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PMP Study Cards > PMBOK Ch 04 Integration Mgt > Flashcards

PMBOK Ch 04 Integration Mgt Flashcards

0
Q

Develop Project Charter Inputs

A
  1. Project SOW
  2. Business Case
  3. Agreements
  4. Enterprise Environmental Factors
  5. Organizational Process Assets
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1
Q

Develop Project Charter (I-TT-O)

A

5-2-1

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2
Q

Develop Project Charter T&T

A
  1. Expert Judgement

2. Facilitation Techniques

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3
Q

Develop Project Charter Outputs

A
  1. Project Charter
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4
Q

Develop Project Management Plan (I-TT-O)

A

4-2-1

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5
Q

Develop Project Management Plan Inputs

A
  1. Project Charter
  2. Outputs from other processes
  3. Enterprise Environmental Factors
  4. Organizational Process Assets
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6
Q

Develop Project Management Plan T&T

A
  1. Expert Judgement

2. Facilitation Techniques

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7
Q

Develop Project Management Plan Outputs

A
  1. Project Management Plan
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8
Q

Direct & Manage Project Work (I-TT-O)

A

4-3-5

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9
Q

Direct & Manage Project Work Inputs

A
  1. Project Management Plan
  2. Approved Change Requests
  3. Enterprise Environmental Factors
  4. Organizational Process Assets
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10
Q

Direct & Manage Project Work T&T

A
  1. Expert Judgment
  2. PMIS
  3. Meetings
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11
Q

Direct & Manage Project Work Outputs

A
  1. Deliverables
  2. Work Performance Data
  3. Change Requests
  4. Project Management Plan Updates
  5. Project Documents Updates
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12
Q

Monitor & Control Project Work (I-TT-O)

A

7-4-4

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13
Q

Monitor & Control Project Work Inputs

A
  1. Project Management Plan
  2. Schedule Forecasts
  3. Cost Forecasts
  4. Validated Changes
  5. Work Performance Information
  6. Enterprise Environmental Factors
  7. Organizational Process Assets
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14
Q

Monitor & Control Project Work T&T

A
  1. Expert Judgment
  2. Analytical Techniques
  3. PMIS
  4. Meetings
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15
Q

Monitor & Control Project Work Outputs

A
  1. Change Requests
  2. Work Performance Reports
  3. Project Management Plan Updates
  4. Project Documents Updates
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16
Q

Perform Integrated Change Control (I-TT-O)

A

5-3-4

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17
Q

Perform Integrated Change Control Inputs

A
  1. Project Management Plan
  2. Work Performance Reports
  3. Change Requests
  4. Enterprise Environmental Factors
  5. Organizational Process Assets
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18
Q

Perform Integrated Change Control T&T

A
  1. Expert Judgement
  2. Meetings
  3. Change Control Tools
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19
Q

Perform Integrated Change Control Outputs

A
  1. Approved Change Requests
  2. Change Log
  3. Project Management Plan Updates
  4. Project Documents Updates
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20
Q

Close Project or Phase (I-TT-O)

A

3-3-2

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21
Q

Close Project or Phase Inputs

A
  1. Project Management Plan
  2. Accepted Deliverables
  3. Organizational Process Assets
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22
Q

Close Project or Phase T&T

A
  1. Expert Judgement
  2. Analytical Techniques
  3. Meetings
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23
Q

Close Project or Phase Outputs

A
  1. Final Product, Service, or Result Transition

2. Organizational Process Assets Updates

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24
Q

Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

A

Project Integration Management

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25
Q

The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

A

Develop Project Charter

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26
Q

The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.

A

Develop Project Management Plan

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27
Q

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

A

Direct and Manage Project Work

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28
Q

The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

A

Monitor and Control Project Work

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29
Q

The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

A

Perform Integrated Change Control

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30
Q

The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.

A

Close Project or Phase

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31
Q

The need for Project Integration Management is necessary in situations where individual processes ___________.

A

Interact

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32
Q

The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

A

Develop Project Charter

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33
Q

Establishes a partnership between the performing and requesting organizations.

A

Project Charter

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34
Q

A ______ ______ is typically the preferred way to establish an agreement with external projects.

A

Formal Contract

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35
Q

A project charter is still used to establish internal ______ within an organization to assure proper delivery under the contract.

A

Agreements

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36
Q

The _____ project charter formally initiates the project.

A

Approved

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37
Q

The project charter should be authorized by the _____ _____.

A

Sponsoring Entity

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38
Q

The project charter provides the project manager with the ______ to plan and execute the project.

A

Authority

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39
Q

It is recommended that the _____ _____ participate in the development of the project charter to obtain a foundational understanding of the project requirements.

A

Project Manager

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40
Q

Projects are initiated due to _____ _____ _____ or _____ _____.

A

Internal Business Needs

External Influences

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41
Q

Chartering a project validates alignment of the project to the _____ and ongoing _____ of the organization.

A

Strategy

Work

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42
Q

A project charter is ______ considered to be a _____ because there is no consideration or money promised or exchanged in its creation.

A

Not

Contract

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43
Q

A narrative description of products, services, or results to be delivered by a project.

A

Project SOW

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44
Q

For internal projects, the _____ or _____ provides the SOW based on business needs, product, or service requirements.

A

Project Initiator

Sponsor

45
Q

For external projects, the SOW can be received from the _____ as part of the bid document.

46
Q

The SOW references the following:

A
  1. Business Need
  2. Product Scope Description
  3. Strategic Plan
47
Q

An organization’s business need may be based on:

A
  1. Market Demand
  2. Technological Advance
  3. Legal Requirement
  4. Government Regulation
  5. Environmental Consideration
48
Q

Documents the characteristics of the product, service, or results that the project will be undertaken to create.

A

Product Scope Description

49
Q

Documents the relationship between the products, services, or results being created and the business need that the project will address.

A

Product Scope Description

50
Q

Documents the organization’s strategic vision, goals, and objectives and may contain a high-level mission statement.

A

Strategic Plan

51
Q

Describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment.

A

Business Case

52
Q

This is commonly used for decision making by managers or executives above the project level.

A

Business Case

53
Q

The _____ and the _____ are contained in the business case.

A
  1. Business Need

2. Cost-Benefit Analysis

54
Q

The _____ should agree to the scope and limitations of the business case.

55
Q

The business case is created as a result of:

A
  1. Market Demand
  2. Organizational Need
  3. Customer Need
  4. Technological Advance
  5. Legal Requirement
  6. Ecological Impacts
  7. Social Need
56
Q

In _____ projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits.

57
Q

The _____ is responsible for ensuring that project effectively and efficiently meets the goals of the organization and those requirements of a board set of stakeholders, as defined in the business case

A

Project Manager

58
Q

Used to define initial intentions for a project.

A

Agreements

59
Q

Agreements may take the form of:

A
  1. Contracts
  2. Memorandums of Understanding (MOUs)
  3. Service Level Agreements (SLA)
  4. Letter of Agreements
  5. Letter of Intent
  6. Verbal Agreements
  7. Email
  8. Other Written Agreements
60
Q

EEFs that can influence the Develop Project Charter process include:

A
  1. Gov Stds, industry stds, or regs
  2. Org culture & structure
  3. Maketplace conditions
61
Q

OPAs that can influence the Develop Project Charter process include:

A
  1. Org std processes, policies, & process def
  2. Templates
  3. Historical info & lessons learned knowledge base
62
Q

_____ is often used to assess the inputs used to develop the project charter and is applied to all technical and management details during this process.

A

Expert Judgement

63
Q

Expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:

A
  1. Other unit of the org
  2. Consultants
  3. Stakeholders, including customers or sponsors
  4. Professional & technical assoc
  5. Industry groups
  6. SMEs
  7. PMO
64
Q

_____ have the board application within project management processes & guide the development of the project charter. Brainstorming, conflict resolution, problem solving, & meeting management are examples of key techniques used to help teams and individuals accomplish project activities.

A

Facilitation Techniques

65
Q

The 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.

A

Project Charter

66
Q

The project charter documents the:

A
  1. Business Needs
  2. Assumptions
  3. Constraints
  4. The understanding of the customer’s needs
  5. High-level requirements
  6. The new product service, or result
67
Q

The project charter consists of:

A
  1. Project purpose or justification
  2. Measurable project objectives and related success criteria
  3. High-level requirements
  4. Assumptions and constraints
  5. High-level project description & boundaries
  6. High-level risks
  7. Summary milestone schedule
  8. Summary budget
  9. Stakeholder list
  10. Project approval requirements
  11. Assigned project manager, responsibility, and authority level
  12. Name and authority of the sponsor or other person(s) authorizing the project charter
68
Q

The key benefit of this process is a central document that defines the basis of all project work.

A

Project Management Plan

69
Q

The Develop PMPln process results in a project management plan that is _____ by updates, and controlled and approved through the Perform Integrated Change Control process.

A

Progressively Elaborated

70
Q

At a minimum, the project charter should define the _____ of a project. The project manager uses the project charter as the _____ for initial planning throughout thee Initiating Process Group.

A

High-level Boundaries

Starting Point

71
Q

Any _____ and _____ that are an output from other planning processes are _____ to the Develop PMPln. Changes to these documents may necessitate _____to the PMPln.

A

Baselines and Subsidiary Plans
Inputs
Updates

72
Q

EEFs for PMPln

A
  1. Gov or Ind Stds
  2. PMBOK for vertical market
  3. PMIS
  4. Org structure, culture, mgt practices, & sustainability
  5. Infastructure
  6. Personnel Administration
73
Q

OPAs for PMPln

A
  1. Std Guidelines
  2. PMPln Template
  3. Chg Cntl Procedures
  4. Project files from previous projects
  5. Historical information & lessons learned knowledge base
  6. Configuration mgt knowledge base
74
Q

PMPln Project Baselines

A
  1. Scope Baseline
  2. Schedule Baseline
  3. Cost Baseline
75
Q

PMPln Subsidiary Plans

A
  1. Scope Mgt Pln
  2. Rqmts Mgt Pln
  3. Sch Mgt Pln
  4. Cost Mgt Pln
  5. Quality Mgt Pln
  6. Process Improvement Pln
  7. HR Mgt Pln
  8. Comm Mgt Pln
  9. Risk Mgt Pln
  10. Proc Mgt Pln
  11. SH Mgt Pln
76
Q

List other items that may be included in the PMPln

A
  1. Life cycle selected
  2. PM processes
  3. Level of implementation for each process
  4. Desc of T&T to be used
  5. Desc of how the selected processes will be used to mng the project
  6. Desc of how work will be executed
  7. Chg Mgt Pln
  8. Conf Mgt Pln
  9. Desc of how the integrity of the project baselines will be maintained
  10. Rqmts & techniques for comm among SH
  11. Key mgt reviews
77
Q

Once the PMPln is base-lined, it may only be changed when a ______ is generated and _____.

A

Change Request

Approved

78
Q

The key benefit of the Direct & Manage Project Work process is that it provides _____ management of the project work.

79
Q

The PM, along with the PM Team, directs the performance of the _____ project activities and manages the various technical and organizational _____ that exist in the project.

A

Planned

Interfaces

80
Q

The PM should also manage the ____ activities and determine a course of action.

81
Q

Work performance data includes information about the _____ status of the deliverables and other relevant details about project _____.

A

Completion

Performance

82
Q

Direct and Manage Project Work requires review of the impact of all project changes and the implementation of approved changes:

A
  1. Corrective Action
  2. Preventive Action
  3. Defect Repair
83
Q

An intentional activity that realigns the performance of the project work with the project management plan.

A

Corrective Action

84
Q

An intentional activity that ensures the future performance of the project work is aligned with the project management plan.

A

Preventive Action

85
Q

An intentional activity to modify a nonconforming product or product component.

A

Defect Repair

86
Q

List the subsidiary plans that relate to project work.

A
  1. Scope Mgt Pln
  2. Rqmts Mgt Pln
  3. Sch Mgt Pln
  4. Cost Mgt Pln
  5. SH Mgt Pln
87
Q

An output of the Perform Integrated Change Control process, and include those request reviewed and approved for implementation by the change control board (CCB).

A

Approved Change Requests

88
Q

EEFs influenced by the Direct and Manage Project Work process:

A
  1. Organizational, company, or customer culture and structure
  2. Infrastructure
  3. Personnel administration
  4. Stakeholder Risk Tolerances
  5. PMIS
89
Q

OPAs influenced by the Direct and Manage Project Work process:

A
  1. Standardized guidelines and work instructions
  2. Comm Rqmts
  3. Issue & Defect Mgt Procedures
  4. Process Measurement DB
  5. Project files from previous projects
  6. Issue & defect mgt DB
90
Q

Is a part of the environmental factors and provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems.

91
Q

Automated gathering and reporting on _____ can be part of the PMIS.

92
Q

Meetings should be prepared with the following:

A
  1. Well-defined agenda
  2. Purpose
  3. Objective
  4. Time Frame
  5. Documented with meeting minutes and action items
93
Q

A formal proposal to modify any document, deliverable, or baseline.

A

Change Request

94
Q

_____ changes will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan.

95
Q

Changes to formally controlled documents, plans, etc., to reflect modified or additional ideas or content.

96
Q

The key benefit of the Monitor and Control Project Work is that it allows _____ to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.

A

Stakeholders

97
Q

_____ is an aspect of PM performed throughout the project.

98
Q

Monitoring includes collecting, _____, and distributing _____ information, and assessing measurements and _____ to effect process improvement.

A

Measuring
Performance
Trends

99
Q

Continuous monitoring gives the PM team insight into the _____ of the project and identifies any areas that may require _____ attention.

A

Health

Special

100
Q

Control includes determining _____ or _____ actions or re-planning and follow upon action _____ to determine whether the actions taken resolved the performance issue

A

Corrective
Preventive
Plans

101
Q

Monitoring and controlling project work involves looking at _____ aspects of the project. Subsidiary plans within the PMPln form the basis for _____ the project.

A

All

Controlling

102
Q

The _____ forecasts are derived from progress against the schedule baseline and computed _____. This is typically expressed in terms of _____ and _____. For projects not using earned value management , variances against the _____ and _____ are provided.

A 
Schedule
Time Estimate to Complete (ETC)
Schedule Variance (SV)
Schedule Performance Index (SPI)
Planned Finish Dates
Forecasted Finish Dates
103
Q

The _____ forecasts are derived from progress against the cost baseline and computed _____. This is typically expressed in terms of _____ and ______. An estimate to complete (EAC) can be compared to the _____ to see if the project is still within tolerance ranges or if a change is required. For projects not using earned value management, variances against the _____ verses _____ expenditures and _____ final costs are provided.

A 
Cost
Estimate to Complete (ETC)
Cost Variance (CV)
Cost Performance Index (CPI)
Budget at Completion (BAC)
Planned
Actual
Forecasted
104
Q

The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas.

A

Work Performance Information

105
Q

Work performance information is correlated and contextualized, and provides a sound foundation for project _____.

106
Q

Various techniques applied in PM to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.

A

Analytical Techniques

107
Q

Analytical Technique Examples:

A
  1. Regression Analysis
  2. Grouping Analysis
  3. Causal Analysis
  4. Root Cause Analysis
  5. Forecasting Methods
  6. Failure mode and effect analysis (FMEA)
  7. Fault tree analysis (FTA)
  8. Reserve Analysis
  9. Trend Analysis
  10. Earned Value Mgt
  11. Variance Analysis
108
Q

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.

A

Work Performance Reports

109
Q

Work Performance Report Examples:

A
  1. Status Reports
  2. Memos
  3. Justifications
  4. Information Notes
  5. Recommendations
  6. Updates

PMP Study Cards (16 decks)

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