PMBOK Chapter 4 Flashcards
1
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
2
Q
Project Integration Management includes making choices about:
A
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.
3
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 is?
A
Develop Project Charter
4
Q
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan is?
A
Develop Project Management Plan
5
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 is?
A
Direct and Manage Project Work
6
Q
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning is?
A
Manage Project Knowledge
7
Q
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan is?
A
Monitor and Control Project Work
8
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 is?
A
Perform Integrated Change Control
9
Q
The process of finalizing all activities for the project, phase, or contract is?
A
Close Project or Phase
10
Q
Develop Project Charter Inputs
A
Business documents Agreements Enterprise environmental factors Organizational process assets
11
Q
Develop Project Charter Tools and Techniques
A
Expert judgment Data gathering Interpersonal and team skills Meetings
12
Q
Develop Project Charter Outputs
A
Project charter Assumption log
13
Q
Develop Project Management Plan Inputs
A
Project charter Outputs from other processes Enterprise environmental factors Organizational process
14
Q
Develop Project Management Plan Tools and Techniques
A
Expert judgment Data gathering Interpersonal and team skills Meetings
15
Q
Develop Project Management Plan Outputs
A
Project management plan
16
Q
Direct and Manage Project Work Inputs
A
Project management plan Project documents Approved change requests Enterprise environmental factors Organizational process assets
17
Q
Direct and Manage Project Work tools and techniques
A
Expert judgment Project management information system Meetings
18
Q
Direct and Manage Project Work Outputs
A
Deliverables Work performance data Issue log Change requests Project management plan updates Project documents updates Organizational process assets update
19
Q
Manage Project Knowledge Inputs
A
Project management plan Project documents Deliverables Enterprise environmental factors Organizational process
20
Q
Manage Project Knowledge tools and techniques
A
Expert judgment Knowledge management Information management Interpersonal and team skills
21
Q
Manage Project Knowledge Outputs
A
Lessons learned register Project management plan updates Organizational process asset updates
22
Q
Monitor and Control Project Work Inputs
A
Project management plan Project documents Work performance information Agreements Enterprise environmental factors Organizational process assets
23
Q
Monitor and Control Project Work tools and techniques
A
Expert judgment Data analysis Decision making Meetings
24
Q
Monitor and Control Project Work Outputs
A
Work performance reports Change requests Project management plan updates Project documents updates
25
Perform Integrated Change Control Inputs
Project management plan Project documents Work performance reports Change requests Enterprise environmental factors Organizational process assets
26
Perform Integrated Change Control tools and techniques
Expert judgment Change control tools Data analysis Decision making Meetings
27
Perform Integrated Change Control Outputs
Approved change requests Project management plan updates Project documents updates
28
Close Project or Phase Input
Project charter Project management plan Project documents Accepted deliverables Business documents Agreements Procurement documentation Organizational process assets
29
Close Project or Phase tools and techniques
Expert judgment Data analysis Meetings
30
Close Project or Phase output
Project documents updates Final product, service, or result transition Final report Organizational process asset updates
31
“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 plan to achieve the project objectives; Ensuring the creation and the use of the appropriate knowledge to and from the project as necessary; Managing the performance and changes of the activities in the project management plan; Making integrated decisions regarding key changes impacting the project; Measuring and monitoring the project's progress and taking appropriate action to meet project objectives; Collecting data on the results achieved, analyzing the data to obtain information, and communicating this information to relevant stakeholders; Completing all the work of the project and formally closing each phase, contract, and the project as a whole; and Managing phase transitions when necessary.
32
The Project Integration Management Knowledge Area requires combining the results from all the other Knowledge Areas. Evolving trends in integration processes include but are not limited to:
Use of automated tools. Use of visual management tools. Project knowledge management. Expanding the project manager's responsibilities. Hybrid methodologies.
33
The volume of data and information that project managers need to integrate makes it necessary to use a project management information system (PMIS) and automated tools to collect, analyze, and use the information to meet project objectives and realize project benefits is called?
Use of automated tools.
34
Some project teams use visual management tools, rather than written plans and other documents, to capture and oversee critical project elements. 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 this is called?
Use of visual management tools.
35
The increasingly mobile and transitory workforce 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 this is called?
Project knowledge management.
36
Project managers are being called on to initiate and finalize the project, such as project business case development and benefits management. 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. Project managers are also engaging in more comprehensive identification and engagement of stakeholders. This includes managing the interfaces with various functional and operational departments and senior management personnel this is called?
Expanding the project manager's responsibilities.
37
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 this is called?
Hybrid methodologies.
38
Because each project is \_\_\_\_\_\_\_\_\_, the project manager may need to tailor the way that Project Integration Management processes are applied.
unique
39
Considerations for tailoring include but are not limited to:
Project life cycle. Development life cycle. Management approaches. Knowledge management. Change. Governance. Lessons learned. Benefits.
40
\_\_\_\_\_\_\_\_\_\_\_\_\_\_ is 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.
Develop Project Charter
41
The project charter establishes a __________ between the performing and requesting organizations.
partnership
42
A ___________ 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.
project manager
43
The project charter can be developed by the _______ or the ________ in collaboration with the initiating entity.
sponsor, project manager
44
The project charter provides the project manager with the authority to \_\_\_\_\_, \_\_\_\_\_\_, and ______ the project.
plan, execute, control
45
\_\_\_\_\_\_\_\_ are initiated by an entity external to the project such as a sponsor, program, or project management office (PMO), or a portfolio governing body chairperson or authorized representative.
Projects
46
Projects are initiated due to internal business needs or \_\_\_\_\_\_\_\_\_\_\_\_. 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.
external influences
47
The business case is created as a result of one or more of the following:
Market demand Organizational need Customer request Technological advance Legal requirement Ecological impacts Social need
48
The project manager does not update or modify the __________ since they are not project documents; however, the project manager may make recommendations.
business documents
49
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, \_\_\_\_\_\_\_\_, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.
verbal agreements
50
The enterprise environmental factors that can influence the Develop Project Charter process include but are not limited to:
Government or industry standards Legal and regulatory requirements and/or constraints, Marketplace conditions, Organizational culture and political climate, Organizational governance framework Stakeholders’ expectations and risk thresholds.
51
The organizational process assets 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 (governance functions and processes to provide guidance and decision making); Monitoring and reporting methods; Templates (e.g., project charter template); and Historical information and lessons learned repository (e.g., project records and documents, information about the results of previous project selection decisions, and information about previous project performance).
52
\_\_\_\_\_\_\_\_\_\_\_ is defined as judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed.
Expert judgment
53
Data-gathering techniques that can be used for this process include but are not limited to:
Brainstorming. Focus groups. Interviews.
54
A __________ 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.
Brainstorming
55
Brainstorming is comprised of two parts:
idea generation and analysis.
56
\_\_\_\_\_\_\_\_\_\_ bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview.
Focus groups
57
\_\_\_\_\_\_\_\_\_\_ 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
58
Interpersonal and team skills are
Conflict management. Facilitation. Meeting management.
59
\_\_\_\_\_\_\_\_ 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.
Conflict management
60
\_\_\_\_\_\_\_\_\_\_ is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator 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
61
\_\_\_\_\_\_\_\_\_\_ 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.
Meeting management
62
High-level information on the project and on the product, service, or result the project is intended to satisfy, such as:
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 (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project); Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the project or phase); Assigned project manager, responsibility, and authority level; and Name and authority of the sponsor or other person(s) authorizing the project charter.
63
\_\_\_\_\_\_\_\_\_\_\_ and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter.
High-level strategic
64
\_\_\_\_\_\_\_\_\_\_ activity and task assumptions are generated throughout the project such as defining technical specifications, estimates, the schedule, risks, etc.
Lower-level
65
The ___________ is used to record all assumptions and constraints throughout the project life cycle.
assumption log
66
Before the baselines are defined, the _________ may be updated as many times as necessary. No formal process is required at that time. But, once it is baselined, it may only be changed through the Perform Integrated Change Control process. Consequently, change requests will be generated and decided upon whenever a change is requested.
project management plan
67
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
68
The enterprise environmental factors that can influence the Develop Project Management Plan process include but are not limited to:
Government or industry standards Legal and regulatory requirements and/or constraints; Project management body of knowledge for vertical market; Organizational structure, culture, management practices, and sustainability; Organizational governance framework; Infrastructure
69
The organizational process assets that can influence the Develop Project Management Plan process include but are not limited to:
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, and 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.
70
Project management plan components include but are not limited to:
Subsidiary management plans: 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.
71
What are the types of Baselines?
Scope baseline. Schedule baseline. Cost baseline.
72
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison.
Scope baseline
73
The approved version of the schedule model that is used as a basis for comparison to the actual results.
Schedule baseline
74
The approved version of the time-phased project budget is used as a basis for comparison to the actual results.
Cost baseline
75
Most components of the project management plan are produced as _________ from other processes, though some are produced during this process.
outputs
76
Describes how the change requests throughout the project will be formally authorized and incorporated.
Change management plan.
77
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.
Configuration management plan
78
An integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance.
Performance measurement baseline.
79
Describes the series of phases that a project passes through from its initiation to its closure.
Project life cycle.
80
Describes the product, service, or result development approach, such as predictive, iterative, agile, or a hybrid model.
Development approach.
81
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.
Management reviews.
82
The processes within the Project Integration Management knowledge area are:
1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Manage Project Knowledge
5. Monitor and Control Project Work
6. Perform Integrated Change Control
7. Close Project or Phase
83
The \_\_\_\_\_\_\_\_\_, 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 manager, project management team
84
Direct and Manage Project Work also requires review of the impact of all project _________ and the implementation of approved changes: corrective action, preventive action, and/or defect.
changes
85
The work performance data will also be used as an input to the Monitoring and Controlling Process Group, and can be used as feedback into _______ to improve the performance of future work packages.
lessons learned
86
Project documents that can be considered as inputs for direct and manage work process include but are not limited to:
Change log.
Lessons learned register.
Milestone list.
Project communications.
Project schedule.
Requirements traceability matrix.
Risk register.
Risk report.
87
The _________ contains the status of all change requests.
change log
88
\_\_\_\_\_\_\_\_\_\_\_ are 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.
Lessons learned
89
The ________ shows the scheduled dates for specific milestones.
milestone list
90
\_\_\_\_\_\_\_\_\_\_\_ include performance reports, deliverable status, and other information generated by the project.
Project communications
91
The _______ includes at least the list of work activities, their durations, resources, and planned start and finish dates.
schedule
92
The _________ links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.
requirements traceability matrix
93
The _________ provides information on threats and opportunities that may impact project execution.
risk register
94
The ________ provides information on sources of overall project risk along with summary information on identified individual project risks.
risk report
95
Approved ___________ are an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable.
change requests
96
The approved change request may be a \_\_\_\_\_\_\_\_, a \_\_\_\_\_\_\_\_\_\_, or a \_\_\_\_\_\_\_\_\_.
corrective action, preventive action, defect repair.
97
Approved change requests are scheduled and implemented by the _______ and can impact any area of the project or project management plan.
Project team
98
The approved change requests can also modify the formally controlled _________ components or\_\_\_\_\_\_\_\_.
project management plan, project documents.
99
The enterprise environmental factors that can influence the Direct and Manage Project Work process include but are not limited to:
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).
100
The organizational process assets that can influence the Direct and Manage Project Work process include but are not limited to:
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, schedule, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, risk reports, and lessons learned repository).
101
102
EXPERT JUDGMENT
Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics:
Technical knowledge on the industry and focus area of the project,
Cost and budget management,
Legal and procurement,
Legislation and regulations, and
Organizational governance.
103
The ______ 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.
PMIS (Project Management Information System)
104
\_\_\_\_\_\_\_\_\_ are used to discuss and address pertinent topics of the project when directing and managing project work.
Meetings
105
\_\_\_\_\_\_\_\_ attendees may include the project manager, the project team, and appropriate stakeholders involved or affected by the topics addressed.
Meeting
106
Types of meetings include but are not limited to:
kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problem solving, progress update, and retrospective meetings.
107
A _________ is 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. _________ are typically the outcomes of the project and can include components of the project management plan.
deliverable
Deliverables
108
\_\_\_\_\_\_are the raw observations and measurements identified during activities being performed to carry out the project work.
Work performance data
109
\_\_\_\_\_\_\_\_\_ 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
110
Data are often viewed as the ________ of detail from which information is derived by other processes.
lowest level
111
\_\_\_\_\_\_\_\_ is gathered through work execution and passed to the controlling processes for further analysis.
Data
112
Examples of work performance data include:
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.
113
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. Which project document is used to record and track this information?
Issue Log
114
The issue log is a project document where all the issues are recorded and tracked. 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.
115
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 _______ time as an output of this process, although issues may happen at any time during the project.
first
116
The issue log is updated as a result of the monitoring and control activities throughout the \_\_\_\_\_\_\_\_\_\_\_\_\_.
project's life cycle.
117
A ________ is a formal proposal to modify any document, deliverable, or baseline.
change request
118
Any project ______ may request a change.
stakeholder
119
Change requests can be initiated from inside or outside the project and they can be _________ or \_\_\_\_\_\_\_\_\_\_\_\_\_.
optional, legally/contractually mandated
120
Change requests may include:
Corrective action. An intentional activity that realigns the performance of the project work with the project management plan.
Preventive action. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Defect repair. An intentional activity to modify a nonconforming product or product component.
Updates. Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.
121
Any ___________ to the project management plan goes through the organization's change control process via a change request.
change
122
Project documents that may be updated as a result of a change request include but are not limited to:
* *Activity list.** The activity list may be updated with additional or modified activities to be performed to complete project work.
* *Assumption log.** New assumptions and constraints may be added, and the status of existing assumptions and constraints may be updated or closed out.
* *Lessons learned register.** Any lessons learned that will improve performance for current or future projects is recorded as it is learned.
* *Requirements documentation.** New requirements may be identified during this process. Progress on meeting requirements can also be updated.
**Stakeholder register.** Where additional information on existing or new stakeholders is gathered as a result of this process, it is recorded in the stakeholder register.”
123
\_\_\_\_\_\_\_\_\_\_\_\_\_ is the process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.
Manage Project Knowledge
124
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”
125
Knowledge management is concerned with managing both tacit and explicit knowledge for two purposes:
reusing existing knowledge and creating new knowledge.
126
Project documents that can be considered as inputs for manage project knowledge include but are not limited to:
* *Lessons learned register.** The lessons learned register provides information on effective practices in knowledge management.
* *Project team assignments.** Project team assignments provide information on the type of competencies and experience available in the project and the knowledge that may be missing.
* *Resource breakdown structure.** The resource breakdown structure 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.
* *Stakeholder register.** The stakeholder register contains details about the identified stakeholders to help understand the knowledge they may have
127
The enterprise environmental factors that can influence the Manage Project Knowledge process include but are not limited to:
* *Organizational, stakeholder, and customer culture.** 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.
* *Geographic distribution of facilities and resources.** The location of team members helps determine methods for gaining and sharing knowledge.
* *Organizational knowledge experts.** Some organizations have a team or individual that specializes in knowledge management.
* *Legal and regulatory requirements and/or constraints.** These include confidentiality of project information.
128
The organizational process assets that can influence the Manage Project Knowledge process include but are not limited to:
* *Organizational standard policies, processes, and procedures.** 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.
* *Personnel administration.** These include, for example, employee development and training records, and competency frameworks that refer to knowledge-sharing behaviors.
* *Organizational communication requirements.** 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.
* *Formal knowledge-sharing and information-sharing procedures.** 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.
129
The interpersonal and team skills used include but are not limited to:
* *Active listening.** Active listening helps reduce misunderstandings and improves communication and knowledge sharing.
* *Facilitation.** Facilitation helps effectively guide a group to a successful decision, solution, or conclusion.
* *Leadership.** Leadership is used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives.
* *Networking.** Networking allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge.
* *Political awareness.** Political awareness helps the project manager to plan communications based on the project environment as well as the organization's political environment.
130
\_\_\_\_\_\_\_\_\_ includes collecting, measuring, and assessing measurements and trends to effect process improvements.
Monitoring
131
\_\_\_\_\_\_\_\_ 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
132
Monitoring and controlling project work involves looking at all aspects of the \_\_\_\_\_\_. Any component of the project management plan may be an input for this process.
project.
133
Project documents that can be considered as inputs for the project management plan include but are not limited to:
* *Assumption log.** The assumption log contains information about assumptions and constraints identified as affecting the project.
* *Basis of estimates**. Basis of estimates indicates how the various estimates were derived and can be used to make a decision on how to respond to variances.
* *Cost forecasts.** Based on the project's past performance, the cost forecasts are used to determine if the project is within defined tolerance ranges for budget and to identify any necessary change requests.
* *Issue log.** The issue log is used to document and monitor who is responsible for resolving specific issues by a target date.
* *Lessons learned register.** The lessons learned register may have information on effective responses for variances, and corrective and preventive actions.
* *Milestone list.** The milestone list shows the scheduled dates for specific milestones and is used to check if the planned milestones have been met.
* *Quality reports.** The quality report 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.
* *Risk register.** The risk register provides information on threats and opportunities that have occurred during project execution.
* *Risk report.** The risk report provides information on the overall project risks as well as information on specified individual risks.
* *Schedule forecasts.** Based on the project's past performance, the schedule forecasts are used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests.
134
To become ____________ information, 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
135
Data analysis techniques that can be used include but are not limited to:
**Alternatives analysis.** Alternatives analysis is used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs.
**Cost-benefit analysis.** Cost-benefit analysis helps to determine the best corrective action in terms of cost in case of project deviations.
**Earned value analysis.** Earned value provides an integrated perspective on scope, schedule, and cost performance.
**Root cause analysis.** Root cause analysis 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.
**Trend analysis.** Trend analysis 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 trend analysis can be used to recommend preventive actions if necessary.
**Variance analysis.** Variance analysis 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.
Variance analysis may be conducted in each Knowledge Area based on its particular variables. In Monitor and Control Project Work, the variance analysis 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.
136
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ is 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.
Perform Integrated Change Control
137
The Perform Integrated Change Control process is conducted from project _______ through completion and is the ultimate responsibility of the project manager.
start
138
Whenever a ___________ may impact any of the project baselines, a formal integrated change control process is always required.
change request
139
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)
140
Data analysis techniques that can be used for this process include but are not limited to:
* *Alternatives analysis.** This technique is used to assess the requested changes and decide which are accepted, rejected, or need to be modified to be finally accepted.
* *Cost-benefit analysis.** This analysis helps to determine if the requested change is worth its associated cost
141
