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1、RecurringThemes-PMI-ismstoKnowforthePMPExamPMI-ismisaterm1coinedtorefertotheitemsPMIstressesontheexamthatmostprojectmanagersdonotknow.PMI-ismsarenotstressedandsometimesnotevenmentionedinthePMBOKGuide!Thosewhowritequestionsontheexamknowwhatmostprojectmanagersdowrong.Thisknowledgehelpsthemtowritequest
2、ionsthatweedoutthosewhoshouldnotbePMPs.UnderstandingPMI-ismswillhelpyoupickthebestanswerfromwhatseemslikemorethanonecorrectanswer.Someofthetopicsarelistedonlyhereandothersaresummarizedhereanddescribedmorefullylaterinthebook.ReviewthislistagainjustbeforeyoutaketheexamandmakesureyouunderstandalltheseP
3、MI-isms.1.Thereisabasicassumptionthatyouhaverecords(historicalinformation)forallpreviousprojectsthatincludewhattheworkpackageswere,howmucheachworkpackagecost,andwhatriskswereuncovered.ThesearenowreferredtointhePMBOKGuideaspartoforganizationalprocessassets.Youareprobablylaughingbecauseyoudonothavesuc
4、hinformation.Youmayevenbesaying,Thatisagoodidea!Fortheexam,assumethatyouhavethemforallprojectsandthatyoucreatethemforexistingprojects.Organizationalprocessassetsareaninputtoalmosteveryprojectmanagementprocess.一个全然的假设是：一切以往的工程都有相干的记载汗青信息，包含任务包的内容，本钱及未涵盖的危险。即在PMBOK中提到的构造进程资产。你能够会感到好笑，由于你不这些信息。你能够会说：那真
5、是个好主见！对测验而言，假设你领有一切工程的汗青信息，同时你为正在进展的工程创破这些信息。构造进程资产简直是每一个工程治理进程的输出。为何PMI如斯夸年夜构造进程资产？由于他们对工程司理，工程团队，履行构造，乃至是客户，基本上极端宝贵的(黄金般)。2.Projectcostandschedulecannotbefinalizedwithoutcompletingriskmanagement.不实现危险治理，工程本钱跟进度就不克不及最初告竣。3.PMIstressesthefactthataprojectmanagermustworkwithintheexistingsystemsandcult
6、ureofacompany.Theycalltheseenterpriseenvironmentalfactorsandtheyareinputstomanyprocesses.PMI夸年夜：工程司理必需在公司既定的零碎跟文明下展开任务，他们称之为奇迹情况要素，是非常多进程的输出。4.ThewordtaskisnotusedinthePMBOKGuide.Thereareworkpackages,activitiesand/orscheduleactivities.PMBOK中并不应用“义务那个词，而是用了任务包，运动或方案运动。5.ThetermGanttchartisnotused,onl
7、ybarchart.干特图不应用，而是用了横道图。6.Youmustunderstandtheprocessofprojectmanagement;e.g.,whattodofirst,second,etc.,andwhy!SeeRitasProcessChartandRitasProcessGameintheProjectManagementProcesseschapter.你必需清楚工程治理进程：如，起首做什么，其次等；什么原因要如斯做！7.Aprojectmanagersjobistofocusonpreventingproblenls,nottodealwiththem.Whatdoy
8、ouspendtimedoingeveryday?Ifyouspendallyourtimedealingwithproblems,youarenotagreatprojectmanager.Youshouldhaveplannedtheprojecttoaddresstheproblemsortopreventtheproblemsyouknewwouldbecoming.工程司理的任务会合在禁止咨询题的发作，而不是咨询题发作后再处置。你每地利刻花在那里了？假如你一切时刻都在处置咨询题，你就不是一个好的工程司理。你应当做好方案，识不咨询题或者禁止能够发作的咨询题。8.Percentcompl
9、eteisanalmostmeaninglessnumber.Projectmanagersshouldnotspendtimecollectinguselessinformation.Itisbettertocontroltheprojectandknowthestatusthroughotheractions.实现的百分比简直是个毫有意思的数字。工程司理不该当把时刻花在搜集毫无用处的信息，最好经过其余方法了解工程形态跟监控工程。9.Agreatprojectmanagerdoesnotholdmeetingswhereyougoaroundtheroomaskingallattendees
10、toreport.Suchmeetingsaregenerally,butnotalways,awasteoftime,assuchinformationcanbecollectedthroughothermeans.Therearemoreimportanttopicsforteammeetings.一个好的工程司理不会进行如斯的集会，让一切与会者讲演形态。如斯的集会平日是，但不老是，白费时刻。由于这些信息能够经过其余方法搜集。在团队集会上有其余更主要的议题。lo.Aprojectmanagerhasauthorityandpower.ShecansayNoandworktocontrolt
11、heprojecttothebenefitofthecustomer.工程司理领有权益跟权益。她能够说：NO!操纵工程使之有利于客户的好处。11.Theprojectmustbecompletedontimeandonbudgetandmeetanyotherprojectobjectives;otherwiseitistheprojectmanagersfault.工程司理必需在工程估算内定时实现工程，同时满意别的工程目标，否那么，确实是工程司理的掉误。12.Delaysmustbemadeupbyadjustingfuturework.耽误必需经过调剂将来的任务来弥补。13.Knowthe
12、followingabouttheprojectmanagementplan:Theprojectmanagementplanisapprovedbyallparties,isrealisticandeveryonebelievesitcanbeachieved.Theprojectismanagedtotheprojectmanagementplan.Aprojectmanagementplanisnotabarchart,norisaWBScreatedinabarchartoralistinabarchart.Makesureyouknowwhatactionsittakestocrea
13、tearealprojectmanagementplan.MostprojectmanagershaveneverdevelopedaprojectmanagementplanthatcontainsalltheitemsinthePMBOKGuidesdefinitionofaprojectmanagementplan.Makesureyouarefamiliarwithwhatgoesintoaprojectmanagementplanandwhateachcomponentincludes.对工程治理方案，需了解以下多少点：工程治理方案是由各方赞同的，是幻想的，同时每团体都置信是能够实现
14、的。依照工程治理方案来治理工程。工程治理方案不是横道图，也不是横道图中的wbs跟清单。务必清楚必需采用什么运动来创破一个幻想的工程治理方案。少数工程司理历来不开辟过一个包含了PMBOK提到的一切子项的工程治理方案。务必熟习工程治理方案包含的一切内容，跟各个组建包含什么。14.Ifatallpossible,alltheworkandallthestakeholdersareidentifiedbeforetheprojectbegins.应尽能够地在工程开场之前识纷歧切的任务跟一切工程相干人。15.Stakeholdersareinvolvedintheprojectandmayhelpide
15、ntifyandmanagerisks.Theyareinvolvedinteambuildingandtheirneedsaretakenintoaccountwhileplanningtheprojectandinthecommunicationsmanagementplan.工程相干人要参与工程傍边，能够协助识不跟治理危险。他们团队树破有关，在工程方案跟相同治理方案中要思索它们的需要。16.Manypeoplefailtheexambecausetheirvisionofwhataprojectmanagerisandwhatheshoulddoisdifferentfromthatou
16、tlinedinthePMBOKGuide.TheyoftendonotexercisethepowerandperformtheactivitiesdescribedinthePMBOKGuide.OthersfailtheexambecausetheythinktheprojectmanagerissupposedtoplantheprojectonhisownandTELLeveryonewhattodo.非常多人不克不及经过测验，是由于他们对工程司理的见解跟工程司理当该做什么与PMBOK列出的差别。他们常常不履行书上描绘的哪些权益跟运动。别的一些那么是他们以为工程司理当该本人方案，而后
17、通知不人做什么。17.AllrolesandresponsibilitiesmustbeCLEARLYassignedtospecificindividualsontheproject.Suchresponsibilitiesmayincludethingslikeattendingmeetings,aswellasprojectwork.Inmystudies,lackofclearassignmentisthenumberonecomplaintofteammembers.Thisisthereforeworththinkingaboutalittlemore.一切的脚色跟职责都应当非常明
18、晰的指派到工程中的团体。这些职责能够包含：参与集会跟工程任务。在我的研讨傍边，短少明晰的指派是形成团队成员最多的埋怨。因而，这值得多思索一些。18.Theworkbreakdownstructure(WBS)isthefoundationofallprojectplanningandshouldbeusedoneveryproject.WBS是一切工程方案的根底，每个工程都应当应用wbs.19.Youcannotgetsomethingfornothing.AchangeinscopeMUSTbeevaluatedforimpacttotime,cost,quality,riskandcust
19、omersatisfaction.Projectmanagersmusthaveenoughdataabouttheirprojectstodothisanalysis.Doyou?你不会事出有因的取得一些货色。一个范畴的变卦必需评价它对时刻，本钱，品质，危险跟客户称心度的妨碍。工程司理必需有充足的的数据来做这些剖析，不是吗？20.Projectmanagerscansavetheuniverse,arewonderful,great,andmustbeveryskilled(arah!rah!forprojectmanagementtopic).21.PMIdoesnotapproveofg
20、oldplating(addingextrafunctionality).PMI不赞同镀金。22.Thedefinitionofkickoffmeetingusedontheexammaybedifferentfromakickoffmeetingyoumighthold.测验中的启动集会能够跟你实践进行的启动集会纷歧样。23.Theprojectmanagermustbeproactive.Correctanswersindicatethattheprojectmanagermustfindproblemsearly,lookforchanges,preventproblems,etc.工程
21、司理必需踊跃自动。准确的谜底指明工程司理必需尽早发觉咨询题，寻寻变卦，禁止咨询题等。24.Planningisveryimportantandallprojectsmustbeplanned.方案非常主要，一切工程都必需方案。25.Projectmanagersshouldalwaysplanbeforetheydo.Therefore,thereshouldbemanagementplansforeveryknowledgearea.UseofmanagementplansisdiscussedthroughoutthePMBOKGuideandyetmostpeoplehaveneverb
22、eentaughtthem,nordotheycreatethem.Lookformanagementplansineachchapterandmakesureyouhaveanunderstandingofeach.工程司理当该老是在履行前作方案。因而，应当每个常识范畴都有治理方案。PMBOK通篇都在探讨应用治理方案，可依然少数人不学到，也不会树破这些治理方案。查阅每一章的治理方案，务必了解它们。26.Oneshouldalwaysfollowtheplan-do-check-actcyclestressedinqualitymanagement.应当老是在品质治理中夸年夜的PDCA轮回。2
23、7.Allchangesmustflowthroughthechangerequestprocessandintegratedchangecontrol.一切变卦应当遵照变卦恳求进程跟收拾变卦操纵。28.Theconstraintstheprojectmanagermustmanage(oftencalledthetripleconstraint)includemorethanthreeitems.lheyincludescope,time,cost,quality,risk,andcustomersatisfaction.Anychangetoonemustbeinvestigatedfor
24、impactstoallaspartofintegratedchangecontrol.工程司理必需治理的束缚(平日称作三重束缚)不仅包含三项。要紧包含：范畴，时刻，本钱，品质，危险，客户称心度。在全体变卦操纵傍边，对此中的任何变卦必需思索对其余要素的妨碍。29.ThePMBOKGuidetalksaboutwhatisneededforalargerproject.Therefore,manyoftheitemsdescribedinthePMBOKGuideareinappropriateforsomeprojects,maybeyours.Makesureyouunderstandwhy
25、theprocessesandworkdescribedinthePMBOKGuidewouldbenecessaryonlargerprojectsinordertopasstheexam.ThePMBOKGuideisreal-world;youjustmightworkonsmallprojects.PMBOK上提到的是对年夜工程需要的。因而，很多书上提到的子项不不实用于某些工程，或者是你的工程。为了经过测验，务必了解什么原因PMBOK中描绘的进程跟任务在年夜工程中是必需的。PMBOK是幻想情况，而你能够只做些小工程。30.Ifyoudonotmanagecostonyourprojec
26、ts,youshouldbemorecarefulstudyingcost.假如你在工程中不治理本钱，你应当在进修本钱治理时更警惕。31.Mostcompanieshaveaprojectmanagementofficeandthatofficehasimportantauthorityovertheproject.少数公司设有工程治理办公室，在工程上领有非常主要的权益。32.TheprojectmanagershoulddecidewhichprocessesinthePMBOKGuideshouldbeusedoneachproject.工程司理当该在实践工程中决议应用PMBOK中的那些进
27、程。33.Theprojectmanagerisassignedduringprojectinitiating.工程司理当在工程启动时指定。34.NoticehowmanytimescorrectiveactionandpreventiveactionarementionedinthePMBOKGuide.Theyaretherebecausemostprojectmanagersspendalltheirtimedealingwithproblemsratherthanpreventingthem.Makesureyouunderstandthesetwoconceptsexceedingl
28、ywell.留意一下改正办法跟防备办法在PMBOK上呈现了多少次。它们的呈现是由于少数工程司理花一切时刻再处置咨询题而不是禁止咨询题。务必非常好地了解这两个观点。35.Manyprojectmanagersdonotproperlyplantheirprojects.Therefore,theworktheydowhiletheprojectworkisongoingisvastlydifferentfromwhatshouldbedone,anddifferentfromwhatisoutlinedinthePMBOKGuide.Makesureyoucheckyourknowledgeof
29、whatactivitiesareincludedintheprojectexecutingandprojectmonitoringandcontrollingprocessgroups.Theexamwillgiveyouthemosttroubleintheseareas.很多工程司理不克不及适当的方案工程。因而，在工程进展的时分他们的任务与应当做的有非常年夜的出去，业与PMBOK的差别。务必反省一下本人的常识，工程履行跟工程监控进程组各包含什么运动。在测验中，这些方面是让你最迷惑的。36.Thereisabasicassumptionontheexamthatyouhavecompany
30、projectmanagementpolicies(dontlaugh,wewillgetthere)andthatyouwilladaptthemforuseonyourprojects.Thesemayincludeprojectmanagementmethodologies,riskprocedures,andqualityprocedures.So,assumeyouhavethemwhenyoutaketheexam.在测验中一个全然的假设是：你有公司的工程治理政策，同时你要在你的工程当选用。这些能够包含：工程治理办法论，危险顺序跟品质顺序。因而，在测验中假设你领有这些。37.The
31、projectmanagerhassomehumanresourceresponsibilitiesofwhichyoumightnotbeaware.工程司理有一些人力资本义务，她能够不清晰这点。38.Theprojectmanagershouldrecommendimprovementstotheperformingorganizationssstandards,policiesandprocesses.Suchrecommendationsareexpectedandwelcomedbymanagement.工程司理当该对履行构造的规范，政策跟进程推举改良。这些倡议是治理层等待跟欢送的。
32、39.Qualityshouldbeconsideredwheneverthereisachangetoanycomponentofthetripleconstraint.不论什么时分三重束缚的任何一项发生变卦时，都应思索品质。40.Qualityshouldbecheckedbeforeanactivityorworkpackageiscompleted.品质在一个运动或任务包实现之前反省。41.Theprojectmanagermustspendtimetryingtoimprovequality.工程司理当该花时刻试图改良品质。42.Theprojectmanagermustdeterm
33、inemetricstobeusedtomeasurequalitybeforetheprojectworkbegins.工程司理当该在工程任务开场之前决议品质权衡的器量规范。43.Theprojectmanagermustputinplaceaplanforcontinuallyimprovingprocesses.工程司理当该把进程继续改良列入方案傍边。44.Theprojectmanagermustmakesuretheauthorizedapproachesandprocessesarefollowed.工程司理必需遵照受权的办法跟顺序。45.Someofthequalityactiv
34、itiescouldbedonebyaqualityassuranceorqualitycontroldepartment.一些品质运动能够由品保或品管部分履行。46.Youarerequiredtounderstandthatpeoplemustbecompensatedfortheirwork.(Iamserious,thisquestionhasappearedontheexam.)必需清楚人们的任务要掉掉弥补。这是确实，那个咨询题曾经在测验中呈现过47.Aprojectmanagercreatesarewardsystemduringtheplanningprocessgroup.工程
35、司理在履行进程组中树破夸奖零碎。48.Youshouldspendtimedocumentingwhoshoulddowhat.你应当花时刻记载谁应当做什么。49.Sincemostprojectsaremanagedinamatrixenvironment,suchseeminglyeasytopicsasmotivationaltheoriesandpowersoftheprojectmanagerbecomequiteseriousontheexam.由于少数工程再在矩阵构造中之行，看似复杂的话题如鼓励实际跟工程司理的权益在测验中显得比拟凸起了。50.Allrolesandrespons
36、ibilitiesontheprojectmustbeclearlyassignedandcloselylinkedtotheprojectscopestatement.工程中的一切脚色跟职责都必需明晰界说同时跟工程范畴阐明书严密联络起来。51.Lessonslearned(aspartofhistoricalrecords)isaPMI-ism.经历经验(汗青记载的一局部)是PMI-ism之一.CommonProjectManagementErrorsandPitfallsIfyouwerereadingthischaptercarefully,younotedthatcommonerror
37、sinprojectmanagementareoftenlistedaschoicesontheexam.Hereisasummaryofsomeofthemajorerrorsevenexperiencedprojectmanagersmake,sothatyoucanbesureyouwillnotmakethesamemistakes.Errorsinclude:过错包含：Focusingonaskingforpercentcomplete把精神会合在询咨询实现的百分比Holdinggoaroundtheroomtypestatusmeetings进行聚拢到集会室之类的形态集会Spend
38、ingmostofyourtimebabysittingteammembersbyconstantlycheckingonthem把少数时刻花在照看小孩般的不时反省团队成员Askingtocutlopercentofftheestimate让团队落低估算Thinkingabar(Gantt)chartisaprojectmanagementplan以为一个干特图确实是工程治理方案了Notattemptingtoobtainfinalizedrequirements不实验取得终极的需要Notgettingrealresourcecommitments不取得资本/人力的许诺Nothavingare
39、wardsystem不夸奖零碎Notfocusingonquality不夸年夜品质Nothavingacontrolsystem不操纵零碎Nothavingmanagementplans不工程治理方案Notmeasuringagainsttheprojectmanagementplan,orevencreatingmetrics不依照工程治理方案来权衡，或乃至不树破权衡规范Notspendingtimefindingandeliminatingrootcausesofproblemsordeviations不花时刻查寻或消弭咨询题或偏离的全然缘故Notimplementingcorrectiv
40、eactiontokeeptheprojectinlinewiththeprojectmanagementplan不采纳准确的举动来使工程一直按工程治理方案进展Notreevaluatingtheeffectivenessoftheprojectmanagementplan不从新评价工程治理方案的无效性Notreevaluatingtheaccuracyorcompletenessofschedule,cost,scope不从新评价进度，本钱跟范畴实现的精确性Ignoringresourcemanagersneedtohavetheirpeopledotheirowndepartmentswo
41、rk无视人力司理本能机能司理需要他们的人同时需要完本钱部分的任务。假设在矩阵型构造傍边Notrealizingtheprojectcanaffectthereputationofteammembers没无认识到工程会妨碍团队成员的名誉Notrealizingtheprojectmanagerhassomehumanresourceresponsibilitiestotheprojectteam,suchasprojectjobdescriptionsandaddinglettersofrecommendationtoteammembershumanresourcefiles没无认识到工程司理对团队的人力资本有局部义务，比方工程任务描绘跟为团队成员的人力档案添加推举信等Blamingunrealisticschedulesonmanagementinsteadofrealizingtheyaretheprojectmanagersresponsibility把治理的义务归罪于不幻想的进度，而没无认识到这是工程司理的义务。