This article is a summary of the wrong questions in the basic knowledge of project management in the first chapter of the PMP exam. It is suitable for learners who want to enhance the participation of scores. This article is my own study notes for your reference.
A project may involve only one person, a group of people, an organizational unit, or multiple units of multiple organizations. But a project is not composed of one person, one organizational unit or multiple organizational units. Projects are temporary work (projects are temporary work) to create unique products, services or results.
PMIEthics requires project managers to abide by project processes and policies and report information promptly and accurately. Note that when project managers find that others fail to comply with relevant policies and procedures, they also need to report to the appropriate management.
When a project fails, it is important to know that management (senior managers) do not manage the project. Their main job is to make decisions, so it has nothing to do with management.
For organizational structure type, we must know that the rights and responsibilities are equal, and the power of the project manager has gone from weak to strong: functional type, weak matrix, equilibrium matrix, strong matrix, project type.
project managementThere is no necessary connection between process changes and project changes. Each process group has its main period of occurrence, but there is overlap between them and there will be varying degrees of interaction throughout the project life cycle. For example, although the planning process group is mainly carried out in the early stages of the project, it also needs to be adjusted continuously throughout the project process; the monitoring process group is an ongoing activity throughout the project cycle. Such interactivity and overlap ensures the flexibility and adaptability of the project, allowing the project to better respond to changes and challenges.
Project portfolio refers to projects, project sets, subproject portfolios and operations that are managed together to achieve strategic goals. Projects that contribute the least to strategic goals can be deleted, or projects that contribute more can be added.
The hierarchy between concepts from high to low: project strategy, project portfolio, project set, project
The main objectives of project portfolio management are: priority order between projects and the priority order of resource allocation formed therefrom.
The solution to this problem is to determine priority when projects compete for resources. However, project priorities do not always depend on ROI (for example, for some projects, ROI calculation is difficult due to intangible benefits.) It is recommended to prioritize projects based on business value.
The project parties are individuals or organizations that actively or passively participate in the project or whose interests may be positive or negatively affected by the completion of the project implementation.
A project set is a set of related and coordinated management of projects, sub-item sets and project set activities in order to obtain benefits that cannot be obtained by separately managing. The projects in the project set must have an inherent connection.
The main function of the planning process group is to clarify goals and routes and identify the best working methods.
Project management is the use of various knowledge, skills, tools and techniques in project activities to meet project requirements.
Project success criteria may include expected financial performance. When a project has the potential to generate financial benefits, financial indicators such as net present value, return on investment, internal rate of return, payback period and return-to-cost ratio can be used.
Ishikawa analysis is a root cause analysis technique for problem analysis.
EV (earned value) and TCPI (performance index) are performance measures for projects that have been executed.
The project initiator is usually responsible for the formulation and maintenance of project commercial documents. The project manager is responsible for providing advice and insights that align the success criteria in project business argumentation, project management plan, project charter and project benefit management plan, and aligned with the goals and goals of the organization.
When there is no intrinsic connection between projects, it is only suitable for management as a project portfolio.
What the project team needs to consider is to ensure that the project can proceed smoothly according to the established goals and plans. Organizational process assets are the knowledge and resources accumulated within the organization to support the decision-making of the project team and improve project success rate.
What the project team considers comes from the needs and goals of the project itself, while the organizational process assets come from the organization's historical experience and best practices.
The project team considers things that focus on the specific implementation details of the project, while the organizational process assets provide the project team with a set of standards and reference frameworks that help them manage the project more effectively.
Things that the project team considers will be constantly adjusted and updated as the project progresses. Although organizational process assets will also be updated over time, they are relatively low in frequency because they reflect the long-term accumulation and improvement of the organization.
Standards are guidelines formulated in a consensus approach and approved by accredited bodies, while regulations are mandatory, government-imposed requirements.
The characteristic of the project is to proceed step by step. It allows the project management team to manage the project to a higher level as the project develops.
PMO is divided into support type (providing support), control type (requiring project compliance through means, and not controlling project), and instruction type (control project)
The business case for any project includes analysis of the situation, the determination of recommended solutions and alternative solutions.
Project phases are combined together, also known as the project life cycle; the determination of the project life cycle is determined by the organization's needs control and is related to the organization's established policies, the choice of the project management team's life cycle, and the general practices of the industry.
Projects and operations are subject to some constraints, including resource constraints, which require planning, execution and control, and both require serving the organization's experience or strategic goals.