Pmbok Chapter 4 - Project Integration Management

Front 1

What is the definition of Project Integration Management?

Back 1

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

Unify, consolidate, articulate, and integrate actions crucial to project completion, managing stakeholder expectations, and meeting requirements.

It Involves making tradeoffs among competing objectives and managing interdependencies between knowledge areas.

Front 2

What is Earned Value Management?

Back 2

Earned Value Management (EVM) is one of the techniques used to both integrate the various processes and to measure performance of the project. This technique integrates project performance measurement for schedule and budget.

Front 3

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

Back 3

All of the processes in Integration Management process group have Organizational Process Assets as an input.

All processes in the Integration Management process group have Enterprise Environmental Factors as an input, with the exception of Close Project or Phase.

Front 4

What is done during the 4.1 Develop Project Charter step?

Back 4

Develop a document that formally authorizes a project, and documents initial requirements. The charter authorizes the Project Manager to apply organizational resources to project activities.

Front 5

What does the Project Charter describes?

Back 5

The charter describes the motivation behind the project and presents the business case for selecting the project.

Front 6

How is a project authorized?

Back 6

The project initiator or sponsor external to the project organization signs the project charter to authorize the project.

Front 7

How is the project charter handled in multi-phase projects?

Back 7

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

Front 8

When is a project manager identified and assigned?

Back 8

A project manager is identified and assigned as early in the project as feasible, and before planning begins.

Front 9

What are the INPUTS of the process - Develop Project Charter?

Back 9

1. Project statement of work
2. Business case
3. Contract
4. Enterprise environmental factors
5. Organization process assets

Front 10

What are the OUTPUTS of the process - Develop Project Charter?

Back 10

1. Project charter

Front 11

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

Back 11

1. Expert judgement

Front 12

What is a Project Statement of Work (SOW)?

Back 12

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

- The business need, as documented in the business case
- Product scope description, which documents the characteristics of the product or service that the project will create, and the relationship between the project and the business need.
- How the project is supportive of the performing organization's strategic goals and critical business issues. The business strategic plan should be a factor in all project selection decisions.

Front 13

What is the Business Case?

Back 13

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

Front 14

What is a Contract?

Back 14

A contract is an input if the project is being done for an external customer.

Front 15

What is Expert Judgment?

Back 15

Expert Judgement is used to assess the inputs needed to develop the project character, and applied to technical and management issues. It is provided by a group or an individual with specialized knowledge or training. There are many possible sources:
- 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)

Front 16

Describe the Output - Project Charter

Back 16

The Project Charter documents the business needs, current understanding of the customers needs, and the 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, at macro level)
- Summary budget

Front 17

Describe the Process - Develop Project Management Plan

Back 17

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

Basic purpose of the project management plan is to define how the project will be executed, monitored and controlled, and closed.

The plan is progressively elaborated during the life of the project as additional information is discovered.

Content varies depending on the application area and complexity of the project.

Updated and revised through the Perform Integrated Change Control process.

Front 18

What is the definition of Project Constraints?

Back 18

Project Constraint is the state, quality, or sense of being restricted in a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or process.

Factors that will limit the project management team's options (e.g. schedule, contractual provisions, regulations, pre-set budget)

Constraints are documented in the project scope statement.

Front 19

What is the definition of Project Assumptions?

Back 19

Project Assumptions are factors that for planning purposes are considered true, real or certain without proof 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 scope statement.

Front 20

What are the INPUTS of the process - Develop Project Management Plan?

Back 20

1. Project charter (from Develop Project Charter process)
2. Outputs from planning processes (described in PMBOK Guide, chapters 5 through 12)
3. Enterprise environmental factors
4. Organizational process assets

Front 21

What are the OUTPUTS of the process - Develop Project Management Plan?

Back 21

1. Project Management Plan

Front 22

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

Back 22

1. Expert judgement

Front 23

Describe the Project Management Plan document.

Back 23

The Project Management plan integrates and consolidates all subsidiary plans and baselines from the planning processes. It includes:
- The life cycle selected for the project
- How work will be executed
- Results of tailoring:
1. Processes selected by PM team
2. Level of implementation (rigor)
3. Description of tools and techniques to be used
4. How selected processes will be used

Front 24

What are the contents of the Project Management Plan?

Back 24

- 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 dictionary)
- Scope management plan

Front 25

Describe the Process - Direct and Management Project Execution

Back 25

Perform the work defined in the project management plan.
- The majority of the project budget will be expanded in this process.
- Directly affected by the project application area because the product of the project is actually created here.
- Work performance information must be collected and fed to the performance reporting process and to the monitoring and controlling process group:
1. Completion status of deliverables
2. What has been accomplished
- Implementation of approved changes including:
1. Corrective actions to bring future performance in line with the plan
2. Preventive actions to reduce the probability of negative consequences of risks
3. Defect repairs to correct product defects or replace the component.

Front 26

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

Back 26

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

Front 27

What do you do when the project doesn't go as planned?

Back 27

The project seldom (never?) goes exactly the way it is planned. So, the project manager and team must gather information to help them adjust and react as the project progresses to meet the project objectives. To do this, they need accurate information about what is happening in the project.

Front 28

How is the wholeness of an integrated project expressed?

Back 28

The wholeness of an integrated project files its expression in two ways.
First, the project manager and project team view of a multiplexed project as a single system, with the interconnected parts all contributing to a successful outcome.
Second, because of the need to communicate valid project data, information, and knowledge, the integration of the project builds on the personal integrity of all project personnel.

Front 29

What is Real-time Iteration?

Back 29

In response to an alteration in one part of the project, the project team must iterate the entire plan if it wants to maintain the integrity of the project management system. These iterations and integrations require the communication of valid, relevant data, information, and knowledge.

In other words, only the TRUTH will permit successful project management.

Front 30

What are the INPUTS to the process - Direct and Manage Project Execution?

Back 30

1. Project management plan, which guides execution
2. Approved change requests, which are documented changes approved by integrated change control
3. Enterprise environmental factors
4. Organization process assets

Front 31

What are the OUTPUTS of the process - Direct and Manage Project Execution?

Back 31

1. Deliverables
2. Work performance information
3. Change requests
4. Project management plan updates
5. Project document updates

Front 32

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

Back 32

1. Expert Judgement
2. Project management information system

Front 33

When are change requests used?

Back 33

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

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

Front 34

What is corrective action?

Back 34

Corrective action is documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.

Front 35

What is preventive action?

Back 35

Preventive action is documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.

Front 36

What is defect repair?

Back 36

Defect repair is formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component?

Front 37

What is a Project Management Information System?

Back 37

A Project Management Information System is an automated system used by the project management team to aid execution of the activities planned in the project management plan.

The tool may include scheduling software, a configuration management system, information and distribution system, or web interfaces.

Front 38

What is a deliverable?

Back 38

A deliverable is any unique and verifiable product, result or capability to perform service that is identified in the project management planning documentation, and must be produced and provided to complete the project.

Front 39

What is Work Performance Information?

Back 39

Work Performance Information is information on the status of the project activities performed to accomplish the project work, collected as part of project execution. Includes, but is not limited to:
1. Schedule progress and status info
2. Deliverables that are completed or not
3. Extent of quality compliance
4. Costs authorized and incurred
5. Estimates to complete started activities
6. Completion state of in-progress deliverables
7. Resource utilization details

Front 40

How flexible can change requests be?

Back 40

Change requests can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated.

Front 41

When are Change Requests most often used?

Back 41

Change requests are often identified while project work is being performed to:
- Expand or reduce scope
- Modify policies or procedures
- Modify project cost or budget
- Revise the project schedule

Front 42

What are the Project Documents?

Back 42

Activity attributes
Activity cost estimates
Activity List
Assumption Log
Basis of estimates
Changes log
Charter
Contracts
Duration estimates
Forecasts
Issue log
Milestone List
Performance reports
Project funding requirements
Proposals
Procurement documents
Project organization structure
Quality control measurements
Quality checklists
Quality metrics
Responsibility assignment matrix
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Resource requirements
Risk register
Role and responsibilities
Sellers list
Source selection criteria
Stakeholder analysis
Stakeholder management strategy
Stakeholder register
Stakeholder requirements
Statement of work
Teaming agreements
Team performance assessments
Work performance information
Work performance measurements

Front 43

What is the Monitor and Control Project Work process?

Back 43

The Monitor and Control Project Work process is tracking, reviewing and regulating the progress of the project so that it meets the performance objectives defined in the project management plan.
This goes on throughout the project. We must collect and analyze project performance information to determine if we must act to correct or prevent variances from our plan.

Front 44

What is Monitoring and Control Project Work concerned with?

Back 44

It is concerned with:
- Comparing actual project performance against the project management plan
- Assessing performance to determine if corrective or preventive actions are necessary
- Analyzing, tracking, and monitoring project risks
- Maintaining an accurate, timely information base concerning the project's product(s) and associated documentation through project completion
- Providing information to support status reporting, progress measurement, and forecasting
- Providing forecasts to update current cost and schedule information
- Monitoring implementation of approved changes as they occur

Front 45

What are the INPUTS of the Monitor and Control Project Work process?

Back 45

1. Project management plan
2. Performance Reports
3. Enterprise environmental factors
4. Organizational process assets

Front 46

What are the OUTPUTS of the Monitor and Control Project Work process?

Back 46

1. Change requests
2. Project management plan updates
3. Project document updates

Front 47

What are the TOOLS AND TECHNIQUES of the Monitor and Control Project Work process?

Back 47

1. Expert judgement

Front 48

What are Performance Reports?

Back 48

Performance Reports are prepared by the project management team detailing activities, accomplishments, milestones, issues and problems. Performance reports come from the Report Performance process, and are generally based primary on work performance information from the Direct and Manage Project Execution process.

Front 49

What is the Perform Integrated Change Control process?

Back 49

The Perform Integrated Change Control process is performed from project inception through completion. The Project Management Plan, Scope Statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting change requests or by approving change requests. The objective is to ensure that only approved changes are incorporated into the project baselines.

Front 50

What change management activities are included in Performing Integrated Change Control?

Back 50

- Influencing the factors that circumvent integrated change control so that only approved changes are implemented
- Reviewing, analyzing and approving change requests
- Managing the approved changes
- Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents
- Reviewing, approving, or denying all recommended corrective and preventive actions
- Coordinating changes across the entire project
- Documenting the complete impact of change requests.

Front 51

What are the requirements of Performing Integrated Change Control and Subsidiary Control Processes?

Back 51

Requirements:
- Maintain the integrity of the performance measurement baselines
- Ensure that changes to the PRODUCT scope are reflected 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

Front 52

Why is it a bad idea to prevent changes in the project?

Back 52

Generally, changes happen during the life of the project for many reasons, most of which turn out to be valid and important. Foremost is the phenomenon of progressive elaboration. We learn as we go in a project, and this will result in discovery of the need to change the project management plan or the project scope the team should be supportive of these changes, but MUST control them so that they happen in an orderly way.

Front 53

What are the importing aspects of Change Management to remember?

Back 53

Change is inevitable and should not be viewed in a negative light.
Change is inevitable but un-managed change will kill 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 team members must understand the project definition well enough to recognize and report changes they see.

Front 54

What is a Configuration Management System?

Back 54

A Configuration Management System provides a standardized, effective, and efficient process to centrally manage changes within a project.

It accomplishes 3 main objectives:
1. Establishes an evolutionary method to consistently identify and request changes and assess value and effect of those changes
2. Provides opportunities to continuously validate and improve the project by considering the impact of each change
3. Provides the mechanism to project management team to consistently communicate all changes to all stakeholders

Front 55

What Configuration Management activities are included in Integrated Change Control?

Back 55

Configuration Management activities included in 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 within the project management team or an external organization representing the initiator, sponsor, or customer.

Front 56

What is a Change Control Board?

Back 56

A Change Control Board is part of Perform Integrated Change Control. It approves and rejects change requests and typically has automatic approval 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.

Front 57

What are the INPUTS of the Integrated Change Control Process?

Back 57

1. Project management plan
2. Work performance in formation, produced in Direct and Manage Project Execution process
3. Change requests
4. Enterprise environmental factors
5. Organizational process assets

Front 58

What are the OUTPUTS of the Integrated Change Control Process?

Back 58

1. Change request status updates, to be processed through the change control system; approved requests will be implemented by Direct and Manage Project Execution process. Change requests status for all changes, approved or not, is updated in the change request log as part of project document updates.
2. Project Management Plan updates
3. Project Document updates

Front 59

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

Back 59

1. Expert Judgement
2. Change Control Meetings for change control board review of requested changes. Results are documented and communicated to the stakeholders for information and follow-up.

Front 60

What is the Close Project or Phase process?

Back 60

The Close Project or Phase Process finalizes all activities across all process groups to formally close the project or phase. When closing the last phase of a project, this process closes the project. The project manager will review the project management plan to ensure that all project work has been completed.

There is a special case which must be handled by Close Project or Phase; the cancelled or terminated project. In this case, procedures are established to investigate and document the reasons for the termination of the project.

Front 61

What activities are included in the Close Project or Phase Process?

Back 61

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

Lessons learned should be collected throughout the project, as they are obtained from project participants who may already have left the project. These lessons will only be useful to the extent that an organization makes them readily available to other project teams. Many organizations use knowledge management systems for the purpose.

Front 62

What are the INPUTS to the Close Project Process?

Back 62

1. Project management plan
2. accepted deliverables (from Verify Scope process)
3. Organizational process assets

Front 63

What are the OUTPUTS of the Close Project Process?

Back 63

1. Final product, service or result transition
2. Organizational process assets updates, which collect, for future reference, information from the project such as reports, issues, exceptions, quality reports, lessons learned, and any other information of use to future projects.