95 Free PMP Exam Questions on Project Integration Management

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95 Free PMP Exam Questions on Project Integration Management - Page 1

Used by the project management team to interpret the information provided by the monitor and control processes. The project manager determines the actions required to ensure the project performance matches expectations

Monitor and Control Project Work
Close Project or Phase: Expert Judgement
Monitor and Control Project Work: Expert Judgement
Monitor and Control Project Work: Enterprise Environmental Factors

Develop Project Management Plan Expert Juedgement Utlized to...

• Standardized guidelines and work instructions• Communication requirements defining allowed communication media, record retention, and security requirements• Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking• Process measurement database used to collect and make available measurement data on processes and products• Project files from prior projects• Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results
• Tailor the process to meet the project needs• Develop technical and management details to be included in the project management plan• Determine resources and skill levels needed to perform project work• Define the level of configuration management to apply on the project• Determine which project documents will be subject to the formal change control process
• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations
It 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 to ensure consistency with the project management plan and product deliverables

Accepted Deliverables

• Deliverable status• Schedule progress• Costs incurred
Those deliverables that have been accepted through the Verify Scope process
• Forecasts,• Performance reports, and• Issue log
Activate the change control mechanism and open up a change control

Documents the organization's strategic goals

Contract/Agreement
Strategic plan
SOW References...
Business needs

Configuration Control Objectives

• A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests. • The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders. • All change control board decisions are documented and communicated to the stakeholders for information and follow-up actions
• Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. • This can include information on issues and risks as well as techniques that worked well that can be applied to future projects
• Establishes a partnership between the performing organization and the requesting organization• Authorizes the project by someone external to the project such as a sponsor, PMO, or portfolio steering committee. • Links the project to the strategy and ongoing work of the organization
• Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes,• Provides opportunities to continuously validate and improve the project by considering the impact of each change• Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders.

Project Baselines include...

• Schedule baseline,• Cost performance baseline, and• Scope baseline
• Requirements management plan,• Schedule management plan,• Cost management plan,• Quality management plan,• Human resource plan,• Communications management plan,• Risk management plan,• Procurement management plan, and• Project Baselines
• Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan • Human resource plan • Communications management plan• Risk management plan• Procurement management plan
The documented, authorized changes to expand or reduce project scope

New or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan or other project management plans/documents

Actions Resulting from Approved Change Requests
Monitor and Control Project Work: Change Requests
Approved Change Requests
Perform Integrated Change Control: Change Requests

Defines how the project is executed, monitored and controlled, and closed

Purpose of Close Project or Phase
Components of the Project Management Plan
Develop Project Management Plan
Purpose of Develop Project Management Plan

Close Project or Phase: Project Files Updates

• Documentation resulting from the project's activities, for example, project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impact
• Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan • Human resource plan • Communications management plan• Risk management plan• Procurement management plan
• Applied when performing administrative closure activities. • These experts ensure the project or phase closure is performed to the appropriate standards
Perform activities to accomplish project requirements and create project deliverables

Configuration verification and configuration audits ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met

Configuration Control Objectives
Configuration Identification
Configuration Verification and Audit
Configuration Management System

Corrective Action

• Influencing the factors that circumvent integrated change control so that only approved changes are implemented;• Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change;• Managing the approved changes;• Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents;• Reviewing, approving, or denying all recommended corrective and preventive actions;• Coordinating changes across the entire project• Documenting the complete impact of change requests
*An intentional activity that realigns the performance of the project work with the project management plan*Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
*An intentional activity that ensures the future performance of the project work is aligned with theproject management plan*Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan
• Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and• Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)

Change Request Status Updates

• Change requests are processed according to the change control system by the project manager or by an assigned team member. • If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. • If the change request is not deemed feasible, the change request will be rejected and possibly sent back to the requester for additional information• Approved change requests will be implemented by the Direct and Manage Project Execution process. • The status of all changes, approved or not, will be updated in the change request log as part of the project document updates.
*An intentional activity that realigns the performance of the project work with the project management plan*Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
• Change control procedures, including the steps by which official company standards, policies, plans, and other project documents will be modified, and how any changes will be approved, validated, and implemented;• Procedures for approving and issuing change authorizations;• Process measurement database used to collect and make available measurement data on processes and products• Project files (e.g., scope, cost, schedule and, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact); and• Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents
Change Control Board. Responsible for approving or rejecting change requests. The roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures, and are agreed upon by appropriate stakeholders.

Documents the business needs, current understanding of the customer's needs, and the new product, service, or result that it is intended to satisfy

Corrective Action
Updates
Close Project or Phase
Project Charter

Direct and Manage Project Execution

The process of performing the work defined in the project management plan to achieve the project's objectives
The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations
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

• Project files. • Project or phase closure documents. • Historical information and lessons learned

Close Project or Phase: Activities
Close Project or Phase: Expert Judgement
Close Project or Phase: Organizational Process Assets Updates
Develop Project Management Plan Organizational Process Assets

• Changes may be requested by any stakeholder involved with the project. • Change requests are subject to the process specified in the change control and configuration control systems. Those change request processes may require information on estimated time impacts and estimated cost impacts.• Every documented change request must be either approved or rejected by some authority within the project management team or an external organization

Close Project or Phase: Activities
Project Charter
Change Control Meetings
Change Request: Characterisitics

It 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 to ensure consistency with the project management plan and product deliverables

Configuration Management System
Preventative Action
Project Integration Management
Project Management System

Direct and Manage Project Execution: Project Management Plan Updates

• Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan • Human resource plan • Communications management plan• Risk management plan• Procurement management plan
• Requirements management plan,• Schedule management plan,• Cost management plan,• Quality management plan,• Human resource plan,• Communications management plan,• Risk management plan,• Procurement management plan, and• Project Baselines
• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
• Deliverable status• Schedule progress• Costs incurred

Successful Project Integration Does Not Require...

• Organization communication requirements,• Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions),• Issue and defect management procedures,• Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix,• Process measurement database used to make available measurement data on processes and products,• Lessons learned database
*An intentional activity that realigns the performance of the project work with the project management plan*Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
• Staff, train and manage the team members assigned to the project• Obtain, manage and use resources including materials, tools, equipment, and facilities• Implement the planned methods and standards• Establish and manage project communication channels, external and internal• Generate project data, e.g. cost, schedule, technical and quality progress, status to facilitate forecasting• Issue change requests and adapt approved changes into the projects scope, plans and environment• Manage risks and implement risk response activities• Manage sellers and suppliers• Collect and document lessons learned, and implement approved process improvement activities
• Strong matrix organizational structure is not essential for good project integration management. Other organization structures, including projectized, balanced matrix, etc., can also provide successful project integration management.• Project selection techniques are used for project selection in initial stages of the project. However, they are not essential for project integration management.• Projects may have positive and negative stakeholders, but the type of stakeholders will not affect successful project integration management

Close Project or Phase: Historical Information

• Actions and activities necessary to satisfy completion or exit criteria for the phase or project;• Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations; and• Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.
Collecting, measuring, and distributing performance information, and assessing measures and trends to effect process improvements. Continuous monitoring gives the project management team insight into the heal of the project, and identifies any areas that may require special attention. It is an aspect of project management performed throughout the project.
• Forecasts,• Performance reports, and• Issue log
• Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. • This can include information on issues and risks as well as techniques that worked well that can be applied to future projects

Perform Integrated Change Control: Project Management Plan Updates

• Requirements management plan,• Schedule management plan,• Cost management plan,• Quality management plan,• Human resource plan,• Communications management plan,• Risk management plan,• Procurement management plan, and• Project Baselines
• Any subsidiary management plans, and• Baselines that are subject to the formal change control process.• Changes to baselines should only show the changes from the current time forward. • Past performance may not be changed. This protects the integrity of the baselines and the historical data of past performance.
• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
Used by the project management team to interpret the information provided by the monitor and control processes. The project manager determines the actions required to ensure the project performance matches expectations

Business Case

• Review of all prior information from the previous phase closures to ensure that all project work is complete and that the project has met its objectives• Establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion
Activate the change control mechanism and open up a change control
The process of performing the work defined in the project management plan to achieve the project's objectives
Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case

Focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines

Corrective Action
Monitor Project Work
Configuration Control
Configuration Control Objectives

SOW References...

• Deliverable status• Schedule progress• Costs incurred
• Project files. • Project or phase closure documents. • Historical information and lessons learned
• Requirements management plan,• Schedule management plan,• Cost management plan,• Quality management plan,• Human resource plan,• Communications management plan,• Risk management plan,• Procurement management plan, and• Project Baselines
• Business need• Product scope description• Strategic plan

Define Project Charter Expert Judgement Sources

• Configuration Identification• Configuration Status Accounting• Configuration Verification and Audit
• Other units within the organization• Consultants• Stakeholders, including customers or sponsors• Professional and technical associations• Industry groups• Subject matter experts• PMO
• Applied when performing administrative closure activities. • These experts ensure the project or phase closure is performed to the appropriate standards
• Standardized guidelines and work instructions• Communication requirements defining allowed communication media, record retention, and security requirements• Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking• Process measurement database used to collect and make available measurement data on processes and products• Project files from prior projects• Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results

• Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards),• Company work authorization system,• Stakeholder risk tolerances, and• Project management information systems

Direct and Manage Project Execution: Enterprise Environmental Factors
Direct and Manage Project Execution: Activities
Monitor and Control Project Work: Enterprise Environmental Factors
Define Project Charter Entperise Environmental Factors

Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes

Project Management System
Develop Project Management Plan
Project Management Plan
Project Selection Method

Product scope description

Refers to the transition of the final product, service or result that the project was authorized to produce
The process of performing the work defined in the project management plan to achieve the project's objectives
Documents the characteristics of the product that the project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address
Documents the business needs, current understanding of the customer's needs, and the new product, service, or result that it is intended to satisfy

• Establishes a partnership between the performing organization and the requesting organization• Authorizes the project by someone external to the project such as a sponsor, PMO, or portfolio steering committee. • Links the project to the strategy and ongoing work of the organization

Develop Project Charter
Project Charter
Purpose of Define Project Charter
Inputs to Define Project Charter

Activate the change control mechanism and open up a change control

Types of Changes
Perform Integrated Change Control
Accepted Deliverables
First step when a change is requested

95 Free PMP Exam Questions on Project Integration Management