PMP study notes

Individuals and interactions are higher than processes and tools (more focused on communication between people, any process and tool serves people)

Working software is more important than detailed documentation (software attracts more attention than the various documents that need to be submitted during work)

Customer cooperation is higher than contract negotiation (cooperation refers to a win-win situation, and if I win the negotiation, then the other party will lose)

Responding to changes rather than following a plan (Agility requires responding to changes rather than accepting changes without limit)

1.4 Agile principles

Our most important goal is to satisfy our customers through consistent and early delivery of valuable software . (important)
Be willing to face changes in requirements, even in the late stages of development, and use agile processes to control changes for the customer's competitive advantage. (important)
Deliver working software frequently, a few weeks or a month or two apart, favoring shorter cycles.
Business people and developers must collaborate with each other, every day of the project.
Stimulate the fighting spirit of individuals, build projects with them as the core, provide the necessary environment and support, supplemented by trust, so as to achieve the goal. (important)
Regardless of whether inside or outside the team, the best and most efficient way to convey information is face-to-face conversation.
Working software is the primary measure of progress. (important)
The agile process advocates sustainable development, and the responsible persons, developers and users must be able to work together to maintain a stable and continuous pace.
Agility is enhanced by a relentless pursuit of technical excellence and good design.
Based on simplicity, it is the art of minimizing unnecessary workload.
The best architecture, requirements and designs come from self-organizing teams . (No leader, not necessarily together with each other, spontaneous) (Important)
The team regularly reflects on how they can improve their performance and adjusts their behavior accordingly. (Review behavior, earlier, shorter project review) (Important)

2.Scrum system

2.1 Scrum system----3 roles

5 values (courage, openness, focus, commitment, respect)

three characters

Product Owner - product owner

Customer Representative
Define all product features
Decide what product releases will be and when
Responsible for product input and output
Prioritize features that need development based on market changes
Reasonably adjust product functions and iteration sequence
Agree or reject the iteration’s delivery
Make sure the development team knows the product backlog

Scrum Master and Project Manager (PM) (Important)

SM and PM are relatively unified in the early stages of the project (setting rules, managing expectations, managing stakeholders, developing communication strategies, managing commitments, etc.)
When the project is executed, SM and PM will divide it (not make decisions)
Encourage free speech
pledge ceremony
If the team has problems, they should be resolved through internal discussion first.
Protect the team as a whole

Dev Team - development team

Free choice
full function
Cross-teams themselves do not resolve
Decision making is within the team
same level

2.2 Scrum system----3 types of artifacts

Product Backlog (Product Backlog)

Product Backlog - Sorted requirements pool
List of product requirements
Including business requirements, technical requirements, NFR, etc.
Ideally, every job to be completed adds value to the customer
PO prioritizes the list
Before each iteration, the prioritization needs to be revised again
Items in the backlog are presented as user stories

Iteration Backlog (iteration to-do list)

Iteration backlog Sprint Backlog -- list of requirements completed by iteration
A subset of the Product Backlog that only records the work of the current iteration
Split user stories into tasks, and team members take the initiative to receive tasks
Team members have a common iteration goal and work hard to deliver workable results.
Team members can add, delete, or change tasks in the iteration
The tasks in the iteration list are estimated, and the estimate of the remaining work needs to be updated daily

Product Increment

Product Increment Product Increment -- deliverables
The team completes the deliverables within the iteration and integrates them into the results of previous iterations to form incremental delivery.
Each user story delivered must meet the acceptance criteria
The incremental results of each delivery must be in a usable state, regardless of whether the PO decides to release the user story (delivery and launch)

2.3 Scrum system----5 types of activities (Part 1)

2.4 Scrum system----5 types of activities (Part 2)

3. Lean and kanban system

kanban (signboard)

extreme programming

Key practices: continuous integration, TDD, pair programming, collective code ownership, small releases

4. Agile team management

Agile change

team building

team leader

servant leadership

Help Team > Command Team, Remove Obstacles > Create Obstacles, Protect Team > Disrupt Team

Agile creates self-organizing teams, so management is based on teams, not tasks.

The team should be together

Introduction to Agile Practice Guide

1. Introduction to Agile Practice Guide Table of Contents

Reading table of contents

2. Project life cycle

2.1 Why are there different life cycles?

For different projects, due to the uniqueness of each project, in order to make each project more successful and smoother, we have developed different life cycles.

As project uncertainty increases, so does the risk of rework and the need to use different approaches. To mitigate the impact of these risks, the team chooses a life cycle that can resolve the project's substantial uncertainty with fewer increments of work. question

2.2 What are the differences between the four lifecycle/development methods?

feature

The core concept of agile- customer value

2.3 How to choose the appropriate life cycle?

2.4 Are there any plans for the agile life cycle?

The difference in the life cycle is not whether the plan is completed, but how much of the plan is completed and when

No matter which project life cycle is adopted, the project needs planning, and planning always runs through it.

The key thing to remember is that every life cycle has a planning element

3. Overview of Agile---What is Agile?

3.1 What is Agile?

As shown, the model inspired by Ahmed Sidky articulates agile as a mindset defined by the values of the Agile Manifesto and guided by the principles of the Agile Manifesto. guidance and implementation through various practices

3.2 The four values of the Agile Manifesto

3.3 The 12 principles of the Agile Manifesto

2.4 About agile practices/methods

What are agile methods?

“Agile Methods” is an umbrella term that encompasses a variety of frameworks and methodologies

Figure 2-4 contextualizes agile as an umbrella term that refers to any method , technology, framework, means, or practice that is consistent with the values and principles of the Agile Manifesto

Figure 2-4 also considers Agile methods and Kanban methods as subsets of Lean methods. The reason for this is that they are both specific examples of Lean thinking and reflect concepts such as: "focus on value", " small batches " and " eliminating waste "

4. Implement Agile-Create an Agile Environment (Part 1)

4.1 How to assess an organization’s readiness for agile change?

Certain organizational characteristics may more readily support agile principles such as cross-department collaboration , continuous learning , and internal process evolution .

Examples of these change-friendly characteristics include:

4.2 What is the impact of organizational structure on agile environments?

An organization's structure can significantly impact its ability to pivot to new information or shift market demands. Key characteristics are listed below:

4.3 How to achieve a win-win situation with suppliers in an agile environment?

5. Implement Agile-Create an Agile Environment (Part 2)

5.1 Characteristics and criticisms of agile PMO?

Features:

Accusation:

5.2 The role of the project manager in an agile environment - Servant leadership

5.3 Criticisms of Servant Leadership

Consider These Servant Leader Responsibilities

Educate stakeholders on why and how to be agile
Provide support to the team through guidance, encouragement and assistance
Assist teams through technical project management activities such as quantitative risk analysis
Celebrate the team's successes , provide support and bridge the team's work with external teams

5.4 What are the characteristics of successful agile teams?

5.5 What are the common roles on agile teams?

5.6 What are the characteristics of an agile team charter?

Some suggestions for team members to develop a charter that can serve as the basis of the team’s social contract:

Servant leaders can decide with the team to address other behaviors

The goal of a team charter is to create an agile environment in which team members can work to the best of their abilities as a team

6. Agile practice-delivering in an agile environment (Part 1)

6.1 Single-team agile practice-SCRUM framework

6.2 Single-team agile practice: “3355” in Scrum

A comprehensive perspective of the Scrum framework

SCRUM 3 roles

Scrum Master (Team Facilitator [Project Manager])

Product Owner

Dev Team (cross-functional team)

SCRUM 3 types of workpieces

SPRINT - 5 events/meetings

5 values (three pillars of SCRUM)

7. Agile practice-delivering in an agile environment (Part 2)

7.1 What are the commonly used measurement tools for agile teams based on iteration?

burn down chart

Ignition chart

speed:

The sum of the size of story points that actually completed the feature in this iteration;
Allows teams to more accurately plan next-stage capabilities by observing historical performance

Single team agile practice: Kanban method

Three core principles: visualization, limiting work in progress, and managing flow

The introduction of Kanban does not require any changes to the process , it only makes the flow rules visible, making everyone's division of labor transparent, and does not bring new burdens to the team;

Through the visualization of the Kanban board, the team's decision-making can be visualized . When we pay attention to the "taste" of the feedback from the Kanban board, it is easy for members to understand the team's decision-making and the problems to be solved;

Finally, Kanban activities do not require adding additional roles , existing team members are enough to complete them;

In the Kanban approach, completing work is more important than starting new work , and no value can be gained from unfinished work, so teams will collaborate to implement and adhere to work-in-progress (WIP) limits so that every job in the entire system can " Finish".

7.2 What are the commonly used measurement indicators for process-based agile teams?

7.3 Other common single-team agile practices

7.4 Multi-team agile practice SCRUM OF SCRUMS

Scrum of Scrums (SoS), also known as "mete Scrum", is a technique used by two or more Scrum Teams instead of one large Scrum Team, with the other team containing three to nine members coordinating their work. Representatives from each team meet regularly with representatives from other teams, perhaps daily, but usually two or three times a week.

The daily scrum is conducted in a manner similar to Scrum's daily stand-up, where the representative will report on the work completed, what is set for next steps, any current obstacles, and potential future obstacles that may hinder other teams. The goal is to ensure that the team is working in a coordinated manner. and remove roadblocks to optimize efficiency across all teams

7.5 Other common multi-team agile practices

day01

Introduction

1. Development trends of project management

1.1 External transformation: 10 key events in the history of project management

Kanban board or chart, burndown chart, ignition chart, etc.---->Information emission source (automation, transparency, same source, self-reporting)

Gantt chart

Also known as: bar chart, bar chart (histogram)

Inventor: Henry Gantt--the founder of project management and the promoter of Taylor's scientific management

Function: For the purpose of job sorting, link activities with time (intuitive)

1942 Manhattan Project

The U.S. man-made atomic bomb plan is a very large project and a collection of projects.

Project Portfolio : The project portfolio has no dependencies on each other's several modules. They are just for the organization to achieve the organization's investment, or to achieve the organization's value, and to achieve the company's performance goals for this year (there are many projects that can be carried out individually, and That is to say, one company can do multiple projects)

Program : Programs have interests and associations with each other. If the modules are separated, they cannot be delivered separately. There are dependencies between them.

1958 Polaris missile program

- US Navy, missile nuclear submarine, two years (550% efficiency), 3000+ outsourcers

- PERT(Program Evaluation Review Technique)

Time management methods (manage complex task project progress)
Estimate the probability that the project will be completed within a certain period of time (predictive)
most pessimistic, most optimistic, most likely
The starting point of modern project management

PERT: three-point estimate

Expected time: (most pessimistic + most optimistic + 4 is most appropriate)/6

Standard deviation: (most pessimistic - most optimistic)/6

Why does PERT have three states? The most optimistic, the most pessimistic, and the most appropriate, because it is to deal with the risk of one thing, so it is actually reserving a certain amount of reserve for this risk. Remember this technology when you see it It's good to have some risk

1961 Apollo moon landing

4 major milestones (iterations) 25.5 billion US dollars, 400,000 people, 6 moon landings

A very large project will take 3 years. What problems will it bring to the project?

Big projects need to be broken up

1984 Yunnan Lubuge Hydropower Station

1.2 Essential Change: The Basic Logic Evolution of Project Management

2. Project management framework in the organization

2.1 Organizational state transition through projects

Describes the basic elements required to transition from project management to understanding the field of project management

2.2 Project management is a tool for executing strategy

Alibaba:

Vision (the dream of the company)

Strategy: Strategy is developed through battles and is dynamically adjusted as market trends change.

Portfolio management: Doing projects is an investment behavior, make sure you do the right thing

2.3 Five objectives in project portfolio management

Portfolio management is the grouping of projects, programs, subprojects and operations managed to achieve strategic objectives

2.4 Boston matrix (BCG matrix)

2.5 Program Management

Components are related and managed in a coordinated manner, and dependencies are controlled to obtain benefits that cannot be obtained through separate management.
Programs are not large projects (large-scale “mega projects”)
Large projects: $1 billion, millions of people, several years

2.6 Maximize the value of program sets & project portfolios

Maximize value from project portfolio

2.7 Operation management

position

- Beyond the scope of this guide for project management

focus point

- Standardization

- Persistent

- Repeatability

2.8 The perspective of project management in organizations

3. Basic elements of project management

3.1 Project

Definition: A temporary piece of work performed to create a unique product, service or result.
Features:

-Unique products , services or results

-Temporary work (referring to work with a start and end date)

- Progressive details

Project driven change

3.2 Life cycle

3.3 Two different life cycle models: predictive & adaptive

Example: Predictive (Waterfall)

3.4 Scrum framework from a comprehensive perspective

3.5 Choose an appropriate project life cycle based on the actual situation of the company

3.6 Project Phases

A collection of logically related project activities
End with completion of deliverables
Factors affecting the establishment of stages: management needs, project nature, uniqueness of technology, project composition requirements

3.7 Stage Gate

what: also known as stage review, stages, key decision points, stage entrance or stage exit

why: make a decision based on comparison results

Enter the next stage
After rectification, enter the next stage
End project
stay at current stage
Repeat a stage or an element

3.10 ISO eight principles of quality management

take customer as priority
Leadership role (leaders must play their own leadership role)
Everyone participates
process approach
systems approach to management
Continuous Improvement (Agile)
Fact-based decision-making methods (data->views/difficulties->modeling->decision-making)
Mutually beneficial supplier relationship

3.11 Five Principles of Lean

3.12 Ten principles of LeSS

4 values of project management

12 Principles of Project Management

housekeeping spirit
team
Stakeholders
value
systems thinking
leadership
Crop
quality
Complexity
risk
Adaptability and resilience
change

Eight performance domains of project management

measure

Measurement is not for assessment, measurement is for improvement

4. Learning suggestions for project management

4.1 PMP learning gains

4.2 Only by understanding it can you master it

4.3 15 matrix (15 self-esteem map)

4.4 Transition from version 6 to version 7

4.5 Why change? Reasons for the revolutionary changes in the seventh edition

requirements of the times

- The environment in which the project is located has changed (VUCA)

- New standards need to be applicable to a wider range of project types such as Agile

No destruction, no establishment

- It is difficult to make new breakthroughs in the original framework of "PMBOK Guide"

- It is difficult to further improve the original ITTO

4.6 Terminology for changes from the 6th to 7th edition

4.7 The project value circle is the key to understanding the ideas of version 7

4.8 Learning methods

4.9 Professional learning methods

5. Introduction and summary

6. Wrong question set

day02

agile

1. Agile Manifesto

Individuals and interactions:

why: If you want to obtain the user’s real needs, real progress, and customer’s business logic (scenario), they are collectively called user stories (time, place, people, events)

what: the real business logic of interactive customers, their scenarios, and accurately telling user stories

who: Stakeholders, more about the interaction between the development team and customers

where (interaction at): war room

how (how to interact?): stand-up meetings, daily communication, information transmission sources, etc.

Working software:

Give me something that works better than detailed documentation

why (why working software?): Because I can deliver it earlier

what (how to do it?): We can iterate through mvp (iteration)

Customer cooperation:

Customer cooperation means individuality and interaction, which means continuous communication and cooperation with customers.

Respond to changes:

why: Because the external environment has changed, otherwise things that have been made unchanged have no value anymore. Demands are changing, and the environment is changing.

how (how to respond to changes): iterative delivery, fast, short cycle delivery

who: team

when (what time point to respond to changes): fixed time point

2. 12 principles of agile

3. Agile core essence

Focus on value , respond quickly and continuously improve

Continuous improvement is true agility

4. Scrum framework from a comprehensive perspective

5.3 characters

Product Owner (PO)

Scrum Master(coach)

development team

Defining DoD means completing the definition, defining the team charter, and the development team defines it themselves.

The development team is responsible for delivering and sequencing tasks

6.5 meetings

Requirements sorting meeting

The requirements sorting meeting is actually the first half of the planning meeting. In order to keep the planning meeting within two hours, we take some time in advance to sort out the user stories.

planning meeting

stand-up meeting

The purpose of holding a standing meeting is to synchronize progress, expose risks, and provide feedback on obstacles (without discussion)

Jury

The review meeting is to confirm the scope

Review meeting

7. Three artifacts

Wrong question set

day03

process

1 Overview

Management activities are composed of processes
process

- Interrelated or interacting activities that transform inputs into outputs

- The inputs to one process are usually the outputs of other processes

- Process improvement usually uses the PDCA cycle model

2. Project Management Process

3. Project Management Process Group

Initiate: Define a new project or a new phase of an existing project and authorize the start of the project or phase
Planning: Clarify the project scope, optimize goals, and formulate action plans to achieve goals
Execute: Complete the work identified in the project management plan to meet project requirements
Monitoring: Track, review and adjust project progress and performance, identify necessary plan changes and initiate corresponding changes
Closing: The formal completion or conclusion of a project, phase or contract

4. The five major process groups of project management overlap with each other during the entire project

5. Crop objects

life cycle
development method
49 processes
Process inputs, tools and techniques, outputs

2. Start the project

2.1 Starting the project: 3 tasks

T1: Develop project governance structure
T2: Execute projects that require urgent delivery of business value
T3: Determine project methodology/methods and practices

2.2 T1: Develop project governance structure

Value: Reduce management uncertainty and improve operational efficiency
Content: The rules, systems, etc. that the organization requires projects to comply with, such as: reporting levels, decision-making mechanisms
Principles: Stability, Moderation, Optimization
Organization: PMO (a management structure that standardizes the project governance process)

2.3 Corporate governance and project governance structure

2.4 T2 executes projects that require urgent delivery of business value

business case

- Determine boundaries

- Is it worth investing?

Benefit Management Plan

- Control projects in stages

MVP(Minimum Viable Product)

- Minimum Viable Product

- Guinea pigs to test hypotheses

- Get market feedback

2.5 Determine project methodology/approach and practices

Assessment items: products, services or results, projects, organizations
Choose a development approach: Predictive/Iterative/Incremental/Adaptive/Hybrid

2.6 Hybrid

Purpose: filtering strategy, low cost, progressive
model

- Sequence (early stage - agile, late stage - prediction)

- at the same time

Agile: iterations, stand-ups, retrospectives
Forecasting: preliminary assessment, work allocation

- Focus on prediction, supplemented by agility

- Focus on agility, supplemented by prediction

3. Advance projects

day04

T11 Plan and manage budgets and resources (management of resources, such as money or people)

Cost classification
Estimate activity resources
Resource optimization
Budget and resource management in agile scenarios

Cost classification

Estimate activity resources

expert judgment
analogy estimation

- Similarity (essence), industry data or historical data, fast, time-saving, rough, top-down

parameter estimation

- Historical data, project parameters, statistical relationships, maturity of parameter models, and data reliability

three point estimate

- Risk, more accurate than a single point

top-down estimation

Resource optimization

resource balancing

- Balance between resource demand and supply, adjust start and finish dates according to resource constraints (critical path changes)

resource smoothing

- Adjust activities in the schedule model so that resource requirements do not exceed predetermined limits (without changing the project critical path)

T12 Planning and managing quality

concept

- Quality and grade
- Quality Master’s Perspective
- Quality cost

method

- checklist
- Hierarchical approach
- Cause and effect diagram
- Histogram
- Pareto chart (Pareto chart, Plato)
- Scatter plot (scatter plot)
- Control Charts
- Affinity diagram

Quality and grade: Hermès will not perish, what will perish is gutter oil

Hermès grade is high, but the quality of gutter oil is not up to standard

A quality guru’s perspective: Quality management is not a profound knowledge

Cause and effect diagrams are not used to find problems, but to find causes.

Development Trends of Quality Management

Customer satisfaction : "Meets requirements", "Suitable for use"
Continuous improvement : "Plan-Do-Check-Act (PDCA)", Total Quality Management (TQM), Six Sigma (DMAIC)
Management Responsibility : 85%
Mutually beneficial relationships with suppliers : Mutual benefits enhance the ability of the organization and the supplier to create value for each other

Customer satisfaction is an important parameter for measuring quality

Cost of quality: Increased focus on cost of consistency

T13 Management Communication: Information

communication model

- Basic model: sender/encoder/receiver

- Johari Window: Open/Blind/Secret/Unknown

communication method

- Interactive: real-time/multi-directional/rule-limited (conferences, phone calls, instant messaging)

- Push: Send/Push/No guarantee of acceptance (letters, memos, emails)

- Pull type: self-access/suitable for a large audience/unable to guarantee audience acceptance (knowledge base, downloads, library)

communication scene

- up

- same level

- down

Resources (insiders)/stakeholders (outsiders)

Insider: the team, or people within the team Outsider: senior management, or people above the senior management

communication (information)

Written Communication: The 5Cs

Correct grammar and spelling correct grammar and spelling
Concise expression and elimination of excess words. Concise presentation and no redundant words
Clear purpose and expression directed to the needs of the reader Clear purpose and expression directed to the needs of the reader
Coherent logical flow ideas coherent thinking logic
Controlling flow of words and ideas. Controlled flow of words and ideas.

Communication in Agile

Face to face communication

high bandwidth communication
Understand information quickly
Timely feedback

Information emission source
Burndown Chart & Burn Up Chart

Information emission source: visual management, self-reporting

Johari Window Johari Window

The purpose of project management is to solve problems

Projects are problems to be solved
Project management is about problem solving

The project management knowledge system guide is changing to better solve problems

T14 Managing Project Problems: Discovering Real Problems

The key to how much value ChatGPT can generate for you lies in the ability to ask questions

Mission brief: clear tasks, result-oriented
Task description: background information, detailed requirements
Character Scene: Character Audience

Treat GPT as a subordinate to ask questions

T15 Assess and manage risk

Identify risks

Typing Analysis: Risk Probability Impact Assessment

The probability is multiplied by the impact and the maximum result is the one with the highest risk.

All identified risks are evaluated, and those with low probability and impact are not ranked and placed on the to-be-watched list.

Stereotype analysis: ranking risks through probability and impact matrices

Decision tree analysis process

Plan for response: Threat response & Opportunity response

T16 Plan and manage procurement

Planning Procurement: Make Outsourcing Analysis/Contract Types/Procurement Documents
Implement procurement: independent estimates/bidder meetings/procurement negotiations
Control Procurement: Claim Management/Procurement Audit/Closed Procurement

type of contract

Lump sum contract: when the scope of work is clear

Fixed price contract : fixed and cannot be changed

Total price plus economic price adjustment contract: apportionment, setting ceiling

Total price plus economic price adjustment contract: long cycle

Cost Reimbursement Contract: Scope of work cannot be defined

Cost plus fixed fee contract: actual reimbursement

Cost plus incentive fee contract: (Compare total price plus incentive fee contract) No ceiling

Cost-plus-incentive fee contracts: Subjective performance criteria

Work and materials contract: The unit price is determined, the total quantity is uncertain, and the maximum price may be limited (framework contract)

Implement procurement

independent cost estimate

- Compare with the benchmark to find defects or ambiguities or misunderstandings by the seller

bidders meeting

-Contractor meetings , supplier meetings

- Ensure that all potential bidders have a clear and consistent understanding of the procurement requirements

-Fair and open

Procurement negotiation

- Before signing the contract

- Clarify contract structure, requirements and terms

Control purchasing

Claims management

- Negotiation is the preferred method of resolving all claims and disputes

- If the parties to the contract are unable to resolve the claim by themselves, they shall use alternative dispute resolution (ADR) according to the procedures stipulated in the contract.

Procurement audit

- Process structured review

- Process effectiveness, compliance

End purchase

- Payment closing -> Procurement closing -> Administrative closing

T17 Involve stakeholders: Involve early

Wrong question set

Process (1)

Process (2)

Process (3)

personnel

1. Personnel Overview

Belbin model

Definition of Project Management: 8 How to Analyze the Responsibilities of Project Managers

Initiator: why
Project Manager: what, when, where, how, how much
functional manager: who
Operations Manager: how feel

PM@project

Lead the team to achieve goals and expectations
Balance constraints with available resources
Communication and coordination (sponsor, team members and other relevant parties), guidance and demonstration of project willingness
Balance conflicting and competing goals to reach consensus

2. Build a team

3. Build a team

4. Management Team

PMP Tutorial Course

Chapter 1: Introduction

1. Introduction

1.1 What is a project

Features of the project:

unique

Achieving project objectives may result in one or more of the following unique products, results, services or combinations

Temporary

The "temporary" nature of a project means that the project has a clear starting point and end point

Project driven change

From a business perspective, projects are designed to move an organization from one state to another to achieve a specific goal

progressive detailing

As the project progresses, its components are gradually refined

Project creates value

The results of the project can bring tangible or intangible benefits to relevant parties

Meet organizational needs

Projects provide organizations with solutions to successfully respond to required changes

Noun parsing --- project

A project is temporary work undertaken to create a unique product , service or outcome

1.2 Importance of project management

Noun analysis---project management

Project management is the use of various related skills , methods and tools to carry out various planning , organization , leadership , control and other activities in order to meet or exceed the requirements and expectations of the project stakeholders for the project.

1.3 Project, program, project portfolio and operations management

Program: A group of interrelated projects, subprograms, and program activities that are coordinated and managed to obtain benefits that cannot be obtained by managing them separately.

Portfolio: A collection of projects, programs, subprojects, and operations that are managed together to achieve strategic goals

The relationship between projects, programs, portfolios, and operations management

Operations Management: focuses on the management of processes that transform various inputs (such as materials, parts, energy, and effort) into outputs (such as products, goods, and/or services)

1.4 Components of the Guide

Predictive life cycle

Stages are clear, executed sequentially, and interlocking

incremental life cycle

Build it piece by piece , a little bit at a time

Iterative life cycle

Repeatedly seeking refinement, from blur to clarity

Agile life cycle

Frequent delivery to realize user value

In different organizations, industries or job types, stage gates may be called stage reviews , stage gates, critical decision points and stage entrances or stage exits

1.5 Project Management Business Documents

The project’s business documents are an important basis for promoting project approval.

The business document of the project contains two parts: business case and benefit management plan.

Chapter 2: Project operating environment

2. Project operating environment

2.1 Overview

2.2 Business environment factors

Vision

Vision, or translated as vision, foresight, is a management concept that emerged in the 1990s. It is customized by members within the organization through discussion and obtains unanimous consensus from the organization to form a future direction that everyone is willing to go all out .