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MindMap Gallery (Internal information) Compilation of PMP project knowledge points
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(Internal information) Compilation of PMP project knowledge points
This is a mind map about the compilation of PMP project knowledge points (internal information). The 2022 PMP® exam syllabus has been reformed, and the latest syllabus adopted: three major areas of knowledge (people, process, business environment)
Edited at 2022-07-22 11:31:21
- 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.
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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.
(Internal information) Compilation of PMP project knowledge points
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
PMP project management 49 processes Forced memory: before: 76643 after: 63734 Five processes: 2 24 10 12 1
1. Integrated management
Develop project charter (initiation)
Develop project management plan (planning)
Direct and manage projects (execution)
Managing Project Knowledge (Execution)
Monitor project work (monitoring)
Implement overall change control (monitoring)
Ending a project or phase (closing)
2. scope management
Planning Scope Management (Planning)
Gather requirements (planning)
Define Scope (Planning)
Create WBS (Planning)
Confirm scope (monitoring)
Control scope (monitoring)
3. Progress management
Planning Progress Management (Planning)
Define activities (planning)
Sequencing activities (planning)
Estimate activity duration (planning)
Develop a schedule (planning)
Control progress (monitoring)
4. cost management
Planning Cost Management (Planning)
Estimating costs (planning)
Make a budget (planning)
Control costs (monitoring)
5. Quality Control
Planning Quality Management (Planning)
Management Quality (Execution)
Control quality (monitoring)
6. Resource management
Planning Resource Management (Planning)
Estimate activity resources (planning)
Get resources (execute)
Building the team (execution)
Management Team (Execution)
Control resources (monitoring)
7. communication management
Planning Communications Management (Planning)
Management Communications (Execution)
Supervisory communication (monitoring)
8. Risk Management
Planning Risk Management (Planning)
Identify risks (planning)
Conduct Qualitative Risk Analysis (Planning)
Conduct quantitative risk analysis (planning)
Planning Risk Responses (Planning)
Implement risk response (execution)
Oversight Risk (Monitoring)
9. Procurement management
Planning Procurement Management (Planning)
Implement Procurement (Execution)
Control purchasing (monitoring)
10. Stakeholder management
Identify interested parties (initiation)
Planning stakeholder engagement (Planning)
Manage stakeholder engagement (execution)
Supervise stakeholder participation (monitoring)
11. Organize knowledge points
1. Chapter 1-3
1.1. project organization
project
Temporary work performed to create a unique product, service, or result
Program
1 1>2, related to each other
Portfolio
for common strategic goals
1.2. Development life cycle
predict
Iterate
adapt
Increment
mix
1.3. Project data information
job performance data
Execution process, raw data
job performance information
monitoring process
job performance report
Monitoring project 4.5, overall project control, reporting work
1.4. organizational process assets
Unique to the organization, PM participates in creating
Organized by PMO
Organized during the project
1.5. business environment factors
PM is uncontrollable and has restrictions on projects
Infrastructure, software, human capabilities, resource availability (contractual and procurement constraints, approved suppliers and subcontractors, and partnership agreements)
Market, finance, physical factors, law, social culture
1.6. financial evaluation indicators
Net present value (NPV)
＞0→Make money, the bigger the better
Return on Investment (ROI)
The maximum loan interest rate you can afford, the higher the better
Internal Return/Return (IRR)
Discount rate when NPV=0, the higher the better
Payback Period (PBP)
The shorter the better
Benefit Cost Ratio (BCR)
BCR>1→make money, the bigger the better
1.7. Organization structure type
Functional
Working in silos can limit project success
matrix type
strong matrix
PM reports to CXO and other senior management
balanced matrix
weak matrix
PM application requires the signature of the functional manager
Project type
2. Integration<br>(PM responsibility, cannot be transferred)
2.1. Develop project charter
enter
business documents
business case
is it worth doing
Includes: business requirements, cost-benefit analysis
Benefit Management Plan
protocol
The contract is for an external project; as long as there is an answer, that’s it
Define the original intention of starting the project
output
Project Charter
The sponsor signs; approves the establishment of the project; authorizes the project manager to use resources;
content
Project purpose; measurable goals; success criteria; exit criteria; approval requirements
High-level requirements; high-level description, boundary definition and main deliverables;
Overall project risk; overall milestone plan;
Delegated project manager; roles and responsibilities of other participants
2.2. Change process
Comments, comments and approvals are accepted.
Common reasons for changes
2.3. change request
Corrective Action
Align performance with plan
Includes: contingency plans and contingency measures
Precaution
prevention in advance
Defect Remediation
The problem has already occurred
renew
Add or modify content
2.4. Closing process
Final acceptance and handover - contract closure - financial closure - stakeholder satisfaction - archiving - lessons learned - celebration party - disbandment of the team
2.5. kick-off conference
kick off
Start/start, plan → execute, there is a plan, changes need to go through the process
Purpose: Commitment of relevant parties
initiating
Start → Plan
Approve charter and authorize PM
2.6. Configuration management
Change management
Identify changes, control changes, report changes
process
document
Version
3. scope
3.1. Gathering requirements tools
Brainstorming
Don’t judge, brainstorm ideas
The results are organized using affinity diagrams
Questionnaire
Many people, geographically dispersed, quick completion
Interview
One-to-one, one-to-many
Private, access to confidential information
focus group
There are moderators, subject matter experts, and clear topics
nominal group
Voting ranking, structured brainstorming
Benchmarking
observe/talk
Job tracking, visits (invisible)
Facilitation (guided workshops)
Cross-functional, cross-departmental, coordinate differences and reach consensus
JAD, QFD, user stories
3.2. 5.4 Create WBS
decomposition principle
100%
80 hours
The only person responsible
3.3. File distinction
Scope Management Plan<br>(5.1 Planning Scope Management)
Develop the project scope statement;<br>Create the WBS from the detailed project scope statement;<br>Determine how the scope baseline will be approved and maintained;<br>Formally accept completed project deliverables
Demand Management Plan<br>(5.1 Planning Scope Management)<br>
u How to plan, track and report various requirements activities;<br>u Configuration management activities, such as how to initiate changes, how to analyze their impact, how to trace, track and report, and change<br>approval permissions;<br >u The requirements prioritization process;<br>u Measurement metrics and the rationale for using them;<br>u The tracking structure that reflects which requirement attributes will be included in the tracking matrix
Project Scope Statement SOW<br> (5.3 Define Scope)
Product scope description, deliverables, acceptance criteria, project exclusions
Requirements Tracking Matrix<br>(5.2 Collecting Requirements)
Requirements Requirements description Project goals WBS design, development, testing... until the requirements are achieved
For acceptance of deliverables
Requirements Document<br>(5.2 Gathering Requirements)<br>
Requirements Requirement description
Used to generate a scope statement
4. schedule
4.1. Resource Optimization<br>(Resource Load)
resource balancing
Critical path resource load will extend the construction period
Resource smoothing
Peak shaving and valley filling, overall resource adjustment
4.2. Progress compression
rush work
Extra money, overtime work, extra people; money for time
Quick follow up
Parallelism; activities targeting selective dependencies; increases risk
4.3. critical path & critical chain
Critical Path
time constraints
critical chain
Time constraints, increase buffering; resource constraints, adjust critical path
4.4. Activity duration estimate
expert judgment
Accounting for expert bias, the Delphi technique
analogy estimation
Historical project reference
parameter estimation
Historical data and parametric models
three point estimate
Three points from interviews, experienced projects
Bottom-up estimation
most accurate
5. cost
5.1. Estimate accuracy
rough magnitude
-25%~75%
Budget level
-10%~25%
accuracy
-5%~10%
5.2. Budget composition
Project budget = cost benchmark management reserve <br> = control account management reserve <br> = (work package cost emergency reserve) management reserve <br> = (activity cost emergency reserve) emergency reserve management reserve
5.3. Earned value formula
base value
AC, EV, PV, BAC (budget at completion)
deviation
CV=EV-AC
SV=EV-PV
CPI=EV/AC
SPI=EV/PV
trend
Estimate at Completion EAC
EAC = AC (BAC – EV)
EAC = BAC/CPI
EAC =AC [(BAC – EV)/(CPI x SPI)]
EAC = AC bottom-up ETC
To-Complete Performance Index TCPI
TCPI = (BAC – EV)/(EAC – AC)
TCPI = (BAC – EV) / (BAC – AC)
6. quality
6.1. quality cost
prevention
Training-Documents-Equipment-Completion Time
Evaluate
Testing - Destructive Testing - Inspection
internal failure
Rework-scrap
Discovered by one's own people
external failure
Debt - Warranty - Lost Business
customer discovery
6.2. Management quality
QA quality assurance-execution-process compliance-prior prevention
6.3. Control quality
QC-monitoring-result qualified-post-inspection
6.4. 7 tools
Reasons for chasing fish bones
Checkset data
Histogram distribution
Pareto focus
Scatter some related information
Control to find exceptions
Layer-by-layer analysis
6.5. quality improvement
PDCA
6 sigma
7. resource
7.1. File distinction
Resource Breakdown Structure (RBS)
According to resource category and type, it can finally be matched with WBS.
Organizational Breakdown Structure OBS
Divided by department, work packages are placed under the department
Responsibility Assignment Matrix RAM
Relationships between work packages or activities and project team members
RACI
It is a kind of RAM
RACI (Execute, Responsible, Consulted and Informed)
Divide internal and external responsibilities and roles
staffing management plan
resource management plan
content
Identify resources-obtain resources-roles and responsibilities-project organization chart
Project team resource management
Who has the authority to allocate resources
Training-Team Building-Recognition Plan-Resource Control
7.2. Tuckman's Ladder Theory
form
independent
Command type: direct, clear and clear division of labor
shock
conflict
Influence type: team building, guidance, adjustment, mediation
specification
trust
Participative: Help, participate, promote
Mature
rely
Authorization type: trust, authorization, support
Disband
7.3. conflict resolution
force/command
Use rights to resolve emergencies
Compromise/Accommodation
Seeking common ground while reserving differences, each giving way
cooperation/resolution
Collaborative attitude, open dialogue
retreat/evade
Not solved
Easing/accommodating
Giving in and giving in to maintain the relationship
7.4. motivation theory
X-Y
Y is positively
Two factors
excitation
Achievements, appreciation, challenging work, opportunities for growth and development are motivating
health care
Wages, working conditions, etc. that must be met have no motivating effect
expectancy theory
People will take action when they believe it will produce the desired results
8. communicate
8.1. communication method
interactive
Meetings, phone calls, instant messaging, social media and video conferencing
Push type
Letters, memos, reports, emails, faxes, voicemails, blogs, press releases
Pull type
Portal website, corporate intranet, electronic online course, lessons learned database or knowledge base
8.2. communication skills skills
Communication Competencies-Feedback-Presentation-Non-Verbal Skills
Personal abilities, soft skills<br>
8.3. communication technologytechnology
Conversations, meetings, writing, documents, databases, social media and websites
Objective technology, communication tool
8.4. communication management plan
related to information
Reports are not received, meetings are not held well, cultural barriers, and geographical barriers lead to the distribution, storage, and collection of information, etc.
Who to send, what to send, how to send, when to send, how often to send, reporting steps, general glossary
9. risk
9.1. risk register
Identified risks, potential responsible persons, agreed risk response strategies, specific response measures
9.2. risk management plan
Risk management strategy, methodology, roles, funding, timing
Risk categories, stakeholder risk appetite, risk probability and impact definitions, probability and impact matrix
Report format, tracking
9.3. risk report
Sources of overall project risk
Overview information on identified individual project risks, such as quantity, distribution, etc.
9.4. Qualitative analysis tools
Risk data quality assessment
Completeness, objectivity, relevance and timeliness
Risk probability and impact assessment
Use probability and impact definitions from the risk management plan
Put low-probability and low-impact items on the watch list
9.5. Quantitative analysis tools
Simulation-Monte Carlo Analysis
Sensitivity Analysis-Tornado
decision tree
influence diagram
9.6. preventive solution
Report
Beyond PM control, threats are outside project scope
The person reporting the report is willing to take responsibility
accept
Proactive: Build contingency reserves
Set aside time, money or resources
Passive: small probability and small impact
regular review
avoid
Eliminate the cause of a threat, extend the schedule, change project strategy, or reduce scope, clarify requirements, obtain information, improve communication, or acquire proprietary skills
alleviate
Use a simpler process, conduct more tests, or use a more reliable seller. May also involve prototyping, adding redundant components to a system
Reduce probability or impact
transfer
Purchase insurance, use performance bonds, use guarantees, use guarantees, etc. You can also sign an agreement
Spend money and transfer it to a third party
open up
Allocate the most capable resources to new technologies
share
Establish partnerships, collaborative teams, special companies or joint ventures to share opportunities
improve
Added (normal) resources for early completion of activities
9.7. Audit & Meeting
risk audit
Assess the effectiveness of risk management processes
risk review meeting
Identify new risks, reassess old risks, and close obsolete risks
9.8. reserve
contingency reserve
Known - Unknown, in the baseline, the use needs to be changed, and the funds are earmarked for special use. If it is not enough, change and apply for emergency reserves.
management reserve
Unknown - Unknown, not in the baseline, needs to be changed for use
9.9. Responses
Original plan
Known - known, review risk register after occurrence, act according to plan
emergency plan
Known-unknown, Plan B, only used when certain scenarios occur
Bounce back plan
Guaranteed plan, ending with minimum loss
contingency measures
Unknown - Unknown, adapt to circumstances
General contingency
automatic contingency
Human life matters
Ordinary contingency costs are later proven to be higher
10. purchase
10.1. Contract options
Total price category - the scope is clear and there will be no major changes<br>
Fixed Total Price FFP
most beneficial to the buyer
Total price plus incentive fee FPIF
The excess amount is divided between both sides, the buyer takes the majority, and there are restrictions on online listing.
Total price plus economic price adjustment FPEPA
Long time, economic fluctuations; payment in different currencies
Cost category - clear scope, there will be major changes
Cost plus fixed fee (CPFF)
The excess amount will be divided by both sides, the buyer will take the majority, and there will be no limit to online listing.
Cost Plus Incentive Fee (CPIF)
Incentives can be calculated
Cost plus incentive fee (CPAF)
Rewards depend on buyer’s mood
Contract for Work and Materials (T&M) - Indefinite Scope, Fixed Unit Price, Short Term, Expert
10.2. file comparison
Procurement Management Plan
How to coordinate procurement with other aspects of the project, procurement metrics, timelines, constraints and assumptions, roles and responsibilities
Jurisdiction and currency of payment, independent estimates, risk management matters, pre-qualified sellers
Procurement strategy
Delivery methods, types of legally binding contracts/agreements, and how to move procurement forward during the procurement phase
Bidding Documents
Request for Information (RFI)
Request for Quotation (RFQ)
Request for Proposal (RFP)
Procurement Statement of Work (SOW)
Project scope statement included in the contract
Acceptance methods, acceptance criteria, specifications, quality requirements, performance indicators, description of required additional services, required quantities, quality levels, performance data, performance period, work location and other requirements
Currency, payment schedule, guarantee, acceptance time point
10.3. Purchasing Process
Prepare procurement statement of work SOW or outline of work TOR
Independent estimate to determine the lowest bid price
Supplier selection analysis and preparation of bidding documents
Publish tender notice
Pre-qualification of sellers to determine the list of qualified sellers
Convene a bidders meeting to clarify bidding requirements
Organize expert evaluation, proposal cost and technical evaluation
Conduct procurement negotiations with the winning bidder to clarify contract terms
Sign a purchase contract
10.4. Dispute Resolution
negotiation
Alternative Dispute Resolution (ADR)
arbitration
litigation
11. interested parties
11.1. Stakeholder mapping analysis/performance
power interest grid
Small projects and simple stakeholder relationships
Great power, great benefits – pay close attention
Great power, small interests - satisfy them
Small power, big interests - timely notification
Small power, small interests - regular supervision
related cube
highlight model
Large, complex community of stakeholders
right
urgency
legality
Influence direction
11.2. Interested Party Register
Identity Information
Name, organizational position, location, contact information, and role in the project
Assessment information
Requirements, expectations, potential impact on the project, which phase is closely related
Stakeholder classification
11.3. Stakeholder Engagement Assessment Matrix
Don’t understand, resist, neutral, support, lead (CXO)
Current level and desired level
11.4. Stakeholder Engagement Plan
related to people
Satisfied or dissatisfied, complained, affected actual success or acceptance, etc.
Specific strategies or methods for engaging individuals or interested parties
12. other
12.1. audit
Focus on auditing the compliance with "processes, methods, guidelines, and policies" and forming lessons learned for later use
content
Quality Audit: Execution---Manage Quality
Risk audit: monitoring---oversight risk
Procurement Audit: Monitor---Control Procurement
12.2. examine
Emphasis on inspection and measurement of "deliverables"
content
(Scope) Check: Monitor --- Confirm Scope
(Quality) Inspection: Monitoring---Control quality
(Purchasing) Inspection: Monitoring---Control Procurement
12.3. review
Emphasis is placed on the measurement and review of "work performance information", and performance must not escape the "three benchmarks". (4 performance reviews)
content
Progress Performance Review: Monitoring--Controlling Progress
Quality Performance Review: Monitoring--Controlling Quality
Resource Performance Review: Monitor--Control Resources
Procurement Performance Review: Monitor--Control Procurement
12.4. Three major benchmarks
scope
Work to be done; work not to be done; acceptance criteria
Work Breakdown Structure (WBS)
schedule
Activity duration; major milestones
Gantt chart
cost
Total project budget; time-sharing budget; project funding requirements
cost curve