PMP Certification: Project Integration Management Terms (based on PMBOK® Guide, 6th Edition)


Project Integration Management Terms

by Project Management Process Group

1. Develop Project Charter


  • Assumption. A factor that is considered to be true, real or certain without proof or demonstration.
  • Benefits Management Plan. A document that describes the activities necessary for achieving the benefits of a project and when these planned benefits will be delivered. It also outlines metrics and procedures to measure progress against benefits.
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Project Integration Management Terms

by Project Management Process Group

1. Develop Project Charter


  • Assumption. A factor that is considered to be true, real or certain without proof or demonstration.
  • Benefits Management Plan. A document that describes the activities necessary for achieving the benefits of a project and when these planned benefits will be delivered. It also outlines metrics and procedures to measure progress against benefits.
  • Business Case. A document that examines business need and cost-benefits analysis of a project to justify the approval of the project and to set its boundaries.
  • Constraint. A factor that limits the project team’s options to complete the project and to produce the required deliverables.
  • Depreciation. It accounts for the fact that assets lose value over time.
  • Law of Diminishing Returns. Productivity and resources are not linked in a 1:1 relationship; at some point adding resources does not yield a corresponding increase in productivity.
  • Opportunity Cost. The economic and financial benefit lost by selecting another project.
  • Sunk Cost. A cost that has already been incurred on the project and cannot be recovered if the project was to stop.
  • Working Capital. The funds available for use by an organization.

2. Develop Project Management Plan


  • Project Management Plan. The formal document that coordinates all project planning documents guiding project execution and control.

3. Direct and Manage Project Work

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  • Change Requests. Most of the change requests resulting from Project Quality Assurance would be procedural changes.
  • Issue Log. A document that lists and describes any open item that needs to be addressed and its status.
  • Kickoff Meeting. The first meeting held with project team and customer before project execution activities start.
  • Lessons Learned. The knowledge gained from the process of performing the project.
  • Milestone List. A list of significant points or events in the project.
  • Project Documents. Documents not part of the project management plan used to manage the project – e.g., project charter, contracts, agreements, statements of work, work performance reports, risk and issue logs, and so on.
  • Requirements Traceability Matrix. A grid that links product requirements from their origins to the final product or service of the project.
  • Risk Register. The documented list of all identified risks on the project and their characteristics.
  • Stakeholder. Any individual, group, or organization involved in or affected by project activities, such as project manager, sponsor, and customer.

4. Manage Project Knowledge


  • Deliverable. Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project.
  • Lessons Learned. The knowledge gained from the process of performing the project.
  • Lessons Learned Register. The documented explicit knowledge in which the skills, experience, and expertise of the project team and other stakeholders are codified for reusing existing knowledge and creating new knowledge to improve the performance of the project. A project manager finalizes the lessons learned register at the end of a project life cycle, to include final information on phase or project closure.
  • Lessons Learned Repository. The organizational process asset where the finalized version of the lessons learned register is transferred when closing a project, for use by future projects.
  • Resource Breakdown Structure. A breakdown of the resources required to complete the project, by category and type.
  • Stakeholder Register. A prioritized list of all of the project’s stakeholders and the pertinent information about them, such as their interest in the project, the power they have to influence the project, their expectations, and how their expectations will be managed.

5. Monitor and Control Project Work


  • Baseline. The originally approved project management plan plus all approved changes.
  • Basis of Estimates. The backup information to support how the estimates were developed.
  • Corrective Action. An intentional change made to bring the expected future performance of the project in line with the plan.
  • Defect Repair. An intentional action to modify a defective product or product component.
  • Defect. An imperfection or deficiency in a project’s product, service, or result that does not meet its documented scope and requires rework.
  • Deliverable. Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project.
  • Lessons Learned. The knowledge gained from the process of performing the project.
  • Percent Complete. An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component.
  • Preventive Action. An intentional action ensuring that the future project performance does not deviate from the project management plan.

6. Perform Integrated Change Control


  • Change Control Board (CCB). A small group of stakeholders who will make decisions regarding the disposition and treatment of changing requirements.
  • Change Control System. A formal process for evaluating and managing requested changes to the project.
  • Configuration Management. A process for identifying and controlling the functional and physical elements of products and their support documentation.
  • Earned Value Management. A management methodology for integrating scope, schedule, and resources and for objectively measuring project performance and progress.
  • Performance Measurement Baseline. The documented scope, schedule, and cost baselines in the project management plan.

7. Close Project or Phase


  • Configuration Identification. Identifying uniquely all items within the product configuration.
  • Configuration Status Accounting. Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
  • Configuration Verification and Auditing. Establishing that the performance and functional requirements defined in the configuration documentation have been met.

Click here for a detailed analysis of each project management process group and knowledge area.

SOURCES: Project Management Institute (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th ed. Newtown Square: Project Management Institute.

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