PMP Exam Quiz 12

Project Integration Management 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. In the project management context, integration includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas.

The integrative nature of projects and project management can be understood by thinking of other types of activities performed while completing a project. Examples of some activities performed by the project management team are:
• Develop, review, analyze, and understand the scope.
• Transform the collected project information into a project management plan using a structured approach
• Perform activities to produce project deliverables
• Measure and monitor the project’s progress and take appropriate action to meet project objectives.

Develop Project Charter 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. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Develop Project Charter 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. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Projects are initiated by an entity external to the project such as a sponsor, program or project management office (PMO) staff person, or a portfolio governing body chairperson or authorized representative. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project.

The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or as part of a contract.

The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. The SOW references the following:
• Business need.
• Product scope description.
• Strategic plan.

Business need.
An organization’s business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-benefit analysis are contained in the business case to justify the project.

Strategic plan.
The strategic plan documents the organization’s strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization’s strategic plan. Strategic plan alignment ensures that each project contributes to the overall objections of the organization.

Product scope description.
The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need that the project will address.

The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs.

The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case

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

The business case is created as a result of one or more of the following:
• Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
• Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
• Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
• Technological advance
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
• Ecological impacts
• Social need

The business case is created as a result of one or more of the following:
• Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
• Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
• Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
• Technological advance
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
• Ecological impacts
• Social need

The business case is created as a result of one or more of the following:
• Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
• Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
• Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
• Technological advance
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
• Ecological impacts
• Social need

In the case of multi-phase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.

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), letter of agreements, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.

The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to:
• Governmental standards, industry standards, or regulations (e.g. codes of conduct, quality standards,or worker protection standards),
• Organizational culture and structure, and
• Marketplace conditions.

The organizational process assets that can influence the Develop Project Charter process include, but are not limited to:
• Organizational standard processes, policies, and process definitions,
• Templates (e.g., project charter template), and
• Historical information and lessons learned knowledge base (e.g., projects, 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 activity).

Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
• Other units within the organization,
• Consultants,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts (SME), and
• Project management office (PMO).

Facilitation techniques have broad application within project management processes and guide the development of the project charter. Brainstorming, conflict resolution, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities

Project charter documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
• Project purpose or justification,
• Measurable project objectives and related success criteria,
• High-level requirements,
• Assumptions and constraints,
• High-level project description and boundaries,
• High-level risks,
• Summary milestone schedule,
• Summary budget,
• Stakeholder list,
• Project approval requirements
• Assigned project manager, responsibility, and authority level, and
• Name and authority of the sponsor or other person(s) authorizing the project charter.

The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plan’s content varies depending upon the application area and complexity of the project. It is developed through a series of integrated processes extending through project closure. This process results in a project management plan that is progressively elaborated by updates, and controlled and approved through the Perform Integrated Change Control process.

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work.

The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plan’s content varies depending upon the application area and complexity of the project. It is developed through a series of integrated processes extending through project closure. This process results in a project management plan that is progressively elaborated by updates, and controlled and approved through the Perform Integrated Change Control process. Projects that exist in the context of a program should develop a project management plan that is consistent with the program management plan. For example, if the program management plan indicates all changes exceeding a specified cost need to be reviewed by the change control board (CCB), then this process and cost threshold needs to be defined in the project management plan.

The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plan’s content varies depending upon the application area and complexity of the project. It is developed through a series of integrated processes extending through project closure. This process results in a project management plan that is progressively elaborated by updates, and controlled and approved through the Perform Integrated Change Control process.

The enterprise environmental factors that can influence the Develop Project Management Plan process include, but are not limited to:
• Governmental or industry standards
• Project management body of knowledge for vertical market
• Project management information system
• Organizational structure, culture, management practices, and sustainability
• Infrastructure
• Personnel administration

The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to:
• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria;
• Project management plan template
• Change control procedures
• Project files from previous projects
• Historical information and lessons learned knowledge base
• Configuration management knowledge base

The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to:
• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria;
• Project management plan template
• Change control procedures
• Project files from previous projects
• Historical information and lessons learned knowledge base
• Configuration management knowledge base containing the versions and baselines of all official organization standards, policies, procedures, and any project documents.