PMP考前培训（ 138页）ppt课件

1、PMP考前培训什么是工程？PMBOK 1.2 详细目的：明确定义、现实可行的目的(clearly defined realistic objectives)。 暂时性或一次性Temporary：明确的开场与终了。 独特性Unique：发明独特的产品、效力或结果。 相关的活动并耗费资源(Interrelated activities and consume resources)。问题：工程的4个特征中最重要的2个是什么？工程与日常运营的共性与区别？工程有始有终(Temporary) 开场和终了独特的(Unique) 产品或效力由人来实施受制于有限的资源需求方案、实施和控制运营反复的(repeti

2、ve)进展的(ongoing)工程与运营Operation的关系渐进细化Progressive Elaboration PMBOK 1.2.3 是暂时性与 独特性的综合。渐进：按步骤进展，稳步添加细化：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：工程产品 D：工程效力质量(Quality, Objective, requirements )本钱 (Cost, Budget)时间 (Time, Schedule)牵一发而动全身范围风险工程的三个约束条件工程管理的定义什么是工程管理经过运用知识、技艺、工具和方法来组织、方案、实施并监控工程活动，使之满足工程

3、需求。源：PMBOK2000工程管理的特点过程、管理系统、方法的集合；有效的方案和控制；是对工程、工程群、工程组合的管理；工程管理既是管文科学，也是管理艺术。子工程Subproject PMBOK 1.5 工程中某一部分，在一定程度上是独立运作的时候，就称之为“子工程。可内：Project team.可外：Subcontractor.以一个单独阶段或工程过程为根底。例如：根据过程分：实施人员技艺分：工种技术内容分：程序自动测试。大型工程/工程群program PMBOK 1.5一组相关工程。有Ongoing operations运维例如：飞机消费出版报刊杂志单一工程就是工程群的子工程。在很多情

4、况下可以互用。工程组合管理Portfolio Management 公司战略与可用资源有机结合的一种投资管理战略。(Investment Management Strategy coordinating organizations strategic and available resources)选择和支持某些产品消费线工程或大型工程，经过这些工程把公司战略与资源联络在一同。(Selection and support of specific product line projects and programs that link the organizations strategic pl

5、an, investments)工程管理办公室PMO 担任协调许多工程及不同产品交错一同的大型工程。可作为组织的一个部门。设立规范并主要担任以下事物：采购、风险、WBS Dictionary绩效评价资源管理题外话：CAPMPMPAutoCAQSoftware DevelopmentPMP+3500Hr+75QuestionsPMO工程生命周期 概念Concept开发Development实施Implementation终了Termination问题：冲突在工程生命周期中最多的阶段是？冲突在工程生命周期中次多的阶段是？必需是4个阶段吗？时间人员风险&时机开场终了工程干系人对工程的影响随着时间的推

6、移变得越来越微弱。胜利的概率随着时间的推移越来越大每个 阶段的终了以预先定义的可交付成果为标志风险最大影响时段工程生命周期的特性(I)本钱工程生命周期的需求留意其他的方面Phase end Review:又叫Phase exits, Stage gates, Kill points继续吗？ Go/no go.Corrective ActionLessons learned.区别project life cycle和 product life cycle:工程经理沟通方向及关系工程经理资助人老板工程团队同事其他PM顾客供应商职能部门经理媒体政府群众强矩阵型平衡矩阵弱矩阵型全时全时部分时间部分时间

7、部分时间工程管理行政人员工程经理/方案经理工程经理/方案经理工程经理/工程主任PM协调员/工程主管PM协调员/工程主管工程经理的头衔全时全时全时部分时间部分时间工程经理85-100%50-95%15-60%0-25%几乎没有工程全时人员%大到几乎全权中等到大小到中等有限很少或没有工程经理的权威工程型组织矩 阵 型 组 织职能型组织组织类型工程特点工程组织构造对工程的影响工程管理5个过程决议立项按照方案执行执行情况与方案比较调整执行情况 方案提供控制基线根据变卦调整方案根本思绪贯穿在工程的每一个环节制约要素Constrains PMBOK Applicable restricti

8、on affect the performance of the project. limit teams option on scope, staffing, schedule. 问题: 我们能改动制约要素吗? 我们能逃避制约要素吗? 制约要素的几个能够的来源是什么?假设(Assumptions) PMBOK for planning purpose considered to be True, Real or Certain Project team frequently Identify, Document, and Validate assumptions as par

9、t of Planning Process.工程方案与工程绩效基线 PMBOK 工程方案： Formal, approved document used to manage project execution. Change over time. Includes a lot: 工程绩效基线： Scope Time Cost Changed upon the approved changes on scope of work/deliverable.方案实施的工具和技术 PMBOK 4.2.2 普通管理技术。 产品技艺和知识。resource planning and staf

10、f acquisition 任务授权体系Work authorization system 同意工程任务的一个正式程序，用来确保： 按照恰当的时间、顺序完成任务。 形状评审会 PMIS 组织程序方案实施-任务结果 Work Result PMBOK 定义：为完成工程所执行活动的各种结果。Outcomes of activities performed to accomplish the project. 提供如下信息： Deliverables 哪个完成，哪个没有 Quality standard 满足程度如何 Cost incurred/Committed (源自绩效报告)

11、Can be Tangible or Intangible, But always Measurable. 方案实施变卦恳求 Change Request PMBOK 通常在工程任务完成时被识别。 例如: 对范围、本钱、进度的变卦恳求。 多种方式：oral/written, direct/indirect, externally/internally initiated, legal/optional 但是，必需是正式的Formal集成变卦控制 PMBOK 4.3 (Integrated Change Controls) 关怀的是： 对引起变卦的要素施加影响，以保证这些变卦是征

12、得赞同的。 确定变卦曾经发生。 当变卦实践发生时进展管理。留意：以上3条适用于详细变卦控制过程，如：Scope, cost, time 要做的是： 维护performance measurement baseline完好性 确保product scope的变卦在Project scope中反映 协调各知识领域的变卦。 经过： 回绝新的变卦。 同意变卦并修订工程基线。变卦控制系统 PMBOK (Change Control System) 由以下内容组成： 正式、文档化的程序。 包括正式工程文件变卦的步骤。 规定如何对工程绩效进展监视和评价。 包括：文书任务Paperwork跟踪

13、制度和流程Tracking systems and processes授权变卦所需的同意级别Approval level necessary for authorizing changes控制小组CCB, ERB, TRB, TAB“自动同意变卦配置管理 PMBOK Configuration Management 任何文档化的程序，用于对以下方面进展技术和行政的指挥与监视：识别任务项或系统的物理特性和功能特征，并构成文档。控制这些特征的任何变卦。记录并报告这些变卦及实施形状。审计这些任务项和系统以证明其与需求一致。很多领域是变卦控制系统的子集。也能够指对变卦进展的任何系统的管

14、理。不能“自动同意变卦产品描画 Product Description PMBOK 把工程将要发明的产品或效力的特征编制成文档。应将产品或效力与商业需求或其他导致工程产生缘由之间的关系编制成文档。可以随工程的进展渐进细化。在工程初期, be less detail/high level, 然后但是, 又要 detailed enough for project planning当Seller按照与Buyer订立的Contract执行时，最初的产品描画普通由Buyer提供。工程选择方法 PMBOK Project Selection Method 方法：效益丈量法

15、Benefit measurement methodsEconomic Model, scoring model,约束优化法Constrained optimization methods)Mathematical Model,决策模型 Decision Model:General Techniques(decision trees, forced choice)Specific Techniques(Analytic Hierarchy Process, Logical Framework Analysis,)Apply complex project selection criteria

16、in a Sophisticated modeseparate project phase (Feasibility Study phase) Decision Model赢利才干的计算Profitability Calculation投资报酬率( ROI )=Operating income/Investment现值 (PV) = FV/ (1+r)n净现值 (NPV)内部收益率 (IRR)使投资现值之和等于收入现值之和的折现率。回收期Payback period工程章程 Project Charter PMBOK 定义：A document that formally au

17、thorizes a project. 内容：Officially establishes the project.Assign the project manager and authorizes the use of organizations resources to accomplish project activities.Provides a general description of project objective and business reason for project.问题：以下哪个是销售方seller的工程章程？Contract3. Statement of r

18、equirement Scope statement4. Statement of Objective工程经理的指派 PMBOK Project Managers Assignment 工程可行，越早越好。 最迟不得晚于Execution. Preferable早于工程方案编制完成前。 问题：以上哪个最好？One answering principle, only choose the best fit answer. 范围阐明 Scope Statement PMBOK Provides a documented basis forMaking future

19、project decisionConfirming or developing common understanding of project scope among the stakeholders. Will be revised or refined to reflect approved scope changes.Includes or reference to:工程论证Project justification Business needs; a basis for tradeoffs.Projects product product description()Pr

20、oject deliverables a list of summary level Sub-products.Project objectives quantifiable criteria to measure successat least: Cost Schedule QualitySMART ObjectiveInvolves subdividing the major project deliverables or sub-deliverables smallermore manageable unitsUntil sufficient detailed defined deliv

21、erables toSupport developing Activity.分解 Decomposition PMBOK Step 1: 识别主要可交付成果 Identify major deliverablesStep 2: Decide if adequate cost and duration estimate can be developedStep 3: Identify constituent components(组成元素)Step 4: Verify the correctness 任务分解构造 WBS PMBOK 面向可交付成果而对工程元素的分

22、组，它组织并定义了整个工程范围。Deliverable-oriented, Not activity oriented.Work not in WBS is outside scope of project.Unique identifier Code of accountWork package Lowest level item of WBS Can be decomposed in a Subproject WBS. some books: 80 hours.WBS dictionary: work component descriptions. typically include: w

23、ork package, schedule dates, Cost budget, staff assignment任务分解构造与其他构造的区别 PMBOK CWBS(Contractual WBS)：合同任务分解构造定义卖方提供应买方报告的层次，不如WBS详细。OBS(Organization breakdown structure)：组织分解构造显示任务被分配到组织单元。RBS (Resource breakdown structure)：资源分解构造OBS的一种变异，将任务元素分配到个人。BOM (Bill of Material)：资料清单制造产品所需零部件等的分级层次

24、。PBS (Project breakdown Structure) ：工程分解构造即WBS，用于某些将BOM称为WBS的领域。范围核实 Scope Verification PMBOK 5.4 是工程干系人正式接受Formal Acceptance工程的过程。需求审查Deliverables和Work results，以确保正确圆满完成。工程提早终止，那么应对工程完成程度建立文档。留意区别：范围核实与质量控制。范围核实：关怀任务结果的“接受Acceptance质量控制：关怀任务结果的“正确性CorrectnessInspection= Review, product reviews, aud

25、its, walkthrough变卦恳求 Change Request PMBOK 多种方式：oral/written, direct/indirect, externally/internally initiated, legal/optional但是，必需是正式的Formal引起变卦恳求的缘由：外部事件定义Product scope 时的错误或脱漏error/omission定义Project scope 时的错误或脱漏error/omissionValue-adding change (尤其在Optional时)Riskcontingency plan or workar

26、ound plan.()Activity Definition 活动定义 PMBOK 6.1分解(Decomposition )：将任务包细分为：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.活动清单工程执行的一切活动。WBS的延伸。每个活动要有描画。WBS更新。又叫精细化 Refinement.Dependencies 依赖关系 PMBOK 6.2 Mandatory 强迫 Often involve physical or technological

27、 limitations (based on the nature of work being done)也叫硬逻辑，硬依赖关系。 Discretionary 恣意 Best practice 软逻辑 Soft Logic: desirable and customary (based on experience) 优先 Preferential: preferred or mandated by a customer (also, need of the project sponsor) External Project activity with nonproject activity.前

28、导图法 PMBOK Precedence Diagramming MethodAON (Activity on Node): Node=activity, Arrow=dependencies One time estimateLead and LagFour relationships: Finish to StartFinish to FinishStart to StartStart to FinishTASK1TASK2TASK1TASK2TASK1TASK2TASK1TASK2ESEFLSLFESEFLSLF箭线图法 PMBOK Arrow Diagr

29、amming MethodAOA (Activity on Arrow)： 双代号网络图，活动在箭线上。有虚拟活动Dummy Activity: 普通用虚线表示, 0 duration.No LagOne relationship: Finish to startS1234EABCDEFG方案评审技术 PERT PMBOK Three time estimate悲观值 Pessimistic最能够值 Most Likely乐观值 OptimisticWeighted Average=(Optimistic + 4*Most likely + Pessimistic)/6Stand

30、ard deviation(规范差)=(Pessimistic - Optimistic)/6Beta DistributionMost LikelyPERT Weighted Average关键途径法 CPM PMBOK One time estimate Most likelyCalculate forward pass & backward passFloat/Slack 时差Free float= Early Finish - Early start of successor activity(不影响任何紧随活动的ES。)Total Float = Early finis

31、h Late finish (不影响工程完工日期。)Critical PathLongestShortestZero条件图法 PMBOK Conditional Diagramming Method GERT：图形评审技术允许回路LOOP，如：反复多次进展一项测试或条件分枝 Conditional branches，如：只需当检测出错误时才进展设计更新的存在，这是PDM和ADM所不允许的。Conditional and probabilistic treatmentSystem Dynamics Models：系统动态模型工期=7Task AESEFLSLF工期=6Task C

32、ESEFLSLF工期=3Task GESEFLSLF工期=3Task BESEFLSLF工期=3Task DESEFLSLF工期=2Task FESEFLSLF工期=3Task EESEFLSLF工期=2Task HESEFLSLF开场终了计算子网络 Sub Nets Fragnets PMBOK 网络模板Network templates使制图过程更便利。可包括整个工程，也可是其中一部分。网络的一部分称为：子网络。特别用于网络中有重叠或类似内容时。例如：盖楼的每一层、医药临床等。赶工 Crashing: 本钱与进度的平衡/折衷。cost and schedule tradeof

33、f。确定如何用最小的本钱获得最大的工期紧缩。通常本钱添加。快速跟进 Fast tracking: 将前后顺序变为平行 change sequence to parallel。通常风险添加。工期紧缩 Duration Compression PMBOK Resource Leveling/Smoothing/Allocation:用在 resources constraint circumstances.将稀缺资源先分配到关键途径上。 Allocate scare resources to the Critical Path Activities first.通常导致比最初进度更

34、长的工期。Often result the longer duration than preliminary schedule.资源重新分配 Resource Reallocation:用在 time constraint circumstances将资源从非关键途径上重新分配到关键途径上，以弥补曾经落今后的进度，或尽能够接近原定工期。Resources reallocated from non-critical to critical activities to bring the schedule back， or as close as possible to its originall

35、y intended overall duration.Extend hours, weekends, multiple shifts.Increase productivity by using different technologies and machinery.启发式资源平衡法 PMBOK Resource Leveling Heuristics启发式资源平衡法 PMBOK Resource Leveling Heuristics资源逆向分配 Reverse resource allocation scheduling:有限或关键资源Finite an

36、d critical resource).从工程终了时间逆推进度Scheduled backwards from ending date关键途径资源方案 Critical Chain resource Planning:A technique modifies the schedule to account for limited resources.Question:Add more people on a task can increase or decrease the productivity?进度更新 Schedule Updates PMBOK 更新 Update:M

37、odification to scheduleMay or May Not require to adjustments to other aspects of project Plan.修订 Revision:Special category of Update.Change to the start and finish dates in approved project schedule.Generally in response to the scope changes or changes to estimate.重新确定基线 Rebaselining:While schedule

38、severe delay, the original performance measurement baseline not applicableBe careful, since the historical data will be lost.本钱管理Cost ManagementWhats cost management?Including:Initiate the projectEstimatingOrganizingControllingAnalyzingReportingForecastingTaking necessary corrective action when requ

39、ired.关于本钱管理的问题本钱管理的目的？确保在同意的预算内完成工程的各个过程。本钱管理的方法？资源方案、本钱的估算、预算、控制谁对本钱在不同时间有不同的需求？管理层实施结果，奖励与识别，买方不同的合同类型下针对不同的管理需求，本钱有哪些类型？可控、不可控；固定、变动；直接、间接如何控制与管理变卦？纠正措施？S曲线？挣值？本钱估算技术Cost Estimating Techniques模拟(类比)估算 Analogous Estimating “top down; using actual costs from previous project as basis for estimate R

40、eliable when previous projects are similar and individuals have expertise form of expert judgment参数模型 Parametric Modeling uses project characteristics in mathematical models to predict costs (e.g.building houses)Reliable when historical information is accurate, parameters are quantifiable, and model

41、 is scalable2 types: Regression analysis, Learning Curve 从下至上的估算 Bottom Up Estimating rolling up individual activities into project total smaller work activities have more accuracy 计算机工具 Computerized tools spreadsheets, software 估算的准确性 (Accuracy of Estimates量级估算 Order of Magnitude Estimate: -25% to

42、75%; Without detailed data, Best guess, usually made during Initiation PhaseOther Names: guesstimates, Conceptual, Preliminary预算估算 Budget Estimate: -10% to 25%; More better data, usually made during the Planning phaseOther Names: Appropriation, Control, and Design确定估算 Definitive Estimate: -5% to 10%

43、; Well defined data, usually bottom up.Other Names: Check, Lump sum, Tender, Post contract changes.估算的准确性Cost Estimates:量级估算Order of Magnitude (ballpark estimate)：During initial evaluation预算估算 Budget : Used to obtain funds and project approval.确定估算 Definitive: Proposals, bid evaluation, contract cha

44、nge etc.Order of MagnitudeDefinitiveEstimateBudget Estimate75%-25%25%-10%10%-5%生命周期本钱Life cycle costing开发本钱 Development cost消费本钱 Production cost运维本钱 Operating/ Maintenance cost处置本钱 Discard costDisposal cost while product passed its point of usefulness. (e.g. 电池，化学品 etc.)Time Value of MoneyPV = amoun

45、t of payment in N years divided by (1 + interest)n NPV=Sum of PV of inflow and outflowNPV0, goNPV=0, considerNPVAC，节约；EVBV，超前；EVBV，滞后。ETC指从今以后一段时间; EAC指任务终了那个点。Quality 质量 Quality: 实体中与它满足明确需求和隐含需求的才干相关的一切特性的总和。Totality of characteristics of an entity that bear on its ability to satisfy stated or imp

46、lied needs.Five misunderstandings about quality:Quality means goodness or luxury.Quality is intangible and not measurable.Quality is Expensive.Quality problem is originated by workers.Quality originate in quality department.区别质量与等级：如酒店星级区别质量与镀金Gold plating质量目的 Quality Goals质量的目的是： 适宜于运用Fitness for u

47、se. (产品或效力能否运用？Is the product or service capable of being used?) 适宜于目的Fitness for purpose. (产品或效力到达了设计目的？Does the product or service meet its intended purpose?) 顾客称心 Customer satisfaction. (产品或效力满足了顾客的期望？Does the product or service meet the customers expectations?) 符合需求 Conformance to the requiremen

48、ts. (产品或效力能否符合要求？Does the product or service conform to the requirements?) 质量责任 Responsibility for Quality 高层管理 Top management担任组织的质量。Responsible for Quality of the Organization工程经理Project manager担任工程的质量。 Responsible for Quality of the project Individual employee担任其所做任务的质量。Responsible for the tasks

49、they performedQuality Planning 质量方案 PMBOK8.1.1 确定与工程有关的质量规范并确定到达规范的方法。质量政策Quality policy有组织的最高层正式发布的关于质量的总目的和总方向。假设组织没有正式质量政策，工程团队应该为工程指定质量政策。工程团队有责任确保干系人全面获知质量政策。范围阐明Scope statement产品描画Product description规范和规范Standard and regulation实验设计 Design of Experiments PMBOK一种统计方法，协助识别哪些要素将影响某种变量。多用于工程

50、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。工程中的用途本钱与进度tradeoff：高级工程师的费用高但用时少，低级工程师那么相反。将高级和低级工程师进展多种组合，已确定最正确。Quality Cost 质量本钱 PMBOK质量本钱指为了到达产品/效力质量而进展的全部任务所发生的一切本钱。包括符合要求的本钱和不符合要求的本钱。(Cost of Conformance/ non-conformance)典型工程普通设定工程价值的 3-5%作为质量管理的本钱。质量本钱类型 Quality Cost Category:预防本钱Prevention Cost -

51、 cost to plan and execute a project so that it will be error-free 鉴定本钱Appraisal Cost - cost of evaluating the processes and the outputs of the processes to ensure the product is error-free 内部失败缺点本钱 Internal Failure Cost - cost incurred to correct an identified defect before the customer receives the

52、 product 外部失败缺点本钱 External Failure Cost - cost incurred due to errors detected by the customer. This includes warranty cost, field service personnel training cost, complaint handling, and future business losses. 丈量与检测设备本钱Measurement and Test Equipment - capital cost of equipment used to perform prev

53、ention and appraisal activities. QA and QC Comparison 质量保证(QA): 在质量体系中实施的全部有方案、有系统的活动，以提供满足工程相关规范的自信心。 质量控制(QC): 一个过程，用来监控详细工程结果，以决议他们能否符合相关的质量规范，并识别消除不称心绩效的成因。QAManagerial processOrganizeDesigns programs/processesSets objectivesProvide resourcesDevelops proceduresQCTechnical aspect of QualityExamin

54、esAnalyzesMonitors conformanceProvides reporting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(attribute sampling)与变量抽样(variable sampling)特殊缘由(special cause)与随机缘由(random cause)答应的误差(Tolerance/Threshold)与控制限制(control limits)质量工具 Quality Tools 流程图曲线图帕累托图Pareto Diagram-80/20定理因果图鱼骨图/Ishikawa图图表

55、Graphs控制图Control Charts核对表ChecksheetsSampling 确定样本大小Before reject product, benchmark the number of defect(this is the management responsibility).MethodsAcceptanceAttributeSpecial AttributeContinuous samplingChainSkip-lot Variable sampling 不断改良Continues Improvement Process PDCA (戴明 Deming):方案Plan 提高当

56、前的实际 improve the present practice 执行 Do 方案的实施implement the plan检查 Check 经过测试来察看能否得到了期望的结果。test to see if desired results are achieved行动 Act 实施纠正行动。Implement corrective Action戴明还论述说：85%的质量问题应由管理层担任，另外15%由团队成员担任。Deming also stated that 85% of poor quality is attributable to the management, 15% to the

57、team members.Taguchis theoryQuality should be designed into the product, not inspected into it.Quality is best achieved by minimizing the deviation from a target. The product should be designed to be immune to uncontrollable environmental factors.The cost of quality should be measured as a function

58、of deviation from the standard and the losses should be measured system-wide.AAR接受ARA测试ACR设计ACR需求EDCBAR担任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PM Roles and Responsibilities Integrator 集成者是看到工程目的及工程如何融入组织整体方案的人。PM is the most likely person who can view both the project and the way it fits into the overall plan f

59、or the organization. 协调工程团队的努力。Must coordinate the efforts of all the units of the project team. Communicator : 程度，垂直，内外，正式非正式等 Team Leader Decision Maker Climate Creator or Builder The PM should attempt to build a supportive atmosphere so that project team members work together and not against one

60、another. Seek to avoid unrest and negative forms of conflict by building supportive atmosphere early. 权益的类型 法定 Legitimate or Formal): 基于一个人在公司中的正式位置。Based on a persons formal position in the company. 奖赏 Reward: 提供好结果的才干。如：提升、涨工资等 Power to give positive consequences or outcomes. 强迫 Coercive (Penalty)