PMP.Integration

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Author:
jabin247
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135082
Filename:
PMP.Integration
Updated:
2013-04-11 07:18:09
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Ferrer PMP
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Integration
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  1. Administrative Closure
    The process of accumulating, finishing, and interpreting information to achieve completion of a phase or project
  2. Approved Change Request (Output/Input)
    [PMBOK] A change request that has been processed through the Integrated Change Control (ICC) process and approved
  3. Assumptions
    [PMBOK] Factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration
  4. Assumption Analysis (Technique)
    A technique to determine if the project assumptions are accurate, consistent, and complete and, if not, the resultant risks to the project
  5. Change Control
    [PMBOK] Identifying, documenting, approving or rejecting, and controlling changes to the project baselines
  6. Change Control Board (CCB)
    [PMBOK] A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to a project, with all decisions and recommendations being recorded
  7. Change Control System [Tool]
    [PMBOK] A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas, the change control system is a subset of the configuration management system.
  8. Close Project or Phase [Process]
    [PMBOK] The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase
  9. Configuration Management
    A process which verifies that the products of the project are complete and accurate (ie 'Version Control')
  10. Configuration Management System
    A subsystem of the project management system that is used to ensure that the project creates what is intended from the details of the project management plan (pmp)
  11. Corrective Actions
    [PMBOK] Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan
  12. Develop Project Charter [Process]
    [PMBOK] The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations
  13. Develop Project Management Plan [Process]
    [PMBOK] The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
  14. Direct and Manage Project Execution [Process]
    [PMBOK] The process of performing the work defined in the project management plan to achieve the project's objectives
  15. Formal Acceptance
    Attaining signature for a piece of the project or the complete project, where the signature represents completion or closure of the project or that piece of the project
  16. Initiation Processes [Process Group]
    [PMBOK] Those processes performed to define a new project or a new phase of an existing project by obtaining authorization(from the sponsor) to start the project or phase
  17. Lessons Learned [Output/Input]
    [PMBOK] The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record, to be included in the lesons learned knowledge base.
  18. Lessons Learned Knowledge Base
    [PMBOK] A store of historical information and lessons learned about both the outcomes of previous project selection decision and previous project performance
  19. Log
    [PMBOK] A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.
  20. Monitor and Control Project Work [Process]
    [PMBOK] The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan
  21. Payback Period
    The amount of time needed to recover the investment in the project
  22. Perform Integrated Change Control (ICC) [Process]
    [PMBOK] The process of reviewing all change requests, approving changes, and managing changes to the deliverable, organizational process assets, project documents, and project management plan.
  23. Project Archives
    A set of records that correctly describe and document the history of the project
  24. Project Integration Management [KA]
    [PMBOK] Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
  25. Project Management Information System (PMIS) [Tool]
    An information system consisting of tools and techniques to gather and disseminate the outputs of pm process. It can include both manual and automated systems.
  26. Project Management Plan (Output/Input)
    [PMBOK] A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents
  27. Project or Program Charter (Output/Input)
    [PMBOK] A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities
  28. Requested Change [Output/Input]
    [PMBOK] A formally documented change request that is submitted for approval to the integrated change contrl (ICC) process
  29. Return on Investment (ROI)
    The amount of income from an investment: income divided by the investment
  30. Stakeholder Analysis
    [PMBOK] Identification of all potential project stakeholders: their roles, department, interests, knowledge levels, expectations, influence levels: potential impact or support each stakeholder could generate, and classify them to define an approach strategy
  31. Statement of Work (SOW)
    [PMBOK] A narrative description of products, services, or results to be supplied
  32. Strategic Planning
    Long-term planning by a company (usually three to five years in the future)
  33. System
    An integrated set of pieces used to achieve a specific project goals: could be an actual process or management process, or some mix of both approaches
  34. Contact File
    Created in procurement process: contains contract, approved changes, and formal acceptance.
  35. Technical Performance Measurement (Technique)
    A measurement approach that compares what was technically created in the project compared to what the project management plan shows should have been created
  36. Tool
    Something tangible, such as a template or software program, used in performing an activity to produce a product or result
  37. Trend Analysis (Technique)
    [PMBOK] An approach that attempts to forecast future results based on historical information
  38. Baseline
    Approved plan, plus or minus approved changes. Is compared to actual results to determine if performance is acceptable. Usually used with a modifier--cost, schedule, scope.
  39. Weighted Scoring Model
    A project-selection technique in which criteria are defined and a weight given to it. Each project is then measured on the sum of each of those components and selections made from that result
  40. Work Authorization
    Permission and direction, typically written, to begin work on a specific schedule activity, work package (WP) or control account (CA). *Also, discourages 'gold plating'-which are extra things include but not authorized
  41. Work Authorization System [Tool]
    [PMBOK] Documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence.
  42. Key Stakeholders
    Includes anyone in a decision-making or management role who is impacted by the project outcome, i.e., sponsor, PM, and primary customer: priority is to manage their expectations
  43. Expert Judgment
    [PMBOK] Judgement provided based upon expertise for activity being performed. Any group of person with specialized education, knowledge, skill, experience, or training.
  44. Prevenitive Action
    [wiki]Any proactive methodology used to determine potential discrepanices before they occur and to ensure they do not happen.
  45. Gold Plating
    Giving the customer more than was asked for: adding "bells and whistles"
  46. Work Performance Information [Output/Input]
    [PMBOK] Information on status of project schedule activities performed to accomplish project work, i.e., status of deliverables, status for change requests, corrective actions, percent work completed, etc.
  47. Project Management Team
    Members of the project team who are directly involved in project management activities. On smaller projects, may include all of the project team members.
  48. Change Request
    Requests to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs or budgets, or revised schedules.
  49. Scope
    The sum of the products, services, and results to be provided as a project.
  50. Constraint
    [Les] A restriction or limitation, either internal or external to a project, which will affect the performance of a project or process. Limits the PM's options
  51. Project Files
    [PMBOK] Documentation resulting from the projects's activities, for example, project mgt plan, scope, cost, schedule and project calendars, risk registers, change mgt documentation, planned risk response actions, and risk impact.
  52. Deliverable
    [PMBOK] Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.
  53. Performance Reports
    Documents and presentations that provide work performance information, earned value mgt parameters, and analyes of project work progress and status.
  54. Defect Repairs
    Formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.
  55. EEFs EXAMPLES--
    (Enterprise Environmental Factors) Governmental or industry standards--Marketplace conditions-- Organizational structure and culture-- PMIS-- Stakeholder risk tolerances
  56. OPAs EXAMPLES--
    (Organizational Process Assets) Organizational processes, policies, and templates-- Historical information-- Lessons learned knowledge base-- Guidelines-- Work Instructions-- Company procedures
  57. Project Document EXAMPLES--
    Requirements documents (SOW, contracts): Project logs: Risk registers: Stakeholder register: Forecasts: Performance reports
  58. Manage Stakeholders Expectations
    The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.
  59. Kickoff Meeting (KoM)
    A meeting held to officially start the project: helps set expectations: atime to get all stakeholders together and formatlly set the stage for the start of the project
  60. Project Creation Factors
    Factors that can result in the creation of a project: a business need, market demand, technological advance, customer request, or legal requirement
  61. *Subsidiary Mgt Plans in the PMP--
    Requirements Mgt Plan, Scope Mgt Plan, Schedule Mgt Plan, Cost Mgt Plan, Process Improvement Plan, Staffing Mgt Plan, HR Mgt Plan, Comm Mgt Plan, Risk Mgt Plan, Procurement Mgt Plan, Contract Mgt Plan, Change Mgt Plan, Configuration Mgt Plan
  62. Other Potential PMP Content
    Milestone List, Milestone Schedul, Resource List and Calendar, Project Org Chart, Project Scope Statement, WBS, Risk Breakdown Structure (RBS), Risk Register, Quality Baseline, Scope Baseline, Requirments, Stakeholder Register, Change Control Systems, Requirements Traceability Matrix
  63. Sequence for Closure
    Close out any contracts, Deliver any required reports, Complete any Close Project or Phase activities, Perform Lessons Learned, Complete project file archives, Release resources

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