MindMap Gallery Summary of the latest version of PMP (Pointing Course) exam method
This mind map, Based on Xisai PMP mind map, Expand. This chapter is: Summary of the latest version of PMP (Pointing Course) exam method At the same time, there are PMP test questions with relevant knowledge points. From knowledge points to corresponding test questions, It can deepen your understanding and memory of knowledge points!
Edited at 2023-06-02 17:44:28El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
The latest version of PMP (the finishing touch) Summary of test method
Proportion of knowledge points
Proportion
People (42%)
1. Resources
2.Communication
3. Relevant parties
4. Product Owner (PO)
5. Agile Coach (SM)
6.Team (ST)
Process (50%)
1. Predict other areas of knowledge
Integrate
scope
schedule
cost
quality
risk
purchase
2. Agile phase framework
3.Scrum except 3 roles
4. Mix and change
Environment (8%)
1. Prediction Chapter 1-3
2. Agile definition
3. Life cycle type
People (42%)
1. Resources 2.Communication 3. Relevant parties 4.PO, SM, team
Chapter 9
Resource management
1. Plan Resource Management (11)
Responsibility Allocation Matrix and RACI Matrix (1)
effect
Clarify: roles and responsibilities
For internal and external collaboration, RACI is the first choice (1)
Team Charter (6)
Content and function
Record team values, consensus, and work guidelines (6)
Resource Management Plan (4)
Content and function
Guidance documents for resource modules (4)
Expand and extend
1. Purely guideline management plan
scope management plan
Demand management plan, the specific content is in
1. Scope benchmark
2.Requirements document
progress management plan
The specific content is in
1. Progress benchmark
2. Progress plan
cost management plan
The specific content is in
cost basis
change management plan
Specific changes are recorded in
Change log
risk management plan
Specific information is recorded in
risk register
Procurement Management Plan
The specific content is in
1. Procurement work statement
2. Supplier selection criteria
Memory formula
Fan Jincheng, changing his style
2. Content management plan
resource management plan
For example: roles, authority, how to train, recognition, motivation standards
quality management plan
For example: quality standards, quality goals
communication management plan
How to ensure the correct delivery of information
Stakeholder Engagement Plan
Stakeholder management strategy
Memory formula
Forgive the dog officer (resources, quality, communication, relevant parties)
2. Estimating activity resources (1)
Resource Requirements (1)
order
According to resource needs, obtain corresponding resources (1)
3. Obtain resources (8)
Negotiation(8)
1. Select negotiation objects and order (3)
The principle of inside first and outside first
functional manager
First choice
project manager
outsourcing
2. Negotiate shared resources (3)
3. What should be done if the negotiation partner does not provide corresponding resources (2)
4. Build a team (27)
Training (11)
1. First determine the corresponding training needs (2)
Analyze first, act later
knowledge, skills
2. Determine the content and form of training (9)
Internal pairing, external recruitment
In an agile question, if "guidance" and "training" appear, "guidance" is preferred.
Motivation Theory (5)
Motivational response hits the other person’s needs (5)
Analyze first, act later
Team Building (4)
effect
Strengthen team relationships and create a positive and cooperative work environment (4)
Scene: shock stage
New employees join
Centralized offices and virtual teams (4)
What to consider when starting a virtual team (4)
distributed team
communicate
culture
everyone's schedule
Role Responsibilities
time zone, time difference
Assignments
transnational
worldwide
Five stages of team building (3)
Distinguish the respective performance of the team at different stages (1)
How should PM guide the team at different stages (2)
Expand and extend
Five stages of team building
form
Clarify team members’ roles and responsibilities
Directive
shock
produce conflicts
Coach/Influence
specification
Try to solve problems and work together
participatory
Mature
Operate in an orderly manner like a mature unit and complete work efficiently
Authorization
Disband
The project ends and the team disbands
Tuckman's Ladder Theory
Formative stage
Directive
Increase resources, new members join the team, and get to know each other
Memory formula
Castle in the Sky (Guidance, Formation)
shock stage
Influence type
Different (opposing) opinions, conflicts, disputes and disagreements
Memory formula
Lust (influence, shock)
Standardization stage
participatory
Work together, adjust working habits and behaviors according to work needs, and start to learn trust
Memory formula
Jade Turtle (Participation, Standardization)
mature stage
Authorization
Cooperate and solve problems efficiently
Memory formula
Fully mature (authorized, mature)
dissolution stage
Disband the team and release people
5. Management Team (68)
Tools & Techniques (5)
Emotional intelligence
Human emotional quality and social adaptability (5)
definition
Identify, evaluate, manage
personal emotions
other people's emotions
group mood
Ability
Five major components
self conscious
Control emotion
self motivation
Recognize other people's emotions
deal with relationships
Encourage the team, support the team (17)
Prefer the most positive (17)
intrinsic reward
Issue certificates, set short-term goals, and encourage speaking up
Management Team (13)
Encounter problems
Analyze (communicate) first, act later (11)
Get help from HR when necessary (2)
Five Solutions to Conflict Management (5)
Differentiate usage scenarios (5)
Collaborate/Problem Solve
The first choice, the best win-win solution
long term problem solving
force/command
Use rights to demand satisfaction from the other party
Compromise/Mediation
a compromise approach
Memory formula
Zhongxie (compromise, compromise)
Easing/accommodating
Temporary solutions, seeking common ground while reserving differences
Memory formula
Caching (mitigating, seeking common ground while reserving differences)
retreat/evade
Temporary solution, talk about it later
Memory formula
Withdraw and talk about it later (retreat/avoidance, talk about it later)
temporary solution
Conflict Management (25)
Communicate with the parties involved in the conflict first, then resolve the conflict
If you have any doubts or concerns, communicate with the first person immediately
Analyze first, act later (25)
Team performance evaluation (3)
Team is overloaded
Pay attention to the rationality of planning (1)
performance decline
Analyze first, act later, and formulate improvement plans (2)
Chapter 10
communication management
1. Planning communication management (36)
Classification of communication activities (2)
formal/informal
Informal: someone, something small
Oral/written
Written: Mining, communicating project goals
Communication needs analysis (18)
Test method 1: Collect communication needs and define communication strategies
It is the prerequisite for formulating a communication management plan (6)
Test method 2: Communication needs are inconsistent with plans
Prefer agreement (8)
Test method 3: Analysis of communication needs of remote teams and relevant parties
Special attention to culture (4)
global, transnational
Communication Type (1)
Test point: Sequence of implementation steps
The first step of coding (1)
Distinguish between interactive, pull and push communication (5)
Think from the perspective of the recipient of the information
Test method 1: pull type
Actively obtain (3)
Test method 2: push type
passive acceptance (1)
Test Method 3: Interactive
No other restrictions, interactive preferred (1)
wiki
The content and function of communication management plan (10)
This plan includes strategies and content
Test Method 1: Content
5 Right People (3)
5 correct ways (1)
All content
5W
Ensure correct information
what
1. Communication needs of relevant parties
2. Information that needs to be communicated
Language, form, content, level of detail
3. Reasons for releasing information
4. General Glossary
5. Other details
at the right time
when
Release of information, time limits and frequency of responses
by the right way
how
1. Reporting steps
2. Resources allocated for the activity, including time and budget
3. Project information flow diagram, work flow (may include approval procedures), report list, meeting plan
4. Methods to update and optimize communication management plans
Pass it on to the right person
who
Person responsible for communicating and receiving information
achieve the right effect
where
1. Structuring, executing and supervising project communication
2. Improve the effectiveness of communication
Test method 2: Remote teams and relevant parties
Develop a communication management plan to ensure communication effectiveness (5)
Expand and extend
communication management plan
effect
Guide the delivery of project information
content
5W
Ensure correct information
what
1. Communication needs of relevant parties
2. Information that needs to be communicated
Language, form, content, level of detail
3. Reasons for releasing information
4. General Glossary
5. Other details
at the right time
when
Release of information, time limits and frequency of responses
by the right way
how
1. Reporting steps
2. Resources allocated for the activity, including time and budget
3. Project information flow diagram, work flow (may include approval procedures), report list, meeting plan
4. Methods to update and optimize communication management plans
Pass it on to the right person
who
Person responsible for communicating and receiving information
A person who communicates and receives information
achieve the right effect
where
1. Structuring, executing and supervising project communication
2. Improve the effectiveness of communication
distinguish
Communications Management Plan and Stakeholder Engagement Plan
Stakeholders are not linked to the required information, is the communication management plan
Information-Communication Management Plan
1. Keywords of the question
information gap
Process information
poor communication
(difficult, not timely) Not aware of project information, status, updates
2. Background keywords
Different countries, multiple countries
Global stakeholders, international projects
cultural difference
Terminology
3. Purpose keywords
Improve internal consensus
Opinions on handling disputes
Determine whether the message can be sent
Confirm message format and sending frequency
No relevant parties identified, it is a relevant party participation plan
People-Stakeholder Engagement Plan
2. Management communication (13)
Test Method 1: Transmit information according to the communication management plan (3)
Test method 2: Review whether the communication management plan is implemented correctly and achieves the correct results (10)
3. Supervisory communication (13)
Identify communication problems and update the communication management plan (13)
Test method 1: Communication needs change (4)
Test method 2: The communication object changes (3)
Test method 3: There are problems with the communication management plan itself (3)
Test method 4: There are communication problems in remote teams (3)
Chapter 13
Stakeholder management
Mainly for outsiders
1. Identify relevant parties (16)
startup phase
Identifying interested parties (4)
Test method: Needs and expectations are not met, and relevant parties need to be correctly identified (4)
Try to identify it as early as possible
New stakeholders join
Inadequately identified interested parties
Stakeholder Analysis (8)
Test method 1: Input
Basic identity information of relevant parties (1)
Test method 2: Function
Clarify and evaluate the specific situation of relevant parties, To meet stakeholder needs (e.g. priorities) (7)
Stakeholders who hinder the achievement of project goals
Power, interest, influence grid (1)
Test method: The influence of the relevant party groups changes, and the power and interest grid is updated (1)
Question: Trade Union
extend
Stakeholder analysis data performance
Scope of application
small project
Projects where the relationship between stakeholders and the project is simple
Projects where the relationship between interested parties is simple
rights interest grid
Small and simple projects
Manage stakeholders based on their rights and interests
1. High power and high interests
Focus on management
Manage closely
2. High power but low benefits
satisfy him
3. Low power, high benefits
Keep informed
4. Low power and low benefits
supervise
highlight model
Large and complex projects
1. Targeting large and complex stakeholder relationship networks
2. Analysis from the perspective of power, urgency and legality
3. Classification basis
Rights of interested parties
the ability to impose one's will
emergency level
Requires immediate attention
legality
have the right to participate
4.Function
Determine the relative importance of identified interested parties
5.Applicable
Large, complex community of stakeholders
complex, large communities
Within the stakeholder community, there is a complex network of relationships
Internal and complex relationship network among relevant parties
Influence direction
Interested Party Register (3)
Test Method 1: Content
Understand related party information and view the related party register (1)
Test method 2: Function
If there is a change in the relevant parties, update the relevant party register (2)
people change
extend
Interested Party Register
1. Role, 2. Expectations and needs, 3. Degree of interest, 4. Degree of influence, 5. Communication strategy
Include
Basic information of relevant parties
1. Name
2. Organizational positions
3. Location
4.Contact information
5. Role in the project
Assessment information
1.Main needs
2. Expectations
3. Potential impact on the project
4. Stages of influence
Stakeholder classification analysis
1. Internal or external
2. Function
3. Influence
4. Rights or interests
5. Superior or subordinate
.6.Peripheral or lateral
Update time
Discover changes in relevant parties
or when identifying
2. Plan stakeholder management (19)
planning stage
Planning stakeholder engagement (3)
Test method: Plan participation strategies based on the needs of relevant parties (3)
Stakeholder Participation Assessment Matrix (2)
Test method: If there is doubt about the current participation status, search and compare to determine the reason (2)
extend
Stakeholder Engagement Assessment Matrix
Shows the gap between current and desired engagement levels for individual stakeholders
Manage stakeholder involvement
Don't know
resist
neutral
support
lead
5 levels The gap with Current (current) and Desire (expectation) to identify and formulate strategies
Stakeholder Engagement Plan (14)
Problems arise with the attitude of relevant parties towards the project
Test method 1: Input
Stakeholder Assessment Information (3)
Test Method 2: Content
Stakeholder management strategy (including communication strategy) (1)
Test method 3: Function
Guide relevant parties to correctly participate in the project, Improve project success rate (stakeholder attitude issues, conflicts) (10)
guide
extend
Stakeholder Engagement Plan
project management plan Part
1. Content
Focus on management strategies developed based on the ability and needs of stakeholders to influence the project
Information about the project stakeholder community
It identifies strategies and actions for promoting effective stakeholder participation in decision-making and implementation
Stakeholder engagement plans may include
Specific strategies or methods for engaging individuals or interested parties
2. Function
Develop and manage stakeholder involvement in projects
Project planning period, attitude issues
Planning stage, attitude issues
3. Manage stakeholder engagement (54)
Execution phase
Managing stakeholder engagement (7)
Test method 1: If the relevant parties have no experience and have difficulties and need help, provide them with training and guidance (3)
Test method 2: Relevant parties have a cold attitude towards the project and are dissatisfied, and explore and formulate solutions (2)
Test method 3: In the key process of the project, relevant parties become resistance, so let them participate in the process as early as possible (2)
Keywords: avoid
Use interpersonal and communication skills (39)
Test method 1: If you have doubts about the project status, show valid information (demonstration)
Test method 2: Project changes, timely feedback, and obtaining effective information (2)
Test method 3: There are attitude problems or concerns about the project
Analyze and communicate first, then act (17)
Test method 4: Relevant parties have needs, conflicts, complaints, and different opinions
Communicate first, build consensus, and reach agreement (17)
Test 5: Prevent conflict escalation (1)
Meeting (7)
Test method 1: Convening format
Cannot participate in the meeting at the same time, hold virtual meeting (1)
Test Method 2: Meeting Management
When chaos occurs, standardize the meeting agenda (3)
Team charter
If you do not actively participate in meetings, you are encouraged to attend and speak (1)
Check-in cycle
Test method 3: Function
Clarify doubts and promote communication (2)
The first choice for meetings, even in remote rural areas
Chapter 16
Scrum Agile Practice
Three characters (110)
Product Owner (PO) (15)
Test method 1: Connect with customers (initiators), collect needs, and get customers (initiators) (5)
Test method 2: Create (or co-create with the team) organize the product backlog and clarify it (requirements) (1)
spokesperson
Test method 3: Focus on the direction of product development and not let others take care of it (1)
Test method 4: Prioritize tasks according to business value (above team members) (2)
Test method 5: If necessary, requirements need to be prioritized (high-value tasks should be completed first) to speed up delivery (1)
Budget, schedule, resource constraints
Test method 6: When the external/internal environment changes, it is necessary to monitor the requirements, clean up, change and sort the requirements according to the actual situation (5)
Market competition, laws and regulations, compliance (with compliance team)
helmsman
Self-Organizing Teams (ST) (22)
Test Method 1: Concepts and Definitions (3)
Test method 2: Need to focus on performance (1)
Test method 3: Self-management, claiming tasks by yourself (4)
Test Method 4: Members are full-time and focus on one project (1)
Test method 5: Members are often generalist experts, which is conducive to reducing bottlenecks, improving efficiency, and reducing islands/silos (5)
Test method 6: Centralized office is preferred to promote penetrating communication; distributed teams can use virtual means and remote pairing (6)
Test 7: Five stages of team building: formation, shock, standardization, maturity, and dissolution (2)
Five stages of team building
form
Clarify team members’ roles and responsibilities
Directive
shock
produce conflicts
Coach/Influence
specification
Try to solve problems and work together
participatory
Mature
Operate in an orderly manner like a mature unit and complete work efficiently
Authorization
Disband
The project ends and the team disbands
Tuckman's Ladder Theory
Formative stage
Directive
Increase resources, new members join the team, and get to know each other
Memory formula
Castle in the Sky (Guidance, Formation)
shock stage
Influence type
Different (opposing) opinions, conflicts, disputes and disagreements
Memory formula
Lust (influence, shock)
Standardization stage
participatory
Work together, adjust working habits and behaviors according to work needs, and start to learn trust
Memory formula
Jade Turtle (Participation, Standardization)
mature stage
Authorization
Cooperate and solve problems efficiently
Memory formula
Fully mature (authorized, mature)
dissolution stage
Disband the team and release people
Agile Coach (SM) (76)
1. Responsibilities (45)
Test method 1: The concept of servant leadership (18)
Positioning is auxiliary, servant-like and service-oriented
Provide support and assistance to the team
Assist the team to solve problems
Test method 2: Maintain and create a team atmosphere, establish a relationship of mutual trust among members, encourage exploration and support discussion (5)
Positioning of Servant Leadership
Test method 3: When encountering a situation where members are arguing and it is difficult to unify their opinions, first guide the team to reach a consensus. Team members are encouraged to initiate discussions and cannot intervene directly, but they can make their own suggestions (4)
Guide first and reach consensus
Test method 4: Promote cooperation and communication within and outside the team, and understand the team status (2)
Test method 5: Guide and motivate team members to help the project run smoothly (7)
Test method 6: Train team members to adapt to their current work and have room for growth (9)
2. Whether to take action (31)
intervene
Test method 1: Team members violate agile practices. Agile coaches need to proactively intervene in solving problems and guide stakeholders to learn and understand agile practices (9)
apologist
Test method 2: When there are obstacles that cannot be solved by the team members themselves, obstacles from outside, or the project progress may fall behind, the obstacles need to be actively intervened by the agile coach to clear (9)
Interference: 1. Unable to solve by oneself; 2. Obstacles from outside; 3. Project progress is behind schedule
Stay out of it
Test method 1: When encountering obstacles and requiring teamwork to solve the problem, give priority to encouraging team members to try self-correction (8)
Test method 2: When encountering business or technical problems, team members take the initiative to seek help from the agile coach. The agile coach does not intervene directly and gives priority to the team to solve it on its own (3)
Hands-off: business and technical issues are prioritized and resolved by the team themselves
Process (50%)
1. Predict other areas of knowledge 2. Agile phase framework 3.Scrum 4. Mix and change
Chapter 4
Integrated management
Benchmarking Agile Framework
1. Develop a project charter (6)
start up
Input files for the project charter (1)
Test method: Develop project charter with reference to organizational process assets (1)
The project manager may participate in developing the project charter, but it is issued by the sponsor
enter
1. Enterprises and organizations
2.Business documents
Ensure 1. Project charter, 2. Project management plan, 3. Benefit management plan Be consistent throughout the project lifecycle
Ensure consistency: 1. Project charter, 2. Project management plan, 3. Benefit management plan
Expand and extend
Manage business documents
needs assessment
Usually done before a business case
include
Understand business goals and objectives, issues and opportunities
Make suggestions for handling
as a result
May be summarized in a business case document
business case
1.Definition
Refers to a documented economic feasibility study report
1. Documentation
2. Economic feasibility study report
used to
lacks adequate definition
Demonstrate effectiveness of the benefits of the selected plan
It is the basis for initiating subsequent project management activities.
1. Start basis
2. Such as cost-benefit analysis data
2.Features
Pass business case before project launch
Decisions to continue/terminate the project may be made
A business case is a project business document
Can be used throughout the project lifecycle
The business case sets out the objectives and rationale for starting the project
Launch goals and reasons
Helps measure project success against project objectives at the end of the project
Benefit Management Plan
1.Definition
Describes how and when the project will realize its benefits
benefit
direction
time
and the effectiveness measurement mechanism that should be developed
2. Key elements
target benefit
1. Tangible value
2. Intangible value
3. Financial value
net present value
strategic consistency
The degree to which project benefits are aligned with the organization’s business strategy
time frame to realize benefits
1. Stage benefits
2. Short-term benefits
3. Long-term benefits
4. Sustained benefits
Benefit Responsible Person
The person responsible for monitoring, documenting and reporting on the benefits achieved throughout the time frame
measurement standard
Direct and indirect measurements of realized benefits
hypothesis
Factors expected to exist or be evident
risk
Risks in realizing benefits
3.Features
Requires the use of data and information from the business case and needs assessment
needs assessment
business case
Need data and information from both
Development and maintenance is an iterative activity
Iterate
It is the basis for the business case, project charter and project management plan
Supplementary documents
The project manager and sponsor work together to ensure
Project Charter
project management plan
Benefit Management Plan
Be consistent throughout the project lifecycle
Project Charter
definition
1. By the project sponsor
release
2. Officially approve the establishment of the project
3. And authorize the project manager
mobilize organizational resources
Documentation for carrying out project activities
project management plan
definition
Is a document that describes how a project will be executed, monitored, and controlled
Project success criteria
In addition to reaching
scope
time
cost
quality
Important indicators
Achievement of project objectives should also be considered
1. Complete the benefit management plan
Benefit Management Plan
2. Achieve the financial indicators recorded in the business case
financial indicator
Net present value (NPV)
Internal Rate of Return (IRR)
Payback Period (PBP)
Benefit Cost Ratio (BCR)
Return on Investment (ROI)
The shorter the better
3. Complete the transformation of the organization from "current state" to "future state"
Drive organizational change
4. Fulfill the terms and conditions of the contract
contract
5. Satisfy relevant parties
Stakeholders are satisfied
6. Achieve organizational strategies, goals and objectives
Strategic objectives
3. Agreement
Agreement is used to define the original intention of starting the project
Articles of Association Contents (1)
1. Overall goals and success criteria (1)
Test method: The project charter must confirm that it conforms to the organizational management strategy (1)
2. High-level needs, etc. (3)
high level requirements
Test method 1: The requirements collected are inconsistent with the high-level requirements in the project charter
Find a sponsor (1)
Project Charter Definition
1. By the project sponsor
release
2. Officially approve the establishment of the project
3. And authorize the project manager
mobilize organizational resources
Documentation for carrying out project activities
Test method 2: High-level requirements stakeholder issues
A sponsor is required to participate (1)
Test method 3: Uncertain priority of high-level requirements
Prioritize (1)
Role of Charter (1)
Officially launch the project (1)
Test method: The project charter is indispensable to the project (1)
2. Develop a project management plan (3)
planning
Contents of project management plan (1)
Test method: During the planning stage, develop a project management plan. The project management plan contains 12 sub-plans and 3 major benchmarks (1)
The role of the opening meeting (2)
kickoff meeting
test method
1. The purpose of the kick-off meeting is to convey the project goals
Project Objectives
2. Clarify the roles and responsibilities of each relevant party
Roles and Responsibilities
3. Obtain the team’s commitment to the project and build team confidence
commitment, confidence
3. Direct and manage project work (35)
implement
Direct and manage project work (4)
Test method 1: Complete the set goals according to expectations (2)
Test method 2: Exceeding the authority of the project manager
Find a sponsor (1)
Test method 3: The role of project review meeting (1)
Issue log and updates (6)
Test method 1: If there is a problem, update the problem log to ensure that the problem is solved (5)
Expand and extend
before the problem occurs
risk register
Problem has occurred
Problem log
Problems avoided in the future
Lessons Learned Register
Test method 2: You can check the problem log to clarify the problem (1)
Solving problems (31)
Test method 1: Problem solving process
Analyze first, reach agreement, determine measures, and then implement them (26)
Test method 2: If the problem recurs, it is most likely that the root cause has not been found. Prescribing the right medicine is the long-term solution (1)
Test method 3: The impact has not happened yet, but it is clear that it will happen, so treat it as a problem (1)
Known - known risks
Test method 4: There is a problem, the problem needs to be solved, and the risks that the problem may bring (2)
Test method 5: For requirements unrelated to the project, you can suggest a new contract (1)
4. Management project knowledge (10)
implement
Management project knowledge (3)
Test method 1: Tacit knowledge, shared through interpersonal communication and interaction (1)
Tacit knowledge, preferred in meetings
Face-to-face communication and knowledge sharing meeting
Test method 2: tacit knowledge, explicit knowledge, experience and lessons
Throughout the project cycle, collect from stakeholders (2)
Knowledge Management and Information Management Tools (4)
Test method: Ensure project documents and other lessons learned, Stored in a repository (or PMIS) and guaranteed to be up to date
Prevent personnel flow and knowledge loss (4)
Lessons Learned Register and Update (3)
Test method 1: Good experience can be used in the future and needs to be updated to the experience and lessons learned register (1)
Test method 2: Function (2)
Provide reference for this project
Keywords: old customers, similar projects
5. Monitor project work (11)
Supervision, control
Monitor project work (1)
Test method: Monitoring is required during the project to ensure that the project goals can be achieved (1)
Job performance data, information, reports (1)
Test method: Work performance report can understand the status of the project (1)
Cost-benefit analysis (3)
Compare project costs and financial benefits
Test method 1: I don’t know how the project can bring benefits (1)
Test method 2: Determine solutions through cost-benefit analysis (2)
Expand and extend
Cost-benefit analysis (planning phase)
Compare costs to expected benefits
A financial analysis tool used to estimate the advantages and disadvantages of alternatives to determine which alternatives will create the best benefits
Helps project managers determine whether planned quality activities are cost effective
Benefit Management Plan
1.Definition
Describes how and when the project will realize its benefits
1.Benefits
2. Direction
3. Time
and the effectiveness measurement mechanism that should be developed
2. Key elements
target benefit
tangible value
intangible value
financial value
net present value
strategic consistency
The degree to which project benefits are aligned with the organization’s business strategy
time frame to realize benefits
1. Stage benefits
2. Sustained benefits
3. Short-term benefits
4. Long-term benefits
Benefit Responsible Person
The person responsible for monitoring, documenting and reporting on the benefits achieved throughout the time frame
measurement standard
Direct and indirect measurements of realized benefits
hypothesis
Factors expected to exist or be evident
risk
Risks in realizing benefits
3.Features
Requires the use of data and information from the business case and needs assessment
needs assessment
business case
Need data and information from both
Development and maintenance is an iterative activity
Iterate
It is the basis for the business case, project charter and project management plan
Supplementary documents
The project manager and sponsor work together to ensure
Project Charter
project management plan
Benefit Management Plan
Be consistent throughout the project lifecycle
Root cause analysis (6)
Test method: To completely solve the problem, first find the root cause and then formulate a plan (6)
6. Implement holistic change control (32)
Supervision, control
1. Classification of change requests (1)
test method
Correct mistakes before they happen
Corrective measures
Defect remediation has gone wrong
Remedies to be implemented
2. Change based on change management plan (1)
No content, guidance document
Test method: There is a problem with the change process
A suitable change management plan needs to be developed to provide guidance (1)
3. Implement overall change control (11)
Test method 1: There are changes in scope, schedule, cost, etc.
Follow the change process (8)
Test method 2: Change of permissions
You also need to go through the change process (1)
Test method 3: No matter how small the change is
Also need to follow the change control process (1)
Test Method 4: After verbal approval of changes
A formal change process is also required (1)
4. Internal-analyze feasibility first (1)
Test method: Change requests submitted by internal members
Analyze first, then submit (1)
5. Change process
Make a change request (5)
Test method 1: If there is a change, first submit a change request (3)
Test method 2: The possible impact of laws and regulations requires submission of a change request (2)
Impact Analysis (5)
Test method 1: In order to obtain change approval, the team needs to first comprehensively analyze the impact (1)
Test method 2: After the change is submitted, a comprehensive analysis of the impact is required (4)
Notify interested parties (2)
Test method: After the change is approved, the relevant parties fail to implement the change. The possible reason is that notification is not in place (2)
Expand and extend
Change process
Stakeholders within the team submit change requests
Stakeholders outside the team submit change requests
The implemented changes have not gone through the process and need to be supplemented.
6.Change Log (1)
Test method: Change log records all change information (1)
7. The role of change control process (1)
Test method: Ensure that relevant parties understand the correct change procedures (1)
8. Supplemental change process (3)
Test method: If the change is not submitted, the change is implemented, the change process needs to be supplemented, and the impact is analyzed (3)
gold plated
scope creep
9. Special circumstances of change (1)
Test method: Before determining the baseline, project management plan updates do not need to follow the change process (1)
Keywords: Marine Management Bureau (WBS)
7. End the project or phase (15)
End project or phase (4)
Test method 1: Prepare to end the project
Test method 2: The difference between the closing stage and the closing project (1)
Test method 3: What needs to be done to end the project or phase
Deliverable transfer (1)
Measuring stakeholder satisfaction (1)
Test method 4: Evaluate delivery value
Interviews can be used to obtain accurate data (1)
Interview
Passed final product, service or successful acceptance (1)
Test method: Stakeholders refuse final acceptance due to reasons beyond the acceptance criteria
Can seek help from sponsors and obtain acceptance from “final” stakeholders (1)
Handover of results (1)
Test method: After the results are handed over, the business case is not satisfied
Need to be reported (1)
Final project documents and reports (1)
Test Method: Contents of the Final Report
Includes recording of unrealized benefits and follow-up monitoring plan (1)
Early termination (4)
Test method 1: Discover that the project cannot achieve business value
Need to report to the sponsor to re-evaluate the business value or approve early termination (2)
Test method 2: Early termination
Approval required (1)
Need to finish (1)
Organizational Process Assets Update (4)
Test method 1: Closing requires updating organizational process assets (2)
Test method 2: Early termination
Finishing work is also needed
Includes organizational process asset updates (2)
Chapter 5
scope management
1. Planning scope management (2)
Requirements Management Plan and Scope Management Plan (2)
Test method 1: Contents of demand management plan (1)
Also known as: Business Analysis Plan
Test method 2: The role of scope management plan (1)
Guidance documents
Expand and extend
output
demand management plan
How to collect, analyze, record, and manage project and product requirements
scope management plan
How to manage scope methodology
2. Gather requirements (5)
Collect requirements (2)
Test Method: Source
First/in advance, how to do it (2)
Tool Technology (1)
Test method: Guide relevant parties to reach consensus on their needs (1)
Requirements tracking matrix (2)
Test method: function
The bridge between needs (expectations) and results (2)
Requirements (expectations) and deliverables occur simultaneously
Expansion and extension: demand tracking matrix
A form that connects product requirements from their sources to the deliverables that satisfy the requirements
Provides a way to track requirements throughout the project life cycle, helping to ensure that each approved requirement in the requirements document can be delivered at the end of the project
The requirements tracking matrix also provides a framework for managing product scope changes
Corresponding table of requirements and deliverables, each requirement is consistent with the original business value
3. Define the scope (6)
Define scope (1)
Test method: order (1)
After collecting requirements, define the scope
Scope Baseline
scope statement
Work Breakdown Structure (WBS)
WBS Dictionary
Tool Technology (2)
Test method: Expert judgment (2)
Scope Statement (3)
Test Method: Content (3)
Detailed deliverables, acceptance criteria, etc.
1. Deliverables, 2. Acceptance criteria
scope statement
What's included
Product range description
Project and product scope
Deliverables
Scope statement does not contain all requirements, only specific deliverables
Not all requirements are included
Acceptance Criteria
A series of conditions that must be met before the deliverables are accepted
Project Exclusions
Identify content to exclude from projects
Clearly stating what is outside the scope of the project helps manage stakeholder expectations and reduce scope creep
project boundary baseline
Provides a baseline for evaluating whether change requests or additional work exceed project boundaries
Comparison with project charter
It is a very important document and indispensable
4. Create WBS (2)
Decomposition and rolling planning (1)
Test method: Deliverable-oriented (1)
WBS Dictionary (1)
Exam method: content
Detailed description of each component in WBS (1)
Expand and extend
Create WBS
definition
Creating a work breakdown structure (WBS) is to
Project deliverables
project work
The process of breaking down into smaller, more manageable components
Work Breakdown Structure (WBS)
The WBS organizes and defines the overall scope of the project and represents the work specified in the approved current project scope statement
effect
Provides a framework for what is to be delivered, which is done only once or only at predefined points in the project
WBS decomposition technology
top down
Decomposition layer by layer
bottom up
Used to merge lower level components
rolling planning
Deliverables or components that are to be completed far into the future and may not be decomposable currently
Deliverables that cannot be agreed upon currently will only be broken down in the far future
The project management team usually needs to wait for agreement on the deliverable or component before formulating the corresponding details in the WBS.
in principle
8-80 (hours) principle
100% principle
Output: range base
WBS
The lowest level component of WBS is called
work package
Smaller than work packages are called activities
WBS levels: milestones, control accounts, planning packages, work packages
Memory formula
sane painting
WBS Dictionary
scope statement
5. Confirm scope (10)
Confirm scope (7)
Test Method 1: Definition
Formal acceptance and acceptance are the success of the project (3)
Customer acceptance and signature approval
Test method 2: Basis for acceptance (4)
contract
Scope Statement (Acceptance Criteria)
Flow of deliverables (3)
Test method: 1. Control quality → 2. Confirm scope → 3. The sequence between closing (3)
6. Control range (3)
Control range (1)
concept
Supervision scope status, management scope baseline change (1)
Range creep and gilding (2)
Gold plating is not supported
Do and only do the work within the scope (1)
Prevent scope spread
To follow the change control process (1)
Chapter 6
Progress management
1. Arrange the order of activities (1)
Judgment of dependencies
Test method: Distinguish (1)
Selectivity (multiple choices are best)
Mandatory (uniqueness)
2. Estimate activity duration (1)
analogy estimation
Test method: Applicable scenarios
Early days, limited information (1)
3. Develop a progress plan (14)
Develop a progress plan (2)
Test method: Dependencies need to be considered when formulating (2)
Resource Optimization (1)
distinguish
Resource balancing, resource smoothing
Critical path, resource overload, excess construction period (1)
Progress compression (7)
distinguish
rush work
Add resources to activities (add people or work overtime) and exchange money for time
High cost, low risk
You cannot be forced to work overtime, you must negotiate with the team
Quick follow up
Use the risk of rework in exchange for time
Low cost, high risk
Free dependency, no additional resources, no additional costs, low risk
Critical path method (5)
Test method 1: Determine the project duration and compress the progress (2)
Test method 2: Ensure the critical path and avoid delays (3)
4. Control progress (13)
Tool Technology (2)
Test method 1: What-if scenario analysis (1)
Test method 2: Reserve analysis (1)
Analyze first, act later (15)
Test method: Analyze and discuss progress issues with the team/stakeholders and determine next steps (15)
Chapter 7
cost management
1. Estimate costs (4)
Cost Estimation Level (1)
Test method: The accuracy of project estimates will gradually improve as the project progresses (1)
Analogous Estimation Method (1)
Test method: Input information for analogy estimation (1)
Bottom-up estimation (1)
Test method: Application of bottom-up estimation
WBS is the most accurate
Three-point estimate (1)
Test method: Default beta distribution (four cups of Coke divided by 6)
(Most optimistic estimate 4 × Most likely estimate Most pessimistic estimate)/6
2. Make a budget (3)
Make a budget (1)
Test method: When formulating the budget, you can refer to the opinions of relevant parties
Expand and extend
Compared
project budget
All funds approved for project execution
Cost Baseline Management Reserve
cost basis
Approved project budget allocated by time period, Includes contingency reserves but excludes management reserves
Reserve Analysis (2)
Test method: Applicable scenarios for emergency reserves
Included in cost baseline
3. Control costs (6)
Control costs (3)
Test Method 1: Maintenance Cost Baseline (1)
Test method 2: Managing changes in cost basis (2)
Tool Technology (1)
Test method: Distinguishing between different tool technologies (1)
Analyze first, act later (2)
Test method: The actual situation does not match the plan
Analyze the reasons first, and then decide the next action (2)
4. Earned value method (11)
performance measurement methods
Deviation analysis (analyze the present moment)
1. Calculate indicators (3)
Test method: Calculation of Cost Performance Index (CPI) (1)
2. Judgment bias (2)
Test method: Determine project status based on performance index (2)
SPI (progress, time)
3. Calculate and judge (3)
Test method: Calculate and determine project status (3)
4. Improvement measures (2)
Test method: Based on the results, determine what to do next (2)
Trend Analysis (Future Forecast)
Test Method 1: Estimate at Completion (EAC)
Concepts and calculations (2)
Test method 2: Function
Predict future project trends (1)
Expand and extend
Control costs Tools & Techniques
Earned Value Analysis (EVA)
Keywords: performance measurement
Earned Value Analysis (EVA)
Earned Value Analysis
is a commonly used performance measurement method that can take many forms
It comprehensively considers project scope, cost and schedule indicators to help the project management team evaluate and measure project performance and progress
Planned Value (PV)
Planned Value
The budget allocated and approved for the scheduled work schedule of an activity or WBS component
Scheduled work progress budget
Earned Value (EV)
Earned Value
The value of work completed for a project activity or WBS component
value of work completed
Actual Cost (AC)
Actual Cost
The total costs actually incurred and recorded to complete the work of the activity or component of the WBS
actual total cost incurred
Schedule Variance
SV=EV-PV
Schedule Variance = Earned Value – Planned Value
Cost Variance
CV=EV-AC
Cost deviation = Earned value – Actual cost
Schedule Performance Index
SPI=EV/PV
Schedule Performance Index = Earned Value/Planned Value
Cost Performance Index
CPI=EV/AC
Cost performance index = earned value/actual cost
Deviation analysis
Analyze deviations from schedule and cost baselines
CPI=EV/AC=270/300=0.9, the cost performance index is less than 1, and the cost overrun is 10%, which is already a problem
trend analysis
Earned Value Analysis (EVA)
Earned Value Analysis (EVA)
Earned Value Analysis
is a commonly used performance measurement method that can take many forms
It comprehensively considers project scope, cost and schedule indicators to help the project management team evaluate and measure project performance and progress
Planned Value (PV)
Planned Value
The budget allocated and approved for the scheduled work schedule of an activity or WBS component
Scheduled work progress budget
Earned Value (EV)
Earned Value
The value of work completed for a project activity or WBS component
value of work completed
Actual Cost (AC)
Actual Cost
The total costs actually incurred and recorded to complete the work of the activity or component of the WBS
actual total cost incurred
Schedule Variance
SV=EV-PV
Schedule Variance = Earned Value – Planned Value
Cost Variance
CV=EV-AC
Cost deviation = Earned value – Actual cost
Schedule Performance Index
SPI=EV/PV
Schedule Performance Index = Earned Value/Planned Value
Cost Performance Index
CPI=EV/AC
Cost performance index = earned value/actual cost
BAC
completion budget
Budget At Completion
Budget: budget
The total budgeted cost (such as the contract price) is expected to remain constant over time.
You can have BAC when planning, and also have BAC when executing, which is used as a baseline for comparison.
BAC is one of the benchmarks. Since it is a benchmark, BAC will remain unchanged without the approval of CCB.
It is used as a benchmark for measuring performance!
EAC
Completion Estimate
Estimate At Completion
Estimate: estimate, estimate
It is a prediction of the total project cost based on project performance and risk quantification.
EAC estimates the total cost at the end of the project based on the actual progress during the project execution process.
Different calculation formulas are used depending on the type of deviation that occurs, typical deviation and atypical deviation.
most accurate
EAC=AC bottom-up ETC
EAC = Actual Cost New estimate for all remaining work
This method is usually used in the following two situations
Past implementations indicate that the original estimation assumptions were completely outdated
Or the original estimate is no longer suitable due to changes in conditions.
Formula: EAC=AC ETC
Assume it will be completed at budgeted unit price
EAC=AC (BAC-EV)
EAC=actual cost remaining budget (BAC-EV)
This approach is often used when the deviation is considered a special case and the project team believes that similar deviations will not occur in the future.
Formula: EAC=AC (BAC-EV)
Assuming done at current CPI
EAC=BAC/CPI
EAC = Actual Cost Budget for remaining projects modified by Actual Cost Performance Index (CPI)
This approach is often used when the deviation is considered to be a typical form of future deviation
Formula: EAC=BAC/CPI, the CPI here is the accumulated CPI.
ETC
Completion needs to be estimated
Estimate To Complete
An estimate of the remaining work required to complete a planned activity, work package, or control account
The three most basic concepts of cost management
BAC
What is the budget for all the work (the estimated cost to complete all the work according to the original plan)
EAC
Estimate at completion (How much will all the work cost?) It is a prediction of the most likely total cost of a project based on its performance and risk quantification. (Based on the current work efficiency and working methods, if no measures are taken, the cost estimate will be spent by the time of completion)
ETC
Estimate To Complete What is the current estimate of the remaining work? (As of now, the estimated cost will be spent when the remaining work is completed)
Reserve analysis
Reserve analysis
Targeting risks
contingency reserve
within benchmark
sometimes called progress reserve
Known-Unknown Risks
management reserve
Outside the benchmark
Reserve analysis is used to determine the contingency reserves and management reserves required for the project
When making duration estimates, consider contingency reserves (sometimes called "schedule reserves") to account for schedule uncertainty
A contingency reserve is a period of time included in the schedule baseline to address identified risks that have been accepted
Contingency reserves are related to "known-unknown" risks and need to be reasonably estimated to complete unknown workloads
The contingency reserve can be a certain percentage of the estimated activity duration or a fixed period of time, or the contingency reserve can be separated from each activity and aggregated
As project information becomes clearer, contingency reserves can be drawn upon, reduced, or eliminated. Contingency reserves should be clearly outlined in project progress documents.
Earned Value Analysis (EVA)
Earned Value Analysis (EVA)
Earned Value Analysis
is a commonly used performance measurement method that can take many forms
It comprehensively considers project scope, cost and schedule indicators to help the project management team evaluate and measure project performance and progress
Planned Value (PV)
Planned Value
The budget allocated and approved for the scheduled work schedule of an activity or WBS component
Scheduled work progress budget
Earned Value (EV)
Earned Value
The value of work completed for a project activity or WBS component
value of work completed
Actual Cost (AC)
Actual Cost
The total costs actually incurred and recorded to complete the work of the activity or component of the WBS
actual total cost incurred
Schedule Variance
SV=EV-PV
Schedule Variance = Earned Value – Planned Value
Cost Variance
CV=EV-AC
Cost deviation = Earned value – Actual cost
Schedule Performance Index
SPI=EV/PV
Schedule Performance Index = Earned Value/Planned Value
Cost Performance Index
CPI=EV/AC
Cost performance index = earned value/actual cost
trend analysis
BAC
completion budget
EAC
Completion Estimate
most accurate
EAC=AC bottom-up ETC
Assume it will be completed at budgeted unit price
EAC=AC (BAC-EV)
Assuming done at current CPI
EAC=BAC/CPI
ETC
Completion needs to be estimated
TCPI=(BAC-EV)/(BAC-AC)
Performance index to completion = how much more needs to be done/how much money is left
Performance index to completion = (completion budget - earned value) / (completion budget - actual cost)
Chapter 8
Quality Control
Not as expected, Indicates quality problem
1. Planning quality management (7)
Output: 1. Quality measurement indicators; 2. Quality management plan
Test method 1: Contents of quality management plan (3)
For example: quality standards, quality goals
Test method 2: The role of quality management plan (3)
Test method 3: The role of quality measurement indicators (1)
Deliverable status
2. Management quality (8)
Targeted at the process
Test method 1: Management quality input (1)
business environment factors
organizational process assets
Test method 2: The importance of implementing quality management
Process(5)
Test method 3: If there is a problem with the quality management process, how to solve it?
Analyze first, act later (2)
3. Control quality (4)
review of results
Test method 1: Definition of quality control
Result(1)
Test method 2: The role of quality control (2)
Test method 3: When controlling quality, find problems
Analyze first, act later (1)
Verified deliverables
4. Quality Management Tools (11)
Expert judgment (3)
Test method: Encountering compliance-related issues
Analyze first and rely on expert judgment (3)
Cost-benefit analysis (1)
Test method: There are different options and conduct a cost-benefit analysis (1)
Root cause analysis (3)
Test method: When quality problems occur, perform root cause analysis (3)
Pareto Chart (1)
Test function: Rule of 28, find out the main cause of the problem (1)
Quality Audit(4)
Test method 1: Definition (test, inspection, audit), comparative test (2)
Audit, review process compliance
Test method 2: Audit finds problems and solves them (1)
Test method 3: Before auditing, information on various project activities needs to be confirmed for review (1)
Expand and extend
problem found
quality management tools
audit
definition
A structured and independent process to determine whether project activities comply with organizational and project policies, processes, and procedures
project activities
Follow policies, processes, procedures
Structured
independent
Process Compliance
Check process
Compliance staff are the ones who know the most about compliance issues
Avoid quality that does not meet quality standards
Avoid rework
quality audit
It is a review of the process and can be used to determine whether the project activities follow the policies, processes and procedures of the organization and the project to ensure the correctness of the process and ensure that the deliverables meet the requirements
Quality audits are usually conducted by a team external to the project
external team
Organization internal audit department
Project Management Office (PMO)
Auditors outside the organization
test
definition
Testing is an organized, structured investigation
Investigation: Bugs, Defects, Vulnerabilities
Aims to provide objective information about the quality of the product or service being tested based on project needs
Purpose
Is to identify errors, defects, vulnerabilities or other non-compliance issues in products or services
Different fields require different tests
software test
Black box testing, white box testing
construction project
Cement strength testing, concrete and ease of use testing
Consistency of results across processes
test result
Avoid quality failures that require testing
examine
definition
Inspection is the examination of work product to determine compliance with written standards
The inspection is for specific results
Inspections are reviews of results, not project activities
Audit, test, inspection and comparison
Checklist
Checklist
also called counting table
Identify and document defects
Used to arrange items in a logical manner so that useful data on potential quality issues can be collected efficiently
Data can be provided for Pareto charts
Chapter 9
Risk Management
1. Identify risks (12)
SWOT analysis (1)
Tools for identifying risks
Test method: process (1)
Risk Register (11)
Test method 1: Common pitfalls
Distinction: Risk registration management plan (guidance document)
Test method 2: Function (2)
The difference between attention and problem logs
The problem has occurred
The risk has not occurred
Test method 3: New risks are identified and the risk register is updated (9)
Expand and extend
risk register
Document all relevant information about the risk
List of identified risks
Keywords: May need to be reworked, indicating that there is a risk and should be updated first
Potential Risk Responsible Person
Potential risk response list
Improving in planning risk responses
Identification, qualitative risk analysis, quantitative countermeasure development, and closure all need to be updated.
2. Conduct qualitative risk analysis (6)
concept
Prioritization (4)
Test method 1: After identifying risks, the process
Analyze first, act later (4)
Tool Technology (2)
Probabilistic Impact Assessment Matrix
Test method: Sorting after calculation (1)
Risk probability and impact assessment
Probability and Impact
It is a table that maps the probability of each risk occurring to the impact on the project objectives if it occurs.
Risk-based probability and impact
Prioritize risks
for further analysis and development of countermeasures in the future.
Tools that may be used (1)
If more than two parameters are used
Classify risk risks
Then you cannot use probability and influence matrices
You need to use other graphics
Hierarchical/bubble chart
For more than two parameters, Classify risks
Display 3D data
3. Implement quantitative risk analysis (2)
Decision tree(2)
Use when choosing a plan
Test method 1: Applicable scenarios
Options (1)
Test method 2: Calculation
Calculate the EMV (probability × benefit) of each option separately (1)
Probability × return
Expand and extend
Tools & Techniques
data analysis
simulation
definition
In quantitative risk analysis, models are used to simulate the combined impact of individual project risks and other sources of uncertainty to assess their potential impact on project objectives
Use models to simulate impacts
Monte Carlo analysis
Quantitative risk analysis is commonly used
The relationship between probability and cost or time
Relationship between probability and cost (time)
Used in creating schedules and quantitative risk analysis
Modeling for uncertainty
Relationship between probability and cost (time)
sensitivity analysis
Risks that have the greatest impact on the project
Sensitivity analysis to help determine which individual project risks, or other project outcomes, have the greatest potential impact
Results of sensitivity analysis
Usually used
Tornado diagram to represent
Decision tree analysis
Calculation of expected monetary value
Calculate the expected monetary value, multiply the probability returns, and choose the largest
Use decision trees to select the best option among several alternative courses of action
In a decision tree, different branches represent different decisions or events.
That is, alternative paths for the project
By calculating the expected monetary value EMV of each branch
Choose the best path
4. Plan risk responses (8)
Planning risk responses (2)
Exam method: process
Analyze first, then you will have a response plan (2)
Threat response strategies (4)
test method
1. alleviate
Reduce probability or impact
2. Transfer
third party
3.Accept
Not taking proactive measures
Positive coping strategies (2)
test method
1. Report
Identify opportunities and report them to management
2. Exploration
Allocate the most capable resources
5. Implement risk response (7)
Test method 1: Occurrence of identified risks
Follow risk response plan (3)
Test method 2: Unidentified risks occur
Analyze first, act later (4)
6. Supervise risks (9)
Oversight Risk (4)
Test method: Continuous supervision to ensure the effectiveness of the risk management process
If risks change, response measures should be updated (4)
Reserve Analysis(1)
Test Method: Emergency Reserve
Applicable: known-unknown risks (1)
Risk reassessment (2)
Test method: Continuously analyze and evaluate the identified risks (2)
Analyze first, act later
Analyze first, act later (2)
Test method: When deviations occur, communicate and cooperate with relevant parties to resolve them (2)
Expand and extend
tool
audit
Determine the effectiveness of the risk management process
risk audit
Is a type of audit that can be used to evaluate the effectiveness of risk management processes
project manager
Responsible for ensuring that risk audits are conducted at the frequency specified in the project risk management plan
Development form
daily project review meeting
risk review meeting
Dedicated risk audit meeting
Chapter 12
Procurement management
1. Planning and procurement management (7)
Procurement Management Plan (2) (Guidance Document)
Test method: function
Guide procurement activities and procedures
Contract payment type (1)
Test method: Distinguish the characteristics of various types of contracts
cost incentives
Expand and extend
Procurement Planning-Contract Payment Type
1. Total price contract
fixed price contract
The buyer likes it best, the risk lies with the seller
No changes are allowed unless the scope of work changes
Total price plus incentive fee contract
There are upper and lower limits
If the upper limit is exceeded, the seller will bear the responsibility
Below the lower limit, reward
Total price plus economic price adjustment
Coping with large economic fluctuations
If the performance time is long or payment is in different currencies
2. Work and materials contract
When an accurate work description cannot be written quickly, but the nature of the work is clear
such as agile projects
Use work and materials contracts to add personnel, hire experts, and seek other outside support
Can be effectively used for projects with small amount, short construction period, and uncomplicated
3. Cost compensation contracts
cost plus fixed fee
Reimburse the seller for all allowable costs incurred for contract work and pay a fixed fee
cost plus incentive fee
If the cost exceeds or is lower than the original cost, the buyer and seller shall share it proportionally.
cost plus incentive fee
The buyer makes a subjective judgment. If he wants to give, he will give. If he doesn’t want to give, he won’t.
Choice of contract type
Determine the scope first
The range is clear and the total price category is selected.
The scope is unclear, continue to judge
Then determine whether the type of work is clear
Clear selection of labor and materials contracts
Unclear choice of cost compensation contract
Procurement Statement of Work (SOW) (3)
Not legally binding
Test method: function
Describe in detail the products, services or results to be purchased
Expand and extend
Procurement Statement of Work (SOW)
1. Describe the purchased products, services and results in detail
2. Prepare a statement of work for each procurement based on the project scope baseline, defining only that portion of the project scope that will be included in the associated contract
3. Procurement statement of work, which will fully describe the products, services or results to be purchased.
To allow potential sellers to determine whether they have the ability to provide such products, services or results
4.Content
Specification
required quantity
quality level
performance data
performance period
work place
other request
Supplier selection criteria (1)
Test method: Use supplier selection criteria to select suppliers
Expand and extend
Supplier selection criteria
Provide criteria for selecting suppliers
include
1. Ability and potential
2. Product cost and life cycle cost
3. Delivery date
4.Technical expertise and methods
5. Specific relevant experience
6. Work methods and work plans used in response to the statement of work
7. Qualifications, availability and competencies of key employees
8. The company’s financial stability
9.Management experience
10. Knowledge transfer plan (including training plan)
Make or outsource
Compare the costs of making and outsourcing to determine whether outsourcing is necessary
Factors to consider
The organization’s current resource allocation and its skills and capabilities
demand for expertise
Unwilling to assume the obligations of permanent employment
and the need for unique technical expertise
Also assess the risks associated with each make-or-buy decision
2. Implement procurement (8)
Contents of agreement or contract (1)
legally binding
Test method: The contract should clearly specify the acceptance criteria
The role of agreement or contract (7)
Test method 1: Bind suppliers in accordance with the contract (2)
Test method 2: Controversial
Start by reviewing the contract or procurement statement of work (1)
Test method 3: The actual situation is inconsistent with the contract
Review contracts and determine solutions (4)
Expand and extend
Procurement negotiation, contract signing
Before signing the contract, clarify the structure of the contract, the rights and obligations of the parties, and other terms so that both parties can reach a consensus
The role of the agreement
It has a binding effect on both parties to the contract. For all inconsistencies involving suppliers in the project, priority shall be given to the contract.
Agreement includes
Procurement statement of work, or key deliverables
A schedule, milestone, or date specified in a schedule
performance report
Inspection, quality and acceptance criteria
Pricing and payment terms
Warranty and ongoing product support
Insurance and performance bonds
Approval of subordinate subcontractors
General terms and conditions
Change request processing
Termination Provisions and Alternative Dispute Resolution
incentives and punishments
3. Control purchasing (5)
Claims Management (3)
Method test: Negotiation is the first choice, followed by ADR, arbitration, and litigation.
Be polite before fighting
Expand and extend
claim
definition
If the buyer and seller
Unable to agree on change compensation
or disagreement as to whether the change occurred
The requested change then becomes a disputed change or potential constructive changes
Such disputed changes are called claims
Supplier and Party A have claims
1. Negotiate first
negotiation
The preferred method of resolving all claims and disputes
Negotiation is the preferred method
2. Negotiation is not possible
It is Alternative Dispute Resolution (ADR) (recorded in the contract, usually mediation or arbitration)
If the parties to the contract are unable to resolve the claim themselves, may have to follow the procedures specified in the contract, Use Alternative Dispute Resolution (ADR)
If ADR fails, legal action will be taken
Secondly, choose arbitration or litigation
Procurement changes (2)
Test method: The content of the contract is inconsistent with the actual situation and the contract needs to be changed.
Chapter 17
Agile project management phase framework
1.Conception stage practice (6)
start, target
Product Vision (2)
Test method: Vision is the first layer of the onion ring and the basis for making plans.
Project Charter (1)
Test method: The project goals in the agile project charter are communicated to the team
Team Charter (3)
Test method: Solve existing problems by establishing/reviewing team rules (3)
Meeting rules, agenda
2. Practice in the speculation stage (48)
plan, plan
timebox(1)
Progress in benchmarking forecasts
Test method: The benefits of relatively short iteration time boxes
extend
iteration timebox
1. It should be consistent with team capabilities and project characteristics.
2. Once determined, it will not be adjusted at will.
agility triangle
Time and manpower are fixed
time box
3-9 people
The range can be changed
3. When demand changes frequently and customers require increased review frequency
Can shorten the overall iteration time box
8843
Agile Onion Rings (1)
Test method: The content and sequence of onion rings/rolling planning
extend
Onion ring planning (rolling planning)
1.Vision
A brief overview of the product, future state, high-level and granular, recorded in the project charter
2. Product roadmap
Visual overview of the product, approximate time stages and functional description
User journey map
User story map
Story map constructed from user stories based on customer value
MVP
Can run the smallest architecture that meets the customer's primary needs
MMF
A complete feature package of minimal units added on a run-by-run basis
3. Release plan
Contains large-granular version and approximate time information. A version release means launching on the market.
Release planning meeting
Mainly to release product vision, define features, and create release plan
Agile release planning, the main purpose is to develop a plan to deliver an increment to the product
4. Iteration planning
What needs to be done in an iteration
If all planned tasks cannot be completed in the current iteration cycle, you can consider deleting some low-priority tasks to ensure the normal progress of subsequent iterations.
5. Daily plan
Tasks to be completed in a day
3. Daily stand-up meeting
do what
1. Purpose
Understand project status information (keep track of progress)
Understand the individual status of your team
consensus information
Identify problems, obstacles, risks
2. Daily stand-up meeting is one of the most important cornerstones supporting agile principles and cannot be canceled at will.
How to open
1. Daily stand-up meetings are organized by the team themselves. The time and location are determined through discussion. Anyone can host the stand-up meeting.
2. The development team and agile coach will all participate in the meeting. The PO will be invited according to the situation, and relevant parties will be invited.
The development team and agile coaches all attended the meeting
3. The time box is usually 15 minutes
Because other reasons (cultural environment, etc.) affect the effectiveness of the meeting, the time can be extended appropriately, but generally not more than 20 minutes.
If there are too many people, consider dividing the team
4. Everyone takes turns answering questions
What have I accomplished since my last stand-up?
What do I plan to accomplish between now and the next stand-up?
What are my barriers (risks or issues)?
1. The station meeting only synchronizes information and raises questions, but does not solve them.
2. Solving problems can be arranged separately after the daily stand-up meeting
anti-pattern
1. Not a status report meeting
2. Only discover problems, not solve them
Problems can be discussed and solved individually after the stand-up meeting
what is the problem
who will solve it
When will it be resolved?
If it does not affect the current iteration goal and is related to the overall process, you can review the meeting to discuss improvements.
User Stories (38)
Test method 1: The user story is not clear (1)
Test method 2: Creation, analysis and evaluation of user stories (1)
Test method 3: Distinguish between prototype and MVP (minimum viable product) (6)
prototype
Model, can't be used
MVP (minimum viable product)
available, value-added
MMF (Minimum Merchant Function)
Test method 4: Split user stories (3)
Team responsible
Test method 5: INVEST principle (1)
Test method 6: Use DoD to ensure that product increments meet demand (8)
Test method 7: DoD is determined and evaluated by the product owner (2)
Test method 8: Use story point estimates to control project scope, budget or schedule (4)
Test method 9: The performance of different teams cannot be evaluated through completed story points (1)
Test Method 10: Planning Poker (3)
Team responsible
Test Method 11: Prioritize user stories based on their value and risk (7)
Judgment based on the absolute value of risk
Test method 12: User stories, analyze first, then sort (1)
extend
user stories
1.Origin
The term user story originated from Extreme Programming XP
2. Build scenes and characters
Mainly to collect needs and describe the needs of user groups (target groups)
Gather customer needs
3. User story card
as: student I want to: type in live class To facilitate: interact with teachers
Dod's completed definition
Main points
DOD is the acceptance criteria for user stories
The product owner PO takes the lead and the team decides together.
Make it clear when user stories are defined
Determine the best time for DOD (Definition of Done)
When this story is confirmed for inclusion in When iterating over a to-do list
Iterate the backlog
Helps reduce defects and promote successful acceptance of deliverables
Begin with the end in mind
Acceptance conditions
given
under what circumstances or conditions
when
What operations were done, what actions were taken?
then
What results were obtained
3C principle
3C
card
card
conversation
chat
confirmation
confirm
Invest principles
independent, negotiable, valuable, Estimable, small, testable
independent
independent
negotiable
negotiable
valuable
valuable
estimable
estimable
small
small
testable
testable
For example: the deliverable must run very fast. “Very fast” here is a vague description and does not meet the testability requirements.
4. User story granularity
confirm
Negotiated by PO and team
divide
Epic story-theme story-user story-task-subtask
epic
epic
Is it a feature set or a big user story?
An epic is a feature set or a big story. When a feature has multiple scenes, the feature requires multiple implementations at the epic level.
An epic represents an original idea, usually closely related to a specific outcome, and the user stories associated with the epic represent aspects of the solution that need to be delivered
Through epic stories, you can track larger user needs in the product backlog. Epic granularity is too large to adapt to iterations. It can be broken down into many smaller stories; this makes user needs more hierarchical.
Epic is the core content of development or requirements
When writing, use phonetic text that everyone in the organization can understand to avoid ambiguity
theme
theme
A granular story between user stories and epic stories
A theme is the main purpose behind a set of stories, an iteration, a version
Have the product owner PO or the customer determine the topic and get unanimous agreement from the team
For example, the Product Owner determines that the theme for an iteration is "Reporting" or "Connectivity"
In this case, the users chosen for this iteration will all be centered around that theme
Theme allows the team to focus on the value points of the current iteration
story
story
are brief user requirements, small enough to fit within an iteration
Task
task
It is the process of completing user stories
Subtasks
subtask
A subtask is usually a specific split of a story or task, undertaken by a single person, and can usually be completed in a short period of time
defect
bug
Mainly for defects in testing or defects in released versions
5. How to classify user stories
Relevance to product characteristics
Logical relationships (e.g. story A must be developed before story B)
Prioritization based on customer value
6. Story points
concept
Compare the size, complexity, and uncertainty of user stories, Not easy to compare across teams
Not easy to compare across teams
Different teams, good performance, mainly refer to the team with the fewest defects in the deliverable
The number of defects in the deliverables can reflect the completion quality of the deliverables, and to a certain extent, can distinguish the performance of different teams.
definition
Story points are a unit of measurement used to express the overall size of user stories, features or other work. Generally speaking, they reflect the relative size of a story and can be simply regarded as the amount of work.
workload size
Risk, uncertainty, complexity, unknowns, and other related matters should also be included when they impact the workload.
Relevant content should be considered in the Product Backlog
Reference basis for story point estimation
Story point estimation requires selecting a reference story in advance. Use as a reference for other story estimates
Choose the smallest story in the system and set it as 1 story point
Choose a medium-sized story and assign it a mid-point number, such as 5 points
Then refer to it to estimate remaining story points
EV=60×60=3600
PV=60×60=3600
AC=3000
Estimate
planning poker
Cards, open discussion, outlier focused discussion, multiple rounds to reach consensus
Each person has 10 number cards, and each person chooses a card. The card selected at this time cannot be shown to others. All participants reveal their cards simultaneously. Discuss these estimates as a team, focusing especially on outliers (highest and lowest). Finally select successive rounds of estimates.
Broadband Delphi
Anonymous, expert, multiple rounds, submit personal estimate
An estimation method based on team participation. A group of experts anonymously submit estimation results without knowing each other's real results. This can enhance team members' recognition of the results and avoid some "float effects" and "garland effects." Typically multiple rounds are conducted until consensus is reached.
ideal time
Regardless of speed and interruptions
Under rational circumstances, after eliminating all peripheral interference factors, the time required
In addition to using story points to estimate the relative size of user stories, agile teams can also use ideal time estimates, which estimate the actual time required to build individual work items without regard to velocity or disruption.
Assumptions in Estimating
The estimated story is what you will be dealing with
only job
All the external conditions needed to handle the story, when you start working
Everything is ready
In the process of processing this story
will not be interrupted
Team members work together to estimate, and their opinions are the most important
How to estimate story points
7. Prioritization
in accordance with
Value (return on investment) is most important, but themes, risks, costs, politics, etc. also play a role
method
Moscow Rule
What must be done, what should be done, what can be done, what does not need to be done
must
It has to be done, it’s impossible not to do it
Minimum Viable Product (MVP)
should
should do, should have
These features are important, but not required
could
can be done
These requirements are expected by customers but are not high priority
would not
What not to do
It is an inappropriate requirement at the moment
Kano analysis
Classify and prioritize based on user needs and user satisfaction
Four Quadrants of Risk
Quadrant differentiation based on value and risk
Prioritize high-value, high-risk content
practice
Risk-adjusted backlog
Agile teams typically maintain an ordered list of work items, placing the highest-risk items at the top of the list so that they are dealt with first.
100 point method
Prioritize by calculating the total number of points assigned to each user story
Show of hands
five finger method
A technique that can be applied to some team resolutions to help reach consensus
Specific operations
Raise fist
Indicates no support
1 finger
I'm very worried
2 fingers
I want to discuss some minor issues
3 fingers
I don't completely agree, but I can accept the comments as passed without further discussion
4 fingers
I think the idea is good and I would like to work on it
5 fingers
Great idea, I'm willing to take the lead when it comes to execution
participatory decision-making
Definition: Refers to the process of team participation in decision making
Goal: Provide specific practices to the project community in the project to establish frameworks, analyze, and make different decisions
main target
Promote clear communication of goals and constraints
Opening up untapped knowledge
Unleash your organization’s creativity and insight
autocratic decision-making
Definition: Refers to a leader making decisions alone without considering the opinions of others.
Opposite of participatory decision-making
multi-criteria decision making
Multi-criteria decision analysis technology uses decision matrices to establish various criteria such as risk level, uncertainty, value and benefit using system analysis methods to evaluate and rank numerous options.
decision matrix
system analysis
Create by other methods
risk level
Uncertainty
value gain
and other standards
Evaluate and rank numerous options
Evaluate and rank
virtual value
Definition: It gives important stakeholders virtual currency equivalent to the project budget, and they allocate these virtual currencies to the system's backlog items and features. These backlog items and features can be the entire project scope or part of the scope.
Most effective in prioritizing features with business value, but this pattern can easily deviate when people start asking about less valuable activities such as documentation
8. Performance requirements card
Risk Adjustment Backlog (11)
Test method 1: Risk management process (4)
Test method 2: During each iteration planning, risks should be identified (2)
Test method 3: Project risks should be continuously monitored, fed back and evaluated (5)
extend
Risk Adjustment Backlog
risk
A risk is an uncertain event that may affect the project if it occurs
In Agile, negative risk is equivalent to anti-value
Value is saving money, risk is spending money
If a risk occurs, time and resources will need to be spent to deal with it
It will also threaten the interests of the project
Agile is a combination of business value and risk drivers
Product Backlog (Value Risk)
Plan risk avoidance and transfer measures as early as possible
Agile projects continue to iterate and deal with high risks in the early stage
Let high risks be exposed early
In this way, the cost of risk response is relatively lower, and the possibility of ineffective work input at a later stage is reduced.
small risk-based experiments
It is a skill of risk management called spike.
Four Quadrants of Risk
Quadrant differentiation based on value and risk
Prioritize high-value, high-risk content
practice
Risk-adjusted backlog
Agile teams typically maintain an ordered list of work items, placing the highest-risk items at the top of the list so that they are dealt with first.
extend
probing/probing
definition
Probing is a technical attempt, allocating a short time box, tentative exploration, and rapid trial and error.
The feasibility of new technologies in new environments can be clarified to reduce risks
3 types
risk-based probing
Use probing to initially verify the feasibility of various risk response plans
When starting a new project, feasibility analysis
Architecture probing
Used to prove whether a specific architectural solution is feasible
Get information to spy on
It has never been done before, it is an unknown new technology, please explore it first to get more information.
A quick proof-of-concept activity conducted by a team to study a certain problem, often used to test unfamiliar or brand-new technologies.
The results of probing can prevent you from getting too deep before diving into this technique
Main points
Detectiveing is exploratory work on risks and potential issues, Explore new technologies, new methods, new problems, and unclear risks
risk, problem
New technologies, new methods, new problems, unclear risks
When customer needs continue to change, probing iterations can be used to analyze customer needs
When faced with customer needs and don’t know where to start, you can probe and analyze the customer needs.
3. Exploration stage practice (2)
implement
Coaching and Team Development (2)
Test method 1: How to deal with the team or relevant parties without good participation in decision-making (1)
Test method 2: Content and definition of participatory decision-making (1)
4. Adaptation stage practice (16)
Supervision and control
Presentation and Review (1)
Test method: Customers often do not participate in the review, how to deal with it (1)
Team performance evaluation (2)
Test method: Earned value analysis in agile (2)
Speed(13)
Time management in agile
Test method 1: When planning iteration work items, you should consider the speed of previous iterations (1)
Test method 2: The iteration speed must remain stable (1)
Test method 3: Understand the team’s speed or progress through the burndown chart (5)
Publish a burndown chart
Iterative burndown chart
Test method 4: When the expected speed is not achieved, the speed and release plan should be adjusted (5)
Test method 5: Calculate the number of iterations required based on speed
Number of sprints = total story points ÷ speed (result rounded up) (1)
Note: Speed is the actual situation after iteration and sprint, not the goal.
extend
speed
concept
The total size of story points that actually completed the function in this iteration
calculate
Only completed story points count as speed and have value.
1 speed = 1 story point
Initial speed estimate
Initial speed estimate, refer to the past, or previous experience, past average speed
feature
Pursue speed, stability and consistency
The best result is: the speed reaches a sustained and stable level and cannot be compared across teams.
show
Burn-up chart, burn-down chart
Particle size inspection
Chart changes
Completed story points, or remaining story points, describe the team's progress status
monitor
If it does not meet expectations, the actual speed of the team will be used as the priority.
Decrease or increase story points to match the team's actual velocity
Chapter 16
Scrum Agile Practice
1. Three Pillars (4)
Transparency, inspection, adaptation (4)
Test method 1: Members should be transparent, share knowledge, and have ways and methods to share knowledge (2)
Knowledge analysis meeting, knowledge transfer meeting, conference, face-to-face
Test method 2: The practice of transparent office (2)
2. Three artifacts (18)
Product Backlog (PB) (17)
Product Owner (PO)
Test method 1: Basic rules and systems of product backlog (3)
Test method 2: Manage changes through product backlog items (5)
Test method 3: Discuss and sort out the product backlog list with the team or relevant parties to solve the problem (6)
Test method 4: Create and adjust the product backlog, considering value and risk (3)
Iterative Backlog (SB) (1)
Development Team (ST)
Test method: The development team should ensure that the iteration goal is achieved before proceeding with other work (1)
3. Discovery and problem solving (21)
4. Tool technology in agile (4)
Brainstorming(2)
Focus Group (1)
RACI Matrix(1)
Used when collaborating with internal and external teams
5. Five events (58)
Iteration, sprint (3)
Test method 1: Iteration scale (2)
Suitable for iteration duration
agility triangle
value, quality, constraints
Test method 2: Iteration cycle (time box) (1)
Benchmark progress
should be consistent
Iteration Planning Meeting (5)
PDCA-P (Plan)
Test method 1: Content and input and output of iterative planning meeting (4)
enter
Product Backlog
output
sprint goal
Iterate the backlog
Test Method 2: Best Practices for Iterative Planning Meetings (1)
Daily stand-up meeting (14)
PDCA-D (execution)
Test method 1: The role of daily stand-up meeting (5)
clarify
Test method 2: The consequences of not having daily stand-up meetings (1)
Test method 3: Ask questions in the daily stand-up meeting (2)
Test method 4: Method and time of daily stand-up meeting (1)
Should be discussed and confirmed by the team
Test method 5: Maintain the normal progress of daily stand-up meetings (5)
Iteration review meeting (18)
PDCA-C (check)
Test method 1: The review meeting can communicate with relevant parties and obtain feedback (6)
Test Method 2: The review meeting can demonstrate value through demonstrations and obtain feedback from relevant parties (8)
Test method 3: Benefits of review meetings (3)
Feedback, iteration, improvement
Test method 4: Problem solving after the review meeting (1)
Continue with the next iteration
Iteration retrospective meeting (18)
PDCA-A (improvement)
Test method 1: Content and definition of iteration review meeting (2)
Test method 2: Find the root cause through iterative review and propose ways to solve the problem (16)
Description: 1. Lessons learned meeting; 2. Review whether risk response measures are effective
Chapter 19
Hybrid (Organizational Change)
1. Mixed projects
Test method 1: Both predictive and agile, or in a transitional stage, adopting a hybrid life cycle (6)
Can the problem be solved?
option itself
Try to be positive
Test method 2: In hybrid, the responsibilities of the project manager
Project manager with servant-like attributes, leaning towards agile
Encourage, support, guide, resolve obstacles... (9)
Prediction-Training
Agile - Coaching
Test Method 3: In mixed mode, promote team collaboration by establishing team charters, strengthening communication, working together, etc. (3)
Test method 4: When mixing, changes need to be judged according to the change situation, follow the process, or cooperate with the product owner, or do it at the same time (4)
Test method 5: When solving problems, you need to communicate and cooperate with relevant parties to determine solutions (6)
problem solved
If there is a problem, analyze it first and then act.
Remember: This is also the idea for PMP questions
Test Method 6: Resource Availability in Hybrid Projects (2)
Test Method 7: Hybrid Project Management (7)
Echoing each other from afar
2. Organizational transformation
Test method 1: Preparations before transformation (6)
Transform thinking from the top down
cannibalize
Communicate and decide in advance
Solve obstacles
share decisions
Set vision and purpose
Make rules beforehand
Test method 2: Guidance to relevant parties (7)
When relevant parties do not understand, support or have experience
Test method 3: Promote the benefits of transformation (3)
In order to gain support and recognition from relevant parties
Test method 4: Evaluate whether it is suitable for transformation (3)
Test Method 5: Resource Management in Transformation (3)
Test method 6: Frequent communication (2)
3. Compliance
business environment factors
Test method 1: Need to cooperate with compliance stakeholders (teams, departments, responsible persons) (5)
Test method 2: Evaluate first, then act (1)
Test method 3: In the early stages of the project, the impact of compliance should be considered to avoid problems later (2)
Environment (8%)
1. Predict Chapters 1-3 2. Agile definition 3. Life cycle type
Prediction Chapter 1-3
1. Introduction (9)
Organizational Project Management
Test point: Project set VS project portfolio (2)
Program
rely
interdependence
Expand and Expand: Project Collection
interrelated and coordinated
1.Definition
is a set of interrelated and coordinated activities
project
Subprogram
Program
In order to obtain benefits that cannot be obtained by separate management
2. Focus on projects and programs
Dependencies
1 1>2
3. Program manager
No project management
Rather, it coordinates integration or conflicting work between projects
integrated
Go through all the procedures and buy materials
conflict
If you want to use a road at the same time
Managed objects
project manager
Program
4.Core
integrated
5. Outcome standards
demand income
Portfolio
strategy
strategic sequencing
Expand and Expand: Project Portfolio
Achieving common organizational goals may involve shifting priorities and resources
1.Definition
activities managed together to achieve strategic objectives
project
Program
subproject portfolio
operations
1. Through ongoing activities
An organizational function that produces the same product or provides repetitive services
2. Goal
To keep the business running
Characteristics of Operations and Projects
1.Operation
persistence, repetition
2. Project
temporary, unique
2. Program or project
Not necessarily dependent on or directly related to each other
When conducting organizational and portfolio planning
based on risk, funding and other considerations
Portfolio components
Prioritize
3. Management objects
Project Portfolio Manager
4.Core
choose
5. Outcome standards
strategic benefit
business documents
Test point: Benefit management plan (7)
Test method 1: Function (1)
See if it has value
Test Method 2: Content (3)
Target benefits, strategic alignment, time frame to achieve benefits, milestones, review it to maintain strategic alignment
Test method 3: Judgment (1)
Net present value and other indicators, the higher the better
ROI, the shorter the better
Test Method 4: Analysis (2)
Increase business value (tangible, intangible)
Expand and extend
Manage business documents
needs assessment
Usually done before a business case
include
Understand business goals and objectives, issues and opportunities
Make suggestions for handling
as a result
May be summarized in a business case document
business case
1.Definition
Refers to a documented economic feasibility study report
1. Documentation
2. Economic feasibility study report
used to
lacks adequate definition
Demonstrate effectiveness of the benefits of the selected plan
It is the basis for initiating subsequent project management activities.
1. Start basis
2. Such as cost-benefit analysis data
2.Features
Pass business case before project launch
Decisions to continue/terminate the project may be made
A business case is a project business document
Can be used throughout the project lifecycle
The business case sets out the objectives and rationale for starting the project
Launch goals and reasons
Helps measure project success against project objectives at the end of the project
Benefit Management Plan
1.Definition
Describes how and when the project will realize its benefits
benefit
direction
time
and the effectiveness measurement mechanism that should be developed
2. Key elements
target benefit
1. Tangible value
2. Intangible value
3. Financial value
net present value
strategic consistency
The degree to which project benefits are aligned with the organization’s business strategy
time frame to realize benefits
1. Stage benefits
2. Short-term benefits
3. Long-term benefits
4. Sustained benefits
Benefit Responsible Person
The person responsible for monitoring, documenting and reporting on the benefits achieved throughout the time frame
measurement standard
Direct and indirect measurements of realized benefits
hypothesis
Factors expected to exist or be evident
risk
Risks in realizing benefits
3.Features
Requires the use of data and information from the business case and needs assessment
needs assessment
business case
Need data and information from both
Development and maintenance is an iterative activity
Iterate
It is the basis for the business case, project charter and project management plan
Supplementary documents
The project manager and sponsor work together to ensure
Project Charter
project management plan
Benefit Management Plan
Be consistent throughout the project lifecycle
Project Charter
sponsor
definition
1. By the project sponsor
release
2. Officially approve the establishment of the project
3. And authorize the project manager
mobilize organizational resources
Documentation for carrying out project activities
project management plan
definition
Is a document that describes how a project will be executed, monitored, and controlled
Project success criteria
In addition to reaching
scope
time
cost
quality
Important indicators
Achievement of project objectives should also be considered
1. Complete the benefit management plan
Benefit Management Plan
2. Achieve the financial indicators recorded in the business case
financial indicator
Net present value (NPV)
Internal Rate of Return (IRR)
Payback Period (PBP)
Benefit Cost Ratio (BCR)
Return on Investment (ROI)
The shorter the better
3. Complete the transformation of the organization from "current state" to "future state"
Drive organizational change
4. Fulfill the terms and conditions of the contract
contract
5. Satisfy relevant parties
Stakeholders are satisfied
6. Achieve organizational strategies, goals and objectives
Strategic objectives
2. Operating environment (9)
Two major influencing factors (8)
Test point 1: Business environment factors (3)
Differentiation - uncontrollable
For example, regulatory requirements (differentiating organizational process assets)
Test point 2: Organizational process assets (5)
effect
avoid failure
future reference
Reference for newcomers
Expand and extend
Two major factors affecting the project
1. Business environment factors
Originating from outside the project (often outside the enterprise)
outside the company
1.Social and cultural influences and issues
Environmental protection and safety
2. Market conditions
3.Physical environment elements
4. Commercial database
5. Government or industry standard academic research
6. Financial considerations
inside and outside
Company level, project external
1. Organizational culture, structure, governance
2. Geographical distribution of facilities and resources
3. Infrastructure
4. Information technology software
5. Resource availability
6. Employee capabilities
objective existence
May be influential or helpful
Project Manager (PM) cannot choose
2. Internal organizational process assets
experiences and lessons
helpful for the future
can accumulate
The Project Manager (PM) can choose
Originating within the enterprise, may come from the enterprise itself, a portfolio, program, other projects, or a combination of these
organizational knowledge base
Project information update
Configuration management knowledge base
financial database
Historical information, experience and lessons knowledge base
Problem and defect management database
Measurement index database
Project archives of past projects
Test site: Project Management Office (PMO) (1)
Test method: function
For special project situations, you can consult with the PMO to solve the problem. You cannot make the decision yourself.
Priority of each project
3. The role of the project manager (PM) (9)
saint
Test point: Role (7)
Test Method 1: Management Coordinator (4)
Test Method 2: Provide guidance to new team members and junior PMs (3)
Test point: Professional ethics (2)
Test method 1: Have a bottom line (1)
Test method 2: Reporting violations (1)
Report illegally or resign directly
Chapter 14
Agile Manifesto and Twelve Principles
1. Agile Manifesto (3)
Result-oriented, usable software is better than complete documentation (3)
Test method 1: Agile does not require documentation at all (2)
Test method 2: Agile documents should be updated in a timely manner (1)
2. Twelve principles of agile (29)
Value Driven Delivery (17)
Our overriding goal is to deliver as early and consistently as possible Valuable software to satisfy customers (17)
Test method 1: Early, higher, for customers, continuous delivery (13)
Test Method 2: Best Practices in Value Delivery (4)
Team Principles (10)
Test method 1: During the project implementation process, business personnel and developers must always work together (1)
Test method 2: Be good at motivating project personnel and believe that they can complete the tasks (2)
Test method 3: The best architecture, requirements and design come from self-organizing teams (2)
Test method 4: Whether it is for the development team, Or within a team, the most effective communication method for conveying information is
face-to-face conversation (3)
Test method 5: Give them the environment and support they need (2)
Other contents of the Twelve Principles (2)
Test method 1: Changes to requirements are welcome, even in the late stages of project development.
Test method 2: Agile process, we must be good at taking advantage of demand changes to help customers gain competitive advantages
Chapter 15
life cycle type
Characteristics of the four life cycle types (13)
Basis: change frequency, delivery frequency
Test method: Select the appropriate life cycle type/method based on the given project characteristics.
Among the options, there are only four life cycle types (3)
The options may also include specific practices (10)
Chapter 18
Other agile practices
Kanban (5)
Workflow
Test method: The role of Kanban
Visualize work flow, consensus information, and risks to facilitate communication
Kanban
1.Definition
Kanban, in lean manufacturing, is a system for planning inventory control and replenishment
Ohno Taiichi
toyota
The word "kanban" literally translates to "visual symbol" or "card"
Physical Kanban panels with cards enable and enable visualization of workflow within the rectification system for everyone to see
2. Definition principles of Kanban method
Start from current state
Agree to adopt incremental evolutionary changes
Respect current processes, roles, responsibilities and titles
Encourage leadership behaviors at all levels
3. Core attributes of Kanban method
Workflow visualization
Limit work in progress
management process
Clarify process policies
Implement feedback loops
Improve collaboration
4.Function
Visualize work flow
Consensus Information and Risks
Designed specifically for knowledge-based work
Can ensure continuity of workflow and value delivery
5. Six core practices of Kanban (task board)
Visual workflow
Constrained work-in-progress (WIP)
Measure and manage activities (pull)
display rules
Create a feedback loop
Improve through collaboration and experimentation
task board
Task Board: Pull Production
pull system
Once the team completes an item, it can pull another item into the process
Task boards serve a dual purpose
Provides the development team with a convenient mechanism to organize work
It also allows the development team to see at a glance how much work is left.
1. Provide workflow, bottlenecks, obstacles, and overall status information
2. Provide the latest information on the team’s work status
6. Limit work in progress
Reasonable planning, team efficiency, and identifying bottlenecks
WIP
Work in process
Work in progress can be understood as a process
If there are too many processes, computers and mobile phones will easily become stuck, so you need to plan appropriately and limit WIP.
In the Kanban method, completing work is more important than starting new work
No value can be gained from unfinished work
So the team will help implement and comply with WIP limits so that every job in the entire system can be "done"
7. Information transmitter
burn down chart
Indicates remaining work
burn down chart
It is a graphical representation of the relationship between the remaining work and the remaining time in the time box. Use the burndown chart to view the progress of the project over time.
Comparison with other plans
iteration planning
Shows the work to be completed in this iteration
product roadmap
It is a desired state or certain characteristics at a certain point in time.
release plan
Mainly publish product vision and goals and formulate high-level requirements
Iterative burndown chart
Publish a burndown chart
Ignition chart
Indicate work completed and distance from goals
Cumulative Flow Diagram (CFD)
1. Cumulative flow chart is the core measurement in the Kanban method, which can well reflect the flow of work items in each process link.
Holistic
2. What is shown in the cumulative flow diagram is
Lead time
period time
Backlog size
Remaining to-do items
Work in process quantity information
Response time
3. Through the cumulative flow diagram, we can see the process of analysis, development, testing and deployment.
Work in progress
Number of tasks completed
4. Therefore, creating a cumulative flow chart needs to be based on the WIP limit information executed on the Kanban board.
5. Cumulative flow graph
Completion statistics based on different modules of Kanban
Determine scope changes and trends for current projects
8. Scenarios where the Kanban method is most applicable
flexibility
Teams are typically not time-boxed and will perform the highest priority work on the backlog
Focus on continuous delivery
The team focuses on completing the entire system workflow and does not start new work until the WIP is completed
Improve work efficiency and quality
By limiting WIP, work efficiency and quality will be improved
Improve efficiency
Examine each subtask for value-added and non-value-added activities, then clear out non-value-added activities
Team member focus
Limit WIP so teams can focus on current work
Workload variability
If there is unpredictability in the upcoming work, Teams will be unable to make predictable commitments, even for short-term jobs
reduce waste
Transparency will make waste visible and therefore eliminate it
Expand and extend
burn down chart
schedule
value stream map
Eliminate waste
value stream map
identify
The flow of each process in a work item
find out
defects (waste) and develop improvement measures
turn up
Activities that do not provide added value to the product
Daily stand-up meeting
consensus information
Limit work in progress (WIP) (2)
Test method 1: If the task is too heavy and the backlog is too much, consider limiting WIP (1)
Backlog, bottleneck, diversion
Test method 2: Definition of work in progress
The team has started working on it but has not yet completed the requirements (1)
Extreme Programming (2)
Test method: characteristics, functions
Emphasis on simple design and testing over development, Continuous integration, collective ownership of code, and sustainable velocity
Expand and extend
1.Extreme Programming (XP) practice area
organize
main
Centralized office
the whole team
A well-informed workplace
secondary
real customer engagement
team continuity
sustainable rhythm
technology
main
pair programming
test first programming
incremental design
secondary
Shared code/collective ownership
Code and test documentation
Refactor
planning
main
user stories
weekly cycle
quarterly cycle
jet lag
secondary
Root Cause Analysis
tailoring team
Pay as you use
Negotiate Scope Contract
Daily stand-up meeting
Integrate
main
10 minutes to build
continuous integration
Test first
secondary
Single code base
incremental deployment
Daily deployment
2.Scrum and XP
XP corresponds to software engineering and technology
Scrum corresponding links and processes
Pair Programming (4)
Sometimes translated as: pair meeting
Test method: function
Be more focused on efficiency, break down barriers, and cultivate new skills
Expand and extend
pair programming
1. Two developers
work together
one writes code
a real time review
2. Function
Be more focused and efficient
Break down team barriers
develop new skills
For example: when a team member has insufficient skills, you can give the member enough trust through pair programming to help him or her grow.
3. Semi-private space
Caves and common areas
4. Remote pairing with fish tank window
fish tank window
Create a fishbowl window by establishing long-term video conferencing links between the team’s various locations
Long term video conferencing link
At the beginning of each day's work, open the link; at the end of the day, close the link
remote pairing
Establish remote pairings by using virtual meeting tools to share screens, including voice and video links
share screen
Continuous Integration (1)
Test method: advantages, purpose
Integrate immediately to quickly find code problems and solve them
Test Driven Development (TDD) (1)
1. Write test cases before development
2. Test while coding
3. If the test fails, it can be refactored
Refactor
Optimize and reorganize the code without changing the function to improve the maintainability of the code
Scrum of Scrum (1)
Test method: Analogy to project management, integrating cross-cutting issues is the first choice
Expand and extend
Scrum of Scrums (SoS)
Also known as "meta Scrum"
Is a technique used by two or more Scrum Teams rather than one large Scrum Team, where a team includes three to nine members to coordinate its work
Hold regular meetings
Usually two or three times a week
The model is similar to daily stand-up meeting