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PMP > Integration Management > Flashcards

Integration Management Flashcards

1
Q

Project Integration Management

A

includes the processes needed to identify, define, authorize, and coordinate the various processes and project management activities across the project management process groups. the processes in this knowledge area set the foundation for how all other processes will be performed and interact with one another

the only knowledge area that includes processes from all five process groups

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2
Q

Project Integration Management

- Processes

A
  • Develop Project Charter (Initiating)
  • Develop Project Management Plan (Planning)
  • Direct and Manage Project Work (Executing)
  • Manage Project Knowledge (Executing)
  • Monitor and Control Project Work (Monitoring and Controlling)
  • Perform Integrated Change Control (Monitoring and Controlling)
  • Close Project or Phase (Closing)
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3
Q

Develop project charter

A

a process for the project sponsor (champion) to document the formal authorization of a project, name, and authorize the project manager, and provide high-level descriptions of the project needs, initial requirements, and expected outcome

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4
Q

Develop project charter

- key inputs

A
  • Business documents
    • business case
    • benefits management plan
  • agreements
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5
Q

Develop project charter

- key outputs

A
  • project charter
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6
Q

project management business documents

A

include the business case and benefits management plan. while the sponsor and/or program manager may play an active role in developing and maintaining these documents, the project manager is responsible for ensuring their alignment with the project management plan and charter

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7
Q

business case

A

documentation detailing the project as it fits into the performing organization’s strategic goals, and why it was chosen. Typically the business case will be economically focused and should list the objectives and reasons for project initiation based on a needs assessment. major components may include: business needs, analysis of environment, options or alternatives, recommendation, and measurement approach

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8
Q

benefits management plan

A

describes how and when the business value will be realized, measures, and transitioned to the organizations ongoing operations. major components may include: target benefits, strategic alignment, timeframe for realizing benefits, benefits owner, metrics, assumptions, risks

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9
Q

Organizational process assets

A

project related assets that may be used to influence the project’s success. these assets include formal and informal plans, methodologies/processes, policies, procedures, and guidelines. the process assets also include the organization’s knowledge bases such as historical data, templates, and past project documentation. Organizational process assets may also commonly be referred to as lessons learned

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10
Q

enterprise environmental factors

A

conditional outside of the projects direct control that can influence the execution of the project. these can include conditions internal to the performing organization such as organizational structure, culture, governance, and existing systems. these can also include the surrounding project environment such as physical geography, marketplace conditions, government standards, political/social climates, and evolving technology

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11
Q

standards

A

common guidelines used to determine the “best practices” for a process. they can be general or industry specific

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12
Q

regulations

A

a formal requirement mandated by the federal, state, or local government

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13
Q

expert judgment

A

provided from an individual or group with specialized knowledge

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14
Q

data gathering

A

can include:
brainstorming
focus groups
interviews

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15
Q

conflict management (interpersonal and team skill)

A

a technique to create alignment on objectives, success criteria, requirements, and other elements of the charter

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16
Q

facilitation (interpersonal and team skill)

A

a technique to use a facilitator to help drive group decisions by ensuring participation, all contributions considered, mutual understanding of ideas, and conclusion with buy-in

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17
Q

meeting management (interpersonal and team skill)

A

ensuring meeting agendas, that key stakeholders are invited, and sending follow-up minutes and actions.

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18
Q

project charter

A

a document signed by the project sponsor that formally initiates the project, names and authorizes the project manager and provides high-level stakeholder requirements and expectations.

other elements could include

  • measurable project objectives
  • success criteria
  • assumptions and constraints
  • high-level risks
  • high-level cost expectations

can be used to identify initial stakeholders such as the sponsor, project manager, customer, and end users

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19
Q

assumptions log

A

a document of high-level strategic assumptions about the projects found in the charted and will be used to track more tactical assumptions and constraints about the projected throughout the project lifecycle

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20
Q

develop project management plan

A

developing a project plan includes the actions necessary to initiate and revise all subsidiary plans into a single document.

the primary purpose is to document the tailored management approach (how) and the approved baselines (what). the project management plan is an input to a total of 21 other processes.

includes all management plans and baselines and stakeholder engagement plan

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21
Q

develop project management plan

- key inputs

A
  • project charter

- outputs from other processes

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22
Q

develop project management plan

- key outputs

A
  • project management plan
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23
Q

outputs from other planning processes

A

subsidiary plans re created in other project planning processes and once developed are considered to be part of the project management plan. includes all management plans and baselines and stakeholder engagement plan.

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24
Q

expert judgement

A

can be used to help define a management approach that is tailored to unique needs and requirements or the project

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25
Q

data gathering - checklists

A

an organizational document that may have steps or requirements defined to ensure all required information is included in the project management plan

are structured documents used to verify that required actions are performed during an inspection. quality checklists will serve as an input to the quality control process

help provide standardization during inspection

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26
Q

project management plan

A

a formal, approved document that defines how the project is executed, monitored, and controlled. depending on the complexity of the project, it may be detailed or summarized, it should include how project management processed will be tailored to the uniqueness of the project, which processes will be used for each phase, and which tools and techniques will be utilized.

includes all management plans and baselines and stakeholder engagement plan.

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27
Q

change management plan

A

defines the formalized change control system that will be used to control, change, and approve project baselines

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28
Q

configuration management plan

A

defines technical and administrative direction for the identification, control, tracking, and approval levels of items requiring change throughout the project, such as project documents and deliverables

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29
Q

project lifecycle description

A

defines the phase relationship of the work such as: predictive, iterative, agile, or hybrid approach

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30
Q

project development approach

A

describes a series of phases that the project will progress through the beginning to the end of the project

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31
Q

direct and manage project work

A

this process is the execution of work packages in accordance with the baselines established by the project management plan. This is where the project manager provides the overall management of the project work. Approved changes must also be properly integrated into the project execution throughout the project lifecycle.

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32
Q

direct and manage project work

- key inputs

A
  • project management plan

- approved change requests

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33
Q

direct and manage project work

- key tools and techniques

A
  • project management information system
34
Q

direct and manage project work

- key outputs

A
  • deliverables
  • work performance data
  • change requests
35
Q

project management plan

A

includes the document management approach and the scope, schedule, and cost baselines to guide the project work. also includes the change and configuration management plans which describe how project changes should be controlled and documented

36
Q

approved change requests

A

authorized and documented changes to the project scope, schedule, or cost baselines. approved change requests for defect repair to deliverables requires rework to take place in this process

37
Q

project management information system

A

includes tools used to collect and integrate information relevant to the project. components can include the configuration management system, work authorization system, project scheduling tools, systems for KPI tracking, etc

38
Q

meetings

A

can be used to help the project team and other project stakeholders exchange information, brainstorm, and make decisions.

39
Q

deliverables

A

are unique and measurable work products (services or result) produced by the execution of project work. this can include intermediate deliverables required to complete a project phase, or the final deliverables required to complete the project

40
Q

work performance data (WPD)

A

information and data on the status of activities being performed to accomplish project work. information may include status of deliverables, implementation status for change requests, costs incurred to date, reported percent of work physically completed, achieved value of technical performance measures, and start/finish dates of scheduled activities. data is the simplest form of project status and will be analyzed in the monitoring and controlling processes.

41
Q

issue log

A

the documentation of project problems, the person responsible for solving those problems, and how the issue was resolved

42
Q

change requests

A

may be issued by project stakeholder based on their understanding of project performance and opportunities to bring future project results closer in line with the plan.

may be generated if the stakeholder find that the project’s deliverables do not meet acceptance criteria or are not fit for use.

can be generated after the scope baseline has been approved and the team revisits decomposition (through progressive elaboration) and identifies new work not in the approved plan

preventative or corrective change requests may be generated by the project management team to help bring future schedule results closer in line with the schedule baseline. potential change requests include - crashing, fast tracking, descoping, extending the schedule baseline

may be issued by the project team to repair defects found during inspection

43
Q

manage project knowledge

A

this process is the ongoing sharing, integration, and documentation of project information and knowledge. this includes knowledge that is easily codified (explicit knowledge)

44
Q

manage project knowledge

- key inputs

A
  • project management plan

- deliverables

45
Q

manage project knowledge

- key tools and techniques

A
  • knowledge management

- information management

46
Q

manage project knowledge

- key outputs

A
  • lessons learned register
47
Q

explicit knowledge

A

project knowledge that is easy to codify. easy to access but often lacks the context or correct interpretation that tacit knowledge can provide.

48
Q

tacit knowledge

A

project knowledge that is more difficult to document

49
Q

knowledge management

A

tools and techniques facilitate the sharing and integration of project knowledge among its stakeholders. this includes activities such as networking, communities of practice, conferences, workshops, storytelling, and training.

50
Q

information management

A

tools and techniques facilitate the transfer and documentation of information and knowledge to people. one key example is the project management information system (which includes several systems that may serve as repositories for project documentation.)

51
Q

lessons learned register

A

the documentation of project challenges, problems, realized risks and opportunities, and other knowledge that can be leveraged to help improve future decision making. it should be updated and reviewed throughout the project lifecycle. at the end of major phases, the information should be transferred to an organizational repository of lessons learned

52
Q

monitor and control project work

A

this process consolidates work performance information and forecasts generated from other monitoring and controlling processes. it provides additional project analysis to determine change requests to help bring future execution closer in line with planned baselines. work performance reports are developed, which represent clear concise reports reflecting the health of project performance as compared to approved plans

53
Q

monitor and control project work

- key inputs

A
  • project management plan

- work performance information

54
Q

monitor and control project work

- key tools and techniques

A
  • data analysis
    • alternatives analysis
    • cost-benefit analysis
    • earned value analysis
    • root cause analysis
    • trend analysis
    • variance analysis
  • decision making
55
Q

monitor and control project work

- key outputs

A
  • work performance reports

- change requests

56
Q

project management plan

A

includes the documented management approach and the scope, schedule, and cost baselines to guide the project work

57
Q

schedule forecasts

A

an output from the control schedule process is the estimated future schedule performance based on past performance. it can utilize earned value calculations or less formal methods

58
Q

cost forecasts

A

an output from the control costs process is the estimated future cost performance based on past performance. it can utilize earned value calculations such as EAC, ETC, VAC, and TCPI or less formal methods

59
Q

work performance information

A

an output from several monitoring and controlling processes, is an assessment of project performance based on a comparison between planned and actual performance

60
Q

data analysis

A

can include alternatives analysis, cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, or variance analysis. most of these techniques involve comparing actual performance against planned performance to identify project objectives requiring performance improvement

61
Q

decision making

A

may include techniques such as negotiation, voting, or multi-criteria decision analysis

62
Q

work performance reports

A

the documentation or project progress as compared to the performance measurement baseline. reports should vary in detail to be tailored to each specific audience. earned value information will often be included in performance reports due to its comparative nature at evaluating cost and schedule. information on scope quality, risk, etc. may also be reported. work performance reports will be based on work performance information.

63
Q

perform integrated change control

A

the process to formally assess the impact of proposed changes to the project to manage changes to the project baselines such as scope, schedule, and cost. it is performed throughout the project lifecycle

64
Q

perform integrated change control

- key inputs

A
  • project management plan
    • change management plan
    • configuration management plan
    • scope baseline
    • schedule baseline
    • cost baseline
  • work performance reports
  • change requests
65
Q

perform integrated change control

- key tools and techniques

A
  • change control tools
66
Q

perform integrated change control

- key outputs

A
  • approved change requests
  • project document updates
    • change log
67
Q

work performance reports

A

the documentation or project progress as compared to the performance measurement baseline. reports should vary in detail to be tailored to each specific audience. earned value information will often be included in performance reports due to its comparative nature at evaluating cost and schedule. information on scope quality, risk, etc. may also be reported. work performance reports will be based on work performance information.

includes reports of project health relative to approved plans

68
Q

corrective actions

A

approved changes to realign project performance with the project management plan

69
Q

approved preventative actions

A

approved changes to ensure future project performance is aligned with the project management plan

70
Q

approved defect repair

A

the authorized action to fix defects found during inspection

71
Q

change control tools

A

will include the change and configuration management systems and part of the project management information system (PMIS) to ensure all updated are properly documented and communicated

72
Q

change log

A

a project document used to track the status of all change requests. this could include statuses such as new, pending, approved, or rejects

a document used to track all changes to the project as well as their impact on scope, time, cost, and risk. this document is used to communicate changes and their impact to the project stakeholders

73
Q

project management plan updates

A

include the updates that should be made to project baselines when changes to scope, schedule or costs are approved.

74
Q

close project or phase

A

this process involves the review and finalization that all project activities and objectives have been properly completed. this includes ensuring all exit criteria have been met, transferring of deliverables to the next phase, operations, or the customer, and the formal documentation and archival of lessons learned.

this process happens after deliverables have been accepted; therefore it focuses more on internal closure procedures. in the event that a project is terminated early, this process should be performed to investigate and document the reasons for termination and extent of completion

75
Q

close project or phase

- key inputs

A
  • accepted deliverables
76
Q

close project or phase

- key outputs

A
  • final product, service, or result transition

- final report

77
Q

accepted deliverables

A

represent intermediate or final deliverables that have passed stakeholder acceptance inspections in the validate scope process (which they are an output of)

78
Q

agreements

A

may be an input to “develop project charter” if the project is being done for an external customer. this may be a contract service level agreement, memorandum on understanding, or less formal documentation.

are a procurement contract between the project organization (buyer) and vendors/contractors (seller) describing the product or service provided, the cost, and other terms and conditions that apply.

a legal contract between buyer and seller stating what product or service will be provided, at what cost, and any other terms and conditions that may apply

can be used to identify vendors. service providers or other contractors are utilized to complete project work and therefore become stakeholders in the project

79
Q

procurement documentation

A

can include artifacts provided by the sellers and vendor performance information collected by the project team. it should be collected and archived as part of the closing

80
Q

final product, service, or result transition

A

the formal hand over of intermediate deliverables from one phase to the next or the final deliverable from the performing organization to the requestor (internal customer, external customer/end users)

81
Q

organizational process assets updates

A

the formal documentation of lessons learned generated by the project team during each phase and the project as a whole. these may include project files, closure documents, and historical information

82
Q

final report

A

a summary of the performance of the project or phase to include scope, schedule, cost, quality, and other project objectives and details

PMP (11 decks)

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