PMP准备训练英文

PMP准备训练英文ObjectivesTobeabletodescribe:ProjectlifecycleCharacteristicsoftheprojectphasesKeyprojectstakeholdersOrganizationalandsocioeconomicinfluencesontheprojectKeymanagementskillsusedinmanagingaprojectProjectLifeCycleDefinesthebeginningandendoftheprojectDividestheprojectintophasesthatprovidebettermanagementcontrolandtheappropriatelinkstotheongoingoperationsoftheorganizationPhaseCharacteristicsDeliverables Tangible,verifiableworkproductsReviews Evaluationofdeliverablesandproject performancePhaseExitCriteria Measurementsusedtodetermineif projectshouldgointonextphaseCharacteristicsofLifeCycleDefinesthebeginningandendoftheprojectDeliverablesusuallyapprovedbeforeworkstartsonthenextphaseSometimesasubsequentphaseisbegunpriortoapprovalofthepreviousphase.Thisiscalledfasttracking.

DefinestechnicalworkandimplementersCharacteristicsofLifeCycle(cont.)Costandstaffinglevelsarelowatthestart,highertowardstheend,anddropasprojectclosesProbabilityofprojectsuccessislowatthestartoftheprojectandgetsprogressivelyhigherastheprojectcontinuesCostofchangesandoferrorcorrectiongenerallyincreasesastheprojectcontinuesPhasesandResourcesUsageConcept 5%Development 20%Implement 60%CloseOut 15%ProjectStakeholdersIndividualsandorganizationswhoareactivelyinvolvedintheprojectandwhoseinterestsmaybepositivelyornegativelyaffectedbytheprojectsuccessorfailureKeyStakeholdersProjectmanager ManagestheprojectCustomer UsestheproductorservicePerformingorganization EnterprisethatdoestheprojectworkSponsor ProvidesfinancialresourcesOrganizationalInfluencesOrganizationalsystems

Project-basedDeriveincomebyperformingprojectsforothersTreaton-goingoperationsasprojects(managementbyprojects)

Non-Project-basedNoproject-orientedsystemsinplacetosupportprojectneedsefficientlyandeffectivelyOrganizationalCultures

&StylesSharedvalues,norms,beliefs,andexpectationsReflectedinpoliciesandprocedures,viewofauthorityrelationships,etc.DirectlyinfluencestheprojectOrganizationalStructureFunctionalorganization–HierarchywhereeachemployeehasoneclearsuperiorProjectizedorganization–Mostoforganization’sresourcesareinvolvedinprojectworkandreporttotheprojectmanagerMatrixorganization–BlendofbothOrganizationalStructureProjectOfficeProvidesservicesrangingfromsupportfunctionstoprojectmanagers,suchastraining,software,templates,etc.toactuallybeingresponsiblefortheresultsoftheprojectFunctionalOrganizationSpecialistsgroupedbyfunctionDifficulttocrossfunctionallinesBarriersexistonhorizontalinformationflowFunctionalemphasis–loyaltiesmayimpedecompletionOrganizationalPlanningMatrixOrganizationMultiple-commandsystemIndividualsfromfunctionalareasassignedontemporarybasistoPMIndividualsreturntofunctionalorganizationCarefulplansandproceduresneededtominimizeeffectsofdualreportingOrganizationalPlanningMatrixOrganizationAdvantages

VisibleobjectivesEfficientutilizationofresourcesBetterco-ordinationBetterinformationflowRetentionofhomeafterprojectDisadvantagesMorethanonebossComplexstructuretocontrolDifferingprioritiesofPMandFMDuplicationofeffortConflictOrganizationalPlanningProjectizedOrganizationEmergesfromfunctionalwhenlatterimpedesprogressLineofauthorityisthePMUncertaintywheretogooncompletionofprojectTendencytoretainassignedpersonneltoolongFMsfeelthreatenedaspeopleareremovedfromtheirareasOrganizationalPlanningOrganizationalStructures

Type

PMAuthority Functional None ProjectExpediter Low ProjectCoordinator Low WeakMatrix Low–>Medium StrongMatrix Medium–>High Projectized HighOrganizationalPlanningGeneralManagementSkillsLeadingEstablishingdirection,aligningpeople,motivating,andinspiringCommunicatingReportingprojectperformance;decidinghow,when,inwhatform,andtowhomNegotiatingConferringwithothersinordertocometotermsorreachanagreementManagementSkills(cont.)ProblemsolvingDefiningthecausesofproblems,analyzingtheproblemstoidentifyviablesolutions,andselectingthebestoneInfluencingtheorganizationUnderstandingtheformalandinformalstructuresandthemechanicsofpowerandpoliticsandusingthisknowledgetogetthingsdoneSocial-Economic-Environmental

InfluencesProjectshavepositiveornegativeimpactsonpeople,economics,andtheenvironmentOrganizationsareaccountablefortheseimpactsStandardsandregulationsProjectplanshouldreflecthowstandardsandregulationsaffecttheprojectInternationalizationConsidertheeffectoftime-zonedifferences,nationalholidays,travelrequirements,teleconferencing,andpoliticaldifferencesSocial-Economic-Environmental

InfluencesCulturalinfluencesProjectsoperatewithinacontextofculturalnormsthataffectthewaypeopleandorganizationsintera