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MindMap Gallery PMBOK PMP Project Management Chapter 1-3 Mind Map

PMBOK PMP Project Management Chapter 1-3 Mind Map

This is a mind map about project management, including the introduction, project operating environment, project manager role, etc. Friends who want to learn about project management can collect it.

Edited at 2021-06-12 16:08:54

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PMBOK PMP Project Management Chapter 1-3 Mind Map

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Outline

PMBOK PMP Project Management Chapter 1-3

Chapter 1 Introduction

PMBOK Guide

A "guideline" rather than a specific methodology

Only for a single project, not for program sets or project portfolios

Universally recognized (adapts to most projects most of the time)

Good practices (can increase the likelihood of success for many projects)

Tailoring (determining the right combination of processes, inputs, tools, counts, outputs, and life cycles)

The most important values defined by the project management industry

responsibility

respect

just

honest

what is project

Project - temporary work undertaken to create a unique product, service or result

develop new drugs

Designing a new truck

build a building

Merge two companies

Company system reform

renovate a house

unique

uniqueness of project

To a certain extent, the products or services created by the project are significantly different from other products and services in some aspects (uniqueness brings uncertainty and risk)

Projects are undertaken to achieve goals through deliverables

Any unique and verifiable products, results or service capabilities that must be produced when a certain process, stage or project goal is completed.

tangible

invisible

There may be duplication of elements in certain project deliverables and activities, but such duplication does not change the essentially unique nature of the project

Temporary

Projects have clear start and end points

Temporary does not necessarily mean the project is short in duration

Sky Eye Project

Three Gorges Dam

Although a project is a temporary effort, its deliverables may survive the project's termination. (Project temporary results are long-lasting)

Several situations of project termination

Achieve project goals (done)

Will not or cannot achieve the goal (can’t finish it)

Lack of project funds or no funds to allocate (no money to do it)

Project requirements no longer exist (customer requirements terminate, organization management requires termination, strategic priorities change) (no need to do this)

Unable to obtain the required human or material resources (no resources available)

Legal or convenient reasons (not allowed to be done) --- If the following circumstances arise when Party A’s customers raise the objection when signing the contract, Party A can terminate the project without it being considered a breach of contract.

Generally, the resources that have been invested need to be calculated in money.

If we can’t continue, we need to finish the project.

Project driven change

From a business perspective, projects are designed to move an organization from one state (current state) to another (future state) to achieve specific goals.

Projects create business value

The commercial value of the project - refers to the benefits that the results of a specific project can bring to relevant parties. Project benefits can be tangible, intangible, or both.

tangible benefits

■ Monetary assets;

■Shareholders’ equity;

■Public utilities;

■Fixed facilities;

■Tools;

■Market share.

intangible benefits

■Goodwill;

■Brand awareness;

■Public interest;

■Trademark;

■Strategic consistency;

■Reputation.

What is project management

Project management - is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

Projects are the main way for organizations to create value and benefits

To remain competitive in the global economy, companies increasingly utilize project management to continuously create business value.

Effective and efficient project management should be considered a strategic capability of the organization

Effective project management helps individuals, groups, and public and private organizations:

◆Management constraints (such as scope, quality, schedule, cost, resources);

◆Balance the impact of constraints on the project (for example, scope expansion may increase costs or extend schedule);

Achieve business goals;

◆Meet the expectations of relevant parties;

◆ Improve predictability;

◆Increase the probability of success;

◆Deliver the right product at the right time;

◆Resolve problems and disputes;

◆ Respond to risks in a timely manner;

◆Optimize the use of organizational resources;

◆Identify, rescue or terminate failed projects;

◆Manage change in a better way.

Programs and portfolios

Program ------ is a group of "projects, sub-programs and program activities" that are interrelated and coordinated and managed in order to obtain benefits that cannot be obtained by separate management (the effect of 1 1>2)

Achieve better results mainly through unified management of interrelated projects

The key point is that the management, methods and methods must be correct

Portfolio - refers to the "projects, programs, sub-portfolios and operations" that are managed together to achieve strategic objectives. They are not necessarily dependent on or related to each other.

Mainly focus on resource allocation, strategic prioritization, etc.

The key is to choose correctly

additional

what is operations

Operations - a continuous work that produces repeatable results

Projects often come from operations and serve operations

Projects and operations intersect at different points in the product life cycle, such as:

◆When developing new products, upgrading products or increasing production;

◆When improving operations or product development processes;

◆At the end of the product life cycle;

◆　At every closing stage.

At each intersection, deliverables and knowledge are transferred between projects and operations to complete the work handoff. In this process, project resources or knowledge are transferred to operations, or operational resources are transferred to the project.

When conti has new products, the equipment supplier will make new equipment for them

The difference between projects and operations

What is Organizational Project Management OPM

OPM - a framework that integrates portfolio, program and project management with organizational drivers to achieve strategic goals

OPM is designed to ensure that organizations undertake the right projects and allocate key resources appropriately.

Key Elements of Project Management

project life cycle

Project life cycle - refers to the series of stages that a project goes through from initiation to completion. The relationship between these phases can occur sequentially, iteratively, or overlapping.

The project life cycle can be

Predictive

◆Predictive life cycle, determining project scope, time and cost in the early stages of the life cycle. Any scope changes must be carefully managed. The predictive life cycle is also called the waterfall life cycle.

adaptive

◆The adaptive life cycle is agile, iterative or incremental. The detailed scope is defined and approved before the iteration begins. The adaptive life cycle is also known as agile or change-driven life cycle. See Appendix X3.

Common project life cycle

Start project

Organization and preparation

Execute project work

End project

All projects present this common life cycle

Common project life cycle knowledge points

Development life cycle

There are usually one or more phases within a project life cycle related to the development of a product, service, or outcome. These phases are called the development life cycle.

The development life cycle can be

Scope, time and cost are determined early in the life cycle

Execute as planned and deliver once

Be applicable

Fully understand the product

Have a solid industry foundation

◆ In an iterative life cycle, the project scope is usually determined early in the project life cycle, but the time and cost estimates will be revised regularly as the project team's understanding of the product continues to deepen. An iterative approach develops a product through a series of repetitive cyclical activities, while an incremental approach progressively increases the functionality of the product.

blurred to clear

◆The incremental life cycle is a series of iterations that gradually increase product functionality within a predetermined time interval to produce deliverables. Only after the last iteration has the deliverable achieved the necessary and sufficient capabilities can it be considered complete.

part to whole

gradual increase

The detailed scope is defined and approved before the iteration begins.

Small increments, quick iterations, delivering the most value every time

Frequent delivery and continuous involvement of relevant parties

Be applicable:

Need to respond to a rapidly changing environment

Requirements and scope are difficult to determine in advance

◆Hybrid life cycle is a combination of predictive life cycle and adaptive life cycle. Project elements that are fully understood or have defined needs follow the predictive development life cycle, while elements that are still under development follow the adaptive development life cycle.

Product Lifecycle

Product life cycle------a series of stages in the evolution of a product from conception, delivery, growth, maturity, and decline.

A typical product life cycle is generally divided into four stages

investment period

growth period

mature stage

Recession

Stage of project

A project phase is a collection of logically related project activities that usually ends with the completion of one or more deliverables.

Different project stages are different, but the life cycle of each project can be summarized as a "universal life cycle"

One of the key components of the project phase is the phase review

The attributes of a stage are measurable and unique. Attributes include

◆ Name (e.g. Phase A, Phase B, Phase 1, Phase 2, Proposal Phase);

◆Quantity (for example, three phases of the project, five phases of the project);

◆ Duration (such as one week, one month, one quarter);

◆ Resource requirements (such as manpower, buildings, equipment);

◆The entry criteria for the project to enter a certain stage (for example, specific approval documents have been obtained, specific documents have been completed);

Only after machining is completed can the assembly stage be entered.

◆ Exit criteria for project completion at a certain stage (such as approved documents, completed documents, deliverables achieved).

How to divide project phases

According to the natural characteristics of the project

According to the convenience of management

Based on decision points (e.g. funding decisions, continue/terminate projects, milestone reviews)

Matrix organization based on departments

Based on organizational industry best practices

project gateway

review

◆ Project business case (see Section 1.2.6.1);

◆Project charter (see Section 4.1);

◆ Project management plan (see Section 4.2);

◆Effectiveness management plan (see Section 1.2.6.2).

decision making

◆ Enter the next stage;

◆ Enter the next stage after rectification;

◆End the project;

◆Stay at the current stage;

◆ Repeat a stage or an element.

In different organizations, industries, or job types, stage gates may be called stage reviews, stage gates, critical decision points, and stage entrances or stage exits.

time as node

project management process

Project management process - is a series of interrelated actions and activities performed to complete a predetermined product, result or service

Each process has its own inputs, tools and techniques, and outputs

The 49 sub-processes are divided into 5 major process groups and can also be divided into ten major knowledge areas. Each sub-process has ITTO input, tools and techniques, and output.

5 major process groups

start up

planning

implement

monitor

ending

10 major areas of knowledge

Project management areas defined by required knowledge content

Top ten areas of knowledge

◆Project integration management includes the processes and activities carried out to identify, define, combine, unify and coordinate the various processes and activities of each project management process group.

◆Project scope management includes the various processes to ensure that the project does and only does all the work required to successfully complete the project.

◆Project progress management includes various processes required to manage projects to be completed on time.

◆Project cost management includes the various processes of planning, estimating, budgeting, financing, financing, management and control of costs in order to complete the project within the approved budget.

◆Project quality management includes the various processes that apply the organization's quality policies to plan, manage, and control project and product quality requirements to meet the expectations of relevant parties.

◆Project resource management includes the various processes of identifying, obtaining and managing the resources required to successfully complete the project.

◆Project communication management includes various processes required to ensure timely and appropriate planning, collection, generation, release, storage, retrieval, management, control, supervision and final disposal of project information.

◆Project risk management includes the various processes of planning risk management, identifying risks, conducting risk analysis, planning risk responses, implementing risk responses and monitoring risks.

◆Project procurement management includes the various processes of purchasing or obtaining required products, services or results from outside the project team.

◆Project stakeholder management includes various processes for carrying out the following tasks: identifying people, teams or organizations that affect or are affected by the project, analyzing the expectations and impact of stakeholders on the project, and formulating appropriate management strategies to effectively mobilize stakeholder participation in the project Decision making and execution.

Project process groups and knowledge areas

Project management data and information

◆ Job performance data. During the execution of the project work, the raw observations and measurements collected from each activity being performed. Examples include work completion percentage, quality and technical performance measurements, start and end dates of schedule activities, number of change requests, number of defects, actual cost and actual duration, etc. Project data are typically recorded in the Project Management Information System (PMIS) (see Section 4.3.2.2) and project documents.

◆　Job performance information. Performance data collected from each control process and integrated and analyzed based on relevant context and cross-domain relationships. Examples of performance information include the status of deliverables, status of implementation of change requests, and forecasted estimates to completion.

◆ Work performance report. A physical or electronic project document that compiles work performance information for the purpose of making decisions, asking questions, taking action, or raising concerns. Examples include status reports, memos, case reports, information notes, electronic dashboards, recommendations and status updates.

Project data, information and reporting flows

Project management business documents

Project business case

----Refers to the documented economic feasibility study report, which is used to demonstrate the effectiveness of the benefits of the selected solution that lacks sufficient definition, and is the basis for initiating subsequent project management activities.

The business case sets out the objectives and rationale for starting the project. It helps measure the success of the project against the project objectives at the end of the project.

The business case may include (but is not limited to) documenting the following:

◆Business needs:

■ Identify motivations that drive action;

■ Situation note, which records the business problem or opportunity to be addressed, including the value that can be created for the organization;

■ Identify affected parties;

■ Determine the scope.

◆ Situation analysis:

■Determine organizational strategy, goals and objectives;

■ Determine root causes of problems or triggers of opportunities;

■ Analyze the gap between the capabilities required by the project and the organization’s existing capabilities;

■ Identify known risks;

■Identify key factors for success;

■Identify decision criteria that might be used to evaluate various courses of action. The criteria used for situation analysis can be divided into:

〇Required. Principles that must be followed to deal with a problem or opportunity.

〇 Expectation. Principles you wish to practice to address problems or opportunities.

〇 Optional. Non-essential guidelines. How well this principle is practiced can be a factor that differentiates between alternative courses of action.

■ Establish options for dealing with business problems or opportunities. Alternatives refer to alternative courses of action that an organization may take. Alternatives may also be called business scenarios. For example, a business case can provide the following three options:

〇 No action is taken. Also known as the "business as usual" scenario. Choosing this option will result in the project not being authorized.

〇Use minimal effort to deal with problems or opportunities. Minimal effort may refer to identifying a set of established guidelines that are critical to dealing with a problem or opportunity.

〇 Use more than the minimum effort to deal with a problem or opportunity. This option may satisfy the de minimis criteria as well as some or all of the other documented criteria. A business case may offer several of the above options.

◆Recommendation:

■A description of the recommended solution;

■The contents of the instruction manual may include (but are not limited to):

〇 Analysis results of potential solutions;

〇 Constraints, assumptions, risks and dependencies of potential solutions;

〇 Success criteria (see section 1.2.6.4).

■An implementation method, which may include (but is not limited to):

〇Milestone;

〇Dependency;

〇Roles and responsibilities.

◆Evaluation:

■ A description of how the benefits delivered by the project will be measured. This should describe arrangements for ongoing operations after project implementation is completed.

six beats

Project Benefit Management Plan

Project benefit management plan---describes how and when the project will achieve benefits, and the benefit measurement mechanism that should be developed.

Project benefits are the results of actions, behaviors, products, services or results that create value for the sponsoring organization and the project's intended beneficiaries.

Target benefits should be determined early in the project life cycle and a benefit management plan should be developed accordingly. May include (but are not limited to) recording the following:

◆ Target benefits (such as the tangible and intangible values expected to be created through project implementation; financial value is reflected in net present value);

◆Strategic alignment (such as the degree to which project benefits are consistent with the organization’s business strategy);

◆The time limit for realizing benefits (such as stage benefits, short-term benefits, long-term benefits and continuous benefits);

◆Benefits owner (e.g. the person responsible for monitoring, recording and reporting on the benefits achieved throughout the timeframe defined in the plan);

◆Measurement indicators (such as direct and indirect measurements used to show realized benefits);

◆ Assumptions (such as factors that are expected to exist or are obvious);

◆ Risk (such as the risk of realizing benefits).

Project success criteria

focus

Features of the project

unique

Temporary

progressive detailing

Facilitate organizational change

commercial value

The difference between portfolio and program

Project life cycle, phases, development life cycle meaning

Predictive, iterative, incremental, adaptive (agile), hybrid

The difference between life cycle stages and management processes

Differential connections between work performance data, work performance information, and work performance reports

The role of business case

There are many success criteria for a project. To measure the specific criteria, a consensus must be reached with relevant parties.

Chapter 2 Project Operating Environment

Enterprise Environmental Factors (EEFs) (uncontrollable but subject to compliance)

Various conditions beyond the control of the project team that will affect, restrict or direct the project. These factors may increase or limit project management flexibility and may have a positive or negative impact on project outcomes.

internal

◆　Organizational culture, structure and governance. For example, vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics and codes of conduct.

◆　Geographical distribution of facilities and resources. For example, factory locations, virtual teams, shared systems, and cloud computing.

◆Infrastructure. For example, the availability and functionality of existing facilities, equipment, organizational communication channels, and information technology hardware.

◆Information technology software. For example, scheduling software tools, configuration management systems, web interfaces into other online automation systems, and work authorization systems.

◆　Resource availability. For example, contractual and procurement constraints, approved suppliers and subcontractors, and partnership agreements.

◆Employee capabilities. For example, the expertise, skills, competencies and specific knowledge of existing human resources.

external

◆Market conditions. For example, competitors, market share, brand recognition and trademarks.

◆Social and cultural influences and issues. For example, political climate, behavioral norms, morals and concepts.

◆Legal restrictions. For example, national or local laws and regulations relating to security, data protection, business conduct, employment and procurement.

◆　Business database. For example, benchmarking results, standardized cost estimation data, industry risk research information and risk databases.

◆Academic research. For example, industry research, publications and benchmarking results.

◆Government or industry standards. For example, regulatory agency regulations and standards related to products, production, environment, quality and workmanship.

◆Financial considerations. For example, currency exchange rates, interest rates, inflation rates, tariffs and geographic location.

◆Physical environment elements. For example, work environment, weather, and constraints.

Organizational process assets (for reference and updatable)

The plans, processes, policies, procedures, and knowledge base that are unique to and used by the executing organization affect the management of specific projects. Because organizational process assets exist within the organization, project team members can make necessary updates and additions to the organizational process assets throughout the project.

◆Processes, policies and procedures;

◆Initiation and planning

■ Guidelines and standards for tailoring an organization’s standard processes and procedures to meet the specific requirements of a project;

■ Specific organizational standards, such as policies (such as human resources policy, health and safety policy, security and confidentiality policy, quality policy, procurement policy and environmental policy);

■ Product and project life cycles, as well as methods and procedures (e.g. project management methods, evaluation metrics, process audits, improvement objectives, checklists, standardized process definitions used within the organization);

■ Templates (such as project management plan, project documents, project register, reporting formats, contract templates, risk classifications, risk description templates, probability and impact definitions, probability and impact matrix, and stakeholder register templates);

■ Pre-approved supplier lists and various contract agreement types (such as lump sum, cost reimbursement, and work and materials contracts).

◆ Execution and monitoring:

■ Change control procedures, including the steps to be followed to modify organizational standards, policies, plans and procedures (or any project documents), and how changes are approved and confirmed;

■ Tracking matrix;

■ Financial control procedures (such as periodic reporting, required review of fees and payments, accounting coding and standard contract clauses, etc.);

■Problem and defect management procedures (such as defining problem and defect control, identifying and resolving problems and defects, and tracking action plans);

■ Availability control and allocation management of resources;

■ Organizational communication requirements (such as available communication technologies, permitted communication media, record-keeping policies, video conferencing, collaboration tools, and security requirements);

■ Procedures for prioritizing work, approving work, and issuing work authorization;

■ Templates (e.g. risk register, issue log and change log);

■ Standardized guidelines, work instructions, proposal evaluation criteria and performance measurement criteria;

■Procedures for verification and validation of products, services or results.

◆Finding:

■Project closure guidelines or requirements (such as end-of-project audits, project evaluations, acceptance of deliverables, contract closure, resource allocation, and knowledge transfer to production and/or operations).

◆ Organize knowledge base.

◆Configuration management knowledge base, including software and hardware component versions and a baseline of all implementing organization standards, policies, procedures and any project documents;

◆Financial database, including information on labor hours, actual costs, budgets and cost overruns;

◆Knowledge base of historical information and lessons learned (such as project records and documents, complete project closing information and documents, information about the results of previous project selection decisions and past project performance, and information obtained from risk management activities);

◆Problem and defect management database, including problem and defect status, control information, solutions and results of related actions;

◆Measurement indicator database, used to collect and provide measurement data of processes and products;

◆Project files of past projects (such as scope, cost, schedule and performance measurement baselines, project calendar, project schedule network diagram, risk register, risk report and stakeholder register).

organizational structure

Functional

Part-time project manager

Amount of power: "little or none"

Clear career paths and weak lateral connections

Project type

Full-time project manager

Amount of power: large or even all

Project manager has high control

Duplicate configurations lead to homelessness and employees lack a sense of belonging.

matrix type

weak matrix

Part-time project manager

Amount of power: "small"

Problems with competition for employee resources (multiple leaders)

equilibrium matrix

Part-time project manager

Small to medium rights

strong matrix

Full-time project manager

Moderate to large rights

Features

High resource utilization; conducive to cross-department coordination

Multiple leaders; difficult management; competition for resources (needs good coordination among leaders)

Other types (basically not used)

organic or simple

There are few management levels and few people, such as a start-up company

multi-department organization

One center, multiple departments

virtual organization

Project Management Office PMO

What is PMO Project Management Office

It is an organizational structure that standardizes project-related governance processes and facilitates the sharing of resources, methodologies, tools, and technologies. Projects supported and managed by the PMO are not necessarily related to each other

◆Supportive type. The support PMO serves as a consultant, providing the project with templates, best practices, training, information channels, and lessons learned from other projects. This type of PMO is actually a project resource library and has a very low degree of control over the project.

◆Control type. The controlling PMO not only provides support to the project, but also requires the project to obey through various means. This type of PMO has a medium degree of control over the project. It may require items to:

Adopt a project management framework or methodology;

Use specific templates, formats and tools;

Comply with the governance framework.

◆　Command type. Directive PMOs directly manage and control projects. The Project Manager is designated by and reports to the PMO. This type of PMO has a high degree of control over the project.

How PMO supports project managers

◆Manage the shared resources of all projects under the jurisdiction of the PMO;

◆Identify and develop project management methods, best practices and standards;

◆Guidance, coaching, training and supervision;

◆Monitor the degree of compliance with project management standards, policies, procedures and templates through project audits;

◆Develop and manage project policies, procedures, templates and other shared documents (organizational process assets);

◆Coordinate cross-project communication.

focus

The difference and typical examples of business environment factors and organizational process assets

The power of project managers in each organizational structure. The matrix type is used by default in the exam to coordinate cross-department projects.

Three types of PMO: support, control, and command

Chapter 3 The Role of the Project Manager

A project manager is an individual assigned by the executing organization to lead the team to achieve project goals.

Functional Manager A functional manager focuses on the management oversight of a functional area or business unit.

Operations managers are responsible for ensuring the efficiency of business operations.

The project manager does not need to take on every role in the project but should have project management knowledge, technical knowledge, understanding and experience. The project manager leads the project team through communication in planning and coordination. The project manager uses written communication (such as document plans and schedules) and non-real-time communication, and also communicates with the team in real-time through meetings and verbal or non-verbal forms.

Project manager’s scope of influence (just understand it)

project

Lead the project team to achieve project goals and stakeholder expectations.

Project managers leverage available resources to balance competing project constraints.

The project manager also serves as a communicator between the project sponsor, team members, and other interested parties, including providing guidance and presenting a vision for project success. Project managers use soft skills, such as interpersonal skills and people management skills, to balance conflicting and competing goals among project stakeholders to achieve consensus.

organize

Project managers need to actively interact with other project managers. Other independent projects or other projects in the same program may impact the project for reasons including (but not limited to):

◆Demand for the same resources;

◆The priority of fund allocation;

◆Acceptance or release of deliverables;

◆Congruence of the project with the organization’s goals and objectives.

Act as a strong advocate within the organization. The project manager should work with the project sponsor to address internal political and strategic issues that may affect the viability or quality of the team or project.

industry

Project managers should always pay attention to the latest development trends in the industry, obtain and consider whether this information has an impact or usability on the current project. These trends include (but are not limited to):

◆Product and technology development;

◆Emerging and changing market space;

◆Standards (such as project management standards, quality management standards, information security management standards);

◆Technical support tools;

◆ Economic forces affecting current projects;

◆ Various forces affecting the project management discipline;

◆　Process improvement and sustainable development strategies.

Discipline

For project managers, continuous knowledge transfer and integration is very important. Corresponding professional development continues in the project management profession and in other areas where project managers serve as subject matter experts. Knowledge transfer and integration include (but are not limited to):

◆　Share knowledge and expertise to other professionals at local, national and global levels (e.g. communities of practice, international organizations).

◆Participate in training, continuing education and development:

■Project management major (e.g. university, PMI);

■ Relevant majors (such as system engineering, configuration management);

■Other majors (e.g. information technology, aerospace).

Cross-domain

Professional project managers may choose to mentor and educate other professionals on the value of a project management approach to the organization. Project managers can also serve as informal ambassadors to educate the organization about the benefits of project management in terms of timeliness, quality, innovation, and resource management.

Project manager capabilities

◆Technical project management. The knowledge, skills and behaviors relevant to the specific areas of project, program and portfolio management, i.e. the technical aspects of role performance.

Technical project management skills refer to the ability to effectively apply project management knowledge to achieve the desired outcomes of a program or project.

Research shows that top project managers possess several key skills, including (but not limited to):

◆　Focus on the key technical project management elements of each project managed. Simply put, it means having the right information ready at all times. The main thing is:

■Key factors for project success;

■Progress plan;

■ Specified financial reports;

■Problem log.

◆　Traditional and agile tools, techniques, and methods tailored to each project.

◆ Take the time to develop a complete plan and prioritize carefully.

◆Manage project elements, including (but not limited to) schedule, cost, resources and risks.

◆Leadership. The knowledge, skills, and behaviors needed to coach, motivate, and lead teams to help organizations achieve business goals.

Ability to view the organizational landscape and effectively negotiate and execute decisions and actions that facilitate strategic alignment and innovation.

The project manager should have sufficient business knowledge to be able to:

◆Explain necessary business information about the project to others;

◆Work with project sponsors, teams and subject matter experts to develop appropriate project delivery strategies;

◆ Execute strategies in a way that maximizes the commercial value of the project.

It is important for the project manager to know as much as possible about the project subject, and at least be able to explain to others the following aspects of the organization:

◆　Strategy and business management. Knowledge and expertise about the industry and organization to help improve performance and achieve better business results.

Several rights of project managers

expert power

Reference power (implied power)

Reward rights

Formal powers (legal rights)

Punishment power

leadership style

◆Laissez-faire leadership (for example, allowing the team to make decisions and set goals independently, also known as "hands-off");

◆Transactional leadership (e.g., rewards based on goals, feedback, and achievements, management by exception);

◆Servant leadership (e.g., making a commitment to service and thinking of others first; focusing on the growth, learning, development, autonomy, and well-being of others; focusing on interpersonal relationships, community, and cooperation; prioritizing service over leadership);

◆Transformational leadership (e.g., improving followers’ capabilities through idealizing traits and behaviors, inspiring motivation, promoting innovation and creativity, and personal care);

◆Charismatic leadership (e.g., able to inspire others; energetic, enthusiastic, and confident; persuasive);

◆ Interactional leadership (e.g., combining characteristics of transactional, transformational, and charismatic leadership).

focus

project manager definition

PMI Talent Triangle

Several rights and several leadership styles of project managers