Project PMP-Introduction

1. Project definition:

1. Summary: Temporary work to create unique products, services or results
   • The main way in which the organization creates value and benefits
2. Features / Elements:
   • Unique products, services or results, that is, one or more deliverables (range, time, cost, quality, resources, risks: six elements can produce different deliverables for different projects even if there are multiple individuals the same)
   • Temporary work: not only refers to time, but also needs to have a clear starting point and ending point
     • The setting of the end point is diverse and can be successfully completed or forced to be suspended (unreachable, lack of resources, invalid demand, etc.)
   • Project-driven change: mainly changes in organizational structure, personnel scheduling, functional changes, etc .; that is, change from the current state to the future state
   • Project creates business value: tangible or intangible benefits
   • Project start background:
     • Comply with laws, regulations or social requirements
     • Meet the requirements and needs of interested parties
     • Create, repair or repair products, services or processes
     • Execute or change business or technology strategy

2. Definition of project management:

1. Summary: Apply knowledge, skills, tools, and techniques to project activities to meet project requirements (improvement time, quality, cost, resources, risks; changes)
   • Carry out the project effectively and efficiently
   • Continue to create business value for the project
   • Embodiment of organizational strategic capabilities
2. Management mode:
   • Single project management: activities for one project: target single project
   • Program management: activities for multiple projects: target multiple single projects
     • There are certain dependencies in the project under management
     • Ensure maximum benefits
   • Project Portfolio Management: Comprehensive activities for single projects and programs: target single projects, programs, project portfolios, operations
     • To achieve strategic goals
     • Priority setting, scheduling resources: carry out the correct program and project
     • Projects or programs do not necessarily have dependencies
     • Order to maximize the value
   • Operation management: ITIL; ISO9000, etc.
     • Ensure continuous product operation
     • Business operations continue to be efficient
     • Input (resource) can be converted into output (deliverable)
     • There is a product transfer in the project cycle
   • Dependency:
     
3. Manager rating:
   • Inferior: technical type, characteristic activity
   • Medium: Leadership, characteristics face together
   • First-class: Decentralized, features directly facing the business, decentralized actual work
   • First class: training type, feature instructor

3. Composition of PMBOK:

1. Project life cycle: Provide a framework for the project life cycle
   • Predictive : Classic waterfall model, complete preparation for the early stage
   • Iterative : prepare strategic goals in advance, iterative optimization later, waterfall model
   • Incremental type : The function can be continuously derived within a specified time to meet the needs or strategic goals
   • Adaptable (trend) : Agile model, adapting to changes in line with business (excellent); time and cost unknown (inferior)
   • Mixed : Mixed use of prediction and adaptation
2. Project phase: The completion of deliverables in the project is the phase (eg: product design, requirements document, feasibility study, prototype, development design, milestones, etc.)
   • Attributes: name, number of stages, time, resources, entry and exit criteria
3. Stage mark: Confirm whether the stage output is completed and whether it can enter the next stage
4. Project management process: Convert one or more inputs into one or more outputs through tools or techniques
   • Classification: Processes carried out once or only at predetermined points; processes carried out regularly (station meetings, retrospective meetings, etc.); ongoing processes (monitoring or project data)
5. Management process group: start-up, planning, execution, monitoring, and closing (start-up and closing are the project side, later stage is operation, and earlier stage is research)
6. Knowledge areas: integration, scope, schedule, cost, quality, resources, communication, risk, procurement, interested parties

	Startup phase	Planning stage	Execution phase	Monitoring phase	Closing stage
4. Project integration management	4.1 Formulate the project charter	4.2 Formulate a project management plan	4.3 Guiding and managing project work 4.4 Management project knowledge	4.5 Monitoring project work 4.6 Implement overall change control	4.7 Ending the project or phase
5. Project scope management		5.1 Planning scope management 5.2 Collect requirements 5.3 Definition scope 5.4 Create WBS		5.5 Confirmation scope 5.6 Management scope
6. Project schedule management		6.1 Planning progress management 6.2 Define activities 6.3 Sorting activity order 6.4 Estimated activity duration 6.5 Make a schedule		6.6 Control progress
7. Project cost management		7.1 Planning cost management 7.2 Estimated cost 7.3 Budgeting		7.4 Control costs
8. Project quality management		8.1 Planning quality management	8.2 Management quality	8.3 Quality control
9. Project resource management		9.1 Planning resource management 9.2 Estimate activity resources	9.3 access to resources 9.4 Building a team 9.5 Management team	9.6 Control resources
10. Project communication management		10.1 Planning communication management	10.2 Management Communication	10.3 Supervision and communication
11. Project Risk Management		11.1 Planning risk management 11.2 Identify risks 11.3 Implement qualitative risk analysis 11.4 Implement quantitative risk analysis 11.5 Planning Risk Response	11.6 Implement risk response	11.7 Supervision risks
12. Project procurement management		12.1 Planning Procurement Management	12.2 Implementation of procurement	12.3 Control purchase
13. Project related party management	13.1 Identify interested parties	13.2 Participation of planning stakeholders	13.3 Participation of management stakeholders	13.4 Supervise the participation of relevant parties

1. Project management data: mainly related to performance data, information, reports

4. Crop: resource orientation changes

5. Commercial documents:

1. Business argument: management basis
2. Benefit management plan: charter documents, and provide corresponding written documents
   • Indicators of success:
     • Net present value (NPV): Keyword discount rate, the larger the value, the better; the cumulative cumulative discount value is added every year to remove the input, the formula = X1 / (1 + Y) + ..... + Xn / (1 + Y) nth power-m [X annual income, n year, Y discount rate, m input]
     • Return on investment (ROI): the larger the value, the better, the cumulative discounted value / investment is added each year
     • Internal rate of return (IRR): the larger the value, the better. The discount rate is calculated within the specified time to satisfy income = investment
     • Payback period (PBP): the smaller the value, the better, regardless of the discount rate, how many years of income = investment
     • Beneficial cost ratio (BCR): the larger the value, the better, regardless of the discount rate, cumulative income value / input

6. Code of ethics and professional conduct: responsibility, respect, fairness, integrity