-
ESSENCE OF PMBOK & PMP EXAM
ESSENCE OF PMBOK & PMP EXAM
PMBOK
及
PMP
考试精要
(
考试串讲教材
)
PROJECT MANAGEMENT KNOWLEDGE
AREAS
项目管理知识体系
.
...... 2
PROJECT
LIFE CYCLE / PROJECT MANAGEMENT PROCESS
GROUPS
项目
生命周期及过程组
..................................................
....................................... 10
SCOPE
范围管理
.......
..................................................
................................... 18
HUMAN
RESOURCE
人力资源管理
.<
/p>
........................................
.................... 21
COMMUNICATIONS<
/p>
沟通管理
........................
............................................. 25
TIME
时间管理
........
..................................................
..................................... 29
COST
成本管理
< br>.
...................................
..................................................
......... 33
RISK
风险管理
........
..................................................
...................................... 38
QUALITY
质量管理
.....
..................................................
................................. 40
PROCUREMENT
采购管理
<
/p>
.
............................
............................................... 40
INTEGRATION
整体管理
<
/p>
........................................
....................................... 19
PROFESSIONAL
RESPONSIBILITIES
职业道德
......................................... 19
POSSIBLE EXAM
QUESTIONS
考点
................
......................................... 20
光环国际管理培训中心
1
ESSENCE OF PMBOK & PMP
EXAM
PROJECT MANAGEMENT KNOWLEDGE
AREAS
项目管理知识体系
Knowledge
Areas
知识
体
系
INTEGRATION
整
体
制定项目章程
Develop
Project
Charter
Primary
Inputs
输入
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.
合同
(
如果适用
)
Contract(When applicable)
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
1.
项目章程
Project
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
1.
项目初步范围说明书
Preliminary project scope
statement
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
1.
项目管理计划
Progece
management plan
2.
批准的纠正措施
Approved
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
制定项目初步范围
说明书
1.
项目初步范围说明
书
Preliminary project
scope statement
制定项目管理计
划
Develop
Project
management
Plan
1.
项目管理计划
Progece
management plan
指导与管理项目执
行
Direct
and
Manage Project
Execution
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
repair
7.
工作绩效信息
Work performance
information
光环国际管理培训中心
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
1.
项目管理计划
Progece
Integrated Change
management
plan
Control
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
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
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.
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
2.
合同收尾程序
Contract
closure
procedure
3.
最终产品
,
服务或成
果
Final pr0duct,
service or
result
4.
组织过程资产
(
更
新
)
Organizational
process
assets(updates)
光环国际管理培训中心
3
ESSENCE OF PMBOK & PMP
EXAM
SCOPE
范围
范围规划
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
1.
组织过程资产
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
1.
组织过程资产
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
2.
样板
,
表格与标准
Templates,forms,standards
1.
项目范围管理计划
Project scope
management
plan
范围定义
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.
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
(
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.<
/p>
工作分解结构
(
更
新
) Work breakdown
structure(updates)
制作工作分解结构
Create
WBS
1.
工作分解结构模板
Work
breakdown structure
templates
2.
分解
Decomposition
Scope
Verificat
ion
范围
核实
范围控制
Scope
Control
1.
项目范围说明书
Project
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
1.
检查
Inspection
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
光环国际管理培训中心
4
ESSENCE OF PMBOK & PMP
EXAM
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
Configuration management
system
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)
TIME
进度
活动定义
Activity
Definition
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
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
1.
分解
Decomposition
2.
样板
Templates
3.
滚动式规划
Rolling
wave
planning
4.
专家判断
Expert
judgment
5.
规划组成部分
Planning
componet
1.
活动清单
Activity
list
2.
活动属性
Activity
attributes
3.
里程碑清单
Milestone list
4.
请求的变更
Requested changes
活动排序
Activity
Sequencing
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
活动资源
估算
1.
事业环境因素
Enterpr
ise
1.
专家判断
Expert
judgment
Activity Resource
environmental factors
2.
多方案分析
Alternatives
Estimating
2.
组织过程资产
Organizational
analysis
process assets
3.
出版的估算数据
Published
3.
活动清单
Activity
list
estimating data
4.
活动属性
Activity
attributes
4.
项目管理软件
Project
management sortware
5.
资源可利用情况
Resouce
5.
自上而下的估算
Bottom
availability
estimating
6.
项目管理计划
Project
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）
5
光环国际管理培训中心
ESSENCE OF PMBOK & PMP EXAM
Resource calendars
5.
请求的变更
Requested changes
活动持续时间估
1.
事业环境因素
Enterprise
1.
专家判断
Expert
judgment
1.
活动持续时间估算
environmental factors
Activity duration
算
Activity
2.
类比估算
Analogous
estimates
2.
组织过程资产
Duration
estimating
2.
活动属性
Activity
Estimating
Organizational
process assets
3.
参数估算
Parametric
attributes(updates)
3.
项目范围说明书
Project
estimating
scops
statement
4.
三点估算
Three-point
4.
活动清单
Activity list
estimates
5.
活动属性
Activity attributes
5.
后备分析
Reserve
analysis
6.
活动资源要求
Activity
resource requirements
7.
资源日历
Resource
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
制定进度
表
1.
组织过程资产
1.
进度网络分析
Schedule
1.
项目进度表
Project
Schedule
Organizational process assets
network analysisi
schedule
Development
2.
项目范围说明书
Project
2.
关键路线法
Critical
path
2.
进度模型数据
scope statement
method
Schedule model data
3.
活动清单
Activity list
3.
进度压缩
Schsdule
3.
进度基准
Schedule
baseline
4.
活动属性
Activity attributes
compression
4.
假设情景分析
What-if
4.
资源要求
Resource
5.
项目进度网络图
Project
scenario analysis
requirements(updates
schedule
network diagrams
)
5.
资源平衡
Resource
6.
活动资源要求
Activity
5.
活动属性
(
更新
)
leveling
resource requirements
Activity
6.
关键链法
Critical
chain
7.
资源日历
Resource
attributes(updates)
method
calendars
6.
项目日历
(
更
7.
项目管理软件
Project
8.
活动持续时间估算
Activity
新
)Project calendar
management software
duration
estimates
8.
应用日历
Applying
7.
请求的变更
9.
项目管理计划
Project
calendars
Requesaed changes
management plan
9.
调整时间提前滞后量
8.
项目管理计划
(
更
●风险登记册
Risk register
Adjusting leads and lags
新
) Project
10.
进度模型
Schedule
management
model
plan(updates)
●进度管理计划
(
更
< br>新
) Schedule
management
plan(updates)
进度控制
Schedule
1.
进度管理计划
schedule
1.
进度报告
Progress
1.
进度模型数据
(
更
Control
management plan
reporting
新
)
Schedule model
2.
进度基准
Schedule baseline
2.
进度变更控制系统
data(updates)
Schedule
change control
3.
绩效报告
Performance
2.
进度基准
(
更新
)
system
reports
Schedule
3.
绩效衡量
Performance
baseline(updates)
4.
批准的变更要求
Approved
measurement
3.
绩效衡量
change
requests
4.
项目管理软件
Project
Performance
management
software
measurements
光环国际管理培训中心
6
management l
ESSENCE OF PMBOK & PMP EXAM
5.
偏差分析
Variance
analysisi
6.
进度比较横道图
Schedule
comparison bar chars
4.
请求的变更
Requesaed changes
5.
< br>推荐的纠正措施
Recommended
corrective action
6.
< br>组织过程资产
(
更新
)
Organizational
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
(
< br>更新
)
Project management
plan(updates)
COST
费用
费用估算
Cost
Estimating
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
8.
合同
Contract
9.
费用管理计划
Cost
management plan
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
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.
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)
费用预算
Cost
Budgeting
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
光环国际管理培训中心
7
ESSENCE OF PMBOK & PMP
EXAM
费用控制
Cost
Control
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
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)
RISK
风险
风险管理规划
Risk
Management
Planning
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
Organizational process assets
3.
项目范围说明书
Project
scope statement
4.
项目管理计划
Progece
management plan
1.
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
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
1.
规则会议和分析
Planning
meeting and analysis
1.
风险管理计划
Risk
Management Plan
风险识别
Risk
Identification
Qualitative
Risk
Analysisi
风险定
性分析
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
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
1.
风险登记册
Risk
register
1.
风险登记册
(
更新
)
Risk
register(updates)
光环国际管理培训中心
8
ESSENCE OF PMBOK & PMP
EXAM
urgency assessment
定量风险分析
1.
组织过程生产
1.
数据收集和表示技术
Data
1.
风险登记册
(
更新
)
Quantitative Risk
Organizational process assets
gathering and
Risk
Analysis
representation
techniques
register(updates)
2.
项目范围说明书
Project
2.
定量风险分析和模型技术
scope statement
Quantitative
risk analysis
3.
风险管理计划
Risk
and
modeling techniques
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
风险应对规划
1.
风险管理计划
Risk
1.
消极风险或威胁的应对策略
1.
风险登记册
(
更新
)
Risk Response
Management Plan
Strategies
for negative
Risk
Planning
risk or threats
register(updates)
2.
风险登记册
Risk
register
2.
积极风险或机会的应对策略
2.
项目管理计划
(
更
Strategies for positive risk
新
) Project
or
opportunities
management
3.
威胁或机会的应对策略
plan(updates)
Strategies for
both threats
3.
与风险有关的合同
and opprtunities
协议
Risk-related
4.
应急应对策略
Contingent
contractual
response
strategy
agreements
风险监控
Risk
1.
风险管理计划
Risk
1.
风险再评估
Risk
1.
风险登记册
(
更新
)
Monitoring and
Management Plan
reassessment
Risk
Control
register(updates)
2.
风险登记册
Risk
register
2.
风险审计
Risk audits
2.
请求的变更
3.
批准的变更申请
Approved
3.
变差和趋势分析
Variance
Requested changes
change
requests
and trend analysis
3.
推荐的纠正措施
4.
工作绩效信息
Work
4.
技术绩效分析
Technical
Recommended
performance information
performance measurement
corrective action
5.
绩效报告
Performance
5.
储备金分析
Reserve
4.
推荐的预防措施
reports
analysis
Recommended
6.
状态审查会
Status
preventive action
meetings <
/p>
5.
组织过程资产
(
更
新
)
Organizational
process
assets(updates)
6.
项目管理计划
(
更
新
) Project
management
plan(updates)
QUALITY
质量
质量规划
Quality
Planning
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
Organizational
process assets
3.
项目范围说明书
Project
scope statement
4.
项目管理计划
Progece
management plan
1.
成本效益分析
Cost-benefit
analysis
2.
基准对照
Benchmarking
3.
试验设计
Design of
experiments
5.
质量成本
(COQ) Cost of
quality (COQ)
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
9
光环国际管理培训中心
ESSENCE OF PMBOK & PMP EXAM
实施质量保证
Perform Quality
Assurance
实施质量监控
Perform Quality
Control
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.
质量管理计划
Quality
1.
质量规划工具与技术
1.
请求的变更
management plan
Quality
planning tools and
Requested changes
techniques
2.
质量测量指标
Quality
2.
推荐的纠正措施
2.
质量审计
Quality audits
metrics
Recommended
3.
过程改进计划
Process
3.
过程分析
Process
analysis
corrective action
3
.
组织过程资产
(
更
< br>improvement plan
4.
质量控制工具与技术
4.
工作绩效信息
Work
新
) Organizational
Quality control tools and
performance information
techniques
process
assets(updates)
5.
批准的变更申请
Approved
4.
项目管理计
划
(
更
change
requests
6.
质量控制衡量
Quality
新
) Project
control measurnments
management
plan(updates)
7.
实施的变更请求
Implementde change requests
8.
实施的纠正措施
Implementde corrective
actions
9.
实施的缺陷补救
Implementde defect repair
10.
实施的预防措施
Implementde preventive
actions
1.
质量管理计划
Quality
1.
因果图
Cause and effect
1.
质量控制衡量
management plan
diagram
Quality control
measurnments
2.
质量测量指标
Quality
2.
控制图
Control
charts
2.
确认的缺陷补救
metrics
3.
流程图
Flowcharting
Validated defect
3.
质量核对表
Quality
4.
直方图
Histogram
repair
checklists
5.
帕雷托图
Pareto
chart
3.
质量基准
(
更新
)
4.
组织过程资产
6.
趋势图
Run chart
Quality
Organizational
process assets
7.
散点图
Scatter diagram
baseline(updates)
5.
工作绩效信息
Work
8,
统计抽样
Statistical
4.
推荐的纠正措施
performance information
sampling
Recommended
6.
批准的变更请求
Approved
9.
检查
Inspection
corrective action
change requests
10.
缺陷补救审查
Defect
5.
推荐的预防措施
7.
可交付成果
Deliverables
repair review
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
6.
其他质量规划工具
Additional quality planning
tools
光环国际管理培训中心
10
ESSENCE OF PMBOK & PMP
EXAM
process assets
9.
确认的可交付成果
Validated
deliverables
10.
项目管理计划
(
更
新
) Project
management
plan(updates)
HUMAN
RESOURCE
人
力资源
人力资源规划
项目团队组建
Acquire
Project
Team
项目团队建设
Develop
Project
Team
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程资产
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
1.
组织机构图和岗位描述
Organization charts and
position descriptions
2.
交际
Networking
3.
组织理论
Organization
theory
1.
预分派
Pre-assignment
2.
谈判
Negotiation
3.
招募
Acquisition
4.
虚拟团队
Virtual
teams
1.
角色与职责
roles
and
responsibilities
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.
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.
组织过程资产
1.
观察与交谈
Observation
Organizational process assets
and conversation
2.
项目人员分派
Project staff
2.
项目绩效评估
Project
assignments
performance
appraisals
3.
角色与职责
roles and
3.
冲突管理
Conflict
responsibilities
management
4.
项目组织图
Projece
4.
问题登记薄
Lssue
log
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
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
光环国际管理培训中心
11
ESSENCE OF PMBOK & PMP
EXAM
performance information
8.
绩效报告
Performance
reports
新
) Project
management
plan(updates)
COMMUNICATI
ONS
沟通
Communications
Planning
沟通规划
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程生产
Organizational process assets
3.
项目范围说明书
Project
scope statement
4.
项目管理计划
Progece
management plan
●
制约因素
Constraints
●
假设
Assumptions
1.
沟通管理计划
Communications management
plan
1.
沟通需求分析
Communications
requirements
analysls
2.
沟通技术
Communications
technology
1.
沟通管理计划
Communications
management
plan
Information
Distributio
n
信息发
布
Performance
Reporting
绩效报
告
利害关系者管理
Manage
Stakeholders
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.
工作绩效信息
Work
1.
信息演示工具
Information
performance information
presentation tools
2.
绩效衡量
Performance
2.
绩效信息收集和汇总
measurements
Performance
information
gathering and compilation
3.
完工预测
Forecasted
3.
状态审查会
Status
review
completion
4.
质量控制衡量
Quality
control
meetings
4.
工时汇报系统
Time
measurnments
reporting
systems
5.
项目管理计划
Project
5.
费用汇报系统
Cost
management plan
reporting
systems
●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
1.
沟通方法
Communications
Communications
management
methods
plan
2.
问题登记薄
lssue
logs
2.
组织过程资产
Organizational process
assets
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.
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 <
/p>
4.
组织过程资产
(
更新
)
Organizational
process
assets(updates)
光环国际管理培训中心
12
ESSENCE OF PMBOK & PMP
EXAM
5.
项目管理计划
(
更新
)
Project
management
plan(updates)
PRO
CUREMEN
T
采购
采购规划
Plan
Purchases and
Acquisitions
1.
事业环境因素
Enterprise
environmental factors
2.
组织过程生产
Organizational process assets
3.
项目范围说明书
Project
scope statement
4.
工作分解结构
Work
breakdown structure
5.
工作分解结构词汇表
WBS
clictionary
6.
项目管理计划
Progece
management plan
●风险登记册
Risk register
●与风险有关的合同协议
Risk-related
contractual
agreements
●资源要求
Resource
requirements
●项目进度计划
Project
schedule
●活动费用估算
Activity
cost estimate
●费用基准
Cost baseline
1.
采购管理计划
Procurement
management plan
2.
合同工作说明书
Contract
statement of work
3.
自制或外购决策
Maker-
or-
buy changes
4.
项目管理计划
Project
management plan
●风险登记册
Risk register
●与风险有关的合同协议
Risk-related
contractual
agreements
●资源要求
Resource
requirements
●项目进度计划
Project
schedule
●活动费用估算
Activity
cost estimate
●费用基准
Cost baseline
1.
组织过程资产
Organizational process assets
2.
采购管理计划
Procurement
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
Judgment
Procurement
documents
2.
评估标准
Evaluation criteria
3.
合同工作说明书
(
更
新
) Contract
statement of
work(updates)
询价
Request
Seller
Responses
1.
招标人会议
Bldder
conferences
2.
刊登广告
Advertising
1.
合格卖方清单
Qualified sellers list
2.
采购文件包
光环国际管理培训中心
13
ESSENCE OF PMBOK & PMP
EXAM
卖方选择
Select
Sellers
合同管理
Contract
Administration
management plan
3.
采购文件
Procurement
documents
1.
组织过程资产
Organizational process assets
2.
采购管理计划
Procurement
management plan
3.
评估标准
Evaluation
criteria
4.
采购文件包
Procurement
document package
5.
建议书
Proposals
6.
合格卖方清单
Qualified
sellers list
7.
项目管理计划
Project
management plan
●风险登记册
Risk register
●与风险有关的合同协议
Risk-related
contractual
agreements
1.
合同
Contract
2.
合同管理计划
Contract
management plan
3.
选中的卖方
Selected sellers
4.
绩效报告
Performance
reports
5.
批准的变更申请
Approved
change requests
6.
工作绩效信息
Work
performance information
3.
制定合格卖方清单
Develop
Procurement
document
package
qualifid sellers list
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
system
management plan
4.
合同谈判
4.
资源可利用情况
negotiation
Resource
availability
5.
卖方评级系统
Seller rating
5.
采购管理计划
(
更
systens
新
)
Procurement
6.
专家判断
Expert judgment
management
plan(updates)
7.
建议书评估技术
Proposal
6.
请求的变更
evaluation techniques
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
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.
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
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.
采购审计
Procurement
1.
合同收尾
Contract
audits
closures
2.
合同档案管理系统
Records
2.
组织过程资产
(
更
management system
新
) Organizational
process
assets(updates)
光环国际管理培训中心
14
ESSENCE OF PMBOK & PMP
EXAM
PROJECT LIFE CYCLE /
PROJECT MANAGEMENT PROCESS GROUPS
项目生命
周期和项目管理过程组
INITIATION
动
(Concept)
启
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
EXECUTIO
N
执行
(Implement
ation)
Execute the
project
plan
执
行项目计划
Manage
project
pr
ogress
管理
项目进程
Complete
work
packages or
tasks
完成工作
包或任务
Distribute
information
信
息发布
CONTRO<
/p>
L
控制
Integrated
change
control
综合
变更控制
Project
performanc
e
reporting
项目绩效报
告
Performanc
e
reporting
绩效报告
CLOSE-OUT
结束
(Terminatio
n)
(Finishing)
Procurement
audits
采购审计
Select
project
选择
项目
Determine project
objectives
确定项
目目标
Product
verification
< br>产
品确认
Determine
high
level deliverables,
time & cost
estimates
确定主要
可交付物、时间及
成本估计
< br>
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
Create
WBS
创建工作分
解结构
Formal
acceptance
正
式接收
Finalize the
team &
create resource
management
plan
人员获
取及创建资源管理计划
Create WBS dictionary
创
建工作分解结构字典
Create Network
Diagram
创建网络图
Scope
change
cont
rol
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
Lessons
learned
经验教
训
Quality
assurance
质
量保证
Team
development
团队发展
Update
records
更新记录
Archive
records
文档
记
录
Estimate time
& costs
估
算时间及成本
Progress
meetings
状态
评审
Release
resources
人员
遣散
< br>
光环国际管理培训中心
15
ESSENCE OF PMBOK & PMP
EXAM
Finalize project
charter
制订项目章程
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
Cost control
成本控制
Scope
verification
范围确认
Manage by
exception to
the project
plan
对
项目
进行中的突
发事件进行
管理
Ensure
compliance
with
plans
确保按计划
进行
Reassess
plans
补充<
/p>
计划
Take
corrective
action
纠正
措施
Create
Communications
Management
Plan
创建沟
通管理计划
Create Quality
Management
Plan
创建质
量管理计划
Risk management
planning,
identification,
qualification,
quantification & response
pl
anning
风险管理计划，
识别、定性、定量分析及
应对计划编制
Create
procurement
management
plan
创建采
购管理计划
Create stakeholder
management plan
创建对
发起人或干系人的管理计
划
Create project control
plan
创建项目控制计划
Develop formal project
plan
制定正式项目计划
Gain formal project plan
app
roval
获取对项目计划
的正式许可
Hold kickoff
meeting
项目
动员大会
光环国际管理培训中心
16
Solving
Negoti
atin
Communicati
Holding
problems
g
谈判
ng
沟通
meeting
解决问题
s
召开会
议
光环国际管理培训中心
Stakeholde
r
manag
eme
nt
干系人
管理
17
ESSENCE OF PMBOK &
PMP EXAM
Over
all
整
体
Influencing
the
o
rganization
组织机构的
影响
Leadin
g
领导
ESSENCE OF PMBOK & PMP EXAM
SCOPE
范围
Project Scope
Management
项目范围管理
- processes required
to ensure that the project includes
only the work required to complete the
project successfully.
此过程必须确保项目只包括能保证项目<
/p>
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)
< br>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
。
< br>
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
光环国际管理培训中心
18
ESSENCE OF PMBOK & PMP
EXAM
成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量
基线被建立之后扩大
项目范围的客户）
当多于一个个体签署协议
，你必须关注于与配置管理
WBS
工作分解结构
-
subdividing project deliverables into smaller,
more manageable components. It
is a
deliverable-oriented grouping of project elements
that organizes and defines the total scope
of the project. It is a communication
tool and it describes what needs to be done and
what skills
are required. Anything
missing in the WBS should be added. The
1
st
level should be the
project
life-
cycle (not
product
). The WBS
is created by the team (helps to get buy-in) and
it is used to
make certain that all the
work is covered. It provides a basis for
estimating the project and helps
to
organize the work. Its purpose is to include the
total project scope of all the work that must be
done to complete the project. Defines
the project’s scope baseline.
将项目可交付成果分
解为更小
的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具
，描述什么必须去
做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加
进来。第一层是项目生命周
期（不是产品生命周期）。工作分解结构由项目团队产生，它
用于确定所有工作都被覆盖到。它提
供对于项目估算的基础并帮助组织工作。它组织并定
义整个项目范围。定义项目的范围基线。
The 3 most common types of WBS are
system/sub systems, life-cycle phasing and 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 assignments..
定
义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和
人员安排。
Scope
Statement
范围说明
- a documented
description of the objectives, work content,
deliverables,
and end product; it
includes a description of project assumptions and
constraints. Provides
stakeholders with
a common understanding of the scope of the project
and is a source of
reference for making
future project decisions.
目标，工作内容，可交付成果，
最终产品的备有证明
文件的描述；它包括对项目的约束和假设的描述。为干系人提供一个
了解项目范围的一般共识及对
未来项目决策的基础
Statement of Work
工作说明
- a narrative
description of products or services to be supplied
under
contract.
合同之下的关于产品和服务的
叙述性说明。
Project
Charter
项目章程
- formal
document used and approved by senior management
that
explains purpose of the project
including business needs addressed and the
resulting product
(deliverables and
objectives). It describes responsibilities and
authority of the project manager to
apply organizational resources to
project activities. Clarification to the Project
Charter must be
addressed to the
sponsor(s) who approved the charter. Resources
cannot be committed without
the
Charter. The Charter is an input to ALL the
project management processes.
一个正式批准的项
目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目
活动
而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章
程贯穿于整个
项目管理过程。
Code of
Accounts
账目编码
- any numbering
system used to uniquely identify each element of
the
WBS.
用于区分工作分解结构的所有元素唯一标识的
编码系统
Project Selection
Method
项目选择方法
-
Benefit Measurement
(comparative approach) and
Constrained
Optimization
(mathematical approach).
收益测量法（比较方法，经济模型）和约束优
化（数学模型）
Work Package
工作包
- deliverable at the
lowest level of WBS. They are control points in
the WBS
and are used for assignments to
work centers. They are used to pass a group of
work for further
光环国际管理培训中心
19
ESSENCE OF PMBOK & PMP
EXAM
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<
/p>
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
The principal
sources of project failure
are organizational factors, poorly identified
customer needs,
inadequate specified
project requirements, and poor planning and contro
l.
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 programmin
g.
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)
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）
光环国际管理培训中心
20
ESSENCE OF PMBOK & PMP
EXAM
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
Conflict
Management
冲突管理
光环国际管理培训中心
21
ESSENCE OF PMBOK & PMP
EXAM
Problem Solving /
address conflict directly in problem
solving mode
在问题解决中直接面
Conf
rontation
解决
/
面
对问题的方法
[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)
< br>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)
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
EXECUTI
Most
Conflict
INITIATI
PLANN
ON &
CLOSE-
冲突的原因
ON
启动
I
NG
计
CONTROL
OUT
收
Tensi
on
最<
/p>
划编制
执行控制
尾
主要
压力
1
1
+
Priorities
项目
优先级
Admin
2
3
<
/p>
Procedures
行
政管理程序
3
2
1
1
+
Schedules
进
度
Technical
2
+
I
ssues
技术规
范
Personnel
3
3
+
Resources
人
力资源
Personality
2
光环国际管理培训中心
22
ESSENCE OF PMBOK & PMP
EXAM
Conflict
个性冲
突
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 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
光环国际管理培训中心
23
ESSENCE OF PMBOK & PMP
EXAM
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
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
Expeditor
communications link and coordinator for
the project across functional
units
保留
项目联络员
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
Similar to Project
Expeditor except the Coordinator reports to a
higher level
Coordinator
manager and has
some authority to assign work
与项目联系人相似，不
同的是，
项目协调员
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
Vertical
functional lines of authority maintained with a
relatively permanent
弱矩阵
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
Same as Weak
except that the balance of power leans towards the
Project
Matrix
Manager
类似于弱矩阵，所不同的是，权力倾向于项目经理
强矩阵
Projectized
A separate,
vertical structure is established for each
project. All the project team
项目性
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
光环国际管理培训中心
24
ESSENCE OF PMBOK & PMP
EXAM
**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
领导风格
Styles
Autocratic
PM makes decision
without soliciting information from
team
项目经理个人作出决
专制
定而不用考虑员工的意见，适用于紧急状况
Consultativ
Intensive
information solicited; PM makes decision
最大程度的收集信息，项目经
e
咨询式管理
< br>
理制定决策
Consensus
Team makes
decision; open discussion and information
gathering by
team
团队
协商式管理
做决策，开放式讨论并从团队收集信息，主要决策由高层决定
Shareholder
Little or no
information exchange
; team has ultimate
authority for final
参与
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
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
COMMUNICATIONS
沟通
光环国际管理培训中心
25
ESSENCE OF PMBOK & PMP
EXAM
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
Communication
s
Model
沟通模
型
Communicator
发
The
originator of the message
消息的产生者（确保信息清楚、
无歧意并且完
报者
整）
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
Communications
Channels
沟通渠道
=
(n
2
- 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
Formal
Written
正式
Project Charter,
Management Plan (this is the best type of
书面
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
光环国际管理培训中心
26
ESSENCE OF PMBOK & PMP
EXAM
Formal Verbal
正式口
Presentations
介绍、讲演
头
Informal Verbal
非正
Conversations
交谈
式口头
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
光环国际管理培训中心
27
ESSENCE OF PMBOK & PMP
EXAM
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
管理风格
Styles
Authoritarian
Lets
individuals know what is expected of them
进行具体指导，并希望遵守规则
独裁
与标准
Combative
好
Eager
to fight or be disagreeable over any situation
喜欢对任何情况都进行挑战
斗
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
提
Does
not interfere with day-to-day tasks, but is
available for help and guidance
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
威胁
的人
Judicial
公正
Applies sound
judgment
应用合理判断
Promotional
Cultivates team
spirit; rewards good work; encourages subordinates
to realize
促进
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
Not
open or outgoing in speech, activity, or
purpose
不公开介绍，活动，意图
公开的
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
Communicating
沟通
The exchange of information in a
variety of dimensions
在不同层面进行信
息交流
Negotiating
谈判
Conferring with others in order to come
to terms or reach an agreement
与
< br>他人协商达成某种协议
Problem
Solving
问题
A combination of
problem definition and decision
making
问题的定义与决策
解决
制定的结合
Influencing
the
The ability to get things done
based on an understanding or the formal and
Organization
对组织
informal
structures of the organization
基于对所有组织的正
式或非正式结构
施加影响
的明确理解的“把事情办妥”的能力
光环国际管理培训中心
28
ESSENCE OF PMBOK & PMP
EXAM
Documentation
项目文件
…the prevailing measurement of what
information to accumulate and communicate on a
p
roject 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
Reports are a method to
?
Progress
Report
进度报告
- summarize
project status. Preferred report to quickly review
distribute information,
where a project
not just to
rep
哦
ort on
progress
报告是发布信
now
stands.
总结项目状态。审查项目现状的首选报告方式
?
Trend Report
deteriorating)
检查项目
<
/p>
息的一个方法，而不仅
仅是报告进展情况
趋势分析报告
–
show performance over time
(shows if it is improving or
?
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
TIME
时间
Project Time
Management
项目时间管理
- processes
required to ensure timely completion of the
project
确保项目按时完成
Activity
Definition
活动定义
–
defines activities that
must take place to produce project deliverables
定义完成项目可交付产品必须进行的具体活动
Activity
活动
–
consumes time (eg
< br>testing
)
消耗时间（如：进行测试）
Events
事件
–
specified accomplishment /
does not consume time (eg
tested
)
指定要完成的任务
/
不消<
/p>
耗时间（如：测试工作）
PERT
计划评审技术
Weighted Average
= (O + 4M + P)/6
standard deviation = (P - O)/6
variance = standard
deviation
2
(To add standard
deviations: convert to variance then add; take the
square root of the sum). Best method
when you have no historical data for a similar
task. Results
is the 50% point (mean).
均值
= (O + 4M + P)/6
，标准差
= (P - O)/6
，方
差
=
标准差
2
（累加标准
光环国际管理培训中心
29
ESSENCE OF PMBOK & PMP
EXAM
差：转换成活动方差再累加；取和的平方根）类似任务中没有原始数据时的最
好估算方法。结果是
中值（平均数）
Monte Carlo
Analysis
蒙特卡洛分析
- computer
simulation of project outcomes using PERT
estimates; result represented in S
curve. Provides the ability to compute the
probability of
completing a project on
a specific day. Can also be used to assess
feasibility of schedule under
adverse
conditions (eg when a schedule constraint is ident
ified)
使用
PERT
估算的计算
机模拟项目
输出方式；结果描述成
S
曲
线。提供在某一天项目能够完成的概率。同样可以被用于估计相反概率
的可能性（当时间
进度一定时）
Heuristics
启发式
-
rules of thumb
拇指原则
Critical Path
关键路径
–
longest path (almost
always have no
float)
最长路经（通常没有时差时间）
Variance
偏差
- Plan
minus Actual
计划与实际的差距
Float / Slack
时差
/<
/p>
松弛时间
–
Time an activity may be delayed from its early
start without delaying
the project
finish date. Difference between the required end
date and the expected project
completion date. A negative slack on
the critical path means that the project is behind
schedule.
在
不延误项目完成日期的情况下，活动自其
最早开始的日期起可以推迟的时间量。项目要求结束时间
和项目预期结束时间之间有差别
。在关键路径上存在一个负时差说明项目落后于进度计划。
Free Float
自由浮动时间
–
Amount of time a task can
be delayed without delaying the early start of
its successor
自由浮动时间是在不延误任何紧后
活动的最早开始时间的情况下，活动可以推迟的时
间量。
Total Float
总时差
–
amount of
time that an activity may be delayed from early
start without delaying
the project
finish date
在不延误项目完成日期的情况下，活动自其最早开始的日期起可
以推迟的总
时间量
Lag
滞后
–
waiting time between two
tasks (negative
lead)
两个任务之间的等待时间（负超前）
Schedule Baseline
进度基线
- the original, approved
project schedule; should never be changed
without proper review and approval.
Any approved change should be documented in
writing.
Should be created at the
beginning of the project and used during the
project to gauge (measure)
overall
project performance, not just schedule. The
project
Performance Measurement
Baseline
should generally
change only in response to a scope or deliverable
change.
原始的，被核准的项
目进程；未经恰当的评估和
正式批准永远不能改变。被核准的变化必须以文档纪录。在项目启动时
制定，贯穿于整个
项目进程以评估项目执行，而不仅仅是在计划阶段完成。项目绩效测量基线仅在
范围变更
时候或可交付成果发生变化时变更。
Corrective
action
纠正措施
- in project time
management primarily concerns expediting to ensure
that activities remain on schedule. Is
anything done to bring expected future schedule
performance in line with the project pl
an.
项目时间管理主要关注确保进度表中的活动按时完成。使
预期的未来项目绩效与计划保持一致所做的任何事情。
Revisions
修订
are
changes to the scheduled start and finish dates in
the approved project schedule;
generally revised only in response to
scope changes.
Rebaselining
may be needed to provide
realistic data
to measure performance.
对已批准的项目进度计划的开始和结
束时间的修改；只反映
相应的项目范围变化时才进行修订。重新确定基准计划能提供测量
进度绩效的真实数据。
Scheduling and
allocating resources to
multiple
projects
may affect schedule slippage
and in-
process inventory.
多项目
管理的进度计划和资源分配可能会影响进度滑动和存货清单。
光环国际管理培训中心
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