The nine main project management points for project management in the is project manager examination are knowledge points for case analysis and essay writing in the management examination, so it is desirable that the nine management areas are well documented by input, tools and outputs used. Here's a little editor of the hesselgau network to study with you。
Knowledge of project scope management
Uncertainty about the scope of the project could lead to a widening of the scope of the project, which, as project manager, at the beginning of the project, would be accompanied by a non-discriminating description of the scope of the project — the project charter — that was accepted by all the project managers. Then, in order to ensure the implementation of the project and to clarify the responsibilities of the project team members, the scope of the project must be broken down into a smaller project task package, the break-up structure (wbs)。
Finally, there is the need to recognize that the project itself is not isolated and that, as a result, change in scope is sometimes necessary, and the key is how to control it when it occurs。
Prior to the above discussion, it is of the utmost importance to manage the scope when faced with projects or without knowing what to do. There are four steps in identifying potential projects:
Determine what kind of project to do
:: business analysis to identify key business processes and analyse processes where the benefits of the project can best be derived
Developing the potential advantages of the project and determining its scope, benefits and constraints
:: options, allocation of resources。
For the selection of projects from multiple projects or programmes from multiple programmes, four approaches are common: corporate needs, classification, npv and weighted rating models。
3. Knowledge of progress management of projects
Project time management is the process of ensuring that the project is completed on schedule. Progress plans for projects are first developed, followed by the tracking of discrepancies between progress plans and actual accomplishments, and the timely adjustment of resources, tasks, etc. To ensure that the project progresses. During the follow-up process, there is a need to communicate with project operators in a timely manner and to detect deviations in the scope of the project in a timely manner, resulting in differences in time and progress, or in a deliberate or unconscious misrepresentation of project completion by project members, leading to a loss of control over progress。
These include:
• definition of activities: decomposition from wbs
:: sequencing of activities: clarifying the relationship of dependence between activities
Estimation of activities over time: estimation of the time of each activity could be carried out under the pert methodology
• assist in time management of the project using tools and software such as project2002
Using gantt to help track project progress
Use network maps and key path analyses to assist in determining the significance of completion dates or the impact of the adjustment of the duration of the project and to address focused activities。
It is important to note that since the time management tools and methodologies of previous projects have been learned, it has been assumed that project tracking controls can be achieved, but that otherwise, the tools are people-driven and the activities are carried out by people, so project managers cannot spend too much on tools, but rather learn to use them to conflict focal points with resources。
