发布时间 : 星期六 文章项目管理PMP精要（中英文对照）V2 - 图文更新完毕开始阅读fcd6b5b80b1c59eef9c7b4d2
ESSENCE OF PMBOK & PMP EXAM Firm Fixed Price (FFP)稳定的固定价格 Time & Material (T&M)时间和原料 Fixed Price Award Fee固定价格授予费用 Purchase Order买卖订单 Contract type Vs Risk和同类型和风险 Reasonably definite specifications (e.g. SOW). Shift risk to seller. Good when deliverable is not a core competency.适度的明确说明书。将风险转嫁给销售者。可交付使用不是核心竞争力时很好。 Good if the buyer wants to be in full control and/or the scope is unclear/not 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。 “bonus” to the seller based on performance (e.g. 100K + 10K for every designated incremental quality level reached. 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 FFP – FPI – CPIF – CPFF – CPPC 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 Acceptance接受 Consideration报酬 Legal Capacity法律能力 Legal Purpose法律目的 Stages of Contract Negotiation Protocol草案 Probing探通术 Scratch bargaining商讨 Closure收尾 合同谈判进程 Introductions导言 Identify concerns, strengths, weaknesses识别利害关系，强势，劣势 Actual bargaining实质性商讨 Positions summed up决定合计 Assent to certain terms by both parties双方一致同意一些条件 Agreement, written or spoken协议，书面的或口头的 Something of value有价值的东西 Able to contract有合同效力 No violation of public policy不违反公众政策 Agreement协议 Documenting文档 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 coordinate/control 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
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ESSENCE OF PMBOK & PMP EXAM
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 + 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 ?
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）
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 Decentralized发散订立 + 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
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 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。
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
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ESSENCE OF PMBOK & PMP EXAM
- 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
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？ How is a change control board used? Can there be more than one? 如何使用变更控制委员会？它是唯一的么? 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 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 To approve or reject change requests according to responsibilities defined and agreed upon by key 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。 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 (1) Establish unambiguous and realistic objectives 确定清晰的实际的目标 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 MBO? 目标管理 27
ESSENCE OF PMBOK & PMP EXAM Scope Questions范围 的所包括的三步是什么？ (2) Periodically evaluate whether project objectives are being achieved 阶段性评估项目目标是否完成 (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 Solving/confrontation 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 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 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 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 self-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 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。 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? 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？ What is problem solving/confrontation? 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 What is a projectized organization?什么是项目型的组织 28