An organization is a group of people who are organized and share a common goal. The organization must not only have current business goals, but also have long-term strategic goals. Strategic goals seek to answer the question: What does the organization want to be at some time in the future, say 5 or 10 years from now?

A project portfolio is a collection of projects that are managed together to achieve strategic goals

A program is a group of projects that are related to each other and managed in a coordinated manner, also known as a series of supporting projects.

A project is temporary work undertaken to create a unique product, service or result. This is a definition that is both inclusive and exclusive, not only including all types of projects but also excluding non-project work. It expresses the temporary, unique and results-oriented nature of the project.

The main differences between projects and operations are:

The "projects" in the PMP ® exam questions are generally medium-sized or above cross-professional and cross-department projects, rather than small single-professional projects.

No matter when or why the project ends, it must go through the established approval process and must not just let it go!

Uniqueness, also called "one-time", something done only once must be unique

The products, services or results to be created by the project can be collectively referred to as "deliverables". In other words, the deliverables could be:

The characteristics of the project should be gradually refined over time, as the situation becomes clearer and as information becomes available.

Project portfolio management is about prioritizing all alternative projects and selecting a series of top-ranked projects (the right projects) that are most conducive to achieving strategic goals.

Within the given resource constraints, which projects can most effectively achieve the established strategic goals. Group

Project portfolio management aims to string together projects into a vertical project string

Program management is about completing a series of interrelated projects correctly.

Program management aims to correctly complete a series of mutually supporting projects to obtain greater benefits.

It manages the internal relationships between projects to achieve benefits that cannot be achieved if each project is managed separately.

Program management aims to string together projects into a horizontal project string.

Project management aims to complete a single project correctly.

Organizational project management is the sum of the project, program, and portfolio management practices in an organization and the factors that facilitate the implementation of these practices.

In a narrow sense, doing a project means completing the project deliverables within the specified scope, schedule, cost and quality requirements.

Project scope, schedule, cost, and quality are the four essential dimensions used to specify project goals, and none of them can exist without one. These four dimensions can be summarized into two dimensions: "efficiency" and "effect".

Schedule and cost are about the efficiency of the project, that is, doing things in the right way and at the lowest possible cost; while scope and quality ensure that the project results can perform the established functions and are about the effect of the project, that is, doing the right things. , to obtain the desired results.

The efficiency of the project, that is, schedule and cost, is also an important goal of the project.

·On ​​a specific project, each dimension must be prioritized so that, if necessary, lower-ranked dimensions are sacrificed to preserve higher-ranked dimensions.

Their priority on a specific project is usually determined by senior management rather than the project manager. The project manager needs to implement this priority sequence determined by senior management during project planning and execution.

If the project product serves an external event (such as the opening of the Olympic Games), and the start time of the external event cannot be changed, then "progress" is often the most important dimension.

Broadly speaking, there is no priority order among project goals such as scope, schedule, cost, and quality; priorities on specific projects are determined by senior management.

Five process groups: initiation, planning, execution, control and closing

Project integration management, scope management, schedule management, cost management, quality management, resource management, communication management, risk management, procurement management and stakeholder management.

The senior management of the organization is responsible for building the organizational system so that the system is mainly used to manage people and affairs rather than relying on individuals.

The system consists of three elements: components, component attributes, and component relationships. In an organization, components are various management levels, departments, groups or individuals; component attributes are their authority, responsibilities, behavioral norms and personnel composition, etc.; component relationships are the reporting and influence relationships between them.

The company's board of directors is responsible for corporate governance, and the company's general manager is responsible for corporate management.

Project governance is carried out by the project governance committee (which can also be the project steering committee or project leadership group).

Project governance is the high-level guidance, support, supervision and control framework established by an organization for a project.

The project governance committee's status in the project is equivalent to the board of directors in the company, and is composed of representatives of senior managers of the project execution organization.

Before taking over a project, the project manager must understand the relevant project governance framework and strive for better protection.

·Organic or minimalist

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Matrix type (including weak matrix type, balanced matrix type and strong matrix type). It not only divides some permanent departments according to functions, but also sets up temporary project departments as needed (with members drawn from permanent departments). It is a combination of functional and project-based.

·Project type.

·Virtual type

·Hybrid.

·Project Management Office (PMO) type.

Figure 2-2 Commonly used project organizational structures

Table 2-2 Main differences between different organizational forms

Matrix organizations are most commonly used. It takes advantage of both functional and project organizations. Its main characteristics are: ① Borrowed resources, that is, many project team members are borrowed from functional departments (may only work part-time on the project); ② Two bosses, that is, project team members need to accept the leadership of both the project manager and the functional manager. These two characteristics determine that project managers in matrix organizations do not have full authority to manage projects. In a matrix organization, project managers control projects but not necessarily resources; many resources are controlled by functional managers.

In matrix organizations, project managers often do not have sufficient formal authority (authority) to manage projects.

PMO is a permanent functional department in an organization that guides, coordinates and supports project management work, that is, a permanent functional department that manages project management. It is responsible for formulating and implementing standardized project management methodologies (including work processes, rules and regulations, etc.), coordinating the sharing of resources, tools, technologies and methods among various projects under its jurisdiction, and providing necessary support for various projects under its jurisdiction.

The higher the degree of project-oriented organizational structure, the more necessary it is to establish a PMO.

Establishing, maintaining and managing the project management system is one of the important responsibilities of the PMO to ensure that the system is applied basically consistently across projects.

From the perspective of the degree of control exerted by the PMO on the project, the PMO can be divided into the following three types:

Enterprise environmental factors are any internal and external environmental factors that can affect the project but are beyond the control of the project team.

Factors from outside the project execution organization that the project cannot directly influence are classified as "business environment factors."

Figure 2-3 Business environment factors within the organization

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·As a result of the process of acquiring resources, the availability and location of resources change.

·In the process of team building, carrying out training and team building activities will lead to the improvement of team members' work skills, thus improving the availability of human resources.

In the process of managing the team, understand the work performance of the team members and provide their performance to the organization's human resources management department so that the organization can more comprehensively evaluate the members' work performance from the entire organization level.

The human resources management department of the organization allows the organization to more comprehensively evaluate the work performance of members from the level of the entire organization.

Organizational process assets are formal or informal policies, processes, procedures, templates, work instructions, and knowledge bases (databases) from the performing organization that are used to help projects succeed.

Whether a policy or standard is an asset or an environment depends on the attitude of the project manager. If you want to actively use it, it is an asset; if you don't want to use it, but you have to comply with it, it is the environment.

Figure 2-5 Main contents of organizational process assets

In the PMP ® exam, it must be assumed that the project execution organization has a good historical database and a good accumulation of organizational process assets.

Organizational process assets must be updated frequently throughout the project life cycle; at the end of the project phase and at the end of the entire project, organizational process assets must be updated.

library. The project management team usually does not have the authority to directly update the policies, processes, procedures, templates, and work instructions in the organization's process assets, but can only propose updates to the PMO.

Table 2-3 Main contents of organizational process asset update

Continuously monitor and regularly investigate changes in the business environment, such as changes in laws and regulations, technology, geopolitics or markets

Assess the impact of environmental changes on projects

Propose changes to the project to accommodate changes in circumstances, such as recommending modifications to project scope, schedule, cost, or quality objectives.

·Track the implementation of approved changes and evaluate the effectiveness of the changes.

For organizational process assets, project managers should continue to pay attention to newly accumulated lessons learned, work processes, work templates and work data, etc.

·Investigate and confirm project compliance requirements

·Analyze the consequences of non-compliance

·Analyze the main threats that may lead to non-compliance.

·For the convenience of management, compliance requirements are classified. Such as classifying according to responsible departments or personnel

·Taking necessary methods and measures to respond to compliance requirements.

·Internal assessment of project compliance

·External audit project compliance level.

The number of project life cycle stages is not necessarily related to the length of the project, but depends on the strictness of management and control required.

During the project closure phase, demand for resources must drop dramatically because the closure needs to be fast and not drag on.

·Predictive life cycle

·Iterative life cycle

·Incremental life cycle is to gradually increase product functions through fixed time periods (called "time boxes").

·Adaptive life cycle, also called agile or change-driven life cycle, is a mixture of iterative and incremental.

·Hybrid life cycle, which is a mixture of predictive and adaptive.

Table 2-4 Comparison of predictive and adaptive project life cycles

The cost concept corresponding to the product life cycle is "life cycle cost", which is all costs incurred during the entire product life cycle.

The product life cycle is the entire process from the beginning of the project to the end of the project to the termination of the project product operation (exit from the market).

The project life cycle is just one product stage in the product life cycle.

Because each stage of the project life cycle can be regarded as a sub-project, each stage can be managed by the five process groups of project management. That is, each phase goes through the Initiation, Planning, Execution, Monitoring and Closing process groups.

A project manager is an individual appointed by the project execution organization to lead the project team to achieve project goals.

The project manager is the only point of responsibility for the project he manages. He must ensure that the deliverables are delivered within the specified scope, schedule, cost and quality requirements, and satisfy the interests of project stakeholders in the project.

Different from "ability" in the general sense, "competence" is specifically for a specific position or specific job.

Three dimensions: project management technology, leadership, and strategic and business management.

Table 2-5 Various powers and their classification and explanation

The PMBOK ® Guide lists six commonly used leadership styles:

·Laissez-faire type.

·Transaction type.

·Servant type:

·Transformative.

·Charming type.

·Interactive. This is a mixture of transactional, transformational, and charismatic.

Table 2-6 Comparison of three leadership styles

Project managers must not delegate integration management to others, but must do it themselves.

Project managers must look at both perspectives. One is the external perspective of the project. Align projects with the needs of the host organization.

The second is the internal perspective of the project. Get everyone on the project team pulling in the same direction.

process level. All processes of project management must be integrated and carried out.

cognitive level. First, you must improve your knowledge level in each knowledge area and gain an in-depth understanding of the various characteristics of the project; then, comprehensively use this knowledge, consider these characteristics, and choose the most suitable management method for the project.

background level. Must dynamically understand the larger context related to the project, such as the emergence of new technologies

First, master the main techniques of project management and be able to do things yourself. The second is to have strong leadership and be able to inspire and lead others to do things. The third is to master some business management knowledge, be able to obtain the support of functional managers, and make the project better serve the organization's operations. The fourth is to master some strategic management knowledge, be able to effectively dialogue with senior managers, and make projects better serve the strategic goals of the organization.

The first is the relationship within the project.

The second is the relationship between the project and the organization where it is located, including relationships with other projects, functional departments, project management offices, etc.

The third is the relationship between the project and the industry.

The fourth is the relationship between projects and the project management profession.

The fifth is the relationship between the project and other professions. Project managers must properly promote project management to other professional workers (such as engineers) and learn the knowledge of other professions appropriately.

input-processing-output process

In the actual process, the relationship between each management process may not be absolutely independent.

Each process may be repeated

The monitoring process is actually for all processes

Often monitored while executing

A project or a certain stage: after the official start, before the official end, the process of planning, execution and monitoring is often carried out repeatedly

Table 3-1&3

Five process groups: initiating, planning, executing, monitoring and closing

Deming Circle: PDCA

The project phase focuses on the technical work of the project, and different technical work is carried out at each stage.

The Initiation Process Group develops project goals

Typically, the project manager participates in but does not lead the project initiation effort. Initiation efforts are led by the project sponsor or senior management.

The closing process group aims to formally close the project

The planning process group is designed to refine the project objectives and prepare the project plan (including the project management plan and various project documents) to achieve the project objectives.

Six knowledge areas: project scope management, schedule management, cost management, quality management, risk management and procurement management

Step 1: Acquire project resources, including human and physical resources (acquisition process). Step 2: Conduct project team building (Building Team Process). Step 3: Manage the project team (Manage Team Process). Step 4: Manage Stakeholder Engagement (Manage Stakeholder Engagement Process). Step 5: Purchase the outsourced part, select the seller, and sign the procurement contract (implement the procurement process). Step 6: Carry out project implementation according to the project plan (guide and manage the project work process). Step 7: Manage Project Knowledge (Manage Project Knowledge Process). Step 8: Conduct quality management, including quality assurance (managing quality processes).

Step 9: Implement risk response strategies and measures (implement risk response process). Step 10: Publish project information (Management Communication Process).

Regardless of which process the change request comes from, it must be submitted to the implementation of the overall change control process for approval.

Step 1: Carry out local monitoring at the grassroots level. That is, carry out control scope, confirm scope, control progress, control cost, control quality, control resources, supervise risks, control procurement, supervise communication and supervise the participation of relevant parties, obtain work performance information, and make necessary change requests

Step 2: Carry out high-level global monitoring to monitor the performance of the entire project. That is, monitor the project work process, obtain work performance reports, and make necessary change requests.

Step 3: Approve the change request. That is, carry out the overall change control process and obtain change logs and approved change requests. Change logs are not listed separately in the PMBOK ® Guide but are included in the Approved Change Request.

When the supervision risk process is used for individual project risks, it is a local monitoring process at the grassroots level; when it is used for overall project risks, it is a high-level global monitoring process.

Table 3-5 Differences between job performance data, information, and reports

The relationship between job performance data, information, and reports is shown in Figure 3-5.

Table 3-7 Comparison of other inputs and corresponding processes

Change requests are primarily the output of the execution and monitoring process. Because changes cannot be made during the closing phase, no change requests are made during the closing process. Change requests are primarily the output of the execution and monitoring process. Because changes cannot be made during the closing phase, no change requests are made during the closing process.

"Project management plan update" is mainly the output of the execution and monitoring process.

Updates to the project management plan must go through the change process and approval, while updating project documents does not necessarily require process approval.

Table 3-8 Outputs other than change requests and various updates and their corresponding project management processes

·All 2 initiation processes, i.e. developing project charter, identifying stakeholders.

Table 3-9 Tools and techniques shared by 2 to 4 processes

·Integration between competing project sub-goals, namely scope, schedule, cost and quality requirements.

·Integration between various project stakeholders with different interests, such as owners, designers and contractors of construction projects.

·Integration between different professional tasks required by the project, such as various technical tasks.

·Integration between the various processes of project management. For example, the schedule management and cost management of the project should be considered together. Risks should be considered when carrying out schedule management or cost management. Project scope changes need to be considered together with possible associated cost and schedule changes.

The most important role of the project manager is the integrator, who must coordinate through communication and integrate through coordination.

As shown in Figure 4-2.

Before entering the process of formulating a project charter, the preliminary preparations for the project must be completed, including the project sponsor proposing a preliminary idea for the project, hiring a team of experts to conduct a business case for the project (forming a business case report and benefit management plan), and signing with relevant agencies Cooperation agreement regarding the launch of the project.

The main purpose of the preliminary preparation work is to confirm the feasibility of the project and to secure the funds required for the project.

·Carry out project evaluation. Review the content and conclusions of the business case report to confirm that the business case report is still reasonable and reliable, that is, the project is still consistent with the organization's strategy and can produce expected business value. Because the business case may have been developed a long time ago and was not conducted personally by the project manager-designate, a project evaluation is necessary.

·Identify high-level deliverables. Understand the key deliverables that must be produced to achieve the project objectives in the business case report. These deliverables represent high-level project scope and quality requirements.

·Determine high-level schedule and cost requirements. Figure out major progress milestones and approximate funding requirements.

·Determine the level of overall project risk and its main sources. Only projects whose overall project risk is within an acceptable range can be officially launched.

·Identify key assumptions and constraints. ·Identify and analyze the project's key stakeholders. ·Prepare the project charter, obtain sponsor approval of the project charter, and distribute the project charter.

The project charter must be signed by the project sponsor or senior management and issued to key project stakeholders.

Project sponsors usually hold a project kickoff meeting to issue the project charter, announce the appointment of the project manager, and announce the official launch of the project.

The project charter stipulates some principle requirements, so changes to the project usually will not lead to modifications to the project charter. In the unlikely event that changes should be made to the project charter (such as changes in project objectives), only the sponsor or senior management has the authority to make changes. Whoever signs the project charter has the authority to modify the project charter.

There are no more "assumptions and constraints" in the project charter. Now use a dedicated "Assumption Log" to record the assumptions and constraints identified during the development of the project charter.

First, it is necessary to determine the requirements for preparing and integrating various sub-plans. second, collect and analyze this information, and prepare various sub-plans; third Third, analyze the connection relationship between each sub-project to prevent poor connection; fourth, compile each sub-project plan to form a complete project plan; fifth, confirm that the complete project plan can continue to achieve commercial success value.

Itemized management plan Three major benchmarks and project life cycle

The project management planning process collects the output of other planning processes and generates them in this process These contents are then summarized into a comprehensive, approved, realistic and formal project management plan. Draw. The project management plan must be approved not only by senior management, but also by other major project stakeholders. Party approves.

In addition to the process of developing the project charter and developing the project management plan, all 47 project management The process uses the project management plan as input.

The project management plan is a comprehensive plan, while the project documents are a collective term for various individual documents Contains a wide variety of documents without compilation.

The sub-management plan in the project management plan is a procedural plan, which is equivalent to the procedure in law (such as Criminal Procedure Law); and the various project documents produced by the planning process group are substantive plans, Equivalent to substantive law in law (such as criminal law). Project baselines in the project management plan are high-level project project objectives, and the various project documents generated by the planning process group are used to support high-level project objectives accomplish.

The project management plan must be approved by senior management, and project documents generally do not require senior management Approved by management, usually written and used by the project team.

Updates (modifications) to the project management plan must go through the change process and be approved by senior management. Updates to project files do not necessarily require a change process; even projects that require a change process Document updates do not require senior management approval

Before project execution begins, prepare as complete a project plan as possible (including project management planning and project documents). However, project planning also needs to be continued during subsequent phases of the project life cycle Reviewed, refined, refined and updated

Project planning must be bottom-up Made. Project team members should be familiar with the parts that are closely related to them (such as those they are most familiar with or will Prepare corresponding plans for all work), and report and summarize them layer by layer. Finally, the project manager is responsible for Coordinate various detail documents and assemble a comprehensive project management plan.

Project team members prepare the project plan, and the project manager plays the role of overall responsibility and integration. other Important stakeholders should also participate in the preparation of the project plan

Brainstorming, focus groups and interviews.

Data analysis is the process of monitoring project work, implementing overall change control, and closing projects or phases Tools are a general term for various techniques used to explore complex relationships between variables. For example, regression Analysis is based on historical data to explore the causal relationship between variables in order to make predictions based on the values ​​of independent variables (Regress out) the value of the dependent variable.

In the process of monitoring project work, it is necessary to calculate the performance deviation that has occurred (earned value analysis) Analyze its extent (deviation analysis) and causes (root cause analysis); required to predict future performance (Trend Analysis); Alternatives for correcting deviations also need to be developed and selected (Alternatives Analysis Cost-benefit analysis ).

In the process of implementing overall change control, it is necessary to analyze the alternatives for change (alternatives analysis analysis) to analyze the costs and benefits of a change (cost-benefit analysis) in order to approve or reject the change More requested decisions.

In closing a project or phase, the severity of the final project deviation needs to be analyzed, and What factors lead to project deviations, and predictions of the future benefits of project products are made. doing During post-project evaluation, analytical techniques should be used to summarize lessons learned and analyze the results that led to project success or failure. main reason. This process requires the use of file analysis, regression analysis, trend analysis and deviation analysis. Analysis technology.

To guide and manage the project work process, you need to use a project management information system. entire organization The overall project information system is the business environment factor of the project. Project management to be used in this process An information system is an information system designed for a specific project, including automated tools. Such as information collection and release system, project key performance indicator monitoring system.

Work follows (Work Shadowing) is an apprentice’s internship with the master. The apprentice does not need to bear any responsibility. All responsibilities are borne by the master. The master is responsible. Work Reverse Shadowing is actually reverse following, which means Experienced people follow and observe the work of novices at specific times and provide guidance.

Project changes refer to the implementation of corrective actions, defect remediation actions, or preventive actions, and changes due to planned changes. Modify the approved project plan due to individual problems.

The basic reasons for changes include defects in the project plan, changes in the external environment of the project, and and inefficiencies in project execution.

The project manager should not only carry out change management to ensure that project objectives are achieved, but also coordinate Assist program managers or other senior executives in making changes to ensure that projects continue to meet the business needs of the organization More management.

1. Manage change at the source

2. Submit a change request

3． Review change requests

4． Implement and track approved changes

5. Summarize experience and lessons

The Change Control Committee is formally established by the main project stakeholders and sends representatives to participate. project manager Can be a member, but usually not the director. This committee is responsible for reviewing certain change requests and approving approve or deny these change requests. Changes that affect the project goals (baseline) must be This will only be implemented with the approval of the Control Board.

Configuration management is accomplished through the following four steps: (1) Identify and record the important functions of the project product and the technical parameters required to realize these functions number. (2) Track these parameters, control changes to these parameters, and record parameter changes. (3) Execute the project according to the established parameters (including changed parameters), and record and report the parameters Implementation status. (4) Audit project products to ensure that all parameters have been achieved and project products can perform their intended functions. able.