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MindMap Gallery PMP Reading Outline
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PMP Reading Outline
It mainly involves the knowledge outline and important knowledge points of each PMP chapter. The branch contents include: project organization management, project progress management, project stakeholder management, etc.
Edited at 2021-02-16 12:14:21
- 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.
- 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 Reading Outline
- 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
PMP
Experience
PMPBOOK 60%
20% for training classes
Read reference books 10%
10% for solving questions
Read the book thoroughly: read it 4 times, understand, remember,
Have done enough questions
Exam: 200 questions, 4 hours
project management
do what
strategy
How to do it
project management
Features: Coordination
Horizontal fit
Progress-based approach to doing things
operations management
Features: Division of labor
learning curve
The more you do, the lower the cost
Case: Ford: 93 minutes for a car
Cost-based approach to doing things
How to become a CEO with an MBA
Why project management fails
Plan failed
What is plan failure?
Goal is unrealistic
Three core plans to ensure the success of the plan
scope plan
S
schedule
T
cost planning
C
The above is a triangular relationship: Scope Schedule = Cost
Leadership deployment: what to do, when to do it, how many resources to give you
PMIism
The project manager is a manager, managing people first and doing things secondly
Project managers manage projects that belong to: small people doing big things, don’t expect too much from external factors
Take the initiative in everything and ask for yourself rather than asking for others.
Procedural justice takes precedence over result justice
Project manager makes plans
The plan is the benchmark
The project manager has low authority and a blank system. He pursues teamwork through friendly interpersonal relationships.
You have to lower your head to pull the cart, but also look up at the road: communication, reporting, public relations
Materialistic way of thinking:
Project practice comparison
Project begining
1. Determine project scope
2. Develop a project charter
3. Confirm the key people of the project team
4. Determine constraints and assumptions
project planning
1. Clear scope of the project
2. Task breakdown
3. Resource analysis
4. Project key milestones and dependency conditions
Project implementation
Team building
Process system release
scope change
Record project information
Motivating the team
Emphasize project scope and goals
Project monitoring
Project scope changes
Quality Standard
status report
schedule
cost
quality
scope
risk response
Project closing
cross dimension
Product acceptance
sssss
guide
Basic elements of the project
subtopic
Introduction
Basic elements of the project
unique
Temporary
But the project results may still exist after the project ends
Project operating environment
Introduction
business environment factors
Objective existence, cannot be changed, cannot be chosen
Features: Mandatory
organizational process assets
Internal and beneficial to the organization
process, policy, procedure
knowledge base
Note: Lessons learned are mainly optional
Features: Optional, Internal
organizational system
people who follow common rules
Characteristics of the system: Organizational, optimizable, dynamic development of the system
Project governance
Project type
Functional
matrix type
organizational governance framework
Project manager role
Project manager scope of influence
Project manager capabilities
Technical project management skills
Strategic and business management skills
leadership skills
soft skills
leadership skills
interpersonal communication
Leadership qualities and skills
Ways to manage relationships and resolve conflicts
Guidance, motivation, and team leadership
Communication Style: More than 90% of the time, managing expectations, giving constructive feedback
Leadership style: laissez-faire, transactional, service-oriented
Perform integration
process level
cognitive level
background level
Integration and Complexity: Kiss’s Law
Overall project management
Preface
4.1 (recitation), 4.6, 4.7 (recitation)
Develop project charter
Approve projects, appoint project managers, authorize project managers to use resources
Demonstrate the organization’s commitment to the project
Establish linkages between projects and organizational strategy
Recommend partnerships between implementing organizations and demand organizations
Key issue: The project manager needs to be appointed before the project is planned
enter
business documents
Is it worth investing?
What executives base their decisions on
Business needs and cost-benefit analysis
Project rationality and boundaries
protocol
business environment factors
organizational process assets
knowledge base
Tools & Techniques
expert judgment
bottom up
data collection
Brainstorming, focus groups, interviews
Interpersonal and team skills
Conflict management, facilitation, meeting management
Facilitated workshops: reaching agreement quickly
Meeting
output
Project Charter
Project purpose
measurable goals
success criteria
High-level requirements (preliminary, rough)
Boundary definition
overall risk
overall milestones
Pre-approved accounting resources
List of key stakeholders
exit criteria
PM's responsibilities
Assumptions
high level strategy
Operating Assumptions and Constraints
Develop project management plan
Determine how the project will be executed, monitored, and closed
Project management plans should be benchmarked
progressive detailing
introduction
enter
Project Charter
Output from other processes
business environment factors
organizational process assets
Tools and Techniques
expert judgment
data collection
Brainstorming
Checklist
Prevent omissions
focus group
Interview
Interpersonal and team skills
conflict resolution
guide
Conference management
Meeting
start
kick-off meet
Meeting time: End of planning phase and beginning of execution phase
Purpose of the meeting: Communicate project goals, determine the roles and responsibilities of relevant parties, and obtain commitment
Process group: Small projects belong to the planning process group; large projects belong to the execution process group
For multi-phase projects, a meeting is held at the beginning of each phase;
output
project management plan
Sub plan
10 sub-plans
benchmark
3 benchmarks
scope baseline, cost baseline, schedule baseline
Other components
change management plan
configuration management plan
performance measurement benchmarks
three entity plans
resource management plan
communication management plan
Stakeholder Management Plan
Can be changed
Other plans are procedural plans and do not involve changes.
Project file changes do not require approval and can be updated directly
Project plan changes require approval
Direct and manage project work
introduction
Execute the project management plan and implement approved changes
produce deliverables
Collect job performance data
enter
project management plan
Tools & Techniques
expert judgment
project management information system
Meeting
Kick-off meeting, technical meeting
review meeting
output
Deliverables
Same product components
job performance data
Problem log
The difference between problems, risks, and lessons learned
Risk: It exists objectively
Problem: It is related to people, just like everything related to quality is a problem
Experience and lessons: They are all after the fact and are related to choices. They are called experiences and lessons.
change request
Definition; purpose of change; major changes;
Four types of changes: corrective actions, preventive actions, defect remediation (changing reality)
Four types of changes: Update
Preventive measures: in advance
Corrective measures, defective measures: after the fact
Managing project knowledge
introduction
Existing knowledge generates new knowledge
explicit knowledge, tacit knowledge
Create an atmosphere of trust
enter
project management plan
project files
Tools & Techniques
expert judgment
knowledge management
information management
Interpersonal and team skills
output
Lessons Learned Register
Enter the lessons learned knowledge base
Project Management Plan Update
Monitor project work
introduction
Compare deviations between plan and actual
During the comparison process, a performance report is generated
Let relevant parties understand the future project status through cost and schedule forecasts
enter
project management plan
project files
job performance information
protocol
Tools & Techniques
expert judgment
data analysis
Alternatives Analysis
Cost-benefit analysis
Earned value analysis
Root Cause Analysis
trend analysis
Deviation analysis
decision making
unanimous consent, majority consent, relative majority consent
Meeting
User group meetings, user review meetings
output
job performance report
status report
progress report
Earned Value Charts, Trendlines and Forecasts, Reserve Burndown Charts, Shortage Histograms
change request
Targeting three major benchmarks
Project Management Plan Update
Project file updates
Implement holistic change control
introduction
overall
Change involves all aspects, not just a single consideration
control
It means that changes need to be controlled. To reduce and control changes, a high threshold needs to be set.
Project baseline, must go through the overall change process
Changes must be submitted in writing to ensure a comprehensive review of what has been documented in the project
Any interested party involved in the project can propose changes
Changes must be approved, postponed or rejected by a responsible person
Project managers can approve non-baseline changes
Baselines must be approved by the Change Control Board
enter
project management plan
Change management plan, configuration management plan, scope baseline, schedule baseline, cost baseline, three of which must involve CCB
project files
Estimate basis, demand tracking matrix, risk report
job performance report
change request
Corrective actions, preventive actions, and defect remediation do not involve CCB and can be approved directly by the project manager
Update: Involves baseline changes, which require approval by CCB
Tools & Techniques
expert judgment
change control tools
Configuration management
Name change
change control
Identify changes, record changes, track changes
data analysis
Alternatives analysis, cost-benefit analysis
decision making
Voting, authoritarian decision-making, multi-criteria decision-making analysis
Meeting
output
Approve change request
Project Management Plan Update
project files
Multi-criteria decision analysis case
Normal external changes
Formal submission
Analyze the impact
Submit CCB
notify
External changes in the closing phase
Try to set up separate projects
internal changes
Fill in the gaps
If it can't be changed, then it won't be changed.
our problem
Plan error
Go through the change process
defect
Try to go through the defect repair process as much as possible, and if there are problems, go through the change process.
value added
A win-win situation, go through the change process
Illegal changes
Go through the process again
Written application, impact analysis, CCB submission, notification
It’s a fact, ask the user if they need it, and cancel it if they don’t need it.
After change approval and rejection
veto
Keep a change log
Notify interested parties
approve
Keep a change log
Update project management plan
Notify interested parties
Implement changes
track
End project or phase
introduction
After terminating all activities of the project, phase or contract, enter project closing
1. Externally: hand over products, services, and results, 2. Release the final performance report
Internal: 1. Update organizational process assets, 2. Adjust customer satisfaction, 3. Team members severance, 4. Project manager leaves
The project is a process of integration-division-integration
Archive project information, complete planned work, and free up organizational resources
The project manager reviews the project management plan to ensure all project work has been completed
In the event of early termination, procedures need to be in place to investigate and document
The finishing work is done externally first, then internally, handing over documents first, and then summarizing experiences and lessons.
enter
Project Charter
project management plan
project files
Verified deliverables
4.3->8.3->5.5->4.7
Business documents: business case, benefit management plan, verify whether expected value is achieved
protocol
Procurement documents
organizational process assets
Tools & Techniques
expert judgment
Meeting
Closing report meeting, customer summary meeting, experience and lesson meeting, celebration meeting
data analysis
Document analysis, regression analysis, trend analysis, deviation analysis
output
Project file updates
Update all files and mark them as final
Final product
final report
About the project, phases, scope, quality, cost targets, final product
project scope management
planning scope management
enter
Project Charter
Tools and Techniques
expert judgment
data analysis
Alternatives Analysis
output
demand management plan
Plan, track, and report various needs
Configuration management activities
Prioritize requirements
Metrics to measure and reasons for using them
Feedback which requirement attributes will be included in the requirements
scope management plan
Develop a scope statement
Create WBS
Determine how to maintain scope baselines
Formal acceptance of completed project deliverables
Gather requirements
introduction
Requirements->Scope Statement->WBS->Progress and Cost Baseline
demand trap
enter
Project Charter
SOW
project management plan
scope management plan
demand management plan
Stakeholder Management Plan
project files
Hypothetical log
Lessons Learned Register
Mainly aimed at adaptive and iterative projects
Interested Party Register
project files
Describe the necessary, expected, and optional standards that should be met to meet the business
protocol
organizational process assets
business environment factors
Tools & Techniques
expert judgment
data collection
Brainstorming
creativity
Interview
Interview senior executives to collect manufacturer characteristics and confidential information
focus group
Lead interactive discussions
More exciting than one-on-one
Questionnaire
Diverse audiences, fast, location analysis, statistical analysis
Benchmarking
Comparing practices with other organizations, best practices
data analysis
Document analysis, including review and evaluation of any relevant documents
decision making
vote
autocratic decision making
multi-criteria decision analysis
A systematic way to evaluate and rank numerous creations
Data performance
Affinity diagram
Group ideas
mind Mapping
A picture inspires creativity
Interpersonal and team skills
nominal group
Facilitate brainstorming
Voting ranking tool, is subjective
Pareto Sorting: Objective sorting tool that is objective
observe and talk
guide
Combination of guidance and theme meetings
Quickly define requirements gaps across cross-functional stakeholders
reach consensus
Guidance situation
JAD
Suitable for software industry
QFD
Adapt to manufacturing industry
user stories
System interaction diagram
A visual description of the product scope, showing the system and its interaction with people
prototype method
output
requirements document
Business needs
quality requirements
Requirements Tracking Matrix
Link business goals to project goals
Correspondence between product requirements and deliverables
Prevent requirements from being forgotten
Prevent demand deviation
Define scope
enter
requirements document
Technology & Tools
product analysis
Describe products or services as meaningful deliverables
Interpersonal and team skills
guide
Research planning will guide skills to coordinate different expectations and different stakeholders to achieve cross-functional consensus
decision making
Multi-criteria decision analysis
output
project scope statement
Product range description
Characteristics of products, services or results
Deliverables
Acceptance Criteria
Project Exclusions
Glossary
Project scope, deliverables, assumptions, constraints
Document scope, describing deliverables in detail
Represent consensus among project stakeholders on project scope
Develop consensus for evaluating whether change requests or additional work exceed project boundaries
introduction
Define a high-level vision
Create WBS
enter
project management plan
scope management plan
project files
project scope statement
Technology & Tools
Expert analysis
break down
output
Scope Baseline
project scope statement
WBS
work package
planning package
WBS Dictionary
Assumptions and constraints
Required resources
Quality requirements
Acceptance Criteria
Glossary
Broken down to be manageable, done only once, or only at predefined points in the project
Confirm scope
enter
project scope management plan
Scope Baseline
demand management plan
Tools & Techniques
examine
The meaning of audit: - In addition to deliverables, influencing factors: procedures, policies, etc.
The inspection only targets the deliverables to determine whether the deliverables meet the requirements and product acceptance standards.
decision making
output
Deliverables for acceptance
Formal documents formally signed and approved by the client or sponsor, which are submitted to the closing stage, process
change request
The reasons for failure of acceptance that have been completed but not accepted should be recorded.
job performance information
Control range
enter
Scope, requirements, change, configuration management plan
Scope Baseline
performance measurement benchmarks
Tools & Techniques
data analysis
Deviation analysis
trend analysis
output
job performance information
change request
Project Management Plan Update
scope management plan
Scope Baseline
progress baseline
performance measurement benchmarks
Project file updates
Lessons Learned Register
introduction
Define scope of work
Product scope, project scope
Project scope completion is measured against the project plan
Product scope completion is measured against product requirements
The requirements management process begins with a needs assessment
SOW: Requirements, Vision, Solutions, SOW=Problem
Business analysts are responsible for activities related to requirements management
If the completion date does not change, it is not called a schedule baseline change. If the BAC does not change, it is not called a cost baseline change. Any change in scope is called a scope change.
Project progress management
Planning progress management
enter
Project Charter
Overall milestone schedule
project management plan
scope management plan
development method
Tools & Techniques
expert judgment
data analysis
Meeting
output
progress management plan
formal or informal
control threshold
Other content
Progress model, release and iteration length, etc.
progress model
Deterministic model-key path method
Probabilistic Model-Plan Review Technique
Hybrid
criticality
Organization Program Links
control account
Define activities
enter
progress management plan
Scope Baseline
Tools & Techniques
break down
Final output: activity
rolling planning
subtopic
Meeting
Team members, subject matter experts
Face-to-face or virtual meetings, formal or informal meetings
output
Activity list
Activity properties
Milestone List
change request
Project Management Plan Update
progress baseline
cost basis
Sequence activities
enter
project management plan
progress management plan
Scope Baseline
project files
Activity properties
Activity list
Hypothetical log
Milestone List
Tools & Techniques
predecessor relationship drawing method
FS, FF, SS, SF
Determine and integrate dependencies
mandatory dependencies
objective existence
selective dependency
Based on specific application areas and best practices
external dependencies
Dependencies between project activities and non-project activities
internal dependencies
Dependencies between project activities
lead and lag
Lead time: The amount of time that a successor activity is in advance relative to its predecessor activity.
Lag: The amount of time a successor activity needs to be delayed relative to its predecessor activity
project management information system
output
Project progress network diagram
Logical relationships between activities
path convergence
Multiple immediate activities
path branch
Multiple follow-up activities
Project file updates
Activity properties
Including the necessary sequence of events
Activity list
Hypothetical log
Constraints
Milestone List
Estimate activity duration
enter
project management plan
progress management plan
Scope Baseline
project files
Activity properties
Activity list
Hypothetical log
Lessons Learned Register
Milestone List
resource breakdown structure
Tools & Techniques
expert judgment
analogy estimation
Lower cost, less time consuming, less accurate
Techniques that use similar, historical data to estimate site,costs
Similar data
For example: A’s children are all similar to A, so the comparison is based on appearance.
parameter estimation
Basic historical data
Use algorithms
statistical relationship
Accuracy depends on model maturity
Data on different variables, for example, Virgos tend to give negative reviews
three point estimate
Uncertainty, improving the accuracy of duration estimates
Commonly used formula: tE=(tO tM tP)/3
Bottom-up estimation
Summarize WBS components
Further refine estimates of specific duration
data analysis
Alternatives Analysis
Reserve analysis
Used to determine the amount of contingency reserves and management reserves required for the project
Contingency Reserve: To respond to identified risks that have been accepted
Known-Unknown Risks
decision making
Meeting
output
duration estimate
Skill level, resource quantity, resource calendar
law of diminishing returns
Resource quantity
skill improved
Employee incentive
Estimate basis
Project file updates
Activity properties
Hypothetical log
Lessons Learned Register
illustrate
First estimate the workload and number of resources
Number of working hours
Estimates are made by the project manager, and inputs required for duration estimates are provided by a person or group familiar with the activity.
Factors to consider when estimating time: Progressive elaboration, law of diminishing returns, student syndrome
Develop a progress plan
enter
project management plan
progress management plan
Scope Baseline
project files
Activity properties
duration estimate
Milestone List
risk register
Tools & Techniques
Progress network analysis
critical path method
Minimum construction period
deterministic model
Forward deduction
Backward reasoning
Resource optimization
resource balancing
Specific time, limited data, and over-allocation will lead to changes in critical paths
Resource smoothing
Do not change the key path
data analysis
What-if scenario analysis
Consider various scenarios
simulation
Monte Carlo analysis
lead and lag
Need to note: The lag amount needs to be applied to consider the relationship type, such as FS 15, 15 days after the predecessor activity is completed, SS 15, 15 days after the start, the successor action starts;
Progress compression
rush work
Minimize cost reduction, such as working overtime and adding additional resources
leading to increased risks and costs
Follow up quickly
Activities carried out partially in parallel
Increase quality risks and increase project costs
project management system
Agile release
output
progress baseline
Approved schedule model
Include baseline start date and baseline end date
Components of a project management plan
Project schedule
The output of the schedule model, including information such as planned time, duration, milestones, and required resources
bar chart
Facilitates control and communication with management
Easy to read and commonly used
milestone chart
Project progress network diagram
Active node method drawing, no time scale
Progress network diagram with time scale
Three forms of project schedule
milestone schedule
Outline schedule
Detailed progress plan
progress data
Resource histogram
Progress will affect the resource histogram, others will not affect the resource histogram.
cash flow forecast
Project Calendar
Available days, work shifts
Project Management Plan Update
progress management plan
cost basis
Project file updates
Resource requirements
control progress
enter
project management plan
progress management plan
progress baseline
Scope Baseline
performance measurement benchmarks
project files
Lessons Learned Register
Project Calendar
Project schedule
job performance data
Tools & Techniques
data analysis
Earned value analysis
Progress Variance (SV)
Schedule Performance Indicator (SPI)
Iterative burndown chart
performance review
Plan versus actual
trend analysis
Deviation analysis
Analysis bias
What-if scenario analysis
critical path method
Critical path deviation analysis
project management information system
Resource optimization
lead and lag
Progress compression
output
job performance information
progress forecast
Estimating and projecting future project events
introduction
Progress baselines relate to the change process
project cost management
planning cost management
enter
Project Charter
project management plan
progress management plan
risk management plan
Tools & Techniques
expert judgment
data analysis
Alternatives Analysis
Review strategic approaches to fundraising and methods of obtaining project resources
Meeting
output
cost management plan
Is an integral part of the project management plan for planning, scheduling and controlling costs
Estimate cost
enter
project management plan
Scope Baseline
cost management plan
quality management plan
project files
Lessons Learned Register
Project schedule
Resource requirements
risk register
Tools and Techniques
expert judgment
analogy estimation
Synchronous variable comparison
parameter estimation
Different change estimates
Bottom-up estimation
three point estimate
triangular distribution
cE=(cO cM cP)/3
beta distribution
ce=(cO 4cM cP)/6
data analysis
Alternatives Analysis
Reserve analysis
contingency reserve
Address identified risks
How to deal with rework
Known-Unknown Risks
quality cost
project management information system
decision making
vote
output
Cost Estimate
Costs that may be required to complete the project work
Contingency reserves for identified risks
Management reserves to deal with unplanned work
Estimate basis
illustrate
A cost estimate is a quantitative assessment of the likely cost of the resources required to complete an activity
Budgeting
enter
project management plan
cost management plan
resource management plan
Scope Baseline
project files
Estimate basis
Cost Estimate
Project schedule
risk register
business documents
business case
Identify key factors for project success, including accounting success factors
Benefit Management Plan
including target benefits
Tools & Techniques
expert judgment
cost summary
Summarize layer by layer through WBS
data analysis
Reserve analysis
Historical information review
Reviewing historical information can help with parameter estimation or analogy estimation
Funding Limit Balance
There is a difference between the planned expenditure and the fund limit, and the work progress plan needs to be adjusted.
Financing
management reserve
All changes are unknown - unknown risks. If it can be predicted, there will be no change.
output
Baseline Cost (BAC)
Approved project budget allocated by time period, excluding management reserves
Change control process approval should be obtained when utilizing management reserves
The cost baseline is the sum of the approved budgets for different schedule activities
Project funding requirements
Determine the total funding requirements and periodic funding requirements based on the cost baseline
Project file updates
Cost Estimate
Project schedule
risk register
Project Budget = Management Reserve Cost Baseline
Most budget questions refer to budget = cost basis
Control costs
enter
project management plan
project files
Project funding requirements
job performance data
Tools & Techniques
expert judgment
data analysis
Earned value analysis
Compare actual progress and cost performance to performance measurement baselines
EVM integrates scope baseline, schedule baseline, and cost baseline
Planned Value (PV)
Planned Value (PV)
Approved budget for planned work assignments
Planned value represents the work that should have been completed at a given point in time
PMB: The sum of PV is sometimes called the Performance Measurement Baseline
BAC: The total planned value of the project is called the budget at completion
EAC: Estimate at Completion
ETC: Completion of remaining work needs to be estimated
Earned Value (EV)
Earned value is a measurement of work completed and is the approved budget for work completed
The EV obtained must not be greater than the total PV budget of the corresponding module
Actual cost AC
AC= BAC: After the budget has been distributed, only AC can be greater than BAC, that is, cost overrun
PV=BAC: Completion date arrived
EV=BAC: Project completed
Deviation analysis
Cost deviation: CV=EV-AC
Progress deviation: SV=EV-PV
EVA progress deviation indicates whether the progress is behind or ahead of the progress baseline. When the project is completed, the EVA progress deviation will be equal to 0
Completion difference: VAC=BAC-EAC
Schedule Performance Index (SPI)
SPI=EV/PV
<1.0, does not meet the plan requirements
>1.0, exceeds plan requirements
Cost Performance Index (CPI)
CPI=EV/AC
<1.0, cost overrun
>1.0, cost balance
trend analysis
chart
predict
Estimate at Completion (EAC)
EAC=AC bottom-up ETC
Assuming ETC work is completed on budget
EAC=AC (BAC-EV)
Assume that ETC work is completed according to the current CPI
EAC=BAC/CPI
It is assumed that SPI and CPI will affect ETC work at the same time
EAC=AC [(BAC-EV)/(CPI*SPI)]
Reserve analysis
To-Complete Performance Index (TCPI)
To achieve specific management objectives, the use of remaining resources must meet cost performance indicators
TCPI=(BAC-EV)/(BAC-AC)
project management information system
output
job performance information
cost forecast
change request
Project Management Plan Update
cost management plan
cost basis
performance measurement benchmarks
Project file updates
Hypothetical log
Estimate basis
Cost Estimate
Lessons Learned Register
risk register
Preface
Cost budgeting is done from the top down and the project manager must evaluate from the bottom up
Cost baseline comes after scope baseline
cost trap
PM keeps accounts in person
Project quality management
Plan quality management
serial number
important output
core deliverables
quality report
Quality and grade
Quality is the phased achievement of practice
Level as design intent
If the quality is not up to standard, it must be a problem. Low grade is not necessarily a problem.
Prevention and inspection
Attribute Sampling and Variable Sampling
Tolerances and Control Limits
Five quality management levels
enter
Project Charter
project management plan
demand management plan
risk management plan
Stakeholder Engagement Plan
Scope Baseline
project files
Hypothetical log
requirements document
Requirements Tracking Matrix
risk register
Interested Party Register
Tools & Techniques
expert judgment
data collection
Benchmarking
Best Practices
Brainstorming
Get lots of ideas in a short amount of time
Interview
Feedback should be conducted in an environment of trust and without bias
data analysis
Cost-benefit analysis
quality cost
Prevention cost, assessment failure, failure cost, consistency cost, non-conformance cost
internal failure costs
Failures found in the project
external failure costs
Customer discovery failure
decision making
Multidimensional decision analysis
Data performance
flow chart
SIPOC
Understand and estimate the cost of quality of a process
Identify possible quality defects or areas for inclusion in quality inspections
logical data model
Matrix diagram
mind Mapping
Test and inspection planning
output
quality management plan
quality measures
Project Management Plan Update
risk management plan
Scope Baseline
Project file updates
Lessons Learned Register
Requirements Tracking Matrix
risk register
Related party registration positions
Management quality
enter
project management plan
quality management plan
project files
Quality control measurement results
quality measures
risk report
Lessons Learned Register
organizational process assets
Tools & Techniques
data collection
Checklist
data analysis
Alternatives Analysis
File analysis
process analysis
Root Cause Analysis
Used to identify the root cause of a problem and resolve it to prevent it from happening again
decision making
Multi-criteria decision analysis
Data performance
Affinity diagram
cause and effect diagram
Identify the main cause or root cause of the problem
flow chart
Histogram
Matrix diagram
Scatter plot
A graph of the relationship between two variables
audit
Best Practices
Practices, gaps and shortcomings
Improve process
Update Lessons Learned Knowledge Base
Design for X
problem solved
quality improvement methods
PDCA
Six Sigma
output
quality report
Test and Evaluation Documents
change request
Project Management Plan Update
quality management plan
Scope Baseline
progress baseline
cost basis
Project file updates
Problem log
Lessons Learned Register
risk register
Control quality
enter
project management plan
quality management plan
project files
Lessons Learned Register
quality measures
Test and Evaluation Documents
Approved change request
Deliverables
job performance data
Tools & Techniques
Tools & Techniques
Checklist
Checklist
statistical sampling
Questionnaire
data analysis
performance review
Root Cause Analysis
examine
Testing and Product Evaluation
Data performance
cause and effect diagram
subtopic
Control Charts
Histogram
Scatter plot
two similar quantities
Meeting
output
Quality control measurement results
Verified deliverables
job performance information
change request
Project Management Plan Update
quality management plan
Project file updates
Problem log
Lessons Learned Register
risk register
Test and Evaluation Documents
Project resource management
Introduction
physical resources
Equipment, materials, infrastructure
human Resources
Team members are involved in the planning stage
The project manager is the leader and manager of the project team
Initiating, planning, executing, monitoring and closing all aspects of the project, and building an efficient team. The project manager also needs to understand and support behaviors that comply with professional ethical requirements and ensure that all team members act in accordance with these requirements;
It is necessary to understand the current and future resource demand, resource allocation and resource supply, otherwise it is a risk
Rule resource management
enter
project management plan
quality management plan
Scope Baseline
project files
Project schedule
requirements document
risk register
Interested Party Register
Project Charter
Includes list of key stakeholders, milestones, etc.
Tools & Techniques
expert judgment
Data performance
hierarchical
A traditional organizational chart can be used
work breakdown structure
organizational breakdown structure
resource breakdown structure
Responsibility Allocation Matrix (RACI Matrix)
RACI: Perform, Responsible, Consult, Inform
text type
organization theory
Meeting
output
resource management plan
Roles and Responsibilities
Role
Authority
Project organization chart
Reporting project organizational relationships
Project team resource management
training
Team building
What's the plan
Recognition and rewards given to team members
Team charter
team values
Communication Guide
conflict resolution process
Conference Guide
Team consensus
Clarify acceptable behavior and reduce misunderstandings
The team understands the basic rules of the team and guides new members to integrate into the team
Project file updates
risk register
Hypothetical log
Description: Effective resource planning requires consideration of availability and competition for scarce resources
Estimate activity resources
enter
project management plan
resource management plan
Scope Baseline
project files
Activity properties
Activity list
Resource Calendar
Cost Estimate
Risk Register and Assumption Log
Tools & Techniques
expert judgment
Bottom-up estimation
analogy estimation
parameter estimation
data analysis
Alternatives Analysis
project management information system
Meeting
output
Resource requirements
Estimate basis
Provide a clear and complete explanation of how the resource estimate was derived
resource breakdown structure
Project file updates
Activity properties
Hypothetical log
Lessons Learned Register
Access to resources
enter
project management plan
resource management plan
Procurement Management Plan
cost basis
project files
Project schedule
Resource Calendar
Resource requirements
Interested Party Register
Tools & Techniques
decision making
Multi-criteria decision analysis
Interpersonal and team skills
negotiation
functional manager
Other project management teams
External organizations and suppliers
pre-dispatch
virtual team
Ability>Experience>Knowledge, Attitude>Skills
International factors: time difference > geography, language, problems that can be solved with money should be solved with money first
output
material resource allocation sheet
Project team dispatches work orders
Resource Calendar
change request
Project Management Plan Update
resource management plan
cost basis
Project file updates
Project schedule
resource breakdown structure
Resource requirements
Interested Party Register
Building a team
enter
project management plan
project files
Tools & Techniques
Centralized office
Increase communication and sense of community
virtual team
Reduce business trips and shorten distance
communication technology
Interpersonal and team skills
Recognition and Rewards
training
Individual and team assessment
Meeting
output
Team performance evaluation
Improved skills, improved competencies, reduced turnover rates, and enhanced cohesion
change request
Project Management Plan Update
resource management plan
Project file updates
Lessons Learned Register
Project schedule
Project team dispatches work orders
Resource Calendar
Team charter
Tuckman's Ladder Theory
Formative stage
shock stage
normative perspective
mature stage
dissolution stage
management team
enter
project management plan
resource management plan
project files
Team dispatch work order
Team charter
job performance report
Team performance report
Tools & Techniques
Interpersonal and team skills
conflict management
retreat, avoid
Tolerant, tolerant
compromise, mediation
force, command
Cooperation and problem solving
Make decisions
Emotional intelligence
Influence
leadership
project management information system
output
change request
Project Management Plan Update
resource management plan
progress baseline
cost basis
Project file updates
Problem log
Lessons Learned Register
Project team dispatches work orders
Control resources
enter
project management plan
project files
job performance data
protocol
Tools & Techniques
data analysis
Alternatives Analysis
Cost-benefit analysis
performance review
trend analysis
problem solved
Interpersonal and team skills
negotiation
Influence
project management information system
output
job performance information
change request
Project Management Plan Update
resource management plan
progress baseline
cost basis
Project file updates
Lessons Learned Register
material resource allocation sheet
resource breakdown structure
Project communication management
Introduction
Communication is based on all parties involved
Target information needs, available organizational assets, specific project needs
Provide relevant information to relevant parties in a timely manner and guide relevant parties to participate effectively
Carry out regularly
Planning communication management
enter
Project Charter
project management plan
resource management plan
Stakeholder Engagement Plan
project files
requirements document
Interested Party Register
Tools & Techniques
expert judgment
Communication needs analysis
Related information and communication needs in the stakeholder register and stakeholder engagement plan
Number of potential communication channels or approaches, including one-to-one communication and many-to-many communication
communication technology
Several factors affecting communication technology
urgency
Technical availability and reliability
Ease of use
Sensitivity and confidentiality of information
communication model
Basic sender and receiver communication model example
Interactive Communication Model Example
communication method
interactive communication
push communication
direct communication
Suitable for large amounts of complex information and large information audiences
Interpersonal and team skills
Communicate risk assessment
political awareness
cultural awareness
data table
Stakeholder Engagement Assessment Matrix
Meeting
output
communication management plan
Stakeholder communication needs
Information to be communicated, including language, form, etc.
Escalation steps
Project Management Plan Update
Stakeholder Engagement Plan
Project file updates
Project schedule
Interested Party Register
management communication
enter
project management plan
resource management plan
communication management plan
Stakeholder Engagement Technology
project files
Change log
Problem log
Lessons Learned Register
quality report
job performance report
progress report
status report
Tools & Techniques
communication technology
Whether the team works together
Information confidentiality, resource availability, etc.
communication method
communication skills
communication competency
feedback
Demo
Formal delivery of information or documents
project management information system
Project Report
Will prepare temporary reports, project demonstrations, etc.
Interpersonal and team skills
active listening
conflict management
cultural awareness
Conference management
interpersonal communication
political awareness
Meeting
output
Project communication record
Project Management Plan Update
communication management plan
Stakeholder Engagement Plan
Project file updates
Problem log
Lessons Learned Register
Project schedule
risk register
Interested Party Register
Organizational process asset updates
effect
Facilitate the effective flow of information between the project team and relevant parties
Supervise communication
enter
project management plan
communication management plan
resource management plan
Stakeholder Engagement Technology
project files
Lessons Learned Register
Problem log
Project communication record
job performance data
Data on the actual type and amount of communication that took place
Tools & Techniques
project management information system
expert judgment
data analysis
Stakeholder Engagement Assessment Matrix
Interpersonal and team skills
Observe and talk
Meeting
output
job performance information
change request
Project Management Plan Update
communication management plan
Stakeholder Engagement Plan
Project file updates
Problem log
Lessons Learned Register
Interested Party Register
project risk management
Project Procurement Management
Project stakeholder management
Identify interested parties
Preface
Typically preceded or concurrently with the preparation and approval of the project charter
enter
Project Charter
business documents
shop argument
Benefit Management Plan
project management plan
communication management plan
Stakeholder Engagement Plan
project files
Change log
Problem log
requirements document
protocol
All parties to the agreement are related parties
Tools & Techniques
expert judgment
data collection
Problem investigation
One-on-one surveys, focus group discussions, etc.
Brainstorming
Brainstorming
mind writing
data analysis
Stakeholder analysis
Position, role, stakes, expectations, attitudes, interests
File analysis
Data performance
Stakeholder mapping analysis and performance
power interest grid
It is more practical for small projects and projects with relatively simple stakeholder participation.
Meeting
output
Interested Party Register
change request
Project Management Plan Update
Demand Management Plan Update
Communications Management Plan Update
Risk Management Plan Update
Stakeholder Engagement Program Update
Project file updates
Hypothetical log
Problem log
risk register
Planning stakeholder engagement
output
Tools & Techniques
enter
Manage stakeholder engagement
output
Tools & Techniques
enter
Supervise stakeholder participation
output
Tools & Techniques
enter