PMP study notes (Chapter 3)

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3.1 Overview

Many project managers involved in the project from the start of the project until the end of the project. However, in some organizations, the project manager may be involved in the assessment and analysis activities before the project starts.

3.2 Definitions Project Manager

The project manager is appointed by the performing organization, project leadership team to achieve personal goals.

3.3 sphere of influence of the project manager

3.3.1 Overview

The project manager also acts as project sponsor, the communicator between the team members and other stakeholders, including the provision of guidance and successful demonstration project vision

3.3.2 Project

The project is to create a unique product, service or result carried outTemporary work。

3.3.3 Organization

Project managers need to actively interact with other project managers.

3.3.4 Industry

Influence product and technology development, new and changing market space, standard, technical support tools, the impact of the current project of economic forces that influence the project management discipline, process improvement and sustainable development strategies

3.3.5 professional disciplines

Local, national and global. Participate in training, continuing education and development.

3.3.6 cross-cutting

3.4 the ability to project manager

3.4.1 Overview

Technical project management, leadership, strategy and business management.

3.4.2 technical project management skills

The key elements of project management (a key factor in the success of the project, the progress, the designated financial reporting, problem logs), for each item of traditional and agile cutting tool, take the time to plan and sort, manage project elements (schedule, cost, resources, risk )

3.4.3 strategic and business management skills

Overview of organization profiles and effective consultation and implementation of decisions and actions in favor of the strategic adjustment and innovation
ability

3.4.4 Leadership skills

Including negotiation, compression, communication, problem solving, critical thinking skills and basic interpersonal skills.

3.4.4.1 interpersonal

3.4.4.2 leadership qualities and skills

• Visionary
• Positive and optimistic
• Willing to cooperate
• Relations and conflict management in the following ways
  • establish trust
  • Resolve concerns
  • Seek consensus
  • Balance competing and contradictory objectives
  • By persuasion, negotiation, compromise and conflict resolution skills
  • Develop and nurture personal and professional network
  • Long-term perspective to look at relationships is as important as the project
  • Sustainable development and the use of political acumen
• Communicate the following ways
  • Spend a lot of time
  • Management expectations
  • Sincerely accept feedback
  • Provide constructive feedback
  • Ask and listen
• Respect for others, courtesy, kindness to others, honest, loyal and reliable, abide by professional ethics
• Integrity and culturally sensitive, decisive, courageous
• Appropriate praise others
• Lifelong learning, and results-oriented action

3.4.4.3 trickery, and power to run things

Effective action to maintain an independent project manager of the relevant personnel. Up to the outcome of the project manager isLet the right people to perform the necessary activities to achieve the project objectives。

3.4.5 Comparison of Leadership and Management in

" Management " is closer to the intended use of a series of known behavior indicatesAnother person from one location to another. In contrast, the " leadership " refers toDiscussion or debate with others and lead them from one location to another。

3.4.5.1 leadership style

• Laissez-faire leadership ( "inaction")
• Transactional leadership (incentives)
• Servant Leadership (service precedence over leadership)
• Transformational Leadership (encouraging innovation)
• Charismatic Leadership (full of energy)
• Interactive Leadership (in conjunction with the transaction, change, charm)

3.4.5.2 personality

Faith, humility, creativity, cultural, emotional, intellectual, management, politics, service-oriented, social, systematic

3.5 implementation of integration

Understand the strategic goals and objectives and ensure consistent project outcomes and project portfolio, project and set business, the integration process needs, knowledge and personnel.

3.5.1 the implementation of integrated process level

Some processes may take place only once (for example, the initial creation of the project charter), but many processes overlap each other throughout the project and repeated on many occasions (changing requirements)

3.5.2 cognitive level of integration

3.5.3 background level of integration

3.5.4 Integration and Complexity

Complexity comes from the organization's projectsSystem behavior, human behavior and the uncertainty organization or environment.
Complexity Definition:
contains a number of departments, there are a series of links to different parts of the dynamic interaction between the different parts, theseInteraction behavior is much greater than the simple sum of each part (burst sex)。