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MindMap Gallery Summary of all test points of PMP project management exam
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Summary of all test points of PMP project management exam
Summary of all test points of the PMP project management exam. The accepted deliverables need to be formally signed and approved by the customer or sponsor. If the deliverables do not pass the acceptance inspection: 1. Record the reasons for failure to pass the acceptance inspection; 2. Follow the change process to remedy or correct the defects.
Edited at 2022-11-08 11:00:47
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
Summary of all test points of PMP project management exam
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
project management
Integrated management
Develop project charter
Main points
Authorize the project manager and establish the formal status of the project
Project manager (participation) formulates, sponsor approves and releases
The project manager is appointed as early as possible and at the latest before planning begins
enter
business documents
business case
The business case demonstrates whether the project is worth investing in (cost-benefit analysis) The business case needs to be reviewed regularly The project manager cannot make modifications and can only make suggestions.
Benefit Management Plan
business environment factors
organizational process assets
Tools and Techniques
expert judgment
Brainstorming
focus group
Interview
Conference management
output
Project Charter
Project goals, objectives, success criteria, exit criteria high level Project Manager Responsibilities
Hypothetical log
Assumptions Constraints
Develop project management plan
Main points
“Stapling” all components into a comprehensive project management plan
enter
Project Charter
Outputs from other (planning) processes
Tools and Techniques
Checklist
check list to avoid omissions
Meeting
kick-off meeting, the last thing in planning Communicate goals, gain team commitment, clarify stakeholder roles and responsibilities Obtain unanimous approval of the project management plan from all relevant parties at the meeting
output
project management plan
scope management plan
demand management plan
progress management plan
cost management plan
quality management plan
resource management plan
communication management plan
risk management plan
Procurement Management Plan
Stakeholder Management Plan
change management plan
configuration management plan
Scope Baseline
progress baseline
cost basis
performance measurement benchmarks
Life cycle description
development method
Direct and manage project work
Main points
Execute the work identified in the project management plan
Implement approved change requests
enter
project management plan
Approved change request
Tools and Techniques
PMIS system
output
Deliverables
verifiable Includes components of the project management plan Once the first version (drawing) is completed, modifications require going through the change process
job performance data
Problem log
Three elements: problem, responsible person, solution deadline The problem log is dynamically updated as new problems arise and old problems are solved.
change request
Managing project knowledge
Main points
Use existing knowledge to generate new knowledge to support future projects
Includes explicit knowledge and tacit knowledge
The most important link: creating a scope of trust and motivating people to share knowledge or pay attention to other people's knowledge
enter
Lessons Learned Register
Tools and Techniques
knowledge management
cooperate integrated share
information management
output
Lessons Learned Register
Created early, updated throughout the project, and ultimately incorporated into the lessons learned knowledge base beneficial for future projects
Organizational process asset updates
Oversee project work
Main points
Integrate work performance information to form work performance reports
enter
job performance information
progress forecast
cost forecast
Tools and Techniques
Alternatives Analysis
Cost-benefit analysis
Earned value analysis
Root cause analysis RCA
trend analysis
Deviation analysis
output
job performance report
Implement holistic change control
Main points
Throughout, the project manager has ultimate responsibility
Any interested party can propose changes, even verbally
You can first understand the content of the change or the reason for the change.
1Record 2Evaluate 3Submit 4Update 5Notification
enter
project management plan
change request
Tools and Techniques
change control tools
output
Approved change request
Project file updates
Project Management Plan Update
Ending a project or phase (closing)
Main points
Get acceptance
transfer
Summarize experience and lessons
Update organizational process assets
Archive
Release resources
enter
Project Charter
success criteria exit criteria
Deliverables for acceptance
organizational process assets
Project or phase closing guidelines or requirements
Tools and Techniques
Meeting
output
handover of final product, service or result
final report
Organizational process asset updates
Project or phase closure documents
scope management
planning scope management
scope management plan
How to manage scope
demand management plan
How to manage demand
Gather requirements
Main points
Identify and document stakeholder needs to achieve goals
enter
Project Charter
The project charter documents high-level (summary) requirements
Interested Party Register
Tools and Techniques
Brainstorming
Interview
An environment of trust and confidentiality for access to confidential information
focus group
Focus on a certain point, the same field, the same function (department)
Questionnaire
Geographically dispersed, diverse audience, quick to complete, suitable for statistical analysis
Benchmarking
Identify best practices, formulate improvement opinions, compare internally and externally, and compare within the same industry and different industries
vote
Unanimity (Delphi) Most agree A relative majority agrees
autocratic decision-making
Multi-criteria decision analysis
Set weights for multiple criteria and calculate the total score based on the weights
Affinity diagram
Grouping, classification
mind Mapping
Integrate, reflect commonalities and differences, and stimulate new ideas
nominal group
voting, ranking
observe and talk
Difficult to explain clearly or unwilling to explain clearly, explore hidden needs
guide
Coordinate differences among relevant parties and coordinate cross-functional requirements [JAD, QFD, user stories]
System interaction diagram
prototype method
Mitigate the risk of rework
output
requirements document
Describe how a single requirement satisfies related business requirements
Requirements Tracking Matrix
A form that links product requirements from sources to deliverables Ensure that each requirement has a corresponding business goal and that each requirement has value Ensure every requirement is ultimately delivered
Define scope
Main points
Select final requirements
Define what deliverables and acceptance criteria will be used to meet these requirements
enter
Project Charter
requirements document
Tools and Techniques
Alternatives Analysis
Multi-criteria decision analysis
guide
product analysis
output
project scope statement
Represents a consensus on scope among relevant parties [product scope description, deliverables, acceptance criteria, exclusions]
Create WBS
Main points
The WBS organizes and defines the overall scope of the project
Break deliverables into smaller, more manageable components
enter
project scope statement
requirements document
Tools and Techniques
break down
100% principle sole responsibility
output
Scope Baseline
WBS
WBS Dictionary
Confirm scope
Main points
Validate Scope
Increase the likelihood of closure by accepting each deliverable
enter
Verified deliverables
Tools and Techniques
examine
output
Deliverables for acceptance
Accepted deliverables require formal signature and approval by the customer or sponsor
change request
If the deliverable does not pass acceptance: 1. Record the reasons for failure; 2. Follow the change process to remedy or correct the defects.
Control range
Main points
Changes in supervision scope and management scope standards
Prevent scope creep and gold plating
If scope creep has occurred, stop bad changes and revamp the change process
enter
project management plan
job performance data
Tools and Techniques
Deviation analysis
trend analysis
output
job performance information
change request
Progress management
Planning progress management
Output progress management plan, guide-type document, without substantial content
Define activities
Main points
Break down work packages into activities
enter
Scope Baseline
Tools and Techniques
break down
Involving team members leads to more accurate results
rolling planning
output
Activity list
Activity properties
Milestone List
Milestone is not an activity and has a duration of 0 is an important point in time or event
Sorting the order of activities
Main points
Achieve maximum efficiency within given constraints
enter
Activity list
Activity properties
Milestone List
Tools and Techniques
PDM immediate relationship drawing method
FS, SS, FF, SF
Determine and integrate dependencies
mandatory dependencies
Required by law or contract, or hard logic dictated by the inherent nature of the job
selective dependency
Based on best practices soft logic Can be adjusted to achieve quick follow-up
external dependencies
Dependencies between project activities and non-project activities
internal dependencies
Dependencies between project activities
lead and lag
The time that the successor activity can be advanced relative to the predecessor activity (-) The time by which the successor activity must be delayed relative to the predecessor activity (+)
output
Project progress network diagram
Path convergence points and path branch points require attention to high risks
Estimate activity duration
Main points
Input provided by the person or group most familiar with the specific activity
enter
No test points
Tools and Techniques
expert judgment
analogy estimation
Fast, low cost, inaccurate
parameter estimation
Basic data, parameter model
Three Point Estimation (PERT)
Take into account risks and uncertainties
Bottom-up estimation
The most accurate method but takes a long time
Alternatives Analysis
Reserve analysis
Contingency reserve: can be used directly by the project manager Management reserves: must be used by the project manager through the change process
output
duration estimate
Estimate basis
Develop a progress plan
Main points
Develop a schedule model with planned dates for completing project activities
enter
No test points
Tools and Techniques
Progress network analysis
A comprehensive technique that combines critical path methods, resource optimization, and modeling techniques
critical path method
The longest path among all paths determines the shortest project duration The more critical paths there are, the greater the risk Push forward and backward Total float and free float
Resource optimization technology
resource balancing
Will lead to changes in the critical path, usually extending the
Resource smoothing
Does not change the critical path, but cannot achieve all optimizations
What-if scenario analysis
What would happen if a certain scenario occurred?
simulation
Monte Carlo
Progress compression
rush work
Compress progress with minimal cost increase. Overtime, extra people, and expediting will increase costs.
Quick follow up
Changing sequential activities to at least partial performance increases risk
Shorten or speed up the construction period without reducing the scope
output
progress baseline
Project schedule
Milestone diagram: shows key deliverables and external interfaces Bar chart (Gantt chart): reporting progress to management Project progress network diagram
Project Calendar
Define available workdays and shifts during which schedule activities can be carried out
control progress
No test points
cost management
planning cost management
cost management plan
How to manage costs
Estimate cost
Main points
Estimating costs is the process of making an approximate estimate of the cost of resources required for project work
enter
Project schedule
The schedule includes the type, quantity, and length of time the team and physical resources will be available for the project
Tools and Techniques
analogy estimation
Fast and inaccurate
parameter estimation
Basic data and parameter models, formulas, and emphasis on statistical relationships
three point estimate
PERT Plan Review Technology Consider risks and uncertainties The beta distribution is used by default [(most pessimistic + most likely * 4 + most optimistic) / 6] Triangular distribution [(most pessimistic + most likely + most optimistic)/3]
Bottom-up estimation
The most accurate method, but very slow
Alternatives Analysis
Reserve analysis
Set aside contingency reserves for “known-unknown” risks Project managers can draw down, reduce or eliminate contingency reserves The contingency reserve is part of the cost baseline and does not require a change process
quality cost
output
Cost Estimate
Estimate basis
Budgeting
Main points
Aggregate the estimated costs of all individual activities or work packages to establish an approved cost baseline
enter
Cost Estimate
Estimate basis
protocol
Consideration needs to be given to the cost of the products, services or results to be or have been procured
Tools and Techniques
cost summary
Data Analysis (Reserve Analysis)
Reserve analysis to establish project management reserves Managing reserve utilization requires a change process Drawn management reserves are included in the cost baseline
Historical information review
Funding Limit Balance
The schedule of work may need to be adjusted to balance the level of capital expenditures
output
cost basis
Includes contingency reserves but excludes management reserves
Project needs funds
Cost baseline + management reserve
Control costs
Main points
Monitor project status to update project costs and manage cost baseline changes
enter
project management plan
job performance data
Tools and Techniques
Earned value analysis
BAC, PV, EV, AC
Deviation analysis
SV, CV, SPI, CPI
trend analysis
EAC,ETC
Performance index to completion
TCPI
Reserve analysis
Do remaining risks and remaining reserves match?
output
job performance information
change request
Quality Control
Core idea
Quality takes into account both "project management" and "deliverables" aspects
The difference between quality and grade
Prevention and inspection, attribute sampling and variable sampling, tolerances and control limits
Five quality management levels
emerging practices
Customer satisfaction
Comply with requirements and suitable for use
Continuous renovation
Based on PDCA, accumulation of small improvements
Management Responsibilities
85/15 principle
Mutually beneficial relationships with suppliers
Planning Quality ManagementP
Main points
The process of identifying the quality requirements and/or standards for the project and its deliverables and describing in writing how the project will demonstrate compliance with the quality requirements and/or standards.
Summarize
“Setting standards” for planning quality
enter
organizational process assets
Normal quality is promoted by senior management
tool
Benchmarking
Cost-benefit analysis
worthy/not worthy
quality cost
consistency cost
prevention cost
Training, documented processes, equipment, doing things at the right time
Evaluation cost
Inspection, testing, destructive testing
Cost of non-conformity (failure, defects)
internal failure costs
Rework, scrap
external failure costs
Discovered by customers, resulting in debt, repair requests, and loss of business
Flow (process) diagram
Shows steps and branches to help improve the process and identify where quality defects may occur or can be incorporated into quality inspections
output
Quality Management Plan}
quality policy Quality standards (national standards or industry standards) Quality goal Quality roles and responsibilities Quality management and control activities
quality measures
Management quality D and A
Main points
The process of applying the organization's quality policy to projects and converting the quality management plan into executable quality activities
Summarize
Managing the quality "management process", also called implementing quality assurance (OA)
enter
quality measures
Quality control measurement results
Reflect on the process based on the results
Tools and Techniques
Checklist
quality audit
1 identify 2 share 3 assist 4 accumulate 5 confirm Internal and external audit Arrange in advance or randomly
Root cause analysis RCA
Identify the root cause of the problem and prevent it from happening again
process analysis
Identify opportunities for process improvement and identify non-value added activities
Fishbone Diagram
Find the root cause or main reason Trace the source of the problem Five why, why-why analysis
Histogram
Display frequency and frequency
Pareto chart
Check the main reason 80/20 rule Take focused measures
Scatter plot
independent and dependent variables Is there any relationship?
DFX
X-oriented design, optimizing specific aspects of the design
problem solved
1 Define 2 Identify 3 Plan 4 Select 5 Execute 6 Verify
quality improvement methods
PDCA Six Sigma
output
quality report
change request
Control quality C
Main points
Verify that project deliverables and work have met the quality requirements of key stakeholders
Summarize
Control quality "check results", QC
enter
quality measures
Deliverables
Approved change request
Tools and Techniques
Checklist
counting table
Checklist
statistical sampling
examine
Control Charts
Two situations of loss of control Control limits and rule lines
output
Quality control measurement results
Verified deliverables
change request
Resource management
Core idea
Project resources include "human resources" and "physical resources"
Project managers are managers and leaders, pay attention to professional ethics
emerging practices
Lean management, JIT, Kaizen
Project managers should improve their emotional intelligence
A self-organizing team composed of general specialists (T-shaped talents)
virtual team
Planning resource management
Main points
The process of defining how to estimate, acquire, manage, and utilize team and physical resources
enter
No test points
tool
Data performance
hierarchical
WBS
OBS
RBS
Helps clarify senior-level roles and responsibilities
matrix type
Responsibility Assignment Matrix
High-level RAM can define which part of the WBS the project team, group or department is responsible for; Lower-level RAM can assign roles, responsibilities and authorities for specific activities within each team.
RACI matrix
There can only be one A
Avoid unclear responsibilities
output
resource management plan
How to identify resources How to get resources Roles and Responsibilities training strategy accreditation scheme
Team charter
Also called: Basic Rules Role: Reduce misunderstandings and improve productivity Designated by or participated in the formulation by team members, regularly reviewed and updated Example: Meeting Etiquette
Estimate activity resources
Main points
The process of estimating the team resources, as well as the types and quantities of materials, equipment, and supplies needed to execute a project
enter
No test points
Tools and Techniques
No test points
output
Resource requirements
Resource Breakdown Architecture (RBA)
Access to resources
Main points
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources needed for a project
Project managers should negotiate effectively and influence those who can provide the required resources for the project
Insufficient resources or personnel capabilities reduce the probability of project success. It may even lead to project cancellation
If the required resources are unavailable, the project manager may have to use alternative resources (perhaps less capable and requiring training)
enter
No test points
Tools and Techniques
Pre-allocated (allocated in advance)
bid commitment Designated by charter proprietary skills
Multi-criteria decision analysis
Negotiation (negotiation)
Negotiate with functional managers Negotiate with other project management teams to obtain special scarce resources Negotiate with external organizations to obtain special scarce resources
virtual team
Cloud teammates Project teams can be distributed geographically: people who work from home, have reduced mobility or have disabilities can be included in the team Need to pay special attention to "communication"
output
physical resource allocation sheet
Project team dispatches work orders
Resource Calendar
When will it be available How long can it be used?
Building a team
Main points
The process of improving work capabilities, promoting interaction among team members, and improving the overall team atmosphere to improve project performance
Tuckerman model
Formative stage
Know each other, be independent of each other, not necessarily open and honest
shock stage
Conflict, contradiction, different perspectives and opinions
Standardization stage
Start working together, start trusting each other
mature stage
Well-organized, interdependent, stable and efficient
dissolution stage
Release people, disband teams
enter
No test points
tool
Centralized office
Improve communication and enhance sense of community
Recognition and Rewards
Bring motivation; pay attention to intangible rewards; provide rewards throughout the life cycle
training
Improve capabilities and reduce differences
Individual and team assessment
Helps improve understanding, trust, commitment and communication among team members
output
Team performance evaluation
personal ability improvement Improved team capabilities Strengthened team cohesion Team turnover rate decreases
management team
Main points
Process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance; manage conflicts, resolve issues
enter
Team charter
Provides guidance on how teams should make decisions, conduct meetings, and resolve conflicts
tool
conflict management
Conflict Management Sequence
Team members solve it themselves Project manager provides assistance (privately) Formal procedures, including disciplinary measures
Five methods of conflict management
retreat/evade
Withdraw from the conflict, defer resolution, and defer resolution to others
force/command
Push one side’s point of view to solve urgent problems
Collaborate/Problem Solve
Comprehensively consider different perspectives and opinions, adopt a cooperative attitude and open dialogue, and guide all parties to reach consensus and commitment
Easing/accommodating
De-escalate relationships without resolving issues and consider consistency rather than differences
Compromise/Mediation
A degree of satisfaction, a partial solution to the problem
Emotional intelligence
Use emotional intelligence to identify, evaluate and control the emotions of project team members, predict their actions, understand their anxieties, and help solve their problems, thereby reducing tension and enhancing cooperation.
output
Control resources
No test points
communication management
Core idea
Communication in PMP simply refers to the exchange of information
Send or receive information in various possible ways, such as through communication events (such as meetings and presentations), or in the form of artifacts (such as email, social media, project reports or project documents)
emerging practices
Stakeholder participation in reviews and meetings
Social tools help build deeper trust and community
Pay attention to the communication preferences of different stakeholders
Planning communication management
Main points
Develop an appropriate communications management plan based on the information needs of each stakeholder or stakeholder group
Tailor-made, dog-licking
enter
Interested Party Register
Tools and Techniques
Communication needs analysis
Analyze communication needs and determine the information needs of project stakeholders, including the type and format of information required, and the value of the information to relevant parties Calculation of communication channels [N*(N-1)/2]
communication method
push communication
The sender sends information to a specific audience, and just sends it, regardless of whether it is received or understood.
interactive communication
Real-time multi-directional communication has the best effect
pull communication
The receiver actively obtains information. It is used when the amount of information is large and the audience is large.
communication style assessment
Techniques for assessing communication styles and identifying preferred communication methods, forms, and content when planning communication activities Commonly used for stakeholders who do not support the project
output
communication management plan
Stakeholder communication needs Information to be communicated, including language, format, content, and detailed procedures Time limit and frequency Person authorized to release confidential information The person or group who will receive the information General glossary Problem escalation procedure Relevant laws and regulations
management communication
Main points
Facilitate effective information flow between the project team and relevant parties
enter
job performance report
Problem log
Change log
quality report
Tools and Techniques
Project report released
output
Project communication record
control communication
No test points
Risk Management
Core idea
An uncertain event or condition that, if it occurs, will have a positive or negative impact on one or more project objectives
Positive and negative risks are often referred to as opportunities and threats
Three elements of risk: risk events, probability, and impact
Risk exposure = probability * impact
Establish contingency reserves for known and unknown risks
Unknown unknown risks use management reserves and need to go through the change process
We should stand from a neutral perspective: risk tolerance > risk preference > risk threshold
emerging practices
There are indeed unexpected risks that can only be discovered after they occur and need to be dealt with by strengthening project resilience.
Integrated risk management
planning risk management
Main points
The process of defining how project risk management activities will be implemented
enter
Project Charter
Interested Party Register
Tools and Techniques
Stakeholder analysis
Determine the risk appetite of project stakeholders through stakeholder analysis
output
risk management plan
Risk CategoryRBS Risk appetite of interested parties Probability and impact definitions Probability and Impact Matrix
Identify risks
Main points
The process of identifying sources of individual project risks and overall project risks and documenting risk characteristics
All project stakeholders should be encouraged to participate, and team participation is particularly important
Identifying risks is an iterative process, and the frequency of iterations and the level of involvement required for each iteration should be specified in the risk management plan
enter
No test points
Tools and Techniques
Brainstorming
Interview
Checklist
Compile the checklist from historical information and knowledge accumulated from similar projects and other sources of information Make sure not to use checklists to replace required risk identification work Pay attention to items not listed in the checklist
Root Cause Analysis
Put the question at the head of the fish and look for threats Put profits at the head of the fish and look for opportunities
Assumptions and constraints analysis
Threats caused by incorrect assumptions Opportunities from loosening constraints
File analysis
SWOT analysis
Strength, Weakness, Opportunity, Threat
Tip list
The bottom layer of RBS as a tip list
output
risk register
List of identified risks Potentially Responsible Person potential response
risk report
Conduct qualitative risk analysis
Main points
Evaluate the probability and impact of individual risks and other characteristics to prioritize risks
Identify the person responsible for each risk, who will be responsible for follow-up work, including developing and implementing response measures
enter
risk register
Tools and Techniques
Risk data quality assessment
Risk probability and impact assessment
Probability and impact assessments are conducted for each risk identified Risks with low probability and impact will be placed on a watch list in the risk register for future monitoring
Probability and Impact Matrix
output
Risk register updates
Conduct quantitative risk analysis
Main points
Quantify overall project risk exposure and provide additional quantitative risk information to support risk response planning
Not all risks can be quantified
enter
risk register
Tools and Techniques
Interview
How uncertainty manifests
simulation
sensitivity analysis
tornado diagram
Decision tree analysis
output
Risk register updates
Plan risk responses
Main points
Develop appropriate approaches to overall project risks and individual project risks
Risk response measures must be agreed by all relevant parties; a responsible person shall be specifically responsible (risk response person)
Pay attention to secondary risks and residual risks
enter
risk register
Tools and Techniques
Threat response strategy
Report
avoid
Eliminate threats or avoid threats [extend schedule, change strategy, reduce scope, clarify requirements, obtain information, improve communication, acquire proprietary skills]
transfer
Transfer responsibility for responding to threats to a third party [insurance, use of performance bonds, guarantees, letters of guarantee, outsourcing]
alleviate
Take measures to reduce the probability and/or impact of threats [adopt simpler processes, conduct more testing, select reliable vendors, prototype development, add redundant components]
accept
Acknowledge the existence of threats, but do not take the initiative to take measures [Active acceptance: establish emergency reserves; Passive acceptance: only supervise]
Opportunity coping strategies
Report
open up
Ensure that high-priority opportunities are seized [allocate the most capable resources in the organization to projects to shorten completion time (excellent people); adopt new or upgraded technologies to save costs (excellent technology)]
share
Transfer the responsibility for responding to the opportunity to a third party so that it can enjoy part of the benefits brought by the opportunity [Establish a partnership, cooperative team, special company, joint venture]
improve
Increase the probability and/or impact of opportunities [increase general resources and shorten construction period]
accept
Acknowledge the existence of opportunities but do not take measures [active acceptance: establish contingency reserves; passive acceptance: only supervision]
emergency response plan
emergency plan
Bounce back plan
If it is believed that there will be sufficient early warning signals for the occurrence of the risk, emergency response measures should be formulated
Alternatives Analysis
Cost-benefit analysis
output
Risk register updates
change request
Project Management Plan Update
Implement risk responses
One word "dry"
A project's overall risk exposure and individual threats and opportunities can be proactively managed only if risk owners exert the necessary effort to implement agreed responses.
Oversight risk
Main points
The process of overseeing the implementation of the agreed risk response plan, tracking identified risks, identifying and analyzing new risks, and evaluating the effectiveness of risk management throughout the project period
enter
risk register
Tools and Techniques
Reserve analysis
risk audit
Assess the effectiveness of risk management processes
Meeting
Risk review meetings can identify new individual project risks (including secondary risks), reassess current risks, close outdated risks, and summarize experiences and lessons learned.
output
Risk register updates
Procurement management
Core idea
The project manager does not need to be an expert in procurement management laws and regulations, but should have a sufficient understanding of the procurement process
Any disputes during procurement shall be based on the contract
emerging practices
Web camera
Trial purchase
Planning Procurement Management
Main points
The process of recording project procurement decisions, clarifying procurement methods, and identifying potential sellers
enter
organizational process assets
Pre-approved seller list
Can simplify the steps required for tendering and reduce the time of the seller selection process
type of contract
lump sum contract
The scope is clear and no major scope changes are allowed
cost compensation contract
There is scope, but significant scope changes are possible Actual cost reimbursement
Work and materials contracts
No scope, innovative project Time is tight and tasks are heavy unit price contract
Tools and Techniques
Make-or-Buy Analysis
Which one is cheaper to use?
Supplier selection analysis
output
Procurement Management Plan
How to coordinate procurement work with other work on the project Risk management matters in procurement
Bidding Documents
Response format requirements SOW Terms of the contract to be signed
SOW
The SOW should describe the products, services or results to be purchased in detail so that potential sellers can determine whether they have the ability to provide them. The statement of work may include specifications, quantities, quality, performance parameters, performance deadlines, work location and other requirements During the procurement process, the procurement SOW should be revised and improved as necessary until it becomes part of the signed agreement
Make-Buy Decision
independent cost estimate
You can prepare your own independent estimate or hire an outside professional estimator to produce a cost estimate and use it as a benchmark against which to evaluate the seller's offer. If there are detailed differences between the two, it may be that: the procurement SOW is defective or unclear, or the potential seller misunderstands or fails to fully respond to the procurement SOW
Supplier selection criteria
Implement procurement
Main points
The process of obtaining seller responses, selecting the seller, and awarding the contract
enter
Procurement documents
Bidding Documents Purchasing Statement of Work independent cost estimate Supplier selection criteria
seller proposal
Tools and Techniques
trick
advertise
cast
bidders meeting
comment
Proposal evaluation
teach
Conduct procurement negotiations before contract award
output
selected seller
protocol
Control purchasing
Main points
Manage procurement relationships, monitor contract performance, implement necessary changes and corrections, and close the contract process
enter
protocol
Approved change request
Changes to the contract also require a process
Tools and Techniques
Claims management
1. Negotiation 2.ADK 3. Prosecution
Procurement performance review
Process for Vetting Suppliers
examine
Check supplier deliverables
Procurement audit
Structured review of procurement process Summarize experiences and lessons to benefit future procurement
output
Procurement closed
Stakeholder management
Core idea
A stakeholder is anyone who will be positively or negatively affected by the project, or who can exert a positive or negative influence on the project
Stakeholder satisfaction should be identified and managed as a project goal
emerging practices
Expand
Watchdog groups, lobby groups, environmentalists, financial organizations, the media, and those who consider themselves interested parties
Identify interested parties
Main points
The process of regularly identifying project stakeholders and analyzing and documenting their interests, involvement, interdependencies, influence, and potential impact on project success
enter
Project Charter
business documents
project management plan
protocol
Tools and Techniques
Questionnaire, brainstorming (writing)
Identity Information
Stakeholder analysis
Assessment information
power/interest grid
High power, high interests: focused management High power, low interest: satisfy them Low power, high benefits: keep informed Low power, low interest: supervision
Prioritization
output
Interested Party Register
Identity Information Assessment information Classified information
change request
Planning stakeholder engagement
Main points
The process of developing an approach to project stakeholder engagement in a project based on their needs, expectations, interests, and potential impact on the project
enter
Interested Party Register
Tools and Techniques
Benchmarking
Stakeholder Engagement Assessment Matrix
C: Current level of participation D: Desired level of participation
output
Stakeholder Engagement Plan
Determine strategies and actions to promote effective participation of relevant parties in decision-making and execution [1. Current and expected levels of involvement of relevant parties; 2. Impact of changes to relevant parties; 3. Interrelationships between relevant parties and potential crossover 】
Manage stakeholder engagement
Main points
The process of communicating and collaborating with relevant parties to meet their needs and expectations, handle issues, and promote appropriate participation of relevant parties
1. Guide participation and gain support
2. Negotiate, communicate and manage expectations
3. Handle risks and predict problems
4. Clarify and resolve issues
enter
No test points
Tools and Techniques
No test points
output
No test points
Supervise stakeholder participation
No test points