PMI理念及主义汇总_企业管理_经管营销_专业资料.docx

PMI理念及主义汇总1. 项目管理同时关注结果及过程2. 以干系人管理为核心现代项目管理强调的是满足项目干系人的需求和期望并最终使干系人满意。干系人应当尽早参与到项目中来，参与团队建设，并帮助识别和管理项目风险。3. 不要镀金镀金是指在得不到补偿的情况下为客户做一些计划范围之外的锦上添花的事情以取悦某干系人。PMI理念是要求项目中的所有工作完全按照项目计划进行，坚决避免满园蔓延。如果有必须的工作没有包含在项目计划中，正确的做法是提出对项目计划的变更请求。4. 避免光球效应光球效应又称为晕轮效应，它是一种影响人际知觉的因素，有点爱屋及乌的感觉。PMI理念认为项目经理与技术专家在工作内容上有本质差异。项目经理应该有以下三个方面素质：项目管理知识，实践能力及领导沟通能力。5. 预防胜于检查防患于未然的代价总是小于纠正错误的代价。项目经理应该学会预防问题，而不是解决问题。6. 积极主动地面对问题PMI理念认为项目经理在处理项目问题和解决冲突时应该是积极主动心态，不回避问题和冲突，主动和发生问题的当事人进行沟通和交流，并解决问题。7. 要有风险意识8. 以不变应万变项目基准不能轻易改变，项目必须按时，按预算完成，并符合其他所有项目目标，这是项目经理的责任9. 前车之鉴，后事之师PMI理念非常关注组织过程资产和历史资料的积累，因为对于项目管理团队和客户来说，历史资料记录的是非常有价值的，任何组织都应该有历史资料的积累。PMI理念强调客观事实，不相信任何缺乏依据的主观判断10. 因地制宜，权衡关系任何一个项目经理都必须在公司既有的系统和文化环境中工作，被称为事业环境因素。11. 你是专业项目经理，管理是你的核心职能12. 必须以专业的方法做项目，即遵循PMBOK的要求13. 强调组织过程资产和事业环境因素14. 强调历史信息，强调经验教训总结，强调记录15. 问题在于预防而非解决16. 必须有明确的目标，必须有正式的计划才可行动17. 干系人很重要，尽早识别全部干系人并让其参与18. 项目经理必须任命，PM是管理工作的核心责任19. 项目是系统工程，项目经理是整合者，多重约束牢记在心20. 项目是以结果为导向，项目成功是项目经理最终的责任21. 变更影响项目成功，项目经理应影响变更发生，管理变更22. 项目经理的主要责任是整合项目，整合通过沟通实现，项目经理要花75%-90%时间用于沟通23. 项目经理应该拒绝提供不重要信息的要求24. 必须详细描述工作，责任必须明确25. 任何情况下，质量都要达到客户满意26. 消减费用的前提是消减项目范围，而不是牺牲质量27. 项目经理必须遵守公司规定，职业道德，法律28. 项目经理必须主动，不等不靠，不论环境如何，先尽自己的努力29. 一切决策必须以事实为依据，以程序为准绳，正确的程序优于正确的结果30. 防止范围潜变，杜绝质量镀金31. 项目必须收尾32. 处理各方关系时，都要本着双赢的理念33. 所有都要有依据，并且书面记录34. 所有都要按程序35. 你是项目经理，在矩阵型组织中管理大项目36. 项目经理是项目成败的负责人，不发牢骚37. 责任到人38. 项目干系人应尽早参与39. 没有项目章程就没有项目40. 没有计划就没有项目的开展41. 项目章程是项目经理的尚方宝剑42. 按项目计划工作，防止镀金43. 只有经批准的变更才能付诸行动44. 经验教训要记录，项目文件要归档45. 任何项目必须要有项目计划，项目计划必须得到批准46. 验收的可交付成果必须得到发起人或客户签字47. 只有批准后的变更才能纳入修改后的基准并付诸行动48. 要变更走流程，走完流程再改计划49. 所有变更必须以书面形式记录并通知干系人50. 项目经理在紧急和授权下行使变更权51. 项目经理管理到工作包52. 要少找领导，少开会53. 客户导向，成果导向54. 项目经理一定要明白做好工作是需要奖励的55. 项目经理为获得最佳资源要与职能经理协商56. 项目经理与员工要面对面交谈57. 合理冲突是有益的58. 风险规划尽早开始，识别风险贯穿始终General PMI-isms : 1. Project managers can save the universe , are wonderful and great , and must be very skilled.项目经理胸怀万物，既令人愉快又十分出众，还必须有坚实的技能.2. The project manager puts the best interests of the project first , not his or her own interests.项目经理把项目利益摆在第一位而不是他/她个人利益.3. The exam tests from the perspective of a large project . So the project manager is working on a large project that involves 200 people from many countries , takes at least one year , has never been done before in the organization , and has a budget of US $100 million dollars or more.PMP考试从大项目的角度出发，所有项目经理工作所在项目如下：200人以上，涉及多个国家，至少历时1年，组织中从未做过，预算在1亿美元以上.4. Project managers have all the power and perform all the activities in the real world as described in the PMBOK Guide.现实世界中的项目经理拥有PMBOK指南中描述的所有权限并执行所有活动.5. The project manager is assigned during project initiating , not later in the life of the project . 项目经理在项目启动阶段被任命，而不是项目后续阶段.6. The project manager understands the process of project management; e.g., what to do first , second , etc., and why !项目经理理解项目管理的过程，例如首先做什么，再做什么，以为为何如此.7. The project manager always knows why his or her project was selected by management to be done , and makes sure those objectives are met while planning and managing the project.项目经理总是知道为何启动项目，并确保在规划和管理项目时满足那些目标.8. The project manager spends time planning, managing , assessing , and controlling scope , time , cost , quality , risk , resources , and customer satisfaction . 项目经理花时间做的事情包括：规划，管理，分派任务，控制范围，时间成本，质量，风险，资源和客户满意度 .9. Organizations have a project management office , and that office has important , clearly defined authority over projects . 组织有一个项目管理办公室(PMO) , 它对项目的权利很重要，而且被清晰定义.10. Organizations have project management policies , which the project manager adapts for use on his or her project . These policies may include project management methodologies , risk procedures , and quality procedures . 组织具有项目管理政策，项目经理可以采用到自己的项目中。这些政策可能包含项目管理方法论，风险过程和质量过程.11. Organizations have records (histories information ) for all previous projects that include what the work packages were , how much each work package cost , and what risks were uncovered (now referred to in the PMBOK Guide as part of organizational process assets ) . The project manager uses this past history from other projects to plan the current project.组织具有以前项目的记录(历史记录) ， 包括工作包描述，每个工作包的成本，哪些成本未被覆盖(现在被PMBOK指南列为组织过程资产一部分). 项目经理使用其他项目的历史信息规划当前项目.12. The project manager works within the existing systems and culture of a company (enterprise environmental factors) , and one of projects results is to provide input to improve those systems.项目经理工作与已有的系统以及公司文化下(企业环境因素),项目的结果之一就是为改进那些系统提供输入.13. A wbs is used on every project.WBS用于每个项目中.14. A project management plan is not a bar chart , but a series of management plans . The project manager knows what is involed in creating a real project management plan . 项目管理计划不是横道图，是一系列管理计划。项目经理知道创建真正的项目管理计划需要什么.15. The project manager creates other documents (project documents) in addition to the project management plan to help plan , manage ,and control a project . 除了项目管理计划，项目经理也创建其他文档(项目文档)以帮助规划，管理和控制一个项目.16. Stakeholders are involved throughout the project . Their needs are taken into account while planning the project and creating the communications management plan . They may also help identify and manage risks.干系人全程参与项目，在规划项目和创建沟通管理计划时都要考虑他们的需要，他们也可能帮助识别和管理风险.17. People must be compensated for their work . (I am serious;a question about this has appeared on the exam.)个人必须从工作中得到报酬.18. PMI dose not approve of gold plating (adding extra functionality).PMI不赞成镀金(添加额外功能)19. Since most projects are managed in a matrix environment , such seemingly easy topics are motivation theories and powers of the project manager become quite serious on the exam.既然大部分项目都是在矩阵环境下被管理，因此动机理论和项目经理权利成为考试重点.Planning the project : 1. Planning is very important , and all projects must be planned.规划很重要，所有项目必须规划.2. A project manager plans the project with input from the team and stakeholders, not on his or her own.项目管理做规划时从团队和干系人处得到输入，而不是依靠他/她本人.3. Part of planning involves deciding which processes in the PMBOK Guide should be used on each project.规划工作应包含决定采取PMBOK指南中的哪些过程用于项目.4. There are plans for how every knowledge area except project management framework , project management processes, and integration management will be planned , managed, and controlled . These are called management plans , and every project has one for each knowledge area.除了项目管理框架，项目管理过程和整合管理外，每个知识领域都应该有一个如何被规划，管理和监控的计划。他们被称作管理计划，每个项目的每个知识领域有一个.5. If at all possible , all the required work and all the stakeholders are indentified before the project work actually begins.如果一切允许，所有必要的工作和干系人都应该在项目实际开始之前被识别.6. The project manager determines metrics to be used to measure quality.项目经理决定测量质量的标准.7. The project manager has a plan for continually improving processes.项目经理应有持续改进过程的计划.8. The project manager creates a system to reward team members and stakeholders.项目经理创建的系统要对团队成员和干系人都有回报.9. All roles and responsibilities are ClEARLY documented and assigned to specific individuals on the project . These may include things like reporting responsibilities ,risk management assignments , and meeting attendance , as well as project work.项目中所有角色和责任都被清晰的记录在文档中并分派到具体个人。和项目工作一样，还包括报告责任，风险管理分配以及会议参加人.10. Since the project has never been done before in the organization, the project manager focues extensively on identifying risks.既然项目从未在组织中做过，项目经理关注广泛地识别风险.11. The stakeholders , as well as team members , are assigned risk indentification and risk management duties .和团队成员一样，干系人也被分配风险识别和风险管理的职责.12. The project manager realizes that managing risks saves the project time and money.项目经理应意识到管理风险可以节约时间和金钱.13. Project cost and schedule can not be finalized without completing risk management.没有完成风险管理之前，项目成本和进度无法最终确定.14. The project manager assesses whether the project can meet the end date and other project constraints and objectives. He or she then meets with management to resolve any difference BEFORE the project work starts . The project manager knows unrealistic schedule are his or her fault.项目经理评估项目是否可以满足截止日期和其他项目约束，评估项目是否可以满足目标，在项目工作开始之前会见管理者解决差异.15. The project manager plans when and how to measure performance against the performance measurement baseline,as documented in the project management plan, but he or she also has other measurements to use to determine how the project is performing while the work is being done.项目经理计划何时，怎样根据绩效测量基准测量绩效，这已经被写入项目管理计划。他/她还应该知道在项目执行过程中使用的其他测量方法确定项目绩效.16. The project management plan is approved by all parties , is realistic , and everyone believes it can be achieved.项目管理计划被各方批准，是现实的，每个人都相信可以实现.17. The exam defines a kickoff meeting in a way that may be different from your understanding of a kickoff meeting(see the integration Management chapter).考试中定义的启动方式可能和你理解的会不一样(参见整合管理).During the project : 1. The project is managed to the project management plan.管理项目时参照项目管理计划.2. A project manager measures against the project management plan to help determine the project status throughout the life of the project.项目经理依据项目管理计划进行测量，帮助在整个项目生命周期中确定项目状态.3. Project are reestimated throughout the life of the project to make sure the end date or cost objectives will be met . Therefore, the project manager almost always knows if the project can meet the agreed-to end date and budget . 在生命周期中，项目被不断重新评估，以确保满足截止日期或成本目标。因此项目经理几乎总是知道项目是否满足认可的截止日期和预算.4. Delays must be made up by adjusting future work, rather than asking for more time.延迟必须通过调整未来工作进行弥补，而不是要求更多时间.5. The project manager has authority and power. He or she can say No and work to control the project for the benefit of the customer.项目经理具有权威和权利，他/她可以代表客户说“不”，并且为控制项目而工作.6. The project manager lets others know they cannot get something for nothing . A change in scope MUST be evaluated for its impacts to time , cost , quality , risk , resource , and customer satisfaction . The project manager has enough data about the project to do this analysis.项目经理让大家知道他们不能不劳而获。范围变更的影响必须被评估，包括时间，成本，质量，风险，资源和客户满意度，项目经理有足够数据做这些分析.7. The project manager realizes that , over time , not everyone associated with the project will have the same understand of what the project is and what could occur during the life of the project . Therefore , the project manager is continually looking to ensure everyone knows what is going on and has appropriate expectations.项目经理意识到项目超时，并且不是所有项目相关人对项目做什么以及执行过程中将发生什么有共同的理解。因此，项目经理不断努力，以确保每个人明白在发生什么并对未来有合理期望.8. The project manager knows about and takes seriously human resource responsibilities on a project . 项目经理清楚并且切实担负起人力资源的角色.9. The project manager spends time on such activities as team building and ensuring team performance .项目经理花费时间用于团队建设和确保团队绩效活动. 10. The project manager is proactive and finds problems early, looks for changes , and prevents problems.项目经理具有前瞻性能及早发现问题，关注变更，防止问题.11. The project manager spends more time focusing on preventing problems than dealing with problems.项目经理花费更多时间关注防止问题和解决问题.12. Most problems that occur have a risk management plan already created to deal with them.大部分问题发生时都己经在风险管理计划中创建了处理他们的方法.13. Risks are a major topic at every team meeting.每次团队会议中都把风险作为一个重要议题.14. Team meetings do not focus on status (that can be collected by other means).团队会议不关注状态(状态可以通过其他方式收集).15. All changes to the project management plan flow through the change management process and integrated change control . 所有关于项目管理计划的变更遵守变更管理流程并置于变更控制之下.16. The PM ensures that organizational policies are followed on the project.项目经理确保项目遵守组织政策.17. The PM recommends improvements to the performing organizations standards , policies , and processes . Such recommendations are expected and welcomed by management.项目经理推荐对组织标准，政策和流程的改进，这些推荐是管理者期望和欢迎的.18. Quality should be considered whenever there is a change to any component of the project.当项目的任何组成发生变更时都需要考虑质量.19. Quality should be checked before an activity or work package is completed . 质量应该在活动或工作包完成之前被检查.20. The PM works closely with the quality assurance/quality control department in performing some of the quality activities discussed in the PMI Guide . 根据PMI指南，在执行质量活动时，项目经理与质量保证/质量控制部门紧密协作.21. The PM is actively involved with the procurement process and assists in managing procurements.项目经理主动参与采购流程并协助管理采购.22. The PM understands contract language.项目经理理解合同语言.23. The PM makes sure all the terms of the contract are met , including those that do not seem important to him or her.项目经理确信合同中所有条款被满足，包括对于他/她来说看起来不重要.Closing the project : 1. The PM archives all project records.项目经理归档所有项目记录.2. No project is complete unless there has been final acceptance from the customer.在客户最终接受之前项目没有完成.3. All projects produce a final report that gives the project team a chance to announce that the project objectives have met.所有项目生成一个最终报告，项目团队据此宣称目标被实现.Dr.Kerzners 16 points to Project ManagementMaturity1. Adopt a project management methodology and use it consistently.采用一个项目管理方法论并始终坚持.2. Implement a