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Information Systems Project Manager (3rd Edition) 1. Overall Management
The basic task of overall management: In order to achieve the project goals according to the procedures determined by the implementing organization, the various processes required in the project management process group are effectively integrated. Project integration management includes the processes and activities carried out to identify, define, combine, unify and coordinate the various processes and activities of various project management process groups. Integration occurs at three different levels: process level, cognitive level, and contextual level. Project integration management includes making the following choices: Resource allocation; balancing competing demands; Research alternatives; Tailor the process to achieve project goals; Manage dependencies between various project management knowledge areas.
Edited at 2020-09-18 04:25:28
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Information Systems Project Manager (3rd Edition) 1. Overall Management
- Calendrier Annuel
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.
- 2026 Quarterly Calendar Overview
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.
- Weekly Calendar 2026
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.
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- Outline
Information Systems Manager (PMBOK)
1. Overall management
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.
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
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.
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.
Calculation problems
Information Systems Project Manager Tutorial (3rd Edition)
Chapter 1 Informatization and Information Systems
Chapter 2 Basics of Information System Project Management 145
Chapter 3 Project Management 179
Chapter 4 Overall Project Management 209
4.1 Overview of overall project management 209
4.2 Develop a project charter 210
4.2.1 Process of developing project charter 211
4.2.2 Basis for formulating project charter 212
4.2.3 Expert judgment 215
4.2.4 Project selection method 215
4.2.5 Project kick-off meeting 218
4.2.6 Project Goals 219
4.2.7 Guidance technology 221
4.3 Develop project management plan 221
4.3.1 Project Management Plan 221
4.3.2 Process of developing project management plan 225
4.3.3 Project management information system 226
4.4 Direct and manage project execution 227
4.4.1 Basis for guiding and managing project execution 229
4.4.2 Tools and techniques to guide and manage project execution 229
4.4.3 Guide and manage the results of project execution 230
4.5 Monitoring project work 231
4.5.1 Basis for monitoring project work 232
4.5.2 Tools and techniques for monitoring project work 233
4.5.3 Implementing the results of project work 233
4.6 Implement overall change control 234
4.6.1 Basis for overall change control 235
4.6.2 Tools and techniques for overall change control 236
4.6.3 Results of overall change control 236
4.7 Closing a project or phase 237
4.7.1 Basis for ending the project or phase 237
4.7.2 Tools and techniques for closing a project or phase 238
4.7.3 Outputs from closing a project or phase 238
4.8 Exercises for this Chapter 239
Chapter 5 Project Scope Management 242
5.1 Scope Management Overview 242
5.1.1 Product scope and project scope 242
5.1.2 The importance of scope management 243
5.1.3 The process of scope management 243
5.2 Planning scope management 245
5.2.1 Scope Management Plan 245
5.2.2 Demand Management Plan 246
5.3 Collecting requirements 247
5.3.1 Classification of requirements 247
5.3.2 Tools and techniques for collecting requirements 248
5.3.3 Requirements document 253
5.3.4 Requirements tracking 254
5.4 Defining scope 256
5.4.1 Tools and techniques for defining scope 257
5.4.2 Project Scope Statement 258
5.5 Create a work breakdown structure (WBS) 259
5.5.1 WBS levels 259
5.5.2 Decomposition 261
5.5.3 The role of WBS 265
5.6 Confirmation scope 265
5.6.1 Overview of validation scope 266
5.6.2 Stakeholder concerns 266
5.6.3 Comparison of several terms 267
5.7 Control scope 268
5.8 Exercises for this Chapter 269
Chapter 6 Project Progress Management 273
6.1 Overview 273
6.1.1 Implications of project schedule management 273
6.1.2 The role of project progress management 273
6.2 Project progress management process 274
6.2.1 Planning progress management 274
6.2.2 Defining activities 276
6.2.3 Sequencing activities 277
6.2.4 Estimating activity resources 278
6.2.5 Estimating activity duration 280
6.2.6 Develop a schedule 282
6.2.7 Controlling progress 289
6.3 Techniques and tools for project schedule management 291
6.3.1 Estimation of workload and construction period 291
6.3.2 Techniques and tools for sequencing project activities 294
6.3.3 Techniques and tools for developing project schedules 297
6.3.4 Project schedule adjustment method 305
6.4 Case examples 306
6.5 Exercises for this Chapter 308
Chapter 7 Project Cost Management 311
7.1 Overview 311
7.1.1 Project cost concept and its components 311
7.1.2 The role and significance of project cost management 311
7.1.3 Importance of project cost management 311
7.1.4 Reasons why project costs are out of control 312
7.1.5 Related terms 313
7.2 Project cost management process 314
7.2.1 Planning costs 315
7.2.2 Estimating costs 316
7.2.3 Develop a budget 320
7.2.4 Control costs 323
7.3 Techniques and tools for project cost management 325
7.3.1 Cost analysis techniques 325
7.3.2 Cost management technology 327
7.4 Exercises for this Chapter 332
Chapter 8 Project Quality Management 334
8.1 Basics of quality management 334
8.1.1 Quality and project quality 334
8.1.2 Quality Management 335
8.1.3 Quality management standard system 335
8.2 Project quality management process 338
8.2.1 Planning quality management 339
8.2.2 Implement quality assurance 341
8.2.3 Controlling quality 342
8.3 Techniques and tools for project quality management 344
8.3.1 Technology in the planning phase 344
8.3.2 Execution phase technologies 346
8.4 Case examples 350
8.5 Exercises for this Chapter 351
Chapter 9 Project Human Resources Management 353
9.1 Project Human Resources Management Concept 353
9.1.1 Project Team 353
9.1.2 Project Management Team 353
9.1.3 Leadership and management 354
9.1.4 Conflict and competition 354
9.2 Project Human Resources Management Process 355
9.2.1 Planning human resource management 355
9.2.2 Forming a project team 359
9.2.3 Building the project team 362
9.2.4 Managing project teams 365
9.3 Project Human Resources Management Tools 368
9.3.1 Virtual Teams 368
9.3.2 Centralized office 368
9.3.3 Team development stage 369
9.3.4 Interpersonal skills 369
9.3.5 Power 370
9.3.6 Conflict Management 371
9.3.7 Motivation theory 372
9.3.8 Maslow’s Hierarchy of Needs Theory 372
9.3.9 Herzberg’s two-factor theory 374
9.3.10 Theory X and Theory Y 375
9.3.11 Expectation theory 376
9.4 Project Human Resources Management Documents 377
9.4.1 Human Resource Management Plan 377
9.4.2 Roles and Responsibilities 377
9.4.3 Project Organization Chart 379
9.4.4 Staffing Management Plan 379
9.4.5 Team performance evaluation 380
9.5 Project Human Resources Management Case 381
9.5.1 Typical Case 1 381
9.5.2 Typical case 2 382
9.6 Exercises for this Chapter 383
Chapter 10 Project Communication Management and Stakeholder Management 388
10.1 Basics of project communication management 388
10.1.1 The Importance of Project Communication Management 388
10.1.2 Related theories of project communication management 388
10.2 Project communication management process 391
10.2.1 Planning communication management 391
10.2.2 Management communication 393
10.2.3 Controlling Communication 395
10.3 Techniques and Tools for Project Communication Management 396
10.4 Fundamentals of Project Stakeholder Management 399
10.4.1 The Importance of Project Stakeholders 399
10.4.2 Main contents of project stakeholder management 399
10.4.3 Management basis for project stakeholders 399
10.5 Project Stakeholder Management Process 400
10.5.1 Identifying stakeholders 400
10.5.2 Planning stakeholder management 401
10.5.3 Managing Stakeholders 402
10.5.4 Control stakeholder participation 404
10.6 Techniques and Tools for Project Stakeholder Management 405
10.7 This one-day exercise 407
Chapter 11 Project Risk Management 409
11.1 Overview of Project Risk Management 409
11.1.1 Project risk definition 409
11.1.2 Attributes of risk 410
11.1.3 Classification of risks 411
11.1.4 Risk costs and burdens 413
11.1.5 Project Risk Management Process 414
11.1.6 The status and role of project risk management in project management 415
11.2 Planning risk management 416
11.2.1 Basis for planning risk management 417
11.2.2 Tools and techniques for planning risk management 417
11.2.3 Planning Risk Management Outcomes 418
11.3 Identifying risks 420
11.3.1 Basis for risk identification 421
11.3.2 Tools and techniques for risk identification 422
11.3.3 Results of risk identification 423
11.4 Conducting Qualitative Risk Analysis 424
11.4.1 Basis for implementing qualitative risk analysis 424
11.4.2 Tools and techniques for conducting qualitative risk analysis 425
11.4.3 Results of implementing qualitative risk analysis 427
11.5 Implementing Quantitative Risk Analysis 428
11.5.1 Basis for implementing quantitative risk analysis 429
11.5.2 Tools and techniques for implementing quantitative risk analysis 429
11.5.3 Results of implementing quantitative risk analysis 432
11.6 Planning Risk Responses 433
11.6.1 Basis for planning risk response 433
11.6.2 Tools and techniques for planning risk responses 434
11.6.3 Outcomes of planned risk responses 436
11.7 Controlling risks 437
11.7.1 Basis for risk control 437
11.7.2 Tools and techniques for risk control 438
11.7.3 Results of risk control 439
11.8 Risk Management Example 440
11.9 Exercises for this Chapter 442
Chapter 12 Project Procurement Management 444
12.1 Overview 444
12.2 Strategic cooperation management 444
12.2.1 The concept of strategic supplier partnership 445
12.2.2 The significance of establishing strategic partnerships with suppliers 445
12.2.3 Construction of strategic partnership with suppliers 445
12.2.4 Approval and signing of strategic cooperation agreement 447
12.2.5 Management of strategic partnership with suppliers 447
12.2.6 Partnership evaluation 448
12.3 Procurement management process 448
12.3.1 Planning Procurement 450
12.3.2 Implement procurement 455
12.3.3 Controlling Procurement 458
12.3.4 Ending Procurement 462
12.4 Procurement management techniques and tools 463
12.4.1 Application of procurement management methods and technologies 463
12.4.2 Procurement management information system 468
12.4.3 Tendering 468
12.5 Case examples 473
12.6 Exercises for this Chapter 474
Chapter 13 Project Contract Management 476
13.1 Basic concepts related to contract management 476
13.1.1 Types of contracts 476
13.1.2 Contents of the contract 481
13.2 Contract Management Process 482
13.2.1 Contract signing management 482
13.2.2 Contract performance management 483
13.2.3 Contract change management 484
13.2.4 Contract file management 484
13.2.5 Contract breach claims management 484
13.3 Exercises for this Chapter 487
Chapter 14 Information Document Management and Configuration Management 490
14.1 Information system project documentation and management 490
14.1.1 Information system project related information (documentation) 490
14.1.2 Planning and methods of information system project document management 491
14.2 Configuration Management 492
14.2.1 Concept of configuration management 492
14.2.2 Goals and policies of configuration management 497
14.2.3 Daily configuration management activities 498
14.3 Document management and configuration management tools 502
14.3.1 Tool Overview 502
14.3.2 SVN 503
14.3.3 CC 503
14.3.4 GIT 504
14.4 Exercises for this Chapter 505
Chapter 15 Knowledge Management 507
15.1 Concepts of knowledge and knowledge management 507
15.1.1 Knowledge and knowledge management 507
15.1.2 Project knowledge management 509
15.2 Commonly used methods and tools for knowledge management 510
15.2.1 Management of explicit knowledge 510
15.2.2 Management of tacit knowledge 511
15.2.3 Knowledge management tools 513
15.2.4 Learning Organization 513
15.3 Intellectual Property Protection 516
15.3.1 Copyright Law 516
15.3.2 Computer software protection regulations 518
15.3.3 Trademark Law 519
15.3.4 Patent Law 520
15.3.5 Unfair Competition Law 521
15.3.6 Intellectual Property Issues in Project Management 522
15.4 Exercises for this Chapter 523
Chapter 16 Project Change Management 529
16.1 Basic concepts of project change management 529
16.1.1 Reasons for project changes 529
16.1.2 Project change classification 530
16.1.3 The meaning of project changes 530
16.2 Project Change Management Principles 530
16.3 Change management organization structure and work procedures 531
16.3.1 Organization 531
16.3.2 Work procedures 531
16.4 Work content of project change management 533
16.4.1 Strictly control the submission of project change applications 533
16.4.2 Change Control 533
16.4.3 The relationship between change management and other project management elements 534
16.5 version release and rollback plan 534
16.5.1 Preparation before software version release 534
Emergency rollback plan for version 16.5.2 535
16.5.3 Summary of version release and rollback implementation process 535
16.6 Exercises for this Chapter 535
Chapter 17 Strategic Management 538
17.1 Organizational strategic management 538
17.1.1 Strategy and strategic management 538
17.1.2 Main contents of organizational strategy 539
17.1.3 Decomposition of strategy implementation process 539
17.2 Types and levels of organizational strategies 541
17.2.1 Types of organizational strategies 541
17.2.2 Organizational strategic level 545
17.3 Decomposition of organizational strategic goals 546
17.3.1 Concept of decomposition of organizational strategic goals 546
17.3.2 Organizational strategy and project management 547
17.4 Exercises for this Chapter 549
Chapter 18 Organizational Project Management 551
18.1 Overview of Organizational Project Management 551
18.2 Organizational-level project management supports organizational strategy 551
18.3 Organizational-level project management content 552
18.4 Organizational Project Management Maturity Model 553
18.5 Exercises for this Chapter 554
Chapter 19 Process Management 556
19.1 Basics of process management 556
19.2 Process analysis, design, implementation and evaluation 558
19.2.1 Business process analysis 558
19.2.2 Business process design 561
19.2.3 Business process implementation 565
19.2.4 Business process assessment 567
19.3 Process reconstruction and improvement 568
19.3.1 BPR Overview 569
19.3.2 Implementation of BPR 570
19.3.3 Information system planning based on BPR 572
19.3.4 Continuous optimization of business processes 573
19.4 Management and optimization of project management process 574
19.4.1 Optimization of project management process 574
19.4.2 Agile Project Management 576
19.5 Exercises for this Chapter 578
Chapter 20 Program Management 584
20.1 Overview of Program Management 584
20.1.1 Program Management Standards 584
20.1.2 Definition of various roles and responsibilities 584
20.1.3 Program Management 585
20.2 Program Management Process 586
20.2.1 Assess program alignment with organizational strategy 586
20.2.2 Program vision and planning 587
20.2.3 Program Roadmap 587
20.3 Program Governance 588
20.3.1 Main contents of program governance 588
20.3.2 Program Steering Committee 589
20.3.3 Program Steering Committee Responsibilities 590
20.3.4 Program Financing 590
20.3.5 Establish a program governance plan 590
20.3.6 Approval of program performance approach and plan 591
20.3.7 Program component governance 592
20.3.8 Other activities to support program governance 592
20.4 Program life cycle management 594
20.4.1 Program life cycle division 594
20.4.2 Program definition phase 594
20.4.3 Program Benefits Delivery Phase 596
20.4.4 Program Closing Phase 597
20.5 Program Management Process Area 597
20.5.1 Program Management Performance Domain 597
20.5.2 Program Management Support Process 598
20.6 Exercises for this Chapter 598
Chapter 21 Project Portfolio Management 601
21.1 Overview of Project Portfolio Management 601
21.1.1 Project Portfolio 601
21.1.2 Relationships between portfolios, programs, and projects 602
21.2 Project Portfolio Management 603
21.2.1 The relationship between project portfolio management and organizational project management 603
21.2.2 Project Portfolio Management and Organizational Strategy 604
21.2.3 Business value 605
21.3 Portfolio Components 606
21.3.1 Program Management 606
21.3.2 Project Management 607
21.3.3 Daily operation management 607
21.3.4 Project Portfolio Governance 607
21.4 Project Portfolio Management Process Implementation 608
21.4.1 Project Portfolio Management Process Implementation Overview 608
21.4.2 Assess the current state of the project portfolio management process 608
21.4.3 Define the vision and plan for project portfolio management 609
21.4.4 Implementing the project portfolio management process 610
21.4.5 Improving the project portfolio management process 610
21.4.6 Project Portfolio Management Life Cycle 611
21.5 Project Portfolio Governance 611
21.6 Project Portfolio Management Process Group 612
21.6.1 Project Portfolio Management Process Group 612
21.6.2 Defining process groups 613
21.6.3 Aligning process groups 613
21.6.4 Authorization and Control Process Group 613
21.6.5 Interaction of project portfolio management processes 613
21.7 Project Portfolio Risk Management 614
21.7.1 Develop a project portfolio risk management plan 617
21.7.2 Managing project portfolio risks 622
21.8 Exercises for this Chapter 628
Chapter 22 Information System Security Management 631
22.1 Information system security strategy 631
22.1.1 Concept and content of information system security policy 631
22.1.2 Establishing a security policy requires good relationships 632
22.1.3 Information system security policy design principles 635
22.1.4 Information system security plan 636
22.2 Information Security System Engineering 637
22.2.1 Overview of Information Security System Engineering 637
22.2.2 Information security system 639
22.2.3 Information security system architecture 643
22.2.4 Information security system engineering foundation 645
22.2.5 Information security system engineering architecture 647
22.3 PKI Public Key Infrastructure 655
22.3.1 Basic concepts of public key infrastructure (PKI) 655
22.3.2 Digital certificate and its life cycle 660
22.3.3 Trust model 664
22.3.4 Application Mode 668
22.4 PMI permissions (authorization) management infrastructure 670
22.4.1 The difference between PMI and PKI 671
22.4.2 Attribute Certificate Definition 672
22.4.3 Access control 673
22.4.4 Role-based access control 675
22.4.5 PMI support system 676
22.4.6 PMI implementation 680
22.5 Information Security Audit 681
22.5.1 Security audit concepts 681
22.5.2 Establishing a security audit system 684
22.5.3 Distributed audit system 689
Chapter 23 Comprehensive testing and management of information systems 693
23.1 Testing Basics 693
23.1.1 Software testing model 693
23.1.2 Software testing types 701
23.2 Software testing technology 737
23.2.1 Black box testing method 737
23.2.2 White box testing method 762
23.3 Information system test management 767
23.3.1 Test Management Overview 767
23.3.2 Test management content 767
23.3.3 Test monitoring management 768
23.3.4 Configuration Management 769
23.3.5 Test Risk Management 769
23.3.6 Tester performance appraisal 770
23.4 Exercises for this Chapter 776
Chapter 24 Project Management Maturity Model 780
24.1 Overview of Project Management Maturity Model 780
24.2 OPM3 781
24.2.1 Overview of Organizational Project Management Maturity Model OPM3 781
24.2.2 Basic concepts of OPM3 788
24.2.3 Organizational Project Management Maturity Model (OPM3) 794
24.3 CMMI 811
24.3.1 About process improvement 811
24.3.2 About Capability Maturity Model Integration 812
24.3.3 CMMI process area 814
24.3.4 CMMI representation and levels 819
24.3.5 CMMI assessment method and process improvement 826
24.4 Exercises for this Chapter 828
Chapter 25 Quantitative Project Management 831
25.1 Overview of Quantitative Project Management 831
25.2 Quantitative project management process 832
25.2.1 Preparing for quantitative management 832
25.2.2 Quantitative management projects 833
25.3 Quantitative project management process indicators 834
25.4 Project measurement methods 838
25.5 Quantitative Project Management Tools 843
25.6 Exercises for this Chapter 844
Chapter 26 Intellectual Property and Standards and Regulations 847
26.1 Contract Law 847
26.1.1 Conclusion of contract 847
26.1.2 Validity of contract 849
26.1.3 Performance of contract 850
26.1.4 Change and transfer of contract 852
26.1.5 Termination of rights and obligations under the contract 852
26.1.6 Liability for breach of contract 854
26.1.7 Other provisions 855
26.2 Tendering Law 855
26.2.1 Tendering 855
26.2.2 Bidding 857
26.2.3 Bid evaluation 858
26.2.4 Legal liability 859
26.3 Authorship Law 860
26.4 Government Procurement Law 862
26.4.1 Government procurement parties 863
26.4.2 Government procurement methods 864
26.4.3 Government procurement procedures 864
26.4.4 Government procurement contracts 866
26.4.5 Questioning and disapproval 867
26.4.6 Legal liability 867
26.5 National Standard for Software Engineering 869
26.5.1 Basic knowledge of standardization 869
26.5.2 Basic standards 871
26.5.3 Life cycle management standards 874
26.5.4 Documented standards 875
26.5.5 Quality and testing standards 878
26.6 Exercises for this Chapter 880
Chapter 27 Basic knowledge of management science 884
27.1 Basic knowledge of mathematical modeling 884
27.2 Graph Theory 886
27.2.1 Minimum spanning tree 886
27.2.2 Shortest path 888
27.2.3 Network and Maximum Traffic 890
27.3 Decision Theory 893
27.3.1 Classification and models of decision-making 893
27.3.2 Uncertain Decision Making 894
27.3.3 Sensitivity analysis 896
27.4 Linear Programming 897
27.5 Dynamic Programming 900
27.6 Exercises for this Chapter 903
Chapter 28 Project Management Process Practice and Case Analysis 911
28.1 The evolution of project management process 911
28.1.1 Initial state 911
28.1.2 Improvement 1: Standardize project establishment standards, track implementation status, and approve project completion basis 912
28.1.3 Improvement 2: Stage review, deviation control 913
28.1.4 Improvement 3: Standardize internal processes through process audit 913
28.1.5 Improvement 4: Enhance process control and improve operation accuracy 914
28.1.6 Continuous improvement: Continuously improve efficiency through process optimization and new tools/methods 915
28.2 Project management process practice based on PMBOK 916
28.2.1 SMCI process improvement model 916
28.2.2 Rigidity, optimization and solidification 918
28.2.3 Process improvement project 921
28.2.4 Project management process tailoring method 924
28.2.5 Management Best Practices 927
28.3 —Integrated Project Management Process Practice 930
28.3.1 Background of integration 930
28.3.2 —Goals of integration 931
28.3.3 Stage workflow diagram 931
28.3.4 —Integrated management system 933
28.3.5 Relationship with ISO, CMMI, and PMBOK 935
28.4 Case Study: Project Management in Real Environment 936
28.4.1 Project background 936
28.4.2 Project Start 937
28.4.3 Encountering difficulties 937
28.4.4 Project Manager Shi Tao 938
28.4.5 Project backbone Han Li 939
28.4.6 Case Analysis 940
References 946
2. Scope management
3. Progress Management
4. Cost management
5. Quality management
6. Human resources management
7. Communication Management
8. Risk Management
9. Procurement Management
10. Stakeholder Management
Five major processes of project management
start up
planning
implement
monitor
ending
Preparation