Written in the front: I haven’t updated my study notes for many years. Recently, the company organized and adjusted it. I had a spare time and I had enough time. At the same time, I charged myself and applied for the PMP exam. In fact, this certificate was as early as 2012. It was time to take the exam, but for various reasons later (right should be an excuse (^o^)). This year is finally on the schedule. Everyone knows that PMP will be the 6th edition after March 2018, and it will be added later. The agile part, but mostly the same. There are PMP electronic files and Word notes attached.
PS Since the PMP electronic file exceeds the upload limit of attachments, colleagues who need it can go to the link: https://pan.baidu.com/s/1eTgf5dC Password: grbf to download.
Chapters 1 to 3 Basic Concepts
1 Organizational Project Management OPM
OPM is a strategic execution framework that consistently and predictably achieves better performance, better results, and sustainable competitive advantage through the application of project management, program management, portfolio management, and organization-driven practices, resulting in Achieving organizational strategy . Portfolios, programs, and project management all need to conform to , or be driven by, organizational strategy. Conversely, portfolios, programs, and project management serve the achievement of strategic goals in different ways .
* A program is a set of interrelated projects, subprograms, and program activities that are managed in coordination to obtain benefits that cannot be obtained by managing them separately
* Portfolios are projects, programs, sub-portfolios, and operations managed together in order to achieve a strategic objective. Projects or sets of programs in a portfolio are not necessarily dependent or directly related to each other .
2. Project Management Office PMO
- Supportive. The supporting PMO acts as an advisor, providing the project with templates, best practices, training, and information and lessons learned from other projects. This type of PMO is actually a project repository with very little control over the project.
- Control type. A controlling PMO not only provides support to the project, but also requires project compliance through various means, such as requiring the adoption of a project management framework or methodology, the use of specific templates, formats and tools, or compliance with governance. This type of PMO has a moderate degree of control over the project.
- Command type. A command-based PMO directly manages and controls the project. This type of PMO has a high degree of control over the project.
Role differences between a project manager and a PMO may include:
— Project managers focus on specific project goals, while PMOs manage major program scope changes that can be viewed as potential opportunities to advance business goals;
- The project manager controls the resources allocated to the project to better achieve the project objectives, while the PMO is responsible for optimal utilization of organizational resources shared by all projects;
- Project managers manage individual project constraints (scope, schedule, cost, quality, etc.), while PMOs manage methodologies, standards, overall risks/opportunities, metrics, and inter-project dependencies at the enterprise level.
3. Project-based Organizations ( Project-based Organizations , PBO )
PBO refers to various forms of organization that establish temporary agencies to carry out work. PBOs can be established in a variety of different organizational structures [such as functional, matrix, or project-based ] . Adopting PBO can reduce hierarchy and bureaucracy in the organization, because in PBO , the success or failure of work is assessed on the basis of the final result , regardless of position or political factors.
4. The link between project management and organizational governance
Organizational governance rules impose mandatory constraints on the project , especially when the services delivered by the project will be subject to strict organizational governance
5. The relationship between project management and organizational strategy
During a project, if project objectives conflict with established organizational strategies, it is the project manager's responsibility to document and identify the conflict as early as possible.
6. Project Manager
A project manager is an individual who is delegated by the executive organization to lead the team to achieve the project goals . The project manager is responsible for meeting the following needs: task needs, team needs, and individual needs
In addition to application-specific skills and general management competencies, project managers need to have the following competencies to effectively manage projects:
- Knowledge Ability - How much the project manager knows about project management.
实践能力项目经理能够应用所掌握的项目管理知识做什么、完成什么。
个人能力项目经理在执行项目或相关活动时的行为方式。
7. 组织文化是一种事业环境因素
8. 组织结构是一种事业环境因素
组织结构的类型包括职能型、项目型及位于这两者之间的各种矩阵型结构
紧密式矩阵不是组织结构,而是指集中办公
9. 组织过程资产可分成以下两大类：（1）流程与程序；（2）共享知识库。
10事业环境因素
人事管理制度（如人员招聘和留用指南、员工绩效评价与培训记录、奖励与加班政策，以及考勤制度）；
组织已有的沟通渠道；
商业数据库（如标准化的成本估算数据、行业风险研究资料和风险数据库）；
项目管理信息系统（如自动化工具，包括进度计划软件、配置管理系统、信息收集与发布系统或进入其他在线自动系统的网络界面）。
11 在整个项目生命周期中，识别干系人是一个持续的过程
项目经理的重要职责之一就是管理干系人的期望,项目经理的另一项职责就是平衡干系人的不同利益，并确保项目团队以专业和合作的方式与干系人打交道
12项目治理
项目治理是一种符合组织治理模式的项目监管职能，覆盖整个项目生命周期。项目治理框架向项目经理和团队提供管理项目的结构、流程、决策模式和工具，同时对项目进行支持和控制，以实现项目的成功交付。
13项目成功
项目具有临时性，因此，应该用项目经理和高级管理层批准的范围、时间、成本、质量、资源和风险等目标，来考核项目的成功
14项目生命周期
l 预测型生命周期（也称为完全计划驱动型生命周期适用于(1).充分了解拟交付的产品(2).有厚实的行业实践基础，(3).或者整批一次性交付产品有利于干系人
l 迭代和增量型组织需要管理不断变化的目标和范围，组织需要降低项目的复杂性，或者，产品的部分交付有利于一个或多个干系人，且不会影响最终或整批可交付成果的交付。大型复杂项目通常采用迭代方式来实施
l 适应型需要应对快速变化的环境，需求和范围难以事先确定，或者，能够以有利于干系人的方式定义较小的增量改进。
15.项目或阶段收尾时，可能需要进行以下工作：。
获得客户或发起人的验收，以正式结束项目或阶段；
进行项目后评价或阶段结束评价；
记录裁剪任何过程的影响；
记录经验教训；
对组织过程资产进行适当更新；
将所有相关项目文件在项目管理信息系统中归档，以便作为历史数据使用；
结束所有采购活动，确保所有相关协议的完结；
对团队成员进行评估，释放项目资源。