Which of the following is not a component of integrated project management?

The vast range of project management tools, terms, skills and knowledge that are within its discipline can be intimidating. This is why PMBOK was created — to help unify and standardize the many parts of project management.

What is PMBOK in Project Management?

PMBOK stands for Project Management Body of Knowledge. It is a set of standard terminology and guidelines for project management published and updated by The Project Management Institute (PMI).

Project Management Knowledge Areas

PMI has divided the large field of project management into 10 more digestible parts, which it calls the 10 project management knowledge areas in its A Guide to the Project Management Body of Knowledge (PMBOK).

Project management knowledge areas bring a project to life, but that life can be chaotic and complex, which is why a project manager needs a tool to help manage all these moving parts of a project. ProjectManager is a cloud-based project management software with real-time dashboards and Gantt charts to monitor the project accurately throughout its many phases. See how it can help you manage your projects by taking this free 30-day trial.

Answer C is correct. The product description is one of the three requirements of the project charter, as described by the PMBOK. The other alternatives may appear in some organization's charters, but these vary and are not mandated by PMI. Therefore, answers A, B, and D are incorrect.

Question 2

An organization is starting a PMO. For the initial phase, the PMO director has decided to roll out the use of project charters. As a project manager, why would you be encouraged by this plan?

1. The project charter allows you to establish the business need for the project.

2. The project charter ensures that a preliminary budget and schedule are developed.

3. The project charter authorizes you to use organizational resources to accomplish the objectives of the project.

4. The project charter allows you to get senior management buy-in for your project management approach.

Answer C is correct. Answer A is incorrect because "constraints" limit your options. Answer B is incorrect because it's not the correct process for adjusting project baselines. Answer D is incorrect because, although it's a tempting answer based on real-world experience, it's not the answer PMI is looking for, and it would be more applicable to project controlling.

Q: Sometimes my team members come to me and tell me that the project could have problems later. What do I do with that?

A: For some project managers, it seems natural to dismiss these “negative Nellies” who seem concerned with problems that could go wrong in the future. But working with them instead is one of the best ways you can satisfy your stakeholders.

When someone makes an estimate or prediction of a future condition that could lead to trouble, it’s called a forecast, and that’s very valuable information. You should distribute it along with your work performance data, and try to think of ways to avoid the problem—which is what preventive action is all about.

A big part of your job as a project manager is to figure out how to prevent changes. This might seem a little weird—how can you prevent changes before the project is implemented? One way to do this is to plan as well as possible, because a lot of changes happen because of a lack of planning. But it also means talking to stakeholders throughout the project and keeping an eye out for potential problems. When you take the PMP exam, if you see the phrase “influencing factors that cause change,” this is what it’s referring to.

Q: Who approves changes?

A: Usually there’s a change control board (CCB) that approves changes. That’s a group of people, most often including the stakeholders and sponsor, who look at the benefits of a change and figure out if it’s worth the cost. If there’s a CCB, your change control system will include a procedure that mentions it. But not every company has a CCB, and there is no requirement in the PMBOK® Guide that you have one.

Q: What if there’s a problem outside my project, and I’m not sure it affects me?

A: You should still consider its potential impact when you’re monitoring your project’s work. It’s important that you’re always on the lookout for potential problems. If you’re not sure whether something could impact your project, it’s your responsibility as a project manager to bring it to the attention of your stakeholders. And if you can make a change on your own that doesn’t impact the project constraints (scope, cost, time, quality, risk, or resources), then it’s completely within your rights as a project manager to do it.

Q: Once a change is approved, what do I do with it?

A: You change your Project Management plan to incorporate the change. This can mean that you create a new baseline with the new Project Management plan. For example, say you forgot to add a stakeholder to the change control board, so your project plan now describes the wrong process for making changes. You’ll need to fix that, and you’ll need to go through change control to do it.

Every time a change is reviewed by the change control board, you keep a record of it in your change log. So whether the change was approved or rejected, the change request and the decision the CCB makes about it should be documented.

Q: What about changes that don’t affect the project constraints?

A: If you evaluate the impact of a change and find that it won’t have an impact on the project constraints, then you can make the change without going through change control. Sometimes you need to change resources or move tasks around, and you can make those changes without affecting the bottom line or the end product. In these cases, change control wastes time and resources, rather than helping your project.

Q: Now, what’s a performance baseline again, and what do I do with it?

A: A performance baseline is a snapshot of your project’s scope, schedule, and cost. When you plan out the work you’ll do on a project, you write down all of the activities you’ll need to do and save that understanding as your scope baseline. You’ll do the same with your understanding of the project’s schedule and its cost. That way, you can always compare your actual performance to your plan.

Every time a change is approved, that means the plan has changed. So you have to update your baseline to include the new work (or cost, or schedule).

You always have the authority to make changes to your project if they don’t affect cost, schedule, or scope.

What are the components of integrated project management?

The 7 steps of project integration management.

Create project charter. ... .

Develop project management plan. ... .

Direct and manage project work. ... .

Manage project knowledge. ... .

Monitor and control project work. ... .

Perform integrated change control. ... .

Close out the project..

Which of the following is not a process in the project integration management?

Expert-Verified Answer Identify Project Manager Is Not The Integration Management Process because all the processes are handled by the project managers themselves. Project managers are the main role in planning, enforcing, monitoring, regulating, and closing out the projects.

What are the 3 main components of any project?

The triple constraint theory, also called the Iron Triangle in project management, defines the three elements (and their variations) as follows: Scope, time, budget.

Which of the following are not considered part of the project management plan?

Explanation. The Budget Management Plan is not mentioned in the PMBOK.