Project Management Body of Knowledge (PMBOK) 專案管理知識體

1. Project Management Body of Knowledge (PMBOK)專案管理知識體

2. Project Integration Management 961759 陳冠宇

4. Project Integration Management Processes 1.Develop Project Charter ----Develop project charter that formally authorizes a project or a project phase 2. Develop Project Management Plan ----Documenting the actions necessary to define ,prepare ,integrate ,and coordinate all subsidiary plans into a project management plan 3.Direct and Manage Project Execution ----Executing the work defined in the project management plan to achieve the project’s requirement defined in the project scope statement

5. Project Integration Management Processes 4.Monitor and Control Project Work ----Monitoring and controlling the processes used to initiate ,plan ,execute ,and close a project to meet the performance objectives defined in the project management plan 5.Integrated Change Control ----Review all change requests ,approving changes ,and controlling changes to the deliverables and organizational process assets 6.Close Project ----Finalizing all activities across all of the Project Management Process Groups to formally close the project or a project phase

6. Projects are chartered and authorized ,as a result of one or more of the following A market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages) A business need A customer request A technological advance A legal requirement A social need

7. Develop Project CharterInput ,Tools & Techniques ,Outputs

8. Develop Project Management Plan Develop Project Management Plan is the process of documenting the actions necessary to define ,prepare ,integrate ,and coordinate all subsidiary plans. The project management plan defines how the project is executed ,monitored and controlled ,and closed.

9. Develop Project Management PlanInput , Tools & Techniques , Outputs

10. Direct and Manage Project Execution Perform activities to accomplish project requirements Create project deliverables Staff ,train ,and manage the team members assigned to the project Implement the planned methods and standards Establish and manage project communication channels ,both external and internal to the project team

11. Direct and Manage Project Execution Generate project data ,such as cost ,schedule ,technical and quality progress ,and status to facilitate forecasting Issue change requests and adapt approved changes into the project’s scope ,plan ,and environment Manage risks and implement risk response activities Manage sellers and suppliers Collect and document lessons learned ,and implement approved process improvement activities

12. Requires implementation of approved changes covering • Corrective action ----Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan • Preventive action ----A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risk • Defect repair ----The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component

13. Direct and Manage Project ExecutionInput , Tools & Techniques , Outputs

14. Monitor and Control Project Work Comparing actual project performance against the project management plan Assessing performance to determine whether any corrective or preventive actions are indicated ,and then recommending those actions as necessary Identifying new risk are identified ,their status is reported ,and that appropriate risk response plans are being executed

15. Monitor and Control Project Work Maintaining an accurate ,timely information base concerning the project’s product(s) and their associated documentation through project completion Providing information to support status reporting ,progress measurement ,and forecasting Providing forecasts to update current cost and current schedule information Monitoring implementation of approved changes as they occur

16. Monitor and Control Project Work Input , Tools & Techniques , Outputs

17. Integrated Change Control Establishes an evolutionary method to consistently identify and request changes to established baselines ,and to access the value and effectiveness of those changes Provides opportunities to continuously validate and improve the project by considering the impact of each change Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders

18. Integrated Change ControlInput , Tools & Techniques , Outputs

19. Close Project or Phase Actions and activities necessary to satisfy completion or exit criteria for the phase or project Actions and activities necessary to transfer the project’s products ,services ,or results to the next phase or to production and/or operations Activities needed to collect project or phase records ,audit project success or failure ,gather lessons learned and archive project information for future use by the organization

20. Close Project or PhaseInput , Tools & Techniques , Outputs

21. P.S. Because of the following project , the Project Integration Management was certain to carry weight. • Manhattan Project • Project Apollo

22. Project scope management 961726 蕭祥諭

44. Project Time Management 961715 唐偉傑

45. Project Management

46. Activity Definition • The process of identifying the specific actions to be performed to produce the project deliveribles • Activity Sequencing • The process of identifying documenting relationships among the project activities. • Activity Resource Estimating • The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activities. • Activity Duration Estimating • The process of approximating the number of work periods needed to complete individual activities with estimated resources.

48. Activity Definition Input: 1.Scope baseline • The project deliverables, constraints and assumptions documented in the project scope baseline are considered explicitly while defining activities. 2.Enterprise Environmental Factors • The enterprise environmental factors that can influence the Define Activities process include, the project management information systems (pmis) 3.Organizational Process Assets Process (Tools and Techniques) 1.Decomposition • The technique of decompositions, as applied to defining activities, involves subdividing the project work packages into smaller, more manageable components called activities. 2.Templates • A standard activity list or a portion of an activity list from a previous project is often usable as a template for a new project. Output: 1.Activity List 2.Activity Attributes 3.Milestone List

50. Activity Sequencing Input: 1.Scope baseline 2.Activity List 3.Activity Attributes 4.Milestone List Process (Tools and Techniques) 1.PDM • F-S、F-F、S-S、S-F 2.Dependency Determination • Mandatory dependencies • Discretionary dependencies • External dependencies 3.Applying Leads and Lags Output: 1.Project Schedule Network Diagrams • Are schematic displays of the project’s schedule activities and the logical relationships among them, also referred to as dependencies. 2.Activity List (Updates) 3.Activity Attributes (Updates)