1.1.1.1 Progressive clarity

1.1.1.2 Temporary

1.1.1.3 Uniqueness

1.1.2.1 Normal end

1.1.2.2 Early ending

Monetary assets, market share, fixed facilities, stockholders' equity, public utilities

Brand awareness, strategic alignment, goodwill, reputation, trademark, public interest

1.7.1.1 Achieve business goals;

1.7.1.2 Meet the expectations of relevant parties;

1.7.1.3 Improve predictability;

1.7.1.4 Increase the probability of success;

1.7.1.5 Deliver the right product at the right time;

1.7.1.6 Resolve problems and disputes;

1.7.1.7 Respond to risks in a timely manner;

1.7.1.8 Optimize the use of organizational resources;

1.7.1.9 Identify, rescue or terminate failed projects;

1.7.1.10 Management constraints (such as scope, quality, schedule, cost, resources);

1.7.1.11 Balance the impact of constraints on the project (for example, scope expansion may increase costs or extend schedule);

1.7.1.12 Manage change in a better way

1.7.2.1 Exceeding the time limit;

1.7.2.2 Cost overruns;

1.7.2.3 Poor quality;

1.7.2.4 Rework;

1.7.2.5 The project scope expands out of control;

1.7.2.6 Damage to the organization’s reputation;

1.7.2.7 Relevant parties are not satisfied;

1.7.2.8 The project being implemented cannot achieve its goals.

organizational strategic capabilities

1.7.3.1 Link project results to business goals;

1.7.3.2 Launch market competition more effectively;

1.7.3.3 Support organizational development;

1.7.3.4 Respond to the impact of changes in the business environment on the project by appropriately adjusting the project management plan

Time, cost, and scope jointly restrict project quality

Time, cost, scope, resources, risks, and stakeholder satisfaction jointly restrict project quality

Need to prioritize

1.9.2.1 Definition: Programs, projects, portfolios, operations organized together to achieve strategic objectives

1.9.2.2 Scope: changes with changes in strategic goals

1.9.2.3 Change: The project manager continuously monitors internal and external changes

1.9.2.4 Planning: Establish and maintain necessary processes and communications

1.9.2.5 Management: manage and coordinate relevant personnel

1.9.2.6 Oversight: Oversee changes to strategic objectives, resource allocation, performance results and portfolio risks

1.9.2.7 Success: overall investment effects and benefits

1.9.8.1 Guide the organization’s investment decisions.

1.9.8.2 Select the best combination of program sets and projects to achieve strategic goals.

1.9.8.3 Provide transparency in decision-making.

1.9.8.4 Prioritize team and physical resource allocation.

1.9.8.5 Increase the likelihood of achieving expected return on investment.

1.9.8.6 Achieve centralized management of comprehensive risk forecasts for all components.

1.9.8.7 Project portfolio management also determines whether the project portfolio is consistent with the organization’s strategy

A series of portfolios with dependencies, obtaining additional benefits through portfolio management

1.9.4.1 Definition: A group of interrelated and coordinated projects, programs, to obtain benefits that cannot be obtained by independent management

1.9.4.2 Scope: includes the scope of the program components. The results of the components are coordinated and complementary to bring benefits to the organization.

1.9.4.3 Change: As delivery and output progress, make changes when necessary to optimize benefits.

1.9.4.4 Planning: Track project dependencies and progress and guide planning components

1.9.4.5 Management: Coordinate the activities of components to ensure the realization of benefits

1.9.4.6 Supervision: Supervise the progress of the project set to ensure the realization of the overall goals, schedule, budget and benefits

1.9.4.7 Success: The expected benefits, efficiency and effectiveness that the program delivers to the organization

1.9.7.1 Align organizational or strategic directions that impact program and project goals and objectives;

1.9.7.2 Assign program scope to program components;

1.9.7.3 Manage dependencies between program components to implement the program in the best possible way;

1.9.7.4 Manage program risks that may affect multiple projects within the program;

1.9.7.5 Resolve constraints and conflicts affecting multiple projects in the program set;

1.9.7.6 Solve problems between projects and programs as components;

1.9.7.7 Manage change requests within the same governance framework;

1.9.7.8 Allocate budget to multiple projects within the project set;

1.9.7.9 Ensure that the program and the projects it contains can achieve benefits

1.9.5.1 Definition: Creative temporary work

1.9.5.2 Scope: clear progressively detailed goals

1.9.5.3 Change: Make expectations for changes and implementation processes, and achieve change management and control

1.9.5.4 Planning: Gradually clarify high-level information and transform it into detailed plans

1.9.5.5 Management: Manage the project team to achieve project goals

1.9.5.6 Supervision: The project manager monitors the products, services, and results during the production process

1.9.5.7 Success: measured by product and project quality, time, satisfaction, and budget

Support daily business and achieve target strategies Continuous production operations

1.9.6.1 Continuity

1.9.6.2 Similarity

1.9.6.3 Standardized production

1.9.9.1 When developing new products, upgrading products or increasing production;

1.9.9.2 When improving operations or product development processes;

1.9.9.3 At the end of the product life cycle;

1.9.9.4 During each closing phase.

1.9.10.1 Project portfolios, programs and projects all need to be consistent with the organizational strategy, or driven by the organizational strategy, and serve in different ways to achieve strategic goals.

1.9.10.2 Organizational project management can be applied to systematically manage project portfolios, programs, and projects in order to align projects with the organization's strategic business objectives.

1.9.10.3OPM refers to the framework that integrates portfolio, program and project management and organizational drivers to achieve strategic objectives

1.9.10.4OPM is designed to ensure that the organization is undertaking the right projects and allocating key resources appropriately.

1.9.10.5OPM helps ensure that all levels of the organization understand the organization's strategic vision, the initiatives, goals, and deliverables that support the vision.

1.10.6.1 Determine one or more processes that need to be implemented at each stage;

1.10.6.2 Implement the identified process or processes at the appropriate stage;

1.10.6.3 Various attributes of the adjustment phase (such as name, duration, exit criteria and entry criteria).

1.11.1.1 Develop project charter (integration)

1.11.1.2 Identify relevant parties (interested parties)

1.11.2.1 Develop project management plan (integration)

1.11.2.2 Planning scope management (scope)

1.11.2.3 Gathering requirements (scope)

1.11.2.4 Define Scope (Scope)

1.11.2.5 Create WBS (scope)

1.11.2.6 Planning progress management (progress)

1.11.2.7 Define activities (progress)

1.11.2.8 Sequencing activities (progress)

1.11.2.9 Estimate activity duration (progress)

1.11.2.10 Develop a progress plan (progress)

1.11.2.11 Planning cost management (cost)

1.11.2.12 Estimated costs (costs)

1.11.2.13 Develop budget (cost)

1.11.2.14 Planning quality management (quality)

1.11.2.15 Planning Resource Management (Resources)

1.11.2.16 Estimating activity resources (resources)

1.11.2.17 Planning and communication management (communication)

1.11.2.18 Planning Risk Management (Risk)

1.11.2.19 Identify risks (risks)

1.11.2.20 Implement Qualitative Risk Analysis (Risk)

1.11.2.21 Implement quantitative risk analysis (risk)

1.11.2.22 Planning risk response (risk)

1.11.2.23 Planning and Procurement Management (Procurement)

1.11.2.24 Planning stakeholder participation (stakeholder)

1.11.3.1 Direct and manage project work (integration)

1.11.3.2 Managing project knowledge (integration)

1.11.3.3 Management quality (quality)

1.11.3.4 Obtain resources (resources)

1.11.3.5 Building the team (resources)

1.11.3.6 Management Team (Resources)

1.11.3.7 Management Communication (Communication)

1.11.3.8 Implement risk response (risk)

1.11.3.9 Implement procurement (procurement)

1.11.3.10 Manage stakeholder participation (stakeholders)

1.11.4.1 Monitor project work

1.11.4.2 Implement overall change control

1.11.4.3 Confirmation scope

1.11.4.4 Control range

1.11.4.5 Control progress

1.11.4.6 Control costs

1.11.4.7 Control quality

1.11.4.8 Control resources

1.11.4.9 Supervisory communication

1.11.4.10 Supervision risks

1.11.4.11 Control procurement

1.11.4.12 Supervise the participation of relevant parties

1.11.5.1 End the project or phase

Including the processes and activities carried out to identify, define, combine, unify and coordinate the various processes and activities of various project management process groups.

Includes the processes involved in ensuring that a project does, and only does, all the work required to successfully complete the project.

Includes various processes required to manage projects to completion on time.

Including the various processes for planning, estimating, budgeting, financing, financing, managing and controlling costs to complete the project within the approved budget.

Including the various processes that apply the organization's quality policy to plan, manage, and control project and product quality requirements to meet the expectations of interested parties.

Includes the process of identifying, acquiring, and managing the resources needed to successfully complete a project.

Includes the processes required to ensure the timely and appropriate planning, collection, generation, dissemination, storage, retrieval, management, control, supervision, and final disposition of project information.

It includes the processes of planning risk management, identifying risks, conducting risk analysis, planning risk responses, implementing risk responses and monitoring risks.

Includes the various processes involved in procuring or obtaining required products, services, or results from outside the project team.

Includes processes for: identifying people, teams, or organizations that affect or are affected by the project, analyzing stakeholder expectations and impacts on the project, and developing appropriate management strategies to effectively mobilize stakeholder participation in project decision-making and execution.

1.14.1.1 Name (e.g. Phase A, Phase B, Phase 1, Phase 2, Proposal Phase);

1.14.1.2 Quantity (for example, three phases of the project, five phases of the project);

1.14.1.3 Duration (such as one week, one month, one quarter);

1.14.1.4 Resource requirements (such as manpower, buildings, equipment);

1.14.1.5 The admission criteria for the project to enter a certain stage (for example, specific approval documents have been obtained, specific documents have been completed);

1.14.1.6 Exit criteria for project completion at a certain stage (such as approved documents, completed documents, deliverables achieved)

1.14.2.1 Concept development;

1.14.2.2 Feasibility study;

1.14.2.3 Customer requirements;

1.14.2.4 Solution development;

1.14.2.5 Design;

1.14.2.6 Prototype method;

1.14.2.7 Construction;

1.14.2.8 Testing;

1.14.2.9 Conversion;

1.14.2.10 Trial operation;

1.14.2.11 Milestone review;

1.14.2.12 Lessons learned.

1.14.3.1 Management requirements;

1.14.3.2 Nature of the project;

1.14.3.3 Uniqueness of the organization, industry or technology;

1.14.3.4 The components of the project, including but not limited to technology, engineering, business, process or law;

1.14.3.5 Decision points (e.g. funding, continue/terminate project, milestone review)

Stage gates may be called stage reviews, stage gates, key decision points, and stages. Segment entrance or stage exit

1.14.4.1 Compare projected project performance and progress with actual conditions

1.14.4.2 Actions to be taken after comparing stage gates

Raw observations and measurements collected from each activity being performed. Examples include work completion percentage, quality and technical performance measurements, start and end dates of schedule activities, number of change requests, number of defects, actual cost and actual duration, etc.

Performance data collected from each control process and integrated and analyzed based on relevant context and cross-domain relationships. Examples of performance information include the status of deliverables, implementation status of change requests, and forecasted estimates to completion.

A physical or electronic project document that compiles work performance information for the purpose of making decisions, asking questions, taking action, or raising concerns. Examples include status reports, memos, justification reports, information notes, electronic dashboards, recommendations and status updates

A needs assessment is usually conducted before a business case and involves understanding business goals and objectives, problems and opportunities, and making recommendations for how to deal with them. The results of the needs assessment may be summarized in a business case document

Project business case refers to a documented economic feasibility study report, which is used to demonstrate the effectiveness of the benefits of the selected solution that lacks sufficient definition, and is the basis for initiating subsequent project management activities. The business case sets out the objectives and rationale for starting the project. It helps measure the success of the project against the project objectives at the end of the project.

1.18.2.1 Business needs

1.18.2.2 Situation analysis

1.18.2.3 Recommended

1.18.2.4 Evaluation

The project benefits management plan describes how and when the project will achieve benefits, as well as the benefit measurement mechanisms that should be developed. Project benefits are the results of actions, behaviors, products, services or results that create value for the sponsoring organization and the project's intended beneficiaries. Target benefits should be determined early in the project life cycle and a benefit management plan should be developed accordingly. It describes the key elements of effectiveness

1. Developing a benefit management plan requires the use of data and information from the business case and needs assessment, for example, cost-benefit analysis data, in which the cost estimate has been compared with the benefits intended to be achieved by the project. 2. The development and maintenance of the project benefit management plan is an iterative activity. It is a complementary document to the business case, project charter and project management plan. The project manager works with the sponsor to ensure that the project charter, project management plan, and benefits management plan remain consistent throughout the project life cycle.

1.18.3.1 Target benefits (such as the tangible value and intangible value expected to be created through project implementation; financial value is reflected in net present value);

1.18.3.2 Strategic alignment (such as the degree to which project benefits are consistent with the organization’s business strategy);

1.18.3.3 Time limit for realizing benefits (such as stage benefits, short-term benefits, long-term benefits and continuous benefits);

1.18.3.4 Benefits owner (e.g. the person responsible for monitoring, recording and reporting on the benefits achieved throughout the time frame determined by the plan);

1.18.3.5 Measurement indicators (such as direct and indirect measurements used to show realized benefits);

1.18.3.6 Assumptions (such as factors that are expected to exist or are obvious);

1.18.3.7 Risks (e.g. risks of realizing benefits).

1.18.4.1 The project charter is a document issued by the project sponsor that formally approves the establishment of the project and authorizes the project manager to use organizational resources to carry out project activities.

1.18.4.2 A project management plan is a document that describes how a project will be executed, monitored and controlled.

1.18.5.1 Definition of project success and the most important factors

1.18.5.2 Involves other standards related to organizational strategy and delivery of business results