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PMP mind map
This is an article about PMP mind map, including PMP basic knowledge, five process groups and ten knowledge areas.
Edited at 2022-03-18 15:46:53- bacteria
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PMP mind map
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
PMP mind map
PMP Basics
Project, program, portfolio
project
Temporary
unique
progressive detailing
Project driven change
Projects create business value
Project start background
Comply with regulatory, legal or social requirements;
To meet the requirements or needs of interested parties;
Implement or change business or technology strategies;
Create, improve or fix products, processes or services.
End of the project
goal achieved
failed to achieve goal
The need no longer exists
legal or convenience
Project failed
Program
Portfolio
Project, program, portfolio structure chart
Project, program, portfolio management
project management
Identify project needs;
Address the various needs, concerns and expectations of interested parties;
Establish and maintain positive communications with relevant parties;
manage resources;
Balancing competing project constraints
scope;
schedule;
cost;
quality;
resource;
risk
Program management
project portfolio management
operations management
crossing point
When developing new products, upgrading products or increasing production;
When improving operations or product development processes;
At the end of the product life cycle;
at every closing stage.
Clear handover between project stage and operation stage
Portfolio management focuses on developing the “right” programs and projects.
Program and project management focuses on conducting programs and projects the “right” way;
Organizational Project Management (OPM) and Strategy
Portfolio management aligns with organizational strategy by selecting appropriate programs or projects, prioritizing work, and providing needed resources.
Program management coordinates its components and controls the dependencies between them to achieve defined benefits.
Project management enables the organization's goals and objectives to be achieved.
life cycle, knowledge area, process group
life cycle
Product Lifecycle
project life cycle
Predictive (completely plan-driven)
Adaptive (change-driven or agile methods)
general stage
Development life cycle
Predictive
Predictive life cycle is also called waterfall life cycle
Iterative
Develop products through a series of repetitive activities
Incremental
Gradually add functionality to your product
adaptive
Also known as agile or change-driven life cycle
Hybrid
A combination of predictive and adaptive lifecycles
Project process groups and knowledge areas
Stage of project
stage gate
similar to milestone
Stage gates may be called stage reviews, stage gates, critical decision points and stage entrances or stage exits.
project management process
A process that is carried out only once or only at predefined points in the project.
A process that is carried out regularly as needed.
The process of execution throughout the project
Classification of number of process iterations
project management process group
start process group
planning process group
executive process group
monitoring process group
Closing process group
Project Management Knowledge Area
Project integration management
With communication and coordination as the core
project scope management
Do and only do all the work required
Project progress management
project cost management
Project quality management
Project resource management
Project communication management
project risk management
Project Procurement Management
Project stakeholder management
business documents
business case
Notice
需求评估通常是在商业论证之前
商业论证不是项目管理文件
通常由项目发起人负责
business needs
Cost-benefit analysis
Benefit measurement method: comparative method
Constrained Optimization: Mathematical Model
Benefit Management Plan
focus on
使用商业论证和需求评估中的数据和信息
Ensure that the project charter, project management plan and benefits management plan are implemented throughout the project life cycle Be consistent throughout the period
strategically relevant
mission
What to do? Why do it?
Corporate philosophy
Corporate purposes
Corporate image
social responsibility
Vision
What to become?
What to become?
Target
To the extent that it can be achieved, follow the smart principle
Specific: clear
Measurable: measurable
Achievable: Achievable
Relevant: related
Time bound: time-limited
Project success factors
scope
schedule
cost
quality
Key to project success
Complete project benefit management plan
Achieve agreed financial measures documented in the business case
Net present value (NPV);
Return on Investment (ROI);
Internal rate of return (IRR);
Benefit Cost Ratio (BCR)
The bigger the better
Payback Period (PBP);
The shorter the better
Project operating environment
Project operating environment
Main sources of influence
business environment factors
internal
external
organizational process assets
Process Policies and Procedures
organizational knowledge base
organizational system
management elements
organizational governance framework
Project governance
Project governance is within the framework of organizational governance
Organization structure type
Coordinator: Has certain decision-making authority
Liaison: No authority to make decisions
PMO Project Management Office
Supportive
Controlling
command type
PBO project-based organization
Reduce hierarchy and bureaucracy
Based on the final results
Four values of agile development
People and interactions trump process and documentation
Working software is better than complex documentation
Collaborating with clients beats contract negotiation
Change accordingly is better than following a plan
Project manager role
sphere of influence
project
organize
industry
Discipline
Cross-domain
ability
Technical project management
core
Crop
planning
management elements
Strategy and Business Management
Explain necessary business information about the project to others;
Work with project sponsors, teams and subject matter experts to develop appropriate project delivery strategies;
Execute strategy in a manner that maximizes the business value of the project.
leadership
interpersonal communication
Leader qualities and skills
Machiavellianism, power and getting things done
Leadership vs. Management
manage
leadership
leadership style
laissez-faire
Service type
passive
Transactional
transformational
Charming
initiative
interactive
personality
relationship comparison
power type
Formal power (legitimate authority, status)
Reference (Fox fakes tiger's power)
Scenario (Special Crisis Management Power)
personality or charisma
expert
award
punish
guilt
Integration and complexity
Perform integration
process level
cognitive level
background level
Complexity
Contains multiple parts
There are a series of connections between different parts
There are dynamic interactions between different parts
The behavior of interactive products is much greater than the simple sum of its parts (1 1>2)
sources of complexity
system behavior
Human Behavior
ambiguity
4 main things a PM should know
Project life cycle concept
work breakdown structure
critical path method
earned value techniques
Other domain knowledge
Basic concepts of data model
Project calculation period
original investment
Total investment
net cash flow
static payback period
Mutually exclusive projects
Typical method of starting a process group
non-mathematical model
mathematical model
Net present value (NPV);
Return on Investment (ROI);
Internal rate of return (IRR);
Benefit Cost Ratio (BCR)
Payback Period (PBP);
Scoring model
Project management plan and project documents
management plan
scope management plan
demand management plan
progress management plan
cost management plan
quality management plan
resource management plan
communication management plan
risk management plan
Procurement Management Plan
Stakeholder Engagement Plan
change management plan
configuration management plan
Scope Baseline
progress baseline
cost basis
performance measurement benchmarks
Project life cycle description
development method
project files
Activity list
Activity properties
Hypothetical log
Estimate basis
Change log
Cost Estimate
cost forecast
duration estimate
Problem log
Lessons Learned Register
Milestone List
physical resource allocation sheet
Project Calendar
Project communication record
Project schedule
Project progress network diagram
project scope statement
Project team dispatches work orders
Quality control measurement results
quality measures
quality report
requirements document
Requirements Tracking Matrix
resource breakdown structure
Resource Calendar
Resource requirements
risk register
risk report
progress data
progress forecast
Interested Party Register
Team charter
Test and Evaluation Documents
132 tools
Data Collection Tools and Techniques-9
Benchmarking
Brainstorming
Checklist
Checklist
focus group
Interview
market survey
Questionnaires and surveys
statistical sampling
Data analysis techniques and tools-27
Alternatives Analysis
Assessment of other risk parameters
Assumptions and constraints analysis
quality cost
Cost-benefit analysis
Decision tree analysis
File analysis
Gather requirements
Earned value analysis
influence diagram
Iterative burndown chart
Make-or-Buy Analysis
performance review
Control quality
process analysis
Management quality
Proposal evaluation
regression analysis
Reserve analysis
Risk data quality assessment
Risk probability and impact assessment
Root Cause Analysis
Control quality
sensitivity analysis
simulation
Stakeholder analysis
SWOT analysis
Technical performance analysis
trend analysis
Deviation analysis
What-if scenario analysis
Data representation technology-15
Affinity diagram
cause and effect diagram
Control Charts
flow chart
hierarchy diagram
Histogram
logical data model
Matrix diagram
Matrix basic diagram
mind Mapping
Probability and Impact Matrix
Scatter plot
Stakeholder Engagement Assessment Matrix
Stakeholder mapping analysis/performance
text-oriented format
Decision Technology-2
Multi-criteria decision analysis
vote
Communication Technology-2
feedback
Demo
Interpersonal and Team Skills-17
active listening
communication style assessment
conflict management
cultural awareness
Make decisions
Emotional intelligence
guide
Influence
leadership
Conference management
excitation
negotiation
interpersonal communication
nominal group technique
Observe / Talk
political awareness
Team building
Other technologies-60
advertise
Agile release planning
analogy estimation
audit
bidders meeting
bottom-up estimation
change control tools
Claims management
Centralized office
communication method
communication model
Communication needs analysis
communication technology
System interaction diagram
emergency response strategies
cost summary
critical path method
break down
Determine and integrate dependencies
Design for X
expert judgment
Financing
Funding Limit Balance
basic rules
Historical information review
Individual and team assessment
information management
examine
knowledge management
lead and lag
Meeting
organization theory
parameter estimation
pre-dispatch
predecessor relationship drawing method
problem solved
product analysis
product breakdown
Requirements Analysis QFD
system analysis
Systems Engineering
Value Analysis
Value Engineering
project management information system
Project Report
Tip list
prototype method
quality improvement methods
Awards and recognition
How uncertainty manifests
Resource optimization
Risk classification
rolling planning
Progress compression
Progress network analysis
Supplier selection analysis
Opportunity coping strategies
Overall project risk response
Strategy
Threat response strategy
Test and inspection planning
Testing/Product Evaluation
three-point estimate
Performance index to completion
training
virtual team
Earned value management
flow chart
change control process
Earned Value Chart
Deliverable flow
risk management process
Performance data flow
Supreme Picture
Five process groups
Top ten areas of knowledge
Supreme Picture
1. theme
2. theme
3. theme
Five process groups
start process group
Project selection method
Dynamic indicators
Net present value (NPV);
Internal rate of return (IRR);
The bigger the better
static indicator
Return on Investment (ROI);
Benefit Cost Ratio (BCR)
The bigger the better
Payback Period (PBP);
planning process group
critical path method CPM
The critical path can have dummy activities
There can be multiple critical paths
The critical path can be zero or negative
Progress compression only on critical path
The critical path does not take into account any resource constraints
Three-point estimation PERT method
Beta distribution calculation method: T=(P 4M O)/6
Standard deviation: (P-O)/6
probability value
One standard deviation probability: 68.3% Guaranteed rate: 84.1%
Two standard deviation probability: 95.5% Guaranteed rate: 97.7%
Three standard deviation probability: 99.7% Guaranteed rate: 99.86%
Path aggregation: multiply the probabilities of each path
path convergence
Fixed asset depreciation
communication channels
Expected Monetary Value EMV
Monte Carlo analysis
Make-Buy Analysis
type of contract
depreciation
General depreciation
straight line method
Worst, highest cost
accelerated depreciation
double declining balance method
Optimum, lowest cost
sum of years digits method
executive process group
monitoring process group
Earned value management
Progress compression-time balancing method
Closing process group
Top ten areas of knowledge
Project integration management
Implement holistic change control
Change management
change request
Preventive measures: before problems occur
Corrective Action: Minor Issues
Defect Remediation: The Big Issue
change control
configuration management system
Configuration identification
Configuration status logging
Configuration verification and auditing
General change order
1. Evaluate the impact of changes with team members
2. Let customers understand the impact of changes
3. If changes are required, perform change control to obtain approval through CCB
4. If the changes are approved by CCB, update the project plan
5. Distribute the updated documents to project stakeholders
End project or phase sequence
Complete all closing activities first
Publish all closing-related reports
Close all external vendor contracts and complete archiving of all project documents
Finally release resources to other projects
project scope management
Requirements classification
Business needs
Stakeholder needs
Solution requirements
Functional Requirements
non-functional requirements
Transition needs
Project requirements
quality requirements
Quality function deployment: used to help identify key features of new products
scope
Product Range
Project scope
summary
Changes in product scope will inevitably lead to changes in project scope
Changes in project scope do not necessarily result in changes in product scope
The project scope serves the product scope, and the product scope determines the project scope.
wbs work breakdown structure
in principle
100% principle
Work unit dependent only
Decomposition method
top down
rolling planning
Decomposition method
According to life cycle level 1/deliverable level 2
According to the important deliverables as the first level
First level by sub-item
Display form
Outline
organizational chart
hierarchical structure
Project progress management
critical path method CPM
The critical path can have dummy activities
There can be multiple critical paths
Critical path delta can be zero or negative
Progress compression only on critical path
The critical path does not take into account any resource constraints
jet lag
Floating time difference (total time difference): latest start time - earliest start time
When the time difference is negative, the construction period needs to be compressed
Free time difference: the earliest start time of the successor activity - the earliest end time of the current activity
Dependencies
Selective dependence: based on best practices (experience)
Forced dependence: based on the inherent nature of the job
external dependencies
internal dependencies
project cost management
Cost classification
Direct costs: PM can directly control
Indirect costs: cannot be controlled by the PM, are controlled by senior management, and can be spread across multiple projects
Marginal cost (profit) is an indirect cost
Sunk costs
life cycle cost
opportunity cost
fixed cost
Variable costs (variable costs)
reserve
Contingency reserve: In the cost baseline, PM can dispose
known unknown
Management reserve: PM has no control over cost baseline
unknown unknown
Cost Estimate
Rough magnitude estimation interval: -25%~75%
Budget estimate: -10%~ 25%
Certainty estimation interval: -5%~10%
cost components
The total contract price
project budget
Cost Baseline (Performance Measurement Baseline)
Work Package Cost Estimation
Activity cost estimates
Event contingency reserve
contingency reserve
management reserve
Profit (expense)
Project quality management
quality management school
Deming: PDCA cycle, continuous improvement
Julan: meets the requirements and is suitable for use
Crosby: Zero defects, cost of quality includes all costs of not doing the job right the first time
Kaoru Ishikawa: Cause and Effect Diagram
Genichi Taguchi: Turn quality into monetary loss
Feigenbaum: Total quality control, product quality is more important than productivity
Quality Control
Quality policy
Quality goal
value chain analysis
main value chain
Ancillary value chain
quality cost
prevention cost
Evaluate costs
cost of failure
external failure
internal failure
Quality Characteristics: Quality characteristics describe item or product attributes and how compliance will be verified
Quality and grade
Low grade, high quality: maybe not a problem, this product is suitable for a
High grade, low quality: It may be a problem that the product's functionality is ineffective or inefficient due to poor quality
the term
Prevention: ensuring that errors do not occur in the process
Inspection: Ensure that errors do not fall into the hands of customers
Attribute sampling: result is pass or fail
Variable sampling: indicating the degree of qualification
Tolerance: the acceptable range of results
Loss proportion
Project management is responsible for 85% of the responsibility
The executor is responsible for 15% of the responsibility
Seven old tools of quality management
Fishbone diagram, Ishikawa diagram, cause and effect diagram (root cause analysis)
Histogram (central tendency, regardless of time)
Pareto diagram, Plato (a few important reasons/key reasons, take important measures)
Scatter (relationship between two variables, diagonal)
Checklist (collect attributes, display as Pareto chart)
Flow chart, process chart (sequence, forecast)
Control chart (process, 7 points, stable, upper and lower lines, maximum and minimum values, specification line, range) ±3 sigma
Seven New Tools for Quality Management (Soft Exam)
Affinity diagram (classification diagram)
Process Decision Program Chart (PDPC Logical Data Model)
Association diagram
tree diagram
priority matrix
activity network diagram
Matrix diagram
Project resource management
team building stage
Formation stage: getting to know each other, being independent of each other, not being open and honest, focusing on guidance
Shock stage: non-cooperation, collision of opinions (conflict), coach-led
Standardization stage: work together, change behaviors and habits, start to trust each other, and focus on participation
Mature stage: working in an orderly manner like a unit, relying on each other, working efficiently, and focusing on authorization
Dismissal phase: Complete the work and leave the project
source of conflict
schedule
Project priority
resource
technology
administrative
cost
Personality/personal working style
The probability of conflict gradually decreases from top to bottom
conflict resolution methods
Cooperation/Resolution: Confronting and solving problems openly, such as majority voting
Compromise/Mediation: Each side takes a step back to resolve the conflict
Mitigation/Tolerance: seeking common ground while reserving differences, emphasizing consistency rather than differences, unresolved conflicts, temporarily solving problems
Withdrawal/Avoidance: postponing or deflecting a problem without resolving the conflict
Coercion/Command: Use power to enforce urgent issues, sacrifice one party, achieve one party, and temporarily solve the problem
summary
PM power
Reward Power: The power that comes from the project manager position (the best kind of power)
Expert full strength: The power generated by being an expert in technology or project management will have a higher reputation.
Legal/Formal Powers: Powers arising from the project manager position
Implicit power: power that comes from involving a more powerful person
Punishment Power: The Worst Power
Decline in power
management style
to the team
Authoritarian type: Suitable for emergencies that require prompt decision-making
Democratic/participatory: easy to mobilize employee enthusiasm
Laissez-faire: suitable for R&D projects
to individuals
Coaching: telling team members how and when to complete tasks
Coach: Hand in hand
support: give support
Delegation (authorization): telling subordinates the goals and available resources
motivation theory
Malos Hierarchy of Needs Theory
Survive
Safety
society
respect
self-actualization
Herzberg's two-factor theory
Hygiene factors/hygiene factors: Salary is not a motivating factor to improve employee motivation, salary is a hygiene factor
Motivating factors: work itself, sense of responsibility, self-actualization, recognition
Douglas XY theory
Theory X
Theory Y
achievement motivation theory
achievement needs
rights need
affiliation needs
expectancy theory
Peter Principle-Halo Effect
team effectiveness
Personal skill improvements
Improve team capabilities
Turnover rate decreases
Strengthened cohesion
Project communication management
Project managers spend 90% time spent on communication
communication model
Basic sender and receiver communication model
Send message
coding
decoding
interactive communication model
Confirm received
feedback/response
communication skills
inside and outside
formal and informal
Hierarchical communication
level
vertical
official unofficial
written and spoken
Verbal and non-verbal
55% of communication is non-verbal communication
Communication type selection
formally written
formal oral
informal written
informal spoken
When immediate action is required
communication failure
filter
obstacle
Communication channels: N*(N-1)/2
project risk management
Project risk
individual project risks
overall project risk
summary
Individual risks are analyzed in the qualitative process, and overall risks are analyzed in the quantitative process.
Update the risk register for individual risks and update the risk report for overall risks
Individual risks affect project objectives, and overall risks affect the project
The overall risk determines the success or failure of the project, and it is meaningful to manage the overall risk well
Source of risk
Technical risk: from the project
Managing risk: from management
Business risks: from contract suppliers, etc.
External risks: from the business environment
Four elements of project risk
risk event
risk probability
Risk impact
Three attributes of risk
Risk reasons
Risk classification
Known risks
unknown risk
Known-Unknown Risks
Bounce back plan
secondary risk
residual risk
Unknown - unknown risk
contingency measures
management reserve
preventive solution
Threat response strategies
avoid
transfer
alleviate
accept
Report
Opportunity response strategies
Increase quantity Develop quality
open up
share
improve
accept
Report
Increase quantity
Overall project risk response strategy
avoid
open up
Transfer and share
reduce or improve
accept
risk contingency plan emergency response strategies
contingency reserve
Risk tolerance (utility function)
Risk taking (risk appetite)
risk neutral
risk aversion
risk response
Corrective Action
emergency plan
contingency measures
Contingency is actively accepted, and contingency is passively accepted.
Bounce back plan
risk management process
Project Procurement Management
type of contract
Contractual incentives are designed to make the seller's goal Consistent with the buyer's, that is, synchronized goals
lump sum contract
Fixed Total Price (FFP)
The purchase order is a fixed total price
Total Price Plus Incentive Fee (FPIF)
Total Price Plus Economic Price Adjustment (FPEPA)
cost reimbursement contract
Cost plus incentive fee (CPAF)
Cost Plus Incentive Fee (CPIF)
Cost plus fixed fee (CPFF)
Buyer risk from low to high
Contract for Work and Materials (T&M)
Contract type selection
work risks
Buyer Minimum: Fixed Price Contract
Seller Minimum: Cost Fixed Contract
The scope of work
Specify scope: total price
Unclear: cost or labor
Work and materials contract
Quickly introduce third parties
expert
external help
Scope is unclear and cannot be quickly defined
Purpose
Incentives or rewards: The buyer and seller have the same goals, that is, synchronized goals
Total price contract adjusted according to economic price: long time, price fluctuation
Rewards/Incentives
Reward: Seller’s subjective decision
Incentives: paid in proportion to the agreement
Incentive calculation
Total Price Incentive: There is a maximum price
Cost Incentive: No maximum price
Bidding Documents
Information invitation
Invitation for quotation
invitation to propose
Choose supplier
weight system
screening system
Contract termination: the end of the contract after negotiation between the two parties
The project is successfully completed in accordance with the contract and both parties negotiate to terminate the contract.
The project is terminated early and both parties negotiate to terminate the contract.
Project stakeholder management
Stakeholder mapping analysis/performance analysis
power interest grid
related cube
highlight model
For large communities of interested parties or within the stakeholder community
that power
urgency
legitimacy/proximity
Influence direction
up
down
outward
Horizontal
Prioritization
The interested party register includes 3 types of persons
Main communication target
secondary communication objects
key influencers
interested parties
Project stakeholders
key stakeholders
Engagement Assessment Matrix
leadership type
Supportive
Neutral
Resistant
Don't understand type