信息系统项目管理师考前培训班笔记(2)

risk management:

risk management planning, risk identification, risk qualitative analysis, risk quantitative analysis, risk response planning, risk monitoring and control

procurement management:

Procurement planning, solicitation planning, source selection, solicitation, contract administration

Initiating processes, planning processes, executing processes, controlling processes, closing processes

Iterative 反复的，重复的，迭代的 Interaction 交互作用

9大管理38个过程，每个管理都有： Inputs

Tools and techniques Outputs

Team development团队建设：developing individual and group skills / competencies to enhance project performance. Competency能力

Larger project, smaller project,subproject Deliverable可交付物

Contingency 偶然，可能性，意外事故 Distinguish 区别，辨别 Workaround工作区 Life-cycle 生命周期

Occur vt.发生 Occurrence Occurrent

Approach 方法，通路 动手处理 Accomplishment n. 完成

信息系统项目管理师考前培训班笔记

Subdivision 细分，一部

Subproject, a smaller portion（一部分） of the overall（全部的，全面的） project.

Precedence （优先，居先）diagram Successor 继任，接任activity Predecessor 前辈，前任

AOA: Activity On Arrow，参见箭线图 arrow diagramming method (ADM) AON: Activity On Node，参见前导图 precedence diagramming method (PDM) EON: Event On Node， 参见PERT图

ADM:

PDM: Precedence Diagram Method.

A network diagramming technique in which activities are represented by boxes (or nodes). Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.

CPM: Critical Path Method: A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least of amount of float). Early dates are calculated by means of a forward pass. Using a specified start date. Late dates are calculated by means of a backward pass, starting from a specified completion date (using the forward pass s calculated project early finish date.)

PERT: Program Evaluation and Review Technique

An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates.

PERT applies the CPM using durations that are computed by a weighted average of optimistic , pessimetic 。。。。

Logical Relationship: F-S F-F S-S S-F

Target Completion Date (TC). An imposed(强制的，规定的) date that constrains or otherwise modifies the network analysis. Narrative 叙述性的

项目章程：高层经理下达的一份文件，向项目经理提供在项目作业中应用组织性资源的权力。 范围说明：包括项目各阶段的可交付成果和项目目标到了一定程序必须采取控制的WBS。 辅助的管理计划：范围管理计划，风险管理计划，采购计划。

可交付物:

Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. Tangible 切实的

活动：项目执行过程中的一个工作元素，一个活动通常有一个预期的历时、预期的成本、预期的资源需求。活动通常可以分解为任务。

任务：

A generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. Also, lowest level of effort (LOE) on a project.

工作包

A deliverable at the lowest level of the work breakdown structure, when that deliverable may be assigned to another project manager to plan and execute. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities.

基线:

The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline).

信息系统项目管理师考前培训班笔记

里程碑:项目中的一个重大事件，通常伴随着一个主要可交付物的完成。

Milestone: A significant event in the project, usually completion of a major deliverable.

Milestone schedule. A summary-level schedule that identifies the major milestones. See also master schedule.

Network Analysis. 网络分析，识别项目活动中没完成部分的最早和最晚开始时间、完成时间 的一个过程。

The process of identifying eartly and late start and finish dates for the uncompleted portions of project activities.

Resource planning. Determining what resources(people, equipment, materials) are needed in what quantities to perform project activity.

资源计划：决定什么资源（人力，设备，原料）可以使用，而且需要的数量。

Retain 保持，保留 Mitigation 缓解，减轻

Monte Carlo Analysis蒙特卡罗分析主要用于仿真。 Parametric Estimating 参数估计 Aggregation集合

Reserve， Provision 预备，防备，储备 Reconciliation 和解，调解， Accuracy 精确性 Currency 流通，货币

Approximation 接近, 走近, [数]近似值

optimistic 乐观的, Pessimistic 悲观的, Most likely duration 最可能的历时

Bar Chart ,Gantt Chart

WP: Work Perform

EVM: Earned Value Management

RAM: Responsibility Assignment Matrix责任分配矩阵 QA: Quality Assurance QC: Quality Control

价值分析 敏感度分析

费用＋费用补偿合同 固定总价合同

客户合作胜过合同谈判

项目绩效考核与绩效管理：

团队绩效与项目绩效的关系 绩效评估方法 项目绩效指标设计 绩效改进

知识产权

知识产权的客体即智力创作性成果（或称为知识产品），是一种没有形体的精神财富。 1， 无形性 2， 独占性

3， 双重性（如著作权有财产权、身份权） 4， 时间性 5， 地域性