1
Q
Project Integration Management
A
Processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the project management process groups.
2
Q
Project Integration Management Processes
A
- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Manage Project Knowledge
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase
3
Q
Trends and Emerging Practices in Project Integration Management
A
- Use of automated tools
- Use of visual management tools
- Project knowledge management
- Expanding the project manager’s responsibilities
- Hybrid methodologies
4
Q
Develop Project Charter
A
Process of developing a document that formally authorizes the existence of the project and provides the project manager with the authority to apply organizational resources to project activities.
5
Q
Develop Project Charter Key Benefits
A
- Provides a direct link between the project and the strategic objectives of the organization
- Creates a formal record of the project
- Shows the organizational commitment to the project
6
Q
Develop Project Charter: Inputs
A
- Business Document: Business Case
- Agreements
- Enterprise Environmental Factors
- Organizational Process Assets
7
Q
Business Case
A
Describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment
8
Q
Why is Business Case created?
A
- Market demand
- Organizational need
- Customer request
- Technological advance
- Legal requirement
- Ecological impacts
- Social need
9
Q
Agreements
A
Used to define initial intentions for a project (contracts, memorandums of understanding, service level agreements, letter of agreement, letters of intent, verbal agreements, email, or other written agreement)
10
Q
Develop Project Charter: Tools and Techniques
A
- Expert Judgment
- Data Gathering
- Brainstorming
- Focus Groups
- Interviews
- Interpersonal and Team Skills
- Conflict Management
- Facilitation
- Meeting Management
- Meetings
11
Q
Expert Judgment
A
Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed.
12
Q
Brainstorming
A
Used to identify a list of ideas in a short period of time. Comprises of two parts: Idea Generation and Analysis
13
Q
Focus Groups
A
Bring together stakeholders and SMEs to learn about the perceived project risk, success criteria and other topics in a more conversational way than a one-on-one interview.
14
Q
Interviews
A
Used to obtain information on high-level requirements, assumptions, or constraints, approval criteria, and other information from stakeholders by talking directly to them.
15
Q
Conflict Management
A
Used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter
16
Q
Facilitation
A
Ability to effectively guide a group event to a successful decision, solution or conclusion (Effective Participation)
17
Q
Meeting Management
A
Includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, preparing and sending the follow-up minutes and actions.
18
Q
Develop Project Charter: Outputs
A
- Project Charter
* Assumption Log
19
Q
Project Charter
A
Issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with authority to apply organizational resources to project activities.
20
Q
Assumption Log
A
Used to record all assumptions and constraints throughout the project life cycle.
21
Q
Develop Project Management Plan
A
Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
22
Q
Develop Project Management Plan Key Benefit
A
Production of a comprehensive document that defines the basis of all project work and how the work will be performed.
23
Q
Develop Project Management Plan: Inputs
A
- Project Charter
- Outputs from other processes
- Enterprise Environmental Factors
- Organizational Process Assets
24
Q
Development Project Management Plan: Tools and Techniques
A
- Expert Judgment
- Data Gathering
- Brainstorming
- Checklists
- Focus Groups
- Interviews
- Interpersonal and Team Skills
- Conflict Management
- Facilitation
- Meeting Management
- Meetings: Project Kick-off Meeting
25
Project Kick-off Meeting
To communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholders.
26
Develop Project Management Plan: Outputs
* Project Management Plan:
* Subsidiary Management Plans
- Scope Management Plan
- Requirements Management Plan
- Schedule Management Plan
- Cost Management Plan
- Quality Management Plan
- Resource Management Plan
- Communications Management Plan
- Risk Management Plan
- Procurement Management Plan
- Stakeholder EngagementPlan
* Baselines
- Scope Baseline
- Schedule Baseline
- Cost Baseline
* Additional Components
- Change Management Plan
- Configuration Management Plan
- Performance Measurement Baseline
- Project Life Cycle
- Development Approach
- Management Reviews
27
Project Management Plan
Document that describes how the project will be executed, monitored and controlled, and closed.
28
Scope Management Plan
Establishes how the scope will be defined, developed, monitored, controlled, and validated.
29
Requirements Management Plan
Establishes how the requirements will be analyzed, documented, and managed.
30
Schedule Management Plan
Establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
31
Cost Management Plan
Establishes how the costs will be planned, structured, and controlled.
32
Quality Management Plan
Establishes how an organization's quality policies, methodologies, and standards will be implemented in the project.
33
Resource Management Plan
Provides guidance on how project resources should be categorized, allocated, managed, and released.
34
Communications Management Plan
Establishes how, when, and by whom information about the project will be administered and disseminated.
35
Risk Management Plan
Establishes how the risk management activities will be structured and performed.
36
Procurement Management Plan
Establishes how the project team will acquire goods and services from outside of the performing organization.
37
Stakeholder Engagement Plan
Establishes how stakeholders will be engaged in project decisions and execution, according to their needs, interests, and impact.
38
Scope Baseline
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison.
39
Schedule Baseline
The approved version of the schedule model that is used as a basis for comparison to the actual result.
40
Cost Baseline
The approved version of the time-phased project budget that is used as a basis for comparison to the actual results.
41
Change Management Plan
Describes how the change requests throughout the project will be formally authorized and incorporated.
42
Configuration Management Plan
Describes how the information about the items of the project (and which items) will be recorded and updated so that the product, service, or result of the project remains consistent and/or operative.
43
Performance Measurement Baseline
An integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance.
44
Project Life Cycle
Describes the series of phases that a project passes through from its initiation to its closure.
45
Development Approach
Describes the product, service, or result development approach, such as predictive, iterative, agile, or hybrid model.
46
Management Reviews
Identifies the points in the project manager and relevant stakeholders will review the project progress to determine if performance is as expected, or if preventive or corrective actions are necessary.
47
Direct and Manage Project Work
Process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
48
Direct and Manage Project Work Key Benefit
Provides overall management of the project work and deliverables, thus improving the probability of the project success.
49
Direct and Manage Project Work: Inputs
* Project Management Plan
- Any component
* Project Documents
- Change Log
- Lessons Learned Register
- Milestone List
- Project Communications
- Project Schedule
- Requirements Traceability Matrix
- Risk Register
- Risk Report
* Approved Change Requests
* EEFs
* OPAs
50
Change Log
Contains the status of all change requests
51
Lessons Learned Register
Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so the team's actions are activated.
52
Milestone List
Shows the scheduled dates for specific milestones
53
Project Communications
Include any and all communications that have been created throughout the project
54
Project Schedule
Includes at least the list of work activities, their durations, resources, and planned start and finish dates.
55
Requirements Traceability Matrix
Links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.
56
Risk Register
Provides information on threats and opportunities that may impact project execution.
57
Risk Report
Provides information on sources of overall project risk along with summary information on identified individual project risks.
58
Approved Change Requests
May be a corrective action, a preventive action, or a defect repair.
59
Direct and Manage Project Work: Tools and Techniques
* Expert Judgment
* Project Management Information System (PMIS)
* Meetings
60
Project Management Information Systems (PMIS)
Provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories.
61
Direct and Manage Project Work: Outputs
* Deliverables
* Work Performance Data
* Issue Log
* Change Requests
* Project Management Plan Updates
- Any component
* Project Document Updates
- Activity List
- Assumption Log
- Lessons Learned Register
- Requirements Documentation
- Risk Register
- Stakeholder Register
* OPAs Updates
62
Deliverables
Unique and verifiable product, result, or capability to perform and service that is required to be produced to complete a process, phase, or project.
63
Work Performance Data
Raw observations and measurements identified during activities being performed to carry out the project work.
64
Issue Log
Project Document where all the issues are recorded and tracked.
65
Change Requests
```
Formal proposal to modify any document, deliverable or baseline.
May include:
- Corrective Action
- Preventive Action
- Defect Repair
- Updates
```
66
Activity List
May be updated with additional or modified activities to be performed to complete project work.
67
Stakeholder Register
Contains details about the identified stakeholders to help understand the knowledge they may have.
68
Manage Project Knowledge
Process using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.
69
Manage Project Knowledge Key Benefits
- Prior organizational knowledge is leveraged to produce or improve he project outcomes
- Knowledge created by the project is available to support organizational operations and future projects or phases
70
Manage Project Knowledge: Inputs
* Project Management Plan
- Any component
* Project Documents
- Lessons Learned Register
- Project Team Assignments
- Resource Breakdown Structure
- Stakeholder Register
* Deliverables
* EEFs
* OPAs
71
Knowledge
Commonly split into explicit or tacit
* Explicit - knowledge that can be readily codified using words, pictures and numbers
* Tacit - Knowledge that is personal and difficult to express, such as beliefs, insights, experience and know-how
72
Two Purposes of Knowledge Management
1. Reusing existing knowledge
| 2. Creating new knowledge
73
Project Team Assignments
Provide information on the type of competencies and experience available in the project and knowledge they may be missing.
74
Resource Breakdown Structure
Includes information on the composition of the team and may help to understand what knowledge is available as a group and what knowledge is missing.
75
Manage Project Knowledge: Tools and Techniques
* Expert Judgment
* Knowledge Management
* Information Management
* Interpersonal and Team Skills
- Active Listening
- Facilitation
- Leadership
- Networking
- Political Awarnes
76
Knowledge Management
Connects people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members
77
Information Management
Used to create and connect people to information. They are effective for sharing simple, unambiguous, codified explicit knowledge
78
Active Listening
Helps reduce misunderstandings and improves communication and knowledge sharing
79
Facilitation
Helps effectively guide a group to a successful decision, solution or conclusion
80
Leadership
Used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives
81
Networking
Allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge
82
Political Awareness
Helps the project manager to plan communications based on the project environment as well as the organizations's political environment
83
Manage Project Knowledge: Outputs
* Lessons Learned Register
* Project Management Plan Updates
- Any component
* OPAs Updates
84
Monitor and Control Project Work
Process of tracking, reviewing, and reporting the overall progress to met the performance objectives defined in the project management plan
85
Monitor and Control Project Work Key Benefits
- Allows stakeholders to understand the current state of the project
- To recognize the actions taken to address any performance issues
- To have visibility into the future project status with cost and schedule forecasts
86
Monitor and Control Project Work: Inputs
* Project Management Plan
- Any component
* Project Documents
- Assumption Log
- Basis of Estimates
- Cost Forecasts
- Issue Log
- Lessons Learned Register
- Milestone List
- Quality Reports
- Risk Register
- Risk Report
- Schedule Forecasts
* Work Performance Information
* Agreements
* EEFs
* OPAs
87
Basis of Estimates
Indicates how the various estimates were derived and can be used to make a decision on how to respond to variances
Used to evaluate how the estimation of durations, cost, resources, and cost control compared to the actual results
88
Cost Forecasts
Used to determine if the project is within defined tolerance ranges for budget and to identify any necessary change requests
89
Quality Reports
Includes quality management issues; recommendations for process, project, and product improvements; corrective actions recommendations; and the summary of findings from the Control Quality process
90
Schedule Forecasts
Used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests
91
Procurement Agreement
Include terms and conditions and may incorporate other items that the buyer specifies regarding what the seller is to perform or provide
92
Monitor and Control Project Work: Tools and Techniques
* Expert Judgment
* Data Analysis
- Alternative Analysis
- Cost-Benefit Analysis
- Earned Value Analysis
- Root Cause Analysis
- Trend Analysis
- Variance Analysis
* Decision Making
- Voting
* Meetings
93
Alternative Analysis
Used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs
94
Cost-Benefit Analysis
Helps to determine the best corrective action in terms of cost in case of project deviations
95
Earned Value Analysis
Provides an integrated perspective on scope, schedule, and cost performance
96
Root Cause Analysis
Focuses on identifying the main reasons of a problem and can be used to identify the reasons for a deviation and the areas the project manager should focus on in order to achieve the objectives of the project
97
Trend Analysis
Used to forecast future performance based on past results
98
Variance Analysis
Reviews the differences (or variance) between planned and actual performance
99
Voting
Making decisions based on unanimity, majority or plurality
100
Monitor and Control Project Work: Outputs
* Work Performance Reports
* Change Requests
* Project Management Plan Updates
- Any component
* Project Documents Updates
- Cost Forecasts
- Issue Log
- Lessons Learned Register
- Risk Register
- Schedule Forecasts
101
Work Performance Information
Physical or electronic representation of work performance information intended to generate decisions, actions, or awareness
102
Perform Integrated Change Control
Process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plant; and communicating the decisions
103
Perform Integrated Change Control Key Benefit
It allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans
104
Change Control Board (CCB)
A formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions
105
Perform Integrated Change Control: Inputs
* Project Management Plan
- Change Management Plan
- Configuration Management Plan
- Scope Baseline
- Schedule Baseline
- Cost Baseline
* Project Documents
- Basis of Estimates
- Requirements Traceability Matrix
- Risk Report
* Work Performance Reports
* Change Requests
* EEFs
* OPAs
106
Perform Integrated Change Control: Tools and Techniques
* Expert Judgment
* Change Control Tools
* Data Analysis
- Alternative Analysis
- Cost-Benefit Analysis
* Decision Making
- Voting
- Autocratic Decision Making
- Multi-criteria Decision Analysis
* Meetings
107
Configuration Control
Focused on the specification of both the deliverables and the processes
108
Change Control
Focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines
109
Change Control Tools
Manual or automated tools used in order to facilitate configuration and change management
110
Configuration Management Activities that Change Control Tools should Support
- Identify configuration item
- Record and report configuration item status
- Perform configuration item verification and audit
111
Change Management Activities that Change Control Tools should Support
- Identify changes
- Document changes
- Decide on changes
- Track changes
112
Autocratic Decision Making
One individual takes the responsibility for making the decision for the entire group
113
Multi-criteria Decision Analysis
Uses a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to a set of predefined criteria
114
Perform Integrated Change Control: Outputs
- Approved Change Requests
- Project Management Plan Updates
- Any component
- Project Document Updates
- Change Log
115
Close Project or Phase
Process of finalizing all activities for the project, phase, or contract
116
Close Project or Phase Key Benefits
- Project or phase information is archived
- Planned work is completed
- Organizational team resources are released to pursue new endeavors
117
Close Project or Phase: Inputs
* Project Charter
* Project Management Plan
- All components
* Project Documents
- Assumption Log
- Basis of Estimates
- Change Log
- Issue Log
- Lessons Learned Register
- Milestone List
- Project Communications
- Quality Control Measurements
- Quality Reports
- Requirements Documentation
- Risk Register
- Risk Report
* Accepted Deliverables
* Business Documents
- Business Case
- Benefits Management Plan
* Agreements
* Procurement Documentation
* OPAs
118
Quality Control Measurements
Document the results of Control Quality activities and demonstrate compliance with the quality requirements
119
Requirements Documentation
Used to demonstrate compliance with the project scope
120
Risk Register
Provides information on risks that have occurred throughout the project
121
Procurement Documentation
All documents used in signing, executing, and closing an agreement
122
Close Project or Phase: Tools and Techniques
* Expert Judgment
* Data Analysis
- Document Analysis
- Regression Analysis
- Trend Analysis
- Variance Analysis
* Meeetings
123
Document Analysis
Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement
124
Regression Analysis
Analyzes the interrelationships between the different project variables that contributed to the project outcomes to improve performance on future projects
125
Close Project or Phase: Outputs
* Project Document Updates
- Lessons Learned Register
* Final Product, Service, or Result Transition
* Final Report
* OPAs Updates
126
Final Product, Service, or Result Transition
Transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase) from one team to another
127
Final Report
Summary of the project performance
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