Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMP > Integration Mgmt > Flashcards

Integration Mgmt Flashcards

1
Q

What does Project Integration make choices about

A 
R-BAIT
R esource Allocation
B alancing competing demands
A lternative approaches
I nterdependencies among knowledge areas
T ailoring processes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Project I/M is about

A

Aligning deliverable due dates with benefits mgmt plan
Providing a PMP
Ensuring the creation and use of appropriate knowledge
Collecting, analyzing, and communicating results
Completing all the work
Managing performance and changes
Making integrated decisions
Measuring and monitoring
Managing phase transitions as req’d

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What does “Develop Project Charter” do

A

Develops document authorizing
existence of a project
Provides PM with the authority to apply organizational resources
Provides a direct link between the project and strategic objectives of the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is the key benefit of creating charter

A

Provides a direct link between the project and the strategic objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The Business Need and cost-benefit analysis comprise the ?

A

Business Case

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The business case and benefits mgmt plan comprise the what?

A

Business documents

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is the document most commonly used to create charter

A

Business CASE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

The document that describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the req’d investment

A

What is the business case

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Business Case results from

A

ME-CLOTS

M arket Demand
E cological Impacts
C ustomer Request
L egal Rqmt
O rganizational Need
T echnological advance
S ocial Need
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

These are used to define initial intentions for a project

A

What are agreements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

By when must a Project Manager be identified

A

Prior to the start of planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the INPUTS to “Develop Project Charter”

A

Business documents

Agreements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the OUTPUTS of “Develop Project Charter”

A

Project Charter

Assumption Log

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What are the 3 first elements of the project charter acronym

A

KPP

K ey Deliverables
P reapproved Financial Resources
P roject Approval Rqmts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the 5 middle elements of the project charter acronym

A

SPOKE

S ummary Milestone Schedule
P roject Purpose
O bjectives
K ey Stakeholder List
E xit Criteria
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the last 4 elements of the project charter acronym

A

SHOP

S takeholder Name/Authority Level
H igh level Rqmts
O verall Project Risk
P rogram Manager/Authority Level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

The Process of defining, preparing and coordinating all plan components and consolidating them into an integrated PMP

A

What is Develop PMP

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

This document defines the basis of all project work and how the work will be performed.

A

What is the PMP

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

This document defines how the project is executed, monitored, controlled, and closed.

A

What is the PMP

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Why must the PMP be baselined?

A

So that the project execution can be measured and compared to its references to manage performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

How are updates to the PMP made

A

Through the change control process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

How do changes to the PMP flow

A

Progressive Elaboration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

the PMP’s starting point

A

What is the charter

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is an example of a vertical market

A

Construction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What are the components of the PMP

A 
Procurement Mgmt Plan
Quality Mgmt Plan
Comm Mgmt Plan
Cost Mgmt Plan
Resource Mgmt Plan
Risk Mgmt Plan
Schedule Mgmt Plan
Scope Mgmt Plan
Stakeholder Engagement Plan

Rqmts Mgmt Plan

Scope Baseline: Scope statement, WBS, WBS dictionary

Schedule Baseline: Schedule model used as basis of comparison to actual results

Cost Baseline: Time phased project budget used as a basis for comparison to actual results

Performance Mgmt Baseline: An integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance

Change Mgmt Plan
Configuration Mgmt Plan
Project Life Cycle
Development approach
Management reviews
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

How CRs will be formally authorized and incorporated

A

What is the Change Mgmt Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

How the information about the items of the project will be recorded and updated so the project remains consistent

A

What is the configuration mgmt plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Describes the series of phases a project passes through from initiation to closure

A

What is Project Life Cycle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

The process of leading and performing the work defined in the PMP and implementing approved changes to achieve project objectives

A

What is “Direct and Manage work”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Provides overall mgmt of project work and deliverables

A

What is “Direct and Manage work”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

KEY Inputs to “Direct and Manage Project Work”

A

PMP
APPROVED change requests
Comm Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What are the KEY Outputs of “Direct and Mange Project Work”

A

Deliverables
Work Performance Data
Issue Log
Change Requests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

This involves executing the planned project activities to complete project deliverables

A

What is “Direct and Manage work”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What does Direct and Manage Project Work Do

A

Allocates available resources
Efficiency of use is managed
Changes Made predicated on analyzing work performance data

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Output of the Perform Integrated change control process

A

What are APPROVED change requests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

When is the issue log first created

A

Direct and Manage Project Work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

The process of using existing knowledge and creating new knowledge to achieve the project’s objectives

A

What is “Manage Project Knowledge”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

What is explicit knowledge

A

Knowledge that can be readily codified

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

What is tacit knowledge

A

Knowledge that is difficult to express; e.g. beliefs, experiences, etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Why do we have knowledge mgmt

A

Make sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project

41
Q

What are the KEY Inputs of “Manage Project Knowledge”

A

Deliverables

42
Q

KEY Tools and Techniques of “Manage Project Knowledge”

A

Knowledge Mgmt

Information Mgmt

43
Q

It connects people so they can work together and create new knowledge, share tacit information, and integrate the knowledge of diverse team members

A

Knowledge Mgmt Tools and techniques

44
Q

Create and connect people to information

A

What is Information Mgmt

45
Q

Often includes document mgmt system

A

Project Mgmt Information System (PMIS)

46
Q

Does the sub-process “Direct and Manage Project work” control, manage, or validate SCOPE?

A

It validates AND Controls it.

47
Q

Links product rqmts to the deliverables

A

What is the Rqmts Traceability Matrix

48
Q

KEY Inputs of D and M Project Work

A

What are APPROVED Change Requests and Project Comms

Risk Report

49
Q

What are KEY outputs of D and M Project Work

A

Deliverables
Work Performance Data
Issue Log
Change Requests

50
Q

Performance reports, deliverable status, and other information

A

What are project communications

51
Q

Provides access to IT S/W tools, such as scheduling S/W tools, work authorization systems, Config Mgmt systems, information collection and distribution systems, etc

A

What is the PMIS system

52
Q

Raw observations and measurements identified during activities performed to carry out the project work. It is gathered through work execution and passed to controlling processes for further analysis

A

What is work performance data

53
Q

Work completed, key performance indicators, technical performance measurements, actual start and finish dates of schedule activities, deliverables status, eetc.

A

What is work performance data

54
Q

The sub-process “Direct and Manage Work” CONTROLS these Knowledge Areas

A 
What are
Procurements
Quality
Cost
Resources
Scope
Schedule
55
Q

The sub-process “Direct and Manage Work” MONITORS these knowledge areas

A

What are
Communications
Risks
Stakeholder Engagements

56
Q

The sub-process “Direct and Manage Work” VALIDATES this knowledge area

A

What is Scope

57
Q

KEY Outputs of Direct and Manage work

A

Deliverables
Work Performance DATA
Issue Log
Change Requests

58
Q

Types of Change Requests

A

Corrective action
Preventive action
Defect repair
Updates (to documents)

59
Q

The process of tracking, reviewing, and reporting the overall progress to meet performance objectives

A

What is “Monitor and Control Project Work”

60
Q

What does it mean to “Monitor”

A

Collect project performance data, produce performance measures, and report and disseminate performance information.

61
Q

What does it mean to “Control.”

A

Comparing actual performance with planned performance, analyzing variances, assessing trends to affect process improvements, evaluating possible alternatives, and recommending corrective action.

62
Q

KEY INPUTS to “M&C Project Work”

A 
Work Performance INFORMATION
Cost forecasts
Basis of Estimates
Schedule Forecasts
Stakeholder expectations and risk thresholds
63
Q

KEY TandT’s of “M&C Project Work”

A

Cost benefit analysis
Earned Value Analysis
Root cause analysis
variance analysis

64
Q

KEY OUTPUTS of “M&C Project Work”

A

Work Performance REPORTS

Change Requests

65
Q

Monitoring tasks

A

Comparing actual performance to the PMP
Determine if corrective or preventive action is warranted
Checking status of individual project risks
Maintaining accurate, timely database
Providing information
Providing forecasts
Monitoring approved changes
Ensuring project remains aligned with business needs

66
Q

This is developed when work performance DATA is compared with the PMP components, project documents, and other project variables.

A

What is Work Performance INFORMATION

67
Q

Example of work performance information

A

DATA: funds that have been expended
INFORMATION: Compare that data to budget, work performed or otherwise

68
Q

It provides an integrated perspective on scope, schedule, and cost performance

A

What is Earned Value

69
Q

The difference between planned and actual performance

A

Variance Analysis

70
Q

The physical or electronic representation of work performance information intended for subsequent action

A

What are Work Performance Reports

71
Q

Status Reports

Progress Reports

A

Examples of Work Performance Reports

72
Q

Result from comparing planned results to actual results

A

Change Requests

73
Q

The process of reviewing all CRs; approving changes and managing changes to deliverables; communicating the decisions; determines the resolution of change requests

A

What is “Perform Integrated Change Control”

74
Q

KEY “Perform Integrated Change Control” INPUTS

A

Change Mgmt Plan
Configuration Mgmt Plan
Scope/Cost/Schedule Baselines
Work Performance REPORTS

75
Q

KEY “Perform Integrated Change Control” T and T’s

A

Change Control Tools

76
Q

KEY “Perform Integrated Change Control” Outputs

A

Approved CRs

77
Q

Who is responsible for “Perform Integrated Change Control”

A

PM

78
Q

A formally charted group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions

A

What is Change Control Board

79
Q

Focused on the specification of both the deliverables and processes

A

What is configuration control

80
Q

What is the difference between change control and configuration control?

A

Configuration control is Focused on the specification of both the deliverables and processes, while change control is focused on identifying, documenting, and approving changes to project documents, deliverables, or baselines

81
Q

When is a formal integrated change control process always required

A

When a CR may impact a baseline

82
Q

What Work Performance Reports are of particular interest to “Perform Integrated Change Control.”

A

Resource availability
schedule and cost reports
earned value reports

83
Q

These are produced by many processes

A

What are Change Requests

84
Q

What should Configuration Tools support

A

Identify configurable item
Record and report status of configuration item
Perform configuration item verification and audit

85
Q

What should Change Mgmt tools support

A

Identify Changes
Document Changes
Decide on Changes
Track Changes

86
Q

These are processed according to the change mgmt plan

A

Change Requests

87
Q

Where do APPROVED change requests go

A

“Direct and Manage Project Work” process

88
Q

The process of finalizing all activities for the project

A

What is “Close Project”

89
Q

KEY INPUTS of “Close Project”

A 
Project Charter
Pretty much every project document
ACCEPTED Deliverables
Business Case
Procurement Documentation
Agreements
90
Q

What are the KEY OUTPUTS of “Close Project”

A

Final product et al

Final Report

91
Q

Documents the project success criteria, approval rqmts, and who will sign off on the project

A

What is the project charter

92
Q

Why is procurement documentation required for closing

A

Need information on contract schedule, scope, quality, and cost performance
Get “As-Built” plans/drawings, operational manuals, etc.

93
Q

Analyzes the interrelationships between different project variables

A

What is regression analysis

94
Q

Final Product

A

Handed over to a different group or operational team

95
Q

A Tool and Technique of some processes, and an Input for others.

A

What is the PMIS

96
Q

A subsystem of the PMIS

Ensures the work is performed at the appropriate time, in the appropriate sequence, and by the appropriate organization.

A

What is the work authorization system

97
Q

The PMIS could be also considered a what?

A

EEF

98
Q

A project or product attribute and explains how the Control Quality process will verify compliance with it.

A

What is a quality metric

PMP (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions