Project Manager Exam Notes

which process are the three benchmarks generated in each of these?

Scope baselines: Creating WBS processes
Progress benchmark: Schedule management plan
Cost Benchmark: Cost budget

Risk Identification Tool: Delfino, brainstorming, SWOT, checklist
Risk qualitative Analysis: probability and impact matrix, risk probability and impact assessment
Risk quantification: Monte Carlo, expected currency, plan review

Quality Control: Pareto chart (2/8 rule)

For backward progress, the project manager can process compression technology such as rush, narrow, fast follow-up, concrete measures are:
1. Devote more resources to accelerating the process of activities;
2. Assigning more experienced people to complete or assist in the completion of project work;
3. Reduce the scope of activities or reduce the activity requirements;
4. Improve productivity through improved methodologies or techniques.
For cost overruns, the project manager first analyzes the reasons, and then finds out the specific countermeasures such as improving methods, optimizing the scheme and improving the efficiency.

(l evasion.)
Risk avoidance refers to changing the project plan to exclude risks or conditions, or to protect the project's objectives from being affected, or to relax some of the targets that are threatened. For example, to extend progress or reduce scope, etc. However, this is a relatively conservative risk response, in the avoidance of risk, but also completely abandoned the project to bring us the various benefits and development opportunities.
Another important strategy for avoiding risk is to exclude the origin of risk by separating the source of risk from the path of the project through separation. Assess or select a risk environment suitable for its own ability to enter the business, including market segment selection, supplier screening, or opt out of an environmental area to accurately anticipate and effectively prevent the threat of total risk elimination.
The 20/80 rules of project risk management We often hear tell us that 80% of all risk in a project is just 20% of the risk, so we need to focus on avoiding the 20% most dangerous risks. Visible "B. Identify the various factors that cause system disruption, using Pareto analysis to mitigate and eliminate the main factors "for risk avoidance."
(2 shifts.
Transfer risk is the attempt to transfer the consequences of the risk, along with the responsibility for the response, to the other party. The transfer of risk is in fact the only part or all of the risk loss is to be borne by the other side, rather than the removal of it. The risk transfer strategy is most effective for financial risk. The risk transfer strategy almost always involves paying the risk to the stakeholders. Transfer tools are diverse, including but not limited to the use of insurance, performance bonds, guarantees and bonds. Sell or outsource a part of the business that you are not good at or carry out at your own risk to entrust others with help, concentrating on your core business and effectively transferring the risk. At the same time, contracts can be used to transfer responsibility for specific risks to the other party. In most cases, the use of cost-plus contracts may transfer the cost risk to the buyer, and if the design of the project is stable, the risk can be transferred to the seller with a fixed price contract. The qualified enterprises can use some quantitative risk decision analysis methods and tools to calculate and optimize the insurance scheme. Visible "A. Sign an insurance contract to mitigate the loss caused by the interruption "as a risk transfer."
(3 reduction.
Mitigation means trying to reduce the probability or consequences of an adverse risk event to an acceptable threshold. Taking early action to reduce the probability of a risk or reduce its impact on the project is much more effective than a remedy after a risk has occurred. For example, using less complex processes, implementing more tests, or choosing a more stable and reliable seller can mitigate risk. It may require prototyping or prototyping to reduce the risk involved in enlarging the old model from the laboratory's work to the actual product. If it is not possible to reduce the probability of risk, then mitigating the risk is to try to mitigate the impact of the risk, which is focused on determining the severity of the impact of the connection point. For example, setting up redundant components in a subsystem at design time can mitigate the impact of legacy component failures. Visible "C. Set up redundant systems "as a risk mitigation strategy.
(4 accepts
This strategy is taken because it is seldom possible to eliminate all risks to the project. This measure indicates that it has been decided not to change the project plan for the disposition of a risk, to find any other coping strategies, or to respond to the risk in a way that is too expensive (especially when the probability of the risk occurs is very small, often "accept" the measure. This strategy can be taken against opportunities or threats. This strategy can be divided into active or passive ways. The most common way to proactively accept risk is to build emergency reserves to address known or potentially unknown threats or opportunities. Passively accepting the risk does not require any action to be taken and left to the project team, subject to the situation when the risk occurs. Visible "D. Establish the corresponding emergency reserve "as a way to proactively accept risk. That is, d is the correct answer.

Main contents of Chen Ben Control:

FAQ for Feasibility Analysis
1. No sufficient project feasibility analysis
2, the technical route is not advanced or immature, the two did not strike a balance;
3. Do not consider information security issues, or security measures are unreliable
4. The practice adopted by the project does not conform to the national standard;
5, the project leader, the technical core personnel or the external expert cannot guarantee the place, or does not have the suitable person.
6, the investment estimate is unreasonable;
7. The source of funds cannot be guaranteed;
8, there is no basis for the forecast of market demand and economic benefit;
9, no consideration of project risks, no preventive measures and disposal programmes;
10, not in line with the national industrial policy.

Information System Project Manager case analysis Overall Management FAQ
1, the limitations of the individual management of the project, there is no overall view
2, there is no definition of the scope of the project specification, no written scope of the document defined, there is no project completion or phase of the end of the standard;
3, the scope of the specification does not define the objectives of the project, to determine the criteria to be clear (to quantify);
4, the scope of the specification has not been confirmed and verified by the relevant parties;
5, no changes in the management or management of non-standard;
6. The project management plan is incomplete; The Affiliate plan is not consistent with the overall plan;
7, the project plan to develop the problem:
There is no distinction between the hierarchy of plans (Advanced plan, Stage plan, detailed plan);
The plan is unrealistic and estimates are not based on (inexperienced, historical data references) and are not involved (including customer) involvement or commitment; insufficient detail to guide follow-up implementation
8, the implementation of the plan implementation is not enough;
9. There is no control over the problem of the discovered project (supervision and control of each target);
10, different monitoring methods are not used in the project (control mode is single, invalid);
11, the overall change of the control has not been formulated, even if the formulation is not standardized or not follow the process;

Information System Project Manager case Analysis project start-up general ideas
1, feasibility analysis and evaluation after the adoption of the project
2. Release the project charter and authorize the project manager
Approval of the project charter by a sponsor outside the organization or an executive within the organization
? authorizing the project manager
? The project Charter should be published as soon as possible
3, the main content of the project charter
The business requirements and Project overview of the project
? Project objectives
? The specified project manager and level of authorization
? Project organization and project stakeholders
Summary of Project progress, budget, milestones
? assumptions and constraints

Information System Project Manager case Analysis Human Resource management general idea
1. Human Resource Plan Preparation
Identify the project's organizational structure, roles and responsibilities, staffing plans
2, the formation of the project team
? project personnel Access and distribution
? resource availability (skill, quantity)
3. Project Team Building
? Stage of Team development
? incentive
? team performance Assessment
4. Manage the project team
? Conflict management

Information System Project Manager case Analysis Human Resource Management FAQs and Solutions

Problems:
Can't recruit the right project members
The composition of the team, although talented, but difficult to cooperate;
The team's atmosphere is not positive, resulting in a low morale of the project team members;
The tasks and responsibilities of the project team are not clearly assigned;
The flow of personnel is too frequent;
Cause:
Failure to establish a stable mechanism for the acquisition/cultivation of human resources;
The type, quantity and relevant conditions of the human resources required to fully identify the project are not available;
Failure to establish a full and effective capacity of the project team;
Does not clearly assign job responsibilities to the organization of individual or human units;
Corresponding measures:
Establish a stable human resource acquisition and training mechanism;
In the early stages of the project, the project's overall human resources planning, clear job set-up, job responsibilities and collaborative relationships;
Carry out project team building, strengthen team communication, establish cooperation atmosphere;
Follow up the performance of the project team members according to their job responsibilities and objectives, and adjust and improve the overall performance of the project.

Project experience:
1, the project contract to determine the project results of the formal acceptance criteria, acceptance procedures, acceptance methods and operating maintenance service commitments.
2, to strengthen the control of the project implementation process, timely to provide customers with project performance reports, so that customers understand the progress of the project, set the acceptance of the phased results, and allow customers to sign the phased delivery results, the scope of changes to follow the change control procedure.
3, the project documents to complete, so that the progress of the project can be checked.
4, the project manager should promptly communicate with customers, and strive to promote a good atmosphere of cooperation between the two sides.

Delphi Method: Is a method of risk identification, a way to reach agreement.
Role: Helps to reduce data bias and avoids the inappropriate impact of personal factors on results.

System Integration Company evaluation qualification must be met (1, 2, 3 order to meet):

Project Manager Exam Notes