Chpt 4 – Project Integration Management – Flashcards
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Develop Project Charter process
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The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
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Key benefit of the Develop Project Charter process
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A well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
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Develop Project Management Plan process
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Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
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Key benefit of the Develop Project Management Plan process
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A central document that defines the basis of all project work.
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Direct and Manage Project Work process
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The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
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Key benefit of the Direct and Manage Project Work process
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It provides overall management of the project work.
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Monitor and Control Project Work process
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The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.
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Key benefit of the Monitor and Control Project Work process
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It allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.
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Perform Integrated Change Control process
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The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.
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Key benefit of the Perform Integrated Change Control process
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It allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.
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Close Project or Phase process
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The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
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Key benefit of the Close Project or Phase process
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It provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
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Two key things about a Project Charter
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It formally initiates the project and it gives the PM authority to spend money and commit resources
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When is a PM assigned
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As early in the project as feasible, preferably while the project charter is being is being developed, and always before planning
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Who authors the project charter?
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The sponsoring entity
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Inputs to Develop Project Charter process
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Project Statement of Work Business Case Agreements EEF OPA
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What is a Project Statement of Work?
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Narrative description of products, services, or results to be delivered by a project.
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Who provides the Statement of Work?
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For internal projects, the sponsor. For external projects, the customer.
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What is a Business Case?
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Describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Includes business need and the cost-benefit analysis.
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Who usually conducts the analysis for the business case?
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The business analyst using stakeholder input
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What are agreements?
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Typically for projects with an external customer. Used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letter of agreements, letters of intent, verbal agreements, email, or other written agreements.
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What may be included in a project charter?
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Project Purpose Project Objectives High-level requirements Assumptions and Constraints High-level project description and boundaries High-Level risks Milestone schedule Summary budget Stakeholder list Project approval requirements Assigned PM, responsibility, and authority level Name and authority of the sponsor
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Who issues the project charter?
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The project sponsor
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What does the Project Management Plan do?
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Defines how the project is executed, monitored and controlled, and closed.
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How is the Project Management Plan developed?
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Through a series of integrated processes extending through project closure. It is progressively elaborated by updates and controlled and approved through the Perform Integrated Change Control process.
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Inputs to the Develop Project Management Plan process
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Project Charter Outputs from other processes (other plans) EEF OPA
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Name some Enterprise Environmental Factors
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Government standards PMBOK PMIS Org structure, culture, practices Infrastructure Personnel admin Stakeholder risk tolerance
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Name some Organizational Process Assets
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Standardized guideline, instructions, or performance criteria Plan Template Procedures Historical Information and lessons learned knowledge base Files from previous projects
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Tools and Techniques for Develop Project Charter
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Expert Judgment Facilitation Techniques
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Tools and Techniques for Develop Project Management Plan
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Expert Judgment Facilitation Techniques
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Output of Develop Project Management Plan
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The Project Management Plan
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What is included in a Project Management Plan?
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Scope baseline Schedule baseline Cost baseline Subsidiary plans Type of life cycle selected
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When may the Project Management Plan be changed
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Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
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Inputs to Direct and Manage Project Work process
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Project Management Plan Approved change requests EEF OPA
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Tools and Techniques for Direct and Manage Project Work process
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Expert Judgment PMIS Meetings
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Outputs of Direct and Manage Project Work process
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Deliverables Work performance data Change requests Project management plan updates Project documents updates
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Name some Direct and Manage Project Work activities
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Perform activities to accomplish project objectives Create project deliverables to meet the planned project work Provide, train, and manage team members Obtain, manage, and use resources Implement the planned methods and standards Establish and manage project communication channels, external and internal Generate work performance data Issue CR and implement approved changes Manage risks and implement risk response Manage sellers and suppliers Manage stakeholders Collect and document lessons learned and implement approved process improvement activities
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What are three types of project change requests?
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Corrective Action Preventive Action Defect Repair Updates
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Define Corrective Action
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An intentional activity that realigns the performance of the project work with the project management plan.
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Define Preventive Action
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An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
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Define Defect Repair
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An intentional activity to modify a nonconforming product or product component.
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Define Updates
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Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.
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Name three common types of meetings
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Information exchange Brainstorming, open evaluation or design Decision making
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Meeting best practices
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Don't mix meeting types Well-defined agenda, purpose, objective, time frame Meeting minutes and action items Each attendee should have a defined role to ensure appropriate participation
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Define "Deliverable"
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Any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase, or project.
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Define "Work Performance Data"
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The raw observations and measurements identified during activities being performed to carry out the project work.
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Define "Change Request"
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A formal proposal to modify any document, deliverable, or baseline.
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Name some things that might be modified by an approved change request
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Project policies or procedures Project scope Project cost or budget Project schedule Project quality
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Name some examples of Project Documents
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Requirements document Project logs (issues, assumptions, etc.) Risk register Stakeholder register
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Inputs of Monitor and Control Project Work process
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Project management plan Schedule forecasts Cost forecasts Validated changes Work performance information EEF OPA
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Tools and Techniques for Monitor and Control Project Work process
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Expert judgment Analytical tactics PMIS Meetings
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Outputs of Monitor and Control Project Work process
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Change requests Work performance reports Project management plan updates Project documents updates
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What is work performance information?
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The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas.
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What are work performance reports?
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The physical and electronic representation of work performance information compiled into project documents, intended to generate decisions, actions, or awareness.
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Inputs to Perform Integrated Change Control process
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Project management plan Work performance reports Change requests EEF OPA
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Tools and Techniques for Perform Integrated Change Control process
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Expert judgment Meetings Change control tools
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Outputs from Perform Integrated Change Control process
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Approved change requests Change log Project management plan updates Project document updates
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Who is ultimately responsible for change control?
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The Project Manager
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When is Perform Integrated Change Control conducted?
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From project inception through completion
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Who may request a change?
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Any stakeholder involved with the project
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Who approves change requests?
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A responsible individual, either the project sponsor or project manager
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Where is the responsible individual identified?
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Project management plan or the by organizational procedures
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What is a CCB?
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Change Control Board. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project. They also record and communicate these changes.
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What are factors in choosing the level of change control?
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Application area Complexity of project Contract requirements Context Environment
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Configuration control vs change control
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Configuration control is focused on the specification of both the deliverables and the processes (the product). Change control is focused on identifying, documenting and approving or rejecting changes to the project documents, deliverables, or baselines. •Configuration Management deals with changes in product specifications - An example of Configuration Management can be an extra feature added to the product •Change Management manages the changes in project baseline or process. - An example of Change Management system can be a change in budget, schedule, etc.
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Name some configuration management activities
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Configuration identification Configuration status accounting Configuration verification and audit
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What is configuration identification?
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Identification and selection of a configuration item to provide a basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintain.
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What is configuration status accounting?
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Information is recorded and reported as necessary. This info includes listing of approved configuration identification, status of proposed configuration changes, and implementation status of approved changes
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What is configuration verification and audit?
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Ensures the composition of the project's configuration items is correct and that corresponding changes are registered, assess, approved, tracked, and correctly implemented. Functional requirements in the configuration documentation have been met
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What happens when a CR is approved.
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The approved change request will be implemented through the Direct and Manage Project Work process.
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What is the change log?
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Used to document change requests. Includes their impact to the project in terms of time, cost, and risk. And whether they are approved or not
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Input to Close Project or Phase process
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Project management plan Accepted deliverables OPA
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Tools and Techniques for Close Project or Phase process
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Expert judgment Analytical techniques Meetings
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Outputs from Close Project or Phase process
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Final product, services, or result transition OPA
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Closure Activities
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Actions and activities necessary to satisfy completion or exit criteria for the phase or project Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.
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Name some examples of Accepted Deliverables
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Approved product specifications Delivery receipts Work performance documents For phased or cancelled projects these deliverables may be partial or interim
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Describe "Final Product, Service, or Result Transition"
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Transition of the final product, service, or result that the project was authorized to product (for phase closure it is the intermediate not final)
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Name some OPAs for Close Project or Phase process
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Project files - Documents resulting from the projects activities Project or phase closure documents - Formal doc to indicate completion and transfer. Includes reviewing customer acceptance doc or contract before finalizing closure. For terminated projects, this doc indicates why and formalizes transfer of finished and unfinished deliverables of cancelled project to others Historical information - This info and lessons learned are transferred to the knowledge db for use in future projects
