Wondershare EdrawMind
MindMap Gallery PMP knowledge map
- 20
PMP knowledge map
PMP knowledge map, the knowledge points include project operating environment, project manager, project integration management, project scope management, project cost management, project quality management, project resource management, etc.
Edited at 2021-11-11 23:03:26
- 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.
PMP knowledge map
- 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
1. Introduction
1.1 Overview and purpose of the guide
Project management knowledge system
Professional scope knowledge terminology
Practice
traditional practice
Innovative practices
Evolution and development
generally recognized
good practice
≠Methodology
1.1.1 Project Management Standards
ANSI "Project Management Standard"
This guide applies only to the project management field and does not cover programs and portfolios
1.1.2 Common vocabulary
PMI Dictionary of Project Management Terms
1.1.3 Code of Ethics and Professional Conduct
Values: Responsibility, respect, fairness and honesty
expected standards
Code of Conduct
mandatory standards
Restricted or prohibited conduct, violation of which will result in disciplinary penalties
1.2 Basic elements
1.2.1 Project
definition
Temporary work performed to create a unique product, service, or result.
feature
unique
Unique, not 100% identical
Unique products, services or results
tangible
invisible
Temporary
Have a clear starting point and end point
End of the project
goal achieved
Will not or cannot achieve the goal
Lack of people, money, and materials
Project requirements no longer exist
legal or other reasons
Deliverables survive project termination
Disposable
Drive state transition
Projects drive organizational change from current state to future state
Projects create business value
Quantifiable net benefit
Start background
Comply with laws, regulations or social requirements
Meet the requests or needs of interested parties
Execute or change business or technology strategies
Create, improve or repair products, processes or services
1.2.2 Importance of project management
Apply knowledge, skills, tools and techniques to project activities to meet project requirements.
Project management enables organizations to carry out projects effectively and efficiently.
1.2.3 Relationship between project, set, and portfolio expected operations
12.3.1 Overview
Projects can exist independently or within a program or within a portfolio
It is the concept of "1"
A program is a group of projects, subprograms, and program activities that are related and interdependent
Achieve the effect of "1 1>2"
A portfolio refers to the projects, programs, subportfolios, and operations grouped together to achieve strategic objectives.
Achieve strategic goals through the optimized combination of "1 2 3 4..."
Projects and programs - do it the right way; portfolios - do the right projects and programs.
1.2.3.2 Program management
Apply knowledge, skills, and principles within the program to achieve program objectives, gaining the benefits and control that cannot be achieved by managing program components separately.
There are dependencies between projects
1.2.3.3 Project Portfolio Management
Centralized management of one or more project portfolios to achieve strategic objectives
Achieve maximum value from your project portfolio by prioritizing its components
1.2.3.4 Operation management
Pay attention to the continuous production of products and/or the continuous operation of services
1.2.3.5 Operation and project management
Going concern does not fall within the scope of the project
Projects and operations intersect at different points in the product life cycle
1.2.3.6 Organizational Project Management (OPM) and Strategy
Portfolios, programs, and projects are all consistent with, or driven by, the organization's strategy and serve to achieve strategic purposes.
OPM is designed to ensure that organizations undertake the right projects and allocate key resources appropriately
1.2.4 Components of the Guidelines
Six major components, five major process groups, and ten major knowledge areas
1.2.4.1 Project and development life cycle
Predictive (waterfall)
Determine project scope, time and cost early and manage changes carefully
Iterative
The project scope is determined first, and time and cost estimates are constantly revised.
Incremental
Increasing functionality incrementally, iteratively
adaptive
Agile or change-driven, agile, iterative, incremental
Hybrid
A combination of predictive and adaptive
The project management team determines the most appropriate life cycle; The life cycle should be flexible enough
1.2.4.2 Project Phase
It is a collection of project activities with logical relationships.
1.2.4.3 Phase Gate
Set up at the end of the stage, compare project performance and progress with project documents or business documents, and make decisions based on the comparison results.
1.2.4.4 Project management process
Transform one or more inputs into one or more outputs through appropriate project management tools and techniques
Model: input--tools and techniques--output
Process classification
According to demand
One-time, regular and continuous
Integrate logically
Five process groups
1.2.4.5 Project Management Process Group
start process group
Define a new project or phase and authorize the process to begin
planning process group
The process of developing an action plan
executive process group
Complete the planned work process
monitoring process group
Process of tracking, reviewing, adjusting, identifying and initiating changes
Closing process group
The process of completing or closing a project, phase, or contract
Logically group project management processes as distinct from project phases
1.2.4.6 Project Management Knowledge Area
Project integration management
project scope management
Project progress management
project cost management
Project quality management
Project resource management
Project communication management
project risk management
Project Procurement Management
Project stakeholder management
Classification of processes according to knowledge areas and associated with five major process groups
1.2.4.7 Project management data and information
job performance data
Execution process collection
job performance information
Control process collection
job performance report
Compile job performance information
1.2.5 Cropping
Tailoring in English means tailoring clothes to suit the individual needs. In layman’s terms, it means seeking truth from facts, and everything is based on reality.
Project management tailoring, in short, is a process of personalizing project management methodology.
1.2.6 Project management business documents
two kinds of files
Project business case
The economic feasibility study report demonstrates project benefits and is the basis for initiating project management activities.
Developed and maintained by the project sponsor, the project manager provides advice and insights.
Project Benefit Management Plan
A written document that defines the process for creating, improving, and sustaining project benefits.
1.2.6.1 Project business case
Needs assessment usually precedes the business case, and the business case and project benefits management plan are interrelated
The business case sets out the objectives and rationale for starting the project
content
Business needs
situation analysis
Suggestions
standard assessment
1.2.6.1 Project benefit management plan
Concept: Describe how and when the project will achieve benefits
content
target benefit
strategic consistency
Time limit for realizing benefits
Benefit Responsible Person
measurement standard
hypothesis
risk
Iterative activities
Supplementary documents
1.2.6.3 Project Charter and Project Management Plan
The project charter is a document issued and approved by the project sponsor and authorized to be implemented by the project manager.
A project management plan is a document that describes how a project will be executed, monitored, and controlled
1.2.6.4 Project success criteria
Project management metrics: time, cost, scope, quality, etc.
Consensus reached between key stakeholders and project manager and documented
2. Project operating environment
2.1 Overview
Environmental factors affecting the project
Business Environmental Factors EEF
Organizational Process Assets OPA
organizational system
2.2 Business environment factors
2.2.1 Internal environmental factors
Business environment factors within the organization
Organizational culture, structure and governance
Geographic distribution of facilities and resources
infrastructure
information technology software
Resource availability
Staff ability
Business environment factors outside the organization
market conditions
social and cultural impact
legal restrictions
business database
Academic Research
Government or industry standards
financial factors
physical environmental factors
2.2.2 External environmental factors
2.3 Organizational process assets
2.3.1 Processes, policies and procedures
This type of asset update is usually not part of the project work and is completed by the PMO or other functional departments.
content
Initiation and planning
Guidelines and Standards
specific organizational standards
Product and project life cycles, methods and procedures
Various templates related to projects
Pre-approved supplier list and contract agreement types
Execution and monitoring
change control procedures
tracking matrix
financial control procedures
Problem and Defect Management Process
Resource availability control and allocation management
Organizational communication requirements
Procedures for prioritizing, approving and issuing work authorizations
template
Standardized guidelines, work instructions, proposal evaluation preparationi, performance measurement criteria
Verification and validation procedures for products, services or results
ending
Project closeout guidelines or requirements
2.3.2 Organization knowledge base
Incorporate project information updates during the project.
content
Configuration management knowledge base
financial database
Knowledge base of historical information and lessons learned
Problem and Defect Management Database
Measurement index database
Project archives of past projects
2.4 Organizational system
2.4.1 Overview
Concept: A system is a collection of various components that can achieve results that cannot be achieved by a single component.
in principle
Dynamic
The system can be optimized
System components can be optimized
Systems and components cannot be optimized at the same time
The system exhibits a nonlinear response
2.4.2 Organizational governance framework
2.4.2.1 Governance framework
Governance is the framework within which an organization can exercise its authority
2.4.2.2 Project portfolio, program and project governance
Four areas of governance: consistency, risk, performance and communication
There is no one governance framework that works for all organizations
2.4.3 Management elements
Concept: is a key function or general management principle in an organization.
Content: division of labor, work authority, work responsibilities, action discipline, unified orders, unified direction, collective priority, reasonable remuneration, optimal utilization of resources, smooth communication channels, employee safety, employee morale, etc.
2.4.4 Types of organizational structure
2.4.4.1 Type of organizational structure
Simple type
Project managers have little or no authority
Functional concentration
Project manager works part-time with little or no authority
multi-departmental
Project manager works part-time with little or no authority
strong matrix
Full-time project manager, medium to high authority
weak matrix
Part-time project manager with low authority
equilibrium matrix
Part-time project manager, medium to low authority
Project Wizard
Full-time project manager with high authority
virtual
Project managers are mixed, with low to medium authority
Hybrid
PMO
Full-time project manager with high authority
2.4.4.2 Considerations in organizational structure selection
2.4.4.3 Project Management Office PMO
type
Supportive
Controlling
command type
Role
Important stakeholders and key decision makers
make a suggestion
Deliver leadership instructions
Terminate project
Other actions
Provide support to project managers
Shared resource management for projects under PMO jurisdiction
Identify and develop project management approaches, best practices and standards
Know, coach, train and supervise
Perform project audits and oversee project management
Develop and manage project workflows, procedures, templates and other shared files
Coordinate communication across projects
3. Project manager
3.1 Overview
Project managers are like conductors of large orchestras
Members and roles: teams and division of labor
Responsibilities in the team: leader
Knowledge and Skills: Generalist Specialist
3.2 Definition
An individual assigned by the executing organization to lead a team to achieve project goals.
3.3 Scope of influence
3.3.1 Overview
Play multiple roles within their sphere of influence
3.3.2 Project
Leader, communicator, coordinator, etc.
3.3.3 Organization
Inter-project coordinator, intra-organizational advocate, collaborator
3.3.4 Industry
Trend maker, leader, pioneer
3.3.5 Professional disciplines
Expert, Mentor, Trainer
3.3.6 Cross-domain
Instructor, education teacher
3.4 Capabilities
3.4.1 Overview
PMI Talent Triangle
Technical project management
leadership
Strategy and Business Management
3.4.2 Technical project management skills
3.4.3 Strategic and business management skills
3.4.4 Leadership skills
3.4.4.1 Interpersonal communication
3.4.4.2 Leader qualities and skills
3.4.4.3 Politics, power and getting things done
3.4.5 Comparison between leadership and management
Management is closer to directing a person to take desired actions to get from position A to B
Leadership Value Working with others to get them from A to B through discussion or debate
3.5 Execute integration
3.5.1 Process level
3.5.2 Cognitive level
3.5.3 Background level
3.5.4 Integration and Complexity
dimensions of complexity
system behavior
Dependencies between components and systems
Human Behavior
Interactions between different individuals and groups
ambiguity
Uncertainty caused by problems, lack of understanding, or confusion
4. Project integration management
4.5 Monitor project work
enter
project management plan
project files
Hypothetical log
Estimate basis
cost forecast
Problem log
Lessons Learned Register
Milestone List
quality report
risk register
risk report
progress forecast
job performance information
protocol
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data analysis
Alternatives Analysis
Cost-benefit analysis
Earned value analysis
Root Cause Analysis
trend analysis
Deviation analysis
decision making
Meeting
output
job performance report
change request
Project Management Plan Update
Project file updates
cost forecast
Problem log
Lessons Learned Register
risk register
progress forecast
4.6 Implement overall change control
enter
project management plan
change management plan
configuration management plan
Scope Baseline
progress baseline
cost basis
project files
Estimate basis
Requirements Tracking Matrix
risk report
job performance report
change request
business environment factors
organizational process assets
Tools and Techniques
expert judgment
change control tools
data analysis
Alternatives Analysis
Cost-benefit analysis
decision making
vote
autocratic decision making
Multidimensional decision analysis
Meeting
output
Approved change request
Project Management Plan Update
Project file updates
Change log
4.7 End the project or phase
enter
Project Charter
project management plan
project files
Hypothetical log
Estimate basis
Problem log
Lessons Learned Register
Milestone List
Project communication record
Quality control measurement results
quality report
requirements document
risk register
risk report
Deliverables for acceptance
business documents
business case
Benefit Management Plan
protocol
Procurement documents
organizational process assets
Tools and Techniques
expert judgment
data analysis
File analysis
regression analysis
trend analysis
Deviation analysis
Meeting
output
Project file updates
Lessons Learned Register
Handover of final product, service or result
final report
Organizational process asset updates
4.4 Project management knowledge
enter
project management plan
project files
Lessons Learned Register
Project team dispatches work orders
resource breakdown structure
Interested Party Register
Deliverables
business environment factors
organizational process assets
Tools and Techniques
expert judgment
knowledge management
information management
Interpersonal and team skills
active listening
guide
leadership
interpersonal relationships
political awareness
output
Lessons Learned Register
Project Management Plan Update
Organizational process asset updates
4.3 Direct and manage project work
enter
project management plan
any component
project files
Change log
Lessons Learned Register
Milestone List
Project communication record
Project schedule
Requirements Tracking Matrix
risk register
risk report
Approved change request
business environment factors
organizational process assets
Tools and Techniques
expert judgment
Project Management Information System PMIS
Meeting
output
Deliverables
job performance data
Problem log
change request
Project Management Plan Update
any component
Project file updates
Activity list
Hypothetical log
Lessons Learned Register
requirements document
risk register
Interested Party Register
Organizational process asset updates
4.2 Develop project management plan
enter
Project Charter
Output from other processes
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data collection
Brainstorming
Checklist
focus group
Interview
Interpersonal and team skills
conflict management
guide
Conference management
Meeting
Kickoff meeting
end of planning phase
Execution phase begins
output
project management plan
Series plan
Scope Baseline
performance measurement benchmarks
project life cycle
development method
management review
4.1 Develop a project charter
enter
Project work statement
A narrative description of the deliverables
business documents
business case
business needs
Cost-benefit analysis
protocol
Contract form
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data collection
Brainstorming
focus group
Interview
Interpersonal and team skills
conflict management
guide
Conference management
Meeting
output
Project Charter
Purpose
standard
Senior management and needs
Boundaries and key deliverables
List of key stakeholders
overall project risk
Assign project manager and responsibilities and authorities
approver
Hypothetical log
5. Project scope management
5.4 Create WBS
enter
project management plan
scope management plan
project files
project scope statement
requirements document
business environment factors
organizational process assets
Tools and Techniques
expert judgment
break down
WBS structure
100% decomposition principle
8/80 hour rule
output
Scope Baseline
Project file updates
5.5 Confirmation scope
enter
project management plan
scope management plan
demand management plan
Scope Baseline
project files
Lessons Learned Register
quality report
requirements document
Requirements Tracking Matrix
Verified deliverables
job performance data
Tools and Techniques
examine
decision making
vote
output
Deliverables for acceptance
job performance information
change request
Project file updates
Lessons Learned Register
requirements document
Requirements Tracking Matrix
5.6 Control scope
enter
project management plan
scope management plan
demand management plan
change management plan
configuration management plan
Scope Baseline
performance measurement benchmarks
project files
Lessons Learned Register
requirements document
Requirements Tracking Matrix
job performance data
organizational process assets
Tools and Techniques
data analysis
Deviation analysis
trend analysis
output
salary performance information
change request
Project Management Plan Update
Scope Wall Calendar Plan
Scope Baseline
progress baseline
cost basis
performance measurement benchmarks
Project file updates
Lessons Learned Register
requirements document
Requirements Tracking Matrix
5.3 Define scope
enter
Project Charter
project management plan
scope management plan
project files
Hypothetical log
requirements document
risk register
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data analysis
Alternatives Analysis
decision making
Multi-criteria decision analysis
Interpersonal and team skills
guide
product analysis
Define products and services
output
project scope statement
Project file updates
5.2 Collect requirements
enter
Project Charter
Project overview and high-level requirements
project management plan
scope management plan
demand management plan
Stakeholder Engagement Plan
project files
Hypothetical log
Lessons Learned Register
Interested Party Register
business documents
business case
protocol
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data collection
Brainstorming
Interview
focus group
Questionnaire
Benchmarking
data analysis
File analysis
decision making
cast screen
Multi-criteria decision analysis
Interpersonal and team skills
nominal group technique
observe/talk
guide
System interaction diagram
prototype method
output
requirements document
Requirements Tracking Matrix
Requirements and deliverables association form
5.1 Planning scope management
enter
Project Charter
project management plan
quality management plan
Project life cycle description
development method
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data analysis
Alternatives Analysis
Meeting
output
scope management plan
The scope management plan is directly related to the implementation of the overall change plan
demand management plan
theme
6.Project progress management
6.4 Estimate activity duration
enter
Tools and Techniques
output
6.5 Develop an activity plan
enter
Tools and Techniques
output
6.6 Control progress
enter
Tools and Techniques
output
6.3 Sequence activities
enter
Tools and Techniques
output
6.2 Define activities
enter
Tools and Techniques
output
6.1 Planning progress management
enter
Tools and Techniques
output
central theme
theme
theme
theme
central theme
theme
theme
theme
central theme
theme
theme
theme
central theme
theme
theme
theme
central theme
theme
theme
theme
central theme
theme
theme
theme
central theme
theme
theme
theme