Integration Flashcards
Definition Integration MGMT
Identify, define, combine, unify, and coordinate the various processes and PM activities within the PM Process Groups.
Project Integration Management includes
Resource allocation, demands, alternative approaches, meet the project objectives, and interdependencies among the Project Management Knowledge Areas.
The 7 Project Integration Management processes are:
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase
Process of developing a document that formally authorizes the existence of a project and provides the project manager authority.
Project Charter
Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
Develop PMP
Process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
Direct and Manage Project Work
Process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
Manage Project Knoledge
Process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.
Monitor and Control Project Work
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.
Perform Integrate Change Control
The process of finalizing all activities for the project, phase, or contract.
Close Project Phase
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 aligned;
Providing a project management
Use of the appropriate knowledge
Managing the performance and changes
Making integrated decisions regarding key changes
Measuring and monitoring the project’s progress
Collecting data, analyzing the data
Communicating to stakeholders;
Completing all the work
Closing each phase, contract, and the project as a whole;
Managing phase transitions
Integrated PM TAILORING CONSIDERATIONS
Project life cycle. Development life cycle. Is a predictive or adaptive approach appropriate? Management approaches. Knowledge management. Change. Governance. Lessons learned. Benefits.
DEVELOP PROJECT CHARTER: INPUTS
Business documents
Agreements
EEF
OPA
DEVELOP PROJECT CHARTER: Tools & Tech
Expert Judgment
Data Gathering
Interpersonal and Team skills
Meetings
DEVELOP PROJECT CHARTER: Outputs
Project Charter
Assumption Log
Business Case
Justify the required investment
Used for decision making
Cost-benefit analysis
Agreements
Agreements are used to define initial intentions for a project. Agreements 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. Typically, a contract is used when a project is being performed for an external customer.
Agreements
Agreements are used to define initial intentions for a project. Agreements 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. Typically, a contract is used when a project is being performed for an external customer.
Project Charter EEF
Government or industry standards
Legal and regulatory
Marketplace conditions,
Organizational culture and political climate,
Organizational governance framework
Stakeholders’ expectations and risk thresholds.
Project Charter OPA
Organizational standard policies, processes, and procedures;
Portfolio, program, and project governance framework
Monitoring and reporting methods
Templates
Historical information and lessons learned repository
PROJECT CHARTER: TOOLS AND TECHNIQUES
Expert Judgment
Organizational strategy, Benefits management, Technical knowledge of the industry and focus area of the project, Duration and budget estimation, and Risk identification.
PROJECT CHARTER: TOOLS AND TECHNIQUES
Data Gathering
Brainstorming
Focus Group
Interviews
PROJECT CHARTER: TOOLS AND TECHNIQUES
Interpersonal and Team Skills
Conflict management
Facilitation
Meeting Management
PROJECT CHARTER: Outputs
Agreements
Assumptions and constraints
Identified in the business case before the project
Defining technical specifications, estimates, the schedule, risks, etc.
The assumption log is used to record all assumptions and constraints throughout the project life cycle.
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS
Project Charters
Outputs from other process
EEF
OPA
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS
EEF
Government or industry standards
Legal and regulatory requirements and/or constraints;
Project management body of knowledge for vertical market and/or focus area
Organizational structure, culture, management practices, and sustainability; Organizational governance framework
and Infrastructure
DEVELOP PROJECT MANAGEMENT PLAN: INPUTS
OPA
Organizational standard policies, processes, and procedures
Project management plan template
Change control procedures
Monitoring and reporting methods, risk control procedures, and communication
Project information from previous similar projects
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
Expert Judgment
Tailoring the project management Developing additional components Determining the tools and techniques Developing technical and management Determining resources and skill levels Defining the level of configuration management Determining change control process; Ensure the project resources are allocated at the appropriate time.
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
Data Gathering
Brainstorming
Checklist
Focus Group
Interviews
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
Interpersonal Team Skills
Conflict management
Facilitation
Meeting Management
DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
Meetings
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 Planning Process Group, because the team is involved in planning.
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.
Multiphase projects will typically include a kick-off meeting at the beginning of each phase.
DEVELOP PROJECT MANAGEMENT PLAN: OUTPUTS
PMP
Cuales?
Scope Requierments Schedules Cost Quality Resource Communication Risk Procurement Stakeholder
DIRECT AND MANAGE PROJECT WORK
Inputs
PMP Project Documents Approved change Request EEF OPA
DIRECT AND MANAGE PROJECT WORK
7 Project documents
Change log Lessons learned Milestone list Project Communications Project schedule Requierment tracebility Matrix Risk Register Risk Report
DIRECT AND MANAGE PROJECT WORK
Change Log
contains the status of all change requests.
DIRECT AND MANAGE PROJECT WORK
Lessons learned register
Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so the team’s actions are aligned.
DIRECT AND MANAGE PROJECT WORK
Milestone list
list shows the scheduled dates for specific milestones.
