ESSENCE OF PMBOK & PMP EXAM Data Precision Ranking数据精确度等级 Secondary Risk二次风险 Path Convergence路径汇聚 Contingency Plan应急计划 Uncertainty不确定性 Workaround权变措施 Expected Monetary Value期望值 Risk Event风险事件 Tendency of parallel paths of equal duration to delay the completion of the milestone where they meet所有在此处的延迟会导致汇合于此处的任何路径的延迟 Planned action steps to be taken if an identified risk occurs. (e.g. developing alternative activity sequences)如果风险发生，应该采取计划措施的步骤（如：制定备选方案） An uncommon state of nature, characterized by the absence of any information related to a desired outcome.一个偶然事件，对未来事件缺乏认知 Unplanned response to negative risk events (requires to be impacted by the risk first)对不利的风险事件的未经计划的应对措施（首先要压缩风险） = Probability * Monetary Impact (used in Decision Tree Analysis)概率*得失量（用于决策树分析） A discrete occurrence that may affect the project for better or worse. After a risk event, the project manager’s role is to reassess the risk ranking. The risk owner is responsible to take action when an identified risk occurs.可能导致项目变好或者变坏的不连续事件。风险事件过后，项目管理者的任务是重新评估风险等级。当风险发生时，风险所有者有责任采取行动 A symptom of risk; indirect manifestation of actual risk event; output of risk identification; example is poor morale一种风险征兆；间接的表现出风险事件；风险鉴别的输出； Risk data assembled for the management of the project项目管理中的风险数据组合 Technique that characterizes an individual’s willingness to take risk描述个体承担风险意愿的方法 Places a value on the impact to the project plan by adjusting a single project variable; simplest form of analysis最简单最经济的定量分析方法（没考虑风险要素间关系及概率） Role is to investigate the effectiveness of the risk owner (which can cause potential conflict with risk owner) 任务就是调查风险所有者可能的影响力（可能引起潜在风险的风险所有者） Risk Taker, Risk Adverse, Risk Neutral; if you know the tolerance of the stakeholders, you can determine how they might react to different situation and risk events. You use this information to help assign levels of risk on each work package.风险承担者，风险转变者，风险中立者；如果你知道干系人的承受度，你就能判定他们在不同的情况和风险事件中在多大程度上给与反应。用这种方法帮助你确定每一个工作包中风险的等级 (part of Risk Response Planning)（风险应对计划的一部分） Risk Trigger风险触发器 Risk Portfolio Utility Theory效用理论 Sensitivity Analysis敏感性分析 Risk Auditor风险核对 Risk Tolerance风险容忍度 Responses to Risk风险应对措施 Avoidance Eliminating cause eliminates risk. Can be done by changing the Project Plan or protecting project objectives from its (elimination/abatement)impact.消除风险产生原因。通过修改项目计划来消除某些风险或使项目目标免受风险的影响（在项目早期风险可通过澄规避（消除/排除） 清要求获取信息，加强沟通，听专家的，来规避） Mitigation (reduction)缓Reduce the Expected Monetary Value. Float can be use to mitigate potential risks设法将负面风险事件的概率或带解（减轻） 来的不利后果减小到可接受范围内 Transfer转移 Deflect or share (eg. Insurance, warranties)转移或分担（保险，担保） Acceptance接受 Accept or retain consequences. 2 types: Active Acceptance (develop a contingency plan) or Passive Acceptance (no action).接受或保留结果。2种形式：主动接受（开发一个应急计划）或被动接受（不采取任何行动） Numbers to Know需要知道的数字 Cost Estimates:成本估算 Order of Magnitude (ballpark estimate)量级（棒球场估算） Budget预算 Definitive确定 1 sigma 2 sigma 3 sigma 6 sigma Documentation文档
Risk Management Plan 风险管理计划– would most likely be developed during scope planning phase of the scope management process.大多数情况下，风险管理计划是在范围管理进程的范围计划编制过程中开发出来的
The range of an estimate with the smallest range is the least risky.估算的范围越小引发的风险越小 -25% +75% -10% -5% 68.3% 95.5% 99.7% 99.99% +25% +10% 21
ESSENCE OF PMBOK & PMP EXAM
QUALITY Project Quality Management – processes required to ensure that the project will satisfy the needs for which it was undertaken. 项目质量管理-保证项目满足其承担需求所需要的过程。
Quality is the conformance to requirements/specifications and to fitness of use. 质量是与需求/规范的一致性，以及使用的适当性。
Quality function deployment – provide better product definition and product development. Its main feature are to capture the customer’s requirements,
ensure cross functional teamwork, and link the main phases of product development. 质量功能展开- 提供更好的产品定义和产品发展。它主要特征是捕捉客户需求，保证交叉功能的联合作业，并连接产品开发的主要阶段。 Rework – action taken to bring a non-conforming item into compliance. Rework is a frequent cause of project overruns. 返工- 为了使不一致的项达到一致而采取的行动。返工是项目超限的常见原因。 Quality Variable A quality characteristic that is measurable 质量变量 可以测量的质量特征 Quality Attribute A quality characteristic that is classified as either conforming or nonconforming 质量品质（属性） 被分类为一致或不一致的质量特征 Benchmarking Comparing practices of other projects. Provides a standard to measure performance (time consuming). (e.g. 基准比较分析（标杆） investigating quality standards that other companies are using) 与其它项目的实践进行对比。提供测量绩效（时间消耗）的标准。（如：调查其他公司正在使用的质量标准） Statistical Analysis Involves determining the probability of an occurrence 统计分析 包括确定一个事件发生的概率 Trend Analysis Uses mathematical techniques to forecast future outcomes based on historical results; used to measure technical, 趋势分析 cost, and schedule performance 使用数学工具基于历史结果来预测将来的结果；用于测量技术、成本和时间进度绩效 Quality Audit Structured review of other quality management activities performed to identify lessons learned (used for process 质量审计 improvement) Part of Quality Assurance. Provide management confidence that the project will satisfy relevant quality standards. 对其它质量管理活动结构化的审查，目的是识别质量保证部分的经验教训（用于过程改进）。提供项目将完成相关质量标准的管理信心。 Inspection Prevent errors from reaching the customer before delivery to the customer. Can be done throughout product 检查 development. 在产品交付到客户之前，阻止错误到达客户。可以在产品发展的整个过程实施检查 Design of A technique to identify which variables have the most influence on overall outcomes (part of Quality Planning) (e.g. Experiments analyze the color/size combination that will contribute most to the functionality of the new product). Can be applied to 试验设计 cost and schedule tradeoffs. 一种帮助识别对全部结果产生最大影响的变量因素的技术（质量计划编制的一部分）（如：分析不同的颜色/尺寸组合将是对新产品功能的最大贡献）。可以被用于对成本和时间进度的权衡。 Flow chart Help analyze how problems occurs 流程图 帮助分析问题如何产生 Attribute Sampling Measures whether or not the results conforms to specifications 属性（品质）抽样 测量结果是否符合规格。 Variable Sampling Are characteristic you want to measure (size, shape, weight, etc…). An attribute is what you are measuring. The 变量抽样 result is rated on a continuous scale that measures the degree of conformity. 你想测量的特征（尺寸，外型，重量等）。一个属性是你测量的对象。结果是在测量符合程度的连续坐标上排列表示。 Assignable Causes Data point on a control chart that requires investigation 非机遇原因 在控制图上需要调查研究的数据点 Specification Limit Shows customer’s expectations for quality (on a control chart) 规范界限 表示客户对质量的期望（在控制图中） Control Chart …help newly assigned project manager determine whether the project is out of control (in order to verify quality level). 控制图 Can be used to monitor project management processes such as coscard, schedule variance, volume and frequency of scope changes, and errors in project documents. 帮助新指派的项目经理确定项目是否失去控制（为了核实质量层次）。可以监控项目管理过程，比如，coscard，进度偏差，范围变更的幅度和频率，以及在项目文件中的错误。 Statistical Control Are used to monitor process variations overtime. Help people understand and control their process work. Chart 用于监控超时的过程变化。帮助人们了解和控制他们的过程工作。 统计控制图 22
ESSENCE OF PMBOK & PMP EXAM
“Out of Control” Non-random points that are still within the upper and lower control limit 失去控制 仍然在上下控制线内的非随机点。 Upper and Lower Acceptable range of variation of a process. [These limits are set based on the company’s quality standards. The Control Limit on a control limits are determined from data obtained from the process itself.] Control Chart 过程变化可接受的范围。[这些限制的设立是基于公司的质量标准的。控制限决定于包含在过程本身的数据。] 控制图的上下控制线 Specification Limit Fixed by the customer 规范界限 客户确定 Pareto Diagram Used to show how results were generated, by type or category of identified cause 帕累托图 用于显示被识别原因的类别或种类是如何产生结果的。 Ishikawa Made popular Pareto Chart, Cause-and-Effect Diagram and Control Chart Ishikawa逻辑图 通俗化的帕累托图，因果分析图，控制图 Taguchi Method Is used to estimate the loss associated with controlling or failing to control process variability. If you select good Taguchi方法 design parameters, you can produce products that are more forgiving and tolerant. The tool helps determine the value or break-even point of improving a process to reduce variability. 用于估算对过程变量的成功控制或失败控制与损失的关系。如果你选择了好的设计参数，你可以生产客户对其有更多宽容和忍耐的产品。这个工具帮助确定为减少可变性而改进过程所得到的价值或平衡点。 ISO 9000 Provides a basic set of requirements for a quality system, without specifying the particulars for implementation. ISO 9000 为质量系统提供了一套基本要求。对执行没有特殊的说明。 Checklists Used to verify that a set of required steps has been performed in quality control process 检查表 用于核实一系列要求的步骤在质量控制过程中是否已经实施 “Statistically Determine if problems are related before planning what to do about them Independent” 在计划去做之前确定问题之间是否有关联。 统计独立 Mutually Exclusive If two events cannot both occur in a single trial (?) 相互排斥 在同一个试验中两个事件是否不能同时发生（？） Special Cause Unusual event 特殊因素 特殊事件 Random Cause Normal process variation 随机因素 正常过程变动 Cause and Effect (1) Creative way to look at actual causes and potential causes of a problem Diagram (1) 查找问题的实际原因和潜在原因的创造性的方法 (Fishbone) (2) Process of constructing helps stimulate thinking about an issue; helps to organize thoughts; generates discussion 因果关系图 (2) 刺激关于问题的思考；帮助组织思路；产生讨论 （鱼骨图） (3) Used to explore a wide variety of topics (3) 用于探索主题的广泛多样性 (4) Also known as Ishikawa or Fishbone diagram (4) 也被称为Ishikawa或鱼骨图 Quality Planning Refers to potential problems. Although it usually occur during planning phase, it can occur during execution if there is 质量计划编制 a change. 涉及潜在的问题。尽管它通常发生在计划阶段，但是它可以发生在实施过程，如果产生变更的话。 Quality Control Refers to specific performance of a task (measuring quality and comparing results to the quality plan) 质量控制 涉及任务的特殊绩效（测量质量并比较质量结果和质量计划） Quality Assurance Refers to overall quality requirements (standards) (e.g. evaluating overall project performance regularly) 质量保证 涉及全部质量要求（标准）（如：有规律的评估全部项目绩效） Cost of Quality 质量成本 Planning 计划编制 Training 培训 Process Control 过程控制 Design and process validation 设计 Non-Conformance (most accurate) 不一致成本（非常精确） Scrap 废料 Rework and repair 返工和修理 Additional Material 额外材料 Repairs and service 修理和服务 Conformance 一致成本 23
ESSENCE OF PMBOK & PMP EXAM 和过程确认 Test and evaluation 测试和评估 Quality audits 质量审计 Maintenance and calibration 维护和校准 Inspection 审查 Field testing 实地测试 Impact of Poor Quality 质量差的影响 Increased cost 增加成本 Decreased productivity 降低生产率 Increased risk and uncertainty 增加风险和不确定性 Increased costs in monitoring 增加监控成本 Complaints 抱怨 Liability 责任 Product recalls 产品召回 Field service 现场服务 Expediting 加速处理
Goal of the cost of quality program should be 3 - 5% of total value.质量程序的目标成本占总成本的3-5% Cost of non-quality is estimated to be 12 - 20% of sales.非质量成本接近于销售的12-20%
Cost of Quality Includes Prevention Costs (training), Appraisals Costs (inspection/testing) and Internal (scrap, rework)/External (warranty) Failure costs
质量成本包括预防成本（培训），评估成本（检查/测试）和内（废料，返工）外（担保）部缺陷成本 Management is 85% responsible for quality. The team member is ultimately responsible for quality management. The project manager is primarily
responsible for quality management.管理层负责85%的质量成本。团队成员对质量管理负有最终责任。项目管理者对质量管理负有主要责任。 Two components of product availability are reliability and maintainability.构成产品有效性的两个成分是可靠性和可维护性
To effectively use statistical quality control, the project team should know the differences between special causes and random causes. 为了有效地使用统计质量控制，项目团队应该知道特殊因素和随机因素的区别。
Sampling and probability are the most important topics to understand in statistical process control. 样本和概率是了解统计过程控制最重要的概念。
Top management should direct continuous improvement. 高层管理应该指导持续改进。
Quality control measurement are records of quality control testing and measurement in a format for comparison and analysis (input to quality assurance).
质量控制测量是用某一格式所做的记录，目的是为对比和分析所作的质量控制测试和测量。 Documentation 文件 ? ?
Quality Management Plan – describes method for implementing quality policy project quality system and organizational structures, responsibilities, procedures, processes and resources needed to implement project quality management.
质量管理计划 – 描述了应用质量政策、项目质量系统的方法和运用组织结构、责任、程序、过程和所需资源来实现项目质量管理
PROCUREMENT采购
Project Procurement Management 项目获取管理- the processes required to acquire goods and services from outside the performing organization.此
过程需要从外部执行组织获取货物和服务。
Make or Buy Decision做出/购买决定 – it is generally better to do the work yourself if using an outside company means you have to turn over highly
confidential proprietary data to other company.如果你用外部公司有可能泄漏机密数据，那最好亲自执行此工作。 Contract Types and Risk合同类型和风险 Cost Plus Percentage of Cost No valid for federal contracts对政府合同无效？ 成本加成本百分比(CPPC) Cost Plus Fixed Fee (CPFF)成Used for research and development contracts (which generally have low level of detail in the scope); fixed 本加固定费用 fee can change if there is a change to the contract (usually through change orders). The risk rests with the buyer.用于研究和发展合同（通常在范围细节上处于较低水平）；如果合同有变化，固定费用可以变更（通常是贯穿变更订单始终）风险取决于购买者。 Cost Plus Incentive Fee Buyer and seller share in savings based on predetermined %s; long performance periods and substantial （CPIF）成本加激励费用 development and test requirements (incentive to the vendor to perform on or ahead of time)购买者和销售者根据预先制定的百分比分担储蓄；长时执行周期，实质发展和测试要求（激励卖主及时或提前完成任务） ? In Cost plus contract, the only firm figure is the fee在成本加合同中，唯一的硬性指标是费用 Fixed Price Plus Incentive High-value projects involving long performance periods高价值的项目包括长时执行周期 Fee (FPI)固定价格加激励费用 24
ESSENCE OF PMBOK & PMP EXAM
Firm Fixed Price (FFP)稳定的Reasonably definite specifications (e.g. SOW). Shift risk to seller. Good when deliverable is not a core 固定价格 competency.适度的明确说明书。将风险转嫁给销售者。可交付使用不是核心竞争力时很好。 Time & Material (T&M)时间和原Good if the buyer wants to be in full control and/or the scope is unclear/not detailed or work has to start 料 quickly. Profit factor into the hourly rate.购买者希望被完全控制，或范围划分不明确，或任务快速启动都很好。利润要素进入每小时速率。 Fixed Price Award Fee固定价格“bonus” to the seller based on performance (e.g. 100K + 10K for every designated incremental quality level 授予费用 reached. Purchase Order买卖订单 A form of contract that is normally unilateral and used for simple commodity purchases.用于一般消费品购买的单方面的合同形式 Contract type Vs Risk和同类型FFP – FPI – CPIF – CPFF – CPPC 和风险 Fixed Price – Cost Reimbursable – T&M Buyer’s risk from low to high购买者的风险从低到高 Seller’s risk from high to low销售者的风险从高到低 Elements of a Contract合同基础 Offer提议 Assent to certain terms by both parties双方一致同意一些条件 Acceptance接受 Agreement, written or spoken协议，书面的或口头的 Consideration报酬 Something of value有价值的东西 Legal Capacity法律能力 Able to contract有合同效力 Legal Purpose法律目的 No violation of public policy不违反公众政策 Stages of Contract Negotiation 合同谈判进程 Protocol草案 Introductions导言 Probing探通术 Identify concerns, strengths, weaknesses识别利害关系，强势，劣势 Scratch bargaining商讨 Actual bargaining实质性商讨 Closure收尾 Positions summed up决定合计 Agreement协议 Documenting文档 Specification 说明书- precise description of a physical item, procedure, or service. The SOW supplements the specification in describing what must be done to complete the project.关于物体、进程或服务的详细说明。SOW是描述项目完成所需工作的补充说明。 Privity默契- legal relationship that exists between any contracting parties (e.g. if company “A” hires “B” and “B” subcontract to “C”, “C” is not legally
bound by anything “A” can say; the privity is with “B”)存在于任何直接联系者之间的合法关系（例如：公司A雇用B，B转包给C，C对于A所说的任何事情不负有法律责任，C的默契人是B） Waiver弃权 - a party can relinquish rights that it otherwise has under the contract. Forebearance can mature into waiver. Retainage – withholding of funds under contract.依照合同扣除资金
Warranty 担保- assurance of the level of quality to be provided对所承诺质量水平的保证 A contract ends by: 合同终止于 Successful performance成功的业绩 Mutual agreement相互协商 Breach of contract违约 Last two are Termination最后两个是终止 Terms and Conditions期限和条件 – the project manager must uphold the Terms and Conditions of the contract, even if it meets the needs of the project, it has to also meet the requirement of the contract.项目管理者必须支持合同的期限和条件，即便要符合项目需求，也必须符合合同要求 Liquidated damages – 清算赔偿金
Contract Control System vs Project Control System 合同控制系统和项目控制系统– they both include procedures. The contract control system
requires more documentation and more signoff.它们都包括进程。合同控制系统需要更多的文件和签名。 Work Authorization Systems任务授权系统 – can be used to coordinate/control what time and sequence work is done. It helps with integrating tasks
into a whole.用于调整/控制工作在何时以何种次序进行。它帮助将任务集成于一体。 Performance Scope of Work 任务执行范围– describes the performance – not the functionality-- required by the customer描述而非泛泛而谈用户所要求
的执行情况 Independent Estimate独立评估 – most concern with costs, comparing cost estimates with in-house estimates or with outside assistance (part of
Source Selection)多数关注成本，在内部评估和外部补助（资源选择的一部分）之间比较成本估算 Procurement Audit获得审计
– structured review that flush out issues, and set-up lessons learned. Helps ensure problems are resolved for future projects. Identify successes and
failures that warrant transfer to other procurements.回顾所有涌现的问题，学到的经验教训。确保对于未来项目存在的问题都已经得到解决。区别成功与失败
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