Project Integration management Flashcards
project management process in project integration management
- develop project charter
- develop project management plan
- direct and manage project work
- manage project knowledge
- monitor and control project
- perform integrated change control
- close project or phase
Assumption log
- An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false.
- Assumptions that prove wrong can become risks for the project.
- All identified project assumptions are recorded in the assumption log for testing and analysis, and the outcomes are recorded.
- contain both assumptions and constraints
- constraints must adhere to
- updated throughout the project
Benefit/cost ratio (BCR) models
This is an example of a benefits comparison model. It examines the benefit-to-cost ratio.
Change control board (CCB)
A committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change.
Change control system (CCS)
The change control system 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 in the change log. The characteristics of the change, such as the time, cost, 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 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 conditions for approving a change request, and how approved change requests are validated in the project scope. Configuration management 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 auditing of project or phase deliverables to ensure that they are in alignment with the project plan.
Contract closure
The formal verification of the contract completeness by the vendor and the performing organization.
Cost baseline
This is the aggregated costs 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
Knowledge 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 future value of money. The formula to calculate future value 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
Issues are points of contention where some question of the project’s direction needs to be resolved. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolve the issue. The outcome of the issue is also recorded.
- issue type
- issue description
- issue priority
- who raised the issue
- target resolution date
- issue status outcome
Mathematical model
A project selection method to determine the likelihood of success. These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.
Milestone
Milestones are significant points or events in the project’s progress that represent accomplishment in the project. Projects usually create milestones as the result of completing phases within the project.
Milestone list
This list details the project milestones 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 every 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 present value of a future amount of money. The formula to calculate present value is PV = FV ÷ (1 + i)n, where FV is future value, I is the given interest rate, and n is the number of periods.w
Procurement management plan
The procurement management plan 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. The project charter 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 related documents. after baseline, change control is required to update the plan
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 plan 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, labor, and other project metrics.
Risk management plan
Risk is an uncertain event or condition that may affect the project outcome. The risk management plan defines how the project will manage risk.
Risk register
The risk register is 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 risk 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
The scope baseline is 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 measured against the scope baseline to show any variances from what was expected and what the project team has created.
Scoring models
These models use 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
Knowledge that’s more difficult to express because it’s personal beliefs, values, knowledge gain from experience, and “know-how” when doing a task.
tailoring project integration management
- tailor the processes as needed
- as allowed by governance
- enterprise environmental factors
- PMOs
- what is allowed to tailored
- project life cycle
- development life cycle
- management approaches
- knowledge management
- change
- governance
- lessons learned
- benefits
adaptive life cycle
- team members are key, they are local domain experts
- team members determine how plans and components should integrate
ITTOs: Create Project Charter
- inputs:
- business documents, business case, benefits management plan
- agreements
- enterprise environmental factors
- organizational process assets
- Tools & Techniques:
- expert judgment
- data gathering, brainstorming, focus groups, interviews
- interpersonal and team skills, conflict management, facilitation, meeting management
- meetings
- Outputs:
- project charter
- assumption log
business case for Project Charter
- business case describes:
- market demand
- organizational need
- customer request
- technological advance
- legal requirement
- ecological impacts
- social need
Enterprise Environmental Factors for Project Charter
- government or industry standards
- legal and regulatory requirements
- maketplace conditions
- organizational culture and political climate
- organizational governance framework
- stakeholders’ expectations ad risk thresholds
- higher the priority, lower the tolerance and vice versa
Organizational Process Assets
- organizational standard policies, processes, and procedures
- portfolio, program, and project governance framework
- monitoring and reporting methods
- templates
- historical information and lessons learned repository
expert judgment
- anyone that can contribute is considered expert judgment
- consultants
- internal organizational resources
- stakeholders
- industry groups
- PMO
- estimating
- risk identification
- technical knowledge
data gathering for project charter
- brainstorming: identify a list of ideas, led by facilitator, two-part idea generation and analysis
- focus groups: bring together stakeholders and subject matter experts, learn about the perceived project risk, success criteria, other topics
- Interviews: obtain information on high-level requirements, assumptions or constraints, approval criteria
interpersonal and team skills
- conflict management:
- objectives, success criteria, high-level requirements, project description, summary milestones
- Facilitation:
- guide a group event to a successful decision, ensures that there is effective participation, achieve a mutual understanding, agreements achieved
- Meeting management:
- preparing the agenda, representative for each key stakeholder group, preparing and sending follow-up minutes and actions
Choosing a Project
- opportunities
- problems
- customer request
Benefits Measurement is Tools and Techniques
- compare the benefits of the project
- Cost-benefits ratio (CBR): 3 cost, 4 benefits ex
- scoring models: take categories of project factors and give points for each category usually depict in a graph
- murder boards: go in front of a committee and be questioned
- payback period: how long does it take to pay back the investment of the project, break-even
Net Present Value (NPV)
- finds the true value of a project
- considers a project with multiple returns
- considers the initial cash outlay
- cash flow
- NPV greater than zero is good, vice versa
internal rate of return (IRR)
- present value equals to cash inflow
- IRR with higher values are good
- IRR with lower values might be poor
- greater than zero is a decent project selection
ITTOs for Develop Project Management Plan
- Inputs: project charter, outputs from other processes, EEFs and OPAs
- Tools & Techniques: expert judgment, data gathering, brainstorming, checklists, focus groups, interviews, interpersonal and team skills, conflict management, facilitation, meeting management, meetings
- Outputs: project management plan
Kick-Off Meeting
- PMBOK kick off after planning is approved
- end of planning, start of execution
- communicate objectives
- gain team commitment
- explain stakeholder roles and responsibilities
typical project management plan
- scope management plan
- collect requirements management plan: how requirements will be analyzed, documented, managed
- schedule management plan
- cost management plan
- quality management plan
- resource management plan
- communication management plan
- risk management plan
- procurement management plan
- stakeholder engagement plan
project plan baselines
- scope baseline
- schedule baseline
- cost baseline
- additional items: change management plan, configuration management plan, performance measurement baseline (scope, schedule, cost)
ITTOs in Direct and Manage Project Work
- Inputs: project management plan, any components, project documents, change log, lessons learned register, milestone list, project communications, project schedule, requirements traceability, matrix, risk register, risk report, approved change requests, EEFs and OPAs
- Tools & Techniques: Expert judgment, project management, information system, meetings
- Outputs: Deliverables, work performance data, issue log, change requests, project management plan, updates, project documents, updates, activity list, assumption log, lessons learned, register, requirements, documentation, risk register, stakeholder register, organizational process assets updates
Actions in Execution
- corrective action: realigns project performance
- preventive action: ensures future performance
- defect repair: modifies nonconformance to project requirements
- these actions usually require a change request
ITTOs of Manage Project Knowledge
- Inputs: project management plan, project documents, lesson learned register, project team assignments, resource breakdown structure, source selection criteria, stakeholder register, deliverables, EEFs and OPAs
- Tools & Techniques: expert judgment, knowledge management, information management, interpersonal and team skills, active listening, facilitation, leadership, networking, political awareness
- Outputs: lessons learned register, project management plan updates, OPAs updates
managing project knowledge
- managing existing knowledge
- new knowledge generated, document
- documenting knowledge to openly share
- two types: explicit knowledge quickly and easily expressed through conversations, documentation and,
- tacit knowledge: knowledge that is more difficult to express b/c values, knowledge gain from experiencec, etc.
knowledge management techniques
- storytelling: team members and experts explain tacit knowledge
- knowledge fairs and cafes: move between tents to learn fast lessons
- work shadowing: you follow, or shadow and expert
- reverse shadowing: expert follows you, expert offers coaching
- creativity and ideas management techniques
- discussion forums and focus groups
- networking to learn from their experiences
- communities of practice and special interest groups
- meetings to discuss project, application, and a uniform approach
- training events to share knowledge to a group
Monitoring and controlling the project
- iterative activity
- happens again and again throughout project
- more project manager control
ITTOs for Monitoring and controlling the work
- inputs: project management plan, 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, EFFs and OPAs
- tools and techniques: expert judgment, data analysis, alternative analysis, cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, variance analysis, decision making, meetings
- outputs: work performance reports, change requests, PM plan updates, project docs updates, cost forecasts, issue log, lessons learned register, risk register, schedule forecasts
Monitoring vs controlling
- Monitoring is oversight: collecting, measuring, assessing measurements and trends for process improvements, health of the project, identify areas that require special attention
- controlling is enforcing: determining corrective actions, determining preventive actions, replanning, follow up on action plans, confirming actions have improved performance issues
ITTOs for Integrated Change Control
- Inputs: project management plan, change management plan, configuration management plan, scope baseline, schedule baseline, cost baseline, project documents, basis of estimates, requirements traceability, work performance reports, change requests, EEFs and OPAs
- Tools & Techniques: expert judgment, change control tools, data analysis, alternative analysis, cost-benefit analysis, decision making, voting, meetings
- Outputs: approved change requests, PM plan updates, project documents updates, change log
Integrated change control
- happens throughout the project
- responsibility of the PM
- happens after a baseline established
- examines the effect of change on the entire project
- verbal changes happen, but should be documented
- capture and document the change goes through change management system
- *
change requests due to outputs
- corrective action
- preventive action
- defect repair
*
configuration control
three types:
- configuration identification: documentation of the product and its components
- configuration status accounting: includes the documentation of the product information
- configuration verification and auditing: concerned with performance and functional attributes
ITTOs to Close the project of phase
- inputs: project charter, project management plan, project documents, assumption log, change log, issue log, lessons learned register, milestone list, quality control measurements, risk register, risk report, accepted deliverables, business documents, business case, benefits management plan
- Tools & Techniques: expert judgment, data analysis, document analysis, regression analysis, trend analysis, variance analysis, meetings
- Outputs: project docs updates, lesson learned registered, final product, service, or result transition, final report, OPAs updates
closing project or phase
steps:
- administrative closure: closing project accounts, reassigning personnel, dealing with excess project material, reallocating project facilities, equipment, and other resources, creating the final project reports
- closing contractual agreements: confirming the formal acceptance of work, finalizing open claims, updating records to reflect results, archiving information for future
- closing activities: finalize project or phase report/record, audit project for success or failure, manage knowledge sharing and transfer, complete lessons learned, archive, transfer the project results/products/services to the next phase
- early project closure: project terminated early, communicate with stakeholders, complete project closure
- create final project report: summary of the project/phase, scope objectives and evidence that completion was met, quality objectives and reasons for variances, cost objectives and reasons for any variances, summary of validation of the final product, review of meeting/failing business objectives, review of risks managed within the project
