agile or Adaptive
* Add change requests to backlog at any time and incorporate changes into current scope using change requests
* Changes authorized by product owner, not project manager

43
Q

PM Role for Perform Integrated Change Control

A
  • Changes may be requested by any stakeholder at any time
  • All change requests need to be approved, deferred, or rejected, by either the change control board (CCB), the project sponsor, or the project manager
44
Q

Perform Integrated Change Control Impact

A
  • Changes are usually requested during executing or monitoring/controlling processes
  • Approved change requests are an input to the direct and manage project work process

Requests might require updates to:
* Cost estimates
* Sequences of activities
* Schedule dates
* Resource requirements
* Ways to respond to risk
* Project management plan or other project documents

45
Q

Perform Integrated Change Control Concepts

A
  • Confirguration Management
  • Change Management
46
Q

Perform Integrated Change Control Inputs

A
  • Project Documents - Basis of Estimates, RTM, Risk Report
  • EEFs
  • OPAs
  • Projectmanagement Plan - Change Management Plan, Configuration Management Plan, Scope Baseline, Schedule Baseline, Cost Baseline
  • Work Performance Reports
  • Change requests
47
Q

Perform Integrated Change Control Outputs

A
  • Lessons Learned Register
  • PM Plan updates
  • Approved change requests
48
Q

Perform Integrated Change Control Tools & Techniques

A
  • Expert judgement
  • Data analysis - Alternatives, Cost-Benefit
  • Meetings
  • Decision Making
  • Change Control Tools

CAPM (3 decks)

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