One person is responsible for the entire collective Make decisions.

With the help of a decision matrix, system analysis method Establish various criteria (such as risk level, uncertainty and value return, etc.), for many creative ideas Evaluate and rank.

Integration, scope, quality, resources, risks, stakeholders

Integration, scope, schedule, cost, interested parties

In order to achieve a certain desired result, and multiple future action plans evaluated Group decision-making techniques and processes

How to vote:

communication, stakeholders

The feedback is Regarding communications, deliverables or situations reaction information. For example, guidance, coaching and consultation.

communication, stakeholders

Design through body language and visual aids Provide relevant parties with clear information and/or documentation Official delivery.

Get creative quickly

Integration, scope, quality, risk, interested parties

Get a lot of ideas in a short time, Suitable for team environments, need guide To guide.

Consists of two parts:

mind writing

learn like a role model

scope, quality, stakeholders

actual or planned products, processes and practices, with other comparable organizations Compare, In order to identify best practices, formulate suggestions for improvement, and provide a basis for performance appraisal.

counting table

quality

When collecting data used as a checklist Counting table.

Tip list

Integration, quality, risk

including things to consider Project, action or point list. used to verify Has the required series of steps been carried out or Check that the list of requirements has been met.

Often used as a reminder.

For example: the quality checklist should cover the acceptance criteria defined in the scope baseline.

Face to face, one to one

Integration, scope, quality, risk

with interested parties Talk directly, to obtain information Formal or informal methods.

More conducive to interactive communication than interviews

integration, scope

convene intended stakeholders and subject matter experts (SMEs), Find out what they think about the product, service or result in question expectations and attitudes

by a trained presenter guide everyone Have interactive discussions.

purchase

inspection Industry conditions and specific seller capabilities, to understand the market conditions.

Collect large amounts of feedback quickly, Not limited by dispersed geographical locations

scope, interested parties

Develop a series of written questions to ask many interviewees Gather information quickly.

including one-on-one surveys, focus groups, or other large-scale information gathering techniques

Frequency & Scale

quality

from the target population Select some samples for checking

Samples are used for measurement control and confirmation of quality. The frequency and scale of sampling should be determined during the planning quality management process.

Moderator, several rounds of voting

scope

by voting Arrange the most useful ideas, in order to further develop Brainstorm or prioritize.

steps:

do as one likes

communicate

When planning communication activities, use Identify preferred communication methods, formats and content for communicating with relevant parties.

Commonly used for stakeholders who do not support the project. Stakeholder engagement assessment -->> Conduct communication style assessment.

Negotiation, influence

resource

In this case, decision-making involves negotiation skills and the ability to influence the organization and the project management team, rather than decision-making A set of tools described by a toolset

resource

By organizing various activities, Strengthen team social relationships, Create a positive and collaborative work environment.

Effective team-building strategies are especially needed when team members work far apart from each other and face-to-face contact is not possible.

Team building is essential in the early stages of a project, but it is an ongoing process.

resource

Provides a reason for someone to take action. Improve the team's ability to participate in decision-making and encourage them to work independently.

resource

The ability to identify, assess, and manage personal emotions, the emotions of others, and the emotions of groups.

Understand, assess and control the emotions of project team members, Predict team member behavior, Confirm team members’ concerns and track team members’ issues, To achieve the purpose of reducing stress and strengthening cooperation.

resources, risks

In a matrix environment, Project managers usually have little or no command authority over team members. Therefore, their ability to influence relevant parties in a timely manner is critical to ensuring project success.

Integration, resources, stakeholders

It is the ability to lead a team and motivate the team to do their essential work

Integration, communication, stakeholders

Awareness of formal and informal power relationships and willingness to work within these relationships, Helps project managers plan communications based on the project environment and the political environment of the organization

Such as: understanding organizational strategy, knowing who can exercise power and exert influence, and develop the ability to communicate with these stakeholders

communication, stakeholders

Understand the differences between individuals, groups, and organizations and tailor the project's communication strategy accordingly. Ability to minimize misunderstandings and miscommunications caused by cultural differences within the project stakeholder community pass error. Help project managers adapt to the cultural differences and cultural needs of stakeholders and team members Plan communications.

Integration, communication, stakeholders

Exchange information and build connections by interacting with others

Integration, communication, stakeholders

This includes communicating receipt, clarifying and confirming information, understanding, and removing barriers to understanding.

Integration, resources, communication, relevant parties

Conflict is inevitable

Sources include: resource scarcity, schedule prioritization, and differences in personal work styles.

Adopting team ground rules, team norms, and proven project management practices such as communication planning and role definition can reduce the number of conflicts

Successful conflict management increases productivity and improves work relationships. At the same time, if managed well, disagreement can lead to increased creativity and improved decision-making.

If differences of opinion become a negative factor, It should be resolved first by project team members; If conflict escalates, the project manager should provide assistance. If destructive conflict continues, formal procedures may be used, including disciplinary measures.

five strategies

integration, scope, risk

Ability to effectively guide team activities successfully to reach decisions, solutions or conclusions.

Resources, Procurement, Related Parties

aim to reach consensus

Integrate and communicate

Takes steps to ensure meetings are effective and efficient in achieving intended goals.

Steps to take to plan a meeting:

Scope, communication, stakeholders

Observation, also known as "job shadowing," is the direct observation of how individuals perform work (or tasks) and implement processes in their own context.

schedule

Track the work that remains to be done in the iteration backlog.

scope, quality, stakeholders

A technique that integrates the ideas obtained from brainstorming into a picture to reflect the commonalities and differences between the ideas and stimulate new ideas.

scope, quality

Used to group or categorize a large number of ideas, showing the areas that deserve the most attention for further review and analysis.

Also known as "Fishbone diagram", "why-why analysis diagram" and "Ishikawa diagram", Breaking down the causes of a problem statement into discrete branches helps identify the main cause or root cause of the problem.

Used to determine whether a process is stable or has predictable performance.

Can be used to monitor various types of output variables.

Also called a process diagram, a graphical description of the input, process behavior, and output of one or more processes within a system.

A graph showing the relationship between two variables, which can show the relationship between two axes. For example: one axis represents any element of the process, environment or activity, and the other axis represents quality defects. Another example: Planned performance is displayed on one axis, and actual performance is displayed on the other axis.

Bar chart showing numerical data.

Data were analyzed using a matrix structure. Bits at the intersection of rows and columns Settings demonstrate the strength of relationships between factors, causes, and goals.

risk

Graphical aids to decision making under uncertainty

It represents a project or a situation within a project as a series of entities, results and impacts, as well as the relationships and interactions between them. If some elements in the impact diagram are uncertain because of individual project risks or other sources of uncertainty, represent these elements in the impact diagram in the form of intervals or probability distributions; then, using simulation techniques such as Monte Carlo Analysis) to analyze which elements have the greatest impact on important results. Impact diagram analysis can produce results similar to other quantitative risk analyses, such as S-curves and tornado diagrams.

S-curve

tornado diagram Tornado Diagram In sensitivity analysis Used to compare different variables relative importance A special form of bar chart.

Such as common OBS, RBS, WBS, etc.

risks, interested parties

to an organization, project or alternative Strengths, Weaknesses, Opportunities and Threats (SWOT) Conduct a case-by-case analysis and evaluation.

risk

In a bubble chart, three-dimensional data is displayed, and each risk is plotted as a bubble. The X-axis represents monitorability, the Y-axis represents proximity, and the impact value is expressed as the size of the bubble.

Choose the best

Integration, scope, schedule, cost, quality, resources, risks, stakeholders

Evaluate identified alternatives, Used to decide which option to choose or which method to use

Establish reserves

schedule, cost, risk

Used to clarify the components of the project management plan basic characteristics and their interrelationships, This provides information on the project's duration, budget, cost estimate, or funding requirements. Set reserves.

Best partner with burndown charts

predict the future

Integration, scope, schedule, cost, resources, communication

Predict future results based on historical data and using mathematical models

Find the gap

Integration, scope, schedule, cost

Determine actual performance versus benchmarks Degree of difference and reasons

Model inputs and outputs

Integrate

Examine a series of input variables and their corresponding output results, establish mathematical or statistical relationships, to improve the performance of future projects.

schedule

Evaluate various scenarios, Anticipate their impact on project goals

Responsibility Assignment Matrix (RAM) Responsibility Assignment Matrix

RACI matrix Use words such as perform, take charge, consult, and inform to define relevant The participation status of relevant parties in project activities.

text-oriented format

purchase

Evaluate proposals to determine whether they respond completely and adequately to the bidding documents, procurement statement of work, supplier selection criteria and other documents included in the bidding package.

interested parties

Use different methods to classify interested parties

Find the variables that have the greatest impact

A quantitative risk analysis technique that correlates changes in project outcomes with changes in inputs to a quantitative risk analysis model to identify individual project risks or other sources of uncertainty that have the greatest potential impact on project outcomes.

on individual project risks When prioritizing, The project team may consider other risk characteristics (beyond probability and impact). Such as: urgency, proximity, incubation period, manageability, controllability, Detectability, connectivity, strategic influence, intimacy

Other risk parameters may

Every project and its project management plan are conceived and developed based on a series of assumptions, and is subject to a series of constraints. These assumptions and constraints are often built into the scope baseline and project estimate. Carry out analysis of assumptions and constraints, to explore the validity of assumptions and constraints, Determine which of these pose project risks. Threats can be identified from inaccurate, unstable, inconsistent or incomplete assumptions, Opportunities are created by removing or relaxing constraints that affect the execution of a project or process.

a graphics and computing technology, Used to evaluate the information relevant to a decision Multiple options under uncertain circumstances possible consequences.

Collect and organize data on product demand, For products including purchased products or products manufactured in-house Analyze multiple options

Assess risk data for risk management usefulness

Risk probability assessment considers the likelihood that a specific risk will occur. A risk impact assessment, on the other hand, considers the potential impact of a risk on one or more project objectives, such as schedule, cost, quality, or performance.

What was obtained during the execution of the project Technical achievements related to the achievement of relevant technical achievements plan Compare. It requires the definition of objective, quantitative measures of technical performance against which actual results can be compared with planned requirements. Technical performance measures may include: weight, processing time, number of defects, storage capacity, etc. The extent to which actual results deviate from plans can represent the potential impact of a threat or opportunity.

Map the probability of each risk occurring to the impact on the project objectives if it occurs A form of shooting.

Identifies process improvement opportunities while examining problems, constraints, and non-value-added activities encountered during the process.

Visualize organizational data and describe it in business terms, independent of any specific technology.

Logical data models can be used to identify where data integrity or other quality issues may occur.

cost, quality

throughout the product life cycle all costs incurred.

Integration, quality, resources, risk

Compare project costs to benefits

Integration, scope, quality, risk, interested parties

Review and evaluate any relevant documented information.

Relevant documents include but are not limited to: agreements, business plans, business process or interface documents, business rule libraries, current processes, market literature, issue logs, policies and procedures, regulatory documents, invitations to propose, use cases, etc.

Schedule, quality, resources, procurement

Measure, compare and analyze actual performance of work being done on the project against baselines

Integration, Quality, Risk, Stakeholders

An analytical technique that determines the root causes of deviations, defects, or risks. One root cause can cause multiple deviations, defects, or risks.

Best Partner: Fishbone Diagram

communication, stakeholders

A matrix comparing current versus desired levels of stakeholder engagement

risks, interested parties

Determine whose interests should be considered throughout the project by systematically collecting and analyzing a variety of quantitative and qualitative information

schedule, risks

By establishing a model, we comprehensively analyze various uncertainty factors and evaluate the potential impact of these factors on the target.

Use historical data from similar activities or projects to estimate the duration or cost of current activities or projects

Use an algorithm to calculate cost or duration based on historical data and project parameters

A method of estimating project duration or cost by aggregating from bottom to top Estimates of WBS components to derive project estimates

Estimate: progress, cost

When the cost or duration estimate for an individual activity cannot be easily determined, the average or weighted average of the optimistic estimate, pessimistic estimate, and most likely estimate is taken.

Reasonable judgments about current activities based on expertise in an application area, knowledge area, discipline, industry, etc. This expertise can come from any group or individual with professional qualifications, knowledge, skills, experience or training.

Including status meetings, stand-up meetings, problem-solving meetings, experience and lesson sharing meetings, project start-up mobilization meetings, review meetings and bidding meetings, bidding meetings, review meetings, and other meetings There are face-to-face meetings, video conferencing, telephone conferencing, etc.

Integration, schedule, cost, resources, communication, risk

An information system consisting of tools and techniques for collecting, integrating, and disseminating the results of the project management process.

quality, risk, procurement

Used to determine whether project activities comply with organizational and project policies, processes, and procedures a structured and independent process

Scope, quality, procurement, interested parties

Examine work product to determine whether it meets written standards

scope, schedule

Techniques for progressively dividing the project scope and project deliverables into smaller, more manageable components

quality, resources

Discover solutions to problems or challenges

Usually includes the following elements

for creating connections between people and knowledge, Can effectively promote the sharing of simple and clear explicit knowledge

Manual or automated tools to assist in change management and/or configuration management. This set of tools can at least support the activities of the change control board

Connect employees so they can collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge held by different team members

A visual depiction of the product scope that shows business systems (processes, equipment, computer systems, etc.) and how they interact with people and other systems (actors)

Used to define products and services, including product or service questions and answers to describe the purpose, characteristics and other aspects of the product to be delivered

Including but not limited to: product decomposition, demand analysis, system analysis, systems engineering, value analysis, value engineering

Create a working prototype of the intended product and solicit early feedback on requirements before actually manufacturing it a method.

Based on the project roadmap and product development vision, a high-level timeline of release progress is provided, and the number of iterations or sprints for the release is also determined, allowing the product owner and team to decide what needs to be developed based on business goals, dependencies and Obstacle factors determine the time required to achieve product release

In the project schedule model, it is a method to estimate the shortest project duration and determine the schedule flexibility of the logical network path.

Adjust activity start and finish dates based on resource supply and demand

Common models

An iterative planning technique that makes detailed plans for the work to be completed in the near future and only rough plans for the long-term work.

Techniques to shorten the schedule without reducing the project scope

Crashing: compressing the schedule at the lowest cost by adding resources. Such as: working overtime, adding additional resources or paying expedited fees to speed up activities on the critical path

Fast tracking: Changing activities or phases that normally occur sequentially to at least partially parallel activities.

Identify project activities unfinished part ’s earliest and latest start dates, and Early and late completion dates

Other technologies used, such as: critical path method, resource optimization technology, modeling technology, etc.

A technique for creating a schedule model that uses nodes to represent activities and one or more logical relationships to connect the activities to show the order in which the activities are implemented.

A summary of the lower-level cost estimates associated with each work package at a given level of the project work breakdown structure or at a given cost control account.

Obtain funding for projects

The process of comparing project capital expenditure plans to project funding commitments to identify differences between funding constraints and planned expenditures

Review historical information to aid in parameter or analog estimation

The cost performance indicator that the use of remaining resources must achieve in order to achieve specific management objectives is the ratio of the cost required to complete the remaining work to the remaining budget

A series of technical guidelines that can be used during product design, Aiming to optimize specific aspects of a design that can control or improve final product characteristics. The “X” in DfX can be different aspects of product development, such as reliability, deployment, assembly, manufacturing, cost, service, availability, safety and quality. Use DfX to reduce costs, improve quality, increase performance and customer satisfaction.

Findings and recommendations based on the quality control process, findings from a quality audit, or issues managing the quality process solve.

During the planning phase, the project manager and project team decide how to test or inspect the product, deliverable, or service to meet the needs and expectations of interested parties, and how to meet the product's performance and reliability goals.

Testing is an organized, structured investigation designed to provide objective information about the quality of the product or service being tested based on project needs. The purpose of testing is to identify errors, defects, vulnerabilities or other non-conformities in a product or service. The type, amount, and extent of testing used to evaluate each requirement is part of the project quality plan and depends on the nature of the project, time, budget, or other constraints.

Describe how individuals, teams, and organizational units behave

To improve communication and working relationships and increase productivity, project team members work closer to each other an organizational layout strategy

Identify physical or team resources for the project in advance. This can occur under the following circumstances: Commit during the bidding process to assign specific personnel to work on the project; Projects depend on the specialized skills of specific people; Before the preliminary work of the resource management plan is completed, the project charter process or other process has assigned work assignments to certain team members.

Designed to improve the capabilities of project team members All activities can be formal or informal and include classroom training, online training, computer-assisted training, on-the-job training (provided by other project team members), coaching and coaching.

A group of people who share a common goal and accomplish corresponding tasks with little or no chance of meeting each other.

Provides project managers and project teams with insight into members’ strengths and weaknesses

A description, metaphor, or diagram of how the communication process will occur on the project

A description, metaphor, or diagram of how the communication process will occur on the project

Determine the information needs of project stakeholders through interviews, seminars, or learning from previous project experiences and lessons.

Specific tools, systems or computer programs used to transfer information between project stakeholders, etc.

Response measures that are formulated in advance and can be initiated when a specific trigger condition occurs.

accept

Report

open up

share

improve

Report

avoid

transfer

alleviate

accept

A preset list of risk categories that may give rise to individual project risks and that may be sources of overall project risk

To conduct quantitative risk analysis, you need to build and provide input to a quantitative risk analysis model that reflects individual project risks and other sources of uncertainty.

Classify project risks by source of risk (e.g., using a risk breakdown structure), affected project areas (e.g., using work breakdown structure), or other useful classification criteria (e.g., project phase) to identify those most affected by uncertainty project area.

avoid

open up

transfer or share

reduce or improve

accept

Communication with users or potential users about products, services or results

The process of handling, adjudicating and communicating contractual claims

A meeting with potential sellers prior to the preparation of bids or proposals to ensure that all potential sellers have a clear and consistent understanding of the procurement. Also known as contractor meeting, supplier meeting or pre-bid meeting

To review the priorities of competing project requirements

Common methods

Expectations of acceptable behavior among project team members

interested parties