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MindMap Gallery PMP overall project management

PMP overall project management

The content of this picture is the overall management of the ten management aspects of information system project managers. Projects always involve different people and require the deployment of various resources. It would be very easy to handle if all of these are sufficient. But more often than not, these resources cannot meet the needs. This requires coordination and even finding a balance between conflicts or competition. Integrated management is coordination and unification to strive to meet the balance of each project. Then scientific choices can be made. The person in charge of integrated management must be the project manager, and the project manager must form an overall view of the project through integrated management. Then be confident about the subsequent work.

Edited at 2020-10-30 09:47:47

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PMP overall project management

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Outline

scope management

planning scope management

Develop a scope management plan that describes the process of defining, validating, and controlling scope

enter

Project Charter

Document the project purpose, objectives and metrics, project overview, assumptions, constraints, and high-level requirements to achieve the project's intent

project management plan

quality management plan

The way in which an organization's quality policies, methods, and standards are implemented on projects affects the way projects and products are managed.

Project life cycle description

The series of stages a project goes through from start to finish

development method

Waterfall

iterative

adaptive

Agile

Hybrid

business environment factors

organizational process assets

Tools and Techniques

expert judgment

Meeting

output

scope management plan

Describe how to define, develop, monitor, control, and validate project scope

How to create a scope statement

How to create a WBS from a scope statement

How to Maintain an Approval WBS

How to confirm and accept deliverables

How to handle scope statement changes

demand management plan

Describe how to analyze, document, and manage project and product requirements

How to plan, track and report on various requirements activities

Resources needed for demand management

training program

Strategies for project stakeholders to participate in requirements management

Criteria and corrective procedures for determining inconsistencies between project scope and requirements

Requirements tracking structure, that is, which requirement attributes are included in the tracking matrix and can be traced in which files

Configuration management activities

Gather requirements

The process of identifying, documenting, and managing the needs and requirements of stakeholders to achieve project objectives

enter

scope management plan

demand management plan

Stakeholder Management Plan

Project Charter

Stakeholder register

Tools and Techniques

Interview

focus group

Host guidance

guided seminar

Cross-functional requirements, coordination of stakeholders

Group innovation technology

Brainstorming

Judgment out of court, each expressing his or her own opinion, pursuing quantity, and learning from each other's strengths.

nominal group technique

Group discussion, inquiry one by one, review and ranking

Delphi technique

advantage

Leverage expertise and brainstorm

Express differences, leverage strengths and avoid weaknesses

The most effective judgment and prediction method

Prevent personal opinions from being incorrectly amplified

shortcoming

Unwilling to express different opinions due to human feelings

Out of self-respect, unwilling to correct original incomplete opinions

The process is complicated and takes a long time

Concept/Mind Map

Use pictures to reflect the commonalities and differences of ideas obtained through brainstorming

Affinity diagram

Face the problem head-on, fully collect information, and summarize

Multi-criteria decision analysis

Evaluate the ranking with the help of a decision matrix

group decision making techniques

Unanimity, majority principle, relative majority principle, dictatorship

Questionnaire

observe

prototype method

Benchmarking

System interaction diagram

A visual description of a product that shows how the system interacts with participants.

File analysis

output

requirements document

Business needs, stakeholder needs, solution needs, project needs, transition needs, related assumptions, dependencies and constraints

Requirements Tracking Matrix

A form that connects product requirements from sources to deliverables that satisfy the requirements

Scope definition

The process of developing detailed project and product descriptions

enter

scope management plan

Project Charter

requirements document

organizational process assets

Tools and Techniques

expert judgment

product analysis

Alternative generation

Techniques for developing more potential alternatives and identifying different approaches to project work

guided seminar

output

project scope statement

content

Product range description

Acceptance Criteria

Deliverables

Project Exclusions, Constraints, Assumptions

effect

Determine scope, communication basis, planning and control basis, change basis, planning basis

Project file updates

Create WBS

The process of breaking down project deliverables and project work into smaller, manageable components

enter

scope management plan

project scope statement

requirements document

Business environment factors, organizational process assets

Tools and Techniques

break down

Activity

Identify and analyze deliverables and related work

Determine the structure and arrangement of the WBS

Decomposition layer by layer from top to bottom

Develop assignment identification codes for WBS components

Verify that the level of deliverable decomposition is appropriate

in principle

Maintain project integrity at all levels and avoid missing essential components

A work unit can only be subordinate to an upper-level unit to avoid cross-subordination.

Work units at the same level should have the same properties

Work units can separate different responsible persons and different work contents

Management needs to facilitate project management planning and control

The lowest-level work should be comparable, manageable, and quantitatively checkable

Should include project management work, including subcontracting work

Functional or technical principles, organizational structures, systems or subsystems.

The bottom layer should be the work package

Precautions

Must be deliverable oriented

Must fit within project scope

The WBS underlying layer should support planning and control

There is only one person responsible for WBS elements

WBS should be controlled at 4-6 layers, and each work unit cannot be cross-subordinate.

Includes subcontracted work

All stakeholders and project members participate

WBS is not static

Decomposition method

Each stage of the life cycle serves as the second (first) layer

Primary deliverable as second (first) layer

Subproject as second (first) layer

expert judgment

output

Scope Baseline

Project file updates

scope confirmation

The process of formal acceptance of completed project deliverables

enter

project management plan

Requirements document, requirements tracking matrix

Confirmed deliverables, work performance data

Tools and Techniques

examine

group decision making techniques

output

Deliverables for acceptance

change request

Work performance information, project document updates

step

Determine when scope validation is required

Identify the investment required to validate scope

Determine the formally accepted criteria and elements for scoping

Determine the organizational steps for a scoping meeting

Organization scope confirmation meeting

significance

The scope and work content of the project were clarified, laying the foundation for improving the accuracy of cost and schedule estimates.

Established baselines for project progress measurement and control

Laying the foundation for further arranging work and tasks

scope control

Monitor project and product scope status and manage the process of scope baseline changes

enter

project management plan

Demand management plan, demand tracking matrix

Job performance data, organizational process assets

Tools and Techniques

Deviation analysis

output

job performance information

change request

Project management plan updates, project document updates, organizational process asset updates

related information

scope management work

meaning

Project scope refers to the sum of the project's "product scope" (i.e., the project outputs required by the project owner/customer) and the project's "work scope" (i.e., the work that the project organization must complete to deliver the project's final product). Project scope management refers to the comprehensive management of the project's "product scope" and "work scope", the most important of which is the management of the project's "work scope".

Clarify Project Boundaries: Scope Baseline

Approved project scope statement

WBS

WBS Dictionary

Monitoring the project: scope control

Prevent spread within project scope

Product Range

The work that a product or service should include is the basis of the project scope, a description of product requirements, and an important part of the project scope document.

Project scope

The work that must be done in order to be able to deliver the product

The definition of project scope is the basis of the project management plan

Requirements classification

Business needs

Stakeholder needs

excessive demand

Temporary capabilities required to transition from current state to future state

quality requirements

Any conditions or criteria that confirm the successful completion of a deliverable or the achievement of other project requirements

work package

The deliverables at the bottom of the WBS are work components, complying with the 8/80 principle

control account

Management control points. Can contain one or more work packages, each work package belongs to only one control account.

planning package

Under the control account, WBS elements whose contents are known but lack detailed activities are eventually broken down into work packages and specific activities.