PMP考前培訓(xùn)課件

16四月2024PMP考前培訓(xùn)什么是項目？PMBOK1.2具體目標(biāo)：明確定義、現(xiàn)實(shí)可行的目標(biāo)(clearlydefinedrealisticobjectives)。臨時性或一次性（Temporary）：明確的開始與結(jié)束。獨(dú)特性（Unique）：創(chuàng)造獨(dú)特的產(chǎn)品、服務(wù)或結(jié)果。相關(guān)的活動并消耗資源(Interrelatedactivitiesandconsumeresources)。問題：項目的4個特征中最重要的2個是什么？項目與日常運(yùn)營的共性與區(qū)別？PMP考前培訓(xùn)項目有始有終(Temporary)開始和結(jié)束獨(dú)特的(Unique)產(chǎn)品或服務(wù)由人來實(shí)施受制于有限的資源需要計劃、實(shí)施和控制運(yùn)營重復(fù)的(repetive)進(jìn)行的(ongoing)項目與運(yùn)營（Operation）的關(guān)系PMP考前培訓(xùn)漸進(jìn)細(xì)化（ProgressiveElaboration）PMBOK1.2.3

是臨時性與獨(dú)特性的綜合。漸進(jìn)：按步驟進(jìn)行，穩(wěn)步增加細(xì)化：仔細(xì)地將內(nèi)容的細(xì)節(jié)全面展開。問題：以下哪一個不能被漸進(jìn)細(xì)化？ A：范圍 B：風(fēng)險 C：項目產(chǎn)品 D：項目服務(wù)PMP考前培訓(xùn)質(zhì)量(Quality,Objective,requirements)成本(Cost,Budget)時間(Time,Schedule)牽一發(fā)而動全身范圍風(fēng)險項目的三個約束條件PMP考前培訓(xùn)項目管理的定義什么是項目管理通過使用知識、技能、工具和方法來組織、計劃、實(shí)施并監(jiān)控項目活動，使之滿足項目需要。源：PMBOK2000項目管理的特點(diǎn)過程、管理系統(tǒng)、方法的集合；有效的計劃和控制；是對項目、項目群、項目組合的管理；項目管理既是管理科學(xué)，也是管理藝術(shù)。PMP考前培訓(xùn)子項目（Subproject）PMBOK1.5項目中某一部分，在一定水平上是獨(dú)立運(yùn)作的時候，就稱之為“子項目”?？蓛?nèi)：Projectteam.可外：Subcontractor.以一個單獨(dú)階段或項目過程為基礎(chǔ)。例如：根據(jù)過程分：實(shí)施人員技能分：工種技術(shù)內(nèi)容分：程序自動測試。PMP考前培訓(xùn)大型項目/項目群（program）PMBOK1.5一組相關(guān)項目。有Ongoingoperations

運(yùn)維例如：飛機(jī)生產(chǎn)出版報刊雜志單一項目就是項目群的子項目。在很多情況下可以互用。PMP考前培訓(xùn)項目組合管理（PortfolioManagement）公司戰(zhàn)略與可用資源有機(jī)結(jié)合的一種投資管理戰(zhàn)略。(InvestmentManagementStrategycoordinatingorganization’sstrategicandavailableresources)選擇和支持某些產(chǎn)品生產(chǎn)線項目或大型項目，通過這些項目把公司戰(zhàn)略與資源聯(lián)系在一起。(Selectionandsupportofspecificproductlineprojectsandprogramsthatlinktheorganizationsstrategicplan,investments)PMP考前培訓(xùn)項目管理辦公室（PMO）負(fù)責(zé)協(xié)調(diào)許多項目及不同產(chǎn)品交織一起的大型項目?？勺鳛榻M織的一個部門。設(shè)立標(biāo)準(zhǔn)并主要負(fù)責(zé)以下事物：采購、風(fēng)險、WBSDictionary績效評估資源管理題外話： CAPM PMP Auto CAQ SoftwareDevelopment PMP+3500Hr+75Questions PMOPMP考前培訓(xùn)項目生命周期概念（Concept）開發(fā)（Development）實(shí)施（Implementation）結(jié)束（Termination）問題：沖突在項目生命周期中最多的階段是？沖突在項目生命周期中次多的階段是？必須是4個階段嗎？PMP考前培訓(xùn)時間人員風(fēng)險&機(jī)會開始結(jié)束項目干系人對項目的影響隨著時間的推移變得越來越微弱。成功的概率隨著時間的推移越來越大每個階段的結(jié)束以預(yù)先定義的可交付成果為標(biāo)志風(fēng)險最大影響時段項目生命周期的特性(I)成本PMP考前培訓(xùn)項目生命周期的需要注意其他的方面PhaseendReview:又叫Phaseexits,Stagegates,Killpoints繼續(xù)嗎？Go/nogo.CorrectiveActionLessonslearned.區(qū)別projectlifecycle和productlifecycle:PMP考前培訓(xùn)項目經(jīng)理溝通方向及關(guān)系項目經(jīng)理贊助人老板項目團(tuán)隊同事其他PM顧客供應(yīng)商職能部門經(jīng)理媒體政府大眾PMP考前培訓(xùn)強(qiáng)矩陣型平衡矩陣弱矩陣型全時全時部分時間部分時間部分時間項目管理行政人員項目經(jīng)理/計劃經(jīng)理項目經(jīng)理/計劃經(jīng)理項目經(jīng)理/項目主任PM協(xié)調(diào)員/項目主管PM協(xié)調(diào)員/項目主管項目經(jīng)理的頭銜全時全時全時部分時間部分時間項目經(jīng)理85-100%50-95%15-60%0-25%幾乎沒有項目全時人員%大到幾乎全權(quán)中等到大小到中等有限很少或沒有項目經(jīng)理的權(quán)威項目型組織矩陣型組織職能型組織組織類型項目特點(diǎn)項目組織結(jié)構(gòu)對項目的影響PMP考前培訓(xùn)項目管理5個過程決定立項依照計劃執(zhí)行執(zhí)行情況與計劃比較調(diào)整執(zhí)行情況計劃提供控制基線根據(jù)變更調(diào)整計劃基本思路貫穿在項目的每一個環(huán)節(jié)PMP考前培訓(xùn)制約因素ConstrainsPMBOK4.1.1.4Applicablerestrictionaffecttheperformanceoftheproject.limitteam’soptiononscope,staffing,schedule.問題:我們能改變制約因素嗎?我們能回避制約因素嗎?制約因素的幾個可能的來源是什么?PMP考前培訓(xùn)假設(shè)(Assumptions)

PMBOK4.1.1.5

forplanningpurposeconsideredtobeTrue,RealorCertainProjectteamfrequentlyIdentify,Document,andValidateassumptionsaspartofPlanningProcess.PMP考前培訓(xùn)項目計劃與項目績效基線

PMBOK4.1.3.1

項目計劃：Formal,approveddocumentusedtomanageprojectexecution.

Changeovertime.Includesalot:…

項目績效基線：

Scope

TimeCost

Changedupontheapprovedchangesonscopeofwork/deliverable.PMP考前培訓(xùn)計劃實(shí)施的工具和技術(shù)PMBOK4.2.2

一般管理技術(shù)。產(chǎn)品技能和知識。（resourceplanningandstaffacquisition）工作授權(quán)體系（Workauthorizationsystem）批準(zhǔn)項目工作的一個正式程序，用來確保：按照恰當(dāng)?shù)臅r間、順序完成工作。狀態(tài)評審會PMIS組織程序PMP考前培訓(xùn)計劃實(shí)施--工作結(jié)果WorkResult

PMBOK4.2.3.1

定義：為完成項目所執(zhí)行活動的各種結(jié)果。（Outcomesofactivitiesperformedtoaccomplishtheproject.）提供如下信息：

Deliverables–哪個完成，哪個沒有Qualitystandard–滿足程度如何Costincurred/Committed(源自績效報告)CanbeTangibleorIntangible,ButalwaysMeasurable.

PMP考前培訓(xùn)計劃實(shí)施—變更請求ChangeRequest

PMBOK4.2.3.2

通常在項目工作完成時被識別。例如:對范圍、成本、進(jìn)度的變更申請。多種形式：oral/written,direct/indirect,externally/internallyinitiated,legal/optional但是，必須是正式的（Formal）PMP考前培訓(xùn)集成變更控制

PMBOK4.3

(IntegratedChangeControls)關(guān)心的是：對引起變更的因素施加影響，以保證這些變更是征得同意的。確定變更已經(jīng)發(fā)生。當(dāng)變更實(shí)際發(fā)生時進(jìn)行管理。注意：以上3條適用于具體變更控制過程，如：Scope,cost,time…

要做的是：維護(hù)performancemeasurementbaseline完整性確保productscope的變更在Projectscope中反映協(xié)調(diào)各知識領(lǐng)域的變更。通過：拒絕新的變更。批準(zhǔn)變更并修訂項目基線。PMP考前培訓(xùn)變更控制系統(tǒng)

PMBOK4.3.2.1

(ChangeControlSystem)由以下內(nèi)容組成：正式、文檔化的程序。包括正式項目文件變更的步驟。規(guī)定如何對項目績效進(jìn)行監(jiān)督和評估。包括：文書工作（Paperwork）跟蹤制度和流程（Trackingsystemsandprocesses）授權(quán)變更所需的批準(zhǔn)級別（Approvallevelnecessaryforauthorizingchanges）控制小組（CCB,ERB,TRB,TAB）“自動”批準(zhǔn)變更PMP考前培訓(xùn)配置管理PMBOK4.3.2.1

（ConfigurationManagement）

任何文檔化的程序，用于對以下方面進(jìn)行技術(shù)和行政的指揮與監(jiān)督：識別工作項或系統(tǒng)的物理特性和功能特征，并形成文檔。控制這些特征的任何變更。記錄并報告這些變更及實(shí)施狀態(tài)。審計這些工作項和系統(tǒng)以證實(shí)其與需求一致。很多領(lǐng)域是變更控制系統(tǒng)的子集。也可能指對變更進(jìn)行的任何系統(tǒng)的管理。不能“自動”批準(zhǔn)變更PMP考前培訓(xùn)產(chǎn)品描述ProductDescriptionPMBOK5.1.1.1

把項目將要創(chuàng)造的產(chǎn)品或服務(wù)的特征編制成文檔。應(yīng)將產(chǎn)品或服務(wù)與商業(yè)需求或其他導(dǎo)致項目產(chǎn)生原因之間的關(guān)系編制成文檔?？梢噪S項目的進(jìn)行漸進(jìn)細(xì)化。在項目初期,belessdetail/highlevel,然后… 但是,又要detailedenoughfor

projectplanning當(dāng)Seller按照與Buyer訂立的Contract執(zhí)行時，最初的產(chǎn)品描述一般由Buyer提供。PMP考前培訓(xùn)項目選擇方法PMBOK5.1.2.1

ProjectSelectionMethod

方法：效益測量法（Benefitmeasurementmethods）EconomicModel,scoringmodel,…約束優(yōu)化法（Constrainedoptimizationmethods)MathematicalModel,…決策模型DecisionModel:GeneralTechniques(decisiontrees,forcedchoice…)SpecificTechniques(AnalyticHierarchyProcess,LogicalFrameworkAnalysis,…)ApplycomplexprojectselectioncriteriainaSophisticatedmodeseparateprojectphase(FeasibilityStudyphase)

DecisionModelPMP考前培訓(xùn)贏利能力的計算（ProfitabilityCalculation）投資報酬率(ROI)=Operatingincome/Investment現(xiàn)值(PV)=FV/(1+r)n凈現(xiàn)值(NPV)內(nèi)部收益率(IRR)

使投資現(xiàn)值之和等于收入現(xiàn)值之和的折現(xiàn)率?；厥掌冢≒aybackperiod）PMP考前培訓(xùn)項目章程ProjectCharter

PMBOK5.1.3.1

定義：Adocumentthatformallyauthorizesaproject.內(nèi)容：Officiallyestablishestheproject.Assigntheprojectmanagerandauthorizestheuseoforganization’sresourcestoaccomplishprojectactivities.Providesageneraldescriptionofprojectobjectiveandbusinessreasonforproject.問題：以下哪個是銷售方（seller）的項目章程？Contract 3.StatementofrequirementScopestatement 4.StatementofObjectivePMP考前培訓(xùn)項目經(jīng)理的指派

PMBOK5.1.3.2

ProjectManager’sAssignment項目可行，越早越好。最遲不得晚于Execution.Preferable早于項目計劃編制完成前。問題：以上哪個最好？Oneansweringprinciple,onlychoosethebestfitanswer.

PMP考前培訓(xùn)范圍說明ScopeStatement

PMBOK5.1.3.1

ProvidesadocumentedbasisforMakingfutureprojectdecisionConfirmingordevelopingcommonunderstandingofprojectscopeamongthestakeholders.Willberevisedorrefinedtoreflectapprovedscopechanges.Includesorreferenceto:項目論證（Projectjustification）–Businessneeds;abasisfortradeoffs.Project’sproduct–productdescription(5.1.1.1)Projectdeliverables–alistofsummarylevelSub-products.Projectobjectives–quantifiablecriteriatomeasuresuccess atleast:Cost Schedule QualitySMARTObjectivePMP考前培訓(xùn)Involvessubdividingthemajorprojectdeliverablesorsub-deliverables smaller moremanageableunits Untilsufficientdetaileddefineddeliverablesto SupportdevelopingActivity.分解Decomposition

PMBOK5.2.2.2

Step1:識別主要可交付成果IdentifymajordeliverablesStep2:DecideifadequatecostanddurationestimatecanbedevelopedStep3:Identifyconstituentcomponents(組成元素)Step4:VerifythecorrectnessPMP考前培訓(xùn)工作分解結(jié)構(gòu)WBS

PMBOK5.3.3.1

面向可交付成果而對項目元素的分組，它組織并定義了整個項目范圍。Deliverable-oriented,Notactivityoriented.WorknotinWBSisoutsidescopeofproject.UniqueidentifierCodeofaccountWorkpackageLowestlevelitemofWBS

CanbedecomposedinaSubprojectWBS. somebooks:80hours.WBSdictionary:workcomponentdescriptions. typicallyinclude:workpackage,scheduledates, Costbudget,staffassignment…

PMP考前培訓(xùn)工作分解結(jié)構(gòu)與其他結(jié)構(gòu)的區(qū)別

PMBOK5.3.3.1

CWBS(ContractualWBS)：合同工作分解結(jié)構(gòu)

定義賣方提供給買方報告的層次，不如WBS詳細(xì)。OBS(Organizationbreakdownstructure)：組織分解結(jié)構(gòu)

顯示工作被分配到組織單元。RBS(Resourcebreakdownstructure)：資源分解結(jié)構(gòu) OBS的一種變異，將工作元素分配到個人。BOM(BillofMaterial)：材料清單

制造產(chǎn)品所需零部件等的分級層次。PBS(ProjectbreakdownStructure)：項目分解結(jié)構(gòu) 即WBS，用于某些將BOM稱為WBS的領(lǐng)域。PMP考前培訓(xùn)范圍核實(shí)ScopeVerificationPMBOK5.4

是項目干系人正式接受（FormalAcceptance）項目的過程。需要審查Deliverables和Workresults，以確保正確圓滿完成。項目提前終止，則應(yīng)對項目完成程度建立文檔。注意區(qū)別：范圍核實(shí)與質(zhì)量控制。范圍核實(shí)：關(guān)心工作結(jié)果的“接受Acceptance”質(zhì)量控制：關(guān)心工作結(jié)果的“正確性Correctness”Inspection=Review,productreviews,audits,walkthroughPMP考前培訓(xùn)變更申請

ChangeRequest

PMBOK5.5.1.3

多種形式：oral/written,direct/indirect,externally/internallyinitiated,legal/optional但是，必須是正式的（Formal）引起變更申請的原因：外部事件定義Productscope時的錯誤或遺漏（error/omission）定義Projectscope時的錯誤或遺漏（error/omission）Value-addingchange(尤其在Optional時)Riskcontingencyplanorworkaroundplan.(11.6.3.3)PMP考前培訓(xùn)ActivityDefinition活動定義PMBOK6.1分解(Decomposition6.1.2.1)：將工作包細(xì)分為：更小、更易于管理的活動（Activity）。與范圍定義中分解的區(qū)別: Output不同：deliverable/activity.活動清單（6.1.3.1）項目執(zhí)行的所有活動。WBS的延伸。每個活動要有描述。WBS更新（6.1.3.3）。又叫精細(xì)化Refinement.PMP考前培訓(xùn)Dependencies依賴關(guān)系PMBOK6.2Mandatory強(qiáng)制Ofteninvolvephysicalortechnologicallimitations(basedonthenatureofworkbeingdone)也叫硬邏輯，硬依賴關(guān)系。Discretionary任意Bestpractice軟邏輯SoftLogic:desirableandcustomary(basedonexperience)

優(yōu)先Preferential:preferredormandatedbyacustomer(also,needoftheprojectsponsor)ExternalProjectactivitywithnonprojectactivity.PMP考前培訓(xùn)前導(dǎo)圖法

PMBOK6.2.2.1

PrecedenceDiagrammingMethodAON(ActivityonNode):Node=activity,Arrow=dependencies

OnetimeestimateLeadandLagFourrelationships:FinishtoStartFinishtoFinishStarttoStartStarttoFinishTASK1TASK2TASK1TASK2TASK1TASK2TASK1TASK2ESEFLSLFESEFLSLFPMP考前培訓(xùn)箭線圖法PMBOK6.2.2.2

ArrowDiagrammingMethodAOA(ActivityonArrow)：雙代號網(wǎng)絡(luò)圖，活動在箭線上。有虛擬活動DummyActivity:一般用虛線表示,0duration.NoLagOnerelationship:FinishtostartS1234EABCDEFGPMP考前培訓(xùn)計劃評審技術(shù)PERT

PMBOK6.4.2.1Threetimeestimate悲觀值Pessimistic最可能值MostLikely樂觀值OptimisticWeightedAverage=(Optimistic+4*Mostlikely+Pessimistic)/6Standarddeviation(標(biāo)準(zhǔn)差)=(Pessimistic-Optimistic)/6BetaDistributionMostLikelyPERTWeightedAveragePMP考前培訓(xùn)關(guān)鍵路徑法CPM

PMBOK6.4.2.1Onetimeestimate–MostlikelyCalculateforwardpass&backwardpassFloat/Slack時差Freefloat=EarlyFinish-Earlystartofsuccessoractivity (不影響任何緊隨活動的ES。)TotalFloat=Earlyfinish–Latefinish(不影響項目完工日期。)CriticalPathLongestShortestZeroPMP考前培訓(xùn)條件圖法PMBOK6.2.2.3

ConditionalDiagrammingMethod

GERT：圖形評審技術(shù)允許回路（LOOP，如：重復(fù)多次進(jìn)行一項測試）或條件分枝（Conditionalbranches，如：只有當(dāng)檢測出錯誤時才進(jìn)行設(shè)計更新）的存在，這是PDM和ADM所不允許的。ConditionalandprobabilistictreatmentSystemDynamicsModels：系統(tǒng)動態(tài)模型PMP考前培訓(xùn)工期=7TaskAESEFLSLF工期=6TaskCESEFLSLF工期=3TaskGESEFLSLF工期=3TaskBESEFLSLF工期=3TaskDESEFLSLF工期=2TaskFESEFLSLF工期=3TaskEESEFLSLF工期=2TaskHESEFLSLF開始結(jié)束計算PMP考前培訓(xùn)子網(wǎng)絡(luò)SubNets–FragnetsPMBOK6.2.2.4網(wǎng)絡(luò)模板（Networktemplates）使制圖過程更便捷?？砂ㄕ麄€項目，也可是其中一部分。網(wǎng)絡(luò)的一部分稱為：子網(wǎng)絡(luò)。特別用于網(wǎng)絡(luò)中有重疊或相似內(nèi)容時。例如：蓋樓的每一層、醫(yī)藥臨床等。PMP考前培訓(xùn)趕工Crashing:成本與進(jìn)度的平衡/折衷。（costandscheduletradeoff）。確定如何用最小的成本獲得最大的工期壓縮。通常成本增加。

快速跟進(jìn)Fasttracking:將前后順序變?yōu)槠叫校╟hangesequencetoparallel）。通常風(fēng)險增加。工期壓縮DurationCompressionPMBOK6.4.2.2

PMP考前培訓(xùn)ResourceLeveling/Smoothing/Allocation:用在resourcesconstraintcircumstances.將稀缺資源先分配到關(guān)鍵路徑上。AllocatescareresourcestotheCriticalPathActivitiesfirst.通常導(dǎo)致比最初進(jìn)度更長的工期。Oftenresultthelongerdurationthanpreliminaryschedule.資源重新分配（ResourceReallocation）:用在timeconstraintcircumstances將資源從非關(guān)鍵路徑上重新分配到關(guān)鍵路徑上，以彌補(bǔ)已經(jīng)落今后的進(jìn)度，或盡可能接近原定工期。（Resourcesreallocatedfromnon-criticaltocriticalactivitiestobringthescheduleback，orascloseaspossibletoitsoriginallyintendedoverallduration.）Extendhours,weekends,multipleshifts.Increaseproductivitybyusingdifferenttechnologiesandmachinery.啟發(fā)式資源平衡法PMBOK6.4.2.4

ResourceLevelingHeuristicsPMP考前培訓(xùn)啟發(fā)式資源平衡法PMBOK6.4.2.4

ResourceLevelingHeuristics資源逆向分配（Reverseresourceallocationscheduling）:有限或關(guān)鍵資源（Finiteandcriticalresource).從項目結(jié)束時間逆推進(jìn)度（Scheduledbackwardsfromendingdate）關(guān)鍵路徑資源計劃CriticalChainresourcePlanning:Atechniquemodifiesthescheduletoaccountforlimitedresources.Question: Addmorepeopleonataskcanincreaseordecreasetheproductivity?PMP考前培訓(xùn)進(jìn)度更新ScheduleUpdates

PMBOK6.5.3.1更新Update:ModificationtoscheduleMayorMayNotrequiretoadjustmentstootheraspectsofprojectPlan.修訂Revision:SpecialcategoryofUpdate.Changetothestartandfinishdatesinapprovedprojectschedule.Generallyinresponsetothescopechangesorchangestoestimate.重新確定基線Rebaselining:Whilescheduleseveredelay,theoriginalperformancemeasurementbaselinenotapplicableBecareful,sincethehistoricaldatawillbelost.PMP考前培訓(xùn)成本管理（CostManagement）What’scostmanagement?Including:InitiatetheprojectEstimatingOrganizingControllingAnalyzingReportingForecastingTakingnecessarycorrectiveactionwhenrequired.PMP考前培訓(xùn)關(guān)于成本管理的問題成本管理的目的？

確保在批準(zhǔn)的預(yù)算內(nèi)完成項目的各個過程。成本管理的方法？ 資源計劃、成本的估算、預(yù)算、控制誰對成本在不同時間有不同的需求？ 管理層（實(shí)施結(jié)果，獎勵與識別），買方（不同的合同類型下）針對不同的管理需要，成本有哪些類型？ 可控、不可控；固定、變動；直接、間接…如何控制與管理變更？糾正措施？S曲線？掙值？PMP考前培訓(xùn)成本估算技術(shù)（CostEstimatingTechniques）模擬(類比)估算AnalogousEstimating–“topdown”;usingactualcostsfrompreviousprojectasbasisforestimateReliablewhenpreviousprojectsaresimilarandindividualshaveexpertise–formofexpertjudgment參數(shù)模型ParametricModeling–usesprojectcharacteristicsinmathematicalmodelstopredictcosts(e.g.buildinghouses)Reliablewhenhistoricalinformationisaccurate,parametersarequantifiable,andmodelisscalable2types:Regressionanalysis,LearningCurve從下至上的估算BottomUpEstimating–rollingupindividualactivitiesintoprojecttotal–smallerworkactivitieshavemoreaccuracy

計算機(jī)工具Computerizedtools–spreadsheets,softwarePMP考前培訓(xùn)估算的準(zhǔn)確性(AccuracyofEstimates）量級估算OrderofMagnitudeEstimate:-25%to75%;Withoutdetaileddata,Bestguess,usuallymadeduringInitiationPhaseOtherNames:guesstimates,Conceptual,Preliminary預(yù)算估算BudgetEstimate:-10%to25%;Morebetterdata,usuallymadeduringthePlanningphaseOtherNames:Appropriation,Control,andDesign確定估算DefinitiveEstimate:-5%to10%;Welldefineddata,usuallybottomup.OtherNames:Check,Lumpsum,Tender,Postcontractchanges.PMP考前培訓(xùn)估算的準(zhǔn)確性CostEstimates:量級估算OrderofMagnitude(ballparkestimate)：Duringinitialevaluation預(yù)算估算Budget:Usedtoobtainfundsandprojectapproval.確定估算Definitive:Proposals,bidevaluation,contractchangeetc.OrderofMagnitudeDefinitiveEstimateBudgetEstimate75%-25%25%-10%10%-5%PMP考前培訓(xùn)生命周期成本（Lifecyclecosting）開發(fā)成本Developmentcost生產(chǎn)成本Productioncost運(yùn)維成本Operating/Maintenancecost處置成本DiscardcostDisposalcostwhileproductpasseditspointofusefulness.(e.g.電池，化學(xué)品etc.)PMP考前培訓(xùn)TimeValueofMoneyPV=amountofpaymentinNyearsdividedby(1+interest)n

NPV=SumofPVofinflowandoutflowNPV>0,goNPV=0,considerNPV<0,nogoIRR=thatrateofdiscountatwhichthesumofthepositivepresentvaluesisequaltothesumofthenegativepresentvalues.ORcostequalrevenueandprojectisabreakeven.PMP考前培訓(xùn)相關(guān)財務(wù)術(shù)語及概念的介紹AccountingStandardsDistinguishPriceandCost.PresentValue:valuetodayoffuturecashflowsNetPresentValue:totalbenefits(incomeorrevenue)lessthecosts.NPVisthesumofeachpresentvalueofeachincome/revenueitem

InternalRateofReturn(IRR):companymayselectprojectbasedonhighestIRRPaybackPeriod:numberoftimeperiodsittakestorecovertheinvestmentintheprojectbeforegeneratingrevenuesOpportunityCost:opportunitygivenupbyselectingoneprojectoveranotherSunkCosts:expendedcosts.SunkcostsshouldnotbeconsideredwhendeterminingtocontinuewithatroubledprojectVariableCost:coststhatchangewiththeamountofproductionortheamountofwork(materials,wages)FixedCost:non-recurringcoststhatdonotchangePMP考前培訓(xùn)相關(guān)財務(wù)術(shù)語及概念的介紹-續(xù)AccountingStandards（Con’t）DirectCost:directlyattributabletoprojectwork(travel,wages,materials)IndirectCost:overheaditemsorcostsforthebenefitofmorethanoneproject(taxes,fringebenefits)Depreciation:assetslosevalueovertimeStraightLinedepreciation:sameamountistakeneachyearAcceleratedDepreciation:2formsDoubleDecliningBalanceSumoftheYearsDigitsLifeCycleCosting:includesoperationsandmaintenancephasesCostBenefitAnalysis:analysistherelationbetweencostandbenefit2/10Net30(Paymentterms)PMP考前培訓(xùn)儲備（Reserves）目的： 當(dāng)風(fēng)險事件發(fā)生時降低或減少成本超支或進(jìn)度拖延的機(jī)會。ManagementReservesUnknownUnknownsManagementlevel,NotintheBAC.Oftenduetothescopechangeandrequirethechangeofthecostbaseline.ContingencyReservesKnownUnknownsProjectlevel,intheBACMaybepartofundistributedbaseline,orassignedtoaspecificactivity.(Inotherwards,itiswithintheproject’sapprovedbaseline)Intendtoreducetheimpactofmissingcost/scheduleobjectives.PMP考前培訓(xùn)進(jìn)展報告（ProgressReporting）Establishedtoovercomeproblemofmakingsubjectiveestimatesofanactivity’sEV.Includes:50/50Rule:20/80Rule:0/100Rule:PMP考前培訓(xùn)掙值（EarnedValue）是績效測量最常用的方法。綜合了范圍、成本和進(jìn)度計劃測量。3個關(guān)鍵值：PV-PlanedValue(BCWS-BudgetCostofWorkScheduled)EV-EarnedValue(BCWP-BudgetCostofWorkPerformed)AC-ActualCost(ACWP-ActualCostofWorkPerformed)PMP考前培訓(xùn)兩個差異成本差異（CV）=EV－AC進(jìn)度差異（SV）=EV－PV例：CV=EV－AC=$-100SV=EV－PV=$-200為什么會有差異？PV（BCWS）EV（BCWP）AC（ACWP）$1,000$800$900PMP考前培訓(xùn)兩個績效指數(shù)成本績效指數(shù)（CPI）=EV/AC進(jìn)度績效指數(shù)（SPI）=EV/PV例：CPI=EV/AC=$800/$900=0.89意味著：每花1元產(chǎn)出的工作價值0.89元。SPI=EV/PV=$800/$1000=0.8同樣：每花1元產(chǎn)出的工作價值0.8元。PV（BCWS）EV（BCWP）AC（ACWP）$1,000$800$900PMP考前培訓(xùn)兩個完成指數(shù)任務(wù)完成指數(shù)（PC）=EV/BAC成本消耗指數(shù)（PS）=AC/BAC例：PC=EV/BAC=$800/$10000=8%意味著：已經(jīng)完成總工作量的8%PS=AC/BAC=$1100/$10000=11%同樣：已經(jīng)消耗項目總預(yù)算成本的11%BACEV（BCWP）AC（ACWP）$10,000$800$1100PMP考前培訓(xùn)完成時的估算EstimateatCompletion(EAC)根據(jù)目前進(jìn)展?fàn)顩r來預(yù)測項目完成時的總成本。3種方法：EAC=BAC/CPI(Default)EAC=AC+BAC-EVEAC=AC+ETCPMP考前培訓(xùn)SampleQuestionPMP考前培訓(xùn)SampleQuestion-AnswerCVEV-AC-7SVEV-PV-2CPIEV/AC0.72SPIEV/PV0.90EACBAC/CPI138.89EAC2AC+BAC-EV107ETCEAC-AC113.89PCEV/BAC18%PSAC/BAC25%TCPI(BAC-EV)/(BAC-AC)1.093PMP考前培訓(xùn)小竅門Tips.EV在大多數(shù)公式中都在前面。計算差異,EV在前；計算指數(shù),EV在上（分子）。公式與成本相關(guān)，用AC；公式與進(jìn)度相關(guān)，用PV。正數(shù)好，負(fù)數(shù)壞。EV>AC，節(jié)約；EV<AC，超支；EV>BV，超前；EV<BV，滯后。ETC指從今以后一段時間;EAC指工作結(jié)束那個點(diǎn)。PMP考前培訓(xùn)Quality質(zhì)量Quality:實(shí)體中與它滿足明確需要和隱含需要的能力相關(guān)的所有特性的總和。Totalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.Fivemisunderstandingsaboutquality:Qualitymeansgoodnessorluxury.Qualityisintangibleandnotmeasurable.QualityisExpensive.Qualityproblemisoriginatedbyworkers.Qualityoriginateinqualitydepartment.區(qū)別質(zhì)量與等級：如酒店星級區(qū)別質(zhì)量與鍍金（Goldplating）PMP考前培訓(xùn)質(zhì)量目標(biāo)QualityGoals質(zhì)量的目標(biāo)是：適合于使用Fitnessforuse.(產(chǎn)品或服務(wù)能否使用？Istheproductorservicecapableofbeingused?)適合于目的Fitnessforpurpose.(產(chǎn)品或服務(wù)達(dá)到了設(shè)計目標(biāo)？Doestheproductorservicemeetitsintendedpurpose?)顧客滿意Customersatisfaction.(產(chǎn)品或服務(wù)滿足了顧客的期望？Doestheproductorservicemeetthecustomer'sexpectations?)符合需求Conformancetotherequirements.(產(chǎn)品或服務(wù)是否符合要求？Doestheproductorserviceconformtotherequirements?)PMP考前培訓(xùn)質(zhì)量責(zé)任ResponsibilityforQuality高層管理Topmanagement負(fù)責(zé)組織的質(zhì)量。ResponsibleforQualityoftheOrganization項目經(jīng)理Projectmanager負(fù)責(zé)項目的質(zhì)量。ResponsibleforQualityoftheprojectIndividualemployee負(fù)責(zé)其所做工作的質(zhì)量。ResponsibleforthetaskstheyperformedPMP考前培訓(xùn)QualityPlanning質(zhì)量計劃PMBOK8.1.1

確定與項目有關(guān)的質(zhì)量標(biāo)準(zhǔn)并確定達(dá)到標(biāo)準(zhǔn)的方法。質(zhì)量政策（Qualitypolicy）有組織的最高層正式發(fā)布的關(guān)于質(zhì)量的總宗旨和總方向。如果組織沒有正式質(zhì)量政策，項目團(tuán)隊?wèi)?yīng)該為項目指定質(zhì)量政策。項目團(tuán)隊有責(zé)任確保干系人全面獲知質(zhì)量政策。范圍說明（Scopestatement）產(chǎn)品描述（Productdescription）標(biāo)準(zhǔn)和規(guī)范（Standardandregulation）PMP考前培訓(xùn)實(shí)驗設(shè)計DesignofExperiments

PMBOK8.1.2.4一種統(tǒng)計方法，幫助識別哪些因素將影響某種變量。多用于項目產(chǎn)品上。如：汽車設(shè)計中確定哪種懸置與車輪的搭配效果最好，并且價位合理。項目中的用途—成本與進(jìn)度tradeoff： 高級工程師的費(fèi)用高但用時少，低級工程師則相反。將高級和低級工程師進(jìn)行多種組合，已確定最佳。PMP考前培訓(xùn)QualityCost–質(zhì)量成本

PMBOK8.1.2.5質(zhì)量成本指為了達(dá)到產(chǎn)品/服務(wù)質(zhì)量而進(jìn)行的全部工作所發(fā)生的所有成本。包括符合要求的成本和不符合要求的成本。(CostofConformance/non-conformance)典型項目一般設(shè)定項目價值的3-5%作為質(zhì)量管理的成本。質(zhì)量成本類型QualityCostCategory:預(yù)防成本PreventionCost-costtoplanandexecuteaprojectsothatitwillbeerror-free鑒定成本AppraisalCost-costofevaluatingtheprocessesandtheoutputsoftheprocessestoensuretheproductiserror-free內(nèi)部失敗（故障）成本InternalFailureCost-costincurredtocorrectanidentifieddefectbeforethecustomerreceivestheproduct外部失?。ü收希┏杀綞xternalFailureCost-costincurredduetoerrorsdetectedbythecustomer.Thisincludeswarrantycost,fieldservicepersonneltrainingcost,complainthandling,andfuturebusinesslosses.測量與檢測設(shè)備成本MeasurementandTestEquipment-capitalcostofequipmentusedtoperformpreventionandappraisalactivities.PMP考前培訓(xùn)QAandQCComparison質(zhì)量保證(QA):在質(zhì)量體系中實(shí)施的全部有計劃、有系統(tǒng)的活動，以提供滿足項目相關(guān)標(biāo)準(zhǔn)的信心。

質(zhì)量控制(QC):一個過程，用來監(jiān)控具體項目結(jié)果，以決定他們是否符合相關(guān)的質(zhì)量標(biāo)準(zhǔn)，并識別消除不滿意績效的成因。QAManagerialprocessOrganizeDesignsprograms/processesSetsobjectivesProvideresourcesDevelopsproceduresQCTechnicalaspectofQualityExaminesAnalyzesMonitorsconformanceProvidesreportingPMP考前培訓(xùn)質(zhì)量控制中要區(qū)分以下概念PMBOK8.3預(yù)防(prevention)與檢查(inspection)特性抽樣(attributesampling)與變量抽樣(variablesampling)特殊原因(specialcause)與隨機(jī)原因(randomcause)許可的誤差(Tolerance/Threshold)與控制限度(controllimits)PMP考前培訓(xùn)質(zhì)量工具QualityTools流程圖曲線圖帕累托圖（ParetoDiagram）-80/20定理因果圖（魚骨圖/Ishikawa圖）圖表（Graphs）控制圖（ControlCharts）核對表（Checksheets）PMP考前培訓(xùn)Sampling確定樣本大小Beforerejectproduct,benchmarkthenumberofdefect(thisisthemanagementresponsibility).MethodsAcceptanceAttributeSpecialAttributeContinuoussamplingChainSkip-lotVariablesamplingPMP考前培訓(xùn)不斷改進(jìn)（ContinuesImprovementProcess）PDCA(戴明Deming):計劃Plan–提高當(dāng)前的實(shí)踐improvethepresentpractice執(zhí)行Do–計劃的實(shí)施implementtheplan檢查Check–通過測試來觀察是否得到了期望的結(jié)果。testtoseeifdesiredresultsareachieved行動Act–實(shí)施糾正行動。ImplementcorrectiveAction戴明還闡述說：85%的質(zhì)量問題應(yīng)由管理層負(fù)責(zé)，另外15%由團(tuán)隊成員負(fù)責(zé)。Demingalsostatedthat85%ofpoorqualityisattributabletothemanagement,15%totheteammembers.PMP考前培訓(xùn)Taguchi’stheoryQualityshouldbedesignedintotheproduct,notinspectedintoit.Qualityisbestachievedbyminimizingthedeviationfromatarget.Theproductshouldbedesignedtobeimmunetouncontrollableenvironmentalfactors.Thecostofqualityshouldbemeasuredasafunctionofdeviationfromthestandardandthelossesshouldbemeasuredsystem-wide.PMP考前培訓(xùn)AAR接受ARA測試ACR設(shè)計ACR需求EDCBAR—負(fù)責(zé) A—協(xié)助 C—審查責(zé)任分配矩陣可在各個等級實(shí)行責(zé)任分配矩陣PMP考前培訓(xùn)PMRolesandResponsibilitiesIntegrator集成者是看到項目目標(biāo)及項目如何融入組織整體計劃的人。PMisthemostlikelypersonwhocanviewboththeprojectandthewayitfitsintotheoverallplanfortheorganization.協(xié)調(diào)項目團(tuán)隊的努力。Mustcoordinatetheeffortsofalltheunitsoftheprojectteam.Communicator:水平，垂直，內(nèi)外，正式非正式等TeamLeaderDecisionMakerClimateCreatororBuilderThePMshouldattempttobuildasupportiveatmospheresothatprojectteammembersworktogetherandnotagainstoneanother.Seektoavoidunrestandnegativeformsofconflictbybuildingsupportiveatmosphereearly.PMP考前培訓(xùn)權(quán)力的類型

法定（LegitimateorFormal):基于一個人在公司中的正式地位。Basedonaperson'sformalpositioninthecompany.獎賞Reward:

提供好結(jié)果的能力。如：提升、漲工資等Powertogivepositiveconsequencesoroutcomes.強(qiáng)制Coercive(Penalty):

提供壞結(jié)果的能力。如：停職、解聘等。Referstonegativeconsequencesthatapersoncaninflictonothers.威望Referent:

通過團(tuán)隊成員將某人視為模范，崇拜并心甘情愿追隨而獲得的能力。Powergainedwhenteammembersadmire,andwillinglyfollow,anindividualasarolemodel專家權(quán)威Expert:

通過在某方面公認(rèn)的知識或技能水平而獲得的能力。Referstoearnedpowerthrougharecognizedlevelofknowledgeorskillinaspecificarea.Alsocalledcharisma.PMP考前培訓(xùn)領(lǐng)導(dǎo)風(fēng)格/決策模型

LeadershipStyles/DecisionModel

Autocratic（獨(dú)裁型）:

項目經(jīng)理很少或根本不從團(tuán)隊那里收集信息。ThePMsolicitslittleornoinformationfromteam.獨(dú)斷專行。Makesdecisionsolely.又被稱為：指導(dǎo)型。AlsoreferredtoasDirecting.

Consultiveautocratic（咨詢獨(dú)裁型）:

從團(tuán)隊那里收集大量信息。Intensiveinformationinputissolicitedfromtheteam.但自己作決定。ThePMstillmakesthedecisionssolely.又被稱為：說服型。MayalsobereferredtoasPersuading.

PMP考前培訓(xùn)領(lǐng)導(dǎo)風(fēng)格/決策模型

LeadershipStyles/DecisionModel

Democratic(民主型)

將問題交給團(tuán)隊討論并收集信息。Problempresentedtotheteamforopendiscussionandinformationgathering.團(tuán)隊做決策。Teammakesdecision.

又被稱為：參與型。AlsoreferredtoasParticipating/ConsensusManager.

LaisseyFaire(自由放任型)

集體內(nèi)上下之間很少或沒有信息交換。Littleornoinformationexchangetakesplacewithinthegroup(Upanddown).

團(tuán)隊有最終決策權(quán)。Theteamhastheultimateauthorityforthefinaldecision.又被稱為：授權(quán)型。AlsoreferredtoasDelegating/ShareholderManager.

注：這種類型被認(rèn)為是拙劣的管理。Thisstyleisconsideredtobepoormanagement.PMP考前培訓(xùn)Maslow的需求層次理論人與人之間存在需求差異。生理安全愛和歸屬自尊自我實(shí)現(xiàn)PMP考前培訓(xùn)動機(jī)理論MotivationTheories

TheoryX:(developedbyMcGregortodescribehowmanagersrelatetosubordinates)Mostpeopledisliketheirworkandwillavoidit.Mostpeoplelackambitionandhavelittlecapacityforproblemsolvingandcreativity.Workerspreferdirectionandavoidtakingresponsibilityandinitiative.WorkersmotivatedonlybyMaslow'slowerlevelneeds(physiologicalandsafety).Workersareself-centered,indifferenttotheneedsoftheorganization,andresistanttochange.TheoryY:(alsodevelopedbyMcGregor)Mostpeoplemeethighperformanceexpectationsifappropriatelymotivatedandtheclimatesupportive.Mostpeoplearecreative,imaginative,ambitious,andcommittedtomeetingtheorganization'sgoals.Mostpeopleareself-disciplined,candirectandcontrolthemselves,desireresponsibilities,andacceptthemwillingly.WorkersaremotivatedbyMaslow'shigherlevelneeds(selfesteemandselfactualization)PMP考前培訓(xùn)動機(jī)理論MotivationTheories

TheoryZ:(DevelopedbyOuchi.ThesourcewastheJapaneseworkplace)SimilarcharacteristicsasTheoryY.Managementdeemsworkersastrustworthyandcapableofworkingwithoutclosesupervision.Workersaremotivatedbyselfesteemandselfactualization.Japanesemanagementprovidesasupportiveenvironmentwithlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility.Ouchitheorizedthattotheextentlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility,thenworkerproductivityandmotivationwouldimprove.ContingencyTheory:(DevelopedbyMorseandLorsch)Peoplehaveacentralneedtodevelopasenseofcompetence.Thisneedcontinuestomotivateevenaftercompetencehasbeenachieved.Projectmanagersshouldensurethatthereisagoodmatchbetweenteammembers'skillsandtheirassignmentsandthattheorganizationalclimateisconducivetomeetingteammembersneedsandachievingasenseofcompetence.PMP考前培訓(xùn)動機(jī)理論MotivationTheories

GoalSettingTheory:(DevelopedbyLathamandLocke)Workingtowardsagoalisamajorsourceofjobmotivation.Individualshaveaninternaldesiretoachievegoals