PMP考前项目培训教程(ppt 138页).PPT

PMP考前培训,10/18/2002,什么是项目？PMBOK1.2,具体目标：明确定义、现实可行的目标(clearlydefinedrealisticobjectives)。临时性或一次性（Temporary）：明确的开始与结束。独特性（Unique）：创造独特的产品、服务或结果。相关的活动并消耗资源(Interrelatedactivitiesandconsumeresources)。问题：项目的4个特征中最重要的2个是什么？项目与日常运营的共性与区别？,项目有始有终(Temporary)开始和结束独特的(Unique)产品或服务,由人来实施受制于有限的资源需要计划、实施和控制,运营重复的(repetive)进行的(ongoing),项目与运营（Operation）的关系,渐进细化（ProgressiveElaboration）PMBOK1.2.3,是临时性与独特性的综合。渐进：按步骤进行，稳步增加细化：仔细地将内容的细节全面展开。问题：以下哪一个不能被渐进细化？A：范围B：风险C：项目产品D：项目服务,质量(Quality,Objective,requirements),成本(Cost,Budget),时间(Time,Schedule),牵一发而动全身,范围,风险,项目的三个约束条件,项目管理的定义,什么是项目管理通过使用知识、技能、工具和方法来组织、计划、实施并监控项目活动，使之满足项目需要。,源：PMBOK2000,项目管理的特点过程、管理系统、方法的集合；有效的计划和控制；是对项目、项目群、项目组合的管理；项目管理既是管理科学，也是管理艺术。,子项目（Subproject）PMBOK1.5,项目中某一部分，在一定水平上是独立运作的时候，就称之为“子项目”。可内：Projectteam.可外：Subcontractor.以一个单独阶段或项目过程为基础。例如：根据过程分：实施人员技能分：工种技术内容分：程序自动测试。,大型项目/项目群（program）PMBOK1.5,一组相关项目。有Ongoingoperations运维例如：飞机生产出版报刊杂志单一项目就是项目群的子项目。在很多情况下可以互用。,项目组合管理（PortfolioManagement）,公司战略与可用资源有机结合的一种投资管理战略。(InvestmentManagementStrategycoordinatingorganizationsstrategicandavailableresources)选择和支持某些产品生产线项目或大型项目，通过这些项目把公司战略与资源联系在一起。(Selectionandsupportofspecificproductlineprojectsandprogramsthatlinktheorganizationsstrategicplan,investments),项目管理办公室（PMO）,负责协调许多项目及不同产品交织一起的大型项目。可作为组织的一个部门。设立标准并主要负责以下事物：采购、风险、WBSDictionary绩效评估资源管理题外话：CAPMPMPAutoCAQSoftwareDevelopmentPMP+3500Hr+75QuestionsPMO,项目生命周期,概念（Concept）开发（Development）实施（Implementation）结束（Termination）问题：冲突在项目生命周期中最多的阶段是？冲突在项目生命周期中次多的阶段是？必须是4个阶段吗？,时间,人员,风险abasisfortradeoffs.Projectsproductproductdescription()ProjectdeliverablesalistofsummarylevelSub-products.Projectobjectivesquantifiablecriteriatomeasuresuccessatleast:CostScheduleQuality,SMARTObjective,Involvessubdividingthemajorprojectdeliverablesorsub-deliverablessmallermoremanageableunitsUntilsufficientdetaileddefineddeliverablestoSupportdevelopingActivity.,分解DecompositionPMBOK,Step1:识别主要可交付成果Identifymajordeliverables,Step2:Decideifadequatecostanddurationestimatecanbedeveloped,Step3:Identifyconstituentcomponents(组成元素),Step4:Verifythecorrectness,工作分解结构WBSPMBOK,面向可交付成果而对项目元素的分组，它组织并定义了整个项目范围。Deliverable-oriented,Notactivityoriented.WorknotinWBSisoutsidescopeofproject.UniqueidentifierCodeofaccountWorkpackageLowestlevelitemofWBSCanbedecomposedinaSubprojectWBS.somebooks:80hours.WBSdictionary:workcomponentdescriptions.typicallyinclude:workpackage,scheduledates,Costbudget,staffassignment,工作分解结构与其他结构的区别PMBOK,CWBS(ContractualWBS)：合同工作分解结构定义卖方提供给买方报告的层次，不如WBS详细。OBS(Organizationbreakdownstructure)：组织分解结构显示工作被分配到组织单元。RBS(Resourcebreakdownstructure)：资源分解结构OBS的一种变异，将工作元素分配到个人。BOM(BillofMaterial)：材料清单制造产品所需零部件等的分级层次。PBS(ProjectbreakdownStructure)：项目分解结构即WBS，用于某些将BOM称为WBS的领域。,范围核实ScopeVerificationPMBOK5.4,是项目干系人正式接受（FormalAcceptance）项目的过程。需要审查Deliverables和Workresults，以确保正确圆满完成。项目提前终止，则应对项目完成程度建立文档。注意区别：范围核实与质量控制。范围核实：关心工作结果的“接受Acceptance”质量控制：关心工作结果的“正确性Correctness”Inspection=Review,productreviews,audits,walkthrough,变更申请ChangeRequestPMBOK,多种形式：oral/written,direct/indirect,externally/internallyinitiated,legal/optional但是，必须是正式的（Formal）引起变更申请的原因：外部事件定义Productscope时的错误或遗漏（error/omission）定义Projectscope时的错误或遗漏（error/omission）Value-addingchange(尤其在Optional时)Riskcontingencyplanorworkaroundplan.(),ActivityDefinition活动定义PMBOK6.1,分解(Decomposition)：将工作包细分为：更小、更易于管理的活动（Activity）。与范围定义中分解的区别:Output不同：deliverable/activity.活动清单（）项目执行的所有活动。WBS的延伸。每个活动要有描述。WBS更新（）。又叫精细化Refinement.,Dependencies依赖关系PMBOK6.2,Mandatory强制Ofteninvolvephysicalortechnologicallimitations(basedonthenatureofworkbeingdone)也叫硬逻辑，硬依赖关系。Discretionary任意Bestpractice软逻辑SoftLogic:desirableandcustomary(basedonexperience)优先Preferential:preferredormandatedbyacustomer(also,needoftheprojectsponsor)ExternalProjectactivitywithnonprojectactivity.,前导图法PMBOKPrecedenceDiagrammingMethod,AON(ActivityonNode):Node=activity,Arrow=dependenciesOnetimeestimateLeadandLagFourrelationships:,TASK1,TASK2,TASK1,TASK2,TASK1,TASK2,TASK1,TASK2,箭线图法PMBOKArrowDiagrammingMethod,AOA(ActivityonArrow)：双代号网络图，活动在箭线上。有虚拟活动DummyActivity:一般用虚线表示,0duration.NoLagOnerelationship:Finishtostart,A,B,C,D,E,F,G,计划评审技术PERTPMBOK,Threetimeestimate悲观值Pessimistic最可能值MostLikely乐观值OptimisticWeightedAverage=(Optimistic+4*Mostlikely+Pessimistic)/6Standarddeviation(标准差)=(Pessimistic-Optimistic)/6,BetaDistribution,MostLikely,PERTWeightedAverage,关键路径法CPMPMBOK,OnetimeestimateMostlikelyCalculateforwardpassusingactualcostsfrompreviousprojectasbasisforestimateReliablewhenpreviousprojectsaresimilarandindividualshaveexpertiseformofexpertjudgment参数模型ParametricModelingusesprojectcharacteristicsinmathematicalmodelstopredictcosts(e.g.buildinghouses)Reliablewhenhistoricalinformationisaccurate,parametersarequantifiable,andmodelisscalable2types:Regressionanalysis,LearningCurve从下至上的估算BottomUpEstimatingrollingupindividualactivitiesintoprojecttotalsmallerworkactivitieshavemoreaccuracy计算机工具Computerizedtoolsspreadsheets,software,估算的准确性(AccuracyofEstimates）,量级估算OrderofMagnitudeEstimate:-25%to75%;Withoutdetaileddata,Bestguess,usuallymadeduringInitiationPhaseOtherNames:guesstimates,Conceptual,Preliminary预算估算BudgetEstimate:-10%to25%;Morebetterdata,usuallymadeduringthePlanningphaseOtherNames:Appropriation,Control,andDesign确定估算DefinitiveEstimate:-5%to10%;Welldefineddata,usuallybottomup.OtherNames:Check,Lumpsum,Tender,Postcontractchanges.,估算的准确性,CostEstimates:量级估算OrderofMagnitude(ballparkestimate)：Duringinitialevaluation预算估算Budget:Usedtoobtainfundsandprojectapproval.确定估算Definitive:Proposals,bidevaluation,contractchangeetc.,OrderofMagnitude,DefinitiveEstimate,BudgetEstimate,75%,-25%,25%,-10%,10%,-5%,生命周期成本（Lifecyclecosting）,开发成本Developmentcost生产成本Productioncost运维成本Operating/Maintenancecost处置成本DiscardcostDisposalcostwhileproductpasseditspointofusefulness.(e.g.电池，化学品etc.),TimeValueofMoney,PV=amountofpaymentinNyearsdividedby(1+interest)nNPV=SumofPVofinflowandoutflowNPV0,goNPV=0,considerNPVAC，节约；EVBV，超前；EVBV，滞后。ETC指从今以后一段时间;EAC指工作结束那个点。,Quality质量,Quality:实体中与它满足明确需要和隐含需要的能力相关的所有特性的总和。Totalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.Fivemisunderstandingsaboutquality:Qualitymeansgoodnessorluxury.Qualityisintangibleandnotmeasurable.QualityisExpensive.Qualityproblemisoriginatedbyworkers.Qualityoriginateinqualitydepartment.区别质量与等级：如酒店星级区别质量与镀金（Goldplating）,质量目标QualityGoals,质量的目标是：适合于使用Fitnessforuse.(产品或服务能否使用？Istheproductorservicecapableofbeingused?)适合于目的Fitnessforpurpose.(产品或服务达到了设计目标？Doestheproductorservicemeetitsintendedpurpose?)顾客满意Customersatisfaction.(产品或服务满足了顾客的期望？Doestheproductorservicemeetthecustomersexpectations?)符合需求Conformancetotherequirements.(产品或服务是否符合要求？Doestheproductorserviceconformtotherequirements?),质量责任ResponsibilityforQuality,高层管理Topmanagement负责组织的质量。ResponsibleforQualityoftheOrganization项目经理Projectmanager负责项目的质量。ResponsibleforQualityoftheprojectIndividualemployee负责其所做工作的质量。Responsibleforthetaskstheyperformed,QualityPlanning质量计划PMBOK8.1.1,确定与项目有关的质量标准并确定达到标准的方法。质量政策（Qualitypolicy）有组织的最高层正式发布的关于质量的总宗旨和总方向。如果组织没有正式质量政策，项目团队应该为项目指定质量政策。项目团队有责任确保干系人全面获知质量政策。范围说明（Scopestatement）产品描述（Productdescription）标准和规范（Standardandregulation）,实验设计DesignofExperimentsPMBOK,一种统计方法，帮助识别哪些因素将影响某种变量。多用于项目产品上。如：汽车设计中确定哪种悬置与车轮的搭配效果最好，并且价位合理。项目中的用途成本与进度tradeoff：高级工程师的费用高但用时少，低级工程师则相反。将高级和低级工程师进行多种组合，已确定最佳。,QualityCost质量成本PMBOK,质量成本指为了达到产品/服务质量而进行的全部工作所发生的所有成本。包括符合要求的成本和不符合要求的成本。(CostofConformance/non-conformance)典型项目一般设定项目价值的3-5%作为质量管理的成本。质量成本类型QualityCostCategory:预防成本PreventionCost-costtoplanandexecuteaprojectsothatitwillbeerror-free鉴定成本AppraisalCost-costofevaluatingtheprocessesandtheoutputsoftheprocessestoensuretheproductiserror-free内部失败（故障）成本InternalFailureCost-costincurredtocorrectanidentifieddefectbeforethecustomerreceivestheproduct外部失败（故障）成本ExternalFailureCost-costincurredduetoerrorsdetectedbythecustomer.Thisincludeswarrantycost,fieldservicepersonneltrainingcost,complainthandling,andfuturebusinesslosses.测量与检测设备成本MeasurementandTestEquipment-capitalcostofequipmentusedtoperformpreventionandappraisalactivities.,QAandQCComparison,质量保证(QA):在质量体系中实施的全部有计划、有系统的活动，以提供满足项目相关标准的信心。质量控制(QC):一个过程，用来监控具体项目结果，以决定他们是否符合相关的质量标准，并识别消除不满意绩效的成因。,质量控制中要区分以下概念PMBOK8.3,预防(prevention)与检查(inspection)特性抽样(attributesampling)与变量抽样(variablesampling)特殊原因(specialcause)与随机原因(randomcause)许可的误差(Tolerance/Threshold)与控制限度(controllimits),质量工具QualityTools,流程图曲线图帕累托图（ParetoDiagram）-80/20定理因果图（鱼骨图/Ishikawa图）图表（Graphs）控制图（ControlCharts）核对表（Checksheets）,Sampling,确定样本大小Beforerejectproduct,benchmarkthenumberofdefect(thisisthemanagementresponsibility).MethodsAcceptanceAttributeSpecialAttributeContinuoussamplingChainSkip-lotVariablesampling,不断改进（ContinuesImprovementProcess）,PDCA(戴明Deming):计划Plan提高当前的实践improvethepresentpractice执行Do计划的实施implementtheplan检查Check通过测试来观察是否得到了期望的结果。testtoseeifdesiredresultsareachieved行动Act实施纠正行动。ImplementcorrectiveAction戴明还阐述说：85%的质量问题应由管理层负责，另外15%由团队成员负责。Demingalsostatedthat85%ofpoorqualityisattributabletothemanagement,15%totheteammembers.,Taguchistheory,Qualityshouldbedesignedintotheproduct,notinspectedintoit.Qualityisbestachievedbyminimizingthedeviationfromatarget.Theproductshouldbedesignedtobeimmunetouncontrollableenvironmentalfactors.Thecostofqualityshouldbemeasuredasafunctionofdeviationfromthestandardandthelossesshouldbemeasuredsystem-wide.,R负责A协助C审查责任分配矩阵可在各个等级实行,责任分配矩阵,PMRolesandResponsibilities,Integrator集成者是看到项目目标及项目如何融入组织整体计划的人。PMisthemostlikelypersonwhocanviewboththeprojectandthewayitfitsintotheoverallplanfortheorganization.协调项目团队的努力。Mustcoordinatetheeffortsofalltheunitsoftheprojectteam.Communicator:水平，垂直，内外，正式非正式等TeamLeaderDecisionMakerClimateCreatororBuilderThePMshouldattempttobuildasupportiveatmospheresothatprojectteammembersworktogetherandnotagainstoneanother.Seektoavoidunrestandnegativeformsofconflictbybuildingsupportiveatmosphereearly.,权力的类型,法定（LegitimateorFormal):基于一个人在公司中的正式地位。Basedonapersonsformalpositioninthecompany.奖赏Reward:提供好结果的能力。如：提升、涨工资等Powertogivepositiveconsequencesoroutcomes.强制Coercive(Penalty):提供坏结果的能力。如：停职、解聘等。Referstonegativeconsequencesthatapersoncaninflictonothers.威望Referent:通过团队成员将某人视为模范，崇拜并心甘情愿追随而获得的能力。Powergainedwhenteammembersadmire,andwillinglyfollow,anindividualasarolemodel专家权威Expert:通过在某方面公认的知识或技能水平而获得的能力。Referstoearnedpowerthrougharecognizedlevelofknowledgeorskillinaspecificarea.Alsocalledcharisma.,领导风格/决策模型LeadershipStyles/DecisionModel,Autocratic（独裁型）:项目经理很少或根本不从团队那里收集信息。ThePMsolicitslittleornoinformationfromteam.独断专行。Makesdecisionsolely.又被称为：指导型。AlsoreferredtoasDirecting.Consultiveautocratic（咨询独裁型）:从团队那里收集大量信息。Intensiveinformationinputissolicitedfromtheteam.但自己作决定。ThePMstillmakesthedecisionssolely.又被称为：说服型。MayalsobereferredtoasPersuading.,领导风格/决策模型LeadershipStyles/DecisionModel,Democratic(民主型)将问题交给团队讨论并收集信息。Problempresentedtotheteamforopendiscussionandinformationgathering.团队做决策。Teammakesdecision.又被称为：参与型。AlsoreferredtoasParticipating/ConsensusManager.LaisseyFaire(自由放任型)集体内上下之间很少或没有信息交换。Littleornoinformationexchangetakesplacewithinthegroup(Upanddown).团队有最终决策权。Theteamhastheultimateauthorityforthefinaldecision.又被称为：授权型。AlsoreferredtoasDelegating/ShareholderManager.注：这种类型被认为是拙劣的管理。Thisstyleisconsideredtobepoormanagement.,Maslow的需求层次理论,人与人之间存在需求差异。,生理,安全,爱和归属,自尊,自我实现,动机理论MotivationTheories,TheoryX:(developedbyMcGregortodescribehowmanagersrelatetosubordinates)Mostpeopledisliketheirworkandwillavoidit.Mostpeoplelackambitionandhavelittlecapacityforproblemsolvingandcreativity.Workerspreferdirectionandavoidtakingresponsibilityandinitiative.WorkersmotivatedonlybyMaslowslowerlevelneeds(physiologicalandsafety).Workersareself-centered,indifferenttotheneedsoftheorganization,andresistanttochange.TheoryY:(alsodevelopedbyMcGregor)Mostpeoplemeethighperformanceexpectationsifappropriatelymotivatedandtheclimatesupportive.Mostpeoplearecreative,imaginative,ambitious,andcommittedtomeetingtheorganizationsgoals.Mostpeopleareself-disciplined,candirectandcontrolthemselves,desireresponsibilities,andacceptthemwillingly.WorkersaremotivatedbyMaslowshigherlevelneeds(selfesteemandselfactualization),动机理论MotivationTheories,TheoryZ:(DevelopedbyOuchi.ThesourcewastheJapaneseworkplace)SimilarcharacteristicsasTheoryY.Managementdeemsworkersastrustworthyandcapableofworkingwithoutclosesupervision.Workersaremotivatedbyselfesteemandselfactualization.Japanesemanagementprovidesasupportiveenvironmentwithlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility.Ouchitheorizedthattotheextentlifetimeemployment,consensusdecisionmaking,andcollectiveresponsibility,thenworkerproductivityandmotivationwouldimprove.ContingencyTheory:(DevelopedbyMorseandLorsch)Peoplehaveacentralneedtodevelopasenseofcompetence.Thisneedcontinuestomotivateevenaftercompetencehasbeenachieved.Projectmanagersshouldensurethatthereisagoodmatchbetweenteammembersskillsandtheirassignmentsandthattheorganizationalclimateisconducivetomeetingteammembersneedsandachievingasenseofcompetence.,动机理论MotivationTheories,GoalSettingTheory:(DevelopedbyLathamandLocke)Workingtowardsagoalisamajorsourceofjobmotivation.Individualshaveaninternaldesiretoachievegoals.Clear,specific,concise,andchallenginggoalsmotivateteammembers.Projectparticipantsmustbeallowedtoparticipateinsettinggoals,formulatingplansandimplementationstrategiesinordertogainparticipantsacceptanceandcommitmenttomeetingprojectgoals.期望理论ExpectancyTheory:(DevelopedbyVictorVroom)Peoplethinkseriouslyabouthowmuchefforttheyshouldputintoataskbeforedoingit.Motivationoccursifthereisanexpectationofafavorableoutcome.Apersonsbehaviorisbasedonthestrengthoftheirexpectationthatanactwillbefollowedbyadesiredoutcomeorgoodperformance.Apersonsbehaviorisbasedontheirexpectationthatgoodperformancewillberewarded.Theattractivenessoftherewardtotheindividualalsoinfluencesapersonsbehavior.Projectmanagersshouldtrytoascertainthemostimportantneedsoftheirteamviainformalcommunicationandbydevelopinginterrelationshipswithteammembers.,动机理论MotivationTheories,HygieneTheory卫生理论:(FredrickHerzberg)Hygienefactor(卫生因素)：工资、主管的态度、工作环境，可防止不满，但不是激励。Motivator(激励因素)：能领先、有机会学习新事物、工作本身的挑战。EquityTheory公平理论:(DevelopedbyAdams)Peoplearemotivatedbytheirdesiretobetreatedequitably.Peoplecomparetheirjobsandcompensationwiththoseofothersontheproject.Inequitiescaninfluencethedegreeofefforttheyexert.Inequitiescanresultinconflictsandproblems,thusrequiringconsiderableeffortfromtheprojectmanager,functionalmanagers,andhumanresourcespersonneltoresolve.Projectmanagersmustensurethatallprojectparticipantsarecompensatedfairlyfortheircontributionstoprojectsuccess.,TeamBuildingProcess团队建设过程,Theprocessofgettingadiversegroupofindividualstoworktogethereffectivelyasateam.团队建设计划同成员磋商组织团队召开“开工大会”获得成员的承诺建立沟通联系实施团队建设活动将团队建设活动与项目所有活动结合起来,TeamBuildingActivities团队建设活动PMBOK,Primarilytoimproveteamperformance.2ndeffectisenhanceteamperformance.,冲突管理ConflictManagement,Withdrawal（回避）:Retreatingfromactualorpotentialdisagreementsandconflictsituations.Appropriateonlyincertainsituationssuchaswhenacooling-offperiodisneeded.Atemporarytactic:doesnotresolvetheconflict,onlydelaysit.Smoothing（缓和）:De-emphasizesdifferencesandemphasizescommonalities.Keepstheatmospherefriendly.Atemporarytactic:doesnotresolvetheconflict,onlydelaysit.Shouldbeusedinconjunctionwithanothermethod.Compromising/Collaboration（妥协/合作）:Considersvariousissuesandsearchesforsolutionswhichbringsomedegreeofsatisfactiontotheconflictingparties.Thismethodisconsideredtobealose-lose.Bothpartiesmustgiveupsomethingthatisimportanttothem;however,thismethodusuallyprovidessomeacceptableformofresolution.,ConflictManagement,Forcing（强制）:Exertsonesviewpointatthepotentialexpenseofanotherparty.Thismethodprovidesresolutionbutisconsideredtobeawin-lose.PMIsuggestitisthelastresort.ProblemSolving:(confrontation)解决问题Directlyaddressesdisagreements.Conflictistreatedasaproblem.Theproblemisdefined;informationiscollected;alternativesareidentifiedandanalyzed,andthemostappropriatealternativeisselected.Theoreticallyconsideredthebestbecausebothpartiescanbesatisfiediftheyworktogethertosolvetheproblem.Bothpartiesmustwanttosolvetheproblemandbewillingtoworktogether.Time-consumingmethod.Thismethodisconsideredtobeawin-win.,冲突管理总结,第3方冲突解决3rdPartyConflictResolution,Mediation（调停）:各方不必遵守建议。Partiesdonthavetoabidebyrecommendations.Arbitration（仲裁）：各方达成协议，Partiesagreedinadvance并遵守这个决定。Abidebythedecision.Adjudication(裁定)：暂时的决定Temporarydecision可能在将来再讨论。Maybereopenatalaterdate.,InterpersonalCommunication,Toensuremessagesarereceivedandunderstood,two-waycommunicationisnecessary.Interpersonalcommunicationistheprocessofsharinginformationwithothers.沟通的要素：发送者：Thesender(orencoder)ofthemessage.消息：Thesignalorthemessage.渠道：Thechannelisthemediaused.接收者：Thereceiver(ordecoder)ofthemessage.沟通过程Processofinterpersonalcommunication:Senderdetermineswhatinformationtoshareandwithwhomandencodesthemessage.Sendertransmitsthemessageasasignaltothereceiver.Thereceiverreceivesthemessage.Thereceiverdecodesthemessagetodetermineitsmeaningandthenrespondsaccordingly.Communicationissuccessfulifthedecodedmessageisthesameasthesenderintended.,MethodsofCommunication,Verbal:Threestagesofeffectiveverbalcommunicationandpresentation:Theintroduction:Tellthemwhatyouregoingtotellthem.Theexplanation:Tellthem.Thesummary:Tellthemwhatyoujusttoldthem.Non-verbal:Encodingamessagewithoutusingwords.Usuallydonethroughbodylanguage.TotalMessageImpact=Words(7%)+Vocaltones(38%)+Facialexpressions(55%)PMsmaycombinevocalandnonverbalfactorsbutmustbecarefulthatthetwodonotpresentcontradictorymessages.Writtencommunication:Themainaimofbusinesswritingisthatitshouldbeunderstoodclearlywhenreadquickly.Themessageshouldbewellplanned,simple,clear,anddirect.,EffectiveListening,EffectivelisteningisoneofthemostimportantskillsforaPMtoacquireandpractice.Ithelpsdevelopmutualrespect,rapport,andtrustamongprojectparticipants.Verballisteningbehaviors:Askingquestionstoclarifyandgathermoreinformation.Paraphrasingwhatthespeakerhassaid.Summarizingatintervalswhatthespeakerhassaidtoconfirmwhatyouhaveunderstood.Askingthespeakerforexamples.Ascertainingthespeakersfeelingsandacknowledg