项目管理知识体系（英文）

TheProjectManagementFrameworkKnowledgeLevel:AdvancedFramework:OverviewIntroduction:ProjectTermstoUnderstandStakeholdersinProjectProjectManagement,ProjectManager,ProjectManagementOfficeProjectManagementcontextProjectlifecycleOrganizationaltypesandinfluencingfactorsPMProcessesProjectManagementKnowledgeAreasDiscussiononKnowledgeAreasFramework:ObjectiveAftercompletingthischapter,youwillbeacquaintedwiththeProjectmanagementprocessareasandKnowledgeareasWhatisaProjectAtemporaryendeavorundertakentocreateauniqueproductorservice.WhyisaprojectaTemporaryendeavor?Projectsarereferredtoastemporaryendeavorsbecausetheyendwhengoalsaremetorwhentheycannotbemet.TheTeamgetsdisbandedwhengoalsaremet.Atypicalprojectischaracterizedbyinter-relatedactivitiesWhatisaSub-Project?Aprojectisfrequentlysubdividedintomanageablecomponentsorsubprojects.Theyaregenerallycontractedtoanexternalenterprise/functionalunit.WhatisaProduct?AproductcanbeaService/outcome/result/documentWhatisProgressiveElaboration?Progressiveelaborationmeansdevelopmentofaprojectinsteps.TermstounderstandWhatisaProgram?AProgramisagroupofrelatedprojectsthataremanagedinacoordinatedwayandusuallyincludeanelementofongoingactivity.Itmayincludesomeworkoutsidethescopeoftheprojectsinaprogram.Italsoinvolvesaseriesofrepetitiveorcyclicalundertakings.Whatisaprocess?Aprocessisaseriesofactionsbringingaboutaresult.Projectsarecomposedofprocesses.Howareprocessesclassified?ProjectprocessesareclassifiedasProjectManagementprocessesCommontomostprojectsPurposeistoinitiate,plan,execute,monitor,controlandcloseprojectProduct-orientedprocessesSpecifyandcreatetheproject’sproductTypicallydefinedbyprojectlifecycleProjectmanagementprocessandproductorientedprocessoverlapandinteractthroughouttheprojectTermstounderstandStake-holdersinProjectStakeholdersarepersonsandorganizationssuchascustomers,sponsors,performingorganizationsandthepublic,thatareactivelyinvolvedintheproject,orwhoseinterestsmaybepositivelyornegativelyaffectedbyexecutionorcompletionoftheproject.Theymayalsoexertinfluenceovertheprojectanditsdeliverables.Toensureasuccessfulproject-PMTeammustidentifystakeholders,determinerequirements,manageandinfluencethoserequired.IdentifyingstakeholdersandassessingtheirknowledgeandskillsAnalyzingprojectstomakesurethattheirneedsaremetInvolvingtheminproject,usingtheirexpertise,involvingtheminchangesandgettingtheiracceptanceandsign-offClosureofprojectStakeholderManagementinvolvesEXTERNALSub-contractorsSuppliersExternalconsultantsServiceprovidersINTERNALSeniorManagementProjectManagerHumanResourcesBusinessDevelopmentFinanceAdministrationTrainingInternalSystemsQualityAssuranceSEPGCLIENTSponsorContactpersonEnd-userOutsourcepartyWhatisProjectManagement?ProjectManagementistheapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiesinordertomeetstakeholderneedsandexpectationsfromtheproject.Itinvolvesbalancingcompetingdemandsamong:Scope,time,costandqualityStakeholderswithdifferentneedsandexpectationsNeedsandexpectationsCoordinatingactivitiesandmanagingtheresourcesWhyuseProjectManagement?UsingProjectManagementconceptshelpstoFocusonObjectives:scope,cost,andtimeHaveconsistentachievementRespondtorapidchangeBlendmulti-disciplinaryskillsFocusonStakeholdersMeetGlobalcompetitionWhytrainingonProjectManagement?Projectsprogressrapidlyuntiltheyare90percentcomplete,thentheyremain90percentcompleteforever.:ImmutableLawsofProjectManagementToavoidtheabovestateofinertia,traininginPMconceptshelpstoCompletetasks,activities,workpackages..Protectsprojectfromchanges,lossofresources..IntegratesallpiecesofworkintoawholeLackofPMskillsresultsinproblemsinaprojectandoftenpeopleplayafirefighterroleAtypicalProjectManagerManagesthescopeandconfigurationmanagementprocessMustmaketrade-offsbetweenTime,CostandQualityManagestheProjectTeamManagestheClient’sexpectationsTheProjectManagerAProjectManagementOfficeisanorganizationalunitthatcentralizesandcoordinatesthemanagementofprojectsunderitsdomain.FunctionsofaPMOFocusesonthecoordinatedplanning,prioritizationandexecutionofprojectsandsubprojectsthataretiedtotheorganization’sbusinessobjectivesIdentificationanddevelopmentofprojectmanagementmethodology,bestpracticesandstandards;Centralizedrepository,operationandmanagement,communicationMentoringplatformforprojectmanagers,Coordinationofqualitystandards,Managementofpolicies,procedures,templatesetcProjectManagementOfficePMandPMOPMandPMOpursuedifferentgoalsandaredrivenbydifferentobjectivesProjectManagerProjectManagementOfficeResponsiblefordeliveringspecificprojectobjectiveswithinprojectconstraintsOrganizationalStructurewithspecificmandatesFocusesonspecifiedprojectObjectiveManagesmajorprogramscopechangesControlsassignedresourcestomeetobjectivesOptimizestheuseofsharedorganizationalresourcesacrossprojectsManagesscope,schedule,costandqualityofproductsManagesoverallrisk,opportunityandprojectinterdependenceReportsonprojectprogressandotherinfoProvidesconsolidatedreportingandanenterpriseviewofprojectsProjectLifeCycleProjectscanbedividedintophasestoprovidebettermanagementcontrol.Thesehaveappropriatelinkstoongoingoperationsoftheperformingorganization.ThesephasesarecollectivelyknownasProjectLifeCycle.CharacteristicsofProjectLifeCycleProjectscanbedividedintologicalphasesandthesephasesconnectfrombeginningtotheendTransitionfromonephasetoanotherwithinthelifecyclegenerallyinvolvestechnicaltransferorhandoffWorkofpreviousphaseapprovedbeforenextstartsandphasesaregenerallysequentialCostandstaffinglevelsarelowatthestart,peakduringintermediatephaseanddroprapidlyasprojectnearscompletionProjectLifeCycleOrganizationTypes&InfluencingfactorsInfluenceofOrganizationalStructureonProjectsOrganizationsetupcanbedividedintothreetypes–Traditional/FunctionalMatrixProjectizedDependingontheprojecttype,theprojectcharacteristicsvary.Traditional(Functional)OrganizationAFunctionalorganizationisahierarchicalorganizationwhereeachemployeehasoneclearsuperior,staffaregroupedbyareasofspecializationandaremanagedbyapersonwithexpertiseinthatarea.AdvantagesanddisadvantagesoffunctionalorganizationalformAdvantagesDisadvantagesEasiermanagementofspecialtiesTeammembersreporttoonlyonesupervisorSimilarresourcesarecentralized,companiesaregroupedbyspecialtiesClearlydefinedcareerpathsinareasofworkspecializationPeopleplacemoreemphasisontheirfunctionalspecialtytothedetrimentoftheprojectNocareerpathinprojectmanagementProjectmanagerhasnoauthorityNooneindividualisdirectlyresponsibleforthetotalprojectCoordinationbecomescomplexThereisnocustomerfocalpointDifficultyinpinpointingresponsibilityIdeastendtobefunctionallyorientedwithlittleregardforongoingprojectsProjectizedOrganizationInaProjectizedorganization,Teammembersareoftencollocated.Mostoftheorganization’sresourcesareinvolvedinprojectwork.ProjectManager’shavegreatdealofauthorityandindependence.ProjectizedorganizationshavedepartmentsbutthesegroupseitherreportdirectlytoPMorprovidesupportservicestotheprojectsAdvantagesandDisadvantagesofProjectizedorganizationAdvantagesDisadvantagesProvidescompletelineauthorityovertheprojectTheprojectparticipantsworkdirectlyforthePM.TherearestrongcommunicationschannelsUpper-levelmanagementmaintainsmorefreetimeforexecutivedecisionmakingMoreCustomerfocusPMshavegreatdealofindependenceandauthoritytoassignpriorities,applyresourcesanddirecttheworkofpersonsassignedtotheprojectEfficientorganizationLoyaltytotheprojectDuplicationofefforts,facilitiesandpersonnelNoin-depthtechnicalknowledgeLackofcareercontinuityandopportunityforprojectpersonnelNo“home’whenprojectiscompletedLackofprofessionalismindisciplinesLessefficientuseofresourcesMatrixOrganizationMatrixorganizationsareablendoffunctionalandprojectizedcharacteristics.MatrixOrganizationscanbefurtherclassifiedasWeakMatrixStrongMatrixBalancedMatrixWeakMatrix–PM’sroleismoreofacoordinatorStrongMatrix–HavefulltimePMswithconsiderableauthorityandfulltimeadministrativestaffBalancedMatrix–APMispresentbutdoesnothavefullauthorityovertheprojectandtheprojectfundingMatrixOrganizationAdvantagesanddisadvantagesofaMatrixOrganizationalformAdvantagesDisadvantagesHighlyvisibleprojectobjectivesImprovedprojectmangercontroloverresourcesMoresupportfromfunctionalorganizationsMaximumutilizationofscarceresourcesBettercoordinationBetterhorizontalandverticaldisseminationofinformationthanfunctionalTeammembersmaintain“ahome”NotcosteffectivebecauseofextraadministrativepersonnelMorethanonebossforprojectteamsMorecomplextomonitorandcontrolTougherproblemswithresourceallocationNeedextensivepoliciesandproceduresFunctionalmanagersmayhavedifferentprioritiesthanprojectmanagesHigherpotentialforduplicationofeffortandconflictCompositeOrganizationInadditiontothealreadydiscussedthreeorganizationtypes,Modernorganizationsinvolveallstructuresatvariouslevels.SuchorganizationsaresaidtooperateasCompositeOrganizations.Fore.g.:Afunctionalorganizationmaycreateaprojectsthatoperatesinprojectizedstyletoachieveacriticaltarget.Theteammayhavefulltimestafffromdifferentfunctionaldepartments,maydevelopitsownsetofoperatingproceduresandmayoperateoutsidethestandardformalizedprocedure.PMProcessesPMProcessGroupsanditsrelationshipProjectManagementProcessesareorganizedintofiveprocessgroupsInitiatingProcesses–DefinesandauthorizesaprojectPlanningProcesses–Definesandrefinesobjectives,planscourseofactionrequiredtoattainobjectivesandscopeExecutingProcesses–IntegratespeopleandotherresourcestocarryoutprojectmanagementplanfortheprojectMonitoringandControllingProcesses–RegularlymonitorandmeasureprogresstoidentifyvariancesandtakecorrectiveactionifrequiredClosingProcesses–FormalizesacceptanceoftheprojectandbringsanorderlyendtotheprojectTheintegrativenatureofthePMProcessgroupsrequiresmonitoringandcontrollingprocessgroupinteractionwitheveryaspectofotherprocessgroupsPMProcessesandTimelineProjectInitiatingProcessProjectInitiatingProcessisaboutRecognizingthataprojectorphaseshouldbeginandcommittingtodosoProjectPhaseInitiatingProcess(ProjectPhase)involvesCommittingtheorganizationtobeginthenextphaseoftheprojectInitiatingprocessesmaybeformalorinformalRelationshiptootherManagementdisciplinesProjectPlanningProcessProjectPlanningprocessinvolvesdevisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectwasundertakentoaddressThisprocessisofmajorimportantbecausetheprojectinvolvesdoingsomethingwhichhasnotbeendonebeforeHighestnumberofProjectManagementProcessesarewithplanning.RelationshipamongPlanningProcessProjectExecutionProcessesProjectexecutionprocessinvolvescoordinatingpeopleandotherresourcestocarryouttheplanRelationshipamongExecutionProcessesProjectControllingProcessTheprocessesperformedtomeasureandmonitorprojectexecutionsothatcorrectiveactioncanbetakenwhennecessarytocontroltheexecutionofthephaseorprojectisreferredtoasProjectControllingprocess.ProjectPerformancemustbemeasuredregularlytoidentifyvariancesfromtheplan.Variancesarefedintothecontrolprocessinthevariousknowledgeareas.Totheextentthatsignificantvariancesareobserved,adjustmentstotheplanaremadebyrepeatingtheappropriateprojectplanningprocessesRelationshipamongControllingProcessesProjectClosingProcessesClosingProcessinvolvesAdministrativeClosureandContractClosureAdministrativeClosureGenerating,gathering,anddisseminatinginformationtoformalizephaseofprojectcompletion.ContractClosureCompletionandsettlementofthecontract,includingresolutionofanyopenitemsRelationshipamongClosingProcessesKnowledgeAreasKnowledgeAreasKnowledgeareasareidentifiedareasofprojectmanagementdefinedbytheirknowledgerequirementsanddescribedintermsoftheircomponentprocesses,practices,inputs,outputs,toolsandtechniques.MappingofProjectManagementProcessestotheProjectGroupandKnowledgeAreasDiscussionontheKnowledgeAreasProjectIntegrationManagementProjectIntegrationManagementdescribestheprocessrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated.Itincludesunification,consolidation,articulation,projectintegrativeactions,makingtrade-offsamongcompetingobjectivesandalternatives.ProjectIntegrationManagement(PIM)-ProcessesPIMProcessPurpose/ActivitiesDevelopProjectCharterFormallyauthorizestheprojectDevelopPreliminaryProjectScopeStatementProvideshighlevelscopenarrativeDevelopProjectManagementPlanDefines,prepares,integratesandco-ordinatesallsubsidiaryplansDirectandManageProjectExecutionAchievesproject’srequirementasdefinedinthescopeMonitorandControlProjectWorkMonitoringandcontrollingtheprocessestomeettheperformanceobjectivedefinedinprojectmanagementplanIntegratedChangeControlReviewallchangerequests,approveandcontrolchangestodeliverablesandorganizationalprocessassetsCloseProjectFinalizeallactivitiesacrossallprojectprocessgroupstoformallyclosetheprojectThingstoknowinIntegrationManagementProjectmanagerasintegratorProjectplanningmethodologyProjectmanagementinformationsystemProjectplanWorkauthorization,changecontrol,managingchangeIntegratedchangecontrolScope,scopeverification,changecontrolProjectScopeManagementProjectScopeManagementincludestheprocessesrequiredtoensurethattheprojectincludesalltheworkandonlytheworkrequiredtocompletetheprojectsuccessfully.ProjectscopemanagementinvolvesConstantlycheckingtoensurethatallworkgetscompletedSayingNotoworknotwithinprojectscopeandpreventingextraworkorgoldplatingProjectScopeManagement(PSM)–ProcessesPSMProcessPurpose/ActivitiesScopePlanningCreatingaprojectscopemanagementplananddocumenthowprojectscopewillbedefined,verifiedandcontrolledandhowworkbreakdownstructurewillbecreatedanddefinedScopedefinitionDevelopingdetailedprojectscopestatementasthebasisoffutureprojectdecisionCreateWorkBreakdownStructure(WBS)Sub-dividingmajorprojectdeliverablesandprojectworkintosmallermanageablecomponentsScopeVerificationFormalizingacceptanceofcompletedprojectdeliverablesScopeControlControllingchangestoprojectscopeThingstoknowinScopeManagementProjectselectionmethods–Benefitmeasurementmethods,constrainedoptimizationmethodsInitiatingaproject–Projectselection,historycollection,documentation,scopeanalysis,resourceidentification,estimation,formaldecisionfromstakeholdersonthecharteretcProjectcharter–Shouldcontainprojecttitle,description,PMassignedandauthoritylevel,objectives,businesscase,productdescriptionanddeliverables,approvalsignaturesetcProjectConstraints,scopestatement,scopemanagementplanManagementByObjectives(MBO)–Establishrealisticobjectives,evaluateiftheobjectivesarebeingmet,takecorrectiveactionDelphitechniquetoobtainexpertinformationonissues,estimates,risksetcWorkbreakdownstructure–ActivitydefinitionScopedefinitionanddecomposition–definingandsubdividingmajorprojectdeliverablesintosmallermanageablecomponentsScopeVerification–Formalizingacceptance,workproductreview,audits,conformance,sign-offetcProjectTimeManagementProjectTimeManagementdescribestheprocessesrequiredtoensuretimelycompletionoftheproject.ProjectTimeManagement(PTM)–ProcessesPTMProcessPurpose/ActivitiesActivityDefinitionIdentifyspecificscheduleactivitiesthatshouldbeperformedtoprovideprojectdeliverablesActivitySequencingIdentifyinganddocumentingdependenciesamongscheduleactivitiesActivityResourceEstimatingEstimatethetypeandno.ofresourcesrequiredtoperformscheduleactivityActivitydurationEstimatingEstimatingtheduration/periodtocompleteindividualscheduleactivityScheduleDevelopmentAnalyzingactivitysequences,durations,resourcerequirementsandscheduleconstraintstocreateprojectscheduleScheduleControlControllingchangestotheprojectscheduleThingstoknowinTimeManagementSchedulingtoolsandtheirbenefits–Milestonecharts,flowcharts,Ganttcharts,networkdiagram–PERT,CPM,PDMchartsMethodstodrawnetworkdiagrams–AON/PDM,ADM,GERTScheduledevelopmentDependenciesEstimatingEstimatingmethods–CPM,PERT,MonteCarlosimulationCriticalpath,LAG,FLOATShorteningschedule–durationcompression,resourcelevellingRe-estimating,crashing,fasttrackingSchedulemanagementplanHeuristicsVarianceanalysisProjectCostManagementProjectCostManagementdescribestheprocessesrequiredtoensurethattheprojectgetscompletedwithintheapprovedbudget.ProjectCostManagement(PCM)–ProcessesPCMProcessPurpose/ActivitiesCostEstimatingDevelopinganapproximationofthecostsofresourcesrequiredtocompletetheprojectCostBudgetingAggregatingtheestimatedcostsofindividualactivitiesorworkpackagestoestablishcostbaselineCostControlInfluencingthefactorsthatcreatecostvariancesandcontrollingchangestotheprojectbudgetThingstoknowinCostManagementCostrisk,resourceplanning,costmanagementplanCostestimating–analogousestimating,bottom-upestimating,parametricestimating,computerizedestimatingtoolsEarnedvalueanalysis(EVA),netpresentvalue(NPV),Internalrateofreturn(IRR),Benefitcostratio(BCR)Lifecyclecosting,AccuracyofestimatesProjectQualityManagementProjectQualityManagementdescribestheprocessesrequiredtoensurethattheprojectsatisfiestheneedsforwhichitwasundertaken.ItensuresconformancetorequirementsandfitnessofuseProjectQualityManagement(PQM)–ProcessesPQMProcessPurpose/ActivitiesQualityPlanningIdentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythemPerformQualityAssuranceApplyplanned,systematicqualityactivitiestoensurethattheprojectmeetsalltherequirementsPerformQualityControlMonitoringspecificprojectresultstodeterminewhethertheycomplywiththerelevantqualitystandardstoidentifyingwaystoeliminateunsatisfactoryperformanceThingstoknowinQualityManagementGoldplating–Nottogivecustomerextras,preventionoverinspection,MarginalanalysisKaizen–ContinuousimprovementtoreducecostsandimproveperformanceJIT–Approachtodecreasetheamountofinventory,improvequalityISO9000–InternationalstandardtohelporganizationstoensurethatqualityproceduresareinplaceandarefollowedTQM–Totalqualitymanagement-EncouragecompaniesandemployeestofindwaystoimprovequalityMutuallyexclusive,statisticalindependence,probability,normaldistribution,Standarddeviation–Measureofhowfartheactualsarefromthemean3or6SIGMA–Levelofquality,halfcurve–abovemean,+/-1sigma68.26%,+/-2sigma95.46%,+/-3sigma99.73%,+/-6sigma99.99%Responsibilityforquality,Impactofpoorquality,CostofconformanceandNon-conformanceQualityplanning,benchmarking,cost/benefitanalysis,flowchart,costofquality,fishbonediagramQualityassurance,audits,Qualitycontrol–theirvariablesandattributesQualitycontroltools–Inspection,Paretodiagram,fishbonediagram,checklists,sampling,controlcharts,flowcharts,trendanalysisProjectHumanResourceManagementProjectHumanResourceManagementdescribestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject.ProjectHumanResourceManagement(PHRM)–ProcessesPHRMProcessPurpose/ActivitiesHumanResourcePlanningIdentifyinganddocumentingprojectroles,responsibilities,reportingrelationshipsandstaffingmanagementplanAcquireProjectTeamObtainingthehumanresourceneededtocompletetheprojectDevelopProjectTeamImprovingthecompetenciesandinteractionofteammemberstoenhanceprojectperformanceManageProjectTeamTrackingteammemberperformance,providingfeedback,resolvingissuesandcoordinatingchangestoenhanceprojectperformanceThingstoknowinHumanResourceManagementRolesandResponsibilities–Projectsponsor,seniormanagement,team,stakeholders,functionalmanager,projectmanagerResponsibilitychart–responsibilitymatrix,resourcehistogram,resourceganttchartStaffingmanagementplanHaloeffectTeambuildingPowersofPMLeadershipstyles–Directing,facilitating,coaching,supporting,autocratic,consultative,consensusConflictManagementConflictResolutiontechniques–Confronting(problemsolving),compromising,withdrawal(avoidance),smoothing,forcingWarroom,expectancytheory,arbitration,perquisites,fringebenefitsMotivationtheory–McGregor’stheoryofXandY,Maslow’shierarchyofneeds,Herzberg’stheoryProjectCommunicationManagementProjectCommunicationManagementdescribestheprocessesrequiredtoensuretimelyandappropriategeneration,collection,dissemination,storageandultimatedispositionofprojectinformation.ProjectCommunicationManagement(PCM)–ProcessesPCMProcessPurpose/ActivitiesCommunicationsPlanningDeterminingtheinformationandcommunicationneedsoftheprojectstakeholdersInformationdistributionMakingrequiredinformationavailabletoprojectstakeholdersinatimelymannerPerformanceReportingCollectinganddistributingperformanceinformation,includingstatusreporting,progressmeasurementandforecastingManageStakeholdersManagingcommunicationstosatisfytherequirem