PMP related Knowledge Point finishing

First, Introduction
1, the definition of the project and examples;
2. Project, project portfolio, project set and project organization management;
3, Fan chin essence is the wind capital (scope, progress, cost, quality, risk, resources)
4, the type of PMO (support type, control, instruction type);
5, the project manager's responsibility and ability (knowledge, practice, personal ability)
6. Project manager's personal skills (leadership, team building, motivation, communication, influence, decision making, politics and culture, negotiation, building trust, conflict management, coaching skills)

II. Organizational impact and project life cycle
1. Organizational structure (functional type, matrix type, project type)--business environment factors;
2, the difference between the coordinator and the liaison Officer;
3, the project organization often uses the virtual cooperation technology to obtain the centralized office the effect;
4, organizational process assets (processes and procedures, knowledge Base) and business environment factors
5, project stakeholders--promoter responsibility P32
6. Project life cycle (cost and manpower input level curve, risk uncertainty curve, change cost curve) & Product life cycle
7. Predictive lifecycle (fully planned-driven), iterative and incremental life cycle, adaptive life cycle

Third, the project management process
1, job performance data, job performance information, work performance report
2. Project management Process Group and knowledge Field table information

Iv. Project Integration Management
1, the role of the Project Charter, the appointment of the project manager preferably in the project Charter on the appointment, the latest must before the planning began
2. SOW (internal and external providers)
3. Project management plan (fan Chin This benchmark and sub-management plan)
4. Change (corrective action, preventive action, defect remedy)
5. CCB (change Control Committee)
6. Configuration control (technical specifications) and change control (identification, recording, approval and rejection of changes)
7. Configuration management (configuration identification, configuration status record, configuration verification and audit)
8. Change log (requires record for change)

V. Project scope Management
1, product scope and project scope
2, requirements classification (business requirements, stakeholder needs, solution needs, transition requirements, project requirements, quality requirements)
3, gathering requirements (interviews, focus groups, guided seminars, group innovation, group decisions, questionnaires, Observation, prototyping, benchmarking, system interaction, file analysis)
4, guided seminars (cross-functional, JAD Joint application design/development (software), QFD (Quality Function Deployment) User stories are widely used in agile methods)
5, Group innovation (brainstorming, nominal group, concept/mind mapping, Affinity graph, multi-criteria decision analysis)
6, group decision (consensus, majority principle, relative majority principle, dictatorship)
7, demand tracking matrix (requirements and business objectives or project objectives)
8, the project charter (High level) and the scope of the project specification (detailed description) of the difference P124
9, WBS (lowest layer is work package, work product or deliverable of activity result)
10, WBS structure (1, life cycle stages are second tier, product and project deliverables are third tier; 2, with primary deliverable as second tier)
11, rolling plan, and 100% rules
12, WBS and WBS dictionaries (detailing deliverables, activities, and progress information)
13, scoping and control quality (acceptance of deliverables)
14, avoid gold plating

Vi. Project Time Management
1. Earned Value measurement technology (datum method, fixed formula method, percent complete, etc.)
2. Activities (Work commitment required to complete the work package)
3. Create WBS output deliverables and define activity output activities
4. Activity attributes (initial project: Activity ID, WBS ID, activity label)
5. Milestone (Duration is 0)
6, tight Front relationship mapping method (FS (Common)/ff/ss/sf (not used))
7. Dependency relationship (mandatory dependency, selective dependency (preferred/preferable), external dependency, internal dependencies)
8. Amount of advance (-) and lag (+)
9. Project Schedule Network Diagram (inter-activity logic relationship)
10, analogy estimation (insufficient information, similar activities or project history data), parameter estimation (parametric model), three-point estimation (triangular distribution, pert beta distribution (preferred)) standard deviation (68.26%, 95.46%, 99.73%)
11. Reserve Analysis (Contingency reserve (known-unknown), management reserve (unknown-unknown)) (change benchmark)
12. Critical Path Method PDM (regardless of resource, maximum activity order, push-pull, inverse push, total float time and free float time)
13, Key Chain method CCM (project buffer (critical chain), connection buffer)
14. Resource Optimization (Resource balance (critical path change, extension), Resource smoothing (no change of critical path)
15. Modeling Technology (hypothetical scenario analysis, simulation (Monte Carlo analysis))
16. Progress compression (increased resources, activities on critical path, increased risk and cost), rapid follow-up (rework and increased risk))
17. Project Schedule (Gantt Chart (report), milestone map, Project Progress Network Diagram (pure logic diagram, no timescale))
18. Performance Review (trend analysis, critical path method, key chain method, earned value management)

Vii. Project Cost Management
1, the Cost Management plan provisions (unit of measurement, accuracy, organizational procedures link, control thresholds, performance measurement rules)
2. Earned Value measurement technology (Weighted milestone method, fixed formula method, percent complete)
3. Cost budget (cost benchmark (emergency reserve + work package cost estimate (activity Contingency + activity cost)) + Management Reserve)
4. Earned Value management (calculation questions) (Pv/ev/ac, SV/CV/SPI/CPI) and Forecasts (EAC/BAC/TCPI) P224
5. Performance review (deviation analysis, trend analysis, earned value performance)

Viii. Project Quality Management
1, accurate level and precise level difference
2, low-grade, high-quality and high-grade, low-quality difference
3, modern quality management requirements (customer satisfaction, prevention is better than inspection, continuous improvement (PDCA Hugh Hart), Management Responsibility (85%), quality costs)
4, quality cost Coq (consistency cost (prevention), non-conformance cost (failure))
5, 7QC (Cause and Effect diagram (Fishbone/Ishikawa/root cause), flowchart (SIPOC), Checklist (Count table), Pareto chart (a few important reasons for most problems), histogram, control chart (stability, control limit, specification limit), scatter plot (related image))
6. DOE (Product optimization)
7, the implementation of quality assurance (promotion of quality improvement) and control of quality (identify poor reasons and give measures and confirm quality enough to accept) the difference
8. Quality Management and control tools (affinity graph, pdpc, correlation graph, tree chart, priority matrix, active network, matrix)
9, the role of quality audit
10, attribute sampling (qualified and unqualified) and variable sampling (degree of eligibility)

IX. Project Human Resources management
1. Organization Chart and job description (Wbs/obs/rbs), Matrix (Ram-raci), text type (detailed description))
2. Human resources management plan (roles and responsibilities, Project Organization chart, staffing management plan)
3. Pre-allocation (1, Bid commitment 2, special Skills 3, project Charter)
4. Multi-standard decision analysis (availability, cost, experience, ability, knowledge, skills, attitude, international factors)
5. Virtual Team (communication)
6, training costs should usually be included in the project budget, by the implementation of the Organization to bear
7. Tuckman (Tuckerman) Ladder theory (formation, oscillation, norm, maturity, dissolution)
8. Basic rule making, centralized office function, recognition and reward demand
9, task and result-oriented is the characteristics of efficient team
10. Conflict management (resource scarcity, scheduling prioritization, individual work style differences) (Withdrawal/avoidance, mitigation/containment, compromise/mediation, force/order, cooperation/problem solving)
11. Project Manager Interpersonal skills (leadership, influence, effective decision-making)

Ten, Project Communication management
1. Calculation of communication channels (n (n-1)/2)
2, the choice of communication technology impact factors (urgency, technical availability, ease of use, environment, sensitivity and confidentiality)
3. Communication model (coding, transmitting information, decoding, informing, feedback) & noise
4. The responsibility of the sender and the receiving party
5, communication methods (interactive communication, pull communication, push-type communication)

Xi. Project Risk Management
1. Risk attitude influencing factors (risk appetite, risk tolerance, risk threshold)
2. SWOT analysis
3. Risk probability matrix (high, medium and low judgment of opportunity and threat)
4. Quantitative risk analysis (interview, probability distribution, sensitivity analysis (Tornado chart, maximum potential), expected monetary value analysis (EMV calculation), Modeling and Simulation (Monte Carlo Technology)
5. Negative risk (avoidance, transfer, mitigation, acceptance) and positive risk (exploration, improvement, sharing, acceptance)
6. Emergency response Strategy (contingency plan or bounce back plan)

12. Project Procurement Management
1. Total Price contract (fixed price contract (FFP), Total price plus incentive cost contract (FPIF), Total price plus economic adjustment contract (FP-EPA))
2. Cost compensation contract (cost price fixed fee (CPFF), cost price incentive fee (CPIF), cost price incentive fee contract (CPAF)) (calculation)
3 quantity contract (add personnel, hire experts and seek other external support)
4, self-made or outsourcing analysis
5. Procurement management Plan, procurement work instruction (SOW) and procurement documents
6. Bidders meeting (before submission of proposals and proposals, to ensure that potential sellers have always understood)
7, Procurement performance review (structured review, consider the performance of key suppliers)
8. The preferred method for resolving all claims and disputes at the time of negotiation
9. Procurement negotiations-Alternative dispute resolution (ADR)-court proceedings

13. Project Stakeholder Management
1. Stakeholder analysis (rights/interests squares, rights/impact squares, impact/action squares, highlighting models)
2. Power/Interest Grid example P397
3. Involvement of stakeholders (unknown, boycott, neutrality, support, leadership)
4, stakeholder impact on the project is usually the largest in the project start-up phase
5, management stakeholder participation and control the difference between stakeholder participation

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PMP related Knowledge Point finishing