PMP - RMC Intergration Management.txt

develop project charter, develop project management plan, direct and manage project execution, monitor and control project work, perform integrated change control, and close project or phase

1. benefit measurement - comparative along with 2. constrained optimization - mathematical

the process of creating a project management plan that is bought into, approved, realistic, and formal

the project management plan

1. project management processes for the project, 2. management plans for knowledge areas, 3. scope, schedule, and cost baselines, 4. requirements management plan 5. change management plan, 6. configuration management plan, 7. process improvement plan

any documents used to manage a project that are not part of the project management plan

project deliverables, work performance information, change requests, and updates to the project management plan and project documents

change requests, and updates to the project management plan and project documents

1. change request status updates and 2. updates to the project management plan and project documents

1. final product, 2. formal acceptance, and 3. organizational process assets updates

make sure all the pieces of the project are properly coordinated and put together into one cohesive whole

a document issued by the sponsor during project initiating that:1. formally recognizes the existence of the project 2. gives the project manager authority and 3. documents the business need, justification, customer requirements and the product or service to satisfy those requirements

the project purpose and justification

a meeting of all parties to the project to make sure everyone is on the same page. It is held at the end of the planning process group.

parts of the project management plan used to measure performance against. It include schedule, scope, and cost. They are combine to create an overall performance measurement. They can change with approved changes

document that describes need, product scope, and how the project fits into the strategic plan. It is created by the customer/sponsor prior to the beginning of the project. It is later refined in the project scope statement.

the project manager's system for authorizing the start of work packages or activities. It ensures work is done at the right time and in the proper sequence

a plan to make sure everyone knows what version of the scope, schedule, and other components of the project management plan are the latest versions. It defines how the project manager will manage changes to the deliverables and the resulting documentation.

a system of formal procedures, set up in advance, defining how project deliverables and documentation are controlled, changed, and approved

company culture and existing systems the project will have to deal with or can make use of. They are used throughout the project management process.

company processes and procedures, historical information, lessons learned. They are used throughout the project management process

records of past projects, including lessons learned, used to plan and manage future projects. Records of the current project which will become part of organizational process assets.

the manual and automated system to submit and track changes and monitor and control project activities

a group of people that approves or rejects changes. It may include: project manager, customer, experts, sponsor, others

formal requests to change parts of the project after the project management plan is approved. They are approved in the perform integrated change control process

actions taken to deal with anticipated or possible deviations from the performance measurement baseline

actions taken to bring expected future project performance in line with the project management plan

the value today of future cash flows

the value in today's dollars of some future costs and expenses. For cost, the lower the number the better. For revenue, the higher the number the better.

the rate an investment in the project will return. The higher the number the better. The rate at which a project's inflows and outflows are equal

the number of time periods needed to recover an investment. The lower the number the better.

benefit / cost. The higher the number the better.

the value of the opportunity given up by selecting one project over another

costs that have already been expended

law that states, "the more you put into the effort, the less you get out of it"

current assets - current liabilities. The amount of funds available to spend on projects.

straight line depreciation and accelerated depreciation