PMP学习笔记 1-8.3章 —— 领英 【Cert Prep: Project management professional（PMP）】

PMP hand notes

Project and development lifecycle

Project life cycle

The series of phases that a project passes through from its start to completion.

The generic phases

Development life cycle

Create and evolve a product using a predictive, iterative, incremental, adaptive, or a hybrid model.

An another desc for it

• Predictive or plan driven life cycle

A form of project life cycle in whcih the project scope, time, and cost are determined in the early phases of the life cycle.

Tranditional project managemant

Iterative life cycle

Project scope is decided early, but time and cost estimates are modified as the team’s understanding of the project increases. Iterations develop the product through a series of repeated cycles.

Incremental life cycle

A deliverable is produced throgh a series of iterations when each successive iteration adds some functionality. The last iteration puts all the pieces together for the final product.

Iterative and Incremental life cycles are often used with agile projects.

Adaptive life cycle

Detailed scope is defined and approved before the start of an iteration

Hybird life cycle

Combination of predictive and adaptive approaches.

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Project phase and phase gates

• Project phase

A collection of logically related activities that culminates in the completion of one or more deliverables.

1. Name: Phase 1
2. Numbers: 3 phases
3. Duration: 1 month
4. Resources requirements
5. Entrance and exit criteria

• Phase gate

Review at the end of a phase to decide if you can move to the next phase, make modifications, or end the project.

Other name: management review, kill points, or phase review
Important phase gate documents:

1. Business case
2. Charter
3. Project management plan

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Project management processes

Project management processes is what a team to use to execute the project plan, each process consists of an input and output, and tools and techniques.

• Process categories

Three category:

1. One time or at a predefined time, e.g. identify the stakeholders.
2. As needed, e.g. Plan risk responses.
3. Continuely throughout the project, e.g. Define activities.

• Project management processes Groups

1. Initiating
2. Plannig
3. Executing
4. Monitoring and controlling
5. Closing.

Initiating process group

Define a new project o ra new phase of an existing project by getting the authorization to start.

Actions

1. Define scope.
2. Identify the stakeholders.
3. Obtain the commitment for fundings.
4. Appoint project manager
5. Create project charter and stakeholder register.

Key purpose

1. Aligns the stakeholder expections with the project’s purpose.
2. Offers the stakeholders visibility into the scope and objectives.
3. Show how participation ensures expectations can be met.
4. Sets the vision of the project.

Consists of two processes, develop project charter and identify stakeholders.

Planning Process Group

Processes required to establish the scope of the project, refine the objectives, and define the course of action to attain the objectives.

Project Management Plan	Project Documents
Scope	Resources
Schedule	Communications
Cost	Risks
Quality	Procurements
-	Stakeholders

One or more documents should have chances to change throught out the life of the project.

This incremental changes to the project management plan is called progressive elaboration

Exam tips:

Progressive Elaboration: The iterative process of increasing the level of detail in a project management plan as more information and more accurate estimates are available.

Key benefits:

1. Recive the input from relevant stakeholders.
2. Identify the course of the action to successfully complete the project or phase.

It is important to seek input and engagement from the stakeholders during this process. To form the project management plan and the project documents.
It is essential for any project.

Executing Process Group

Consists of eight processes that are performed to make sure all the work defined in the porject management plan is fone to meet the project requirement.

1. Coordinating people and resources.
2. Managing stakeholder engagement
3. Integrating and performing project management plan activities.

The executing process is where all the work gets done.

Monitoring and Controlling Process Group

12 processes fall into the monitoring and controlling process group.

1. Tracks, reviews, and regulates a project’s process and performance.
2. Identifies changes.
3. Initiates corresponding changes.
4. Minimize change requests by influencing the factors that cause changes.
5. Recommend corrective actions.
6. Evaluate and either approve or deny the change request
7. Check planned versus actuals against the project management plan and baselines.

Monitoring and controlling a project allows you to reduce - or control - overhead, rework, scheduling delays, or project failure.

Closing Process Group

The processes performed to formally complete or close a project, phase, or contract. Once a project is closed, the receiving organization becomes responsible for changes or new project requests.

The projects get assigned to whomever is available at the time (Project assignments are based on availablity), not necessary to the one who is the most familiar with the project.

The closing process ensures that all work is completed, lessons learned are done, project documents have been archived, and all contracts have been closed.

Knowledge Aeras

1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

Collection of processes - with their own inputs, outputs, and tools and techniques - that must be completed for project success.

Tailoring

Methodology: A system of practices, techniques, procedures, and rules used by those who work in a discipline.

Determining the appropriate combinations of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project.

Project Management Business Document

Business case and benefits management plan

At the pre-project work, three processes will be done

1. Needs Assessment

   Business goal, what issues are being addressed, what opportunities are available, and a proposal to address them. Can be documented in the business case.

2. Business case

   1. Reasons for project initiation
   2. Objectives
   3. Decision for the project.
   4. Measure of project success
   5. Used for duration of the project.

3. Benefits Management Plan

   1. Benefits of the project

   Project Benefit: Product, service, or result that provides value to the sponsoring organization and its beneficiaries.

   2. How to measure them
   3. Beneficiaries
   4. Target benefits
   5. Time frame
   6. Alignment to strategic goals
   7. Ways to measure effectiveness
   8. Project assumptions and risks

Project Charter

1. Formal authorization of project and use of resources.
2. High-level information

The detailed information will be further defined in the Project Management Plan

1. Management
2. Execution
3. Monitoring
4. Control

Project success measures

Iron triangle: Time, Scope, Cost.

Project Success:

1. What does success look like?
2. How will success be measured?
3. What factors may impact success?

Measuring Success

1. Completing the project benefits management plan
2. Meeting governance criteria
3. Achieving stakeholder statisfaction

Financial Measures of Success

1. ROI (Return on investment) or payback period
2. Internal rate of return
3. Net present value
4. Benefit-cost ratio

Project management data information

Three terms of memorize:

1. Work performance data = Raw data

   the acutal raw data that’s received or generated during the performance of the project.

   • Costs.
   • Start and end dates
   • Percentage complete

2. Work performance information

   • Analyzed raw data
   • Converted to information

3. Work performance reports

   The raw data that was converted into information

   • Converted raw data
   • Report on by physical or electronic documentation

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The Environment in Which Projects Operate.

Overview of project environments

Project Influences

Internal influences

• Company’s location
• Virtual teams.
• Infrastructure: facilities, equipment
• Human resources available

External Influences

• Market conditions: competitors, and market share
• Legal restrictions
• Foreign currency rates

OPAs

• Charters
• Registers
• Plans

1. Processes, Policies, and Procedures
   Can only be updated by following company policies and processes.
   • Initiating
   • Planning
   • Executing
   • Monitoring and controlling
   • Closing
2. Corporate knowledge base.
   Updated during the project to include documents, like the budgets, and project performance.

Organization systems

System: Collection of various parts working together to accomplish an overall goal that’s not possible by working alone.

• Dynamic
• Can be optimized
• Nonlinear in responsiveness.

Governance: Rules, Policies, procedures, and processes to follow, and the norms, relationships, and systems of each company.

Organizational Factors

1. Governance frameworks

   • Set goals
   • Track goals
   • Monitor risk
   • Ensure optimized performance

2. Management elements

   Rules or policies that managers put in action

   • How work gets divided up by skills
   • Disciplinary actions
   • Assignments
   • Supervision
   • Fairness
   • Equal pay
   • Safety

Types of organizational structures

Considerations for Organizational Structures

• Specialization capabilities
• Cost
• Physical locations
• Who is accountable for actions

PMO (Project Management Office) types:

1. Supportive
   Acts as consultant
   Has little control
2. Controlling
   Requires compliance
   Has moderate control
3. Directive
   Takes charge directly
   Has high control

PMO Support of Project Managers

• Shared resources
• Project management methodology
• Best practices

PMO Support Services

• Coaching
• Mentoring
• Training
• Ensuring compliance via audits.

The Project Manager Role

Overview of the project manager

Project team: Members responsible for their expertise.

Project Manager

1. Responsible for the project’s outcome
2. Clear vision of the project
3. Provides support
4. Removes roadblocks/

Assigned by the organization to lead the project team responsible for achieving the objectives.

Functional Manager: is responsible for Manages a business unit

Operations Manager: ensures the day-to-day activities are running efficiently

The project manager’s sphere of influence.

Project managers must stay current on industry trends so that they can see if there is anything that might help or hurt their project.

Professional Development

1. Industry-based classed
2. Project management training

Project manager competencies

The PMI talent Triangle

• Technical project Management
  Having the skills, knowledge and behaviors in one or more of the project management domains, such as project, program, and portfolio management.

  • Manage cost, scope, and schedule
  • Understand planning and prioritization of work
  • Choose the best project management method
  • Act as a leader.

  Management: Ensure the work gets done

• Leadership

  Leadership: Guide someone to do the work.

• Strategic and Business Management

Project Integration Management

Project integration management overview

Project Integration Management

1. Provide a project management plan
2. Manage phase transition
3. Manage performance and changes to activities
4. Make decisions about project changes.
5. Collect and analyze data
6. Communicate results to stakeholders.
7. Complete project work
8. Close phases, contracts, and the project.

Project practices in integration management

Ways project managers can collect and use the informations collected from all the other knowledge areas.

1. Automated Tools
   Project management information syetem (PMIS) collects and analyzes information.
2. Visual Management Tools
   Information displayed to the team to convey the state of the project.
3. War Room
   Where teams can hang project documents.
4. Scrum Task Board
   Five columns:

Backlog	To Do	In Progress	In Review	Done
Remaining work left to do	work next in the queue	work currently being worked on	completed work in review	work that’s done

5. Hybrid Methodologies:
   A mix of traditional project management, agile or business analysis

Traditional Project management: Project manager creates the plan for the team to execute.
Agile and Adaptive Practices: Team members are responsible for project planning and delivery.

Project Manager:

1. Works on initiating activies
2. Identifies stakeholders.

Develop Project Charter

The first process with any integration knowledge area is Develop Project Charter.

Develop Project Charter: Create a document that approves the project, assigns a project manager, and allows them to use resources.

Project Charter Benefits

1. Formal record of the project
2. Senior managers make a commitment.
3. Alignment of the project with the organization.

ITTOs:

Input

1. Businsss documents
   1. Business case
   2. Benefits management plan.
2. Agreements or contracts
3. Enterprise environmental factors (EEFs)
4. Organizational process assets (OPAs)

Tools & Techniques

1. Expert judgement
2. Data gathering
   • Brainstorming
   • Focus groups
   • Interviews
3. Conflict management
   • Conflict management
   • Facilitation skills
   • Meeting management
4. Meeting

Output

1. Project Charter
2. Assumption log

Develop Project Management Plan

Start immediately after the project charter has been approved.

Project Management Plan: Document that describes how the project will be executed, monitored and controlled up to closure.

Often reviewed and revised through the Progressive Elabration.
Popular Exam Question

*Progressive Elaboration: Iterative process of increasing the level of detail in the project management plan as more information and estimations are available.

ITTOs:

Input

1. Project Charter
2. Output from other processes
   1. Quality management
   2. Scope
3. Enterprise environmental factors (EEFs)
4. Organizational process assets (OPAs)

Tools & Techniques

1. Expert judgement
2. Data gathering

   Checklists ensure all required information is captured in the project management plan.

3. Interpersonal and team skills
4. Meetings

Output

1. Project management plan.

Direct and Manage Project Work

Direct and Manage Project Work: The process of performing the work in the project management plan and implementing changes to achieve the project’s objectives.

ITTOs:

This is an iterative process

Input

1. Approved change requests
2. Peoject management plan
3. Enterprise environmental factors (EEFs)
4. Organizational process assets (OPAs)
5. Project documents
   • Change log
   • Lessions learned register
   • Risk register
   • Project schedule
   • Milestone list
   • Project communications
   • Requirements traceability matrix

Tools & Techniques

1. Expert judgement
2. Project management information system
3. Meetings

Output

1. Deliverables
2. Work performance data
3. Issue log
4. Change requests
   • Corrective or preventive action
   • Defect repair
   • Updates to controlled project documents
5. Project managemnet plan updates
6. Project documents updates

Manage project Knowledge

1. Explicit Knowledge
   Knowledge that can be expressed through words, numbers, or pictures.
2. Tacit Knowledge
   Personal knowledge that is more difficult to express like beliefs, experience, or insights.

ITTOs:

Input

1. Project documents

   1. Lessions learned register
   2. Project team assignments
   3. Resource breakdown structure
   4. Stakeholder register

2. Deliverables

   Always tangible and come from the work done by the team

3. Project managemnet plan

4. Enterprise environmental factors (EEFs)

5. Organizational process assets (OPAs)

Tools & Techniques

1. Expert judgement
2. Knowledge management
   1. Networking
   2. Meetings
   3. Discussion forums
   4. Shadowing
3. Information management
4. Interpersonal and team skills

Output

1. Lessons learned register
2. Project managemnet plan updates
3. Organizational process assets updates

Monitor and Control Project Work

Monitor and Control Project Work: Tracking, reviewing, and reporting the progress of the project management plan’s objectives.

Planned vs. Actuals: Comparing planned work with actual completed work.

ITTOs:

Input

1. Project management plan
2. Project documents
   1. Schedule forecasts
   2. Cost forecasts
   3. Assumption log
   4. Issue log
   5. Risk register
3. Work performance information
4. Agreements
5. Enterprise environmental factors
6. Organizational process assets

Tools & Techniques

1. Expert judgement
2. Data analysis
   1. Alternative analysis
   2. Root cause analysis
   3. Earned value analysis
3. Decision making
   Voting
4. Meeting

Output

1. Change requests
   1. Corrective action
   2. Preventive action
   3. Defect repair
2. Work performance reports
3. Project management plan updates
4. Project document updates

Perform Integrated Change Control

EXAM item

Perform Integrated Change Control: Process of reviewing change requests, approving and managing changes to deliverables, changing project documents and the project management plan, and communicating these decisions.

Disposition Change Requests

• Approved
• Defered
• Rejected

Change Control Board: Group responsible for reviewing, evaluating, approving, deferring, or rejecting project changes and then recording and communicating them.

ITTOs:

Input

1. Project management plan
   1. Change management plan
   2. Configuration management plan
   3. Scope baseline
   4. Cost baseline
   5. Schedule baseline
2. Project documents
   1. Basis of estimates
   2. Requirements traceability matrix
   3. Risk report
3. Work performance reports
4. Change requests
5. Enterprise environmental factors
6. Organizational process assets

Tools & Techniques

1. Change control tools
   Configuration management maintains version control of plans
2. Data analysis
   • Alternative analysis
   • Cost-benefit analysis
3. Decision making
   • Autocratic decision making
   • Multicriteria decision analysis
   • Voting
4. Meetings

Output

1. Approved change requests
2. Change log
3. Project management plan updates

Close Project or Phase

Close Project or Phase: Process that ensures project activities are finalized.

ITTOs:

Input

1. Project charter
2. Project management plan
3. Project documents
   • Assumption log
   • Change log
   • Issue log
   • Milestone list
   • Basis of estimates
   • Project communications
   • Lessons learned register
4. Accepted deliverable (Product, approved product specifications, delivery receipts, and work performance documents.)
5. Business case
6. Benefits management plan
7. Procurement documents
8. Agreements
9. Organization process assets

Tools & Techniques

1. Expert judgement
2. Data analysis
   • Document analysis
   • Regression analysis
   • Trend analysis
   • Variance analysis
3. Meeting

Output

1. Project documents updates
2. Final summary report
3. Final product, service, or result transition

Project scope management

Project scope management overview

Scope Creep: Changes in work that impact a project’s scope, budget, and schedule in a negative way.

Scope management outputs feed into many processes.

Project Scope Management practices

Project success is dependent on how well the requirements are identified early on

Add a business analyst (BA) to identify requirements: BAs are involved with designing business systems or processes.

Business Analyst vs. Project Manager

Business Analyst	Project Manager
Identify requirements for activities.	Ensure activities are completed on time and within budget.

Adaptive and Agile Projects

1. Higher risks
2. Constanstly changing requirements
3. Refined along the way.

Plan Scope Management

The main Output is Scope Management Plan:

1. Define requirements
2. Define scope
3. Validate deliverables
4. Control scope.

Primary benefit: it provides guidance on how to manage scope throught the project.

Main points:

1. Project manager oversees project scope.
2. Scope changes must be controlled.
3. Project manager controls what causes changes.
4. Only work identified in the scope is done, no gold plating (extra functions in the product), gold plating is never allowed on a project.
5. Scope management plan is part of the project management plan.

ITTOs:

Input

1. Project management plan
   1. Quality management plan
   2. Development approach
   3. Project life cycle description
2. Project charter
   Contains a high level description of the project with assumptions, constraints, and requirement.
3. EEFs
4. OPAs

Tools & Techniques

1. Expert judgement
2. Meetings
3. Data analysis

Output

1. Requirements management plan
2. Scope management plan

Collect Requirements

Collect requirements: Process of gathering stakeholder needs and expectations to meet project objectives. It’s critical to gather the needs and expectations and then convert them into requirements.

ITTOs:

Input

1. Project management plan
   1. Scope management plan
   2. Requirements management plan
   3. Stakeholder management plan
2. Project documents
   1. Lessons learned register
   2. Assumption log
   3. Stakeholder register
      A list of stakeholders who can provide information on project requirements.
3. Business case
   Describes what is required or optional to meet the business needs.
4. Agreements
   Includes information on project or product requirements
5. Project charter
6. OPAs
7. EEFs

Tools & Techniques

1. Expert judgement
2. Data gathering
   1. Brainstorming
   2. Interviews
   3. Questionnaires
   4. Focus groups
   5. Benchmarking
3. Data analysis
   1. Agreements
   2. Business plans
   3. Marketing content
4. Data representation
   1. Mind mapping
   2. Affinity diagrams
5. Decision making
   1. Voting
   2. Autocratic approaches
      When one person makes a decision
   3. Multicriteria decision analysis
      Uses a matrix to apply a systematic approach to evaluating and ranking ideas.
6. Interpersonal and team skills
   1. Nominal group technique
      Ranks the results from the brainstorming session from the highest to the lowest.
   2. Facilitation
   3. Observation and conversation.
7. Prototypes
8. Context diagramming

Output

1. Requirements documentation
   Shows how each requirement meets the business need for the project.
2. Requirements traceability
   Links the actual delivarables back to the product requirements.

Define Scope

Define the project scope statement from the requirements gathered earlier.

ITTOs:

Input

1. Scope management plan
   Provides details on how to develop, monitor, and control project scope.
2. Project charter
3. Requirements documentation
4. Assumption log
5. Risk register
6. OPAs
7. EEFs

Tools & Techniques

1. Expert judgement
2. Product analysis
   1. Product breakdown
   2. Systems analysis
   3. Requirements analysis
   4. Systems engineering
   5. Value analysis
3. Alternatives analysis
4. Decision making
   Multicriteria decision analysis: provides a systematic approach for setting criteria, like requirements and resources.
5. Interpersonal and team skills
   Facilitation

Output

1. Project scope statement
   Includes a description of the project scope, a list of the major deliverables, any assumptions or constraints for the project.
2. Project documents updates

Create a work breakdown structure (WBS)

Work Breakdown Structure (WBS)
Hierarchical chart that takes the project scope and decomposes the team’s work into smaller work packaged needed to meet project objectives and create deliverables.

ITTOs:

Input

1. Scope management plan
2. Project scope statement
3. Requirements documentation
4. EEFs
5. OPAs

Tools & Techniques

1. Decomposition
   Break down the deliverables into prograssively smaller, manageable pieces of work.

Output

1. Scope baseline (Lowest level of WBS)

   1. Project scope statement
   2. Work breakdown structure
   3. WBS dictionary
   4. Work package
   5. Planning package

   WBS always includes the WBS dictionary

2. Update the project documents

How far to break down the scope

1. Is it difficult to decompose the work package any further?
2. Is it small enough to be estimated for duration?
3. Is it small enough to be estimated for cost?
4. Is it small enough to assign to a person or group?

All scope must be included in the WBS

Validate Scope

Validate Scope: Process of ensuring the project’s deliverables meet the requirements and are accepted.

ITTOs:

Input

1. Project management plan
   1. Scope baseline
   2. Scope management plan
   3. Requirements management plan
2. Project documents
   1. Requirements documentation
   2. Requirements traceability matrix
   3. Lessons learned register
   4. Quality reports
3. Verified deliverables
   From quality control process
4. Work performance data

Tools & Techniques

1. Inspection
   Mesasures, examines, and validates whether the work and deliverables met requirements and product acceptance criteria.
   1. Reviews
   2. Audits
   3. Measurements
2. Decision making
   1. Voting

Output

1. Accepted deliverables
   These deliverables are formally signed off by the sponsor or customer, saying that they meet the acceptance criteria.
2. Change requests
3. Work performance information
4. Project document updates

Control Scope

Submitting a change request controls the process and brings it back to plan.
Change requests --> Perform integrated change control process

ITTOs:

Input

1. Project documents
   1. Requirements documentation
   2. Requirements tracebility matrix
   3. Lessons learned register
2. Work performance data
3. Project management plan
   1. Scope management plan
   2. Requirements management plan
   3. Change management plan
   4. Configuration management plan
   5. Scope baseline
   6. Performance measurement baseline
4. OPAs

Tools & Techniques

1. Data analysis
   1. Variance analysis
   2. Trend analysis

Output

1. Work performance information
   Data collected from the controlling processes that analyze and compares how a project is performing against the project management plan and baseline.
2. Change requirement
3. Project management plan updates
4. Project document updates

Project schedule management

Project schedule overview

Processes are done in order.

1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Durations
5. Develop schedule.

Predictive methods have a schedule from start to finish.
Adaptive methods have a more flexible schedule that can change any time based on the needs of the stakeholders.

Adaptive Methods

1. Agile
   1. Identify requirements
   2. Create user stories
   3. Prioritize stories
   4. Select stories to work on during the sprint.
   5. Produce a deliverable for the customer.
      Then start the process all over again.
2. Kanban
   1. Place work in a backlog
   2. Pull the next piece of work until all is complete

Plan Schedule Management

It’s important to create a schedule management plan early so you can work your plan throughout the project.

ITTOs:

Input

1. Project charter
2. Project management plan
   1. Scope management plan
   2. Development approach (e.g. adaptive, agile, predictive)
3. EEFs
4. OPAs

Tools & Techniques

1. Data analysis
2. Expert judgement
3. Meetings
4. Data analysis
   1. Alternatives analysis

Output

1. Schedule management plan

Define Activities

Define activities --> Decomposition: breaking down all the work that needs to be done.

Decomposition:

Activity list:

1. Time estimates
2. Cost estimates
3. Resource estimates

How to know the activities have been decomposed enough?

It’s when you can estimate the time and cost, and they can be assigned to an individual or group.

ITTOs:

Input

1. Schedule management plan
2. Scope baseline
   1. Scope statement
   2. WBS
   3. WBS dictionary
3. EEFs
4. OPAs

Tools & Techniques

1. Decomposition

   Divides the work into smaller, more manageable pieces.

2. Rolling wave planning
   Type of progressive elaboration where the work in the near term is planned in detail; future work is planned at a higher level or left as a placeholder.
3. Expert judgement
4. Meetings

Output

1. Activity list
   1. Activity identifier
   2. Description
2. Activity attributes
   1. Activity codes
   2. Logical relationships
   3. Leads and lags
3. Milestone list

   The key milestones for the project and identify whether they’re mandatory or optional.

4. Change requests
5. Project management plan updates