1. Introduction to the project
1. Overview and purpose
1.1. Project development process
1.2. Classic Project and Agile Project Scenario
1.2.1. Agile emphasizes interaction, collaboration and respect for individuals.
Value-oriented and responsive to changes (fast pace, fast feedback)
1.2.2. Traditional projects require strong planning and control
1.3. Knowledge system and exam preparation suggestions
1.3.1, Basics, Process, Breakthrough
1.3.2. Ten idioms
Prepare for a rainy day, guard against the unexpected, and integrate resources...
1.3.3. Frequency of roles in the PMP exam
Senior management, change control board (CCB), PMO, functional managers
Sponsor, PM, Team, Stakeholders
1.3.4. Exam question types
Concept questions (What), situational questions (how accounts for the highest proportion), calculation questions (not large in size, but have question types)
2. Project definition
2.1.Project classification
2.1.1. R&D projects (products), delivery projects (services), and transformation projects (results)
2.2.Project characteristics
2.2.1. Uniqueness, temporary nature and uncertainty
2.2.2. The difference and connection between projects and operations
Operations are continuous, repetitive, and process-based
2.2.3. The difference between project managers and intelligent managers
2.3. Common project life cycles
2.3.1. Predictive, waterfall life cycle (strictly planned, controllable, project progress
Cost and quality have detailed plans)
2.3.2. Iterative life cycle (software iterations, optimization and upgrades must go through requirements, design, development, and testing) and repeated refinement, from vagueness to clarity
2.3.3. Incremental life cycle (build block by block, build and deliver a part each time)
2.3.4. Adaptability and agile life cycle (demands are easy to change, fixed iteration cycle and resources)
2.3.5. Hybrid life cycle (different project cycle methods are used in different project stages)
2.4. Life cycle and adaptation scenarios
2.4.1. Stacey Matrix (divided into five areas according to the degree of demand clarity and technology clarity, and each area chooses a different life cycle)
2.5. Life cycle and product life cycle
2.5.1. Product life cycle
Concept-Delivery-Growth-Maturity-Decline
2.5.2. Project life cycle
Analyze-Design-Develop-Test
2.5.3. Project stages and levels
Divide the core: Divide long-term project goals into phased goals to facilitate team planning and control
2.6. Importance of project management
2.6.1. The relationship between project management and strategy
Mission, Vision, Core Values, Strategy, Project Management
2.6.2. Evolution of project management objectives
Basic goals, advanced goals, high-level goals
2.7. Project, program, portfolio
2.8. Project management knowledge system
2.8.1. Five process groups
Initiate, plan, execute, monitor, close
The difference between project phases and project processes
2.8.2. Ten major areas of knowledge
Integration, Scope, Schedule, Cost, Quality, Resources, Communication, Risk, Procurement, Stakeholders
Relationship diagram between the ten major knowledge areas
2.8.3. Project tailoring
Crop object
49 process groups, process inputs, tools, technologies, outputs, life cycles, and development methods
Considerations
Scope, cost, project environment, organizational culture, stakeholder needs
2.8.4. Project business documents
Project business case, project benefit management plan
principal
Organization leader (organizational goals), sponsor (charter, project business case)
PM (Benefit Plan, Project Plan)
3. Financial measurement indicators
13. Project Stakeholder Management
12. Project Procurement Management
11. Project risk management
10. Project communication management
9. Project resource management
8. Project quality management
7. Project cost management
6. Project progress management
1. Progress management concepts and practices
2. Progress management under agile
2.1. Agile release planning
onion ring planning
Carry out rolling planning according to levels
3. Planning progress management
Schedule planning tools and methods
Tools include: Gantt chart, network diagram, milestone chart
Methods: critical path method, critical chain method
Project information
Specific activity list, activity duration, resources, dependencies
4. Define activities
Definition: further decompose the work packages in the WBS into smaller units
6. Lag and advance
6.1. The increased interval is called hysteresis
6.2. The reduced time is called lead time
7. Estimate activity duration
Diminishing Marginal Returns Guilin
8. Resource management tools
9. Activity duration estimation method
Expert judgment, analogy estimation, parameter estimation, three-point estimation, normal distribution
11. Develop a progress plan
Common methods
Gantt Chart (Gantt Chart)
Single code name network diagram, double code name network diagram
time scale network diagram
5. Project scope management
1. Core concepts
Be clear about what to do and what not to do
Scope includes product scope, project scope
Scope management of different life cycles
2. Planning scope management
The output of planning scope management is demand management plan and scope management plan.
2.1. Demand management plan
2.2.Scope management plan
3. Gather requirements
3.1. Demand management plan
3.2. Common tools for collecting requirements
Brainstorming, interviews, focus groups, questionnaires, benchmarking
4. Requirements management tools
4.1. Affinity diagram of data representation
4.2. Mind map of data representation
5. Demand decision-making
Voting, dictatorship, multi-criteria decision analysis
6. Requirements management under agile
product properties
Charm, expectation, no difference, must-have, reverse
Minimum releasable version (MMR)
7. Product to-do list
To-do characteristics
Detailed appropriately, estimated, emergent, prioritized
8. Define scope
8.1. Contents included in the project scope statement
8.2. The relationship between the project scope statement and the project charter
9. Create WBS
WBS elements
Deliverables, subprojects, control accounts, work packages, planning packages
100% principle of WBS decomposition
WBS form
②Catalogue decomposition WBS
Responsibility Assignment Matrix
WBS value
Source of benchmarks, basis for planning, work presentation, basis for control, team guidelines
10. Scope of control
10.1.Scope creep
Actively increasing is called gold plating
Passive is scope crawling
4. Project integration management
1. Integrate management concepts and project manager responsibilities
Integration: requirements, requirements, processes, and alternatives are organically combined to form a reliable, organic, and complete management system.
Integration management responsibilities can only be assigned to the project manager and cannot be delegated or transferred.
2. Project management in agile
Scope dynamics, process streamlining, status visibility, built-in quality, and team self-organization
3. Develop a project charter
3.2 Established with the approval of the project sponsor
3.1 The iconic significance of the release of the project charter
Project officially launched
3.3 The significance of project charter to program project managers
The project manager is appointed preferably when the project charter is released, but at the latest before planning begins
See the direction clearly, recognize the situation clearly, and clarify the responsibilities
4. Develop a project plan
4.1.The significance of project plan
①A plan is a road map to the goal
②The development of the project is inseparable from planning and control
4.2. Project management plan and project documents
A project management plan is not a project plan
The project management plan is to establish rules and basis and establish project benchmarks
Scope, schedule, and cost baselines are the three major benchmarks for measuring project performance.
4.3. Project kick-off meeting and project kick-off meeting
The project kick-off meeting is convened by the project initiator and major stakeholders to attend
Publish the project charter, appoint the project manager, and announce the launch of the project
The project kick-off meeting is when the project plan is completed and the project manager convenes the main stakeholders to participate.
Announcing that the project plan is completed, resources are in place, and the project has entered the execution stage
4.4. Project management information system
4.4.1.PMIS mainly includes work breakdown structure (WBS), schedule planning tools (bar chart, network diagram), resource allocation, and performance analysis tools
4.5. Work performance reports, work performance information, and data
5. Management project knowledge
5.1.Explicit knowledge
Text, pictures, numbers, tables
Editable and easy to express
5.2.Tacit knowledge
Experience, intuition, insight, know-how
Uneditable and difficult to express
6. Project monitoring
6.1.Change requests
Anyone can make a change request
Changes do not need to be formally controlled before baseline is established
Baselining must be handled through an overall change control process
7. Change Control
7.1.CCB Change Control Board
Changes to the baseline must be made through CCB and the request must be made in writing
8. Overall project change control procedure
9. Change management under agile
10.Project closing process
Final acceptance, contract closing, financial closeout, stakeholder satisfaction, archiving, lessons learned, celebrations, team disbandment
3. The role of project manager
2. Project operating environment
1. Organizational operating environment
1.1. Business environment factors
Internal: Vision, Mission, Internal Software, Hardware
External: laws, regulations, standards and specifications
1.2. Organizational process assets
Objectives, manuals, guidelines, internal company processes, policies, procedures
Knowledge, experience, data, information, information
1.3.Organizational system
Organizational governance framework, management elements, organizational structure types
2. organizational governance framework
2.1 Governance and Management
Governance is to set rules, and management is to operate within the framework of governance
2.2. Organizational governance and project governance
2.3 Project governance and project management
3.PMO
3.1Three types of PMO
support, control, command
Service and support are the foundation of PMO
4. Management elements
Plan, organize, direct, coordinate, control
5. Type of organizational structure
5.2.Matrix type
Weak matrix, balanced matrix, strong matrix
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