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28 Cards in this Set
- Front
- Back
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The day-to-day processes the project manager relies upon to ensure that all parts of the project work together. |
Project Integration Management |
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identifying and managing the points of interaction between various elements of a project. |
Interface Management
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it involves determining the strength and weaknesses of an organization, studying the opportunities and threats of the business environment, predicting future trends, and projecting the need for new products and services. |
Strategic Planning |
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- focusing on broad organizational needs: need, funds, will. - categorizing information technology projects: a problem, an opportunity, or a directive. - performing net present value or other financial analyses: NPV, ROI, Payback analysis. - using a weighted scoring model. - implementing a balanced scorecard. |
Methods for selecting projects |
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a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time. |
NPV (Net Present Value) |
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calculated by subtracting the project costs from the benefits and then dividing by the costs. (total discounted benefits - total discounted costs) / discounted costs |
ROI (Return on Investment) |
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A technique that provides a systematic process for selecting projects based on numerous criteria |
Weighted scoring model |
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A methodology that converts an organization's value drivers such as customer service, innovation, operational efficiency, and financial performance to a series of defined metrics. |
Balanced Scoreboard |
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1. Developing the project charter. 2. Developing the projectmanagement plan. 3. Directing and managing projectwork. 4. Monitoring and controlling project work. 5. Performing integrated change control. 6. Closing theproject or phase. |
Project Integration Management Processes |
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a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. |
Project Charter |
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- A project statement of work. - A business case. - Agreements. - Enterprise environmental factors. - Organizational process assets . |
Inputs for developing project charter |
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Formal and informal plans, policies, procedures, guidelines,information systems, financial systems management systems lessons learned, and historical information that can influence a project's success. |
Organizational Process Assets |
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a document used to coordinate all projectplanning documents and help guide a project’s execution and control |
project management plan |
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- Introduction or overview of the project. - Description of how the project is organized. - Management and technical processes used on the project. - Work to be done, schedule, and budget information. |
Common Elements of a Project Management Plan |
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The majority of time and money of the project is usually spent on it. |
Execution |
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- Expert judgment - Meetings - Project management information systems |
Project Execution Tools and Techniques |
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the approved project management plan plusapproved changes |
Baseline |
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- Influencing the factors that create changes to ensure that changes are beneficial. - Determining that, a change has occurred. - Managing actual changes as they occur. |
Integrated Change Control main objectives |
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A formal, documented process thatdescribes when and how official project documents and work may be changed. (Describes who is authorized to make changes and how to make them) |
Change Control System |
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A formal group of people responsible for approving or rejecting changes on a project. |
change control board |
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ensures that the descriptions of the project’s products are correct and complete |
Configuration management |
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tools track the execution of business process flows |
Business Service Management (BSM) |
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Output: Project Charter |
Process: Develop Project Charter |
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Output: Project Management Plan |
Process: Develope Project Management Plan |
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Outputs: deliverables, work performance data, change requests, project management plan updates, project documents updates. |
Process: Direct and Manage Project Work |
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Outputs: change requests, project management plan updates, project documents updates. |
Process: Monitor and Control Project Work |
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Outputs: approved change requests, change log, project management plan updates, project documents updates. |
Process: Perform Integrated Change Control |
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Outputs: final product, service, or result transition; organizational process assets updates. |
Process: Close Project or Phase |
