Chapter 4

1.Describe project integration management in your own words. How does project integrati
on management relate to the project life cycle, stakeholders, and the other project manag
ement knowledge areas?

Project integration management means tying together all of the other aspects involved in a
project to make it a success. Integration management relates to the project life cycle in that
it is done in all of the project life cycle phases. As the project progresses, integration manag
ement becomes more focused. Integration management relates to stakeholders because it r
equires the project manager to know all of the project stakeholders, to know their interests
and concerns about the project, and to manage relationships with them. Integration manag
ement pulls together information from all of the other knowledge areas.

2. Briefly describe the strategic planning process, including a SWOT analysis. Which project
selection method(s) do you think organizations use most often for justifying information t
echnology projects?

A SWOT analysis involves identifying and evaluating an organization’s strengths, weaknesses

, opportunities, and threats. After identifying strategic goals, the next step in the planning pr
ocess for selecting information technology projects is to perform a business area analysis. Th is
analysis outlines business processes that are central to achieving strategic goals and helps
determine which ones could most benefit from information technology. Then, the next step i s to
start defining potential information technology projects, their scope, benefits, and const raints.
The last step in the planning process for selecting information technology projects is c hoosing
which projects to do and assigning resources for working on them. Answers will vary on the
second part of the question. All of the project section methods are used.

3. Summarize key work involved in each of the six processes for project integration manag
ement.
Project integration management includes the following processes:

• Developing the project charter involves working with stakeholders to create the doc
ument that formally authorizes a project. Project charters can have different format
s, but they should include basic project information and signatures of key stakeholde
rs.
• Developing the project management plan involves coordinating all planning efforts
to create a consistent, coherent document-the project management plan. The main
purpose of project plans is to facilitate actin.
• Directing and managing project execution involves carrying out the project plans by
performing the activities included in it. Project plan execution should require the
ma jority of a project's budget.
• Monitoring and controlling project work is needed to meet the performance
objectives of the project. The project team should continuously monitor project
performance to assess the overall health of the project.
• Monitoring and controlling project work is needed to meet the performance
objectives of the project. The project team should continuously monitor project
performance to assess the overall health of the project.
 • Performing integrated change control involves coordinating changes that affect the
project's deliverables and organizational process assets. A change control system
oft en includes a change control board (CCB), configuration management, and a
process for communicating changes.
• Closing the project or phase involves finalizing all project or phase activities. It is imp
ortant to follow good procedures to ensure that all project activities are completed
a nd that the project sponsor accepts delivery of the final products, services, or
results of the project.

4. Discuss the importance of following a wellintegrated change control process on informa

tion technology projects. What do you think of the suggestions made in this chapter? Thin
k of three additional suggestions for integrated change control on information technology
projects.

Answers will vary. One answer might be that it is important to follow a good integrated cha
nge control process on information technology projects to avoid scope creep, incompatibility
problems, and to make effective use of resources and new technologies. Additional suggest
ions for managing integrated change control might include locating key project stakeholders,
assigning users to project teams, and providing team-based incentives for effectively
managing project changes.
Assignment Name: Schwalbe, Information Technology Project Management 6e, Chapter 4

Project ________ management involves coordinating all of the other project management knowledge areas throughout a project's life cycle.
a. quality

b. integration
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c. scope

d. time

Which of the following primary processes of integration management involves identifying, evaluating, and managing changes throughout the project life cycle?
a. Directing and managing project execution.

b. Developing the project management plan.

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c. Performing integrated change control.

d. Monitoring and controlling the project work.

Which of the following primary processes of integration management involves carrying out the project management plan by performing the activities included in it?
a. Directing and managing project execution.

b. Developing the preliminary project scope statement.

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c. Performing integrated change control.

d. Monitoring and controlling the project work.

Which of the following primary processes of integration management involves overseeing activities to meet the performance objectives of the project?
a. Directing and managing project execution.

b. Monitoring and controlling the project work.

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c. Performing integrated change control.

d. Developing the preliminary project scope statement.

________ management involves identifying and managing the points of interaction between various elements of the project.
a. Integration

b. Interface
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c. Configuration

d. Scope

6 Which of the following involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in
the business environment, predicting future trends, and projecting the need for new products and services?
a. project integration management

b. configuration management
 c. strategic planning

d. project planning

After identifying strategic goals, the next step in the planning process for selecting information technology projects is to perform a ________.
a. SWOT analysis

b. net present value analysis

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c. stakeholder analysis

d. business area analysis

One method for selecting projects based on broad organizational needs is to determine whether they first meet three important criteria: need, ________, and will.
a. funding

b. quality
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c. cost

d. schedule

It is often easier to get approval and funding for projects that address ________ because the organization must respond to these categories of projects to avoid hurting
their business.
a. opportunities or directives

b. problems or directives
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c. problems or opportunities

d. problems, opportunities and directives

An organization should consider only projects with a positive ________ if financial value is a key criterion for project selection.
a. cost of capital

b. payback analysis
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c. cash flow

d. net present value

Which of the following describes benefits minus costs or income minus expenses?
a. payback analysis

b. cash flow
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c. net present value

d. cost of capital

12 Which of the following is also called the capitalization rate or opportunity cost of capital?

a. net present value

 b. discount rate

c. cash flow

d. discount factor

In net present value (NPV) analysis, the ________ is a multiplier for each year based on the discount rate and year.
a. cost of capital

b. discount rate
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c. cash flow

d. discount factor

________ is the result of subtracting the project costs from the benefits and then dividing by the costs.
a. Internal rate of return (IRR)

b. Net present value (NPV)

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c. Return on investment (ROI)

d. Required rate of return

You can determine a project's ________ by finding what discount rate results in an NPV of zero for the project.
a. net present value (NPV)

b. return on investment (ROI)

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c. required rate of return

d. internal rate of return (IRR)

A ________ is a tool that provides a systematic process for selecting projects based on many criteria. These criteria can include factors such as meeting broad
organizational need or addressing problems, opportunities, or directives.
a. change control board (CCB)

b. weighted scoring model

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c. discount rate

d. balanced scorecard

A(n) ________ is a methodology that converts an organization's value drivers, such as customer service, innovation, operational efficiency, and financial performance,
to a series of defined metrics.
a. weighted scoring model

b. balanced scorecard
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c. internal rate of return (IRR)

d. change control board (CCB)

 After top management decides on which projects to pursue, it needs to create and distribute documentation to authorize project initiation. This documentation can take
many forms, but one common form is the ________.
a. project charter

b. project management plan

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c. team contract

d. scope statement

A ________ consists of an approved project management plan plus approved changes.

a. project charter

b. scope statement
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c. baseline

d. weighted scoring model

________ involves identifying, evaluating, and managing changes throughout the project life cycle.
a. A change control system

b. Configuration management
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c. A change control board (CCB)

d. Integrated change control