At the beginning of this year, I changed my job and came to a new company. It is a private company. The company’s rules and regulations are very standard. There is a PMO company office. During the team work, people with PMO will come back to learn about the progress. And risk, especially in a quarterly upgrade. Before upgrading the version number, a relative change step is required, and the audit is allowed to be executed. In this link, I have come to study PMP certification .
As project management skills are often used in work, and project managers who need PMP qualifications are often seen in project bidding, they began to start this year’s PMP learning process.
At the beginning, I searched for relevant PMP training institutions on Google, such as the teaching quality of the training institutions, the exam pass rate and the training methods, etc. It is really dazzling to people. Which training institution should I choose? I haven’t thought about it. Later, through communication with friends, I learned about a more reliable training organization, SPOTO.
Although there is only 3 months of study time, I think it is also one of the important nodes in my life. Around this exam, I have been preparing for the exam for three months. Also based on the knowledge I learned in the PMP training, I made further improvements and amendments to my life and career plan.
After three months of hard work, I successfully passed the PMP exam in September. The PMP exam preparation is temporary, but the ability is lasting. Not only did I get the PMP certification, but more importantly, I learned a lot of knowledge and provided me with a new set of thinking models.
1 Establish a knowledge panorama
PMBOK Knowledge Framework: Five process groups, ten knowledge areas, 49 processes, 132 tools and techniques (PMBOK6 P686)
2 items
The project has the characteristics of uniqueness, temporaryness, and gradual details: functional organization: project liaison, PM has small authority; matrix organization: project members obey the PM and functional manager “two bosses”, complex communication, but full use of resources; weak moment: PM power is less than the functional manager, weak decision-making power; balance moment: PM power is equal to the functional manager; strong moment: PM power is greater than the functional manager. Project-based organization: PM has the highest permissions; “homeless” after the project ends.
3 project sets
Project sets focus on interrelated and coordinatedly managed projects. Resource synergy can be achieved between multiple projects and the benefits can be maximized.
4 Portfolio
Portfolios are designed to achieve strategic objectives, managing multiple project sets and projects that are being undertaken simultaneously (and are not necessarily related). Make strategic trade-offs for business benefits.
5 five major process groups
Five process groups: Early in the project, the influence/risk and uncertainty of the parties involved are the greatest, and the cost of change is small. In the later period, the influence/risk and uncertainty of the relevant parties gradually decrease, but the cost of change gradually increases. Initiation meeting is held at the end of the initiation process, promulgation of the project charter and appointment of the project manager kick-off meeting At the end of the planning process group, the project plan is confirmed, the team members know each other, the top-down requirements, the bottom-up commitment, the establishment of communication relationships, the establishment of responsibility relationships
6 Business environmental factors
Business environment factors are internal and external conditions that the project team cannot control, but will affect, limit or act on the project, which may increase or limit the flexibility of management, and may also have a positive or negative impact. Common business environment factors include market conditions, business databases, information technology software, organizational culture, infrastructure, political environment, and resource availability.
7 Organizational process assets
Organizational process assets are formal and informal plans, processes, policies, procedures, and knowledge bases for executing and governing projects, as well as lessons learned and historical information.
8 Project Manager
The project manager is appointed by the executive organization to lead the team to achieve the project goals of the individual, responsible for the results of the team. Talent Triangle: Technology Project Management, Leadership, Strategy and Business Management.
9 Business Case
The business case includes business needs, situation analysis, recommendations and assessments, as well as agreed financial measurements (such as NPV, IRR, BCR, ROI and payback periods, etc.), answering the questions of yes, no, no, or no.
10 Project Charter
Project Charter: The appointment and authorization of the project manager is a formal approval document, which is generally used by senior managers when they need to understand the general direction of the project and high-level information. The project sponsor is the person in charge of the project charter and the provider of resources, and it is best for the sponsor to designate the PM as soon as possible, and the PM can participate in the formulation of the project charter to effectively improve the success rate of the project.
11 Suppose log
Hypothetical logging is an output of the project charter and an input to the risks.
12 Project Management Plan
The project management program consolidates and synthesizes all sub-management plans and benchmarks, as well as other information needed to manage the project. Memorize PMBOK6 P89 Table 4-1. Plans are approved by project stakeholders, at least important stakeholders. It’s not just the sponsors. 3 Change
Discovering changes – Understanding changes – Impact changes (if they can be unchanged or unchanged) – Submitting changes – Assessing impact (CCB) – Approving changes (CCB) – Notifying interested parties – Implementing changes – Updating documents
Any party may request a change, but only a formal written request will be accepted and processed. Update the change log after the change request is approved. Approved changes must be executed. PMs and teams cannot go to the CCB or implement the changes immediately without evaluating the changes. Emergency reserves can make decisions on small changes to the PM, which is also one of the key roles of the CCB. Key stakeholders and project teams in agile projects work together and can make decisions and change at any time. Whether or not a change is approved, it should be recorded in the change log and incorporated into organizational process assets. https://www.spotoclub.com
