integration flashcards.pdf

7/29/2019 Integration Flashcards.pdf

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What is the definition of Project IntegrationManagement?

Project Integration Management is the processesand activities needed to identify, define, combine,unify, and coordinate activities within the ProjectManagement Process Groups.

Unify, consolidate, articulate, and integrate actionscrucial to project completion, managing stakeholderexpectations, and meeting requirements.

It Involves making tradeoffs among competingobjectives and managing interdependenciesbetween knowledge areas.

What is Earned Value Management?

Earned Value Management (EVM) is one of thetechniques used to both integrate the variousprocesses and to measure performance of theproject. This technique integrates projectperformance measurement for schedule and

budget.

What are the common inputs for processes in theIntegration Management Process Group?

All of the processes in Integration Managementprocess group have Organizational Process Assetsas an input.

All processes in the Integration Managementprocess group have Enterprise EnvironmentalFactors as an input, with the exception of CloseProject or Phase.

What is done during the 4.1 Develop ProjectCharter step?

Develop a document that formally authorizes aproject, and documents initial requirements. Thecharter authorizes the Project Manager to applyorganizational resources to project activities.

What does the Project Charter describes?The charter describes the motivation behind theproject and presents the business case for selectingthe project.

How is a project authorized?The project initiator or sponsor external to theproject organization signs the project charter toauthorize the project.

How is the project charter handled in multi-phaseprojects?

During subsequent phases of multi-phase projects,this process (Develop Project Charter) validates thedecisions made during the original chartering of theproject. If required, it also authorizes the nextproject phase, and updates the charter.

When is a project manager identified andassigned?

A project manager is identified and assigned asearly in the project as feasible, and before planning


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begins.

What are the INPUTS of the process - DevelopProject Charter?

1. Project statement of work2. Business case3. Contract

4. Enterprise environmental factors5. Organization process assets

What are the OUTPUTS of the process - DevelopProject Charter?

1. Project charter

What are the TOOLS AND TECHNIQUES of theprocess - Develop Project Charter?

1. Expert judgement

What is a Project Statement of Work (SOW)?

A Statement of Work is a narrative description ofproducts or services to be supplied by the project.The SOW describes:

- The business need, as documented in thebusiness case- Product scope description, which documents thecharacteristics of the product or service that theproject will create, and the relationship between theproject and the business need.- How the project is supportive of the performingorganization's strategic goals and critical businessissues. The business strategic plan should be afactor in all project selection decisions.

What is the Business Case?

The Business Case provides the businessjustification for the project. The business case iswritten by the customer for the product, eitherinternal or external, and will result from:- Market demand, or competitive pressures- Organization need- Customer request- Technological innovation- Legal requirement- Ecological impacts- Social need

What is a Contract?A contract is an input if the project is being done for

an external customer.

What is Expect Judgement?

Expert Judgement is used to assess the inputsneeded to develop the project character, andapplied to technical and management issues. It isprovided by a group or an individual with specializedknowledge or training. There are many possiblesources:


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- Other Units in the Organization- Consultants- Stakeholders, including customers or sponsors- Professional and Technical Associations- Industry Groups- Subject matter experts (SMEs)

- the project management office (PMO)

Describe the Output - Project Charter

The Project Charter documents the business needs,current understanding of the customers needs, andthe results intended. It contains:- Project purpose or justification- Measurable project objectives- High-level requirements- High-level project description- High-level risks- Project deliverables and schedule (milestones, atmacro level)

- Summary budget

Describe the Process - Develop ProjectManagement Plan

Document actions necessary to define, integrate,and coordinate all subsidiary plans into a projectmanagement plan.

Basic purpose of the project management plan is todefine how the project will be executed, monitoredand controlled, and closed.

The plan is progressively elaborated during the lifeof the project as additional information isdiscovered.

Content varies depending on the application areaand complexity of the project.

Updated and revised through teh Perform IntegratedChange Control process.

What is the definition of Project Constraints?

Project Constraint is the state, quality, or sense ofbeing restricted in a given course of action orinaction. An applicable restriction or limitation, eitherinternal or external to the project, that will affect theperformance of the project or process.

Factors that will limit the project managementteam's options (e.g. schedule, contractualprovisions, regulations, pre-set budget)

Constraints are documented in the project scopestatement.

What is the definition of Project Assumptions? Project Assumptions are factors that for planning


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purposes are considered true, real or certain withoutproof of demonstration.

Affects all aspects of project planning.

Identified, documented, and validated as part of the

planning process.

Generally involve a degree of risk.

Assumptions are documented in the project scopestatement.

What are the INPUTS of the process - DevelopProject Management Plan?

1. Project charter (from Develop Project Charterprocess)2. Outputs from planning processes (described inPMBOK Guide, chapters 5 through 12)3. Enterprise environmental factors

4. Organizational process assets

What are the OUTPUTS of the process - DevelopProject Management Plan?

1. Project Management Plan

What are the TOOLS AND TECHNIQUES of theprocess - Develop Project Management Plan?

1. Expert judgement

Describe the Project Management Plan document.

The Project Management plan integrates andconsolidates all subsidiary plans and baselines fromthe planning processes. It includes:- The life cycle selected for the project

- How work will be executed- Results of tailoring:1. Processes selected by PM team2. Level of implementation (rigor)3. Description of tools and techniques to be used4. How selected processes will be used

What are the contents of the Project ManagementPlan?

- Change management plan- Communications management plan- Configuration management plan- Cost management plan- Cost performance baseline- Human resources plan

- Process improvement plan- Procurement management plan- Quality management plan- Requirements management plan- Risk management plan- Schedule baseline- Schedule management plan- Scope baseline (Scope statement, WBS, WBS


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dictionary)- Scope management plan

Describe the Process - Direct and ManagementProject Execution

Perform the work defined in the projectmanagement plan.

- The majority of the project budget will beexpanded in this process.- Directly affected by the project application areabecause the product of the project is actuallycreated here.- Work performance information must be collectedand fed to the performance reporting process and tothe monitoring and controlling process group:1. Completion status of deliverables2. What has been accomplished- Implementation of approved changes including:1. Corrective actions to bring future performance inline with the plan

2. Preventive actions to reduce the probability ofnegative consequences of risks3. Defect repairs to correct product defects orreplace the component.

What detail activities are included in the Direct andManagement Project Execution process?

Detail activities here include:- Perform defined project activities- Create deliverables- Staff, train, and manage project team members- Manage other resources, such as materials, tools,equipment, and facilities- Implement planned methods and standards- Management project communications

- Generate data used to manage the project- Issue and implement approved change requests- Manage risks and implement responses- Manage project vendors- Collect lessons learned and make them available- Implement approved process improvements

What do you do when the project doesn't go asplanned?

The project seldom (never?) goes exactly the way itis planned. So, the project manager and team mustgather information to help them adjust and react asthe project progresses to meet the projectobjectives. To do this, they need accurateinformation about what is happening in the project.

How is the wholeness of an integrated projectexpressed?

The wholeness of an integrated project files itsexpression in two ways.First, the project manager and project team view ofa multiplexed project as a single system, with theinterconnected parts all contributing to a successfuloutcome.Second, because of the need to communicate valid


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project data, information, and knowledge, theintegration of the project builds on the personalintegrity of all project personnel.

What is Real-time Iteration?

In response to an alteration in one part of the

project, the project team must iterate the entire planif it wants to maintain the integrity of the projectmanagement system. These iterations andintegrations require the communication of valid,relevant data, information, and knowledge.

In other words, only the TRUTH will permitsuccessful project management.

What are the INPUTS to the process - Direct and

Manage Project Execution?

1. Project management plan, which guidesexecution2. Approved change requests, which aredocumented changes approved by integrated

change control3. Enterprise environmental factors4. Organization process assets

What are the OUTPUTS of the process - Directand Manage Project Execution?

1. Deliverables2. Work performance information3. Change requests4. Project management plan updates5. Project document updates

What are the TOOLS AND TECHNIQUES for theprocess - Direct and Manage Project Execution?

1. Expert Judgement2. Project management information system

When are change requests used?

Approved change requests may be changes to:- Scope- Project policies- Project management plan- Procedures- Costs- Budgets- Schedules

The change request may also be for approvedpreventive or corrective actions, defect repair

What is corrective action?

Corrective action is documented direction forexecuting the project work to bring expected futureperformance of the project work in line with theproject management plan.

What is preventive action?Preventive action is documented direction toperform an activity that can reduce the probability of


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negative consequences associated with projectrisks.

What is defect repair?

Defect repair is formally documented identificationof a defect in a project component with a

recommendation to either repair the defect orcompletely replace the component?

What is a Project Management InformationSystem?

A Project Management Information System is anautomated system used by the project managementteam to aid execution of the activities planned in theproject management plan.

The tool may include scheduling software, aconfiguration management system, information anddistribution system, or web interfaces.

What is a deliverable?

A deliverable is any unique and verifiable product,result or capability to perform service that isidentified in the project management planningdocumentation, and must be produced and providedto complete the project.

What is Work Performance Information?

Work Performance Information is information on thestatus of the project activities performed toaccomplish the project work, collected as part ofproject execution. Includes, but is not l imited to:1. Schedule progress and status info2. Deliverables that are completed or not3. Extent of quality compliance

4. Costs authorized and incurred5. Estimates to complete started activities6. Completion state of in-progress deliverables7. Resource utilization details

How flexible can change requests be?Change requests can be direct or indirect, externallyor internally initiated, and can be optional orlegally/contractually mandated.

When are Change Requests most often used?

Change requests are often identified while projectwork is being performed to:- Expand or reduce scope

- Modify policies or procedures- Modify project cost or budget- Revise the project schedule

What are the Project Documents?

Activity attributesActivity cost estimatesActivity ListAssumption Log


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Basis of estimatesChanges logCharterContractsDuration estimatesForecasts

Issue logMilestone ListPerformance reportsProject funding requirementsProposalsProcurement documentsProject organization structureQuality control measurementsQuality checklistsQuality metricsResponsibility assignment matrixRequirements traceability matrixResource breakdown structure

Resource calendarsResource requirementsRisk registerRole and responsibilitiesSellers listSource selection criteriaStakeholder analysisStakeholder management strategyStakeholder registerStakeholder requirementsStatement of workTeaming agreementsTeam performance assessments

Work performance informationWork performance measurements

What is the Monitor and Control Project Workprocess?

The Monitor and Control Project Work process istracking, reviewing and regulating the progress ofthe project so that it meets the performanceobjectives defined in the project management plan.This goes on throughout the project. We mustcollect and analyze project performance informationto determine if we must act to correct or preventvariances from our plan.

What is Monitoring and Control Project Workconcerned with?

It is concerned with:- Comparing actual project performance against theproject management plan- Assessing performance to determine if correctiveor preventive actions are necessary- Analyzing, tracking, and monitoring project risks- Maintaining an accurate, timely information baseconcerning the project's product(s) and associateddocumentation through project completion


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- Providing information to support status reporting,progress measurement, and forecasting- Providing forecasts to update current cost andschedule information- Monitoring implementation of approved changesas they occur

What are the INPUTS of the Monitor and ControlProject Work process?

1. Project management plan2. Performance Reports3. Enterprise environmental factors4. Organizational process assets

What are the OUTPUTS of the Monitor andControl Project Work process?

1. Change requests2. Project management plan updates3. Project document updates

What are the TOOLS AND TECHNIQUES of the

Monitor and Control Project Work process?

1. Expert judgement

What are Performance Reports?

Performance Reports are prepared by the projectmanagement team detailing activities,accomplishments, milestones, issues and problems.Performance reports come from the ReportPerformance process, and are generally basedprimary on work performance information from theDirect and Manage Project Execution process.

What is the Perform Integrated Change Controlprocess?

The Perform Integrated Change Control process isperformed from project inception throughcompletion. The Project Management Plan, ScopeStatement, and other deliverables must bemaintained by carefully and continuously managingchanges, either by rejecting change requests or byapproving change requests. The objective is toensure that only approved changes are incorporatedinto the project baselines.

What change management activities are includedin Performing Integrated Change Control?

- Influencing the factors that circumvent integratedchange control so that only approved changes areimplemented- Reviewing, analyzing and approving changerequests

- Managing the approved changes- Maintaining the integrity of baselines by releasingonly approved changes for incorporation into theproject management plan and project documents- Reviewing, approving, or denying allrecommended corrective and preventive actions- Coordinating changes across the entire project- Documenting the complete impact of changerequests.


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What are the requirements of PerformingIntegrated Change Control and Subsidiary ControlProcesses?

Requirements:- Maintain the integrity of the performancemeasurement baselines- Ensure that changes to the PRODUCT scope arereflected int eh definition of the PROJECT scope- Ensure that changes are coordinated across

knowledge areas

Subsidiary Change Control includes:- Control Scope- Control Schedule- Control Cost- Control Quality- Monitor and Control Risk- Administer Procurements

Why is it a bad idea to prevent changes in theproject?

Generally, changes happen during the life of theproject for many reasons, most of which turn out to

be valid and important. Foremost is thephenomenon of progressive elaboration. We learnas we go in a project, and this will result in discoveryof the need to change the project management planor the project scope the team should be supportiveof these changes, but MUST control them so thatthey happen in an orderly way.

What are the importing aspects of ChangeManagement to remember?

Change is inevitable and should not be viewed in anegative light.Change is inevitable but un-managed change willkill your project.It is important to identify a change as soon as it

occurs, so that it may be better managed.The project manager alone cannot do it; all teammembers must understand the project definition wellenough to recognize and report changes they see.

What is a Configuration Management System?

A Configuration Management System provides astandardized, effective, and efficient process tocentrally manage changes within a project.

It accomplishes 3 main objectives:1. Establishes an evolutionary method toconsistently identify and request changes andassess value and effect of those changes

2. Provides opportunities to continuously validateand improve the project by considering the impact ofeach change3. Provides the mechanism to project managementteam to consistently communicate all changes to allstakeholders

What Configuration Management activities are Configuration Management activities included in


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included in Integrated Change Control? Integrated Change Control:- Configuration Identification- Configuration status Accounting- Configuration verification and Auditing

Every documented requested change must be

either accepted or rejected by some authority withinthe project management team or an externalorganization representing the initiator, sponsor, orcustomer.

What is a Change Control Board?

A Change Control Board is part of PerformIntegrated Change Control. It approves and rejectschange requests and typically has automaticapproval of defined categories and changes.Typically headed by the project sponsor.Roles and responsibilities should be clearly defined.For projects under contract, change changes must

be approved by the customer.

What are the INPUTS of the Integrated ChangeControl Process?

1. Project management plan2. Work performance in formation, produced inDirect and Manage Project Execution process3. Change requests4. Enterprise environmental factors5. Organizational process assets

What are the OUTPUTS of the Integrated ChangeControl Process?

1. Change request status updates, to be processedthrough the change control system; approvedrequests will be implemented by Direct and ManageProject Execution process. Change requests statusfor all changes, approved or not, is updated in thechange request log as part of project documentupdates.2. Project Management Plan updates3. Project Document updates

What are the TOOLS AND TECHNIQUES of theIntegrated Change Control Process?

1. Expert Judgement2. Change Control Meetings for change controlboard review of requested changes. Results aredocumented and communicated to the stakeholdersfor information and follow-up.

What is the Close Project or Phase process?

The Close Project or Phase Process finalizes allactivities across all process groups to formally closethe project or phase. When closing the last phase ofa project, this process closes the project. Theproject manager will review the project managementplan to ensure that all project work has beencompleted.


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There is a special case which must be handled byClose Project or Phase; the cancelled or terminatedproject. In this case, procedures are established toinvestigate and document the reasons for thetermination of the project.

What activities are included in the Close Project orPhase Process?

Activities necessary for administrative closure,including steps to:- Satisfy completion or exit criteria- Transfer the project's products, services, or resultsto the next phase or to production operation- Collect project or phase records, audit projectsuccess or failure, gather lessons learned, andarchive information for future use.

Lessons learned should be collected throughout theproject, as they are obtained from projectparticipants who may already have left the project.

These lessons will only be useful to the extent thatan organization makes them readily available toother project teams. Many organizations useknowledge management systems for the purpose.

What are the INPUTS to the Close ProjectProcess?

1. Project management plan2. accepted deliverables (from Verify Scopeprocess)3. Organizational process assets

What are the OUTPUTS of the Close ProjectProcess?

1. Final product, service or result transition2. Organizational process assets updates, whichcollect, for future reference, information from theproject such as reports, issues, exceptions, qualityreports, lessons learned, and any other informationof use to future projects.