[Project Management] PMP Exam Preparation Book - Chapter 1 "Introduction"

Section 1: The Significance of Project Management

1. What is a project

A project is a temporary endeavor undertaken to create a unique product, service or result.

Projects can be roughly divided into three categories

(1) R&D projects : The purpose is to develop new products, such as research and development of mobile phones, cars, games, and medicines.

(2) Delivery projects : services provided to meet customer needs, such as building construction, software customization development, and advertising planning.

(3) Change projects : changes in business processes, systems, and organizational structures, such as informatization, agile transformation, and mergers and acquisitions.

Features of the project

• Uniqueness : unique, there are no two projects that are exactly the same, and it is impossible to simply repeat the past practices.
• Temporary : also known as one-time, phased, the project always has a beginning and an end, it is a "temporary" job.
• Uncertainty : Projects are constantly responding to changes, and risks follow everywhere, and can only be gradually detailed.

​ For example, the development of a WeChat applet is a unique project. It is produced to meet certain specific needs, and there is no exactly the same code that can be copied (uniqueness); it may be completed in a few days or it may take a few days. Zhou, in short, it can be completed, so this is a temporary job, and the project team is also temporarily formed, and it will be disbanded when it is done (temporary).
​ Even if you have thought about the functions of the applet and how to implement it, and have made a strict time plan, when you actually start implementing it, you will still encounter a lot of trouble. For example, underestimating the difficulty of certain technologies, overestimating the abilities of some teammates, some requirements need to be modified, users do not buy the functions you provide, etc. (uncertainty). You have to be able to cope with these uncertainties, and constantly adjust the plan until the goal of "developing a valuable WeChat Mini Program" is achieved.

2. The past and present of project management

​ Ever since there were human activities, there has been Xiangri. For example, primitive man has already been able to fight alone, and it is easier to catch prey by division of labor and cooperation.

​ Until today, human beings need to cooperate with people with different specialties, different strengths and different resources to achieve their goals together. Division of labor and collaboration is the original driving force for project management.

​ In 1910, American mechanical engineer and management scientist Henry L. Gantt invented the bar chart.

​ In 1956, DuPont and Remington Rand discovered that the overall project duration could be shortened simply by shortening the duration of activities on the longest route. The emergence of Critical Path Method is an important milestone in the development of project management.

​

​ In 1958, the U.S. Navy developed the Program Review Technology (PERT) during the implementation of the Polaris missile program, using the "three-value weighting" method to estimate the construction period, which greatly improved the efficiency of planning.

In 1960, Professor Hua Luogeng introduced project management to China. The "project management" at that time was called the overall planning method and the optimization method.

In 1965, the International Project Management Association (IPMA ) was formed.

In 1969, the Project Management Institute (PMI) was founded.

3. The relationship between project management and strategy

Enterprise Management Pyramid

​ The top layer of the corporate management pyramid is "mission, vision, core values"

mission

​ The mission is the reason for the existence of the organization, such as the organization's program, ideology, purpose, business principles and company beliefs.

​ For example, the mission of Starbucks is to inspire and conceive the human spirit, and the mission of Alibaba is to make business easy to do in the world.

vision

​ Kahn said, "Vision is an imagination based on insight and foresight. It reveals possibilities and practical constraints, and describes the most desired future state of the organization."

​ For example, Amazon’s vision is to become the world’s most customer-centric company, an online marketplace where people can find anything they want to buy.

core value

​ Kahn said, "Core values ​​are the principles that individuals or organizations emotionally choose to stick to."

​ For example, "Don't be evil" is Google's core value. It is this sentence that has inspired a large number of top talents to gather at Google and create one great product after another. When Google's AI technology was used in a US military project (possibly for war), it was boycotted by more than 4,000 employees.

Strategy
Decomposing the corporate vision into phased goals is strategy. When Bristol-Myers Squibb (BMS) discovered that biotechnology might create opportunities for cancer treatment, BMS shifted its technological capabilities from its traditional strengths in organic chemistry to biotechnology.

Strategic management
Strategic management refers to the decision-making and management art made by managers on the overall situation, long-term development direction, goals, tasks and policies of an enterprise or organization in a certain period of time, as well as resource allocation. Strategic management also includes a series of judgments made by the company on uncertain factors when accomplishing specific goals. The company should assess the situation and formulate strategies based on the environment.

​ In short, strategic management is all about doing the right thing!

project management

​ To put it simply, a project is the unit of corporate strategy implementation, and project management is to do things right!

American scholar David Cleland (David Cleland) said: "Strategic management and project management will play a key role in coping with global market changes."

The role of project management

• Projects bring strategy to life

  • The reasons why the project can make the corporate strategy come true are as follows
    • The project is the unit of corporate strategy implementation
    • Projects are the source of corporate profits
    • Project is the carrier of cross-departmental collaboration

• Project management creates business value

  ​ Project management can turn wonderful ideas into products and satisfy customers' needs. The iPhone created by Jobs redefined the mobile phone, WeChat developed by Zhang Xiaolong's team opened a new era of instant messaging, and Musk's SpaceX project realized rocket recyclability and received an order from NASA. These great products not only create huge commercial value for the company, but also change the world, making the company the most influential company in the world.

• Project Management Drives Change

  ​ Organizations need to constantly change their organizational structure, management model and process system to adapt to changes in the external environment and the needs of internal innovation. Change itself is also a project, and project management can drive the organization to change in the right direction. For example, many companies have learned from Google and LinkedIn, and realized the transformation from key performance indicators (KPI) to objectives and key results (OKR) through transformation projects. There are also many companies, like Alibaba, which have realized the integration of capabilities such as data middle platform and business middle platform through transformation projects.

4. Transformation and upgrading of organizational management model

traditional business management

• Divide departments by function
• tree structure
• Hierarchical
• vertical management model

​ In the traditional corporate management model, there are often many levels between the company CEO and ordinary employees, such as business department directors, department managers, and supervisors. The more layers there are, the lower the communication efficiency of uploading and releasing, and the slower the project decision-making will be. This is called management gap.

​ Departments are divided by function (profession), and there is a departmental barrier between departments, that is, departmental walls. Each department has a very detailed division of labor (such as the finance department, procurement department, legal department, etc.), and they seem to perform their duties. Professional differences make it difficult for each department to understand the needs and difficulties of other departments. Therefore, communication costs are high and collaboration efficiency is low. Moreover, functional department managers only focus on completing their own department's key performance indicators (KPI, as for whether the project is successful and the customer is satisfied. , He has no time to take care of it, and he is powerless.

​ If management barriers and departmental barriers exist at the same time, management islands will be formed within the enterprise. Although it seems that every department is busy and everyone is working hard, but the projects are always not done well, and the company gradually loses its competitiveness.

​ In the traditional management model, this kind of organizational structure belongs to functional organization, also known as "bureaucratic organization". The problems exposed by bureaucratic organization in project management are obvious, but why are they common?

​ This is determined by the natural laws of organizational evolution. From its establishment, an enterprise will inevitably evolve into a bureaucratic organization with gradually subdivided functions and continuously increased levels as the number of people continues to increase. Bureaucratic organization is the mainstream management model in the industrial age, which once created unparalleled efficiency. The reason is that in the industrial age, manufacturing companies adopted a "linear process", that is, assembly line production. Each process only connected with the previous process and the next process. This connection was carried out according to standards and specifications, and did not require large-scale and high-frequency Communicate across disciplines, departments, and even organizations.

​ However, we have already entered the information age from the industrial age. The information age is characterized by projects, requiring enterprises to be able to collaborate efficiently across disciplines, departments, and organizations, so as to optimize resources and create value for customers. Under the background of this era, the bureaucratic organization is out of date, and the former advantage has now become an obstacle to the success of the project and the development of the enterprise.

​ Where is the direction of enterprise transformation? Some enterprises have bravely carried out transformation practices, that is, transforming to platform-based organizations and flat management methods.

​ For example, Haier split the company into more than 3,000 small companies, which operate independently on the Haier platform. Ren Zhengfei, the founder of Huawei, said: "Currently, the war of enterprises is based on the unit of the squad leader!" The core of enterprise transformation is to use projects as units, organize resources flexibly and efficiently, focus on customers, and deliver value.

Refined management based on project

The characteristics of the refined management model with the project as the unit are as follows:

• Configure resources by project
• Platform organization, flat management
• Oriented to strategy, delivering value
• Focus on growth and pursue a win-win situation

5. The power to popularize project management

​ The forces driving the popularity of project management include increased competition among businesses, thinner margins, and the generalization of customer responsiveness.

Section 2: The logic of project management

1. Evolution of Project Management Objectives

(1) What is the basic goal of project management

The basic goal of project management is to complete the work within the pre-determined scope of work within the specified time and within the approved budget, and to make the project meet the expected quality and performance requirements.

(2) Relationship between project duration and cost

Generally speaking, if the project duration is too long, the cost will rise, because although the workload (direct cost) has not increased, indirect costs such as rent, water, electricity, and management fees are incurred every day; while the project duration is too short, the cost will also rise , because if the team gets the job done in less time, it usually requires additional resources, so direct costs go up.

As shown in the figure below, the cost of completing the project in the optimal construction period T0 is the lowest, and the time period from T1 to T2 is a reasonable construction period. As long as the project is completed within this period, the cost will not exceed the budget.

(3) Advanced goals of project management

The advanced goal of project management is to achieve resource optimization, achieve organizational strategic goals, and satisfy project stakeholders.

(4) High-level goals of project management

The high-level goal of project management is people-oriented, social responsibility and environmental friendliness.

2. The relationship between project and operation

(1) Party A and Party B

Around projects, enterprises can be divided into two categories, as shown in the figure below.

Whether it is Party A or Party B, there are actually only two types of business management activities in the enterprise, as shown in the figure below.

Projects: company product development, customer service delivery, management change, etc.

Operation: Continuous, repetitive, and streamlined work. For example, the financial department has to keep accounts every day, process reimbursement every week, and file taxes every month. These tasks have been done in the past, are done now, and will continue to be done in the future. This is operation.

OK, let's compare the differences between projects and operations.

project	operate
unique	repeat many times
Beginning and end	continuous
Revolutionary (only one chance to succeed)	Incremental (gradual improvement)
Unbalanced responsibilities	Balance of Responsibilities
temporary organization	stable tissue
effect-oriented	Efficiency oriented
Uncertainty (risk)	certainty (empirical)
targeted plan	Standardization process

For example, investing in the construction of a hotel is a project, and operating the hotel to provide services to guests is operation; an Internet company develops an app to enable a project, and "attracting newcomers-promoting activation-retaining-transformation" is operation. Development projects can create new products and new opportunities, and their commercial value can be realized through operation.

(2) Project manager and functional supervisor

A general enterprise will separate the person in charge of the project from the person in charge of the operation, that is, the project manager is in charge of the project, and the functional supervisor is in charge of the operation.

	project manager	functional supervisor
Cosplay	"handsome"	"General"
knowledge structure	"generalist"	"expert"
management style	target management	process management
work method	integrated approach	method of analysis
Responsibilities	Big responsibility and little power	Equality of power and responsibility
main mission	planning, organizing, coordinating, directing	Technology, process, standard, specification

3. The relationship between the three domains of "people-process-environment"

(1) Proportion of the three fields

A large amount of knowledge, methods, and tools in project management are constantly summarized and refined in practice, and the PMP exam is also constantly adapting to the needs of the time, from the exam content to the exam method. The new version of the syllabus is not limited to the process of project management, but highlights the importance of people and the business environment in which the project is located.

The fields and content of the new examination syllabus:

field	Proportion of test content
1. Personnel	42%
Two, the process	50%
3. Business environment	8%
total	100%

(2) Levels in the Examination Syllabus

The new exam syllabus is divided into three levels: first, domain; second, task; third, driving factor. From the perspective of a project manager, project management involves three areas with a total of 35 tasks, and each task contains several driving factors.

Drivers are just a few example actions that may be taken to accomplish a task, and are not exhaustive. In practice, we should decide how to complete the task flexibly and effectively according to the business environment, industry characteristics and actual needs of the project.

(3) Tasks in each field

The new syllabus has changed from focusing on "process" (the perspective of things) to "business" (the perspective of people), which can be said to be a progress. Moreover, the new syllabus starts from the perspective of project managers, better corresponds to the quality, knowledge and skills of people, and also makes it easier for candidates to understand the responsibilities and missions of project managers.

One person in the field (42%)	Domain 2 Process ( 50%)	Field 3 Environment ( 8%)
Task 1 Manage Conflict Task 2 Lead Team Task 3 Support Team Performance Task 4 Delegate Team Members and Stakeholders Task 5 Ensure Team Members/Stakeholders Complete Appropriate Training Task 6 Build Team Task 7 Address and Remove Barriers, Blockers, and Block Task 8 Negotiate Project Agreements Task 9 Collaborate with Stakeholders Task 10 Build Consensus Task 11 Engage and Support Virtual Teams Task 12 Define Ground Rules for Teams Task 13 Coach Related Stakeholders Task 14 Apply Emotional Intelligence team performance	Task 1 Execute projects that require urgent delivery of business value Task 2 Manage communications Task 3 Assess and manage risk Task 4 Engage stakeholders Task 5 Plan and manage budget and resources Task 6 Plan and manage schedule Task 7 Plan and manage product/availability Quality of Deliverables Task 8 Plan and Manage Scope Task 9 Integrate Project Planning Activities Task 10 Manage Project Change Task 11 Plan and Manage Procurement Task 12 Manage Project Work Task 13 Determine Appropriate Project Methodology/Approach and Practices Task 14 Develop Project Governance Structure Task 15 Manage project issues Task 16 Ensure knowledge exchange to keep the project on track Task 17 Plan and manage project/phase closure or overwork	Task 1 Plan and manage project compliance Task 2 Assess and deliver project benefits and value Task 3 Assess and respond to changes in the external business environment that impact scope Task 4 Provide support for organizational change

4.8 performance domains and 12 principles

The 12 principles are used to guide the behavior of the project team, and the 8 performance domains are the 8 aspects of evaluating project performance. Dealing with uncertainty and emphasizing the human element reflect trends in project management practice.

5. Projects, Programs, Portfolios

(1) What is a project portfolio

A portfolio is a collection of projects, programs, sub-portfolios, and operational workgroups managed together by an enterprise to achieve strategic objectives. The projects or project sets in the project portfolio are not necessarily dependent on each other or directly related to each other. Only by setting the priority of the projects can the optimal allocation of resources be realized, so as to achieve the strategic goals of the enterprise.

Please think about:

• Why doesn't the boss invest more in money-making projects?
• Why is the boss still very active in a risky project?
• Why does the boss still do the project that obviously loses money?
• Why is your project not supported?

如下图所示，波士顿咨询创始人布鲁斯·亨德森 ( Bruce Henderson) 提出一个矩阵，企业可以根据市场占有率和销售增长率，将企业的项目( 或产品)进行如下分类。

明星项目: 销售增长率和市场占有率都高。该类型的项目优先级最高，企业应该重点支持。

金牛项目: 市场占有率高，但销售增长率低。这类项目往往是公司的传统优势业务，但是由于被新技术取代等原因，市场增长乏力甚至开始萎缩。虽然市场增长无望，但目前该类项目还是公司的主要收入来源。针对这类项目.即使企业投入再多的资源，也无法取得销售增长，所以企业不应该浪费更多资源在这类项目上，只要保持现在的市场占有率就好。

问题项目: 市场占有率低，但销售增长率高。这类项目是公司用于探索新市场或创造新产品的项目，是否最终能够获得足够的市场占有率并成为新的明星项目，还不得而知。企业很可能尝试了 10 个项目，最终只成功了 1个，不过这 1个成功的项目为企业带来的回报足以抵消 9 个失败项目的损失。这种带有风险投资性质的项目，企业应该拿出专门的资源积极尝试。

瘦狗项目: 市场占有率和销售增长率都低。投入这类项目，企业在目前和今后都很难挣到钱。那么企业为什么还要做呢?企业往往出于保持团队规模平稳过渡等原因，主动选择做这些看上去“没有意义”的项目。企业做这类项目的意义就在于，如果企业不做，可能影响团队稳定和企业战略安全。

我们可以看到，因为四个不同区域的项目对企业的战略意义不同，所以优先级也不同。只有依据优先级合理地配置企业有限的资源，才能使投资效益最大化。

例如，某汽车制造企业依据新能源战略将所有和新能源相关的项目打包成新能源项目组合，将所有和自动驾驶相关的项目打包成自动驾驶项目组合，将面向传统乘用车市场的项目打包成乘用车项目组合，将它们按战略优先级配置资源，这就是项目组合管理的意义。

（2）什么是项目集

项目集是一组相互关联且被协调管理的项目、子项目集和项目集活动。通过管理项目集，可以获得分别管理所无法获得的效益。

例如，一款新能源汽车的生产，需要有电机开发、电池开发、电控系统开发项目。企业只有将这几个项目统筹管理，接口匹配，进度对齐，才能实现新车如期交付。

（3）什么是组织项目管理( OPM )

组织项目管理指的是企业合理应用项目组合管理、项目集管理、项目管理，对项目进行科学的统筹协调，合理配置资源，并创造适合项目高效运行的企业流程制度、文化环境，以提升企业投资回报，实现企业战略发展规划。组织项目管理不同层次的要点对比，如图所示。

6.价值交付的逻辑

（1）什么是价值交付

做项目的根本目的不是为用户创造有形的产品或无形的服务，而是通过产品或服务为用户交付价值:

• 应该准确识别真正对用户有价值的需求
• 应该尽量避免不创造价值的活动
• 应该让价值不间断地流动起来

在丰田模式中，将生产活动分为三类: 第一类，明确能创造价值的活动;第二类，虽然不能创造价值，但是在现有的技术和生产条件下不可避免的活动(I型浪费 );第三类，不创造价值，并且可以去掉的活动 (II 型浪费 )。原则就是专注于第-类明确创造价值的活动，消除II型浪费，不断把I型浪费转化成II型浪费并最终消除。

（2）什么是价值流映射

以软件项目中的一个功能开发为例，我们如果统计创造价值的增值活动消耗了多少时间，非增值活动又消耗了多少时间，就会发现增值活动时间占周期总时长的比例往往没有我们想象中那么高，这个比值我们把它叫作流动效率，如图 1-19 所示。我们努力的方向就是不断优化我们的资源调配和管理流程，让流动效率提高。

（3）价值交付体系

下图显示了组织的价值交付体系，即企业从战略出发，制定不同的项目组合，以实现投资收益最大化，这是价值决策过程。项目集与项目都是面向成果交付的，交付的成果通过运营实现商业价值，然后根据运营中得到的客户 /用户反馈企业再调整和优化战略。这个循环能否高效地流转起来，很大程度上取决于组织环境。企业应该努力打造适合项目发展的企业环境，企业环境由流程、制度、组织架构、组织文化等要素组成。

7.传统项目场景与敏捷项目场景

（1）敏捷项目场景的出现

自20 世纪 60 年代起，项目管理的思想日趋成熟，影响和改变着各个行业。不管是工程建设、航空航天、汽车、医药、电子，还是软件开发，项目管理迅速被认可和采用。这些行业不断产生新的项目管理实践，反哺和丰富着项目管理学科，使项目管理的知识体系根强苗壮、枝繁叶茂。

然而，实践是检验真理的唯一标准，实践中原本根深蒂固、逻辑自洽的项目管理知识体系(三大基准、五大过程组、十大知识领域等 ) 不断受到挑战。

20 世纪 70 年代诞生了面向快速交付和应对变化的迭代开发和增量开发，80 年代出现了螺旋开发模型，90 年代产生了 Scrum 框架。到了 2001 年《敏捷宣言》犹如一声惊雷，宣告敏捷项目管理方法诞生了。

有别于传统项目场景，敏捷项目场景强调交互协作、尊重个体、面向价值、响应变化，这些理念迅速得到了项目管理者的关注，尤其在需求易变、需要快速响应的互联网软件行业中更加受到青睐。敏捷项目管理方法已然成为项目管理知识体系的重大分支，并自成体系。

以软件项目为例，在传统项目场景中，项目团队使用瀑布开发模型( WaterfallDevelopment Model)，强调计划严谨、文档详细、过程合规;而互联网产品开发需要用户持续参与和反馈，如此才能不断确认需求，所以，项目团队多采用敏捷开发方法，该方法具有测试驱动开发、持续集成、持续交付等特点。

（2）传统项目管理与敏捷方法对比

	传统项目管理	敏捷方法
计划	工作总能被很好的计划	任何确定的计划几乎都没什么用
执行	计划总能被很好的实施	计划总是不断被修改
制约	范围、进度、成本可以互相调剂和平衡	周期和资源（人力）是恒定的，只有范围可以调整
成功	准时在预算内完成所有既定目标	客户获得真正的商业价值
变更	范围被实现锁定，只能通过变更控制程序修改	范围保持灵活，任何时候的变更都可以接受
控制	利用基准从头到尾控制整个项目的进程	从头到尾控制项目是不可能的，适应变化才是王道
团队	团队接受项目经理领导，按计划行事	团队自组织，释放个性

传统项目管理方法和敏捷方法的区别是显著的，不过它们仍然有很多相同之处。

我们以 Scrum 敏捷框架为例，每个冲刺 ( Sprint) 虽然只有 1~4 周，但是在这个短短的 Sprint 中，团队有完整且规范的 Sprint 计划会(规划过程)、每站会(15分钟) 通报进展和问题(监控过程 )、Sprint 评审会(对交付的增量进行评审，对应收尾过程中的合同收尾)、Sprint 回顾会( 总结和分析团队的不足和改进方法，对应收尾过程中的行政收尾)，而且 Sprint 计划会和每日站会都起到了启动过程的作用，传统项目管理方法中的“滚动式规划”是指团队对近期要做的工作详细估算工期和资源，对中期及远期的工作只做粗略规划，到必要时再进一步细化规划。

在敏捷方法中，团队对于产品待办事项列表( Product Backlog)中的待办事项的管理思路也相同，即根据优先级的高低确定细化颗粒度的粗细。

由此可见，敏捷方法仍然继承了传统项目管理方法中的大量经验与智慧，只是以更短的周期、更快的节奏、更灵活的方式来应对易变的项目。我们在实践中要根据项目的特点选择恰当的项目管理方式。例如，互联网软件项目的需求未知性强变化快，要求团队快速响应、快速交付，所以团队宜采用敏捷方法;而工程建设项目涉及的专业多、工艺复杂、变更成本巨大，所以团队宜采取预测型的开发方法。

第三节：PMP备考学习建议

1.项目管理的价值观与方法论

对于中国考生而言，PMP”考试有两关要过:第一关是认知升级，考生通过学习和梳理项目管理知识，提升自己对项目管理的认知;第二关是思维升级，由于中西方文化的差异、企业管理模式的差异，考生不能只依赖自己在项目中的实际经验，还要理解出题人的价值理念和思维方式，如此才能顺利通过考试。

考生靠死记硬背《PMBOK”指南》中的内容是没有多大价值的。大量刷题也不是一个好方法，因为题目来源五花八门，质量并不都可靠。考生与其在一些“脏题”。上纠结，不如把宝贵的时间用在理解出题人的价值理念和思维方式上。

有一些同学在PMP”考试中取得了非常好的成绩，他们在备考中往往围绕这 10 个成语，这 10 个成语代表了项目管理的价值观和方法论当这些同学在考试中遇到拿不定主意的考题时，就跟随这 10 个成语的指引做出选择，从而显著提高了答题的准确率。下面我把这 10 个成语分享给你，希望对你也有启发。

（1）未雨绸缪

项目管理强调计划的重要性和风险的事前管理。这个思想和我们的行为习惯并不一致。中国有句老话: 车到山前必有路，船到桥头自然直。这种赌性十足的想法用在项目上就不靠谱了。

现实中的我们往往只把计划挂在嘴上，应付差事，不管是行动上还是思想上都缺乏对计划最基本的尊重，拿“计划赶不上变化，变化赶不上领导一句话”当借口，来掩盖自己在计划上的懒惰，项目常常是“脚踩西瓜皮，溜到哪里算哪里”。

项目管理中强调的风险管理也是同样的道理。风险管理的高手不是在风险发生时临危不乱，而是提前识别项目的各种风险，分析这些风险发生的概率和造成的影响，并且做出应对计划，如此管理项目才能做到从容优雅

（2）防微杜渐

项目管理五大过程组中的“监控过程组”监控的是项目实际执行的情况和计划是否一致，如果不一致，就意味着出现偏差。例如一个软件开发项目，团队按计划到今天应该完成 20 个功能点的开发，而实际只完成了 18 个，这就出现了进度偏差团队就要想办法采取措施及时纠正，不能让偏差继续扩大。如果最后偏差大到失控，那就无法挽回了。

就像我们每年都应该体检一样，如果患有疾病，只要我们能尽早发现、尽早治疗，我们承受的痛苦和付出的代价就会最小。

（3）资源集成

项目管理中强调资源集成，意思是项目经理不应该把自己困在具体的技术务中。项目经理的主要任务是找到最合适的人去搞定这些事，这就是资源管理果在企业内部找不到，就去外面找，即通过外包的方式整合企业外部资源，共同现项目目标。

“项目越大，资源越不是你的，不为你所有，只为你所用! ”擅长整合资源的项目经理会更优秀，擅长整合资源的企业往往能成为产业的龙头。

例题：项目经理启动一个具有复杂需求的大型项目，升级现有的企业资源规划(ERP)系统。然而，组织没有足够的具备必要技能和经验的人员，项目经理应该怎么做?

A.请人力资源部门招聘具备必要技能和经验的资源

B.减少项目需求，这样就可以使用现有的组织资源

C.分包给拥有必要技能和经验的供应商

D.要求人力资源部门开展能力评估，并提供必要的 ERP 培训

正确选项是 C。俗话说，没有金刚钻，不揽瓷器活。项目管理的思想是让专业的人做专业的事。从全社会整合资源是项目管理的趋势。而选项 D，让自己的员工花大量时间和精力去学会这些技能，往往来不及，而且这样的项目不常有，这是-种典型的资源浪费。

（4）恰到好处

恰到好处就是不多不少，刚刚好! 项目范围管理强调“做什么，且只做什么”也就是说，为了达到项目目标，团队要明确必须做的工作(即项目范围 )，而且只做这些工作。如果团队成员超出范围做了任何本来不用做或者可做可不做的事，必然消耗时间和资源，这通常是导致项目延误、成本超支的罪魁祸首。

质量管理也一样，质量不合格不行，质量超出标准也不好，因为超出标准的质量意味着多花了时间或者多花了钱，而且没人认可。我们要重新审视自己的“价值观”，在项目管理的世界里不要追求完美。完美并不美，恰到好处才最美!

（5）循规蹈矩

《PMBOK”指南》里的过程，就为我们定义了一套做项目的规范动作。如果按这些过程来开展项目，你就有章可循，有据可依。即便你认为这些过程十分教条和烦琐，想要放弃，也要认真想想这些可都是大量优秀企业的经验总结，按他们的套路来，结果不一定最优，但至少不会太差。

（6）锲而不舍

虽然需求层出不穷，变更无休无止，风险变幻莫测，项目风雨飘摇，但是我们不能动摇为客户 /用户创造价值的初心。没有哪个项目可以随随便便成功，我们需要有直面变化的勇气，坚持才能胜利。

（7）积微成著

与其总是抱怨没有模板可以套，没有经验可以用，不如从我做起，从现在做起，把项目过程中的需求跟踪、变更决策、计划更新的点点滴滴记录下来。只有日积月累，才会有组织过程资产。聚沙成塔、集腋成裘，伟大的公司都是在不起眼的细节上“傻傻”地坚持!

例题：项目经理正在负责一个紧急的项目，尽管时间有限，但他决定从这个项目中收集经验教训。项目经理应该如何收集经验教训?

A.在项目完成后整理经验教训

B. 请公司知识管理部门派专人记录经验教训

C.如果时间允许，召开经验教训总结会

D.从项目启动开始，持续记录经验教训

正确选项只能是 D。我们在记录经验教训时，需注意三点:一是不能靠别人(项目团队之外的人 )，二是不能拖到项目结束，三是不能依赖所谓的总结会，而是应该持续并规范地记录，使其成为团队的习惯并贯穿项目的始终。

（8）公开透明

企业要创造公开透明的氛围，鼓励每个团队成员主动沟通、积极参与，因为目的成功离不开所有参与者的努力。除了涉密信息，尽量让项目信息高效发布分共享。

（9）同舟共济

项目是一条船，从此岸驶向彼岸。干系人都是同一条船上的人，一荣俱荣.损俱损。做项目必须有诚信、共赢的思想，目标是让各方都满意!

例题：一家供应商报了一个低得让人不可思议的报价。作为项目经理，你该怎么办?

A.让这家供应商签署一份保证函，保证按这个价格供货

B.把这家供应商的名称报给公司的采购部，以后还可以从这家供应商采购

C.把这件事记录到风险登记册中

D.请这家供应商重新评估需求，重新报价

正确选项只能是 D。供应商的报价低得让人不可思议，通常的原因是供应商对你的需求理解得不准确或不完整。这时，你不要沾沾自喜，以为占到便宜。如果半路更换供应商，会对项目造成难以承受的冲击，影响工期、成本、质量，这些坑都得你自己填。你要记住: 不要占任何人的便宜，出来混迟早是要还的，大家好才是真的好!

（10）各司其职
例题：项目发起人从你的团队中抽调两名成员去做他认为更重要的工作你是项目经理，你该怎么办?

A.接受这个现实

B.寻求高级管理层的支持

C.向变更控制委员会(CCB ) 发起一项变更请求

D.通知那两名成员马上回来

你可能不敢轻易选 D，然而正确答案就是 D。项目章程规定，团队的分工由项目经理负责，这是白纸黑字对项目经理的授权。就算他是发起人，也不能越级指挥你的团队成员干他认为重要的工作，这是原则。如果这份工作真的更重要，那么发起人需要提出变更，走变更控制程序。如果变更被批准，则由项目经理来调整计划，重新分配资源。

在实际工作中，你可能会选 A，面对甲方，选择认怂。这说明，通过 PMP考试的要义既不是背书，也不是刷题，而是去适应和理解《PMBOK指南》的作者和出题人的价值理念和方法论。

2.PMP开始的形式和题型

（1）考试形式的变化

自 2021 年起，PMP考试主要采取机考的形式，但在我国暂时仍采取笔试形式(香港地区为机考 )。机考有两种形式:一是考生在远程控制的电脑上完成，二是考生到当地考试中心完成。机考的优点是考完当时出成绩。

（2）题型及占比

自 2021 年起，机考形式的考题数量为 180 道，考试时间为 230 分钟，包含两次 10 分钟的休息时间，180 道题全部计分。自 2021 年 9 月起，笔试考题数量及考试时间与机考一样。新考纲中包含四种题型:单选题、多选题、匹配题和填空题。在这四种题型中，单选题所占比例仍然最大，约占 80%;多选题约占 12%; 匹配题约占 7%;填空题约占 1%。不同题型的占比并非完全固定，很可能会不断调整。笔试的题型暂时只包含单选题和多选题，单选题仍占大部分。下面对多选题、匹配题和填空题进行举例。

（3）多选题举例

例题：项日经理正在带领团队编制项目风险管理计划，以下哪些是可以用的风险应对方法? (选3 项)

A.召回计划 C.遣散计划

E.权变措施 G.预防措施

B.应急计划 D.弹回计划

F. 保险计划 H.纠正措施

答案:B、D、E。

多选题的难度肯定是高于单选题的，不过目前 PMP考试中的多选题都会给出正确选项的数量，所以难度有所降低。

（4）匹配题举例

例题：根据塔克曼阶梯理论，项目团队从组建到解散将会经历多个阶段在不同阶段中，项目经理应该分别采用哪种管理风格?

形成阶段 影响型

震荡阶段 参与型

规范阶段 授权型

表现阶段 指令型

正确答案如下。

（5）填空题举例

例题：项目团队识别出影响项目进度的四项风险，并且对每项风险的概率和影响都进行了分值评估。

风险	概率	影响
A	0.7	0.3
B	0.5	0.5
C	0.6	0.4
D	0.3	0.8

风险值最高的是风险_______________。

答案: B。风险值是概率分和影响分的乘积。

填空题和单选题非常接近，填空题偏向需要进行简单数字计算或简单分析的考点。

目前笔试形式因为受电脑读卡阅卷方式的限制，题型暂时没法做到像机考一样丰富，只有单选和多选两种题型，但题型多样化会是 PMP”考试的发展趋势。

如果你需要熟悉新的考试题型，可以参考本书的姊妹篇《PMP 解题秘籍》，该书包含了新考纲中全部四种题型及最新的考点，可以帮助大家适应 PMP考试的变化。无论哪种题型，其实都是考核考生对项目管理知识的掌握程度和应用能力。

从考核目的来划分，试题包括概念题、情景题和计算题三大类。

（6）概念题

概念题考查的是考生对知识点理解。

例题：一个项目涉及遍布全球各地的团队成员，产生了许多不同意见，项目经理通过成功协助团队协作和解决问题，提高了生产力。项目经理使用的是什么工具或技术?

A.冲突管理

C.整体决策技术

B.沟通模型

D.虚拟团队

答案: A。这道题考核的是对“冲突管理”这个概念的掌握。

（7）情景题

情景愿需要考生根据情境，做出正的选择；这部分考题占比最大，超过80%。

例题：在一次工程设计会议上，项日发起人提出了一个重大范围变更，让项目经理很震惊。此时项目经理首先应该怎么做?

A.将变更记录到经验教训登记册

B.调整项目管理计划和基准

C.寻找应对该项变更的资源

D.实施整体变更控制程序

答案: D。在传统项目管理场景中，无论变更大小，无论变更由谁提出，项目经理都应该坚持实施整体变更控制程序

（8）计算题

计算题考核的是考生的推导和计算能力。

例题：在对该项目活动进行排序时，项目团队定义活动A的持续时间为3 周，是首先开始的活动。活动 B 的持续时间为 2 周，将在活动 A完成后开始。活动 C的持续时间为4 周。活动 D的持续时间为 4 周，将在活动B完成后开始。活动 E的持续时间为 5 周，将在活动 C 完成后开始。活动 F 的持续时间为3周，与活动E存在“开始到开始”( Start-Start，SS) 的依赖关系，并具有3周的滞后时间。该项目最短持续时间是几周?

A.8周 B.9周

C.10 周 D.12 周

Answer: C. According to the description of the question stem, as shown in Figure 1-24, there are three paths in this project: A-BD.CE, CF, among which CF is the longest and is the critical path. The shortest possible duration of the project = the duration of C (4 weeks) + the lag from E to E (3 weeks) + the duration of F (3 weeks), a total of 10 weeks.

From the perspective of the project life cycle, traditional project scenarios (waterfall development) account for about 50% of the total questions, while agile and hybrid scenarios account for the other 50% of the total questions.

(9) PMP exam results

Examination questions are distributed according to the proportion of the three fields of personnel (42%), process (50%) and business environment (8%). The final grades are also counted according to these three fields, and the grades of grades are A, T in order from high to low. , BN means Above Target (higher than target), Target (reaching target), Below Target (below target), Needs Improvement (to be improved). The best result is a 3A, which is above target in all three areas.