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PMP self summary
This is a PMP knowledge learning framework diagram. The main content includes project foundation, project operating environment and project manager role, project integration management, project scope management, project progress management, etc.
Edited at 2022-03-22 11:36:03
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PMP self summary
- 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
1-Project Basics
Values and Methodology
Believe in simplicity but don’t believe in absolutes
Don’t trust experience and translation
The role of the CCB is to approve or deny change requests that affect the baseline
A project is temporary work undertaken to create a unique product, service or outcome
unique
Temporary
Uncertainty
Operations: continuous, repetitive, process-based work
project life cycle
Predictive life cycle (waterfall development model)
Iterative life cycle
incremental life cycle
Adaptive life cycle (agile development model)
hybrid life cycle
Project is the unit where corporate strategy is implemented. Project management is to do things right.
The basic goal of project management is to complete the project within the specified time and within the approved budget. Work within a pre-determined scope of work and bring the project to the expected quality and performance requirements
A project portfolio is a collection of projects, programs, sub-portfolios, and operational work that an enterprise manages together to achieve its strategic goals.
project
Program
operations
Five process groups
Project management business documents
Project sponsor
Project Business Case-Project Charter
project manager
Project Benefit Management Plan-Project Plan
financial evaluation indicators
Calculation problems
static evaluation method
ROI
PBP
dynamic evaluation method
NPV
IRR
2.3-Project operating environment and project manager role
business environment factors
within the organization
Vision, mission, values, software and hardware within the organization
outside the organization
Laws, regulations, standards, norms, market, economy, natural environment
organizational process assets
processes, policies and procedures
organizational knowledge base
organizational system
organizational governance framework
management elements
Organization structure type
functional organization
matrix organization
weak matrix
balanced matrix
strong matrix
project organization
4-Project integration management
Getting Started: Developing a Project Charter
Planning: Develop a project management plan
project management plan
rule procedure
Project baseline
project files
Implementation Plan
scope statement
Cost Estimate
schedule
document
Problem log
Change log
Communication records
Execution: Direct and manage project work
Job performance data (cost 50), job performance information (cost 5), job performance report (increase resources)
data analysis
Alternatives Analysis
trend analysis
Deviation analysis
Execution: Managing project knowledge
explicit knowledge and tacit knowledge
PSCA cycle of knowledge management
knowledge generation
knowledge accumulation
knowledge exchange
knowledge application
Monitoring: Monitor project work
Monitoring: Implementing holistic change control
Common reasons for project changes
Overall change control chart
Closing: Ending a project or phase
Contractual Closeout and Administrative Closeout
Acceptance, handover, contract closing, financial closure, stakeholder report on final performance, archiving work, summarizing lessons learned, updating organizational process assets, celebration party, dissolution
knowledge transfer
5-Project Scope Management
Planning: Planning Scope Management
Product Range
The features and functions of a product, service or result
Project scope
The work that must be done to deliver the product scope
demand management plan
Planning, tracking and reporting requirements
How to handle changes in requirements
Prioritization
Demand measurement indicators and measurement basis
Requirements Traceability Matrix and Traceability Structure
scope management plan
Scope statement, WBS and WBS dictionary
Scope baseline generation and approval process
Rules and procedures for scope change management
Acceptance criteria and processes for deliverables
Planning: gathering requirements
Brainstorming
Interview
focus group
Questionnaire
Benchmarking
Planning: Defining Scope
Project Scope Statement: A description of the project scope, key deliverables, assumptions, and constraints
Product Scope Description: Refining deliverable characteristics in the project charter and requirements documents
Acceptance Criteria
Deliverables
Project exclusions
Constraints
Assumptions
Planning: Create WBS
Deliverables
Subproject
control account
work package
Activity
Task
Planning package: It is the lowest level component of WBS like the work package. The work scope is known, but the construction period and budget are unknown.
Activity
Task
Scope Baseline: Scope Statement, WBS, and WBS Dictionary
Monitoring: Confirm scope
Confirming the scope must be carried out in a timely manner at each stage and is not equivalent to the final acceptance of the project.
Controlling quality comes before confirming scope. Controlling quality focuses on quality requirements. Confirming scope focuses on whether it meets the customer's acceptance conditions and whether it is within the scope of the project.
Monitoring: scope of control
Monitor project and product scope status and manage scope baseline changes
6-Project progress management
Planning: planning progress management
schedule model
Schedule planning tool
Gantt chart, network diagram, milestone chart
Progress plan preparation method
critical path method and critical chain method
Project information
Planning: defining activities
Activity list
milestone
rolling planning
Planning: Sequencing activities
activity dependencies
mandatory dependence
selective dependence
external dependencies
internal dependencies
FS
SS
FF
SF
Lag and advance
Predecessor diagram or predecessor diagramming method (PDM)
Planning: Estimate activity duration
Resource management tools
Resource Calendar
Resource histogram
Evaluate resource availability, obtain resources and optimize resources in activity duration estimation
Activity duration estimation method
expert judgment
Analogous estimation (top-down estimation)
Rough estimates in the early stages of the project are economical, efficient, and not very accurate.
parameter estimation
Depends on model maturity and parameter accuracy
three point estimate
beta distribution
Expected value Te = (O 4MP)/6
triangular distribution
Expected value Te = (O M P)/3
normal distribution
±1σ=68.26%
±2σ=95.46%
±3σ=99.73%
Bottom-up estimation
Accurate, time-consuming and costly
Planning: Develop a schedule
Common methods
milestone plan
Gantt chart (bar chart)
Single code name network diagram and double code name network diagram
time scale network diagram
Progress forward line chart
critical path method
Determine which path (longest duration) determines the total construction period
The activity float time on the critical path is ≤ 0, and the float time is the minimum
There is more than one critical path
Activities on the critical path have nothing to do with technical content
Delays in activities may result in critical path changes
Activity durations on the critical path can be compressed
Three types of float for projects
free float
total float
Project float
Time voluntarily given up by the client or project sponsor
critical chain technology
The technology of not reserving safe time for activities, reserving buffer time for the overall project, and "allocating" buffer time on demand
project buffer
connection buffer
Resource optimization
resource balancing
Adjust start and end times, change critical path
Resource smoothing
Utilizing the floating time of non-critical paths will not change the critical path and construction period, but only reduce the fluctuation of resource quantity.
Monitor: control progress
progress compression technology
rush work
Quick follow up
Rework risk trades time
burn down chart
07-Project cost management
Planning: Planning cost management
Project cost classification
Direct costs: labor costs, material costs
Indirect costs: rent, utilities, management salaries
fixed cost
Variable costs
opportunity cost
Sunk costs
life cycle cost
MVP
video
simulation
Crowdfunding
prototype
Pre-sale
Interview
Provide guidance and direction on how to manage project costs throughout the project
Planning: Estimating Costs
Accuracy level
Rough magnitude estimate
Start-up stage, for feasibility study, application of analogy estimation, -25% ~ 75%
Budget level estimates
Planning stage, for budget preparation, apply bottom-up, -10% ~ 25%
deterministic estimate
Planning stage, for contract signing, bottom-up application, -5%~10%
Planning: Make a budget
Project Budget = Management Reserve Cost Baseline
Cost baseline = activity cost estimate, work package cost estimate, contingency reserve,
Monitoring: controlling costs
Three indicators of earned value analysis
Planned value PV
Actual cost AC
Earn value EV
Deviation analysis
Progress deviation SV=EV-PV
Cost deviation CV=EV-AC
Performance Analysis
Progress performance SPI=EV/PV
Cost PerformanceCPI=EV/CV
Estimate at Completion EAC
subtopic
subtopic
Completion needs to be estimated
ETC=EAC-AC
To-Complete Performance Index TCPI
TCPI=(BAC-EV)/(BAC-AC) to TCPI=(BAC-EV)/(EAC-AC)
Completion Variance VAC
VAC=EAC-BAC
Obtain EV value
Percentage Method: Objective Assessment
milestone method
50:50 rule: 50% will be recorded at the beginning, 50% will be recorded at the end, and nothing will be recorded if it has not started or is in progress.
20:80 rule
0:100 rule
Earn progress
Earn Progress ES
Actual time AT
Progress deviation SV(t)=ES-AT
Schedule performance index SPI(t)=ES/AT
08-Project quality management
Planning: Planning quality management
quality cost
consistency cost
prevention cost
Evaluate costs
cost of inconsistency
internal failure costs
external failure costs
Tools and methods for planning quality management
logical data model
Matrix diagram
Flowcharts: Help improve processes and identify where quality deficiencies may occur or can be incorporated into quality inspections.
output
quality management plan
quality measures
Execution: Managing Quality (Quality Assurance QA)
Use analytics and audits to ensure process compliance
QA method: Root cause analysis - not only focus on direct causes, but also analyze potential causes and proactive maintenance and prevention
QA tools
Cause and effect diagram (Ishikawa diagram, fishbone diagram)
Reasons for chasing fish bones
Histogram-4σ
Histogram distribution
Scatter plot
Scatter some related information
checklist
Checkset data
Pareto chart
Pareto focus
Control Charts
Control to find exceptions
layering method
Layer-by-layer analysis
Monitoring: Control quality QC
Use checks to ensure results are acceptable
Identify the causes of process inefficiency or poor quality and recommend or take appropriate actions to eliminate the causes
Confirm that project deliverables and work meet the established needs of key stakeholders and are sufficient for final acceptance
QC tools
Checklist
statistical sampling
process decision making diagram
09-Project resource management
Planning: Planning resource management
Team charter
team values
Communication Guide
Decision Criteria and Process
conflict resolution process
Conference Guide
Team consensus
training
human resources manager
Company system, process, system
functional manager
Business and technical capabilities
project manager
Project management knowledge, techniques and tools
Planning: Estimate activity resources
RBS-Resource Breakdown Structure
RACI Matrix-R: Execution, A-Responsible, C-Consultation, I-Informed
Execution: Get resources
pre-dispatch
negotiation
Execution: Building the Team
Tuckman's Ladder Theory
form, shake, standardize, express, dismiss
Tools and methods for building teams
Centralized office
Team performance evaluation
virtual team
communication technology
Interpersonal and team skills
conflict management
Influence
excitation
negotiation
Team building
Recognition and awards
training
Individual and team assessment
Meeting
Monitoring: Management Team
conflict management
Monitoring: Controlling resources
X-Y theory
Maslow's Hierarchy of Needs
Survive
Safety
society
respect
self-actualization
motivation-hygiene theory
expectancy theory
10-Project communication management
Planning: planning communication management
Communication path: Cn2 permutation and combination
communication method
interactive communication
push communication
pull communication
Execution: Management Communications
Monitoring: Supervise communication
11-Project Risk Management
Planning: Planning Risk Management
Risk classification
Known risks
Known-Unknown Risks
Unknown - unknown risk
internal risks and external risks
Business risks and insurable risks
Planning: Identifying Risks
Tools and techniques for identifying risks
Brainstorming
Delphi method (expert-prescribed procedure investigation method)
Root Cause Analysis
Checklist (Checklist) Analysis
Assumptions and constraints analysis
Fishbone Diagram
System or process flow diagram
expert judgment
SWOT analysis
Individual project risk and overall project risk
Tip checklist to identify individual project risks
Strategic framework identifies overall project risks
hierarchy diagram
Planning: Conduct Qualitative Risk Analysis
Assess and comprehensively analyze the probability and impact of risks and prioritize them
Risk probability and impact assessment scale
Risk probability and impact matrix
Planning: Implementing Quantitative Risk Analysis
Generate quantified risk information to support decision-making and reduce project uncertainty
Monte Carlo Simulation: Parameters-Curves
Sensitivity Analysis (Tornado Plot)
Decision tree analysis: choosing the best option among many options
Influence diagram: opportunity node, decision node, value node, certainty node
Planning: Plan for risk responses
risk response methods
Original plan
Team members use activity budget against known risks
emergency plan
Project managers draw on contingency reserves for known-unknown risks
Bounce back plan (guaranteed plan)
contingency measures
Managers draw on management reserves for unknown-unknown risks
risk response strategies
negative risk
avoid
transfer
alleviate
positive risk
open up
share
improve
There are both positive and negative risks
Report
accept
Execution: Implement risk responses
Monitoring: Monitoring risks
The project life cycle is inversely proportional to the probability of risk occurrence and directly proportional to the impact after the risk occurs.
12-Project Procurement Management
Planning: Planning Procurement Management
Procurement in Agile - Master Services Agreement (MSA)
Use appendices or supplementary documents to record adaptive work content
Basic types of procurement contracts
lump sum contract
fixed price contract
Suitable for small and medium-sized projects with clear boundaries and complete design
Total price plus incentive fee contract
Actual cost expense-(actual cost-target cost)*seller sharing ratio
Determine whether the price limit has been exceeded
Total price plus economic price adjustment contract
cost contract
cost plus fixed fee contract
Suitable for innovative projects where it is difficult to determine whether the project will succeed
cost plus incentive fee contract
The difference from a total price plus incentive fee contract is that there is no ceiling price
cost plus incentive fee contract
Work and materials contract
Suitable for projects where the work content is clear but the workload and resource consumption cannot be accurately assessed
Procurement documents
Tender documents: documents provided by the buyer to the seller regarding the contents and requirements of the tender.
Information confirmation
Invitation for quotation
invitation to propose
Procurement Statement of Work SOW
Work outline
Project delivery method
DBB: design-bid-build
General contracting model: design-procurement-construction
Franchise financing model
BOT build-operate-transfer
BT Build-Handover
PPP public-private partnership
Make vs. outsource analysis
Execution: Implement procurement
Purchasing Process
Procurement Tools and Technology
independent estimate
Bidders meeting: clarification of bid documents with all qualified bidders before bidding
Procurement Negotiations: Contract clarification with the winning bidder after winning the bid
Monitoring: Controlling Procurement
Procurement contract dispute resolution methods
negotiation
alternative dispute resolution
arbitration
litigation
How the purchase contract ends
Finish
Completed successfully
Change compensation
undone
Resolve through negotiation
Arbitration proceedings
13-Project stakeholder management
Getting Started: Identifying Interested Parties
Stakeholders go all out - interest grid
highlight model
Interested Party Register
Basic information: name, position, project role, address, contact information
Assessment information: major needs, major expectations, assessment of potential impact on the project, which process is most closely related
Planning: Planning stakeholder engagement
stakeholder engagement
Don't know
resist
neutral
support
lead
Stakeholder participation evaluation matrix: current participation C, planned participation (the participation required for project success) D
Execution: Managing stakeholder engagement
Monitoring: Supervise stakeholder participation