Features of the project

The role of the project

Program vs. Portfolio

Project Management VS Operations Management

Predictive

Incremental

Iterative

Agile

needs assessment

business case

Benefit Management Plan

business environment factors

organizational process assets

matrix type

Project type

Functional

hierarchical

Responsibility Assignment Matrix

text type

Contents and functions of resource management plans

Consensus on values, rules of conduct, and problem-solving processes

Resource Calendar Understand organization member availability

The project calendar identifies holidays and public holidays throughout the project

Multi-criteria decision analysis

Resources that have been assigned to the project by senior management before the project begins

Access resources by negotiating (negotiating) with functional managers or suppliers, first internally and then externally

The process of promoting interaction among team members and improving the overall team atmosphere to improve project performance

Formation: Clarify the roles and responsibilities of team members; (directive)

Shock: Conflicts arise (coaching type)

Norms: Try to solve problems, work collaboratively (participative)

Mature: operates in an orderly manner like a mature unit and completes work efficiently (authorized type)

Disbandment: The project ends and the team disbands

Centralized office for convenient and efficient communication

Virtual teams address geographical differences

Includes sharing portal, video conferencing, audio conferencing, email/chat software

Recognition and Rewards

Distinguish between the five motivation theories

Members lack abilities, knowledge, skills, and cannot be unrestrained

People's emotional quality and adaptability to society, including personal emotions and the emotions of others

Conflict Management Definition

Five ways to resolve conflicts

Improve team morale, strengthen team social relationships, and create a positive and cooperative working environment

Project managers have the responsibility to care for members with insufficient performance and help them analyze problems and achieve growth.

Promote team collaboration and integrate the work of team members to create efficient teams

The Control Resources process focuses on physical resources such as equipment, materials, facilities, and infrastructure.

The management team process focuses on team members

Analyze first, act later

Position within the organization, role in the project

Stake, expectations, level of support for the project, interest in project information

Manage stakeholders according to their rights and interests

High power, high benefits: focused management

High power, low benefits: satisfy them

Low power, high benefits: keep informed

Low power, low benefits: supervision

Aiming at large and complex stakeholder relationship networks, analyze them from the perspective of power, urgency, and legitimacy

Up, down, outward, sideways

Basic information, evaluation information, and stakeholder classification analysis of stakeholders

Update the stakeholder register in a timely manner when it is discovered that a stakeholder has changed or has not been identified.

How to manage stakeholder involvement

5 levels (unaware, resistant, neutral, supportive, leadership)

The gap between Current and Desire to identify and formulate strategies

content

Role: Guidance and management of stakeholder participation in the project

Formal vs informal

Written vs Oral

Internal vs External

Official vs Unofficial

up, down and sideways

Communication needs analysis

Calculation of the number of communication channels

communication method

communication model

Output - Communication Management Plan

definition

Changes in communications may update the communications management plan

There was a problem with the transmission of information

New stakeholders are identified or information about stakeholders changes.

If there is a problem with the level of stakeholder participation, formulate corresponding management strategies

The needs of all relevant parties should be collected in advance

requirements document

Requirements Tracking Matrix

Describe work to be done and not to be done

Requirements Traceability Matrix: Requirements and deliverables linked together

Scope Statement: Where to Find Deliverables

Hierarchical breakdown of the entire scope of work

WBS and WBS dictionary

Confirm that deliverables meet business requirements and meet acceptance criteria

Scope baseline (acceptance criteria) or contract

The sequence between completed - quality control - scope confirmation - closing

Supervision scope and management scope baseline changes

If it is not supported, do and only do the work within the scope.

If you find it is being done, stop immediately and analyze the impact

It’s done, you need to add the change control process

Identify and document specific actions taken to complete project deliverables

Activity List VS Activity Attributes VS Milestone List

finish-start, finish-finish, start-start, start-finish

Optional vs mandatory, internal vs external

The amount of time that a successor activity can be brought forward or delayed relative to its predecessor activity

Project progress network diagram

Analog estimation, parameter estimation

three point estimate

Bottom-up valuation

Reserve analysis (contingency reserves vs management reserves)

connotation

float time

resource balancing

Resource smoothing

rush work

Quick follow up

Evaluate the feasibility of the project schedule under different conditions based on the results of what-if scenario analysis

Project schedule, schedule baseline, project calendar

Monitor progress and manage changes to progress baselines

Analyze the causes of deviations

Assess the impact of deviations on schedule

Develop corresponding solutions

Whether to be directly included in the project

Does it change with the project workload?

Costs that have already been incurred and will not change

Choose one project, give up another project, and the income brought by the other project

There is no specific cost data, just a guideline document that stipulates units of measurement, etc.

Rough magnitude estimates and deterministic estimates

Refer to the detailed description in Estimating activity duration

emergency reserve, management reserve

Work Package Estimate Contingency Reserve = Cost Baseline

Cost Baseline Management Reserve = Budget

Map costs to scope to monitor projects

Analyze the current

Predict the future

In the process of quality management, prevention is better than inspection

Quality and grade are not directly related, they need to be weighed to achieve the required quality and grade levels at the same time

Attribute sampling is the result of passing or failing, and variable sampling is the degree of passing

connotation

artifact

connotation

connotation

artifact

Invitation to Bid VS Invitation for Information VS Invitation for Proposal

time

effect

The proposal needs to be prepared based on the buyer's procurement policy and submitted

Based on supplier selection criteria, proposals are selected and screened

Negotiation: Clarifying the structure of the contract, the rights and obligations of the parties, and other terms before the contract is signed so that both parties can reach a consensus

Contents of the agreement: including (but not limited to) procurement work statements or major deliverables, inspection, quality and acceptance standards, Termination Provisions and Alternative Dispute Resolution

The role of the agreement: It binds both parties to the contract. For all inconsistencies involving suppliers in the project, priority will be given to the contract (if there are differences, refer to the contract)

Performance Review VS Inspection VS Audit

Inconsistent with contract requirements or beyond the scope of the contract

Negotiation is the first choice, followed by ADR (alternative dispute resolution), arbitration, and litigation.

All deliverables have been delivered, no claims are outstanding and all final payments have been made

How to arrange and implement risk management activities

Analyze strengths, weaknesses, opportunities and threats, and consider risks more comprehensively

risk register

risk report

Prioritize risks, focusing on high-priority risks

Prioritize risks based on the product of risk impact and probability

Conduct a quantitative analysis of the impact of identified individual project risks and other sources of uncertainty on overall project objectives

Monte Carlo analysis

tornado diagram

Calculation of expected monetary value

Report, transfer, avoid, mitigate, accept

Report, share, develop, improve, accept

Contingency plans, rebound plans, contingency measures

Monitor identified risks and identify new risks

Continuously re-identify, re-analyze and re-evaluate risks

Assess risk management effectiveness

content

Initial, initial, early, original, start-up stage: high-level, main, overall, management

Assumptions and constraints

content

effect

Revise

Communicate project goals, gain team commitment to the project, and clarify the roles and responsibilities of each involved party

Execute the work identified in the project management plan and implement approved changes to achieve project goals;

First output of deliverables

Problems are found, recorded in the problem log, and updated in real time

Problem handling process: record - analyze/evaluate - develop solutions - implement

Explicit knowledge vs tacit knowledge

Ensure that project documents and other lessons learned are in the repository (or PMIS) and ensure that they are up to date to prevent personnel turnover and knowledge loss

effect

Environmental requirements

Job performance data VS job performance information VS job performance reports

Change management plan vs change log

Changes that do not involve baseline

Changes involving baselines

— Once acceptance is completed, no changes will be made;

Unless something is not done that should be done, or there is a product quality problem

The reasons for early termination need to be investigated and closure needs to be carried out

1. Handover results

2. Financial closing

3. Satisfaction survey

4. Update the lessons learned register

5. Document update (organizational process asset update)

6. Final report

7. Document archiving

8. Celebration party

9. Disband the team

Available software is better than documentation, but documentation is not entirely unnecessary

When detailed documentation is already part of the requirements, we need to focus on the value and make adjustments

When relevant parties want detailed documents and detailed plans, you can show successful experience to persuade

We do not blindly follow the contract. When we disagree with customers, we emphasize communication and cooperation to reach an agreement and pursue win-win cooperation.

Plans, needs, etc. may change and should be responded to proactively

Embracing change does not mean accepting all changes unconditionally

Principle 1: Our highest goal is to meet customer needs through early and continuous delivery of valuable software

Team members business people and developers always work together, and the team is a self-organizing team that is motivated and trusted

Lean and minimalist, the way to realize this principle is "regular reflection"

face to face

An ordered list of all work, value-oriented and progressively detailed

Ranking based on factors such as value, risk, etc.

Functional content and non-functional content

Output in the iteration planning meeting, define iteration goals, clarify specific tasks, and the team will discuss and receive them on their own

Generally, we will not change it arbitrarily. We must first ensure the smooth completion of the iteration task. (Unless the user story is worthless and involves the life and death of the project)

Consider team capabilities and project characteristics

The time box is fixed and will not be adjusted at will.

Determine iteration tasks and goals, discuss how to complete them, and produce an iteration backlog

Stakeholders can be invited to participate to understand changes in needs

Understand project status information (master progress), team personal status, consensus information, and identify problems

The team organizes itself and anyone on the team can host the stand-up meeting

The time box is generally 15 minutes (can be extended unless other reasons affect the effectiveness of the meeting)

Only discovering problems, not solving them

PO appraisal "completed", customer acceptance, giving feedback

Unfinished or unaccepted user stories are placed back into the product backlog

Discuss next time expectations and trends

Examine yourself, pay attention to the process, review the effectiveness of measures, find out the reasons, and propose improvement plans

Vision

product roadmap

release plan

iteration planning

daily plan

A fixed, relatively short period of time within which the planned work must be completed

Build scenes and characters

DOD

User story granularity

story point concept

User story estimation

Prioritize by

Prioritization method

Risk Adjustment Backlog

Explore new technologies, new methods, new problems, and unclear risks

Iterate the backlog

Technical skills in execution

Guide teamwork and customer cooperation

Based on completed story points

concept

Initial speed estimate

feature

show

monitor

Identify the flow of processes within a work item

Identify deficiencies (waste) and develop improvements (find activities that do not add value to the product)

Reasonable planning, team efficiency, and identifying bottlenecks

Based on the completion statistics of different modules of the Kanban board, determine the scope changes and trends of the current project

Two developers, working together, one writing code and the other reviewing it in real time

The function is to be more focused and efficient, break down team barriers, and develop new skills.

Semi-private spaces (cave and public areas)

Integrate immediately to quickly find code problems and solve them

Write test cases before development and test while coding. If the test fails, you can refactor it.

Avoid frequent failures after delivery and avoid increased costs of manual testing

Optimize and reorganize the code without changing the function to improve the maintainability of the code