CHAPTER 4 - Project Integration Management Flashcards
1
Q
- Resource allocation,
- Balancing competing demands,
- Examining any alternative approaches,
- Tailoring the processes to meet the project objectives, and
- Managing the interdependencies among the Project Management Knowledge Areas,
are choices made in ? ? ?
A
Project Integration Management
2
Q
? ? ? includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
A
Project Integration Management
3
Q
? includes characteristics of unification, consolidation, communication, and interrelationship. These actions should be applied from the start of the project through completion
A
Integration
4
Q
The ? ? ? processes are:
- Develop Project Charter [I],
- Develop Project Management Plan [P],
- Direct and Manage Project Work [E],
- Manage Project Knowledge [E],
- Monitor and Control Project Work [M],
- Perform Integrated Change Control [M], and
- Close Project or Phase [C]
A
Project Integration Management
5
Q
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.
A
Develop Project Charter [I]
Project Integration Management
6
Q
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan. +ka
A
Develop Project Management Plan [P]
Integration Management
7
Q
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
A
Direct and Manage Project Work [E]
Project Integration Management
8
Q
The PROCESS of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
A
Manage Project Knowledge [E]
- Project Integration Management
9
Q
The PROCESS of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.
A
Monitor and Control Project Work [M]
- Project Integration Management
10
Q
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 the decisions.
Process + ka
A
Perform Integrated Change Control [M]
Integration Management
11
Q
In the Intigration KA, the PROCESS of finalizing all activities for the project, phase, or contract
A
Close Project or Phase [C]
12
Q
Project Integration Management is specific to project managers. Whereas other Knowledge Areas may be managed by specialists (e.g., cost analysis, scheduling specialists, risk management experts), the ? of Project Integration Management cannot be delegated or transferred.
A
accountability
13
Q
Projects and project management are integrative by nature and the links among the processes in the Project Management Process Groups are often ?
A
iterative
e.g. the Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then updates the project management plan if changes occur as the project progresses.
14
Q
Project Integration Management is about:
- Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits management plan are ?;
A
aligned
15
Q
Project Integration Management is about:
- Providing a project management ? to achieve the project objectives;
A
plan
16
Q
Project Integration Management is about:
- Ensuring the creation and the use of the appropriate ? to and from the project as necessary
A
knowledge
17
Q
Project Integration Management is about:
- Managing the performance and changes of the ? in the project management plan
A
activities
18
Q
Project Integration Management is about:
- Making integrated ? regarding key changes impacting the project
A
decisions
19
Q
Project Integration Management is about:
- ? and ? the project’s progress and taking appropriate action to meet project objectives
A
Measuring and monitoring
20
Q
Project Integration Management is about:
- Collecting data on the results achieved, analyzing the data to obtain information, and ? this information to relevant stakeholders
A
communicating
21
Q
Project Integration Management is about:
- Completing all the work of the project and ? closing each phase, contract, and the project as a whole
A
formally
22
Q
Project Integration Management is about:
- Managing phase ? when necessary
A
transitions
23
Q
The more complex the project and the more varied the expectations of the stakeholders, the more a ? approach to integration is needed.
A
sophisticated
24
Q
The volume of data and information that project managers need to integrate makes it necessary to use a project management information system (PMIS) and ? ? to collect, analyze, and use information to meet project objectives and realize project benefits.
A
automated tools
25
Some project teams use ? ? ?, rather than written plans and other documents, to capture and oversee critical project elements.
visual management tools
Making key project elements visible to the entire team provides a real-time overview of the project status, facilitates knowledge transfer, and empowers team members and other stakeholders to help identify and solve issues.
26
The increasingly mobile and transitory work force requires a more rigorous process of identifying knowledge throughout the project life cycle and transferring it to the target audience so that the knowledge is not lost, is ? ? ?
Project knowledge management.
27
Project managers are being called on to
- Initiate and finalize the project, (project business case development and benefits management)
- engaging in more comprehensive identification and engagement of stakeholders. This includes managing the interfaces with various functional and operational departments and senior management personnel.
Historically, these activities have been the responsibility of management and the project management office, but project managers are more frequently collaborating with them to better meet project objectives and deliver benefits which means the PM's ? is expanding
responsibility
28
Some project management methodologies are evolving to incorporate successfully applied new practices. Examples include the use of agile and other iterative practices; business analysis techniques for requirements management; tools for identifying complex elements in projects; and organizational change management methods to prepare for transitioning the project outputs into the organization is about incorporating ? methodologies
Hybrid
29
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
?
- Development life cycle,
- Management approaches,
- Knowledge management,
- Change,
- Governance,
- Lessons learned, and
- Benefits.
```
Project life cycle.
What is an appropriate project life cycle? What phases should comprise the project life cycle?
30
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
?
- Management approaches,
- Knowledge management,
- Change,
- Governance,
- Lessons learned, and
- Benefits.
```
Development life cycle.
What development life cycle and approach are appropriate for the product, service, or result? Is a predictive or adaptive approach appropriate? If adaptive, should the product be developed incrementally or iteratively? Is a hybrid approach best?
31
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
?
- Knowledge management,
- Change,
- Governance,
- Lessons learned, and
- Benefits.
```
Management approaches.
What management processes are most effective based on the organizational culture and the complexity of the project?
32
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
- Management approaches,
?
- Change,
- Governance,
- Lessons learned, and
- Benefits.
```
Knowledge management.
How will knowledge be managed in the project to foster a collaborative working environment?
33
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
- Management approaches,
- Knowledge management,
?
- Governance,
- Lessons learned, and
- Benefits.
```
Change.
How will change be managed in the project?
34
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
- Management approaches,
- Knowledge management,
- Change,
?
- Lessons learned, and
- Benefits.
```
Governance.
What control boards, committees, and other stakeholders are part of the project? What are the project status reporting requirements?
35
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
- Management approaches,
- Knowledge management,
- Change,
- Governance,
?, and
- Benefits.
```
Lessons learned.
What information should be collected throughout and at the end of the project? How will historical information and lessons learned be made available to future projects?
36
```
Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:
- Project life cycle,
- Development life cycle,
- Management approaches,
- Knowledge management,
- Change,
- Governance,
- Lessons learned, and
?.
```
Benefits.
When and how should benefits be reported: at the end of the project or at the end of each iteration or phase?
37
Iterative and agile approaches promote the engagement of team members as local domain experts in ? management. The team members determine how plans and components should integrate.
integration
The expectations of the project manager as noted in the Key Concepts for Integration Management do not change in an adaptive environment, but control of the detailed product planning and delivery is delegated to the team. The project manager’s focus is on building a collaborative decision-making environment and ensuring the team has the ability to respond to changes. This collaborative approach can be further enhanced when team members possess a broad skill base rather than a narrow specialization.
38
The key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project. This process is performed once or at predefined points in the project. Which process is this?
Develop Project Charter [I]
39
```
(This may be different in newer versions)
What data flow do these belong to?
1 Business documents
• Business case
2 Agreements
3 Enterprise Environmental
Factors (EEF)
4 Organizational Process Assets (OPA)
```
Develop Project Charter - Inputs
40
```
What data flow do these belong to?
1 Expert judgment
2 Data gathering
• Brainstorming
• Focus groups
• Interviews
3 Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
4 Meetings
```
Tools and Techniques - Develop Project Charter
This data flow is almost exactly the same as Develop Project Management Plan except it does not have 'Checklists' in Data Gathering
41
What data flow do these belong to?
1 Project charter
2 Assumption log
Develop Project Charter - Outputs
42
A ? ?
- establishes a formal agreement or formal contract (for external projects),
- ensures proper delivery under the contract,
- when approved, formally initiated the project.
Project Charter
43
A project manager is identified and assigned as early in the project as is feasible, PREFERABLY while the project charter is being developed and always prior to the start of ?.
planning
44
The project charter can be developed by the ? or the ? ? in collaboration with the initiating entity.
sponsor or the project manager
This collaboration allows the project manager to have a better understanding of the project purpose, objectives, and expected benefits. This understanding will better allow for efficient resource allocation to project activities.
45
The project charter provides the project manager with the authority to ?, ?, and ? the project.
plan, execute, and control
46
Projects are initiated by an entity ? to the project such as a sponsor, program, or project management office (PMO), or a portfolio governing body chairperson or authorized representative.
external
The project initiator or sponsor should be at a level that is appropriate to procure funding and commit resources to the project.
47
Projects are initiated due to ? business needs or ? influences.
internal
external
These needs or influences often trigger the creation of a needs analysis, feasibility study, business case, or description of the situation that the project will address.
48
Chartering a project ? alignment of the project to the strategy and ongoing work of the organization.
validates
49
A project charter is ? considered to be a contract because there is no consideration or money promised or exchanged in its creation.
NOT
50
The ? ? describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in this document to justify and establish boundaries for the project.
Business Case
- Inputs - Develop Project Charter
51
One or more of these are used to create what document (+ process/flow seg)?
- Market demand
- Organizational need
- Customer request
- Technological advance
- Legal requirement
- Ecological impacts
- Social need
Business Case - Input - Develop Project Charter
52
The project manager does not update or modify the ? documents (Business Case) since they are not project documents; however, the project manager may make recommendations.
business
53
? are used to define initial intentions for a project and may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements.
Agreements
Typically, a contract is used when a project is being performed for an EXTERNAL customer.
54
- Government or industry standards ,
- Legal and regulatory requirements and/or constraints,
- Marketplace conditions,
- Organizational culture and political climate,
- Organizational governance framework, and
- Stakeholders’ expectations and risk thresholds;
are some examples of the ? ? ? that can influence the Develop Project Charter process.
Enterprise Environmental Factors (EEF)
55
What are product standards, quality standards, safety standards, and workmanship standards examples of ?
Government or industry standards
56
What is used as a structured way to provide control, direction, and coordination through people, policies, and processes to meet organizational strategic and operational goals ? ? ?
Organizational governance framework
governance functions and processes to provide guidance
and decision making
57
The ? ? ? that can influence the Develop Project Charter process include but are not limited to:
- Organizational standard policies, processes, and procedures;
- Portfolio, program, and project governance framework ;
- Monitoring and reporting methods;
- Templates; and
- Historical information and lessons learned repository
Organizational Process Assets (OPAs)
58
What are: project records and documents, information about the results of previous project selection decisions, and information about previous project performance also know as (2 names)
Historical information
and
Lessons learned repository
59
? ? is defined as judgement provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed.
Expert judgement
Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
60
What process/flow segment?
- Organizational strategy,
- Benefits management,
- Technical knowledge of the industry and focus area of the project,
- Duration and budget estimation, and
- Risk identification.
Expert Judgement - Tools and Techniques - Develop Project Charter [I],
61
These are some examples of what (incl process/flow segment)?
- Brainstorming,
- Focus groups,
- Interviews.
Develope Project Charter - Tools and Techniques - Data Gathering.
These are 3/4 also used in Develop Project Management Plan - Tools and Techniques - Data Gathering
62
These are some examples of what (incl process/flow segments)?
- Conflict management.
- Facilitation.
- Meeting management
```
Interpersonal and Team Skills - Tools and Techniques,
in
Develop Project Charter
&
Develop Project Management Plan
```
63
? ? can be 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 and project management plan
- Conflict Management.
64
? is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A ? ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward.
- Facilitation.
| facilitator
65
? ? includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions. And are also necessary to ensure that the numerous meetings that are necessary to develop, unify, and agree on the project management plan are well run.
```
Meeting Management - Tools and Techniques
in both
Develop Project Charter
&
Develop Project Management Plan
```
66
These are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, summary milestones, and other summary information.
Name the process/flow segment
Develop Project Charter - Tools and Techniques - Meetings
67
What documents the high-level information on the project and on the product, service, or result the project is intended to
satisfy?
Project Charter
68
- Project purpose;
- Measurable project objectives and related success criteria;
- High-level requirements;
- High-level project description, boundaries, and key deliverables;
- Overall project risk;
- Summary milestone schedule;
- Preapproved financial resources;
- Key stakeholder list;
- Project approval requirements;
- Project exit criteria;
- Assigned project manager, responsibility, and authority level; and
- Name and authority of the sponsor or other person(s) authorizing this.
Are examples of high-level information found is what?
Project Charter
At a high level, the project charter ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project.
69
```
These are what?
- what constitutes project success,
- who decides the project is successful, and
- who signs off on the project;
+Process/flow
```
- Project approval requirements
Develop Project Charter - Output - Project Charter
70
High-level strategic and operational assumptions and constraints are normally identified in the business case ? the project is initiated and will flow into the project charter.
before
71
Lower-level activity AND task assumptions are generated ? the project such as defining technical specifications, estimates, the schedule, risks, etc.
throughout
The assumption log is used to record all assumptions and constraints throughout the project life cycle.
72
? ? ? ? is the PROCESS of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan. The key benefit of this process is the production of a comprehensive document that defines the basis of all project work and how the work will be performed.
Develop Project Management Plan
This process is performed once or at predefined points in the project.
73
```
1 Project charter
2 Outputs from other processes
3 Enterprise Environmental
Factors (EEF)
4 Organizational Process Assets (OPAs)
Are from what process flow?
```
Develop Project Management Plan - Inputs
74
```
1 Expert judgment
2 Data gathering
• Brainstorming
• Checklists
• Focus groups
• Interviews
3 Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
4 Meetings
Are from what process flow?
```
Develop Project Management Plan - Tools & Techniques
75
1. Project management plan
| Is from what process flow?
Develop Project Management Plan - Outputs
76
The ? ? ? defines how the project is executed, monitored and controlled, and closed, and its content varies depending on the application area and complexity of the project.
project management plan
It may be either summary level or detailed. Each component plan is described to the extent required by the specific project, and should be robust enough to respond to an everchanging project environment. This agility may result in more accurate information as the project progresses.
77
The project management plan should be ?; that is, it is necessary to define at least the project references for scope, time, and cost, so that the project execution can be measured and compared to those references and performance can be managed.
baselined
BEFORE the baselines are defined, the project management plan may be updated as many times as necessary. No formal process is required at that time.
78
Once a Project Management Plan has been baselined, it may only be changed through the ? ? ? ? process.
Perform Integrated Change Control
Change requests will be generated and decided upon whenever a change is requested. This results in a project management plan that is progressively elaborated by controlled and approved updates extending through project closure.
79
Projects that exist in the context of a program or portfolio should develop a project management plan that is ? with the program or portfolio management plan.
consistent
e.g. if the program management plan indicates all changes exceeding a specified cost need to be reviewed by the change control board (CCB), then this process and cost threshold need to be defined in the project management plan.
80
The project team uses the project charter as a starting point for initial ? ? .
project planning
81
At a minimum, the ? ? should define the high-level information about the project that will be elaborated in the various components of the project management plan.
project charter
82
? from many of the other processes are integrated to create the project management plan. Subsidiary plans and baselines that are an (S) from other planning processes are inputs to this process. Changes to these documents may necessitate updates to the project management plan.
Outputs
83
- Government or industry standards;
- Legal and regulatory requirements and/or constraints;
- Project management body of knowledge for vertical market (e.g., construction) and/or focus area (e.g., environmental, safety, risk, or agile software development);
- Organizational structure, culture, management practices, and sustainability;
- Organizational governance framework; and
- Infrastructure.
Influence what process/flow seg?
Enterprise Environment Factors (EEF) - Inputs - Develop Project Management Plan
84
- Organizational standard policies, processes, and procedures;
- Project management plan template, including:
>Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project,
>Project closure guidelines or requirements such as the product validation and acceptance criteria.
- Change control procedures, including the steps by which official organizational standards, policies, plans, procedures, or any project documents will be modified and how any changes will be approved and validated;
- Monitoring and reporting methods, risk control procedures, and communication requirements;
- Project information from previous similar projects (e.g., scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, and risk registers); and
- Historical information and lessons learned repository.
Influence what process/flow seg?
Organisational Process Assets (OPAs) - Inputs - Develop Project Management Plan
85
- Tailoring the project management process to meet the project needs, including the dependencies and interactions among those processes and the essential inputs and outputs;
- Developing additional components of the project management plan if needed;
- Determining the tools and techniques to be used for accomplishing those processes;
- Developing technical and management details to be included in the project management plan;
- Determining resources and skill levels needed to perform project work;
- Defining the level of configuration management to apply on the project;
- Determining which project documents will be subject to the formal change control process; and
- Prioritizing the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time.
Influence what process/flow seg?
Expert Judgement - Tools and Techniques - Develop Project Management Plan
86
These are some examples of what (incl process/flow segment)?
- Brainstorming,
- Checklists,
- Focus groups,
- Interviews.
Develop Project Management Plan - Tools and Techniques - Data Gathering
87
This technique is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. It comprises two parts: idea generation and analysis. It can be used to gather data (in T&Ts) and solutions or ideas from stakeholders, subject matter experts, and team members.
Brainstorming.
Used in T&Ts Data Gathering process e.g. Develop Project Charter & Develop Project Management Plan
88
? ? bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics like, the project management approach and the integration of the different components of the project management plan in a more conversational way than a one-on-one interview.
Focus groups.
Data Gathering - Tools and Techniques -
Develop Project Charter
Develop Project Management Plan
89
These are used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them.
Interviews.
| Data Gathering - Tools and Techniques - Develop Project Charter
Develop Project Management Plan
90
Many organizations have standardized ? available based in their own experience or use (S) from the industry, and may guide the project manager to develop the plan or may help to verify that all the required information is included in the project management plan.
Checklists
91
In Develop Project Management Plan T&Ts
? are used to discuss the project approach, determine how work will be executed to accomplish the project objectives, and establish the way the project will be monitored and controlled.
Meetings
Develop Project Management Plan - Tools and Techniques - Meetings
92
The project ? meeting is usually associated with the end of planning and the start of executing. Its purpose is to communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholder.
kick-off
The kick-off may occur at different points in time depending on the characteristics
of the project:
93
For small projects, there is usually only one team that performs the planning and the execution. In this case, the kick-off occurs shortly after initiation, in the ? ? ?, because the team is involved in planning.
Planning Process Group
94
In large projects, a project management team normally does the majority of the planning, and the remainder of the project team is brought on when the initial planning is complete, at the start of the development/implementation. In this instance, the kick-off meeting takes place with processes in the ? ? ?
Executing Process Group.
95
? projects will typically include a kick-off meeting at the beginning of each phase.
Multiphase
96
The ? ? ? (+flow) is the document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project. The needs of the project determine which components of the (S) are needed.
Project Management Plan
Develop Project Management Plan - Outputs - Project Management Plan
97
```
Project Management Plan components include but are not limited to:
? management plans: Which include:
- 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 engagement plan.
```
Subsidiary
98
Project Management Plan ? include but are not limited to:
- Subsidiary management plans:
- Baselines:
- Additional components.
components
99
Most components of the project management plan are produced as outputs from other processes, though some are produced during this process. ? components developed as part of this process will be dependent on the project; however, they often include but are not limited to:
- Change management plan.
- Configuration management plan.
- Performance measurement baseline
- Project life cycle
- Development approach
- Management reviews.
Additional
100
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Describes how the change requests throughout the project will be formally authorized and incorporated.
Additional Components
Change management plan.
Project Management Plan - Outputs - Develop Project Management Plan
101
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
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.
Additional Components
Configuration management plan.
Project Management Plan - Outputs - Develop Project Management Plan
102
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
An integrated scope-schedule-cost plan for the project work against which project execution is compared; to measure and manage performance
Baseline
Performance measurement baseline
Project Management Plan - Outputs - Develop Project Management Plan
103
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Describes the series of phases that a project passes through from its initiation to its closure.
Additional Components
Project life cycle
Project Management Plan - Outputs - Develop Project Management Plan
104
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Describes the product, service, or result ? ? , such as predictive, iterative, agile, or a hybrid model.
Additional Components
Development approach
Project Management Plan - Outputs - Develop Project Management Plan
105
Project management plan components include but are not limited to:
- Subsidiary management plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Identifies the points in the project when 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.
Additional Components
Management reviews.
Project Management Plan - Outputs - Develop Project Management Plan
106
How many Project Management Plan documents are there?
19
1. Scope management plan
2. Requirements management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Resource management plan
7. Communications management plan
8. Risk management plan
9. Procurement management plan
10. Stakeholder engagement plan
11. Change management plan
12. Configuration management plan
13. Scope baseline
14. Schedule baseline
15. Cost baseline
16. Performance measurement baseline
17. Project life cycle description
18. Development approach
19. Management Review
107
How many project documents (non PM Plan) does PMBOK reference?
```
33
Activity: attributes; list
Assumption log
Basis of estimates
Change log
Cost: estimates; forecasts
Duration estimates
Issue log
Lessons learned register
Milestone list
Physical resource assignments
Project: calendars; communications; schedule; schedule network diagram; scope statement; team assignments
Quality: control measurements; metrics; report
Requirements: documentation; traceability matrix
Resource: breakdown structure; calendars; requirements
Risk: register; report
Schedule: data; forecasts
Stakeholder register
Team charter
Test and evaluation documents
```
108
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this process is that it provides overall management of the project work and deliverables, thus improving the probability of project success. This process is performed throughout the project.
Direct and Manage Project Work [E]
109
```
1 Project management plan
• Any component
2 Project documents
• Change log
• Lessons learned register
• Milestone list
• Project communications
• Project schedule
• Requirements traceability
matrix
• Risk register
• Risk report
3 Approved change requests
4 Enterprise environmental
factors
5 Organizational process assets.
Are what process/flow
```
Direct and Manage Project Work - Inputs
110
```
1 Expert judgement
2 Project management
information system (PMIS)
3 Meetings
Process/flow?
```
Direct and Manage Project Work - Tools and Techniques
111
```
1 Deliverables
2 Work performance data
3 Issue log
4 Change requests
5 Project management plan updates
• Any component
6 Project documents updates
• Activity list
• Assumption log
• Lessons learned register
• Requirements documentation
• Risk register
• Stakeholder register
7 Organizational process assets updates
```
Direct and Manage Project Work - Outputs
112
Direct and Manage Project Work involves ? the planned project activities to complete project deliverables and accomplish established objectives. Available resources are allocated, their efficient use is managed, and changes in project plans stemming from analyzing work performance data and information are carried out. This process is directly affected by the project application area.
executing
113
In the Direct and Manage Project Work process ? are produced as outputs from processes performed to accomplish the project work as planned and scheduled in the project management plan.
Deliverables
114
The project manager, along with the ? ? ?, directs the performance of the planned project activities and manages the various technical and organizational interfaces that exist in the project.
project management team
115
This process also requires review of the impact of all project changes and the implementation of approved changes: corrective action, preventive action, and/or defect repair.
Direct and Manage Project Work
116
During project execution, the ? ? ? is collected and communicated to the applicable controlling processes for analysis. This analysis provides information about the completion status of deliverables and other relevant details about project performance.
Work Performance Data
117
The work performance data will also be used as an ? to the Monitoring and Controlling Process Group, and can be used as ? into lessons learned to improve the performance of future work packages.
input
| feedback
118
ANY component of the project management plan may be an input to this process.
Direct and Manage Project Work
119
```
• Change log
• Lessons learned register
• Milestone list
• Project communications
• Project schedule
• Requirements traceability matrix
• Risk register
• Risk report
Are what process/flow segment?
```
Project Documents - Inputs - Direct and Manage Project Work
120
The ? ? contains the status of all change requests.
change log
Project Documents
- Inputs - Direct and Manage Project Work & Close Project or Phase
- Outputs - Perform Integrated Change Control
121
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 aligned. +(flow)
Lessons learned register
Direct and Manage Project Work - Inputs - Project Documents
122
This shows the scheduled dates for specific achievement +(flow)
Milestone list
Direct and Manage Project Work - Inputs - Project Documents
123
Things shared include performance reports, deliverable status, and other information generated by the project. (+Process/flow)
Project communications.
Project Documents - Inputs - Direct and Manage Project Work
124
This includes at least the list of work activities, their durations, resources, and planned start and finish dates.
Project schedule
Project Documents - Inputs - Direct and Manage Project Work
125
This links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes. (+flow)
Requirements traceability matrix
Project Documents - Inputs - Direct and Manage Project Work
126
This provides information on threats and opportunities that may impact project execution.
• Risk register
Direct and Manage Project Work - Inputs - Project Documents
127
This provides information on sources of overall project risk along with summary information on identified individual project risks.
• Risk report
Direct and Manage Project Work - Inputs - Project Documents
128
These are a process input and output and include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable. The ? ? ? (+flows) maybe a corrective action, a preventive action, or a defect repair, and are scheduled and implemented by the project team and can impact any area of the :
- Project
- Project Management Plan (PMP)
- PMP Components, or
- Project Documents
Approved change requests
- Inputs - Direct and Manage Project Work
- Outputs - Perform Integrated Change Control
129
- Organizational structure, culture, management practices, and sustainability;
- Infrastructure (e.g., existing facilities and capital equipment); and
- Stakeholder risk thresholds (e.g., allowable cost overrun percentage).
Influence what process/flow segment?
Enterprise Environmental Factors (EEF)
| - Inputs - Direct and Manage Project Work
130
- Organizational standard policies, processes, and procedures;
- Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking;
- Issue and defect management database(s) containing historical issue and defect status, issue and defect resolution, and action item results;
- Performance measurement database used to collect and make available measurement data on processes and products;
- Change control and risk control procedures; and
- Project information from previous projects (e.g. scope, cost, schedules, reports, LLs etc)
Influence what process/flow segment?
Organizational Process Assets (OPAs)
| - Inputs - Direct and Manage Project Work
131
- Technical knowledge on the industry and focus area of the project,
- Cost and budget management,
- Legal and procurement,
- Legislation and regulations, and
- Organizational governance.
Influence what process/flow segment?
Expert Judgement - Tools and Techniques - Direct and Manage Project Work
132
This 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. Automated gathering and reporting on key performance indicators (KPI) can be part of this system.
What process/flow segment?
Project Management Information System (PMIS)
| - Tools and Techniques - Direct and Manage Project Work
133
These are used to discuss and address pertinent topics of the project when executing this process. Attendees may include the project manager, the project team, and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate participation.
(+flow)
Meetings
| - Tools and Techniques - Direct and Manage Project Work
134
These are 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. These are typically outcomes (or tangable components as inputs) of the project and can include components of the project management plan.
Process/flow segment?
Deliverables
- Outputs - Direct and Manage Project Work
Also
Deliverables - Inputs - Manage Project Knowledge
135
? ? should be applied once the first version of a deliverable has been completed. The control of the multiple versions or editions of a deliverable (e.g., documents, software, and building blocks) is supported by Configuration Management Tools and Procedures.
Change control
136
Kick-off, technical, sprint or iteration planning, Scrum, daily standups, steering group, problem solving, progress update, and retrospective are some examples of what?
Meetings
137
The raw observations and measurements identified during activities being performed to carry out the project work. Data are often viewed as the lowest level of detail from which information is derived by other processes. Data is gathered through work execution and passed to the controlling processes for further analysis.
Process/flow?
Work Performance Data
| - Outputs - Direct and Manage Project Work
138
Work completed, key performance indicators (KPIs), technical performance measures, actual start and finish dates of schedule activities, story points completed, deliverables status, schedule progress, number of change requests, number of defects, actual costs incurred, actual durations, etc.
Are examples of what?
Work Performance Data
139
Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The ? ? (+flow) is a project document where all the issues are recorded and tracked.
Issue Log
- Outputs - Direct and Manage Project Work
Data on issues may include:
Issue type, Who raised the issue and when, Description, Priority, Who is assigned to the issue, Target resolution date, Status, and Final solution.
140
The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of the Direct and Manage Project Work process, although issues may happen at any time during the project. The issue log is ? as a result of the monitoring and control activities throughout the project’s life cycle.
updated
141
A formal proposal to modify any document, deliverable, or baseline. When issues are found while project work is being performed, ? ? (+flow) can be submitted, which may modify project policies or procedures, project or product scope, project cost or budget, project schedule, or quality of the project or product results. They can also cover the needed preventive or corrective actions to forestall negative impact later in the project. They can be optional or legally/contractually mandated.
Change Requests
- Outputs - Direct and Manage Project Work
Any project stakeholder, inside or outside the project may request a change and are processed for review and disposition through the Perform Integrated Change Control process
142
- Corrective action.
- Preventive action.
- Defect repair.
- Updates.
Process/flow?
Change Requests
| - Outputs - Direct and Manage Project Work
143
An intentional activity that realigns the performance of the project work with the project management plan. (+flow)
Corrective action.
Change Requests - Outputs - Direct and Manage Project Work
144
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Preventive action
Change Requests - Outputs - Direct and Manage Project Work
145
An intentional activity to modify a nonconforming product or product component (+flow)
Defect repair
Change Requests - Outputs - Direct and Manage Project Work
146
Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.
Updates.
Change Requests - Outputs - Direct and Manage Project Work
147
Any change to the project management plan goes through the organization’s change control process via a change request. Any component of the project management plan may require a change request as a result of this process.
Process/flow?
Project Management Plan Updates - Outputs - Direct and Manage Project Work
148
- Activity list.
- Assumption log.
- Lessons learned register.
- Requirements documentation
- Risk register
- Stakeholder register
May be included in what process/flow?
Project Documents Updates - Outputs - Direct and Manage Project Work
149
This may be updated with additional or modified activities
| to be performed to complete project work. (+flow)
Activity list.
Project Documents Updates - Outputs - Direct and Manage Project Work
150
New assumptions and constraints may be added, and the status of existing assumptions and constraints may be updated or closed out. (+flow)
Assumption log.
Project Documents Updates - Outputs - Direct and Manage Project Work
151
Any lessons learned that will improve performance for current or future projects is recorded as it is learned. (+flow)
Lessons learned register.
Project Documents Updates - Outputs [& Inputs] - Direct and Manage Project Work
(+Manage Prof Knowledge/M&C Proj Work/Close Project or Phase)
152
New requirements may be identified during this process. Progress on meeting requirements can also be updated. (+flow)
Requirements documentation
Project Documents Updates - Outputs - Direct and Manage Project Work
(+Project Documents - Inputs - Close Proj or Phase)
153
New risks may be identified and existing risks may be updated during this process, via the Risk Management Processes. (+flow)
Risk register
Project Documents Updates - Outputs - Direct and Manage Project Work (+M&C Proj Work)
(+ input for Direct and Manage Project Work/M&C Proj Work/Close Project or Phase
Risks are recorded in the risk register via the Risk Management Processes.
154
Where additional information on existing or new stakeholders
| is gathered. (+flow)
Stakeholder register
Project Documents Updates - Outputs - Direct and Manage Project Work
(becomes: Input - Manage Proj Knowledge)
155
Any organizational process asset can be updated as a result of this process.
Organizational Process Asset Updates - Outputs - Direct and Manage Project Work
(+Manage Proj Knowledge, Close Project or Phase)
156
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning. The key benefits of this process are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. This process is performed throughout the project.
Manage Project Knowledge [E]
| - Manage Integration Management
157
```
1 Project management plan
• All components
2 Project documents
• Lessons learned register
• Project team assignments
• Resource breakdown structure
• Stakeholder register
3 Deliverables
4 Enterprise environmental factors
5 Organizational process assets
Process/flow?
```
Inputs - Manage Project Knowledge
158
```
1 Expert judgment
2 Knowledge management
3 Information management
4 Interpersonal and team skills
• Active listening
• Facilitation
• Leadership
• Networking
• Political awareness
Process/flow?
```
Tools & Techniques - Manage Project Knowledge
159
```
1 Project Document Updates
• Lessons learned register
2 Project management plan updates
• Any component
3 Organizational process assets updates
Process/flow?
```
Outputs - Manage Project Knowledge
160
Knowledge is commonly split into “?” (knowledge that can be readily codified using words, pictures, and numbers) and “?” (knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”).
explicit
| tacit
161
Knowledge management is concerned with managing both tacit and explicit knowledge for two purposes: ? existing knowledge and ? new knowledge
reusing, &
| creating
162
The key activities that underpin both purposes (reusing and creating knowledge) are knowledge ? and knowledge ? (of knowledge from different domains, contextual knowledge, and project management knowledge).
sharing, &
| integration
163
There are common misconceptions that Managing knowledge involves:
- just documenting it so it can be shared;
- just obtaining lessons learned at the end of the project, in order to use it in the future projects.
BUT, Only codified ? knowledge can be shared in this way
explicit
164
An issue with codified explicit knowledge lacks ? and is open to different interpretations, so even though it can easily be shared, it isn’t always understood or applied in the right way.
context
165
Tacit knowledge has context built in but is very difficult to ?. It resides in the minds of individual experts or in social groups and situations, and is normally shared through conversations and interactions between people.
codify
166
From an organizational perspective, knowledge management is about making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project. Because knowledge resides in the minds of people and people cannot be forced to share what they know (or to pay attention to others’ knowledge), the most important part of knowledge management is creating an atmosphere of trust so that people are ? to share their knowledge.
motivated
Even the best knowledge management tools and techniques will not work if people are not motivated to share what they know or to pay attention to what others know.
167
In practice, knowledge is shared using a mixture of ? management tools and techniques (interactions between people) and ? management tools and techniques (in which people codify part of their explicit knowledge by documenting it so it can be shared).
knowledge, &
| information
168
Project Management Plan is an input for which processes
In Project Integration Management - Process 3 - 7
- Direct and Management Project Work;
- Manage Project Knowledge
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase
169
- Lessons learned register.
- Project team assignments.
- Resource breakdown structure.
- Stakeholder register.
Process/flow?
Project Documents - Inputs - Manage Project Knowledge
170
Provides information on effective practices in knowledge management.
- Lessons learned register.
INPUT & OUTPUT (3, 4, 5, & 7)
- Direct and Manage Proj Work
- Manage Proj Knowledge
- Monitor and Control Proj Work
- Close Project or Phase
171
Provide information on the type of competencies and experience available in the project and the knowledge that may be missing. (+FLow)
- Project team assignments.
ONLY in
Project Documents - Inputs - Manage Project Knowledge
172
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. (+FLow)
- Resource breakdown structure.
Project Documents - Inputs - Manage Project Knowledge
173
Contains details about the identified stakeholders to help understand the knowledge they may have.
- Stakeholder register.
Project Document Updates - Outputs - Direct and Manage Proj Work
Project Document - Inputs - Manage Project Knowledge
174
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, and are typically tangible components completed to meet the project objectives and can include components of the project management plan.
Deliverables - Inputs - Manage Project Knowledge
| +Deliverables - Outputs - Direct and Manage Project Work
175
- Organizational, stakeholder, and customer culture.
- Geographic distribution of facilities and resources.
- Organizational knowledge experts.
- Legal and regulatory requirements and/or constraints.
Process/Flow?
Enterprise Environmental Factors - Inputs - Manage Project Knowledge
176
The existence of trusting working relationships and a no-blame culture is particularly important in managing knowledge. Other factors include the value placed on learning and social behavioral norms. (+FLow)
Organizational, stakeholder, and customer culture.
Enterprise Environmental Factors - Inputs - Manage Project Knowledge
177
location of team members helps determine methods
| for gaining and sharing knowledge.
Geographic distribution of facilities and resources
Enterprise Environmental Factors - Inputs - Manage Project Knowledge
178
Some organizations have a team or individual that specializes in knowledge management.
Organizational knowledge experts.
Enterprise Environmental Factors - Inputs - Manage Project Knowledge
179
These include confidentiality of project information
Legal and regulatory requirements and/or constraints.
Enterprise Environmental Factors - Inputs - Manage Project Knowledge
180
Knowledge about project management is often embedded in processes and routines, e.g.
- Organizational standard policies, processes, and procedures.
- Personnel administration.
- Organizational communication requirements.
- Formal knowledge-sharing and information-sharing procedures.
What process/flow is this?
Organizational Process Assets - Inputs - Manage Project Knowledge
OPAs = Inputs - All 7 Integration Processes
OPAs Updates = Outputs - 3, 4 & 7
181
These may include: confidentiality and access
to information; security and data protection; record retention policies; use of copyrighted information; destruction
of classified information; format and maximum size of files; registry data and metadata; authorized technology
and social media; etc.
Organizational standard policies, processes, and procedures.
Organizational Process Assets - Inputs - Manage Project Knowledge
182
These include, for example, employee development and training records, and competency frameworks that refer to knowledge-sharing behaviors.
Personnel administration.
Organizational Process Assets - Inputs - Manage Project Knowledge
183
Formal, rigid communication requirements are good for sharing information. Informal communication is more effective for creating new knowledge and integrating knowledge across diverse stakeholder groups.
Organizational communication requirements.
Organizational Process Assets - Inputs - Manage Project Knowledge
184
These include learning reviews before, during, and after projects and project phases; for example, identifying, capturing, and sharing lessons learned from the current project and other projects.
Formal knowledge-sharing and information-sharing procedures.
Organizational Process Assets - Inputs - Manage Project Knowledge
185
Specialized knowledge or training in these areas should be considered here.
- Knowledge management,
- Information management,
- Organizational learning,
- Knowledge and information management tools, and
- Relevant information from other projects.
Process/Flow?
Expert Judgement - Tools and Techniques - Manage Project Knowledge
186
These tools and techniques connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members. The tools and techniques appropriate in a project depend on the nature of the project, especially the degree of innovation involved, the project complexity, and the level of diversity (including diversity of disciplines) among team members.
Process/Flow?
Knowledge management - Tools and Techniques - Manage Project Knowledge
187
What are these:
- Networking, including informal social interaction and online social networking. Online forums where people can ask open questions (“What does anyone know about…?”) are useful for starting knowledge-sharing conversations with specialists;
- Communities of practice (sometimes called communities of interest or just communities) and special interest groups;
- Meetings, including virtual meetings where participants can interact using communications technology;
- Work shadowing and reverse shadowing;
- Discussion forums such as focus groups;
- Knowledge-sharing events such as seminars and conferences;
- Workshops, including problem-solving sessions and learning reviews designed to identify lessons learned;
- Storytelling;
- Creativity and ideas management techniques;
- Knowledge fairs and cafés; and
- Training that involves interaction between learners.
Tools and techniques used in the Knowledge Management
Knowledge management - Tools and Techniques - Manage Project Knowledge
All of these tools and techniques can be applied face-to-face or virtually, or both. Face-to-face interaction is usually the most effective way to build the trusting relationships that are needed to manage knowledge. Once relationships are established, virtual interaction can be used to maintain the relationship.
188
? ? tools and techniques are used to create and connect people to information. They are effective for sharing simple, unambiguous, codified explicit knowledge
Information management - Tools and Techniques - Manage Project Knowledge
189
- Methods for codifying explicit knowledge; for example, for producing lessons to be learned entries for the lessons
learned register;
- Lessons learned register;
- Library services;
- Information gathering, for example, web searches and reading published articles; and
- Project management information system (PMIS); which often include document management systems.
Process/Flow?
Information management - Tools and Techniques - Manage Project Knowledge
190
Tools and techniques that connect people to information can be enhanced by adding an element of ?, for example, include a “contact me” function so users can get in touch with the originators of the lessons and ask for advice specific to their project and context.
interaction
Interaction and support also helps people find relevant information. Asking for help is generally quicker and easier than trying to identify search terms. Search terms are often difficult to select because people may not know which keywords or key phrases to use to access the information they need.
191
? and ? management tools and techniques should be connected to project processes and process owners.
Knowledge and information
Communities of practice and subject matter experts (SMEs), for example, may generate insights that lead to improved control processes; having an internal sponsor can ensure improvements are implemented. Lessons learned register entries may be analyzed to identify common issues that can be addressed by changes to project procedures.
192
- Active listening.
- Facilitation.
- Leadership.
- Networking.
- Political awareness.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
193
Helps reduce misunderstandings and improves communication and knowledge sharing.
Active listening.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
194
Helps effectively guide a group to a successful decision, solution, or conclusion.
Facilitation.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
195
This is used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives.
Leadership.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
196
This allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge
Networking.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
197
Helps the project manager to plan communications based on the project environment as well as the organization’s political environment.
+process/flow
Political awareness.
Interpersonal and Team Skills - Tools and Techniques - Manage Project Knowledge
198
This document can include the category and description of the situation. It may also include the impact, recommendations, and proposed actions associated with the situation, and may record challenges, problems, realized risks and opportunities, or other content as appropriate. Any person or teams involved in the work are also involved in capturing this information and can use any suitable means including videos, pictures, audios.
Lessons learned register
Project Document Updates - Outputs - Manage Project Knowledge
```
INPUT & OUTPUT in 3, 4, 5 & 7
- Direct and Manage Proj Work
- Manage Proj Knowledge
- Monitor and Control Proj Work
- Close Project or Phase
At the end of a project or phase, the information is transferred to an organizational process asset called a lessons learned repository.
```
199
Any change to the project management plan goes through the organization’s change control process via a change request. Any component of the project management plan may be updated as a result of this process.
Project Management Plan Updates - Outputs - 3 - 6
- Direct and Manage Proj Work
- Manage Proj Knowledge
- Monitor and Control Proj Work
- Perform Integration Change Control
200
All projects create new knowledge. Some of this knowledge is codified, embedded in deliverables, or embedded in improvements to processes and procedures as a result of the Manage Project Knowledge process. Existing knowledge can also be codified or embedded for the first time as a result of this process; for example, if an existing idea for a new procedure is piloted in the project and found to be successful.
Process/flow?
Organisational Process Assests Updates - Outputs - Manage Project Knowledge
Any organizational process asset can be updated as a result of this process.
- OPA Updates in 3,4 & 7
- OPAs in all 7
201
? ? ? ? is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan. The key benefits of this process are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts. This process is performed throughout the project.
Monitor and Control Project Work
202
```
1 Project management plan
• Any component
2 Project documents
• Assumption log
• Basis of estimates
• Cost forecasts
• Issue log
• Lessons learned register
• Milestone list
• Quality reports
• Risk register
• Risk report
• Schedule forecasts
3 Work performance information
4 Agreements - Conduct Procurements
5 Enterprise environmental factors
6 Organizational process assets
Process/flow?
```
Inputs - Monitor and Control Project Work
| Work Performance INFORMATION only in Monitor and Control Project Work
203
```
1 Expert judgment
2 Data analysis
• Alternatives analysis
• Cost-benefit analysis
• Earned value analysis
• Root cause analysis
• Trend analysis
• Variance analysis
3 Decision making - Voting
4 Meetings
Process/flow?
```
Tools & Techniques - Monitor and Control Project Work
204
```
Work performance reports
2 Change requests
3 Project management plan updates
• Any component
4 Project documents updates
• Cost forecasts
• Issue log
• Lessons learned register
• Risk register
• Schedule forecasts
```
Outputs - Monitor and Control Project Work
205
? is an aspect of project management performed throughout the project. (S) includes collecting, measuring, and assessing measurements and trends to effect process improvements. Continuous (S) gives the project management team insight into the health of the project and identifies any areas that may require special attention.
Monitoring
206
? includes determining corrective or preventive actions or replanning and following up on action plans to determine whether the actions taken resolved the performance issue.
Control
207
- Comparing actual project performance against the project management plan;
- Assessing performance periodically to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary;
- Checking the status of individual project risks;
- Maintaining an accurate, timely information base concerning the project’s product(s) and their associated documentation through project completion;
- Providing information to support status reporting, progress measurement, and forecasting;
- Providing forecasts to update current cost and current schedule information;
- Monitoring implementation of approved changes as they occur;
- Providing appropriate reporting on project progress and status to program management when the project is part of an overall program; and
- Ensuring that the project stays aligned with the business needs.
Which ka + process in concerned with these?
Integration Management - Monitor and Control Project Work
208
This involves looking at all aspects of the project. Any component of the project management plan may be an input for this process.
process/flow + ka
Monitor and Control Project Work
Project Management plan - Input
Integration Management -
209
- Assumption log.
- Basis of estimates
- Cost forecasts
- Issue log
- Lessons learned register
- Milestone list
- Quality reports
- Risk register.
- Risk report.
- Schedule forecasts.
Process/flow + ka
Project Documents - Input - Monitor and Control Project Work
Integration Management -
210
This contains information about assumptions and constraints identified as affecting the project.
Assumption log.
Project Documents -
Inputs - Monitor and Control Project Work/Close Project or Phase
Outputs - Direct and Manage Proj Work
211
This indicates how the various estimates were derived and can be used to make a decision on how to respond to variances.
Basis of estimates
| Project Documents - Input - Monitor and Control Project Work
also input for 6 & 7
212
Based on the project’s past performance, the ? ? are used to determine if the project is within defined tolerance ranges for budget and to identify any necessary change requests.
Cost forecasts
Project Documents - Input - Monitor and Control Project Work
INPUTS & OUTPUTS only in 5
213
This is used to document and monitor who is responsible for resolving specific issues by a target date.
Issue log
Project Documents - Input - Monitor and Control Project Work
(also Outputs - Monitor and Control Proj Work
Inputs - Close Project or Phase)
214
This may have information on effective responses for variances, and corrective and preventive actions.
Lessons learned register
Project Documents - Input - Monitor and Control Project Work
(INPUTS & OUTPUTS 3, 4, 5 & 7)
215
This shows the scheduled dates for specific (achievements/breakthrough/event) and is used to check if the planned (achievements/breakthrough/event) have been met.
Milestone list
Project Documents - Input - Monitor and Control Project Work process
(INPUTS only in 3, 5 & 7)
216
The ? ? includes quality management issues; recommendations for process, project, and product improvements; corrective actions recommendations (includes rework, defect/bugs repair, 100% inspection, and more); and the summary of findings from the Control Quality process.
Quality reports
Project Documents - Input - Monitor and Control Project Work
217
This provides information on threats and opportunities that have occurred during project execution.
Risk register.
Project Documents - Input - Monitor and Control Project Work
(INPUTS & OUTPUTS 3, 5 & 7)
218
This provides information on the overall project risks as well as information on specified individual risks.
Risk report.
Project Documents - Input - Monitor and Control Project Work
(INPUTS only in 3, 5, 6, & 7)
219
Based on the project’s past performance, the ? ? are used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests.
Schedule forecasts
Project Documents - Input - Monitor and Control Project Work
(INPUTS & OUTPUTS only in 5)
220
Work performance data is gathered through work execution and passed to the controlling processes. To become ? ? ?, the work performance data are compared with the project management plan components, project documents, and other project variables. This comparison indicates how the project is performing.
Work Performance Information
| - Input - Monitor and Control Project Work
221
Specific work performance metrics for scope, schedule, budget, and quality are defined at the start of the project as part of the project management plan. Performance data are collected during the project through the ? processes and compared to the plan and other variables to provide a context for work performance.
controlling
Work Performance Information - Input - Monitor and Control Project Work
(WPI INPUT only in 5)
For example, work performance data on cost may include funds that have been expended. However, to be useful, that data has to be compared to the budget, the work that was performed, the resources used to accomplish the work, and the funding schedule. This additional information provides the context to determine if the project is on budget or if there is a variance. It also indicates the degree of variance from the plan, and by comparing it to the variance thresholds in the project management plan it can indicate if preventive or corrective action is required. Interpreting work performance data and the additional information as a whole provides a context that provides a sound foundation for project decisions.
222
A ? ? includes terms and conditions, and may incorporate other items that the buyer specifies regarding what the seller is to perform or provide. If the project is outsourcing part of the work, the project manager needs to oversee the contractor’s work to make certain that all the agreements meet the specific needs of the project while adhering to organizational procurement policies.
procurement agreement
Agreements - Input - Monitor and Control Project Work
(Agreements only in 5 & 7)
223
- Project management information systems such as scheduling, cost, resourcing tools, performance indicators, databases, project records, and financials;
- Infrastructure (e.g., existing facilities and equipment, organization´s telecommunications channels);
- Stakeholders’ expectations and risk thresholds; and
- Government or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards).
Influence what process/flow?
Enterprise Environmental Factors - Input - Monitor and Control Project Work
224
- Organizational standard policies, processes, and procedures;
- Financial controls procedures (e.g., required expenditure and disbursement reviews, accounting codes, and standard contract provisions);
- Monitoring and reporting methods;
- Issue management procedures defining issue controls, issue identification, and resolution and action item tracking;
- Defect management procedures defining defect controls, defect identification, and resolution and action item tracking; and
- Organizational knowledge base, in particular process measurement and the lessons learned repository.
Influence what process/flow?
Organizational Process Assets- Input - Monitor and Control Project Work
225
- Earned value analysis,
- Interpretation and contextualization of data,
- Techniques to estimate duration and costs,
- Trend analysis,
- Technical knowledge on the industry and focus area of the project,
- Risk management, and
- Contract management.
Influence what process/flow?
Expert Judgement - Tools and Techniques - Monitor and Control Project Work
226
- Alternatives analysis.
- Cost-benefit analysis.
- Earned value analysis.
- Root cause analysis
- Trend analysis
- Variance analysis
Process/flow?
Data Analysis - Tools and Techniques - Monitor and Control Project Work
227
This is used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs.
Alternatives analysis.
Data Analysis - Tools and Techniques - Monitor and Control Project Work
228
This helps to determine the best corrective action in terms of cost in case of project deviations.
Cost-benefit analysis.
Data Analysis - Tools and Techniques - Monitor and Control Project Work
229
This provides an integrated perspective on scope, schedule, and cost performance.
Earned value analysis.
| Data Analysis - Tools and Techniques - Monitor and Control Project Work
230
This focuses on identifying the main reasons of a problem. It 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.
Root cause analysis.
Data Analysis - Tools and Techniques - Monitor and Control Project Work
231
This is used to forecast future performance based on past results. It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established trends persist. This information is made available early enough in the project timeline to give the project team time to analyze and correct any anomalies. The results of (S) can be used to recommend preventive actions if necessary.
Trend analysis.
Data Analysis - Tools and Techniques - Monitor and Control Project Work
232
This reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics. In this process it reviews the variances from an integrated perspective considering cost, time, technical, and resource variances in relation to each other to get an overall view of variance on the project. This allows for the appropriate preventive or corrective actions to be initiated.
Variance analysis.
Data Analysis - Tools and Techniques - Monitor and Control Project Work
Variance analysis may be conducted in each Knowledge Area based on its particular variables.
233
? is one example of a technique used here. Unanimity, majority, or plurality are typical measures to decide outcomes.
+Process/flow?
Voting.
Decision Making - Tools and Techniques - Monitor and Control Project Work
234
User groups and review ? are examples of these. They may include project team members and other project stakeholders when appropriate and can be face-to-face, virtual, formal, or informal.
Meetings - Tools and Techniques -
| Monitor and Control Project Work
235
Work performance information is combined, recorded, and distributed in a physical or electronic form in order to create awareness and generate decisions or actions. ? ? ? are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. They are circulated to the project stakeholders through the communication processes as defined in the project communications management plan.
Work performance reports
- Outputs - Monitor and Control Project Work
Examples of work performance reports include status reports and progress reports. Work performance reports can contain earned value graphs and information, trend lines and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk summaries. They can be presented as dashboards, heat reports, stop light charts, or other representations useful for creating awareness and generating decisions and actions.
236
As a result of comparing planned results to actual results, ? ? may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines. They may also necessitate the collection and documentation of new requirements and are processed for review and disposition through the Perform Integrated Change Control process.
Change requests
- Outputs - Monitor and Control Project Work
Changes can impact the project management plan, project documents, or product deliverables and can include Corrective action, Preventative action and/or Defect repair.
237
Any change to the project management plan goes through the organization’s change control process via a change request. Changes identified during the Monitor and Control Project Work process may affect the overall project management plan.
Process/flow?
Project Management Plan Updates - Outputs - Monitor and Control Project Work
238
- Cost forecasts.
- Issue log.
- Lessons learned register.
- Risk register.
- Schedule forecasts.
Are what? + Process/flow
Project Documents Updates - Outputs - Monitor and Control Project Work
239
Changes in ? ? resulting from this process are recorded using cost management processes.
Cost forecasts.
Project Documents Updates - Outputs - Monitor and Control Project Work
240
New issues raised as a result of this process are recorded in the ? ?.
Issue log.
Project Documents Updates - Outputs - Monitor and Control Project Work
241
This is updated with effective responses for variances and corrective and preventive actions.
Lessons learned register.
Project Documents Updates - Outputs - Monitor and Control Project Work
242
New risks identified during this process are recorded in the ? ? and managed using the risk management processes.
Risk register.
Project Documents Updates - Outputs - Monitor and Control Project Work
243
Changes in ? ? resulting from this process are recorded using schedule management processes.
Schedule forecasts.
Project Documents Updates - Outputs - Monitor and Control Project Work
244
The process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests. The key benefit of this process is that 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. This process is performed throughout the project.
Perform Integrated Change Control [M]
Project Integration Management
245
```
1 Project management plan
• Change management plan
• Configuration management plan
• Scope baseline
• Schedule baseline
• Cost baseline
2 Project documents
• Basis of estimates
• Requirements traceability matrix
• Risk report
3 Work performance reports
4 Change requests
5 Enterprise Environmental Factors
6 Organizational Process Assets
```
Inputs - Perform Integrated Change Control
246
```
1 Expert judgment
2 Change control tools
3 Data analysis
• Alternatives analysis
• Cost-benefit analysis
4 Decision making
• Voting
• Autocratic decision making
• Multicriteria decision analysis
5 Meetings
```
Tools and Techniques - Perform Integrated Change Control
247
```
1 Approved change requests
2 Project management plan updates
• Any component
3 Project documents updates
• Change log
```
Outputs - Perform Integrated Change Control
248
The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate responsibility of the project manager. Changes may be requested by any ? involved with the project and may occur at any time throughout the project life cycle
stakeholder
249
Change requests can impact the project scope and the product scope, as well as any project management plan component or any project document. The ? level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed.
applied
250
Before the ? are established, changes are not required to be formally controlled by the Perform Integrated Change Control process.
baselines
Once the project is baselined, change requests go through the Perform Integrated Change Control process.
251
As a general rule, each project’s ? management plan should define which project artifacts need to be placed under (S) control. Any change in a (S) element should be formally controlled and will require a change request.
configuration
252
Although changes may be initiated verbally, they should be recorded in written form and entered into the ? and/or ? management systems.
change and/or configuration
253
Change requests may require information on estimated ? impacts and estimated ? impacts prior to approval.
schedule, and
| cost
254
Whenever a change request may impact any of the project baselines, a ? integrated change control process is always required.
formal
255
Every documented change request needs to be either ?, ?, or ? by a responsible individual, usually the project sponsor or project manager.
The responsible individual will be identified in the project management plan or by organizational procedures.
approved, deferred, or rejected
256
When required, the Perform Integrated Change Control process includes a ? ? ?, which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.
change control board (CCB)
257
Approved change requests can require ? or ? cost estimates, activity sequences, schedule dates, resource requirements, and/or analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents.
new or revised
258
? or ? approval may be required for certain change requests after CCB approval, unless they are part of the CCB.
Customer or sponsor
259
- Change management plan.
- Configuration management plan.
- Scope baseline
- Schedule baseline
- Cost baseline.
+process/flow
Project Management Plan - Inputs - Perform Integrated Change Control
260
This provides the direction for managing the change control process and documents the roles and responsibilities of the change control board (CCB). +process/flow
Change management plan.
Project Management Plan - Inputs - Perform Integrated Change Control
261
This describes the configurable items of the project and identifies the items that will be recorded and updated so that the product of the project remains consistent and operable.
+process/flow
Configuration management plan.
Project Management Plan - Inputs - Perform Integrated Change Control
262
This provides the project and product definition.
| +process/flow
Scope baseline
Project Management Plan - Inputs - Perform Integrated Change Control
263
This is used to assess the impact of the changes in the project schedule.
+process/flow
Schedule baseline
Project Management Plan - Inputs - Perform Integrated Change Control
264
This is used to assess the impact of the changes to the project cost.
+process/flow
Cost baseline.
Project Management Plan - Inputs - Perform Integrated Change Control
265
- Basis of estimates.
- Requirements traceability matrix.
- Risk report.
+process/flow
Project Documents - Inputs - Perform Integrated Change Control
266
This indicate how the duration, cost, and resources estimates were derived and can be used to calculate the impact of the change in time, budget, and resources.
+process/flow
Basis of estimates.
Project Documents - Inputs - Perform Integrated Change Control
267
This helps assess the impact of the change on the project scope.
+process/flow
Requirements traceability matrix.
Project Documents - Inputs - Perform Integrated Change Control
268
This presents information on sources of overall and individual project risks involved by the change requested.
+process/flow
Risk report.
Project Documents - Inputs - Perform Integrated Change Control
269
? ? ? are of particular interest to the Perform Integrated Change Control process and includes resource availability, schedule and cost data, earned value reports, and burnup or burndown charts.
Work Performance Reports - Inputs - Perform Integrated Change Control
(OUTPUTS 5 & INPUTS 6)
270
? ? may include (be about) corrective action, preventive action, defect repairs, as well as updates to formally controlled documents or deliverables to reflect modified or additional ideas or content.
Change Requests - Inputs - Perform Integrated Change Control
Many processes produce Change Requests as an output (but only 1 as an Input).
271
Changes may or may not impact the project ?—sometimes only the performance against the (S) is affected. Decisions on those changes are usually made by the project manager.
baselines
Change Requests - Inputs - Perform Integrated Change Control
272
Change requests that have an impact on the project baselines should normally include information about the cost of implementing the change, modifications in the scheduled dates, resource requirements, and risks. These changes should be approved by the CCB (if it exists) and by the customer or sponsor, unless they are part of the CCB. Only ? changes should be incorporated into a revised baseline.
approved
273
- Legal restrictions, such as country or local regulations;
- Government or industry standards;
- Legal and regulatory requirements and/or constraints;
- Organizational governance framework
- Contracting and purchasing constraints
Process/flow?
Enterprise Environmental Factors - Inputs - Perform Integrated Change Control
274
- Change control procedures, including the steps by which organizational standards, policies, plans, procedures, or any project documents will be modified, and how any changes will be approved and validated;
- Procedures for approving and issuing change authorizations; and
- Configuration management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents.
Organisational Process Assest - Inputs - Perform Integrated Change Control
275
- Technical knowledge of the industry and focus area of the project,
- Legislation and regulations,
- Legal and procurement,
- Configuration management, and
- Risk management.
Expert Judgement - Tools and Techniques - Perform Integrated Change Control
276
In order to facilitate configuration and change management, manual or automated ? may be used.
tools
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
277
? control is focused on the specification of both the deliverables and the processes
Configuration
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
278
? control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
Change
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
279
Change Control Tools selection should be based on the needs of the project stakeholders including organizational and environmental considerations and/or constraints. Tools should support the following ? management activities:
- Identify configuration item
- Record and report configuration item status
- Perform configuration item verification and audit
CONFIGURATION
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
280
Tools should support the following configuration management activities:
Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
- Identify configuration item
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
281
Tools should support the following configuration management activities:
Information recording and reporting about each configuration item
Record and report configuration item status
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
282
Tools should support the following configuration management activities:
Configuration verification and configuration audits ensure that the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures that the functional requirements defined in the configuration documentation are met.
+Process/flow
Perform configuration item verification and audit
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
283
Change Control Tools should also support the following ? management activities as well:
- Identify changes.
- Document changes.
- Decide on changes.
- Track changes.
CHANGE
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
284
Tools should support the following change management activities:
Identifying and selecting a change item for processes or project documents
Identify changes.
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
285
Tools should support the following change management activities:
Documenting the change into a proper change request
Document changes.
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
286
Tools should support the following change management activities:
Reviewing the changes, approving, rejecting, deferring, or making any other decision about changes to the project documents, deliverables, or baselines.
Decide on changes.
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
287
Tools should support the following change management activities:
Verifying that the changes are registered, assessed, approved, and tracked and communicating final results to stakeholders.
Track changes.
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
288
Tools are also used to manage the change requests and the resulting decisions. Additional considerations should be made for ? to assist the change control board (CCB) members in their duties, as well as to distribute the decisions to the appropriate stakeholders.
communications
Change Control Tools - Tools and Techniques - Perform Integrated Change Control
289
- Alternatives analysis.
- Cost-benefit analysis.
Process/flow?
Data Analysis - Tools and Techniques - Perform Integrated Change Control
290
This technique is used to assess the requested changes and decide which are accepted, rejected, or need to be modified to be finally accepted.
Alternatives analysis.
Data Analysis - Tools and Techniques - Perform Integrated Change Control
291
This analysis helps to determine if the requested change is
| worth its associated cost.
Cost-benefit analysis.
Data Analysis - Tools and Techniques - Perform Integrated Change Control
292
- Voting.
- Autocratic decision making
- Multicriteria decision analysis.
Decision Making - Tools and Techniques - Perform Integrated Change Control
293
This can take the form of unanimity, majority, or plurality to decide on whether to accept, defer, or reject change requests.
Voting
Decision Making - Tools and Techniques - Perform Integrated Change Control
294
Using this techniques means one individual takes the responsibility for making the decision for the entire group.
Autocratic decision making
Decision Making - Tools and Techniques - Perform Integrated Change Control
295
This technique uses a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to a set of predefined criteria.
Multicriteria decision analysis.
Decision Making - Tools and Techniques - Perform Integrated Change Control
296
Change control ? are held with a change control board (CCB) that is responsible for meeting and reviewing the change requests and approving, rejecting, or deferring change requests. Most changes will have some sort of impact on time, cost, resources, or risks. Assessing the impact of the changes is an essential part of the (s). Alternatives to the requested changes may also be discussed and proposed. Finally, the decision is communicated to the request owner or group.
Meetings
| - Tools and Techniques - Perform Integrated Change Control
297
The CCB may also review ? management activities.
configuration
Meetings - Tools and Techniques - Perform Integrated Change Control
298
The roles and responsibilities of the Change Contol Board (CCB) are clearly defined and agreed upon by the appropriate stakeholders and are documented in the ? ? ?. CCB decisions are documented and communicated to the stakeholders for information and follow-up actions.
+Process/flow?
change management plan
Meetings - Tools and Techniques - Perform Integrated Change Control
299
Change requests are processed according to the change management plan by the project manager, CCB, or an assigned team member. As a result, changes may be approved, deferred, or rejected. ? ? ? will be implemented through the Direct and Manage Project Work process. Deferred or rejected change requests are communicated to the person or group requesting the change.
Process/flow?
Approve Change Requests
- Outputs - Perform Integrated Change Control
The disposition of ALL change requests are recorded in the change log as a project document update.
300
Any formally controlled component of the project management plan may be changed as a result of this process. (Changes to baselines are only made from the last baseline forward. Past performance is not changed. This protects the integrity of the baselines and the historical data of past performance).
+Process/flow?
Project Management Plan Updates - Outputs - Perform Integrated Change Control
301
Any formally controlled project document may be changed as a result of this process. A project document that is normally updated as a result of this process is the change log. The change log is used to document changes that occur during a project.
+Process/flow?
Project Documents Updates - Outputs - Perform Integrated Change Control
302
The process of finalizing all activities for the project, phase, or contract. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. This process is performed once or at predefined points in the project.
Close Project or Phase [C]
303
```
1 Project charter
2 Project management plan
• All components
3 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
4 Accepted deliverables
5 Business documents
• Business case
• Benefits management plan
6 Agreements
7 Procurement documentation
8 Organizational process assets
```
Inputs - Close Project or Phase
304
```
1 Expert judgment
2 Data analysis
• Document analysis
• Regression analysis
• Trend analysis
• Variance analysis
3 Meetings
```
Tools and Techniques - Close Project or Phase
305
```
1 Project documents updates
• Lessons learned register
2 Final product, service, or result transition
3 Final report
4 Organizational process assets
updates
```
Outputs - Close Project or Phase
306
When closing the project, the project manager reviews the ? ? ? to ensure that all project work is completed and that the project has met its objectives.
project management plan
Close Project or Phase
307
The activities necessary for the ? closure of the project or phase include but are not limited to:
- Satisfy completion or exit criteria for the phase or project;
- Completion of the contractual agreements applicable to the project or project phase
- Collect project or phase records,
- Audit project success or failure,
- Manage knowledge sharing and transfer,
- Identify lessons learned, and
- Archive project information for future use by the organization.
- Transfer the project’s products, services, or results to the next phase or to production and/or operations.
- Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending them to the appropriate organizational unit.
- Measuring stakeholder satisfaction.
administrative
Close Project or Phase
308
- Making certain that all documents and deliverables are up-to-date and that all issues are resolved;
- Confirming the delivery and formal acceptance of deliverables by the customer;
- Ensuring that all costs are charged to the project;
- Closing project accounts;
- Reassigning personnel;
- Dealing with excess project material;
- Reallocating project facilities, equipment, and other resources;
- Elaborating the final project reports as required by organizational policies.
Are actions and activities associated to which administrative objective? (+Process)
Satisfy completion or exit criteria for the phase or project
Close Project or Phase
309
- Confirming the formal acceptance of the seller’s work,
- Finalizing open claims,
- Updating records to reflect final results, and
- Archiving such information for future use.
Are activities associated to which administrative objective?
Completion of the contractual agreements applicable to the project or project phase
Close Project or Phase
310
The Close Project or Phase process also establishes the procedures to investigate and document the reasons for actions taken if a project is ? before completion. In order to successfully achieve this, the project manager needs to engage all the proper stakeholders in the process.
terminated
311
The ? ? documents the project success criteria, the approval requirements, and who will sign off on the project.
Project Charter
| - Inputs - Close Project or Phase
312
All components of the ? ? ? are an input to this process
Project Management Plan - Inputs - Close Project or Phase
313
- 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.
+Process/flow
Project Documents - Inputs - Close Project or Phase
314
This has a record of all the assumptions and constraints that guided the technical specifications, estimates, schedule, risks, etc.
+Process/flow
Assumption log.
Project Documents - Inputs - Close Project or Phase
315
This is used to evaluate how the estimation of durations, cost, resources, and cost control compared to the actual results.
+Process/flow
Basis of estimates.
Project Documents - Inputs - Close Project or Phase
316
This the status of all change requests throughout the project or phase.
+Process/flow
Change log
Project Documents - Inputs - Close Project or Phase
317
This is used to check that there is no open issue.
| +Process/flow
Issue log.
Project Documents - Inputs - Close Project or Phase
318
The lessons learned in the phase or project will be finalized before being entered into the lessons learned repository.
+Process/flow
Lessons learned register
Project Documents - Inputs - Close Project or Phase
319
This shows the final dates on which the project milestones have been accomplished.
+Process/flow
Milestone list
Project Documents - Inputs - Close Project or Phase
320
This include any and all communications that have been created throughout the project.
+Process/flow
Project communications
Project Documents - Inputs - Close Project or Phase
321
This documents the results of Control Quality activities and demonstrate compliance with the quality requirements.
+Process/flow
Quality control measurements
Project Documents - Inputs - Close Project or Phase
322
This includes all quality assurance issues managed or escalated by the team, recommendations for improvement, and the summary of findings from the Control Quality process.
+Process/flow
Quality reports
Project Documents - Inputs - Close Project or Phase
323
This is used to demonstrate compliance with the project scope.
+Process/flow
Requirements documentation
Project Documents - Inputs - Close Project or Phase
324
This provides information on risks that have occurred
| throughout the project.
Risk register.
Project Documents - Inputs - Close Project or Phase
325
This provides information on the risk status and is used to check that there are no open risks at the end of the project.
Risk report.
Project Documents - Inputs - Close Project or Phase
326
? ? may include approved product specifications, delivery receipts, and work performance documents. Partial or interim deliverables may also be included for phased or cancelled projects
Accepted Deliverables - Inputs - Close Project or Phase
327
- Business case.
- Benefits management plan.
+Process/flow
Business Documents - Inputs - Close Project or Phase
328
This documents the business need and the cost benefit analysis that justify the project.
The ? ? is used to determine if the expected outcomes from the economic feasibility study used to justify the project occurred.
+Process/flow
Business case.
Business Documents - Inputs - Close Project or Phase
329
This outlines the target benefits of the project. The ? ? ? is used to measure whether the benefits of the project were achieved as planned.
+Process/flow
Benefits management plan.
Business Documents - Inputs - Close Project or Phase
330
The requirements for formal procurement closure are usually defined in the terms and conditions of the contract and are included in the procurement management plan. A complex project may involve managing multiple contracts simultaneously or in sequence.
Agreements - Inputs - Close Project or Phase
Procurements fall under agreements - the formal agreement between buyer and seller
331
To close the contract, all ? ? is collected, indexed, and filed. Information on contract schedule, scope, quality, and cost performance along with all contract change documentation, payment records, and inspection results are cataloged. “As-built” plans/drawing or “as-developed” documents, manuals, troubleshooting, and other technical documentation should also be considered as part of the (S) when closing a project. +Process/flow
Procurement Documentation -
Inputs - Close Project or Phase
This information can be used for lessons learned information and as a basis for evaluating contractors for future contracts.
332
These can influence what process/flow?
- Project or phase closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations, product validations, acceptance criteria, contract closure, resource reassignment, team performance appraisals, and knowledge transfer).
- Configuration management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents.
Organisational Process Assets -
| Inputs - Close Project or Phase
333
- Management control,
- Audit,
- Legal and procurement, and
- Legislation and regulations.
Influence which Process/flow?
Expert Judgement - Tools and Techniques - Close Project or Phase
334
- Document analysis.
- Regression analysis.
- Trend analysis.
- Variance analysis.
+Process/flow
Data Analysis - Tools and Techniques - Close Project or Phase
335
Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement.
+Process/flow
Document analysis.
Data Analysis - Tools and Techniques - Close Project or Phase
336
This technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
+Process/flow
Regression analysis.
Data Analysis - Tools and Techniques - Close Project or Phase
337
This can be used to validate the models used in the organization and to implement adjustments for future projects.
+Process/flow
Trend analysis.
Data Analysis - Tools and Techniques - Close Project or Phase
338
This can be used to improve the metrics of the organization by comparing what was initially planned and the end result.
+Process/flow
Variance analysis.
Data Analysis - Tools and Techniques - Close Project or Phase
339
? are used to confirm that the deliverables have been accepted, to validate that the exit criteria have been met, to formalize the completion of the contracts, to evaluate the satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information from the project, and to celebrate success.
Meetings - Tools and Techniques - Close Project or Phase
These include but are not limited to close-out reporting meetings, customer wrap-up meetings, lessons learned meetings, and celebration meetings.
340
ALL ? ? may be updated and marked as final versions as a result of project closure. Of particular interest is the lessons learned register, which is finalized to include final information on phase or project closure. The final lessons learned register may include information on benefits management, accuracy of the business case, project and development life cycles, risk and issue management, stakeholder engagement, and other project management processes.
Process/flow?
Project Documents
Project Documents Updates - Outputs - Close Project or Phase
341
A product, service, or result, once delivered by the project, may be handed over to a different group or organization that will operate, maintain, and support it throughout its life cycle.
This output refers to this ? 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.
+process/flow
transition
Final Product, Service, or Result Transition - Outputs - Close Project or Phase
342
The final report provides a summary of the project performance and includes:
- Summary level ? of the project or phase.
+process/flow
description
Final Report - Outputs - Close Project or Phase
343
The final report provides a summary of the project performance and includes:
- ? objectives, the criteria used to evaluate the scope, and evidence that the completion criteria were met.
+process/flow
Scope
Final Report - Outputs - Close Project or Phase
344
The final report provides a summary of the project performance and includes:
- ? objectives, the criteria used to evaluate the project and product quality, the verification and actual milestone delivery dates, and reasons for variances.
+process/flow
Quality
Final Report - Outputs - Close Project or Phase
345
The final report provides a summary of the project performance and includes:
- ? objectives, including the acceptable cost range, actual costs, and reasons for any variances.
+process/flow
Cost
Final Report - Outputs - Close Project or Phase
346
The final report provides a summary of the project performance and includes:
- Summary of the ? information for the final product, service, or result.
+process/flow
validation
Final Report - Outputs - Close Project or Phase
347
The final report provides a summary of the project performance and includes:
- ? objectives including whether results achieved the benefits that the project was undertaken to address. If the benefits are not met at the close of the project, indicate the degree to which they were achieved and estimate for future benefits realization.
+process/flow
Schedule
Final Report - Outputs - Close Project or Phase
348
The final report provides a summary of the project performance and includes:
- Summary of how the final product, service, or result achieved the ? ? identified in the business plan.
If the (S) are not met at the close of the project, indicate the degree to which they were achieved and estimate for when they will be met in the future.
+process/flow
business needs
Final Report - Outputs - Close Project or Phase
349
The final report provides a summary of the project performance and includes:
- Summary of any ? or ? encountered on the project and how they were addressed.
+process/flow
risks or issues
Final Report - Outputs - Close Project or Phase
350
- Summary level description of the project or phase.
- Scope objectives,
- Quality objectives,
- Cost objectives,
- Schedule objectives, and
- Summaries of:
> validation information for the final product, service, or result
> how the final product, service, or result achieved the business needs identified in the business plan
> any risks or issues encountered on the project and how they were addressed
Are found in what? +process/flow
Final Report -
| Outputs - Close Project or Phase
351
- Project documents
- Operational and support documents
- Project or phase closure documents
- Lessons learned repository.
Process/flow?
Organisational Process Assets Updates - Outputs - Close Project or Phase
352
Documentation resulting from the project’s activities; for example, project management plan; scope, cost, schedule, and project calendars; and change management documentation
Are what that are updated +Process/flow?
Project documents
Organisational Process Assets Updates - Outputs - Close Project or Phase
353
Documents required for an organization to maintain, operate, and support the product or service delivered by the project. These may be new documents or updates to existing documents.
+Process/flow?
Operational and support documents
Organisational Process Assets Updates - Outputs - Close Project or Phase
354
These consist of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure, the project manager reviews prior phase documentation, customer acceptance documentation from the Validate Scope process, and the agreement (if applicable) to ensure that all project requirements are completed prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others.
+Process/flow?
Project or phase closure documents
Organisational Process Assets Updates - Outputs - Close Project or Phase
355
Lessons learned and knowledge gained throughout the project are transferred to the ? ? ? for use by future projects.
+Process/flow?
Lessons learned repository.
Organisational Process Assets Updates - Outputs - Close Project or Phase
356
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how the scope will be defined, developed, monitored, controlled, and validated
Subsidiary Management Plans:
Scope management plan
Project Management Plan - Outputs - Develop Project Management Plan
357
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how the requirements will be analyzed, documented, and managed.
Subsidiary Management Plans:
Requirements management plan
Project Management Plan - Outputs - Develop Project Management Plan
358
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
Subsidiary Management Plans:
Schedule management plan
Project Management Plan - Outputs - Develop Project Management Plan
359
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how the costs will be planned, structured, and controlled.
Subsidiary Management Plans:
Cost management plan
Project Management Plan - Outputs - Develop Project Management Plan
360
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how an organization´s quality policies, methodologies, and standards will be implemented in the project.
Subsidiary Management Plans:
Quality management plan
Project Management Plan - Outputs - Develop Project Management Plan
361
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Provides guidance on how project resources should be categorized, allocated, managed, and released.
Subsidiary Management Plans:
Resource management plan
Project Management Plan - Outputs - Develop Project Management Plan
362
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how, when, and by whom information about the project will be administered and disseminated.
Subsidiary Management Plans:
Communications management plan
Project Management Plan - Outputs - Develop Project Management Plan
363
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how the risk management activities will be structured and performed.
Subsidiary Management Plans:
Risk management plan
Project Management Plan - Outputs - Develop Project Management Plan
364
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how the project team will acquire goods and services from outside of the performing organization.
Subsidiary Management Plans:
Procurement management plan
Project Management Plan - Outputs - Develop Project Management Plan
365
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
Establishes how stakeholders will be engaged in project decisions and execution, according to their needs, interests, and impact.
Subsidiary Management Plans:
Stakeholder engagement plan
Project Management Plan - Outputs - Develop Project Management Plan
366
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison
Baselines:
Scope baseline
Project Management Plan - Outputs - Develop Project Management Plan
367
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
The approved version of the schedule model that is used as a basis for comparison to the actual results.
Baselines:
Schedule baseline
Project Management Plan - Outputs - Develop Project Management Plan
368
Project management plan components include but are not limited to:
- Subsidiary Management Plans;
- Baselines; and
- Additional Components.
Under which of these 3 is this? What is it? +Process/flow?
The approved version of the time-phased project budget that is
used as a basis for comparison to the actual results.
Baselines:
Cost baseline.
Project Management Plan - Outputs - Develop Project Management Plan
