纵坐标的幻 - Hifar's Blog - 管理和思考

项目客户分析

Jimmy Gao — Fri, 25 Jul 2008 08:32:03 GMT

客户不是上帝，但是客户决定了你项目的费用，时间和需求。客户的情况各有不同，在项目事实真，若不根据客户的实际情况进行沟通和管理，也许真会弄巧成拙。

A/A分析法，

Ability (能力) 和 Attitude (态度) 是客户两个重要指标。

Ability (能力)：这里指业务能力和技术能力。客户的能力直接决定了项目和合作方式。Attitude (态度) ：这里指客户的友善程度。也许有人会问，为何客户的友善程度这种软性指标会作为客户的重要属性呢？客户的态度其实会直接影响 Team 的情绪。毕竟做项目很多情况还是和人打交道。项目经理在制定沟通模型和激励团队时，应该把客户的友善程度作为一个重要的考虑因数。

我们来看下图:

对于能力强的客户(B区和C区)，客户会更多的处于主导地位，客户很清楚直接需求和需要的结果。对于这种项目，应该更多的征求客户的意见以及阶段checkpoint。反之对于能力弱的客户（A区和D区），项目团队会更加主动，但对于项目团队的能力要求会更加高，同时需要对客户更多的引导。

至于Attitude 方面， D 区和B区比较友善的客户当然是最好的，但很多情况下，我们会遇到比较强硬的客户（A区和C区），这个时候作为项目经理，可能会要更多的关系team的情绪，多做激励，同时，在合适的时候，也可以作出强硬的回应。

除此以外， A/A分析需要考虑：

1）X轴 Ability 和 Y轴Attitude 也应该综合起来考虑。
2）客户是一个群体，并不是个人，群体中不同的人态度和能力也会不同，应该综合考虑。

A/A 分析并不是涵盖了客户的所有因素。但是我想说的是，Attitude 和 Ability 是客户的两个重要指标，在每个项目经理管理项目的时候，都应该考虑这些因素。

项目经理为谁负责？

Jimmy Gao — Fri, 25 Jul 2008 07:36:17 GMT

有些看似简单的问题也许正常常困扰我们。

作为项目经理，是该为谁负责呢？也就是应该代表谁的利益呢？

如果有以下答案，你会选哪个？

a) 项目的客户

b) 项目厉害关系人

c) 项目经理的老板

d) 项目团队

不同的项目经理也许会给出完全不同的答案，看似简单的问题，也需只有项目经理深陷各种conflict中的时候才能够真正体会。

通过PMP 认证

Jimmy Gao — Sat, 26 Jan 2008 05:45:32 GMT

今天收到了PMP考试的结果, 和预期一样, 通过了.

成绩单和以往有些区别, 不再有答对题目的百分比了, 而是几个粗略的档次, 成绩单看出, Executing 较好,Initiating 部分弱一些, 看来以后还需努力.

The HP Way ：惠普之道

Jimmy Gao — Fri, 11 Jan 2008 15:55:45 GMT

也许你觉得惠普之道的内容有些过时，或者众所皆知，但就是这些摆在眼前的道理，是最容易忽视的。独特的企业文化，是惠普公司成功的源动力，虽然惠普之道不是业界的标准，但对管理者来说, 它有很多可借鉴的地方：

We have trust and respect for individuals.

我们信任和尊重个人

We approach each situation with the belief that people want to do a good job and will do so, given the proper tools and support. We attract highly capable, diverse, innovative people and recognize their efforts and contributions to the company. HP people contribute enthusiastically and share in the success that they make possible.

We focus on a high level of achievement and contribution.

我们追求卓越的成就与贡献

Our customers expect HP products and services to be of the highest quality and to provide lasting value. To achieve this, all HP people, especially managers, must be leaders who generate enthusiasm and respond with extra effort to meet customer needs. Techniques and management practices which are effective today may be outdated in the future. For us to remain at the forefront in all our activities, people should always be looking for new and better ways to do their work.

We conduct our business with uncompromising integrity.

我们在经营活动中坚持诚实与正直

We expect HP people to be open and honest in their dealings to earn the trust and loyalty of others. People at every level are expected to adhere to the highest standards of business ethics and must understand that anything less is unacceptable. As a practical matter, ethical conduct cannot be assured by written HP policies and codes; it must be an integral part of the organization, a deeply ingrained tradition that is passed from one generation of employees to another.

We achieve our common objectives through teamwork.

我们靠团队精神达到共同目标

We recognize that it is only through effective cooperation within and among organizations that we can achieve our goals. Our commitment is to work as a worldwide team to fulfill the expectations of our customers, shareholders and others who depend upon us. The benefits and obligations of doing business are shared among all HP people.

We encourage flexibility and innovation.

我们鼓励灵活和创新

We create an inclusive work environment which supports the diversity of our people and stimulates innovation. We strive for overall objectives which are clearly stated and agreed upon, and allow people flexibility in working toward goals in ways that they help determine are best for the organization. HP people should personally accept responsibility and be encouraged to upgrade their skills and capabilities through ongoing training and development. This is especially important in a technical business where the rate of progress is rapid and where people are expected to adapt to change.

软件开发项目管理十一问

Jimmy Gao — Sun, 23 Dec 2007 05:54:01 GMT

软件开发项目管理十一问 - by 纵坐标的幻

若您正在管理一个中小型软件开发项目, 以下11个问题可以帮助您检查您的项目管理和流程是否健全:

1) 是否有项目管理计划? (一个涵盖各方面的总体规划以及项目生命周期定义等)

2) 对于工作任务, 是否有时间和资源估算?

3) 是否有进度计划? (比较简单的项目可以用Roadmap 方式, 比较详细的,需要分配资源和跟踪进度的可用甘特图)

4) 是否有团队人员计划? (包括但不限于: 组织结构, 责任分配-用RACI 或 RAM)

5) 是否有沟通模型/计划? (包括: 沟通对象: 客户/上层领导/Team以及其它stakeholder 等, 沟通频度, 沟通方式: 邮件/会议, 沟通触发条件 )

6) 文档是否健全? 对于需求的修改, 是否有完整的跟踪和同步相应文档. (文档通常包括设计文档, 需求文档, 开发规范, 用户手册等)

7) 是否有配置管理和变更控制计划? (变更的记录和审批)

8) 是否有Design review, Code review.

9) 是否有单元测试, 整合测试和用户测试? (是否有Test case? )

10) 所有的Bug / Issue / CR / Action 是否有记录和跟踪机制? (目前也不少完善的tracking 系统)

11) 是否有风险管理机制? (风险鉴定, 风险防范措施, 风险监控等)

PMP 过程组整理

Jimmy Gao — Thu, 20 Dec 2007 02:50:14 GMT

PMP 过程和过程组

研究PMP，顺便整理了一下PMBOK中得过程组，还是有些乱，各位将就着看看吧。

PDF Version Html Version

（蓝色是需要注意的，红色是要特别注意的）

BY 纵坐标的幻

Initial 起始

Plan 计划

Execute 执行

Control and Monitor 监控

Close 关闭

	Process	Input	Technology & tools	Output
4 Integration management
	4.1 Develop Project Charter	Contract (when applicable) Project stamen of work(SOW) Enterprise environment factors Organization process assets	Project selection methods Project management Methodology Project management Information System Expert Judgment	Project Charter
	4.2 Develop Preliminary Scope statement	Project Chart SOW Enterprise environment factors Organization process assets	项目管理方法论 Project Management Methodology PMIS Expert Judgment	Preliminary Scope Statement
	4.3 Develop project Management Plan	Preliminary Scope Statement Project Management Process Enterprise environment factors Organization process assets	项目管理方法论 Project Management Methodology PMIS Expert Judgment	Project Management Plan
	4.4 Direct & Manage project Execution	Project Management Plan Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validated Defect Repair Administrative Closure Procedure	Project Management Methodology PMIS	Deliverables Requested Changes Implemented Corrective Actions Implemented Preventive Actions Implemented Defect Repair Implemented Change Requests Work performance information
	4.5 Monitor & Control Project Work	Project Management Plan Work Performance Information Rejected Change Requests	项目管理方法论 Project Management Methodology PMIS Earned value Management Expert Judgment	Recommended Corrective Actions Recommended Preventive Actions Recommended Defect Repair Requested Change Forecasts
	4.6 Integrated Change Control	Project Management Plan Recommended Corrective Actions Recommended Preventive Actions Recommended Defect Repair Requested Change Deliverables Work Performance Information	项目管理方法论 Project Management Methodology PMIS Expert Judgment	Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validated Defect Repair Rejected Change Request Project Management Plan (Updates) Project Scope Statement(Updates)
	4.7 Close Project	Project Management Plan Deliverables Work Performance Information Contract Document Enterprise environment factors Organization process assets	项目管理方法论 Project Management Methodology PMIS Expert Judgment	Administrative Closure Procedure Contract Closure Procedure Final Product Service or Result Organization process assets (Updates) Lesson Learn? Historical info?
5 Scope Management
	5.1 Scope Planning	Project Charter Preliminary Scope Statement Enterprise environment factors Organization process assets	Expert Judgment Templates, form standards	Project Scope Management Plan
	5.2 Scope Definition	Project Scope Management Plan Project Charter Preliminary Scope Statement Organization process assets Approved Changes	Product Analysis Alternatives Identification Expert Judgment Stakeholder Analysis	Project Scope Statement Requested Changes Project Scope Management Plan (Updates)
	5.3 Create WBS	Project Scope Statement Project Scope Management Plan Organization process assets Approved Changes	WBS Templates Decomposition	WBS WBS Dictionary Scope baseline Project Scope Management Plan(Updates) Project Scope Statement (Updates) Requested Changes
	5.4 Scope Verification	Project Scope Statement Project Scope Management Plan WBS Dictionary Deliverables	Inspection	Acceptable Deliverables Requested Changes Recommended Corrective Actions
	5.5 Scope Control	Project Scope Statement Project Scope Management Plan Approved Changes Requests WBS WBS Dictionary Performance Report Work Performance Information	Change Control System Configuration Management System Replanting Variance Analysis	Requested Changes Project Scope Management Plan Project Scope Statement (Updates) WBS (Updates) WBS Dictions (updates) Scope Baseline (updates) Recommended Corrective Actions Project Management Plan (updates)
6 Time management
	6.1 Activity Definition	Enterprise Environment Factors Organizational Process Assets Project Scope Statement Work Breakdown structure WBS dictionary Project Management Plan	Decomposition Templates Rolling Wave Plan Expert Judgment Planning Component	Activity List Activity Attributes Milestone List Requested Change
	6.2 Activity Sequencing	Project Scope Statement Activity List Activity Attributes Milestone List Approved Change Requests	Precedence Diagramming Method (PDM) Arrow Diagramming method (ADM) Schedule Networking Template Dependency Determination Applying Leads and Lags	Project Schedule network Diagrams Activity List (Updates) Activity Attributes (Updates) Requested Changes
	6.3 Activity Resource Estimating	Activity List Activity Attributes Organization process assets Enterprise environment factors Project Management Plan Resource Availability	Expert Judgment Alternatives Analysis Published Estimation Data Project Management Software Bottom-up Estimation	Activity Resource Requirements Activity Attributes (Updates) RBS - Resource breakdown structure Resource Calendar (Updates?) Requested Changes
	6.4 Activity Duration Estimating	Enterprise Environment Factors Organizational Process Assets Activity List Activity Attributes Project Scope Statement Resource Calendar Activity Resource Requirements Project Management Plan Risk Register Activity Cost Estimates	Expert Judgment 类比估算 Analogues Estimating 参数估算 Three-point Estimating Reserve Analysis	Activity Duration Estimates Activity Attributes (Updates)
	6.5 Schedule Development	Organization Process assets Project scope statement Activity List Activity Attributes Project Schedule Network diagrams Activity resource requirement Resource Calendar Activity Duration estimates Project Management plan Risk register	Schedule Network Analysis Critical Path Method Schedule Compression What-If Scenario Analysis (Monte Carlo) Resource Leveling Critical Chain Method Project Management Software Applying Calendar Adjust Leads And Lags Schedule Model	Project Schedule Schedule network diagram Bar charts Milestone charts Schedule Model data Schedule baseline Resource requirement (Updates) Activity attributes (Updates) Requested changes Project management plan (Updates) Schedule management plan (Updates)
	6.6 Schedule Control	Schedule management plan Schedule baseline Performance report Approved changes	Progress Reporting Schedule Change Control System Performance Measurement Project Management Software Variance Analysis Schedule Comparison Bar Chart	Schedule Model data (Updates) Schedule baseline (Updates) Performance measurements Requested changes Recommend corrective actions Organization process assets (updates) Activity List (Updates) Activity Attributes (Updates) Project Management Plan (Updates)
7 Cost management
	7.1 Cost Estimating	Enterprise environment factors Organization Process assets Project scope statement WBS WBS Dictionary Project management plan Schedule management plan Staff management plan Risk register	Analogous Estimation Determine Resource cost rate Bottom-up Estimating Parametric Estimating Project Management Software Vender Bid Analysis Reserve Analysis Cost of Quality	Activity Cost Estimating Activity Cost Estimating Supporting Detail Requested Changes Cost Management Plan (Updates)
	7.2 Cost Budgeting	Project Scope Statement WBS WBS Dictionary Activity Cost Estimating Activity Cost Estimating Support Detail Project Schedule Resource Calendar Contract Cost Management Plan	Cost aggregation Reserve Analysis Parametric Estimating Funding limit Reconciliation	Cost baseline Project Funding requirement Cost management plan (Updates) Requested Changes
	7.3 Cost Control	Cost baseline Project Funding requirement Project management plan Approved Change Requests Performance Report Work Performance Information	Cost Change Control System Performance Measurement Analysis Project Management Software Forecasting Variance Management Project Performance Review	Requested Changes Project management Plan (Updates) Cost Estimates (updates) Cost baseline (updates) Project Funding requirement (updates) Recommended Corrective Actions Performance Measurements Forecasted Completion Organization process assets (Updates)
8 Quality Management
	8.1 Quality Planning	Enterprise Environment Factors Organization Process Asset Project Scope Statement Project Management Plan	Cost Benefit Analysis Benchmarking Design of Experiment Cost of Quality Addition Quality planning tools	Quality Management Plan Quality Metrics Quality Checklist Process Improvement plan Quality baseline Project Management Plan (Updates)
	8.2 Perform Quality Assurance	Quality Management Plan Quality Metrics Process Improvement plan Approved Change Requests Work Performance Information Quality Control Measurement Implemented Change Requested Implemented Corrective Actions Implemented Defect Repair Implemented Preventive Actions	Quality Planning tools and Techniques Quality Audit Process Analysis Quality Control Tools and Techniques	Requested Changes Recommend corrective Actions Organization Process Assets (Update) Project Management Plan(Updates)
	8.3 Perform Quality Control	Quality Management Plan Quality Metrics Quality Checklist Deliverables Work Performance Information Approved Change Requests Organization Process Assets	Cause and Effect Diagram Control charts Flowcharting Histogram Pareto Chat Run Chat Scatter Diagram Statistical Sampling Inspection Defect Repair Review	Quality Control Measurements Validated Defect Repair Quality Baseline (Updates) Recommended Corrective Actions Recommended Preventive Actions Request Changes Recommended Defect Repair Organization Process Assets Validated Deliverables Project Management Plan (Updates)
9 Human Resource Management
	9.1 HR Planning	Enterprise Environment Factors 组织结构，人际，行政/后勤，技术，政治等因素 Organization Process Assets Template, checklists Project Management Plan Activity Resource Requirement	Organization Chart And Position Description Networking Organization Theory	Role and Responsibility Role, Authority, Responsibility, Competency Project Organization Chart Staffing Management Plan
	9.2 Acquire Project team	Enterprise Environment Factors Organization Process Assets Role and Responsibility Project Organization Charts Staff Management Plan	Pre-Assignment Negotiation Acquisition Virtual Team	Project Staff Assignment Resource Availability Staff Management Plan (Updates
	9.3 Develop Project Team	Project Staff Assignment Staff Management Plan Resource Availability	General Management Skills Training Team-Building Activities Ground Rules Co-location Recognition and Awards	Team Performance Assessment
	9.4 Manage Project Team	Organization Process Assets Project Staff Assignment Team Performance Assessment Role and Responsibility Performance Report Work Performance information Staff Management Plan Project Organization Chart	Observation and Conversation Project Performance Appraisal Conflict Management Issue Log	Project Management Plan (Updates) Requested Changes Recommended Corrective Actions Recommended preventive Actions Organization Process Assets (Updates)
10 Communication Management
	10.1 Communications Planning	Enterprise Environment Factors Organization Process Assets Project Scope Statement Project Management Plan Constraints Assumptions	Communication Requirement Analysis Communications Technology	Communication Management Plan
	10.2 Information Distribution	Communication Management Plan	Communication skills Information gathering and retrieval system Information Distribution Method Lesson Learned process	Organization process Assets (Updates) Lessons learned documentation Project records. Project reports. Project presentations. Feedback from stakeholders. Stakeholder notifications. Requested Changes
	10.3 Performance Reporting	Work performance information Project Management Plan Performance measurement baseline Performance Measurement QC Measurements Deliverables Approved Change Request Forecasted Completion	Information presentation tools Performance information Gathering and compilation Status review meeting Time report system Cost report system	Performance Report Forecasts Requested Changes Recommend Corrective Actions Organization Process Assets
	10.4 Manage Stakeholders	Communication Management Plan Organization Processes Assets	Communication Method Issue Logs	Resolved Issues Approved Corrective Actions Approved Change Requests Organization Process Assets (Updates) Project Management Plan (Updates)
11 Risk Management
	11.1 Risk Management Planning	Enterprise Environment Factors Organization Process Assets Project Scope Statement Project Management	Planning meeting and analysis	Risk management plan Methodology Roles and responsibilities Budgeting Timing Risk categories Definitions of risk probability and impact Probability and impact matrix. Revised stakeholders' tolerances Reporting formats Tracking
	11.2 Risk Identification	Enterprise Environment Factors Organization Process Assets Project Scope Statement Project Management plan Risk management plan	Document Reviews Check List analysis Information Gathering technology Brainstorming Delphi Interviewing Root cause identification SWOT Diagram Technology Fishbone Flow charts Influence diagrams Assumption Analysis	Risk Register List of Identified Risks List of Potential Responses Root cause of risks Updated risk Categories
	11.3 Qualitative Risk Analysis	Organization Process Asset Risk management plan Project Scope Statement Risk Register	Risk Probability and Impact Assessment Probability and Impact matrix Risk Data Quality Assessment Risk Categorization Risk urgency Assessment	Risk Register(Updates) Ranking /Priority Categories Near-term required response list List of risk for Additional analysis and response Watch lists for low risk Trends in qualitative risk analysis result
	11.4 Quantitative Risk Analysis	Organization Process Asset Risk management plan Schedule mgt plan Cost mgt plan Project Scope Statement Risk Register	Data Gather and Representation Interviewing Probability Distributions (beta?) Expert Judgment Quantitative Risk analysis and modeling techniques 敏感度分析 (龙卷风图) EMV 决策树 Modeling and simulation (Monte Carlo)	Risk Register(Updates) Probabilistic analysis Probability of Achieving schedule and cost Prioritized list of quantified Risks Trend of analysis result
	11.5 Risk Response Planning	Risk Register Risk management plan	Strategies for negative risks Strategies for positive risks Strategies for both threats and opportunity Contingent Response Strategy	Risk Register(Updates) Project Management Plan (Updates) Risk-Related Contractual Agreements
	11.6 Risk Monitoring and Control	Risk Register Risk management plan Approved Changes Work performance information Performance reports	Risk Reassessment Risk Audit Variance /Trend analysis Technical Performance Measurement Reserve analysis Status meeting	Risk Register(Updates) Project Management Plan (Updates) Recommended Corrective Actions Recommend Preventive Actions Requested Changes Organization Process Assets(Updates)
12 Procurement Management
	12.1 Plan Purchases and Acquisitions	Enterprise Environment Factors Organization Process Assets Project Scope Statement WBS WBS Dictionary Project Management Plan Risk Register Risk-Related Contractual Agreements Resource Requirements Project Schedule Activity Cost Estimation Cost baseline	Make or Buy Analysis Expert Judgment Contract Type FP/Lump sum FPIF CPF /CPPC CPFF CPIF T&M	Procurement Mgt Plan CSOW Make or buy decision Requested Changes
	12.2 Plan Contracting	Procurement Mgt Plan CSOW Make or buy decision Project Management Plan Risk Register Risk-Related Contractual Agreements Resource Requirements Project Schedule Activity Cost Estimation Cost baseline	Standard Form Expert Judgment	Procurement Documents invitation for bid request for proposal (RFP) request for quotation (RFQ) tender notice invitation for negotiation contractor initial response Evaluation Criteria Contract Statement of work (Updates)
	12.3 Request Seller Responses	Organization Process Assets Procurement Documents Procurement Mgt Plan	Bidder Conference Advertising Develop Qualified Seller’s List	Qualified Seller List Proposals Procurement Document Package
	12.4 Select Sellers	Qualified Seller List Proposals Procurement Document Package Procurement Mgt plan Project Mgt Plan Risk Register Risk-Related Contractual Agreements Evaluation Criteria	加权系统 weight system 独立估算Independent Estimates Expert Judgment 筛选系统 screening system Seller Rating Systems Contract Negotiation Proposal Evaluation Techniques	Selected Sellers Contract Contract mgt plan Resource Availability Procurement Mgt plan (Updates) Requested Changes
	12.5 Contract Administration	Contract mgt plan Contracts Selected Sellers Performance Report Work Performance Information Approved Change Requests	Contract Change control System Buyer-Conducted Performance Review Inspections and Audits Performance Reporting Payment System Claims Administration Record Mgt System Information Technology	Contract Documentation Requested Changes Recommended Corrective Actions Project Mgt Plan (updates) Procurement Mgt Plan Contract Mgt Plan Organization Process Assets (Updates) Correspondence Payment schedules and requests Seller performance evaluation documentation
	12.6 Contract Closure	Contract mgt plan Contract Documentation Procurement Mgt plan Contract Closure Procedure	Procurement Audits Record Mgt System	Closed Contract Organization process assets (updates) Contract file Deliverable Acceptance (验收) Lesson learned Documents

Process

Input

Technology & tools

Output

4 Integration management

4.1 Develop Project Charter

Contract (when applicable)

Project stamen of work(SOW)

Enterprise environment factors

Organization process assets

Project selection methods

Project management Methodology

Project management Information System

Expert Judgment

Project Charter

4.2 Develop Preliminary Scope statement

Project Chart

SOW

Enterprise environment factors

Organization process assets

项目管理方法论 Project Management Methodology

PMIS

Expert Judgment

Preliminary Scope Statement

4.3 Develop project Management Plan

Preliminary Scope Statement

Project Management Process

Enterprise environment factors

Organization process assets

项目管理方法论 Project Management Methodology

PMIS

Expert Judgment

Project Management Plan

4.4 Direct & Manage project Execution

Project Management Plan

Approved Corrective Actions

Approved Preventive Actions

Approved Change Requests

Approved Defect Repair

Validated Defect Repair

Administrative Closure Procedure

Project Management Methodology

PMIS

Deliverables

Requested Changes

Implemented Corrective Actions

Implemented Preventive Actions

Implemented Defect Repair

Implemented Change Requests

Work performance information

4.5 Monitor & Control Project Work

Project Management Plan

Work Performance Information

Rejected Change Requests

项目管理方法论 Project Management Methodology

PMIS

Earned value Management

Expert Judgment

Recommended Corrective Actions

Recommended Preventive Actions

Recommended Defect Repair

Requested Change

Forecasts

4.6 Integrated Change Control

Project Management Plan

Recommended Corrective Actions

Recommended Preventive Actions

Recommended Defect Repair

Requested Change

Deliverables

Work Performance Information

项目管理方法论 Project Management Methodology

PMIS

Expert Judgment

Approved Corrective Actions

Approved Preventive Actions

Approved Change Requests

Approved Defect Repair

Validated Defect Repair

Rejected Change Request

Project Management Plan (Updates)

Project Scope Statement(Updates)

4.7 Close Project

Project Management Plan

Deliverables

Work Performance Information

Contract Document

Enterprise environment factors

Organization process assets

项目管理方法论 Project Management Methodology

PMIS

Expert Judgment

Administrative Closure Procedure

Contract Closure Procedure

Final Product Service or Result

Organization process assets (Updates) Lesson Learn? Historical info?

5 Scope Management

5.1 Scope Planning

Project Charter

Preliminary Scope Statement

Enterprise environment factors

Organization process assets

Expert Judgment

Templates, form standards

Project Scope Management Plan

5.2 Scope Definition

Project Scope Management Plan

Project Charter

Preliminary Scope Statement

Organization process assets

Approved Changes

Product Analysis

Alternatives Identification

Expert Judgment

Stakeholder Analysis

Project Scope Statement

Requested Changes

Project Scope Management Plan (Updates)

5.3 Create WBS

Project Scope Statement

Project Scope Management Plan

Organization process assets

Approved Changes

WBS Templates

Decomposition

WBS

WBS Dictionary

Scope baseline

Project Scope Management Plan(Updates)

Project Scope Statement (Updates)

Requested Changes

5.4 Scope Verification

Project Scope Statement

Project Scope Management Plan

WBS Dictionary

Deliverables

Inspection

Acceptable Deliverables

Requested Changes

Recommended Corrective Actions

5.5 Scope Control

Project Scope Statement

Project Scope Management Plan

Approved Changes Requests

WBS

WBS Dictionary

Performance Report

Work Performance Information

Change Control System

Configuration Management System

Replanting

Variance Analysis

Requested Changes

Project Scope Management Plan

Project Scope Statement (Updates)

WBS (Updates)

WBS Dictions (updates)

Scope Baseline (updates)

Recommended Corrective Actions

Project Management Plan (updates)

6 Time management

6.1 Activity Definition

Enterprise Environment Factors

Organizational Process Assets

Project Scope Statement

Work Breakdown structure

WBS dictionary

Project Management Plan

Decomposition

Templates

Rolling Wave Plan

Expert Judgment

Planning Component

Activity List

Activity Attributes

Milestone List

Requested Change

6.2 Activity Sequencing

Project Scope Statement

Activity List

Activity Attributes

Milestone List

Approved Change Requests

Precedence Diagramming Method (PDM)

Arrow Diagramming method (ADM)

Schedule Networking Template

Dependency Determination

Applying Leads and Lags

Project Schedule network Diagrams

Activity List (Updates)

Activity Attributes (Updates)

Requested Changes

6.3 Activity Resource Estimating

Activity List

Activity Attributes

Organization process assets

Enterprise environment factors

Project Management Plan

Resource Availability

Expert Judgment

Alternatives Analysis

Published Estimation Data

Project Management Software

Bottom-up Estimation

Activity Resource Requirements

Activity Attributes (Updates)

RBS - Resource breakdown structure

Resource Calendar (Updates?)

Requested Changes

6.4 Activity Duration Estimating

Enterprise Environment Factors

Organizational Process Assets

Activity List

Activity Attributes

Project Scope Statement

Resource Calendar

Activity Resource Requirements

Project Management Plan

Risk Register

Activity Cost Estimates

Expert Judgment

类比估算 Analogues Estimating

参数估算

Three-point Estimating

Reserve Analysis

Activity Duration Estimates

Activity Attributes (Updates)

6.5 Schedule Development

Organization Process assets

Project scope statement

Activity List

Activity Attributes

Project Schedule Network diagrams

Activity resource requirement

Resource Calendar

Activity Duration estimates

Project Management plan

Risk register

Schedule Network Analysis

Critical Path Method

Schedule Compression

What-If Scenario Analysis (Monte Carlo)

Resource Leveling

Critical Chain Method

Project Management Software

Applying Calendar

Adjust Leads And Lags

Schedule Model

Project Schedule

Schedule network diagram

Bar charts

Milestone charts

Schedule Model data

Schedule baseline

Resource requirement (Updates)

Activity attributes (Updates)

Requested changes

Project management plan (Updates)

Schedule management plan (Updates)

6.6 Schedule Control

Schedule management plan

Schedule baseline

Performance report

Approved changes

Progress Reporting

Schedule Change Control System

Performance Measurement

Project Management Software

Variance Analysis

Schedule Comparison Bar Chart

Schedule Model data (Updates)

Schedule baseline (Updates)

Performance measurements

Requested changes

Recommend corrective actions

Organization process assets (updates)

Activity List (Updates)

Activity Attributes (Updates)

Project Management Plan (Updates)

7 Cost management

7.1 Cost Estimating

Enterprise environment factors

Organization Process assets

Project scope statement

WBS

WBS Dictionary

Project management plan

Schedule management plan

Staff management plan

Risk register

Analogous Estimation

Determine Resource cost rate

Bottom-up Estimating

Parametric Estimating

Project Management Software

Vender Bid Analysis

Reserve Analysis

Cost of Quality

Activity Cost Estimating

Activity Cost Estimating Supporting Detail

Requested Changes

Cost Management Plan (Updates)

7.2 Cost Budgeting

Project Scope Statement

WBS

WBS Dictionary

Activity Cost Estimating

Activity Cost Estimating Support Detail

Project Schedule

Resource Calendar

Contract

Cost Management Plan

Cost aggregation

Reserve Analysis

Parametric Estimating

Funding limit Reconciliation

Cost baseline

Project Funding requirement

Cost management plan (Updates)

Requested Changes

7.3 Cost Control

Cost baseline

Project Funding requirement

Project management plan

Approved Change Requests

Performance Report

Work Performance Information

Cost Change Control System

Performance Measurement Analysis

Project Management Software

Forecasting

Variance Management

Project Performance Review

Requested Changes

Project management Plan (Updates)

Cost Estimates (updates)

Cost baseline (updates)

Project Funding requirement (updates)

Recommended Corrective Actions

Performance Measurements

Forecasted Completion

Organization process assets (Updates)

8 Quality Management

8.1 Quality Planning

Enterprise Environment Factors

Organization Process Asset

Project Scope Statement

Project Management Plan

Cost Benefit Analysis

Benchmarking

Design of Experiment

Cost of Quality

Addition Quality planning tools

Quality Management Plan

Quality Metrics

Quality Checklist

Process Improvement plan

Quality baseline

Project Management Plan (Updates)

8.2 Perform Quality Assurance

Quality Management Plan

Quality Metrics

Process Improvement plan

Approved Change Requests

Work Performance Information

Quality Control Measurement

Implemented Change Requested

Implemented Corrective Actions

Implemented Defect Repair

Implemented Preventive Actions

Quality Planning tools and Techniques

Quality Audit

Process Analysis

Quality Control Tools and Techniques

Requested Changes

Recommend corrective Actions

Organization Process Assets (Update)

Project Management Plan(Updates)

8.3 Perform Quality Control

Quality Management Plan

Quality Metrics

Quality Checklist

Deliverables

Work Performance Information

Approved Change Requests

Organization Process Assets

Cause and Effect Diagram

Control charts

Flowcharting

Histogram

Pareto Chat

Run Chat

Scatter Diagram

Statistical Sampling

Inspection

Defect Repair Review

Quality Control Measurements

Validated Defect Repair

Quality Baseline (Updates)

Recommended Corrective Actions

Recommended Preventive Actions

Request Changes

Recommended Defect Repair

Organization Process Assets

Validated Deliverables

Project Management Plan (Updates)

9 Human Resource Management

9.1 HR Planning

Enterprise Environment Factors

组织结构，人际，行政/后勤，技术，政治等因素

Organization Process Assets

Template, checklists

Project Management Plan

Activity Resource Requirement

Organization Chart And Position Description

Networking

Organization Theory

Role and Responsibility

Role, Authority, Responsibility, Competency

Project Organization Chart

Staffing Management Plan

9.2 Acquire Project team

Enterprise Environment Factors

Organization Process Assets

Role and Responsibility

Project Organization Charts

Staff Management Plan

Pre-Assignment

Negotiation

Acquisition

Virtual Team

Project Staff Assignment

Resource Availability

Staff Management Plan (Updates

9.3 Develop Project Team

Project Staff Assignment

Staff Management Plan

Resource Availability

General Management Skills

Training

Team-Building Activities

Ground Rules

Co-location

Recognition and Awards

Team Performance Assessment

9.4 Manage Project Team

Organization Process Assets

Project Staff Assignment

Team Performance Assessment

Role and Responsibility

Performance Report

Work Performance information

Staff Management Plan

Project Organization Chart

Observation and Conversation

Project Performance Appraisal

Conflict Management

Issue Log

Project Management Plan (Updates)

Requested Changes

Recommended Corrective Actions

Recommended preventive Actions

Organization Process Assets (Updates)

10 Communication Management

10.1 Communications Planning

Enterprise Environment Factors

Organization Process Assets

Project Scope Statement

Project Management Plan

Constraints

Assumptions

Communication Requirement Analysis

Communications Technology

Communication Management Plan

10.2 Information Distribution

Communication Management Plan

Communication skills

Information gathering and retrieval system

Information Distribution Method

Lesson Learned process

Organization process Assets (Updates)

Lessons learned documentation

Project records.

Project reports.

Project presentations.

Feedback from stakeholders.

Stakeholder notifications.

Requested Changes

10.3 Performance Reporting

Work performance information

Project Management Plan

Performance measurement baseline

Performance Measurement

QC Measurements

Deliverables

Approved Change Request

Forecasted Completion

Information presentation tools

Performance information Gathering and compilation

Status review meeting

Time report system

Cost report system

Performance Report

Forecasts

Requested Changes

Recommend Corrective Actions

Organization Process Assets

10.4 Manage Stakeholders

Communication Management Plan

Organization Processes Assets

Communication Method

Issue Logs

Resolved Issues

Approved Corrective Actions

Approved Change Requests

Organization Process Assets (Updates)

Project Management Plan (Updates)

11 Risk Management

11.1 Risk Management Planning

Enterprise Environment Factors

Organization Process Assets

Project Scope Statement

Project Management

Planning meeting and analysis

Risk management plan

Methodology

Roles and responsibilities

Budgeting

Timing

Risk categories

Definitions of risk probability and impact

Probability and impact matrix.

Revised stakeholders' tolerances

Reporting formats

Tracking

11.2 Risk Identification

Enterprise Environment Factors

Organization Process Assets

Project Scope Statement

Project Management plan

Risk management plan

Document Reviews

Check List analysis

Information Gathering technology

Brainstorming

Delphi

Interviewing

Root cause identification

SWOT

Diagram Technology

Fishbone

Flow charts

Influence diagrams

Assumption Analysis

Risk Register

List of Identified Risks

List of Potential Responses

Root cause of risks

Updated risk Categories

11.3 Qualitative Risk Analysis

Organization Process Asset

Risk management plan

Project Scope Statement

Risk Register

Risk Probability and Impact Assessment

Probability and Impact matrix

Risk Data Quality Assessment

Risk Categorization

Risk urgency Assessment

Risk Register(Updates)

Ranking /Priority

关于领导类型 leadership style

Jimmy Gao — Mon, 10 Dec 2007 13:13:54 GMT

PMBOK 中对leadership style没展开

后来查了一下资料, 主要有两个理论:

Daniel Goleman 在《最根本的领导力》（Primal Leadership）中提到:

	远见型领导 Visionary	教练型领导 (Coaching)	合作型领导 (Affiliative)	民主型领导 (Democratic)	领头型领导 (Pacesetting)	命令型领导 (Commanding)
领导特征	启发、激励。满怀信心，整合共同愿景。移情作用。让每一位成员知道个人努力对实现组织“梦想”的贡献和作用。	善于聆听。帮助组织成员辨识其长处和短处。发挥顾问作用。对组织成员给与鼓励。正确授权和分工。	营造组织中和谐、友好的氛围。移情作用。促进道德建设。解决冲突。	聆听的大师。团队工作者。合作者。施加影响者。	目标实现的强大推动力。自我的高标准。很强的主动性。较低的移情作用与合作精神。缺乏耐心。事无巨细都要管理过问。过分看中数字结果。	发号司令。 “按我说的去做。” 威胁。严格控制。严厉监督。产生不和谐。组织成员的情绪深受其害。天才的创造性被驱逐。
如何产生共鸣	推动组织成员朝向共同的“梦想”努力。	将成员个人需要与组织目标联系起来。	通过成员之间的联系沟通，产生组织和谐。	欣赏组织成员的个人贡献，通过组织成员的积极参与，来实现组织目标。	实现富有挑战性的、激动人心的组织目标。	遇有紧急情况，能够给以明确的方向指引，从而减轻员工的忧虑。
领导风格对企业的影响	+ + +	+ +	+	+	经常 -- 当滥用或不当运用的时候	经常 --
最佳运用时机	当变革需要新的组织愿景时，或者当组织需要一个清晰明确的前进方向时。当组织遭遇剧烈变革的时候。	当那些易受激励的员工需要通过帮助建立一种持久的能力、从而不断提高他们的工作表现时。	当组织裂痕需要风何时。当组织经历紧张困难时期、需要有效激励时。或者，当组织需要加强沟通联系时。	当组织需要构建共识、或需要支持时。或者，需要大量的员工参与、贡献时。	当需要有一支能征善战、接受激励的团队高质量地完成任务时。如销售团队。	当组织遭遇严重危机时。或者当组织遇到制造麻烦的员工时。当开始一项急迫的组织行动时。传统上的军事领导。

Robert House 的Path-Goal Theory[路径-目标理论]

命令型领导（Directive Leadership）>。此类领导往往向下属下达各项具体的工作命令。
支持型领导（Supportive Leadership）。此类领导往往表现得非常友好，关心员工。
参与型领导（Participative Leadership）。此类领导往往就工作任务主动与下属协商，征求下属意见和建议。
目标导向型领导（Achivevement-Oriented Leadership）。此类领导往往把目标订得过高，并希望员工绩效表现期望较高。

还有一些其它的:

    * Autocratic leadership
    * Bureaucratic leadership
    * Charismatic leadership
    * Democratic leadership or Participative leadership
    * Laissez-faire leadership
    * People-oriented leadership or Relations-Oriented leadership
    * Servant leadership
    * Task-oriented leadership
    * Transactional leadership
    * Transformational leadership

问题解决方法 (Problem Solving) 的一般步骤

Jimmy Gao — Sun, 09 Dec 2007 10:01:35 GMT

在工作中, 学习中, 都会遇到各种问题, 以下是problem solving 的一些基本步骤和方法, 里面用到的工具和技术我会在后面再详细介绍.

1) 量化问题

首先需要对当前面临的问题要有一个明确的定义, 找出现状和期望的情况之间的差距. 需要尽可能详细的描述, 并通过各种指标和数值进行量化.

比如: 上月销售业绩: 期望 30万, 现状10万.

只有清楚了当前问题是什么, 才能够解决.

常用工具或技术: 集思广义(Brain Storming) 专家判断

2) 寻找起因

针对当前的问题寻找根本原因, 在寻找原因的时候, 可能会发现很多原因, 但未必是真正的主要原因. 可通过鱼骨图和帕累托图进行分析

一个典型的鱼骨图:

一个典型的帕累托图:

3) 拟定备选方案和确定方案

对分析得出的主要原因寻找解决方案

一些技巧:

先列出所有备选方案 (可用brainstorming , 卡片张贴等方法)

确定备选方案的评估原则 (确定评估的指标)

对备选方案进行可行性评估和风险评估对最佳方案达成共识

常用的决策工具和技术:

   帕累托分析
   配对比较
   决策矩阵
   决策树
   力场分析法
   六顶思考帽
   PMI (Plus, minus, interesting)

5)实现结果

对最终选定的方案进行实施并加以检验

纵坐标的幻 - Hifar's Blog - 管理和思考

项目客户分析

项目经理为谁负责？

通过PMP 认证

The HP Way ：惠普之道

软件开发项目管理十一问

PMP 过程组整理

关于领导类型 leadership style

远见型领导 Visionary

教练型领导 (Coaching)

合作型领导 (Affiliative)

民主型领导 (Democratic)

领头型领导 (Pacesetting)

命令型领导 (Commanding)

领导特征

如何产生共鸣

领导风格对企业的影响

最佳运用时机

问题解决方法 (Problem Solving) 的一般步骤

远见型领导
Visionary

教练型领导
(Coaching)

合作型领导
(Affiliative)

民主型领导
(Democratic)

领头型领导
(Pacesetting)

命令型领导
(Commanding)