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
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
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
4
Q
What is the key benefit of creating charter
A
Provides a direct link between the project and the strategic objectives
5
Q
The Business Need and cost-benefit analysis comprise the ?
A
Business Case
6
Q
The business case and benefits mgmt plan comprise the what?
A
Business documents
7
Q
What is the document most commonly used to create charter
A
Business CASE
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
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
10
Q
These are used to define initial intentions for a project
A
What are agreements
11
Q
By when must a Project Manager be identified
A
Prior to the start of planning
12
Q
What are the INPUTS to “Develop Project Charter”
A
Business documents
Agreements
13
Q
What are the OUTPUTS of “Develop Project Charter”
A
Project Charter
Assumption Log
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
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
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
17
Q
The Process of defining, preparing and coordinating all plan components and consolidating them into an integrated PMP
A
What is Develop PMP
18
Q
This document defines the basis of all project work and how the work will be performed.
A
What is the PMP
19
Q
This document defines how the project is executed, monitored, controlled, and closed.
A
What is the PMP
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
21
Q
How are updates to the PMP made
A
Through the change control process
22
Q
How do changes to the PMP flow
A
Progressive Elaboration
23
Q
the PMP’s starting point
A
What is the charter
24
Q
What is an example of a vertical market
A
Construction
25
What are the components of the PMP
```
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
```
26
How CRs will be formally authorized and incorporated
What is the Change Mgmt Plan
27
How the information about the items of the project will be recorded and updated so the project remains consistent
What is the configuration mgmt plan
28
Describes the series of phases a project passes through from initiation to closure
What is Project Life Cycle
29
The process of leading and performing the work defined in the PMP and implementing approved changes to achieve project objectives
What is "Direct and Manage work"
30
Provides overall mgmt of project work and deliverables
What is "Direct and Manage work"
31
KEY Inputs to "Direct and Manage Project Work"
PMP
APPROVED change requests
Comm Plan
32
What are the KEY Outputs of "Direct and Mange Project Work"
Deliverables
Work Performance Data
Issue Log
Change Requests
33
This involves executing the planned project activities to complete project deliverables
What is "Direct and Manage work"
34
What does Direct and Manage Project Work Do
Allocates available resources
Efficiency of use is managed
Changes Made predicated on analyzing work performance data
35
Output of the Perform Integrated change control process
What are APPROVED change requests
36
When is the issue log first created
Direct and Manage Project Work
37
The process of using existing knowledge and creating new knowledge to achieve the project's objectives
What is "Manage Project Knowledge"
38
What is explicit knowledge
Knowledge that can be readily codified
39
What is tacit knowledge
Knowledge that is difficult to express; e.g. beliefs, experiences, etc
40
Why do we have knowledge mgmt
Make sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project
41
What are the KEY Inputs of "Manage Project Knowledge"
Deliverables
42
KEY Tools and Techniques of "Manage Project Knowledge"
Knowledge Mgmt
| Information Mgmt
43
It connects people so they can work together and create new knowledge, share tacit information, and integrate the knowledge of diverse team members
Knowledge Mgmt Tools and techniques
44
Create and connect people to information
What is Information Mgmt
45
Often includes document mgmt system
Project Mgmt Information System (PMIS)
46
Does the sub-process "Direct and Manage Project work" control, manage, or validate SCOPE?
It validates AND Controls it.
47
Links product rqmts to the deliverables
What is the Rqmts Traceability Matrix
48
KEY Inputs of D and M Project Work
What are APPROVED Change Requests and Project Comms
| Risk Report
49
What are KEY outputs of D and M Project Work
Deliverables
Work Performance Data
Issue Log
Change Requests
50
Performance reports, deliverable status, and other information
What are project communications
51
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
What is the PMIS system
52
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
What is work performance data
53
Work completed, key performance indicators, technical performance measurements, actual start and finish dates of schedule activities, deliverables status, eetc.
What is work performance data
54
The sub-process "Direct and Manage Work" CONTROLS these Knowledge Areas
```
What are
Procurements
Quality
Cost
Resources
Scope
Schedule
```
55
The sub-process "Direct and Manage Work" MONITORS these knowledge areas
What are
Communications
Risks
Stakeholder Engagements
56
The sub-process "Direct and Manage Work" VALIDATES this knowledge area
What is Scope
57
KEY Outputs of Direct and Manage work
Deliverables
Work Performance DATA
Issue Log
Change Requests
58
Types of Change Requests
Corrective action
Preventive action
Defect repair
Updates (to documents)
59
The process of tracking, reviewing, and reporting the overall progress to meet performance objectives
What is "Monitor and Control Project Work"
60
What does it mean to "Monitor"
Collect project performance data, produce performance measures, and report and disseminate performance information.
61
What does it mean to "Control."
Comparing actual performance with planned performance, analyzing variances, assessing trends to affect process improvements, evaluating possible alternatives, and recommending corrective action.
62
KEY INPUTS to "M&C Project Work"
```
Work Performance INFORMATION
Cost forecasts
Basis of Estimates
Schedule Forecasts
Stakeholder expectations and risk thresholds
```
63
KEY TandT's of "M&C Project Work"
Cost benefit analysis
Earned Value Analysis
Root cause analysis
variance analysis
64
KEY OUTPUTS of "M&C Project Work"
Work Performance REPORTS
| Change Requests
65
Monitoring tasks
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
This is developed when work performance DATA is compared with the PMP components, project documents, and other project variables.
What is Work Performance INFORMATION
67
Example of work performance information
DATA: funds that have been expended
INFORMATION: Compare that data to budget, work performed or otherwise
68
It provides an integrated perspective on scope, schedule, and cost performance
What is Earned Value
69
The difference between planned and actual performance
Variance Analysis
70
The physical or electronic representation of work performance information intended for subsequent action
What are Work Performance Reports
71
Status Reports
| Progress Reports
Examples of Work Performance Reports
72
Result from comparing planned results to actual results
Change Requests
73
The process of reviewing all CRs; approving changes and managing changes to deliverables; communicating the decisions; determines the resolution of change requests
What is "Perform Integrated Change Control"
74
KEY "Perform Integrated Change Control" INPUTS
Change Mgmt Plan
Configuration Mgmt Plan
Scope/Cost/Schedule Baselines
Work Performance REPORTS
75
KEY "Perform Integrated Change Control" T and T's
Change Control Tools
76
KEY "Perform Integrated Change Control" Outputs
Approved CRs
77
Who is responsible for "Perform Integrated Change Control"
PM
78
A formally charted group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions
What is Change Control Board
79
Focused on the specification of both the deliverables and processes
What is configuration control
80
What is the difference between change control and configuration control?
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
When is a formal integrated change control process always required
When a CR may impact a baseline
82
What Work Performance Reports are of particular interest to "Perform Integrated Change Control."
Resource availability
schedule and cost reports
earned value reports
83
These are produced by many processes
What are Change Requests
84
What should Configuration Tools support
Identify configurable item
Record and report status of configuration item
Perform configuration item verification and audit
85
What should Change Mgmt tools support
Identify Changes
Document Changes
Decide on Changes
Track Changes
86
These are processed according to the change mgmt plan
Change Requests
87
Where do APPROVED change requests go
"Direct and Manage Project Work" process
88
The process of finalizing all activities for the project
What is "Close Project"
89
KEY INPUTS of "Close Project"
```
Project Charter
Pretty much every project document
ACCEPTED Deliverables
Business Case
Procurement Documentation
Agreements
```
90
What are the KEY OUTPUTS of "Close Project"
Final product et al
| Final Report
91
Documents the project success criteria, approval rqmts, and who will sign off on the project
What is the project charter
92
Why is procurement documentation required for closing
Need information on contract schedule, scope, quality, and cost performance
Get "As-Built" plans/drawings, operational manuals, etc.
93
Analyzes the interrelationships between different project variables
What is regression analysis
94
Final Product
Handed over to a different group or operational team
95
A Tool and Technique of some processes, and an Input for others.
What is the PMIS
96
A subsystem of the PMIS
| Ensures the work is performed at the appropriate time, in the appropriate sequence, and by the appropriate organization.
What is the work authorization system
97
The PMIS could be also considered a what?
EEF
98
A project or product attribute and explains how the Control Quality process will verify compliance with it.
What is a quality metric
