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.

Project Charter Definition

The role of the project charter

Contents of the project charter

The project manager and project team are required to take a variety of actions to execute the project management plan and complete the work specified in the project scope statement.

Work performance data are the raw observations and measurements collected from each activity being performed during the execution of the project work.

Monitor and control the various processes required to initiate, plan, execute and close projects. Take corrective or preventive actions to control project performance.

Schedule forecasts, cost forecasts, confirmed changes, analytical techniques, work performance reports

The overall change control process runs throughout the project. Since projects rarely follow the project management plan exactly, change control is essential.

The Change Control Board (CCB) is responsible for approving or rejecting change requests.

Change log: records changes that occur, including rejected ones.

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. Its main function is to summarize experiences and lessons, formally end the project work, and release organizational resources without starting new work.

Deliverables: Approved product specifications, delivery receipts, and work performance documentation.

Project scope management is to do things within the scope, and only do things within the scope, neither doing less nor doing more. What needs to be done: 1. Clarify project boundaries; 2. Monitor project execution; 3. Prevent project scope from spreading.

Product scope refers to the functions that a product or service should include. Project scope refers to the work that must be done in order to deliver the product.

The scope baseline for the project is the approved project scope statement, WBS, and WBS dictionary.

Project scope management is the process of preparing a scope management plan, a written description of how the project scope will be defined, confirmed and controlled. Its main function is to provide guidance and direction on how to manage the scope throughout the project.

Requirements gathering is the process of identifying, recording, and managing the needs and requirements of stakeholders to achieve project goals. It provides a solid foundation for defining and managing project scope (including product scope).

Tools and techniques: interviews, focus groups, guided workshops, group innovation techniques, multi-criteria decision analysis, group decision-making techniques, questionnaires, observations, prototyping, benchmarking, system interaction diagrams, document analysis, etc.

The main function of the process of developing detailed descriptions of projects and products is to clarify which of the collected requirements are included in the project scope and which ones are excluded from the project scope, thereby clarifying the boundaries of products, services or results.

The role of the project scope statement: 1. Determine the scope; 2. Basis for communication; 3. Basis for planning and control; 4. Basis for change; 5. Basis for planning

Creating a WBS is the process of breaking down project deliverables and project work into smaller, more manageable components. The main purpose is to provide a structured view of what is to be delivered.

WBS Dictionary

Confirming scope is the process of formally accepting the completed deliverables of the project. Its function is to make the acceptance process objective and at the same time improve the possibility of acceptance of the final product, service or result by accepting each deliverable.

Controlling scope is the process of monitoring the scope status of projects and products, managing changes to the scope baseline, and maintaining the scope baseline throughout the project.

Planning Schedule Management: The process of developing policies, procedures, and documentation for planning, preparing, managing, executing, and controlling project schedules.

Define Activities: The process of identifying and documenting the specific actions that need to be taken to complete the project deliverables.

Sequencing activities: The process of identifying and documenting relationships between project activities.

Estimating activity resources: The process of estimating the types and quantities of materials, personnel, equipment, or supplies needed to perform various activities.

Estimating activity duration: The process of estimating the duration required to complete a single activity based on the results of resource estimation.

Develop schedule plan: The process of analyzing activity sequence, duration, resource requirements, and schedule constraints to create a project schedule model.

Controlling Progress: The process of monitoring the status of project activities, updating project progress, and managing changes to the schedule baseline to achieve the plan.

Resource optimization technology

progress compression technology

Program review technique PERT, also known as three-point estimation

Plan Cost: The process of developing policies, procedures, and documentation for planning, managing, spending, and controlling project costs.

Estimating costs: The process of making an approximate estimate of the funds required to complete project activities.

Budgeting: The process of summarizing the estimated costs of all individual activities or work packages to establish an approved cost baseline.

Controlling Costs: Monitoring project status to update project costs is the process of managing changes to the cost baseline.

The project budget includes all funds approved for the project. The cost baseline is the approved project budget allocated by time period but does not include management reserves.

Program Value PV: is the approved budget allocated for program work, excluding management reserves.

Earned value EV: A measurement of work completed, expressed in terms of the budget allocated to the work.

Actual cost AC: the actual cost incurred to perform a certain work within a given period of time

Budget at completion (BAC): The total planned value of the project.

Cost Variance CV: The budget deficit or surplus at a given point in time, expressed as the difference between earned value and actual cost. Formula: CE=EV-AC. CV>0, cost saving. CV<0, cost overrun.

Schedule deviation SV: The schedule is ahead or behind at a given point in time, expressed as the difference between earned value and planned value. Formula: SV=EV-PV. SV>0 means the progress is ahead; SV<0 means the progress is behind.

Schedule Performance Index SPI: An indicator that measures schedule efficiency, expressed as the ratio of earned value to planned value. Formula: SPI=EV/PV. SPI>1, the progress is ahead; SPI<1, the progress is lagging behind.

Cost Performance Index (CPI): An indicator that measures the cost efficiency of budgeted resources, expressed as the ratio of earned value to cost. Formula: CPI=EV/AC. CPI>1, cost saving. CPI<1, cost overrun.

EAC: Estimate at Completion EAC=AC BAC-EV The current deviation is considered atypical (errors can be corrected if they are known) EAC=AC (BAC-EV)/CPI Current deviation is considered typical (will be wrong)

VAC: Variance at completion, which is the difference between the completion budget and the completion estimate. VAC=BAC-EAC

Quality is ‘the sum of characteristics that reflect an entity’s ability to meet the stated and implicit needs of the subject’.

Quality management refers to all activities that determine quality policies, goals and responsibilities, and enable them to achieve all management functions through quality planning, quality assurance and quality control values ​​and quality improvement in the quality system.

Quality policy refers to ‘the overall quality purpose and direction of the organization formally issued by the organization’s top management’.

Quality objectives refer to the ‘goals pursued in terms of quality’, which are the specific requirements for the implementation of the quality policy.

Quality Management Standard System

Planning quality management is the process of identifying the quality requirements and standards for a project and its deliverables, and preparing countermeasures to ensure compliance with quality requirements. Its main role is to provide guidance and direction on how to manage and confirm quality throughout the project.

Implementing quality assurance is the process of auditing quality requirements and quality control measurement results to ensure the adoption of Heli's quality standards and operational definitions. The main role is to promote quality process improvement.

Controlling quality is the process of monitoring and recording the execution of quality activities in order to evaluate performance and recommend necessary changes.

Old seven tools

Seven New Tools

leadership and management

conflict and competition

Planning project human resource management

Interpersonal Management Skills: Mechanisms for building trust, active listening, resolving conflicts, and overcoming resistance to change issues Human-machine management skills: guide stakeholders to reach consensus on project goals and reach consensus through negotiation; exert positive influence on stakeholders; adjust organizational behavior and accept project results

Build a project team

Construction project team

Manage project team

Virtual team, centralized office

Five stages of team development

interpersonal skills

that power

conflict management

motivation theory

Human Resource Management Plan

Roles and Responsibilities

Project organization team

staffing management plan

Team performance evaluation

subtopic

Project communication management concept: the process required to ensure the timely and correct generation, collection, distribution, storage and final processing of project information

Communication model: a process model in which the information sender uses language, text, movements, expressions and other media to deliver knowledge, thoughts, emotions and other information to the information receiver. The five basic states of the communication model: Sent, Received, Understood, Approved, and Transformed

Communication channel: the medium selected and established by the information source to transmit information, that is, the way in which information is disseminated

Project stakeholders: individuals or groups who have an interest in the project. Project stakeholders benefit or suffer from the project, and will have a recommendation or hindering impact on the development of the project; Project stakeholder management: the process of identifying the needs, hopes and expectations of project stakeholders, and meeting their needs and solving their problems through communication management

Project stakeholder management content: Project stakeholder analysis, communication management and problem management constitute the main content of project stakeholder management Project stakeholder management basis: project management plan, communication management plan, organizational process assets

The main processes of project communication management: planning communication management, management communication, control communication

The various processes of project stakeholder management: manage stakeholder satisfaction as a key project goal, improve relationships with them and solve problems through communication, and manage stakeholder expectations. The purpose of managing stakeholder expectations is to prevent serious conflicts between stakeholders. disagreement

Communication channel calculation: n*(n-1)/2, n refers to the number of stakeholders

way of communication

Common communication techniques: formal and informal communication, one-way and two-way communication, horizontal and vertical communication, written and oral communication

Reporting on performance: Collect and publish performance information, including status reports, progress measurements, and forecasts

Stakeholder participation level classification: unaware, resistant, neutral, supportive, leadership

Definition of risk and project risk management: A series of processes from identifying to analyzing project risks to taking countermeasures to maximize the impact of positive factors and minimize the impact of negative factors.

Characteristics of project risks: contingency, randomness, relativity, variability, universality, objectivity

Risk classification: consequences (pure, speculative), source (natural, man-made), management (manageable, unmanageable), scope of impact (local, overall), predictability (known, predictable, unpredictable)

Risk cost: the loss or reduced income caused by a risk event and the cost of taking preventive measures to prevent the risk from occurring. Tangible costs: direct losses and indirect losses caused by risk events Intangible cost: the price that the project entity pays before or after the risk event due to the uncertainty of the risk.

Project Risk Management: The process of project risk management planning, risk identification, analysis, response, and monitoring

Plan: Specific content and steps drawn up in advance before work or action. Such as work plan, scientific research plan Planning: a relatively comprehensive long-term development plan. Such as the ten-year plan. Plans are simpler and more specific than plans

The process of planning risk management: before the official launch of the project or in the early stages of launch, consider, analyze, and plan risks from an overall perspective of the project

Risk identification process: Determine which risks will affect the project and document their characteristics. People involved in identifying risks may include: project managers, team members, risk management team, experts, end users, risk management experts

Risk identification techniques: document review, information collection techniques (Delphi, interviews, brainstorming), scaffolding, SWOT techniques, expert judgment, diagramming techniques (cause and effect diagrams, system or process flow diagrams)

Risk characterization: Prioritize known risks so that further measures can be taken, such as risk quantification analysis or risk response. Quantitative analysis: Analyze the impact of these risk events and assign a numerical value to the risk Expected monetary value analysis EMV: used to calculate the average outcome if a certain situation occurs or does not occur in the future

Risk Probability and Impact Matrix: Prioritizes risks based on their potential impact on achieving project objectives. It is usually up to the organization to define which risk probabilities and impacts on the organization are of high, medium or low importance, based on which corresponding risk response plans can be determined; Typical approaches to risk prioritization are in the form of a comparison table or probability and impact matrix

Outcomes of qualitative risk analysis include updates to project documents (risk register, assumptions log) Outputs of quantitative risk analysis include risk register updates (project probabilistic analysis, probability of achieving cost and practical targets, quantitative risk priority list)

The decision tree analysis method refers to a method that uses tree analysis diagrams to calculate and compare the expected profit and loss values ​​of individual plans based on the probability of occurrence of various types of risks and expected profits and losses, so as to select the optimal plan; four elements: decision nodes, plan branches , state node, probability branch

Planning risk response: A plan developed to increase the chances of project realization and reduce the threat of failure, and the process of determining countermeasures that should be taken

Tools and techniques for risk response and monitoring: Response strategies for negative risks or threats: avoidance, transfer, mitigation, acceptance Strategies for responding to positive risks or opportunities: explore, share, improve, accept Risk reassessment, risk audit

Outcomes of planning risk responses include: project management plan updates and project document updates Control risk results include: work performance information, change requests, project document updates, project management plan updates, and organizational process asset updates

Procurement definition: Procurement is the complete purchasing process of obtaining products, services or results from outside the project team.

Overview of Project Procurement Management: The process of obtaining goods and services from outside the performing organization.

The essence of strategic cooperation management is supply chain management

Supplier management: competitive quotation (with standards), negotiation (five standards); price, quality, service, location, supplier's inventory policy and flexibility should be considered when selecting

Procurement requirements and plans: Identifying requirements is the starting point of the procurement process. Procurement requirements usually include the configuration, performance, quantity, services, etc. of the subject matter. Configuration and performance are the most critical.

Planning inputs, outputs, tools and techniques for procurement: preparation of procurement plans, procurement statements of work, procurement documents

Knowledge related to procurement contracts: A complete procurement contract usually consists of four parts: beginning, body, end and attachments

Inputs, outputs, tools and techniques for implementing procurement

Control of unqualified procurement: identification of unqualified products; products determined to be unqualified after purchase verification shall be processed in a timely manner; unqualified products in purchase verification shall be marked as "unqualified" by the inspector

Control purchasing input and output

Participants: tenderer, tendering agency, bidder

At least 15 days before the deadline for submission of bid documents required by the bidding documents, the tenderer may make necessary clarifications or modifications to the issued bidding documents in writing.

For projects that require bidding according to law, the minimum period from the date of issuance of bidding documents to the deadline for submission of bid documents shall not be less than 20 days

Project contract management definition: Contract is the basic basis for engineering construction projects and the main basis for supervision work. Project contract management refers to the management of the establishment, performance, modification, termination, breach of contract, claims, dispute settlement, etc. of the construction contract

Contract classification: lump sum contract, cost compensation contract (cost price fixed fee contract, cost plus incentive fee contract, cost plus incentive fee contract), mixed work and materials contract

Contract type selection

Contract content: project quality requirements, confidentiality of technical information and data, ownership of technical achievements, acceptance standards and methods, technical support services

Contract signing and performance

Contract changes and file management

Contract breach claims management