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MindMap Gallery PMP basic important concepts

PMP basic important concepts

Mind map of important concepts underlying PMP, such as the project management process, a systematic series of activities designed to create the final result in order to process one or more inputs and generate one or more outputs

Edited at 2023-05-26 00:13:15

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Outline

PMP basic important concepts

project

Temporary work performed to create unique products, services and results.

Apply knowledge, skills, techniques and tools to project activities to meet project requirements.

There are 10 major areas of application, 49 processes, and five major process groups.

Features

Purpose

Temporary

unique

progressive detail

Project-driven organizational change

From a business perspective, projects are designed to move an organization from one state to another to achieve specific goals. That is, current state --->> future state.

Purpose The business value of an organization increases over time.

Project creates value

value

Business value, the quantifiable net benefit derived from a business operation

Quantifiable net benefit

PMI defines business value as the quantifiable net benefit derived from business operations

benefit

Can be tangible, intangible or both

return

Business value is seen as return, that is, some investment in exchange for time, money, goods or intangible returns

benefit

intangible benefits

goodwill

Brand Awareness

Public Interest

trademark

strategic consistency

reputation

tangible benefits

monetary assets

Shareholders' equity

Public utilities

Fixed facilities

tool

market share

The need for project management

Projects are the main way for organizations to create value and benefits

Reduce costs and increase efficiency

Responding to changing circumstances

Improve market competitiveness

achieve sustainable development

Effective project management

1. Achieve business goals

2. Meet the expectations of relevant parties

3. Improve predictability

4. Increase the probability of success

5. Deliver the right product at the right time

6. Resolve problems and disputes

7. Respond to risks promptly

8. Optimize the use of organizational resources

9. Identify, rescue or terminate failing projects

10. Management constraints, such as: scope, quality, schedule, cost, resources

11. Balance the impact of constraints on the project, i.e. scope expansion may increase costs or extend schedules

12. Manage change in a better way

Background to project launch

1. Comply with regulations, laws or social requirements

2. Meet the requirements or needs of relevant parties

3. Create, improve or repair products, processes or services

4. Implement and change business or technology strategies

Program

Do things right. Gain benefits and control not possible by managing program components separately

Portfolio

Do the right things to achieve organizational strategic goals

the difference

1.Definition

1. A project is a temporary work carried out to create a unique product, service or result.

2. A program is a group of projects, subprograms, and program activities that are interrelated and managed in a coordinated manner in order to obtain benefits that cannot be obtained by independent management.

3. A project portfolio is a collection of projects, programs, sub-project portfolios, and operations that are grouped together to achieve strategic goals.

2. area

1. The project has clear goals. Scope is progressively detailed throughout the project life cycle

2. The scope of the program includes the scope of the program components. Programs deliver benefits to the organization by ensuring that the outputs and results of individual program components are coordinated and complementary.

3. The organizational scope of the project portfolio changes as the organization’s strategic goals change

. . .

project life cycle

A series of stages that a project goes through from start to finish

Stage of project

A collection of logically related project activities, usually ending with the completion of one or more deliverables

stage gate

An end-of-phase review to make decisions to move to the next phase, make corrections, or close a program or project

project management process

A systematic series of activities designed to create an end result, whereby one or more inputs are processed to produce one or more outputs

project management process group

The logical combination of project management inputs, tools and techniques, and outputs. The project management process includes initiation, planning, execution, monitoring, and closing. Project management process groups are different from project phases.

Project Management Knowledge Area

Define the project management domain in terms of required knowledge content and describe it in terms of the processes, practices, inputs, outputs, tools, and techniques it encompasses.