英文版培训资料：PMP Preparation Overview Updated for PMBOK

ProjectManagementInstitute–PMPPreparationWorksheet

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PMArea

AreaProcess

ImportantToolsandTechniques

MajorDeliverables(Outputs)

ProcessGroup

OtherNotes

ProjectIntegrationManagement–Processesrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated

ProjectPlanDevelopment–takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument

ProjectPlanningMethodology

ProjectPlan

Planning

ProjectPlanshouldinclude:ProjectCharter,ScopeStatement,WBS,Budget,Schedule,Risks,andothers.

ProjectPlanExecution–carryingouttheprojectplanbyperformingtheactivitiesincludedtherin

GeneralManagementSkills

WorkAuthorizationSystem

PMIS

WorkResults

ChangeRequests

Executing

PM’sroleistointegrateallpiecesofaprojectintoacohesivewhole.Itismanagement’s(e.g.seniormanagement)responsibilitytodefinetheprojectand“protect”itfromchanges.

OverallChangeControl–Coordinatingchangesacrosstheentireproject

ChangeControlSystem

PerformanceMeasurement

PMIS

ProjectPlanUpdates

CorrectiveAction

LessonsLearned

Controlling

PMmustbeconcernedwiththefollowingforoverallchangecontrol:

Influencingthefactorsthataffectchange.

Ensuringthatchangeisbeneficial.

Determiningthatachangehasoccurred.

Managingchangesastheyoccur.

ProjectScopeManagement–processesrequiredtoensurethattheprojectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully

Initiation–committingtheorganizationtobeginthenextphaseoftheproject

ProjectSelectionMethods

ExpertJudgment

ProjectCharter

Constraints

Assumptions

Initiating

ProjectManagershouldbeidentifiedinthisphase.PMIconsidersthisanoutput.

ScopePlanning–developingawrittenscopestatementasthebasisforfutureprojectdecisions

ProductAnalysis

Benefit/CostAnalysis

AlternativesIdentification

ExpertJudgment

ScopeStatement

Planning

ScopeStatementshouldinclude:

ProjectJustification

ProjectProduct

ProjectDeliverables

ProjectObjectives

ScopeDefinition–subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents

WBSTemplates

Decomposition

WorkBreakdownStructure

Planning

WBSisusedasabasisformanyplanningactivitiesandisconsideredveryimportantbyPMI.

ScopeVerification–formalizingacceptanceoftheprojectsscope

Inspection

FormalAcceptance

Executing

ScopeVerificationdealswiththeacceptanceofthework,notthecorrectnessofthework.QualityControldealswiththecorrectnessofthework.

ScopeChangeControl–controllingchangestotheprojectscope

ScopeChangeControlSystem

PerformanceMeasurement

ScopeChanges

CorrectiveAction

LessonsLearned

Controlling

CorrectiveAction–Anythingdonetobringexpectedfutureprojectperformanceintolinewiththeprojectplan.

ProjectTimeManagement-Processesrequiredtoensuretimelycompletionoftheproject

ActivityDefinition–identifyingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectdeliverables

Decomposition

ActivityList

Planning

Decompositionheregeneratesactivities(actionsteps)whereasdecompositioninScopeDefinitiongeneratesdeliverables.

ActivitySequencing–identifyinganddocumentinginteractivitydependencies

PrecedenceDiagrammingMethod(PDM)a.k.a.activity-on-node

ArrowDiagrammingMethod(ADM)a.k.a.activity-on-arrow

ConditionalDiagrammingTechniques(e.g.GERT)

ProjectNetworkDiagram

Planning

PDMhas4typesofdependencies(F-S,F-F,S-S,S-F).ADMonlyusesF-Sdependencies.

ADMusesdummies,PDMdoesn’t.

ActivityDurationEstimating–estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities

ExpertJudgment

AnalogousEstimating(i.e.TopDownEstimating)

Simulation

ActivityDurationEstimates

Planning

PERTandCPMestimatingcanonlybedrawnonanAOAdiagram.

CriticalPathisthelongestpaththroughanetworkdiagramandshowsearliestcompletionofaproject.ItcanbederivedusingCPM,PERT,orMonteCarlo.

ScheduleDevelopment–analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule

MathematicalAnalysis

DurationCompression

Simulation

ProjectSchedule

ScheduleManagementPlan

Planning

CPMtechniqueprovidesonly1estimatepertask(i.e.themostlikely).

PERTtechniqueprovides3estimates(Optimistic(O),Pessimistic(P),andMostLikely(M)).

PERTFormulas:

(P+4M+O)/6

StandardDeviation–(P-O)/6

Variance–((P-O)/6)2

ScheduleControl–controllingchangestotheprojectschedule

ScheduleChangeControlSystem

PerformanceMeasurement

ScheduleUpdates

CorrectiveAction

LessonsLearned

Controlling

Revisionsareaspecialscheduleupdate,whicharechangestothestartandfinishdatesinapprovedschedule.Theyareusuallyrevisedonlyinresponsetoscopechanges.

ProjectCostManagement-processesrequiredtoensurethattheprojectiscompletedwithintheapprovedbudget

ResourcePlanning–determiningwhatresources(people,equipment,materials)andwhatquantitiesofeachshouldbesuedtoperformprojectactivities

ExpertJudgment

AlternativesIdentification

ResourceRequirements

Planning

CostEstimating–developinganapproximation(estimate)ofthecostsoftheresourcesneededtocompleteprojectactivities

AnalogousEstimating(i.e.top-downestimating)

ParametricModeling(e.g.regressionanalysisandlearningcurve)

Bottom-UpEstimating

CostEstimates

CostManagementPlan

Planning

Analogousestimatingisgenerallylesscostlyandlessaccuratethanothertechniques.

Bottom-upestimatingaccuracyisdrivenbysizeofworkitemsbeingestimated.Smalleritemsincreasebothcostandaccuracy.

Formulastoremember:

SV=BCWP-BCWS

CV=BCWP-ACWP

SPI=BCWP/BCWS

CPI=BCWP/ACWP

CostBudgeting–allocatingtheoverallcostestimatetoindividualworkitems

CostEstimatingToolsandTechniques

CostBaseline

Planning

Costbaselineisatime-phasedbudgettomeasureandmonitorcostperformance.

CostControl–controllingchangestotheprojectbudget

CostChangeControlSystem

PerformanceMeasurement

RevisedCostEstimates

BudgetUpdates

CorrectiveAction

EstimateatCompletion(EAC)

LessonsLearned

Controlling

Formulastoremember:

EAC=BAC/CPI

ETC=EAC-ACWP

VAC=BAC–EAC

ProjectQualityManagement–processesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken

QualityPlanning–identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem

Benefit/CostAnalysis

Benchmarking

Flowcharting

QualityManagementPlan

Checklists

OperationalDefinitions(i.e.Metrics)

Planning

Quality:Thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.

CustomerSatisfaction:Conformancetorequirements,specifications,andfitnessforuse.

Qualityisplannedin,notinspectedin.

QualityAssurance–evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards

QualityPlanningToolsandTechniques

QualityAudits

QualityImprovement

Executing

Kaizen(ContinuousImprovement):Smallimprovementsinproductsorprocessestoreducecostsandensureconsistencyofproductsorservices.

ISO9000:Aninternationalstandardthatdescribesarecommendedqualitysystem.Doesnotincludequalityproceduresorforms.

Heuristicisaruleofthumb(e.g.RuleofSeven)

QualityControl–monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance

Inspection

ControlCharts

ParetoDiagrams

QualityImprovement

AcceptanceDecisions

Rework

Controlling

+/-1sigma=68.26%

+/-2sigma=95.46%

+/-3sigma=99.73%

+/-6sigma=99.99%

Variable:Characteristictobemeasured(e.g.size,shape)

Attribute:Themeasurement(e.g.inches,pounds)

StatisticalIndependence:Theprobabilityof1eventoccurringdoesnotaffecttheprobabilityofanothereventoccurring.

ProjectHumanResourceManagement–processrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject

OrganizationalPlanning–identifying,documenting,andassigningprojectroles,responsibilitiesandperformingrelationships

StakeholderAnalysis

HumanResourcePractices

OrganizationalTheory

Roleandresponsibilityassignments

StaffingMgmtPlan

OrganizationChart

Planning

PMFormsofPower:

Formal(legitimate)–BasedonPosition

Reward–GivingRewards

Penalty(coercive)–Penalizing

Expert–KnowledgeandExperience

Referent–Basedonreferencingsomeoneelse’spositionandpower.

PMIsaysbestformsofpowerareExpertandReward.Formal,Reward,andPenaltyarederivedfromPM’spositioninorganization.

StaffAcquisition–gettingthehumanresourcesneededassignedtoandworkingontheproject

Negotiations

Pre-assignment

Procurement

ProjectStaffAssigned

ProjectTeamDirectory

Planning

ConflictResolutionTechniques:

ProblemSolving(Confronting)

Compromising

Withdrawal

Smoothing

Forcing

PMIrecommendsProblemSolvingasbestchoicefollowedbycompromising.Forcingislast.

TeamDevelopment–developingindividualandgroupskillstoenhanceprojectperformance

TeamBuildingActivities

RewardandRecognitionSystems

Collocation

Training

PerformanceImprovements

Executing

Maslow’sHierarchyofNeeds(inorder):

Physiological(Lowest)

Safety

Social

Esteem

Self-Actualization(Highest)

MacGregor’sTheoryX–Peopleneedtobewatchedeveryminute.Theyareincapable,avoidresponsibility,andavoidwork.

MacGregor’sTheoryY–Peoplearewillingtoworkwithoutsupervisionandwanttoachieve.

ProjectCommunicationsManagement–processesrequiredtoensuretimelyandappropriategeneration,collection,dissemination,storageandultimatedispositionofprojectinformation

CommunicationPlanning–determiningtheinformationandcommunicationsneedsofthestakeholders:whoneedswhatinformation,whenwilltheyneedit,andwhowillgiveittothem

StakeholderAnalysis

CommunicationsManagementPlan

Planning

CommunicationsMgmtPlanmayinclude:

Whatinfoneedstobecollected&when

Whowillreceivetheinfo

Methodstogatherandstoreinfo

Whomaytalktowhom

Reportingrelationships

Schedulefordistributionofeachcomm..

InformationDistribution–makingneededinformationavailabletoprojectstakeholdersinatimelymanner

CommunicationSkills

InformationRetrievalSystems

InformationDistributionSystems

ProjectRecords

Executing

CommunicationMethods:

FormalWritten–ProjectPlans/Charters

FormalVerbal–Presentations,Speeches

InformalWritten–Memos,e-mail

InformalVerbal–Meetings,Conversations

Comm.Channels:N(N-1)/2whereNisequaltothenumberofpeople.

Performance

Reporting–collectinganddisseminatingperformanceinformation.Thisincludesstatusreporting,progressmeasurementandforecasting

EarnedValueAnalysis

PerformanceReviews

VarianceAnalysis

TrendAnalysis

PerformanceReports

ChangeRequests

Controlling

PerformanceReportingTools:

StatusReport

ProgressReport

TrendReport

ForecastingReport

VarianceReport

EarnedValue**

AdministrativeClosure–generating,gatheringanddisseminatinginformationtoformalizephaseorprojectcompletion

PerformanceReportingToolsandTechniques

ProjectArchives

FormalAcceptance

LessonsLearned

Closing

AdminClosureshouldbedoneforeachphaseoftheproject.

Inputsinclude:

PerformanceMeasurementDocumentation

Documentationoftheproductoftheproject

Otherprojectrecords

ProjectRiskManagement–processesconcernedwithidentifying,analyzingandrespondingtoprojectrisk

RiskManagementPlanning–decidinghowtoapproachandplantheriskmanagementactivitiesforaproject

PlanningMeetings

RiskManagementPlan

Planning

Theriskmanagementplandoesnotaddresstheresponsetospecificrisks(seeriskresponseplan).Elementsinclude:

Methodology

Roles&Responsibilities

Budgeting

Timing

Scoring&Interpretation

Thresholds

ReportingFormats(forRiskResponseplan)

Tracking

RiskIdentification–determiningwhichrisksarelikelytoaffecttheprojectanddocumentingthecharacteristicsofeach

Checklists

Flowcharting

Interviewing

Risks

RiskSymptoms(i.e.Triggers)

Planning

TypesofRisk:

Business–Riskofagainorloss

Pure(Insurable)–Onlyariskofloss

SourcesofRisk:Schedule,Cost,Quality(i.e.tripleconstraints),andPerformanceorScopeofWork.

QualitativeRiskAnalysis–assessingtheimpact&likelihoodofidentifiedrisks,prioritizingthembasedontheirimpacttotheproject’sobjectives

RiskProbabilityandImpact

Probability/ImpactRiskRatingMatrix

ProjectAssumptionsTesting

DataPrecisionRanking

OverallRiskRankingfortheproject

ListofPrioritizedrisks

Listofrisksforadditionalanalysis&mgmt

Trends

Planning

Useoflowprecisiondatamayleadtoananalysisthatisnotuseable.RisksareratedagainsthowtheyimpacttheprojectsobjectivesforCost,Schedule,ScopeandQuality.

Riskscalculatedashighormoderatewouldbeprimecandidatesforfurtheranalysis.

ProjectRiskManagement(Continued)–processesconcernedwithidentifying,analyzingandrespondingtoprojectrisk

QuantitativeRiskAnalysis–analyzenumericallytheprobabilityofeachriskanditsconsequenceonoverallprojectactivities,aswellastheextentofoverallprojectrisk

Interviewing

SensitivityAnalysis

DecisionTreeAnalysis

Simulation

PrioritizedlistofQuantitativeRisks

Probabilisticanalysisoftheproject

Probabilityofachievingthecostandtimeobjectives

Trends

Planning

Quantitativeanalysisfollowsqualitativeanalysis.Itrequiresriskidentification.Objectivesinclude:

Determineprobabilityofreachingprojectobjectives

Determinesizeofcontingencyneeded

Identifyrisksrequiringmostattentionbasedontheirpriority

Identifyrealisticcostandscopetargets

RiskResponsePlanning–developingoptionsanddeterminingactionstoenhanceopportunitiesandreducethreatstoprojectobjectives

Avoidance

Transference

Mitigation

Acceptance

RiskResponsePlan

Residual&SecondaryRisks

ContractualAgreements

ContingencyReserveamountsneeded

Planning

ContingencyPlanisappliedtoidentifiedrisksthatariseduringtheproject.Afallbackplanisdevelopediftheriskhashighimpact,orifthestrategymightnotbefullyeffective.ContingencyAllowanceaccountsforknownrisks.

Risksthatariseasaresultofimplementingthecontingencyplanarecalledsecondaryrisks.

RiskMonitoringandControl–keepingtrackofidentifiedrisks,monitoringresidualrisksandidentifyingnewrisks,ensuringtheexecutionofriskplans,andevaluatingtheireffectivenessinreducingrisk

ProjectRiskResponseAudits

PeriodicProjectRiskReviews

EarnedValueAnalysis

TechnicalPerformanceMeasurement

Workaroundplans

Correctiveaction

Projectchangerequests

Riskdatabase

Updatestoriskidentificationchecklists

Updatestoriskresponseplan

Controlling

PurposeofRiskMonitoringistodetermineif:

Riskresponsesimplementedasplanned

Riskresponseactionswereaseffectiveasplanned

Projectassumptionsarestillvalid

Risktriggerhasoccurred

Riskexposurehaschanged

ProjectProcurementManagement–processesrequiredtoacquiregoodsandservicesfromoutsidetheperformingorganization

ProcurementPlanning–determiningwhattoprocureandwhen

MakeorBuyAnalysis

ExpertJudgment

ContractTypeSelection

ProcurementManagementPlan

StatementsofWork

Planning

Mainreasontobuy(overmake)istodecreaserisk(cost,schedule,andperformanceorscopeofwork).

ContractTypeSelection:

CR–CostReimbursable.Buyerbearshighestriskforcost.

FP–FixedPrice.Buyerhasleastcostrisk.

T&M(i.e.UnitPrice)–TimeandMaterials.Buyerhasmoderatecostrisk.

Incentives–Helpbringseller’sobjectivesinlinewithbuyer’sobjectives.

SolicitationPlanning–documentingprojectrequirementsandidentifyingpotentialsources

StandardForms

ExpertJudgment

ProcurementDocuments

EvaluationCriteria

SOWUpdates

Planning

RFP(RequestforProposal)–Requestsdetailedproposalonhowworkwillbeaccomplished.

IFB(InvitationforBid)–Requestsonepricetodoallwork.

RFQ(RequestforQuotation)–Requestsaprice