Temporary, unique and gradual details
2. What is project management?
3. What is the difference between project management and portfolio management?
A single project is called project management, and multiple projects can be a program or portfolio. Although pmbok discusses the management of a single project, we should also make a basic distinction between the basic concepts of project set and project portfolio.
3. 1, program:
It is a group of interrelated and coordinated projects, subprojects and planned activities.
The project set focuses on the dependencies between projects and finds the best way to manage these dependencies.
For example, English training+CET-4, TOEFL and IELTS. This is a set of articles.
They are all interrelated and depend on English training exams.
3.2. Project portfolio:
It is a project, project set, subproject combination and operation jointly managed to achieve strategic goals.
Projects that are grouped together to achieve strategic goals or facilitate management are not necessarily interdependent or directly related, but can share resources, suppliers, technologies, etc. And pay attention to the priority allocation of resources.
For example, Jay Chou, a singer, should sing and hold concerts, but now he still does something unrelated to his business, such as opening a restaurant, selling antiques and opening a gym. These things are not necessarily directly related, but he is concerned about the priority allocation of resources (Jay Chou's money). Will the money be used to open a restaurant or a gym first? Enjoy the same employer as * * *, Jay Chou.
3.3, the relationship between the plan, project portfolio and project:
A portfolio can contain several programs or projects, and a program can contain several projects.
4. What are the characteristics of the project life cycle?
1) The cost and manpower input are low in the initial stage, the implementation period is the highest, and the project quickly falls back in the later stage;
2) The risk and uncertainty of the project and the influence of stakeholders will be maximized first, and then gradually reduced; At the beginning of the project, the risk is the greatest, because everything is unknown at the beginning. With the progress of the project, risks and uncertainties gradually decrease. Stakeholders have the greatest influence at the beginning. At the beginning, only budding stakeholders can easily change products. With the progress of the project, it is difficult for stakeholders to change it, and the cost of change is high, so the influence of stakeholders is reduced.
3) The change cost is minimum at the beginning of the project and maximum at the end. Because with the progress of the project, the input cost will be more and more, and the price paid for the change will be more and more.
5. What are the five process groups of project management?
Forty-nine project management processes are divided into five process groups, starting, planning, execution, monitoring and ending. PMP learning will focus on ITTO in these 49 processes.
5. 1. Start process group: define new project or new stage;
The purpose of the process group is to ensure the consistency between the expectations of stakeholders and the project objectives, so that stakeholders can understand the scope and objectives of the project, understand their participation in the project and stage, and realize their expectations.
Start the two processes of the process group: determining stakeholders and formulating project charter.
Identifying stakeholders: it is to identify their participation, expectations, influence and impact on the success of the project.
Formulate the project charter: generally written by the project manager and assisted by the project management team. Approved by the sponsor, PMO or senior company leaders (such as the project portfolio governance committee). Once the project charter is approved, the project is officially authorized.
5.2. Planning process group: define the scope of the project and formulate an action plan to achieve the goal;
The purpose of the process group is to formulate the project management plan and project documents to guide the project implementation.
The role of the process group: to determine the strategy, tactics, action plan and route for successfully completing the project or stage.
With the continuous increase and major changes in the collection and mastery of project information or characteristics, the project may need further planning. The gradual refinement of project management plan is called "gradual refinement", which shows that project planning and document preparation are repetitive and orderly activities.
When planning the project, making the project management plan and project documents, the project team should solicit the opinions of all stakeholders and encourage them to participate.
5.3. Implementation process group: complete the work determined in the project management plan and meet the requirements of project specifications;
The process team needs to coordinate personnel and resources according to the project management plan, manage the expectations of stakeholders, and integrate and realize project activities.
The result of implementation may lead to plan update and benchmark reconstruction, and the deviation of implementation may affect the project management plan or project document, so it is necessary to carefully analyze and formulate appropriate management countermeasures. Most of the budget of the project will be spent on the implementation process group.
5.4. Monitoring process group: track, review and adjust the project progress and performance, and initiate necessary changes;
The role of the process group: measure and analyze the project performance regularly, so as to identify the deviation from the project management plan.
Control changes, recommend corrective measures, and formulate preventive measures.
5.5. Close the process group: end the activities of all process groups and formally end the project or stage;
6. How to distinguish between business environment factors and organizational process assets?
Business environment factors are internal and external, and organizational process assets are only internal.
Systems, software, capabilities, and usually business environment factors, procedures and policies are all organizational process assets.
The project manager can't select business environment factors, but can select and cut organizational process assets.
7. What are the organizational characteristics of the three categories?
7. 1, function type:
Suitable for single professional skills and simple project activities in the department;
7.2, matrix type
Suitable for cross-departmental and cross-professional projects to improve the efficiency of resource use;
7.3. Project Type
It is suitable for difficult, high-risk projects that require the team's full commitment, and pm can master the project resources to the maximum extent.
Mainly around the change of pm's authority in various organizational structures, whether pm is full-time or part-time, who is the budget manager, and whether the project management administrative personnel are full-time or part-time.
8. What is the role difference between 8.PM and PMO?
PM-Project Manager Project Manager
Project management office
1) The project manager pays attention to the specific project objectives (single project), and PMO pays attention to the changes in the scope of project collection (multiple projects);
2) The project manager controls the resources allocated to this project, and PMO optimizes the use of organizational resources enjoyed by all projects;
3) Project manager's management constraints (scope, schedule, cost, quality, etc.). ), PMO manages methods, standards, overall risks/opportunities, metrics and dependencies between projects from the perspective of enterprises.
From the three points summarized above, we can feel that PMO is the superior leader of PM.
9. Can the project manager modify the project charter?
Can participate in the formulation and revision, but the project charter must be approved by the sponsor.
10. Tools and techniques for formulating project charter: data collection (brainstorming, focus groups, interviews)
10. 1, brainstorming
A technique used to generate and collect ideas about project requirements and product requirements, also known as "brainstorming". Clap your head and brainstorm, you can get a lot of ideas in a short time, there is no right or wrong, you need a guide to guide. There is no sorting or voting involved.
10.2, focus group
Convene pre-determined stakeholders and subject matter experts to understand their expectations and attitudes towards the products, services or achievements being discussed, and a trained moderator will guide everyone to have an interactive discussion, which is more enthusiastic than one-on-one interviews.
10.3, interview
A method of obtaining information through direct dialogue with stakeholders. Take the way of "question and answer", usually one-to-one, sometimes many-to-many.
1 1. What are the four measures of change request?
1 1. 1, corrective measures
Definition: purposeful activities to make the project performance consistent with the project management plan again.
Usage scenario: the actual performance deviates from the plan and needs to be corrected;
1 1.2, preventive measures
Definition: purposeful activities to ensure that the future performance of project work conforms to the project management plan.
Usage scenario: to prevent deviation between actual performance and plan, which needs to be guarded;
1 1.3, defect remedy
Definition: purposeful activities to correct inconsistent products or product components.
Usage scenario: product parts have quality problems and need to be rectified;
1 1.4, update
Definition: Changes made to formally controlled project documents or plans to reflect modified or added opinions or contents.
Usage scenario: change of controlled document or plan.
If you change your plan, it must be an update.
Top three: the plan remains the same.
12. What is the closing sequence of the project?
Scope of verification, contract closure, financial closure, administrative closure (handover, record collection, audit, summary and filing), appeasement or celebration at dinner, and dissolution. After completion, the satisfaction survey can be completed. Therefore, before dissolving the team, we should learn lessons and celebrate (appease).
13, change processing flow chart?
14. Tools for collecting requirements: data collection (questionnaire survey, benchmark test)
14. 1, questionnaire survey
It is suitable for many stakeholders who want to complete the survey quickly and the survey objects are geographically dispersed.
14.2, benchmark test
Compare the actual or planned products, processes and practices with those of other comparable organizations, so as to identify the best practices, form improvement opinions and provide basis for performance appraisal. Datum objects come from internal or external projects of the organization.
15. Tools for collecting requirements: decision-making (voting, multi-criteria decision analysis)
15. 1, vote
15.2, multi-criteria decision analysis
With the help of decision matrix, a technology is adopted to establish various standards such as risk level, uncertainty and value benefit through systematic analysis, so as to evaluate and rank multiple schemes.
16. Tools for collecting requirements: data representation (affinity diagram, mind map)
16. 1, affinity diagram
A technique used to group a large number of ideas for further review and analysis. (induction)
16.2, mind map
Integrate the ideas obtained from brainstorming into a picture to reflect the differences and differences between ideas and stimulate new ideas. (deduction, diffusion)
17. Tools for collecting requirements: interpersonal relationship and team skills (nominal team skills, observation/dialogue, guidance)
17. 1, nominal group technology
The ideas generated by brainstorming are scattered and irregular. By voting, the most useful ideas in brainstorming are arranged and prioritized, and the team members are not ventilated first (only in name).
17.2, observation/conversation
Use when stakeholders find it difficult or unwilling to explain their needs.
17.3, guided seminar
Cross-functional and cross-departmental meetings of key stakeholders to determine product requirements. It is an important technology to quickly define cross-functional requirements and coordinate stakeholder differences. Examples of practical applications, such as joint application development JAD, quality function deployment QFD, user stories and so on.
18, gold plating, range diffusion/range creep, what's the difference between progressive details?
Gradual details are normal and gradually refined. However, range spread and gold plating are abnormal, and PMI opposes gold plating and range spread.
18. 1, gold plated
It is a project activity that project personnel "gild the lily" in order to please customers. PMI believes that the gold plating project is a failure and opposes gold plating.
18.2, range expansion/range creep
Uncontrolled scope expansion, uncontrolled change, and no change management process. For example, the customer has a good relationship with a team member. He proposed to add a function, and this member directly added it to him. The customer did not formally make a change request and did not go through the process. Team members help him add content privately, which belongs to scope communication. It belongs to a form of gold plating.
18.3, progressive details
It's normal, because the scope of the project can't be clear from the beginning, and it needs to be refined and improved constantly. For example, I'm going to buy a pair of shoes, but I'm not sure about the color, style and price. After I went to the mall, I saw many pairs of shoes, and I gradually got a clear understanding of the color, style and price of the shoes I wanted to buy. This is a gradual decomposition.
19, what is the difference between simulation estimation and parameter estimation?
* * * Similarities are based on historical data.
Different, parameter estimation involves various units, variables, calculation formulas and so on. More accurate than analog estimation.
20. What is the difference between emergency reserve and management reserve?
2 1. What's the difference between catching up quickly and catching up?
22. What is the difference between resource balance and resource smoothing?
23. What are typical and atypical?
24, the difference between quality assurance (management quality), quality audit and quality control?
Quality audit is a tool for quality assurance, and its purpose is to build confidence. When you see defects, you will associate them with quality control, and when you see worries, you will associate them with quality assurance. Or see that there is a problem with the process and system, decisive quality assurance, quality audit and process analysis are all tools for quality assurance, all in order to build confidence. Seeing that there is a problem with the deliverable, there is a problem with the delivery, and decisive quality control is for acceptance.
25. What are the contents of consistent cost and inconsistent cost respectively?
26. What is the difference between causality diagram and Pareto diagram?
27. What's the difference between basic rules and team building?
28. Tackman's team development stage theory.
Because the project is temporary, it has a beginning and an end, and the team is also temporary, with formation and dissolution. Therefore, most teams will also go through these five stages, which are generally carried out in sequence, but sometimes they will reverse or jump.
29. What are the ways to resolve conflicts?
Five conflict management methods, although written on two sides, can actually be used for three parties, four parties and many parties.
30. Power/benefit grid diagram
A: You can't offend them, but you must satisfy them.
B, H, F: High power and high interests are the key management needs of stakeholders;
G, D: Stakeholders with low power, low interests and double low interests only need supervision;
C and E: Low power consumption and high efficiency, and it is necessary to keep abreast of the project.
3 1. Comparison of qualitative and quantitative risk analysis?
3 1. 1, qualitative risk analysis
The process of determining the risk priority by evaluating the probability and impact of a single project risk and other characteristics, thus providing a basis for subsequent analysis or action.
Key words: assigning risk owners one by one, data quality, probability/impact other parameters and risk priority ranking, classification (RBS, WBS, project stage, budget), concentration and risk seminar.
Main functions: Get priority ranking = => There are two categories: low probability and small impact (listed in the low priority watch list) vs high probability and big impact (need further analysis).
Main outputs: risk register, risk report, hypothesis log and problem log.
3 1.2, quantitative risk analysis
The process of quantitative analysis of the comprehensive impact of identified individual project risks and other sources of uncertainty on the overall project objectives.
Key words: the overall risk of the project, the expression of uncertainty (probability distribution, probability branch and correlation), simulation (histogram and the number of times the simulation result has a specific value, Monte Carlo S curve and cumulative probability curve with the simulation result equal to or less than a specific value), sensitivity analysis, decision tree analysis (expected monetary value) and influence diagram (correlation and influence).
Main functions: quantitative exposure, detailed probability analysis results (required emergency reserve, list of risks and sources of uncertainty that have the greatest impact on critical paths, and the biggest drivers of risks), threats or opportunities that have the greatest impact from sensitivity analysis, trends of analysis results, and countermeasures.
Main output: risk report
32. What are the coping strategies for the overall risk of the project?
33. How to distinguish risk mitigation from risk acceptance?
Passive acceptance: wait until the risk occurs, and if it does, the project team will deal with it (emergency measures);
Take the initiative to accept: establish an emergency reserve and arrange time, funds or resources to deal with it.
34. How to distinguish between risks and problems?
35, risk management flow chart?
36. The process of combining risks, problems and changes?
37. What is the usage scenario of each contract type?