4.2: Develop Project Management Plan These four common data-gathering techniques (also present in the project charter), along with one new one, are present in Develop Project Management Plan Hint: needed to discuss and obtain the approaches and work methodologies to figure out what kind of and how the work will be executed throughout the project.

brainstorming focus groups interviews meetings checklists The checklist may be present to make sure all topics are addressed in the conversations and planning efforts.

Chapter 04: Integration Management Flashcards by Victor Garcia

Knowledge Area Overview

This knowledge area accounts for each of the processes and their interdependencies so that you can make integrated and informed decisions when managing the project .

Hint: It breaks down silos and is considered the “gears of PM”

Integration Management

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Knowledge Area Overview

This knowledge area combines and unifies all areas of the project together.

Hint: silos, gears, and glue

Integration Management

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Processes Overview

What are the seven (7) processes belonging to Integration Management? Write them down on a piece of paper. If you get it wrong; write it down ten times.

Hint: It is the only knowledge area to have processes in all five groups (Initiate, Plan, Execute, Monitor/Control, Closing)

Develop the Project Charter
Develop the Project Management Plan
Direct & Manage Project Work
Manage Project Knowledge
Monitor & Control Project Work
Perform Integration Change Control
Close Project/Phase

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Under which process group do each of these Integration Management processes belong?

Develop Project Charter
Develop Project Management Plan
Manage & Direct Project Work
Manage Project Knowledge
Monitor & Control Project Work
Perform Integration Change Control
Close Project/Phase

Hint: It is the only knowledge area to have processes in all five groups (Initiate, Plan, Execute, Monitor/Control, Closing)

Develop Project Charter (Planning)
Develop Project Management Plan (Planning)
Manage & Direct Project Work (Executing)
Manage Project Knowledge (Executing)
Monitor & Control Project Work (M/C)
Perform Integration Change Control (M/C)
Close Project and/or Phase (Closing)

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Evolving/Emerging Trends

Given the increasing volume of data and information, this tool is an unspoken requirement in project management. It collects, consolidates, and analyzes information to meet project objectives.

Project Management Information System (PMIS)

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Evolving/Emerging Trends

Along with the PMIS, … helps manage the increasing volume of data and information associated with projects. They empower shareholders to share/transfer inforamtion, obtain real-time overviews of the project.

Visual management tools

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Evolving/Emerging Trends

Given the increasing volume of data and information associated with projects, these management activities are becoming more common to efficiently handle all that is generated furing the project life cycle for easy present and future access.

Knowledge management

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Evolving/Emerging Trends

Given the increasing volume of data and information associated with projects, project managers are now being given more responsibilities inside and outside the project by collaborating during the … and … management plan to have a broader understanding.

business case and benefits management plan

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Agile/Adaptive Environments

In an agile environment, it is best to treat project team members like … so they can contribute on duration, priorities, and make assignments and judgement calls

Hint: Things are moving too fast to take things slow like in predictive project management; using all the expertise available helps keep things moving.

local domain experts

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Agile/Adaptive environments

In an agile environment, the project manager would be as a … leader, and create and environment of trust and collaboration. This allows the team to respond to changes in a timely manner.

Hint: remember that in agile environments, team members are the local domain experts and are given the room to contribute on duration, priorities, and make assignments and judgment calls.

servant

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Agile/Adaptive Environments

In agile environments, who gets todetermine how everything in the project plan integrates with each other?

the project team

They are the local domain experts. We utilizes them as a resource to keep things nimble and they get to call the shots. The project manager gets to ease back a bit and be a servant leader.

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Processes Definitions

This process results in obtaining formal approval to proceed with the project.

4.1: Develop Project Charter

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Processes Definitions

This process creates a Project Management plan, the master document consisting of all subsidiary planning documents.

4.2: Develop Project Management Plan

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Processes Definitions

This process includes performing and conducting the project’s planned work and all approved change requests

4.3: Manage & Direct Project Work

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Processes Definitions

This process creates and uses knowledge among team members

4.4: Manage Project Knowledge

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Processes Definitions

This process reviews the status of the project against the established baselines.

4.5: Monitor & Control Project Work

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Processes Definitions

This process reviews all initiated change requests and takes it through the Change Control Board for the allowed next steps (based on their decision)

4.6: Perform Integrated Change Control

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Processes Definitions

This process finalizes all activities and completes the project/phase.

4.7: Close Project and/or Phase

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Processes Function/Purpose

“Develop Project Charter” formally … and provides the PM with authority to apply …

authorizes the project
authority to apply organizational resources

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Processes Function/Purpose

This project document created during the Planning process of integration management greenlights the PM to act on behalf of the project sponsor

4.1: Develop Project Charter

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Processes Function/Purpose

This project document created during the Planning process of integration management links the project to the organization’s … , and acts as a partnership between the performing and requesting organziations of the project.

4.1: Develop Project Charter
“organization’s goals”

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Processes Function/Purpose

This project document created during the Planning process of integration management represents a formal record of the team’s and organization’s commitment to support the project and realize its objectives.

4.1: Develop Project Charter

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4.1: Develop Project Charter

These two inputs are needed to create the project charter, since they serve as sources of information to reflect the general/initial intentions of the project.

Not included EEFs and OPAs

business case and agreements

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4.1: Develop Project Charter

This input for developing the project charter captures the organization’s needs and cost-benefit analysis, followed by an examination of the project in regards to it being worth the investment to achieve them.

business case

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# 4.1: Develop Project Charter This input for developing the project charter is usually preceeded by a ... assessment. It describes the opportunities, problems, or customer's requests or needs. And is naturally included in the project charter because it contains the ... context.

business case needs assessment project initiation context

# 4.1: Develop Project Charter **True or False**: The project manager does not create the charter, but emerging trends does have them participating as consultants.

True. The organization likes taking this approach because it gives the PM a better overall view of the project.

# 4.1: Develop Project Charter The project charter is not created by the ... and is usually developed/approved by **higher-level entities** such as the sponsor, PMO, or ... managers.

project manager program/portfolio managers

# 4.1: Develop Project Charter ... from consultants, internal organizational resources, stakeholders, the general industry or application area, or the PMO (if present) make a useful tool for developing the project charter.

expert judgement

# 4.1: Develop Project Charter This data-gathering technique for developing the project charter consists of people coming together for short bursts of idea generation and analysis

brainstorming

# 4.1: Develop Project Charter This data-gathering technique for developing the project charter consists of in-depth exploration with all stakeholders and is usually moderated by neutral stakeholders.

focus groups

# 4.1: Develop Project Charter This data-gathering technique for developing the project charter consists of deep one-on-one conversations between stakeholders and/or SMEs

interviews

# 4.1: Develop Project Charter Name three common data-gathering techniques used for developing the project charter. ## Footnote Hint: all of them include a meeting/conversation setting.

brainstorms focus groups interviews

# 4.1: Develop Project Charter Meetings for developing the project charter can be in the form of the three common data-gathering techniques to discuss and arrive at the project ... , high-level requirements and ... , and ...criteria needed to form it.

* arrive at the project objectives * high-level requirements * success criteria

# 4.1: Develop Project Charter Because project managers use the three common data-gathering techniques and meetings to develop the project charter, these three interpersonal/team skills are useful to move things along.

* conflict management * meeting management * facilitation

# 4.1: Develop Project Charter This is the key document that is used to create the project charter.

business case

# 4.1: Develop Project Charter This document ensures a common understanding between all involved shareholders of the high-level key deliverables, milestones, and roles and responsibilities.

project charter

# 4.1: Develop Project Charter Aside from the project charter, what is the other output belonging to **Develop Project Charter**, which states the high-level constraints and assumptions established to form it.

assumption log

# 4.1: Develop Project Charter Why is the assumption log the associated output for **Develop Project Charter?**

Because the constraints/assumptions made during this processes need to be document to understand the rational behind creating it.

# 4.1: Develop Project Charter **Complete the following elements of the project charter:** * high-level description and key deliverables, along with measurable ... and ... criteria * summary ... schedules * preapproved ... resources * key ... list * how and who declares the project successful * assigned ... and their authority level * sponsors and other entities approving the project

* high-level description and key deliverables, along with **measurable objectives** and **success criteria** * summary **milestone** schedules * preapproved **financial** resources * key **stakeholder** list * how and who declares the project successful * assigned **project manager** and their authority level * sponsors and other entities approving the project

# 4.2: Develop Project Management Plan This process creates the ultimate document, which defines what work will be performed for your project and how you and your project team will execute this work. ## Footnote Hint: it is your project's "bible" and "go-to reference"

project management plan

# 4.2: Develop Project Management Plan This key input is essential for developing the project management plan, as it provides a high-level reference that helps you create your "game plan."

project charter

# 4.2: Develop Project Management Plan These "smaller section" outputs from the other planning processes in project management are all put together into the ultimate "bible."

**subsidiary plans and baselines** from the other knowledge areas

# 4.2: Develop Project Management Plan These four common data-gathering techniques (also present in the project charter), along with one new one, are present in **Develop Project Management Plan** ## Footnote Hint: needed to discuss and obtain the approaches and work methodologies to figure out what kind of and how the work will be executed throughout the project.

brainstorming focus groups interviews meetings **checklists** ## Footnote The checklist may be present to make sure all topics are addressed in the conversations and planning efforts.

# 4.2: Develop Project Management Plan This tool/technique is unique to **Develop Project Management Plan** as it marks the end of planning and start of execution.

project kickoff meeting

# 4.2: Develop Project Management Plan Why are the common interpersonal/team skills of **conflict management** and f**acilitation** useful in **Develop Project Management Plan**?

Meetings, conversations and inputs are being conducted from various stakeholders on their insights for how the project should be structured. Managing all those viewpoints and opiniosn will require the PM to smooth out any disagreements and unifying everyone to reach consensus.

# 4.2: Develop Project Management Plan In smaller projects, teams usually do both the planning and execution, and therefore conduct the project kickoff meeting during ...

initiation

# 4.2: Develop Project Management Plan In larger projects, teams usually plan and then bring everyone on board with the project kickoff meeting. It is also common to have one project kickoff meeting at the beginning of each ...

phase

# 4.2: Develop Project Management Plan This key output contains all of the subsidiary plans from the other knowledge agreas, project baselines, and other project documents.

project management plan

# 4.2: Develop Project Management Plan Once the project management plan has been developed, any updates or changes can only be done via approved ... that undergo ... control ## Footnote Hint: that includes the subsidiary plans and any of the project documents listed in page 89.

change requests integrated change control

# 4.2: Develop Project Management Plan Name the 18 essential components of the project management plan (e.g., knowledge areas, baselines, and two general/obvious ones). Do not include the project documents in this list. ## Footnote Remember that project integration management has its own subsidiary "kind of." Scope management has three. Include the baseline that combines them all.

* **scope** management plan * **requirements** management plan * **configuration** management plan * cost management plan * schedule management plan * resources management plan * communications management plan * risk managment plan * procurement management plan * stakeholder management plan * **change** management plan * scope baseline * cost baseline * schedule baseline * **performance measurement baseline** * **project life cycle description** * **project development approach**

# 4.2: Develop Project Management Plan This project management plan component outlines the process for how change requests are created, reviewed and approved throughout the project's lifecycle

change management plan

# 4.2: Develop Project Management Plan This project management plan component focuses on controlling the specification level of specific items

configuration management plan

# 4.2: Develop Project Management Plan This project management plan component integrates the baselines for the triple constrains of scope, schedule and costs

performance measurement baseline

# 4.3: Directing and Managing Project Work **Direct and Manage Project Work** is the ... process where the project manager directs and leads the team so that the project's work can be executed as defined in the ... and the goal of completing the project's ...

executing project management plan deliverables

# 4.3: Directing and Managing Project Work This key input for **Directing and Managing Project Work** is created in an earlier **Project Integration Management** process, which serves as your guide to performing the project work.

Project Management Plan

# 4.3: Directing and Managing Project Work This key input for **Directing and Managing Project Work** is the output for **Integrated Change Control** and gives the PM to greenlight any new actions. ## Footnote Hint: they can be corrective, defective, preventive. Can relate to the work activities and updates to the project management plan.

**approved** change requests

# 4.3: Directing and Managing Project Work This project document input lets the PM track the status of requested and approved changes that may need to be implemented or updated while performing the project work.

change log

# 4.3: Directing and Managing Project Work This two project document input can help the project manager avoid repeating mistakes from previous phases of the project and be on the lookout

lessons learned register risk register ## Footnote Can include risks in the form of the risk report, if realized.

# 4.3: Directing and Managing Project Work These two project document inputs can help the project manager ensure that the project is running on time on both a day-to-day and more general basis for important items.

milestone list schedule

# 4.3: Directing and Managing Project Work This project document input lets you see if the project work has completed what was established/needed as planned, on a granular basis.

requirements traceability matrix ## Footnote As you manage and direct the work, this is like a very fancy checklist that will make sure the work is creating the desired output on a detailed level.

# 4.3: Directing and Managing Project Work This project document input has the manager receiving information and updates that could affect how the work is directed and managed. ## Footnote Very general, but nonetheless important, as it relates to the majority of the PM's responsibility.

communications

# 4.3: Directing and Managing Project Work This project document tool allows the manager to oversee the project on both a holistic and granular scale to make sure that the work is being done as planned/needed. ## Footnote Hint: usually in the form of software tool suite.

Project Management Information System (PMIS)

# 4.3: Directing and Managing Project Work This project document tool allows the team and stakeholders to get together and address any pertinent topics regarding the recently conducted or upcoming project work. ## Footnote Hint: one of the four common data-gathering techniques that was also present in "Develop Project Management Plan."

meetings

# 4.3: Directing and Managing Project Work This key output from **Direct and Managing Project Work** is the entire point of the project. It is a unique and verifiable product, result or capability for service that is required to be produced in order to complete the process, phase or project.

deliverables

# 4.3: Directing and Managing Project Work This key output ****is the **natural byproduct of performing project activites**, which includes the raw data points, observations and measurements related to the completed work.

work performance data

# 4.3: Directing and Managing Project Work These two output/update for **Directing and Managing Project Work** records and monitors all the gaps, inconsistencies or conflicts encountered while performing the project activities (including new risks).

issue log & risk register

# 4.3: Directing and Managing Project Work This key output for **Directing and Managing Project Work** is inevitable, and will come from stakeholders to make revisions to the actual devlierables or updates to the project management plan components.

change requests

# 4.3: Directing and Managing Project Work What are the typical forms of a change request? ## Footnote Hint: three bundled, one separate.

preventive actions corrective actions defect repair updates to project management plan components

# 4.3: Directing and Managing Project Work Who can create a change request?

Any project stakeholder

# 4.3: Directing and Managing Project Work The following are examples of what key output for **Direct and Manage Project Work**? * actual completion dates of certain tasks * number of nonconformances discovered during the manufacutirng build * number of bugs found in the code * actual costs spent thus far

work performance data

# 4.3: Directing and Managing Project Work This project document update can result from **Direct and Manage Project Work**, where work activities are added or modified.

activity list

# 4.3: Directing and Managing Project Work This project document update can results from **Direct and Manage Project Work**, where newly discovered assumptions/constraints must be documented.

assumption log

# 4.3: Directing and Managing Project Work This project document update can result from **Direct and Manage Project Work** as things are learned along the way ## Footnote Hint: documented so as to prevent the mistake from being done again in future phases of the project, or to document what worked so as to not waste time figuring things out again

lessons learned register

# 4.3: Directing and Managing Project Work This project document update can result from **Direct and Manage Project Work** to update or add identified risks so that the project manager can be on the lookout as they continue to execute project activities.

risk register

# 4.3: Directing and Managing Project Work This project document update can result from **Direct and Manage Project Work** to include any other identified requirements.

requirements documentation

# 4.3: Directing and Managing Project Work This project document update can result from **Direct and Manage Project Work** ot add new information on or existing shareholders, as their influences, roles, and expectations can influence how to continue executing project activities.

stakeholder register

# 4.3: Directing and Managing Project Work This project document can result from **Direct and Manage Project Work** to update the existing templates and policies/procedures used by the organization based on your experience and knowledge gained from conducting the project's activities. ## Footnote That way they will be more effective for use in future phases or projects.

OPA updates

# Processes Definition This process uses knowledge that your team already has, and creates new knowledge in order to achive the goals of the project.

4.4: Manage Project Knowledge

# 4.4: Manage Project Knowledge This process is all about capturing and sharing the information associated with the project to facilitate ... and reach project success

knolwedge transfer

# 4.4: Manage Project Knowledge What are the two main categories of knowledge that can be captured?

explicit and tacit knowledge

# Process Function/Purpose This process is all about capturing the knowledge of the team members, sharing this with others to facilitiate a knowledge transfer and increase the likelihood of a project's success. And capturing these lessons into the lessons learned register.

Manage Knowledge Management

# 4.4: Manage Project Knowledge This kind of knoweldge that is captured within this process consists of easikly codified information that can be done through text, numbers, and visuals.

explicit information

# 4.4: Manage Project Knowledge This kind of knowledge that is captured within this process is a little more difficult to share because it stems more from a person's experience and know-how. ## Footnote Inherent to the person's beliefs, skillset, and experience.

tacit knowledge

# 4.4: Manage Project Knowledge This key output from **Direct and Manage Project Work** is an key input for this process, which can include the project management components and the project documents. ## Footnote They are especialyl valuable for managing project knowledge becuse they can serve as good sources of information about project strucutre and project activities as they unfold.

deliverables

# 4.4: Manage Project Knowledge Why would inputs such as the lessons, learned register, stakeholder register, team assignments, and resource breakdown structure be useful project document inputs for this process?

Informs you about the competencies, skills/experiences, and tools at your disposal so that you can gather information available to you. Know where to go, who to ask, and share information with. ## Footnote Lessons learned is valuable in its own right. Information you can use to manage the project more efficiently.

# 4.4: Manage Project Knowledge How does the EEF **legal and/or regulatory requirements** affect this process?

If sensitive or confidential in nature, then you may have to limit who or how someone accesses the information.

# 4.4: Manage Project Knowledge How do the following EEFs affect knowledge management? * organizational, stakeholder, and customer culture * geographic distributions of facilities and resources

Want to promote an environment where people want to share information, otherwise valuable assets for managing the project more efficiently will never come to light.

# 4.4: Manage Project Knowledge This key tool/technique is about sharing what people know. This can be accomplished through meetings, discussions, forums, workshops, and training.

knowledge management ## Footnote Mainly shares tacit knowledge

# 4.4: Manage Project Knowledge This key tool/technique is about creating information and connecting people to this information. This includes things like the lessons learned register, an online portal/repository/website, library, or PMIS.

information management ## Footnote mainly shares and captures explicit knowledge

# 4.4: Manage Project Knowledge The following belong to what kind of tool/technique? * storytelling * knolwdge fairs and cafes * work-shadowing & reverse shadowing * dicussion forums and focus groups * networking with colleagues * communities of practice and special interest groups * meetings to discuss topics * training events to uniformaly distribute information

knowledge management ## Footnote all about meeting and teaching in different wants to share information

# 4.4: Manage Project Knowledge This key output records and consolidates all the challenges, problems, realized risks and opportunities in the form of situational descriptions, impacts, recommendations and proposed actions. ## Footnote By using and referring to it throughout the project, it directly contributes to the process' function of using information to better manage the project.

lessons learned register

# 4.4: Manage Project Knowledge Aside from the lessons learned register, what are the two other outputs where you can embed knowledge gained from the project?

* updating the OPAs to improve processes and methodologies * updates to the project management plan components

# Process Function/Purpose This process keeps an eye on the project's progress and whether the team is on track to meet the project's goals and objectives, and if not whether any actions need to be followed to improve the project's performance.

4.5: Monitor & Control Project Work

# 4.5: Monitor and Control Project Work How do stakholders benefit from having a PM monitor & control the project work? ## Footnote Hint: especially since it is a continuous process performed throughout the entire project life cycle.

Stakeholders are easily **given the current state of the project**, and then that can be used to **determine if improvements are needed** or if in good standing. That gathered data also **allows for forecasting and to be proactive**.

# 4.5: Monitor and Control Project Work This activity is observation-driven and focuses more on collecting, measuring and assessing trends within this process.

managing

# 4.5: Monitor and Control Project Work This activity is involvement-driven and focuses on determining the course of action and their impacts.

controlling

# 4.5: Monitor and Control Project Work True or False. This process involves monitoring individual risks.

True. Should any appear, that iwll affect your responses for the actions required.

# 4.5: Monitor and Control Project Work These two key inputs are crtiical for comparing performance against objectives and determining if the project activities are being done correctly. ## Footnote Hint: one is a smaller and more formal version of the other.

project management plan agreements

# 4.5: Monitor and Control Project Work How are cost and schedule forecasts a useful input for this process?

Lets you compare the actual data with what you projected and if you are meeting or falling short of thresholds.

# 4.5: Monitor and Control Project Work How are milestone lists a useful input for this process?

It lets you see if the planned milestones have been achieved according to the schedule dates; if they haven't then something needs to be done.

# 4.5: Monitor and Control Project Work This useful input lets you document and mointor what is outstanding and who is handling them.

issue logs

# 4.5: Monitor and Control Project Work This useful input lets you understand the reasoning for arriving at costs, schedules, assumptions, etc.

basis of estimates

This useful input may have useful information for dealing with variances and inconsistencies based on what has happened in to the previous phases of the project. ## Footnote Hint: You may also have to update it as a result fo this process.

lessons learned register

Thise "sever issue log" will give you information about any brewing threats or opportunities, as well as those that have already acurred.

risk register risk report

# 4.5: Monitor and Control Project Work Within this process, the analyzed data that was generated in the previous **Direct & Manage Project Work** is compare project performance to planned performance to gauge the severity of any variances (if any).

work performance information

# 4.5: Monitor and Control Project Work Why is work performance information a key input for **Monitor and COntrol Project Work**?

It provides you information with context so that you can make sound project decisions since you have a better indication of how the project is doing and if it needs correction. Without it you would be flying blind.

# 4.5: Monitor and Control Project Work Meetings and this tool/technique is qued to discuss and decide on the different areas of concern and actions needed for the project.

voting

# 4.5: Monitor and Control Project Work What are the three different kinds of voting models?

unanimity, majority and plurality

# 4.5: Monitor and Control Project Work As part of this process, you'll be using this tool/technique category on the project's ... to gain insights on its performance and then collect them into ... , a key output of this process.

data analysis work performance information work performance reports

# 4.5: Monitor and Control Project Work This data analysis technique looks through the different corrective and preventive actions to determine which one is best.

alternatives analysis

# 4.5 Monitor and Control Project Work This data analysis technique looks the best ROI based on how much a corrective/preventice action will cost to implement

cost-benefit analysis as you monitor and control project work, to correct the project's path perhaps its ROI to cost ratios will influience what is the best course of action

# 4.5 Monitor and Control Project Work This data analysis techniue consists of a suite of formulas the enumerates the project's projects progress and performance against the cost and schedule.

earned value analysis those results will let you know if the amount of work and money you are performing/spending is generaring what and as much as it should; if not, some adjustments need to be made

# 4.5 Monitor and Control Project Work This data analysis technique identifies the main reason of a problem or deviation.

root-cause analysis If you see deviations occuring from other analyses, then knowing the problem is just as useful for monitoring and controlling because now you can tackle the source.

# 4.5 Monitor and Control Project Work This data analysis technique forecasts future performance based on past results.

trend analysis can be a warning sign for the PM about what to anticipate, or to be proactive enough to change the course of project activities to avoid what is currently forecasted

# 4.5 Monitor and Control Project Work This data analysis technique compares the differences between planned and actual performance such as activity durations, costs, measures, technical performance, and other metrics.

variance analysis

# 4.5 Monitor and Control Project Work This key output for **Monitor and Control Project Work** is the combined, recorded and analyzed information in a formal package so as to generate discussions, awareness, and choose decisions or actions related to the project performance. ## Footnote Hint: can come in the form of summaries, histograms, status/progress, dashboards, and other representations

work performance reports

# 4.5 Monitor and Control Project Work This key output for **Monitor and Control Project Work** stems from reactions to the analyzed work performance information. Their intent is to expand, reduce, or adjust the project scope, but needs approval first.

change requests

# 4.5 Monitor and Control Project Work Why would stakeholder thresholds be an influence to how the project's work is monitored and controled?

If stakholders have a low thresholds for risk, then the PM must tightly control the project to meet their expectations.

# 4.5 Monitor and Control Project Work These four project documents are updates as a result of **Monitoring and Controlling Project Work**. ## Footnote Hint: two share a same descriptor; and doing these updates really helps. The other two belong to encountered problems. All regard to keeping an eye on the future performance and certain factors.

schedule forecast cost forecast risk register issue log

# Process Purpose/Function This process formalizes the process of reviewing the impact and merits of change requests initiated by any stakeholder, and defining the workflow for approving and managing these changes through the Change Control Board.

4.6: Perform Integrated Change Control

# 4.6: Perform Integrated Change Control A formally chartered group for executing workflows and decisions, and communciating them, in response to change requests.

change control board

# 4.6: Perform Integrated Change Control Having formal change control procedures in your project mitigates these two phenomena.

scope creep and goldplating

# 4.6: Perform Integrated Change Control Why are scope creep and goldplating bad for a project?

Because unaccounted for time and money get dedicated to these takss and robs the project's budget and schedule.

# 4.6: Perform Integrated Change Control Change control is for baselines and documents, but changes regarding the scope and products of the project are also subject to ... , which describes the artifacts that require revision control and approval through change requests.

configuration management

# 4.6: Perform Integrated Change Control Who approves change requests? ## Footnote Hint: not one, but three.

NOT the project manager. Usually the project sponsor, customer, or Change Control Board.

# 4.6: Perform Integrated Change Control Any change request must be approved by the ... before being implemented.

change control board

# 4.6: Perform Integrated Change Control focuses on the specifications of project deliverables and the processes for reviewing an dpproving them

configuration control ## Footnote Hint: the configuration management plan will lay out what project artifacts require revision control and approval through change requests

# 4.6: Perform Integrated Change Control These two key project management subsidiary plan inputs for **Perform Integrated Change Control** are the less disussed ones, but important for this process.

change management plan configurations management plan

# 4.6: Perform Integrated Change Control Why are the **Iron Triangle Baselines**, **basis of estimates**, and the **requirements traceability matrix** useful inputs for performing **Integrated Change Control **

Because it lets you take the change request and look into the ripple effects that happen throughout the project.

# 4.6: Perform Integrated Change Control This input is the output for many other processes, where it is analyzed and taken through the proper control procedures.

change requests

# 4.6: Perform Integrated Change Control Along with the change request as an input, this other key input used to analyze the impacts and efffects of the request. ## Footnote Hint: it was an output from "Monitor and Control Project Work."

work performance reports

# 4.6: Perform Integrated Change Control When deciding on what change reuqets to approve, what three common decision-making processes are used in this process?

autocratic decision making multicriteria decision analysis voting

# 4.6: Perform Integrated Change Control ... are an important tool/technique for this process because it is used to conduct decision-making procedures, and o approve/reject change requests ## Footnote Hint: In this process, it even has a special name.

change control **meetings**

# 4.6: Perform Integrated Change Control Just like in **Monitoring and Controlling Project Work**, these two data analysis techniques are used to evaluate the different options and merits of the received change requests.

cost-benefit analysis alternatives analysis

# 4.6: Perform Integrated Change Control These are the two obvious key outputs for the process. One is the green light itself, the other one is the ledger.

approved change requests (inc. updates to project management plan) change log ## Footnote These outputs are also needed as inputs for Direct and Manage Project Work.

# Processes Function/Purpose The following activities belong to which process? * finalizing activities/agreement and released... * project or phase information is archived * planned work is complete * reviewing project management plan to make sure objectives are complete * proceeding with ... closure once objectives are confirmed to be complete * all documents and deliverables are current and no outstanding issues * ... ... by customer * all costs are charged (invoices and closing accounts) * reassigning and releasing physical and team ... * auditing for success / failure * archiving project information, contracts and ... ... for future use * finalizing open ... if a contract

The following activities belong to which process? * finalizing activities/agreement and releasing **resources** * planned work is complete * **reviewing project management plan** to make sure objectives are complete * proceeding with **administrative** closure once objectives are confirmed to be complete * all documents and deliverables are current and **no outstanding issues** * **formal acceptance** by customer * all costs are charged (invoices and closing accounts) * **reassigning and releasing physical and team resources** * **auditing** for success / failure * archiving project information, contracts and **lessons learned** for future use * finalizing open **claims/disagreeement** if a contract

# 4.7: Close Project / Phase This key input gives you an overall view of the project's goals and lets you determine on a very basic level ifthe project was successfully accomplished.

project charter

# 4.7: Close Project / Phase This key input is your guide in regards to the order of operations for closeout activities.

project management plan

# 4.7: Close Project / Phase These 5 "logs" are inputs used to tighten all loose ends up and make sure that everything is documented/updated ## Footnote Hint: two of them do not have "log" in their name.

issue log assumption/constraint log risk register change log lessons learned register

# 4.7: Close Project / Phase ... list, ... reports, and ... documentation are inputs for this process to make sure that everything has been accomplished

milestone lists quality reports requirements documentation

# 4.7: Close Project / Phase This key input for **Close Project / Phase** is crucial to actual see if the benefits and outcomes from the project match what was initially desired.

business case and benefits management plan

# 4.7: Close Project / Phase This key input us reviewed to confirm that all terms and conditions have been met. If it has, then the project manager can proceed with formal closure using this other key input.

agreements procurement documentation ## Footnote The procurement documentation is collected, indexed and filed. They are useful because they can be either lessons learned for ocnducting the procurement again in the ftuure, or to avoid the vendir.

# 4.7: Close Project / Phase Along with the expected final products/services and final project report, this critical OPA will help th eorganization in the future by containing valuable information that was gained during the project execution.

lessons learned register