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  1. Perform Integrated Change Control
    Monitoring and Controlling process of Integration Management that focuses on the change requests from all areas of the project. This process acts as the clearing house from all change requests to determine potential impacts on the project and decide to either approve or reject each change request.

    • Key Inputs
    • (none)

    • Key Tools
    • Change Control Meetings

    • Key Outputs
    • (none)
  2. Business Case
    The document that explains why this project is being undertaken, the problem it will solve, revenue it will generate, or another justification.
  3. Project Statement of Work
    The written description of the project's product, service, or result.

    In most cases, the SOW will be provided by the customer; however, if the customer is internal, the sponsor of the project should supply the SOW.

    • The SOW references 3 things:
    • 1. Business need
    • 2. Product scope description
    • 3. Strategic plan
  4. Change Control Meetings
    The tool of Perform Integrated Control represents meetings held by a change control board to determine the disposition of change requests.

    Roles, responsibilities, and authority of the change control board must be clearly defined and agreed upon by key stakeholders.

    The board considers all change requests and either approves or rejects each one.
  5. Project Selection Methods
    In these cases, "bigger is better"

    • BCR - Benefit Cost Ratio
    • EVA - Economic Value Add
    • IRR - Internal Rate of Return
    • PV - Present Value
    • NPV - Net Present Value
    • ROI - Return On Investment
    • ROIC - Return On Invested Capital

    • In theses cases, "smaller is better"
    • Opportunity Cost
    • Payback Period
  6. Integration Management
    Knowledge area with six processes that takes a high-level view of the project from start to finish.

    • Processes:
    • 1. Develop Project Charter (Initiating)
    • 2. Develop Project Management Plan (Planning)
    • 3. Direct & Manage Project Execution (Executing)
    • 4. Monitor & Control Project Work (M&C)
    • 5. Perform Integrated Change Control (M&C)
    • 6. Close Project or Phase (Closing)
  7. Project Charter
    • Created in Develop Project Charter process of Integration
    • Explains the need addressed by the project
    • Signed by performing organization's senior management
    • Names the project manager
    • Gives authority to the project manager
    • Includes high-level project requirements
    • Includes high-level schedule and summary budget
    • Does not include detailed project plans - these are developed later
  8. Develop Project Charter
    This initiating process within integration management creates an "official" project through the development of the project charter.

    • Key Inputs
    • Project Statement of Work (SOW)
    • Business Case

    • Key Tools
    • (none)

    • Key Outputs
    • Project Charter
  9. Direct & Manage Project Execution
    Executing process of integration management where the team is performing the work and creating project deliverables.

    • Key Inputs
    • Project Management Plan

    • Key Tools
    • (none)

    • Key Outputs
    • Deliverables
    • Work Performance Information
  10. Monitor & Control Project Work
    Monitoring and controlling process of integration management that considers the work being performed to ensure that deliverables, and the way in which they are produced, are in line with the plan.

    • Key Inputs
    • Performance Reports

    • Key Tools
    • (none)

    • Key Outputs
    • (none)
  11. Develop Project Management Plan
    This planning process of integration management forms the project management plan (the single, approved document that will guide the projects execution and control).

    • Key Inputs
    • (none)

    • Key Tools
    • (none)

    • Key Outputs
    • Project Management Plan
  12. Close Project or Phase
    This closing process of integration management ensures that a project or phase is properly shut down. Activities include archiving project documents, capturing lessons learned, ensuring that related contracts are closed correctly, and updating organizational process assets for future use.

    • Key Inputs
    • (none)

    • Key Tools
    • (none)

    • Key Output
    • Transition of final Product, Service, or Result
  13. Reason to Initiate a Project
    • Market demand
    • Business need
    • Customer request
    • Technological advance
    • Legal requirement
    • Ecological impact
    • Social need
  14. Deliverables
    Any product, service or result that must be produced in order to complete a process, phase, or project.
  15. 15 Components of the Project Management Plan
    • 1. Scope Baseline
    • 2. Schedule Baseline
    • 3. Cost Performance Baseline
    • 4. Scope Management Plan
    • 5. Schedule Management Plan
    • 6. Cost Management Plan
    • 7. Configuration Management Plan
    • 8. Change Management Plan
    • 9. Requirements Management Plan
    • 10. Quality Management Plan
    • 11. Process Improvement Plan
    • 12. Human Resource Plan
    • 13. Communications Management Plan
    • 14. Risk Management Plan
    • 15. Procurement Management Plan
  16. Project Management Plan
    A formal approved document that defines how the project is managed, executed, and controlled. It may be summary or detailed and may be composed of one or more subsidiary plans and other planning documents.
Card Set:
2015-12-01 04:25:43
Knowledge area
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