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CAPM Exam Prep > Project Integration Management > Flashcards

Project Integration Management Flashcards

1
Q

Project Integration Management

A

Processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the project management process groups.

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2
Q

Project Integration Management Processes

A
  • Develop Project Charter
  • Develop Project Management Plan
  • Direct and Manage Project Work
  • Manage Project Knowledge
  • Monitor and Control Project Work
  • Perform Integrated Change Control
  • Close Project or Phase
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3
Q

Trends and Emerging Practices in Project Integration Management

A
  • Use of automated tools
  • Use of visual management tools
  • Project knowledge management
  • Expanding the project manager’s responsibilities
  • Hybrid methodologies
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4
Q

Develop Project Charter

A

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

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5
Q

Develop Project Charter Key Benefits

A
  • Provides a direct link between the project and the strategic objectives of the organization
  • Creates a formal record of the project
  • Shows the organizational commitment to the project
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6
Q

Develop Project Charter: Inputs

A
  • Business Document: Business Case
  • Agreements
  • Enterprise Environmental Factors
  • Organizational Process Assets
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7
Q

Business Case

A

Describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment

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8
Q

Why is Business Case created?

A
  • Market demand
  • Organizational need
  • Customer request
  • Technological advance
  • Legal requirement
  • Ecological impacts
  • Social need
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9
Q

Agreements

A

Used to define initial intentions for a project (contracts, memorandums of understanding, service level agreements, letter of agreement, letters of intent, verbal agreements, email, or other written agreement)

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10
Q

Develop Project Charter: Tools and Techniques

A
  • Expert Judgment
  • Data Gathering
    • Brainstorming
    • Focus Groups
    • Interviews
  • Interpersonal and Team Skills
    • Conflict Management
    • Facilitation
    • Meeting Management
  • Meetings
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11
Q

Expert Judgment

A

Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed.

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12
Q

Brainstorming

A

Used to identify a list of ideas in a short period of time. Comprises of two parts: Idea Generation and Analysis

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13
Q

Focus Groups

A

Bring together stakeholders and SMEs to learn about the perceived project risk, success criteria and other topics in a more conversational way than a one-on-one interview.

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14
Q

Interviews

A

Used to obtain information on high-level requirements, assumptions, or constraints, approval criteria, and other information from stakeholders by talking directly to them.

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15
Q

Conflict Management

A

Used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter

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16
Q

Facilitation

A

Ability to effectively guide a group event to a successful decision, solution or conclusion (Effective Participation)

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17
Q

Meeting Management

A

Includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, preparing and sending the follow-up minutes and actions.

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18
Q

Develop Project Charter: Outputs

A
  • Project Charter

* Assumption Log

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19
Q

Project Charter

A

Issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with authority to apply organizational resources to project activities.

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20
Q

Assumption Log

A

Used to record all assumptions and constraints throughout the project life cycle.

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21
Q

Develop Project Management Plan

A

Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.

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22
Q

Develop Project Management Plan Key Benefit

A

Production of a comprehensive document that defines the basis of all project work and how the work will be performed.

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23
Q

Develop Project Management Plan: Inputs

A
  • Project Charter
  • Outputs from other processes
  • Enterprise Environmental Factors
  • Organizational Process Assets
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24
Q

Development Project Management Plan: Tools and Techniques

A
  • Expert Judgment
  • Data Gathering
    • Brainstorming
    • Checklists
    • Focus Groups
    • Interviews
  • Interpersonal and Team Skills
    • Conflict Management
    • Facilitation
    • Meeting Management
  • Meetings: Project Kick-off Meeting
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25
Q

Project Kick-off Meeting

A

To communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholders.

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26
Q

Develop Project Management Plan: Outputs

A
  • Project Management Plan:
    • Subsidiary Management Plans
      • 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 EngagementPlan
    • Baselines
      • Scope Baseline
      • Schedule Baseline
      • Cost Baseline
    • Additional Components
      • Change Management Plan
      • Configuration Management Plan
      • Performance Measurement Baseline
      • Project Life Cycle
      • Development Approach
      • Management Reviews
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27
Q

Project Management Plan

A

Document that describes how the project will be executed, monitored and controlled, and closed.

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28
Q

Scope Management Plan

A

Establishes how the scope will be defined, developed, monitored, controlled, and validated.

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29
Q

Requirements Management Plan

A

Establishes how the requirements will be analyzed, documented, and managed.

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30
Q

Schedule Management Plan

A

Establishes the criteria and the activities for developing, monitoring, and controlling the schedule.

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31
Q

Cost Management Plan

A

Establishes how the costs will be planned, structured, and controlled.

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32
Q

Quality Management Plan

A

Establishes how an organization’s quality policies, methodologies, and standards will be implemented in the project.

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33
Q

Resource Management Plan

A

Provides guidance on how project resources should be categorized, allocated, managed, and released.

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34
Q

Communications Management Plan

A

Establishes how, when, and by whom information about the project will be administered and disseminated.

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35
Q

Risk Management Plan

A

Establishes how the risk management activities will be structured and performed.

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36
Q

Procurement Management Plan

A

Establishes how the project team will acquire goods and services from outside of the performing organization.

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37
Q

Stakeholder Engagement Plan

A

Establishes how stakeholders will be engaged in project decisions and execution, according to their needs, interests, and impact.

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38
Q

Scope Baseline

A

The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison.

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39
Q

Schedule Baseline

A

The approved version of the schedule model that is used as a basis for comparison to the actual result.

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40
Q

Cost Baseline

A

The approved version of the time-phased project budget that is used as a basis for comparison to the actual results.

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41
Q

Change Management Plan

A

Describes how the change requests throughout the project will be formally authorized and incorporated.

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42
Q

Configuration Management Plan

A

Describes how the information about the items of the project (and which items) will be recorded and updated so that the product, service, or result of the project remains consistent and/or operative.

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43
Q

Performance Measurement Baseline

A

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

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44
Q

Project Life Cycle

A

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

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45
Q

Development Approach

A

Describes the product, service, or result development approach, such as predictive, iterative, agile, or hybrid model.

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46
Q

Management Reviews

A

Identifies the points in the project manager and relevant stakeholders will review the project progress to determine if performance is as expected, or if preventive or corrective actions are necessary.

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47
Q

Direct and Manage Project Work

A

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

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48
Q

Direct and Manage Project Work Key Benefit

A

Provides overall management of the project work and deliverables, thus improving the probability of the project success.

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49
Q

Direct and Manage Project Work: Inputs

A
  • Project Management Plan
    • Any component
  • Project Documents
    • Change Log
    • Lessons Learned Register
    • Milestone List
    • Project Communications
    • Project Schedule
    • Requirements Traceability Matrix
    • Risk Register
    • Risk Report
  • Approved Change Requests
  • EEFs
  • OPAs
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50
Q

Change Log

A

Contains the status of all change requests

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51
Q

Lessons Learned Register

A

Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so the team’s actions are activated.

52
Q

Milestone List

A

Shows the scheduled dates for specific milestones

53
Q

Project Communications

A

Include any and all communications that have been created throughout the project

54
Q

Project Schedule

A

Includes at least the list of work activities, their durations, resources, and planned start and finish dates.

55
Q

Requirements Traceability Matrix

A

Links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.

56
Q

Risk Register

A

Provides information on threats and opportunities that may impact project execution.

57
Q

Risk Report

A

Provides information on sources of overall project risk along with summary information on identified individual project risks.

58
Q

Approved Change Requests

A

May be a corrective action, a preventive action, or a defect repair.

59
Q

Direct and Manage Project Work: Tools and Techniques

A
  • Expert Judgment
  • Project Management Information System (PMIS)
  • Meetings
60
Q

Project Management Information Systems (PMIS)

A

Provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories.

61
Q

Direct and Manage Project Work: Outputs

A
  • Deliverables
  • Work Performance Data
  • Issue Log
  • Change Requests
  • Project Management Plan Updates
    • Any component
  • Project Document Updates
    • Activity List
    • Assumption Log
    • Lessons Learned Register
    • Requirements Documentation
    • Risk Register
    • Stakeholder Register
  • OPAs Updates
62
Q

Deliverables

A

Unique and verifiable product, result, or capability to perform and service that is required to be produced to complete a process, phase, or project.

63
Q

Work Performance Data

A

Raw observations and measurements identified during activities being performed to carry out the project work.

64
Q

Issue Log

A

Project Document where all the issues are recorded and tracked.

65
Q

Change Requests

A 
Formal proposal to modify any document, deliverable or baseline.
May include:
- Corrective Action 
- Preventive Action
- Defect Repair
- Updates
66
Q

Activity List

A

May be updated with additional or modified activities to be performed to complete project work.

67
Q

Stakeholder Register

A

Contains details about the identified stakeholders to help understand the knowledge they may have.

68
Q

Manage Project Knowledge

A

Process using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.

69
Q

Manage Project Knowledge Key Benefits

A
  • Prior organizational knowledge is leveraged to produce or improve he project outcomes
  • Knowledge created by the project is available to support organizational operations and future projects or phases
70
Q

Manage Project Knowledge: Inputs

A
  • Project Management Plan
    • Any component
  • Project Documents
    • Lessons Learned Register
    • Project Team Assignments
    • Resource Breakdown Structure
    • Stakeholder Register
  • Deliverables
  • EEFs
  • OPAs
71
Q

Knowledge

A

Commonly split into explicit or tacit

  • Explicit - knowledge that can be readily codified using words, pictures and numbers
  • Tacit - Knowledge that is personal and difficult to express, such as beliefs, insights, experience and know-how
72
Q

Two Purposes of Knowledge Management

A
  1. Reusing existing knowledge

2. Creating new knowledge

73
Q

Project Team Assignments

A

Provide information on the type of competencies and experience available in the project and knowledge they may be missing.

74
Q

Resource Breakdown Structure

A

Includes information on the composition of the team and may help to understand what knowledge is available as a group and what knowledge is missing.

75
Q

Manage Project Knowledge: Tools and Techniques

A
  • Expert Judgment
  • Knowledge Management
  • Information Management
  • Interpersonal and Team Skills
    • Active Listening
    • Facilitation
    • Leadership
    • Networking
    • Political Awarnes
76
Q

Knowledge Management

A

Connects people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members

77
Q

Information Management

A

Used to create and connect people to information. They are effective for sharing simple, unambiguous, codified explicit knowledge

78
Q

Active Listening

A

Helps reduce misunderstandings and improves communication and knowledge sharing

79
Q

Facilitation

A

Helps effectively guide a group to a successful decision, solution or conclusion

80
Q

Leadership

A

Used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives

81
Q

Networking

A

Allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge

82
Q

Political Awareness

A

Helps the project manager to plan communications based on the project environment as well as the organizations’s political environment

83
Q

Manage Project Knowledge: Outputs

A
  • Lessons Learned Register
  • Project Management Plan Updates
    • Any component
  • OPAs Updates
84
Q

Monitor and Control Project Work

A

Process of tracking, reviewing, and reporting the overall progress to met the performance objectives defined in the project management plan

85
Q

Monitor and Control Project Work Key Benefits

A
  • Allows stakeholders to understand the current state of the project
  • To recognize the actions taken to address any performance issues
  • To have visibility into the future project status with cost and schedule forecasts
86
Q

Monitor and Control Project Work: Inputs

A
  • Project Management Plan
    • Any component
  • Project Documents
    • Assumption Log
    • Basis of Estimates
    • Cost Forecasts
    • Issue Log
    • Lessons Learned Register
    • Milestone List
    • Quality Reports
    • Risk Register
    • Risk Report
    • Schedule Forecasts
  • Work Performance Information
  • Agreements
  • EEFs
  • OPAs
87
Q

Basis of Estimates

A

Indicates how the various estimates were derived and can be used to make a decision on how to respond to variances

Used to evaluate how the estimation of durations, cost, resources, and cost control compared to the actual results

88
Q

Cost Forecasts

A

Used to determine if the project is within defined tolerance ranges for budget and to identify any necessary change requests

89
Q

Quality Reports

A

Includes quality management issues; recommendations for process, project, and product improvements; corrective actions recommendations; and the summary of findings from the Control Quality process

90
Q

Schedule Forecasts

A

Used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests

91
Q

Procurement Agreement

A

Include terms and conditions and may incorporate other items that the buyer specifies regarding what the seller is to perform or provide

92
Q

Monitor and Control Project Work: Tools and Techniques

A
  • Expert Judgment
  • Data Analysis
    • Alternative Analysis
    • Cost-Benefit Analysis
    • Earned Value Analysis
    • Root Cause Analysis
    • Trend Analysis
    • Variance Analysis
  • Decision Making
    - Voting
  • Meetings
93
Q

Alternative Analysis

A

Used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs

94
Q

Cost-Benefit Analysis

A

Helps to determine the best corrective action in terms of cost in case of project deviations

95
Q

Earned Value Analysis

A

Provides an integrated perspective on scope, schedule, and cost performance

96
Q

Root Cause Analysis

A

Focuses on identifying the main reasons of a problem and can be used to identify the reasons for a deviation and the areas the project manager should focus on in order to achieve the objectives of the project

97
Q

Trend Analysis

A

Used to forecast future performance based on past results

98
Q

Variance Analysis

A

Reviews the differences (or variance) between planned and actual performance

99
Q

Voting

A

Making decisions based on unanimity, majority or plurality

100
Q

Monitor and Control Project Work: Outputs

A
  • Work Performance Reports
  • Change Requests
  • Project Management Plan Updates
    • Any component
  • Project Documents Updates
    • Cost Forecasts
    • Issue Log
    • Lessons Learned Register
    • Risk Register
    • Schedule Forecasts
101
Q

Work Performance Information

A

Physical or electronic representation of work performance information intended to generate decisions, actions, or awareness

102
Q

Perform Integrated Change Control

A

Process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plant; and communicating the decisions

103
Q

Perform Integrated Change Control Key Benefit

A

It allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans

104
Q

Change Control Board (CCB)

A

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

105
Q

Perform Integrated Change Control: Inputs

A
  • Project Management Plan
    • Change Management Plan
    • Configuration Management Plan
    • Scope Baseline
    • Schedule Baseline
    • Cost Baseline
  • Project Documents
    • Basis of Estimates
    • Requirements Traceability Matrix
    • Risk Report
  • Work Performance Reports
  • Change Requests
  • EEFs
  • OPAs
106
Q

Perform Integrated Change Control: Tools and Techniques

A
  • Expert Judgment
  • Change Control Tools
  • Data Analysis
    • Alternative Analysis
    • Cost-Benefit Analysis
  • Decision Making
    • Voting
    • Autocratic Decision Making
    • Multi-criteria Decision Analysis
  • Meetings
107
Q

Configuration Control

A

Focused on the specification of both the deliverables and the processes

108
Q

Change Control

A

Focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines

109
Q

Change Control Tools

A

Manual or automated tools used in order to facilitate configuration and change management

110
Q

Configuration Management Activities that Change Control Tools should Support

A
  • Identify configuration item
  • Record and report configuration item status
  • Perform configuration item verification and audit
111
Q

Change Management Activities that Change Control Tools should Support

A
  • Identify changes
  • Document changes
  • Decide on changes
  • Track changes
112
Q

Autocratic Decision Making

A

One individual takes the responsibility for making the decision for the entire group

113
Q

Multi-criteria Decision Analysis

A

Uses a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to a set of predefined criteria

114
Q

Perform Integrated Change Control: Outputs

A
  • Approved Change Requests
  • Project Management Plan Updates
    • Any component
  • Project Document Updates
    • Change Log
115
Q

Close Project or Phase

A

Process of finalizing all activities for the project, phase, or contract

116
Q

Close Project or Phase Key Benefits

A
  • Project or phase information is archived
  • Planned work is completed
  • Organizational team resources are released to pursue new endeavors
117
Q

Close Project or Phase: Inputs

A
  • Project Charter
  • Project Management Plan
    • All components
  • Project Documents
    • Assumption Log
    • Basis of Estimates
    • Change Log
    • Issue Log
    • Lessons Learned Register
    • Milestone List
    • Project Communications
    • Quality Control Measurements
    • Quality Reports
    • Requirements Documentation
    • Risk Register
    • Risk Report
  • Accepted Deliverables
  • Business Documents
    • Business Case
    • Benefits Management Plan
  • Agreements
  • Procurement Documentation
  • OPAs
118
Q

Quality Control Measurements

A

Document the results of Control Quality activities and demonstrate compliance with the quality requirements

119
Q

Requirements Documentation

A

Used to demonstrate compliance with the project scope

120
Q

Risk Register

A

Provides information on risks that have occurred throughout the project

121
Q

Procurement Documentation

A

All documents used in signing, executing, and closing an agreement

122
Q

Close Project or Phase: Tools and Techniques

A
  • Expert Judgment
  • Data Analysis
    • Document Analysis
    • Regression Analysis
    • Trend Analysis
    • Variance Analysis
  • Meeetings
123
Q

Document Analysis

A

Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement

124
Q

Regression Analysis

A

Analyzes the interrelationships between the different project variables that contributed to the project outcomes to improve performance on future projects

125
Q

Close Project or Phase: Outputs

A
  • Project Document Updates
    • Lessons Learned Register
  • Final Product, Service, or Result Transition
  • Final Report
  • OPAs Updates
126
Q

Final Product, Service, or Result Transition

A

Transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase) from one team to another

127
Q

Final Report

A

Summary of the project performance

CAPM Exam Prep (4 decks)

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