Pmbok Book Chapter 4 - Integration

Front 1

Define: Change Control

Back 1

The procedures used to identify, document, approve (or reject) and control changes to the project baselines.

Front 2

Define: Enterprise Environmental Factors

Back 2

The external and internal factors affecting the enterprise, including organizational culture and structure, existing resources, market conditions and project management software

Front 3

Define: Expert Judgment

Back 3

Judgment based upon expertise appropriate to the activity. It may be provided by any group or person, either within the organization or external to it.

Front 4

Define: Organizational Process Assets

Back 4

Any or all process-related assets, including formal and informal plans, policies and procedures, guidelines and historical knowledge from lessons learned.

Front 5

Define: Progressive Elaboration

Back 5

The progressive improvement of a plan as more specific and detailed information becomes available during the course of the project.

Front 6

Define: Project Management Information System (PMIS)

Back 6

The PMIS is the information system utilized by the organization to facilitate the implementation of techniques, documents and deliverables for ongoing and completed projects. Although PMIS can be manual or automated, automated systems are becoming more common today.

Front 7

Define: Project Management Methodology

Back 7

Any structured approach used to guide the project team during the development of the project plan. This methodology may utilize forms, templates and procedures standard to the organization.

Front 8

Describe the DEVELOP PROJECT CHARTER PROCESS in the Integration ka.

Back 8

This process is used to formally authorize a new project or validate an existing project for continuation into the next phase. Projects are initiated as a result of a problem to be solved, an opportunity or a business requirement.

Front 9

What is the Project Statement of Work?

Back 9

An input to the develop project charter process. The SOW is a narrative description of the products or services to be delivered by the project. Since the products or services can be delivered by either an internal or an external organization, the SOW is also an important artifact of the project procurement management knowledge area. PMI calls an SOW for external organizations a contract statement of work.

Front 10

Name 3 things An SOW generally includes

Back 10

1. The business need or reasons the product or service is required
2. The description of the product scope or product requirements with as much detail as possible to support project planning and estimates
3. The strategic plan and how the project supports the organization's strategic goals to facilitate the project selection decision-making process

Front 11

Describe 2 Project Selection Methods

Back 11

1. Benefit Measurement Methods are comparative approaches such as return on investment (ROI) analysis, scoring models, economic models, peer reviews and review boards (adversarial proceedings to stop a project).

2. Mathematical Models use various algorithms, often referred to as decision models (decision models are discussed further in Chapter 11 on risk management).

Front 12

Name 10 things about the Project Charter

Back 12

1. Contains the business need, purpose and justification for the project
2. Includes the product requirements
3. Should be issued by a manager external to the project who may be assisted by the project manager if he or she has been identified
4. Gives the project manager the authority to do the project
5. Could be the signed contract when procurement processes are used
6. Defines the goals and objectives of the project (sets the project direction)
7. Is approved by key stakeholders
8. Shows organizational, environmental and external constraints and assumptions
9. Contains the summary budget and milestone schedule
10. Is the only output of this process

Front 13

Describe the DEVELOP PRELIMINARY PROJECT SCOPE STATEMENT PROCESS in the Integration ka.

Back 13

The develop preliminary project scope process demonstrates that when projects are initiated, not all information is available in a detailed form.

The object of this process is to get the project initiated and to assign resources to explore the detailed needs of the project.

Front 14

What is the Preliminary Scope Statement?

Back 14

It might be considered a "1st draft" of the understanding of project requirements. The preliminary scope statement proves that the project end satisfies the business need. The preliminary scope statement will be revised and refined during the planning processes.

Front 15

List 7 things outlined in the preliminary scope statement

Back 15

1. Product and project objectives
2. Project boundaries, constraints and assumptions
3. Initial WBS, preliminary milestones and cost estimates
4. Initial human resource plan
5. Identified risks
6. Configuration management requirements
7. Acceptance criteria

Front 16

Describe the develop project management plan process in the Integration ka

Back 16

It integrates all the subsidiary plans from the various knowledge areas into one cohesive whole. This complete, consistent and coherent document is the project management plan. It is crucial that the project manager and the project team spend sufficient time in creating the project management plan because this document serves to reduce project uncertainty, improve the efficiency of work, provide a better understanding of the project objectives and provide a basis for monitoring and controlling. This key document also serves as a communication and educational tool for stakeholders on the project.

Front 17

What 4 concepts of planning does PMI emphasize?

Back 17

1. Planning begins during the initiating phase of a project.
2. Planning does not end until the project is finished.
3. Planning is an intellectual process that runs through all the other processes of the project.
4. Planning is iterative; as the project proceeds, the project team must plan, replan and plan again.

Front 18

Describe the Project Mgmt Plan doc.

Back 18

It is a collection of documents that identify the project assumptions and decisions. The project management plan provides both a standard communication tool throughout the lifetime of the project and a verification and agreement on objectives and requirements from the stakeholders. The plan is documented and approved by both the customer and the sponsor. All baselines for tracking, control, analysis, communications and integration elements are incorporated into the project management plan.

The project management plan is a key document that integrates outputs from all the other planning processes to form a consistent, comprehensive document to guide the execution and control of the project.

Front 19

Name 11 of the key elements of the project management plan

Back 19

1. The project management approach or strategy to be used by the definition of the selected processes and tools and techniques
2. How project work will be managed and executed
3. How changes will be monitored and controlled
4. How configuration management will be performed
5. How the integrity of performance baselines will be maintained
6. How the project will be closed
7. The selected project life cycle to be used
8. The description of other phases or related projects in multiphase or multiprogram environments
9. The level of frequency and techniques for communicating with stakeholders
10. The schedule or milestone chart of key management reviews for progress, issue resolution and decisions
11. Subsidiary management plans

Front 20

Describe the 8 Subsidiary management plans

Back 20

1. Scope Management Plan: tracks how scope changes are identified and classified and indicates how these changes are integrated into the project
2. Schedule Management Plan: describes how changes to the schedule will be managed
3. Cost Management Plan: describes how cost variances will be managed based on the needs of the stakeholders
4. Quality Management Plan and Process Improvement Plan: describe how the project management team will implement its quality policy
5. Staffing Management Plan: describes how and when human resources will be brought into and taken off the project team
6. Communications Management Plan: addresses the collection, distribution, access to and updates of project information
7. Risk Management Plan: documents procedures to manage risk throughout the project
8. Procurement Management Plan: describes how procurement processes will be managed

Front 21

Describe the DIRECT AND MANAGE PROJECT EXECUTION PROCESS in the Integration ka and its 3 main outputs.

Back 21

Project execution is the primary process whereby the project management plan is put into action.

Most of the project resources and costs are expended in this process.

Important tools and techniques used in this process are the Project Management Methodology and the PMIS.

In order for the project management plan to be executed, work is assigned to resources by the project manager and then monitored for completion of deliverables and work results.

The key outputs of this process are
1. deliverables
2. Requested changes
3. Work performance reports.

Front 22

List the 7 types of reports used for work performance information

Back 22

1. Status or progress reports (daily, weekly, etc.)
2. Trend analysis
3. Variance analysis
4. Exception reports
5. Earned value reports
6. Schedule reports
7. Cost reports

Front 23

What 3 things do Schedule Reports consist of?

Back 23

1. Gantt charts
2. Milestone charts
3. Network diagrams

Front 24

What 3 things do Cost Reports consist of?

Back 24

1. S-curves
2. Histograms
3. Expenditure tables

Front 25

What happens during the MONITOR AND CONTROL PROJECT WORK PROCESS in the Integration ka?

Back 25

The project manager checks on how the project is doing by completing evaluations using the earned value technique (EVT) and expert judgment, such as the Delphi Technique.

The results of the evaluations are used in performance reports and are an important part of the communications management knowledge area processes.

Front 26

What is the Earned Value Technique?

Back 26

EVT is a tool used to integrate the project's scope, schedule and resources to measure and report project performance from initiation to closure. There are basically 3 independent variables that form the basis for EVT.

Front 27

Describe the 3 independent variables that form the basis for EVT.

Back 27

1. Planned Value (PV): the estimated cost for activities scheduled to be performed during a given period of time
2. Actual Costs (AC): the actual costs incurred to complete the activities in a given period of time
3. Earned Value (EV): the value of the activities accomplished during a given period of time

Front 28

Describe 2 common types of project evaluations.

Back 28

1. Mid-Project Evaluations: Conducted while project work is still in progress. The main purpose of such evaluations is to determine if objectives are still relevant and if these objectives are being met. Lessons learned should also be documented at this time instead of waiting for the project to be completed.

2. Final or Post-Project Evaluations: Conducted after the project is completed. Their main purpose is to determine the lessons learned and best practices for ongoing, other or future projects.

Front 29

Who should conduct mid-project evaluations and why?

Back 29

A third party or people outside the team should be used to conduct mid-project evaluations so that results are less biased.

Front 30

Describe the integrated change control process in the Integration ka

Back 30

Coordinates changes across the entire project by determining that a change has occurred, managing the change when it does occur and ensuring that changes are controlled and agreed upon.

Through the use of an integrated change control process, the project manager is able to be in control and make necessary adjustments to ensure the project's success.

Front 31

What are the 3 tools and techniques used in the integrated change control process?

Back 31

1. Project management methodology, which is any structured approach used to guide the project team during the development of the project plan (This methodology may utilize standard forms, templates and procedures standard to the organization.)
2. Project management information system
3. Expert judgment

Front 32

Describe the close project process in the Integration ka

Back 32

1 of the 2 processes in the closing process group. The other process being contract closure described in project procurement management (Chapter 12).

**There are many questions about the similarities and differences between these 2 processes.

Front 33

What 2 procedures does the close project process outputs include?

Back 33

1. Administrative closure
2. Contract closure