MindMap Gallery Summary of overall management knowledge
Information Systems Project Manager (Third Edition) PMBOK (Fifth Edition) exam materials.
Edited at 2020-10-09 10:20:17Ce calendrier annuel, créé avec EdrawMax, présente une disposition claire et organisée des mois de janvier à décembre. Chaque mois est affiché dans un cadre distinct, montrant les jours de la semaine et les dates correspondantes. Les weekends (samedis et dimanches) sont mis en évidence pour une meilleure visibilité. Ce format est idéal pour la planification et l'organisation des activités tout au long de l'année, offrant une vue d'ensemble rapide et facile à consulter.
This quarterly calendar overview for 2026, created with EdrawMax, presents a structured and colorful layout of the entire year divided into four quarters. Each quarter is displayed in a separate column, showcasing the months within that quarter in a clear grid format. The days of the week are labeled, and each date is marked within its respective cell, allowing for easy identification of dates across the year. This calendar is an excellent tool for long-term planning, providing a comprehensive view of the year at a glance.
This weekly calendar for 2026 is designed using EdrawMax to provide a detailed and organized view of each week, starting from January. The left side features a mini monthly calendar for quick reference, highlighting the current week in yellow. Below it, there's a section for weekly goals to help prioritize tasks. The main area is a time-grid from 6:00 AM to 12:00 AM, divided into half-hour slots, allowing for precise scheduling of daily activities throughout the week. This layout is ideal for managing a busy schedule efficiently.
Ce calendrier annuel, créé avec EdrawMax, présente une disposition claire et organisée des mois de janvier à décembre. Chaque mois est affiché dans un cadre distinct, montrant les jours de la semaine et les dates correspondantes. Les weekends (samedis et dimanches) sont mis en évidence pour une meilleure visibilité. Ce format est idéal pour la planification et l'organisation des activités tout au long de l'année, offrant une vue d'ensemble rapide et facile à consulter.
This quarterly calendar overview for 2026, created with EdrawMax, presents a structured and colorful layout of the entire year divided into four quarters. Each quarter is displayed in a separate column, showcasing the months within that quarter in a clear grid format. The days of the week are labeled, and each date is marked within its respective cell, allowing for easy identification of dates across the year. This calendar is an excellent tool for long-term planning, providing a comprehensive view of the year at a glance.
This weekly calendar for 2026 is designed using EdrawMax to provide a detailed and organized view of each week, starting from January. The left side features a mini monthly calendar for quick reference, highlighting the current week in yellow. Below it, there's a section for weekly goals to help prioritize tasks. The main area is a time-grid from 6:00 AM to 12:00 AM, divided into half-hour slots, allowing for precise scheduling of daily activities throughout the week. This layout is ideal for managing a busy schedule efficiently.
1. Overall Management (Chapter 4)
Overall project management overview
The overall project management knowledge field includes the various processes and activities required to identify, determine, combine, unify and coordinate different processes and project management activities within each project management process group. It is an overall and comprehensive management. Overall project (integrated) management is the core of project management and the key to the success of the entire project. It is to achieve mutual coordination between various elements of the project and to find the best balance point among conflicting and competing goals. Holistic management involves coordinating all other project management knowledge areas throughout the project life cycle. Ensures that all elements of a project come together at the right time to successfully complete the project.
Contents involved in overall project management Integration between competing project objectives. Integration between various project stakeholders with different interests. Integration between the different disciplines required for the project. Integration between project management processes. Integration between management and technical work.
The meaning and role of overall project management
Project management includes several aspects such as scope, schedule, cost, quality, human resources, communication, risk and procurement, which restrict each other. Overall project management is to first formulate a preliminary overall plan, then formulate various sub-plans, and then use the overall management method to integrate them into a consistent overall plan.
effect
Officially announce the existence of the project
Roughly defining the scope of the project is an important basis for subsequent work.
The project manager is formally appointed and authorized to use the organization's resources to carry out project activities.
1. Develop a project charter
1. Project Charter Concept. The project charter is the document that formally approves the project. Because the project charter authorizes the project manager to use the organization's resources in project activities, the project manager should be delegated at any time before planning begins, preferably when the project charter is developed. The approval of the project charter marks the official launch of the project. In a project; the project manager should be identified and appointed as early as possible. Since the project charter will authorize the project manager to use organizational resources in project activities, the project manager should be involved in developing the project charter. Projects are approved by people outside the project, such as the sponsor, the project management office, or the portfolio steering committee. When the project charter is signed by the initiator, the project is approved.
2. Contents of the project charter. The project charter should contain the following content (directly included or referenced from other documents):
(1) Project purpose or reason for approving the project.
(2) Measurable project goals and related success criteria.
(3) Overall requirements of the project.
(4) General project description.
(5) Main risks of the project.
(6) Overall milestone progress plan.
(7) Overall budget.
(8) Project approval requirements (what criteria will be used to evaluate project success, who will draw conclusions about project success, and who will sign the project end).
(9) The assigned project manager and his responsibilities and authorities.
(10) Name and authority of the sponsor or other person who approved the project charter.
3. Statement of work. Project Statement of Work: A statement of work is a written description of the products or services to be provided by the project. For internal projects, the project sponsor or sponsor provides a statement of work based on business needs, product or service requirements. For external projects, the statement of work is part of the customer's bidding documents, such as an invitation for proposals, a request for information, an invitation to bid, or part of the contract. The statement of work specifies one of the following matters:
(1) Business needs: An organization's business needs may be based on training needs, market demands, technological advances, legal requirements, or government standards.
(2) Product range specification: It is a document that documents the requirements and characteristics of the product or service created by the project.
(3) Strategic plan: All projects should support the organization's strategic goals.
4. Business environment factors include but are not limited to the following matters.
(1) The culture and composition of the organization or company.
(2) Government or industry standards (such as management department rules and regulations, product standards, quality standards and process standards).
(3) Infrastructure (such as existing software and hardware infrastructure).
(4) Existing human resources (such as skills, expertise and knowledge; such as design, development, legal, contracting and procurement).
(5) Personnel management (such as hiring and firing guidelines, employee performance evaluation and training records).
(6) Company work approval system.
(7) Market conditions.
(8) Commercial databases (such as standard cost estimation data, industry risk research information and risk databases).
(9) Project management information system
business environment factors
·Enterprise Environmental Factors (EEFs) are beyond the control of the project team. Various conditions that will affect, limit or direct the project.
The culture and composition of the organization or company, government or industry standards, infrastructure, existing human resources, personnel management, company work review system, market conditions, risk tolerance of project stakeholders, business databases, project management information systems (PMIS, standardized automatic tool for system integration used within the organization).
. external
. market conditions
Including competitors, market share, brand awareness and trademarks.
. Social and cultural influences and issues
1 . Political atmosphere, behavioral norms, morals and concepts.
. legal restrictions
1 . Including national or local laws and regulations related to security, data protection, business conduct, employment and procurement.
·Business database,
1 . Including benchmarking results, standardized cost estimation data, industry risk research information and risk database.
. Academic Research
1 . Includes industry research, publications and benchmarking results.
. Government or industry standards
1 . Includes regulatory agency regulations and standards related to products, production, environment, quality and processes.
·Financial considerations
1 . Including currency, interest rates, inflation rates, tariffs and geographical location.
·Physical environment elements
1 . Including work environment, weather and constraints.
. internal
Organizational culture, structure and governance
·Including vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics and behavioral norms.
Geographic distribution of facilities and resources
·Includes factory locations, virtual teams, shared systems and cloud computing.
infrastructure
·Includes existing facilities, equipment, organizational communication channels, information technology hardware, availability and functionality.
Xinxin Technology Software
·Includes scheduling software tools, configuration management systems, web interfaces to other online automation systems, and work authorization systems.
Resource availability
·Includes contractual and procurement constraints, approved suppliers and subcontractors, and production agreements.
Staff ability
·Includes the professional knowledge, skills, abilities and specific knowledge of existing human resources.
5. Organizational process assets: Organizational process assets reflect the organization's lessons learned and learnings from previous projects, such as completion schedules, risk data, and realized value data. Can be summarized into two categories: ① Organize the process and procedures for carrying out work; ②Organize the overall information storage and retrieval knowledge base.
·Organizational process assets
·Organizational process assets include any artifacts, practices, or knowledge from any (or all) project executing organizations that can be used to construct or manage projects, as well as lessons learned and historical information from the organization's past projects. Organizational process assets may also include completed schedules, risk data, and earned value data. Since the organizational process assets exist within the organization, project team members can make necessary updates and additions to the organizational process assets during the main project.
·The organization’s processes, policies and procedures for conducting work
·The updating of such assets is usually not part of the project work, but is completed by the project management office (PMO) or other functional departments outside the project. Updates need only follow organizational policies related to updating processes, policies and procedures.
. Project Initiation and Planning Phase
. Guidelines and Standards
1 . Used to tailor organizational standard process procedures to meet the specific requirements of the project.
. specific organizational standards
1 . For example, human resources policy, health and safety policy, security and confidentiality policy, quality policy, procurement policy and environmental policy.
. Project life cycle of the product, as well as methods and procedures
1 . Such as project management methods, evaluation indicators, process audits, improvement goals, checklists, and standardized process definitions used within the organization.
. template
1 . Such as project management plan, project documents, project register, report format, contract template, risk classification, risk description template, definition of probability and impact, probability and impact matrix, and stakeholder register template.
·Pre-approved supplier list and various agreement types
1 . Such as lump sum contract, cost compensation contract and work and materials contract.
Project execution and control phase
. change control procedures
1 . Includes 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 the giant array
. financial control procedures
1 . Such as regular reports, necessary fee and payment review, accounting coding and standard contract terms, etc.
-Issue and defect management procedures
1 . Such as defining problems and defect control, identifying and solving problems and defects, and tracking action plans.
. Resource availability control and allocation management
·Organizational requirements for communication
1 . Such as available communication technologies, permitted communication media, record retention policies, video conferencing, collaboration tools and security requirements.
·Procedures for determining work priorities, approving work, and issuing work authorizations
.template
1 . Such as risk register, problem log and change log.
·Standardized guidelines, work instructions, proposal evaluation criteria and performance measurement criteria.
·Verification and validation procedures for products, services or results.
closing stage
. Project closeout guidelines or requirements
1 . Such as final project audit, project evaluation, acceptance of deliverables, contract closing, resource allocation, and transfer of assets to production and operations departments.
Organize information storage and retrieval knowledge base
. Updated with project information throughout the project period.
. organizational knowledge base
. Configuration management knowledge base
1 . Includes software and hardware component versions as well as a baseline of all organizational standards, policies, procedures and any project documents.
·Financial database,
1 . Includes information on labor hours, actual costs, budget, and cost overruns.
. Knowledge base of historical information and lessons learned
1 . 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
1 . Including problem and defect status, control information, solutions and results of related actions.
. Measurement index database
1 . Used to collect and provide process and product measurement data.
. Project archives of past projects
1 . Such as scope, cost, schedule and performance measurement baselines, project calendar, project progress grid, risk register, risk report and stakeholder register.
·Process measurement database, project archives, historical information and lessons knowledge base, problem and defect management database, configuration management knowledge base, financial database.
6. Financial considerations have always been an important consideration in the project selection process. The three main project financial value evaluation methods include net present value analysis, investment income and investment recovery rate analysis.
(1) Net present value analysis: All expected future cash inflows and outflows are discounted to their present value to calculate a project's expected net monetary gains and losses.
(2) Analysis of return on investment (ROI): It is the value obtained by dividing net income by the amount invested. The bigger the ROI, the better. Investment rate of return = (total discounted income - total discounted cost) / discounted cost
(3) Investment payback period analysis: It is the time it takes for the net investment to be compensated by the net cash inflow. The shorter the payback period, the better.
7. The project kickoff meeting is the beginning of a project, and is generally organized and held by the project manager. The main purpose of convening a project kickoff meeting is to make the main stakeholders of the project clear about the project's goals, scope, needs, background, and their respective responsibilities and authorities.
8. Project goals include achievement goals and binding goals. There are often contradictions or even conflicts between achievement goals and binding goals. Has the following characteristics: ①The goals of the project have different priorities; ②The project goals are hierarchical.
9. Facilitation techniques can be used to guide the development of the project charter. Brainstorming, conflict management, problem solving, and meeting management are all key techniques that facilitators can use to help teams and individuals complete project activities.
input, output, tools
enter
1. Agreement (contract)
2. Project work statement
3. Business case
4. Business environment factors
5. Organizational process assets
Tools and techniques
1. Expert judgment (1)
2. Guidance technology (2)
output
1Project Charter
2 hypothetical logs
2. Develop a project management plan
1. A project management plan generally includes project scope management plan, schedule management plan, cost management plan, quality management plan, process improvement plan, staffing management plan, communication management plan, risk management plan, procurement management plan, etc. The project management plan can be as detailed as possible.
2. The project management plan records all results of each planning sub-process of the planning process group, including:
(1) Each project management process selected by the project management team.
(2) The level of implementation of each selected process.
(3) A description of the tools and techniques used to implement these processes.
(4) The ways and methods to use the selected process in managing specific projects, including the dependencies and interactions between processes, as well as important basis and results.
(5) The ways and methods of work performed to achieve project goals.
(6) Ways and methods of monitoring changes.
(7) Ways and methods to implement configuration management.
(8) Use the implementation effect measurement benchmark and keep it intact.
(9) Communication needs and techniques among project stakeholders.
(10) Selected project life cycle and project phases for multi-phase projects.
(11) Critical review of content, scope and timing by senior management to expedite resolution of remaining issues and outstanding decisions.
3. When formulating the project management plan for the first time, since all aspects of the information are not very clear, the project manager only needs to grasp the main management ideas of the project from a macro perspective, and remember not to idealize and expect the project management plan to be in place in one step.
4. A project management information system consists of tools and techniques used to summarize, synthesize, and disseminate the output of project management procedures. A project management information system mainly consists of two parts - the planning system and the control system.
5. The configuration management system and change control system are subsystems of the project management information system.
(1) Configuration management system: The configuration management system is a subsystem of the entire project management information system. The system includes processes for submitting change proposals, tracking the review and approval system for change proposals, determining approval levels for changes, and confirming approved change methods. Configuration management systems play a very important role in software projects. Currently, commonly used configuration management software tools include CVS, VSS, ClearCase, etc.
(2) Change control system: A change control system is the collection of formally documented processes used to determine the manner, methods, and methods for controlling, changing, and approving project deliverables and documents.
input, output, tools
enter
1. Project charter;
2. Output results of other processes;
3. Business environment factors;
4. Organizational process assets.
Tools and techniques
1. Expert judgment (1)
2. Guidance technology (2)
output
project management plan
3. Guide and manage project execution
1. Guiding and managing the project execution process requires the project manager and project team to take a variety of actions to implement the project management plan and complete the work specified in the project scope statement.
2. Expert judgment: Invite some experts to come over and provide some suggestions and opinions on project construction.
3. Work performance data are the raw observations and measurements collected from each activity being performed during the execution of the project work. Data refers to the lowest level details from which other processes will extract project information. Data is collected during work execution and passed to each control process for further analysis. Job performance data includes, but is not limited to, the following items.
(1) Status information indicating schedule performance.
(2) Completed and unfinished deliverables.
(3) Planned activities that have been started and completed.
(4) The extent to which quality standards are met.
(5) Approval and expenses already spent.
(6) Estimates for completing planned activities that have been started.
(7) Actual completion percentage of planned activities in the performance process.
(8) Lessons learned, recorded and transferred to the lessons learned knowledge base.
(9) Details of resource utilization.
4. Updates to the project management plan.
The project management plan may need to be updated to: Scope, schedule, cost, quality management plan, process improvement plan, human resource management plan, risk, procurement management plan, stakeholder management plan, project scope, cost, schedule baseline.
5. Project files updated.
Project files that need to be updated may include: Requirements documents, project logs, risk registers, stakeholder registers, etc.
input, output, tools
enter
1. Project management plan;
2. Approved change request;
3. Business environment factors;
4. Organizational process assets.
Tools and techniques
1. Expert judgment (1)
2. Project management information system (74)
3. Meeting (4)
output
1. Deliverables;
2. Work performance data;
3. Change request;
4. Update of project management plan;
5. Project file update.
Managing project knowledge
4. Monitor project work
1. Monitoring the project work process is to monitor and control the various processes required to initiate, plan, execute and close the project. Take corrective or preventive actions to control project implementation effects. Monitoring is an aspect of project management that occurs throughout the project. Monitoring involves collecting, measuring, disseminating performance information, and evaluating measurement results and trends to implement process improvements. Continuous monitoring allows the project management team to gain insight into the status of the project and identify any areas that may require special attention.
2. Progress forecast: A schedule forecast, an estimate of how long it will take to complete, is calculated based on a comparison of actual progress with the schedule baseline, usually expressed as schedule deviation and schedule performance index.
3. Cost forecast: The estimate to completion, calculated based on comparison of actual progress to the cost baseline, is usually expressed as cost variance and cost performance index.
4. Confirmed changes: Approved changes are the result of implementing an overall change control process. Their implementation needs to be confirmed to ensure that they are implemented correctly. Confirmed changes use data to demonstrate that the changes have been correctly implemented.
5. Analytical techniques: In project management, analytical techniques are used to predict potential consequences based on possible changes in project or environmental variables and their relationships with other variables. For example, analysis techniques that can be used on projects include: regression analysis; grouping methods; causal analysis; root cause analysis; predictive methods (such as time series, scenario building, simulation, etc.); failure mode and effects analysis; fault tree analysis; reserve analysis; Trend analysis; earned value management; variance analysis.
6. A job performance report is a physical or electronic project document that compiles job performance information for the purpose of making decisions, taking action, or raising concerns.
input, output, tools
enter
1. Project management plan;
2. Progress forecast;
3. Cost forecast;
4. Confirmed changes;
5. Work performance information;
6. Business environment factors;
7. Organizational process assets.
Tools and techniques
1. Expert judgment (1)
2. Analysis techniques (regression, grouping, causality, root causes, forecasting methods, reserves, earned value, trends, differences); (19)
3. Project management information system (74)
4. Meeting (4)
output
1. Change request;
2. Work performance report;
3. Project management plan update;
4. Project file update.
5. Implement overall change control
1. The overall change control process runs throughout the project. Because projects rarely follow the project management plan exactly, change control is essential.
2. Several configuration management activities in the overall change control process are as follows.
(1) Configuration identification. It is the basis for determining and verifying product configurations, identifying products and documents, managing changes, and maintaining information disclosure.
(2) Configuration status record. Capture, store and evaluate the configuration information required to effectively manage products and product information.
(3) Configuration verification and audit. Verify that the performance and functionality requirements identified in the configuration file have been met.
3. The overall change control process includes a change control board responsible for approving or rejecting change requests.
4. The change log is used to record changes that occur during the project. These changes and their impact on project time, cost, and risk should be communicated to relevant stakeholders. Denied change requests should also be recorded in the change log.
input, output, tools
enter
1. Project management plan;
2. Work performance report;
3. Change request;
4. Business environment factors;
5. Organizational process assets.
Tools & Techniques
1. Expert judgment (1)
2. Meeting (4)
3. Change control tools (101)
output
1. Approved change request;
2. Change log;
3. Project management plan update;
4. Project file update.
6. End the project or phase
1. Ending a project or phase is the process of completing all activities of all project management process groups to formally end the project or phase. The main function of this process is to summarize experiences and lessons, formally end the project work, and release organizational resources for new work.
2. Acceptance deliverables may include approved product specifications, delivery receipts, and work performance documentation. Phased projects or canceled projects may include incomplete or intermediate deliverables.
[Additional knowledge points]
1. Project plan preparation workflow.
(1) Clear goals.
(2) Establish a preliminary project team.
(3) Work preparation and information collection.
(4) Prepare a preliminary outline project plan based on templates and standards.
(5) Incorporate the above plans into the project plan, and then comprehensively balance and optimize the project plan.
(6) The project manager is responsible for organizing the preparation of the project plan.
(7) Review and approve the project plan.
(8) The approved project plan is the baseline plan of the project.
2. The basic principles to be followed in preparing project plans are: Unified management of goals, unified management of plans, unified management of processes, unified coordination of technical work and management work, unified management of plans, unified management of personnel resources, participation of all stakeholders, and gradual accuracy.
input, output, tools
enter
1. Project management plan;
2. Acceptable deliverables;
3. Organizational process assets.
Tools & Techniques
1. Expert judgment (1)
2. Analysis techniques (regression, grouping, causality, root causes, forecasting methods, reserves, earned value, trends, differences); (19)
3. Meeting (4)
output
1. Handover of final products, services or results;
2. Organizational process asset updates (project files, project or phase closing documents, historical information.
Information Systems Manager (PMBOK)
Five major processes of project management
start up
planning
implement
monitor
ending
Preparation