definition

Features

Termination situation

effect

definition

importance

The most important factor

definition

within the organization

outside the organization

definition

security and safety

intellectual assets

data assets

Governance documents

process assets

Tip: The case has been sorted out

Functional

matrix type

Project type

definition

type

Responsibilities

An individual assigned by the executing organization to lead the team to achieve project goals

Lead the project team to achieve project goals and stakeholder expectations

Leverage available resources and balance competing constraints

Act as a communicator between project sponsors, team members and other stakeholders

Requires active interaction with other project managers within the organization

Act as a strong advocate within the organization

Should improve their overall project management capabilities and skills within the organization

Always pay attention to the latest development trends in the industry

Continuous knowledge transfer and integration

Serve as an informal ambassador

project management

strategy and business

leadership

leader

manager

Proper balance

laissez-faire

Service type

Transactional

transformational

Charming

interactive

A series of stages that a project goes through from start to finish. The name and number of stages depend on the specific project.

The relationship between stages can be sequential, iterative, or overlapping

The whole process from the beginning of the project to the end of the project to the end of the project product's operational life (withdrawal from the market)

4 common stages

Cost and labor investment

Risk and uncertainty, stakeholder influence, number of changes

The cost of change and the impact of risks

definition

type

The five process groups can be executed and repeated at each project stage, or at the overall project level.

Process groups can overlap with each other

start process group

planning process group

executive process group

monitoring process group

Closing process group

start process group

planning process group

executive process group

monitoring process group

Closing process group

Project suggestions and project applications

preliminary feasibility study

Detailed feasibility study

Only preliminary research and detailed research are done for upgrading and renovation projects.

Assessment and decision-making

The construction unit submits to the superior authority an overall conceptual framework for the proposed project.

It is the basis for superiors to select projects and conduct feasibility studies.

Act as a communicator between project sponsors, team members and other stakeholders

Necessity of the project

Necessary conditions for project construction

Project market expectations

Market forecast of expected project outcomes (product solutions or services)

Two musts and two precautions

Possibility, effectiveness, necessity

Decide on project direction

Considerations

Considerations

Generally, it is also necessary to analyze the social benefits of the project.

within the organization

to social development

For projects in the public service field, feasibility analysis of social benefits is the focus

It is the key to restricting the effectiveness of information systems.

It is necessary to evaluate the user's management system, management methods, rules and regulations, work habits, personnel quality, data resource accumulation, basic software and hardware platforms, etc. to determine whether it can run smoothly at the user's site after delivery

Legal feasibility, policy feasibility

Preliminary assessment of project prospects

Can be combined with a detailed feasibility study

Preliminary feasibility study report

Include one or a few aspects of the project, but not all aspects

It can only be used as a prerequisite or auxiliary for preliminary feasibility study and detailed feasibility study.

The cost of ancillary research must be considered together with the cost of the project feasibility study

Can be conducted before a preliminary feasibility study or after completion of a feasibility study

The main content is basically the same as the detailed feasibility study, but the resources and research details are quite different.

Demand and market forecasts

Equipment and resource investment analysis

space layout

Project Design

Project schedule

Project Investment and Cost Estimation

Conduct detailed, systematic and comprehensive investigation, research and analysis before project decision-making

Cannot be omitted

Detailed feasibility study report

Demand and market forecasts

Equipment and resource investment analysis

space layout

Project Design

Project schedule

Project Investment and Cost Estimation

Investment estimation method, incremental net benefit method (with or without comparison method), economic evaluation method, market forecast method

A third party (state, bank or relevant institution) to review the reliability, authenticity and objectivity of the project feasibility study

Provide scientific basis for banks’ loan decisions or administrative departments’ approval decisions

project evaluation report

definition

Target (back)

process

background

cognition

Integrate large amounts of data and information using project management information systems (PMIS) etc.

Easily see real-time status, promote knowledge transfer, and promote stakeholders to participate in problem solving

Coping with project staff turnover and instability

Project managers need to participate in feasibility studies and assessments and benefit management before and after project establishment.

Mixed use of agile or other iterative practices, business analysis techniques-BA, organizational change management methods, etc.

Prepare a document that formally approves the project and authorizes the project manager

Define, prepare and coordinate all components of the project management plan and integrate them into a comprehensive project management plan

Lead and execute the work identified in the project management plan and implement approved changes

Use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process

The process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan

Review all change requests, approve changes, manage changes, and communicate results of change processing

The process of closing all activities for a project, phase, or contract

Participate in integration as a domain expert with discretion and control over product planning and delivery

Empower the team and focus on creating a collaborative decision-making atmosphere

The process of writing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities

Clarify the direct link between the project and the organization's strategic goals

Clarify the formal status of the project

Demonstrate organizational commitment to the project

definition

include

Main points

Contracts, memorandums of understanding, service quality agreements, letters of intent, oral agreements, etc.

Reasonable judgments about current activities based on the expertise of any group or individual

Brainstorming

focus group

Interview

Speaking of "scope"

Conference management

conflict management

guide

Hold meetings with key stakeholders to identify project goals, success criteria, etc.

Meeting: issue project charter, appoint and authorize project manager

Paper: Organized Zhang Gong, Xiao Li, etc., and held a meeting with the theme of xxx. At the meeting, we discussed xxx, and the result was xxx

Documents high-level information about the project and the products, services, or results the project is expected to deliver

① Project purpose

② Measurable project goals and related success criteria

Formal Approval of Project Overview

③ High-level requirements, high-level project description, boundary definition and deliverables

④ Overall milestone progress plan

⑤ Pre-approved financial budget

⑥ Overall project risk

⑦ List of key stakeholders

⑧ Project approval requirements (such as criteria for evaluating project success, who will draw conclusions about project success, and who will sign the project end)

⑨ Project exit criteria (such as under what conditions the project or phase can be closed or canceled)

process related

⑩ The assigned project manager and his responsibilities and authorities

⑪ Name and authority of the sponsor or other person who approved the project charter

All assumptions and constraints throughout the project lifecycle

Note: No signature is required, the project manager manages it himself

The approved project charter signifies the official launch of the project

The project is initiated by entities other than the project (such as PMO, chairman of the project portfolio governance committee, etc.), who have certain powers and can provide funds.

The earlier the appointment, the better

Appointed latest before planning

It is best to appoint them when developing the project charter

≠Contract

Established link between project execution and project requirements

Confirm whether the project meets the needs of the organization's strategy and daily operations by preparing a project charter

It can be prepared by the sponsor or by the project manager in cooperation with the sponsoring agency.

Sponsor approval

The process of defining, preparing, and coordinating all components of a project plan and integrating them into a comprehensive project management plan

Produce a comprehensive document that serves as the basis for all project work and how it will be performed

How: Determine how the project will be executed, monitored, and closed

Serves as a starting point for project planning and contains high-level information for further refinement

Any baselines and sub-management plans output from other planning processes

Brainstorming

Checklist

focus group

Interview

Speaking of "scope"

Conference management

conflict management

guide

Kick-off meeting kick-off meeting

10 sub-management plans

3 benchmarks

6 additional components

Lead and execute the work identified in the project management plan and implement the process of approved changes

5 stems: stem plans, stem changes, stem interfaces (interface integration), stem results, stem data

Execute pre-planned activities in the plan, implement approved changes, manage various technical and organizational interfaces within the project, produce deliverables, collect work performance data

Allocate available resources and manage their efficient use

Any of its components can be used as input to this process

May be preventive actions, corrective actions, defect remediation

Schedule planning software tools, work authorization systems, configuration management systems, information collection and release systems, etc.

Kick-off meeting, technical meeting, agile or iterative planning meeting, daily stand-up meeting, problem solving meeting, etc.

Any unique and verifiable product, service capabilities or results

Also includes various documents and plans during the project process

deliverable

Raw observations and measurements collected during execution

Work performance data—>Work performance information—>Work performance documents

definition

content

be careful

definition

be careful

Classification

Use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process

Leverage existing organizational knowledge to create or improve project outcomes

Knowledge created using current projects can be used to support organizational operations and future projects or phases

resource breakdown structure

Project team dispatches work orders

resource

Stakeholder register

Supplier selection criteria

Share tacit knowledge

Share explicit knowledge

active listening

guide

leadership

interpersonal communication

overall view

content

stage

Create an atmosphere of trust that inspires people to share their knowledge and care about the knowledge of others

The process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan

Keep stakeholders informed of the current status of the project

Keep stakeholders informed of the future status of the project through cost and schedule forecasts

Monitoring requires comparison of actual and planned

Summarize the work performance information output by the monitoring sub-process in each knowledge area

Deviation analysis (deviation between target and actual performance), trend analysis (predicting the future based on the past), earned value analysis (Fan Jincheng comprehensively analyzes deviations), root cause analysis, alternative analysis, cost-benefit analysis, etc.

vote

definition

content

Includes collecting, measuring and analyzing measurement results and predicting trends to drive process improvements

Including revising corrective or preventive actions or re-planning, and tracking the implementation of the action plan

Review all change requests, approve changes, manage changes, and communicate results of change processing

Ensure a comprehensive review of documented changes in the project

8 step process

8 step process

8 step process

8 step process

8 step process

8 step process

8 step process

8 step process

change management plan

progress baseline, cost baseline

Resource availability, schedule and cost data, earned value reports, burn charts, burn down charts

Manual or information tools

Conduct change control meetings with CCB

pass

postpone or reject

Changes to the benchmark can only be based on future situations and cannot change past performance.

All changes that occur (passed and failed) are recorded in the change diary

Note: Any project document that is formally controlled can be changed during this process

This process runs throughout the project, with the project manager assuming ultimate responsibility

time

form

Each change must be approved, deferred, or rejected by a responsible person, who should be designated in the project management plan

Responsible for reviewing, approving, deferring or denying project changes, and documenting and communicating change processing decisions

It is a decision-making body, not an operating body

It can be composed of multiple people, or it can be composed of just one person.

It is not required and not all change requests must be approved by the CCB

When necessary, the change control board (CCB) should be responsible for implementing the organizational change control process.

The process of closing all activities for a project, phase, or contract

Archive project or phase information and complete planned work

Freeing up organizational team resources to start new work

Documents project success criteria, approval requirements, and who will sign off on project closure

Review the project management plan to ensure all work has been completed and project objectives have been achieved

feasibility study report

project evaluation report

Define requirements for formal closing of procurement

Handover results for use in closing steps

Project or Phase Closure Guidelines and Requirements

Experts in management control, auditing, regulations and procurement, laws and regulations, etc.

Closing report meeting, customer summary meeting, experience and lesson summary meeting, celebration party

handed over to client

Summarize project performance

Gain overall acceptance of the project or phase

handover results

Summarize and record lessons learned

Organizational process asset updates

Document archiving

Release resources

Stakeholder satisfaction survey

celebration party

definition

Basis for measuring completion

definition

Basis for measuring completion

Project activities that do not solve practical problems and have no application value while actively "pleasing" customers

Passively “accept” customers’ constant requests for small, imperceptible scope changes

The process of creating a scope management plan to document how project scope and product scope are defined, validated, and controlled.

Identify, document and manage stakeholder needs to achieve project objectives

Develop detailed project and product descriptions

Break down project deliverables and project work into smaller, more manageable components

Formal acceptance of completed project deliverables

Monitor project and product scope status and manage scope baseline changes

The process of creating a scope management plan to document how project scope and product scope are defined, validated, and controlled

Provide guidance and direction on how to manage scope throughout the project

Record project purpose, project description, assumptions, constraints, and high-level requirements

quality management plan

Project life cycle description

development method

Alternatives Analysis

Planning meeting (PM, sponsor, team, stakeholders, process owner, etc.)

Describe how scope is defined, developed, monitored, controlled, and validated

Can be formal or informal, very detailed or highly general

Scope management plan has no scope

work for guidance

Describe how requirements are analyzed, documented, and managed

Requirements management plan has no requirements

main content

The process of identifying, documenting and managing the needs and wants of stakeholders to achieve objectives

Lay the foundation for defining product scope and project scope

Business case, the necessary, expected and optional standards that should be met to meet business needs

Contains project and product requirements

Documented project overview and high-level requirements that will be used to specify detailed requirements

Contains information on how to collect, analyze, and document project requirements

Used to understand the main needs and expectations of stakeholders for the project

Direct chat, preset and impromptu questions, one-to-one, one-to-many, access to confidential information

Same function, similar background, subject matter experts (SME), moderator, interactive discussion

Cross-functional, different departments, coordinate differences among stakeholders, and reach consensus

Diversified audience, geographically dispersed, fast completion, suitable for statistical analysis

Direct viewing, difficulty or unwillingness to explain clearly, and digging out hidden needs

Rework risk mitigation, progressive detailing, agile, storyboarding

Comparable organizations, identify best practices, formulate improvement opinions, and provide basis for performance appraisal

Stimulate creativity as much as possible, generate as many ideas as possible, and speak freely

In-depth application of brainstorming, voting, and prioritization

Integrate, reflect commonalities and differences, and inspire more new ideas

Grouping helps to formulate WBS

vote

dictatorship

Multi-criteria decision analysis

Experts, anonymity, multiple rounds, convergence, elimination of bias

Describe how various single requirements will satisfy project-related business needs

Only requirements that are clear, traceable, complete, coordinated, and are willing to be recognized by key stakeholders can be used as a benchmark.

Requirement Category

A form that connects product (project) requirements from their source to the deliverables that satisfy the requirements

forward tracking

reverse tracking

Track requirements

The process of developing detailed project and product descriptions

Describe the boundaries and acceptance criteria for a product, service, or outcome

A high-level description of the project, product characteristics, and approval requirements

Requirements that should be included in scope are identified

Convert the high-level product description in the project charter into deliverables

Including: product decomposition, system analysis, demand analysis, systems engineering, value engineering, value analysis, etc.

Alternatives Analysis

Multi-criteria decision analysis

guide

Product range description

Deliverables

Acceptance Criteria

Project Exclusions

User needs often change

The process of breaking down project deliverables and project work into smaller, more manageable components (work packages)

Provide a structure for what is to be delivered

Defines how to create a WBS based on the project scope statement

For identifying and analyzing deliverables

Used to verify that the decomposition of deliverables meets the original requirements

Gradually divide deliverables into smaller, more manageable components

The approved project scope statement, WBS, and WBS dictionary can only be changed through formal change control procedures.

Refers to the work product or deliverable that is the result of an activity

Identify and analyze deliverables and related work

Determine the structure and arrangement of the WBS

Decomposition layer by layer from top to bottom

Develop and assign identification codes to WBS components

Verify that deliverables are broken down to the appropriate extent

Place the phases of the project life cycle on the second level

Put deliverables on the second level

Integrate various subcomponents that may be implemented by organizations outside the team (such as outsourced work)

Must be deliverable oriented

Must comply with the scope of the project (100% principle)

The underlying layer should support planning and control

Elements must be responsible for and only one person (independent responsibility principle)

Should be controlled at 4~6 layers

Should include project management work, but also subcontracted work

Requires participation of all (key) stakeholders

Not static

Is a management control point (that can be linked to an organization's financial procedures) at which scope, budget, actual costs, and schedule are integrated and compared to earned value to measure performance

Each control account may include one or more work packages (or planning packages)

A work package can only belong to one control account

The process of formal acceptance of completed project deliverables

Make the acceptance process objective

Increase the likelihood of acceptance of the final product, service or result by validating each deliverable

Deliverables that have been completed and verified as correct by the control quality process

scope management plan

demand management plan

Scope Baseline

requirements document

Requirements Tracking Matrix

Conduct activities such as measurement, review and validation to determine whether work and deliverables meet requirements and product acceptance criteria

Acceptance Testing - Typical Scope Validation Technique

pass

Validation, Validate-confirmation (result)

Did not pass

Determine when scope validation is required

Identify what inputs are needed for scoping validation

Determine the formally accepted criteria and elements for scoping

Determine the organizational steps for a scoping meeting

Organization scope confirmation meeting

Whether the deliverables are certain and confirmable

Does each deliverable have clear milestones, and do milestones have clear, identifiable events?

Are there clear quality standards?

Are reviews and commitments clearly expressed?

Are there any omissions or errors in the project scope?

Whether the project scope risks are too high and whether management can reduce the impact on the project when risks occur

Management

client

project management staff

project team members

Monitor project and product scope status and manage the process of scope baseline changes

Maintain scope baseline throughout the project

Scope Baseline

Number of deliverables verified, validated and completed

Compare baseline to actual results to determine if deviations are within critical value intervals

Review project performance over time to determine whether performance is improving or deteriorating

Identified scope deviations and causes, impact of deviations, predictions of future scope performance

After analyzing project performance, change requests may be made to scope baseline, schedule baseline, etc.

Choose a schedule method

Enter project-specific data into scheduling tools to create schedule models

Form project schedule based on schedule model

feature

Applicable to

feature

Applicable to

Develop policies, procedures and documents for planning, preparing, managing, executing and controlling project progress

Identify and document specific activities required to complete project deliverables

Identify and document relationships between project activities

Based on the results of resource estimation, estimate the number of work periods required to complete a single activity

Analyze activity sequence, duration, resource requirements, and schedule constraints to create a schedule model

Monitor project activity status, update project progress, and manage progress baseline changes

Develop policies, procedures and documents for planning, preparing, managing, executing and controlling project progress

Provide guidance and direction on how to manage project progress throughout the project

The prescribed overall milestone schedule affects the project's progress management

development method

Alternatives Analysis

Planning meeting (PM, sponsor, team, stakeholders, process owner, etc.)

Release and iteration length of schedule

Accuracy

unit of measurement

control threshold

performance measurement rules

report format

Identify and document specific activities required to complete project deliverables

Decompose work packages into activities as the basis for schedule estimation, planning, execution, supervision, and control of project work

progress management plan

Scope Baseline

Work package -> activities, let team members participate in the decomposition process

Detailed planning for the near term and rough planning for the long term are progressive and detailed planning methods.

Includes all progress activities

Include all milestones

The duration of a milestone is zero, and it only represents an important point in time or event, not an activity.

Classification

Identify and document relationships between project activities

Define logical relationships between work to achieve maximum efficiency given all project constraints

progress management plan

Scope Baseline

Activity list

Milestone List

Hypothetical log

Also called leader diagram method, PDM, single code method, node method, AON

Use nodes to represent activities, and use one or more logical relationships to connect activities to show the order of implementation of activities.

4 logical relationships

Also called ADM, dual code name method, AOA

Use arrow lines to represent activities, and display the activity name and related information on the arrow lines.

Nodes represent "events" of connection activity

virtual activity

3 principles

Mandatory dependencies (hard logic, hard dependencies)

Selective dependencies (preferred logic, priority logic, soft logic)

internal dependencies

external dependencies

lead time

Hysteresis

Graphics that represent logical relationships between project schedule activities

path convergence

path branch

There is a greater risk

Based on the results of resource estimation, estimate the number of work periods required to complete a single activity

Determine the amount of time it will take to complete each activity

progress management plan

Scope Baseline

Activity list

Milestone List

Resource requirements

Resource Calendar

Use historical data from similar activities or projects to estimate

Lower cost, less time consuming, less accurate, insufficient project details

Use statistical relationships between historical data and other variables to estimate

Parametric model, basic data, formulas

Derived from Program Review Technology (PERT)

Consider uncertainty and risk in estimates when historical data are insufficient

Expected value M calculation formula

Standard deviation σ calculation formula

Variance V calculation formula

several probability values

The expected value of two activities A and B that precede and follow each other on a path

The expected value of two activities A and B that precede and follow each other on a path

Summarize estimates of WBS components layer by layer from bottom to top

vote

include

Not included

law of diminishing returns

Resource quantity

skill improved

Employee incentive

Analyze activity sequence, duration, resource requirements, and schedule constraints to create a schedule model

Develop a schedule model with planned dates for completing project activities

progress management plan

Scope Baseline

Project progress network diagram

duration estimate

Resource requirements

Resource Calendar

effect

practice

Critical Path

secondary critical path

Note: The schedule planned by the critical path method may not be feasible because it does not consider resource constraints and needs to be coordinated with resource balancing.

seven grid diagram

Total float time TF

Free float time FF

ES = the largest value of EF among all monetary activities

LS = ES TF

TF = LS - ES = LF - EF

FF = the smallest value of ES of all immediately following activities - EF

resource balancing

Resource smoothing

rush work

Progress follow-up

Shorten the construction period without reducing the project scope

What-if scenario analysis

simulation

Release progress timeline (usually 3 to 6 months)

Determined number of iterations or sprints for release

Schedule model schedule data, used to export project schedules in different formats

Milestone Progress Plan (Milestone Chart)

Summary progress plan (bar chart, Gantt chart)

Detailed progress plan (logical bar chart, time scale logic chart)

Monitor project activity status, update project progress, and manage progress baseline changes

Maintain schedule baselines throughout the project

progress baseline

Which activities have been started, how they are progressing, and which activities have been completed

Measure, compare and analyze schedule performance against schedule baselines

Examine project performance over time to determine whether performance is improving or deteriorating

Includes performance of project work compared to schedule baseline

Determine the current status of project progress

influence factors causing change

Reconsider necessary progress reserves

Determine whether the project schedule has changed

Manage changes as they actually occur

rush work

Quick follow up

Use highly qualified resources or experienced personnel

With the consent of Party A, reduce the scope of activities or lower the requirements of activities

Improve methods or techniques to increase production efficiency

Strengthen quality management, discover problems in time, reduce rework, thereby shortening the construction period

6 universal items

Project cost management is about ensuring that the project is completed within the approved budget

Different stakeholders may cost the project in different ways at different times.

For small projects, the relationship between cost estimating and cost budgeting is so close that it can be regarded as a process, completed by one person in a relatively short period of time.

Insufficient understanding of engineering projects

The organizational system is not sound

Methodological issues

technical constraints

Improper demand management

All costs incurred during the entire life cycle of a product or system, including the acquisition phase (activities such as design, production, installation and testing), operation and maintenance, and disposal of the product at the end of the life cycle.

direct cost

s

fixed costs

Variable costs

Sunk costs

opportunity cost

Determine how to estimate, budget, manage, monitor and control project costs

Provide an approximate estimate of the monetary resources required to complete project activities

Aggregate the estimated costs of all individual activities or work packages to establish an approved cost baseline

Monitor project activity status, update project progress, and manage progress baseline changes

Projects with high variability, incomplete scope, and frequent changes

Projects with short-term planning using just-in-time

Determine how to estimate, budget, manage, monitor and control project costs

Provide guidance and direction on how to manage project costs throughout the project period

Pre-approved financial budgets and project approval requirements have an impact on project cost management

progress management plan

Alternatives Analysis

Planning meeting (PM, sponsor, team, stakeholders, process owner, etc.)

Describe how project costs will be planned, scheduled and controlled

Can be formal or informal, very detailed or highly general

Cost management plan without cost

Contains content

Based on the results of resource estimation, estimate the number of work periods required to complete a single activity

Determine the funding required for the project

cost management plan

Scope Baseline

risk register

Project schedule

Resource requirements

Use historical data from similar activities or projects to estimate

Lower cost, less time consuming, less accurate, insufficient project details

Use statistical relationships between historical data and other variables to estimate

Parametric model, basic data, formulas

Derived from Program Review Technology (PERT)

Consider uncertainty and risk in estimates when historical data are insufficient

Expected value M calculation formula

Standard deviation σ calculation formula

Variance V calculation formula

several probability values

The expected value of two activities A and B that precede and follow each other on a path

The expected value of two activities A and B that precede and follow each other on a path

contingency reserve

Various assumptions about quality costs are used

include

should be overridden

Like people and days, to eliminate the impact of inflation and facilitate cost comparisons

Rough magnitude estimate

deterministic estimate

Manpower, materials, equipment, services, facilities

special costs

Aggregate the estimated costs of all individual activities or work packages to establish an approved cost baseline

Determine the cost baseline against which project performance can be monitored and controlled

cost management plan

Scope Baseline

Cost Estimate

risk register

Project schedule

feasibility study report

project evaluation report

Consider the cost of the purchased product, service or result

Activity Cost Estimate->Work Package->Control Account->Entire Project

management reserve

Ensure adequate funds are available within established funding limits

May result in schedule changes

Approved project budget allocated by time period, excluding any management reserves

Includes both projected expenditures and projected debt

The cost basis can be allocated by time period to obtain an S-curve

Cost Baseline Management Reserve

Determine the total funding requirements and periodic funding requirements based on the cost baseline

Project funds are usually invested in increments and may be uneven and ladder-like.

Monitor project activity status, update project progress, and manage progress baseline changes

Maintain cost baselines throughout the project

Which costs have been approved, incurred, paid and invoiced

cost basis

Earned value analysis EVA

Deviation AnalysisEVA

predict

Performance index to completion

Completion Variance

Includes performance of project work compared to schedule baseline

The relationship between project capital expenditures and corresponding work completed

Manage approved cost baselines

Monitor work performance against capital expenditures

Monitor cost performance, identify and analyze cost deviations

Try to keep expected cost overruns within acceptable limits

Ensure cost expenditures do not exceed approved funding limits

Influence factors that cause cost baseline changes

Ensure all change requests are processed promptly

Manage changes as they actually occur

Prevent unapproved changes in cost or resource usage reports

Report all approved changes and their associated costs to stakeholders

quality

grade

Contact difference

The cost of preventing an error is usually much lower than the cost of finding and correcting it during inspection or use

Project contracts are usually the main basis for project quality management

definition

content

Let customers discover defects

Detect and correct defects by controlling quality before delivering to customer

Pass quality assurance checks and correct the process itself

Incorporate quality into the planning and design of projects and products

Create a culture across the organization focused on and committed to process and product quality

GB/T 19000

GB/T 19001

GB/T 19002

GB/T 19004

GB/T 19011

definition

4 elements

4 core features

Understand, evaluate, define and manage requirements. Comply with requirements Suitable for use

Agile ensures customer satisfaction is always achieved

The "Plan-Do-Check-Act (PDCA)" cycle proposed by Shewhart and refined by Deming is the basis of quality improvement.

Total Quality Management (TQM), Six Sigma and Lean Six Sigma can also improve quality

85/15 principle. Managers are 85% responsible for quality

Organizations and their suppliers are interdependent and organizations should focus on long-term relationships rather than short-term gains