Project Management for Business Professionals - Handouts - C7
项目管理英文版
Dr. Anbang Qi Prof. of International Business School of Nankai University
The Resources of the Materials
• The main content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK). • The copyright belongs to the Project Management Institute. • Its website is
– Scope, time, cost, and quality – Stakeholders’ expectations – Requirements (needs) vs. unidentified requirements (expectations)
Chapter 1 - Introduction
Chapter 1 - Introduction
10. Project Management Body of Knowledge
– Project integration management – Project scope management – Project time management – Project cost management – Project quality management – Project human resource management – Project communication management – Project risk management – Project procurement management All these make up a knowledge system of PM
工程项目管理英文书籍(3篇)
第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。
项目管理PMP精要（中英文对照）
ESSENCE OF PMBOK & PMP EXAM 考试串讲教材))PMBOK及PMP考试精要考试精要((考试串讲教材PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 (2)项目生命周期及过程组 (10)PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPSSCOPE范围管理 (10)HUMAN RESOURCE人力资源管理 (11)COMMUNICATIONS沟通管理 (14)TIME时间管理 (16)COST成本管理 (17)RISK风险管理 (20)QUALITY质量管理 (22)PROCUREMENT采购管理 (22)INTEGRATION整体管理 (19)PROFESSIONAL RESPONSIBILITIES职业道德 (19)POSSIBLE EXAM QUESTIONS考点 (20)1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系Knowledge Areas知识体系Primary Inputs输入Tools & Techniques工具及技术Primary Outputs输出INTEGRATION整体整体制定项目章程 Develop Project Charter 1.合同(如果适用) Contract(When applicable) 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 1.项目选择方法 Project selection methods 2.项目管理方法论项目管理方法论 Project management methodology 3.项目管理信息系统项目管理信息系统 Project management information system 4.专家判断专家判断 Expert judgment 1.项目章程 Project charter 制定项目初步范围说明书制定项目初步范围说明书 1.项目章程 Project charter 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目初步范围说明书项目初步范围说明书Preliminary project scope statement 制定项目管理计划制定项目管理计划 Develop Project management Plan 1.项目初步范围说明书 Preliminary project scope statement 2.项目管理各过程 Project management processes 3.事业环境因素 Enterprise environmental factors 4.组织过程生产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目管理计划 Progece management plan 指导与管理项目执行 Direct and Manage Project Execution 1.项目管理计划 Progece management plan 2.批准的纠正措施 Approved corrective actions 3.批准的预防措施 Approved preventive actions 4.批准的变更申请 Approved change requests 5.批准的缺陷补救 Approved defect repair 6.确认的缺陷补救 Validated defect repair 7.行政收尾程序 Administrative closure procedure 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 1.可交付成果 Deliverables 2.请求的变更 Requested changes 3.实施的变更请求 Implementde change requests 4.实施的纠正措施 Implementde corrective actions 5.实施的预防措施 Implementde preventive actions 6.实施的缺陷补救 Implementde defect repair 7.工作绩效信息 Work performance information 监控项目工作 Monitor and Control Project Work 1.项目管理计划 Progece management plan 2. 工作绩效信息 Work performance information 3.否决的变更请求否决的变更请求 Rejected change requests 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.实现价值技术实现价值技术 Eamed value technique(EVT) 4.专家判断 Expert judgment 1.推荐的纠正措施推荐的纠正措施Recommended corrective action 2.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 3.预测预测 Forecasts 4.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 5.请求的变更 Requested changes 整体变更控制 Integrated Change Control 1.项目管理计划项目管理计划 Progece management plan 2.请求的变更请求的变更 Requested changes 3.工作绩效信息工作绩效信息 Work performance information 4.推荐的纠正措施 Recommended corrective action 5.推荐的预防措施推荐的预防措施 Recommended preventive action 6.推荐的缺陷补救推荐的缺陷补救 Recommended defect repair 7.可交付成果可交付成果 Deliverables 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.批准的变更申请 Approved change requests 2.否决的变更请求 Rejected change requests 3.项目管理计划(更新) Project management plan(updates) 4.项目范围说明书(更新) Project scope statement(updates) 5.批准的纠正措施 Approved corrective actions 6.批准的预防措施 Approved preventive actions 7.批准的缺陷补救 Approved defect repair 8.确认的缺陷补救 Validated defect repair 9.可交付成果 Deliverables 项目收尾 Close Project 1.项目管理计划 Progece management plan 2.合同文件 Contract documentation 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.行政收尾程序 Administrative closure procedure 2.合同收尾程序合同收尾程序 Contract closure procedure 3.最终产品最终产品,服务或成果 Final product,service or result 4.组织过程资产组织过程资产(更新) 2 information 6.可交付成果 Deliverables Organizational process assets(updates) SCOPE范围范围规划范围规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目章程 Project charter 4.项目初步范围说明书 Preliminary project scope statement 5.项目管理计划 Project management plan 1.专家判断 Expert judgment 2.样板样板,表格与标准表格与标准Templates,forms,standards 1.项目范围管理计划 Project scope management plan 范围定义范围定义范围定义 1.组织过程资产 Organizational process assets 2.项目章程 Project charter 3.项目初步范围说明书 Preliminary project scope statement 4.项目范围管理计划 Project scope management plan 5.批准的变更申请 Approved change requests 1.产品分析 Product analysis 2.其他方案识别 Alternatives identification 3.专家判断 Expert judgment 4.利害关系者分析 Stakeholder analysis 1.项目范围说明书Project scope statement 2.请求的变更 Requested changes 3.项目范围管理计划 Project scope management plan 制作工作分解结构 Create WBS 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书 Project scope statement 3.项目范围管理计划 Project scope management plan 4.批准的变更申请 Approved change requests 1.工作分解结构模板 Work breakdown structure templates 2.分解分解 Decomposition 1.项目范围说明书(更新) Project scope statement(updates)_ 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.范围基准 Scope baseline 5.项目范围管理计划(更新) Project scope management plan(updates) 6.请求的变更 Requested changes Scope Verification范围核实1.项目范围说明书Project scope statement 2.工作分解结构词汇表 WBS dictionary 3.项目范围管理计划 Project scope management plan 4.可交付成果 Deliverables 1.检查 Inspection 1.验收的可交付成果 Accepted deliverables 2.请求的变更请求的变更 Requested changes 3. 推荐的纠正措施推荐的纠正措施Recommended corrective actions 范围控制 Scope Control 1.项目范围说明书Project scope statement 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.项目范围管理计划 Project scope management plan 5.绩效报告 Performance reports 6.批准的变更申请 Approved change requests 7.工作绩效信息 Work performance information 1.变更控制系统 Change control system 2.偏差分析偏差分析 Variance analysis 3.补充规划补充规划 Replanning 4.配置管理系统配置管理系统 Configuration management system 1.项目范围说明书(更新) Project scope statement(updates) 2.工作分解结构(更新) Work breakdown structure(updates) 3.工作分解结构词汇表(更新) WBS dictionary(updates) 4.范围基准(更新) Scope baseline(updates) 5.请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) TIME进度活动定义 Activity Definition 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan 1.分解 Decomposition 2.样板 Templates 3.滚动式规划 Rolling wave planning 4.专家判断 Expert judgment 5.规划组成部分 Planning componet 1.活动清单Activity list 2.活动属性 Activity attributes 3.里程碑清单 Milestone list 4.请求的变更 Requested changes 活动排序 Activity Sequencing 1.项目范围说明书项目范围说明书 Project scope statament 2.活动清单活动清单 Activity list 3.活动属性活动属性 Activity attributes 4.里程碑清单里程碑清单 Milestons list 1.紧前关系绘图法(PDM) Precedence Diagramming Method(PDM) 2.箭线绘图法箭线绘图法(ADM) Arrow Diagramming Method(ADM) 1.项目进度网络图 Project schedule network diagrams 2.活动清单活动清单(更新) Activity list (updates) 3 5.批准的变更请求批准的变更请求 Approved change requesta 3.进度网络样板进度网络样板 Schedule network tempiates 4.确定依赖关系确定依赖关系 Dependency determination 5.利用时间提前量与滞后量利用时间提前量与滞后量 Applying leads and lags 3.活动属性活动属性(更新) Activity attributes(updates) 4.请求的变更请求的变更 Requesaed changes 活动资源估算Activity Resource Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.活动清单Activity list 4.活动属性Activity attributes 5.资源可利用情况 Resouce availability 6.项目管理计划Project management l 1.专家判断 Expert judgment 2.多方案分析 Alternatives analysis 3.出版的估算数据 Published estimating data 4.项目管理软件 Project management sortware 5.自上而下的估算 Bottom estimating 1.活动资源要求 Activity resource requirements 2.活动属性(更新) Activity attributes(updates) 3.资源分解结构 Resource breakdown structure 4.资源日历(更新)Resource calendars 5.请求的变更 Requested changes 活动持续时间估算Activity Duration Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产组织过程资产Organizational process assets 3.项目范围说明书项目范围说明书 Project scops statement 4.活动清单活动清单 Activity list 5.活动属性活动属性 Activity attributes 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.项目管理计划项目管理计划 Project management plan ●风险登记册●风险登记册 Risk register ●活动费用估算●活动费用估算 Activity cost estimates 1.专家判断 Expert judgment 2.类比估算 Analogous estimating 3.参数估算 Parametric estimating 4.三点估算 Three-point estimates 5.后备分析 Reserve analysis 1.活动持续时间估算 Activity duration estimates 2.活动属性 Activity attributes(updates) 制定进度表Schedule Development 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书Project scope statement 3.活动清单活动清单 Activity list 4.活动属性活动属性 Activity attributes 5.项目进度网络图项目进度网络图 Project schedule network diagrams 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.活动持续时间估算活动持续时间估算 Activity duration estimates 9.项目管理计划项目管理计划 Project management plan ●风险登记册 Risk register 1.进度网络分析 Schedule network analysisi 2.关键路线法 Critical path method 3.进度压缩 Schsdule compression 4.假设情景分析What-if scenario analysis 5.资源平衡 Resource leveling 6.关键链法 Critical chain method 7.项目管理软件 Project management software 8.应用日历 Applying calendars 9.调整时间提前滞后量 Adjusting leads and lags 10.进度模型 Schedule model 1.项目进度表项目进度表 Project schedule 2.进度模型数据进度模型数据 Schedule model data 3.进度基准进度基准 Schedule baseline 4.资源要求资源要求 Resource requirements(updates) 5.活动属性活动属性(更新) Activity attributes(updates) 6.项目日历项目日历(更新)Project calendar 7.请求的变更请求的变更 Requesaed changes 8.项目管理计划项目管理计划(更新) Project management plan(updates) ●进度管理计划(更新) Schedule management plan(updates) 进度控制 Schedule Control 1.进度管理计划 schedule management plan 2.进度基准进度基准 Schedule baseline 3.绩效报告绩效报告 Performance reports 4.批准的变更要求批准的变更要求 Approved change requests 1.进度报告进度报告 Progress reporting 2.进度变更控制系统进度变更控制系统 Schedule change control system 3.绩效衡量绩效衡量 Performance measurement 4.项目管理软件项目管理软件 Project management software 5.偏差分析偏差分析 Variance analysisi 6.进度比较横道图进度比较横道图 Schedule comparison bar chars 1. 进度模型数据(更新) Schedule model data(updates) 2. 进度基准(更新) Schedule baseline(updates) 3. 绩效衡量 Performance measurements 4. 请求的变更 Requesaed changes 5.推荐的纠正措施Recommended corrective action 6.组织过程资产(更新) Organizational process assets(updates) 7.活动清单(更新) Activity list(updates) 8.活动属性(更新) Activity attributes(updates) 9.项目管理计划(更新) Project management plan(updates) COST费用费用估算Cost Estimating 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4. 工作分解结构 Work breakdown structure 1.类比估算 Analogous estimating 2.确定资源费率 Determine resource cost rates 3.自上而下估算 Bottom-up estimating 4.参数估算 Parametric estimating 5.项目管理软件 Project management 1.活动费用估算 Activity cost estimates 2.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 3.请求的变更请求的变更 Requested 4 5 5.工作分解结构词汇表 WBS dictionary 6.项目管理计划 Progece management plan ●进度管理计划●进度管理计划 Schedule management plan ●人员配备管理计划Staffing management plan ●风险登记册 Risk registor software 6.供货商投标分析 Vendor bid analysis 7.准备金分析 Reserve analysis 8.质量成本 Cost of quality changes 4.费用管理计划(更新) Cost management plan(updates) 费用预算 Cost Budgeting 1.项目范围说明书Project scope statement 2.工作分解结构工作分解结构 Work breakdown structure 3.工作分解结构词汇表工作分解结构词汇表 WBS dictionary 4.活动费用估算活动费用估算 Activity cost estimates 5.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 6.项目进度项目进度 Project schedule 7.资源日历资源日历 Resource calendars 8.合同合同 Contract 9.费用管理计划费用管理计划 Cost management plan 1.费用汇总费用汇总 Cost aggregation 2.储备基金分析储备基金分析 Reserve analysis 3.参数估算参数估算 Parametric esrimating 4.资金限制平衡资金限制平衡 Funding limit reconciliation 1.费用基准 Cost baseline 2.项目资金要求 Project funding requirements 3.项目管理计划(更新) Project management plan(updates) 4.请求的变更 Requested changes 费用控制Cost Control 1.费用基准 Cost baseline 2.项目资金要求项目资金要求 Project funding requirements 3.绩效报告绩效报告 Performance reports 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.项目管理计划 Project management plan 1.费用变更控制系统 Cost change control system 2.绩效衡量分析绩效衡量分析 Performance measurements analysis 3.预测预测 Forecasting 4.项目绩效审核项目绩效审核 Project performance reviews 5.项目管理软件 Project management software 6.偏差管理 Variance management 1.费用估算(更新) Cost estimates(update) 2.费用基准(更新) Cost baseline(update) 3.绩效衡量绩效衡量 Performance measurements 4.预测完工预测完工 5.请求的变更请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) RISK 风险风险管理规划 Risk Management Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.项目管理计划 Progece management plan 1.规则会议和分析 Planning meeting and analysis 1.风险管理计划 Risk Management Plan 风险识别Risk Identification 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书 Project scope statement 4. 风险管理计划 Risk Management Plan 5. 项目管理计划 Project management plan 1.文件审查文件审查 Documentation reviews 2.信息搜索技术信息搜索技术 Information gathering techniques 3.核对表分析核对表分析 Checklist analysis 4.假设分析假设分析 Assumptions analysis 5.图解技术图解技术 Diagiamming techniques 1.风险登记册 Risk register Qualitative Risk Analysisi 风险定性分析风险定性分析1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 1.风险概率与影响评估 Risk probability and impact assessment 2.概率和影响矩阵概率和影响矩阵 Probablity and impact matrix 3.风险数据质量评估风险数据质量评估 Risk data quality assessment 4.风险分类风险分类 Risk categorization 5.风险紧迫性评估风险紧迫性评估 Risk urgency assessment 1.风险登记册(更新) Risk register(updates) 定量风险分析 Quantitative Risk Analysis 1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 5. 项目管理计划 Project management plan ●项目进度管理计划 Project schedule management plan ●项目费用管理计划 Project cost management plan 1.数据收集和表示技术 Data gathering and representation techniques 2.定量风险分析和模型技术 Quantitative risk analysis and modeling techniques 1.风险登记册(更新) Risk register(updates) 风险应对规划 Risk Response Planning 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 1.消极风险或威胁的应对策略 Strategies for negative risk or threats 2.积极风险或机会的应对策略积极风险或机会的应对策略 Strategies for 1.风险登记册(更新) Risk register(updates) 2.项目管理计划(更新) Project positive risk or opportunities 3.威胁或机会的应对策略威胁或机会的应对策略 Strategies for both threats and opprtunities 4.应急应对策略应急应对策略 Contingent response strategy management plan(updates) 3.与风险有关的合同协议与风险有关的合同协议 Risk-related contractual agreements 风险监控 Risk Monitoring and Control 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 3.批准的变更申请 Approved change requests 4.工作绩效信息 Work performance information 5.绩效报告 Performance reports 1.风险再评估 Risk reassessment 2.风险审计风险审计 Risk audits 3.变差和趋势分析变差和趋势分析 Variance and trend analysis 4.技术绩效分析技术绩效分析 Technical performance measurement 5.储备金分析储备金分析Reserve analysis 6.状态审查会状态审查会 Status meetings 1.风险登记册(更新) Risk register(updates) 2.请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施Recommended corrective action 4.推荐的预防措施推荐的预防措施Recommended preventive action 5.组织过程资产(更新) Organizational process assets(updates) 6.项目管理计划(更新) Project management plan(updates) QUALITY质量质量规划 Quality Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan 1.成本效益分析成本效益分析 Cost-benefit analysis 2.基准对照基准对照 Benchmarking 3.试验设计试验设计 Design of experiments 5.质量成本质量成本(COQ) Cost of quality (COQ) 6.其他质量规划工具其他质量规划工具 Additional quality planning tools 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.过程改进计划过程改进计划 Process improvement plan 5.质量基准质量基准 Quality baseline 6.项目管理计划项目管理计划(更新) Project management plan(updates) 实施质量保证Perform Quality Assurance 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.过程改进计划过程改进计划 Process improvement plan 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.质量控制衡量 Quality control measurnments 7.实施的变更请求 Implementde change requests 8.实施的纠正措施 Implementde corrective actions 9.实施的缺陷补救 Implementde defect repair 10.实施的预防措施 Implementde preventive actions 1.质量规划工具与技术质量规划工具与技术 Quality planning tools and techniques 2.质量审计质量审计 Quality audits 3.过程分析过程分析 Process analysis 4.质量控制工具与技术质量控制工具与技术 Quality control tools and techniques 1.请求的变更请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 3.组织过程资产(更新) Organizational process assets(updates) 4.项目管理计划(更新) Project management plan(updates) 实施质量监控 Perform Quality Control 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance information 6.批准的变更请求批准的变更请求 Approved change requests 7.可交付成果可交付成果 Deliverables 1.因果图因果图 Cause and effect diagram 2.控制图控制图 Control charts 3.流程图流程图 Flowcharting 4.直方图直方图 Histogram 5.帕雷托图帕雷托图 Pareto chart 6.趋势图趋势图 Run chart 7.散点图散点图 Scatter diagram 8,统计抽样统计抽样 Statistical sampling 9.检查检查 Inspection 10.缺陷补救审查缺陷补救审查 Defect repair review 1.质量控制衡量质量控制衡量 Quality control measurnments 2.确认的缺陷补救确认的缺陷补救 Validated defect repair 3.质量基准质量基准(更新) Quality baseline(updates) 4.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 5.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 6.请求的变更 Requested changes 7.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 8.组织过程资产 Organizational process assets 9.确认的可交付成果 Validated deliverables 10.项目管理计划(更新) Project management plan(updates) HUMAN RESOURCE人力资源人力资源规划人力资源规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 1.组织机构图和岗位描述组织机构图和岗位描述 Organization charts and position descriptions 2.交际交际 Networking 3.组织理论组织理论 Organization theory 1.角色与职责角色与职责 roles and responsibilities 2.项目组织图项目组织图 Projece organization chares 6 7 3.项目管理计划 Progece management plan ●活动资源需求 Activity resource requirements 3.人员配备管理计划人员配备管理计划 Staffinf management plan 项目团队组建 Acquire Project Team 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 招聘惯例招聘惯例 1.预分派预分派 Pre-assignment 2.谈判谈判 Negotiation 3.招募招募 Acquisition 4.虚拟团队虚拟团队Virtual teams 1.项目人员分派到位项目人员分派到位 Project staff assignments 2.资源可利用情况资源可利用情况 Resource availability 3.人员配备管理计划人员配备管理计划(更新) Staffinf management plan(updates) 项目团队建设 Develop Project Team 1.项目人员分派 Project staff assignments 2.人员配备管理计划人员配备管理计划 Staffinf management plan 3.资源可利用情况 Resource availability 1.通用管理技能通用管理技能 General management skills 2.培训培训 Training 3.团队建设活动团队建设活动 Team-building activities 4.规则规则 Ground rules 5.集中办公集中办公 Co-location 6.奖励与表彰奖励与表彰 Recognition and rewards 1.团队绩效评估 Team performance assessment 项目团队管理 Manage Project Team 1.组织过程资产组织过程资产 Organizational process assets 2.项目人员分派项目人员分派 Project staff assignments 3.角色与职责角色与职责 roles and responsibilities 4.项目组织图项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 6.团队绩效考核 Team performance assessment 7.工作绩效信息 Work performance information 8.绩效报告 Performance reports 1.观察与交谈观察与交谈 Observation and conversation 2.项目绩效评估项目绩效评估 Project performance appraisals 3.冲突管理冲突管理 Conflict management 4.问题登记薄问题登记薄 Lssue log 1.请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施Recommended corrective action 3.推荐的预防措施推荐的预防措施Recommended preventive action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) COMMUNICATIONS 沟通Communications Planning 沟通规划沟通规划1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan ● 制约因素 Constraints ● 假设 Assumptions 1.沟通需求分析沟通需求分析 Communications requirements analysls 2.沟通技术沟通技术 Communications technology 1.沟通管理计划 Communications management plan Information Distribution 信息发布发布1. 沟通管理计划 Communications management plan 1.沟通技能 Communications skills 2.信息收集和检索系统 Information gathering and retrieval system 3.信息发布系统 Information distribution methods 4.经验教训总结过程 Lessons learned process 1. 组织过程生产(更新) Organizational process assets(updates) 2. 请求的变更请求的变更 Requested changes Performance Reporting 绩效报告报告1.工作绩效信息 Work performance information 2.绩效衡量 Performance measurements 3.完工预测 Forecasted completion 4.质量控制衡量 Quality control measurnments 5.项目管理计划 Project management plan ●绩效衡量分析 Performance measurements baseline 6.批准的变更申请 Approved change requests 7.可交付成果 Deliverables 1.信息演示工具 Information presentation tools 2.绩效信息收集和汇总 Performance information gathering and compilation 3.状态审查会 Status review meetings 4.工时汇报系统Time reporting systems 5.费用汇报系统Cost reporting systems 1.绩效报告 Performance reports 2.预测 Forecasts 3.请求的变更 Requested changes 4.推荐的纠正措施推荐的纠正措施Recommended corrective action 5.组织过程资产(更新) Organizational process assets(updates) 利害关系者管理 Manage Stakeholders 1.沟通管理计划 Communications management plan 2. 组织过程资产 Organizational process assets 1.沟通方法 Communications methods 2.问题登记薄 lssue logs 1.问题得以解决Resolved issues 2.批准的变更申请 Approved change requests 3.批准的纠正措施 Approved corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) PROCUREMENT采购采购规划 Plan Purchases and Acquisitions 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.自制或外购分析自制或外购分析 Make-or-buy analysls 2.专家判断专家判断 Expert judgment 3.合同类型合同类型 Contract types 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.请求的变更 Requested changes 发包规划 Plan Contracting 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策自制或外购决策 Maker-or-buy changes 4.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements ●资源要求●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.标准表格标准表格 Standard forms 2.专家判断专家判断 Expert Judgment 1.采购文件 Procurement documents 2.评估标准 Evaluation criteria 3.合同工作说明书(更新) Contract statement of work(updates) 询价Request Seller Responses 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.采购文件 Procurement documents 1.招标人会议招标人会议 Bldder conferences 2.刊登广告刊登广告 Advertising 3.制定合格卖方清单制定合格卖方清单 Develop qualifid sellers list 1.合格卖方清单 Qualified sellers list 2.采购文件包采购文件包 Procurement document package 3.建议书建议书 Proposals 卖方选择Select Sellers 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.评估标准 Evaluation criteria 4.采购文件包 Procurement document package 5.建议书 Proposals 6.合格卖方清单 Qualified sellers list 7.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements 1.加权系统加权系统 Weighting system 2.独立估算独立估算 Independent estimates 3.筛选系统筛选系统 Screening system 4.合同谈判合同谈判 negotiation 5.卖方评级系统卖方评级系统 Seller rating systens 6.专家判断专家判断 Expert judgment 7.建议书评估技术建议书评估技术 Proposal evaluation techniques 1.选中的卖方 Selected sellers 2.合同合同 Contract 3.合同管理计划合同管理计划 Contract management plan 4.资源可利用情况资源可利用情况 Resource availability 5.采购管理计划采购管理计划(更新) Procurement management plan(updates) 6.请求的变更请求的变更 Requested changes 合同管理 Contract Administration 1.合同合同 Contract 2.合同管理计划合同管理计划 Contract management plan 3.选中的卖方选中的卖方 Selected sellers 4.绩效报告 Performance reports 5.批准的变更申请 Approved change requests 6.工作绩效信息 Work performance information 1.合同变更控制系统 Contract change control system 2.买方进行的绩效审核买方进行的绩效审核 Buyer-conducted per-formance review 3.检验和审计检验和审计 Inspections and audits 4.绩效报告绩效报告 Performance reporting 5.支付系统支付系统 Payment system 6.索赔管理索赔管理 Claims administration 7.合同档案管理系统合同档案管理系统 Records management system 8.信息技术 Information technology 1.合同文件合同文件 Contract documentation 2.请求的变更请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) ●采购管理计划 Procurement management plan ●合同管理计划 Contract management plan 合同收尾 Contract Closure 1.采购管理计划 Procurement management plan 2.合同管理计划 Contract management plan 3.合同文件 Contract documentation 4.合同收尾程序 Contract closure procedure 1.采购审计采购审计 Procurement audits 2.合同档案管理系统合同档案管理系统 Records management system 1.合同收尾Contract closures 2.组织过程资产组织过程资产(更新) Organizational process assets(updates) 8 。
project management professional证书
project management professional证书PMP（Project Management Professional）证书是由美国项目管理协会（PMI）在全球范围内推出的项目管理专业人士资格认证。
通过PMP认证，证明持证人在项目管理领域具备专业的知识和技能，能够有效地进行项目计划、组织、领导、控制和协调，以达到项目目标。
PMP证书的持有者通常具备以下能力：
确定项目范围、时间、成本和质量等关键要素，制定项目计划。
确定项目所需资源，进行项目预算和成本分析。
组建项目团队，分配任务和资源，确保项目顺利进行。
监控项目进展，评估项目风险，及时调整项目计划和资源。
协调内外部利益相关者，解决冲突和问题，保证项目顺利实施。
对项目结果进行评估和总结，持续改进项目管理过程。
PMP证书的持有者在项目管理领域具有很高的认可度和含金量，被广泛认为是一种国际通用的项目管理专业资格认证。
持有PMP证书可以证明持证人在项目管理方面具备专业的能力和知识，提高其在职场中的竞争力和认可度。
Project management process(PMP)
Description
Possible Activities
Requirement analysis
Project Type
All All All All All Commercial All Commercial
This is a requirement analysis phase. Customer requirement information in Gap list with collected information in the previous phase is detail analyzed to generate system requirement and other non-functional requirement. Test and verification related work and documentation should also be prepared at this phase. All documents generated in this phase needed to be reviewed and signed-off internally and externally to conclude this phase. All BSD (Business Specification Document) documents get customer signed-off are the required exit criteria for commercial project.
– P1: Project Start-up (M1- Project Code Approval):
• • Project start-upà Project Initiation Controlled by project code approval process Project Initiationà Analysis Controlled by Project plan and commercial contract approval process Analysisà Development Controlled by BSD sign-off approval process Developmentà Implement Controlled by UAT deliver approval process Implementà UAT sign-off Controlled by UAT sign-off approval process UAT sign-offà Go Live à Project Close Controlled by project closure process
Project Management for Business Professionals - Handouts - C1
Carl Zhuang, 2015
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Carl Zhuang, 2015
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Project Management for Business Professionals
• This course is an introduction to the concepts, techniques, and principles of project management. Primary emphasis will be on learning the project management process. Agile, extreme, and other variations of project management will be discussed and their key features related to the Project Management Institute's PMBOK Guide. • Upon completion of the course you will have the basic knowledge and skills needed to plan, schedule, budget, estimate, control, and monitor projects. In addition, you will become familiar with the creation and use of GANTT and PERT charts using project management software. • (c) 2013 Peter von Stackelberg
Carl Zhuang, 2015
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Canvas Student Orientation
项目管理书籍英文版
项目管理书籍英文版项目管理是现代管理中的重要领域，对于组织的成功实施和交付项目具有关键作用。
在项目管理领域，有许多经典的书籍被广泛引用和推崇。
本文将介绍几本经典的项目管理书籍的英文版，并分析它们在项目管理实践中的价值和应用。
一、《A Guide to the Project Management Body of Knowledge (PMBOK Guide)》作为国际上最重要的项目管理标准，PMBOK Guide是由美国项目管理协会（PMI）编写和发布的。
该书提供了一套广泛接受并实践于全球范围内的标准、方法和最佳实践。
PMBOK Guide对于理解和应用项目管理知识体系具有重要意义，它涵盖了范围、时间、成本、质量、人力资源、沟通、风险等方面。
二、《The Mythical Man-Month: Essays on Software Engineering》弗雷德里克·布鲁克斯（Frederick P. Brooks）在这本经典著作中讨论了软件工程中常见的问题，并提供了一些解决方案。
这本书强调了“人月神话”，即增加人力资源并不能缩短软件开发时间。
布鲁克斯通过自身的经验和案例分析，向读者传达了项目管理中的重要原则和策略。
三、《The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses》埃里克·里斯（Eric Ries）的《The Lean Startup》是一本关于创业项目管理的畅销书。
该书提出了一种创业方法论，强调通过快速迭代、持续创新和客户反馈来降低风险和提高成功率。
里斯通过实际案例和实践经验，向读者展示了如何在不确定性环境中管理项目并取得成功。
四、《Crucial Conversations: Tools for Talking When Stakes Are High》凯瑟琳·帕特森（Kerry Patterson）等人合著的《Crucial Conversations》是一本关于沟通技巧的重要书籍。
Project Management Professional
Project Management ProfessionalCertification Examination InformationOn behalf of the PMI® Certification Program, thank you for considering obtaining PMI's Project Management Professional Certification (PMP®). PMI sponsors the global community's most viable certification program for Project Management Professionals.The PMP is the project management credential of choice for numerous industries and companies. By attaining the PMP credential, your name will be included in the largest and most prestigious group of certified professionals in the project management community.The purpose of this paper is to provide you with an overview of the PMP Certification Examination. If you have any questions regarding the examination, please feel free to contact the PMI Certification Program office at +610-356-4600.Certification ExaminationThe Project Management Professional (PMP) Certification Examination measures the application of knowledge, skills, tools, and techniques that are utilized in the practice of project management. The examination specifications were established in 1997 after the Project Management Institute completed a job analysis study. The PMP Certification Examination is comprised of 200 four-option multiple-choice questions that are developed and validated by PMPs. Examinees must obtain a score of 137 in order to pass the examination. The examination is reviewed and revised annually to satisfy the examination test specifications and to ensure that each question has a referenced source.Test PreparationExamination questions are developed to test the candidate's knowledge of how project management skills are used in practice. Therefore no single source for the examination exists. The foundation document for project management training and/or education is A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This publication is available from PMI. PMI also offers an array of textbooks and other project management reference materials. It is recommended that candidates also reference their professional experience, as many of the questions on the examination are situational. Examination preparation courses are not required by PMI, but candidates may contact their local PMI Chapters to see what courses are available if desired.Beginning in July 2001, the examination blueprint will change to include an additional process area - Professional Responsibility. Until this time, the examination will continue to reflect the following format:Initiating - 4%Planning - 35.5%Executing - 25%Controlling - 27.5%Closing - 8%The updated content is listed below. Candidates should view the Code of Professional Conduct for information on Professional Responsibility. The Role Delineation Study, which was recently completed and is available for purchase at the PMI on-line bookstore, outlines the examination's content areas and is therefore a good resource for candidates preparing for the examination. Please see Additional References for other resource material used for the Professional Responsibility questions on the PMP Certification Examination.--------------------------------------------------------------------------------EXAMINATION CONTENTPERCENTAGE OF QUESTIONSProject Initiation 8.5%Knowledge Tested1. Identify need2. Perform feasibility study/analysis3. Develop a product or service description4. Identify management responsibilities5. Draft project charter/letter of engagement6. Select project managerProject Planning 23.5%Knowledge Tested1. Scope planning2. Scope definition3. Activity definition4. Activity sequencing5. Resource planning6. Activity duration estimating7. Cost estimating8. Schedule development9. Communications planning10. Quality planning11. Organizational planning12. Risk management planning13. Procurement planning14. Project plan developmentProject Execution 23.5%Knowledge Tested1. Project plan execution2. Scope verification3. Quality assurance4. Team development5. Information distribution6. Source selection7. Contract administrationProject Control 23%Knowledge Tested1. Overall change control2. Scope change control3. Schedule control4. Cost control5. Quality control6. Performance reporting7. Risk response controlProject Closing 7%Knowledge Tested1. Administrative close-out2. Contract close-outProfessional Responsibility 14.5%Knowledge Tested1. Legal requirements2. Professional communication3. Conflict resolution techniques4. Ethnic and cultural norms5. Professional responsibility6. Ethical standards© 2001 Project Management Institute. All rights reserved.。
美国斯蒂文斯理工学院企业项目管理硕士专业
文学学 每年秋
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文学艺术学院 士 BA 季,春季
$41670 约合26万(人民
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理学学 每年秋 韦 斯 利 豪 技 术 管
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士 BS
季,春季 理学院
约合26万(人民 币)
专业名称
信息工程学 Information Systems
管理科学 Managem ent
通讯电讯管理学 Telecommunications Managem ent
理学学 每年秋 韦 斯 利 豪 技 术 管
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季,春季 理学院
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理学学 每年秋 韦 斯 利 豪 技 术 管
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工程学 每年秋 工程科学学院
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工程学 每年秋 工程科学学院
理学硕士
专业分类
韦斯利豪技术管理学院
硕士 商业、管理与经济 管理 商业、 商务 建筑与规划 建造与管理
Project Management
2
Project Management-Example 项目管理例子
பைடு நூலகம்
Plan a performance 安排一个演出活动 Develop a new product 开发一种新产品
Design and develop a computer system 设计并开发一个计算机系统
Build a house 建一幢房子
Project Planning Worksheet Project Planning Worksheet 项目计划工作表
# Main Tasks Subtasks 任务 Duration 所需时间 Start Date 开始 日期 End Date 完成 日期 Dependency 先决条件 Resource 所需资源 Remarks 备注
项目计划工作表 甘特图
Other software tools such as Excel and MS Project can be used for project management. 其他软件工具例如 Excel 和 MS Project 可以 用来进行项目管理
12
Project Planning Worksheet 项目计划工作表
Before You Can 在……之前
You Must Know 你必须了解
Print the invitation cards Number of guests 印制请帖 宾客数量 Cost of invitation cards 请帖成本
19
Project Planning Worksheet – Step 4 项目计划工作表 – 步骤四
Plan the implementation, implement the plan ! 计划项目实施，实施项目计划
pmp认证书籍
pmp认证书籍PMP（Project Management Professional）认证是全球领先的项目管理专业认证，是展示项目管理经验和能力的重要标志。
想要通过PMP认证考试，除了具备相关工作经验和能力外，还需要学习和掌握相关知识，准备一本好的PMP认证书籍也是必不可少的。
PMP认证考试涵盖的知识领域非常广泛，需要掌握的知识点也非常多。
因此，选择一本好的PMP认证书籍对于备考非常重要。
下面我将介绍几本我个人认为非常适合备考PMP认证考试的书籍。
1.《PMP项目管理专业教程（第6版）》这本书是PMP认证考试的标准教材，由美国项目管理协会（PMI）官方出版。
该书按照PMBOK指南（PMP认证考试考纲）组织，涵盖了项目范围管理、时间管理、成本管理、质量管理、资源管理、风险管理、沟通管理、采购管理和干部领导力等方面的知识点。
该书内容详尽，且有大量的练习题和案例分析，非常适合备考PMP认证考试。
2.《PMP®认证全解析》这本书由深圳市华中图书有限公司出版，还原最新考试形式，解决考试疑惑，为考试提供效率性指导。
通过该书可以详细了解考试的基本概念、题型和分值分布，以及备考过程中需要注意的问题。
该书通过具体的案例分析和经验总结完美地将理论与实践相结合，为考生提供了非常有价值的备考资料。
3.《PMP®考试全程图解教程》这本书由北航出版社出版，主要为考试提供全面深入但又简单易懂的学习方法和考试技巧。
该书针对每个知识点的关键概念和难点，采用图解、案例和练习的形式进行解析，并通过常见错误解答和换位思考方法进行实战演练。
该书有助于考生全面掌握PMP认证考试涉及的知识点，并提供了实用的应对方法。
以上三本书均为备考PMP认证考试提供了非常好的参考，不仅涵盖了相关的知识点，还提供了大量的案例、练习题和实践指导。
当然，考生还可以结合自身情况和需要，选择适合自己的PMP认证书籍。
总之，备考PMP认证考试需要充分掌握相关知识，准备一本好的PMP认证书籍也是必不可少的。
《PMP认证申请与指导手册》
一、 了解 PMP 认证....................................................................................................................... 2 1． 什么是 PMP 认证.............................................................................................................2 2． PMI 是什么样的组织.......................................................................................................2 3． 什么是 PMBOK................................................................................................................3 4． PMP 认证流程..................................................................................................................4 5． 为什么参加 PMP 认证..................................................................................................... 4 二、 PMP 认证申请........................................................................................................................ 5 1． 申请者的基础资历...........................................................................................................5 2． 在线填写申请材料...........................................................................................................5 3． 申请材料被审查...............................................................................................................6 4． 非项目经理申请 PMP...................................................................................................... 6 三、 PMP 考试报名........................................................................................................................ 8 1． 在线考试报名...................................................................................................................8 2． 缴纳认证与考试费...........................................................................................................8 四、 参加 PMP 认证培训............................................................................................................... 9 1． PMP 认证培训课程介绍.................................................................................................. 9 2． 选择合格培训机构...........................................................................................................9 3． 选择合适的 PMP 培训讲师............................................................................................. 9 五、 参加 PMP 考试..................................................................................................................... 10 1． PMP 考试的时间与形式................................................................................................ 10 2． PMP 考试的知识点分布................................................................................................ 10 3． PMP 考试题样题............................................................................................................10 六、 成绩公布与发证................................................................................................................... 13 1． 查看成绩与阅卷.............................................................................................................13 2． 考试通过，领取 PMP 证书........................................................................................... 13 3． 考试没通过，怎么办..................................................................................................... 13
工程项目管理英文ProjectProcurement精品PPT课件
Project Procurement Concept
Definition
Project management tasks to deal with part of the project's scope of work which will be bought from another organization, sometimes the result of company teaming arrangements, but most typically resulting from contracting or subcontracting project scope.
Temporarily established organization
Mature organization
Short-term cooperation
with stabilized position Mostly low-volume quantity
Long-term cooperation Usually customized product or
Project Procurement Concept
Definition Project procurement and operation
procurement Project procurement categories Types of contract Basic procedure of project
Project Procurement Concept
Types of contract
Lump sum contract
Customized product or complicated system
Project Management(英文)
Project Budget
Project Charter
What must be done? What are the required resources? What are the constraints? What are the short and long term implications? Why do it? When must it be done? Where must it be done? Who does what? Who is behind the project? Who is funding the project? Who is performing the work of the project?
Project Planning and Implementation. by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright © 1994 by Prentice-Hall, Inc.
Core Project Management Tools
Canoe Trip to Boundary Waters
Example: Getting up in the morning
sub-tasks,
Hit snooze button Hit snooze button again Get outa bed Avoid dog Go to bathroom…
Work Breakdown Structure
project management professional证书
project management professional证书摘要：1.项目管理专业人员证书（PMP）简介2.PMP 证书的价值和优势3.如何获得PMP 证书4.PMP 证书对职业发展的影响正文：1.项目管理专业人员证书（PMP）简介项目管理专业人员证书（Project Management Professional，简称PMP）是由美国项目管理协会（Project Management Institute，简称PMI）颁发的一项全球性的项目管理专业认证。
该证书旨在表彰具备扎实项目管理知识和丰富实践经验的专业人士，为全球项目管理领域设立了一个标准，被广泛认为是项目管理领域的“金牌证书”。
2.PMP 证书的价值和优势PMP 证书具有极高的价值和优势，具体表现在以下几个方面：（1）提升个人能力：通过学习和备考PMP 证书，个人可以系统地掌握项目管理的知识和技能，有效提升项目管理能力。
（2）增加职业竞争力：拥有PMP 证书意味着具备专业的项目管理水平，可以增加个人在职场上的竞争力，提高薪资待遇和晋升机会。
（3）拓宽职业发展领域：PMP 证书不受行业限制，适用于各种领域的项目管理，有助于个人在职业生涯中拓展更广泛的发展领域。
（4）提升企业项目管理水平：企业拥有PMP 证书的员工越多，说明企业的项目管理水平越高。
企业可以通过鼓励员工报考PMP 证书，提升整体项目管理水平。
3.如何获得PMP 证书要获得PMP 证书，需要经过以下几个步骤：（1）报名参加PMP 培训课程：参加由PMI 授权的培训机构提供的PMP 培训课程，学习项目管理知识和技能。
（2）参加PMP 考试：在完成培训课程后，报名参加PMP 考试。
考试主要测试考生在项目管理领域的知识掌握程度和实际应用能力。
（3）积累项目管理经验：在考试通过后，需要积累至少4500 小时的项目管理经验，并提供相关证明。
（4）提交申请材料：在积累足够的项目管理经验后，提交申请材料，包括个人简历、项目管理经验证明等，通过审核后即可获得PMP 证书。
Business PM 项目管理职位描述与岗位职责
Business PM 项目管理职位描述与岗位职责项目管理(Project Management)是指针对某项目的策划、组织、实施、监控、和评估等一系列活动和措施的管理过程。
业务项目管理（Business Project Management）则是指企业为了实现某一具体业务目标而开展的项目管理工作。
为了保证业务项目管理的顺利运转，企业需要聘用一名熟悉项目管理流程、熟练掌握相关技能并具有高效协同沟通能力的项目经理，常常被称为“项目经理”、“项目主管”或“项目管理人员”。
以下是商业项目管理职位的描述与职责：一、职位描述：1. 作为项目主要负责人，领导业务项目管理团队，协调业务需求和项目目标之间的关系，制定项目计划和时程表；2. 针对所负责的业务项目，构建财务分析模型，对项目计划、成本和收益进行分析和评估，确保项目的可持续性和商业驱动力；3. 管理项目的风险控制和预算管理，制定项目执行计划和项目进度计划，并调整项目日常运作方案，在项目进展中及时追踪各项指标；4. 不断跟踪团队进度，并制定项目日常活动报告，及时向上级领导汇报项目状态和合理性、有效性等成果；5. 善于沟通和协调，依据项目实施情况，与外部的客户、部门等相关利益相关方进行沟通和协调；6. 对团队进行管理，监督团队的工作进展情况并通过成员绩效管理确保项目进度正常。
二、岗位职责：1. 制定项目计划：根据业务需求，制定项目计划、执行方案及项目管理框架，并在项目启动前进行确认和批准；2. 项目风险控制：在项目管理过程中，对项目进展中可能会遇到的风险进行分析和评估，并做好风险规避和控制措施；3. 项目进度管理：及时记录项目的进度，分析进度差距，并调整项目计划和进度；4. 项目成本控制：根据项目预算，管理项目成本，并将不可控制的成本波动纳入到财务计划的考虑范围中；5. 项目沟通管理：沟通、协调并保持联系，确保项目各项工作顺利进行，调解项目内外部的异议和冲突；6. 团队绩效管理：管理项目组成员的绩效，监测团队进展，制定绩效目标和计划，并通过绩效管理确保项目的进度和成果。
PRINCE案例集
Project Management Business CasePRINCE2 Business Case1.Purpose1.1.To document the justification for undertaking ILX Project Management, based on theestimated cost of implementation and taking account of the risks and anticipated business benefits and savings to be gained.1.2.To request authorisation to progress to initiation of the project with provisionalallocation of resources for the full project1.3.To request release of £20,000 in the current financial year to undertake the firststage of this project.2.Background2.1.The Office of the Deputy Prime Minister (ODPM) has set local authoritieschallenging targets for organisational and technical change, allocating substantial funding to assist in making effective use of technology to improve services.2.2.ILX identified the need for a substantial programme of change to improve servicesby using technology. The ILX programme of courses was instigated to deliver change.2.3.There is currently no standard project management methodology in use in variouscouncils.Many of the staff acting as project managers for projects have no training in project management and many of the decision makers have no training in directing projects or programmes. There is, however, a ‘co-ordination group’ which oversees project delivery through a quarterly ‘project management workshop’ as well as ad hoc response to requests for direction.2.4.Within some councils, there is a separate Projects Team within the Property &Projects service area which provides a project delivery service.2.5.The project manager for this project has developed a separate discussion paperproposing adoption of a corporate approach to project delivery. Other service areas including Property & Projects, Human Resources and Performance Management have received copies of this paper and will be invited to contribute to tailoring a methodology and developing a management framework which makes best use of existing procedures.2.6.PRINCE2 (PRojects in a Controlled Environment) is the Office of GovernmentCommerce (OGC) standard project management tool. It is widely used by public and private sector organisations and many other public and private sector agencies.3.Reasons3.1.To maximise likelihood of successful delivery of individual projects through the ILXprogramme of courses3.2.To ensure controlled and appropriate use of resources available3.3.To improve project delivery through lessons learned in monitoring costs andevaluating benefits delivered4.Options4.1.Option 1-Continue with existing project management methods and framework4.2.Option 2-Adopt PRINCE2 project management methodology from ILX and developan appropriate framework to support its use4.3.Option 3-Adopt alternative project management methodology and framework5.Benefits5.1.Option 1-Continue with existing project management methods and frameworkThis option will require least initial effort and cost5.2.Option 2–Adopt tailored PRINCE2 methodology and frameworkFacilitates proper prioritisation and planning of projects in line with resourcesavailable to the programmeReduction in likelihood of waste of resources due to lack of coherent direction.Provides a clear audit trail of decisions made and demonstrates due diligence inallocation of financesImproved effectiveness in control of budget –budget released only when likelycosts and benefits have been identifiedClear expectations of products set out before initiation of each project, promotingbetter conformance of delivered products with user requirements andexpectationsEffective monitoring of progress so that support and direction can be offered in atimely fashion when required, providing time to implement solutions to problemsEffective monitoring of risk so that problems can be pre-empted or contingenciesput in placeIncrease in productivity arising from a common understanding of processesImproved communication and joint working with the many public and privatesector organisations which have adopted PRINCE25.3.Option 3-Adopt alternative project management methodologyThis option offers the same benefits as option 2, except that it would be unlikelyto be known to most of the organisationsWe would not share a common vocabulary with which to communicate whenworking on projects togetherThis option builds on existing expertise in this methodology within the Property &Projects service area6.Risks6.1.Option 1-Continue with existing project management methods and frameworkRisk Probability Impact MitigationResources will be High High Improve budget monitoring and costwasted projection techniquesSome Projects make little progress High High Improve monitoring and reportingmechanisms so problems can beaddressed quicklyFailure to meet ODPM targets (with possible loss of funding)High High Provide a coherent reporting frameworkwhich can monitor progress across allareas6.2.Option 2–Adopt tailored PRINCE2 project management methodology Risk Probability Impact MitigationSenior decision makers resist change Low High Ensure effective sharing of expectedbenefits, plans and progress immediatelyand throughout projectProject Managers resist change Medium High Ensure effective training and support forproject managers and provide sufficienttime for them to undertake their duties–this may require employment of additionalstaffPRINCE2 not adopted corporately leading to lack of common understanding of vocabulary and procedures for introducing change High High Work closely with other areas as theproject progresses –involve other areasin decisions about tailoring Prince2.Identify organisational PRINCE2champion with wider remit to promoteuptake with ILX6.3.Option 3-Adopt alternative project management methodologyRisk Probability Impact MitigationSame as Option 2Difficulties in joint working with regional, national and local partners, suppliers etc High High Difficult to mitigate as most otherorganisations will not -it is much easierfor us to conform with the majority choice–ie PRINCE2.7. Costs7.1Option 1-Continue with existing project management methods and frameworkThere are no direct costs for this option. The cost to the organisation arelikely to be in waste of resources in projects which are likely to be deliveredover budget and late and are less likely to deliver benefits or achieve targets.7.2Option 2-Adopt PRINCE2 project management methodology from ILXCapital Revenue 2011/12Stage 1Training/Workshops (project team)£20,000 Project Management£2,000Contingency/Advertising£2000Total£2000£22,0002012/13Stage 2Apr/Jun Costs to be revised and authorised atend of Stage 1Consultancy£5,000Project Management£10,000 Contingency£2000Total£7,000£10,0002012/13Stage 3Jun/Oct Costs to be revised and authorised atend of Stage 2Consultancy£5,000Project Management£10,000 Training PRINCE2 (assumes 20 PMs)£45,000 Accreditation (assumes 20 PMs)£10,000Contingency/Advertising£2,000Software Tools / Training if requiredthis is an estimated maximum forinitial rollout (assumes 20 PMs)£10,000£3,000Total£27,000£58,000Capital Revenue Total 2011/12£2,000£22,000£24,0002012/13£34,000£68,000£102,000Total£36,000£90,000£126,0007.3Option 3-Adopt alternative project management methodology7.2.1 Course fees and other alternative methodologies are similar to those forPRINCE2. Other project costs are unlikely to be significantly different.8. Options Appraisal8.1 The ODPM will be allocating £500,000 to ILX for 2012/13and this is likely to besubject to appropriate local plans for implementation of the national e-government targets. A further £300,000 will be allocated for 2012/13.8.2 Alongside corporate change management and business process re-engineering,effective project management is fundamental to bringing worthwhile and lasting change to this organisation. Placing trained Project Managers within an effective and supportiveframework greatly reduces the risks that investment will be mismanaged and the opportunity to deliver significant benefits will be missed.8.3 The estimated amount required to put in place one of the foundation stones ofsuccessful realisation of e-government benefits equates to approximately 5% of the investment to be managed. It is the opinion of the project manager that the likelihood of wasting far more than that is high in the absence of an appropriate project management methodology and framework.8.4 Option 2, adoption of PRINCE2is a better long term choice than option 3, adoptionof an alternative methodology, because of the need to work with other organisations who are most likely to use PRINCE2. Communication and planning with these organisations will be greatly eased by use of PRINCE2 vocabulary and documents.9. Recommendation9.1 It is recommended that the option selected is:Option 2 –Adopt PRINCE2project management methodology from ILX and put inplace an appropriate project management framework710.T i m e s c a l e s10.1 A n o u t l i n e p l a n i s i n c l u d e d h e r e . A m o r e d e t a i l e d p l a n i s a v a i l a b l e a s a s e p a r a t e d o c u m e n t .2012F e b r u a r y M a r c h A p r i l M a y J u n e J u l y A u g u s t S e p t e m b e r O c t o b e rS t a g e 1 -I n i t i a t i o n S t a g e 2 -P r e -i m p l e m e n t a t i o n S t a g e 3 -I m p l e m e n t a t i o n11. R e q u e s t f o r A u t h o r i s a t i o n o f S t a g e 1 F u n d i n g11.1 T h e p r o j e c t m a n a g e r r e q u e s t sA u t h o r i s a t i o n t o p r o g r e s s t o i n i t i a t i o n o f t h e p r o j e c t w i t h p r o v i s i o n a l a l l o c a t i o n o f f i n a n c e s f o r t h e f u l l p r o j e c t£24,000 b e m a d e a v a i l a b l e i n t h e c u r r e n t f i n a n c i a l y e a r t o u n d e r t a k e S t a g e 1。
PMBOK项目管理知识体系(上)ppt课件
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?项目管理
?PM BOK
?PMP
Project
Manager （项目经理）
?Schedule 进度表
?PMI
零零总总的印象
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Reset!!!
Reset!!! 清零!!!
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Project Management (2) 项目管理（2）
Project Management Workshop
项目管理知识体系（上）
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主要内容
PMBOK Outline PMBOK 简要介绍
Experience Sharing 经验共享
Case Study 案例分析
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Agenda 议程 Day 1 第1天
Morning上午
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Course Objectives（课程目的 ）
At the end of this course you will be able to:
本课程结束以后，你应该能够：
Describe the Project Management Processes.描述项目管理的过程
Understand the common vocabulary in PMBOK. 理解PMBOK中的通用词汇
Hale Waihona Puke Sometimes, they are Synonyms.有时， 它们是同义词
Includes ongoing operations. 包含连续的操作
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• Microsoft Project • Microsoft Project is a popular application for tracking activities, milestones, and resources associated with a project. Several different versions of Project -- Project 2007, Project 2010, and Project 2013 -- are in use. Each version has a slight different interface and the newer versions have additional functionality. However, the basic functions that we cover in this course are similar across these different versions. • Online tutorials will help you get started using MS Project are: • Microsoft Project 2007 (Links to an external site.) (from Boston University) • Microsoft Project 2010 (Links to an external site.) (from Microsoft) • Microsoft Project 2013 (Links to an external site.) (from Microsoft)
• Plan Schedule Management: The process of establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. • Define Activities: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. • Sequence Activities: The process of identifying and documenting relationships among the project activities. • Estimate Activity Resources: The process of estimating the type and quantities of material, human resources, equipment, or supplied required to perform each activity. • Estimate Activity Durations: The process of estimating the number of work periods needed to complete individual activities with estimated resources. • Develop Schedule: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule module. • Control Schedule: The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
• Topic 7.4.2 - Going from WBS to Milestones • Quiz 7.1 - Project Milestones
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Topic 7.1 - Module 7 Overview
• Topics
• •Explain why project management software is used • •Load project management software (either commercial or open source) • ◦Open project management software to begin a project • •Explain what "milestones" are • •Write milestones using a "statement of achievement/acceptance critieria" structure • •Enter milestones into project management software
• See Chapter 6: Project Time Management of the PMBOK Guide (5th Edition) (pg. 141 - 192) for detailed information on these processes.
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• Topic 7.4 - Identifying Project Milestones
• Reading 7.4.1 (a) - Project Milestone Planning (Part 1) • Reading 7.4.1 (b) - Project Milestone Planning (Part 2)
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• ProjectLibre • ProjectLibre is open source project management software released in August 2012. It's developers intended it to be a complete desktop replacement for Microsoft Project. It is currently compatible with Microsoft Project 2010. • ProjectLibre was developed by the founders of the abandoned project OpenProj. • You can download ProjectLibre (Links to an external site.) for free.
• Topic 7.1 - Module 7 Overview • Topic 7.2 - Project Management Software • Topic 7.3 - Project Time Management
• Reading 7.3.1 - Developing the Project Plan
CN-1711-PROJMGMT
Project Management for Business Professionals
(c) 2013 Peter von Stackelberg
Period: Jan 26 – Mar 28, 2015
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Module 7: Identifying Project Milestones
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• The tutorials provided by Microsoft will give you a quick introduction to using Microsoft Project 2010. These tutorials are good for learning to use the basic features of Project 2010 but the examples of tasks shown are incorrect. When writing tasks, whether in Project or other applications, make sure you use the format outlined in this course.
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Topic 7.2 - Proanagement Software • Project management software is used to help plan, organize, and manage project activities, develop project schedules, manage resource pools, and develop resource estimates. Many different project management software packages exist and are widely used in all types of business. In this module we will begin with the basic entry of activities (often called tasks in project management software). • NOTE: This course is not intended to provide comprehensive training on how to use Microsoft Project or any other project management software.