1Integration & scope management

• 1.1Fundamentals of projects and the PM

  Covers a project's defining characteristics of temporariness and uniqueness; the trade-offs that arise among the constraints (scope/time/cost/quality/resources/risk); and the role and responsibilities of the project manager (PM), framed as the judgment skill of choosing the optimal balance under a concrete situation.

• 1.2Integration management and change control

  Covers the project charter that authorizes a project's initiation; the project management plan that consolidates the overall execution approach; integrated change control (change request -> impact assessment -> approval), which centrally manages change requests; and configuration management, which maintains the approved baseline—framed as the appropriate decision procedure when a change arises.

• 1.3Scope definition and the WBS

  Covers requirements gathering, which elicits requirements from stakeholders; the scope statement, which puts the boundary of the deliverables into writing; the WBS (work breakdown structure), which decomposes work hierarchically, and its smallest unit, the work package; and the 100% rule a WBS must satisfy—framed as the judgment skill of preventing ambiguity and gaps in requirements.

• 1.4Scope validation and change management

  Covers scope validation (acceptance), in which the customer confirms whether the deliverables satisfy the requirements, and the judgment of detecting the signs of scope creep—an undisciplined expansion of scope—early and pulling the project back into a controlled process.