嘉积中学海桂学校-党风廉正心得体会

ESSENCE OF PMBOK & PMP EXAM




ESSENCE OF PMBOK & PMP EXAM
PMBOK及PMP考试精要(考试串讲教材)

1

PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 ... .................................................. ........................... 2

2

PROJECT LIFE CYCLE PROJECT MANAGEMENT PROCESS GROUPS项目生命周期和项目管理过程组 ...................................... 18

3

SCOPE范围 ............................ .................................................. .................................................. .................................................. ..... 20

4

HUMAN RESOURCE人力资源 .... .................................................. .................................................. .................................................. .... 22

5

COMMUNICATIONS沟通........ .................................................. .................................................. .................................................. ........ 26

6

TIME时间 ............. .................................................. .................................................. .................................................. ...................... 29

7

COST . .................................................. .................................................. .................................................. ........................................... 32

8

RISK风险 ............................. .................................................. .................................................. .................................................. ...... 37

9

QUALITY .............. .................................................. .................................................. .................................................. ........................ 39

10

11

12

13

PROCUREMENT采购 .................................................. .................................................. .................................................. .................. 43

INTEGRATION综合 ...... .................................................. .................................................. .................................................. ............ 46

PROFESSIONAL RESPONSIBILITIES专业职责 ............................. .................................................. .............................................. 47

POSSIBLE EXAM QUESTIONS考点 ............. .................................................. .................................................. ............................... 48






1

ESSENCE OF PMBOK & PMP EXAM
1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系

Knowledge AreasPrimary Inputs输入
知识体系
INTEGRATION整体
制定项目章程 1.合同(如果适用)
Develop Project Contract(When applicable)
Charter 2.项目工作说明书 Project
statement of work
3.事业环境因素 Enterprise
environmental factors
4.组织过程资产
Organizational process
assets

制定项目初步范围1.项目章程 Project charter
说明书 2.项目工作说明书 Project
statement of work
3.事业环境因素 Enterprise
environmental factors
4.组织过程资产
Organizational process
assets
制定项目管理计1.项目初步范围说明书
划 Develop Preliminary project scope
Project statement
management Plan 2.项目管理各过程 Project
management processes
3.事业环境因素 Enterprise
environmental factors
4.组织过程生产
Organizational process
assets

指导与管理项目执1.项目管理计划 Progece
行 Direct and management plan
Manage Project 2.批准的纠正措施 Approved
Execution corrective actions
3.批准的预防措施 Approved
preventive actions
4.批准的变更申请 Approved
change requests
5.批准的缺陷补救 Approved
defect repair
6.确认的缺陷补救 Validated
defect repair
7.行政收尾程序
Administrative closure
procedure
Tools & Techniques工具及
技术

1.项目选择方法 Project
selection methods
2.项目管理方法论 Project
management methodology
3.项目管理信息系统
Project management
information system
4.专家判断 Expert
judgment
1.项目管理方法系 Project
management methodology
2.项目管理信息系统
Project management
information system
3.专家判断 Expert
judgment

1.项目管理方法系 Project
management methodology
2.项目管理信息系统
Project management
information system
3.专家判断 Expert
judgment

Primary Outputs输出

1.项目章程 Project
charter

1.项目初步范围说明
书 Preliminary
project scope
statement

1.项目管理计划
Progece management
plan

1.项目管理方法系 Project
management methodology
2.项目管理信息系统
Project management
information system

1.可交付成果
Deliverables
2.请求的变更
Requested changes
3.实施的变更请求
Implementde change
requests
4.实施的纠正措施
Implementde
corrective actions
5.实施的预防措施
Implementde
preventive actions
6.实施的缺陷补救
Implementde defect
2

ESSENCE OF PMBOK & PMP EXAM

监控项目工作
Monitor and
Control Project
Work
1.项目管理计划 Progece
management plan
2. 工作绩效信息 Work
performance information
3.否决的变更请求 Rejected
change requests

1.项目管理方法系 Project
management methodology
2.项目管理信息系统
Project management
information system
3.实现价值技术 Eamed
value technique(EVT)
4.专家判断 Expert
judgment

整体变更控制
Integrated
Change Control
1.项目管理计划 Progece
management plan
2.请求的变更 Requested
changes
3.工作绩效信息 Work
performance information
4.推荐的纠正措施
Recommended corrective
action
5.推荐的预防措施
Recommended preventive
action
6.推荐的缺陷补救
Recommended defect repair
7.可交付成果 Deliverables

1.项目管理方法系 Project
management methodology
2.项目管理信息系统
Project management
information system
3.专家判断 Expert
judgment

项目收尾 Close
Project
1.项目管理计划 Progece
management plan
2.合同文件 Contract
1.项目管理方法系 Project
management methodology
2.项目管理信息系统
3

repair
7.工作绩效信息
Work performance
information

1.推荐的纠正措施
Recommended
corrective action
2.推荐的预防措施
Recommended
preventive action
3.预测 Forecasts
4.推荐的缺陷补救
Recommended defect
repair
5.请求的变更
Requested changes

1.批准的变更申请
Approved change
requests
2.否决的变更请求
Rejected change
requests
3.项目管理计划(更
新) Project
management
plan(updates)
4.项目范围说明书
(更新) Project
scope
statement(updates)
5.批准的纠正措施
Approved corrective
actions
6.批准的预防措施
Approved preventive
actions
7.批准的缺陷补救
Approved defect
repair
8.确认的缺陷补救
Validated defect
repair
9.可交付成果
Deliverables

1.行政收尾程序
Administrative
closure procedure

ESSENCE OF PMBOK & PMP EXAM
documentation
3.事业环境因素 Enterprise
environmental factors
4.组织过程资产
Organizational process
assets
5.工作绩效信息 Work
performance information
6.可交付成果 Deliverables


SCOPE范围
范围规划 Scope
Planning
Project management
information system
3.专家判断 Expert
judgment

2.合同收尾程序
Contract closure
procedure
3.最终产品,服务或
成果 Final
product,service or
result
4.组织过程资产(更
新) Organizational
process
assets(updates)






1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.项目章程 Project charter
4.项目初步范围说明书
Preliminary project scope
statement
5.项目管理计划 Project
management plan

范围定义 Scope 1.组织过程资产
Definition Organizational process
assets
2.项目章程 Project charter
3.项目初步范围说明书
Preliminary project scope
statement
4.项目范围管理计划 Project
scope management plan
5.批准的变更申请 Approved
change requests

制作工作分解结构 1.组织过程资产
Create WBS Organizational process
assets
2.项目范围说明书 Project
scope statement
3.项目范围管理计划 Project
scope management plan
4.批准的变更申请 Approved
change requests

1.专家判断 Expert judgment 1.项目范围管理计划
2.样板,表格与标准 Project scope
Templates,forms,standards management plan

1.产品分析 Product
analysis
2.其他方案识别
Alternatives
identification
3.专家判断 Expert
judgment
4.利害关系者分析
Stakeholder analysis

1.项目范围说明书
Project scope
statement
2.请求的变更
Requested changes
3.项目范围管理计划
Project scope
management plan

1.工作分解结构模板 Work
breakdown structure
templates
2.分解 Decomposition

1.项目范围说明书
(更新) Project
scope
statement(updates)_
2.工作分解结构
Work breakdown
structure
3.工作分解结构词汇
表 WBS dictionary
4.范围基准 Scope
baseline
5.项目范围管理计划
4

ESSENCE OF PMBOK & PMP EXAM
Scope
Verification范
围核实
1.项目范围说明书Project 1.检查 Inspection
scope statement
2.工作分解结构词汇表 WBS
dictionary
3.项目范围管理计划 Project
scope management plan
4.可交付成果 Deliverables

1.项目范围说明书Project
scope statement
2.工作分解结构 Work
breakdown structure
3.工作分解结构词汇表 WBS
dictionary
4.项目范围管理计划 Project
scope management plan
5.绩效报告 Performance
reports
6.批准的变更申请 Approved
change requests
7.工作绩效信息 Work
performance information

1.变更控制系统 Change
control system
2.偏差分析 Variance
analysis
3.补充规划 Replanning
4.配置管理系统
Configuration management
system

范围控制 Scope
Control

TIME进度
活动定义
Activity
Definition

(更新) Project
scope management
plan(updates)
6.请求的变更
Requested changes

1.验收的可交付成果
Accepted
deliverables
2.请求的变更
Requested changes
3. 推荐的纠正措施
Recommended
corrective actions

1.项目范围说明书
(更新) Project
scope
statement(updates)
2.工作分解结构(更
新) Work breakdown
structure(updates)
3.工作分解结构词汇
表(更新) WBS
dictionary(updates)
4.范围基准(更新)
Scope
baseline(updates)
5.请求的变更
Requested changes
6.推荐的纠正措施
Recommended
corrective action
7.组织过程资产(更
新) Organizational
process
assets(updates)
8.项目管理计划(更
新) Project
management
plan(updates)



1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets

1.分解 Decomposition
2.样板 Templates
3.滚动式规划 Rolling wave
planning
4.专家判断 Expert judgment

1.活动清单Activity
list
2.活动属性 Activity
attributes
3.里程碑清单
5

ESSENCE OF PMBOK & PMP EXAM
活动排序
Activity
Sequencing
3.项目范围说明书 Project
scope statement
4.工作分解结构 Work
breakdown structure
5.工作分解结构词汇表 WBS
clictionary
6.项目管理计划 Progece
management plan

1.项目范围说明书 Project
scope statament
2.活动清单 Activity list
3.活动属性 Activity
attributes
4.里程碑清单 Milestons
list
5.批准的变更请求 Approved
change requesta

5.规划组成部分 Planning
componet

Milestone list
4.请求的变更
Requested changes

活动资源估算
Activity
Resource
Estimating
1.事业环境因素Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.活动清单Activity list
4.活动属性Activity
attributes
5.资源可利用情况 Resouce
availability
6.项目管理计划Project
management l

1.紧前关系绘图法(PDM)
Precedence Diagramming
Method(PDM)
2.箭线绘图法(ADM) Arrow
Diagramming Method(ADM)
3.进度网络样板 Schedule
network tempiates
4.确定依赖关系 Dependency
determination
5.利用时间提前量与滞后量
Applying leads and lags

1.专家判断 Expert judgment
2.多方案分析 Alternatives
analysis
3.出版的估算数据 Published
estimating data
4.项目管理软件 Project
management sortware
5.自上而下的估算 Bottom
estimating

1.项目进度网络图
Project schedule
network diagrams
2.活动清单(更新)
Activity list
(updates)
3.活动属性(更新)
Activity
attributes(updates)
4.请求的变更
Requesaed changes

1.活动资源要求
Activity resource
requirements
2.活动属性(更新)
Activity
attributes(updates)
3.资源分解结构
Resource breakdown
structure
4.资源日历(更
新)Resource
calendars
5.请求的变更
Requested changes

1.活动持续时间估算
Activity duration
estimates
2.活动属性
Activity
attributes(updates)


活动持续时间估
算Activity
Duration
Estimating
1.事业环境因素Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.项目范围说明书 Project
scops statement
4.活动清单 Activity list
5.活动属性 Activity
attributes
6.活动资源要求 Activity
resource requirements
7.资源日历 Resource
1.专家判断 Expert
judgment
2.类比估算 Analogous
estimating
3.参数估算 Parametric
estimating
4.三点估算 Three-point
estimates
5.后备分析 Reserve
analysis

6

ESSENCE OF PMBOK & PMP EXAM
制定进度表
Schedule
Development
calendars
8.项目管理计划 Project
management plan
●风险登记册 Risk
register
●活动费用估算 Activity
cost estimates

1.组织过程资产
Organizational process
assets
2.项目范围说明书Project
scope statement
3.活动清单 Activity list
4.活动属性 Activity
attributes
5.项目进度网络图 Project
schedule network diagrams
6.活动资源要求 Activity
resource requirements
7.资源日历 Resource
calendars
8.活动持续时间估算
Activity duration estimates
9.项目管理计划 Project
management plan
●风险登记册 Risk
register

1.进度网络分析 Schedule
network analysisi
2.关键路线法 Critical
path method
3.进度压缩 Schsdule
compression
4.假设情景分析What-if
scenario analysis
5.资源平衡 Resource
leveling
6.关键链法 Critical
chain method
7.项目管理软件 Project
management software
8.应用日历 Applying
calendars
9.调整时间提前滞后量
Adjusting leads and lags
10.进度模型 Schedule
model

进度控制 Schedule 1.进度管理计划 schedule
Control management plan
2.进度基准 Schedule
baseline
3.绩效报告 Performance
reports
4.批准的变更要求 Approved
change requests

1.项目进度表
Project schedule
2.进度模型数据
Schedule model data
3.进度基准
Schedule baseline
4.资源要求
Resource
requirements(update
s)
5.活动属性(更新)
Activity
attributes(updates)
6.项目日历(更
新)Project calendar
7.请求的变更
Requesaed changes
8.项目管理计划(更
新) Project
management
plan(updates)
●进度管理计划
(更新) Schedule
management
plan(updates)

1.进度报告 Progress 1. 进度模型数据(更
reporting 新) Schedule model
2.进度变更控制系统 data(updates)
Schedule change control 2. 进度基准(更新)
system Schedule
3.绩效衡量 Performance baseline(updates)
measurement 3. 绩效衡量
4.项目管理软件 Project Performance
management software measurements
5.偏差分析 Variance 4. 请求的变更
analysisi Requesaed changes
6.进度比较横道图 Schedule 5.推荐的纠正措施
comparison bar chars Recommended
corrective action
6.组织过程资产(更
新) Organizational
7

ESSENCE OF PMBOK & PMP EXAM

COST费用
费用估算Cost
Estimating
费用预算 Cost
Budgeting


1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.项目范围说明书Project
scope statement
4. 工作分解结构 Work
breakdown structure
5.工作分解结构词汇表 WBS
dictionary
6.项目管理计划 Progece
management plan
●进度管理计划 Schedule
management plan
●人员配备管理计划
Staffing management plan
●风险登记册 Risk
registor

1.项目范围说明书Project
scope statement
2.工作分解结构 Work
breakdown structure
3.工作分解结构词汇表 WBS
dictionary
4.活动费用估算 Activity
cost estimates
5.活动费用估算支持细节
Activity cost estimate
supporting detall
6.项目进度 Project
schedule
7.资源日历 Resource
calendars


1.类比估算 Analogous
estimating
2.确定资源费率 Determine
resource cost rates
3.自上而下估算 Bottom-up
estimating
4.参数估算 Parametric
estimating
5.项目管理软件 Project
management software
6.供货商投标分析 Vendor
bid analysis
7.准备金分析 Reserve
analysis
8.质量成本 Cost of
quality

process
assets(updates)
7.活动清单(更新)
Activity
list(updates)
8.活动属性(更新)
Activity
attributes(updates)
9.项目管理计划(更
新) Project
management
plan(updates)



1.活动费用估算
Activity cost
estimates
2.活动费用估算支持
细节 Activity
cost estimate
supporting
detall
3.请求的变更
Requested changes
4.费用管理计划(更
新) Cost management
plan(updates)

1.费用汇总 Cost
aggregation
2.储备基金分析 Reserve
analysis
3.参数估算 Parametric
esrimating
4.资金限制平衡 Funding
limit reconciliation

1.费用基准 Cost
baseline
2.项目资金要求
Project funding
requirements
3.项目管理计划(更
新) Project
management
plan(updates)
4.请求的变更
Requested changes

8

ESSENCE OF PMBOK & PMP EXAM
费用控制Cost
Control
8.合同 Contract
9.费用管理计划 Cost
management plan

1.费用基准 Cost baseline
2.项目资金要求 Project
funding requirements
3.绩效报告 Performance
reports
4.工作绩效信息 Work
performance information
5.批准的变更申请 Approved
change requests
6.项目管理计划 Project
management plan

1.费用变更控制系统 Cost
change control system
2.绩效衡量分析
Performance measurements
analysis
3.预测 Forecasting
4.项目绩效审核 Project
performance reviews
5.项目管理软件 Project
management software
6.偏差管理 Variance
management


RISK风险
风险管理规划
Risk Management
Planning
风险识别Risk
Identification


1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.项目范围说明书 Project
scope statement
4.项目管理计划 Progece
management plan

1.事业环境因素 Enterprise
environmental factors
2.组织过程生产
Organizational process
assets
3.项目范围说明书 Project
scope statement
4. 风险管理计划 Risk
1.费用估算(更新)
Cost
estimates(update)
2.费用基准(更新)
Cost
baseline(update)
3.绩效衡量
Performance
measurements
4.预测完工
5.请求的变更
Requested changes
6.推荐的纠正措施
Recommended
corrective action
7.组织过程资产(更
新)
Organizational
process
assets(updates)
8.项目管理计划(更
新) Project
management
plan(updates)



1.规则会议和分析 Planning 1.风险管理计划
meeting and analysis Risk Management
Plan

1.文件审查 Documentation
reviews
2.信息搜索技术
Information gathering
techniques
3.核对表分析 Checklist
analysis
4.假设分析 Assumptions
1.风险登记册 Risk
register

9

ESSENCE OF PMBOK & PMP EXAM
Qualitative
Risk Analysisi
风险定性分析
Management Plan
5. 项目管理计划 Project
management plan

1.组织过程生产
Organizational process
assets
2.项目范围说明书 Project
scope statement
3. 风险管理计划 Risk
Management Plan
4. 风险登记册 Risk
register

analysis
5.图解技术 Diagiamming
techniques

1.风险概率与影响评估 Risk
probability and impact
assessment
2.概率和影响矩阵
Probablity and impact
matrix
3.风险数据质量评估 Risk
data quality assessment
4.风险分类 Risk
categorization
5.风险紧迫性评估 Risk
urgency assessment

1.数据收集和表示技术 Data
gathering and
representation
techniques
2.定量风险分析和模型技术
Quantitative risk
analysis and modeling
techniques

1.风险登记册(更新)
Risk
register(updates)


定量风险分析
Quantitative
Risk Analysis
1.组织过程生产
Organizational process
assets
2.项目范围说明书 Project
scope statement
3. 风险管理计划 Risk
Management Plan
4. 风险登记册 Risk
register
5. 项目管理计划 Project
management plan
●项目进度管理计划
Project schedule
management plan
●项目费用管理计划
Project cost management
plan

1.风险管理计划 Risk
Management Plan
2.风险登记册 Risk register

1.风险登记册(更新)
Risk
register(updates)

风险应对规划
Risk Response
Planning
1.消极风险或威胁的应对策略
Strategies for negative
risk or threats
2.积极风险或机会的应对策
略 Strategies for
positive risk or
opportunities
3.威胁或机会的应对策略
Strategies for both
threats and
opprtunities
4.应急应对策略 Contingent
response strategy

10

1.风险登记册(更新)
Risk
register(updates)
2.项目管理计划(更
新) Project
management
plan(updates)
3.与风险有关的合同
协议 Risk- related
contractual
agreements

ESSENCE OF PMBOK & PMP EXAM
风险监控 Risk
Monitoring and
Control
1.风险管理计划 Risk
Management Plan
2.风险登记册 Risk register
3.批准的变更申请 Approved
change requests
4.工作绩效信息 Work
performance information
5.绩效报告 Performance
reports

1.风险再评估 Risk
reassessment
2.风险审计 Risk audits
3.变差和趋势分析 Variance
and trend analysis
4.技术绩效分析 Technical
performance measurement
5.储备金分析Reserve
analysis
6.状态审查会 Status
meetings


QUALITY质量
质量规划
Quality
Planning

1.风险登记册(更新)
Risk
register(updates)
2.请求的变更
Requested changes
3.推荐的纠正措施
Recommended
corrective action
4.推荐的预防措施
Recommended
preventive action
5.组织过程资产(更
新) Organizational
process
assets(updates)
6.项目管理计划(更
新) Project
management
plan(updates)



1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.项目范围说明书Project
scope statement
4.项目管理计划 Progece
management plan


1.成本效益分析 Cost-
benefit analysis
2.基准对照 Benchmarking
3.试验设计 Design of
experiments
5.质量成本(COQ) Cost of
quality (COQ)
6.其他质量规划工具
Additional quality
planning tools


实施质量保证 1.质量管理计划 Quality
Perform Quality management plan
Assurance 2.质量测量指标 Quality
metrics
3.过程改进计划 Process
improvement plan
4.工作绩效信息 Work
performance information
5.批准的变更申请 Approved
change requests
1.质量管理计划
Quality management
plan
2.质量测量指标
Quality metrics
3.质量核对表
Quality
checklists
4.过程改进计划
Process improvement
plan
5.质量基准 Quality
baseline
6.项目管理计划(更
新) Project
management
plan(updates)

1.质量规划工具与技术 1.请求的变更
Quality planning tools and Requested changes
techniques 2.推荐的纠正措施
2.质量审计 Quality audits Recommended
3.过程分析 Process corrective action
analysis 3.组织过程资产(更
4.质量控制工具与技术 新) Organizational
Quality control tools and process
techniques assets(updates)
4.项目管理计划(更
11

ESSENCE OF PMBOK & PMP EXAM
6.质量控制衡量 Quality
control measurnments
7.实施的变更请求
Implementde change requests
8.实施的纠正措施
Implementde corrective
actions
9.实施的缺陷补救
Implementde defect repair
10.实施的预防措施
Implementde preventive
actions

实施质量监控 1.质量管理计划 Quality
Perform Quality management plan
Control 2.质量测量指标 Quality
metrics
3.质量核对表
Quality checklists
4.组织过程资产
Organizational process
assets
5.工作绩效信息 Work
performance information
6.批准的变更请求 Approved
change requests
7.可交付成果 Deliverables

新) Project
management
plan(updates)

1.因果图 Cause and effect
diagram
2.控制图 Control charts
3.流程图 Flowcharting
4.直方图 Histogram
5.帕雷托图 Pareto chart
6.趋势图 Run chart
7.散点图 Scatter diagram
8,统计抽样 Statistical
sampling
9.检查 Inspection
10.缺陷补救审查 Defect
repair review


HUMAN RESOURCE人
力资源
人力资源规划

1.质量控制衡量
Quality control
measurnments
2.确认的缺陷补救
Validated defect
repair
3.质量基准(更新)
Quality
baseline(updates)
4.推荐的纠正措施
Recommended
corrective action
5.推荐的预防措施
Recommended
preventive action
6.请求的变更
Requested changes
7.推荐的缺陷补救
Recommended defect
repair
8.组织过程资产
Organizational
process assets
9.确认的可交付成果
Validated
deliverables
10.项目管理计划(更
新) Project
management
plan(updates)



1.事业环境因素 Enterprise
environmental factors
2.组织过程资产

1.组织机构图和岗位描述
Organization charts and
position descriptions
12


1.角色与职责 roles
and
responsibilities

ESSENCE OF PMBOK & PMP EXAM
项目团队组建
Acquire Project
Team
项目团队建设
Develop Project
Team
Organizational process
assets
3.项目管理计划 Progece
management plan
●活动资源需求 Activity
resource requirements

1.事业环境因素 Enterprise
environmental factors
2.组织过程资产
Organizational process
assets
3.角色与职责 roles and
responsibilities
4.项目组织图 Projece
organization chares
5.人员配备管理计划
Staffinf management plan
招聘惯例
1.项目人员分派 Project
staff assignments
2.人员配备管理计划
Staffinf management plan
3.资源可利用情况 Resource
availability

2.交际 Networking
3.组织理论 Organization
theory

1.预分派 Pre-assignment
2.谈判 Negotiation
3.招募 Acquisition
4.虚拟团队Virtual teams

2.项目组织图
Projece
organization chares
3.人员配备管理计划
Staffinf management
plan

1.项目人员分派到位
Project staff
assignments
2.资源可利用情况
Resource
availability
3.人员配备管理计划
(更新) Staffinf
management
plan(updates)
项目团队管理
Manage Project
Team
1.组织过程资产
Organizational process
assets
2.项目人员分派 Project
staff assignments
3.角色与职责 roles and
responsibilities
4.项目组织图 Projece
organization chares
5.人员配备管理计划
Staffinf management plan
6.团队绩效考核 Team
performance assessment
7.工作绩效信息 Work
performance information
8.绩效报告 Performance
reports

1.通用管理技能 General
management skills
2.培训 Training
3.团队建设活动 Team-
building activities
4.规则 Ground rules
5.集中办公 Co-location
6.奖励与表彰 Recognition
and rewards

1.观察与交谈 Observation
and conversation
2.项目绩效评估 Project
performance appraisals
3.冲突管理 Conflict
management
4.问题登记薄 Lssue log

1.团队绩效评估
Team performance
assessment

1.请求的变更
Requested changes
2.推荐的纠正措施
Recommended
corrective action
3.推荐的预防措施
Recommended
preventive action
4.组织过程资产(更
新) Organizational
process
assets(updates)
5.项目管理计划(更
新) Project
management
plan(updates)


COMMUNICATIONS沟






13

ESSENCE OF PMBOK & PMP EXAM
通
Communications 1.事业环境因素 Enterprise
Planning沟通规划 environmental factors
2.组织过程生产
Organizational process
assets
3.项目范围说明书Project
scope statement
4.项目管理计划 Progece
management plan
● 制约因素 Constraints
● 假设 Assumptions


Information 1. 沟通管理计划
Distribution信息Communications management
发布 plan

1.沟通需求分析 1.沟通管理计划
Communications Communications
requirements analysls management plan
2.沟通技术 Communications
technology

Performance
Reporting绩效报
告
利害关系者管理
Manage
Stakeholders
1.工作绩效信息 Work
performance information
2.绩效衡量 Performance
measurements
3.完工预测 Forecasted
completion
4.质量控制衡量 Quality
control measurnments
5.项目管理计划 Project
management plan
●绩效衡量分析
Performance measurements
baseline
6.批准的变更申请 Approved
change requests
7.可交付成果 Deliverables

1.沟通管理计划
Communications management
plan
2. 组织过程资产
Organizational process
assets

1.沟通技能 Communications
skills
2.信息收集和检索系统
Information gathering and
retrieval system
3.信息发布系统 Information
distribution methods
4.经验教训总结过程 Lessons
learned process

1.信息演示工具 Information
presentation tools
2.绩效信息收集和汇总
Performance information
gathering and compilation
3.状态审查会 Status review
meetings
4.工时汇报系统Time
reporting systems
5.费用汇报系统Cost
reporting systems

1. 组织过程生产(更
新) Organizational
process
assets(updates)
2. 请求的变更
Requested changes

1.绩效报告
Performance reports
2.预测 Forecasts
3.请求的变更
Requested changes
4.推荐的纠正措施
Recommended
corrective action
5.组织过程资产(更
新) Organizational
process
assets(updates)

1.沟通方法 Communications
methods
2.问题登记薄 lssue logs

1.问题得以解决
Resolved issues
2.批准的变更申请
Approved change
requests
3.批准的纠正措施
Approved corrective
action
14

ESSENCE OF PMBOK & PMP EXAM
4.组织过程资产(更
新) Organizational
process
assets(updates)
5.项目管理计划(更
新) Project
management
plan(updates)


PROCUREMENT采购
采购规划 Plan
Purchases and
Acquisitions


1.事业环境因素 Enterprise
environmental factors
2.组织过程生产
Organizational process
assets
3.项目范围说明书Project
scope statement
4.工作分解结构 Work
breakdown structure
5.工作分解结构词汇表 WBS
clictionary
6.项目管理计划 Progece
management plan
●风险登记册 Risk
register
●与风险有关的合同协议
Risk-related
contractual
agreements
●资源要求 Resource
requirements
●项目进度计划 Project
schedule
●活动费用估算 Activity
cost estimate
●费用基准 Cost
baseline

1.采购管理计划 Procurement
management plan
2.合同工作说明书 Contract
statement of work
3.自制或外购决策 Maker-or-
buy changes
4.项目管理计划 Project
management plan
●风险登记册 Risk
register
●与风险有关的合同协议


1.自制或外购分析 Make-or-
buy analysls
2.专家判断 Expert
judgment
3.合同类型 Contract types



1.采购管理计划
Procurement
management plan
2.合同工作说明书
Contract statement
of work
3.自制或外购决策
Maker-or- buy
changes
4.请求的变更
Requested changes

发包规划 Plan
Contracting
1.标准表格 Standard forms 1.采购文件
2.专家判断 Expert Procurement
Judgment documents
2.评估标准
Evaluation criteria
3.合同工作说明书
(更新) Contract
statement of
work(updates)

15

ESSENCE OF PMBOK & PMP EXAM
询价Request
Seller
Responses
卖方选择Select
Sellers
合同管理
Contract
Administration
Risk-related
contractual
agreements
●资源要求 Resource
requirements
●项目进度计划 Project
schedule
●活动费用估算 Activity
cost estimate
●费用基准 Cost baseline

1.组织过程资产
Organizational process
assets
2.采购管理计划 Procurement
management plan
3.采购文件 Procurement
documents

1.组织过程资产
Organizational process
assets
2.采购管理计划 Procurement
management plan
3.评估标准 Evaluation
criteria
4.采购文件包 Procurement
document package
5.建议书 Proposals
6.合格卖方清单 Qualified
sellers list
7.项目管理计划 Project
management plan
●风险登记册 Risk
register
●与风险有关的合同协议
Risk-related
contractual
agreements

1.合同 Contract
2.合同管理计划 Contract
management plan
3.选中的卖方 Selected
sellers
4.绩效报告 Performance
reports
5.批准的变更申请 Approved
change requests
6.工作绩效信息 Work
1.招标人会议 Bldder
conferences
2.刊登广告 Advertising
3.制定合格卖方清单
Develop qualifid sellers
list

1.合格卖方清单
Qualified sellers
list
2.采购文件包
Procurement
document package
3.建议书 Proposals

1.加权系统 Weighting 1.选中的卖方
system Selected sellers
2.独立估算 Independent 2.合同 Contract
estimates 3.合同管理计划
3.筛选系统 Screening Contract management
system plan
4.合同谈判 4.资源可利用情况
negotiation Resource
5.卖方评级系统 Seller availability
rating systens 5.采购管理计划(更
6.专家判断 Expert 新) Procurement
judgment management
7.建议书评估技术 Proposal plan(updates)
evaluation techniques 6.请求的变更
Requested changes

1.合同变更控制系统
Contract change control
system
2.买方进行的绩效审核
Buyer- conducted per-
formance review
3.检验和审计 Inspections
and audits
4.绩效报告 Performance
reporting
16

1.合同文件
Contract
documentation
2.请求的变更
Requested changes
3.推荐的纠正措施
Recommended
corrective action
4.组织过程资产(更
新) Organizational

ESSENCE OF PMBOK & PMP EXAM
performance information

5.支付系统 Payment system
6.索赔管理 Claims
administration
7.合同档案管理系统
Records management system
8.信息技术 Information
technology

合同收尾
Contract
Closure
1.采购管理计划 Procurement
management plan
2.合同管理计划 Contract
management plan
3.合同文件 Contract
documentation
4.合同收尾程序 Contract
closure procedure

1.采购审计 Procurement
audits
2.合同档案管理系统
Records management system

process
assets(updates)
5.项目管理计划(更
新) Project
management
plan(updates)
●采购管理计划
Procurement
management plan
●合同管理计划
Contract management
plan

1.合同收尾Contract
closures
2.组织过程资产(更
新) Organizational
process
assets(updates)

17

ESSENCE OF PMBOK & PMP EXAM

2 PROJECT LIFE CYCLE PROJECT MANAGEMENT PROCESS GROUPS项目生命周期和项目管理过程组

INITIATION启动
(Concept)
Select project选择
项目
PLANNING计划
(Development)
Create Scope Statement &
scope management plan创建
范围说明和范围管理计划
Determine project team组
织计划编制
EXECUTION 执行
(Implementatio
n)
Execute the
project plan
执行项目计划
CONTROL控制 CLOSE- OUT结束
(Termination)
(Finishing)
Integrated Procurement
change audits采购审计
control综合
变更控制
Manage project Project Product
progress管理performance verification产
项目进程 reporting项品确认
目绩效报告
Complete work Performance Formal
packages or reporting绩acceptance正式
tasks完成工作效报告 接收
包或任务

Determine project
objectives确定项目
目标
Determine high
level deliverables,
time & cost
estimates确定主要可
交付物、时间及成本
估计
Determine high
level constraints &
assumptions
高级别的限制和约束
Determine business
need
确定业务需求
Develop product
description
Define
responsibilities of
the project manager
确定项目管理者责任
Determine high-
level resource
requirements
制定高水平资源需求
Finalize project
charter
制订项目章程

Create WBS创建工作分解结
构
Finalize the team & create Distribute
resource management planinformation信
人员获取及创建资源管理计划 息发布
Create WBS dictionary创建
工作分解结构字典

Create Network Diagram创
建网络图
Quality
assurance质量
保证

Team
development团
队发展
Progress
meetings状态
评审

Scope change
control范围
变更控制
Quality
control质量
控制

Risk
monitoring &
control风险
监控
Schedule
control计划
控制
Cost control
成本控制
Scope
verification
范围确认
Manage by
exception to
the project
plan对项目进
行中的突发事
件进行管理
Lessons learned
经验教训
Update records
更新记录

Archive records
文档记录
Estimate time & costs估算
时间及成本
Release
resources人员遣
散
Determine Critical path确
定关键路径
Develop Schedule &
schedule management plan
制定进度及进度管理计划
Develop Budget制定预算


18

ESSENCE OF PMBOK & PMP EXAM
Create Communications
Management Plan创建沟通管
理计划
Create Quality Management
Plan创建质量管理计划









Overall
整体
Risk management planning,
identification,
qualification,
quantification & response
planning风险管理计划，识
别、定性、定量分析及应对计
划编制
Create procurement
management plan创建采购管
理计划
Create stakeholder
management plan创建对发起
人或干系人的管理计划
Create project control
plan创建项目控制计划
Develop formal project
plan制定正式项目计划
Gain formal project plan
approval获取对项目计划的
正式许可
Hold kickoff meeting项目
动员大会
Influencing LeadingSolving Negotiatin
the 领导 problemsg谈判
organization解决问题
组织机构的影
响
Ensure
compliance
with plans确
保按计划进行
Reassess
plans补充计
划
Take
corrective
action纠正措
施












Communicating
沟通

Holding
meetings
召开会议
Stakeholder
management
干系人管理

19

ESSENCE OF PMBOK & PMP EXAM
3 SCOPE范围

Project Scope Management 项目范围管理- processes required to ensure that the project includes only the
work required to complete the project successfully.此过程必须确保项目只包括能保证项目成功完成的工作
Management by Objective (MBO)基于目标的管理 – determining company’s objective and how the project
fits into them. MBO focuses on the goals of an activity rather than the activity itself (manager is
responsible for results rather than performing certain activities)决定公司目标及项 目如何满足该目
标。MBO关注于活动的目标而不仅仅是活动本身（管理者对绩效结果而不仅仅是某项活 动负责）
Project Scope 项目范围- the work that must be done in order to deliver a product; completion is
measured against the project
plan.为交付产品而必须完成的工作，通过计划来评价。
Product Scope产品范围 - features and functions that are to be included in a product; completion is
measured against the
requirements.产品或服务所包含的特征或性能，通过需求来评价。
Design Scope范围计划编制 – contain the detailed project requirements (used for FP contract)
包含详细的
项目要求（用于固定价合同）

Scope Definition范围定义 – subdividing major project deliverables.细分主要项目可交付成果
Decomposing分解 – subdividing project work packages into smaller, more manageable components
(activitiesaction steps). The heuristic (rule of thumb) used in project decomposition is 80 hours.
将项目分解为更小的更易 管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原则）为80小时
Scope Management Plan范围管理计划 - describes how scope will be managed and how changes will be
integrated into project; also includes assessment of expected stability of project scope. (e.g.
project manager would refer to the Scope Management Plan to make a change)描述项目范围如何被管理及
项目范围变更如何被集成到项目中去， 也包括对项目范围预测稳定性的评估。（例如，项目管理者应依据范围管
理计划去进行变更）
Stakeholder Management干系人管理 – the project manager must identify the stakeholders, determine
their needs and expectations, then manage and influence expectations to ensure project success.项 目
管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功。
Configuration Management配置管理 - a means of monitoring and controlling emerging project scope
against the scope baseline; its purpose is to control change throughout the project. It is any
documented procedures used to apply technical and administrative direction and surveillance to
audit the items and system to verify conformance requirements. . It documents the physical
characteristics of formal project documents and steps required to control changes to them (e.g.
would be used by a customer who wishes to expand the project scope after the performance
measurement baseline has been established).
When more than one individual has sign a Charter, you
have to be concerned with competing needs and requirements impacting your efforts on configuration
management
一种 对基于范围基线所形成项目范围的监控方法；它的用途是控制项目的全部变更。配置管理是任何
成文的程 序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一个
工 作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目范围的客户）
当多于一个个体签署协议，你必须关注于与配置管理
WBS工作分解结构 - subdividing project deliverables into smaller, more manageable components. It is a
deliverable-oriented grouping of project elements that organizes and defines the total scope of the
project. It is a communication tool and it describes what needs to be done and what skills are
st
required. Anything missing in the WBS should be added. The 1 level should be the
project
life-
cycle (not
product
). The WBS is created by the team (helps to get buy-in) and it is used to make
certain that all the work is covered. It provides a basis for estimating the project and helps to
organize the work. Its purpose is to include the total project scope of all the work that must be
done to complete the project. Defines the project’s scope baseline. 将项目可交付成果分解为更 小的更
易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什 么技术是必须
20

ESSENCE OF PMBOK & PMP EXAM
具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（ 不是产品生命周期）。工作
分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目 估算的基础并帮助组织工作。它组
织并定义整个项目范围。定义项目的范围基线。
The 3 most common types of WBS are systemsub systems, life-cycle phasing and organizational工作分
解结构最常见 的三种形式是系统子系统，生命周期方式，组织的分解结构
WBS Dictionary 工作分解结构字典– Defines each item in the WBS, including description of the work
packages and other planning info such as schedule dates, cost budgets and staff assignments..定义工
作分解结构中的所有元素，包括工作包描述和 其他计划编制信息如进度计划日期，成本预算和人员安排。
Scope Statement范围说明 - a documented description of the objectives, work content, deliverables, and
end product; it includes a description of project assumptions and constraints. Provides
stakeholders with a common understanding of the scope of the project and is a source of reference
for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包< br>括对项目的约束和假设的描述。为干系人提供一个了解项目范围的一般共识及对未来项目决策的基础
Statement of Work 工作说明- a narrative description of products or services to be supplied under
contract.合同之下的关于产品和服务的叙述性说明。
Project Charter项目章程 - formal document used and approved by senior management that explains purpose
of the project including business needs addressed and the resulting product (deliverables and
objectives). It describes responsibilities and authority of the project manager to apply
organizational resources to project activities. Clarification to the Project Charter must be
addressed to the sponsor(s) who approved the charter. Resources cannot be committed without the
Charter. The Charter is an input to ALL the project management processes.一 个正式批准的项目文件包括
商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行 项目活动而使用组织资源的权利。
项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整 个项目管理过程。
Code of Accounts账目编码- any numbering system used to uniquely identify each element of the WBS.用于
区分工作分解结构的所有元素唯一标识的编码系统
Project Selection Method项目选择方法 -
Benefit Measurement
(comparative approach) and
Constrained
Optimization
(mathematical approach).收益测量法（比较方法，经济模型）和约束优化（数学模型）
Work Package 工作包- deliverable at the lowest level of WBS. They are control points in the WBS and
are used for assignments to work centers. They are used to pass a group of work for further
breakdown in the executive organization. 工作分解结 构的最低层次的可交付成果。他们控制工作分解结构的
要点并用于工作中心的分配。他们用于审查职能机 构进一步细分的工作。
Scope Verification范围确认 – to verify that the work done satisfies the scope of the project. It must
be done at the end of each phase. A similar activity during closure is Product Verification. Focus
on customer acceptance performance measurement,
not
change to project scope. Scope Verification is
normally done in parallel with quality control (which checks for product correctness). Occur during
the control phase of the project, not at the end. The review at the end of the project phase is
called phase exit, stage gate, or kill point.证实所做的工作服和项目范围。在每一个阶段都要做这个范围
确认工作。在收尾 阶段的一个类似活动是产品确认。关注于客户满意绩效测量，而不是变更项目范围。范围确认
与质量控制 （检验产品正确性）同步进行。发生于项目的控制阶段而非收尾阶段。项目阶段末的检查通常被称为
阶段 出口，阶段门或终止点。
Cost Account成本账号 – one level above the Work Package.工作包的上一层
CostBenefit analysis成本利益分析– (part of scope planning) technique used to validate that the
project can meet the technicalbusiness objectives set forth by Sr. Mana gement（范围计划编制的一部
分）技术用于证实项目可以达到由高级管理所确定的技术商业目标
Project success depends primarily on customer satisfaction.项目成功主要依赖于客户的满意度。
Assumptions假设 – factors that, for planning purposes, are considered to be true, real or certain在
计划编制过程中被认为真的、对的、确定的因素
21

ESSENCE OF PMBOK & PMP EXAM
The principal sources of project failure are organizational factors, poorly identified customer needs,
inadequate specified project requirements, and poor planning and control.主要的项目失 败原因是组织
因素，差的客户需求定义，不充分的项目需求说明和缺少计划编制和控制
Constrained optimization约束优化 – includes analytic hierarchy process, logical framework analysis
and multi-objective programming.包括层次分析法，逻辑框图分析法和多目标编程

Most Change Requests are the result of: 多数变更请求的原因
An external event 一个外部事件
An error or omission in defining the scope 产品范围定义中的错误或冗长
of the product
An error or omission in defining the scope 项目范围定义中的错误或冗长
of the project
A value-adding change 一个增值变更
A Change Request is the most effective way of handling the disconnect between what users actually want
and what management thinks they want. The project manager’s role related to project change is to
influence the factors that affect change. He should ask for a change order and look for impacts to the
triple constraint. Scope Changes on project can be minimized by spending more time developing the
scope baseline.一个变更请求是处理客户真正需求和管理所认为其需求之间差异的最有 效的方法。项目经理在项目
变更中的相关角色是对变更的因素施加影响。他决定提交一个变更申请并平衡 三重约束之间的矛盾。花更多的时间制
订范围基线可以使项目范围变更的可能性降至最低。

If there is enough reserve to accommodate a change, the Project Manager can approve the change (we are
paid to manage the scope completion within our budget and reserves)在可以允许的范围之内，项目经理可以
批准变更（用预算和应急储备支付）


4 HUMAN RESOURCE人力资源

Project Human Resource Management项目人力资源管理 - process required to make the most effective use
of the people involved with the project保证参加项目的人员能够被最有效使用所需要的过程
Responsibility Assignment Matrix (RAM) 责任分配矩阵– Show who does what (x=person, y=phase). The most
important feature of the RAM is the participatory development process involving all stakeholders.
Show who is participant, who is accountable, who handles reviews, who provides input and who must
sign off on specific work packages or project phases.谁做什么（x轴代表人, y轴代表阶段 ）大多数角色
和责任分配给 积极参与项目工作的主要项目工作人。在特殊的工作包和项目阶段中说明谁是参与人，谁是负责
人，谁进 行审查，谁提供输入，谁进行签收。
Linear Responsibility Chart (LRC)线性责任图 – identifying responsibility, assignments by work
packages and action required. Also referred to as RAM.确认责任，分配必须完成的活动和工作包。也被看
作是责任分配矩阵
Organizational Breakdown Structure (OBS)组织分解结构 - A depiction of the project organization
arranged so as to relate work packages to organization units.反映不同组织单位各自负责的工作包
Resources Histogram 资源柱状图– often part of Staffing Management Plan; shows resource usage (eg
staff hours) per time period (eg wk, mth) of a specific job function. 经常作为人员配备管理计划的一
部分，用时间段（如周、月）表示人力资源消耗（ 如人时）情况的详细工作函数
Rewards and Recognition Systems奖励和表扬体系 -- to be effective, must make the link between
performance and reward clear, explicit and achievable.为达到效果，必须在业绩和奖励之间建立清晰并可
实施的联系
Types of Power权力
22

ESSENCE OF PMBOK & PMP EXAM
类型
Legitimate合法
(Formal)正式
Derived from formal position来自于正式的职位
Coercive惩罚 Predicated on fear源于对某种后果的惧怕
Reward奖励 Involves positive reinforcement and ability to award something of value包括对有贡
献的进行物质奖励
Project often needs their own rewards system to affect employee performance. Used
correctly, bring the team’s goals and objectives in line with each other and
with the project.项目经常需要带有奖励机制来影响成员的绩效。正确的行使激励， 将使团
队的目标和项目的目标取得一致。
Expert专家 Held in esteem because of special knowledge or skill (requires time)由于专门的知
识和技能带来的影响力（源自自身的威望）
Referent潜示 Ability to influence others through charisma, personality, etc.借用一个权力更大的
人的职权来增强自己的权力
The best forms of power are generally Reward and Expert最好的权力形式一般是奖励和专家

Conflict Management冲突管理
Problem Solving address conflict directly in problem solving mode 在问题解决中直接面对
Confrontation解决面问题的方法 [winwin]
对问题
Compromising妥协 bargaining and searching for solutions; neither party wins but each gain
some satisfaction [loselose] this is very rarely a good way to
resolve technical issues.通过讨价还价寻找一定程度上使双方满意的解决办法，
这是一个解决技术问题的好办法。
Smoothing缓和 de-emphasize differences and emphasize commonalities; friendly but avoids
solving root causes; delaying
(eg. Manager says an issue is valid but doesn’t think it will be a big
problem later)淡化分歧强调一致性，努力保持友好的氛围是求同存 异的解决办
法；这种方法暂时有效，缓和不解决根本问题（例如，经理说一个事情是有效的但
不 认为它随后会成为一个大问题）
Withdrawal (Ignoring)retreating from actual or potential disagreement; delaying (e.g. “Just
撤退（忽略） document the problem”)从实际的或潜在的争吵中退出，不解决问题（例如，只是
记录问题）
Forcing强制 exerting one’s viewpoint; a last resort [winlose] (e.g. “Call the
customer and demand that you receive the approval today.”强调一方观点，
最后的手段（例如，通知客户你今天需要一个正式批准）
Collaborating合作 Involves incorporating multiple ideas and viewpoints from people with
different perspectives and offers a good opportunity to learn from others
(good when project is too important to be compromised)统一大家的意见，提
供一个彼此学习的好机会（项目很重要必须折中时）


Sources of
EXECUTION & Most
Conflict
INITIATIOPLANNINCONTROL执CLOSE-OUT
冲突的原因 N启动 G计划编行控制 收尾 Tensio
制 n最主
要压力
23

ESSENCE OF PMBOK & PMP EXAM
Priorities项目
优先级
Admin
Procedures行政
管理程序
Schedules进度
Technical
Issues技术规范
Personnel
Resources人力
资源
Personality
Conflict个性冲
突

1
2
1
3




+

3


2


1
2
3
1

3
+
+
+
2
3 steps of problem solving: 解决问题的三个步骤
1. Analyze the situation Document the situation分析证实情况
2. Develop alternatives with the team团队开发替代方案
3. Go to management执行管理

Motivational Theory: Content & Process Theories动机理论：满足
过程
理论
Content: “What” energizes, directs behavior –满足：“什么”激发，导致行为
1. Maslow’s Hierarchy of Needs Theory (Physiological, Safety, SocialBelonging, Esteem,
Self- Actualization)马斯洛需求层次理论（生理需求，安全需求，社会归属需求，尊重，自我实现）
2. Hertzberg’s MotivatorHygiene Theories (Motivator: Self-Actualization, Esteem
Hygiene: Social, Safety, Physiological)赫兹博戈卫生与 动机理论（动机：自我实现，尊重；卫
生：社会，安全，生理）
Process: “How” personal factors influence behavior作用：个人因素“如何”影响行为
1. McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislike
responsibility, are inherently self- centered and are not very bright; motivate by reward
and punishment. Y: Assumes people become lazy wo recognition, will accept
responsibility, can become self-motivated and exercise self-control; motivate by removing
obstacles and providing self-directed environment.) 麦克雷戈德X理论和Y理论（X：人缺乏责
任感，自私，需要被人监管， 不聪明，受制于奖惩。Y：假设人有创造力，能自我管理，能实现自我激
发，能主动扫清障碍，创造以自 我为中心的环境 ）
2. Ouchi’s Theory ZJapanese Theory ( focus on team, company; usually lifetime employment,
collective decisionmaking )奥奇Z理论和日本理论（关注于团队，公司；一般是终身雇佣，集体决
策）

Other Motivational Theories:其他动机理论

Behaviorism 行为主义– people behavior can be modified through manipulation of rewards and
punishments人们的行为会因为奖惩而改变
Expectancy Theory期望理论 – Motivation is explained in terms of expectations that people have
about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if
they do perform effectively and (3) the value or degree of satisfaction they anticipate from those
24

ESSENCE OF PMBOK & PMP EXAM
re wards动机被解释为人们所具有的期望（1）通过努力极有可能完成工作（2）完成工作后会获得奖励（3） 奖励
带来满足
MBO – More support to team, not more power (remain to PM)对团队给与更多的支持而非更多的权力
Leadership Theories:领导者理论
McGregor麦克雷戈 – Theory X (employee lack ambition) and Theory Y (org structure are responsible
for motivation) X理论（员工缺乏雄心）Y理论（组织可以以赖于来源于员工的自信的动力）
Tannenabaum-Schmidt model
– Continuum of leadership styles between the autocratic and
participative styles是独裁领导风格和参与性风格的统一体
Blake and Mouton –
ref to managerial grid (Concern for People Vs Concern for Production), whereas
1,1 is laissez faire mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is
Compromise mgmnt and 9,9 is team mgmnt.

4.1.1.1 Forms of Organization组织形式
Functional职Groups people by specialization. Project manager has no formal authority of
能 resources and must rely on informal power structure and his own interpersonal
skills to obtain resource commitments from functional manage rs.专业化分组。项目管
理者没有对资源的控制权力，必须依靠非正式权利及自身的沟通能力从职能经 理处获取资源
Project Retains functional but adds a Project Expeditor who serves as a communications
Expeditor link and coordinator for the project across functional units保留职能，添加一个能
项目联络员
在项目各职能部门起联络作用的项目联系人
Project Similar to Project Expeditor except the Coordinator reports to a higher level
Coordinator项manager and has some authority to assign work与项目联系人相似，不同的是，项目协调
目协调员 员需要向更高层管理员汇报并有一些权利直接布置工作
Weak Matrix弱
Vertical functional lines of authority maintained with a relatively permanent
矩阵
horizontal structure containing managers for various project
s. Balance of power
leans toward the Functional Manager. Can cause a project to fall behind because
functional managers are pulling resources away to perform non-project related
tasks. The Project Manager may be able to make resource decision on his own but
not technical decision.权力倾向于职能经理。由于职能经理将资源移到非项目工作中去，有可能导致项目落后。项目经理有可能依据自身而不是技术决策来决定资源决策
Strong Matrix Same as Weak except that the balance of power leans towards the Project Manager类
强矩阵
似于弱矩阵，所不同的是，权力倾向于项目经理
Projectized项A separate, vertical structure is established for each project. All the project
目性 team members report directly and solely to the project manager. 为每一个项目所建立
的单独的垂直的结构。所有项目团队成员直接地单独地向项目经理汇报

**Memorize PMBOK “Organizational Structure Influence on Projects”组织结构对项目的影响

Team building is most difficult in a matrix organization. Its main purpose is to improve team
performance.团队建设在矩阵组织中是最困难的。它的主要目的是为了提高团队绩效
Team development is based on the individual development of each member.团队发展基于团队中每个成员
的个人发展
Leadership
Styles
Autocratic专
领导风格
PM makes decision without soliciting information from team项目经理个人作出决定而
25

ESSENCE OF PMBOK & PMP EXAM
制 不用考虑员工的意见，适用于紧急状况
ConsultativeIntensive information solicited; PM makes decision最大程度的收集信息，项目经理制
咨询式管理 定决策
Consensus协商Team makes decision; open discussion and information gathering by team团队做决
式管理 策，开放式讨论并从团队收集信息，主要决策由高层决定
Shareholder参
Little or no information exchange
; team has ultimate authority for final
与 decision；团队有最终决定权

Roles of the Project
Manager项目经理角色
Integrator集成者
Communicator沟通者
Team Leader团队领导
Decision Maker决策者
Climate CreatorBuilde
氛围营造者r

Documentation文件
 Staffing Management Plan人员配备管理计划– describes when resources will be brought into and taken
off the project.描述何时及如何把人力资源投入或撤出项目团队
 Employee Record Update 员工记录更新– as part of closure, the project manager should update
employee’s record with the new skills acquired.作为收尾的一部分，项目团队需要更新员工对新的技能掌
握程度的纪录
 Resource calendar 资源日历– identifies period when work is allowed.确定资源可用时间段


5 COMMUNICATIONS沟通

Project Communications Management项目沟通管理 - process required to ensure proper collection and
dissemination of project information.保证正确收集或发布项目信息的过程
Team Meetings团队例会 – periodic team meetings is the most effective way to accelerate the project
integration process.定期的团队会议是加速项目综合进程的最有效的方法
Performance Reviews绩效审查 – meetings held to assess status andor progress.评估项目状态和进度的会议
Communications
Model沟通模型

Functions of the Project
Manager项目经理的职能
Planning计划编制
Organizing组织
Leading领导
Controlling控制

Communicator发报The originator of the message消息的产生者（确保信息清楚、无歧意并且完整）
者
Message消息 Thoughts, feelings, or ideas reduced to
sender and receiver以编码输出的发报者与收报者都能理解的思想、意见、感觉
Medium媒介 The vehicle or method used to convey the message用来传达消息的工作或方法
Receiver收报者 The person for whom the message is intended完成或打断通信过程的参与者
[Sender] -- Encoding  Transmission  Decoding -- [Receiver]  Feedback
发送者--- 编码----〉发送-----〉解码-----〉接收-------〉反馈
26

ESSENCE OF PMBOK & PMP EXAM
Communications Channels沟通渠道 = (n- n)2 or n(n-1)2
„the fact that two team members are working “directly” together does not reduce the number of
communication channels.事实就是即便两个团队成员直接地工作也不能减少沟通渠道的数目
Tight Matrix紧密矩阵 - all team members allocated in a single office space所有团队成员集中在一个办公
区域
A
variance
is considered to be
significant
if it jeopardizes project objectives.一个分歧如果可能危及到
项目目标就应该得到重视
The purpose of project plan development is to create a document to guide project execution and control.
项目计划编制的目的是制定一个指导项目执行和控制的文件
The output of project plan execution consists of work results and change requests.项目计划执行的输出由
工作结果和变更请求组成
Types of
Communications沟通方
法

2
Formal Written正式书Project Charter, Management Plan (this is the best type of
面 communication method to use when there are cultural
differences and distance between team members)项目章程、管
理计划（这是跨文化和远程团队交流所需要的最好的沟通方法）
Informal Written非正Notes, memos笔记，备忘录
式书面
Formal Verbal正式口头 Presentations介绍、讲演
Informal Verbal非正式Conversations交谈
口头
Note:
55% of communications is non-verbal (it is the most important aspect of a
conversation)55%的沟通是非语言的（这是交流最重要的组成部分）
90% of Project Manager's time is spent acquiring and communicating
information项目经理90%的时间用于传递和获取信息

Objectives of a Kickoff Meeting项目启动会的目标
Get to know each other相互了解
Set team goals and objectives设置团队目标
Review project status审查项目状态
Review project plans审查项目计划
Identify problem areas确定问题领域
Establish responsibilities and accountabilities确立责
任和义务
Obtain commitments得到承诺

Barriers to Communications (which lead to
conflict)沟通的障碍（导致分歧的因素）
Lack of clear communication channels缺
乏清晰的沟通渠道
Physical or temporal distance物理或时间
27

ESSENCE OF PMBOK & PMP EXAM
距离
Difficulties with technical language不
懂技术术语
Distracting environmental factors分散注
意力（噪声）
Detrimental attitudes有害的态度（敌对、
不信任）
The most likely results of communication blocker and miscommunication as a whole is conflict.沟通障碍
或错误信息导致冲突升级

Building Effective Team Communications营造有效的团队沟通
Be an effective communicator成为一个有效的沟通者
Be a communications expeditor成为一个沟通联络员
Avoid communication blockers避免沟通障碍
Use a 使用紧密矩阵（作战室）
Make meetings effective (meeting during execution is the best format to
communicate)有效会议（实施期间最好的沟通方法是开会 ）

Management
Styles
管理风格
AuthoritarianLets individuals know what is expected of them进行具体指导，并希望遵守规则与标准
独裁
Combative好斗 Eager to fight or be disagreeable over any situation喜欢对任何情况都进行挑战或持
不同意态度
ConciliatoryFriendly and agreeable友好的、容易相处的
调和
Disruptive分Tends to disrupt unity and cause disorder倾向于破坏团结造成混乱
裂
Ethical伦理 Honest and sincere诚实真诚（强调公平解决）
FacilitatingDoes not interfere with day-to-day tasks, but is available for help and guidance
提供方便 when needed不干扰日常任务，但在需要时提供帮助和干扰
IntimidatingReprimands employees for the sake of a 申斥那些制造麻烦的人
威胁
Judicial公正 Applies sound judgment应用合理判断
Promotional促Cultivates team spirit; rewards good work; encourages subordinates to realize
进 their full potential培养团队精神；奖励出色的工作；鼓励下属了解他们所有的潜能
Secretive不公Not open or outgoing in speech, activity, or purpose不公开介绍，活动，意图
开的

Management Skills管理
技能

Leading领导 Establishing direction, aligning people, and motivating and inspiring确定方
向，协调思想，激励与鼓舞
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ESSENCE OF PMBOK & PMP EXAM
Communicating沟通 The exchange of information in a variety of dimensions在不同层面进行信息交
流
Negotiating谈判 Conferring with others in order to come to terms or reach an agreement与他
人协商达成某种协议
Problem Solving问题解A combination of problem definition and decision making问题的定义与决策制定
决 的结合
Influencing the The ability to get things done based on an understanding or the formal and
Organization对组织施informal structures of the organization基于对所有组织的正式或非正式结构的明
加影响 确理解的“把事情办妥”的能力

Documentation项目文件
„the prevailing measurement of what information to accumulate and communicate on a project is that
it contributes to its success.一个项目中知识的积累和传递的最有效测量方法是看它是否对项目的成功有利
 Progress Report进度报告 - summarize project status. Preferred report to quickly review where a
Reports are a method to
distribute information,
project
 Trend Report
deteriorating)检查项目
not just to rep哦ort on
now stands.总结项目状态。审查项目现状的首选报告方式
报告是发布信progress
息的一个方法，而不仅
趋势分析报告 – show performance over time (shows if it is improving or
仅是报告进展情况
 结果（以确定绩效是提高了还是降低了）
 Variance Report偏差分析报告– compare project results, looks at specific project items or tasks
比较项目结
果，关注特殊的项目条款或任务
 Forecasting Report 预测报告– only looks into the future 对未来项目状况和进展作出预测
 Status Report状态报告 – relating a moment in time (static)描述当前状况
 Project Plan项目计划
 Staffing Management Plan人员配置管理计划
 Communications Management Plan沟通管理计划 - should cover all phases of the project应该包括项目
的所有阶段
 Performance reports 绩效报告– provide info on schedule performance, thereby alerting the team
to problems that may arise in the future.提供进度绩效信息，提醒团队那些可能在未来引起问题的事项


6 TIME时间

Project Time Management项目时间管理 - processes required to ensure timely completion of the project确
保项目按时完成
Activity Definition活动定义 – defines activities that must take place to produce project deliverables
定义完成项目可交付产品必须进行的具体活动
Activity活动 – consumes time (eg
testing
)消耗时间（如：进行测试）
Events事件 – specified accomplishment does not consume time (eg
tested
)指定要完成的任务不消耗时间
（如：测试工作）
PERT计划评审技术 Weighted Average = (O + 4M + P)6 standard deviation = (P - O)6 variance =
2
standard deviation(To add standard deviations: convert to variance then add; take the square root
of the sum). Best method when you have no historical data for a similar task. Results is the 50%
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ESSENCE OF PMBOK & PMP EXAM
point (mean). 均值= (O + 4M + P)6 ，标准差= (P - O)6，方差=标准差（累加标准差：转换成活动方差再
累加；取和的平方根）类似任务中没有原始 数据时的最好估算方法。结果是中值（平均数）
Monte Carlo Analysis蒙特卡洛分析 - computer simulation of project outcomes using PERT estimates;
result represented in S curve. Provides the ability to compute the probability of completing a
project on a specific day. Can also be used to assess feasibility of schedule under adverse
conditions (eg when a schedule constraint is i dentified)使用PERT估算的计算机模拟项目输出方式；结果
描述成S曲线。提供在某一天 项目能够完成的概率。同样可以被用于估计相反概率的可能性（当时间进度一定
时）
Heuristics启发式 - rules of thumb拇指原则
Critical Path关键路径 – longest path (almost always have no float)最长路经（通常没有时差时间）
Variance偏差 - Plan minus Actual计划与实际的差距
Float Slack时差松弛时间 – Time an activity may be delayed from its early start without delaying
the project finish date. Difference between the required end date and the expected project
completion date. A negative slack on the critical path means that the project is behind schedule.在
不延误项目完成日期的情况下，活动自其 最早开始的日期起可以推迟的时间量。项目要求结束时间和项目预期结
束时间之间有差别。在关键路径上 存在一个负时差说明项目落后于进度计划。
Free Float自由浮动时间 – Amount of time a task can be delayed without delaying the early start of its
successor自由浮动时间是在不延误任何紧后活动的 最早开始时间的情况下，活动可以推迟的时间量。
Total Float 总时差– amount of time that an activity may be delayed from early start without delaying
the project finish date在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的总时间量
Lag滞后 – waiting time between two tasks (negative lead)两个任务之间的等待时间（负超前）
Schedule Baseline 进度基线- the original, approved project schedule; should never be changed without
proper review and approval. Any approved change should be documented in writing. Should be created
at the beginning of the project and used during the project to gauge (measure) overall project
performance, not just schedule. The project Performance Measurement Baseline should generally
change only in response to a scope or deliverable change.原始的，被核准的项目进程；未经恰当的评估和
正式批准永远 不能改变。被核准的变化必须以文档纪录。在项目启动时制定，贯穿于整个项目进程以评估项目执
行，而 不仅仅是在计划阶段完成。项目绩效测量基线仅在范围变更时候或可交付成果发生变化时变更。
Corrective action纠正措施 - in project time management primarily concerns expediting to ensure that
activities remain on schedule. Is anything done to bring expected future schedule performance in
line with the project plan.项目时间 管理主要关注确保进度表中的活动按时完成。使预期的未来项目绩效与计
划保持一致所做的任何事情。
Revisions修订 are changes to the scheduled start and finish dates in the approved project schedule;
generally revised only in response to scope changes. Rebaselining may be needed to provide
realistic data to measure performance.对已批准的项目进 度计划的开始和结束时间的修改；只反映相应的项
目范围变化时才进行修订。重新确定基准计划能提供测 量进度绩效的真实数据。
Scheduling and allocating resources to multiple projects may affect schedule slippage and in-process
inventory.多项目管理的进度计划和资源分配可能会影响进度滑动和存货清单。
The most important element necessary for project control is clear requirements.项目控制中最重要的因素
就是清晰的需求。
Duration Compression Methods 历时压缩方法– occurs after activity duration estimating and before
finalizing the schedule. Include crashing, fast track, 在活动历时评估之后，进度最终敲定之前发生。
包括赶工和快速跟进。
Crashing赶工 – when you are worried about time, not so much about costs.通过加大成本缩短历时。
2
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ESSENCE OF PMBOK & PMP EXAM
Fast Track 快速跟进– resources in parallel, involve increase rework. Fast track tasks should on the
critical path (float = 0) in order to save time.串行改并行，会带来返工。快速跟进一般在关键路径上进
行以节省时间。
Resource Leveling 资源平衡– often results in a project duration that is longer than the preliminary
schedule. Resource reallocation from non-critical to critical path activities is a common way to
bring the schedule back, or as close as possible, to the originally intended overall duration. 经
常导致活动历时超过最初的进度计划。资源分配从非关键路径 到关键路径的活动是导致进度滞后于最初拟定的完
成时间的一般原因或最接近的原因，
Finish to Finish结束结束关系 - activities must finish on a specific sequence 活动必须按照一定的次序结
束
“Start no earlier than” & “Finish no later than” 不早于和不晚于– Respectively #1 and #2 most
popular date constraint in project management software.在项目管理软件中排名第一和第二的常见日期约
束。
Root Cause Analysis 根源分析– used to identify the cause of the variation用于定义偏差的产生原因
Variance analysis偏差分析 – key element to time control. Float variance is an essential planning
component for evaluating project time performance. 时间控制的关键部分。时差偏差是评估项目绩效的核
心计划编制成分。
Revision修订 – category of schedule update that result in change to the project’s scheduled start or
finish dates. New target schedule should be the usual mode of schedule revision.导致项目拟定的开始
或 结束时间的变化的项目进度表更新。新的目标进度计划应该是项目进度修改的标准模式。
Schedule Management Plan 进度管理计划– defines how schedule changes will be managed; may be formal or
informal.定义进度变更如何管理，可能是正式的或非正式的
Schedule Change Control System 进度变化控制系统– defines procedures for changing the project schedule
and includes the documentation, tracking systems, and approval levels required for authorizing
schedule changes.定义项目进度的变更程序包括文档工作，跟踪系统和对变更的审批批准层次

6.1.1.1 Project Time Management项目时间管理
Arrow Diagramming Method PERT and CPM focuses on float duration, to determine which activities
(ADM):箭线图 have the least scheduling flexibility.
PERT计划评审技术 Program Evaluation and Review Technique程序评估和回顾技术
Emphasis on meeting schedules with flexibility on cost重点在于成本的计
划与弹性相协调
Three time estimates per activity: pessimistic, most likely, and
optimistic每项活动评估三次：悲观的，一般的，乐观的
The probability of completing a project at or later than its expected
time is 50%按预计或晚于预计时间完成项目的概率为50%
Event oriented; uses dummy; activity on arrow (AOA)事件为导向的；使用
标志符；活动箭头
Finish-to-Start logical relationship结束即开始的逻辑关系
Time estimates appear on arrow时间评估出现在箭头上
Critical Path Method关键Emphasis on controlling cost and leaving the schedule flexible重点在控
路径方法 (CPM) 制成本上，让计划保持灵活性
One time estimate per activity每项活动评估一次
Activity oriented; uses dummy; activity on arrow活动为导向；使用标志
符；活动箭头
Time estimates appear on arrow时间评估出现在箭头上
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ESSENCE OF PMBOK & PMP EXAM
Precedence Diagram Represents improvement to PERT and CPM by adding lag relationships to
Method优先图方法 (PDM) activities
[Start to Start; Start to Finish; Finish to Start; Finish to Finish]开
始对开始；开始对结束；结束对开始；结束对结束
Work is done during activity. Arrow indicates dependancy在活动中完成工
作。箭头指示依赖性
Activity on node; no dummy节点上的活动；没有标志符
GERT A network diagram drawing method that allows loops between tasks. It
is a method of sequencing (e.g. a project requires redesign after
completion of testing) 允许任务之间发生循环的网络图表制图方法。有先后
次序的方法（例如：测试完成之 后，项目需要重新设计）
Dependencies依赖关系
Mandatory or Hard强制 Often involve physical or technological limitations (based on the
nature of work being done)常常包括了物理及技术上的局限性（基于被完成任
务的属性）
Discretionary自由 Soft: desirable and customary (based on experience)软件：需要的，习惯
性的（在经验基础之上）
Preferential: preferred or mandated by a customer (also, need of the
project sponsor)优先：
External外部 Input needed from another project or source从其他项目或资源输入所需

Resource Planning Tools 资源分配工具
Responsibility MatrixIdentify who does what at what timephase of the project定义谁在项目的
责任矩阵 什么时间阶段做什么
Resource Spreadsheet资Quantifies how much work is needed from each resource during each time
源表 period量化每段时间从各个资源所需的任务量
Resource Gantt Chart资Identify the periods of time (e.g. calendar date) when a particular
源甘特图 resource is working on a particular task在一个特定的资源用于一个特定任
务时，定义时间段（如：日历）
Resource Histogram资源Vertical bar chart showing the total number of resources needed during
柱状图 each time period显示在每一个时间段所需资源总量的垂直条状图
(Resource Loading
Chart)（资源复合图）

Scheduling Tools进度计划编制工具
Networks (PERT, CPM, Interdependencies; how related相互依赖；相互关系的
PDM)网络
Barchart (Gantt)甘特图 Effective progress reporting tool; no logical relationships shown
between activities有效的发展报告工具；在活动中不现实逻辑关系
Milestone Chart里程碑图 Significant events; good for communicating status (used to track
success)重要事件；对沟通情况有利（用于跟踪成功事件）


7 COST

32

ESSENCE OF PMBOK & PMP EXAM
Project Cost Processes required to ensure that the project is completed within the
Management approved budget.保证在批准的预算内完成项目的过程
项目成本管理
Benefit Cost Ratio Expected Revenues Expected Costs. Measure benefits (payback) to costs;
收益成本比率
not just profits. The higher the better (if rating over 1, the benefits
are greater than the costs)
期 望收入期望成本。测量相对于成本的收益（回报），不仅仅是利润。该比率越高
越好（如果比率超过1， 收益大于成本）
Internal Rate of Interest Rate which makes the PV of costs equal to PV of benefits
Return
使得成本的计划值等于收益的计划值的利率
内部收益率
Payback Period Number of time periods up to the point where cumulative revenues exceeds
回收期
cumulative costs. Weakness in this approach is the lack of emphasis on the
magnitude of the profitability. Does not account for time value of money
nor consider value benefits after payback.
累计收入超过累计成本时的周期数。 这种方法的弱点是缺乏对收益数量的强调。既没
有计算金钱的时间价值，也没有考虑回报后的收益价值。
Opportunity Cost Cost of choosing one alternative and therefore giving up the potential
机会成本
benefits of another alternative: it is the value of the project not
selected (lost opportunity).
选择了可选方案的一种因此放弃了另一个可选方案的潜在收益的成本：它 是没有被选
择的项目的价值（失去机会）。
Sunk Cost Expended costs which should be ignored when making decisions about whether
沉淀成本
to continue investing in a project
已经花费的成本，并且该成本在做出是否继续投资一个项目的决策时不再考虑。
Law of Diminishing The point beyond which the marginal addition of resources does not provide
Returns a proportional amount of utility.
收益递减率 资源边际增加不能提供成比率的效用数量。
Straight Line Same amount each time period (e.g. 10 – 10 – 10)
Depreciation
每一时间段折旧相同数量（例如：10 – 10 – 10）
直线折旧法
Contingency Reserve Separate quantity of timemoney for known unknowns. Designed to cover
应急储备
specific risk events previously identified and measured in the Risk
Management Process.
为已知的未知单独准备时间金钱的数量。目的是为 了应对之前在风险管理过程中已
经确定和测量的特殊的风险事件。
Management Reserve Separate quantity of timemoney for unknown unknowns
管理储备 为应对未知的未知风险而准备的单独的时间金钱的数量。
Working Capital Current Assets - Current Liabilities
运营资本 当前的资产-当前的债务
Value Analysis Cost reduction tool that considers whether function is really necessary
价值分析
and whether it can be provided at a lower cost without degrading
performance or quality. Finding the least expensive way to do the scope of
work.
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ESSENCE OF PMBOK & PMP EXAM
成本降低工具，它考虑了功能是否真正需要以及它是否能在不降低性能或质量的 前提
下适用较低的成本来实现。寻找到较少的花费来实现工作的范围。
Value Estimating Part of Cost Control
价值估算 成本控制的一部分
Value Engineering Tool for analyzing a design, determining its function, and assessing how
Tool to provide those functions cost effectively.
价值工程工具 分析设计，确定它的功能并评估如何使用有效的成本提供这些功能的工具。
50-50 Rule At beginning, charge 50% of its BCWS to the account. Charge remaining at
50-50规则
completion.
在开始时，计计划值的50%，结束时计剩下部分。
Analogous Estimating Top down; based on similar projects. Represents a form of expert judgment.
类比估算
Gives project team an understanding of management’s expectations (part of
cost budgeting and cost estimating)
从上自 下的估算，基于简单的项目。代表专家判断的一种形式。给管理团队一个管理
预期的理解（成本预算和成 本估算的一部分）。
Bottom-up Estimating Detailed cost estimates of work packages are aggregated. Would provide
自下而上的估算
best overall quality of the estimate.
工作包详细成本估算的总合。将提供最好的全局的估算质量。
Parametric Estimating Relies on knowledge of mathematical relationships; measured in $$unit
参数估算
(scalable, quantifiable). It does
not
make use of team estimate. (part of
cost budgeting and cost estimating). Using a mathematical model to predict
the duration of a task (e.g. taking the average duration of all past
tasks)
依赖于数学关系的知识，测量每单位所花的金钱数$$单位（可测量的 ，可计量的）。
它不能使用团队估算（是成本估算和成本预算的一部分）。使用数学模型预测任务的历时（例如：所有以前任务的平均历时）。
Regression Analysis Statistical technique graphically represented on scatter diagram
回归分析 在分散图表中的图形描绘的统计学工具
Learning Curve Mathematically models the intuitive notion that the more times we do
学习曲线
something, the faster we will be able to perform
数学模型，直觉概念是我们作某事的时间越长，我们将能够执行的更快。
Variable Costs Costs rise directly with the size and scope of the project
可变成本 随着项目规模和范围的增加，成本直接上升
Fixed Costs Costs do not change; non-recurring (e.g. project setup costs)
固定成本 成本不会变化，不再发生（如：项目设置成本）
Direct Costs Incurred directly by a specific project. The PMI want the team to
直接成本
participate in the cost estimates to get their buy-in.
由一个特定项目引起的成本。PMI想让团队参与成本估算并达成共识。
Indirect Costs Part of the overall organization's cost of doing business and are shared
间接成本
by all projects. Usually computed as a percentage of the direct costs.
整个组织运营成本的一部分，是共享与所有项目的。通常用直接成本的百分比计算。
Cost accounts Represent the basic level at which project performance is measured and
控制帐户
reported. The purpose of cost accounts is to monitor and report on project
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ESSENCE OF PMBOK & PMP EXAM
performance.
代表着测量和报告项目绩效的基本层次。控制帐户的目的是监控和报告项目绩效。
Cost Change Control Includes the documentation, tracking systems, and approval levels needed
Systems to authorize a change.
成本变更控制系统 包括文档工作，跟踪系统，和批准变更必须的批准层次。
Budget updates Should be the next steps after an approved cost baseline has changed
预算更新
because of a major change on a project.
将是在已被批准的成本基线由于项目的重大变更而发生变更的下一步骤。
Operating profit Amount of money earned: Revenue – (direct + indirect costs)
运营利润 赚得的钱数：收入-（直接成本+间接成本）
Discounted cash-flow Present value method determines the net present value of all cash flow by
approach discounting it by the required rate of return.
现金流量折现法 现值法通过使用必须的回报率折现来计算所有现金流量的净现值
Parametric modeling Involves using project characteristics (parameters) in a mathematical
参数模型
model to predict project costs.
包括在数学模型中使用项目特征（参数）来预测项目成本。
Life-Cycle Cost Provide a picture of the total cost for the product (project, operations
生命周期成本
and maintenance).
描绘项目全部成本（项目，运营和维护）
Project Closeout (output to cost control) Process and procedures developed for the closing
项目收尾
or canceling of projects
（成本控制的输出）确定结束或撤销项目的过程和程序。



Formulas
预期价值 概率*影响
Present Value FV (1 + r)
现值
Cost Variance EV – AC [BCWP – ACWP] V
ariance = planned – actual
成本偏差 EV – AC [BCWP – ACWP]
偏差=计划-实际
Schedule Variance EV – PV [BCWP – BCWS] (if <0; work completed is less than what was
进度偏差
planned)
EV – PV [BCWP – BCWS]（如果小于0，完成的比计划的少）
Cost Performance Index EVAC [BCWP ACWP]
I am getting ____ out of each dollar. (>1 good;
成本绩效指数
<1 bad)

Schedule Performance EVPV [BCWP BCWS]
I am progressing at ____% of the rate originally
Index
planned

进度绩效指数
Estimate at Completion BAC CPI
(EAC)
AC+ETC (when original estimates are considered flawed) （当原始估算被认
t

Expected Value Probability * Impact
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ESSENCE OF PMBOK & PMP EXAM
Formulas
完工估算
为是错误的）
AC+BAC-EV (when everything is OK and variance will not occur in the
future)（当一切都好并且偏差将不会在将来发生）
AC+((BAC-EV)CPI) (when everything is OK and variance will occur in the
future)（当一切都好且偏差将会在以后发生）
Estimate to Completion EAC - AC or (BAC - EV) CPI
(ETC)
完工估算
Variance at Completion BAC – EAC
(VAR)
完工时的偏差
% Spent ACBAC
%花费
Cost Variance in % CVEV
成本偏差的%
Schedule Variance in % SVPV
进度偏差的%
BCWS (PV) How much should be done? This is the
performance measurement baseline
.
计划值 多少需要做的工作？这是绩效测量基线
BCWP (EV) How much work is done? (Progress) Budgeted cost of work performed. Value
挣值
of the work completed in terms of what you budgeted (your baseline)
多少工作应经完成？（发展）完成工作预算成本。工作完成的价值依据你的预算
（你的基线）确定。
ACWP (AC) How much did the “is done” work cost?
实际成本 完成工作的成本是多少？
BAC Budget at Completion – How much is budgeted for the total job? BAC
完工时的预算
would change every time there is a funded scope change approved for
activity to be performed in the future.
完成 时的预算——全部工作的预算是多少？每当固定范围变更时，完工预算将为以
后活动的执行改变。
EAC Based on project performance and risk quantification
完工时的估算 基于项目绩效和风险量化
ETC Estimate to Completion
完工时的估算 到完成时的估算
CPI Cumulative CPI does not change by more than 10% once a project is
成本绩效指数
approximately 20% complete. The CPI provides a quick statistical
forecast of final project costs.
一但项目完成了大约 20%时，累积的CPI不能超过10%。CPI提供了一个最终项目
成本的快速的统计预测。
EV=PV [BCWP=BCWS] EV equals PV when the project is completed.
EV等于PV时项目完成。
AD Work Quantity(scope of the activity) Production rate
36

ESSENCE OF PMBOK & PMP EXAM
Formulas
工作数量（活动的范围）生产率
Slope (crash cost - normal cost) (crash time - normal time) if <0, as the
time required for a projecttask decrease, the cost increase
（压缩成本-正常成本）（压缩时间- 正常时间）；如果小于0。随着项目任务计
划时间的减少，成本上升。

Documentation
 Cost Management Plan – (from Cost Estimating) The action taken by the project manager for all
variances are described in the Cost Management Plan.成本管理计划-（来自成本 估算）在成本管理计划中描
述了所有项目经理为偏差所采取的行动。

8 RISK风险
Project Risk Management 项目风险管理– processes concerned with identifying, analyzing, and responding
to uncertainty. The most likely cause of poor risk management is lack of prioritized list of risks
对风险进行识别、分析、应对的系统化过程。差的风险管理源于没有对风险进行分类排序
8.1.1.1 Types of

Risk风险类型
Business商业风险 Normal risks that offer gain and loss正常的风险可能会带来盈利或损失
Pure Insurable纯风险Only loss: property damage, indirect consequential loss, legal liability,
可保险 personnel. For risk we can outsource, we have contract. For pure risks, we
obtain insurance.只带来损失：财产损害、间接损失、法律责 任、人员损失。可通
过购买保险、签订合同等手段将风险转移出去。
Risk Factors风险因素
Risk event风险事件
来源，事件，征兆

Risk probability风险

概率
Amount at Stake得失量

Statistical IndependenceOccurrence of one event is not related to occurrence of the other 一件事情
统计独立 的发生与其他事情的发生无关（期望值分析和决策数分析的必要条件）
Purpose is to test the value of data (input to Qualitative Analysis)数值测
Data Precision Ranking数
量（质量分析的输入）
据精确度等级
Secondary Risk二次风险 (part of Risk Response Planning)（风险应对计划的一部分）
Path Convergence路径汇聚 Tendency of parallel paths of equal duration to delay the completion of
the milestone where they meet所有在此处的延迟会导致汇合于此处的任何路径的
延迟
Contingency Plan应急计划 Planned action steps to be taken if an identified risk occurs. (e.g.

developing alternative activity sequences)如果风险发生，应该采取计划措施的
步骤（如：制定备选方案）
Uncertainty不确定性
An uncommon state of nature, characterized by the absence of any
information related to a desired outcome.一个偶然事件，对未来事件缺乏认知
Workaround权变措施 Unplanned response to negative risk events (requires to be impacted by the
risk first)对不利的风险事件的未经计划的应对措施（首先要压缩风险）
37

ESSENCE OF PMBOK & PMP EXAM
Expected Monetary Value= Probability * Monetary Impact (used in Decision Tree Analysis)概率*得失
期望值 量（用于决策树分析）
Risk Event风险事件 A discrete occurrence that may affect the project for better or worse.
After a risk event, the project manager’s role is to reassess the risk
ranking. The risk owner is responsible to take action when an identified
risk occurs.可能导致项目变好或者变坏的不连续事件。风险事件过后，项目管理者
的任务是重新评估风险等级。当风险发生时，风险所有者有责任采取行动
Risk Trigger风险触发器 A symptom of risk; indirect manifestation of actual risk event; output of
risk identification; example is poor morale一种风险征兆；间接的表现出风险
事件；风险鉴别的输出；
8.1.1.1.1.1 Risk
Risk data assembled for the management of the project项目管理中的风险数据
Portfolio
组合
Utility Theory效用理论 Technique that characterizes an individual’s willingness to take risk描
述个体承担风险意愿的方法
Sensitivity Analysis敏感Places a value on the impact to the project plan by adjusting a single
性分析 project variable; simplest form of analysis最简单最经济的定量分析方法（没

考虑风险要素间关系及概率）
Risk Auditor风险核对
Role is to investigate the effectiveness of the risk owner (which can

Risk Tolerance风险容忍度

cause potential conflict with risk owner)
任务就是调查风险所有者可能的影响力（可能引起潜在风险的风险所有者）
Risk Taker, Risk Adverse, Risk Neutral; if you know the tolerance of the
stakeholders, you can determine how they might react to different
situation and risk events. You use this information to help assign levels
of risk on each work package.风险承担者，风险转变者，风险中立者；如果你知
道干系人的承 受度，你就能判定他们在不同的情况和风险事件中在多大程度上给与反
应。用这种方法帮助你确定每一个 工作包中风险的等级


Responses to Risk风险应
对措施
Avoidance
(eliminationabat
ement)规避（消除
排除）
Eliminating cause eliminates risk. Can be done by changing the Project Plan or
protecting project objectives from its impact.消除风险产生原因。通过修改项目 计划
来消除某些风险或使项目目标免受风险的影响（在项目早期风险可通过澄清要求获取信息，
加强沟通，听专家的，来规避）
Mitigation
Reduce the Expected Monetary Value
.
Float can be use to mitigate potential risks
(reduction)缓解
设法 将负面风险事件的概率或带来的不利后果减小到可接受范围内

（减轻）
Transfer转移 Deflect or share (eg. Insurance, warranties)转移或分担（保险，担保）
Acceptance接受 Accept or retain consequences. 2 types:
Active
Acceptance (develop a contingency
plan) or
Passive
Acceptance (no action).接受或保留结果。2种形 式：主动接受（开发
一个应急计划）或被动接受（不采取任何行动）
Numbers to Know需
要知道的数字
Cost Estimates:成
本估算
Order of Magnitude
The range of an estimate with the smallest range is the least risky.估算的范围
越小引发的风险越小

-25%

+75%
38

ESSENCE OF PMBOK & PMP EXAM
(ballpark
estimate)量级（棒
球场估算）
Budget预算
Definitive确定

-10%
-5%

1 sigma 68.3%
2 sigma 95.5%
3 sigma 99.7%
6 sigma 99.99%

Documentation文档
Risk Management Plan 风险管理计划– would most likely be developed during scope planning phase of the
scope management process.大多数情况下，风险管理计划是在范围管理进程的范围计划编制过程中开发出来的
9 QUALITY
Project Quality Management – processes required to ensure that the project will satisfy the needs for
which it was undertaken.
项目质量管理-保证项目满足其承担需求所需要的过程。
Quality is the conformance to requirementsspecifications and to fitness of use.
质量是与需求规范的一致性，以及使用的适当性。
Quality function deployment – provide better product definition and product development. Its main
feature are to capture the customer’s requirements, ensure cross functional teamwork, and link the
main phases of product development.
质量功能展开- 提供更好的产品定义和产品发展。它主要特征是捕捉客户 需求，保证交叉功能的联合作业，并连接产
品开发的主要阶段。
Rework – action taken to bring a non-conforming item into compliance. Rework is a frequent cause of
project overruns.
返工- 为了使不一致的项达到一致而采取的行动。返工是项目超限的常见原因。

Quality Variable A quality characteristic that is measurable
质量变量 可以测量的质量特征
Quality A quality characteristic that is classified as either conforming or
Attribute nonconforming
质量品质（属性） 被分类为一致或不一致的质量特征
Benchmarking Comparing practices of other projects. Provides a standard to measure
基准比较分析（标
performance (time consuming). (e.g. investigating quality standards that other
杆）
companies are using)
与其它项目的实践进行对比。提供测量绩效（时间消耗）的标准。（如：调查其他公司正
在使用的质量标准）
Statistical Involves determining the probability of an occurrence
Analysis
包括确定一个事件发生的概率
统计分析
Trend Analysis Uses mathematical techniques to forecast future outcomes based on historical
+25%
+10%





39

ESSENCE OF PMBOK & PMP EXAM
趋势分析
results; used to measure technical, cost, and schedule performance
使用数学工具基于历史结果来预测将来的结果；用于测量技术、成本和时间进度绩效
Quality Audit Structured review of other quality management activities performed to identify
质量审计
lessons learned (used for process improvement) Part of Quality Assurance.
Provide management confidence that the project will satisfy relevant quality
standards.
对 其它质量管理活动结构化的审查，目的是识别质量保证部分的经验教训（用于过程改
进）。提供项目将完 成相关质量标准的管理信心。
Inspection Prevent errors from reaching the customer before delivery to the customer. Can
检查
be done throughout product development.
在产品交付到客户之前，阻止错误到达客户。可以在产品发展的整个过程实施检查
Design of A technique to identify which variables have the most influence on overall
Experiments outcomes (part of Quality Planning) (e.g. analyze the colorsize combination
试验设计
that will contribute most to the functionality of the new product). Can be
applied to cost and schedule tradeoffs.
一种 帮助识别对全部结果产生最大影响的变量因素的技术（质量计划编制的一部分）
（如：分析不同的颜色尺 寸组合将是对新产品功能的最大贡献）。可以被用于对成本和时
间进度的权衡。
Flow chart Help analyze how problems occurs
流程图 帮助分析问题如何产生
Attribute Measures whether or not the
results
conforms to specifications
Sampling
测量结果是否符合规格。
属性（品质）抽样
Variable Are characteristic you want to measure (size, shape, weight, etc„). An
Sampling attribute is what you are measuring. The result is rated on a continuous scale
变量抽样
that measures the degree of conformity.
你想 测量的特征（尺寸，外型，重量等）。一个属性是你测量的对象。结果是在测量符合
程度的连续坐标上排 列表示。
Assignable Data point on a control chart that requires investigation
Causes
在控制图上需要调查研究的数据点
非机遇原因
Specification Shows customer’s expectations for quality (on a control chart)
Limit
表示客户对质量的期望（在控制图中）
规范界限
Control Chart „help newly assigned project manager determine whether the project is out of
控制图
control (in order to verify quality level). Can be used to monitor project
management processes such as coscard, schedule variance, volume and frequency
of scope changes, and errors in project documents.
帮助新指 派的项目经理确定项目是否失去控制（为了核实质量层次）。可以监控项目管理
过程，比如，cosca rd，进度偏差，范围变更的幅度和频率，以及在项目文件中的错误。
Statistical Are used to monitor process variations overtime. Help people understand and
Control Chart control their process work.
统计控制图 用于监控超时的过程变化。帮助人们了解和控制他们的过程工作。
“Out of Non- random points that are still within the upper and lower control limit
40

ESSENCE OF PMBOK & PMP EXAM
Control”
仍然在上下控制线内的非随机点。
失去控制
Upper and Lower Acceptable range of variation of a process. [
These limits are set based on the
Control Limit on
company’s quality standards. The control limits are determined from data
a Control Chart
obtained from the process itself.]
控制图的上下控制过程变化可接受的范围。[
这些限制的设立是基于公司的 质量标准的。控制限决定于包含在
线
过程本身的数据。
]
Specification Fixed by the customer
Limit
客户确定
规范界限
Pareto Diagram Used to show how results were generated, by type or category of identified
帕累托图
cause
用于显示被识别原因的类别或种类是如何产生结果的。
Ishikawa Made popular Pareto Chart, Cause-and-Effect Diagram and Control Chart
Ishikawa逻辑图 通俗化的帕累托图，因果分析图，控制图
Taguchi Method Is used to estimate the loss associated with controlling or failing to control
Taguchi方法
process variability. If you select good design parameters, you can produce
products that are more forgiving and tolerant. The tool helps determine the
value or break- even point of improving a process to reduce variability.
用于估算对过程变量的成功控制或失败控制与损失的关系。如果你选择了好 的设计参数，
你可以生产客户对其有更多宽容和忍耐的产品。这个工具帮助确定为减少可变性而改进过< br>程所得到的价值或平衡点。
ISO 9000 Provides a basic set of requirements for a quality system, without specifying
ISO 9000
the particulars for implementation.
为质量系统提供了一套基本要求。对执行没有特殊的说明。
Checklists Used to verify that a set of required steps has been performed in quality
检查表
control process
用于核实一系列要求的步骤在质量控制过程中是否已经实施
“Statistically Determine if problems are related before planning what to do about them
Independent”
在计划去做之前确定问题之间是否有关联。
统计独立
Mutually If two events cannot both occur in a single trial (?)
Exclusive
在同一个试验中两个事件是否不能同时发生（？）
相互排斥
Special Cause Unusual event
特殊因素 特殊事件
Random Cause Normal process variation
随机因素 正常过程变动
Cause and Effect (1) Creative way to look at actual causes and potential causes of a problem
Diagram
(1) 查找问题的实际原因和潜在原因的创造性的方法
(Fishbone) (2) Process of constructing helps stimulate thinking about an issue; helps to
organize thoughts; generates discussion
因果关系图
(2) 刺激关于问题的思考；帮助组织思路；产生讨论
（鱼骨图）
(3) Used to explore a wide variety of topics
41

ESSENCE OF PMBOK & PMP EXAM
(3) 用于探索主题的广泛多样性
(4) Also known as Ishikawa or Fishbone diagram
(4) 也被称为Ishikawa或鱼骨图



Quality Planning Refers to potential problems. Although it usually occur during planning phase,
质量计划编制
it can occur during execution if there is a change.
涉及潜在的问题。尽管它通常发 生在计划阶段，但是它可以发生在实施过程，如果产生变
更的话。
Quality Control Refers to specific performance of a task (measuring quality and comparing
质量控制
results to the quality plan)
涉及任务的特殊绩效（测量质量并比较质量结果和质量计划）
Quality Refers to overall quality requirements (standards) (e.g. evaluating
overall

Assurance project performance regularly)
质量保证 涉及全部质量要求（标准）（如：有规律的评估全部项目绩效）

Cost of Quality
质量成本
Conformance 一致成本
Planning 计划编制
Training 培训
Process Control 过程控
制
Non-Conformance (most accurate) 不一致成本（非常精确）
Scrap 废料
Rework and repair 返工和修理
Additional Material 额外材料

Design and process Repairs and service 修理和服务
validation 设计和过程确认
Test and evaluation 测
试和评估
Quality audits 质量审
计
Maintenance and
calibration 维护和校准
Inspection 审查

Complaints 抱怨
Liability 责任
Product recalls 产品召回
Field service 现场服务






Field testing 实地测试 Expediting 加速处理
Impact of Poor Quality 质量差的影响
Increased cost 增加成本
Decreased productivity 降低生产率
Increased risk and uncertainty 增加
风险和不确定性
Increased costs in monitoring 增加监
控成本

Goal of the cost of quality program should be 3 - 5% of total value.质量程序的目标成本占总成本的3-5%
42

ESSENCE OF PMBOK & PMP EXAM
Cost of non-quality is estimated to be 12 - 20% of sales.非质量成本接近于销售的12-20%
Cost of Quality Includes Prevention Costs (training), Appraisals Costs (inspectiontesting) and
Internal (scrap, rework)External (warranty) Failure costs质量成本包括预防成本 （培训），评估成本
（检查测试）和内（废料，返工）外（担保）部缺陷成本
Management is 85% responsible for quality. The team member is
ultimately
responsible for quality
management. The project manager is
primarily
responsible for quality manageme nt.管理层负责85%的质量
成本。团队成员对质量管理负有最终责任。项目管理者对质量管理负有主 要责任。
Two components of product availability are
reliability
and
maintainability.构成产品有效性的两个成分是
可靠性和可维护性
To effectively use statistical quality control, the project team should know the differences between
special causes
and
random causes
.
为了有效地使用统计质量控制，项目团队应该知道特殊因素和随机因素的区别。
Sampling
and
probability
are the most important topics to understand in statistical process control.
样本和概率是了解统计过程控制最重要的概念。
Top management should direct continuous improvement.
高层管理应该指导持续改进。
Quality control measurement are records of quality control testing and measurement in a format for
comparison and analysis (input to quality assurance).
质量控制测量是用某一格式所做的记录，目的是为对比和分析所作的质量控制测试和测量。
Documentation 文件
 Quality Management Plan – describes method for implementing quality policy project quality system
and organizational structures, responsibilities, procedures, processes and resources needed to
implement project quality management.
 质量管理计划 – 描述了应用质量 政策、项目质量系统的方法和运用组织结构、责任、程序、过程和所需资源来
实现项目质量管理

10 PROCUREMENT采购

Project Procurement Management 项目获取管理- the processes required to acquire goods and services from
outside the performing organization.此过程需要从外部执行组织获取货物和服务。
Make or Buy Decision做出购买决定 – it is generally better to do the work yourself if using an
outside company means you have to turn over highly confidential proprietary data to other company.
如果你用外部公司有可能泄漏机密数据，那最好亲自执行此工作。

Contract Types and
Risk合同类型和风险

Cost Plus Percentage
No valid for federal contracts对政府合同无效？
of Cost 成本加成本百分
比(CPPC)
Cost Plus Fixed Fee Used for research and development contracts (which generally have low
(CPFF)成本加固定费用 level of detail in the scope); fixed fee can change if there is a change
to the contract (usually through change orders). The risk rests with the
buyer.用于研究和发展合同（通常在范围细节上处于 较低水平）；如果合同有变
化，固定费用可以变更（通常是贯穿变更订单始终）风险取决于购买者。
Cost Plus Incentive Buyer and seller share in savings based on predetermined %s; long
43

ESSENCE OF PMBOK & PMP EXAM
Fee （CPIF）成本加激励performance periods and substantial development and test requirements
费用 (incentive to the vendor to perform on or ahead of time)购买者和销售者根
据预先制定的百分比分担储蓄；长时执行周期，实质发 展和测试要求（激励卖主及
时或提前完成任务）

In Cost plus contract, the only firm figure is the fee在成本加合同
中，唯一的硬性指标是费用
Fixed Price Plus High-value projects involving long performance periods高价值的项目包括
Incentive Fee (FPI)固长时执行周期
定价格加激励费用
Firm Fixed Price Reasonably definite specifications (e.g. SOW). Shift risk to seller.
(FFP)稳定的固定价格
Good
when deliverable is not a core competency.适度的明确说明书。将风险< br>转嫁给销售者。
可交付使用不是核心竞争力时很好
。
Time & Material (T&M)
Good
if the buyer wants to be in full control andor the scope is
时间和原料 unclearnot detailed or work has to start quickly. Profit factor into
the hourly rate.
购买者希望被完 全控制，或范围划分不明确，或任务快速启动都
很好。
利润要素进入每小时速率。
Fixed Price Award Fee“bonus” to the seller based on performance (e.g. 100K + 10K for every
固定价格授予费用 designated incremental quality level reached.
Purchase Order买卖订单 A form of contract that is normally unilateral and used for simple
commodity purchases.用于一般消费品购买的单方面的合同形式
Contract type Vs RiskFFP – FPI – CPIF – CPFF – CPPC
和同类型和风险
Fixed Price – Cost Reimbursable – T&M
Buyer’s risk from low to high购买者的风险从低到高
Seller’s risk from high to low销售者的风险从高到低

Elements of a Contract
合同基础

Offer提议 Assent to certain terms by both parties双方一致同意一些条件
Acceptance接受 Agreement, written or spoken协议，书面的或口头的
Consideration报Something of value有价值的东西
酬
Legal CapacityAble to contract有合同效力
法律能力
Legal Purpose法No violation of public policy不违反公众政策
律目的

Stages of Contract
Negotiation
合同谈判进程
Protocol草案 Introductions导言
Probing探通术 Identify concerns, strengths, weaknesses识别利害关系，强势，劣势
Scratch Actual bargaining实质性商讨
bargaining商讨
Closure收尾 Positions summed up决定合计
Agreement协议 Documenting文档
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ESSENCE OF PMBOK & PMP EXAM
Specification 说明书- precise description of a physical item, procedure, or service. The SOW
supplements the specification in describing what must be done to complete the project.关于物体、进
程或服务的详细说明。SOW是描述项目完成所需工作的补充说明。
Privity默契- legal relationship that exists between any contracting parties (e.g. if company “A”
hires “B” and “B” subcontract to “C”, “C” is not legally bound by anything “A” can say;
the
privity
is with “B”)存在于任何直接联系者之间的合 法关系（例如：公司A雇用B，B转包给C，C对于
A所说的任何事情不负有法律责任，C的默契人是B ）
Waiver弃权 -
a party can relinquish rights that it otherwise has under the contract. Forebearance can
mature into waiver.

Retainage
– withholding of funds under contract.依照合同扣除资金
Warranty 担保- assurance of the level of quality to be provided对所承诺质量水平的保证
A contract ends by: 合同终止于
Successful performance成功
的业绩
Mutual agreement相互协商
Breach of contract违约


Last two are
Termination最后两个是终止


Terms and Conditions期限和条件 – the project manager must uphold the Terms and Conditions of the
contract, even if it meets the needs of the project, it has to also meet the requirement of the
contract.项目管理者必须支持合同的期限和条件，即便要符合项目需求，也必须符合合同要求
Liquidated damages – 清算赔偿金
Contract Control System vs Project Control System 合同控制系统和项目控制系统– they both include
procedures. The contract control system requires more documentation and more signoff.它们都包括进
程。合同控制系统需要更多的文件和签名。
Work Authorization Systems任务授权系统 – can be used to coordinatecontrol what time and sequence
work is done. It helps with integrating tasks into a whole.用于调整控制工作在何时以何种次序进行。
它帮助将任务集成于一体。
Performance Scope of Work 任务执行范围– describes the performance – not the functionality-- required
by the customer描述而非泛泛而谈用户所要求的执行情况
Independent Estimate独立评估 – most concern with costs, comparing cost estimates with in-house
estimates or with outside assistance (part of Source Selection)多数关注成本，在内部评估和外部补助
（资源选择的一部分）之间比较成本估算
Procurement Audit获得审计
– structured review that flush out issues, and set-up lessons learned. Helps ensure problems are
resolved for future projects. Identify successes and failures that warrant transfer to other
procurements.回顾所有涌现的 问题，学到的经验教训。确保对于未来项目存在的问题都已经得到解决。区别成功
与失败
Beneficial Efficiency 法律效力– when the work is being used for the intended purpose and has been
certified当任务用于被确定的目的并已被鉴定
Terminating contract for Convenience为方便而定的终止合同 – if a project is terminated before it is
complete, the level of extent of completion should be established and documented.项目在完成之前终
止，需要建立和记录项目完成程度的水平。

Contracting
Centralized集中订立

Decentralized发散订立
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ESSENCE OF PMBOK & PMP EXAM
+ More economical更经济
+ Easier to Control易控
+ Higher degree of
specialization (expertize)高
度专业化
+ Orders can be consolidated
形成固定化订单
- May become a bottleneck可
能形成瓶颈
- Less attention to special
needs不太关注项目具体要求

Negotiating Tactics谈判策略
Deadline最终期限
Surprise吃惊
Limited Authority有限权力
Missing Man不露面的人
Fair and Reasonable公平合理


Documentation文件
+ Project Manager has more control PM更大控制权
+ Contracting personnel are more familiar with project 合同订立人员
对项目需求更熟悉
+ More flexible and adaptable to project needs针对项目需求，更具适
应性和灵活性
- Duplication of contracting efforts合同工作重复性
- Higher costs高成本
- No standard policies没有形成标准化的合同政策

Strategic Delay战略延迟
Reasoning Together一起论理
Withdrawal撤退
Unreasonable不合理
Suggesting Arbitration建议仲裁
Fait Accompli既成事实
 Statement of Work 工作说明– describes the procurement item in sufficient detail to allow
prospective sellers to determine if they are capable of providing the item. (Scope Statement
between Client and PM SOW between PM and Seller)按合同的要求对产品提供详细的叙述性说明以使潜在供
方判断是否有能力提供相应服务（范围说明存在于PM和客户之间工作说明存在于PM和供应商之间）

11 INTEGRATION综合

Project Baseline 项目基线– should be changed for all implemented changes. Sometimes, certain
classification of changes get automatic approval on a project and do not need Change Control Board
approval.依所有执行中的变更而更新。有时，某种特定的变更分类可以不通过CCB 直接变更
Changes 变更- if the functional manager wants to make a change to time associated to a task (change in
goals and objectives of the Charter) and there is not enough reserve, senior management (not the
Project Manager) should authorize the change. The best method to
control
changes on the project is
to look for sources of change. The best method to
deal
with changes is to direct the changes to the
Change Control Board.如果职能经理想作出一个与任务相关的时 间变更（战略目标和章程的产品目标）并且没有
足够的储备，高级管理层（不是PM）应该核准变更。项 目中控制变更的最好方法是控制引起变更的原因。处理变
更的最好方法是直接将变更呈给CCB。
Change Control System变更控制系统 – must also include procedures to handle changes that may be
approved without prior review (e.g. result of an emergency)必须也包括一个绿色通道（例如：紧急情况）
Schedule Change Control System进度变更控制系统 – can include the paper, systems and approvals for
authorizing changes. The project manager is normally not the approval authority, and not all the
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ESSENCE OF PMBOK & PMP EXAM
changes approved可以包括文档，跟踪系统和变更的批准层次。项目管理者一般不是被公认的权威人士，不是所< br>有的变更都能被批准。
Project Plan项目计划 – as an input to team development, the project plan describes the technical
context within which the team operates.作为团队发展的输入，项目计划描述团队工作的技术框架。

12 PROFESSIONAL RESPONSIBILITIES专业职责

Routine Government Fee (Transfer Fee)常规政府费用（转会费） – only government official can collect
routine government fees (this is not a bribe)只有政府官员可以收取常规政府费用（这不是贿赂）
Company Policies公司政策 - It is the project manager’s professional responsibility to ensure that
company policies are followed during the project.在项目执行过程中遵循公司政策是项目管理者的专业职
责。
Copyright laws版权法 – do not violate不能违反
Employee mistake职员错误
- when a team member makes a mistakes, allow him to save face and to fix the problem. Try to workout
an issue before escalating. Exception:
if it is not considered a project related issue
(e.g.
harassment), it should be reported directly to the employee’s manager.当团队成员犯错误时，允许他们
保留面子，处理问题 。尽量在事态发展之前检测出问题。例外：
如果不是考虑与项目相关的问题
（如：折磨），应该直接向员工经理汇报。
Do not make illegal payments, report thefts不要进行非法付款，报告偷窃行为
Company and Customer’s Interest公司和用户的利益 - professional responsibility requires the
investigation of any instances where the legitimate interests of the customer may be compromised.
If such compromise is found, action must be taken. Protect your company’s interests专业职责要求调
查涉及用户合法利益的任何情况。 如果此类情况被发现，必须采取行动。保护你公司的利益。
Budget tampering预算贿赂 - presenting anything besides your original estimate to allocate more to the
budget is inaccurate and calls into question your competence and integrity as project manager (e.g.
if a customer ask to estimate “pessimistically”, you should add as a lump sum contingency fund to
handle project risks)投入比最初 评估预算多的任何费用都是不正确的，这将对项目管理者的能力和诚实人品带
来质疑（例如：如果客户需 要“悲观的”评估，你应该增加一小部分的意外资金应对项目风险）
Rights权力 - do not do business with a country where there is a clear violation of the fundamental
rights (e.g. non-discriminating treatment).不要和有明显有违基本原则（例如：无差别待遇）的国家合作













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ESSENCE OF PMBOK & PMP EXAM


13 POSSIBLE EXAM QUESTIONS考点

Scope Questions范围

Why is a careful and accurate needs
analysis important? 为什么一个仔细的
准确地需求分析是重要的？


To make sure customer or stakeholder expectations can be
identified and satisfied.确保用户和干系人的需求能够被正确
的识别和满足
How is a change control board used? To approve or reject change requests according to
Can there be more than one? 如何使用responsibilities defined and agreed upon by key
变更控制委员会？它是唯一的么?

stakeholders. Multiple CCBs may be used on large
projects. 由项目干系人正式设立的组织，批准或拒绝变更需求。
多变更控制委员会可用于大型项目。

What is the purpose of the project
charter? How does it benefit the
project manager? 项目章程的作用是什
么？它对项目管理者有什么益处？
To formally document the existence of the project,
including the business need that the project was
undertaken to address and the product description. It
provides the project manager with the authority to apply
organizational resources to project activities. 它是项目存
在的正式文档形式 ，包括商业需求和产品描述。授予项目经理为执
行项目活动而使用组织资源的权利。
A forecasting technique used to gather information; it
relies on gathering expert opinions. Usually goes three
rounds. Obj.: Gain consensus of expert opinions. 通过收集
信息对未来进行预测的工具 ；它依赖于收集专家意见。通常进行三
次循环。目标是：获得专家意见的某种共识。
To describe how project scope will be managed and how
scope change will be integrated into the project. 描述项目
范围如何被管理及范围变更如何被整合到项目之中
To provide interested parties with work package
descriptions and other planning information such as
schedule date, cost budgets, and staff assignments for
each WBS element. 有利于为可交付成果提供工 作包的描述及其它
计划编制信息，如任何一个工作分解结构要素的进度日期、成本预
算、人员分 配。
Each task should be broken down into work packages that
require no more than 80 hours to complete. 每一项工作都应
该被分解为完成时间不超过80小时的工作包
Scope verification is primarily concerned with acceptance
of the work results; quality control is primarily
concerned with the correctness of the work results. 范围确
认主要是针对工作结果的可接受性；质量控制主要针对工作结果的
正确性
What is the Delphi Technique? 什么是
德尔菲技术？
What is the purpose of the scope
management plan? 范围管理计划的作用
是什么？
What is the purpose of the WBS
dictionary? 工作分解结构字典的作用是
什么？
What is the 80 hour rule? 什么是80
小时规则？
What is the difference between scope
verification and quality control? 范
围确认和质量控制之间的不同之处是什
么？
What are the three steps involved in (1) Establish unambiguous and realistic objectives 确定清
MBO? 目标管理的所包括的三步是什么？ 晰的实际的目标
(2) Periodically evaluate whether project objectives are
being achieved 阶段性评估项目目标是否完成
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ESSENCE OF PMBOK & PMP EXAM
Scope Questions范围

(3) Act on the results of the evaluation. 在评估结果的基础
上采取措施
At the end of the project. 在项目收尾（管理收尾）的时候


Problem Solvingconfrontation because both parties can be
fully satisfied if the work together to find a solution
that satisfies both their needs. 解决面对问题，因为双方对
他们共同选择的方法都会满意
(1) Organizational interfaces 组织界面
(2) Technical interfaces 技术界面
(3) Interpersonal interfaces 人际关系界面
They can occur simultaneously. 它们经常同时发生
When should scope verification
occur? 范围确认应何时发生？

HR Questions

Which are the five methods of
managing conflict is recommended?
Why? 在解决冲突的5种方法中哪一种是
被推荐的？为什么？

What are the three types of project
interfaces that serve as inputs to
the organizational planning process.
When can they occur? 作为组织计划进
程输入的三种项目界面是什么？它们什么
时候出现？
What is McGregor’s Theory X? What
is management’s role in this
approach? 什么是麦克格雷德的X理论?
管理在这个方法中所扮演的角色是什么?
What is McGregor’s theory Y? What
is management’s role in this
approach? 什么是麦克格雷德的Y理论?
管理在这个方法中所扮演的角色是什么?
Traditional approach: workers are self- centered, lazy,
lacking ambition. Managers organize the elements of the
productive enterprise in the interest of
economic ends
.传
统的方法：工人自私，懒惰，没有上进心。管理者要广泛应用于以
结果为导向的生产部门 。
Workers are not by nature resistant to organizational
needs; they are willing and eager to accept
responsibilities and are concerned with self-growth and
fulfillment. Managers should try to create an environment
where workers can achieve their own goals.工人愿意 工作；他
们愿意和期望承担责任并关注自我实现和满足。管理者应该尽量创
造能让工人实现他们 目标的环境。
A specific type of organizational chart that shows which
units are responsible for which work items组织图的一种具体
类型用于显示哪一个部门负责哪块工作
It identifies when a particular resource is or will be
working on a particular task 描述何时某项特殊的资源被消耗
于某项特别的任务
It complicates team development because team members are
accountable to both a functional manager and a project
manager. 复杂化了团队发展因为团队成员既对职能经理负责也向
项目经理负责。
Functional, Matrix, and Project zed职能型、矩阵型、项目型
What is an organizational breakdown
structure (OBS)? 什么是组织分解结
构？
What is the purpose of a resource
Gantt chart? 资源甘特图的作用是什
么？
Does the matrix form of project
organization facilitate or
complicate project team development?
项目组织的矩阵形式是简化了还是复杂化
了项目团队发展？
Name three major forms of project
organizational structure. 命名项目组
织结构的三种主要形式
What is the expectancy theory? 什么
是期望理论？
It holds that people tend to be highly productive and
motivated if they believe their efforts will lead to
successful results and they will be rewarded for their
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ESSENCE OF PMBOK & PMP EXAM
Scope Questions范围

success.人们如果相信他们的努力极可能得到成功的结果同时会因
为成功而得到奖励，那么他 们将被激励并具有很高的生产力
Addressing conflict directly by getting the parties to
work together to define the problem, collect information,
develop and analyze alternatives, and select the most
appropriate alternative.直接面对冲突所有各方一起定义问题，
收 集信息，开发分析应对方案，选择最合适的方案
Pay, attitude of supervisor, and working conditions. 薪
水、上级的态度、工作环境
Poor hygiene may destroy motivation, but improving hygiene
factors in not likely to increase motivation. Motivators
are an opportunity to achieve and experience s elf-
actualization.恶劣的卫生因素可能损害动机，但改善的卫生因素
并不 能增强动机。激励理论促进工作完成、自我实现。
Senior and functional management高层和职能经理
What is problem
solvingconfrontation? 什么是问题解
决面对？
Give three examples of hygiene
factors in Herzberg’s theory of
motivation. How do they affect
motivation. 给海兹伯格动机理论的卫生
因素举三个例子。它们如何影响动机
Who is responsible for addressing
individual performance problems? 谁
对个体绩效问题描述负责？
Describe the difference between a
weak matrix and a strong matrix. 描
述弱矩阵和强矩阵之间的差异
Weak matrices are similar to functional organizations.
Strong matrices are similar to projectized organizations
(with balance of power tipped toward the project manager)
若矩阵类似职能型组织，强矩阵类似项目型组织（权力天平倾向于
项目经理）
One in which a separate, functional organization is
established for each project. Personnel are assigned on a
full-time basis. 针对每一个项目制定的一个独立的职能型组
织，成员被分配全时工作
Project manager’s concern is that the team may not be
focused on completing the project (team looks for new
mandate or tries to extend the length of the project).
According to PMI, the biggest problem in Administrative
Closure is retaining team members until closure of the
project. 项目经 理关注团队能否聚焦于项目的完成（团队成员经
常寻找新的机会或试图延长项目历时）依照PMI的理论 ，管理收尾
的最大难题是保留项目成员直至项目结束。

What is a projectized organization?
什么是项目型的组织

Communications Questions沟通

What is a project
is its primary benefit? 什么叫项目作
战室？它的主要用处是什么？

A single location for the team to get together for any
purpose. It provides a repository for project artifacts,
records, and up-to-date schedules and status reports. It
gives an identity to the project team.为解决任何目标而使团队
一起工作的专有的场所。它提供一个知识库存储项目信息、记录、更
新的进度和状况报告。它提供给项目团队统一的标示。
(1) What information will be collected收集什么信息
(2) How the information will be collected怎样收集信息
(3) How and to whom the information will be distributed信息怎
Describe the six parts of a
Communications Management Plan.描述
沟通管理计划的六个部分
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ESSENCE OF PMBOK & PMP EXAM
Communications Questions沟通

样发布及谁发布，发布给谁
(4) When the information will be communicated何时传达信息
(5) How to obtain information between regular communications
获得信息的途径（媒介）
(6) How the Communications Plan will be updated through the
project沟通计划在项目中怎样被更新
What is variance analysis? 什么是偏
差分析
What are six actions project
managers should take to ensure
effective project team
communications? 项目管理者确保项目团
队进行有效沟通的六点措施是什么？
Comparing actual project results to planned or expected
results in terms of cost, schedule, scope, quality, and risk.
将实际结果和计划进行对比
(1) Be an effective communicator有效沟通者
(2) Be a communications expeditor联络者
(3) Avoid communications blockers避免沟通阻断器
(4) Use a tight matrix使用紧密矩阵式结构（紧密矩阵不等于强矩
阵）
(5) Have a project war room作战室
(6) Make meetings effective有效会议
What is active listening? 有效倾听？ Listening in which the recipient is attentive and asks for
clarification of ambiguous messages移情式聆听是专著和要求对
不明确信息澄清的一种聆听方式。
What is major cause of conflict with Schedules进度
functional managers? 导致职能经理间
冲突的主要原因
What is most difficult conflict to
deal with? 需要解决的最困难的冲突是
什么
Personality conflicts个性冲突（人际问题）
What is earned value analysis? How An analysis that integrates cost and schedule measures. It
is it used in performance reporting? is used to help the project management team assess project
什么是挣值分析?在绩效报告中如何使用? performance.综合了成本和进度衡量标准的一 种分析方法。帮助项目
管理团队评价项目绩效。
What is the tool for used for
communication planning?沟通计划的
工具是什么
What is the most important
characteristic for a project
manager? 项目管理者的最主要的特点是
什么?
What factor has the greatest effect
on the project's communication
requirements? 对项目沟通要求影响最大
的因素是什么?
What is the primary condition
leading to conflict in both the weak
and strong matrix organizations? 在
弱矩阵和强矩阵组织中，导致冲突的主要
条件是什么？
Stakeholder analysis干系人分析
Ability to work well with others和其他人愉快的工作的能力
The project's organizational structure项目的组织结构
Ambiguous jurisdictions. They exist when two or more parties
have related responsibilities, but their work boundaries and
role definitions are unclear.不明确的权限。两个以上的职责关
系，但它们的工作界限和角色定义不明确
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ESSENCE OF PMBOK & PMP EXAM
When is a project considered closed?
项目何时正式结束？
When the archive is completed. All project docs goes into the
archives; this is the last thing to create before releasing
the team.存档完成。所有项目记录归档；最后一件工作是团队成员遣
散


The longest path through the network which represents the
shortest amount of time in which the project can be
completed.项目网络图中最长的一条路径，项目完成历时时间最短。
Taking action to determine how to obtain the greatest amount
of duration compression for the least incremental cost;
generally increases cost.一种试图用最小的成本投入换取最大的历
时压缩
Compressing the schedule by overlapping activities that would
normally be done in sequence; may result in rework and
increased risk; logical relationships are modified将原本顺序
进行的活动通过并行实施而压缩进 度的方法；通常造成返工并带来风
险，改变逻辑关系
By using positive float available on non-critical paths,
schedule by smoothing or leveling peaks and valleys of
resource utilization利用非关键路径的可浮动时间，资源利用的负
载水平情况调整进度表
Assessing the number of work periods likely to be needed to
complete each activity评估每一必须完成活动的定量工作周期
One that consumes no time or resources; it shows only
dependency一种不消耗时间和资源的活动，只代表依赖关系

Time Questions

What is the critical path? 关键路径
是什么？
What is crashing? 什么是赶工？
What is fast tracking? 什么是快速跟
进
How does resource-leveling work? 如
何进行资源平衡？
What is activity duration
estimating? 什么是活动历时估算
What is a dummy activity? 什么是虚活
动?
What is slack or float? Free float? Amount of time that an activity can be delayed without
什么是时差?自由时差？ delaying project. Free float is the amount of time an
activity can be delayed without delaying the early start of
the next a ctivity时差是活动在不延误项目情况下可以延迟的时
间。自由浮动时间是活动再不延误紧后活动 最早开始时间情况下的可
延迟时间
What is lag? 什么是滞后? Required waiting time between activities活动间必须等待的时间


Concept of including acquisition, operating, maintenance,
and disposal costs; total cost of ownership包括获取，运
行，维护和废弃成本；所有者的总成本
Contract Closure includes an audit.合同收尾包括采购审计


Cost Questions

What is life cycle costing? 什么是全
生命周期成本？
Which of the following includes an
audit; Administrative Closure or
Contract Closure? 下列哪一个包括采购
审计：行政收尾还是合同收尾?
What is 什么是
会计科目表?
Coding structure used to report financial information in
general ledger. Code of accounts is numbering of WBS
elements编码结构用于报告总账目表中的财务信息。编码结构是工
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ESSENCE OF PMBOK & PMP EXAM
Cost Questions

作分解结构要素的唯一编码。

They represent the basic level at which project
performance is measured and reported.它们描述了项目绩效报
告和标准的基本水平

Initiation启动
What are cost accounts? 什么是成本账
号？

Risk Questions

Generally speaking, in what project
phase are risk and opportunity
greater than the amount at stake by
the widest margin? 总体来说，在哪一
阶段风险带来的机遇最大？
Describe the difference between an
internal risk and an external risk.
描述内部风险和外部风险的不同之处
An internal risk is under the control or influence of the
project team; external is beyond control or in fluence.项目
团队对内部风险进行控制并施加影响，外部风险超出了控制和可施
加影响 的范围
What is purpose of a risk management To document the procedures that should be used to manage
plan? What should it include? 风险risk throughout the project. It should include the risk
管理计划的目标是什么？它包括哪些？ identification and risk quantification; how contingency
plans will be implemented; how reserves will be allocated.
贯穿于整个项目过程的说明如何管理风险的文档化程序。包括风险
识别和量化；应对计划如何执行；如 何分配储备。
What is a reserve? 什么是储备资源？ A provision in the project plan to mitigate cost andor
schedule risk. Management reserves are for “unknown
unknowns” and contingency reserves are for “known
unknowns”.降低项目成本和进度风险的一种预防措施。管理 储备
应对“未知未知”，应急储备应对“已知未知”
Cost and Schedule, used to reduce the chance of overruns
in either area用于减小成本和进度任何一方的超限可能性
What are the two most common types
of management reserves? How are
they used? 管理储备的两个一般形式是
什么？怎样使用它们？
When is the highest risk
impact

generally occur? 一般而言，什么时候
出现最高风险影响？
Who is ultimately responsible for
identifying and managing risk? 谁负
责识别和管理风险？
During Implementation and Close-out - the Amount at Stake
is high though risk has decreased. Risk is highest during
Initiation and Planning.执行和收尾期间—高风险数量减少。启
动和规划阶段风险最大。
Project manager项目经理
You are finding it difficult to Evaluate them on a qualitative basis.
evaluate the exact cost consequences
of risks. You should:你发现准确地评
估风险的成本原因很难。你应该：
In what circumstance would you have
to update the Risk Response Plan? 在
什么情况下你要更新风险应对计划？
If a risk occurs and has a greater impact on the project
than what was anticipated. (part of Risk Monitoring and
Control)当风险发生后对项目所带来的影响大与预期时（风险监控
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ESSENCE OF PMBOK & PMP EXAM
Risk Questions

的一部分）
What should be done after Add tasks to the WBS在工作分解结构上添加任务
competingupdating the Risk Response
Plan? 完成更新风险应对计划之后应该
做些什么？
How do you address unknown risks? 怎
样定位未知风险？
What is a known- unknown risk? 什么是
已知-未知风险？

By applying a general contingency based on past experience
通过过去申请一般的偶然事件应对所积累的经验
Risk that can be identified as possibly happening (e.g.
Flood if a business is located in a flood zone) 能被识别的
可能发生的风险（例如：在洪水多发地区预测可能发生的洪灾）

Control limits describe the natural variation of a
process.
Assignable

cause
is a point outside the control
limits.控制界限描述过程的正常偏差。可找出原因的特殊事件是
超出控制限度的点。
Continuous improvement持续改进
Giving the customer more than what was required. It has
no value.提供给客户超出他们需求范围的东西。是没有价值的。
Quality Questions

What are control limits as used in
control charts? 控制图表中的控制界限
是什么？
Define 为kaizen定义
What is gold-plating? 什么是镀金？
What is the effect of sample size on Whenever sample size increases, the standard deviation
the standard deviation? 样本大小对偏decreases.随抽样数量的增加，标准偏差降低。
差的影响是什么？
What is the Rule of Seven? 七值定律
是什么？
If seven or more observations in a row occur on the same
side of the mean, even though within control limits, they
should be investigated as an assignable cause.如果有七个以
上的观测点落在均值的同一侧，虽然在控制限 度之内，它们应该按
特殊原因进行研究。
An inventory control approach that attempts to reduce work
-in- process inventory; there is no extra stock kept in
reserve通过减少库存物资（过程存货）降低成本，储备中没有多
余的库存
Cost of
conformance
and cost of
nonconformance一致性和非一
致性成本

They show how various causes and subclasses relate to
create potential problems. After these are identified,
corrective action can be taken. 反映潜在问题与造成问题的因
素间的联系。它们被确定后，纠正行动可以实施。
What is Just-In-Time? “零库存”是什
么？
What is meant by the cost of
quality? 质量成本包括什么？
How are cause and effect diagrams
used? 因果图用于？
What is the principal purpose of the To describe how the project management team will implement
Quality Management Plan? 质量管理计its quality policy描述项目管理团队如何制订项目的质量方针。
划的首要目标是什么？
What is a Pareto Diagram? 什么是帕雷
托图？
A bar chart in which data are arranged in descending order
of importance. It puts issues into an easily understood
framework.一种柱状图，数据按重要性递减排序。它很容易清楚的
反映问题。
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ESSENCE OF PMBOK & PMP EXAM
Quality Questions

What is the underlying concept of a
Pareto Diagram?什么是帕雷托图的基本
概念？

Who is ultimately responsible for
quality? 谁对质量最终负责？


A relatively small number (20%) of causes will typically
produce a large majority (80%) of the problems or defects.
20%的原因造成80%项目问题。
The individual. The project manager has
overall

responsibility. 个人（谁干活谁负责）。项目经理对整体质量负
责。


A technique used to determine whether a product can be
produced cost effectively by the organization.判断组织生产
某项产品总成本的一种技术（自己做和外购哪个更合适）。
Inducements provided by the buyer to the contractor in an
attempt to ring the objectives and interests of the
contractor in line with those of the buyer; positive and
negative. Usually cost effective协调买卖双方目标和利益。
分积极的和消极的，通常降低成本。
Meetings with prospective sellers to ensure that they have
a clear, common understanding of the procurement; held
before sellers prepare their proposals. 确保潜在供应商清晰
的公平的理解需求。在供方提供他们的建议书前召开。
Proposal, Scope of Work, Terms and Conditions (which
should be the result of a risk analysis), general
provision, special provisions (which takes precedence over
general provisions) 建议书，工作说明书，工期和约束条件（需
要进行 达到目标的风险分析），常规规范，特殊规范（优先于常规
规范）
Take action. (1) Contact seller and ask what’s going on.
(2) let seller know he is in default (e.g. default
letter). 采取行动（1）与合同供方联系询问原因（2）让供方知
道已经违约了 （如：质询函）



Project team通过项目团队
Refers to the Triple Constraints: Cost, Time, Quality,
along with customer satisfaction and scope of work.一般指
三重约束：成本、进度、质量及客户满意度和工作范围
Make change as needed, but maintain a schedule baseline
(baseline is there to determine how the project is
progressing)根据需求进行变更，但要保持进度基线（基线决定项
目如何进行）
1. Guide the project execution执导项目执行
Procurement Questions

What is make or buy analysis? 什么是
自制或购买分析？
What are contract incentives? 什么是
合同激励？
What is a bidder's conference? 什么
是投标人会议？
What is part of the contract
document? 合同文件由什么组成？
What do you do if a seller does not
perform according to the contract?
如果供应商未按合同规定执行，你将怎么
办？

Integration Questions

Lessons learned are completed by? 经
验教训如何获得？
What are the major constraints on a
project? 项目的主要约束是什么？
When many changes are made to a
project, what should a project
manager do? 当项目发生很多变化时，项
目经理应该怎样做？
What is the purpose of a Project
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ESSENCE OF PMBOK & PMP EXAM
Plan? 项目计划的目标是什么？
2. Document project planning assumption项目计划假设文档化
3. Document project planning decisions regarding
alternatives chosen选择项目计划编制方案的决策文档化
4. Facilitate communications among stakeholders便于干系人
沟通
5. Define key management review 定义关键管理回顾
6. Provide a baseline for progress measurement and project
control为进展衡量方法和项目控制提供一个基线
You are a new project manager. It Historical information历史信息
is best to rely on ?? to improve
your chances of success?你是一个新项
目管理者。依靠什么可以提高成功几率？

STRATEGY FOR VARIOUS TYPES OF QUESTIONS:

#1: “What has the project manager FORGOTTEN to do?”项目管理者忘记了做了什么？
a) determine what process they are referring to确定他们提到的进程
b) determine if answer choices areshould be inputoutputtools (activities)确定答案选项是否是应
该是输入输出工具（活动）
c) determine which inputoutputtool the question is looking for确定问题寻找的输入输出工具
d) select the one missing选择缺少的一个

#2: “What is the BEST thing to do?”什么是必须做的？
The correct answer should resolve the underlying problem.正确的答案应该能解决潜在的问题。

#3 “The project manager must be MOST careful to Which is the MOST important?”什么是项目管理者必须
特别注意的什么是最重要的？
The easiest way to deal with these questions is to look for the choice that will have the highest
impact on the project.处理这类问题的最容易的方法是寻找对项目有最大影响的选择。

#4 Tip: However accurate answer choice are, pick the one that answer the question.无论正确答案是什么，
选择一个回答问题。

#5 Tip: Know problem solving processes (e.g. for a change: (1) Evaluate impact of the change with the
team, (2) determine option and (3) go to management or customer.)了解问题解决过程（例如：针对一个变更
（1）和 团队一起评估变更的影响（2）确定选项（3）去管理者或用户处）

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