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439261355Chapter1:ModernProjectManagementChapter2:OrganizationStrategyandProjectSelectionChapter3:Organization:StructureandCultureChapter4:DefiningtheProjectChapter7:ManagingChapter10:Leadership:BeinganEffectiveProjectManagerChapter11:ManagingProjectTeamsChapter12:OutsourcingManagingInterorganizational跨组织Chapter13:ProgressandPerformanceMeasurementandEvaluationChapter17:AnintroductiontoAgileProjectManagementChapter18:ProjectManagementCareer1、ModernProjectTherearepowerfulenvironmentalforcescontributingtotherapidexpansionofprojectmanagementapproachestobusinessproblemsandopportunities.Aprojectisdefinedasanonroutine非例行,one-timeeffortlimitedbytime,resources,andperformancespecificationsdesignedtomeetcustomerneeds.Oneofthedistinguishingcharacteristicsofprojectmanagementisthatithasbothabeginningandanendandtypicallyconsistsoffourphases:definingplanningexecuting,andclosing.Effectiveprojectmanagementbeginswithselectingandprioritizing把...projectsthatsupportthefirm'smissionandstrategy.Successfulimplementationrequiresbothtechnicalandsocialskills.Projectmanagershavetoplanandbudgetprojectsaswellasorchestrate给...配管弦乐曲,使协调地结合在一起,精心安排thecontributionsofothers.KeyProgram：Aprogramisagroupofrelatedprojectsdesignedto plishacommongoaloveranextendedperiodoftime.Project:Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orProjectlifecycle:Thestagesfoundinallprojects—definition,planning,execution,andProjectManagementProfessional:项目管理专业资格认证AnindividualwhohasmetspecificeducationandexperiencerequirementssetforthbytheProjectManagementInstitute,hasagreedtoadheretoacodeofprofessionalconduct,andhaspassedanexaminationdesignedtoobjectivelyassessandmeasureprojectmanagementknowledge.Inaddition,aPMPmustsatisfy符合,continuingcertificationrequirementsorlosethecertification.Chapter1OutlineWhatIsaAprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orA.WhataProjectIsNot;B.TheProjectLifeCycle;C.TheProjectTheImportanceofProjectA.CompressionoftheProductLifeCycleB.GlobalCompetitionC.KnowledgeD.CorporateDownsizingE.IncreasedCustomerFocusF.SmallProjectsRepresentBigProjectManagementToday—AnIntegrativeApproachA.IntegrationofProjectswiththeStrategicB.IntegrationwithintheProcessofManagingActualTheadventofprojectmanagementhasbeenmostprofoundAAutomobilemanufacturingBConstructionCInformationtechnologyDTheU.S.DepartmentofDefenseEFilmmakingWhichofthefollowingisnotconsideredtobeacharacteristicofaAAnestablishedobjectiveBAclearbeginningandendCComplextasksDOnlyforuseENeverbeendoneFromamongthefollowingactivities,whichisthebestexampleofaAProcessinginsuranceclaimsBProducingautomobilesCWritingatermDCompletingacollegedegreeEAllofthesearegoodexamplesofWhichofthefollowingchoicesisnotoneofthestagesofaprojectlifeAConceptualizingBDefiningCPlanningDExecutingEInwhichofthefollowingstagesareprojectobjectivesestablished,teamsformed,andmajorresponsibilitiesassigned?AConceptualizingBDefiningCPlanningDExecutingEInwhichofthefollowingstagesareyoumorelikelytofindstatusreports,manychanges,andthecreationofforecasts?AConceptualizingBDefiningCPlanningDExecutingEWhichofthefollowingchoicesisnotoneofthedrivingforcesbehindtheincreasingdemandforprojectmanagement?ACompressionoftheproductlifecycleBKnowledgeexplosionCDevelopmentofthirdworldandclosedeconomiesDMoreemphasisontheproductandlessonthecustomerECorporateProjectmanagementisideallysuitedforabusinessenvironmentrequiringallofthefollowingAAccountability对客户BFlexibility灵活CInnovation创新DSpeedERepeatability可重WhichofthefollowingisthenumberonecharacteristicthatislookedforinmanagementAOverallinligenceBWorkswellwithothersCExperienceDPastsuccessesEGoodreferencesAcommonruleofthumb拇指，翻阅,示意要求搭车（一般规律）intheworldofhigh-techproductdevelopmentisthatasix-monthprojectdelaycanresultinalossofproductrevenueshareof IntegrationofprojectmanagementwiththeorganizationtakesplacewithAMasterbudgetBStrategyplanCProcessofmanagingactualprojectsDBothbandccorrectEA,B,andCareallWhichoftheseisnotpartofthe"technicaldimension"ofprojectmanagement?AWBSBBudgetsCProblemsolvingDSchedulesEStatusreportsCorporatedownsizinghasincreasedthetrendAReducingthenumberofprojectsacompanyinitiatesBOutsourcingsignificant分部ofprojectworkCUsingdedicatedprojectteamsDShorterprojectleadtimesELongerprojectleadtimesAseriesofcoordinated,related,multipleprojectsthatcontinueoverextended长期的,广大的,timeintendedtoachieveagoalisknownasaAStrategyBProgramCnDCrusadeEFrom1994to2009thetrendforprojectslateoroverbudgetwas:ASignificantlybetterBSlightlybetterCAboutthesameDSlightlyworseESignificantly2、OrganizationStrategyandProjectMultiplecompetingprojects,limitedskilledresources,dispersedvirtualteams分散的虚拟团队,timetomarketpressures,andlimitedcapitalserve有限的服务asforcesfortheemergenceofprojectportfolio项目组合managementthatprovidestheinfrastructureformanagingmultipleprojectsandlinkingbusinessstrategywithprojectselection.Themostimportan ementofthissystemisthecreationofarankingsystemthatutilizesmultiplecriteriathatreflectthemissionandstrategyofthefirm.Itiscriticaltocommunicateprioritycriteriatoallorganizationalstakeholderssothatthecriteriacanbethesourceofinspirationfornewprojectideas.Everysignificantprojectselectedshouldberankedandtheresultspublished.Seniormanagementmusttakeanactiveroleinsettingprioritiesandsupportingtheprioritysystem.优Goingaroundtheprioritysystem绕过优先系统willdestroyitseffectiveness.Theprojectpriorityteamneedstoconsistofseasonedmanagerswhoarecapableofaskingtoughquestions棘手的问题anddistinguishingfactsfromfiction区分事实与虚构Resourcespeopleequipment,andcapitalformajorprojectsmustbeclearlyallocatedandnotwithdailyoperationsor eanoverloadtask超负荷的工作.Thepriorityteamneedstoscrutinizesignificantprojectsintermsofnotonlytheirstrategicvaluebutalsotheirfitwiththeportfolio文件夹,公事包,作品集,投资组合,（大臣或）ofprojectscurrentlybeingimplemented.Highlyrankedprojectsmaybedeferred推迟,延期,使延期入伍；顺从,把…oreventurneddowniftheyupsetthecurrentbalanceamongrisks,resources,andstrategicinitiatives.Projectselectionmustbebasednotonlyonthemeritsofthespecificprojectbutalsoonwhatitcontributestothecurrentprojectportfoliomix目前项目产品组合.Thisrequiresaholistic整体的,全盘的approachtoaligningprojectswithorganizationalstrategyandresources.Theimportanceofaligningprojectswith配合organizationstrategycannotbeoverstated.Wehavediscussedtwotypesofmodelsfoundinpractice.Checklistmodelsareeasytodevelopandarejustifiedprimarilyonthebasisofflexibilityacrossdifferentdivisionsandlocations.Unfortuna y,questionnairechecklistmodelsdonotallowcomparison比较oftherelativevalue(rank)ofalternativeprojectsincontributingtowardorganizationstrategy.Thelatteristhemajorreasontheauthorsprefermulti-weightedscoringmodels多评分模型.Thesemodelskeepprojectselectionhighlyfocusedonalignmentwith配合organizationstrategy.Weightedscoringmodelsrequiremajoreffortinestablishingthecriteria标准,尺度,准则andweights.KeyImplementationgap执行差距:Thelackofconsensus一致,同意,betweenthegoalssetbytopmanagementandthoseindependentlysetbylowerlevelsofmanagement.Thislackofconsensus一致,同意,leadstoconfusionandpoorallocationoforganizationresources.Netpresentvalue:净现值Aminimumdesiredrateofreturndiscounte.g15percent)istocomputepresentvalueofallfuturecashinflowsandOrganizationpolitics组织政治Actionsbyindividualsorgroupsofindividualstoacquire,develop,andusepowerandotherresourcestoobtainpreferred宁可,较喜欢,提出（）eswhenthereisuncertaintyordisagreementoverPayback投资回收率,偿还:Thetimeittakestopaybacktheprojectinvestmentinvestment/netannualsavings投资/每年净储蓄Themethoddoesnotconsiderthetimevalueofmoneyorthelifeoftheinvestment.Prioritysystem优先系统:Theprocessusedtoselectprojects.Thesystemusesselectedcriteriaforevaluatingandselectingprojectsthatarestronglylinkedtohigher-levelstrategiesandobjectives.Priorityteam优先级队Thegroupsometimestheprojectofficeresponsibleforselecting,overseeing,andupdatingprojectpriorityselectioncriteria.Projectportfolio项目组合Groupofprojectsthathavebeenselectedforimplementationbalancedbyprojecttype,risk,andrankingbyselectedcriteria.Projectscreeningmatrix项目筛选矩阵Amatrixusedtoassessandcomparetherelativevalueofprojectsbeingconsideredforimplementation.Sacredcow圣牛Aprojectthatisafavoriteofapowerfulmanagementfigurewhoisusuallythechampion拥护者,冠军,优胜者,fortheproject.Scenarioplanning情景规划:Astructuredprocessofthinkingaboutfuturepossibleenvironmentsthatwouldhavepotentialhighimpacttodisruptthewayyoudobusiness做生意,andthendevelopotentialstrategiestocompeteinthesealteredenvironments.Strategicmanagementprocess管理过程:Strategicmanagementistheprocessofassessing"whatweare"anddecidingandimplementingwhatweintendtobeandhowwearegoingtogetthere."Chapter2OutlineTheStrategicManagement AnOverviewFourActivitiesoftheStrategicManagementTheNeedforanEffectiveProjectPortfolioManagementProblem TheImplementationProblem OrganizationalProblem ResourcesandMultitasking多任APortfolioManagementClassificationofthe NonfinancialApplyingaSelectionModelSourcesandSolicitation恳求,教唆ofProjectProposalsRankingProposalsandSelectionofManagingthePortfolioBalancingthePortfolioforRisksandTypesofKeyReview HectorGaming FilmAppendix RequestforProposal ContractorEvaluationWhichofthefollowingisnotoneofthecommonlyheardcommentsofprojectAWheredidthisprojectcomefrom?BWhyarewengthisproject?CHowcltheseprojectsbepriority?DWhyisthisprojectsostronglylinkedtothestrategicplan?EWherearewegoingtogettheresourcestodothisStrategyconsideredtobeunderpurview范围ofseniormanagement管理AOldschoolthinking旧学校思想？BAnewschoolofmanagementthoughtCNecessaryinacompanystructureDBeneficialtotheProjectManagerEDependentoncompanygoalsThe eofstrategy/projectsintegration策略/项目AClearorganizationfocusBBestuseofscarceorganizationresourcesCImprovedcommunicationacrossprojectsanddepartmentsDBothAandCarecorrectEA,B,andCareallcorrectProjectmanagerswhodonotunderstandtherolethattheirprojectplaysin plishingtheorganization'sstrategytendtomakeallthefollowingmistakesexcept:AFocusingonlowpriorityproblemsBOveremphasizingtechnologyasanendinandofitselfCFocusingontheimmediatecustomer直接客户DTryingtosolveeverycustomerissueEAlltheabovearelikelymistakesThetextbookindicatedthat isthemajordimensionofstrategicARespondingtochangesintheexternalmarketBAllocatingscarceresourcesoftheorganizationCBeatingcompetitiontothemarketDBothaandbarecorrectEBothaandcarecorrectWhichofthefollowingquestionsdoestheorganization'smissionstatementAWhatareourlong-termstrategies?BWhatareourlong-termgoalsandobjectives?CHowdoweoperateintheexistingenvironment?DWhatdowewantto e?EAlloftheseareansweredbythemissionstatementStrategyformulation制定includeswhichofthefollowingADeterminingalternativesBCreatingprofitabilitysCEvaluatingDBothaandcarecorrectEA,B,andCareallTheassessmentoftheexternalandinternalenvironmentsiscalled A ysisBCompetitiveCIndustryDMarketE

Whichofthefollowingisnotoneoftherequirementsforsuccessfulimplementationofstrategiesthroughprojects?AAllocationofresourcesBPrioritizingofprojectsCMotivationofprojectcontributorsDAdequateplanningandcontrolsystemsEAllofthesearerequirementsSusie'sdepartmentisimplementingmanyprojects.Shefindsherselfstartingandstopworkononetasktogoandworkonanothertask,andthenreturntotheworkontheoriginaltask.SusieisexperiencingAPoorschedulingBExcessworkburdenCFlexibletaskingDMultitaskingEBurnout倦ProjectselectioncriteriaaretypicallyclassifiedAFinancialandnon-financialBShort-termandlong-termCStrategicandtacticalDRequiredandoptionalECostandWhichofthefollowingisnotoneoftheclassifications分类forassessingaprojectASacredcowBBread-and-butterCPearlsDOystersEWhiteWhichofthefollowingisthereason(s)whyprojectmanagersneedtounderstandtheirorganization'smissionandstrategy?ATomakeappropriatedecisionsandadjustmentsBTobeeffectiveprojectadvocatesCTobeabletogettheirjobdoneDBothAandBarecorrectEA,B,andCareallcorrectWhichofthefollowingisnottrueofmulti-weightedscoringAWillincludetativecriteriaBWillincludequalitativecriteriaCcriterionisassignedaweightDProjectswithhigherscoresareconsideredmoredesirableEAlloftheabovearetrueWhichofthefollowingisacommonmulticriteriaselectionAChecklistBNetPresentValue净现值CWeightedcriteriamodel模型标准DBothAandCarecorrectEAllofthesearecommonmulticriteriaselection3、OrganizationStructureandThischapterexaminedtwomajorcharacteristicsoftheparentorganization总组织thataffecttheimplementationandcompletionofprojects.The istheformalstructureoftheorganizationandhowitchoosestoorganizeandmanageprojects.Althoughtheindividualprojectmanagermayhaveverylittlesayastohowthefirmchoosestomanageprojects,heorshemustbeabletorecognizetheoptionsavailableaswellastheinherent固有的,内在的strengthsandweaknessesofdifferentapproaches.Threebasicprojectmanagementstructuresweredescribedandassessedastotheirweaknessesandstrengths.Onlyunderuniquecircumstancescanacasebemadeformanagingaprojectwithinthenormalfunctionalhierarchy功能分级.Whenthinkingonlyintermsofwhatisbestfortheproject,thecreationofanindependentprojectteamisclearlyfavored.However,themosteffectiveprojectmanagementsystemappropriaybalancestheneedsoftheprojectwiththoseoftheparentorganization.Matrixstructures矩阵结构emergedoutoftheparentorganization'sneedtoshare nelandresourcesacrossmultipleprojectsandoperationswhilecreatinglegitimateprojectfocus合法的重点项目.Thematrixapproachisahybrid混合物,杂种,儿organizationalformthatcombineselementsofboththefunctionalandprojectteamformsinanattempttorealizetheadvantagesofboth.Thesecondmajorcharacteristicoftheparentorganizationthatwasdiscussedinthischapteristheconceptoforganizationalculture.Organizationalcultureisthepattern模式,图案,典范,式样ofbeliefsandexpectationssharedbyanorganization'smembers.Cultureincludesthebehavioralnorms,customs,sharedvalues共同的价值观,andthe"rulesofthegame"forgettingalongandgettingaheadwithintheorganization.Itisimportantforprojectmanagerstobe"culturesensitive文化敏感"sothattheycandevelopappropriatestrategiesandresponsesandavoidviolatingkeynormsthatwouldjeopardize危及,使处于境地,影响theireffectivenesswithintheTheinteractionbetweenprojectmanagementstructureandorganizationalcultureisacomplicatedone.Wehavesuggestedthatincertainorganizations,cultureencouragestheimplementationofprojects.Inthisenvironmenttheprojectmanagementstructureusedplaysalessdecisiveroleinthesuccessoftheproject.Conversely相反地,forotherorganizationsinwhichtheculturestressesinternalcompetitionanddifferentiation区别,分化,变异,[数]微分,justtheoppositemaybetrue.Theprevailingnorms,customs,andattitudesinhibit 抑制,阻止,使不能effectiveprojectmanagement,andtheprojectmanagementstructureplaysamoredecisiveroleinthesuccessfulimplementationofprojects.Ataminimumunderadverseculturalconditions,theprojectmanagerneedstohavesignificantauthorityovertheprojectteamundermoreextremeconditionsfirmsshouldusededicatedprojectteamstocompletecriticalprojects.Inbothcases,themanagerialstrategyshouldbetoinsulate使绝缘,projectworkfromthedominantculturesothatamorepositive"subculture"canemergeamongprojectparticipants.Theprojectmanagementstructureoftheorganizationandthecultureoftheorganizationaremajorelementsoftheenvironmentinwhichaprojectisinitiated开始,创始启蒙介绍加入.创始人新加入的,Subsequentchapterswillexaminehowprojectmanagersandprofessionalsworkwithinthisenvironmenttosuccessfullycompleteprojects.KeyBalancedmatrix Amatrixstructureinwhichtheprojectmanagerandfunctionalmanagersshareroughlyequalauthorityovertheproject.Theprojectmanagerdecideswhatneedstobedone;functionalmanagersareconcernedwithhowitwillbe Dedicatedprojectteam专门的项目团队Anorganizationalstructureinwhichalloftheresourcesneededto plishaprojectareassignedfulltimetotheproject. Anyorganizationalstructureinwhichtheprojectmanagersharesresponsibilitywiththefunctionalmanagersforassigning分配指定,指派归因prioritiesandfordirectingtheworkofindividualsassignedtotheproject.Organizationalculture Asystemofsharednorms,beliefs,values,andassumptionsheldbyanorganization'smembersProjectitis？Asocialphenomenoninwhichprojectmembersexhibitinappropriayintenseloyaltytotheproject.Projectizedorganization项目化组织Amulti-projectorganizationinwhichprojectmanagershavefullauthoritytoassignprioritiesanddirecttheworkof sassignedtotheirprojectProject AcentralizedunitwithinanorganizationordepartmentthatoverseesimprovesthemanagementofStrongmatrix Amatrixstructureinwhichtheprojectmanagerhasprimarycontroloverprojectactivitiesandfunctionalmanagerssupportprojectwork.Weakmatrix Amatrixstructureinwhichfunctionalmanagershaveprimarycontroloverprojectactivitiesandtheprojectmanagercoordinatesprojectwork.Chapter3OutlineProjectManagementA.OrganizingProjectswithintheFunctionalOrganizationB.OrganizingProjectsasDedicatedTeams专门小组 ProjectizedOrganizationD.OrganizingProjectswithinaMatrix E.DifferentMatrixFormsi.Weakmatrix ii.Balancedmatrix WhatIstheRightProjectManagementOrganizationConsiderations组织事项 ProjectConsiderations项目的注意事OrganizationalWhatIsOrganizational IdentifyingCulturalImplicationofOrganizationalCultureforOrganizingKeyReview MossandMcAdamsAccounting ORIONSystems(A)andOrganizationalcultureisbestexplainedasorganizational组织AalityBHierarchyCReportingrelationshipsDBackgroundEManagementAgoodprojectmanagementsystemprovidesfordefiningtheinterface界面,betweentheprojectteamandtheorganizationinallthefollowingareasexceptAAuthorityBAllocationofresourcesCDevelopmentofprojectteammembersDIntegrationoftheprojectintotheorganizationEAlloftheseareprovidedWhichofthefollowingisanadvantageofafunctionalprojectmanagementAumflexibilityintheuseofstaffBGoodintegrationacrossfunctionalunits各职能单CShorterprojectdurationDStrongmotivationofprojectteammembersEAlloftheseareadvantagesMegaComputers,Inc.hasassignedaprojectmanagerforeachofthefivenew-productteams.Themanagersaswellastheprojectteammembersworkontheprojectsonafull-timebasis.在全职Thestructurebeingusedis AFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEElizabethisconsideringhowtostructureaprojectteamthatwillnotdirectlydisruptongoingoperations.扰乱日常运营Theprojectneedstobedonequicklyandahighlevelofmotivationwillbeneededinordertodothat.Forthissituation,the organizationwouldbethebestAFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEAprojectmanagementsystemprovidesaframeworkforlaunchingandimplementingprojectactivitieswithina AMatrixBBalancedCWeakDSponsorEInwhichofthefollowingisthebalanceofauthoritystronglyinfavorofthefunctionalAWeakmatrixBBalancedmatrixCStrongmatrixDStrongEBothCandDareMatrixmanagementviolatesthemanagementprincipleASpanofcontrolBUnityofcommandCParityprincipleDEmpowermentEAllofthesemanagementprinciplesTheprojectstructurethatisrankedasleasteffectiveis AFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEFromthelistbelow,whichisnotaprimarycharacteristicoforganizationAControlBTeamemphasisCHistoryDtoleranceERisktolerance风险承受能WhoisresponsiblefordetermininghowtaskswillbedoneinamatrixprojectmanagementAThefunctionalmanagerBTheprojectmanagerCBothareresponsibleDThisisnopatternofwhotakesENoneofthesearetrueTheMacintoshdevelopmentteamatAppleisagoodexampleofwhatkindofprojectAProjectBBalancedMatrixCProjectMatrixDFunctionalMatrixETheOrganizationalCultureDiagnosisWorksheetclassifiesculturalcharacteristicsintoallofthefollowingexcept:APhysicalcharacteristicsB sCBehaviorDFolkloreEWhichofthefollowingisnotoneofthetypicalformsofaprojectmanagementACommandcenterBControltowerCResourcepoolDWeatherstationEAllofthesearetypicalformsofaprojectmanagementWhichofthefollowingculturalcharacteristicsrelatestothedegreetowhianagementfocuseson esratherthanontechniquesandprocessesusedtoachievethoseresults?ARisktolerance风险承受能力BRewardcriteria标准C toleranceDMeansversusendorientation与最终方向EOpen-systemsfocus4.DefiningtheTheprojectscopedefinition,priorities,andbreakdownstructurearethekeystonearlyeveryaspectofmanagingtheproject.Thescopedefinitionprovidesfocusandemphasisonitem(s)oftheproject.Establishingprojectprioritiesallowsmanagerstomakeappropriatetrade-offdecisions.Thestructurehelpsensurealltasksoftheprojectareidentifiedandprovidestwoviewsoftheproject—oneondeliverablesandoneonorganizationresponsibility.TheWBSavoidshavingtheprojectdrivenbyorganizationfunctionorbyafinancesystemThestructureforcesattentiontorealisticrequirementsof nel,hardware,andbudgets.Useofthestructureprovidesapowerfulframeworkforprojectcontrolthatidentifiesdeviations偏差fromplan,identifiesresponsibility,andspotsareasforimprovedperformance.Nowell-developedprojectplanorcontrolsystemispossiblewithoutadisciplined,structuredapproach.TheWBS,OBS,andcostaccountcodesprovidethisdiscipline.TheWBSwillserveasthedatabasefordevelotheprojectnetworkwhichestablishesthetimingofwork,people,equipment,andcosts.Insmallprojectsresponsibilitymatrices矩阵maybeusedtoclarifyindividualClearlydefiningyourprojectistheandmostimportantstepinplanning.Theabsenceofaclearlydefinedprojectplanconsistentlyshowsupasthemajorreasonforprojectfailures.WhetheryouuseaWBSorresponsibilitymatrixwilldependprimarilyonthesizeandnatureofyourproject.Whatevermethodyouuse,definitionofyourprojectshouldbeadequatetoallowforgoodcontrolastheprojectisbeingimplemented.Follow-upwithaclearcommunicationplanforcoordinatingandtrackingprojectprogresswillhelpkeepimportantstakeholdersinformedandavoidsomepotentialproblems.KeyCostaccount成本帐户Acontrolpointofoneormoreworkpackagesusedtoplan,schedule,andcontroltheproject.Thesumofalltheprojectcostaccountsrepresentsthetotalcostoftheproject.toneAneventthatrepresentssignificant,identifiable towardtheproject'scompletion.OrganizationbreakdownstructureAstructureusedtoassignresponsibilityforworkpackages.PrioritymatrixAmatrixthatissetupbeforetheprojectbeginsthatestablishesoraccepted.Projectcharter项目章程Athatauthorizestheprojectmanagertoinitiateandleadaproject.ResponsibilitymatrixAmatrixwhoseintersectionpointshowstherelationshipbetweenanactivity(workpackage)andthe /groupresponsibleforitsScopecreep Thetendencyforthescopeofaprojecttoexpandonceithasstarted.Scopestatement Adefinitionoftheendresultormissionofaproject.Scope specifications,andlimitsandWorkbreakdownstructureAhierarchicalmethodthatsuccessivelysubdividestheworkoftheprojectintosmallerdetail.WorkpackageAtaskatthelowestleveloftheWBS.Responsibilityforthepackageshouldbeassignedtoone and,ifpossible,limitedto80hoursofChapter4Step DefiningtheProject A.EmployingaProjectScopeStep EstablishingProjectStep CreatingtheWorkBreakdownA.MajorGrousFoundinaWBS B.HowWBSHelpstheProjectManageC.WBSDevelopmentStep IntegratingtheWBSwiththeStep CodingtheWBSfortheInformationResponsibilityProjectCommunicationKeyReview ManchesterUnitedSoccer cycleiscalledAResponsibilitymatrixBOrganizationbreakdownstructureCWorkDPrioritymatrix优先矩阵EWorkThestepincreatingthenecessaryinformationtomanageaprojectisAEstablishprojectprioritiesBDefinetheprojectscopeCVerify验证thebudgetDAssignteammemberstoworkontheprojectEDeterminetherequiredcompletionResearchshowsthemostfrequentlymentionedbarriertoprojectsuccessANotenoughbudgetresourcesBPoorperformancebyteammembersCWeakprojectleadershipDPoorlydefinedscopeormissionEPoliticalin-fighting混战，暗斗Anexpectedoutput产量,输出功率,输出overthelifeofaprojectwouldbeclassifiedAAdeliverableBAproductCAnendobjectDAnobjectiveEATheabilityof911emergency911紧急systemstoidentifythecaller呼叫者'sphonenumberandlocationareconsideredtobeaATechnicalrequirementBtoneCProjectlimit项目限制DProjectexclusion项目排除EProjectdeliverable"Toconstructahigh-quality,customhomewithinfivemonthsatcostsnottoexceed$150,000"isbestclassifiedasAAdeliverableBAtoneCAn DAlimitEAnWhichofthefollowingisnotoneofthebasicclassificationsofprojectAProfitBCostCTimeDPerformanceEAllofthesearebasicIfaprojectcriterionindicatesthattheprojectmustmeetaspecificdate,thatcriterionisclassifiedasAConstrainedBEnhancedCAcceptedDLimitedEThetoolusedtoassistinmakingprojecttrade-offsbetweenschedule,budget,andperformanceobjectivesiscalledaAResponsibilitymatrixBWorkbreakdownstructureCProjectpriorityDWorkpackageECriterionThehighesementinthehierarchicalbreakdownoftheWBSAAworkpackageBSubdeliverablesCAcostaccountDMajordeliverablesETheAllofthefollowingareusuallyincludedinaworkpackageAWhatwillbedone?BThetimeneededtocompletetheworkCAsinglewhoisresponsibleforitscompletionDAllthecostsfortheworkpackageEAlloftheseareincludedinaworkpackageThefinalstepinthecreationofaWorkBreakdownStructureisACodetheWBSfortrackingBAssignthecostaccounttoamanagerCAssigntheworkpackagetoamanagerDDeveloptheresponsibilitymatrixEAlloftheseareincludedinthefinalstepTheintersectionoftheWBSandtheOBSiscalledAResponsibilitymatrixBPrioritymatrixCWorkpackageDCostaccountEProjectIfaprojectissmallorofnarrowscopeanddoesnotrequireanelaboratesystem,whichofthefollowingisagoodchoice?AResponsibilitymatrixBOrganizationbreakdownstructureCWorkbreakdownstructureDPrioritymatrixEProcessbreakdownstructureThetendencyfortheprojectdeliverablestoexpandovertime-usuallybychangingrequirements,specifications,andpriorities-iscalled:CProjectbloat（使肿胀，肿胀的，膨胀,自傲,(家畜)肠道炎）项目膨胀DScopeenhancement范围增强EProjectadd-ons项目附加组件7、ManagingToputtheprocessesdiscussedinthischapterinproperoneshouldrecognizethattheessenceofprojectmanagementisriskmanagement.Everytechniqueinthisbookisreallyariskmanagementtechnique.Eachinitsownwaytriestopreventsomethingbadfromhappening.Proje