The facilitator ensures that participants participate effectively, understand each other, and consider all opinions, Fully support the conclusions reached according to the established decision-making process

Rank ideas by voting, Used to facilitate brainstorming

Also known as work following, standing by, participatory

Work tracking

Cross-functional, support people, focus discussions

Often used in joint application development, where users and the project team jointly define requirements. A structured approach to converting user needs into product features

Sources of conflict include resource scarcity, schedule prioritization, and personal work style differences

Retreat avoidance: low status, little power

Moderation and tolerance: seeking common ground while reserving differences, and making peace with each other

Compromise and Mediation: Each side gives in. lose-lose

Coercion: Promoting the views of one party at the expense of others. Often leads to win-lose situations

Collaborative solution: Adopting a cooperative attitude to reach consensus can lead to a win-win situation

This includes preparing the agenda, ensuring representatives from each key stakeholder group are invited, and preparing and sending follow-up meeting minutes and action plans.

Negotiate with functional managers to obtain the best resources; negotiate with suppliers; negotiate among team members to help build a harmonious relationship of mutual trust

The preferred method of resolving all claims and disputes

Improve the team's ability to participate in decision-making and encourage them to work independently

Organize various activities to strengthen the team’s social relationships and create a positive and cooperative working relationship

Get opportunities for growth, get a sense of accomplishment, and get appreciation

All activities that improve the capabilities of project team members

Such as attitude surveys, structured interviews, ability tests and focus groups

Persuade others, express opinions and positions clearly, and listen actively and effectively; understand and consider various viewpoints in any situation; collect relevant information, solve problems and reach consensus while maintaining mutual trust

Ability to lead and motivate a team to do a good job

Includes notification of receipt, clarification and confirmation of information, understanding, and removal of barriers to understanding

Interact with others to exchange information and build connections

face to face

Face to face, fast, not objective

Support people, multi-person interaction, divided into groups

Speed, synergy, stimulation, spontaneity, inspiration, professional hosting

Suitable for: Diverse audiences, need to complete surveys quickly, geographically dispersed respondents, and suitable for statistical analysis

Compare with other organizations, either internal or external

Provide a basis for performance appraisal

Find role models and comparisons

Reasonably arrange various items and effectively collect useful data on potential quality issues.

Used for measurement control and quality confirmation, characterized by cost saving and rapid

Plan quality management to determine sampling frequency and scale

Includes a list of items, actions or points to consider

Examine industry conditions and specific seller capabilities

Documentation includes: Agreement; Business Plan; Business Process and Interface Documentation; Current Processes; Market Literature; Issue Log; Policies and Procedures; Regulatory Documents

Such as which scheduling methods are used and how to integrate different methods into the project

A contingency reserve, also known as a schedule reserve, is a duration included in the schedule baseline for identified risks that have been accepted. Related to “known-unknown” risks, contingency reserves can be drawn down, reduced, or eliminated.

Management reserves, specially set aside project budgets to cover unforeseen work within the project scope. Related to “unknown – unknown” risks that are not included in the schedule baseline but are part of the total project duration. Using management reserves may require changes to the progress baseline

Consider various scenarios, "What would happen if scenario X occurred?"

Based on many different assumptions, constraints, risks or scenarios, Use probability distribution representations to calculate multiple possible work package durations

Calculate trends based on remaining work to predict completion

Schedule performance measurement indicators used to evaluate deviations from schedule baselines

Key points: CV SV CPI SPI

A financial analysis tool used to estimate the advantages and disadvantages of alternatives to determine which alternatives will create the best benefits

Investment = back guarantee, best quality. quality is free

Prevention costs (consistency costs)

Evaluation cost (consistency cost)

Cost of failure (internal/external) (Cost of non-conformity)

Increase prevention costs, reduce evaluation costs, and try to avoid failure costs

Check the hypothesis log

A case-by-case examination of the project’s Strengths, Weaknesses, Opportunities and Threats (SWOT)

Evaluate the accuracy and reliability of data regarding individual project risks

The likelihood of characteristic risks occurring and their impact on the project

Risks with low probability risks and impacts will be placed on a watch list in the risk register for future monitoring

tornado diagram

Choose the best solution among alternatives, use different branches to represent different decisions, calculate the expected monetary value of each branch, and select the optimal path

Graphical aids to decision making under uncertainty

Represents the causal relationship between variables and results, the temporal sequence of events

Report

avoid

transfer

alleviate

accept

Report

open up

share

improve

accept

circumvent, exploit, transfer or share, alleviate or improve, accept

Also known as contingency plan, rebound plan

Design some response measures that will only be used when specific events occur. The trigger conditions for emergency response strategies should be defined and tracked, such as: intermediate milestones not being achieved.

Integrate the ideas obtained from brainstorming into a picture to reflect the commonalities and differences between the ideas

Used to categorize large numbers of ideas for further review and analysis

Show the interrelationships between steps in the process

Show the strength of the relationship between factors, causes, and goals where rows and columns intersect. Helps identify quality measures critical to project success

Examine problems, constraints and non-value-added activities encountered during the process

Eliminate non-value-added links and strengthen value-added

Helps identify the root cause of a problem

Display the number of defects for each deliverable and the arrangement of causes of defects

Pareto chart

Show the relationship between two variables. One axis represents any element such as process and environment, and the other axis represents quality defects.

Determine whether the project management process is in control and has predictable performance.

Control upper and lower limits, 7-point rule

If the process is within normal limits, it should not be adjusted; if the process is out of control, it must be adjusted.

hierarchical

text type

Responsibility Assignment Matrix

Display three-dimensional data, X-axis, Y-axis, and bubble size to represent the three parameters of risk

unanimously agreed

Most agree

A relative majority agrees

Raise your fist to express disapproval, and extend five fingers to express full support. Continue a show of hands until the entire group reaches a consensus (everyone holds up three or more fingers)

One person makes decisions for the entire group

Establish multiple criteria, such as: risk level, value and return, etc., to evaluate and rank numerous ideas

Finish to start FS

Complete to Complete FF

start to start SS

Start to finish SF

The construction period is zero and no resources are consumed; it is only used to show logical relationships; it can appear on the critical path;

Legal or contractual requirements, the inherent nature of the work, and often related to objective constraints.

Also called hard logical relationship or hard dependency relationship

Also known as preferred logical relationship, priority logical relationship or soft logical relationship

If fast tracking is planned, the corresponding optional dependencies should be reviewed, and consider whether adjustments or removal are needed

Antecedent relationships between project activities, usually within the control of the project team

Dependencies between project activities and non-project activities

Often outside the control of the project team

It is a beta distribution, PERT formula: (P 4M O) / 6. The probability of completion within this construction period is 50%

It is a triangular distribution, PERT formula: (P M O) / 3. The probability of completion within this construction period is 50%

Standard deviation formula: (P-O)/6. Using a normal statistical distribution chart, the construction period falls on the average construction period The probability of being within one standard deviation is 68.26%, The probability of being within two standard deviations is 95.46%, The probability of being within three standard deviations is 99.73%. If a standard deviation is used to estimate the construction period, then the construction period is within the average construction period. plus or minus one standard deviation.

Variance is the square of the standard deviation

The gap between rich and poor

The standard deviations of each activity cannot be added, only the variances can be added

The most pessimistic and optimistic levels of dispersion

The standard deviations of each activity cannot be added together.

standard deviation squared

The variances of each activity can be summed

It is used to estimate the shortest duration of the project and is the longest activity sequence in the project.

The critical path has zero total float

A progress network diagram may have multiple critical paths

When multiple paths converge or diverge at the same point in time, evaluate the need to aggregate schedule reserves to reduce the possibility of schedule delays.

Review the network to see if there are high-risk activities on the critical path, or activities with a large lead time, and whether it is necessary to use schedule reserves or implement risk response plans to reduce the risk of the critical path

resource balancing

Resource smoothing

Increase resource investment and trade resources for time. May result in increased risks and costs

Activities are carried out in parallel, potentially resulting in rework and increased risk

Change the logical relationship of activities and increase project risks

Identify any irregularities, gaps and deficiencies

Assess the effectiveness of risk management processes

Ensure risk audits are conducted at the frequency specified in the project risk management plan

Conduct a structured review of the procurement process and summarize lessons learned for use in future procurement projects

Consensus needs to be reached quickly, information exchanged in real time: Telephone conference

Not much information and objects. Send emails, reports, letters, press releases to recipients

There is a lot of information and objects. Build websites, write Weibo, bulletin boards, online courses

Interpersonal communication, face-to-face; group communication, three to six people; Public communication, to a group of people; mass communication, to a person or group sending information; Network and social communication tools

Helps clarify the purpose of key information, build effective relationships, enable information sharing and take leadership actions.

Reactive information about communications, deliverables, or situations, such as coaching, coaching, and consultation.

Convey meaning through appropriate body language such as gestures, intonation and facial expressions

A presentation is the formal delivery of information and documents.

Fixed Total Price FFP: Favorite

Total Price Incentive Fee FPIF

Total Price Economic Price Adjustment Contract FP-EPA

Cost fixed fee CPFF (fixed amount)

Cost Incentive fee CPIF (shared proportional incentive)

Cost Award Fee CPAF (Subjective Judgment Award)

Work and materials contract: scope is very unclear; cost compensation: somewhat clear; lump sum contract: very clear

Work and material contracts are fast

Select only specific sellers

Make choices based on fixed costs

For small quantity purchases, select suppliers that meet the requirements through a defined short list

Suitable for standardized or routine procurement

Methods for classifying relevant parties, such as: power and interest grid, power influence grid, role influence grid

Role refers to the ability of interested parties to change the project plan or execution

Influence refers to the extent to which interested parties proactively participate in the project

Interest refers to the extent to which stakeholders care about the results of the project

Power refers to the authority of the relevant parties

Used to determine the relative importance of identified parties by assessing their power, urgency, and legitimacy

Up, down, outward, sideways

If there are a large number of relevant parties with frequent changes and complex relationships, it is necessary to prioritize them.