Project Integration Management Flashcards
Assumption Log
A log of all recorded things that are believed to be true or false, but that have not yet been proven to be true or false. It is used for testing and analysis and the outcomes are recorded.
Benefit/Cost Ratio (BCR) Models
This is an example of a benefits comparison model.
Change Control Board (CCB)
A committee that evaluates the worthiness of a proposed change and either approves or rejects the change.
Change Control System (CCS)
Communicates the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to change the project’s product.
Change Log
All changes that enter into a project are recorded here. The characteristics of the change, such as the time, ost, risk, and scope details are also recorded.
Change Management Plan
This plan details the project procedures for entertaining change requests: how change requests are managed, documented, approved, or declined.
Closure Processes
This final process group of the project management life cycle is responsible for closing the project phase or project. This is where project documentation is archived and project contracts are also closed.
Communications Management Plan
This plan defines who will get what information, how they will receive it, and in what modality the communication will take place.
Configuration Identification
This includes the labeling of the components, how the changes are made to the product, and the accountability of the changes.
Configuration Management Plan
This plan is an input to the control scope process. It defines how changes to the features and functions of the project deliverable, the product scope, may enter the project.
Configuration Management System
This system defines how stakeholders are allowed to submit change requests, the condition for approving a change request, and how approved change requests are validated in the project scope. It also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.
Configuration Status Accounting
The organization of the product materials, details, and prior product documentation.
Configuration Verification and Auditing
The scope verification and completeness checking of project or phase deliverables to ensure they are in alignment with the project plan.
Contract Closure
The formal verification of the contract completion by the vendor and the performing organization.
Cost Baseline
This is the aggregated cost of all of the work packages within the work breakdown structure (WBS).
Cost Management Plan
This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.
Explicit Knowledge
Information that can be quickly and easily expressed through conversations, documentation, figures, or numbers, is easily communicated.
Future Value
A benefit comparison model to determine a value of money. The formula is FV = PV(1+I)n, where PV is present value, I is the given interest rate, and n is the number of periods.
Integrated Change Control
A process to consider and control the impact of a proposed change on the project’s knowledge areas.
Issue Log
All identified points of contention where some question of the project’s direction needs to be resolve, along with an owner and a deadline to resolve it. The outcome is also recorded.
Mathematical Model
A project selection method to determine the likelihood of success. These include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.
Milestone
Significant points or events in the project’s progress that represent accomplishment in the project. Usually created as a result of completing phases within the project.
Milestone List
This details the project’s significant points and their attributes. It is used for several areas of project planning, but also helps determine how quickly the project may be achieving its objectives.
Murder Boards
These are committees that ask everyone conceivable negative question about the proposed project. Their goals are to expose the project’s strengths and weaknesses, and to kill the project if it;s deemed unworthy for the organization to commit to. Also known as project steering committees or project selection committees.
Net Present Value
Evaluates the monies returned on a project for each period the project lasts.
Payback Period
An estimate to predict how long it will take a project to pay back an organization for the project’s investment of capital.
Present Value
A benefit comparison model to determine the current value of a future amount of money. The formula to calculate this is PV=FV(1+I)n, where FV is future value, I is the given interest rate, and n is the number of periods.
Procurement Management Plans
Controls how the project will acquire goods and services.
Project Charter
This document authorizes the project. It defines the initial requirements of the project stakeholders. It is endorsed by an entity outside of the project boundaries.
Project Management Plan
The documented approach of how a project will be planned, executed, monitored, and controlled, and then closed. This document is a collection of subsidiary management plans and documents.
Project Scope Management Plan
Defines how the project scope will be planned, managed, and controlled.
Quality Baseline
Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable.
Quality Management Plan
This defines what quality means for the project, how the project will achieve quality, and how the project will map to organizational procedures pertaining to quality.
Regression Analysis
A mathematical model to examine the relationship among project variables, like cost, time, labour, and other project metrics.
Risk Management Plan
This plan defines how the project will manage uncertain events or conditions that may affect the project outcome.
Risk Register
A centralized database consisting of the outcome of all the other risk management processes, such as the outcome of risk identification, qualitative analysis, and quantitative analysis.
Risk Response Plan
This subsidiary plan defines the responses that are to be used in the project for both positive and negative risks.
Schedule Baseline
This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance.
Schedule Management Plan
Defines how the project schedule will be created and managed.
Scope Baseline
A combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. The creation of the project deliverable will be measure against this to show any variances from what was expected and what the project team created.
Scoring Models
Uses a common set of values for all of the projects up for selection. For example, values can be profitability, complexity, customer demand, and so on.
Tacit Knowledge
Information that’s more difficult to express because it’s personal beliefs, values, experience, and “know-how” when doing a task.
