(Day 1) Framework Learning

First, we will learn the knowledge framework of the project management body of knowledge (PMBOK Project Management Knowledge System ).

PMBOK consists of five management processes and nine knowledge domains. First, you are familiar with these processes and knowledge domains. Later, we will explain each process and knowledge domain separately.

1) management process:

Start/plan/execute/control/close

2) Knowledge Domains

Definition of project management

Project management refers to the application of knowledge, skills, tools and technologies in project activities to achieve the project objectives.

Project success is subject to four constraints: scope, time, cost, and quality.

3) PMI's definition of the project

A project is a temporary endeavor undertaken to create a unique product or service

A project is a temporary one-time effort or work to create a unique product, service, or product.

4) Definition of project management

Project management refers to the application of knowledge, skills, tools and technologies in project activities to achieve the project objectives.

Project management is completed by executing a series of related processes, which are distributed in the core knowledge domain, assurance domain, companion domain, and process domain. It is worth noting that many processes of Project Management overlap and interaction in actual work.
Core Knowledge domains include overall management, scope management, progress management, cost management, quality management, and information security management.

Security domains include human resource management, contract management, procurement management, risk management, information (documentation) and configuration management, intellectual property management, legal and regulatory standards, and professional ethics.

The accompanying domain includes change management and communication management.

The process domain includes scientific research and project initiation, initiation, planning, implementation, monitoring and finishing, and the monitoring process may occur in any stage of the project life cycle.

5) project stage and project lifecycle

The project lifecycle is called the project lifecycle );

Because the project is unique, there is uncertainty in the project implementation process;

To reduce project uncertainty, the project is implemented in stages;

The project life cycle is the sum of all stages of the project;

6) Most projects have the following features:

In the initial stage, the cost and labor cost are relatively small; in the intermediate stage, the cost reaches the highest level; when the project approaches the end, the cost decreases rapidly.

In the initial stage of the project, the project has the highest uncertainty.

In the initial stage of the project, the project stakeholders have the highest capability to influence the final product features of the project, because the change cost in the initial stage is small. In the later stages of the project, changes generally increase a lot of costs. The project stakeholders gradually decrease their ability to influence the final product features of the project.

Project Stakeholders Influence project capabilities

7) features of the project stage and project declaration cycle

A project stage is typically marked by one or more deliverables, such as feasibility reports, detailed design reports, prototypes or prototypes, test reports, and test run reports.

The sequential relationship between stages is often the time sequence.

The phase review is usually conducted at the end of the phase

8) typical project lifecycle model (***)

Waterfall Model (also known as the traditional life cycle model or Waterfall Model)

V model

Prototype Model

Spiral Model:

The spiral model is an evolutionary software process model that combines iterative features and linear sequence (
The control and systemization aspects in the model are combined. Rapid development of incremental software versions
Possible. In the spiral model, software development is a series of incremental releases. Release in early iterations
The increment may be a model or prototype on the paper. In future iterations, the developed system is more perfect.
Gradually generate versions

Iteration Model

Most projects are generally divided into four stages: Start-Up, Plan-up, implementation, and close-up. However, some projects are divided into more stages, for example, information projects include feasibility analysis, business process optimization and reorganization, information system planning, system requirement analysis, system design, system implementation, system testing, system trial run, and operation and maintenance.

Work in the phase is done through the alternation of engineering and technical processes and management processes.

9) Impact of organizational structure on projects

Vocational Organization: When a purely vocational organization develops new products, the design stage is often referred to as a design project, and the project team members only come from the design department. In case of manufacturing problems, these problems are submitted to the leadership of the department level by level, and the leadership of the Department is then reported to the leadership of the company in charge. The leaders of the company come forward to coordinate the design department and the manufacturing department, the manufacturing department's reply to the question is then sent to the Project Manager of the design department step by step under the leadership of the design department.

The advantages of vocational organizations are as follows.
(1) strong technical support to facilitate the exchange of knowledge, skills and experiences.
(2) clear career promotion routes.
(3) Straight line communication, simple communication, clear responsibilities and permissions.
(4) It is conducive to process management focusing on repetitive work.
At the same time, vocational organizations also have the following Disadvantages: the functional interests take precedence over projects and are narrow:
Horizontal connections between organizations are weak, and coordination between departments is difficult; there are very few project managers or lack of rights and authority;
The development direction of project management is unclear, and project benchmarks are missing.

Project Organization: In a project organization, an organization is divided into one project manager. Generally, project team members are directly affiliated with a project rather than a department. Most of the Organization resources are directly configured in the project work, and the Project Manager has considerable independence and permissions. A project organization usually has departments, but these departments either directly report to the Project Manager or provide support services for different projects.

The advantages of a project organization are as follows.
(L) A single structure with clear responsibilities and permissions, which facilitates unified command.
(2) Clear and single goals.
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(3) Concise and convenient communication.
(4) fast decision-making

At the same time, project organizations also have the following Disadvantages: high management costs, such as insufficient workload
Low Resource Allocation Efficiency: the project environment is relatively closed, which is not conducive to communication and sharing of technical knowledge; Lack of employees
Lack of continuity and protection in the business.

Matrix organization: in a matrix organization, project team members come from the relevant departments and accept the leadership of the department manager and project manager. matrix organization has both the characteristics of job and project, based on the project manager's influence on resources, including human resources, matrix organizations can be divided into weak matrix organizations, balanced matrix organizations, and strong matrix organizations. Weak matrix organizations maintain the characteristics of many vocational organizations. Project Managers in weak matrix organizations have less influence on resources than department managers, it is more like coordinator and publisher. Project managers in a balanced matrix organization should share their power equally with functional managers.

The advantages of matrix organization are as follows.
(1) The project manager has a responsibility system and clear project objectives.
(2) the project manager's overall resource control has been improved.
(3) timely response.
(4) Obtain more support from functional organizations.
(5) maximize the use of the company's scarce resources.
(6) improved coordination and cooperation across functional departments.
(7) balance quality, cost, time and other constraints.
(8) team members have a sense of belonging, high morale, and few problems.
(9) there are few conflicts and they are easy to handle

(Day 1) Framework Learning