IT信息开发项目管理[深入浅出PMP.项目管理].OReilly.Head.First.PMP.pdf

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1、Head First PMPby Jennifer Greene,PMP and Andrew Stellman,PMPCopyright 2007 OReilly Media,Inc.All rights reserved.Printed in the United States of America.Published by OReilly Media,Inc.,1005 Gravenstein Highway North,Sebastopol,CA 95472.OReilly Media books may be purchased for educational,business,or

2、 sales promotional use.Online editions are also available for most titles().For more information,contact our corporate/institutional sales department:(800)998-9938 or .Series Creators:Kathy Sierra,Bert BatesSeries Editor:Brett D.McLaughlinAcquisitions Editor:Mary OBrienDesign Editor:Louise BarrCover

3、 Designers:Louise Barr,Steve FehlerProduction Editor:Sanders KleinfeldIndexer:Julie HawksPage Viewers:Quentin the whippet and Tequila the pomeranianPrinting History:March 2007:First Edition.The OReilly logo is a registered trademark of OReilly Media,Inc.The Head First series designations,Head First

4、PMP,and related trade dress are trademarks of OReilly Media,Inc.PMP and PMBOK are registered marks of Project Management Institute,Inc.Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks.Where those designations appear in this book,and O

5、Reilly Media,Inc.,was aware of a trademark claim,the designations have been printed in caps or initial caps.While every precaution has been taken in the preparation of this book,the publisher and the authors assume no responsibility for errors or omissions,or for damages resulting from the use of th

6、e information contained herein.No dogs,rabbits,or bears were harmed in the making of this book.Okay,maybe one bear but hell get over it.ISBN-10:0-596-10234-8ISBN-13:978-0-596-10234-0M you are here 4 509project risk managementHow you deal with riskWhen youre planning your project,risks are still unce

7、rtain:they havent happened yet.But eventually,some of the risks that you plan for do happen.And thats when you have to deal with them.There are four basic ways to handle a risk:AvoidThe best thing that you can do with a risk is avoid itif you can prevent it from happening,it definitely wont hurt you

8、r project.1 1 MitigateIf you cant avoid the risk,you can mitigate it.This means taking some sort of action that will cause it to do as little damage to your project as possible.2 2 TransferOne effective way to deal with a risk is to pay someone else to accept it for you.The most common way to do thi

9、s is to buy insurance.3 3 AcceptWhen you cant avoid,mitigate,or transfer a risk,then you have to accept it.But even when you accept a risk,at least youve looked at the alternatives and you know what will happen if it occurs.4 4The easiest way to avoid this risk is to walk away from the cliff but tha

10、t may not be an option on this project.If you cant avoid the risk,and theres nothing you can do to reduce its impact,then accepting it is your only choice.Looks like falling is the best option.520 Chapter 11Where to look for risksA good way to understand risks for the exam is to know where they come

11、 from.If you start thinking about how you find risks on your project,it will help you figure out how to handle them.Here are a few things to keep in mind when youre looking for risks:These areas are a good start,but there are plenty of other places on your project where you can find risks.Can you th

12、ink of some of them?find all the risksYou cant always depend on all the resources you were promised.Have you ever been promised a person,equipment,conference room,or some other resource,only to be told at the last minute that the resource you were depending on wasnt available?What about having a cri

13、tical team member get sick or leave the company at the worst possible time?Check your list of resources.If a resource might not be available to you when you need it,then thats a risk.1 1The critical path is full of risks.Remember the critical path method from the Time Management chapter?Well,an acti

14、vity on the critical path is a lot riskier than an activity with plenty of float,because any delay in that activity will delay the project.2 2”When you assume.”Have you ever heard that old saying about what happens when you assume?At the beginning of the project,your team had to make a bunch of assu

15、mptions in order to do your estimates.But some of those assumptions may not actually be true,even though you needed to make them for the sake of the estimate.Its a good thing you wrote them downnow its time to go back and look at that list.If you find that some of them that are likely to be false,th

16、en youve found a risk.3 3Look outside your project.Is there a new rule,regulation or law being passed that might affect your project?A new union contract being negotiated?Could the price of a critical component suddenly jump?There are plenty of things outside of your project that are risksand if you

17、 identify them now,you can plan for them and not be caught off guard.4 4If an activity thats not on the critical path has a really small float,that means a small problem could easily cause it to become criticalwhich could lead to big delays in your project.Finding risks means talking to your team an

18、d being creative.Risks can be anywhere.532 Chapter 11Calculate the Expected Monetary Value of your risksOkay,so you know the probability and impact of each risk.How does that really help you plan?Well,it turns out that if you have good numbers for those things,you can actually figure out how much th

19、ose risks are going to cost your project.You can do that by calculating the Expected Monetary Value(or EMV)of each risk:Start with the probability and impact of each risk.1 1RiskProbabilityImpactHigh winds35%cost$48 to replace equipmentMudslide5%lose$750 in damage costsWind generator is usable15%sav

20、e$800 in battery costsTruck rental unavailable10%cost$350 for last-minute rental Take the first risk and multiply the probability by the impact.For opportunities,use a positive cost.For threats,use a negative one.Then do the same for the rest of the risks.2 2High winds:35%x-48=-16.80Mudslide:5%x-750

21、=-37.50Wind generator:15%x 800=120.00Truck rental:10%x-350=-35.00Now that youve calculated the EMV for each of the risks,you can add them up to find the total EMV for all of them.3 3EMV=-16.80+-37.50+120.00+-35.00=-30.70The wind generator risk is an opportunity because youll save money if it happens

22、.So when you do the EMV calculation,you use a positive number for the impact.Even though the impact of a mud slide is big,the probability is low so the EMV is small.If you add$30.70 to the budget,then it should be enough to account for these risks.You can find these in your risk register.whats it wo

23、rth?ixtable of contentsTable of Contents(Summary)Intro xxiii1 Introduction:Why Get Certified?12 Projects,Processes and Projects:How You Do the Job 193 The Process Framework:It All Fits Together 434 Integration Management:Getting the Job Done 695 Scope Management:Doing the Right Stuff 1396 Time Manag

24、ement:Getting it Done on Time 2117 Cost Management:Watching the Bottom Line 2998 Quality Management:Getting it Right 3659 Human Resource Management:Getting the Team Together 41710 Communications Management:Getting the Word Out 46111 Risk Management:Planning for the Unknown 50712 Procurement Manageme

25、nt:Getting Some Help 56713 Professional Responsibility:Making Good Choices 61714 A Little Last-Minute Review:Check Your Knowledge 631Table of Contents(the real thing)Your brain on PMP.Here you are trying to learn something,while here your brain is doing you a favor by making sure the learning doesnt

26、 stick.Your brains thinking,“Better leave room for more important things,like which wild animals to avoid and whether naked snowboarding is a bad idea.”So how do you trick your brain into thinking that your life depends on knowing enough to get through the PMP exam?IntroWho is this book for?xxivWe k

27、now what youre thinking xxvMetacognition xxviiBend your brain into submission xxixRead me xxxThe technical review team xxxiiAcknowledgments xxxiiitable of contentsWhy get certified?1Tired of facing the same old problems?If youve worked on a lot of projects,you know that you face the same problems,ov

28、er and over again.Its time to learn some common solutions to those problems.Theres a whole lot that project managers have learned over the years,and passing the PMP exam is your ticket to putting that wisdom into practice.Get ready to change the way you manage your projects forever.IntroductionDo th

29、ese problems seem familiar?2Projects dont have to be this way 4Your problems.already solved 5Lets start with the areas of responsibility 12A PMP certification is more than just passing a test 16Heres what happens to a certified PM 17(Keeping)In good companyIf you want something done right better hop

30、e youre in the right kind of organization.All projects are about teamworkbut how your team works depends a lot on the type of organization youre in.In this chapter,youll learn about the different types of organizations aroundand which type you should look for the next time you need a new job.Organiz

31、ations,processes,and projectsA day in Kates life 20Kate wants a new job 21Three types of organizations 24Kate takes a new job 29What a project IS.30Back to Kates maintenance nightmare 32Managing cost,quality,scope,and schedule 34Kate makes some changes 382The Bosss delivery dateWhen the project will

32、 actually be doneScope CostTimeQualityxitable of contents3Heres where you put all the information you need to do your work(like project needs,guides for doing the workthat kind of thing).All the project work happens here.The tools and techniques take the inputs and turn them into outputs.All the thi

33、ngs you make during your project are outputsdocuments,plans,schedules,budgets,and the actual product that youre building.It All Fits TogetherAll of the work you do on a project is made up of processes.Once you know how all the processes in your project fit together,its easy to remember everything yo

34、u need to know for the PMP exam.Theres a pattern to all of the work that gets done on your project.First you plan it,then you get to work.While you are doing the work,you are always comparing your project to your original plan.When things start to get off-plan,its your job to make corrections and pu

35、t everything back on track.And the process frameworkthe process groups and knowledge areasis the key to all of this happening smoothly.The process frameworkCooking up a project 44Projects are like recipes 46Break it down 48Anatomy of a process 51Combine processes to complete your project 54Knowledge

36、 areas organize the processes 55The benefits of successful project management 61Exam Questions 63Exam Answers 65iitable of contents4Time to book a trip 70These clients are definitely not satisfied 72The day-to-day work of a project manager 73The seven Integration Management processes 74Start your pr

37、oject with the Initiating processes 77Integration management and the process groups 78The Develop Project Charter process 80Choose your project with project selection methods 82A closer look at the project charter 84Enterprise Environmental Factors and Organizational Process Assets 87The“Develop Pre

38、liminary Scope Statement”process 91The preliminary scope statement:a closer look 93Question clinic:The“Just-The-Facts-Maam”Question 94The Develop Project Management Plan process 96The project management plan lets you plan ahead for problems 97A quick look at all those subsidiary plans 99Executing th

39、e project includes repairing defects 104Sometimes you need to change your plans 107Look for changes and deal with them 108Make only the changes that are right for your project 109Changes,defects,and corrections 110How the processes interact with each other 111Control your changes:use change control

40、112Preventing or correcting problems 114The Close Project process 116So why INTEGRATION management?118Exam Questions 128Exam Answers 134Enterprise Environmental FactorsOrganizational Process AssetsManage the work so it gets done efficiently.Monitoring and ControllingExecutingDirect and manage projec

41、t eecution Monitor and control project work Integrated change control Getting the Job DoneWant to make success look easy?Its not as hard as you think.In this chapter,youll learn about a few processes you can use in your projects every day.Put these into place,and your sponsors and stakeholders will

42、be happier than ever.Get ready for Integration Management.Integration managementxiiitable of contents5UpdatesProject Scope StatementWork Breakdown StructureProject Management PlanDoing the Right StuffConfused about eactly what you should be working on?Once you have a good idea of what needs to be do

43、ne,you need to track your scope as the project work is happening.As each goal is accomplished,you confirm that all of the work has been done and make sure that the people who asked for it are satisfied with the result.In this chapter,youll learn the tools that help your project team set its goals an

44、d keep everybody on track.scope managementOut of the frying pan.140It looks like we have a scope problem 145The five Scope Management processes 149The Scope Planning process 151Inside the scope management plan 153Define the scope of the project 154Build on the preliminary scope 155How do you define

45、the scope?156The scope isnt preliminary anymore 158Question Clinic:The“Which-is-BEST”Question 162The Create WBS process 164Breaking down the work 166Decompose deliverables into work packages 168Templates are a useful shortcut 169Inside the work package 174The baseline is a snapshot of the plan 176Th

46、e outputs of the Create WBS process 178Why scope changes 181The Scope Control process 183Anatomy of a change 184A closer look at the Change Control System 186More Scope Control tools&techniques 187The Scope Verification process 191The stakeholders decide when the project is done 192Exam Questions 19

47、9Exam Answers 204ivtable of contents6Getting it Done on TimeTime management is what most people think of when they think of project managers.Its where the deadline is set and met.It starts with figuring out the work you need to do,how you will do it,what resources youll use,and how long it will take

48、.From there,its all about developing and controlling that schedule.time managementReality sets in for the happy couple 212Time management helps with aggressive time lines 214The Time Management processes time magnets solution 216The Activity Definition process 219Rolling wave planning lets you plan

49、as you go 220Activity Definition Outputs 223The Activity Sequencing process 225Diagram the relationship between activities 226More tools for sequencing 230Leads and lags 231Create the network diagram 233Rob and Rebecca have resource problems 234The Activity Resource Estimation process 235Estimating

50、the resources 236Figuring out how long the project will take 238Estimation tools and techiques 241The Activity Duration Estimating process 242The Schedule Development process 244Question Clinic:The“Which-Comes-Next”Question 246Use the Critical Path method to avoid big problems 249How to find the cri