In the sixth edition of PMBOK knowledge systems, data analysis technology is an important tool technology set, there is the most common "analysis of alternatives" the probability is very high. In addition it also embarrassed more than 20 analytical methods, then we use this article summarized for everyone.
1, PMP training alternatives Analysis: for assessing implement project charter needs and objectives of the various methods . Comparison of different levels of resource capability or skills, schedule compression technology, different tools and resources to create on the lease or purchase decision. Helps to provide the best solution in the implementation of project activities within the constraints defined range;
2, PMP training cost-benefit analysis: determine the most cost-effective corrective actions when deviations; financial analysis used to estimate the advantages and disadvantages of the alternatives tools;
help project managers to determine whether quality activities planned cost-effectiveness. Determine the best corrective action if the project cost variance
on the quality of cost-benefit analysis of the activities meet the quality requirements, you can: reduce rework, reduce costs, improve stakeholder satisfaction;
3, PMP training Earned Value Analysis EVM: the scope, schedule, cost performance comprehensive analysis; for evaluating the degree of deviation from the original project baseline.
Performance measure (CV SV CPI SPI) for the evaluation program from the initial baseline.
Planned value PV: a certain point in time, the work should have been completed; the sum of the PV of Performance Measurement Baseline PMB; total PV called the budget BAC Earned Value EV: work completed approved budget;
the actual cost AC: implementation of activities to its cost, the completion of the EV is the total cost of the corresponding work occurs. AC is no upper limit for all actual cost
4, PMP Training Root Cause Analysis RCA: is to determine the underlying cause of the deviation, defect or risk. It can be used to identify the root cause of the problem and solve the problem. Eliminate the root cause of all problems can prevent from happening again. Quality control process for identifying causes of defects;
(Planning stakeholders: identify what the root cause of a certain level of support stakeholders in the project, in order to select appropriate strategies to improve their level of participation), in the old version of the PMBOK, a reference to to root cause analysis we will think of fishbone (Ishikawa diagram), 5W law or 5Y
law, in fact, they can not be equated root cause analysis, are carried out a root cause analysis process, a means.
5, trend analysis: the PMP knowledge system based on past results to predict future performance, we can predict the progress of the project delays. Preventive measures make the necessary recommendations. Review project performance with changes over time to determine if performance is is improving or deteriorating
(can be used for the preparation of completion on cost performance estimates EAC, in order to determine the performance is is improving or worsening) Chart: display of program value, earned value, actual cost monitoring and reporting.
Prediction: To be generated, updated and re-released data based on job performance execution of the project. Bottom-up approach is summarized EAC forecasting methods;
Estimate at Completion EAC = AC + ETC; still need to be completed to estimate ETC; completion of deviation VAC = BAC-EAC; BAC complete budget for the entire project cost basis;
5.1, budget priced complete ETC: the AC + = EAC (the EV-the BAC);
5.2, to complete the current CPI the ETC: EAC = the BAC / CPI;
5.3, the SPI and CPI affect ETC: EAC = AC + (BAC -EV) / (CPI * SPI);
6, deviations analysis: the PMP knowledge system for the benchmark and the actual results are compared to determine whether the deviation is within the threshold range or whether it is necessary to take corrective or preventive action
schedule variance: SV = EV-PV; Cost Variance: CV = EV-AC; schedule performance index: SPI = EV / PV; cost performance index: CPI = EV / AC;
completion deviation = complete budget - complete estimate: VAC = BAC-EAC;
7, file analysis: in PMP knowledge system review and evaluate any relevant document information; evaluation of existing project documents and lessons learned from previous projects, to identify related parties and other information;
process analysis: the PMP knowledge system can identify process improvement opportunities, while checking encountered during the process of issues, constraints, and non-value-added activities; quality management process;
8, regression analysis: the PMP body of knowledge in the analysis of the relationship between different variables projects to improve project performance.
Statistics for establishing quantitative relationships between different projects change and project outcomes.
9, reserve analysis: PMP knowledge system for determining the required supervision and project management contingency reserve. Management can only set aside reserves for the entire project, not for the activities.
Emergency reserve: known - and unknown risks related to, for the completion of an unknown amount of work to deal with these unknown amount of rework. With more and more clear project information, can be canceled to reduce the use of emergency reserves. Belong to a part of the cost base.
Management reserves: responding to unforeseen project work. Not included in the baseline, it is part of the total budget.
10, cost of quality: to assess the assumptions: that increased investment to meet the requirements, or does not meet the requirements to bear the cost resulting from;
It is seeking to reduce short-term costs, or commitment to product lifecycle frequent quality problems. Include: Prevention costs / evaluate the cost / failure costs (internal / external
best quality project cost: when additional investments prevention / assessment costs, neither benefit nor cost-effective.
11, if scenarios: based on project risk management process the output of various scenarios to assess, predict their impact on the project objectives.
12, simulation ( Monte Carlo analysis ): the risk of individual projects and other sources of modeling uncertainty, evaluate the potential impact on the project objectives. ;
including: activities assumptions, constraints, risks, issues or scenarios, using probability distributions and other manifestations of uncertainty ., to calculate the number of possible duration of work package
to Monte Carlo schedule risk analysis, use progress FIGS network and duration of the analog input as estimated wait (. cumulative probability distribution - S curve )
13, the iteration burndown: used to track items iterations unfinished work remains to be done over the deviation analysis may burn FIG. use predictive trend line to predict possible deviations at the end of the iteration, the predicted completion of the
14 performance review: the intake Of a benchmark to measure, compare, and analyze schedule performance; for the quality measure actual results, measure, compare and analyze the quality management process defined;
measuring, comparing different resources and actual resource analysis program used.
(Procurement) control agreement on quality, resources, schedule, cost, performance measurement, comparison, analysis, performance review contract.
15, related party analysis: in the PMP knowledge system to determine the project stakeholders of risk appetite; generates related party lists and a variety of information.
Stakes include: interest, right, title, knowledge, contribution;
16, assumptions and constraints analysis:
17, SWOT analysis: strengths, weaknesses, opportunities and threats one by one check. Identify risk areas.
18, the risk of data quality assessment: the PMP knowledge system (risk data is the basis to carry out a qualitative risk analysis), to evaluate the data on the individual project risk is that the accuracy of reliability;
(can conduct surveys to understand the stakeholders of data quality evaluation of all aspects, including data integrity, objectivity, relevance, timeliness of data and thus the quality of the risk comprehensive assessment).
19, the probability of the risk and impact assessment: the use of risk management planning output of the risk management plan, the probability define and influence the probability impact matrix work together.
20, other risk assessment parameters: the PMP knowledge system (urgency, proximity, incubation period, manageability, controllability, monitoring, connectivity, strategic influence, closeness)
Priority = probability * impact * urgency
21, risk classification: classification according to the sources of risk, common root causes; should be specified in the risk management plan project risk classification method used;
22 sensitivity analysis: in the PMP knowledge system which helps to determine the individual project risks or uncertainties materialize the project results have the greatest potential impact. Result of the analysis is usually represented by a tornado FIG. (Figure tornado - Quantitative Risk Analysis)
23, decision tree analysis: the PMP knowledge in selecting the best solution in a number of alternative courses of action in the decision tree. By calculating the expected monetary value of each branch, you can select the optimal path; (expected monetary value)
24 Influence Diagrams: In the PMP knowledge systemGraphic aids decision making under conditions of uncertainty.
25 Technical Performance Analysis: In the PMP body of knowledge in the execution of technical results compared with the results of relevant technical programs; technical performance measurement indicators include: weight, processing time, the number of defects, storage capacity and so on.
26, reserve analysis: the PMP body of knowledge in any point in comparing the remaining contingency reserves and the remaining amount of risk in the project to determine whether the remaining reserves are still reasonable. (Burndown)
27, a make-or-buy analysis: the PMP knowledge system used to determine whether a work or deliverables best done by the project team itself, or should from outsourcing.
(Can be used: payback period, return on investment ROI, internal rate of return IRR, discounted cash flow, net present value NPV, benefit-cost BCA, other)
28, analysis assumptions and constraints:
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