PMP培训要点笔记(附 PMI-isms)

为每个迭加过程选择概率分布函数。

7、 风险应对规划：制定方案及措施来增强机会，减少威胁，并定义风险应对责任。

? ? ? ? ?

主要策略和备用策略（backup strategies, fallback plan，弹回计划）是在备选主策略无效或接受的风险发生时实施。

消极风险：回避、转移、减轻；积极风险：开拓、分享、提高 威胁和机会的应对：被动接受及主动接受（如制定应急储备） 应急应对策略：应急计划contingency plan 和风险触发器 risk triggers

风险登记册更新：残余风险 residual risk采取应对措施之后仍存在的风险和 二次风险：由于实施某风险应对措施而直接产生的风险。

8、 风险监控：1 识别分析规划新生风险 2 追踪已识别风险和观察清单中的风险 3 重新分析现有风险 4

监测应急计划的触发条件 5 监测残余风险 6 审查风险应对策略的实施并评估其效力。 ? ? ?

监测的目的在于确定项目假设是否仍成立、状态及趋势、是否遵循了恰当的方针与程序，以及依据风险，对费用或进度应急储备进行修改。

工具：风险再评估（对新风险识别并再评估）、风险审计（检查应对策略处理已识别风险及其根源的能力，以及风险管理过程的效力）、偏差和趋势分析、储备金分析等

成果：推荐的预防措施、推荐的纠正措施（包括应急计划及权变措施—对未识别风险）

Chapter 13：项目采购管理

1、 内容及过程：（from 事业环境因素、组织过程资产、项目管理计划、项目范围说明、工作分解结构及

词汇表）—>采购规划[自制外购分析/专家判断/合同类型]—（采购管理计划、合同工作说明书、自制外购决策、请求的变更）—>发包规划—（采购文件、评估标准、合同工作说明书更新）—>询价—（合格卖方清单、采购文件包、建议书）—>卖方选择—（卖方、合同、合同管理计划、资源可用情况、采购管理计划更新）—>合同管理—（变更、纠正、计划更新）—>合同收尾（合同收尾、PAL更新） 2、 采购规划：识别项目需求如何实现，是否需采购，如何采购，采购什么，何时采购、采购多少？

合同类型：固定总价合同（FP），卖方承担最大风险（高利润可能）

费用补偿合同（C+F[%]=C+C*i%，C+F，C+IF），买方承担最大风险 时间与材料合同（T&M）--敞口合同 单边合同，PO

3、 发包规划：支持询价及卖方选择过程的所需文件准备过程。

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采购文件：用于获得潜在卖方的报价建议书，如投标邀请书IFB、征求建议书RFP、询价书RFQ、招标通知、洽淡邀请书等。

4、 询价：从卖方获得如何满足项目的应答，如投标书、建议书等。

【结果】合格卖方清单、采购文件包（买方发给卖方的正式邀请及投标依据）、建议书 5、 卖方选择

【工具】加权系统（量化选择）、独立估算（买方或第三方估算合理费用）、筛选系统/屏蔽系统（最低绩效/资质要求及加权排序）、合同谈判、卖方评级系统、专家判断、建议书评估技术 6、 合同管理：确保履约保证权利

7、 合同收尾：支持项目收尾，验证可交付成果，记录更新。收尾后对未决问题诉讼。

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收尾方式：正常结束，提前结束（协商、违约）

【工具】采购审计（全过程的结构化审查，经验教训）、合同管理系统

【结果】合同收尾（合同管理员正式通知）、PAL更新（合同文档、可交付成果验收、经验教训）

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? 翻译：

Meet, 会见；满足。

Schedule slippage and in-process inventory —> incomplete deliverables.未完成的可交付品；在产品。 Belonging, 附属品，（团队成员间）亲密的关系。

Smoothing, 调停，或译安抚（冲突解决强调共同点而不强调争议）；顺从 Buy-in, 一致，认同，买入 Mitigation, 减轻风险 Workarounds, 权变措施

Expected monetary value, 风险预期值，预期货币金额

Unique—risk—assumption progressive evaluation

Operation & Project:持续，Trade off； MBP, management by project 知识：项目管理知识体系，专业，通用管理，人际关系，理解项目环境 规章是强制的，标准不是强制的，但引用了标准为规章的，则成为强制性 Program—project—sub project

Product life cycle—project life cycle：many phase(not five phase)—project management process(5 process) LCC, life cycle cost，比较分析

Risk（uncertain）: 因素、概率、影响。开始概率最高，结束影响最高。 投入量：累计曲线—EV/PV

每阶段的启动过程：1项目章程—2验证项目商业需求还有没有；

每阶段收尾时，对可交付成果（可见或可衡量）进行审查：确定完成，决定进入下一阶段 Stakeholders: project team, project management team, customer, sponsor, execute organization 怎样管理干系人？：1识别干系人 2 了解他们的需求、期望 3 沟通 4 管理。利于客户 滚动式计划，6个月，progressive evaluation 项目成功依赖于客户满意度；

Crashing, cost to schedule，以成本换取进度，一般带来成本的上升（但LCC不一定增加）。 Fast tracking, risk to schedule，会有风险

结构管理要保证对项目产品的描述的正确和完整的（不负责做出变更控制）。

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Recurring Themes-PMI-isms to Know for the PMP Exam

\1 coined to refer to the items PMI stresses on the exam that most project managers do not know. PMI-isms are not stressed and sometimes not even

mentioned in the PMBOK\Guide! Those who write questions on the exam know what most project managers do wrong. This knowledge helps them to write questions that weed out those who should not be PMPs.

Understanding PMI-isms will help you pick the best answer from what seems like more than one correct answer. Some of the topics are listed only here and others are summarized here and described more fully later in the book. Review this list again just before you take the exam and make sure you understand all these PMI-isms.

1. There is a basic assumption that you have records (historical information) for all

previous projects that include what the work packages were, how much each work package cost, and what risks were uncovered. These are now referred to in the PMBOK\Guide as part of organizational process assets. You are probably laughing because you do not have such information. You may even be saying, \the exam, assume that you have them for all projects and that you create them for existing projects. Organizational process assets are an input to almost every project management process.

Why would PMI stress historical records? They are exceedingly valuable (like gold) to the project manager, the team, the performing organization and even the customer.

2. Project cost and schedule cannot be finalized without completing risk management.

3. PMI stresses the fact that a project manager must work within the existing systems and

culture of a company. They call these enterprise environmental factors and they are inputs to many processes.

4. The word \s not used in the PMBOK\Guide. There are work packages, activities

and/or schedule activities.

5. The term Gantt chart is not used, only bar chart.

6. You must understand the process of project management; e.g., what to do first,

second, etc., and why! See Rita's Process Chart and Rita's Process Game in the Project Management Processes chapter.

7. A project manager's job is to focus on preventing problenls, not to deal with them.

What do you spend time doing every day? If you spend all your time dealing with problems, you are not a great project manager. You should have planned the project to address the problems or to prevent the problems you knew would be coming.

8. Percent complete is an almost meaningless number. Project managers should not spend

time collecting useless information. It is better to control the project and know the status through other actions.

9. A great project manager does not hold meetings where you go around the room asking all attendees to report. Such meetings are generally, but not always, a waste of time, as such information can be collected through other means. There are more important topics for team meetings.

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