I. Core process overview category (high frequency selection/case)
1. Integrated management of the six core processes (in a life-cycle order): the development of project charters and the development of project management plans to guide and manage project work to monitor the implementation of overall change control projects or phases。
2. The core logic of the six major processes: the initiation of the orientation planning programme and the implementation of the results-based control and control change control process are summarized at the end of the cycle and are closed and inter-phased。
3. Core process commonality: all are led by the project manager, with the core objective of achieving overall project excellence rather than single chain or area optimization。
Ii. Core examination categories for processes (hf selection/case)
1. Development of the project charter
• central role: duly authorized project establishment, clear terms of reference for the project manager and definition of the initial scope, objectives and related parties of the project。
• key inputs: business documents (business case, benefit management plan), agreements, business environment factors, organizational process assets。
• key outputs: project charter (core output, without project charter without a formal basis for project initiation), hypothetical log。
2. Development of project management plans
• core role: consolidate sub-plans across all knowledge areas and form a coherent, implementable overall project plan as the core basis for project implementation/monitoring/change。
• key features: the planned step-by-step detail (rolling planning) is not static and needs to be updated as the project progresses。
• key outputs: project management plans (including all sub-plans and benchmarks, such as scope, progress, cost benchmarks) and project document updates。
3. Directing and managing project work
• core role: the implementation of specific tasks in line with the project management plan to produce deliverables is the core process of project value creation。
• key inputs: project management plan, approved change requests, business environment factors, organizational process assets。
• key outputs: deliverables, performance data, problem logs, change requests, project document updates, etc。
4. Monitoring project work
• central role: tracking, reviewing and reporting on project progress, comparing plans with actual performance, identifying deviations, risks and opportunities for improvement。
• key inputs: project management plan, performance data, agreements, business environment factors, organizational process assets。
• key outputs: performance reports, change requests, project management plan update, project document update。
5. Implementation of overall change control
• central role: to manage all project changes in a unified manner, to assess the impact of changes, to approve requests for changes, to ensure orderly implementation of changes and to protect project benchmarks。
• key principles: all changes are subject to a formal process, no changes are implemented without approval, the project manager may approve low-impact changes and high-impact changes are referred to the change control board (ccb)。
• key outputs: approved change requests, rejected change requests, project management plan update, project document update。
6. Closure of project or phase
• core role: formal closure of projects/phases, acceptance of deliverables, lessons learned from projects and release of project resources。
• key inputs: project management plan, acceptance and inspection of deliverables, performance data, organizational process assets。
• key outputs: final product, service or result transfer, updates of organizational process assets (lessons learned register, project files, etc.)。
Iii. Process linkage and distinguished classes (selecting permissible/case hf)
1. Work performance data vs work performance information vs work performance report
• data: original records (e. G., actual duration, actual cost, from the implementation process)
• information: data processed and analysed (e. G., time deviations, cost deviations, from monitoring processes)
• reporting: consolidation of information (e. G., performance dashboards, deviation reports for communication decision-making)。
Core boundaries for the implementation of overall change controls: approval of changes only, no implementation of changes, change of implementation being attributed to the process of “directing and managing project work”。
3. Development of project charter (start-up)vs closure of project or phase (concluded): the former is the official start of the project, while the latter is the formal closure of the project, which requires approval by the project sponsor/high-level。
Iv. Core preference principle category (hf selection)
1. Principles for baseline changes: changes in project scope/progress/cost benchmarks must be approved by the ceb and may not be decided by the project manager alone。
2. Change control principles: a request for change, regardless of size, approval or otherwise, must be recorded in writing and notified in a timely manner to the party concerned。
The principle of progressive detail: the project management plan and the preparation of project documents are guided by this principle and the uncertainty of adaptation projects。
4. Principles of resource release: all project resources (human, material, financial) must be formally released at the end of the project and transferred to the functional or other project。
V. Hf case count (hf case)
Change control process question: examine the full process of “assessment of the impact assessment of the request for change” for approval by the ccb/project manager for implementation of change validation change update plan/document, with easy access to missing links (e. G., no written change request, no impact assessment for direct execution)。
2. Responsibilities of the process: review of the lead party (all project managers) and the approving party (e. G. Approval of the statute by the sponsor and approval of changes of high impact by the ceb)。
Question of attribution of results: the examination of “deliverable results” arises from guiding and managing the work of the project, and “performance reports” results from monitoring the work of the project。
4. Questions of omission: work not done at the end of a readily recalcitrant project (e. G., unacceptable deliverables, unupdated lessons learned, unreleased resources, untransferred results)。
Headline creation camp
# information systems project manager #
