# Ch 4 Project Integration Management Flashcards Preview

## PMP Exam Prep > Ch 4 Project Integration Management > Flashcards

Flashcards in Ch 4 Project Integration Management Deck (41)
1
Q

Integration

A

The knowledge area that unifies all the other knowledge areas

The project management life cycle

2
Q

Develop Project Charter

A

The process of developing a document that formally authorizes the project or phase and documents initial requirements to satisfy the stakeholders

Knowledge Area: Integration

Process Group: Initiating

Inputs:

Tools:

• Expert Judgement

Outputs:

• Project Charter
3
Q

(Financial Justification)

A

A document that states why a business should do a project, usually with a cost-benefit analysis to justify its financial investment

An input to the Develop Project Charter process (Integration/Initiating)

4
Q

Benefit Cost Ratio (BCR)

A

Ratio of benefit to cost

The larger the ratio, the better

Example: If a project costs \$2,000, but returns \$5,000, the BCR=\$5,000/\$2,000=2.5. It makes \$5 for every \$2 spent.

5
Q

Internal Rate of Return (IRR)

A

The return of the project investment as an interest rate

The bigger the rate, the better the project

Example: An IRR of 20% is better than an IRR of 10%.

6
Q

Opportunity Cost

A

An economic term that represents the value of what you give up in order to do something else

Example: If project A will return \$20,000 and project B will return \$30,000, what is the opportunity cost of selecting B? The answer is \$20,000–the entire cost of project A–because project A was given up to do project B.

7
Q

Payback Period

A

The duration it will take to return the capital invested in the project, regardless of profit

The shorter the duration the better

8
Q

Present Value (PV)

and

Net Present Value (NPV)

A

Current value given a specified rate of return

Indicates that money will lose value over time due to inflation

The bigger the value(s), the better

The NPV takes the expenses of the project into account

9
Q

Return on Investment (ROI)

A

The percentage indicating how much money you will get back on the project

The bigger the percentage, the better

Example: If a company invests \$1 million and the ROI will be 10%, then the return will be \$100,000.

10
Q

Project Charter

A

A document that officially authorizes the project to begin

An output of the Develop Project Charter process (Integration/Initiating)

An input to the:

• Develop Project Mangement Plan process (Integration/Planning)
• Identify Stakeholders (Stakeholder/Initiating)
• Plan Scope Management process (Scope/Planning)
• Collect Requirements process (Scope/Planning)
• Define Scope process (Scope/Planning)
• Plan Schedule Management process (Schedule/Planning)
• Define Schedule process (Schedule/Planning)
• Plan Cost Management process (Cost/Planning)
• Plan Quality Management process (Quality/Planning)
• Plan Risk Management process (Risk/Planning)

Includes:

• Project justification and purpose
• Name of the project manager
• Assignment of authority to the project manager
• Signature of the sponsor or others authorizing the project
• High-level requirements including scope, budget, and milestones view of the project schedule
• High-level risks
• Stakeholder list
• Exit criteria (things that might cause the project to be canceled)
11
Q

Develop Project Management Plan

A

The process of creating the project management plan that includes all the subsidiary plans and baselines

Knowledge Area: Integration

Process Group: Planning

Inputs:

• Project Charter
• Outputs from Other (Planning) Processes
• Subsidiary Plans
• Baselines

Tools:

• Meetings
• Project Kickoff Meeting

Outputs:

• Project Management Plan
12
Q

Project Management Plan

A

A formal document that is used to describe how the project will be executed, monitored and controlled, and closed

• It has 18 parts: 4 baselines and 14 subsidiary plans
• It can be either summary or detailed; the more detailed the better
• Once it is baselined, it may only be changed/updated when a change request is generated and approved through the Perform Integrated Change Control process (Integration/M&C)

The most important output of the Develop Project Management Plan process (Integration/Planning)

Updates based on approved changes are an output of the Perform Integrated Change Control process (Integration/M&C)

An input to all executing, monitoring and controlling, and closing processes since it describes how to do those process groups

An input to the Direct and Manage Project Work process (Integration/Executing)

13
Q

Change Management Plan

A

A management plan that outlines how change requests will be collected, assessed, authorized, and incorporated into the project

An output of the Develop Project Management Plan process (Integration/Planning)

14
Q

Configuration Management Plan

A

A management plan that outlines how the various components of a project can be configured (technical specifications)

An output of the Develop Project Management Plan process (Integration/Planning)

15
Q

Performance Measurement Baseline

A

A baseline that integrates scope, schedule, and costs to check/track the performance of the project as it is being executed

An output of the Develop Project Management Plan process (Integration/Planning)

16
Q

Project Life Cycle Description

A

A document that outlines what type of lifecycle the project will be following (e.g., adaptive, predictive)

An output of the Develop Project Management Plan process (Integration/Planning)

17
Q

Development Approach

A

A document that will outline how the product will be developed (e.g., iteratively, in its entirety)

An output of the Develop Project Management Plan process (Integration/Planning)

18
Q

Baseline

A

A document used to track the performance of the project

There are four, and all of them are components of the Project Management Plan:

1. Scope Baseline
2. Schedule Baseline
3. Cost Baseline
4. Performance Measurement Baseline
19
Q

Management Plan

A

“How to” document that explains how to manage an aspect of a project

There are 14, and all of them are components of the Project Management Plan:

1. Scope Management Plan
2. Requirement Management Plan
3. Schedule Management Plan
4. Cost Management Plan
5. Quality Management Plan
6. Resource Management Plan
7. Communication Management Plan
8. Risk Management Plan
9. Procurement Management Plan
10. Stakeholder Management Plan
11. Change Management Plan
12. Configuration Management Plan
13. Project Life Cycle Description
14. Development Approach
20
Q

Project Kickoff Meeting

A

A meeting usually held when the planning is complete and the team comes together to execute the project.

A meeting that can be held right after the initiating phase of the project, usually because the project is small and the team is doing all the planning processes

A tool used to help execute the Develop Project Management Plan process (Integration/Planning)

21
Q

Direct and Manage Project Work

A

The process of leading and performing the work defined in the project management plan and implementing approved changes to create the project deliverables and achieve the project’s objectives

Knowledge Area: Integration

Process Group: Executing

Inputs:

• Project Management Plan
• Approved Change Requests

Tools:

• Project Management Information System (PMIS)

Outputs:

• Deliverables
• Work Performance Data
• Issue Log
• Change Requests
22
Q

Approved Change Requests

A

A formal proposal to modify a document, deliverable or baseline that has been formally approved by the project manager, sponsor, or change control board

• For the exam, all changes must be formally approved by relevant stakeholders before implementation
• Minor changes do not impact scope, schedule, or cost
• Major changes impact scope, schedule, and/or cost

Outputs of the Perform Integrated Change Control process (Integration/M&C)

Inputs to the Direct and Manage Project Work process (Integration/Executing)

Will trigger the project manager to update the Project Management Plan, its associated project documents, and any of the other 33 project documents

23
Q

Deliverables

A

The unique and verifiable products, product parts, results, or capabilities to perform a service that are:

1. Required to be produced to complete a process, phase, or project, and
2. Given to the customer for acceptance

Inspected in the Control Quality process to determine if they have met the quality requirements

The most important output of the Direct and Manage Project Work process (Integration/Executing)

A key input to the Control Quality process (Quality/M&C)

24
Q

Issue Log

A

A working document that lists all issues on a project, who raised the issue, and when, to help ensure that all issues are described, assigned, prioritized, and addressed

This document must be updated continuously throughout the project life cycle

An output to the Direct and Manage Project Work process (Integration/Executing)

An input to the Manage Stakeholder Engagement process (Stakeholder/Executing)

25
Q

Change Requests

A

A formal proposal to modify a document, deliverable or baseline that can come from customers, sponsors, team members, or senior management (any stakeholder)

Due to preventive actions, corrective actions, or defect repairs

• For the exam, all changes must be formally requested
• Minor changes do not impact scope, schedule, or cost
• Major changes impact scope, schedule, and/or cost

An output of most executing and monitoring and controlling processes

An input to the Perform Integrated Change Control process (Integration/M&C)

26
Q

Corrective Action

A

Action(s) that help to ensure the project work is back in alignment with the Project Management Plan

A reason to submit a change request

27
Q

Preventive Action

A

Proactive step(s) to ensure that the project work will align with the Project Management Plan

A reason to submit a change request

28
Q

Defect Repair

A

Intentional activity to fix a nonconforming product or product component that was found during quality audit/control activities (not by the project team)

The process of repairing or replacing a defective product part, as needed.

A reason to submit a change request

29
Q

Manage Project Knowledge

A

The (new) process of ensuring that both explicit and tacit knowledge gained before, during, and after the project is used for the organization’s benefit

Knowledge Area: Integration

Process Group: Executing

Inputs:

• None

Tools:

• None

Outputs:

• Lessons Learned Register
30
Q

Explicit Knowledge

A

A tangible form of knowledge that includes documents, procedures, manuals, and textbooks

A type of knowledge managed for the benefit of a project and organization during the Manage Project Knowledge process (Integration/Executing)

31
Q

Tacit Knowledge

A

A form of knowledge that is difficult to transfer between people and that is often gained by doing the work; “know-how”

A type of knowledge managed for the benefit of a project and organization during the Manage Project Knowledge process (Integration/Executing)

32
Q

Lessons Learned Register

A

A working document that lists all lessons learned as the project is being executed

This document must be updated continuously throughout the project life cycle

An output of the Manage Project Knowledge process (Integration/Executing)

33
Q

Monitor and Control Project Work

A

The process of tracking, reviewing, and reporting the progress of the project work and keeping the project aligned with the Project Management Plan (e.g., on schedule, on budget, within scope)

Knowledge Area: Integration

Process Group: Monitoring & Controlling

Inputs:

• Work Performance Information

Tools:

• Data Analysis

Outputs:

• Work Performance Reports
• Change Requests
34
Q

Perform Integrated Change Control

A

The process of formally reviewing all change requests and approving or rejecting them with proper documentation and tracking

• Prevention of unnecessary changes is important
• All change requests must be assessed for impact on the project before taking any action (approving or disapproving)
• Exception: The project manager can deny changes if they were already discussed and rejected by the sponsor earlier in the project

Knowledge Area: Integration

Process Group: Monitoring & Controlling

Inputs:

• Change Requests

Tools:

• None

Outputs:

• Approved Change Requests
35
Q

Change Control Board

A

A group of people that can collectively review, evaluate, approve, or reject requested changes during the Perform Integrated Change Control process (Integration/M&C)

36
Q

A

A project document that tracks and updates all requested changes and their status based on approval or disapproval throughout the project

An output of the Perform Integrated Change Control process (Integration/M&C)

An input to many other processes

37
Q

Step-by-Step Change Process

A
1. Prevent unnecessary changes
• Have a change control process (Change Management Plan) in place
2. Identify the change
3. Create a Change Request
4. Perform Integrated Change Control
• Impact analysis
• Look for different options or alternatives
• Get the change approved, rejected, or deferred
38
Q

Close Project or Phase

A

The process of finalizing all activities across all project management process groups to formally complete the project, phase, or contract

• If a project is terminated early, reasons for termination must be investigated and documented and the project manager must still formally close the project
• Projects cannot be reopened

Knowledge Area: Integration

Process Group: Closing

Inputs:

• Accepted Deliverables

Tools:

• None

Outputs:

• Final Product, Service, or Result Transition
• Final Report
39
Q

Accepted Deliverables

A

Deliverables that have met the acceptance criteria and have been formally signed off by the customer or sponsor.

An output of the Validate Scope process (Scope/M&C)

An input to the Close Project or Phase process (Integration/Closing)

40
Q

Final Product, Service, or Result Transition

A

The transition of the final output of the project or phase to the the customer or sponsor (after acceptance)

An output of the Close Project or Phase process (Integration/Closing)

41
Q

Final Report

A

The report summarizing overall performance of the project (what took place, how successful it was) that will then be filed with the organization

An output of the Close Project or Phase process (Integration/Closing)