PMP--Rita强调的常考点

(

黄金般

。

2.

Project cost and schedule cannot be finalized without completing risk management.

没有完成风险管理，项目成本和进度就不能最后达成。

3. PMI stresses the fact that a project manager must work within the existing systems

and

culture of a company. They call these enterprise environmental factors and they are

inputs to many processes.

PM I

强调：

项目经理必须在公司既定的系统和文化下开展工作，< /p>

他们称之为事业

环境因素，是很多过程的输入。

< br>

4. The word

PMBOK

Guide.

There are work packages,

activities

and/or schedule activities.

PMBOK

中并没有使用“任务”这个词，而是用了工作包，活动或计划活动。

5. The term Gantt chart is not used, only bar chart.

干特图没有使用，而是用了横道图。

6. You must understand the process of project management; e.g., what to do first,

second, etc., and why! See Rita's Process Chart and Rita's Process Game in the Project

Management Processes chapter. < /p>

你必须明白项目管理过程：如，首先做什么，其次等；为什么要这样做！

< br>

7. A project manager's job is to focus on preventing problenls, not to deal with them.

What do you spend time doing every day? If you spend all your time dealing with

problems, you are not a great project manager. You should have planned the project to

address the problems or to prevent the problems you knew would be coming.

项目经理的工作集中在阻止问题的发生，

而不是问题发生后再处理。< /p>

你每天时间

花在哪里了？如果你所有时间都在处理问题，

你就不是一个好的项目经理。

你应

该做好计划， 识别问题或者阻止可能发生的问题。

8. Percent complete is an almost meaningless number. Project managers should not

spend

time collecting useless information. It is better to control the project and know the

status through other actions.

完成的百分比几乎是个毫无意义的数字。

项目经理不应该把时间花在收集毫无用

途的信息，最好通过其他方式了解项目 状态和监控项目。

9. A great project manager does not hold meetings where you go around the room

asking

all attendees to report. Such meetings are generally, but not always, a waste of time,

as such information can be collected through other means. There are more important

topics for team meetings.

一个 好的项目经理不会举行这样的会议，

让所有与会者报告状态。

这 样的会议通

常是，但不总是，浪费时间。因为这些信息可以通过其他方式收集。在团队会 议

上有其他更重要的议题。

lo. A project manager has authority and power. She can say

the

project to the benefit of the customer.

项目经理拥有权利和权力。她可以说：

NO!

< br>控制项目使之有利于客户的利益。

11. The project must be completed on time and on budget and meet any other project

objectives; otherwise it is the project manager's fault.

项目经理必须在项目预算内按时完成项目，

并且满足其它项目目标，

否则，

就是

项目经理的失误。

12. Delays must be made up by adjusting future work.

延迟必须通过调整未来的工作来弥补。

13. Know the following about the project management plan:

The project management plan is approved by all parties, is realistic and everyone

believes it can be achieved.

The project is managed to the project management plan.

A project management plan is not a bar chart, nor is a WBS created in a bar chart or

a list in a bar chart.

Make sure you know what actions it takes to create a real project management plan.

Most project managers have never developed a project management plan that

contains all the items in the

PMBOK

Guide's definition of a project management

plan. Make sure you are familiar with what goes into a project management plan

and what each component includes.

对项目管理计划，需了解以下几点：

< /p>

项目管理计划是由各方同意的，是现实的，并且每个人都相信是可以实现的。

根据项目管理计划来管理项目。

项目管理计划不是横道图，也不是横道图中的

wbs

和清单。

务必知道必须采取什么活动来创建一个现实的项目管理计划。

多数项目经理从来没有开发过一个包括了

PMBOK

计划。务必熟悉项目管理计划包括的所有内容， 和各个组建包括什么。

14. If at all possible, all the work and all the stakeholders are identified before the

project begins.

应尽可能地在项目开始之前识别所有的工作和所有项目干系人。

15. Stakeholders are involved in the project and may help identify and manage risks.

They

are involved in team building and their needs are taken into account while planning

the project and in the communications management plan.

项目干系人要加入项目当中，

可以帮助识别和管理风险。

他们团队建设有关，

在

项目计划和沟通管理计 划中要考虑它们的需要。

16. Many people fail the exam because their vision of what a project manager is and

what

he should do is different from that outlined in the

PMBOK

Guide. They often do not

exercise the power and perform the activities described in the

PMBOK

Guide. Others

fail the exam because they think the project manager is supposed to plan the project

on

his own and TELL everyone what to do.

很多人不能通过考试，是因为他们对项目经理的看法和项目经 理应该做什么与

PMBOK

列出的不同。

他们经常不执行书上描述的哪些权力和活动。

另外一些则

是 他们认为项目经理应该自己计划，然后告诉别人做什么。

17. All roles and responsibilities must be CLEARLY assigned to specific individuals

on

the project. Such responsibilities may include things like attending meetings, as well

as

project work. In my studies, lack of clear assignment is the number one complaint of

team members. This is therefore worth thinking about a little more.

所有的角色和职责都应该很清晰的指派到项目中的个人。< /p>

这些职责可能包括：

参

加会议和项目工作 。

在我的研究当中，

缺少清晰的指派是造成团队成员最多的抱< /p>

怨。因此，这值得多考虑一些。

18. The work breakdown structure (WBS) is the foundation of all project planning

and

should be used on every project.

WBS

是所有项目计划的基础，每个项目都 应该使用

wbs.

19. You cannot get something for nothing. A change in scope MUST be evaluated for

impact to time, cost, quality, risk and customer satisfaction. Project managers must

have enough data about their projects to do this analysis. Do you?

你不会无缘无故的获得 一些东西。

一个范围的变更必须评估它对时间，

成本，