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79 Cards in this Set
- Front
- Back
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What is the definition of PROJECT INTEGRATION MANAGEMENT? (Approved) |
Project integration management includes the following processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities with in the project management process group:
1. Develop project charter 2. Develop project management 3. Direct and manage project work 4. Monitor and control project work 5. Perform integrated change control 6. Close project or phase |
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Process overview (Approved) |
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What is Earned Value Management?
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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.
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What are the common inputs for processes in the Integration Management Process Group?
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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. |
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What is done during the 4.1 DEVELOP PROJECT CHARTER step?
(Approved) |
Developing a document that:
- formally authorizes the existence of a project and - authorizes the Project Manager to apply organizational resources to project activities. |
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What does the Project Charter describes?
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The charter describes the motivation behind the project and presents the business case for selecting the project.
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How is a project authorized?
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The project initiator or sponsor external to the project organization signs the project charter to authorize the project.
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How is the project charter handled in multi-phase projects?
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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.
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When is a project manager identified and assigned?
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A project manager is identified and assigned as early in the project as feasible, and before planning begins.
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What are the INPUTS of the process - Develop Project Charter?
(Approved) |
1. Project statement of work
2. BUSINESS CASE (must) 3. Agreements 4. Enterprise environmental factors 5. Organization process assets |
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What are the OUTPUTS of the process - Develop Project Charter?
(Approved) |
1. Project charter
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What are the TOOLS AND TECHNIQUES of the process - Develop Project Charter?
(Approved) |
1. Expert judgement: Sponsor & Top manager with the support of PMO.
2. Facilitation technique: Mainly brainstorming |
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What is a Project Statement of Work (P/SOW)?
(Approved) |
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 - a general 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. - The link with the strategic plan |
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What is the BUSINESS CASE?
(Approved) |
The Business Case or similar documents provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case to justify the project. The requesting organization or customer, in the case of a external projects, may write the business case.
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What are agreements?
(Approved) |
- Any document or communication that defines the initial intentions if a project.
- It can take the form of a - contract - memorandum of understanding (MOU) - Service level agreement (SLA) - Letter of intent - Verbal agreement - e-mails or other written agreements |
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What is Expect Judgement?
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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) |
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Output Project charter (Living document) (Approved) |
- Formally authorizes a project or a phase - Establishes a partnership between the performing organization and the requesting organization - Provides the project manager with the authority to apply organizational resources to project activities. Note: The level of authority must be specified and it must be sent to everybody involves in the project |
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Describe the Output - Project Charter
(Approved and no question in the examen) |
It should address the following information:
- Project purpose or justification - Measurable project objectives and related success criteria - High-level requirements, project description and risks - Assumption and constraints - Summary milestone schedule and budget - Stakeholder list - Project approval requirements - Assigned project manager, responsibilities and authority level - Name and authority of project sponsor (s) |
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What is the definition of Project Assumptions?
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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. |
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What is the definition of Project Constraints?
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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. |
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Definition of DEVELOP PROJECT MANAGEMENT PLAN (Approved) |
Defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan |
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Develop Project Management Plan insights (Approved) |
- Defines how the project is executed, monitored, and controlled, and closed.
- Its context varies depending on application area and complexity - The plan is progressively elaborated by updates and controlled and approved through the perform integrated control process. |
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Develop Project Management Plan Map (Approved) |
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What are the INPUTS of the process - Develop Project Management Plan? (Approved) |
1. Project charter (from Develop Project Charter process)
2. Outputs from other planning processes (described in PMBOK Guide, chapters 5 through 12) 3. Enterprise environmental factors 4. Organizational process assets |
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What are the OUTPUTS of the process - Develop Project Management Plan? (Approved) |
1. Project Management Plan
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What are the TOOLS AND TECHNIQUES of the process for the Develop Project Management Plan?
(Approved) |
1. Expert judgement
2. Facilitation techniques Note: Expert are made up of the project management team, key player such as PMO, Project Management, Functional manager, sponsor, SMI (external) |
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Describe the Project Management Plan document (OUTPUTS)
(Semi-Approved) |
The Project Management plan integrates and consolidates all subsidiary plans and baselines shown in the next 2 slides and other project document as in the slide 29). 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 |
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What are the contents of the Project Management Plan (OUTPUTS)?
(Approved) |
Subsidiary Plans
- Scope management plan - Requirements management plan - Schedule management plan - Cost management plan - Quality management plan - Process improvement plan - Human resources management plan - Communications management plan - Risk management plan - Procurement management plan - Stakeholder management plan |
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What are the contents of the Project Management Plan (OUTPUTS)...continuation?
(Approved) |
Baselines - Scope baseline (Scope statement, WBS, WBS dictionary) - Schedule baseline - Cost performance baseline Note: the baseline is referred to the triangle or triple constraint |
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Project management plan (OUTPUTS) / others documents (Approved) |
- Guide project execution - Documents assumptions - Documents chosen alternatives - Facilitates communication - Defines key milestone - Gets formal approval of the plan (writting and sign) - Provides BASELINE for performance measures and control |
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Define the process DIRECT AND MANAGE PROJECT WORK (Approved) |
Leading and performing the work defined in the project management plan and implementing approved changes to the project's objectives |
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Describe the Process - Direct and Management Project work |
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. |
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What detail activities are included in the Direct and Management Project Execution process?
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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 |
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What do you do when the project doesn't go as planned?
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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.
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How is the wholeness of an integrated project expressed?
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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. |
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Direct and manage project work map
(Approved) |
The must is the Project management plan
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What is Real-time Iteration?
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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. |
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What are the INPUTS to the process - Direct and Manage Project Work?
(Approved) |
1. PROJECT MANAGEMENT PLAN, which guides execution and is a MUST
2. Approved change requests, which are documented changes approved by integrated change control 3. Enterprise environmental factors 4. Organization process assets |
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What are the OUTPUTS of the process - Direct and Manage Project Work?
(Approved) |
1. DELIVERABLES
2. Work performance data. This information tell us what is going on the field 3. Change requests. These are changes requesting to change the baseline in terms of corrective actions, preventive actions and defect repair. 4. Project management plan updates 5. Project document updates |
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What are the TOOLS AND TECHNIQUES for the process - Direct and Manage Project Execution?
(Approved) |
1. Expert Judgement: Project team which includes the PM and the body
2. Project management information system (PMIS) such as MS office, Primavera 3. Meetings as the kick off meeting |
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When are change requests used?
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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 |
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What is corrective action?
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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.
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What is preventive action?
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Preventive action is documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
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What is defect repair?
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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?
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What is a Project Management Information System?
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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. |
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What is a deliverable?
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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.
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What is Work Performance Information?
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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 |
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How flexible can change requests be?
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Change requests can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated.
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When are Change Requests most often used?
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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 |
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What are the Project Documents?
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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 |
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Define MONITOR AND CONTROL PROJECT WORK?
(Approved) |
Tracking, reviewing and regulating the progress of the project to meet the performance objectives defined in the project management plan.
Notes: -Performed throughout the entire project. - Includes collecting, measuring and distributing performance information, and assessing measurements and trends to effect process improvements. |
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What is Monitoring and Control Project Work concerned with?
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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 |
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Monitor and Control Project Work process Map
(Approved) |
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What are the INPUTS of the Monitor and Control Project Work process?
(Approved) |
1. PROJECT MANAGEMENT PLAN
2. SCHEDULE FORECAST 3. COST FORECAST 4. Validate changes 5. Work performance information 6. Enterprise environmental factors |
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What are the OUTPUTS of the Monitor and Control Project Work process?
(Approved) |
1. Change requests
2. Work Performance reports. It track reports to upper levels. |
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What are the TOOLS AND TECHNIQUES of the Monitor and Control Project Work process?
(Approved) |
1. Expert judgement (project team).
2. Analytical techniques 3. Project Management Information system (PMIS) 4. Meetings |
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What are Performance Reports?
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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.
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Define PERFORM INTEGRATED CHANGE CONTROL? (Approved) |
Reviewing all change requests, approving changes, and managing changes to the deliverables, organization process assets, project documents, and project management plan, and communicating their disposition. |
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other comments about PERFORM INTEGRATED CHANGE CONTROL?
(Semi-approved) |
- Performed throughout the project
- 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 revised baselines. Notes: - Never modify the baselines until changes have been approved. - Each approved change becomes a sub-project, which must be tracked, monitored, and controlled through its implementation. |
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What change management activities are included in Performing Integrated Change Control?
(See slides 72 & 73) |
- 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. |
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What are the requirements of Performing Integrated Change Control and Subsidiary Control Processes?
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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 |
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Why is it a bad idea to prevent changes in the project?
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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.
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What are the importing aspects of Change Management to remember?
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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. |
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Explain why a Integrated change control as a a Configuration Management System?
(Approved & Question in the test) |
A Configuration Management System provides a standardized, effective, and efficient process to centrally manage changes within a project.
It accomplishes 3 main objectives:
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What Configuration Management activities are included in Integrated Change Control process?
(Approved & Question in the test) |
- Configuration Identification, which provide basis to define, verify product configuration, label products and documents, manage changes and maintain accountability. - Configuration status Accounting, which capture, store and access configuration information needed to manage products and product information effectively. - Configuration verification and Auditing, which ensure that documented performance and functional requirements have been met. |
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Perform Integrated Change Control Process Map
(Approved) |
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What are the INPUTS of the Perform Integrated Change Control Process?
(Approved) |
1. Project management plan
2. Work performance Reports (WPR) 3. Change requests 4. Enterprise environmental factors 5. Organizational process assets |
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What are the OUTPUTS of the Perform Integrated Change Control Process?
(Approved) |
1. APPROVED CHANGE REQUEST
2. CHANGE LOG Note: Approved change request and change log are used to track down the changes. |
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What are the TOOLS AND TECHNIQUES of the Integrated Change Control Process?
(Approved) |
2. Meetings |
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Explain change control tools (Approved) |
- Baseline: Approved version of a work product that can be changed only through formal change control procedures as is used as a basic for comparison (point of reference against which change is gauged). - Traceability: Each element of one control process should directly correspond to elements of the preceding control process (baseline).Everything must be tracked - Change Control board (CCB): See next slide - Engineer/Technical review Board (ETRB/TRB): panel of technical people who review changes on their technical merit. This board look for the feasibility of the proposition |
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Explain Change Control Board (CCB)?
(Approved) |
A formally chartered group responsable for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
Notes -It formally approves and rejects change requests that impact the baselines -It is a open organism but usually made up of the sponsor and the PM. - It typically review changes on their managerial merit |
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What is the CLOSE PROJECT OR PHASE?
(Approved) |
Finalizing all activities across all the project management process groups to formally complete a project or phase.
Notes: - May include transferring the completed or cancelled project as appropriate - Also can include the formal acceptance of the project by the client
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Close Project or phase comments (Approved) |
Closure generally results in the following 1. Final product, service or result - May include a transfer to operation, a hand-off - Transition to next phase, gate 2. Project files - All relevant information must be archived for future reference, potential legal implications 3. Project close-out documents -Scope verification, sing-offs, etc 4. Historical information -Such as timesheets, actuals,.., which will provide better information for future projects - "Lessons learned" contribute to improving, evolving the organizational assets |
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Close Project or phase additional comments |
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.
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What activities are included in the Close Project or Phase Process?
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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. |
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Close Project Process Map
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What are the INPUTS to the Close Project Process?
(Approved) |
1. Project management plan
2. ACCEPTED DELIVERABLES 3. Organizational process assets |
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What are the OUTPUTS of the Close Project Process?
(Semi-Approved) |
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. |
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What are the TOOLS AND TECHNIQUES of the Close project or phase?
(Approved) |
1. Expert judgment (Project team) 2. Analytical techniques 3. Meetings |
