项目管理学习指南(编辑修改稿)

项目管理学习指南(编辑修改稿)内容摘要：

minating causes of unsatisfactory performance  Performance Reporting – status, forecasting, and progress reporting schedule  Risk Response Control – responding to changes in risk during the duration of the project Chapter 3 – Project Management Processes  Closing Processes  Administrative Closure – generating necessary information to formally recognize phase or project pletion  Contract Closeout – pletion and delivery of project deliverables and resolving open issues  Procurement Audits  Product Verification  Formal Acceptance  Lessons Learned  Update Records  Archive Records  Release Team Chapter 3 – Project Management Processes  Overall Processes  Influencing the anization  Leading  Problem Solving  Negotiating  Communicating  Meetings Chapter 3 – Project Management Processes  Project Selection Techniques  Comparative Approach (similar projects)  Benefit measurement method  Constrained Optimization (mathematical approach)  Key aspect of scope verification is customer acceptance  Only 26 % of projects succeed Chapter 4 – Project Integration Management  Project Integration Management  Ensures that the project processes are properly coordinated  Tradeoffs between peting objectives and alternatives in order to meet stakeholder approval  Project Plan Development  Project Plan Execution  Overall Change Control  These processes may occur repeatedly over the project duration  Historical Records are needed to perform project management well, they are inputs to continuous improvement  Files  Lessons Learned  Actual Costs  Time Estimates  WBS  Benchmarks  Risks Chapter 4 – Project Integration Management  Project Plan Development  Uses outputs from other planning processes to create consistent document to guide project execution and control  Iterated several times  Documents planning assumptions  Documents planning decisions that are chosen  Facilitates munication  Defines key management reviews  Provides a baseline to track progress measurement and project control Chapter 4 – Project Integration Management  Project Plan Development Inputs  Other planning outputs: primarily the planning process outputs (WBS, base documents, application area inputs)  Historical information – verify assumptions, records of past project performance  Organizational policies – quality management, personnel administration, Financial controls  Constraints – factors that limit performance, contractual provisions, budget  Assumptions – risk factors Chapter 4 – Project Integration Management  Tools amp。 Techniques for Plan Development  Project Planning Methodology – any structured approach (software, templates, forms, startup meetings  Stakeholder Skills amp。 Knowledge – tap into plan development。 use expertise for reasonableness  PMIS – Out of the box approach to support all project aspects through closure Chapter 4 – Project Integration Management  Project Plan Development Outputs  Project Plan is a collection that changes over time as more information about the project bees available  Baseline will change only in response to approved scope change  Project Plan includes some or all of the following:  Project Charter  Project Management approach or strategy  Scope statement  Work Breakdown Structure (WBS)  Budget, schedule, risks  Key Staff, Major Milestones  Change Control Plan, Management and Communications Plan Chapter 4 – Project Integration Management  Project Plan Components (continued)  Cost Estimates, scheduled start dates and responsibility assignments  Performance measurement baselines  Major milestones and target dates  Required Staff  Risks, constraints and assumptions  Subsidiary management plans (scope, schedule)  Open Issues  Pending Decisions Chapter 4 – Project Integration Management  Supporting Details to the Project Plan  Outputs from planning processes  Technical documentation  Business requirements, specifications, and designs  Relevant standards  Additional information not previously known Chapter 4 – Project Integration Management  Project Plan Execution  Primary process for carrying out the project plan  Most costly aspect of project management  Direction of anizational resources and interfaces Chapter 4 – Project Integration Management  Project Plan Execution Inputs:  Project Plan  Supporting Detail  Organizational Policies  Corrective Action – anything to bring expected performance in line with the project plan Chapter 4 – Project Integration Management  Tools amp。 Techniques for Plan Execution  General Management Skills  Product Skills and Knowledge – defined as part of planning, provided by staffing  Work Authorization System – formal procedure for sanctioning work to ensure pletion – written or verbal authorization  Status review meetings – regular exchanges of information  Project Management Information System  Organizational Procedures Chapter 4 – Project Integration Management  Project Plan Execution Outputs  Work results – the oute of activities performed is fed into the performance reporting process  Change Requests – expand/shrink project scope, modify costs and schedule estimates Chapter 4 – Project Integration Management  Overall Change Control  Influencing factors that create change to ensure beneficial results。 ensure that change is beneficial  Determining that change has occurred  Managing actual changes as they occur  Evaluate impact of change  Meet with team to discuss alternatives  Meet with management to present decision  Change control requires  Maintaining inte。