ESSENCE OF PMBOK & PMP EXAM
positive risk or opportunities 3.威胁或机会的应对策略 Strategies for both threats and opprtunities 4.应急应对策略 Contingent response strategy 1.风险再评估 Risk reassessment 2.风险审计 Risk audits 3.变差和趋势分析 Variance and trend analysis 4.技术绩效分析 Technical performance measurement 5.储备金分析Reserve analysis 6.状态审查会 Status meetings management plan(updates) 3.与风险有关的合同协议 Risk-related contractual agreements 风险监控 Risk Monitoring and Control 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 3.批准的变更申请 Approved change requests 4.工作绩效信息 Work performance information 5.绩效报告 Performance reports 1.风险登记册(更新) Risk register(updates) 2.请求的变更 Requested changes 3.推荐的纠正措施 Recommended corrective action 4.推荐的预防措施 Recommended preventive action 5.组织过程资产(更新) Organizational process assets(updates) 6.项目管理计划(更新) Project management plan(updates) QUALITY质量 质量规划 Quality Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan 1.成本效益分析 Cost-benefit analysis 2.基准对照 Benchmarking 3.试验设计 Design of experiments 5.质量成本(COQ) Cost of quality (COQ) 6.其他质量规划工具 Additional quality planning tools 1.质量管理计划 Quality management plan 2.质量测量指标 Quality metrics 3.质量核对表 Quality checklists 4.过程改进计划 Process improvement plan 5.质量基准 Quality baseline 6.项目管理计划(更新) Project management plan(updates) 1.请求的变更 Requested changes 2.推荐的纠正措施 Recommended corrective action 3.组织过程资产(更新) Organizational process assets(updates) 4.项目管理计划(更新) Project management plan(updates) 实施质量保证Perform Quality Assurance 1.质量管理计划 Quality management plan 2.质量测量指标 Quality metrics 3.过程改进计划 Process improvement plan 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.质量控制衡量 Quality control measurnments 7.实施的变更请求 Implementde change requests 8.实施的纠正措施 Implementde corrective actions 9.实施的缺陷补救 Implementde defect repair 10.实施的预防措施 Implementde preventive actions 1.质量管理计划 Quality management plan 2.质量测量指标 Quality metrics 3.质量核对表 Quality checklists 4.组织过程资产 Organizational process assets 5.工作绩效信息 Work performance information 6.批准的变更请求 Approved change requests 7.可交付成果 Deliverables 1.质量规划工具与技术 Quality planning tools and techniques 2.质量审计 Quality audits 3.过程分析 Process analysis 4.质量控制工具与技术 Quality control tools and techniques 实施质量监控 Perform Quality Control 1.因果图 Cause and effect diagram 2.控制图 Control charts 3.流程图 Flowcharting 4.直方图 Histogram 5.帕雷托图 Pareto chart 6.趋势图 Run chart 7.散点图 Scatter diagram 8,统计抽样 Statistical sampling 9.检查 Inspection 10.缺陷补救审查 Defect repair review 1.质量控制衡量 Quality control measurnments 2.确认的缺陷补救 Validated defect repair 3.质量基准(更新) Quality baseline(updates) 4.推荐的纠正措施 Recommended corrective action 5.推荐的预防措施 Recommended preventive action 6.请求的变更 Requested changes 7.推荐的缺陷补救 Recommended defect repair 8.组织过程资产 Organizational process assets 9.确认的可交付成果 Validated deliverables 10.项目管理计划(更新) Project management plan(updates) HUMAN RESOURCE人力资源 人力资源规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 1.组织机构图和岗位描述 Organization charts and position descriptions 2.交际 Networking 3.组织理论 Organization theory 1.角色与职责 roles and responsibilities 2.项目组织图 Projece organization chares 6
ESSENCE OF PMBOK & PMP EXAM
3.项目管理计划 Progece management plan ●活动资源需求 Activity resource requirements 项目团队组建 Acquire Project Team 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 招聘惯例 1.项目人员分派 Project staff assignments 2.人员配备管理计划 Staffinf management plan 3.资源可利用情况 Resource availability 3.人员配备管理计划 Staffinf management plan 1.项目人员分派到位 Project staff assignments 2.资源可利用情况 Resource availability 3.人员配备管理计划(更新) Staffinf management plan(updates) 1.预分派 Pre-assignment 2.谈判 Negotiation 3.招募 Acquisition 4.虚拟团队Virtual teams 项目团队建设 Develop Project Team 1.通用管理技能 General management skills 2.培训 Training 3.团队建设活动 Team-building activities 4.规则 Ground rules 5.集中办公 Co-location 6.奖励与表彰 Recognition and rewards 1.观察与交谈 Observation and conversation 2.项目绩效评估 Project performance appraisals 3.冲突管理 Conflict management 4.问题登记薄 Lssue log 1.团队绩效评估 Team performance assessment 项目团队管理 Manage Project Team 1.组织过程资产 Organizational process assets 2.项目人员分派 Project staff assignments 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 6.团队绩效考核 Team performance assessment 7.工作绩效信息 Work performance information 8.绩效报告 Performance reports 1.请求的变更 Requested changes 2.推荐的纠正措施 Recommended corrective action 3.推荐的预防措施 Recommended preventive action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) COMMUNICATIONS沟通 Communications Planning沟通规划 1.事业环境因素 Enterprise environmental factors 2.组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan ● 制约因素 Constraints ● 假设 Assumptions 1. 沟通管理计划 Communications management plan 1.沟通需求分析 Communications requirements analysls 2.沟通技术 Communications technology 1.沟通管理计划 Communications management plan Information Distribution信息发布 Performance Reporting绩效报告 利害关系者管理 Manage Stakeholders 1.工作绩效信息 Work performance information 2.绩效衡量 Performance measurements 3.完工预测 Forecasted completion 4.质量控制衡量 Quality control measurnments 5.项目管理计划 Project management plan ●绩效衡量分析 Performance measurements baseline 6.批准的变更申请 Approved change requests 7.可交付成果 Deliverables 1.沟通管理计划 Communications management plan 2. 组织过程资产 Organizational process assets 1.沟通技能 Communications skills 2.信息收集和检索系统 Information gathering and retrieval system 3.信息发布系统 Information distribution methods 4.经验教训总结过程 Lessons learned process 1.信息演示工具 Information presentation tools 2.绩效信息收集和汇总 Performance information gathering and compilation 3.状态审查会 Status review meetings 4.工时汇报系统Time reporting systems 5.费用汇报系统Cost reporting systems 1. 组织过程生产(更新) Organizational process assets(updates) 2. 请求的变更 Requested changes 1.绩效报告 Performance reports 2.预测 Forecasts 3.请求的变更 Requested changes 4.推荐的纠正措施 Recommended corrective action 5.组织过程资产(更新) Organizational process assets(updates) 1.沟通方法 Communications methods 2.问题登记薄 lssue logs 1.问题得以解决Resolved issues 2.批准的变更申请 Approved change requests 3.批准的纠正措施 Approved corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) 7
ESSENCE OF PMBOK & PMP EXAM PROCUREMENT采购 采购规划 Plan Purchases and Acquisitions 1.事业环境因素 Enterprise environmental factors 2.组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.采购文件 Procurement documents 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.评估标准 Evaluation criteria 4.采购文件包 Procurement document package 5.建议书 Proposals 6.合格卖方清单 Qualified sellers list 7.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements 1.合同 Contract 2.合同管理计划 Contract management plan 3.选中的卖方 Selected sellers 4.绩效报告 Performance reports 5.批准的变更申请 Approved change requests 6.工作绩效信息 Work performance information 1.自制或外购分析 Make-or-buy analysls 2.专家判断 Expert judgment 3.合同类型 Contract types 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.请求的变更 Requested changes 发包规划 Plan Contracting 1.标准表格 Standard forms 2.专家判断 Expert Judgment 1.采购文件 Procurement documents 2.评估标准 Evaluation criteria 3.合同工作说明书(更新) Contract statement of work(updates) 询价Request Seller Responses 1.招标人会议 Bldder conferences 2.刊登广告 Advertising 3.制定合格卖方清单 Develop qualifid sellers list 1.加权系统 Weighting system 2.独立估算 Independent estimates 3.筛选系统 Screening system 4.合同谈判 negotiation 5.卖方评级系统 Seller rating systens 6.专家判断 Expert judgment 7.建议书评估技术 Proposal evaluation techniques 卖方选择Select Sellers 1.合格卖方清单 Qualified sellers list 2.采购文件包 Procurement document package 3.建议书 Proposals 1.选中的卖方 Selected sellers 2.合同 Contract 3.合同管理计划 Contract management plan 4.资源可利用情况 Resource availability 5.采购管理计划(更新) Procurement management plan(updates) 6.请求的变更 Requested changes 合同管理 Contract Administration 1.合同变更控制系统 Contract change control system 2.买方进行的绩效审核 Buyer-conducted per-formance review 3.检验和审计 Inspections and audits 4.绩效报告 Performance reporting 5.支付系统 Payment system 6.索赔管理 Claims administration 7.合同档案管理系统 Records management system 8.信息技术 Information technology 1.合同文件 Contract documentation 2.请求的变更 Requested changes 3.推荐的纠正措施 Recommended corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) ●采购管理计划 Procurement management plan ●合同管理计划 Contract management plan 1.合同收尾Contract closures 2.组织过程资产(更新) Organizational process assets(updates) 合同收尾 Contract Closure 1.采购管理计划 Procurement management plan 2.合同管理计划 Contract management plan 3.合同文件 Contract documentation 4.合同收尾程序 Contract closure procedure 1.采购审计 Procurement audits 2.合同档案管理系统 Records management system 8
ESSENCE OF PMBOK & PMP EXAM
PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPS项目生命周期和项目管理过程组
INITIATION启动 (Concept) Select project选择项目 PLANNING计划 (Development) Create Scope Statement & scope management plan创建范围说明和范围管理计划 Determine project team组织计划编制 EXECUTION 执行 (Implementation) Execute the project plan执行项目计划 Manage project progress管理项目进程 Complete work packages or tasks完成工作包或任务 Distribute information信息发布 Quality assurance质量保证 Team development团队发展 Progress meetings状态评审 CONTROL控制 CLOSE-OUT结束 (Termination) (Finishing) Procurement audits采购审计 Product verification产品确认 Determine project objectives确定项目目标 Determine high level deliverables, time & cost estimates确定主要可交付物、时间及成本估计 Determine high level constraints & assumptions 高级别的限制和约束 Determine business need 确定业务需求 Develop product description Define responsibilities of the project manager确定项目管理者责任 Determine high-level resource requirements 制定高水平资源需求 Finalize project charter 制订项目章程 Create WBS创建工作分解结构 Integrated change control综合变更控制 Project performance reporting项目绩效报告 Performance reporting绩效报告 Formal acceptance正式接收 Finalize the team & create resource management plan人员获取及创建资源管理计划 Create WBS dictionary创建工作分解结构字典 Create Network Diagram创建网络图 Scope change control范围变更控制 Quality control质量控制 Risk monitoring & control风险监控 Schedule control计划控制 Cost control成本控制 Scope verification范围确认 Manage by exception to the project plan对项目进行中的突发事件进行管理 Ensure compliance with plans确保按计划进行 Reassess plans补充计划 Take corrective action纠正措施 Lessons learned经验教训 Update records更新记录 Archive records文档记录 Release resources人员遣散 Estimate time & costs估算时间及成本 Determine Critical path确定关键路径 Develop Schedule & schedule management plan制定进度及进度管理计划 Develop Budget制定预算 Create Communications Management Plan创建沟通管理计划 Overall整体 Create Quality Management Plan创建 质量管理计划 Risk management planning, identification, qualification, quantification & response planning风险管理计划，识别、定性、定量分析及应对计划编制 Create procurement management plan 创建采购管理计划 Create stakeholder management plan 创建对发起人或干系人的管理计划 Create project control plan创建项目控 制计划 Develop formal project plan制定正式 项目计划 Gain formal project plan approval获取 对项目计划的正式许可 Hold kickoff meeting项目动员大会 Influencing the Leading领Solving Negotiating谈organization组织problems解决判 导 机构的影响 问题 Communicating沟通 Holding meetings召开会议 Stakeholder management干系人管理 9
ESSENCE OF PMBOK & PMP EXAM
SCOPE范围
Project Scope Management 项目范围管理- processes required to ensure that the project includes only the work required to complete the project
successfully.此过程必须确保项目只包括能保证项目成功完成的工作 Management by Objective (MBO)基于目标的管理 – determining company’s objective and how the project fits into them. MBO focuses on the goals of
an activity rather than the activity itself (manager is responsible for results rather than performing certain activities)决定公司目标及项目如何满足该目标。MBO关注于活动的目标而不仅仅是活动本身（管理者对绩效结果而不仅仅是某项活动负责） Project Scope 项目范围- the work that must be done in order to deliver a product; completion is measured against the project plan.为交付产品而必须完成的工作，通过计划来评价。 Product Scope产品范围 - features and functions that are to be included in a product; completion is measured against the requirements.产品或服务所包含的特征或性能，通过需求来评价。 Design Scope范围计划编制 – contain the detailed project requirements (used for FP contract)包含详细的项目要求（用于固定价合同） Scope Definition范围定义 – subdividing major project deliverables.细分主要项目可交付成果
Decomposing分解 – subdividing project work packages into smaller, more manageable components (activities/action steps). The heuristic (rule of
thumb) used in project decomposition is 80 hours. 将项目分解为更小的更易管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原则）为80小时 Scope Management Plan范围管理计划 - describes how scope will be managed and how changes will be integrated into project; also includes
assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Plan to make a change)描述项目范围如何被管理及项目范围变更如何被集成到项目中去，也包括对项目范围预测稳定性的评估。（例如，项目管理者应依据范围管理计划去进行变更） Stakeholder Management干系人管理 – the project manager must identify the stakeholders, determine their needs and expectations, then manage and
influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功。 Configuration Management配置管理 - a means of monitoring and controlling emerging project scope against the scope baseline; its purpose is to
control change throughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to them (e.g. would be used by a customer who wishes to expand the project scope after the performance measurement baseline has been established). When more than one individual has sign a Charter, you have to be concerned with
competing needs and requirements impacting your efforts on configuration management一种对基于范围基线所形成项目范围的监控方法；它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一个工作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目范围的客户）当多于一个个体签署协议，你必须关注于与配置管理 WBS工作分解结构 - subdividing project deliverables into smaller, more manageable components. It is a deliverable-oriented grouping of project
elements that organizes and defines the total scope of the project. It is a communication tool and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added. The 1st level should be the project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the project and helps to organize the work. Its purpose is to include the total project scope of all the work that must be done to complete the project. Defines the project’s scope baseline. 将项目可交付成果分解为更小的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目范围。定义项目的范围基线。 The 3 most common types of WBS are system/sub systems, life-cycle phasing and organizational工作分解结构最常见的三种形式是系统/子系统，
生命周期方式，组织的分解结构
WBS Dictionary 工作分解结构字典– Defines each item in the WBS, including description of the work packages and other planning info such as
schedule dates, cost budgets and staff assignments..定义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和人员安排。 Scope Statement范围说明 - a documented description of the objectives, work content, deliverables, and end product; it includes a description of
project assumptions and constraints. Provides stakeholders with a common understanding of the scope of the project and is a source of reference for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包括对项目的约束和假设的描述。为干系人提供一个了解项目范围的一般共识及对未来项目决策的基础 Statement of Work 工作说明- a narrative description of products or services to be supplied under contract.合同之下的关于产品和服务的叙述性说明。 Project Charter项目章程 - formal document used and approved by senior management that explains purpose of the project including business needs
addressed and the resulting product (deliverables and objectives). It describes responsibilities and authority of the project manager to apply organizational resources to project activities. Clarification to the Project Charter must be addressed to the sponsor(s) who approved the charter. Resources cannot be committed without the Charter. The Charter is an input to ALL the project management processes.一个正式批准的项目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整个项目管理过程。 Code of Accounts账目编码- any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的
编码系统 Project Selection Method项目选择方法 - Benefit Measurement (comparative approach) and Constrained Optimization (mathematical approach).收益
测量法（比较方法，经济模型）和约束优化（数学模型） Work Package 工作包- deliverable at the lowest level of WBS. They are control points in the WBS and are used for assignments to work centers. They
are used to pass a group of work for further breakdown in the executive organization. 工作分解结构的最低层次的可交付成果。他们控制工作分解结构的要点并用于工作中心的分配。他们用于审查职能机构进一步细分的工作。
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