【正文】 en bee “de facto” regulations – Internationalization – Cultural Influences Chapter 2 – Project Management Context ? Organization Structure Pro?s and Con?s – Projectized ? Efficient Organization – No “home” ? Loyalty – Lack of Professionalism ? Effective Communication – Duplication of functions, less efficient resource usage – Matrix ? Visible Objectives – not cost effective ? PM Control – More than 1 boss ? More support – More plex to control ? Utilize scarce resources – Tough resource allocation ? Information distribution – Competition of priorities ? Coordination – Policies amp。 Techniques for Plan Execution – General Management Skills – Product Skills and Knowledge – defined as part of planning, provided by staffing – Work Authorization System – formal procedure for sanctioning work to ensure pletion – written or verbal authorization – Status review meetings – regular exchanges of information – Project Management Information System – Organizational Procedures Chapter 4 – Project Integration Management ? Project Plan Execution Outputs – Work results – the oute of activities performed is fed into the performance reporting process – Change Requests – expand/shrink project scope, modify costs and schedule estimates Chapter 4 – Project Integration Management ? Overall Change Control – Influencing factors that create change to ensure beneficial results。 Techniques for Initiation – Project Selection Methods: ? Benefit measurement models – parative approaches, scoring models, economic models – Murder Boards – Peer Review – Scoring Models – Economic Models – Benefits pared to costs ? Constrained operation models – programming mathematical – Linear Programming – Integer Programming – Dynamic Programming – Multiobjective programming Chapter 5 – Project Scope Management ? Tools amp。 Techniques – Work Breakdown Structure – templates from previous projects – Deposition – subdividing major deliverables into manageable ponents: ? Major elements – project deliverables and project management approach ? Decide cost and duration estimates are appropriate at level of detail ? Constituent elements – tangible verifiable results to enable performance management, how the work will be acplished ? Verify correctness of deposition – All items necessary and sufficient? – Clearly and pletely defined? – Appropriately scheduled, budgeted, assigned? Chapter 5 – Project Scope Management ? Scope Definition Outputs – Work Breakdown Structure (WBS) – a deliverableoriented grouping of project assignments that anizes and defines the scope of the project ? Each descending level represents further detail。 Techniques – Product Analysis developing a better understanding of the product of the project – Cost/Benefit Analysis – estimating tangible/intangible costs and returns of various project alternatives and using financial measures (.) to assess desirability – Alternatives Identification – generate different approaches to the project。 Techniques – Performance Measurement – earned value, plan variance analysis – Additional Planning – revised cost estimates, modify activity sequences, plan adjustments – Project Management Information System – Change Control System may have ? Change Control Plan ? Change Control Board ? Change Control Procedures, Corrective Action plans ? Performance Statistics, Reports, Change forms ? Specification reviews, Demonstrations, Testing, Meetings – Configuration Management Chapter 4 – Project Integration Management ? Change Control Outputs – Project Plan Updates – Corrective Actions – Lessons Learned – variance causes and reasoning documented for historical purposes Chapter 4 – Project Integration Management ? Configuration Management – Rigorous Change Management as it relates to scope ? Subset of the change control system ? Work Authorization System – Controls “gold plating”。 eliminating causes of unsatisfactory performance – Performance Reporting – status, forecasting, and progress reporting schedule – Risk Response Control – responding to changes in risk during the duration of the project Chapter 3 – Project Management Processes ? Closing Processes – Administrative Closure – generating necessary information to formally recognize phase or project pletion – Contract Closeout – pletion and delivery of project deliverables and resolving open issues ? Procurement Audits ? Product Verification ? Formal Acceptance ? Lessons Learned ? Update Records ? Archive Records ? Release Team Chapter 3 – Project Management Processes ? Overall Processes – Influencing the anization – Leading – Problem Solving – Negotiating – Communicating – Meetings Chapter 3 – Project Management Processes ? Project Selection Techniques – Comparative Approach (similar projects) ? Benefit measurement method – Constrained Optimization (mathematical approach) ? Key aspect of scope verification is customer acceptance ? Only 26 % of projects succeed Chapter 4 – Project Integration Management ? Project Integration Management – Ensures that the project processes are properly coordinated – Tradeoffs between peting objectives and alternatives in order to meet stakeholder approval ? Project Plan Development ? Project Plan Execution ? Overall Change Control – These processes may occur repeatedly over the project duration – Historical Records are needed to perform project management well, they are inputs to continuous improvement ? Files ? Lessons Learned ? Actual Costs ? Time Estimates ? WBS ? Benchmarks ? Risks Chapter 4 – Project Integration Management ? Project Plan Development – Uses outputs from other planning processes to create consistent document to guide project execution and contro