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PMP knowledge system framework
Very detailed PMP knowledge points and test points are sorted out; balance with limited resources as considerations, possibly change the critical path, adjust resources on non-critical paths, prevent resources from rising and falling, maintain balance, and not change the critical path.
Edited at 2022-10-25 20:25:28
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PMP knowledge system framework
- 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.
- Recommended to you
- Outline
PMBook(6th edition)
Chapter 1 Introduction
what is project
Uniqueness, temporary nature, progressive elaboration
Project-driven organizational change
Current status
future state
Project management objectives
scope
cost
schedule
satisfy
business case
Market demand
strategic opportunity
Social needs
environmental considerations
Customer requirements
new technology
Legal requirements
Competitiveness
Overview
Business needs
formal analysis
Solution recommendation
Evaluate and compare
Portfolio
Resource allocation priority
Contact is not necessary
Strategic objectives
Program
Project contact, coordination, PMO management
Connected
Not a shared resource
Portfolio
Program A1
Program A2
Project 1
Project 2
Project B
Portfolio, program, project, relationship
Product Lifecycle
Introduction period
growth period
mature stage
Recession
project life cycle
A series of stages from start to finish
development type
1. Predictive type (waterfall type)
Also called fully plan-driven life cycle
Fully understand the product to be delivered
Have a solid foundation in industry practice
Also called waterfall life cycle
2. Iteration and Increment
Iterative method
Develop products through a series of recurring activities
incremental approach
Gradually increase product functionality
3. Adaptive (agile method)
The aim is to cope with a large number of changes and obtain the continuous participation of relevant parties.
feature
Need to respond to a rapidly changing environment
Requirements and scope are difficult to determine
Ability to define smaller incremental changes in a way that benefits stakeholders
Summarize
Predictive
Fully understand the product and form it in one go
Incremental
Gradually add product features
Iterative
A series of repetitive activities to develop products, usually for large software such as office
Adaptive (agile development)
Respond to rapid environmental changes, value customer feelings, and update every 2-3 weeks
Hybrid
Fully understand the product and elements still under development follow the adaptive development life cycle
Chapter 2 Project Operating Environment
business environment factors
Project organization assets
Processes and Procedures
guidelines, standards
history information
shared knowledge base
Lessons learned
Organized data template
organizational system
functional organization
weak matrix
balanced matrix
strong matrix
project style
PMO
Supportive
Controlling
command type
Project stakeholders
An individual, group or organization that can influence project decisions, activities or results
and individuals, groups or organizations who are, or believe to be, affected by project decisions, activities or results
1. Identifying relevant parties is an ongoing process
2. Manage stakeholder expectations
3. Balance the interests of relevant parties
Project related parties
sponsor
expert
functional manager
client
user
seller
Other interested parties
Summary of project operating environment
organizational process assets
knowledge base
Lessons learned
historical information process
program
process
business environment factors
Industry Standard
software
environmental capabilities
group Culture
organizational system
Functional
Balanced
Project type
PMO
PMO function
2S3R
standard
support
relationship
resource
review
PMO type
support
guide
command type
Project stakeholders
internal
external
Project cycle 3 curve
Stakeholder influence, risks and uncertainties
resources invested
cost of change
Chapter 3 The Role of the Project Manager
A project manager is an individual assigned by the executing organization to lead the team to achieve project goals.
PM’s project influence
Lead the team to achieve project goals and stakeholder expectations
communicator
Balance conflicting and competing goals among project stakeholders to achieve consensus
interpersonal skills
PM’s organizational influence
interactive
advocate
Report
consultant
PMI Talent Triangle
Technical project management
leadership
Strategy and Business Management
Ability to solve problems
1. Clarify information (question)
2. Analysis and evaluation
3. Program decision-making
4. Action implementation
Chapter 4 Project Integration Management
"Integrated management must be comprehensive, two systems, guidance and management, monitoring, change and closure"
4.1 Develop a project charter
Prepare a document that formally approves the project and authorizes the project manager to use organizational resources in project activities
Clarify the direct relationship between the project and the organization's strategic goals, establish the project's formal status, and demonstrate the organization's commitment to the project
A project charter is a formal document issued in writing
Initiating Meeting
ITTO
enter
1. Business case
commercial value
executive decisions
Argument content
conservation value
2. Agreement
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data collection
Interview
focus group
Brainstorming
A lot of creativity in a short time
idea generation
creative analysis
3. Interpersonal and team skills
guidance technology
Solve problems and increase sense of identity
conflict management
face/solve
win-win
solve it completely
cooperate
Consensus between both parties
Compromise/Mediation
lose-lose
achieve relative balance
Easing/accommodating
Single loss, one party reserves its opinion
Resolved quickly, may happen again
avoid/retreat
Basically doing nothing
The problem still exists
force
Win or lose, one party gets hurt
Not advisable, destroys the team atmosphere
4. Meeting
Clarify the role of each participant
clear meeting agenda
Clear meeting purpose, goals, and deadlines
Develop written meeting minutes and action plans
Project charter content
3 high 2 total 1 key
high level requirements
High-level project boundaries
High level project risk
overall progress
overall budget
key stakeholders
Hypothetical log
Assumptions
Factors that are considered true, correct, or certain early in the project should be documented and reviewed frequently
Detailed →
Project purpose
Measurable project goals and associated success criteria
high level requirements
High-level project description, boundary definition, and key deliverables
overall project risk
Pre-approved financial resources
List of major interested parties
Project approval requirements
For example, what criteria should be used to evaluate success?
Who draws conclusions about the success of the project?
Who signs off on the project?
Project exit criteria
Conditions that should be met before ending or canceling a project or phase
Delegated project manager and his/her responsibilities and authorities
The name and authority of the sponsor or other person who approved the project charter
4.2 Develop project management plan
Define, prepare and coordinate all components of the project plan and integrate them into a comprehensive project management plan
Produce a comprehensive document that establishes the basis for all project work and how it will be performed
Sub-plan 3 benchmarks
Principles for developing a project management plan
Rolling planning method, there must be a clear deadline for writing the plan
The project management plan requires approval from key stakeholders
Before establishing a baseline, make multiple updates that do not need to follow a formal process
Execute and monitor change requests raised by the process and implement overall change control process approval
Only by strategizing can we win a thousand-mile victory
ITTO
enter
1. Project charter
2. Other processes are input
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data collection
Brainstorming
Checklist
focus group
Interview
3. Interpersonal and team skills
conflict management
guide
Conference management
4. Meeting
output
1. Project management plan
Sub-Program 3 Baseline
1. Configuration management plan
Configuration information, change system, version management, audit system
2. Change management system
change control process
3. Demand management plan
Plan to manage demand
requirements document
Requirements Tracking Matrix
4. Scope management plan
management scope plan
scope statement
WBS
WBS Dictionary
5. Progress management plan
plan to manage progress
bar chart
milestone
Progress network diagram
6. Cost management plan
Plan to manage costs
project estimate
contingency reserve
7. Quality management plan
quality policy
quality measures
Quality Checklist
8. Resource management plan
RAM
OBS
staffing plan
Resource Calendar
training
award
lay off
9. Communication management plan
who
when
where
what
how
5W1H
10. Risk management plan
methodology
Role
Endurance
Budget
RBS
Probability Impact Definition
11. Procurement management
type of contract
evaluation standard
Procurement documents
potential seller
progress requirements
12. Stakeholder management plan
participation level
communication needs
Level of detail
benchmark
Special version of project plan
Approval from senior management (sponsor) and key stakeholders
Used to guide implementation and content updates to keep pace with the times
Used to measure performance, plan changes require strict approval procedures
Only the CCB has the authority to approve changes to the baseline, not the PM.
For changes that do not involve the baseline, the PM has the right to approve after team members evaluate the impact.
The current baseline refers to the latest version of the project plan (scope, schedule, cost)
Project kick-off meeting (KICK OFF MEETING)
approve
Project plans and baselines need to be approved by the sponsor or senior management before they can be used as a reference for project execution.
consensus
Participate in the project kick-off meeting with as many relevant parties as possible, so that the announced plans and benchmarks can gain consensus and gain the commitment of relevant parties
come on
Once the project kick-off meeting is held, it means that the project has entered the execution stage, and any modifications to the plan need to go through a complete change process.
Main meetings in the project
1. Stakeholder identification meeting
2. Initiating Meeting
3. Project planning meeting
4. Project KICK OFF MEETING
5. Status review meeting
6. Change control meeting
7. Project closing meeting
Project management plan and project documents
Project Management Plan (18 plans or components)
1. Scope management plan
3. Progress management plan
4. Cost management plan
5. Quality management plan
6. Resource management plan
7. Communication management plan
8. Risk management plan
9. Procurement management plan
10. Stakeholder participation plan
2. Demand management plan
11. Change management plan
12. Configuration management plan
13. Scope benchmark
14. Progress benchmark
15. Cost basis
16. Performance measurement benchmarks
17. Project life cycle description
18. Development methods
Project files (33)
1. Activity attributes
2. Activity list
3. Hypothesis log
4. Basis for estimation
5. Change log
6. Cost estimation
7. Cost forecast
8. Duration estimation
9. Problem log
10. Register of experiences and lessons learned
11. Milestone List
12. Material resource allocation list
13. Project calendar
14. Project communication records
15. Project progress plan
16. Project progress network diagram
17. Project scope statement
18. The project team dispatches work orders
19. Quality control measurement results
20. Quality measurement indicators
21. Quality report
22. Requirements documents
23. Requirements tracking matrix
24. Resource breakdown structure
25. Resource calendar
26. Resource requirements
27. Risk register
28. Risk report
29. Progress data
30. Progress forecast
31. Related party register
32. Team Charter
33. Testing and evaluation documents
4.3 Direct and manage project work
It is the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives.
Definition of directing and managing project work
management team
Build a team
Trainers
manage conflicts
data collection
Collect and record lessons learned
Implement approved process improvement activities
Use resources
Man-machine material method ring
Manage risk
Manage risks and implement risk response related activities
Implementation plan
Execute planned methods and standards
change request
Submit a change request
Implement approved changes according to project scope, plan and environment
performance data
Such as cost, schedule, technical and quality progress, and status data
Provide a basis for forecasting
ITTO
enter
1. Project management plan
any component
Scope Baseline
progress baseline
cost basis
quality management plan
communication management plan
Stakeholder Management Plan
2. Project files
Change log
Lessons Learned Register
Milestone List
Project communication record
Project schedule
Requirements Tracking Matrix
risk register
risk report
3. Approved change request
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Project management information system
project management system
project management information system
work authorization system
configuration management system
change control system
3. Meeting
output
1. Deliverables
4.3 Direct and manage project work
Deliverables
8.3 Quality control
Verify deliverables
5.5 Confirmation scope
Deliverables for acceptance
4.7 Ending a project or phase
Handover deliverables
2. Work performance data
Key Performance Indicators
Technical performance measurement results
Activity plan start and completion time
Number of change requests
number of defects
Actual Cost(AC)
actual duration
3. Problem log
Documenting and monitoring problem resolution can be used to facilitate communication and ensure a shared understanding of the problem.
problem itself
Responsible
time limit
4. Change request
prevention
Purposeful activities performed to ensure that the future performance of project work is consistent with the project management plan
future performance
correct
Purposeful activities undertaken to realign project performance with the project management plan
There is a performance deviation
remedy
Purposeful activities to correct inconsistent products or product components
renew
Updates to formally controlled project documents or plans, etc., to reflect modified or added comments or content
5. Project management plan update
any component
6. Project file update
Activity list
Hypothetical log
Lessons Learned Register
requirements document
risk register
Interested Party Register
7. Organizational process asset update
4.4 Managing project knowledge
Managing project knowledge is about using existing knowledge and generating new knowledge to achieve project goals and help the organization learn.
Knowledge management runs through the entire project process
Show knowledge
Knowledge of writing easily using words, pictures and numbers
tacit knowledge
Individual knowledge and knowledge that is difficult to articulate, such as beliefs, insights, experiences, and “know-how”
ITTO
enter
1. Project management plan
All components
2. Project files
Lessons Learned Register
Project team dispatches work orders
resource breakdown structure
Supplier selection criteria
Interested Party Register
3. Deliverables
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Knowledge management
interpersonal communication
community of practice
Work following and following guidance
conference seminar
Discussion Forum Knowledge Sharing Session
Creativity and Idea Management Techniques
3. Information management
Methods of codifying and displaying knowledge
Lessons Learned Register
library services
Project Management Information System (PMIS)
collect message
4. Interpersonal and team skills
active listening
guide
leadership
interpersonal communication
political awareness
output
1. Register of experiences and lessons learned
2. Organizational process asset update
3. Project management plan update
any component
4.5 Monitor project work
Definition: The process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan
Provide stakeholders with visibility into the current status of the project, buy-in to actions taken to address performance issues, and future project status through cost and schedule forecasts
Monitoring the content involved in the project work process
Actual performance compared to project management plan
Evaluate project performance, determine whether corrective or preventive action is needed, and recommend necessary actions
Check the status of individual project risks
Maintain an accurate and timely updated information database to reflect the status of project products and related documents
Inform status reports, progress strategies and forecasts
Make forecasts to update current cost and schedule information
Monitor the implementation of approved changes
Ensure projects are aligned with business needs
Project progress and status should be reported to program management
ITTO
enter
1. Project management plan
any component
2. Project files
Hypothetical log
Estimate basis
progress forecast
Estimated Time to Completion (ETC)
Progress deviation (SV) = EV-PV
Schedule Performance Index (SPI) = EV/PV
cost forecast
Compare Estimate at Completion (EAC) to Budget at Completion (BAC)
Cost Variance (CV)=AC-PV
Cost Performance Index (CPI) =AC/PV
Problem log
Document and monitor who is responsible for resolving specific issues within target dates
Problem record
Who is responsible
Resolution target date
Lessons Learned Register
Milestone List
quality report
quality management issues
Recommendations for improvement
Corrective action recommendations
Rework, defect remediation, inspection
Overview of situations discovered during quality control
risk register
risk report
progress forecast
3. Work performance information
Deliverable status
Implementation status of change requests
The predicted number of jobs still needs to be estimated
Job performance data → job performance information → understanding bias (degree)
4. Agreement
If parts of the project are outsourced, the PM will need to oversee the contractor's work and ensure that all agreements comply with the project's specific requirements, as well as the organization's procurement policies.
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data analysis
Alternatives Analysis
Select corrective actions or a combination of corrective and preventive actions to be implemented when deviations occur
Cost-benefit analysis
Helps identify the most cost-effective corrective actions when project deviations occur
Earned value analysis
Root Cause Analysis
trend analysis
Deviation analysis
3. Decision-making
unanimously agree
everyone agrees on a course of action
most principles
Obtain the support of more than 50% of the people in the group
relative majority rule
Make decisions based on majority opinion
dictatorship
One person makes decisions for the group
4. Meeting
output
change request
job performance report
A physical or electronic project document that compiles work performance information to make decisions, take actions, or raise concerns
Can be communicated orally for ease of recording, storage and distribution. It is necessary to have used project documents in physical or electronic form.
Contains a series of project documents designed to attract attention and lead to decisions or actions
Report to key stakeholders on the implementation of specific project performance indicators specified at the beginning of the project
Earned Value Charts and Information
Trend lines and forecasts
Reserve burndown chart
Defect Histogram
Contract performance information
Risk situation overview
Project Management Plan Update
Project file updates
Schedule and cost forecasts
Lessons Learned Register
risk register
Problem log
4.6 Implement overall change control
Overview
Definition: It is the process of reviewing all change requests, approving changes, managing changes to deliverables, project documents, and project management plans, and communicating the results of change processing.
Ensure a comprehensive review of documented changes in the project.
Implementing changes without considering their impact on overall project goals or plans often increases overall project risk.
Approved change request
Change log
What’s involved in implementing overall change control
Final Responsibility: Throughout, the PM is ultimately responsible for this
Before Baselining: Changes do not need to be formally controlled by implementing an integrated change control process
Once the baseline is established: Change requests must be processed through this process
Any interested party can submit a change request: Any interested party in the project can submit a change request.
Written Form: All change requests must be documented in writing and incorporated into change management and configuration management
Approval or veto: Documented changes must be approved or vetoed by the responsible person, usually the project sponsor or PM, as specified in the project management plan or organizational process.
CCB: There is a CCB to carry out the overall change control process.
Configuration Management Plan: Each project's configuration management plan should specify which project artifacts are controlled by the configuration control procedures
CCB
Definition: Responsible for evaluating those submitted change requests and making decisions about the purpose, requirements and impact of these changes; agreeing to implement a change request related to the baseline, usually using management reserves to promote the implementation of the change.
Composition: Representatives of major stakeholders
sponsor
PMO
PM
Function
Their roles and responsibilities are clearly defined in the configuration control and change control procedures and agreed upon by relevant stakeholders
control
All changes must be subject to overall change control, but not all changes must be submitted to the change control committee. Those within the baseline are not required.
Certain specific change requests, after approval by the CCB, may also require approval from the customer or sponsor, unless they themselves are members of the CCB
ITTO
enter
1. Project management plan
change management plan
configuration management plan
Configuration identification
Configuration status logging
Configuration verification and auditing
Change management
Identify changes
Record changes
Make a decision to change
Track changes
Scope Baseline
progress baseline
cost basis
2. Project files
Estimate basis
Requirements Tracking Matrix
risk report
3. Work performance report
Resource availability
Schedule and cost data
Earned Value Management Report
burn down chart
4. Change request
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Change control tools
3. Data analysis
Alternatives Analysis
Cost-benefit analysis
4. Decision-making
vote
autocratic decision making
Multi-criteria decision analysis
5. Meeting
output
1. Approved change request
approve
put off
Notify the individual or group making the change request
veto
Notify the individual or group making the change request
2. Project management plan update
any component
3. Project file update
Change log
Common reasons for change requests
1. An external event
Changes in the market environment due to changes caused by competitors’ actions
2. Product requirements define a fault or oversight
When analyzing product requirements, the scope of results is not clearly understood.
3. Errors or omissions in project scope definition
The project implementation method originally considered encountered technical problems and could not be implemented as scheduled.
4. A change that adds value
The market has developed new materials that can replace the original materials at low cost
5. Emergency plans or avoidance plans to deal with risks
The project plan needs to be adjusted due to the occurrence of a specific risk
4.7 Ending a project or phase
Overview
Definition: Closing a project or phase is the process of summarizing all activities for a project, phase, or contract
Archive project or phase information
Complete planned work
Free up team resources for new work
Product handover, final reporting, organizational process asset updates
Principles for closing a project or phase
1. PM reviews the project management plan to ensure that all project work has been completed and project goals have been achieved
2. All problems with the results have been resolved, and it is confirmed that the deliverables have been delivered to the customer and formally accepted by the customer.
3. Ensure that all costs have been included in the project cost and close the project account
5. Prepare a detailed final project report in accordance with organizational policies
Three situations when a project enters the final stage
1. End normally (5.5 acceptance passed 0
2. The sponsor/organization announces the end of the project
3. Customer/market decides the end of the project
in principle
over
Ensure that all project work is completed before declaring the project over
end
Termination before completion requires procedures to investigate and document the reasons for early termination
people
The PM should invite all appropriate interested parties to participate in this process
ITTO
enter
1. Project Charter
2. Project management plan
All components
3. Project files
Hypothetical log
Estimate basis
Change log
Problem log
Lessons Learned Register
Milestone List
Project communication record
Quality control measurement results
quality report
requirements document
risk register
risk report
4. Acceptable deliverables
5. Business documents
business case
Benefit Management Plan
6. Agreement
7. Procurement documents
8. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data analysis
File analysis
regression analysis
trend analysis
Deviation analysis
3. Meeting
output
1. Project file update
Lessons Learned Register
Update various documents generated during project activities and mark them as final
2. Handover of final products, services or results
3. Final report
Summarize project performance with final project report
scope
Achievements
schedule
cost
quality
,,,,,,
4. Organizational process asset update
Contractual Closing VS Administrative Closing
1. Start
2. Determine the work completed
3. Completed procurement (contract closing)
Determine work situation
Acceptance results
hand over ownership
Financial settlement
Contract archiving
Claim dispute
Report records
4. Transfer of ownership of final results and related work
5. Administrative closing
Document archiving
project final report
Reason for termination
Process Asset Lessons Learned
history information
Stakeholder satisfaction
6. Project celebration party
Resource disbandment (agreed)
7. End
Chapter 5 Project Scope Management
Overview
6 processes of scope management
5.1 Planning scope management
Create a scope management plan
5.2 Collect requirements
Manage stakeholder needs and wants
5.3 Define scope
Develop detailed project and product descriptions
5.4 Create WBS
Break down project deliverables into smaller, more manageable components
5.5 Confirmation scope
Deliverables after acceptance verification
5.6 Control scope
Monitor product scope status and manage scope baseline changes
Product scope vs project scope
Product scope determines project scope
Project scope supports product scope
Principles of Project Scope Management
Monitoring range
Predictive projects
Approved scope of work statement
work breakdown structure
WBS Dictionary
Scope Baseline
Only through formal change control procedures → Baseline changes
adaptive projects
Use product unfinished items
product demand
user stories
Reflect current needs
5.1 Planning scope management
Definition: A written description of how the project scope will be defined, validated, and controlled
Role: Provide specifications and guidance documents on how to manage scope throughout the project
Important outputs: "Requirements Management Plan" and "Scope Management Plan"
ITTO
enter
1. Project Charter
2. Project management plan
quality management plan
Project life cycle description
development method
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data analysis
Alternatives Analysis
3. Meeting
output
1. Scope management plan
Describe how the project scope will be defined, developed, monitored, controlled, and validated
2. Demand management plan
How to plan, track and report on various requirements activities
Trace structure used to reflect which requirement attributes will be included in the trace matrix
Product measurements and reasons for using them
Requirements prioritization process
5.2 Requirements gathering
Overview
Definition: The "documentation of requirements" that identifies, records, and manages the needs and requirements of relevant parties to achieve project goals.
Role: Lays the foundation for defining and managing project scope, including product scope
important output
requirements document
Requirements Tracking Matrix
ITTO
enter
1. Project Charter
2. Project management plan
scope management plan
demand management plan
Stakeholder Engagement Plan 13.2
Assess and adapt to the level of involvement of relevant parties in requirements activities
3. Project files
Hypothetical log
Lessons Learned Register
Interested Party Register 13.1
Understand which parties can provide the required information
4. Business documents
business case
5. Agreement
6. Business environment factors
7. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data collection
Brainstorming
Get lots of ideas in a short amount of time
Composed of two parts
idea generation
creative analysis
Subject matter experts and team members collect data, solutions or ideas
Interview
Chat directly with relevant parties
participants
Experienced project participants
interested parties
subject matter expert
Method: usually "one-on-one"
Preset or impromptu questions, willing to ask and able to explain clearly the needs
Identify and define the characteristics and functionality of project deliverables
focus group
Stimulate thinking among participants
Users can be observed behind one-way mirrors
Obtain a large amount of analysis materials in a short period of time
The host has high requirements and is non-biased
Participants may be influenced by other members of the group
Participants usually have an organizational stance
Questionnaire
Pre-designed questionnaires, communication has limitations
Features
Applicable to many relevant parties and geographically dispersed
Suitable for data statistics
Complete data collection quickly
Benchmarking
Definition: Comparing actual or planned products, processes, and practices with those of other comparable organizations
Purpose: To identify best practices, formulate suggestions for improvement, and provide input for performance appraisals
3. Data analysis
File analysis
review
Evaluate any relevant documentary information
4. Decision-making
vote
unanimously agreed
everyone agrees on a course of action
most principles
Obtain the support of more than 50% of the people in the group
relative majority rule
Make decisions based on majority opinion
dictatorship
One person makes decisions for the group
Multi-criteria decision analysis
Definition: A technique that uses a decision matrix to use systematic analysis methods to establish various criteria such as risk level, certainty, and value return to evaluate and rank numerous options.
risk level
certainty
value gain
,,,
A technique for evaluating and ranking numerous options based on multiple criteria
5. Data performance
Affinity diagram
Techniques used to group large numbers of ideas for further review and analysis
mind Mapping
6. Interpersonal and team skills
nominal group technique
Rank the most useful ideas by voting for further brainstorming or prioritization
method
A question or problem is presented to the group, and each person ponders and writes their own thoughts.
Moderator records everyone’s ideas on a flip chart
Brainstorm ideas and guide all members to reach a clear consensus
Votes are held privately, and after each round of voting, the votes will be counted and the person with the highest score will be elected
observe/talk
Standing beside
experiential
guide
Quickly define cross-functional requirements and reconcile stakeholder differences
Helps build trust, foster relationships, and improve communication
Helps participants from different positions reach a consensus
Identify and solve problems faster than individual meetings
Focused discussion and definition of product requirements
guided seminar
Joint Application Development JAD
Commonly used in software industry
Requirements are jointly defined by users and the project development team
Quality Function Deployment QFD
user stories
Participants work together to create stories about stakeholder needs
Role? what do you want? Why do you think?
Which interested parties benefit from the functionality?
What needs to be achieved (goal)
Benefits gained (motivation/business value)
User stories, widely used in agile methods
7. System interaction diagram
A visual depiction of the product scope that shows business systems (processes, equipment, computer systems, etc.) and how they interact with people and other systems
Shows the input of the business system, input providers, output of the business system and output recipients
8. Prototype method
It needs to go through an iterative process from model creation, user experience, feedback collection to circular modification.
output
Requirements document
Business needs
Stakeholder needs
Solution requirements
Transition needs
non-functional requirements
Functional Requirements
quality requirements
Requirements Tracking Matrix (RTM)
Source of demand
Prioritize requirements
A table that connects requirements to demand sources so that requirements can be tracked
Link requirements to business goals or project goals
5.3 Define scope
Overview
Definition: Develop detailed descriptions of projects and products, and transform requirements into definable products
Role: Doing and only doing is critical to project success. Describe the boundaries and acceptance criteria for a product, service, or outcome
Output: Project Scope Statement
ITTO
enter
1. Project Charter
2. Project management plan
scope management plan
3. Project files
Hypothetical log
requirements document
risk register
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data analysis
Alternatives Analysis
3. Decision-making
Multi-criteria decision analysis
4. Interpersonal and team skills
guide
5. Product analysis
5W1H
What
Which issues are studied and which factors are related to them?
Why
Why should we study these issues and the desired state?
where
What are the system boundaries and environment?
when
Why and when
who
Who is the problem directly related to?
how
How to achieve the goal state of the system
output
1. Project scope statement
Project Scope Description (Progressive Details)
Project deliverables
Acceptance Criteria
Project exclusions
2. Project file update
Hypothetical log
requirements document
Requirements Tracking Matrix
Interested Party Register
5.4 Create WBS
Overview
Definition: Breaking project deliverables and project work into smaller, more manageable components
Role: Provide structure for the content to be delivered
key output
WBS
WBS Dictionary
Scope Statement Planning Package
Scope Baseline
ITTO
enter
1. Project management plan
scope management plan
2. Project files
project scope statement
requirements document
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Decomposition
Great opportunity to build your team
40-80H principle work package
Decompose layer by layer from top to bottom and assign mark codes
100% inclusive of all product and project work
output
1. Project Scope Baseline
scope statement
Project scope
Acceptance Criteria
Main deliverables
Assumptions and constraints
Exclusions
WBS
Bottom layer 40-80
Team building opportunities
Involve as many people as possible
top down
100% principle
WBS Dictionary
Provide support for WBS
Resource requirements
Acceptance Criteria
Job Description
Logic
2. Project file update
Hypothetical log
requirements document
Where does scope come from
business documents
Project Charter
Requirements document
scope statement
WBS
WBS Dictionary
5.5 Confirmation scope
Overview
Definition: Formal acceptance of completed project deliverables
Function:
The acceptance process is objective
At the same time, each deliverable is used to increase the likelihood of acceptance of the final product, service or result.
This process should be carried out regularly throughout the project as needed
key output
Deliverables for acceptance
job performance information
change request
Description of confirmation scope
time
8.3 After QC internal inspection, the project is completed
figure
client or sponsor
Work with planning, requirements, design, development, testing and other departments
event
Obtain formal acceptance (signature approval) from the customer or sponsor
ITTO
enter
1. Project management plan
scope management plan
demand management plan
Scope Baseline
2. Project files
Lessons Learned Register
quality report
requirements document
Requirements Tracking Matrix
3. Verified deliverables
4. Work performance data
Tools & Techniques
1. Detection
2. Decision-making
vote
output
1. Acceptable deliverables
2. Work performance information
Project progress information
Completed deliverables
Which ones have been accepted
3. Change request
4. Project file update
Lessons Learned Register
requirements document
Requirements Tracking Matrix
5.6 Control scope
Overview
Definition: Monitor the scope status of projects and products and manage scope baseline changes
Role: Maintain the scope baseline throughout the project to prevent project scope creep.
Main output:
job performance information
change request
scope creep
Scope gold plated
Members add features to the project themselves
scope creep
The customer proposed illegal changes
ITTO
enter
1. Project management plan
scope management plan
demand management plan
change management plan
configuration management plan
Scope Baseline
performance measurement benchmarks
2. Project files
Lessons Learned Register
requirements document
Requirements Tracking Matrix
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Data analysis
Deviation analysis
execution performance
planning baseline
Comparison deviation →
Cause analysis →
Initiate changes
Precaution
Corrective Action
Remedies
trend analysis
output
1. Work performance information
2. Change request
3. Project management plan update
scope management plan
Scope Baseline
progress baseline
cost basis
performance measurement benchmarks
4. Project file update
Lessons Learned Register
requirements document
Requirements Tracking Matrix
“Scope management prevents creep, plans, collects, determines the scope, creates, confirms, and controls the scope.”
Chapter 6 Project Progress Management
Overview
6 processes of progress management
6.1 Planning progress management
Create a progress management plan
6.2 Define activities
Identify and document the course of action required to complete project deliverables
6.3 Sequence activities
The process of identifying and recording relationships between activities
6.4 Estimate activity duration
The process of estimating the time period of work required to complete a single activity
6.5 Develop a progress plan
The process of creating a project schedule model baseline
6.6 Controlling progress
Monitor project activity status, update project progress, and manage progress baseline changes
Development trends and emerging practices of project schedule management
adaptive
Although the plan is developed, it is also recognized that after work begins, priorities may change and the plan will need to be revised to reflect the new priorities.
Iterative
Rolling planning based on adaptive life cycles, such as agile product development methods, which document requirements in user stories, which allow changes to be made throughout the development life cycle
6.1 Planning progress management
Overview
Definition: The development of policies, procedures, and documents for planning, preparing, managing, executing, and controlling project progress
Role: Provide guidance and direction on how to manage project progress throughout the project process
Output: Progress Management Plan
ITTO
enter
1. Project Charter
2. Project management plan
scope management plan
development method
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data analysis
3. Meeting
output
1. Progress management plan
Progress management plan ≠ progress plan
6.2 Define activities
Overview
Definition: The definition activity is the process of identifying and documenting the specific actions that need to be taken to complete the project deliverables
Function: Decompose work packages into activities as the basis for project progress estimation, schedule planning, execution, supervision and control
key output
Activity list
Activity properties
Milestone List
ITTO
enter
1. Project management plan
progress management plan
Scope Baseline
2. Business environment factors
3. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Decomposition
Decomposition is a technique for progressively dividing the project scope and project deliverables into smaller, more manageable components.
WBS, WBS dictionary and activity list can be compiled sequentially or simultaneously
Involving team members in the decomposition process helps get better, more accurate results
3. Rolling planning
iterative techniques
Rolling planning is an iterative planning technique that details the work to be done in the near future while roughly planning future work at a higher level.
Level of detail
Rolling planning is a progressive and detailed planning method. Therefore, the level of work detail will vary at different stages of the project life cycle.
4. Meeting
output
1. Activity list
2. Activity attributes
3. Milestone list
Can be an Excel file
4. Change request
Once the project baseline is defined, as the deliverables are progressively detailed into activities, work may be discovered that does not originally belong to the project baseline, and a change request may be raised. In this case, change requests should be reviewed and processed through the implementation of an overall change control process.
5. Project management plan update
progress baseline
cost basis
6.3 Sequence activities
Overview
Definition: Identify and document relationships between project activities
effect
Define a logical sequence between tasks to achieve maximum efficiency given all project constraints: before, after, lead, lag
output
Project progress network diagram
ITTO
enter
1. Project management plan
progress management plan
Scope Baseline
scope statement
WBS
WBS Dictionary
2. Project files
Activity properties
Activity list
Hypothetical log
Milestone List
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Drawing of immediate relationships
2. Determine and integrate dependencies
3. Advance and lag
relationship between activities
4. Project management information system
output
1. Project progress network diagram
2. Project file update
Activity properties
Activity list
Hypothetical log
Milestone List
6.4 Estimate activity duration
Overview
definition:
Estimating activity duration is the process of estimating the number of work periods required to complete a single activity based on the results of resource estimation.
effect
The amount of time required to complete each activity is determined by the person or group on the project team who is most familiar with the specific activity. The data becomes increasingly detailed and the time estimate becomes increasingly accurate.
key output
Activity duration estimate
illustrate
First, the amount of work required to complete the activity and the number of resources planned to be invested in the activity should be combined, and then the project calendar and resource calendar should be combined to calculate the number of work periods required to complete the activity (activity duration).
ITTO
enter
1. Project management plan
progress management plan
Scope Baseline
2. Project files
Activity properties
Activity list
Hypothetical log
Lessons Learned Register
Milestone List
Project team dispatches work orders
resource breakdown structure
Resource Calendar
Resource requirements
risk register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Analogous estimation
Estimate the duration of the current project based on the actual duration of similar projects in the past
A rough estimate
low accuracy
Often used in the early stages of a project when detailed project information is insufficient
3. Parameter estimation
Parametric estimating is an estimating technique that uses an algorithm to calculate cost or duration based on historical data and project parameters.
Accuracy depends on parameter model maturity and underlying data reliability
4. Three-point estimation (PERT)
most likely time
most optimistic time
The most pessimistic time
/3
5. Bottom-up estimation
Highest accuracy
-5% - 10%
6. Data analysis
Alternatives Analysis
Reserve analysis
Definition: When making duration estimates, contingency reserves (sometimes called time reserves or buffers) need to be considered and incorporated into the project schedule to account for schedule uncertainty.
contingency reserve
A period of time included in the progress baseline
Used to address identified risks that have been accepted
management reserve
A period of project time specifically set aside for management control purposes to address unforeseen work within the project scope.
Dealing with “unknown-unknown” risks
Not included in progress baseline
Part of the total project duration
7. Decision-making
8. Meeting
output
1. Duration estimation
2. Basis for estimation
3. Project file update
Activity properties
Hypothetical log
Lessons Learned Register
6.5 Develop a progress plan
Overview
definition:
Analyze activity sequence, duration, resource requirements, and schedule constraints to create a project schedule model
effect:
Substitute schedule activities, duration, resources, resource availability and logical relationships into the schedule planning tool to develop a schedule model with planned dates for completing project activities
key output
Schedule baseline, schedule data, project calendar, change requests
schedule effectiveness
Developing a feasible progress plan is an iterative process
Get the total project duration
Determine planned start dates and planned completion dates for project activities, and determine milestones
After approval → Progress baseline
ITTO
enter
1. Project management plan
progress management plan
Scope Baseline
2. Project files
Activity properties
Activity list
Hypothetical log
Estimate basis
duration estimate
Lessons Learned Register
Milestone List
Project progress network diagram
Project team dispatches work orders
Resource Calendar
Resource requirements
risk register
3. Agreement
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Progress network analysis
2. Critical path method
Forward deduction
Backcasting
3. Resource optimization
resource balancing
Balancing with constrained resources in mind
It is possible to change the critical path
Resource smoothing
Resources are adjusted on non-critical paths
Prevent resources from fluctuating high and low and maintain balance
Do not change the critical path
4. Data analysis
What-if scenario analysis
simulation
Montero analysis
Start by determining the likely duration of each activity
5. Advance and lag
6. Progress compression
rush work
increase resources
Quick follow up
7. Project management information system
8. Agile release rules
output
1. Progress benchmark
progress milestones
Commonly used team external high-level reports
bar chart
Internal team reporting
Progress network diagram
Optimize relationships between activities
2. Project progress plan
3. Progress data
4. Project calendar
5. Change request
6. Project management plan update
progress management plan
cost basis
7. Project file update
Activity properties
Hypothetical log
duration estimate
Lessons Learned Register
Resource requirements
risk register
6.6 Controlling progress
Overview
definition:
Controlling schedule is the process of monitoring project status to update project progress and manage changes to the schedule baseline
effect:
is the maintenance of the progress baseline throughout the project and needs to be carried out throughout the project
Key output:
job performance information
progress forecast
change request
ITTO
enter
1. Project management plan
progress management plan
progress baseline
Scope Baseline
performance measurement benchmarks
2. Project files
Lessons Learned Register
Project Calendar
Project schedule
Resource Calendar
progress data
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Data analysis
Earned value analysis
Iterative burndown chart
performance review
trend analysis
Deviation analysis
What-if scenario analysis
2. Critical path method
3. Project management information system
4. Resource optimization
5. Advance and lag
7. Progress compression
output
1. Work performance information
2. Progress forecast
3. Change request
4. Project management plan update
Progress Management Plan Update
progress baseline
cost basis
performance measurement benchmarks
5. Project file update
Hypothetical log
Estimate basis
Lessons Learned Register
Project schedule
Resource Calendar
risk register
progress data
Job Performance Information Progress Forecast
Actual progress of the project
Ahead of time
delay
consistent
Actual lead/lag time
Actual overage/arrears task volume
Later project progress forecast
"Progress management controls the key, planning, definition, sequencing, estimation, planning, and progress control."
Chapter 7 Project Cost Management
4 processes
7.1 Planning cost management
Develop plans for planning, managing, spending and controlling project costs
7.2 Cost estimation
Provide an approximate estimate of the funds required to complete project activities
7.3 Develop a budget
Summarize estimated costs for all individual activities or work packages
The process of establishing an approved cost baseline
7.4 Control costs
Monitor project status to update project costs and manage the process of cost baseline changes
terminology related to cost
direct cost:
The current project is exclusive and can be found directly.
s:
Share across multiple projects
Sunk costs:
Costs already spent before launch are no longer considered when deciding on a new project
opportunity cost:
If you choose project A and abandon project B, B’s income is A’s opportunity cost.
Estimate accuracy
Rough estimate at launch: -25-75%
Later precise estimate: -5-10%
7.1 Planning cost management
Overview
Definition: Planning cost management is the process of determining how to estimate, budget, manage, monitor and control project costs
Role: Provide guidance and direction on how to manage project costs throughout the project process
Key output:
cost management plan
ITTO
enter
1. Project Charter
2. Project management plan
progress management plan
risk management plan
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data analysis
3. Meeting
output
cost management plan
7.2 Estimating costs
Overview
Definition: An approximate estimate of the funds required to complete project activities
Role: Determine the funds required to complete the project work
Key output:
Activity estimated cost
Estimate basis
Principles for estimating costs
Conducted by the person most familiar with the activity or work package
Usually in some currency unit, sometimes person-hours or person-days are also used
Startup stage: rough magnitude estimate -25%-75%
Certainty estimate: -5%-10% as information becomes more detailed
Estimation basis: The estimated amount must be accompanied by the corresponding estimation basis.
ITTO
enter
1. Project management plan
cost management plan
quality management plan
Scope Baseline
2. Project files
Lessons Learned Register
Project schedule
Resource requirements
risk register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Analogous estimation
Experience, previous similar projects
3. Parameter estimation
Historical data, tables
4. Bottom-up estimation
most accurate
5. Three-point estimation
(Cost) Estimated activity duration = (most likely duration * 4 most optimistic most pessimistic) / 6
6. Data analysis
Alternatives Analysis
Reserve analysis
quality cost
consistency cost
Prevention costs (producing qualified products)
training
Documentation of process
equipment
Choose the right time to do things
Valuation costs (assessment costs)
test
Losses caused by destructive testing
examine
non-conformity cost
Internal loss costs (found within the project)
Rework
scrap
External loss costs (discovered by the customer)
responsibility
Repair
business loss
7. Project management information system
8. Decision-making
vote
output
1. Cost estimation
2. Basis for estimation
content include
Documentation of the basis for the estimate (how the estimate was prepared)
Documentation of all assumptions
Documentation of various known constraints
Description of estimation interval
Confidence level of final estimate
3. Project file update
Hypothetical log
Lessons Learned Register
risk register
7.3 Develop a budget
Overview
Definition: Summarizing the estimated costs of all individual activities or work packages to establish an approved cost baseline
Role: The project budget includes all funds approved to execute the project, while the cost baseline is the approved project budget allocated by time period, including contingency reserves but excluding management reserves.
Key outputs: cost baseline, project funding requirements
project budget
management reserve
contingency reserve
cost basis
ITTO
enter
1. Project management plan
cost management plan
resource management plan
Scope Baseline
2. Project files
Estimate basis
Cost Estimate
Project schedule
risk register
3. Business documents
business case
Benefit Management Plan
4. Agreement
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Cost summary
3. Data analysis
Reserve analysis
contingency reserve
within cost basis
management reserve
outside cost basis
But it belongs to the total project budget
4. Historical information review
Helps in parameter estimation or analogy estimation and establishment of mathematical models, which can be simple or complex
5. Fund limit balance
Balance capital expenditures against any restrictions on project funding
If discrepancies between funding constraints and planned expenditures are discovered, the schedule of work may need to be adjusted to balance the level of funding expenditures.
6. Financing
Obtain funding for projects
output
1. Cost basis
2. Project funding requirements
3. Project file update
Cost Estimate
Project schedule
risk register
7.4 Control costs
Overview
Definition: Monitor project status to update project costs and manage cost baseline changes
Role: Maintain the cost baseline throughout the project
Key outputs: work performance information, change requests, cost forecasts
detailed
1. Influence factors that cause cost basis changes
2. Ensure that all change requests are processed in a timely manner
3. When changes actually occur, manage these changes and prevent unapproved changes
4. Ensure that cost expenditures do not exceed the approved funding limit
5. Supervise cost performance against fund expenditure and supervise work performance
6. Report all approved changes and their associated costs to relevant stakeholders
7. Try to keep expected cost overruns within acceptable limits
8. Prevent unapproved changes in cost or resource usage reports
ITTO
enter
1. Project management plan
cost management plan
cost basis
performance measurement benchmarks
2. Project files
Lessons Learned Register
3. Project funding requirements
4. Work performance data
5. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data analysis
Earned value analysis
BAC: complete budget
How much will you spend on the project?
PV: planned value
The schedule says how much you should have spent
EV: earned value
The value of the project you have actually obtained
AC:actual cost
You have actually spent the money so far
SV: Progress Variance
SV=EV-PV Lead or lag and the progress
SPI: Schedule Performance Index
SPI=EV/PV deviation exceeds 30%, range creep
CV: cost variance
CV=EV-AC How much is it within or over budget?
CPI: cost performance index
CPI=EV/AC deviation exceeds 30%, range creeps
Deviation analysis
SV progress deviation
＞0 Construction schedule is advanced
<0 Construction time lag
CV cost deviation
>0 cost savings
<0 cost overrun
Schedule Performance Index (SPI)
＞1 Construction schedule advanced
<1 to complete the plan
Cost Effectiveness Index (CPI)
＞1 Savings compared to planned cost
<1 Cost overrun than planned
trend analysis
Reserve analysis
3. To-Complete Performance Index (TCPI)
The value (work completed) that needs to be generated per dollar from now on to complete the project on budget
4. Project management information system
output
1. Work performance information
2. Cost forecast
3. Change request
4. Project management plan update
cost management plan
cost basis
performance measurement benchmarks
5. Project file update
Hypothetical log
Estimate basis
Cost Estimate
Lessons Learned Register
risk register
"Plan, estimate, set a budget, and reserve reserves to control costs."
Chapter 8 Project Quality Management
Three processes of project quality management
8.1 Planning quality management QP
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
8.2 Implement quality assurance QA
Managing quality is the process of applying the organization's quality policy to projects and transforming the quality management plan into executable quality activities.
8.3 Control quality QC
The process of monitoring and recording the results of quality management activities in order to evaluate performance and ensure that project outputs are complete, correct, and meet customer expectations.
About the concept of quality management
1. Quality is not up to standard
2. Quality level
Low grade (limited functionality), high quality (no obvious defects)
High grade (many features), low quality (many obvious flaws)
3. Accurate and precise
4. Customer satisfaction
Meet the requirements
suitable for use
5. Continuous improvement
PDCA
6. Management responsibilities
Managers bear 85% of the responsibility
Workers only have 15% responsibility
8.1 Planning quality management
Overview
Definition: Planning quality management is the process of identifying the quality requirements and/or standards for a project and its deliverables, and describing in writing how the project will demonstrate compliance with the quality requirements and/or standards.
Role: Provide guidance and direction on how quality is managed and appropriate throughout the project
Key outputs: quality management plan, quality measurement indicators
ITTO
enter
1. Project Charter
2. Project management plan
demand management plan
risk management plan
Stakeholder Engagement Plan
Scope Baseline
3. Project files
Hypothetical log
requirements document
Requirements Tracking Matrix
risk register
Interested Party Register
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
Benchmarking
Brainstorming
Interview
3. Data analysis
Cost-benefit analysis
quality cost
consistency cost
prevention cost
training
Documentation process
equipment
Complete time
Evaluate costs
test
Destructive testing losses
examine
avoid failure
cost of inconsistency
internal loss costs
Rework
scrapped
external loss costs
debt
warranty work
lose business
due to failure
4. Decision-making
Multi-criteria decision analysis
5. Data performance
flow chart
Also called a process diagram, it is used to show the sequence of steps and possible branches required in the process of transforming one or more inputs into one or more outputs.
May be helpful in understanding and estimating the quality costs of a process. Can help improve processes and identify where quality deficiencies may occur or can be incorporated into quality inspections.
logical data model
Matrix diagram
mind Mapping
6. Planning of tests and inspections
7. Meeting
output
1. Quality management plan
Overview
Describe how policies, procedures, and guidelines used are implemented to achieve quality objectives.
Describes the activities and resources required by the project management team to achieve a set of project quality objectives.
Review quality management plans as early as possible to reduce cost overruns and schedule delays caused by rework
main content
Main procedures related to the project
Handle non-conformities
Corrective Action Procedure
continuous improvement process
Quality standards adopted by the project
Project quality goals
Quality roles and responsibilities
Project deliverables and processes requiring quality review
Quality control and quality management activities planned for the project
Quality tools used in the project
2. Quality measurement indicators
8.2 Management quality
Overview
Definition: Managing quality is the process of applying the organization's quality policy to projects and transforming the quality management plan into executable quality activities.
Role: Improves the likelihood of achieving quality objectives and identifies ineffective processes and causes of poor quality. Manage Quality uses data and results from the Control Quality process to demonstrate the overall quality status of the project to relevant parties.
Key outputs: quality reports, change requests, test and evaluation documents
Implement ITTO for quality assurance
enter
1. Project management plan
quality management plan
2. Project files
Lessons Learned Register
quality measures
Quality control measurement results
risk report
3. Organizational process assets
Tools & Techniques
1. Data collection
Checklist
2. Data analysis
Alternatives Analysis
Evaluate identified alternatives to select those most appropriate quality solutions or methods
File analysis
Analyzing the different documents output from the project control process, such as quality reports, test reports, performance reports, and deviation analyses, can highlight processes that may be outside the scope of control and prevent the project team from meeting specific requirements or stakeholder expectations.
process analysis
Process analysis identifies process improvement opportunities while examining problems, constraints, and non-value-added activities encountered during the process
Root Cause Analysis (TCA)
3. Decision-making
Multi-criteria decision analysis
4. Data performance
Affinity diagram
cause and effect diagram
Ishikawa diagram, fishbone diagram, why-why analysis diagram
Root Cause Analysis
Identify the root cause of a problem and prevent it from happening again
flow chart
Shows the sequence of steps that lead to a defect
Find out the cause of the problem
Histogram
Determine the direction to solve the problem by comparing column heights
Matrix diagram
Show the strength of the relationship between factors, causes, and goals where rows and columns intersect
Scatter plot
Determine whether there is a relationship between two factors
Solve the problem
5. Audit
An audit is a structured and independent process used to determine whether project activities comply with organizational and project policies, processes and procedures.
Quality audits are usually conducted by a team external to the project
internal audit department
PMO
Organization's external auditor
Quality audits can be scheduled in advance or conducted randomly, and can be conducted by internal or external auditors
effect:
Identify all good and best practices being implemented
Identify any irregularities, gaps and deficiencies
Share good practices from similar projects in your organization and/or industry
Actively and proactively provide assistance to improve process execution to help the team increase productivity;
Emphasize that each audit should contribute to the accumulation of organizational lessons learned and knowledge base
6. X-oriented design
Use DfX to reduce costs, improve quality, increase performance and customer satisfaction
7. Problem solving
8. Quality improvement methods
PDCA
output
1. Quality report
2. Testing and evaluation documents
3. Change request
4. Project management plan update
quality reporting plan
Scope Baseline
progress baseline
cost basis
5. Project file update
Problem log
New questions raised during this process are recorded in the question log
Lessons Learned Register
Challenges encountered during the project, methods that could have been used to circumvent them, and good quality management practices need to be recorded in a lessons learned register
risk register
New risks identified during this process are recorded in the risk register and managed through the risk management process
8.3 Control quality
Overview
Definition: Quality control is the process of monitoring and recording the results of quality management activities in order to evaluate performance and ensure that project output is complete, confirmed and meets customer expectations.
effect:
1. Verify that project deliverables and work have met the quality requirements of major stakeholders and are available for final acceptance
2. The control quality process determines whether the project outputs meet the intended purpose. These outputs need to meet all usage standards, requirements, regulations and specifications.
Key outputs: Quality control measurements, confirmed changes, verified deliverables, work performance information, change requests
ITTO
enter
1. Project management plan
quality management plan
2. Quality management plan
Lessons Learned Register
quality measures
Test and Evaluation Documents
3. Approved change request
4. Deliverables
5. Work performance data
6. Business environment factors
7. Organizational process assets
Tools & Techniques
1. Tools and techniques
Checklist
checklist
statistical sampling
Variable Sampling: Eligibility
Attribute Sampling: Qualified or Not
Questionnaire
2. Data analysis
performance review
Root Cause Analysis
3. Check
Inspect work products to determine compliance with relevant written standards
The frequency of inspections is determined in the quality management plan
There are various names (called)
Review
Product Review
Audits
Walk-through
4. Testing/Product Evaluation
5. Data performance
cause and effect diagram
Root Cause Analysis
Control Charts
Out of control judgment
beyond control line
7 consecutive points fall on the same side of the mean
7 consecutive points with the same trend
Found defects
Histogram
A column represents an attribute or characteristic of a problem or situation
The height of the bar represents the number of occurrences of the feature
Confirm the direction to solve the problem by comparing column heights
Scatter plot
Solve the problem
Pareto chart (supplementary)
80% of problems are caused by 20% of the reasons
80/20 Principle → Identify the cause of the main problem
6. Meeting
output
1. Quality control measurement results
2. Verified deliverables
3. Work performance information
4. Change request
5. Project management plan update
quality management plan
6. Project file update
Problem log
Lessons Learned Register
risk register
Test and Evaluation Documents
QP QA QC
QP focus on quality activity plan
Develop quality plan
quality measures
QA focuses on the quality activity process
Ensure quality work execution and improve information
Use auditing
Pay attention to the process
Document organization
QC focuses on quality measurement results
Internal verification can be delivered to Chenggu
Implementation status of approved changes
Focus on quality measurements (outcomes)
Necessary change requests
Make sure the results are acceptable
"Quality management has 3Q, QP, QA and QC"
Chapter 9 Project Resource Management
Six major processes of resource management
Definition: Project resource management includes the processes of identifying, acquiring, and managing the resources needed to successfully complete a project. These processes help ensure that the project manager and project team have the right resources at the right time and place.
9.1 Planning resource management
How to estimate, acquire, manage and utilize physical and team project resources
9.2 Estimating activity resources
Estimate team resources, as well as types and quantities of materials, equipment, and supplies
9.3 Obtaining resources
Obtain needed team members, facilities, equipment, materials, and supplies
9.4 Building the team
Improve work ability, promote interaction among team members, and improve the overall team atmosphere to improve overall project performance
9.5 Management Team
Track team member performance, resolve issues and manage team changes
9.6 Controlling resources
Ensure physical resources are allocated to projects as planned, monitor actual resource usage, and make necessary corrections
9.1 Planning resource management
Overview
Definition: Planning resource management is the process of defining how to estimate, acquire, manage and utilize team and physical resources
Role: Determine the management method and degree of management suitable for project resources based on the type and complexity of the project
Key Outputs: Resource Management Plan Team Charter
ITTO
enter
1. Project Charter
2. Project management plan
quality management plan
Scope Baseline
3. Project files
Project schedule
Provide a timeline of required resources
requirements document
Propose the type and quantity of resources required for the project
risk register
Contains information on threats and opportunities that may impact resource planning
Interested Party Register
Helps identify those parties with special interest in or influence over the resources required for the project
and interested parties that influence resource usage preferences.
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data performance
Hierarchical type (OBS)
Responsibility Assignment Matrix
RACI diagram
R = execute
A = Responsible (ultimate person responsible)
C = Consultation
I = informed
Each work package has a clear owner (Type A)
Team members have a clear understanding of their roles and responsibilities
Work packages/activities are linked to project members
text type
3. Organization theory
4. Meeting
output
1. Resource management plan
Resource identification
Methods for identifying and quantifying the team and physical resources required for a project
Resource acquisition
Guidance on how to obtain the team and physical resources needed for your project
Roles and Responsibilities
Roles, Authority, Responsibilities, Competencies (RACI)
Project team resource management
A guide on how to define, staff, manage, and ultimately demobilize project team resources
Build a team
Project organization chart
Project organization chart graphically displays project team members and their reporting relationships
reporting relationship
training
Training strategy for project members
Team building
How to build a project team
Resource control
Ensure adequate availability of physical resources and optimize the procurement of physical resources for project needs
accreditation scheme
What recognition and rewards will be given to team members and when
Building a team
2. Team charter
Communication/Meeting Guide
team values
Decision Criteria and Process
conflict resolution process
Team consensus
3. Project file update
Hypothetical log
A more detailed what-if log can add assumptions about physical resource availability, logistics requirements and location information, as well as team resource point skill sets and availability.
risk register
Risks regarding team and physical resource availability, as well as related risks to other known resources, are updated in the risk register.
9.2 Estimating activity resources
Overview
Definition: Estimating activity resources is the process of estimating the team resources, as well as the types and quantities of materials, equipment, and supplies needed to perform a project
Role: Clarify the types, quantities and characteristics of resources required to complete the project
Main output:
Resource requirements
Estimate basis
resource breakdown structure
ITTO
enter
1. Project management plan
resource management plan
Scope Baseline
2. Project files
Persuasive attribute
Provides the primary source of data for estimating the team dates, and physical resources required for each activity in the activity list. Examples of these attributes include resource requirements, mandatory dates, event locations, assumptions and constraints
Activity list
Activity list identifies activities that require resources
Hypothetical log
Cost Estimate
Resource cost affects resource selection in terms of quantity and skill level
Resource Calendar
Estimating resource availability based on the weekdays, shifts, normal business start and end times, weekends and public holidays when each specific resource is available. Attributes such as resource experience and/or skill level and different geographical locations
risk register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Bottom-up estimation
3. Analogous estimation
4. Parameter estimation
5. Data analysis
Alternatives Analysis
6. Project management information system
7. Meeting
output
1. Resource requirements
Number of WBS resource types
Summarize work packages and work hours
Explain the basis and assumptions for the estimate
2. Basis for estimation
Estimation method
Confidence level
Estimate range
3. Resource breakdown structure (RBS)
Category: Human-machine material method ring
Type: Applicable to skill level
4. Project file update
Activity properties
Hypothetical log
Lessons Learned Register
9.3 Obtaining resources
Overview
Definition: Acquisition is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources needed for a project
Role: Overview and guide the selection of resources and assign them to corresponding activities
Key outputs: resource allocation orders, team dispatch orders, resource calendars, change requests
Organize a “combat-effective” project team
Internal resources are acquired (allocated) by functional managers or resource managers, while external resources are acquired through the procurement process
The project management team may or may not have direct control over resource selection
The project manager or project team should negotiate effectively and influence those who can provide the required team and physical resources for the project
Insufficient resources or personnel will reduce the probability of project success, and in the worst case scenario may lead to project cancellation
If the required team resources are unavailable due to constraints (such as economic factors or resource demands on other projects), the project manager or project team may have to use alternative resources that may have different capabilities and costs.
ITTO
enter
1. Project management plan
resource management plan
Procurement Management Plan
cost basis
The cost baseline provides an overall budget for project activities
2. Project files
Project schedule
Resource Calendar
The time period each project resource is available in the project
Resource requirements
Interested Party Register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Decision-making
Multi-criteria decision analysis
Rating or scoring potential resources
weighted by relative importance
External organizations, vendors, suppliers
2. Interpersonal and team skills
negotiation
functional manager
Other project management teams
External organizations and suppliers
3. Pre-allocation
The bidder's contract commits to specific personnel
specific people with specialized skills
Identify certain personnel in the project charter
4. Virtual Team
Employees in different geographical locations
Communication and planning time differences are particularly important
cost, attitude, ability, availability
output
1. Material resource allocation list
people
machine
material
Law
ring
2. The project team dispatches work orders
3. Resource calendar
local time
operating hours
Vacation time
statutory holidays
4. Change request
5. Project management plan update
resource management plan
cost basis
6. Project file update
Lessons Learned Register
Project schedule
resource breakdown structure
Resource requirements
risk register
Interested Party Register
7. Update of business environment factors
8. Organizational process asset update
9.4 Building the project team
Overview
Definition: Team building is the process of improving work capabilities, promoting interaction among team members, and improving the overall team atmosphere to improve project performance.
What it does: Improve teamwork, enhance interpersonal skills, motivate employees, reduce friction, and improve overall project performance
Key outputs: team performance evaluation, business environment factor updates
Principles for building project teams
1. Collaboration
Provide a sense of trust and buy-in among members to improve morale, reduce conflict and enhance teamwork
2. Cultural differences
The project management team should leverage cultural differences, commit to developing and maintaining the project team throughout the project life cycle, and promote full collaboration in an atmosphere of mutual trust
3. PM goals are consistent
The project manager should be able to define, establish, maintain, motivate, lead and inspire the project team so that the team operates efficiently and achieves project goals.
4. PM responsibilities
Teamwork is a key factor in project success, and building an efficient project team is one of the main responsibilities of the project manager
5. Impact of time difference
Pay attention to the impact of time difference on project teams in international teams
6. Team culture
Create a dynamic, cohesive and collaborative team culture that
1. Improve individual and team productivity, inspire team spirit, and promote teamwork
2. Promote cross-training and coaching among team members to share knowledge and experience
7. Good communication
Team members must maintain clear, timely, and effective communication (including both effectiveness and efficiency)
"Tuckman" team development in 5 stages
1. Formation:
Knowing each other, not necessarily being open and honest (suspicious)
2. Shock:
Uncooperation, lack of openness, different views and opinions (quarrels)
3. Specification:
Work together, start to trust each other, adjust habits (systems)
4. Mature:
Well-organized, interdependent, stable and efficient (mutual help)
5. Dissolution:
All good things come to an end
Maslow-hierarchy of needs theory
self-actualization
Self-improvement and experience sharing
Respect needs
Support opinions and choices
social needs
Love and being loved, mutual help, good relationships
Safety requirements
Indefinite contract, job regularization
Physiological needs
Headphones, air conditioners, hard salary conditions, etc.
Other basic theories of HR management
Frome
expectancy theory
M (Effort) = V (Valence) X E (Expectation)
McGregor
XY theory
Holzberger
two-factor theory
Motivating factors
health factors
McClelland
achievement motivation theory
Achievement
social contact
that power
ITTO
enter
1. Project management plan
resource management plan
2. Project files
Lessons Learned Register
Project schedule
Project team dispatches work orders
Resource Calendar
Team charter
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Centralized office
The most powerful means for project managers to improve project performance
2. Virtual Team
Technically skilled resources
cut costs
Reduce travel and relocation costs
Virtual teams can leverage technology to create an online team environment
3. Communication technology
Sharing portal
videoconference
Email/chat software
audio conferencing
4. Interpersonal and team skills
conflict resolution
Influence
excitation
negotiation
Team building
5. Recognition and rewards
5 power styles of project managers
expert
refer to
award
formal
punish
There are good ones, don’t choose the bad ones.
6. Training
The PM should implement the scheduled training as scheduled in the resource management plan
Training can be performed by internal or external trainers
Necessary unplanned training should be conducted based on management team observations, conversations, and project performance evaluations
Training costs should usually be included in the project budget
7. Individual and team evaluation
8. Meeting
output
1. Team performance evaluation
Improvement of member skills
Improvement of team capabilities
Reduced member turnover rate
Strengthened team cohesion
Effective team-building strategies and activities can improve team performance, thereby increasing the likelihood of achieving project goals
2. Change request
3. Project management plan update
resource management plan
4. Project file update
Lessons Learned Register
Project schedule
Project team dispatches work orders
Resource Calendar
Team charter
5. Update of business environment factors
6. Organizational process asset update
"Resource management to prevent disconnection, planning, estimation and re-acquisition, construction team selection"
Chapter 10 Project Communication Management
Overview
Three processes of project communication management
10.1 Planning communication management
Plan and verify project communication methods and planned processes based on the information needs and requirements of relevant parties and the organization's available assets.
10.2 Management communication
The process of generating, collecting, distributing, storing, retrieving, and ultimately disposing of project information according to the communications management plan
10.3 Supervisory communication
The process of ensuring that the information needs of the project and interested parties are met
Principles of project communication management
To successfully manage stakeholder and project relationships, a communications strategy and communications management plan will serve as the basis for monitoring communications effectiveness.
Project managers spend 75%-90% of their energy on communication
Project managers organize experts to do things, not do things by themselves
Identify, set and manage the expectations of relevant parties, have clear communication purposes, try to understand the recipients of communication, meet their needs and preferences, and monitor and measure the effectiveness of communication
Listen actively and effectively to understand cultural and personal differences
Communication scenarios and terminology
formally written
complex issues
project management plan
Project Charter
long distance communication
formal oral
Report
speech
informal written
handwritten note
text message
instant messaging
informal spoken
session
dialogue
within the project
Focus on efficiency, accuracy, and can appear informally
Outside the project
Emphasis on the adequacy and accuracy of information and its presentation in a formal manner
vertical (portrait)
Communication information spreads quickly and with high accuracy
horizontal (landscape)
High degree of complexity and beyond the control of the parties
Publish project artifacts in a transparent manner
10.1 Planning communication management
Overview
Definition: Planned Communications Management is the process of specifying appropriate methods and plans for project communications activities based on the information needs of each stakeholder or stakeholder group.
Role: Prepare a written communication plan in order to provide relevant information to relevant parties in a timely manner and guide relevant parties to effectively participate in the project.
Output: Communications Management Plan
ITTO
enter
1. Project Charter
2. Project management plan
resource management plan
Stakeholder Engagement Plan
3. Project files
requirements document
Interested Party Register
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Communication needs analysis
Stakeholders: Determine the information needs of project stakeholders
Internal: Internal information needs, such as communication across the entire organization
External: external information needs, such as with the media, the public or contractors
Frequency: Prevent project stakeholders from being overwhelmed with too many details
Communication channel=N(N-1)/2
3. Communication technology
interactive communication (mutual)
Definition: Communication of information between two or more parties
Advantages: The most effective way to ensure that participants agree on a specific topic
For example
Meeting
Telephone
instant messaging
videoconference
Talk privately face to face
The most effective way to reach consensus
Have instant feedback
Push communication (push)
Definition: Sending information to a specific recipient who needs to receive the information
Disadvantages: Cannot ensure audience understanding
For example
letter
memorandum
Report
fax
voicemail
Failure to ensure audience understanding
No immediate feedback
Pull communication (self-seeking)
Definition: Requiring the recipient to access information content on their own initiative
Features: Large amount of information, many audiences
For example:
Intranet
Electronic online courses
Lessons Learned Database
knowledge base
Find it yourself
Comparison of information communication methods
Oral way
formal
speech
Report
report
Meeting
informal
conversation
Telephone
greet
in writing
formal
contract
Report
meeting minutes
Report
memorandum
informal
notes
note
nonverbal communication
formal
Sign Language
signal light
music
informal
expression
tone
Embrace
shake hands
4. Communication model
Acknowledgment of receipt
Correct understanding
repeat
reply
5. Communication methods
6. Interpersonal and team skills
communication style assessment
political awareness
cultural awareness
7. Data performance
Stakeholder Engagement Assessment Matrix
8. Meeting
output
1. Communication management plan
2. Project management plan update
Stakeholder Engagement Plan
3. Project file update
Project schedule
Interested Party Register
Adopt different methods to meet communication needs
interpersonal communication
The exchange of information between individuals, usually in a face-to-face manner
group communication
Works within a small group of 3 to 6 people
public communication
A single speaker addresses a group of people
mass media
Minimal contact between the person or group sending the message and a large (sometimes anonymous) target audience
Internet social tools
Use social tools and media to communicate many-to-many
When communication issues arise, first review the communications management plan
10.2 Management communication
Overview
Definition: Management communication is the process of ensuring the timely and appropriate collection, generation, release, storage, retrieval, management, supervision, and final disposition of project information
Role: Promote effective information flow between the project team and relevant parties
Output: project communication record
ITTO
enter
1. Project management plan
resource management plan
communication management plan
Stakeholder Engagement Plan
2. Project files
Change log
Problem log
Lessons Learned Register
quality report
risk report
Interested Party Register
3. Work performance report
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Communication technology
2. Communication methods
3. Communication skills
communication competency
feedback
Nonverbal
Demo
4. Project management information system
5. Project report
6. Interpersonal and team skills
active listening
conflict management
cultural awareness
Conference management
interpersonal communication
political awareness
7. Meeting
output
1. Project communication records
2. Project management plan update
communication management plan
Stakeholder Engagement Plan
3. Project file update
Problem log
Lessons Learned Register
Project schedule
risk register
Interested Party Register
4. Organizational process asset update
10.3 Supervisory communication
Overview
Definition: Supervisory communication is the process of ensuring that the information needs of the project and its stakeholders are met
Role: Optimize the information transfer process according to the requirements of the communication management plan and stakeholder engagement plan
Output: work performance information, change requests
Principles of Controlling Communication
To ensure that the information needs of project stakeholders are met
May trigger a re-engagement of planning communications management and/or management communications processes
The impact of project communications and responses to impacts should be carefully assessed and controlled
To ensure that the right information is delivered to the right audience at the right time
ITTO
enter
1. Project management plan
resource management plan
communication management plan
Stakeholder Engagement Plan
2. Project files
Problem log
Lessons Learned Register
Project communication record
3. Work performance data
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Project management information system
3. Data analysis
Stakeholder Engagement Assessment Matrix
4. Interpersonal and team skills
observe/talk
5. Meeting
output
1. Work performance information
2. Change request
3. Project management plan update
communication management plan
Stakeholder Engagement Plan
4. Project file update
Problem log
problem itself
Responsible
time limit
Lessons Learned Register
Interested Party Register
"Communication management is divided into three steps, planning management and supervision. Communication is not smooth (sufficient) in information"
Chapter 11 Project Risk Management
Overview
7 processes of risk management
11.1 Planning risk management
The process of defining how risk management activities will be implemented
11.2 Identify risks
The process of determining which risks may affect a project and documenting their characteristics
11.3 Qualitative risk analysis
Evaluate and comprehensively analyze the probability and impact of risks
Prioritize risks
11.4 Quantitative risk analysis
Conduct a quantitative analysis of the impact of identified risks on the overall project objectives
11.5 Planning risk responses
Develop options, choose response strategies and agree on response actions
11.6 Implement risk responses
Execute agreed risk response plan
11.7 Supervision risks
Oversee the implementation of risk response plans
Track identified risks
Identify and analyze new risks
Assess risk management effectiveness
Perception of risk
Risk causes
Temporary nature and uncertainty of projects
Known or potential requirements, assumptions, constraints
risk conditions
Various environmental factors that may cause risks
The organization’s business environment factors, such as: risk awareness
risk event
Risk events exist with probability and may not occur
Once a risk event occurs, there will be consequences
risk values
Individual project risks are uncertain events or conditions that, if they occur, can have a positive or negative impact on multiple project objectives.
Overall project risk is the impact of uncertainty on the project as a whole and results from all uncertainties including individual risks.
risk appetite
The extent to which an entity is willing to tolerate uncertainty in order to anticipate expected reporting
risk tolerance
The degree, amount, or capacity of risk that an organization or individual can tolerate
risk threshold
Below the risk threshold, the organization accepts the risk
Above the risk threshold, the organization department accepts the risk
11.1 Planning risk management
Overview
Definition: Planning risk management is the process of defining how project risk management activities will be implemented
Role: Ensure that the level, approach and visibility of risk management are commensurate with the level of project risk and the importance of the project to the organization and other interested parties
Output: Risk Management Plan
ITTO
enter
1. Project Charter
The project charter provides various inputs such as: high-level risks, project description and requirements, assumptions and constraints
2. Project management plan
All components
An overall plan for how the project will be managed. Scope baseline, schedule, cost and other constraints
3. Project files
Interested Party Register
Stakeholder expectations and attitudes towards the project
4. Business environment factors
Organizational risk attitudes, thresholds and tolerances
Describes the level of risk an organization is willing and able to tolerate
5. Organizational process assets
Risk theory from past projects
Risk management templates from past projects
Tools & Techniques
1. Expert judgment
2. Data analysis
Stakeholder analysis
3. Meeting
output
risk management plan
risk management methodology
Roles and Responsibilities
Risk Category (RBS)/Risk Breakdown Structure
0. All sources of project risk
1. Technical risks
1.1 Scope definition
1.2 Requirements definition
1.3 Estimates, Assumptions and Constraints
1.4 Technical process
1.5 Technology
1.6 Technical Contact
,,,,,,
2. Manage risk
2.1 Project management
2.2 Program/Portfolio Management
2.3 Operation management
2.4 Organization
2.5 Provide resources
2.6 Communication
,,,,,,
3. Business risks
3.1 Contract terms and conditions
3.2 Internal Procurement
3.3 Suppliers and Sellers
3.4 Subcontract
3.5 Customer stability
3.6 Partnerships and joint ventures
,,,,,,
4. External risks
4.1 Legal
4.2 Exchange rate
4.3 Location/Facility
4.4 Environment/Weather
4.5 Competition
4.6 Supervision
,,,,,,
Risk tolerance and critical points of relevant parties
Probability influence matrix
Chance
Probability
Very low: 0.10
Low: 0.30
Medium: 0.50
High: 0.70
Very high: 0.90
positive influence
Very low: 0.05
Low: 0.10
Medium: 0.20
High: 0.40
Very high: 0.80
threaten
Probability
Very low: 0.10
Low: 0.30
Medium: 0.50
High: 0.70
Very high: 0.90
negative influence
Very low: 0.05
Low: 0.10
Medium: 0.20
High: 0.40
Very high: 0.80
funding, timing
Report format and content
Risk tracking requirements
11.2 Identify risks
Overview
Definition: Identifying risks is the process of identifying the sources of individual risks and overall project risks, and recording risk characteristics. It encourages all relevant parties to participate repeatedly during the project cycle.
effect:
Document existing individual risks, as well as sources of overall project risk;
At the same time, gather relevant information so that the project team can appropriately respond to the identified risks
Great Team Building opportunity
Output: Risk Register
ITTO
enter
1. Project management plan
demand management plan
progress management plan
cost management plan
quality management plan
resource management plan
risk management plan
Scope Baseline
progress baseline
cost basis
Some areas affected by uncertainty or ambiguity
2. Project files
Hypothetical log
Cost Estimate
duration estimate
Problem log
Lessons Learned Register
requirements document
Resource requirements
Interested Party Register
The stakeholder register defines which individuals or groups may be involved in risk identification for the project
It also details which individuals are suitable to act as risk owners.
3. Agreement
4. Procurement documents
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data collection
Brainstorming
Checklist
Develop checklists based on historical information and knowledge accumulated from similar projects and other sources of information
During the project closure process, the checklist should be reviewed and improved based on new lessons learned for future projects.
Interview
3. Data analysis
Root Cause Analysis
cause and effect diagram
Assumptions and constraints analysis
Assumptions and constraints are often incorporated into the scope baseline and project estimate
Threats can be identified from inaccurate, unstable, inconsistent, and incomplete assumptions, and opportunities can be created by removing or relaxing constraints that affect project or process execution.
SWOT analysis
Strength Strength
Weakness
Opportunity
Threat Threaten
File analysis
A number of risks can be identified through a structured review of project documents.
Documents available for review include (but are not limited to)
plan
Assumptions
Constraints
Past project files
contract
protocol
Technical documents
Uncertainty or ambiguity in project documents, as well as inconsistencies within the same document or between different documents, can be indicators of project risk.
4. Interpersonal and team skills
guide
6. Meeting
output
1. Risk Register V1
List of identified risks
List of potential countermeasures
Potential Risk Responsible Person
2. Risk report V1
Risk reports provide information on overall project risks
and summary information on customary identified individual project risks.
3. Project file update
Hypothetical log
Problem log
Lessons Learned Register
11.3 Conduct Qualitative Risk Analysis
Overview
Definition: Assessing the probability and impact of individual risks and other characteristics to prioritize risks
Role: Determine the relative priority of individual project risks to focus on high-priority risks
Output: Risk Register V2 (priority level)
ITTO
enter
1. Project management plan
risk management plan
2. Project files
Hypothetical log
Risk Register V1
Interested Party Register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert negotiation
2. Data collection
Interview
3. Data analysis
Risk data quality assessment
Risk probability and impact assessment
Assessment of other risk parameters
4. Interpersonal and team skills
guide
5. Risk classification
6. Data performance
Probability and Impact Matrix
Hierarchical type (bubble chart)
7. Meeting
output
1. Project file update
Hypothetical log
Can be recorded in a separate what-if log
Adjust assumptions as qualitative risk assessment generates new information
Problem log
Update the problem log to record the discovery of new problems or changes to current problems
Risk Register V2
Prioritized risk register based on probabilistic impact matrix analysis
Risk urgency also affects risk prioritization
Watchlist of low priority risks or risks requiring further analysis
Risk Report V2
11.4 Implement quantitative risk analysis
Overview
Definition: Performing quantitative risk analysis is the process of conducting a quantitative analysis of the impact of identified individual project risks and other sources of uncertainty on overall project objectives.
Role: Quantify overall project risk exposure and provide additional quantitative risk information to support risk response plans
Output: risk report
Principles of Quantitative Risk Analysis
Conducting robust analysis depends on having high-quality data on individual project risks and other sources of uncertainty, as well as solid project baselines related to scope, schedule, and cost.
Quantitative analysis is most likely to be applied to large or complex projects, projects of strategic importance, projects where quantitative analysis is contractually required, or projects where major stakeholders require quantitative analysis.
Objects are risks that are identified during the qualitative analysis process as having a potentially significant impact on the competing requirements of the project
Performing quantitative risk analysis usually follows qualitative risk analysis
Not all risks may be analyzed quantitatively
Only important risks that can be described by time or cost are analyzed quantitatively.
ITTO
enter
1. Project management plan
risk management plan
Scope Baseline
progress baseline
cost basis
2. Project files
Hypothetical log
Estimate basis
Cost Estimate
cost forecast
duration estimate
Milestone List
Resource requirements
Risk Register V2
Risk Report V2
progress forecast
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
Interview
3. Interpersonal and team skills
guide
4. How uncertainty manifests itself
beta distribution
triangular distribution
5. Data analysis
simulation
Simulations typically employ the Montelaro technique
Get the S curve
sensitivity analysis
Helps determine which risks have the greatest potential impact on the project
Plot the correlation coefficient between each element in the quantitative risk analysis model and other factors that can affect the project results.
For example: tornado diagram
Decision tree analysis
influence diagram
project estimate
project activities
Deliverables
risk conditions
output
Project file updates
Risk Report V3
Risk exposure assessment results
Likelihood of project success
The probability that the project will achieve its primary objectives
Results of project probability analysis
Required contingency reserves
The critical path has the greatest impact
Drivers of Overall Project Risk
Quantitative Risk Prioritization Checklist
Based on the results of the sensitivity analysis, list the individual project risks that pose the greatest threat or create the greatest opportunity for the project
Analyze results for trends
As quantitative risk analysis is repeated at different times during the project life cycle
The development trend of risks may gradually become clear
Development trends will influence the planning of responses to risks
11.5 Planning risk responses
Overview
Definition: Risk response planning is the process of formulating options, selecting response strategies, and agreeing on response actions to deal with overall project risk exposures, as well as individual project risks.
What it does: Develop an appropriate approach to overall project risks and individual project risks; this process will also allocate resources and add stakeholder activities to the project documents and project management plan as needed.
Output:
Risk Register V4
Project Management Plan Update
Principles for planning risk responses
Once risks have been identified, analyzed, and prioritized, the established risk owner should develop a plan to address each individual project risk that the project team deems to be significant enough
The risk response plan should match the importance of the risk, be cost-effective to address challenges, be realistic and feasible within the context of the current project, obtain the consent of all relevant parties, and have a responsible person to take specific responsibility
It is often necessary to select the optimal risk response plan from several sets of alternative plans. For large or complex projects, it may be necessary to conduct a more robust economic analysis of alternative risk response strategies based on mathematical optimization models or actual plan analysis.
If the chosen strategy is not entirely effective, or if an accepted risk occurs, a contingency plan (or rebound plan) will be needed
ITTO
enter
1. Project management plan
resource management plan
risk management plan
cost basis
2. Project files
Lessons Learned Register
Project schedule
Project team dispatches work orders
Resource Calendar
Risk Register V3
Risk Report V3
Interested Party Register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
Interview
3. Interpersonal and team skills
guide
4. Threat response strategies
5. Opportunity response strategies
6. Emergency response strategies
7. Overall project risk response strategy
8. Data analysis
Alternatives Analysis
Cost-benefit analysis
9. Decision-making
Multi-criteria decision analysis
output
1. Change request
2. Project management plan update
progress management plan
cost management plan
quality management plan
resource management plan
Procurement Management Plan
Scope Baseline
progress baseline
cost basis
3. Project file update
Hypothetical log
cost forecast
Lessons Learned Register
Project schedule
Project team dispatches work orders
Risk Register V4 (Response Plan)
secondary risk
Secondary risks arising from response measures
residual risk
No further measures can be taken for the remainder after the response
Bounce back plan
Backup measures (rewind) if primary measures fail
emergency plan
Dealing with known unknowns (symptoms or triggers)
Trigger conditions/early warning signals
Define and track events that trigger emergency policies
Risk Report V4
Specific tools for planning risk responses
Proactive Risk Response Strategies
open up
The strongest resource investment
share
Assign some or all responsibility for responding to an opportunity to a third party (joint bidder or partner company) that can best seize the opportunity for the benefit of the project
Take full advantage of opportunities and everyone will benefit from them
accept
do nothing
improve
Increase the probability of an opportunity occurring/positive impact
negative risk response strategies
avoid
Change the project management plan to completely eliminate the threat or improve the goals of receiving WeChat
extend progress
change strategy
narrow down
alleviate
Take proactive action to reduce the probability of risk occurrence and/or possible impact on the project
It is more effective than trying to remedy the risk after it occurs.
accept
take no action
The project team will deal with the risk when it occurs
transfer
Transfer to third party/outsourcing
Report
Reporting conditions
A threat/opportunity is outside the scope of the project
The proposed response is beyond the project manager's authority
Escalated risks/opportunities will be managed at the program level, portfolio level or other relevant parts of the organization, not at the project level
To whom to report?
Threats/opportunities are usually reported to the level at which their targets will be affected by the threat
Responsibility
Relevant people in the organization must be willing to take responsibility
Once a threat/opportunity is reported, there will be no further monitoring by the project team
Any may appear in the project risk register for reference
Risk response strategy description
negative risk response strategies
avoid
measure
Change plans or scope
to completely eliminate the threat
scene
Remove risky work packages from WBS
Change baseline
Terminate project
alleviate
measure
Reduce probability or impact
scene
Hire more experienced employees
Adopt less complex processes
conduct more tests
Choose a more stable supplier
Need to develop prototype
Professional training for project members
Add redundant components to the system
transfer
measure
Transfer to third party
scene
Purchase insurance or third-party guarantee
Address the financial consequences of risk
Insurance, Performance Bonds, Guarantees and Guarantees
If the buyer has certain capabilities that the seller does not possess, for the sake of prudence, the risk of part of the working machines can be transferred to the buyer through contractual provisions.
Positive acceptance
measure
Prepare a backup plan
Prepare a contingency reserve
scene
The most common proactive test is to build a contingency reserve
Allocate a certain amount of time, money or resources to deal with risks
passive acceptance
measure
do nothing
scene
Only the risk needs to be recorded, no other action is required
Risks will be dealt with by the project team when they occur
Delivering products knowingly knowing that they are defective
positive risk or opportunity
open up
measure
Eliminate positive risk uncertainty
Make sure the opportunity arises
scene
Including allocating resources with the best capabilities in the organization to projects to shorten completion time or save costs
Adopt new technologies and tools
share
measure
Make the most of opportunities
so that all parties benefit from it
scene
joint bidding
Partnerships and Teams
Establishing a company or joint venture for a special purpose
Reward/Incentive Contract
improve
measure
Increase the probability of an opportunity occurring
scene
Increase resources for early completion of activities
Han Xin orders troops
accept
measure
Take advantage of opportunities as they arise
scene
Not actively pursuing
wait and see
11.6 Implement risk responses
Overview
Definition: Risk response implementation is the process of executing an agreed risk response plan
Role: Ensure the security plan implements agreed risk responses to manage overall project risk exposure, minimize individual project threats, and minimize individual project opportunities
Output:
Project file updates
change request
Implement principles for risk response
Appropriate attention to the implementation of the risk response process ensures that agreed risk responses are actually implemented
A common problem with project risk management is that project teams work hard to identify and analyze risks and develop responses, and then record the agreed responses in risk registers and risk reports, but do not take actual action to manage the risks.
A project's overall risk exposure and individual threats and opportunities can only be proactively managed by risk owners with the necessary effort to implement agreed response tests
ITTO
enter
1. Project management plan
risk management plan
Risk management related roles and responsibilities
Assign responsible persons for agreed risk responses
Level of detail in risk management methodology
Define risk thresholds based on risk appetite of key stakeholders
2. Project files
Lessons Learned Register
Risk Register V4
Risk Report V4
3. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Interpersonal and team skills
Influence
3. Project management information system
output
1. Change request
After risk responses are implemented, change requests may be made to the cost and schedule baselines, or other components of the project management plan
Change requests should be reviewed and processed through the implementation of an overall change control process
2. Project file update
Problem log
As part of the implementation risk response process, identified issues are recorded in an issue log
Lessons Learned Register
Project team dispatches work orders
Risk Register V5
The risk register may need to be updated to reflect any changes to the agreed responses to individual project risks resulting from the development process
Risk Report V5
Risk reporting may be required reflecting any changes to the agreed response to overall project risk exposure resulting from undertaking this process
11.7 Supervision risks
Overview
Definition: The process of overseeing the implementation of an agreed-upon risk response plan, tracking identified risks, identifying and analyzing new risks, and evaluating the effectiveness of risk management throughout a project
Role: Base project decisions on current information about overall project risk exposure and individual project risks
output
job performance information
change request
ITTO to control risks
enter
1. Project management plan
risk management plan
2. Project files
Problem log
Lessons Learned Register
risk register
risk report
3. Work performance data
4. Work performance report
Tools & Techniques
1. Data analysis
Technical performance analysis
Compare technical results with plans
Measurement indicators: processing time, number of defects, storage capacity, etc.
The degree to which actual results deviate from plans can represent the potential impact of a threat or opportunity
Reserve analysis
Impact of risk on budget and schedule contingency reserves
Reserve analysis refers to comparing the remaining contingency reserve with the remaining risk amount at any point in time of the project
This determines whether the remaining reserves are still reasonable. Various graphs (such as burndown charts) can be used to show the depletion of contingency reserves
2. Audit
Effectiveness: Review and document the effectiveness of the risk management process
The project manager is responsible for ensuring that risk audits, project review meetings, and risk audit meetings are conducted according to the frequency specified in the project risk management plan.
3. Meeting
Reassess current risks, close obsolete risks, discuss issues arising from the occurrence of risks, and summarize lessons learned that can be applied to subsequent phases of the current project or similar projects in the future.
output
1. Work performance information
2. Change request
3. Project management plan update
any formation
4. Project file update
Hypothetical log
Problem log
Lessons Learned Register
risk register
risk report
5. Organizational process asset update
Chapter 12 Planning Procurement Management
Purchasing Process
1. Homemade outsourcing analysis
2. Prepare bidding documents
3. Potential suppliers
4. Bidders’ meeting
5. Tender advertisements
6. Analyze and evaluate bids
7. Select suppliers
8. Negotiate and sign a contract
9. Contract management
Overview of Contract Types
1. lump sum contract
Overview
Choose a lump sum contract if the scope is clear
Suitable for work types that are predictable, requirements can be clearly defined and are unlikely to change
1. Fixed Total Price (FFP)
Features: Most commonly used
Buyer: Price determined unless scope changes
Seller: Responsible for increased costs
Risk: highest for sellers, lowest for buyers
2. Total price plus incentives (FPIF)
Features: Opportunity sharing, price cap, total price including rewards
Buyer: Financial incentives
Seller: bear all costs above the upper limit
Risk: high for sellers, low for buyers
3. Economic Price Adjustment (FPEPA)
Characteristics: long cycle, inflation
Buyer: protected from changes in the external environment
Seller: protected from uncontrollable external influences
Risk: Buying and selling risks are equal
2. Cost contract
Overview
Project work involves higher risks
The scope of demand is unclear and the cost compensation contract is selected.
Suitable for situations where the work is evolving, is likely to change, or is not clearly defined
1. Cost Plus Incentive (CPIF)
Features: No price cap
Buyer: Financial incentives
SELLER: PERFORMANCE GOALS
Risk: Biased towards the buyer
2. Cost plus incentive (CPAF)
Characteristics: General performance, subjective performance standards
Buyer: The purchaser decides the incentive fee (slap on the forehead)
Seller: performance standards and no right to appeal
Risk: Buyer risk is high
3. Cost plus fixed fee (CPFF)
Features: fixed expenses for profit
Buyer: cost estimate, percentage estimate
Seller: Best deal
Risk: The buyer has the highest risk
3. Work and materials contract (T&M)
Overview
1. There is no project goal (no SOW) to select a work and materials contract.
2. The unit price is fixed, and the number of working hours and material (equipment) usage are undetermined.
3. Hire experts and require external support (lawyers, consultants)
4. Small scale, relatively simple, and the contract needs to be signed quickly
Characteristics: Mixed type, open contract, short project
Buyer: Add personnel, hire experts, external support
Seller: labor hour pricing
Risk: Balance of buying and selling risks
10. Performance report
11. Payment management
12. Dispute management
13. Record summary
12.1 Planning and Procurement Management
Overview
Definition: Planning and procurement management is the process of recording project procurement decisions, clarifying procurement methods, and identifying potential sellers
Role: Determine whether external support is needed and, if so, what to purchase, how to purchase it, how much to purchase, and when to purchase it
Key outputs: procurement management plan, procurement documents, potential sellers, supplier selection criteria
ITTO
enter
1. Project Charter
2. Business documents
business case
Benefit Management Plan
3. Project management plan
scope management plan
quality management plan
resource management plan
Scope Baseline
4. Project files
Milestone List
Project team dispatches work orders
requirements document
Requirements Tracking Matrix
Resource requirements
risk register
Interested Party Register
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
market research
Including inspection of industry conditions and supplier capabilities
Information obtained from online reviews and various other channels to understand market conditions
The range of suppliers capable of providing the required materials or services
Provide means for identifying satisfactory potential suppliers
3. Data analysis
Make-or-Buy Analysis
4. Supplier selection analysis
5. Meeting
output
1. Procurement management plan
How to coordinate procurement with other work on the project
Procurement-related stakeholder roles and responsibilities
Evaluate seller’s procurement metrics
Risk management matters
Requirements for a performance bond or insurance contract
Pre-qualified seller to be used (if any)
Jurisdiction and currency of payment
Supplier selection criteria
2. Make or buy decision
3. Procurement strategy
4. Procurement work instructions
The procurement SOW should describe in detail the products, services or results to be purchased.
The statement of work will describe in sufficient detail the products, services, or results to be procured
The statement of work includes
Specification
required quantity
quality level
performance data
performance period
work place
other requirements
5. Bidding documents
The procurement documents prepared by the buyer should not only facilitate the potential seller to make an accurate and complete response, but also facilitate the buyer's evaluation of the seller's response.
Response format, relevant procurement statement of work, and required contract terms
Invitation type
Request for Information (RFI)
Supplier company status
Service status
financial level
Before bidding is shortlisted
Request for Proposal (RFP)
Solution suggestions
Comprehensive evaluation of products, quality, cost, service standards, company size, capabilities and performance, etc.
Request for Quotation (RFQ)
Clearly define requirements and scope, and clearly describe products
Focus on quotation, service level, response speed
Invitation for Bid (IFB)
6. Supplier selection criteria
7. Independent cost estimation
8. Change request
9. Project file update
Lessons Learned Register
Milestone List
requirements document
Requirements Tracking Matrix
risk register
Interested Party Register
10. Organizational process asset update
12.2 Implement procurement
Overview
Definition: Implementation procurement is the process of obtaining responses from sellers, selecting them, and awarding contracts
Role: Select a qualified seller and sign a legal agreement regarding the delivery of goods or services. The final outcome of this process is a signed agreement, including a formal contract
Key outputs: selected sellers, agreements, resource calendars, change requests
ITTO
enter
1. Project management plan
scope management plan
demand management plan
communication management plan
risk management plan
Procurement Management Plan
configuration management plan
cost basis
2. Project files
Lessons Learned Register
Project schedule
requirements document
risk register
Interested Party Register
3. Procurement documents
An RFQ soliciting proposals from potential sellers, usually a description of the terms such as bid, tender or quotation, response format requirements, and the type of contract required.
Procurement work statement:
Including specifications, quantity, quality, performance parameters, performance period, work location and other requirements
The SOW should describe in detail the products, services or results to be purchased.
Supplier selection criteria
May include supplier capabilities, delivery dates, product costs, life cycle costs, technical expertise, and proposed methods
4. Seller’s proposal
Proposal compiled by the seller in response to the procurement package and is the basic information for review
5. Business environment factors
6. Organizational process assets
List of potential and previously qualified sellers
Templates for drafting and signing agreements
Financial Policies and Procedures for Payment Process
Tools & Techniques
1. Expert judgment
2. Advertisement
3. Bidders’ meeting
Tendering Tools and Processes
1. Expert judgment
Proposal evaluation
Technical or related subject matter
relevant functional areas
Industry regulatory environment
Legal, regulatory and compliance requirements
negotiation
2. Advertisement
Place ads in popular publications to expand existing list of potential sellers
Most government agencies require public advertising or procurement information on the Internet.
3. Bidders’ meeting
A meeting between the buyer and the signing seller
The purpose is to ensure that all potential bidders have a clear and consistent understanding of the procurement requirements
Ensure that no bidder receives special treatment
4. Evaluation of proposals
Before awarding the contract, the Proposal Evaluation Committee will make their selection
Experts participate in judgment
Filter Weighted
Submit to management for approval
5. Procurement negotiation
ends with a contract document enforceable by both parties
For complex procurement, contract negotiation can be a separate process
Member-led with contract signing authority
The project manager can participate in negotiations and provide necessary assistance
4. Data analysis
Proposal evaluation
5. Interpersonal and team skills
negotiation
output
1. Bidders’ meeting
2. Agreement
Seller’s place of performance
price
Payment Terms
Delivery location
Inspection and acceptance criteria
Statement of work or description of deliverables
Change request processing
Termination Clauses and Alternative Dispute Resolution
Approval of subcontractors
Performance period
3. Change request
May initiate change requests to the project management plan, subplans, and other components
4. Project management plan update
demand management plan
quality management plan
communication management plan
risk management plan
Procurement Management Plan
Scope Baseline
progress baseline
cost basis
5. Project file update
Lessons Learned Register
requirements document
Requirements Tracking Matrix
Resource Calendar
risk register
Interested Party Register
6. Organizational process asset update
12.3 Controlling purchases
Overview
Definition: Control Procurement is the process of managing procurement relationships, monitoring contract performance, implementing necessary changes and corrections, and closing contracts
Role: Ensure that buyers and sellers fulfill legal agreements and meet project needs
Key outputs: work performance information, change requests, closed purchases
ITTO
enter
1. Project management plan
demand management plan
risk management plan
Procurement Management Plan
change management plan
progress baseline
2. Project files
Hypothetical log
Lessons Learned Register
Milestone List
quality report
requirements document
Requirements Tracking Matrix
risk register
Interested Party Register
3. Agreement
4. Procurement documents
5. Approved change request
6. Work performance data
7. Business environment factors
8. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Claims management
Negotiation is the preferred method of resolving all claims and disputes
3. Data analysis
performance review
Review performance of seller work processes
Review the seller’s performance of the contract according to the contract
Compare and analyze quality, resource, schedule and cost performance
To review the performance of contract work and whether there are resource or quality issues
Earned value analysis
trend analysis
4. Check
Buyer-to-Seller deliverable inspection
Including joint inspection of site by buyer and contractor
to ensure that both parties have a shared understanding of the work being done
5. Audit
An audit is a structured review of the procurement process
Powers and obligations related to auditing are clearly set out in the procurement contract
Both the buyer's project manager and the seller's project manager should pay attention to the audit results so that necessary adjustments can be made to the project
output
1. Completed purchase
The buyer, usually through its authorized purchasing administrator, provides the seller with formal written notice that the contract has been completed.
The requirements for formally closing a procurement are usually set out in the contract terms and conditions and included in the procurement management plan
All deliverables have been delivered on time and to quality and technical requirements, there are no outstanding claims or invoices, and all final payments have been made
The project management team should approve all deliverables before closing the procurement
2. Work performance information
3. Purchasing document updates
4. Change request
5. Project management plan update
risk management plan
Procurement Management Plan
progress baseline
cost basis
6. Project file update
Lessons Learned Register
Resource requirements
Requirements Tracking Matrix
risk register
Interested Party Register
7. Organizational process asset update
Chapter 13 Project Stakeholder Management
Overview
4 processes of project stakeholder management
13.1 Identifying interested parties
Analyze and document their interests, involvement, interdependencies, influence and potential impact on project success
13.2 Plan stakeholder management
Develop an approach to project stakeholder engagement
13.3 Managing stakeholder engagement
Managing stakeholder engagement is communicating and collaborating with stakeholders to meet their needs and expectations, handle issues, and promote appropriate stakeholder participation
13.4 Supervise stakeholder participation
Supervise project stakeholder relationships and guide stakeholders to reasonably participate in the project by revising participation strategies and plans
illustrate
They will receive positive or negative effects from the project, or can exert a positive or negative influence on the project
The analysis highlights the importance of a structured approach to identifying and prioritizing all relevant parties.
The ability of the project manager and team to correctly identify and reasonably guide the participation of all relevant parties can determine the success or failure of the project.
To increase the likelihood of success, identification of interested parties should begin as early as possible after the project charter is approved.
13.1 Identifying interested parties
Overview
Definition: Identifying stakeholders is the regular identification of project stakeholders, analyzing and documenting their interests, involvement, interdependencies, influence and potential impact on project success
Role: Enables the project team to establish appropriate focus on each stakeholder group
Output: Interested Party Register
ITTO
enter
1. Project Charter
2. Business documents
business case
Benefit Management Plan
3. Project management plan
communication management plan
Stakeholder Engagement Plan
4. Project files
Change log
Problem log
requirements document
5. Agreement
6. Business environment factors
7. Organizational process assets
Tools & Techniques
1. Expert judgment
senior management
project team members
other departments or individuals in the organization
Key stakeholders identified
Project managers who have worked on projects in the same field (direct or indirect lessons learned)
Subject matter experts (SMEs) in relevant business or project areas
Industry teams and advisors
Professional and technical associations, legislative bodies and non-governmental organizations
2. Data collection
Questionnaire
Brainstorming
3. Data analysis
Stakeholder analysis
Overview
Through stakeholder analysis, identify the interests, expectations and influences of stakeholders, and connect them with project goals (including the relationship between stakeholders and the project, and the relationship between stakeholders)
interest
that power
ownership, contribution
File analysis
Stakeholder Analysis Matrix
1. Power/interest (influence) matrix
Focus on management
High power, high benefits
Sponsor, customer
response
Report more
or ask for advice
multiple decisions
satisfy him
High rights and low profits
functional manager
Responses
Ask for more advice
Keep informed
Low power, high intention
user
Supervisory and controllable
Low power, low benefits
villain
Responses
Prevent uprising
2. Highlight the model
Stakeholder power (the ability to impose one's will)
Urgency (needs immediate attention)
Legitimacy (proximity)
Large and complex projects/communities
3. Up, down and outside
superior:
Intended for: Senior management of the executing or client organization, sponsors and steering committees
Strategy: Report
Down:
Who: Teams or experts who temporarily contribute knowledge or skills
Strategy: Dream
outside:
Target: Machine representatives of stakeholder groups outside the project team
supplier
government departments
public
end user
Regulatory authorities
Strategy: Comply with appropriate communication
horizontal:
Who: Project managers’ peers who compete with the project manager for scarce project resources or collaborate to share resources or information
Other project managers
middle management
Strategy: Exchange
File analysis
4. Data performance
Stakeholder mapping analysis/performance
5. Meeting
output
1. Related party register
Identity Information
Name
Position
Role
Role in the project
Such as: test supervisor
project manager
planner
contact information
Phone, email, address
Assessment information
need
High-level requirements for the project or project products
expect
Key expectations for the project or product
Influence
Stakeholder influence on the project.
High Medium Low
Benefit relationship
Stakeholder classification
Classification
internal and external
internal
external
Up and down and outside
2. Change request
3. Project management plan update
demand management plan
communication management plan
risk management plan
Stakeholder Engagement Plan
4. Project file update
Hypothetical log
Problem log
risk register
The largest stakeholder in the project - the role of the sponsor
1. Project startup stage
Provide strategic planning and guidance
Approve project and appoint PM
Provide financial support for projects
Provide project stakeholders
2. Project planning stage
Participate in the review and approval of project charter
Participate in the project planning stage
3. Project implementation stage
Participate in the review of project implementation requirements
Assist with demand-side issues
Written approval of backlog requirements and eligibility criteria
4. Project control stage
Participate in project status reviews and approve major changes
5. Project closing stage
Attend exchange meetings
Sign and approve project end
13.2 Plan stakeholder management
Overview
Definition: Planning for stakeholder engagement is to develop a plan for stakeholder participation in the project based on the needs, expectations, interests and potential impact on the project.
Role: Provide actionable plans for effective interactions with relevant parties
Output: Stakeholder Engagement Plan
ITTO
enter
1. Project Charter
2. Project management plan
resource management plan
communication management plan
risk management plan
3. Project files
Hypothetical log
Change log
Problem log
Project schedule
risk register
Interested Party Register
4. Agreement
5. Business environment factors
6. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
Benchmarking
3. Data analysis
Assumptions and constraints analysis
Root Cause Analysis
4. Decision-making
Prioritization/Grading
5. Data performance
mind Mapping
Stakeholder Participation Assessment Matrix (CD Form)
Define the management strategies needed to effectively mobilize stakeholder participation and use analytical techniques to determine the level of stakeholder participation
C: indicates the current level of participation; D indicates the required level of participation
The level of participation is divided into
Unaware
resist
neutral
support
lead
illustrate
Required and current level of involvement of key stakeholders
Assumptions and constraints analysis
Root Cause Analysis
Through mind mapping, organize the communication needs and interrelationships of relevant parties at different stages of the project
Information that needs to be distributed to relevant parties, including language, format, content and level of detail
Reasons for distributing relevant information and possible impact on stakeholder engagement
Timeframe and frequency for distributing required information to relevant parties
Methods for updating and optimizing the stakeholder management plan as the project progresses
6. Meeting
output
Stakeholder Engagement Plan
13.3 Managing stakeholder engagement
Overview
Definition: Managing stakeholder engagement is the process of communicating and collaborating with stakeholders to meet needs and expectations, address issues, and promote appropriate stakeholder engagement.
Role: Obtain and confirm the support of relevant parties for the success of the project and minimize resistance to relevant parties
Output:
Problem log
change request
ITTO
enter
1. Project management plan
communication management plan
risk management plan
Stakeholder Engagement Plan
change management plan
2. Project files
Change log
Problem log
Lessons Learned Register
Interested Party Register
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Communication skills
feedback
3. Interpersonal and team skills
conflict management
political awareness
negotiation
Observe and talk
cultural awareness
4. Basic rules
According to the basic rules defined in the team charter, it is clear what actions the project team and other relevant parties should take to guide relevant parties to participate.
Once rules are established, all project members must abide by them.
5. Meeting
output
1. Change request
2. Project management plan update
communication management plan
Stakeholder Engagement Plan
3. Project file update
Change log
Problem log
Lessons Learned Register
Interested Party Register
13.4 ITTO overseeing stakeholder engagement
enter
1. Project management plan
resource management plan
communication management plan
Stakeholder Engagement Plan
2. Project files
Problem log
Lessons Learned Register
Project communication record
risk register
Interested Party Register
3. Work performance data
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Data analysis
Alternatives Analysis
Root Cause Analysis
Stakeholder analysis
2. Decision-making
Multi-criteria decision analysis
vote
3. Data performance
Stakeholder Engagement Assessment Matrix
4. Communication skills
feedback
Demo
5. Interpersonal and team skills
active listening
cultural awareness
leadership
interpersonal communication
political awareness
6. Meeting
output
1. Work performance information
2. Change request
3. Relevant management plan updates
resource management plan
communication management plan
Stakeholder Management Plan
4. Project file update
Problem log
Lessons Learned Register
risk register
Interested Party Register