Integration at Universidad Del Zulia | Flashcards & Summaries

Lernmaterialien für Integration an der Universidad del Zulia

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4.2 Develop Project Management Plan

key benefit

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the production of the Project Management Plan (PMP).
The PMP contains:
• 10 Subsidiary management plans
• 3 Baselines
• 6 Additional components
PMP defines the basis of all project work and how the work will be performed.

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Project Integration Management is specific to...

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the Project Manager

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Develop Project management Plan

Tools & tech: Meetings

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• To decide the project approach, execution, monitoring, and control Facilitation
• Kickoff meeting – at end of planning and start of execution, in each phase (for small projects this can occur after initiation and at start of planning)
• Communicate project objectives, roles, and responsibilities, and gain team commitment 

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Considerations for agile/adaptive environments in Project Integration

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• Detailed product planning and delivery can be given to the team, while PM handles integration
• Collaborative decision making & ensuring the team's ability to respond to changes

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Develop Project Charter

Output: Project charter

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Issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

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Develop Project Charter

What? When? Key benefits

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TESTE DEIN WISSEN

Develop Project Charter

What ?
• 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.
When ?
• This process is performed once or at predefined points in the project.
Key Benefits
• Provides a direct link between the project and the strategic
objectives of the organization
• Creates a formal record of the project
• Shows the organizational commitment to the project

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Develop Project Charter

Outputs: Assumption log

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- High-level strategic and operational assumptions identified in business case before the project is initiated will flow into the Project Charter
- Low-level assumptions are generated throughout the project such as specifications, estimates, schedules, risks, etc


This log is used to record all assumptions and constraints throughout the project life cycle

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Planning Process Group

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4.2 Develop Project Management Plan

5.1 Plan Scope Management

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Durations

6.5 Develop Schedule

7.1 Plan Cost Management

7.2 Estimate Cost

7.3 Determinate Budget

8.1 Plan Quality Management

9.1 Plan Resources Management

9.2 Estimate Activity Resources

10.1 Plan Communications 

11.1 Plan Risk management

11.2 Identify Risk

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses

12.1 

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Develop Project Charter

Tool & tech: Expert judgment

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• Organizational strategy
• Benefit management
• Technical knowledge of the project
• Duration and budget estimations
• Risk identification

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Develop Project Charter

Inputs: Organizational Process Assets

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Processes, Policies and procedures
• Guidelines
• Life cycle
• Change control procedures

Organizational Knowledge Repositories
• Configuration knowledge repository
• Historical information
• Lessons learned
• Project files

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Develop Project Charter

Tools & techniques

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1. Expert judgment

2. Data gathering

    Brainstorming

    Focus groups

    Interviews

3. Interpersonal and team skills

    Conflict management

    Facilitation

    Meeting management

4. Meetings

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Trends & emerging practices in Project Integration



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• Use of automated tools & visual management tools

• Project knowledge management

• Additional responsibilities of PM

• Hybrid methodologies

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Q:

4.2 Develop Project Management Plan

key benefit

A:

the production of the Project Management Plan (PMP).
The PMP contains:
• 10 Subsidiary management plans
• 3 Baselines
• 6 Additional components
PMP defines the basis of all project work and how the work will be performed.

Q:

Project Integration Management is specific to...

A:

the Project Manager

Q:

Develop Project management Plan

Tools & tech: Meetings

A:

• To decide the project approach, execution, monitoring, and control Facilitation
• Kickoff meeting – at end of planning and start of execution, in each phase (for small projects this can occur after initiation and at start of planning)
• Communicate project objectives, roles, and responsibilities, and gain team commitment 

Q:

Considerations for agile/adaptive environments in Project Integration

A:

• Detailed product planning and delivery can be given to the team, while PM handles integration
• Collaborative decision making & ensuring the team's ability to respond to changes

Q:

Develop Project Charter

Output: Project charter

A:

Issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

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Q:

Develop Project Charter

What? When? Key benefits

A:

Develop Project Charter

What ?
• 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.
When ?
• This process is performed once or at predefined points in the project.
Key Benefits
• Provides a direct link between the project and the strategic
objectives of the organization
• Creates a formal record of the project
• Shows the organizational commitment to the project

Q:

Develop Project Charter

Outputs: Assumption log

A:

- High-level strategic and operational assumptions identified in business case before the project is initiated will flow into the Project Charter
- Low-level assumptions are generated throughout the project such as specifications, estimates, schedules, risks, etc


This log is used to record all assumptions and constraints throughout the project life cycle

Q:

Planning Process Group

A:

4.2 Develop Project Management Plan

5.1 Plan Scope Management

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Durations

6.5 Develop Schedule

7.1 Plan Cost Management

7.2 Estimate Cost

7.3 Determinate Budget

8.1 Plan Quality Management

9.1 Plan Resources Management

9.2 Estimate Activity Resources

10.1 Plan Communications 

11.1 Plan Risk management

11.2 Identify Risk

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses

12.1 

Q:

Develop Project Charter

Tool & tech: Expert judgment

A:

• Organizational strategy
• Benefit management
• Technical knowledge of the project
• Duration and budget estimations
• Risk identification

Q:

Develop Project Charter

Inputs: Organizational Process Assets

A:

Processes, Policies and procedures
• Guidelines
• Life cycle
• Change control procedures

Organizational Knowledge Repositories
• Configuration knowledge repository
• Historical information
• Lessons learned
• Project files

Q:

Develop Project Charter

Tools & techniques

A:

1. Expert judgment

2. Data gathering

    Brainstorming

    Focus groups

    Interviews

3. Interpersonal and team skills

    Conflict management

    Facilitation

    Meeting management

4. Meetings

Q:

Trends & emerging practices in Project Integration



A:

• Use of automated tools & visual management tools

• Project knowledge management

• Additional responsibilities of PM

• Hybrid methodologies

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