ESSENCE OF PMBOK & PMP EXAM
Scope Verification范围确认 – to verify that the work done satisfies the scope of the project. It must be done at the end of each phase. A similar activity
during closure is Product Verification. Focus on customer acceptance /performance measurement, not change to project scope. Scope
Verification is normally done in parallel with quality control (which checks for product correctness). Occur during the control phase of the project, not at the end. The review at the end of the project phase is called phase exit, stage gate, or kill point.证实所做的工作服和项目范围。在每一个阶段都要做这个范围确认工作。在收尾阶段的一个类似活动是产品确认。关注于客户满意/绩效测量，而不是变更项目范围。范围确认与质量控制（检验产品正确性）同步进行。发生于项目的控制阶段而非收尾阶段。项目阶段末的检查通常被称为阶段出口，阶段门或终止点。 Cost Account成本账号 – one level above the Work Package.工作包的上一层
Cost/Benefit analysis成本/利益分析– (part of scope planning) technique used to validate that the project can meet the technical/business objectives
set forth by Sr. Management（范围计划编制的一部分）技术用于证实项目可以达到由高级管理所确定的技术/商业目标 Project success depends primarily on customer satisfaction.项目成功主要依赖于客户的满意度。
Assumptions假设 – factors that, for planning purposes, are considered to be true, real or certain在计划编制过程中被认为真的、对的、确定的因素 The principal sources of project failure are organizational factors, poorly identified customer needs, inadequate specified project requirements, and
poor planning and control.主要的项目失败原因是组织因素，差的客户需求定义，不充分的项目需求说明和缺少计划编制和控制
Constrained optimization约束优化 – includes analytic hierarchy process, logical framework analysis and multi-objective programming.包括层次分析
法，逻辑框图分析法和多目标编程 Most Change Requests are the result of: 多数变更请求的原因 An external event 一个外部事件 An error or omission in defining the scope of the product 产品范围定义中的错误或冗长 An error or omission in defining the scope of the project 项目范围定义中的错误或冗长 A value-adding change 一个增值变更 A Change Request is the most effective way of handling the disconnect between what users actually want and what management thinks they want. The project manager’s role related to project change is to influence the factors that affect change. He should ask for a change order and look for impacts to the triple constraint. Scope Changes on project can be minimized by spending more time developing the scope baseline.一个变更请求是处理客户真正需求和管理所认为其需求之间差异的最有效的方法。项目经理在项目变更中的相关角色是对变更的因素施加影响。他决定提交一个变更申请并平衡三重约束之间的矛盾。花更多的时间制订范围基线可以使项目范围变更的可能性降至最低。
If there is enough reserve to accommodate a change, the Project Manager can approve the change (we are paid to manage the scope completion within our budget and reserves)在可以允许的范围之内，项目经理可以批准变更（用预算和应急储备支付）
HUMAN RESOURCE人力资源
Project Human Resource Management项目人力资源管理 - process required to make the most effective use of the people involved with the project保
证参加项目的人员能够被最有效使用所需要的过程 Responsibility Assignment Matrix (RAM) 责任分配矩阵– Show who does what (x=person, y=phase). The most important feature of the RAM is the
participatory development process involving all stakeholders. Show who is participant, who is accountable, who handles reviews, who provides input and who must sign off on specific work packages or project phases.谁做什么（x轴代表人, y轴代表阶段 ）大多数角色和责任分配给积极参与项目工作的主要项目工作人。在特殊的工作包和项目阶段中说明谁是参与人，谁是负责人，谁进行审查，谁提供输入，谁进行签收。 Linear Responsibility Chart (LRC)线性责任图 – identifying responsibility, assignments by work packages and action required. Also referred to as
RAM.确认责任，分配必须完成的活动和工作包。也被看作是责任分配矩阵 Organizational Breakdown Structure (OBS)组织分解结构 - A depiction of the project organization arranged so as to relate work packages to
organization units.反映不同组织单位各自负责的工作包 Resources Histogram 资源柱状图– often part of Staffing Management Plan; shows resource usage (eg staff hours) per time period (eg wk, mth) of a
specific job function. 经常作为人员配备管理计划的一部分，用时间段（如周、月）表示人力资源消耗（如人时）情况的详细工作函数 Rewards and Recognition Systems奖励和表扬体系 -- to be effective, must make the link between performance and reward clear, explicit and
achievable.为达到效果，必须在业绩和奖励之间建立清晰并可实施的联系 Types of Power权力类型 Legitimate合法 (Formal)正式 Derived from formal position来自于正式的职位 Coercive惩罚 Predicated on fear源于对某种后果的惧怕 Reward奖励 Involves positive reinforcement and ability to award something of value包括对有贡献的进行物质奖励 Project often needs their own rewards system to affect employee performance. Used correctly, bring the team’s goals and objectives in line with each other and with the project.项目经常需要带有奖励机制来影响成员的绩效。正确的行使激励，将使团队的目标和项目的目标取得一致。 Expert专家 Held in esteem because of special knowledge or skill (requires time)由于专门的知识和技能带来的影响力（源自自身的威望） Referent潜示 Ability to influence others through charisma, personality, etc.借用一个权力更大的人的职权来增强自己的权力 The best forms of power are generally Reward and Expert最好的权力形式一般是奖励和专家
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ESSENCE OF PMBOK & PMP EXAM Conflict Management冲突管理 Problem Solving / Confrontationaddress conflict directly in problem solving mode 在问题解决中直接面对问题的方法 [win/win] 解决/面对问题 Compromising妥协 bargaining and searching for solutions; neither party wins but each gain some satisfaction [lose/lose] this is very rarely a good way to resolve technical issues.通过讨价还价寻找一定程度上使双方满意的解决办法，这是一个解决技术问题的好办法。 Smoothing缓和 de-emphasize differences and emphasize commonalities; friendly but avoids solving root causes; delaying (eg. Manager says an issue is valid but doesn’t think it will be a big problem later)淡化分歧强调一致性，努力保持友好的氛围是求同存异的解决办法；这种方法暂时有效，缓和不解决根本问题（例如，经理说一个事情是有效的但不认为它随后会成为一个大问题） Withdrawal (Ignoring)撤退（忽retreating from actual or potential disagreement; delaying (e.g. “Just document the problem”)从实际的或潜略） 在的争吵中退出，不解决问题（例如，只是记录问题） Forcing强制 exerting one’s viewpoint; a last resort [win/lose] (e.g. “Call the customer and demand that you receive the approval today.”强调一方观点，最后的手段（例如，通知客户你今天需要一个正式批准） Collaborating合作 Involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others (good when project is too important to be compromised)统一大家的意见，提供一个彼此学习的好机会（项目很重要必须折中时） EXECUTION & Most INITIATIONPLANNINGCONTROL执行CLOSE-OUT Tension启动 计划编制 收尾 最主要压控制 力 1 1 + 2 3 3 2 1 2 3 1 3 2 + + + Sources of Conflict 冲突的原因 Priorities项目优先级 Admin Procedures行政管理程序 Schedules进度 Technical Issues技术规范 Personnel Resources人力资源 Personality Conflict个性冲突 3 steps of problem solving: 解决问题的三个步骤 1. 2. 3. Motivational Theory: Content & Process Theories动机理论：满足/过程理论 Content: “What” energizes, directs behavior –满足：“什么”激发，导致行为 1. 2. Maslow’s Hierarchy of Needs Theory (Physiological, Safety, Social/Belonging, Esteem, Self-Actualization)马斯洛需求层次理论（生理需求，安全需求，社会/归属需求，尊重，自我实现） Hertzberg’s Motivator/Hygiene Theories (Motivator: Self-Actualization, Esteem ; Hygiene: Social, Safety, Physiological)赫兹博戈卫生与动机理论（动机：自我实现，尊重；卫生：社会，安全，生理） McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislike responsibility, are inherently self-centered and are not very bright; motivate by reward and punishment. Y: Assumes people become lazy w/o recognition, will accept responsibility, can become self-motivated and exercise self-control; motivate by removing obstacles and providing self-directed environment.) 麦克雷戈德X理论和Y理论（X：人缺乏责任感，自私，需要被人监管，不聪明，受制于奖惩。Y：假设人有创造力，能自我管理，能实现自我激发，能主动扫清障碍，创造以自我为中心的环境 ） Ouchi’s Theory Z/Japanese Theory ( focus on team, company; usually lifetime employment, collective decisionmaking )奥奇Z理论和日本理论（关注于团队，公司；一般是终身雇佣，集体决策） Analyze the situation / Document the situation分析/证实情况 Develop alternatives with the team团队开发替代方案 Go to management执行管理 Process: “How” personal factors influence behavior作用：个人因素“如何”影响行为 1. 2. Other Motivational Theories:其他动机理论
Behaviorism 行为主义– people behavior can be modified through manipulation of rewards and punishments人们的行为会因为奖惩而改变
Expectancy Theory期望理论 – Motivation is explained in terms of expectations that people have about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if they do perform effectively and (3) the value or degree of satisfaction they anticipate from those rewards动机被解释为人们所具有的期望（1）通过努力极有可能完成工作（2）完成工作后会获得奖励（3）奖励带来满足 MBO – More support to team, not more power (remain to PM)对团队给与更多的支持而非更多的权力
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ESSENCE OF PMBOK & PMP EXAM Leadership Theories:领导者理论
McGregor麦克雷戈 – Theory X (employee lack ambition) and Theory Y (org structure are responsible for motivation) X理论（员工缺乏雄心）Y理论（组织可以以赖于来源于员工的自信的动力）
Tannenabaum-Schmidt model – Continuum of leadership styles between the autocratic and participative styles是独裁领导风格和参与性风格的统一体
Blake and Mouton – ref to managerial grid (Concern for People Vs Concern for Production), whereas 1,1 is laissez faire mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is Compromise mgmnt and 9,9 is team mgmnt. Forms of Organization组织形式 Functional职能 Groups people by specialization. Project manager has no formal authority of resources and must rely on informal power structure and his own interpersonal skills to obtain resource commitments from functional managers.专业化分组。项目管理者没有对资源的控制权力，必须依靠非正式权利及自身的沟通能力从职能经理处获取资源 Project Expeditor Retains functional but adds a Project Expeditor who serves as a communications link and coordinator for the project 项目联络员 across functional units保留职能，添加一个能在项目各职能部门起联络作用的项目联系人 Project CoordinatorSimilar to Project Expeditor except the Coordinator reports to a higher level manager and has some authority to assign 项目协调员 work与项目联系人相似，不同的是，项目协调员需要向更高层管理员汇报并有一些权利直接布置工作 Weak Matrix弱矩阵 Vertical functional lines of authority maintained with a relatively permanent horizontal structure containing managers for various projects. Balance of power leans toward the Functional Manager. Can cause a project to fall behind because functional managers are pulling resources away to perform non-project related tasks. The Project Manager may be able to make resource decision on his own but not technical decision.权力倾向于职能经理。由于职能经理将资源移到非项目工作中去，有可能导致项目落后。项目经理有可能依据自身而不是技术决策来决定资源决策 Strong Matrix Same as Weak except that the balance of power leans towards the Project Manager类似于弱矩阵，所不同的是，权力倾强矩阵 向于项目经理 Projectized项目性 A separate, vertical structure is established for each project. All the project team members report directly and solely to the project manager.为每一个项目所建立的单独的垂直的结构。所有项目团队成员直接地单独地向项目经理汇报 **Memorize PMBOK “Organizational Structure Influence on Projects”组织结构对项目的影响 Team building is most difficult in a matrix organization. Its main purpose is to improve team performance.团队建设在矩阵组织中是最困难的。它的主要目的是为了提高团队绩效 Team development is based on the individual development of each member.团队发展基于团队中每个成员的个人发展 Leadership Styles 领导风格 Autocratic专制 PM makes decision without soliciting information from team项目经理个人作出决定而不用考虑员工的意见，适用于紧急状况 Consultative咨询Intensive information solicited; PM makes decision最大程度的收集信息，项目经理制定决策 式管理 Consensus协商式Team makes decision; open discussion and information gathering by team团队做决策，开放式讨论并从团队收集信息，管理 主要决策由高层决定 Shareholder参与 Little or no information exchange; team has ultimate authority for final decision；团队有最终决定权 Roles of the Project Manager项目经理角色 Integrator集成者 Communicator沟通者 Team Leader团队领导 Decision Maker决策者 Climate Creator/Builde氛围营造者r
Documentation文件 ? ? ?
Staffing Management Plan人员配备管理计划– describes when resources will be brought into and taken off the project.描述何时及如何把人力资源投入或撤出项目团队
Employee Record Update 员工记录更新– as part of closure, the project manager should update employee’s record with the new skills acquired.作为收尾的一部分，项目团队需要更新员工对新的技能掌握程度的纪录
Resource calendar 资源日历– identifies period when work is allowed.确定资源可用时间段
Functions of the Project Manager项目经理的职能 Planning计划编制 Organizing组织 Leading领导 Controlling控制 13
ESSENCE OF PMBOK & PMP EXAM
COMMUNICATIONS沟通
Project Communications Management项目沟通管理 - process required to ensure proper collection and dissemination of project information.保证正确收集或发布项目信息的过程
Team Meetings团队例会 – periodic team meetings is the most effective way to accelerate the project integration process.定期的团队会议是加速项目综合进程的最有效的方法
Performance Reviews绩效审查 – meetings held to assess status and/or progress.评估项目状态和进度的会议 Communications Model沟通模型 Communicator发报者 The originator of the message消息的产生者（确保信息清楚、无歧意并且完整） Message消息 Thoughts, feelings, or ideas reduced to \以编码输出的发报者与收报者都能理解的思想、意见、感觉 Medium媒介 The vehicle or method used to convey the message用来传达消息的工作或方法 Receiver收报者 The person for whom the message is intended完成或打断通信过程的参与者 [Sender] -- Encoding ? Transmission ? Decoding -- [Receiver] ? Feedback 发送者---编码----〉发送-----〉解码-----〉接收-------〉反馈 Communications Channels沟通渠道 = (n2- n)/2 or n(n-1)/2 …the fact that two team members are working “directly” together does not reduce the number of communication channels.事实就是即便两个团队成员直接地工作也不能减少沟通渠道的数目
Tight Matrix紧密矩阵 - all team members allocated in a single office space所有团队成员集中在一个办公区域
A variance is considered to be significant if it jeopardizes project objectives.一个分歧如果可能危及到项目目标就应该得到重视
The purpose of project plan development is to create a document to guide project execution and control.项目计划编制的目的是制定一个指导项目执行和控制的文件
The output of project plan execution consists of work results and change requests.项目计划执行的输出由工作结果和变更请求组成 Types of Communications沟通方法 Formal Written正式书面 Project Charter, Management Plan (this is the best type of communication method to use when there are cultural differences and distance between team members)项目章程、管理计划（这是跨文化和远程团队交流所需要的最好的沟通方法） Informal Written非正式书面 Notes, memos笔记，备忘录 Formal Verbal正式口头 Presentations介绍、讲演 Informal Verbal非正式口头 Conversations交谈 Note: 55% of communications is non-verbal (it is the most important aspect of a conversation)55%的沟通是非语言的（这是交流最重要的组成部分） 90% of Project Manager's time is spent acquiring and communicating information项目经理90%的时间用于传递和获取信息 Objectives of a Kickoff Meeting项目启动会的目标 Get to know each other相互了解 Set team goals and objectives设置团队目标 Review project status审查项目状态 Review project plans审查项目计划 Identify problem areas确定问题领域 Establish responsibilities and accountabilities确立责任和义务 Obtain commitments得到承诺 Barriers to Communications (which lead to conflict)沟通的障碍（导致分歧的因素） Lack of clear communication channels缺乏清晰的沟通渠道 Physical or temporal distance物理或时间距离 Difficulties with technical language不懂技术术语 14
ESSENCE OF PMBOK & PMP EXAM
Distracting environmental factors分散注意力（噪声） Detrimental attitudes有害的态度（敌对、不信任） The most likely results of communication blocker and miscommunication as a whole is conflict.沟通障碍或错误信息导致冲突升级
Building Effective Team Communications营造有效的团队沟通 Be an effective communicator成为一个有效的沟通者 Be a communications expeditor成为一个沟通联络员 Avoid communication blockers避免沟通障碍 Use a \ce space)使用紧密矩阵（作战室） Make meetings effective (meeting during execution is the best format to communicate)有效会议（实施期间最好的沟通方法是开会 ） Management Styles 管理风格 Authoritarian独裁 Lets individuals know what is expected of them进行具体指导，并希望遵守规则与标准 Combative好斗 Eager to fight or be disagreeable over any situation喜欢对任何情况都进行挑战或持不同意态度 Conciliatory调和 Friendly and agreeable友好的、容易相处的 Disruptive分裂 Tends to disrupt unity and cause disorder倾向于破坏团结造成混乱 Ethical伦理 Honest and sincere诚实真诚（强调公平解决） Facilitating提供方便 Does not interfere with day-to-day tasks, but is available for help and guidance when needed不干扰日常任务，但在需要时提供帮助和干扰 Intimidating威胁 Reprimands employees for the sake of a \申斥那些制造麻烦的人 Judicial公正 Applies sound judgment应用合理判断 Promotional促进 Cultivates team spirit; rewards good work; encourages subordinates to realize their full potential培养团队精神；奖励出色的工作；鼓励下属了解他们所有的潜能 Secretive不公开的 Not open or outgoing in speech, activity, or purpose不公开介绍，活动，意图 Management Skills管理技能 Leading领导 Communicating沟通 Negotiating谈判 Problem Solving问题解决 Influencing the Organization对组织施加影响 Documentation项目文件 …the prevailing measurement of what information to accumulate and communicate on a project is that it contributes to its success.一个项目中知识的积累和传递的最有效测量方法是看它是否对项目的成功有利 ? ? ? ? ? ? ? ? ? ? Progress Report进度报告 - summarize project status. Preferred report to quickly review where a project now stands.总结项目状态。审查项目现状的首选报告方式 Trend Report趋势分析报告 – show performance over time (shows if it is improving or deteriorating)检查项目 结果（以确定绩效是提高了还是降低了） Variance Report偏差分析报告– compare project results, looks at specific project items or tasks比较项目结 果，关注特殊的项目条款或任务 Forecasting Report 预测报告– only looks into the future 对未来项目状况和进展作出预测 Status Report状态报告 – relating a moment in time (static)描述当前状况 Project Plan项目计划 Staffing Management Plan人员配置管理计划 Communications Management Plan沟通管理计划 - should cover all phases of the project应该包括项目的所有阶段 Performance reports 绩效报告– provide info on schedule performance, thereby alerting the team to problems that may arise in the future.提供进度绩效信息，提醒团队那些可能在未来引起问题的事项 Reports are a method to distribute information, not just to rep哦ort on progress报告是发布信息的一个方法，而不仅仅是报告进展情况 Establishing direction, aligning people, and motivating and inspiring确定方向，协调思想，激励与鼓舞 The exchange of information in a variety of dimensions在不同层面进行信息交流 Conferring with others in order to come to terms or reach an agreement与他人协商达成某种协议 A combination of problem definition and decision making问题的定义与决策制定的结合 The ability to get things done based on an understanding or the formal and informal structures of the organization基于对所有组织的正式或非正式结构的明确理解的“把事情办妥”的能力 15