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12 Cards in this Set

  • Front
  • Back
Tools included in overall change control are:
Configuration management.
Performance measurement.
Project management information system.
b and c
a, b, and c
Tools and Techniques:

Change control system
Configuration management
Performance measurement
Additional planning
Project management information system
The project plan is used to:
Finalize budget cost estimates.
Facilitate communication among stakeholders.
Provide a variable measurement progress.
Develop corrective actions.
Improve management's general skills.
The project plan is used to:

Guide project execution.
Document project planning assumptions.
Document project planning decisions regarding alternatives chosen.
Define key management reviews as to content, extent, and timing.
Provide a baseline for progress measurement and project control.
The project performance measurement baselines are:
Equivalent to the project plan.
A management control.
Prone to change only intermittently.
a and b
b and c
The project plan is a document or collection of documents that should be expected to change over time as more information becomes available about the project. The performance measurement baselines represent a management control that will generally change only intermittently and then generally only in response to an approved scope change.
Performance measurement baselines should:
Never change.
Change frequently to accommodate current information about the project.
Change only intermittently and generally only in response to an approved scope change.
Change in order to keep the customer happy.
Change only when higher management directs them to be changed.
The performance measurement baselines represent a management control that will generally change only intermittently and then generally only in response to an approved scope change.
Project integration management includes the following processes:
Project plan development.
Scope planning.
Scope definition.
Scope verification.
All of the above
While all project management processes are integrative to some extent, the processes described in this chapter are primarily integrative.

Project plan development—taking the results of other planning processes and putting them into a consistent, coherent document.
Project plan execution—carrying out the project plan by performing the activities included therein.
Overall change control—coordinating changes across the entire project.
Identify the subsidiary change control process(es) listed below:
Management systems.
Risk change control.
Customer interface control systems.
Cost estimates.
All of the above
Subsidiary change control:

Scope change control
Schedule change control
Cost change control
Quality control
Risk change control
Contract administration
Configuration management is any documented procedure used to apply technical administrative direction and surveillance to:
Control cost increases.
Identify and correct problems arising in functional areas of project implementation.
Identify and document physical characteristics of an item.
Test new systems against.
a and c
Configuration management is any documented procedure used to apply technical and administrative direction and surveillance to:

Identify and document the functional and physical characteristics of an item or system.
Control any changes to such characteristics.
Record and report the change and its implementation status.
Audit the items and system to verify conformance to requirements.
A change control board is:
A formally constituted group of stakeholders responsible for ensuring that only a minimal amount of changes occur on the project.
An informal or formal group of team members responsible for changes to a project.
An informal group that has oversight of project implementation.
A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.
The project manager and several key team members working to ensure cost and schedule control during the life of the project.
Change control board (CCB). A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.
A process is a series of actions to bring about a result. In a project, the five basic processes are:
Planning, checking, directing, monitoring, and recording.
Initiating, planning, executing, controlling, and closing.
Planning, executing, monitoring, redirecting, and closing.
Planning, executing, directing, closing, and delivering.
Project management processes can be organized into five groups of one or more processes each:

Initiating processes—recognizing that a project or phase should begin and committing to do so.
Planning processes—devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.
Executing processes—coordinating people and other resources to carry out the plan.
Controlling processes—ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary.
Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end.
The subprocesses of a project are linked by one subprocess providing an output that feeds one or more subprocesses as an input. Thus, subprocesses are defined by PMI as having an input, __________, and an output.
Resolution and action
Formatting and creation
Tools and techniques
Process integration
Action and integration
Within each process group, the individual processes are linked by their inputs and outputs. By focusing on these links, we can describe each process in terms of its:

Inputs—documents or documentable items that will be acted upon.
Tools and techniques—mechanisms applied to the inputs to create the outputs.
Outputs—documents or documentable items that are a result of the process.
Planning a project is a process that develops products such as a schedule. This process produces the following for a schedule:
Activity definition, activity sequencing, activity execution, and activity duration.
Activity definition, activity sequencing, and activity duration.
Activity identification, activity execution, and activity results.
Activity identification, activity sequencing, activity connection, and activity duration.
Activity determination, activity duration, activity implementation, and activity results.
A subset of project management that includes the processes required to ensure timely completion of the project. It consists of:

Activity definition—identifying the specific activities that must be performed to produce the various project deliverables.
Activity sequencing—identifying and documenting interactivity dependencies.
Activity duration estimating—estimating the number of work periods which will be needed to complete individual activities.
Schedule development—analyzing activity sequences, activity durations, and resource requirements to create the project schedule.
Schedule control—controlling changes to the project schedule.
A controlling process is necessary in project management to ensure planned actions are executed and measured for progress. The controlling process for the schedule typically will focus on:
Activities starting earlier than scheduled.
Activities starting later than scheduled.
Activities that vary from the plan, whether late or early.
Activities only on the critical path.
Project performance must be measured regularly to identify variances from the plan. Variances are fed into the control processes in the various knowledge areas. To the extent that significant variances are observed (i.e., those that jeopardize the project objectives), adjustments to the plan are made by repeating the appropriate project planning processes. For example, a missed activity finish date may require adjustments to the current staffing plan, reliance on overtime, or trade-offs between budget and schedule objectives. Controlling also includes taking preventive action in anticipation of possible problems.