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Flashcards in Integration Management Deck (21):
1

Develop Project Charter

1.1.1 (Initiating Process Group, Integration Management)
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.

Inputs: Business Documents (including business case), Agreements, EEF, OPA
Tools & Techniques: Expert Judgement, Data gathering (including brainstorming, focus groups, interviews), Interpersonal and team skills (including conflict management, facilitation, meeting management), Meetings
Outputs: Project Charter, Assumption log (records all assumptions and constraints of the project)

2

Develop Project Management Plan

2.1.2 (Planning Process Group, Integration Management)
Process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
Project's integrated baselines and subsidiary plans may be included within the project management plan.

Inputs: Project Charter, Outputs from other processes, EEF, OPA
Tools & Techniques: Expert Judgement, Data gathering, Interpersonal and team skills, Meetings
Outputs: Project Management Plan

3

Direct and Manage Project Work

3.1.3 (Executing Process Group, Integration Management)
Process of leading and performing the work defined in the project management plan and implementing approved changes to achieve project objectives

Inputs: Project Management Plan, Project documents (including change log, Lessons learned register, risk register, project schedule, project communications, etc.), Approved change requests, EEF, OPA
Tools & Techniques: Expert Judgement, Project management information system, Meetings
Outputs: Deliverables, Work performance data, Issue log, Change requests, Project management plan updates, Project documents updates, OPA updates

4

Manage Project Knowledge

3.1.4 (Executing Process Group, Integration Management)
Process of documenting and using knowledge learned from the project to achieve the project objectives and the whole organization to learn from the experiences.

Inputs: Project Management Plan, Project documents, Deliverables, EEF, OPA
Tools & Techniques: Expert Judgement, Knowledge Management, Information Management, Interpersonal and team skills
Outputs: Lessons learned register, Project management plan updates, OPA updates

5

Monitor and Control Project Work

4.1.5 (Monitoring & Controlling Process Group, Integration Management)
Process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

Inputs: Project Management Plan, Project documents, Work performance information, Agreements, EEF, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Decision Making, Meetings
Outputs: Work performance reports, Change requests, Project management plan updates, Project documents updates

6

Perform Integrated Change Control

4.1.6 (Monitoring & Controlling Process Group, Integration Management)
Process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process, assets, project documents, and project management plan; and communicating their disposition.

Inputs: Project Management Plan, Project documents, Work performance reports, Change requests, EEF, OPA
Tools & Techniques: Expert Judgement, Change control tools, Data Analysis, Decision Making, Meetings
Outputs: Approved change requests, Project management plan updates, Project documents updates

7

Close Project or Phase

5.1.7 (Closing Process Group, Integration Management)
Process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.

Inputs: Project charter, Project Management Plan, Project documents, Accepted deliverables, Business documents, Agreements, Procurement documents, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Meetings
Outputs: Project documents updates, Final product, service or results transition, Final report, OPA updates

8

Project Charter

Output of 1.1.1 (Dev. Project Charter)
Input of 2.1.2 (Dev. Project Management Plan)

Formally authorizes the existence of the project and provides the authority to the Project Manager

- Project description
- Project Requirements
- Assigned Project Manager & Authority Level (can be written before PM is involved or identified)
- Summary Milestone Schedule
- Business Case

9

Lessons Learned

One of the most important organizational process assets.
Documentation of valuable historical information about your project, including both positive and negative things.

10

Work Authorization System

Enterprise Environmental Factor that determines how your company assigns work to people and ensures that tasks are done properly and in the right order.

11

Facilitation Techniques

Ways to get all of your stakeholders on the same page about your project goals and your approach to meeting them

12

Business Case

Input to 1.1.1 (Dev. Project Charter)
Tells everyone why the company should do the project

13

Project Management Plan

Defines how the project is executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.

14

Subsidiary Plan

The discrete components from each knowledge area that makes up the project management plan

15

Deliverables

Output of 3.1.3 (Direct & Manage Project Work)

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

16

Project Management Information System

Output of 3.1.3 (Direct & Manage Project Work)
Part of the EEFs

An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems.

17

Corrective Action

Activity that realigns the performance of the project work with the project management plan

18

Preventative Action

Activity that ensures the future performance of the project work is aligned with the project management plan

19

Defect Repair

Activity to modify a nonconforming product or product component

20

Change Control System

Set of procedures that lets you make changes to the Project Management Plan or deliverables in an organized way

21

Change Control Board

Any group of individuals within a project team or project group who are responsible for making the ultimate decision as to when and if any particular changes are to be made in regards to work products or schedule events.