ESSENCE OF PMBOK & PMP EXAM
PMBOK及PMP考试精要(考试串讲教材)
1Knowledge Areas知识体系
Primary Inputs输入
Tools ＆ Techniques工具及技术
Primary Outputs输出
INTEGRATION整体
制定项目章程 Develop Project Charter
1。合同（如果适用) Contract(When applicable）
2。项目工作说明书 Project statement of work
3。事业环境因素 Enterprise environmental factors
4。组织过程资产 Organizational process assets
1.项目选择方法 Project selection methods
2。项目管理方法论 Project management methodology
3。项目管理信息系统 Project management information system
4。专家判断 Expert judgment
1。项目章程 Project charter
制定项目初步范围说明书
1.项目章程 Project charter
2.项目工作说明书 Project statement of work
3。事业环境因素 Enterprise environmental factors
4。组织过程资产 Organizational process assets
1。项目管理方法系 Project management methodology
2。项目管理信息系统 Project management information system
3。专家判断 Expert judgment
1。项目初步范围说明书 Preliminary project scope statement
制定项目管理计划 Develop Project management Plan
1.项目初步范围说明书 Preliminary project scope statement
2.项目管理各过程 Project management processes
3.事业环境因素 Enterprise environmental factors
4.组织过程生产 Organizational process assets
1。项目管理方法系 Project management methodology
2.项目管理信息系统 Project management information system
3。专家判断 Expert judgment
1。项目管理计划 Progece management plan
指导与管理项目执行 Direct and Manage Project Execution
1。项目管理计划 Progece management plan
2。批准的纠正措施 Approved corrective actions
3。批准的预防措施 Approved preventive actions
4.批准的变更申请 Approved change requests
5。批准的缺陷补救 Approved defect repair
6。确认的缺陷补救 Validated defect repair
7。行政收尾程序 Administrative closure procedure
1.项目管理方法系 Project management methodology
2。项目管理信息系统 Project management information system
1.可交付成果 Deliverables
2。请求的变更 Requested changes
3。实施的变更请求 Implementde change requests
4。实施的纠正措施 Implementde corrective actions
5.实施的预防措施 Implementde preventive actions
6。实施的缺陷补救 Implementde defect repair
7。工作绩效信息 Work performance information
监控项目工作 Monitor and Control Project Work
1。项目管理计划 Progece management plan
2. 工作绩效信息 Work performance information
3。否决的变更请求 Rejected change requests
1。项目管理方法系 Project management methodology
2。项目管理信息系统 Project management information system
3。实现价值技术 Eamed value technique(EVT)
4。专家判断 Expert judgment
1.推荐的纠正措施 Recommended corrective action
2。推荐的预防措施 Recommended preventive action
3.预测 Forecasts
4。推荐的缺陷补救 Recommended defect repair
5。请求的变更 Requested changes
整体变更控制 Integrated Change Control
1。项目管理计划 Progece management plan
2。请求的变更 Requested changes
3。工作绩效信息 Work performance information
4。推荐的纠正措施 Recommended corrective action
5。推荐的预防措施 Recommended preventive action
6.推荐的缺陷补救 Recommended defect repair
7.可交付成果 Deliverables
1。项目管理方法系 Project management methodology
2。项目管理信息系统 Project management information system
3。专家判断 Expert judgment
1。批准的变更申请 Approved change requests
2。否决的变更请求 Rejected change requests
3。项目管理计划(更新） Project management plan(updates）
4。项目范围说明书(更新） Project scope statement(updates）
5。批准的纠正措施 Approved corrective actions
6。批准的预防措施 Approved preventive actions
7。批准的缺陷补救 Approved defect repair
8.确认的缺陷补救 Validated defect repair
9.可交付成果 Deliverables
项目收尾 Close Project
1。项目管理计划 Progece management plan
2。合同文件 Contract documentation
3.事业环境因素 Enterprise environmental factors
4.组织过程资产 Organizational process assets
5.工作绩效信息 Work performance information
6。可交付成果 Deliverables
1。项目管理方法系 Project management methodology
2。项目管理信息系统 Project management information system
3。专家判断 Expert judgment
1.行政收尾程序 Administrative closure procedure
2。合同收尾程序 Contract closure procedure
3。最终产品,服务或成果 Final product，service or result
4.组织过程资产(更新） Organizational process assets(updates）
SCOPE范围
范围规划 Scope Planning
1。事业环境因素 Enterprise environmental factors
2.组织过程资产 Organizational process assets
3.项目章程 Project charter
4。项目初步范围说明书 Preliminary project scope statement
5。项目管理计划 Project management plan
1。专家判断 Expert judgment
2。样板，表格与标准 Templates,forms，standards
1.项目范围管理计划 Project scope management plan
范围定义 Scope Definition
1。组织过程资产 Organizational process assets
2。项目章程 Project charter
3.项目初步范围说明书 Preliminary project scope statement
4.项目范围管理计划 Project scope management plan
5.批准的变更申请 Approved change requests
1。产品分析 Product analysis
2。其他方案识别 Alternatives identification
3.专家判断 Expert judgment
4.利害关系者分析 Stakeholder analysis
1.项目范围说明书Project scope statement
2。请求的变更 Requested changes
3。项目范围管理计划 Project scope management plan
制作工作分解结构 Create WBS
1。组织过程资产 Organizational process assets
2.项目范围说明书 Project scope statement
3.项目范围管理计划 Project scope management plan
4.批准的变更申请 Approved change requests
1.工作分解结构模板 Work breakdown structure templates
2。分解 Decomposition
1。项目范围说明书(更新） Project scope statement（updates）_
2。工作分解结构 Work breakdown structure
3.工作分解结构词汇表 WBS dictionary
4.范围基准 Scope baseline
5。项目范围管理计划(更新） Project scope management plan（updates）
6。请求的变更 Requested changes
Scope Verification范围核实
1.项目范围说明书Project scope statement
2。工作分解结构词汇表 WBS dictionary
3.项目范围管理计划 Project scope management plan
4.可交付成果 Deliverables
1.检查 Inspection
1。验收的可交付成果 Accepted deliverables
2.请求的变更 Requested changes
3。 推荐的纠正措施 Recommended corrective actions
范围控制 Scope Control
1。项目范围说明书Project scope statement
2.工作分解结构 Work breakdown structure
3。工作分解结构词汇表 WBS dictionary
4。项目范围管理计划 Project scope management plan
5。绩效报告 Performance reports
6。批准的变更申请 Approved change requests
7。工作绩效信息 Work performance information
1。变更控制系统 Change control system
2。偏差分析 Variance analysis
3。补充规划 Replanning
4。配置管理系统 Configuration management system
1.项目范围说明书（更新) Project scope statement（updates）
2.工作分解结构（更新) Work breakdown structure（updates）
3.工作分解结构词汇表（更新） WBS dictionary(updates)
4.范围基准（更新） Scope baseline（updates）
5。请求的变更 Requested changes
6。推荐的纠正措施 Recommended corrective action
7.组织过程资产(更新） Organizational process assets(updates)
8。项目管理计划（更新) Project management plan（updates）
TIME进度
活动定义 Activity Definition
1.事业环境因素 Enterprise environmental factors
2。组织过程资产 Organizational process assets
3。项目范围说明书 Project scope statement
4.工作分解结构 Work breakdown structure
5.工作分解结构词汇表 WBS clictionary
6。项目管理计划 Progece management plan
1。分解 Decomposition
2。样板 Templates
3。滚动式规划 Rolling wave planning
4。专家判断 Expert judgment
5。规划组成部分 Planning componet
1。活动清单Activity list
2。活动属性 Activity attributes
3.里程碑清单 Milestone list
4.请求的变更 Requested changes
活动排序 Activity Sequencing
1。项目范围说明书 Project scope statament
2.活动清单 Activity list
3。活动属性 Activity attributes
4。里程碑清单 Milestons list
5.批准的变更请求 Approved change requesta
1.紧前关系绘图法(PDM) Precedence Diagramming Method（PDM）
2.箭线绘图法(ADM) Arrow Diagramming Method(ADM）
3。进度网络样板 Schedule network tempiates
4。确定依赖关系 Dependency determination
5。利用时间提前量与滞后量 Applying leads and lags
1。项目进度网络图 Project schedule network diagrams
2。活动清单（更新） Activity list （updates）
3。活动属性（更新） Activity attributes（updates)
4。请求的变更 Requesaed changes
活动资源估算Activity Resource Estimating
1.事业环境因素Enterprise environmental factors
2.组织过程资产 Organizational process assets
3。活动清单Activity list
4.活动属性Activity attributes
5。资源可利用情况 Resouce availability
6。项目管理计划Project management l
1。专家判断 Expert judgment
2。多方案分析 Alternatives analysis
3。出版的估算数据 Published estimating data
4。项目管理软件 Project management sortware
5。自上而下的估算 Bottom estimating
1。活动资源要求 Activity resource requirements
2。活动属性（更新) Activity attributes(updates）
3。资源分解结构 Resource breakdown structure
4。资源日历(更新)Resource calendars
5。请求的变更 Requested changes
活动持续时间估算Activity Duration Estimating
1.事业环境因素Enterprise environmental factors
2。组织过程资产Organizational process assets
3。项目范围说明书 Project scops statement
4.活动清单 Activity list
5。活动属性 Activity attributes
6。活动资源要求 Activity resource requirements
7。资源日历 Resource calendars
8.项目管理计划 Project management plan
●风险登记册 Risk register
●活动费用估算 Activity cost estimates
1。专家判断 Expert judgment
2.类比估算 Analogous estimating
3。参数估算 Parametric estimating
4。三点估算 Three-point estimates
5。后备分析 Reserve analysis
1.活动持续时间估算 Activity duration estimates
2。活动属性 Activity attributes（updates）
制定进度表Schedule Development
1。组织过程资产 Organizational process assets
2.项目范围说明书Project scope statement
3。活动清单 Activity list
4。活动属性 Activity attributes
5。项目进度网络图 Project schedule network diagrams
6。活动资源要求 Activity resource requirements
7。资源日历 Resource calendars
8。活动持续时间估算 Activity duration estimates
9。项目管理计划 Project management plan
●风险登记册 Risk register
1.进度网络分析 Schedule network analysisi
2。关键路线法 Critical path method
3.进度压缩 Schsdule compression
4。假设情景分析What—if scenario analysis
5.资源平衡 Resource leveling
6。关键链法 Critical chain method
7.项目管理软件 Project management software
8.应用日历 Applying calendars
9.调整时间提前滞后量 Adjusting leads and lags
10。进度模型 Schedule model
1。项目进度表 Project schedule
2.进度模型数据 Schedule model data
3。进度基准 Schedule baseline
4.资源要求 Resource requirements(updates)
5。活动属性（更新) Activity attributes（updates）
6。项目日历（更新）Project calendar
7。请求的变更 Requesaed changes
8。项目管理计划（更新） Project management plan(updates）
●进度管理计划（更新） Schedule management plan（updates)
进度控制 Schedule Control
1.进度管理计划 schedule management plan
2.进度基准 Schedule baseline
3。绩效报告 Performance reports
4。批准的变更要求 Approved change requests
1。进度报告 Progress reporting
2.进度变更控制系统 Schedule change control system
3。绩效衡量 Performance measurement
4.项目管理软件 Project management software
5。偏差分析 Variance analysisi
6。进度比较横道图 Schedule comparison bar chars
1. 进度模型数据（更新) Schedule model data（updates)
2. 进度基准(更新) Schedule baseline（updates）
3. 绩效衡量 Performance measurements
4。 请求的变更 Requesaed changes
5.推荐的纠正措施Recommended corrective action
6。组织过程资产（更新) Organizational process assets（updates)
7.活动清单(更新) Activity list（updates)
8.活动属性(更新) Activity attributes（updates)
9。项目管理计划(更新） Project management plan（updates)
COST费用
费用估算Cost Estimating
1。事业环境因素 Enterprise environmental factors
2.组织过程资产 Organizational process assets
3。项目范围说明书Project scope statement
4. 工作分解结构 Work breakdown structure
5。工作分解结构词汇表 WBS dictionary
6。项目管理计划 Progece management plan
●进度管理计划 Schedule management plan
●人员配备管理计划Staffing management plan
●风险登记册 Risk registor
1。类比估算 Analogous estimating
2。确定资源费率 Determine resource cost rates
3。自上而下估算 Bottom-up estimating
4.参数估算 Parametric estimating
5。项目管理软件 Project management software
6。供货商投标分析 Vendor bid analysis
7。准备金分析 Reserve analysis
8。质量成本 Cost of quality
1。活动费用估算 Activity cost estimates
2。活动费用估算支持细节 Activity cost estimate supporting detall
3。请求的变更 Requested changes
4。费用管理计划（更新） Cost management plan（updates）
费用预算 Cost Budgeting
1.项目范围说明书Project scope statement
2.工作分解结构 Work breakdown structure
3。工作分解结构词汇表 WBS dictionary
4。活动费用估算 Activity cost estimates
5。活动费用估算支持细节 Activity cost estimate supporting detall
6。项目进度 Project schedule
7。资源日历 Resource calendars
8。合同 Contract
9。费用管理计划 Cost management plan
1.费用汇总 Cost aggregation
2.储备基金分析 Reserve analysis
3.参数估算 Parametric esrimating
4。资金限制平衡 Funding limit reconciliation
1。费用基准 Cost baseline
2.项目资金要求 Project funding requirements
3.项目管理计划（更新) Project management plan(updates）
4。请求的变更 Requested changes
费用控制Cost Control
1。费用基准 Cost baseline
2.项目资金要求 Project funding requirements
3。绩效报告 Performance reports
4。工作绩效信息 Work performance information
5.批准的变更申请 Approved change requests
6。项目管理计划 Project management plan
1。费用变更控制系统 Cost change control system
2。绩效衡量分析 Performance measurements analysis
3.预测 Forecasting
4。项目绩效审核 Project performance reviews
5。项目管理软件 Project management software
6。偏差管理 Variance management
1.费用估算（更新) Cost estimates（update）
2。费用基准(更新) Cost baseline(update）
3。绩效衡量 Performance measurements
4.预测完工
5.请求的变更 Requested changes
6。推荐的纠正措施 Recommended corrective action
7。组织过程资产（更新） Organizational process assets（updates）
8。项目管理计划(更新) Project management plan（updates)
RISK风险
风险管理规划 Risk Management Planning
1.事业环境因素 Enterprise environmental factors
2。组织过程资产 Organizational process assets
3。项目范围说明书 Project scope statement
4。项目管理计划 Progece management plan
1.规则会议和分析 Planning meeting and analysis
1。风险管理计划 Risk Management Plan
风险识别Risk Identification
1。事业环境因素 Enterprise environmental factors
2。组织过程生产 Organizational process assets
3。项目范围说明书 Project scope statement
4。 风险管理计划 Risk Management Plan
5。 项目管理计划 Project management plan
1。文件审查 Documentation reviews
2.信息搜索技术 Information gathering techniques
3.核对表分析 Checklist analysis
4。假设分析 Assumptions analysis
5。图解技术 Diagiamming techniques
1.风险登记册 Risk register
Qualitative Risk Analysisi风险定性分析
1。组织过程生产 Organizational process assets
2。项目范围说明书 Project scope statement
3。 风险管理计划 Risk Management Plan
4。 风险登记册 Risk register
1.风险概率与影响评估 Risk probability and impact assessment
2.概率和影响矩阵 Probablity and impact matrix
3。风险数据质量评估 Risk data quality assessment
4.风险分类 Risk categorization
5。风险紧迫性评估 Risk urgency assessment
1.风险登记册（更新） Risk register(updates)
定量风险分析 Quantitative Risk Analysis
1。组织过程生产 Organizational process assets
2.项目范围说明书 Project scope statement
3. 风险管理计划 Risk Management Plan
4. 风险登记册 Risk register
5. 项目管理计划 Project management plan
●项目进度管理计划 Project schedule management plan
●项目费用管理计划 Project cost management plan
1.数据收集和表示技术 Data gathering and representation techniques
2.定量风险分析和模型技术 Quantitative risk analysis and modeling techniques
1。风险登记册（更新） Risk register(updates）
风险应对规划 Risk Response Planning
1。风险管理计划 Risk Management Plan
2。风险登记册 Risk register
1。消极风险或威胁的应对策略 Strategies for negative risk or threats
2.积极风险或机会的应对策略 Strategies for positive risk or opportunities
3.威胁或机会的应对策略 Strategies for both threats and opprtunities
4.应急应对策略 Contingent response strategy
1。风险登记册（更新) Risk register（updates)
2。项目管理计划(更新） Project management plan(updates）
3。与风险有关的合同协议 Risk—related contractual agreements
风险监控 Risk Monitoring and Control
1.风险管理计划 Risk Management Plan
2。风险登记册 Risk register
3。批准的变更申请 Approved change requests
4.工作绩效信息 Work performance information
5.绩效报告 Performance reports
1。风险再评估 Risk reassessment
2。风险审计 Risk audits
3。变差和趋势分析 Variance and trend analysis
4。技术绩效分析 Technical performance measurement
5.储备金分析Reserve analysis
6。状态审查会 Status meetings
1。风险登记册（更新） Risk register（updates）
2。请求的变更 Requested changes
3。推荐的纠正措施 Recommended corrective action
4.推荐的预防措施 Recommended preventive action
5。组织过程资产(更新) Organizational process assets(updates）
6.项目管理计划（更新） Project management plan(updates）
QUALITY质量
质量规划 Quality Planning
1。事业环境因素 Enterprise environmental factors
2。组织过程资产 Organizational process assets
3.项目范围说明书Project scope statement
4。项目管理计划 Progece management plan
1。成本效益分析 Cost—benefit analysis
2。基准对照 Benchmarking
3。试验设计 Design of experiments
5.质量成本（COQ） Cost of quality （COQ）
6.其他质量规划工具 Additional quality planning tools
1。质量管理计划 Quality management plan
2.质量测量指标 Quality metrics
3。质量核对表 Quality checklists
4。过程改进计划 Process improvement plan
5.质量基准 Quality baseline
6.项目管理计划（更新) Project management plan（updates）
实施质量保证Perform Quality Assurance
1。质量管理计划 Quality management plan
2.质量测量指标 Quality metrics
3。过程改进计划 Process improvement plan
4.工作绩效信息 Work performance information
5.批准的变更申请 Approved change requests
6。质量控制衡量 Quality control measurnments
7。实施的变更请求 Implementde change requests
8.实施的纠正措施 Implementde corrective actions
9。实施的缺陷补救 Implementde defect repair
10.实施的预防措施 Implementde preventive actions
1。质量规划工具与技术 Quality planning tools and techniques
2。质量审计 Quality audits
3。过程分析 Process analysis
4.质量控制工具与技术 Quality control tools and techniques
1。请求的变更 Requested changes
2。推荐的纠正措施 Recommended corrective action
3。组织过程资产(更新） Organizational process assets(updates）
4。项目管理计划(更新） Project management plan(updates）
实施质量监控 Perform Quality Control
1。质量管理计划 Quality management plan
2.质量测量指标 Quality metrics
3.质量核对表 Quality checklists
4.组织过程资产 Organizational process assets
5。工作绩效信息 Work performance information
6。批准的变更请求 Approved change requests
7.可交付成果 Deliverables
1.因果图 Cause and effect diagram
2.控制图 Control charts
3。流程图 Flowcharting
4。直方图 Histogram
5.帕雷托图 Pareto chart
6.趋势图 Run chart
7。散点图 Scatter diagram
8,统计抽样 Statistical sampling
9。检查 Inspection
10。缺陷补救审查 Defect repair review
1。质量控制衡量 Quality control measurnments
2.确认的缺陷补救 Validated defect repair
3。质量基准(更新） Quality baseline（updates)
4.推荐的纠正措施 Recommended corrective action
5。推荐的预防措施 Recommended preventive action
6.请求的变更 Requested changes
7.推荐的缺陷补救 Recommended defect repair
8。组织过程资产 Organizational process assets
9。确认的可交付成果 Validated deliverables
10。项目管理计划（更新） Project management plan（updates)
HUMAN RESOURCE人力资源
人力资源规划
1。事业环境因素 Enterprise environmental factors
2.组织过程资产 Organizational process assets
3.项目管理计划 Progece management plan
●活动资源需求 Activity resource requirements
1。组织机构图和岗位描述 Organization charts and position descriptions
2。交际 Networking
3.组织理论 Organization theory
1。角色与职责 roles and responsibilities
2。项目组织图 Projece organization chares
3。人员配备管理计划 Staffinf management plan
项目团队组建 Acquire Project Team
1.事业环境因素 Enterprise environmental factors
2。组织过程资产 Organizational process assets
3。角色与职责 roles and responsibilities
4。项目组织图 Projece organization chares
5.人员配备管理计划 Staffinf management plan
招聘惯例
1.预分派 Pre-assignment
2。谈判 Negotiation
3.招募 Acquisition
4。虚拟团队Virtual teams
1。项目人员分派到位 Project staff assignments
2。资源可利用情况 Resource availability
3。人员配备管理计划(更新） Staffinf management plan（updates)
项目团队建设 Develop Project Team
1.项目人员分派 Project staff assignments
2。人员配备管理计划 Staffinf management plan
3.资源可利用情况 Resource availability
1。通用管理技能 General management skills
2。培训 Training
3。团队建设活动 Team—building activities
4.规则 Ground rules
5。集中办公 Co—location
6。奖励与表彰 Recognition and rewards
1.团队绩效评估 Team performance assessment
项目团队管理 Manage Project Team
1.组织过程资产 Organizational process assets
2.项目人员分派 Project staff assignments
3。角色与职责 roles and responsibilities
4。项目组织图 Projece organization chares
5.人员配备管理计划 Staffinf management plan
6.团队绩效考核 Team performance assessment
7。工作绩效信息 Work performance information
8.绩效报告 Performance reports
1。观察与交谈 Observation and conversation
2。项目绩效评估 Project performance appraisals
3。冲突管理 Conflict management
4.问题登记薄 Lssue log
1。请求的变更 Requested changes
2。推荐的纠正措施 Recommended corrective action
3。推荐的预防措施 Recommended preventive action
4。组织过程资产（更新） Organizational process assets（updates）
5。项目管理计划(更新） Project management plan(updates）
COMMUNICATIONS沟通
Communications Planning沟通规划
1.事业环境因素 Enterprise environmental factors
2。组织过程生产 Organizational process assets
3。项目范围说明书Project scope statement
4.项目管理计划 Progece management plan
● 制约因素 Constraints
● 假设 Assumptions
1。沟通需求分析 Communications requirements analysls
2.沟通技术 Communications technology
1。沟通管理计划 Communications management plan
Information Distribution信息发布
1。 沟通管理计划 Communications management plan
1。沟通技能 Communications skills
2。信息收集和检索系统 Information gathering and retrieval system
3。信息发布系统 Information distribution methods
4。经验教训总结过程 Lessons learned process
1。 组织过程生产(更新） Organizational process assets(updates）
2。 请求的变更 Requested changes
Performance Reporting绩效报告
1。工作绩效信息 Work performance information
2.绩效衡量 Performance measurements
3.完工预测 Forecasted completion
4。质量控制衡量 Quality control measurnments
5.项目管理计划 Project management plan
●绩效衡量分析 Performance measurements baseline
6.批准的变更申请 Approved change requests
7。可交付成果 Deliverables
1。信息演示工具 Information presentation tools
2。绩效信息收集和汇总 Performance information gathering and compilation
3.状态审查会 Status review meetings
4.工时汇报系统Time reporting systems
5.费用汇报系统Cost reporting systems
1.绩效报告 Performance reports
2。预测 Forecasts
3。请求的变更 Requested changes
4。推荐的纠正措施 Recommended corrective action
5.组织过程资产(更新） Organizational process assets(updates)
利害关系者管理 Manage Stakeholders
1.沟通管理计划 Communications management plan
2。 组织过程资产 Organizational process assets
1。沟通方法 Communications methods
2。问题登记薄 lssue logs
1。问题得以解决Resolved issues
2。批准的变更申请 Approved change requests
3。批准的纠正措施 Approved corrective action
4.组织过程资产（更新) Organizational process assets（updates)
5。项目管理计划（更新） Project management plan（updates）
PROCUREMENT采购
采购规划 Plan Purchases and Acquisitions
1。事业环境因素 Enterprise environmental factors
2。组织过程生产 Organizational process assets
3.项目范围说明书Project scope statement
4。工作分解结构 Work breakdown structure
5.工作分解结构词汇表 WBS clictionary
6。项目管理计划 Progece management plan
●风险登记册 Risk register
●与风险有关的合同协议 Risk-related contractual agreements
●资源要求 Resource requirements
●项目进度计划 Project schedule
●活动费用估算 Activity cost estimate
●费用基准 Cost baseline
1。自制或外购分析 Make-or-buy analysls
2。专家判断 Expert judgment
3.合同类型 Contract types
1。采购管理计划 Procurement management plan
2.合同工作说明书 Contract statement of work
3。自制或外购决策 Maker-or—buy changes
4。请求的变更 Requested changes
发包规划 Plan Contracting
1。采购管理计划 Procurement management plan
2。合同工作说明书 Contract statement of work
3.自制或外购决策 Maker—or-buy changes
4。项目管理计划 Project management plan
●风险登记册 Risk register
●与风险有关的合同协议 Risk—related contractual agreements
●资源要求 Resource requirements
●项目进度计划 Project schedule
●活动费用估算 Activity cost estimate
●费用基准 Cost baseline
1.标准表格 Standard forms
2。专家判断 Expert Judgment
1.采购文件 Procurement documents
2.评估标准 Evaluation criteria
3。合同工作说明书(更新) Contract statement of work（updates)
询价Request Seller Responses
1。组织过程资产 Organizational process assets
2。采购管理计划 Procurement management plan
3。采购文件 Procurement documents
1。招标人会议 Bldder conferences
2.刊登广告 Advertising
3.制定合格卖方清单 Develop qualifid sellers list
1.合格卖方清单 Qualified sellers list
2。采购文件包 Procurement document package
3。建议书 Proposals
卖方选择Select Sellers
1。组织过程资产 Organizational process assets
2。采购管理计划 Procurement management plan
3。评估标准 Evaluation criteria
4。采购文件包 Procurement document package
5。建议书 Proposals
6。合格卖方清单 Qualified sellers list
7。项目管理计划 Project management plan
●风险登记册 Risk register
●与风险有关的合同协议 Risk-related contractual
agreements
1。加权系统 Weighting system
2。独立估算 Independent estimates
3.筛选系统 Screening system
4.合同谈判 negotiation
5.卖方评级系统 Seller rating systens
6.专家判断 Expert judgment
7。建议书评估技术 Proposal evaluation techniques
1.选中的卖方 Selected sellers
2。合同 Contract
3。合同管理计划 Contract management plan
4。资源可利用情况 Resource availability
5.采购管理计划(更新） Procurement management plan(updates）
6.请求的变更 Requested changes
合同管理 Contract Administration
1.合同 Contract
2。合同管理计划 Contract management plan
3。选中的卖方 Selected sellers
4。绩效报告 Performance reports
5。批准的变更申请 Approved change requests
6.工作绩效信息 Work performance information
1。合同变更控制系统 Contract change control system
2.买方进行的绩效审核 Buyer—conducted per—formance review
3.检验和审计 Inspections and audits
4.绩效报告 Performance reporting
5.支付系统 Payment system
6.索赔管理 Claims administration
7。合同档案管理系统 Records management system
8。信息技术 Information technology
1.合同文件 Contract documentation
2。请求的变更 Requested changes
3。推荐的纠正措施 Recommended corrective action
4.组织过程资产(更新） Organizational process assets（updates）
5。项目管理计划（更新) Project management plan（updates）
●采购管理计划 Procurement management plan
●合同管理计划 Contract management plan
合同收尾 Contract Closure
1。采购管理计划 Procurement management plan
2.合同管理计划 Contract management plan
3.合同文件 Contract documentation
4。合同收尾程序 Contract closure procedure
1。采购审计 Procurement audits
2。合同档案管理系统 Records management system
1.合同收尾Contract closures
2。组织过程资产(更新) Organizational process assets(updates）
INITIATION启动
（Concept)
PLANNING计划
（Development）
EXECUTION 执行
(Implementation）
CONTROL控制
CLOSE—OUT结束
（Termination) （Finishing)
Select project选择项目
Create Scope Statement ＆ scope management plan创建范围说明和范围管理计划
Execute the project plan执行项目计划
Integrated change control综合变更控制
Procurement audits采购审计
Determine project objectives确定项目目标
Determine project team组织计划编制
Manage project progress管理项目进程
Project performance reporting项目绩效报告
Product verification产品确认
Determine high level deliverables， time ＆ cost estimates确定主要可交付物、时间及成本估计
Create WBS创建工作分解结构
Complete work packages or tasks完成工作包或任务
Performance reporting绩效报告
Formal acceptance正式接收
Determine high level constraints & assumptions
高级别的限制和约束
Finalize the team ＆ create resource management plan人员获取及创建资源管理计划
Distribute information信息发布
Scope change control范围变更控制
Lessons learned经验教训
Determine business need
确定业务需求
Create WBS dictionary创建工作分解结构字典
Quality assurance质量保证
Quality control质量控制
Update records更新记录
Develop product description
Define responsibilities of the project manager确定项目管理者责任
Create Network Diagram创建网络图
Team development团队发展
Risk monitoring & control风险监控
Archive records文档记录
Determine high—level resource requirements
制定高水平资源需求
Estimate time ＆ costs估算时间及成本
Progress meetings状态评审
Schedule control计划控制
Release resources人员遣散
Finalize project charter
制订项目章程
Determine Critical path确定关键路径
Cost control成本控制
Develop Schedule ＆ schedule management plan制定进度及进度管理计划
Scope verification范围确认
Develop Budget制定预算
Manage by exception to the project plan对项目进行中的突发事件进行管理
Create Communications Management Plan创建沟通管理计划
Ensure compliance with plans确保按计划进行
Create Quality Management Plan创建质量管理计划
Reassess plans补充计划
Risk management planning， identification， qualification， quantification ＆ response planning风险管理计划，识别、定性、定量分析及应对计划编制
Take corrective action纠正措施
Create procurement management plan创建采购管理计划
Create stakeholder management plan创建对发起人或干系人的管理计划
Create project control plan创建项目控制计划
Develop formal project plan制定正式项目计划
Gain formal project plan approval获取对项目计划的正式许可
Hold kickoff meeting项目动员大会
Overall整体
Influencing the organization组织机构的影响
Leading领导
Solving problems解决问题
Negotiating谈判
Communicating沟通
Holding meetings召开会议
Stakeholder management干系人管理
3Project Scope Management 项目范围管理— processes required to ensure that the project includes only the work required to complete the project successfully。此过程必须确保项目只包括能保证项目成功完成的工作
Management by Objective (MBO）基于目标的管理 – determining company’s objective and how the project fits into them。 MBO focuses on the goals of an activity rather than the activity itself （manager is responsible for results rather than performing certain activities）决定公司目标及项目如何满足该目标。MBO关注于活动的目标而不仅仅是活动本身（管理者对绩效结果而不仅仅是某项活动负责）
Project Scope 项目范围- the work that must be done in order to deliver a product; completion is measured against the project plan.为交付产品而必须完成的工作,通过计划来评价。
Product Scope产品范围 - features and functions that are to be included in a product； completion is measured against the requirements.产品或服务所包含的特征或性能，通过需求来评价.
Design Scope范围计划编制 – contain the detailed project requirements （used for FP contract)包含详细的项目要求(用于固定价合同）
Scope Definition范围定义 – subdividing major project deliverables。细分主要项目可交付成果
Decomposing分解 – subdividing project work packages into smaller， more manageable components (activities/action steps）。 The heuristic （rule of thumb） used in project decomposition is 80 hours。 将项目分解为更小的更易管理的工作包（活动或工作步骤)。首选的项目分解原则（大拇指原则）为80小时
Scope Management Plan范围管理计划 — describes how scope will be managed and how changes will be integrated into project； also includes assessment of expected stability of project scope。 (e。g。 project manager would refer to the Scope Management Plan to make a change）描述项目范围如何被管理及项目范围变更如何被集成到项目中去，也包括对项目范围预测稳定性的评估.(例如，项目管理者应依据范围管理计划去进行变更)
Stakeholder Management干系人管理 – the project manager must identify the stakeholders， determine their needs and expectations， then manage and influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功.
Configuration Management配置管理 - a means of monitoring and controlling emerging project scope against the scope baseline； its purpose is to control change throughout the project。 It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements。 。 It documents the physical characteristics of formal project documents and steps required to control changes to them （e.g。 would be used by a customer who wishes to expand the project scope after the performance measurement baseline has been established）. When more than one individual has sign a Charter, you have to be concerned with competing needs and requirements impacting your efforts on configuration management一种对基于范围基线所形成项目范围的监控方法；它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一个工作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目范围的客户）当多于一个个体签署协议,你必须关注于与配置管理
WBS工作分解结构 — subdividing project deliverables into smaller， more manageable components。 It is a deliverable—oriented grouping of project elements that organizes and defines the total scope of the project。 It is a communication tool and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added。 The 1st level should be the project life—cycle （not product）. The WBS is created by the team （helps to get buy-in) and it is used to make certain that all the work is covered。 It provides a basis for estimating the project and helps to organize the work。 Its purpose is to include the total project scope of all the work that must be done to complete the project. Defines the project’s scope baseline. 将项目可交付成果分解为更小的更易管理的单元.以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目范围。定义项目的范围基线。
The 3 most common types of WBS are system/sub systems， life—cycle phasing and organizational工作分解结构最常见的三种形式是系统/子系统，生命周期方式，组织的分解结构
WBS Dictionary 工作分解结构字典– Defines each item in the WBS, including description of the work packages and other planning info such as schedule dates, cost budgets and staff assignments。。定义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和人员安排。
Scope Statement范围说明 — a documented description of the objectives， work content, deliverables， and end product； it includes a description of project assumptions and constraints。 Provides stakeholders with a common understanding of the scope of the project and is a source of reference for making future project decisions。目标,工作内容,可交付成果，最终产品的备有证明文件的描述;它包括对项目的约束和假设的描述。为干系人提供一个了解项目范围的一般共识及对未来项目决策的基础
Statement of Work 工作说明— a narrative description of products or services to be supplied under contract。合同之下的关于产品和服务的叙述性说明。
Project Charter项目章程 — formal document used and approved by senior management that explains purpose of the project including business needs addressed and the resulting product (deliverables and objectives）。 It describes responsibilities and authority of the project manager to apply organizational resources to project activities。 Clarification to the Project Charter must be addressed to the sponsor(s) who approved the charter。 Resources cannot be committed without the Charter。 The Charter is an input to ALL the project management processes。一个正式批准的项目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整个项目管理过程.
Code of Accounts账目编码— any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的编码系统
Project Selection Method项目选择方法 — Benefit Measurement （comparative approach） and Constrained Optimization （mathematical approach)。收益测量法（比较方法，经济模型)和约束优化(数学模型）
Work Package 工作包- deliverable at the lowest level of WBS。 They are control points in the WBS and are used for assignments to work centers。 They are used to pass a group of work for further breakdown in the executive organization。 工作分解结构的最低层次的可交付成果。他们控制工作分解结构的要点并用于工作中心的分配。他们用于审查职能机构进一步细分的工作。
Scope Verification范围确认 – to verify that the work done satisfies the scope of the project. It must be done at the end of each phase。 A similar activity during closure is Product Verification。 Focus on customer acceptance /performance measurement， not change to project scope. Scope Verification is normally done in parallel with quality control （which checks for product correctness). Occur during the control phase of the project， not at the end。 The review at the end of the project phase is called phase exit， stage gate, or kill point。证实所做的工作服和项目范围。在每一个阶段都要做这个范围确认工作.在收尾阶段的一个类似活动是产品确认.关注于客户满意/绩效测量,而不是变更项目范围。范围确认与质量控制（检验产品正确性）同步进行.发生于项目的控制阶段而非收尾阶段。项目阶段末的检查通常被称为阶段出口，阶段门或终止点。
Cost Account成本账号 – one level above the Work Package.工作包的上一层
Cost/Benefit analysis成本/利益分析– (part of scope planning） technique used to validate that the project can meet the technical/business objectives set forth by Sr。 Management（范围计划编制的一部分)技术用于证实项目可以达到由高级管理所确定的技术/商业目标
Project success depends primarily on customer satisfaction.项目成功主要依赖于客户的满意度。
Assumptions假设 – factors that， for planning purposes， are considered to be true, real or certain在计划编制过程中被认为真的、对的、确定的因素
The principal sources of project failure are organizational factors， poorly identified customer needs， inadequate specified project requirements, and poor planning and control.主要的项目失败原因是组织因素，差的客户需求定义，不充分的项目需求说明和缺少计划编制和控制
Constrained optimization约束优化 – includes analytic hierarchy process, logical framework analysis and multi—objective programming.包括层次分析法，逻辑框图分析法和多目标编程
Most Change Requests are the result of：
多数变更请求的原因
An external event
一个外部事件
An error or omission in defining the scope of the product
产品范围定义中的错误或冗长
An error or omission in defining the scope of the project
项目范围定义中的错误或冗长
A value—adding change
一个增值变更
A Change Request is the most effective way of handling the disconnect between what users actually want and what management thinks they want。 The project manager’s role related to project change is to influence the factors that affect change。 He should ask for a change order and look for impacts to the triple constraint. Scope Changes on project can be minimized by spending more time developing the scope baseline。一个变更请求是处理客户真正需求和管理所认为其需求之间差异的最有效的方法。项目经理在项目变更中的相关角色是对变更的因素施加影响。他决定提交一个变更申请并平衡三重约束之间的矛盾.花更多的时间制订范围基线可以使项目范围变更的可能性降至最低。
If there is enough reserve to accommodate a change， the Project Manager can approve the change （we are paid to manage the scope completion within our budget and reserves）在可以允许的范围之内，项目经理可以批准变更（用预算和应急储备支付)
4HUMAN RESOURCE人力资源Project Human Resource Management项目人力资源管理 — process required to make the most effective use of the people involved with the project保证参加项目的人员能够被最有效使用所需要的过程
Responsibility Assignment Matrix (RAM） 责任分配矩阵– Show who does what (x=person， y=phase）. The most important feature of the RAM is the participatory development process involving all stakeholders。 Show who is participant， who is accountable， who handles reviews， who provides input and who must sign off on specific work packages or project phases.谁做什么（x轴代表人， y轴代表阶段 )大多数角色和责任分配给积极参与项目工作的主要项目工作人.在特殊的工作包和项目阶段中说明谁是参与人,谁是负责人,谁进行审查,谁提供输入，谁进行签收。
Linear Responsibility Chart （LRC)线性责任图 – identifying responsibility， assignments by work packages and action required。 Also referred to as RAM.确认责任，分配必须完成的活动和工作包。也被看作是责任分配矩阵
Organizational Breakdown Structure (OBS）组织分解结构 — A depiction of the project organization arranged so as to relate work packages to organization units.反映不同组织单位各自负责的工作包
Resources Histogram 资源柱状图– often part of Staffing Management Plan; shows resource usage (eg staff hours) per time period （eg wk, mth） of a specific job function。 经常作为人员配备管理计划的一部分，用时间段(如周、月）表示人力资源消耗(如人时）情况的详细工作函数
Rewards and Recognition Systems奖励和表扬体系 -— to be effective， must make the link between performance and reward clear， explicit and achievable。为达到效果，必须在业绩和奖励之间建立清晰并可实施的联系
Types of Power权力类型
Legitimate合法 (Formal)正式
Derived from formal position来自于正式的职位
Coercive惩罚
Predicated on fear源于对某种后果的惧怕
Reward奖励
Involves positive reinforcement and ability to award something of value包括对有贡献的进行物质奖励
Project often needs their own rewards system to affect employee performance。 Used correctly， bring the team’s goals and objectives in line with each other and with the project。项目经常需要带有奖励机制来影响成员的绩效.正确的行使激励,将使团队的目标和项目的目标取得一致.
Expert专家
Held in esteem because of special knowledge or skill (requires time)由于专门的知识和技能带来的影响力(源自自身的威望）
Referent潜示
Ability to influence others through charisma, personality， etc。借用一个权力更大的人的职权来增强自己的权力
The best forms of power are generally Reward and Expert最好的权力形式一般是奖励和专家
Conflict Management冲突管理
Problem Solving / Confrontation解决/面对问题
address conflict directly in problem solving mode 在问题解决中直接面对问题的方法 [win/win］
Compromising妥协
bargaining and searching for solutions； neither party wins but each gain some satisfaction ［lose/lose］ this is very rarely a good way to resolve technical issues。通过讨价还价寻找一定程度上使双方满意的解决办法，这是一个解决技术问题的好办法。
Smoothing缓和
de—emphasize differences and emphasize commonalities; friendly but avoids solving root causes; delaying
（eg。 Manager says an issue is valid but doesn't think it will be a big problem later)淡化分歧强调一致性，努力保持友好的氛围是求同存异的解决办法；这种方法暂时有效,缓和不解决根本问题（例如，经理说一个事情是有效的但不认为它随后会成为一个大问题)
Withdrawal （Ignoring）撤退（忽略）
retreating from actual or potential disagreement; delaying （e。g。 “Just document the problem"）从实际的或潜在的争吵中退出,不解决问题(例如，只是记录问题)
Forcing强制
exerting one’s viewpoint； a last resort ［win/lose] （e。g。 “Call the customer and demand that you receive the approval today.”强调一方观点，最后的手段（例如,通知客户你今天需要一个正式批准）
Collaborating合作
Involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others （good when project is too important to be compromised)统一大家的意见,提供一个彼此学习的好机会（项目很重要必须折中时）
Sources of Conflict
冲突的原因
INITIATION启动
PLANNING计划编制
EXECUTION ＆
CONTROL执行控制
CLOSE-OUT收尾
Most
Tension最主要压力
Priorities项目优先级
1
1
+
Admin Procedures行政管理程序
2
3
Schedules进度
3
2
1
1
+
Technical Issues技术规范
2
+
Personnel Resources人力资源
3
3
+
Personality Conflict个性冲突
2
3 steps of problem solving： 解决问题的三个步骤
1.Analyze the situation / Document the situation分析/证实情况
2.Develop alternatives with the team团队开发替代方案
3.Go to management执行管理
Motivational Theory： Content & Process Theories动机理论：满足/过程理论
Content： “What” energizes， directs behavior –满足：“什么”激发，导致行为
1.Maslow’s Hierarchy of Needs Theory (Physiological, Safety, Social/Belonging， Esteem, Self—Actualization）马斯洛需求层次理论(生理需求，安全需求,社会/归属需求,尊重，自我实现）
2.Hertzberg’s Motivator/Hygiene Theories （Motivator: Self-Actualization, Esteem ; Hygiene: Social， Safety， Physiological）赫兹博戈卫生与动机理论（动机:自我实现，尊重；卫生:社会，安全,生理）
Process: “How” personal factors influence behavior作用:个人因素“如何"影响行为
1.McGregor’s Theory X and Theory Y （X: Assumes people lack ambition, dislike responsibility， are inherently self—centered and are not very bright; motivate by reward and punishment。 Y: Assumes people become lazy w/o recognition， will accept responsibility, can become self—motivated and exercise self-control； motivate by removing obstacles and providing self—directed environment。） 麦克雷戈德X理论和Y理论（X：人缺乏责任感，自私,需要被人监管，不聪明，受制于奖惩。Y:假设人有创造力,能自我管理，能实现自我激发，能主动扫清障碍,创造以自我为中心的环境 ）
2.Ouchi's Theory Z/Japanese Theory （ focus on team， company； usually lifetime employment， collective decisionmaking ）奥奇Z理论和日本理论（关注于团队,公司；一般是终身雇佣,集体决策）
Other Motivational Theories：其他动机理论
Behaviorism 行为主义– people behavior can be modified through manipulation of rewards and punishments人们的行为会因为奖惩而改变
Expectancy Theory期望理论 – Motivation is explained in terms of expectations that people have about （1） their ability to perform effectively on the job, （2） the rewards they might obtain if they do perform effectively and (3） the value or degree of satisfaction they anticipate from those rewards动机被解释为人们所具有的期望(1）通过努力极有可能完成工作（2)完成工作后会获得奖励（3)奖励带来满足
MBO – More support to team， not more power （remain to PM）对团队给与更多的支持而非更多的权力
Leadership Theories：领导者理论
McGregor麦克雷戈 – Theory X (employee lack ambition） and Theory Y (org structure are responsible for motivation） X理论（员工缺乏雄心）Y理论（组织可以以赖于来源于员工的自信的动力)
Tannenabaum—Schmidt model – Continuum of leadership styles between the autocratic and participative styles是独裁领导风格和参与性风格的统一体
Blake and Mouton – ref to managerial grid （Concern for People Vs Concern for Production)， whereas 1，1 is laissez faire mgmnt， 1,9 is Country Club mgmnt， 9，1 is Task oriented mgmnt， 5，5 is Compromise mgmnt and 9，9 is team mgmnt。
4.1.1.1Forms of Organization组织形式Functional职能
Groups people by specialization. Project manager has no formal authority of resources and must rely on informal power structure and his own interpersonal skills to obtain resource commitments from functional managers。专业化分组。项目管理者没有对资源的控制权力,必须依靠非正式权利及自身的沟通能力从职能经理处获取资源
Project Expeditor
项目联络员
Retains functional but adds a Project Expeditor who serves as a communications link and coordinator for the project across functional units保留职能，添加一个能在项目各职能部门起联络作用的项目联系人
Project Coordinator项目协调员
Similar to Project Expeditor except the Coordinator reports to a higher level manager and has some authority to assign work与项目联系人相似，不同的是，项目协调员需要向更高层管理员汇报并有一些权利直接布置工作
Weak Matrix弱矩阵
Vertical functional lines of authority maintained with a relatively permanent horizontal structure containing managers for various projects. Balance of power leans toward the Functional Manager。 Can cause a project to fall behind because functional managers are pulling resources away to perform non-project related tasks。 The Project Manager may be able to make resource decision on his own but not technical decision。权力倾向于职能经理。由于职能经理将资源移到非项目工作中去,有可能导致项目落后。项目经理有可能依据自身而不是技术决策来决定资源决策
Strong Matrix
强矩阵
Same as Weak except that the balance of power leans towards the Project Manager类似于弱矩阵,所不同的是，权力倾向于项目经理
Projectized项目性
A separate, vertical structure is established for each project. All the project team members report directly and solely to the project manager。为每一个项目所建立的单独的垂直的结构。所有项目团队成员直接地单独地向项目经理汇报
＊*Memorize PMBOK “Organizational Structure Influence on Projects”组织结构对项目的影响
Team building is most difficult in a matrix organization。 Its main purpose is to improve team performance.团队建设在矩阵组织中是最困难的。它的主要目的是为了提高团队绩效
Team development is based on the individual development of each member。团队发展基于团队中每个成员的个人发展
Leadership Styles
领导风格
Autocratic专制
PM makes decision without soliciting information from team项目经理个人作出决定而不用考虑员工的意见,适用于紧急状况
Consultative咨询式管理
Intensive information solicited； PM makes decision最大程度的收集信息，项目经理制定决策
Consensus协商式管理
Team makes decision； open discussion and information gathering by team团队做决策,开放式讨论并从团队收集信息,主要决策由高层决定
Shareholder参与
Little or no information exchange； team has ultimate authority for final decision；团队有最终决定权
Roles of the Project Manager项目经理角色
Functions of the Project Manager项目经理的职能
Integrator集成者
Planning计划编制
Communicator沟通者
Organizing组织
Team Leader团队领导
Leading领导
Decision Maker决策者
Controlling控制
Climate Creator/Builde氛围营造者r
Documentation文件
∙Staffing Management Plan人员配备管理计划– describes when resources will be brought into and taken off the project。描述何时及如何把人力资源投入或撤出项目团队
∙Employee Record Update 员工记录更新– as part of closure， the project manager should update employee’s record with the new skills acquired。作为收尾的一部分,项目团队需要更新员工对新的技能掌握程度的纪录
∙Resource calendar 资源日历– identifies period when work is allowed。确定资源可用时间段
5COMMUNICATIONS沟通Project Communications Management项目沟通管理 — process required to ensure proper collection and dissemination of project information。保证正确收集或发布项目信息的过程
Team Meetings团队例会 – periodic team meetings is the most effective way to accelerate the project integration process。定期的团队会议是加速项目综合进程的最有效的方法
Performance Reviews绩效审查 – meetings held to assess status and/or progress。评估项目状态和进度的会议
Communications Model沟通模型
Communicator发报者
The originator of the message消息的产生者(确保信息清楚、无歧意并且完整）
Message消息
Thoughts， feelings， or ideas reduced to ”code" that is understood by both sender and receiver以编码输出的发报者与收报者都能理解的思想、意见、感觉
Medium媒介
The vehicle or method used to convey the message用来传达消息的工作或方法
Receiver收报者
The person for whom the message is intended完成或打断通信过程的参与者
［Sender］ —- Encoding → Transmission → Decoding —— ［Receiver］ → Feedback
发送者---编码-———>发送--——-〉解码—————〉接收———-———>反馈
Communications Channels沟通渠道 = （n2- n)/2 or n（n—1)/2
…the fact that two team members are working “directly” together does not reduce the number of communication channels。事实就是即便两个团队成员直接地工作也不能减少沟通渠道的数目
Tight Matrix紧密矩阵 — all team members allocated in a single office space所有团队成员集中在一个办公区域
A variance is considered to be significant if it jeopardizes project objectives.一个分歧如果可能危及到项目目标就应该得到重视
The purpose of project plan development is to create a document to guide project execution and control。项目计划编制的目的是制定一个指导项目执行和控制的文件
The output of project plan execution consists of work results and change requests。项目计划执行的输出由工作结果和变更请求组成
Types of Communications沟通方法
Formal Written正式书面
Project Charter， Management Plan （this is the best type of communication method to use when there are cultural differences and distance between team members）项目章程、管理计划（这是跨文化和远程团队交流所需要的最好的沟通方法)
Informal Written非正式书面
Notes， memos笔记，备忘录
Formal Verbal正式口头
Presentations介绍、讲演
Informal Verbal非正式口头
Conversations交谈
Note： 55％ of communications is non-verbal （it is the most important aspect of a conversation)55％的沟通是非语言的(这是交流最重要的组成部分)
90% of Project Manager’s time is spent acquiring and communicating information项目经理90％的时间用于传递和获取信息
Objectives of a Kickoff Meeting项目启动会的目标
Get to know each other相互了解
Set team goals and objectives设置团队目标
Review project status审查项目状态
Review project plans审查项目计划
Identify problem areas确定问题领域
Establish responsibilities and accountabilities确立责任和义务
Obtain commitments得到承诺
Barriers to Communications （which lead to conflict）沟通的障碍（导致分歧的因素）
Lack of clear communication channels缺乏清晰的沟通渠道
Physical or temporal distance物理或时间距离
Difficulties with technical language不懂技术术语
Distracting environmental factors分散注意力(噪声)
Detrimental attitudes有害的态度（敌对、不信任)
The most likely results of communication blocker and miscommunication as a whole is conflict。沟通障碍或错误信息导致冲突升级
Building Effective Team Communications营造有效的团队沟通
Be an effective communicator成为一个有效的沟通者
Be a communications expeditor成为一个沟通联络员
Avoid communication blockers避免沟通障碍
Use a ”tight matrix” (single office space)使用紧密矩阵(作战室）
Make meetings effective （meeting during execution is the best format to communicate)有效会议（实施期间最好的沟通方法是开会 )
Management Styles
管理风格
Authoritarian独裁
Lets individuals know what is expected of them进行具体指导，并希望遵守规则与标准
Combative好斗
Eager to fight or be disagreeable over any situation喜欢对任何情况都进行挑战或持不同意态度
Conciliatory调和
Friendly and agreeable友好的、容易相处的
Disruptive分裂
Tends to disrupt unity and cause disorder倾向于破坏团结造成混乱
Ethical伦理
Honest and sincere诚实真诚(强调公平解决）
Facilitating提供方便
Does not interfere with day—to—day tasks, but is available for help and guidance when needed不干扰日常任务，但在需要时提供帮助和干扰
Intimidating威胁
Reprimands employees for the sake of a "tough guy” image申斥那些制造麻烦的人
Judicial公正
Applies sound judgment应用合理判断
Promotional促进
Cultivates team spirit; rewards good work; encourages subordinates to realize their full potential培养团队精神;奖励出色的工作;鼓励下属了解他们所有的潜能
Secretive不公开的
Not open or outgoing in speech， activity， or purpose不公开介绍，活动，意图
Management Skills管理技能
Leading领导
Establishing direction, aligning people, and motivating and inspiring确定方向,协调思想，激励与鼓舞
Communicating沟通
The exchange of information in a variety of dimensions在不同层面进行信息交流
Negotiating谈判
Conferring with others in order to come to terms or reach an agreement与他人协商达成某种协议
Problem Solving问题解决
A combination of problem definition and decision making问题的定义与决策制定的结合
Influencing the Organization对组织施加影响
The ability to get things done based on an understanding or the formal and informal structures of the organization基于对所有组织的正式或非正式结构的明确理解的“把事情办妥”的能力
Documentation项目文件
…the prevailing measurement of what information to accumulate and communicate on a project is that it contributes to its success。一个项目中知识的积累和传递的最有效测量方法是看它是否对项目的成功有利
Reports are a method to distribute information, not just to rep哦ort on progress报告是发布信息的一个方法，而不仅仅是报告进展情况
∙Progress Report进度报告 — summarize project status。 Preferred report to quickly review where a project
now stands.总结项目状态。审查项目现状的首选报告方式
∙Trend Report趋势分析报告 – show performance over time （shows if it is improving or deteriorating）检查项目
∙ 结果（以确定绩效是提高了还是降低了)
∙Variance Report偏差分析报告– compare project results， looks at specific project items or tasks比较项目结
果,关注特殊的项目条款或任务
∙Forecasting Report 预测报告– only looks into the future 对未来项目状况和进展作出预测
∙Status Report状态报告 – relating a moment in time (static）描述当前状况
∙Project Plan项目计划
∙Staffing Management Plan人员配置管理计划
∙Communications Management Plan沟通管理计划 - should cover all phases of the project应该包括项目的所有阶段
∙Performance reports 绩效报告– provide info on schedule performance, thereby alerting the team to problems that may arise in the future。提供进度绩效信息,提醒团队那些可能在未来引起问题的事项
6TIME时间Project Time Management项目时间管理 — processes required to ensure timely completion of the project确保项目按时完成
Activity Definition活动定义 – defines activities that must take place to produce project deliverables定义完成项目可交付产品必须进行的具体活动
Activity活动 – consumes time （eg testing）消耗时间（如：进行测试）
Events事件 – specified accomplishment / does not consume time （eg tested）指定要完成的任务/不消耗时间（如：测试工作）
PERT计划评审技术 Weighted Average = (O + 4M + P）/6 standard deviation = （P — O)/6 variance = standard deviation2 （To add standard deviations: convert to variance then add; take the square root of the sum). Best method when you have no historical data for a similar task。 Results is the 50% point (mean）。 均值= （O + 4M + P）/6 ,标准差= （P — O)/6，方差=标准差2（累加标准差：转换成活动方差再累加；取和的平方根）类似任务中没有原始数据时的最好估算方法。结果是中值(平均数）
Monte Carlo Analysis蒙特卡洛分析 — computer simulation of project outcomes using PERT estimates； result represented in S curve。 Provides the ability to compute the probability of completing a project on a specific day。 Can also be used to assess feasibility of schedule under adverse conditions (eg when a schedule constraint is identified）使用PERT估算的计算机模拟项目输出方式；结果描述成S曲线。提供在某一天项目能够完成的概率。同样可以被用于估计相反概率的可能性(当时间进度一定时)
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