4Th Edition Pmbok Book Chapter 4

Front 1

Describe the "Develop Project Charter" Project Integration Management process.

Back 1

- The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations.
- It establishes a partnership between the performing organization and the requesting organization (or customer, in the case of external projects).
- The approved project charter formally initiates the project.

Front 2

Name the 5 inputs to the "Develop Project Charter" process.

Back 2

1. Project Statement of Work
2. Business Case
3. Contract
4. Enterprise Environmental Factors
5. Organizational Process Assets

Front 3

Who can provide expert judgement for the "Develop Project Charter" process (7)?

Back 3

1. Other units within the organization,
2. Consultants
3. Stakeholders, including customers or sponsors,
4. Professional and technical associations,
5. Industry groups,
6. Subject matter experts, and
7. Project management office (PMO)

Front 4

Name the primary output of the "Develop Project Charter" process.

Back 4

The project charter doc, of course!

Front 5

What does a Project Charter document?

Back 5

The project charter documents the business needs, current understanding of the customer’s needs, and the new product, service, or result that it is intended to satisfy

Front 6

Describe the "Develop Project Management Plan" process of the Project Integration Management Knowledge Area (KA)

Back 6

The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

Front 7

What is the Project Management Plan?

Back 7

- It defines how the project is executed, monitored and controlled, and closed.
- The project management plan is developed through a series of integrated processes until project closure.
- It may include the following:
- The life cycle selected for the project and the processes that will be applied to each phase,
- Results of the tailoring by the project management team such as: Project management processes selected by the project management team, Level of implementation of each selected process, Descriptions of the tools and techniques to be used for accomplishing those processes, and how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes, and the essential inputs and outputs.
- How work will be executed to accomplish the project objectives,
- A change management plan that documents how changes will be monitored and controlled,
- A configuration management plan that documents how configuration management will be performed,
- How integrity of the performance measurement baselines will be maintained,
- Need and techniques for communication among stakeholders, and
- Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions.

Front 8

What are the 4 inputs to the Develop Project Management Plan process?

Back 8

1. Project Charter created in Dev Proj Charter process.
2. Outputs from Planning Processes
3. Enterprise Environmental Factors
4. Organizational Process Assets

Front 9

How is expert judgment used in the Dev Proj Mgmt Plan process?

Back 9

- Tailor the process to meet the project needs,
- Develop technical and management details to be included in the project management plan,
- Determine resources and skill levels needed to perform project work,
- Define the level of configuration management to apply on the project, and
- Determine which project documents will be subject to the formal change control process.

Front 10

What is the primary output of the Dev Proj Mgmt Plan process?

Back 10

The Project Management Plan.

Front 11

Name 3 possible project baselines.

Back 11

- Schedule baseline,
- Cost performance baseline, and
- Scope baseline.

Front 12

Name 10 subsidiary plans.

Back 12

- Scope management plan (introduction to Chapter 5),
- Requirements management plan (Section 5.1.3.2),
- Schedule management plan (introduction to Chapter 6),
- Cost management plan (introduction to Chapter 7),
- Quality management plan (Section 8.1.3.1),
- Process improvement plan (Section 8.1.3.4),
- Human resource plan (Section 9.1.3.1),
- Communications management plan (Section 10.2.3.1),
- Risk management plan (Section 11.1.3.1), and
- Procurement management plan (Section 12.1.3.1).

Front 13

Describe the "Direct and Manage Project Execution" process.

Back 13

Direct and Manage Project Execution is the process of performing the work defined in the project management plan to achieve the project’s objectives.

Front 14

What are the 4 inputs to the "Direct and Manage Project Exe" process?

Back 14

1. Project Management Plan
2. Approved Change Requests
3. Enterprise Environmental Factors
4. Organizational Process Assets

Front 15

What are the 2 tools & techniques in the "Direct and Manage Project Exe" process?

Back 15

1. Expert Judgment
2. Project Management Information System - provides access to an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort.

Front 16

What are the 5 outputs to the "Direct and Manage Project Exe" process?

Back 16

1. Deliverables - a unique and verifiable product
2. Work Performance Information
3. Change Requests
4. Project Management Plan Updates
5. Project Document Updates

Front 17

Name and describe 4 kinds of Change Requests.

Back 17

1. Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
2. Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
3. Defect repair. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.
4. Updates. Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content.

Front 18

Describe the "Monitor and Control Project Work" process.

Back 18

Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.
- Monitoring is an aspect of project management performed throughout the project.
- Monitoring includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements.
- Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that may require special attention.
- Control includes determining corrective or preventive actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue.

Front 19

What are the 4 inputs of the "Monitor and Control Project Work" process?

Back 19

1. Project Management Plan
2. Performance Reports
3. Enterprise Environmental Factors
4. Organizational Process Assets

Front 20

What is the tool and technique of the "Monitor and Control Project Work" process?

Back 20

Expert Judgment

Front 21

What are the 3 outputs of the "Monitor and Control Project Work" process?

Back 21

1. Change Requests
2. Project Management Plan Updates
3. Project Document Updates

Front 22

Describe the "Perform Integrated Change Control" process.

Back 22

Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan.
- The Perform Integrated Change Control process is conducted from project inception through completion.

Front 23

What are the 5 inputs of the "Perform Integrated Change Control" process?

Back 23

1. Project Management Plan
2. Work Performance Information
3. Change Requests
4. Enterprise Environmental Factors
5. Organizational Process Assets

Front 24

What are the 2 tools & techniques of the "Perform Integrated Change Control" process?

Back 24

1. Expert Judgment
2. Change Control Meetings

Front 25

What are the 3 outputs of the "Perform Integrated Change Control" process?

Back 25

1. Change Request Status Updates
2. Project Management Plan Updates
3. Project Document Updates

Front 26

Name 3 configuration management activities included in the "integrated change control process"?

Back 26

1. Configuration identification - Selection and identification of a configuration item provides the basis for which product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
- Configuration status accounting - Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
- Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.

Front 27

Describe the "Close Project or Phase" process.

Back 27

Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
- When closing the project, the project manager will review all prior information from the previous phase closures to ensure that all project work is complete and that the project has met its objectives.
- Since project scope is measured against the project management plan, the project manager will review that document to ensure completion before considering the project closed.
- The Close Project or Phase process also establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion.

Front 28

What are the 3 inputs to the "Close Project or Phase" process?

Back 28

1. Project Management Plan
2. Accepted Deliverables
3. Organizational Process Assets

Front 29

What is the 1 tool/technique of the "Close Project or Phase" process?

Back 29

Expert Judgment

Front 30

What are the 2 outputs from the "Close Project or Phase" process?

Back 30

1. Final Product, Service, or Result Transition
2. Organizational Process Assets Updates

Front 31

What are 3 possible organizational process assets that are updated as a result of the Close Project or Phase process?

Back 31

1. Project files - Documentation resulting from the project’s activities, for example, project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impact.
2. Project or phase closure documents. Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure the project manager reviews prior phase documentation, customer acceptance documentation from Scope Verification (Section 5.4) and the contract (if applicable), to ensure that all project requirements are complete prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes the procedures for the transfer of the finished and unfinished deliverables of the canceled project to others.
3. Historical information - Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.