Project management Expertise Point Summary (i)

The March 28, 2015 project management certification exam, regardless of the results, their own time and effort, in addition to learning some project management-related expertise, some training to explain some of the common knowledge, have a better understanding. Now, after the exam, the relevant knowledge points, summarized in this blog post, I would like to commemorate the passing of the log.

Summarize the order of knowledge points, I am to arrange, first a book on the knowledge, mainly Pmbok this book, record the important points of knowledge, which, summed up some complementary knowledge points.

The following will be listed in the knowledge points, there are two words to share with you.

1. There is no right or wrong point of view, only identity does not agree

2. The method is not good or bad, only suitable for

People should have an open mind, not too persistent. Others disagree with you, be tolerant, do not force or ask others to identify with their opinions, the world is precisely because of the diversity of people to bring rich and varied variability. There is a saying, life is too short, we must learn to Kuzhongzuoyue.

The company rewards you not because of how hard you try, but because of the performance you create for the company. As an employee, to say the truth, is to take money, for people to eliminate disaster.

Chapter I.

In general, Pmbok summarizes a series of common project management processes and tooling techniques that, most of the time, are applicable to most projects, and their value and effectiveness have been unanimously recognized. The projects mentioned below refer to the temporary nature of the creation of unique products, services or results. Uncertainty in the work, a project has a clear start time and end time, there is uncertainty. The short-term purpose of the project is to obtain stakeholder satisfaction, in the long run, in line with the strategic planning of the Organization. Project management is the application of the knowledge, skills, tools and techniques mentioned in this book to project activities to meet the project requirements. Projects between projects, can form a project set, the project in the project set together to form a project portfolio, unified in order to organize the strategy and services, do projects similar to the country.

As the project manager's home, the PMO (Project management Office) manages the organization's shared resources, directs, coaches, trains and supervises the project manager, coordinates cross-project communication, and so on.

And the operation type of work, is a survival of the repetitive results of continuous work, the goal is to maintain this state of high efficiency, focus on the continuous production of products or continuous service, a bit similar to sitting on the land.

At the beginning of each project, need to put forward the corresponding project work description and business value analysis, as a project manager, he was delegated by the organization, the leadership team to achieve the project objectives, the main role is to integrate, the main skills are communication, the important quality is cooperation. Do things to have discipline, lenient towards others way, can not do anything on their own, that will be exhausted. Can not too select subordinates Submit the work of the problem, think others ability inferior to you, do not do hello, do not agree with other people's results, so, oneself will be angry death.

Chapter II

Organizational culture and organizational style is a long-term accumulation of the formation of the group phenomenon, a person's habits, called Habits, a group of people's habits, called culture. Based on long-term practice and common experience, most organizations have formed their own unique culture. Culture and style can be learned, and it may have a significant impact on the ability of the project to reach its goals. Often in multinational teams, culture has become a key factor in determining the success of a project, and multicultural capabilities have become an important competency for project managers.

Organizational structure is a cause of environmental factors, usually individuals can not easily change, the common organizational structure consists of three kinds, functional, matrix and project-type.

A typical functional type is a hierarchical structure in which each employee has a clear superior. is a functional matrix:

Matrix type organization, according to the relative degree of power and influence between function manager and project manager, matrix type can be divided into weak matrix, balance matrix and strong matrix three kinds. The weak matrix row organization retains most of the characteristics of the functional organization, and its project manager's role is more like the coordinator or liaison.

is a weak matrix type:

While the balance matrix recognizes the need for full-time project managers, it does not empower them to manage projects and project funds in their sole discretion. Balance matrices such as:

The strong matrix organization has many characteristics of the project organization, and has the full-time project manager and full-time project administrator who has the bigger authority.

In a project-oriented organization, team members are usually centralized, and most of the resources in the organization are used for project work, and the project manager has a lot of self-tenure and authority.

Organizational process assets are plans, processes, policies, procedures, and knowledge bases that are held and used by the executive organization. During the whole project, the project team members can make necessary updates and additions to the organizational process assets.

There are four ways to treat a working environment that we cannot change.

1. Adaptation: Change yourself, adapt to the environment

2. Change: Change the environment to adapt

3. Create: Create the right environment for you

4. Leave: Leave the environment

The project stakeholders, in summary, have three parts, participants, affected persons and affected persons. Identifying stakeholders throughout the project lifecycle is an ongoing process, understanding stakeholder impact on the project and balancing their requirements, needs and expectations, which is critical to the success of the project. In general, the project sponsor is the source of funding for the project, the customer is paid to purchase the project deliverable successfully, the user is the specific use of the project can be delivered successfully.

Satisfaction = experience/expectation for the satisfaction of the customer. Expectation is the psychological anticipation before using the product, the experience is the actual feeling after using the product. In order to improve product satisfaction, on the one hand, we need to properly reduce customer expectations, another convenience, improve the customer's actual experience, the best is to let users in the use process, exceed their expectations.

The general life cycle of a project is typically initiated, planned, executed, monitored, and finalized. Large and complex projects need to be divided into multiple stages to control the project results to ensure the final quality.

Chapter III

In the process of project management, the product-oriented process defines and creates the product of the project, unlike the final product in the same industry, the product-oriented process is not the same, but the project management process is consistent on the specific project of the product. From the start to the end of the project, the project management process and the product-oriented process always overlap and interact with each other.

Project management Five process groups of relationships such as:

The startup process involves defining a new project, authorizing the project to start, defining the initial scope and financial resources, and storing it in the project Charter, and once the project Charter has been approved, the project manager is formally authorized. By involving stakeholders in the initiation process, you can establish a common understanding of success criteria, improve the acceptability of deliverable success, and increase stakeholder satisfaction.

The planning process group contains a set of processes that define the scope of the project, defines and optimizes the objectives, and develops a plan of action for achieving the goal, which generally requires progressive planning of gradual breakdowns. Since feedback and optimization files cannot be collected endlessly, the Organization should develop procedures to specify how the initial planning ends.

The execution process group contains a set of procedures that complete the work identified in the project management plan to meet the project specification requirements. The project manager needs to coordinate people and resources according to the project management plan, manage stakeholder expectations, and integrate and implement project activities. A large portion of the project's budget will be spent in the execution process group.

Monitor process groups, including a set of processes that track, review, and adjust project progress and performance, identify necessary plan changes, and initiate corresponding changes.

The closing process consists of a set of processes that complete all activities of the project management Process group, formally end the project or stage or contractual responsibility.

is a framework diagram of the entire project management knowledge point.

Fourth Chapter

Developing a project charter is the process of preparing a formal approval project and authorizing the project manager to use the organization's resource files in the project activity, which is approved by the initiator and delegated to the project manager (financial and human). The development of the Project Charter requires the project work instruction, for the internal project, it comes from the project sponsor according to the business needs and the demand for products or services, for external projects, it is provided by the customer, can be tender documents or contracts. The project charter contains high-level requirements. In the management of the project, the Project management Information system is very important, it is part of the cause of environmental factors,

Project management plans include scope, schedule, requirements, cost, quality, human resources, communication, risk, sourcing, stakeholder management plans, as well as three benchmarks, scope benchmarks, progress benchmarks, and cost benchmarks.

In the process of developing the project Charter, there are two additional plans for the change management plan and the configuration management plan.

The project manager directs and manages the project work, reviews the impact of all changes to the project, and implements the approved changes, including corrective actions, precautions, and defect remediation. Directs and manages the output of project work with deliverables and change requests. Deliverables are any unique and verifiable product, outcome, or service capability that must be produced when a process is completed. Deliverables are inputs to control quality, outputs for verifiable deliverables, verification of deliverable success as input to confirm scope, output for acceptance of deliverables, acceptance deliverable is an end project or stage input, output is the handover of the final product.

The project manager is ultimately responsible for implementing the overall change control process throughout the project. Any stakeholder in the project may make an oral or written change request, and all change requests must be recorded in writing in the change log, and the Change Control Committee (CCB) will begin the process of implementing the overall change control. The following is a general flow of changes:

At the end of the project, try not to make any changes, if at this time, the stakeholder request, proposed to reject or re-sign the cooperation contract.

At the end of the project, transfer results, lessons learned, archived projects, and team dismantling are required.

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Project management Expertise Point Summary (i)