Project Integration Management

Study Hints

The Project Integration Management questions on the PMP® certification exam address critical project management functions that ensure coordination of the various elements of the project. As the PMBOK® Guide explains the processes focus on integration activities designed to ensure project success; therefore, integration characteristics involve unification, consolidation, communication, and integrative activities. Project Integration Management involves making decisions about resource use, trade-offs among competing objectives and alternatives, and managing the interdependencies between the ten knowledge areas. It addresses project initiation with the development of a project charter, project plan development, direct and manage the project work, monitoring and controlling the project work, integrated change control, and closing the project. These six processes not only interact with one another but also interact with processes in the other nine knowledge areas. It is important to note PMI®’s view that integration occurs in other areas as well. For example, project scope and product scope need to be integrated, project work needs to be integrated with other ongoing work of the organization, and deliverables from various technical specialties need integration.

The Project Integration Management questions are relatively straightforward. Most people find them to be fairly easy. But because they cover so much material, including all five process groups, you do need to study them carefully to become familiar with PMI®’s terminology and perspectives. PMBOK® Guide Figure 4-1 provides an overview of the structure of Project Integration Management. Know this chart thoroughly.

Following is a list of the major Project Integration Management topics. Use it to help focus your study efforts on the areas most likely to appear on the exam.

Major Topics

Project, program, and portfolio definitions

Project management definition

Project life cycle

Project management office

Project process groups

  • Initiating
  • Planning
  • Executing
  • Monitoring and Controlling
  • Closing

Business case

Project statement of work

Develop project charter

Enterprise environmental factors

Organizational process assets

Project management information system (PMIS)

Facilitation techniques

Analytical techniques

Expert judgment

Project management plan

Direct and manage project work

Key management reviews

Corrective and preventive action

Deliverables

Work performance information

Meetings

Project baselines

Subsidiary plans

Standards and regulations

Monitor and control project work

Validated changes

Forecasts

Integrated change control

Change requests

Change control meetings

Change control procedures

Change management plan

Configuration management plan

Change log

Approved change requests

Close project or phase

Administrative closure procedure

Accepted deliverables

Product, service, or result transition

Lessons learned

Practice Questions

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.
  1. You work for a software development company that has followed the waterfall development model for more than 20 years. Lately, a number of customers have complained that your company is taking too long to complete its projects. You attended a class on agile development methods and believe that if the company used the agile approach, it could provide products to clients in a shorter time period. However, it would be a major culture change to switch from the waterfall methodology to the agile approach and to train staff members in this new approach. You mentioned this idea to the director of the PMO, and although she liked the idea, she would need approval from the company’s portfolio review board to move forward with it. She suggested that you document this idea in a—
    1. Business need
    2. Product scope description
    3. Project charter
    4. Business case
  2. You are managing a large project with 20 key internal stakeholders, eight contractors, and six team leaders. You must devote attention to effective integrated change control. This means you are concerned primarily with—
    1. Reviewing, approving, and controlling changes
    2. Maintaining baseline integrity, integrating product and project scope, and coordinating change across knowledge areas
    3. Integrating deliverables from different functional specialties on the project
    4. Establishing a change control board that oversees the overall project changes
  3. You plan to hold a series of meeting as you execute the project plan. While different attendees will attend each meeting, a best practice to follow is to:
    1. Group stakeholders into categories to determine which ones should attend each meeting
    2. Not mix the types of meetings on your project
    3. Be sensitive to the fact that stakeholders often have very different objectives and invite them to determine the meeting’s agenda
    4. Recognize that roles and responsibilities may overlap so focus on holding meetings primarily for decision making
  4. You are the project manager in charge of developing a new shipping container for Globus Ocean Transport, which needs to withstand winds of 90 knots and swells of 30 meters. In determining the dimension of the container and the materials to be used in its fabrication, you convene a group of knowledgeable professionals to gather initial requirements, which will be included in the—
    1. Project charter
    2. Bill of materials
    3. WBS
    4. Project Statement of Work
  5. You have assembled a core team to develop the project management plan for the next generation of fatigue fighting drugs. The science is complex, and the extended team of researchers, clinicians, and patients for trials exceeds 500 people. The content of your project management plan will be directed primarily by two factors. They are—
    1. Project complexity and the capability of resources
    2. Number of resources and project schedule
    3. Team member experience and budget
    4. Application area and complexity
  6. When you established the change control board for your avionics project, you established specific procedures to govern its operation. The procedures require all approved changes to baselines to be reflected in the—
    1. Performance measurement baseline
    2. Change management plan
    3. Quality assurance plan
    4. Project management plan
  7. You are beginning a new project staffed with a virtual team located across five countries. To help avoid conflict in work priorities among your team members and their functional managers, you ask the project sponsor to prepare a—
    1. Memo to team members informing them that they work for you now
    2. Project charter
    3. Memo to the functional managers informing them that you have authority to direct their employees
    4. Human resource management plan
  8. The purpose of economic value added (EVA) is to—
    1. Determine the opportunity costs associated with the project
    2. Determine a non–time-dependent measure of profit or return
    3. Assess the net operating profit after taxes
    4. Evaluate the return on capital percent versus the cost of capital percent
  9. Facilitation techniques are used throughout project management. Your company is embarking on a project to completely eliminate defects in its products. You are the project manager for this project, and you are developing your project charter. To assist you, which of the following facilitation techniques did you use?
    1. Surveys
    2. Delphi approach
    3. Meeting management
    4. Focus groups
  10. The direct and manage project work process truly is important in project management. It affects many other key processes and uses inputs from others. Working with your team at its kickoff meeting, you explain the key benefit of this process is to—
    1. Implement approved changes
    2. Provide overall management of the project work
    3. Lead and perform activities in the project management plan
    4. Perform activities to accomplish project objectives
  11. You are managing a project in an organization is characterized by with rigid rules and policies and strict supervisory controls. Your project, sponsored by your CEO who is new to the company, is to make the organization less bureaucratic and more participative. You are developing your project management plan. Given the organization as it now is set up, as you prepare your plan, you can use which of the following organizational process assets—
    1. Guidelines and criteria
    2. Project management body of knowledge for your industry
    3. Organizational structure and culture
    4. The existing infrastructure
  12. You are fairly new to managing a project but have been a team member for many years. You are pleased you were selected to manage your company’s 2015 model line of hybrid vehicles. You are now planning your project and have been preparing the subsidiary plans as well. You realize some project documents also are required to help manage your project. An example of one that you believe will be especial helpful is the—
    1. Business case
    2. Key performance indicators
    3. Project management information system
    4. Project statement of work
  13. You work for a telecommunications company, and when developing a project management plan for a new project, you found that you must tailor some company processes because the product is so different than those products typically produced by your company. To tailor these processes, you will follow—
    1. Standardized guidelines and work instructions
    2. Stakeholder risk tolerances
    3. Expert judgment
    4. Structure of your company
  14. You are implementing a project management methodology for your company that requires you to establish a change control board. Which one of the following statements best describes a change control board?
    1. Recommended for use on all (large and small) projects
    2. Used to review, evaluate, approve, delay, or reject changes to the project
    3. Managed by the project manager, who also serves as its secretary
    4. Composed of key project team members
  15. An automated tool, project records, performance indicators, data bases, and financials are examples of items in—
    1. Organizational process assets
    2. Project management information systems
    3. Project management planning approaches
    4. The tools and techniques for project plan development
  16. You realize that projects represent change, and on your projects, you always seem to have a number of change requests to consider. In your current project to manage the safety of the nation’s cheese products and the testing methods used, you decided to prepare a formal change management plan. An often overlooked type of change request is—
    1. Adding new subject matter experts to your team
    2. Updates
    3. Work performance information
    4. Enhancing the reviews performed by your project’s governance board
  17. You have been directed to establish a change control system for your company, but must convince your colleagues to use it. To be effective, the change control system must include—
    1. Procedures that define how project documents may be changed
    2. Specific change requests expected on the project and plans to respond to each one
    3. Performance reports that forecast project changes
    4. A description of the functional and physical characteristics of an item or system
  18. You are working on the next generation of software for mobile phones for your telecommunications company. While time to market is critical, you know from your work on other projects that management reviews can be helpful and plan to use them on your project. You are documenting them as part of your—
    1. Governance plan
    2. Change management plan
    3. Performance reviews
    4. Project management plan
  19. Your cost control specialist has developed a budget plan for your project to add a second surgical center to the Children’s Hospital. As you analyze cash flow requirements, you notice that cash flow activity is greatest in the closing phase. You find this unusual because on most projects the largest portion of the budget spent during—
    1. Initiating
    2. Monitoring and Controlling
    3. Controlling
    4. Executing
  20. You are project manager for a systems integration effort and need to procure the hardware components from external sources. Your subcontracts administrator has told you to prepare a product description, which is referenced in a—
    1. Project statement of work
    2. Contract scope statement
    3. Request for proposal
    4. Contract
  21. Because your project is slated to last five years, you believe rolling wave planning is appropriate. It provides information about the work to be done—
    1. Throughout all project phases
    2. For successful completion of the current project phase
    3. For successful completion of the current and subsequent project phases
    4. In the next project phase
  22. You want to minimize the impact of changes on your project, yet you want to ensure that change is managed when and if it occurs. This can be done through each of the following ways EXCEPT—
    1. Rejecting requested changes
    2. Approving changes and incorporating them into a revised baseline
    3. Documenting the complete impact of requested changes
    4. Ensuring that project scope changes are reflected in changes to product scope
  23. You are managing a project to introduce a new product to the marketplace that is expected to have a very long life. In this situation, the concept of being temporary, which is part of the definition of a project,—
    1. Does not apply because the project will have a lasting result
    2. Does not apply to the product to be created
    3. Recognizes that the project team will outlive the actual project
    4. Does not apply because the project will not be short in duration
  24. When closing a project, it is a best practice to—
    1. Update the project documents
    2. Prepare a sustainment plan for the project’s benefits
    3. Measure product scope against the project management plan
    4. Review the scope baseline
  25. All the following are project baselines that are generally part of the project management plan EXCEPT—
    1. Technical
    2. Scope
    3. Time
    4. Cost
  26. You are responsible for a project management training curriculum that is offered throughout the organization. In this situation, your intangible deliverables are—
    1. Employees who can apply the training effectively
    2. Training materials for each course
    3. Certificates of completion for everyone who completes the program
    4. The training curriculum as advertised in your catalog
  27. Working on your project management training curricula project, you decided it would be beneficial to you to become an active member of the Project Management Institute as part of the objectives of your project is to ensure it is aligned with PMI®’s best practices. To complement PMI®’s Work Breakdown Structure Practice Standard, you learned PMI® was requesting volunteers to participate in development of a similar standard on the Scope Statement. You volunteered, and now the Standard is issued. This is an example of:
    1. Improving your own competency as a project manager
    2. Corrective action
    3. Preventive action
    4. A requirement for you to immediately update your project management plan
  28. Ideally, a project manager should be selected and assigned at which point in the project life cycle?
    1. During the initiating processes
    2. During the project planning process
    3. At the end of the concept phase of the project life cycle
    4. Prior to the beginning of the development phase of the project life cycle
  29. Closing a project phase should not be delayed until project completion because—
    1. Useful information may be lost
    2. The project manager may be reassigned
    3. Project team members may be reassigned by that time
    4. Sellers are anxious for payments
  30. As you are working on your telecommunications project, even though you are using agile methods, you realize you are preparing an extensive amount of data and information. You regularly share data with your project team. Your last team meeting focused on the number of change requests and also the start and finish dates of activities in your schedule. They are examples of—
    1. Key performance indicators
    2. Work performance reports
    3. Work performance data
    4. Work performance information
  31. Project management processes describe project work, while product-oriented management processes specify the project’s product. Therefore, a project management process and a product-oriented management process—
    1. Overlap and interact throughout the project
    2. Are defined by the project life cycle
    3. Are concerned with describing and organizing project work
    4. Are similar for each application area
  32. The close project or phase process addresses actions and activities concerning all of the following EXCEPT—
    1. Completion or exit criteria for the project or phase have been met
    2. Stakeholder approval that the project has meet their requirements
    3. Review of the project and/or phase information for potential future use
    4. Documentation that completed deliverables have been accepted
  33. You are a personnel management specialist recently assigned to a project team working on a team-based reward and recognition system. The other team members also work in the human resources department. The project charter should be issued by—
    1. The project manager
    2. The client
    3. A sponsor
    4. A member of the PMO who has jurisdiction over human resources
  34. Your project is proceeding according to schedule. You have just learned that a new regulatory requirement will cause a change in one of the project’s performance specifications. To ensure that this change is incorporated into the project management plan, you should—
    1. Call a meeting of the change control board
    2. Change the WBS, project schedule, and project plan to reflect the new requirement
    3. Prepare a change request
    4. Immediately inform all affected stakeholders of the new approach to take on the project
  35. Different types of project phases are used on projects, and each phase culminates in the completion of at least one deliverable. The high-level nature of these phases means they are an element of the project life cycle. Some phases start before others complete. If this approach is followed, it may result in—
    1. An increase in the number of issues
    2. Increasing the schedule
    3. The need for a CCB
    4. More rework
  36. Assume your company is a leader in the market in production of cereal products. It has been in this market for over 50 years. You are the project manager for a new product that is a derivative from the company’s core product. As you determine a life cycle for this project, you believe you should follow one that is—
    1. Incremental
    2. Predictive
    3. Iterative
    4. Adaptive
  37. Oftentimes when a project is terminated, senior managers will replace the project manager with an individual who is skilled in closing out projects. If this is done, the first step for the termination manager should be to—
    1. Notify all relevant stakeholders of the termination
    2. Complete the lessons learned report
    3. Conduct an immediate review of the work packages
    4. Review the status of all contracts
  38. On your project you want to avoid bureaucracy, so you adopt an informal approach to change control. The main problem with this approach is—
    1. There is no “paper trail” of change activity
    2. Regular disagreements between the project manager and the functional manager will occur
    3. There are misunderstandings regarding what was agreed upon by stakeholders
    4. There is a lack of sound cost estimating to assess the change’s impact
  39. Projects are supposed to succeed, not fail. However, termination is an option to consider when all but which one of the following conditions exist?
    1. The customer’s strategy has changed.
    2. There are new stakeholders.
    3. Competition may make the project results obsolete.
    4. The original purposes for the project have changed.
  40. All projects involve some extent of change, because they involve work that is unique in some fashion. Therefore, it is important that a project management plan includes a—
    1. Description of the change request process
    2. Configuration management plan
    3. Methodology for preventive action to avoid the need for excessive changes
    4. A work authorization system

Answer Sheet

1.

a

b

c

d

2.

a

b

c

d

3.

a

b

c

d

4.

a

b

c

d

5.

a

b

c

d

6.

a

b

c

d

7.

a

b

c

d

8.

a

b

c

d

9.

a

b

c

d

10.

a

b

c

d

11.

a

b

c

d

12.

a

b

c

d

13.

a

b

c

d

14.

a

b

c

d

15.

a

b

c

d

16.

a

b

c

d

17.

a

b

c

d

18.

a

b

c

d

19.

a

b

c

d

20.

a

b

c

d

21.

a

b

c

d

22.

a

b

c

d

23.

a

b

c

d

24.

a

b

c

d

25.

a

b

c

d

26.

a

b

c

d

27.

a

b

c

d

28.

a

b

c

d

29.

a

b

c

d

30.

a

b

c

d

31.

a

b

c

d

32.

a

b

c

d

33.

a

b

c

d

34.

a

b

c

d

35.

a

b

c

d

36.

a

b

c

d

37.

a

b

c

d

38.

a

b

c

d

39.

a

b

c

d

40.

a

b

c

d

Answer Key

  1. d. Business case

    The business case is used to provide the necessary information to determine whether or not a project is worth its investment. It is used to justify the project and typically contains a cost-benefit analysis and a business need. [Initiating]

PMI®, PMBOK® Guide, 2013, 69

  1. a. Reviewing, approving, and controlling changes

    Performing integrated change control consists of coordinating and managing changes across the project. Activities that occur within the context of perform integrated change control include: validate scope, control scope, control schedule, control costs, perform quality assurance, control quality, manage the project team, control communications, control risks, conduct procurements, control procurements, manage stakeholder engagement, and control stakeholder engagement. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 94–95

  1. b. Not mix the types of meetings on your project

    Meetings are a tool and technique used in direct and manage project work. Meetings tend to be one of three types: information exchange; brainstorming, option evaluation, or design; or decision making. A best practice is to not combine the types of meetings and prepare for them with a well-defined agenda, purpose, objective, and time frame. They should be documented using minutes and action items. [Executing]

PMI®, PMBOK® Guide, 2013, 84

  1. a. Project charter

    The project charter documents the business needs, assumptions, constraints, understanding of the customer needs and high-level requirements and what the new product, service, or result is to satisfy. It is the document used to formally authorize the project. [Initiating]

PMI®, PMBOK® Guide, 2013, 71

  1. d. Application area and complexity

    The content of the project management plan is primarily influenced by the application area [in this case drug development] and complexity of the project. The size of the plan is typically commensurate with the size and complexity of the project. [Planning]

PMI®, PMBOK® Guide, 2013, 74

  1. d. Project management plan

    The project management plan must be updated changes to subsidary plans and baselines subject to formal change control processes. Those changes must be communicated to appropriate stakeholders in a timely manner. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 100

  1. b. Project charter

    Although the project charter cannot stop conflicts from arising, it can provide a framework to help resolve them, because it describes the project manager’s authority to apply organizational resources to project activities. [Initiating]

Meredith and Mantel 2012, 228; PMI®, PMBOK® Guide, 2013, 71–72

  1. d. Evaluate the return on capital percent versus the cost of capital percent

    EVA quantifies the value a company provides to its investors and seeks to determine if a company is creating or destroying value to its shareholders. It is calculated by subtracting the expected return, (represented by the capital charge), from the actual return that a company generates, (represented by net operating profit after taxes). [Initiating]

Cohen and Graham 2001, 217

  1. c. Meeting management

    Meeting management is an example of a facilitation technique used in developing the project charter as meetings may be held with key stakeholders and subject matter experts. Other facilitation techniques used to guide preparation of the charter are brainstorming, problem solving, and conflict resolution. [Initiating]

PMI®, PMBOK® Guide, 2013, 71

  1. b. Provide overall management of the project work

    While all of the answers apply to the direct and manage project work process, the key benefit is that it involves providing overall management of the work of the project, encompassing the other answers listed. [Executing]

PMI®, PMBOK® Guide, 2013, 79

  1. b. Guidelines and criteria

    While you are managing a different type of project, the organization has managed projects before and therefore may have as part of its organizational process assets a project management template, which sets forth guidelines and criteria to tailor the organization’s processes to satisfy specific needs of the project. [Planning]

PMI®, PMBOK® Guide, 2013, 75

  1. d. Project statement of work

    The project statement of work is a useful document as it describes the products, services, or results the project is to deliver. It references the business need, product scope description, and the strategic plan. [Initiating and Planning]

PMI®, PMBOK® Guide, 2013, 68, 78

  1. a. Standardized guidelines and work instructions

    Standardized guidelines and work instructions are an organizational process asset to consider as the project management plan is developed. They include guidelines and criteria to tailor the organization’s set of standard processes to satisfy the specific needs of the project. [Planning]

PMI®, PMBOK® Guide, 2013, 75

  1. b. Used to review, evaluate, approve, delay, or reject changes to the project

    The change control board’s powers and responsibilities should be well defined and agreed upon by key stakeholders. On some projects, multiple change control boards may exist with different areas of responsibility. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 96

  1. b. Project management information systems

    The items listed are part of these systems, a tool and technique in both processes. [Executing and Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 84, 92

  1. b Updates

    Change requests may include corrective actions, preventive actions, defect repairs, or updates. Updates are changes to formally controlled project documents or plans to reflect modified or additional content. [Executing]

PMI®, PMBOK® Guide, 2013, 85

  1. a. Procedures that define how project documents may be changed

    A change control system is a collection of formal, documented procedures that define the process used to control change and approve or reject changes to project documents, deliverables, or baselines. It includes the paperwork, tracking systems, and approval levels necessary to authorize changes. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 96

  1. d. Project management plan

    The project management plan describes how the project will be executed and monitored and controlled. While it contains a number of subsidiary plans, it also contains other items including information on key management reviews for contents, their extent, and timing to address open issues and pending decisions. [Planning]

PMI®, PMBOK® Guide, 2013, 77

  1. d. Executing

    Executing is where the majority of the budget is spent because this is the process where all of the resources (people, material, etc.) are applied to the activities and tasks in the project management plan. [Executing]

PMI®, PMBOK® Guide, 2013, 56

  1. a. Project statement of work

    The project statement of work describes in a narrative form the products, services, or results that the project will deliver. It references the product scope description as well as the business needs and the strategic plan. [Initiating]

PMI®, PMBOK® Guide, 2013, 68

  1. c. For successful completion of the current and subsequent project phases

    Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project, indicating that planning and documentation are iterative and ongoing processes. [Planning]

PMI®, PMBOK® Guide, 2013, 45 and 560

  1. d. Ensuring that project scope changes are reflected in changes to product scope

    Integrated change control requires maintaining the integrity of baselines by releasing only approved changes into project products, services, or results. It also ensures that changes to product scope are reflected in the project scope definition. This is done by coordinating changes across the entire project. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 94 and 99–100

  1. b. Does not apply to the product to be created

    A project is completed when its objectives have been achieved or when they are recognized as being unachievable and the project is terminated. In this case, the end will occur when the product is finished. Thus, the concept of temporary applies to the project life cycle—not the product life cycle. [Planning]

PMI®, PMBOK® Guide, 2013, 3–4

  1. d. Review the scope baseline

    In closing the project, it is necessary to ensure that the project work is completed, and the project has met its objectives. Since project scope is measured against the project management plan, the project manager then reviews the scope baseline to ensure completion. [Closing]

PMI®, PMBOK® Guide, 2013, 101

  1. a. Technical

    Scope, time, and cost are examples of project baselines to be part of the project management plan.

PMI®, PMBOK® Guide, 2013, 76

  1. a. Employees who can apply the training effectively

    Most deliverables are tangible, such as buildings or roads, but intangible deliverables also can be provided. Work performance data are collected during direct and manage project work and is passed on to the controlling processes of each process area for further analysis. [Executing]

PMI®, PMBOK® Guide, 2013, 84–85

  1. b. Corrective action

    When you volunteered, you signed a confidentiality statement so you could not disclose what was under way on this activity. Now the Standard has been issued, and to stay in alignment with PMI®’s best practices, you need to issue a change request based on corrective action to realign the performance of the work of your project with your project management plan. [Executing]

PMI®, PMBOK® Guide, 2013, 85

  1. a. During the initiating processes

    When the project manager is selected and assigned to the project during initiation, several of the usual start-up tasks for a project are simplified. In addition, becoming involved with project activities from the beginning helps the project manager to understand where the project fits within the organization in terms of its priority relative to other projects and the ongoing work of the organization. [Initiating]

Meredith and Mantel 2012, 101; PMI®, PMBOK® Guide, 2013, 67

  1. a. Useful information may be lost

    Closure includes collecting project records, ensuring that the records accurately reflect final specifications, analyzing project or phase success and effectiveness, and archiving such information for future use. Each phase of the project should be properly closed while important project information is still available. [Closing]

PMI®, PMBOK® Guide, 2013, 100–101

  1. c. Work performance data

    Work performance data are the raw observations and measurements identified during activities performed to carry out the work of the project. Other examples are the reported percent of work physically completed, quality and technical performance measures, number of defects, actual costs, and actual durations. [Executing]

PMI®, PMBOK® Guide, 2013, 59

  1. a. Overlap and interact throughout the project

    Project management processes and product-oriented management processes must be integrated throughout the project’s life cycle, given their close relationship. In some cases, it is difficult to distinguish between the two. For example, knowing how the project will be created aids in determining the project’s scope. However, the project life cycle is independent from that of the product. [Executing]

PMI®, PMBOK® Guide, 2013, 38–39

  1. d. Documentation that completed deliverables have been accepted

    Documentation that the completed deliverables have been accepted is prepared as an output of validate scope. The close project or phase procedures provides a listing of necessary activities, including: confirmation that the project has met sponsor, customer, and other stakeholder requirements; satisfaction and validation that the completion and exit criteria have been met; the transfer of deliverables to the next phase or to production/operations has been accomplished; and activities to collect, audit, and archive project information and gather lessons learned have been addressed. [Closing]

PMI®, PMBOK® Guide, 2013, 100–103

  1. c. A sponsor

    The project charter should be issued by a project initiator or sponsor who formally authorizes the project and provides the project manager with the authority to apply organizational resources to project activities. The project charter should not be issued by the project manager, although, the project manager can assist in its development. [Initiating]

PMI®, PMBOK® Guide, 2013, 71

  1. c. Prepare a change request

    The change request should detail the nature of the change and its effect on the project. Documentation is critical to provide a record of the change and who approved it, in case differences of opinion arise later. A change request is an output from the direct and manage project work process and an input to the perform integrated change control process. [Executing and Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 85, 97

  1. d. More rework

    The question is an example of an overlapping relationship between phases. It is used to compress the schedule through fast tracking as an example. By overlapping phases more resources may be needed, risks may increase, and more rework may result if a significant phase progresses before accurate information is available from the previous phase. [Executing]

PMI®, PMBOK® Guide, 2013, 42–43

  1. b. Predictive

    If the product to be delivered is well understood, a predictive life cycle or one that is fully plan driven is recommended. The project’s scope, time, and cost to deliver it are determined in the project life cycle as early as possible. [Planning]

PMI®, PMBOK® Guide, 2013, 44–45

  1. c. Conduct an immediate review of the work packages

    A thorough review of the work packages will provide a complete accounting of the physical progress achieved on the project. This is the first step in attempting to improve performance. [Closing]

Cleland and Ireland 2007, 365–375

  1. c. There are misunderstandings regarding what was agreed upon by stakeholders

    Using a formal, documented approach to change management reduces the level of misunderstanding or uncertainty regarding the nature of the change and its impact on cost and schedule. For large projects, change control boards are recommended. [Monitoring and Controlling]

Meredith and Mantel 2012, 500

  1. b. There are new stakeholders.

    As long as the new stakeholders agree with the project’s business case, the work should continue. However, if any of the other events occur, termination should be considered. [Closing]

Cleland and Ireland 2007, 365–375

  1. b. Configuration management plan

    A configuration management plan is part of a project management plan to document how configuration management will be performed on the project.

PMI®, PMBOK® Guide, 2013, 77

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