Soft test-information management-study notes_certificate

Foreword: Learning method: It should be achieved: List according to the dictation of the first-level headings, then write the dictation of the second-level headings, and finally list according to the third-level headings and knowledge points.

Contract and Law:

• The contract must be signed within 30 days after the bid winning notice is sent
• Bid Confidentiality
• No less than 20 days from the release of the bidding documents to the deadline
• Scenarios without bidding:
  • Need to adopt irreplaceable patent\technology
  • Buyers can produce and construct by themselves
  • Selection of investors for production and construction through bidding
  • Supporting items need to be purchased from the original tenderer

        type of contract:

1. See the scope clearly and choose a lump sum contract;
2. Seeing that scope is not clear about opting for cost-reimbursement contracts;
3. When you see that there is no scope (cannot define SOW), choose the material contract;
4. A cost plus incentive fee contract has the same meaning as a cost compensation contract
    

• Bidding should also be invited for confidentiality, but it is an invitation to bid
• Scenario of competitive bidding: (the goal is a bit vague, and can only be known through multiple comparisons)
  • There are no suppliers to bid, or no qualified enterprises to come
  • technically complex or special
  • The bidding time cannot meet the urgent needs of users (rather special, unforeseen emergencies do not belong to this method)
  • Totals cannot be calculated in advance
• Scenarios for single-source tendering:
  • Can only be sourced from a single supplier
  • An unforeseen emergency has occurred
  • Guarantee the consistency or matching of the original project, but the total amount shall not exceed 10% of the original contract amount
• Scenarios for invitation to tender:
  • are special and can only be sourced from a limited range of suppliers;
  • The cost of public bidding accounts for an excessively large proportion of the total value of government procurement projects .
• The deposit of the successful bidder is not refundable, and the unselected suppliers need to be refunded after the supplier is determined
• The performance bond cannot exceed 10% of the bid-winning contract amount.
   
• Purchasers who purchase government procurement items that are included in the centralized procurement catalog must entrust centralized procurement agencies to purchase as agents;
• Government procurement items that are not included in the centralized procurement catalog can be purchased by themselves or entrusted to purchase by an agent.
   
• The bidder's quotation is subject to the price limit and cannot be lower than the cost quotation
• For an invention-creation completed by entrusted development, unless otherwise agreed by the parties, the right to apply for a patent belongs to the entrusted party, that is, to the completer.
• If the tenderee makes necessary clarifications or amendments to the issued tender documents, it shall notify all recipients of the tender documents in writing at least 15 days before the deadline for submission of tender documents as required by the tender documents.
• The winning bidder can give up the winning project, but bear the responsibility
• If the national key projects or local key projects are not suitable for public bidding, they need to be approved by the State Council or the people's government of the province, autonomous region, or directly under the Central Government to invite bidding
• The period of protection of the author's right of authorship, right of modification, and right to protect the integrity of the work is unlimited.
   
• Software copyright protection right, the author's life + 50 years after death (the 12.30th day of 50 years)
• Procurement documents to be kept for 15 years
• Claims 28 days to answer

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Unit price contract: see that the scope is not very clear (hours and materials contract): the scale of work or unclear projects, outsourcing adopts this method

Cost compensation: if you don’t know the scope clearly, you don’t know the cost, the buyer bears the risk, and the buyer and the seller have a stable cooperative relationship. In addition to paying the actual cost, give a little money as the seller’s profit

Lump sum contract: see the scope clearly

1.  As a cooperatively developed software, the identity of the developer of the software work is all developers, and the right to publish the software work should exercised by all developers

• For an invention-creation completed by entrusted development, unless otherwise agreed by the parties, the right to apply for a patent belongs to the entrusted party, that is, the completer

The winning bidder shall not transfer the winning project to others , nor shall it dismember the winning project and transfer it to others separately. However, it is possible to subcontract some non-subject and non-critical work to others by agreement or with the consent of the tenderee, and others are not allowed to subcontract again.

For works produced by adapting, translating, annotating, and sorting out existing works, the copyright of the adaptation, translation, annotation, and sorting shall be enjoyed by the person who adapted, translated, annotated, and sorted out , but the copyright of the original work shall not be violated when exercising the copyright

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Software

version control:

• Official release of XY
• X.YZ modification state
• 0. YZ draft status
• Version number: XY is officially released, generally only Y is increased, and X is allowed to be increased only after major changes

• GB is a national mandatory standard, and GB/T is a national recommended standard

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  Information security level:

  • 1. Neither society nor the country will be harmed. Suitable for general intranet

  • 2. Harm society , but not the country. suitable for intranet

  • 3. Damage to the country. Applicable to: local authorities, finance, post and telecommunications

  • 4. Seriously damage the country. Applicable to: state organs, radio and television

  • 5. Particularly serious damage to the country. Applicable to the Department of Defense

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Audit : compliance with software requirements, independent inspection

Verification : Whether the requirements of the previous stage are met

Confirmation: Whether the evaluation is consistent with the requirements

Test: Check for bugs

Identification: Formal , compliance with specifications

Walkthrough : static analysis, team members check ( review ) your code

Release management and delivery includes: storage, replication, packaging, delivery, rebuilding

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Configuration items are divided into::

Baseline Configuration Items: Design Documents and Source Programs

Non-baseline configuration items: various plans, reports

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Network knowledge:

The three layers of the switch:

1. Access layer: The layer where users access the network. Features: low cost, high interface density
2. Aggregation layer: used for network control, addressing, data processing, filtering
3. Core layer: optimize the transmission between networks

FTP: File Transfer Protocol, connected via TCP, port 20

TFTP : Simple File Transfer Protocol over UDP , port 21

SMTP: Simple Mail Transfer Protocol over TCP, port 25

POP3: Mail accepts protocol 110, via TCP, port 110

DNS: using UDP, port 53

Physical layer: transmit transparent bit stream, standard RS232, v.35, RJ.46 (network cable head), FDDI

Data link layer: encapsulate data into frames, protocol: IEEE802.3/2, HDLC, PPP, ATM

Network layer: routing. IP->Physical address layer. Protocol: IP, ICMP, IPX, APR, RARP

Transport layer: end-to-end transport. Secure data transfer. TCP, UPD, SPX.

Session layer: session management between two nodes

Presentation layer: decryption encryption, data conversion, format and text compression. JPEG, GI

Application layer: Http, FTP, TFPT, Telnet

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Generalization: general to specific

Composition: Object Connections 

Dependency: one transaction affects another

Class diagram : describe the relationship between interfaces and protocols

Object diagram : describes the relationship of a set of objects

Component Diagram : Internal Structure of Embedded Buildings and Connected Compositions

Composite Structure Diagrams : Interaction Diagrams of Structured Classes with Other Systems

Use case diagram: the relationship        between use cases and actors

Sequence Diagram: Interaction Diagram of Sending Messages and Time Sequence

Communication diagram : sending and receiving messages, organizational structure

Timing diagrams: relative order of messages across different objects, not just relationships

State diagram: state, transition, time

Activity diagram : show the step-by-step control flow and data flow inside the calculation

Problem Analysis Diagram (PAD): Top-down, starting from the left trunk

Correlogram for quality tools:

Cause and Effect Diagram (Fishbone Diagram): Trace the source of the problem , identify and analyze the problem, possible problems and potential causes

Flowchart: Transformation of one or more inputs into one or more inputs

Checklist: Checklist

Pareto chart : delineate the majority, a few problems, a few major causes of defects, with measurement frequency as a consequence

Histogram: Does not account for internal variation, depicts trends, dispersion

Control chart : addressing data rules, analyzing whether (beyond the boundary) is abnormal, whether it is stable

Scatterplot: Relationships Between Variables

Quality planning: output process improvement plan, function: specify measurement indicators through schedule baseline and cost baseline.

Quality assurance: through ①doing things according to the plan ②giving everyone confidence and increasing confidence ③improving the plan and process

Quality control: through ① correcting deviations and making suggestions; ② confirming that the delivery can be successful, and signing in time; ③ testing the implementation of approved defects

Quality assurance focuses on: improving, following the plan, and focusing on the quality of the project execution process .

Quality control focuses on: monitoring, checking, emphasizing deliverables, being able to detect and find defects

Quality Audit: Purpose: Identify best practices, identify violations and deficiencies, share practical experience

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Qualitative risk analysis: ranking risks for in-depth analysis, assessment, probability and impact, matrix, and then taking appropriate action (classification, assessment, probability)

Quantitative risk analysis: interviews, expert judgment, sensitivity analysis, expected value for money analysis, decision tree analysis, modeling and simulation (measure, value)  

• Risk assessment is carried out after quantification
•  Unknown risks cannot be managed, only prevented
• Risk identification is carried out from beginning to end
• Monte Carlo technology is modeling and simulation, simulation
• Speculation and pure risk can be converted into each other under certain circumstances
• System or process flow chart: analyze the interrelationships and causal transmission between key elements. (policy, climate, transport)

Direct loss: employee injury, medical care, wages, equipment

Indirect loss: stoppage, fire fighting

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Organization Matrix P/O: Personnel and Positions

 Resource Data Matrix R/D: Resources and Data

CU matrix: table contains C or U

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 Integrated Technology:

1. Representation integration: black box integration, screen capture, input simulation , shielding data internal
2. Data Integration: White Box Integration
3. Control integration: black box integration, business logic , using api
4. Business Process Integration: Process integration consisting of standard, uniformly formatted workflows.

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Network storage technology:

DAS: not easy to expand

NAS: very nb, access through NFs and CIFS, support UDP, TCP

SAN: use fast level storage

Working device:

Network Layer: Router

Physical layer: modem, hub

Data Link Layer: Ethernet Switches

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Requirements analysis: (Strength line (shape line), e number (E-number), number work)

ER : used to represent the data model

State transition diagram : used to represent behavioral models

Data flow diagram : used to identify functional models

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 Strategic Organization Model:

1. Cultural type: mobilize all members
2. Transformational : Expanding Theme
3. Cooperative type: exert collective wisdom
4. Growth : Proactive with a focus on strategy development and implementation

There are 4 stages of strategy implementation:

1. strategic launch
2. strategy implementation
3. strategic operation
4. Control and Evaluation

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Strong matrix organization: An employee is managed vertically and horizontally by project managers, as shown in the figure below

Functional Matrix: The horizontal connection is weak, and some coordination is difficult.

 

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Iaas: basic capabilities, providing computing and storage capabilities

Pass: platform capability, providing system, database, web application services

Sass: software service, providing office software, components

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5 styles of software:

Dataflow style: batch sequence, curate or filter

Return-to-call styles: main/subroutine , data abstraction, object-oriented, hierarchy

Independent component style: communication and event-driven

Virtual Machine Styles : Interpreter and Rule-Based

Warehouse Style: Database and Blackboard

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cost:

Non-one-time expenses: software and hardware rent, holiday benefits, utilities, wages

One-time expenses: training fees, travel expenses

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Software life cycle: three main parts:

1. Main process: various contracts, design, coding, maintenance (done by the development team)

2. Supporting process: various quality assurance, configuration, auditing (done by project management personnel)

3. Organization process: various management, evaluation, manpower, evaluation (by hr)

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• Software quality: 6 major features: function depends on small wings

(Functionality - function, reliability, usability, efficiency - small, maintainability, portability)
 

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 Portfolio Management: Balancing conflicting resource requirements between programs and projects

Project set: a large project is decomposed into several interrelated sub-projects for management

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 Software documentation classification: development documentation, product documentation, management documentation (note: no technical documentation and support documentation)

Software documentation quality classification:

Level 1: For personal viewing, suitable for less than 1 person per month

Level 2: For the team to see, with comments, to help users install and use

Level 3: Viewed by people in the same unit, may be viewed by other units

Level 4: Official release, for industry reference

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Able to draw single-code diagrams and double-code diagrams:

The single code is to use the project node as the node: such as

Double code is to use ①②③④. . . for node

What is the difference between a single-code network diagram and a double-code network diagram? - Zhihu (zhihu.com)

 The total time difference = the latest end time of this work - the earliest completion time of this work = EF-LF = ES-LS, that is, how long the current node can be delayed without affecting the whole

Free time difference = earliest start time of the next node - earliest completion time of the current node = LF-LS of the next node Note:

If the current node has only one successor node, and the successor node has only this node as its predecessor, then the node's free time difference = 0

 The upper LS and LF are the maximum value of the previous node LF of the node,

Take the minimum value of the node EF behind the node for ES and EF below

The total time difference of the nodes on the critical path is 0

In the figure below, take the maximum from the front to the back (after all, it is to find the key path), and take the minimum from the back to the front

Single code network diagram

Timing diagram:

(The number is marked at the end, that is: the activity duration, when a node has multiple predecessor nodes, it is indicated by a dotted arrow)

Then calculate the time difference and draw the wavy line (you must wait for Y to complete before the X node, that is to draw a straight line, such as ②->③, but ②->④ and ②->⑤ take less time than ②->③. They can be lazy, draw wavy lines and mark that they can be lazy for a few days), and the end is as follows:

Probability distribution: Three key values ​​to remember: 99%, 95%, 68.3%

Three-point estimation (A+4*B+C)/6=average. Variance: =(CA)/6

(A is best, C is worst, B is most likely)

Ways to speed up the progress and shorten the construction period:

1. Fast follow-up (suitable for: high cost, slow progress)

2. Overtime

3. Add experienced people (increase resources)

4. Strengthen communication and avoid changes.

5. Strengthen control and avoid rework

6. Improve resource utilization

 7. Outsourcing and reducing project scope

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Resource smoothing: does not change the critical path, may not optimize the effect

Resource balance: often leads to critical path changes (extensions), (shorthand: balance change)

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Those with great power and few interests should not bother him

If the interests are large and the power is small, the situation must be reported at any time.

The power and interests are small, he doesn't care too much, and it's like supervising.

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Spiral model is a combination of waterfall model and rapid prototyping model, emphasizing risk analysis , especially suitable for large and complex systems .

Rapid Prototyping : Uncertain requirements, fast development , user participation and decision-making, simplified project, but possibly low quality.

Waterfall model : dry in stages, the process is irreversible. Suitable for systems with little change in requirements

waterfall model

v model: customer-oriented, high efficiency

 WiFi protocol: IEE802.11

(LAN) Ethernet protocol: IEE802.3

Regression test: After modifying the code, test whether there is any problem

Integration testing: Assembling subsystems, testing them

Smoke test: Officially tested version, confirmed to be normal

Business intelligence: 3 key technologies: data warehouse, OLAP, data mining

Information system life cycle:

System planning: analysis and prediction, consideration of constraints

System Analysis : Proposing a logical model of a new system

System design : concretely design and realize the technical scheme of the logical model, the physical model of the new system

System implementation: buy equipment , install, debug, write code, train, write reports

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Estimation by analogy: no detailed information, top-down estimation.

Cost Estimation: Bottom Up

        Steps: 1. Identify and share constituent subjects. 2 Estimate subject costs 3. Share cost estimation results, address alternatives, and coordinate ratios

Parameter estimation: grasp detailed information, estimate with historical data or other variables.

Contingency reserve: to deal with known + unknown risks, can be used without approval

Management reserve: payable: unknown + unknown risk, not part of cost basis , use needs approval. but part of the project budget

Project Budget = Cost Baseline + Management Reserve. Contingency reserves are part of the cost basis

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Short answer questions:

Finding faults: general answer reference: (one point is one point)

• No change control process
• Problem with WBS decomposition
• Range control is not in place
• Did not write XX plan, did not let people review
• a man wrote the plan
• No detailed requirements gathering process
• XX lack of awareness

Stakeholders find fault:

(1) Failure to prepare a communication management plan:
(2) It is not appropriate to compile a list of stakeholders independently
(3) The identification of stakeholders is not comprehensive, and some personnel have not carried out effective communication in a timely manner
(4) The communication method of stakeholders is single, only using email:
(5) Poor management communication, employees’ appeals should be resolved in private, and should not be publicly stated at the meeting:
(6) Ineffective control and communication, the use of coercive means to stop Zhang Wei’s appeals, leading to subsequent escalation of conflicts
(7) and The high-level communication is not effective, and the approval of the top leadership is not obtained.
(8) The content of the weekly report is incomplete:
(9) The granularity of the monthly regular meeting is too coarse
(10) When formulating the work plan, the resource calendar is not considered, resulting in conflicts.

Finding faults in configuration management:

(1) The configuration management plan was not prepared
(2) The project manager Lao Wang also served as the configuration administrator, and there was no full-time configuration management personnel
(3) Lao Wang opened up all operation rights to the project team members
(4) There was no timely response to new bugs Find problems and give solutions.
(5) Did not follow the change control process based on the configuration library
(6) Did not do a good job in configuration audit
(7) Communication management is not in place.
 

Find fault with the project

(1) The project proposal was not prepared
(2) The preliminary idea was seen, and the detailed feasibility study was not carried out
(3) The project evaluation was not carried out.
(4) The bidding was not announced
(5) The staffing of the bidding expert team was unreasonable, and the number of experts should not be less than 2/3
(6) No more than 3 bid-winning candidates.
(7) No less than 3 days for the announcement of the bid-winning results.

Find fault with human resources

(1) It is wrong for the quality engineer to write the human resource management plan of the project;
(2) The human resource management plan should be participated by all stakeholders and needs to be reviewed
(3) There is a lack of reasonable and motivating assessment plan;
(4) Progress Falling behind , the project schedule is unreasonable
(5) The distribution of performance bonus is unreasonable
(6) Xiao Liu did not take effective solutions immediately to everyone's dissatisfaction .
(7) Not doing a good job of motivating , leading to low morale and resignation of employees .
(8) Failure to do a good job in communication management
(9) The formation and construction of the team may be unreasonable and insufficiently considered, resulting in the need for telecommuting.
 

Panacea Finding Faults

• 1. Seeing that the manpower is tense , it means that the human resources are not well planned
• 2. From technology to management , it means that there is no management experience and training is needed
• 3. If you see concurrent jobs, it means that you have multiple jobs and lack of energy
• 4. If you see a change and modify it directly , it means that you have not gone through the change control process
• 5. Seeing that the customer's problems seem to be constant , indicating that the demand and scope are spreading
• 6. Seeing the questions raised by the old mention before , it means that the document configuration management has not been done well
• 7. If you see members start to quarrel , it means that the team building and communication are not done well
• 8. I saw a few simple contract contents, indicating that the signing management has not been done well, and I must write in detail
• 9. Seeing that XX leaves the job , it means that we must pay attention to team motivation and AB role configuration
• 10. If you see rework , it means that the quality is not good , and it will also lead to problems in cost and progress
• 11. Seeing that the staff never arrived at the meeting , it means that the project manager has no power and authority
• 12. I saw that the employee's report was exaggerated , indicating that there is no clear assessment mechanism
• 13. See until when the problem is not found, indicating that the monitoring is not effective
• 14. When you see a new graduate , it means you have no experience
• 15. When I see something written based on my own experience , I always say that it needs to be based on the actual situation of the project
• 16. Seeing that the date is pushed back when making a plan , they all say that this is the latest time, and the risk is very high
• 17. Seeing the X plan for the first time , it means that when the plan was written, everyone did not participate
• 18. Seeing that some , the plan hastily passed, indicating that it is going through the motions .
•  19. When you see the demand document, you must remember to review it , and Party A needs to sign or provide revision comments
• 20. Seeing that xX is an old customer, there will usually be problems later....
• 21. When you see development in several groups , you must pay attention to communication and coordination
• 22. If you see parallel construction , it will increase the risk
• 23. Seeing that XX is written with reference to other projects , it must be combined with this project
• 24. Seeing the project manager doing technology by himself, he said that the project manager is mainly management, not technology
• 25. Seeing the project manager release the project charter, it must be wrong
• 26. It is generally wrong to see a person write XX plan
• 27. If you see that XX items are listed in detail in the background, including XX items, it generally means that this item is incomplete
• 28. When seeing verbal notices, the instructions need to be written
• 29. Do it immediately when you see it, indicating that you need to confirm first
• 30. Seeing that there are XX documents, generally speaking, they all need to be reviewed
• 31. When you see an outsourcer, you must see if you have communicated more often.
• 32. When you see something you understand initially , you must explain it in detail
• 33. Seeing that the schedule is very tight , it means that there is no redundancy
• 34. Seeing the cancellation of daily (weekly) regular meetings, it means that the monitoring granularity is coarse
• 35. Seeing that the XX plan must be strictly followed, it is unrealistic and impossible to have no deviation
• 36. Seeing many versions , I don’t know how to correspond, indicating that the document configuration is not done well
• 37. Seeing that one person has done risk identification, you need to know that risk identification needs to be done by all staff and needs to be done repeatedly .
• 38. It is wrong to see that CCB has become an operating agency, it is a decision-making agency
• 39. It is wrong to see the project manager agreeing (rejecting) the change, and CCB is needed.
• 40. See developers doing tests and say professional testers are best , or at least cross-check.
• 41. Seeing the re-recruitment of personnel means that the manpower is insufficient, and we must also pay attention to the running-in of new personnel and training
• 42. It is wrong to cancel some processes because of tight construction schedules , and it is necessary to complete the process
• 43. Seeing that the xx contract has been signed, you must check the conditions and see if such a contract can be signed
• 44. See the tender documents to see if it should be a tender document; and vice versa.
• 45. When you see foreign companies, you must pay attention to whether their products comply with national policies and whether they will run away
• 46. ​​When you see that a preliminary feasibility study has been done, you must see if there is a detailed feasibility study
• 47. When you see the configuration library, be sure to check whether it is divided into 3 libraries and whether the permissions of the library are correct
• 48. Seeing that the XX plan is simply written , it is necessary to say that we try our best to write a detailed plan
• 49. Seeing that members are afraid that the project manager will be unhappy and dare not raise opinions , it means that the project manager is usually x theory, and the atmosphere is too rigid
• 50. When you see a project proposal, you must see who wrote it and who submitted it for approval
• 51. Seeing that the project manager was afraid that Party A would be unhappy, he dared not report the project situation truthfully , indicating that the communication was not smooth
• 52. Seeing that the plan cannot keep up with the actual project situation, it means that the plan has not been updated
• 53. When you see government procurement, you must pay attention to whether the procurement method is correct. For example, when adding more than 10%, there is no
• 54. When you see subcontracting, you must pay attention to whether it meets the conditions of subcontracting, such as approval, non-subject, non-critical, qualification, subcontracting again, etc.
• 55. It is wrong to see that it is wrong to let others do things with full power . What do you want your project manager to do?
•  56. Seeing that the waterfall model is used, see if this model is correct? Maybe another model should be used
• 57. When you see the bidder meeting, visit the project site, etc., you must pay attention to whether it should be all potential suppliers.
• 58. When you see the Bidding Law and the Government Procurement Law, you must pay attention to whether some figures are correct.
• 59. Seeing that the project manager does not know what to do, he is very confused and confused , because he has no PMO, no support and help from the company's senior management .
• 60. Seeing that team members don't know what to do and can't do anything, it means that they have not been trained and have no awareness of this aspect.
• 61. When seeing consortium bidding, we must pay attention to whether the qualification of the consortium meets the requirements
• 62. Seeing that there is a conflict, but it is not resolved well, causing things to stagnate, it must be explained that the conflict management is not done well.
• 63. When you see some communication methods and frequency, you must pay attention to the method and frequency, right?
• 64. Seeing that some stakeholders are listed, you must pay attention to whether all the stakeholders are listed?
• 65. It must be wrong to see that the old version has been deleted. In addition, we must pay attention to the accumulation of documents.
• 66. Seeing that team members are passive and slowing down, it means that they have not done a good job in construction and motivation
• 67. When you see a virtual team, you must talk about its shortcomings and say that more communication is needed
• 68. When seeing the decomposition of WBS, you must pay attention to whether you follow the relevant principles and precautions when decomposing
• 69. It is generally wrong to choose the supplier with the lowest quotation. The selection criteria may be wrong, and problems may occur later
• 70. When you see a quarrel with Party A, it’s all because of poor communication management and stakeholder management.
• 71. Seeing that you have learned XX things by yourself, you must say that you have undergone systematic training.
• 72. Seeing that xx tools are used in the xx process, it can generally be said that the tools used are relatively simple.
• 73. Seeing that the team is formed according to whether the employees are idle or interested, it must be said that it is necessary to select people according to the actual situation of the project.
• 74. When you see rewards, you must pay attention to whether there are punishments, and rewards and punishments must be clearly defined.
• 75. Seeing how to do it for convenience is generally wrong with a high probability.
• 76. When you see new technologies, you must pay attention to risks and communicate
• 77. When you see someone dissatisfied with the project, you must communicate more.
• 78. When you see buck-passing and arguing, you say that your responsibilities are not clear and your communication is not done well.
• 79. When you see the report from multiple leaders, you say that the project manager has insufficient rights, or the organizational structure is wrong.
• 80. Seeing transitional commitments means not paying attention to the actual situation, not considering risks, etc.

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Case study questions:

1. Classification of Feasibility Study (below)

2. The content of the project charter (below)

3. Contents of the project management plan (below)

4. Contents of the scope statement (below)

5. Decomposition steps of WBS:

1. Determining the scope of the project : First of all, it is necessary to determine the scope of the project, that is, the goals and deliverables of the project, in order to reasonably decompose and organize the project.

2. Identify Work Packages : Divide the project scope into smaller work packages, each corresponding to a manageable task or traceable activity.

3. Define work packages : define and describe each work package, including the name, description, work content, duration, and resource requirements of the work package.

4. Identify dependencies between work packages : Determine the logical relationship and dependencies between work packages to better organize and schedule the project schedule.

5. Allocate resources : Allocate resources for each work package, including human resources, material resources, equipment resources, etc.

6. Formulation of schedule : Integrate the schedule of each work package into a project schedule to manage and control the progress of the project.

7. Tracking and updating : Regularly track and update WBS to ensure that the project progress and results are consistent with the WBS design, and deal with changes and risks in a timely manner.

6. Precautions for WBS decomposition (below)

7. Ways to shorten the construction period

Add experienced people, strengthen quality control to avoid rework, optimize construction plans to improve efficiency, strengthen communication, and strengthen management

8. 4 dependencies

1. Mandatory dependencies: activities are sequenced and cannot be adjusted
2. Natural dependencies: processes are sequenced and usually cannot be adjusted
3. Selective dependencies: multiple ways to accomplish a goal, can be adjusted
4. Recommended dependencies: based on experience or advice, can usually be adjusted

9. The difference between resource balance and resource smoothing

Resource balance: (focusing on the overall situation and affecting the critical path) make full use of and schedule resources to avoid excessive occupancy of certain resources and cause resource shortages for other activities,

Resource balance: (focus on individual activities, may affect the critical path) appropriate adjustments, the adjustments are individual activities.

10. Steps in Cost Estimation

11. Steps of cost budgeting

12. Management reserve, emergency reserve

13. Tools and techniques of quality management

14. The purpose of quality audit 
15. The 5 stages of the team

16. Maslow, X, Y

17. Conflict Resolution

18. Five Powers 
19. Three Communication Methods

19. Three communication methods

20. Power and interest grid
21. Stakeholder participation evaluation matrix

22. Six activities of configuration management

23. Functional Configuration Audit
24. Physical Configuration Audit 
25. Roles and Responsibilities of Change Management 
26. Change Process
27. Risk Management Tools and Techniques 
28. Bidding Law and Government Procurement Law 
 

Configuration library change process:

Change control process based on configuration management:
(1) Remove the baseline to be upgraded from the product library and put it into the controlled library (main library) ;

(2) The programmer checks out the code segment to be modified from the controlled library and puts it into his own development library for modification; (
3) The programmer checks the modified code segment in the development library into the controlled library;
(4 ) After the upgrade and modification of software products are all completed, the new baseline in the controlled library will be stored in the product library .

 Summary of strictness: product library > controlled library > development library

The objectives of the quality audit are: (1) To identify all good and best practices
being implemented .

(2) Identify all non-compliance practices, gaps and deficiencies . (3) Share good practices
of similar projects in your organization or industry . (4) Actively and proactively provide assistance to improve the execution of the process, thereby helping the team to be more productive .

(5) Emphasize that each audit should contribute to the accumulation of organizational experience and lessons
 

Contents of the project proposal :

Memory (two encounters and two forces) (explain why the project is created, analyze the current market, expectations, feasibility)

1. Forced: Necessary: ​​Necessity of the project

2. Force: Necessary: ​​Necessary conditions for project construction

3. Encounter: forecast: project market forecast

4. Encounter: product plan or service market forecast

Feasibility study steps:

The categories are: technical feasibility, economic feasibility and social feasibility.

Uncle Ghost's new director will zoom in-"Recommendations from old and new directors

(Scale, old shortcomings, new advantages, evaluation, option selection, report writing, submission)
1) Planning -- "Scale --" Determine the project scale and goals .
2) 1Old--"Old System--"Research on the running old system .
3) New--"New System-"Establish the logical model of the new system .
4) Guide--"Export--" Export and evaluate various programs.
5) Recommendation--"Recommendation--" Recommend a feasible solution.
6) Compile--"Compile--" Compile the feasibility study report .
7) Submit--" Submit--" Submit the feasibility study report .

Feasibility content:

The speculative wind hinders the society->Technical wind and wealth group the social economy

1) Investment-"Investment--"Investment--" Investment Necessity.
2) Machine-"Technology-"Technology-" Technical Feasibility.
3) Wind-"Wind-"Risk-" Risk Factors and Countermeasures.
4) "Finance" - "Finance" and "Financial Feasibility".
5) Resistance-"Group--"Organization-" Organization Feasibility.
6) Society-"Society" Society-" Social Feasibility.
7) Ji-"Ji-"Economy--" Economic Feasibility. .

Project management plan preparation process:

1. Set current goals

2. Establish a project team

3. Work preparation and information collection

4. Write a preliminary outline project plan based on templates and standards

5. Incorporate the plan into the continuation of the project, and then carry out comprehensive balance and optimization

6. The project manager is responsible for writing the project plan

7. Finish writing the plan for review and approval

8. Become a baseline plan after obtaining approval

Introduce the function  into the thesis, and complete the thesis as a subtitle with its own language description and explanation.

Table of contents

paper:

Opening template:

In June 2021, as a project manager, I participated in the middle-stage development of the risk control and early warning in xx province. The total investment of the project is 9 million RMB, and the construction period is 1 year. The project is a project-type organizational structure. Through the construction of this project, it will speed up the bank's paperless office, simplify the issuance of loans to customers, reduce the rate of bank bad debts, improve user experience, and help small and medium-sized enterprises to use Weiyidai. The project contains a total of 5 models: early warning list management, early warning rule management, early warning history work order query, holiday management, comprehensive query, etc.

The project is realized by java language. Use javaee+springcloud+mysql+linux as software implementation, and the architecture used is B/S.

Since this project involves business assessment, in this project, xx management is particularly important. In this project, as a project manager, I will fulfill my duties in other management areas, and especially manage XXXX management from the following aspects: XXXXXX.

Closing template:

  After the unremitting efforts of my team and me, it took one year, and finally passed the acceptance of the business organization in June 2022, solved the XXX problem for the user, achieved the XX goal, and won unanimous praise from the owner and the leader. The success of this project is due to the successful management of my XXX. Of course, there are still some problems in this project. In the later stage of project construction, one team member resigned due to his own reasons. After I monitored the project and allocated resources, I corrected the project progress in time and did not have any impact on the project. In the follow-up study and work, I will continue to recharge and learn, communicate and learn from peers, improve my business and management level, and strive to make my own efforts for my country's informatization construction.

Closing template: 

project management: 

① Formulate the project charter

②Development of project management plan

③Guide and manage project execution

④Monitoring items

⑤ Implement overall project change control

⑥End project

Scope management:

 ① Planning project scope management

② Collect requirements

③ Define the scope

④Create WBS

⑤ Confirmation scope

⑥Control range

Project schedule management 

① Planning project progress management

② Define activities

③Arrange activity sorting

④ Estimate activity resources

⑤ Estimated activity duration

⑥Make progress plan

⑦Control and supervision

Project management costs: 

 ① Planning project cost management

② Estimated cost

③ Make a budget

④ cost control

 Project Quality Management:

① Planning project quality management

② Implementation of quality assurance

③Quality control

Project Manpower Management

① Planning Human Resource Management

② Form a project team

③Construction project team

④ Manage the project team

Project Risk Management

① Planning risk management

② Identify risks

③Implement risk qualitative analysis

④ Carry out quantitative risk analysis

⑤ Planning risk response

(New version ⑥ Implementation of Risk Response)

⑥ Risk control

Project Communications Management

① Planning and communication management

②Management communication

③ control communication

Stakeholder Management

① Identify stakeholders

② Standardize stakeholder management

③Management stakeholder participation

④ Control stakeholder participation

Project Procurement Management

① Planning and purchasing management

② Implementation of procurement

③Control procurement

④End of purchase

Project Resource Management

        ① Planning resource management

        ② Estimation of activity resources

        ③Acquire resources

        ④Building a team

        ⑤Management team

        ⑥ control resources

---

Calculation problems:

concept:

Total Project Fund Budget = Management Reserve + Cost Baseline

                         =Management Reserves + Contingency Reserves + Cost Estimates

PV、AC、EV、CV、SV、CPI、SPI、BAC、ETC、EAC

EV=planned value*percentage completed=PV*X% = how much has been done

PV : plan value plan value, how many tasks are planned to be done

AC : actual value Actual Cost, how many tasks have actually been done = actual cost (how much money was actually spent)

EV : How much of the expected task has been completed

SV : Progress Deviation = EV-PV S for Schedules

CV : Cost Deviation=EV-AC C is Cost

SPI : progress performance index = EV/PV >1: fast drying, <1: slow drying

CPI : cost performance index = EV/AC >1: saved, <1: exceeded

measure:

Overspend and slow, replace high-efficiency people, parallel construction

Exceeding budget but dissatisfied, replace efficient personnel and carry out parallel construction

Not overspending, but slow to add people,

Don't overspend, don't be slow, maintain the status quo, check the quality

Atypical : (remaining workload at planned efficiency,)

Estimate To Complete still needs to be estimated (To is completed, how much work is still left to be done)

ETC= BAC-EV

Estimate at completion (Estimate at completion) (at is completed and complete, and it is estimated how much the actual cost will be if the work is completed)

EAC=AC+（BAC-EV）=AC+ETC

Typical ( no intervention, according to the current development, according to this progress, the situation will continue " "such performance will continue)

ETC=(BAC-EV)/CPI

EAC=AC+（BAC-EV)/CPI

Completion deviation (difference between budget at completion and estimate at completion)

VAC=BAC-EAC

Probability distribution: Beta: 99%, 95%, 68.3% 

According to the current plan, calculate the total budget: (There is always a difference between the budget and the actual cost, so BAC and EAC are introduced)

BAC: Budget cost at completion (Budget cost at completion): According to the original plan, the budgeted cost required to complete all the work

         The BAC value topic is generally given directly

EAC: Estimate at completion (Estimate at completion): (what is the cost of all work

EAC：完工估算成本=AC+(BAC-EV)=AC+CV= 实际干的+ 成本偏差

ETC (Estimate (or Estimated) To Complete): How much money is needed to complete the project

Article reference: (must learn)

PV, EV, AC, CV, SV, CPI, SPI, BAC, ETC, EAC - Short Book (jianshu.com)

Anything: control links:

Input: both work performance data, approved change requests

Outputs: change requests, job performance information

Overall project management: 

(chapter, plan, guide, monitor, implement changes , close)

① Formulate the project charter

Inputs: Project contract, project statement of work, business case, enterprise environmental factors, organizational process assets

Output: Project Charter

Extended knowledge points:

1) Contents of the project charter:

General description of the goal, pre-examination

1. Purpose of the project or reason for approving the project
2. Measurable project objectives and associated success criteria
3. General requirements of the project
4. general project description
5. Key Risks of the Project
6. Overall Milestone Schedule
7. overall budget
8. Project Approval Requirements
9. Appointed project manager and its responsibilities and authority
10. The name and authority of the sponsor or other person who approved the project charter

 Main content: write the content of the project charter, and specify me as the project manager in the charter, so that I can easily transfer project resources

②Development of project management plan

Input: project charter, (tender specification, project contract, etc.)

Outputs: project management plan, configuration management system, change control system

Note: Remember to review the plan

Significance: It determines the way and method of executing, monitoring and ending the project, including the overall content such as the process that the project needs to execute , the project life cycle , milestones and phase division . The project management plan is the basis and basis for the formulation of other sub-plans , and it guides the orderly progress of the project work as a whole. The project management plan is a document used to coordinate all project plans and can help guide the execution and control of the project.

Main content: Call the backbone to hold a meeting, formulate a summary project management plan according to the company template, and then discuss the details and balance the sub-plans to the general plan to form a project management plan, which will be approved by CCB and become a benchmark plan.

extension:

1), the content of the project management plan (background, sub-tasks, solutions, goals, budget)

1. project background
2. Project organization and assignment of project responsibilities
3. The overall technical solution of the project
4. overall project goal
5. project budget
6. Change Process and Change Control Board

③Guide and manage project execution

Input: project management plan, request for approval of changes

Outputs: Deliverables, Change Requests, Work Performance

Tools: Meetings, expert judgment, project management information system

Main content: training staff, familiarizing with the project, clarifying responsibilities, teamwork/building

④Monitoring items

Inputs: Project Management Plan, Work Performance, Schedule Forecast, Cost Forecast

Output: Change Request

Main content: track the project, correct deviations, hold regular weekly meetings, and regularly report to senior management and customers

⑤ Implement overall change control

Input: Project Management Plan, Change Requests, Work Performance Reports

Output: Approved change request, changelog

Main content: Someone changed the function privately, you find the responsible person through the responsibility allocation matrix, emphasize the importance of the change, and ask him to formally submit the change application, review, demonstrate, report to CCB for approval, and implement

Extension: Process for Change Approval :

1. Making and Accepting Change Requests
2. Initial Review of Changes
3. Change program argumentation
4. Project Management Board Review
5. Issue change notification and organize implementation
6. Monitoring of Change Implementation
7. Evaluation of Change Effects
8. Judging whether the changed project has been brought into the normal track

⑥End project

Input: Project Management Plan, Acceptance Deliverables

Outputs: final products, services or deliverables, organizational process asset updates

Main content : materials, documents, results, lessons learned and experience, contract fulfillment, leadership meetings, rewarding employees 

Sample essay template: 

---

Scope management:

（）

 ① Planning project scope management

 Input: project charter, project management plan

Outputs: Scope Management Plan, Requirements Management Plan

Main content: Explain the importance of scope management: the business is complex, it is easy to cause business spread, and the project cannot be completed, etc., and then hold a meeting to discuss and find the company's organizational process assets. Based on the template and project charter, formulate a preliminary scope management plan, and then pass expert analysis , develop a detailed management plan

② Collect requirements

Inputs: Scope Management Plan, Project Charter, Requirements Management Plan, Stakeholder Register, Stakeholder Management Plan

Output: requirements specification , requirements traceability matrix

Main content: lead the team to visit and investigate customer needs, use interviews to collect and sort out requirements one-on-one, conduct guided seminars with stakeholders, mine requirements, eliminate ambiguity, reach consensus, and form requirements specifications and requirements tracking matrix

Expansion: Investigative tools with stakeholders:

• 1. Interview: visit
• 2. Focus groups.
• 3. Guided seminars
• 4. Group innovation techniques: brainstorming (get a comprehensive risk list), Delphi technique (organize experts to draw conclusions, so as not to be biased), nominal group (divide into groups, each person proposes ideas until enough)
• 5. Group decision-making techniques.
• 6. Questionnaire
• 7. Observation
• 8. Benchmarking: refer to and learn from similar projects

③ Define the scope

 Input: Scope Management Plan, Project Charter, Requirements Document

Output: Project Scope Statement

Methodology: Facilitated workshops, product analysis, alternative generation, expert judgment

Main content: Hold a meeting with key stakeholders to determine the requirements, and ask the person in charge of the customer to sign for confirmation. Finalize the project scope statement, and then explain the content of the statement, (preferably combined with the project itself)

Extension: Contents of scope statement: (required)

1. Product range description (forgotten)
2. Acceptance Criteria
3. Deliverables
4. Item Exclusions
5. Constraints
6. Assumptions

④Create WBS

Input: Scope Management Plan, Project Scope Statement, Requirements Document

Output: Scope baseline , project file updates

Main content: Based on the scope statement, let the main backbones participate in the decomposition of the project, explain the decomposition rules, and according to your own project, divide by subsystem,

Extension: Decomposition rules:

1. Guarantee the integrity of the project at all levels (listed by module to avoid omissions)
2. A work unit only belongs to a certain upper-level unit
3. Units of work at the same level should have the same properties
4. The work unit should be divided into different responsible persons and different work contents
5. The work unit generally does not exceed 80 hours (generally minimum >8)

Extended test points:

WBS must designate one and only one person in charge, even if there are many people who actually work

Work packages should be less than 80

WBS is best divided into 4-6 layers, (large projects can exceed 6 layers)

Multiple people should be called to decompose (requires the participation of key stakeholders and team members), and cannot be decomposed by yourself

Remember to count the outsourced modules (integrity)

WBS:

What to Break Down: Identifying and Sharing Deliverables and Work

How to decompose: determine the results of the WBS and the arrangement method, divided into 5 layers

Decomposition: top-down, layer by layer refinement, gradually clear

⑤ Confirmation scope

Input: requirements document, requirements traceability matrix, verification deliverables, project management plan, work performance data

Output: Accepted deliverables , change requests

Methods: inspection, group decision-making techniques

Main content: (determine the time, where to invest, formally accepted standards and elements, confirm the organizational steps of the meeting, meeting) staged milestones invite stakeholders , customers, supervisors to participate in the evaluation , sign for confirmation , and communicate more with non-milestone tasks

 In case of ambiguity, a formal change process can be submitted for approval by the Change Management Committee.

⑥Control range

Inputs: Work performance data, requirements documents, requirements traceability matrix, project management plan

Outputs: Work performance information, change requests, project management plan updates

Method: Bias Analysis

Main content: analyze work performance data , compare scope benchmarks, and correct deviations. Explanation: The process of change application. For example, if someone modifies a certain function, he finds the person in charge of the module according to the responsibility allocation matrix, emphasizes the importance of the change process, and asks him to submit a formal change.

extension:

Reasons for the change: (policy, unreasonable customer, self-bankruptcy, poor technology, wrong plan)

1. Government policy reasons

2. Insufficient planning and flawed loopholes

3. Emergence of new technologies and solutions

4. The customer proposes changes to the project

5. The project implementation organization has changed

---

Project schedule management

(regulation, determination, scheduling, capital estimation, time estimation, planning, control)

① Planning project progress management

Input: Project Management Plan, Project Charter

Output: Schedule Management Plan

Main content: convened meetings of Party A and supervisors for many times, and made expert judgments to formulate progress plans.

② Define activities

Input: Schedule Management Plan, Scope Baseline

Output: activity list , activity attributes , milestone list

Methodology: Decomposition, planning while rolling

Main content: is the process of identifying and recording the specific actions taken to complete the project deliverables. Under the guidance of the schedule management plan and scope benchmarks, using the method of rolling planning , my team members and I decompose the work to be completed in the WBS recently , get the specific activities to be completed, and form an activity list

③Arrange activity sorting

Inputs: Schedule Management Plan, Activity List, Activity Attributes, Project Scope Statement

Output: Project schedule network diagram

Method: Antecedent Mapping, Determining Dependencies

Main content: According to the list of activities, determine the dependencies, and develop the project schedule network diagram . Give an example to illustrate who is ahead and who is behind, and finally get a more reasonable network diagram through repeated adjustments

④ Estimate activity resources

Inputs: schedule management plan, activity list, resource calendar , risk register , activity cost estimates

Output: Activity Resource Requirements, Resource Breakdown Structure

Methodology: Bottom-up estimation , published estimation data, analysis of alternatives

Main content: The process of estimating the type or quantity of materials, personnel, equipment, supplies required to perform various activities. We do so using expert judgment and analogies to historical projects . Estimate the workload of the activity list, resource dependencies, consider risk factors, and derive resource quantities based on labor productivity

⑤ Estimated activity duration

Inputs: Schedule Management Plan, Activity List, Resource Calendar, Project Scope Statement, Risk Register, Resource Breakdown Structure

Output: Activity Duration Estimate

Use evaluation methods : three-point estimation method, analog estimation, parameter estimation, group decision-making techniques, reserve analysis

Main content: Based on experience, considering resource and time constraints, balance the resource and time requirements of the activity, and generally use the three-point estimation method to estimate.

⑥Make progress plan

Inputs: schedule management plan, activity list, activity attributes, project schedule network diagram, activity resource requirements, activity duration estimates, project scope statement, project personnel breakdown, resource breakdown structure

Outputs: Schedule Baseline , Project Schedule

Main content: Use resource balance and simulation to draw progress Gantt chart and timetable

⑦ Control progress

Input: project management plan, schedule, work performance data

Outputs: Work performance information, schedule forecasts, change requests

Main content: daily tracking, holding weekly meetings, reporting progress, conducting earned value analysis every 2 weeks, calculating progress deviation and trend analysis. For important milestones, the completion time is predicted based on current performance. And write performance reports , notify customers and stakeholders.

Extension: Progress control measures: 

1. work overtime
2. increase human resources
3. with experienced people
4. with efficient technology

---

Ways to shorten the duration:

1. Working overtime and rushing to work

2. Invest more resources

3. Reduce the scope of activities and reduce the requirements for activities

3. Fast basis. (parallel construction)

4. People who use nb

5. Use nb efficient technology

6. Strengthen management, reduce rework, strengthen communication and reduce changes

Project management costs: 

 ① Planning project cost management

 Input: Project Management Plan, Project Charter

Output: Cost Management Plan

② Estimated cost

Inputs: Cost Management Plan, Human Resource Management Plan, Scope Baseline, Project Schedule, Risk Register

Output: Activity cost estimate

Methods: expert judgment, analogy estimation, parameter estimation, bottom-up estimation, three-point estimation, reserve analysis, quality cost, group decision-making

③ Make a budget

Inputs: Cost Management Plan, Scope Baseline, Activity Cost Estimates, Estimate Basis, Project Schedule, Resource Calendar, Risk Register

Output: Cost Baseline

Methodology: cost aggregation, reserve analysis, expert judgment

④ cost control

Inputs: Project Management Plan, Project Funding Requirements

Outputs: cost forecasts, job performance information, change requests

Methodology: Earned Value Management, Forecasting, Performance Review

main content:

1. Influence the factors that cause changes to the cost baseline 2. Ensure that change requests are approved
3. Manage the actual changes as they occur
4. Ensure that potential cost overruns do not exceed authorized project phase funds and overall funds 5. Oversee Cost execution, finding deviations from cost baselines
6. Accurately record all deviations from cost baselines
7. Prevent wrong, inappropriate or unapproved changes from being included in cost or resource usage reports 8. For approved changes, Notify project stakeholders
9. Take steps to control expected cost overruns within acceptable limits
 

 Project Quality Management:

① Planning project quality management

Inputs: Project Management Plan, Stakeholder Register, Risk Register, Requirements Documentation

Output: Quality Management Plan, Process Improvement Plan, Quality Evaluation Indicators, Quality Checklist, Project Document Update

Methods: Cost-Benefit Analysis, Cost of Quality, Seven Basic Quality Tools, Experimental Design, Statistical Sampling

② Implementation of quality assurance

Inputs: Quality Management Plan, Process Improvement Plan , Quality Measures, Quality Control Measures

Output: Change Request

Methods: Quality management and control tools, quality audits, process analysis

③Quality control

Inputs: Project Management Plan, Quality Policy Indicators, Quality Checklists, Work Performance Data, Approved Change Requests

Outputs: Quality control measurements, confirmed changes, verified deliverables, change requests, work performance information

Project Manpower Management

① Planning Human Resource Management

Input: Project Management Plan, Activity Resource Requirements

Input: Human Resource Management Plan

Tools: Org Charts and Job Descriptions

Quality cost:

Divided into:

Conformance cost: (before development is complete)

        Prevention costs: training, equipment, culture (quality assurance)

        Evaluation costs: testing, damage loss, inspection

Inconsistency cost: (after development is complete)

        Internal failure costs: scrap, rework

        External failure costs: liability, warranty, lost business

② Form a project team

Input: Human Resource Management Plan

Outputs: Project staff assignments, resource calendars, project management plan updates

Methods: Pre-assignment, negotiation, recruitment, virtual teams, multicriteria decision analysis

③Construction project team

Input: Calendar resource management plan, project staff assignments

Output: Team performance evaluation

Methods: training, team building activities, basic rules, centralized office, rewards, personnel evaluation tools

④ Manage the project team

Input: calendar resource management plan, project staff assignments, performance evaluation, issue log

Outputs: Change Requests, Project Management Plan Updates

Methods: observation and conversation, project performance evaluation, conflict management

Extended knowledge points:

1. Formation stage: individuals become team members, know and understand, and know their responsibilities

2. Shock stage: blame, doubt

3. Specification stage: Collaborative work

4. The stage of play: from the sense of honor and coordination of work

5. Dissolution stage: Dissolution

No matter what stage the addition of a person starts from the formative stage

Authority:

1. Position power

2. Expert power: personal professional skills

3. Reward power

4. Punishment power

5. Reference power: the power of example

Ways to resolve conflicts in the team: ( Countermeasures are appropriate and strong (withdrawal, delay, proper, cooperation, strong) )

• retreat/avoid (lose-lose)

                not deal with

• Easing /Accommodating (lose-win)

                Emphasize consistency rather than differences, seek common ground while reserving differences, and unresolved differences

• Compromise /Mediation (lose-lose)

                Taking a step back from each other may lead to the failure of the original intention

• Force/Command (win-lose)

                Usually used to solve urgent problems

• Cooperation/Solution (win-win) (Facing)

        Cooperative attitude & open dialogue

Maslow needs:

1. Physiology

2. Security

3. Social interaction

4. Respected

5. Self-actualization

Herzberg's two-factor theory: motivators, hygiene factors

Theory X believes that people are not active and negative

Theory Y tasks people positively and positively

Expectation Theory: Goals + Expectations.

Project Risk Management

① Planning risk management

Inputs: Project Management Plan, Project Charter, Stakeholder Register

Output: Risk Management Plan

② Identify risks

Inputs: Risk Management Plan, Cost Management Plan, Quality Management Plan, Quality Management Plan, Human Resource Management Plan, Scope Baseline, Activity Cost Estimates, Activity Duration Estimates, Stakeholder Register, Procurement Documentation

Output: Risk Register

Methods: Document raw tea, information gathering techniques, checklist analysis, what-if analysis, swot analysis

Knowledge point expansion:

Risks have to be identified repeatedly!

SWOT: Strengths, Weaknesses , Opportunities and Threats in external competition

③Implement risk qualitative analysis

Inputs: Risk Management Plan, Scope Baseline, Risk Register

Output: project file update

Methods: risk probability and impact assessment, probability and impact matrix, risk data quality assessment, risk classification

④ Carry out quantitative risk analysis

Inputs: Risk Management Plan, Cost Management Plan, Schedule Management Plan, Risk Register

Output: project file update

Methods: Data collection and presentation techniques, defined risk analysis and modeling techniques, expert judgment

⑤ Planning risk response

Input: risk management plan, risk register

Outputs: Project Management Plan Update, Project Documents Update

Approach: Negative Risk Threat Coping Strategies, Positive Risk or Opportunity Coping Strategies

Knowledge point expansion:

Measures to deal with risks:

1. Avoidance: Remove people with emotional risks from the project team
2. Shifting: Technology Risk by Adopting an Outsourcing Approach
3. Pioneering: learning new safety management techniques through training
4. Accepted: use contingency reserves to deal with risks caused by unexpected events
5. Mitigation: Strengthen departmental communication and establish a coordination mechanism
    

 ⑥((New version ⑥Implement risk response))

Risk measures:

⑥Control risk (monitoring risk?)

enter:

output:

In risk monitoring, identified risks are tracked, residual risks are monitored, new risks are identified, and effectiveness is evaluated.
 

Project Communications Management

① Planning and communication management

Input: project management plan, stakeholder register

Output: Communications Management Plan

Methods: communication needs analysis, communication techniques, communication models, communication methods

②Management communication

Input: Communications management plan, job performance reports

Output: Project Communications

Methods: Techniques, Models, Methods, Reporting Performance

③ control communication

Input: Project Management Plan, Project Communications, Issue Log

Outputs: Work performance information, change requests

---

Stakeholder Management

① Identify stakeholders

Input: project charter, procurement documents

Output: Stakeholder Register

Method: Stakeholder Analysis

② Standardize stakeholder management

Input: project management plan, stakeholder register

Output: Stakeholder Management Plan

③Management stakeholder participation

Input: Stakeholder Management Plan, Communications Management Plan, Change Log

Output: issue log, change request

Method: communication method

④ Control stakeholder participation

Input: project management plan, issue log, work performance data

Outputs: work performance information, requests for changes

---

Project Procurement Management

① Planning and purchasing management

② Implementation of procurement

③Control procurement

④End of purchase

Project Resource Management

 ① Planning resource management

Determine the method and degree of project resource management according to the type and complexity of the project

 ② Estimation of activity resources

Estimate the type and amount of team resources, materials, equipment, supplies required for the project

 ③Acquire resources

Obtain the type and amount of team resources, materials, equipment, supplies required for the project

  ④Building a team

Increase productivity, team interaction, improve atmosphere, reduce friction, and motivate employees

  ⑤Management team

Track member performance, give feedback, solve problems, and optimize performance.

  ⑥ control resources

 Ensure that resources are allocated according to the plan, monitor the actual situation, and correct deviations in time