1、ESSENCE OF PMBOK completion is measured against the project plan.为交付产品而必须完成的工作， 通过计划来评价 。Product Scope 产品范围 - features and functions that are to be included in a product; completion is measured against the requirements.产品或服务所包含的特征或性能， 通过需求来评价 。Design Scope 范围计划编制 contain the detailed project require
2、ments (used for FP contract)包含详细的项目要求（用于固定价合同）Scope Definition 范围定义 subdividing major project deliverables.细分主要项目可交付成果Decomposing 分解 subdividing project work packages into smaller, more manageable components (activities/action steps). The heuristic (rule of thumb) used in project decomposition is 80
3、 hours. 将项目分解为更小的更易管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原则）为 80 小时Scope Management Plan 范围管理计划 - describes how scope will be managed and how changes will be integrated into project; also includes assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Pla
4、n to make a change)描述项目范围如何被管理及项目范围变更如何被集成到项目中去，也包括对项目范围预测稳定性的评估。（例如，项目管理者应依据范围管理计划去进行变更）Stakeholder Management 干系人管理 the project manager must identify the stakeholders, determine their needs and expectations, then manage and influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管
5、理并影响这些期望以确保项目成功。Configuration Management 配置管理 - a means of monitoring and controlling emerging project scope against the scope baseline; its purpose is to control change throughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to a
6、udit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to them (e.g. would be used by a customer who wishes to expand the project scope after the performance measurement baseline has
7、been established). When more than one individual has sign a Charter, you have to be concerned with competing needs and requirements impacting your efforts on configuration management 一种对基于范围基线所形成项目范围的监控方法；它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一个工作项或系统的物理特性和功能特性并形成文档，控制
8、对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目范围的客户） 当多于一个个体签署协议，你必须关注于与配置管理WBS 工作分解结构 - subdividing project deliverables into smaller, more manageable components. It is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a communication tool
9、 and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added. The 1st level should be the project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provid
10、es a basis for estimating the project and helps to organize the work. Its purpose is to include the total project scope of all the work that must be done to complete the project. Defines the projects scope baseline. 将项目可交付成果分解为更小的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要
11、被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目范围。定义项目的范围基线。The 3 most common types of WBS are system/sub systems, life-cycle phasing and organizational 工作分解结构最常见的三种形式是系统/子系统，生命周期方式，组织的分解结构WBS Dictionary 工作分解结构字典 Defines each item in the WBS, including descript
12、ion of the work packages and other planning info such as schedule dates, cost budgets and staff assignments定义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和人员安排。Scope Statement 范围说明 - a documented description of the objectives, work content, deliverables, and end product; it includes a description of pro
13、ject assumptions and constraints. Provides stakeholders with a common understanding of the scope of the project and is a source of reference for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包括对项目的约束和假设的描述。为干系人提供一个了解项目范围的一般共识及对未来项目决策的基础Statement of Work 工作说明- a narrative description
14、of products or services to be supplied under contract.合同之下的关于产品和服务的叙述性说明。Project Charter 项目章程 - formal document used and approved by senior management that explains purpose of the project including business needs addressed and the resulting product (deliverables and objectives). It describes respons
15、ibilities and authority of the project manager to apply organizational resources to project activities. Clarification to the Project Charter must be addressed to the sponsor(s) who approved the charter. Resources cannot be committed without the Charter. The Charter is an input to ALL the project man
16、agement processes.一个正式批准的项目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整个项目管理过程。Code of Accounts 账目编码- any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的编码系统Project Selection Method 项目选择方法 - Benefit Measurement (comparat
17、ive approach) and Constrained Optimization (mathematical approach).收益测量法（比较方法，经济模型）和约束优化（数学模型）Work Package 工作包- deliverable at the lowest level of WBS. They are control points in the WBS and are used for assignments to work centers. They are used to pass a group of work for further breakdown in the
18、executive organization. 工作分解结构的最低层次的可交付成果。他们控制工作分解结构的要点并用于工作中心的分配。他们用于审查职能机构进一步细分的工作。ESSENCE OF PMBOK shows resource usage (eg staff hours) per time period (eg wk, mth) of a specific job function. 经常作为人员配备管理计划的一部分，用时间段（如周、月）表示人力资源消耗（如人时）情况的详细工作函数Rewards and Recognition Systems 奖励和表扬体系 - to be effect
19、ive, must make the link between performance and reward clear, explicit and achievable.为达到效果，必须在业绩和奖励之间建立清晰并可实施的联系Types of Power 权力类型Legitimate 合法 (Formal)正式Derived from formal position 来自于正式的职位Coercive 惩罚 Predicated on fear 源于对某种后果的惧怕Reward 奖励 Involves positive reinforcement and ability to award som
20、ething of value 包括对有贡献的进行物质奖励Project often needs their own rewards system to affect employee performance. Used correctly, bring the teams goals and objectives in line with each other and with the project.项目经常需要带有奖励机制来影响成员的绩效。正确的行使激励，将使团队的目标和项目的目标取得一致。Expert 专家 Held in esteem because of special knowl
21、edge or skill (requires time)由于专门的知识和技能带来的影响力（源自自身的威望）Referent 潜示 Ability to influence others through charisma, personality, etc.借用一个权力更大的人的职权来增强自己的权力The best forms of power are generally Reward and Expert 最好的权力形式一般是奖励和专家ESSENCE OF PMBOK neither party wins but each gain some satisfaction lose/lose t
22、his is very rarely a good way to resolve technical issues.通过讨价还价寻找一定程度上使双方满意的解决办法，这是一个解决技术问题的好办法。Smoothing 缓和 de-emphasize differences and emphasize commonalities; friendly but avoids solving root causes; delaying(eg. Manager says an issue is valid but doesnt think it will be a big problem later)淡化分
23、歧强调一致性，努力保持友好的氛围是求同存异的解决办法；这种方法暂时有效，缓和不解决根本问题（例如，经理说一个事情是有效的但不认为它随后会成为一个大问题）Withdrawal (Ignoring)撤退（忽略） retreating from actual or potential disagreement; delaying (e.g. “Just document the problem”)从实际的或潜在的争吵中退出，不解决问题（例如，只是记录问题）Forcing 强制 exerting ones viewpoint; a last resort win/lose (e.g. “Call th
24、e customer and demand that you receive the approval today.”强调一方观点，最后的手段（例如，通知客户你今天需要一个正式批准）Collaborating 合作 Involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others (good when project is too important to be compro
25、mised)统一大家的意见，提供一个彼此学习的好机会（项目很重要必须折中时）Sources of Conflict冲突的原因 INITIATION启动PLANNING计划编制EXECUTION Hygiene: Social, Safety, Physiological)赫兹博戈卫生与动机理论（动机：自我实现，尊重；卫生：社会，安全，生理）Process: “How” personal factors influence behavior 作用：个人因素“如何”影响行为1. McGregors Theory X and Theory Y (X: Assumes people lack ambi
26、tion, dislike responsibility, are inherently self-centered and are not very bright; motivate by reward and punishment. Y: Assumes people become lazy w/o recognition, will accept responsibility, can become self-motivated and exercise self-control; motivate by removing obstacles and providing self-dir
27、ected environment.) 麦克雷戈德 X 理论和 Y 理论（X ：人缺乏责任感，自私，需要被人监管，不聪明，受制于奖惩。Y：假设人有创造力，能自我管理，能实现自我激发，能主动扫清障碍，创造以自我为中心的环境 ）2. Ouchis Theory Z/Japanese Theory ( focus on team, company; usually lifetime employment, collective decisionmaking )奥奇 Z 理论和日本理论（关注于团队，公司；一般是终身雇佣，集体决策）Other Motivational Theories:其他动机理论Be
28、haviorism 行为主义 people behavior can be modified through manipulation of rewards and punishments 人们的行为会因为奖惩而改变Expectancy Theory 期望理论 Motivation is explained in terms of expectations that people have about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if they do
29、 perform effectively and (3) the value or degree of satisfaction they anticipate from those rewards 动机被解释为人们所具有的期望（1）通过努力极有可能完成工作（2 ）完成工作后会获得奖励（3 ）奖励带来满足MBO More support to team, not more power (remain to PM)对团队给与更多的支持而非更多的权力ESSENCE OF PMBOK PM makes decision 最大程度的收集信息，项目经理制定决策Consensus 协商式管理Team ma
30、kes decision; open discussion and information gathering by team 团队做决策，开放式讨论并从团队收集信息，主要决策由高层决定Shareholder 参与 Little or no information exchange; team has ultimate authority for final decision；团队有最终决定权Roles of the Project Manager 项目经理角色Functions of the Project Manager 项目经理的职能Integrator 集成者 Planning 计划编
31、制Communicator 沟通者 Organizing 组织Team Leader 团队领导 Leading 领导Decision Maker 决策者 Controlling 控制Climate Creator/Builde 氛围营造者 rDocumentation 文件 Staffing Management Plan 人员配备管理计划 describes when resources will be brought into and taken off the project.描述何时及如何把人力资源投入或撤出项目团队 Employee Record Update 员工记录更新 as p
32、art of closure, the project manager should update employees record with the new skills acquired.作为收尾的一部分，项目团队需要更新员工对新的技能掌握程度的纪录 Resource calendar 资源日历 identifies period when work is allowed.确定资源可用时间段ESSENCE OF PMBOK rewards good work; encourages subordinates to realize their full potential 培养团队精神；奖励
33、出色的工作；鼓励下属了解他们所有的潜能Secretive 不公开的 Not open or outgoing in speech, activity, or purpose 不公开介绍，活动，意图Management Skills 管理技能Leading 领导 Establishing direction, aligning people, and motivating and inspiring 确定方向，协调思想，激励与鼓舞Communicating 沟通 The exchange of information in a variety of dimensions 在不同层面进行信息交流N
34、egotiating 谈判 Conferring with others in order to come to terms or reach an agreement 与他人协商达成某种协议Problem Solving 问题解决 A combination of problem definition and decision making 问题的定义与决策制定的结合Influencing the Organization 对组织施加影响The ability to get things done based on an understanding or the formal and inf
35、ormal structures of the organization 基于对所有组织的正式或非正式结构的明确理解的“把事情办妥”的能力Documentation 项目文件the prevailing measurement of what information to accumulate and communicate on a project is that it contributes to its success.一个项目中知识的积累和传递的最有效测量方法是看它是否对项目的成功有利 Progress Report 进度报告 - summarize project status. P
36、referred report to quickly review where a projectnow stands.总结项目状态。审查项目现状的首选报告方式 Trend Report 趋势分析报告 show performance over time (shows if it is improving or deteriorating)检查项目 结果（以确定绩效是提高了还是降低了） Variance Report 偏差分析报告 compare project results, looks at specific project items or tasks 比较项目结果，关注特殊的项目条款
37、或任务 Forecasting Report 预测报告 only looks into the future 对未来项目状况和进展作出预测 Status Report 状态报告 relating a moment in time (static)描述当前状况 Project Plan 项目计划 Staffing Management Plan 人员配置管理计划 Communications Management Plan 沟通管理计划 - should cover all phases of the project 应该包括项目的所有阶段 Performance reports 绩效报告 pr
38、ovide info on schedule performance, thereby alerting the team to problems that may arise in the future.提供进度绩效信息，提醒团队那些可能在未来引起问题的事项Reports are a method to distribute information, not just to rep 哦 ort on progress 报告是发布信息的一个方法，而不仅仅是报告进展情况ESSENCE OF PMBOK take the square root of the sum). Best method w
39、hen you have no historical data for a similar task. Results is the 50% point (mean). 均值= (O + 4M + P)/6 ，标准差= (P - O)/6，方差=标准差 2（累加标准差：转换成活动方差再累加；取和的平方根）类似任务中没有原始数据时的最好估算方法。结果是中值（平均数）Monte Carlo Analysis 蒙特卡洛分析 - computer simulation of project outcomes using PERT estimates; result represented in S c
40、urve. Provides the ability to compute the probability of completing a project on a specific day. Can also be used to assess feasibility of schedule under adverse conditions (eg when a schedule constraint is identified)使用 PERT 估算的计算机模拟项目输出方式；结果描述成 S 曲线。提供在某一天项目能够完成的概率。同样可以被用于估计相反概率的可能性（当时间进度一定时）Heuri
41、stics 启发式 - rules of thumb 拇指原则Critical Path 关键路径 longest path (almost always have no float)最长路经（通常没有时差时间）Variance 偏差 - Plan minus Actual 计划与实际的差距Float / Slack 时差/松弛时间 Time an activity may be delayed from its early start without delaying the project finish date. Difference between the required end d
42、ate and the expected project completion date. A negative slack on the critical path means that the project is behind schedule.在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的时间量。项目要求结束时间和项目预期结束时间之间有差别。在关键路径上存在一个负时差说明项目落后于进度计划。Free Float 自由浮动时间 Amount of time a task can be delayed without delaying the early start of
43、 its successor 自由浮动时间是在不延误任何紧后活动的最早开始时间的情况下，活动可以推迟的时间量。Total Float 总时差 amount of time that an activity may be delayed from early start without delaying the project finish date 在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的总时间量Lag 滞后 waiting time between two tasks (negative lead)两个任务之间的等待时间（负超前）Schedule Baseline 进
44、度基线- the original, approved project schedule; should never be changed without proper review and approval. Any approved change should be documented in writing. Should be created at the beginning of the project and used during the project to gauge (measure) overall project performance, not just schedu
45、le. The project Performance Measurement Baseline should generally change only in response to a scope or deliverable change.原始的，被核准的项目进程；未经恰当的评估和正式批准永远不能改变。被核准的变化必须以文档纪录。在项目启动时制定，贯穿于整个项目进程以评估项目执行，而不仅仅是在计划阶段完成。项目绩效测量基线仅在范围变更时候或可交付成果发生变化时变更。Corrective action 纠正措施 - in project time management primarily
46、concerns expediting to ensure that activities remain on schedule. Is anything done to bring expected future schedule performance in line with the project plan.项目时间管理主要关注确保进度表中的活动按时完成。使预期的未来项目绩效与计划保持一致所做的任何事情。Revisions 修订 are changes to the scheduled start and finish dates in the approved project sch
47、edule; generally revised only in response to scope changes. Rebaselining may be needed to provide realistic data to measure performance.对已批准的项目进度计划的开始和结束时间的修改；只反映相应的项目范围变化时才进行修订。重新确定基准计划能提供测量进度绩效的真实数据。Scheduling and allocating resources to multiple projects may affect schedule slippage and in-proces
48、s inventory.多项目管理的进度计划和资源分配可能会影响进度滑动和存货清单。The most important element necessary for project control is clear requirements.项目控制中最重要的因素就是清晰的需求。Duration Compression Methods 历时压缩方法 occurs after activity duration estimating and before finalizing the schedule. Include crashing, fast track, 在活动历时评估之后，进度最终敲定
49、之前发生。包括赶工和快速跟进。Crashing 赶工 when you are worried about time, not so much about costs.通过加大成本缩短历时。Fast Track 快速跟进 resources in parallel, involve increase rework. Fast track tasks should on the critical path (float = 0) in order to save time.串行改并行，会带来返工。快速跟进一般在关键路径上进行以节省时间。Resource Leveling 资源平衡 often results in a project duration that is longer than the preliminary schedule. Resource reallocation from non-critical to critical path activities is a common way to bring the schedule back, or as close as
