Next, we will spend 10 weeks to learn the seventh edition of PMBOK with you. This article focuses on the methods and learning of artifacts in week 9 "Models, Methods and Artifacts".
(The following is a 10-week study plan, welcome to join in learning)
Different models are more likely to be used in different project performance domains. While the needs of the project, stakeholder, and organizational environment will determine which models are best suited for a particular project, some performance domains are more likely to use various models. Table 4-1 lists the performance domains that the various models are most likely to be used; but the project manager and project team are ultimately responsible for selecting the appropriate model for their projects.
Methods are the way to obtain results, outputs, results or project deliverables. Examples of the methods described here are commonly used to support project work. There are many other methods not covered in this article, either because they are used in project management in the same way as they are used in other disciplines (such as interviews, focus groups, checklists, etc.), or because they are not often used on a wide range of projects (i.e., these methods are only applicable to specific industries).
Many of these methods are related to the purpose they achieve (such as estimation or data collection), so they are all presented in a group. Other methods are related to the type of activities involved, such as those used in meetings and analysis groups.
The contents in this section are not intended to describe how to use a certain method. These descriptions are high-level introductions, and more detailed information is available from a number of sources, including PMIstandards+.
Data collection and analysis are methods to collect, evaluate and evaluate data and information in order to deepen your understanding of a certain situation. The output of the data analysis can be organized and presented by a workpiece shown in Section 4.6.6. The data collection and analysis methods described herein and the artifacts described in Section 4.6.6 are generally used to provide a basis for decision-making.
▶ alternative analysis. alternative analysis is used to evaluate the identified options in order to select which option or method to perform project work.
▶ hypotheses and constraints analysis. hypothesis condition is a factor that is considered correct, true or definite without evidence or proof. Constraints are limiting factors that have an impact on the execution of a project, project set, project portfolio or process. This form of analysis is designed to ensure that hypotheses and constraints are integrated into project plans and documents and that they are consistent.
▶ benchmark comparison. benchmark comparison is to compare actual or planned products, processes and practices with other comparable organizations' products, processes and practices. This comparison identifies best practices, forms improvement opinions, and provides a basis for performance appraisal.
▶ Commercial rationality analysis method. This set of analysis methods is related to authorizing projects or decisions, or is related to proving the rationality of projects or decisions. The results of the following analysis are often used in business argumentation to prove the rationality of carrying out the project:
▹ Investment recovery period . The payback period is the time it takes to recover the investment, usually in months or years.
▹ Internal rate of return (IRR). Internal rate of return is the discount rate that makes the net present value (NPV) equal to zero for all cash inflows.
▹ Rule of investment (ROI). Return on investment is the percentage return of the initial investment, calculated by first calculating the estimated average of all net income, and then dividing the estimated average by the initial cost.
▹ Net present value (NPV). Net present value is the future value of expected returns expressed as the value of these returns when investing.Net present value takes into account current and future costs and benefits as well as inflation .
▹ Cost-benefit analysis Cost-benefit analysis is a financial analysis method that compares the cost of a project with the benefits it brings.
▶ Checklist. checklist is a count table used as a checklist when collecting data. Can be used to collect data and divide it into categories. It can also be used to create histogram and matrix as described in Section 4.6.6.
▶ Quality cost. Quality cost includes all the following costs incurred throughout the product life cycle, namely: investments made to prevent products or services from not meeting requirements, costs incurred to assess whether products or services meet requirements, and losses caused by products or services not meeting requirements.
▶ decision tree analysis. Decision Tree Analysis is a graphical and computational method used to evaluate the possible consequences of multiple options related to a decision in uncertain situations. The decision tree can populate the individual branches of the decision tree using information generated from the analysis of expected currency value.
▶ earned value analysis. earned value analysis is an analysis method that uses a set of measurement metrics related to scope, schedule, and cost to determine project cost and schedule performance.
▶ Expected currency value (EMV). Expected currency value is the estimated value of the result expressed in currency form. It is used to quantify the value of uncertainty (such as risk) or to compare the value of alternatives that are not necessarily equivalent. The EMV is calculated by multiplying the probability of an event with the economic impact when it occurs.
▶ prediction. prediction is an estimate or estimate of future situations and events of the project based on existing information and knowledge. Qualitative prediction method uses the opinions and judgments of subject matter experts. Quantitative prediction method uses models, that is, predict future performance using past information. Causal prediction or economic prediction (such as regression analysis) determines variables that can have a significant impact on future results.
▶ impact chart. This graph is a graphical representation of the causal relationship, event chronological order and other relationships between variables and results.
▶ Lifecycle evaluation . This evaluation is a tool used to evaluate the overall environmental impact of a product, process or system. It includes all aspects of generating project deliverables, i.e. from the source of materials used in the deliverables to their distribution and final disposal.
▶ homemade or purchased for analysis. Homemade or out-of-purchase analysis is the process of collecting and organizing data about product requirements and analyzing alternatives such as procured products and in-house manufactured products.
▶ Probability and impact matrix. Probability and impact matrix is a table that maps the probability of each risk occurrence with the impact on the project goal once it occurs.
▶ process analysis. This analysis is a systematic review of the steps and procedures for carrying out activities.
▶ regression analysis. Regression Analysis is an analysis technique that establishes mathematical or statistical relationships by examining a series of input variables and their corresponding output results.
▶ Reserve analysis. This analytical technique is used to assess the number of project risks and the amount of reserves in progress and budget to determine whether these reserves are sufficient to deal with residual risks. Reserves help reduce risks to acceptable levels.
▶ root cause analysis. This analysis technique is used to determine the root cause of deviation, defect or risk. One root cause can cause multiple deviations, defects, or risks.
▶ sensitivity analysis. This analytical technique aims to correlate changes in project outcomes with changes in elements in quantitative risk analysis models to determine which individual project risks or other sources of uncertainty have the greatest potential impact on project outcomes.
▶ simulation. This analytical technique uses models to show the combined impact of various uncertain factors, thereby evaluating the potential impact of these factors on the target. Monte Carlo simulation is a method that uses multiple iterations of computer models to identify potential effects of risks and uncertainties to discover probability distribution situations of a range of outcomes that may result from a decision or practice.
▶ Stakeholder analysis. This technology determines who should consider the interests of the entire project through systematic collection and analysis of various quantitative and qualitative information related to stakeholders.
▶ SWOT Analysis. SWOT Analysis evaluates the strengths, weaknesses, opportunities, and threats of an organization, project, or program.
▶ Trend analysis. Trend Analysis uses mathematical models to predict future results based on historical data.
▶ value stream map. Value Stream Chart is a lean enterprise method used to record, analyze and improve the information or logistics required to produce products or provide services to customers.
▶ deviation analysis. deviation analysis is used to determine the degree and reason of the difference between actual performance and benchmarks.
▶ hypothetical scenario analysis. This analytical technology evaluates various scenarios and predicts their impact on project goals.
Estimation method is used to approximate the work, time or cost of a certain project.
▶ affinity group. affinity grouping involves placing each item into similar categories or combinations according to similarity. Common affinity groupings include T-shirt sizes and Fibonacci sequences.
▶ analogy estimate. analog estimates use historical data of similar activities or projects to evaluate the duration or cost of an activity or project.
▶ function point. function point is an estimate of the number of business functions in the information system. Function points are used to calculate the functional scale measurement (FSM) of a software system.
▶ Multi-point estimation. When there is uncertainty in a single activity estimate, multi-point estimation evaluates costs or duration by applying optimistic estimates, pessimistic estimates, and the most likely estimate mean or weighted average.
▶ parameter estimation. parameter estimation refers to the use of some algorithm to calculate the cost or duration based on historical data and project parameters.
▶ relative estimate. relative estimates can be used to create estimates that are derived from comparisons for similar efforts taking into account human input, complexity, and uncertainty. Relative estimation is not necessarily based on absolute units of cost or time. Story points are a common unitless measurement method used in relative estimation.
▶ single point estimation. Single-point estimation involves the use of data to calculate a value that reflects the best estimate. Single-point estimation is contrary to range estimation, which includes the best and worst cases.
▶ Story point estimate. Story Point Estimation involves allocating the abstract but associated human input points required by project team members to implement user stories. It allows project teams to understand the difficulty of the story while taking into account the complexity, risks and human investment involved.
▶ Broadband Delphi. broadband Delphi estimation method is a way of change in Delphi estimation, that is, the subject matter experts will complete multiple rounds of estimation, and after each round, discuss with the project team until a consensus is reached.For broadband Delphi estimation methods, those who proposed the highest and lowest estimates will explain their reasons, and then everyone will re-estimate. The process is repeated until it is close to consistency. Planning playing cards is a variation of the broadband Delphi estimation method.
Meetings are an important way to attract the participation of project teams and other stakeholders. They are the main communication methods throughout the project.
▶ to-do list refinement. At a detailed meeting of the to-do list, the project team will compile the to-do list in a progressive detail and (re) prioritize each of the items in order to determine the work done in the upcoming iteration.
▶ Bidder meeting. Meeting with potential sellers before preparing a bid or proposal is to ensure that all potential suppliers have a clear and consistent understanding of this procurement. The meeting is also called a contractor meeting, a supplier meeting or a pre-tender meeting.
▶ Change Control Committee . Change Control Committee meetings include those responsible for reviewing, evaluating, approving, postponing or rejecting project changes. The decisions made at this meeting will be recorded and communicated to relevant stakeholders. This meeting can also be called a change control meeting.
▶ Daily Station Meeting. Daily Site Meeting is a brief collaborative meeting during which the project team reviews progress on the previous day, announces plans for the day, and highlights any obstacles encountered or foreseeable. This meeting can also be called a "daily meeting".
▶ iterative planning meeting. Iteration planning meeting is used to clarify the details of the matters in the to-do list, acceptance criteria, and the work input required to achieve the upcoming iteration commitments. This meeting can also be called a sprint planning meeting.
▶ iterative review meeting. iteration review meeting is held at the end of an iteration and is intended to showcase the work done during that iteration. This meeting can also be called a sprint review meeting.
▶ starts construction. Start-up meeting is a meeting held when the project starts to be implemented. Project team members and other key stakeholders will come together to formally set expectations, reach consensus and start work. It establishes the beginning of a project, phase, or iteration.
▶ Lessons Learned Meeting. Lessons Learned Conference is used to identify and share knowledge gained during a project, phase or iteration process, with a focus on improving the performance of the project team. In addition to good practices and situations where very favorable results are produced, this meeting can also discuss things that could have been better handled.
▶ Planning meeting. Planning meetings are used to create, develop or review plans in detail and obtain commitments to the plans.
▶ project ends. project final meeting is used to obtain the final acceptance of the delivery scope by the sponsor, product owner or customer. This meeting shows that product delivery work has been completed.
▶ project review. Project Review Conference is an activity carried out at the end of a process or project, aiming to assess the status, evaluate the value delivered, and determine whether the project is ready to enter the next stage or hand over to operations.
▶ release plan. Release Planning Conference is a high-level plan to determine the release or change the product, deliverable or value increment.
▶ Review meeting. review meetings are regular workshops where participants discuss their work and results in order to improve processes and products. A review meeting is a form of lessons learned.
▶ Risk review. A meeting that analyzes the status of existing risks and identifies new risks.This includes determining whether the risk is still active and whether the risk attributes (such as probability, impact, urgency, etc.) have changed. and assess risk responses to determine whether they are effective or should be updated. New risks may be identified and analyzed, or risks that are no longer active may be turned off. Risk reassessment is an example of a risk review meeting.
▶ status meeting. Status Meetings are regular meetings designed to exchange and analyze information on the current progress of the project and its performance.
▶ Steering Committee. Senior stakeholders provide guidance and support to the project team and make meetings for decisions outside the project team’s authority.
The methods described in this section are not suitable for the specific categories mentioned above; but they are common methods for multiple purposes of projects.
▶ affects the map. impact map is a strategic planning method that serves as an visualization of roadmap for the organization during product development.
▶ modeling. Modeling is the process of creating a simplified representation of a system, solution, or deliverable, such as a prototype, schematic, or storyboard. Modeling can help further analysis by identifying gaps in the information, aspects of communication errors, or additional requirements.
▶ Net Recommended Value (NPS®). A measure of the willingness of a customer to recommend an organization's products or services to others. This value is used as an indicator of customer satisfaction with the organization's product or service, as well as customer loyalty to the brand.
▶ priority model. Priority Model is a method used to prioritize project portfolios, project sets, components of projects, and requirements, risks, characteristics, or other product information. For example, multi-standard weighted analysis and MoSCoW (“must have,” “should have,” “can have,” and “will not have”) methods.
▶ time box. time box is a short fixed period in which work will be completed, such as 1 week, 2 weeks, or 1 month.
In each performance domain, different methods may be more useful. While the requirements of delivery methods, products, and organizational environments will determine which approaches are best suited for a particular project, some performance domains are more likely to use specific methods. Table 4-2 lists the performance domains that each method is most likely to use; but the project manager and/or project team are ultimately responsible for selecting the appropriate method for their projects.
Artifacts are templates, files, outputs or project deliverables. Many documents or deliverables are not described here, for reasons that may be: (a) they have certain general properties, such as updates; (b) they are only applicable to specific industries; or (c) they are results created with specific methods, for example, although cost estimation results are an important artifact, they are results obtained with different estimation methods.
The contents in this section are not intended to describe how artifacts are developed or created. These descriptions are only high-level introductions, as project managers and/or project team members need to tailor the use of these artifacts to meet the needs of a specific project. There are many sources, including PMIstandards+, that provide more detailed information about these and other artifacts.
File created before or at the beginning of the project, involving strategic, commercial or high-level information related to the project. Strategic artifacts are developed at the beginning of a project and usually do not change, but may be reviewed throughout the project.
▶ Business argumentation. Business argument is a value proposition for the proposed project and may include financial and non-financial gains. Next, we will spend 10 weeks to learn the seventh edition of PMBOK with you. This article focuses on the methods and learning of artifacts in week 9 "Models, Methods and Artifacts". (The following is a 10-week study plan, welcome to join in learning)
Different models are more likely to be used in different project performance domains. While the needs of the project, stakeholder, and organizational environment will determine which models are best suited for a particular project, some performance domains are more likely to use various models. Table 4-1 lists the performance domains that the various models are most likely to be used; but the project manager and project team are ultimately responsible for selecting the appropriate model for their projects.
Methods are the way to obtain results, outputs, results or project deliverables. Examples of the methods described here are commonly used to support project work. There are many other methods not covered in this article, either because they are used in project management in the same way as they are used in other disciplines (such as interviews, focus groups, checklists, etc.), or because they are not often used on a wide range of projects (i.e., these methods are only applicable to specific industries).
Many of these methods are related to the purpose they achieve (such as estimation or data collection), so they are all presented in a group. Other methods are related to the type of activities involved, such as those used in meetings and analysis groups.
The contents in this section are not intended to describe how to use a certain method. These descriptions are high-level introductions, and more detailed information is available from a number of sources, including PMIstandards+.
Data collection and analysis are methods to collect, evaluate and evaluate data and information in order to deepen your understanding of a certain situation. The output of the data analysis can be organized and presented by a workpiece shown in Section 4.6.6. The data collection and analysis methods described herein and the artifacts described in Section 4.6.6 are generally used to provide a basis for decision-making.
▶ alternative analysis. alternative analysis is used to evaluate the identified options in order to select which option or method to perform project work.
▶ hypotheses and constraints analysis. hypothesis condition is a factor that is considered correct, true or definite without evidence or proof. Constraints are limiting factors that have an impact on the execution of a project, project set, project portfolio or process. This form of analysis is designed to ensure that hypotheses and constraints are integrated into project plans and documents and that they are consistent.
▶ benchmark comparison. benchmark comparison is to compare actual or planned products, processes and practices with other comparable organizations' products, processes and practices. This comparison identifies best practices, forms improvement opinions, and provides a basis for performance appraisal.
▶ Commercial rationality analysis method. This set of analysis methods is related to authorizing projects or decisions, or is related to proving the rationality of projects or decisions. The results of the following analysis are often used in business argumentation to prove the rationality of carrying out the project:
▹ Investment recovery period . The payback period is the time it takes to recover the investment, usually in months or years.
▹ Internal rate of return (IRR). Internal rate of return is the discount rate that makes the net present value (NPV) equal to zero for all cash inflows.
▹ Rule of investment (ROI). Return on investment is the percentage return of the initial investment, calculated by first calculating the estimated average of all net income, and then dividing the estimated average by the initial cost.
▹ Net present value (NPV). Net present value is the future value of expected returns expressed as the value of these returns when investing.Net present value takes into account current and future costs and benefits as well as inflation .
▹ Cost-benefit analysis Cost-benefit analysis is a financial analysis method that compares the cost of a project with the benefits it brings.
▶ Checklist. checklist is a count table used as a checklist when collecting data. Can be used to collect data and divide it into categories. It can also be used to create histogram and matrix as described in Section 4.6.6.
▶ Quality cost. Quality cost includes all the following costs incurred throughout the product life cycle, namely: investments made to prevent products or services from not meeting requirements, costs incurred to assess whether products or services meet requirements, and losses caused by products or services not meeting requirements.
▶ decision tree analysis. Decision Tree Analysis is a graphical and computational method used to evaluate the possible consequences of multiple options related to a decision in uncertain situations. The decision tree can populate the individual branches of the decision tree using information generated from the analysis of expected currency value.
▶ earned value analysis. earned value analysis is an analysis method that uses a set of measurement metrics related to scope, schedule, and cost to determine project cost and schedule performance.
▶ Expected currency value (EMV). Expected currency value is the estimated value of the result expressed in currency form. It is used to quantify the value of uncertainty (such as risk) or to compare the value of alternatives that are not necessarily equivalent. The EMV is calculated by multiplying the probability of an event with the economic impact when it occurs.
▶ prediction. prediction is an estimate or estimate of future situations and events of the project based on existing information and knowledge. Qualitative prediction method uses the opinions and judgments of subject matter experts. Quantitative prediction method uses models, that is, predict future performance using past information. Causal prediction or economic prediction (such as regression analysis) determines variables that can have a significant impact on future results.
▶ impact chart. This graph is a graphical representation of the causal relationship, event chronological order and other relationships between variables and results.
▶ Lifecycle evaluation . This evaluation is a tool used to evaluate the overall environmental impact of a product, process or system. It includes all aspects of generating project deliverables, i.e. from the source of materials used in the deliverables to their distribution and final disposal.
▶ homemade or purchased for analysis. Homemade or out-of-purchase analysis is the process of collecting and organizing data about product requirements and analyzing alternatives such as procured products and in-house manufactured products.
▶ Probability and impact matrix. Probability and impact matrix is a table that maps the probability of each risk occurrence with the impact on the project goal once it occurs.
▶ process analysis. This analysis is a systematic review of the steps and procedures for carrying out activities.
▶ regression analysis. Regression Analysis is an analysis technique that establishes mathematical or statistical relationships by examining a series of input variables and their corresponding output results.
▶ Reserve analysis. This analytical technique is used to assess the number of project risks and the amount of reserves in progress and budget to determine whether these reserves are sufficient to deal with residual risks. Reserves help reduce risks to acceptable levels.
▶ root cause analysis. This analysis technique is used to determine the root cause of deviation, defect or risk. One root cause can cause multiple deviations, defects, or risks.
▶ sensitivity analysis. This analytical technique aims to correlate changes in project outcomes with changes in elements in quantitative risk analysis models to determine which individual project risks or other sources of uncertainty have the greatest potential impact on project outcomes.
▶ simulation. This analytical technique uses models to show the combined impact of various uncertain factors, thereby evaluating the potential impact of these factors on the target. Monte Carlo simulation is a method that uses multiple iterations of computer models to identify potential effects of risks and uncertainties to discover probability distribution situations of a range of outcomes that may result from a decision or practice.
▶ Stakeholder analysis. This technology determines who should consider the interests of the entire project through systematic collection and analysis of various quantitative and qualitative information related to stakeholders.
▶ SWOT Analysis. SWOT Analysis evaluates the strengths, weaknesses, opportunities, and threats of an organization, project, or program.
▶ Trend analysis. Trend Analysis uses mathematical models to predict future results based on historical data.
▶ value stream map. Value Stream Chart is a lean enterprise method used to record, analyze and improve the information or logistics required to produce products or provide services to customers.
▶ deviation analysis. deviation analysis is used to determine the degree and reason of the difference between actual performance and benchmarks.
▶ hypothetical scenario analysis. This analytical technology evaluates various scenarios and predicts their impact on project goals.
Estimation method is used to approximate the work, time or cost of a certain project.
▶ affinity group. affinity grouping involves placing each item into similar categories or combinations according to similarity. Common affinity groupings include T-shirt sizes and Fibonacci sequences.
▶ analogy estimate. analog estimates use historical data of similar activities or projects to evaluate the duration or cost of an activity or project.
▶ function point. function point is an estimate of the number of business functions in the information system. Function points are used to calculate the functional scale measurement (FSM) of a software system.
▶ Multi-point estimation. When there is uncertainty in a single activity estimate, multi-point estimation evaluates costs or duration by applying optimistic estimates, pessimistic estimates, and the most likely estimate mean or weighted average.
▶ parameter estimation. parameter estimation refers to the use of some algorithm to calculate the cost or duration based on historical data and project parameters.
▶ relative estimate. relative estimates can be used to create estimates that are derived from comparisons for similar efforts taking into account human input, complexity, and uncertainty. Relative estimation is not necessarily based on absolute units of cost or time. Story points are a common unitless measurement method used in relative estimation.
▶ single point estimation. Single-point estimation involves the use of data to calculate a value that reflects the best estimate. Single-point estimation is contrary to range estimation, which includes the best and worst cases.
▶ Story point estimate. Story Point Estimation involves allocating the abstract but associated human input points required by project team members to implement user stories. It allows project teams to understand the difficulty of the story while taking into account the complexity, risks and human investment involved.
▶ Broadband Delphi. broadband Delphi estimation method is a way of change in Delphi estimation, that is, the subject matter experts will complete multiple rounds of estimation, and after each round, discuss with the project team until a consensus is reached.For broadband Delphi estimation methods, those who proposed the highest and lowest estimates will explain their reasons, and then everyone will re-estimate. The process is repeated until it is close to consistency. Planning playing cards is a variation of the broadband Delphi estimation method.
Meetings are an important way to attract the participation of project teams and other stakeholders. They are the main communication methods throughout the project.
▶ to-do list refinement. At a detailed meeting of the to-do list, the project team will compile the to-do list in a progressive detail and (re) prioritize each of the items in order to determine the work done in the upcoming iteration.
▶ Bidder meeting. Meeting with potential sellers before preparing a bid or proposal is to ensure that all potential suppliers have a clear and consistent understanding of this procurement. The meeting is also called a contractor meeting, a supplier meeting or a pre-tender meeting.
▶ Change Control Committee . Change Control Committee meetings include those responsible for reviewing, evaluating, approving, postponing or rejecting project changes. The decisions made at this meeting will be recorded and communicated to relevant stakeholders. This meeting can also be called a change control meeting.
▶ Daily Station Meeting. Daily Site Meeting is a brief collaborative meeting during which the project team reviews progress on the previous day, announces plans for the day, and highlights any obstacles encountered or foreseeable. This meeting can also be called a "daily meeting".
▶ iterative planning meeting. Iteration planning meeting is used to clarify the details of the matters in the to-do list, acceptance criteria, and the work input required to achieve the upcoming iteration commitments. This meeting can also be called a sprint planning meeting.
▶ iterative review meeting. iteration review meeting is held at the end of an iteration and is intended to showcase the work done during that iteration. This meeting can also be called a sprint review meeting.
▶ starts construction. Start-up meeting is a meeting held when the project starts to be implemented. Project team members and other key stakeholders will come together to formally set expectations, reach consensus and start work. It establishes the beginning of a project, phase, or iteration.
▶ Lessons Learned Meeting. Lessons Learned Conference is used to identify and share knowledge gained during a project, phase or iteration process, with a focus on improving the performance of the project team. In addition to good practices and situations where very favorable results are produced, this meeting can also discuss things that could have been better handled.
▶ Planning meeting. Planning meetings are used to create, develop or review plans in detail and obtain commitments to the plans.
▶ project ends. project final meeting is used to obtain the final acceptance of the delivery scope by the sponsor, product owner or customer. This meeting shows that product delivery work has been completed.
▶ project review. Project Review Conference is an activity carried out at the end of a process or project, aiming to assess the status, evaluate the value delivered, and determine whether the project is ready to enter the next stage or hand over to operations.
▶ release plan. Release Planning Conference is a high-level plan to determine the release or change the product, deliverable or value increment.
▶ Review meeting. review meetings are regular workshops where participants discuss their work and results in order to improve processes and products. A review meeting is a form of lessons learned.
▶ Risk review. A meeting that analyzes the status of existing risks and identifies new risks.This includes determining whether the risk is still active and whether the risk attributes (such as probability, impact, urgency, etc.) have changed. and assess risk responses to determine whether they are effective or should be updated. New risks may be identified and analyzed, or risks that are no longer active may be turned off. Risk reassessment is an example of a risk review meeting.
▶ status meeting. Status Meetings are regular meetings designed to exchange and analyze information on the current progress of the project and its performance.
▶ Steering Committee. Senior stakeholders provide guidance and support to the project team and make meetings for decisions outside the project team’s authority.
The methods described in this section are not suitable for the specific categories mentioned above; but they are common methods for multiple purposes of projects.
▶ affects the map. impact map is a strategic planning method that serves as an visualization of roadmap for the organization during product development.
▶ modeling. Modeling is the process of creating a simplified representation of a system, solution, or deliverable, such as a prototype, schematic, or storyboard. Modeling can help further analysis by identifying gaps in the information, aspects of communication errors, or additional requirements.
▶ Net Recommended Value (NPS®). A measure of the willingness of a customer to recommend an organization's products or services to others. This value is used as an indicator of customer satisfaction with the organization's product or service, as well as customer loyalty to the brand.
▶ priority model. Priority Model is a method used to prioritize project portfolios, project sets, components of projects, and requirements, risks, characteristics, or other product information. For example, multi-standard weighted analysis and MoSCoW (“must have,” “should have,” “can have,” and “will not have”) methods.
▶ time box. time box is a short fixed period in which work will be completed, such as 1 week, 2 weeks, or 1 month.
In each performance domain, different methods may be more useful. While the requirements of delivery methods, products, and organizational environments will determine which approaches are best suited for a particular project, some performance domains are more likely to use specific methods. Table 4-2 lists the performance domains that each method is most likely to use; but the project manager and/or project team are ultimately responsible for selecting the appropriate method for their projects.
Artifacts are templates, files, outputs or project deliverables. Many documents or deliverables are not described here, for reasons that may be: (a) they have certain general properties, such as updates; (b) they are only applicable to specific industries; or (c) they are results created with specific methods, for example, although cost estimation results are an important artifact, they are results obtained with different estimation methods.
The contents in this section are not intended to describe how artifacts are developed or created. These descriptions are only high-level introductions, as project managers and/or project team members need to tailor the use of these artifacts to meet the needs of a specific project. There are many sources, including PMIstandards+, that provide more detailed information about these and other artifacts.
File created before or at the beginning of the project, involving strategic, commercial or high-level information related to the project. Strategic artifacts are developed at the beginning of a project and usually do not change, but may be reviewed throughout the project.
▶ Business argumentation. Business argument is a value proposition for the proposed project and may include financial and non-financial gains.
▶ Business model canvas. This artifact is a one-page visual summary that describes the value proposition, infrastructure, customers and financial status. They are usually used in Lean Startup situations.
▶ Project introduction. Project Introduction is a high-level overview of the purpose, deliverables and processes of the project.
▶ Project Charter. Project Charter is a document published by the project initiator or sponsor, officially approves the project establishment and authorizes the project manager to use organizational resources to carry out project activities.
▶ Project Vision Manual. This file is a brief and high-level description of the project, introduces the purpose of the project, and inspires the project team to contribute to the project.
▶ Roadmap. The high-level timeline provided by this file describes milestones, important events, review activities and decision points.
Logs and Register are used to record the ever-evolving aspects of the project. They will be updated throughout the project. The terms log and register are sometimes used interchangeably. We often see the words "Risk Register" or "Risk Log" refer to the same artifact.
▶ Assumption log. hypothesis condition is a factor that is considered correct, true or definite without evidence or proof. The constraints are factors that limit the schemes that manage projects, project sets, project portfolios, or processes. The assumption log records all assumptions and constraints throughout the project.
▶ to do list. To-do list is an ordered list of work to be completed. Projects may include product to-do lists, demand to-do lists, obstacle to-do lists, etc. Things on the to-do list are prioritized. Then arrange high-priority work for the upcoming iteration.
▶ Change log. change log is a comprehensive list of changes submitted during the project and their current status. The change can be a modification to any formally controlled deliverable, project management plan components or project files.
▶ Problem log. problem is the current conditions or situation that can have an impact on the project goals. The problem log is used to record and monitor information related to unresolved issues. Problems will be assigned to the responsible party for follow-up and resolution.
▶ Lessons Learned Register. Lessons Learned Register can be used to record project documents of knowledge gained during a project, phase, or iteration so that this knowledge can be used in the future to improve the performance of teams and organizations.
▶ Risk adjustment to-do list. Risk Adjustment To-Do List contains the work required for the product, as well as actions to deal with threats and opportunities.
▶ Risk Registration. Risk Register is a storage file that records the output of the risk management process. Information in the risk register may include the person in charge of the relevant management risk, probability, impact, risk score, planned risk response, and other information used to obtain a high-level understanding of individual risks.
▶ Stakeholder Register. Stakeholder Register records information related to project stakeholders, including assessment and classification of project stakeholders.
Plan is the proposed way to achieve a certain goal. The project team develops plans for all aspects of the project and/or integrates all this information into the overall project management plan. Plans are usually written documents, but may also be displayed on a visual/virtual whiteboard.
▶ Change control plan. Change Plan is a component of the project management plan to establish a change control committee, record its authority, and explain how to implement the change control system.
▶ Communication Management Plan. This plan is a component of the project, project set or project portfolio to manage plans, describing how, when, and who will manage and disseminate project information.
▶ Cost Management Plan. This plan is a component of a project or project set management plan that describes how to plan, arrange and control costs.
▶ iteration plan. This plan is a detailed plan for the current iteration.
▶ Purchase Management Plan. This plan is a component of a project or project set management plan that illustrates how the project team will obtain items and services from outside the execution organization.
▶ Project Management Plan. Project Management Plan is a document that describes how to execute, supervise, control and end a project.
▶ Quality Management Plan . This plan is a component of a project or project set management plan that describes how applicable policies, processes and guidelines are implemented to achieve quality goals.
▶ release plan. This plan sets the expected value of the date, characteristics, and/or results expected across multiple iterations.
▶ Requirement Management Plan. This plan is a component of a project or project set management plan that describes how requirements will be analyzed, documented, and managed.
▶ Resource Management Plan. This plan is a component of the project management plan that describes how to obtain, allocate, supervise and control project resources.
▶ Risk Management Plan. This plan is a component of a project, project set or portfolio management plan, explaining how risk management activities will be structured and implemented.
▶ scope management plan. This plan is a component of a project or project set management plan that describes how the scope of the project will be defined, formulated, supervised, controlled and confirmed.
▶ progress management plan. This plan is a component of a project or project set management plan that establishes guidelines and determines activities for the formulation, supervision and control of project progress.
▶ stakeholders participate in the plan. This program is a component of the project management plan, which promotes the strategies and actions required for effective participation of stakeholders in the decision-making and execution of the project or project set.
▶ test plan. This document describes the deliverables to be tested, the tests to be conducted, and the process to be used in the test. It forms the basis for formal testing of components and deliverables.
Hierarchy diagram starts with high-level information and will be gradually decomposed into more levels of detailed information. Information at a higher level includes all information at a lower or subordinate level. As people learn more about the project, the hierarchy graph is often broken down into more hierarchical details.
▶ Type decomposition structure . This chart is a hierarchical description of project organization, showing the relationship between project activities and organizational units that perform these activities.
▶ product decomposition structure. This chart reflects the hierarchy of product components and deliverables.
▶ resource decomposition structure. This chart is a hierarchical description of resources by category and type.
▶ Risk decomposition structure. This chart is a hierarchical description of the source of potential risks.
▶ working decomposition structure (WBS). This chart is a hierarchical decomposition of the entire scope of work that the project team needs to implement in order to achieve project goals and create required deliverables.
Benchmark is an approved work product or plan version.Actual performance is compared to the benchmark to identify bias.
▶ budget. cost benchmark is an approved estimate of the entire project, any work breakdown structural component, or any progress activity.
▶ milestone progress plan. is used to display milestones with planned dates and is a progress plan type.
▶ Performance measurement benchmark. The scope, schedule and cost benchmarks integrated into are used to compare project execution to manage, measure and control project performance.
▶ Project progress plan. Project Progress Plan is the output of the progress model, marking the plan date, duration, milestone and resources for each related activities.
▶ range benchmark. This benchmark is an approved scope specification, working breakdown structure (WBS) and corresponding WBS dictionary that can be changed through formal change control procedures and is used as a basis for comparison with actual results.
Visual data and information are artifacts that organize and present data and information in visual formats such as charts, graphics, matrices and diagrams. Visualizing data makes it easier for people to understand data and convert it into information. Visual artifacts are usually generated after data is collected and analyzed. These artifacts help in decision-making and prioritization.
▶ affinity diagram. A graph that displays grouping a large number of ideas for further review and analysis.
▶ burnout picture/ignition picture. This chart is a graphical representation of the remaining work in the time box, or a graphical representation of the completed work for the release of the product or project deliverable.
▶ Causal diagram. This graph is a visual representation that helps trace the root cause of unexpected results.
▶ cumulative flow chart (CFD). This chart can display features completed within a certain period of time, features in other development status, and features in the to-do list. It may also include features in an intermediate state, such as features that have been designed but not yet built, features in quality assurance, or features in testing.
▶ cycle time chart. This graphic can display the average cycle time of work completed within a certain period of time. The periodic time chart can be displayed as a scatter plot or a cross-path plot.
▶ dashboard. This set of charts and graphs can show progress or performance made relative to important indicators of the project.
▶ flow chart. This graph can describe the input, process behavior and output of one or more processes in a certain system.
▶ Gantt chart . This horizontal path diagram can display progress information, list activities vertically, indicate the date horizontally, and use horizontal bars to indicate the duration of the activity from the start date to the end date.
▶ histogram. A bar chart showing quantitative data.
▶ information transmission source. This artifact is a visible physical display that provides information to the rest of the organization, thereby achieving timely knowledge sharing.
▶ lead time chart. This graph shows the trend of the average lead time of things done at work over time. The lead time chart can be displayed as a scatter plot or a horizontal plot.
▶ priority matrix. This matrix is a scatter plot with the horizontal axis being human investment and the vertical axis being value. It is divided into four quadrants to classify the content by priority.
▶ project progress network diagram. This graph represents the logical relationship between project progress activities.
▶ Requirement tracking matrix . This matrix connects product requirements from its source to deliverables that meet the requirements.
▶ Responsibility allocation matrix (RAM). This matrix is a table that displays project resources assigned to each work package. The RACI matrix is a common method for displaying stakeholders who are executed, accountable, consulted or informed and related to project activities, decisions and deliverables.
▶ scatter plot. This graph can show the relationship between two variables.
▶ S curve. This graph can display the accumulated costs in a specific period of time.
▶ Stakeholder participation evaluation matrix. This matrix compares the current level of participation of stakeholders with the desired level of participation.
▶ Story picture. Story Picture is a visual model of all the features and functions that an established product should have, aiming to give the project team an overall understanding of the products it creates and why it creates.
▶ Yield Chart. This chart can display the number of deliverables accepted within a certain period of time. Yield charts can be displayed as scatter plots or cross-path plots.
▶ use case. This artifact describes and explores how users interact with the system to achieve specific goals.
▶ value flow graph method. This is a lean enterprise method used to record, analyze and improve the information or logistics required to produce products or provide services to customers. The value stream graph method can be used to identify waste situations.
▶ speed chart. This chart tracks the speed at which deliverables are produced, confirmed and accepted over predefined time intervals.
Report is a formal information record or summary. Reports can convey relevant (usually abstract) information to stakeholders. Reports are usually provided to stakeholders interested in project status, such as sponsors, business owners, or Project Management Office (PMO).
▶ quality report. This project file includes quality management issues, corrective measures suggestions, and summary of situations found in quality control activities. It may include recommendations for process, project and product improvements.
▶ risk report. This project file will be updated continuously throughout the project risk management process to outline the risk situation of individual projects and the degree of overall project risk.
▶ status report. This file provides a report on the current status of the project. It may include information on progress since the last report and forecasts of cost performance and progress performance.
Agreement is any file or communication result that defines the intention of both parties. In a project, the agreement takes the form of contract or other defined mutual understanding. A contract refers to an agreement that is binding on both parties, forcing the seller to provide the specified products, services or results, and forcing the buyer to pay the corresponding fees. There are different types of contracts, some of which are total price contracts or cost compensation contracts.
▶ Total price contract. Such contracts involve setting a total price for well-defined products, services or results. The total price contract includes a fixed total price contract (FFP), a total price plus incentive fee contract
(FPIF), and a total price plus economic price adjustment contract (FP-EPA), etc.
▶ Cost compensation contract. Such contracts involve paying the seller the actual cost incurred in order to complete the work, plus a fee representing the seller's profits. These contracts are often adopted when the scope of the project is unclear or changes frequently. Cost compensation contracts include cost plus reward fee contracts (CPAF), cost plus fixed fee contracts (CPFF), and cost plus incentive fee contracts (CPIF).
▶ Materials (T&M) Contract. This contract stipulates a fixed rate, but there is no accurate work instructions. It can be used to expand personnel, get subject matter experts and any external support.
▶ Uncertain Delivery and Quantity Contract (IDIQ). This contract stipulates that goods or services must be provided in a fixed period of uncertain quantities (but with lower and upper limits). These contracts can be used in construction, engineering or information technology projects.
▶ Other protocols. Other agreement types include memorandum of understanding (MOU), memorandum of agreement (MOA), service level agreement (SLA), basic order agreement (BOA), etc.
The files and deliverables described here are not suitable for the specific categories described above, but they are important artifacts when used for a variety of other purposes.
▶ Activity List. This file will provide a form that records progress activities, including activity descriptions, activity identifications and a sufficiently detailed description of the scope of work so that project team members can understand the work they need to perform.
▶ tender file. tender documents are used to solicit proposals from potential sellers. Depending on the required goods or services, the bidding documents may include:
▹ Invitation for Information (RFI);
▹ Invitation for Quotation (RFQ);
▹ Invitation for Recommendation (RFP).
▶ Measurement indicator. metrics describe a certain attribute and how it is measured.
▶ Project Calendar. This calendar determines the available working days and work shifts for progress activities.
▶ requirement file. This file records product requirements and relevant information required to manage these requirements, including relevant categories, priorities and acceptance criteria.
▶ Project Team Charter. This file records the values, consensus and work guidelines of the project team, and makes clear provisions on the acceptable behavior of project team members.
▶ User story. User Stories briefly describe the outcomes targeting specific users and ensure that details can be clarified through conversations.
Different artifacts may be more useful in different performance domains. While delivery methods, products, and organizational environments will determine which artifacts are best suited for a particular project, some performance domains are more likely to use specific artifacts. Table 4-3 lists the performance domains that are most likely to use various artifacts; but the project manager and/or project team are ultimately responsible for selecting and cutting the appropriate artifacts for their projects.
week 9 The study ends, and the study of all theoretical knowledge modules in the seventh edition of PMBOK will come to an end. We will make corresponding summary for week 10, and at the same time, we will also publish some insights on project management after combining work practice.
Follow the official account "Wang Xiaoxiao's Lonely Planet", and reply in the background: Get the PMBOK information and you can get the relevant learning materials for the seventh edition of PMBOK.
If my output is helpful to you, like + follow, join PMBK version 7 together to complete the study plan in 10 weeks. See you in the next article.
▶ Communication Management Plan. This plan is a component of the project, project set or project portfolio to manage plans, describing how, when, and who will manage and disseminate project information.
▶ Cost Management Plan. This plan is a component of a project or project set management plan that describes how to plan, arrange and control costs.
▶ iteration plan. This plan is a detailed plan for the current iteration.
▶ Purchase Management Plan. This plan is a component of a project or project set management plan that illustrates how the project team will obtain items and services from outside the execution organization.
▶ Project Management Plan. Project Management Plan is a document that describes how to execute, supervise, control and end a project.
▶ Quality Management Plan . This plan is a component of a project or project set management plan that describes how applicable policies, processes and guidelines are implemented to achieve quality goals.
▶ release plan. This plan sets the expected value of the date, characteristics, and/or results expected across multiple iterations.
▶ Requirement Management Plan. This plan is a component of a project or project set management plan that describes how requirements will be analyzed, documented, and managed.
▶ Resource Management Plan. This plan is a component of the project management plan that describes how to obtain, allocate, supervise and control project resources.
▶ Risk Management Plan. This plan is a component of a project, project set or portfolio management plan, explaining how risk management activities will be structured and implemented.
▶ scope management plan. This plan is a component of a project or project set management plan that describes how the scope of the project will be defined, formulated, supervised, controlled and confirmed.
▶ progress management plan. This plan is a component of a project or project set management plan that establishes guidelines and determines activities for the formulation, supervision and control of project progress.
▶ stakeholders participate in the plan. This program is a component of the project management plan, which promotes the strategies and actions required for effective participation of stakeholders in the decision-making and execution of the project or project set.
▶ test plan. This document describes the deliverables to be tested, the tests to be conducted, and the process to be used in the test. It forms the basis for formal testing of components and deliverables.
Hierarchy diagram starts with high-level information and will be gradually decomposed into more levels of detailed information. Information at a higher level includes all information at a lower or subordinate level. As people learn more about the project, the hierarchy graph is often broken down into more hierarchical details.
▶ Type decomposition structure . This chart is a hierarchical description of project organization, showing the relationship between project activities and organizational units that perform these activities.
▶ product decomposition structure. This chart reflects the hierarchy of product components and deliverables.
▶ resource decomposition structure. This chart is a hierarchical description of resources by category and type.
▶ Risk decomposition structure. This chart is a hierarchical description of the source of potential risks.
▶ working decomposition structure (WBS). This chart is a hierarchical decomposition of the entire scope of work that the project team needs to implement in order to achieve project goals and create required deliverables.
Benchmark is an approved work product or plan version.Actual performance is compared to the benchmark to identify bias.
▶ budget. cost benchmark is an approved estimate of the entire project, any work breakdown structural component, or any progress activity.
▶ milestone progress plan. is used to display milestones with planned dates and is a progress plan type.
▶ Performance measurement benchmark. The scope, schedule and cost benchmarks integrated into are used to compare project execution to manage, measure and control project performance.
▶ Project progress plan. Project Progress Plan is the output of the progress model, marking the plan date, duration, milestone and resources for each related activities.
▶ range benchmark. This benchmark is an approved scope specification, working breakdown structure (WBS) and corresponding WBS dictionary that can be changed through formal change control procedures and is used as a basis for comparison with actual results.
Visual data and information are artifacts that organize and present data and information in visual formats such as charts, graphics, matrices and diagrams. Visualizing data makes it easier for people to understand data and convert it into information. Visual artifacts are usually generated after data is collected and analyzed. These artifacts help in decision-making and prioritization.
▶ affinity diagram. A graph that displays grouping a large number of ideas for further review and analysis.
▶ burnout picture/ignition picture. This chart is a graphical representation of the remaining work in the time box, or a graphical representation of the completed work for the release of the product or project deliverable.
▶ Causal diagram. This graph is a visual representation that helps trace the root cause of unexpected results.
▶ cumulative flow chart (CFD). This chart can display features completed within a certain period of time, features in other development status, and features in the to-do list. It may also include features in an intermediate state, such as features that have been designed but not yet built, features in quality assurance, or features in testing.
▶ cycle time chart. This graphic can display the average cycle time of work completed within a certain period of time. The periodic time chart can be displayed as a scatter plot or a cross-path plot.
▶ dashboard. This set of charts and graphs can show progress or performance made relative to important indicators of the project.
▶ flow chart. This graph can describe the input, process behavior and output of one or more processes in a certain system.
▶ Gantt chart . This horizontal path diagram can display progress information, list activities vertically, indicate the date horizontally, and use horizontal bars to indicate the duration of the activity from the start date to the end date.
▶ histogram. A bar chart showing quantitative data.
▶ information transmission source. This artifact is a visible physical display that provides information to the rest of the organization, thereby achieving timely knowledge sharing.
▶ lead time chart. This graph shows the trend of the average lead time of things done at work over time. The lead time chart can be displayed as a scatter plot or a horizontal plot.
▶ priority matrix. This matrix is a scatter plot with the horizontal axis being human investment and the vertical axis being value. It is divided into four quadrants to classify the content by priority.
▶ project progress network diagram. This graph represents the logical relationship between project progress activities.
▶ Requirement tracking matrix . This matrix connects product requirements from its source to deliverables that meet the requirements.
▶ Responsibility allocation matrix (RAM). This matrix is a table that displays project resources assigned to each work package. The RACI matrix is a common method for displaying stakeholders who are executed, accountable, consulted or informed and related to project activities, decisions and deliverables.
▶ scatter plot. This graph can show the relationship between two variables.
▶ S curve. This graph can display the accumulated costs in a specific period of time.
▶ Stakeholder participation evaluation matrix. This matrix compares the current level of participation of stakeholders with the desired level of participation.
▶ Story picture. Story Picture is a visual model of all the features and functions that an established product should have, aiming to give the project team an overall understanding of the products it creates and why it creates.
▶ Yield Chart. This chart can display the number of deliverables accepted within a certain period of time. Yield charts can be displayed as scatter plots or cross-path plots.
▶ use case. This artifact describes and explores how users interact with the system to achieve specific goals.
▶ value flow graph method. This is a lean enterprise method used to record, analyze and improve the information or logistics required to produce products or provide services to customers. The value stream graph method can be used to identify waste situations.
▶ speed chart. This chart tracks the speed at which deliverables are produced, confirmed and accepted over predefined time intervals.
Report is a formal information record or summary. Reports can convey relevant (usually abstract) information to stakeholders. Reports are usually provided to stakeholders interested in project status, such as sponsors, business owners, or Project Management Office (PMO).
▶ quality report. This project file includes quality management issues, corrective measures suggestions, and summary of situations found in quality control activities. It may include recommendations for process, project and product improvements.
▶ risk report. This project file will be updated continuously throughout the project risk management process to outline the risk situation of individual projects and the degree of overall project risk.
▶ status report. This file provides a report on the current status of the project. It may include information on progress since the last report and forecasts of cost performance and progress performance.
Agreement is any file or communication result that defines the intention of both parties. In a project, the agreement takes the form of contract or other defined mutual understanding. A contract refers to an agreement that is binding on both parties, forcing the seller to provide the specified products, services or results, and forcing the buyer to pay the corresponding fees. There are different types of contracts, some of which are total price contracts or cost compensation contracts.
▶ Total price contract. Such contracts involve setting a total price for well-defined products, services or results. The total price contract includes a fixed total price contract (FFP), a total price plus incentive fee contract
(FPIF), and a total price plus economic price adjustment contract (FP-EPA), etc.
▶ Cost compensation contract. Such contracts involve paying the seller the actual cost incurred in order to complete the work, plus a fee representing the seller's profits. These contracts are often adopted when the scope of the project is unclear or changes frequently. Cost compensation contracts include cost plus reward fee contracts (CPAF), cost plus fixed fee contracts (CPFF), and cost plus incentive fee contracts (CPIF).
▶ Materials (T&M) Contract. This contract stipulates a fixed rate, but there is no accurate work instructions. It can be used to expand personnel, get subject matter experts and any external support.
▶ Uncertain Delivery and Quantity Contract (IDIQ). This contract stipulates that goods or services must be provided in a fixed period of uncertain quantities (but with lower and upper limits). These contracts can be used in construction, engineering or information technology projects.
▶ Other protocols. Other agreement types include memorandum of understanding (MOU), memorandum of agreement (MOA), service level agreement (SLA), basic order agreement (BOA), etc.
The files and deliverables described here are not suitable for the specific categories described above, but they are important artifacts when used for a variety of other purposes.
▶ Activity List. This file will provide a form that records progress activities, including activity descriptions, activity identifications and a sufficiently detailed description of the scope of work so that project team members can understand the work they need to perform.
▶ tender file. tender documents are used to solicit proposals from potential sellers. Depending on the required goods or services, the bidding documents may include:
▹ Invitation for Information (RFI);
▹ Invitation for Quotation (RFQ);
▹ Invitation for Recommendation (RFP).
▶ Measurement indicator. metrics describe a certain attribute and how it is measured.
▶ Project Calendar. This calendar determines the available working days and work shifts for progress activities.
▶ requirement file. This file records product requirements and relevant information required to manage these requirements, including relevant categories, priorities and acceptance criteria.
▶ Project Team Charter. This file records the values, consensus and work guidelines of the project team, and makes clear provisions on the acceptable behavior of project team members.
▶ User story. User Stories briefly describe the outcomes targeting specific users and ensure that details can be clarified through conversations.
Different artifacts may be more useful in different performance domains. While delivery methods, products, and organizational environments will determine which artifacts are best suited for a particular project, some performance domains are more likely to use specific artifacts. Table 4-3 lists the performance domains that are most likely to use various artifacts; but the project manager and/or project team are ultimately responsible for selecting and cutting the appropriate artifacts for their projects.
week 9 The study ends, and the study of all theoretical knowledge modules in the seventh edition of PMBOK will come to an end. We will make corresponding summary for week 10, and at the same time, we will also publish some insights on project management after combining work practice.
Follow the official account "Wang Xiaoxiao's Lonely Planet", and reply in the background: Get the PMBOK information and you can get the relevant learning materials for the seventh edition of PMBOK.
If my output is helpful to you, like + follow, join PMBK version 7 together to complete the study plan in 10 weeks. See you in the next article.
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-