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마인드 맵 갤러리 Forty notes on the PMP exam
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Forty notes on the PMP exam
Combined with the PMP exam syllabus, it has compiled most of the test knowledge on traditional projects, hybrid projects, and agile projects, covering the main exam points. You are welcome to forward it and use it to get your certificate in one fell swoop.
2023-03-01 10:40:39에 편집됨
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Forty notes on the PMP exam
1. Division of responsibilities among key stakeholders
internal
sponsor
business case
Project Charter
Project Acceptance
Super PM ability
You can’t look to the sponsor for everything
When the project manager makes a series of efforts to no avail
Beyond the control of the project manager
functional manager
Access to resources
PMO
PMO type
Manage compliance
Management benefits
Governance Committee
Super PM ability
CCB
Change approval
risk owner
planning and implementation
Monitor risks
external
client
Project Acceptance
end user
Use of results
supplier
purchase
2. Project manager leadership style
leadership style
Transactional
Focus on goals, feedback and achievements to determine rewards
transformational
Promote innovation and creativity
Servant
Think about others and pay attention to their growth
laissez-faire
Allow teams to make autonomous decisions and set goals
Charming
Full of energy, enthusiasm and confidence
interactive
Combines transactional, transformational, and charismatic characteristics
leadership style
command type
Explain the tasks that subordinates need to complete
Demonstration type
Discuss with subordinates, but make the final decision yourself
participatory
Discuss with subordinates and make decisions together
Supportive
Sincerely help subordinates when they need it
3. Evaluate and deliver project benefits and value
Participation roles and responsibilities
PMO: planning and tracking, managing benefits
Key Stakeholders: Reaching Consensus
tool
Cost-benefit analysis
Value Analysis
document
Benefit Management Plan
business case
Benefit realization plan
Benefit realization roadmap
benefit register
Benefit breakdown structure
4. Develop input and output of project charter
Business case (input)
Business needs
Contribution to business goals
Cost-benefit analysis
Focusable strategy
Including market demand, organizational needs, technological progress, legal requirements, etc.
Project Charter (Output)
Sponsor Release and Approval
Approval of project establishment
Authorize project managers to mobilize resources
High-level requirements and project description, name and authority, project kick-off meeting
5. Project management plan and project documents
project management plan
9 1 2 3
performance measurement benchmarks
Project life cycle description
development method
project files
Activity requirements, activity lists, change logs, etc.
Requirements documents, quality reports, etc.
Team charter, stakeholder register, etc.
6. Change control flow chart
1. Identify changes
2. When changes occur, review the change management plan
3. Change documentation
4. PM and team analyze impact
"Meeting to discuss" means that it has been recorded
There are documents, the reason for discussion is analysis
Therefore, a change management process should be implemented after the meeting
5. Develop a course of action
6. CCB approval
NO
Notify change initiator
YES
7. Update project management plan and project documents
8. Implement changes and notify relevant parties
Finish
7. Closing flow chart
1. Final acceptance of the project
2. Deliverables handover
3. administrative closing
4. Issue final project report and complete work performance evaluation
5. Organize experiences and lessons learned and conduct comprehensive project evaluation
6. Archived for future project audit
7. Stakeholder satisfaction survey
8. Disband the team and hold a celebration banquet
8. The concept of scope
Product Range
The features and functions of a product, service or result
Project scope
Work that must be done to deliver a product, service, or result with a specific function
Sometimes also includes product range
project scope statement
Product range description
Deliverables
Acceptance Criteria
Project Exclusions
Project Charter
Documents approving project start
WBS
The layers and breakdown of the full scope of work required to achieve project goals and create deliverables
Requirements Tracking Matrix
Link each requirement to business goals
Ensure every requirement has business value
Provides a framework for managing product scope changes
9. Sorting out the deliverables
Direct and manage project work
Deliverables
QC
Verified deliverables
scope confirmation
Deliverables for acceptance
End project or phase
Handover of final deliverables
10. The customer does not accept the problem-solving ideas
what to do next
Review the project scope statement
Lookup Scope Baseline
Review the requirements document
View the requirements tracking matrix
how to avoid
Effective scope and requirements management
Correct requirements gathering
Involvement of key stakeholders
Regularly verify deliverables
Prevent scope creep
11. Concept and levels of budget
project budget
management reserve
cost basis
Control account costs
contingency reserve
work package cost
contingency reserve
activity cost
If the budget is not enough, go through the change process, CCB approval, and update the cost baseline.
12. 5 estimation methods
expert judgment
three point estimate
analogy estimation
Advantages: Ensures that no work is neglected due to inadvertence
Disadvantages: Sometimes it is difficult for lower-level managers to allocate costs
parameter estimation
Advantages: easy to calculate and not time consuming
Disadvantages: May not be accurate, depending on completeness of historical information used
Bottom-up estimation
Advantages: Accurate
Disadvantages: time-consuming, and can only be used after the WBS is accurately defined
13. Earned value calculation
Cost deviation CV=EV-AC
Progress deviation SV=EV-PV
Cost performance indexCPI=EV/AC
Schedule performance index SPI=EV/PV
ETC needs to be estimated upon completion
Atypical: BAC-EV
Typical: (BAC-EV)/CPI
Estimate at completion EAC=AC ETC
Completion deviation VAC=BAC-EAC
To-Complete Performance Index TCPI
By plan: (BAC-EV)/(BAC-AC)
Baseline change: (BAC-EV)/(EAC-AC)
14. Tools of quality
Cause and Effect Diagram (Root Cause Analysis)
Problem root cause
flow chart
Potential problems, logical relationships
Checklist
Collect data on potential quality issues
Checklist
Check the process one by one
Histogram
Common causes of problems
Control Charts
Is the process controlled?
seven point rule
Scatter plot
closeness between two variables
Matrix diagram
Identify quality measures critical to project success
quality cost
Consistency costs and non-conformity costs
Cost-benefit analysis
Comparison of quality costs and expected benefits
statistical sampling
Select samples and draw frequency
audit
follow standards
Identify best practices
Summarize experience and lessons
Confirm change implementation status
Design for X
Optimizing design in X aspects of product development
Both Lean and Lean Six Sigma belong to Lean
15. Quality management process
planning quality
Set quality standards
Management quality
Check whether standards and processes are correct
Batch product issues
Control quality
Verify deliverables
Propose corrective measures for results and problems
16. Output and main concepts of quality management
quality management plan
Used to establish quality management standards and quality processes
quality measures
Check deliverables
quality report
Help take corrective actions and be aware of quality expectations
Four theories of modern quality
Customer satisfaction
keep improve
Management Responsibilities
Mutually beneficial cooperation with suppliers
total quality management
Full-process management with full participation
Lean Six Sigma
reduce waste
17. Planning and managing project compliance
Confirm project compliance requirements
Classification Compliance Category
PMO control
Identify potential threats
risk register
Support compliance
executive report
Deviation analysis
control limits
Analyze and determine measures
Problem solving
Measure compliance
PMO participates in quality audit
18. Resource Tools
Influence
Trust each other and reach consensus
pre-dispatch
Bidding, know-how, project charter designation
negotiation
Coordinate resources with functional managers, other project management teams, and external organizations
Emotional intelligence
ability to control emotions
Multi-criteria decision analysis
Consider resource availability, cost, experience, abilities, knowledge, attitudes
training
lack of skills
team building activities
Improve interpersonal relationships
interpersonal relationships
Emotional intelligence, listening, empathy
Centralized office
tight matrix, war room
Recognition and Rewards
Reward good behavior
chart
Hierarchical type, matrix diagram, text type
19. Conflict Resolution Methods
retreat/evade
Withdraw from conflict
unsolved
Ease conflicts and put them on hold temporarily
Easing/accommodating
Seek common ground while reserving differences
One win and one lose
one party persuades the other party
Compromise/Accommodation
Give each other a step
lose-lose
Both parties are satisfied to a certain extent
force/command
Sacrifice one side and promote the other
One win and one lose
Time is tight, impact is big
Collaborate/Problem Solve
reach consensus
win-win
reach consensus
20. Output of resource management
resource management plan
Identify and obtain resources
Roles and Responsibilities
team building methods
training strategy
Resource control
Project organization chart
Project team resource management
Recognition and Awards Program
Team performance evaluation
Improvement of personal skills
Improvement of team capabilities
Enhancement of team cohesion
Reduction in team member turnover rate
Team charter
Team values and consensus
Communication and Meeting Guide
Communication, Conflict, Decision Criteria and Processes
21. Communication management tools and outputs
Communication needs analysis
Determine the information needs of relevant parties and brainstorm the type and format of information required
communication model
Encoding-transmission-decoding-confirmation-feedback
communication method
Push: email, reporting
Pull type: geographically dispersed, large audience
Interactive: video conferencing
communication skills
Communication competencies, feedback, non-verbal communication, presentations
22. Management of relevant parties
Interested Party Register
record information
Stakeholder analysis
Collect and analyze information to identify benefits, expectations and impacts
Stakeholder Engagement Plan
Management strategies developed to engage relevant stakeholders
Stakeholder Engagement Assessment Matrix
Compare current stakeholder engagement levels to desired engagement levels
Manage stakeholder engagement
Adjust management strategies according to environmental changes
Supervise stakeholder participation
Implement management strategies to increase support and reduce opposition
23. Analysis of relevant parties
Great power, great benefits
Focus on management
Big power, little profit
satisfy him
Little power, big benefits
Keep informed
Little power, little benefit
supervise
Highlight the model (large and complex)
that power
emergency level
legality
24. Communication and problem-solving ideas for relevant parties
Communication topic - information transfer
Information transfer failed
communication management plan
communication planning
Communication needs analysis
communication management
Stakeholder Issues—Stakeholder Participation
Relevant parties are dissatisfied and do not participate
Stakeholder Engagement Plan
Manage stakeholder engagement
Involve relevant parties as early as possible
Supervise stakeholder participation
Stakeholder management
25. Risk process
Plan risk management - identify risks - qualitative analysis - quantitative analysis - plan risk responses - implement risk responses - monitor risks
Update the risk register (documents first, update the risk register first after completing a task)
26. Tools of risk
Brainstorming
Identify individual and overall risks
Checklist
Utilizing the underlying layers of RBS
Root Cause Analysis
Discover underlying causes and formulate preventive measures
SWOT analysis
Comprehensive identification of risks
Probability and Impact Matrix
Qualitative: ranking, risk classification, low-risk watch list
Risk data quality assessment
Assess the usefulness of risk data
Interview
Leverage experience and historical data for analysis
sensitivity analysis
Quantitative: Tornado Chart
Decision tree analysis
Statistical methods, risk neutral
risk review meeting
Identify new risks, delete old risks, and evaluate existing risks
audit
Check risk response and risk management effectiveness
27. Risk control process
Known risks
known - known
analyze
implement coping strategies
known-unknown
analyze
happened
Search register
emergency response strategies
unknown-unknown
happened
analyze
preventive solution
change
residual risk
secondary risk
Bounce back plan
28. Risks, problems, changes in problem-solving ideas
Risk: events that may affect the project, focusing on the future
risk process
risk tools
Risk type
Problem: Risks that have occurred and affected the project, focus on now
Problem log
Yes—updated issue log
None—analyze first and solve later
29. Input and output of procurement
Procurement strategy
Delivery method, contract payment type, procurement stage
Procurement Management Plan
Include the type of contract to be used
Procurement documents
Invitation for proposal, invitation for quotation
Purchasing Statement of Work
Used by suppliers to determine needs
Supplier selection criteria
for rating and scoring
seller proposal
Potential supplier bids
30. Types of contracts
fixed total price
clear scope
Little buyer risk
Total price plus economic price adjustment
Long execution cycle
Total price plus incentive fee
Maximum price, reward savings, and oppose waste
cost plus fixed reward
Scope unclear, project complex, bonus unchanged
cost plus reward
The scope is unclear and the project is complex
cost plus incentives
Unclear scope, complex projects, reward cost savings
Work and materials contract
The scope is unclear and the project is not complex
31. Hybrid project management
Predictive life cycle
Plan ahead and execute once
Iterative life cycle
Feedback, improvements and modifications on unfinished work
incremental life cycle
Provide each completed deliverable for immediate use
Agile life cycle
There are both iterations and increments, and frequent delivery
32. Hybrid Agile Values
Responding to change is more important than following a plan
Customer collaboration is more important than contract negotiation
Working software is more important than complete documentation
Individuals and interactions are more important than processes and tools
33. Hybrid Agile Principles
1. Sustainable development, steady pace
2. Business and developers collaborate
3. Motivate project staff, provide support and believe they can deliver
4. The most effective way to convey information is face-to-face conversation
5. self-organizing team
6. Reflect regularly
7. Continuously deliver valuable software early
8. Available software is the primary criterion
9. The shorter the lead time, the better
10. Continuous improvement to improve agility
11. concise
12. welcome changes
34. The role of agility
team facilitator
Continuously guide project vision
Protect project work from interruption
Responsible for clearing obstacles
Inspire teams and create an environment
team
Full-time, self-organized
Make decisions by yourself and proactively solve problems
Use penetrating communication to share knowledge
Has private and public areas
product owner
Add and adjust user stories
Review feedback on project results
Develop product roadmap/release plan
35. Virtual Team
shortcoming
lack of communication
low team performance
solution
promote communication
Communicate in person
Meet with the project leader first, then the entire team
Regular meetings
Information Sharing
Kanban
Burndown Chart/Burn Up Chart/Shared Information Version
shared knowledge base
Shared calendar
Online discussion
Video conferencing tools
Email and voice
Make rules
36. Product agency list
Write acceptance criteria to ensure they are well documented
Made up of user stories
To comply with the 0/1 rule
Impact maps serve as effective input to the backlog
Before you start, just understand the main content of the first release
The epic story is written at the bottom
The main purpose of the product review meeting is: sort out the current demand list, prioritize, and split user stories
Only when the product backlog combing meeting is completed can the sprint planning meeting begin.
Risk response plans can be written and sequenced together with user stories
Minimum Viable Product MVP usually refers to the first release of output
37. User story prioritization technology
MoSCoW method
msut is required
should should have
could have
won't
Kano model
Basic needs - must
Performance needs - more is better
Pleasure need - high satisfaction
100 point method
Give each person 100 points, and they can use these points to vote for the most needed needs.
relative magnitude
Based on customer judgment, sort product features to maximize value
38. User story estimation method
Relative size estimate
Compare one story point and roughly estimate other story points
Estimating Poker
Workload estimation techniques for teams to reach consensus
Fibonacci Sequence Measures the Value of Planning Poker Points
T-shirt estimate
Simplified sizing techniques for teams to achieve consensus
Vote on matters
Estimating small user stories
Everyone is free to vote
estimated rate
Estimate the amount of work completed by the team per unit of time
39. Main Agile Tools
Information emission source
Share a site or location and share important information
Kanban
Efficiency monitoring using cumulative flow graphs
The lower the WIP quantity, the shorter the cycle time
probe
Detect unknown situations
Daily stand-up meeting
Members take turns answering work progress, plans, and questions
Track progress via burn-up chart/burn-down chart/task board
Issue added to parking lot, resolved in another meeting
planning meeting
PO explains the contents of the product to-do list
Time estimate for team members to determine task division
Jury
PO accepts or rejects user stories
The team discusses the next step with the PO
Review feedback on project results
Review meeting
Find problems, reasons, and solutions
Items to be improved are placed in the product backlog
40. Dealing with obstacles, obstacles and roadblocks
obstacle
A situation that slows down or impedes progress
hinder
can be overcome with a certain amount of effort
Roadblock
Events that cause work to stop or halt any progress
Obstacle Log
Document project obstacles
remove obstacles
First use of influence
Second use of resources
Third use of power to carry out work
Obstacle board
An action board in Kanban