March 16 Jobs

1, the overall management process:

1) project start-up. Develop the project charter, formally authorize the project or start the project phase.

2) Develop a preliminary scope specification. Outline the scope of the project.

3) Make plans.

4) execution.

5) monitoring.

6) overall change control.

7) Project closure.

2, the project will be formally launched after the project. Affirm the existence of the project in written and formal form, and authorize the project manager in written form. The Project Charter provides a mandate for project managers to use organizational resources for project acquisition.

3. The Project Charter includes:

1) expected 2) product or business requirements, 3) Project Objective 4) Project Manager 5) program 6) Project stakeholder 7) functional organization 8) hypothesis 9) constraint 10) Programme 11) Summary budget

4, the basis for the start of the project

1) contract; 2) project Work description (business requirements, product scope description, strategic plan) 3) organizational and environmental factors (Implementation unit of the corporate culture and organizational structure; national standard or industry standards; existing facilities and fixed assets, such as basic facilities; implementing units existing human resources, personnel and professional skills Human resources management policies such as recruitment and dismissal guidelines, employee performance evaluations and training records. The market situation at that time, the risk tolerance of the project stakeholders, the industry database, the project Management Information System) 4) organization of Process assets (project implementation Organization's enterprise plan, policy guidelines, procedures, guidelines and management system, implementation of project organization knowledge and lessons learned. ）

5. Organizational process assets are divided into two categories:

1) The process and procedures for directing the work in the organization. Organization of standard processes, standard guidelines, templates, work instructions, recommended evaluation criteria, risk templates and performance measurement guidelines, corrective guidelines, standards and guidelines for tailoring, organizational communication requirements, reporting systems, project closure guidelines or requirements, financial control procedures, problem and defect management processes, problem and defect identification and resolution, Issue tracking, change control process, risk control procedures, approval and issuance of work authorization procedures)

2) All the knowledge of the organization

6, the project Start method, technical tools

1) project management Methodology 2) project management Information System 3) expert judgment

6. Project Initiation Results: Project Charter

7, the formulation of the initial project scope of the input: project charter, work instructions, environmental and organizational factors, organizational process assets. Output: Preliminary project scope specification.

8. Develop Project management plan

In addition to the above schedule and project budgets, project management plans can be summarized or detailed, and can include one or more sub-plans, including but not limited to: scope management plan, quality management plan, process Improvement plan, human resources management plan, communication management plan, risk management plan, purchasing management plan.

9. Input and output of project management plan

Input: Preliminary project scope specification, project Charter. Organizational environmental factors, organizational process assets

Output: Project management plan, configuration management System, change control system

10. Implementation

Input: Project management plan

Output: Deliverables, changes to requests, implemented changes, corrective actions implemented

11. Monitoring

Benchmark according to project management plan

Input: Project management plan, job performance, performance report

Output: Requested change, Project report

12. Overall change control

CCB Approval of Change Control Committee

Process: accepting (making) change requests, the overall impact analysis of changes, accepting or rejecting change requests, implementing changes, tracking results, and auditing.

Input: Plan, change request, job performance, deliverable.

Output: Approval or rejection of a change request, approved plan

13. Project Closure

Management closure: 1) Identify actions and activities that have met the needs of all sponsors, customers, and other stakeholders in the project or phase; 2) confirm that the completion criteria for the project phase or the entire project have been met, or that the actions and activities of the project phase or the exit criteria for the project are confirmed; 3) when needed, Transfer the project product or service to the next stage, or transfer it to production and/or operational actions and activities; 4) activities need to collect project or project phase records, check project success or failure, collect lessons, and archive project information to facilitate the organization of future project management.

Contract closure: involves closing and closing contracts.

Input: Plan, contract

Output: The final product, service, or successful handover.

Chapter 7th Scope Management

1, the development of scope management process

1) Scope management plan, 2) scope definition, 3) Create work breakdown structure, 4) scope confirmation, 5) scope control.

The scope management plan, scope definition, and creation work breakdown structure belong to the planning process, scope validation and scope monitoring belong to the monitoring process.

2, product range: the characteristics and functions of products, services or results.

Project scope: The project work that must be completed in order to complete the product, service or result with the specified features and functions.

Whether the project scope is completed with a project management plan, a project scope statement, a WBS, and a WBS dictionary as a measure of whether the product scope is completed with product requirements as a measure.

Scope validation refers to the formal recognition of project scope by the project stakeholders. Throughout the life cycle.

Whether the project scope is completed is measured based on the project management plan, and whether the product scope is completed is measured based on the product requirements.

3. The scope management plan is a planning tool that describes how the team defines the scope of the project, how to develop a detailed scope specification, how to define and compile a work breakdown structure, and how to validate and control the scope.

Tools and Technologies: expert judgment, templates, forms and standards

Input: Project Charter, preliminary project SCOPE statement

Project scope management plans can be formal or informal, detailed or sketchy. A scope management plan can be included in a project management plan, or a sub-plan for a project management plan. A project management plan is a collection of related sub-plans for other knowledge domains of the project.

4. Scope definition

The scope definition process is the process of describing the project and the product in detail, and the results are written into the detailed project scope statement.

5, the project Scope description (detailed) main content

1) Project objectives, 2) product scope description; 3) project deliverables; 4) project boundaries; 5) product acceptance criteria; 6) Project Constraints 7) project assumptions

6. WBS

The bottom-level work unit is the work package, which is the basis for defining the scope of work, defining the project organization, setting the quality and specification of the project product, estimating and controlling costs, estimating the time period, and scheduling progress.

7, the WBS representation

A WBS is generally represented as a graphic or a list.

1) Hierarchical tree-type structure. Tree structure diagram The WBS level is clear, intuitive, structural, but not easy to modify, it is difficult to express large, complex project panorama, generally applicable to small and medium-sized projects.

2) List form. A book-like catalogue that reflects all the work elements of the project, but is poorly visualized and often used in larger, complex projects.

8, the project work breakdown into a work package, generally including 5 activities.

Decomposition is the division of project deliverables into smaller, easier-to-manage units until the deliverables are subdivided into work packages that are sufficient to support the future and clearly define the project activity (typically, a person who is able to finish a job for 2 weeks is called a work package, or a job that is done by a person for 80 hours is called a work package).

1) Identify and analyze project deliverables and related work; 2) construct wbs;3 to decompose the high-level WBS into a detailed work unit, 4) Assign code to the work Unit, 5) confirm the degree of work breakdown is necessary and sufficient.

9. Three methods of decomposing WBS

1) Use the phase of the project life cycle as the first layer of decomposition to arrange project deliverables on the second tier.

2) Use the project's important deliverables as the first layer of decomposition.

3) The project is arranged on the first level, and then the WBS of the sub-project is decomposed.

10, the decomposition work structure should grasp the principle

1) Maintain the integrity of the project at all levels and avoid missing the necessary components;

2) A work unit can only be subordinate to an upper unit, avoiding cross-dependent;

3) The same level of work units should have the same nature;

4) The working unit should be able to separate different responsibilities and different work contents;

5) To facilitate project management planning and control of the need for management;

6) The minimum level of work should be comparable, is manageable, can be quantitative inspection;

7) should include the project management work, including subcontracting work;

8) The working unit of the lowest level of the WBS is the work package. In general, early, or complex, or large-scale projects, their WBS decomposition particles are larger, thicker.

11. WBS and WBS Dictionaries

The lowest level of a WBS is usually a work package, and each work package for a WBS should have a unique identity that reflects information such as the cost of the work package.

The details of the elements included in the WBS, including the work package, are usually described in the work breakdown structure dictionary. A WBS dictionary is a companion document for a WBS that describes each WBS element.

12, other decomposition structure outside the WBS;

1) Organizational Breakdown structure: Provide a hierarchical description of the project organization and make the work package relevant to the organization's execution;

2) Bill of Materials: A list of the sub-parts needed to process a product;

3) Risk Decomposition agency: A hierarchical description of the identified project risks, which are ranked by risk category.

13. Scope Benchmark

The approved detailed project scope statement and other relevant WBS and WBS dictionaries are the scope benchmarks for the project. Throughout the life cycle of the project, this range base is monitored, verified and validated. Part of the management plan.

14. Scope Confirmation

Scope validation is the process by which a project stakeholder such as a customer formally accepts and receives a completed project deliverable, also known as the scope validation process or scope verification process. Project scope validation includes reviewing project deliverables to ensure that each deliverable is satisfactorily completed.

Project scope validation should be consistent throughout the project. Scope confirmation and quality control are different, scope confirmation is the acceptance of the results of the work, and quality control is related to the correctness of the results of the work, quality control is generally completed before the scope of confirmation, of course, can also be carried out in parallel.

15. Range Control

affect the factors that lead to scope changes, ensure that all requested changes are handled according to the overall change control process for the project, and manage the actual changes when the scope changes occur. Range control is also combined with other control processes.

On project planning and Monitoring (architecture)

I. Overview. Project Outline (the main content of the preliminary specification of the project), my position and role in the project.

Ii. principles for the preparation of project plans. We should abide by the principle of global principle, the principle of whole process, the principle of organization and management of the unification of personnel and resources, the coordination of technical work and management work. Unify the goal management, mobilize the stakeholder participation, realize the project plan gradually accurate.

Third, the main content of the project plan. The project plan is the benchmark for the successful implementation of the project. The main contents of the project plan include: 1 The Project management team, 2) the Project organization structure, 3) The project overall technical plan; 4) the technical tools used; 5) project life cycle; 6) project objectives; 7) schedule; 8) project budget; 9) change control; 10) communication management; 11) scope Management plan ; 12) Quality management plan; 13) process Improvement Plan; 14) staffing management plan; 15) risk management plan; 16) purchasing Management plan

Iv. monitoring of the project. In the process of project execution, according to the project plan and performance, strengthen the monitoring of the project, analysis and tracking project risk, maintain accurate and timely information base, through earned value management and expert judgment and other methods, to determine the actual situation and plan deviations, analyze the reasons, and put forward corrective measures and recommendations, Request for change submitted to the Change Control Committee for approval.

The development of a detailed and complete project plan is the basis for the successful completion of the whole project, effective and timely monitoring of the project to ensure that the implementation of the project plan is controllable, the joint role to ensure the successful completion of the project.

March 16 Jobs