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19.6 characteristics of large and complex project management for large and complex projects: long project cycle, large project scale, complex project team composition, and daily responsibilities of large project managers are more concentrated on management responsibilities. 1. Planning process of large-scale and com

(from four aspects of scope, quality, time and cost) 2) there are three important factors in the control process of the project: ① project performance tracking; ② external change request; change process: submitting application, evaluating change, implementing change and verifying change; ③ change control. The CCB is the management organization of change control of the project. Chapter 20 overview of strategic management

For large and complex projects, milestone setting is very important. The critical path determines the shortest duration to effectively control the project progress. Pert estimates and evaluates the implementation risk cost of the project schedule objectives. The resource plan allocates the resources required by the project activities. The quality quality plan formulates the product standards and process standards of the project. 2. Implementation and control process of large and complex projects

② Improve organizational project management ability 19.6 characteristics of large and complex project management for large and complex projects: long project cycle, large project scale, complex project team composition, and daily responsibilities of large project managers are more concentrated on management responsibilities. 1. Planning process of large-scale and complex projects, project planning tools and methods, complex project characteristics and scope (WBS) according to project organization structure

19.5 project management office: functions of the project management office: daily and strategic functions 1) daily functions: ① establish a supporting environment for project management within the organization; ② train project management personnel; ③ provide guidance and consultation for project management; ④ manage and monitor multiple projects within the organization; 2) strategic functions: ① project po

re the resource allocation of high priority projects. 19.3 project selection and prioritization: an important process of implementing project portfolio management: project selection and prioritization structured project selection and prioritization methods: 1) decision table technology 2) financial analysis 3)

an self made / outsourcing decision standard form expert judgment procurement document evaluation standard statement of work (update) 13.4 bidding input tools and technology output procurement document organization process asset bidder meeting advertisement qualified seller list procurement document package proposal

Risk records self-made / purchased analysis experts judge the contract type purchase management plan statement of work (SOW) self-made / purchased decision project management plan (update) three types of contracts classified by cost payment method: fixed total price contract, cost compensation contract, labor hour and material contract. 13.3 the contract is prepared to ensure the effectiveness of the procurement pla

ty, availability and economy of products. 13.2 procurement plan preparation procurement plan preparation is the process of determining which products and services purchased from outside the project organization can best meet the project needs. Input tools and technology output project charter project scope specification project management plan work breakdown structure and dictionary

Contract closure, contract performance and liquidation, including decisions on some outstanding projects. During the life cycle of a contract, the buyer is first regarded as a bidder, then the selected supplier, and finally the contracted supplier. 13.1 definition of project procurement and contract management: procurement is a complete procurement process for obtaining products and services from outside the project.

ment activities in the overall change control process, except: configuration identification, configuration status accounting, configuration verification and audit, configuration change control; 24. Configuration verification and audit are

The characteristics and boundaries, as well as the acceptance and scope control methods and the project articles of association are also formulated in the startup process group in order to provide the high-level with scope control. 21. The preventive measures implemented are: monitoring the input of the project work process, monitoring the output of the project work process, guiding and managing the output of

ect management process groups and their related sub processes and control functions have been determined. The project management standard can be a formal and mature process, not an informal technology for formulating the project charter. 20. The statements about the preliminary scope description are correct

Formal acceptance process. Statement of work. Payment plan. Change control procedure. Distribute progress reports and risk assessments. Distribute information to formalize project closure. Monitor the specific results of the project to determine whether they are consistent with the relevant quality standards. Transfer all project records to the project owner. 18. Realizing value technology is the tool and technology of which process in the overall project management

ording to the plan, the change application may occur in all of the following forms, except oral or written decree enforcement or optional formal and informal external or internal 15. In order to decide whether to propose to modify the project benchmark, which of the following should be arranged?Communication plan quality assurance plan change control system problem management procedure

Scope plan. Quantitative risk analysis. 13. You have just been controlled during the project implementation, and you need to know who has the permission to confirm the scope modification. Which of the following documents provides such information: resource allocation matrix. Change control plan. Project charter. Customer organization chart. 14. Your project office has put forward a project management plan

9. Which knowledge domain spans four process groups other than startup?Project overall management human resources management communication management procurement management 10. Project cost management includes the following processes, except cost planning, cost estimation, cost budget and cost control 11. The results of project plan implementation are: approved change request, confirmed defect remedy, reject

nts about "rolling planning" are correct, except that: the project management plan is gradually detailed and in-depth planned and completed at one time; the rolling implementation plan is a continuous process repeated many times, and belongs to the planning process group; 8. Which process group does "work breakdown structure" belong to

ossible to repeat all sub processes of the process group at each stage. Process groups can influence and act on each other both within and across phases. All interactions between processes will be manifested in all projects or project phases. 5. In which process group were assumptions and constraints initially documented?6. To help improve and improve the project ownership

e project manager and the project team shall select the appropriate process for application according to the specific project at any time. A process is a group of interrelated actions and activities that need to be performed to complete a series of products, results or services specified in advance. Project process includes two categories: project management process and product oriented process. Product oriented processes are generally defined by the product life cycle