Integration Knowledge Area

  1. artifacts
    are previous project documents that were archived for future reference. Documents include contracts, invoices, bills, project plans, meeting minutes, lessons learned, peer reviews and all organizational process assets pertaining to the project
  2. baseline
    means that the project manager and team have fully vetted all activities within the project plan
  3. bench strength
    refers to the overall competency and capability of the project manager and team
  4. budget
    is a planning, monitorization, and recording tool that includes estimates and final totals for a project and all its activities to ensure that costs are constrained
  5. business case
    is a brief description that illustrates the need and benefits of the project. It is often supported by financial analysis such as a Net Present Value and Break Even Analysis
  6. business requirements
    are provided by the sponsor and business, justify the need for the project and, at a more specific level, the project charter
  7. change control
    is the process of identifying, controlling and documenting changes to a control unit. It is typically executed by a change control board, which evaluates a formal change request and recommends to approve or reject it. This process also provides for tracking activities
  8. change control board (CCB)
    is a team of stakeholders established by the organization and given the authority via the configuration management system to review all change requests and approve them, delay them, or deny them
  9. change control documents
    are updated based on the results of any Integrated Change Control Process activity that takes place within the project
  10. change control procedures
    identify how standards, policies and documents will be modified and how changes will be approved, validated and implemented
  11. change request form
    is a project artifact that identifies the change and incorporates all relevant information, including costs, impacts of the change and potential risks. The completed form is reviewed by a change control board. The board can either accept the change or reject it
  12. change request protocol
    is a process by which a project manager or a project team member initiates a change to the project by completing a change request form
  13. change requests
    are part of the formal written process of making a minor or major change to project areas. Without these documents, a change cannot be implemented to any part of the project
  14. Close Project or Phase
    is part of the Closing Process Group. The Close Project or Phase process provides for the administrative steps that officially bring a project to closure. Contractual sign-off, post project audits, product reviews and lessons learned all take place within this process. It finalizes activities across all the project management process groups and permits a formal closure of the project.
  15. closure documentation
    is a formal set of documents that indicates completion of the project. When closure documents are completed, responsibility and ownership for the project?s product is transferred to operations groups
  16. communications management plan
    outlines the communication expectations and needs and describes how they will be addressed throughout the entirety of the project. It is an output of the Plan Communication Management process
  17. configuration control
    is the process of managing controlled items, such as a project?s deliverables and its related documents, throughout the life cycle of the project. Configuration control is often confused with change control, but they are different processes
  18. configuration management
    provides oversight to the project and ensures changes applied to the project are executed in a controlled, process-driven manner with appropriate levels of quality assurance, testing and compliance to document project requirements. It includes applied controls that incorporate the maintenance of the control organization, change control standards, version control standards and oversight of the change control process. This formal discipline delivers policies, procedures, tools and methods used to identify products and determine baselines
  19. configuration management plan
    is usually a unique document that could also be a part of the project?s quality planning activities. Every configuration management plan should contain certain information. All in all, this plan becomes a part of and is a subsidiary to the project management plan
  20. configuration management systems
    are tools that provide oversight to configuration management activities
  21. contracts
    are used to acquire resources or to take into consideration in regard to anticipated work
  22. corrective action
    is a documented process to help drive project activities back into alignment with the project's critical path and project management plan
  23. cost-plus contract
    incorporates a total cost and an incentive if the vendor meets defined goals. With this type of contract, both parties are accountable for the project completion and funding
  24. critical path
    is the longest path through the project. It's made up of activities with zero float
  25. data flow diagram
    illustrates the process inputs and outputs that flow through all the processes within a Knowledge Area. It also illustrates inputs and outputs from the Direct and Manage Project Work process
  26. defect repairs
    is the formal acceptance of a defect within the components of the project
  27. deliverables
    refer to the services or products produced when the project is completed for the project sponsor
  28. Develop Project Charter
    is aligned to the Initiating Process Group. The project charter, which provides the basis for conceptualizing a project, is developed during this process. The charter documents the client?s perspective and the initial ?ask? of the project. The ?ask? relates to activities the project group will analyze and develop that will lead to the final product
  29. Develop Project Management Plan
    is aligned to the Planning Process Group. The project management plan and subsidiary plans will begin to develop within the planning phase and evolve over time. The project plan is a living document that will be reviewed and revised as the project moves from initiation to completion
  30. Direct and Manage Project Work
    is part of the Executing Process Group. It provides guidance that fulfills the requirements set forth by the sponsor. This process can be conducted by the project manager alone, may be delegated by the project manager or it may be a team effort
  31. Enterprise Environmental Factors
    are internal or external factors based on an organization?s culture that can impact, negatively or positively, project management options, such as industry or regulatory standards, organizational culture or structure and global trends or known practices.
  32. Executing Process Group
    encompasses processes that develop and complete the work defined in the project management plan.
  33. expert judgment
    is knowledge functioning as a project management tool that aids the project manager and project team by providing necessary details and skills on different subject matters
  34. feasibility assessments (FIT assessments)
    analyze the relative necessity of a project
  35. fixed price contract
    is where the price of the deliverable does not change regardless of the activities that take place during the contract delivery time frame. This contract typically favors the buyer
  36. fixed price with adjustments contract
    involves a fixed price that is set, but cost adjustments may be made upon completion of a project phase or a specific event. This contract can benefit both the client and the contractor
  37. forecasts
    helps ensure that estimates and projections are aligned to actual activities performed
  38. functional requirements
    provide specific details about how the product of the project will work. Based on these requirements, activities will be identified for development to complete a work package that will meet the needs of the project
  39. historical information
    is knowledge base information such as lessons learned, project records and all related documentation and appendices
  40. Integration Knowledge Area
    is integral to the project management process because it brings all aspects of the project together in a manner that engages the sponsor, the project manager, the project team and all the respective stakeholders. It has processes that span the project from beginning to end.
  41. knowledge areas
    define a collection of information, skills, and techniques on a specific topic. The number of knowledge areas adjusts as PMI? sees fit
  42. knowledge base
    is a repository of information. In project management, they are used to store details and documents like lessons learned
  43. knowledge bases
    are a repository of information. In project management, they are used to store details and documents like lessons learned
  44. lessons learned
    is a document part of organizational process assets that describes all of the positive and negative lessons and knowledge gained throughout a project that could be helpful to know or apply in the future
  45. lifecycle
    focuses on the entire process of building project deliverables
  46. Monitor and Control Project Work
    involves monitoring project activities and collecting, measuring and distributing project performance details. It also involves analyzing and assessing project metrics that promote process improvements
  47. non-functional requirements
    provide parameters of the product that detail how it works as compared to specifics that are required to build the product
  48. organizational assets
    are an accumulation of tools, processes, and techniques that are retained by the business in order to standardize processes and practices
  49. organizational process assets
    are an accumulation of tools, processes, and techniques that are retained by the business in order to standardize processes and practices
  50. Perform Integrated Change Control
    is the process of formally reviewing all change requests and managing approved changes into the project plan for development
  51. portfolio
    sits atop a corporate project management hierarchy. The portfolio consists of multiple programs that may have a common theme or area of concentration
  52. Preventive Action
    is a documented process that will provide direction and guide resources to prevent a deliverable from going off track or not conforming to project requirements
  53. process asset library (PAL)
    is the location where templates, forms, and historical project information is retained
  54. process groups
    are units used to logically collect project processes
  55. program
    incorporates multiple projects that are similar in nature, allowing the firm to oversee project-based activities that include common resources, budget and direction
  56. Program Management Office (PMO)
    oversees multiple programs that capitalize on similar resources and have projects funded from specific areas
  57. progressive elaboration
    is the accumulation of knowledge over time that is applied repeatedly, which results in the individual gaining different levels of experience
  58. project
    is a temporary endeavor with a defined beginning and end, undertaking to meet unique goals and objectives, typically to bring about beneficial change or added value
  59. project calendars
    are constantly updated to reflect changing deliverables and manageable time frames. It is an excellent point of reference the project team can use to ensure that deliverables and expectations are met within the time constraints of a project
  60. Project Charter
    describes a project in the initial approach toward the project's product. Helps illustrate what needs to be accomplished and provides a preliminary approach on how the project will proceed
  61. project cost-benefit analysis
    is another tool that?s updated as the project progresses, based on analysis of the project?s cost benefit, which can help determine whether the project should continue
  62. project deliverables
    refer to the services or products produced when the project is completed for the project sponsor
  63. Project Integration Management
    has processes that span the project and occur within each process group. Its processes begin within the Initiating process group
  64. Project Management Body of Knowledge (PMBOK?)
    is the sum of knowledge within the profession of project management. Includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. Includes both published and unpublished materials
  65. project management information systems (PMIS)
    is incorporated as part of the enterprise environmental input to several processes. It is an automated or manual system used to document the project management plan and subsidiary plans, to facilitate the feed- back process, and revise documents
  66. Project Management Institute? (PMI?)
    is a not-for-profit professional organization developed from a group of working project managers. Today its primary goal is to advance the practice, and profession of project management throughout the world
  67. project management plan
    is the document detailing all aspects of a project including baselines that are referenced throughout the project?s lifecycle to keep the project on track
  68. project manager
    is the individual charged with managing a temporary endeavor from beginning to end who monitors project progress and ensures that project activities stay on task, under budget, and finishes on time
  69. Project Risk Log
    is another method used to help determine the level of risk and manage it. The log can be a spreadsheet based template that aligns to the project schedule and details activities within each work package
  70. project scope document
    details all activities in-scope and makes note of activities out-of-scope for the project
  71. project team
    refers to a group of people brought together to work toward achieving a common goal to work on the project deliverables
  72. risk log
    is another method used to help determine the level of risk and manage it. The log can be a spreadsheet based template that aligns to the project schedule and details activities within each work package
  73. risk logs
    are a method used to help determine the level of risk and manage it. The log can be a spreadsheet based template that aligns to the project schedule and details activities within each work package
  74. risk management plan
    is part of the overall Project Management Plan, provides guidance, sets the tone for risk-related activities, and informs stakeholders and project team members. This plan ensures the degree, type and visibility are in line with organizational expectations
  75. risks
    refer to the potential external events that will negatively impact a project?s progress
  76. Rolling Wave technique
    is a method that helps rive projects that have dissimilar levels of information
  77. scope
    defines and details activities necessary to deliver a project to completion
  78. showstopper
    is an issue or event during a project that requires a complete halt to future project activities until the issue is fully mitigated
  79. (project) sponsor
    is the individual or group outside the project team that initiates the project by requesting for the service or product and beginning the project charter
  80. stakeholder register
    • is a communication tool that a project manager can customize. Helps provide the answers up front in regard to engaging and coordinating efforts amongst stakeholders
    • #REF!
    • stakeholders
    • are identified individuals who have influence and impact in a project?s outcome. They can either be internal or external to an organization
  81. statement of work
    is incorporated to help support the development of the Project Charter. It helps to answer the Who, What, When, Where and Why-type questions of the project
  82. subject matter experts (SMEs)
    are individuals with knowledge on a specific topic or trade who provide details that can be used in expert judgment; it?s knowledge sharing
  83. time and materials contract
    includes unit rates are set for labor and materials with no fixed total budget. The client may require a threshold or maximum amount where the vendor would be required to advise the client on project spending as it reaches budget limitations
  84. version control
    is typically a component of software development and is used to control the release of software. Specific versions of software can incorporate different levels of feature functionality. Version control can work outside of the software realm, where multiple iterations of product development are required. Just like software, each iteration can be identified by a unique version number
  85. work breakdown structure (WBS)
    gives the project manager and team the ability to decompose project-based features to their lowest elements that can be monitored, managed, measured, and delivered upon. Details developed within the WBS permit the project manager to determine the project's critical path and schedule, and provide a tool to develop and deliver project metrics
  86. work package
    is a specific task that is part of a project's Work Breakdown Structure
  87. work performance reports
    help the project manager determine overall project health
Card Set
Integration Knowledge Area
LearnSmart PMP Course glossary items Integration Knowledge Area