Use this to decide whether the desired results of the project are worth the investment.

The sponsor uses this document as a basis for approval, rejection, and project or phase decisions

The cost and income expectations in this document are based on business environment factors. If business environment factors change Renew the business case

The project manager can perform business justification and must re-do the justification when it is discovered that the business environment factors have changed or are incorrect. and report

Rarely take exams

a judgment estimating tool

If the project manager girl has experience and has never done similar projects: 1. Leverage organizational process assets 2. Turn to subject matter expert SMEs

Get lots of ideas in a short amount of time

Interactive discussions led by trained moderators

Chat directly with stakeholders to obtain information

Can be one-to-one or include multiple interviewers or interviewees

Can be used to obtain confidential information

Used to coordinate and unify the different opinions of two or more parties

Three characteristics: Disagreements across departments or multiple parties fast reach consensus

Document high-level strategic and operational assumptions and constraints identified during project initiation

Assumptions: factors that the project success depends on and that the project manager cannot control

Constraints: Objective factors that limit the choice of project managers (negative career environment factors)

It is a list of tasks that need to be performed or checked in case they are missed.

Pay attention to the difference between initiating meeting and initiating meeting

Four themes: Present project plan and communicate project goals Assign roles and responsibilities Gain team commitment to the project (roles and responsibilities) Team members get to know each other and establish communication channels

All information technology software tools related to project management used by enterprises, generally not selected

Compared with the final product or service results, the deliverables are its components and partial results.

Project documentation to record and follow up on all issues

Three elements: what is the problem, who will be responsible for solving it, and when will it be solved?

What has happened is a problem, what is uncertain is a risk

First record the problem log, then analyze, then deal with it, and summarize the experience and lessons after handling it.

Find the best value for money among two or more solutions

Compare benefits and costs to ensure benefits are higher than costs, mostly used to select projects and alternatives

Quantitatively analyze scope, schedule, and cost performance, and predict future performance

Identify the root cause of the problem. Can be used for quality defects, process out of control, scope, schedule, cost performance deviations Team performance, morale, stakeholders and other issues

Predict whether future performance will be better or worse

Analyze the differences, causes and extent of deviations between actual and planned to determine whether to take measures

Changes to the communication management plan, stakeholder management plan, and resource management plan are not considered

The last performance report submitted and presented to stakeholders at the end of the project to summarize the project completion status

Summarize lessons learned→Update to organizational process assets

The project manager must complete the lessons learned summary before starting a new project

The project manager is responsible and cannot be replaced by others

procedural planning

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

Large audience, wide distribution, fast, and capable of statistical analysis

Comparison of practices with other comparable organizations, i.e. imitation, reference, copycat

Delphi: anonymous voting

Unanimous: everyone agrees

Most Agree: More than 50% agree

Relative majority agreement: decision-making based on the opinions of a relative majority, with more than two options

Don’t choose the exam

Consider multiple indicators for decision-making, usually using a scoring method, such as Gao Fu Shuai in the blind date market

Categorizing ideas generated by brainstorming

Integrate tools and emphasize connections

Secret ballot sorting

Get early feedback on requirements, i.e. MVP

Ensure that each requirement has business value and provide a method to track requirements throughout the project life cycle , ensuring that requirements can be delivered at the end of the project

Represents the consensus among project stakeholders on the project scope

Test points: If everyone disagrees on the scope later, please check this manual.

Four elements: product scope description, deliverables, acceptance criteria, exclusions

Three elements: scope statement, WBS, WBS dictionary

The lowest level of WBS work can estimate and manage its cost and duration.

There is a layer in the middle of the WBS where budgets are allocated and costs are controlled.

Information related to requirements, including how to confirm requirements

Uncontrolled expansion of product or project scope, with corresponding adjustments to time, cost, and resources

Deviation analysis: 1. Identify the deviation 2. Cause analysis (root cause analysis or cause and effect diagram) 3. Take measures

Prediction: Regardless of verification or acceptance, failure → go through the change process

Agile: Update PB, prioritized by PO

Procedural plan guides all progress management work

break down

rolling planning

Activity list

Activity attribute list

Milestone List

Typically related to objective constraints, such as equipment or resource availability

Create an order based on best practices

Not within the team's control, such as suppliers, etc.

under team control

The amount of time that a successor activity can be advanced relative to its predecessor activity

The amount of time that the successor activity needs to be delayed relative to its predecessor activity

Graphics that represent logical relationships or dependencies between project schedule activities (milestones can also show dependencies)

Shows when a specific resource is available during the project and for how long

Whenever you see that a resource is unavailable: update the resource calendar; or schedule tasks → refer to the resource calendar

The critical path is the longest sequence of activities in a project and determines the shortest possible project duration.

The amount of time an activity can be postponed or delayed without affecting the minimum duration of the entire project

Calculation formula: total floating time = latest start - earliest start or latest completion - earliest completion of this activity

The amount of time an activity can be postponed without affecting the earliest start of the successor activity

Calculation formula: earliest start of successor activity - earliest completion of stupid activity

By adjusting activity start and completion dates, resource constraints can be solved in the following two ways:

resource balancing

resource smoothing

Based on the existing schedule, consider various schedule risks, evaluate the feasibility of the schedule under different conditions, and prepare schedule reserves and contingency plans to deal with the impact of unexpected situations.

Without reducing the scope of the project, shorten or overtime the progress period to meet schedule constraints, mandatory dates, etc., which are divided into the following two types

rush work

Quick follow up

A document containing the planned start and planned finish dates for each activity, as well as the planned start and planned finish dates for the entire project

The approved schedule is called the schedule baseline

The horizontal bar represents the duration of the activity from start to finish date

Similar to a bar chart, but only identifies planned start or completion dates for major deliverables and key external interfaces

Resource requirements calculated by time period, quantity of resource requirements per unit time

Natural Calendar (365 days a year) > Project Calendar (minus holidays) > Resource Calendar (Available Time of Resources)

When the project is planned to be carried out

A procedural plan that describes how to plan, schedule, and control project costs

A budget specifically set aside for management control purposes to address unknown-unknown risks

Management reserves are not included in the cost baseline

When the management reserve is used, the cost baseline needs to be increased, resulting in a change in the cost baseline, which requires a change process.

Approved project budget allocated by time period, excluding any management reserves

BAC: Total PV, excluding management reserves

EV: The value of work actually completed by the team so far

PV: The value of the work currently planned to be completed by the team

AC: How much has it actually been spent so far?

Progress performance SPI=EV/PV

Cost performanceCPI=EV/AC

SV=EV-PV

CV=EV-AC

All states >0 and >1 are good, and vice versa. SV and SPI need to be viewed in conjunction with the critical path. If there is no special instructions, the default critical path will be used. If the non-critical path SPI>1, it means that the progress is behind, indicating that a large number of non-critical paths have been completed.

consistency cost

non-conformity cost

Describe how applicable policies, procedures, and guidelines will be implemented to achieve quality objectives

Test point: Modify or change the quality management plan → follow the change process, common description: reduce the scope and extent of testing, etc.

Stakeholders must be involved when defining to prevent failure of acceptance

Continuous improvement and improvement

It is an important tool for quality assurance with the purpose of improving the process and can be considered as part of the quality audit process.

Determine the root causes of deviations, defects or risks

Eliminating the root cause prevents the problem from recurring

Identify the main or root cause of the problem, and deduce the cause based on the results

Use a bar chart to display the number and causes of defects for each deliverable.

Prioritize

Histogram sorted by number of defects from high to low

When asked what to prioritize, choose Pareto chart

Shows whether there is a relationship between two variables

Two goals: 1. Compliance 2. Build confidence in the future

Structured and standardized summary of lessons learned

Focus on quality management processes and policies, rather than the deliverables themselves

Technical guidance on optimizing specific aspects

Define the problem→Identify the root cause→Generate possible solutions→Select the best solution→Execute the solution→Verify solution effectiveness

Refers to checking deliverables

Cause and effect diagrams, scatter diagrams, and Pareto charts can all be used

Identify errors, defects, vulnerabilities or other non-compliance issues in products or services

Usage scenarios: 1. Process stability 2. Is it controlled? 3. Batch generated tracking 4. Whether the improvements are effective

Used to determine whether a process is stable and has predictable performance

Two situations of loss of control

Specification upper and lower limits

Control upper and lower limits

Different countries, regions, time zones, cultures → virtual teams → preferred communication

Whenever you see multiple people responsible for one thing, first look for the responsibility allocation matrix This is not available in Agile because Agile teams self-organize

Used to show the relationship between work packages or activities and project team members; ensuring that only one person is involved in any task to avoid unclear authority

Insufficient ability: choose training

A guide on how to classify, allocate, manage and release project resources

Graphically represent project team members and their reporting relationships

If team meetings are not efficient, use team charters; Should be developed together by team members

Creates a document for the team about team values, consensus, and work guidelines; establishes clear expectations for acceptable behavior among team members

Identify the types and quantities of resources required for each work package or activity within a work package

It is a hierarchical display of resource categories and types.

Obtained from the functional manager or resource manager, the project manager needs to negotiate with the resource manager to obtain it.

Procurement obtained

pre-dispatch

virtual team

Project team dispatches work orders

form

Storm in the shock stage

Norm stage

Mature stage Perform

dissolution stage

Co-locate most or all of the most active project team members in the same physical location

Leverage remote technology to create an online team environment

Conflict management/influence/motivation/negotiation/team building

Whenever you see problems with collaboration or coordination, low morale, or low performance, look for team building

By holding various activities, we strengthen the social relationships of the team and create a positive and cooperative working environment, aiming to help members work together more effectively.

Cultural differences should be considered when determining recognition and rewards

Customized rewards, taking members’ needs into consideration

Project managers should base recognition as much as possible throughout the project cycle rather than waiting until the project is completed

Insufficient ability, looking for training

If a disagreement becomes a negative, it should be resolved by a team member If conflict escalates, the project manager should provide assistance to facilitate a satisfactory solution

retreat/evade

Easing/accommodating

Compromise/Mediation

force/command

Collaboration/Problem Solving (Best)

Refers to the ability to identify, assess, and manage personal emotions, the emotions of others, and the emotions of groups

Analyze communication needs and determine information requirements of project stakeholders

You cannot do things behind closed doors. You must determine the content, method, and frequency of communication based on the specific needs of different stakeholders.

When developing a communications management plan, consider the sensitivity and confidentiality of information and develop a social media policy for employees to ensure appropriate behavior, information security and intellectual property protection.

After understanding the received information, the receiver passes the restored thoughts or opinions to the original sender to confirm whether it was understood correctly, which is a guarantee of communication quality.

Responsible for the delivery of information, ensuring the clarity and completeness of information, and confirming that information has been correctly understood

Receive information completely, understand it correctly, and need to be informed that it has been received or respond appropriately

interactive communication

push communication

pull communication

Describe how to plan, structure, execute and monitor project communications to improve communication effectiveness

Not receiving, receiving too much, not being able to understand, or having new management requirements = dissatisfaction with communication

Whenever someone is dissatisfied with communication → look for a communication management plan

Prepare agenda, invite important attendees and ensure their attendance; handle on-site conflicts

Includes notification of receipt, clarification and confirmation of information, understanding, and elimination of glitches that prevent understanding

Typical examples: status reports and progress reports

Includes: Earned Value Charts, Trendline Forecasts, Reserve Burndown Charts, Defect Histograms, Contract Performance Information, and Risk Overview Analysis

Project communication artifacts include, but are not limited to: performance reports, deliverable status, schedule progress, costs incurred, demonstrations, and other information required by stakeholders

Describe how to organize and implement risk management activities

Procedural plan, cannot be changed directly

Risk categories are usually constructed with the help of a risk breakdown structure (RBS). The risk breakdown structure is a hierarchical presentation of potential risk sources and is very useful for identifying risks or classifying identified risks.

Risk ranking rules, listing both opportunities and threats

Risk value = probability * impact

Expert judgment, brainstorming, checklists, interviews, root cause analysis, assumptions and constraints analysis, SWOT analysis

According to the organization's own strengths and weaknesses (S, W), and the opportunities and threats of the external environment (O, T)

Record details of identified individual project risks; list of identified risks/persons responsible for potential risks/list of potential risk response measures

non-disposable

Categorizing risks helps focus attention and managers on areas with the greatest risk exposure

After qualitative analysis, important risks with high priority enter the quantitative risk analysis process and planning risk response process for further processing. Low-priority records are monitored in this list.

Use models to simulate the effects of individual risks and other uncertainties, often using Monte Carlo simulations

Ask which risk has the greatest impact on the project → sensitivity analysis

Use the comprehensive average result to select the best solution from several alternatives

Report

avoid

transfer

alleviate

accept

Report

open up

share

improve

accept

Only take corresponding measures when specific events occur

avoid/exploit/mitigate or enhance/accept

Spare tire; used when risks occur and primary countermeasures are insufficient

Risks directly caused by the implementation of countermeasures

There are still risks after taking measures, such as if a person carrying an umbrella does not get wet and his shoes get wet

Refers to the project comparing the remaining contingency reserve with the amount of remaining risk at any point in time to determine whether the remaining reserve is still reasonable

Assess risk management process effectiveness

Identify new risks; reassess current risks; close obsolete risks

Total price category

cost compensation

mixed type

Information invitation

Invitation for quotation

Invitation for Proposal

Improved form of brainstorming, not often tested

Stakeholder analysis produces a list of stakeholders and various information about them

four quadrants 1. Great power, high benefits - focus on management 2. Great power, low benefits - satisfy them 3. Little power, low benefits - supervision 4. Little power, only interests - inform at any time

Can be used to determine the relative importance of identified stakeholders

Stakeholder classification tool, suitable for large communities of complex stakeholders or complex relationship networks within the community of stakeholders.

Whenever there is a change in a stakeholder, the stakeholder register is updated first.

The main output is used to record the information of identified stakeholders, including but not limited to identity information and assessment information.

Don't understand type

Resistant

Neutral

Supportive

leadership type

Strategies and actions to promote effective stakeholder participation in decision-making and execution

When carrying out the management stakeholder participation process, adopt corresponding communication methods for each stakeholder according to the communication management plan

Conflict Management/Cultural Awareness/Negotiation/Observation and Conversation/Political Awareness