Integration Mgmt Input/Output Definitions Flashcards
Approved Change Requests
Perform Integrated Change Control (process 4.5) is where requests for changes are approved or rejected. Approved change requests are scheduled for implementation by the project team. Approved change requests are changes to expand/reduce project scope or a modification of policies.
Business Case
There should be some sort of demand for the product or service, a demand that might be created by one or more of the following factors: • Market demand • Organizational need • Customer request • Technological advance • Legal or regulatory requirement • Social need
Change Request Status Updates
The change requests are processed according to the change control system by a Change Control Board or whatever system the company has in place. If the result of the change control system is that the change is approved, then and only then is it implemented by the Direct and Manage Execution process. The change request log gives the status of the change requests and tells whether the change is accepted or rejected.
Change Requests
If during the course of executing the project, issues develop that require a change to the scope, budget, or schedule, or quality, then change requests are developed. Note that the change requests are made in the Executing Progress Group, but are evaluated and either accepted or rejected as part of the Monitoring & Controlling Progress Group. If they are accepted, these changes get fed into the Executing Progress Group once again.
Contract
A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.
Deliverables
Any unique and verifiable product, result, or capability to perform a service that must be produced to complete part of the project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.
EEF
This is the “company culture”, or factors that are external to the project but which influence the project’s success. These can include the company databases and, in particular, the project management software used by the company. Think of them as “soft copy” (software and the company culture or “unwritten rules” that govern how work is done).
OPA
Written procedures, policies, and guidelines that are used by the company to guide all operations, including projects. Lessons learned would be an important part of OPA.
Think of the operational process assets as the “hard copy” (written procedures)
Outputs from Planning Processes
It is important to note that this process takes all the management plans from the other Knowledge Areas and integrates it into the overall Project Management Plan. So the output from the Planning Processes becomes the input for this process.
Performance Reports
Performance reports communicate project performance and status information with regard to scope, schedule, cost, quality, resources and risks to various stakeholders as per the Communication Management Plan. They provide summarized project status, forecasts, EV information, variance analysis, seller performance reports, significant achievements, status of risks, and project issues.
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities. “Green Light” document.
Important elements of the Project Charter include:
• Project purpose or justification
• Project requirements, assumptions and risks (high-level)
• Measurable objectives
• High-level schedule and budget summary
• Project manager assigned to project
• Sponsor approval
Project Document Updates
Any time there has been a change that will impact the project it must be documented and the stakeholder’s must be informed.
Project Management Plan
A formal, approved document that defines how the project is executed, monitored, and controlled. It will be composed of one or more subsidiary management plans and other planning documents.
Project Management Plan Updates
If the project management plan is changed or the performance baseline is changed, then updates to these are made.
Project Statement of Work
The Project Statement of Work, sometimes referred to as an SOW, is a description of the products or services to be delivered by the project. It relates this product or service to both the business need for the product, and aligns the project with the strategic plan of the organization.
