【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P230：8. Creating the Risk Management Plan - servemeee - BV1J4411M7R6
。Let’s take a look at what goes into the risk management plan and how it’s created。First off。
in order to create the risk management plan， I need a lot of people to help。Obviously。
the project managers involved and the project team leads your key stakeholders are involved。
you may have some organizational。People that can help some personnel from like a risk management department。
And then you may also have management or persons of authorities that can help with this type of decision making。
The risk management planning we’re going to really nail down well what are the planning activities we’re required to do what’s the cost and schedule to do risk management activities so we’re talking about quantitative analysis that takes time and money often to do that and then that also sets us up for our risk responses we’ll see that a little bit later in the section。
What will be the assignment of risk responsibilities so will you be creating risk owners and what does that mean to be a risk owner。
how will that individual track that risk and monitor and report on that risk and be empowered to respond with a risk？
What about templates， so do you have types of categories like hardware。
software network data that are some templates for risk categories that are just always types of risk that you have in your discipline。
so in healthcare or manufacturing or know whatever type of business that you operate in。
What are the different definitions for level of risk like very high to very low or what does moderate mean？
And then how will you create and define your probability at impact matrices so we’ll be creating a risk impact matrix coming up。
so this is part of our plan though it defines how will you do that and what does it mean to have a probability impact matrix where you operate。
Also in our plan is how will you do risk identification。
this is an ongoing iterative activity we always want to look for risk events and how they could threaten our project so or opportunities。
you know we often think of the negative side here。
How you do qualitative and quantitative analysis in your project， often the project priority。
We’ll guide you on qualitative and quantitative analysis if it’s needed into what depth。
And we’ll talk about that， of course， in this section。
Resources and funds that may be needed to actually implement the plan and then how you schedule these activities and what are the different risk categories that you foresee in your project and that can set us up for that risk breakdown structure。
Also in the plan， have you defined the risk appetite so you think about opportunities and risk and reward？
What are the documentations and reports you’ll be creating risk reports so do you have a template for that and what is the nomenclature that you use where you work and what does a risk report look like？
How will you do planning， so we need to dig in and do risk response planning after we do quantitative analysis。
How will you monitor and track risk events and ongoing risk management activities？
Your organization may have a methodology for how you do risk management for how you do planning so we need to understand what that methodology is and is it documented and then that’s something that we insert into our risk management plan So what are the tools that your organization will use What is the approach that happens in your organization what’s the data sources if you have historical information and some good knowledge management and then what’s the approach for your type of project in your phase So different phases could introduce different types of risk about foundation framing。
electrical and so on and then how flexible is your project。
how resilient is it when these risk if they do happen can you flex and adapt and then attack those risk events So this is a lot of information it’s part of your risk management plan so you should be familiar with that for your exam。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P238：16. Applying Sensitivity Analysis - servemeee - BV1J4411M7R6
🎼。Sensitivity analysis is a study where we see。What’s the real impact the real effect of one risk on the project goals so how sensitive are we to that one risk event so which one’s most critical and then how do we prioritize based on sensitivity analysis so the process that you go to if you want to do sensitivity analysis you look at each risk on its own we don’t consider it in come combination with other risk events。
And so which risk event has the greatest effect on the project。
So you ignore or baseline all of your other risk events。
And then we see how will that one risk affect our overall success。
The goal is to see which one of your risk really has the largest effect on the project。😊。
If we’re just rating our risk like we did there in qualitative。
you just have everything’s a moderate。 But really。
some of those are heavier than just a moderate have a greater effect than just moderate。
So risk aren’t always equal。 Raly are they equal。 So which one is really the biggest risk event of all of the risks we have in the project。
that’s our goal of sensitivity analysis。Thank you very much。
Often when you do sensitivity analysis you get this tornado diagram kind of looks like a tornado so what you’re seeing here are the pros and cons of different risks so you’re looking for the one that has the biggest probability and the biggest effect and that would be the one that you would go and attack first so that’s a tornado diagram you might get a question like which quantitative analysis approach would create a tornado diagram it would be sensitivity analysis All right good job。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P23：6. Close the Project - PMP Exam Domain V - servemeee - BV1J4411M7R6
我们的最后一组项目管理任务，对于PMP考试域是关于关闭项目或阶段，所以我们将在这里讨论结束项目或阶段，这是最后一个考试域，它占PMP考试的7%，有七个任务你需要知道，让我们来看看你要做的七项任务。
关闭项目任务，一个是你想得到最终的录取，我们必须让人们接受我们所做的工作，我们需要利益相关者签署我们所创造的东西，我们做的第二件事是我们做一些操作转移，我们做一个转移。
从项目团队到利益相关者对可交付成果的所有权，现在别人拥有它，不是我们，所以第三个任务是，我们需要资金，法律和行政结案，所以不管公认的做法是什么，不管你的合同要求什么，不管你的事业是什么。
环境因素需要某种方法来消除这种情况，这也是在谈论责任的转移，一旦他们接受并拥有它，你知道我们不再负责，它已经被批准了，现在它在他们身上，第四项任务，我们想分享最终的项目报告，因此。
您必须创建最终的项目报告，并与适当的利益相关者分享，最后项目报告作为通信管理计划的一部分记录在案，因为这是一个沟通测试第五项是你必须组织你所学到的所有课程，所以在整个项目中。
您希望保留一个好的经验教训文档，这让这项任务变得更容易一点，这有助于您进行全面的项目审查，然后这就成为OPA组织知识库的一部分，第六个测试是你将项目文档存档，你不能忽视它，你不能把它扔掉。
你不能把它放在走廊的壁橱里，需要有一种方法来存档这些信息，万一你以后需要，有办法存档信息，但肯定是为了你的考试，你需要一个项目完成的过程，如何将信息存档，关闭那里非常重要的任务。
最后一个是你想从你的利益相关者那里得到反馈，根据他们对这个项目的满意度，所以你做一个评估或进入项目审查，或者你可能知道作为一个项目，或者你想得到他们对项目进展的反馈，这有助于您在未来更好地管理项目。
这就是你在PMP考试结束时需要知道的七项任务，当然，我们会在整个课程中看到这种类型的业务，当我们谈论这些不同的过程时，所有的权利，干得好。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P243：22. Justifying Risk Reduction - servemeee - BV1J4411M7R6
。At the end of the last lecture， we talk about justifying risk reduction。
but there may be times when it’s better to spend money just to get rid of the risk than to allow that risk to be lurking in the project。
So justifying risk reduction is the examination of the cost to eliminate the risk altogether in proportion to the probability。
the impact and the risk score。 So you may have instances where if we could get rid of this one risk based on like sensitivity analysis。
what’s the impact of this one risk， that would really help the entire project be more successful。
if we wouldn’t have that risk， you know， hovering over the project， So justifying risk reduction。
typically， though you need more time or more money to do it。
you have to justify why youd need more time and more money。
And then is the solution worth the trade offs， You know。
if there’s only a 10% chance of it happening， that’s a pretty low probability。
That means there’s a 90% chance that it won’t happen。
But if you’re right in that 45 and greater as far as percentages go。
then maybe you start thinking about this is worthwhile。
the spend our way out of this with the assumption。
That I can spin my way out of this that the probability and impact assessment is valid。
so we really want to study that before we go with that argument and have some good proof as to why we should spend our way to avoid or mitigate the risk event。
So what we’re talking about here is the cost of prevention or lowering the risk of it actually happening。
so we’re talking about probability and impact， how do we lower that or avoid it。
So what’s the cost to prevent it versus the cost of just responding to the risk。
we look at that ratio， it would be to prevent it would be $10，000 to respond to it would be $60。
000 so maybe that’s a pretty good decision but if it’s going to be 50。
000 to prevent it and respond to it 60 then I have to think about well what are the odds of it really happening those are pretty close there maybe be better to save that 50 and basically hedge my bets it’s not going to happen than to spend the 50 and then we could have gotten by it。
What happens if the eliminated cost savings so if the risk doesn’t happen and let’s look at that again。
if a risk is not eliminated， so what’s the cost savings if the risk doesn’t happen All right。
so that was a mouthful there basically what we’re saying here is。If I have to spend 60。
000 to make this risk go away and I say， no， I’m not going to do that。
I’m going to gamble basically the risk won’t happen。 so now I have a cost savings。
the risk didn’t happen， and I saved this 60000 over here。
but the opposite if the risk does happen and I didn’t pay for it。
how much is that going to cost me how painful will that be。
So cost is inherent also in the project delay， so we’re talking about just money here。
But we also think about that a risk could have a delay in our project schedule。
so you might be paying for that labor or a penalty or fine or having to give up a bonus。
so there’s other costs that may be there when the most apparent cost is just the time delay。
there could still be other factors here。I have to use some good judgment here。
so I need some subject matter experts， some analysis of budget and time to figure this stuff out about solving the risk。
do I want to reduce the impact or probability and how much would that cost me so this takes a little bit of time to do but it’s worth doing especially for those significant risk events or risk that are early in your project this is typically something that we want to do。
All right， good job， I’ll see you in the next lecture。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P246：26. Section Wrap Project Risk Management - servemeee - BV1J4411M7R6
🎼。Great job finishing this section ton of information here on risk management I know we’re getting towards the end of the course still a bit more information to go。
but this is one of the largest sections in our course so I really want you to spend a little bit more time here in your study efforts you don’t have to do it right now but just as you go back and study really come back to chapter 11 on risk a lot of terms a lot of opportunities for test questions so put that on your schedule to return to chapter 11 in the pembaok guide and make certain you know these terms and how you respond to risk is all those risk responses you want to be familiar with and understand those。
I also want you to think about as you complete this course。
what risk is introduced in your study strategy？So you’re getting tired， you’re getting worn down。
you’re getting a little bored with project management。
I understand that this is sometimes pretty dry material so and it’s a lot of material so it’s easy to get worn down。
but now’s the time to come back with a renewed sense of commitment as you’re completing these last few modules and you’ve got to go and study and spend some time studying to pass the exam Now’s the time to go all the way back we talked about why are you doing this。
what’s your business value remind yourself why this is important and why you want to get this done and why this is good in your life so take heart be competent。
keep that PMA you can do this。Great job， you did it。
you finished this really big section I know on project risk management。
a lot of information we talked about in this section。
The theme that we talked about was risk management。 we have opportunities and threats。
so we compared in contrast to those we even had responses for opportunities and responses for threats。
but before we create a responses， remember we had to create a risk management plan and the risk management plan address the environment that we’re in the policies that we have for risk management。
those enterprise environmental factors and organizational process assets that that really influenced our risk management approach then we talked about risk identification that we have to get out and identify risk events。
and then we create the risk register that’s an ongoing activity to identify risk events that add them to the register to do some qualitative risk analysis and then quantitative that I qualify the risk and that if necessary。
I quantify the risk and that will help me better respond and create。
Risk responses， and then I monitor the ongoing risk。All right， good job。 You finished it。
You’re almost done with the course。 We have just a few more sections to go， so keep moving forward。
You can do this。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P247：1. Section Overview Project Procurement Management - servemeee - BV1J4411M7R6
Welcome to this section on Project Procurement Management。
Do you buy stuff as a project manager， If you do， you probably are dealing with your procurement office or a contracting office。
or maybe you’re doing， maybe you’re the one that’s doing the procurement activity。 Well。
a lot of project managers that I meet， they don’t do any of that business。
that’s handled by other parts of their organization。
So I think that sets up a lot of project managers to get frustrated with this chapter on procurement because they don’t do it。
Another thing that I see that happens is we’re nearing the end of the course and this is kind of a boring。
frankly it’s kind of a boring section so people don’t pay attention and then they go take their exam。
notice I said take their exam and they don’t pass because the procurement beats them up don’t let that be you if you’re feeling tired right now get up and do a stretch。
get yourself some coffee or whatever it takes， but you want to really pay attention to this section on procurement managements Chapt 12 in the pemmb guide on procurement a lot of information you must know for your PMP so I know you’ve put a lot of time in you’ve invested time。
continue to invest， you need to know procurement management so let’s hop in here。
we’re going to talk about。
Procurement management in an adaptive environment， creating a procurement management plan。
we have to know the contract types and how those contract types。
the different nuances creating those procurement documents。
we’ll talk about some terms that you may not have heard before with procurement documents then controlling the procurement in doing contract administration really important for you as a project manager and then we’ll do a case study about procurement So some important things to talk about keep positive。
you can do this。 You’re almost there。 keep pressing forward。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P249：3. Emerging Trends in Procurement - servemeee - BV1J4411M7R6
。Let’s talk about some emerging trends in procurement you should be aware of first off there’s all sorts of new tools。
so online tools so one of the things we’ll see will be advertising you have to advertise in some government projects like it’s open for bidd or an invitation for bidd that’s public knowledge well now a lot of that can be done online not in the classifieds in the newspaper。
There are some advances in risk management that are tied to procurement。
so you may have some specific risks that you assigned to entities that will just handle that part of the project for you。
so for example， we have dangerous work， you would say anything related to the electrical work is going to be handled by the ABC electriclectric company So it’s kind of a blanket for your project a way of saying all of those risk we do transference and we have a contract with that ABC electricallect company to manage that portion of the project。
It’s possible that you want to change your contracting projects depending on the type of work or the size of the project。
Really big projects like billion dollar international projects that kind of have this new term tied in called a mega project。
and I like to say that a mega project。You might have terms tied to infrastructure development。
so you may have some laws， regulations， accountability to the public。
you have to have a communications office to explain what’s happening and road closures and progress。
maybe a website so that could all be in the contract as well engineering projects。
you may have specifications for the type of engineers， the PEs， the architects。
the structural engineers， even mechanical engineers， you think about all those different。
Qualified individuals that participate in engineering projects and what the requirements may be there。
And you may have some special terms for multibillion dollar projects。
so you may describe like financing， interest rate we’ll see coming up in this course economic adjustment。
so if the cost of steel were real high that could be accounted for in the project in our contract like the cost of steel could fluctuate so we would give some allowances for that up or down。
Some other trends you should be familiar with logistics and supply chain management。
you don’t have to be an expert at this for your exam。
just be topically familiar with this idea so you think about large projects getting a lot of materials from all over or shipping materials all over the world。
a lot of logistics that have to happen there， so that flow of material is critical to project success。
Also think about the lead time， so a lot of forecasting and coordination will happen on a large project with lots of moving parts and lots of materials and such。
Technology and stakeholder relations are also something we have to take into consideration so you think about public funded projects。
the public is a stakeholder， the media may be investigating your project and want to see where the money is being spent。
things like that。Same with infrastructure and big commercial construction projects and one thing that’s becoming pretty popular and I think is really cool are webcams。
so maybe you’ve seen like these big construction project and there’s a webcam there so you can go and log in any time and look at what’s happening in that construction project and then it’s always fun at the end where they speed it up and everybody’s working so rapidly and that you see it all come together。
but that’s just a way of communicating， but that could be part of procurement that you have to have some visibility here。
many different webcam angles and always showing what’s happening on the job site。
You might also do a trial engagement where we have a very big contract that we want to do with a vendor but we’re going to try it out on a small scale。
so we’ll do a small engagement first and if that goes well then we’ll go on and let you have the rest of the contract so it’s a full commitment based on this initial performance so that’s a pretty neat idea in procurement。
Of course we can tailor procurement processes if we don’t need to procure well there’s a quick tailor that we don’t mess with those processes。
the complexity of procurement is something that you may tailor know to what depth depending what you’re buying。
how big your project is if it’s a long- termm project or short term or youre buying goods or services or a combination of both so you can tailor and you can put anything in a contract that you want as long as it’s legal。
The physical location， so access to the site， you think about environmental concerns and disrupting the neighbors there。
that those are things you would tailor in add to your contracting。
Of course you would have an adherence to government and regulatory environment and you may have some business there about who is responsible to adhere to the law。
so if I hire someone to build something for me I don’t know anything about the building codes or the laws or so on so our contract would spell that out as the who is adhering to codes who’s responsible for that and I would probably get an attorney or an expert to help make certain the terms of that contract cover me。
the buyer and that the seller is responsible for meeting these governance or regulatory concerns。
And of course， the ability and availability of the contracts ability。
you know you got to be qualified to do this or you’re out。
but the availability So you think about building a house。
when do people come from that builder to work on the home so okay。
we sign a contract to build a house， but my team is committed for the next three or four months。
So what’s the availability and that affects our contract and tailoring as well。
All right， good job， keep moving forward。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P24：8. Review the PMP Exam Domains - servemeee - BV1J4411M7R6
完成关于PMP考试域的这一节做得很好。
我知道这一节有很多信息，其中一些真的很乏味和枯燥，但对我们来说，回顾这一点很重要，我鼓励你回到这个问题上，或者回到你定期下载的P和P手册，因为你真的需要知道这些信息，当你进去准备通过考试的时候。
这真的很重要，因为这是你被测试的东西，不要忽视这堂课的内容，所以我们谈到了我们谈到的发起的五个领域，所以这五个领域和其中的任务是你真正测试的，在接下来的课程中，我们将把这些业务联系起来。
就像我们要看所有这些过程组，那么这与测试材料有什么关系，所以你们的任务是下载并阅读P和P手册。
你可以随时参考PP手册。
说这是我真正知道怎么做的事情吗，还是我应该多花点时间学习，所以当我们在课程中讨论这些话题时。
我们也在讨论与平背指南第六版有关的那些，这些应该是网格的，和你的学习努力，你知道你不是为了参加PMP考试而学习的吗，你在为通过考试而学习，我相信在心态上，我在学习准备考试，我正在努力学习以通过考试。
我认为让PM A对我们来说很重要，当我们学习时，我正在学习，我在做这项工作，因为我在研究过去，因为我得去拿，有区别的，我认为在必须做某事和想做某事之间你必须学习，就像家庭作业一样，对呀。
你在那里有负面的内涵，但如果我想做，然后我很兴奋，我可以做这件事，这是一个很好的机会，所以PMMA的一部分是考虑，我没必要这么做，这是我想做的事情，我选择那样做，你知道这对你的事业有好处。
会对你有好处的，作为项目经理，这对你的组织有好处，它会给你机会，我知道这很难，这是艰苦的工作，就像在说，你想去减肥，或者你想去跑马拉松，你必须放弃一些东西，比如馅饼、蛋糕和披萨，我喜欢的三件事。
但你必须放弃，为了能够减肥，跑马拉松，或者你有什么，这里也是如此，在我们努力通过PP的过程中，我知道你在放弃生活中的其他东西，我知道你可能是，你知道吗，去看电影，或者去看棒球比赛，或者看电视。
或者只是在周末放松一下，但你在做一个选择，你选择这样做，因为你意识到这是一种投资，这是奥巴马的一部分，我希望你们能做到这一点并在我们完成课程的过程中继续这样做，我会在这里提醒你这一点，所以PM一个PM。
积极的心态，干得好，保持下午马。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P251：6. Planning for the Project Requirements - servemeee - BV1J4411M7R6
。
When we do procurement we need to think about the project requirements。
what are we purchasing and how does that satisfy our project requirements So we’ll look at the project scope statement first that defines the high levell requirements and what really defines exactly what we’re going to create the project scope statement The work breakdown structure in the WBS dictionary though。
gives us even more detail down to the work package level So this helps us define what do we need to procure and what are we going to take care of internally in house。
Then we have those documents， the statement of work in the TR。
the tour So the statement of work and the tour， they describe the work that’s going to be accomplished。
It doesn’t describe to find the whole product。 It’s just what are we purchasing from the vendor So the entire project could be procured from the vendor or a portion of the project。
So whatever we’re buying， whether it’s the whole thing or just this portion of the project。
that’s when we create the statement of work or the tour。
the terms of agreement orm sorry terms of reference to that portion of the project that we’re purchasing。
So if we are doing a new network upgrade we might need to buy cables and we might want to hire an electrician to do the cabling and to punch down the cables or to create a wi-fi or whatever the case may be we hire someone to do that portion of the project。
So we wouldn’t do a statement of work that。the whole project， it would only be that networking。
that electrical piece。And then we reference the requirements documentation for what exactly are we buying。
what exactly has to be satisfied through this contract。A tour here。 some things about the tour。
So it’s a little different term than the statement of work。
It’s what task will the will the contractor complete。 What are the standards are going to fulfill。
What data。Will the vendor have to provide in order to be approved？
What are all the data and services that are going to be provided by the contractor to the buyer throughout the project？
And then when’s the initial submission and how long does it take to review that。
so we spell that out here in the torque。Okay， so that’s all still part of planning。
so we’ve got our procurement management plan our SOW or TOR。
so now we’re ready to move forward and to start working on actually procuring。
so I’ll see you in the next lecture。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P252：7. Determining the Contract Type - servemeee - BV1J4411M7R6
One of the key things you’ll need to know for your exam will be what contract type is most appropriate for your project and for a given scenario so we’re going to walk through all the different contract types in the big picture of contracts and really the characteristics of a contract you’ll need to be familiar with so really really know these contract types I guarantee you you’re going to have some questions on contracts on your exam。
So all about contracts， it’s a formal agreement between a buyer and a seller。
the US will back up contracts through the court system。
Contracts state everything that has to be true in order to close out the contract。
Any changes to the contract， they have to be formally approved， controlled。
and documented and signed off on。Your contract may may have。
The terms of how you are allowed to change it， it may be an addendum or it may be up to X amount of dollars or what’s the process so the contract can even define how changes to the contract are allowed or declined just because I have a contract doesn’t mean I have to accept the changes I could say we don’t have time we’ve got other commitments can’t take it on or we could say let’s finish this contract and we’ll make a new contract for that change。
Contracts can be used as risk mitigation and we know this because we’re talking about which risk response。
Transfer it， I know you’ all got that one， right。Some contract legalities here。
There are two big categories we’re going to look at with contracts。
we have a fixed fixed price or cost reimbursable。Fixed price means this is the amount you pay。
Cost reimbursable means you’re going to pay the cost that the vendor has。
the seller has to perform the work in the contract and there’s usually a profit margin built into that。
but that’s more has more of a flex because if the vendor’s costs fluctuate because the waste or some other you know nuance。
then you have to pay for that because the cost。It is the type of contract you’re paying for the cost to do the work。
So generally cost reimbursable are riskier for you， the buyer。Fixed price is fixed。
You’re only going to pay this amount。 and there’s a couple different flavors with both of those we’re going to look at。
A contract has an offer， so this is the work we offer to do for you， we both accept it。
we have to agree to it， and then we get the consideration。
we get the payment that I will offer to build your house in consideration of the $500，000。
Has to be for a legal purpose and it has to be executed by someone that has the capacity and authority to act on behalf of the organization。
so if I’m just a project manager， I can’t be signing contracts。
I need to give that to my manager or the contract department whoever really has the authority to make that deal between the parties。
A firm fixed price contract means I am the seller and you’re the buyer。
And I say I will deliver to you four tons of pea gravel and it’s going to cost you know。
$1200 or whatever。 But I give a firm price。 You’re not going pay more or less， It’s the deal。
So the seller carries the risk of costoverruns。 If I didn’t pay attention to how far away you are from where that pe gravel is how far I have to deliver it。
and it’s going to cost me a lot of money and fuel。 That’s on me。
So any costoverrun comes out of my end。 So if I’m building a big deck on the back of your restaurant where people can go out and eat their lunch outside or whatever。
and I say I’ll do that for it’s going to cost $10000。 right， we have a deal。
And then I get out there and I start working and my team is having waste’re cutting the wood to the wrong link or the wood got wet or damaged。
you aren’t paying anymore。 we have a firm firm fixed price agreement。 that’s。Deals on me。The buyer。
you specifies what you’re purchasing from me。Our contract could have a addendum if you want to change it。
so I’m building this deck for you， it’s $10，000 and you come out and say， hey。
this looks really nice。 how about you build some picnic tables too Hey we can do that but that’s not part of our contract so we’re going to have to do an addendum for that change or we might just make a whole new contract for these picnic tables So the firm fixed price specifies exactly what you’re getting for exactly this amount。
So we’re really clear on that。A similar one is a fixed price incentive fee。
What this one does is you say， Joe， I want you to build this deck for me in the back of our restaurant here。
But I need it done in like 10 days because we have a big party that’s going to happen in 10 days。
If you get it done by then I’ll give you a $2000 bonus so I have a fixed price and an incentive to get this all done in 10 days。
so now I have to do some work about being more efficient and keeping my team on top of things and making sure there’s not waste because I want to hit that deadline to get the bonus。
the incentive fee， the incentive fee in that example was for schedule。
but you might also say it’s for cost which in a fixed price that’s really cost doesn’t matter。
but a technical performance， so you could say if you can make this throughput even faster or make it more reliable or make it more attractive or what you create is low in cost to support then I’ll give you a bonus。
There might be a price ceiling on that bonus， or a good example was in Indianapolis several years ago。
I lived in Indianapolis for a pretty good stretch， as some of you know。In Indianapolis。
there was a big project downtown where all these interstates came together。
all these highways came together。They called it the Mega project and they gave this construction company。
I think it was $10，000 for every day they got done early。So the up to a million。
I think that’s what it was。 It was something like that。 But the up to is the ceiling。
So if you got an early for every day you were done early， you got a bonus of about 100000。
So if you， you could be up to 10 days early is the max。 If you got done 12 days early。
you didn’t get 1。2 million。 they got 1 million or whatever the terms were。
but it was something like that。 Well， the company that was doing the project。 They worked 24，7。
They had lights out there。 They had a crew out there at nighttime， daytime all the time。
they were working on it。 So they had they had done the math。😊。
Of what would their labor be per day to get that $100，000 bonus。
so it may not have been a pure million dollar bonus for them。
but they spent a little bit more by crashing the project and fast tracking the project and working 247。
That was less than the cost of that was less than the million dollars。
so they improved their profit margin。 So that’s the idea of an incentive fee。
The risk they had was if there was a mistake and it set them back on their schedule。
it would begin eating into that bonus because they would be done fewer and fewer days less than what they had anticipated。
so the seller carried the risk of cost overruns。On a really big project that’s going to last for several years。
we might allow a fixed price with an economic price adjustment an FP EPA。
What this means is the price of materials if they fluctuate like the cost of steel or the cost of inflation any other external conditions that could affect the price unfairly for the vendor。
then we would adjust that fixed price up or down。 So it goes both ways。
but we have to identify what will be the standard， how will we know how much steel cost。
So some type of of a marker that we would follow that that would。
Kick in if it went above X amount percent low or below a percent， It would kick in。
So this economic price adjustment is good for long term projects。A cost reimbursable。
generally bad for you the seller now I’m going to be the buyer。 okay。
I’ll be the sleazy buyer over here and I say that because cost reimbursable often seem like use car smells and I can really control what you pay as the seller and you’re the buyer。
So this is anytime you have cost plus， cost plus a fee or some other modifier。
It’s okay to use this if the scope of work can’t be defined early。
I know we want to hire you to build this deck， but we’re kind of making it up as we go All right。
it’s we kind of crazy， we want some different patterns and some different things in here。
So all right， we’ll do that， but it’s going to be cost plus a fee to make these patterns out of wood or whatever it is as we go。
High risk may exist in this type of a project where we do a cost reimbursable。
so if lots of risk happen， then you have to pay for those because there’s a lot of risk here we’re not going to carry all of this。
we have to share that risk。The buyer you， you carry the risk of cost overruns。
so if I have wasted wood and material， then you have to pay for that it’s a cost plus or cost reimbursable。
so you have to pay for that。A cost plus a fixed fee is where I say I’ll come build that deck for you。
and it’s $5000 plus the cost of the wood。All right， so you have to pay for all the materials。
so I’ll get receipts and show you that I bought wood。 The danger with this is that。
If my team waste wood or gets wet or damaged or whatever， you have to buy more wood。
So it’s a cost plus a fixed fee。 You’re paying for that material。So it’s a little bit dangerous。
the fee is constant that $5，000 fee is based on the scope， if you change the scope。
like you want to add picnic tables or benches， that’s outside of our scope。
so my fee could go up so the materials and the fee is going to change because you’ added more things to the scope。
A really dangerous one here is a cost plus incentive fee。 A cost plus incentive fee is。
10000 dollars to do this。 build this warehouse for you or a barn， let’s say for you。
and in this construction。I’m going to give you a bonus if you get done earlyly。
so if I rush to get done and I have waste and so on， you have to keep buying the materials。
but I I’ll get a bonus if I get un earlyly， so you carry some risk here that I’m going to rush and have waste。
Haste makes waste。In larger projects， you might have an incentive sharing and the split is typically 80 20。
So here’s what’s happening here。I borrow money from the bank to buy an old warehouse and we’re going to convert this warehouse to condos and I want to hire you to come in and do the construction of this so I’m kind of the deal maker here。
the broker。So I borrow the money a few million dollars to make all this happen。
you come in and are doing the work until you finish the project。
I am just paying and paying and paying。 I don’t have a return on investment till you’re done because I can’t sell these condos until you’re done。
or I can’t rent them out until you’re done。So an incentive sharing is where I tell you if you hit these dates。
these milestones between now and completion， or beatum， I’ll give you a bonus。
so the idea here with this 80-20 split is we say this is what the work is worth for your labor and time to get here。
But if you get done early， I’ll basically pay you 20% of what you would have had and so on and so on and so on。
and so I can give you basically a bonus by getting done early。
so you aren’t having to pay for additional labor， but you’re doing it well and you aren’t having waste and so on。
so you being the business owner， the construction company， you aren’t paying for labor。
but you’re getting paid 20%， a nice little bonus as if you had paid for labor。
So it’s a cost savings for both of us that we share I get the 80% idea is I am you’re getting 20% of what you would have paid and I have 80% because I didn’t have to pay it for you it’s good because you don’t have the overhead the labor for me it’s good because you’re getting them faster or hitting your dates so it’s an incentive sharing it’s like a cost savings or a split。
The contract will define what that split is like that 8020。 you don’t have to say $8020。
You could say that this split is X amount of dollars。 You could just say you get an early。
you get a little bonus here on these dates。 So don’t get hung up on that 8020 or incentive sharing。
It’s just a way of setting some markers。 You hit these dates。
You’re going to get a bonus for hitting these milestones。Now。
one of the most unusual types of contract is a cost plus award fee。
You want me to build this deck for you， okay？And it’s gonna be 10000。 So I build the deck。
and I get done and you like it。 And I didn’t go over on cost。 It’s really good。 Maials are。
you know， everything is $10000。 You inspect it， and you say， great， Joe， it’s really good。
I’m gonna give you a bonus of $1500。 That’s the award fee。
So a cost plus award fee is a mysterious award that will be determined by you given to me。
the seller。 So the buyer determines what the fee is。 It could be whatever they want。
They could say here’s a dollar。 That’s your award。
the contract really doesn’t specify what the award fee has to be。
So the award is determined by the buyer based on my performance。
A time of materials contracts a very simple contract。
basically it says we’ll pay for your time and we’re going to pay for your materials so we could say up to $300 hours and up to you know$5000 so we have a not to exceed clause so the seller。
Me， you’re going to give me an hourly rate and any materials that I buy。
I’m going to give you a receipt and you’re going to reimburse me for the cost。
That’s time and materials。It can’t have a time limit as well that this contract is good for six months。
so that’s a time and materials you’re paying for time and you’re paying for the materials know those contract typess and characteristics。
be able to recognize them for your exam。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P253：8. Determining to Make or Buy - servemeee - BV1J4411M7R6
In a project there’s lots of reasons why you’re going to buy something or build something Sometimes it’s more effective to hire a vendor than to take it on in house Other times you have more important things to do than some of these low-level activities so you farm it out so let’s look at reasons to buy or build and then I’m going show you a little formula that you’ll need to know when it comes to determining price should you buy or build。
First off， why would I buy a bill that’s less costly， could be cheaper to hire a vendor。
might be cheaper to do it in house。 You have people that are available。 So you use in house skills。
you control the work by doing the work in house。 also by creating it in house。
you control the intellectual property。Opportunity to learn a new skill available staff that could be for you or the vendor。
the vendor said hey， we have people ready to work and we’ll give you a reduced rate so they’re just looking to cover their cost and also elects your team by giving stuff to a vendor than your team can focus on more important activities or focus on the core project work。
So those are all reasons why you might buy and why you might build。
Sometimes you have to make a determination， should I buy something or should I build it？
So here’s the scenario。You know your team can build it for $65，000。Once it’s built， it will cost $8。
500 to support every month。A vendor comes to you and they say， you know what。
we can build that for $52，000。 You just have to sign a contract with us to let us support it for $10。
500 a month。So you’re like， well， upfront that’s a pretty good deal， it’s less out of pocket。
but every month I’m paying a little bit more。So to make the determination of which is the best decision。
you find the difference of your out of pocket expense， so 65000 minus 52，000。
That’s the difference between the build versus buy， so that’s 13000。
Then you find the difference of your monthly fee in。It would be $10，500 minus-$8500 or $2000。
so the difference there you divide by the difference of your out of pocket。 so 13。
000 divided by 2000 is 6。5。 What that tells you is that 6 and a half months from now。
you could have built it in house and only paid 8500 a month as opposed to 10，500。
So if your solution will be kept longer than six and a half months。
it’s better to go ahead and build it yourself。If it will be kept less than6 and a half months。
let the vendor do it。 It’s a better deal for you。 So that’s a buy versus build。
Let’s do an example here together if you want to， you can pause this and try it on your own and then come back or we can walk through it together right now。
so if you want to pause it，You can， if not。Here we go。Your team can create a solution for $245，600。
And it will cost you 23，500 per month to support it。A vendor says their solution is only $12，000。
But you have to sign a contract and pay them $49，000 a month。Okay。
so which would be a better solution， yours or the vendors？So if we drop in the facts here。
To build it is 245，000。To buy is only 12000。 that’s a difference of $233600。Your monthly fee is 235。
The vendor’s fee is 49。 so what’s the difference of $25500 every month。
You divide the monthly into your out of pocket expense， and you’ll see that in 9。1 months。
It would be better to build it than to buy it。 so if you’re going to keep this longer the 9。1 months。
go ahead and build it。Less than 9。1 months， it’s a better deal with the vendor。
So you might have to do that on your exam so beware of that on your exam know how to do that make up some practice ones a question I get a lot is well what if the monthly fee is also less than your monthly fee that’s a great deal it’ll never catch up so be aware of that for your exam generally the monthly fee is going be more than your monthly fee All right。
keep moving forward I’ll see you in the next lecture。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P254：9. Creating Procurement Management Plan - servemeee - BV1J4411M7R6
🎼，The Procurement management plan has a lot of information and it really defines。
How we’re going to do the procurement processes， how we’ll do contracting。
how we’ll choose a vendor and so on。 So there is some coordination that happens that needs to be defined in the procurement management plan between the buyer and the seller or between the sellers and the project team。
So what about project activities if one of the vendors is going to be a team member。
How do they act， how do they report What about their scheduling So they need to have a resource calendar。
So some scheduling here and then business operations。
they have to behave as if they were a regular team member， even though they’re a contract base。
they need to be as if they were a team member。Also。
the procurement management plan will define how will vendors be selected and what types of contracts are you allowed to use。
The procurement management plan will also define independent estimates or should cost estimates。
So here’s the deal in a should cost estimate。 It is where we have a project to do。
like we’re going to run new network cable through the whole building。
So we hired an electrician to come out and take all the measurements to look to see what we need and to create an estimate of what it would be。
And we pay them for their time。That estimate that that electrician created becomes the mean that we compare all other bids against so it’s a should cost estimate so when I receive a bid from a vendor to do that and they’re way off like 50% off then they didn’t understand it or maybe they don’t want to do the work。
but there’s some reason why it was not close to our mean here。
they didn’t understand what the work is or who knows why。
but it should cost means that this is what it should cost and the closest one to it。
that’ll be the one that we hire to do the rest of the project。
A should cost or independent estimate could also come from historical information。
so you had a similar project and this is how much it costs in the past from the vendor。
so that’s what it should cost approximately for our current project。
You might have to work with a procurement office or a centralized contracting where they take care of all the procurement。
thankfully， but for your exam， you’ll still need to know these processes and activities。
What’s the lead time for procurement？And then what’s the requirement of your contract for performance bonds or insurance。
so often the contract will say you have to show proof of insurance like errors or omissions or liabilities or some type of a performance bonds that you don’t wreck the project as the seller。
The procurement management plan will also define what forms and contracts we have to use。
and we’ll talk about these forms coming up。 although some of this may be enterprise environmental factors。
you have a specific form that you fill out to start the procurement process。
If you’re going to be working with multiple vendors。
How will you manage that and all the interaction between the vendors。
What metrics will you use for vendor selection。 So you might have a screening system。
like you have to have a PMmpP on staff。 You have to have a CCciIS SP or a professional engineer or license in your state or who knows whatever you want。
But those are screening systems。 So how will you choose。
what metrics will be there to choose which vendor you will select from。Again， vendor certificates。
insurance bonds， licensing， what risk mitigation and liabilities do you have to consider and document in your procurement management plan for contracting？
And then always you have enterprise environmental factors， so when you put things up to bid。
your organization may have rules and policies， even regulations that you have to follow when it comes to opening up projects for bid and choosing vendors。
The procurement management plan will also define the roles and responsibilities for the project team and then for the project manager and the procurement office。
so everyone knows what they’re responsible for as you enter into this contractual relationship。
I’ve mentioned a couple times the legal jurisdiction。
often contracts will say that if there’s a disagreement or a claim or a dispute。
it’ll be settled in the county of Madison and the state of Indiana or whatever。
Vendor payment and currency， so is it net 30， net 10， international project。
is it US dollars or euro or whatever currency you specify in the contract？
And then also what constraints， assumptions， what’s your risk management approach。
and then do you have pre qualifiedified sellers， all of that is also defined in the procurement management plan。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P255：10. Creating the Procurement Documents - servemeee - BV1J4411M7R6
。
There are many documents that you will need to be familiar with for your exam and they’re not tough to understand or nail down。
They just have some different characteristics here。
So in this table are the documents you really need to know。 This is in addition to the contracts。
So let’s walk through these now， a bid and a quotation are nearly identical。
A bid is from the seller to the buyer and it’s all about just a price。 same thing with a quote。
it’s all about the price。 that the price is what you’re going to pay and whoever is the lowest bid or prices who you choose from。
A proposal is much more complex。 A proposal is like a big idea。
So I’m going to build a new house and I go to three different architects and I ask for a proposal。
and so they create a proposal for this house。 and they all have different ideas of what I want。
and then they present those proposals and then I choose the one that appeals the most to me。
So price could still be a factor， but it’s more than just price。
It’s about the ideas and the proposed solution I should say。
An invitation from bid if I want you to bid， I would give you an IFB。
So it’s a document that describes our statement of work， and I’m interested in just a price。
same thing with an RFQ。 I give you an RFQ。 Here’s what we want。 I what four tons of P gravel。
How much。 or here’s exactly the specs for this piece of software or this website。 How much。
An RFP is， I want you to create a proposal for me， so give me some ideas and solutions based on this statement of work。
A request for information is I’m interested， but I may not be ready to buy。
so an RFI is give me some white papers， give me some documentation， some brochures。
some insight into the services and the products that you can offer that would help us out。
So those are the documents you need to be familiar with for your exam。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P256：11. Conducting Procurements - servemeee - BV1J4411M7R6
Now that we have a procurement management plan and we’ve done some buy versus build decisions。
let’s talk about actually doing the procurement what we’re after here is for the seller to give us a response。
to give us a bid， a quote or proposal then from that I choose the seller and I award them the contract。
So to conduct procurements we’re talking about doing these three processes or these three activities。
so let’s look at our EOs for conduct procurement first off our inputs。
you’ll need your project management plan， lots of plans here and documents so scope requirements。
communications risk procurement and configuration management those are all plans that we’re going to need because that’s what we’re finding requirements and that’s what we’re finding how the what the project needs that will affect procurement。
Also， your cost baseline。Project documents， lessons learned register， your schedule， again。
requirements documentation， the risk register and stakeholder register。
you’ll need the actual procurement documentation to conduct procurement。
You’ll need seller proposals and EEF and OPA。Tools and techniques， expert judgment， advertising。
bidder conferences， you’ll do some data analysis， the proposal evaluation。
you’re going to study the proposals to make a determination of who should get the contract。
Interpersonal and team skills， and then you may have some negotiation。
The outputs of conducting procurement， you choose your seller and you have a deal， the agreement。
You might have change request and then you’ll update your project management plan as needed。
so requirements， quality， communications， risk， procurement。
all of those plans could be updated you might also have to update your scope。
schedule and cost baseline。Project documents could be updated， lessons learned。
your requirements documentation， your RTM， the resource calendar， the risk register。
and stakeholder Regs， and you might have OPA updates。
Now let’s talk about the documents that we’ve already seen。 we saw these in a previous lecture。
but let’s talk about the process here。 so from the buyer。
I’m going to be the buyer and you’re the seller now。
so I’m going to give you a statement of work or a terms of reference。
a toOR along with that I will give you a request for quote or an invitation for bid。
which means I just want a price I might give you an RFP a request for proposal。
which means I want ideas and solutions。And then you might have an RFI。
and RFI just means give me more information。 Probably not。 We’re talking about buying stuff here。
though， for real。You would then look at that information and then you would respond with what I asked for。
you’d give me a quote， a bid， okay， information if I gave you an RFI and a proposal。
so that’s what you would return to me。All of the different vendors that gave me a proposal or a bit a quote。
I’m going to have to look at that and say， now which one am I going to buy from。
Which one’s the best for our project， So I have lots of different things I can do here to choose。
Though first one is a waitinging system。 Aing system is where I take all of the proposals。 And I say。
well， the most important factor is priced。 and that’s worth 80 points。 next is schedule。
That’s pretty important。 That’s worth 60 points。 And so is the cost。 where got cost。
So is their technical abilities， And that’s worth 60 points， And then the solution。
and that’s worth 30 points and so on。 So I can have all these categories that I define up front。
And I get points to them。 Then I take each proposal。 and I evaluate each one。 Well。
how are they on price。 Okay， this guy gets 70 out of 80 points。
How are they on how are they on their schedule， Oh， really good schedule， He gets 60 points。
So in each one of those， I grade them by these predefined categories that are that I know about or our organization knows of。
And then whoever gets the most points， that’s the proposal that wins It’s called weighted because I’m putting more points towards the price in this instance and each category can really have its own price。
but it’s weighted where some are worth more than others， some categories are。
Remember independent estimates。Screening systems， you have to have a PMP on board。
you have to have a licensed PE on board， a professional engineer。
or you don’t qualify or X amount of years of experience or whatever you want to screen out people who don’t qualify。
And then you go into contract negotiation and you negotiate the terms so you could go to two or three vendors you’ve narrowed it down to and negotiate for a better price or a better schedule or whatever you want。
and that’s contract negotiation。Aele system is like Yelp。
you ever go on Yelp to find a restaurant you want to go to。
and you look at the reviews and the ratings， same idea here when we’re purchasing internally。
you might have aele system where you look at what other people have their experiences from that vendor will help you choose which vendor based on past experience from other people。
Expert judgment， if you don’t know， you get a consultant to help you choose and then proposal evaluation is just that studying and reading attention to detail。
things like that。Here’s the entire procurement process we’ve talked about so far all the way to the contract。
So anything in green deals with the buyer。 Anything in blue is the seller。 So the buyer。
I’m going to purchase from you。 I give you that statement of work， an IFB， an RFQ or an RFP。
I send that out to you， the seller。You all the sellers are invited to come to a conference at our facility and it’s a bidders conference。
It’s an opportunity to ask questions about that statement of work so you want some clarity here so everybody has the same information you’re all asking questions about what we are going to purchase。
After the bidders conference， I update the statement of work and redistribute that。Generally。
to only the people that showed up to the bidders Conference。
I make the assumption others don’t want to participate。
but I only give it to the sellers that attend it。The sellers then take that updated statement of work。
and now they have all the answers that they asked。
and then that goes into their process to create the bid。
the quote or the proposal in kind with what I asked for。You give that back to me the buyer。
I do some analysis and study， and then I might negotiate with two or three of you。
two or three of you sellers out there， and then we go through this negotiation process and I finally make up my mind and I choose you so you and I then have a deal and we write up a contract and we’re ready to get the work so that’s the whole procurement process。
the workflow of how we choose a vendor。
In the contract， our agreement， as we’ve seen in our Edos， we get a lot of information here。
so just quickly I’ll run through these， you have the requirements， you have your schedule baseline。
how you do reporting。What’s the time frame for this work。
like this contract’s good for 60 days or whatever， What are the roles and responsibilities。
Where will the work happen， the pricing and payment， What about inspection。
What’s that process like， Do you offer a warranty， If so， it’s in the contract， Will you support it。
If so， it’s in the contract， limitation of liability， at some point， I own it， not you。
So what’s the limitations of liability。Do I have to give you a fee just to get started or put you on like a retainer。
are there any penalties so if you’re late， you could have a disincentive， if you’re early。
you get a bonus， an incentive。Insurance and performance bonds， if you want to hire subcontractors。
do I get to approve those， change request， and then if things don’t go well。
how do we terminate the contract。And rather than go to court。
we would first try to do an alternative dispute resolution where we try to work things out rather than getting the attorneys and the court system involved。
so that’s always a good approach， but all of that’s defined in the contract。
All right， great job， keep moving forward。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P258：13. Controlling Procurements - servemeee - BV1J4411M7R6
。Now that we have a contract， we have a deal， it’s time to control the procurements time to make sure we’re both living up to the terms of the contract so that’s what this is all about the project manager and the contract administrator in the organization they work together so we’re talking about the contracting department or procurement department here。
If the seller doesn’t live up to the terms of the contract， then we have some problems， right。
we might have legal remedies。 We might have some alternative dispute resolution or we might cancel it。
whatever the contract allows us to say， the contract overrides everything else。
So you have to have that clause in your contract about the what if if we don’t live up to the terms。
Well， what are we going to do now。The Es for controlling procurement， lots of es here。
I’m just going to hit the headlines。 A lot of this is the same for our planning procurement。
All right， you need your PM plan。 you need your project documents， You see the major stuff there。
the milestone list and quality reports will be two Q things are people hitting their milestones or getting deliverables for our milestones。
and then is it of quality， your agreement， the contract， the procurement documents needed。
approve change request， work performance data， EEF and OPA。Tools and techniques， expert judgment。
claims administration， a claim is a disagreement， so we’ve got to resolve that。Data analysis。
so we talking about performance reviews， earned value analysis and trend analysis。
inspection and audits。The outputs of controlling procurements， your closed procurement were done。
You satisfied it。 We sign off。 Everybody’s happy work performance information。
Procurement documentation updates， change request， and you may have updates to your plan like your risk management plan。
the procurement plan， the schedule baseline， the cost baseline。
You could also have updates to your project documents， lessons learned， resource requirements。
the RTM， the risk registerister， the stakeholder Reg， and even OPA。
Those are all things that could be updated by controlling procurements。
Some key things to look at here for preparing to control， obviously your PM plan。
The project documents are needed as well， really， though the big thing will be our contract。
what’s the agreement between the two parties？We need a procurement documentation like the bid。
the quote the proposal。Any approved change request， work performance data。
so raw data about the performance that the vendor has done and EEF and OPA。
you may have rules or policies on how you control。Procurement and processes， okay。
we think about directing and managing project execution， how vendors affect that。
if they’re late or support poor quality， that’s going to affect us。
us being we still have the rest of the project to do。We’re going to report performance。
so how does that done an EVM or a status or an inspection， how you report performance。
how you do quality control on what the vendor delivers。
and then if there’s a change you have to do integrated change control and then does the vendor introduce any risk so we have to monitor and control risk that may be caused because of the vendor’s work。
All important things to know for your exam。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P259：14. Preparing for Contract administration - servemeee - BV1J4411M7R6
。Let’s talk about procurement administration when we get into procurement administration。
it’s things like making sure people are being paid on time and invoicing properly and using the right system to do a request for payment。
The seller’s compensation might be linked to progress so they hit these milestones then they get paid if that’s the case as the buyer I can’t stall if they hit their milestones and it requires a review then I need to get out there and review it and make sure they’re paid so it’s both people have obligations here both organizations。
You might have to do a seller performance review as part of your EEF， that seller rating system。
so if I’m working with the ABC electriclectric Company。
then I need to review their work and put that in the seller rating system so then other PMs in the group in the organization can look at that and make a determination to buy from the ABC Eric company or not。
It’s also a consideration for future assignments based on what happens in the current project。
Thank you very much performingform contract administration， we think about contract change control。
do we need a new contract an addendum， is there an allowance for change in the contract？
Buyer conducted performance reviews so you build a house for me I’m going to go inspect it or the city inspector is going to do it on my behalf。
It’s kind of like scope validation， but it allows me to close out the contract rather than the project。
Performance reporting。Is there a payment system and records management system？ All right， good job。
Keep moving forward。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P25：1. Section Overview PMBOK Guide, Sixth Edition - servemeee - BV1J4411M7R6
当引脚波导改变时，大约每三到五年。
在那里的某个地方总是有一系列的关心和担忧。
尤其是当人们处于，嗯，哪个版本的针盒，我应该为考试复习吗？
你当然在研究Pinboke的第六版。
在第六版中，有一些新的东西被引入，你在考试中需要注意的。
所以在这一节，我们要往下钻一点，深入针背。
第六版，所以如果你有一个平背指南。
我鼓励你有一个，现在是把它拿出来的好时机，你可以把什么。
我们将在本节中讨论桃子I。
所以我们要仔细看每一章，如果你没有平背指南，你可以沿着这里走，然后也许以后你想得到它，请记住，您可以获得豌豆指南作为您的PMI会员资格的一部分。
好的，所以我们要看看针背。
第六版，我们先来介绍一下，什么是针背指南，我们为什么需要它。
它是如何创建的，它是干什么用的？然后我们将看到平背指南第六版的新篇章，描述项目运作的环境。
所以我们看看环境的概念，然后我们会讨论项目经理的角色。
清楚地了解你作为项目经理要做什么。
你可以看到这两者是如何结合在一起的，你所处的不同环境会影响你作为项目经理的运作方式。
然后我们将进入知识领域。
所以这将在第四章的针盒中讨论，我们将讨论项目集成，管理。
然后我们来看看现在所说的项目进度管理，它不再被称为项目时间管理。
它的项目进度管理，成本管理是。
第七章在针盒里，第八章质量管理，然后我们看第九章和项目资源管理。
曾是HR人力资源管理。
但是现在Pinbois项目资源管理的第九章。
但这里有一些相关性，我们还有人力资源业务。
但现在我们也在谈论物质资源，材料和设备。
你有什么，所以我们将在接下来的比赛中看到这一点，然后我们进入第十章，关于项目沟通管理。
然后是M Pinboon项目风险管理的第十一章，关于采购的第12章。
然后是利益相关者管理，这些都是我们在本节要讨论的内容。
我确实有一个任务给你，你可能想看看。
是如何获得Pinback的电子副本。
所以我鼓励你们看看作业，如果你是PMI的成员。
你会得到一份Pinback指南，这是一种电子格式，我个人很喜欢。
因为这样我就可以搜索关键字，所以你一定要做那个作业。
尤其是如果你已经是PMI的成员，好的，让我们跳到这里，在Pinback指南中讨论这些组件。
这对我们剩下的课程也有帮助。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P260：15. Performing Claims Administration - servemeee - BV1J4411M7R6
Sometimes in a contractual relationship there is a claim a claim means the two parties have a disagreement。
so it’s not always a it’s rarely a very comfortable thing you know it usually can be heated or a disagreement because one party is going to have to pay or redo work or something and often we’re trying to maintain that relationship with the vendor and with the buyer so a claim has to be handled you know delicately and accurately and professionally。
One way that can happen in a claim could be the contract is canceled。
So it may be the quality of the performance is not good。
so they aren’t leaving up to the terms of the contract it’s canceled。
It could be that the contract no longer need it。 So we’re building a house and we’ve hired someone to come paint the house。
Well， the customer we’re building the house for。 they say， you know what。
we don’t have any money after all。 so we can’t finish building the house。
Well now there’s nothing to paint so we cancel the contract for the painter。
The terms of the contract would define the allowance to cancel the contract。
if there’s a penalty involved or not， that should all be in the contract。Claims administration。
we’re talking about a claim as the most common term， could also be a dispute or an appeal。
Contested changes are often where you have claims where the walls were to be painted eggshe white and the vendor painted them bone white or whatever。
So it’s a change that wasn’t approved。 So it has to be redone or can we live with it。
But you’ve got to take a little bit off your fee because it’s still wrong rather than do all the work over。
So a contested change。 Just a disagreement about anything that’s subjective。 We want a fast network。
That’s setting yourself up for trouble。 What does it mean to be fast so like those quality terms that we don’t want subjective terms here either。
What are the terms of the contract for claims how does it escalate do you try to do this alternative dispute resolution。
do you have to go to a mediator or a moderator that will help you resolve this。
do you go right to court， you know what are the terms of the contract， what are your options。
Negotiation， especially for your exam， is always the preferred method you want to negotiate to settle the claim。
All right， good job。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P261：16. Performing Contract Closure - servemeee - BV1J4411M7R6
嗯。
When we have a contract， we want to get to the end of that。
we want things to go smoothly and at some point we get to close the contract so let’s talk about contract closure we close according to terms。
so payment or review or liability or support whatever it may be that’s in the contract you may be subject to a performance review have to do some EVM analysis or trend analysis。
depending on the size of the contract and obviously the type of work you’re doing。
Your contracts may go through an audit process， so the audit process is where the organization that’s the buyer would review。
the invoices， would review what was received， would confirm that what was paid for was actually received。
and so audits should look at the whole procurement process。In some cases。
you may have a government official that will walk through or inspect like the inspector for the electrician that has to be up to code。
so they act on behalf of the customer。Some different perspectives here from the buyer’s perspective。
we want to make certain that all the terms of the contract were lived up to and that we do have an audit prior to paying。
On large， complex projects。All the billing and deliverable has to reconcile and then any variance is there we have to identify and then do some root cause analysis。
Why is there a variance， What is missing in the equation here， So why is there a variance？
So we want a reconciliation between what was purchased and what was received。 And then again。
the terms of the contract should even define what the audit process is like。
So there aren’t any surprises or disruptions in the project with the vendor。
If for some reason the contract is canceled， so you may have a negotiated settlement。
so it’s some type of an agreement to work out the payment。
so the goal here is to avoid litigation but to be fair and equitable to the parties that you have a contract with。
And then completing contract closure， we want to sign off。
sometimes called a certificate of contract closure。
it’s an agreement by both parties that we have met the terms of the contract and were done。
and then that becomes part of the procurement file。All right， good job。
I’ll see you in the next lecture。🎼The。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P262：19. Section Wrap Project Procurement Management - servemeee - BV1J4411M7R6
🎼。All right， you really are making great progress， you’re doing a good job。
you’re keeping that positive mental attitude that you can do this I know there are a lot of terms。
a lot of facts and things that you have to know for your exam and procurement has a lot of special terms in it so I really want to encourage you to spend some extra time knowing these terms and procurement。
As a vendor， which I am the seller in our relationship， I just want to say thanks。
you have a lot of choices when it comes to preparing to pass your exam。
And so I want to say thank you for choosing this course。
and for having some confidence in me and trusting me to get you this far。
I know that you can do this。 but you need to know that you can do this。 So thank you。
And once again， I’m going to tell you you can do this。 keep that positive mental attitude。
keep working towards earning your PMP。 I know you can get it done。 I know it’s a lot of work。
but it’s definitely something within your grasp。😊。
See that wasn’t so bad you finished this section on project Procurement management I didn’t say it was fun right remember I told you it was a little bit boring but you did it Procurement management’s really important to know for your exam you have to know procurement even if you’re not the person doing procurement in your organization We talked about procurement in an adaptive environment and creating a procurement management plan and the different rules and policies that you have to follow where you work so it’s very important。
We looked at determining the contract type， make or buy decisions and those procurement documents then once we select the seller。
we have to control procurement that we want to make sure that both parties are living up to the terms of the contract and we do contract administration we talked about contract closure and then we wrapped it up with this idea that you can’t buy the PMP。
Okay， great job。 Let’s keep moving forward。 We’re almost there。
We’re done with procurement management。 So now let’s go talk about stakeholder management。
something much more enjoyable。😊。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P263：1. Section Overview Project Stakeholder Management - servemeee - BV1J4411M7R6
Welcome to this section on Project stakeholder management This is Cha 13 the last real chapter in the Pimbach guide on project stakeholder management we talk about stakeholder management we’re talking about really engaging and managing the engagement。
not managing the people but managing the engagement with our stakeholders so that’s what we’re going to be discussing here in this section some key concepts identifying project stakeholders。
one of the first activities that we do in our project we are talking about it at the end of the course but it’s one of our first activities that’re going to take on early in the project。
A stakeholder is any individual or group or entity that’s affected by your project。
Or they can affect it influence your project。So stakeholder management is a really important activity that starts way back in initiating when we identify stakeholders and then it works its way throughout the project。
so we always want to be on the lookout for stakeholders and worried about stakeholdersholder engagement and keeping stakeholders engaged。
Performing stakeholder analysis and planning stakeholder management and then monitoring stakeholder engagement and setting some goals of current level。
desired level of engagement， so something really important that we want to do as project managers。
so a lot of important information here about identifying and planning and keeping those stakeholders engaged。
So let’s hop in and knock that out right now。 You can tell I’m getting tired， too。 All right。
you’re doing great。 Let’s both commit to finishing this course and being successful and our target that you can do it。
I have confidence。 You’ve got the hard part here， though， is the learning。 All right。
let’s hop in and talk about introducing project stakeholder management。😊。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P265：3. Identifying the Project Stakeholders - servemeee - BV1J4411M7R6
。In project initiation we have two processes， create the project charter and identify stakeholders stakeholder identification we want to happen as early as possible in the project because we know what happens if you missidifying a stakeholder and you have to find them later they’re not going to be very happy they may have new requirements and that can have a big ripple effect through the project so stakeholder identification we try to capture and complete this process as early as possible in the project。
When we do stakeholder identification， we want to identify the groups and the individuals that are affected by our project and the groups and individuals that can affect our project。
so we want to document that stakeholder information so we think about the public at large。
you think about the people actually paying for the project。Think about your project team。
they are stakeholders， and then you think about the recipient and how they will use what you’re creating。
that they are stakeholders as well。So we identify stakeholders and then we document the information in the stakeholder register。
and we’ve seen the stakeholder register pop up many times through our course。
Let’s look at the EOs for identifying stakeholders。Our inputs， the project Charter。
the business documents like the business case and the benefits management plan。
the project management plan， communications management plan， stakeholder engagement plan。
Project documents， change log， the issue log， requirements documentation。
and the agreements for contractual relationships and EEF and OPA。Tools and techniques。
you need expert judgment。 You’re going to do some data gathering like questionnaire， surveys。
brainstorming。Data analysis you’re going to study the information， so you have document analysis。
but also stakeholder analysis， really understanding stakeholders concerns and interest in the project。
We’ll do some data representation， there’s a few charts that you want to know with stakeholder engagement。
We’ll do some stakeholder mapping and representation。
those are some of those charts as well and meetings you’re going to go out and meet with stakeholders and you’ll meet with them on a regular basis。
The outputs of identifying stakeholders will be the stakeholder register that’s the primary output。
You might have change requests as you identify stakeholders， you may also identify requirements。
The PM plan updates。Requirements， management plan updates， communications， management plan updates。
the risk plan could be updated and your stakeholder engagement plan could be updated。
remember this is an iterative activity so we don’t have the plan right now。
but as we go into plan it will create it， but this is iterative so we may have updates to the plan。
You might also have some updates to some project documents， the assumption log。
the issue log and the risk register could all be updated。So who are stakeholders。
we can know that stakeholders are the people and the organization that are involved in your project。
They can be affected positively or negatively， and it’s anyone or any group that has influence over the project。
So some tricky things can happen here， you think about the inspector。
you think about the people in the procurement department or whatever。
Framework you have or workflow that you have to get work done in your organization those people are stakeholders they can have an influence over your project so be careful we think about stakeholders they’re not just the team and not just customers。
it can be people that are kind of on the fringe of the project。
but they certainly influence the project。So we look for people that are affected who will this project affect what people can exert influence like the inspectors。
I try to identify stakeholders as early as possible You don’t want to miss people when you go out and identify stakeholders This helps to create a stakeholder management strategy or a stakeholder engagement strategy。
So how will we engage stakeholders and keep them excited。
keep them bought into the project and to keep moving towards creating the solution。
We want to classify stakeholders according to their interest in the project。
their influence and their involvement， so what’s their level of interest。
what’s their level of influence， so high interest。
high influence and high involvement that’s a very important stakeholder so people will have varying levels here of interest influence in involvement。
Data gathering is one of our tools and techniques， so you have a lot of stakeholders that you need to talk to and engage。
so it’s not always feasible to have a one on one interview so maybe we do some questionnaires and surveys to help identify are you a stakeholder or not。
Brainstorming， remember we can get our project team together and we can do some brainstorming or there’s another variation of this called brain writing where I take an opportunity to brainstorm in private and then we come to the meeting with all of our brainstorming ideas ready to go so data gathering techniques to identify stakeholders is a key tool and technique you should know。
All right， great job， I’ll see you in the next lecture。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P266：4. Performing Stakeholder Analysis - servemeee - BV1J4411M7R6
Stakeholder analysis is an activity that you’ll do to really study and understand stakeholders in your project。
You want to understand what are stakeholders concerns。
how do they feel threatened or excited about the project。
and even what are their perceived threats so you can combat those or put those at ease。
So stakeholder analysis is we’re identifying stakeholders。
but we’re also understanding their information， we’re understanding where they’re coming from。
Throughout the course in the Pimbaok you’ll see this phrase of key stakeholders key stakeholders are really people in a decision making role。
so you’re project sponsor or functional manager or a representative from a stakeholder group。
those are key stakeholders， they make decisions。We want to interview stakeholders to identify stakeholders so what I mean by this is sometimes one of the best ways to find new stakeholders is to just ask an existing stakeholder who else should be involved in this project or who else should I talk to about this and then they can ponder it and then give you some ideas of who else as a stakeholder。
A phrase that I like to use is to describe stakeholder stakes。
a way of seeing where stakeholders are staking out opinions or feelings about your project。
So their interest level， how are they affected by the project， that’s what people are interested in。
whether they’re for it or against it， they see how the project affects them in their work life or even their personal life。
Then what about their rights， do they have legal rights in your project or even moral rights？
The ownership， you have a stakeholder that owns an asset like a piece of equipment or a property that’s going to be affected by your construction project。
Knowledge stakeholders are often seen as subject matter experts。
especially when it comes to requirements gathering and really understanding the requirements for the project。
How do they contribute to the project， what’s their stake there， that they provide money， resources。
or they may just have some general support and they’re telling others why this project is good and needs to happen。
There are three steps that you should know for stakeholder identification。
You identify the project stakeholders and what is their interest， their influence。
their contributions， their contact information， always important。
and their expectations we prioritize the stakeholders based on power。Influence and impact。
And if we want to anticipate and then plan for how these stakeholders are going to act based on different project scenarios so you’re thinking about as you do different key activities or milestones or what if scenarios。
how will that affect different stakeholders like a delay or an increase in cost or an activity that may disrupt their work。
so I want to anticipate that and engage the stakeholder about that potential issue？
Stakeholder analysis， we can use a grid like we see here to determine the stakeholders and how we manage or engage those different stakeholders so there’s three different types of grids they’re all very similar。
you have a power interest grid and that’s what I’m showing here。
A power influence or an influence impact。So on the Y axis。
you can see we have power and on the X axis， you see that we have interest。
So you take your stakeholders and then you plot them out in these different squares based on the high to low amount of power and then you cross that with the low to high amount of interest so for example。
you might have someone that has a high power in the project or the organization but they have a low amount of interest in your project。
so you might put them down in the monitor square。A stakeholder that has a high amount of power and a high amount of interest you would manage closely。
And so you do this for power influence or influence impact， it works the same way。
There’s also what’s called the salience model where you gauge stakeholders on power。
urgency and legitimacy， so how much power do they have？
Is it an urgent request or they urgent it for the project to get done or a particular requirement or are they even legitimate。
though do they even belong in the project or is there demand even legitimate so this is something you should know for your exam you’ll probably see something like this or mapping stakeholders out so this is stakeholder analysis in a power interest grid。
When we think about stakeholder analysis， we’re really thinking about influence。
so how does stakeholders influence the project and how does the project manager and the project team and just the project itself。
how does it influence stakeholders？So we think about influence， you think about upward influence。
so how do we influence senior management or a customer or even a project steering committee。
Downward， think about the project team， a SM or a consultant。Outward influence。
the project manager can influence suppliers， vendors， government agencies， customers or the public。
Sidewards is where I am working with other project managers or even middle management for the same resources that my project needs。
And then we do prioritization， so some stakeholders are more important than others。
so how do we influence those？
The stakeholder register is a document which has the stakeholder name and classification。
we give the geographical location where we can find those people。
what’s their role and contribution and what about their particular requirements and expectations？
The stakeholder register also documents what’s their influence over the project and how the project aimed to influence them。
Which phase of the project will that stakeholder be most interested in and then give some details about the stakeholders’s role so are they an internal or external stakeholder。
are they supportive of the project or they neutral or negative or whatever the case may be。
So the stakeholder register is a document you’ll use throughout the project。
so this is one of those examples where here we are at the end of the Pimbaok guide and this is a document that we’ve used at every one of our knowledge areas as stakeholders interact with the project and we interact with stakeholders so the stakeholder registers are really important document and it’s integrated like we saw way back in chapter4 the Pimbaok guide with project integration management。
So know the stakeholder register in stakeholder analysis。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P267：5. Key Concepts for Stakeholder Engagement - servemeee - BV1J4411M7R6
。Once we are in a project and we’ve identified stakeholders。
we really begin to manage stakeholder engagement， we’re going to be interacting with those stakeholders once we create that stakeholder engagement plan then we follow that plan to interact and engage stakeholders so managing stakeholder engagement we do throughout the project。
We want to obtain， confirm， maintain and promote commitment to the project。
so we’re talking about current maintenance， but also changing those people that are negative or unaware about our project。
we want them engaged and we want them committed to the project so we manage stakeholder expectations that’s important as well have a clear understanding of what we’re creating。
We have to do some negotiation and communication so you think about requirements gathering。
that’s overlaps here with stakeholder engagement， so negotiate and obviously communicate。
As there are concerns about our project or risk or introduced to our project or the outputs of a risk response happen。
we want to anticipate that and communicate and engage stakeholders and then any issues。
especially when people are gossiping or talking outside the project。
then we have to work to clarify those issues and so often those are due to rumors or miscommunication so we want to clarify and resolve issues or if there’s some misunderstandings between the project and our stakeholders that we go to the problem we can’t ignore it。
Let’s look at the Es for managing stakeholder engagement。Some inputs here。
you want to reference your PM plan， so the communications management plan， the risk management plan。
stakeholder engagement plan， and your change management plan。Project documents， your change log。
your issue log， lessons learned and stakeholder register， and of course， E EF and OPA。
Tools and techniques， expert judgment。Communication skills。
so we’re looking for feedback and offering feedback。
We will rely on some interpersonal and team skills， so conflict management， cultural awareness。
again negotiation， observation and conversation， and having some political awareness。
we know politics are going to happen。Ground rules are needed and meetings。
Our outputs here may have changed requests。Updates to your PM plan。
your communications management plan and stakeholder engagement plan and updates to project documents。
your change log， your issue log， lessons learned， and your stakeholder register。
Because you may identify new stakeholders during this process and engagement strategies may change or interest may change or more information becomes available so you update that stakeholder register。
So how do you engage a stakeholder the number one way is communication people need information。
but they need precise information at the right time and the right modality so a blast out email may not always be the best way to communicate you have to think about well what does a stakeholder need what are they interested in what’s their concern so you try to see。
the concern or the project from their perspective， from their point of view。
and that helps you to better manage that engagement， if you understand what they’re concerned about。
then you can better engage that stakeholder。You’ll need some interpersonal skills here。
conflict management， sometimes stakeholders get emotional about your project or they get upset the project’s happening。
so we need some emotional intelligence and some conflict management。Some cultural awareness。
think about a very large project and how it may span the globe and you’re dealing with different cultures and that can introduce some issues in the project。
You may have to negotiate with stakeholders， so that means give and take and reaching a fair outcome as part of negotiation。
Sometimes you just need to observe stakeholders and how they do work or how your solution will affect them。
let them show you how your project’s going to affect them and talk to people。
it’s not a combative relationship we want to understand and be helpful to our stakeholders。
really important concept for your exam。And then in light of all of that though。
we have to think about political awareness， that politics are going to happen and having some effective listening here。
really understanding what people are saying and what the underlying intent may be。
that’s political awareness， understanding some politics。
Some other methods to engage stakeholders remember our team charter。
so our team charter house those ground rules what in our ground rules we’re talking about how do we。
Act as a team， how do we operate as a team so when it comes to our project team everyone’s responsible for enforcing ground rules。
which includes change control。So stakeholders may come to the team and try to do some scope creep that should be one of our ground rules here so the team charter comes into play that we respect the change control system and how things can come into change management。
Meetings is a common tool and techniques， so when it comes to engaging stakeholders。
we’re talking about doing some decision making and some issue resolution sometimes you just have to make the decision that some people aren’t going to be happy with so you have to make a decision that’s best for the project lessons learned and retrospective if you’re in an adaptive environment。
Kickoff meetings， we move from planning into execution， we do a kickoff meeting。
If you’re an adaptive， you do sprint planning or that iteration planning。
and then status updates so you’re communicating and that’s a way of engaging stakeholders so keep people involved with your status reports。
All right， great job， those are some ways to engage stakeholders。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P268：6. Planning Stakeholder Management - servemeee - BV1J4411M7R6
🎼。Now that we’ve identified stakeholders， we want to go ahead and talk about how will we plan stakeholder management。
how will we create a plan to engage our stakeholders。
so we want to develop a strategy for stakeholder engagement。
so what will be our approach and our plan， what techniques will we use to engage stakeholders and keep them engaged throughout the project。
So we need an analysis of stakeholder needs， we want to create a plan for managing stakeholders and when I say managing stakeholders。
we’re not talking about telling them what to do， we’re talking about engagement。
that sense of ownership and participation and buy in in our project。So we’re creating this strategy。
it’s an analysis of what stakeholders want in the project。
what’s important to stakeholders in engaging them in the project。
It’s an alignment with other stakeholders， so we think about all the different stakeholder groups that may have competing objectives。
but we need to create some management there and a strategy of how do we align these objectives for the best interest of all stakeholders and the organization。
We also prioritize stakeholders based on a lot of different factors， their power， their influence。
their impact on the project， who’s paying for the project。
so those are all things that we talk about here in planning stakeholder engagement。
Our es to plan stakeholder engagement， the charter， your project management plan。
we’re going to be looking at the resource management plan。
communications plan and our risk management plan。 some documents that will need the assumption log。
change log issue log， the schedule， the risk register， the stakeholder register。
agreements with our vendors and between departments。
EEF and OPA so a lot of those inputs we’ve seen over and over as inputs。
so it’s no different here we’re just taking it in light of the stakeholder engagement。
Tools and techniques， expert judgment， stakeholders are experts， data gathering， so benchmarking。
data analysis， assumptions and constraint analysis， decision making。
so doing some prioritization or ranking， and then we’ll do some data representation like mind mapping。
we’ll create one of those stage stakeholder engagement assessment matrix。
a table of how engaged stakeholders are in our project and then create goals for stakeholder engagement。
and of course we have meetings。The only output of plan stakeholder engagement is the stakeholder engagement plan。
You may have to update this plan periodically based on what’s happening in the project。
so we start a new phase， we may have a new group of stakeholders that we have to address now。
you might have changes that happen in your organization or industry that would introduce new stakeholders and change the way you engage stakeholders or include those new stakeholders in engagement。
So we also want to consider that the process outputs can trigger a review of stakeholder engagement strategies。
So what this means is the results of any of our 49 processes could cause us to have to go back and look at stakeholder engagement。
so a good example is risk， you have an output of risk。
you’ve identified a new risk where you have to do a risk response that may cause some stakeholder engagement or a change in our strategy。
same thing with a quality issue and scope validation。
so the output of a risk can cause us to go back and think about how do we better engage our stakeholders。
All right， there are five levels you need to know when it comes to stakeholder engagement。
so we do an analysis of where the stakeholder is now。
and then that helps us create goals of maintaining or improving engagement。
So an unaware stakeholder， they don’t know your project even existence。
so we’ve missed them in initiation， so they’re completely unaware they’re not engaged obviously because they don’t know about it and typically those aren’t going to be very happy people when they find out about your project and what it’s going to do to them。
You might have a stakeholder that’s resistant， they really don’t want your project around。
they feel like it’s getting in the way it’s not needed and they’re not a big fan of your project。
You have a stakeholder who’s neutral， like those people in procurement， they’re just neutral。
they’re doing their job to help procure。They’re supported that they’re in favor of your project。
that’s a great project， go up。Or they’re leading， they’re very excited about your project and they want it to be successful and they’re acting like a champion for your project and those are always great stakeholders to have unless they start getting a little too leading or a little too excited and then they kind of get in the way。
So you’ve got a balance， we want that， but we have to balance。So the stakeholder engagement plan。
the stakeholder engagement plan， as we say what’s the desired level of engagement and the current engagement level。
what’s the scope and the impact of change to stakeholders we want to look for interrelation and overlap among our stakeholder groups。
What are our communication requirements what information will be distributed so back to our communications management plan。
why are we distributing that information and what’s the timeframe and the cadence for distribution of that information so you can see that the stakeholder management plan really has a lot of overlap with the communications management plan so the stakeholder engagement plan I should say has overlap with our communications management。
All right， great job。🎼。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P26：2. Introduction to the PMBOK Guide - servemeee - BV1J4411M7R6
在我们一起的时候，我已经经常提到别针指南了，你当然知道，Pinback指南是你大部分PP考试的基础，Pinback指南是PMI的出版物，它描述了公认的项目管理方法，它是项目管理知识指南的主体。
它不仅仅是项目管理知识的主体，项目管理知识体系真的要大得多，这是世界上关于项目管理的一切，所以这是一个普遍接受的做法的指南，世界上所有的信息，Pinback指南描述了项目管理的良好实践。
这些是在任何组织中如何做项目的普遍接受的方法，医疗保健，IT制造，你有什么，这些是普遍接受的做法，它还建立了一个通用的术语词典，我们称之为集成管理，无论学科是集成、管理、质量、沟通还是风险。
或者你有什么，这就是这个术语的意思，这是PMI考试的基础，正如我提到的PMP考试，也是为了C P，m，PGP，在某种程度上，ACP，风险管理专业人员和调度专业人员，所以它是一个，这将是一个指南。
对所有这些PMI认证都有一定的影响，让我们来谈谈平背指南，正如我提到的，它是项目管理知识体系的指南，压倒性地，你的PMP考试将基于针背，i，本课程以弹球指南为基础，第六版，正如您已经看到的。
有五个过程组，里面有四个九个过程，这五个过程组，这五个过程组分布在十个知识领域，第四章到第十三章和PinboGuide，让我们谈谈皮马指南的章节，所以第一章、第二章和第三章是一个高水平的概述。
让我们对项目管理有了很好的了解，以及Pinbuck指南如何适应项目管理的世界，首先，第一章只是一个介绍，这只是一个快速的开始，为什么我们需要钉回指南，以及它的作用，第二章是关于项目运作的环境。
对您的组织如此独特，您操作的环境，我们接下来会讨论这个，第三章是项目经理的角色，作为项目经理，你普遍接受的角色和责任是什么，第四章是项目集成管理，我喜欢把这一章叫做齿轮，这是唯一的知识领域。
集成管理是一个知识领域，每个流程组中至少有一个流程，所以开始规划，正在执行，监测，控制和关闭，集成管理跨越所有这些流程组，所以这是一个相当大的章节，因为在集成管理的知识领域中有很多过程。
第五章是范围管理，然后调度成本质量，第九章资源管理，关于来文的十条，关于风险的十一点，采购问题，利益攸关方管理，那就是那个针背男，只是快速参观一下。
随着我们越来越深入课程，我们将详细研究这些章节中的每一章，所以这是在陷害我们，这都是基础和一砖一瓦，我们快到了，打好基础是，我们进入每一章的细节。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P270：10. Section Wrap Project Stakeholder Management - servemeee - BV1J4411M7R6
🎼。Great job reaching this point in the course on stakeholder management。
Stakeholder management is a relatively new knowledge area in the history of the Pimbaok。
It’s pretty established here in Pembaok Guide 6 edition。 It was introduced in the fifth edition。
so it’s still relatively young in the history of the Pimbaok guide。 But of course。
stakeholder engagement and stakeholder management has always happened that you want to engage stakeholders and keep stakeholders involved and excited about your project。
So stakeholder engagement is closely related to communications。
So communications and stakeholder engagement overlap。😊，Now， in light of your PMP exam。
who are your stakeholders as you prepare to pass the PMP？So you think about your colleagues。
your family， your friends that you’ve had to make some decisions to not participate in some things to take that time to focus on the PMP and maybe you have some stakeholders in your life who are like。
oh you don’t need that the PMP that’s not for you。
it’s too much it’s overrated or whatever the case may be。But you’ve made a decision。
To go towards the PMmpP， you may have some other stakeholders。
and I know you have at least one that they’re cheering you on。
that they want you excited and they want you to be successful and they want you to study and to learn and to pass this test。
So you have at least one stakeholder that is a leading stakeholder， but I hope you have a lot more。
At the end of a project， we want to thank the stakeholders and want to thank them for their participation。
their support， their cheer， and we want to show them what’s come out of our project so in your PMP project don’t forget to thank those stakeholders who have given you the space and the time to study and have been supportive of your effort to pass the PMP so go to those family members and friends that have cheered you on and show them that you’ve passed and show them you have succeeded in reaching your goal and of course you can go to those negative stakeholders and show them as well。
Great job finishing this section on project stakeholder management I told you it was a fun section right I think it’s enjoyable that it’s all about keeping our stakeholders engaged if you have engaged stakeholders then generally your projects are more successful not always。
but generally we talked about creating a stakeholder management plan doing some analysis on our stakeholders。
managing that engagement of our stakeholders and maintaining engagement and then we did an exercise about mapping stakeholder engagement with one of those power influence grids about mapping out where these different stakeholders are on their level of authority or interest or power or whichever grid is most appropriate for your project。
😊。
This was the last chapter in the Pimbaok guide， but we’re not done yet with the courts。
We have some more things to talk about to really concrete your learning and your understanding and to keep working towards your goal。
Our goal of you passing the PMP。 So let’s keep moving forward。
You’re almost there I have confidence in you keep pressing on。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P271：1. Section Overview Code of Ethics and Professional Responsibility - servemeee - BV1J4411M7R6
Welcome to this section on the PMI Code of Ethics and Professional Conduct。
You will have questions on your exam about ethics that are related to this PM I code of ethics and professional conduct。
In the past， this was its own category of questions。 Not anymore。 Now。
these questions are integrated into the different knowledge areas。
So it’s not as clear cut that this may be an ethics question on the code of conduct that it’s integrated just like in your role as a project manager。
you make ethical choices So the exams the same way。 It’s not a separate category。
Very muchWe’re going to talk about this PMI code of ethics and professional conduct。
not a terribly long section， but it’s an important section that we need to understand the responsibilities to the profession about comply with PMI’s rules and policies and being honest。
advancing the profession， we have responsibilities to the customer and the public。
we’ll talk about truth and honesty about eliminating inappropriate actions and then respecting others and the works of others so that we don’t。
for example， copy someone’s test questions directly out of their book and then claim it as their own。
And then we’ll talk about downloading the PMI code of ethics and professional conductduct。
So a lot of things here， it’s a pretty straightforward assignment though。
in a pretty straightforward section， so let’s hop in and knock this out now。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P272：2. Responsibilities to the Profession - servemeee - BV1J4411M7R6
。
When you apply to pass the PMP exam， you’ll fill out the PMP exam application as part of this application you must agree to abide by the PMI code of ethics and professional conduct。
so this is a document it’ part of all PMI certification applications， the PMP and the CAPM。
the PMI ACP， it’s universal to all of the certifications。
You have to agree to its terms and we’ll walk through those in a moment if you’d like to read this。
you can hop out to pmi。org and then you can search for the PMmiI code of Eths and professional conduct it’s a PDF document and you can download it or we can just walk through it right now。
The first part is the responsibilities to the profession。As project managers and members of PMI。
we have a responsibility to the profession of project management。
we need to abide by the organizational rules and policies and we’re talking about PMI right now so on exam applications you must be honest and truthful in what you put down in your exam application as far as test items go you can’t tell people what test items are so you can’t write down things and sneak out answers or share with others what the test items are。
The answer sheets， talking about the six sheets of scratch paper that you’re given at the Prometric center。
you have to return all six sheets， you can’t sneak one out right。
you have to leave it with the proctor。And then continuing certification reporting are PDUs once you’re a PP。
There’s honesty in the reporting of your PDUs that you can’t claim a PDU if you didn’t actually do it。
There also needs to be responsibilities to the profession。
so as a project manager and as a PMP or a CAPM we have some responsibilities here that we will report violations when there is clear and factual evidence when you have clear and factual evidence so suspecting that someone cheated or suspecting that you have these questions from the testing center and someone says they’re real live doesn’t mean that they’re exactly real live you need to have clear and factual evidence。
If PMI audits you or they ask about a colleague that’s being audited。
you must cooperate with PMI on their queries， it’s part of our responsibility as a member of PMI。
We always disclose the appearance of the conflict of interest， so a great example would be。
I have a company and I sell a hardware， I sell different video hardware and different audio visual hardware。
and my organization where I work， this is kind of my moonlight gig selling this hardware over here。
but my primary job， they need to buy some of that type of hardware。Well。
my organization has it no conflict of interest， so even if I get a tiny little margin on it。
or even if I say I’ll sell it to you at cost， that could be a conflict of interest。
so I must disclose the appearance， even the appearance of a conflict of interest so I could say hey。
you could buy this from my organization I’ll sell it to you at cost。
no profit margin from me we just pass it through。Well， the other people。
if they know that’s through me， they may say， oh， Joe’s making a profit on that。
It’s a real conflict of interest。 He’s influenced that decision to help himself。
So even the appearance of the conflict of interest has to be disclosed。
In our role as a professional， the professional practice here。
we have to have truth in advertising and sales， we can’t say that I’ve been doing project management since 1945。
if obviously if not， so we need truth in advertising and truth in advertising in our sales and this includes when we make cost estimates for schedule estimates that we don’t sandbag。
we don’t give a very low price and then get the project and once we’re in it and the price keeps ratcheting up that we want to be truthful and honest and be fair and ethical。
We have to comply with the laws and the regulations and the ethical standards of the country where that projects being held。
so if I’m working in France， I adhere to those laws and regulations and even to some extent the ethics in the customs。
But there’s a rule of precedence here， if I’m working in the US， again， the laws。
the regulations and the ethics， in Japan， they have a different set of laws and regulations and so on。
so each countrys a point of making， you have to understand you need to do research and understand what are the laws。
the regulations and the ethics of that company， so that helps me behave there。
I also want to have an advancement of the profession。
so I disperse the code to other project managers and my project team members。
and I respect the intellectual property of others。So this means。
If an individual were to blatantly plagiarize the questions from my book and publish them as their own。
they would be violating the code of ethics and professional conduct， so we don’t do that。
So intellectual property is to be respected。So you can pick up on that if you want。
maybe that happened to me， maybe it didn’t， I don’t know。
but advanced from the profession is we respect the rights of others。
We have a responsibility the customers to the public that we need to be truthful in our experience and as I mentioned a moment ago。
truthful in our estimating。The customer is considered to be in charge。
The customers the most important person in the project。
and if they want to make additions to the project and they’re willing to pay for it and willing to give us time and it’s reasonable then they’re in charge。
There’s also a confidentiality relationship between a client vendor or the project manager and the stakeholders and some of the information that a project manager is privy to。
So pity describes the confidentiality that I don’t go blab everybody what this confidential information is that I need to keep some of that to myself or keep all of it to myself and not communicate and share things that is not for the public。
It’s not for the whole organization to note。We also have a responsibility to customers and to the public about avoiding the conflict of interest of kind of that same idea of can I buy or purchase for myself？
I want to refrain from accepting inappropriate compensation， so I always follow the laws。
And then the customs of the country， so you want to understand。
you have to do some research here to understand what are the laws， the regulations， the ethics。
and the customs， but I follow that order of precedence there。
Some terms you need to know a few extras here for you。
The Su wararf hypotheses is an hypotheses that basically says the language that you speak affects how you think。
so we may both come to the same conclusion， but if you speak German and I speak English then we have two different ways of thinking to get to the same conclusion。
so this was the su whf hypotheses and by understanding the language I’m better to understand how people think and operate and act in that culture。
Culture shock is that initial reaction to a forward environment so the first time you go to a new place。
whether it’s a huge city like New York or Paris or a very tiny city like Bshoels。
Arkansas which is in the middle of nowhere you kind of have that culture shock you’re not really used to what’s happening there’s a lot of moving things or not moving things so you have this culture shock it’s that initial where you just feel disoriented and kind of overwhelmed。
So we want to combat culture shock by doing research and understanding what to expect when we get to that forward environment。
Ethnocentrism is where I measure other cultures by my own。
usually with the attitude that my culture is better than that culture。
so I mentioned this place in Arkansas so you go to this little tiny town in Arkansas and you might become a big city and you think oh。
it’s kind of kind of backwards here it’s like 1950s here it’s so slow here。
With the attitude that where you’re from is better， it’s not better or worse， it’ is different。
but afterocs citricism is just that measurement where you put down other people’s culture based on your own culture。
The universeverse of that can be true as well。 Maybe you are from a small town and you go to Paris。
And the first time you’re in Paris， it can be just overwhelming。
It’s beautiful and everyone’s so sophisticated。 And you know。
it’s Paris The Eiffel Tower and the Louvre。 and it’s just it’s a fabulous city。
but it can be kind of overwhelming。 And then you think oh， you know。
I’m really backwards in these people are so far advanced to me， how can I possibly work here。
contribute here。 you’re measuring your culture by others。 That’s also ethnocentrism。😊。
Some exam tips for you， if you don’t know what to do。
you get one of these ethical questions so there’s five things you can do when you think about these questions first off。
you always follow the laws of the country， no bribes， no inappropriate compensation。
nothing illegal， follow the laws of the company。I’m sorry of the country。
The second thing is then you follow the company policies。
so it may be perfectly fine in the country you’re in to accept a gift。You know。
for two to $300 or as much as you want， but your company has a policy that no gifts over $25 or no gifts period。
so you would have to say I know it’s legal， but I know I can’t accept that so you have to politely turn down that gift because you can’t。
Break the company policy。Then customs， if it’s not illegal and it’s not against your company policy。
then you can follow the customs， so the customs may you get a little gift at the end of the project。
And that’s fine as long as it’s not illegal and it’s not against your company policy。
if your company policy says no gifts and they want to give you a gift at the end of the project。
you have to politely decline it， you can’t accept it and then donate it or can’t accept it and give it back later。
You can’t accept it because then it’s the appearance of impropriety so your customs have to be in alignment with the company and the laws of the country and then your own personal ethics if there is no law against it there is no company policy。
but it’s not really a custom but they want to give you a new sports car with your project decision you might ethically feel like well。
this is a bribe so then you go by your ethics and if you still don’t know what to do you say what would an angel do in this scenario so a little you know sometimes you choose the most restrictive will help you with these ethical questions。
All right， so that is our review of the exam tips for the PMI Code of Eics and Professional conductduct。
【Udemy】项目管理师应试 PMP Exam Prep Seminar-PMBOK Guide 6 286集【英语】 - P273：5. Section Wrap Code of Ethics and Professional Responsibility - servemeee - BV1J4411M7R6
🎼。In this section we talked all about the PMI code of ethics and Pro responsibility you went out to PMI’s website and downloaded a copy of this document and you printed it out and read it。
When you think about the PMP exam。It’s a pretty scary exam。
and it’s real tempting to search the web or to go into some Reddit groups or to even purchase some less than scrupulous products to help you。
Earn the PMP。My only advice here is you want to be very careful about where you get your questions from and sharing questions because you don’t want to be in violation of the PMP of the PMI code of ethics and professional conduct that you want to make certain that you aren’t sharing things that someone has stolen and so that breaks even if you don’t know it。
that breaks the PMI code of ethics and professional conduct you also want to be very careful in your news groups and your Facebook groups and whatnot that you don’t share particulars about the exam。
Well I had this one question with this term and yadida that’s you know pretty much a violation of the code of ethics and professional responsibility so you want to use caution and use some common sense here I’m not going to give you a big warning I don’t think he was going come chase after you but we want to just be careful of what we share online that we don’t accidentally put ourselves in an uncomfortable position with PMI。
All right， so that’s a little coach to you， just a tiny little worry， I wouldn’t ft over it too much。
Great job finishing this section on the PMI Code of Es and Profession conduct。
We discussed this document， which you can download from PMorg。 In fact， you did in the assignment。
and then you read through that document。 But we talked about the responsibilities to the profession and the rules and the policies and about being honest and ethical and advancing the profession。
We talked about our responsibilities to our customers and to the public and how that aligns with these code of ethics。
talked about eliminating inappropriate actions in respecting others in the work of others。
including questions in their book。😊。
And then we talked about as a PMP candidate that you want to be careful that you want to respect others and adhere to the code of ethics and professional conduct。
so a really important section， albeit a small section， but great job， you knocked it out。
let’s keep moving forward。
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