-
ESSENCE OF PMBOK & PMP EXAM
ESSENCE OF PMBOK & PMP EXAM
PMBOK
及
PMP
考试精要
(
考试串讲教材
)
1
PROJECT
MANAGEMENT KNOWLEDGE
AREAS
项目管理知识体系
.
.........................................
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2
2
PROJECT LIFE CYCLE / PROJECT MANAGEMENT
PROCESS GROUPS
项目生命周期和项目管理过程组
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18
3
SCOPE
范围
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20
4
HUMAN
RESOURCE
人力资源
.
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22
5
COMMUNICATIONS<
/p>
沟通
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26
6
TIME
时间
..........
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29
7
COST
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32
8
RISK
风险
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37
9
QUALITY
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39
10
11
12
13
PROCUREMENT
采购
...
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43
INTEGRATION
综合
...
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46
PROFESSIONAL
RESPONSIBILITIES
专业职责
.
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47
POSSIBLE EXAM
QUESTIONS
考点
................
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48
1
ESSENCE OF PMBOK & PMP EXAM
1
PROJECT MANAGEMENT
KNOWLEDGE AREAS
项目管理知识体系
Knowledge
Areas
Primary
Inputs
输入
知识体系
INTEGRATION
整体
制定项目章程
1.
合同
(
如果适用
)
Develop Project
Contract(When applicable)
Charter
2.
项目工作说明书
Project
statement of work
3.
事业环境因素
Enterprise
environmental factors
4.
组织过程资产
Organizational process
assets
制定项目初步范围
1.
项目章程
Project
charter
说明书
2.
项目工作说明书
Project
statement of work
3.
事业环境因素
Enterprise
environmental factors
4.
组织过程资产
Organizational process
assets
制定项目管理计
1.
项目初步范围说明书
划
Develop
Preliminary project scope
Project
statement
management Plan
2.
项目管理各过程
Project
management processes
3.
事业环境因素
Enterprise
environmental factors
4.
组织过程生产
Organizational process
assets
指导与管理项目执<
/p>
1.
项目管理计划
Progece
行
Direct and
management plan
Manage
Project
2.
批准的纠正措施
Approved
Execution
corrective actions
3.
批准的预防措施
Approved
preventive actions
4.
批准的变更申请
Approved
change requests
5.
批准的缺陷补救
Approved
defect repair
6.
确认的缺陷补救
Validated
defect repair
7.
行政收尾程序
Administrative closure
procedure
Tools &
Techniques
工具及
技术
1.
项目选择方法
Project
selection methods
2.
项目管理方法论
Project
management methodology
3.
项目管理信息系统
Project management
information system
4.
专家判断
Expert
judgment
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
Project management
information system
3.
专家判断
Expert
judgment
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
Project management
information system
3.
专家判断
Expert
judgment
Primary
Outputs
输出
1.
项目章程
Project
charter
1.
项目初步范围说明
书
Preliminary
project scope
statement
1.
项目管理计划
Progece management
plan
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
Project management
information system
1.
可交付成果
Deliverables
2.
请求的变更
Requested changes
3.
实施的变更请求
Implementde change
requests
4.
实施的纠正措施
Implementde
corrective
actions
5.
实施的预防措施
Implementde
preventive
actions
6.
实施的缺陷补救
Implementde defect
2
ESSENCE OF PMBOK & PMP EXAM
监控项目工作
Monitor and
Control Project
Work
1.
项目管理计划
Progece
management plan
2.
工作绩效信息
Work
performance information
3.
否决的变更请求
Rejected
change requests
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
Project management
information system
3.
实现价值技术
Eamed
value technique(EVT)
4.
专家判断
Expert
judgment
整体变更控制
Integrated
Change Control
1.
项目管理计划
Progece
management plan
2.
请求的变更
Requested
changes
3.
工作绩效信息
Work
performance information
4.
推荐的纠正措施
Recommended corrective
action
5.
推荐的预防措施
Recommended preventive
action
6.
推荐的缺陷补救
Recommended defect repair
7.
可交付成果
Deliverables
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
Project management
information system
3.
专家判断
Expert
judgment
项目收尾
Close
Project
1.
项目管理计划
Progece
management plan
2.
合同文件
Contract
1.
项目管理方法系
Project
management methodology
2.
项目管理信息系统
3
repair
7.
工作绩效信息
Work performance
information
1.
推荐的纠正措施
Recommended
corrective
action
2.
推荐的预防措施
Recommended
preventive
action
3.
预测
Forecasts
4.
推荐的缺陷补救
Recommended defect
repair
5.
请求的变更
Requested changes
1.
批准的变更申请
Approved change
requests
2.
否决的变更请求
Rejected change
requests
3.
项目管理计划
(
更
新
) Project
management
plan(updates)
4.
项目范围说明书
(
更新
) Project
scope
statement(updates)
5.
批准的纠正措施
Approved corrective
actions
6.
批准的预防措施
Approved preventive
actions
7.
批准的缺陷补救
Approved defect
repair
8.
确认的缺陷补救
Validated defect
repair
9.
可交付成果
Deliverables
1.
行政收尾程序
Administrative
closure
procedure
ESSENCE OF PMBOK & PMP EXAM
documentation
3.
事业环境因素
Enterprise
environmental factors
4.
组织过程资产
Organizational process
assets
5.
工作绩效信息
Work
performance information
6.
可交付成果
Deliverables
SCOPE
范围
范围规划
Scope
Planning
Project management
information system
3.
专家判断
Expert
judgment
2.
合同收尾程序
Contract
closure
procedure
3.
最终产品
,
服务或
成果
Final
product,service or
result
4.
组织过程资产<
/p>
(
更
新
)
Organizational
process
assets(updates)
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
Organizational process
assets
3.
项目章程
Project
charter
4.
项目初步范围说明书
Preliminary project scope
statement
5.
项目管理计划
Project
management plan
范围定义
Scope
1.
组织过程资产
Definition
Organizational
process
assets
2.
项目章程
Project
charter
3.
项目初步范围说明书
Preliminary project scope
statement
4.
项目范围管理计划
Project
scope management plan
5.
批准的变更申请
Approved
change requests
制作工作分解结构
1.
组织过程资产
Create WBS
Organizational
process
assets
2.
项目范围说明书
Project
scope statement
3.
项目范围管理计划
Project
scope management plan
4.
批准的变更申请
Approved
change requests
1.
专家判断
Expert
judgment
1.
项目范围管理计划
2.
样板
,
表格与标准
Project scope
Templates,forms,standards
management plan
1.
产品分析
Product
analysis
2.
其他方案识别
Alternatives
identification
3.
专家判断
Expert
judgment
4.
利害关系者分析
Stakeholder analysis
1.
项目范围说明书
Project
scope
statement
2.
请求的变更
Requested changes
3.
项目范围管理计划
Project scope
management
plan
1.
工作分解结构模板
Work
breakdown structure
templates
2.
分解
Decomposition
1.
项目范围说明书
(
更新
) Project
scope
statement(updates)_
2.
工作分解结构
Work breakdown
structure
3.
工作分解结构词汇
表
WBS dictionary
4.
范围基准
Scope
baseline
5.
项目范围管理计划
4
ESSENCE OF PMBOK & PMP EXAM
Scope
Verification
范
围核实
1.
项目范围说明书
Project
1.
检查
Inspection
scope statement
2.
工作分解结构词汇表
WBS
dictionary
3.
项目范围管理计划
Project
scope management plan
4.
可交付成果
Deliverables
1.
项目范围说明书
Project
scope statement
2.
工作分解结构
Work
breakdown structure
3.
工作分解结构词汇表
WBS
dictionary
4.
项目范围管理计划
Project
scope management plan
5.
绩效报告
Performance
reports
6.
批准的变更申请
Approved
change requests
7.
工作绩效信息
Work
performance information
1.
变更控制系统
Change
control system
2.
偏差分析
Variance
analysis
3.
补充规划
Replanning
4.
配置管理系统
Configuration management
system
范围控制
Scope
Control
TIME
进度
活动定义
Activity
Definition
(
更新
) Project
scope management
plan(updates)
6.
请求的变更
Requested changes
1.
验收的可交付成果
Accepted
deliverables
2.
请求的变更
Requested changes
3.
推荐的纠正措施
Recommended
corrective
actions
1.
项目范围说明
书
(
更新
) Project
scope
statement(updates)
2.
工作分解结构
(
更
新
) Work breakdown
structure(updates)
3.
工作分解结构词汇
表
(
更新<
/p>
) WBS
dictionary(updates)
4.
范围基准
(
更新
)
Scope
baseline(updates)
5.
请求的变更
Requested changes
6.
推荐的纠正措施
Recommended
corrective
action
7.
组织过程资产
(<
/p>
更
新
) Organizational
process
assets(updates)
8.
项目管理计划
(
更
新
) Project
management
plan(updates)
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
Organizational process
assets
1.
分解
Decomposition
2.
样板
Templates
3.
滚动式规划
Rolling
wave
planning
4.
专家判断
Expert
judgment
1.
活动清单
Activity
list
2.
活动属性
Activity
attributes
3.
里程碑清单
5
ESSENCE OF
PMBOK & PMP EXAM
活动排序
Activity
Sequencing
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
1.
项目范围说明书
Project
scope statament
2.
活动清单
Activity list
3.
活动属性
Activity
attributes
4.
里程碑清单
Milestons
list
5.
批准的变更请求
Approved
change requesta
5.
规划组成部分
Planning
componet
Milestone list
4.
请求的变更
Requested changes
活动资源估算
Activity
Resource
Estimating
< br>1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
Organizational process
assets
3.
活动清单
Activity
list
4.
活动属性
Activity
attributes
5.
资源可利用情况
Resouce
availability
6.
项目管理计划
Project
management l
1.
紧前关系绘图法
(PDM)
Precedence Diagramming
Method(PDM)
2.
箭线绘图法
(ADM) Arrow
Diagramming Method(ADM)
3.
进度网络样板
Schedule
network tempiates
4.
确定依赖关系
Dependency
determination
5.
利用时间提前量与滞后量
Applying leads and lags
1.
专家判断
Expert
judgment
2.
多方案分析
Alternatives
analysis
3.
出版的估算数据
Published
estimating data
4.
项目管理软件
Project
management sortware
5.
自上而下的估算
Bottom
estimating
1.
项目进度网络图
Project schedule
network
diagrams
2.
活动清单
(
更新
)
Activity list
(updates)
3.
活动属性
(
更新
)
Activity
attributes(updates)
4.
请求的变更
Requesaed changes
1.
活动资源要求
Activity resource
requirements
2.
活动
属性
(
更新
)
Activity
attributes(updates)
3.
资源分解结构
Resource breakdown
structure
4.
资源日历
(
更
新
)Resource
calendars
5.
请求的变更
Requested changes
1.
活动持续时间估算
Activity duration
estimates
2.
活动属性
Activity
attributes(updates)
活动持续时间估
算
Activity
Duration
Estimating
< br>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
scops statement
4.
活动清单
Activity list
5.
活动属性
Activity
attributes
6.
活动资源要求
Activity
resource requirements
7.
资源日历
Resource
1.
专家判断
Expert
judgment
2.
类比估算
Analogous
estimating
3.
参数估算
Parametric
estimating
4.
三点估算
Three-
point
estimates
5.
后备分析
Reserve
analysis
6
ESSENCE OF PMBOK & PMP EXAM
制定进度表
Schedule
Development
calendars
8.
项目管理计划
Project
management plan
●风险登记册
Risk
register
●活动费用估算
Activity
cost estimates
1.
组织过程资产
Organizational process
assets
2.
项目范围说明书
Project
scope statement
3.
活动清单
Activity list
4.
活动属性
Activity
attributes
5.
项目进度网络图
Project
schedule network diagrams
6.
活动资源要求
Activity
resource requirements
7.
资源日历
Resource
calendars
8.
活动持续时间估算
Activity duration estimates
9.
项目管理计划
Project
management plan
●风险登记册
Risk
register
1.
进度网络分析
Schedule
network analysisi
2.
关键路线法
Critical
path method
3.
进度压缩
Schsdule
compression
4.
假设情景分析
What-if
scenario analysis
5.
资源平衡
Resource
leveling
6.
关键链法
Critical
chain method
7.
项目管理软件
Project
management software
8.
应用日历
Applying
calendars
9.
调整时间提前滞后量
Adjusting leads and lags
10.
进度模型
Schedule
model
进度控制
Schedule
1.
进度管理计划
schedule
Control
management plan
2.
进度基准
Schedule
baseline
3.
绩效报告
Performance
reports
4.
批准的变更要求
Approved
change requests
1.
项目进度表
Project
schedule
2.
进度模型数据
Schedule
model data
3.
进度基准
Schedule
baseline
4.
资源要求
Resource
requirements(update
s)
5.
活动属性
(
更新
)
Activity
attributes(updates)
6.
项目日历
(
更
新
)Project calendar
7.
请求的变更
Requesaed
changes
8.
项目管理计划
(
更
新
) Project
management
plan(updates)
●进度管理计划
(
更新
) Schedule
management
plan(updates)
1.
进度报告
Progress
1.
进度模型数据
(
更
reporting
新
)
Schedule model
2.
进度变更控制系统
data(updates)
Schedule
change control
2.
进度基准
(
更新
)
system
Schedule
3.
绩效衡量
Performance
baseline(updates)
measurement
3.
绩效衡量
4.
项目管理软件
Project
Performance
management
software
measurements
5.
偏差分析
Variance
4.
请求的变更
analysisi
Requesaed changes
6.
进度比较横道图
Schedule
5.
推荐的纠正措施
comparison bar chars
Recommended
corrective action
6.
组织过程资产
(
更
新
) Organizational
7
ESSENCE OF PMBOK & PMP EXAM
COST
费用
费用估算
Cost
Estimating
费用预算
Cost
Budgeting
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.
工作分解结构
Work
breakdown structure
5.
工作分解结构词汇表
WBS
dictionary
6.
项目管理计划
Progece
management plan
●进度管理计划
Schedule
management plan
●人员配备管理计划
Staffing management
plan
●风险登记册
Risk
registor
1.
项目范围说明书
Project
scope statement
2.
工作分解结构
Work
breakdown structure
3.
工作分解结构词汇表
WBS
dictionary
4.
活动费用估算
Activity
cost estimates
5.
活动费用估算支持细节
Activity cost estimate
supporting detall
6.
项目进度
Project
schedule
7.
资源日历
Resource
calendars
1.
类比估算
Analogous
estimating
2.
确定资源费率
Determine
resource cost rates
3.
自上而下估算
Bottom-
up
estimating
4.
参数估算
Parametric
estimating
5.
项目管理软件
Project
management software
6.
供货商投标分析
Vendor
bid analysis
7.
准备金分析
Reserve
analysis
8.
质量成本
Cost of
quality
process
assets(updates)
7.
活动清单
(
更新
)
Activity
list(updates)
8.
活动属性
(
更新
)
Activity
attributes(updates)
9.
项目管理计划
(
更
新
) Project
management
plan(updates)
1.
活动费用估算
Activity cost
estimates
2.
活动费用估算支持
细节
Activity
cost estimate
supporting
detall
3.
请求的变更
Requested changes
4.
< br>费用管理计划
(
更
新
) Cost management
plan(updates)
1.
费用汇总
Cost
aggregation
2.
储备基金分析
Reserve
analysis
3.
参数估算
Parametric
esrimating
4.
资金限制平衡
Funding
limit reconciliation
1.
费用基准
Cost
baseline
2.
项目资金要求
Project funding
requirements
3.
项目管理计划
(
< br>更
新
) Project
management
plan(updates)
4.
请求的变更
Requested changes
8
ESSENCE OF
PMBOK & PMP EXAM
费用控制
Cost
Control
8.
合同
Contract
9.
费用管理计划
Cost
management plan
1.
费用基准
Cost
baseline
2.
项目资金要求
Project
funding requirements
3.
绩效报告
Performance
reports
4.
工作绩效信息
Work
performance information
5.
批准的变更申请
Approved
change requests
6.
项目管理计划
Project
management plan
1.
费用变更控制系统
Cost
change control system
2.
绩效衡量分析
Performance measurements
analysis
3.
预测
Forecasting
4.
项目绩效审核
Project
performance reviews
5.
项目管理软件
Project
management software
6.
偏差管理
Variance
management
RISK
风险
风险管理规划
Risk
Management
Planning
风险识别
Risk
Identification
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.
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.
风险管理计划
Risk
1.
费用估算
(
更新
)
Cost
estimates(update)
2.
费用基准
(
更新
)
Cost
baseline(update)
3.
绩效衡量
Performance
measurements
4.
预测完工
5.
请求的变更
Requested changes
6.
推荐的纠正措施
Recommended
corrective
action
7.
组织过程资产
(<
/p>
更
新
)
Organizational
process
assets(updates)
8.
项目管理计划
(
更
新
) Project
management
plan(updates)
1.
规则会议和分析
Planning
1.
风险管理计划
meeting and analysis
Risk
Management
Plan
1.
文件审查
Documentation
reviews
2.
信息搜索技术
Information gathering
techniques
3.
核对表分析
Checklist
analysis
4.
假设分析
Assumptions
1.
风险登记册
Risk
register
9
ESSENCE OF PMBOK & PMP EXAM
Qualitative
Risk
Analysisi
风险定性分析
Management Plan
5.
项目管理计划
Project
management plan
1.
组织过程生产
Organizational process
assets
2.
项目范围说明书
Project
scope statement
3.
风险管理计划
Risk
Management Plan
4.
风险登记册
Risk
register
analysis
5.
图解技术
Diagiamming
techniques
1.
风险概率与影响评估
Risk
probability and impact
assessment
2.
概率和影响矩阵
Probablity and impact
matrix
3.
风险数据质量评估
Risk
data quality assessment
4.
风险分类
Risk
categorization
5.
风险紧迫性评估
Risk
urgency assessment
1.
数据收集和表示技术
Data
gathering and
representation
techniques
2.
定量风险分析和模型技术
Quantitative risk
analysis
and modeling
techniques
1.
风险登记册
(
更
新
)
Risk
register(updates)
定量风险分析
Quantitative
Risk Analysis
1.
组织过程生产
Organizational process
assets
2.
项目范围说明书
Project
scope statement
3.
风险管理计划
Risk
Management Plan
4.
风险登记册
Risk
register
5.
项目管理计划
Project
management plan
●项目进度管理计划
Project
schedule
management plan
●项目费用管理计划
Project
cost management
plan
1.
风险管理计划
Risk
Management Plan
2.
风险登记册
Risk
register
1.
风险登记册
(
更新
)
Risk
register(updates)
风险应对规划
Risk Response
Planning
1.
消极风险或威胁的应对策略
Strategies for negative
risk
or threats
2.
积极风险或机会的应对策
略
Strategies for
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
10
1.
风险登记册
(
更新
)
Risk
register(updates)
2.
项目管理计划
(
更<
/p>
新
) Project
management
plan(updates)
3.
与风险有关的合同
协议
Risk-related
contractual
agreements
ESSENCE OF PMBOK & PMP EXAM
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
QUALITY
质量
质量规划
Quality
Planning
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
(<
/p>
更
新
) Organizational
process
assets(updates)
6.
项目管理计划
(
更
新
) Project
management
plan(updates)
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
实施质量保证
1.
质量管理计划
Quality
Perform Quality
management
plan
Assurance
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
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.
质量规划工具与技术
1.
请求的变更
Quality
planning tools and
Requested changes
techniques
2.
推荐的纠正措施
2.
质量审计
Quality audits
Recommended
3.
过程分析
Process
corrective action
analysis <
/p>
3.
组织过程资产
(
更
4.
质量控制工具与技术
新
) Organizational
Quality control tools and
process
techniques
assets(updates)
4.
项目管理计划
(
更
11
ESSENCE OF PMBOK &
PMP EXAM
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
实施质量监控
1.
质量管理计划
Quality
Perform Quality
management
plan
Control
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
新
) Project
management
plan(updates)
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
HUMAN
RESOURCE
人
力资源
人力资源规划
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)
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
1.
组织机构图和岗位描述
Organization charts and
position descriptions
12
1.
角色与职责
roles
and
responsibilities
ESSENCE OF
PMBOK & PMP EXAM
项目团队组建
Acquire Project
Team
项目团队建设
Develop
Project
Team
Organizational
process
assets
3.
项目管理计划
Progece
management plan
●活动资源需求
Activity
resource requirements
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
2.
交际
Networking
3.
组织理论
Organization
theory
1.
预分派
Pre-
assignment
2.
谈判
Negotiation
3.
招募
Acquisition
4.
虚拟团队
Virtual teams
2.
项目组织图
Projece
organization chares
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)
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.
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
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
(<
/p>
更
新
) Organizational
process
assets(updates)
5.
项目管理计划
(
更
新
) Project
management
plan(updates)
COMMUNICATIONS
沟
13
ESSENCE OF PMBOK & PMP EXAM
通
Communications
1.
事业环境因素
Enterprise
Planning
沟通规划
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
Information
1.
沟通管理计划
Distributi
on
信息
Communications
management
发布
plan
1.
沟通需求分析
1.
沟通管理计划
Communications
Communications
requirements
analysls
management plan
2.
沟通技术
Communications
technology
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
(<
/p>
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
14
ESSENCE OF
PMBOK & PMP EXAM
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)
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
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
1.
采购文件
2.
专家判断
Expert
Procurement
Judgment
documents
2.
评估标准
Evaluation criteria
3.
合同工作说明书
(
更新
)
Contract
statement of
work(updates)
15
ESSENCE OF PMBOK & PMP EXAM
询价
Request
Seller
Responses
卖方选择
Select
Sellers
合同管理
Contract
Administration
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
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.
合格卖方清单
Qualified sellers
list
2.
采购文件包
Procurement
document package
3.
建议书
Proposals
1.
加权系统
Weighting
1.
选中的卖方
system
Selected sellers
2.
独立估算
Independent
2.
合同
Contract
estimates
3.
合同管理计划
3.
筛选系统
Screening
Contract management
system
plan
4.
合同谈判
4.
资源可利用情况
negotiation
Resource
5.
卖方评级系统
Seller
availability
rating systens
5.
采购管理计划
(
更
6.
专家判断
Expert
新
) Procurement
judgment
management
7.
建议书评估技术
Proposal
plan(updates)
evaluation techniques
6.
请求的变更
Requested changes
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
16
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
(<
/p>
更
新
) Organizational
ESSENCE OF PMBOK & PMP EXAM
performance information
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
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
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)
17
ESSENCE OF
PMBOK & PMP EXAM
2
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
(Implementatio
n)
Execute the
project
plan
执行项目计划
CONTROL
控制
CLOSE-
OUT
结束
(Termination)
(Finishing)
Integrated
Procurement
change
audits
采购审计
control
综合
变更控制
Manage project
Project
Product
progress
管
理
performance
verification
产
项目进程
rep
orting
项
品确认
目绩效报告
Complete
work
Performance
Formal
packages or
reporting
绩
acceptance
正式
tasks
完成工作
效报告
接收
包或任务
Determine project
objectives
确定项目
目标
Determine high
level
deliverables,
time & cost
es
timates
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
Finalize the team & create
Distribute
resource
management plan
information
信<
/p>
人员获取及创建资源管理计划
息发布
Create WBS di
ctionary
创建
工作分解结构字典
Create Network
Diagram
创
建网络图
Quality
assurance
质量
保证
Team
development
团
队发展
Progress
meetings
状态
评审
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
Lessons
learned
经验教训
Update
records
更新记录
Archive
records
文档记录
Estimate time &
costs
估算
时间及成本
Release
resources
人员遣
散
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
18
ESSENCE OF
PMBOK & PMP EXAM
Create
Communications
Management
Plan
创建沟通管
理计划
Create Quality Management
Plan
创建质量管理计划
Overall
整体
Risk management planning,
identification,
qualification,
quantification & response
pl
anning
风险管理计划，识
别、定性、定量分析及应对计<
/p>
划编制
Create
procurement
management
plan
创建采购管
理计划
Create stakeholder
management plan
创建对发起
< br>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
Leading
Solving
Negotiatin
the
领导
problems
g
谈判
organization
解决问题
组织机构的影
响
Ensure
compliance
with
plans
确
保按计划进行
Reassess
plans
补充计
划
Take
corrective
action
纠正措
施
Communicating
沟通
Holding
meetings
召开会议
Stakeholder
management
干系人管理
19
ESSENCE OF PMBOK & PMP EXAM
3
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 s
uccessfully.
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
st
required. Anything missing
in the WBS should be added. The 1
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 th
e 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
20
ESSENCE OF
PMBOK & PMP EXAM
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 organiz
ational
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 ass
ignments..
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 a
pproach).
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。
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 certa
in
在
计划编制过程中被认为真的、对的、确定的因素
21
ESSENCE OF PMBOK & PMP EXAM
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
产品范围定义中的错误或冗长
of the product
An error
or omission in defining the scope
项目范围定义中的错误或冗长
of
the project
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)
< br>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）
4
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
22
ESSENCE OF
PMBOK & PMP EXAM
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
Conflict
Management
冲突管理
Problem Solving /
address
conflict directly in problem solving mode
在问题解决中直接面对
Confrontation
解决
/
面
问题的方法
< br> [win/win]
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
< br>不认为它随后会成为一个大问题）
Withdrawal
(Ignoring)
retreating from
ac
tual or potential disagreement;
delaying (e.g. “Just
撤退（忽略）
document the problem”)从实际的或潜在的争吵中退出，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）
Sources of
EXECUTION &
Most
Conflict
INITIATIO
PLANNIN
CONT
ROL
执
CLOSE-OUT
冲突的原因
N
启动
G<
/p>
计划编
行控制
收尾
Tensio
制
n
最主
要压力
23
ESSENCE OF
PMBOK & PMP EXAM
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
< br>个性冲
突
1
2
1
3
+
3
2
1
2
3
1
3
+
+
+
2
3
steps of problem solving:
解决问题的三个步骤
1.
Analyze the
situation / Document the situation
分析
/
证实情况
2.
Develop
alternatives with the
team
团队开发替代方案
3.
Go to
management
执行管理
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.
Maslow’s
Hierarchy of Needs Theory (Physiological, Safety,
Social/Belonging, Esteem,
Self-Actualiz
ation)
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）
2.
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）
Process: “How” personal factors
influence
behavior
作用：个人因素“如何”影响行为
1.
McGregor’s
Theory X and Theory Y (X: Assumes people lack
ambition, disli
ke
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
）
2.
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）
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
24
ESSENCE OF PMBOK & PMP EXAM
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
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.
4.1.1.1
Forms of
Organization
组织形式
Functional
职
Groups
people by specialization. Project manager has no
formal authority of
能
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
Retains
functional but adds a Project Expeditor who serves
as a communications
Expeditor
link and coordinator for the project
across functional units
保留职能，添加一个能
项目联络员
在项目各职能部门起联络作用的项目联系人
Project
Similar to Project
Expeditor except the Coordinator reports to a
higher level
Coordinator
项
manager and has some authority to assign w
ork
与项目联系人相似，不同的是，项目协调
目协调员
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
Vertical functional
lines of authority maintained with a relatively
permanent
矩阵
horizontal structure containing
managers for various
project
s.
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
强矩阵
似于弱矩阵，所不同的是，权力倾向于项目经理
Projectized
项
A
separate, vertical structure is established for
each project. All the project
目性
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
< br>
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
Autocratic
专
领导风格
PM makes decision without soliciting
information from
team
项目经理个人作出决定而
25
ESSENCE OF PMBOK & PMP EXAM
制
不用考虑员工的意见，适用于紧急状况
Consultative
Intensive
information solicited; PM makes decision
最大程度的收集信息，项目经理制
咨询式管理
定决策
Consensus
协商
Team
makes decision; open discussion and information
gathering by
team
团队做决
式管理
策，开放式讨论并从团队收集信息，主要决策由高层决定
Shareholder
参
Little
or no information exchange
; team has
ultimate authority for final
与
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 a
cquired.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
5
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
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
Communicator
发报
The
originator of the message
消息的产生者（确保信息清楚、
无歧意并且完整）
者
Message
消息
Thoughts, feelings, or ideas reduced to
sender and receiver
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
-----<
/p>
〉接收
-------
〉反馈
26
ESSENCE OF PMBOK & PMP EXAM
Communications
Channels
沟通渠道
=
(n
- 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 sp
ace
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
< br>
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
< br>
2
Formal
Written
正式书
Project Charter,
Management Plan (this is the best type of
面
communication
method to use when there are cultural
differences and distance between team m
embers)
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
Notes,
memos
笔记，备忘录
式书面
Formal
Verbal
正式口头
Presen
tations
介绍、讲演
Informal Verbal
非正式
Conversations
交谈
口头
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 accou
ntabilities
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
27
ESSENCE OF PMBOK & PMP EXAM
距离
Difficulties with technical
language
不
懂技术术语
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
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
< br>
）
Management
Styles
管理风格
Authoritarian
Lets
individuals know what is expected of
them
进行具体指导，并希望遵守规则与标准
独裁
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
Friendly and
agreeable
友好的、容易相处的
调和
Disruptive
分
Tends
to disrupt unity and cause
disorder
倾向于破坏团结造成混乱
裂
Ethical
伦理
Honest and
sincere
诚实真诚（强调公平解决）
Facilitating
Does not
interfere with day-to-day tasks, but is available
for help and guidance
提供方便
when
needed
不干扰日常任务，但在需要时提供帮助和干扰
Intimidating
Reprimands
employees for the sake of a
申斥那些制造麻烦的人
威胁
Judicial
公正
Applies sound
judgment
应用合理判断
Pr
omotional
促
Cultivates team
spirit; rewards good work; encourages subordinates
to realize
进
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
Not
open or outgoing in speech, activity, or
purpose
不公开介绍，活动，意图
开的
Management
Skills
管理
技能
Leading
领导
Establishing direction, aligning
people, and motivating and inspiring
确定方
向，协调思想，激励与鼓舞
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