Project Integration Management Flashcards
Tailoring Project Integration Management
- Tailor the processes as needed based off of project priority and need
- Can tailor to the extend that governance, EEFs and PMOs will allow
- Processes that are up for tailoring are project life cycle, development life cycle (adaptive vs. predictive), management approaches (scrum vs. agile), knowledge management, change management, governance, lessons learned and benefits management
Considerations for Adaptive Environments in PIM
- Team members are local domain experts
- Team members determine how plans and components are integrating
- Team members are key and have control
- PMs take servant leadership approach
- PM develops a collaborative decision-making environment
- Team members are generalists rather than specialists
ITTO: Create Project Charter
Inputs:
- Business documents
- Agreements
- Enterprise Environmental Factors
- OPAs
Tools & Techniques:
- Expert judgement
- Data gathering
- Interpersonal and team skills
- Meetings
Outputs:
- Project Charter
- Assumption log
Developing Project Charter
- Authorize the project and the PM
- Pretty high level not specific
- Authorized external to the project (signed by project sponsor not the PM)
- Typically developed once but is possible to have a charter at each phase
Business Case for Project Case
- Describes the market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts and social needs
What is in the project charter?
- Key stakeholders
- approval requirements
- exit criteria
- assigned PM
- sponsor
Benefits Measurement Tools
- Compare the benefits of the project
- examine the cost-benefits ratio
- scoring models - give points to different categories (ex. cost, schedule) and compare across projects
- murder boards - PM/sponsor represents the project and goes before board to answer questions so that they can decide which project will be selected
- payback period - how long will it take to payback the investment for the project?
Future Value of Money
- What is the present amount of money worth in the future to determine how much you should invest in a project
- FV = PV (1 + i)^n
FV = future value
PV= present value
i = interest rate
n = number of time periods
can reverse this to get the present value of money
Net Present Value
- Finds the true value of a project
- Considers a project with multiple returns over multiple time periods
- Equation not necessary for the exam
Internal Rate of Return
- Higher the better, greater than zero = good project
- Present value equals case inflow (i.e. cash coming in)
Assumption Log
- Contains assumptions and constraints
- Assumption is anything that you believe to be true but is not proven (ex. team will stay together for the project). Updated throughout the project
- Constraints are the things that have to be done/used
ITTOs: Developing the Project Management Plan
Inputs:
- Project Charter
- Outputs from other processes
- Enterprise Environmental factors
- OPAs
Tools and Techniques:
- Expert judgement
- Data gathering
- Interpersonal team skills
- Meetings
Outputs:
- Project Management Plan
What is the project management plan?
- Fluid document that can be updated throughout the project
- Prediction of how the project is going to be executed
- There are subsidiary plans for other focus areas that are part of this (ex. cost management plan, risk management plan)
- Starts out at baseline agreement and then changed through change control process
Purpose of the Project Management Plan
- Communicates the intent of the project
- Serves as a guide for the PM
- Provides structure, documentation and baselines
Project Management Plan Participants
- PM
- Project Team Members
- Customers
- Management
Planning Partcipants Skills
- Tailoring PM processes
- Developing additional components of the plan
- determining Tools & techniques
- determining resources and skill levels needed
- defining the level of configuration management
- identifying the project documents subject to formal change control
- prioritizing the work on the project
Kick-off Meetings
- Occur after the Project Management Plan is approved
- Start of execution
- Communicate objectives
- Gain team commitment
- explain stakeholder roles and responsibilities
- timing of this KOM can occur at different times depending on the size of the project
- smaller projects have overlap between planning and execution, KOM occurs during planning after initation
- larger projects have the KOM in the execution process group
- multiphase projects will typically have a KOM at the beginning of each phase
What is in a project management plan?
- Scope management plan
- requirements management plan
- schedule management plan
- cost management plan
- quality management plan
- resource management plan
- communications management plan
- risk management plan
- procurement management plan
- stakeholder engagement plan
- baselines
- change management plan
- configuration management plan
- performance measurement baseline
- project life cycle
- development approach
- management reviews
Scope baseline
- scope statement, work breakdown structure
schedule baseline
- schedule model that is used as a basis for comparison to the actual results
cost baseline
time-phased project budget that is used as a basis for comparison to the actual results
ITTO: Direct and Manage Project Work
Inputs:
- Project management plan
- Project Documents (change log, lessons learned register, etc.)
- Approved change requests
- Enterprise Environmental Factors
- OPAs
Tools & Techniques:
- Expert judgement
- PMIS
- Meetings
Outputs:
- Deliverables
- WPA
- Issue log
- Change requests
- Project management plan
- Project document updates
- OPA updates
Corrective Action
- Fixing a problem
- Realigns project work with project plan
- Keeps work in scope
Preventative Action
- Ensures future performance
- Prevents an issue from happening again (safety, training, risk management)
Defect repair
- Modifies nonconformance to project requirements
- Retrain people to make sure that the issue doesn’t happen again
- Requires change control/request
Deliverable
- Any unique and verifiable product, result or capability
- typically the outcomes of the project
- can include components of the project management plan
Configuration Management
- control of multiple versions of a deliverable
- making sure the appropriate version is being distributed
Issue Log
- Way of identifying the issue type
- Updated throughout the project
- who raised the issue and when
- issue description, priority and assignment
- target resolution date
- issue status
- outcome
ITTOs: Manage Project Knowledge
Inputs:
- Project management plan
- Project documents
- Deliverables
- EEFs
- OPAs
Tools & Techniques:
- Expert judgement
- knowledge management
- information management
- interpersonal and team skills
outputs:
- lessons learned register
- project management plan updates
- OPA updates
Explicit knowledge
- knowledge that can be quickly and easily expressed through conversations, documentation, figures or numbers
Tacit knowledge
- personal believes, values, knowledge gain from experiences and “know how”
- difficult to express
Storytelling
- team members/experts share tacit knowledge
work shadowing
you follow or shadow and expert
reverse shadowing
the expert follows the learner to offer coaching
ITTO: Monitoring and Controlling the Work
Inputs:
- Project Management Plan
- Lots of project documents
- WPI
- Agreements
- Enterprise Environmental Factors
- Organizational Process Assets
Tools & Techniques:
- Expert Judgement
- Data Analysis
- Decision Making
- Meetings
Outputs:
- Work Performance Reports
- Change Requests
- PM Plan updates
- Project document updates
Difference between Monitoring and Controlling
Monitoring = collecting, measuring, assessing measurements, etc.
Controlling = CAPAs, replanning, follow-up on action plans
Alternative analysis
CAPAs to fix problems and prevent problems
Cost-benefit analysis
cost of the proposed corrective actions and the consideration of the benefits the actions will create
Earned value analysis
earned value management is a suite of formulas that helps to show project performance
Root Cause/Causal Analysis
- Determine what activities, people and organizational processes or other factors are contributing to an effect
Trend analysis
recurring problems, threats and opportunities
Variance analysis
- Difference of planned vs. experienced
- helps determine root cause
ITTOs: Integrated Change Control
Inputs:
- Project Management Plan
- Project documents
- Work Performance Reports
- Change requests
- EEFs
- OPAs
Tools & Techniques:
- Expert judgement
- Change control tools
- Data Analysis
- Decision Making
- Meetings
Outputs:
- Approved change
- PM plan updates
- project docs updates
- change log
When is integrated change control required?
- Any time there needs to be a deviation from the baseline
Who is responsible for the integrated change control?
Project Manager
When do Integrated Change Controls happen?
Throughout the life of the project
Verbal Change requests _______
- Can happen but need to be documented somehow
When is the integrated change control process for?
- Identifying a change and determining the impacts to the overall project
Change Approval level
- Can have a threshold in the project plan that if a change falls above the threshold automatically gets rejected or requires a different level of approval (ex. Change Control board)
- Ex. if it costs more than $10,000, if it takes longer than 2 weeks
Change Requests as Outputs
- processes can create change requests
- CAPAs
- Defect Repair
- Updates to formally controlled documents
Configuration Control
- Changes to features or functions (i.e. scope change)
Configuration Identification
- Identification and documentation of the product and it’s components
Configuration status accounting
- Documentation of the product information
Configuration verification and auditing
- Concerned with performance and functional attributes of the product
Unapproved Changes
- Ex. Developer wanting to add an additional feature
- Not in the original plan so we have to figure out how to deal with it
- Document in the change log whether or not it was approved
Scope creep
- Bypassing defined change control
- “project poison”
Gold plating
- Way to use leftover budget
- Add features that weren’t in the original plan
- Sponsor needs to decide if they want those features or not
Track Changes
- Ex. Defect Repair
Integrated Change Control Workflow
- Change request comes in (reference diagram for ways it can come in)
- Enters Change/Configuration management system
- Either goes to Integrated Change control or to the change control board
- Determine the impacts of the change to different project areas
- Change will either be approved, declined or approved
- Updates to relevant project documents/project plan
- Change log is updated to document history of the outcome
Integrated Change Control Decision Making
- Voting (unanimity, majority or plurality)
- Autocratic decision making (one person decides)
- Multicriteria decision analysis (decision matrix for systematic analytical approach using predefined criteria)
ITTOs: Close the Project or Phase
Inputs:
- Charter
- Project Management Plan
- Project Documents
- Accepted Deliverables
- Business Documents
- Agreements
- Procurement Documentation
- OPA
Tools & Techniques:
- Expert Judgement
- Data Anlysis
- Meetings
Outputs:
- Project Document Updates
- Final product, service or result transition
- Final Report
- Organizational process assets updates
Administrative Closure
- Execution of closing the project
- Closing project accounts
- Reassigning personnel
- Dealing with excess project material
- Reallocating project facilities, equipment and other resources
- Creating the final project reports (i.e. documents whether or not the project was successful)
Closing Contractual Agreements
- Confirming the formal acceptance of work
- Finalizing open claims
- Updating records to reflect results
- Archiving information for the future
Early Project Closure
- Project termination
- Why was the project terminated
- Communicate with stakeholders
- Complete project closure
Final Project Report
- Summary of the project or phase
- Scope objectives and evidence that completion was met
- Quality objectives and reasons for variances
- Cost objectives and reasons for any variances
- Schedule objectives and reasons for any variances
- Summary of the validation for the final product, service or result
- Review of meeting/failing business objectives
- Review of risks managed within the project
