PMBOK第五版（项目理知识体系指南）
序言
PMI英文官网已公布第五版PMBOK初稿针第四版言确少变动解变动理解项目理知识整理发展掌握PMP考试变化方重特纳六点：
110知识领域47程
2变样第三章
3整理工作绩效信息流
4瀑布？敏捷？
5程ITTO新法
6PMOPBO
然变动尤细节更新处较加时间限理解限里总结仅供参考
PMBOK第5版新变化：10知识领域47程
第四版PMBOK里熟知9知识领域42程第五版PMBOK里成10知识领域47程更新容处
增加知识领域：
13干系理
增加五程：
51规划范围理
61规划进度理
71规划成理
132规划干系理
133控制干系参
变化程：
103发布信息——>理沟通
105报告绩效——>控制沟通
104理干系期——>理干系参
述容纳两点：
1增加规划范围理规划进度理规划成理三程
第四版PMBOK里然强调制定项目范围理计划进度理计划成理计划般认（42）制定项目理计划早期输出样项目范围进度成进行规划时直接点明确项目理者太认子理计划制定程表现形式致示：
81规划质量（输出质量理计划）
91制定力资源计划（输出力资源理计划）
102规划沟通（输出沟通理计划）
111规划风险理（输出风险理计划）
121规划采购（输出采购理计划）
第五版PMBOK里明确增加三程样话项目素进行规划时首先制定相应子理计划例规划项目范围理时首先制定项目范围计划样制定子理计划程较致清晰示：
51规划范围理（输出范围理计划）
61规划进度理（输出进度理计划）
71规划成理（输出成理计划）
81规划质量理（输出质量理计划）
91规划力资源理（输出力资源理计划）
101规划沟通理（输出沟通理计划）
111规划风险理（输出风险理计划）
121规划采购理（输出采购理计划）
132规划干系理（输出干系理计划）
然述（51）～（132）九规划程输出子理计划：需求理计划程改进计划变更理计划配置理计划等输出3基准：范围基准进度基准成基准样13子计划3基准组成整项目理计划容
2原项目沟通理知识领域分二改项目沟通理干系理两列知识领域
第四版PMBOK干系理入项目沟通理里确造成定程度混淆更突出干系理重性包括103发布信息105报告绩效间混淆控制范围控制进度控制成间重叠点工作绩效信息流节中做说明
第五版PMBOK分开目外清晰强调两作：
沟通理：强调项目信息计划收集存储组织发布监控沟通保证高效性
干系理：强调仅理干系期更保证适度参者项目成功非常关键素
然两者联系项目理中干系理项目成功非常重必条件项目理工作身90沟通
PMBOK第5版新变化二：变样第三章
第四版里第三章常常令老师难讲学生难学PMBOK里意图提供具概括性指导性框架面章节学起指示作帮助初学者面学里章循太散乱明显章复杂适反初学者产生迷失感
第五版PMBOK里第三章容减少回承前启桥梁作减少47程进行说明解释简单罗列著名表格31里章节中（第4章～第13章）进行详细阐述
例讲规划程组时基保留前面叙述面34142020规划程完全没进行说明
说明架构性容重相反太重需附录A1里进行更规范详细总结名称附录A1项目理标准The Standard for Project Management of a Project项目集The Standard for Program Management等重毋庸置疑变化老师学员需特注意方
总第五版PMBOK第三章简洁合理值初学者高兴实重性丝毫没改变
外第三章里特新增项目绩效信息流叙述点新变化里进行说明
PMBOK第5版新变化三：整理工作绩效信息流
项目执行程三重输出交付成果工作绩效信息变更请求绩效信息说原理说粗细原始数精确结分析程第四版PMBOK里条线致：（43指导理项目执行程）工作绩效信息（55控制范围66控制进度73控制成）工作绩效测量结果（105报告绩效）绩效报告
中绩效报告结性概括输入包括工作绩效信息等实际分支例（83实施质量控制程）目利工作绩效测量输入帮助产生质量控制测量结果确认交付成果等输出
现第四版PMBOK里工作绩效方面词正确例学员工作绩效信息工作绩效测量结果搞混第二点工作绩效信息流清晰准确甚遗漏例然控制范围进度成程会产生工作绩效测量结果实施质量控制什会产生信息呢
第五版PMBOK里两点进行非常明确更新首先工作绩效方面词进行更改更符合般理惯知识理DIKW(data information knowledge wisdom)模型：
工作绩效数：取代第四版里工作绩效信息指执行程组产生未处理观察测量例活动开始结束时间缺陷数量实际花费实际时长等
工作绩效信息：取代第四版里工作绩效测量结果指监控程组收集性数包括分析集成信息例交付成果状态变更请求完成状态预测完成时估计
工作绩效报告：（报告绩效）程产生44监控项目工作程产生目产生决定行动意识例项目状态报告调整信息笔记建议更新等
第二改变工作绩效信息流重新进行整理示
PMBOK第5版新变化四：瀑布？敏捷？
理软件开发新产品设计项目理熟悉两概念项目理完全没听说
方面项目理学PMBOK时会陶醉中清晰程流程时困惑实际工作差异例开发软件产品时开始没完整确定出需求范围首先实现运行概软件然客户进步断沟通探讨断修改甚重构边设计边建设步快跑终实现客户需求
说实际工作中项目两类较极端：类建设奥运场馆型相固定变更较少需集团军完成类建设SNS交友网站开发桌面应软件设计款时尚手机型甚确定变更需特种部队完成
相应项目阶段间关系致三类：序重叠迭代奥运场馆阶段间关系般序：设计采购施工验收交付软件项目言采迭代关系：需求分析——>设计编程——>部分交付成果然样进行轮软件整需求分析设计编程分散开阶段次实现部分交付成果早客户沟通分析调整满足终求者言果开始消耗资源时间花费前期工作设计中期发现适合客户需求样风险变更造成代价非常
第五版PMBOK里第二章项目阶段增加预测生命周期Predictive Life Cycle迭代增量生命周期Interactiveand Incrementa lLife Cycle概念
前者例子图示瀑布模型Waterfall阶段间序者重叠者例子名鼎鼎敏捷模型Agile敏捷理章节出现场合第六章时间理
关敏捷型者说敏捷理表做简单较
回顾项目理发展说驱动素企业3C需求Competition竞争Change改变Creative创新敏捷理驱动素更3C会着时代改变越越重未项目理体系里会更容阐述敏捷理囊括中
PMBOK第5版新变化五：程ITTO新法
首先PMBOK列出ITTO程关重换言更没列出甚程身企业制定项目理系统时需注意方仅裁剪添加项目理程组ITTO非常重PMP考试必考容第五版PMBOK程ITTO做明确法规定规律助ITTO进行理解记忆
1程名称改变：
创造子计划规划程更新命名Plan XXX Management（规划XXX理）例规划范围理规划进度理等等
监视控制程（Monitoring & Controlling Processes）44Monitor & Control Project Work外余全改名Control XXX（控制XXX）例Monitor & Control Risks（监控风险）程改名Control Risks（控制风险)Administrate Procurements（理采购）程改名Control Procurements（控制采购）然终中文名称需翻译组确认
2ITTO新法：
1）输入输出应规
某程输出必须应外程输入非结束输出者包含输入里（项目文件）
某程输入必须应外程输出非源项目外
2）输入输出般排序
首先列出项目理计划子计划基准（先序）列出工作绩效数信息报告事业环境素组织程资产（先序）
3）项目理计划规
子计划基准输入时需专门列出
子计划基准首次作输出时（9规划理程）需专门列出总项目理计划更新形式出现
子计划基准作输出时项目理计划作输入
控制程组说输入输出项目理计划具体子计划
4）项目文件规
项目文件输入时需专门列出
具体项目文件首次作输出时需专门列出总项目文件更新形式出现
举例说明82实施质量保证程输入第四版里项目理计划第五版里具体质量理计划程改进计划两子计划时输出序调整：变更请求项目理计划更新项目文件更新组织程资产更新
PMBOK第5版新变化六：PMOPBO
1项目理办公室（PMO）
第五版PMBOK增加PMO类型说明三种：
支持型：扮演咨询角色提供诸模板佳实践验教训信息等种类型PMO项目宝库控制性较弱
控制型：支持型基础增加更高端支持项目理框架方法专门模板格式工具等控制性更强
指导监督性：类型PMO直接理理项目
2基项目组织（PBO）
PBO（Project Based Organizations）第五版PMBOK出现新词语种组织里时建立系统组织常说三类型组织（职型矩阵型项目型）建立PBO减轻等级制度衙门义hierarchyandbureaucracy项目良影响PBO职方式支持项目整公司（电信油气建筑咨询专业服务)企业联合体等等
3组织项目理（OPM——Organizational Project Management）
第五版PMBOK提组织项目理OPM概念种融合项目理项目集理项目组合理组织赋实践（enablingpractices）组织战略执行框架目连续预见性交付组织策略产生更绩效更成果持续竞争优势组织项目理成熟度模型（Organizational Project Management Maturity Model OPM3）检验提高企业项目理程力
实第五版PMBOK第章改动较例事业环境素移第二章里组织容部分改变非常合理时组织程资产配合较解决初学者困惑明明介绍企业组织容甚放第章
种改变够许项目生命周期移第章组织相关容单独作第二章更
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A guide to the project management body of knowledge (PMBOK guide) Fifth edition
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ISBN 9781935589679 (pbk alk paper)
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2013项目理协会项目理知识体系指南（PMBOK指南第五版–）
TABLE OF CONTENTS
Tab le of Contents
1 Introduction 1
11 Purpose of the PMBOK Guide 2
12 What is a Project 3
121 The Relationships Among Portfolios Programs and Projects 4
13 What is Project Management 5
14 R elationships Among Portfolio Management Program Management Project
Management and Organizational Project Management 7
141 Program Management 9
142 Portfolio Management 9
143 Projects and Strategic Planning 10
144 Project Management Office 10
15 R elationship Between Project Management Operations Management and
Organizational Strategy 12
151 Operations and Project Management 12
152 Organizations and Project Management 14
16 Business Value 15
17 Role of the Project Manager 16
171 Responsibilities and Competencies of the Project Manager 17
172 Interpersonal Skills of a Project Manager 17
18 Project Management Body of Knowledge 18
2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE 19
21 Organizational Influences on Project Management 20
211 Organizational Cultures and Styles 20
212 Organizational Communications 21
213 Organizational Structures 21
214 Organizational Process Assets 27
215 Enterprise Environmental Factors 29
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II 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
表容
表容
1介绍1
指南目 112
12项目什？3
121间关系组合程序项目4
13项目理什？5
14 R间组合理项目理项目
理组织项目理7
项目理 1419
142组合理9
143项目战略规划10
144项目理办公室10
15关系间项目理运营理
组织战略12
151运营项目理12
152组织项目理14
16商业价值15
项目理作17 16
171职责项目理力17
项目理外际关系技巧17
18项目理知识体系18
2组织影响项目生命周期19
项目理组织影响2120
211组织文化风格20
212组织沟通21
213组织结构21
214组织程资产27
215企业环境素29
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二2013项目理协会项目理知识体系指南（PMBOK指南–）第五版
TABLE OF CONTENTS
22 Project Stakeholders and Governance 30
221 Project Stakeholders 30
222 Project Governance 34
223 Project Success 35
23 Project Team 35
231 Composition of Project Teams 37
24 Project Life Cycle 38
241 Characteristics of the Project Life Cycle 38
242 Project Phases 41
3 PROJECT MANAGEMENT PROCESSES 47
31 Common Project Management Process Interactions 50
32 Project Management Process Groups 52
33 Initiating Process Group 54
34 Planning Process Group 55
35 Executing Process Group 56
36 Monitoring and Controlling Process Group 57
37 Closing Process Group 57
38 Project Information 58
39 Role of the Knowledge Areas 60
4 PROJECT INTEGRATION MANAGEMENT 63
41 Develop Project Charter 66
411 Develop Project Charter Inputs 68
412 Develop Project Charter Tools and Techniques 71
413 Develop Project Charter Outputs 71
42 Develop Project Management Plan 72
421 Develop Project Management Plan Inputs 74
422 Develop Project Management Plan Tools and Techniques 76
423 Develop Project Management Plan Outputs 76
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表容
22项目利益相关者治理30
221项目利益相关者30
222项目治理34
223项目成功35
23项目团队35
231组成项目组37
24项目生命周期38
项目生命周期 241特性38
242项目阶段41
3项目理程47
31种常见项目理程相互作50
32项目理程组52
33启动程组54
34规划程组55
35执行程组56
36监控程组57
37收尾程组57
38项目信息58
知识领域作3960
4工程项目集成理63
41制定项目章程66
411制定项目章程：输入68
412制定项目章程：工具技术71
413制定项目章程：输出71
42制定项目理计划72
421制定项目理计划：输入74
422制定项目理计划工具技术76
423制定项目理计划：输出76
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TABLE OF CONTENTS
43 Direct and Manage Project Work 79
431 Direct and Manage Project Work Inputs 82
432 Direct and Manage Project Work Tools and Techniques 83
433 Direct and Manage Project Work Outputs 84
44 Monitor and Control Project Work 86
441 Monitor and Control Project Work Inputs 88
442 Monitor and Control Project Work Tools and Techniques 91
443 Monitor and Control Project Work Outputs 92
45 Perform Integrated Change Control 94
451 Perform Integrated Change Control Inputs 97
452 Perform Integrated Change Control Tools and Techniques 98
453 Perform Integrated Change Control Outputs 99
46 Close Project or Phase 100
461 Close Project or Phase Inputs 102
462 Close Project or Phase Tools and Techniques 102
463 Close Project or Phase Outputs 103
5 PROJECT SCOPE MANAGEMENT 105
51 Plan Scope Management 107
511 Plan Scope Management Inputs 108
512 Plan Scope Management Tools and Techniques 109
513 Plan Scope Management Outputs 109
52 Collect Requirements 110
521 Collect Requirements Inputs 113
522 Collect Requirements Tools and Techniques 114
523 Collect Requirements Outputs 117
53 Define Scope 120
531 Define Scope Inputs 121
532 Define Scope Tools and Techniques 122
533 Define Scope Outputs 123
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表容
43指导理项目工作79
431指导理项目工作：输入82
432指导理项目工作：工具技术83
433指导理项目工作：输出84
44监控项目工作86
441监控项目工作：输入88
442监控项目工作：工具技术91
443监控项目工作：输出92
45执行整体变更控制94
451执行整体变更控制：输入97
452执行整体变更控制工具技术98
453执行整体变更控制输出99
46结束项目阶段100
461结束项目阶段：输入102
462结束项目阶段：工具技术102
463结束项目阶段：输出103
5项目范围理105
51计划理范围107
511计划范围理：输入108
512计划理范围：工具技术109
513计划理范围：输出109
52收集需求110
521收集求：输入113
522收集求：工具技术114
523收集求：输出117
53范围定义120
531定义范围：输入121
532定义范围：工具技术122
533定义范围：输出123
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TABLE OF CONTENTS
54 Create WBS 125
541 Create WBS Inputs 127
542 Create WBS Tools and Techniques 128
543 Create WBS Outputs 131
55 Validate Scope 133
551 Validate Scope Inputs 134
552 Validate Scope Tools and Techniques 135
553 Validate Scope Outputs 135
56 Control Scope 136
561 Control Scope Inputs 138
562 Control Scope Tools and Techniques 139
563 Control Scope Outputs 139
6 PROJECT TIME MANAGEMENT 141
61 Plan Schedule Management 145
611 Plan Schedule Management Inputs 146
612 Plan Schedule Management Tools and Techniques 147
613 Plan Schedule Management Outputs 148
62 Define Activities 149
621 Define Activities Inputs 150
622 Define Activities Tools and Techniques 151
623 Define Activities Outputs 152
63 Sequence Activities 153
631 Sequence Activities Inputs 154
632 Sequence Activities Tools and Techniques 156
633 Sequence Activities Outputs 159
64 Estimate Activity Resources 160
641 Estimate Activity Resources Inputs 162
642 Estimate Activity Resources Tools and Techniques 164
643 Estimate Activity Resources Outputs 165
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表容
54创建WBS 125
541创建WBS：输入127
542创建WBS：工具技术128
543创建WBS：输出131
55验证范围133
551验证范围：输入134
552验证范围：工具技术135
553验证范围：输出135
56控制范围136
561控制范围：输入138
562控制范围：工具技术139
563控制范围：输出139
6项目时间理141
61计划理145
611计划理：输入146
612计划理：工具技术147
613计划理：输出148
62定义活动149
621定义活动：输入150
622定义活动：工具技术151
623定义活动：输出152
63序列活动153
631序列活动：输入154
632序列活动：工具技术156
633序列活动：输出159
64活动资源估算160
641活动资源估算：输入162
642估算活动资源：工具技术164
643估算活动资源：输出165
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TABLE OF CONTENTS
65 Estimate Activity Durations 165
651 Estimate Activity Durations Inputs 167
652 Estimate Activity Durations Tools and Techniques 169
653 Estimate Activity Durations Outputs 172
66 Develop Schedule 172
661 Develop Schedule Inputs 174
662 Develop Schedule Tools and Techniques 176
663 Develop Schedule Outputs 181
67 Control Schedule 185
671 Control Schedule Inputs 187
672 Control Schedule Tools and Techniques 188
673 Control Schedule Outputs 190
7 PROJECT COST MANAGEMENT 193
71 Plan Cost Management 195
711 Plan Cost Management Inputs 196
712 Plan Cost Management Tools and Techniques 198
713 Plan Cost Management Outputs 198
72 Estimate Costs 200
721 Estimate Costs Inputs 202
722 Estimate Costs Tools and Techniques 204
723 Estimate Costs Outputs 207
73 Determine Budget 208
731 Determine Budget Inputs 209
732 Determine Budget Tools and Techniques 211
733 Determine Budget Outputs 212
74 Control Costs 215
741 Control Costs Inputs 216
742 Control Costs Tools and Techniques 217
743 Control Costs Outputs 225
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表容
65估算活动持续时间165
651估算活动持续时间：输入167
652估算活动持续时间：工具技术169
653估算活动持续时间：输出172
66制定进度计划172
661制定进度计划：输入174
662开发进度：工具技术176
663开发进度：输出181
67控制计划185
部门控制计划：输入187
672进度控制：工具技术188
673进度控制：输出190
7项目成理193
71计划成理195
711计划成理：输入196
712计划成理：工具技术198
713计划成理：输出198
72 估计成200
721估计成：输入202
722估计成：工具技术204
723估计成：输出207
73确定预算208
731确定预算：输入209
732确定预算：工具技术211
733确定预算：输出212
74控制成215
741控制成：输入216
742控制成：工具技术217
743控制成：输出225
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TABLE OF CONTENTS
8 PROJECT QUALITY MANAGEMENT 227
81 Plan Quality Management 231
811 Plan Quality Management Inputs 233
812 Plan Quality Management Tools and Techniques 235
813 Plan Quality Management Outputs 241
82 Perform Quality Assurance 242
821 Perform Quality Assurance Inputs 244
822 Perform Quality Assurance Tools and Techniques 245
823 Perform Quality Assurance Outputs 247
83 Control Quality 248
831 Control Quality Inputs 250
832 Control Quality Tools and Techniques 252
833 Control Quality Outputs 252
9 PROJECT HUMAN RESOURCE MANAGEMENT 255
91 Plan Human Resource Management 258
911 Plan Human Resource Management Inputs 259
912 Plan Human Resource Management Tools and Techniques 261
913 Plan Human Resource Management Outputs 264
92 Acquire Project Team 267
921 Acquire Project Team Inputs 269
922 Acquire Project Team Tools and Techniques 270
923 Acquire Project Team Outputs 272
93 Develop Project Team 273
931 Develop Project Team Inputs 274
932 Develop Project Team Tools and Techniques 275
933 Develop Project Team Outputs 278
94 Manage Project Team 279
941 Manage Project Team Inputs 281
942 Manage Project Team Tools and Techniques 282
943 Manage Project Team Outputs 284
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表容
8项目质量理227
81计划质量理231
811计划质量理：输入233
812计划质量理工具技术235
813计划质量理：输出241
82执行质量保证242
821执行质量保证：输入244
822执行质量保证：工具技术245
823执行质量保证：输出247
83控制质量248
质量控制：输入 831250
832控制质量工具技术252
833质量控制：输出252
9项目力资源理255
91计划力资源理258
911计划力资源理：输入259
912计划力资源理：工具技术261
913计划力资源理：输出264
92项目团队组建267
921获取项目团队：输入269
922获取项目团队：工具技术270
923获取项目团队：输出272
93项目团队建设273
931项目团队发展：输入274
932项目团队发展：工具技术275
933项目团队发展：输出278
94理项目团队279
941理项目团队：输入281
942理项目团队工具技术282
理项目团队：输出 943284
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TABLE OF CONTENTS
10 PROJECT COMMUNICATIONS MANAGEMENT 287
101 Plan Communications Management 289
1011 Plan Communications Management Inputs 290
1012 Plan Communications Management Tools and Techniques 291
1013 Plan Communications Management Outputs296
102 Manage Communications 297
1021 Manage Communications Inputs 299
1022 Manage Communications Tools and Techniques 300
1023 Manage Communications Outputs 301
103 Control Communications 303
1031 Control Communications Inputs 304
1032 Control Communications Tools and Techniques 306
1033 Control Communications Outputs 307
11 PROJECT RISK MANAGEMENT 309
111 Plan Risk Management 313
1111 Plan Risk Management Inputs 314
1112 Plan Risk Management Tools and Techniques 315
1113 Plan Risk Management Outputs 316
112 Identify Risks 319
1121 Identify Risks Inputs 321
1122 Identify Risks Tools and Techniques 324
1123 Identify Risks Outputs 327
113 Perform Qualitative Risk Analysis 328
1131 Perform Qualitative Risk Analysis Inputs 329
1132 Perform Qualitative Risk Analysis Tools and Techniques 330
1133 Perform Qualitative Risk Analysis Outputs 333
114 Perform Quantitative Risk Analysis 333
1141 Perform Quantitative Risk Analysis Inputs 335
1142 Perform Quantitative Risk Analysis Tools and Techniques 336
1143 Perform Quantitative Risk Analysis Outputs 341
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表容
10项目沟通理287
101计划通信理289
1011沟通理：输入计划290
1012沟通理计划工具技术291
1013计划沟通理：输出 296
102理通信297
1021理通讯：输入299
1022理通讯：工具技术300
1023理通讯：输出301
103控制通信303
1031控制通信：输入304
1032控制通信工具技术306
1033控制通信：输出307
11项目风险理309
111计划风险理313
1111规划风险理：输入314
1112计划：风险理工具技术315
1113规划风险理：输出316
112识风险319
1121识风险：输入321
1122识风险：工具技术324
1123识风险：输出327
113定性风险分析328
1131进行定性风险分析：输入329
1132进行定性风险分析：工具技术330
1133进行定性风险分析：输出333
114实施定量风险分析333
1141进行定量风险分析：输入335
1142进行定量风险分析：工具技术336
1143进行定量风险分析：输出341
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TABLE OF CONTENTS
115 Plan Risk Responses 342
1151 Plan Risk Responses Inputs 343
1152 Plan Risk Responses Tools and Techniques 343
1153 Plan Risk Responses Outputs 346
116 Control Risks 349
1161 Control Risks Inputs 350
1162 Control Risks Tools and Techniques 351
1163 Control Risks Outputs 353
12 PROJECT PROCUREMENT MANAGEMENT 355
121 Plan Procurement Management 358
1211 Plan Procurement Management Inputs 360
1212 Plan Procurement Management Tools and Techniques 365
1213 Plan Procurement Management Outputs 366
122 Conduct Procurements 371
1221 Conduct Procurements Inputs 373
1222 Conduct Procurements Tools and Techniques 375
1223 Conduct Procurements Outputs 377
123 Control Procurements 379
1231 Control Procurements Inputs 381
1232 Control Procurements Tools and Techniques 383
1233 Control Procurements Outputs 384
124 Close Procurements 386
1241 Close Procurements Inputs 388
1242 Close Procurements Tools and Techniques 388
1243 Close Procurements Outputs 389
13 PROJECT STAKEHOLDER MANAGEMENT 391
131 Identify Stakeholders 393
1311 Identify Stakeholders Inputs 394
1312 Identify Stakeholders Tools and Techniques 395
1313 Identify Stakeholders Outputs 398
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表容
115计划风险应342
1151规划风险应：输入343
1152规划风险应：工具技术343
1153规划风险应：输出346
116控制风险349
1161控制风险：输入350
1162控制风险工具技术351
1163控制风险：输出353
12项目采购理355
121计划采购理358
1211计划采购理：输入360
1212计划采购理：工具技术365
1213计划采购理：输出366
122执行采购371
1221执行采购：输入373
1222执行采购：工具技术375
1223执行采购：输出377
123控制采购379
采购：输入类控制381
1232控制采购：工具技术383
1233控制采购：输出384
124结束采购386
1结束采购：输入388
1242结束采购：工具技术388
1243结束采购：输出389
13项目利益相关者理391
131确定利益相关者393
1311确认利益相关者：输入394
1312确定利益相关者：工具技术395
1313确定利益相关者：输出398
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TABLE OF CONTENTS
132 Plan Stakeholder Management 399
1321 Plan Stakeholder Management Inputs 400
1322 Plan Stakeholder Management Tools and Techniques 401
1323 Plan Stakeholder Management Outputs 403
133 Manage Stakeholder Engagement 404
1331 Manage Stakeholder Engagement Inputs 406
1332 Manage Stakeholder Engagement Tools and Techniques 407
1333 Manage Stakeholder Engagement Outputs 408
134 Control Stakeholder Engagement 409
1341 Control Stakeholder Engagement Inputs 411
1342 Control Stakeholder Engagement Tools and Techniques 412
1343 Control Stakeholder Engagement Outputs 413
ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT 417
APPENDIX X1 FIFTH EDITION CHANGES 463
Appendix X2 Contributors and Reviewers of the PMBOK Guide –
Fifth Edition 483
APPENDIX X3 INTERPERSONAL SKILLS 513
REFERENCES 521
Glossary 523
INDEX 569
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition XI
表容
132计划利益相关者理399
1321计划利益相关者理：输入400
1322计划利益相关者理：工具技术401
1323计划利益相关者理：输出403
133理利益相关者参404
选择理利益相关者参：输入406
1332理利益相关者参：工具技术407
1333理利益相关者参：输出408
134控制利益相关者参409
1341控制利益相关者参：输入411
1342控制利益相关者参：工具技术412
1343控制利益相关者参：输出413
附录A1工程项目理标准417
附录X1第五版变化463
附录X2贡献者指南–评
第五版483
附录X3际交力513
引521
词汇523
指数569
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2013项目理协会项目理知识体系指南（PMBOK指南第五版西–）
List of TABLES and Figures
List of TABLES and Figures
Figure 11 Portfolio Program and Project Management Interactions5
Figure 21 Functional Organization22
Figure 22 Weak Matrix Organization23
Figure 23 Balanced Matrix Organization24
Figure 24 Strong Matrix Organization24
Figure 25 Projectized Organization25
Figure 26 C omposite Organization26
Figure 27 T he Relationship Between Stakeholders and the Project31
Figure 28 T ypical Cost and Staffing Levels Across a Generic Project Life Cycle Structure39
Figure 29 Impact of Variable Based on Project Time40
Figure 210 Example of a SinglePhase Project42
Figure 211 Example of a ThreePhase Project43
Figure 212 Example of a Project with Overlapping Phases43
Figure 213 Example of Predictive Life Cycle44
Figure 31 Project Management Process Groups50
Figure 32 Process Groups Interact in a Phase or Project51
Figure 33 Project Management Process Interactions53
Figure 34 Project Boundaries54
Figure 35 Project Data Information and Report Flow59
Figure 36 D ata Flow Diagram Legend60
Figure 41 Project Integration Management Overview65
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图表清单
图表清单
图11组合程序项目理间相互作 5
图21功性组织 22
图22弱矩阵组织 23
图23衡矩阵型组织 24
图24强矩阵组织 24
图25项目组织 25
图26复合组织 26
图27T关系者项目 31间
图28典型成员配备水通项目生命周期结构 39
图29影响变量基项目时间 40
图210期工程 42例
图211三期工程 43例
图212重叠阶段 43工程实例
图213预测生命周期 44例
图31项目理程组 50
图32程组阶段项目 51相互作
图33项目理程相互作 53
图34项目边界 54
图35项目数信息报告流程 59
图36数流图传说 60
图41项目集成理概述 65
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第十二2013项目理协会项目理知识体系指南（PMBOK指南–）第五版
List of TABLES and Figures
Figure 42 D evelop Project Charter Inputs Tools and Techniques and Outputs66
Figure 43 D evelop Project Charter Data Flow Diagram67
Figure 43 D evelop Project Charter Data Flow Diagram72
Figure 45 D evelop Project Management Plan Data Flow Diagram73
Figure 46 D irect and Manage Project Work Inputs Tools and Techniques and Outputs79
Figure 47 D irect and Manage Project Work Data Flow Diagram80
Figure 48 Monitor and Control Project Work Inputs Tools & Techniques and Outputs86
Figure 49 Monitor and Control Project Work Data Flow Diagram87
Figure 410 Perform Integrated Change Control Inputs Tools & Techniques and Outputs94
Figure 411 Perform Integrated Change Control Data Flow Diagram95
Figure 412 C lose Project or Phase Inputs Tools & Techniques and Outputs100
Figure 413 C lose Project or Phase Data Flow Diagram101
Figure 51 Project Scope Management Overview106
Figure 52 Plan Scope Management Inputs Tools & Techniques and Outputs107
Figure 53 Plan Scope Management Data Flow Diagram107
Figure 54 C ollect Requirements Inputs Tools & Techniques and Outputs111
Figure 55 C ollect Requirements Data Flow Diagram111
Figure 56 Example of a Requirements Traceability Matrix119
Figure 57 D efine Scope Inputs Tools & Techniques and Outputs120
Figure 58 D efine Scope Data Flow Diagram120
Figure 59 C reate WBS Inputs Tools & Techniques and Outputs125
Figure 510 C reate WBS Data Flow Diagram126
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图表清单
图42建设项目章程：输入输出工具技术 66
图43建设项目章程数流图 67
图43建设项目章程数流图 72
图45建设项目理计划数流图 73
图46直接项目理工作：输入输出工具技术 79
图47直接理项目工作：数流图 80
图48监控项目工作：输入输出工具技术 86
图49监控项目工作数流图 87
图410执行整体变更控制输入输出工具技术 94
图411执行整体变更控制数流图 95
图412C失项目阶段：输入输出工具技术 100
图413C失项目阶段数流图 101
图51项目范围理概述 106
图52计划理范围：输入输出工具技术 107
图53计划理范围数流图 107
图54C敛求：输入输出工具技术 111
图55C敛求数流图 111
图56需求踪矩阵 119例
图57D定义范围：输入输出工具技术 120
图58D定义范围数流图 120
图59创建工作分解结构：输入输出工具技术 125
图510创建WBS数流图 126
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List of TABLES and Figures
Figure 511 Sample WBS Decomposed Down Through Work Packages129
Figure 512 Sample WBS Organized by Phase130
Figure 513 Sample WBS with Major Deliverables130
Figure 514 Validate Scope Inputs Tools & Techniques and Outputs133
Figure 515 Validate Scope Data Flow Diagram133
Figure 516 C ontrol Scope Inputs Tools & Techniques and Outputs136
Figure 517 C ontrol Scope Data Flow Diagram137
Figure 61 Project Time Management Overview143
Figure 62 Scheduling Overview144
Figure 63 Plan Schedule Management Inputs Tools & Techniques and Outputs145
Figure 64 Plan Schedule Management Data Flow Diagram145
Figure 65 D efine Activities Inputs Tools & Techniques and Outputs149
Figure 66 D efine Activities Data Flow Diagram150
Figure 67 Sequence Activities Inputs Tools & Techniques and Outputs153
Figure 68 Sequence Activities Data Flow Diagram154
Figure 69 Precedence Diagramming Method (PDM) Relationship Types157
Figure 610 Examples of Lead and Lag158
Figure 611 Project Schedule Network Diagram160
Figure 612 Estimate Activity Resources Inputs Tools & Techniques and Outputs161
Figure 613 Estimate Activity Resources Data Flow Diagram161
Figure 614 Estimate Activity Durations Inputs Tools & Techniques and Outputs166
Figure 615 Estimate Activity Durations Data Flow Diagram166
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图表清单
图5WBS工作包分解样品通 129
图5WBS相 130组织样品
图513样品WBS交付成果 130
图514验证范围：输入输出工具技术 133
图5验证范围数流图 133
图516控制范围：输入输出工具技术 136
图5控制范围数流图 137
图61项目时间理概述 143
图62144 调度概述
图63计划理：输入输出工具技术 145
图64计划理数流图 145
图65D发现活动：输入输出工具技术 149
图D发现活动数流图 150
图67序列活动：输入输出工具技术 153
图68序列活动数流图 154
图69序图示法（PDM）关系类型 157
图610超前滞 158例
图611项目进度网络图 160
图6活动资源估算：输入输出工具技术 161
图613活动资源估算数流图 161
图614估算活动持续时间：输入输出工具技术 166
图615估算活动持续时间数流图 166
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List of TABLES and Figures
Figure 616 D evelop Schedule Inputs Tools & Techniques and Outputs173
Figure 617 D evelop Schedule Data Flow Diagram173
Figure 618 Example of Critical Path Method177
Figure 619 Example of Critical Chain Method178
Figure 620 R esource Leveling179
Figure 621 Project Schedule Presentations —Examples183
Figure 622 C ontrol Schedule Inputs Tools & Techniques and Outputs185
Figure 623 C ontrol Schedule Data Flow Diagram186
Figure 71 Project Cost Management Overview194
Figure 72 Plan Cost Management Inputs Tools & Techniques and Outputs195
Figure 73 Plan Cost Management Data Flow Diagram196
Figure 74 Estimate Costs Inputs Tools & Techniques and Outputs200
Figure 75 Estimate Costs Data Flow Diagram201
Figure 76 D etermine Budget Inputs Tools & Techniques and Outputs208
Figure 77 D etermine Budget Data Flow Diagram209
Figure 78 Project Budget Components213
Figure 79 C ost Baseline Expenditures and Funding Requirements214
Figure 710 C ontrol Costs Inputs Tools & Techniques and Outputs215
Figure 711 C ontrol Costs Data Flow Diagram215
Figure 712 Earned Value Planned Value and Actual Costs219
Figure 713 T oComplete Performance Index (TCPI)222
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图表清单
图6发展计划：输入输出工具技术 173
图6～17发展计划数流图 173
图618关键路径法 177例
图619关键链法 178例
图620资源均衡 179
图6尺项目进度报告183例
图6－22控制计划：输入输出工具技术 185
图623控制计划数流图 186
图71项目成理概述 194
图72计划成理：输入输出工具技术 195
图73计划成理：数流图 196
图74成估算：输入输出工具技术 200
图75估计成数流图 201
图76确定预算：输入输出工具技术 208
图77确定预算数流图 209
图78项目预算组成部分 213
图79成基线支出资金需求 214
图7控制成：输入输出工具技术 215
图711控制成数流图 215
图712挣值计划值实际成 219
图7T ocomplete性指数（TCPI） 222
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List of TABLES and Figures
Figure 81 Project Quality Management Overview230
Figure 82 Fundamental Relationships of Quality Assurance and Control Quality to the IPECC
PDCA Cost of Quality Models and Project Management Process Groups231
Figure 83 Plan Quality Management Inputs Tools & Techniques and Outputs232
Figure 84 Plan Quality Management Data Flow Diagram232
Figure 85 C ost of Quality235
Figure 86 T he SIPOC Model237
Figure 87 Storyboard Illustrating a Conceptual Example of Each of the Seven
Basic Quality Tools239
Figure 88 Perform Quality Assurance Inputs Tools & Techniques and Outputs243
Figure 89 Perform Quality Assurance Data Flow Diagram243
Figure 810 Storyboard Illustrating the Seven Quality Management and Control Tools246
Figure 811 C ontrol Quality Inputs Tools & Techniques and Outputs249
Figure 812 C ontrol Quality Data Flow Diagram249
Figure 91 Project Human Resource Management Overview257
Figure 92 Plan Human Resource Management Inputs Tools & Techniques and Outputs258
Figure 93 Plan Human Resource Management Data Flow Diagram258
Figure 94 R oles and Responsibility Definition Formats261
Figure 95 R ACI Matrix262
Figure 96 Illustrative Resource Histogram266
Figure 97 Acquire Project Team Inputs Tools & Techniques and Outputs267
Figure 98 Acquire Project Team Data Flow Diagram268
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图表清单
图81项目质量理概述 230
图82质量保证质量控制ipecc基关系
PDCA循环质量模型项目理程组成 231
图83质量理计划输入输出工具技术 232
图84计划质量理数流图 232
图85成质量 235
图86 SIPOC模型237
图87事说明七概念例子
基质量工具 239
图88执行质量保证：输入输出工具技术 243
图9执行质量保证数流图 243
图810事说明七质量理质量控制工具 246
图811控制质量：输入输出工具技术 249
图12控制质量数流图 249
图91项目力资源理概述 257
图92计划力资源理：输入输出工具技术 258
图93计划力资源理数流程图 258
图94作责定义格式 261
图95R矩阵 ACI 262
图96说明资源直方图 266
图97项目团队组建：输入输出工具技术 267
图98获取项目团队数流图 268
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List of TABLES and Figures
Figure 99 D evelop Project Team Inputs Tools & Techniques and Outputs273
Figure 910 D evelop Project Team Data Flow Diagram273
Figure 911 Manage Project Team Inputs Tools & Techniques and Outputs279
Figure 912 Manage Project Team Data Flow Diagram280
Figure 101 Project Communications Management Overview288
Figure 102 Plan Communications Management Inputs Tools & Techniques and Outputs289
Figure 103 Plan Communications Management Data Flow Diagram289
Figure 104 Basic Communication Model294
Figure 105 Manage Communications Inputs Tools & Techniques and Outputs297
Figure 106 Manage Communications Data Flow Diagram298
Figure 107 C ontrol Communications Inputs Tools & Techniques and Outputs303
Figure 108 C ontrol Communications Data Flow Diagram304
Figure 111 Project Risk Management Overview312
Figure 112 Plan Risk Management Inputs Tools & Techniques and Outputs313
Figure 113 Plan Risk Management Data Flow Diagram313
Figure 114 Example of a Risk Breakdown Structure (RBS)317
Figure 115 Identify Risks Inputs Tools & Techniques and Outputs319
Figure 116 Identify Risks Data Flow Diagram320
Figure 117 Influence Diagram326
Figure 118 Perform Qualitative Risk Analysis Inputs Tools & Techniques and Outputs328
Figure 119 Perform Qualitative Risk Analysis Data Flow Diagram328
Figure 1110 Probability and Impact Matrix331
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图表清单
图99建设项目团队：输入输出工具技术 273
图9建设项目团队数流图 273
图911理项目团队：输入输出工具技术 279
图912理项目团队数流图 280
图101项目沟通理概述 288
图102计划沟通理：输入输出工具技术 289
图103计划沟通理数流图 289
图104基通信模型 294
图105沟通理：输入输出工具技术 297
图106理通信数流图 298
图107控制通信：输入输出工具技术 303
图108控制通信数流图 304
图111工程项目风险理概述 312
图112规划风险理：输入输出工具技术 313
图113规划风险理数流图 313
图114风险分解结构（RBS） 317例
图115识风险：输入输出工具技术 319
图116识风险数流图 320
图117影响图 326
图11－8定性风险分析：输入输出工具技术 328
图11定性风险分析数流图 328
图1110概率影响矩阵 331
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List of TABLES and Figures
Figure 1111 Perform Quantitative Risk Analysis Inputs Tools & Techniques and Outputs334
Figure 1112 Perform Quantitative Risk Analysis Data Flow Diagram334
Figure 1113 Range of Project Cost Estimates Collected During the Risk Interview336
Figure 1114 Examples of Commonly Used Probability Distributions337
Figure 1115 Example of Tornado Diagram338
Figure 1116 D ecision Tree Diagram339
Figure 1117 C ost Risk Simulation Results340
Figure 1118 Plan Risk Responses Inputs Tools & Techniques and Outputs342
Figure 1119 Plan Risk Responses Data Flow Diagram342
Figure 1120 C ontrol Risks Inputs Tools & Techniques and Outputs349
Figure 1121 C ontrol Risks Data Flow Diagram349
Figure 121 Project Procurement Management Overview356
Figure 122 Plan Procurements Inputs Tools & Techniques and Outputs358
Figure 123 Plan Procurement Management Data Flow Diagram359
Figure 124 C onduct Procurements Inputs Tools & Techniques and Outputs371
Figure 125 C onduct Procurements Data Flow Diagram372
Figure 126 C ontrol Procurements Inputs Tools & Techniques and Outputs379
Figure 127 C ontrol Procurements Data Flow Diagram380
Figure 128 C lose Procurements Inputs Tools & Techniques and Outputs386
Figure 129 C lose Procurements Data Flow Diagram387
Figure 131 Project Stakeholder Management Overview392
Figure 132 Identify Stakeholders Inputs Tools & Techniques and Outputs393
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图表清单
图1111实施定量风险分析：输入输出工具技术 334
图1112实施定量风险分析数流图 334
图1113工程造价风险范围估计面试 336收集
图1114常概率分布例子 337
图11龙卷风图 338例
图11决策树图 339
图17仿真结果成风险340
图1012规划风险应：输入输出工具技术 342
图1119规划风险应数流图 342
图1120控制风险：输入输出工具技术 349
图1121控制风险数流图 349
图121项目采购理概述 356
图122计划采购：输入输出工具技术 358
图123计划采购理数流图 359
图124进行采购：输入输出工具技术 371
图125进行采购数流图 372
图126控制采购：输入输出工具技术 379
图127控制采购数流图 380
图128C失采购：输入输出工具技术 386
图129C失采购数流图 387
图131项目利益相关者理概述 392
图132确定利益相关者：输入输出工具技术 393
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List of TABLES and Figures
Figure 133 Identify Stakeholders Data Flow Diagram393
Figure 134 Example PowerInterest Grid with Stakeholders397
Figure 135 Plan Stakeholder Management Inputs Tools & Techniques and Outputs399
Figure 136 Plan Stakeholder Management Data Flow Diagram399
Figure 137 Stakeholders Engagement Assessment Matrix403
Figure 138 Manage Stakeholder Engagement Inputs Tools & Techniques and Outputs404
Figure 139 Manage Stakeholder Engagement Data Flow Diagram405
Figure 1310 C ontrol Stakeholder Engagement Inputs Tools & Techniques and Outputs410
Figure 1311 C ontrol Stakeholder Engagement Data Flow Diagram410
Figure A11 Process Group Interactions in a Project419
Figure A12 Project Management Process Interactions421
Figure A13 Project Boundaries425
Figure A14 Initiating Process Group425
Figure A15 D evelop Project Charter Inputs and Outputs426
Figure A16 Identify Stakeholders Inputs and Outputs426
Figure A17 Planning Process Group428
Figure A18 D evelop Project Management Plan Inputs and Outputs429
Figure A19 Plan Scope Management Inputs and Outputs429
Figure A110 C ollect Requirements Inputs and Outputs430
Figure A111 D efine Scope Inputs and Outputs430
Figure A112 C reate WBS Inputs and Outputs431
Figure A113 Plan Schedule Management Inputs and Outputs431
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图表清单
图133确定利益相关者数流图 393
图134例功率利益利益相关者 397格
图135计划利益相关者理：输入输出工具技术 399
图136计划利益相关者理数流图 399
图137利益相关者参评价矩阵 403
图138理利益相关者参：输入输出工具技术 404
图13 9利益相关者参理数流图 405
表1310控制利益相关者参：输入输出工具技术 410
图1311控制利益相关者参：数流图 410
图11项目 419处理组相互作
图A12项目理程相互作 421
图A1项目边界 425
图a14启动程组 425
图15建设项目章程：输入输出 426
图A16确定利益相关者：输入输出 426
图a17规划程组 428
图a18建设项目理计划输入输出 429
图a19计划理范围：输入输出 429
图a110C敛求：输入输出 430
图a111D定义范围：输入输出 430
图a112创建工作分解结构：输入输出 431
图A113计划理：输入输出 431
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List of TABLES and Figures
Figure A114 D efine Activities Inputs and Outputs432
Figure A115 Sequence Activities Inputs and Outputs432
Figure A116 Estimate Activity Resources Inputs and Outputs433
Figure A117 Estimate Activity Durations Inputs and Outputs434
Figure A118 D evelop Schedule Inputs and Outputs435
Figure A119 Plan Cost Management Inputs and Outputs436
Figure A120 Estimate Costs Inputs and Outputs436
Figure A121 D etermine Budget Inputs and Outputs437
Figure A122 Plan Quality Management Inputs and Outputs438
Figure A123 Plan Human Resource Management Inputs and Outputs438
Figure A124 Plan Communications Management Inputs and Outputs439
Figure A125 Plan Risk Management Inputs and Outputs439
Figure A126 Identify Risks Inputs and Outputs440
Figure A127 Perform Qualitative Risk Analysis Inputs and Outputs441
Figure A128 Perform Quantitative Risk Analysis Inputs and Outputs441
Figure A129 Plan Risk Responses Inputs and Outputs442
Figure A130 Plan Procurement Management Inputs and Outputs443
Figure A131 Plan Stakeholder Management Inputs and Outputs443
Figure A132 Executing Process Group445
Figure A133 D irect and Manage Project Work Inputs and Outputs446
Figure A134 Perform Quality Assurance Inputs and Outputs446
Figure A135 Acquire Project Team Inputs and Outputs447
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图表清单
图a114D发现活动：输入输出 432
图a115序列活动：输入输出 432
图a116活动资源估算：输入输出 433
图A117估算活动持续时间：输入输出 434
图a118发展计划：输入输出 435
图a119计划成理：输入输出 436
图a120成估算：输入输出 436
图a121确定预算：输入输出 437
图a122计划质量理：输入输出 438
图a123计划力资源理：输入输出 438
图a124计划沟通理：输入输出 439
图A125规划风险理：输入输出 439
图a126识风险：输入输出 440
图a127定性风险分析：输入输出 441
图a128实施定量风险分析：输入输出 441
图a129规划风险应：输入输出 442
图a130计划采购理：输入输出 443
图a131计划利益相关者理：输入输出 443
图a132执行程组 445
图a133直接项目理工作：输入输出 446
图a134执行质量保证：输入输出 446
图a135项目团队组建：输入输出 447
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List of TABLES and Figures
Figure A136 D evelop Project Team Inputs and Outputs447
Figure A137 Manage Project Team Inputs and Outputs448
Figure A138 Manage Communications Inputs and Outputs448
Figure A139 C onduct Procurements Inputs and Outputs449
Figure A140 Manage Stakeholder Engagement Inputs and Outputs450
Figure A141 Monitoring and Controlling Process Group451
Figure A142 Monitor and Control Project Work Inputs and Outputs452
Figure A143 Perform Integrated Change Control Inputs and Outputs453
Figure A144 Validate Scope Inputs and Outputs453
Figure A145 C ontrol Scope Inputs and Outputs454
Figure A146 C ontrol Schedule Inputs and Outputs455
Figure A147 C ontrol Costs Inputs and Outputs455
Figure A148 C ontrol Quality Inputs and Outputs456
Figure A149 C ontrol Communications Inputs and Outputs457
Figure A150 C ontrol Risks Inputs and Outputs457
Figure A151 C ontrol Procurements Inputs and Outputs458
Figure A152 C ontrol Stakeholder Engagement Inputs and Outputs459
Figure A153 C losing Process Group460
Figure A154 C lose Project or Phase Inputs and Outputs461
Figure A155 C lose Procurements Inputs and Outputs461
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图表清单
图a136建设项目团队：输入输出 447
图a137理项目团队：输入输出 448
图a138沟通理：输入输出 448
图a139进行采购：输入输出 449
图A140理利益相关者参：输入输出 450
图a141监控程组 451
图A142监控项目工作：输入输出 452
图a143执行整体变更控制输入输出 453
图a144验证范围：输入输出 453
图a145控制范围：输入输出 454
图a146控制计划：输入输出 455
图a147控制成：输入输出 455
图a148控制质量：输入输出 456
图a149控制通信：输入输出 457
图a150控制风险：输入输出 457
图a151控制采购：输入输出 458
图a152控制利益相关者参：输入输出 459
图a153C组460 丢失程
图a154C失项目阶段：输入输出 461
图a155C失采购：输入输出 461
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2013项目理协会项目理知识体系指南（PMBOK指南第五版）–XXI
List of TABLES and Figures
Figure X11 R efined Data Model467
Table 11 C omparative Overview of Project Program and Portfolio Management8
Table 21 Influence of Organizational Structures on Projects22
Table 31 Project Management Process Group and Knowledge Area Mapping61
Table 41 D ifferentiation Between the Project Management Plan and Project Documents78
Table 51 Elements of the Project Charter and Project Scope Statement124
Table 71 Earned Value Calculations Summary Table224
Table 111 D efinition of Impact Scales for Four Project Objectives318
Table A11 Project Management Process Group and Knowledge Area Mapping423
Table X11 Section 4 Changes472
Table X12 Section 5 Changes473
Table X13 Section 6 Changes474
Table X14 Section 7 Changes475
Table X15 Section 8 Changes476
Table X16 Section 9 Changes477
Table X17 Section 10 Changes478
Table X18 Section 11 Changes479
Table X19 Section 12 Changes480
Table X110 Section 13 Changes481
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图表清单
图X1 1R界定数模型 467
表11较项目概述程序投资组合理 8
表21组织结构项目影响 22
表31项目理程组知识领域映射 61
表41样性项目理计划项目文件间 78
表51素项目章程项目范围说明书 124
表71挣值计算汇总表 224
表111定义影响规模四项目目标 318
表11项目理程组知识领域映射 423
表X1 1第4节变化 472
表x12第5节变化 473
表x13第6节变化 474
表X1 4第7节变化 475
表x15第8节变化 476
表x16第9节变化 477
表x17第10节变化 478
表x18第11节变化 479
表x19第12节变化 480
表x110第13节变化 481
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2013项目理协会项目理知识体系指南（PMBOK指南第五版1–）
1
1 INTRODUCTION
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition provides guidelines
for managing individual projects and defines project management related concepts It also describes the project
management life cycle and its related processes as well as the project life cycle
The PMBOK Guide contains the globally recognized standard and guide for the project management profession
(found in Annex A1) A standard is a formal document that describes established norms methods processes and
practices As with other professions the knowledge contained in this standard has evolved from the recognized
good practices of project management practitioners who have contributed to the development of this standard
The first two sections of the PMBOK Guide provide an introduction to key concepts in the project management
field Section 3 summarizes the Process Groups and provides an overview of process interactions among the ten
Knowledge Areas and five Process Groups Sections 4 through 13 are the guide to the project management body of
knowledge These sections expand on the information in the standard by describing the inputs and outputs as well
as tools and techniques used in managing projects Annex A1 is the standard for project management and presents
the processes inputs and outputs that are considered to be good practice on most projects most of the time
This section defines several key terms and the relationship among portfolio management program management
project management and organizational project management An overview of the PMBOK Guide is found within
the following sections
11 Purpose of the PMBOK Guide
12 What is a Project
13 What is Project Management
14 R elationships Among Portfolio Management Program Management
Project Managementand Organizational Project Management
15 R elationship Between Project Management Operations Management
and Organizational Strategy
16 Business Value
17 Role of the Project Manager
18 Project Management Body of Knowledge
11
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1
1引言
景区简介
项目理知识体系指南（PMBOK指南）–第五版提供指导方针
理单项目项目理相关概念进行界定描述项目
理生命周期相关程项目生命周期
PMBOK指南包含全球公认标准指南项目理专业
（附录A1发现）标准正式文件描述定规范方法程
实践行业包含标准知识已公认演变
项目理业员谁促成标准发展良做法
指南第2部分提供关键概念项目理概
场第3节总结程组提供十程概述
知识领域五程组部分413项目理机构指导
知识部分扩标准中信息描述输入输出
作项目理工具技术附录A1项目理标准提出
程输入输出认做法数时间数项目
节定义关键术语间关系投资组合理项目理
项目理项目理指南概述发现
面章节：
指南目11
12项目什？
13项目理什？
14 R间组合理项目理
项目理项目理组织
15关系间项目理运营理
组织战略
16商业价值
项目理角色17
18项目理知识体系
11
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1 INTRODUCTION
11 Purpose of the PMBOK Guide
The acceptance of project management as a profession indicates that the application of knowledge processes
skills tools and techniques can have a significant impact on project success The PMBOK Guide identifies that
subset of the project management body of knowledge that is generally recognized as good practice Generally
recognized means the knowledge and practices described are applicable to most projects most of the time and
there is consensus about their value and usefulness Good practice means there is general agreement that the
application of the knowledge skills tools and techniques can enhance the chances of success over many projects
Good practice does not mean that the knowledge described should always be applied uniformly to all projects the
organization andor project management team is responsible for determining what is appropriate for any given project
The PMBOK Guide also provides and promotes a common vocabulary within the project management
profession for using and applying project management concepts A common vocabulary is an essential element of
a professional discipline The PMI Lexicon of Project Management Terms [1]1 provides the foundational professional
vocabulary that can be consistently used by project program and portfolio managers and other stakeholders
Annex A1 is a foundational reference for PMI’s project management professional development programs Annex
A1 continues to evolve along with the profession and is therefore not allinclusive this standard is a guide rather
than a specific methodology One can use different methodologies and tools (eg agile waterfall PRINCE2) to
implement the project management framework
In addition to the standards that establish guidelines for project management processes the Project Management
Institute Code of Ethics and Professional Conduct [2] guides practitioners of the profession and describes the
expectations that practitioners should hold for themselves and others The Project Management Institute Code
of Ethics and Professional Conduct is specific about the basic obligation of responsibility respect fairness and
honesty It requires that practitioners demonstrate a commitment to ethical and professional conduct It carries
the obligation to comply with laws regulations and organizational and professional policies Practitioners come
from diverse backgrounds and cultures and the Project Management Institute Code of Ethics and Professional
Conduct applies globally When interacting with any stakeholder practitioners should be committed to honest
responsible fair practices and respectful dealings Acceptance of the code is essential for project managers and is
a requirement for the following PMI exams
Certified Associate in Project Management (CAPM)
Project Management Professional (PMP)
Program Management Professional (PgMP)
PMI Agile Certified Practitioner (PMIACP)SM
PMI Risk Management Professional (PMIRMP)
PMI Scheduling Professional (PMISP)
1The numbers in brackets refer to the list of references at the end of this standard
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1引言
指南目11
验收项目理作种职业表明知识应程
技工具技术项目成功重影响PMBOK导标识
知识公认良做法项目理体子集般
认指描述知识实践适数项目部分时间
价值途识良做法指普遍认
知识技工具技术应提高项目成功机会
良做法意味着知识应该成变应项目
组织项目理团队负责决定什适定项目
PMBOK指南提供促进项目理词汇
应项目理概念职业词汇重元素
专业学科PMI项目理术语词典[ 1 ] 1提供基础性专业
词汇贯项目程序投资组合理者利益相关者
附录A1PMI项目理专业发展计划基础性参考附件
A1断发展着行业包容性标准导
具体方法方法工具（例敏捷瀑布PRINCE2）
实施项目理框架
外建立项目理程指南标准项目理
道德专业行[ 2 ]导游业员职业学院代码描述
预期业员应保持美国项目理协会代码
道德专业行责基义务具体方面公
诚实求业员表现出承诺道德专业行
遵守法律法规义务组织专业政策医生
背景文化道德专业项目理机构代码
应全球范围进行利益相关者互动时业员应致力诚实
责公尊重交易代码验收项目理关键
PMI考试求：
助理项目理师（CAPM）
工程理专业（PMP）
项目理专业（PgMP）
PMI敏捷认证专业员（PMIACP）Sm
PMI风险理专业（pmirmp）
PMI调度专业（pmisp）
①括号中数字指标准引列表结束
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2013项目理协会项目理知识体系指南（PMBOK指南第五版3–）
1
1 INTRODUCTION
12 What is a Project
A project is a temporary endeavor undertaken to create a unique product service or result The temporary
nature of projects indicates that a project has a definite beginning and end The end is reached when the project’s
objectives have been achieved or when the project is terminated because its objectives will not or cannot be met
or when the need for the project no longer exists A project may also be terminated if the client (customer sponsor
or champion) wishes to terminate the project Temporary does not necessarily mean the duration of the project
is short It refers to the project’s engagement and its longevity Temporary does not typically apply to the product
service or result created by the project most projects are undertaken to create a lasting outcome For example a
project to build a national monument will create a result expected to last for centuries Projects can also have social
economic and environmental impacts that far outlive the projects themselves
Every project creates a unique product service or result The outcome of the project may be tangible or
intangible Although repetitive elements may be present in some project deliverables and activities this repetition
does not change the fundamental unique characteristics of the project work For example office buildings can
be constructed with the same or similar materials and by the same or different teams However each building
project remains unique with a different location different design different circumstances and situations different
stakeholders and so on
An ongoing work effort is generally a repetitive process that follows an organization’s existing procedures
In contrast because of the unique nature of projects there may be uncertainties or differences in the products
services or results that the project creates Project activities can be new to members of a project team which
may necessitate more dedicated planning than other routine work In addition projects are undertaken at all
organizational levels A project can involve a single individual or multiple individuals a single organizational unit or
multiple organizational units from multiple organizations
A project can create
A product that can be either a component of another item an enhancement of an item or an end item
in itself
A service or a capability to perform a service (eg a business function that supports production or
distribution)
An improvement in the existing product or service lines (eg A Six Sigma project undertaken to reduce
defects) or
A result such as an outcome or document (eg a research project that develops knowledge that can be
used to determine whether a trend exists or a new process will benefit society)
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1引言
12项目什？
方案创造独特产品服务成果种时性工作时
项目性质表明项目明确开始结束结束时该项目
目标已实现项目时目标会达终止
需项目存项目终止果客户（客户赞助商
冠军）需终止项目时性定意味着项目持续时间
短指项目参长寿时通常适产品
服务项目创造数项目创造持久成果说呢
工程建设国家纪念碑创建持续数百年结果项目社会
济环境影响远远够项目身
项目创建独特产品服务结果项目结果形
形然重复元素项目交付成果活动种重复
改变基项目工作独特特征例办公建筑
构造成具相相似材料相团队然建筑
项目独特位置设计环境
利益相关者等等
项进行中工作通常反复程组织现程序
相反项目独特性质产品确定性差异
服务结果该项目创建项目活动新项目团队成员
需更专门计划日常工作外项目
组织水项目涉单组织单位
组织组织单位
项目创造：
产品组件项目项目增强项目结束
身
服务提供服务力（例业务功支持生产
分布）
改进现产品服务进行线（例六西格玛项目减少
缺陷）
结果结果文件（例发展知识研究项目
确定否存趋势新程利社会）
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1 INTRODUCTION
Examples of projects include but are not limited to
Developing a new product service or result
Effecting a change in the structure processes staffing or style of an organization
Developing or acquiring a new or modified information system (hardware or software)
Conducting a research effort whose outcome will be aptly recorded
Constructing a building industrial plant or infrastructure or
Implementing improving or enhancing existing business processes and procedures
121 The Relationships Among Portfolios Programs and Projects
The relationship among portfolios programs and projects is such that a portfolio refers to a collection of projects
programs subportfolios and operations managed as a group to achieve strategic objectives Programs are grouped
within a portfolio and are comprised of subprograms projects or other work that are managed in a coordinated
fashion in support of the portfolio Individual projects that are either within or outside of a program are still considered
part of a portfolio Although the projects or programs within the portfolio may not necessarily be interdependent or
directly related they are linked to the organization’s strategic plan by means of the organization’s portfolio
As Figure 11 illustrates organizational strategies and priorities are linked and have relationships between
portfolios and programs and between programs and individual projects Organizational planning impacts
the projects by means of project prioritization based on risk funding and other considerations relevant to the
organization’s strategic plan Organizational planning can direct the management of resources and support for the
component projects on the basis of risk categories specific lines of business or general types of projects such as
infrastructure and process improvement
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 5
1引言
项目例子包括限：
开发新产品服务结果
影响结构变化程员配备组织类型
开发购买新改进信息系统（硬件软件）
进行研究工作结果记录
建造建筑物厂房基础设施
实施改进加强现业务流程程序
121间关系组合程序项目
投资组合间关系项目程序样组合指系列项目
程序成份基运营理作集团战略目标实现程序分组
投资组合包括子程序项目工作协调理
投资组合支护方式项目部外部程序然认
投资组合部分项目计划组合定相互存
直接相关组织战略计划组织组合方式
图11示组织战略优先事项相联系关系
组合程序程序间项目组织规划影响
该项目项目优先级基风险资金素关
组织战略计划组织规划直接理资源支持
部分项目风险分类基础具体营品种般类型项目
基础设施工艺改进
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1
1 INTRODUCTION
Projects
Portfolio
Subportfolios
Programs
Subprograms
Projects
Projects
Projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Programs
Subprograms
Projects
Projects
Figure 11 Portfolio Program and Project Management Interactions
13 What is Project Management
Project management is the application of knowledge skills tools and techniques to project activities to meet the
project requirements Project management is accomplished through the appropriate application and integration of
the 47 logically grouped project management processes which are categorized into five Process Groups These five
Process Groups are
Initiating
Planning
Executing
Monitoring and Controlling and
Closing
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1引言
项目
投资组合
成份基金
程序
子程序
项目
项目
项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
绩效报告
变更请求
投资组合影响
项目项目
绩效报告
变更请求
投资组合影响
项目项目
绩效报告
变更请求
投资组合影响
项目项目
程序
子程序
项目
项目
图11组合程序项目理相互作
13项目理什？
项目理知识技工具技术应项目活动满足
项目求项目理通适应集成实现
47逻辑分组项目理程分五程组五
程组：
启动
规划
执行
监测控制
关闭
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1 INTRODUCTION
Managing a project typically includes but is not limited to
Identifying requirements
Addressing the various needs concerns and expectations of the stakeholders in planning and executing
the project
Setting up maintaining and carrying out communications among stakeholders that are active effective
and collaborative in nature
Managing stakeholders towards meeting project requirements and creating project deliverables
Balancing the competing project constraints which include but are not limited to
○○ Scope
○○ Quality
○○ Schedule
○○ Budget
○○ Resources and
○○ Risks
The specific project characteristics and circumstances can influence the constraints on which the project
management team needs to focus
The relationship among these factors is such that if any one factor changes at least one other factor is likely
to be affected For example if the schedule is shortened often the budget needs to be increased to add additional
resources to complete the same amount of work in less time If a budget increase is not possible the scope or
targeted quality may be reduced to deliver the project’s end result in less time within the same budget amount
Project stakeholders may have differing ideas as to which factors are the most important creating an even greater
challenge Changing the project requirements or objectives may create additional risks The project team needs to
be able to assess the situation balance the demands and maintain proactive communication with stakeholders in
order to deliver a successful project
Due to the potential for change the development of the project management plan is an iterative activity and is
progressively elaborated throughout the project’s life cycle Progressive elaboration involves continuously improving
and detailing a plan as more detailed and specific information and more accurate estimates become available
Progressive elaboration allows a project management team to define work and manage it to a greater level of detail
as the project evolves
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1引言
理项目通常包括限：
识求
寻址种需求问题规划执行相关利益者期
项目
建立维护实施利益相关者间通信积极效
合作性质
理利益相关者项目求创造项目交付成果会议
衡竞争项目限制中包括限：
○○范围
○○质量
○○时间表
○○预算
○○资源
○○风险
具体项目特点环境影响工程约束
理团队需集中
素间关系样果素变化素中少
受影响例果缩短工期常预算需增加额外
资源更少时间完成样工作果预算增加范围
针性质量减少交付项目终结果更短时间相预算金额
项目利益相关者想法素重创造更
挑战改变项目求目标会造成额外风险项目团队需
够评估形势衡需求保持利益相关者积极动沟通
提供成功项目
潜变化项目理计划发展迭代活动
逐步细化项目整生命周期逐步完善包括持续改进
详细计划更详细具体信息更准确估计
逐步完善项目理团队定义工作理更高层次细节
着项目发展
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1
1 INTRODUCTION
14 Relationships Among Portfolio Management Program Management
Project Management and Organizational Project Management
In order to understand portfolio program and project management it is important to recognize the similarities
and differences among these disciplines It is also helpful to understand how they relate to organizational project
management (OPM) OPM is a strategy execution framework utilizing project program and portfolio management
as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing
better performance better results and a sustainable competitive advantage
Portfolio program and project management are aligned with or driven by organizational strategies Conversely
portfolio program and project management differ in the way each contributes to the achievement of strategic goals
Portfolio management aligns with organizational strategies by selecting the right programs or projects prioritizing
the work and providing the needed resources whereas program management harmonizes its projects and program
components and controls interdependencies in order to realize specified benefits Project management develops
and implements plans to achieve a specific scope that is driven by the objectives of the program or portfolio it is
subjected to and ultimately to organizational strategies OPM advances organizational capability by linking project
program and portfolio management principles and practices with organizational enablers (eg structural cultural
technological and human resource practices) to support strategic goals An organization measures its capabilities
then plans and implements improvements towards the systematic achievement of best practices
Table 11 shows the comparison of project program and portfolio views across several dimensions within
the organization
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1引言
14 R间组合理项目理
项目理项目理组织
解组合程序项目理认识相似性重
学科间差异助解组织工程
理（OPM）OPM执行框架利项目计划策略投资组合理
组织利做法持续预见组织战略生产
更性更结果持续竞争优势
组合程序项目理组织战略驱动相反
组合程序项目理助战略目标实现方式
投资组合理组织策略通选择合适项目项目优先考虑
工作提供必资源项目理协调项目程序
组件控件相互存关系实现定济效益项目理发展
实施计划实现特定范围程序组合目标驱动
受终组织策略OPM进步组织力连接项目
项目组合理原做法组织素（结构文化
技术力资源实践）支持战略目标组织力措施
然计划实施改进佳实践系统实现
表11显示项目较程序组合观点方面
组织
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1 INTRODUCTION
Table 11 Comparative Overview of Project Program and Portfolio Management
Organizational Project Management
Projects Programs Portfolios
Projects have defined
objectives Scope is progressively
elaborated throughout the
project life cycle
Project managers expect change
and implement processes to
keep change managed and
controlled
Project managers progressively
elaborate highlevel information
into detailed plans throughout
the project life cycle
Project managers manage the
project team to meet the project
objectives
Success is measured by product
and project quality timeliness
budget compliance and degree
of customer satisfaction
Project managers monitor and
control the work of producing
the products services or results
that the project was undertaken
to produce
Programs have a larger scope
and provide more significant
benefits
Program managers expect
change from both inside and
outside the program and are
prepared to manage it
Program managers develop the
overall program plan and create
highlevel plans to guide
detailed planning at the
component level
Program managers manage the
program staff and the project
managers they provide vision
and overall leadership
Success is measured by the
degree to which the program
satisfies the needs and benefits
for which it was undertaken
Program managers monitor
the progress of program
components to ensure the
overall goals schedules budget
and benefits of the program will
be met
Portfolios have an organizational
scope that changes with the
strategic objectives of the
organization
Portfolio managers continuously
monitor changes in the
broader internal and external
environment
Portfolio managers create and
maintain necessary processes
and communication relative to
the aggregate portfolio
Portfolio managers may manage
or coordinate portfolio
management staff or program
and project staff that may have
reporting responsibilities into
the aggregate portfolio
Success is measured in terms
of the aggregate investment
performance and benefit
realization of the portfolio
Portfolio managers monitor
strategic changes and aggregate
resource allocation
performance results and risk
of the portfolio
Scope
Change
Planning
Management
Success
Monitoring
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1引言
表11项目概况项目较投资组合理
组织项目理
工程项目投资组合
项目定义
目标范围逐步
阐述整
项目生命周期
项目理预期变化
实施程
断变化理
控制
项目理逐步
精心设计高层次信息
详细计划
项目生命周期
项目理理
项目团队完成项目
目标
成功产品
工程质量时性
符合预算程度
顾客满意
项目理监控
控制生产工作
产品服务结果
该项目
生产
项目更范围
提供更重
处
项目理期
部改变
程序外
准备理
项目理发展
项目整体计划创建
高级计划指南
详细规划
组件级
项目理理
计划员项目
理者提供视觉
全面领导
成功通测量
程度程序
满足需利益
目
项目理监控
程序进展
组件确保
总体目标时间表预算
程序效益
满足
投资组合组织
范围变化
战略目标
组织
投资组合理断
监测变化
更广泛部外部
环境
投资组合理创建
保持必程
通信相关
投资组合
投资组合理理
坐标组合
理员程序
项目工作员
报告责
投资组合
成功
总投资
性效益
投资组合实现
投资组合理监控
战略变革骨料
资源分配
性测试结果风险
组合
范围
改变
规划
理
成功
监测
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1 INTRODUCTION
141 Program Management
A program is defined as a group of related projects subprograms and program activities managed in a
coordinated way to obtain benefits not available from managing them individually Programs may include elements
of related work outside the scope of the discrete projects in the program A project may or may not be part of a
program but a program will always have projects
Program management is the application of knowledge skills tools and techniques to a program in order to
meet the program requirements and to obtain benefits and control not available by managing projects individually
Projects within a program are related through the common outcome or collective capability If the relationship
between projects is only that of a shared client seller technology or resource the effort should be managed as a
portfolio of projects rather than as a program
Program management focuses on the project interdependencies and helps to determine the optimal approach
for managing them Actions related to these interdependencies may include
Resolving resource constraints andor conflicts that affect multiple projects within the program
Aligning organizationalstrategic direction that affects project and program goals and objectives and
Resolving issues and change management within a shared governance structure
An example of a program is a new communications satellite system with projects for design of the satellite and
the ground stations the construction of each the integration of the system and the launch of the satellite
142 Portfolio Management
A portfolio refers to projects programs subportfolios and operations managed as a group to achieve strategic
objectives The projects or programs of the portfolio may not necessarily be interdependent or directly related For
example an infrastructure firm that has the strategic objective of maximizing the return on its investments may
put together a portfolio that includes a mix of projects in oil and gas power water roads rail and airports From
this mix the firm may choose to manage related projects as one program All of the power projects may be grouped
together as a power program Similarly all of the water projects may be grouped together as a water program
Thus the power program and the water program become integral components of the enterprise portfolio of the
infrastructure firm
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1引言
141程序理
程序定义组相关项目子程序理程序活动
协调方式获利益没单独理程序包含元素
外关工作程序中单项目范围项目会会成
程序程序总项目
项目理知识技工具应程序技术
满足项目求取效益控制理项目单独
计划项目通相关常见果集体力果关系
项目间享客户销售技术资源努力应视
项目作程序组合
项目理重点项目相互存关系助确定佳方法
理相互赖相关行动包括：
解决资源约束突影响项目程序
准组织战略方影响项目目目标
解决问题变更理治理结构
程序例子新通信卫星系统卫星设计项目
面站施工系统集成卫星发射
142组合理
投资组合指工程项目项目理操作成份基金集团实现战略
目标项目投资组合计划定互相赖直接关系
例基础设施公司战略目标限度提高投资回报
投资组合包括系列项目石油天然气电力水道路铁路机场
组合企业选择理相关项目作程序电力项目分组
作项目样水工程组合起作水计划
电力规划水程序成企业投资组合组成部分
基础设施公司
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Portfolio management refers to the centralized management of one or more portfolios to achieve strategic
objectives Portfolio management focuses on ensuring that projects and programs are reviewed to prioritize
resource allocation and that the management of the portfolio is consistent with and aligned to organizational
strategies
143 Projects and Strategic Planning
Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s
strategic plan Projects are typically authorized as a result of one or more of the following strategic considerations
Market demand (eg a car company authorizing a project to build more fuelefficient cars in response
to gasoline shortages)
Strategic opportunitybusiness need (eg a training company authorizing a project to create a new
course to increase its revenues)
Social need (eg a nongovernmental organization in a developing country authorizing a project to provide
potable water systems latrines and sanitation education to communities suffering from high rates of
infectious diseases)
Environmental consideration (eg a public company authorizing a project to create a new service for
electric car sharing to reduce pollution)
Customer request (eg an electric utility authorizing a project to build a new substation to serve a new
industrial park)
Technological advance (eg an electronics firm authorizing a new project to develop a faster cheaper and
smaller laptop based on advances in computer memory and electronics technology) and
Legal requirement (eg a chemical manufacturer authorizing a project to establish guidelines for proper
handling of a new toxic material)
144 Project Management Office
A project management office (PMO) is a management structure that standardizes the projectrelated governance
processes and facilitates the sharing of resources methodologies tools and techniques The responsibilities of a
PMO can range from providing project management support functions to actually being responsible for the direct
management of one or more projects
There are several types of PMO structures in organizations each varying in the degree of control and influence
they have on projects within the organization such as
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1引言
投资组合理指组合集中理实现战略
目标投资组合理重点确保项目方案审查优先
资源分配投资组合理组织致齐
策略
143项目战略规划
项目常作直接间接实现目标组织种手段
战略计划项目通常授权列战略思考：
市场需求（例汽车公司授权项目响应建立更节高效汽车
汽油短缺）
战略机遇业务需求（例培训公司授权项目创建新
增加收入课程）
社会需（例发展中国家批准项目提供非政府组织
饮水系统厕卫生教育遭受高利率社区
传染病）
环境素（例公公司授权项目创建新服务
电动汽车享减少污染）
客户求（例电力授权项目建立新变新
工业园区）
技术进步（例电子公司授权新项目发展更快更便宜
更笔记电脑基先进计算机存电子技术）
法律求（例化学制造商授权项目建立适指引
种新毒物质处理）
144项目理办公室
项目理办公室（PMO）理结构规范项目相关治理
程便利资源方法工具技术享甲方责
PMO实际负责直接提供项目理支持功范围
项目理
组织PMO结构种类型控制影响程度
组织项目：
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Supportive Supportive PMOs provide a consultative role to projects by supplying templates best
practices training access to information and lessons learned from other projects This type of PMO
serves as a project repository The degree of control provided by the PMO is low
Controlling Controlling PMOs provide support and require compliance through various means
Compliance may involve adopting project management frameworks or methodologies using specific
templates forms and tools or conformance to governance The degree of control provided by the PMO
is moderate
Directive Directive PMOs take control of the projects by directly managing the projects The degree of
control provided by the PMO is high
The PMO integrates data and information from corporate strategic projects and evaluates how higher level
strategic objectives are being fulfilled The PMO is the natural liaison between the organization’s portfolios
programs projects and the corporate measurement systems (eg balanced scorecard)
The projects supported or administered by the PMO may not be related other than by being managed together
The specific form function and structure of a PMO are dependent upon the needs of the organization that it
supports
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life
of each project to make recommendations or to terminate projects or take other actions as required to remain
aligned with the business objectives In addition the PMO may be involved in the selection management and
deployment of shared or dedicated project resources
A primary function of a PMO is to support project managers in a variety of ways which may include but are not
limited to
Managing shared resources across all projects administered by the PMO
Identifying and developing project management methodology best practices and standards
Coaching mentoring training and oversight
Monitoring compliance with project management standards policies procedures and templates by means
of project audits
Developing and managing project policies procedures templates and other shared documentation
(organizational process assets) and
Coordinating communication across projects
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1引言
支持支持PMOS通提供模板项目提供咨询作
实践培训获信息鉴工程鉴种类型项目理办公室
作项目库通项目理办公室提供控制程度低
控制控制PMOS提供支持求符合性通种手段
服包括采项目理框架方法特定
模板形式工具治理项目理办公室提供控制程度
温
指令指令PMOS采取项目控制通直接理项目程度
项目理办公室提供控制高
项目理办公室数信息企业战略项目评估更高层次
战略目标实现PMO组织投资组合间天然联系
项目项目企业测量系统（衡计分卡）
支持项目项目理办公室理相关理起
具体形式功PMO结构取决组织需求
支持
项目理办公室权作整体利益相关者关键决策整生命
项目提出建议终止项目采取措施需继续
业务目标相致外项目理办公室会参选择理
享专项目资源配置
项目理办公室功支持项目理种样方式包括
限：
享资源理项目理办公室理项目
识开发项目理方法佳做法标准
辅导指导培训监督
监测项目理标准合规政策程序模板方法
项目审计
开发项目理政策程序模板享文件
（组织程资产）
跨项目协调沟通
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1 INTRODUCTION
Project managers and PMOs pursue different objectives and as such are driven by different requirements All
of these efforts are aligned with the strategic needs of the organization Differences between the role of project
managers and a PMO may include the following
The project manager focuses on the specified project objectives while the PMO manages major program
scope changes which may be seen as potential opportunities to better achieve business objectives
The project manager controls the assigned project resources to best meet project objectives while the
PMO optimizes the use of shared organizational resources across all projects
The project manager manages the constraints (scope schedule cost quality etc) of the individual
projects while the PMO manages the methodologies standards overall risksopportunities metrics and
interdependencies among projects at the enterprise level
15 R elationship Between Project Management Operations Management
and Organizational Strategy
Operations management is responsible for overseeing directing and controlling business operations Operations
evolve to support the daytoday business and are necessary to achieve strategic and tactical goals of the business
Examples include production operations manufacturing operations accounting operations software support and
maintenance
Though temporary in nature projects can help achieve the organizational goals when they are aligned with the
organization’s strategy Organizations sometimes change their operations products or systems by creating strategic
business initiatives that are developed and implemented through projects Projects require project management
activities and skill sets while operations require business process management operations management activities
and skill sets
151 Operations and Project Management
Changes in business operations may be the focus of a dedicated project—especially if there are substantial
changes to business operations as a result of a new product or service delivery Ongoing operations are outside of
the scope of a project however there are intersecting points where the two areas cross
Projects can intersect with operations at various points during the product life cycle such as
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1引言
项目理项目理办公室追求目标需求驱动
努力应组织战略保持致项目角色间差异
理项目理办公室包括容：
项目理关注特定项目目标项目理办公室理专业
范围变化视潜机会更实现营目标
项目理控制分配项目资源便实现项目目标
项目理办公室组织资源优化享项目中
项目理理限制（范围进度成质量等）体
项目项目理办公室负责理方法标准整体风险机会指标
企业级项目间相互赖性
15关系间项目理运营理
组织战略
业务理负责监督指导控制业务操作
发展支持日常业务实现业务战略战术目标
例子包括：生产制造业务会计业务软件支持
维修
然时性项目帮助实现组织目标时致
组织战略组织时会改变业务产品系统通建立战略
商业计划通制定实施项目项目需项目理
活动技操作需业务流程理业务理活动
技
151运营项目理
业务操作中变化成专门项目特果量
改变营作结果新产品服务正进行操作外
项目范围然交叉点两区域交叉
项目相交点操作产品生命周期中：
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At each closeout phase
When developing a new product upgrading a product or expanding outputs
While improving operations or the product development process or
Until the end of the product life cycle
At each point deliverables and knowledge are transferred between the project and operations for implementation
of the delivered work This implementation occurs through a transfer of project resources to operations toward the
end of the project or through a transfer of operational resources to the project at the start
Operations are ongoing endeavors that produce repetitive outputs with resources assigned to do basically the
same set of tasks according to the standards institutionalized in a product life cycle Unlike the ongoing nature of
operations projects are temporary endeavors
1511 Operations Management
Operations management is a subject area that is outside the scope of formal project management as described
in this standard
Operations management is an area of management concerned with ongoing production of goods andor
services It involves ensuring that business operations continue efficiently by using the optimum resources needed
and meeting customer demands It is concerned with managing processes that transform inputs (eg materials
components energy and labor) into outputs (eg products goods andor services)
1512 Operational Stakeholders in Project Management
While operations management is different from project management (see 1511) the needs of stakeholders
who perform and conduct business operations are important considerations in projects that will affect their future
work and endeavors Project managers who consider and appropriately include operational stakeholders in all
phases of projects gain insight and avoid unnecessary issues that often arise when their input is overlooked
Operational stakeholders should be engaged and their needs identified as part of the stakeholder register and
their influence (positive or negative) should be addressed as part of the risk management plan
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1引言
收尾阶段
开发新产品升级产品者扩输出
时提高业务产品开发流程
直产品生命周期结束
点交付成果知识转移项目操作间执行
交付工作种实现通转项目资源营走
项目结束通转业务资源启动项目
操作正进行努力产生重复输出资源分配基做
根标准化产品生命周期务集持续性
操作项目时努力
1511运营理
运营理学科领域正式项目理范围描述
标准
运营理企业理关注正生产货物区
服务涉确保业务持续效通需资源优化
满足客户需求关注理程输入（例材料
部件源劳动力）输出（例产品产品服务）
1512运行利益方项目理
运营理项目理（见1511）利益相关者需
谁执行进行业务操作重考虑素会影响未项目
工作努力项目理谁考虑利益相关者包括适操作
阶段项目解避免必问题常出现时输入忽略
业务层面利益相关者应参需求确定利益相关者注册部分
影响（积极消极）应作风险理计划部分
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1 INTRODUCTION
The following list includes examples of operational stakeholders (depending upon the business)
Plant operators
Manufacturing line supervisors
Help desk staff
Production system support analysts
Customer service representative
Salespersons
Maintenance workers
Telephone sales personnel
Call center personnel
Retail workers
Line managers and
Training officers
152 Organizations and Project Management
Organizations use governance to establish strategic direction and performance parameters The strategic
direction provides the purpose expectations goals and actions necessary to guide business pursuit and is aligned
with business objectives Project management activities should be aligned with toplevel business direction and
if there is a change then project objectives need to be realigned In a project environment changes to project
objectives affect project efficiency and success When the business alignment for a project is constant the chance
for project success greatly increases because the project remains aligned with the strategic direction of the
organization Should something change projects should change accordingly
1521 ProjectBased Organizations
Projectbased organizations (PBOs) refer to various organizational forms that create temporary systems
for carrying out their work PBOs can be created by different types of organizations (ie functional matrix or
projectized (see 213)) The use of PBOs may diminish the hierarchy and bureaucracy inside the organizations as
the success of the work is measured by the final result rather than by position or politics
PBOs conduct the majority of their work as projects andor provide project rather than functional approaches PBOs
can refer to either entire firms (as in telecommunications oil and gas construction consultancy and professional
services) multifirm consortia or networks it is also possible that some large projectbased organizations have
functional support areas or that the PBO is nested within subsidiaries or divisions of larger corporations
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1引言
面列表包括业务层面利益相关者例子（根业务）：
厂营
生产线
帮助台工作员
生产系统支持分析师
客户服务代表
售货员
维修工
电话销售员
呼中心员
零售业工
直线理
训练军官
152组织项目理
组织治理建立战略方性参数战略
方提供目目标期必措施引导企业追求齐
业务目标项目理活动应顶级商务方齐
果变化需重新调整项目目标项目环境中更改项目
目影响项目效率成功项目营定位恒定机会
项目成功增加项目保持战略方齐
组织应变化项目应发生相应变化
1521项目基础组织
基项目组织（PBO）指种组织形式创建时系统
进行工作PBO类型组织（功矩阵
项目（参213））PBOs会减少层次官僚义组织
项工作成功结果位置测量政治
项目提供项目功方法进行工作部分PBOPBO
指整企业（电信石油天然气施工咨询专业
企业联盟服务）网络型项目组织
功支持领域PBO嵌套企业子公司部门
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1522 The Link Between Project Management and Organizational Governance
Projects (and programs) are undertaken to achieve strategic business outcomes for which many organizations
now adopt formal organizational governance processes and procedures Organizational governance criteria
can impose constraints on projects—particularly if the project delivers a service which will be subject to strict
organizational governance
Because project success may be judged on the basis of how well the resultant product or service supports
organizational governance it is important for the project manager to be knowledgeable about corporate
organizational governance policies and procedures pertaining to the subject matter of the product or service
(eg if an organization has adopted policies in support of sustainability practices and the project involves
construction of a new office building the project manager should be aware of sustainability requirements related
to building construction)
1523 The Relationship Between Project Management and Organizational Strategy
Organizational strategy should provide guidance and direction to project management—especially when one
considers that projects exist to support organizational strategies Often it is the project sponsor or the portfolio or
program manager who identifies alignment or potential conflicts between organizational strategies and project goals
and then communicates these to the project manager If the goals of a project are in conflict with an established
organizational strategy it is incumbent upon the project manager to document and identify such conflicts as early
as possible in the project At times the development of an organizational strategy could be the goal of a project
rather than a guiding principle In such a case it is important for the project to specifically define what constitutes
an appropriate organizational strategy that will sustain the organization
16 Business Value
Business value is a concept that is unique to each organization Business value is defined as the entire value
of the business the total sum of all tangible and intangible elements Examples of tangible elements include
monetary assets fixtures stockholder equity and utility Examples of intangible elements include good will brand
recognition public benefit and trademarks Depending on the organization business value scope can be short
medium or longterm Value may be created through the effective management of ongoing operations However
through the effective use of portfolio program and project management organizations will possess the ability to
employ reliable established processes to meet strategic objectives and obtain greater business value from their
project investments While not all organizations are business driven all organizations conduct businessrelated
activities Whether an organization is a government agency or a nonprofit organization all organizations focus on
attaining business value for their activities
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1引言
1522链接项目理组织治理间
项目（专业）实现企业战略结果中许组织
现采正式组织治理程程序组织治理标准
果项目提供服务受严格限制项目特
组织治理
项目成功判断基础产品服务支持
组织治理项目理公司知识重
组织治理政策关产品服务标物程序
（例果组织持续发展实践项目支持采取措施包括
新办公楼建设项目理应该意识持续发展相关求
建筑）
1523项目理组织战略间关系
组织战略应项目理提供指导方时特
认项目存支持组织策略通常项目发起投资组合
项目理确定齐潜利益突间组织战略目标
然项目理果项目目标建立突
组织战略义容辞责项目理文件早期发现种突
项目时组织战略发展项目目标
指导原种情况该项目具体定义什重
适组织战略维持组织
16商业价值
企业价值概念组织独特企业价值指整价值
商业形形素总形素例子包括
货币性资产夹具股东权益实形素例子包括良意愿品牌
识公利益商标根组织商业价值范围短—
中长期值通正进行操作效理创造
通投资组合效计划项目理组织力
采建立程满足战略目标中获更商业价值
项目投资然组织业务驱动组织进行相关业务
活动组织政府机构非营利组织组织关注焦点
达活动商业价值
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1 INTRODUCTION
Successful business value realization begins with comprehensive strategic planning and management
Organizational strategy can be expressed through the organization’s mission and vision including orientation to
markets competition and other environmental factors Effective organizational strategy provides defined directions
for development and growth in addition to performance metrics for success In order to bridge the gap between
organizational strategy and successful business value realization the use of portfolio program and project
management techniques is essential
Portfolio management aligns components (projects programs or operations) to the organizational strategy
organized into portfolios or subportfolios to optimize project or program objectives dependencies costs timelines
benefits resources and risks This allows organizations to have an overall view of how the strategic goals are
reflected in the portfolio institute appropriate governance management and authorize human financial or material
resources to be allocated based on expected performance and benefits
Using program management organizations have the ability to align multiple projects for optimized or integrated
costs schedule effort and benefits Program management focuses on project interdependencies and helps to
determine the optimal approach for managing and realizing the desired benefits
With project management organizations have the ability to apply knowledge processes skills and tools and
techniques that enhance the likelihood of success over a wide range of projects Project management focuses on
the successful delivery of products services or results Within programs and portfolios projects are a means of
achieving organizational strategy and objectives
Organizations can further facilitate the alignment of these portfolio program and project management activities
by strengthening organizational enablers such as structural cultural technological and human resource practices
By continuously conducting portfolio strategic alignment and optimization performing business impact analyses
and developing robust organizational enablers organizations can achieve successful transitions within the portfolio
program and project domains and attain effective investment management and business value realization
17 Role of the Project Manager
The project manager is the person assigned by the performing organization to lead the team that is responsible
for achieving the project objectives The role of a project manager is distinct from a functional manager or operations
manager Typically the functional manager is focused on providing management oversight for a functional or a
business unit and operations managers are responsible for ensuring that business operations are efficient
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1引言
成功商业价值实现综合性战略规划理
组织策略通组织命愿景表达包括定位
市场竞争环境素效组织策略提供明确方
发展增长演出成功标准弥补间差距
组织战略成功实现商业价值投资组合程序项目
理技术必
投资组合理组件（项目项目操作）组织策略
组织成组合成份基优化项目计划目标赖成进度
效益资源风险机构样战略目标整体观点
反映投资组合制定恰治理授权财务材料
资源基预期性效益分配
利项目理组织必须项目优化综合力
成进度努力效益项目理重点项目相互存关系助
确定理实现预期效益佳途径
项目理组织应知识技力程工具
技术提高成功性宽范围项目项目理重点
产品服务成功交付结果项目投资项目指
实现组织战略目标
组织进步促进组合校准程序项目理活动
通加强组织推动者结构文化技术力资源实践
通断进行战略调整优化组合进行业务影响分析
发展强组织素组织投资组合实现成功转型
项目项目领域实现效投资理企业价值实现
项目理角色17
项目理执行组织指派带领团队负责
实现项目目标项目理作职部门理业务
理通常情况职理重点提供功理监督
业务单元业务理负责确保业务运作效率
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Depending on the organizational structure a project manager may report to a functional manager In other cases
a project manager may be one of several project managers who report to a program or portfolio manager who is
ultimately responsible for enterprisewide projects In this type of structure the project manager works closely with
the program or portfolio manager to achieve the project objectives and to ensure the project management plan
aligns with the overarching program plan The project manager also works closely and in collaboration with other
roles such as a business analyst quality assurance manager and subject matter experts
171 Responsibilities and Competencies of the Project Manager
In general project managers have the responsibility to satisfy the needs task needs team needs and
individual needs As project management is a critical strategic discipline the project manager becomes the link
between the strategy and the team Projects are essential to the growth and survival of organizations Projects
create value in the form of improved business processes are indispensable in the development of new products
and services and make it easier for companies to respond to changes in the environment competition and
the marketplace The project manager’s role therefore becomes increasingly strategic However understanding
and applying the knowledge tools and techniques that are recognized as good practice are not sufficient for
effective project management In addition to any areaspecific skills and general management proficiencies
required for the project effective project management requires that the project manager possess the following
competencies
Knowledge—Refers to what the project manager knows about project management
Performance—Refers to what the project manager is able to do or accomplish while applying his or her
project management knowledge
Personal—Refers to how the project manager behaves when performing the project or related activity
Personal effectiveness encompasses attitudes core personality characteristics and leadership which
provides the ability to guide the project team while achieving project objectives and balancing the project
constraints
172 Interpersonal Skills of a Project Manager
Project managers accomplish work through the project team and other stakeholders Effective project managers
require a balance of ethical interpersonal and conceptual skills that help them analyze situations and interact
appropriately Appendix X3 on Interpersonal Skills describes important interpersonal skills such as
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1引言
根组织结构项目理理报告情况
项目理项目理报告项目投资组合理谁
终负责企业范围项目种类型结构项目理紧密合作
该程序投资组合理完成项目目标确保项目理计划
总体计划项目理密切合作
角色商业分析师质量保证理题专家
171职责项目理力
般情况项目理责满足务需团队需：
需求项目理关键学科战略项目理成链接
战略团队间项目生长生存必少组织项目
改进业务流程形式创造价值必少新产品开发
服务企业应环境变化竞争更加容易
市场项目理角色成越越战略然理解
运知识工具公认良做法技术够
效项目理区特定技综合理水
项目需效项目理求项目理具备
力：
知识指项目理知道项目理
性指项目理做完成
项目理知识
指项目理行执行项目时相关活动
效性包括态度性特征领导核心
提供指导项目团队实现项目目标衡项目力
约束
项目理外际关系技巧
项目理完成工作通项目团队利益相关者效项目理
需道德际关系衡概念技帮助分析情况相互作
适附录X3际关系技巧介绍重际关系技巧：
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1 INTRODUCTION
Leadership
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
Trust building
Conflict management and
Coaching
18 Project Management Body of Knowledge
The PMBOK Guide contains the standard for managing most projects most of the time across many types of
industries The standard included in Annex A1 describes the project management processes used to manage a
project toward a more successful outcome
This standard is unique to the project management field and has interrelationships to other project management
disciplines such as program management and portfolio management
Project management standards do not address all details of every topic This standard is limited to individual
projects and the project management processes that are generally recognized as good practice Other standards
may be consulted for additional information on the broader context in which projects are accomplished such as
The Standard for Program Management [3] addresses the management of programs
The Standard for Portfolio Management [4] addresses the management of portfolios
Organizational Project Management Maturity Model (OPM3) [5] examines an enterprise’s project
management process capabilities
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1引言
领导
团队建设
动机
通信
影响
决策
政治文化意识培养
谈判
信托厦
突理
教练
18项目理知识体系
PMBOK指南包含理数项目部分时间许类型标准
产业标准包括附录A1介绍项目理程理
走更成功结果项目
标准项目理领域具独特相互关系项目理
计划理投资组合理学科
项目理标准解决细节话题标准仅限单
项目公认良做法项目理程标准
项目完成更广泛范围附加信息咨询：
程序理[ 3 ]址项目理标准
组合理[ 4 ]址投资组合理标准
组织项目理成熟度模型（OPM3）[ 5 ]企业项目
理流程力
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Projects and project management take place in an environment that is broader than that of the project itself
Understanding this broader context helps ensure that work is carried out in alignment with the organization’s
goals and managed in accordance with the organization’s established practices This section describes how
organizational influences affect the methods used for staffing managing and executing the project It discusses
the influence of stakeholders on the project and its governance the project team’s structure and membership and
different approaches to the phasing and relationship of activities within the project’s life cycle The following major
sections are addressed
21 Organizational Influences on Project Management
22 Project Stakeholders and Governance
23 Project Team
24 Project Life Cycle
22
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2组织影响项目生命周期
组织影响项目生命周期
项目项目理发生环境中项目身更
解更广泛文助确保工作组织取进行
组织定做法目标理节描述
组织影响员理方法执行项目述
利益相关者项目治理影响项目团队结构会员
相位项目生命周期活动关系方法
部分解决：
项目理组织影响21
22项目利益相关者治理
23项目团队
24项目生命周期
22
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
21 Organizational Influences on Project Management
An organization’s culture style and structure influence how its projects are performed The organization’s level
of project management maturity and its project management systems can also influence the project When a project
involves external entities such as those that are part of a joint venture or partnering agreement the project will be
influenced by more than one organization The following sections describe organizational characteristics factors and
assets within an enterprise that are likely to influence the project
211 Organizational Cultures and Styles
Organizations are systematic arrangements of entities (persons andor departments) aimed at accomplishing
a purpose which may involve undertaking projects An organization’s culture and style affect how it conducts projects
Cultures and styles are group phenomena known as cultural norms which develop over time The norms include
established approaches to initiating and planning projects the means considered acceptable for getting the work
done and recognized authorities who make or influence decisions
Organizational culture is shaped by the common experiences of members of the organization and most organizations
have developed unique cultures over time by practice and common usage Common experiences include but are not
limited to
Shared visions mission values beliefs and expectations
Regulations policies methods and procedures
Motivation and reward systems
Risk tolerance
View of leadership hierarchy and authority relationships
Code of conduct work ethic and work hours and
Operating environments
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2组织影响项目生命周期
项目理组织影响21
组织文化风格结构影响项目执行组织水
项目理成熟度项目理系统会影响项目项目
涉外部实体合资合作协议部分该项目
组织影响面章节描述组织特征素
企业影响项目范围资产
211组织文化风格
组织实体性制度安排（部门）旨实现
目涉创业项目组织文化风格影响进行项目
文化风格组织现象称文化规范着时间发展该规范包括
建立方法启动规划项目意味着工作
做公认权威机构谁做决策
组织文化组织数组织成员历塑造
已开发独特文化着时间推移实践惯例验包括
限：
愿景命价值观信仰期
法规政策方法程序
激励奖励制度
风险容忍度
领导观层次权威关系
行规范职业道德工作时间
操作环境
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
The organization’s culture is an enterprise environmental factor as described in Section 215 Cultures and
styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives A
project manager should therefore understand the different organizational styles and cultures that may affect a
project The project manager needs to know which individuals in the organization are the decision makers or
influencers and work with them to increase the probability of project success
In light of globalization understanding the impact of cultural influences is critical in projects involving diverse
organizations and locations around the world Culture becomes a critical factor in defining project success and multicultural
competence becomes critical for the project manager
212 Organizational Communications
Project management success in an organization is highly dependent on an effective organizational communication
style especially in the face of globalization of the project management profession Organizational communications
capabilities have great influence on how projects are conducted As a consequence project managers in distant
locations are able to more effectively communicate with all relevant stakeholders within the organizational structure to
facilitate decision making Stakeholders and project team members can also use electronic communications (including
email texting instant messaging social media video and web conferencing and other forms of electronic media) to
communicate with the project manager formally or informally
213 Organizational Structures
Organizational structure is an enterprise environmental factor which can affect the availability of resources and
influence how projects are conducted (see also Section 215) Organizational structures range from functional to
projectized with a variety of matrix structures in between Table 21 shows key projectrelated characteristics of the
major types of organizational structures
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2组织影响项目生命周期
组织文化企业环境素第215描述文化
风格学分享会项目达目标力影响
项目理应该解组织风格文化：影响
项目项目理需知道组织中决策者
影响力起工作提高项目成功概率
全球化影响解文化影响项目涉关键
世界组织点文化定义项目成功关键素元文化
力成项目理关键
212组织沟通
组织中项目理成功高度赖效组织沟通
风格特项目理行业面全球化组织沟通
力影响进行项目作结果遥远项目理
位置够更效沟通组织结构利益相关者
促进决策利益相关者项目团队成员电子通讯（包括
电子邮件短信时通讯社会媒体视频网络会议形式电子媒体）
正式非正式沟通项目理
213组织结构
组织结构企业环境素会影响资源性
影响项目进行（参见第215）组织结构：功
项目化种样矩阵结构关系表21显示关键项目相关特性
组织结构类型
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Table 21 Influence of Organizational Structures on Projects
Project Manager's
Authority
Resource
Availability
Who manages the
project budget
Project Manager's
Role
Project Management
Administrative Staff
Project
Characteristics
Organization
Structure
Functional
Weak Matrix Balanced Matrix Strong Matrix
Matrix
Projectized
Little or None
Little or None
Parttime Parttime Parttime Fulltime Fulltime
Parttime Parttime Fulltime Fulltime Fulltime
Functional
Manager
Functional
Manager Mixed
Project
Manager
Project
Manager
Low
Low
Low to
Moderate
Low to
Moderate
Moderate
to High
Moderate
to High
High to
Almost Total
High to
Almost Total
The classic functional organization shown in Figure 21 is a hierarchy where each employee has one clear
superior Staff members are grouped by specialty such as production marketing engineering and accounting
at the top level Specialties may be further subdivided into focused functional units such as mechanical and
electrical engineering Each department in a functional organization will do its project work independently of other
departments
Functional
Manager
Chief
Executive
Project
Coordination
(Gray boxes represent staff engaged in project activities)
Staff
Staff Staff
Staff
Staff
Functional
Manager
Functional
Manager
Staff
Staff Staff
Staff
Figure 21 Functional Organization
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2组织影响项目生命周期
表21组织结构项目影响
项目理
权威
资源
性
谁理
项目预算
项目理
作
项目理
行政员
项目
特征
组织
结构
功
弱矩阵强矩阵衡矩阵
矩阵
项目化
少没
少没
部分时间部分时间兼职全职全时
部分时间兼职全职全时全时间
功
理
功
理混合
项目
理
项目
理
低
低
低
适度
低
适度
适度
高
适度
高
高
完全
高
完全
典型职型组织结构图21示层次结构中员工明确
卓越工作员专业划分生产营销工程会计
顶层专业进步细分重点功单元机械
电气工程功组织部门独立工作项目
部门
功
理
首席
执行
项目
协调
（灰色方块代表员事项目活动）
工作员
员工
工作员
工作员
功
理
功
理
工作员
员工
工作员
图21功组织
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Matrix organizations as shown in Figures 22 through 24 reflect a blend of functional and projectized
characteristics Matrix organizations can be classified as weak balanced or strong depending on the relative level
of power and influence between functional and project managers Weak matrix organizations maintain many of the
characteristics of a functional organization and the role of the project manager is more of a coordinator or expediter
A project expediter works as staff assistant and communications coordinator The expediter cannot personally
make or enforce decisions Project coordinators have power to make some decisions have some authority and
report to a higherlevel manager Strong matrix organizations have many of the characteristics of the projectized
organization and have fulltime project managers with considerable authority and fulltime project administrative
staff While the balanced matrix organization recognizes the need for a project manager it does not provide the
project manager with the full authority over the project and project funding Table 21 provides additional details of
the various matrix organizational structures
Functional
Manager
Chief
Executive
Project
(Gray boxes represent staff engaged in project activities) Coordination
Staff
Staff Staff
Staff Staff
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Figure 22 Weak Matrix Organization
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Functional
Manager
Staff Staff
Staff Staff
Staff
Chief
Executive
Functional
Manager
Functional
Manager
Project
Coordination (Gray boxes represent staff engaged in project activities)
Project Manager
Staff
Staff Staff
Figure 23 Balanced Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
(Gray boxes represent staff engaged in project activities) Project Coordination
Figure 24 Strong Matrix Organization
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2
2组织影响项目生命周期
矩阵式组织图22通24体现功项目型混合
特征矩阵组织分弱衡强烈取决相水
功项目理间权力影响力弱矩阵组织保持
种功性组织特性项目理角色协调者促进者
项目促进者作品作项目协调员促进者亲
制定执行决定项目协调员权作出决定权
高级理汇报强矩阵组织许项目化特征
组织相权限全职项目理全职项目行政
工作员衡矩阵式组织认识项目理必性提供
项目理充分权力项目项目资金表21提供额外细节
矩阵组织结构
功
理
首席
执行
项目
（灰色方块代表员事项目活动）协调
工作员
员工
员工
功
理
功
理
工作员
工作员
工作员
工作员
图22弱矩阵组织
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2组织影响项目生命周期
功
理
员工
员工
工作员
首席
执行
功
理
功
理
项目
协调（灰色框代表员事项目活动）
项目理
工作员
员工
图23衡矩阵型组织
首席
执行
功
理
功
理
功
理
理
项目理
工作员
工作员
员工
项目理
项目理
项目理
工作员
工作员
工作员
工作员
工作员
工作员
（灰色方块代表员事项目活动）项目协调
图24强矩阵组织
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
At the opposite end of the spectrum to the functional organization is the projectized organization shown in
Figure 25 In a projectized organization team members are often colocated Most of the organization’s resources
are involved in project work and project managers have a great deal of independence and authority Virtual
collaboration techniques are often used to accomplish the benefits of colocated teams Projectized organizations
often have organizational units called departments but they can either report directly to the project manager or
provide support services to the various projects
Project
Manager
Chief
Executive
Project
Coordination
(Gray boxes represent staff engaged in project activities)
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Figure 25 Projectized Organization
Many organizations involve all these structures at various levels often referred to as a composite organization
as shown in Figure 26 For example even a fundamentally functional organization may create a special project
team to handle a critical project Such a team may have many of the characteristics of a project team in a projectized
organization The team may include fulltime staff from different functional departments may develop its own set
of operating procedures and may even operate outside of the standard formalized reporting structure during the
project Also an organization may manage most of its projects in a strong matrix but allow small projects to be
managed by functional departments
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2
2组织影响项目生命周期
光谱端功组织项目式组织显示
图25项目型组织中团队成员位数组织资源
参项目工作项目理独立性权威性虚拟
协作技术常实现位团队处项目式组织
设称部门组织直接项目理汇报
项目提供支持服务
项目
理
首席
执行
项目
协调
（灰色方块代表员事项目活动）
项目
理
项目
理
工作员
工作员
工作员
工作员
工作员
工作员
工作员
工作员
工作员
图25项目式组织
许组织层次包含结构通常称复合组织
图26示例根功组织建立专门项目
团队处理重项目样团队项目式项目团队许特性
组织团队包括专职员职部门制定
操作程序甚操作标准外结构形式报告
项目时组织处理数强矩阵项目允许项目
职部门理
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project B Coordination Project A Coordination
(Gray boxes represent staff engaged in project activities)
Figure 26 Composite Organization
Many organizational structures include strategic middle management and operational levels The project
manager may interact with all three levels depending on factors such as
Strategic importance of the project
Capacity of stakeholders to exert influence on the project
Degree of project management maturity
Project management systems and
Organizational communications
This interaction determines project characteristics such as
Project manager’s level of authority
Resource availability and management
Entity controlling the project budget
Project manager’s role and
Project team composition
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2组织影响项目生命周期
首席
执行
功
理
功
理
功
理
理
项目理
工作员
工作员
员工
项目理
项目理
项目理
工作员
工作员
工作员
工作员
工作员
工作员
B项目协调项目协调
（灰色方块代表员事项目活动）
图26复合组织
许组织结构包括战略中层理员操作水项目
理会三水取决相互作：
项目战略重性
力利益相关者项目影响
项目理成熟度
项目理系统
组织沟通
种相互作决定项目特点：
权威项目理水
资源性理
实体项目预算控制
项目理角色
项目团队组成
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
214 Organizational Process Assets
Organizational process assets are the plans processes policies procedures and knowledge bases specific
to and used by the performing organization They include any artifact practice or knowledge from any or all of
the organizations involved in the project that can be used to perform or govern the project These process assets
include formal and informal plans processes policies procedures and knowledge bases specific to and used by the
performing organization The process assets also include the organization’s knowledge bases such as lessons learned
and historical information Organizational process assets may include completed schedules risk data and earned
value data Organizational process assets are inputs to most planning processes Throughout the project the project
team members may update and add to the organizational process assets as necessary Organizational process assets
may be grouped into two categories (1) processes and procedures and (2) corporate knowledge base
2141 Processes and Procedures
The organization’s processes and procedures for conducting project work include but are not limited to
Initiating and Planning
○○ Guidelines and criteria for tailoring the organization’s set of standard processes and procedures
to satisfy the specific needs of the project
○○ Specific organizational standards such as policies (eg human resources policies health and
safety policies ethics policies and project management policies) product and project life cycles
and quality policies and procedures (eg process audits improvement targets checklists and
standardized process definitions for use in the organization) and
○○ Templates (eg risk register work breakdown structure project schedule network diagram and
contract templates)
Executing Monitoring and Controlling
○○ Change control procedures including the steps by which performing organization standards
policies plans and procedures or any project documents will be modified and how any changes
will be approved and validated
○○ Financial controls procedures (eg time reporting required expenditure and disbursement
reviews accounting codes and standard contract provisions)
○○ I ssue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
○○ Organizational communication requirements (eg specific communication technology available
authorized communication media record retention policies and security requirements)
○○ Procedures for prioritizing approving and issuing work authorizations
○○ Risk control procedures including risk categories risk statement templates probability and
impact definitions and probability and impact matrix and
○○ Standardized guidelines work instructions proposal evaluation criteria and performance
measurement criteria
Closing
○○ Project closure guidelines or requirements (eg lessons learned final project audits project
evaluations product validations and acceptance criteria)
2142 Corporate Knowledge Base
The organizational knowledge base for storing and retrieving information includes but is not limited to
Configuration management knowledge bases containing the versions and baselines of all performing
organization standards policies procedures and any project documents
Financial databases containing information such as labor hours incurred costs budgets and any project
cost overruns
Historical information and lessons learned knowledge bases (eg project records and documents
all project closure information and documentation information regarding both the results of previous
project selection decisions and previous project performance information and information from risk
management activities)
Issue and defect management databases containing issue and defect status control information issue
and defect resolution and action item results
Process measurement databases used to collect and make available measurement data on processes
and products and
Project files from previous projects (eg scope cost schedule and performance measurement baselines
project calendars project schedule network diagrams risk registers planned response actions and
defined risk impact)
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2
2组织影响项目生命周期
214组织程资产
组织程资产计划程序政策程序知识库具体
执行组织包括伪影实践知识
参项目执行理项目组织程资产
包括正式非正式计划程序政策程序知识库通具体应
执行组织程资产包括组织知识基础验教训
历史信息组织程资产包括完成计划风险数获
数值数组织程资产规划输入程整项目中项目
团队成员更新添加组织程资产必组织程资产
分两类：（1）程序（2）企业知识库
2141程程序
进行项目工作组织程程序包括限：
启动计划：
定制标准程序流程组织建立○○准标准
满足该项目具体需
○○特定组织标准等政策（例力资源政策健康
安全政策安全政策项目理政策）产品项目生命周期
质量政策程序（例程审核改进目标清单
组织标准程定义）
○○模板（例风险登记册工作分解结构项目进度网络图
合模板）
执行监测控制：
○○变更控制程序中包括执行组织标准步骤
政策计划程序项目文件修改改变
批准验证
○○财务控制程序（例报告需时间费支出
回顾会计准标准合条款）
○○问题缺陷理程序确定问题缺陷控制问题缺陷
识解决行动追踪
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○○组织沟通求（例特定通信技术
授权通信媒体记录保留政策安全求）
○○程序优先审批发放工作授权
○○风险控制程序包括风险类风险报表模板概率
影响定义概率影响矩阵
○○标准化指南作业指导书建议书评估标准性
测量标准
关闭：
○○项目关闭指南求（例验教训终项目审计项目
产品评估验证验收标准）
2142公司知识库
存储检索信息组织知识库包括限：
配置理知识库包含表演版基线
组织标准政策程序项目文件
金融数库包含信息劳动时间成预算项目
成超支
历史信息验教训知识库（例项目记录文件
关闭项目信息文件前结果信息
项目选择决策前项目绩效信息信息风险
理活动）
问题缺陷理数库包含问题缺陷状态控制信息问题
缺陷分辨率行动结果
程测量数库收集处理测量数
产品
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险应计划行动寄存器
定义风险影响）
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
215 Enterprise Environmental Factors
Enterprise environmental factors refer to conditions not under the control of the project team that influence
constrain or direct the project Enterprise environmental factors are considered inputs to most planning processes
may enhance or constrain project management options and may have a positive or negative influence on the
outcome
Enterprise environmental factors vary widely in type or nature Enterprise environmental factors include but are
not limited to
Organizational culture structure and governance
Geographic distribution of facilities and resources
Government or industry standards (eg regulatory agency regulations codes of conduct product
standards quality standards and workmanship standards)
Infrastructure (eg existing facilities and capital equipment)
Existing human resources (eg skills disciplines and knowledge such as design development legal
contracting and purchasing)
Personnel administration (eg staffing and retention guidelines employee performance reviews and
training records reward and overtime policy and time tracking)
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate
Organization’s established communications channels
Commercial databases (eg standardized cost estimating data industry risk study information and risk
databases) and
Project management information system (eg an automated tool such as a scheduling software tool
a configuration management system an information collection and distribution system or web interfaces
to other online automated systems)
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2组织影响项目生命周期
215企业环境素
企业环境素条件项目团队控制影响
约束直接项目企业环境素认数计划输入程
增强限制项目理方案积极消极影响
结果
企业环境素性质类型企业环境素包括
限：
组织文化结构治理
设施资源理分布
政府行业标准（例监机构规定行规范产品
标准质量标准工艺标准）
基础设施（例现设施设备）
现力资源（例技纪律知识设计开发法律
合采购）
事理（例招聘保留指引员工绩效
培训记录奖励加班政策时间踪）
公司工作授权系统
市场条件
利益相关者风险容限
政治气候
组织建立沟通渠道
商业数库（例标准化成估算数研究信息产业风险风险
数库）
项目理信息系统（例动化工具调度软件工具
配置理系统信息收集分配系统Web界面
线动化系统）
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
22 Project Stakeholders and Governance
A stakeholder is an individual group or organization who may affect be affected by or perceive itself to be
affected by a decision activity or outcome of a project Stakeholders may be actively involved in the project or have
interests that may be positively or negatively affected by the performance or completion of the project Different
stakeholders may have competing expectations that might create conflicts within the project Stakeholders may
also exert influence over the project its deliverables and the project team in order to achieve a set of outcomes
that satisfy strategic business objectives or other needs Project governance—the alignment of the project with
stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and
the achievement of organizational objectives Project governance enables organizations to consistently manage
projects and maximize the value of project outcomes and align the projects with business strategy It provides a
framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs
and expectations and organizational strategic objectives or address circumstances where these may not be in
alignment
221 Project Stakeholders
Stakeholders include all members of the project team as well as all interested entities that are internal or
external to the organization The project team identifies internal and external positive and negative and performing
and advising stakeholders in order to determine the project requirements and the expectations of all parties
involved The project manager should manage the influences of these various stakeholders in relation to the project
requirements to ensure a successful outcome Figure 27 illustrates the relationship between the project the
project team and various stakeholders
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2组织影响项目生命周期
22项目利益相关者治理
利益相关者团体组织会影响受影响认
决策活动影响项目结果利益相关者积极参项目
利益正面负面影响项目实施完成
利益相关者竞争预期会创建项目中突利益相关者
时项目影响成果项目团队达设定结果
满足战略业务目标需项目治理项目排列
利益相关者需求目标利益相关者参成功理关键
组织目标实现项目治理组织持续理
项目项目结果价值化项目企业战略提供
框架中项目理赞助商满足利益相关者决策需
期组织战略目标解决情况
齐
221项目利益相关者
利益相关者包括项目组成员感兴趣实体部
外部组织项目团队确定部外部积极消极表演
建议确定项目利益相关者求方期
参项目理应关项目理利益相关者影响
保证成功结果求图27说明项目间关系
项目团队利益相关方
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Project Life Cycle and Organization
Project Stakeholders
Project Team
The Project
Operations
Management Functional
Managers
Sellers
Business
Partners
Customers
Users
Other
Project
Team
Members
Project
Manager
Project
Management
Team
Project
Management
Office
Program
Manager
Portfolio
Manager
Other
Stakeholders Sponsor
Figure 27 The Relationship Between Stakeholders and the Project
Stakeholders have varying levels of responsibility and authority when participating on a project This level can
change over the course of the project’s life cycle Their involvement may range from occasional contributions in
surveys and focus groups to full project sponsorship which includes providing financial political or other support
Some stakeholders may also detract from the success of the project either passively or actively These stakeholders
require the project manager’s attention throughout the project’s life cycle as well as planning to address any issues
they may raise
Stakeholder identification is a continuous process throughout the entire project life cycle Identifying stakeholders
understanding their relative degree of influence on a project and balancing their demands needs and expectations
are critical to the success of the project Failure to do so can lead to delays cost increases unexpected issues
and other negative consequences including project cancellation An example is late recognition that the legal
department is a significant stakeholder which results in delays and increased expenses due to legal requirements
that are required to be met before the project can be completed or the product scope is delivered
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2组织影响项目生命周期
项目生命周期组织
项目利益相关者
项目团队
项目
操作
理功
理
卖方
业务
合作伙伴
客户
户
项目
团队
成员
项目
理
项目
理
团队
项目
理
办公室
程序
理
投资组合
理
利益相关者赞助商
图27利益相关者项目间关系
利益相关者程度责权力参项目时该级
项目生命周期程中变化参偶然介入范围
调查焦点组整项目赞助商包括提供金融政治支持
利益相关者影响项目成功动动利益相关者
求项目理注意项目整生命周期规划解决问题
会提高
利益相关者识连续程贯穿整项目生命周期识利益相关者
项目相影响程度理解衡求需期
项目成功关键样做会导致延误成增加意想问题
负面果包括项目取消例子晚承认法律
部门重利益相关者导致延误法律求增加费
需满足前完成项目产品范围交付
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Just as stakeholders can positively or adversely impact a project’s objectives a project can be perceived by
the stakeholders as having positive or negative results For example business leaders from a community who will
benefit from an industrial expansion project will see positive economic benefits to the community in the form of
additional jobs supporting infrastructure and taxes In the case of stakeholders with positive expectations for the
project their interests are best served by making the project successful In contrast the interests of negatively
affected stakeholders such as nearby homeowners or small business owners who may lose property be forced
to relocate or accept unwanted changes in the local environment are served by impeding the project’s progress
Overlooking negative stakeholder interests can result in an increased likelihood of failures delays or other negative
consequences to the project
An important part of a project manager’s responsibility is to manage stakeholder expectations which can be
difficult because stakeholders often have very different or conflicting objectives Part of the project manager’s
responsibility is to balance these interests and ensure that the project team interacts with stakeholders in a
professional and cooperative manner Project managers may involve the project’s sponsor or other team members
from different locations to identify and manage stakeholders that could be dispersed around the world
The following are some examples of project stakeholders
Sponsor A sponsor is the person or group who provides resources and support for the project and is
accountable for enabling success The sponsor may be external or internal to the project manager’s
organization From initial conception through project closure the sponsor promotes the project This
includes serving as spokesperson to higher levels of management to gather support throughout the
organization and promoting the benefits the project brings The sponsor leads the project through the
initiating processes until formally authorized and plays a significant role in the development of the initial
scope and charter For issues that are beyond the control of the project manager the sponsor serves
as an escalation path The sponsor may also be involved in other important issues such as authorizing
changes in scope phaseend reviews and gonogo decisions when risks are particularly high The
sponsor also ensures a smooth transfer of the project’s deliverables into the business of the requesting
organization after project closure
Customers and users Customers are the persons or organizations who will approve and manage the
project’s product service or result Users are the persons or organizations who will use the project’s
product service or result Customers and users may be internal or external to the performing organization
and may also exist in multiple layers For example the customers for a new pharmaceutical product
could include the doctors who prescribe it the patients who use it and the insurers who pay for it In some
application areas customers and users are synonymous while in others customers refer to the entity
acquiring the project’s product and users refer to those who will directly utilize the project’s product
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2组织影响项目生命周期
正利益相关者积极负面影响项目目标项目察觉
利益相关者积极消极结果例社区谁商业领袖
工业发展项目效益会形式社区积极济效益
额外工作支持基础设施税收利益相关者积极预期情况
项目利益通项目成功服务相反消极利益
利益相关者影响附房企业谁会失财产强迫
搬迁接受环境必变化通阻碍项目进步服务
忽视消极利益相关者利益会导致失败性增加延迟负
项目影响
项目理责重组成部分理者期
利益相关者相互矛盾目标项目理部
责衡利益确保项目团队利益相关者相互作
专业合作方式项目理涉项目发起团队成员
位置识理利益相关者够环游世界
项目利益相关者例子：
赞助商保荐团体提供资源支持项目
成功负责发起外部项目理部
组织初概念项目结束赞助促进项目
包括担代言更高水理收集支持整
组织推动项目效益带办单位领导项目通
启动程直正式授权初发展起重作
范围章程超越项目理控制问题办单位服务
作升级路径办单位参等重事项授权
范围变化相端评没决策时风险特高
赞助商保证项目交付成果利移交请求业务
项目结束组织
客户户客户谁批准理组织
项目产品服务结果户谁项目组织
产品服务结果客户户部外部执行机构
层存例新医药产品顾客
包括开处方医生保险支付病
应领域顾客户义词国家顾客实体
获取项目产品户指直接该项目产品
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Sellers Sellers also called vendors suppliers or contractors are external companies that enter into a
contractual agreement to provide components or services necessary for the project
Business partners Business partners are external organizations that have a special relationship with
the enterprise sometimes attained through a certification process Business partners provide specialized
expertise or fill a specified role such as installation customization training or support
Organizational groups Organizational groups are internal stakeholders who are affected by the activities
of the project team Examples of various business elements of an organization that may be affected by
the project include marketing and sales human resources legal finance operations manufacturing and
customer service These groups support the business environment where projects are executed and
are therefore affected by the activities of the project As a result there is generally a significant amount
of interaction between the various business elements of an organization and the project team as they
work together to achieve project goals These groups may provide input to requirements and accept
deliverables necessary for a smooth transition to production or related operations
Functional managers Functional managers are key individuals who play a management role within
an administrative or functional area of the business such as human resources finance accounting or
procurement They are assigned their own permanent staff to carry out the ongoing work and they have
a clear directive to manage all tasks within their functional area of responsibility The functional manager
may provide subject matter expertise or their function may provide services to the project
Other stakeholders Additional stakeholders such as procurement entities financial institutions
government regulators subject matter experts consultants and others may have a financial interest in
the project contribute inputs to the project or have an interest in the outcome of the project
Project stakeholders and stakeholder engagement are further defined in Section 13 on Project Stakeholder
Management
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2组织影响项目生命周期
卖家卖家称供应商供应商承包商外部企业进入
合协议提供组件服务项目必
业务合作伙伴业务伙伴外部组织特殊关系
企业时通认证程合作伙伴提供专业
专长填充指定角色安装定制培训支持
组织组织集团部利益相关者活动影响
项目团队组织会受种商业元素例子
该项目包括市场营销销售力资源法律财务业务生产
客户服务团体支持商业环境中项目执行
通该项目活动影响作结果通常量
组织项目团队业务单元间相互作
起工作实现项目目标团体会求提供输入接受
利渡生产相关操作必交付成果
职理职理关键谁发挥理作
企业行政职领域力资源财务会计
采购永久员工进行正进行工作
责功区域理务明确指令职理
提供关专业知识功项目提供服务
利益相关者额外利益相关者采购实体金融机构
政府监部门题专家顾问财务利益
该项目助投入项目项目结果感兴趣
项目相关员利益相关者参进步界定13节项目利益相关者
理
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
222 Project Governance
Project governance is an oversight function that is aligned with the organization’s governance model and that
encompasses the project life cycle Project governance framework provides the project manager and team with
structure processes decisionmaking models and tools for managing the project while supporting and controlling
the project for successful delivery Project governance is a critical element of any project especially on complex and
risky projects It provides a comprehensive consistent method of controlling the project and ensuring its success
by defining and documenting and communicating reliable repeatable project practices It includes a framework
for making project decisions defines roles responsibilities and accountabilities for the success of the project and
determines the effectiveness of the project manager A project’s governance is defined by and fits within the larger
context of the portfolio program or organization sponsoring it but is separate from organizational governance
For project governance the PMO may also play some decisive role Project governance involves stakeholders
as well as documented policies procedures and standards responsibilities and authorities Examples of the
elements of a project governance framework include
Project success and deliverable acceptance criteria
Process to identify escalate and resolve issues that arise during the project
Relationship among the project team organizational groups and external stakeholders
Project organization chart that identifies project roles
Processes and procedures for the communication of information
Project decisionmaking processes
Guidelines for aligning project governance and organizational strategy
Project life cycle approach
Process for stage gate or phase reviews
Process for review and approval for changes to budget scope quality and schedule which are beyond
the authority of the project manager and
Process to align internal stakeholders with project process requirements
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2组织影响项目生命周期
222项目治理
项目治理监督功公司治理模式致
包括项目生命周期项目治理框架提供项目理团队
结构流程项目理决策模型工具时支持控制
项目成功交付项目治理项目关键素特复杂
风险项目提供全面致方法控制项目确保成功
通定义记录沟通重复项目实践包括框架
项目决策定义角色责义务项目成功
确定项目理效性项目治理定义适合较
文组合程序组织赞助组织治理分开
项目理项目理办公室发挥决定性作项目理涉利益相关者
文件政策程序标准责局例子
项目治理框架容包括：
项目成功交付验收标准
程识升级解决项目程中产生问题
项目团队间关系组织外部利益相关者
项目组织图确定项目角色
实现信息沟通交流程程序
项目决策程
准项目治理组织战略方针
项目生命周期方法
舞台门阶段评审程
程更改预算审查批准范围质量进度超越
项目理权力
程部利益相关者项目工艺求
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Within those constraints as well as the additional limitations of time and budget it is up to the project manager
and the project team to determine the most appropriate method of carrying out the project While project governance
is the framework in which the project team performs the team is still responsible for planning executing controlling
and closing the project The project governance approach should be described in the project management plan
Decisions are made regarding who will be involved the escalation procedures what resources are necessary and
the general approach to completing the work Another important consideration is whether more than one phase will
be involved and if so the specific life cycle for the individual project
223 Project Success
Since projects are temporary in nature the success of the project should be measured in terms of completing
the project within the constraints of scope time cost quality resources and risk as approved between the project
managers and senior management To ensure realization of benefits for the undertaken project a test period (such
as soft launch in services) can be part of the total project time before handing it over to the permanent operations
Project success should be referred to the last baselines approved by the authorized stakeholders
The project manager is responsible and accountable for setting realistic and achievable boundaries for the
project and to accomplish the project within the approved baselines
23 Project Team
The project team includes the project manager and the group of individuals who act together in performing the
work of the project to achieve its objectives The project team includes the project manager project management
staff and other team members who carry out the work but who are not necessarily involved with management of
the project This team is comprised of individuals from different groups with specific subject matter knowledge or
with a specific skill set to carry out the work of the project The structure and characteristics of a project team can
vary widely but one constant is the project manager’s role as the leader of the team regardless of what authority
the project manager may have over its members
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2组织影响项目生命周期
限制时间预算限制项目理
项目团队确定实施计划合适方法项目治理
框架中项目团队表现球队然负责计划执行控制
关闭项目项目治理方法应该项目理计划中描述
决策关谁参程序升级需资源
完成工作般方法重考虑阶段
参果样话单项目生命周期
223项目成功
项目质暂时成功项目应完成测量
项目范围限制时间成质量资源风险间项目批准
理高级理保证承担工程效益实现试验期（
服务软启动）项目总时间部分交永久行动前
项目成功应授权核准基线
项目理设定现实行边界责义务
项目核准基线完成项目
23项目团队
项目团队包括项目理团队起行动履行
该项目实现目标工作项目团队包括项目理项目理
工作员团队成员开展工作定参理
项目团队具体学科知识组
设定项目工作开展特殊技项目团队结构特性
始终变项目理角色作球队领袖什权威
项目理会成员
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Project teams include roles such as
Project management staff The members of the team who perform project management activities such
as scheduling budgeting reporting and control communications risk management and administrative
support This role may be performed or supported by a project management office (PMO)
Project staff The members of the team who carry out the work of creating the project deliverables
Supporting experts Supporting experts perform activities required to develop or execute the project
management plan These can include such roles as contracting financial management logistics legal
safety engineering test or quality control Depending on the size of the project and level of support
required supporting experts may be assigned to work full time or may just participate on the team when
their particular skills are required
User or Customer Representatives Members of the organization who will accept the deliverables or
products of the project may be assigned to act as representatives or liaisons to ensure proper coordination
advise on requirements or validate the acceptability of the project’s results
Sellers Sellers also called vendors suppliers or contractors are external companies that enter into
a contractual agreement to provide components or services necessary for the project The project team
is often assigned the responsibility to oversee the performance and acceptance of sellers’ deliverables
or services If the sellers bear a large share of the risk for delivering the project’s results they may play
a significant role on the project team
Business partner members Members of business partners’ organizations may be assigned as members
of the project team to ensure proper coordination
Business partners Business partners are also external companies but they have a special relationship
with the enterprise sometimes attained through a certification process Business partners provide
specialized expertise or fill a specified role such as installation customization training or support
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2组织影响项目生命周期
项目团队包括角色：
项目理员该团队执行项目理活动成员
作调度预算报告控制通信风险理行政
支持角色执行项目理办公室（PMO）支持
项目员开展创建项目交付成果工作团队成员
支持专家支持专家执行活动需制定执行项目
理计划包括承包财务理物流等方面作法律
安全工程测试质量控制根项目规模水支持
求支持专家分配全职工作参加球队时候
特殊技求
户客户代表该组织成员谁接受交付
该项目产品分配作代表联络确保适协调
通知求验证接受项目结果
卖家卖家称供应商供应商承包商外部企业进入
合提供组件服务项目必项目团队
常分配责监督绩效卖方交付验收
服务果卖方承担风险较份额该项目成果发挥
项目团队中重作
业务合作伙伴商业合作伙伴组织成员分配成员
该项目团队确保适协调
业务合作伙伴业务伙伴外部公司特殊关系
着企业时通认证程合作伙伴提供
专门知识填充指定角色安装定制培训支持
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
231 Composition of Project Teams
The composition of project teams varies based on factors such as organizational culture scope and location
The relationship between the project manager and the team varies depending on the authority of the project
manager In some cases a project manager may be the team’s line manager with full authority over its members
In other cases a project manager may have little or no direct organizational authority over the team members and
may have been brought in to lead the project on a parttime basis or under contract The following are examples
of basic project team compositions
Dedicated In a dedicated team all or a majority of the project team members are assigned to work
fulltime on the project The project team may be colocated or virtual and usually reports directly to the
project manager This is the simplest structure for a project manager as the lines of authority are clear
and team members can focus on the project’s objectives
PartTime Some projects are established as temporary additional work with the project manager and
team members working on the project while remaining in their existing organizations and continuing to
carry out their normal functions The functional managers maintain control over the team members and
the resources allocated to the project and the project manager is likely to continue performing other
management duties Parttime team members may also be assigned to more than one project at a time
Dedicated and parttime project team compositions may exist in any of the organizational structures Dedicated
project teams are often seen in projectized organizations where most of the organization’s resources are involved
in project work and project managers have a great deal of independence and authority Parttime project teams
are common within functional organizations and matrix organizations use both dedicated and parttime project
teams Other members who have limited involvement at various stages of a project can be thought of as parttime
project team members
Project team composition may also vary based on organizational structure An example of this is a partnershipbased
project A project may be established as a partnership joint venture consortium or alliance among several
organizations through contracts or agreements In this structure one organization takes the lead and assigns a
project manager to coordinate the efforts among the partners Partnershipbased projects can offer flexibility at
lower cost These advantages may be offset by the project manager’s lower degree of control over team members
and the need for strong mechanisms for communication and monitoring progress Partnership projects may be set
up to exploit industrial synergies to undertake ventures that one partner could not afford alone or for other political
and strategic reasons
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2组织影响项目生命周期
231组成项目组
项目团队组成基础组织文化素范围位置
项目理团队间关系取决该项目权限
理某情况项目理球队理全权成员
情况项目理少没直接组织权威团队成员
已带领导项目兼职合面例子
基项目团队组成：
专专门团队部分项目团队成员分配工作
全职项目项目团队位虚拟通常直接汇报
项目理项目理简单结构作权威线条清晰
团队成员专注项目目标
部分时间项目建立时额外工作项目理
团队成员项目工作留现组织继续
进行正常功职理保持团队成员控制
资源分配项目项目理会继续执行
理职责兼职团队成员分配时间项目
专兼职项目团队组合物组织中存结构专
项目团队项目式组织中部分组织资源参
项目工作项目理独立性权威性部分时间项目团队
常见功性组织基质组织专兼职项目
球队限参项目阶段认兼职员
项目团队成员
项目团队组成基组织结构变化方面例子partnershipbased
项目项目建立合伙合资企业联盟联盟
组织通合协议种结构中组织带头分配
项目理协调合作伙伴努力基项目合作伙伴提供灵活性
降低成优势通团队成员控制项目理度偏移
需沟通强力机制监测进展合作项目设置
开拓产业协效应进行合资方单独政治
战略原
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Project team composition may also vary based on the geographic location of its members An example of this is
virtual project teams Communication technologies allow team members in different locations or countries to work
as virtual teams Virtual teams rely on collaborative tools such as shared online workspaces and video conferences
to coordinate their activities and exchange information about the project A virtual team can exist with any type
of organizational structure and team composition Virtual teams are often necessary for projects where resources
are located onsite or offsite or both depending on the project activities A project manager who is leading a virtual
team needs to accommodate differences in the culture working hours time zones local conditions and languages
24 Project Life Cycle
A project life cycle is the series of phases that a project passes through from its initiation to its closure The
phases are generally sequential and their names and numbers are determined by the management and control
needs of the organization or organizations involved in the project the nature of the project itself and its area of
application The phases can be broken down by functional or partial objectives intermediate results or deliverables
specific milestones within the overall scope of work or financial availability Phases are generally time bounded
with a start and ending or control point A life cycle can be documented within a methodology The project life
cycle can be determined or shaped by the unique aspects of the organization industry or technology employed
While every project has a definite start and a definite end the specific deliverables and activities that take place
in between will vary widely with the project The life cycle provides the basic framework for managing the project
regardless of the specific work involved
Project life cycles can range along a continuum from predictive or plandriven approaches at one end to adaptive
or changedriven approaches at the other In a predictive life cycle (Section 2422) the product and deliverables
are defined at the beginning of the project and any changes to scope are carefully managed In an adaptive life
cycle (Section 2424) the product is developed over multiple iterations and detailed scope is defined for each
iteration only as the iteration begins
241 Characteristics of the Project Life Cycle
Projects vary in size and complexity All projects can be mapped to the following generic life cycle structure (see
Figure 28)
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2组织影响项目生命周期
项目团队组成基成员理位置方面例子
虚拟项目团队通信技术团队成员位置国家工作
虚拟团队虚拟团队协作工具线享工作区视频会议
协调活动关项目信息交换虚拟团队类型存
组织结构组成组虚拟团队必项目资源
位现场非现场两取决该项目活动项目理谁领导虚拟
团队需适应文化差异工作时间时区条件语言
24项目生命周期
项目生命周期阶段通系列项目开始结束
项目阶段般序名字号码理控制确定
该组织参组织项目需求项目身性质面积
应阶段细分功部分目标中间结果成果
工作范围特定里程碑金融性项目阶段般时间限制
开始结束控制点生命周期记录方法项目生命
周期确定组织行业方面独特形状技术
项目明确起点终点具体交付成果发生活动
项目生命周期理项目提供基框架
具体工作
项目生命周期范围预测连续计划驱动端方法适应
改变驱动方法预测生命周期（第2422）产品交付
项目开始时候定义范围变更仔细理适应生活
周期（第2424）该产品迭代开发详细范围定义
迭代迭代开始
项目生命周期气流特性
项目复杂性项目映射通生命周期结构（参见
图28）：
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Starting the project
Organizing and preparing
Carrying out the project work and
Closing the project
This generic life cycle structure is often referred to when communicating with upper management or other
entities less familiar with the details of the project It should not be confused with the Project Management Process
Groups because the processes in a Process Group consist of activities that may be performed and recur within
each phase of a project as well as for the project as a whole The project life cycle is independent from the life cycle
of the product produced by or modified by the project However the project should take the current lifecycle phase
of the product into consideration This highlevel view can provide a common frame of reference for comparing
projects—even if they are dissimilar in nature
Time
Cost and Staffing Level
Project
Management
Outputs
Project
Charter
Starting
the
project
Organizing and
preparing
Closing
the
project
Carrying out the work
Project
Management Plan
Accepted
Deliverables
Archived
Project
Documents
Figure 28 Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure
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2组织影响项目生命周期
启动项目
组织准备
开展项目工作
关闭项目
通生命周期结构通常指层理通信时
实体项目细节太熟悉应项目理程中困惑
组进程组程包括进行活动复发
阶段项目项目作整体项目生命周期独立生命周期
生产产品项目改性然该项目应前生命周期阶段
产品考虑高层次视图较提供参考框架
项目质
时间
成员编制水
项目
理
输出
项目
宪章
起点
项目
组织
制备
关闭
项目
开展工作
项目
理计划
接受
交付成果
存档
项目
文件
图28通项目生命周期结构典型成员配备水
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
The generic life cycle structure generally displays the following characteristics
Cost and staffing levels are low at the start peak as the work is carried out and drop rapidly as the
project draws to a close Figure 28 illustrates this typical pattern
The typical cost and staffing curve above may not apply to all projects A project may require significant
expenditures to secure needed resources early in its life cycle for instance or be fully staffed from a point
very early in its life cycle
Risk and uncertainty (as illustrated in Figure 29) are greatest at the start of the project These factors
decrease over the life of the project as decisions are reached and as deliverables are accepted
The ability to influence the final characteristics of the project’s product without significantly impacting
cost is highest at the start of the project and decreases as the project progresses towards completion
Figure 29 illustrates the idea that the cost of making changes and correcting errors typically increases
substantially as the project approaches completion
While these characteristics remain present to some extent in almost all project life cycles they are not always
present to the same degree Adaptive life cycles in particular are developed with the intent of keeping stakeholder
influences higher and the costs of changes lower throughout the life cycle than in predictive life cycles
Risk and uncertainty
Cost of changes
Project Time
Low
High
Degree
Figure 29 Impact of Variable Based on Project Time
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2组织影响项目生命周期
通生命周期结构般表现出特点：
成员配备水开始时低峰值着工作进行迅速降
工程接尾声图2说明种典型模式
典型成员曲线适项目项目需显着
支出获需资源生命周期早期例充分配备点
生命周期早期
风险确定性（图29示）项目开始素
减少项目生命周期决策达成交付接受
影响项目终产品特性力没显著影响
成项目开始降低项目进展完成高
图29说明制作成变化修正错误通常会增加
基项目接完成
特征然存定程度项目生命周期总
目前相程度特适应生命周期利益相关者意图保持开
影响高成低整生命周期变化预测生命周期
风险确定性
成变化
项目时间
低
高
度
图29基项目时间变量影响
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Within the context of the generic life cycle structure a project manager may determine the need for more
effective control over certain deliverables or that certain deliverables are required to be completed before the
project scope can be completely defined Large and complex projects in particular may require this additional
level of control In such instances the work carried out to complete the project’s objective may benefit from being
formally divided into phases
242 Project Phases
A project may be divided into any number of phases A project phase is a collection of logically related project
activities that culminates in the completion of one or more deliverables Project phases are used when the nature
of the work to be performed is unique to a portion of the project and are typically linked to the development of
a specific major deliverable A phase may emphasize processes from a particular Project Management Process
Group but it is likely that most or all processes will be executed in some form in each phase Project phases
typically are completed sequentially but can overlap in some project situations Different phases typically have a
different duration or effort The highlevel nature of project phases makes them an element of the project life cycle
The phase structure allows the project to be segmented into logical subsets for ease of management planning
and control The number of phases the need for phases and the degree of control applied depend on the size
complexity and potential impact of the project Regardless of the number of phases comprising a project all
phases have similar characteristics
The work has a distinct focus that differs from any other phase This often involves different organizations
locations and skill sets
Achieving the primary deliverable or objective of the phase requires controls or processes unique to the
phase or its activities The repetition of processes across all five Process Groups as described in Section
3 provides an additional degree of control and defines the boundaries of the phase
The closure of a phase ends with some form of transfer or handoff of the work product produced as the
phase deliverable This phase end represents a natural point to reassess the activities underway and to
change or terminate the project if necessary This point may be referred to as a stage gate milestone
phase review phase gate or kill point In many cases the closure of a phase is required to be approved
in some form before it can be considered closed
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2组织影响项目生命周期
通生命周期结构情况项目理决定需更
某交付成果某交付成果必须前完成效控制
项目范围完全定义特复杂项目需额外
控制水种情况开展工作完成项目目标中受益
正式分阶段
242项目阶段
项目分意数量阶段项目阶段集合逻辑相关项目
活动高潮中交付成果完成项目阶段时性质
执行工作该项目部分独特通常发展
特定交付成果阶段强调程特定项目理程
组数进程阶段形式执行项目阶段
通常序完成项目情况重叠阶段通常
时间努力项目阶段高层次性项目生命周期元素
相结构允许项目分割成易理逻辑子集规划
控制相数阶段需控制应程度取决
复杂性项目潜影响包含项目阶段数目
相类似特征：
工作重点相涉组织
位置技
实现阶段交付成果目需控制程独特
阶段活动五程组程重复第
3提供额外控制程度定义相边界
阶段封闭端某种形式转移交生产工作产品
阶段成果阶段端代表重新评估活动正进行中然点
果需改变终止项目点称门径里程碑
阶段评审相位门杀点许情况阶段关闭需批准
形成前认封闭
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
There is no single ideal structure that will apply to all projects Although industry common practices will often
lead to the use of a preferred structure projects in the same industry—or even in the same organization—may
have significant variation Some will have only one phase as shown in Figure 210 Other projects may have two
or more phases
One Approach to Managing the Installation of a Telecommunications Network
Executing Processes
Monitoring and Controlling Processes
Initiating Processes Planning Processes Closing Processes
Figure 210 Example of a SinglePhase Project
Some organizations have established policies that standardize all projects while others allow the project team
to choose and tailor the most appropriate approach for their individual project For instance one organization
may treat a feasibility study as routine preproject work another may treat it as the first phase of a project and
a third may treat the feasibility study as a separate standalone project Likewise one project team may divide a
project into two phases whereas another project team may choose to manage all the work as a single phase Much
depends on the nature of the specific project and the style of the project team or organization
2421 PhasetoPhase Relationships
When projects have more than one phase the phases are part of a generally sequential process designed to
ensure proper control of the project and attain the desired product service or result However there are situations
when a project might benefit from overlapping or concurrent phases
There are two basic types of phasetophase relationships
Sequential relationship In a sequential relationship a phase starts only when the previous phase is
complete Figure 211 shows an example of a project with three entirely sequential phases The stepby
step nature of this approach reduces uncertainty but may eliminate options for reducing the overall
schedule
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2组织影响项目生命周期
没单理想结构适项目行业惯例常常
导致优选结构行业中甚组织项目
显着变化会阶段图2示项目两
更相
理电信网络安装方法
执行程
监控程
启动程规划进程关闭程
图210期工程例
某组织定政策规范项目允许项目团队
选择调整合适方法项目例组织
行性研究作常规项目前期工作作项目第阶段
三分行性研究作单独独立项目样项目团队
项目分两阶段项目团队理工作作阶段
取决具体项目性质项目团队组织风格
2421相关系
项目阶段该阶段普遍序程设计部分
确保项目进行适控制获需产品服务结果然情况
项目会重叠发阶段效益
两种基类型相关联：
时序关系连续关系阶段开始前阶段时候
完整图211显示项目例子三连续阶段步—
种方法步骤然降低确定性消降低整体选项
附表
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Landscaping
One Approach to Cleaning Up a Hazardous Waste Site
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Waste RemovalCleanup
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Facility Decommissioning
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Figure 211 Example of a ThreePhase Project
Overlapping relationship In an overlapping relationship a phase starts prior to completion of the previous
one (see Figure 212) This can sometimes be applied as an example of the schedule compression
technique called fast tracking Overlapping phases may require additional resources to allow work to be
done in parallel may increase risk and can result in rework if a subsequent phase progresses before
accurate information is available from the previous phase
Construction Phase
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Design Phase
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Potential Approach to Building a New Factory
Figure 212 Example of a Project with Overlapping Phases
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2组织影响项目生命周期
园林绿化
清理危险废物网站种方法
执行
程
监控程
关闭
程
启动
程
规划
程
清废物清理
执行
程
监控程
关闭
程
启动
程
规划
程
设施退役
执行
程
监控程
关闭
程
启动
程
规划
程
图211三期工程实例
重叠关系重叠关系阶段开始前完成前
（见图2）时作进度压缩例子
技术称快速踪重叠阶段需额外资源工作成
行完成会增加风险阶段进展前造成返工
准确信息前阶段
施工阶段
执行
程
监控程
关闭
程
启动
程
规划
程
设计阶段
执行
程
监控程
关闭
程
启动
程
规划
程
建设新工厂潜方法
图212重叠阶段工程实例
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
For projects with more than one phase there may be different relationships (overlapping sequential parallel)
between individual phases Considerations such as level of control required effectiveness and degree of uncertainty
determine the relationship to be applied between phases Based on those considerations both relationships could
occur between different phases of a single project
2422 Predictive Life Cycles
Predictive life cycles (also known as fully plandriven) are ones in which the project scope and the time and
cost required to deliver that scope are determined as early in the project life cycle as practically possible As shown
in Figure 213 these projects proceed through a series of sequential or overlapping phases with each phase
generally focusing on a subset of project activities and project management processes The work performed in
each phase is usually different in nature to that in the preceding and subsequent phases therefore the makeup
and skills required of the project team may vary from phase to phase
Requirements
Feasibility
Planning
Design
Construct
Test
Turnover
Figure 213 Example of Predictive Life Cycle
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2组织影响项目生命周期
项目阶段会关系（重叠序行）
间相考虑控制需水效性确定性程度
确定应阶段间关系基考虑两者关系
项目阶段间发生
2422预测生命周期
预测生命周期（称完全计划驱动）该项目时间范围
提供需成范围确定项目生命周期早期图示
图213项目进行通系列连续重叠阶段阶段
般侧重项目活动项目理程子集进行中工作
阶段通常性质前面面阶段化妆
项目团队技求会相
求
行性
规划
设计
构建
试验
周转率
图213预测生命周期例子
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When the project is initiated the project team will focus on defining the overall scope for the product and
project develop a plan to deliver the product (and any associated deliverables) and then proceed through phases
to execute the plan within that scope Changes to the project scope are carefully managed and require re planning
and formal acceptance of the new scope
Predictive life cycles are generally preferred when the product to be delivered is well understood there is
a substantial base of industry practice or where a product is required to be delivered in full to have value to
stakeholder groups
Even projects with predictive life cycles may use the concept of rolling wave planning where a more general
highlevel plan is available and more detailed planning is executed for appropriate time windows as new work
activities are approaching and resources are to be assigned
2423 Iterative and Incremental Life Cycles
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat
one or more project activities as the project team’s understanding of the product increases Iterations develop the
product through a series of repeated cycles while increments successively add to the functionality of the product
These life cycles develop the product both iteratively and incrementally
Iterative and incremental projects may proceed in phases and the iterations themselves will be performed in a
sequential or overlapping fashion During an iteration activities from all Project Management Process Groups will
be performed At the end of each iteration a deliverable or set of deliverables will be completed Future iterations
may enhance those deliverables or create new ones Each iteration incrementally builds the deliverables until the
exit criteria for the phase are met allowing the project team to incorporate feedback
In most iterative life cycles a highlevel vision will be developed for the overall undertaking but the detailed
scope is elaborated one iteration at a time Often the planning for the next iteration is carried out as work progresses
on the current iteration’s scope and deliverables The work required for a given set of deliverables may vary in
duration and effort and the project team may change between or during iterations Those deliverables that are not
addressed within the scope of the current iteration are typically scoped at a high level only and may be tentatively
assigned to a specific future iteration Changes to the scope of an iteration are carefully managed once work begins
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2组织影响项目生命周期
项目启动项目组重点放定义产品整体范围
项目制定计划提供产品（相关成果）然进行相
该范围执行计划项目范围变更进行仔细理求重新规划
新范围正式验收
预测生命周期般优先产品时理解
工业实践坚实基础者产品必须全部交付价值
利益相关者群体
预测生命周期项目滚动式规划概念更般
高层次计划更详细计划合适时间窗口执行作新工作
活动接资源分配
2423迭代增量生命周期
迭代增量生命周期中项目阶段（称迭代）意重复
项目活动项目团队解产品增加迭代开发
通系列重复周期产品增量次增加产品功
生命周期产品两迭代增量开发
迭代增量项目进行阶段迭代
序重叠方式次迭代中活动项目理程组
执行次迭代结束时交付成果套交付完成未迭代
提高交付成果创建新次迭代递增建立交付
满足退出标准相位项目团队反馈意见
数迭代生命周期高层次视觉发展整体事业详细
范围阐述迭代次常次迭代计划工作进展进行
前迭代范围交付成果工作需定交付成果会
时间精力项目团队间会发生变化迭代时交付成果
前迭代范围解决通常范围高水初步
分配特定未迭代迭代范围变更仔细理旦开始工作
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Iterative and incremental life cycles are generally preferred when an organization needs to manage changing
objectives and scope to reduce the complexity of a project or when the partial delivery of a product is beneficial
and provides value for one or more stakeholder groups without impact to the final deliverable or set of deliverables
Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to
incorporate feedback and lessons learned between iterations
2424 Adaptive Life Cycles
Adaptive life cycles (also known as changedriven or agile methods) are intended to respond to high levels
of change and ongoing stakeholder involvement Adaptive methods are also iterative and incremental but differ
in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost Adaptive
projects generally perform several processes in each iteration although early iterations may concentrate more on
planning activities
The overall scope of the project will be decomposed into a set of requirements and work to be performed
sometimes referred to as a product backlog At the beginning of an iteration the team will work to determine
how many of the highest priority items on the backlog list can be delivered within the next iteration At the end of
each iteration the product should be ready for review by the customer This does not mean that the customer is
required to accept delivery just that the product should not include unfinished incomplete or unusable features
The sponsor and customer representatives should be continuously engaged with the project to provide feedback
on deliverables as they are created and to ensure that the product backlog reflects their current needs
Adaptive methods are generally preferred when dealing with a rapidly changing environment when requirements
and scope are difficult to define in advance and when it is possible to define small incremental improvements that
will deliver value to stakeholders
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2组织影响项目生命周期
迭代增量生命周期般首选组织需理变化
目范围降低项目复杂性产品部分交付益
提供利益相关者群体没终交付交付价值影响
型复杂项目迭代方式执行通允许团队减少风险
迭代间反馈吸取验教训
2424适应生命周期
适应生命周期（称变化驱动敏捷方法）目高水
变化正进行利益相关者参适应方法进行迭代增量
迭代快（通常持续24周）固定时间成适应
项目般执行程次迭代中然早期迭代更专注
规划活动
该项目整体范围分解成系列求执行工作
时称产品积压迭代开始球队努力确定
少备忘清单优先项目次迭代交付结束
次迭代产品应准备顾客评意味着客户
求接受交付样产品应包括未完成完整功
发起客户代表应项目提供反馈断
研究成果创建确保产品积压反映目前需
适应方法般优先处理快速变化环境中求
范围难事先确定定义增量改进
利益相关者提供价值
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3
3 PROJECT MANAGEMENT PROCESSES
PROJECT MANAGEMENT PROCESSES
Project management is the application of knowledge skills tools and techniques to project activities to meet the
project requirements This application of knowledge requires the effective management of the project management
processes
A process is a set of interrelated actions and activities performed to create a prespecified product service or
result Each process is characterized by its inputs the tools and techniques that can be applied and the resulting
outputs As explained in Section 2 the project manager needs to consider organizational process assets and
enterprise environmental factors These should be taken into account for every process even if they are not
explicitly listed as inputs in the process specification Organizational process assets provide guidelines and criteria
for tailoring the organization’s processes to the specific needs of the project Enterprise environmental factors may
constrain the project management options
In order for a project to be successful the project team should
Select appropriate processes required to meet the project objectives
Use a defined approach that can be adapted to meet requirements
Establish and maintain appropriate communication and engagement with stakeholders
Comply with requirements to meet stakeholder needs and expectations and
Balance the competing constraints of scope schedule budget quality resources and risk to produce the
specified product service or result
The project processes are performed by the project team with stakeholder interaction and generally fall into one
of two major categories
Project management processes These processes ensure the effective flow of the project throughout
its life cycle These processes encompass the tools and techniques involved in applying the skills and
capabilities described in the Knowledge Areas (Sections 4 through 13)
Productoriented processes These processes specify and create the project’s product Productoriented
processes are typically defined by the project life cycle (as discussed in Section 24) and vary
by application area as well as the phase of the product life cycle The scope of the project cannot be
defined without some basic understanding of how to create the specified product For example various
construction techniques and tools need to be considered when determining the overall complexity of the
house to be built
33
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3
3项目理程
项目理程
项目理知识技工具技术应项目活动满足
项目求应程序知识需项目理效理
程
程组相互关联行活动创造预先指定产品服务
结果程特点输入工具技术应产生
输出2节中解释说项目理需考虑组织程资产
企业环境素应考虑程
明确列工艺规范输入组织程资产提供指导方针标准
该项目具体需求定制组织程企业环境素
限制项目理选项
成功项目项目团队应该：
选择合适程需满足项目目标
定义方法够满足求
建立保持适沟通参利益相关者
符合求满足相关方需求期
衡竞争约束范围进度预算质量资源风险产生
指定产品服务结果
项目执行程利益相关者互动项目团队般分
两类：
项目理程程确保项目效整流程
生命周期程包括工具技术涉应技巧
力知识领域描述（部分413）
面产品程流程说明创造项目产品productoriented
程般项目生命周期定义（第24节中讨）
应领域产品生命周期阶段该项目范围
定义基解创建指定产品例种
施工技术工具需考虑确定整体复杂性时候
建造房子
33
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3 PROJECT MANAGEMENT PROCESSES
The PMBOK Guide describes only the project management processes Although productoriented processes
are outside the scope of this document they should not be ignored by the project manager and project team Project
management processes and productoriented processes overlap and interact throughout the life of a project
Project management processes apply globally and across industry groups Good practice means there is general
agreement that the application of project management processes has been shown to enhance the chances of
success over a wide range of projects Good practice does not mean that the knowledge skills and processes
described should always be applied uniformly on all projects For any given project the project manager in
collaboration with the project team is always responsible for determining which processes are appropriate and
the appropriate degree of rigor for each process
Project managers and their teams should carefully address each process and its inputs and outputs and
determine which are applicable to the project they are working on The PMBOK Guide may be used as a resource
in managing a project while considering the overall approach and methodology to be followed for the project This
effort is known as tailoring
Project management is an integrative undertaking that requires each project and product process to be
appropriately aligned and connected with the other processes to facilitate coordination Actions taken during one
process typically affect that process and other related processes For example a scope change typically affects
project cost but it may not affect the communications management plan or level of risk These process interactions
often require tradeoffs among project requirements and objectives and the specific performance tradeoffs will vary
from project to project and organization to organization Successful project management includes actively managing
these interactions to meet sponsor customer and other stakeholder requirements In some circumstances a
process or set of processes will need to be iterated several times in order to achieve the required outcome
Projects exist within an organization and do not operate as a closed system They require input data from the
organization and beyond and deliver capabilities back to the organization The project processes may generate
information to improve the management of future projects and organizational process assets
The PMBOK Guide describes the nature of project management processes in terms of the integration between
the processes their interactions and the purposes they serve Project management processes are grouped into five
categories known as Project Management Process Groups (or Process Groups)
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3项目理程
PMBOK指南介绍项目理程然面产品程
超出文范围应该忽略项目理项目团队项目
理流程面产品程重叠互动项目整生命
项目理程适全球跨行业团体做法意味着般
协议项目理程中应已证明提高机会
宽范围项目成功做法意味着知识技程
应该成变应项目定项目项目理
项目团队合作负责确定程合适
程严谨性适程度
项目理团队应认真解决程输入输出
确定适项目工作PMBOK指南作种资源
理项目时考虑应遵循项目总体思路方法
努力众周知剪裁
项目理综合性工作求项目产品程
适排列进程连接促进协调行动
程通常会影响程相关程例典型范围变化影响
项目成会影响风险沟通理计划水程相互作
通常求项目求目标间权衡特定性折衷会
工程项目组织成功项目理包括积极理
相互作满足赞助商客户利益相关者求某情况
工艺程设置需反复次达求结果
项目组织存作封闭系统需输入数
组织超越交付力回组织项目程产生
信息理提高未项目组织程资产
PMBOK指南描述间集成项目理方面然程
程间相互作途项目理程分五
类称项目理程组（组）：
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3 PROJECT MANAGEMENT PROCESSES
Initiating Process Group Those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase
Planning Process Group Those processes required to establish the scope of the project refine the
objectives and define the course of action required to attain the objectives that the project was undertaken
to achieve
Executing Process Group Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
Monitoring and Controlling Process Group Those processes required to track review and regulate the
progress and performance of the project identify any areas in which changes to the plan are required
and initiate the corresponding changes
C losing Process Group Those processes performed to finalize all activities across all Process Groups to
formally close the project or phase
The remainder of this section provides information for project management of a single project organized as
a network of interlinked processes details the project management processes and includes the following major
sections
31 Common Project Management Process Interactions
32 Project Management Process Groups
33 Initiating Process Group
34 Planning Process Group
35 Executing Process Group
36 Monitoring and Controlling Process Group
37 Closing Process Group
38 Project Information
39 Role of the Knowledge Areas
310 The Standard for Project Management of a Project
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3
3项目理程
启动程组程进行定义新项目新阶段
现项目获启动项目阶段授权
规划程组程需建立项目范围完善
目标确定需达项目目标行动程
实现
执行程组程进行完整项目中定义工作
理计划满足项目规格
监控程组程需轨道评调节
项目进度性识领域中计划需改变
启动相应变化
C失程组程完成程组活动
正式结束项目阶段
节余部分单项目组织项目理提供信息
相互联系程网络详细介绍项目理流程包括
部分：
31种常见项目理程相互作
32项目理程组
33启动程组
34规划程组
35执行程组
36监控程组
37收尾程组
38项目信息
知识领域作39
310标准项目项目理
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3 PROJECT MANAGEMENT PROCESSES
31 Common Project Management Process Interactions
The project management processes are presented as discrete elements with welldefined interfaces However
in practice they overlap and interact in ways that are not completely detailed in this document Most experienced
project management practitioners recognize there is more than one way to manage a project The required Process
Groups and their processes are guides for applying appropriate project management knowledge and skills during
the project The application of the project management processes is iterative and many processes are repeated
during the project
The integrative nature of project management requires the Monitoring and Controlling Process Group to interact
with the other Process Groups as shown in Figure 31 Monitoring and Controlling processes occur at the same
time as processes contained within other Process Groups Thus the Monitoring and Controlling Process is pictured
as a background Process Group for the other four Process Groups shown in Figure 31
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Exit Phase
End project
Enter Phase
Start project
Executing
Processes
Figure 31 Project Management Process Groups
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3项目理程
31种常见项目理程相互作
项目理程离散元素定义良接口
实践中重叠方式文档完全详细相互作验
项目理员认识项目理方法止需程
组程应适项目理知识技指导
项目项目理程中应迭代许程重复
项目
项目理综合性求监控程组互动
程组图31示监控程发生相
时间包含程组程监测控制流程图
四程组图31示背景程组
监测
控制程
规划
程
启动
程
关闭
程
出口相
终方案
进入阶段
启动项目
执行
程
图31项目理程组
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3 PROJECT MANAGEMENT PROCESSES
Project Management Process Groups are linked by the outputs which are produced The Process Groups are
seldom either discrete or onetime events they are overlapping activities that occur throughout the project The
output of one process generally becomes an input to another process or is a deliverable of the project subproject or
project phase Deliverables at the subproject or project level may be called incremental deliverables The Planning
Process Group provides the Executing Process Group with the project management plan and project documents
and as the project progresses it often creates updates to the project management plan and the project documents
Figure 32 illustrates how the Process Groups interact and shows the level of overlap at various times If the project
is divided into phases the Process Groups interact within each phase
Planning
Process
Group
Initiating
Process
Group
Executing
Process
Group
Monitoring
and Controlling
Process Group
Closing
Process
Group
Start Finish
TIME
Level of
Process
Interaction
Figure 32 Process Groups Interact in a Phase or Project
An example of this interaction is the exit of a design phase which requires sponsor acceptance of the design
document Once it is available the design document provides the product description for the Planning and Executing
Process Groups in one or more subsequent phases When a project is divided into phases the Process Groups are
used as appropriate to effectively drive the project to completion in a controlled manner In multiphase projects
processes are repeated within each phase until the criteria for phase completion have been satisfied Additional
information on project organization life cycles and project phases is provided in Section 2
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3项目理程
项目理程组输出产生联系程组
少孤立次性事件重叠活动发生整项目
程输出通常程输入项目交付成果项目
项目阶段项目项目水称增量交付成果规划
程组执行程组项目理计划项目文件
着项目进展常常创造更新项目理计划项目文件
图32表示程组互动显示重叠时期水果项目
分阶段阶段互动程组
规划
程
集团
启动
程
集团
执行
程
集团
监测
控制
程组
关闭
程
集团
启动完成
时间
水
程
相互作
图32程组阶段项目互动
种相互作例子设计阶段退出需设计赞助验收
文件设计文件提供规划执行产品描述
更续阶段程组项目划分阶段程组
适效推动项目完成受控方式项目
阶段程重复直阶段完成标准满足额外
项目组织信息生命周期项目阶段2节
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3 PROJECT MANAGEMENT PROCESSES
32 Project Management Process Groups
The following sections identify and describe the five Project Management Process Groups required for any
project These five Process Groups have clear dependencies and are typically performed in each project and
highly interact with one another These five Process Groups are independent of application areas or industry focus
Individual Process Groups and individual processes are often iterated prior to completing the project and can have
interactions within a Process Group and among Process Groups The nature of these interactions varies from project
to project and may or may not be performed in a particular order
The process flow diagram Figure 33 provides an overall summary of the basic flow and interactions
among Process Groups and specific stakeholders The project management processes are linked by specific
inputs and outputs where the result or outcome of one process becomes the input to another process but not
necessarily in the same Process Group The Process Groups are not project life cycle phases In fact it is
possible that all Process Groups could be conducted within a phase As projects are separated into distinct phases
or subcomponents such as concept development feasibility study design prototype build or test etc all of the
Process Groups would normally be repeated for each phase or subcomponent along the lines explained previously
and illustrated in Figure 32
The project management processes are shown in the Process Group in which most of the related activities takes
place For example a process that normally takes place in the planning phase is put into the Planning Process
Group When this process is updated by an Executing Process Group process or activity it is not considered a new
process within the Executing Process Group but is still a Planning Process Group process or activity The iterative
nature of project management means that processes from any group may be reused throughout the project life
cycle For example in response to a risk event executing a risk response may trigger further analysis which leads
to another iteration of the Identify Risks process and the associated Perform Quantitative Risk Analysis and Perform
Quantitative Risk Analysis processes to evaluate the impact
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3项目理程
32项目理程组
面部分识描述五项目理程组需
项目五程组明确赖关系通常项目执行
高度互动五程组独立应领域行业重点
程组程迭代项目完成前
程组间相互作程组相互作性质项目
项目会会特定序执行
工艺流程图图33提供基流程相互作全面总结
程组特定利益相关者项目理流程具体
输入输出结果程结果程输入
定进程组程组项目生命周期阶段事实
程组阶段进行作项目分成阶段
子组件概念发展行性研究设计原型建立测试等等
程组通常会阶段子组件线路重复前解释
图32示
项目理程中程组显示相关活动
方例程通常发生规划阶段投入规划程
集团程执行程组程活动更新认新
流程执行程组然规划程组程活动迭代
项目理程组性质意味着重复项目整生命
周期例响应事件风险执行风险应引发进步分析导致
迭代识风险程相关实施定量风险分析执行
定量风险分析程影响进行评估
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3 PROJECT MANAGEMENT PROCESSES
Initiating
Process
Group
Monitoring
and
Controlling
Process
Group
Planning
Process
Group
Executing
Process
Group
Closing
Process
Group
Project Initiator
or Sponsor
Enterprise
Organization
Customer
Sellers
Project
management
plan
Makeorbuy
decisions
Source selection
criteria
Deliverables
Change requests
Work performance information
Selected sellers
Accepted deliverables
Procurement documentation
NOTE The darker dotted lines represent relationships between Process Groups the lighter dotted lines are external to the Process Groups
Seller
proposals
Procurement
contract award
Requirements
Teaming
agreements
Organizational
process assets
Enterprise
environmental
factors
Stakeholder
register
Stakeholder
management
strategy
Project
charter
Procurement
documents
Project statement of work
Business case
Agreements
Resource
calendars
Final product
service or result
Approved change
requests
Quality control
measurements
Performance reports
Project
Documents
Figure 33 Project Management Process Interactions
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3项目理程
启动
程
集团
监测
控制
程
集团
规划
程
集团
执行
程
集团
关闭
程
集团
项目发起
赞助
企业
组织
客户
卖家
项目
理
计划
制造购买
决定
源选择
标准
交付
变更请求
工作绩效信息
选定卖家
接受交付
采购文件
注：黑暗虚线表示程组间关系较轻虚线程组外
卖方
建议
采购
授予合
求
合作
协议
组织
程资产
企业
环境
素
利益相关者
寄存器
利益相关者
理
策略
项目
宪章
采购
文件
项目工作说明书
商业案例
协议
资源
日历
终产品
服务结果
批准变更
请求
质量控制
测量
绩效报告
项目
文件
图33项目理程相互作
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3 PROJECT MANAGEMENT PROCESSES
33 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or phase Within the Initiating processes the
initial scope is defined and initial financial resources are committed Internal and external stakeholders who
will interact and influence the overall outcome of the project are identified If not already assigned the project
manager will be selected This information is captured in the project charter and stakeholder register When the
project charter is approved the project becomes officially authorized Although the project management team may
help write the project charter this standard assumes that business case assessment approval and funding are
handled externally to the project boundaries (Figure 34) A project boundary is defined as the point in time that
a project or project phase is authorized to its completion The key purpose of this Process Group is to align the
stakeholders’ expectations with the project’s purpose give them visibility about the scope and objectives show
how their participation in the project and it associated phases can ensure that their expectations are achieved
These processes help set the vision of the project—what is needed to be accomplished
Project
Boundaries
Project
Deliverables
Project
Records
End
Users
Process
Assets
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Executing
Processes
Project
Inputs
Project
Initiator
Sponsor
Figure 34 Project Boundaries
Large complex projects should be divided into separate phases In such projects the Initiating processes are
carried out during subsequent phases to validate the decisions made during the original Develop Project Charter
and Identify Stakeholders processes Performing the Initiating processes at the start of each phase helps to keep
the project focused on the business need that the project was undertaken to address The success criteria are
verified and the influence drivers and objectives of the project stakeholders are reviewed A decision is then
made as to whether the project should be continued delayed or discontinued
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3项目理程
33启动程组
启动程组包括程进行定义新项目新阶段
通获授权开始项目阶段现项目启动程中
初始范围定义初始金融资源承诺部外部利益相关者
相互作影响项目总体结果确定果没指定该项目
理选择信息捕获项目章程利益相关者登记什时候
项目章程获批准该项目成正式授权项目理团队
帮忙写项目章程标准假定业务案例评估验收资金
处理项目外部边界（图34）项目边界定义时间点
项目项目阶段授权完成程组目
利益相关方期项目目予范围目标见性显示
项目中参相关阶段确保期实现
程助建立公司项目需完成什
项目
边界
项目
交付成果
项目
记录
终点
户
程
资产
监测
控制程
规划
程
启动
程
关闭
程
执行
程
项目
输入
项目
引发剂
赞助商
图34项目边界
型复杂项目应分阶段项目中启动程
阶段进行验证初制定项目章程作出决定
确定利益相关者程阶段开始执行启动程助保持
该项目重点该项目目满足业务需成功标准
验证影响项目利益相关者驱动力目标进行综述然决定
作项目否应该继续延迟停止
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3 PROJECT MANAGEMENT PROCESSES
Involving the sponsors customers and other stakeholders during initiation creates a shared understanding of
success criteria reduces the overhead of involvement and generally improves deliverable acceptance customer
satisfaction and other stakeholder satisfaction
Initiating processes may be performed at the organizational program or portfolio level and therefore would
be outside of the project’s level of control For example prior to commencing a project the need for highlevel
requirements may be documented as part of a larger organizational initiative A process of evaluating alternatives
may be utilized to determine the feasibility of the new undertaking Clear descriptions of the project objectives may
be developed including the reasons why a specific project is the best alternative to satisfy the requirements The
documentation for this decision may also contain the initial project scope statement deliverables project duration
and a forecast of the resources for the organization’s investment analysis As part of the Initiating processes the
project manager is given the authority to apply organizational resources to the subsequent project activities
34 Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the effort
define and refine the objectives and develop the course of action required to attain those objectives The Planning
processes develop the project management plan and the project documents that will be used to carry out the
project The complex nature of project management may require the use of repeated feedback loops for additional
analysis As more project information or characteristics are gathered and understood additional planning will
likely be required Significant changes occurring throughout the project life cycle trigger a need to revisit one
or more of the planning processes and possibly some of the initiating processes This progressive detailing of
the project management plan is called progressive elaboration indicating that planning and documentation are
iterative and ongoing activities The key benefit of this Process Group is to delineate the strategy and tactics as
well as the course of action or path to successfully complete the project or phase When the Planning Process
Group is well managed it is much easier to get stakeholder buyin and engagement These processes express
how this will be done setting the route to the desired objective
The project management plan and project documents developed as outputs from the Planning Process Group
will explore all aspects of the scope time cost quality communications human resources risks procurements
and stakeholder engagement
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3项目理程
涉发起客户利益相关者开始创建理解
成功标准减少参开销改善交付验收客户
满意度利益相关者满意度
启动程组织计划执行组合水
控制项目范围外例开始项目前高层次需
求记录更组织计划部分备选方案评价程
确定新事业行性该项目目标明确说明
开发包括什特定项目选择满足求理
决定文件包含项目初步范围说明书项目交付成果持续时间
预测组织投资分析资源作启动程部分
项目理权组织资源应续项目活动
34规划程组
规划程组包括程进行努力总范围
定义改进目标发展求达目标行动程规划
程制定项目理计划项目文件进行
项目项目理复杂性需重复额外反馈回路
分析着越越项目信息收集解特性额外计划
求重变化发生整项目生命周期触发需审视
规划程启动程种渐进详细介绍
项目理计划渐进性阐述表明规划文件
迭代正进行活动程组目描述战略战术
行动路径程成功完成项目阶段规划程
集团营容易获利益相关者购买参程表达
完成设置路需目
项目理计划项目开发文件规划程组输出
探讨范围方面时间成质量力资源沟通风险采购
利益相关者参
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3 PROJECT MANAGEMENT PROCESSES
Updates arising from approved changes during the project (generally during Monitoring and Controlling
processes and specifically during the Direct and Manage Project Work Process) may significantly impact parts of
the project management plan and the project documents Updates to these documents provide greater precision
with respect to schedule costs and resource requirements to meet the defined project scope
The project team seeks input and encourages involvement from all stakeholders when planning the project
and developing the project management plan and project documents While the act of collecting feedback and
refining the documents cannot continue indefinitely procedures set by the organization dictate when the initial
planning ends These procedures will be affected by the nature of the project the established project boundaries
appropriate monitoring and controlling activities as well as the environment in which the project will be performed
Other interactions among the processes within the Planning Process Group are dependent upon the nature of
the project For example for some projects there will be little or no identifiable risks until after a significant amount
of planning has been done At that time the team might recognize that the cost and schedule targets are overly
aggressive thus involving considerably more risk than previously understood The results of the iterations are
documented as updates to the project management plan or to various project documents
35 Executing Process Group
The Executing Process Group consists of those processes performed to complete the work defined in the
project management plan to satisfy the project specifications This Process Group involves coordinating people and
resources managing stakeholder expectations as well as integrating and performing the activities of the project in
accordance with the project management plan
During project execution results may require planning updates and rebaselining This may include changes
to expected activity durations changes in resource productivity and availability and unanticipated risks Such
variances may affect the project management plan or project documents and may require detailed analysis and
development of appropriate project management responses The results of the analysis can trigger change requests
that if approved may modify the project management plan or other project documents and possibly require
establishing new baselines A large portion of the project’s budget will be expended in performing the Executing
Process Group processes
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3项目理程
批准变更项目更新（般监测控制
程具体指导理项目工作程）会显着影响部分
项目理计划项目文件文件更新提供更高精度
进度成资源求满足确定项目范围
项目团队寻求输入鼓励利益相关者规划项目参
发展项目理计划项目文件时收集反馈行
精制文件限期持续程序集组织决定初始
规划结束程序工程性质影响建立项目边界
适监控活动环境项目执行
程间相互作规划程组赖性
项目例项目少没识风险直量
规划已完成时球队会认识成进度目标
攻击涉预想风险迭代结果
记录项目理计划项目文件更新
35执行程组
执行程组包括程进行完整定义工作
项目理计划满足项目规格程组包括协调
理资源利益相关方期整合实施项目活动
项目理计划致
项目执行程中结果需规划更新重定基线包括
预期活动持续时间资源生产率性变化没预料风险样
差异影响项目理计划项目文件需详细分析
适项目理发展反应分析结果触发变更请求
果获批准修改项目理计划项目文件需
建立新基线该项目预算部分执行执行费
程组程
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36 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of those processes required to track review and
orchestrate the progress and performance of the project identify any areas in which changes to the plan are
required and initiate the corresponding changes The key benefit of this Process Group is that project performance
is measured and analyzed at regular intervals appropriate events or exception conditions to identify variances
from the project management plan The Monitoring and Controlling Process Group also involves
Controlling changes and recommending corrective or preventive action in anticipation of possible
problems
Monitoring the ongoing project activities against the project management plan and the project
performance measurement baseline and
Influencing the factors that could circumvent integrated change control or configuration management
so only approved changes are implemented
This continuous monitoring provides the project team insight into the health of the project and identifies any
areas requiring additional attention The Monitoring and Controlling Process Group not only monitors and controls
the work being done within a Process Group but also monitors and controls the entire project effort In multiphase
projects the Monitoring and Controlling Process Group coordinates project phases in order to implement corrective
or preventive actions to bring the project into compliance with the project management plan This review can result
in recommended and approved updates to the project management plan For example a missed activity finish date
may require adjustments and tradeoffs between budget and schedule objectives In order to reduce or control
overhead managementbyexception procedures and other techniques can be appropriately considered
37 Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project
Management Process Groups to formally complete the project phase or contractual obligations This Process
Group when completed verifies that the defined processes are completed within all of the Process Groups to close
the project or a project phase as appropriate and formally establishes that the project or project phase is complete
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36监控程组
监控程组包括需踪程回顾
协调项目进展性识领域变化计划
需启动相应变化程组关键处项目绩效
测量分析固定时间间隔相应事件异常情况识差异
项目理计划监控程组包括：
控制变化推荐纠正预防预期作
问题
监控正进行项目活动项目理计划项目
绩效测量基线
影响素妨碍整体变更控制配置理
实施批准变更
种连续监视项目团队解项目健康标识
需额外注意方监控程组仅监视控制
工作程组做监视控制整项目努力相
项目监控程组坐标项目阶段实施纠正
预防措施项目符合项目理计划文结果
推荐批准项目理计划更新例错作业完成日期
需预算进度目标间调整取舍减少控制
开销通例外程序技术理适考虑
37收尾程组
收尾程组包括程进行总结项目活动
理程组正式结束项目相位合义务程
组完成验证该定义程程组完成关闭
项目项目阶段适正式表明该项目项目阶段完成
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3 PROJECT MANAGEMENT PROCESSES
This Process Group also formally establishes the premature closure of the project Prematurely closed projects
may include for example aborted projects cancelled projects and projects having a critical situation In specific
cases when some contracts cannot be formally closed (eg claims termination clauses etc) or some activities
are to be transferred to other organizational units specific handover procedures may be arranged and finalized
At project or phase closure the following may occur
Obtain acceptance by the customer or sponsor to formally close the project or phase
Conduct postproject or phaseend review
Record impacts of tailoring to any process
Document lessons learned
Apply appropriate updates to organizational process assets
Archive all relevant project documents in the project management information system (PMIS) to be used
as historical data
Close out all procurement activities ensuring termination of all relevant agreements and
Perform team members’ assessments and release project resources
38 Project Information
Throughout the life cycle of the project a significant amount of data and information is collected analyzed
transformed and distributed in various formats to project team members and other stakeholders Project data are
collected as a result of various Executing processes and are shared within the project team The collected data
are analyzed in context and aggregated and transformed to become project information during various Controlling
processes The information may then be communicated verbally or stored and distributed as reports in various
formats
The project data are continuously collected and analyzed during the dynamic context of the project execution
As a result the terms data and information are often used interchangeably in practice The indiscriminate use
of these terms can lead to confusion and misunderstandings by the various project stakeholders The following
guidelines help minimize miscommunication and help the project team use appropriate terminology
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3项目理程
程组正式确立项目早关闭早关闭项目
包括例：中止项目取消项目界状态项目具体
情况合正式关闭（例索赔终止条款活动等）
转移组织单位具体移交手续设置完成
项目阶段关闭会出现：
获接受客户赞助商正式结束项目阶段
进行岗位项目阶段结束评估
记录影响程剪裁
文件验教训
应适更新组织程资产
存档相关项目文件中项目理信息系统（PMIS）
作历史数
关闭采购活动确保相关协议终止
执行团队成员评估发布项目资源
38项目信息
项目整生命周期数信息量收集分析
转化分布格式项目团队成员利益相关者项目数
收集种样执行程项目团队享收集数
分析语境汇总转化成种控制项目信息
程信息然口头传达存储分发种报告中
格式
项目数断收集分析项目执行动态语境
术语数信息实践中交滥
条款项目利益相关者混乱误解
指南助减少误解帮助项目团队适术语：
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Work performance data The raw observations and measurements identified during activities performed
to carry out the project work Examples include reported percent of work physically completed quality
and technical performance measures start and finish dates of schedule activities number of change
requests number of defects actual costs actual durations etc
Work performance information The performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Examples of performance
information are status of deliverables implementation status for change requests and forecasted
estimates to complete
Work performance reports The physical or electronic representation of work performance information
compiled in project documents intended to generate decisions or raise issues actions or awareness
Examples include status reports memos justifications information notes electronic dashboards
recommendations and updates
Figure 35 illustrates the flow of project information across the various processes used to manage the project
Project
Execution
Work Performance Data
Controlling
Processes
Work Performance Information
Project
Management
Plan Updates Overall
Project
Control
Work Performance Reports
Project Team Members
Project Stakeholders
Project
Change
Control
Project
Management
Plan
Project
Communications
Change
Requests
Reports
Figure 35 Project Data Information and Report Flow
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3项目理程
工作性数原始观测数活动期间确定测量
项目开展工作例子包括报告实际工作完成百分质量
技术性措施开始完成进度活动日期数量变化
求缺陷数实际成实际工期等
工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合表现例子
信息状态交付成果变更请求执行情况预测
估计完成
工作绩效报告工作绩效信息物理电子表示
项目文件编辑生成决策提出问题行动意识
例子包括状况报告备忘录理信息记录电子仪表板
建议更新
图35示程理项目项目信息流
项目
执行
工作性数
控制
程
工作绩效信息
项目
理
整体计划更新
项目
控制
工作绩效报告
项目团队成员
项目利益相关者
项目
改变
控制
项目
理
计划
项目
通信
改变
请求
报告
图35项目数信息报告流程
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3 PROJECT MANAGEMENT PROCESSES
39 Role of the Knowledge Areas
The 47 project management processes identified in the PMBOK Guide are further grouped into ten separate
Knowledge Areas A Knowledge Area represents a complete set of concepts terms and activities that make up
a professional field project management field or area of specialization These ten Knowledge Areas are used on
most projects most of the time Project teams should utilize these ten Knowledge Areas and other Knowledge Areas
as appropriate for their specific project The Knowledge Areas are Project Integration Management Project Scope
Management Project Time Management Project Quality Management Project Human Resource Management
Project Communications Management Project Risk Management Project Procurement Management and Project
Stakeholder Management Each Knowledge Area within the PMBOK Guide is contained in a separate section
The PMBOK Guide defines the important aspects of each Knowledge Area and how it integrates with the
five Process Groups As supporting elements the Knowledge Areas provide a detailed description of the process
inputs and outputs along with a descriptive explanation of tools and techniques most frequently used within the
project management processes to produce each outcome A data flow diagram is provided in each Knowledge
Area (Sections 4 through 8) The data flow diagram is a summary level depiction of the process inputs and process
outputs that flow down through all the processes within a specific Knowledge Area (see Figure 36 for data flow
diagram legend) Although the processes are presented here as discrete elements with welldefined interfaces in
practice they are iterative and can overlap and interact in ways not detailed here
Table 31 reflects the mapping of the 47 project management processes within the 5 Project Management
Process Groups and the 10 Knowledge Areas
Process flow
The data flow diagrams show basic steps and interactions Many additional interactions are possible
Interknowledge area relationships
Extraknowledge area relationships
Processes within a
Knowledge Area
External to a Process
Process outside of
Knowledge Area
Figure 36 Data Flow Diagram Legend
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3项目理程
知识领域作39
47项目理程PMBOK指南确定进步分十独立
知识领域知识领域概念套完整条款活动
专业领域项目理领域专业领域十知识领域
数项目部分时间项目团队应该利十知识领域领域知识
适特定项目知识领域：项目集成理项目范围
理项目时间理项目质量理项目力资源理
项目沟通理项目风险理项目采购理项目
利益相关者理PMBOK引导知识领域包含单独部分
PMBOK指南定义知识领域重方面集成
五程组支撑知识领域提供详细程序说明
输入输出着描述性解释工具技术中常
项目理程中产生结果数流图知识提供
区（部分48）数流图程输入程概描述
输出流进程特定知识领域（见图36数流
图图例）然程出离散元素具定义良接口
正实践迭代重叠方式里详细互动
表31反映5项目理47项目理程映射
程组10知识领域
工艺流程
数流图显示基步骤相互作许额外相互作
国际知识领域关系
额外知识领域关系
程
知识领域
程外部
程外
知识领域
图36数流图图例
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3 PROJECT MANAGEMENT PROCESSES
Table 31 Project Management Process Group and Knowledge Area Mapping
4 Project
Integration
Management
5 Project Scope
Management
6 Project Time
Management
7 Project Cost
Management
8 Project
Quality
Management
9 Project
Human Resource
Management
10 Project
Communications
Management
11 Project Risk
Management
12 Project
Procurement
Management
13 Project
Stakeholder
Management
Project Management Process Groups
Knowledge Areas Initiating
Process
Group
Closing
Process
Group
Monitoring
and Controlling
Process Group
Executing
Process
Group
Planning
Process
Group
41 Develop
Project Charter
131 Identify
Stakeholders
42 Develop Project
Management Plan
51 Plan Scope
Management
52 Collect
Requirements
53 Define Scope
54 Create WBS
61 Plan Schedule
Management
62 Define
Activities
63 Sequence
Activities
64 Estimate
Activity Resources
65 Estimate
Activity Durations
66 Develop
Schedule
71 Plan Cost
Management
72 Estimate Costs
73 Determine
Budget
81 Plan Quality
Management
91 Plan Human
Resource
Management
101 Plan
Communications
Management
111 Plan Risk
Management
112 Identify Risks
113 Perform
Qualitative Risk
Analysis
114 Perform
Quantitative Risk
Analysis
115 Plan Risk
Responses
121 Plan
Procurement
Management
132 Plan
Stakeholder
Management
43 Direct and
Manage Project
Work
82 Perform Quality
Assurance
92 Acquire Project
Team
93 Develop Project
Team
94 Manage Project
Team
102 Manage
Communications
122 Conduct
Procurements
133 Manage
Stakeholder
Engagement
44 Monitor and
Control Project
Work
45 Perform
Integrated Change
Control
55 Validate Scope
56 Control Scope
67 Control
Schedule
74 Control Costs
83 Control Quality
103 Control
Communications
116 Control Risks
123 Control
Procurements
134 Control
Stakeholder
Engagement
46 Close Project
or Phase
124 Close
Procurements
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3项目理程
表31项目理程组知识领域映射
4项目
整合
理
5项目范围
理
6项目时间
理
7项目成
理
8项目
质量
理
9项目
力资源
理
10项目
通信
理
11项目风险
理
12项目
采购
理
13项目
利益相关者
理
项目理程组
知识方开始
程
集团
关闭
程
集团
监测
控制
程组
执行
程
集团
规划
程
集团
41发展
项目章程
131确定
利益相关者
42制定项目
理计划
51计划范围
理
52集
求
53范围定义
54创建WBS
61计划
理
62定义
活动
63序列
活动
64估计
活动资源
65估计
活动持续时间
66发展
铁列车时刻表
71计划成
理
72估计成
73确定
预算
81计划质量
理
91计划
资源
理
101计划
通信
理
111计划风险
理
112识风险
113执行
定性风险
分析
114执行
定量风险
分析
115计划风险
反应
121计划
采购
理
132计划
利益相关者
理
43直接
理项目
工作
82执行质量
保证
92获项目
团队
93制定项目
团队
94理项目
团队
102理
通信
122种行
采购
133理
利益相关者
订婚
44监控
控制项目
工作
45执行
集成变化
控制
55验证范围
56控制范围
67控制
铁列车时刻表
74控制成
83质量控制
103控制
通信
116控制风险
123控制
采购
134控制
利益相关者
订婚
46关闭项目
阶段
124关闭
采购
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4 PROJECT INTEGRATION MANAGEMENT
4
PROJECT INTEGRATION MANAGEMENT
Project Integration Management includes the processes and activities to identify define combine unify and
coordinate the various processes and project management activities within the Project Management Process
Groups In the project management context integration includes characteristics of unification consolidation
communication and integrative actions that are crucial to controlled project execution through completion
successfully managing stakeholder expectations and meeting requirements Project Integration Management
includes making choices about resource allocation making tradeoffs among competing objectives and
alternatives and managing the interdependencies among the project management Knowledge Areas The
project management processes are usually presented as discrete processes with defined interfaces while in
practice they overlap and interact in ways that cannot be completely detailed in the PMBOK Guide
Figure 41 provides an overview of the Project Integration Management processes which are as follows
41 D evelop Project Charter—The process of developing a document that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational
resources to project activities
42 D evelop Project Management Plan—The process of defining preparing and coordinating all
subsidiary plans and integrating them into a comprehensive project management plan The project’s
integrated baselines and subsidiary plans may be included within the project management plan
43 D irect and Manage Project Work—The process of leading and performing the work defined in the
project management plan and implementing approved changes to achieve the project’s objectives
44 Monitor and Control Project Work—The process of tracking reviewing and reporting project
progress against the performance objectives defined in the project management plan
45 Perform Integrated Change Control—The process of reviewing all change requests approving
changes and managing changes to deliverables organizational process assets project documents
and the project management plan and communicating their disposition
46 C lose Project or Phase—The process of finalizing all activities across all of the Project Management
Process Groups to formally complete the phase or project
44
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4项目集成理
4
工程项目集成理
项目整体理包括流程活动识定义结合统
协调项目理程中种程项目理活动
组项目理背景整合包括特性统巩固
通信完成控制项目执行整体关重行动
成功理利益相关方期满足求工程项目集成理
包括资源配置选择权衡相互竞争目标
代品理项目理知识领域间相互存关系
项目理程通常作定义接口离散程
实践中重叠PMBOK指南详细完全互动方式
图41提供项目集成理程概述容：
41建设项目章程发展程中文件正式授权
项目存提供项目理权申请组织
资源项目活动
42建设项目理计划程中制备协调
子公司计划整合成综合项目理计划该项目
集成基线分计划包括项目理计划
43直接理项目工作领导执行中定义工作流程
项目理计划实施实现项目目标变化
44监控项目工作踪程审核报告项目
项目理计划中定义性目标进展
45执行整体变更控制审查变更请求程批准
理变化交付成果变化组织程资产项目文件
项目理计划交流性格
46 C失项目阶段完成活动项目理程
程组正式完成阶段项目
44
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4 PROJECT INTEGRATION MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
The need for Project Integration Management is necessary in situations where individual processes interact
For example a cost estimate needed for a contingency plan involves integrating the processes in the Project Cost
Time and Risk Management Knowledge Areas When additional risks associated with various staffing alternatives
are identified then one or more of those processes may be revisited The project deliverables may also need
integrating with ongoing operations of the performing organization the requesting organization and with the
longterm strategic planning that takes future problems and opportunities into consideration Project Integration
Management also includes the activities needed to manage project documents to ensure consistency with the
project management plan and product service or capability deliverables
Most experienced project management practitioners know there is no single way to manage a project They
apply project management knowledge skills and required processes in a preferred order and with varying rigor to
achieve the desired project performance However the determination that a particular process is not required does
not mean that it should not be addressed The project manager and project team need to address every process and
the project environment to determine the level of implementation for each process within the project If a project
has more than one phase the level of rigor applied within each of the project phases should be appropriate for each
phase This determination is also addressed by the project manager and project team
The integrative nature of projects and project management can be understood by thinking of other types of
activities performed while completing a project Examples of some activities performed by the project management
team are
Develop review analyze and understand the scope This includes the project and product requirements
criteria assumptions constraints and other influences related to a project and how each will be managed
or addressed within the project
Transform the collected project information into a project management plan using a structured approach
as described in the PMBOK Guide
Perform activities to produce project deliverables and
Measure and monitor the project’s progress and take appropriate action to meet project objectives
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4项目集成理
程间相互作知识领域程详细描述
第3节附录A1
程相互作情况工程项目集成理需必
例成估计应急计划需包括项目成程集成
时间风险理知识领域额外风险相关员配备种代方案
确定更程重新审视项目交付成果需
结合执行组织正进行操作求组织
长期战略规划未问题机会考虑项目集成
理包括需理项目文件确保致性活动
项目理计划产品服务力交付成果
数验项目理员知道没单方式理项目
运项目理知识技优先序严格求流程
达预期工程性然确定特定程需做
说应该解决项目理项目团队需考虑程
该项目环境确定实施水进程项目果项目
阶段严格应项目阶段水应适合
相确定项目理项目团队
项目项目理综合性通类型思维理解
完成项目进行活动活动项目理进行实例
球队：
发展回顾分析理解范围包括项目产品求
标准假设约束项目关影响理
项目解决
收集项目信息转化项目理计划结构化方法
PMBOK指南描述
执行活动产生项目交付成果
测量监控采取适行动满足项目目标项目进展
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4 PROJECT INTEGRATION MANAGEMENT
4
The links among the processes in the Project Management Process Groups are often iterative in nature For
example the Planning Process Group provides the Executing Process Group with a documented project management
plan early in the project and then updates the project management plan if changes occur as the project progresses
1 Inputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Facilitation techniques
3 Outputs
1 Project charter
1 Inputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Facilitation techniques
3 Outputs
1 Project management plan
1 Inputs
1 Project management plan
2 Approved change requests
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Project management
information system
3 Meetings
3 Outputs
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents updates
1 Inputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Project management
information system
4 Meetings
3 Outputs
1 Change requests
2 Work performance reports
3 Project management plan
updates
4 Project documents updates
1 Inputs
1 Project management plan
2 Work performance reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Change control tools
3 Outputs
1 Approved change requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
1 Inputs
1 Project management plan
2 Accepted deliverables
3 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Final product service or
result transition
2 Organizational process assets
updates
Project Integration
Management Overview
42 Develop Project
Management Plan
41 Develop Project
Charter
43 Direct and Manage
Project Work
44 Monitor and Control
Project Work
45 Perform Integrated
Change Control
46 Close Project or
Phase
Figure 41 Project Integration Management Overview
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4项目集成理
4
项目理程组子程间联系迭代性质
例规划程组执行程组提供份正式项目理
项目计划早更新项目理计划发生变化时着项目进展
1投入
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程资产
2工具技术
1专家判断
2促进技术
3输出
1项目章程
1投入
1项目章程
2输出
程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2促进技术
3输出
1项目理计划
1投入
1项目理计划
2批准变更请求
3企业环境
素
4组织程资产
2工具技术
1专家判断
2项目理
信息系统
3会议
3输出
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件更新
1投入
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程资产
2工具技术
1专家判断
2分析技术
3项目理
信息系统
4会议
3输出
1变更请求
2工作业绩报告
3项目理计划
更新
4项目文件更新
1投入
1项目理计划
2工作业绩报告
3变更请求
4企业环境
素
5组织程资产
2工具技术
1专家判断
2会议
3变更控制工具
3输出
1批准变更请求
2更改日志
3项目理计划
更新
4项目文件
更新
1投入
1项目理计划
2接受交付
3组织程资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1终产品服务
结果转换
2组织程资产
更新
项目集成
理概述
42制定项目
理计划
41制定项目
宪章
43指导理
项目工作
44监视控制
项目工作
45执行集成
变更控制
46结束项目
相
图41项目集成理概述
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4 PROJECT INTEGRATION MANAGEMENT
41 Develop Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project activities
The key benefit of this process is a welldefined project start and project boundaries creation of a formal record of
the project and a direct way for senior management to formally accept and commit to the project The inputs tools
and techniques and outputs for this process are shown in Figure 42 Figure 43 depicts the data flow diagram of
the process
Inputs Tools & Techniques Outputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process
assets
1 Expert judgment
2 Facilitation techniques
1 Project charter
Figure 42 Develop Project Charter Inputs Tools and Techniques and Outputs
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4项目集成理
41制定项目章程
制定项目章程发展文件正式授权程中存
项目提供权申请组织资源项目项目理
程关键利益明确项目启动项目边界正式记录创造
项目直接方式高级理层正式接受承诺项目输入工具
技术程输出图42示图43描述数流图
程
输入工具技术输出
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程
资产
1专家判断
2促进技术
1项目章程
图42制定项目章程：输入输出工具技术
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4 PROJECT INTEGRATION MANAGEMENT
4
Agreements
Business case
Project statement
of work
Project
charter
Organizational process
assets
Enterprise
environmental factors
41
Develop Project
Charter
42
Develop Project
Management
Plan
Project Initiator Project Integration Management
Sponsor
Enterprise
Organization
53
Define Scope
52
Collect
Requirements
51
Plan Scope
Management
111
Plan Risk
Management
131
Identify
Stakeholders
71
Plan Cost
Management
61
Plan Schedule
Management
Figure 43 Develop Project Charter Data Flow Diagram
The project charter establishes a partnership between the performing and requesting organizations In the
case of external projects a formal contract is typically the preferred way to establish an agreement In this
case the project team becomes the seller responding to conditions of an offer to buy from an outside entity
A project charter is still used to establish internal agreements within an organization to assure proper delivery
under the contract The approved project charter formally initiates the project A project manager is identified
and assigned as early in the project as is feasible preferably while the project charter is being developed and
always prior to the start of planning The project charter should be authored by the sponsoring entity The project
charter provides the project manager with the authority to plan and execute the project It is recommended
that the project manager participate in the development of the project charter to obtain a foundational
understanding of the project requirements This understanding will better allow for efficient resources allocation
to project activities
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4项目集成理
4
协议
商业案例
项目表
工作
项目
宪章
组织程
资产
企业
环境素
41
开发项目
宪章
42
开发项目
理
计划
项目发起项目集成理
赞助商
企业
组织
53
定义范围
52
收集
求
51
规划范围
理
111
计划风险
理
131
识
利益相关者
71
计划成
理
61
计划
理
图43制定项目章程数流图
项目章程求组织建立执行间伙伴关系
外部项目案例正式合通常建立协议首选方法
情况项目团队成卖方应约购买外部实体条件
项目章程建立组织部协议确保适交付
根合批准项目章程项目正式启动项目理确定
分配项目早期行制定项目章程时
总规划开始前项目章程应办单位项目
宪章规定项目理权计划执行项目建议
该项目理参项目章程发展获性
该项目求理解种理解更允许效资源配置
项目活动
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Projects are initiated by an entity external to the project such as a sponsor program or project management
office (PMO) staff person or a portfolio governing body chairperson or authorized representative The project
initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the
project Projects are initiated due to internal business needs or external influences These needs or influences
often trigger the creation of a needs analysis feasibility study business case or description of the situation that
the project will address Chartering a project validates alignment of the project to the strategy and ongoing work of
the organization A project charter is not considered to be a contract because there is no consideration or money
promised or exchanged in its creation
411 Develop Project Charter Inputs
4111 Project Statement of Work
The project statement of work (SOW) is a narrative description of products services or results to be delivered
by a project For internal projects the project initiator or sponsor provides the statement of work based on business
needs product or service requirements For external projects the statement of work can be received from the
customer as part of a bid document (eg a request for proposal request for information or request for bid) or as
part of a contract The SOW references the following
Business need An organization’s business need may be based on a market demand technological
advance legal requirement government regulation or environmental consideration Typically the
business need and the costbenefit analysis are contained in the business case to justify the project
Product scope description The product scope description documents the characteristics of the product
service or results that the project will be undertaken to create The description should also document
the relationship between the products services or results being created and the business need that the
project will address
Strategic plan The strategic plan documents the organization’s strategic vision goals and objectives
and may contain a highlevel mission statement All projects should be aligned with their organization’s
strategic plan Strategic plan alignment ensures that each project contributes to the overall objections of
the organization
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4项目集成理
项目项目赞助商外部实体发起计划项目理
办公室（PMO）员工投资组合理机构席授权代表项目
发起发起应适采购资金投入资源水
项目项目启动部业务需求外部影响需求影响
常引发需求分析建立行性研究商业案例描述情况
该项目址租赁项目验证项目定位策略正进行工作
组织项目章程认合没考虑钱
承诺创作交换
411制定项目章程：输入
工作4111项目表
工作项目表（母猪）产品服务成果叙述性描述
通工程部项目项目发起发起提供基业务工作说明书
需产品服务求外部项目工作说明书收
客户作投标文件部分（例建议求信息求求投标）
合部分面引母猪：
业务需组织业务需根市场需求技术
推进法律求政府制环境考虑通常该
业务需求成效益分析包含商业案例证明该项目
产品范围描述产品范围说明书文件产品特性
服务结果应项目创建描述应说明
产品间关系服务结果创建营需
项目址
战略计划战略规划文件组织战略愿景目标目标
含高水命项目应组织排列
战略计划战略计划确保项目整体目标
组织
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4 PROJECT INTEGRATION MANAGEMENT
4
4112 Business Case
The business case or similar document describes the necessary information from a business standpoint to
determine whether or not the project is worth the required investment It is commonly used for decision making
by managers or executives above the project level Typically the business need and the costbenefit analysis are
contained in the business case to justify and establish boundaries for the project and such analysis is usually
completed by a business analyst using various stakeholder inputs The sponsor should agree to the scope and
limitations of the business case The business case is created as a result of one or more of the following
Market demand (eg a car company authorizing a project to build more fuelefficient cars in response
to gasoline shortages)
Organizational need (eg due to high overhead costs a company may combine staff functions and
streamline processes to reduce costs)
Customer request (eg an electric utility authorizing a project to build a new substation to serve a new
industrial park)
Technological advance (eg an airline authorizing a new project to develop electronic tickets instead of
paper tickets based on technological advances)
Legal requirement (eg a paint manufacturer authorizing a project to establish guidelines for handling
toxic materials)
Ecological impacts (eg a company authorizing a project to lessen its environmental impact) or
Social need (eg a nongovernmental organization in a developing country authorizing a project to provide
potable water systems latrines and sanitation education to communities suffering from high rates of
cholera)
Each of the examples in this list may contain elements of risk that should be addressed In the case of multiphase
projects the business case may be periodically reviewed to ensure that the project is on track to deliver the
business benefits In the early stages of the project life cycle periodic review of the business case by the sponsoring
organization also helps to confirm that the project is still aligned with the business case The project manager is
responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those
requirements of a broad set of stakeholders as defined in the business case
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4项目集成理
4
4112商业案例
商业案例类似文件描述商业角度必信息
确定该项目否值投资需通常决策
通理员理员项目级通常业务需成效益分析
包含商业案例证明建立项目边界样分析通常
通种利益相关者输入业务分析师完成担保应意范围
商业案例局限性商业案例作结果创建：
市场需求（例汽车公司授权项目响应建立更节高效汽车
汽油短缺）
组织需（例高成公司员工职
简化流程降低成）
客户求（例电力授权项目建立新变新
工业园区）
技术进步（例航空公司授权开发电子票新项目
基技术进步纸质机票）
法律求（例油漆制造商授权建立项目处理指南
毒物质）
生态影响（例公司授权项目减少环境影响）
社会需（例发展中国家批准项目提供非政府组织
饮水系统厕卫生教育遭受高利率社区
霍乱）
列表中例子中包含元素风险应该解决问题相情况
项目商业案例定期评审确保项目提供轨道
企业效益项目生命周期早期阶段通赞助商业案例定期审查
组织帮助确认该项目业务齐项目理
负责确保效项目效满足组织目标
广利益相关者设置求商业案例定义
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4 PROJECT INTEGRATION MANAGEMENT
4113 Agreements
Agreements are used to define initial intentions for a project Agreements may take the form of contracts
memorandums of understanding (MOUs) service level agreements (SLA) letter of agreements letters of intent
verbal agreements email or other written agreements Typically a contract is used when a project is being
performed for an external customer
4114 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Develop Project Charter
process include but are not limited to
Governmental standards industry standards or regulations (eg codes of conduct quality standards
or worker protection standards)
Organizational culture and structure and
Marketplace conditions
4115 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Project Charter
process include but are not limited to
Organizational standard processes policies and process definitions
Templates (eg project charter template) and
Historical information and lessons learned knowledge base (eg projects records and documents all
project closure information and documentation information about both the results of previous project
selection decisions and previous project performance information and information from the risk
management activity)
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4项目集成理
4113协议
协议定义项目初始意图协议采取合形式
谅解备忘录（备忘录）服务级协议（SLA）信协议意书
口头协议电子邮件书面协议通常情况合项目
外部客户执行
4114企业环境素
第215描述够影响企业环境素制定项目章程
程包括限：
国家标准行业标准法规（行规范质量标准
工保护标准）
组织文化结构
市场条件
4115组织程资产
第214描述组织程资产够影响制定项目章程
程包括限：
组织标准程政策程定义
模板（例项目章程模板）
历史信息验知识库（例项目记录文件
项目关闭信息文件项目结果信息
选择决定前项目绩效信息风险信息
理活动）
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4 PROJECT INTEGRATION MANAGEMENT
4
412 Develop Project Charter Tools and Techniques
4121 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter Expert judgment is
applied to all technical and management details during this process Such expertise is provided by any group or
individual with specialized knowledge or training and is available from many sources including
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts (SME) and
Project management office (PMO)
4122 Facilitation Techniques
Facilitation techniques have broad application within project management processes and guide the
development of the project charter Brainstorming conflict resolution problem solving and meeting
management are examples of key techniques used by facilitators to help teams and individuals accomplish
project activities
413 Develop Project Charter Outputs
4131 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational resources to
project activities It documents the business needs assumptions constraints the understanding of the customer’s
needs and highlevel requirements and the new product service or result that it is intended to satisfy such as
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4项目集成理
4
412制定项目章程：工具技术
4121专家判断
专家判断评估制定项目章程输入专家判断
程适技术理细节样知识集团
专业知识训练许源包括：
单位组织
顾问
利益相关者包括客户赞助商
专业技术协会
产业集团
题专家（SME）
项目理办公室（PMO）
4122促进技术
促进技术已广泛应项目理程指导
项目章程发展头脑风暴解决突解决问题会议
理持帮助团队完成关键技术例子
项目活动
413制定项目章程：输出
4131项目章程
项目章程签发文件项目发起发起正式授权
项目存提供项目理权申请组织资源
项目活动文件中业务需求假设约束客户解
需高层次求新产品服务结果目满足：
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Project purpose or justification
Measurable project objectives and related success criteria
Highlevel requirements
Assumptions and constraints
Highlevel project description and boundaries
Highlevel risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements (ie what constitutes project success who decides the project is
successful and who signs off on the project)
Assigned project manager responsibility and authority level and
Name and authority of the sponsor or other person(s) authorizing the project charter
42 Develop Project Management Plan
Develop Project Management Plan is the process of defining preparing and coordinating all subsidiary plans
and integrating them into a comprehensive project management plan The key benefit of this process is a central
document that defines the basis of all project work The inputs tools and techniques and outputs for this process
are depicted in Figure 44 Figure 45 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Facilitation techniques
1 Project management plan
Figure 43 Develop Project Charter Data Flow Diagram
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4项目集成理
项目目理
衡量项目目标相关成功标准
高水求
假设约束
高水项目描述边界
高级风险
总结里程碑进度表
汇总预算
利益相关者名单
项目验收求（什项目成功谁决定项目
成功谁签署项目）
指派项目理责权威性
发起名称权威（S）批准项目章程
42制定项目理计划
制定项目理计划确定制备工艺协调子计划
集成全面项目理计划程关键利益中心
文件定义项目工作基础输入工具技术该程输出
图44描绘图45描述程数流图
输入工具技术输出
1项目章程
2输出
程
3企业环境
素
4组织程
资产
1专家判断
2促进技术
1项目理计划
图43制定项目章程数流图
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4 PROJECT INTEGRATION MANAGEMENT
4
Project management plan
Project charter
Organizational process
assets
Enterprise
environmental factors
Communications management plan
Cost management plan
Human resource plan
Procurement management plan
Process improvement plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan
Stakeholder management plan
Cost baseline
Schedule baseline
Scope baseline
Project management plan updates
42
Develop Project
Management
Plan
Project Integration Management
61
Plan Schedule
Management
56
Control Scope
51
Plan Scope
Management
74
Control Costs
81
Plan Quality
Management
71
Plan Cost
Management
67
Control Schedule
103
Control
Communications
101
Plan
Communications
Management
91
Plan Human
Resource
Management
134
Control
Stakeholder
Engagement
132
Plan
Stakeholder
Management
124
Close
Procurements
123
Control
Procurements
121
Plan
Procurement
Management
116
Control Risks
111
Plan Risk
Management
43
Direct and
Manage
Project Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
46
Close Project
or Phase
Outputs from
Other Processes
Enterprise
Organization
41
Develop Project
Charter
Figure 45 Develop Project Management Plan Data Flow Diagram
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4项目集成理
4
项目理计划
项目章程
组织程
资产
企业
环境素
沟通理计划
成理计划
力资源计划
采购理计划
程改进计划
质量理计划
需求理计划
风险理计划
进度理计划
范围理计划
利益相关者理计划
成基线
进度基线
范围基线
项目理计划更新
42
开发项目
理
计划
工程项目集成理
61
计划
理
56
控制范围
51
规划范围
理
74
控制成
81
规划质量
理
71
计划成
理
67
控制计划
103
控制
通信
101
计划
通信
理
91
计划
资源
理
134
控制
利益相关者
订婚
132
计划
利益相关者
理
124
关闭
采购
123
控制
采购
121
计划
采购
理
116
控制风险
111
计划风险
理
43
直接
理
项目工作
44
监控
控制项目
工作
45
执行
集成
变更控制
46
关闭项目
阶段
输出
进程
企业
组织
41
开发项目
宪章
图45制定项目理计划数流图
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The project management plan defines how the project is executed monitored and controlled and closed The
project management plan’s content varies depending upon the application area and complexity of the project It
is developed through a series of integrated processes extending through project closure This process results in
a project management plan that is progressively elaborated by updates and controlled and approved through the
Perform Integrated Change Control (Section 45) process Projects that exist in the context of a program should
develop a project management plan that is consistent with the program management plan For example if the
program management plan indicates all changes exceeding a specified cost need to be reviewed by the change
control board (CCB) then this process and cost threshold needs to be defined in the project management plan
421 Develop Project Management Plan Inputs
4211 Project Charter
Described in Section 4131 The size of the project charter varies depending on the complexity of the
project and the information known at the time of its creation At a minimum the project charter should define
the highlevel boundaries of the project The project manager uses the project charter as the starting point
for initial planning throughout the Initiating Process Group
4212 Outputs from Other Processes
Outputs from many of the other processes described in Sections 5 through 13 are integrated to create the
project management plan Any baselines and subsidiary plans that are an output from other planning processes
are inputs to this process In addition changes to these documents may necessitate updates to the project
management plan
4213 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Develop Project
Management Plan process include but are not limited to
Governmental or industry standards
Project management body of knowledge for vertical market (eg construction) andor focus area
(eg environmental safety risk or agile software development)
Project management information system (eg an automated tool such as a scheduling software tool a
configuration management system an information collection and distribution system or web interfaces
to other online automated systems)
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4项目集成理
项目理计划定义项目执行监测控制关闭
项目理计划容取决项目应领域复杂性
通系列综合程延伸项目结束程结果
项目理计划逐步阐述更新控制批准通
执行整体变更控制程（第45节）程序中存项目
制定项目理计划项目理计划相致例果
项目理计划表明超规定成需变化改变
控制板（CCB）程成阈值需项目理计划中定义
421制定项目理计划：输入
4211项目章程
4131节叙述项目章程取决复杂性
工程信息创作时间少项目章程应规定
该项目高级边界项目理项目章程出发点
初步规划整启动程组
4212程输出
许描述部分513程输出集成制造
项目理计划基线规划输出分计划程
程输入外文件更改需更新项目
理计划
4213企业环境素
第215描述会影响项目开发企业环境素
理计划程包括限：
政府行业标准
垂直市场知识项目理机构（例建设）重点领域
（例环境安全风险敏捷软件开发）
项目理信息系统（例动化工具调度软件工具
配置理系统信息收集分配系统Web界面
线动化系统）
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4
Organizational structure culture management practices and sustainability
Infrastructure (eg existing facilities and capital equipment) and
Personnel administration (eg hiring and termination guidelines employee performance reviews and
employee development and training records)
4214 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Project Management
Plan process include but are not limited to
Standardized guidelines work instructions proposal evaluation criteria and performance measurement
criteria
Project management plan template including
○○ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the
specific needs of the project and
○○ Project closure guidelines or requirements such as the product validation and acceptance
criteria
Change control procedures including the steps by which official organization standards policies plans
and procedures or any project documents will be modified and how any changes will be approved and
validated
Project files from previous projects (eg scope cost schedule and performance measurement baselines
project calendars project schedule network diagrams and risk registers)
Historical information and lessons learned knowledge base and
Configuration management knowledge base containing the versions and baselines of all official
organization standards policies procedures and any project documents
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4
组织结构文化理做法持续发展
基础设施（例现设施设备）
事理（例雇终止准员工绩效评价
员工发展培训记录）
4214组织程资产
第214描述组织程资产够影响发展项目理
计划程包括限：
标准化指南作业指导书建议书评估标准性测量
标准
项目理计划模板包括：
○○指南标准组织标准程裁剪满足
该项目具体需
○○项目收尾指引规定产品验证验收
标准
变更控制程序中包括官方组织标准步骤政策计划
程序项目文件修改变化会批准
验证
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险登记册）
历史信息验知识库
配置理知识库版官方基线
组织标准政策程序项目文件
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422 Develop Project Management Plan Tools and Techniques
4221 Expert Judgment
When developing the project management plan expert judgment is utilized to
Tailor the process to meet the project needs
Develop technical and management details to be included in the project management plan
Determine resources and skill levels needed to perform project work
Define the level of configuration management to apply on the project
Determine which project documents will be subject to the formal change control process and
Prioritize the work on the project to ensure the project resources are allocated to the appropriate work
at the appropriate time
4222 Facilitation Techniques
Described in Section 4122 Facilitation techniques have broad application within project management
processes and are used to guide the development of the project management plan Brainstorming conflict
resolution problem solving and meeting management are key techniques used by facilitators to help teams and
individuals achieve agreement to accomplish project activities
423 Develop Project Management Plan Outputs
4231 Project Management Plan
The project management plan is the document that describes how the project will be executed monitored and
controlled It integrates and consolidates all of the subsidiary plans and baselines from the planning processes
Project baselines include but are not limited to
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
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422制定项目理计划：工具技术
4221专家判断
制定项目理计划时利专家判断：
定制流程满足项目需求
开发技术理细节包括项目理计划
确定需执行项目工作资源技水
定义配置理水工程中应
确定项目文件受正式变更控制程
优先考虑项目确保项目资源分配合适工作
适时候
4222促进技术
第4122描述促进技术已广泛应工程项目理
程指导项目理计划发展头脑风暴突
解决解决问题会议理者帮助团队关键技术
实现协议完成项目活动
423制定项目理计划：输出
4231工程项目理计划
项目理计划文档介绍项目执行监测
控制规划子计划基线程
项目基准包括限：
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
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4
Subsidiary plans include but are not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Process improvement plan (Section 8132)
Human resource management plan (Section 9131)
Communications management plan (Section 10131)
Risk management plan (Section 11131)
Procurement management plan (Section 12131) and
Stakeholder management plan (Section 13231)
Among other things the project management plan may also include the following
Life cycle selected for the project and the processes that will be applied to each phase
Details of the tailoring decisions specified by the project management team as follows
○○ Project management processes selected by the project management team
○○ Level of implementation for each selected process
○○ Descriptions of the tools and techniques to be used for accomplishing those processes and
○○ Description of how the selected processes will be used to manage the specific project including
the dependencies and interactions among those processes and the essential inputs and outputs
Description of how work will be executed to accomplish the project objectives
Change management plan that documents how changes will be monitored and controlled
Configuration management plan that documents how configuration management will be performed
Description of how the integrity of the project baselines will be maintained
Requirements and techniques for communication among stakeholders and
Key management reviews for content the extent of and timing to address open issues and pending
decisions
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4
子公司计划包括限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
程改进计划（第8132）
力资源理计划（第9131）
沟通理计划（第10131）
风险理计划（第11131）
采购理计划（第12131）
利益相关者理计划（第13231）
方面项目理计划包括容：
生命周期项目选择程应阶段
细节剪裁决定项目理团队规定：
○○项目理程项目理团队选择
选定实施程○○水
○○描述工具技术完成程
○○描述选定程理项目具体情况包括
间赖关系相互作程必输入输出
描述执行工作实现项目目标
变更理计划文件变化监测控制
配置理计划执行文件配置理
描述项目基线完整性保持
利益相关者间沟通技术求
关键理评审容范围时间解决未解决问题
决定
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The project management plan may be either summary level or detailed and may be composed of one or more
subsidiary plans Each of the subsidiary plans is detailed to the extent required by the specific project Once the
project management plan is baselined it may only be changed when a change request is generated and approved
through the Perform Integrated Change Control process
While the project management plan is one of the primary documents used to manage the project other project
documents are also used These other documents are not part of the project management plan Table 41 is a
representative list of the project management plan components and project documents
Table 41 Differentiation Between the Project Management Plan and Project Documents
Project Management Plan Project Documents
Change management plan
Communications management plan
Configuration management plan
Cost baseline
Cost management plan
Human resource management plan
Process improvement plan
Procurement management plan
Scope baseline
Project scope statement
WBS
WBS dictionary
Quality management plan
Requirements management plan
Risk management plan
Schedule baseline
Schedule management plan
Scope management plan
Stakeholder management plan
Activity attributes
Activity cost estimates
Activity duration estimates
Activity list
Activity resource requirements
Agreements
Basis of estimates
Change log
Change requests
Forecasts
Cost forecast
Schedule forecast
Issue log
Milestone list
Procurement documents
Procurement statement of work
Project calendars
Project charter
Project funding requirements
Project schedule
Project schedule network diagrams
Project staff assignments
Project statement of work
Quality checklists
Quality control measurements
Quality metrics
Requirements documentation
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Risk register
Schedule data
Seller proposals
Source selection criteria
Stakeholder register
Team performance assessments
Work performance data
Work performance information
Work performance reports
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4项目集成理
项目理计划水详细总结
分计划分计划详细具体项目需程度旦
项目理计划相致改变变更请求生成批准
通实施整体变更控制程
项目理计划理项目文件项目
文件文件项目理计划部分表41
代表性列表项目理计划组件项目文件
表41分化间项目理计划项目文件
项目理计划项目文件
变更理计划
沟通理计划
配置理计划
成基线
成理计划
力资源理计划
程改进计划
采购理计划
范围基线
项目范围说明书
WBS
WBS字典
质量理计划
需求理计划
风险理计划
进度基线
进度理计划
范围理计划
利益相关者理计划
活动属性
活动成估算
活动持续时间估算
活动列表
活动资源求
协议
估计基础
更改日志
变更请求
预测
成预测
进度预测
问题日志
里程碑清单
采购文件
采购工作表
项目日历
项目章程
项目资金需求
项目进度
项目进度网络图
项目员分配
工作项目表
质量检查表
质量控制措施
质量指标
需求文档
需求踪矩阵
资源分解结构
资源日历
风险登记册
计划数
卖方建议
源选择标准
利益相关者登记
团队绩效评估
工作性数
工作绩效信息
工作绩效报告
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4
43 Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives The key benefit of this
process is that it provides overall management of the project work The inputs tools and techniques and outputs
of this process are depicted in Figure 46 Figure 47 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Approved change
requests
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Project management
information system
3 Meetings
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents
updates
Figure 46 Direct and Manage Project Work Inputs Tools and Techniques and Outputs
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4项目集成理
4
43指导理项目工作
指导理项目工作领导表演项目中定义工作流程
理计划实施实现项目目标变化关键利益
程提供项目工作整体理输入输出工具技术
程描述图46图47程数流图
输入工具技术输出
1项目理计划
2批准变更
请求
3企业环境
素
4组织程
资产
1专家判断
2项目理
信息系统
3会议
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件
更新
图46指导理项目工作：输入输出工具技术
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Organizational process
assets
Enterprise
environmental factors
Project
management plan
Approved
change requests
Project
management
plan updates
Project documents
updates
Deliverables
Work
performance
data
Change requests
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
103
Control
Communications
83
Control
Quality
116
Control Risks
123
Control
Procurements
134
Control
Stakeholder
Engagement
74
Control Costs
67
Control Schedule
56
Control Scope
55
Validate Scope
45
Perform
Integrated Change
Control
Project Integration Management
Enterprise
Organization
Project
Documents
Figure 47 Direct and Manage Project Work Data Flow Diagram
Direct and Manage Project Work activities include but are not limited to
Perform activities to accomplish project objectives
Create project deliverables to meet the planned project work
Provide train and manage the team members assigned to the project
Obtain manage and use resources including materials tools equipment and facilities
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4项目集成理
组织程
资产
企业
环境素
项目
理计划
批准
变更请求
项目
理
计划更新
项目文件
更新
交付
工作
性
数
变更请求
43
直接
理项目
工作
42
开发项目
理
计划
103
控制
通信
83
控制
质量
116
控制风险
123
控制
采购
134
控制
利益相关者
订婚
74
控制成
67
控制计划
56
控制范围
55
验证范围
45
执行
集成变化
控制
工程项目集成理
企业
组织
项目
文件
图47指导理项目工作：数流图
指导理项目工作容包括限：
执行活动实现项目目标
创建项目交付成果满足项目计划工作
提供火车理分配项目团队成员
获取理资源包括材料工具设备设施
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4
Implement the planned methods and standards
Establish and manage project communication channels both external and internal to the project team
Generate work performance data such as cost schedule technical and quality progress and status to
facilitate forecasting
Issue change requests and implement approved changes into the project’s scope plans and environment
Manage risks and implement risk response activities
Manage sellers and suppliers
Manage stakeholders and their engagement and
Collect and document lessons learned and implement approved process improvement activities
The project manager along with the project management team directs the performance of the planned project
activities and manages the various technical and organizational interfaces that exist within the project The project
manager should also manage any unplanned activities and determine the appropriate course of action The Direct
and Manage Project Work process is directly affected by the project application area Deliverables are produced
as outputs from processes performed to accomplish the project work as planned and scheduled in the project
management plan
During project execution the work performance data is collected and appropriately actioned and communicated
Work performance data includes information about the completion status of deliverables and other relevant
details about project performance The work performance data will also be used as an input to the Monitoring and
Controlling Process Group
Direct and Manage Project Work also requires review of the impact of all project changes and the implementation
of approved changes
Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan andor
Defect repair—An intentional activity to modify a nonconforming product or product component
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4
执行计划方法标准
建立理项目沟通渠道外部部项目团队
生成工作性数成进度质量技术进步位
方便预测
问题变更请求执行批准变更项目范围计划环境
理风险实施风险应活动
销售商供应商理
理利益相关者订婚
收集记录验教训批准程改进活动实施
项目理着项目理团队指导计划项目绩效
活动理存种技术组织问题项目项目
理应理计划活动确定适行动直接
理项目工作程工程应领域直接影响产生交付成果
执行计划安排项目完成项目工作程输出
理计划
项目执行程中工作绩效数收集适处理沟通
工作性数包括交付成果相关完成状态信息
项目绩效细节工作绩效数监控输入
控制程组
指导理项目工作需项目变更执行影响综述
已批准变更：
纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划齐
缺损修复意活动修改合格产品产品组件
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4 PROJECT INTEGRATION MANAGEMENT
431 Direct and Manage Project Work Inputs
4311 Project Management Plan
Described in Section 4231 The project management plan contains subsidiary plans concerning all aspects of
the project Those subsidiary plans related to project work include but are not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131) and
Stakeholder management plan (Section 13231)
4312 Approved Change Requests
Approved change requests are an output of the Perform Integrated Change Control process and include those
requests reviewed and approved for implementation by the change control board (CCB) The approved change
request may be a corrective action a preventative action or a defect repair Approved change requests are
scheduled and implemented by the project team and can impact any area of the project or project management
plan The approved change requests can also modify the policies project management plan procedures costs
or budgets or revise the schedules Approved change requests may require implementation of preventive or
corrective actions
4313 Enterprise Environmental Factors
Described in Section 215 The Direct and Manage Project Work process is influenced by enterprise
environmental factors that include but are not limited to
Organizational company or customer culture and structure of the performing or sponsor organizations
Infrastructure (eg existing facilities and capital equipment)
Personnel administration (eg hiring and firing guidelines employee performance reviews and training
records)
Stakeholder risk tolerances for example allowable cost overrun percentage and
Project management information system (eg an automated tool suite such as a scheduling software
tool a configuration management system an information collection and distribution system or web
interfaces to other online automated systems)
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4项目集成理
431指导理项目工作：输入
4311项目理计划
第4231描述项目理计划包含子公司计划关方面
项目子公司计划项目相关工作包括限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
利益相关者理计划（第13231）
4312批准变更请求
批准变更请求执行整体变更控制程输出包括
请求审查变更控制委员会批准实施（CCB）批准变更
请求纠正措施预防措施缺损修复批准变更请求
计划实施项目团队影响区项目项目理
计划批准变更请求修改政策项目理计划程序费
预算修改时间表批准变更请求需预防执行
纠正行动
4313企业环境素
第215描述指导理项目工作程受企业
环境素包括限：
组织公司客户文化结构表演保荐机构
基础设施（例现设施设备）
事理（例雇解雇员工指导方针绩效评估培训
记录）
利益相关者风险容限例允许费超支百分
项目理信息系统（例动化工具套件调度软件
工具配置理系统信息收集分配系统Web
线动化系统接口）
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4314 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Direct and Manage Project
Work process include but are not limited to
Standardized guidelines and work instructions
Communication requirements defining allowed communication media record retention and security
requirements
Issue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
Process measurement database used to collect and make available measurement data on processes
and products
Project files from previous projects (eg scope cost schedule performance measurement baselines
project calendars project schedule network diagrams risk registers planned response actions defined
risk impact and documented lessons learned) and
Issue and defect management database(s) containing historical issue and defect status control
information issue and defect resolution and action item results
432 Direct and Manage Project Work Tools and Techniques
4321 Expert Judgment
Expert judgment is used to assess the inputs needed to direct and manage execution of the project management
plan Such judgment and expertise are applied to all technical and management details during this process This
expertise is provided by the project manager and the project management team using specialized knowledge or
training Additional expertise is available from many sources including
Other units within the organization
Consultants and other subject matter experts (internal and external)
Stakeholders including customers suppliers or sponsors and
Professional and technical associations
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4项目集成理
4
4314组织程资产
第214描述组织程资产直接项目理影响
工作程包括限：
规范准工作指令
通信需求定义允许通信媒体记录保存安全
求
问题缺陷理程序确定问题缺陷控制问题缺陷
识解决行动追踪
程测量数库收集处理测量数
产品
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险登记册计划应行动定义
风险影响记录验教训）
问题缺陷理数库（S）历史问题缺陷状态控制
信息问题缺陷分辨率行动结果
432指导理项目工作：工具技术
4321专家判断
专家判断评估需指导理项目执行输入理
计划样判断专业知识程适技术理细节
专业知识项目理项目理团队专业知识提供
培训额外专长许源包括：
单位组织
顾问题专家（部外部）
利益相关者包括客户供应商发起
专业技术协会
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4322 Project Management Information System
The project management information system which is part of the environmental factors provides access to
tools such as a scheduling tool a work authorization system a configuration management system an information
collection and distribution system or interfaces to other online automated systems Automated gathering and
reporting on key performance indicators (KPI) can be part of this system
4323 Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project
work Attendees at the meetings may include the project manager the project team and appropriate stakeholders
involved or affected by the topics addressed Each attendee should have a defined role to ensure appropriate
participation Meetings tend to be one of three types
Information exchange
Brainstorming option evaluation or design or
Decision making
Meeting types should not be mixed as a best practice Meetings should be prepared with a welldefined agenda
purpose objective and time frame and should be appropriately documented with meeting minutes and action
items Meeting minutes should be stored as defined in the project management plan Meetings are most effective
when all participants can be facetoface in the same location Virtual meetings can be held using audio and
or video conferencing tools but generally require additional preparation and organization to achieve the same
effectiveness of a facetoface meeting
433 Direct and Manage Project Work Outputs
4331 Deliverables
A deliverable is any unique and verifiable product result or capability to perform a service that is required to be
produced to complete a process phase or project Deliverables are typically tangible components completed to
meet the project objectives and can include elements of the project management plan
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4322项目理信息系统
项目理信息系统环境素部分提供访问
工具调度工具工作授权系统配置理系统信息
收集分发系统线动化系统动采集
报告关键绩效指标（KPI）系统部分
4323会议
会议讨项目址相关话题时指导理项目
工作会议会者包括项目理项目团队适利益相关者
参受影响题应该明确作确保适
参会议三种类型：
信息交换
集思广益期权评价设计
决策
会议类型混合作佳实践会议应明确议程准备
目目时间应适记录会议记录行动
项目会议记录应保存项目理计划中定义会议效
参者相位置面面虚拟会议举行音频
视频会议工具通常需额外准备组织达样
面面会议效性
433指导理项目工作：输出
4331交付
交付成果独特验证产品结果提供服务力必需
制作完成程阶段项目交付成果典型形成分完成
满足项目目标包括项目理计划元素
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4332 Work Performance Data
Work performance data are the raw observations and measurements identified during activities being performed
to carry out the project work Data are often viewed as the lowest level of detail from which information is derived
by other processes Data is gathered through work execution and passed to the controlling processes of each
process area for further analysis
Examples of work performance data include work completed key performance indicators technical performance
measures start and finish dates of schedule activities number of change requests number of defects actual costs
and actual durations etc
4333 Change Requests
A change request is a formal proposal to modify any document deliverable or baseline An approved change
request will replace the associated document deliverable or baseline and may result in an update to other parts
of the project management plan When issues are found while project work is being performed change requests
are submitted which may modify project policies or procedures project scope project cost or budget project
schedule or project quality Other change requests cover the needed preventive or corrective actions to forestall
negative impact later in the project Requests for a change can be direct or indirect externally or internally initiated
and can be optional or legallycontractually mandated and may include
Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan
Defect repair—An intentional activity to modify a nonconforming product or product component andor
Updates—Changes to formally controlled project documents plans etc to reflect modified or additional
ideas or content
4334 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
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4332工作性数
工作性数原始数活动期间确定测量
项目开展工作数通常作细节低水派生信息
进程数收集通执行工作通控制程
进步分析程域
工作性数例子包括工作完成关键绩效指标技术性
措施开始结束日期计划活动变更请求数缺陷数实际成
实际时间等
4333变更请求
变更请求正式提议修改文件交付基线批准变更
请求取代相关文件交付基线会导致更新部分
项目理计划问题项目工作开展变更请求
提交修改项目政策程序项目范围项目费预算项目
时间表项目质量变更请求覆盖需预防纠正措施防止
项目期负面影响变更请求直接间接外部部开始
选择法律合规定包括：
纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划致
缺损修复意活动修改合格产品产品组件
更新正式控制项目文件改变计划等反映修改附加
思想容
4334项目理计划更新
项目理计划更新容包括限：
范围理计划
需求理计划
进度理计划
成理计划
质量理计划
程改进计划
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Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
Stakeholder management plan and
Project baselines
4335 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Project logs (issues assumptions etc)
Risk register and
Stakeholder register
44 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan The key benefit of this process is that it allows
stakeholders to understand the current state of the project the steps taken and budget schedule and scope
forecasts The inputs tools and techniques and outputs for this process are depicted in Figure 48 Figure 49
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Project management
information system
4 Meetings
1 Change requests
2 Work performance
reports
3 Project management
plan updates
4 Project documents
updates
Figure 48 Monitor and Control Project Work Inputs Tools & Techniques and Outputs
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4项目集成理
力资源理计划
沟通理计划
风险理计划
采购理计划
利益相关者理计划
项目基线
4335项目文件更新
项目文件更新包括限：
需求文档
项目日志（问题假设等）
风险登记册
利益相关者登记
44监控项目工作
监控项目工作踪程审查报告进度满足
项目理计划中定义性目标程关键处允许
利益相关者解项目前状态采取步骤预算时间表范围
预测输入工具技术程输出图48描述图49
描述数处理流程图
输入工具技术输出
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程
资产
1专家判断
2分析技术
3项目理
信息系统
4会议
1变更请求
2工作性
报告
3项目理
计划更新
4项目文件
更新
图48监控项目工作：输入输出工具技术
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4
Change
requests
Work
p erformance
reports
Schedule forecasts
Work performance
information
Cost forecasts
Validated changes
Project
management
plan updates
Project
management
plan
Project
d ocuments updates
Work
performance
reports
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project Integration Management
Organizational
process assets
Enterprise
e nvironmental
factors
94
Manage
Project Team
102
Manage
Communications
116
Control Risks
123
Control
Procurements
Project
Documents
103
Control
Communications
56
Control Scope
55
Validate Scope
67
Control Schedule
74
Control Costs
123
Control
Procurements
116
Control Risks
83
Control Quality
134
Control
Stakeholder
Engagement
Enterprise
Organization
42
Develop Project
Management
Plan
Figure 49 Monitor and Control Project Work Data Flow Diagram
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4项目集成理
4
变化
请求
工作
性
报告
进度预测
工作绩效
问询处
成预测
变化验证
项目
理
计划更新
项目
理
计划
项目
单更新
工作
性
报告
44
监控
控制项目
工作
45
执行
集成
变更控制
工程项目集成理
组织
程资产
企业
环境
素
94
理
项目团队
102
理
通信
116
控制风险
123
控制
采购
项目
文件
103
控制
通信
56
控制范围
55
验证范围
67
控制计划
74
控制成
123
控制
采购
116
控制风险
83
控制质量
134
控制
利益相关者
订婚
企业
组织
42
开发项目
理
计划
图49监控项目工作数流图
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Monitoring is an aspect of project management performed throughout the project Monitoring includes collecting
measuring and distributing performance information and assessing measurements and trends to effect process
improvements Continuous monitoring gives the project management team insight into the health of the project and
identifies any areas that may require special attention Control includes determining corrective or preventive actions
or replanning and following up on action plans to determine whether the actions taken resolved the performance
issue The Monitor and Control Project Work process is concerned with
Comparing actual project performance against the project management plan
Assessing performance to determine whether any corrective or preventive actions are indicated and
then recommending those actions as necessary
Identifying new risks and analyzing tracking and monitoring existing project risks to make sure the risks
are identified their status is reported and that appropriate risk response plans are being executed
Maintaining an accurate timely information base concerning the project’s product(s) and their associated
documentation through project completion
Providing information to support status reporting progress measurement and forecasting
Providing forecasts to update current cost and current schedule information
Monitoring implementation of approved changes as they occur and
Providing appropriate reporting on project progress and status to program management when the project
is part of an overall program
441 Monitor and Control Project Work Inputs
4411 Project Management Plan
Described in Section 4231 Monitoring and controlling project work involves looking at all aspects of the
project Subsidiary plans within the project management plan form the basis for controlling the project Subsidiary
plans and baselines include but are not limited to
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4项目集成理
监测贯穿项目始终项目理方面监测包括收集
测量分发绩效信息评价测量结果趋势影响程
改进连续监视项目理团队解项目健康
确定需特注意方控制包括确定纠正预防措施
重新规划进行动计划确定否采取行动解决性
问题监视控制项目工作中：
较实际项目绩效项目理计划
绩效评估确定否表示纠正预防措施
然推荐行动必
识新风险分析踪监控项目风险存定风险
确定报告状态采取适风险应计划正执行
保持准确时信息库项目产品（S）相关
通项目竣工文件
支持状态报告提供信息进度测量预测
更新目前成目前进度信息提供预测
监测实施已批准变更发生时
提供适汇报项目进度状态项目理项目
整体计划部分
441监控项目工作：输入
4411项目理计划
第4231描述监测控制项目工作涉方面
项目公司计划项目理计划形式控制工程基础子公司
基线计划包括限：
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Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Process improvement plan (Section 8132)
Human resource management plan (Section 9131)
Communications management plan (Section 10131)
Risk management plan (Section 11131)
Procurement management plan (Section 12131)
Stakeholder management plan (Section 13231)
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
4412 Schedule Forecasts
Described in Section 6732 The schedule forecasts are derived from progress against the schedule baseline
and computed time estimate to complete (ETC) This is typically expressed in terms of schedule variance (SV) and
schedule performance index (SPI) For projects not using earned value management variances against the planned
finish dates and forecasted finish dates are provided
The forecast may be used to determine if the project is still within defined tolerance ranges and identify any
necessary change requests
4413 Cost Forecasts
Described in Section 7432 The cost forecasts are derived from progress against the cost baseline and computed
estimates to complete (ETC) This is typically expressed in terms of cost variance (CV) and cost performance index
(CPI) An estimate at completion (EAC) can be compared to the budget at completion (BAC) to see if the project is
still within tolerance ranges or if a change request is required For projects not using earned value management
variances against the planned versus actual expenditures and forecasted final costs are provided
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范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
程改进计划（第8132）
力资源理计划（第9131）
沟通理计划（第10131）
风险理计划（第11131）
采购理计划（第12131）
利益相关者理计划（第13231）
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
4412进度预测
第6732描述该计划预测进度基线进展
计算估计完成时间（等）典型进度偏差（SV）表示
进度绩效指数（SPI）挣值理项目计划差异
完成日期预计完成日期设置
预测确定否该项目然规定公差范围确定
必变更请求
4413成预测
第7432描述成预测成基线进步计算机
估计完成（等）典型成差异（CV）表示成绩效指数
（CPI）完成估算（EAC）相完工预算（BAC）否项目
公差范围者变更请求必需挣值理项目
计划实际支出终成预测差异
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4414 Validated Changes
Described in Section 8332 Approved changes that result from the Perform Integrated Change Control process
require validation to ensure that the change was appropriately implemented A validated change provides the
necessary data to confirm that the change was appropriately executed
4415 Work Performance Information
Work performance information is the performance data collected from various controlling processes analyzed
in context and integrated based on relationships across areas Thus work performance data has been transformed
into work performance information Data in itself cannot be used in the decisionmaking process as it has only
outofcontext meaning Work performance information however is correlated and contextualized and provides a
sound foundation for project decisions
Work performance information is circulated through communication processes Examples of performance
information are status of deliverables implementation status for change requests and forecasted estimates to
complete
4416 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Monitor and Control
Project Work process include but are not limited to
Governmental or industry standards (eg regulatory agency regulations codes of conduct product
standards quality standards and workmanship standards)
Organization work authorization systems
Stakeholder risk tolerances and
Project management information system (eg an automated tool suite such as a scheduling software
tool a configuration management system an information collection and distribution system or web
interfaces to other online automated systems)
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4项目集成理
4414变化验证
第8332描述批准变更导致执行整体变更控制程
需验证确保变化适实施效变化提供
必数确认更改进行适执行
4415工作绩效信息
工作绩效信息种控制程中收集性数分析
文中基关系跨区综合工作性数已转化
工作绩效信息数身决策程中
文意思工作绩效信息然相关情境中提供
项目决策
工作绩效信息通通信程表现例子
信息状态交付成果变更请求执行情况预测估计
完整
4416企业环境素
第215描述够影响监测控制企业环境素
项目工作程包括限：
政府行业标准（例监机构规定行规范产品
标准质量标准工艺标准）
组织工作授权系统
公差利益相关者风险
项目理信息系统（例动化工具套件调度软件
工具配置理系统信息收集分配系统Web
线动化系统接口）
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4417 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Monitor and Control Project
Work process include but are not limited to
Organizational communication requirements
Financial controls procedures (eg time reporting required expenditure and disbursement reviews
accounting codes and standard contract provisions)
Issue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
Change control procedures including those for scope schedule cost and quality variances
Risk control procedures including risk categories probability definition and impact and probability and
impact matrix
Process measurement database used to make available measurement data on processes and products
and
Lessons learned database
442 Monitor and Control Project Work Tools and Techniques
4421 Expert Judgment
Expert judgment is used by the project management team to interpret the information provided by the monitor
and control processes The project manager in collaboration with the team determines the actions required to
ensure that project performance matches expectations
4422 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible
variations of project or environmental variables and their relationships with other variables Examples of analytical
techniques used in projects are
Regression analysis
Grouping methods
Causal analysis
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4417组织程资产
第214描述组织程资产影响监视控制项目
工作程包括限：
组织沟通求
财务控制程序（例报告需时间费支出评
会计准标准合条款）
问题缺陷理程序确定问题缺陷控制问题缺陷
识分辨率行动项目踪
变更控制程序包括范围进度成质量差异
风险控制程序包括风险概率影响定义分类概率
影响矩阵
程测量数库程产品进行效测量数
教训数库
442监控项目工作：工具技术
4421专家判断
专家判断项目理团队监控器提供信息
控制程项目理团队合作确定需行动
确保项目绩效期
4422分析技术
分析技术应项目理基潜果预测
工程环境变量变化变量关系实例分析
项目中技术：
回分析
分组方法
果分析
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Root cause analysis
Forecasting methods (eg time series scenario building simulation etc)
Failure mode and effect analysis (FMEA)
Fault tree analysis (FTA)
Reserve analysis
Trend analysis
Earned value management and
Variance analysis
4423 Project Management Information System
The project management information system which is part of enterprise environmental factors provides access
to automated tools such as scheduling cost and resourcing tools performance indicators databases project
records and financials used during the Monitor and Control Project Work process
4424 Meetings
Described in Section 4323 Meetings may be facetoface virtual formal or informal They may include
project team members stakeholders and others involved in or affected by the project Types of meetings include
but are not limited to user groups and review meetings
443 Monitor and Control Project Work Outputs
4431 Change Requests
As a result of comparing planned results to actual results change requests may be issued to expand adjust or
reduce project scope product scope or quality requirements and schedule or cost baselines Change requests may
necessitate the collection and documentation of new requirements Changes can impact the project management
plan project documents or product deliverables Changes that meet the project’s change control criteria should go
through the integrated change control process established for the project Changes may include but are not limited
to the following
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根原分析
预测方法（例时间序列情景模拟建筑等）
失效模式影响分析（FMEA）
障树分析（FTA）
储备分析
趋势分析
挣值理
方差分析
4423项目理信息系统
项目理信息系统企业环境素部分提供访问
动化工具调度成资源工具绩效指标数库项目
记录监控项目工作程控制财务
4424会议
第4323描述会议面面虚拟正式非正式包括
项目团队成员利益相关者参受项目影响会议类型包括
限户组评审会议
443监控项目工作：输出
4431变更请求
作结果较计划结果实际结果变更请求发行扩调整
减少项目范围产品范围质量求进度成基线变更请求
需收集新需求文档变化影响项目理
计划项目文件产品交付满足项目变更控制标准改变应该
通建立项目整体变更控制程变化包括限
：
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4
Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan and
Defect repair—An intentional activity to modify a nonconforming product or product component
4432 Work Performance Reports
Work performance reports are the physical or electronic representation of work performance information
compiled in project documents intended to generate decisions actions or awareness Project information may be
communicated verbally from person to person However in order to record store and sometimes distribute work
performance information a physical or electronic representation in the form of project documents is required Work
performance reports are a subset of project documents which are intended to create awareness and generate
decisions or actions Specific work performance metrics may be defined at the start of the project and included in
the normal work performance reports provided to key stakeholders
Examples of work performance reports include status reports memos justifications information notes
recommendations and updates
4433 Project Management Plan Updates
Changes identified during the Monitor and Control Project Work process may affect the overall project
management plan These changes after being processed through the appropriate change control process can lead
to project management plan updates Project management plan elements that may be updated include but are
not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
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4
纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划齐
缺损修复意活动修改合格产品产品组件
4432工作绩效报告
工作业绩报告工作绩效信息物理电子表示
项目文件编制旨生成决策行动意识项目信息
口头传达然记录存储时分配工作
绩效信息项目文件形式物理电子表示必需工作
业绩报告项目文件子集目创造意识创造
决定行动具体工作性度量项目开始定义包含
正常工作业绩报告提供关键利益相关者
工作业绩报告包括状态报告备忘录说明理信息
建议更新
4433项目理计划更新
变化进行监视控制项目工作程中会影响整体项目
理计划变化适处理变更控制程
项目理计划更新项目理计划包括元素更新
限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
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4434 Project Documents Updates
Project documents that may be updated include but are not limited to
Schedule and cost forecasts
Work performance reports and
Issue log
45 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests approving changes and
managing changes to deliverables organizational process assets project documents and the project management
plan and communicating their disposition It reviews all requests for changes or modifications to project documents
deliverables baselines or the project management plan and approves or rejects the changes The key benefit of
this process is that it allows for documented changes within the project to be considered in an integrated fashion
while reducing project risk which often arises from changes made without consideration to the overall project
objectives or plans The inputs tools and techniques and outputs of this process are depicted in Figure 410 Figure
411 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Work performance
reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process
assets
1 Expert judgment
2 Meetings
3 Change control tools
1 Approved change
requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
Figure 410 Perform Integrated Change Control Inputs Tools & Techniques and Outputs
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4434项目文件更新
项目文件更新包括限：
进度成预测
工作业绩报告
问题日志
45执行整体变更控制
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目理
计划沟通倾回顾改动修改项目文件求
交付成果基线项目理计划批准拒绝变更关键处
程允许记录项目中变更集成方式考虑
时降低项目风险常常没项目整体考虑变化
目标计划输入工具技术程输出描绘图410图
411描述程数流图
输入工具技术输出
1项目理计划
2工作性
报告
3变更请求
4企业环境
素
5组织程
资产
1专家判断
2会议
3变更控制工具
1批准变更
请求
2更改日志
3项目理计划
更新
4项目文件
更新
图410执行整体变更控制输入输出工具技术
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4 PROJECT INTEGRATION MANAGEMENT
4
Project management
plan
Project management
plan updates
Project documents
Change requests updates
Change requests
Approved change
requests
Change log
Change requests
Work performance
reports
Project Integration Management
Organizational
process assets
Enterprise
e nvironmental
factors
83
Control
Quality
123
Control
Procurements
133
Manage
Stakeholder
Engagement
Project
Documents
83
Control Quality
82
Perform Quality
Assurance
74
Control Costs
67
Control Schedule
56
Control Scope
55
Validate Scope
116
Control Risks
122
Conduct
Procurements
103
Control
Communications
94
Manage
Project Team
123
Control
Procurements
133
Manage
Stakeholder
Engagement
134
Control
Stakeholder
Engagement
121
Plan
Procurement
Management
Enterprise
Organization
45
Perform
Integrated
Change Control
44
Monitor and
Control Project
Work
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
Figure 411 Perform Integrated Change Control Data Flow Diagram
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4项目集成理
4
项目理
计划
项目理
计划更新
项目文件
变更请求更新
变更请求
批准变更
请求
更改日志
变更请求
工作绩效
报告
工程项目集成理
组织
程资产
企业
环境
素
83
控制
质量
123
控制
采购
133
理
利益相关者
订婚
项目
文件
83
控制质量
82
执行质量
保证
74
控制成
67
控制计划
56
控制范围
55
验证范围
116
控制风险
122
行
采购
103
控制
通信
94
理
项目团队
123
控制
采购
133
理
利益相关者
订婚
134
控制
利益相关者
订婚
121
计划
采购
理
企业
组织
45
执行
集成
变更控制
44
监控
控制项目
工作
43
直接
理项目
工作
42
开发项目
理
计划
图411执行整体变更控制数流图
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4 PROJECT INTEGRATION MANAGEMENT
The Perform Integrated Change Control process is conducted from project inception through completion and is
the ultimate responsibility of the project manager The project management plan the project scope statement and
other deliverables are maintained by carefully and continuously managing changes either by rejecting changes
or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline
Changes may be requested by any stakeholder involved with the project Although changes may be initiated
verbally they should be recorded in written form and entered into the change management andor configuration
management system Change requests are subject to the process specified in the change control and configuration
control systems Those change request processes may require information on estimated time impacts and estimated
cost impacts
Every documented change request needs to be either approved or rejected by a responsible individual usually
the project sponsor or project manager The responsible individual will be identified in the project management plan
or by organizational procedures When required the Perform Integrated Change Control process includes a change
control board (CCB) which is a formally chartered group responsible for reviewing evaluating approving delaying
or rejecting changes to the project and for recording and communicating such decisions Approved change
requests can require new or revised cost estimates activity sequences schedule dates resource requirements
and analysis of risk response alternatives These changes can require adjustments to the project management
plan and other project documents The applied level of change control is dependent upon the application area
complexity of the specific project contract requirements and the context and environment in which the project is
performed Customer or sponsor approval may be required for certain change requests after CCB approval unless
they are part of the CCB
Configuration control is focused on the specification of both the deliverables and the processes while change
control is focused on identifying documenting and approving or rejecting changes to the project documents
deliverables or baselines
Some of the configuration management activities included in the Perform Integrated Change Control process
are as follows
Configuration identification Identification and selection of a configuration item to provide the basis for
which the product configuration is defined and verified products and documents are labeled changes
are managed and accountability is maintained
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4项目集成理
执行整体变更控制程项目开始完成
项目理责项目理计划项目范围说明书
交付成果通断认真理变化保持拒绝改变
批准变更确保批准变更反映基线
变化利益相关者参项目求然变化引发
口头应文字形式记录进入变更理配置
理系统变更请求须变更控制配置指定程
控制系统变更请求程需估计时间影响信息估计
成影响
记录更改请求需批准负责拒绝通常
项目发起项目理负责项目理计划中确定
组织程序需时执行整体变更控制程包括改变
控制板（CCB）正式注册组负责审查评估批准延迟
拒绝项目变化记录传达样决定批准变更
请求需新修正费估算活动序列时间表资源需求
风险应方案分析变化需调整项目理
计划项目文件变更控制应程度取决应领域
具体工程复杂合求文项目环境
执行顾客赞助审批需定变更请求建行批准非
建行部分
配置控制研究成果程规范变化
控制重点识记录批准拒绝变更项目文件
交付基线
配置理活动包括执行整体变更控制程
：
配置标识配置项识选择
该产品结构定义验证产品文档标记变化
理问责保持
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4
Configuration status accounting Information is recorded and reported as to when appropriate
data about the configuration item should be provided This information includes a listing of approved
configuration identification status of proposed changes to the configuration and the implementation
status of approved changes
Configuration verification and audit Configuration verification and configuration audits ensure the
composition of a project’s configuration items is correct and that corresponding changes are registered
assessed approved tracked and correctly implemented This ensures the functional requirements
defined in the configuration documentation have been met
451 Perform Integrated Change Control Inputs
4511 Project Management Plan
Described in Section 4231 Elements of the project management plan that may be used include but are not
limited to
Scope management plan which contains the procedures for scope changes
Scope baseline which provides product definition and
Change management plan which provides the direction for managing the change control process and
documents the formal change control board (CCB)
Changes are documented and updated within the project management plan as part of the change and
configuration management processes
4512 Work Performance Reports
Described in Section 4432 Work performance reports of particular interest to the Perform Integrated Change
Control process include resource availability schedule and cost data and earned value management (EVM) reports
burnup or burndown charts
4513 Change Requests
All of the Monitoring and Controlling processes and many of the Executing processes produce change requests
as an output Change requests may include corrective action preventive action and defect repairs However
corrective and preventive actions do not normally affect the project baselines—only the performance against the
baselines
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4项目集成理
4
配置状态报告信息记录报告适时候
关配置项数应提供该信息包括市批准
配置标识配置提出变化状况实施
已批准变更情况
配置验证审计配置验证配置审计确保
项目配置项组成正确相应变更登记
评估批准踪正确实现确保功求
配置文件中定义
451执行整体变更控制输入
4511项目理计划
第4231描述项目理计划素包括
限：
范围理计划包括范围变更程序
范围基线提供产品定义
变更理计划理变更控制程提供指导
文件正式变更控制委员会（CCB）
更改记录更新项目理计划中变化部分
配置理程
4512工作绩效报告
第4432描述工作绩效报告特感兴趣执行整体变更
控制程包括资源性进度成数挣值理（EVM）报告
燃耗燃图
4513变更请求
监测控制程许执行程中产生变更请求
作输出变更请求包括纠正措施预防措施缺陷修复
纠正预防措施般影响项目基线性
基线
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4 PROJECT INTEGRATION MANAGEMENT
4514 Enterprise Environmental Factors
Described in Section 215 The following enterprise environmental factor can influence the Perform Integrated
Change Control process project management information system The project management information system
may include the scheduling software tool a configuration management system an information collection and
distribution system or web interfaces to other online automated systems
4515 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Integrated Change
Control process include but are not limited to
Change control procedures including the steps by which official organization standards policies plans
and other project documents will be modified and how any changes will be approved validated and
implemented
Procedures for approving and issuing change authorizations
Process measurement database used to collect and make available measurement data on processes
and products
Project documents (eg scope cost and schedule baselines project calendars project schedule network
diagrams risk registers planned response actions and defined risk impact) and
Configuration management knowledge base containing the versions and baselines of all official
organization standards policies procedures and any project documents
452 Perform Integrated Change Control Tools and Techniques
4521 Expert Judgment
In addition to the project management team’s expert judgment stakeholders may be asked to provide their
expertise and may be asked to sit on the change control board (CCB) Such judgment and expertise are applied to
any technical and management details during this process and may be provided by various sources for example
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4项目集成理
4514企业环境素
第215描述企业环境素影响进行综合
变更控制程：项目理信息系统项目理信息系统
包括调度软件工具配置理系统信息收集
配电系统网络接口线动化系统
4515组织程资产
第214描述组织程资产会影响执行整体变更
控制程序包括限：
变更控制程序中包括官方组织标准步骤政策计划
项目文件修改批准变化验证
实现
程序批准颁布修改权限
程测量数库收集处理测量数
产品
项目文件（例范围成进度计划项目日历项目进度网络
图风险登记册计划响应行动定义风险影响）
配置理知识库版官方基线
组织标准政策程序项目文件
452执行整体变更控制工具技术
4521专家判断
项目理团队专家判断利益相关者会求提供
专家会求坐变更控制委员会（CCB）样判断专业知识应
技术理细节程中源提供例：
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4
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts (SMEs) and
Project management office (PMO)
4522 Meetings
In this case these meetings are usually referred to as change control meetings When needed for the project a
change control board (CCB) is responsible for meeting and reviewing the change requests and approving rejecting
or other disposition of those changes The CCB may also review configuration management activities The roles and
responsibilities of these boards are clearly defined and agreed upon by appropriate stakeholders and documented
in the change management plan CCB decisions are documented and communicated to the stakeholders for
information and followup actions
4523 Change Control Tools
In order to facilitate configuration and change management manual or automated tools may be used Tool
selection should be based on the needs of the project stakeholders including organizational and environmental
considerations andor constraints
Tools are used to manage the change requests and the resulting decisions Additional considerations should
be made for communication to assist the CCB members in their duties as well as distribute the decisions to the
appropriate stakeholders
453 Perform Integrated Change Control Outputs
4531 Approved Change Requests
Change requests are processed according to the change control system by the project manager CCB or by an
assigned team member Approved change requests will be implemented through the Direct and Manage Project
Work process The disposition of all change requests approved or not will be updated in the change log as part of
updates to the project documents
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4项目集成理
4
顾问
利益相关者包括客户赞助商
专业技术协会
产业集团
题专家（SME）
项目理办公室（PMO）
4522会议
种情况会议通常称变更控制会议需项目
变更控制委员会（CCB）负责会议审查批准变更请求拒绝
变化处置建行查配置理活动角色
委员会责明确适利益相关者意记录案
变更理计划建行决定记录传达利益相关者
信息续行动
4523变更控制工具
方便配置变更理手动动工具工具
选择应基项目利益相关者包括组织环境需
考虑约束
工具理变更请求产生决定额外考虑应该
沟通协助建行成员职责分配作出决定
适利益相关者
453执行整体变更控制输出
4531批准变更请求
变更请求变更控制系统项目理CCB处理
团队成员批准变更请求通直接实施理项目
工作程变更请求配置批准批准更新更改日志部分
项目文件更新
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4 PROJECT INTEGRATION MANAGEMENT
4532 Change Log
A change log is used to document changes that occur during a project These changes and their impact to
the project in terms of time cost and risk are communicated to the appropriate stakeholders Rejected change
requests are also captured in the change log
4533 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Any subsidiary plans and
Baselines that are subject to the formal change control process
Changes to baselines should only show the changes from the current time forward Past performance may not
be changed This protects the integrity of the baselines and the historical data of past performance
4534 Project Documents Updates
Project documents that may be updated as a result of the Perform Integrated Change Control process include
all documents specified as being subject to the project’s formal change control process
46 Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process
Groups to formally complete the project or phase The key benefit of this process is that it provides lessons learned
the formal ending of project work and the release of organization resources to pursue new endeavors The inputs
tools and techniques and outputs of this process are depicted in Figure 412 Figure 413 depicts the data flow
diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Accepted deliverables
3 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Final product service or
result transition
2 Organizational process
assets updates
Figure 412 Close Project or Phase Inputs Tools & Techniques and Outputs
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4项目集成理
4532更改日志
改变日志记录项目中发生变化变化影响
时间项目成风险传送适利益相关者拒绝改变
请求改变日志中捕获
4533项目理计划更新
项目理计划更新容包括限：
附属计划
基线属正式变更控制程
基线变化应该显示变化目前时间表现
改变保护基线业绩历史数完整性
4534项目文件更新
项目文件更新作结果执行整体变更控制程包括
指定受项目正式变更控制程文件
46结束项目阶段
结束项目阶段活动完成项目理程
集团正式结束项目阶段程关键优势提供验教训
项目工作正式结束组织资源释放追求新努力输入
工具技术程输出描绘图412图413描述数流
该流程图
输入工具技术输出
1项目理计划
2接受交付
3组织程
资产
1专家判断
2分析技术
3会议
1终产品服务
结果转换
2组织程
资产更新
图412结束项目阶段：输入输出工具技术
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4 PROJECT INTEGRATION MANAGEMENT
Project 4
charter
46
Close Project
or Phase
42
Develop Project
Management
Plan
Project Integration Management
Enterprise
Organization
Customer
55
Validate Scope
Project
management
plan
Accepted
d eliverables
Organizational
process
assets
Organizational process
assets updates
Final product
service or result
transition
Figure 413 Close Project or Phase Data Flow Diagram
When closing the project the project manager reviews all prior information from the previous phase closures to
ensure that all project work is completed and that the project has met its objectives Since project scope is measured
against the project management plan the project manager reviews the scope baseline to ensure completion before
considering the project closed The Close Project or Phase process also establishes the procedures to investigate
and document the reasons for actions taken if a project is terminated before completion In order to successfully
achieve this the project manager needs to engage all the proper stakeholders in the process
This includes all planned activities necessary for administrative closure of the project or phase including stepby
step methodologies that address
Actions and activities necessary to satisfy completion or exit criteria for the phase or project
Actions and activities necessary to transfer the project’s products services or results to the next phase
or to production andor operations and
Activities needed to collect project or phase records audit project success or failure gather lessons
learned and archive project information for future use by the organization
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4项目集成理
项目4
宪章
46
关闭项目
阶段
42
开发项目
理
计划
工程项目集成理
企业
组织
客户
55
验证范围
项目
理
计划
接受
D eliverables
组织
程
资产
组织程
资产更新
终产品
服务结果
渡
图413结束项目阶段数流图
关闭项目时项目理审核先验信息前阶段关闭
确保项目工作完成项目已达目标项目范围测量
项目理计划项目理审核范围基准确保完成
鉴项目关闭结束项目阶段程中建立调查程序
果项目文件结束前完成采取行动原成功
实现目标项目理需参利益相关者程中
包括计划必活动项目阶段包括行政收尾见—
步方法址：
行动必活动满足该阶段项目完成退出标准
行活动必需转移项目产品服务结果阶段
生产操作
活动需收集项目阶段记录审计项目成功失败教训聚集
学档项目信息组织
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4 PROJECT INTEGRATION MANAGEMENT
461 Close Project or Phase Inputs
4611 Project Management Plan
Described in Section 4231 The project management plan becomes the agreement between the project
manager and project sponsor defining what constitutes project completion
4612 Accepted Deliverables
Described in Section 55 Accepted deliverables may include approved product specifications delivery
receipts and work performance documents Partial or interim deliverables may also be included for phased or
cancelled projects
4613 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Close Project or Phase
process include but are not limited to
Project or phase closure guidelines or requirements (eg administrative procedures project audits
project evaluations and transition criteria) and
Historical information and lessons learned knowledge base (eg project records and documents all
project closure information and documentation information about both the results of previous project
selection decisions and previous project performance information and information from risk management
activities)
462 Close Project or Phase Tools and Techniques
4621 Expert Judgment
Expert judgment is applied when performing administrative closure activities These experts ensure the project
or phase closure is performed to the appropriate standards Expertise is available from many sources including
but not limited to
Other project managers within the organization
Project management office (PMO) and
Professional and technical associations
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4项目集成理
461结束项目阶段：输入
4611项目理计划
第4231描述项目理计划项目间协议
理项目发起界定什工程竣工
4612接受交付
第55节中描述公认交付成果包括批准产品规格交货
收工作文件部分中间交付成果包括分期
取消项目
4613组织程资产
第214描述组织程资产够影响结束项目阶段
程包括限：
项目相位闭合指南求（例行政程序项目审计
项目评估渡标准）
历史信息验知识库（例项目记录文件
项目收尾信息文档前项目结果信息
选择决定前项目绩效信息风险理信息
活动）
462结束项目阶段：工具技术
4621专家判断
利专家判断执行行政收尾活动专家确保项目
相位闭合进行适标准知识许源包括
限
项目理组织
项目理办公室（PMO）
专业技术协会
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4 PROJECT INTEGRATION MANAGEMENT
4
4622 Analytical Techniques
Described in Section 4422 Examples of analytical techniques used in project closeout are
Regression analysis and
Trend analysis
4623 Meetings
Described in Section 4323 Meetings may be facetoface virtual formal or informal This may include project
team members and other stakeholders involved in or affected by the project Types of meetings include but are not
limited to lessons learned closeout user group and review meetings
463 Close Project or Phase Outputs
4631 Final Product Service or Result Transition
This output refers to the transition of the final product service or result that the project was authorized to
produce (or in the case of phase closure the intermediate product service or result of that phase)
4632 Organizational Process Assets Updates
The organizational process assets that are updated as a result of the Close Project or Phase process include
but are not limited to
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4项目集成理
4
4622分析技术
4422节描述项目收尾分析技术例子：
回分析
趋势分析
4623条会议
第4323描述会议面面虚拟正式非正式包括：项目
团队成员利益相关者参受项目影响会议类型包括
限验教训收尾户组审查会议
463结束项目阶段：输出
4631终产品服务结果渡
输出指终产品转型服务结果授权项目
生产（相位闭合情况中间产品服务结果期）
4632组织程资产更新
作结果结束项目阶段程更新组织程资产包括
限：
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4 PROJECT INTEGRATION MANAGEMENT
Project files—Documentation resulting from the project’s activities for example project management
plan scope cost schedule and project calendars risk registers and other registers change management
documentation planned risk response actions and risk impact
Project or phase closure documents—Project or phase closure documents consisting of formal
documentation that indicates completion of the project or phase and the transfer of the completed
project or phase deliverables to others such as an operations group or to the next phase During project
closure the project manager reviews prior phase documentation customer acceptance documentation
from the Validate Scope process (Section 54) and the contract (if applicable) to ensure that all project
requirements are completed prior to finalizing the closure of the project If the project was terminated
prior to completion the formal documentation indicates why the project was terminated and formalizes
the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to
others
Historical information—Historical information and lessons learned information are transferred to the
lessons learned knowledge base for use by future projects or phases This can include information on
issues and risks as well as techniques that worked well that can be applied to future projects
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4项目集成理
例项目项目活动产生文档文件项目理
计划范围成进度项目日历风险登记登记变更理
文件计划风险应措施风险影响
项目阶段收尾文件项目阶段关闭文件包括正式
文件表明项目阶段完成完成转移
项目阶段交付成果行动组阶段项目
闭合项目理前阶段文档客户验收文件
验证范围程（第54节）合（适）确保项目
求完成项目结束前完成果该项目终止
完成前正式文档说明项目终止原形式化
完成未完成项目交付成果取消转移手续
历史信息历史信息验信息转移
吸取验教训项目阶段知识基础包括方面信息
问题风险技术效果应未项目
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5 PROJECT SCOPE MANAGEMENT
5
PROJECT SCOPE MANAGEMENT
Project Scope Management includes the processes required to ensure that the project includes all the work
required and only the work required to complete the project successfully Managing the project scope is primarily
concerned with defining and controlling what is and is not included in the project
Figure 51 provides an overview of the Project Scope Management processes which include the following
51 Plan Scope Management—The process of creating a scope management plan that documents how
the project scope will be defined validated and controlled
52 Collect Requirements—The process of determining documenting and managing stakeholder needs
and requirements to meet project objectives
53 Define Scope—The process of developing a detailed description of the project and product
54 Create WBS—The process of subdividing project deliverables and project work into smaller more
manageable components
55 Validate Scope—The process of formalizing acceptance of the completed project deliverables
56 Control Scope—The process of monitoring the status of the project and product scope and managing
changes to the scope baseline
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
In the project context the term scope can refer to
Product scope The features and functions that characterize a product service or result andor
Project scope The work performed to deliver a product service or result with the specified features and
functions The term project scope is sometimes viewed as including product scope
The processes used to manage project scope as well as the supporting tools and techniques can vary
by project The scope baseline for the project is the approved version of the project scope statement work
breakdown structure (WBS) and its associated WBS dictionary A baseline can be changed only through formal
change control procedures and is used as a basis for comparison while performing Validate Scope and Control
Scope processes as well as other controlling processes
55
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5项目范围理
5
项目范围理
项目范围理包括确保项目包括工作流程
求求工作成功完成项目理项目范围
关定义控制什包括项目
图51提供项目范围理程概述中包括：
51项目范围理程中创造范围理计划
项目范围定义验证控制
52收集求确定程记录理干系需
满足项目目标求
53适范围界定发展项目详细说明产品程
54创建WBS项目交付成果项目工作分成较程更
理部分
55验证范围正式验收已完成项目交付成果程
56控制范围监测项目产品范围现状理程
基线变化范围
程间相互作知识领域程详细描述
第3节附录A1
项目中长期范围参考：
产品范围特征功特征产品服务结果
项目范围执行工作提供产品服务具特定特征结果
功术语时作项目范围包括产品范围
理项目范围程支持工具技术改变
通项目该项目范围基线批准项目范围说明书版工作
分解结构（WBS）相关WBS字典基线通正式变化
变更控制程序作较基础进行验证控制范围
范围程控制程
55
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5 PROJECT SCOPE MANAGEMENT
Completion of the project scope is measured against the project management plan (Section 4231) Completion
of the product scope is measured against the product requirements (Section 52) The Project Scope Management
processes need to be well integrated with the other Knowledge Area processes so that the work of the project will
result in delivery of the specified product scope
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Outputs
1 Scope management plan
2 Requirements management
plan
1 Inputs
1 Scope management plan
2 Requirements management
plan
3 Stakeholder management plan
4 Project charter
5 Stakeholder register
2 Tools & Techniques
1 Interviews
2 Focus groups
3 Facilitated workshops
4 Group creativity techniques
5 Group decisionmaking
techniques
6 Questionnaires and surveys
7 Observations
8 Prototypes
9 Benchmarking
10 Context diagrams
11 Document analysis
3 Outputs
1 Requirements documentation
2 Requirements traceability
matrix
1 Inputs
1 Scope management plan
2 Project charter
3 Requirements documentation
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Product analysis
3 Alternatives generation
4 Facilitated workshops
3 Outputs
1 Project scope statement
2 Project documents updates
1 Inputs
1 Scope management plan
2 Project scope statement
3 Requirements documentation
4 Enterprise environmental
factors
5 Organizational process
assets
2 Tools & Techniques
1 Decomposition
2 Expert judgment
3 Outputs
1 Scope baseline
2 Project documents updates
1 Inputs
1 Project management plan
2 Requirements documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
2 Tools & Techniques
1 Inspection
2 Group decisionmaking
techniques
3 Outputs
1 Accepted deliverables
2 Change requests
3 Work performance information
4 Project documents updates
1 Inputs
1 Project management plan
2 Requirements documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process assets
2 Tools & Techniques
1 Variance analysis
3 Outputs
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Scope Management
Overview
52 Collect
Requirements
51 Plan Scope
Management 53 Define Scope
54 Create WBS
55 Validate Scope
56 Control Scope
Figure 51 Project Scope Management Overview
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5项目范围理
项目范围完成项目理计划（第4231）测量完成
产品范围产品求（第52节）项目范围理
程序需知识领域程结合样确保项目工作
交付规定产品范围结果
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2会议
3输出
1范围理计划
2需求理
计划
1投入
1范围理计划
2需求理
计划
3利益相关者理计划
4项目章程
5利益相关者注册
2工具技术
1面试
2重点群体
3促进研讨会
4组创新技术
5组决策
技术
6问卷调查
7观察
8原型
9基准
10背景图
11文件分析
3输出
1求文件
2求追溯性
矩阵
1投入
1范围理计划
2项目章程
3求文件
4组织程资产
2工具技术
1专家判断
2产品分析
3方案生成
4促进研讨会
3输出
1项目范围说明书
2项目文件更新
1投入
1范围理计划
2项目范围说明书
3求文件
4企业环境
素
5组织程
资产
2工具技术
1分解
2专家判断
3输出
1范围基准
2项目文件更新
1投入
1项目理计划
2求文件
3求追溯性
矩阵
4验证交付成果
5工作性数
2工具技术
1检查
2组决策
技术
3输出
1接受交付
2变更请求
3工作绩效信息
4项目文件更新
1投入
1项目理计划
2求文件
3求追溯性
矩阵
4工作性数
5组织程资产
2工具技术
1方差分析
3输出
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目范围理
概述
52集
求
51计划范围
理53定义范围
54创建WBS
55验证范围
56控制范围
图51项目范围理概述
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5 PROJECT SCOPE MANAGEMENT
5
51 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project
scope will be defined validated and controlled The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project The inputs tools and techniques and outputs of
this process are depicted in Figure 52 Figure 53 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Meetings
1 Scope management plan
2 Requirements
management plan
Figure 52 Plan Scope Management Inputs Tools & Techniques and Outputs
51
Plan Scope
Management
52
Collect
Requirements
53
Define
Scope
54
Create
WBS
Project Scope Management
Enterprise
Organization
41
Develop Project
Charter
42
Develop Project
Management
Plan
Project charter
Project
management
plan
Scope
management
plan
Requirements
management
plan
Enterprise
e nvironmental factors
Organizational
process assets
Figure 53 Plan Scope Management Data Flow Diagram
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5项目范围理
5
51计划理范围
计划理范围程范围理计划项目
范围定义验证控制程关键优势提供指导
方范围整项目理输入工具技术输出
程图52中描绘图53描述程数流图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2会议
1范围理计划
2求
理计划
图52计划理范围：输入输出工具技术
51
规划范围
理
52
收集
求
53
定义
范围
54
创建
WBS
项目范围理
企业
组织
41
开发项目
宪章
42
开发项目
理
计划
项目章程
项目
理
计划
范围
理
计划
求
理
计划
企业
环境素
组织
程资产
图53计划理范围数流图
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5 PROJECT SCOPE MANAGEMENT
The scope management plan is a component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified The development of the scope management
plan and the detailing of the project scope begin with the analysis of information contained in the project charter
(Section 4131) the latest approved subsidiary plans of the project management plan (Section 4231) historical
information contained in the organizational process assets (Section 214) and any other relevant enterprise
environmental factors (Section 215) This plan helps reduce the risk of project scope creep
511 Plan Scope Management Inputs
5111 Project Management Plan
Described in Section 4231 Approved subsidiary plans of the project management plan are used to create the
scope management plan and influence the approach taken for planning scope and managing project scope
5112 Project Charter
Described in Section 4131 The project charter is used to provide the project context needed to plan the scope
management processes It provides the highlevel project description and product characteristics from the project
statement of work
5113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Scope Management
process include but are not limited to
Organization’s culture
Infrastructure
Personnel administration and
Marketplace conditions
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5项目范围理
范围理计划组成部分项目项目理计划描述
范围定义开发监控控制验证范围理发展
计划项目范围细节开始信息分析包含项目章程
（第4131）新批准项目理计划子计划（第4231）历史
组织程资产中信息（第214）相关企业
环境素（第215）计划助减少项目范围蔓延风险
511计划范围理：输入
5111项目理计划
第4231描述批准项目理计划子计划创建
范围理计划影响范围规划理项目范围方法
5112项目章程
4131节叙述项目章程提供需规划范围项目背景
理流程提供项目高级项目描述产品特性
工作说明书
5113企业环境素
第215描述会影响计划范围理企业环境素
程包括限：
组织文化
基础设施
事理
市场条件
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5 PROJECT SCOPE MANAGEMENT
5
5114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Scope Management
process include but are not limited to
Policies and procedures and
Historical information and lessons learned knowledge base
512 Plan Scope Management Tools and Techniques
5121 Expert Judgment
Expert judgment refers to input received from knowledgeable and experienced parties Expertise may be
provided by any group or person with specialized education knowledge skill experience or training in developing
scope management plans
5122 Meetings
Project teams may attend project meetings to develop the scope management plan Attendees at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for any of the scope management processes and others as needed
513 Plan Scope Management Outputs
5131 Scope Management Plan
The scope management plan is a component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified The scope management plan is a major input
into the Develop Project Management Plan process and the other scope management processes The components
of a scope management plan include
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5项目范围理
5
5114组织程资产
第214描述组织程资产够影响计划理范围
程包括限：
政策程序
历史信息验知识库
512计划理范围：工具技术
5121专家判断
专家判断丰富知识验方接收输入专长
集团专业教育知识技验培训发展
范围理计划
5122会议
项目团队参加项目会议制定范围理计划会者
会议包括项目理项目发起项目团队成员选择
利益相关者范围理程责需
513计划理范围：输出
5131范围理计划
范围理计划组成部分项目项目理计划描述
范围定义开发监控控制验证范围理计划重输入
项目理计划程发展范围理程组件
范围理计划包括：
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5 PROJECT SCOPE MANAGEMENT
Process for preparing a detailed project scope statement
Process that enables the creation of the WBS from the detailed project scope statement
Process that establishes how the WBS will be maintained and approved
Process that specifies how formal acceptance of the completed project deliverables will be obtained and
Process to control how requests for changes to the detailed project scope statement will be processed
This process is directly linked to the Perform Integrated Change Control process (Section 45)
The scope management plan can be formal or informal broadly framed or highly detailed based on the needs
of the project
5132 Requirements Management Plan
The requirements management plan is a component of the project management plan that describes how
requirements will be analyzed documented and managed The phasetophase relationship described in
Section 2421 strongly influences how requirements are managed The project manager chooses the most
effective relationship for the project and documents this approach in the requirements management plan Many of
the requirements management plan components are based on that relationship
Components of the requirements management plan can include but are not limited to
How requirements activities will be planned tracked and reported
Configuration management activities such as how changes to the product will be initiated how impacts
will be analyzed how they will be traced tracked and reported as well as the authorization levels
required to approve these changes
Requirements prioritization process
Product metrics that will be used and the rationale for using them and
Traceability structure to reflect which requirement attributes will be captured on the traceability matrix
52 Collect Requirements
Collect Requirements is the process of determining documenting and managing stakeholder needs and
requirements to meet project objectives The key benefit of this process is that it provides the basis for defining and
managing the project scope including product scope The inputs tools and techniques and outputs of this process
are depicted in Figure 54 Figure 55 depicts the data flow diagram of the process
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5项目范围理
准备详细项目范围说明书程
程详细项目范围说明书工作分解结构创作
程建立WBS保持批准
程中指定正式验收已完成项目交付成果获
程控制求详细项目范围说明书变化处理
程直接关系执行整体变更控制程（第45节）
范围理计划正式非正式笼统非常详细基需求
该项目
5132需求理计划
需求理计划项目理计划组成部分介绍
求进行分析记录理相关系描述
部分2421强烈影响需求理项目理选择
项目文件效关系种方法需求理计划许
需求理计划组成部分基关系
需求理计划组成部分包括限：
求活动计划踪报告
配置理活动：产品变化开始影响
分析追踪追踪报告授权级
求批准变化
需求优先级排序程
产品度量理
追溯结构反映求属性踪矩阵捕获
52收集求
收集需求确定程记录理干系需
满足项目目标求程关键处提供基础定义
理项目范围包括产品范围输入工具技术程输出
图54描述图55描述程数流图
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5 PROJECT SCOPE MANAGEMENT
5
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Requirements
management plan
3 Stakeholder management
plan
4 Project charter
5 Stakeholder register
1 Interviews
2 Focus groups
3 Facilitated workshops
4 Group creativity
techniques
5 Group decisionmaking
techniques
6 Questionnaires and
surveys
7 Observations
8 Prototypes
9 Benchmarking
10 Context diagrams
11 Document analysis
1 Requirements
documentation
2 Requirements traceability
matrix
Figure 54 Collect Requirements Inputs Tools & Techniques and Outputs
Change log
Project Scope Management
52
Collect
Requirements
51
Plan Scope
Management
53
Define
Scope
54
Create
WBS
55
Validate
Scope
56
Control
Scope
Project charter
Stakeholder
register Stakeholder
management plan
Requirements
d ocumentation
Requirements
management plan
Scope management plan
Requirements traceability matrix
131
Identify Stakeholders
132
Plan
Stakeholder
Management
81
Plan Quality
Management
121
Plan
Procurement
Management
41
Develop Project
Charter
Figure 55 Collect Requirements Data Flow Diagram
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5项目范围理
5
输入工具技术输出
1范围理计划
2求
理计划
3利益相关者理
计划
4项目章程
5利益相关者注册
1面试
2重点群体
3促进研讨会
4组创造力
技术
5组决策
技术
6问卷调查
调查
7观察
8原型
9基准
10背景图
11文件分析
1求
文档
2求追溯性
矩阵
图54收集求：输入输出工具技术
更改日志
项目范围理
52
收集
求
51
规划范围
理
53
定义
范围
54
创建
WBS
55
验证
范围
56
控制
范围
项目章程
利益相关者
注册利益相关者
理计划
求
D ocumentation
求
理计划
范围理计划
求追溯性
矩阵
131
识
利益相关者
132
计划
利益相关者
理
81
规划质量
理
121
计划
采购
理
41
开发项目
宪章
图55收集需求数流图
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5 PROJECT SCOPE MANAGEMENT
The project’s success is directly influenced by active stakeholder involvement in the discovery and decomposition
of needs into requirements and by the care taken in determining documenting and managing the requirements
of the product service or result of the project Requirements include conditions or capabilities that are to be
met by the project or present in the product service or result to satisfy an agreement or other formally imposed
specification Requirements include the quantified and documented needs and expectations of the sponsor
customer and other stakeholders These requirements need to be elicited analyzed and recorded in enough detail
to be included in the scope baseline and to be measured once project execution begins Requirements become
the foundation of the WBS Cost schedule quality planning and sometimes procurement are all based upon
these requirements The development of requirements begins with an analysis of the information contained in the
project charter (Section 4131) the stakeholder register (Section 13131) and the stakeholder management plan
(Section 13231)
Many organizations categorize requirements into different types such as business and technical solutions the
former referring to stakeholder needs and the latter as to how those needs will be implemented Requirements can
be grouped into classifications allowing for further refinement and detail as the requirements are elaborated These
classifications include
Business requirements which describe the higherlevel needs of the organization as a whole such as the
business issues or opportunities and reasons why a project has been undertaken
Stakeholder requirements which describe needs of a stakeholder or stakeholder group
Solution requirements which describe features functions and characteristics of the product service
or result that will meet the business and stakeholder requirements Solution requirements are further
grouped into functional and nonfunctional requirements
○○ Functional requirements describe the behaviors of the product Examples include processes
data and interactions with the product
○○ Nonfunctional requirements supplement functional requirements and describe the environmental
conditions or qualities required for the product to be effective Examples include reliability
security performance safety level of service supportability retentionpurge etc
Transition requirements describe temporary capabilities such as data conversion and training
requirements needed to transition from the current asis state to the future tobe state
Project requirements which describe the actions processes or other conditions the project needs
to meet
Quality requirements which capture any condition or criteria needed to validate the successful completion
of a project deliverable or fulfillment of other project requirements
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5项目范围理
该项目成功直接发现利益相关者积极参分解影响
需求确定护理记录理求
产品服务项目结果求包括条件力
项目产品服务符合协议正式实施
规范求包括量化记录需求期赞助商
顾客利益相关者求需引起分析记录足够细节
列入范围基线旦项目开始执行测量求成
WBS基础成进度质量计划时采购基
求发展求信息中包含分析
项目章程（第4131）利益相关者注册（第13131）利益相关者理计划
（第13231）
许组织分类求类型商业技术解决方案
前者指利益相关者需者需实施求
分分类允许进步细化细节求进行阐述
分类包括：
业务需求描述该组织高级需作整体
业务问题机会什项目已进行
利害关系者求描述利益相关者需求利益相关者群体
溶液求描述特点功产品特性服务
结果满足企业利益相关者求溶液求进步
分功性非功性需求：
○○功需求描述产品行例子包括程
数产品相互作
○○非功性需求补充功求描述环境
该产品效必条件素质例子包括：性
安全性安全性服务水保障性保留净化等
时渡需求描述力数转换培训
求需目前状态未状态
项目求描述行程条件项目需求
满足
质量求捕获条件标准需验证成功完成
项目交付成果项目需满足
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521 Collect Requirements Inputs
5211 Scope Management Plan
Described in Section 5131 The scope management plan provides clarity as to how project teams will determine
which type of requirements need to be collected for the project
5212 Requirements Management Plan
Described in Section 5132 The requirements management plan provides the processes that will be used
throughout the Collect Requirements process to define and document the stakeholder needs
5213 Stakeholder Management Plan
Described in Section 13231 The stakeholder management plan is used to understand stakeholder
communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of
stakeholder participation in requirements activities
5214 Project Charter
Described in Section 4131 The project charter is used to provide the highlevel description of the product
service or result of the project so that detailed requirements can be developed
5215 Stakeholder Register
Described in Section 13131 The stakeholder register is used to identify stakeholders who can provide
information on the requirements The stakeholder register also captures major requirements and main expectations
stakeholders may have for the project
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5项目范围理
5
521收集求：输入
5211范围理计划
第5131描述范围理计划提供明确决定项目团队
种类型求需收集项目
5212需求理计划
第5132描述需求理计划提供程序
收集需求程定义文件干系需
5213利益相关者理计划
第13231描述利益相关者理计划解利益相关者
通信需求利益相关者参评估适应水
利益相关者参活动求
5214项目章程
4131节叙述项目章程提供产品高层次描述
服务项目结果开发详细求
5215利益相关者登记
第13131描述利益相关者寄存器识利益相关者提供
求信息利益相关者登记捕捉求期
利益相关者项目
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522 Collect Requirements Tools and Techniques
5221 Interviews
An interview is a formal or informal approach to elicit information from stakeholders by talking to them directly
It is typically performed by asking prepared and spontaneous questions and recording the responses Interviews
are often conducted on an individual basis between an interviewer and an interviewee but may involve multiple
interviewers andor multiple interviewees Interviewing experienced project participants sponsors and other
executives and subject matter experts can aid in identifying and defining the features and functions of the desired
product deliverables Interviews are also useful for obtaining confidential information
5222 Focus Groups
Focus groups bring together prequalified stakeholders and subject matter experts to learn about their
expectations and attitudes about a proposed product service or result A trained moderator guides the group
through an interactive discussion designed to be more conversational than a oneonone interview
5223 Facilitated Workshops
Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements
Workshops are considered a primary technique for quickly defining crossfunctional requirements and reconciling
stakeholder differences Because of their interactive group nature wellfacilitated sessions can build trust foster
relationships and improve communication among the participants which can lead to increased stakeholder
consensus In addition issues can be discovered earlier and resolved more quickly than in individual sessions
For example facilitated workshops called joint application designdevelopment (JAD) sessions are used in the
software development industry These facilitated sessions focus on bringing business subject matter experts and
the development team together to improve the software development process In the manufacturing industry quality
function deployment (QFD) is another example of a facilitated workshop technique that helps determine critical
characteristics for new product development QFD starts by collecting customer needs also known as voice of the
customer (VOC) These needs are then objectively sorted and prioritized and goals are set for achieving them User
stories which are short textual descriptions of required functionality are often developed during a requirements
workshop User stories describe the stakeholder who benefits from the feature (role) what the stakeholder needs to
accomplish (goal) and the benefit to the stakeholder (motivation) User stories are widely used with agile methods
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5项目范围理
522收集求：工具技术
5221访谈
采访获取信息利益相关者通直接交谈正式非正式方法
典型求准备发问题记录执行响应访谈
常进行采访者采访者间涉
面试官象面试验项目参者赞助商
理员题专家帮助识定义需功特点
产品交付访谈获取机密信息
5222焦点组
焦点组汇集通资格预审利益相关者题专家解
提出产品服务期态度结果训练素持指导组
通互动式讨设计单独采访话
5223促进研讨会
促进研讨会集中会议关键利益相关者确定产品求
研讨会认快速确定交叉功求协调技术
利益相关者差异交互式群性质课程建立信培养
关系提高参者间通信导致增加利益相关者
识外问题早发现时段更迅速解决
例促进研讨会称联合应设计开发（JAD）会话中
软件产业发展课程重点学科专家业务
开发团队起改进软件开发程制造业质量
功展开（QFD）例子促进车间技术助确定关键
新产品开发特点QFD开始通收集客户需求声音
客户（VOC）需求客观分类优先级实现目标设定户
事短需功文描述通常需求开发
车间户事描述利益相关者利益功（作）利益相关者需
达（目标）利利益相关者（动机）户事敏捷方法广泛应
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5 PROJECT SCOPE MANAGEMENT
5
5224 Group Creativity Techniques
Several group activities can be organized to identify project and product requirements Some of the group
creativity techniques that can be used are
Brainstorming A technique used to generate and collect multiple ideas related to project and product
requirements Although brainstorming by itself does not include voting or prioritization it is often used
with other group creativity techniques that do
N ominal group technique A technique that enhances brainstorming with a voting process used to rank
the most useful ideas for further brainstorming or for prioritization
Ideamind mapping A technique in which ideas created through individual brainstorming sessions are
consolidated into a single map to reflect commonality and differences in understanding and generate
new ideas
Affinity diagram A technique that allows large numbers of ideas to be classified into groups for review
and analysis
Multicriteria decision analysis A technique that utilizes a decision matrix to provide a systematic
analytical approach for establishing criteria such as risk levels uncertainty and valuation to evaluate
and rank many ideas
5225 Group DecisionMaking Techniques
A group decisionmaking technique is an assessment process having multiple alternatives with an expected
outcome in the form of future actions These techniques can be used to generate classify and prioritize product
requirements
There are various methods of reaching a group decision such as
Unanimity A decision that is reached whereby everyone agrees on a single course of action One way to
reach unanimity is the Delphi technique in which a selected group of experts answers questionnaires and
provides feedback regarding the responses from each round of requirements gathering The responses
are only available to the facilitator to maintain anonymity
Majority A decision that is reached with support obtained from more than 50 of the members of the
group Having a group size with an uneven number of participants can ensure that a decision will be
reached rather than resulting in a tie
Plurality A decision that is reached whereby the largest block in a group decides even if a majority is
not achieved This method is generally used when the number of options nominated is more than two
Dictatorship In this method one individual makes the decision for the group
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5项目范围理
5
5224群体创新技术
组活动组织识项目产品求组
创造性技术：
头脑风暴种产生收集创意项目产品相关技术
求头脑风暴法身包括投票优先级常
群体创新技术做
名誉集团技术种技术提高脑力激荡表决程进行排序
进步进行头脑风暴优先级想法
想法心智图种技术通头脑风暴会议创建思路
合反映性差异理解单图产生
新想法
亲图种技术允许量思想分成组审查
分析
目标决策分析种利决策矩阵提供系统方法
建立标准分析方法风险水确定性估价评价
许想法等级
5225群决策方法
组决策技术具备选方案预期评估程
未行动形式结果技术生成分类优化产品
求
达群体决策种方法：
致决定达成意单行动办法
达成致德尔菲法选定组专家回答问卷调查
提供关轮需求收集反馈反应
适於保持匿名者
数决定名成员获支持达50
集团组均匀数确保决定
达产生领带
决定达成组块决定数
没实现种方法通常选择提名数超两
专政种方法中群体决策
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All of these group decisionmaking techniques can be applied to the group creativity techniques used in the
Collect Requirements process
5226 Questionnaires and Surveys
Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a
large number of respondents Questionnaires andor surveys are most appropriate with varied audiences when
a quick turnaround is needed when respondents are geographically dispersed and where statistical analysis is
appropriate
5227 Observations
Observations provide a direct way of viewing individuals in their environment and how they perform their jobs or
tasks and carry out processes It is particularly helpful for detailed processes when the people that use the product
have difficulty or are reluctant to articulate their requirements Observation is also known as job shadowing
It is usually done externally by an observer viewing a business expert performing a job It can also be done by
a participant observer who actually performs a process or procedure to experience how it is done to uncover
hidden requirements
5228 Prototypes
Prototyping is a method of obtaining early feedback on requirements by providing a working model of the
expected product before actually building it Since a prototype is tangible it allows stakeholders to experiment
with a model of the final product rather than being limited to discussing abstract representations of their
requirements Prototypes support the concept of progressive elaboration in iterative cycles of mockup creation
user experimentation feedback generation and prototype revision When enough feedback cycles have been
performed the requirements obtained from the prototype are sufficiently complete to move to a design or build
phase Storyboarding is a prototyping technique showing sequence or navigation through a series of images or
illustrations Storyboards are used on a variety of projects in a variety of industries such as film advertising
instructional design and on agile and other software development projects In software development storyboards
use mockups to show navigation paths through webpages screens or other user interfaces
5229 Benchmarking
Benchmarking involves comparing actual or planned practices such as processes and operations to those
of comparable organizations to identify best practices generate ideas for improvement and provide a basis for
measuring performance The organizations compared during benchmarking can be internal or external
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5项目范围理
群体决策技术应集团创新技术
收集需求程
5226问卷调查
问卷调查够迅速信息积累问题写集
量受访者问卷调查合适观众
快速调整必受访者理分散统计分析
适
5227观测
结果提供环境中查直接方式完成工作
务实施程产品特详细程
困难愿意表达求观察称工作影子
通常观察者观业务专家进行工作外做做
参观察究竟谁执行程程序验做发现
隐藏求
5228原型
原型通提供工作模型求获早期反馈方法
预计产品前先建立原型形允许利益相关者实验
模型终产品仅限讨抽象表示
求原型支持模拟创作迭代周期逐步细化概念
户反馈产生原型试验修正足够反馈周期已
行原型求足够完整移动设计建造
相事板原型技术通系列图显示序列导航
插图事板种种行业项目电影广告
教学设计敏捷软件开发项目软件开发中事
模拟UPS通网页导航路径显示屏幕户界面
5229标杆
标杆理涉较实际计划做法程操作
类似组织确定佳做法产生改进思想提供
测量性该组织相基准部外部
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5
52210 Context Diagrams
The context diagram is an example of a scope model Context diagrams visually depict the product scope by
showing a business system (process equipment computer system etc) and how people and other systems
(actors) interact with it Context diagrams show inputs to the business system the actor(s) providing the input the
outputs from the business system and the actor(s) receiving the output
52211 Document Analysis
Document analysis is used to elicit requirements by analyzing existing documentation and identifying
information relevant to the requirements There are a wide range of documents that may be analyzed to help elicit
relevant requirements Examples of documents that may be analyzed include but are not limited to business plans
marketing literature agreements requests for proposal current process flows logical data models business rules
repositories application software documentation business process or interface documentation use cases other
requirements documentation problemissue logs policies procedures and regulatory documentation such as
laws codes or ordinances etc
523 Collect Requirements Outputs
5231 Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project
Requirements may start out at a high level and become progressively more detailed as more about the requirements
is known Before being baselined requirements need to be unambiguous (measurable and testable) traceable
complete consistent and acceptable to key stakeholders The format of a requirements document may range from
a simple document listing all the requirements categorized by stakeholder and priority to more elaborate forms
containing an executive summary detailed descriptions and attachments
Components of requirements documentation can include but are not limited to
Business requirements including
○○ Business and project objectives for traceability
○○ Business rules for the performing organization and
○○ Guiding principles of the organization
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5
52210背景图
背景图范围模型例背景图直观反映产品范围
呈现业务系统（工艺设备计算机系统等等）系统
（演员）交互作背景图显示输入业务系统演员（）提供输入
业务系统输出演员（）接收输出
52211文件分析
文件分析引起求通分析现文档识
关信息求引起广泛帮助文件
相关求分析文件例子包括限：商业计划
营销文学协议请求建议目前工艺流程逻辑数模型业务规
库应软件文档流程接口文档情况
需求文档问题日志政策程序法规文件
法律法规法令等
523收集求：输出
5231需求文档
需求文档介绍性化需求满足业务需项目
求开始高水逐渐变更详细更求
已知基线求明确（测量测）追溯
完整致接受关键利益相关者求文件格式范围
简单文件列出利益相关者求优先级分类更复杂形式
包含执行总结详细说明附件
需求文档组件包括限：
业务需求包括：
追溯○○业务项目目标
○○业务规执行机构
○○指导原组织
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Stakeholder requirements including
○○ Impacts to other organizational areas
○○ Impacts to other entities inside or outside the performing organization and
○○ Stakeholder communication and reporting requirements
Solution requirements including
○○ Functional and nonfunctional requirements
○○ Technology and standard compliance requirements
○○ Support and training requirements
○○ Quality requirements and
○○ Reporting requirements etc (solution requirements can be documented textually in models
or both)
Project requirements such as
○○ Levels of service performance safety compliance etc and
○○ Acceptance criteria
Transition requirements
Requirements assumptions dependencies and constraints
5232 Requirements Traceability Matrix
The requirements traceability matrix is a grid that links product requirements from their origin to the
deliverables that satisfy them The implementation of a requirements traceability matrix helps ensure that each
requirement adds business value by linking it to the business and project objectives It provides a means
to track requirements throughout the project life cycle helping to ensure that requirements approved in the
requirements documentation are delivered at the end of the project Finally it provides a structure for managing
changes to the product scope
Tracing includes but is not limited to tracing requirements for the following
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5项目范围理
利害关系者求包括：
○○影响组织区域
○○影响执行组织部外部实体
○○利益相关者沟通报告求
溶液求包括：
○○功性非功性需求
○○技术标准符合性求
○○支持培训求
○○质量求
○○报告求等等（解决方案求模型记录
者两者）
项目求：
○○服务水性安全性等
○○验收标准
渡求
求假设赖约束
5232需求踪矩阵
需求踪矩阵网格产品求起源
满足成果需求踪矩阵实施助确保
求增加业务价值通链接业务项目目标提供种手段
踪求整项目生命周期助确保批准求
求文件项目结束时发表理提供结构
产品范围变化
踪包括限续踪求：
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5 PROJECT SCOPE MANAGEMENT
5
Business needs opportunities goals and objectives
Project objectives
Project scopeWBS deliverables
Product design
Product development
Test strategy and test scenarios and
Highlevel requirements to more detailed requirements
Attributes associated with each requirement can be recorded in the requirements traceability matrix These
attributes help to define key information about the requirement Typical attributes used in the requirements
traceability matrix may include a unique identifier a textual description of the requirement the rationale
for inclusion owner source priority version current status (such as active cancelled deferred added
approved assigned completed) and status date Additional attributes to ensure that the requirement has met
stakeholders’ satisfaction may include stability complexity and acceptance criteria Figure 56 provides an
example of a requirements traceability matrix with its associated attributes
Requirements Traceability Matrix
ID Requirements Description
Business Needs
Opportunities
Goals Objectives
Project
Objectives
Associate
ID
WBS
Deliverables
Product
Design
Product
Development
Test
Cases
Project Name Programs Portfolios
Cost Center
Project Description
10
11
12
121
20
21
211
30
31
32
40
50
001
002
003
004
005
Figure 56 Example of a Requirements Traceability Matrix
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5项目范围理
5
业务需机会目标目标
项目目标
项目范围 WBS交付
产品设计
产品开发
测试策略测试场景
高水求更详细求
求相关属性记录需求踪矩阵
属性助确定关键信息求典型属性应求
踪矩阵包括：唯标识符该求文描述理基础
包含业源优先级版目前状况（活性取消延迟增加
批准分配完成）状态日期额外属性确保满足求
利益相关者满意度包括稳定性复杂性验收标准图提供
相关联属性需求踪矩阵例子
需求踪矩阵
ID需求描述
业务需求
机会
目标目
项目
目标
副
ID
WBS
交付成果
产品
设计
产品
发展
试验
例
项目名称：项目投资组合
成中心：
项目描述：
1
11
12
121
2
21
211
3
31
32
4
5
001
002
003
004
005
图56需求踪矩阵例子
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5 PROJECT SCOPE MANAGEMENT
53 Define Scope
Define Scope is the process of developing a detailed description of the project and product The key benefit of
this process is that it describes the project service or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope The inputs tools and techniques and outputs of
this process are depicted in Figure 57 Figure 58 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Project charter
3 Requirements
documentation
4 Organizational process
assets
1 Expert judgment
2 Product analysis
3 Alternatives generation
4 Facilitated workshops
1 Project scope statement
2 Project documents
updates
Figure 57 Define Scope Inputs Tools & Techniques and Outputs
Project Scope Management
53
Define
Scope
51
Plan Scope
Management
52
Collect
Requirements
54
Create
WBS
Organizational
process assets
Project
charter
Requirements
d ocumentation
Scope
management
plan
Project
scope
statement
Project documents
updates
41
Develop Project
Charter
63
Sequence
Activities
65
Estimate
Activity Durations
66
Develop
Schedule
Project
Documents
Enterprise
Organization
Figure 58 Define Scope Data Flow Diagram
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5项目范围理
53范围定义
定义范围开发项目详细说明产品程关键处
程描述项目服务结果边界定义求
收集纳入排项目范围输入工具技术输出
程图57描绘图58描述程数流图
输入工具技术输出
1范围理计划
2项目章程
3求
文档
4组织程
资产
1专家判断
2产品分析
3方案生成
4促进研讨会
1项目范围说明书
2项目文件
更新
图57定义范围：输入输出工具技术
项目范围理
53
定义
范围
51
规划范围
理
52
收集
求
54
创建
WBS
组织
程资产
项目
宪章
求
D ocumentation
范围
理
计划
项目
范围
声明
项目文件
更新
41
开发项目
宪章
63
序列
活动
65
估计
活动持续时间
66
发展
铁列车时刻表
项目
文件
企业
组织
图58范围定义数流图
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5 PROJECT SCOPE MANAGEMENT
5
Since all of the requirements identified in Collect Requirements may not be included in the project the Define
Scope process selects the final project requirements from the requirements documentation delivered during the
Collect Requirements process It then develops a detailed description of the project and product service or result
The preparation of a detailed project scope statement is critical to project success and builds upon the major
deliverables assumptions and constraints that are documented during project initiation During project planning
the project scope is defined and described with greater specificity as more information about the project is known
Existing risks assumptions and constraints are analyzed for completeness and added or updated as necessary
The Define Scope process can be highly iterative In iterative life cycle projects a highlevel vision will be developed
for the overall project but the detailed scope is determined one iteration at a time and the detailed planning for the
next iteration is carried out as work progresses on the current project scope and deliverables
531 Define Scope Inputs
5311 Scope Management Plan
Described in Section 5131The scope management plan is a component of the project management plan
that establishes the activities for developing monitoring and controlling the project scope
5312 Project Charter
Described in Section 4131 The project charter provides the highlevel project description and product
characteristics It also contains project approval requirements If a project charter is not used in the performing
organization then comparable information needs to be acquired or developed and used as a basis for the detailed
project scope statement Organizations that do not produce a formal project charter will usually perform an informal
analysis to identify the content necessary for further scope planning
5313 Requirements Documentation
Described in Section 5231 This documentation will be used to select the requirements that will be included
in the project
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5项目范围理
5
收集求确定求包括项目定义
方法选取范围终项目需求需求文档交付期间
收集需求程然开发项目产品详细描述服务结果
详细项目范围说明书编制项目成功关键建立
交付成果假设限制记录项目启动项目规划
项目范围定义已知关项目更信息更具体描述
存风险假设制约素进行分析完整性添加更新必
范围定义程高度迭代迭代生命周期项目高层次视觉发展
整项目具体范围次确定迭代详细规划
次迭代进行工作进展目前项目范围交付
531定义范围：输入
5311范围理计划
第5131the范围理计划项目理计划部分
建立活动发展监测控制项目范围
5312项目章程
4131节叙述项目章程提供高级项目描述产品
特征包含项目审批求果项目章程执行
组织然信息需获发展作详细基础
项目范围说明书组织产生正式项目章程通常会进行非正式
确定进步范围规划必容分析
5313需求文档
第5231描述文档选择求包括
项目
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5 PROJECT SCOPE MANAGEMENT
5314 Organizational Process Assets
Described in Section 214 Organizational process assets can influence how scope is defined Examples include
but are not limited to
Policies procedures and templates for a project scope statement
Project files from previous projects and
Lessons learned from previous phases or projects
532 Define Scope Tools and Techniques
5321 Expert Judgment
Expert judgment is often used to analyze the information needed to develop the project scope statement Such
judgment and expertise is applied to any technical detail Such expertise is provided by any group or individual with
specialized knowledge or training and is available from many sources including but not limited to
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups and
Subject matter experts
5322 Product Analysis
For projects that have a product as a deliverable as opposed to a service or result product analysis can be an
effective tool Each application area has one or more generally accepted methods for translating highlevel product
descriptions into tangible deliverables Product analysis includes techniques such as product breakdown systems
analysis requirements analysis systems engineering value engineering and value analysis
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5项目范围理
5314组织程资产
第214描述组织程资产影响范围定义例子包括
限：
政策程序项目范围说明书模板
前项目项目文件
验教训阶段项目
532定义范围：工具技术
5321专家判断
专家判断常常分析需制定项目范围说明书信息样
判断知识应技术细节样知识团体
专业知识训练许源包括限：
单位组织
顾问
利益相关者包括客户赞助商
专业技术协会
产业群
题专家
532产品分析
产品作交付项目服务产品分析结果
效工具应领域普遍接受方法高层次产品
描述转化形交付成果产品分析产品分解系统
分析需求分析系统工程价值工程价值分析
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5 PROJECT SCOPE MANAGEMENT
5
5323 Alternatives Generation
Alternatives generation is a technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project A variety of general management techniques
can be used such as brainstorming lateral thinking analysis of alternatives etc
5324 Facilitated Workshops
Described in Section 5223 The participation of key players with a variety of expectations andor fields of
expertise in these intensive working sessions helps to reach a crossfunctional and common understanding of the
project objectives and its limits
533 Define Scope Outputs
5331 Project Scope Statement
The project scope statement is the description of the project scope major deliverables assumptions and
constraints The project scope statement documents the entire scope including project and product scope It
describes in detail the project’s deliverables and the work required to create those deliverables It also provides a
common understanding of the project scope among project stakeholders It may contain explicit scope exclusions
that can assist in managing stakeholder expectations It enables the project team to perform more detailed planning
guides the project team’s work during execution and provides the baseline for evaluating whether requests for
changes or additional work are contained within or outside the project’s boundaries
The degree and level of detail to which the project scope statement defines the work that will be performed
and the work that is excluded can help determine how well the project management team can control the overall
project scope The detailed project scope statement either directly or by reference to other documents includes
the following
Product scope description Progressively elaborates the characteristics of the product service or result
described in the project charter and requirements documentation
Acceptance criteria A set of conditions that is required to be met before deliverables are accepted
Deliverable Any unique and verifiable product result or capability to perform a service that is required
to be produced to complete a process phase or project Deliverables also include ancillary results such
as project management reports and documentation These deliverables may be described at a summary
level or in great detail
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5项目范围理
5
5323代方案产生
代品产生开发许潜选择识技术
执行实施项目工作方法种样通理技术
头脑风暴法横思维分析代品等
5324促进研讨会
第5223描述种样期领域关键球员参
密集工作会议专业知识助达成跨功认识
项目目标范围
533定义范围：输出
5331节项目范围说明书
项目范围说明书项目范围交付成果假设描述
约束项目范围说明书文件整范围包括项目产品范围
介绍详细介绍该项目交付成果创造交付物需工作提供
项目利益相关者项目范围理解包含明确范围外
够协助理利益相关方期项目团队进行更详细规划
指导项目团队工作执行程中提供基线评估否求
变更附加工作包含超出项目边界
程度水详细项目范围说明书定义执行工作
工作排帮助确定项目理团队整体控制
项目范围详细项目范围说明书直接通引文件包括
：
产品范围描述逐步阐述产品特性服务结果
描述项目章程求文件
验收标准组条件需满足前接受
交付验证产品结果独特提供服务力必需
制作完成程阶段项目交付成果包括辅助结果样
作项目理报告文件交付成果概括描述
水详细
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5 PROJECT SCOPE MANAGEMENT
Project exclusion Generally identifies what is excluded from the project Explicitly stating what is out of
scope for the project helps to manage stakeholders’ expectations
Constraints A limiting factor that affects the execution of a project or process Constraints identified with
the project scope statement list and describe the specific internal or external restrictions or limitations
associated with the project scope that affect the execution of the project for example a predefined
budget or any imposed dates or schedule milestones that are issued by the customer or performing
organization When a project is performed under an agreement contractual provisions will generally be
constraints Information on constraints may be listed in the project scope statement or in a separate log
Assumptions A factor in the planning process that is considered to be true real or certain without
proof or demonstration Also describes the potential impact of those factors if they prove to be false
Project teams frequently identify document and validate assumptions as part of their planning process
Information on assumptions may be listed in the project scope statement or in a separate log
Although the project charter and the project scope statement are sometimes perceived as containing a certain
degree of redundancy they are different in the level of detail contained in each The project charter contains highlevel
information while the project scope statement contains a detailed description of the scope elements These
elements are progressively elaborated throughout the project Table 51 describes some of the key elements for
each document
Table 51 Elements of the Project Charter and Project Scope Statement
Project Charter
Project purpose or justification
Measurable project objectives
and related success criteria
Highlevel requirements
Highlevel project description
Highlevel risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements
(what constitutes success who
decides it who signs off)
Assigned project manager
responsibility and authority
level
Name and authority of the
sponsor or other person(s)
authorizing the project charter
Project Scope Statement
Project scope description
(progressively elaborated)
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
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5项目范围理
项目排般确定什排项目明确说明什
该项目范围助理利益相关方期
约束限制素影响项目流程执行约束识
项目范围说明书列出描述具体部外部约束限制
项目范围影响项目执行相关联例预定义
预算强加日期进度里程碑客户进行发布
组织项目协议执行合规定般
约束信息约束项目范围说明书中单独日志市
假设规划程中认真实素确定没
验证描述素潜影响果证明错误
项目团队常识文档验证假设作规划程部分
信息假设项目范围说明书中单独日志市
项目章程项目范围说明书时视含定
冗余度详细程度包含项目章程包含高水
信息项目范围说明书包含范围元素详细描述
元素逐步细化整项目表51描述关键素
文件
表51该项目章程项目范围说明书元素
项目章程
项目目理
衡量目标
成功标准
高水求
高水项目描述
高级风险
摘里程碑进度表
汇总预算
利益相关者名单
工程验收求
（什成功谁
决定谁签字）
委派项目理
责权威
水
名称权威
发起（）
批准项目章程
项目范围说明书
项目范围说明书
（逐步完善）
验收标准
项目交付成果
项目外
项目约束
项目假设
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5 PROJECT SCOPE MANAGEMENT
5
5332 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register
Requirements documentation and
Requirements traceability matrix
54 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller more manageable
components The key benefit of this process is that it provides a structured vision of what has to be delivered The
inputs tools and techniques and outputs of this process are depicted in Figure 59 Figure 510 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Project scope statement
3 Requirements
documentation
4 Enterprise environmental
factors
5 Organizational process
assets
1 Decomposition
2 Expert judgment
1 Scope baseline
2 Project documents
updates
Figure 59 Create WBS Inputs Tools & Techniques and Outputs
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5项目范围理
5
5332项目文件更新
项目文件更新包括限：
利益相关者登记
需求文档
需求踪矩阵
54创建WBS
创建工作分解结构项目交付成果项目工作细分成更更易理
组件程关键优势提供结构化视觉交付
输入工具技术程输出描绘图59图510描绘数
工艺流程图
输入工具技术输出
1范围理计划
2项目范围说明书
3求
文档
4企业环境
素
5组织程
资产
1分解
2专家判断
1范围基准
2项目文件
更新
图59创建工作分解结构：输入输出工具技术
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5 PROJECT SCOPE MANAGEMENT
Project Scope Management
54
Create
WBS
53
Define
Scope
51
Plan Scope
Management
52
Collect
Requirements
55
Validate
Scope
Enterprise
e nvironmental
factors
Organizational
process assets
Project scope
statement
Requirements
d ocumentation
Scope
management
plan
Scope
b aseline
Project documents
updates 72
Estimate
Costs
73
Determine
Budget
42
Develop Project
Management
Plan
62
Define
Activities
112
Identify
Risks
113
Perform
Qualitative Risk
Analysis
Project
Documents
Enterprise
Organization
Figure 510 Create WBS Data Flow Diagram
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to
accomplish the project objectives and create the required deliverables The WBS organizes and defines the total
scope of the project and represents the work specified in the current approved project scope statement
The planned work is contained within the lowest level of WBS components which are called work packages
A work package can be used to group the activities where work is scheduled and estimated monitored and
controlled In the context of the WBS work refers to work products or deliverables that are the result of activity and
not to the activity itself
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5项目范围理
项目范围理
54
创建
WBS
53
定义
范围
51
规划范围
理
52
收集
求
55
验证
范围
企业
环境
素
组织
程资产
项目范围
声明
求
D ocumentation
范围
理
计划
范围
B aseline
项目文件
更新72
估计
成
73
确定
预算
42
开发项目
理
计划
62
定义
活动
112
识
风险
113
执行
定性风险
分析
项目
文件
企业
组织
图510创建数流图
工作分解结构分层分解工作总范围项目团队进行
实现项目目标创造必交付成果WBS组织定义整
项目范围前批准项目范围说明书规定工作
计划工作包含WBS组件低水称工作包
工作包组活动工作计划估计监测
控制WBS中工作指工作产品交付活动结果
活动身
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5 PROJECT SCOPE MANAGEMENT
5
541 Create WBS Inputs
5411 Scope Management Plan
Described in Section 5131 The scope management plan specifies how to create the WBS from the detailed
project scope statement and how the WBS will be maintained and approved
5412 Project Scope Statement
Described in Section 5331 The project scope statement describes the work that will be performed and the
work that is excluded It also lists and describes the specific internal or external restrictions or limitations that may
affect the execution of the project
5413 Requirements Documentation
Described in Section 5231 Detailed requirements documentation is essential for understanding what needs
to be produced as the result of the project and what needs to be done to deliver the project and its final products
5414 Enterprise Environmental Factors
Described in Section 215 Industryspecific WBS standards relevant to the nature of the project may serve
as external reference sources for creation of the WBS For example engineering projects may reference ISOIEC
15288 on Systems Engineering – System Life Cycle Processes [6] to create a WBS for a new project
5415 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Create WBS process
include but are not limited to
Policies procedures and templates for the WBS
Project files from previous projects and
Lessons learned from previous projects
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5项目范围理
5
541创建WBS：输入
5411范围理计划
第5131描述范围理计划指定详细创建工作分解结构
项目范围说明书WBS保持批准
5412项目范围说明书
第5331节描述项目范围说明书中描述工作执行
工作排列出描述具体部外部约束限制
影响项目执行
5413需求文档
第5231描述详细需求文档解什需
生产项目结果需做什交付项目终产品
5414企业环境素
第215描述特定行业工作标准工程性质关作
WBS创建外部参考源例工程项目参考ISO／IEC
15288系统工程–系统生命周期程[ 6 ]创造新项目工作分解结构
5415组织程资产
第214描述组织程资产够影响创建WBS程
包括限：
政策程序WBS模板
前项目项目文件
前项目学教训
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5 PROJECT SCOPE MANAGEMENT
542 Create WBS Tools and Techniques
5421 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts The work package is the work defined at the lowest level of the WBS for which
cost and duration can be estimated and managed The level of decomposition is often guided by the degree of
control needed to effectively manage the project The level of detail for work packages will vary with the size
and complexity of the project Decomposition of the total project work into work packages generally involves the
following activities
Identifying and analyzing the deliverables and related work
Structuring and organizing the WBS
Decomposing the upper WBS levels into lowerlevel detailed components
Developing and assigning identification codes to the WBS components and
Verifying that the degree of decomposition of the deliverables is appropriate
A portion of a WBS with some branches of the WBS decomposed down through the work package level is shown
in Figure 511
5422 Expert Judgment
Expert judgment is often used to analyze the information needed to decompose the project deliverables down
into smaller component parts in order to create an effective WBS Such judgment and expertise is applied to
technical details of the project’s scope and used to reconcile differences in opinion on how to best break down
the overall scope of the project This level of expertise is provided by any group or individual with relevant training
knowledge or experience with similar projects or business areas Expert judgment can also come in the form
of predefined templates that provide guidance on how to effectively break down common deliverables Such
templates may be industry or discipline specific or may come from experience gained in similar projects The
project manager in collaboration with the project team then determines the final decomposition of the project
scope into the discrete work packages that will be used to effectively manage the work of the project
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5项目范围理
542创建WBS：工具技术
5421分解
分解种技术细分项目范围项目交付成果
更更易理部分工作包中WBS低水确定工作
成时间估计理分解水受定程度指导
控制需效理项目工作包详细程度粒径
项目复杂性该项目总工作分解工作包通常包括
列活动：
识分析交付成果相关工作
构建组织工作
WBS分解成低层次水详细组件
发展分配识码WBS成分
验证交付成果分解程度适
示出WBSWBS分解工作包级分支机构部分
图5
5422专家判断
专家判断分析项目交付成果分解需信息
成更组成部分建立效工作分解结构样判断知识应
该项目范围技术细节调破意见分歧
该项目整体范围专业水集团提供相关培训
知识验类似项目业务领域专家判断进形式
预定义模板提供指导效破常见交付成果样
模板行业学科特定类似工程中积累验
项目理项目团队合作确定项目终分解
范围离散工作包效理项目工作
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5 PROJECT SCOPE MANAGEMENT
5
10
Value Management
System Project
11
Needs
Assessment
12
Standards
Development
13
Systems
Engineering
14
Project
Management
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
1111
Components
Identification
1121
Gap
Assessment
1131
Alternatives
Identification
114
System Requirements
Development
113
Alternatives
Development
112
Requirements
Determination
111
Current System
Audit
1112
Components
Analysis
1122
Requirements
Changes Identification
1132
Alternatives
Analysis
Figure 511 Sample WBS Decomposed Down Through Work Packages
A WBS structure may be created through various approaches Some of the popular methods include the topdown
approach the use of organizationspecific guidelines and the use of WBS templates A bottomup approach
can be used during the integration of subcomponents The WBS structure can be represented in a number of forms
such as
Using phases of the project life cycle as the second level of decomposition with the product and project
deliverables inserted at the third level as shown in Figure 512
Using major deliverables as the second level of decomposition as shown in Figure 513 and
Incorporating subcomponents which may be developed by organizations outside the project team such
as contracted work The seller then develops the supporting contract WBS as part of the contracted work
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5项目范围理
5
1
价值理
系统工程
11
需
评估
12
标准
发展
13
系统
工程类
14
项目
理
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
1111
组件
识
1121
间隙
评估
1131
代品
识
114
系统求
发展
113
代品
发展
112
求
测定
111
前系统
审计
1112
组件
分析
1122
求
变化识
系
代品
分析
图5WBS工作包分解样
WBS结构通种途径创造流行方法包括顶
方法具体组织指南WBS模板底方法
整合程中组件WBS结构种形式表示
：
利项目生命周期阶段分解二级产品项目
插第三水图5示
交付成果分解二级图513显示
组件项目团队外部组织发达样
合工作卖方提出支持合工作分解结构承包部分工作
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5 PROJECT SCOPE MANAGEMENT
Planning
Software Product
Release 50
Detail
Design Construct
Integration
and Test
Project
Management
Product
Requirements
Software Software Software Software
Meetings
User
Documentation
User
Documentation
User
Documentation
User
Documentation
Administration
Training Program
Materials
Training Program
Materials
Training Program
Materials
Training Program
Materials
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
Figure 512 Sample WBS Organized by Phase
System
Engineering
Management
Supporting
PM Activities
Aircraft
System
Project
Management
Equipment
Training
Facilities
Training
Services
Training
Training
Technical
Orders
Engineering
Data
Management
Data
Data Air
Vehicle
Organizational
Level SE
Intermediate
Level SE
Depot
Level SE
Support
Equipment
Airframe Engine Communication
System
Navigation
System
Fire Control
System
Base
Buildings
Maintenance
Facility
Facilities
Mockups
Operational
Test
Developmental
Test
Test
Test and
Evaluation
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
Figure 513 Sample WBS with Major Deliverables
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5项目范围理
规划
软件产品
版5
细节
设计构建
整合
测试
项目
理
产品
求
软件软件软件软件
会议
户
文档
户
文档
户
文档
户
文档
理
培训计划
材料
培训计划
材料
培训计划
材料
培训计划
材料
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
图5WBS组织样品相
系统
工程类
理
支持
午活动
飞机
系统
项目
理
设备
培训
设施
培训
服务
培训
培训
技术
订单
工程类
数
理
数
数空气
车辆
组织
硒水
中间
硒水
仓库
硒水
支持
设备
飞机引擎通信
系统
导航
系统
消防控制
系统
基
建筑
维修
设施
设施
模拟UPS
操作
试验
发展
试验
试验
试验
评价
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
图513样品WBS交付成果
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5
Decomposition of the upperlevel WBS components requires subdividing the work for each of the deliverables
or subcomponents into its most fundamental elements where the WBS components represent verifiable products
services or results The WBS may be structured as an outline an organizational chart or other method that identifies
a hierarchical breakdown Verifying the correctness of the decomposition requires determining that the lowerlevel
WBS components are those that are necessary and sufficient for completion of the corresponding higherlevel
deliverables Different deliverables can have different levels of decomposition To arrive at a work package the
work for some deliverables needs to be decomposed only to the next level while others need additional levels of
decomposition As the work is decomposed to greater levels of detail the ability to plan manage and control the
work is enhanced However excessive decomposition can lead to nonproductive management effort inefficient
use of resources decreased efficiency in performing the work and difficulty aggregating data over different levels
of the WBS
Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far into the
future The project management team usually waits until the deliverable or subcomponent is agreed on so the
details of the WBS can be developed This technique is sometimes referred to as rolling wave planning
The WBS represents all product and project work including the project management work The total of the work
at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed
This is sometimes called the 100 percent rule
For specific information regarding the WBS refer to the Practice Standard for Work Breakdown Structures –
Second Edition [7] This standard contains industryspecific examples of WBS templates that can be tailored to
specific projects in a particular application area
543 Create WBS Outputs
5431 Scope Baseline
The scope baseline is the approved version of a scope statement work breakdown structure (WBS) and its
associated WBS dictionary that can be changed only through formal change control procedures and is used as a
basis for comparison It is a component of the project management plan Components of the scope baseline include
Project scope statement The project scope statement includes the description of the project scope
major deliverables assumptions and constraints
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5项目范围理
5
层WBS分解需细分工作部件交付成果
子组件基元素WBS组件代表验证产品
服务结果WBS结构作纲组织结构图方法识
层次分解验证分解正确性求确定较低水
WBS组件必足够相应级完成
交付成果产品层次分解达工作包该
某交付成果工作需分解级需额外水
分解工作分解更程度细节计划理控制力
提高工作然度分解导致非生产性理工作效率低
利资源执行工作效率降数聚合级难度
WBS
分解种交付子组件
未项目理团队通常等交付子组件致
WBS细节开发种方法时称滚动式规划
工作分解结构产品项目工作包括项目理工作工作总
低水应该升更高水什没留没额外工作
时称百分100法
关工作分解结构具体信息指实践标准工作分解结构–
第二版[ 7 ]标准包含WBS模板针特定行业例子
特定应领域具体项目
543创建WBS：输出
5431范围基线
范围基线批准范围说明书版工作分解结构（WBS）
相关WBS字典通正式变更控制程序改变作
较基础项目理计划部分范围基准部件包括：
项目范围说明书项目范围说明书包括项目范围描述
交付成果假设约束
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5 PROJECT SCOPE MANAGEMENT
WBS The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project
team to accomplish the project objectives and create the required deliverables Each descending level
of the WBS represents an increasingly detailed definition of the project work The WBS is finalized by
assigning each work package to a control account and establishing a unique identifier for that work
package from a code of accounts These identifiers provide a structure for hierarchical summation
of costs schedule and resource information A control account is a management control point
where scope budget actual cost and schedule are integrated and compared to the earned value for
performance measurement Control accounts are placed at selected management points in the WBS
Each control account may include one or more work packages but each of the work packages should
be associated with only one control account A control account may include one or more planning
packages A planning package is a work breakdown structure component below the control account
with known work content but without detailed schedule activities
WBS dictionary The WBS dictionary is a document that provides detailed deliverable activity and
scheduling information about each component in the WBS The WBS dictionary is a document that
supports the WBS Information in the WBS dictionary may include but is not limited to
○○ Code of account identifier
○○ Description of work
○○ Assumptions and constraints
○○ Responsible organization
○○ Schedule milestones
○○ Associated schedule activities
○○ Resources required
○○ Cost estimates
○○ Quality requirements
○○ Acceptance criteria
○○ Technical references and
○○ Agreement information
5432 Project Documents Updates
Project documents that may be updated include but are not limited to requirements documentation which may
need to be updated to include approved changes If approved change requests result from the Create WBS process
then the requirements documentation may need to be updated to include approved changes
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5项目范围理
WBS工作分解结构分层分解工作总范围项目实施
团队完成项目目标创造必交付成果降级
WBS代表越越详细项目工作定义WBS定稿
分配工作包控制帐户建立工作唯标识符
帐户代码包标识符提供层次结构
成进度资源信息控制理控制点
范围预算实际成进度集成挣值
绩效测量控制帐户放置WBS中选定理点
控制帐户包括工作包工作包应
控制帐户关控制帐户包括规划
包规划计划工作分解结构分量低控制帐户
已知工作容没详细活动计划
WBS字典WBS字典文件提供详细交付成果活动
调度信息WBS组件WBS字典文件
支持WBSWBS字典信息包括限：
○○科目编码标识符
○○工作说明
○○假设约束
○○负责组织
○○进度里程碑
○○相关活动计划
○○需资源
○○成估计
○○质量求
○○验收标准
○○技术参考
○○协议信息
5432项目文件更新
项目文件更新包括限需求文档
需更新包括批准变更果批准变更请求结果创建WBS程
然求文件需更新包括批准变更
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5 PROJECT SCOPE MANAGEMENT
5
55 Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables The key benefit
of this process is that it brings objectivity to the acceptance process and increases the chance of final product
service or result acceptance by validating each deliverable The inputs tools and techniques and outputs of this
process are depicted in Figure 514 Figure 515 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
1 Inspection
2 Group decisionmaking
techniques
1 Accepted deliverables
2 Change requests
3 Work performance
information
4 Project documents
updates
Figure 514 Validate Scope Inputs Tools & Techniques and Outputs
Project Scope Management
55
Validate
Scope
52
Collect
Requirements
Project
charter
Requirements
d ocumentation
Requirements
traceability matrix
Change requests
Accepted
d eliverables
Project documents
updates
Work performance
information
Work performance
data
Validated
d eliverables
Project management
plan
83
Control
Quality
43
Direct and
Manage
Project Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
46
Close Project
or Phase
Project
Documents
42
Develop Project
Management
Plan
Figure 515 Validate Scope Data Flow Diagram
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5项目范围理
5
55验证范围
验证范围正式验收已完成项目交付成果程关键处
程带客观接受程提高终产品机会
服务通验证交付成果验收输入输出工具技术
图514描述程图515描述程数流图
输入工具技术输出
1项目理计划
2求
文档
3求追溯性
矩阵
4验证交付成果
5工作性数
1检查
2组决策
技术
1接受交付
2变更请求
3工作性
问询处
4项目文件
更新
图514验证范围：输入输出工具技术
项目范围理
55
验证
范围
52
收集
求
项目
宪章
求
D ocumentation
求
踪矩阵
变更请求
接受
D eliverables
项目文件
更新
工作绩效
问询处
工作绩效
数
验证
D eliverables
项目理
计划
83
控制
质量
43
直接
理
项目工作
44
监控
控制项目
工作
45
执行
集成
变更控制
46
关闭项目
阶段
项目
文件
42
开发项目
理
计划
图5验证范围数流图
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5 PROJECT SCOPE MANAGEMENT
The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor
to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the
customer or sponsor In this process the outputs obtained as a result of the Planning processes in the Project Scope
Management Knowledge Area such as the requirements documentation or the scope baseline as well as the work
performance data obtained from the Execution processes in other Knowledge Areas are the basis for performing
the validation and for final acceptance
The Validate Scope process differs from the Control Quality process in that the former is primarily concerned
with acceptance of the deliverables while quality control is primarily concerned with correctness of the deliverables
and meeting the quality requirements specified for the deliverables Control Quality is generally performed before
Validate Scope although the two processes may be performed in parallel
551 Validate Scope Inputs
5511 Project Management Plan
Described in Section 4231 The project management plan contains the scope management plan and the
scope baseline As described in Section 5131 the scope management plan specifies how formal acceptance of
the completed project deliverables will be obtained The scope baseline (Section 5431) includes the approved
version of a scope statement work breakdown structure (WBS) and its associated WBS dictionary that can be
changed only through formal change control procedures and is used as a basis for comparison
5512 Requirements Documentation
Described in Section 5231 The requirements documentation lists all the project product and other types of
requirements for the project and product along with their acceptance criteria
5513 Requirements Traceability Matrix
Described in Section 5232 The requirements traceability matrix links requirements to their origin and tracks
them throughout the project life cycle
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5项目范围理
质量控制程中验证交付顾客赞助
确保圆满完成收交付正式验收
顾客赞助程中输出结果规划项目范围程
理知识领域需求文档者范围基线工作
获性数执行知识领域程进行基础
验证终验收
验证范围程质量控制程中前者关注
交付物验收质量控制交付成果正确性
会议交付规定质量求质量控制通常执行前
验证范围然两程行执行
551验证范围：输入
5511项目理计划
第4231描述项目理计划包括范围理计划
范围基线第5131描述范围理计划中指定正式验收
已完成项目交付成果范围基线（第5431）包括批准
范围说明书版工作分解结构（WBS）相关WBS字典
改变通正式变更控制程序作较基础
5512需求文档
第5231描述文件求列出项目产品类型
项目产品求着验收标准
5513需求踪矩阵
第5232描述需求踪矩阵链接求起源轨迹
整项目生命周期
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5
5514 Verified Deliverables
Described in Section 8333 Verified deliverables are project deliverables that are completed and checked for
correctness through the Control Quality process
5515 Work Performance Data
Described in Section 4332 Work performance data can include the degree of compliance with requirements
number of nonconformities severity of the nonconformities or the number of validation cycles performed in a
period of time
552 Validate Scope Tools and Techniques
5521 Inspection
Inspection includes activities such as measuring examining and validating to determine whether work and
deliverables meet requirements and product acceptance criteria Inspections are sometimes called reviews
product reviews audits and walkthroughs In some application areas these different terms have unique and
specific meanings
5522 Group DecisionMaking Techniques
Described in Section 5225 These techniques are used to reach a conclusion when the validation is performed
by the project team and other stakeholders
553 Validate Scope Outputs
5531 Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor
Formal documentation received from the customer or sponsor acknowledging formal stakeholder acceptance of
the project’s deliverables is forwarded to the Close Project or Phase process (Section 46)
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5项目范围理
5
5514验证交付
第8333描述验证交付项目交付成果完成检查
通质量控制程正确性
5515工作性数
第4332部分描述工作绩效数包括符合求程度
合格合格程度周期执行验证数
段时间
552验证范围：工具技术
5521检验
检查容包括诸测量检查确定否验证工作
交付成果满足求产品验收标准检查时称回顾
产品评审计演练应领域中术语独特
特定含义
5522群决策方法
第5225描述技术出结进行验证
项目团队利益相关者
553验证范围：输出
5531接受交付
符合验收标准正式签署批准交付顾客赞助
正式文件客户赞助商利益相关者承认正式接收
项目交付结果转发结束项目阶段程（第46节）
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5 PROJECT SCOPE MANAGEMENT
5532 Change Requests
The completed deliverables that have not been formally accepted are documented along with the reasons
for nonacceptance of those deliverables Those deliverables may require a change request for defect repair The
change requests are processed for review and disposition through the Perform Integrated Change Control process
(Section 45)
5533 Work Performance Information
Work performance information includes information about project progress such as which deliverables
have started their progress which deliverables have finished or which have been accepted This information is
documented as described in Section 10331 and communicated to stakeholders
5534 Project Documents Updates
Project documents that may be updated as a result of the Validate Scope process include any documents that
define the product or report status on product completion Verified project documents may require approvals from
the customer or sponsor in the form of signatures or signoffs
56 Control Scope
Control Scope is the process of monitoring the status of the project and product scope and managing changes to
the scope baseline The key benefit of this process is that it allows the scope baseline to be maintained throughout
the project The inputs tools and techniques and outputs of this process are depicted in Figure 516 Figure 517
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process
assets
1 Variance analysis 1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 516 Control Scope Inputs Tools & Techniques and Outputs
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5项目范围理
5532变更请求
已完成交付成果没正式接受记录着原
交付通知书交付成果需缺损修复变更请求
变更请求进行评审处置通执行整体变更控制程
（45节）
5533工作绩效信息
工作绩效信息包括关项目进展信息交付
开始进展成果已完成已接受信息
记录描述第10331传达利益相关者
5534项目文件更新
项目文件作结果验证程包括文件更新范围
确定产品产品完成情况报告验证项目文件需批准
签名结束顾客赞助
56控制范围
控制范围监测项目产品范围现状理变化程
范围基线程关键处允许范围基准保持整
项目输入工具技术程输出描绘图516图5
描述数处理流程图
输入工具技术输出
1项目理计划
2求
文档
3求追溯性
矩阵
4工作性数
5组织程
资产
方差分析11工作表现
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图516控制范围：输入输出工具技术
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5 PROJECT SCOPE MANAGEMENT
5
Project Scope Management
56
Control
Scope
52
Collect
Requirements
Project
charter
Requirements
d ocumentation
Requirements
traceability matrix
Work performance
information
Organizational process
assets updates
Change
requests
Project documents
updates
Project management
plan updates
Project
management plan
Work performance
data
Organizational
process assets
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project
Enterprise Documents
Organization
Enterprise
Organization
Figure 517 Control Scope Data Flow Diagram
Controlling the project scope ensures all requested changes and recommended corrective or preventive actions
are processed through the Perform Integrated Change Control process (see Section 45) Control Scope is also used
to manage the actual changes when they occur and is integrated with the other control processes The uncontrolled
expansion to product or project scope without adjustments to time cost and resources is referred to as scope
creep Change is inevitable therefore some type of change control process is mandatory for every project
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5项目范围理
5
项目范围理
56
控制
范围
52
收集
求
项目
宪章
求
D ocumentation
求
踪矩阵
工作绩效
问询处
组织程
资产更新
变化
请求
项目文件
更新
项目理
计划更新
项目
理计划
工作绩效
数
组织
程资产
43
直接
理项目
工作
42
开发项目
理
计划
42
开发项目
理
计划
44
监控
控制项目
工作
45
执行
集成
变更控制
项目
企业文件
组织
企业
组织
图5控制范围数流图
控制项目范围确保求变化推荐纠正预防措施
通实施整体变更控制程处理（见45节）控制范围
理实际变化发生时控制集成程受控制
扩展产品项目范围没调整时间成资源称范围
蠕变变化避免类型变更控制程强制性项目
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5 PROJECT SCOPE MANAGEMENT
561 Control Scope Inputs
5611 Project Management Plan
Described in Section 4231 The following information from the project management plan is used to control
scope
Scope baseline The scope baseline is compared to actual results to determine if a change corrective
action or preventive action is necessary
Scope management plan Sections from the scope management plan describe how the project scope
will be monitored and controlled
C hange management plan The change management plan defines the process for managing change
on the project
C onfiguration management plan The configuration management plan defines those items that are
configurable those items that require formal change control and the process for controlling changes to
such items
Requirements management plan This plan is a component of the project management plan and
describes how the project requirements will be analyzed documented and managed
5612 Requirements Documentation
Described in Section 5231 Requirements should be unambiguous (measurable and testable) traceable
complete consistent and acceptable to key stakeholders Welldocumented requirements make it easier to detect
any deviation in the scope agreed for the project or product
5613 Requirements Traceability Matrix
Described in Section 5232 The requirements traceability matrix helps to detect the impact of any change or
deviation from the scope baseline on the project objectives
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5项目范围理
561控制范围：输入
5611项目理计划
第4231描述资料项目理计划控制
范围：
范围基线范围基线相实际结果确定否变化纠正
行动预防措施必
范围理计划范围理计划部分描述项目范围
监测控制
变革理计划变更理计划中定义理变革程
项目
C配置理计划配置理计划定义项目
配置项目需正式变化控制控制变化程
样项目
需求理计划计划项目理计划部分
介绍项目需求进行分析记录理
5612需求文档
第5231描述求应明确（测量测）追溯
完整致接受关键利益相关者查求更容易检测
该范围偏离商定项目产品
5613需求踪矩阵
第5232描述需求踪矩阵够检测变化影响
偏离范围基线项目目标
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5
5614 Work Performance Data
Described in Section 4332 Work performance data can include the number of change requests received the
number of requests accepted or the number of deliverables completed etc
5615 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Control Scope process
include but are not limited to
Existing formal and informal scope controlrelated policies procedures guidelines and
Monitoring and reporting methods and templates to be used
562 Control Scope Tools and Techniques
5621 Variance Analysis
Variance analysis is a technique for determining the cause and degree of difference between the baseline and
actual performance Project performance measurements are used to assess the magnitude of variation from the
original scope baseline Important aspects of project scope control include determining the cause and degree of
variance relative to the scope baseline (Section 5431) and deciding whether corrective or preventive action is
required
563 Control Scope Outputs
5631 Work Performance Information
Work performance information produced includes correlated and contextualized information on how the project
scope is performing compared to the scope baseline It can include the categories of the changes received the
identified scope variances and their causes how they impact schedule or cost and the forecast of the future scope
performance This information provides a foundation for making scope decisions
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5项目范围理
5
5614工作性数
第4332部分描述工作绩效数包括接收请求数变化
求接受交付完成数量等等
5615组织程资产
第214描述组织程资产会影响控制范围程
包括限：
现正式非正式范围控制相关政策程序指导方针
监测报告方法模板
562控制范围：工具技术
5621方差分析
方差分析确定基线间差异程度技术
实际性项目绩效测量评估变异幅度
原范围基线项目范围控制重方面包括确定原程度
范围基准偏差（第5431）决定否采取纠正预防行动
求
563控制范围：输出
5631工作绩效信息
工作绩效信息包括相关语境信息项目
范围范围基准进行较包括接收类变化
确定范围差异原影响进度成未范围预测
性信息范围决策提供基础
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5 PROJECT SCOPE MANAGEMENT
5632 Change Requests
Analysis of scope performance can result in a change request to the scope baseline or other components
of the project management plan Change requests can include preventive or corrective actions defect repairs
or enhancement requests Change requests are processed for review and disposition according to the Perform
Integrated Change Control process (Section 45)
5633 Project Management Plan Updates
Project management plan updates may include but are not limited to
Scope Baseline Updates If the approved change requests have an effect on the project scope then
the scope statement the WBS and the WBS dictionary are revised and reissued to reflect the approved
changes through Perform Integrated Change Control process
O ther Baseline Updates If the approved change requests have an effect on the project besides the
project scope then the corresponding cost baseline and schedule baselines are revised and reissued to
reflect the approved changes
5634 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation and
Requirements traceability matrix
5635 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons and
Other types of lessons learned from project scope control
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5项目范围理
5632变更请求
范围性分析结果变更请求范围基线部件
项目理计划变更请求包括预防纠正措施缺陷修复
增强求变更请求进行评审处置根执行
整体变更控制程（第45节）
5633项目理计划更新
项目理计划更新包括限：
范围基线更新果批准变更请求项目范围影响然
范围说明WBSWBS字典修订版反映批准
通实施整体变更控制程中变化
基线更新果批准变更请求项目影响
项目范围然修改重新发布相应成基线进度基线
反映批准变更
5634项目文件更新
项目文件更新包括限：
需求文档
需求踪矩阵
5635组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择理
类型项目范围理验教训
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6 PROJECT TIME MANAGEMENT
6
PROJECT TIME MANAGEMENT
Project Time Management includes the processes required to manage the timely completion of the project
Figure 61 provides an overview of the Project Time Management processes which are as follows
61 Plan Schedule Management—The process of establishing the policies procedures and documentation
for planning developing managing executing and controlling the project schedule
62 Define Activities—The process of identifying and documenting the specific actions to be performed
to produce the project deliverables
63 Sequence Activities—The process of identifying and documenting relationships among the project
activities
64 Estimate Activity Resources—The process of estimating the type and quantities of material human
resources equipment or supplies required to perform each activity
65 Estimate Activity Durations—The process of estimating the number of work periods needed to
complete individual activities with estimated resources
66 Develop Schedule—The process of analyzing activity sequences durations resource requirements
and schedule constraints to create the project schedule model
67 Control Schedule—The process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan
66
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6项目时间理
6
项目时间理
项目时间理包括理项目时完成程
图61提供项目时间理程概述容：
61计划理制定政策程序记录
规划开发理执行控制项目进度
62定义活动识记录执行特定行程
生产项目交付成果
63序列活动识记录项目程间关系
活动
64估算活动资源类型数量材料估计程类
资源设备求完成活动品
65估算活动持续时间估算工作期间需进程数
估计资源完整体活动
66发展规划分析活动序持续时间程中资源求
进度约束创建项目调度模型
67控制进度监测项目活动状态更新项目程
发展理改变进度基准计划实现
66
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6 PROJECT TIME MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
Distinguishing the project schedule presentation (schedule) from the schedule data (Section 6633) and
calculations that produce the project schedule (Section 6632) is practiced by referring to the scheduling tool
populated with project data as the schedule model A schedule model is a representation of the plan for executing
the project’s activities including durations dependencies and other planning information used to produce project
schedules along with other scheduling artifacts For specific information regarding the schedule model refer to the
Practice Standard for Scheduling [8]
On some projects especially those of smaller scope defining activities sequencing activities estimating
activity resources estimating activity durations and developing the schedule model are so tightly linked that they
are viewed as a single process that can be performed by a person over a relatively short period of time These
processes are presented here as distinct elements because the tools and techniques for each process are different
The Project Time Management processes and their associated tools and techniques are documented in the
schedule management plan The schedule management plan is a subsidiary plan of and integrated with the project
management plan through the Develop Project Management Plan process (Section 42) The schedule management
plan identifies a scheduling method and scheduling tool (Figure 62) and sets the format and establishes criteria
for developing and controlling the project schedule The selected scheduling method defines the framework and
algorithms used in the scheduling tool to create the schedule model Some of the better known scheduling methods
include critical path method (CPM) and critical chain method (CCM)
Project schedule development uses the outputs from the processes to define activities sequence activities
estimate activity resources and estimate activity durations in combination with the scheduling tool to produce
the schedule model The finalized and approved schedule is the baseline that will be used in the Control Schedule
process (Section 67) As the project activities are being performed the majority of effort in the Project Time
Management Knowledge Area will occur in the Control Schedule process to ensure completion of project work in a
timely manner Figure 62 provides a scheduling overview that shows how the scheduling method scheduling tool
and outputs from the Project Time Management processes interact to create a project schedule
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6项目时间理
程间相互作知识领域程详细描述
第3节附录A1
识项目进度报告（进度）表数（第6633）
生产进度计算（第6632）指调度工具实践
项目数作调度模型调度模型执行计划表示
项目活动包括工期赖规划信息生产项目
着调度工件时间表调度模型具体信息参阅
调度实践标准8
某项目中特较范围活动定义活动排序估计
活动资源估算活动历时开发进度模型联系紧密
成程相短时间
里提出程元素程工具技术
项目时间理流程相关工具技术记录
进度理计划进度理计划附属计划集成项目
通项目理计划开发程理计划（42节）进度理
计划确定调度方法调度工具（图62）设置格式建立标准
发展控制项目进度选定调度方法定义框架
调度工具算法创建计划模型较知名调度方法
包括关键路径法（CPM）关键链法（CCM）
项目计划开发程输出序列定义活动活动
估算活动资源估算调度工具组合产生活动持续时间
调度模型终批准进度基线控制计划
程（第67节）着项目活动正进行中项目时数努力
理知识领域进度控制程中出现确保项目完成工作
时图62提供概述说明调度调度方法调度工具
项目时间理程输出互动创建项目计划
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6 PROJECT TIME MANAGEMENT
6
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Schedule management
plan
Project Time
Management Overview
61 Plan Schedule
Management
1 Inputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
2 Tools & Techniques
1 Decomposition
2 Rolling wave planning
3 Expert judgment
3 Outputs
1 Activity list
2 Activity attributes
3 Milestone list
62 Define Activities
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
2 Tools & Techniques
1 Precedence diagramming
method (PDM)
2 Dependency determination
3 Leads and lags
3 Outputs
1 Project schedule network
diagrams
2 Project documents updates
63 Sequence
Activities
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Threepoint estimating
5 Group decisionmaking
techniques
6 Reserve analysis
3 Outputs
1 Activity duration estimates
2 Project documents updates
65 Estimate Activity
Durations
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule network
diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
2 Tools & Techniques
1 Schedule network analysis
2 Critical path method
3 Critical chain method
4 Resource optimization
techniques
5 Modeling techniques
6 Leads and lags
7 Schedule compression
8 Scheduling tool
3 Outputs
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents updates
66 Develop Schedule
1 Inputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
2 Tools & Techniques
1 Performance reviews
2 Project management
software
3 Resource optimization
techniques
4 Modeling techniques
5 Leads and lags
6 Schedule compression
7 Scheduling tool
3 Outputs
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents updates
6 Organizational process
assets updates
67 Control Schedule
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Alternative analysis
3 Published estimating data
4 Bottomup estimating
5 Project management
software
3 Outputs
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
64 Estimate Activity
Resources
Figure 61 Project Time Management Overview
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6项目时间理
6
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1进度理
计划
项目时间
理概述
61计划
理
1投入
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
2工具技术
1分解
2滚动式规划
3专家判断
3输出
1活动列表
2活性属性
3里程碑清单
62定义活动
1投入
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
2工具技术
1优先图表
方法（PDM）
2赖性测定
3线索滞
3输出
1工程进度计划网络
图
2项目文件更新
63序列
活动
1投入
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织程
资产
2工具技术
1专家判断
2类估算
3参数估计
4三点估算
5组决策
技术
6储备分析
3输出
1活动历时估算
2项目文件更新
65估算活动
持续时间
1投入
1进度理
计划
2活动列表
3活性属性
4工程进度计划网络
图
5活动资源
求
6资源日历
7活动历时估算
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
2工具技术
1进度网络分析
2关键路径方法
3关键链法
4资源优化
技术
5建模技术
6线索滞
7进度压缩
8调度工具
3输出
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件更新
66制定进度计划
1投入
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
2工具技术
1绩效评估
2项目理
软件
3资源优化
技术
4建模技术
5线索滞
6进度压缩
7调度工具
3输出
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件更新
6组织程
资产更新
67控制计划
1投入
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
2工具技术
1专家判断
2种供选择分析
3出版估算数
4估算
5项目理
软件
3输出
1活动资源
求
2资源障
结构
3项目文件
更新
64估算活动
资源
图61项目时间理概述
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6 PROJECT TIME MANAGEMENT
Examples of Project Schedule Presentations
Network Diagram
Activity List Bar Chart
Project
Schedule
Schedule
Model
Project
Information
Scheduling
Method
Scheduling
Tool
Output
Generates
Project Specific Data
(eg WBS activities
resources durations
dependencies constraints
calendars milestones
lags etc)
For example
CPM
Figure 62 Scheduling Overview
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6项目时间理
项目进度报告例子
网络图
活动列表条形图
项目
铁列车时刻表
铁列车时刻表
模型
项目
问询处
调度
方法
调度
工具
输出
生成
项目数
（例WBS活动
资源持续时间
赖约束
日历里程碑
滞等）
说呢
CPM
图62调度概述
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6 PROJECT TIME MANAGEMENT
6
61 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule The key benefit of this process is
that it provides guidance and direction on how the project schedule will be managed throughout the project The
inputs tools and techniques and outputs of this process are depicted in Figure 63 Figure 64 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Schedule management
plan
Figure 63 Plan Schedule Management Inputs Tools & Techniques and Outputs
Change log
Project Time Management
61
Plan Schedule
Management
62
Define
Activities
64
Estimate Activity
Resources
63
Sequence
Activities
65
Estimate Activity
Durations
66
Develop
Schedule
Project charter
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Schedule
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
114
Perform
Quantitative
Risk Analysis
41
Develop Project
Charter
Enterprise
Organization
Figure 64 Plan Schedule Management Data Flow Diagram
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6项目时间理
6
61计划理
计划理制定政策程序文件
规划开发理执行控制项目进度程关键利益
提供指导方项目进度整项目理
输入工具技术程输出图63示图64描绘数
工艺流程图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2分析技术
3会议
1进度理
计划
图63计划理：输入输出工具技术
更改日志
项目时间理
61
计划
理
62
定义
活动
64
估算活动
资源
63
序列
活动
65
估算活动
持续时间
66
发展
铁列车时刻表
项目章程
项目
理
计划
企业
环境
素
组织
程资产
时间表
理
计划
42
开发项目
理
计划
112
识
风险
114
执行
定量
风险分析
41
开发项目
宪章
企业
组织
图64计划理数流图
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6 PROJECT TIME MANAGEMENT
The schedule management plan is a component of the project management plan The schedule management
plan may be formal or informal highly detailed or broadly framed based upon the needs of the project and
includes appropriate control thresholds The schedule management plan defines how schedule contingencies will
be reported and assessed The schedule management plan may be updated to reflect a change in the way the
schedule is managed The schedule management plan is a major input into the Develop Project Management Plan
process as referenced in Section 6131
611 Plan Schedule Management Inputs
6111 Project Management Plan
Described in Section 4231 The project management plan contains information used to develop the schedule
management plan which includes but is not limited to
Scope baseline The scope baseline includes the project scope statement and the work breakdown
structure (WBS) details used for defining activities duration estimation and schedule management and
Other information Other scheduling related cost risk and communications decisions from the project
management plan are used to develop the schedule
6112 Project Charter
Described in Section 4131 The project charter defines the summary milestone schedule and project approval
requirements that will influence the management of the project schedule
6113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Schedule Management
process include but are not limited to
Organizational culture and structure can all influence schedule management
Resource availability and skills that may influence schedule planning
Project management software provides the scheduling tool and alternative possibilities for managing the
schedule
Published commercial information such as resource productivity information is often available from
commercial databases that track and
Organizational work authorization systems
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6项目时间理
进度理计划项目理计划部分进度理
计划正式非正式非常详细广泛框架根项目需求
包括适控制阈值进度理计划进度突发事件定义
报告评估进度理计划更新反映变化方式
进度理进度理计划重投入项目理计划制定
程第6131引
611计划理：输入
6111项目理计划
第4231描述项目理计划包含开发进度信息
理计划包括限：
范围基线基线范围包括项目范围说明书工作分解
结构（WBS）细节定义活动持续时间估计进度理
信息调度相关成风险沟通决策项目
理计划开发进度
6112项目章程
4131节叙述项目章程定义总结里程碑进度项目审批
求会影响项目进度理
6113企业环境素
第215描述企业环境素计划理影响
程包括限：
组织文化结构会影响进度理
资源性技影响进度计划
项目理软件提供调度工具代性理
附表
发布商业信息资源生产率等信息
商业数库踪
组织工作授权系统
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6 PROJECT TIME MANAGEMENT
6
6114 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Schedule Management
process include but are not limited to
Monitoring and reporting tools to be used
Historical information
Schedule control tools
Existing formal and informal schedule control related policies procedures and guidelines
Templates
Project closure guidelines
Change control procedures and
Risk control procedures including risk categories probability definition and impact and probability and
impact matrix
612 Plan Schedule Management Tools and Techniques
6121 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also suggest whether to combine methods and how to
reconcile differences between them
Judgment based upon expertise in an application area Knowledge Area discipline industry etc as appropriate
for the activity being performed should be used in developing the schedule management plan
6122 Analytical Techniques
The Plan Schedule Management process may involve choosing strategic options to estimate and schedule the
project such as scheduling methodology scheduling tools and techniques estimating approaches formats and
project management software The schedule management plan may also detail ways to fast track or crash (Section
6627) the project schedule such as undertaking work in parallel These decisions like other schedule decisions
affecting the project may affect project risks
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6项目时间理
6
6114组织程资产
第214描述计划进度理影响组织程资产
程包括限：
监测报告工具
历史信息
进度控制工具
现正式非正式进度控制相关政策程序指南
模板
项目关闭准
变更控制程序
风险控制程序包括风险概率影响定义分类概率
影响矩阵
612计划理：工具技术
6121专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断建议否相结合方法
调解间分歧
判断根应领域专业知识领域学科工业等适
该活动执行应该开发进度理计划
6122分析技术
计划进度理程涉选择战略选择估计计划
项目：调度调度方法工具技术估计方法格式
项目理软件进度理计划详细赶工快速进方式（第
6627）项目进度行事业决定安排决定
影响项目会影响项目风险
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6 PROJECT TIME MANAGEMENT
Organizational policies and procedures may influence which scheduling techniques are employed in these
decisions Techniques may include but are not limited to rolling wave planning (Section 6222) leads and lags
(Section 6323) alternatives analysis (Section 6422) and methods for reviewing schedule performance (Section
6721)
6123 Meetings
Project teams may hold planning meetings to develop the schedule management plan Participants at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for schedule planning or execution and others as needed
613 Plan Schedule Management Outputs
6131 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing
monitoring and controlling the schedule The schedule management plan may be formal or informal highly detailed
or broadly framed based upon the needs of the project and includes appropriate control thresholds
For example the schedule management plan can establish the following
Project schedule model development The scheduling methodology and the scheduling tool to be used
in the development of the project schedule model are specified
Level of accuracy The acceptable range used in determining realistic activity duration estimates is
specified and may include an amount for contingencies
U nits of measure Each unit used in measurements (such as staff hours staff days or weeks for time
measures or meters liters tons kilometers or cubic yards for quantity measures) is defined for each of
the resources
Organizational procedures links The WBS (Section 54) provides the framework for the schedule
management plan allowing for consistency with the estimates and resulting schedules
Project schedule model maintenance The process used to update the status and record progress of
the project in the schedule model during the execution of the project is defined
Control thresholds Variance thresholds for monitoring schedule performance may be specified to indicate
an agreedupon amount of variation to be allowed before some action needs to be taken Thresholds are
typically expressed as percentage deviations from the parameters established in the baseline plan
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6项目时间理
组织政策程序会影响调度技术
决定技术包括限滚动式规划（第6222）领先滞
（第6323）代分析（第6422）检讨进度绩效方法（第
6721）
6123会议
项目团队会规划会议开发进度理计划参加者
会议包括项目理项目发起项目团队成员选择
利益相关者进度计划执行责需
613计划理：输出
6131进度理计划
项目理计划建立发展标准活动组成部分
监测控制计划进度理计划正式非正式非常详细
广泛框架根项目需求包括适控制阈值
例进度理计划建立：
项目进度计划模型发展调度方法调度利工具
项目进度计划模型发展指定
精确度确定现实活动持续时间估算接受范围
指定包括突发事件数量
单位测量单元中测量（工作时间员工天者周时间
措施米升吨公里立方码数量定义措施）
资源
组织程序链接工作分解结构（第54节）提供调度框架
理计划允许估计相合性时间表
项目进度计划模型维护该程更新状态记录进步
该项目执行程中调度模型项目定义
控制阈值方差阈值监控进度绩效指定显示
商定变化量前需采取行动允许阈值
通常表示百分偏差基线计划建立参数
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6 PROJECT TIME MANAGEMENT
6
Rules of performance measurement Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set For example the schedule management plan
may specify
○○ Rules for establishing percent complete
○○ Control accounts at which management of progress and schedule will be measured
○○ Earned value measurement techniques (eg baselines fixedformula percent complete etc)
to be employed (for more specific information refer to the Practice Standard for Earned Value
Management) [9]
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance
index (SPI) used to assess the magnitude of variation to the original schedule baseline
Reporting formats The formats and frequency for the various schedule reports are defined
Process descriptions Descriptions of each of the schedule management processes are documented
62 Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables The key benefit of this process is to break down work packages into activities that provide
a basis for estimating scheduling executing monitoring and controlling the project work The inputs tools and
techniques and outputs of this process are depicted in Figure 65 Figure 66 depicts the data flow diagram of the
process
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
1 Decomposition
2 Rolling wave planning
3 Expert judgment
1 Activity list
2 Activity attributes
3 Milestone list
Figure 65 Define Activities Inputs Tools & Techniques and Outputs
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6项目时间理
6
规性测量挣值理（EVM）规物理
绩效测量规设置例进度理计划
指定：
建立完成百分○○规
○○控制账户进度理进度测量
○○挣值测量技术（例基线固定公式完成百分等）
采（更具体信息请参阅挣值实践标准
理）[ 9 ]
○○进度绩效测量进度偏差（SV）进度绩效
指数（SPI）评估变化原进度基准值
报告格式进度报告格式频率定义
程描述进度理程描述记录
62定义活动
定义活动识记录产生具体行动程
项目交付成果程关键处破工作包活动提供
根估计计划执行监控控制项目工作输入工具
技术该程输出描绘图65图描述数流图
程
输入工具技术输出
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
1分解
2滚动式规划
3专家判断
1活动列表
2活性属性
3里程碑清单
图65活动定义：输入输出工具技术
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Change log
Project Time Management
62
Define
Activities
61
Plan Schedule
Management
63
Sequence
Activities
65
Estimate Activity
Durations
64
Estimate Activity
Resources
66
Develop
Schedule
Scope baseline
Milestone
list
Organizational
process assets
Enterprise
e nvironmental
factors
Schedule
management plan
Activity list
Activity attributes
54
Create
WBS
Enterprise
Organization
Figure 66 Define Activities Data Flow Diagram
Implicit in this process are defining and planning the schedule activities such that the project objectives will
be met The Create WBS process identifies the deliverables at the lowest level in the WBS—the work package
Work packages are typically decomposed into smaller components called activities that represent the work effort
required to complete the work package
621 Define Activities Inputs
6211 Schedule Management Plan
Described in Section 6131 A key input from the schedule management plan is the prescribed level of detail
necessary to manage the work
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6项目时间理
更改日志
项目时间理
62
定义
活动
61
计划
理
63
序列
活动
65
估算活动
持续时间
64
估算活动
资源
66
发展
铁列车时刻表
范围基线
里程碑
列表
组织
程资产
企业
环境
素
时间表
理计划
活动清单
活动属性
54
创建
WBS
企业
组织
图活动定义数流图
程中隐含定义计划等活动该项目目标
满足创建WBS程确定交付WBS工作包低水
工作包分解成更组件称活动代表工作
需完成工作包
621定义活动：输入
6211进度理计划
第6131描述进度理计划关键输入规定详细程度
必理工作
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6212 Scope Baseline
Described in Section 5431 The project WBS deliverables constraints and assumptions documented in the
scope baseline are considered explicitly while defining activities
6213 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that influence the Define Activities process include
but are not limited to
Organizational cultures and structure
Published commercial information from commercial databases and
Project management information system (PMIS)
6214 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Define Activities process
include but are not limited to
Lessons learned knowledge base containing historical information regarding activity lists used by previous
similar projects
Standardized processes
Templates that contain a standard activity list or a portion of an activity list from a previous project and
Existing formal and informal activity planningrelated policies procedures and guidelines such as the
scheduling methodology that are considered in developing the activity definitions
622 Define Activities Tools and Techniques
6221 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts Activities represent the effort needed to complete a work package The Define
Activities process defines the final outputs as activities rather than deliverables as done in the Create WBS process
(Section 54)
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The activity list WBS and WBS dictionary can be developed either sequentially or concurrently with the WBS
and WBS dictionary as the basis for development of the final activity list Each work package within the WBS is
decomposed into the activities required to produce the work package deliverables Involving team members in the
decomposition can lead to better and more accurate results
6222 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term
is planned in detail while the work in the future is planned at a higher level It is a form of progressive elaboration
Therefore work can exist at various levels of detail depending on where it is in the project life cycle During early
strategic planning when information is less defined work packages may be decomposed to the known level of
detail As more is known about the upcoming events in the near term work packages can be decomposed into
activities
6223 Expert Judgment
Project team members or other experts who are experienced and skilled in developing detailed project scope
statements the WBS and project schedules can provide expertise in defining activities
623 Define Activities Outputs
6231 Activity List
The activity list is a comprehensive list that includes all schedule activities required on the project The activity
list also includes the activity identifier and a scope of work description for each activity in sufficient detail to ensure
that project team members understand what work is required to be completed Each activity should have a unique
title that describes its place in the schedule even if that activity title is displayed outside the context of the project
schedule
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6212范围基线
第5431描述该项目WBS交付约束记录假设
范围基准认明确定义活动
企业环境素
第215描述企业环境素影响包括活动定义程
限：
组织文化组织结构
发表商业数库商业信息
项目理信息系统（PMIS）
6214组织程资产
第214描述组织程资产会影响活动定义程
包括限：
教训包含历史信息活动列表前知识库
类似项目
标准化程
模板包含标准活动列表前项目活动列表部分
现正式非正式活动策划相关政策程序指导方针
调度方法开发活动定义
622定义活动：工具技术
6221分解
分解种技术细分项目范围项目交付成果
更更易理部分活动代表需完成工作包努力定义
活动流程定义终输出交付活动创建WBS程做
（54节）
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活动清单WBSWBS字典开发序时WBS
WBS字典活动清单基础发展WBS工作包
分解生产需工作包交付成果活动团队成员参
分解导致更更精确结果
6222滚动式规划
滚动式规划迭代规划技术工作短期完成
详细规划时未工作计划更高水种渐进细化
工作存详细程度取决项目生命周期早期
战略规划信息明确工作包分解已知水
细节作期事情知道更工作包分解
活动
6223专家判断
项目团队成员专家谁验丰富制定详细项目范围技
报表工作分解结构项目计划定义活动提供专业知识
623定义活动：输出
6231活动清单
活动清单全面清单包括项目需活动计划活动
名单包括活动标识符工作范围描述活动确保足够细节
项目团队成员解工作需完成活动独特
标题描述日程安排方活动标题显示项目文外
附表
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6232 Activity Attributes
Activities distinct from milestones have durations during which the work of that activity is performed
and may have resources and costs associated with that work Activity attributes extend the description of
the activity by identifying the multiple components associated with each activity The components for each
activity evolve over time During the initial stages of the project they include the activity identifier (ID) WBS ID
and activity label or name and when completed may include activity codes activity description predecessor
activities successor activities logical relationships leads and lags (Section 6323) resource requirements
imposed dates constraints and assumptions Activity attributes can be used to identify the person responsible
for executing the work geographic area or place where the work has to be performed the project calendar
the activity is assigned to and activity type such as level of effort (often abbreviated as LOE) discrete effort
and apportioned effort Activity attributes are used for schedule development and for selecting ordering and
sorting the planned schedule activities in various ways within reports The number of attributes varies by
application area
6233 Milestone List
A milestone is a significant point or event in a project A milestone list is a list identifying all project milestones
and indicates whether the milestone is mandatory such as those required by contract or optional such as those
based upon historical information Milestones are similar to regular schedule activities with the same structure and
attributes but they have zero duration because milestones represent a moment in time
63 Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities The
key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all
project constraints The inputs tools and techniques and outputs of this process are depicted in Figure 67 Figure
68 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
1 Precedence diagramming
method (PDM)
2 Dependency
determination
3 Leads and lags
1 Project schedule network
diagrams
2 Project documents
updates
Figure 67 Sequence Activities Inputs Tools & Techniques and Outputs
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6232活动属性
活动中里程碑持续时间期间活动执行工作
资源工作相关费活动属性扩展描述
通识活动相关组件活动组件
活性时间演化项目初始阶段包括活动标识符（ID）WBS ID
活动标签名称完成时包括活动编码活动描述前身
活动继活动逻辑关系领先滞（第6323）资源需求
强制日期约束假设活动属性识负责
执行工作理区域方工作必须完成项目日历
活动安排努力程度活动类型（通常缩写爱）离散努力
分摊努力活动属性计划发展选择排序
分类计划活动种方式报告属性数变化
应领域
6233里程碑清单
里程碑项目重点事件里程碑列表列表识项目里程碑
指示里程碑强制性合求选
基历史信息里程碑相似定期活动具相结构
属性时间零里程碑代表时刻
63序列活动
序列活动识记录计划活动间逻辑关系程
该程处定义工作逻辑序获效率出
项目约束输入工具技术程输出描绘图67图
68描述程数流图
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
1优先图表
方法（PDM）
2赖
测定
3线索滞
1工程进度计划网络
图
2项目文件
更新
图67序列活动：输入输出工具技术
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Project Time Management
63
Sequence
Activities
62
Define
Activities
61
Plan Schedule
Management
66
Develop
Schedule
Activity list
Activity attributes
Milestone list
Schedule
management
plan
Project schedule
n etwork diagrams
Project documents
updates
Project
Documents
Project scope
statement
Organizational
process assets
Enterprise
e nvironmental
factors
53
Define
Scope
Enterprise
Organization
Figure 68 Sequence Activities Data Flow Diagram
Every activity and milestone except the first and last should be connected to at least one predecessor with a
finishtostart or starttostart logical relationship and at least one successor with a finishtostart or finishtofinish
logical relationship Logical relationships should be designed to create a realistic project schedule It may
be necessary to use lead or lag time between activities to support a realistic and achievable project schedule
Sequencing can be performed by using project management software or by using manual or automated techniques
631 Sequence Activities Inputs
6311 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the scheduling method and tool to be
used for the project which will guide how the activities may be sequenced
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项目时间理
63
序列
活动
62
定义
活动
61
计划
理
66
发展
铁列车时刻表
活动清单
活动属性
里程碑清单
时间表
理
计划
项目进度
网络图
项目文件
更新
项目
文件
项目范围
声明
组织
程资产
企业
环境
素
53
定义
范围
企业
组织
图68序列活动数流图
活动里程碑第应该连接少前
完成启动启动开始逻辑关系结束开始结束完成少继承
逻辑关系逻辑关系设计应该创造现实项目进度
必活动间超前滞时间支持现实行项目进度
排序通项目理软件通手动动技术进行
631序列活动：输入
6311进度理计划
第6131描述进度理计划确定调度方法工具
工程中指导活动测序
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6312 Activity List
Described in Section 6231 The activity list contains all schedule activities required on the project which
are to be sequenced Dependencies and other constraints for these activities can influence the sequencing of the
activities
6313 Activity Attributes
Described in Section 6232 Activity attributes may describe a necessary sequence of events or defined
predecessor or successor relationships
6314 Milestone List
Described in Section 6233 The milestone list may have scheduled dates for specific milestones which may
influence the way activities are sequenced
6315 Project Scope Statement
Described in Section 5331 The project scope statement contains the product scope description which includes
product characteristics that may affect activity sequencing such as the physical layout of a plant to be constructed
or subsystem interfaces on a software project Other information from the project scope statement including project
deliverables project constraints and project assumptions may also affect activity sequencing While these effects
are often apparent in the activity list the product scope description is generally reviewed to ensure accuracy
6316 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that influence the Sequence Activities process
include but are not limited to
Government or industry standards
Project management information system (PMIS)
Scheduling tool and
Company work authorization systems
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6312活动清单
第6231描述活动列表中包含项目需活动计划
测序活动相关性约束条件影响排序
活动
6313活动属性
第6232描述活动属性描述事件必序列定义
前继者关系
6314里程碑清单
第6233描述里程碑名单特定里程碑计划日期
影响活动序列方式
6315项目范围说明书
第5331节描述项目范围说明书包含产品范围说明书中包括
产品特点会影响活动排序植物构造物理布局
软件项目子系统接口项目范围说明书包括项目信息
交付成果项目限制项目假设影响活动排序然影响
常出现活动清单产品范围说明书般检查确保准确性
6316企业环境素
第215描述影响序列活动程中环境素企业
包括限：
政府行业标准
项目理信息系统（PMIS）
调度工具
公司工作授权系统
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6317 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Sequence Activities process
include but are not limited to project files from the corporate knowledge base used for scheduling methodology
existing formal and informal activity planningrelated policies procedures and guidelines such as the scheduling
methodology that are considered in developing logical relationships and templates that can be used to expedite the
preparation of networks of project activities Related activity attributes information in templates can also contain
additional descriptive information useful in sequencing activities
632 Sequence Activities Tools and Techniques
6321 Precedence Diagramming Method
The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed Activityonnode (AON) is one method of representing a
precedence diagram This is the method used by most project management software packages
PDM includes four types of dependencies or logical relationships A predecessor activity is an activity that
logically comes before a dependent activity in a schedule A successor activity is a dependent activity that logically
comes after another activity in a schedule These relationships are defined below and are illustrated in Figure 69
Finishtostart (FS) A logical relationship in which a successor activity cannot start until a predecessor
activity has finished Example The awards ceremony (successor) cannot start until the race (predecessor)
has finished
Finishtofinish (FF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has finished Example Writing a document (predecessor) is required to finish before editing the
document (successor) can finish
Starttostart (SS) A logical relationship in which a successor activity cannot start until a predecessor
activity has started Example Level concrete (successor) cannot begin until pour foundation (predecessor)
begins
Starttofinish (SF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has started Example The first security guard shift (successor) cannot finish until the second
security guard shift (predecessor) starts
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6317组织程资产
第214描述组织程资产够影响序列活动程
包括限：调度方法企业知识库项目文件
现正式非正式活动策划相关政策程序指导方针调度
方法发展逻辑关系模板加速
项目活动网络制备相关活动属性信息模板包含
额外描述性信息排序活动
632序列活动：工具技术
6321前导图法
序图示法（PDM）调度模型构建技术
活动节点图形逻辑关系显示
序列中活动进行节点活动（AON）种表示方法
序图数项目理软件方法
PDM系统包括四种类型赖关系逻辑关系前活动种活动
逻辑计划相关活动续活动独立活动逻辑
时间表活动关系定义图69说明：
完成开始（FS）逻辑关系续活动启动直前
活动结束例：颁奖仪式（继）直赛开始（前）
已完成
Finish（FF）逻辑关系续活动完成直前
活动结束例：写文件（前）需前完成编辑
文档（继承）完成
开始开始（SS）逻辑关系续活动启动直前
活动开始例：水混凝土（继承）法开始浇灌基（前）
开始
开始完成（SF）逻辑关系续活动完成直前
活动开始例：第保安班（继承）法完成直第二
保安班（前身）开始
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In PDM finishtostart is the most commonly used type of precedence relationship The starttofinish relationship
is very rarely used but is included to present a complete list of the PDM relationship types
Activity A Activity B
Activity A Activity A
Activity B Activity B
Activity A Activity B
Finish to Start (FS)
Start to Finish (SF)
Start to Start (SS) Finish to Finish (FF)
Figure 69 Precedence Diagramming Method (PDM) Relationship Types
6322 Dependency Determination
Dependencies may be characterized by the following attributes mandatory or discretionary internal or external
as described below Dependency has four attributes but two can be applicable at the same time in following
ways mandatory external dependencies mandatory internal dependencies discretionary external dependencies
or discretionary internal dependencies
Mandatory dependencies Mandatory dependencies are those that are legally or contractually required
or inherent in the nature of the work Mandatory dependencies often involve physical limitations such
as on a construction project where it is impossible to erect the superstructure until after the foundation
has been built or on an electronics project where a prototype has to be built before it can be tested
Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies Technical
dependencies may not be mandatory The project team determines which dependencies are mandatory
during the process of sequencing the activities Mandatory dependencies should not be confused with
assigning schedule constraints in the scheduling tool
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PDM完成开始常优先关系式完成开始关系
少包括目前PDM关系类型完整列表
活动活动B
活动活动
活动B活动B
活动活动B
完成开始（FS）
开始结束（SF）
开始开始（SS）完成完成（FF）
图69序图示法（PDM）关系类型
6322赖性测定
赖关系具属性：强制性意部外部
述赖四属性两时适
方法：强制性外部赖性强制性部赖关系裁量外部赖
裁量部赖性
强制性赖关系强制性赖关系指法律合约求
性质工作强制性赖关系涉物理限制
作建设项目建立部结构基金会
已建成电子项目中原型前必须进行测试
强制性赖关系时称硬逻辑硬赖技术
赖强制性项目团队确定中赖关系强制性
测序活动程强制性赖关系应混淆
调度工具进度制约素
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Discretionary dependencies Discretionary dependencies are sometimes referred to as preferred logic
preferential logic or soft logic Discretionary dependencies are established based on knowledge of best
practices within a particular application area or some unusual aspect of the project where a specific
sequence is desired even though there may be other acceptable sequences Discretionary dependencies
should be fully documented since they can create arbitrary total float values and can limit later scheduling
options When fast tracking techniques are employed these discretionary dependencies should be
reviewed and considered for modification or removal The project team determines which dependencies
are discretionary during the process of sequencing the activities
External dependencies External dependencies involve a relationship between project activities and
nonproject activities These dependencies are usually outside the project team’s control For example
the testing activity in a software project may be dependent on the delivery of hardware from an external
source or governmental environmental hearings may need to be held before site preparation can begin
on a construction project The project management team determines which dependencies are external
during the process of sequencing the activities
Internal dependencies Internal dependencies involve a precedence relationship between project
activities and are generally inside the project team’s control For example if the team cannot test a
machine until they assemble it this is an internal mandatory dependency The project management team
determines which dependencies are internal during the process of sequencing the activities
6323 Leads and Lags
A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor
activity For example on a project to construct a new office building the landscaping could be scheduled to start
two weeks prior to the scheduled punch list completion This would be shown as a finishtostart with a twoweek
lead as shown in Figure 610 Lead is often represented as a negative value for lag in scheduling software
Complete
Punch List
Write
Draft
Landscape
Building Lot
Edit
Draft
FS – 2 Weeks (Lead) SS – 15 Days (Lag)
Figure 610 Examples of Lead and Lag
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6项目时间理
赖关系赖关系时称首选逻辑
优惠逻辑软逻辑赖关系基知识
实践特定应领域中项目特殊方面特定
序列需然接受序列赖关系
应充分记录创建意总时差值限制调度
选项快速踪技术采裁量关系应该
回顾考虑修改移项目团队确定赖关系
测序活动程裁量
外部赖外部赖性间关系涉项目活动
非项目活动赖关系通常项目团队控制说呢
软件项目测试活动赖外部硬件交付
源政府环境听证会需现场准备开始前举行
建设项目项目理团队决定赖外部
测序活动程
部赖性部限制涉项目间优先关系
活动通常项目团队控制例果球队测试
机直组装起部强制赖项目理团队
确定赖测序程部活动
6323领先滞
铅量时间续活动相前高级
活动例项目建立新办公楼美化预定开始
计划清单完成前两周显示完成开始期两周
图6示铅铅表现滞调度软件负面价值
完整
清单
写
草案
景观
建筑
编辑
草案
FS–2周（铅）SS–15天（滞）
图610超前滞例子
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6
A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity
For example a technical writing team may begin editing the draft of a large document 15 days after they begin
writing it This can be shown as a starttostart relationship with a 15day lag as shown in Figure 610 Lag can
also be represented in project schedule network diagrams as shown in Figure 611 in the relationship between
activities H and I as indicated by the nomenclature SS+10 (starttostart plus 10 days lag) even though offset is
not shown relative to a timescale
The project management team determines the dependencies that may require a lead or a lag to accurately
define the logical relationship The use of leads and lags should not replace schedule logic Activities and their
related assumptions should be documented
633 Sequence Activities Outputs
6331 Project Schedule Network Diagrams
A project schedule network diagram is a graphical representation of the logical relationships also referred to as
dependencies among the project schedule activities Figure 611 illustrates a project schedule network diagram A
project schedule network diagram is produced manually or by using project management software It can include
full project details or have one or more summary activities A summary narrative can accompany the diagram and
describe the basic approach used to sequence the activities Any unusual activity sequences within the network
should be fully described within the narrative
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6 PROJECT TIME MANAGEMENT
A B
C D E
Begin H F G End
I J
K L
FF
FS + 15
SS + 10
SS
Figure 611 Project Schedule Network Diagram
6332 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity lists
Activity attributes
Milestone list and
Risk register
64 Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material human
resources equipment or supplies required to perform each activity The key benefit of this process is that it
identifies the type quantity and characteristics of resources required to complete the activity which allows
more accurate cost and duration estimates The inputs tools and techniques and outputs of this process are
depicted in Figure 612 Figure 613 depicts the data flow diagram of the process
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6项目时间理
6
滞时间续活动推迟相前活动
例技术写作团队开始编辑文件15天汇票开始
写作作开始图610显示15天滞关系落
项目进度网络图表示图6示关系
活动HI命名SS + 10表示（开始开始加10天滞）偏移
显示相时间尺度
项目理团队决定需提前滞准确赖关系
定义逻辑关系线索滞应取代表逻辑活动
相关假设应记录
633序列活动：输出
6331项目进度网络图
项目进度网络图逻辑关系图形表示称
项目计划活动间赖关系图611说明项目进度网络图
项目进度网络图利项目理软件手动产生包括
整项目细节简易活动摘叙事陪图
描述序列活动基方法寻常活动序列网络
应充分说明叙事
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6项目时间理
B
C D E
开始H F G端
K L
FF
FS + 15
SS + 10
SS
图611项目进度网络图
6332项目文件更新
项目文件更新包括限：
活动清单
活动属性
里程碑清单
风险登记册
64活动资源估算
估算活动资源类型数量材料估计程类
资源设备求完成活动品程关键优势
标识类型数量需完成活动资源特征
更准确成时间估计输入工具技术程输出
图612描绘图613描述程数流图
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6
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
1 Expert judgment
2 Alternative analysis
3 Published estimating data
4 Bottomup estimating
5 Project management
software
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
Figure 612 Estimate Activity Resources Inputs Tools & Techniques and Outputs
Project Time Management
64
Estimate
Activity
Resources
62
Define
Activities
61
Plan Schedule
Management
66
Develop
Schedule
65
Estimate Activity
Durations
Activity list
Activity attributes
Schedule
management
plan
Activity resource requirements
Resource breakdown structure
Project documents
updates
Activity resource
requirements
Project
Documents
Resource
calendars
Risk
register Activity cost
estimates
Organizational
process assets
Enterprise
e nvironmental
122 factors
Conduct
Procurements
92
Acquire
Project Team
112
Identify
Risks
72
Estimate
Costs
Enterprise
Organization
121
Plan
Procurement
Management
91
Plan Human
Resource
Management
Figure 613 Estimate Activity Resources Data Flow Diagram
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6项目时间理
6
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
1专家判断
2种供选择分析
3出版估算数
4估算
5项目理
软件
1活动资源
求
2资源障
结构
3项目文件
更新
图6活动资源估算：输入输出工具技术
项目时间理
64
估计
活动
资源
62
定义
活动
61
计划
理
66
发展
铁列车时刻表
65
估算活动
持续时间
活动清单
活动属性
时间表
理
计划
活动资源求
资源分解结构
项目文件
更新
活动资源
求
项目
文件
资源
日历
风险
注册活动成
估计
组织
程资产
企业
环境
122素
行
采购
92
获
项目团队
112
识
风险
72
估计
成
企业
组织
121
计划
采购
理
91
计划
资源
理
图613活动资源估算数流图
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6 PROJECT TIME MANAGEMENT
The Estimate Activity Resources process is closely coordinated with the Estimate Costs process (Section 72)
For example
A construction project team will need to be familiar with local building codes Such knowledge is often
readily available from local sellers However if the local labor pool lacks experience with unusual or
specialized construction techniques the additional cost for a consultant may be the most effective way
to secure knowledge of the local building codes
An automotive design team will need to be familiar with the latest in automated assembly techniques
The requisite knowledge might be obtained by hiring a consultant by sending a designer to a seminar on
robotics or by including someone from manufacturing as a member of the project team
641 Estimate Activity Resources Inputs
6411 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the level of accuracy and the units of
measure for the resources to be estimated
6412 Activity List
Described in Section 6231 The activity list identifies the activities which will need resources
6413 Activity Attributes
Described in Section 6232 The activity attributes provide the primary data input for use in estimating those
resources required for each activity in the activity list
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6项目时间理
估算活动资源程成估算程密切协调（72节）
说呢
建设项目团队需熟悉建筑法规种知识
容易卖家提供然果劳动力缺乏特殊验
专门施工技术顾问附加成效方法
确保建筑法规知识
汽车设计团队需熟悉动化装配技术新
知识通聘请顾问获通发送设计师研讨会
机器通包括制造作项目团队成员
641活动资源估算：输入
6411进度理计划
第6131描述进度理计划确定精度水单位
估计资源量
6412活动清单
第6231描述活动列表列出需资源活动
6413活动属性
第6232描述活动属性提供估计原始数输入
活动列表中活动需资源
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6
6414 Resource Calendars
Described in Sections 9232 and 12233 A resource calendar is a calendar that identifies the working
days and shifts on which each specific resource is available Information on which resources (such as human
resources equipment and material) are potentially available during a planned activity period is used for
estimating resource utilization Resource calendars specify when and how long identified project resources
will be available during the project This information may be at the activity or project level This knowledge
includes consideration of attributes such as resource experience andor skill level as well as various
geographical locations from which the resources originate and when they may be available
6415 Risk Register
Described in Section 11231 Risk events may impact resource selection and availability Updates to the risk
register are included with project documents updates described in Section 11532 from Plan Risk Responses
6416 Activity Cost Estimates
Described in Section 7231 The cost of resources may impact resource selection
6417 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Estimate Activity
Resources process include but are not limited to resource location availability and skills
6418 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Estimate Activity Resources
process include but are not limited to
Policies and procedures regarding staffing
Policies and procedures relating to rental and purchase of supplies and equipment and
Historical information regarding types of resources used for similar work on previous projects
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6 PROJECT TIME MANAGEMENT
642 Estimate Activity Resources Tools and Techniques
6421 Expert Judgment
Expert judgment is often required to assess the resourcerelated inputs to this process Any group or person
with specialized knowledge in resource planning and estimating can provide such expertise
6422 Alternative Analysis
Many schedule activities have alternative methods of accomplishment They include using various levels of
resource capability or skills different size or type of machines different tools (hand versus automated) and makerent
orbuy decisions regarding the resource (Section 12135)
6423 Published Estimating Data
Several organizations routinely publish updated production rates and unit costs of resources for an extensive
array of labor trades material and equipment for different countries and geographical locations within countries
6424 BottomUp Estimating
Bottomup estimating is a method of estimating project duration or cost by aggregating the estimates of the
lowerlevel components of the WBS When an activity cannot be estimated with a reasonable degree of confidence
the work within the activity is decomposed into more detail The resource needs are estimated These estimates
are then aggregated into a total quantity for each of the activity’s resources Activities may or may not have
dependencies between them that can affect the application and use of resources If there are dependencies this
pattern of resource usage is reflected and documented in the estimated requirements of the activity
6425 Project Management Software
Project management software such as a scheduling software tool has the capability to help plan organize and
manage resource pools and develop resource estimates Depending on the sophistication of the software resource
breakdown structures resource availability resource rates and various resource calendars can be defined to assist
in optimizing resource utilization
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6项目时间理
6
6414资源日历
部分923212233描述资源日历日历标识工作
天班特定资源信息资源（力
资源设备材料）计划活动期间
估计资源利资源日历指定时久确定项目资源
项目信息活动项目水方面知识
包括属性资源验技水考虑种
理位置资源源
6415风险登记册
第11231描述风险事件会影响资源选择利风险更新
寄存器包含项目文件更新第11532描述规划风险应
6416活动成估算
第7231描述资源成会影响资源选择
6417企业环境素
第215描述够影响估计活动企业环境素
资源程包括限资源位置性技
6418组织程资产
第214描述组织程资产会影响活动资源估算
程包括限：
政策程序关员
关政策租赁物资设备采购程序
历史资料前类似工作资源类型
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642估算活动资源：工具技术
6421专家判断
专家判断需评估资源相关程输入团体
资源规划评估专业知识提供样专业知识
6422代分析
许计划活动代方法实现包括种级
资源力技尺寸类型机器工具（手动动）makerent—
购买决策资源（第12135）
6423出版估算数
组织定期发布更新生产速率广泛资源单位成
劳动行业材料设备阵列国家区国家
6424估算
估算集合估计工期成估算方法
低级WBS组件活动合理置信度估计
活动工作分解成更详细资源需求估计估计
然汇总总数量活动资源活动会会
间赖关系影响资源利中应果赖性
资源模式反映记录活动估计求
6425项目理软件
项目理软件调度软件工具帮助计划组织力
理资源池资源开发估计根软件复杂性资源
分解结构资源性资源率种资源日历定义
优化资源利
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6
643 Estimate Activity Resources Outputs
6431 Activity Resource Requirements
Activity resource requirements identify the types and quantities of resources required for each activity in a work
package These requirements then can be aggregated to determine the estimated resources for each work package
and each work period The amount of detail and the level of specificity of the resource requirement descriptions
can vary by application area The resource requirements documentation for each activity can include the basis of
estimate for each resource as well as the assumptions that were made in determining which types of resources
are applied their availability and what quantities are used
6432 Resource Breakdown Structure
The resource breakdown structure is a hierarchical representation of resources by category and type Examples
of resource categories include labor material equipment and supplies Resource types may include the skill level
grade level or other information as appropriate to the project The resource breakdown structure is useful for
organizing and reporting project schedule data with resource utilization information
6433 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity list
Activity attributes and
Resource calendars
65 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete
individual activities with estimated resources The key benefit of this process is that it provides the amount of time
each activity will take to complete which is a major input into the Develop Schedule process The inputs tools and
techniques and outputs of this process are depicted in Figure 614 Figure 615 depicts the data flow diagram of
the process
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6项目时间理
6
643估算活动资源：输出
6431活动资源求
活动资源求确定类型工作活动需资源数量
包求然聚集确定工作包资源评估
工作周期量细节资源需求描述特异性水
应领域异次活动资源需求文档包括基础
资源估计确定类型资源作出假设
应性什量
6432资源分解结构
资源细分结构类类型资源分层表示例子
资源类包括劳动力材料设备品资源类型包括技水
等级相应信息项目资源细分结构
组织报告项目进度数资源利信息
6433项目文件更新
项目文件更新包括限：
活动清单
活动属性
资源日历
65估算活动持续时间
估算活动持续时间评价工作期间需完成进程数
估计资源体活动程关键优势提供量时间
活动完成重输入进度发展程输入工具
技术程输出描绘图614图615描述数流图
程
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6 PROJECT TIME MANAGEMENT
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational process
assets
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Threepoint estimating
5 Group decisionmaking
techniques
6 Reserve analysis
1 Activity duration
estimates
2 Project documents
updates
Figure 614 Estimate Activity Durations Inputs Tools & Techniques and Outputs
Project Time Management
65
Estimate
Activity
Durations
61
Plan Schedule
Management
62
Define
Activities
64
Estimate Activity
Resources
66
Develop
Schedule
Activity list
Activity attributes
Schedule
management
plan
Activity resource
requirements
Resource breakdown
structure
Project documents
updates
Activity
duration
estimates
Project
Documents
Resource
calendars
Risk
register
Project
scope
statement
Organizational
process assets
Enterprise
e nvironmental
122 factors
Conduct
Procurement
92
Acquire
Project Team
112
Identify
Risks
53
Define
Scope
Enterprise
Organization
112
Identify
Risks
Figure 615 Estimate Activity Durations Data Flow Diagram
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6项目时间理
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织程
资产
1专家判断
2类估算
3参数估计
4三点估算
5组决策
技术
6储备分析
1活动时间
估计
2项目文件
更新
图614估算活动持续时间：输入输出工具技术
项目时间理
65
估计
活动
持续时间
61
计划
理
62
定义
活动
64
估算活动
资源
66
发展
铁列车时刻表
活动清单
活动属性
时间表
理
计划
活动资源
求
资源分解
结构
项目文件
更新
活动
持续时间
估计
项目
文件
资源
日历
风险
寄存器
项目
范围
声明
组织
程资产
企业
环境
122素
行
采购
92
获
项目团队
112
识
风险
53
定义
范围
企业
组织
112
识
风险
图615估算活动持续时间数流图
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6 PROJECT TIME MANAGEMENT
6
Estimating activity durations uses information on activity scope of work required resource types estimated
resource quantities and resource calendars The inputs of the estimates of activity duration originate from the
person or group on the project team who is most familiar with the nature of the work in the specific activity The
duration estimate is progressively elaborated and the process considers the quality and availability of the input
data For example as more detailed and precise data is available about the project engineering and design work
the accuracy of the duration estimates improves Thus the duration estimate can be assumed to be progressively
more accurate and of better quality
The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete
the activity and the amount of available resources estimated to complete the activity These estimates are used to
approximate the number of work periods (activity duration) needed to complete the activity using the appropriate
project and resource calendars All data and assumptions that support duration estimating are documented for
each estimate of activity duration
651 Estimate Activity Durations Inputs
6511 Schedule Management Plan
Described in Section 6131 The schedule management plan defines the method used and the level of accuracy
along with other criteria required to estimate activity durations including the project update cycle
6512 Activity List
Described in Section 6231 The activity list identifies the activities that will need duration estimates
6513 Activity Attributes
Described in Section 6232 The activity attributes provide the primary data input for use in estimating durations
required for each activity in the activity list
6514 Activity Resource Requirements
Described in Section 6431 The estimated activity resource requirements will have an effect on the duration of
the activity since the level to which the resources assigned to the activity meet the requirements will significantly
influence the duration of most activities For example if additional or lowerskilled resources are assigned to an
activity there may be reduced efficiency or productivity due to increased communication training and coordination
needs leading to a longer duration estimate
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估算活动持续时间工作活动范围信息需资源类型估计
资源量日历资源日历活动持续时间估计输入
团体项目团队中谁熟悉具体活动工作性质
时间估计逐步细化程认质量输入性
数例更详细精确数关项目工程设计工作
持续时间估计准确性提高估计时间逐步
更精确更质量
活动持续时间估计程需工作需完成估计量
活性资源完成活动数量估计估计
似工作区间（活动期）需适完成活动
项目资源日历数假设支持持续时间估算记录
活动持续时间估计
651估算活动持续时间：输入
6511进度理计划
第6131描述进度理计划定义方法准确程度
着标准估算活动持续时间包括项目更新周期
6512活动清单
第6231描述活动列表标识需活动持续时间估算
6513活动属性
第6232描述活动属性提供估计工期数输入
列表中活动需活动
6514活动资源求
第6431描述估算活动资源需求时间影响
活动中水分配活动符合求资源
数活动持续时间影响例果额外低技资源分配
活动降低效率生产力加强沟通培训协调
需求导致更长时间估计
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6515 Resource Calendars
Described in Section 6414 The resource calendars influence the duration of schedule activities due to the
availability of specific resources type of resources and resources with specific attributes For example when staff
members are assigned to an activity on a fulltime basis in general a skilled staff member can be expected to
complete a given activity in less time than a relatively lessskilled staff member
6516 Project Scope Statement
Described in Section 5331 The assumptions and constraints from the project scope statement are considered
when estimating the activity durations Examples of assumptions include but are not limited to
Existing conditions
Availability of information and
Length of the reporting periods
Examples of constraints include but are not limited to
Available skilled resources and
Contract terms and requirements
6517 Risk Register
Described in Section 11231 The risk register provides the list of risks along with the results of risk analysis
and risk response planning Updates to the risk register are included with project document updates described in
Section 11532
6518 Resource Breakdown Structure
Described in Section 6432 The resource breakdown structure provides a hierarchical structure of the identified
resources by resource category and resource type
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6项目时间理
6515资源日历
第6414描述资源日历影响进度活动引起持续时间
特定资源性资源类型具特定属性资源例工作员
成员分配全职基础活动般情况熟练工作员预期
完成特定活动更短时间相熟练工作员
6516项目范围说明书
第5331节描述项目范围说明书假设约束条件
活动持续时间估算例子假设包括限：
现条件
信息性
报告期长度
约束例子包括限：
技术资源
合条款条件
6517风险登记册
第11231描述风险登记册提供风险中着风险分析结果
风险应计划风险寄存器更新包含项目文档更新
第11532
6518资源分解结构
第6432描述资源细分结构提供确定层次结构
资源类资源资源类型
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6519 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Estimate Activity
Durations process include but are not limited to
Duration estimating databases and other reference data
Productivity metrics
Published commercial information and
Location of team members
65110 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Estimate Activity Durations
process include but are not limited to
Historical duration information
Project calendars
Scheduling methodology and
Lessons learned
652 Estimate Activity Durations Tools and Techniques
6521 Expert Judgment
Expert judgment guided by historical information can provide duration estimate information or recommended
maximum activity durations from prior similar projects Expert judgment can also be used to determine whether to
combine methods of estimating and how to reconcile differences between them
6522 Analogous Estimating
Analogous estimating is a technique for estimating the duration or cost of an activity or a project using
historical data from a similar activity or project Analogous estimating uses parameters from a previous
similar project such as duration budget size weight and complexity as the basis for estimating the same
parameter or measure for a future project When estimating durations this technique relies on the actual
duration of previous similar projects as the basis for estimating the duration of the current project It is a
gross value estimating approach sometimes adjusted for known differences in project complexity Analogous
duration estimating is frequently used to estimate project duration when there is a limited amount of detailed
information about the project
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6519企业环境素
第215描述够影响估计活动企业环境素
时间程包括限：
历时估算数库参考资料
生产力指标
发布商业信息
团队成员位置
65110组织程资产
第214描述组织程资产够影响估算活动持续时间
程包括限：
历史时间信息
项目日历
调度方法
教训
652估算活动持续时间：工具技术
6521专家判断
专家判断历史信息指导提供信息建议时间估计
活动持续时间前类似项目专家判断确定否
结合方法估计调解间分歧
6522类估算
类估算估计持续时间成活动项目中
类似活动项目历史数类估算参数前
类似项目时间预算尺寸重量复杂性估算基础相
未项目参数指标估计时间种技术赖实际
持续时间前类似项目估计前项目持续时间基础
总价值估计方法时调整项目复杂性已知差异类似
工期估计常估计项目工期时详细数量限
关项目信息
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Analogous estimating is generally less costly and less time consuming than other techniques but it is also
less accurate Analogous duration estimates can be applied to a total project or to segments of a project and may
be used in conjunction with other estimating methods Analogous estimating is most reliable when the previous
activities are similar in fact and not just in appearance and the project team members preparing the estimates
have the needed expertise
6523 Parametric Estimating
Parametric estimating is an estimating technique in which an algorithm is used to calculate cost or duration
based on historical data and project parameters Parametric estimating uses a statistical relationship between
historical data and other variables (eg square footage in construction) to calculate an estimate for activity
parameters such as cost budget and duration
Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor
hours per unit of work For example activity duration on a design project is estimated by the number of drawings
multiplied by the number of labor hours per drawing or on a cable installation the meters of cable multiplied by the
number of labor hours per meter For example if the assigned resource is capable of installing 25 meters of cable
per hour the duration required to install 1000 meters is 40 hours (1000 meters divided by 25 meters per hour)
This technique can produce higher levels of accuracy depending upon the sophistication and underlying data
built into the model Parametric time estimates can be applied to a total project or to segments of a project in
conjunction with other estimating methods
6524 ThreePoint Estimating
The accuracy of singlepoint activity duration estimates may be improved by considering estimation uncertainty
and risk This concept originated with the program evaluation and review technique (PERT) PERT uses three
estimates to define an approximate range for an activity’s duration
Most likely (tM) This estimate is based on the duration of the activity given the resources likely to be
assigned their productivity realistic expectations of availability for the activity dependencies on other
participants and interruptions
Optimistic (tO) The activity duration based on analysis of the bestcase scenario for the activity
Pessimistic (tP) The activity duration based on analysis of the worstcase scenario for the activity
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6项目时间理
类估算通常技术太昂贵耗时少
准确类似持续时间估计应项目项目段
估计方法结合类估算前
活动事实表面相似项目团队成员进行估算
具备必专业知识
6523参数估计
参数估计估计技术种算法计算成持续时间
基历史数工程参数参数估计统计关系
历史数变量（例方英尺建筑）计算活动评价
参数成预算持续时间
活动持续时间工作数量劳动定量测定
工作单位时例设计项目活动持续时间图纸数量估计
绘制劳动时数电缆敷设电缆米
米劳动时数例指定资源够安装25米电缆
时1000米安装需时间40时（1000米25米时）
种技术产生更高水精度取决复杂潜数
建成模型参数估计时间应项目项目段
评价方法结合
6524三点估计
单点活动持续时间估计准确性通估计确定性改进
风险概念源计划评审技术（PERT）PERT三
估计定义活动时间似范围：
（TM）估计基活动持续时间出资源
指定生产力活动效性赖现实期
参加者中断
乐观（）活动基础情况分析活动持续时间
悲观（TP）活动基础坏情况分析活动持续时间
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Depending on the assumed distribution of values within the range of the three estimates the expected duration
tE can be calculated using a formula Two commonly used formulas are triangular and beta distributions The
formulas are
Triangular Distribution tE (tO + tM + tP) 3
Beta Distribution (from the traditional PERT technique) tE (tO + 4tM + tP) 6
Duration estimates based on three points with an assumed distribution provide an expected duration and clarify
the range of uncertainty around the expected duration
6525 Group DecisionMaking Techniques
Teambased approaches such as brainstorming the Delphi or nominal group techniques are useful for engaging
team members to improve estimate accuracy and commitment to the emerging estimates By involving a structured
group of people who are close to the technical execution of work in the estimation process additional information
is gained and more accurate estimates obtained Additionally when people are involved in the estimation process
their commitment towards meeting the resulting estimates increases
6526 Reserve Analysis
Duration estimates may include contingency reserves sometimes referred to as time reserves or buffers
into the project schedule to account for schedule uncertainty Contingency reserves are the estimated duration
within the schedule baseline which is allocated for identified risks that are accepted and for which contingent or
mitigation responses are developed Contingency reserves are associated with the knownunknowns which may
be estimated to account for this unknown amount of rework The contingency reserve may be a percentage of the
estimated activity duration a fixed number of work periods or may be developed by using quantitative analysis
methods such as Monte Carlo simulation (Section 11422) Contingency reserves may be separated from the
individual activities and aggregated into buffers as shown in Figure 619
As more precise information about the project becomes available the contingency reserve may be used
reduced or eliminated Contingency should be clearly identified in schedule documentation
Estimates may also be produced for the amount of management reserve of time for the project Management
reserves are a specified amount of the project duration withheld for management control purposes and are
reserved for unforeseen work that is within scope of the project Management reserves are intended to address the
unknownunknowns that can affect a project Management reserve is not included in the schedule baseline but
it is part of the overall project duration requirements Depending on contract terms use of management reserves
may require a change to the schedule baseline
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6
根假设值分布三范围估计预期持续时间
TE公式计算两常公式三角形分布β分布
公式：
三角形分布TE （+ TM + TP） 3
贝塔分布（传统PERT技术）TE （+ 6公吨+ TP）
持续时间估计基三点假定分布提供预期持续时间澄清
预期时间确定性范围
6525群决策方法
团队基础方法头脑风暴法Delphi名义群体技术生产
团队成员提高估计精度致力新兴估计通结构化
谁接估计程中工作执行技术组额外信息
获更准确估计外涉估计程
会议产生估计增加承诺
6526储备分析
持续时间估计包括应急储备时称时间缓储备
项目进度表进度确定性应急储备估计时间
进度基线识风险接受
缓解措施开发应急储备已知未知
估计未知量返工应急储备百分
活动持续时间估算固定工作时间数量开发利定量分析
方法蒙特卡罗模拟（第11422）应急储备脱离
活动聚合成图示碱性缓区
更精确关项目信息变应急储备
减少消应急计划文件中应明确标识
估计项目时间理储备量理
储备定数量项目时间理控制目保留
保留未预见工作项目范围理储备目解决
未知未知影响项目理储备包括计划基线
整项目时间求部分根合条款理储备
需改变进度基准
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653 Estimate Activity Durations Outputs
6531 Activity Duration Estimates
Activity duration estimates are quantitative assessments of the likely number of time periods that are required
to complete an activity Duration estimates do not include any lags as described in Section 6323 Activity duration
estimates may include some indication of the range of possible results For example
2 weeks ± 2 days which indicates that the activity will take at least eight days and not more than twelve
(assuming a fiveday workweek) and
15 probability of exceeding three weeks which indicates a high probability—85 —that the activity
will take three weeks or less
6532 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity attributes and
Assumptions made in developing the activity duration estimate such as skill levels and availability
as well as a basis of estimates for durations
66 Develop Schedule
Develop Schedule is the process of analyzing activity sequences durations resource requirements and
schedule constraints to create the project schedule model The key benefit of this process is that by entering
schedule activities durations resources resource availabilities and logical relationships into the scheduling tool it
generates a schedule model with planned dates for completing project activities The inputs tools and techniques
and outputs of this process are depicted in Figure 616 Figure 617 depicts the data flow diagram of the process
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653估算活动持续时间：输出
6531活动持续时间估算
活动工期估计需时间定量估
完成项活动持续时间估计包括滞6323节中描述活动时间
估计包括结果范围指标说呢
±2周2天表明活动需少八天超十二
（假设周工作5天）
15超三周概率表明高probability85 活动
三周更少
6532项目文件更新
项目文件更新包括限：
活动属性
假设开发活动持续时间估计技术水性
持续时间基础估计
66制定进度计划
开发进度分析活动序持续时间资源需求程
进度约束创建项目调度模型程关键处进入
计划活动持续时间资源资源性逻辑关系调度工具
生成项目活动计划日期完成进度模型输入工具技术
程输出616描绘图图617描述程数流图
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6
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule
network diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration
estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
1 Schedule network
analysis
2 Critical path method
3 Critical chain method
4 Resource optimization
techniques
5 Modeling techniques
6 Leads and lags
7 Schedule compression
8 Scheduling tool
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents
updates
Figure 616 Develop Schedule Inputs Tools & Techniques and Outputs
Project Time Management
66
Develop
Schedule
67
Control
Schedule
Project schedule
network diagrams
Activity duration
estimates
Activity resource
requirements
Resource breakdown
Activity list structure
Activity attributes
Project documents
updates
Project schedule
Project
calendars
Schedule
data
Project schedule
Project
management
plan updates
Schedule baseline
Project
Documents
Resource calendars
Project staff assignments
Resource calendars
Risk register
Project scope statement
Organizational
process assets
Enterprise
e nvironmental
factors
122
Conduct
Procurements
92
Acquire
Project Team
112
Identify
Risks
53
Define
Scope
Enterprise
Organization
73
Determine
Budget
72
Estimate
Costs
42
Develop Project
Management
Plan
121
Plan Procurement
Management
65
Estimate Activity
Durations
64
Estimate Activity
Resources
63
Sequence
Activities
62
Define
Activities
Schedule
management plan
61
Plan Schedule
Management
Figure 617 Develop Schedule Data Flow Diagram
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6项目时间理
6
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4项目进度
网络图
5活动资源
求
6资源日历
7活动时间
估计
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
1进度网络
分析
2关键路径方法
3关键链法
4资源优化
技术
5建模技术
6线索滞
7进度压缩
8调度工具
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件
更新
图6：输入制定进度计划工具技术输出
项目时间理
66
发展
铁列车时刻表
67
控制
铁列车时刻表
项目进度
网络图
活动持续时间
估计
活动资源
求
资源分解
活动列表结构
活动属性
项目文件
更新
项目进度
项目
日历
时间表
数
项目进度
项目
理
计划更新
进度基线
项目
文件
资源日历
项目职员分配
资源日历
风险登记册
项目范围说明书
组织
程资产
企业
环境
素
122
行
采购
92
获
项目团队
112
识
风险
53
定义
范围
企业
组织
73
确定
预算
72
估计
成
42
开发项目
理
计划
121
计划采购
理
65
估算活动
持续时间
64
估算活动
资源
63
序列
活动
62
定义
活动
时间表
理计划
61
计划
理
图6～17制定进度计划数流图
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Developing an acceptable project schedule is often an iterative process The schedule model is used to
determine the planned start and finish dates for project activities and milestones based on the accuracy of the
inputs Schedule development can require the review and revision of duration estimates and resource estimates to
create the project schedule model to establish an approved project schedule that can serve as a baseline to track
progress Once the activity start and finish dates have been determined it is common to have project staff assigned
to the activities review their assigned activities and confirm that the start and finish dates present no conflict with
resource calendars or assigned activities in other projects or tasks and thus are still valid As work progresses
revising and maintaining the project schedule model to sustain a realistic schedule continues throughout the
duration of the project as described in Section 67
For more specific information regarding scheduling refer to the Practice Standard for Scheduling
661 Develop Schedule Inputs
6611 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the scheduling method and tool used to
create the schedule and how the schedule is to be calculated
6612 Activity List
Described in Section 6231 The activity list identifies the activities that will be included in the schedule model
6613 Activity Attributes
Described in Section 6232 The activity attributes provide the details used to build the schedule model
6614 Project Schedule Network Diagrams
Described in Section 6331 The project schedule network diagrams contain the logical relationships of
predecessors and successors that will be used to calculate the schedule
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6项目时间理
开发接受项目进度计划常常迭代程调度模型
确定计划开始日期结束日期项目活动里程碑准确性
输入计划发展需持续时间估计资源估算进行评审修订
创建项目计划建立核准项目时间表作基准踪
进步旦活动开始日期完成日期已确定常见项目员分配
活动回顾工作确认开始完成日期目前没突
资源日历分配活动中项目务然效着工作进展
修改维护项目进度模型维持行计划持续整
项目期间67节描述
调度更具体信息调度指实践标准
661制定进度计划：输入
6611进度理计划
第6131描述进度理计划确定调度方法工具
创建计划调度计算
6612活动清单
第6231描述活动列表标识包括调度模型活动
6613活动属性
第6232描述活动属性提供建立调度模型细节
6614项目进度网络图
第6331描述项目进度网络图中逻辑关系
前继者计算表
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6615 Activity Resource Requirements
Described in Section 6431 The activity resource requirements identify the types and quantities of resources
required for each activity used to create the schedule model
6616 Resource Calendars
Described in Sections 9232 and 12233 The resource calendars contain information on the availability of
resources during the project
6617 Activity Duration Estimates
Described in Section 6531 The activity duration estimates contain the quantitative assessments of the likely
number of work periods that will be required to complete an activity that will be used to calculate the schedule
6618 Project Scope Statement
Described in Section 5331 The project scope statement contains assumptions and constraints that can impact
the development of the project schedule
6619 Risk Register
Described in Section 11231 The risk register provides the details of all identified risks and their characteristics
that affect the schedule model
66110 Project Staff Assignments
Described in Section 9231 The project staff assignments specify which resources are assigned to each
activity
66111 Resource Breakdown Structure
Described in Section 6432 The resource breakdown structure provides the details by which resource analysis
and organizational reporting can be done
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6615活动资源求
第6431描述活动资源求确定资源类型数量
活动创建进度模型需
6616资源日历
部分923212233描述资源日历包含信息性
项目资源
6617活动持续时间估算
第6531描述活动历时估算包含定量评估
需完成项活动计算表工作期间数
6618项目范围说明书
第5331节描述项目范围说明书包含假设约束条件影响
项目进度计划发展
6619风险登记册
第11231描述风险登记册提供已识风险特征细节
影响调度模型
66110项目职员分配
第9231描述项目员分配指定资源分配
活动
66111资源分解结构
第6432描述资源细分结构提供资源分析细节
组织报告做
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66112 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors include but are not limited to
Standards
Communication channels and
Scheduling tool to be used in developing the schedule model
66113 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Schedule process
include but are not limited to scheduling methodology and project calendar(s)
662 Develop Schedule Tools and Techniques
6621 Schedule Network Analysis
Schedule network analysis is a technique that generates the project schedule model It employs various analytical
techniques such as critical path method critical chain method whatif analysis and resource optimization
techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities
Some network paths may have points of path convergence or path divergence that can be identified and used in
schedule compression analysis or other analyses
6622 Critical Path Method
The critical path method which is a method used to estimate the minimum project duration and determine the
amount of scheduling flexibility on the logical network paths within the schedule model This schedule network
analysis technique calculates the early start early finish late start and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis through the schedule
network as shown in Figure 618 In this example the longest path includes activities A C and D and therefore the
sequence of ACD is the critical path The critical path is the sequence of activities that represents the longest path
through a project which determines the shortest possible project duration The resulting early and late start and
finish dates are not necessarily the project schedule rather they indicate the time periods within which the activity
could be executed using the parameters entered in the schedule model for activity durations logical relationships
leads lags and other known constraints The critical path method is used to calculate the amount of scheduling
flexibility on the logical network paths within the schedule model
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66112企业环境素
第215描述企业环境素包括限：
标准
沟通渠道
调度工具开发调度模型
66113组织程资产
第214描述组织程资产影响进度发展程
包括限：调度方法项目日历（S）
662开发进度：工具技术
6621进度网络分析
进度网络分析生成项目进度计划模型技术采分析
技术关键路径法关键链法果分析资源优化
计算早期晚期启动项目活动未完部分完成日期技术
网络路径点收敛发散路径路径识
进度压缩分析分析
6622关键路径法
关键路径法种方法估计工期确定
调度模型逻辑网络路径调度灵活性进度网络
分析技术计算早开始早完成起步晚晚完成日期活动
通执行前通分析通表资源限制方面
网络图6示例子中长路径包括活动CD
序列acd关键路径关键路径活动长路径序
通工程决定短项目持续时间产生早期晚期开始
完成日期定项目进度表示时间段活动
执行参数中输入活动持续时间调度模型逻辑关系
导致滞已知约束关键路径法计算量调度
调度模型逻辑网络路径灵活性
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On any network path the schedule flexibility is measured by the amount of time that a schedule activity can
be delayed or extended from its early start date without delaying the project finish date or violating a schedule
constraint and is termed total float A CPM critical path is normally characterized by zero total float on the
critical path As implemented with PDM sequencing critical paths may have positive zero or negative total
float depending on constraints applied Any activity on the critical path is called a critical path activity Positive
total float is caused when the backward pass is calculated from a schedule constraint that is later than the
early finish date that has been calculated during forward pass calculation Negative total float is caused when a
constraint on the late dates is violated by duration and logic Schedule networks may have multiple nearcritical
paths Many software packages allow the user to define the parameters used to determine the critical path(s)
Adjustments to activity durations (if more resources or less scope can be arranged) logical relationships (if the
relationships were discretionary to begin with) leads and lags or other schedule constraints may be necessary
to produce network paths with a zero or positive total float Once the total float for a network path has been
calculated then the free float—the amount of time that a schedule activity can be delayed without delaying the
early start date of any successor or violating a schedule constraint—can also be determined For example the
free float for Activity B in Figure 618 is 5 days
Critical Path Link
NonCritical Path Link
Activity
Node
Start A Finish
1 5 5
1 0 5
C
6 10 15
6 0 15
B
6 5 10
11 5 15
D
16 15 30
16 0 30
Activity Name
Early
Start Duration
Early
Finish
Late
Start
Total
Float
Late
Finish
Path A–B–D 25
Path A–C–D 30
(Critical Path)
KEY
Figure 618 Example of Critical Path Method
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网络路径日程安排灵活性通计划活动时间量测
推迟延长早开始时间影响项目完成日期违反计划
约束称全浮关键路径通常零总时差
关键路径实现PDM测序关键路径积极零负总
浮取决施加约束关键路径活动称关键路径活动积极
总浮时造成逆传递计算调度约束晚
早完成日期已提出通计算计算负总浮时造成
晚日期时间逻辑约束违反进度网络界
路径许软件包允许户定义确定关键路径参数（S）
调整活动持续时间（果更资源更少范围设置）逻辑关系（果
关系意开始）领先滞时间限制必
产生网络路径零积极总时差旦网络路径总浮动已
计算然浮动时间量计划活动没延误
继承违反调度约束早开始时间确定说呢
B工作时差图65天
关键路径链接
非关键路径链接
活动
节点
启动完成
1 5 5
1 0 5
C
6 10 15
6 0 15
B
6 5 10
11 5 15
D
16 15 30
16 0 30
活动名称
早期
开始时间
早期
完成
晚
起点
总
浮
晚
完成
路径–B–D 25
路径–C–D 30
（关键路径）
关键
图618关键路径法例子
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6623 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any
project schedule path to account for limited resources and project uncertainties It is developed from the critical
path method approach and considers the effects of resource allocation resource optimization resource leveling
and activity duration uncertainty on the critical path determined using the critical path method To do so the critical
chain method introduces the concept of buffers and buffer management The critical chain method uses activities
with durations that do not include safety margins logical relationships and resource availability with statistically
determined buffers composed of the aggregated safety margins of activities at specified points on the project
schedule path to account for limited resources and project uncertainties The resourceconstrained critical path is
known as the critical chain
The critical chain method adds duration buffers that are nonwork schedule activities to manage uncertainty
One buffer placed at the end of the critical chain as shown in Figure 619 is known as the project buffer and
protects the target finish date from slippage along the critical chain Additional buffers known as feeding buffers
are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical
chain Feeding buffers thus protect the critical chain from slippage along the feeding chains The size of each buffer
should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer Once
the buffer schedule activities are determined the planned activities are scheduled to their latest possible planned
start and finish dates Consequently instead of managing the total float of network paths the critical chain method
focuses on managing the remaining buffer durations against the remaining durations of chains of activities
Activity A
Critical Chain Link
NonCritical Link
Start Activity C Finish
Activity G
Activity B
Activity D
Feeding
Buffer
Feeding
Buffer
Activity E Activity F Project
Buffer
KEY
Figure 619 Example of Critical Chain Method
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6623关键链法
关键链法（CCM）计划方法项目组缓区
项目进度路径考虑限资源项目确定性关键开发
资源分配资源优化影响路径方法方法认资源衡
活动持续时间确定性关键路径确定关键路径方法样做关键
链方法引入缓区缓区理概念关键链方法活动
持续时间包括安全边际逻辑关系统计资源性
确定缓区组成集合安全边际指定点项目活动
计划路径考虑限资源项目确定性资源约束关键路径
称关键链
关键链方法增加时间缓区非工作活动计划理确定性
缓区放置关键链末端图619示称项目缓区
保护着关键链滑移目标完成日期额外缓区称输入缓区
放置点链相关活动关键链进入关键
链输入缓区保护关键链着供链滑移缓区
应考虑相关活动导致缓链持续时间确定性旦
缓区活动计划确定计划活动新计划
开始日期完成日期理网络路径总时差关键链法
集中理剩余缓时间链活动剩余时间
活动
关键链链接
非关键环节
启动活动C完成
活动G
活动B
活动D
喂养
缓区
喂养
缓区
活动活动E F项目
缓区
关键
图619关键链方法例子
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6624 Resource Optimization Techniques
Examples of resource optimization techniques that can be used to adjust the schedule model due to demand
and supply of resources include but are not limited to
Resource leveling A technique in which start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply Resource leveling can be used
when shared or critically required resources are only available at certain times or in limited quantities
or overallocated such as when a resource has been assigned to two or more activities during the same
time period as shown in Figure 620 or to keep resource usage at a constant level Resource leveling
can often cause the original critical path to change usually to increase
Start
Activity A Tom 8 hrs
Sue 8 hrs
Activity B Sue 8 hrs
Activity C Tom 8 hrs
Tom 8 hrs
Sue 16 hrs
Tom 8 hrs
Day 1 Day 2 Day 3
Start
Activity A Tom 8 hrs
Sue 8 hrs
Activity B Sue 8 hrs
Activity C Tom 8 hrs
Tom 8 hrs
Sue 8 hrs
Sue 8 hrs Tom 8 hrs
Day 1 Day 2 Day 3
Activities Before Resource Leveling
Activities After Resource Leveling
Figure 620 Resource Leveling
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6624资源优化技术
调整调度模型需求资源优化技术例子
供应资源包括限：
资源衡种技术开始日期完成日期基资源约束调整
具提供资源衡需求目资源衡
享批判需资源特定时间限数量
分配例资源分配两更活动
时间图620示保持恒定水资源利资源衡
通常原关键路径改变通常会增加
起点
汤姆：活动8时
苏：8时
活动B苏：8时
汤姆：8时活动C
汤姆：8时
苏：16时
汤姆：8时
1天2天3天
起点
汤姆：活动8时
苏：8时
活动B苏：8时
汤姆：8时活动C
汤姆：8时
苏：8时
苏：汤姆：8时8时
1天2天3天
资源调配活动
资源衡活动
图620资源衡
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Resource Smoothing A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined resource limits In resource
smoothing as opposed to resource leveling the project’s critical path is not changed and the completion
date may not be delayed In other words activities may only be delayed within their free and total float
Thus resource smoothing may not be able to optimize all resources
6625 Modeling Techniques
Examples of modeling techniques include but are not limited to
WhatIf Scenario Analysis Whatif scenario analysis is the process of evaluating scenarios in order
to predict their effect positively or negatively on project objectives This is an analysis of the question
What if the situation represented by scenario X’ happens A schedule network analysis is performed
using the schedule to compute the different scenarios such as delaying a major component delivery
extending specific engineering durations or introducing external factors such as a strike or a change in
the permitting process The outcome of the whatif scenario analysis can be used to assess the feasibility
of the project schedule under adverse conditions and in preparing contingency and response plans to
overcome or mitigate the impact of unexpected situations
Simulation Simulation involves calculating multiple project durations with different sets of activity
assumptions usually using probability distributions constructed from the threepoint estimates (described
in Section 6524) to account for uncertainty The most common simulation technique is Monte Carlo
analysis (Section 11422) in which a distribution of possible activity durations is defined for each activity
and used to calculate a distribution of possible outcomes for the total project
6626 Leads and Lags
Described in Section 6323 Leads and lags are refinements applied during network analysis to develop a
viable schedule by adjusting the start time of the successor activities Leads are used in limited circumstances to
advance a successor activity with respect to the predecessor activity and lags are used in limited circumstances
where processes require a set period of time to elapse between the predecessors and successors without work or
resource impact
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资源滑种技术调整活动日程模型等
项目资源求超某预定资源限制资源
滑资源调配项目关键路径没改变完成
日期迟换句话说活动延迟总时差
资源滑法优化资源
6625建模技术
建模技术例子包括限：
果什情景分析果情景分析评价方案程中
预测影响积极消极项目目标问题分析
果情况X表示情况会发生什呢？执行进度网络分析
时间表计算场景延迟交货成分
延伸具体工程持续时间引入外部素罢工改变
审批程结果果情况分析评估行性
利条件项目进度表准备应急响应计划
克服减轻意外情况影响
仿真模拟采活性计算项目持续时间
假设通常概率分布估计三点构造（描述
第6524）帐户确定性常见蒙特卡罗模拟技术
分析（第11422）中活动持续时间分布活动定义
计算分布总体方案结果
6626领先滞
第6323描述领先滞改进应网络分析发展
行计划调整续活动开始时间导线限情况
推进相前活动续活动滞限情况
程需段时间流逝前继者间工作
资源影响
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6627 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project
scope in order to meet schedule constraints imposed dates or other schedule objectives Schedule compression
techniques include but are not limited to
Crashing A technique used to shorten the schedule duration for the least incremental cost by adding
resources Examples of crashing include approving overtime bringing in additional resources or paying
to expedite delivery to activities on the critical path Crashing works only for activities on the critical path
where additional resources will shorten the activity’s duration Crashing does not always produce a viable
alternative and may result in increased risk andor cost
Fast tracking A schedule compression technique in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration An example is constructing the foundation
for a building before completing all of the architectural drawings Fast tracking may result in rework and
increased risk Fast tracking only works if activities can be overlapped to shorten the project duration
6628 Scheduling Tool
Automated scheduling tools contain the schedule model and expedite the scheduling process by generating
start and finish dates based on the inputs of activities network diagrams resources and activity durations using
schedule network analysis A scheduling tool can be used in conjunction with other project management software
applications as well as manual methods
663 Develop Schedule Outputs
6631 Schedule Baseline
A schedule baseline is the approved version of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison to actual results It is accepted and approved by
the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates During
monitoring and controlling the approved baseline dates are compared to the actual start and finish dates to determine
whether variances have occurred The schedule baseline is a component of the project management plan
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6627进度压缩
进度压缩技术缩短计划降低项目持续时间
范围满足进度约束强制日期进度目标进度压缩
技术包括限：
崩溃种缩短调度时间少增量成加技术
资源例子包括批准加班赶工带额外资源支付
加快交付关键路径活动破碎作品关键路径活动
额外资源缩短活动时间碰撞总产生行
代导致成
快速踪进度压缩技术中活动阶段序列做正常
行少部分执行时间例子基础构建
建筑完成建筑图纸前快速踪造成返工
风险增加快速踪仅活动重叠缩短项目工期
6628调度工具
调度动化工具包含调度模型加快调度程产生
开始完成基活动网络图输入日期资源活动持续时间
进度网络分析调度工具项目理软件结合
应手工方法
663开发进度：输出
6631进度基线
进度基线批准通正式变更调度模型版
变更控制程序作实际结果较基础公认批准
适利益相关者基准开始日期完成日期进度基线基线
监测控制批准基线日期较实际开始日期完成日期确定
偏差否发生进度基准项目理计划部分
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6 PROJECT TIME MANAGEMENT
6632 Project Schedule
The outputs from a schedule model are schedule presentations The project schedule is an output of a schedule
model that presents linked activities with planned dates durations milestones and resources At a minimum the
project schedule includes a planned start date and planned finish date for each activity If resource planning is done
at an early stage then the project schedule remains preliminary until resource assignments have been confirmed
and scheduled start and finish dates are established This process usually occurs no later than the completion of the
project management plan (Section 4231) A target project schedule model may also be developed with a defined
target start and target finish for each activity The project schedule presentation may be presented in summary
form sometimes referred to as the master schedule or milestone schedule or presented in detail Although a
project schedule model can be presented in tabular form it is more often presented graphically using one or more
of the following formats which are classified as presentations
Bar charts These charts also known as Gantt charts represent schedule information where activities
are listed on the vertical axis dates are shown on the horizontal axis and activity durations are shown
as horizontal bars placed according to start and finish dates Bar charts are relatively easy to read
and are frequently used in management presentations For control and management communications
the broader more comprehensive summary activity sometimes referred to as a hammock activity is
used between milestones or across multiple interdependent work packages and is displayed in bar
chart reports An example is the summary schedule portion of Figure 621 that is presented in a WBSstructured
format
Milestone charts These charts are similar to bar charts but only identify the scheduled start or
completion of major deliverables and key external interfaces An example is the milestone schedule
portion of Figure 621
Project schedule network diagrams These diagrams are commonly presented in the activityonnode
diagram format showing activities and relationships without a time scale sometimes referred to as a
pure logic diagram as shown in Figure 611 or presented in a timescaled schedule network diagram
format that is sometimes called a logic bar chart as shown for the detailed schedule in Figure 621These
diagrams with activity date information usually show both the project network logic and the project’s
critical path schedule activities This example also shows how each work package is planned as a series
of related activities Another presentation of the project schedule network diagram is a timescaled logic
diagram These diagrams include a time scale and bars that represent the duration of activities with the
logical relationships It is optimized to show the relationships between activities where any number of
activities may appear on the same line of the diagram in sequence
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6项目时间理
6632项目进度
调度模型输出进度报告项目进度计划进度输出
模型提出相互关联活动计划日期时间日期资源少
项目计划包括计划开始日期活动计划完成日期果资源计划完成
早期阶段项目进度然初步直资源分配已证实
计划开始日期完成日期建立程通常发生迟完成
项目理计划（第4231）目标项目调度模型定义开发
项活动开始完成目标目标项目进度报告总结
形式时称总体计划里程碑进度表详细介绍然
项目进度计划模型表格形式呈现显示
列格式演示：
条形图图表称甘特图代表进度信息活动
垂直轴市日期水轴显示活动持续时间证明
水钢筋放置根开始日期完成日期条形图较容易阅读
常理介绍控制理通信
更广泛更全面总结活动时称吊床活动
利里程碑跨工作包间赖显示酒吧
图报告例子图621总结计划部分提出wbsstructured
格式
里程碑图图表相似条形图确定预定开始
成果外部接口完成例子里程碑进度表
图621部分
项目进度网络图图节点活动通常会出现
图格式显示活动关系没时间尺度时称
纯逻辑图图6示时间尺度进度网络图
格式时称逻辑图表图621these详细计划
图活动日期信息通常会显示两项目网络逻辑项目
关键路径进度活动示例显示工作包计划作系列
相关活动演示项目进度网络图时间缩放逻辑
图图包括时间尺度酒吧代表活动持续时间
逻辑关系优化显示活动间关系数量
活动出现行序列图
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6 PROJECT TIME MANAGEMENT
6
Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11MB Begin New Product Z
Period 4
Calendar
units
Calendar
units
Calendar
units
Complete Component 1
Complete Component 2
Finish New Product Z
0
0
0
0
Activity Description
Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11MB 0
120
67
20
33
14
0
53
14
28
11
0
53
14
32
0
7
0
Period 4
Activity Description
111M1
112M1
113MF
113M1 Complete Integration of Components 1 & 2 0
Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11 Develop and Deliver New Product Z
Period 4
Work Package 1 Component 1
Work Package 2 Component 2
Work Package 3 Integrated Components 1 and 2
120
67
53
53
Activity Description
111
112
113
Milestone Schedule
Data Date
Data Date
Detailed Schedule
111T
11
111
111D
111B
112T
111M1
112
112D
112B
113M1
112M1
113
113G
113T
Data Date
SS
FS
113P
113MF
Summary Schedule
Begin New Product Z
Develop and Deliver Product Z
Work Package 1 Component 1
Design Component 1
Build Component 1
Test Component 1
Complete Component 1
Work Package 2 Component 2
Design Component 2
Build Component 2
Test Component 2
Complete Component 2
Work Package 3 Integrated Components 1 and 2
Integrate Components 1 and 2 as Product Z
Complete Integration of Components 1 and 2
Test Integrated Components as Product Z
Deliver Product Z
Finish New Product Z
Figure 621 Project Schedule Presentations —Examples
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6 PROJECT TIME MANAGEMENT
Figure 621 shows schedule presentations for a sample project being executed with the work in progress
reported through the data date a point in time when the status of the project is recorded which is sometimes
also called the asof date or status date For a simple project schedule model Figure 621 reflects schedule
presentations in the forms of (1) a milestone schedule as a milestone chart (2) a summary schedule as a bar
chart and (3) a detailed schedule as a project schedule network diagram Figure 621 also visually shows the
relationships among the three different levels of schedule presentation
6633 Schedule Data
The schedule data for the project schedule model is the collection of information for describing and controlling
the schedule The schedule data includes at least the schedule milestones schedule activities activity attributes
and documentation of all identified assumptions and constraints The amount of additional data varies by application
area Information frequently supplied as supporting detail includes but is not limited to
Resource requirements by time period often in the form of a resource histogram
Alternative schedules such as bestcase or worstcase not resourceleveled or resourceleveled with
or without imposed dates and
Scheduling of contingency reserves
Schedule data could also include such items as resource histograms cashflow projections and order and
delivery schedules
6634 Project Calendars
A project calendar identifies working days and shifts that are available for scheduled activities It distinguishes
time periods in days or parts of days that are available to complete scheduled activities from time periods that
are not available A schedule model may require more than one project calendar to allow for different work
periods for some activities to calculate the project schedule The project calendars may be updated
6635 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Schedule baseline (Section 6631)
Schedule management plan (Section 6131)
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6项目时间理
6
项目进度计划时间框架
期1期2期3期5
活动
标识符
11mb开始新产品Z
4期
日历
单位
日历
单位
日历
单位
完整组件1
完整组件2
完成新产品Z
0
0
0
0
活动描述
项目进度计划时间框架
期1期2期3期5
活动
标识符
11mb 0
120
67
20
33
14
0
53
14
28
11
0
53
14
32
0
7
0
4期
活动描述
111m1
112m1
113mf
113m1完整集成组件12 0
项目进度计划时间框架
期1期2期3期5
活动
标识符
11开发提供新产品Z
4期
工作包1：组件1
工作包2：组件2
工作包3：集成组件12
120
67
53
53
活动描述
111
112
113
里程碑进度表
数日期
数日期
详细时间表
111T
11
111
111 D
111B
112T
111m1
112
112 D
112 B
113m1
112m1
113
113 G
113T
数日期
SS
FS
113 P
113mf
计划概
开始新产品Z
开发提供产品Z
工作包1：组件1
设计组件1
建立组件1
测试组件1
完整组件1
工作包2：组件2
设计组件2
建立组件2
测试组件2
完整组件2
工作包3：集成组件12
集成组件12作产品Z
12完全集成组件
测试集成组件产品Z
提供产品Z
完成新产品Z
图6尺项目进度报告实例
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6项目时间理
图6尺显示样项目执行进度报告正进行中工作
通数报告日期时间点时该项目状态记录时
称日期状态日期简单项目进度计划模型图621反映进度
表现形式（1）里程碑计划里程碑图（2）总结计划作酒吧
图（3）详细时间表作项目进度网络图图6尺直观显示
附表介绍三层次间关系
6633计划数
项目进度计划进度数模型描述控制信息收集
附表表数少包括进度里程碑计划活动活动属性
确定假定限制文档额外数量变化应
面积常提供信息支持细节包括限：
时段资源需求常资源柱状图形式
代时间表坏整资源资源水
强制日期
应急储备调度
表数包括资源柱状图现金流量预测
交货时间表
6634项目日历
项目日历标识工作日转移计划活动区
天利完成预定活动时间天部分时间
调度模型需止项目日历允许工作
活动计算项目进度时间项目日历更新
6635项目理计划更新
项目理计划更新容包括限：
进度基线（第6631）
进度理计划（第6131）
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6 PROJECT TIME MANAGEMENT
6
6636 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity resource requirements Resource leveling can have a significant effect on preliminary estimates
for the types and quantities of resources required If the resourceleveling analysis changes the project
resource requirements then the project resource requirements are updated
Activity attributes Activity attributes (Section 6232) are updated to include any revised resource
requirements and any other revisions generated by the Develop Schedule process
Calendars The calendar for each project may consist of multiple calendars project calendars individual
resource calendars etc as the basis for scheduling the project
Risk register The risk register may need to be updated to reflect opportunities or threats perceived
through scheduling assumptions
67 Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and
manage changes to the schedule baseline to achieve the plan The key benefit of this process is that it provides
the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize
risk The inputs tools and techniques and outputs of this process are depicted in Figure 622 Figure 623
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
1 Performance reviews
2 Project management
software
3 Resource optimization
techniques
4 Modeling techniques
5 Leads and lags
6 Schedule compression
7 Scheduling tool
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure 622 Control Schedule Inputs Tools & Techniques and Outputs
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6项目时间理
6
6636项目文件更新
项目文件更新包括限：
活动资源求资源衡重影响初步估计
类型需资源数量果资源衡分析变化项目
资源需求项目资源求更新
活动属性活动属性（第6232）更新包括修正资源
计划发展程中产生求修改
日历项目日历日历项目日历
资源日历等调度方案基础
风险登记册风险登记册需更新反映机会威胁
通调度假设
67控制计划
进度控制工程监控活动状态更新项目进展程
理改变进度基准计划实现程关键优势提供
认识偏离计划采取纠正预防措施限度减少意味着
风险输入工具技术程输出描绘图6－22图623
描述数处理流程图
输入工具技术输出
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
1绩效评估
2项目理
软件
3资源优化
技术
4建模技术
5线索滞
6进度压缩
7调度工具
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图6－22控制计划：输入输出工具技术
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Project
Documents
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project Time Management
67
Control
Schedule
66
Develop
Schedule
Work
p erformance
data
Project
management
plan
Organizational
process assets
Organizational
process assets updates
Schedule forecasts
Work performance
information
Project
d ocuments
updates
Project schedule
Project calendars
Schedule data
Change requests
Project
management plan
updates
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
Enterprise
Organization
Figure 623 Control Schedule Data Flow Diagram
Updating the schedule model requires knowing the actual performance to date Any change to the schedule
baseline can only be approved through the Perform Integrated Change Control process (Section 45) Control
Schedule as a component of the Perform Integrated Change Control process is concerned with
Determining the current status of the project schedule
Influencing the factors that create schedule changes
Determining if the project schedule has changed and
Managing the actual changes as they occur
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6项目时间理
项目
文件
44
监控
控制项目
工作
45
执行
集成
变更控制
项目时间理
67
控制
铁列车时刻表
66
发展
铁列车时刻表
工作
性
数
项目
理
计划
组织
程资产
组织
程资产更新
进度预测
工作绩效
问询处
项目
单
更新
项目进度
项目日历
计划数
变更请求
项目
理计划
更新
42
开发项目
理
计划
43
直接
理项目
工作
企业
组织
图623进度控制数流图
更新进度模型需知道实际性数该计划改变
基线通执行整体变更控制程批准（第45节）控制
计划执行整体变更控制程组成部分关注：
确定项目进度前状态
造成进度变化影响素
确定项目进度已改变
理实际发生变化
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If any agile approach is utilized control schedule is concerned with
Determining the current status of the project schedule by comparing the total amount of work delivered
and accepted against the estimates of work completed for the elapsed time cycle
Conducting retrospective reviews (scheduled reviews to record lessons learned) for correcting processes
and improving if required
Reprioritizing the remaining work plan (backlog)
Determining the rate at which the deliverables are produced validated and accepted (velocity) in given
time per iteration (agreed work cycle duration typically two weeks or one month)
Determining that the project schedule has changed and
Managing the actual changes as they occur
671 Control Schedule Inputs
6711 Project Management Plan
Described in Section 4231 The project management plan contains the schedule management plan and the
schedule baseline The schedule management plan describes how the schedule will be managed and controlled
The schedule baseline is used as a reference to compare with actual results to determine if a change corrective
action or preventive action is necessary
6712 Project Schedule
Described in Section 6632 Project schedule refers to the most recent version with notations to indicate
updates completed activities and started activities as of the indicated data date
6713 Work Performance Data
Described in Section 4332 Work performance data refers to information about project progress such as which
activities have started their progress (eg actual duration remaining duration and physical percent complete)
and which activities have finished
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果敏捷方法利控制计划关注：
确定项目进度前状态进行较总工作量交付
接受估计完成工作时间周期
进行回顾性研究（记录验教训定期评审）校正程
改善果需话
重整剩余工作计划（订单）
确定速率交付成果产生验证接受（速度）定
次迭代（约定工作周期持续时间通常两周月）
确定项目进度已改变
理实际发生变化
部门：投入进度控制
6711项目理计划
第4231描述项目理计划包含进度理计划
进度基线进度理计划描述理控制计划
进度基准作参考实际结果确定否变化较纠正
行动预防措施必
6712项目进度
第6632描述项目进度计划指新版符号表示
更新完成活动开始活动作显示数日期
6713工作性数
第4332部分描述工作绩效数指关项目进展
活动已开始进步（例实际持续时间持续时间实际完成百分）
中活动已结束
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6714 Project Calendars
Described in Section 6634 A schedule model may require more than one project calendar to allow for
different work periods for some activities to calculate the schedule forecasts
6715 Schedule Data
Described in Section 6633 Schedule data will be reviewed and updated in the Control Schedule process
6716 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Control Schedule process
include but are not limited to
Existing formal and informal schedule controlrelated policies procedures and guidelines
Schedule control tools and
Monitoring and reporting methods to be used
672 Control Schedule Tools and Techniques
6721 Performance Reviews
Performance reviews measure compare and analyze schedule performance such as actual start and
finish dates percent complete and remaining duration for work in progress Various techniques may be used
among them
Trend analysis Trend analysis examines project performance over time to determine whether
performance is improving or deteriorating Graphical analysis techniques are valuable for understanding
performance to date and for comparison to future performance goals in the form of completion dates
C ritical path method (Section 6622) Comparing the progress along the critical path can help
determine schedule status The variance on the critical path will have a direct impact on the project end
date Evaluating the progress of activities on near critical paths can identify schedule risk
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6项目时间理
6714项目日历
第6634描述调度模型需止项目日历允许
活动计算进度预测工作时段
6715计划数
第6633描述表数审查控制调度进程更新
6716组织程资产
第214描述影响进度控制程组织程资产
包括限：
现正式非正式进度控制相关政策程序指南
进度控制工具
监测报告方法
672进度控制：工具技术
6721业绩回顾
绩效测量分析较实际开始时间进度绩效
完成日期完成百分剩余时间工作进展种技术
中：
趋势分析趋势分析检查项目性时间确定
性改善恶化图形分析技术理解价值
性日期未绩效目标完成日期较
界路径方法（第6622）较进步关键路径帮助
确定进度状况关键路径差异直接影响项目结束
日期评价活动界路径确定进度风险研究进展
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C ritical chain method (Section 6623) Comparing the amount of buffer remaining to the amount of
buffer needed to protect the delivery date can help determine schedule status The difference between
the buffer needed and the buffer remaining can determine whether corrective action is appropriate
Earned value management (Section 7421) Schedule performance measurements such as schedule
variance (SV) and schedule performance index (SPI) are used to assess the magnitude of variation to the
original schedule baseline The total float and early finish variances are also essential planning components
to evaluate project time performance Important aspects of schedule control include determining the cause
and degree of variance relative to the schedule baseline (Section 6631) estimating the implications
of those variances for future work to completion and deciding whether corrective or preventive action
is required For example a major delay on any activity not on the critical path may have little effect on
the overall project schedule while a much shorter delay on a critical or nearcritical activity may require
immediate action For projects not using earned value management similar variance analysis can be
performed by comparing planned activity start or finish dates against actual start or finish dates to
identify variances between the schedule baseline and actual project performance Further analysis can
be performed to determine the cause and degree of variance relative to the schedule baseline and any
corrective or preventative actions needed
6722 Project Management Software
Project management software for scheduling provides the ability to track planned dates versus actual dates
to report variances to and progress made against the schedule baseline and to forecast the effects of changes
to the project schedule model
6723 Resource Optimization Techniques
Described in Section 6624 Resource optimization techniques involve the scheduling of activities and the
resources required by those activities while taking into consideration both the resource availability and the project
time
6724 Modeling Techniques
Described in Section 6625 Modeling techniques are used to review various scenarios guided by risk monitoring
to bring the schedule model into alignment with the project management plan and approved baseline
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6项目时间理
6
ritical链法（第6623）较缓区剩余量
需保护交货日期缓区帮助确定进度状态间差异
需缓区缓区剩余确定否适纠正行动
挣值理（第7421）进度绩效测量表
变异（SV）进度绩效指数（SPI）评估变化幅度
原进度基准总时差早期完成差异重规划组成部分
项目时间性进度控制重方面包括确定原
变异程度相进度基准（第6631）估计影响
差异未工作完成决定否采取纠正预防措施
必需例关键路径活动延迟会影响
整项目进度界接关键活动短延迟需
立行动挣值理项目类似方差分析
通较计划活动开始完成实际开始结束日期日期
确定进度基准实际项目绩效间差异进步分析
确定方差相程度造成进度基准
纠正措施预防
6722项目理软件
调度项目理软件提供踪计划日期实际日期力
报告差异取进展进度基线预测变化影响
项目进度模型
6723资源优化技术
第6624描述资源优化技术涉活动调度
通活动需时考虑资源性项目资源
时间
6724建模技术
第6625描述建模技术检查种情况风险监测指导
调度模型项目理计划批准基线齐
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6 PROJECT TIME MANAGEMENT
6725 Leads and Lags
Adjusting leads and lags is applied during network analysis to find ways to bring project activities that are
behind into alignment with the plan For example on a project to construct a new office building the landscaping
can be adjusted to start before the exterior work of the building is complete by increasing the lead time in the
relationship Or a technical writing team can adjust the start of editing the draft of a large document immediately
after the document is completed by eliminating or decreasing lag time
6726 Schedule Compression
Described in Section 6627 Schedule compression techniques are used to find ways to bring project activities
that are behind into alignment with the plan by fast tracking or crashing schedule for the remaining work
6727 Scheduling Tool
Schedule data is updated and compiled into the schedule model to reflect actual progress of the project and
remaining work to be completed The scheduling tool (Section 6628) and the supporting schedule data are used
in conjunction with manual methods or other project management software to perform schedule network analysis
to generate an updated project schedule
673 Control Schedule Outputs
6731 Work Performance Information
The calculated SV and SPI time performance indicators for WBS components in particular the work packages
and control accounts are documented and communicated to stakeholders
6732 Schedule Forecasts
Schedule forecasts are estimates or predictions of conditions and events in the project’s future based on
information and knowledge available at the time of the forecast Forecasts are updated and reissued based on
work performance information provided as the project is executed The information is based on the project’s past
performance and expected future performance and includes earned value performance indicators that could
impact the project in the future
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6项目时间理
6725领先滞
调整领先滞网络分析中应找带项目活动方式
面线形例项目建立新办公楼美化
调整开始前建筑外工作通增加交货时间完成
关系者技术写作团队调整编辑文件草案立开始
文件通消减少滞时间完成
6726进度压缩
第6627描述进度压缩技术找带项目活动方法
快速踪崩溃时间表余工作计划准
6727调度工具
表数更新编译调度模型反映项目实际进度
剩工作完成调度工具（第6628）明细表数
手工方法项目理软件结合进行进度网络分析
生成更新项目进度
673进度控制：输出
6731工作绩效信息
计算SVSPI时间性指标WBS工作包组成特
控制账户记录传达利益相关者
6732进度预测
进度预测估计条件基项目未事件预测
信息预测时利知识更新重新发布预测基
提供工作绩效信息执行项目信息基项目
性预期性包括挣值绩效指标
影响未项目
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6 PROJECT TIME MANAGEMENT
6
6733 Change Requests
Schedule variance analysis along with review of progress reports results of performance measures and
modifications to the project scope or project schedule may result in change requests to the schedule baseline
scope baseline andor other components of the project management plan Change requests are processed for
review and disposition through the Perform Integrated Change Control process (Section 45) Preventive actions
may include recommended changes to eliminate or reduce the probability of negative schedule variances
6734 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Schedule baseline Changes to the schedule baseline are incorporated in response to approved change
requests (Section 4431) related to project scope changes activity resources or activity duration
estimates The schedule baseline may be updated to reflect changes caused by schedule compression
techniques
Schedule management plan The schedule management plan may be updated to reflect a change in
the way the schedule is managed
Cost baseline The cost baseline may be updated to reflect approved change requests or changes caused
by compression techniques
6735 Project Documents Updates
Project documents that may be updated include but are not limited to
Schedule Data New project schedule network diagrams may be developed to display approved remaining
durations and approved modifications to the schedule In some cases project schedule delays can be
so severe that development of a new target schedule with forecasted start and finish dates is needed to
provide realistic data for directing the work measuring performance and measuring progress
Project Schedule An updated project schedule will be generated from the schedule model populated
with updated schedule data to reflect the schedule changes and manage the project
Risk Register The risk register and risk response plans within it may also be updated based on the risks
that may arise due to schedule compression techniques
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6项目时间理
6
6733变更请求
进度偏差分析着进度报告审查性措施结果
项目范围项目进度求会导致改变进度基准修改
范围基线组件项目理计划变更请求进行处理
通实施整体变更控制程评审处置（45节）预防措施
包括消减少负进度偏差概率推荐变化
6734项目理计划更新
项目理计划更新容包括限：
进度基线进度基线变化纳入应批准变更
求（第4431）项目范围变更相关资源活动活动持续时间
估计进度基准更新反映进度压缩引起变化
技术
进度理计划进度理计划更新反映变化
进度理方式
成基线成基线更新反映批准变更请求变化引起
通压缩技术
6735项目文件更新
项目文件更新包括限：
计划数新项目进度网络图显示剩余批准
持续时间批准计划修改某情况项目进度延迟
严重预测开始日期完成日期新目标计划发展需
提供真实数指导工作性测量测量进展
项目进度更新项目进度会日程模型生成
更新进度数反映进度变更理项目
风险登记册风险登记册风险应计划基风险更新
进度压缩技术
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6 PROJECT TIME MANAGEMENT
6736 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons and
Other types of lessons learned from project schedule control
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6项目时间理
6736组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择理
类型项目进度控制验教训
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7 PROJECT COST MANAGEMENT
7
PROJECT COST MANAGEMENT
Project Cost Management includes the processes involved in planning estimating budgeting financing funding
managing and controlling costs so that the project can be completed within the approved budget
Figure 71 provides an overview of the following Project Cost Management processes
71 Plan Cost Management—The process that establishes the policies procedures and documentation
for planning managing expending and controlling project costs
72 Estimate Costs—The process of developing an approximation of the monetary resources needed to
complete project activities
73 Determine Budget—The process of aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline
74 Control Costs—The process of monitoring the status of the project to update the project costs and
managing changes to the cost baseline
These processes interact with each other and with processes in other Knowledge Areas as described in
detail in Section 3 and Annex A1
On some projects especially those of smaller scope cost estimating and cost budgeting are tightly linked
and can be viewed as a single process that can be performed by a single person over a relatively short period
of time These are presented here as distinct processes because the tools and techniques for each are different
The ability to influence cost is greatest at the early stages of the project making early scope definition critical
(Section 53)
77
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7工程项目成理
7
工程项目成理
项目成理包括参规划估算预算融资程中资金
理控制成确保项目批准预算完成
图71提供项目成理概述程：
71计划成理程建立政策程序记录
规划理发展控制项目成
发展需货币资源种似72估计程成
完成项目活动
73确定预算汇总单活动工作成估计程
软件包建立授权成基线
74控制成程监测项目状态更新项目成
理成基准变更
程间相互作知识领域程描述
第3节附录A1细节
某项目中特较范围成估算成预算紧密联系起
作程短时间
时间里程工具技术
影响成项目早期阶段力早期范围定义关键
（53节）
77
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7 PROJECT COST MANAGEMENT
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Cost management plan
1 Inputs
1 Cost management plan
2 Human resource management
plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Bottomup estimating
5 Threepoint estimating
6 Reserve analysis
7 Cost of quality
8 Project management software
9 Vendor bid analysis
10 Group decisionmaking
techniques
3 Outputs
1 Activity cost estimates
2 Basis of estimates
3 Project documents updates
1 Inputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process assets
2 Tools & Techniques
1 Cost aggregation
2 Reserve analysis
3 Expert judgment
4 Historical relationships
5 Funding limit reconciliation
3 Outputs
1 Cost baseline
2 Project funding requirements
3 Project documents updates
1 Inputs
1 Project management plan
2 Project funding requirements
3 Work performance data
4 Organizational process assets
2 Tools & Techniques
1 Earned value management
2 Forecasting
3 Tocomplete performance
index (TCPI)
4 Performance reviews
5 Project management software
6 Reserve analysis
3 Outputs
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents updates
6 Organizational process assets
updates
Project Cost Management
Overview
71 Plan Cost 72 Estimate Costs
Management 73 Determine Budget
74 Control Costs
Figure 71 Project Cost Management Overview
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7工程项目成理
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1成理计划
1投入
1成理计划
2力资源理
计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程资产
2工具技术
1专家判断
2类估算
3参数估计
4估算
5三点估算
6储备分析
质量成7
8项目理软件
9供应商报价分析
10组决策
技术
3输出
1活动成估算
估计2基础
3项目文件更新
1投入
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程资产
2工具技术
1成聚集
2储备分析
3专家判断
4历史关系
5资金限制解
3输出
1成基线
2项目资金需求
3项目文件更新
1投入
1项目理计划
2项目资金需求
3工作性数
4组织程资产
2工具技术
1挣值理
2预测
3完成性
指数（TCPI）
4绩效评估
5项目理软件
6储备分析
3输出
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件更新
6组织程资产
更新
工程项目成理
概述
71计划成72估计成
73确定预算理
74控制成
图71项目成理概述
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7 PROJECT COST MANAGEMENT
7
Project Cost Management should consider the stakeholder requirements for managing costs Different
stakeholders will measure project costs in different ways and at different times For example the cost of an
acquired item may be measured when the acquisition decision is made or committed the order is placed the item
is delivered or the actual cost is incurred or recorded for project accounting purposes
Project Cost Management is primarily concerned with the cost of the resources needed to complete project
activities Project Cost Management should also consider the effect of project decisions on the subsequent recurring
cost of using maintaining and supporting the product service or result of the project For example limiting the
number of design reviews can reduce the cost of the project but could increase the resulting product’s operating
costs
In many organizations predicting and analyzing the prospective financial performance of the project’s product is
performed outside of the project In others such as a capital facilities project Project Cost Management can include
this work When such predictions and analyses are included Project Cost Management may address additional
processes and numerous general financial management techniques such as return on investment discounted cash
flow and investment payback analysis
The cost management planning effort occurs early in project planning and sets the framework for each of the
cost management processes so that performance of the processes will be efficient and coordinated
71 Plan Cost Management
Plan Cost Management is the process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs The key benefit of this process is that it provides guidance and
direction on how the project costs will be managed throughout the project The inputs tools and techniques and
outputs of this process are depicted in Figure 72 Figure 73 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Cost management plan
Figure 72 Plan Cost Management Inputs Tools & Techniques and Outputs
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7工程项目成理
7
项目成理应考虑利益相关者求理成
利益相关者会方式计算时期项目成例成
获项目测量时采集作出决定承诺订单该项目
交付实际成发生记录项目会计目
项目成理关心完成项目需资源成
活动工程项目成理应考虑项目决策影响复发
成维护配套产品服务项目结果例限制
设计评数降低工程成增加产品操作
成
许组织中预测分析项目产品未财务业绩
该项目外部执行国家资设施项目项目成理包括
项工作样预测分析包括项目成理解决更
程众财务理技术投资回报率折现现金
流投资回报分析
成理计划发生项目前期策划集框架
成理流程流程性效协调
71计划成理
计划成理制定政策程序文件规划
理扩展控制项目成程关键优势提供指导
方项目成整项目理输入工具技术
程输出图72描绘图73显示该程数流图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2分析技术
3会议
1成理计划
图72计划成理：输入输出工具技术
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7 PROJECT COST MANAGEMENT
Project Cost Management
71
Plan Cost
Management
62
Define
Activities
63
Sequence
Activities
Project charter
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Cost
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
114
Perform
Quantitative
Risk Analysis
41
Develop Project
Charter
Enterprise
Organization
Figure 73 Plan Cost Management Data Flow Diagram
The cost management processes and their associated tools and techniques are documented in the cost
management plan The cost management plan is a component of the project management plan
711 Plan Cost Management Inputs
7111 Project Management Plan
Described in Section 4231 The project management plan contains information used to develop the cost
management plan which contains but is not limited to
Scope baseline The scope baseline includes the project scope statement and WBS detail for cost
estimation and management
Schedule baseline The schedule baseline defines when the project costs will be incurred
Other information Other costrelated scheduling risk and communications decisions from the project
management plan
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工程项目成理
71
计划成
理
62
定义
活动
63
序列
活动
项目章程
项目
理
计划
企业
环境
素
组织
程资产
成
理
计划
42
开发项目
理
计划
112
识
风险
114
执行
定量
风险分析
41
开发项目
宪章
企业
组织
图73计划成理：数流图
成理流程相关工具技术成记录
理计划成理计划项目理计划部分
711计划成理：输入
7111项目理计划
第4231描述项目理计划包含开发成信息
理计划包括限：
范围基线范围基线包括成项目范围说明书WBS细节
评价理
进度基线进度基准定义时项目成发生
信息成相关调度风险沟通决策项目
理计划
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7 PROJECT COST MANAGEMENT
7
7112 Project Charter
Described in Section 4131 The project charter provides the summary budget from which the detailed project
costs are developed The project charter also defines the project approval requirements that will influence the
management of the project costs
7113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Cost Management
process include but are not limited to
Organizational culture and structure can all influence cost management
Market conditions describe what products services and results are available in the regional and global
market
Currency exchange rates for project costs sourced from more than one country
Published commercial information such as resource cost rate information is often available from
commercial databases that track skills and human resource costs and provide standard costs for material
and equipment Published seller price lists are another source of information and
Project management information system which provides alternative possibilities for managing cost
7114 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Cost Management process
include but are not limited to
Financial controls procedures (eg time reporting required expenditure and disbursement reviews
accounting codes and standard contract provisions)
Historical information and lessons learned knowledge bases
Financial databases and
Existing formal and informal cost estimating and budgetingrelated policies procedures and guidelines
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7
7112项目章程
4131节叙述项目章程提供预算汇总详细项目
成项目章程定义项目审批求影响
该项目成理
7113企业环境素
第215描述企业环境素计划成理影响
程包括限：
组织文化结构会影响成理
市场条件描述什产品服务结果区域全球
市场
货币汇率项目成止国家
发布商业信息等资源成率信息
商业数库踪力力资源成提供材料标准成
设备发表卖方价格表源信息
项目理信息系统提供理成代方案性
厂组织程资产
第214描述影响计划成理程组织程资产
包括限：
财务控制程序（例报告需时间费支出评
会计准标准合条款）
历史信息验教训知识库
金融数库
现正式非正式成估计预算相关政策程序指南
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7 PROJECT COST MANAGEMENT
712 Plan Cost Management Tools and Techniques
7121 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also suggest whether to combine methods and how to
reconcile differences between them
Judgment based upon expertise in an application area Knowledge Area discipline industry etc as appropriate
for the activity being performed should be used in developing the cost management plan
7122 Analytical Techniques
Developing the cost management plan may involve choosing strategic options to fund the project such as
selffunding funding with equity or funding with debt The cost management plan may also detail ways to finance
project resources such as making purchasing renting or leasing These decisions like other financial decisions
affecting the project may affect project schedule andor risks
Organizational policies and procedures may influence which financial techniques are employed in these
decisions Techniques may include (but are not limited to) payback period return on investment internal rate of
return discounted cash flow and net present value
7123 Meetings
Project teams may hold planning meetings to develop the cost management plan Attendees at these meetings
may include the project manager the project sponsor selected project team members selected stakeholders
anyone with responsibility for project costs and others as needed
713 Plan Cost Management Outputs
7131 Cost Management Plan
The cost management plan is a component of the project management plan and describes how the project
costs will be planned structured and controlled The cost management processes and their associated tools and
techniques are documented in the cost management plan
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7工程项目成理
712计划成理：工具技术
7121专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断建议否相结合方法
调解间分歧
判断根应领域专业知识领域学科工业等适
活动进行应发展成理计划
7122分析技术
开发成理计划涉选择战略选择基金等项目：
筹资金资金股权资金债务成理计划详细融资方式
项目资源制造购买租赁租赁决定财务决策
影响项目影响项目进度风险
组织政策程序会影响金融技术
决定技术包括（限）：投资回收期投资回报率部
收益折现现金流量净现值
7123会议
项目团队会规划会议制定成理计划会议会者
包括项目理项目发起项目团队成员选择利益相关者
项目成责需
713计划成理：输出
7131成理计划
成理计划项目理计划组成部分介绍项目
费计划进行结构控制成理流程相关工具
技术成理计划文件
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7 PROJECT COST MANAGEMENT
7
For example the cost management plan can establish the following
U nits of measure Each unit used in measurements (such as staff hours staff days weeks for time
measures or meters liters tons kilometers or cubic yards for quantity measures or lump sum in
currency form) is defined for each of the resources
Level of precision The degree to which activity cost estimates will be rounded up or down (eg
US10049 to US100 or US99559 to US1000) based on the scope of the activities and magnitude
of the project
Level of accuracy The acceptable range (eg ±10) used in determining realistic activity cost estimates
is specified and may include an amount for contingencies
Organizational procedures links The work breakdown structure (WBS) (Section 54) provides the
framework for the cost management plan allowing for consistency with the estimates budgets and
control of costs The WBS component used for the project cost accounting is called the control account
Each control account is assigned a unique code or account number(s) that links directly to the performing
organization’s accounting system
Control thresholds Variance thresholds for monitoring cost performance may be specified to indicate
an agreedupon amount of variation to be allowed before some action needs to be taken Thresholds are
typically expressed as percentage deviations from the baseline plan
Rules of performance measurement Earned value management (EVM) rules of performance
measurement are set For example the cost management plan may
○○ Define the points in the WBS at which measurement of control accounts will be performed
○○ Establish the earned value measurement techniques (eg weighted milestones fixedformula
percent complete etc) to be employed and
○○ Specify tracking methodologies and the earned value management computation equations for
calculating projected estimate at completion (EAC) forecasts to provide a validity check on the
bottomup EAC
For more specific information regarding earned value management refer to the Practice Standard for
Earned Value Management – Second Edition
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7工程项目成理
7
例成理计划建立：
单位测量单元中测量（工作时间工作日周时间
措施米升吨公里立方码总价量措施
货币形式）资源定义
精度等级种程度活动成估计升降（圆形
10049美元100美元99559美元1000美元）基活动范围
该项目
精确度接受范围（例±10）确定现实成估计
指定包括突发事件数量
组织程序链接工作分解结构（WBS）（第54节）提供
成理计划框架允许致性估计预算
控制成项目成核算工作分解结构组件称控制帐户
控制帐户分配唯代码帐户号码（S）直接链接表演
组织会计系统
控制阈值方差阈值监控成绩效指定显示
商定变化量前需采取行动允许阈值
通常表示百分偏差基准计划
规性测量挣值理（EVM）表现规律
设置测量例成理计划：
○○定义点WBS账户进行控制测量
○○建立赢值测量技术（例加权里程碑固定公式
完成百分等）
○○指定踪方法挣值理计算方程
计算完成投影估计（EAC）预测提供效性检查
EAC
挣值理更具体信息参阅实践标准
挣值理–第二版
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7 PROJECT COST MANAGEMENT
Reporting formats The formats and frequency for the various cost reports are defined
Process descriptions Descriptions of each of the other cost management processes are documented
Additional details Additional details about cost management activities include but are not limited to
○○ Description of strategic funding choices
○○ Procedure to account for fluctuations in currency exchange rates and
○○ Procedure for project cost recording
72 Estimate Costs
Estimate Costs is the process of developing an approximation of the monetary resources needed to complete
project activities The key benefit of this process is that it determines the amount of cost required to complete
project work The inputs tools and techniques and outputs of this process are depicted in Figure 74 Figure 75
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Cost management plan
2 Human resource
management plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process
assets
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Bottomup estimating
5 Threepoint estimating
6 Reserve analysis
7 Cost of quality
8 Project management
software
9 Vendor bid analysis
10 Group decisionmaking
techniques
1 Activity cost estimates
2 Basis of estimates
3 Project documents
updates
Figure 74 Estimate Costs Inputs Tools & Techniques and Outputs
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7工程项目成理
报告格式种成报告格式频率定义
程描述成理流程说明文件
额外细节关成理活动额外细节包括限：
○○描述战略融资选择
○○程占外汇汇率波动
项目成记录○○程序
72估计成
估算成开发需货币资源逼程
项目活动程关键优势确定需完成成金额
项目工作输入工具技术程输出图74描述图75
描述数处理流程图
输入工具技术输出
1成理计划
2力资源
理计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程
资产
1专家判断
2类估算
3参数估计
4估算
5三点估算
6储备分析
质量成7
8项目理
软件
9供应商报价分析
10组决策
技术
1活动成估算
估计2基础
3项目文件
更新
图74成估算：输入输出工具技术
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7 PROJECT COST MANAGEMENT
7
Project Cost Management
72
Estimate
Costs
73
Determine
Budget
Cost
management
plan
Project documents
updates
Activity cost
estimates
Basis of
estimates
Project
Documents
Risk register
Human resource
management plan
Scope baseline
Project schedule
Enterprise
e nvironmental
factors
Organizational
process assets
112
Identify
Risks
91
Plan Human
Resource
Management
54
Create
WBS
66
Develop
Schedule
Enterprise
Organization
112
Identify
Risks
64
Estimate Activity
Resources
121
Plan Procurement
Management
71
Plan Cost
Management
Figure 75 Estimate Costs Data Flow Diagram
Cost estimates are a prediction that is based on the information known at a given point in time Cost estimates
include the identification and consideration of costing alternatives to initiate and complete the project Cost tradeoffs
and risks should be considered such as make versus buy buy versus lease and the sharing of resources in
order to achieve optimal costs for the project
Cost estimates are generally expressed in units of some currency (ie dollars euros yen etc) although in
some instances other units of measure such as staff hours or staff days are used to facilitate comparisons by
eliminating the effects of currency fluctuations
Cost estimates should be reviewed and refined during the course of the project to reflect additional detail
as it becomes available and assumptions are tested The accuracy of a project estimate will increase as the
project progresses through the project life cycle For example a project in the initiation phase may have a rough
order of magnitude (ROM) estimate in the range of 25 to +75 Later in the project as more information is
known definitive estimates could narrow the range of accuracy to 5 to +10 In some organizations there are
guidelines for when such refinements can be made and the degree of confidence or accuracy that is expected
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7工程项目成理
7
工程项目成理
72
估计
成
73
确定
预算
成
理
计划
项目文件
更新
活动成
估计
基础
估计
项目
文件
风险登记册
力资源
理计划
范围基线
项目进度
企业
环境
素
组织
程资产
112
识
风险
91
计划
资源
理
54
创建
WBS
66
发展
铁列车时刻表
企业
组织
112
识
风险
64
估算活动
资源
121
计划采购
理
71
计划成
理
图75估计成数流图
成估算预测基信息定时间点成估计
包括成代品启动完成项目识思考成权衡
应考虑风险购买购买租赁资源享
达项目优成
成估算通常货币单位表示（美元欧元日元等）然
某情况度量单位工作时间工作员天方便较
消汇率波动影响
成估算应检讨完善项目程中反映出更细节
变假设检验项目估计精度
项目进行例启动阶段项目粗糙
数量级（ROM）范围2575估计项目期着越越信息
已知明确估计精度缩范围 5 + 10组织中
指导方针时种改进信心准确性预期程度
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7 PROJECT COST MANAGEMENT
Sources of input information are derived from the outputs of processes in other Knowledge Areas Once received
all of this information will remain available as inputs to all of the cost management processes
Costs are estimated for all resources that will be charged to the project This includes but is not limited to labor
materials equipment services and facilities as well as special categories such as an inflation allowance cost
of financing or contingency costs A cost estimate is a quantitative assessment of the likely costs for resources
required to complete the activity Cost estimates may be presented at the activity level or in summary form
721 Estimate Costs Inputs
7211 Cost Management Plan
Described in Section 7131 The cost management plan defines how project costs will be managed and
controlled It includes the method used and the level of accuracy required to estimate activity cost
7212 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides project staffing attributes
personnel rates and related rewardsrecognition which are necessary components for developing the project cost
estimates
7213 Scope Baseline
The scope baseline is comprised of the following
Project scope statement The project scope statement (Section 5331) provides the product description
acceptance criteria key deliverables project boundaries assumptions and constraints about the project
One basic assumption that needs to be made when estimating project costs is whether the estimates will
be limited to direct project costs only or whether the estimates will also include indirect costs Indirect
costs are those costs that cannot be directly traced to a specific project and therefore will be accumulated
and allocated equitably over multiple projects by some approved and documented accounting procedure
One of the most common constraints for many projects is a limited project budget Examples of other
constraints are required delivery dates available skilled resources and organizational policies
Work breakdown structure The WBS (Section 54) provides the relationships among all the components
of the project and the project deliverables
WBS dictionary The WBS dictionary (Section 5431) provides detailed information about the deliverables
and a description of the work for each component in the WBS required to produce each deliverable
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7工程项目成理
输入信息源知识领域程输出旦收
信息成理程输入
成资源计入项目估计包括限劳动
材料设备服务设施特殊类通货膨胀成
融资应急费成估算资源费定量评估
需完成活动成估计活动水摘形式提出
721估计成：输入
7211成理计划
第7131描述成理计划定义项目成进行理
控制包括方法需精度估算活动费水
7212力资源理计划
第9131描述力资源理计划提供项目工作员属性
员率相关奖励识发展项目成必组成部分
估计
7213范围基线
基线范围包括：
项目范围说明书项目范围说明书（第5331节）提供产品说明
验收标准关键交付成果项目边界假设项目约束条件
基假设需估计项目成估计
直接工程成局限否估计包括间接成间接
成指成直接追溯特定项目积累
公分配项目批准记录会计程序
许项目常见约束限项目预算例子
约束求交货日期技术资源组织政策
工作分解结构工作分解结构（第54节）提供组成部分间关系
该项目交付成果
WBS字典WBS字典（第5431）提供交付成果详细信息
描述生产需交付成果WBS组成部分工作
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7 PROJECT COST MANAGEMENT
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Additional information that may be found in the scope baseline with contractual and legal implications such as
health safety security performance environmental insurance intellectual property rights licenses and permits
All of this information should be considered when developing the cost estimates
7214 Project Schedule
Described in Section 6632 The type and quantity of resources and the amount of time which those resources
are applied to complete the work of the project are major factors in determining the project cost Schedule activity
resources and their respective durations are used as key inputs to this process Estimate Activity Resources (Section
64) involves determining the availability of staff the number of staff hours required and quantities of material and
equipment needed to perform schedule activities It is closely coordinated with cost estimating Activity duration
estimates (Section 6531) will affect cost estimates on any project where the project budget includes an allowance
for the cost of financing (including interest charges) and where resources are applied per unit of time for the
duration of the activity Activity duration estimates can also affect cost estimates that have timesensitive costs
included in them such as union labor with regularly expiring collective bargaining agreements or materials with
seasonal cost variations
7215 Risk Register
Described in Section 11231 The risk register should be reviewed to consider risk response costs Risks
which can be either threats or opportunities typically have an impact on both activity and overall project costs As
a general rule when the project experiences a negative risk event the nearterm cost of the project will usually
increase and there will sometimes be a delay in the project schedule In a similar way the project team should
be sensitive to potential opportunities that can benefit the business either by directly reducing activity costs or by
accelerating the schedule
7216 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Estimate Costs process
include but are not limited to
Market conditions These conditions describe what products services and results are available in the
market from whom and under what terms and conditions Regional andor global supply and demand
conditions greatly influence resource costs
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7
额外信息合法律影响范围基准发现
健康安全安全性环境保险知识产权许证许证
信息时应该考虑开发成估算
7214项目进度
第6632描述类型数量资源资源时间
完成该项目工作确定工程造价素计划活动
资源时间作程关键输入活动资源估算（部分
64）包括确定工作员性求员工时数量材料
需执行计划活动设备密切协调成估算活动时间
估计（第6531）会影响成估算项目预算包括津贴项目
融资成（包括利息）资源应时间单位
活动持续时间活动持续时间估算影响成估计时间敏感成
包含中工会定期期集体谈判协议材料
季节性成变化
7215风险登记册
第11231描述风险登记册应考虑风险应成风险
威胁机会通常两活性项目总成影响作
般规项目验负面风险事件该项目短期成通常会
增加时会项目进度延迟类似方式项目团队应该
潜机会通直接降低活动成商业敏感
加快项目进度
7216企业环境素
第215描述企业环境素影响估计成程
包括限：
市场条件条件描述什产品服务结果
市场谁什条件区域全球供应需求
条件影响资源成
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Published commercial information Resource cost rate information is often available from commercial
databases that track skills and human resource costs and provide standard costs for material and
equipment Published seller price lists are another source of information
7217 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Estimate Costs process include
but are not limited to
Cost estimating policies
Cost estimating templates
Historical information and
Lessons learned
722 Estimate Costs Tools and Techniques
7221 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also be used to determine whether to combine methods
of estimating and how to reconcile differences between them
7222 Analogous Estimating
Analogous cost estimating uses the values such as scope cost budget and duration or measures of scale such
as size weight and complexity from a previous similar project as the basis for estimating the same parameter
or measurement for a current project When estimating costs this technique relies on the actual cost of previous
similar projects as the basis for estimating the cost of the current project It is a gross value estimating approach
sometimes adjusted for known differences in project complexity
Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed
information about the project for example in the early phases of a project Analogous cost estimating uses
historical information and expert judgment
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7工程项目成理
发布商业信息资源成率信息通常商业
数库踪力力资源成提供材料标准成
设备发表卖方价格表源信息
7217组织程资产
第214描述影响成估算程组织程资产包括
限：
成估算策略
成估算模板
历史信息
教训
722估计成：工具技术
7221专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断确定否相结合方法
估计调解间分歧
7222类估算
类似成估计价值范围成预算持续时间规模等措施
尺寸重量前复杂性类似项目相参数估计基础
目前项目测量估算成时种方法赖前实际成
类似项目前项目成估算基础总价值估计方法
时调整项目复杂性已知差异
类似成估计常估计值时详细数量限
例关项目信息项目早期阶段类似成估算
历史信息专家判断
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Analogous cost estimating is generally less costly and less time consuming than other techniques but it is also
generally less accurate Analogous cost estimates can be applied to a total project or to segments of a project in
conjunction with other estimating methods Analogous estimating is most reliable when the previous projects are
similar in fact and not just in appearance and the project team members preparing the estimates have the needed
expertise
7223 Parametric Estimating
Parametric estimating uses a statistical relationship between relevant historical data and other variables (eg
square footage in construction) to calculate a cost estimate for project work This technique can produce higher
levels of accuracy depending upon the sophistication and underlying data built into the model Parametric cost
estimates can be applied to a total project or to segments of a project in conjunction with other estimating methods
7224 BottomUp Estimating
Bottomup estimating is a method of estimating a component of work The cost of individual work packages or
activities is estimated to the greatest level of specified detail The detailed cost is then summarized or rolled up to
higher levels for subsequent reporting and tracking purposes The cost and accuracy of bottomup cost estimating
are typically influenced by the size and complexity of the individual activity or work package
7225 ThreePoint Estimating
The accuracy of singlepoint activity cost estimates may be improved by considering estimation uncertainty and
risk and using three estimates to define an approximate range for an activity’s cost
Most likely (cM) The cost of the activity based on realistic effort assessment for the required work and
any predicted expenses
Optimistic (cO) The activity cost based on analysis of the bestcase scenario for the activity
Pessimistic (cP) The activity cost based on analysis of the worstcase scenario for the activity
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7
类似成估算通常技术太昂贵耗时少
准确类似成估计应项目项目段
评价方法结合类估算前项目
事实外观类似项目团队成员准备估计需
专业知识
7223参数估计
参数估计采相关历史数变量间统计关系（例
建筑面积）计算项目成估算种技术产生更高
水准确性取决成熟基础数建立模型参数成
估计应项目项目片段评价方法结合
7224估算
估计估计工作部件方法工作包成
活动预计指定详细程度详细成总结卷起
报告踪目更高水精度成底成估计
通常影响复杂性单活动工作包
7225三点估计
单点活动成估算精度通估计确定性改进
风险三估计定义似范围活动成：
（厘米）活动成基现实努力评估需工作
预测费
乐观（CO）活动基础情况分析作业成
悲观（CP）活动基础坏情况分析作业成
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Depending on the assumed distribution of values within the range of the three estimates the expected cost cE
can be calculated using a formula Two commonly used formulas are triangular and beta distributions The formulas
are
Triangular Distribution cE (cO + cM + cP) 3
Beta Distribution (from a traditional PERT analysis) cE (cO + 4cM + cP) 6
Cost estimates based on three points with an assumed distribution provide an expected cost and clarify the
range of uncertainty around the expected cost
7226 Reserve Analysis
Cost estimates may include contingency reserves (sometimes called contingency allowances) to account for
cost uncertainty Contingency reserves are the budget within the cost baseline that is allocated for identified risks
which are accepted and for which contingent or mitigating responses are developed Contingency reserves are
often viewed as the part of the budget intended to address the knownunknowns that can affect a project For
example rework for some project deliverables could be anticipated while the amount of this rework is unknown
Contingency reserves may be estimated to account for this unknown amount of rework Contingency reserves can
provide for a specific activity for the whole project or both The contingency reserve may be a percentage of the
estimated cost a fixed number or may be developed by using quantitative analysis methods
As more precise information about the project becomes available the contingency reserve may be used
reduced or eliminated Contingency should be clearly identified in cost documentation Contingency reserves are
part of the cost baseline and the overall funding requirements for the project
Estimates may also be produced for the amount of management reserve to be funded for the project
Management reserves are an amount of the project budget withheld for management control purposes and are
reserved for unforeseen work that is within scope of the project Management reserves are intended to address the
unknown unknowns that can affect a project The management reserve is not included in the cost baseline but
is part of the overall project budget and funding requirements When an amount of management reserves is used
to fund unforeseen work the amount of management reserve used is added to the cost baseline thus requiring an
approved change to the cost baseline
7227 Cost of Quality (COQ)
Assumptions about costs of quality (Section 8122) may be used to prepare the activity cost estimate
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7工程项目成理
根假设值分布三范围估计预期成长官
公式计算两常公式三角形分布β分布计算公
：
三角形分布CE （CO + CM + CP） 3
贝塔分布（传统PERT分析）CE （CO + 4cm + CP） 6
基三点假定分布成估算提供预期成澄清
预期成确定性范围
7226储备分析
成估计包括应急储备（时称应急津贴）帐户
成确定性应急储备预算成基准识风险
公认减轻反应开发应急储备
通常作预算部分解决已知未知数影响项目
例项目交付成果返工预期未知量
应急储备估计未知量返工应急储备
特定活动整项目两者应急储备百分
估计成固定数量者采定量分析方法
更精确关项目信息变应急储备
减少消应急应明确成文档识应急储备
成基准部分整体项目资金需求
估计资助项目理储备量
理储备项目预算理控制目保留量
保留未预见工作项目范围理储备目解决
未知未知影响项目理储备包括成基线
整项目预算资金求理储备量
基金法预见工作理储备量增加成基准需
批准变更成基线
7227质量成（COQ）
关质量成假设（第8122）准备活动费估算
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7228 Project Management Software
Project management software applications computerized spreadsheets simulation and statistical tools are
used to assist with cost estimating Such tools can simplify the use of some costestimating techniques and thereby
facilitate rapid consideration of cost estimate alternatives
7229 Vendor Bid Analysis
Cost estimating methods may include analysis of what the project should cost based on the responsive bids from
qualified vendors When projects are awarded to a vendor under competitive processes additional cost estimating
work may be required of the project team to examine the price of individual deliverables and to derive a cost that
supports the final total project cost
72210 Group DecisionMaking Techniques
Teambased approaches such as brainstorming the Delphi or nominal group techniques are useful for engaging
team members to improve estimate accuracy and commitment to the emerging estimates By involving a structured
group of people who are close to the technical execution of work in the estimation process additional information is
gained and more accurate estimates are obtained Additionally when people are involved in the estimation process
their commitment towards meeting the resulting estimates increases
723 Estimate Costs Outputs
7231 Activity Cost Estimates
Activity cost estimates are quantitative assessments of the probable costs required to complete project
work Cost estimates can be presented in summary form or in detail Costs are estimated for all resources that
are applied to the activity cost estimate This includes but is not limited to direct labor materials equipment
services facilities information technology and special categories such as cost of financing (including interest
charges) an inflation allowance exchange rates or a cost contingency reserve Indirect costs if they are included
in the project estimate can be included at the activity level or at higher levels
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7228项目理软件
项目理软件应电子表格仿真统计工具
辅助费估算工具简化成估算技术
方便快速考虑成估计方案
7229供应商投标报价分析
成估算方法包括分析项目应该成基响应投标
合格供应商项目授予竞争程供应商额外成估算
工作需项目团队研究成果获价格成
支持终项目总成
72210群决策方法
团队基础方法头脑风暴法Delphi名义群体技术生产
团队成员提高估计精度致力新兴估计通结构化
谁接估计程中工作执行技术组额外信息
获更准确估计外涉估计程
会议产生估计增加承诺
723估计成：输出
7231活动成估算
活动成估算求完成项目成定量评估
工作成估计摘形式详细介绍成资源估计
应作业成估计包括限直接工材料设备
服务设施信息技术特殊类融资成（包括利息
收费）通货膨胀汇率应急储备间接成果包含
项目估计包括活动水更高水
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7232 Basis of Estimates
The amount and type of additional details supporting the cost estimate vary by application area Regardless of
the level of detail the supporting documentation should provide a clear and complete understanding of how the
cost estimate was derived
Supporting detail for activity cost estimates may include
Documentation of the basis of the estimate (ie how it was developed)
Documentation of all assumptions made
Documentation of any known constraints
Indication of the range of possible estimates (eg €10000 (±10) to indicate that the item is expected
to cost between a range of values) and
Indication of the confidence level of the final estimate
7233 Project Documents Updates
Project documents that may be updated include but are not limited to the risk register
73 Determine Budget
Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline The key benefit of this process is that it determines the cost baseline against
which project performance can be monitored and controlled The inputs tools and techniques and outputs of this
process are depicted in Figure 76 Figure 77 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process
assets
1 Cost aggregation
2 Reserve analysis
3 Expert judgment
4 Historical relationships
5 Funding limit
reconciliation
1 Cost baseline
2 Project funding
requirements
3 Project documents
updates
Figure 76 Determine Budget Inputs Tools & Techniques and Outputs
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7工程项目成理
7232估计基础
量额外细节支持成估计类型应领域异
层次细节支持文档应该提供清晰完整解
推导成估算
支持活动成估算细节包括：
文档估计基础（开发）
文档假设
文件已知限制
指示估计值范围（例€10000（±10）表明该项目预计
成间范围值）
指示终估计置信水
7233项目文件更新
项目文件更新包括限风险登记册
73确定预算
确定预算汇总单活动工作包费估计程
建立授权成基线程关键处决定成基线
该项目性监视控制输入输出工具技术
流程图76描绘图77描述程数流图
输入工具技术输出
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程
资产
1成聚集
2储备分析
3专家判断
4历史关系
5资金限制
解
1成基线
2项目资金
求
3项目文件
更新
图76确定预算：输入输出工具技术
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7
Project Cost Management
73
Determine
Budget
74
Control
Costs
Cost
management
plan
Activity cost estimates
Basis of estimates
Project documents
updates
Cost baseline
Project
funding
requirements
Project
Documents
Risk register
Agreements
Organizational
process assets
Resource calendars
Project schedule Scope baseline
Resource
calendars
112
Identify
Risks
122
Conduct
Procurements
92
Acquire Project
Team
54
Create
WBS
66
Develop
Schedule
Enterprise
Organization
42
Develop Project
Management
Plan
71
Plan Cost
Management
72
Estimate
Costs
Figure 77 Determine Budget Data Flow Diagram
A project budget includes all the funds authorized to execute the project The cost baseline is the approved
version of the timephased project budget but excludes management reserves
731 Determine Budget Inputs
7311 Cost Management Plan
Described in Section 7131 The cost management plan describes how the project costs will be managed and
controlled
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工程项目成理
73
确定
预算
74
控制
成
成
理
计划
活动成估算
估计基础
项目文件
更新
成基线
项目
资金
求
项目
文件
风险登记册
协议
组织
程资产
资源日历
项目进度范围基线
资源
日历
112
识
风险
122
行
采购
92
获项目
团队
54
创建
WBS
66
发展
铁列车时刻表
企业
组织
42
开发项目
理
计划
71
计划成
理
72
估计
成
图77确定预算数流程图
项目预算包括资金授权执行项目成基线批准
版时间分阶段项目预算包括理储备
确定预算：输入
7311成理计划
第7131描述成理计划描述项目成理
控制
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7312 Scope Baseline
Project scope statement Formal limitations by period for the expenditure of project funds can be
mandated by the organization by agreement (Section 12232) or by other entities such as government
agencies These funding constraints are reflected in the project scope statement
Work breakdown structure The WBS (Section 54) provides the relationships among all the project
deliverables and their various components
WBS dictionary The WBS dictionary (Section 5431) and related detailed statements of work provide
an identification of the deliverables and a description of the work in each WBS component required to
produce each deliverable
7313 Activity Cost Estimates
Described in Section 7231 Cost estimates for each activity within a work package are aggregated to obtain a
cost estimate for each work package
7314 Basis of Estimates
Described in Section 7232 Supporting detail for cost estimates contained in the basis for estimates should
specify any basic assumptions dealing with the inclusion or exclusion of indirect or other costs in the project budget
7315 Project Schedule
Described in Section 6632 The project schedule includes planned start and finish dates for the project’s
activities milestones work packages and control accounts This information can be used to aggregate costs to the
calendar periods in which the costs are planned to be incurred
7316 Resource Calendars
Described in Sections 9232 and 12233 Resource calendars provide information on which resources are
assigned to the project and when they are assigned This information can be used to indicate resource costs over
the duration of the project
7317 Risk Register
Described in Section 11231 The risk register should be reviewed to consider how to aggregate the risk response
costs Updates to the risk register are included with project document updates described in Section 11532
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7312范围基线
项目范围说明书正式局限性项目资金支出期
该组织授权通协议（第12232）机构政府
机构资金限制体现项目范围说明书
工作分解结构工作分解结构（第54节）提供项目间关系
交付成果种组件
WBS字典WBS字典（第5431）工作相关详细报表提供
交付物识WBS组件需工作描述
生产成果
7313活动成估算
第7231描述工作包活动成估计聚集获
工作包成估算
7314估计基础
第7232描述成支撑细节中预测基础估计应该
指定基假设处理项目预算中包含排间接费
7315项目进度
第6632描述项目进度计划包括计划开始项目完成日期
活动里程碑工作包控制帐户信息总成
日历时间成计划发生
7316资源日历
部分923212233描述资源日历提供信息资源
分配该项目时分配信息指示资源成
该项目持续时间
7317风险登记册
第11231描述风险登记册应考虑聚合风险应
成风险寄存器更新包含项目文件更新第11532描述
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7318 Agreements
Described in Section 12232 Applicable agreement information and costs relating to products services or
results that have been or will be purchased are included when determining the budget
7319 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Determine Budget process
include but are not limited to
Existing formal and informal cost budgetingrelated policies procedures and guidelines
Cost budgeting tools and
Reporting methods
732 Determine Budget Tools and Techniques
7321 Cost Aggregation
Cost estimates are aggregated by work packages in accordance with the WBS The work package cost estimates
are then aggregated for the higher component levels of the WBS (such as control accounts) and ultimately for the
entire project
7322 Reserve Analysis
Budget reserve analysis can establish both the contingency reserves and the management reserves for the
project Management and contingency reserves are addressed in more detail in Section 7226
7323 Expert Judgment
Expert judgment guided by experience in an application area Knowledge Area discipline industry or similar
project aids in determining the budget Such expertise may be provided by any group or person with specialized
education knowledge skill experience or training Expert judgment is available from many sources including but
not limited to
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7318协议
第12232描述适协议信息相关产品服务费
结果已购买包括确定预算时
7319组织程资产
第214描述影响预算流程确定组织程资产
包括限：
现正式非正式成预算相关政策程序指南
成预算工具
报告方法
732确定预算：工具技术
7321成汇总
成估算WBS工作包聚合工作包成估计
然WBS较高组件级聚合（控制账户）终
整项目
7322储备分析
预算准备金分析建立应急储备外汇储备理
项目理应急储备更细节第7226
7323专家判断
专家判断应领域验指导知识领域学科工业类似
项目预算确定目标样知识通团体专业设置
教育知识技验培训专家判断许源包括
限：
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Other units within the performing organization
Consultants
Stakeholders including customers
Professional and technical associations and
Industry groups
7324 Historical Relationships
Any historical relationships that result in parametric estimates or analogous estimates involve the use of project
characteristics (parameters) to develop mathematical models to predict total project costs Such models may be
simple (eg residential home construction is based on a certain cost per square foot of space) or complex (eg one
model of software development costing uses multiple separate adjustment factors each of which has numerous
points within it)
Both the cost and accuracy of analogous and parametric models can vary widely They are most likely to be
reliable when
Historical information used to develop the model is accurate
Parameters used in the model are readily quantifiable and
Models are scalable such that they work for large projects small projects and phases of a project
7325 Funding Limit Reconciliation
The expenditure of funds should be reconciled with any funding limits on the commitment of funds for the project
A variance between the funding limits and the planned expenditures will sometimes necessitate the rescheduling of
work to level out the rate of expenditures This is accomplished by placing imposed date constraints for work into
the project schedule
733 Determine Budget Outputs
7331 Cost Baseline
The cost baseline is the approved version of the timephased project budget excluding any management reserves
which can only be changed through formal change control procedures and is used as a basis for comparison to
actual results It is developed as a summation of the approved budgets for the different schedule activities
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组织部门
顾问
利益相关者包括客户
专业技术协会
产业集团
7324历史关系
历史关系参数估计类似估计结果涉工程中应
特性（参数）开发数学模型预测项目总成样模式
简单（例住宅建设根方英尺空间定成）复杂（例
软件开发成模型单独调整素种众
点）
成类似参数化模型精度
：
历史信息开发模型准确
模型中参数容易量化
模型扩展性项目项目工作项目阶段
7325资金限制解
费支出应项目资金承诺资金限制解
资金限额计划支出时需重新安排间差异
工作费率水通强加日期限制完成工作
项目进度计划
733确定预算：输出
7331成基线
成基准批准版时间分阶段项目预算含理储备
通正式变更控制程序改变作较基础
实际结果开发批准预算计划活动总
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Figure 78 illustrates the various components of the project budget and cost baseline Activity cost estimates
for the various project activities along with any contingency reserves (Section 7226) for these activities are
aggregated into their associated work package costs The work package cost estimates along with any contingency
reserves estimated for the work packages are aggregated into control accounts The summation of the control
accounts make up the cost baseline Since the cost estimates that make up the cost baseline are directly tied to the
schedule activities this enables a timephased view of the cost baseline which is typically displayed in the form of
an Scurve as is illustrated in Figure 79
Management reserves (Section 7226) are added to the cost baseline to produce the project budget As changes
warranting the use of management reserves arise the change control process is used to obtain approval to move
the applicable management reserve funds into the cost baseline
Activity Cost
Estimates
Activity
Contingency Reserve
Work Package
Cost Estimates
Contingency
Reserve
Cost
Baseline
Control
Accounts
Management
Reserve
Project
Budget
Project Budget Component
Total Amount
Figure 78 Project Budget Components
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7工程项目成理
7
图78说明组成部分项目预算成基线活动成估算
项目活动应急储备（第7226）活动
聚合成相关工作包成工作包成估算意外
储备工作包估计聚合成控制帐户控制项总
账户弥补成基线构成成基准成估计直接连接
计划活动时间分阶段成基线通常形式显示
S形曲线图7示
理储备（第7226）添加费基准产生项目预算改变
授权理储备产生变更控制程获移动
适理储备资金成基线
活动成
估计
活动
应急储备
工作包
成估计
应急
保护区
成
基线
控制
帐户
理
保护区
项目
预算
项目预算组成
总金额
图78项目预算组成部分
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7 PROJECT COST MANAGEMENT
BAC
Project Budget
Management Reserve
Funding Requirements
Cost Baseline
Expenditures
Time
Cumulative Values
Figure 79 Cost Baseline Expenditures and Funding Requirements
7332 Project Funding Requirements
Total funding requirements and periodic funding requirements (eg quarterly annually) are derived from the
cost baseline The cost baseline will include projected expenditures plus anticipated liabilities Funding often occurs
in incremental amounts that are not continuous and may not be evenly distributed which appear as steps as
shown in Figure 79 The total funds required are those included in the cost baseline plus management reserves
if any Funding requirements may include the source(s) of the funding
7333 Project Documents Updates
Project documents that may be updated include but are not limited to
Risk register
Activity cost estimates and
Project schedule
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7工程项目成理
BAC
项目预算
理储备
资金需求
成基线
支出
时间
累计值
图79成基线支出资金需求
7332项目资金需求
总资金需求周期资金需求（例季度年度）
成基线成基线包括预计支出加预计负债资金常发生
增量金额连续均匀分布出现步骤
图79示需总体资金成基线加理储备
果资金需求包括源（S）资金
7333项目文件更新
项目文件更新包括限：
风险登记册
活动成估算
项目进度
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7 PROJECT COST MANAGEMENT
7
74 Control Costs
Control Costs is the process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline The key benefit of this process is that it provides the means to recognize variance
from the plan in order to take corrective action and minimize risk The inputs tools and techniques and outputs of
this process are depicted in Figure 710 Figure 711 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project funding
requirements
3 Work performance data
4 Organizational process
assets
1 Earned value
management
2 Forecasting
3 Tocomplete
performance index (TCPI)
4 Performance reviews
5 Project management
software
6 Reserve analysis
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure 710 Control Costs Inputs Tools & Techniques and Outputs
Project Cost Management
74
Control
Costs
Project funding
requirements
Project documents
updates
Change
requests
Work performance
information
Cost
forecasts
Organizational
process assets
updates
Project
Documents
Project
management
plan
Work performance
data
Organizational
process assets
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
Enterprise
Organization
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
73
Determine
Budget
Figure 711 Control Costs Data Flow Diagram
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7工程项目成理
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74控制成
控制成监测项目状态更新项目成理程
成基线变化程关键处提供手段识差异
计划采取纠正措施降低风险输入工具技术输出
程图710描绘图711描述程数流图
输入工具技术输出
1项目理计划
2项目资金
求
3工作性数
4组织程
资产
1挣值
理
2预测
3完成
性指数（TCPI）
4绩效评估
5项目理
软件
6储备分析
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图7成控制：输入输出工具技术
工程项目成理
74
控制
成
项目资金
求
项目文件
更新
变化
请求
工作绩效
问询处
成
预测
组织
程资产
更新
项目
文件
项目
理
计划
工作绩效
数
组织
程资产
43
直接
理项目
工作
42
开发项目
理
计划
企业
组织
44
监控
控制项目
工作
45
执行
集成
变更控制
73
确定
预算
图711成控制数流图
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7 PROJECT COST MANAGEMENT
Updating the budget requires knowledge of the actual costs spent to date Any increase to the authorized
budget can only be approved through the Perform Integrated Change Control process (Section 45) Monitoring the
expenditure of funds without regard to the value of work being accomplished for such expenditures has little value
to the project other than to allow the project team to stay within the authorized funding Much of the effort of cost
control involves analyzing the relationship between the consumption of project funds to the physical work being
accomplished for such expenditures The key to effective cost control is the management of the approved cost
baseline and the changes to that baseline
Project cost control includes
Influencing the factors that create changes to the authorized cost baseline
Ensuring that all change requests are acted on in a timely manner
Managing the actual changes when and as they occur
Ensuring that cost expenditures do not exceed the authorized funding by period by WBS component by
activity and in total for the project
Monitoring cost performance to isolate and understand variances from the approved cost baseline
Monitoring work performance against funds expended
Preventing unapproved changes from being included in the reported cost or resource usage
Informing appropriate stakeholders of all approved changes and associated cost and
Bringing expected cost overruns within acceptable limits
741 Control Costs Inputs
7411 Project Management Plan
Described in Section 4231 The project management plan contains the following information that is used to
control cost
Cost baseline The cost baseline is compared with actual results to determine if a change corrective
action or preventive action is necessary
C ost management plan The cost management plan describes how the project costs will be managed
and controlled (Section 7131)
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7工程项目成理
更新预算需花迄止实际成知识增加授权
预算通执行整体变更控制程批准（第45节）监测
资金支出考虑工作价值完成样支出没价值
该项目项目团队授权拨款成努力
控制指项目资金消耗间关系物理工作
完成样开支效成控制关键批准成理
基线基线变化
项目成控制包括：
创造授权成基准变更影响素
确保变更请求处理时
理实际发生变更时
确保成支出超授权拨款时期通工作分解结构组成
活动总项目
监控成绩效分离理解差异批准成基线
监测费工作绩效
防止未批准变更包括报告成资源
通知利益相关者批准变化相关费
带预期成超出接受范围
741控制成：输入
项目理计划
第4231描述项目理计划包含信息：
控制成：
成基线成基线实际结果决定否改变相纠正
行动预防措施必
成理计划成理计划描述项目成理
控制（第7131）
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7 PROJECT COST MANAGEMENT
7
7412 Project Funding Requirements
Described in Section 7332 The project funding requirements include projected expenditures plus anticipated
liabilities
7413 Work Performance Data
Described in Section 4332 Work performance data includes information about project progress such as
which activities have started their progress and which deliverables have finished Information also includes costs
that have been authorized and incurred
7414 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Control Costs process
include but are not limited to
Existing formal and informal cost controlrelated policies procedures and guidelines
Cost control tools and
Monitoring and reporting methods to be used
742 Control Costs Tools and Techniques
7421 Earned Value Management
Earned value management (EVM) is a methodology that combines scope schedule and resource
measurements to assess project performance and progress It is a commonly used method of performance
measurement for projects It integrates the scope baseline with the cost baseline along with the schedule
baseline to form the performance baseline which helps the project management team assess and measure
project performance and progress It is a project management technique that requires the formation of an
integrated baseline against which performance can be measured for the duration of the project The principles
of EVM can be applied to all projects in any industry EVM develops and monitors three key dimensions for each
work package and control account
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7412项目资金需求
第7332描述该项目资金需求包括预计费加预期
负债
7413工作性数
第4332部分描述工作业绩数包括工程进度信息
该活动已开始进步交付已完成信息包括成
已授权费
7414组织程资产
第214描述组织程资产会影响成控制程
包括限：
现正式非正式成控制相关政策程序指南
成控制工具
监测报告方法
742控制成：工具技术
7421挣值理
挣值理（EVM）种方法相结合范围进度资源
评估项目绩效进步测量种常方法性
测量项目集范围基线成基准着计划
基线形成性基线助项目理团队评估衡量
项目绩效进展项目理技术需形成
集成基准性测量项目持续时间原
EVM适行业项目EVM监察三关键维度
工作包控制帐户：
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7 PROJECT COST MANAGEMENT
Planned value Planned value (PV) is the authorized budget assigned to scheduled work It is the
authorized budget planned for the work to be accomplished for an activity or work breakdown structure
component not including management reserve This budget is allocated by phase over the life of
the project but at a given moment planned value defines the physical work that should have been
accomplished The total of the PV is sometimes referred to as the performance measurement baseline
(PMB) The total planned value for the project is also known as budget at completion (BAC)
Earned value Earned value (EV) is a measure of work performed expressed in terms of the budget
authorized for that work It is the budget associated with the authorized work that has been completed
The EV being measured needs to be related to the PMB and the EV measured cannot be greater than the
authorized PV budget for a component The EV is often used to calculate the percent complete of a project
Progress measurement criteria should be established for each WBS component to measure work in
progress Project managers monitor EV both incrementally to determine current status and cumulatively
to determine the longterm performance trends
Actual cost Actual cost (AC) is the realized cost incurred for the work performed on an activity during
a specific time period It is the total cost incurred in accomplishing the work that the EV measured The
AC needs to correspond in definition to what was budgeted in the PV and measured in the EV (eg
direct hours only direct costs only or all costs including indirect costs) The AC will have no upper limit
whatever is spent to achieve the EV will be measured
Variances from the approved baseline will also be monitored
Schedule variance Schedule variance (SV) is a measure of schedule performance expressed as the
difference between the earned value and the planned value It is the amount by which the project is ahead
or behind the planned delivery date at a given point in time It is a measure of schedule performance on
a project It is equal to the earned value (EV) minus the planned value (PV) The EVM schedule variance is
a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule
The EVM schedule variance will ultimately equal zero when the project is completed because all of the
planned values will have been earned Schedule variance is best used in conjunction with critical path
methodology (CPM) scheduling and risk management Equation SV EV – PV
Cost variance Cost variance (CV) is the amount of budget deficit or surplus at a given point in time
expressed as the difference between earned value and the actual cost It is a measure of cost performance
on a project It is equal to the earned value (EV) minus the actual cost (AC) The cost variance at the end
of the project will be the difference between the budget at completion (BAC) and the actual amount spent
The CV is particularly critical because it indicates the relationship of physical performance to the costs
spent Negative CV is often difficult for the project to recover Equation CV EV AC
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7工程项目成理
计划值计划值（PV）批准预算分配预定工作
预算计划工作完成项活动工作分解结构
构件包括理储备预算生活中相分配
该项目定时刻计划值定义物理工作应该
完成PV总时称绩效测量基线
（PMB）规划总价值项目称完工预算（BAC）
挣值挣值（EV）衡量工作表现预算表示
授权工作授权工作已完成相关预算
电动汽车测量需PMB相关EV测量
授权组件PV预算电动汽车常百分计算完成项目
进度测量应建立标准WBS元件测量工作
进步项目理监控eV逐步确定前状态累积
确定长期绩效趋势
实际成实际成（AC）实现成执行活动工作期间发生
特定时间完成工作EV测量产生总成
交流需应定义什预算PVEV测量（例
直接时直接成包括间接费费）交流会没限
实现电动汽车测量
基线差异会批准：
进度偏差进度偏差（SV）衡量调度性表示
挣值计划值间差指项目提前
落计划交货日期定时间点衡量调度性
项目等挣值（EV）减计划值（PV）EVM进度方差
指标表明项目落领先基准计划
EVM进度偏差终会等零项目完成
计划值已获进度偏差关键路径连接
方法（CPM）调度风险理方程：SV EV–PV
成差异成差异（CV）定时间点预算赤字盈余数量
表示挣值实际成间差异衡量成绩效
项目等挣值（EV）减实际成（AC）成差异
该项目完成间差异（BAC）预算实际开支
CV特重表示物理性关系成
花负简历难恢复项目方程：CV EV交流电
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7 PROJECT COST MANAGEMENT
7
The SV and CV values can be converted to efficiency indicators to reflect the cost and schedule
performance of any project for comparison against all other projects or within a portfolio of projects The
variances are useful for determining project status
Schedule performance index The schedule performance index (SPI) is a measure of schedule efficiency
expressed as the ratio of earned value to planned value It measures how efficiently the project team is
using its time It is sometimes used in conjunction with the cost performance index (CPI) to forecast the
final project completion estimates An SPI value less than 10 indicates less work was completed than
was planned An SPI greater than 10 indicates that more work was completed than was planned Since
the SPI measures all project work the performance on the critical path also needs to be analyzed to
determine whether the project will finish ahead of or behind its planned finish date The SPI is equal to
the ratio of the EV to the PV Equation SPI EVPV
C ost performance index The cost performance index (CPI) is a measure of the cost efficiency of budgeted
resources expressed as a ratio of earned value to actual cost It is considered the most critical EVM
metric and measures the cost efficiency for the work completed A CPI value of less than 10 indicates a
cost overrun for work completed A CPI value greater than 10 indicates a cost underrun of performance
to date The CPI is equal to the ratio of the EV to the AC The indices are useful for determining project
status and providing a basis for estimating project cost and schedule outcome Equation CPI EVAC
The three parameters of planned value earned value and actual cost can be monitored and reported on both
a periodbyperiod basis (typically weekly or monthly) and on a cumulative basis Figure 712 uses Scurves to
display EV data for a project that is performing over budget and behind the schedule
BAC
ETC
Project Budget
Management Reserve
Planned
Value (PV)
Earned
Value (PV)
Actual
Cost (AC)
EAC
Time
Cumulative Cost
Data Date
Figure 712 Earned Value Planned Value and Actual Costs
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7工程项目成理
7
SVCV值转换效率指标反映成进度
性项目项目较项目组合
方差确定项目状态
进度绩效指数进度绩效指数（SPI）衡量调度效率
表示挣值计划值率措施效项目团队
时间时成绩效指数（CPI）相结合预测
项目竣工估计SPI值1表明更少工作完成
计划1SPI表明更工作完成计划
SPI措施项目工作关键路径性需分析
确定项目否会提前落计划完成日期完成SPI等
EV PV方程：SPI EV PV
成绩效指数成绩效指数（CPI）衡量成预算
资源表示挣值实际成率认关键EVM
度量措施成效率完成工作1CPI值表示
成超支工作完成CPI值1性表示成降低
日期CPI相等EVAC指标确定项目
位提供基础估算项目成进度结果方程：CPI EV 交流
计划值三参数值实际成监测报告
基础段时期（通常周月）累计图712采S曲线
预算落进度执行项目显示电动汽车数
BAC
等
项目预算
理储备
计划
价值（PV）
挣
价值（PV）
实际
成（AC）
EAC
时间
累计成
数日期
图712挣值计划值实际成
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7 PROJECT COST MANAGEMENT
7422 Forecasting
As the project progresses the project team may develop a forecast for the estimate at completion (EAC) that
may differ from the budget at completion (BAC) based on the project performance If it becomes obvious that the
BAC is no longer viable the project manager should consider the forecasted EAC Forecasting the EAC involves
making projections of conditions and events in the project’s future based on current performance information
and other knowledge available at the time of the forecast Forecasts are generated updated and reissued based
on work performance data (Section 4332) that is provided as the project is executed The work performance
information covers the project’s past performance and any information that could impact the project in the future
EACs are typically based on the actual costs incurred for work completed plus an estimate to complete (ETC)
the remaining work It is incumbent on the project team to predict what it may encounter to perform the ETC based
on its experience to date The EVM method works well in conjunction with manual forecasts of the required EAC
costs The most common EAC forecasting approach is a manual bottomup summation by the project manager
and project team
The project manager’s bottomup EAC method builds upon the actual costs and experience incurred for
the work completed and requires a new estimate to complete the remaining project work Equation EAC
AC + Bottomup ETC
The project manager’s manual EAC is quickly compared with a range of calculated EACs representing various
risk scenarios When calculating EAC values the cumulative CPI and SPI values are typically used While EVM data
quickly provide many statistical EACs only three of the more common methods are described as follows
EAC forecast for ETC work performed at the budgeted rate This EAC method accepts the actual
project performance to date (whether favorable or unfavorable) as represented by the actual costs and
predicts that all future ETC work will be accomplished at the budgeted rate When actual performance
is unfavorable the assumption that future performance will improve should be accepted only when
supported by project risk analysis Equation EAC AC + (BAC – EV)
EAC forecast for ETC work performed at the present CPI This method assumes what the project has
experienced to date can be expected to continue in the future The ETC work is assumed to be performed
at the same cumulative cost performance index (CPI) as that incurred by the project to date Equation
EAC BAC CPI
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7工程项目成理
7422预测
着项目进展项目团队完成开发估算（EAC）预测
完工预算（BAC）基础项目绩效果变明显
BAC行项目理应该考虑预测EAC预测EAC包括
制作条件基前绩效信息项目未事件预测
预测时候知识预测产生更新重新发布基础
工作绩效数（第4332）执行项目时提供工作绩效
信息包括项目业绩信息影响未项目
EACS通常基工作完成产生实际成加估计完成（等）
剩工作义容辞项目团队预测遇执行等
迄验EVM方法需EAC预测结合工程手册
成常见EAC预测方法手动总项目理
项目团队
项目理EAC方法建立实际成验发生
完成工作需新估计完成剩余工作EAC＝公式：
交流+底等
项目理手册EAC快系列计算EACS代表较
风险情况计算EAC值时累积CPISPI值通常然EVM数
快速提供许统计EACS三更常见方法：
EAC预测等工作预算执行率EAC方法接受现实
项目成绩（利利）实际成代表
预测未等工作预算完成率实际性
利假设未性提高应接受
通项目风险分析支持方程：EAC＝交流+（BAC–eV）
EAC预测等工作目前CPI进行方法假定什项目
验日期预计未继续方面工作供应商
相累积成绩效指数（CPI）项目发生日期方程：
EAC＝BAC CPI
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EAC forecast for ETC work considering both SPI and CPI factors In this forecast the ETC work will
be performed at an efficiency rate that considers both the cost and schedule performance indices This
method is most useful when the project schedule is a factor impacting the ETC effort Variations of this
method weight the CPI and SPI at different values (eg 8020 5050 or some other ratio) according to
the project manager’s judgment Equation EAC AC + [(BAC – EV) (CPI × SPI)]
Each of these approaches is applicable for any given project and will provide the project management team with
an early warning signal if the EAC forecasts are not within acceptable tolerances
7423 ToComplete Performance Index (TCPI)
The tocomplete performance index (TCPI) is a measure of the cost performance that is required to be achieved
with the remaining resources in order to meet a specified management goal expressed as the ratio of the cost to
finish the outstanding work to the remaining budget TCPI is the calculated cost performance index that is achieved
on the remaining work to meet a specified management goal such as the BAC or the EAC If it becomes obvious
that the BAC is no longer viable the project manager should consider the forecasted EAC Once approved the EAC
may replace the BAC in the TCPI calculation The equation for the TCPI based on the BAC (BAC – EV) (BAC – AC)
The TCPI is conceptually displayed in Figure 713 The equation for the TCPI is shown in the lower left as the
work remaining (defined as the BAC minus the EV) divided by the funds remaining (which can be either the BAC
minus the AC or the EAC minus the AC)
If the cumulative CPI falls below the baseline (as shown in Figure 713) all future work of the project will need
to be performed immediately in the range of the TCPI (BAC) (as reflected in the top line of Figure 713) to stay
within the authorized BAC Whether this level of performance is achievable is a judgment call based on a number
of considerations including risk schedule and technical performance This level of performance is displayed as
the TCPI (EAC) line The equation for the TCPI based on the EAC (BAC – EV) (EAC – AC) The EVM formulas are
provided in Table 71
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EAC预测等工作SPI消费物价指数素预测该等工作
执行效率时考虑成进度绩效指数
方法项目进度素影响等方面努力变化
方法重量价值指数SPI（例80 2050 50）根
项目理判断方程：EAC＝交流+ [（BAC–EV）（CPI×SPI）]
种方法适定项目提供项目理团队
果EAC预测接受范围预警信号
7423完成绩效指数（TCPI）
完成性指数（TCPI）衡量成绩效必须达
剩余资源满足特定理目标表现成率
完成出色工作剩预算TCPI计算成绩效指数达
满足规定理目标余工作活性炭EAC果变明显
会已行项目理应该考虑预测EAC旦获批准EAC
TCPI计算代BAC基BAC TCPI方程：（BAC–EV）（BAC–交流）
TCPI概念显示图7TCPI方程左显示
剩余工作（定义BAC减EV）剩余资金（BAC
没交流EAC减交流）
果累积CPI低基线（图7示）该项目未工作需
TCPI范围立执行（BAC）（图713顶线）呆
授权BAC种性水实现基电话号码判断
考虑包括风险理进度技术性种性水显示
TCPI（EAC）线基EAC TCPI方程：（BAC–EV）（EAC–交流）EVM公式
表71中提供
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7 PROJECT COST MANAGEMENT
Status Date
100
>1
<1
TCPI
(BAC)
TCPI
(EAC)
Baseline Plan
Cumulative
CPI
Formula
TCPI
Work Remaining (BACEV)
Funds Remaining (BACAC) or (EACAC)
Figure 713 ToComplete Performance Index (TCPI)
7424 Performance Reviews
Performance reviews compare cost performance over time schedule activities or work packages overrunning
and underrunning the budget and estimated funds needed to complete work in progress If EVM is being used the
following information is determined
Variance analysis Variance analysis as used in EVM is the explanation (cause impact and corrective
actions) for cost (CV EV – AC) schedule (SV EV – PV) and variance at completion (VAC BAC – EAC)
variances Cost and schedule variances are the most frequently analyzed measurements For projects
not using earned value management similar variance analyses can be performed by comparing planned
activity cost against actual activity cost to identify variances between the cost baseline and actual
project performance Further analysis can be performed to determine the cause and degree of variance
relative to the schedule baseline and any corrective or preventative actions needed Cost performance
measurements are used to assess the magnitude of variation to the original cost baseline An important
aspect of project cost control includes determining the cause and degree of variance relative to the
cost baseline (Section 7331) and deciding whether corrective or preventive action is required The
percentage range of acceptable variances will tend to decrease as more work is accomplished
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7工程项目成理
状态日期
1
1
1
TCPI
（BAC）
TCPI
（EAC）
基线计划
累积
消费物价指数
公式：
TCPI
剩余工作（bacev）
剩余资金（bacac）（eacac）
图7完成绩效指数（TCPI）
7424业绩回顾
绩效评估较成性着时间推移计划活动工作包超越
行预算估计需资金完成工作果正EVM
信息确定：
方差分析方差分析EVM解释（原击纠正
行动）成（CV EV–交流）计划（SV EV–PV）完成时偏差（VAC BAC–EAC）
方差成进度差异常分析测量项目
挣值理类似方差分析通较计划执行
作业成实际成确定成基准实际间差异
项目绩效进行进步分析确定程度差异原
相基线进度纠正预防措施需成绩效
测量评估变化原始成基线重
项目成控制方面包括确定方差相程度原
成基线（第7331）决定否采取纠正预防措施必需
接受方差百分范围会着越越工作通减少
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Trend analysis Trend analysis examines project performance over time to determine if performance is
improving or deteriorating Graphical analysis techniques are valuable for understanding performance
to date and for comparison to future performance goals in the form of BAC versus EAC and completion
dates
Earned value performance Earned value performance compares the performance measurement
baseline to actual schedule and cost performance If EVM is not being used then the analysis of the cost
baseline against actual costs for the work performed is used for cost performance comparisons
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7
趋势分析趋势分析检查项目性着时间推移确定性
改善恶化图形分析技术性价值认识
目前止BACEAC完成形式未绩效目标较
日期
挣值绩效挣值绩效较性测量
基线实际进度成绩效果EVM成分析
基线完成工作实际成成性较
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Table 71 Earned Value Calculations Summary Table
Earned Value Analysis
Abbreviation Name Lexicon Definition How Used Equation Interpretation of Result
The authorized budget assigned to
scheduled work
The measure of work performed
expressed in terms of the budget
authorized for that work
The realized cost incurred for the
work performed on an activity during
a specific time period
The sum of all budgets established
for the work to be performed
The amount of budget deficit or
surplus at a given point in time
expressed as the difference between
the earned value and the actual cost
The amount by which the project is
ahead or behind the planned
delivery date at a given point in
time expressed as the difference
between the earned value and the
planned value
A projection of the amount of budget
deficit or surplus expressed as the
difference between the budget at
completion and the estimate at
completion
A measure of the cost efficiency of
budgeted resources
expressed as the ratio of earned
value to actual cost
A measure of schedule efficiency
expressed as the ratio of earned
value to planned value
The expected total cost of completing
all work expressed as the
sum of the actual cost to date and
the estimate to complete
The expected cost to finish all the
remaining project work
A measure of the cost performance
that must be achieved with the
remaining resources in order to meet
a specified management goal
expressed as the ratio of the cost to
finish the outstanding work to the
budget available
Planned
Value
Earned Value
Actual Cost
Budget at
Completion
Cost Variance
Schedule
Variance
Variance at
Completion
Cost
Performance
Index
Schedule
Performance
Index
Estimate At
Completion
Estimate to
Complete
To Complete
Performance
Index
PV
EV
AC
BAC
CV
SV
VAC
CPI
SPI
EAC
ETC
TCPI
The value of the work planned to be
completed to a point in time usually
the data date or project completion
The planned value of all the work
completed (earned) to a point in
time usually the data date without
reference to actual costs
The actual cost of all the work
completed to a point in time usually
the data date
The value of total planned work the
project cost baseline
The difference between the value of
work completed to a point in time
usually the data date and the actual
costs to the same point in time
The difference between the work
completed to a point in time usually
the data date and the work planned
to be completed to the same point
in time
The estimated difference in cost at
the completion of the project
A CPI of 10 means the project is
exactly on budget that the work
actually done so far is exactly the
same as the cost so far Other values
show the percentage of how much
costs are over or under the budgeted
amount for work accomplished
An SPI of 10 means that the project
is exactly on schedule that the work
actually done so far is exactly the
same as the work planned to be
done so far Other values show the
percentage of how much costs are
over or under the budgeted amount
for work planned
If the CPI is expected to be the same
for the remainder of the project EAC
can be calculated using
If future work will be accomplished
at the planned rate use
If the initial plan is no longer valid
use
If both the CPI and SPI influence the
remaining work use
Assuming work is proceeding on
plan the cost of completing the
remaining authorized work can be
calculated using
Reestimate the remaining work from
the bottom up
The efficiency that must be
maintained in order to complete on
plan
The efficiency that must be
maintained in order to complete the
current EAC
EV sum of the planned
value of completed work
CV EV – AC
SV EV – PV
VAC BAC – EAC
CPI EVAC
SPI EVPV
EAC BACCPI
EAC AC + BAC – EV
EAC AC + Bottomup ETC
EAC AC + [(BAC – EV)
(CPI x SPI)]
ETC EAC – AC
ETC Reestimate
TCPI (BAC – EV)(BAC – AC)
TCPI (BAC – EV)(EAC – AC)
Positive Under planned cost
Neutral On planned cost
Negative Over planned cost
Positive Ahead of Schedule
Neutral On schedule
Negative Behind Schedule
Positive Under planned cost
Neutral On planned cost
Negative Over planned cost
Greater than 10 Under planned
cost
Exactly 10 On planned cost
Less than 10 Over planned cost
Greater than 10 Ahead of
schedule
Exactly 10 On schedule
Less than 10 Behind schedule
Greater than 10 Harder to
complete
Exactly 10 Same to complete
Less than 10 Easier to complete
Greater than 10 Harder to
complete
Exactly 10 Same to complete
Less than 10 Easier to complete
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7工程项目成理
表71挣值计算汇总表
挣值分析
缩写名称词典定义方程解释结果
预算分配
计划工作
测量工作
预算方面表示
授权工作
实现成
活动期间工作
特定时间
建立预算总
执行工作
预算赤字数额
定时间点剩余
间差异表示
挣值实际成
通该项目金额
提前落计划
交货日期定点
时间差异表示
挣值
计划值
预算额投影
赤字盈余表示
间预算差异
完成估计
完成
衡量成效率
预算资源
表示挣
实际成价值
衡量调度效率
表示挣
计划价值
完成预计总成
工作表示
迄止实际成
估计完成
完成预期成
剩余项目工作
衡量成绩效
必须实现
剩余资源满足
指定理目标
表示成
完成出色工作
预算
计划
价值
挣值
实际成
预算
完成
成差异
铁列车时刻表
方差
方差
完成
成
性
指数
铁列车时刻表
性
指数
估计
完成
估计
完整
完成
性
指数
PV
电动汽车
交流
BAC
简历
SV
醋酸乙烯酯
消费物价指数
SPI
EAC
等
TCPI
工作计划价值
完成时间点通常
数日期项目完成
工作计划价值
完成（赢）中点
时间通常数日期没
参考实际成
工作实际成
完成时间点通常
数日期
总计划工作价值
项目成基线
值间差异
工作完成时间点
通常数日期实际
时间点成
工作间差异
完成时间点通常
数日期工作计划
完成点
时间
估计成差异
该项目完成
CPI1意味着该项目
准确预算项工作
实际目前止做正
目前止成相值
显示少百分
成超低预算
完成工作数量
1意味着该项目SPI
正日程安排中项工作
实际目前止做正
相工作计划
目前止做值显示
少成百分
预算总额
工作计划
果CPI相
该项目余部分EAC
计算：
果未工作完成
计划速度：
果初计划效
：
果CPISPI影响
剩工作：
果工作进展
成计划完成
剩余授权工作
计算：
估计剩余工作
干杯
效率必须
保持完成
计划
效率必须
坚持完成
目前EAC
计划中EV 总
已完成工作价值
CV EV–交流
–SV EV PV
VAC BAC–EAC
CPI EV 交流
SPI EV PV
EAC＝BAC CPI
EAC＝交流+ BAC–EV
EAC＝交流+底等
EAC＝交流+ [（BAC–EV）
（CPI X SPI）]
等 EAC–交流
等重估
TCPI （BAC–EV）（BAC–交流）
TCPI （BAC–EV）（EAC–交流）
正计划成
中性计划成
负超计划成
正提前
中性计划
负进度落
正计划成
中性计划成
负超计划成
1 计划
成
1 计划成
1 超计划成
1 提前
铁列车时刻表
1 计划
1落时间表
1 难
完整
1 完全相完成
1 更轻松完成
1 难
完整
1 完全相完成
1 更轻松完成
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7
7425 Project Management Software
Project management software is often used to monitor the three EVM dimensions (PV EV and AC) to display
graphical trends and to forecast a range of possible final project results
7426 Reserve Analysis
During cost control reserve analysis is used to monitor the status of contingency and management reserves
for the project to determine if these reserves are still needed or if additional reserves need to be requested
As work on the project progresses these reserves may be used as planned to cover the cost of risk mitigation
events or other contingencies Or if the probable risk events do not occur the unused contingency reserves
may be removed from the project budget to free up resources for other projects or operations Additional risk
analysis during the project may reveal a need to request that additional reserves be added to the project budget
Management and contingency reserves are addressed in more detail in Section 7226
743 Control Costs Outputs
7431 Work Performance Information
The calculated CV SV CPI SPI TCPI and VAC values for WBS components in particular the work packages and
control accounts are documented and communicated to stakeholders
7432 Cost Forecasts
Either a calculated EAC value or a bottomup EAC value is documented and communicated to stakeholders
7433 Change Requests
Analysis of project performance may result in a change request to the cost baseline or other components of the
project management plan Change requests may include preventive or corrective actions and are processed for
review and disposition through the Perform Integrated Change Control process (Section 45)
7434 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
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7工程项目成理
7
7425项目理软件
项目理软件通常监测三EVM尺寸（PVEV交流）显示
图形化发展趋势预测系列项目终结果
7426储备分析
成控制保护区分析监视状态应急理储备
项目确定否需储备者额外储备需请求
作该项目工作进展储备作计划涵盖减轻风险成
事件意外事件者果风险事件发生未应急储备
项目预算删释放资源项目行动附加险
项目分析揭示需额外储备添加项目预算
理应急储备更细节第7226
743控制成：输出
7431工作绩效信息
计算CVSVCPISPITCPIWBS组件真空值特工作包
控制账户记录传达利益相关者
7432成预测
计算EAC值EAC值记录传达利益相关者
7433变更请求
项目绩效分析导致变更请求成基线部件
项目理计划变更请求包括预防纠正措施进行处理
通实施整体变更控制程评审处置（45节）
7434项目理计划更新
项目理计划更新容包括限：
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7 PROJECT COST MANAGEMENT
Cost baseline Changes to the cost baseline are incorporated in response to approved changes in scope
activity resources or cost estimates In some cases cost variances can be so severe that a revised cost
baseline is needed to provide a realistic basis for performance measurement
C ost management plan Changes to the cost management plan such as changes to control thresholds
or specified levels of accuracy required in managing the project’s cost are incorporated in response to
feedback from relevant stakeholders
7435 Project Documents Updates
Project documents that may be updated include but are not limited to
Cost estimates and
Basis of estimates
7436 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons
Financial databases and
Other types of lessons learned from project cost control
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7工程项目成理
成基线成基线变化纳入应批准范围变化
活动资源估算成某情况成差异严重修订成
基线需提供现实基础性测量
成理计划成理计划更改控制阈值变化
指定级理项目成求精度引入响应
利益相关者反馈
7435项目文件更新
项目文件更新包括限：
成估算
估计基础
7436组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择原
金融数库
类型项目成控制验教训
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8 PROJECT QUALITY MANAGEMENT
8
PROJECT QUALITY MANAGEMENT
Project Quality Management includes the processes and activities of the performing organization that
determine quality policies objectives and responsibilities so that the project will satisfy the needs for which it was
undertaken Project Quality Management uses policies and procedures to implement within the project’s context
the organization’s quality management system and as appropriate it supports continuous process improvement
activities as undertaken on behalf of the performing organization Project Quality Management works to ensure that
the project requirements including product requirements are met and validated
Figure 81 provides an overview of the Project Quality Management processes which include
81 Plan Quality Management—The process of identifying quality requirements andor standards for the
project and its deliverables and documenting how the project will demonstrate compliance with quality
requirements
82 Perform Quality Assurance—The process of auditing the quality requirements and the results from
quality control measurements to ensure that appropriate quality standards and operational definitions
are used
83 Control Quality—The process of monitoring and recording results of executing the quality activities
to assess performance and recommend necessary changes
These processes interact with each other and with processes in other Knowledge Areas as described in
detail in Section 3 and Annex A1
Project Quality Management addresses the management of the project and the deliverables of the project
It applies to all projects regardless of the nature of their deliverables Quality measures and techniques are specific
to the type of deliverables being produced by the project For example the project quality management of software
deliverables may use different approaches and measures from those used when building a nuclear power plant In
either case failure to meet the quality requirements can have serious negative consequences for any or all of the
project’s stakeholders For example
88
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8项目质量理
8
项目质量理
项目质量理程执行组织活动
确定质量方针目标责项目满足需求
承担项目质量理政策程序实施项目文
组织质量理体系适支持持续程改进
活动执行组织名义进行项目质量理工作确保
项目求包括产品求满足
图81提供项目质量理程概述中包括：
81计划质量鉴定质量求标准程理
项目交付成果记录项目证明符合质量
求
82执行质量保证审计质量求程结果
质量控制措施确保适质量标准操作定义
83控制质量监测记录执行质量活动结果程
性评估建议必变化
程间相互作知识领域程描述
第3节附录A1细节
项目质量理中涉项目理项目交付成果
适项目交付性质质量措施技术具体
交付成果正制作项目类型例软件项目质量理
交付成果方法建核电站措施
情况符合质量求严重消极果
项目利益相关者说呢
88
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8 PROJECT QUALITY MANAGEMENT
Meeting customer requirements by overworking the project team may result in decreased profits and
increased project risks employee attrition errors or rework
Meeting project schedule objectives by rushing planned quality inspections may result in undetected
errors decreased profits and increased postimplementation risks
Quality and grade are not the same concepts Quality as a delivered performance or result is the degree to which
a set of inherent characteristics fulfill requirements (ISO 9000) [10] Grade as a design intent is a category assigned
to deliverables having the same functional use but different technical characteristics The project manager and the
project management team are responsible for managing the tradeoffs associated with delivering the required levels
of both quality and grade While a quality level that fails to meet quality requirements is always a problem a low
grade of quality may not be a problem For example
It may not be a problem if a suitable lowgrade software product (one with a limited number of features)
is of high quality (no obvious defects readable manual) In this example the product would be appropriate
for its general purpose of use
It may be a problem if a highgrade software product (one with numerous features) is of low quality
(many defects poorly organized user documentation) In essence its highgrade feature set would prove
ineffective andor inefficient due to its low quality
The project management team should determine the appropriate levels of accuracy and precision for use in the
quality management plan Precision is a measure of exactness For example the magnitude for each increment
on the measurement’s number line is the interval that determines the measurement’s precision—the greater the
number of increments the greater the precision Accuracy is an assessment of correctness For example if the
measured value of an item is very close to the true value of the characteristic being measured the measurement
is more accurate An illustration of this concept is the comparison of archery targets Arrows clustered tightly
in one area of the target even if they are not clustered in the bull’seye are considered to have high precision
Targets where the arrows are more spread out but equidistant from the bull’seye are considered to have the same
degree of accuracy Targets where the arrows are both tightly grouped and within the bull’seye are considered to
be both accurate and precise Precise measurements are not necessarily accurate measurements and accurate
measurements are not necessarily precise measurements
The basic approach to project quality management as described in this section is intended to be compatible
with International Organization for Standardization (ISO) quality standards Every project should have a quality
management plan Project teams should follow the quality management plan and should have data to demonstrate
compliance with the plan
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8项目质量理
满足顾客求工作项目团队会导致利润降
增加项目风险员工流失错误返工
达项目进度目标计划突击质量检查结果发现
错误利润降增加实施风险
质量品位概念样质量交付性结果程度
组固特性满足求（ISO 9000）[ 10 ]等级设计意图类分配
功途相技术特点交付成果项目理
项目理团队负责理提供需水相关权衡
质量品位质量水满足质量求始终问题低
质量等级问题说呢
果合适低级软件产品问题（限功）
高质量（没明显缺陷读手册）例子中该产品适
般目
果高档软件产品问题（许功）低质量
（许缺陷组织差户手册）质高档功集证明
效低质低效
项目理团队必须确定准确度精密度适水
质量理计划精度衡量准确性例增量
测量数线间隔决定测量精度越
数量增加更精度精度正确评估例果
项目测量值非常接测特性真值测量
更准确概念例子射箭目标较箭紧紧聚集
目标区域聚集靶心认具高精度
目标箭头较分散距离靶心认具相
准确度里箭紧紧组合靶心目标认
准确精确精确测量准确测量准确
测量精确测量
项目质量理基方法节述目兼容
国际标准化组织（ISO）质量标准项目应该质量
理计划项目团队应该遵循质量理计划应该数证明
该计划规定
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8 PROJECT QUALITY MANAGEMENT
8
In the context of achieving ISO compatibility modern quality management approaches seek to minimize variation
and to deliver results that meet defined requirements These approaches recognize the importance of
Customer satisfaction Understanding evaluating defining and managing requirements so that
customer expectations are met This requires a combination of conformance to requirements (to ensure
the project produces what it was created to produce) and fitness for use (the product or service needs to
satisfy the real needs)
Prevention over inspection Quality should be planned designed and built into—not inspected into the
project’s management or the project’s deliverables The cost of preventing mistakes is generally much
less than the cost of correcting mistakes when they are found by inspection or during usage
Continuous improvement The PDCA (plandocheckact) cycle is the basis for quality improvement as
defined by Shewhart and modified by Deming In addition quality improvement initiatives such as Total
Quality Management (TQM) Six Sigma and Lean Six Sigma could improve the quality of the project’s
management as well as the quality of the project’s product Commonly used process improvement models
include Malcolm Baldrige Organizational Project Management Maturity Model (OPM3) and Capability
Maturity Model Integrated (CMMI)
Management Responsibility Success requires the participation of all members of the project team
Nevertheless management retains within its responsibility for quality a related responsibility to provide
suitable resources at adequate capacities
C ost of quality (COQ) Cost of quality refers to the total cost of the conformance work and the
nonconformance work that should be done as a compensatory effort because on the first attempt to
perform that work the potential exists that some portion of the required work effort may be done or has
been done incorrectly The costs for quality work may be incurred throughout the deliverable’s life cycle
For example decisions made by the project team can impact the operational costs associated with using
a completed deliverable Postproject quality costs may be incurred because of product returns warranty
claims and recall campaigns Therefore because of the temporary nature of projects and the potential
benefits that may be derived from reducing the postproject cost of quality sponsoring organizations
may choose to invest in product quality improvement These investments generally are made in the areas
of conformance work that act to prevent defects or act to mitigate the costs of defects by inspecting
out nonconforming units Refer to Figure 82 and Section 8122 Moreover the issues related to postproject
COQ should be the concern of program management and portfolio management such that project
program and portfolio management offices should apply appropriate reviews templates and funding
allocations for this purpose
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8项目质量理
8
实现ISO相容性背景现代质量理方法寻求减少变化
提供满足求结果方法中重性认识：
顾客满意理解评估定义理求
满足客户期求致性相结合求（保证
该项目产生什生产）适合（产品服务需求
满足实际需）
预防胜检查质量应规划设计建造没检测
项目理项目交付成果防止错误成般少
低成纠正错误时通检查程中发现
持续改进PDCA（计划做检查行动）循环基础质量改进
定义休哈特戴明修改外质量改进措施总
质量理（TQM）六西格玛精益六西格玛理提高项目质量
理工程质量产品常程改进模型
包括马尔科姆波里奇组织项目理成熟度模型（OPM3）力
成熟度模型集成（CMMI）
理责成功需项目团队成员参
然理保留质量责相关责提供
适容量合适资源
成质量（COQ）质量成指致性工作总成
合格品应该做工作作补偿努力第次尝试
执行工作存某部分需工作做
正确质量工作成发生交付产品生命周期
例项目团队作出决定会影响运营成
已完成交付成果项目质量成招致退货保修
索赔召回活动项目时性潜力
处降低质量成项目发起组织
选择投资产品质量提高投资通常区
致性工作采取措施防止缺陷行通减少缺陷成
出合格单位参考图82部分8122外相关项目问题
质量成应项目理投资组合项目理关注
程序投资组合理机构应采取适评模板资金
目分配
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2302013项目理协会项目理知识体系指南（PMBOK指南–）第五版
8 PROJECT QUALITY MANAGEMENT
1 Inputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements documentation
5 Enterprise environmental
factors
6 Organizational process assets
2 Tools & Techniques
1 Costbenefit analysis
2 Cost of quality
3 Seven basic quality tools
4 Benchmarking
5 Design of experiments
6 Statistical sampling
7 Additional quality planning
tools
8 Meetings
3 Outputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality checklists
5 Project documents updates
1 Inputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality control measurements
5 Project documents
2 Tools & Techniques
1 Quality management and
control tools
2 Quality audits
3 Process analysis
3 Outputs
1 Change requests
2 Project management plan
updates
3 Project documents updates
4 Organizational process assets
updates
1 Inputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change requests
6 Deliverables
7 Project documents
8 Organizational process assets
2 Tools & Techniques
1 Seven basic quality tools
2 Statistical sampling
3 Inspection
4 Approved change requests
review
3 Outputs
1 Quality control measurements
2 Validated changes
3 Validated deliverables
4 Work performance information
5 Change requests
6 Project management plan
updates
7 Project documents updates
8 Organizational process assets
updates
Project Quality
Management Overview
82 Perform Quality
Assurance
81 Plan Quality
Management 83 Control Quality
Figure 81 Project Quality Management Overview
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8项目质量理
1投入
1项目理计划
2利益相关者注册
3风险登记册
4求文件
5企业环境
素
6组织程资产
2工具技术
1成效益分析
质量成2
3七基质量工具
4基准
5实验设计
6统计抽样
7额外质量计划
工具
8会议
3输出
1质量理计划
2程改进计划
3质量指标
4质量检查清单
5项目文件更新
1投入
1质量理计划
2程改进计划
3质量指标
4质量控制措施
5项目文件
2工具技术
1质量理
控制工具
2质量审核
3程分析
3输出
1变更请求
2项目理计划
更新
3项目文件更新
4组织程资产
更新
1投入
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更请求
6交付成果
7项目文件
8组织程资产
2工具技术
1七基质量工具
2统计抽样
3检查
4批准变更请求
回顾
3输出
1质量控制措施
2变化验证
3确认交付成果
4工作绩效信息
5变更请求
6项目理计划
更新
7项目文件更新
8组织程资产
更新
工程质量
理概述
82执行质量
保证
81计划质量
83质量理控制
图81项目质量理概述
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8 PROJECT QUALITY MANAGEMENT
8
Monitoring &
Initiating Planning Executing Controlling Closing
Quality
Control Quality Assurance Cost of Quality PDCA IPECC
Rework
Failure
Validate
Conformance
Preventable
Not Preventable
Initiate Plan
Essential FirstTime Work
Conformance Work
Conformance Work
NonConformance Work
Prevention
Inspection
Inspection FixScrap
Execute
Control
Plan Do
Check
Act
Close
Figure 82 Fundamental Relationships of Quality Assurance and Control Quality to the IPECC PDCA Cost
of Quality Models and Project Management Process Groups
81 Plan Quality Management
Plan Quality Management is the process of identifying quality requirements andor standards for the project and
its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements
The key benefit of this process is that it provides guidance and direction on how quality will be managed and
validated throughout the project The inputs tools and techniques and outputs of this process are depicted in
Figure 83 Figure 84 depicts the data flow diagram of the process
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8项目质量理
8
监测
启动计划执行控制
质量
质量控制PDCA ipecc质量保证成
返工
失败
验证
致性
预防
法避免
启动计划
重第次工作
致性工作
致性工作
非致性工作
预防
检查
检查修理报废
执行
控制
计划做
检查
行
关闭
图82质量保证质量控制ipeccPDCA基关系成
质量模型项目理程组
81计划质量理
计划质量理确定项目质量求标准程
交付成果记录该项目展示相关质量求
程关键优势提供指导方质量理
验证整项目输入工具技术程输出描绘
图83图84描述程数流图
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8 PROJECT QUALITY MANAGEMENT
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements
documentation
5 Enterprise environmental
factors
6 Organizational process
assets
1 Costbenefit analysis
2 Cost of quality
3 Seven basic quality tools
4 Benchmarking
5 Design of experiments
6 Statistical sampling
7 Additional quality
planning tools
8 Meetings
1 Quality management plan
2 Process improvement
plan
3 Quality metrics
4 Quality checklists
5 Project documents
updates
Figure 83 Plan Quality Management Inputs Tools & Techniques and Outputs
Project Quality Management
81
Plan
Quality
Management
82
Perform Quality
Assurance
83
Control
Quality
Project documents
updates
Quality management
plan
Project
Documents
Risk register
Requirements
d ocumentation
Stakeholder
register
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Process
improvement
plan
Quality
management
plan
Quality
metrics
Quality
checklists
112
Identify
Risks
52
Collect
Requirements
42
Develop Project
Management
Plan
131
Identify
Stakeholders
Enterprise
Organization
112
Identify
Risks
Figure 84 Plan Quality Management Data Flow Diagram
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8项目质量理
输入工具技术输出
1项目理计划
2利益相关者注册
3风险登记册
4求
文档
5企业环境
素
6组织程
资产
1成效益分析
质量成2
3七基质量工具
4基准
5实验设计
6统计抽样
7额外质量
规划工具
8会议
1质量理计划
2程改进
计划
3质量指标
4质量检查清单
5项目文件
更新
图83计划质量理工具技术输入输出
项目质量理
81
计划
质量
理
82
执行质量
保证
83
控制
质量
项目文件
更新
质量理
计划
项目
文件
风险登记册
求
D ocumentation
利益相关者
寄存器
项目
理
计划
企业
环境
素
组织
程资产
程
改进
计划
质量
理
计划
质量
度量
质量
清单
112
识
风险
52
收集
求
42
开发项目
理
计划
131
识
利益相关者
企业
组织
112
识
风险
图84计划质量理数流图
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8 PROJECT QUALITY MANAGEMENT
8
Quality planning should be performed in parallel with the other planning processes For example proposed
changes in the deliverables to meet identified quality standards may require cost or schedule adjustments and a
detailed risk analysis of the impact to plans
The quality planning techniques discussed here are those used most frequently on projects There are many
others that may be useful on certain projects or in some application areas
811 Plan Quality Management Inputs
8111 Project Management Plan
Described in Section 4231 The project management plan is used to develop the quality management plan
The information used for the development of the quality management plan includes but is not limited to
Scope baseline The scope baseline (Section 5431) includes
○○ Project scope statement The project scope statement contains the project description major
project deliverables and acceptance criteria The product scope often contains details of
technical issues and other concerns that can affect quality planning and that should have been
identified as a result of the planning processes in Project Scope Management The definition of
acceptance criteria may significantly increase or decrease quality costs and therefore project
costs Satisfying all acceptance criteria that the needs of the sponsor andor customer have
been met
○○ Work breakdown structure (WBS) The WBS identifies the deliverables and the work packages
used to measure project performance
○○ WBS dictionary The WBS dictionary provides detailed information for WBS elements
Schedule baseline The schedule baseline documents the accepted schedule performance measures
including start and finish dates (Section 6631)
Cost baseline The cost baseline documents the accepted time interval being used to measure cost
performance (Section 7331)
Other management plans These plans contribute to the overall project quality and may highlight
actionable areas of concern with regard to the project’s quality
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8项目质量理
8
质量计划应规划执行程例提出
交付变化满足已确定质量标准需成进度调整
影响计划详细风险分析
质量计划技术里讨常项目许
会某项目者应领域
811计划质量理：输入
8111项目理计划
第4231描述项目理计划开发质量理计划
质量理计划发展信息包括限：
范围基线范围包括基线（第5431）：
○○项目范围说明书项目范围说明书包含项目描述
项目交付验收标准产品范围通常包含细节
技术问题问题影响质量规划应该
确定项目范围理计划程结果定义
验收标准会显着增加减少质量成项目
成满足验收标准赞助商客户需求
满足
○○工作分解结构（WBS）WBS确定交付成果工作包
衡量项目绩效
○○WBS字典WBS字典WBS元素提供详细信息
进度基线进度基准文件接受调度性措施
包括开始日期完成日期（第6631）
成基线成基线文件接受时间间隔衡量成
性（第7331）
理计划计划助项目整体质量突出
关项目质量问题操作区域
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8 PROJECT QUALITY MANAGEMENT
8112 Stakeholder Register
Described in Section 13131 The stakeholder register aids in identifying those stakeholders possessing a
particular interest in or having an impact on quality
8113 Risk Register
Described in Section 11231 The risk register contains information on threats and opportunities that may
impact quality requirements
8114 Requirements Documentation
Described in Section 5231 Requirements documentation captures the requirements that the project shall
meet pertaining to stakeholder expectations The components of the requirements documentation include but are
not limited to project (including product) and quality requirements The requirements are used by the project team
to help plan how quality control will be implemented on the project
8115 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Quality Management
process include but are not limited to
Governmental agency regulations
Rules standards and guidelines specific to the application area
Working or operating conditions of the project or its deliverables that may affect project quality and
Cultural perceptions that may influence expectations about quality
8116 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Quality Management
process include but are not limited to
Organizational quality policies procedures and guidelines The performing organization’s quality policy
as endorsed by senior management sets the organization’s intended direction on implementing its quality
management approach
Historical databases and
Lessons learned from previous phases or projects
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8项目质量理
8112利益相关者登记
第13131描述确定利益相关者利益相关者拥注册艾滋病
特兴趣影响质量
8113风险登记册
第11231描述风险登记册包含威胁机会信息
影响质量求
8114需求文档
第5231描述需求文档捕获该项目应求
满足关利益相关方期需求文档容包括
限项目（包括产品）质量求求项目团队
帮助计划质量控制项目实施
8115企业环境素
第215描述企业环境素影响质量理计划
程包括限：
政府机关规定
规标准应领域特定指南
工作操作条件项目交付成果影响工程质量
文化法会影响质量
8116组织程资产
第214描述该计划质量理影响组织程资产
程包括限：
组织质量政策程序指南执行组织质量方针
高级理员支持建立实施质量组织预期方
理办法
历史数库
验教训阶段项目
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8
812 Plan Quality Management Tools and Techniques
8121 CostBenefit Analysis
The primary benefits of meeting quality requirements include less rework higher productivity lower costs
increased stakeholder satisfaction and increased profitability A costbenefit analysis for each quality activity
compares the cost of the quality step to the expected benefit
8122 Cost of Quality (COQ)
Cost of quality includes all costs incurred over the life of the product by investment in preventing nonconformance
to requirements appraising the product or service for conformance to requirements and failing to meet requirements
(rework) Failure costs are often categorized into internal (found by the project) and external (found by the customer)
Failure costs are also called cost of poor quality Figure 85 provides some examples to consider in each area
Cost of Conformance Cost of Nonconformance
Prevention Costs
(Build a quality product)
Training
Document processes
Equipment
Time to do it right
Appraisal Costs
(Assess the quality)
Testing
Destructive testing loss
Inspections
Money spent during the project
to avoid failures
Internal Failure Costs
(Failures found by the project)
Rework
Scrap
External Failure Costs
(Failures found by the customer)
Liabilities
Warranty work
Lost business
Money spent during and after
the project because of failures
Figure 85 Cost of Quality
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8项目质量理
8
812计划质量理：工具技术
8121成效益分析
满足质量求处包括减少返工提高生产率降低成
提高利益相关者满意度增加盈利项质量活动成效益分析
较质量步骤预期收益成
8122质量成（COQ）
质量成包括预防符合发生投资产品生命费
求符合求产品服务评价符合求
（返工）失败成通常分部（项目找）外部（客户发现）
失败成称良质量成图85提供例子区域考虑
符合致性成
预防成
（构建高质量产品）
训练
程文件
设备
时间做
鉴定成
（质量评价）
测试
破坏试验损失
检查
花项目钱
避免失败
部失败成
（项目发现障）
返工
废料
外部障成
（客户发现障）
负债
保修工作
失生意
期间钱花
项目失败
图85质量成
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8123 Seven Basic Quality Tools
The seven basic quality tools also known in the industry as 7QC Tools are used within the context of the PDCA
Cycle to solve qualityrelated problems As conceptually illustrated in Figure 87 the seven basic quality tools are
Causeandeffect diagrams which are also known as fishbone diagrams or as Ishikawa diagrams The
problem statement placed at the head of the fishbone is used as a starting point to trace the problem’s
source back to its actionable root cause The problem statement typically describes the problem as a gap
to be closed or as an objective to be achieved The causes are found by looking at the problem statement
and asking why until the actionable root cause has been identified or until the reasonable possibilities
on each fishbone have been exhausted Fishbone diagrams often prove useful in linking the undesirable
effects seen as special variation to the assignable cause upon which project teams should implement
corrective actions to eliminate the special variation detected in a control chart
Flowcharts which are also referred to as process maps because they display the sequence of steps and
the branching possibilities that exist for a process that transforms one or more inputs into one or more
outputs Flowcharts show the activities decision points branching loops parallel paths and the overall
order of processing by mapping the operational details of procedures that exist within a horizontal value
chain of a SIPOC model (Figure 86) Flowcharts may prove useful in understanding and estimating
the cost of quality in a process This is obtained by using the workflow branching logic and associated
relative frequencies to estimate expected monetary value for the conformance and nonconformance
work required to deliver the expected conforming output
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8项目质量理
8123七基质量工具
七基质量工具业称7QC工具PDCA循环文中
周期解决质量问题图87示概念七基质量工具：
原效果图称鱼骨图石川图
问题陈述放鱼骨头作起点追溯问题
源回操作根原问题陈述通常描述问题作缺口
关闭作目标原问题陈述发现
问什操作根原已确定直合理性
鱼刺已筋疲力鱼骨图常证明连接良
视特殊变异原项目团队应该实施效果影响
纠正措施消控制图检测特殊变化
流程图称程图显示步骤序
分支性输入更程存
输出表明该活动决策点分支回路行路径整体
通映射存水值程序操作细节处理序
SIPOC模型链（图86）流程图证明理解估计
程中质量成通工作流分支逻辑相关
相频率估计预期货币价值致性合格
工作需提供预期致输出
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8 Requirements and
Feedback Loop
Requirements and
Feedback Loop
INPUT OUTPUT
SUPPLIER PROCESS CUSTOMER
Suppliers Inputs Process Outputs Customers
Requirements List Measurements List Requirements List Measurements List
NOTE The components of this diagram are flexible and can take any direction depending upon the circumstance
Figure 86 The SIPOC Model
Checksheets which are also known as tally sheets and may be used as a checklist when gathering data
Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful
data about a potential quality problem They are especially useful for gathering attributes data while
performing inspections to identify defects For example data about the frequencies or consequences of
defects collected in checksheets are often displayed using Pareto diagrams
Pareto diagrams exist as a special form of vertical bar chart and are used to identify the vital few sources
that are responsible for causing most of a problem’s effects The categories shown on the horizontal
axis exist as a valid probability distribution that accounts for 100 of the possible observations The
relative frequencies of each specified cause listed on the horizontal axis decrease in magnitude until the
default source named other accounts for any nonspecified causes Typically the Pareto diagram will be
organized into categories that measure either frequencies or consequences
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8项目质量理
8求
反馈回路
求
反馈回路
输入输出
供应商程客户
供应商输入程输出客户
需求表测量表求表测量表
注：图部件灵活采取方取决环境
图86SIPOC模型
查核表称统计表作清单数采集
查核表进行方式助效收集整理事实
潜质量问题数特属性数时采集
执行检查确定缺陷例频率果数
收集设计程序缺陷通常帕累托图显示
帕累托图存作种特殊垂直条形图形式识关键少数源
造成数问题影响水显示类
轴作效概率分布占100观测值存
相频率指定原级水轴降低市前
默认源命名nonspecified账户原通常帕累托图
组织成类测量频率果
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Histograms are a special form of bar chart and are used to describe the central tendency dispersion and
shape of a statistical distribution Unlike the control chart the histogram does not consider the influence
of time on the variation that exists within a distribution
Control charts are used to determine whether or not a process is stable or has predictable performance
Upper and lower specification limits are based on requirements of the agreement They reflect
the maximum and minimum values allowed There may be penalties associated with exceeding the
specification limits Upper and lower control limits are different from specification limits The control
limits are determined using standard statistical calculations and principles to ultimately establish the
natural capability for a stable process The project manager and appropriate stakeholders may use the
statistically calculated control limits to identify the points at which corrective action will be taken to
prevent unnatural performance The corrective action typically seeks to maintain the natural stability of a
stable and capable process For repetitive processes the control limits are generally set at ±3 s around
a process mean that has been set at 0 s A process is considered out of control when (1) a data point
exceeds a control limit (2) seven consecutive plot points are above the mean or (3) seven consecutive
plot points are below the mean Control charts can be used to monitor various types of output variables
Although used most frequently to track repetitive activities required for producing manufactured lots
control charts may also be used to monitor cost and schedule variances volume and frequency of scope
changes or other management results to help determine if the project management processes are in
control
Scatter diagrams plot ordered pairs (X Y) and are sometimes called correlation charts because they seek
to explain a change in the dependent variable Y in relationship to a change observed in the corresponding
independent variable X The direction of correlation may be proportional (positive correlation) inverse
(negative correlation) or a pattern of correlation may not exist (zero correlation) If correlation can be
established a regression line can be calculated and used to estimate how a change to the independent
variable will influence the value of the dependent variable
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直方图特殊条形图形式描述集中趋势分散
统计分布形状控制图直方图考虑影响
时间存分布变化
控制图确定否程稳定具预测性
限限根协议求反映
允许值会处罚超越
规格界限控制界限规格界限控制
限决定标准统计计算原终确立
稳定程中然力项目理适利益相关者
统计控制界限确定点采取纠正行动
防止然表现纠正措施通常试图保持种然稳定性
稳定效方法重复程控制限般设置3左右±
程意味着已设定0美国认程失控时：（1）数点
超出控制限（2）连续七点积指（3）七例
点积低均值控制图监测种类型输出变量
然常踪生产制造需量重复活动
控制图监控成进度偏差体积频率范围
变化理结果帮助确定项目理程中
控制
散点图情节序（xy）时称关联图寻求
解释变量Y变化变化应关系观察
独立变量x相关性方成例（正相关）逆
（负相关）相关模式存（零相关）果相关
建立回线计算估计改变独立
变量会影响变量值
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8
Cause & Effect Diagram Flowcharts Checksheets
Pareto Diagrams Histograms Control Charts
Scatter Diagrams
Figure 87 Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools
8124 Benchmarking
Benchmarking involves comparing actual or planned project practices to those of comparable projects to identify
best practices generate ideas for improvement and provide a basis for measuring performance
Benchmarked projects may exist within the performing organization or outside of it or can be within the same
application area Benchmarking allows for analogies from projects in a different application area to be made
8125 Design of Experiments
Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables
of a product or process under development or in production DOE may be used during the Plan Quality Management
process to determine the number and type of tests and their impact on cost of quality
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8
果图流程图设计程序
帕累托图直方图控制图
散点图
图87事描述七基质量工具概念例子
8124标杆
标杆理较实际计划项目实践相媲美确定项目
佳做法产生改进思想提供性测量基础
基准项目存执行组织外面相
应领域标杆理应领域工程进行类
8125实验设计
实验设计（DOE）种统计方法确定素会影响特定变量
正开发产品程生产美国源部计划质量理程中
方法确定数量试验质量成影响类型
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DOE also plays a role in optimizing products or processes DOE is used to reduce the sensitivity of product
performance to sources of variations caused by environmental or manufacturing differences One important aspect
of this technique is that it provides a statistical framework for systematically changing all of the important factors
rather than changing the factors one at a time Analysis of the experimental data should provide the optimal
conditions for the product or process highlight the factors that influence the results and reveal the presence of
interactions and synergy among the factors For example automotive designers use this technique to determine
which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost
8126 Statistical Sampling
Statistical sampling involves choosing part of a population of interest for inspection (for example selecting ten
engineering drawings at random from a list of seventyfive) Sample frequency and sizes should be determined during
the Plan Quality Management process so the cost of quality will include the number of tests expected scrap etc
There is a substantial body of knowledge on statistical sampling In some application areas it may be necessary
for the project management team to be familiar with a variety of sampling techniques to assure the sample selected
represents the population of interest
8127 Additional Quality Planning Tools
Other quality planning tools are used to define the quality requirements and to plan effective quality management
activities These include but are not limited to
Brainstorming This technique is used to generate ideas (defined in Section 11222)
Force field analysis These are diagrams of the forces for and against change
N ominal group technique This technique is used to allow ideas to be brainstormed in small groups and
then reviewed by a larger group
Quality management and control tools These tools are used to link and sequence the activities
identified (defined in Section 8221)
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DOE优化产品程中扮演着重角色美国源部降低产品灵敏度
性环境制造差异引起变化源重方面
该方法系统改变重素提供统计框架
时间变化素实验数分析应提供佳
产品工艺条件突出影响结果素揭示存
素间相互作协作例汽车设计师种技术确定
悬架轮胎合理成生产希行驶特性相结合
8126统计抽样
统计抽样检验包括选择感兴趣种群组成部分（例选择十
工程图纸列表中机七十五）采样频率确定应
该计划程质量理质量成包括测试预计废钢等
统计抽样知识体某应领域必
项目理团队熟悉种采样技术保证样选取
代表口利益
8127附加质量规划工具
质量规划工具定义质量求制定效质量理
活动措施包括限：
头脑风暴种技术产生想法（第11222定义）
力场分析图反改革势力
名誉集团技术种技术允许想法团体讨
更组然综述
质量理质量控制工具工具连接序列活动
确定（第8221定义）
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8
8128 Meetings
Project teams may hold planning meetings to develop the quality management plan Attendees at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for Project Quality Management activities namely Plan Quality
Management Perform Quality Assurance or Control Quality and others as needed
813 Plan Quality Management Outputs
8131 Quality Management Plan
The quality management plan is a component of the project management plan that describes how the
organization’s quality policies will be implemented It describes how the project management team plans to meet
the quality requirements set for the project
The quality management plan may be formal or informal detailed or broadly framed The style and detail of the
quality management plan are determined by the requirements of the project The quality management plan should
be reviewed early in the project to ensure that decisions are based on accurate information The benefits of this
review can include a sharper focus on the project’s value proposition and reductions in costs and in the frequency
of schedule overruns that were caused by rework
8132 Process Improvement Plan
The process improvement plan is a subsidiary or component of the project management plan (Section 4231)
The process improvement plan details the steps for analyzing project management and product development
processes to identify activities that enhance their value Areas to consider include
Process boundaries Describe the purpose of the process the start and end of the process its inputs
and outputs the process owner and the stakeholders of the process
Process configuration Provides a graphic depiction of processes with interfaces identified used to
facilitate analysis
Process metrics Along with control limits allows analysis of process efficiency
Targets for improved performance Guide the process improvement activities
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8
8128会议
项目团队会规划会议制定质量理计划会者
会议包括项目理项目发起选定项目团队成员选择
利益相关者项目质量理活动责计划质量
理保证质量质量控制等
813计划质量理：输出
8131质量理计划
质量理计划项目理计划组成部分介绍
组织质量政策实施描述项目理团队计划满足
质量求项目
质量理计划正式非正式详细笼统风格细节
质量理计划求项目确定质量理计划应
综述项目确保决策基早期准确信息样做处
评审包括项目价值张成频率减少关注
附表超支引起返工
8132程改进计划
程改进计划项目理计划附属组件（第4231）
程改进计划细节分析项目理产品开发步骤
程识活动提高价值考虑方包括：
进程边界描述程目开始结束程中输入
输出程中业程利益相关者
工艺配置提供种处理图形描绘接口识
便分析
程度量着控制限制允许流程效率分析
目标绩效改进指导程改进活动
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8133 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will
measure it A measurement is an actual value The tolerance defines the allowable variations to the metric For
example if the quality objective is to stay within the approved budget by ± 10 the specific quality metric is
used to measure the cost of every deliverable and determine the percent variance from the approved budget for
that deliverable Quality metrics are used in the perform quality assurance and control quality processes Some
examples of quality metrics include ontime performance cost control defect frequency failure rate availability
reliability and test coverage
8134 Quality Checklists
A checklist is a structured tool usually componentspecific used to verify that a set of required steps has
been performed Based on the project’s requirements and practices checklists may be simple or complex Many
organizations have standardized checklists available to ensure consistency in frequently performed tasks In some
application areas checklists are also available from professional associations or commercial service providers
Quality checklists should incorporate the acceptance criteria included in the scope baseline
8135 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register (Section 13131) and
Responsibility assignment matrix (Section 9121) and
WBS and WBS Dictionary
82 Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results from quality
control measurements to ensure that appropriate quality standards and operational definitions are used The key
benefit of this process is that it facilitates the improvement of quality processes The inputs tools and techniques
and outputs of this process are depicted in Figure 88 Figure 89 depicts the data flow diagram of the process
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8项目质量理
8133质量度量
质量指标具体介绍项目产品属性控制质量程
测量测量公差定义度量允许变化
例果质量目标批准预算范围±10具体质量度量
测量交付成批准预算确定百分差异
该交付成果质量指标执行质量保证质量控制流程
质量标准例子包括：准时成控制障频率障率性
性测试覆盖率
8134质量检查表
清单结构化工具通常特定组件验证组需步骤
已完成根该项目求做法简单复杂清单许
组织标准清单确保致性频繁执行务
应领域检查专业协会商业服务提供者
质量检查应包括范围基线验收标准
8135项目文件更新
项目文件更新包括限：
利益相关者注册（第13131）
责分配矩阵（第9121）
WBSWBS字典
82执行质量保证
执行质量保证审计质量求程结果质量
确保适质量标准操作定义控制测量关键
程处利质量改进程输入工具技术
程输出图88描绘图89描述程数流图
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8
Inputs Tools & Techniques Outputs
1 Quality management plan
2 Process improvement
plan
3 Quality metrics
4 Quality control
measurements
5 Project documents
1 Quality management and
control tools
2 Quality audits
3 Process analysis
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure 88 Perform Quality Assurance Inputs Tools & Techniques and Outputs
Project Quality Management
82
Perform Quality
Assurance
81
Plan Quality
Management
83
Control
Quality
Project
management
plan updates
Quality control
measurements
Quality
management plan
Process
improvement plan
Quality metrics
Change requests
Project documents
updates
Project documents
Organizational process assets updates
Project
Documents
Project
Documents
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
Enterprise
Organization
Figure 89 Perform Quality Assurance Data Flow Diagram
The quality assurance process implements a set of planned and systematic acts and processes defined
within the project’s quality management plan Quality assurance seeks to build confidence that a future output
or an unfinished output also known as work in progress will be completed in a manner that meets the specified
requirements and expectations Quality assurance contributes to the state of being certain about quality by
preventing defects through the planning processes or by inspecting out defects during the workinprogress
stage of implementation Perform Quality Assurance is an execution process that uses data created during Plan
Quality Management (Section 81) and Control Quality (Section 83) processes
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8项目质量理
8
输入工具技术输出
1质量理计划
2程改进
计划
3质量指标
4质量控制
测量
5项目文件
1质量理
控制工具
2质量审核
3程分析
1变更请求
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图88执行质量保证：输入输出工具技术
项目质量理
82
执行质量
保证
81
规划质量
理
83
控制
质量
项目
理
计划更新
质量控制
测量
质量
理计划
程
改进计划
质量度量
变更请求
项目文件
更新
项目文件
组织程资产更新
项目
文件
项目
文件
45
执行
集成
变更控制
42
开发项目
理
计划
企业
组织
图9执行质量保证数流图
质量保证程实现系列计划系统行程定义
项目质量理计划质量保证旨建立信心未产量
未完成输出称进展中工作符合指定完成
求期质量保证助定质量状态
预防缺陷通规划程检测出缺陷工作进程
实施阶段执行质量保证执行程中产生数计划
质量理（第81节）质量控制（83节）程
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8 PROJECT QUALITY MANAGEMENT
In project management the prevention and inspection aspects of quality assurance should have a demonstrable
influence on the project Quality assurance work will fall under the conformance work category in the cost of quality
framework
A quality assurance department or similar organization often oversees quality assurance activities Quality
assurance support regardless of the unit’s title may be provided to the project team the management of the
performing organization the customer or sponsor as well as other stakeholders not actively involved in the work
of the project
Perform Quality Assurance also provides an umbrella for continuous process improvement which is an iterative
means for improving the quality of all processes Continuous process improvement reduces waste and eliminates
activities that do not add value This allows processes to operate at increased levels of efficiency and effectiveness
821 Perform Quality Assurance Inputs
8211 Quality Management Plan
Described in Section 8131 The quality management plan describes the quality assurance and continuous
process improvement approaches for the project
8212 Process Improvement Plan
Described in Section 8132 The project’s quality assurance activities should be supportive of and consistent
with the performing organization’s process improvement plans
8213 Quality Metrics
Described in Section 8133 The quality metrics provide the attributes that should be measured and the
allowable variations
8214 Quality Control Measurements
Described in Section 8331 Quality control measurements are the results of control quality activities They are
used to analyze and evaluate the quality of the processes of the project against the standards of the performing
organization or the requirements specified Quality control measurements can also compare the processes used to
create the measurements and validate actual measurements to determine their level of correctness
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8项目质量理
项目理保证质量预防检查方面应该显易见
项目影响质量保证工作落质量成工作类致性
框架
质量保证部门类似组织通常负责质量保证活动质量
保证支持单位名称提供项目团队理
执行机构客户赞助商没积极参工作利益相关者
该项目
执行质量保证提供持续程改进伞迭代
改善程质量方法持续程改进减少浪费消
增加价值活动允许进程运行效率效益水提高
821执行质量保证：输入
8211质量理计划
第8131描述质量理计划描述质量保证持续
该项目工艺改进方法
8212程改进计划
第8132描述项目质量保证活动应该支持致
执行组织程改进计划
8213质量度量
第8133描述质量指标提供属性应测量
允许偏差
8214质量控制测量
第8331描述质量控制措施质量控制活动结果
分析评价项目程质量执行标准
组织指定求质量控制测量程较
创建测试验证实际测量确定水正确性
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8
8215 Project Documents
Project documents may influence quality assurance work and should be monitored within the context of a
system for configuration management
822 Perform Quality Assurance Tools and Techniques
8221 Quality Management and Control Tools
The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and
Control Quality processes In addition other tools that are available include (see also Figure 810)
Affinity diagrams The affinity diagram is similar to mindmapping techniques in that they are used
to generate ideas that can be linked to form organized patterns of thought about a problem In project
management the creation of the WBS may be enhanced by using the affinity diagram to give structure
to the decomposition of scope
Process decision program charts (PDPC) Used to understand a goal in relation to the steps for getting
to the goal The PDPC is useful as a method for contingency planning because it aids teams in anticipating
intermediate steps that could derail achievement of the goal
Interrelationship digraphs An adaptation of relationship diagrams The interrelationship digraphs
provide a process for creative problem solving in moderately complex scenarios that possess intertwined
logical relationships for up to 50 relevant items The interrelationship digraph may be developed from
data generated in other tools such as the affinity diagram the tree diagram or the fishbone diagram
Tree diagrams Also known as systematic diagrams and may be used to represent decomposition
hierarchies such as the WBS RBS (risk breakdown structure) and OBS (organizational breakdown
structure) In project management tree diagrams are useful in visualizing the parenttochild relationships
in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship Tree
diagrams can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team
hierarchy or OBS) Because tree diagrams permit the creation of nested branches that terminate into a
single decision point they are useful as decision trees for establishing an expected value for a limited
number of dependent relationships that have been diagramed systematically
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8项目质量理
8
8215项目文件
项目文件影响质量保证工作应环境监测
配置理系统
822执行质量保证：工具技术
8221质量理质量控制工具
执行质量保证程工具计划质量理技术
质量程控制外工具包括（参见图810）：
亲图亲图类似精神映射技术
产生想法联系起形式组织模式思考问题项目
理工作分解结构建立通亲图结构增强
范围分解
程决策程序图（PDPC）理解达目标步骤关系
目标该法应急规划方法帮助团队期
中间步骤脱轨目标实现
关系图适应关系图关系图
提供创造性问题中等复杂场景具相互交织求解程
达50相关项目逻辑关系开发关联图
工具图生成数树图鱼骨图
树图称系统图表示分解
层次结构WBS苏格兰皇家银行（风险分解结构）OBS（组织分解
结构）项目理中树图显示父母孩子关系
规定义嵌套关系系统分解法树
图描绘水（风险分解结构）垂直（团队
层次结构OBS）树图允许嵌套分支终止创作
单决策点作建立期值限决策树
赖关系已图示系统数
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8 PROJECT QUALITY MANAGEMENT
Prioritization matrices Identify the key issues and the suitable alternatives to be prioritized as a set of
decisions for implementation Criteria are prioritized and weighted before being applied to all available
alternatives to obtain a mathematical score that ranks the options
Activity network diagrams Previously known as arrow diagrams They include both the AOA (Activity
on Arrow) and most commonly used AON (Activity on Node) formats of a network diagram Activity
network diagrams are used with project scheduling methodologies such as program evaluation and
review technique (PERT) critical path method (CPM) and precedence diagramming method (PDM)
Matrix diagrams A quality management and control tool used to perform data analysis within the
organizational structure created in the matrix The matrix diagram seeks to show the strength of
relationships between factors causes and objectives that exist between the rows and columns that form
the matrix
Affinity Diagram PDPC Interrelationship Digraph
Tree Diagrams Prioritization Matrices Network Diagrams
Matrix Diagrams
Figure 810 Storyboard Illustrating the Seven Quality Management and Control Tools
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8项目质量理
优先序矩阵确定优先作套合适代方案关键问题
决定执行标准优先级加权前应
选择获数学成绩排名选项
活动网络图前称箭头图包括AOA（活动
箭头）常AON（活动节点）网络图格式活动
网络图项目调度方法程序评价
评审技术（PERT）关键路径法（CPM）序图示法（PDM）
矩阵图质量理控制执行数分析工具
组织结构矩阵创建矩阵图旨显示实力
影响素间关系原存形式行列间目标
矩阵
亲图法关联图
树图优先矩阵网络图
矩阵图
图810事说明七质量理质量控制工具
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8 PROJECT QUALITY MANAGEMENT
8
8222 Quality Audits
A quality audit is a structured independent process to determine if project activities comply with organizational
and project policies processes and procedures The objectives of a quality audit may include
Identify all good and best practices being implemented
Identify all nonconformity gaps and shortcomings
Share good practices introduced or implemented in similar projects in the organization andor industry
Proactively offer assistance in a positive manner to improve implementation of processes to help the
team raise productivity and
Highlight contributions of each audit in the lessons learned repository of the organization
The subsequent effort to correct any deficiencies should result in a reduced cost of quality and an increase in
sponsor or customer acceptance of the project’s product Quality audits may be scheduled or random and may be
conducted by internal or external auditors
Quality audits can confirm the implementation of approved change requests including updates corrective
actions defect repairs and preventive actions
8223 Process Analysis
Process analysis follows the steps outlined in the process improvement plan to identify needed improvements
This analysis also examines problems experienced constraints experienced and nonvalueadded activities
identified during process operation Process analysis includes root cause analysis—a specific technique used to
identify a problem discover the underlying causes that lead to it and develop preventive actions
823 Perform Quality Assurance Outputs
8231 Change Requests
Change requests are created and used as input into the Perform Integrated Change Control process (Section 45)
to allow full consideration of the recommended improvements Change requests are used to take corrective action
preventive action or to perform defect repair
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8项目质量理
8
8222质量审核
质量审计结构化独立程确定项目活动符合组织
项目政策程序程序质量审计目标包括：
识佳实践实施
确定合格差距足
分享良做法介绍类似项目组织实施行业
积极提供协助积极方式提高执行程帮助
团队提高生产率
突出课程审计学会组织知识库贡献
纠正缺陷应导致降低质量成增加努力
赞助客户验收项目产品质量审计定期机
通部外部审计师进行
质量审核确认批准变更请求包括更新实施纠正
行动缺陷修复预防措施
8223程分析
程分析程改进计划找出需改进步骤
种分析考察问题验约束历非增值活动
工艺操作识程分析包括根原分析具体方法
发现问题发现潜原制定预防措施
823执行质量保证：输出
时更改请求
变更请求创建作输入执行整体变更控制程（第45节）
允许改善建议充分考虑更改请求采取纠正行动
预防行动执行缺陷修复
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8 PROJECT QUALITY MANAGEMENT
8232 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Quality management plan (Section 8131)
Scope management plan (Section 5131)
Schedule management plan (Section 6131) and
Cost management plan (7131)
8233 Project Documents Updates
Project documents that may be updated include but are not limited to
Quality audit reports
Training plans and
Process documentation
8234 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to the
organization’s quality standards and the quality management system
83 Control Quality
Control Quality is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes The key benefits of this process include (1) identifying the
causes of poor process or product quality and recommending andor taking action to eliminate them and (2)
validating that project deliverables and work meet the requirements specified by key stakeholders necessary for
final acceptance The inputs tools and techniques and outputs of this process are depicted in Figure 811 Figure
812 depicts the data flow diagram of the process
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8项目质量理
8232项目理计划更新
项目理计划更新容包括限：
质量理计划（第8131）
范围理计划（第5131）
进度理计划（第6131）
成理计划（7131）
8233项目文件更新
项目文件更新包括限：
质量审计报告
培训计划
工艺文件
8234组织程资产更新
会更新组织程资产素包括限
组织质量标准质量理体系
83质量控制
控制质量监测记录执行质量活动评估结果程
性建议必变化程优点包括：（1）识
怜程产品质量推荐采取行动消原（2）
验证项目交付成果工作满足关键利益相关者必求
终验收输入工具技术程输出描绘图811图
812描述程数流图
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8 PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change
requests
6 Deliverables
7 Project documents
8 Organizational process
assets
1 Seven basic quality tools
2 Statistical sampling
3 Inspection
4 Approved change
requests review
1 Quality control
measurements
2 Validated changes
3 Verified deliverables
4 Work performance
information
5 Change requests
6 Project management plan
updates
7 Project documents
updates
8 Organizational process
assets updates
Figure 811 Control Quality Inputs Tools & Techniques and Outputs
Project Quality Management
83
Control
Quality
82
Perform Quality
Assurance
81
Plan Quality
Management
Project
d ocuments
Approved change
requests
Deliverables
Work performance
data
Project
management
plan
Project
management
plan updates
Quality metrics
Quality checklists
Organizational
process assets
Organizational
process assets
updates
Quality
control
measurements
42
Develop Project
Management
Plan
45
Perform
Integrated
Change Control
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
55
Validate
Scope
Enterprise
Organization
Project
Documents
Enterprise
Organization
Project
Documents
Project
d ocuments
updates
Verified
d eliverables
Change
requests
Validated
changes
Work
performance
Information
Figure 812 Control Quality Data Flow Diagram
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8项目质量理
8
输入工具技术输出
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更
请求
6交付成果
7项目文件
8组织程
资产
1七基质量工具
2统计抽样
3检查
4批准变更
请求审查
1质量控制
测量
2变化验证
3验证交付成果
4工作性
问询处
5变更请求
6项目理计划
更新
7项目文件
更新
8组织程
资产更新
图811质量控制：输入输出工具技术
项目质量理
83
控制
质量
82
执行质量
保证
81
规划质量
理
项目
单
批准变更
请求
交付
工作绩效
数
项目
理
计划
项目
理
计划更新
质量度量
质量检查表
组织
程资产
组织
程资产
更新
质量
控制
测量
42
开发项目
理
计划
45
执行
集成
变更控制
43
直接
理项目
工作
42
开发项目
理
计划
44
监控
控制项目
工作
45
执行
集成
变更控制
55
验证
范围
企业
组织
项目
文件
企业
组织
项目
文件
项目
单
更新
验证
D eliverables
变化
请求
验证
变化
工作
性
问询处
图12质量控制数流图
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8 PROJECT QUALITY MANAGEMENT
The Control Quality process uses a set of operational techniques and tasks to verify that the delivered output
will meet the requirements Quality assurance should be used during the project’s planning and executing phases
to provide confidence that the stakeholder’s requirements will be met and quality control should be used during
the project executing and closing phases to formally demonstrate with reliable data that the sponsor andor
customer’s acceptance criteria have been met
The project management team may have a working knowledge of statistical control processes to evaluate data
contained in the control quality outputs Among other subjects the team may find it useful to know the differences
between the following pairs of terms
Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the
customer)
Attribute sampling (the result either conforms or does not conform) and variables sampling (the result is
rated on a continuous scale that measures the degree of conformity)
Tolerances (specified range of acceptable results) and control limits (that identify the boundaries of
common variation in a statistically stable process or process performance)
831 Control Quality Inputs
8311 Project Management Plan
Described in Section 8131 The project management plan contains the quality management plan which is
used to control quality The quality management plan describes how quality control will be performed within the
project
8312 Quality Metrics
Described in Section 4231 A quality metric describes a project or product attribute and how it will be measured
Some examples of quality metrics include function points mean time between failure (MTBF) and mean time to
repair (MTTR)
8313 Quality Checklists
Described in Section 8134 Quality checklists are structured lists that help to verify that the work of the project
and its deliverables fulfill a set of requirements
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8项目质量理
质量控制程中组操作技术务验证输出
满足求质量保证应项目规划执行阶段应
提供信心利益相关者求满足质量控制程中
项目执行结束阶段正式证明数发起
客户验收标准满足
项目理团队统计控制工作程知识评估数
包含质量控制输出学科中团队会发现认识差异
面术语间：
预防（保持错误程）检验（保持误差手中
客户）
属性抽样（结果符合符合）变量抽样（结果
连续尺度测量符合程度额定）
公差（规定接受结果范围）控制限制（边界识
常见变化统计学稳定程工艺性）
831质量控制：输入
8311项目理计划
第8131描述项目理计划包含质量理计划
控制质量质量理计划描述质量控制
项目
8312质量度量
第4231描述质量度量描述项目产品属性测量
质量标准例子包括：功点均障间隔时间（MTBF）均时间
修复（MTTR）
8313质量检查表
第8134描述质量检查表结构化列表助验证项目工作
交付成果满足组求
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8 PROJECT QUALITY MANAGEMENT
8
8314 Work Performance Data
Described in Section 4332 Work performance data can include
Planned vs actual technical performance
Planned vs actual schedule performance and
Planned vs actual cost performance
8315 Approved Change Requests
As part of the Perform Integrated Change Control process a change log update indicates that some changes are
approved and some are not Approved change requests may include modifications such as defect repairs revised
work methods and revised schedule The timely implementation of approved changes needs to be verified
8316 Deliverables
Described in Section 4331 A deliverable is any unique and verifiable product result or capability that results
in a validated deliverable required by the project
8317 Project Documents
Project documents may include but are not limited to
Agreements
Quality audit reports and change logs supported with corrective action plans
Training plans and assessments of effectiveness and
Process documentation such as those obtained using either the seven basic quality tools or the quality
management and control tools shown in Figures 87 and 810
8318 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Control Quality process include
but are not limited to
The organization’s quality standards and policies
Standard work guidelines and
Issue and defect reporting procedures and communication policies
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8 PROJECT QUALITY MANAGEMENT
832 Control Quality Tools and Techniques
8321 Seven Basic Quality Tools
Described in Section 8123 The seven basic quality tools are illustrated conceptually in Figure 87
8322 Statistical Sampling
Described in Section 8126 Samples are selected and tested as defined in the quality management plan
8323 Inspection
An inspection is the examination of a work product to determine if it conforms to documented standards The
results of an inspection generally include measurements and may be conducted at any level For example the
results of a single activity can be inspected or the final product of the project can be inspected Inspections may
be called reviews peer reviews audits or walkthroughs In some application areas these terms have narrow and
specific meanings Inspections also are used to validate defect repairs
8324 Approved Change Requests Review
All approved change requests should be reviewed to verify that they were implemented as approved
833 Control Quality Outputs
8331 Quality Control Measurements
Quality control measurements are the documented results of control quality activities They should be captured
in the format that was specified through the Plan Quality Management process (Section 81)
8332 Validated Changes
Any changed or repaired items are inspected and will be either accepted or rejected before notification of the
decision is provided Rejected items may require rework
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8项目质量理
8
8314工作性数
第4332部分描述工作绩效数包括：
计划实际技术性
计划实际进度绩效
计划实际成性
8315批准变更请求
执行整体变更控制程部分改变日志更新表明变化
批准批准变更请求包括修改缺陷修理修订
工作方法修改进度计划已批准变更需验证时执行
8316交付
第4331描述交付成果验证产品结果独特力结果
效交付求项目
8317设备项目文件
项目文件包括限：
协议
质量审核报告纠正行动计划支持更改日志
培训计划评估效性
程文件通七基质量工具质量
理控制图87显示工具810
8318组织程资产
第214描述影响质量控制程组织程资产包括
限：
组织质量标准政策
标准工作指导方针
问题缺陷报告程序通信政策
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8项目质量理
832控制质量：工具技术
8321七基质量工具
第8123描述七基质量工具图87概念说明
8322统计抽样
第8126描述样选择测试质量理计划中定义
8323检验
检查工作产品确定否符合标准检验记录
检验结果般包括测量水进行说呢
单活动结果进行检查项目终产品检查检查
称评价行评审审核演练应领域条款狭窄
特定含义检查验证缺陷修复
8324审查已批准变更请求
批准变更请求应审查验证实施批准
833质量控制：输出
8331质量控制测量
质量控制测量记录结果质量控制活动应该捕获
通计划质量理程中指定格式（81节）
8332变化验证
更改修复项目检查接受拒绝通知前
提供决策拒绝项目需返工
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8 PROJECT QUALITY MANAGEMENT
8
8333 Verified Deliverables
A goal of the Control Quality process is to determine the correctness of deliverables The results of performing
the Control Quality process are verified deliverables Verified deliverables are an input to Validate Scope (5514)
for formalized acceptance
8334 Work Performance Information
Work performance information is the performance data collected from various controlling processes analyzed
in context and integrated based on relationships across areas Examples include information about the project
requirements fulfillment such as causes for rejections rework required or the need for process adjustments
8335 Change Requests
If the recommended corrective or preventive actions or a defect repair requires a change to the project
management plan a change request (Section 4431) should be initiated in accordance with the defined Perform
Integrated Change Control (45) process
8336 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Quality management plan (Section 8131) and
Process improvement plan (Section 8132)
8337 Project Documents Updates
Project documents that may be updated include but are not limited to
Quality standards
Agreements
Quality audit reports and change logs supported with corrective action plans
Training plans and assessments of effectiveness and
Process documentation such as information obtained using the seven basic quality tools or the quality
management and control tools
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8项目质量理
8
8333验证交付
目标质量控制程确定交付成果正确性执行结果
验证交付质量控制程交付成果验证范围验证输入（5514）
正式验收
8334工作绩效信息
工作绩效信息种控制程中收集性数分析
文基关系跨区综合例子包括项目信息
履行求等原拒绝求需返工工艺调整
8335变更请求
果建议纠正预防措施缺损修复需变更项目
理计划变更请求（第4431）应开始定义执行
整体变更控制程（45）
8336项目理计划更新
项目理计划更新容包括限：
质量理计划（第8131）
程改进计划（第8132）
8337项目文件更新
项目文件更新包括限
质量标准
协议
质量审核报告纠正行动计划支持更改日志
培训计划评估效性
工艺文件信息获七基质量工具质量
理控制工具
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8 PROJECT QUALITY MANAGEMENT
8338 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
Completed checklists When checklists are used the completed checklists become part of the project
documents and organizational process assets (Section 4115)
Lessons learned documentation The causes of variances the reasoning behind the corrective action
chosen and other types of lessons learned from control quality are documented so they become part of
the historical database for both the project and the performing organization
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8项目质量理
8338组织程资产更新
会更新组织程资产素包括限：
完整清单清单完成清单成项目部分
文件组织程资产（第4115）
验教训文档产生偏差原纠正行动背推理
选择类型控制质量验教训记录成
项目执行组织历史数库
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management includes the processes that organize manage and lead the project
team The project team is comprised of the people with assigned roles and responsibilities for completing the
project Project team members may have varied skill sets may be assigned full or parttime and may be added or
removed from the team as the project progresses Project team members may also be referred to as the project’s
staff Although specific roles and responsibilities for the project team members are assigned the involvement of
all team members in project planning and decision making is beneficial Participation of team members during
planning adds their expertise to the process and strengthens their commitment to the project
Figure 91 provides an overview of the Project Human Resource Management processes which are as follows
91 Plan Human Resource Management—The process of identifying and documenting project roles
responsibilities required skills reporting relationships and creating a staffing management plan
92 Acquire Project Team—The process of confirming human resource availability and obtaining the
team necessary to complete project activities
93 D evelop Project Team—The process of improving competencies team member interaction and
overall team environment to enhance project performance
94 Manage Project Team—The process of tracking team member performance providing feedback
resolving issues and managing changes to optimize project performance
99
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9项目力资源理
9
项目力资源理
项目力资源理包括流程组织理带领项目
团队项目团队包括分配角色责完成
项目项目团队成员技分配全职兼职会增加
团队项目进展删项目团队成员称项目
工作员项目团队成员特定角色责分配参
项目规划决策团队成员益团队成员参
计划增加专业知识程加强承诺项目
图91提供项目力资源理程概述容：
91项目力资源理识记录项目作程
责需技报告关系创造员工理计划
92项目团队组建程确认力资源性获
团队需完成项目活动
93建设项目团队提高力程中团队成员互动
球队整体环境提高项目绩效
94理项目团队踪团队成员绩效程提供反馈
解决问题理优化项目绩效变化
99
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9 PROJECT HUMAN RESOURCE MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
As a result of these interactions additional planning may be required throughout the project For example
After initial team members create a work breakdown structure additional team members may need to
be added to the team
As additional team members are added to the team their experience levels or lack thereof could
decrease or increase project risk creating the need for additional risk planning
When activity durations are estimated budgeted scoped or planned prior to identifying all project team
members and their competency levels the activity durations may change
The project management team is a subset of the project team and is responsible for the project management
and leadership activities such as initiating planning executing monitoring controlling and closing the various
project phases This group can also be referred to as the core executive or leadership team For smaller projects
the project management responsibilities may be shared by the entire team or administered solely by the project
manager The project sponsor works with the project management team typically assisting with matters such as
project funding clarifying scope monitoring progress and influencing stakeholders in both the requesting and
performing organization for the project benefit
Managing and leading the project team includes but is not limited to
Influencing the project team The project manager needs to be aware of and influence when possible
human resource factors that may impact the project These factors includes team environment
geographical locations of team members communications among stakeholders internal and external
politics cultural issues organizational uniqueness and others factors that may alter project performance
Professional and ethical behavior The project management team should be aware of subscribe to and
ensure that all team members follow professional and ethical behavior
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 257
9项目力资源理
程间相互作知识领域程详细描述
第3节附录A1
相互作额外计划整项目需说呢
初始团队成员创建工作分解结构额外团队成员需
添加团队
作额外团队成员加入团队中验水缺乏
增加减少项目风险创造额外风险规划需
活动持续时间估计预算范围计划确定项目团队前
成员力水活动持续时间会改变
项目理团队项目团队子集负责项目理
领导活动启动规划执行监测控制关闭种
项目阶段组称核心执行领导团队型项目
项目理职责整团队理项目享
理项目发起项目理团队通常协助等事项
项目资金明确范围监测进展情况影响利益相关者求
执行项目效益组织
理领导项目团队包括限：
影响项目团队项目理需解影响果话
力资源素会影响项目素包括团队环境
团队成员理位置部外部利益相关者间通信
政治文化问题组织独特性素会改变项目绩效
专业道德行项目理团队必须意识订阅
确保团队成员遵守职业道德行
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
1 Inputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Organization charts and
position descriptions
2 Networking
3 Organizational theory
4 Expert judgment
5 Meetings
3 Outputs
1 Human resource management
plan
1 Inputs
1 Human resource management
plan
2 Enterprise environmental
factors
3 Organizational process assets
2 Tools & Techniques
1 Preassignment
2 Negotiation
3 Acquisition
4 Virtual teams
5 Multicriteria decision
analysis
3 Outputs
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
1 Inputs
1 Human resource management
plan
2 Project staff assignments
3 Resource calendars
2 Tools & Techniques
1 Interpersonal skills
2 Training
3 Teambuilding activities
4 Ground rules
5 Colocation
6 Recognition and rewards
7 Personnel assessment tools
3 Outputs
1 Team performance
assessments
2 Enterprise environmental
factors updates
1 Inputs
1 Human resource management
plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance reports
6 Organizational process assets
2 Tools & Techniques
1 Observation and conversation
2 Project performance
appraisals
3 Conflict management
4 Interpersonal skills
3 Outputs
1 Change requests
2 Project management plan
updates
3 Project documents updates
4 Enterprise environmental
factors updates
5 Organizational process assets
updates
Project Human Resource
Management Overview
91 Plan Human 92 Acquire Project Team
Resource Management 93 Develop Project Team
94 Manage Project Team
Figure 91 Project Human Resource Management Overview
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9项目力资源理
9
1投入
1项目理计划
2活动资源
求
3企业环境
素
4组织程资产
2工具技术
1组织结构图
职位描述
2网络
3组织理
4专家判断
5会议
3输出
1力资源理
计划
1投入
1力资源理
计划
2企业环境
素
3组织程资产
2工具技术
1预分配
2谈判
3收购
4虚拟团队
5准决策
分析
3输出
1项目员分配
2资源日历
3项目理计划
更新
1投入
1力资源理
计划
2项目员分配
3资源日历
2工具技术
1际关系技巧
2训练
3团队建设活动
4基规
5托
6表彰奖励
7测评工具
3输出
1团队绩效
评估
2企业环境
素更新
1投入
1力资源理
计划
2项目员分配
3团队绩效
评估
4问题日志
5工作业绩报告
6组织程资产
2工具技术
1观察话
2项目绩效
评估
3突理
4际关系技巧
3输出
1变更请求
2项目理计划
更新
3项目文件更新
4企业环境
素更新
5组织程资产
更新
项目力资源
理概述
91计划92获取项目团队
资源理93项目团队建设
94理项目团队
图91项目力资源理概述
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9 PROJECT HUMAN RESOURCE MANAGEMENT
91 Plan Human Resource Management
Plan Human Resource Management is the process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan The key benefit of this process
is that it establishes project roles and responsibilities project organization charts and the staffing management
plan including the timetable for staff acquisition and release The inputs tools and techniques and outputs of this
process are depicted in Figure 92 Figure 93 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process
assets
1 Organization charts and
position descriptions
2 Networking
3 Organizational theory
4 Expert judgment
5 Meetings
1 Human resource
management plan
Figure 92 Plan Human Resource Management Inputs Tools & Techniques and Outputs
Project Human Resource Management
94
Manage
Project Team
93
Develop
Project Team
92
Acquire
Project Team
Human resource
management plan
Organizational
process assets
Enterprise
e nvironmental
factors 72
Estimate
Costs
112
Identify
Risks
91
Plan Human
Resource
Management
42
Develop Project
Management
Plan
64
Estimate
Activity
Resources
Project management plan
Activity resource
requirements
Enterprise
Organization
Figure 93 Plan Human Resource Management Data Flow Diagram
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9项目力资源理
91计划力资源理
计划力资源理识记录项目作程责
需技报告关系创造员工理计划程关键利益
建立项目角色责项目组织图员理
计划包括员获取释放时间表输入输出工具技术
图92描述程图93描述程数流图
输入工具技术输出
1项目理计划
2活动资源
求
3企业环境
素
4组织程
资产
1组织结构图
职位描述
2网络
3组织理
4专家判断
5会议
1力资源
理计划
图92计划力资源理：输入输出工具技术
项目力资源理
94
理
项目团队
93
发展
项目团队
92
获
项目团队
力资源
理计划
组织
程资产
企业
环境
素72
估计
成
112
识
风险
91
计划
资源
理
42
开发项目
理
计划
64
估计
活动
资源
项目理计划
活动资源
求
企业
组织
图93计划力资源理数流程图
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Human resource planning is used to determine and identify human resources with the necessary skills required
for project success The human resource management plan describes how the roles and responsibilities reporting
relationships and staffing management will be addressed and structured within a project It also contains the
staffing management plan including timetables for staff acquisition and release identification of training needs
teambuilding strategies plans for recognition and rewards programs compliance considerations safety issues
and the impact of the staffing management plan on the organization
Effective human resource planning should consider and plan for the availability of or competition for scarce
resources Project roles can be designated for teams or team members Those teams or team members can
be from inside or outside the organization performing the project Other projects may be competing for human
resources with the same competencies or skill sets Given these factors project costs schedules risks quality and
other project areas may be significantly affected
911 Plan Human Resource Management Inputs
9111 Project Management Plan
Described in Section 4231 The project management plan is used to develop the human resource management
plan as described in Section 9131 The information used for the development of the human resource management
plan includes but is not limited to
The project life cycle and the processes that will be applied to each phase
How work will be executed to accomplish the project objectives
A change management plan that documents how changes will be monitored and controlled
A configuration management plan that documents how configuration management will be performed
How integrity of the project baselines will be maintained and
Needs and methods of communication among stakeholders
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9项目力资源理
9
力资源规划确定需技力资源
项目成功力资源理计划描述角色职责报告
关系事理解决项目结构包含
员理计划包括员获取释放时间表确定培训需求
团队建设策略表彰奖励计划计划性考虑安全问题
员理计划组织影响
效力资源规划应考虑性争夺稀缺计划
资源项目角色指定队伍团队成员队伍团队成员
组织执行项目部外部项目争取
具相力技资源素项目成进度质量风险
项目区会显着影响
911计划力资源理：输入
9111项目理计划
第4231描述项目理计划开发力资源理
第9131描述计划力资源理发展信息
计划包括限：
项目生命周期程应阶段
工作执行实现项目目标
变更理计划文件变化监测控制
配置理计划执行文件配置理
完整项目基线保持变
方法需利益相关者间沟通
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9112 Activity Resource Requirements
Described in Section 6431 Human resource planning uses activity resource requirements to determine the
human resource needs for the project The preliminary requirements regarding the required project team members
and their competencies are progressively elaborated as part of the Plan Human Resource Management process
9113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Human Resource
Management process include but are not limited to
Organizational culture and structure
Existing human resources
Geographical dispersion of team members
Personnel administration policies and
Marketplace conditions
9114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Human Resource
Management process include but are not limited to
Organizational standard processes policies and role descriptions
Templates for organizational charts and position descriptions
Lessons learned on organizational structures that have worked in previous projects and
Escalation procedures for handling issues within the team and within the performing organization
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9项目力资源理
9112活动资源求
第6431描述力资源规划利活动资源需求确定
项目力资源需求求项目团队成员初步求
力作计划力资源理程部分逐步阐述
9113企业环境素
第215描述够影响企业力资源素环境计划
理程包括限：
组织文化结构
现力资源
团队成员理分布
事理政策
市场条件
9114组织程资产
第214描述组织程资产影响力资源规划
理程包括限：
组织标准程政策作描述
模板组织图职位描述
教训前项目组织结构工作
升级程序团队组织处理问题
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
912 Plan Human Resource Management Tools and Techniques
9121 Organization Charts and Position Descriptions
Various formats exist to document team member roles and responsibilities Most of the formats fall into one of
three types (Figure 94) hierarchical matrix and textoriented Additionally some project assignments are listed
in subsidiary plans such as the risk quality or communications management plans Regardless of the method
utilized the objective is to ensure that each work package has an unambiguous owner and that all team members
have a clear understanding of their roles and responsibilities For example a hierarchical format may be used to
represent highlevel roles while a textbased format may be better suited to document the detailed responsibilities
RAM Role
Responsibilities
Authority
PM
Organization Chart
(hierarchical)
Responsibility Chart
(matrix)
Role Description
(text)
Figure 94 Roles and Responsibility Definition Formats
Hierarchicaltype charts The traditional organization chart structure can be used to show positions and
relationships in a graphical topdown format Work breakdown structures (WBS) designed to show how
project deliverables are broken down into work packages provide a way of showing highlevel areas of
responsibility While the WBS shows a breakdown of project deliverables the organizational breakdown
structure (OBS) is arranged according to an organization’s existing departments units or teams with the
project activities or work packages listed under each department An operational department such as
information technology or purchasing can see all of its project responsibilities by looking at its portion of
the OBS The resource breakdown structure (RBS) is a hierarchical list of resources related by category
and resource type that is used to facilitate planning and controlling of project work Each descending
(lower) level represents an increasingly detailed description of the resource until small enough to be used
in conjunction with the work breakdown structure (WBS) to allow the work to be planned monitored and
controlled The resource breakdown structure is helpful in tracking project costs and can be aligned with
the organization’s accounting system It can contain resource categories other than human resources
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9项目力资源理
9
912计划力资源理：工具技术
9121组织图职位描述
种格式存文档团队成员角色责部分格式
三种（见图94）：分层矩阵面文外项目务市
子公司计划风险质量沟通理计划什方法
利目确保工作包明确者团队成员
清楚解角色责例分层格式
代表高层次角色基文格式更适文件具体职责
RAM作
责
权威
PM
组织结构图
（分层）
责图
（矩阵）
角色描述
（文）
图94角色责定义格式
分层式图表传统组织结构图显示位置
图形化关系格式工作分解结构（WBS）设计说明
项目交付成果分解工作包提供种方式显示高水区
责WBS显示项目交付成果分解组织分解
结构（OBS）根组织现部门安装单位支
项目活动工作包部门市业务部门
信息技术采购项目责寻找部分
OBS资源分解结构（RBS）相关类资源分层列表
资源类型规划控制项目工作降
（）表示越越详细资源描述
工作分解结构（WBS）结合工作计划监测
控制资源细分结构踪项目成帮助配合
该组织会计系统包含资源类外力资源
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Matrixbased charts A responsibility assignment matrix (RAM) is a grid that shows the project
resources assigned to each work package It is used to illustrate the connections between work
packages or activities and project team members On larger projects RAMs can be developed
at various levels For example a highlevel RAM can define what a project team group or unit is
responsible for within each component of the WBS while lowerlevel RAMs are used within the group
to designate roles responsibilities and levels of authority for specific activities The matrix format
shows all activities associated with one person and all people associated with one activity This also
ensures that there is only one person accountable for any one task to avoid confusion of responsibility
One example of a RAM is a RACI (responsible accountable consult and inform) chart shown in
Figure 95 The sample chart shows the work to be done in the left column as activities The assigned
resources can be shown as individuals or groups The project manager can select other options such
as lead and resource designations or others as appropriate for the project A RACI chart is a useful
tool to use when the team consists of internal and external resources in order to ensure clear divisions
of roles and expectations
RACI Chart Person
Activity
Create charter
Collect
requirements
Submit change
request
Develop test plan
Ann Ben Carlos Dina Ed
A
I
R
R Responsible A Accountable C Consult I Inform
C
C C
A
A
I A
I I
I
I
C
R
R
R
I R
Figure 95 RACI Matrix
Textoriented formats Team member responsibilities that require detailed descriptions can be
specified in textoriented formats Usually in outline form the documents provide information such as
responsibilities authority competencies and qualifications The documents are known by various names
including position descriptions and roleresponsibilityauthority forms These documents can be used as
templates for future projects especially when the information is updated throughout the current project
by applying lessons learned
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
9122 Networking
Networking is the formal and informal interaction with others in an organization industry or professional
environment It is a constructive way to understand political and interpersonal factors that will impact the
effectiveness of various staffing management options Human resource management benefits from successful
networking by improving knowledge of and access to human resource assets such as strong competencies
specialized experience and external partnership opportunities Examples of human resources networking activities
include proactive correspondence luncheon meetings informal conversations including meetings and events
trade conferences and symposia Networking can be a useful technique at the beginning of a project It can also
be an effective way to enhance project management professional development during the project and after the
project ends
9123 Organizational Theory
Organizational theory provides information regarding the way in which people teams and organizational
units behave Effective use of common themes identified in organizational theory can shorten the amount of time
cost and effort needed to create the Plan Human Resource Management process outputs and improve planning
efficiency It is important to recognize that different organizational structures have different individual response
individual performance and personal relationship characteristics Also applicable organizational theories may
recommend exercising a flexible leadership style that adapts to the changes in a team’s maturity level throughout
the project life cycle
9124 Expert Judgment
When developing the human resource management plan expert judgment is used to
List the preliminary requirements for the required skills
Assess the roles required for the project based on standardized role descriptions within the organization
Determine the preliminary effort level and number of resources needed to meet project objectives
Determine reporting relationships needed based on the organizational culture
Provide guidelines on lead time required for staffing based on lessons learned and market conditions
Identify risks associated with staff acquisition retention and release plans and
Identify and recommend programs for complying with applicable government and union contracts
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9项目力资源理
矩阵基础图责分配矩阵（RAM）网格显示项目
分配工作包资源说明工作间联系
包装活动项目团队成员项目RAMS开发
级例高层次RAM定义项目团队单位什
负责WBS组件低水组RAM
指定角色责具体活动权限级矩阵形式
显示活动相关关活动
确保务避免混乱责责
种RAM例子RACI（负责负责咨询通知）图示
图95示例图表显示工作左栏做活动指定
资源表现团体项目理选择选项
领导资源名称适项目RACI图
工具时团队部外部资源确保清晰划分
角色期
RACI图
活动
创建宪章
收集
求
提交更改
请求
开发测试计划
安卡洛斯迪ED
R
R 负责负责C 请教通知
C
C
C
R
R
R
图95RACI矩阵
面文格式团队成员职责需详细描述
面文格式通常纲形式文件提供信息
责权力力资格文件种名称
包括职位描述角色责权力形式文件作
未项目模板特更新信息前项目
通验教训
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9项目力资源理
9
9122网络
网络组织中行业正式非正式互动专业
环境种建设性方式理解政治际关系素影响
种事理选项效性力资源理效益成功
通改进获强竞争力力资源资产网络知识
专业验外部合作机会力资源网络活动例子
包括积极应午餐会议包括非正式话会议活动
贸易会议研讨会网络项目开始时候非常技术
种效方式提高项目理专业发展项目期间
工程结束
9123组织理
组织理提供关信息方式团队组织
单位行题组织理确定效缩短时间
成努力创造计划程输出提高力资源理规划
效率认识组织结构体反应重
表现关系特点时应组织理
推荐实行灵活领导风格适应变化团队成熟度
项目生命周期
9124专家判断
开发力资源理计划时专家判断：
列表中需技初步求
评估基标准化作描述组织项目需角色
确定初步努力水需满足项目目标资源数量
确定报告关系需基组织文化
提供需员时间准基验市场条件
确定员获取保留释放相关风险计划
识推荐程序符合政府工会合
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9125 Meetings
When planning human resource management of the project the project management team will hold planning
meetings These meetings leverage a combination of other tools and techniques to allow for all project management
team members to reach consensus on the human resource management plan
913 Plan Human Resource Management Outputs
9131 Human Resource Management Plan
The human resource management plan a part of the project management plan provides guidance on how
project human resources should be defined staffed managed and eventually released The human resource
management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process
The human resource management plan includes but is not limited to the following
Roles and responsibilities The following should be addressed when listing the roles and responsibilities
needed to complete a project
○○ Role The function assumed by or assigned to a person in the project Examples of project roles
are civil engineer business analyst and testing coordinator Role clarity concerning authority
responsibilities and boundaries should also be documented
○○ Authority The right to apply project resources make decisions sign approvals accept
deliverables and influence others to carry out the work of the project Examples of decisions
that need clear authority include the selection of a method for completing an activity quality
acceptance and how to respond to project variances Team members operate best when their
individual levels of authority match their individual responsibilities
○○ Responsibility The assigned duties and work that a project team member is expected to perform
in order to complete the project’s activities
○○ Competency The skill and capacity required to complete assigned activities within the project
constraints If project team members do not possess required competencies performance can
be jeopardized When such mismatches are identified proactive responses such as training
hiring schedule changes or scope changes are initiated
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9项目力资源理
9125会议
规划项目力资源理项目理团队规划
会议会议利工具技术组合允许项目理
团队成员达成致力资源理计划
力资源理：输出部分计划
9131力资源理计划
力资源理计划项目理计划部分提供指导
项目力资源配置应定义理终释放力资源
续修改理计划投入项目理计划发展程
力资源理计划包括限：
角色责面解决市时角色职责
完成项目需：
○○作承担职责分配项目项目务例子
土木工程师业务分析师测试协调员角色清晰权威
责边界应该记录
○○权威申请项目资源正确决策签字批准接受
交付成果影响该项目进行工作决定例子
需明确权力包括完成某项活动方法选择质量
验收应项目方差团队成员操作时
权威水匹配责
○○责指定职责工作项目团队成员预计执行
完成该项目活动
○○力求项目完成工作技力
约束果团队成员具备需力性
受损害种匹配确定积极反应培训
招聘进度变化范围变化发起
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Project organization charts A project organization chart is a graphic display of project team members
and their reporting relationships It can be formal or informal highly detailed or broadly framed based on
the needs of the project For example the project organization chart for a 3000person disaster response
team will have greater detail than a project organization chart for an internal twentyperson project
Staffing management plan The staffing management plan is a component of the human resource
management plan that describes when and how project team members will be acquired and how long
they will be needed It describes how human resource requirements will be met The staffing management
plan can be formal or informal highly detailed or broadly framed depending upon the needs of the
project The plan is updated continually during the project to direct ongoing team member acquisition and
development actions Information in the staffing management plan varies by application area and project
size but items to consider include
○○ Staff acquisition A number of questions arise when planning the acquisition of project team
members For example whether the human resources come from within the organization or
from external contracted sources whether the team members need to work in a central location
or may work from distant locations costs associated with each level of expertise needed for
the project and level of assistance that the organization’s human resource department and
functional managers are able to provide to the project management team
○○ Resource calendars Calendars that identify the working days and shifts on which each specific
resource is available The staffing management plan describes necessary time frames for
project team members either individually or collectively as well as when acquisition activities
such as recruiting should start One tool for charting human resources is a resource histogram
used by the project management team as a means of providing a visual representation or
resources allocation to all interested parties This chart illustrates the number of hours a person
department or entire project team that will be needed each week or month over the course
of the project The chart can include a horizontal line that represents the maximum number of
hours available from a particular resource Bars that extend beyond the maximum available
hours identify the need for a resource optimization strategy (Section 6624) such as adding
more resources or modifying the schedule An example of a resource histogram is illustrated in
Figure 96
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9项目力资源理
9
项目组织图项目组织图项目团队成员图形显示
报告关系正式非正式非常详细广泛框架基
项目需求例3000灾难响应项目组织结构图
团队部项目组织图更详细二十项目
职员理计划员理计划力资源组成部分
理计划描述时项目团队成员获长时间
需描述进行力资源求满足员配备理
计划正式非正式非常详细广泛框架根需
项目该计划项目团队成员获取直接进行断更新
发展行动员工理计划信息应领域项目变化
项目包括：
○○员工收购出现问题计划收购项目团队
成员例力资源组织
外部源承包团队成员需中央位置工作
者遥远方工作专业水需相关费
项目水援助组织力资源部
职理员够提供项目理团队
○○资源日历日历确定工作天班特定
资源员理计划描述必时间框架
项目团队成员集体收购活动
招聘应该开始图表力资源工具资源直方图
项目理团队提供视表示形式手段
资源分配感兴趣方张图表说明数时
部门整项目团队需星期月课程
该项目图表包括条水线代表数量
特定资源时间超出酒吧
时间确定资源优化策略需（第6624）添加
更资源修改计划资源直方图举例说明
图96
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9 PROJECT HUMAN RESOURCE MANAGEMENT
300
275
250
225
200
175
150
125
100
75
50
25
0
Jan Feb Mar Apr May
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
Staff Hours for Senior Designers
40
Figure 96 Illustrative Resource Histogram
○○ Staff release plan Determining the method and timing of releasing team members benefits both
the project and team members When team members are released from a project the costs
associated with those resources are no longer charged to the project thus reducing project
costs Morale is improved when smooth transitions to upcoming projects are already planned A
staff release plan also helps mitigate human resource risks that may occur during or at the end
of a project
○○ Training needs If it is expected that the team members to be assigned will not have the required
competencies a training plan can be developed as part of the project The plan can also include
ways to help team members obtain certifications that would support their ability to benefit the
project
○○ Recognition and rewards Clear criteria for rewards and a planned system for their use help
promote and reinforce desired behaviors To be effective recognition and rewards should be
based on activities and performance under a person’s control For example a team member who
is to be rewarded for meeting cost objectives should have an appropriate level of control over
decisions that affect expenses Creating a plan with established times for distribution of rewards
ensures that recognition takes place and is not forgotten Recognition and rewards are part of
the Develop Project Team process (Section 93)
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9项目力资源理
300
275
250
225
200
175
150
125
100
75
50
25
0
月二月三月四月五月
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
高级设计师工作时间
40
图96资源直方图说明
○○员工发布计划确定释放团队成员方法时间效益
项目团队成员团队成员项目发布成
资源相关计入项目减少项目
成士气提高滑渡未项目已计划
员工发布计划助减轻力资源风险期间结束时发生
项目
○○培训需求果希团队成员分配会需
力培训计划开发项目部分该计划包括
帮助团队成员获认证支持力效益
项目
○○表彰奖励奖励计划系统帮助明确标准
促进加强需行效表彰奖励应
控制活动性基础例团队成员
满足成目标奖励应该控制适水
决定影响费建立定期分配奖励计划
确保识发生遗忘表彰奖励部分
项目团队开发程（第93节）
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
○○ Compliance The staffing management plan can include strategies for complying with applicable
government regulations union contracts and other established human resource policies
○○ Safety Policies and procedures that protect team members from safety hazards can be included
in the staffing management plan as well as in the risk register
92 Acquire Project Team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary
to complete project activities The key benefit of this process consists of outlining and guiding the team selection
and responsibility assignment to obtain a successful team The inputs tools and techniques and outputs of this
process are depicted in Figure 97 Figure 98 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Enterprise environmental
factors
3 Organizational process
assets
1 Preassignment
2 Negotiation
3 Acquisition
4 Virtual teams
5 Multicriteria decision
analysis
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
Figure 97 Acquire Project Team Inputs Tools & Techniques and Outputs
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9项目力资源理
9
○○性员理计划包括符合适策略
工会合政府法规建立力资源政策
○○安全政策程序保护团队成员包括安全隐患
员工理计划风险登记册
92项目团队组建
获取项目团队确定力资源性获团队必程
完成项目活动程关键处包括概述指导团队选择
职责分配获成功团队输入输出工具技术
图97描述程图98描述程数流图
输入工具技术输出
1力资源
理计划
2企业环境
素
3组织程
资产
1预分配
2谈判
3收购
4虚拟团队
5准决策
分析
1项目员分配
2资源日历
3项目理计划
更新
图97项目团队组建：输入输出工具技术
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management
92
Acquire
Project Team
91
Plan Human
Resource
Management
93
Develop Project
Team
94
Manage
Project Team
Organizational
process assets
Enterprise
e nvironmental
factors
Human resource
management plan
Resource
calendars
Project staff
assignments
Project
management
plan updates
65
Estimate
Activity
Durations
64
Estimate
Activity
Resources
42
Develop Project
Management
Plan
66
Develop
Schedule
73
Determine
Budget
Enterprise
Organization
Figure 98 Acquire Project Team Data Flow Diagram
The project management team may or may not have direct control over team member selection because of
collective bargaining agreements use of subcontractor personnel matrix project environment internal or external
reporting relationships or other various reasons It is important that the following factors are considered during the
process of acquiring the project team
The project manager or project management team should effectively negotiate and influence others who
are in a position to provide the required human resources for the project
Failure to acquire the necessary human resources for the project may affect project schedules budgets
customer satisfaction quality and risks Insufficient human resources or capabilities decrease the
probability of success and in a worst case scenario could result in project cancellation
If the human resources are not available due to constraints such as economic factors or previous
assignments to other projects the project manager or project team may be required to assign alternative
resources perhaps with lower competencies provided there is no violation of legal regulatory mandatory
or other specific criteria
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9项目力资源理
项目力资源理
92
获
项目团队
91
计划
资源
理
93
开发项目
团队
94
理
项目团队
组织
程资产
企业
环境
素
力资源
理计划
资源
日历
项目员
作业
项目
理
计划更新
65
估计
活动
持续时间
64
估计
活动
资源
42
开发项目
理
计划
66
发展
铁列车时刻表
73
确定
预算
企业
组织
图98获取项目团队数流图
项目理团队会会团队成员选择直接控制
集体谈判协议分包商员矩阵项目环境部外部
报告关系种原列素认重
获取项目团队程：
项目理项目理团队应效谈判影响
位置项目提供需力资源
失败项目获必力资源会影响工程进度预算
客户满意质量风险力资源足力降低
成功概率坏情况会导致项目取消
果力资源条件限制济素前
项目务项目理项目团队需指定代
资源许低竞争力没违反法律法规强制性
特定标准
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
These factors should be considered and planned for in the planning stages of the project The project manager or
project management team will be required to reflect the impact of any unavailability of required human resources in
the project schedule project budget project risks project quality training plans and the other project management
plans
921 Acquire Project Team Inputs
9211 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be identified staffed managed and eventually released It includes
Roles and responsibilities defining the positions skills and competencies that the project demands
Project organization charts indicating the number of people needed for the project and
Staffing management plan delineating the time periods each project team member will be needed and
other information important to engage the project team
9212 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Acquire Project Team process
include but are not limited to
Existing information on human resources including availability competency levels prior experience
interest in working on the project and their cost rate
Personnel administration policies such as those that affect outsourcing
Organizational structure as described in Section 231 and
Colocation or multiple locations
9213 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Acquire Project Team process
include but are not limited to organizational standard policies processes and procedures
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9项目力资源理
9
应考虑素项目规划阶段计划项目理
项目理团队必须反映需力资源影响
项目进度项目预算项目风险项目质量计划训练项目理
计划
921获取项目团队：输入
9211力资源理计划
第9131描述力资源理计划提供指导项目
资源应确定员理终释放包括：
角色职责定义位置技力项目需求
项目组织图显示项目需数
职员理计划描述时间项目团队成员需
信息进行项目团队重
9212企业环境素
第215描述企业环境素影响获取项目团队程
包括限：
现力资源信息包括性力验
兴趣工作项目成率
事理政策影响外包
组织结构第231节描述
托位置
9213组织程资产
第214描述影响项目团队组建程组织程资产
包括限组织标准政策程序程序
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9 PROJECT HUMAN RESOURCE MANAGEMENT
922 Acquire Project Team Tools and Techniques
9221 Preassignment
When project team members are selected in advance they are considered preassigned This situation can
occur if the project is the result of specific people being identified as part of a competitive proposal if the project
is dependent upon the expertise of particular persons or if some staff assignments are defined within the project
charter
9222 Negotiation
Staff assignments are negotiated on many projects For example the project management team may need to
negotiate with
Functional managers to ensure that the project receives appropriately competent staff in the required
time frame and that the project team members will be able willing and authorized to work on the project
until their responsibilities are completed
Other project management teams within the performing organization to appropriately assign scarce or
specialized human resources and
External organizations vendors suppliers contractors etc for appropriate scarce specialized qualified
certified or other such specified human resources Special consideration should be given to external
negotiating policies practices processes guidelines legal and other such criteria
The project management team’s ability to influence others plays an important role in negotiating staff
assignments as do the politics of the organizations involved For example a functional manager will weigh the
benefits and visibility of competing projects when determining where to assign exceptional performers requested
by various project teams
9223 Acquisition
When the performing organization is unable to provide the staff needed to complete a project the required
services may be acquired from outside sources This can involve hiring individual consultants or subcontracting
work to another organization
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9项目力资源理
922获取项目团队：工具技术
9221预分配
项目团队成员选择提前认预分配种情况
果项目特定认定竞争方案结果发生果项目
赖特定员专业知识者员项目定义
宪章
9222谈判
员分配谈判许项目例项目理团队需
谈判：
职理确保项目需接收合适员
时间框架项目团队成员愿授权项目工作
直责已完成
项目理团队执行组织适分配稀缺
专业化力资源
外部组织供应商供应商承包商等适稀缺专业合格
注册指定力资源应特考虑外部
谈判政策实践程指导法律类似标准
项目理团队影响力起着重作谈判员
作业样组织政治参例职理权衡
效益知名度竞争项目确定分配请求特殊表演者
通项目团队
9223采集
执行机构提供完成项目需工作员求
服务外部源获包括招聘顾问分包
组织工作
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
9224 Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members Virtual teams can be
defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to
face The availability of communication technology such as email audio conferencing social media webbased
meetings and video conferencing has made virtual teams feasible The virtual team model makes it possible to
Form teams of people from the same organization who live in widespread geographic areas
Add special expertise to a project team even though the expert is not in the same geographic area
Incorporate employees who work from home offices
Form teams of people who work different shifts hours or days
Include people with mobility limitations or disabilities and
Move forward with projects that would have been ignored due to travel expenses
There are some disadvantages related to virtual teams such as possibility for misunderstandings feeling
of isolation difficulties in sharing knowledge and experience between team members and cost of appropriate
technology Communication planning becomes increasingly important in a virtual team environment Additional
time may be needed to set clear expectations facilitate communications develop protocols for resolving conflict
include people in decision making understand cultural differences and share credit in successes
9225 MultiCriteria Decision Analysis
Selection criteria are often used as a part of acquiring the project team By use of a multicriteria decision
analysis tool criteria are developed and used to rate or score potential team members The criteria are weighted
according to the relative importance of the needs within the team Some examples of selection criteria that can be
used to score team members are shown as follows
Availability Identify whether the team member is available to work on the project within the time period
needed If there are there any concerns for availability during the project timeline
Cost Verify if the cost of adding the team member is within the prescribed budget
Experience Verify that the team member has the relevant experience that will contribute to the project
success
Ability Verify that the team member has the competencies needed by the project
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9项目力资源理
9
9224虚拟团队
虚拟团队创造新性获取项目团队成员虚拟团队
定义目标实现角色少根没时间花面群
面通信技术电子邮件音频会议社会媒体网络
会议视频会议进行虚拟团队行虚拟团队模型：
形成团队谁生活广泛理区域组织
添加特殊专长项目团队专家理区域
员工家工作办公室
形成团队工作轮班时天
包括流动限制障碍
前进会忽视旅行费项目
相关虚拟团队缺点误解感觉
隔离团队成员间知识享验困难成适
技术沟通计划虚拟团队环境变越越重额外
时间需设定明确期促进交流制定解决突协议
包括决策解文化差异成功享信
9225标准决策分析
选择标准常作获取项目团队部分通准决策
分析工具标准开发率分潜团队成员标准加权
根团队需相重性例子选择标准
分数团队成员：
性确定团队成员效工作时间段项目
需果担心情况项目时间表
成验证否加入团队成员成规定预算
验确保团队成员相关验助项目
成功
力确保团队成员项目需具备力
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Knowledge Consider if the team member has relevant knowledge of the customer similar implemented
projects and nuances of the project environment
Skills Determine whether the member has the relevant skills to use a project tool implementation or
training
Attitude Determine whether the member has the ability to work with others as a cohesive team
International factors Consider team member location time zone and communication capabilities
923 Acquire Project Team Outputs
9231 Project Staff Assignments
The project is staffed when appropriate people have been assigned to the team The documentation of these
assignments can include a project team directory memos to team members and names inserted into other parts
of the project management plan such as project organization charts and schedules
9232 Resource Calendars
Resource calendars document the time periods that each project team member is available to work on the project
Creating a reliable schedule (Section 6631) depends on having a good understanding of each person’s availability
and schedule constraints including time zones work hours vacation time local holidays and commitments to
other projects
9233 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the human
resource management plan For example the person assigned to a predefined role may not fulfill all staffing
requirements outlined in the human resource management plan When gaps occur the project management plan
needs to be updated to change the team structure roles or responsibilities
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9项目力资源理
知识果团队成员客户相关知识类似实现
项目项目环境细微差
技确定成员已项目工具相关技术实现
培训
态度确定构件具起工作作凝聚力团队力
国际素考虑团队成员位置时区沟通力
923获取项目团队：输出
9231项目职员分配
该项目合适员已分配团队文件
作业包括项目团队目录备忘录团队成员插入方名字
项目理计划中项目组织图时间表
9232资源日历
资源日历文件项目团队成员项目工作时间
建立计划（第6631）取决解性
时间限制包括时区工作时间休假时间节假日承诺
项目
9233项目理计划更新
项目理计划更新容包括限类
资源理计划例分配预定义角色完成工作员
力资源理计划求出现差距时项目理计划
需更新改变团队结构角色责
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
93 Develop Project Team
Develop Project Team is the process of improving competencies team member interaction and overall team
environment to enhance project performance The key benefit of this process is that it results in improved teamwork
enhanced people skills and competencies motivated employees reduced staff turnover rates and improved overall
project performance The inputs tools and techniques and outputs of this process are depicted in Figure 99
Figure 910 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Project staff assignments
3 Resource calendars
1 Interpersonal skills
2 Training
3 Teambuilding activities
4 Ground rules
5 Colocation
6 Recognition and rewards
7 Personnel assessment
tools
1 Team performance
assessments
2 Enterprise environmental
factors updates
Figure 99 Develop Project Team Inputs Tools & Techniques and Outputs
Project Human Resource Management
93
Develop
Project Team
91
Plan Human
Resource
Management
92
Acquire Project
Team
94
Manage
Project Team
Enterprise
e nvironmental
factors updates
Human resource
management plan
Resource
calendars
Team performance
assessments
Project staff assignments
Resource calendars
122
Conduct
Procurements
Enterprise
Organization
Figure 910 Develop Project Team Data Flow Diagram
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9项目力资源理
9
93项目团队建设
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效程关键优势导致改进团队
提高技力激励员工降低员工离职率提高整体
项目绩效输入工具技术程输出描绘图99
图910描述程数流图
输入工具技术输出
1力资源
理计划
2项目员分配
3资源日历
1际关系技巧
2训练
3团队建设活动
4基规
5托
6表彰奖励
7测评
工具
1团队绩效
评估
2企业环境
素更新
图99项目团队发展：输入输出工具技术
项目力资源理
93
发展
项目团队
91
计划
资源
理
92
获项目
团队
94
理
项目团队
企业
环境
素更新
力资源
理计划
资源
日历
团队绩效
评估
项目职员分配
资源日历
122
行
采购
企业
组织
图9项目团队发展数流图
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Project managers should acquire skills to identify build maintain motivate lead and inspire project teams
to achieve high team performance and to meet the project’s objectives Teamwork is a critical factor for project
success and developing effective project teams is one of the primary responsibilities of the project manager
Project managers should create an environment that facilitates teamwork Project managers should continually
motivate their team by providing challenges and opportunities by providing timely feedback and support as
needed and by recognizing and rewarding good performance High team performance can be achieved by using
open and effective communication creating team building opportunities developing trust among team members
managing conflicts in a constructive manner and encouraging collaborative problem solving and decision making
The project manager should request management support andor influence the appropriate stakeholders to acquire
the resources needed to develop effective project teams
Project managers operate in a global environment and work on projects characterized by cultural diversity Team
members often have diverse industry experience know multiple languages and sometimes operate in the team
language that may be a different language or norm than their native one The project management team should
capitalize on cultural differences focus on developing and sustaining the project team throughout the project life
cycle and promote working together interdependently in a climate of mutual trust Developing the project team
improves the people skills technical competencies and overall team environment and project performance It
requires clear timely effective and efficient communication between team members throughout the life of the
project Objectives of developing a project team include but are not limited to
Improving knowledge and skills of team members to increase their ability to complete project deliverables
while lowering costs reducing schedules and improving quality
Improving feelings of trust and agreement among team members to raise morale lower conflict and
increase team work and
Creating a dynamic cohesive and collaborative team culture to (1) improve individual and team
productivity team spirit and cooperation and (2) allow cross training and mentoring between team
members to share knowledge and expertise
931 Develop Project Team Inputs
9311 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed controlled and eventually released It identifies training strategies
and plans for developing the project team Items such as rewards feedback additional training and disciplinary
actions can be added to the plan as a result of ongoing team performance assessments and other forms of project
team management
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9项目力资源理
项目理应该获识建立维持激励领导技激励项目团队
实现高团队绩效满足项目目标团队合作项目关键素
成功制定效项目团队项目理职责
项目理应该创造种环境促进团队合作项目理应断
通提供机遇挑战激励团队提供时反馈支持
需通识奖励性球队表现通
开放效沟通建立团队建设机遇开发团队成员间信
种建设性方式处理突鼓励合作解决问题决策
项目理应该求理支持影响利益相关者获
需制定效项目团队资源
项目理项目特征文化样性全球环境工作团队
成员行业验懂种语言时团队
语言语言规范项目理团队应
利文化差异发展维持项目团队整项目生命焦点
循环促进合作相互存相互信气氛项目团队建设
提高力技术力团队整体环境项目绩效
需明确时效高效团队成员间沟通整生命
项目开发项目团队目标包括限：
提高知识技团队成员提高力完成项目交付成果
时降低成减少计划提高质量
提高团队成员间信协议感情提高士气降低突
提高团队工作
创建动态粘性协作团队文化（1）提高团队
生产力团队精神合作（2）允许交叉培训指导团队关系
成员分享知识验
931项目团队发展：输入
9311力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理控制终释放确定培训策略
项目团队建设计划等物品奖励反馈额外培训纪律
行添加计划项目进行团队绩效评估形式
团队理
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
9312 Project Staff Assignments
Described in Section 9231 Team development starts with a list of the project team members Project staff
assignment documents identify the people who are on the team
9313 Resource Calendars
Described in Section 9232 Resource calendars identify times when the project team members can participate
in team development activities
932 Develop Project Team Tools and Techniques
9321 Interpersonal Skills
Interpersonal skills sometimes known as soft skills are behavioral competencies that include proficiencies
such as communication skills emotional intelligence conflict resolution negotiation influence team building and
group facilitation These soft skills are valuable assets when developing the project team For example the project
management team can use emotional intelligence to reduce tension and increase cooperation by identifying
assessing and controlling the sentiments of project team members anticipating their actions acknowledging their
concerns and following up on their issues
9322 Training
Training includes all activities designed to enhance the competencies of the project team members Training
can be formal or informal Examples of training methods include classroom online computerbased onthejob
training from another project team member mentoring and coaching If project team members lack the necessary
management or technical skills such skills can be developed as part of the project work Scheduled training takes
place as stated in the human resource management plan Unplanned training takes place as a result of observation
conversation and project performance appraisals conducted during the controlling process of managing the project
team Training costs could be included in the project budget or supported by performing organization if the added
skills may be useful for future projects It could be performed by inhouse or external trainers
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9项目力资源理
9
9312项目职员分配
第9231描述团队发展项目团队成员名单项目员
配置文件确定谁队
9313资源日历
第9232描述资源日历确定时候项目团队成员参加
团队建设活动
932项目团队发展：工具技术
9321际技
际关系技巧时称软技行力包括熟练
沟通力情绪智力解决突谈判影响团队建设
集团化软技价值资产时项目团队建设例项目
理团队情绪智力识减少紧张增加合作
评估控制项目团队成员情绪期行动承认
问题踪问题
9322训练
培训包括活动旨提高项目团队成员力培训
正式非正式训练方法例子包括课堂网络计算机职
项目团队成员培训指导辅导果项目团队成员缺乏必
理技术技技开发项目工作部分安排培训需
力资源理计划规定方计划训练中发生结果观察
谈话项目绩效评价项目理程进行控制
团队培训费列入工程预算执行组织果加
技巧未项目部外部培训员进行
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9323 TeamBuilding Activities
Teambuilding activities can vary from a 5minute agenda item in a status review meeting to an offsite
professionally facilitated experience designed to improve interpersonal relationships The objective of teambuilding
activities is to help individual team members work together effectively Teambuilding strategies are particularly
valuable when team members operate from remote locations without the benefit of facetoface contact Informal
communication and activities can help in building trust and establishing good working relationships
As an ongoing process team building is crucial to project success While team building is essential during the
initial stages of a project it is a neverending process Changes in a project environment are inevitable and to
manage them effectively a continued or a renewed teambuilding effort should be applied The project manager
should continually monitor team functionality and performance to determine if any actions are needed to prevent
or correct various team problems
One of the models used to describe team development is the Tuckman ladder (Tuckman 1965 Tuckman &
Jensen 1977) which includes five stages of development that teams may go through Although it’s common for
these stages to occur in order it’s not uncommon for a team to get stuck in a particular stage or slip to an earlier
stage Projects with team members who worked together in the past may skip a stage
Forming This phase is where the team meets and learns about the project and their formal roles and
responsibilities Team members tend to be independent and not as open in this phase
Storming During this phase the team begins to address the project work technical decisions and the
project management approach If team members are not collaborative and open to differing ideas and
perspectives the environment can become counterproductive
Norming In the norming phase team members begin to work together and adjust their work habits and
behaviors to support the team The team learns to trust each other
Performing Teams that reach the performing stage function as a wellorganized unit They are
interdependent and work through issues smoothly and effectively
Adjourning In the adjourning phase the team completes the work and moves on from the project
This typically occurs when staff is released from the project as deliverables are completed or as part of
carrying out the Close Project or Phase process (Section 46)
The duration of a particular stage depends upon team dynamics team size and team leadership Project
managers should have a good understanding of team dynamics in order to move their team members through all
stages in an effective manner
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9项目力资源理
9323团队建设活动
团队建设活动状态评审会议场外5分钟议程项目
专业促进验设计改善际关系团队建设目
活动帮助团队成员起效工作团队建设策略特
价值团队成员时操作远程位置没面面接触益处非正式
通信活动帮助建立信建立良工作关系
作持续程团队建设项目成功关键团队建设必少
项目初始阶段永止境程项目环境中变化避免
效理继续重新建立团队努力应该应项目理
应持续监视团队功性确定否需采取行动防止
纠正种团队问题
描述团队发展模式Tuckman梯（TuckmanTuckman1965
延森1977）中包括五发展阶段团队通然普通
阶段序出现团队会停留特定阶段滑较早少见
阶段团队成员起工作项目会跳阶段
形成阶段团队达学关项目正式角色
责团队成员阶段独立开放
风暴阶段团队开始址项目工作技术方面决定
项目理方法果团队成员合作开放想法
观点环境会适反
规范阶段团队成员开始起工作调整工作惯
行支持团队球队学会互相信
表演团队达表演舞台功作组织单元
通问题利效相互存工作
休会休会期团队完成工作移动项目
种情况通常发生员工发布项目交付成果完成部分
执行结束项目阶段程（第46节）
特定阶段持续时间取决团队动态团队规模团队领导项目
理者应该理解团队动力移动团队成员通
种效方式阶段
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9
9324 Ground Rules
Ground rules establish clear expectations regarding acceptable behavior by project team members Early
commitment to clear guidelines decreases misunderstandings and increases productivity Discussing ground rules
in areas such as code of conduct communication working together or meeting etiquette allows team members to
discover values that are important to one another All project team members share responsibility for enforcing the
rules once they are established
9325 Colocation
Colocation also referred to as tight matrix involves placing many or all of the most active project team
members in the same physical location to enhance their ability to perform as a team Colocation can be temporary
such as at strategically important times during the project or for the entire project Colocation strategies can
include a team meeting room (sometimes called war room) places to post schedules and other conveniences
that enhance communication and a sense of community While colocation is considered a good strategy the use of
virtual teams can bring benefits such as the use of more skilled resources reduced costs less travel and relocation
expenses and the proximity of team members to suppliers customers or other key stakeholders
9326 Recognition and Rewards
Part of the team development process involves recognizing and rewarding desirable behavior The original plans
concerning ways in which to reward people are developed during the Plan Human Resource Management process
It is important to recognize that a particular reward given to any individual will be effective only if it satisfies a
need which is valued by that individual Award decisions are made formally or informally during the process of
managing the project team through project performance appraisals (Section 9422) Cultural differences should
be considered when determining recognition and rewards
People are motivated if they feel they are valued in the organization and this value is demonstrated by the
rewards given to them Generally money is viewed as a tangible aspect of any reward system but intangible
rewards could be equally or even more effective Most project team members are motivated by an opportunity to
grow accomplish and apply their professional skills to meet new challenges A good strategy for project managers
is to give the team recognition throughout the life cycle of the project rather than waiting until the project is
completed
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9项目力资源理
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9324规
基规建立项目团队成员接受行明确期早期
致力明确指导方针减少误解提高生产力讨基规
样行通信编码区起工作会议礼节允许团队成员
发现重价值项目团队成员负责执行
规旦建立起
9325托
词语搭配称紧密矩阵包括放置许活跃项目团队
相物理位置成员提高作团队力托时
战略重时期项目整项目安全策略
包括会议室（时称作战室）方邮政时间表便利
加强沟通社区意识托种策略
虚拟团队带处更熟练资源降低成更少旅行搬迁
费团队成员供应商客户附关键利益相关者
9326表彰奖励
团队发展程包括识奖励良行原计划
关奖励力资源理程开发计划
重认识特奖励效满足
价值需裁决作出决定正式非正式程
通项目绩效评估项目团队理（第9422）文化差异
认确定表彰奖励时候
动机果觉组织价值体现价值
奖励般说钱奖励制度形方面形
奖励样更效数项目团队成员动机机会
成长完成运专业技迎接新挑战项目理策略
整生命周期项目等项目团队识
完成
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9327 Personnel Assessment Tools
Personnel assessment tools give the project manager and the project team insight into areas of strength and
weakness These tools help project managers assess the team preferences aspirations how they process and
organize information how they tend to make decisions and how they prefer to interact with people
Various tools are available such as attitudinal surveys specific assessments structured interviews ability
tests and focus groups These tools can provide improved understanding trust commitment and communications
among team members and facilitate more productive teams throughout the project
933 Develop Project Team Outputs
9331 Team Performance Assessments
As project team development efforts such as training team building and colocation are implemented the
project management team makes formal or informal assessments of the project team’s effectiveness Effective
team development strategies and activities are expected to increase the team’s performance which increases
the likelihood of meeting project objectives Team performance assessment criteria should be determined by all
appropriate parties and incorporated in the Develop Project Team inputs
The performance of a successful team is measured in terms of technical success according to agreedupon
project objectives (including quality levels) performance on project schedule (finished on time) and performance
on budget (finished within financial constraints) Highperformance teams are characterized by these taskoriented
and resultsoriented outcomes
The evaluation of a team’s effectiveness may include indicators such as
Improvements in skills that allow individuals to perform assignments more effectively
Improvements in competencies that help the team perform better as a team
Reduced staff turnover rate and
Increased team cohesiveness where team members share information and experiences openly and help
each other to improve the overall project performance
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9项目力资源理
9327员评估工具
测评工具项目理项目团队洞察领域实力
弱点工具帮助项目理评估团队喜愿处理
组织信息倾做出决策喜欢交
种工具态度调查具体评估结构化面试力
测试焦点组工具提供更理解信承诺沟通
团队成员间促进更生产团队整项目
933项目团队发展：输出
9331团队绩效评估
作项目团队发展努力培训团队建设实现托
项目理团队进行正式非正式项目团队效评估效
团队发展策略活动预计增加球队表现增加
满足项目目标性团队绩效评估标准应该
事纳入项目团队建设投入
成功团队绩效衡量技术成功条件约定
项目目标（包括质量水）项目进度绩效（完成时间）性
预算（金融约束完成）高绩效团队特点面务
结果导结果
团队效性评估包括指标：
提高技允许执行务更效
改善力帮助团队更作团队
降低员工离职率
增加团队凝聚力团队成员分享信息验公开帮助
方提高项目整体绩效
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9
As a result of conducting an evaluation of the team’s overall performance the project management team
can identify the specific training coaching mentoring assistance or changes required to improve the team’s
performance This should also include identification of the appropriate or required resources necessary to achieve
and implement the improvements identified in the assessment These resources and recommendations for team
improvement should be well documented and forwarded to the relevant parties
9332 Enterprise Environmental Factors Updates
The enterprise environmental factors that may be updated as a result of the Develop Project Team process
include but are not limited to personnel administration employee training records and skill assessments
94 Manage Project Team
Manage Project Team is the process of tracking team member performance providing feedback resolving
issues and managing team changes to optimize project performance The key benefit of this process is that it
influences team behavior manages conflict resolves issues and appraises team member performance The inputs
tools and techniques and outputs of this process are depicted in Figure 911 Figure 912 depicts the data flow
diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance
reports
6 Organizational process
assets
1 Observation and
conversation
2 Project performance
appraisals
3 Conflict management
4 Interpersonal skills
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Enterprise environmental
factors updates
5 Organizational process
assets updates
Figure 911 Manage Project Team Inputs Tools & Techniques and Outputs
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9项目力资源理
9
作结果进行团队整体绩效评价项目理团队
确定具体培训培训指导协助求提高团队
性应包括适需资源标识必须实现
实施评估确定改进资源建议团队
改进应该查关方
9332企业环境素更新
企业环境素作结果项目团队发展程中更新
包括限事理员工培训记录技评估
94理项目团队
理项目团队踪团队成员表现提供反馈程解决
问题理团队变化优化项目绩效程关键优势
影响团队行理突解决问题团队成员表现输入
工具技术程输出描绘图911描述数流图912
该流程图
输入工具技术输出
1力资源
理计划
2项目员分配
3团队绩效
评估
4问题日志
5工作性
报告
6组织程
资产
1观察
谈话
2项目绩效
评估
3突理
4际关系技巧
1变更请求
2项目理计划
更新
3项目文件
更新
4企业环境
素更新
5组织程
资产更新
图911理项目团队：输入输出工具技术
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management
94
Manage
Project Team
92
Acquire
Project
Team
91
Plan Human
Resource
Management
93
Develop
Project
Team
Organizational
process assets updates
Enterprise
e nvironmental
factors updates
Project staff
assignments
Team
p erformance
assessments
Human resource
management plan
Project documents
updates
Issue log Change requests
Organizational
process assets
Work performance
reports
Project
management
plan updates
42
Develop Project
Management
Plan
45
Perform
Integrated
Change Control
133
Manage
Stakeholder
Engagement
44
Monitor and
Control Project
Work
Enterprise
Organization
Project
Documents
Figure 912 Manage Project Team Data Flow Diagram
As a result of managing the project team change requests are submitted the human resource management
plan is updated issues are resolved input is provided for performance appraisals and lessons learned are added
to the organization’s database
Managing the project team requires a variety of management skills for fostering teamwork and integrating the
efforts of team members to create highperformance teams Team management involves a combination of skills
with special emphasis on communication conflict management negotiation and leadership Project managers
should provide challenging assignments to team members and provide recognition for high performance
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9项目力资源理
项目力资源理
94
理
项目团队
92
获
项目
团队
91
计划
资源
理
93
发展
项目
团队
组织
程资产更新
企业
环境
素更新
项目员
作业
队
性
评估
力资源
理计划
项目文件
更新
问题日志变更请求
组织
程资产
工作绩效
报告
项目
理
计划更新
42
开发项目
理
计划
45
执行
集成
变更控制
133
理
利益相关者
订婚
44
监控
控制项目
工作
企业
组织
项目
文件
图912理项目团队数流图
作结果理项目团队提交变更请求力资源理
计划更新问题解决提供输入绩效评估教训添加
该组织数库
理项目团队需理技培养团队合作整合
团队成员努力创造高绩效团队团队理涉技结合
通信中特强调突理谈判领导项目理
应提供具挑战性务团队成员提供高性识
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9 PROJECT HUMAN RESOURCE MANAGEMENT
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941 Manage Project Team Inputs
9411 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed controlled and eventually released It includes but is not limited to
Roles and responsibilities
Project organization and
Staffing management plan
9412 Project Staff Assignments
Described in Section 9231 Project staff assignments provide documentation which includes the list of project
team members
9413 Team Performance Assessments
Described in Section 9331 The project management team makes ongoing formal or informal assessments of
the project team’s performance By continually assessing the project team’s performance actions can be taken to
resolve issues modify communication address conflict and improve team interaction
9414 Issue Log
Issues arise in the course of managing the project team An issue log can be used to document and monitor who
is responsible for resolving specific issues by a target date
9415 Work Performance Reports
Described in Section 4432 Work performance reports provide documentation about the current project status
compared to project forecasts Performance areas that can help with project team management include results
from schedule control cost control quality control and scope validation The information from performance reports
and related forecasts assists in determining future human resource requirements recognition and rewards and
updates to the staffing management plan
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9项目力资源理
9
941理项目团队：输入
9411力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理控制终释放包括限：
角色责
项目组织
职员理计划
9412项目职员分配
第9231描述项目员提供文件包括项目列表
团队成员
9413团队绩效评估
第9331描述项目理团队进行持续正式非正式评估
项目团队绩效通断评估项目团队绩效采取行动
解决问题修改通信解决突提高团队互动
9414问题日志
项目团队理程中出现问题问题日志记录监控
负责目标日期解决特定问题
9415工作绩效报告
第4432描述工作绩效报告提供关前项目状态文件
较项目预测帮助项目团队绩效理领域包括结果
进度控制成控制质量控制范围验证业绩报告信息
相关预测助确定未力资源需求表彰奖励
员理计划更新
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9416 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Manage Project Team
process include but are not limited to
Certificates of appreciation
Newsletters
Websites
Bonus structures
Corporate apparel and
Other organizational perquisites
942 Manage Project Team Tools and Techniques
9421 Observation and Conversation
Observation and conversation are used to stay in touch with the work and attitudes of project team members
The project management team monitors progress toward project deliverables accomplishments that are a source
of pride for team members and interpersonal issues
9422 Project Performance Appraisals
Objectives for conducting performance appraisals during the course of a project can include clarification of
roles and responsibilities constructive feedback to team members discovery of unknown or unresolved issues
development of individual training plans and the establishment of specific goals for future time periods
The need for formal or informal project performance appraisals depends on the length of the project complexity of
the project organizational policy labor contract requirements and the amount and quality of regular communication
9423 Conflict Management
Conflict is inevitable in a project environment Sources of conflict include scarce resources scheduling
priorities and personal work styles Team ground rules group norms and solid project management practices like
communication planning and role definition reduce the amount of conflict
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9项目力资源理
9416组织程资产
第214描述组织程资产够影响理项目团队
程包括限：
证书欣赏
通讯
网站
奖金结构
公司服装
组织津贴
942理项目团队工具技术
9421观察话
观察话保持工作项目团队成员态度接触
项目理团队项目交付成果监测进展成源
骄傲团队成员际关系问题
9422项目绩效评价
进行绩效评估程中项目目标包括澄清
角色职责建设性反馈团队成员发现未知未解决问题
培训计划发展未时期特定目标确立
正式非正式项目绩效评价取决项目长度需复杂性
项目组织政策劳动合求定期沟通质量
9423突理
项目环境中突避免突源包括资源匮乏调度
优先权工作风格团队基规群体规范固体项目理实践
沟通计划角色定义减少突数量
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Successful conflict management results in greater productivity and positive working relationships When
managed properly differences of opinion can lead to increased creativity and better decision making If the
differences become a negative factor project team members are initially responsible for their resolution If conflict
escalates the project manager should help facilitate a satisfactory resolution Conflict should be addressed early
and usually in private using a direct collaborative approach If disruptive conflict continues formal procedures may
be used including disciplinary actions
The success of project managers in managing their project teams often depends a great deal on their ability to
resolve conflict Different project managers may utilize different conflict resolution methods Factors that influence
conflict resolution methods include
Relative importance and intensity of the conflict
Time pressure for resolving the conflict
Position taken by persons involved and
Motivation to resolve conflict on a longterm or a shortterm basis
There are five general techniques for resolving conflict As each one has its place and use these are not given
in any particular order
WithdrawAvoid Retreating from an actual or potential conflict situation postponing the issue to be
better prepared or to be resolved by others
SmoothAccommodate Emphasizing areas of agreement rather than areas of difference conceding
one’s position to the needs of others to maintain harmony and relationships
CompromiseReconcile Searching for solutions that bring some degree of satisfaction to all parties in
order to temporarily or partially resolve the conflict
ForceDirect Pushing one’s viewpoint at the expense of others offering only winlose solutions usually
enforced through a power position to resolve an emergency
CollaborateProblem Solve Incorporating multiple viewpoints and insights from differing perspectives
requires a cooperative attitude and open dialogue that typically leads to consensus and commitment
9424 Interpersonal Skills
Project managers use a combination of technical personal and conceptual skills to analyze situations and
interact appropriately with team members Using appropriate interpersonal skills allows project managers to
capitalize on the strengths of all team members
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9项目力资源理
9
更高生产率良工作关系成功突理研究什时候
理意见分歧导致增加创造力更决策果
差异成消极素项目团队成员初负责决议果突
升级时项目理应该帮助促进满意解决方案应早解决突
通常私直接协作方法果破坏性突继续正式程序
包括纪律处分
理项目团队程度取决力项目理成功
解决突项目理利突解决方法影响素
解决突方法包括：
突强度相重性
时间压力解决突
位置
动机解决长期短期突
解决突五般技术位置
特定序：
退出避免实际潜利益突情况问题推迟撤退
更准备
光滑适应强调致领域区差异承认
位需求保持谐关系
妥协调寻找解决方案方带定程度满意度
暂时部分解决突
力直接牺牲观点提供赢输解决方案通常
通电源位置解决紧急执行
合作问题解决观点见解视点
需合作态度开放话通常会导致识承诺
9424际技
项目理技术组合概念技分析形势
团队成员适相互作适际关系技巧项目理
利团队成员长处
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Examples of interpersonal skills that a project manager uses most often include
Leadership Successful projects require strong leadership skills Leadership is important through all
phases of the project life cycle There are multiple leadership theories defining leadership styles that
should be used as needed for each situation or team It is especially important to communicate the vision
and inspire the project team to achieve high performance
Influencing Because project managers often have little or no direct authority over team members in a
matrix environment their ability to influence stakeholders on a timely basis is critical to project success
Key influencing skills include
○○ Ability to be persuasive and clearly articulate points and positions
○○ High levels of active and effective listening skills
○○ Awareness of and consideration for the various perspectives in any situation and
○○ Gathering relevant and critical information to address important issues and reach agreements
while maintaining mutual trust
Effective decision making This involves the ability to negotiate and influence the organization and the
project management team Some guidelines for decision making include
○○ Focus on goals to be served
○○ Follow a decisionmaking process
○○ Study the environmental factors
○○ Analyze available information
○○ Develop personal qualities of the team members
○○ Stimulate team creativity and
○○ Manage risk
943 Manage Project Team Outputs
9431 Change Requests
Staffing changes whether by choice or by uncontrollable events can affect the rest of the project management
plan When staffing issues disrupt the project team from adhering to the project management plan such as causing
the schedule to be extended or the budget to be exceeded a change request can be processed through the
Perform Integrated Change Control process Staffing changes may include moving people to different assignments
outsourcing some of the work and replacing team members who leave
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9项目力资源理
际交技例子项目理常包括：
领导项目成功需强领导力重领导
项目生命周期阶段定义领导风格领导理
应作种情况团队需特重视觉沟通
激励项目团队实现高性
影响项目理常少没直接权力团队成员
矩阵环境利益相关者时影响力项目成功关键
关键影响技包括：
○○够说服明确点位置
积极效听力技○○高水
○○意识考虑情况种角度
○○收集相关重信息解决重问题达成协议
时保持相互信
效决策涉谈判组织力影响
项目理团队决策指南包括：
○○重点目标服务
○○遵循决策程
○○研究环境素
○○分析信息
○○发展团队成员素质
○○激发团队创造力
○○理风险
943理项目团队：输出
9431变更请求
事变动选择法控制事件影响项目理休息
计划员工问题扰乱项目团队坚持项目理计划造成
该计划延长预算超变更请求处理通
执行整体变更控制程事变动包括移动务
外包工作更换团队成员离开
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Preventive actions are those actions that are developed to reduce the probability andor impact of problems
before they occur These actions may include cross training to reduce problems during project team member
absences and additional role clarification to ensure all responsibilities are fulfilled
9432 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the human
resource management plan
9433 Project Documents Updates
Project documents that may indirectly be updated include but are not limited to
Issue log
Roles description and
Project staff assignments
9434 Enterprise Environmental Factors Updates
Enterprise environmental factors that may require updates as a result of the Manage Project Team process
include but are not limited to
Input to organizational performance appraisals and
Personnel skill updates
9435 Organizational Process Assets Updates
Organizational process assets that may require updates as a result of the Manage Project Team process include
but are not limited to
Historical information and lessons learned documentation
Templates and
Organizational standard processes
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9项目力资源理
9
预防措施指行动减少概率影响问题
发生前行动包括交叉培训减少项目团队成员问题
缺勤额外角色澄清确保责位
9432项目理计划更新
项目理计划更新容包括限类
资源理计划
9433项目文件更新
项目文件间接更新包括限：
问题日志
角色描述
项目职员分配
9434企业环境素更新
企业环境素需更新作结果理项目团队程
包括限：
输入组织绩效评估
员技更新
9435组织程资产更新
组织程资产需更新作结果理项目团队程包括
限：
历史信息验教训文档
模板
组织标准程
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management includes the processes that are required to ensure timely and appropriate
planning collection creation distribution storage retrieval management control monitoring and the ultimate
disposition of project information Project managers spend most of their time communicating with team members
and other project stakeholders whether they are internal (at all organizational levels) or external to the organization
Effective communication creates a bridge between diverse stakeholders who may have different cultural and
organizational backgrounds different levels of expertise and different perspectives and interests which impact or
have an influence upon the project execution or outcome
Figure 101 provides an overview of the Project Communications Management processes which are as follows
101 Plan Communications Management—The process of developing an appropriate approach and
plan for project communications based on stakeholder’s information needs and requirements and
available organizational assets
102 Manage Communications—The process of creating collecting distributing storing retrieving and
the ultimate disposition of project information in accordance with the communications management
plan
103 Control Communications—The process of monitoring and controlling communications throughout
the entire project life cycle to ensure the information needs of the project stakeholders are met
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
The communication activities involved in these processes may often have many potential dimensions that need
to be considered including but not limited to
Internal (within the project) and external (customer vendors other projects organizations the public)
Formal (reports minutes briefings) and informal (emails memos adhoc discussions)
Vertical (up and down the organization) and horizontal (with peers)
Official (newsletters annual report) and unofficial (off the record communications) and
Written and oral and verbal (voice inflections) and nonverbal (body language)
10
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10项目沟通理
10
项目沟通理
项目沟通理包括需确保时适程
规划收集创建存储检索分配理控制监测终
项目信息处理项目理花费部分时间团队成员沟通
项目干系否部（级组织）外部组织
效沟通创造利益相关者文化间桥梁
组织背景层次专业知识观点利益影响
项目执行结果影响
图101提供项目沟通理程概述容：
101计划通信理发展合适方法程
基利益相关者信息需求求项目沟通计划
效组织资产
102理沟通创造程收集分发存储检索
着通信理根项目信息终处置
计划
103控制通信监测控制通信整程
整项目生命周期确保信息需求项目干系见面
程间相互作知识领域程详细描述
第3节附录A1
交际活动参程许潜尺寸需
考虑包括限：
部（项目）外部（客户供应商项目组织公众）
正式（报告分钟简报）非正式（电子邮件备忘录特设讨）
垂直（组织）水（行）
官方（简讯年度报告）非官方（关闭记录通信）
书面口头口头（语音语调）非语言（身体语言）
10
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10 PROJECT COMMUNICATIONS MANAGEMENT
Most communication skills are common for both general management and project management such as but
not limited to
Listening actively and effectively
Questioning and probing ideas and situations to ensure better understanding
Educating to increase team’s knowledge so that they can be more effective
Factfinding to identify or confirm information
Setting and managing expectations
Persuading a person a team or an organization to perform an action
Motivating to provide encouragement or reassurance
Coaching to improve performance and achieve desired results
Negotiating to achieve mutually acceptable agreements between parties
Resolving conflict to prevent disruptive impacts and
Summarizing recapping and identifying the next steps
1 Inputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Communication requirements
analysis
2 Communication technology
3 Communication models
4 Communication methods
5 Meetings
3 Outputs
1 Communications management
plan
2 Project documents updates
1 Inputs
1 Communications management
plan
2 Work performance reports
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Communication technology
2 Communication models
3 Communication methods
4 Information management
systems
5 Performance reporting
3 Outputs
1 Project communications
3 Project management plan
updates
2 Project documents updates
4 Organizational process assets
updates
1 Inputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process assets
2 Tools & Techniques
1 Information management
systems
2 Expert judgment
3 Meetings
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Communications
Management Overview
102 Manage
Communications
101 Plan Communications
Management
103 Control
Communications
Figure 101 Project Communications Management Overview
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10项目沟通理
数沟通技巧常见般理项目理
限：
听力积极效
质疑探究思想情况确保更理解
教育提高团队知识更效
事实发现识确认信息
设置理期
说服团队者组织执行操作
激励鼓励安慰提供
教练提高性达预期效果
谈判达成双方接受事间协议
解决突破坏性影响防止
总结概括确定步
1投入
1项目理计划
2利益相关者注册
3企业环境
素
4组织程资产
2工具技术
1通信求
分析
2通信技术
3通信模型
4种通信方式
5会议
3输出
1通讯理
计划
2项目文件更新
1投入
1通讯理
计划
2工作业绩报告
3企业环境
素
4组织程资产
2工具技术
1通信技术
2通信模型
3种通信方式
4信息理
系统
5绩效报告
3输出
1项目沟通
3项目理计划
更新
2项目文件更新
4组织程资产
更新
1投入
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程资产
2工具技术
1信息理
系统
2专家判断
3会议
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目沟通
理概述
102理
通信
101计划通信
理
103控制
通信
图101项目沟通理概述
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
101 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
The key benefit of this process is that it identifies and documents the approach to communicate most effectively
and efficiently with stakeholders The inputs tools and techniques and outputs of this process are depicted in
Figure 102 Figure 103 depicts the data flow diagram of the Plan Communications Management process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communication
requirements analysis
2 Communication
technology
3 Communication models
4 Communication methods
5 Meetings
1 Communications
management plan
2 Project documents
updates
Figure 102 Plan Communications Management Inputs Tools & Techniques and Outputs
Project Communications Management
101
Plan
Communications
Management
102
Manage
Communications
Stakeholder
register Communications
management plan
Organizational
process assets
Enterprise
e nvironmental
factors
Project
management plan
Project
d ocuments
updates
42
Develop Project
Management
Plan
133
Manage
Stakeholder
Engagement
131
Identify
Stakeholders
Enterprise
Organization
Project
Documents
Figure 103 Plan Communications Management Data Flow Diagram
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10项目沟通理
10
101项目沟通理
计划沟通理发展适方法计划项目程
基利益相关者信息需求求通信效组织资产
程关键处标识文件效沟通方法
效利益相关者输入工具技术程输出描绘
图102图103描绘计划沟通理程数流图
输入工具技术输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1通信
需求分析
2通信
技术
3通信模型
4种通信方式
5会议
1通信
理计划
2项目文件
更新
图102计划沟通理：输入输出工具技术
项目沟通理
101
计划
通信
理
102
理
通信
利益相关者
通信寄存器
理计划
组织
程资产
企业
环境
素
项目
理计划
项目
单
更新
42
开发项目
理
计划
133
理
利益相关者
订婚
131
识
利益相关者
企业
组织
项目
文件
图103计划沟通理数流图
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10 PROJECT COMMUNICATIONS MANAGEMENT
Planning the project communications is important to the ultimate success of any project Inadequate
communications planning may lead to problems such as delay in message delivery communication of information
to the wrong audience or insufficient communication to the stakeholders and misunderstanding or misinterpretation
of the message communicated
On most projects communication planning is performed very early such as during project management plan
development This allows appropriate resources such as time and budget to be allocated to communication
activities Effective communication means that the information is provided in the right format at the right time to
the right audience and with the right impact Efficient communication means providing only the information that
is needed
While all projects share the need to communicate project information the information needs and methods of
distribution may vary widely In addition the methods of storage retrieval and ultimate disposition of the project
information need to be considered and appropriately documented during this process Important considerations
that may need to be taken into account include but are not limited to
Who needs what information and who is authorized to access that information
When they will need the information
Where the information should be stored
What format the information should be stored in
How the information can be retrieved and
Whether time zone language barriers and crosscultural considerations need to be taken into account
The results of the Plan Communications Management process should be reviewed regularly throughout the
project and revised as needed to ensure continued applicability
1011 Plan Communications Management Inputs
10111 Project Management Plan
Described in Section 4231 The project management plan provides information on how the project will be
executed monitored controlled and closed
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10项目沟通理
项目计划交流项目终成功重足
交通规划导致消息传递延迟问题信息沟通
错误观众者沟通足利益相关者误解曲解
信息传达
数项目沟通计划进行早项目理计划中
发展允许适资源时间预算分配通信
活动效沟通意味着信息正确格式提供正确时间
正确受众权利影响效沟通手段提供信息
必
项目享需沟通项目信息信息需求方法
分布外该方法存储检索项目终处置
信息需考虑适记录程中重考虑素
需考虑包括限：
谁需什信息谁授权访问信息
需信息
里信息应该存储
信息应该存储什格式
信息检索
否时区语言障碍文化素需加考虑
该计划沟通理程结果应定期检讨整
项目修订保证持续适性
1011沟通理计划输入
机IP项目理计划
第4231描述项目理计划提供信息项目
执行监视控制关闭
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
10112 Stakeholder Register
Described in Section 13131 The stakeholder register provides the information needed to plan the
communication with project stakeholders
10113 Enterprise Environmental Factors
Described in Section 215 The Plan Communications Management process is tightly linked with enterprise
environmental factors since the structure of an organization will have a major effect on the project’s communication
requirements All enterprise environmental factors described in Section 215 are used as inputs for this process
since communications need to be adapted to the project environment
10114 Organizational Process Assets
Described in Section 214 All organizational process assets described in Section 214 are used as inputs to the
Plan Communications Management process Of these lessons learned and historical information are of particular
importance because they can provide insights on both the decisions taken regarding communications issues and
the results of those decisions in previous similar projects These can be used as guiding information to plan the
communication activities for the current project
1012 Plan Communications Management Tools and Techniques
10121 Communication Requirements Analysis
The analysis of the communication requirements determines the information needs of the project stakeholders
These requirements are defined by combining the type and format of information needed with an analysis of the
value of that information Project resources should be expended only on communicating information that contributes
to the success of the project or where a lack of communication can lead to failure
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10
10112利益相关者登记
第13131描述利益相关者提供需信息计划
项目干系沟通
10113企业环境素
第215描述计划沟通理程企业紧密联系起
环境素组织结构会项目沟通作
求企业环境素第215描述作该程输入
通信需适应工程环境
10114组织程资产
第214描述第214描述组织程资产作输入
计划沟通理程中验教训历史信息特
重提供决策问题见解关通信
前类似项目决策结果作指导信息计划
前项目交流活动
1012沟通理计划工具技术
10121沟通需求分析
通信需求分析确定项目利益相关者信息需求
求相结合类型需信息格式定义分析
信息价值项目资源应该交流信息助
项目成功缺乏沟通会导致失败
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The project manager should also consider the number of potential communication channels or paths as an
indicator of the complexity of a project’s communications The total number of potential communication channels
is n(n – 1)2 where n represents the number of stakeholders For example a project with 10 stakeholders has
10(10 – 1)2 45 potential communication channels As a result a key component of planning the project’s
actual communications is to determine and limit who will communicate with whom and who will receive what
information
Sources of information typically used to identify and define project communication requirements include but
are not limited to
Organizational charts
Project organization and stakeholder responsibility relationships
Disciplines departments and specialties involved in the project
Logistics of how many persons will be involved with the project and at which locations
Internal information needs (eg when communicating within organizations)
External information needs (eg when communicating with the media public or contractors) and
Stakeholder information and communication requirements from within the stakeholder register
10122 Communication Technology
The methods used to transfer information among project stakeholders may vary significantly For example a
project team may use techniques from brief conversations to extended meetings or from simple written documents
to extensive materials (eg schedules databases and websites) which are accessible online as methods of
communication
Factors that can affect the choice of communication technology include
U rgency of the need for information There is a need to consider the urgency frequency and format
of the information to be communicated as they may vary from project to project and also within different
stages of a project
Availability of technology There is a need to ensure that the technology that is required to facilitate
communication is compatible available and accessible for all stakeholders throughout the life of the
project
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10项目沟通理
项目理应考虑潜通信通道路径数
项目通信复杂度指标潜通信通道总数
N（N–1） 2中N利益相关者数量例10者项目
10（10–1） 2 45潜通信通道作结果规划项目关键组成部分
实际通信确定限制谁会谁谁什
信息
信息源通常确定定义项目沟通求包括
限：
组织图
项目组织利益相关者责关系
学科部门参项目特点
物流少参项目位置
部信息需求（例组织部沟通）
外部信息需求（例通信媒体公众承包商）
利益相关者信息通信求利益相关者登记册
通信技术应
该方法项目利益相关者间信息传输会明显说呢
项目团队简短谈话扩会议技术简单书面文件
广泛材料（例表数库网站）线访问方法
通信
素会影响通信技术选择包括：
U样需信息需考虑紧迫性频率格式
信息项目沟通
项目阶段
技术性必确保需推动技术
沟通兼容整生活利益相关者
项目
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Ease of Use There is a need to ensure that the choice of communication technologies is suitable for
project participants and that appropriate training events are planned for where appropriate
Project environment There is a need to determine if the team will meet and operate on a facetoface
basis or in a virtual environment whether they will be located in one or multiple time zones whether
they will use multiple languages for communication and finally whether there are any other project
environmental factors such as culture which may affect communications
Sensitivity and confidentiality of the information There is a need to determine if the information
to be communicated is sensitive or confidential and whether or not additional security measures need
to be taken Also the most appropriate way to communicate the information should be considered
10123 Communication Models
The communication models used to facilitate communications and the exchange of information may vary from
project to project and also within different stages of the same project A basic communication model shown in
Figure 104 consists of two parties defined as the sender and receiver Medium is the technology medium and
includes the mode of communication while noise includes any interference or barriers that might compromise the
delivery of the message The sequence of steps in a basic communication model is
Encode Thoughts or ideas are translated (encoded) into language by the sender
Transmit Message This information is then sent by the sender using communication channel (medium)
The transmission of this message may be compromised by various factors (eg distance unfamiliar
technology inadequate infrastructure cultural difference and lack of background information) These
factors are collectively termed as noise
Decode The message is translated by the receiver back into meaningful thoughts or ideas
Acknowledge Upon receipt of a message the receiver may signal (acknowledge) receipt of the message
but this does not necessarily mean agreement with or comprehension of the message
FeedbackResponse When the received message has been decoded and understood the receiver
encodes thoughts and ideas into a message and then transmits this message to the original sender
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易需确保通信技术选择适合
项目参者计划适培训项目适方
项目环境需确定果球队会面面
基础虚拟环境否位时区否
语言沟通否项目
环境素文化会影响通信
敏感性保密信息需确定信息
连通敏感机密否需额外安全措施
应采取时信息交流合适方法应考虑
10123通信模型
通信模型通信信息交流会
项目项目阶段基通信模式表现
图104两政定义发送器接收器介质中技术
包括通信模式噪声包括干扰障碍会妥协
消息传递基通信模式步骤序：
编码思想观念转化（编码）发送者语言
发送消息然信息通通信信道发送方发送（中）
消息传输会受种素损害（例距离熟悉
技术基础设施足文化差异缺乏背景信息）
素统称噪声
解码该消息接收转变成意义思想观念翻译
承认收消息时接收信号（承认）收消息
定意味着意理解消息
反馈响应接收消息解码理解接收机
编码想法消息然发送该信息原始发件
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Sender
Encode
Decode
Receiver
Decode
Encode
Transmit
Message
Feedback
Noise Message
Medium
Noise
Noise
Acknowledge
Message
Figure 104 Basic Communication Model
The components of the basic communication model need to be considered when project communications
are discussed As part of the communications process the sender is responsible for the transmission
of the message ensuring the information being communicated is clear and complete and confirming the
communication is correctly understood The receiver is responsible for ensuring that the information is received
in its entirety understood correctly and acknowledged or responded to appropriately
There are many challenges in using these components to effectively communicate with project stakeholders
such as in a highly technical multinational project team Successful communication of a technical concept
from one team member to another team member in a different country could involve encoding the message in
the appropriate language sending the message using a variety of technologies and having the receiver decode
the message into his or her native language and then reply or provide feedback Any noise introduced along
the way may compromise the original meaning of the message In this example there are multiple factors that
may lead to the intended meaning of the message being misunderstood or misinterpreted
10124 Communication Methods
There are several communication methods that are used to share information among project stakeholders
These methods are broadly classified as follows
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10项目沟通理
发送者
编码
解码
接收机
解码
编码
传输
消息
反馈
噪声消息
介质
噪声
噪声
承认
消息
图104基通信模型
基通信组件模型时需考虑项目通讯
讨作沟通程部分发送者负责传输
信息确保信息传达清晰完整确认
沟通正确理解接收器负责确保接收信息
整体正确理解承认回应适
组件项目利益相关者进行效沟通许挑战
高度技术跨国项目团队成功通信技术概念
团队成员团队成员国家涉编码消息
适语言种技术发送消息接收机解码
消息进入母语然答复提供反馈噪音
方式会妥协邮件原始意义例子中素
导致误解曲解原意消息
10124通信方法
分享项目利益相关者间信息通信种方法
方法致分：
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Interactive communication Between two or more parties performing a multidirectional exchange
of information It is the most efficient way to ensure a common understanding by all participants on
specified topics and includes meetings phone calls instant messaging video conferencing etc
Push communication Sent to specific recipients who need to receive the information This ensures
that the information is distributed but does not ensure that it actually reached or was understood by the
intended audience Push communications include letters memos reports emails faxes voice mails
blogs press releases etc
Pull communication Used for very large volumes of information or for very large audiences and
requires the recipients to access the communication content at their own discretion These methods
include intranet sites elearning lessons learned databases knowledge repositories etc
The choices of communication methods that are used for a project may need to be discussed and agreed upon
by the project stakeholders based on communication requirements cost and time constraints and familiarity and
availability of the required tools and resources that may be applicable to the communications process
10125 Meetings
Described in Section 4323 The Plan Communications Management process requires discussion and dialogue
with the project team to determine the most appropriate way to update and communicate project information
and to respond to requests from various stakeholders for that information These discussions and dialogue are
commonly facilitated through meetings which may be conducted face to face or online and in different locations
such as the project site or the customer’s site
There are several types of projectrelated meetings where project communications may occur Most project
meetings consist of stakeholders coming together for the purpose of resolving problems or making decisions
Although casual discussions may be construed as a meeting most project meetings are more formal with a
prearranged time place and agenda Typical meetings begin with a defined list of issues to be discussed which are
circulated in advance with minutes and other information documented specifically for the meeting This information
is then disseminated to other appropriate stakeholders on an asneeded basis
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互动沟通两两事进行交流
信息确保参者谅解效方式
指定题包括会议电话时通讯视频会议等等
推动通信派需接受特定信息接受者确保
信息分散保证实际达理解
目标观众推动通信包括信函备忘录报告电子邮件传真语音邮件
博客新闻稿等
拉通信非常量信息非常观众
求收件行接入通信容方法
包括部网站学验数库知识库等
项目沟通方法选择需讨商定
基通信求项目成时间限制利益相关者熟悉
需工具资源适通信程中性
10125会议
第4323描述计划沟通理程中需讨话
项目团队确定更新项目信息沟通合适方法
应种利益相关者求信息讨话
通常通会议进行面面网点
项目网站客户网站
种类型项目相关会议项目沟通会发生数项目
会议解决问题做出决定目利益相关者
然时讨解释会议数项目会议更正式
预设时间点议程典型会议开始定义讨问题清单
循环提前分钟信息记录专门会议信息
然传播利益相关者需基础
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1013 Plan Communications Management Outputs
10131 Communications Management Plan
The communications management plan is a component of the project management plan that describes how
project communications will be planned structured monitored and controlled The plan contains the following
information
Stakeholder communication requirements
Information to be communicated including language format content and level of detail
Reason for the distribution of that information
Time frame and frequency for the distribution of required information and receipt of acknowledgment or
response if applicable
Person responsible for communicating the information
Person responsible for authorizing release of confidential information
Person or groups who will receive the information
Methods or technologies used to convey the information such as memos email andor press releases
Resources allocated for communication activities including time and budget
Escalation process identifying time frames and the management chain (names) for escalation of issues
that cannot be resolved at a lower staff level
Method for updating and refining the communications management plan as the project progresses and
develops
Glossary of common terminology
Flow charts of the information flow in the project workflows with possible sequence of authorization list
of reports and meeting plans etc and
Communication constraints usually derived from a specific legislation or regulation technology and
organizational policies etc
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1013计划沟通理：输出
10131沟通理计划
沟通理计划项目理计划组成部分介绍
项目沟通计划结构化监测控制该计划包含
信息：
利益相关者沟通需求
传达信息包括语言格式容详细程度
原信息分布
需信息收确认时间频率分布
响应适
负责沟通信息
负责授权泄露公司机密
团体谁收信息
方法技术传达信息备忘录电子邮件新闻
资源分配交流活动包括时间预算
升级程识时间框架理链（名）升级问题
低级员解决
更新完善沟通理计划项目进展方法
发展
常见术语术语
项目中信息流流程图授权序列工作流列表
报告会议计划等
通信约束通常特定法律法规技术
组织政策等等
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10
The communications management plan can also include guidelines and templates for project status meetings
project team meetings emeetings and email messages The use of a project website and project management
software can also be included if these are to be used in the project
10132 Project Documents Updates
Project documents that may be updated include but are not limited to
Project schedule and
Stakeholder register
102 Manage Communications
Manage Communications is the process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance to the communications management plan The key benefit of this
process is that it enables an efficient and effective communications flow between project stakeholders The inputs
tools and techniques and outputs of this process are depicted in Figure 105 Figure 106 depicts the data flow
diagram of the Manage Communications process
Inputs Tools & Techniques Outputs
1 Communications
management plan
2 Work performance
reports
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communication
technology
2 Communication models
3 Communication methods
4 Information management
systems
5 Performance reporting
1 Project communications
3 Project management plan
updates
2 Project documents
updates
4 Organizational process
assets updates
Figure 105 Manage Communications Inputs Tools & Techniques and Outputs
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沟通理计划包括项目状态会议指南模板
项目团队会议emeetings电子邮件网站项目项目理应
软件包括果项目中
10132项目文件更新
项目文件更新包括限：
项目进度
利益相关者登记
102理通信
理沟通创造程中收集分发存储检索终
根项目信息沟通理计划配置关键利益
程效项目干系间通信流输入
工具技术程输出描绘图105图106描述数流
理通信流程图
输入工具技术输出
1通信
理计划
2工作性
报告
3企业环境
素
4组织程
资产
1通信
技术
2通信模型
3种通信方式
4信息理
系统
5绩效报告
1项目沟通
3项目理计划
更新
2项目文件
更新
4组织程
资产更新
图105沟通理：输入输出工具技术
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Project Communications Management
102
Manage
Communications
101
Plan
Communications
Management
103
Control
Communications
Organizational
process assets updates
Communications
management plan
Project documents
updates
Project
communications
Enterprise
e nvironmental
factors
Organizational
process assets
Work performance
reports
Project
management
plan updates
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
Enterprise
Organization
Project
Documents
Figure 106 Manage Communications Data Flow Diagram
This process goes beyond the distribution of relevant information and seeks to ensure that the information being
communicated to project stakeholders has been appropriately generated as well as received and understood It
also provides opportunities for stakeholders to make requests for further information clarification and discussion
Techniques and considerations for effective communications management include but are not limited to the
following
Senderreceiver models Incorporating feedback loops to provide opportunities for interaction
participation and remove barriers to communication
C hoice of media Situation specifics as to when to communicate in writing versus orally when to prepare
an informal memo versus a formal report and when to communicate face to face versus by email
Writing style Appropriate use of active versus passive voice sentence structure and word choice
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项目沟通理
102
理
通信
101
计划
通信
理
103
控制
通信
组织
程资产更新
通信
理计划
项目文件
更新
项目
通信
企业
环境
素
组织
程资产
工作绩效
报告
项目
理
计划更新
42
开发项目
理
计划
44
监控
控制项目
工作
企业
组织
项目
文件
图106理通信数流图
程超出相关信息分布旨确保信息
传达项目利益相关者适产生接受理解
提供利益相关者做出进步信息请澄清讨机会
效沟通理技巧注意事项包括限
：
发件接收器模型反馈回路提供互动机会
参消沟通障碍
选择媒体详细情况时书面口头沟通准备
非正式备忘录正式报告面面沟通通电子邮件
写作风格合适动动语态句子结构词选择
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Meeting management techniques Preparing an agenda and dealing with conflicts
Presentation techniques Awareness of the impact of body language and design of visual aids
Facilitation techniques Building consensus and overcoming obstacles
Listening techniques Listening actively (acknowledging clarifying and confirming understanding) and
removal of barriers that adversely affect comprehension
1021 Manage Communications Inputs
10211 Communications Management Plan
Described in Section 10131 The communications management plan describes how project communications
will be planned structured monitored and controlled
10212 Work Performance Reports
Described in Section 4432 Work performance reports are a collection of project performance and status
information that may be used to facilitate discussion and to create communications To optimize this process it is
important that reports be comprehensive accurate and available in a timely manner
10213 Enterprise Environmental Factors
Described in Section 215 Specific enterprise environmental factors that can influence the Manage
Communications process include but are not limited to
Organizational culture and structure
Government or industry standards and regulations and
Project management information system
10214 Organizational Process Assets
Described in Section 214 Organizational process assets that can influence the Manage Communications
process include but are not limited to
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会议理技巧制备议程处理突
呈现技巧身体语言视觉辅助设计影响认识
促进技术建立识克服障碍
听力技巧积极倾听（承认澄清确认理解）
障碍影响理解
1021理通讯：输入
10211沟通理计划
第10131描述沟通理计划描述项目沟通
计划进行结构化监测控制
10212工作绩效报告
第4432描述工作业绩报告收集项目绩效状态
促进讨建立通信信息优化程中
报告全面重准确时提供
10213企业环境素
第215描述具体企业环境素影响理
通信程包括限：
组织文化结构
政府行业标准法规
项目理信息系统
10214组织程资产
第214描述组织程资产够影响理通信
程包括限：
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Policies procedures processes and guidelines regarding communications management
Templates and
Historical information and lessons learned
1022 Manage Communications Tools and Techniques
10221 Communication Technology
Described in Section 10122 The choice of communication technology is an important consideration in the
Manage Communications process As this can vary significantly from project to project and also throughout the life
of a project the focus is to ensure that the choice is appropriate for the information that is being communicated
10222 Communication Models
Described in Section 10123 The choice of communication models is an important consideration
in this process As the components in the communications all contribute toward an effective and efficient
communications process the focus is to ensure that the choice of the communication model is appropriate for
the project that is undertaken and that any barriers (noise) are identified and managed
10223 Communication Methods
Described in Section 10124 The choice of communication methods is an important consideration in this
process As there can be many potential barriers and challenges during this process the focus is to ensure that
the information that has been created and distributed has been received and understood to enable response and
feedback
10224 Information Management Systems
Project information is managed and distributed using a variety of tools including
Hardcopy document management letters memos reports and press releases
Electronic communications management email fax voice mail telephone video and web conferencing
websites and web publishing and
Electronic project management tools web interfaces to scheduling and project management software
meeting and virtual office support software portals and collaborative work management tools
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10项目沟通理
？政策程序程通信理指南
？模板
？历史吸取教训
1022理通讯：工具技术
10221通信技术
部分应描述通信技术选择重考虑素
理沟通程项目整生活
项目重点确保选择传达信息适
通信模型
第10123描述传播模型选择重考虑素
程中组件通信助效高效
通信程重点确保通信模式选择适
该项目承担障碍（噪声）识理
10223通信方法
第10124描述通信方式选择重考虑素
程许潜障碍挑战程中重点确保
已创建分发信息已收理解反应
反馈
10224信息理系统
项目信息理种工具分布包括：
？硬拷贝文件理：信件备忘录报告新闻发布
？电子通讯理：电子邮件传真语音邮件电话视频网络会议
网站网络出版
？电子项目理工具：网络接口调度项目理软件
会议虚拟办公室支持软件门户网站协工作理工具
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
10225 Performance Reporting
Performance reporting is the act of collecting and distributing performance information including status reports
progress measurements and forecasts Performance reporting involves the periodic collection and analysis of
baseline versus actual data to understand and communicate the project progress and performance as well as to
forecast the project results
Performance reporting needs to provide information at an appropriate level for each audience The format
may range from a simple status report to more elaborate reports and may be prepared regularly or on an
exception basis A simple status report might show performance information such as percent complete or status
dashboards for each area (ie scope schedule cost and quality) More elaborate reports may include
Analysis of past performance
Analysis of project forecasts (including time and cost)
Current status of risks and issues
Work completed during the period
Work to be completed in the next period
Summary of changes approved in the period and
Other relevant information which is reviewed and discussed
1023 Manage Communications Outputs
10231 Project Communications
The Manage Communications process involves the activities that are required for information to be created
distributed received acknowledged and understood Project communications may include but are not limited to
performance reports deliverables status schedule progress and cost incurred Project communications can vary
significantly and are influenced by factors such as but not limited to the urgency and impact of the message its
method of delivery and level of confidentiality
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10项目沟通理
10
10225绩效报告
绩效报告收集分发绩效信息包括状态报告
进步测量预测绩效报告涉定期收集分析
基线实际数理解沟通项目进展性
预测项目结果
绩效报告需听众适水提供信息格式
简单状态报告更详细报告定期准备
异常基础简单状态报告显示性信息完成百分状态
区仪表板（范围进度成质量）更详细报告包括：
？性分析
？项目预测分析（包括时间成）
？风险问题现状
？工作期间完成
？工作期完成
？期批准变更总结
？相关信息审查讨
1023理通讯：输出
10231项目沟通
理通信程中涉信息创建需活动
分布式接受承认理解项目沟通包括限：
绩效报告交付状况进度费项目沟通改变
明显等素影响限消息紧迫性影响
交付方法级保密
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10 PROJECT COMMUNICATIONS MANAGEMENT
10232 Project Management Plan Updates
The project management plan provides information on project baselines communications management and
stakeholder management Each of these areas may require updates based upon the current performance of the
project against the performance measurement baseline (PMB) The performance measurement baseline is an
approved plan for the project work to which the project execution is compared and deviations are measured
for management control The performance measurement baseline typically integrates scope schedule and cost
parameters of a project but may also include technical and quality parameters
10233 Project Documents Updates
Project documents that may be updated include but are not limited to
Issue log
Project schedule and
Project funding requirements
10234 Organizational Process Assets Updates
The organizational process assets which may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 413)
Project presentations The project team provides information formally or informally to any or all of the
project stakeholders The information and presentation method should be relevant to the needs of the
audience
Project records Project records may include correspondence memos meeting minutes and other
documents describing the project This information should to the extent possible and appropriate
be maintained in an organized manner Project team members can also maintain records in a project
notebook or register which could be physical or electronic
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10项目沟通理
10232项目理计划更新
项目理计划提供项目基线信息通信理
利益相关者理区域需根前性升级
项目绩效测量基准（PMB）绩效测量基准
批准项目工作项目执行计划相偏差测量
理控制绩效测量基线通常集成范围进度成
项目参数包括技术质量参数
10233项目文件更新
项目文件更新包括限：
？问题日志
？项目进度
？项目资金需求
10234组织程资产更新
组织程资产更新包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第413）
？项目介绍项目团队提供正式非正式
项目利益相关者信息演示方法应该需关
观众
？项目记录项目记录包括信函备忘录会议记录
描述项目文件信息应适程度
保持组织方式项目团队成员维持项目记录
笔记寄存器物理电子
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Feedback from stakeholders Information received from stakeholders concerning project operations is
distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the causes of issues reasoning behind
the corrective action chosen and other types of lessons learned about communications management
Lessons learned need to be documented and distributed so that it becomes part of the historical database
for both the project and the performing organization
103 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire
project life cycle to ensure the information needs of the project stakeholders are met The key benefit of this process
is that it ensures an optimal information flow among all communication participants at any moment in time The
inputs tools and techniques and outputs of this process are depicted in Figure 107 Figure 108 depicts the data
flow diagram of the Control Communications process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process
assets
1 Information management
systems
2 Expert judgment
3 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 107 Control Communications Inputs Tools & Techniques and Outputs
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10项目沟通理
10
？利益相关者反馈利益相关者项目操作接收信息
分布式修改改善项目未表现
？验教训文档文档包括问题背原
选择纠正措施类型通信理验教训
验教训需记录分布成历史数库部分
项目执行组织
103控制通信
控制通信监测控制通信整程
项目生命周期确保信息需求项目干系见面程关键利益
确保佳信息流间通信参者时刻
输入工具技术程输出描绘图107图108描绘数
控制通信程流程图
输入工具技术输出
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程
资产
1信息理
系统
2专家判断
3会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图107控制通信：输入输出工具技术
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Project Communications Management
102
Manage
Communications
Organizational process
assets updates
Project
communications
Project documents
updates
Change
requests
Organizational
process assets
Work performance data
Issue log
Project
management
plan
Project
management
plan updates
Work performance
information
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
133
Manage
Stakeholder
Engagement
103
Control
Communications
Enterprise
Organization
Project
Documents
Figure 108 Control Communications Data Flow Diagram
The Control Communications process can trigger an iteration of the Plan Communications Management andor
Manage Communications processes This iteration illustrates the continuous nature of the Project Communications
Management processes Specific communication elements such as issues or key performance indicators (eg
actual vs planned schedule cost and quality) may trigger an immediate revision while others may not The impact
and repercussions of project communications should be carefully evaluated and controlled to ensure that the right
message is delivered to the right audience at the right time
1031 Control Communications Inputs
10311 Project Management Plan
Described in Section 4231 The project management plan describes how the project will be executed
monitored controlled and closed It provides valuable information for the Control Communications process such
as but not limited to
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10项目沟通理
项目沟通理
102
理
通信
？组织程
资产更新
？项目
通信
？项目文件
更新
？改变
请求
？组织
程资产
？工作性数
？问题日志
？项目
理
计划
？项目
理
计划更新
？工作绩效
问询处
44
监控
控制项目
工作
45
执行
集成
变更控制
42
开发项目
理
计划
43
直接
理项目
工作
133
理
利益相关者
订婚
103
控制
通信
企业
组织
项目
文件
图108控制通信数流图
控制通信程触发通信理计划迭代
理沟通程种迭代说明通信项目连续性
理流程具体通信单元问题关键绩效指标（例
实际计划进度成质量）引发修订影响
项目沟通影响应仔细评估控制确保正确
消息正确时间交付正确受众
1031控制通信：输入
10311项目理计划
第4231描述项目理计划描述项目执行
监视控制关闭控制通信程提供价值信息
限：
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Stakeholder communication requirements
Reason for the distribution of the information
Timeframe and frequency for the distribution of required information
Individual or group responsible for communication of the information and
Individual or group receiving the information
10312 Project Communications
Described in Section 10231 The Control Communications process involves the activities that are required
for information and communications to be monitored acted upon and released to stakeholders Project
communications come from multiple sources and may vary significantly in their format level of detail degree of
formality and confidentiality Project communications may include but are not limited to
Deliverables status
Schedule progress and
Costs incurred
10313 Issue Log
Described in Section 13331 An issue log is used to document and monitor the resolution of issues It may be
used to facilitate communication and ensure a common understanding of issues A written log documents and helps
to monitor who is responsible for resolving specific issues by a target date Issue resolution addresses obstacles
that can block the team from achieving its goals This information is important to the Control Communications
process as it provides both a repository for what has already happened in the project and a platform for subsequent
communications to be delivered
10314 Work Performance Data
Described in Section 4332 Work performance data organizes and summarizes the information gathered
and presents the results of comparative analysis to the performance measurement baseline
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10
？利益相关者沟通需求
？信息分布原
？申请需资料分布时间频率
？组负责信息沟通
？团体接收信息
10312项目沟通
第10231描述控制通信程需活动
信息通信进行监测采取行动释放利益相关者项目
通信源格式显着变化详细程度程度
形式保密项目沟通包括限：
？交付状况
？进度
？费
10313问题日志
第13331描述问题日志记录监控问题解决
促进交流确保问题达成识写日志文件帮助
监控谁负责目标日期解决特定问题问题解决障碍
阻止团队达成目标信息重控制通信
程提供什已项目发生台库
沟通传递
10314工作性数
第4332部分描述工作性数组织总结信息收集
提出较分析结果绩效测量基线
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10315 Organizational Process Assets
Described in Section 214 The organizational process assets that may influence the Control Communications
process include but are not limited to
Report templates
Policies standards and procedures that define communications
Specific communication technologies available
Allowed communication media
Record retention policies and
Security requirements
1032 Control Communications Tools and Techniques
10321 Information Management Systems
An information management system provides a set of standard tools for the project manager to capture store
and distribute information to stakeholders about the project’s costs schedule progress and performance Some
software packages allow the project manager to consolidate reports from several systems and facilitate report
distribution to the project stakeholders Examples of distribution formats may include table reporting spreadsheet
analysis and presentations Graphic capabilities can be used to create visual representations of project performance
information
10322 Expert Judgment
Expert judgment is often relied upon by the project team to assess the impact of the project communications
need for action or intervention actions that should be taken responsibility for taking such actions and the timeframe
for taking action Expert judgment may need to be applied to technical andor management details and may be
provided by any group or individual with specialized knowledge or training such as
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10项目沟通理
10315组织程资产
第214描述会影响控制通信组织程资产
程包括限：
？报告模板
？政策标准程序确定通信
？具体通信技术
？允许通信媒体
？记录保留政策
？安全求
1032控制通信：工具技术
10321信息理系统
理信息系统项目理捕获提供套标准工具存储
分发信息项目利益相关者成进度性
软件包允许项目理汇总报告报告系统方便
分配项目利益相关者分布格式例子包括报表电子表格
分析报告图形功创建项目绩效视觉表现
信息
10322专家判断
专家判断赖项目团队评估项目通信影响
行动干预需应采取行动采取种行动责时间
采取行动专家判断需技术理细节
组织专业知识提供培训：
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts and
Project management office (PMO)
The project manager in collaboration with the project team then determines the actions required to ensure that
the right message is communicated to the right audience at the right time
10323 Meetings
The Control Communications process requires discussion and dialogue with the project team to determine
the most appropriate way to update and communicate project performance and to respond to requests from
stakeholders for information These discussions and dialogues are commonly facilitated through meetings
which may be conducted face to face or online and in different locations such as the project site or the
client’s site Project meetings also include discussions and dialog with suppliers vendors and other project
stakeholders
1033 Control Communications Outputs
10331 Work Performance Information
Described in Section 4415 Work performance information organizes and summarizes the performance data
gathered This performance data typically provides status and progress information on the project at the level of
detail required by the various stakeholders This information is then communicated to the appropriate stakeholders
10332 Change Requests
Described in Section 4333 The Control Communications process often results in the need for adjustment
action and intervention As a result change requests will be generated as an output These change requests are
processed through the Perform Integrated Change Control process (Section 45) and may result in
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10 PROJECT COMMUNICATIONS MANAGEMENT
New or revised cost estimates activity sequences schedule dates resource requirements and analysis
of risk response alternatives
Adjustments to the project management plan and documents
Recommendations of corrective actions that may bring the expected future performance of the project
back in line with the project management plan and
Recommendations of preventive actions that may reduce the probability of incurring future negative
project performance
10333 Project Management Plan Updates
Control Communications process may trigger updates to the communications management plan as well as
other components of the project management plan (eg stakeholders and human resource management plans)
10334 Project Documents Updates
Project documents may be updated as a result of the Control Communications process These updates may
include but are not limited to
Forecasts
Performance reports and
Issue log
10335 Organizational Process Assets Updates
The organizational process assets that may be updated include but are not limited to report formats and
lessons learned documentation This documentation may become part of the historical database for both this
project and the performing organization and may include the causes of issues reasons behind the corrective action
chosen and other types of lessons learned during the project
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10
？组织单位
？咨询顾问
？利益相关者包括客户赞助商
？专业技术协会
？行业团体
？题专家
？项目理办公室（PMO）
项目理项目团队协作然确定需确保行动
正确信息传达正确受众正确时间
10323会议
控制通信程需项目团队确定讨话
更新交流项目绩效合适方法请求响应
利益相关者信息讨话通常通会议
进行面面网点项目现场
客户网站项目会议包括讨话供应商供应商项目
利益相关者
1033控制通信：输出
10331工作绩效信息
第4415描述工作绩效信息组织总结性数
聚集性数通常提供研究进展水项目状态信息
利益相关者求细节然信息传递利益相关者
10332变更请求
第4333描述控制通信程结果需调整
行动干预作结果变更请求产生输出变更请求
通实施整体变更控制程处理（45节）会导致：
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？新修正费估算活动序列时间表资源需求分析
风险应方案
？调整项目理计划文件
？会该项目预期未业绩纠正行动建议
项目理计划
？减少产生负概率未预防措施建议
项目绩效
10333项目理计划更新
控制通信程中会更新沟通理计划触发
项目理计划组件（例利益相关者力资源理计划）
10334项目文件更新
项目文件控制通信进程更新更新
包括限：
？预测
？绩效报告
？问题日志
10335组织程资产更新
更新组织程资产包括限报告格式
验教训文档文档会历史数库部分
项目执行组织包括问题产生原纠正行动背原
选择类型项目中吸取验教训
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11 PROJECT RISK MANAGEMENT
11
PROJECT RISK MANAGEMENT
Project Risk Management includes the processes of conducting risk management planning identification
analysis response planning and controlling risk on a project The objectives of project risk management are to
increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events
in the project
Figure 111 provides an overview of the Project Risk Management processes which are as follows
111 Plan Risk Management—The process of defining how to conduct risk management activities for a
project
112 Identify Risks—The process of determining which risks may affect the project and documenting
their characteristics
113 Perform Qualitative Risk Analysis—The process of prioritizing risks for further analysis or action
by assessing and combining their probability of occurrence and impact
114 Perform Quantitative Risk Analysis—The process of numerically analyzing the effect of identified
risks on overall project objectives
115 Plan Risk Responses—The process of developing options and actions to enhance opportunities and
to reduce threats to project objectives
116 Control Risks—The process of implementing risk response plans tracking identified risks monitoring
residual risks identifying new risks and evaluating risk process effectiveness throughout the project
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
11
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11项目风险理
11
项目风险理
项目风险理包括风险理程进行规划识
分析响应计划项目风险控制项目风险理目标
增加积极事件性影响减少负面事件性影响
项目
图111提供项目风险理程概述容：
111计划风险理程定义进行风险理活动
项目
112识风险程中确定风险会影响项目记录
特点
113定性风险分析风险优先进行进步分析行动程
通评估组合发生碰撞概率
114实施定量风险分析影响进行定量分析方法确定
项目整体目标风险
115风险响应计划制定提高机会选择行动程
针项目目标减少威胁
116控制风险实施风险应计划程中踪已识风险监测
残余风险识新风险风险评估程效性整项目
程间相互作知识领域程详细描述
第3节附录A1
11
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11 PROJECT RISK MANAGEMENT
Project risk is an uncertain event or condition that if it occurs has a positive or negative effect on one or
more project objectives such as scope schedule cost and quality A risk may have one or more causes and
if it occurs it may have one or more impacts A cause may be a given or potential requirement assumption
constraint or condition that creates the possibility of negative or positive outcomes For example causes could
include the requirement of an environmental permit to do work or having limited personnel assigned to design the
project The risk is that the permitting agency may take longer than planned to issue a permit or in the case of
an opportunity additional development personnel may become available who can participate in design and they
can be assigned to the project If either of these uncertain events occurs there may be an impact on the project
scope cost schedule quality or performance Risk conditions may include aspects of the project’s or organization’s
environment that contribute to project risk such as immature project management practices lack of integrated
management systems concurrent multiple projects or dependency on external participants who are outside the
project’s direct control
Project risk has its origins in the uncertainty present in all projects Known risks are those that have been
identified and analyzed making it possible to plan responses for those risks Known risks that cannot be managed
proactively should be assigned a contingency reserve Unknown risks cannot be managed proactively and therefore
may be assigned a management reserve A negative project risk that has occurred is considered an issue
Individual project risks are different from overall project risk Overall project risk represents the effect of
uncertainty on the project as a whole It is more than the sum of the individual risks within a project since it includes
all sources of project uncertainty It represents the exposure of stakeholders to the implications of variations in
project outcome both positive and negative
Organizations perceive risk as the effect of uncertainty on projects and organizational objectives Organizations
and stakeholders are willing to accept varying degrees of risk depending on their risk attitude The risk attitudes of
both the organization and the stakeholders may be influenced by a number of factors which are broadly classified
into three themes
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11项目风险理
项目风险确定事件条件果发生正面负面影响
更项目目标范围进度成质量风险原
果发生更影响原定潜需求假设
约束条件产生积极消极结果性例原
包括工作环境许证求具限员分配设计
项目风险允许代理需更长时间计划发行许证情况
机会更开发员会参设计
分配项目中果确定事件发生时会项目影响
范围成进度质量表现风险条件包括项目组织方面
环境助项目风险成熟项目理实践缺乏综合
理系统行项目赖外部参者外
项目直接控制
项目风险项目中确定性存起源已知风险已
识分析风险响应计划已知风险理
积极动应急储备未知风险动理
指定理储备负项目风险发生问题
项目风险整体项目风险整体项目风险影响
项目确定性作整体风险项目中包含
项目确定性源代表利益相关者变化影响曝光
项目结果正面负面
组织知觉风险项目组织目标确定性影响组织
利益相关者愿意接受风险程度根风险态度风险态度
两组织利益相关者受素影响广义分类
三题：
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11 PROJECT RISK MANAGEMENT
11
Risk appetite which is the degree of uncertainty an entity is willing to take on in anticipation of a reward
Risk tolerance which is the degree amount or volume of risk that an organization or individual will
withstand
Risk threshold which refers to measures along the level of uncertainty or the level of impact at which a
stakeholder may have a specific interest Below that risk threshold the organization will accept the risk
Above that risk threshold the organization will not tolerate the risk
For example an organization’s risk attitude may include its appetite for uncertainty its threshold for risk levels
that are unacceptable or its risk tolerance at which point the organization may select a different risk response
Positive and negative risks are commonly referred to as opportunities and threats The project may be accepted
if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks Positive
risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced
value For example adopting an aggressive resource optimization technique is a risk taken in anticipation of a
reward for using fewer resources
Individuals and groups adopt attitudes toward risk that influence the way they respond These risk attitudes are
driven by perception tolerances and other biases which should be made explicit wherever possible A consistent
approach to risk should be developed for each project and communication about risk and its handling should
be open and honest Risk responses reflect an organization’s perceived balance between risk taking and risk
avoidance
To be successful an organization should be committed to address risk management proactively and consistently
throughout the project A conscious choice should be made at all levels of the organization to actively identify and
pursue effective risk management during the life of the project Project risk could exist at the moment a project
is initiated Moving forward on a project without a proactive focus on risk management is likely to lead to more
problems arising from unmanaged threats
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11项目风险理
11
？风险偏确定性实体程度愿意期奖励
？风险容忍度度量体积风险组织
承受
？风险阈值指测量水确定性水影响
利益相关者特定利益风险阈值该组织接受风险
述风险阈值该组织会容忍风险
例组织风险态度包括确定性胃口风险水阈值
接受风险承受力点组织选择风险应
正面负面风险通常称机会威胁项目接受
果风险公差范围衡获回报风险积极
风险提供机会风险容限范围追求产生增强
价值例采取积极资源优化技术期险
更少资源奖励
团体采取风险态度影响反应风险态度
通感知公差驱动偏见应明确致
方法风险应该项目风险处理通信应
开放诚实风险应反映组织感知风险风险间衡
障
想成功组织应致力解决风险理积极持续
整项目种意识选择应级组织积极识
追求效风险理项目生命项目风险存时刻项目
启动前移动没风险理动关注项目导致更
非托威胁产生问题
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11 PROJECT RISK MANAGEMENT
1 Inputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Analytical techniques
2 Expert judgment
3 Meetings
3 Outputs
1 Risk management plan
1 Inputs
1 Risk management plan
2 Cost management plan
3 Schedule management plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process assets
2 Tools & Techniques
1 Documentation reviews
2 Information gathering
techniques
3 Checklist analysis
4 Assumptions analysis
5 Diagramming techniques
6 SWOT analysis
7 Expert judgment
3 Outputs
1 Risk register
1 Inputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Risk probability and impact
assessment
2 Probability and impact matrix
3 Risk data quality assessment
4 Risk categorization
5 Risk urgency assessment
6 Expert judgment
3 Outputs
1 Project documents updates
1 Inputs
1 Risk management plan
2 Cost management plan
3 Schedule management plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process assets
2 Tools & Techniques
1 Data gathering and
representation techniques
2 Quantitative risk analysis and
modeling techniques
3 Expert judgment
3 Outputs
1 Project documents updates
Project Risk
Management Overview
111 Plan Risk 112 Identify Risks
Management
113 Perform Qualitative
Risk Analysis
1 Inputs
1 Risk management plan
2 Risk register
2 Tools & Techniques
1 Strategies for negative risks or
threats
2 Strategies for positive risks or
opportunities
3 Contingent response
strategies
4 Expert judgment
3 Outputs
1 Project management plan
updates
2 Project documents updates
1 Inputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance reports
2 Tools & Techniques
1 Risk reassessment
2 Risk audits
3 Variance and trend analysis
4 Technical performance
measurement
5 Reserve analysis
6 Meetings
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
115 Plan Risk Responses
116 Control Risks
114 Perform Quantitative
Risk Analysis
Figure 111 Project Risk Management Overview
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11项目风险理
1投入
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程资产
2工具技术
1分析技术
2专家判断
3会议
3输出
1风险理计划
1投入
1风险理计划
2成理计划
3进度理计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动历时估算
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程资产
2工具技术
1文献回顾
2收集信息
技术
表3分析
4假设分析
5绘图技术
6SWOT分析
7专家判断
3输出
1风险登记册
1投入
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程资产
2工具技术
1风险概率影响
评估
2概率影响矩阵
3风险数质量评估
4风险分类
5紧急评估风险
6专家判断
3输出
1项目文件更新
1投入
1风险理计划
2成理计划
3进度理计划
4风险登记册
5企业环境
素
6组织程资产
2工具技术
1数集
表示技术
2定量风险分析
建模技术
3专家判断
3输出
1项目文件更新
项目风险
理概述
111计划112风险识风险
理
113定性
风险分析
1投入
1风险理计划
2风险登记册
2工具技术
1种策略负面风险
威胁
2积极风险策略
机会
3反应
策略
4专家判断
3输出
1项目理计划
更新
2项目文件更新
1投入
1项目理计划
2风险登记册
3工作性数
4工作业绩报告
2工具技术
1风险评估
2风险审计
3变异趋势分析
4技术性
测量
5储备分析
6会议
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
115计划风险应
116控制风险
114进行定量
风险分析
图111工程项目风险理概述
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11 PROJECT RISK MANAGEMENT
11
111 Plan Risk Management
Plan Risk Management is the process of defining how to conduct risk management activities for a project The
key benefit of this process is it ensures that the degree type and visibility of risk management are commensurate
with both the risks and the importance of the project to the organization The risk management plan is vital to
communicate with and obtain agreement and support from all stakeholders to ensure the risk management process
is supported and performed effectively over the project life cycle The inputs tools and techniques and outputs of
this process are depicted in Figure 112 Figure 113 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Analytical techniques
2 Expert judgment
3 Meetings
1 Risk management plan
Figure 112 Plan Risk Management Inputs Tools & Techniques and Outputs
Project Risk Management
111
Plan Risk
Management
Project charter
Stakeholder
register
Enterprise
e nvironmental
factors
Organizational
process assets
Risk
management
plan
Project
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
113
Perform
Qualitative
Risk Analysis
114
Perform
Quantitative
Risk Analysis
115
Plan Risk
Responses
131
Identify
Stakeholders
41
Develop Project
Charter
Enterprise
Organization
Figure 113 Plan Risk Management Data Flow Diagram
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11项目风险理
11
111计划风险理
规划风险理程定义实施项目风险理活动
该程益处保证程度类型风险理见度相称
风险项目组织重性风险理计划非常重
沟通获协议利益相关方支持确保风险理程
支持项目生命周期效执行输入工具技术输出
程图112描绘图113描述程数流图
输入工具技术输出
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程
资产
1分析技术
2专家判断
3会议
1风险理计划
图112计划：风险理工具技术输入输出
项目风险理
111
计划风险
理
？项目章程
？利益相关者
寄存器
？企业
环境
素
？组织
程资产
？风险
理
计划
？项目
理
计划
42
开发项目
理
计划
112
识
风险
113
执行
定性
风险分析
114
执行
定量
风险分析
115
计划风险
反应
131
识
利益相关者
41
开发项目
宪章
企业
组织
图113规划风险理数流图
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Careful and explicit planning enhances the probability of success for other risk management processes Planning
is also important to provide sufficient resources and time for risk management activities and to establish an agreedupon
basis for evaluating risks The Plan Risk Management process should begin when a project is conceived and
should be completed early during project planning
1111 Plan Risk Management Inputs
11111 Project Management Plan
In planning risk management all approved subsidiary management plans and baselines should be taken into
consideration in order to make the risk management plan consistent with them The risk management plan is also
a component of the project management plan The project management plan provides baseline or current state of
riskaffected areas including scope schedule and cost
11112 Project Charter
Described in Section 4131 The project charter can provide various inputs such as highlevel risks highlevel
project descriptions and highlevel requirements
11113 Stakeholder Register
Described in Section 13131 The stakeholder register which contains all details related to the project’s
stakeholders provides an overview of their roles
11114 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Risk Management
process include but are not limited to risk attitudes thresholds and tolerances that describe the degree of risk
that an organization will withstand
11115 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Risk Management
process include but are not limited to
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11项目风险理
谨慎明确规划提高风险理成功概率程规划
样重提供足够资源风险理活动时间建立致
风险评估基础该计划风险理程应该开始项目构思
应早完成项目规划
1111规划风险理：输入
11111项目理计划
风险理规划批准辅助理计划基线应考虑
考虑风险理计划相致风险理计划
项目理计划组成部分项目理计划提供基线目前状态
风险影响区包括范围进度成
11112项目章程
4131节叙述项目章程提供输入高风险高层次
项目描述高层次求
11113利益相关者登记
第13131描述利益相关者寄存器包含项目相关细节
利益相关者提供作概述
11114企业环境素
第215描述够影响规划风险理企业环境素
程包括限风险态度阈值描述风险度公差
组织承受
11115组织程资产
第214描述组织程资产会影响计划风险理
程包括限：
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11 PROJECT RISK MANAGEMENT
11
Risk categories
Common definitions of concepts and terms
Risk statement formats
Standard templates
Roles and responsibilities
Authority levels for decision making and
Lessons learned
1112 Plan Risk Management Tools and Techniques
11121 Analytical Techniques
Analytical techniques are used to understand and define the overall risk management context of the project
Risk management context is a combination of stakeholder risk attitudes and the strategic risk exposure of a given
project based on the overall project context For example a stakeholder risk profile analysis may be performed to
grade and qualify the project stakeholder risk appetite and tolerance Other techniques such as the use of strategic
risk scoring sheets are used to provide a highlevel assessment of the risk exposure of the project based on the
overall project context Depending on these assessments the project team can allocate appropriate resources and
focus on the risk management activities
11122 Expert Judgment
To ensure a comprehensive establishment of the risk management plan judgment and expertise should be
considered from groups or individuals with specialized training or knowledge on the subject area such as
Senior management
Project stakeholders
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts (SMEs) in business or project area
Industry groups and consultants and
Professional and technical associations
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11项目风险理
11
？风险类
？概念术语定义
？风险声明格式
？标准模板
？角色责
？决策权限级
？验教训
1112计划：风险理工具技术
11121分析技术
分析技术理解定义项目整体风险理环境
风险理环境利益相关者风险态度定战略风险组合
基项目整体环境项目例利益相关者风险分析进行
等级资格项目利益相关者风险偏公差技术战略运
风险评分表提供基项目风险暴露水评估
整项目文根评估项目团队分配适资源
关注风险理活动
11122专家判断
确保风险理计划全面建设专业判断应该
团体专业培训知识学科领域认：
？高级理
？项目利益相关者
？项目理谁区项目（直接通教训）
？题专家（SME）企业项目区
？行业组织顾问
？专业技术协会
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11 PROJECT RISK MANAGEMENT
11123 Meetings
Project teams hold planning meetings to develop the risk management plan Attendees at these meetings may
include the project manager selected project team members and stakeholders anyone in the organization with
responsibility to manage the risk planning and execution activities and others as needed
Highlevel plans for conducting the risk management activities are defined in these meetings Risk management
cost elements and schedule activities should be developed for inclusion in the project budget and schedule
respectively Risk contingency reserve application approaches may be established or reviewed Risk management
responsibilities should be assigned General organizational templates for risk categories and definitions of terms
such as levels of risk probability by type of risk impact by type of objectives and the probability and impact matrix
will be tailored to the specific project If templates for other steps in the process do not exist they may be generated
in these meetings The outputs of these activities are summarized in the risk management plan
1113 Plan Risk Management Outputs
11131 Risk Management Plan
The risk management plan is a component of the project management plan and describes how risk management
activities will be structured and performed The risk management plan includes the following
Methodology Defines the approaches tools and data sources that will be used to perform risk
management on the project
R oles and responsibilities Defines the lead support and risk management team members for each
type of activity in the risk management plan and clarifies their responsibilities
Budgeting Estimates funds needed based on assigned resources for inclusion in the cost baseline and
establishes protocols for application of contingency and management reserves
Timing Defines when and how often the risk management processes will be performed throughout the
project life cycle establishes protocols for application of schedule contingency reserves and establishes
risk management activities for inclusion in the project schedule
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11项目风险理
11123会议
项目团队保持规划会议制定风险理计划会议中参者
包括项目理项目团队成员利益相关者组织
责风险理规划执行活动需
进行风险理活动高层次计划会议中定义风险理
成素活动计划应项目预算进度夹杂
分风险应急储备应方法建立评风险理
责应分配风险类术语定义般组织模板
水风险风险概率类型类型目标影响概率影响矩阵
根具体项目果工艺步骤模板存会产生
会议活动输出进行风险理计划
1113规划风险理：输出
11131风险理计划
风险理计划项目理计划组成部分介绍风险理
活动结构化执行风险理计划包括：
？方法定义方法工具数源进行风险
项目理
？作责定义领导支持风险理团队成员
风险理计划活动类型阐明责
？预算估计需资金根分配资源成基线包
建立协议应理应急储备
？定时定义时风险理程贯穿
项目生命周期建立调度应急储备应协议建立
项目进度计划纳入风险理活动
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11 PROJECT RISK MANAGEMENT
11
Risk categories Provide a means for grouping potential causes of risk Several approaches can be
used for example a structure based on project objectives by category A risk breakdown structure (RBS)
helps the project team to look at many sources from which project risk may arise in a risk identification
exercise Different RBS structures will be appropriate for different types of projects An organization can
use a previously prepared custom categorization framework which may take the form of a simple list of
categories or may be structured into an RBS The RBS is a hierarchical representation of risks according
to their risk categories An example is shown in Figure 114
Beta and triangular distributions are frequently used in quantitative risk analysis The data shown in the figure
on the left (Beta Distribution) is one example of a family of such distributions determined by two shape
parameters Other commonly used distributions include the uniform normal and lognormal In these charts
the horizontal (X) axes represent possible values of time or cost and the vertical (Y) axes represent relative
likelihood
Beta Distribution Triangular Distribution
01
00
01
00
Figure 114 Example of a Risk Breakdown Structure (RBS)
D efinitions of risk probability and impact The quality and credibility of the risk analysis requires that
different levels of risk probability and impact be defined that are specific to the project context General
definitions of probability levels and impact levels are tailored to the individual project during the Plan
Risk Management process for use in subsequent processes Table 111 is an example of definitions of
negative impacts that could be used in evaluating risk impacts related to four project objectives (Similar
tables may be established with a positive impact perspective) Table 111 illustrates both relative and
numerical (in this case nonlinear) approaches
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11项目风险理
11
？风险类分组潜原风险提供种手段种方法
例基项目目标类结构风险分解结构（RBS）
帮助项目团队许源项目风险出现风险识
运动RBS结构适合类型项目组织
预先制备定义分类框架需简单列表形式
类结构苏格兰皇家银行苏格兰皇家银行风险分层表示
风险类例子图114示
β三角分布常定量风险分析图中示数
左边（Beta分布）家庭种分布两形状确定例子
参数常分布均匀正常数正态分布图表
水（x）轴代表时间成值垂直（Y）轴代表相
性
Beta分布三角形分布
01
0
01
0
图114风险分解结构（RBS）例子
？D风险概率影响定义风险分析质量性求
层次风险概率影响定义特定项目文般
概率水影响程度定义根项目计划
续程风险理程表111定义例子
消极影响评估风险影响四项目目标关（类似
表格积极影响角度建立）表111说明相
数值（种情况非线性）方法
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11 PROJECT RISK MANAGEMENT
Table 111 Definition of Impact Scales for Four Project Objectives
Defined Conditions for Impact Scales of a Risk on Major Project Objectives
(Examples are shown for negative impacts only)
Relative or numerical scales are shown
This table presents examples of risk impact definitions for four different project objectives They should be tailored in the
Risk Management Planning process to the individual project and to the organization's risk thresholds Impact definitions can be
developed for opportunities in a similar way
Project
Objective
Cost
Time
Scope
Quality
Very low 005 Low 010 Moderate 020 High 040 Very high 080
Insignificant cost
increase
Insignificant time
increase
Scope decrease
barely noticeable
Quality degradation
barely noticeable
< 10 cost
increase
< 5 time
increase
Minor areas of
scope affected
Only very demanding
applications
are affected
10 – 20 cost
increase
5 – 10 time
increase
Major areas of
scope affected
Quality reduction
requires sponsor
approval
20 – 40 cost
increase
10 – 20 time
increase
Scope reduction
unacceptable to
sponsor
Quality reduction
unacceptable to
sponsor
> 40 cost
increase
> 20 time
increase
Project end item
is effectively
useless
Project end item
is effectively
useless
Probability and impact matrix A probability and impact matrix is a grid for mapping the probability
of each risk occurrence and its impact on project objectives if that risk occurs Risks are prioritized
according to their potential implications for having an effect on the project’s objectives A typical
approach to prioritizing risks is to use a lookup table or a probability and impact matrix The specific
combinations of probability and impact that lead to a risk being rated as high moderate or low
importance are usually set by the organization
R evised stakeholders’ tolerances Stakeholders’ tolerances as they apply to the specific project may
be revised in the Plan Risk Management process
Reporting formats Reporting formats define how the outcomes of the risk management process will
be documented analyzed and communicated It describes the content and format of the risk register as
well as any other risk reports required
Tracking Tracking documents how risk activities will be recorded for the benefit of the current project
and how risk management processes will be audited
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11项目风险理
表111四项目目标影响规模定义
？
重项目目标风险影响表定义条件
（例子显示负面影响）
相数值尺度显示
表显示四项目目标风险影响定义例子应该根
风险理规划程中项目组织风险阈值影响定义
开发类似方式机会
项目
目
成
时间
范围
质量
非常低 005低中度010 020 040 080高高
微足道成
增加
微足道时间
增加
范围减
没明显
质量退化
没明显
＜10成
增加
＜5时
增加
区域
影响范围
非常苛刻
应
影响
10–20成
增加
5–10次
增加
领域
影响范围
质量降
求保荐
批准
20–40成
增加
10–20次
增加
缩范围
接受
赞助商
质量降
接受
赞助商
> 40成
增加
> 20次
增加
项目结束项目
效
项目结束项目
效
概率影响矩阵概率影响矩阵概率网格映射
风险发生项目目标影响风险发生话风险排序
根潜影响项目目标影响典型
确定风险方法查找表概率影响矩阵具体
概率影响导致风险评高组合中低
通常组织重性
？R evised利益相关者公差利益相关者公差适特定项目
规划风险理程修正
？报告格式报告格式定义风险理程结果
记录分析沟通描述风险寄存器容格式
风险报告求
？踪踪文件风险活动记录前项目效益
风险理程审核
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11 PROJECT RISK MANAGEMENT
11
112 Identify Risks
Identify Risks is the process of determining which risks may affect the project and documenting their
characteristics The key benefit of this process is the documentation of existing risks and the knowledge and ability
it provides to the project team to anticipate events The inputs tools and techniques and outputs of this process
are depicted in Figure 115 Figure 116 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration
estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process
assets
1 Documentation reviews
2 Information gathering
techniques
3 Checklist analysis
4 Assumptions analysis
5 Diagramming techniques
6 SWOT analysis
7 Expert judgment
1 Risk register
Figure 115 Identify Risks Inputs Tools & Techniques and Outputs
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11项目风险理
11
112识风险
识风险程确定风险会影响项目记录
特征程关键利益存风险文献知识力
提供项目团队预测事件输入工具技术程输出
图115描述图116描述程数流图
输入工具技术输出
1风险理计划
2成理计划
3进度理
计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动时间
估计
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程
资产
1文献回顾
2收集信息
技术
表3分析
4假设分析
5绘图技术
6SWOT分析
7专家判断
1风险登记册
图115识风险：输入输出工具技术
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Risk management plan
Risk register
Scope baseline
Schedule management plan
Activity duration estimates
Cost management plan
Activity cost estimates
Quality management plan
Human resource
management plan
Procurement documents
Stakeholder register
Project Risk Management
Organizational process assets
Enterprise environmental
factors
72
Estimate
Costs
81
Plan Quality
Management
121
Plan
Procurement
Management
Project
Documents
54
Create WBS
71
Project Cost
Management
81
Plan Quality
Management
65
Estimate
Activity Durations
61
Plan Schedule
Management
121
Plan Procurement
Management
131
Identify
Stakeholders
91
Plan Human
Resource
Management
Enterprise
Organization
112
Identify
Risks
113
Perform
Qualitative
Risk Analysis
115
Plan Risk
Responses
114
Perform
Quantitative
Risk Analysis
116
Control
Risks
111
Plan Risk
Management
72
Estimate Costs
Figure 116 Identify Risks Data Flow Diagram
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11项目风险理
？风险理计划
？风险登记册
？范围基线
？进度理计划
？活动持续时间估算
？成理计划
？活动成估算
？质量理计划
？力资源
理计划
？采购文件
？利益相关者登记
项目风险理
？组织程资产
？企业环境
素
72
估计
成
81
规划质量
理
121
计划
采购
理
项目
文件
54
创建WBS
71
项目成
理
81
规划质量
理
65
估计
活动持续时间
61
计划
理
121
计划采购
理
131
识
利益相关者
91
计划
资源
理
企业
组织
112
识
风险
113
执行
定性
风险分析
115
计划风险
反应
114
执行
定量
风险分析
116
控制
风险
111
计划风险
理
72
估计成
图116识风险数流图
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11 PROJECT RISK MANAGEMENT
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Participants in risk identification activities may include the following project manager project team members
risk management team (if assigned) customers subject matter experts from outside the project team end
users other project managers stakeholders and risk management experts While these personnel are often key
participants for risk identification all project personnel should be encouraged to identify potential risks
Identify risks is an iterative process because new risks may evolve or become known as the project progresses
through its life cycle The frequency of iteration and participation in each cycle will vary by situation The format of
the risk statements should be consistent to ensure that each risk is understood clearly and unambiguously in order
to support effective analysis and response development The risk statement should support the ability to compare
the relative effect of one risk against others on the project The process should involve the project team so they can
develop and maintain a sense of ownership and responsibility for the risks and associated risk response actions
Stakeholders outside the project team may provide additional objective information
1121 Identify Risks Inputs
11211 Risk Management Plan
Described in Section 11131 Key elements of the risk management plan that contribute to the Identify Risks
process are the assignments of roles and responsibilities provision for risk management activities in the budget
and schedule and categories of risk which are sometimes expressed as a risk breakdown structure (Figure 114)
11212 Cost Management Plan
Described in Section 7131 The cost management plan provides processes and controls that can be used to
help identify risks across the project
11213 Schedule Management Plan
Described in Section 6131 The schedule management plan provides insight to project timeschedule
objectives and expectations which may be impacted by risks (known and unknown)
11214 Quality Management Plan
Described in Section 8131 The quality management plan provides a baseline of quality measures and metrics
for use in identifying risks
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11
风险识活动参者包括：项目理项目团队成员
风险理团队（果指定）客户题专家外项目团队结束
户项目理利益相关者风险理专家关键
风险识参者项目员应该鼓励识潜风险
风险识迭代程新风险进化称项目进展
通生命周期迭代参周期频率会情况格式
风险报表应确保风险清楚明确致
支持效分析响应发展风险声明应该支持力较
风险项目相影响程应包括项目团队
建立维护意义权责风险相关风险应措施
项目团队外部利益相关者会提供额外信息
1121识风险：输入
11211风险理计划
第11131描述风险理计划助识风险素
程中角色职责分配预算中风险理活动提供
时间表类风险时表示风险分解结构（图114）
11212成理计划
第7131描述成理计划提供处理控制
助确定整项目风险
11213进度理计划
第6131描述进度理计划提供深入解项目时间进度
目标期受影响风险（已知未知）
11214质量理计划
第8131描述质量理计划提供质量措施指标基线
识风险
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11215 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed and eventually released It can also contain roles and responsibilities
project organization charts and the staffing management plan which form a key input to identify risk process
11216 Scope Baseline
Described in Section 5431 Project assumptions are found in the project scope statement Uncertainty in
project assumptions should be evaluated as potential causes of project risk
The WBS is a critical input to identifying risks as it facilitates an understanding of the potential risks at both
the micro and macro levels Risks can be identified and subsequently tracked at summary control account andor
work package levels
11217 Activity Cost Estimates
Described in Section 7231 Activity cost estimate reviews are useful in identifying risks as they provide a
quantitative assessment of the likely cost to complete scheduled activities and ideally are expressed as a range
with the width of the range indicating the degree(s) of risk The review may result in projections indicating the
estimate is either sufficient or insufficient to complete the activity (ie pose a risk to the project)
11218 Activity Duration Estimates
Described in Section 6531 Activity duration estimate reviews are useful in identifying risks related to the time
allowances for the activities or project as a whole again with the width of the range of such estimates indicating
the relative degree(s) of risk
11219 Stakeholder Register
Described in Section 13131 Information about the stakeholders is useful for soliciting inputs to identify risks
as this will ensure that key stakeholders especially the stakeholder sponsor and customer are interviewed or
otherwise participate during the Identify Risks process
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11项目风险理
11215力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理终释放包含角色责
项目组织结构图职员理计划形成风险识程中关键输入
11216范围基线
第5431描述项目假设项目范围说明书中发现确定性
项目假设应评估作项目风险潜原
WBS识风险利潜风险理解关键输入
微观宏观层次风险识踪总结控制帐户
工作包级
11217活动成估算
第7231描述活动费估算评识风险提供
完成预定活动理想表示系列成定量评估
范围程度宽度（S）风险审查预测结果表明
估计足够足完成活动（项目风险）
11218活动持续时间估算
第6531描述活动历时估算识时间相关风险
活动项目津贴作整体样估计表明宽度范围
相程度（）风险
11219利益相关者登记
第13131描述利益相关者信息征求输入识风险
确保关键利益相关者特利益相关者赞助商客户面谈
否参识风险程
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11 PROJECT RISK MANAGEMENT
11
112110 Project Documents
Project documents provide the project team with information about decisions that help better identify project
risks Project documents improve crossteam and stakeholder communications and include but are not limited to
Project charter
Project schedule
Schedule network diagrams
Issue log
Quality checklist and
Other information proven to be valuable in identifying risks
112111 Procurement Documents
Defined in Section 12133 If the project requires external procurement of resources procurement
documents become a key input to the Identify Risks process The complexity and the level of detail of the
procurement documents should be consistent with the value of and risks associated with planned procurement
112112 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that can influence the Identify Risks process
include but are not limited to
Published information including commercial databases
Academic studies
Published checklists
Benchmarking
Industry studies and
Risk attitudes
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11
112110项目文件
项目文件提供信息帮助决策更识项目项目团队
风险项目文件提高团队利益相关者通信包括限：
？项目章程
？项目进度
？进度网络图
？问题日志
？质量检查表
？信息证明识风险价值
112111采购文件
第12133定义果项目需资源外部采购采购
文件成识风险程中关键输入复杂性细节水
采购文件应价值相致相关风险计划采购
112112企业环境素
第215描述企业环境素影响识风险程
包括限：
？发布信息包括商业数库
？学术研究
？公布清单
？标杆理
？行业研究
？风险态度
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11 PROJECT RISK MANAGEMENT
112113 Organizational Process Assets
Described in Section 214 Organizational process assets that can influence the Identify Risks process include
but are not limited to
Project files including actual data
Organizational and project process controls
Risk statement formats or templates and
Lessons learned
1122 Identify Risks Tools and Techniques
11221 Documentation Reviews
A structured review of the project documentation may be performed including plans assumptions previous
project files agreements and other information The quality of the plans as well as consistency between those
plans and the project requirements and assumptions may be indicators of risk in the project
11222 Information Gathering Techniques
Examples of information gathering techniques used in identifying risks can include
Brainstorming The goal of brainstorming is to obtain a comprehensive list of project risks The project
team usually performs brainstorming often with a multidisciplinary set of experts who are not part of the
team Ideas about project risk are generated under the leadership of a facilitator either in a traditional
freeform brainstorm session or structured mass interviewing techniques Categories of risk such as in a
risk breakdown structure can be used as a framework Risks are then identified and categorized by type
of risk and their definitions are refined
Delphi technique The Delphi technique is a way to reach a consensus of experts Project risk experts
participate in this technique anonymously A facilitator uses a questionnaire to solicit ideas about the
important project risks The responses are summarized and are then recirculated to the experts for
further comment Consensus may be reached in a few rounds of this process The Delphi technique helps
reduce bias in the data and keeps any one person from having undue influence on the outcome
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11项目风险理
112113组织程资产
第214描述组织程资产够影响识风险程包括
限：
？项目文件包括实际数
？组织项目程控制
？风险声明格式模板
？验教训
1122识风险：工具技术
11221文献回顾
结构化项目审查文件执行包括计划假设前
项目文件协议信息计划质量间致性
计划项目求假设项目风险指标
11222信息采集技术
信息采集技术识风险例子包括：
？头脑风暴头脑风暴目获项目风险综合列表项目
团队通常进行头脑风暴通常专家谁属学科组
团队项目风险想法辅助领导产生传统
空白头脑风暴会议结构化海量面试技巧类风险
风险分解结构作框架风险进行识分类类型
风险定义细化
？Delphi技术Delphi技术种方式达专家识项目风险专家
参项技术匿名持采问卷征求意见
重项目风险反应进行总结然循环专家
进步评识程中回合达成德尔菲技术帮助
减少数偏差中获结果正影响
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11 PROJECT RISK MANAGEMENT
11
Interviewing Interviewing experienced project participants stakeholders and subject matter experts
helps to identify risks
Root cause analysis Rootcause analysis is a specific technique used to identify a problem discover
the underlying causes that lead to it and develop preventive action
11223 Checklist Analysis
Risk identification checklists are developed based on historical information and knowledge that has been
accumulated from previous similar projects and from other sources of information The lowest level of the RBS
can also be used as a risk checklist While a checklist may be quick and simple it is impossible to build an
exhaustive one and care should be taken to ensure the checklist is not used to avoid the effort of proper risk
identification The team should also explore items that do not appear on the checklist Additionally the checklist
should be pruned from time to time to remove or archive related items The checklist should be reviewed during
project closure to incorporate new lessons learned and improve it for use on future projects
11224 Assumptions Analysis
Every project and its plan is conceived and developed based on a set of hypotheses scenarios or assumptions
Assumptions analysis explores the validity of assumptions as they apply to the project It identifies risks to the
project from inaccuracy instability inconsistency or incompleteness of assumptions
11225 Diagramming Techniques
Risk diagramming techniques may include
C ause and effect diagrams These are also known as Ishikawa or fishbone diagrams and are useful for
identifying causes of risks
System or process flow charts These show how various elements of a system interrelate and the
mechanism of causation
Influence diagrams These are graphical representations of situations showing causal influences time
ordering of events and other relationships among variables and outcomes as shown in Figure 117
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11项目风险理
11
？面试面试验项目参者利益相关者题专家
助识风险
？根原分析根原分析识特定问题技术发现
潜原制定预防措施
11223清单分析
风险识清单基历史信息知识已开发
前类似项目源信息积累RBS低水
作风险检查表表快速简单建立
详应注意保证清单避免风险努力
识该团队应该探索会出现清单项目外该清单
应修剪时删档相关项目该清单应审查程中
项目收尾纳入新验教训改进未项目
11224假设分析
项目计划构思基组假设情景假设
假设分析假设效性作申请项目确定风险
准确稳定致项目者完全假设
11225图解技术
风险图技术包括：
？原效果图称石川图鱼骨图
识风险原
？系统程流程图表明系统种素间相互关系
果机理
？影响图情况显示果影响图形表示时间
事件排序变量结果间关系图117显示
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11 PROJECT RISK MANAGEMENT
Project
Activity
Project
Estimates
Deliverables
Risk
Condition
Figure 117 Influence Diagram
11226 SWOT Analysis
This technique examines the project from each of the strengths weaknesses opportunities and threats (SWOT)
perspectives to increase the breadth of identified risks by including internally generated risks The technique starts
with identification of strengths and weaknesses of the organization focusing on either the project organization
or the business area in general SWOT analysis then identifies any opportunities for the project that arise from
organizational strengths and any threats arising from organizational weaknesses The analysis also examines
the degree to which organizational strengths offset threats as well as identifying opportunities that may serve to
overcome weaknesses
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11项目风险理
项目
活动
项目
估计
交付成果
风险
条件
图117影响图
11226 SWOT分析
种技术考察项目长处弱点机会威胁（SWOT）
观点包括部产生风险识风险增加宽度该技术开始
着组织强项弱点识专注项目组织
营业面积般SWOT分析找出出现项目机会
组织优势弱点组织产生威胁分析探讨
种程度组织优势弥补威胁识机会
克服弱点
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11 PROJECT RISK MANAGEMENT
11
11227 Expert Judgment
Risks may be identified directly by experts with relevant experience with similar projects or business areas
Such experts should be identified by the project manager and invited to consider all aspects of the project and
suggest possible risks based on their previous experience and areas of expertise The experts’ bias should be taken
into account in this process
1123 Identify Risks Outputs
11231 Risk Register
The primary output from Identify Risks is the initial entry into the risk register The risk register is a document
in which the results of risk analysis and risk response planning are recorded It contains the outcomes of the other
risk management processes as they are conducted resulting in an increase in the level and type of information
contained in the risk register over time The preparation of the risk register begins in the Identify Risks process
with the following information and then becomes available to other project management and risk management
processes
List of identified risks The identified risks are described in as much detail as is reasonable A
structure for describing risks using risk statements may be applied for example EVENT may occur
causing IMPACT or If CAUSE exists EVENT may occur leading to EFFECT In addition to the list of
identified risks the root causes of those risks may become more evident These are the fundamental
conditions or events that may give rise to one or more identified risks They should be recorded and
used to support future risk identification for this and other projects
List of potential responses Potential responses to a risk may sometimes be identified during the Identify
Risks process These responses if identified in this process should be used as inputs to the Plan Risk
Responses process
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11
11227专家判断
风险直接识专家相关验类似项目业务领域
专家应该项目理请考虑项目方面鉴定
提出基专家验区出现风险专家偏差应采取
考虑程中
1123识风险：输出
11231风险登记册
输出识风险初进入风险登记册风险登记册文件
风险分析风险应规划结果记录包含结果
风险理程进行导致水类型信息增加
包含风险登记时间风险登记准备开始识风险程
面信息然变项目理风险理
程：
？已识风险清单识出风险进行细节合理
结构描述风险风险报表应例发生事件
造成影响果存产生影响事件名单
识风险风险根原更明显基
条件事件产生识风险应该记录
支持项目项目未风险识
？回应清单潜风险反应会确定
风险程反应果程中发现应作风险投入计划
反应程
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11 PROJECT RISK MANAGEMENT
113 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing
and combining their probability of occurrence and impact The key benefit of this process is that it enables project
managers to reduce the level of uncertainty and to focus on highpriority risks The inputs tools and techniques
and outputs of this process are depicted in Figure 118 Figure 119 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Risk probability and
impact assessment
2 Probability and impact
matrix
3 Risk data quality
assessment
4 Risk categorization
5 Risk urgency assessment
6 Expert judgment
1 Project documents
updates
Figure 118 Perform Qualitative Risk Analysis Inputs Tools & Techniques and Outputs
Project Risk Management
113
Perform
Qualitative
Risk Analysis
111
Plan Risk
Management
112
Identify
Risks
Project documents
updates
Risk management Risk register
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Scope baseline
54
Create
WBS
Enterprise
Organization
Project
Documents
Figure 119 Perform Qualitative Risk Analysis Data Flow Diagram
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11项目风险理
113定性风险分析
定性风险分析风险进行进步分析行动程评估
结合发生概率影响程关键处项目
理者减少确定性水关注高优先级风险输入工具技术
程输出图11－8描绘图11描述程数流图
输入工具技术输出
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程
资产
1风险概率
影响评价
2概率影响
矩阵
3风险数质量
评估
4风险分类
5紧急评估风险
6专家判断
1项目文件
更新
图11－8定性风险分析：输入输出工具技术
项目风险理
113
执行
定性
风险分析
111
计划风险
理
112
识
风险
？项目文件
更新
？风险理？风险登记册
计划
？企业
环境
素
？组织
程资产
？范围基线
54
创建
WBS
企业
组织
项目
文件
图11定性风险分析数流图
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11
Perform Qualitative Risk Analysis assesses the priority of identified risks using their relative probability or
likelihood of occurrence the corresponding impact on project objectives if the risks occur as well as other
factors such as the time frame for response and the organization’s risk tolerance associated with the project
constraints of cost schedule scope and quality Such assessments reflect the risk attitude of the project
team and other stakeholders Effective assessment therefore requires explicit identification and management
of the risk approaches of key participants in the Perform Qualitative Risk Analysis process Where these risk
approaches introduce bias into the assessment of identified risks attention should be paid to identifying bias
and correcting for it
Establishing definitions of the levels of probability and impact can reduce the influence of bias The time
criticality of riskrelated actions may magnify the importance of a risk An evaluation of the quality of the
available information on project risks also helps to clarify the assessment of the risk’s importance to the project
Perform Qualitative Risk Analysis is usually a rapid and costeffective means of establishing priorities for Plan
Risk Responses and lays the foundation for Perform Quantitative Risk Analysis if required The Perform Qualitative
Risk Analysis process is performed regularly throughout the project life cycle as defined in the project’s risk
management plan This process can lead into Perform Quantitative Risk Analysis (Section 114) or directly into Plan
Risk Responses (Section 115)
1131 Perform Qualitative Risk Analysis Inputs
11311 Risk Management Plan
Described in Section 11131 Key elements of the risk management plan used in the Perform Qualitative Risk
Analysis process include roles and responsibilities for conducting risk management budgets schedule activities
for risk management risk categories definitions of probability and impact the probability and impact matrix
and revised stakeholders’ risk tolerances These inputs are usually tailored to the project during the Plan Risk
Management process If they are not available they may be developed during the Perform Qualitative Risk Analysis
process
11312 Scope Baseline
Described in Section 5431 Projects of a common or recurrent type tend to have more wellunderstood risks
Projects using stateoftheart or firstofitskind technology and highly complex projects tend to have more
uncertainty This can be evaluated by examining the scope baseline
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11
定性风险分析评估已识风险相概率优先
发生性相应项目目标影响果风险发生
反应组织风险承受力项目相关时间素
成进度质量范围限制样评估反映项目风险态度
团队利益相关者效评估需明确识理
关键参者风险方法进行定性风险分析程风险
方法偏差识风险评估应注意识偏差
纠正
建立概率影响定义水减少偏差影响时间
风险相关行危害性会夸风险重性质量评价
项目风险信息助澄清项目风险评估重性
定性风险分析通常建立优先计划快速具成效益手段
风险应奠定基础实施定量风险分析果需话定性
风险分析程进行定期整项目生命周期项目中风险定义
理计划程导致执行定量风险分析（第114节）直接进入计划
风险应（115节）
1131进行定性风险分析：输入
11311风险理计划
第11131描述进行定性风险理计划关键素
分析程包括进行风险理预算角色职责活动计划
风险理风险分类概率影响定义矩阵概率影响
修订利益相关者风险容限输入通常针项目规划风险
理程果没进行定性风险分析
程
11312范围基线
第5431描述复发性型项目更解风险
采先进种技术项目高度复杂项目更
确定性通检查范围基线评估
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11313 Risk Register
Described in Section 11231 The risk register contains the information that will be used to assess and prioritize
risks
11314 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors may provide insight and context to the risk
assessment such as
Industry studies of similar projects by risk specialists and
Risk databases that may be available from industry or proprietary sources
11315 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Qualitative Risk
Analysis process include information on prior similar completed projects
1132 Perform Qualitative Risk Analysis Tools and Techniques
11321 Risk Probability and Impact Assessment
Risk probability assessment investigates the likelihood that each specific risk will occur Risk impact
assessment investigates the potential effect on a project objective such as schedule cost quality or performance
including both negative effects for threats and positive effects for opportunities
Probability and impact are assessed for each identified risk Risks can be assessed in interviews or meetings
with participants selected for their familiarity with the risk categories on the agenda Project team members and
knowledgeable persons external to the project are included
The level of probability for each risk and its impact on each objective is evaluated during the interview or meeting
Explanatory detail including assumptions justifying the levels assigned are also recorded Risk probabilities
and impacts are rated according to the definitions given in the risk management plan Risks with low ratings of
probability and impact will be included within the risk register as part of the watch list for future monitoring
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11项目风险理
11313风险登记册
第11231描述风险登记册包含评估优先级信息
风险
11314企业环境素
第215描述企业环境素会风险解语境
评估：
？通风险专家类似项目行业研究
？风险数库行业专源
11315组织程资产
第214描述组织程资产够影响进行定性风险
分析程包括信息前类似已完成项目
1132进行定性风险分析：工具技术
11321风险概率影响评估
概率风险评价研究具体风险发生性风险影响
评估研究项目目计划潜影响成质量表现
包括阴性机会威胁积极作
概率影响进行评估确定风险风险采访会议评估
选择议程风险类熟悉参者项目团队成员
知识渊博外部项目包括
风险目标影响概率水面试会议评价
解释性细节包括假设证明分配记录风险概率
影响根风险理计划中定义额定低评级风险
概率影响包括风险登记册未监测观察名单部分
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11322 Probability and Impact Matrix
Risks can be prioritized for further quantitative analysis and planning risk responses based on their risk rating
Ratings are assigned to risks based on their assessed probability and impact Evaluation of each risk’s importance
and priority for attention is typically conducted using a lookup table or a probability and impact matrix Such a
matrix specifies combinations of probability and impact that lead to rating the risks as low moderate or high
priority Descriptive terms or numeric values can be used depending on organizational preference
Each risk is rated on its probability of occurrence and impact on an objective if it does occur The organization
should determine which combinations of probability and impact result in a classification of high risk moderate risk
and low risk In a blackandwhite matrix these conditions are denoted using different shades of gray Specifically
in Figure 1110 the dark gray area (with the largest numbers) represents high risk the medium gray area (with
the smallest numbers) represents low risk and the light gray area (with inbetween numbers) represents moderate
risk Usually these riskrating rules are specified by the organization in advance of the project and included in
organizational process assets Risk rating rules can be tailored in the Plan Risk Management process to the specific
project
Probability and Impact Matrix
Probability
090
070
050
030
010
005
004
003
002
001
005
Very Low
009
007
005
003
001
010
Low
018
014
010
006
002
020
Moderate
036
028
020
012
004
040
High
072
056
040
024
008
080
Very High
Impact (numerical scale) on an objective (eg cost time scope or quality)
Each risk is rated on its probability of occurring and impact on an objective if it does occur The organization's
thresholds for low moderate or high risks are shown in the matrix and determine whether the risk is scored
as high moderate or low for that objective
Threats
005
004
003
002
001
005
Very Low
009
007
005
003
001
010
Low
018
014
010
006
002
020
Moderate
036
028
020
012
004
040
High
072
056
040
024
008
080
Very High
Opportunities
Figure 1110 Probability and Impact Matrix
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11
11322概率影响矩阵
风险优先进步定量分析规划风险应根身风险评级
额定值分配基概率影响风险评估风险评估重性
优先关注通常进行查找表概率影响矩阵样
矩阵指定组合概率影响导致评级风险低中高
优先权描述性词语数字值根组织偏
风险评发生客观影响概率果确实发生组织
确定组合概率影响高风险分类结果中度风险
低风险黑白矩阵条件指灰色阴影具体
图1110暗灰色区域（数字）代表高风险中灰色区域（
数）低风险浅灰色区域（间数字）代表中等
风险通常风险评级规项目组织包括预先指定
组织程资产风险评分规根风险理程具体计划
项目
概率影响矩阵
概率
090
070
050
030
010
005
004
003
002
001
005
非常低
009
007
005
003
001
010
低
018
014
010
006
002
020
适度
036
028
020
012
004
040
高
072
056
040
024
008
080
高
影响（数值尺度）目标（例成时间范围质量）
风险评价发生影响客观概率果确实发生组织
门槛低中度高风险矩阵确定风险否分
高中低目
威胁
005
004
003
002
001
005
非常低
009
007
005
003
001
010
低
018
014
010
006
002
020
适度
036
028
020
012
004
040
高
072
056
040
024
008
080
高
机会
图1110概率影响矩阵
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As illustrated in Figure 1110 an organization can rate a risk separately for each objective (eg cost time
and scope) In addition it may develop ways to determine one overall rating for each risk Finally opportunities
and threats are handled in the same matrix using definitions of the different levels of impact that are appropriate
for each
The risk score helps guide risk responses For example risks that have a negative impact on objectives
otherwise known as threats if they occur and that are in the highrisk (dark gray) zone of the matrix may require
priority action and aggressive response strategies Threats found in the lowrisk (medium gray) zone may not
require proactive management action beyond being placed in the risk register as part of the watch list or adding
a contingency reserve Similarly for opportunities those in the highrisk (dark gray) zone which may be obtained
most easily and offer the greatest benefit should be targeted first Opportunities in the lowrisk (medium gray) zone
should be monitored
11323 Risk Data Quality Assessment
Risk data quality assessment is a technique to evaluate the degree to which the data about risks is useful
for risk management It involves examining the degree to which the risk is understood and the accuracy quality
reliability and integrity of the data about the risk
The use of lowquality risk data may lead to a qualitative risk analysis of little use to the project If data quality is
unacceptable it may be necessary to gather better data Often the collection of information about risks is difficult
and consumes more time and resources than originally planned The values used in the example in Figure 1110
are representative The numbers of steps in the scale are usually established when defining the risk attitude of the
organization
11324 Risk Categorization
Risks to the project can be categorized by sources of risk (eg using the RBS) the area of the project affected
(eg using the WBS) or other useful categories (eg project phase) to determine the areas of the project most
exposed to the effects of uncertainty Risks can also be categorized by common root causes This technique helps
determine work packages activities project phases or even roles in the project which can lead to the development
of effective risk responses
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11项目风险理
图1110示组织目标分率风险（例成时间
范围）外发展确定风险种综合评价方法机会
威胁处理影响适合层次定义相矩阵
风险评分助指导风险反应例目标负面影响风险
否称威胁果出现高危（深灰色）基区需
优先行动积极应策略低风险发现威胁（中灰色）区域
需积极理行动法放置风险登记表列表添加部分
应急储备样机会高风险区（深灰色）
容易提供效益应该针性第低风险机会（中灰色）区
应监测
11323风险数质量评估
风险数质量评估技术评估程度风险数
风险理包括研究种程度风险理解准确质量
性风险数完整性
低质量风险数导致项目少定性风险分析果数质量
接受需收集更数通常情况关风险信息收集困难
消耗原计划更时间资源图1110示例中值
代表性规模步骤数通常建立明确风险态度时候
组织
11324风险分类
项目风险通风险源分类（例RBS）项目区影响
（例WBS）类（例项目阶段）确定工程领域
暴露确定性影响风险通根原分类项技术助
确定工作包活动项目项目阶段甚角色会导致发展
效风险反应
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11325 Risk Urgency Assessment
Risks requiring nearterm responses may be considered more urgent to address Indicators of priority may
include probability of detecting the risk time to affect a risk response symptoms and warning signs and the
risk rating In some qualitative analyses the assessment of risk urgency is combined with the risk ranking that is
determined from the probability and impact matrix to give a final risk severity rating
11326 Expert Judgment
Expert judgment is required to assess the probability and impact of each risk to determine its location in
the matrix shown in Figure 1110 Experts generally are those having experience with similar recent projects
Gathering expert judgment is often accomplished with the use of risk facilitation workshops or interviews The
experts’ bias should be taken into account in this process
1133 Perform Qualitative Risk Analysis Outputs
11331 Project Documents Updates
Project documents that may be updated include but are not limited to
Risk register updates As new information becomes available through the qualitative risk
assessment the risk register is updated Updates to the risk register may include assessments
of probability and impacts for each risk risk ranking or scores risk urgency information or risk
categorization and a watch list for low probability risks or risks requiring further analysis
Assumptions log updates As new information becomes available through the qualitative risk
assessment assumptions could change The assumptions log needs to be revisited to accommodate
this new information Assumptions may be incorporated into the project scope statement or in a
separate assumptions log
114 Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall
project objectives The key benefit of this process is that it produces quantitative risk information to support decision
making in order to reduce project uncertainty The inputs tools and techniques and outputs of this process are
depicted in Figure 1111 Figure 1112 depicts the data flow diagram of the process
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11项目风险理
11
11325风险紧迫性评估
需短期反应风险认解决更迫切指标优先级
包括检测风险发生概率时间影响风险应症状警告标志
风险评级定性分析风险评估紧迫性结合风险排序
概率影响矩阵确定终风险严重等级
11326专家判断
专家判断需评估风险概率影响确定位置
图1110示矩阵专家般验类似项目
收集专家判断风险促进车间访谈完成
专家偏差应程中考虑
1133进行定性风险分析：输出
11331项目文件更新
项目文件更新包括限：
？风险登记更新新信息通定性风险
评估风险登记风险寄存器更新包括评估
概率影响风险风险等级分数风险紧迫性信息风险
分类观察名单低概率风险风险需进步分析
？假设日志更新新信息通定性风险
评估假设改变日志需重新适应假设
新信息假设纳入项目范围说明书
独立假设日志
114实施定量风险分析
实施定量风险分析数值分析已识风险整体影响程
项目目标程关键处产生定量风险信息支持决策
减少项目确定性输入工具技术程输出
图1111描绘图1112描述程数流图
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11 PROJECT RISK MANAGEMENT
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process
assets
1 Data gathering and
representation
techniques
2 Quantitative risk analysis
and modeling techniques
3 Expert judgment
1 Project documents
updates
Figure 1111 Perform Quantitative Risk Analysis Inputs Tools & Techniques and Outputs
Project Risk Management
114
Perform
Quantitative
Risk Analysis
111
Plan Risk
Management
112
Identify
Risks
Project documents
updates
Risk management Risk register
plan
Organizational
process assets
Enterprise
e nvironmental
factors
Cost management plan
71
Plan Cost
Management
Schedule
management plan
61
Plan Schedule
Management
Enterprise
Organization
Project
Documents
Figure 1112 Perform Quantitative Risk Analysis Data Flow Diagram
Perform Quantitative Risk Analysis is performed on risks that have been prioritized by the Perform Qualitative
Risk Analysis process as potentially and substantially impacting the project’s competing demands The Perform
Quantitative Risk Analysis process analyzes the effect of those risks on project objectives It is used mostly to
evaluate the aggregate effect of all risks affecting the project When the risks drive the quantitative analysis the
process may be used to assign a numerical priority rating to those risks individually
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11项目风险理
输入工具技术输出
1风险理计划
2成理计划
3进度理
计划
4风险登记册
5企业环境
素
6组织程
资产
1数集
表示
技术
2定量风险分析
建模技术
3专家判断
1项目文件
更新
图1111实施定量风险分析：输入输出工具技术
项目风险理
114
执行
定量
风险分析
111
计划风险
理
112
识
风险
？项目文件
更新
？风险理？风险登记册
计划
？组织
程资产
？企业
环境
素
？成理计划
71
计划成
理
？铁列车时刻表
理计划
61
计划
理
企业
组织
项目
文件
图1112实施定量风险分析数流程图
进行定量风险分析已优先定性风险进行
风险分析程潜重影响项目竞争性需求执行
定量风险分析方法分析风险项目目标影响
评估影响项目风险综合效应风险驱动定量分析该
方法指定数值优先等级风险单独
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Perform Quantitative Risk Analysis generally follows the Perform Qualitative Risk Analysis process In some
cases it may not be possible to execute the Perform Quantitative Risk Analysis process due to lack of sufficient
data to develop appropriate models The project manager should exercise expert judgment to determine the need
for and the viability of quantitative risk analysis The availability of time and budget and the need for qualitative or
quantitative statements about risk and impacts will determine which method(s) to use on any particular project
Perform Quantitative Risk Analysis should be repeated as needed as part of the Control Risks process to determine
if the overall project risk has been satisfactorily decreased Trends may indicate the need for more or less focus on
appropriate risk management activities
1141 Perform Quantitative Risk Analysis Inputs
11411 Risk Management Plan
Described in Section 11131 The risk management plan provides guidelines methods and tools to be used in
quantitative risk analysis
11412 Cost Management Plan
Described in Section 7131 The cost management plan provides guidelines on establishing and managing risk
reserves
11413 Schedule Management Plan
Described in Section 6131 The schedule management plan provides guidelines on establishing and managing
risk reserves
11414 Risk Register
Described in Section 11231 The risk register is used as a reference point for performing quantitative risk
analysis
11415 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors may provide insight and context to the risk analysis
such as
Industry studies of similar projects by risk specialists and
Risk databases that may be available from industry or proprietary sources
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11项目风险理
11
实施定量风险分析般遵循定性风险分析程
情况法执行实施定量风险分析程中缺乏足够
数制定相应模型项目理应该锻炼专家判断确定需
定量风险分析行性时间预算性进行定性需
关风险影响定量表述确定方法（S）特定项目
实施定量风险分析应重复需控制风险程部分确定
果项目整体风险已令满意减少趋势显示更更少重点需
适风险理活动
1141进行定量风险分析：输入
11411风险理计划
第11131描述风险理计划提供指导方针方法工具
定量风险分析
11412成理计划
第7131描述成理计划提供建立理风险指导方针
储备
11413进度理计划
第6131描述进度理计划提供建立理指南
风险准备金
11414风险登记册
第11231描述风险登记册作实施定量风险参考点
分析
11415企业环境素
第215描述企业环境素风险分析提供洞察力语境
：
？通风险专家类似项目行业研究
？风险数库行业专源
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11416 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Quantitative Risk
Analysis process include information from prior similar completed projects
1142 Perform Quantitative Risk Analysis Tools and Techniques
11421 Data Gathering and Representation Techniques
Interviewing Interviewing techniques draw on experience and historical data to quantify the probability
and impact of risks on project objectives The information needed depends upon the type of probability
distributions that will be used For instance information would be gathered on the optimistic (low)
pessimistic (high) and most likely scenarios for some commonly used distributions Examples of threepoint
estimates for cost are shown in Figure 1113 Additional information on threepoint estimates
appears in Estimate Activity Durations (Section 65) and Estimate Costs (Section 72) Documenting the
rationale of the risk ranges and the assumptions behind them are important components of the risk
interview because they can provide insight on the reliability and credibility of the analysis
Range of Project Cost Estimates
WBS Element
Design
Build
Test
Total Project
4M
16M
11M
31M
6M
20M
15M
41M
10M
35M
23M
68M
Interviewing relevant stakeholders helps determine the threepoint estimates for each WBS
element for triangular beta or other distributions In this example the likelihood of completing
the project at or below the most likely estimate of 41 million is relatively small as shown in
the simulation results in Figure 1117 (Cost Risk Simulation Results)
Low Most Likely High
Figure 1113 Range of Project Cost Estimates Collected During the Risk Interview
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11项目风险理
11416组织程资产
第214描述组织程资产够影响进行定量风险
分析程包括信息前类似已完成项目
1142进行定量风险分析：工具技术
11421数采集表示技术
？面试面试技巧鉴验历史数进行量化概率
影响项目目标风险需信息取决概率型
分布例信息聚集乐观（低）
悲观（高）常分布情况例子三点
估计成图1113三点估计附加信息
出现估算活动持续时间（65节）估计成（第72节）记录
风险理基础范围背假设风险重部分
面试提供分析性信度洞察力
项目成估算范围
WBS元素
设计
建立
试验
全项目
400万美元
1600万美元
1100万美元
3100万美元
600万美元
2000万美元
1500万美元
4100万美元
1000万美元
3500万美元
2300万美元
6800万美元
访谈利益相关者助确定WBS三点估计
元三角β分布例子中完成
图示低41000000美元估算项目较
图11～仿真结果（成风险模拟结果）
高低
图1113工程造价范围估计风险调查
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Probability distributions Continuous probability distributions which are used extensively in modeling
and simulation represent the uncertainty in values such as durations of schedule activities and costs
of project components Discrete distributions can be used to represent uncertain events such as the
outcome of a test or a possible scenario in a decision tree Two examples of widely used continuous
distributions are shown in Figure 1114 These distributions depict shapes that are compatible with the
data typically developed during the quantitative risk analysis Uniform distributions can be used if there
is no obvious value that is more likely than any other between specified high and low bounds such as in
the early concept stage of design
Beta and triangular distributions are frequently used in quantitative risk analysis The data shown in the figure
on the left (Beta Distribution) is one example of a family of such distributions determined by two shape
parameters Other commonly used distributions include the uniform normal and lognormal In these charts
the horizontal (X) axes represent possible values of time or cost and the vertical (Y) axes represent relative
likelihood
Beta Distribution Triangular Distribution
01
00
01
00
Figure 1114 Examples of Commonly Used Probability Distributions
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11项目风险理
11
？概率分布连续概率分布广泛建模
仿真代表值表活动持续时间确定性成
项目组成部分离散分布表示确定事件
决策树测试发生结果两例子广泛应连续
分布图11示分布描述形状兼容
风险定量分析数通常果均匀分布
没明显价值指定高低范围更容易
设计早期概念阶段
β三角分布常定量风险分析图中示数
左边（Beta分布）家庭种分布两形状确定例子
参数常分布均匀正常数正态分布图表
水（x）轴代表时间成值垂直（Y）轴代表相
性
Beta分布三角形分布
01
0
01
0
图1114常概率分布例子
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11422 Quantitative Risk Analysis and Modeling Techniques
Commonly used techniques use both eventoriented and projectoriented analysis approaches including
Sensitivity analysis Sensitivity analysis helps to determine which risks have the most potential
impact on the project It helps to understand how the variations in project’s objectives correlate with
variations in different uncertainties Conversely it examines the extent to which the uncertainty of
each project element affects the objective being studied when all other uncertain elements are held at
their baseline values One typical display of sensitivity analysis is the tornado diagram (Figure 1115)
which is useful for comparing relative importance and impact of variables that have a high degree of
uncertainty to those that are more stable The Tornado diagram is also helpful in analyzing risktaking
scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater
than corresponding identified negative impacts A tornado diagram is a special type of bar chart used
in sensitivity analysis for comparing the relative importance of the variables In a tornado diagram
the Yaxis contains each type of uncertainty at base values and the Xaxis contains the spread or
correlation of the uncertainty to the studied output In this figure each uncertainty contains a horizontal
bar and is ordered vertically to show uncertainties with a decreasing spread from the base values
Risk 1
Risk 2
Risk 3
Risk 4
Risk 5
Risk 6
Negative Impact
Positive Impact
KEY
15000 10000 5000 0 5000 10000 15000 20000
Figure 1115 Example of Tornado Diagram
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11项目风险理
11422定量风险分析建模技术
常技术面事件项目导分析方法包括：
？敏感性分析敏感性分析助确定风险潜力
项目影响助解项目目标变化
确定性变化相反探讨种程度确定性
项目目研究元素影响时确定素举行
基线值敏感性分析显示典型龙卷风图（图11）
较相重性具较高程度变量影响
确定性更稳定龙卷风图险帮助分析
情况启特定风险定量分析带处更集锦
相应识负面影响龙卷风图种特殊类型条形图应
灵敏度分析较变量相重性龙卷风图
Y轴包含基值确定性种类型X轴表示传播
确定性影响产量相关性图中包含确定性水
酒吧垂直排序显示减少传播基础值确定性
风险1
风险2
风险3
风险4
风险5
风险6
负面影响
积极影响
关键
15000 10000 5000 0 5000 10000 15000 20000
图11龙卷风图例子
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Expected monetary value analysis Expected monetary value (EMV) analysis is a statistical concept
that calculates the average outcome when the future includes scenarios that may or may not happen
(ie analysis under uncertainty) The EMV of opportunities are generally expressed as positive values
while those of threats are expressed as negative values EMV requires a riskneutral assumption—
neither risk averse nor risk seeking EMV for a project is calculated by multiplying the value of each
possible outcome by its probability of occurrence and adding the products together A common use of
this type of analysis is a decision tree analysis (Figure 1116)
Computed
Payoffs minus Costs
along Path
Decision Definition Decision Node Chance Node Net Path Value
Decision to
be Made
Input Cost of Each Decision
Output Decision Made
Input Scenario Probability
Reward if it Occurs
Output Expected Monetary
Value (EMV)
Build or Upgrade
80M
60
40
60
40
36M 60 (80M) + 30M
40 (–30M)
EMV (before costs) of Build
New Plant considering demand
46M 60 (70M) +
40 (10M)
EMV (before costs) of Upgrade
Plant considering demand
Decision EMV 46M
(the larger of 36M
and 46M)
80M 200M – 120M
–30M 90M – 120M
70M 120M – 50M
10M 60M – 50M
70M
10M
Note 1 The decision tree shows how to make a decision between alternative capital strategies (represented as decision
nodes) when the environment contains uncertain elements (represented as chance nodes)
Note 2 Here a decision is being made whether to invest 120M US to build a new plant or to instead invest only 50M US
to upgrade the existing plant For each decision the demand (which is uncertain and therefore represents a
chance node) must be accounted for For example strong demand leads to 200M revenue with the new plant
but only 120M US for the upgraded plant perhaps due to capacity limitations of the upgraded plant The end of
each branch shows the net effect of the payoffs minus costs For each decision branch all effects are added (see
shaded areas) to determine the overall Expected Monetary Value (EMV) of the decision Remember to account for
the investment costs From the calculations in the shaded areas the upgraded plant has a higher EMV of 46M –
also the EMV of the overall decision (This choice also represents the lowest risk avoiding the worst case possible
outcome of a loss of 30M)
Decision Node
Chance Node
End of Branch
Strong Demand
(200M)
Weak Demand
(90M)
Strong Demand
(120M)
Weak Demand
(60M)
Build New Plant
(Invest 120M)
Upgrade Plant
(Invest 50M)
Figure 1116 Decision Tree Diagram
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11项目风险理
11
？预期货币价值分析预期货币价值（EMV）分析种统计概念
计算均结果未时包括情况发生
（分析确定性条件）机会EMV般表示正面价值观
威胁表示负值EMV需风险中性假设—
厌恶风险追求风险项目值计算
发生概率结果增加产品起常见
种类型分析决策树分析（图16）
计算：
收益减成
路径
决策定义决策节点机会节点网络路径值
决定
做
输入：决策成
输出：决策
输入：情景概率
奖励果发生
输出：预期货币
价值（EMV）
建立升级？
8000万美元
60
40
60
40
3600万美元60（8000万美元）+ 3000万美元
40（–3000万美元）
EMV（前成）建立
新厂考虑需求
4600万美元 60 +（7000万美元）
40（1000万美元）
EMV（前成）升级
植物中考虑需求
决策EMV 4600万美元
（3600万美元
合4600万美元）
8000万美元 2亿美元–12亿美元
–3000万美元 9000万美元–12亿美元
7000万美元 12亿美元–5000万美元
1000万美元6000万美元–5000万美元
7000万美元
1000万美元
注1：决策树显示资间代战略决策（表示决策
节点）环境包含确定素（表示节点机会）
注2：里正作出决定否投资12亿美元建新工厂相反投资5000万美元美国
升级现植物决定需求（确定
机会节点）必须占例强劲需求导致美元新厂2亿收入
12亿美元美国工厂升级植物升级力局限性结束
分支显示收益减成净效应决策部门影响增加（参见
阴影区）确定整体预期货币价值（EMV）决定记考虑
投资成阴影区域计算升级植物具较高EMV4600万美元–
整体决策EMV（代表风险低选择避免坏情况
损失3000万美元结果）
决策节点
机会节点
枝条末端
强劲需求
（2亿美元）
需求疲软
（9000万美元）
强劲需求
（12亿美元）
需求疲软
（6000万美元）
建新厂
（投资12亿美元）
提升工厂
（投资5000万美元）
图11决策树图
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11 PROJECT RISK MANAGEMENT
Modeling and simulation A project simulation uses a model that translates the specified detailed
uncertainties of the project into their potential impact on project objectives Simulations are typically
performed using the Monte Carlo technique In a simulation the project model is computed many times
(iterated) with the input values (eg cost estimates or activity durations) chosen at random for each
iteration from the probability distributions of these variables A histogram (eg total cost or completion
date) is calculated from the iterations For a cost risk analysis a simulation uses cost estimates For a
schedule risk analysis the schedule network diagram and duration estimates are used The output from a
cost risk simulation using the threeelement model and risk ranges is shown in Figure 1117 It illustrates
the respective probability of achieving specific cost targets Similar curves can be developed for other
project objectives
This cumulative distribution assuming the data ranges in Figure 1113 and triangular distributions shows that the
project is only 12 percent likely to meet the 41 million most likely cost estimate If a conservative organization wants
a 75 likelihood of success a budget of 50 million (a contingency of nearly 22 (50M 41M)41M)) is required
Total Project Cost
Cumulative Chart
Cost
100
75
50
25
0
Probability
3000M 3875M 4750M 5625M 6500M
12
Mean 4667M
41M 50M
Figure 1117 Cost Risk Simulation Results
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11项目风险理
？建模仿真项目模拟模型指定详细
该项目确定性项目目标潜影响模拟通常
Monte Carlo方法进行模拟中该项目模型计算次
（迭代）输入值（例成估计活动持续时间）机选择
变量概率分布迭代直方图（例总成完成
日期）迭代计算成风险分析仿真采成估计
进度风险分析进度网络图时间估计输出
采三元件模型风险范围成风险模拟图显示1117阐述
实现具体成目标概率类似曲线开发
项目目标
种累积分布假设数范围图1113三角分布表明
项目百分12达41000000美元成估算果保守组织
成功75性50000000美元预算（应急22（5000万美元 4100万美元） 4100万美元））必需
项目总成
累积图
成
100
75
50
25
0
概率
3000m美元美元美元美元美元3875m 4750m 5625m 6500m
12
均4667m美元
4100万美元万美元
图17成风险仿真结果
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11
11423 Expert Judgment
Expert judgment (ideally using experts with relevant recent experience) is required to identify potential cost
and schedule impacts to evaluate probability and to define inputs such as probability distributions into the tools
Expert judgment also comes into play in the interpretation of the data Experts should be able to identify the
weaknesses of the tools as well as their strengths Experts may determine when a specific tool may or may not be
more appropriate given the organization’s capabilities and culture
1143 Perform Quantitative Risk Analysis Outputs
11431 Project Documents Updates
Project documents are updated with information resulting from quantitative risk analysis For example risk
register updates could include
Probabilistic analysis of the project Estimates are made of potential project schedule and cost
outcomes listing the possible completion dates and costs with their associated confidence levels
This output often expressed as a cumulative frequency distribution is used with stakeholder risk
tolerances to permit quantification of the cost and time contingency reserves Such contingency
reserves are needed to bring the risk of overrunning stated project objectives to a level acceptable to
the organization
Probability of achieving cost and time objectives With the risks facing the project the probability
of achieving project objectives under the current plan can be estimated using quantitative risk analysis
results For instance in Figure 1117 the likelihood of achieving the cost estimate of US41 million is
about 12
Prioritized list of quantified risks This list includes those risks that pose the greatest threat or present
the greatest opportunity to the project These include the risks that may have the greatest effect on cost
contingency and those that are most likely to influence the critical path These risks may be evaluated in
some cases through a tornado diagram generated as a result of the simulation analysis
Trends in quantitative risk analysis results As the analysis is repeated a trend may become apparent
that leads to conclusions affecting risk responses Organizational historical information on project schedule
cost quality and performance should reflect new insights gained through the Perform Quantitative Risk
Analysis process Such history may take the form of a quantitative risk analysis report This report may
be separate from or linked to the risk register
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11项目风险理
11
11423专家判断
专家判断（专家关验）识潜成
进度影响评估概率确定输入概率分布工具
专家判断数解释起专家应该够识
该工具弱点长处专家确定特定工具
更合适组织力文化
1143进行定量风险分析：输出
11431项目文件更新
项目文件定量风险分析信息更新例风险
寄存器更新包括：
？该项目概率分析估计潜项目进度成
结果列出完成日期相关置信水成
输出通常作累积频率分布表示相关风险
公差允许成时间应急储备量化样事
储备需超越规定项目目标接受水风险
组织
？概率达成时间目标面项目风险概率
实现项目目标根目前计划定量风险分析估计
结果例图1117实现41000000美元成估计性
约12
？量化风险清单名单包括风险构成威胁礼物
该项目机会包括成影响风险
应急影响关键路径风险评估
某情况通模拟结果分析产生龙卷风图
？定量风险分析结果趋势分析重复成明显趋势
导致结风险反应影响项目进度计划组织历史信息
成质量性应反映新见解通实施定量风险
分析程样历史定量风险分析报告形式报告会
分开风险登记册
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115 Plan Risk Responses
Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce
threats to project objectives The key benefit of this process is that it addresses the risks by their priority inserting
resources and activities into the budget schedule and project management plan as needed The inputs tools and
techniques and outputs of this process are depicted in Figure 1118 Figure 1119 depicts the data flow diagram
of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Risk register
1 Strategies for negative
risks or threats
2 Strategies for positive
risks or opportunities
3 Contingent response
strategies
4 Expert judgment
1 Project management plan
updates
2 Project documents
updates
Figure 1118 Plan Risk Responses Inputs Tools & Techniques and Outputs
Project Risk Management
115
Plan Risk
Responses
111
Plan Risk
Management
112
Identify
Risks
Project management
plan updates
Project documents
updates
Risk management Risk register
plan
42
Develop Project
Management
Plan
Project
Documents
Figure 1119 Plan Risk Responses Data Flow Diagram
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11项目风险理
115计划风险应
规划风险应制定提高机会减少选择行动程
项目目标威胁程关键处涉风险优先级插入
资源活动预算计划项目理计划需输入工具
技术该程输出图1118描绘图1119描述数流图
程中
输入工具技术输出
1风险理计划
2风险登记册
负1策略
风险威胁
正2策略
风险机会
3反应
策略
4专家判断
1项目理计划
更新
2项目文件
更新
图1012规划风险应：输入输出工具技术
项目风险理
115
计划风险
反应
111
计划风险
理
112
识
风险
？项目理
计划更新
？项目文件
更新
？风险理？风险登记册
计划
42
开发项目
理
计划
项目
文件
图1119规划风险应数流图
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11 PROJECT RISK MANAGEMENT
11
The Plan Risk Responses process follows the Perform Quantitative Risk Analysis process (if used) Each risk
response requires an understanding of the mechanism by which it will address the risk This is the mechanism
used to analyze if the risk response plan is having the desired effect It includes the identification and assignment
of one person (an owner for risk response) to take responsibility for each agreedto and funded risk response Risk
responses should be appropriate for the significance of the risk costeffective in meeting the challenge realistic
within the project context agreed upon by all parties involved and owned by a responsible person Selecting the
optimum risk response from several options is often required
The Plan Risk Responses process presents commonly used approaches to planning responses to the risks
Risks include threats and opportunities that can affect project success and responses are discussed for each
1151 Plan Risk Responses Inputs
11511 Risk Management Plan
Important components of the risk management plan include roles and responsibilities risk analysis definitions
timing for reviews (and for eliminating risks from review) and risk thresholds for low moderate and high risks Risk
thresholds help identify those risks for which specific responses are needed
11512 Risk Register
The risk register refers to identified risks root causes of risks lists of potential responses risk owners symptoms
and warning signs the relative rating or priority list of project risks risks requiring responses in the near term risks
for additional analysis and response trends in qualitative analysis results and a watch list which is a list of lowpriority
risks within the risk register
1152 Plan Risk Responses Tools and Techniques
Several risk response strategies are available The strategy or mix of strategies most likely to be effective
should be selected for each risk Risk analysis tools such as decision tree analysis (Section 11422) can be
used to choose the most appropriate responses Specific actions are developed to implement that strategy
including primary and backup strategies as necessary A fallback plan can be developed for implementation
if the selected strategy turns out not to be fully effective or if an accepted risk occurs Secondary risks should
also be reviewed Secondary risks are risks that arise as a direct result of implementing a risk response A
contingency reserve is often allocated for time or cost If developed it may include identification of the conditions
that trigger its use
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11项目风险理
11
该计划风险应程遵循执行风险定量分析程（果）风险
反应需机制解决风险理解机制
分析果风险应计划预期效果包括识分配
（风险应业）意投资风险应责风险
反应应该适风险重性迎接挑战性价现实
项目文中方意负责拥选择
佳风险应选项必需
计划风险应程中提出常风险应规划方法
风险包括威胁机会会影响项目成功反应讨
1151规划风险应：输入
11511风险理计划
风险理计划重组成部分包括角色责风险分析定义
定时评（消风险回顾）低中等风险高风险阈值风险
阈值助找出风险具体反应需
11512风险登记册
风险指注册已识风险风险根原潜反应列出风险业症状
警告标志相评级优先项目风险清单短期需反应风险风险
额外分析响应定性分析结果趋势观察名单列表lowpriority
风险登记册风险
1152规划风险应：工具技术
风险应策略策略效策略组合
应选择风险风险分析工具决策树分析（第11422）
选择适反应具体行动实施战略
包括学备份策略必备计划实现
果选择策略证明完全效者果公认风险发生中等风险
审查中等风险产生直接结果实施风险应风险
应急储备常分配时间成果成功包括条件识
触发
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11521 Strategies for Negative Risks or Threats
Three strategies which typically deal with threats or risks that may have negative impacts on project objectives
if they occur are avoid transfer and mitigate The fourth strategy accept can be used for negative risks or threats
as well as positive risks or opportunities Each of these risk response strategies have varied and unique influence
on the risk condition These strategies should be chosen to match the risk’s probability and impact on the project’s
overall objectives Avoidance and mitigation strategies are usually good strategies for critical risks with high impact
while transference and acceptance are usually good strategies for threats that are less critical and with low overall
impact The four strategies for dealing with negative risks or threats are further described as follows
Avoid Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact It usually involves changing the project management plan to eliminate
the threat entirely The project manager may also isolate the project objectives from the risk’s impact or
change the objective that is in jeopardy Examples of this include extending the schedule changing the
strategy or reducing scope The most radical avoidance strategy is to shut down the project entirely
Some risks that arise early in the project can be avoided by clarifying requirements obtaining information
improving communication or acquiring expertise
Transfer Risk transference is a risk response strategy whereby the project team shifts the impact of
a threat to a third party together with ownership of the response Transferring the risk simply gives
another party responsibility for its management—it does not eliminate it Transferring does not mean
disowning the risk by transferring it to a later project or another person without his or her knowledge or
agreement Risk transference nearly always involves payment of a risk premium to the party taking on
the risk Transferring liability for risk is most effective in dealing with financial risk exposure Transference
tools can be quite diverse and include but are not limited to the use of insurance performance bonds
warranties guarantees etc Contracts or agreements may be used to transfer liability for specified risks
to another party For example when a buyer has capabilities that the seller does not possess it may be
prudent to transfer some work and its concurrent risk contractually back to the buyer In many cases use
of a costplus contract may transfer the cost risk to the buyer while a fixedprice contract may transfer
risk to the seller
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11项目风险理
消极风险威胁11521策略
三种策略通常应威胁风险项目目标影响
果出现种情况分：避免转移减轻第四策略接受消极风险威胁
积极风险机会风险应策略独特影响
风险条件策略选择应风险概率项目影响
总体目标避免缓解策略通常高影响界风险战略
传递接受通常威胁太重较低整体战略
影响处理负面风险威胁四战略进步描述：
？避免风险规避风险应策略项目团队行消威胁
保护项目影响通常涉改变项目理计划消
完全威胁项目理项目目标风险影响
变化目危险中样例子包括延伸计划改变
策略缩范围激进回避策略关闭该项目完全
风险出现项目早期通明确求避免获取信息
改善沟通获取知识
？换风险转移风险应策略项目团队变化影响
三分方威胁响应权风险转移
方负责理消转移意味着
否认风险转移项目没知识
协议风险转移总涉风险溢价承担付款
风险风险责转移处理财务风险效换
工具种样包括限运保险债券性
保证担保等合协议指定风险责转移
方例买家卖家具备力
谨慎传递工作发回买方风险合许情况
成加成合成风险转移买方固定价格合转
卖方风险
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11
Mitigate Risk mitigation is a risk response strategy whereby the project team acts to reduce the
probability of occurrence or impact of a risk It implies a reduction in the probability andor impact of an
adverse risk to be within acceptable threshold limits Taking early action to reduce the probability andor
impact of a risk occurring on the project is often more effective than trying to repair the damage after the
risk has occurred Adopting less complex processes conducting more tests or choosing a more stable
supplier are examples of mitigation actions Mitigation may require prototype development to reduce the
risk of scaling up from a benchscale model of a process or product Where it is not possible to reduce
probability a mitigation response might address the risk impact by targeting linkages that determine the
severity For example designing redundancy into a system may reduce the impact from a failure of the
original component
Accept Risk acceptance is a risk response strategy whereby the project team decides to acknowledge
the risk and not take any action unless the risk occurs This strategy is adopted where it is not possible
or costeffective to address a specific risk in any other way This strategy indicates that the project
team has decided not to change the project management plan to deal with a risk or is unable to identify
any other suitable response strategy This strategy can be either passive or active Passive acceptance
requires no action except to document the strategy leaving the project team to deal with the risks as
they occur and to periodically review the threat to ensure that it does not change significantly The
most common active acceptance strategy is to establish a contingency reserve including amounts of
time money or resources to handle the risks
11522 Strategies for Positive Risks or Opportunities
Three of the four responses are suggested to deal with risks with potentially positive impacts on project objectives
The fourth strategy accept can be used for negative risks or threats as well as positive risks or opportunities These
strategies described below are to exploit share enhance and accept
Exploit The exploit strategy may be selected for risks with positive impacts where the organization wishes
to ensure that the opportunity is realized This strategy seeks to eliminate the uncertainty associated with
a particular upside risk by ensuring the opportunity definitely happens Examples of directly exploiting
responses include assigning an organization’s most talented resources to the project to reduce the time
to completion or using new technologies or technology upgrades to reduce cost and duration required to
realize project objectives
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11项目风险理
11
？减轻降低风险风险应策略项目团队行减少
风险发生概率影响意味着减少概率影响
接受阈值限制利风险早采取行动减少性
项目存风险影响试图修复损伤更效
已发生风险采太复杂程进行更测试选择更稳定
供应商减缓行动例子缓解需减少原型开发
缩放程产品实验室规模模型风险里减少
概率减轻反应解决风险影响确定目标联系
严重程度例设计成系统减少冗余障影响
原始成分
？接受接受风险风险应策略项目团队决定承认
风险采取行动非发生风险采种策略
成效益方式特定风险址种策略表明项目
团队已决定改变项目理计划应风险法识
合适应策略种策略动动动接受
需行动文件策略项目团队应风险
发生定期检查确保会发生明显变化威胁
常见动接受策略建立应急储备包括量
时间金钱资源处理风险
积极风险机遇11522策略
三四应答建议处理潜风险项目目标积极影响
第四策略接受消极风险威胁积极风险机会
策略面描述开发享提高接受
？利开发策略选择积极影响组织希风险
确保实现机会该战略旨消相关确定性
通确保机会肯定会发生特定风险直接开发实例
反应包括分配组织华项目资源减少时间
完成采新技术技术升级降低需成时间
实现项目目标
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11 PROJECT RISK MANAGEMENT
Enhance The enhance strategy is used to increase the probability andor the positive impacts of an
opportunity Identifying and maximizing key drivers of these positiveimpact risks may increase the
probability of their occurrence Examples of enhancing opportunities include adding more resources to
an activity to finish early
Share Sharing a positive risk involves allocating some or all of the ownership of the opportunity to a
third party who is best able to capture the opportunity for the benefit of the project Examples of sharing
actions include forming risksharing partnerships teams specialpurpose companies or joint ventures
which can be established with the express purpose of taking advantage of the opportunity so that all
parties gain from their actions
Accept Accepting an opportunity is being willing to take advantage of the opportunity if it arises but
not actively pursuing it
11523 Contingent Response Strategies
Some responses are designed for use only if certain events occur For some risks it is appropriate for
the project team to make a response plan that will only be executed under certain predefined conditions if
it is believed that there will be sufficient warning to implement the plan Events that trigger the contingency
response such as missing intermediate milestones or gaining higher priority with a supplier should be defined
and tracked Risk responses identified using this technique are often called contingency plans or fallback plans
and include identified triggering events that set the plans in effect
11524 Expert Judgment
Expert judgment is input from knowledgeable parties pertaining to the actions to be taken on a specific and
defined risk Expertise may be provided by any group or person with specialized education knowledge skill
experience or training in establishing risk responses
1153 Plan Risk Responses Outputs
11531 Project Management Plan Updates
Elements of the project management plan that may be updated as a result of carrying out this process include
but are not limited to
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11项目风险理
？提高增强策略增加性积极影响
机会识风险化积极影响关键驱动素增加
发生概率提高机会例子包括添加更资源
活动结束早
？分享享积极风险包括分配机会权
第三捕捉项目利益机会实例分享
行动包括形成风险担合作伙伴关系团队特殊目公司合资企业
建立表达目利机会
行中获方
？接受接受机会愿意利机会
积极追求
11523队伍应策略
反应设计仅某事件发生风险适
项目团队做出计划会定条件执行果
认会足够警告实施计划事件触发事件
响应丢失供应商获取高优先级中间里程碑应该定义
踪风险响应确定种技术通常称应急计划备计划
包括确定触发事件制定计划影响
11524专家判断
专家判断输入关知识方采取具体行动
定义风险知识集团专业教育知识技
验培训建立风险应
1153规划风险应：输出
11531项目理计划更新
项目理计划实施该方法更新容包括
限：
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11 PROJECT RISK MANAGEMENT
11
Schedule management plan The schedule management plan is updated to reflect changes in process
and practice driven by the risk responses This may include changes in tolerance or behavior related to
resource loading and leveling as well as updates to the schedule strategy
C ost management plan The cost management plan is updated to reflect changes in process and
practice driven by the risk responses This may include changes in tolerance or behavior related to
cost accounting tracking and reports as well as updates to the budget strategy and how contingency
reserves are consumed
Quality management plan The quality management plan is updated to reflect changes in process
and practice driven by the risk responses This may include changes in tolerance or behavior related to
requirements quality assurance or quality control as well as updates to the requirements documentation
Procurement management plan The procurement management plan may be updated to reflect
changes in strategy such as alterations in the makeorbuy decision or contract type(s) driven by the risk
responses
Human resource management plan The staffing management plan part of the human resource
management plan is updated to reflect changes in project organizational structure and resource
applications driven by the risk responses This may include changes in tolerance or behavior related to
staff allocation as well as updates to the resource loading
Scope baseline Because of new modified or omitted work generated by the risk responses the scope
baseline may be updated to reflect those changes
Schedule baseline Because of new work (or omitted work) generated by the risk responses the schedule
baseline may be updated to reflect those changes
Cost baseline Because of new work (or omitted work) generated by the risk responses the cost baseline
may be updated to reflect those changes
11532 Project Documents Updates
In the Plan Risk Responses process several project documents are updated as needed For example when
appropriate risk responses are chosen and agreed upon they are included in the risk register The risk register
should be written to a level of detail that corresponds with the priority ranking and the planned response Often the
high and moderate risks are addressed in detail Risks judged to be of low priority are included in a watch list for
periodic monitoring Updates to the risk register can include but are not limited to
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11项目风险理
11
？进度理计划进度理计划更新反映变化程
实践风险反应驱动包括相关公差行变化
资源配置调度策略更新
？成理计划成理计划更新反映变化程
实践中风险反应驱动包括相关公差行变化
成会计踪报告更新预算策略应急
储备消耗
？质量理计划质量理计划更新反映变化程
实践风险反应驱动包括相关公差行变化
求质量保证质量控制需求文档更新
？采购理计划采购理计划会更新反映
改变策略改变制造购买决策合类型（S）风险驱动
反应
？力资源理计划员理计划力资源部
理计划更新反映项目组织结构资源变化
应风险反应驱动包括相关公差行变化
员配置资源加载更新
？范围基线新修改略工作风险产生响应范围
基线更新反映变化
？进度基线新工作（略工作）风险产生响应日程安排
基线更新反映变化
？成基线新工作（略工作）风险产生响应成基线
会更新反映更改
11532项目文件更新
规划风险应程中项目文件需更新说呢？什时候
适风险应选择约定包括风险登记册风险登记册
应书面详细程度优先排序计划响应应常
高中等风险等进行较详细介绍风险评低优先级列入观察名单
定期监测风险寄存器更新包括限：
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Risk owners and assigned responsibilities
Agreedupon response strategies
Specific actions to implement the chosen response strategy
Trigger conditions symptoms and warning signs of a risk occurrence
Budget and schedule activities required to implement the chosen responses
Contingency plans and triggers that call for their execution
Fallback plans for use as a reaction to a risk that has occurred and the primary response proves to be
inadequate
Residual risks that are expected to remain after planned responses have been taken as well as those that
have been deliberately accepted
Secondary risks that arise as a direct outcome of implementing a risk response and
Contingency reserves that are calculated based on the quantitative risk analysis of the project and the
organization’s risk thresholds
Other project documents updated could include
Assumptions log updates As new information becomes available through the application of risk
responses assumptions could change The assumptions log needs to be revisited to accommodate this
new information
T echnical documentation updates As new information becomes available through the application
of risk responses technical approaches and physical deliverables may change Any supporting
documentation needs to be revisited to accommodate this new information
Change requests Planning for possible risk responses can often result in recommendations for changes
to the resources activities cost estimates and other items identified during other planning processes
When such recommendations are identified change requests are generated and processed through the
Perform Integrated Change Control process
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11项目风险理
？业风险责
？商定应策略
？实施战略具体行动选择反应
？触发条件症状风险发生征兆
？预算计划活动需实现选择反应
？应急计划触发器调执行
？备计划作风险发生反应反应
足
？残余风险继续计划反应已采取
直意接受
？中等风险产生直接结果实施风险应
？应急储备基础项目风险定量分析计算
组织风险阈值
项目文件更新包括：
？假设日志更新新信息通风险中应
响应假设改变日志需重新适应假设
新信息
？技术文件更新新信息通应
风险应技术方法物理交付成果会改变支持
文件需重新适应新信息
？变更请求风险应规划导致修改建议
资源活动成估算规划确定项目程
样建议确定变更请求生成处理通
执行整体变更控制程
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11 PROJECT RISK MANAGEMENT
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116 Control Risks
Control Risks is the process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project The key benefit of
this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously
optimize risk responses The inputs tools and techniques and outputs of this process are depicted in Figure 1120
Figure 1121 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance
reports
1 Risk reassessment
2 Risk audits
3 Variance and trend
analysis
4 Technical performance
measurement
5 Reserve analysis
6 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 1120 Control Risks Inputs Tools & Techniques and Outputs
Project Risk Management
116
Control
Risks
112
Identify
Risks
Risk register
Project
d ocuments
updates
Project management
plan updates
Organizational process
assets updates
Work performance
reports
Work
performance
data
Project
management
plan
Change requests
Work performance
information
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
43
Direct and
Manage
Project Work
Enterprise
Organization
Project
Documents
Figure 1121 Control Risks Data Flow Diagram
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11项目风险理
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116控制风险
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目关键处
程提高风险方法效率整项目生命周期中断
优化风险反应输入工具技术该程输出图1120描绘
图1121描述程数流图
输入工具技术输出
1项目理计划
2风险登记册
3工作性数
4工作性
报告
1风险评估
2风险审计
3变异发展趋势
分析
4技术性
测量
5储备分析
6会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图1120控制风险：输入输出工具技术
项目风险理
116
控制
风险
112
识
风险
？风险登记册
？项目
单
更新
？项目理
计划更新
？组织程
资产更新
？工作绩效
报告
？工作
性
数
？项目
理
计划
？变更请求
？工作绩效
问询处
45
执行
集成
变更控制
42
开发项目
理
计划
44
监控
控制项目
工作
42
开发项目
理
计划
44
监控
控制项目
工作
43
直接
理
项目工作
企业
组织
项目
文件
图1121风险控制数流图
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Planned risk responses that are included in the risk register are executed during the life cycle of the project but
the project work should be continuously monitored for new changing and outdated risks
The Control Risks process applies techniques such as variance and trend analysis which require the use of
performance information generated during project execution Other purposes of the Control Risks process are to
determine if
Project assumptions are still valid
Analysis shows an assessed risk has changed or can be retired
Risk management policies and procedures are being followed and
Contingency reserves for cost or schedule should be modified in alignment with the current risk
assessment
Control Risks can involve choosing alternative strategies executing a contingency or fallback plan taking
corrective action and modifying the project management plan The risk response owner reports periodically to the
project manager on the effectiveness of the plan any unanticipated effects and any correction needed to handle
the risk appropriately Control Risks also includes updating the organizational process assets including project
lessons learned databases and risk management templates for the benefit of future projects
1161 Control Risks Inputs
11611 Project Management Plan
Described in Section 4231 The project management plan which includes the risk management plan provides
guidance for risk monitoring and controlling
11612 Risk Register
The risk register has key inputs that include identified risks and risk owners agreedupon risk responses
control actions for assessing the effectiveness of response plans risk responses specific implementation actions
symptoms and warning signs of risk residual and secondary risks a watch list of lowpriority risks and the time
and cost contingency reserves The watch list is within the risk register and provides a list of lowpriority risks
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11项目风险理
计划风险应措施包括风险登记册项目生命周期执行
该项目工作应连续监测新改变时风险
控制风险程应技术方差趋势分析需
项目执行程中产生演奏信息风险控制程目
果确定：
？项目假设然效
？分析显示评估风险已退休
？风险理政策程序踪
？成进度应急储备应前风险改性
评估
控制风险涉选择代策略执行应急备计划
纠正行动修改项目理计划风险应业报告定期
计划效性项目理意想效果需处理修正
适风险控制风险包括更新组织程资产包括项目
验教训数库风险理模板未项目效益
1161控制风险：输入
11611项目理计划
第4231描述项目理计划中包括风险理计划提供
风险监测控制指导
11612风险登记册
风险登记册键输入包括识风险风险业约定风险应
控制行动计划反应效果评估风险反应具体实施措施
症状危险警告标志残留二次风险低优先级风险观察名单时间
成应急储备观察名单风险登记册提供低优先级风险清单
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11613 Work Performance Data
Described in Section 4332 Work performance data related to various performance results possibly impacted
by risks includes but is not limited to
Deliverable status
Schedule progress and
Costs incurred
11614 Work Performance Reports
Described in Section 4432 Work performance reports take information from performance measurements
and analyze it to provide project work performance information including variance analysis earned value data and
forecasting data These data points could be impactful in controlling performance related risks
1162 Control Risks Tools and Techniques
11621 Risk Reassessment
Control Risks often results in identification of new risks reassessment of current risks and the closing of risks
that are outdated Project risk reassessments should be regularly scheduled The amount and detail of repetition
that are appropriate depends on how the project progresses relative to its objectives
11622 Risk Audits
Risk audits examine and document the effectiveness of risk responses in dealing with identified risks and their
root causes as well as the effectiveness of the risk management process The project manager is responsible for
ensuring that risk audits are performed at an appropriate frequency as defined in the project’s risk management
plan Risk audits may be included during routine project review meetings or the team may choose to hold separate
risk audit meetings The format for the audit and its objectives should be clearly defined before the audit is conducted
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11
11613工作性数
第4332部分描述种性结果影响相关工作性数
风险包括限：
？交付状态
？进度
？费
11614工作绩效报告
第4432描述工作业绩报告采取信息性测量
分析提供项目工作绩效信息包括方差分析挣值数
预测数数点控制性相关风险效
1162控制风险：工具技术
11621风险评估
控制风险会导致新风险识风险评估现状风险关
时工程项目风险评估应定期重复数量细节
适取决项目进展目标关
11622风险审计
风险审计检查处理已识风险风险应效性文件
根原风险理程效性项目理负责
确保风险审计合适频率进行项目风险理定义
计划风险审计常规项目评审会议团队选择保持独立
风险审计会议审计目标格式应该明确定义前审核
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11623 Variance and Trend Analysis
Many control processes employ variance analysis to compare the planned results to the actual results For the
purposes of controlling risks trends in the project’s execution should be reviewed using performance information
Earned value analysis and other methods of project variance and trend analysis may be used for monitoring overall
project performance Outcomes from these analyses may forecast potential deviation of the project at completion
from cost and schedule targets Deviation from the baseline plan may indicate the potential impact of threats or
opportunities
11624 Technical Performance Measurement
Technical performance measurement compares technical accomplishments during project execution to the
schedule of technical achievement It requires the definition of objective quantifiable measures of technical
performance which can be used to compare actual results against targets Such technical performance measures
may include weight transaction times number of delivered defects storage capacity etc Deviation such as
demonstrating more or less functionality than planned at a milestone can help to forecast the degree of success
in achieving the project’s scope
11625 Reserve Analysis
Throughout execution of the project some risks may occur with positive or negative impacts on budget or
schedule contingency reserves Reserve analysis compares the amount of the contingency reserves remaining to
the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate
11626 Meetings
Project risk management should be an agenda item at periodic status meetings The amount of time required
for that item will vary depending upon the risks that have been identified their priority and difficulty of response
The more often risk management is practiced the easier it becomes Frequent discussions about risk make it more
likely that people will identify risks and opportunities
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11623偏差趋势分析
许控制程中采方差分析结果实际结果计划
控制风险目项目执行趋势应审查性信息
挣值分析等方法项目偏差趋势分析监控整体
项目绩效分析结果预测完成项目潜偏差
成进度目标基线计划中偏差表明潜影响威胁
机会
11624技术性测量
技术性测量较技术成果项目执行程中
技术成果表需客观定义量化技术措施
性较实际结果目标样技术性措施
包括重量交易时间交付缺陷存储容量等偏差数
显示更更少功计划里程碑帮助预测成功程度
实现项目范围
11625储备分析
项目执行风险预算正面负面影响发生
调度应急储备分析较储备应急储备剩余量
风险保持项目时间确定剩余储备量
11626会议
项目风险理应周期性状态会议议程项目需时间
该项目会根已确定风险优先考虑困难响应
更常风险理实践越容易风险更频繁讨
会识风险机会
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11 PROJECT RISK MANAGEMENT
11
1163 Control Risks Outputs
11631 Work Performance Information
Work performance information as a Control Risks output provides a mechanism to communicate and support
project decision making
11632 Change Requests
Implementing contingency plans or workarounds sometimes results in a change request Change requests are
prepared and submitted to the Perform Integrated Change Control process (Section 45) Change requests can
include recommended corrective and preventive actions as well
R ecommended corrective actions These are activities that realign the performance of the project
work with the project management plan They include contingency plans and workarounds The latter
are responses that were not initially planned but are required to deal with emerging risks that were
previously unidentified or accepted passively
R ecommended preventive actions These are activities that ensure that future performance of the
project work is aligned with the project management plan
11633 Project Management Plan Updates
If the approved change requests have an effect on the risk management processes the corresponding component
documents of the project management plan are revised and reissued to reflect the approved changes The elements
of the project management plan that may be updated are the same as those in the Plan Risk Responses process
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11 PROJECT RISK MANAGEMENT
11634 Project Documents Updates
Project documents that may be updated as a result of the Control Risk process include but are not limited to the
risk register Risk register updates may include
O utcomes of risk reassessments risk audits and periodic risk reviews These outcomes may
include identification of new risks updates to probability impact priority response plans ownership and
other elements of the risk register Outcomes can also include closing risks that are no longer applicable
and releasing their associated reserves
Actual outcomes of the project’s risks and of the risk responses This information can help project
managers to plan for risk throughout their organizations as well as on future projects
11635 Organizational Process Assets Updates
The risk management processes produce information that may be used for future projects and should be
captured in the organizational process assets The organizational process assets that may be updated include but
are not limited to
Templates for the risk management plan including the probability and impact matrix and risk register
Risk breakdown structure and
Lessons learned from the project risk management activities
These documents should be updated as needed and at project closure Final versions of the risk register and the
risk management plan templates checklists and risk breakdown structure are included
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11项目风险理
11
1163控制风险：输出
11631工作绩效信息
工作绩效信息风险控制输出提供种机制沟通支持
项目决策
11632变更请求
实施应急计划变通方法时会导致变更请求变更请求
准备提交执行整体变更控制程（第45节）变更请求
包括推荐纠正预防措施
？推荐纠正措施活动调整项目性
项目理计划工作包括应急计划解决办法者
反应初计划需处理新出现风险
前未知动接受
？推荐预防措施活动确保未表现
项目工作项目理计划致
11633项目理计划更新
果批准变更请求风险理程影响相应组件
项目理计划文件修订版反映批准变更元素
项目理计划更新相规划风险应程
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11项目风险理
11634项目文件更新
项目文件控制风险程中更新包括限
风险登记册风险登记更新包括：
？结果风险评估风险审计定期风险评估结果
包括新风险识更新概率影响优先权权响应计划
元素风险登记册结果包括关闭风险适
释放相关资源
？该项目风险风险响应实际结果信息帮助项目
理整组织风险规划未项目
11635组织程资产更新
风险理程中产生未项目信息应
组织程资产捕获更新组织程资产包括
限：
？风险理计划模板包括概率影响矩阵风险登记册
？风险分解结构
？项目风险理活动验教训
文件需更新项目收尾风险登记册终版
风险理计划模板检查表风险分解结构包括
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12 PROJECT PROCUREMENT MANAGEMENT
12
PROJECT PROCUREMENT MANAGEMENT
Project Procurement Management includes the processes necessary to purchase or acquire products services
or results needed from outside the project team The organization can be either the buyer or seller of the products
services or results of a project
Project Procurement Management includes the contract management and change control processes required to
develop and administer contracts or purchase orders issued by authorized project team members
Project Procurement Management also includes controlling any contract issued by an outside organization (the
buyer) that is acquiring deliverables from the project from the performing organization (the seller) and administering
contractual obligations placed on the project team by the contract
Figure 121 provides an overview of the Project Procurement Management processes which include the
following
121 Plan Procurement Management—The process of documenting project procurement decisions
specifying the approach and identifying potential sellers
122 Conduct Procurements—The process of obtaining seller responses selecting a seller and awarding
a contract
123 Control Procurements—The process of managing procurement relationships monitoring contract
performance and making changes and corrections as appropriate
124 Close Procurements—The process of completing each project procurement
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
12
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12项目采购理
12
项目采购理
项目采购理包括流程需购买产品服务
结果需外部项目团队组织买方卖方产品
服务项目结果
项目采购理包括合理变更控制程需
发展理合约授权项目团队成员发出采购订单
项目采购理包括控制外部组织发布合（
买方）获取交付项目执行组织（卖方）理
合义务放项目团队合
图121提供概述项目采购理程包括
：
121项目采购理项目采购决策程记录
指定方法识潜卖家
122执行采购获取卖方响应程选择卖方奖励
合
123控制采购理采购关系程中监控合
性进行修改更正合适
124结束采购完成项目采购程
程间相互作知识领域程详细描述
第3节附录A1
12
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1 Inputs
1 Project management plan
2 Requirements documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process assets
2 Tools & Techniques
1 Makeorbuy analysis
2 Expert judgment
3 Market research
4 Meetings
3 Outputs
1 Procurement management
plan
2 Procurement statement of
work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents updates
1 Inputs
1 Procurement management
plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement of
work
8 Organizational process assets
2 Tools & Techniques
1 Bidder conference
2 Proposal evaluation
techniques
3 Independent estimates
4 Expert judgment
5 Advertising
6 Analytical techniques
7 Procurement negotiations
3 Outputs
1 Selected sellers
2 Agreements
3 Resource calendars
4 Change requests
5 Project management plan
updates
6 Project documents updates
1 Inputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change requests
5 Work performance reports
6 Work performance data
2 Tools & Techniques
1 Contract change control
system
2 Procurement performance
reviews
3 Inspections and audits
4 Performance reporting
5 Payment systems
6 Claims administration
7 Records management system
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Procurement
Management Overview
122 Conduct
Procurements
121 Plan Procurement
Management
123 Control
Procurements
1 Inputs
1 Project management plan
2 Procurement documents
2 Tools & Techniques
1 Procurement audits
2 Procurement negotiations
3 Records management system
3 Outputs
1 Closed procurements
2 Organizational process assets
updates
124 Close Procurements
Figure 121 Project Procurement Management Overview
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12项目采购理
1投入
1项目理计划
2求文件
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程资产
2工具技术
1制造购买分析
2专家判断
3市场研究
4会议
3输出
1采购理
计划
2采购报表
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件更新
1投入
1采购理
计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购报表
工作
8组织程资产
2工具技术
1投标会议
2方案进行评估
技术
3独立估计
4专家判断
5广告
6分析技术
7采购谈判
3输出
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件更新
1投入
1项目理计划
2采购文件
3协议
4批准变更请求
5工作业绩报告
6工作性数
2工具技术
1合变更控制
系统
2采购绩效
回顾
3检查审计
4绩效报告
5支付系统
6索赔理
7档案理系统
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目采购
理概述
122种行
采购
121计划采购
理
123控制
采购
1投入
1项目理计划
2采购文件
2工具技术
1采购审核
2采购谈判
3档案理系统
3输出
1关闭采购
2组织程资产
更新
124结束采购
图121项目采购理概述
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12 PROJECT PROCUREMENT MANAGEMENT
12
The Project Procurement Management processes involve agreements including contracts which are legal
documents between a buyer and a seller A contract represents a mutually binding agreement that obligates the
seller to provide something of value (eg specified products services or results) and obligates the buyer to provide
monetary or other valuable compensation An agreement can be simple or complex and may reflect the simplicity
or complexity of the deliverables or required effort
A procurement contract includes terms and conditions and may incorporate other items that the buyer
specifies as to what the seller is to perform or provide It is the project management team’s responsibility to make
certain that all procurements meet the specific needs of the project while adhering to organizational procurement
policies Depending upon the application area a contract can also be called an agreement an understanding
a subcontract or a purchase order Most organizations document policies and procedures specifically defining
the procurement rules and specifying who has authority to sign and administer such agreements on behalf of
the organization
Although all project documents may be subject to some form of review and approval the legally binding nature
of a contract or agreement usually means it will be subjected to a more extensive approval process In all cases the
primary focus of the review and approval process is to ensure that the contract language describes the products
services or results that will satisfy the identified project need
The project management team may seek support in early phases from specialists in contracting purchasing
law and technical disciplines Such involvement can be mandated by an organization’s policies
The various activities involved in the Project Procurement Management processes form the life cycle of an
agreement By actively managing the agreement life cycle and carefully wording the terms and conditions of a
procurement some identifiable project risks may be shared or transferred to a seller Entering into an agreement
for products or services is one method of allocating the responsibility for managing or sharing potential risks
A complex project may involve managing multiple contracts or subcontracts simultaneously or in sequence
In such cases each contract life cycle may end during any phase of the project life cycle Project Procurement
Management is discussed within the perspective of the buyerseller relationship The buyerseller relationship
may exist at many levels on any one project and between organizations internal to and external to the acquiring
organization
Depending on the application area the seller may be identified as a contractor subcontractor vendor service
provider or supplier Depending on the buyer’s position in the project acquisition cycle the buyer may be called a
client customer prime contractor contractor acquiring organization service requestor or purchaser The seller can
be viewed during the contract life cycle first as a bidder then as the selected source and then as the contracted
supplier or vendor
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12项目采购理
12
项目采购理程涉协议包括合法律
买方卖方间文件合双方约束力协议求
卖方提供价值东西（例指定产品服务结果）强制买方提供
货币价值补偿协议简单复杂反映简单
交付物复杂性需努力
采购合包括条款条件买方项目
指定卖方履行提供项目理团队责
确保采购符合项目具体需坚持组织采购
政策根应领域合称协议解
分包合采购订单数组织政策程序明确定义文件
采购规规定谁权签署理协议代表
组织
然项目文件受某种形式审查批准具法律约束力性质
合协议通常意味着会受更广泛审批流程情况该
重点学审查批准程保证合语言描述产品
服务结果满足项目需确定
项目理团队会寻求支持早期阶段专家合采购
法律技术学科种参组织政策规定
参项目采购理程种活动形式生命周期
协议通积极理协议生命周期精心措辞条款条件
采购识项目风险享转移卖方签订协议
产品服务配置理享风险责方法
复杂项目理合分包合涉时序
种情况合生命周期终项目生命周期阶段项目采购
理买方卖方关系角度述买方卖方关系
存层次项目组织部外部获取
组织
根应领域卖方识承包商分包商供应商服务
供应商供应商项目采集周期买方位置买方称
客户客户承包商承包商获取组织服务请求者买方卖方
视合生命周期第次作投标然选定源然承包
供应商供应商
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12 PROJECT PROCUREMENT MANAGEMENT
The seller will typically manage the work as a project if the acquisition is not just for shelf material goods or
common products In such cases
The buyer becomes the customer and is thus a key project stakeholder for the seller
The seller’s project management team is concerned with all the processes of project management not
only with those of this Knowledge Area
Terms and conditions of the contract become key inputs to many of the seller’s management processes
The contract can actually contain the inputs (eg major deliverables key milestones cost objectives)
or it can limit the project team’s options (eg buyer approval of staffing decisions is often required on
design projects)
In this section it is assumed that the buyer of an item for the project is assigned to the project team and that the
seller is organizationally external to the project team It is also assumed that a formal contractual relationship will
be developed and exists between the buyer and the seller However most of the discussion in this section is equally
applicable to noncontractual work entered into with other units of the project team’s organization
121 Plan Procurement Management
Plan Procurement Management is the process of documenting project procurement decisions specifying the
approach and identifying potential sellers The key benefit of this process is that it determines whether to acquire
outside support and if so what to acquire how to acquire it how much is needed and when to acquire it The
inputs tools and techniques and outputs of this process are depicted in Figure 122 Figure 123 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process
assets
1 Makeorbuy analysis
2 Expert judgment
3 Market research
4 Meetings
1 Procurement
management plan
2 Procurement statement
of work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents
updates
Figure 122 Plan Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
卖方通常会理工作果收购仅商品货架材料作项目
常见产品种情况：
？买方成顾客卖方关键项目干系
？卖方项目理团队项目理全程
知识领域
？合条款条件成许卖方理程关键输入
合包含输入（例交付成果关键里程碑成目标）
者限制项目团队选项（例招聘决策需买方验收
设计项目）
节中假定工程项目买家分配项目团队
卖方组织外部项目团队假定正式契约关系
开发买方卖方间存然数部分讨样
适非合订立工作项目团队组织单位
121计划采购理
计划采购理记录项目采购决策程中指定
方法识潜卖家程关键处决定否获
外界支持果样获取获取需少时
输入工具技术程输出图122描述图123描绘数
工艺流程图
输入工具技术输出
1项目理计划
2求
文档
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程
资产
1制造购买分析
2专家判断
3市场研究
4会议
1采购
理计划
2采购声明
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件
更新
图122计划采购：输入输出工具技术
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12 PROJECT PROCUREMENT MANAGEMENT
12
Project Procurement Management
121
Plan
Procurement
Management
42
Develop Project
Management
Plan
123
Control
Procurements
124
Close
Procurements
122
Conduct
Procurements
Risk register
Requirements documentation
Project management plan
Change
requests
Procurement
documents
Makeorbuy decisions
Procurement
management plan
Procurement
statement of work
Source selection
criteria
Project
d ocuments
updates
Activity resource
requirements
Project schedule
Activity cost estimates
Stakeholder register
Organizational
process assets
Enterprise
e nvironmental
factors
112
Identify
Risks
131
Identify
Stakeholders
45
Perform
Integrated
Change Control
Project
Documents
Enterprise
Organization
52
Collect
Requirements
112
Identify
Risks
64
Estimate Activity
Resources
66
Develop
Schedule
72
Estimate
Costs
131
Identify
Stakeholders
Figure 123 Plan Procurement Management Data Flow Diagram
Plan Procurement Management identifies those project needs that can best be met or should be met by
acquiring products services or results outside of the project organization versus those project needs which can
be accomplished by the project team When the project obtains products services and results required for project
performance from outside of the performing organization the processes from Plan Procurement Management
through Close Procurements are performed for each item to be acquired
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12项目采购理
12
项目采购理
121
计划
采购
理
42
开发项目
理
计划
123
控制
采购
124
关闭
采购
122
行
采购
？风险登记册
？需求文档
？项目理计划
？改变
请求
？采购
文件
？制造购买决定
？采购
理计划
？采购
工作说明书
？源选择
标准
？项目
单
更新
？活动资源
求
？项目进度
？活动成估算
？利益相关者登记
？组织
程资产
？企业
环境
素
112
识
风险
131
识
利益相关者
45
执行
集成
变更控制
项目
文件
企业
组织
52
收集
求
112
识
风险
64
估算活动
资源
66
发展
铁列车时刻表
72
估计
成
131
识
利益相关者
图123计划采购理数流图
计划采购理标识满足应满足项目需
获取产品服务结果项目组织外部项目需
项目团队完成项目获产品服务项目需结果
执行组织外部绩效计划采购理程
通密切采购项目获执行
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The Plan Procurement Management process also includes evaluating potential sellers particularly if the buyer
wishes to exercise some degree of influence or control over acquisition decisions Thought should also be given to
who is responsible for obtaining or holding any relevant permits and professional licenses that may be required by
legislation regulation or organizational policy in executing the project
The requirements of the project schedule can significantly influence the strategy during the Plan Procurement
Management process Decisions made in developing the procurement management plan can also influence the
project schedule and are integrated with Develop Schedule Estimate Activity Resources and makeorbuy analysis
The Plan Procurement Management process includes evaluating the risks involved with each makeorbuy
analysis It also includes reviewing the type of contract planned to be used with respect to avoiding or mitigating
risks sometimes transferring risks to the seller
1211 Plan Procurement Management Inputs
12111 Project Management Plan
Described in Section 4231 The project management plan describes the need justification requirements and
current boundaries for the project It includes but is not limited to the scope baseline contents
Project scope statement The project scope statement contains the product scope description service
description and result description the list of deliverables and acceptance criteria as well as important
information regarding technical issues or concerns that could impact cost estimating Identified
constraints may include required delivery dates available skilled resources and organizational policies
WBS The work breakdown structure (WBS) contains the components of work that may be resourced
externally
WBS dictionary The WBS dictionary and related detailed statements of work provide an identification
of the deliverables and a description of the work in each WBS component required to produce each
deliverable
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计划采购理程包括评估潜卖家尤果买方
希行某种程度影响决定控制思想应予
谁负责获保持关许证职业许证需
立法规定组织项目执行政策
项目进度计划求显着影响战略采购程中计划
理程发展中国家采购理计划做决定会影响
项目进度综合发展计划估算活动资源制造购买分析
计划采购理程包括涉制造购买风险评估
分析包括审查合计划避免减轻类型
风险风险转移卖方时
1211计划采购理：输入
12111项目理计划
第4231描述项目理计划说明理需求
该项目目前边界包括限范围基线容：
？项目范围说明书项目范围说明书包含产品范围描述服务
描述结果描述交付物清单验收标准重
关技术问题会影响成估算信息确定
约束包括求交货日期技术资源组织政策
？WBS工作分解结构（WBS）包含工作组件资源化
外部
？WBS字典WBS字典工作相关详细报表提供识
交付成果WBS组件生产需项工作描述
交付
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12 PROJECT PROCUREMENT MANAGEMENT
12
12112 Requirements Documentation
Described in Section 5231 Requirements documentation may include
Important information about project requirements that is considered during planning for procurements
and
Requirements with contractual and legal implications that may include health safety security
performance environmental insurance intellectual property rights equal employment opportunity
licenses and permits—all of which are considered when planning for procurements
12113 Risk Register
Described in Section 11231 The risk register provides the list of risks along with the results of risk analysis
and risk response planning Updates to the risk register are included with project document updates described in
Section 11532 from the Plan Risk Responses process
12114 Activity Resource Requirements
Described in Section 6431 Activity resource requirements contain information on specific needs such as
people equipment or location
12115 Project Schedule
Described in Section 6632 Project schedule contains information on required timelines or mandated
deliverable dates
12116 Activity Cost Estimates
Described in Section 7231 Cost estimates developed by the procuring activity are used to evaluate the
reasonableness of the bids or proposals received from potential sellers
12117 Stakeholder Register
Described in Section 13131 The stakeholder register provides details on the project participants and their
interests in the project
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12112需求文档
第5231描述需求文档包括：
？重信息项目求规划程中考虑采购
？合法律问题包括健康安全求安全
性环境保险知识产权等业机会
许证允许考虑规划时采购
12113风险登记册
第11231描述风险登记册提供风险中着风险分析结果
风险应计划风险寄存器更新包含项目文档更新
第11532规划风险应程
12114活动资源求
第6431描述活动资源求包含特定需求等信息
设备位置
12115项目进度
第6632描述项目计划包含需时间信息授权
交付日期
12116活动成估算
第7231描述成估算采购活动评估
投标报价建议潜卖方收合理性
12117利益相关者登记
第13131描述利益相关者提供项目参者细节
项目利益
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12118 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Procurement
Management process include but are not limited to
Marketplace conditions
Products services and results that are available in the marketplace
Suppliers including past performance or reputation
Typical terms and conditions for products services and results or for the specific industry and
Unique local requirements
12119 Organizational Process Assets
Described in Section 214 The various types of contractual agreements used by the organization also influence
decisions for the Plan Procurement Management process The organizational process assets that influence the Plan
Procurement Management process include but are not limited to
Formal procurement policies procedures and guidelines Most organizations have formal procurement
policies and buying organizations When such procurement support is not available the project team
should supply both the resources and the expertise to perform such procurement activities
Management systems that are considered in developing the procurement management plan and selecting
the contractual relationships to be used
An established multitier supplier system of prequalified sellers based on prior experience
All legal contractual relationships generally fall into one of two broad families either fixedprice or cost
reimbursable Also there is a third hybrid type commonly in use called the time and materials contract The more
popular contract types in use are discussed below as discrete types but in practice it is not unusual to combine
one or more types into a single procurement
Fixedprice contracts This category of contracts involves setting a fixed total price for a defined product
service or result to be provided Fixedprice contracts may also incorporate financial incentives for
achieving or exceeding selected project objectives such as schedule delivery dates cost and technical
performance or anything that can be quantified and subsequently measured Sellers under fixedprice
contracts are legally obligated to complete such contracts with possible financial damages if they do
not Under the fixedprice arrangement buyers need to precisely specify the product or services being
procured Changes in scope may be accommodated but generally with an increase in contract price
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12项目采购理
12118企业环境素
第215描述够影响计划采购企业环境素
理程包括限：
？市场状况
？产品服务结果市场
？供应商包括业绩信誉
？典型条款条件产品服务结果特定行业
？独特求
12119组织程资产
第214描述合协议组织种类型影响
该计划采购理程中决策影响计划组织程资产
采购理程包括限：
？正式采购政策程序指南数组织正式采购
政策购买组织样采购支持项目团队
执行样采购活动提供资源技术
？发展采购理计划考虑选择理系统
合关系
？建立层次供应商体系通资格预审卖家根验
法律契约关系般分两系列：固定价格成
报销时三分混合型通常采称时间材料合更
流行合类型面讨离散类型实践中寻常结合
类型单采购
？固定价格合类合涉设置固定总价定义产品
结果提供服务固定价格合纳入财政奖励
达超项目目标进度交货日期成技术
性量化测量固定价格卖家
合法律义务完成样合济损失果做
固定价格安排买家需精确指定产品服务
采购范围变化容纳般合价格增加
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○○ Firm Fixed Price Contracts (FFP) The most commonly used contract type is the FFP It is
favored by most buying organizations because the price for goods is set at the outset and
not subject to change unless the scope of work changes Any cost increase due to adverse
performance is the responsibility of the seller who is obligated to complete the effort Under
the FFP contract the buyer should precisely specify the product or services to be procured
and any changes to the procurement specification can increase the costs to the buyer
○○ Fixed Price Incentive Fee Contracts (FPIF) This fixedprice arrangement gives the buyer and
seller some flexibility in that it allows for deviation from performance with financial incentives
tied to achieving agreed upon metrics Typically such financial incentives are related to cost
schedule or technical performance of the seller Performance targets are established at the
outset and the final contract price is determined after completion of all work based on the
seller’s performance Under FPIF contracts a price ceiling is set and all costs above the price
ceiling are the responsibility of the seller who is obligated to complete the work
○○ Fixed Price with Economic Price Adjustment Contracts (FPEPA) This contract type is used
whenever the seller’s performance period spans a considerable period of years as is desired
with many longterm relationships It is a fixedprice contract but with a special provision
allowing for pre defined final adjustments to the contract price due to changed conditions such
as inflation changes or cost increases (or decreases) for specific commodities The EPA clause
needs to relate to some reliable financial index which is used to precisely adjust the final price
The FPEPA contract is intended to protect both buyer and seller from external conditions beyond
their control
Costreimbursable contracts This category of contract involves payments (cost reimbursements) to
the seller for all legitimate actual costs incurred for completed work plus a fee representing seller profit
Costreimbursable contracts may also include financial incentive clauses whenever the seller exceeds
or falls below defined objectives such as costs schedule or technical performance targets Three of
the more common types of costreimbursable contracts in use are Cost Plus Fixed Fee (CPFF) Cost Plus
Incentive Fee (CPIF) and Cost Plus Award Fee (CPAF)
A costreimbursable contract provides the project flexibility to redirect a seller whenever the scope of
work cannot be precisely defined at the start and needs to be altered or when high risks may exist in
the effort
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12项目采购理
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○○固定价格合（FFP）常FFP合类型
数购买组织商品价格定开始青睐
会改变非工作范围变化良增加成
性卖方责谁必须完成工作
FFP合买方应精确指定采购产品服务
采购规范改变会增加成买家
○○固定价格合激励费（FPIF）固定价格安排买方
卖方：允许偏差表现定灵活性提供济诱
实现商定指标通常样财政激励相关成
时间表卖方技术性绩效目标建立
开始合价基工作完成确定
卖方性太洋合价格限设置成价格
天花板卖方责必须完成工作
○○固定价格济价格调整合（fpepa）合类型
卖方履约期跨年段相长时期需
许长期关系固定价格合特殊规定
允许预先定义调整改变条件合价格样
着通货膨胀率变化成增加（减少）具体商品EPA条款
需涉财务指标精确调整终价格
该fpepa合保护买方卖方外部条件超出
控制
？成补偿合类合涉款项（费报销）
合法实际成完成工作支付卖方加费代表卖方利润
成补偿合包括财务激励条款卖方超
低规定目标成进度技术性指标三
成补偿合常见种类成加固定费（CPFF）成加
奖励费（合）成加奖励费（CPAF）
成补偿合项目提供灵活性卖方范围
工作开始精确定义需改变高风险存
努力
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○○ Cost Plus Fixed Fee Contracts (CPFF) The seller is reimbursed for all allowable costs for
performing the contract work and receives a fixedfee payment calculated as a percentage of
the initial estimated project costs A fee is paid only for completed work and does not change
due to seller performance Fee amounts do not change unless the project scope changes
○○ Cost Plus Incentive Fee Contracts (CPIF) The seller is reimbursed for all allowable costs for
performing the contract work and receives a predetermined incentive fee based upon achieving
certain performance objectives as set forth in the contract In CPIF contracts if the final costs
are less or greater than the original estimated costs then both the buyer and seller share costs
from the departures based upon a prenegotiated costsharing formula for example an 8020
split overunder target costs based on the actual performance of the seller
○○ Cost Plus Award Fee Contracts (CPAF) The seller is reimbursed for all legitimate costs but
the majority of the fee is earned only based on the satisfaction of certain broad subjective
performance criteria defined and incorporated into the contract The determination of fee is
based solely on the subjective determination of seller performance by the buyer and is generally
not subject to appeals
T ime and Material Contracts (T&M) Time and material contracts are a hybrid type of contractual
arrangement that contain aspects of both costreimbursable and fixedprice contracts They are often
used for staff augmentation acquisition of experts and any outside support when a precise statement
of work cannot be quickly prescribed These types of contracts resemble costreimbursable contracts in
that they can be left open ended and may be subject to a cost increase for the buyer The full value of
the agreement and the exact quantity of items to be delivered may not be defined by the buyer at the
time of the contract award Thus T&M contracts can increase in contract value as if they were costreimbursable
contracts Many organizations require nottoexceed values and time limits placed in all
T&M contracts to prevent unlimited cost growth Conversely T&M contracts can also resemble fixed
unit price arrangements when certain parameters are specified in the contract Unit labor or material
rates can be preset by the buyer and seller including seller profit when both parties agree on the values
for specific resource categories such as senior engineers at specified rates per hour or categories of
materials at specified rates per unit
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12项目采购理
○○成加固定费合（CPFF）卖方报销允许成
合执行工作收取固定费支付百分计算
初步估计项目成费唯完成工作支付会改变
卖方性费金额非项目范围改变
○○成加酬金合（合）卖方报销允许成
预定激励费基础实现合执行工作接收
合中规定定性目标合合果终成
原估计费然买方卖方分担费
基预先商定例成公式离职80 20
基卖方实际绩效目标成分
○○成加奖励费合（CPAF）卖方报销合法成
部分费收入仅基某广泛观满意度
定义性标准纳入合费确定
完全基买方卖方绩效观判断般
受诉
？时间材料合（T M）时间材料合合种混合型
安排包含双方成补偿固定价格合方面
员扩充收购专家外部支持时确切说法
工作快规定类型合成补偿合
敞开结束会受买方成增加全部价值
该协议项目确切数量买方定义
奖项合时间T＆M合果costreimbursable合价值增加
合许组织需超值时间限制
T＆M合成防止限增长相反T＆M合固定
单位价格安排某参数合中规定单位劳动材料
速率买方卖方预置包括卖方利润双方意价值
特定资源类指定速度时高级工程师类
指定速率单位材料
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12 PROJECT PROCUREMENT MANAGEMENT
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1212 Plan Procurement Management Tools and Techniques
12121 MakeorBuy Analysis
A makeorbuy analysis is a general management technique used to determine whether particular work can
best be accomplished by the project team or should be purchased from outside sources Sometimes a capability
may exist within the project organization but may be committed to working on other projects in which case the
project may need to source such effort from outside the organization in order to meet its schedule commitments
Budget constraints may influence makeorbuy decisions If a buy decision is to be made then a further decision
of whether to purchase or lease is also made A makeorbuy analysis should consider all related costs—both
direct costs as well as indirect support costs For example the buyside of the analysis includes both the actual
outofpocket costs to purchase the product as well as the indirect costs of supporting the purchasing process and
purchased item
Available contract types are also considered during the buy analysis The risk sharing between the buyer
and seller determines the suitable contract types while the specific contract terms and conditions formalize the
degree of risk being assumed by the buyer and seller Some jurisdictions have other types of contracts defined for
example contract types based on the obligations of the seller—not the customer—and the contract parties have
the obligation to identify the appropriate type of contract as soon as the applicable law has been agreed upon
12122 Expert Judgment
Expert judgment is often used to assess the inputs to and outputs from this process Expert purchasing judgment
can also be used to develop or modify the criteria that will be used to evaluate seller proposals Expert legal
judgment may involve the services of legal staff to assist with unique procurement issues terms and conditions
Such judgment including business and technical expertise can be applied to both the technical details of the
acquired products services or results and to various aspects of the procurement management processes
12123 Market Research
Market research includes examination of industry and specific vendor capabilities Procurement teams may
leverage information gained at conferences online reviews and a variety of sources to identify market capabilities
The team may also refine particular procurement objectives to leverage maturing technologies while balancing
risks associated with the breadth of vendors who can provide the materials or services desired
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1212计划采购理：工具技术
12121制造购买分析
制造购买分析确定否特定工作种通理技术
项目团队完成应该外部源购买时力
存项目组织致力项目种情况该
项目需源样努力外部组织满足时间表承诺
预算约束会影响制造购买决定果购买时作出决定然决定
否购买租赁制造购买分析应考虑相关费
直接成间接支持成例购买方分析包括实际
付现成购买产品支持采购程间接成
购买物品
现合类型考虑购买分析买方间分担风险
双方确定合适合类型具体合条款条件形式化
风险买方卖方承担程度司法辖区类型合定义
例基卖方没客户合事义务合类型
确定合适类型快适法律已商定义务
12122专家判断
专家判断评估程输入输出专家购买判断
制定修改标准评估卖方建议法律专家
判断涉法律工作员服务帮助独特采购问题条款条件
样判断包括商业技术专长应技术细节
获产品服务成果采购理方面程
12123市场研究
市场研究包括检查行业具体供应商力采购团队
会议充分利信息线评种源识市场力
球队优化采购目标利成熟技术衡
风险广度供应商谁提供材料服务需
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12124 Meetings
Research alone may not provide specific information to formulate a procurement strategy without additional
information interchange meetings with potential bidders By collaborating with potential bidders the organization
purchasing the material or service may benefit while the supplier can influence a mutually beneficial approach or
product
1213 Plan Procurement Management Outputs
12131 Procurement Management Plan
The procurement management plan is a component of the project management plan that describes how a project
team will acquire goods and services from outside the performing organization It describes how the procurement
processes will be managed from developing procurement documents through contract closure The procurement
management plan can include guidance for
Types of contracts to be used
Risk management issues
Whether independent estimates will be used and whether they are needed as evaluation criteria
Those actions the project management team can take unilaterally if the performing organization has a
prescribed procurement contracting or purchasing department
Standardized procurement documents if needed
Managing multiple suppliers
Coordinating procurement with other project aspects such as scheduling and performance reporting
Any constraints and assumptions that could affect planned procurements
Handling the long lead times to purchase certain items from sellers and coordinating the extra time
needed to procure these items with the development of the project schedule
Handling the makeorbuy decisions and linking them into the Estimate Activity Resources and Develop
Schedule processes
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12124会议
研究制定采购策略需额外提供特定信息
信息交换潜投标会议通潜买家合作组织
材料服务采购供应商影响互利方法利益
产品
1213计划采购理：输出
12131采购理计划
采购理计划项目理计划组成部分描述项目
团队执行组织外部获取货物服务描述采购
程合收尾制定采购文件理采购
理计划包括指导：
？合类型
？风险理问题
？独立估计否需作评价标准
？行动项目理团队够采取单方面果执行组织
规定采购承包采购部门
？标准化采购文件果需话
？理供应商
？协调工程方面采购调度性报告
？限制假设会影响计划采购
？处理提前期长卖方购买特定物品协调时间
获项目项目进度计划发展
？处理制造购买决策连接估算活动资源发展
调度程
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12 PROJECT PROCUREMENT MANAGEMENT
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Setting the scheduled dates in each contract for the contract deliverables and coordinating with the
schedule development and control processes
Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project
risk
Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown
structure (WBS)
Establishing the form and format to be used for the procurementcontract statements of work
Identifying prequalified sellers if any to be used and
Procurement metrics to be used to manage contracts and evaluate sellers
A procurement management plan can be formal or informal can be highly detailed or broadly framed and is
based upon the needs of each project
12132 Procurement Statement of Work
The statement of work (SOW) for each procurement is developed from the project scope baseline and defines
only that portion of the project scope that is to be included within the related contract The procurement SOW
describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of
providing the products services or results Sufficient detail can vary based on the nature of the item the needs of
the buyer or the expected contract form Information included in a SOW can include specifications quantity desired
quality levels performance data period of performance work location and other requirements
The procurement SOW is written to be clear complete and concise It includes a description of any collateral
services required such as performance reporting or postproject operational support for the procured item In some
application areas there are specific content and format requirements for a procurement SOW Each individual
procurement item requires a SOW however multiple products or services can be grouped as one procurement
item within a single SOW
The procurement SOW can be revised and refined as required as it moves through the procurement process
until incorporated into a signed agreement
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12项目采购理
12
？合合交付设定预定日期配合
进度计划控制程
？识性债券保险合求减轻项目形式
风险
？建立开发维护工作分解卖家提供方
结构（WBS）
？建立采购工作合报表格式
？确定通资格预审卖家果话
？采购指标理合卖家评价
采购理计划正式非正式非常详细广泛框架
根项目需求
12132采购工作说明书
工作说明书（SOW）采购项目范围基线开发定义
部分项目范围包括相关合采购母猪
足够详细描述采购物品便供应商确定否力
提供产品服务结果足够详细根项目性质需
买方预期合形式包括母猪信息包括规格数量求
质量水性数期间表现工作点求
采购母猪写入明确完整简洁包括抵押品描述
需服务绩效报告采购项目运营支持
应领域具体容格式求采购母猪
采购项目需母猪然产品服务分采购
单母猪项目
采购母猪加修订完善需时通采购程
直纳入签署协议
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12 PROJECT PROCUREMENT MANAGEMENT
12133 Procurement Documents
Procurement documents are used to solicit proposals from prospective sellers Terms such as bid tender or
quotation are generally used when the seller selection decision will be based on price (as when buying commercial
or standard items) while a term such as proposal is generally used when other considerations such as technical
capability or technical approach are paramount Common terms are in use for different types of procurement
documents and may include request for information (RFI) invitation for bid (IFB) request for proposal (RFP) request
for quotation (RFQ) tender notice invitation for negotiation and invitation for seller’s initial response Specific
procurement terminology used may vary by industry and location of the procurement
The buyer structures procurement documents to facilitate an accurate and complete response from each
prospective seller and to facilitate easy evaluation of the responses These documents include a description of the
desired form of the response the relevant procurement statement of work (SOW) and any required contractual
provisions With government contracting some or all of the content and structure of procurement documents may
be defined by regulation
The complexity and level of detail of the procurement documents should be consistent with the value of and
risks associated with the planned procurement Procurement documents are required to be sufficient to ensure
consistent appropriate responses but flexible enough to allow consideration of any seller suggestions for better
ways to satisfy the same requirements
Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance
with the policies of the buyer’s organization which can include publication of the request in public newspapers in
trade journals in public registries or on the internet
12134 Source Selection Criteria
Source selection criteria are often included as a part of the procurement documents Such criteria are developed
and used to rate or score seller proposals and can be objective or subjective
Selection criteria may be limited to only the purchase price if the procurement item is readily available from
a number of acceptable sellers Purchase price in this context includes both the cost of the item and all ancillary
expenses such as delivery
Other selection criteria can be identified and documented to support an assessment for more complex products
services or results Some possible source selection criteria are
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12项目采购理
12133采购文件
采购文件征求潜卖家建议投标投标
引通常卖方选择决策基价格（购买商业
标准品）样术语建议般方面考虑技术
力技术途径重常见类型采购
文件包含请求信息（RFI）招标（IFB）请求建议书（RFP）请求
报价（RFQ）招标公告谈判邀请邀请卖方初始响应具体
采购术语会工业采购位置
买方组织采购文件方便准确完整响应
潜卖方方便反应简便易行评价文件包括描述
需反应形式工作相关采购报表（母猪）需合
规定政府承包部分全部容采购文件结构
定义调节
复杂性采购文件详细程度应价值相致
相关风险计划采购采购文件须足确保
致适反应具足够灵活性允许更考虑卖方建议
满足述求方法
提交份建议书投标发出采购求潜卖家通常致
着买方组织政策中包括公报纸出版求
贸易杂志公注册处互联网
12134源选择标准
源选择标准通常包含采购文件中部分样标准发展
率分卖方建议客观观
选择标准仅限购买价格果采购项目
接受卖家种情况购买价格包括该项目成辅助
运输费
选择标准识记录支持更复杂产品评估
服务结果源选择标准：
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12 PROJECT PROCUREMENT MANAGEMENT
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U nderstanding of need How well does the seller’s proposal address the procurement statement of
work
Overall or lifecycle cost Will the selected seller produce the lowest total cost of ownership (purchase
cost plus operating cost)
Technical capability Does the seller have or can the seller be reasonably expected to acquire the
technical skills and knowledge needed
Risk How much risk is embedded in the statement of work how much risk will be assigned to the
selected seller and how does the seller mitigate risk
Management approach Does the seller have or can the seller be reasonably expected to develop
management processes and procedures to ensure a successful project
Technical approach Do the seller’s proposed technical methodologies techniques solutions and
services meet the procurement documents requirements or are they likely to provide more or less than
the expected results
Warranty What does the seller propose to warrant for the final product and through what time period
Financial capacity Does the seller have or can the seller reasonably be expected to obtain the necessary
financial resources
Production capacity and interest Does the seller have the capacity and interest to meet potential
future requirements
Business size and type Does the seller’s enterprise meet a specific category of business such as
small business (disadvantaged specific programs etc) as defined by the organization or established by
governmental agency and set forth as a condition of the agreement award
Past performance of sellers What has been the past experience with selected sellers
References Can the seller provide references from prior customers verifying the seller’s work experience
and compliance with contractual requirements
Intellectual property rights Does the seller assert intellectual property rights in the work processes or
services they will use or in the products they will produce for the project
Proprietary rights Does the seller assert proprietary rights in the work processes or services they will
use or in the products they will produce for the project
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12项目采购理
12
？认识需销售者方案解决采购报表
工作？
？整体生命周期成选定卖方产生低总拥成（购买
成加成）？
？技术力卖方卖方合理预期获
技术技知识需？
？风险风险嵌入工作表风险分配
精选卖家卖家降低风险？
？理办法卖方否卖方合理预期发展
理流程程序确保项目成功？
？技术途径做卖方提出技术方法技术解决方案
服务满足采购文件求提供更更少
预期结果？
？保修什卖方提出终产品保证通什时间？
？财务力卖方卖方合理期必
金融资源？
？生产力兴趣销售者必须满足潜力兴趣
未需求？
？企业规模类型卖方企业满足企业特定类
企业（利具体方案等）组织建立定义
政府机关提出作合授予条件？
？卖家表现选择卖家验？
？参考文献现客户验证卖方卖方工作验提供参考
符合合求？
？知识产权卖方否工作程中维护知识产权
服务产品会产生项目？
？专权销售者张权工作流程服务会
产品会产生项目？
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12 PROJECT PROCUREMENT MANAGEMENT
12135 MakeorBuy Decisions
A makeorbuy analysis results in a decision of whether particular work can best be accomplished by the
project team or needs to be purchased from outside sources If the decision is to make the item then the
procurement plan may define processes and agreements internal to the organization A buy decision drives a
similar process of reaching agreement with a supplier for the product or services
12136 Change Requests
A decision that involves procuring goods services or resources typically requires a change request Other
decisions during procurement planning can also create the need for additional change requests Change requests
are processed for review and disposition through the Perform Integrated Change Control process (Section 45)
Changes to the project management plan its subsidiary plans and other components may result in change requests
that impact procurement actions Change requests are processed for review and disposition through the Perform
Integrated Change Control process (Section 45)
12137 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Requirements traceability matrix and
Risk register
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12项目采购理
12135制造购买决定
制造购买分析结果否完成特定工作决定
项目团队需外部购买果决定做项目然
采购计划定义流程协议部组织购买决定驱动
达成协议产品服务供应商类似程
12136变更请求
决定涉采购货物服务资源通常需变更请求
采购计划决定创建额外变更请求需变更请求
进行评审处置通执行整体变更控制程（第45节）
项目理计划变化子公司计划成分导致变更请求
影响采购行变更请求进行评审处置通执行
整体变更控制程（第45节）
12137项目文件更新
项目文件更新包括限：
？需求文档
？需求踪矩阵
？风险登记册
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12 PROJECT PROCUREMENT MANAGEMENT
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122 Conduct Procurements
Conduct Procurements is the process of obtaining seller responses selecting a seller and awarding a contract
The key benefit of this process is that it provides alignment of internal and external stakeholder expectations
through established agreements The inputs tools and techniques and outputs of this process are depicted in
Figure 124 Figure 125 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Procurement
management plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement
of work
8 Organizational process
assets
1 Bidder conference
2 Proposal evaluation
techniques
3 Independent estimates
4 Expert judgment
5 Advertising
6 Analytical techniques
7 Procurement
negotiations
1 Selected sellers
2 Agreements
3 Resource calendars
4 Change requests
5 Project management plan
updates
6 Project documents
updates
Figure 124 Conduct Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
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122执行采购
执行采购获取卖方响应程选择卖方授予合
程关键处提供部外部利益相关方期
通建立协议输入工具技术程输出描绘
图124图125描述程数流图
输入工具技术输出
1采购
理计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购声明
工作
8组织程
资产
1投标会议
2方案进行评估
技术
3独立估计
4专家判断
5广告
6分析技术
7采购
谈判
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件
更新
图124执行采购：输入输出工具技术
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Selected sellers
Project Procurement Management
122
Conduct
Procurements
121
Plan
Procurement
Management
123
Control
Procurements
41
Develop Project
Charter
Organizational
process assets
Project documents
Procurement management plan
Procurement documents
Source selection criteria
Makeorbuy decisions
Procurement statement of work
Resource
calendars
Change
requests
Agreements
Project
management
plan updates
Project
d ocuments
updates
Seller proposals
65
Estimate
Activity
Durations
45
Perform
Integrated
Change Control
64
Estimate
Activity
Resources
42
Develop Project
Management
Plan
66
Develop
Schedule
73
Determine
Budget
93
Develop
Project Team
Project
Documents
Project
Documents
Enterprise
Organization
Sellers
Figure 125 Conduct Procurements Data Flow Diagram
During the Conduct Procurements process the team will receive bids or proposals and will apply previously
defined selection criteria to select one or more sellers who are qualified to perform the work and acceptable as a
seller
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12项目采购理
？选定卖家
项目采购理
122
行
采购
121
计划
采购
理
123
控制
采购
41
开发项目
宪章
？组织
程资产
？项目文件
？采购理计划
？采购文件
？源选择标准
？制造购买决定
？采购工作表
？资源
日历
？改变
请求
？协议
？项目
理
计划更新
？项目
单
更新
？卖方建议
65
估计
活动
持续时间
45
执行
集成
变更控制
64
估计
活动
资源
42
开发项目
理
计划
66
发展
铁列车时刻表
73
确定
预算
93
发展
项目团队
项目
文件
项目
文件
企业
组织
卖家
图125执行采购数流图
执行采购流程团队收投标建议前
定义选择标准选择卖家谁资格事工作接受
卖方
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On major procurement items the overall process of requesting responses from sellers and evaluating
those responses can be repeated A short list of qualified sellers can be established based on a preliminary
proposal A more detailed evaluation can then be conducted based on a more specific and comprehensive
requirements document requested from the sellers on the short list In addition tools and techniques
described here may be used alone or in combination with select sellers For example a weighting system
can be used to
Select a single seller that will be asked to sign a standard contract and
Establish a negotiating sequence by ranking all proposals by the weighted evaluation scores assigned to
each proposal
1221 Conduct Procurements Inputs
12211 Procurement Management Plan
Described in Section 4231 The procurement management plan describes how the procurement processes
will be managed from developing procurement documentation through contract closure
12212 Procurement Documents
Described in Section 12133 Procurement documents provide an audit trail for contracts and other
agreements
12213 Source Selection Criteria
Described in Section 12134
Source selection criteria can include information on the supplier’s required capabilities capacity delivery dates
product cost lifecycle cost technical expertise and the approach to the contract
12214 Seller Proposals
Seller proposals prepared in response to a procurement document package form the basic information that will
be used by an evaluation body to select one or more successful bidders (sellers)
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12
采购项目请求响应卖方评价全程
反应重复合格卖方清单基初步建立
建议更详细评估基更具体全面进行
求文件求卖方短名单外工具技术
里描述单独组合选择卖家例称重系统
：
？选择单卖方求签署份标准合
？确定谈判序排名建议加权评价分
提案
1221执行采购：输入
12211采购理计划
第4231描述采购理计划描述采购流程
合收尾制定采购文件理
12212采购文件
第12133描述采购文件提供合审计线索
协议
12213源选择标准
第12134描述
源选择标准包括供应商需力信息量交货日期
产品成生命周期成技术方法合
12214卖方建议
卖方建议响应采购文件包形式编写基信息
评价体选择成功投标（卖方）
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12215 Project Documents
Described in Section 11532 Project documents that are often considered include the riskrelated contract
decisions included within the risk register
12216 MakeorBuy Decisions
Described in Section 12135 Organizations procuring goods or services analyze the need identify resources
and then compare procurement strategies when deciding to buy Organizations also evaluate the need of buying
products versus making the items themselves Factors that influence makeorbuy decisions may include
Core capabilities of the organization
Value delivered by vendors meeting the need
Risks associated with meeting the need in a costeffective manner and
Capability internally compared with the vendor community
12217 Procurement Statement of Work
Described in Section 12132 The procurement statement of work provides suppliers with a clearly stated set
of goals requirements and outcomes from which they can provide a quantifiable response The statement of work
is a critical component of the procurement process and can be modified as needed through this process until a final
agreement is in place The statements of work may include but are not limited to
Specifications
Quantity desired
Quality levels
Performance data
Period of performance
Work location and
Other requirements
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12215项目文件
第11532描述通常认项目文件包括风险相关合
决定包括风险登记册
12216制造购买决定
第12135描述组织采购商品服务需求分析确定资源
然较采购策略决定购买组织购买需
产品制造项目身影响制造购买决定素包括：
？组织核心力
？满足需供应商提供价值
？会议具成效益方式需相关风险
？力部供应商社区相
12217采购工作说明书
第12132描述SOW供应商提供明确设置
目标求结果提供量化响应工作说明书
采购程中重组成部分根需进行修改通程直
协议方工作报告包括限：
？规格
？数量求
？质量水
？性数
？履行期限
？工作点
？求
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12 PROJECT PROCUREMENT MANAGEMENT
12
12218 Organizational Process Assets
Described in Section 214 Elements of the organizational process assets that can influence the Conduct
Procurements process include but are not limited to
Listings of prospective and previously qualified sellers
Information on relevant past experience with sellers both good and bad and
Prior agreements
Whenever a prior agreement is in place the buyer and seller roles will have already been decided by executive
management In some cases the seller may already be working under a contract funded by the buyer or jointly by
both parties The effort of the buyer and seller in this process is to collectively prepare a procurement statement
of work that will satisfy the requirements of the project The parties will then negotiate a final contract for award
1222 Conduct Procurements Tools and Techniques
12221 Bidder Conferences
Bidder conferences (sometimes called contractor conferences vendor conferences and prebid conferences)
are meetings between the buyer and all prospective sellers prior to submittal of a bid or proposal They are used
to ensure that all prospective sellers have a clear and common understanding of the procurement requirements)
and that no bidders receive preferential treatment To be fair buyers should take great care to ensure that all
prospective sellers hear every question from any individual prospective seller and every answer from the buyer
Typically fairness is addressed by techniques such as collecting questions from bidders or arranging field visits in
advance of the bidder conference Responses to questions can be incorporated into the procurement documents
as amendments
12222 Proposal Evaluation Techniques
On complex procurements where source selection will be made based on seller responses to previously defined
weighted criteria a formal evaluation review process will be defined by the buyer’s procurement policies The
evaluation committee will make their selection for approval by management prior to the award
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12223 Independent Estimates
For many procurement items the procuring organization may elect to either prepare its own independent
estimate or have an estimate of costs prepared by an outside professional estimator to serve as a benchmark on
proposed responses Significant differences in cost estimates can be an indication that the procurement statement
of work was deficient ambiguous andor that the prospective sellers either misunderstood or failed to respond fully
to the procurement statement of work
12224 Expert Judgment
Expert judgment may be used in evaluating seller proposals The evaluation of proposals may be accomplished
by a multidiscipline review team with expertise in each of the areas covered by the procurement documents
and proposed contract This can include expertise from functional disciplines such as contracting legal finance
accounting engineering design research development sales and manufacturing
12225 Advertising
Existing lists of potential sellers often can be expanded by placing advertisements in general circulation
publications such as selected newspapers or in specialty trade publications Some organizations use online
resources to communicate solicitations to the vendor community Some government jurisdictions require public
advertising of certain types of procurement items and most government jurisdictions require public advertising or
online posting of pending government contracts
12226 Analytical Techniques
Procurements involve defining a need in such a way that vendors can bring value through their offerings To
ensure that the need can be and is met analytical techniques can help organizations identify the readiness of a
vendor to provide the desired end state determine the cost expected to support budgeting and avoid cost overruns
due to changes By examining past performance information teams may identify areas that may have more risk
and that need to be monitored closely to ensure success of the project
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12项目采购理
12223独立估计
许采购项目采购组织选择准备独立
估计外部专业制备成估计估计作基准
提出策成估算中差异迹象采购表
工作缺陷模糊卖方误解未充分回应
SOW
12224专家判断
专家判断评估卖方建议评估建议完成
学科审查组采购文件涵盖领域专业知识
提出合包括功性学科承包法律专业金融学
会计工程设计研究开发制造销售
12225广告
潜卖家现列表会放置环流扩广告
出版物选择报纸专业贸易出版物组织线
资源请求供应商沟通政府辖权求公
采购项目某类型广告数政府辖权求公广告
线发布政府合
12226分析技术
采购样种方式供应商通产品带价值定义需
确保需满足分析技术帮助组织确定准备
供应商提供理想终状态确定支持预算成避免成超支
变化通研究绩效信息团队找出更风险
需密切监控确保项目成功
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12227 Procurement Negotiations
Procurement negotiations clarify the structure requirements and other terms of the purchases so that mutual
agreement can be reached prior to signing the contract Final contract language reflects all agreements reached
Subjects covered should include responsibilities authority to make changes applicable terms and governing law
technical and business management approaches proprietary rights contract financing technical solutions overall
schedule payments and price Negotiations conclude with a contract document that can be executed by both buyer
and seller
For complex procurement items contract negotiation can be an independent process with inputs (eg issues or
an open items listing) and outputs (eg documented decisions) of its own For simple procurement items the terms
and conditions of the contract can be previously set and nonnegotiable and only need to be accepted by the seller
The project manager may not be the lead negotiator on procurements The project manager and other members
of the project management team may be present during negotiations to provide assistance and if needed to add
clarification of the project’s technical quality and management requirements
1223 Conduct Procurements Outputs
12231 Selected Sellers
The selected sellers are those who have been judged to be in a competitive range based upon the outcome
of the proposal or bid evaluation and who have negotiated a draft contract that will become the actual contract
when an award is made Final approval of all complex highvalue highrisk procurements will generally require
organizational senior management approval prior to award
12232 Agreements
A procurement agreement includes terms and conditions and may incorporate other items that the buyer
specifies regarding what the seller is to perform or provide It is the project management team’s responsibility
to make certain that all agreements meet the specific needs of the project while adhering to organizational
procurement policies Depending upon the application area an agreement can also be called an understanding
a contract a subcontract or a purchase order Regardless of the document’s complexity a contract is a mutually
binding legal agreement that obligates the seller to provide the specified products services or results and
obligates the buyer to compensate the seller A contract is a legal relationship subject to remedy in the courts
The major components in an agreement document will vary but may include the following
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Statement of work or deliverables
Schedule baseline
Performance reporting
Period of performance
Roles and responsibilities
Seller’s place of performance
Pricing
Payment terms
Place of delivery
Inspection and acceptance criteria
Warranty
Product support
Limitation of liability
Fees and retainer
Penalties
Incentives
Insurance and performance bonds
Subordinate subcontractor approvals
Change request handling and
Termination clause and alternative dispute resolution (ADR) mechanisms The ADR method can be decided
in advance as a part of the procurement award
12233 Resource Calendars
The quantity and availability of contracted resources and those dates on which each specific resource or
resource group can be active or idle are documented
12234 Change Requests
Change requests to the project management plan its subsidiary plans and other components are processed for
review and disposition through the Perform Integrated Change Control process (Section 45)
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12227采购谈判
采购谈判明确求结构采购相互条款
达成协议签订合前终合语言反映达成协议
涵盖题包括责变更权适条件适法律
技术商业理权合融资技术解决方案全面
进度付款价格合文件买方执行结束谈判
卖方
复杂政府采购项目合谈判输入独立程（例问题
开项目列表）输出（例记录决定）简单采购项目条款
合条件预先设定流通需卖方接受
项目理会采购方面首席谈判代表项目理成员
项目理团队谈判程中提供协助目前果需添加
该项目技术质量交底理求
1223执行采购：输出
12231选定卖家
选定卖家认竞争范围根结果
建议书投标评估协商合草案成实际合
奖复杂终批准高附加值高风险采购般求
组织高级理层批准前奖
12232协议
采购协议包括条款条件买方项目
指定什卖方履行提供项目理团队责
定确保协议满足项目具体需坚持组织
采购政策根应领域协议称理解
合分包合采购订单文件复杂性合种相互
具法律约束力协议求卖方提供规定产品服务结果
求买方卖方赔偿合种法律关系体法院救济
协议文件成分会包括容：
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？工作成果表
？进度基线
？绩效报告
？履行期限
？角色责
？卖方方
？价格
？付款条件
？交货点
？检查验收标准
？保修
？产品支持
？责限制
？费固定
？处罚
？激励
？保险债券
？级分包商批准
？变更请求处理
？终止条款代性纠纷解决机制（ADR）ADR方法决定
提前采购奖部分
12233资源日历
数量性合资源日期特定资源
资源组动闲置记录
12234变更请求
变更请求项目理计划子公司计划组件进行处理
通实施整体变更控制程评审处置（45节）
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12 PROJECT PROCUREMENT MANAGEMENT
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12235 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Cost baseline
Scope baseline
Schedule baseline
Communications management plan and
Procurement management plan
12236 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Requirements traceability documentation
Risk register and
Stakeholder register
123 Control Procurements
Control Procurements is the process of managing procurement relationships monitoring contract performance
and making changes and corrections to contracts as appropriate The key benefit of this process is that it ensures
that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal
agreement The inputs tools and techniques and outputs of this process are depicted in Figure 126 Figure 127
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change
requests
5 Work performance
reports
6 Work performance data
1 Contract change control
system
2 Procurement
performance reviews
3 Inspections and audits
4 Performance reporting
5 Payment systems
6 Claims administration
7 Records management
system
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 126 Control Procurements Inputs Tools & Techniques and Outputs
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12235项目理计划更新
项目理计划更新容包括限：
？成基线
？范围基线
？进度基线
？沟通理计划
？采购理计划
12236项目文件更新
项目文件更新包括限：
？需求文档
？需求踪文件
？风险登记册
？利益相关者登记
123控制采购
控制采购理采购关系程监控合履行
改变修正合适程关键处保证
两卖方买方性满足采购求根法律条款
协议输入工具技术程输出描绘图126图127
描述数处理流程图
输入工具技术输出
1项目理计划
2采购文件
3协议
4批准变更
请求
5工作性
报告
6工作性数
1合变更控制
系统
2采购
性综述
3检查审计
4绩效报告
5支付系统
6索赔理
7记录理
系统
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图126采购：输入控制工具技术输出
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Project Procurement Management
123
Control
Procurements
121
Plan
Procurement
Management
122
Conduct
Procurements
Work performance
information
Agreements
Procurement documents
Project documents
updates
Change
requests
Work
performance
reports
Work performance data
Approved change requests
Project
management
plan
Project
management
plan updates
Organizational process
assets updates
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
Enterprise
Organization
Project
Documents
Figure 127 Control Procurements Data Flow Diagram
Both the buyer and the seller will administer the procurement contract for similar purposes Each are required
to ensure that both parties meet their contractual obligations and that their own legal rights are protected The legal
nature of the contractual relationship makes it imperative that the project management team is aware of the legal
implications of actions taken when controlling any procurement On larger projects with multiple providers a key
aspect of contract administration is managing interfaces among the various providers
Due to varying organizational structures many organizations treat contract administration as an administrative
function separate from the project organization While a procurement administrator may be on the project team
this individual typically reports to a supervisor from a different department This is usually true if the performing
organization is also the seller of the project to an external customer
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12项目采购理
项目采购理
123
控制
采购
121
计划
采购
理
122
行
采购
？工作绩效
问询处
？协议
？采购文件
？项目文件
更新
？改变
请求
？工作
性
报告
？工作性数
？批准变更请求
？项目
理
计划
？项目
理
计划更新
？组织程
资产更新
44
监控
控制项目
工作
45
执行
集成
变更控制
45
执行
集成
变更控制
42
开发项目
理
计划
43
直接
理项目
工作
企业
组织
项目
文件
图127控制采购数流图
买家卖家理类似途采购合求
确保双方履行合义务合法权利保护法律
合关系性质必须项目理团队意识法律
采取控制时采购行影响项目供应商关键
合理理接口中种供应商
组织结构许组织合理作种理
职分离项目组织采购理员项目团队
通常部门报告通常真实：果执行
组织该项目外部顾客卖方
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Control Procurements includes application of the appropriate project management processes to the contractual
relationship(s) and integration of the outputs from these processes into the overall management of the project This
integration will often occur at multiple levels when there are multiple sellers and multiple products services or
results involved The project management processes that are applied may include but are not limited to
Direct and Manage Project Work To authorize the seller’s work at the appropriate time
Control Quality To inspect and verify the adequacy of the seller’s product
Perform Integrated Change Control To assure that changes are properly approved and that all those
with a need to know are aware of such changes
Control Risks To ensure that risks are mitigated
Control Procurements also has a financial management component that involves monitoring payments to the
seller This ensures that payment terms defined within the contract are met and that seller compensation is linked
to seller progress as defined in the contract One of the principal concerns when making payments to suppliers is
that there is a close relationship of payments made to the work accomplished
The Control Procurements process reviews and documents how well a seller is performing or has performed
based on the contract and establishes corrective actions when needed This performance review may be used as
a measure of the seller’s competency for performing similar work on future projects Similar evaluations are also
carried out when it is necessary to confirm that a seller is not meeting the seller’s contractual obligations and
when the buyer contemplates corrective actions Control Procurements includes capturing the necessary details
for managing any early terminations of the contracted work (for cause convenience or default) in accordance with
the termination clause of the agreement These details are used in the Close Procurements process to terminate
the agreement
Agreements can be amended at any time prior to contract closure by mutual consent in accordance with the
change control terms of the agreement Such amendments are typically captured in writing
1231 Control Procurements Inputs
12311 Project Management Plan
Described in Section 4231 The project management plan describes how the procurement processes will be
managed from developing procurement documentation through contract closure
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控制采购包括应适项目理流程契约
关系（S）集成输出程项目整体理
整合时常发生层面卖家种产品服务
结果关应项目理程包括限：
？指导理项目工作授权适时间卖方工作
？控制质量验证卖方产品否足够
？执行整体变更控制确保适批准改变
需知道意识样变化
？控制风险确保风险缓解
控制采购财务理组件包括监测费
卖方确保付款条件合中定义卖方赔偿
卖方进步合问题时供应商支付
密切关系付款完成工作
控制采购程回顾文件卖方履行执行
根合建立时需纠正行动作绩效评估
种测量进行未类似工作卖方力类似评价
进行时必确认卖方满足卖方合义务
买方提出纠正措施控制采购包括捕获必细节
理提前终止合工作（便利默认）
协议终止条款细节结束采购程终止
该协议
协议合结束前时间修改双方意
变更协议控制样修正通常捕获写作
采购：输入控制类
12311项目理计划
第4231描述项目理计划描述采购程
合收尾制定采购文件理
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12312 Procurement Documents
Described in Section 12133 Procurement documents contain complete supporting records for administration
of the procurement processes this includes procurement contract awards and the statement of work
12313 Agreements
Described in Section 12232 Agreements are understandings between parties including understanding of
the duties of each party
12314 Approved Change Requests
Approved change requests can include modifications to the terms and conditions of the contract including the
procurement statement of work pricing and descriptions of the products services or results to be provided All
procurementrelated changes are formally documented in writing and approved before being implemented through
the Control Procurements process
12315 Work Performance Reports
Described in Section 4432 Seller performancerelated documentation includes
Technical documentation Sellerdeveloped technical documentation and other deliverable information
are provided in accordance with the terms of the contract
Work performance information The seller’s performance reports indicate which deliverables have
been completed and which have not
12316 Work Performance Data
Described in Section 4332 Work performance data includes (1) the extent to which quality standards are
being satisfied (2) the costs that have been incurred or committed and (3) identification of the seller invoices
that have been paid All data are collected as part of project execution
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12312采购文件
第12133描述采购文件包含完整支持记录理
采购程包括采购合授予工作说明书
12313协议
第12232描述协议方间认识包括认识
方责
12314批准变更请求
批准变更请求包括合条款修改包括
采购工作说明书定价描述产品服务提供结果
采购相关变化正式书面记录获批准实施
控制采购程
12315工作绩效报告
第4432描述卖方性相关文件包括：
？技术文件卖方技术文件交付信息
根合条款规定
？工作绩效信息卖方绩效报告显示交付成果
已完成没
12316工作性数
第4332部分描述工作业绩数包括（1）质量标准程度
满意（2）已发生承诺成（3）卖方发票识
已支付数收集项目执行部分
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1232 Control Procurements Tools and Techniques
12321 Contract Change Control System
A contract change control system defines the process by which the procurement can be modified It includes
the paperwork tracking systems dispute resolution procedures and approval levels necessary for authorizing
changes The contract change control system is integrated with the integrated change control system
12322 Procurement Performance Reviews
A procurement performance review is a structured review of the seller’s progress to deliver project scope
and quality within cost and on schedule as compared to the contract It can include a review of sellerprepared
documentation and buyer inspections as well as quality audits conducted during seller’s execution of the work
The objective of a performance review is to identify performance successes or failures progress with respect to
the procurement statement of work and contract noncompliance which allow the buyer to quantify the seller’s
demonstrated ability or inability to perform work Such reviews may take place as a part of project status reviews
which would include key suppliers
12323 Inspections and Audits
Inspections and audits required by the buyer and supported by the seller as specified in the procurement
contract can be conducted during execution of the project to verify compliance in the seller’s work processes or
deliverables If authorized by contract some inspection and audit teams can include buyer procurement personnel
12324 Performance Reporting
Work performance data and reports supplied by sellers are evaluated against the agreement requirements
Work performance information from this evaluation is then reported as appropriate Performance reporting provides
management with information about how effectively the seller is achieving the contractual objectives
12325 Payment Systems
Payments to the seller are typically processed by the accounts payable system of the buyer after
certification of satisfactory work by an authorized person on the project team All payments should be made
and documented in strict accordance with the terms of the contract
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1232控制采购：工具技术
12321合变更控制系统
合变更控制系统定义程采购修改包括
文书工作踪系统争端解决程序需批准级授权
变化合变更控制系统整体变更控制系统集成
12322采购绩效评价
采购绩效评估结构化审查卖方进步提供项目范围
质量成进度相合包括审查卖方准备
文档买方检查质量审核卖方执行期间进行工作
绩效评估目确定性成功失败进步
SOW合符合买方量化卖方
表现出力法履行工作样评作项目状态评审部分方
包括关键供应商
12323检查审计
检查审核需买方卖方支持采购指定
合工程实施程中验证工作流程卖方遵守
交付成果果授权合检验审核组包括采购员
12324绩效报告
工作绩效数报告提供卖方评价协议求
评价工作绩效信息然报告适绩效报告提供
理信息效卖方实现合目标
12325支付系统
支付卖方通常买方应付帐款系统
授权项目团队认证工作令满意付款应
记录严格合条款
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12 PROJECT PROCUREMENT MANAGEMENT
12326 Claims Administration
Contested changes and potential constructive changes are those requested changes where the buyer and seller
cannot reach an agreement on compensation for the change or cannot agree that a change has occurred These
contested changes are variously called claims disputes or appeals Claims are documented processed monitored
and managed throughout the contract life cycle usually in accordance with the terms of the contract If the parties
themselves do not resolve a claim it may have to be handled in accordance with alternative dispute resolution
(ADR) typically following procedures established in the contract Settlement of all claims and disputes through
negotiation is the preferred method
12327 Records Management System
A records management system is used by the project manager to manage contract and procurement
documentation and records It consists of a specific set of processes related control functions and automation
tools that are consolidated and combined as part of the project management information system (Section 4423)
The system contains a retrievable archive of contract documents and correspondence
1233 Control Procurements Outputs
12331 Work Performance Information
Work performance information provides a basis for identification of current or potential problems to support later
claims or new procurements By reporting on the performance of a vendor the organization increases knowledge
of the performance of the procurement which supports improved forecasting risk management and decision
making Performance reports also assist in the event there is a dispute with the vendor
Work performance information includes reporting compliance of contracts which provides procuring
organizations a mechanism to track specific deliverables expected and received from vendors Contract compliance
reports support improved communications with vendors so that potential issues are addressed promptly to the
satisfaction of all parties
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12项目采购理
12326索赔理
争议变化潜建设性改变变更请求买方卖方
法达成改变补偿协议意发生变化
争议变化称索赔争端诉索赔记录处理监测
整合生命周期理通常根合条款果事
解决索赔代性纠纷解决机制规定处理
（ADR）通常合建立程序解决索赔争议
谈判首选方法
12327档案理系统
记录理系统项目理理合采购
文件记录组特定程相关控制功动化
巩固组合作项目理信息系统部分工具（第4423）
该系统包含合文件应检索档案
1233控制采购：输出
12331工作绩效信息
工作绩效信息支持前潜问题鉴定提供
索赔者新采购汇报供应商绩效增加知识组织
采购绩效提高预测风险理决策
制作绩效报告协助事件争议供应商
工作绩效信息包括报告遵守合提供采购
组织机制踪具体成果预期收供应商合执行
报告支持改进通信供应商潜问题时
方满意
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12 PROJECT PROCUREMENT MANAGEMENT
12
12332 Change Requests
Change requests to the project management plan its subsidiary plans and other components such as the
cost baseline schedule baseline and procurement management plan may result from the Control Procurements
process Change requests are processed for review and approval through the Perform Integrated Change Control
process
Requested but unresolved changes can include direction provided by the buyer or actions taken by the seller
which the other party considers a constructive change to the contract Since any of these constructive changes may
be disputed by one party and can lead to a claim against the other party such changes are uniquely identified and
documented by project correspondence
12333 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Procurement management plan The procurement management plan is updated to reflect any approved
change requests that affect procurement management including impacts to costs or schedules
Schedule baseline If there are slippages that impact overall project performance the schedule baseline
may need to be updated to reflect the current expectations
Cost baseline If there are changes that impact overall project costs the cost baseline may need to be
updated to reflect the current expectations
12334 Project Documents Updates
Project documents that may be updated include but are not limited to procurement documentation
Procurement documentation may include the procurement contract with all supporting schedules requested
unapproved contract changes and approved change requests Procurement documentation also includes any
sellerdeveloped technical documentation and other work performance information such as deliverables seller
performance reports and warranties financial documents including invoices and payment records and the
results of contractrelated inspections
12335 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
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12项目采购理
12
12332变更请求
变更请求项目理计划子公司计划成分
成基线进度基线采购理计划会导致控制采购
程变更请求进行审查批准通执行整体变更控制
程
请求未解决变化包括买方提供卖方采取行动
方认合建设性改变述建设性变化
方争议导致方求样变化唯确定
记录项目应
12333项目理计划更新
项目理计划更新容包括限：
？采购理计划采购理计划更新反映批准
变更请求影响采购理包括成进度影响
？进度基线果延误影响整项目执行进度基准
需更新反映前期
？成基线果影响项目总体成变化成基准需
更新反映前预期
12334项目文件更新
项目文件更新包括限采购文件
采购文件包括附表采购合求
未批准合变更批准变更请求采购文件包括
卖方技术文件工作绩效信息交付卖方
绩效报告担保财务文件包括发票付款记录
合相关检查结果
12335组织程资产更新
会更新组织程资产素包括限：
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Correspondence Contract terms and conditions often require written documentation of certain aspects of
buyerseller communications such as the need for warnings of unsatisfactory performance and requests
for contract changes or clarification This can include the reported results of buyer audits and inspections
that indicate weaknesses the seller needs to correct In addition to specific contract requirements for
documentation a complete and accurate written record of all written and oral contract communications
as well as actions taken and decisions made are maintained by both parties
Payment schedules and requests All payments should be made in accordance with the procurement
contract terms and conditions
Seller performance evaluation documentation Seller performance evaluation documentation is
prepared by the buyer Such performance evaluations document the seller’s ability to continue to perform
work on the current contract indicate if the seller can be allowed to perform work on future projects
or rate how well the seller is performing the project work These documents may form the basis for
early termination of the seller’s contract or determine how contract penalties fees or incentives are
administered The results of these performance evaluations can also be included in the appropriate
qualified seller lists
124 Close Procurements
Close Procurements is the process of completing each procurement The key benefit of this process is that
it documents agreements and related documentation for future reference The inputs tools and techniques and
outputs of this process are depicted in Figure 128 Figure 129 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Procurement documents
1 Procurement audits
2 Procurement
negotiations
3 Records management
system
1 Closed procurements
2 Organizational process
assets updates
Figure 128 Close Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
？应合条款条件需某方面书面文件
买家卖家沟通表现佳警告求需
合变更澄清包括买方审核检查结果报告
表明卖方需正确弱点特定合求
文件完整准确书面口头沟通合书面记录
采取行动作出决定双方保持
？付款时间表求付款应根采购
合条款条件
？卖方绩效评估文件卖方绩效评估文件
买方准备样业绩评估文件卖方力继续执行
前工作合果卖方允许执行未项目工作
率卖方执行项目工作文档形成基础
提前终止合卖方确定合处罚收费激励
理绩效评价结果包括适
合格卖方清单
124结束采购
结束采购完成采购程程关键优势
文件协议供参考相关文件输入工具技术
程输出描绘图128图129描述程数流图
输入工具技术输出
1项目理计划
2采购文件
1采购审核
2采购
谈判
3记录理
系统
1关闭采购
2组织程
资产更新
图128结束采购：输入输出工具技术
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12 PROJECT PROCUREMENT MANAGEMENT
12
Project Procurement Management
124
Close
Procurements
121
Plan
Procurement
Management
Organizational
process assets
updates
Procurement
d ocuments
Project
management
plan
Closed
procurements
42
Develop Project
Management
Plan
Enterprise
Organization
Figure 129 Close Procurements Data Flow Diagram
The Close Procurements process also involves administrative activities such as finalizing open claims updating
records to reflect final results and archiving such information for future use Close Procurements addresses each
contract applicable to the project or a project phase In multiphase projects the term of a contract may only be
applicable to a given phase of the project In these cases the Close Procurements process closes the procurement(s)
applicable to that phase of the project Unresolved claims may be subject to litigation after closure The contract
terms and conditions can prescribe specific procedures for agreement closure The Close Procurements process
supports the Close Project or Phase process (Section 46) by ensuring contractual agreements are completed or
terminated
Early termination of a contract is a special case of procurement closure that can result from a mutual agreement
by both parties from the default of one party or for convenience of the buyer if provided for in the contract The
rights and responsibilities of the parties in the event of an early termination are contained in the terminations clause
of the contract Based upon those procurement terms and conditions the buyer may have the right to terminate
the whole contract or a portion of the contract at any time for cause or convenience However based upon those
contract terms and conditions the buyer may have to compensate the seller for seller’s preparations and for any
completed and accepted work related to the terminated part of the contract
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12项目采购理
12
项目采购理
124
关闭
采购
121
计划
采购
理
？组织
程资产
更新
？采购
单
？项目
理
计划
？关闭
采购
42
开发项目
理
计划
企业
组织
图129结束采购数流图
密切采购程中涉行政活动完成公开声称更新
记录反映终结果等信息存档供结束采购址
合适项目项目阶段相工程合期限
适定项目阶段情况采购程采购密切关（）
适该项目阶段未决索赔关闭受诉讼合
条款条件开闭特定程序协议关闭采购程
支持结束项目阶段程（第46节）确保合协议完成
终止
合提前终止采购关闭造成相互协议种特殊情况
双方方违约买方便利果合中规定
早期终止事件事权利义务包含终止条款
合根采购条款条件买方权终止
整合合部分时间原方便然根
合条款条件买方补偿卖方卖方准备
竣工验收工作终止合部分相关
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12 PROJECT PROCUREMENT MANAGEMENT
1241 Close Procurements Inputs
12411 Project Management Plan
Described in Section 4231 The project management plan contains the procurement management plan which
provides the details and guidelines for closing out procurements
12412 Procurement Documents
To close the contract all procurement documentation is collected indexed and filed Information on contract
schedule scope quality and cost performance along with all contract change documentation payment records
and inspection results are cataloged This information can be used for lessons learned information and as a basis
for evaluating contractors for future contracts
1242 Close Procurements Tools and Techniques
12421 Procurement Audits
A procurement audit is a structured review of the procurement process originating from the Plan Procurement
Management process through Control Procurements The objective of a procurement audit is to identify successes
and failures that warrant recognition in the preparation or administration of other procurement contracts on the
project or on other projects within the performing organization
12422 Procurement Negotiations
In all procurement relationships the final equitable settlement of all outstanding issues claims and disputes by
negotiation is a primary goal Whenever settlement cannot be achieved through direct negotiation some form of
alternative dispute resolution (ADR) including mediation or arbitration may be explored When all else fails litigation
in the courts is the least desirable option
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12项目采购理
1结束采购：输入
12411项目理计划
第4231描述项目理计划包含采购理计划
提供细节关闭采购指南
12412采购文件
关闭合采购文件收集索引档合信息
范围质量进度成性合变更文档付款记录
检查结果进行分类信息信息基础验教训
评估未合承包商
1242结束采购：工具技术
12421采购审计
采购审计结构化审查采购程计划采购
通控制采购程理采购审计目确定成功
失败采购合制备行政许识
项目项目执行组织
12422采购谈判
采购关系解决悬未决问题索赔纠纷
谈判目标结算通直接谈判实现某种形式
代性纠纷解决机制（ADR）包括调解仲裁探索切失败诉讼
法庭理想选择
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12 PROJECT PROCUREMENT MANAGEMENT
12
12423 Records Management System
Described in Section 12327 A records management system is used by the project manager to manage
contract and procurement documentation and records Contract documents and correspondence are archived
through the records management system as part of the Close Procurements process
1243 Close Procurements Outputs
12431 Closed Procurements
The buyer usually through its authorized procurement administrator provides the seller with formal written
notice that the contract has been completed Requirements for formal procurement closure are usually defined in
the terms and conditions of the contract and are included in the procurement management plan
12432 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
Procurement file A complete set of indexed contract documentation including the closed contract is
prepared for inclusion with the final project files
Deliverable acceptance Documentation of formal acceptance of sellerprovided deliverables may be
required to be retained by the organization The Close Procurement process ensures this documentation
requirement is satisfied Requirements for formal deliverable acceptance and how to address
nonconforming deliverables are usually defined in the agreement
Lessons learned documentation Lessons learned what has been experienced and process
improvement recommendations should be developed for the project file to improve future procurements
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12项目采购理
12
12423档案理系统
第12327描述记录理系统项目理理
合采购文件记录合文件信件档
通记录理系统作密切采购程部分
1243结束采购：输出
12431条封闭采购
买方通常通授权采购理提供卖方书面形式
注意：合已完成正式采购封闭求通常定义
合条款条件包括采购理计划
12432组织程资产更新
会更新组织程资产素包括限：
？采购文件索引合文件完整套包括封闭合
准备项目包含文件
？交付验收提供成果卖方正式验收文件
须组织保留密切采购程中确保该文件
求满足求正式交付验收解决
合格交付成果通常协议定义
？验教训文档验教训什历程
改进建议应该改善未采购项目文件
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13 PROJECT STAKEHOLDER MANAGEMENT
13
PROJECT STAKEHOLDER MANAGEMENT
Project Stakeholder Management includes the processes required to identify the people groups or
organizations that could impact or be impacted by the project to analyze stakeholder expectations and their
impact on the project and to develop appropriate management strategies for effectively engaging stakeholders
in project decisions and execution Stakeholder management also focuses on continuous communication with
stakeholders to understand their needs and expectations addressing issues as they occur managing conflicting
interests and fostering appropriate stakeholder engagement in project decisions and activities Stakeholder
satisfaction should be managed as a key project objective
Figure 131 provides an overview of the Project Stakeholder Management processes that include the following
131 Identify Stakeholders—The process of identifying the people groups or organizations that
could impact or be impacted by a decision activity or outcome of the project and analyzing and
documenting relevant information regarding their interests involvement interdependencies
influence and potential impact on project success
132 Plan Stakeholder Management—The process of developing appropriate management strategies to
effectively engage stakeholders throughout the project life cycle based on the analysis of their needs
interests and potential impact on project success
133 Manage Stakeholder Engagement—The process of communicating and working with stakeholders
to meet their needsexpectations address issues as they occur and foster appropriate stakeholder
engagement in project activities throughout the project life cycle
134 C ontrol Stakeholder Engagement—The process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for engaging stakeholders
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
Every project will have stakeholders who are impacted by or can impact the project in a positive or negative way
While some stakeholders may have a limited ability to influence the project others may have significant influence
on the project and its expected outcomes The ability of the project manager to correctly identify and manage these
stakeholders in an appropriate manner can mean the difference between success and failure
13
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13项目利益相关者理
13
项目利益相关者理
项目利益相关者理需程确定团体
组织影响受影响项目分析利益相关方期
项目影响制定效利益相关者参适理策略
项目决策执行利益相关者理集中连续通信
利益相关者解需求期解决问题发生时理突
利益项目决策活动适利益相关者参培养利益相关者
满意度应作重点项目目标理
图131提供项目利益相关者理程包括概述：
131确定利益相关者识程组组织
影响决定活动影响项目结果分析
记录相关信息利益参相互存关系
影响项目成功潜影响
132计划利益相关者理制定适理策略程
效利益相关者参整项目生命周期根需求分析
利益项目成功潜影响
133理利益相关者参利益相关者沟通程
满足需求期解决问题出现促进适利益相关者
整项目生命周期项目活动中参
134控制总量监测项目利益相关者利益相关者参程
关系利益相关者参调节策略计划
程间相互作知识领域程详细描述
第3节附录A1
项目会利益相关者影响影响正面负面项目
利益相关者会影响项目力限显着影响
项目预期成果项目理正确识理力
适方式利益相关者意味着成功失败间差
13
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13 PROJECT STAKEHOLDER MANAGEMENT
1 Inputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Stakeholder analysis
2 Expert judgment
3 Meetings
3 Outputs
1 Stakeholder register
1 Inputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Analytical techniques
3 Outputs
1 Stakeholder management
plan
2 Project documents updates
1 Inputs
1 Stakeholder management plan
2 Communications management
plan
3 Change log
4 Organizational process assets
2 Tools & Techniques
1 Communication methods
2 Interpersonal skills
3 Management skills
3 Outputs
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Stakeholder
Management Overview
132 Plan Stakeholder
Management
131 Identify
Stakeholders
1 Inputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
2 Tools & Techniques
1 Information management
systems
2 Expert judgment
3 Meetings
3 Outputs
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
134 Control Stakeholder
Engagement
133 Manage Stakeholder
Engagement
Figure 131 Project Stakeholder Management Overview
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13项目利益相关者理
1投入
1项目章程
2采购文件
3企业环境
素
4组织程资产
2工具技术
1利益相关者分析
2专家判断
3会议
3输出
1利益相关者注册
1投入
1项目理计划
2利益相关者注册
3企业环境
素
4组织程资产
2工具技术
1专家判断
2会议
3分析技术
3输出
1利益相关者理
计划
2项目文件更新
1投入
1利益相关者理计划
2通讯理
计划
3更改日志
4组织程资产
2工具技术
1种通信方式
2际关系技巧
3理技
3输出
1问题日志
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目利益相关者
理概述
132计划利益相关者
理
131确定
利益相关者
1投入
1项目理计划
2问题日志
3工作性数
4项目文件
2工具技术
1信息理
系统
2专家判断
3会议
3输出
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
134控制利益相关者
订婚
133理者
订婚
图131项目利益相关者理概述
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13 PROJECT STAKEHOLDER MANAGEMENT
13
131 Identify Stakeholders
Identify Stakeholders is the process of identifying the people groups or organizations that could impact or
be impacted by a decision activity or outcome of the project analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success The
key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder
or group of stakeholders The inputs tools and techniques and outputs of this process are depicted in Figure 132
Figure 133 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder analysis
2 Expert judgment
3 Meetings
1 Stakeholder register
Figure 132 Identify Stakeholders Inputs Tools & Techniques and Outputs
Project Stakeholder Management
131
Identify
Stakeholders
132
Plan
Stakeholder
Management
Procurement
d ocuments
Project charter
Stakeholder
register
Stakeholder
register
Organizational
process assets
Enterprise
e nvironmental
factors
101
Plan
Communications
Management
121
Plan
Procurement
Management
121
Plan
Procurement
Management
41
Develop Project
Charter
52
Collect
Requirements
81
Plan Quality
Management
111
Plan Risk
Management
112
Identify
Risks
Enterprise
Organization
Figure 133 Identify Stakeholders Data Flow Diagram
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13项目利益相关者理
13
131确定利益相关者
确定利益相关者识程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
该程处允许项目理确定利益相关者适焦点
组利益相关者输入工具技术程输出描绘图132
图133描述程数流图
输入工具技术输出
1项目章程
2采购文件
3企业环境
素
4组织程
资产
1利益相关者分析
2专家判断
3会议
1利益相关者注册
图132确定利益相关者：输入输出工具技术
项目利益相关者理
131
识
利益相关者
132
计划
利益相关者
理
？采购
单
？项目章程
？利益相关者
寄存器
？利益相关者
寄存器
？组织
程资产
？企业
环境
素
101
计划
通信
理
121
计划
采购
理
121
计划
采购
理
41
开发项目
宪章
52
收集
求
81
规划质量
理
111
计划风险
理
112
识
风险
企业
组织
图133确定利益相关者数流图
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13 PROJECT STAKEHOLDER MANAGEMENT
Project stakeholders are individuals groups or organizations who may affect be affected by or perceive
themselves to be affected by a decision activity or outcome of a project They are comprised of persons and
organizations such as customers sponsors the performing organization and the public who are actively involved
in the project or whose interests may be positively or negatively affected by the execution or completion of the
project They may also exert influence over the project and its deliverables Stakeholders may be at different
levels within the organization and may possess different authority levels or may be external to the performing
organization for the project Section 13121 identifies various types of project stakeholders
It is critical for project success to identify the stakeholders early in the project or phase and to analyze their
levels of interest their individual expectations as well as their importance and influence This initial assessment
should be reviewed and updated regularly Most projects will have a diverse number of stakeholders depending
on their size type and complexity While the project manager’s time is limited and should be used as efficiently
as possible these stakeholders should be classified according to their interest influence and involvement in the
project taking into consideration the fact that the affect or influence of a stakeholder may not occur or become
evident until later stages in the project or phase This enables the project manager to focus on the relationships
necessary to ensure the success of the project
1311 Identify Stakeholders Inputs
13111 Project Charter
Described in Section 4131 The project charter can provide information about internal and external parties
related with the project and affected by the result or the execution of the project such as project sponsor(s)
customers team members groups and departments participating in the project and other people or organizations
affected by the project
13112 Procurement Documents
Described in Section 12133 If a project is the result of a procurement activity or is based on an established
contract the parties in that contract are key project stakeholders Other relevant parties such as suppliers should
also be considered as part of the project stakeholder list
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13项目利益相关者理
项目利害关系者团体组织会影响受感觉
决策活动影响项目结果
组织客户赞助商执行组织公众谁积极参
项目中利益产生积极消极影响执行完成
项目项目交付成果影响利益相关者
水组织具权限级执行外部
该项目组织第13121识种类型项目利益相关者
项目成功识干系项目早期阶段分析关键
水兴趣期重性影响初步评估
应定期检讨更新数项目利益相关者种
类型复杂性项目理时间限应作效
利益相关者应根兴趣分类影响参
项目考虑事实利益相关者影响影响会发生成
明显项目阶段期阶段项目理关注关系
确保项目成功
1311确认利益相关者：输入
13111项目章程
4131节叙述项目章程提供关部外部信息
项目相关结果项目实施影响项目发起（）
客户团队成员组织部门参项目组织
受项目影响
13112采购文件
第12133描述果项目采购活动结果基定
合合关键项目利益相关者方关方供应商应
认项目利益相关者名单
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Identify Stakeholders
process include but are not limited to
Organizational culture and structure
Governmental or industry standards (eg regulations product standards) and
Global regional or local trends and practices or habits
13114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Identify Stakeholders
process include but are not limited to
Stakeholder register templates
Lessons learned from previous projects or phases and
Stakeholder registers from previous projects
1312 Identify Stakeholders Tools and Techniques
13121 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout the project It identifies the
interests expectations and influence of the stakeholders and relates them to the purpose of the project It also
helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged
to build coalitions and potential partnerships to enhance the project’s chance of success along with stakeholder
relationships that need to be influenced differently at different stages of the project or phase
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13项目利益相关者理
13
13113企业环境素
第215描述会影响利益相关者企业环境素识
程包括限：
？组织文化组织结构
？政府行业标准（例法规产品标准）
？全球区域方趋势实践惯
13114组织程资产
第214描述组织程资产够影响确定利益相关者
程包括限：
？利益相关者登记模板
？前项目阶段验教训
？前项目利益相关者寄存器
1312确定利益相关者：工具技术
13121利益相关者分析
利益相关者分析系统收集分析定量定性技术
信息决定谁利益应该考虑整项目确定
利益利益相关者期影响项目目
助确定利益相关者关系（项目利益相关者）利
建立联盟潜伙伴关系提高项目成功机会着利益相关者
需影响项目阶段阶段关系
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13 PROJECT STAKEHOLDER MANAGEMENT
Stakeholder analysis generally follows the steps described below
Identify all potential project stakeholders and relevant information such as their roles departments
interests knowledge expectations and influence levels Key stakeholders are usually easy to identify
They include anyone in a decisionmaking or management role who is impacted by the project outcome
such as the sponsor the project manager and the primary customer Identifying other stakeholders is
usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders
are included
Analyze the potential impact or support each stakeholder could generate and classify them so as to define
an approach strategy In large stakeholder communities it is important to prioritize the stakeholders to
ensure the efficient use of effort to communicate and manage their expectations
Assess how key stakeholders are likely to react or respond in various situations in order to plan how to
influence them to enhance their support and mitigate potential negative impacts
There are multiple classification models used for stakeholders analysis such as
Powerinterest grid grouping the stakeholders based on their level of authority (power) and their level
or concern (interest) regarding the project outcomes
Powerinfluence grid grouping the stakeholders based on their level of authority (power) and their
active involvement (influence) in the project
Influenceimpact grid grouping the stakeholders based on their active involvement (influence) in the
project and their ability to effect changes to the project’s planning or execution (impact) and
Salience model describing classes of stakeholders based on their power (ability to impose their will)
urgency (need for immediate attention) and legitimacy (their involvement is appropriate)
Figure 134 presents an example of a powerinterest grid with AH representing the placement of generic
stakeholders
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13项目利益相关者理
利益相关者分析般遵循步骤：
？识潜项目利益相关者相关信息角色部门
利益知识期影响程度关键利益相关者通常容易识
包括决策理角色项目结果影响
赞助商项目理客户识利益相关者
通访谈确定利益相关者扩潜利益相关者名单通常
包括
？分析潜影响支持利益相关者够产生分类定义
种战略利益相关者社区优先考虑重利益相关者
确保努力沟通理期效利
？评估关键利益相关者反应种情况反应计划
影响提高支持减轻潜负面影响
分析利益相关者分类模型：
？权力兴趣分组网格根水权威利益相关者（力量）水
关心（兴趣）项目结果
？电力影响网格分组根水权威利益相关者（力量）
积极参（影响）项目
？影响网格分组根积极参利益相关者（影响）
项目项目规划执行效果变化力（击）
？特征模型描述基权力利益相关者阶层（施加意志力）
紧急（立关注需）合法性（参适）
图134提出AH代表放置权力兴趣通网格实例
利益相关者
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Keep
Satisfied
Manage
Closely
B
H
F A
G C
E
D
Monitor Keep
Informed
High
Power
Low
Low Interest High
Figure 134 Example PowerInterest Grid with Stakeholders
13122 Expert Judgment
To ensure comprehensive identification and listing of stakeholders judgment and expertise should be sought
from groups or individuals with specialized training or subject matter expertise such as
Senior management
Other units within the organization
Identified key stakeholders
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts (SMEs) in the business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organizations (NGOs)
Expert judgment can be obtained through individual consultations (oneonone meetings interviews etc) or
through a panel format (focus groups surveys etc)
13123 Meetings
Profile analysis meetings are project meetings designed to develop an understanding of major project
stakeholders and they can be used to exchange and analyze information about roles interests knowledge and the
overall position of each stakeholder facing the project
1313 Identify Stakeholders Outputs
13131 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register This contains all details related
to the identified stakeholders including but not limited to
Identification information Name organizational position location role in the project contact
information
Assessment information Major requirements main expectations potential influence in the project
phase in the life cycle with the most interest and
Stakeholder classification Internalexternal supporterneutralresistor etc
The stakeholder register should be consulted and updated on a regular basis as stakeholders may change—or
new ones identified—throughout the life cycle of the project
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13项目利益相关者理
13
保持
满意
理
密切
？B
？H
？F？
？G？C
？E
？D
监控保持
通知
高
功率
低
低利率高
图134权力兴趣网格利益相关者例子
13122专家判断
确保利益相关者综合识市判断专业知识应该
团体专业培训关专业知识：
？高级理
？组织单位
？确定关键利益相关者
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13项目利益相关者理
？项目理谁区项目（直接通教训）
？题专家（SME）企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织（NGO）
专家判断通协商获（会议采访等）
通面板格式（焦点组调查等）
13123会议
剖面分析会议项目会议旨发展重项目理解
利益相关者交换分析信息角色利益知识
利益相关者面项目整体定位
1313确定利益相关者：输出
13131利益相关者登记
利益相关者识程输出利益相关者登记包含相关细节
确定利益相关者包括限：
？识信息组织名称位置位置项目中角色接触
信息
？评估信息求期项目潜影响
兴趣生命周期阶段
？利益相关者分类部外部支持者中性电阻等
利益相关者登记应定期更新利益相关者会改变
新发现整项目生命周期
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13 PROJECT STAKEHOLDER MANAGEMENT
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132 Plan Stakeholder Management
Plan Stakeholder Management is the process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success The key benefit of this process is that it provides a clear actionable plan to interact with
project stakeholders to support the project’s interests The inputs tools and techniques and outputs of this process
are depicted in Figure 135 Figure 136 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Meetings
3 Analytical techniques
1 Stakeholder management
plan
2 Project documents
updates
Figure 135 Plan Stakeholder Management Inputs Tools & Techniques and Outputs
Project Stakeholder Management
131
Identify
Stakeholders
Stakeholder
management
plan
Project
d ocuments
updates
Stakeholder
Organizational register
process assets
Enterprise
e nvironmental
factors
Project
management
plan
52
Collect
Requirements
42
Develop Project
Management
Plan
Enterprise
Organization
Project
Documents
132
Plan
Stakeholder
Management
133
Manage
Stakeholder
Engagement
Figure 136 Plan Stakeholder Management Data Flow Diagram
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13项目利益相关者理
13
132计划利益相关者理
计划利益相关者理制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响程关键优势提供明确操作计划
项目利益相关者支持项目利益输入工具技术程输出
图135描绘图136描述程数流图
输入工具技术输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1专家判断
2会议
3分析技术
1利益相关者理
计划
2项目文件
更新
图135计划利益相关者理：输入输出工具技术
项目利益相关者理
131
识
利益相关者
？利益相关者
理
计划
？项目
单
更新
？利益相关者
？组织登记
程资产
？企业
环境
素
？项目
理
计划
52
收集
求
42
开发项目
理
计划
企业
组织
项目
文件
132
计划
利益相关者
理
133
理
利益相关者
订婚
图136计划利益相关者理数流图
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Plan Stakeholder Management identifies how the project will affect stakeholders which then allows the
project manager to develop various ways to effectively engage stakeholders in the project to manage their
expectations and to ultimately achieving the project objectives Stakeholder management is more than improving
communications and requires more than managing a team Stakeholder management is about creation and
maintenance of relationships between the project team and stakeholders with the aim to satisfy their respective
needs and requirements within project boundaries
This process generates the stakeholder management plan which contains detailed plans on how effective
stakeholder management can be realized As the project progresses the membership of the stakeholder community
and required level of engagement may change therefore stakeholder management planning is an iterative process
that is reviewed on a regular basis by the project manager
1321 Plan Stakeholder Management Inputs
13211 Project Management Plan
Described in Section 4231 The information used for the development of the stakeholder management plan
includes but is not limited to
Life cycle selected for the project and the processes that will be applied to each phase
Description of how work will be executed to accomplish the project objectives
Description of how human resources requirements will be met and how roles and responsibilities
reporting relationships and staffing management will be addressed and structured for the project
Change management plan that documents how changes will be monitored and controlled and
Need and techniques for communication among stakeholders
13212 Stakeholder Register
Described in Section 13131 The stakeholder register provides the information needed to plan appropriate
ways to engage project stakeholders
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13项目利益相关者理
利益相关者理计划确定该项目影响利益相关者利益
项目理制定方式效参项目利益相关者理
预期终实现项目目标利益相关者理仅仅提高
交流需更理团队利益相关者理创造
该项目团队利益相关者间关系维护满足
项目边界需求
程产生利益相关者理计划中包含详细计划效
利益相关者理实现着项目进展利益相关者社区会员
需参水会改变利益相关者理规划迭代程
定期评审项目理
1321计划利益相关者理：输入
13211项目理计划
第4231描述利益相关者理计划发展信息
包括限：
？生命周期项目选择程应阶段
？描述执行工作实现项目目标
？描述力资源求会遇样角色责
报告关系事理解决结构化项目
？变更理计划文件变化监测控制
？利益相关者间沟通技术
13212利益相关者登记
第13131描述利益相关者提供适计划需信息
参项目利益相关者方法
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13213 Enterprise Environmental Factors
Described in Section 215 All enterprise environmental factors are used as inputs to this process because
the management of stakeholders should be adapted to the project environment Of these organizational culture
structure and political climate are of particular importance because they help in determining the best options to
support a better adaptive process for managing stakeholders
13214 Organizational Process Assets
Described in Section 214 All organizational process assets are used as inputs for the Plan Stakeholder
Management process Of these lessons learned database and historical information are of particular importance
because they provide insights on previous stakeholder management plans and their effectiveness These can be
used to plan the stakeholder management activities for the current project
1322 Plan Stakeholder Management Tools and Techniques
13221 Expert Judgment
Based on the project objectives the project manager should apply expert judgment to decide upon the level of
engagement required at each stage of the project from each stakeholder For example at the beginning of a project
it may be necessary for senior stakeholders to be highly engaged in order to clear away any obstacles to success
Once these have been successfully removed it may be sufficient for senior stakeholders to change their level of
engagement from leading to supportive and other stakeholders such as end users may become more important
In order to create the stakeholder management plan judgment and expertise should be sought from groups
or individuals with specialized training or subject matter expertise or insight into the relationships within the
organization such as
Senior management
Project team members
Other units or individuals within the organization
Identified key stakeholders
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13项目利益相关者理
13
13213企业环境素
第215描述企业环境素作程输入
利益相关者理适应工程环境中组织文化
结构政治气候特重助确定佳选择
利益相关者理更适应程支持
13214组织程资产
第214描述组织程资产作利益相关者输入计划
理程中验教训数库历史信息特重
提供前利益相关者理计划效性见解
利益相关者理前活动项目计划
1322计划利益相关者理：工具技术
13221专家判断
根项目目标项目理应该采专家判断决定水
订婚需项目阶段利益相关者例项目开始
高级利益相关者高度事清障碍成功必
旦已成功删足够高级利益相关者改变水
领导支持参利益相关者利益终端户会变更加重
创造利益相关者理计划判断专业知识应寻求组
专业培训题专业知识洞察力关系
组织：
？高级理
？项目团队成员
？单位者组织
？确定关键利益相关者
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts in business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organization (NGOs)
Expert judgment can be obtained through individual consultations (oneonone meetings interviews etc) or
through a panel format (focus groups surveys etc)
13222 Meetings
Meetings should be held with experts and the project team to define the required engagement levels of all
stakeholders This information can be used to prepare the stakeholder management plan
13223 Analytical Techniques
The current engagement level of all stakeholders needs to be compared to the planned engagement levels
required for successful project completion Stakeholder engagement throughout the life cycle of the project is
critical to project success
The engagement level of the stakeholders can be classified as follows
Unaware Unaware of project and potential impacts
Resistant Aware of project and potential impacts and resistant to change
Neutral Aware of project yet neither supportive nor resistant
Supportive Aware of project and potential impacts and supportive to change
Leading Aware of project and potential impacts and actively engaged in ensuring the project is
a success
The current engagement can be documented using Stakeholders Engagement Assessment Matrix as shown in
Figure 137 where C indicates the current engagement and D indicates the desired engagement The project team
needs to identify the desired engagement level for the current phase of the project based on available information
The example in Figure 137 shows that stakeholder 3 is at the desired engagement level while stakeholders
1 and 2 require further communications and additional actions to move them to the desired level of engagement
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13项目利益相关者理
？项目理谁区项目（直接通教训）
？题专家企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织（NGO）
专家判断通协商获（会议采访等）
通面板格式（焦点组调查等）
13222会议
会议应年召开专家项目团队定义需接触水
利益相关者信息制备利益相关者理计划
13223分析技术
利益相关者目前水计划参水
成功完成项目需利益相关者参整项目生命周期
项目成功关键
利益相关者参水分类：
？知道知道项目潜影响
？耐解项目潜影响抗拒改变
？中立解项目支持耐
？支持解项目潜影响支持改变
？领先解项目潜影响积极致力确保项目
成功
目前参记录利益相关者参评价矩阵图示
图137中C表示前订婚D指示需订婚项目团队
确定项目前阶段需参水根现资料
图137实例表明利益相关者3需参水利益相关者
12需进步沟通额外操作移动参需水
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1
Stakeholder 2
Stakeholder 3
C
C
D
D
D C
Figure 137 Stakeholders Engagement Assessment Matrix
Through this analytical process gaps between the current and desired engagement levels can be identified
Actions and communications required to close these gaps can be identified by the project team using expert
judgment
1323 Plan Stakeholder Management Outputs
13231 Stakeholder Management Plan
The stakeholder management plan is a component of the project management plan (Section 4231) and
identifies the management strategies required to effectively engage stakeholders The stakeholder management
plan can be formal or informal highly detailed or broadly framed based on the needs of the project
In addition to the data gathered in the stakeholder register the stakeholder management plan often provides
Desired and current engagement levels of key stakeholders
Scope and impact of change to stakeholders
Identified interrelationships and potential overlap between stakeholders
Stakeholder communication requirements for the current project phase
Information to be distributed to stakeholders including language format content and level of detail
Reason for the distribution of that information and the expected impact to stakeholder engagement
Time frame and frequency for the distribution of required information to stakeholders and
Method for updating and refining the stakeholder management plan as the project progresses and
develops
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13项目利益相关者理
13
利益相关者解抗中性支持领先
利益相关者1
利益相关者2
利益相关者3
C
C
D
D
D C
图137利益相关者参评价矩阵
通文分析程中电流需参水识间差距
行动需关闭差距通讯采专家确定项目团队
判断
1323计划利益相关者理：输出
13231利益相关者理计划
利益相关者理计划项目理计划部分（第4231）
确定需效参利益相关者理策略利益相关者理
计划正式非正式非常详细广泛框架基项目需
外聚集利益相关者注册数利益相关者理计划提供：
？需前关键利益相关者参水
？改变范围影响利益相关者
？利益相关者间相互关系确定潜重叠
？前项目阶段利益相关者沟通需求
？信息分布式利益相关者包括语言格式容详细程度
？信息分布利益相关者参预期影响原
？利益相关者需信息分布时间频率
？更新完善利益相关者理计划项目进展方法
发展
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers should be aware of the sensitive nature of the stakeholder management plan and take
appropriate precautions For example information on stakeholders who are resistant to the project can be potentially
damaging and due consideration should be given regarding the distribution of such information When updating
the stakeholder management plan the validity of underlying assumptions should be reviewed to ensure continued
accuracy and relevancy
13232 Project Documents Updates
Project documents that may be updated include but are not limited to
Project schedule and
Stakeholder register
133 Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet
their needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle The key benefit of this process is that it allows the project manager
to increase support and minimize resistance from stakeholders significantly increasing the chances to achieve
project success The inputs tools and techniques and outputs of this process are depicted in Figure 138 Figure
139 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Stakeholder management
plan
2 Communications
management plan
3 Change log
4 Organizational process
assets
1 Communication methods
2 Interpersonal skills
3 Management skills
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 138 Manage Stakeholder Engagement Inputs Tools & Techniques and Outputs
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13项目利益相关者理
项目理应该意识利益相关者理计划敏感性质采取
适预防措施例利益相关者抗药性项目信息潜
破坏性应考虑信息分布更新
利益相关者理计划基假设效性应确保
准确性相关性
13232项目文件更新
项目文件更新包括限：
？项目进度
？利益相关者登记
133理利益相关者参
理利益相关者参沟通工作利益相关者适应程
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动程关键处允许项目理
增加减少阻力利益相关者显着增加机会实现
项目成功输入工具技术程输出图138描绘图
1319描述程数流图
输入工具技术输出
1利益相关者理
计划
2通信
理计划
3更改日志
4组织程
资产
1种通信方式
2际关系技巧
3理技
1问题日志
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图138理利益相关者参：输入输出工具技术
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Project Stakeholder Management
132
Plan
Stakeholder
Management
Issue log
Change requests
Project
d ocuments
updates
Project
management
plan updates
Stakeholder
management
plan
Change log
Communications
management
plan
Organizational process
assets updates
Organizational
process
assets
45
Perform
Integrated
Change Control
101
Plan
Communications
Management
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
94
Manage
Project
Team
Enterprise
Organization
Project
Documents
133
Manage
Stakeholder
Engagement
103
Control
Communications
134
Control
Stakeholder
Engagement
Figure 139 Manage Stakeholder Engagement Data Flow Diagram
Manage Stakeholder Engagement involves activities such as
Engaging stakeholders at appropriate project stages to obtain or confirm their continued commitment to
the success of the project
Managing stakeholder expectations through negotiation and communication ensuring project goals are
achieved
Addressing potential concerns that have not yet become issues and anticipating future problems that
may be raised by stakeholders Such concerns need to be identified and discussed as soon as possible
to assess associated project risks and
Clarifying and resolving issues that have been identified
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13项目利益相关者理
13
项目利益相关者理
132
计划
利益相关者
理
？问题日志
？变更请求
？项目
单
更新
？项目
理
计划更新
？利益相关者
理
计划
？更改日志
？通信
理
计划
？组织程
资产更新
？组织
程
资产
45
执行
集成
变更控制
101
计划
通信
理
45
执行
集成
变更控制
42
开发项目
理
计划
94
理
项目
团队
企业
组织
项目
文件
133
理
利益相关者
订婚
103
控制
通信
134
控制
利益相关者
订婚
图13 9利益相关者参理数流图
利益相关者参涉理等活动：
？利益相关者参适项目阶段获确认继续致力
项目成功
？通协商沟通理利益相关方期保证项目目标
实现
？解决潜问题尚未成问题预测未问题
利益相关者样问题需加确定讨快
评估项目风险相关
？澄清解决已发现问题
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Managing stakeholder engagement helps to increase the probability of project success by ensuring that
stakeholders clearly understand the project goals objectives benefits and risks This enables them to be active
supporters of the project and to help guide activities and project decisions By anticipating people’s reactions to the
project proactive actions can be taken to win support or minimize negative impacts
The ability of stakeholders to influence the project is typically highest during the initial stages and
gets progressively lower as the project progresses The project manager is responsible for engaging and
managing the various stakeholders in a project and may call upon the project sponsor to assist as needed
Active management of stakeholder involvement decreases the risk of the project failing to meet its goals and
objectives
1331 Manage Stakeholder Engagement Inputs
13311 Stakeholder Management Plan
Described in Section 13231 The stakeholder management plan provides guidance on how the various
stakeholders can be best involved in the project The stakeholder management plan describes the methods and
technologies used for stakeholder communication
This plan is used to determine the level of interactions of various stakeholders and—together with other
documents—helps define a strategy for identifying and managing stakeholders throughout the project life cycle
13312 Communications Management Plan
Described in Section 10131 The communications management plan provides guidance and information on
managing stakeholder expectations The information used includes but is not limited to
Stakeholder communications requirements
Information to be communicated including language format content and level of detail
Reason for distribution of information
Person or groups who will receive information and
Escalation process
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13项目利益相关者理
理利益相关者参助确保提高项目成功概率
利益相关者清楚解项目目标目标风险处够积极
该项目支持者帮助指导活动项目决策通预测反应
项目积极行动赢支持量减少负面影响
利益相关者项目力通常高初始阶段
逐渐降低着项目进展项目理负责生产
理种利益相关者项目召唤项目发起协助需
利益相关者参动理降低项目风险未实现目标
目标
选择理利益相关者参：输入
13311利益相关者理计划
第13231描述利益相关者理计划提供指导
利益相关者参项目利益相关者理计划描述方法
相关通信技术
计划确定利益相关者间相互作水起
文件助确定识理者项目整生命周期策略
13312沟通理计划
第10131描述沟通理计划提供指导信息
理利益相关方期信息包括限：
？利益相关者通信求
？信息沟通包括语言格式容详细程度
？信息分发原
？团体谁收信息
？升级程
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13313 Change Log
Described in Section 4532 A change log is used to document changes that occur during a project These
changes—and their impact on the project in terms of time cost and risk—are communicated to the appropriate
stakeholders
13314 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Manage Stakeholder
Engagement process include but are not limited to
Organizational communication requirements
Issue management procedures
Change control procedures and
Historical information about previous projects
1332 Manage Stakeholder Engagement Tools and Techniques
13321 Communication Methods
Described in Section 10124 The methods of communication identified for each stakeholder in the
communications management plan are utilized during stakeholder engagement management Based on the
stakeholders’ communication requirements the project manager decides how when and which of these
communication methods are to be used in the project
13322 Interpersonal Skills
The project manager applies interpersonal skills to manage stakeholders’ expectations For example
Building trust
Resolving conflict
Active listening and
Overcoming resistance to change
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13313更改日志
第4532描述改变日志记录项目中发生变化
时间方面工程造价影响程度变化风险传递适
利益相关者
13314组织程资产
第214描述组织程资产会影响理者
参程包括限：
？组织沟通求
？问题理程序
？变更控制程序
？前项目历史信息
1332理利益相关者参：工具技术
13321通信方法
第10124描述沟通确定利益相关者方法
沟通理计划利益相关者参理程中应基
利益相关者通信求项目理决定
沟通方法项目
13322际技
项目理际关系理利益相关方期说呢
？建立信
？突解决
？积极倾听
？变革阻力克服
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13 PROJECT STAKEHOLDER MANAGEMENT
13323 Management Skills
The project manager applies management skills to coordinate and harmonize the group toward accomplishing
the project objectives For example
Facilitate consensus toward project objectives
Influence people to support the project
Negotiate agreements to satisfy the project needs and
Modify organizational behavior to accept the project outcomes
1333 Manage Stakeholder Engagement Outputs
13331 Issue Log
Managing stakeholder engagement may result in the development of an issue log This log is updated as new
issues are identified and current issues are resolved
13332 Change Requests
Managing stakeholder engagement may result in a change request to the product or the project It may also
include corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders as
appropriate
13333 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the stakeholder
management plan This plan is updated when new or changed stakeholders requirements are identified For
example some communications may no longer be necessary an ineffective communication method may be
replaced by another method or a new communication requirement may be identified It is also updated as a result
of addressing concerns and resolving issues For example it may be determined that a stakeholder has additional
informational needs
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13项目利益相关者理
13323理技
项目理理技协调组完成
项目目标说呢
？促进项目目标识
？影响支持项目
？通协议满足项目建设需
？修改组织行接受项目成果
1333理利益相关者参：输出
13331问题日志
理利益相关者参会导致问题日志发展更新新日志
问题确定前问题解决
13332变更请求
理利益相关者参会导致变化求产品项目
包括纠正预防措施项目身受影响利益相关者间相互作
适
13333项目理计划更新
项目理计划更新容包括限利益相关者
理计划计划更新时新变更利益相关者求确定
例通讯必效沟通方法
方法代新通信需求识正更新
解决问题解决问题例确定利益相关者更
信息需求
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13334 Project Documents Updates
Project documents that may be updated include but are not limited to the stakeholder register This is updated
as information on stakeholders change when new stakeholders are identified or if registered stakeholders are no
longer involved in or impacted by the project or other updates for specific stakeholders are required
13335 Organizational Process Assets Updates
The organizational process assets that may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 412)
Project presentations Information formally or informally provided by the project team to any or all
project stakeholders
Project records Project records include correspondence memos meeting minutes and other
documents describing the project
Feedback from stakeholders Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the root cause analysis of issues faced
reasoning behind the corrective action chosen and other types of lessons learned about stakeholder
management Lessons learned are documented and distributed and become part of the historical
database for both the project and the performing organization
134 Control Stakeholder Engagement
Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders The key benefit of this process is that it will maintain
or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its
environment changes The inputs tools and techniques and outputs of this process are depicted in Figure 1310
Figure 1311 depicts the data flow diagram of the process
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13项目利益相关者理
13
13334项目文件更新
项目文件更新包括限利益相关者登记新
利益相关者变化信息新利益相关者确定者果没注册利益相关者
参受影响项目特定利益相关者需更新
13335组织程资产更新
更新组织程资产包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第412）
？项目介绍正式非正式聚会提供项目团队信息
项目利益相关者
？项目记录项目记录包括信函备忘录会议记录
描述项目文件
？利益相关者反馈利益相关者项目操作获信息
分布修改改善项目未表现
？验教训文档文档包括根原分析面问题
选择纠正行动背推理类型验教训利益相关者
理验教训档分发成历史部分
项目执行组织数库
134控制利益相关者参
控制利益相关者参监测整项目利益相关者关系程
调整利益相关者参策略计划程关键处保持
提高效率效性利益相关者参活动项目发展
环境变化输入工具技术程输出描绘图1310
图1311描述程数流图
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13 PROJECT STAKEHOLDER MANAGEMENT
Inputs Tools & Techniques Outputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
1 Information management
systems
2 Expert judgment
3 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 1310 Control Stakeholder Engagement Inputs Tools & Techniques and Outputs
Project Stakeholder Management
133
Manage
Stakeholder
Engagement
Change
requests
Work performance
information
Organizational
process assets
updates
Issue log
Project management
plan updates
Project management
plan
Work
p erformance
data
Project
d ocuments
Project documents updates
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Enterprise
Organization
Project
Documents
134
Control
Stakeholder
Engagement
Figure 1311 Control Stakeholder Engagement Data Flow Diagram
Stakeholder engagement activities are included in the stakeholder management plan and are executed during
the life cycle of the project Stakeholder engagement should be continuously controlled
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13项目利益相关者理
输入工具技术输出
1项目理计划
2问题日志
3工作性数
4项目文件
1信息理
系统
2专家判断
3会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
表1310控制利益相关者参：输入输出工具技术
项目利益相关者理
133
理
利益相关者
订婚
？改变
请求
？工作绩效
问询处
？组织
程资产
更新
？问题日志
？项目理
计划更新
？项目理
计划
？工作
性
数
？项目
单
？项目文件更新
42
开发项目
理
计划
43
直接
理项目
工作
44
监控
控制项目
工作
45
执行
集成
变更控制
企业
组织
项目
文件
134
控制
利益相关者
订婚
图1311利益相关者参：控制数流图
利益相关者参活动包括利益相关者理计划执行程
该项目生命周期利益相关者参应连续控制
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13 PROJECT STAKEHOLDER MANAGEMENT
13
1341 Control Stakeholder Engagement Inputs
13411 Project Management Plan
Described in Section 4231 The project management plan is used to develop the stakeholder management
plan as described in Section 13131 The information used to Control Stakeholder Engagement includes but is
not limited to
The life cycle selected for the project and the processes that will be applied to each phase
How work will be executed to accomplish the project objectives
How human resources requirements will be met how roles and responsibilities reporting relationships
and staffing management will be addressed and structured for the project
A change management plan that documents how changes will be monitored and controlled and
Needs and techniques for communication among stakeholders
13412 Issue Log
Described in Section 13331 The issue log is updated as new issues are identified and current issues are
resolved
13413 Work Performance Data
Described in Section 4332 The work performance data are the primary observations and measurements
identified during activities being performed to carry out the project work Various measurements on project
activities and deliverables are collected during various controlling processes Data are often viewed as the
lowest level of abstraction from which information is derived by other processes
Examples of work performance data include reported percentage of work completed technical performance
measures start and finish dates of schedule activities number of change requests number of defects actual costs
actual durations etc
13414 Project Documents
Multiple project documents originating from initiation planning execution or control processes may be used as
supporting inputs for controlling stakeholder engagement These include but are not limited to
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13项目利益相关者理
13
1341利益相关者参：输入控制
13411项目理计划
第4231描述项目理计划开发利益相关者理
计划第13131描述控制信息包括利益相关者参
限：
？项目选择程应阶段生命周期
？工作执行实现项目目标
？力资源求满足样角色责报告关系
事理解决结构化项目
？变更理计划文件变化监测控制
？利益相关者间沟通需求技术
13412问题日志
第13331描述问题日志更新新问题确定现问题
解决
13413工作性数
第4332部分描述工作性数观察测量
进行活动项目开展工作鉴定项目测量
活动交付程中种控制程中收集数视
低级抽象信息进程推导
工作性数例子包括报告工作完成百分技术性
措施开始结束日期计划活动变更请求数缺陷数实际成
实际期限
13414项目文件
项目文件启动计划执行控制程作
支持利益相关者参输入控制措施包括限：
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13 PROJECT STAKEHOLDER MANAGEMENT
Project schedule
Stakeholder register
Issue log
Change log and
Project communications
1342 Control Stakeholder Engagement Tools and Techniques
13421 Information Management Systems
An information management system provides a standard tool for the project manager to capture store
and distribute information to stakeholders about the project cost schedule progress and performance It also
allows the project manager to consolidate reports from several systems and facilitate report distribution to
the project stakeholders Examples of distribution formats may include table reporting spreadsheet analysis
and presentations Graphical capabilities can be used to create visual representations of project performance
information
13422 Expert Judgment
To ensure comprehensive identification and listing of new stakeholders reassessment of current stakeholders
can be performed Input should be sought from groups or individuals with specialized training or subject matter
expertise such as
Senior management
Other units or individuals within the organization
Identified key stakeholders
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts in the business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organizations
Expert judgment can be obtained through individual consultations (such as oneonone meetings or interviews)
or through a panel format (such as focus groups or surveys)
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13项目利益相关者理
？项目进度
？利益相关者登记
？问题日志
？更改日志
？项目沟通
1342控制利益相关者参：工具技术
13421信息理系统
信息理系统项目理提供标准工具捕捉存储
分类信息项目成进度绩效利益相关者
允许项目理汇总报告报告系统方便分布
项目利益相关者分布格式例子包括报表数分析
介绍图形功创建项目绩效视觉表现
信息
13422专家判断
确保新利益相关者综合识市目前利益相关者重新评估
执行输入应寻求组专业培训题
专业知识：
？高级理
？单位者组织
？确定关键利益相关者
？项目理谁区项目（直接通教训）
？题专家企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织
专家判断通协商获体（会议面谈）
通面板格式（焦点组调查）
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13423 Meetings
Status review meetings are used to exchange and analyze information about stakeholder engagement
1343 Control Stakeholder Engagement Outputs
13431 Work Performance Information
The work performance information is the performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Thus work performance data have been
transformed into work performance information Data per se are not used in the decisionmaking process because
the meaning may be misinterpreted Information however is correlated and contextualized and provides a sound
foundation for project decisions
Work performance information is circulated through communication processes Examples of performance
information are status of deliverables implementation status for change requests and forecasted estimates to
complete
13432 Change Requests
Analysis of project performance and interactions with stakeholders often generates change requests These
change requests are processed through the Perform Integrated Change Control process (Section 45) as follows
Recommended corrective actions include changes that bring the expected future performance of the
project in line with the project management plan and
Recommended preventive actions can reduce the probability of incurring future negative project
performance
13433 Project Management Plan Updates
As stakeholders engage with the project the overall effectiveness of the stakeholder management strategy
can be evaluated As needed changes in approach or strategy are identified affected sections of the project
management plan may need to be updated to reflect these changes Elements of the project management plan that
may be updated include but are not limited to the
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13项目利益相关者理
13
13423会议
情况总结会议交换分析利益相关者参信息
1343利益相关者参：输出控制
13431工作绩效信息
工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合工作性数已
转化工作绩效信息数身决策程中
含义误解信息然相关情境中提供良
项目决策基础
工作绩效信息通通信程表现例子
信息状态交付成果变更请求执行情况预测估计
完整
13432变更请求
项目利益相关者性作分析产生变更请求
变更请求通执行整体变更控制程处理（45部分）：
？推荐纠正措施包括改变带未预期性
项目理计划项目
？推荐预防措施减少发生负项目未性
性
13433项目理计划更新
利益相关者参项目利益相关者理策略整体效性
评价方法策略需确定变化受项目影响部分
理计划需更新反映变化项目理计划元素
更新包括限：
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13 PROJECT STAKEHOLDER MANAGEMENT
Change management plan
Communications management plan
Cost management plan
Human resource management plan
Procurement management plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan and
Stakeholder management plan
13434 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register This is updated as information on stakeholders change when new stakeholders
are identified or if registered stakeholders are no longer involved in or impacted by the project or other
updates for specific stakeholders are required
Issue log This is updated as new issues are identified and current issues are resolved
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13项目利益相关者理
？变更理计划
？沟通理计划
？成理计划
？力资源理计划
？采购理计划
？质量理计划
？需求理计划
？风险理计划
？进度理计划
？范围理计划
？利益相关者理计划
13434项目文件更新
项目文件更新包括限：
？利益相关者登记利益相关者变化信息更新新利益相关者
确定果注册者参受影响项目
特定利益需更新
？问题日志新问题确定前问题解决更新
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13435 Organizational Process Assets Updates
The organizational process assets which may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 412)
Project presentations Information formally or informally provided by the project team to any or all
project stakeholders
Project records Project records include correspondence memos meeting minutes and other documents
describing the project
Feedback from stakeholders Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the root cause analysis of issues faced
reasoning behind the corrective action chosen and other types of lessons learned about stakeholder
management Lessons learned are documented and distributed so that they become part of the historical
database for both the project and the performing organization
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13项目利益相关者理
13
13435组织程资产更新
组织程资产更新包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第412）
？项目介绍正式非正式聚会提供项目团队信息
项目利益相关者
？项目记录项目记录包括信函备忘录会议记录文件
项目描述
？利益相关者反馈利益相关者项目操作获信息
分布修改改善项目未表现
？验教训文档文档包括根原分析面问题
选择纠正行动背推理类型验教训利益相关者
理验教训记录分布成历史部分
项目执行组织数库
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
ANNEX A1
THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A project is a temporary endeavor undertaken to create a unique product service or result The temporary
nature of projects indicates a definite beginning and end The end is reached when the project’s objectives have
been achieved or when the project is terminated because its objectives will not or cannot be met or when the need
for the project no longer exists
Project management is the application of knowledge skills tools and techniques to project activities to meet
project requirements Project management is accomplished through the appropriate application and integration of
logically grouped project management processes
Managing a project typically includes
Identifying requirements
Addressing the various needs concerns and expectations of the stakeholders as the project is planned
and carried out
Setting and maintaining active communication with stakeholders and
Balancing the competing project constraints which include but are not limited to
○○ Scope
○○ Quality
○○ Schedule
○○ Budget
○○ Resources and
○○ Risks
The specific project circumstances will influence the constraints on which the project manager needs to focus
and require effective application and management of appropriate project management processes
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附录A1 项目项目理标准
附录A1
项目项目理标准
方案创造独特产品服务成果种时性工作时
项目性质表明明确开始结束结束时达项目目标
取项目时目标会达终止需时候
该项目存
项目理知识技工具应程序满足技术项目活动
项目求项目理通适应集成实现
逻辑分组项目理程
理项目通常包括：
？确定需求
？寻址种需求关注利益相关者期项目计划
进行
？设置利益相关者积极沟通维护
？衡竞争项目限制中包括限：
○○范围
○○质量
○○时间表
○○预算
○○资源
○○风险
项目具体情况影响制约项目理需关注
需适项目理效应理程
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A11 What is a Standard
The International Organization for Standardization (ISO) and others define a standard as a Document approved
by a recognized body that provides for common and repeated use rules guidelines or characteristics for products
processes or services with which compliance are not mandatory (ISO 9453) [11]
In October 1998 PMI was accredited as a standards developer by the American National Standards Institute
(ANSI) The processes outlined in this Annex which are described in the PMBOK Guide – Fifth Edition provide the
standard for project management of a project
A12 Framework for this Standard
This standard describes the nature of project management processes in terms of the integration between the
processes their interactions and the purposes they serve For this standard it is assumed that the project the
project manager and the project team are assigned to the performing organization Project management processes
are grouped into five categories known as Project Management Process Groups (or Process Groups)
Initiating Process Group Those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase
Planning Process Group Those processes required to establish the scope of the project refine the
objectives and define the course of action required to attain the objectives that the project was undertaken
to achieve
Executing Process Group Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
Monitoring and Controlling Process Group Those processes required to track review and regulate the
progress and performance of the project identify any areas in which changes to the plan are required
and initiate the corresponding changes
C losing Process Group Those processes performed to finalize all activities across all Process Groups to
formally close the project or phase
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附录A1 项目项目理标准
标准什？
国际标准化组织（ISO）标准定义文件批准
公认机构提供供通重复规导特性产品
程服务遵守强制性（ISO 9453）[ 11 ]
1998十月PMI认证美国国家标准协会标准制定者
（ANSI）附录中列出程项目理知识体系描述？–指南第五版
项目项目理标准
12标准框架
标准中描述条款间集成项目理程性质
程间相互作途标准假定工程
项目理项目团队成员分配执行组织项目理程
分五类称项目理程组（组）：
？启动程组程进行定义新项目新阶段
现项目获启动项目阶段授权
？规划程组程需建立项目范围完善
目标确定需达项目目标行动程
实现
？执行程组程进行完整项目中定义工作
理计划满足项目规格
？监控程组程需轨道评调节
项目进度性识领域中计划需改变
启动相应变化
？C失程组程完成程组活动
正式结束项目阶段
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Project Management Process Groups are linked by the outputs they produce The Process Groups are seldom
either discrete or onetime events they are overlapping activities that occur throughout the project The output of
one process generally becomes an input to another process or is a deliverable of the project subproject or project
phase Deliverables at the subproject or project level may be called incremental deliverables The Planning Process
Group provides the Executing Process Group with the project management plan and project documents and as
the project progresses it often creates updates to the project management plan and the project documents Figure
A11 illustrates how the Process Groups interact and shows the level of overlap at various times If the project is
divided into phases the Process Groups interact within each phase
Planning
Process
Group
Initiating
Process
Group
Executing
Process
Group
Monitoring
and Controlling
Process Group
Closing
Process
Group
Start Finish
TIME
Level of
Process
Interaction
Figure A11 Process Group Interactions in a Project
An example of this interaction would be the exit of a design phase which requires sponsor acceptance of the
design document Once it is available the design document provides the product description for the Planning and
Executing Process Groups in one or more subsequent phases When a project is divided into phases the Process
Groups are carried out as appropriate to effectively drive the project to completion in a controlled manner In
multiphase projects processes are repeated within each phase until the criteria for phase completion have been
satisfied
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附录A1 项目项目理标准
项目理程组产生输出连接程组极少
离散次性事件重叠活动发生整项目输出
程通常程输入项目交付成果项目项目
相项目项目水称增量交付成果规划程
组执行程组项目理计划项目文件作
项目进展常常创造更新项目理计划项目文件图
11说明程组互动显示重叠时期水果项目
分阶段阶段互动程组
规划
程
集团
启动
程
集团
执行
程
集团
监测
控制
程组
关闭
程
集团
启动完成
时间
水
程
相互作
图11项目程组相互作
种相互作例子设计阶段退出需赞助商验收
设计文件设计文件提供规划产品描述
续阶段执行程组项目划分阶段程
组进行适效推动项目完成受控方式
相项目阶段程重复直阶段完成标准已
满意
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420？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A13 Project Management Process Groups
The following sections identify and describe the five Project Management Process Groups required for any
project These five Process Groups have clear dependencies and are typically performed in each project and
highly interact with one another These five Process Groups are independent of application areas or industry focus
Individual Process Groups and individual processes are often iterated prior to completing the project and can have
interactions within a Process Group and among Process Groups The nature of these interactions varies from project
to project and may or may not be performed in a particular order
The process flow diagram Figure A12 provides an overall summary of the basic flow and interactions among
Process Groups and specific stakeholders The project management processes are linked by inputs and outputs
where the result or outcome of one process becomes the input to another process but not necessarily in the same
Process Group The Process Groups are not project phases In fact it is possible that all Process Groups could
be conducted within a phase As projects are separated into distinct phases or subcomponents such as concept
development feasibility study design prototype build or test etc all of the Process Groups would normally be
repeated for each phase or subcomponent along the lines explained above and illustrated in Figure A12
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附录A1 项目项目理标准
A13项目理程组
面部分识描述五项目理程组需
项目五程组明确赖关系通常项目执行
高度互动五程组独立应领域行业重点
程组程迭代项目完成前
程组间相互作程组相互作性质项目
项目会会特定序执行
工艺流程图图AI2提供基流程相互作全面总结中
程组特定利益相关者项目理程输入输出连接
程结果成果变成程输入定相
程组程组项目阶段事实程组
阶段进行作项目分成阶段子组件概念
开发行性研究设计原型建立测试等等程组通常会
阶段子组件线面说明图A12说明重复
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Initiating
Process
Group
Monitoring
and
Controlling
Process
Group
Planning
Process
Group
Executing
Process
Group
Closing
Process
Group
Project Initiator
or Sponsor
Enterprise
Organization
Customer
Sellers
Project
management
plan
Makeorbuy
decisions
Source selection
criteria
Deliverables
Change requests
Work performance information
Selected sellers
Accepted deliverables
Procurement documentation
NOTE The darker dotted lines represent relationships between Process Groups the lighter dotted lines are external to the Process Groups
Seller
proposals
Procurement
contract award
Requirements
Teaming
agreements
Organizational
process assets
Enterprise
environmental
factors
Stakeholder
register
Stakeholder
management
strategy
Project
charter
Procurement
documents
Project statement of work
Business case
Agreements
Resource
calendars
Final product
service or result
Approved change
requests
Quality control
measurements
Performance reports
Project
Documents
Figure A12 Project Management Process Interactions
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附录A1 项目项目理标准
启动
程
集团
监测
控制
程
集团
规划
程
集团
执行
程
集团
关闭
程
集团
项目发起
赞助
企业
组织
客户
卖家
？项目
理
计划
？制造购买
决定
？源选择
标准
？交付成果
？变更请求
？工作绩效信息
？选定卖家
？接受交付
？采购文件
注：黑暗虚线表示程组间关系较轻虚线程组外
？卖方
建议
？采购
授予合
？求
？团队合作
协议
？组织
程资产
？企业
环境
素
？利益相关者
寄存器
？利益相关者
理
策略
？项目
宪章
？采购
文件
？工作项目表
？商业案例
？协议
？资源
日历
？终产品
服务结果
？批准变更
请求
？质量控制
测量
？绩效报告
项目
文件
图A12项目理程相互作
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Table A11 reflects the mapping of the 47 project management processes into the 5 Project Management
Process Groups and the 10 Project Management Knowledge Areas
The project management processes are shown in the Process Group in which most of the activity takes place
For example when a process that normally takes place in the Planning Process Group is updated in the Executing
Process Group it is not considered a new process The iterative nature of project management means that processes
from any group may be used throughout the project life cycle For example executing a risk response may trigger
the Perform Quantitative Risk Analysis process to evaluate the impact
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Table A11 Project Management Process Group and Knowledge Area Mapping
4 Project
Integration
Management
5 Project Scope
Management
6 Project Time
Management
7 Project Cost
Management
8 Project
Quality
Management
9 Project
Human Resource
Management
10 Project
Communications
Management
11 Project Risk
Management
12 Project
Procurement
Management
13 Project
Stakeholder
Management
Project Management Process Groups
Knowledge Areas Initiating
Process
Group
Closing
Process
Group
Monitoring
Process Group
Executing
Process
Group
Planning
Process
Group
41 Develop
Project Charter
131 Identify
Stakeholders
42 Develop Project
Management Plan
51 Plan Scope
Management
52 Collect
Requirements
53 Define Scope
54 Create WBS
61 Plan Schedule
Management
62 Define
Activities
63 Sequence
Activities
64 Estimate
Activity Resources
65 Estimate
Activity Durations
66 Develop
Schedule
71 Plan Cost
Management
72 Estimate Costs
73 Determine
Budget
81 Plan Quality
Management
91 Plan Human
Resource
Management
101 Plan
Communications
Management
111 Plan Risk
Management
112 Identify Risks
113 Perform
Qualitative Risk
Analysis
114 Perform
Quantitative Risk
Analysis
115 Plan Risk
Responses
121 Plan
Procurement
Management
132 Plan
Stakeholder
Management
43 Direct and
Manage Project
Work
82 Perform Quality
Assurance
92 Acquire Project
Team
93 Develop Project
Team
94 Manage Project
Team
102 Manage
Communications
122 Conduct
Procurements
133 Manage
Stakeholder
Engagement
44 Monitor and
Control Project
Work
45 Perform
Integrated Change
Control
55 Validate Scope
56 Control Scope
67 Control
Schedule
74 Control Costs
83 Control Quality
103 Control
Communications
116 Control Risks
123 Control
Procurements
134 Control
Stakeholder
Engagement
46 Close Project
or Phase
124 Close
Procurements
and Controlling
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附录A1 项目项目理标准
表11反映47项目理程映射5项目理
程组项目理10知识领域
项目理程中程组显示部分活动发生
例程通常发生规划程组执行更新
程组非新工艺项目理意味着程迭代性质
组整项目生命周期例执行风险应触发
进行定量风险分析程影响进行评估
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附录A1 项目项目理标准
表11项目理程组知识领域映射
4项目
整合
理
5项目范围
理
6项目时间
理
7项目成
理
8项目
质量
理
9项目
力资源
理
10项目
通信
理
11项目风险
理
12项目
采购
理
13项目
利益相关者
理
项目理程组
知识方开始
程
集团
关闭
程
集团
监测
程组
执行
程
集团
规划
程
集团
41发展
项目章程
131确定
利益相关者
42制定项目
理计划
51计划范围
理
52集
求
53范围定义
54创建WBS
61计划
理
62定义
活动
63序列
活动
64估计
活动资源
65估计
活动持续时间
66发展
铁列车时刻表
71计划成
理
72估计成
73确定
预算
81计划质量
理
91计划
资源
理
101计划
通信
理
111计划风险
理
112识风险
113执行
定性风险
分析
114执行
定量风险
分析
115计划风险
反应
121计划
采购
理
132计划
利益相关者
理
43直接
理项目
工作
82执行质量
保证
92获项目
团队
93制定项目
团队
94理项目
团队
102理
通信
122种行
采购
133理
利益相关者
订婚
44监控
控制项目
工作
45执行
集成变化
控制
55验证范围
56控制范围
67控制
铁列车时刻表
74控制成
83质量控制
103控制
通信
116控制风险
123控制
采购
134控制
利益相关者
订婚
46关闭项目
阶段
124关闭
采购
控制
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A14 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or phase Within the Initiating processes the
initial scope is defined and initial financial resources are committed Internal and external stakeholders who will
interact and influence the overall outcome of the project are identified If not already assigned the project manager
will be selected This information is captured in the project charter and stakeholder register When the project
charter is approved the project becomes officially authorized Although the project management team may help
to write the project charter this standard assumes that business case assessment approval and funding are
handled external to the project boundaries (Figure A13) A project boundary is defined as the point in time that
a project or project phase is authorized to its completion The key purpose of this Process Group is to align the
stakeholders’ expectations with the project’s purpose give them visibility about the scope and objectives and show
how their participation in the project and it associated phases can ensure that their expectations are achieved
These processes help to set the vision of the project—what is needed to be accomplished
Large complex projects should be divided into separate phases In such projects the Initiating processes
are carried out during subsequent phases to validate the decisions made during the original Develop Project
Charter and Identify Stakeholders processes Performing the Initiating processes at the start of each phase
helps to keep the project focused on the business need that the project was undertaken to address The
success criteria are verified and the influence drivers and objectives of the project stakeholders are reviewed
A decision is then made as to whether the project should be continued delayed or discontinued
Involving the sponsors customers and other stakeholders during initiation creates a shared understanding of
success criteria reduces the overhead of involvement and generally improves deliverable acceptance customer
and other stakeholder satisfaction
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424？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
附录A1 项目项目理标准
A14启动程组
启动程组包括程进行定义新项目新阶段
通获授权开始项目阶段现项目启动程中
初始范围定义初始金融资源承诺部外部利益相关者
相互作影响项目总体结果确定果没指定项目理
选定信息捕获项目章程利益相关者登记项目
宪章批准该项目成正式授权然项目理团队帮助
编写项目章程标准假定业务案例评估验收资金
项目外处理（图A1）项目边界定义时间点
项目项目阶段授权完成程组目
利益相关方期项目目予目标范围知名度显示
项目中参相关阶段确保期实现
程助建立公司项目需完成什
型复杂项目应分阶段项目中启动程
阶段进行验证初决定开发项目
宪章识风险程阶段开始执行启动程
助保持项目集中该项目目满足业务需
成功标准进行验证影响司机项目利益相关者目标进行审查
然决定项目否应该继续延迟停止
涉发起客户利益相关者开始创建理解
成功标准减少参开销改善交付验收客户
利益相关者满意度
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Project
Boundaries
Project
Deliverables
Project
Records
End
Users
Process
Assets
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Executing
Processes
Project
Inputs
Project
Initiator
Sponsor
Figure A13 Project Boundaries
Initiating processes may be performed at the organizational program or portfolio level and would then
be outside of the project’s level of control For example prior to commencing a project the need for highlevel
requirements may be documented as part of a larger organizational initiative A process of evaluating
alternatives may be utilized to determine the feasibility of the new undertaking Clear descriptions of the project
objectives may be developed including the reasons why a specific project is the best alternative to satisfy
the requirements The documentation for this decision may also contain the initial project scope statement
deliverables project duration and a forecast of the resources for the organization’s investment analysis As part
of the Initiating processes the project manager is given the authority to apply organizational resources to the
subsequent project activities
The dashed circular arrow indicates that the process is part of the
Project Integration Management Knowledge Area This Knowledge
Area coordinates and unifies the processes from the other
Knowledge Areas
Project Integration
Management
Project Stakeholder
Management
41
Develop Project
Charter
131
Identify
Stakeholders
Figure A14 Initiating Process Group
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附录A1 项目项目理标准
项目
边界
项目
交付成果
项目
记录
终点
户
程
资产
监测
控制程
规划
程
启动
程
关闭
程
执行
程
项目
输入
项目
引发剂
赞助商
图A1项目边界
启动程组织计划执行组合水然
控制项目范围外例开始项目前需高水
求记录更组织计划部分程评估
选择确定新事业行性清楚项目描述
目标开发包括什特定项目代满足佳原
求决定文件包含项目初步范围说明书
交付成果项目持续时间预测组织投资分析资源部分
启动程项目理权组织资源
项目活动
虚线圆形箭头表明程部分
项目理知识领域方面知识
面积坐标结合程
知识领域
项目集成
理
项目利益相关者
理
41
开发项目
宪章
131
识
利益相关者
图a14启动程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A141 Develop Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project activities
The key benefit of this process is a welldefined project start and project boundaries creation of a formal record of
the project and a direct way for senior management to formally accept and commit to the project The inputs and
outputs for this process are shown in Figure A15
Inputs Outputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process
assets
1 Project charter
Figure A15 Develop Project Charter Inputs and Outputs
A142 Identify Stakeholders
Identify Stakeholders is the process of identifying the people groups or organizations that could impact or be
impacted by a decision activity or outcome of the project and analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success The
key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder
or group of stakeholders The inputs and outputs of this process are depicted in Figure A16
Inputs Outputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder register
Figure A16 Identify Stakeholders Inputs and Outputs
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附录A1 项目项目理标准
a141制定项目章程
制定项目章程发展文件正式授权程中存
项目提供权申请组织资源项目项目理
程关键利益明确项目启动项目边界正式记录创造
项目直接方式高级理层正式接受承诺项目输入
程输出图15示
输入输出
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程
资产
1项目章程
图15制定项目章程：输入输出
a142确定利益相关者
确定利益相关者识程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
该程处允许项目理确定利益相关者适焦点
组利益相关者输入程输出图A16描绘
输入输出
1项目章程
2采购文件
3企业环境
素
4组织程
资产
1利益相关者注册
图A16确定利益相关者：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A15 Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the
effort define and refine the objectives and develop the course of action required to attain those objectives
The Planning processes develop the project management plan and the project documents that will be used to
carry out the project The complex nature of project management may require the use of repeated feedback
loops for additional analysis As more project information or characteristics are gathered and understood
additional planning will likely be required Significant changes occurring throughout the project life cycle
trigger a need to revisit one or more of the planning processes and possibly some of the initiating processes
This progressive detailing of the project management plan is called progressive elaboration indicating that
planning and documentation are iterative and ongoing activities The key benefit of this Process Group is to
delineate the strategy and tactics as well as the course of action or a path to successfully complete the project
or phase When the Planning Process Group is well managed it is much easier to get stakeholder buyin and
engagement These processes describe how this will be done resulting in the desired objectives
The project management plan and project documents developed as outputs from the Planning Process Group
will explore all aspects of the scope time costs quality communications human resources risks procurements
and stakeholder management
Updates arising from approved changes during the project (generally during Monitoring and Controlling
processes and specifically during Direct and Manage Project Work process) may significantly impact parts of the
project management plan and the project documents Updates to these documents provide greater precision with
respect to schedule costs and resource requirements to meet the defined project scope
The project team seeks input and encourages involvement from all stakeholders when planning the project
and developing the project management plan and project documents Since the feedback and refinement process
cannot continue indefinitely procedures set by the organization dictate when the initial planning effort ends These
procedures will be affected by the nature of the project the established project boundaries appropriate monitoring
and controlling activities as well as the environment in which the project will be performed
Other interactions among the processes within the Planning Process Group are dependent upon the nature of
the project For example for some projects there will be little or no identifiable risks until after significant planning
has been done At that time the team might recognize that the cost and schedule targets are overly aggressive
thus involving considerably more risk than previously understood The results of the iterations are documented as
updates to the project management plan or to various project documents
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附录A1 项目项目理标准
规划程组A15
规划程组包括程建立总范围
努力定义细化目标发展需达目标行动程
规划程制定项目理计划项目文件
开展项目项目理复杂性需重复反馈
额外分析回路着越越项目信息收集解特性
额外计划会需重变化发生整项目生命周期
触发需重新考虑规划程启动程
种渐进详细项目理计划称渐进性阐述说明
规划文件迭代正进行活动程组处
划定战略策略行动路线路径成功完成项目
阶段规划程组良理更容易获利益相关者购买
订婚程描述完成导致需目标
项目理计划项目开发文件规划程组输出
探讨范围方面时间成质量力资源沟通风险采购
利益相关者理
批准变更项目更新（般监测控制
程具体指导理项目工作程）会显着影响部分
项目理计划项目文件文件更新提供更高精度
进度成资源求满足确定项目范围
项目团队寻求输入鼓励利益相关者规划项目参
发展项目理计划项目文件反馈细化程
限期持续程序集组织决定初始规划努力
程序项目性质影响建立项目边界适监测
控制活动环境项目执行
程间相互作规划程组赖性
项目例项目少没识风险规划意义
已做时球队会认识成进度目标乐观
前理解更风险迭代结果记录
项目理计划项目文件更新
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
The Planning Process Group (Figure A17) includes the project management processes identified in Figures
A18 through A131 (see Sections A151 through A1524)
Project Cost
Management
73
Determine
Budget
72
Estimate
Costs
The dashed circular arrow indicates that the process is part of the Project
Integration Management Knowledge Area This Knowledge Area coordinates
and unifies the processes from the other Knowledge Areas
Project Integration
Management
42
Develop
Project
Management
Plan
Project Scope
Management
54
Create WBS
53
Define
Scope
Project Quality
Management
81
Plan Quality
Management Project Procurement
Management
121
Plan
Procurement
Management
Project Communications
Management
101
Plan
Communications
Management
Project Human
Resource Management
91
Develop Human
Resource
Management
Project Stakeholder
Management
132
Plan
Stakeholder
Management
Project Time
Management
52
Collect
Requirements
51
Plan Scope
Management
62
Define
Activities
61
Plan Schedule
Management
63
Sequence
Activities
64
Estimate Activity
Resources
65
Estimate Activity
Durations
66
Develop
Schedule
Project Risk
Management
112
Identify
Risks
111
Plan Risk
Management
113
Perform
Qualitative
Risk Analysis
115
Plan Risk
Responses
114
Perform
Quantitative
Risk Analysis
71
Plan Cost
Management
Figure A17 Planning Process Group
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附录A1 项目项目理标准
规划程组（图a17）包括项目理程中确定数
a18通a131（通a1524见第a151）
项目成
理
73
确定
预算
72
估计
成
虚线圆形箭头表明程部分项目
集成理知识领域方面知识面积坐标
结合知识领域程
项目集成
理
42
发展
项目
理
计划
项目范围
理
54
创建WBS
53
定义
范围
工程质量
理
81
规划质量
理项目采购
理
121
计划
采购
理
项目沟通
理
101
计划
通信
理
项目力
资源理
91
发展
资源
理
项目利益相关者
理
132
计划
利益相关者
理
项目时间
理
52
收集
求
51
规划范围
理
62
定义
活动
61
计划
理
63
序列
活动
64
估算活动
资源
65
估算活动
持续时间
66
发展
铁列车时刻表
项目风险
理
112
识
风险
111
计划风险
理
113
执行
定性
风险分析
115
计划风险
反应
114
执行
定量
风险分析
71
计划成
理
图a17规划程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A151 Develop Project Management Plan
Develop Project Management Plan is the process of defining preparing and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan The key benefit of this process is a central document
that defines the basis of all project work The inputs and outputs for this process are depicted in Figure A18
Inputs Outputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process
assets
1 Project management plan
Figure A18 Develop Project Management Plan Inputs and Outputs
A152 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project
scope will be defined validated and controlled The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project The inputs and outputs of this process are depicted
in Figure A19
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Scope management plan
2 Requirements
management plan
Figure A19 Plan Scope Management Inputs and Outputs
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A153 Collect Requirements
Collect Requirements is the process of determining documenting and managing stakeholder needs and
requirements to meet project objectives The key benefit of this process is that it provides the basis for defining
and managing the project scope including product scope The inputs and outputs of this process are depicted in
Figure A110
Inputs Outputs
1 Scope management plan
2 Requirements
management plan
3 Stakeholder management
plan
4 Project charter
5 Stakeholder register
1 Requirements
documentation
2 Requirements traceability
matrix
Figure A110 Collect Requirements Inputs and Outputs
A154 Define Scope
Define Scope is the process of developing a detailed description of the project and product The key benefit of
this process is that it describes the project service or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope The inputs and outputs of this process are
depicted in Figure A111
Inputs Outputs
1 Scope management plan
2 Project charter
3 Requirements
documentation
4 Organizational process
assets
1 Project scope statement
2 Project documents
updates
Figure A111 Define Scope Inputs and Outputs
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附录A1 项目项目理标准
a151制定项目理计划
制定项目理计划确定制备工艺协调子计划
整合成综合项目理计划程关键利益中央文件
定义项目工作基础程输入输出图a18描绘
输入输出
1项目章程
2输出
程
3企业环境
素
4组织程
资产
1项目理计划
图a18制定项目理计划输入输出
a152计划理范围
计划理范围程范围理计划项目
范围定义验证控制程关键优势提供指导
方范围整项目理输入输出程描述
图a19
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1范围理计划
2求
理计划
图a19计划理范围：输入输出
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附录A1 项目项目理标准
a153收集求
收集需求确定程记录理干系需
满足项目目标求程关键优势确定提供
理项目范围包括产品范围输入输出程描述
图a110
输入输出
1范围理计划
2求
理计划
3利益相关者理
计划
4项目章程
5利益相关者注册
1求
文档
2求追溯性
矩阵
图a110收集求：输入输出
a154定义范围
定义范围开发项目详细说明产品程关键处
程描述项目服务结果边界定义求
收集纳入排项目范围输入程输出
图a111描绘
输入输出
1范围理计划
2项目章程
3求
文档
4组织程
资产
1项目范围说明书
2项目文件
更新
图a111定义范围：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A155 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller more manageable
components The key benefit of this process is that it provides a structured vision of what has to be delivered The
inputs and outputs of this process are depicted in Figure A112
Inputs Outputs
1 Scope management plan
2 Project scope statement
3 Requirements
documentation
4 Enterprise environmental
factors
5 Organizational process
assets
1 Scope baseline
2 Project documents
updates
Figure A112 Create WBS Inputs and Outputs
A156 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule The key benefit of this process is
that it provides guidance and direction on how the project schedule will be managed throughout the project The
inputs and outputs of this process are depicted in Figure A113
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Schedule management
plan
Figure A113 Plan Schedule Management Inputs and Outputs
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附录A1 项目项目理标准
a155创建WBS
创建工作分解结构项目交付成果项目工作细分成更更易理
组件程关键优势提供结构化视觉交付
输入程输出a112描绘图
输入输出
1范围理计划
2项目范围说明书
3求
文档
4企业环境
素
5组织程
资产
1范围基准
2项目文件
更新
图a112创建工作分解结构：输入输出
a156计划理
计划理制定政策程序文件
规划开发理执行控制项目进度程关键利益
提供指导方项目进度整项目理
程输出输入图A113描绘
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1进度理
计划
图A113计划理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A157 Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables The key benefit of this process is to break down work packages into activities that provide
a basis for estimating scheduling executing monitoring and controlling the project work The inputs and outputs
of this process are depicted in Figure A114
Inputs Outputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
1 Activity list
2 Activity attributes
3 Milestone list
Figure A114 Define Activities Inputs and Outputs
A158 Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities The
key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all
project constraints The inputs and outputs of this process are depicted in Figure A115
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
1 Project schedule network
diagrams
2 Project documents
updates
Figure A115 Sequence Activities Inputs and Outputs
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附录A1 项目项目理标准
a157定义活动
定义活动识记录产生具体行动程
项目交付成果程关键处破工作包活动提供
根估计计划执行监控控制项目工作输入输出
程图a114描绘
输入输出
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
1活动列表
2活性属性
3里程碑清单
图a114活动定义：输入输出
a158序列活动
序列活动识记录计划活动间逻辑关系程
该程处定义工作逻辑序获效率出
项目约束输入程输出a115描绘图
输入输出
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
1工程进度计划网络
图
2项目文件
更新
图a115活动：输入输出序列
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A159 Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material human resources
equipment or supplies required to perform each activity The key benefit of this process is that it identifies the type
quantity and characteristics of resources required to complete the activity which allows more accurate cost and
duration estimates The inputs and outputs of this process are depicted in Figure A116
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
Figure A116 Estimate Activity Resources Inputs and Outputs
A1510 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete
individual activities with estimated resources The key benefit of this process is that it provides the amount of
time each activity will take to complete which is a major input into the Develop Schedule process The inputs and
outputs of this process are depicted in Figure A117
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附录A1 项目项目理标准
a159活动资源估算
估算活动资源类型数量材料估计程力资源
设备求完成活动品程关键处标识类型
量需完成活动允许更精确成资源特点
时间估计输入程输出a116描绘图
输入输出
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
1活动资源
求
2资源障
结构
3项目文件
更新
图a116活动资源估算：输入输出
a1510估算活动持续时间
估算活动持续时间评价工作期间需完成进程数
估计资源体活动程关键优势提供金额
次活动完成重输入进度发展程输入
程输出描绘图A117
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational
process assets
1 Activity duration estimates
2 Project documents
updates
Figure A117 Estimate Activity Durations Inputs and Outputs
A1511 Develop Schedule
Develop Schedule is the process of analyzing activity sequences durations resource requirements and
schedule constraints to create the project schedule model The key benefit of this process is that by entering
schedule activities durations resources resource availabilities and logical relationships into the scheduling tool
it generates a schedule model with planned dates for completing project activities The inputs and outputs of this
process are depicted in Figure A118
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附录A1 项目项目理标准
输入输出
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织
程资产
1活动历时估算
2项目文件
更新
图A117估算活动持续时间：输入输出
a1511发展计划
开发进度分析活动序持续时间资源需求程
进度约束创建项目调度模型程关键处进入
计划活动持续时间资源资源性逻辑关系调度工具
产生种调度模型完成项目活动计划日期样输入输出
程图a118描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule network
diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration
estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents
updates
Figure A118 Develop Schedule Inputs and Outputs
A1512 Plan Cost Management
Plan Cost Management is the process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs The key benefit of this process is that it provides guidance and
direction on how the project costs will be managed throughout the project The inputs and outputs of this process
are depicted in Figure A119
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附录A1 项目项目理标准
输入输出
1进度理
计划
2活动列表
3活性属性
4工程进度计划网络
图
5活动资源
求
6资源日历
7活动时间
估计
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件
更新
图a118发展计划：输入输出
a1512计划成理
计划成理制定政策程序文件规划
理扩展控制项目成程关键优势提供指导
方项目成整项目理程输入输出
图a119描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Cost management plan
Figure A119 Plan Cost Management Inputs and Outputs
A1513 Estimate Costs
Estimate Costs is the process of developing an approximation of the monetary resources needed to complete
project activities The key benefit of this process is that it determines the amount of cost required to complete
project work The inputs and outputs of this process are depicted in Figure A120
Inputs Outputs
1 Cost management plan
2 Human resource
management plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process
assets
1 Activity cost estimates
2 Basis of estimates
3 Project documents
updates
Figure A120 Estimate Costs Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1成理计划
图a119计划成理：输入输出
a1513估计成
估算成开发需货币资源逼程
项目活动程关键优势确定需完成成金额
项目工作输入程输出a120描绘图
输入输出
1成理计划
2力资源
理计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程
资产
1活动成估算
估计2基础
3项目文件
更新
图a120成估算：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1514 Determine Budget
Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline The key benefit of this process is that it determines the cost baseline against
which project performance can be monitored and controlled The inputs and outputs of this process are depicted
in Figure A121
Inputs Outputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process
assets
1 Cost baseline
2 Project funding
requirements
3 Project documents
updates
Figure A121 Determine Budget Inputs and Outputs
A1515 Plan Quality Management
Plan Quality Management is the process of identifying quality requirements andor standards for the project and
its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements
The key benefit of this process is that it provides guidance and direction on how quality will be managed and
validated throughout the project The input and outputs of this process are depicted in Figure A122
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附录A1 项目项目理标准
a1514确定预算
确定预算汇总单活动工作包费估计程
建立授权成基线程关键处决定成基线
该项目性监视控制输入输出程描述
图a121
输入输出
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程
资产
1成基线
2项目资金
求
3项目文件
更新
图a121确定预算：输入输出
a1515计划质量理
计划质量理确定项目质量求标准程
交付成果记录该项目展示相关质量求
程关键优势提供指导方质量理
验证整项目程输入输出a122描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements
documentation
5 Enterprise environmental
factors
6 Organizational process
assets
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality checklists
5 Project documents
updates
Figure A122 Plan Quality Management Inputs and Outputs
A1516 Plan Human Resource Management
Plan Human Resource Management is the process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan The key benefit of this process
is that it establishes project roles and responsibilities project organization charts and the staffing management
plan including the timetable for staff acquisition and release The input and outputs of this process are depicted in
Figure A123
Inputs Outputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process
assets
1 Human resource
management plan
Figure A123 Plan Human Resource Management Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2利益相关者注册
3风险登记册
4求
文档
5企业环境
素
6组织程
资产
1质量理计划
2程改进计划
3质量指标
4质量检查清单
5项目文件
更新
图a122计划质量理：输入输出
a1516计划力资源理
计划力资源理识记录项目作程责
需技报告关系创造员工理计划程关键利益
建立项目角色责项目组织图员理
计划包括员获取释放时间表程输入输出描绘
图a123
输入输出
1项目理计划
2活动资源
求
3企业环境
素
4组织程
资产
1力资源
理计划
图a123计划力资源理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1517 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
The key benefit of this process is that it identifies and documents the approach to communicate most effectively
and efficiently with stakeholders The inputs and outputs of this process are depicted in Figure A124
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communications
management plan
2 Project documents
updates
Figure A124 Plan Communications Management Inputs and Outputs
A1518 Plan Risk Management
Plan Risk Management is the process of defining how to conduct risk management activities for a project
The key benefit of this process is that it ensures that the degree type and visibility of risk management are
commensurate with both the risks and the importance of the project to the organization The input and outputs of
this process are depicted in Figure A125
Inputs Outputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Risk management plan
Figure A125 Plan Risk Management Inputs and Outputs
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附录A1 项目项目理标准
a1517通信理计划
计划沟通理发展适方法计划项目程
基利益相关者信息需求求通信效组织资产
程关键处标识文件效沟通方法
效利益相关者输入程输出a124描绘图
输入输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1通信
理计划
2项目文件
更新
图a124计划沟通理：输入输出
a1518规划风险理
规划风险理程定义实施项目风险理活动
程关键处确保程度类型风险理见度
风险项目组织重性相称输入输出
程图A125描绘
输入输出
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程
资产
1风险理计划
图A125规划风险理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1519 Identify Risks
Identify Risks is the process of determining which risks may affect the project and documenting their
characteristics The key benefit of this process is the documentation of existing risks and the knowledge and
ability it provides to the project team to anticipate events The inputs and outputs of this process are depicted in
Figure A126
Inputs Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration
estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process
assets
1 Risk register
Figure A126 Identify Risks Inputs and Outputs
A1520 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing
and combining their probability of occurrence and impact The key benefit of this process is that it enables project
managers to reduce the level of uncertainty and to focus on highpriority risks The inputs and outputs of this
process are depicted in Figure A127
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附录A1 项目项目理标准
a1519识风险
识风险程确定风险会影响项目记录
特征程关键利益存风险文档知识
提供项目团队力预测事件输入输出程描述
图a126
输入输出
1风险理计划
2成理计划
3进度理
计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动时间
估计
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程
资产
1风险登记册
图a126识风险：输入输出
a1520进行定性风险分析
定性风险分析风险进行进步分析行动程评估
结合发生概率影响程关键处项目
理者减少确定性水关注高优先级风险样输入输出
程图a127描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Project documents
updates
Figure A127 Perform Qualitative Risk Analysis Inputs and Outputs
A1521 Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall
project objectives The key benefit of this process is that it produces quantitative risk information to support decision
making in order to reduce project uncertainty The inputs and outputs of this process are depicted in Figure A128
Inputs Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process
assets
1 Project documents
updates
Figure A128 Perform Quantitative Risk Analysis Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程
资产
1项目文件
更新
图a127定性风险分析：输入输出
a1521进行定量风险分析
实施定量风险分析数值分析已识风险整体影响程
项目目标程关键处产生定量风险信息支持决策
减少项目确定性输入程输出a128描绘图
输入输出
1风险理计划
2成理计划
3进度理
计划
4风险登记册
5企业环境
素
6组织程
资产
1项目文件
更新
图a128实施定量风险分析：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1522 Plan Risk Responses
Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce
threats to project objectives The key benefit of this process is that it addresses the risks by their priority inserting
resources and activities into the budget schedule and project management plan as needed The inputs and outputs
of this process are depicted in Figure A129
Inputs Outputs
1 Risk management plan
2 Risk register
1 Project management plan
updates
2 Project documents
updates
Figure A129 Plan Risk Responses Inputs and Outputs
A1523 Plan Procurement Management
Plan Procurement Management is the process of documenting project procurement decisions specifying the
approach and identifying potential sellers The key benefit of this process is that it determines whether to acquire
outside support and if so what to acquire how to acquire it how much is needed and when to acquire it The
inputs and outputs of this process are depicted in Figure A130
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附录A1 项目项目理标准
a1522规划风险应
规划风险应制定提高机会减少选择行动程
项目目标威胁程关键处涉风险优先级插入
资源活动预算计划项目理计划需输入输出
程图a129描绘
输入输出
1风险理计划
2风险登记册
1项目理计划
更新
2项目文件
更新
图a129规划风险应：输入输出
a1523计划采购理
计划采购理记录项目采购决策程中指定
方法识潜卖家程关键处决定否获
外界支持果样获取获取需少时
输入程输出a130描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process
assets
1 Procurement management
plan
2 Procurement statement
of work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents
updates
Figure A130 Plan Procurement Management Inputs and Outputs
A1524 Plan Stakeholder Management
Plan Stakeholder Management is the process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success The key benefit of this process is that it provides a clear actionable plan to interact
with project stakeholders to support the project’s interests The inputs and outputs of this process are depicted in
Figure A131
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder management
plan
2 Project documents
updates
Figure A131 Plan Stakeholder Management Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2求
文档
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程
资产
1采购理
计划
2采购声明
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件
更新
图a130计划采购理：输入输出
a1524计划利益相关者理
计划利益相关者理制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响程关键优势提供明确操作计划互动
项目利益相关者支持项目利益输入输出程描述
图a131
输入输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1利益相关者理
计划
2项目文件
更新
图a131计划利益相关者理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A16 Executing Process Group
The Executing Process Group consists of those processes performed to complete the work defined in the
project management plan to satisfy the project specifications This Process Group involves coordinating people and
resources managing stakeholder expectations as well as integrating and performing the activities of the project in
accordance with the project management plan (Figure A132)
During project execution results may require planning updates and rebaselining This can include changes
to expected activity durations changes in resource productivity and availability and unanticipated risks Such
variances may affect the project management plan or project documents and may require detailed analysis
and development of appropriate project management responses The results of the analysis can trigger change
requests that if approved may modify the project management plan or other project documents and possibly
require establishing new baselines A large portion of the project’s budget will be expended in performing
the Executing Process Group processes The Executing Process Group (Figure A132) includes the project
management processes identified in Figures A133 through A140 (see Sections A161 through A168)
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附录A1 项目项目理标准
16执行程组
执行程组包括程进行完整定义工作
项目理计划满足项目规格程组包括协调
理资源利益相关方期整合实施项目活动
项目理计划致（图a132）
项目执行程中结果需规划更新重定基线包括改变
预期活动持续时间资源生产率性变化没预料风险样
差异影响项目理计划项目文件需详细分析
项目理发展适反应分析结果改变触发器
请求果获批准修改项目理计划项目文件
需建立新基线该项目预算部分执行
执行程组程执行程组（图a132）包括项目
理程中确定数字a133通A140（通a168见第a161）
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
The dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge
Area This Knowledge Area coordinates and unifies the processes from the other Knowledge Areas
Project Integration
Management
43
Direct and
Manage
Project
Work
Project Quality
Management
82
Perform Quality
Assurance
Project Stakeholder
Management
133
Manage
Stakeholder
Engagement
Project Procurement
Management
122
Conduct
Procurements
Project Human
Resource Management
94
Manage
Project Team
Project Communications
Management
102
Manage
Communications
93
Develop
Project Team
92
Acquire
Project Team
Figure A132 Executing Process Group
A161 Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives The key benefit of this
process is that it provides overall management of the project work The inputs and outputs of this process are
depicted in Figure A133
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附录A1 项目项目理标准
虚线圆形箭头表明程项目集成理知识部分
面积知识领域协调统程知识领域
项目集成
理
43
直接
理
项目
工作
工程质量
理
82
执行质量
保证
项目利益相关者
理
133
理
利益相关者
订婚
项目采购
理
122
行
采购
项目力
资源理
94
理
项目团队
项目沟通
理
102
理
通信
93
发展
项目团队
92
获
项目团队
图a132执行程组
a161指导理项目工作
指导理项目工作领导表演项目中定义工作流程
理计划实施实现项目目标变化关键利益
程提供项目工作整体理输入程输出
图a133描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Approved change
requests
3 Enterprise environmental
factors
4 Organizational process
assets
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents
updates
Figure A133 Direct and Manage Project Work Inputs and Outputs
A162 Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results from quality
control measurements to ensure that appropriate quality standards and operational definitions are used The key
benefit of this process is it facilitates the improvement of quality processes The input and outputs of this process
are depicted in Figure A134
Inputs Outputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality control
measurements
5 Project documents
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure A134 Perform Quality Assurance Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2批准变更
请求
3企业环境
素
4组织程
资产
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件
更新
图a133指导理项目工作：输入输出
a162执行质量保证
执行质量保证审计质量求程结果质量
确保适质量标准操作定义控制测量关键
程处利质量改进程程输入输出
图a134描绘
输入输出
1质量理计划
2程改进计划
3质量指标
4质量控制
测量
5项目文件
1变更请求
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图a134执行质量保证：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A163 Acquire Project Team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary
to complete project activities The key benefit of this process consists of outlining and guiding the team selection
and responsibility assignment to obtain a successful team The inputs and outputs of this process are depicted in
Figure A135
Inputs Outputs
1 Human resource
management plan
2 Enterprise environmental
factors
3 Organizational process
assets
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
Figure A135 Acquire Project Team Inputs and Outputs
A164 Develop Project Team
Develop Project Team is the process of improving competencies team member interaction and overall team
environment to enhance project performance The key benefit of this process is that it results in improved teamwork
enhanced people skills and competencies motivated employees reduced staff turnover rates and improved overall
project performance The inputs and outputs of this process are depicted in Figure A136
Inputs Outputs
1 Human resource
management plan
2 Project staff assignments
3 Resource calendars
1 Team performance
assessments
2 Enterprise environmental
factors updates
Figure A136 Develop Project Team Inputs and Outputs
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附录A1 项目项目理标准
a163获取项目团队
获取项目团队确定力资源性获团队必程
完成项目活动程关键处包括概述指导团队选择
职责分配获成功团队输入输出程描述
图a135
输入输出
1力资源
理计划
2企业环境
素
3组织程
资产
1项目员分配
2资源日历
3项目理计划
更新
图a135项目团队组建：输入输出
a164项目团队建设
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效程关键优势导致改进团队
提高技力激励员工降低员工离职率提高整体
项目绩效输入程输出a136描绘图
输入输出
1力资源
理计划
2项目员分配
3资源日历
1团队绩效
评估
2企业环境
素更新
图a136项目团队发展：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A165 Manage Project Team
Manage Project Team is the process of tracking team member performance providing feedback resolving
issues and managing team changes to optimize project performance The key benefit of this process is that it
influences team behavior manages conflict resolves issues and appraises team member performance The inputs
and outputs of this process are depicted in Figure A137
Inputs Outputs
1 Human resource
management plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance reports
6 Organizational process
assets
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Enterprise environmental
factors updates
5 Organizational process
assets updates
Figure A137 Manage Project Team Inputs and Outputs
A166 Manage Communications
Manage Communications is the process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance with the communications management plan The key benefit of this
process is that it enables an efficient and effective communications flow between project stakeholders The inputs
and outputs of this process are depicted in Figure A138
Inputs Outputs
1 Communications
management plan
2 Work performance reports
3 Enterprise environmental
factors
4 Organizational process
assets
1 Project communications
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure A138 Manage Communications Inputs and Outputs
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附录A1 项目项目理标准
a165理项目团队
理项目团队踪团队成员表现提供反馈程解决
问题理团队变化优化项目绩效程关键优势
影响团队行理突解决问题团队成员表现输入
程输出图a137描绘
输入输出
1力资源
理计划
2项目员分配
3团队绩效
评估
4问题日志
5工作业绩报告
6组织程
资产
1变更请求
2项目理计划
更新
3项目文件
更新
4企业环境
素更新
5组织程
资产更新
图a137理项目团队：输入输出
a166理通信
理沟通创造程中收集分发存储检索终
沟通理计划项目信息处理关键利益
程效项目干系间通信流输入
程输出图a138描绘
输入输出
1通信
理计划
2工作业绩报告
3企业环境
素
4组织程
资产
1项目沟通
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图a138沟通理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A167 Conduct Procurements
Conduct Procurements is the process of obtaining seller responses selecting a seller and awarding a contract
The key benefit of this process is that it provides alignment of internal and external stakeholder expectations
through established agreements The inputs and outputs of this process are depicted in Figure A139
Inputs Outputs
1 Procurement management
plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement of
work
8 Organizational process
assets
1 Selected sellers
2 Agreements
3 Resource calendar
4 Change requests
5 Project management plan
updates
6 Project documents
updates
Figure A139 Conduct Procurements Inputs and Outputs
A168 Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet
their needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle The key benefit of this process is that it allows the project manager
to increase support and minimize resistance from stakeholders significantly increasing the chances to achieve
project success The inputs and outputs of this process are depicted in Figure A140
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附录A1 项目项目理标准
a167执行采购
执行采购获取卖方响应程选择卖方授予合
程关键处提供部外部利益相关方期
通建立协议输入程输出a139描绘图
输入输出
1采购理
计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购报表
工作
8组织程
资产
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件
更新
图a139执行采购：输入输出
a168理利益相关者参
理利益相关者参沟通工作利益相关者适应程
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动程关键处允许项目理
增加减少阻力利益相关者显着增加机会实现
项目成功输入程输出图A140描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Stakeholder management
plan
2 Communications
management plan
3 Change log
4 Organizational process
assets
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A140 Manage Stakeholder Engagement Inputs and Outputs
A17 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of those processes required to track review and
orchestrate the progress and performance of the project identify any areas in which changes to the plan are
required and initiate the corresponding changes The key benefit of this Process Group is that project performance
is measured and analyzed at regular intervals appropriate events or exception conditions to identify variances from
the project management plan The Monitoring and Controlling Process Group also involves
Controlling changes and recommending corrective or preventive action in anticipation of possible
problems
Monitoring the ongoing project activities against the project management plan and the project performance
measurement baseline and
Influencing the factors that could circumvent integrated change control or configuration management so
only approved changes are implemented
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附录A1 项目项目理标准
输入输出
1利益相关者理
计划
2通信
理计划
3更改日志
4组织程
资产
1问题日志
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图A140理利益相关者参：输入输出
a17监控程组
监控程组包括需踪程回顾
协调项目进展性识领域变化计划
需启动相应变化程组关键处项目绩效
测量定期分析相应事件异常情况发现偏离
项目理计划监控程组包括：
？控制变更推荐纠正预防预期作
问题
？监视正进行项目活动项目理计划项目绩效
测量基线
？规避整体变更控制配置理影响素
实施批准变更
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
This continuous monitoring provides the project team insight into the health of the project and identifies
any areas requiring additional attention The Monitoring and Controlling Process Group not only monitors and
controls the work being done within a Process Group but also monitors and controls the entire project effort
In multiphase projects the Monitoring and Controlling Process Group coordinates project phases in order to
implement corrective or preventive actions to bring the project into compliance with the project management
plan This review can result in recommended and approved updates to the project management plan For
example a missed activity finish date may require adjustments and tradeoffs between budget and schedule
objectives In order to reduce control overheads management by exception procedures and other techniques
can be appropriately considered The Monitoring and Controlling Process Group (Figure A141) includes the
following project management processes (Sections A171 through A1711)
The dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge
Area This Knowledge Area coordinates and unifies the processes from the other Knowledge Areas
Project Integration
Management
44
Monitor and
Control
Project Work
45
Perform
Integrated
Change Control
Project Scope
Management
56
Control
Scope
55
Validate
Scope
Project Quality
Management
83
Control
Quality
Project Stakeholder
Management
134
Control
Stakeholder
Engagement
Project Cost
Management
74
Control
Costs
Project Procurement
Management
123
Control
Procurements
Project Risk
Management
116
Control Risks
Project Communications
Management
1035
Control
Communications
Project Time
Management
67
Control
Schedule
Figure A141 Monitoring and Controlling Process Group
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附录A1 项目项目理标准
种连续监视项目团队解项目健康标识
需额外注意方监控程组仅监视
控件工作程组做监视控制整项目努力
相工程监控程组坐标项目阶段便
实施纠正预防措施项目项目理规
计划文推荐批准项目理计划更新
例错活动完成日期需预算进度间调整取舍
目标减少控制开销通例外程序技术理
适考虑监控程组（图a141）包括
面项目理流程（部分a171通a1711）：
虚线圆形箭头表明程项目集成理知识部分
面积知识领域协调统程知识领域
项目集成
理
44
监控
控制
项目工作
45
执行
集成
变更控制
项目范围
理
56
控制
范围
55
验证
范围
工程质量
理
83
控制
质量
项目利益相关者
理
134
控制
利益相关者
订婚
项目成
理
74
控制
成
项目采购
理
123
控制
采购
项目风险
理
116
控制风险
项目沟通
理
1035
控制
通信
项目时间
理
67
控制
铁列车时刻表
图a141监控程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A171 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan The key benefit of this process is that it allows
stakeholders to understand the current state of the project the steps taken and budget schedule and scope
forecasts The inputs and outputs for this process are depicted in Figure A142
Inputs Outputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process
assets
1 Change requests
2 Work performance reports
3 Project management plan
updates
4 Project documents
updates
Figure A142 Monitor and Control Project Work Inputs and Outputs
A172 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests approving changes
and managing changes to deliverables organizational process assets project documents and the project
management plan and communicating their disposition It reviews all requests for changes or modifications to
project documents deliverables baselines or the project management plan and approves or rejects the changes
The key benefit of this process is that it allows for documented changes within the project to be considered in
an integrated fashion while reducing project risk which often arises from changes made without consideration
to the overall project objectives or plans The inputs and outputs of this process are depicted in Figure A143
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附录A1 项目项目理标准
a171监控项目工作
监控项目工作踪程审查报告进度满足
项目理计划中定义性目标程关键处允许
利益相关者解项目前状态步骤预算进度范围
预测程输入输出图A142描绘
输入输出
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程
资产
1变更请求
2工作业绩报告
3项目理计划
更新
4项目文件
更新
图A142监控项目工作：输入输出
a172执行整体变更控制
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目
理计划交流性格回顾改动修改请求
项目文件交付成果基线项目理计划批准拒绝变更
程关键处允许记录变化项目中考虑
集成方式降低项目风险常常没考虑变化
项目整体目标计划输入程输出a143描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Work performance reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process
assets
1 Approved change
requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
Figure A143 Perform Integrated Change Control Inputs and Outputs
A173 Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables The key benefit
of this process is that it brings objectivity to the acceptance process and increases the chance of final product
service or result acceptance by validating each deliverable The inputs and outputs of this process are depicted in
Figure A144
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
1 Accepted deliverables
2 Change requests
3 Work performance
information
4 Project documents
updates
Figure A144 Validate Scope Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2工作业绩报告
3变更请求
4企业环境
素
5组织程
资产
1批准变更
请求
2更改日志
3项目理计划
更新
4项目文件
更新
图a143执行整体变更控制输入输出
a173验证范围
验证范围正式验收已完成项目交付成果程关键处
程带客观接受程提高终产品机会
服务通验证交付成果验收输入输出程描述
图a144
输入输出
1项目理计划
2求
文档
3求追溯性
矩阵
4验证交付成果
5工作性数
1接受交付
2变更请求
3工作性
问询处
4项目文件
更新
图a144验证范围：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A174 Control Scope
Control Scope is the process of monitoring the status of the project and product scope and managing changes to
the scope baseline The key benefit of this process is that it allows the scope baseline to be maintained throughout
the project The inputs and outputs of this process are depicted in Figure A145
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process
assets
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A145 Control Scope Inputs and Outputs
A175 Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and
manage changes to the schedule baseline to achieve the plan The key benefit of this process is that it provides the
means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk The
inputs and outputs of this process are depicted in Figure A146
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附录A1 项目项目理标准
a174控制范围
控制范围监测项目产品范围现状理变化程
范围基线程关键处允许范围基准保持整
项目输入程输出a145描绘图
输入输出
1项目理计划
2求
文档
3求追溯性
矩阵
4工作性数
5组织程
资产
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a145控制范围：输入输出
a175进度控制
进度控制工程监控活动状态更新项目进展程
理改变进度基准计划实现程关键处提供
方法计划认识偏差采取纠正预防措施减少风险
输入程输出a146描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure A146 Control Schedule Inputs and Outputs
A176 Control Costs
Control Costs is the process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline The key benefit of this process is that it provides the means to recognize variance
from the plan in order to take corrective action and minimize risk The inputs and outputs of this process are
depicted in Figure A147
Inputs Outputs
1 Project management plan
2 Project funding
requirements
3 Work performance data
4 Organizational process
assets
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure A147 Control Costs Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图a146控制计划：输入输出
a176控制成
控制成监测项目状态更新项目成理程
成基线变化程关键处提供手段识差异
计划采取纠正措施降低风险输入程输出
图a147描绘
输入输出
1项目理计划
2项目资金
求
3工作性数
4组织程
资产
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图a147成控制：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A177 Control Quality
Control Quality is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes The key benefits of this process include (1) identifying the
causes of poor process or product quality and recommending andor taking action to eliminate them and (2)
validating that project deliverables and work meet the requirements specified by key stakeholders necessary for
final acceptance The inputs and outputs of this process are depicted in Figure A148
Inputs Outputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change
requests
6 Deliverables
7 Project documents
8 Organizational process
assets
1 Quality control
measurements
2 Validated changes
3 Verified deliverables
4 Work performance
information
5 Change requests
6 Project management plan
updates
7 Project documents
updates
8 Organizational process
assets updates
Figure A148 Control Quality Inputs and Outputs
A178 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire
project life cycle to ensure the information needs of the project stakeholders are met The key benefit of this process
is that it ensures an optimal information flow among all communication participants at any moment in time The
inputs and outputs of this process are depicted in Figure A149
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附录A1 项目项目理标准
a177质量控制
控制质量监测记录执行质量活动评估结果程
性建议必变化程优点包括：（1）识
怜程产品质量推荐采取行动消原（2）
验证项目交付成果工作满足关键利益相关者必求
终验收输入程输出a148描绘图
输入输出
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更
请求
6交付成果
7项目文件
8组织程
资产
1质量控制
测量
2变化验证
3验证交付成果
4工作性
问询处
5变更请求
6项目理计划
更新
7项目文件
更新
8组织程
资产更新
图a148质量控制：输入输出
a178控制通信
控制通信监测控制通信整程
项目生命周期确保信息需求项目干系见面程关键利益
确保佳信息流间通信参者时刻
输入程输出a149描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process
assets
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A149 Control Communications Inputs and Outputs
A179 Control Risks
Control Risks is the process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project The key benefit of this
process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize
risk responses The inputs and outputs of this process are depicted in Figure A150
Inputs Outputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance reports
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A150 Control Risks Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程
资产
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a149控制通信：输入输出
a179控制风险
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目关键利益
程提高风险方法效率整项目生命周期中断优化
风险应输入程输出a150描绘图
输入输出
1项目理计划
2风险登记册
3工作性数
4工作业绩报告
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a150控制风险：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1710 Control Procurements
Control Procurements is the process of managing procurement relationships monitoring contract performance
and making changes and corrections to contracts as appropriate The key benefit of this process is that it ensures
that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal
agreement The inputs and outputs of this process are depicted in Figure A151
Inputs Outputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change
requests
5 Work performance reports
6 Work performance data
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A151 Control Procurements Inputs and Outputs
A1711 Control Stakeholder Engagement
Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders The key benefit of this process is that it will maintain
or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its
environment changes The inputs and outputs of this process are depicted in Figure A152
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附录A1 项目项目理标准
a1710控制采购
控制采购理采购关系程监控合履行
改变修正合适程关键处保证
两卖方买方性满足采购求根法律条款
协议输入程输出a151描绘图
输入输出
1项目理计划
2采购文件
3协议
4批准变更
请求
5工作业绩报告
6工作性数
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a151采购：输入输出控制
a1711控制利益相关者参
控制利益相关者参监测整项目利益相关者关系程
调整利益相关者参策略计划程关键处保持
提高效率效性利益相关者参活动项目发展
环境变化输入程输出a152描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A152 Control Stakeholder Engagement Inputs and Outputs
A18 Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project
Management Process Groups to formally complete the project phase or contractual obligations This Process
Group when completed verifies that the defined processes are completed within all the Process Groups to close
the project or a project phase as appropriate and formally establishes that the project or project phase is complete
This Process Group also formally establishes the premature closure of the project Prematurely closed projects
may include for example aborted projects cancelled projects and projects in a critical situation In specific cases
when some contracts cannot be formally closed (eg claims ending clauses etc) or some activities are to be
transferred to other organizational units specific handover procedures may be arranged and finalized
At project or phase closure the following may occur
Obtain acceptance by the customer or sponsor to formally close the project or phase
Conduct postproject or phaseend review
Record impacts of tailoring to any process
Document lessons learned
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附录A1 项目项目理标准
输入输出
1项目理计划
2问题日志
3工作性数
4项目文件
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a152利益相关者参：输入输出控制
A1收尾程组
收尾程组包括程进行总结项目活动
理程组正式结束项目相位合义务程
组完成验证该定义程中工艺组完成关闭
项目项目阶段适正式表明该项目项目阶段完成
程组正式确立项目早关闭早关闭项目
包括例：中止项目取消项目关键情况项目特定情况
合正式关闭（例索赔终止条款等）活动
转移组织单位具体移交手续设置完成
项目阶段关闭会出现：
？获接受客户赞助商正式结束项目阶段
？进行岗位项目阶段结束评估
？剪裁程记录影响
？文件验教训
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Apply appropriate updates to organizational process assets
Archive all relevant project documents in the project management information system (PMIS) to be used
as historical data
Close out all procurements activities ensuring termination of all relevant agreements and
Perform team members’ assessment and release project resources
The Closing Process Group (Figure A153) includes the following project management processes (See
Sections A181 and A182)
The dashed circular arrow indicates that the process is part of the
Project Integration Management Knowledge Area This Knowledge
Area coordinates and unifies the processes from the other
Knowledge Areas
Project Integration
Management
Project Procurement
Management
46
Close Project
or Phase
124
Close
Procurements
Figure A153 Closing Process Group
A181 Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process
Groups to formally complete the project or phase The key benefit of this process is that it provides lessons learned
the formal ending of project work and the release of organization resources to pursue new endeavors The inputs
and outputs of this process are depicted in Figure A154
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附录A1 项目项目理标准
？应适更新组织程资产
？档相关项目文件中项目理信息系统（PMIS）
作历史数
？关闭采购活动确保相关协议终止
？执行团队成员评估发布项目资源
收尾程组（图a153）包括项目理程（见
部分a181a182）：
虚线圆形箭头表明程部分
项目理知识领域方面知识
面积坐标结合程
知识领域
项目集成
理
项目采购
理
46
关闭项目
阶段
124
关闭
采购
图a153收尾程组
a181结束项目阶段
结束项目阶段活动完成项目理程
集团正式结束项目阶段程关键优势提供验教训
项目工作正式结束组织资源释放追求新努力输入
程输出图a154描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Accepted deliverables
3 Organizational process
assets
1 Final product service or
result transition
2 Organizational process
assets updates
Figure A154 Close Project or Phase Inputs and Outputs
A182 Close Procurements
Close Procurements is the process of completing each procurement The key benefit of this process is that it
documents agreements and related documentation for future reference The inputs and outputs of this process are
depicted in Figure A155
Inputs Outputs
1 Project management plan
2 Procurement documents
1 Closed procurements
2 Organizational process
assets updates
Figure A155 Close Procurements Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2接受交付
3组织程
资产
1终产品服务
结果转换
2组织程
资产更新
图a154结束项目阶段：输入输出
a182结束采购
结束采购完成采购程程关键优势
文件协议备查文件输入程输出
图a155描绘
输入输出
1项目理计划
2采购文件
1关闭采购
2组织程
资产更新
图a155结束采购：输入输出
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APPENDIX X1 FIFTH EDITION CHANGES
APPENDIX X1
FIFTH EDITION CHANGES
The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project
Management Body of Knowledge (PMBOK Guide)—Fourth Edition to create the PMBOK Guide—Fifth Edition
X11 Scope of Update
The approved scope for the PMBOK Guide – Fifth Edition explicitly states
Comments and feedback both deferred during the development of the PMBOK Guide – Fourth Edition
and received by PMI since its development will be reviewed and determined whether material will be
included or excluded in the new edition
Review all text and graphics in the document to make sure the information is accurate clear complete
and relevant revising as necessary
Review interpret and ensure appropriate alignment with ISO 21500 [12] in the development of the standard
Ensure harmonization with any other relevant PMI standards
Consider project management role delineation study results as appropriate
Reposition Section 3 (The Standard for Project Management) as a standalone ANSIapproved standard
included within the Fifth Edition as an Appendix or attachment
Standard is written for project management practitioners and other stakeholders of the project
management profession
Standard describes the principles and processes that shape the practices that are unique to projects
Standard ensures that any terminology contained within the PMI Lexicon is represented consistently and
identically in the standard
With that directive in mind the update team adopted an approach aimed at achieving a greater degree of
consistency and clarity by refining the processes standardizing inputs and outputs where possible and implementing
a global approach for documenting the inputs and outputs
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附录X1 第五版变化
附录X1
第五版变化
附录目出项目导变化详细解释
知识理（PMBOK？指南）第四版创建PMBOK？第五版指南
x11更新范围
批准范围PMBOK？–第五版指南明确规定：
？意见反馈递延PMBOK发展程中？–指南第四版
接收PMI发展进行审查决定否材料
包括排新版
？检查文档中文图形确保信息准确明确完整
关适时修订
？审查解释确保符合ISO 21500 [ 12 ]标准发展适齐方式
？确保关PMI标准协调
？考虑项目理角色描述研究结果适
？重新定位3节（项目理标准）作独立ANSI认证标准
包含第五版附录附件
？标准项目理业员项目利益相关者写
理专业
？标准描述原理程形状独特工程实践
？标准确保包含PMI词汇术语表示致
相标准
头脑中指导更新团队采取项措施旨实现更程度
通精炼程致性透明度规范输入输出情况实施
记录输入输出全球性方法
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APPENDIX X1 FIFTH EDITION CHANGES
Along with a focus on consistency and clarity the update team worked to complete the requirements for
factoring feedback received for the PMBOK Guide – Fourth Edition and ensure alignment and harmonization with
relevant PMI standards ISO 21500 PMI Lexicon of Project Management Terms and the PMI role delineation study
for project managers
X12 Rules for Handling Inputs Tools and Techniques and Outputs (ITTOs)
Business rules were established to further aid consistency in handling the order and detail of information within
the ITTOs for each project management process These rules are
ITTO Fundamental Rules
○○ Inputs are any documents that are key to the process
○○ Process outputs should map as an input to another project management process unless the
output is a terminal output or embedded within another input such as process documents
○○ Process inputs should map as an output from another project management process unless the
input comes from outside the project
Project Documents Rules
○○ On the ITTO input list if the input is a major project document it needs to be specifically listed
out
○○ On the ITTO output list specific project documents are put on the list the first time they are
created as an output Subsequently these are listed as project document updates on the ITTO
output list and described in the section narrative
Project Management Plan Rules
○○ On the ITTO input list if the subsidiary plans and baselines from the project management plan
serve as major process inputs then these need to be specifically listed out
○○ On the ITTO output list subsidiary plans and baselines for the project management plan are
grouped as a single output as project management plan updates and described in the section
narrative
○○ On the ITTO input list for those planning processes that create a subsidiary plan the project
management plan is listed as the key input
○○ For control processes the key input is project management plan rather than specific subsidiary
plans And the output is project management plan updates rather than an update to a specific
subsidiary plan
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附录X1 第五版变化
着致性清晰焦点更新团队努力完成求
保理收反馈PMBOK？–指南第四版确保调
关PMI标准ISO 21500项目理方面PMI词汇PMI角色描述研究
项目理
处理输入X12规工具技术输出（ittos）
业务规建立处理信息序细节进步援助致性
项目理程ittos规：
？基规：
○○输入文件关键程
○○程输出应该映射项目理程输入非
输出终端输出嵌入输入工艺文件
○○程输入应图项目理程输出非
输入外部项目
？项目文档规：
输入列表○○果输入项目文件需具体列出
出
○○输出列表具体项目文件清单第次
创建输出列项目更新文档
输出列表部分叙述
？项目理计划规：
输入列表○○果项目理计划子计划基线
作程输入然需具体列出
○○输出列表项目理计划子计划基线
作单分组输出项目理计划更新节描述
叙事
输入列表○○规划流程创建附属计划项目
理计划列关键输入
控制程○○键输入项目理计划特定子公司
计划输出项目理计划更新特定更新
子公司计划
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APPENDIX X1 FIFTH EDITION CHANGES
EEFOPA Referencing Rule for Process Inputs
○○ When referencing EEFs or OPAs include the phrase Described in Section and state 214 for
OPAs or 215 for EEFs
Other Consistency Rules
○○ Rename project document update and organizational process asset updates to project
documents updates and organizational process assets updates
○○ For consistency across the PMBOK Guide document titles are not to be capitalized in the text
Sequencing Rules
○ For inputs and outputs plans subsidiary plans and baselines are listed first
○ Project management plan first then subsidiary plans then baselines
○ When plans are a major output they are always listed first
○○ For inputs work performance datainformationreports these are listed immediately before the
enterprise environmental factors
○○ Enterprise environmental factors and organizational process assets are listed last in that order
○○ Tools and techniques have meetings listed last
○○ When updates are an output they are listed in the following sequence
○ Project management plansubsidiary plan updates
○ Project documents updates
○ Enterprise environmental factors updates and
○ Organizational process assets updates
X13 Established Rules for Ensuring Harmonization Between Glossary Terms
and the PMI Lexicon of Project Management Terms
To ensure that terms used in the PMBOK Guide align with the PMI Lexicon of Project Management Terms and
harmonize with other PMI standards business rules were established and adhered to in the Fifth Edition update
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附录X1 第五版变化
？牛肉 OPA引规程输入：
○○初中引包括描述节中状态214
初中215
？致性规：
○○重命名项目文档更新组织程资产更新项目
文件更新组织程资产更新
项目理知识体系致性○○？引导文件标题文写
？排序规：
○输入输出计划分计划基线均列第
○项目理计划第然分计划然基线
○计划输出总先市
输入工作绩效数信息报告○○市前
企业环境素
○○企业环境素组织程资产列秩序
○○工具技术会议已市
○○更新时输出序列出：
○项目理计划子公司计划更新
○项目文件更新
○企业环境素更新
○组织程资产更新
x13间建立保证术语统规
项目理方面PMI词典
确保术语PMBOK？指导项目理方面PMI词汇
PMI标准协调业务规建立坚持第五版更新
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APPENDIX X1 FIFTH EDITION CHANGES
For terms found in both the PMBOK Guide and the PMI Lexicon the definition from the PMI Lexicon takes
precedence
Where terms used in the PMBOK Guide are not found in the PMI Lexicon but are found in other relevant
PMI standards (eg The Standard for Program Management Organizational Project Management
Maturity Model (OPM3) The Standard for Portfolio Management Practice Standard for Earned Value
Management Practice Standard for Scheduling etc) the definition of the terms shall be the same If the
definitions do not align with the respective standards the term is elevated to the PMI Lexicon team for
assistance in creating an acceptable common definition
X14 Project Management Plan and Its Subsidiary Plans
To improve consistency and aid clarity around the various subsidiary plans that make up the overall project
management plan the team added four planning processes Plan Scope Management Plan Schedule Management
Plan Cost Management and Plan Stakeholder Management These changes bring back the scope planning process
from the Third Edition and add three new planning processes The additions provide clearer guidance for the
concept that each major Knowledge Area has a need for the project team to actively think through and plan how
aspects from the related processes are planned and managed It also reinforces the concept that each of the
subsidiary plans are integrated through the overall project management plan which becomes the major planning
document for guiding further project planning and execution
This change also ensures harmonization with other PMI standards For example a detailed planning process
for Plan Schedule Management reinforces the need for detailed planning to address project scheduling issues
such as selecting the scheduling method and tool during early planning stages as part of the overall Project Time
Management processes This concept of detailed planning for project scheduling related decisions aligns with the
Practice Standard for Scheduling and ensures harmonization across PMI standards
X15 C onsistency in Handling Project Management Work Execution Data and
Information Flow
To improve consistency and add clarity regarding project data and information flows during project work
execution the team redefined work performance data work performance information and work performance
reports to align with the DIKW (Data Information Knowledge Wisdom) model used in the field of Knowledge
Management
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附录X1 第五版变化
？发现PMBOK？引导PMI词汇词汇定义PMI
优先
？里术语PMBOK？指南PMI词汇发现相关发现
PMI标准（例项目理组织项目理标准
成熟度模型（OPM3？）投资组合理标准挣值实践标准
理调度实践标准等等）该术语定义应相果
定义符合相应标准长期升高PMI词库组
创建接受定义援助
x14项目理计划子公司计划
提高致性援助整项目子计划清晰度
理计划团队补充四规划流程：规划范围理计划理
计划成理利益相关者理计划变化带范围计划编制程
第三版增加三新规划程添加提供更清晰指引
概念知识领域项目需团队积极思考计划
相关流程方面计划理强调概念
公司计划通全面项目理计划集成成规划
进步指导项目规划执行文件
种变化确保PMI标准协调例详细规划程
计划理加强详细规划解决项目调度问题必性
选择调度方法工具早期规划阶段作整项目时间部分
理流程概念详细规划项目调度相关决策
调度实践标准保证PMI标准协调
×15 C程处理项目理工作执行数
信息流
提高致性添加项目数信息流项目工作透明度
执行重新定义团队工作绩效数工作绩效信息工作绩效
配合DIKW报告（数信息知识智慧）应领域知识模型
理
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APPENDIX X1 FIFTH EDITION CHANGES
Work Performance Data The raw observations and measurements identified during activities performed
to carry out the project work Examples include reported percent of work physically completed quality
technical performance measures start and finish dates of schedule activities number of change requests
number of defects actual costs actual durations etc
Work Performance Information The performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Examples of performance
information are status of deliverables implementation status for change requests forecasted estimates
to complete
Work Performance Reports The physical or electronic representation of work performance information
compiled in project documents intended to generate decisions raise issues actions or awareness
Examples include status reports memos justifications information notes electronic dashboards
recommendations and updates
The redefined data model was then applied consistently to the inputs and outputs for the various controlling and
executing processes as illustrated in Figure X11
Direct and
Manage
Project Work
Validate
Scope
Control
Scope
Control
Schedule
Control
Costs
Control
Quality
Control
Communications
Control
Procurements
Control
Risks
Control
Stakeholder
Engagement
Work
performance
data
Monitor and
Control
Project Work
Work
performance
reports
Work
performance
information
Project document updates
Project plan updates
Change requests
Perform
Integrated
Change Control
Develop Project
Management
Plan
Manage
Communications
Manage
Project
Team
Figure X11 Refined Data Model
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附录X1 第五版变化
？工作性数原始观测数活动期间确定测量
项目开展工作例子包括报告实际工作完成百分质量
技术性措施开始结束日期计划活动变更请求数
缺陷数实际成实际工期等
？工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合表现例子
信息状态变更请求交付实施现状预测估计
完成
？工作绩效报告工作绩效信息物理电子表示
项目文件编制旨生成决策提出问题行动意识
例子包括状况报告备忘录理信息记录电子仪表板
建议更新
重新定义数模型然应广泛种控制输入输出
执行程图示X1 1
直接
理
项目工作
验证
范围
控制
范围
控制
铁列车时刻表
控制
成
控制
质量
控制
通信
控制
采购
控制
风险
控制
利益相关者
订婚
工作
性
数
监控
控制
项目工作
工作
性
报告
工作
性
问询处
项目文件更新
项目计划更新
变更请求
执行
集成
变更控制
开发项目
理
计划
理
通信
理
项目
团队
图X1 1精确数模型
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APPENDIX X1 FIFTH EDITION CHANGES
X16 Section 1—Introduction
Sections 12 14 and 16 were realigned and harmonized with first sections in The Standard for Program
Management – Third Edition and The Standard for Portfolio Management – Third Edition This ensures the
information regarding the relationship between projects programs and portfolios is treated consistently across
all three standards Additional text was added to Section 144 to expand the discussion on project management
offices Section 15 on Project Management and Operations Management was expanded to more broadly address
the relationship among project management operations management and organizational strategy A new section
was added to address the importance of interpersonal skills of a project manager and refers the reader to Appendix
X3 of the PMBOK Guide for further discussion on the importance of interpersonal skills in managing projects
Section 18 on Enterprise Environmental Factors was moved to Section 2
X17 Section 2—Project Life Cycle and Organization
The content of Section 2 was reorganized to improve content flow and understanding The section on
organizational influence on project management was moved to the beginning of the section and expanded to
provide broader coverage of how organizational factors can influence the conduct of project teams The discussion
of enterprise environmental factors was moved into this section from Section 1 The section on stakeholders was
expanded to better address project stakeholders and their impact on project governance A new section was added
to address the characteristics and structure of the project team The section on project life cycle was moved to the
end of the section and expanded to further explain life cycles and phases
X18 Section 3 Project Management Processes for a Project
Section 3 of the PMBOK Guide – Fourth Edition was moved into a new Annex in the PMBOK Guide – Fifth
Edition (Annex A1 – The Standard for Project Management of a Project) The introduction to this section was
cleaned up and expanded to enable this annex to serve as a standalone document This positions the Standard for
Project Management away from the main body of the PMBOK Guide material allowing the evolution of the Body of
Knowledge material to be separate from the actual Standard for Project Management
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附录X1 第五版变化
x16部分较系统梳理
部分121416分组合标准第部分协调程序
理–第三版第三版标准–投资组合理确保
项目间关系信息程序组合处理致
三标准额外文添加部分144扩项目理探讨
办公室15部分项目理运营理扩展更广泛址
项目理运营理关系组织战略新部分
添加址项目理际关系重性指读者附录
X3PMBOK？际交技项目理重性进步讨指南
18部分企业环境素转移2节
x17部分2project生命周期组织
2部分容进行重组提高容流理解部分
项目理组织影响移动部分开始扩
提供覆盖面更广组织素影响项目团队行讨
企业环境素转移节1节利益相关者部分
扩更解决项目利益相关者项目治理结构影响添加新部分
解决项目团队结构特征项目生命周期部分转移
扩展进步解释生命周期阶段
项目X18段3项目理程
3章PMBOK？第四版指南–搬进PMBOK新附件？指导–第五
版（附录A1–项目项目理标准）章介绍
清理扩附件作独立文件职位标准
项目理项目理知识体系体？导料允许身体进化
知识材料项目理实际标准分离
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APPENDIX X1 FIFTH EDITION CHANGES
X19 New Section 3 for PMBOK Guide – Fifth Edition
A replacement Section 3 was developed for the PMBOK Guide – Fifth edition This new section bridges the
content between Sections 1 and 2 and the Knowledge Area sections The new section introduces the project
management processes and Process Groups as in the previous editions of the PMBOK Guide However it does not
list each of the processes associated with each of the Project Management Process Groups
X110 Split Section 10 on Project Communications Management into Two
Separate Sections
Deferred and postpublication comments on the Project Communications Knowledge Area of the PMBOK Guide
– Fourth Edition uncovered a need to modify this Knowledge Area as well as the processes within the Knowledge
Area In general the comments fell into three groups
Eliminate confusion created between the processes of Distribute Information and Report Performance
and their overlap with processes for Control Scope Control Schedule and Control Cost
Tighten the focus of Project Communications Management to planning for the communications needs
of the project collecting storing and disseminating project information and monitoring overall project
communications to ensure its efficiency
Break out and expand on stakeholder management concepts to reflect not solely upon (a) analyzing
stakeholder expectations and its impact on the project and (b) developing appropriate management
strategies for effectively engaging stakeholders in project decisions and execution but also upon
continuous dialogue with stakeholders to meet their needs and expectations address issues as they
occur and foster appropriate stakeholder engagement in project decisions and activities
Planning for and managing the communication needs of the project as well as the stakeholders’ needs are
two distinct keys to project success The concept being reinforced is that both are discrete Knowledge Areas
in which stakeholder management is not simply better management of communications nor which improved
communications is simply better stakeholder management This concept drives the need to treat these two critical
keys for project success as distinct areas
Revamping this Knowledge Area by separating Project Stakeholders Management from Project Communications
Management provides the following benefits
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附录X1 第五版变化
新3节x19 PMBOK？–指南第五版
更换3节建立PMBOK？–指南第五版段新桥梁
第12间容知识领域部分新部分项目
理程程组项目理知识体系前版？指南然
列表中项目理程组相关程
x110分10节项目沟通理两
单独章节
递延发表评工程通信知识领域？指南
–第四版发现需修改知识领域知识程
面积般情况评分成三组：
？消混乱程间分配信息绩效报告
重叠控制范围程控制计划控制成
？加强项目沟通理重点规划通信需求
该项目收集存储传播项目信息监控整项目
沟通确保效率
？突破扩利益相关者理概念反映取决（）分析
利益相关方期工程影响（b）开发相应理
效参项目决策执行策略
利益相关者持续话满足需求期解决问题
发生项目决策活动促进适利益相关者参
规划理通信工程需利益相关者需
项目成功两键概念增强离散知识领域
利益相关者理仅仅更理提高交通没
通信更利益相关者理概念驱动需治疗两关键
项目成功关键领域
项目沟通分离项目利益相关者理知识领域改造
理提供处：
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APPENDIX X1 FIFTH EDITION CHANGES
Focuses on not only managing the expectations of the various stakeholder groups but actively working to
ensure an appropriate level of engagement of project stakeholders in the decision making and activities
of the project
Aligns with the growing body of research showing stakeholder engagement as one of the keys to overall
project success
Improves the alignment between the PMBOK Guide and The Standard for Program Management
Aligns better with the focus on stakeholder management being put forward with the new ISO 21500
standard
Allows better emphasis on Project Communications Management by focusing on the main purpose of
communication activities to collect store organize and distribute project information
Enables the realignment of project communications processes thus addressing the confusion and overlap
surrounding project performance analysis and reporting
Section 10 was separated into two distinct Knowledge Areas Project Communications Management and Project
Stakeholder Management This change takes the communication processes currently contained in Section 10
and refocuses them to project communications planning executing and controlling The two current stakeholder
aligned processes within Section 10 (Identify Stakeholders and Manage Stakeholder Expectations) were moved into
a new section addressing stakeholder management Stakeholderrelated text from Section 23 was also moved into
this new section The project management processes related to managing project stakeholders were expanded to
include
Identify Stakeholders
Develop Stakeholder Management Plan
Manage Stakeholder Engagement and
Control Stakeholder Engagement
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附录X1 第五版变化
？重点仅理利益相关群体期积极努力
确保决策活动项目利益相关者参适水
该项目
？利益相关者参研究显示越越作整体关键
项目成功
？提高PMBOK齐？指导理标准程序
？更利益相关者理提出新ISO 21500重点
标准
？允许项目沟通理更重点集中目
交际活动收集存储组织分发项目信息
？项目沟通程调整解决困惑重叠
周边项目性分析报告
10部分分两知识领域：项目沟通理项目
利益相关者理种变化需通信程中前包含10节
转项目沟通计划执行控制前两利益相关者
齐程10节（确定利益相关者理利益相关方期）转移
新部分解决利益相关者理利益相关者相关文23节移动
新部分理项目利益相关项目理流程进行扩展
包括：
？确定利益相关者
？发展利益相关者理计划
？理利益相关者参
？控制利益相关者参
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APPENDIX X1 FIFTH EDITION CHANGES
X111 Process Changes
As part of the process changes several process names were changed to improve consistency across the
processes and to improve clarity All processes that create a subsidiary plan were named using the form of Plan
{XXX} Management The Monitor and Controlling processes were named using the form Control {XXX} since the
act of controlling a process includes monitoring the process These changes improved the consistency of how
processes are named across all processes In addition to process name changes several other processes were
added or modified as described elsewhere in this appendix The list below summarizes the process changes
43 Direct and Manage Project Execution—changed to Direct and Manage Project Work
51 Plan Scope Management—added
55 Verify Scope—changed to Validate Scope
61 Plan Schedule Management—added
71 Plan Cost Management—added
81 Plan Quality—changed to Plan Quality Management
83 Perform Quality Control—changed to Control Quality
91 Develop Human Resource Plan—changed to Plan Human Resource Management
102 Plan Communications—changed to Section 101 Plan Communications Management
103 Distribute Information—changed to Section 102 Manage Communications
105 Report Performance—changed to Section 103 Control Communications
116 Monitor and Control Risks—changed to Control Risks
121 Plan Procurements—changed to Plan Procurement Management
123 Administer Procurements—changed to Control Procurements
101 Identify Stakeholders—moved to Section 131 Identify Stakeholders
132 Plan Stakeholder Management—added
104 Manage Stakeholder Expectations—changed to Section 133 Manage Stakeholders Engagement
134 Control Stakeholders Engagement—added
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附录X1 第五版变化
x111程中变化
作进程部分改变进程名称改提高致性
程提高透明度程创建计划子计划形式命名
{某}理监测控制程形式控制{XXX}命名
行控制程包括程监控变化改善
程命名进程进程名称变化程
添加修改附录方面列表总结程中变化
？43指导理项目执行改指导理项目工作
？51计划理范围增加
？55验证范围验证范围改变
？61计划理添加
？71计划成理
？81质量理计划质量改变计划
？83执行质量控制转变质量控制
？91制定力资源计划改变计划力资源理
？102计划通信改101节通信理计划
？103发布信息改102节理通信
？105报告性变化103节控制通信
？116监测控制风险改变控制风险
？121计划采购计划采购理变化
？123理采购改变控制采购
？101确定利益相关者移动第131部分确定利益相关者
？132计划增加利益相关者理
？104理利益相关方期变成133节理利益相关者参
？134控制利益相关者参增加
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APPENDIX X1 FIFTH EDITION CHANGES
X112 Section 4—Project Integration Management Changes
Process definitions were revised for Develop Project Charter Develop Project Management Plan Direct and
Manage Project Work Monitor and Control Project Work and Perform Integrated Change Control to better align
with the PMI Lexicon and improve clarity of the definitions The Direct and Manage Project Execution was
renamed to Direct and Manage Project Work to better align with its definition and reinforce that this process
applies beyond the Executing processes Other changes consist primarily of expanded explanations refinements
to tools and techniques for several processes and refinements to the inputs and outputs for several processes to
better tie the integration processes to other project management processes A table was added to the discussion
of the output for of the Develop Project Management Plan process to bring clarity to the differentiation between
project documents and Inputs and outputs were adjusted for several processes to reflect the new model of
project data and information flow during the execution of project work
The following table summarizes the Section 4 processes
Table X11 Section 4 Changes
Fourth Edition Sections Fifth Edition Sections
41 Develop Project Charter 41 Develop Project Charter
42 Develop Project Management Plan 42 Develop Project Management Plan
43 Direct and Manage Project Execution 43 Direct and Manage Project Work
44 Monitor and Control Project Work 44 Monitor and Control Project Work
45 Perform Integrated Change Control 45 Perform Integrated Change Control
46 Close Project or Phase 46 Close Project or Phase
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附录X1 第五版变化
x112部分4project集成理变化
程定义进行修订制定项目章程制定项目理计划直接
理项目工作监控项目工作执行整体变更控制更调整
PMI词汇提高透明度定义指导理项目执行
指导理项目工作更定义加强程
超出执行程变化包括扩解释改进
工具技术种方法改进程输入输出
更配合项目理程体化进程表添加讨
输出制定项目理计划程带更清晰区分
项目文件输入输出进行调整反映新程模型
项目数信息流执行项目工作
表总结4节程：
表X1 1第4节变化
第四版第第五版部分
41制定项目章程41制定项目章程
42制定项目理计划42制定项目理计划
43指导理项目执行43指导理项目工作
44监控项目工作44监控项目工作
45执行整体变更控制45执行整体变更控制
46结束项目阶段46结束项目阶段
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APPENDIX X1 FIFTH EDITION CHANGES
X113 Section 5—Project Scope Management Changes
In Section 51 the concept of a Develop Scope Management Plan process was brought back as a way to
ensure consistency across all project planning processes and to reinforce that subsidiary plans are developed to
plan the details for each major Knowledge Area To support consistency in naming the processes that create the
subsidiary plans the Develop Scope Management Plan was named Plan Scope Management The discussion within
the Collect Requirements process was expanded to make clear this process focuses on collecting all requirements
necessary for project success These requirements include the requirements for the product service or result to be
delivered by the project any quality requirements the project must meet and any other project management related
requirements deemed critical for project success The Verify Scope process was renamed to Validate Scope and
the text was reworked to add emphasis that this process is not solely about accepting deliverables but validating
that the deliverables will deliver value to the business and confirms that the deliverables as provided will fulfill
the project objectives as well as their intended use to the project stakeholders Inputs and outputs were adjusted
for several processes to reflect the new model of project data and information flow during the execution of project
work
The following table summarizes the Section 5 processes
Table X12 Section 5 Changes
Fourth Edition Sections Fifth Edition Sections
51 Plan Scope Management
51 Collect Requirements 52 Collect Requirements
52 Define Scope 53 Define Scope
53 Create WBS 54 Create WBS
54 Verify Scope 55 Validate Scope
55 Control Scope 56 Control Scope
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附录X1 第五版变化
x113部分5project范围理变化
51节中开发范围理计划程概念带回种方式
确保项目计划程致性加强分计划开发
计划专业知识领域细节命名致性支持创造程
公司发展计划范围理计划命名计划理范围讨
收集需求程扩展明确程收集求
项目成功必求包括产品服务求
项目交付项目必须符合质量求相关项目理
求认项目成功关键验证范围验证范围程重命名
文重新强调程完全接受交付验证
该成果企业带价值确认交付提供实现
项目目标途项目干系输入输出进行调整
程反映项目数信息流新模型工程
工作
表总结5节程：
表x12第5节变化
第四版第第五版部分
51计划理范围
51收集需求收集需求52
52范围定义53定义范围
53创建54创建WBS
54验证范围验证范围55
55控制范围56控制范围
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APPENDIX X1 FIFTH EDITION CHANGES
X114 Section 6—Project Time Management Changes
Section 6 reflects changes within the industry and detailed in the Practice Standard for Scheduling –
Second Edition
As part of reinforcing the concept of detailed subsidiary plans being created for each major Knowledge Area
and then aggregated into the overall project management plan a new process was added for Plan Schedule
Management This process adds focus on the preliminary decisions around developing and maintaining the
project’s schedule model Process definitions were revised for Define Activities Estimate Activity Resources
Estimate Activity Durations and Control Schedule to improve clarity of the definitions Several processes were
modified with new inputs andor updated outputs Agile concepts were incorporated into the Develop Schedule
process Figures and associated text were updated to clarify scheduling concepts addressed in the section
Added emphasis was placed on resource optimization techniques used in project scheduling Some inputs and
outputs were renamed for several processes to support consistency between the various project management
processes Inputs and outputs were adjusted for several processes to reflect the new model of project data and
information flow during the execution of project work
The following table summarizes the Section 6 processes
Table X13 Section 6 Changes
Fourth Edition Sections Fifth Edition Sections
61 Plan Schedule Management
61 Define Activities 62 Define Activities
62 Sequence Activities 63 Sequence Activities
63 Estimate Activity Resources 64 Estimate Activity Resources
64 Estimate Activity Durations 65 Estimate Activity Durations
65 Develop Schedule 66 Develop Schedule
66 Control Schedule 67 Control Schedule
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附录X1 第五版变化
x114部分6project时间理变化
6部分反映行业变化详细实践标准调度–
第二版
加强公司概念详细计划专业知识领域创造部分
然汇总成整体项目理计划新方法加入计划
理程集中初步决定开发维护
项目进度计划模型程定义进行修订活动定义活动资源估算
估算活动持续时间控制计划提高清晰度定义程
改性新输入输出更新敏捷概念纳入计划发展
程数相关文进行更新澄清调度概念节演讲
增加重点放资源优化技术应项目调度输入
输出更名流程支持种项目理间致性
程输入输出调整程反映项目数新模型
信息流执行项目工作
表总结6节程：
表x13第6节变化
第四版第第五版部分
61计划理
61定义62定义活动活动
62序列63序列活动活动
63估算活动资源估算活动资源64
64估算活动持续时间估算活动历时65
65制定进度计划66制定进度计划
66进度控制67进度控制
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APPENDIX X1 FIFTH EDITION CHANGES
X115 Section 7—Project Cost Management Changes
Section 7 reflects changes coming from within the industry and detailed in the Practice Standard for Estimating
and the Practice Standard for Earned Value Management – Second Edition
As part of reinforcing the concept of detailed subsidiary plans being created for each major Knowledge
Area and then aggregated into the overall project management plan a new process was added for Plan Cost
Management This process adds focus on the preliminary decisions around developing and maintaining the
project’s cost estimates and budget Added emphasis was placed on reserve analysis including contingency and
management reserves with a new figure Figure 78 added to illustrate the various components making up the
project budget A new table Table 71 on earned value calculations summary was added to collect in one place
all of the formulas used for earned value analysis Figures for earned value and project funding requirements
were updated to reflect the added emphasis on management reserves Some inputs and outputs were renamed
for several processes to support consistency between the various project management processes Inputs and
outputs were adjusted for several processes to reflect the new model of project data and information flow during
the execution of project work
The following table summarizes the Section 7 processes
Table X14 Section 7 Changes
Fourth Edition Sections Fifth Edition Sections
71 Plan Cost Management
71 Estimate Costs 72 Estimate Costs
72 Determine Budget 73 Determine Budget
73 Control Cost 74 Control Costs
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附录X1 第五版变化
x115部分7project成理变化
7部分反映行业实践标准详细估算
挣值理–第二版实践标准
加强公司概念详细计划专业知识创造部分
区域然汇总成整体项目理计划新方法加入计划成
理程集中初步决定开发维护
项目成预算增加重点放分析包括应急备
理储备新图图78补充说明种部件组成
项目预算新表表71挣值计算结果汇总表添加方收集
挣值分析公式挣值项目资金需求数
更新反映强调理储备输入输出重命名
流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
项目执行工作
表总结7节程：
表X1 4第7节变化
第四版第第五版部分
71计划成理
71估计费72估算成
72确定73确定预算预算
73成控制74成控制
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APPENDIX X1 FIFTH EDITION CHANGES
X116 Section 8—Project Quality Management Changes
No new processes were added in the project management processes contained within this section The Quality
Planning process was renamed Plan Quality Management to support consistency in naming the processes that
create the subsidiary plans The definition for Plan Quality Management was updated to better align with the added
focus on quality requirements for the project The Perform Quality Control process was renamed Control Quality to
support consistency in naming the various controlling processes Changes consist primarily of expanding discussion
on various tools and techniques within the Quality Management processes Figure 82 on IPECC and PDCA Cycles
in Relation to QA QC and COQ was added to illustrate the fundamental relationships between quality assurance
quality control and cost of quality to the PlanDoCheckAct and InitiatePlanExecuteControlClose models A
new input was added for the Plan Quality Management process to better tie the requirements gathered during the
Collect Requirements process to the overall quality planning for the project More emphasis was placed on the
basic quality management tools used in managing project quality New figures were added to better summarize
the seven basic quality tools and the seven quality management and control tools Some inputs and outputs were
renamed for several processes to support consistency between the various project management processes Inputs
and outputs were adjusted for several processes to reflect the new model of project data and information flow
during the execution of project work
The following table summarizes the Section 8 processes
Table X15 Section 8 Changes
Fourth Edition Sections Fifth Edition Sections
81 Plan Quality 81 Plan Quality Management
82 Perform Quality Assurance 82 Perform Quality Assurance
83 Perform Quality Control 83 Control Quality
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附录X1 第五版变化
第8 x116质量理变化
没新程项目理程中加入节质量
规划程更名计划质量理支持致命名程
创建子计划计划质量理定义进行更新更调整补充
项目质量求重点执行质量控制程控制质量
命名种控制程支持致性变化扩展探讨
种工具技术质量理程图82 ipeccPDCA循环
QAQC煮沸加入间基关系说明质量保证
质量控制质量成计划做检查法启动计划执行控制闭模型
新输入端加入该计划质量理程中更配合期间收集求
收集需求程质量总体规划项目更重点放
基质量理工具工程质量理新数添加更总结
七基质量工具七质量理质量控制工具输入输出
更名流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
执行项目工作
表总结8节程：
表x15第8节变化
第四版第第五版部分
81质量计划81质量理计划
82执行82执行质量保证质量保证
83执行质量控制83质量控制
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APPENDIX X1 FIFTH EDITION CHANGES
X117 Section 9—Project Human Resource Management Changes
No significant changes were implemented in project management processes contained within this section
The Human Resource Planning process was renamed Plan Human Resource Management to support consistency
in naming the processes that create the subsidiary plans Changes consist primarily of some added or modified
inputs tools and techniques and outputs and the replacement of project management plan by human resource
plan as an input of processes 92 Acquire Project Team 93 Develop Project Team and 94Manage Project Team
for consistency with processes in other Knowledge Areas The definitions for Plan Human Resource Management
Acquire Project Team and Develop Project Team were updated to better align with the details of these processes
Some inputs and outputs were renamed for several processes to support consistency in how information flows
between the various project management processes
The following table summarizes the Section 9 processes
Table X16 Section 9 Changes
Fourth Edition Sections Fifth Edition Sections
91 Develop Human Resource Plan 91 Plan Human Resource Management
92 Acquire Project Team 92 Acquire Project Team
93 Develop Project Team 93 Develop Project Team
94 Manage Project Team 94 Manage Project Team
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附录X1 第五版变化
x117部分9project力资源理转变
没显着变化项目理实施流程包含节
力资源规划程更名计划力资源理支持致性
命名创建子计划程变化添加修改
输入输出工具技术通力资源项目理计划更新
规划程输入获92项目93项目团队建设项目团队94manage
知识领域程致性计划力资源理定义
获取项目团队项目团队开发更新更程细节
输入输出更名流程支持致性信息流
项目理程
表总结9节程：
表x16第9节变化
第四版第第五版部分
91制定力资源规划方案91力资源理
92项目团队组建92项目团队组建
93项目团队建设93团队建设
94项目团队理94理项目团队
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APPENDIX X1 FIFTH EDITION CHANGES
X118 Section 10—Project Communications Management Changes
Information about stakeholder management was moved from Section 10 to a new Knowledge Area for
Stakeholder Management The Plan Communications process was renamed Plan Communications Management
to support consistency in naming the processes that create the subsidiary plans The processes for Distribute
Information and Report Performance were reworked to clear up confusion between these processes and their
overlap with processes for Control Scope Control Schedule and Control Cost The processes were refocused
toward the activity of communication as performed in projects considering more the process of communicating
rather than the intent or desired outcome of the message with emphasis on planning for the communications
needs of the project collecting storing and disseminating project information and monitoring overall project
communications to ensure its efficiency The process names were changed to Manage Communications and
Control Communications The definitions for Plan Communications Management Manage Communications
and Control Communications were updated to reflect these changes Some inputs and outputs were renamed
for several processes to support consistency between the various project management processes Inputs and
outputs were adjusted for several processes to reflect the new model of project data and information flow during
the execution of project work
The following table summarizes the Section 10 processes
Table X17 Section 10 Changes
Fourth Edition Sections Fifth Edition Sections
101 Identify Stakeholders Moved to 131
102 Plan Communications 101 Plan Communications Management
103 Distribute Information 102 Manage Communications
104 Manage Stakeholder Expectations Moved to 133
105 Report Performance 103 Control Communications
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附录X1 第五版变化
x118 10节项目沟通理变化
利益相关者理信息10年第新知识领域
利益相关者理该计划通信程更名通信理计划
支持致命名创建子计划程该程分布
信息报告性进行返工清理混乱程关系
重叠控制范围程控制计划控制成程调整
传播活动进行项目考虑更沟通程
意图需通信规划重点信息结果
工程需收集存储传播项目信息监控整项目
沟通确保效率进程名称改变理通信
控制通信计划通信理定义理通信
控制通信更新反映变化输入输出重命名
流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
项目执行工作
表总结10节程：
表x17第10节变化
第四版第第五版部分
101确定利益相关者移动131
102计划通信101计划通信理
103发布信息102理通信
104理利益相关方期移动133
105绩效报告103控制通信
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APPENDIX X1 FIFTH EDITION CHANGES
X119 Section 11—Project Risk Management Changes
No significant changes were implemented in project management processes contained within this section
The Monitor and Control Risks process was renamed Control Risks to support consistency in naming the various
controlling processes Changes were made to move the emphasis away from the term positive risks toward
opportunity to better align with the feedback from the project management community Text was added to expand
upon the concepts of risk attitude risk appetite risk tolerance and risk thresholds Other changes consist primarily
of cleaning up text incorporating feedback and aligning inputs and outputs with changes from other Knowledge
Areas Some inputs and outputs were renamed for several processes to support consistency between the various
project management processes Inputs and outputs were adjusted for several processes to reflect the new model
of project data and information flow during the execution of project work
The following table summarizes the Section 11 processes
Table X18 Section 11 Changes
Fourth Edition Sections Fifth Edition Sections
111 Plan Risk Management 111 Plan Risk Management
112 Identify Risks 112 Identify Risks
113 Perform Qualitative Risk Analysis 113 Perform Qualitative Risk Analysis
114 Perform Quantitative Risk Analysis 114 Perform Quantitative Risk Analysis
115 Plan Risk Responses 115 Plan Risk Responses
116 Monitor and Control Risk 116 Control Risks
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附录X1 第五版变化
x119 11节项目风险理变化
没显着变化项目理实施流程包含节
监视控制风险程更名控制风险支持致命名
控制程进行更改关注重点积极风险走
机会更适应项目理社区反馈文添加扩展
风险态度概念风险偏风险承受力风险阈值变化包括
清理文反馈调整输入输出知识变化
区输入输出更名干进程支持间种致性
项目理程输入输出进行调整反映新模型种方法
项目数信息流执行项目工作
表总结11节程：
表x18第11节变化
第四版第第五版部分
111风险理计划111风险理计划
112风险识风险识112
113执行风险定性分析113定性风险分析
114实施定量风险分析114进行定量风险分析
115计划风险应计划115风险应
116监视控制风险116风险控制
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APPENDIX X1 FIFTH EDITION CHANGES
X120 Section 12—Project Procurement Management Changes
The Plan Procurements process was renamed Plan Procurement Management to support consistency in
naming the processes that create the subsidiary plans The Administer Procurement process was renamed Control
Procurements to support consistency in naming the various controlling processes Other changes consist primarily
of cleaning up text incorporating feedback and aligning inputs and outputs with changes from other Knowledge
Areas Some inputs and outputs were renamed for several processes to support consistency between the various
project management processes Inputs and outputs were adjusted for several processes to reflect the new model
of project data and information flow during the execution of project work
The following table summarizes the Section 12 processes
Table X19 Section 12 Changes
Fourth Edition Sections Fifth Edition Sections
121 Plan Procurements 121 Plan Procurement Management
122 Conduct Procurements 122 Conduct Procurements
123 Administer Procurements 123 Control Procurements
124 Close Procurements 124 Close Procurements
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附录X1 第五版变化
x120 12节项目采购理变化
计划采购计划采购理程支持致性
命名创建子计划程理采购程控制
命名种控制流程支持致性采购变化包括
清理文反馈调整输入输出知识变化
区输入输出更名干进程支持间种致性
项目理程输入输出进行调整反映新模型种方法
项目数信息流执行项目工作
表总结12节程：
表x19第12节变化
第四版第第五版部分
121计划采购计划121采购理
122执行采购122执行采购
123理采购控制123采购
124结束采购结束采购124
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APPENDIX X1 FIFTH EDITION CHANGES
X121 Section 13—Project Stakeholder Management Changes
In keeping with the evolution of thinking regarding stakeholder management within projects a new Knowledge
Area was added addressing Project Stakeholder Management Information on stakeholder identification and
managing stakeholder expectations was moved from Section 10 on Project Communications Management to this
new Knowledge Area to expand upon and increase the focus on the importance of appropriately engaging project
stakeholders in the key decisions and activities associated with the project New processes were added for Plan
Stakeholders Management and Control Stakeholders Engagement Some inputs and outputs were renamed for
several processes to support consistency between the various project management processes Inputs and outputs
were adjusted for several processes to reflect the new model of project data and information flow during the
execution of project work
The following table summarizes the Section 13 processes
Table X110 Section 13 Changes
Fourth Edition Sections Fifth Edition Sections
101 Identify Stakeholders 131 Identify Stakeholders
132 Plan Stakeholder Management
104 Manage Stakeholders Expectations 133 Manage Stakeholder Engagement
134 Control Stakeholder Engagement
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附录X1 第五版变化
x121 13节项目利益相关者理变化
保持思维项目利益相关者理演变新知识
面积增加解决项目利益相关者理基利益相关者识信息
理利益相关方期10部分项目沟通理
新知识领域扩增加适参项目重性焦点
关键决策活动项目关利益相关者新程增加计划
利益相关者利益相关者参理控制输入输出重命名
流程支持种项目理间致性方法输入输出
调整程反映项目数信息流新模型
项目工作执行
表总结13节程：
表x110第13节变化
第四版第第五版部分
101确定131确定利益相关者利益相关者
132计划利益相关者理
104理利益相关者期133理利益相关者参
134控制利益相关者参
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APPENDIX X1 FIFTH EDITION CHANGES
X122 Glossary
The glossary of the PMBOK Guide – Fifth Edition has been expanded and updated to include those terms within
the PMBOK Guide that need to be defined to support an understanding of the document’s contents
Clarify meaning and improve the quality and accuracy of any translations
Eliminate terms not used within the PMBOK Guide – Fifth Edition and
Ensure terms align and harmonize with the terms in the PMI Lexicon and other key PMI standards
X123 Data Flow Diagrams
The data flow diagrams for all project management processes were cleaned up and updated to remove
inconsistencies and ensure each diagram accurately reflects the inputs and outputs associated with a given process
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附录X1 第五版变化
x122词汇
词汇表？–指南第五版已扩更新包括
PMBOK？导需定义支持该文件容理解：
？澄清意义提高质量译文准确性
？消PMBOK中术语？–指南第五版
？保证条款齐PMI词汇关键PMI标准条款协调
x123数流图
项目理程数流图进行清理更新删
致确保图准确反映定程输入输出
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Appendix X2
Contributors and Reviewers of
the PMBOK Guide—Fifth Edition
PMI volunteers first attempted to codify the Project Management Body of Knowledge in the Special Report
on Ethics Standards and Accreditation published in 1983 Since that time other volunteers have come forward
to update and improve that original document and contribute to this globally recognized standard for project
management PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) This appendix lists
alphabetically within groupings those individuals who have contributed to the development and production of the
PMBOK Guide – Fifth Edition No simple list or even multiple lists can adequately portray all the contributions of
those who have volunteered to develop the PMBOK Guide – Fifth Edition
The Project Management Institute is grateful to all of these individuals for their support and acknowledges their
contributions to the project management profession
X21 PMBOK Guide—Fifth Edition Core Committee
The following individuals served as members were contributors of text or concepts and served as leaders
within the Project Core Committee
The following individuals served as members were contributors of text or concepts and served as leaders
within the Project Core Committee
Dave Violette MPM PMP Chair
Joseph W Kestel PMP Vice Chair
Nick Clemens PMP (Sections 3 and 4 Lead)
Dan Deakin PMP (Sections 11 and 12 Lead)
Theofanis C Giotis PMP PMIACP (Sections 1 and 2 Lead)
Marie A Gunnerson (Sections 6 and 7 Lead)
Vanina Mangano PMP PMIRMP (Integrated Content and Change Control Lead)
Mercedes Martinez Sanz PMP (Sections 5 and 8 Lead)
Carolina Gabriela Spindola PMP SSBB (Quality Control Lead)
Kristin L Vitello CAPM Standards Project Specialist
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附录X2撰稿审稿PMBOK？第五版指南
附录X2
作者审稿
PMBOK？第五版指南：
PMI首次尝试专题报告项目理知识体系
伦理标准认证1983出版时起志愿者已
更新完善原始文件助工程全球公认标准
理PMI项目理知识体系指南（PMBOK？指南）附录列表
字母序排列集团作出贡献开发生产
PMBOK？–指南第五版没简单单列表充分描述贡献
动发展PMBOK？–指南第五版
项目理协会感谢支持承认
项目理行业贡献
x21 PMBOK？指南第五版核心委员会
列员担委员文概念贡献者担领导
项目核心委员会：
列员担委员文概念贡献者担领导
项目核心委员会：
戴夫紫罗兰MPMPMP椅子
约瑟夫·W·凯斯泰尔PMP副席
尼克克莱门斯PMP（部分34铅）
Dan迪肯PMP（部分1112铅）
西奥C GiotisPMPPMIACP（部分12铅）
玛丽A甘纳森（部分67铅）
外瓦尼纳曼加诺PMPpmirmp（集成容变更控制铅）
奔驰马丁兹SanzPMP（部分58铅）
卡罗莱纳州Gabriela spindolaPMP黑带（质量控制铅）
克里斯廷L VitelloCAPM标准项目专员
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484？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X22 PMBOK Guide—Fifth Edition Subcommittee
The following individuals served as contributors of text or concepts and as leaders of the Project Subcommittee
Matthew B Anderson PMP PMIACP (Section 4 Leader)
Gilbert B Asher MBA PMP (Data Flow Working Group Leader)
Brad Bigelow PMP MSP (Section 2 Leader)
Cecilia Boggi PMP (Section 9 Leader)
Bernardo O Bustamante PE PMP (Section 1 Leader)
Akshata Karanth PMP (Section 6 Leader)
David L Keeney PMP CTT+ (Section 8 Leader)
David Kramer (Section 12 Leader)
Karthikeyan Kumaraguru MS PMP (Section 11 Leader)
MaryElizabeth Larson PMP CBAP (Section 5 Leader)
Charles J Lesko Jr PhD PMP (Section 10 Leader)
Claudia Alex Morris MBA PMP (Editorial Leader)
John M Nevison (Section 7 Leader)
MKRamesh BE PMP (Section 3 Leader through 62011)
Krupakar Reddy PMP PRINCE2 Practitioner (Section 3 Leader)
Yad Senapathy (Section 4 Leader through 62011)
Anca E Sluanschi MSc PMP (Section 13 Leader)
X23 Significant Contributors
In addition to the members of the Project Core Committee and Subcommittee the following individuals provided
significant input or concepts
George F Burton MBA PMP
Tammy Clark
Joel R Erickson MAcc PMP
Stanisaw Gasik PhD
Ashok Jain PMP CSM
Andrea Pantano PMP
Federico Roman Demo PMP ITIL
Anthony Tsui MIT PMP
Jennifer L Walker PMP
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附录X2撰稿审稿PMBOK？第五版指南
x22 PMBOK？第五版指南委员会
面作文概念贡献者作项目组领导：
马修·安德森PMPPMIACP（4节领先）
吉尔伯特亚瑟MBAPMP（数流工作组组长）
布拉德奇洛PMPMSP（2节领先）
塞西莉亚BoggiPMP（9节领先）
贝尔纳布斯塔曼特PEPMP（1节领先）
akshata卡伦斯PMP（6节领先）
戴维L基尼PMPCTT +（8节领先）
戴维克莱默（12节者）
卡菲基恩kumaraguru MSPMP（11节领先）
玛丽伊丽莎白拉尔森PMPCBAP（5节领先）
查尔斯·J·莱斯科JrPhDPMP（10节领先）
克劳蒂亚亚历克斯MorrisMBAPMP（编辑组长）
约翰M尼维森（7节领先）
mkrameshPMP（3节领先6 2011）
克鲁帕克迪PMPPRINCE2医生（3节领先）
色列senapathy（4节领先6 2011）
ANCA E SLU？anschiMSCPMP（13节领先）
X23重贡献
核心项目委员会组委员会成员列士提供
重输入概念：
乔治·F·伯顿MBAPMP
Tammy克拉克
乔尔R埃里克森MACCPMP
stanis？噢gasik博士
印度耆教PMPCSM
安德列PantanoPMP
费德里克罗马演示PMPITIL
安东尼翠麻省理工学院PMP
珍妮佛沃克PMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版485
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X24 PMBOK Guide—Fifth Edition Content Committee
The following individuals were contributors of text or concepts and provided recommendations on drafts of the
PMBOK Guide—Fifth Edition
Humayun Akhtar PE PMP
Mark O Alexander PEng PMP
Miguel Angel Hernandez Ayala MBA PMP
Katherine A Barnoski PMP CPCP
Sameer S Bendre PMP CSM
Manuela Borlovan
Hector E A Boye MSc PMP
Carlos M Brenes MPM
Kevin Brennan PMP CBAP
Melissa F Bull PMP
Guido Caciagli B PMP
Jesus Mario Garcia Cano PMP
Ramesh Chandak
Carol Dekkers PMP CFPS
Wayne D Ellis PE PMP
Andrés Falcón MBA PMP
Anna Maria Felici PMP CMC
Sachin Ghai PMP
Juan Carlos González PMP ITIL
Mike Griffiths PMP PMIACP
Joseph Gruber PMP CAPM
Sharnikya F Howard MBA PMP
Harold S Hunt PMP
Suhail Iqbal PgMP PMP
Rajan T Janjani PMP ITIL Expert
Chandrashekhar S Joshi PMP
Chartered Engineer
Puja Kasariya PMP
Khalid Ahmad Khan PE PMP
Terri Herman Kimball PMP
Vijay Kumar
Gaspar Pacheco Leal PMP
Nguyen Long Son PMP PMIRMP
Debra J Lovelace PMP
Tom Magee MBA PMP
Ahsan Maqbool PMP PMIRMP
Conrado Morlan PgMP PMP
Tilden Moschetti
Jacob Kottackal Ninan
Abdul Nsubuga
Reuben Oshomah MSc PMP
Marcus S Parker Sr PMP
Sergio A Pealoza PMP
Ute Riemann MBA MCS
Nick Riordan MBA PMP
Shivkanth V Rohith PMP PMIACP
Bruce Schwickrath PMP LSSMBB
Kishankumar J Solanki
Tejas V Sura MS PMP
Federico Vargas PMP MPM
Srikanth Victory
Himanshu Shripad Warudkar PMP ITIL
S K Steve Wong PMP CMA
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附录X2撰稿审稿PMBOK？第五版指南
x24 PMBOK？第五版指南容委员会
文概念贡献者提供建议草稿
PMBOK？第五版指南：
马云AkhtarPEPMP
马克亚力山P英格PMP
米格尔天埃尔南德斯阿亚拉MBAPMP
凯瑟琳巴诺丝姬PMPCPCP
美国bendre SameerPMPCSM
Manuela borlovan
赫克托E A博野MSCPMP
卡洛斯布雷斯MPM
凯文布伦南PMPCBAP
梅丽莎F公牛PMP
Guido卡西亚利BPMP
耶稣马里奥加西亚卡诺PMP
拉梅什chandak
卡罗尔德克斯PMPCFPS
韦恩D埃利斯PEPMP
安德烈é猎鹰óNMBAPMP
安娜玛丽亚费利奇PMPCMC？
萨思PMP
胡安卡洛斯Gonzá冈萨雷斯PMPITIL
迈克格利菲斯PMPPMIACP
约瑟夫格鲁伯PMPCAPM
sharnikya F霍华德MBAPMP
哈罗德S HuntPMP
Suhail伊克巴尔PgMPPMP
Rajan T janjaniPMPITIL专家
Chandrashekhar S乔希PMP
特许工程师
礼拜kasariyaPMP
哈立德艾哈迈德汗PEPMP
特里赫尔曼KimballPMP
Vijay库马尔
加斯帕尔帕切科PMP
阮长PMPpmirmp
黛布拉J爱拉斯PMP
汤姆麻吉MBAPMP
阿赫桑马克布勒PMPpmirmp
Conrado美国PgMPPMP
蒂尔登moschetti
雅伯kottackal宁安
阿卜杜勒利·苏布加
鲁oshomahMSCPMP
马库斯S Parker先生PMP
塞尔吉奥A体育？alozaPMP
犹黎曼MBAMCS
尼克RiordanMBAPMP
shivkanth诉rohithPMPPMIACP
布鲁斯schwickrathPMPlssmbb
kishankumar J索兰奇
光辉v苏拉MSPMP
费德里克巴尔加斯PMPMPM
Srikanth胜利
Himanshu Shripad warudkarPMPITIL
S K黄家强PMPCMA
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486？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X25 Reviewers
X251 SME Review
In addition to the members of the Committee the following individuals provided their review and recommendations
on drafts of the standard
Stephen Kwasi Agyei PMP LLM
Lavanya Arul PMP PMIRMP
Ernest Baker PMP PRINCE2 Practitioner
Mamoun Besaiso CE
James C Bradford Jr PMP
Damiano Bragantini PMP
Georgeta Brehoi PMP
Peter Brown
Andrea Caccamese PMP Prince2 Practitioner
Panos Chatzipanos PhD PE
Jared Curtis PMP
Mario C Delvas MBA PMP
Dipti Desai PMP
Lakshmi Dhruvarao PMP CSM
George Diakonikolaou PhD PMP
Peter Dimov PMP CBM
Richard Egelstaff PMP MBA
Charles T Follin PMP
Prabhat Garg PMP
Vivek Goel PMP CSM
Mustafa Hafizoglu
Dr Sheriff Hashem PhD PMP
David A Hillson PhD PMI Fellow
Christine Hoffman
Hiroto Horio PMP
David T Hulett PhD
Poornaselvan Jeevanandam
Gregory I Jepson
Kazuo Kawai PMP
Konstantinos Kirytopoulos PhD PMP
Adrian W LovelHall PMP PMIRMP
Thomas F McCabe PMP CSSMBB
Harold Mike Mosley Jr PE PMP
Daud Nasir PMP LSSBB
Alexandre Vieira de Oliveira MBA PMP
Sneha V Patel PMP
Richard Perrin
Walter Plagge MBA PMP
Marlene Derian Robertson
Fernan Rodriguez PMP
Tres Roeder MBA PMP
Guy Schleffer MBA PgMP
Nitin Shende PMP CSM
Nagendra Sherman PMP
J Greg Smith
Cyndi Snyder PMP EVP
Geree V Streun PMP PMIACP
Jurgen Sturany PMP
Yasuji Suzuki PMP
Shoji Tajima
Yvonne Tan EY PMP
Gerhard J Tekes PMP PMIOPM3
Certified Professional
Biagio Tramontana Eng PMP
Thomas M Walsh PMP
Juanita M Woods PMP PgMP
Ronaldo Zanardo CAPM
Heinz Zimmermann PMP
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附录X2撰稿审稿PMBOK？第五版指南
查评：
x251中企业审查
外委员会成员列士提供评建议
标准草案：
史蒂芬夸西AgyeiPMP法学硕士
LAVANYA ArulPMPpmirmp
厄斯特贝克PMPPRINCE2实践者
奈达besaiso长官
杰姆斯·布拉德福德JrPMP
达米亚诺bragantiniPMP
brehoi塔珀PMP
彼布朗
安德列caccamesePMPPRINCE2实践者
帕诺斯chatzipanos博士体育
贾里德柯蒂斯PMP
马里奥C delvasMBAPMP
dipti德赛PMP
拉克dhruvaraoPMPCSM
乔治diakonikolaou博士PMP
彼德莫夫PMP煤层气
李察egelstaffPMPMBA
查尔斯T福林PMP
黎明加格PMP
维韦克GoelPMPCSM
穆斯塔法hafizoglu
警长哈希姆博士博士PMP
戴维A希尔森博士PMI院士
Christine霍夫曼
弘皓日PMP
戴维T休利特博士
poornaselvan jeevanandam
格雷戈瑞岛杰普森
喀左卡瓦PMP
康斯坦丁kirytopoulos博士PMP
阿德里安·阳光厅PMPpmirmp
托马斯·麦凯PMPcssmbb
哈罗德麦克莫斯利JrPEPMP
达乌德纳西尔PMPlssbb
亚历山维埃拉de奥利维拉MBAPMP
Sneha诉帕特尔PMP
李察佩兰
沃尔特plaggeMBAPMP
玛琳道林罗伯森
费尔南罗德里格兹PMP
三罗德MBAPMP
schlefferMBAPgMP
Nitin德PMPCSM
纳根德拉舍曼PMP
J格雷戈史密斯
斯奈德PMP执行副总裁
geree诉streunPMPPMIACP
尤尔根sturanyPMP
铃木萩康司PMP
商事田岛
伊冯Tan EYPMP
格哈德J特克斯PMPpmiopm3
认证专业
亚吉奥北风工学PMP
托马斯沃尔什先生PMP
胡安妮塔·伍兹PMPPgMP
罗纳尔zanardoCAPM
海茨ZimmermannPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版487
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X252 Member Advisory Group (MAG) Review
The following individuals served as members of the PMI Standards Program Member Advisory Group and voted
on the final draft of the PMBOK Guide – Fifth Edition
Monique Aubry PhD MPM
Chris Cartwright MPM PMP
Laurence Goldsmith PMP
Paul E Shaltry PMP
Cyndi Snyder MBA PMP EVP
X253 Consensus Body Review
The following individuals served as members of the PMI Standards Program Consensus Body and voted on the
final draft of the PMBOK Guide – Fifth Edition
Monique Aubry PhD MPM
Nigel Blampied PE PMP
Nathalie Bohbot PMP
Dennis L Bolles PMP
Peggy Brady
Chris Cartwright MPM PMP
Sergio Coronado PdD
Andrea Demaria PMP
John L Dettbarn Jr DSc PE
Charles T Follin PMP
Laurence Goldsmith MBA PMP
Dana J Goulston PMP
Dorothy L Kangas PMP
Thomas Kurihara
Timothy MacFadyen
David Christopher Miles CEng OPM3CC
Harold Mike Mosley Jr PE PMP
Mike Musial PMP CBM
Eric S Norman PgMP PMP
Deborah O’Bray CIM (Hons)
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附录X2撰稿审稿PMBOK？第五版指南
x252成员咨询组（MAG）评
列员担PMI标准计划成员咨询组成员投票
项目理知识体系终草案？–指南第五版：
莫妮克Aubry博士MPM
克里斯CartwrightMPMPMP
劳伦斯史密斯PMP
保罗E shaltryPMP
斯奈德MBAPMP执行副总裁
x253识机构审查
列员担PMI标准程序致体成员投票表决
稿？–指南第五版：
莫妮克Aubry博士MPM
奈吉尔BlampiedPEPMP
娜塔丽BohbotPMP
丹尼斯博尔斯PMP
佩吉Brady
克里斯CartwrightMPMPMP
塞尔吉奥科罗纳PDD
安德列德马里亚PMP
约翰L德特巴恩JrDSCPE
查尔斯T福林PMP
劳伦斯史密斯MBAPMP
Dana J古尔斯顿PMP
萝西L KangasPMP
托马斯栗原
提摩太Macfadyen
戴维克里斯托弗英里蹭opm3cc
哈罗德麦克莫斯利JrPEPMP
迈克穆西尔PMP煤层气
Eric S诺尔曼PgMPPMP
底波拉o'brayCIM（荣誉）
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488？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nanette Patton MSBA PMP
Crispin (Kik) Piney BSc PgMP
Michael Reed PMP
Chris Richards PMP
Paul E Shaltry PMP
Jen L Skrabak MBA PMP
Matthew D Tomlinson PgMP PMP
X254 Final Exposure Draft Review
In addition to the members of the Committee the following individuals provided recommendations for improving
the Exposure Draft of the PMBOK Guide—Fifth Edition
Javed A Abbasi MBA PMP
Klaus Abert
Biju B Abraham PMP
Mohammad I Abu Irshaid PMP
Mohammad Adel PMP
Yaser Afaneh MSCE PMP
Eng Ahmed Taha MBA PMP
Mounir Ajam
Phill C Akinwale MSc PMP
Mfon D Akpan MBA PMP
Mobasher Abdu AlAsmry
CE KSA
Homam Al khateeb PMP
PMIRMP
Ahmad AlNahar MBA PMP
Melad Alaqra PMP
José Rafael Alcalá Gómez
MBA PMP
Martin Alemán Valdés PMP
Mohammed Faiq AlHadeethi
PMP MSc (Mech)
Anwar Ali MBA PMP
Allam V V S Venu PMP
Barnabas Seth Amarteifio
PMP ITIL
Yousif Amin PMP
Andy Anderson MA PMP
David Angelow MBA PMP
Luciano Antoniucci
Mark A Archer PhD PMP
Ondiappan Arivazhagan Ari
PMP PMIRMP
Wisdom Kwasi Asare
Amegashie
Babissakana PMP
Mohamed A Badie PMP
Prince2 Practitioner
Ammar N Baidas PgMP PMP
Kamal Bajaj PMP PGDBA
Jehad J Baker PgMP PMP
J Balamurali PMP
Federica Ballone PMP
Manuel F Baquero V MSc PMP
Brent R Barton
Anupam Baruah
Olaf Baumgartner PMP
Iain Begg PMP
Laura Benedetti
Wayne F Best
Harwinder Singh Bhatia
PMP CSM
Pius Bienz PhD PMP
Jean Binder PMP
Nigel Blampied PE PMP
Michael P Bomi BSc PMP
Raúl Borges PMP
Farid F Bouges MSc PMP
Lynda Bourne DPM FAIM
Joao Carlos Boyadjian
MSc PMP
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附录X2撰稿审稿PMBOK？第五版指南
Nanette巴顿工商理硕士PMP
克里斯（击）松树衡计分卡PgMP
迈克尔芦苇PMP
克里斯理查兹PMP
保罗E shaltryPMP
珍L skrabakMBAPMP
马修汤姆林森PgMPPMP
x254终草案审查
外委员会成员列士提供改进建议
稿？第五版指南：
贾韦德A阿巴西MBAPMP
克劳斯艾伯特
优B亚伯拉罕PMP
穆罕默德阿布irshaidPMP
穆罕默德AdelPMP
亚瑟afanehMSCEPMP
工程艾哈迈德TahaMBAPMP
穆尼尔ajam
菲尔·C akinwaleMSCPMP
mfon D阿克潘MBAPMP
铝asmry Mobasher阿卜杜
CEKSA
希幔Al khateebPMP
pmirmp
艾哈迈德Al NaharMBAPMP
美莱达alaqraPMP
José拉斐尔alcaláGómez
MBAPMP
马丁AlemáN瓦éPMP
穆罕默德Al hadeethi国际财务顾问证书
PMP理学硕士（机械）
安瓦尔阿里MBAPMP
阿拉姆V维纳斯PMP
巴巴塞思amarteifio
PMPITIL
约瑟夫阿明PMP
安迪Anderson马PMP
戴维安吉MBAPMP
卢西亚诺验教训
马克：射手博士PMP
ondiappan arivazhagan阿里
PMPpmirmp
智慧夸西—
amegashie
babissakanaPMP
穆罕默德A芭迪PMP
PRINCE2实践者
阿马尔baidasPgMPPMP
卡马尔BajajPMP读
圣战J BakerPgMPPMP
J balamuraliPMP
ballonePMP
曼努埃尔F巴奎里路诉MSCPMP
布伦特河巴顿
阿邦Baruah
奥拉夫鲍姆加特PMP
Iain BeggPMP
劳拉Benedetti
韦恩F
harwinder辛格Bhatia
PMPCSM
庇护bienz博士PMP
粘合剂PMP
奈吉尔BlampiedPEPMP
迈克尔·波密衡计分卡PMP
RAúL博尔赫斯PMP
法里德F bougesMSCPMP
琳达伯恩DPM谨
卡洛斯boyadjian
理学硕士PMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版489
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Didier Brackx PMP
Jim Branden MBA PMP
Wayne R Brantley MSEd PMP
Ralf Braune PMP
Tamela J Brittingham PMP
Jerry Bucknoff MBA PMP
Syed Asad Hasnain Bukhari
MBA (MIS) PMP
Jeffrey S Busch PMP
Mario Castro Caballero
Anthony Cabri PMP
Andrea Caccamese PMP
Prince2 Practitioner
Roberto A Cadena Legaspi PMP
Jacob Calabrese CSP CBAP
Maria Cardullo
James F Carilli PgMP PMP
Christopher W Carson
PMP CCM
Angela M Cason PMP
Ralph Celento
Rebecca Cervoni PMP
Bruce C Chadbourne
PgMP PMIRMP
Kameswaran
Chandrasekaran PMP
Theodore Jiyon Chang
Ramesh Chepur PMP PRINCE2
Practitioner
Subrahmanyam VN Chinta
PMP CSM
Marcin Chomicz MBA PMP
Abhishek Chopra
Angel R Chourio PMP
Eric Christoph PMP EVP
Rose M Clark PMP
Rogerio L Clavello PMP
Xavier Clerfeuille MSc SSL
Black Belt
Paul Converti PMP CISSP
Mario Coquillat de
Travesedo PMP
Franco Cosenza PE MScEE
Jeremy Coster PMP
Raymond Covert
Holly Cowe
Adriano José da Silva Neves
MSc PMP
William L (Bill) Dam PMP CPG
Joseph W Daniel PMP
Richard Gary Daniels
Mohamed Daoud
Russell W Darnall DM PMP
Fariborz Davarpanah MBA PMP
Luiz Guilherme de Carvalho
Elisa De Mattia
PH Manjula Deepal De Silva
BSc PMP
Vijay Deshpande
Salvatore Di’iorio
George Diakonikolaou
John H Dittmer VI CISSPISSMP
PMP
Marcelo Sans Dodson
PMP MPM
Roland Doerr MBA PMP
Serge Dolivet PMP
Bhushan Dongare
R Bernadine Douglas MS PMP
Xinhua Du
Arun Dubagunta
Stephen Duffield MPM CPPD
Pradip Kumar Dwevedi PMP
Hany A Elhay PMP
Bilal M El Itani MBA PMP
Abdurazag Elkhadrawe
William Ernest MPM PMP
Dmitry A Ezhov PMP
Leandro Faria PMP PMIACP
Daniel Fay PMP
Madhu Fernando DBA PMP
Jesse Fewell PMP CST
Claudia Fiallo PMP
John C Buck’ Field MBA PMP
Robinson Figueroa MS PMP
David Foley MBA
Sandra FonsecaLind
Scott D Freauf PMP IPMAC
Sakae Fujino
Yoichi Fukuhara PMP
Nestor C Gabarda Jr ECE PMP
Luca Gambetti PMP CFPS
Gerardo A Garavito F PMP
PMIACP
Jose Eduardo Motta Garcia
MBA PMP
Jorge Garcia Solano PMP MPM
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
490 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
brackxPMP
吉姆BrandenMBAPMP
韦恩R Brantley专业PMP
拉尔夫布劳PMP
泰美拉J伯明翰PMP
杰里bucknoffMBAPMP
赛义德阿萨德Hasnain布哈里
工商理硕士（MIS）PMP
杰夫瑞S布施PMP
马里奥卡斯特罗Caballero
安东尼立体PMP
安德列caccamesePMP
PRINCE2实践者
罗伯托A连锁黎牙实PMP
雅伯CalabreseCSPCBAP
玛丽亚中美
杰姆斯·F·卡里PgMPPMP
克里斯托弗·卡森
PMPCCM
安吉拉卡森PMP
拉尔夫赛琳顿
丽贝卡cervoniPMP
布鲁斯C查德伯恩
PgMPpmirmp
kameswaran
钱PMP
西奥张晶亿源
拉梅什chepurPMPPRINCE2
医生
金塔vn
PMPCSM
马尔辛chomiczMBAPMP
阿布舍克Chopra
天河chourioPMP
Eric克里斯托夫PMP执行副总裁
玫瑰克拉克先生PMP
Rogerio L clavelloPMP
沙维尔clerfeuilleMSCSSL
黑带
保罗PMPCISSP
马里奥coquillat de
travesedoPMP
佛朗哥科森扎PEmscee
杰瑞米科斯特PMP
雷蒙德秘密
冬青兵卫
阿德里亚诺达席尔瓦é
理学硕士PMP
威廉（尔）坝PMPCpG
约瑟夫丹尼尔PMP
李察加里丹尼尔斯
穆罕默德喜欢
罗素W达纳尔DMPMP
Fariborz达瓦尔帕纳MBAPMP
路易斯Guilherme卡瓦略
ELISA 10
彼manjula deepal德席尔瓦
衡计分卡PMP
维杰Deshpande
塞尔瓦托di'iorio
乔治diakonikolaou
约翰H DittmerVIcisspissmp
PMP
马塞洛桑德森
PMPMPM
罗兰尔MBAPMP
哔叽利维PMP
dongare bhushan
R伯娜丁道格拉斯MSPMP
新华杜
阿伦dubagunta
史蒂芬DuffieldMPMCPPD
库马尔dwevedi波PMP
汉尼A elhayPMP
拉尔M El ItaniMBAPMP
abdurazag elkhadrawe
威廉厄斯特MPMPMP
德米特里A爱佐夫PMP
法利亚PMPPMIACP
丹尼尔FayPMP
马费尔南DBAPMP
杰西弗维尔PMPCST
文作者Fiallo克劳蒂亚PMP
约翰C巴克栏中MBAPMP
鲁滨孙FigueroaMSPMP
戴维FoleyMBA
桑德拉丰塞卡林德
史葛D freaufPMPipmac
荣藤野
Yoichi福原PMP
斯特C gabarda JrECEPMP
卢卡GambettiPMPCFPS
杰勒德A加拉维特FPMP
PMIACP
泽莫塔加西亚
MBAPMP
豪尔赫加西亚SolanoPMPMPM
授权：谢妍PMI memberid：2339948
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490？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Sergio Garon MS
Jay D Gassaway PMP PMPSP
Michael J Gauthier MA CPM
Darline Georges
Soumajit (Sam) Ghosh PMP
PhD Candidate
Carl M Gilbert PMP Cert OPM3
Professional
Peter James Gilliland PMP
Sulema de Oliveira Barcelos
Gobato MsC PMP
Emily Godinet Lounge PMP
Peter Goldberg
Andrés F Gómez MSc PMP
Guillermo Gomez Hdez CSM
José Abranches Gonalves
MSc PMP
Himanshu Kumar Goswami
Jean Gouix Eng PgMP PMP
Gary J Graham CISM CISSP
Charlie Green PMP
Roy C Greenia MPM PMP
Salomon Pineda Guerrero
Pier Luigi Guida PgMP PMP
Lakshmeesha T Gundurao
PMP CSM
Guo MingHui (MARS) PMP
Kapil Gupta PMP
Edward Hall PMP
Noha Hamdy
Sharad S Harale MBA PMP
Simon Harris PMP D4
Accredited
Abdulrahman M Hassan MSc
Gregory T Haugan Sr
PhD PMP
Larry J Hawkins DSc PMP
Susumu Hayakawa PMP
Kym Henderson RFD
MSc (Comp)
Robert Hierholtz
Robert N Higgins V PMP
Danny N Hinton PMP
Shirley P Hinton PMP
Hisashi Hirose PMP
Jack J Holmes PMP
Keith D Hornbacher MBA
Tim Hornett PMP
Christina M House PMP EMBA
Seth Huckabee
Robert F Hull PE PMP
Guillermo A Ibaez PMP ITIL
Shuichi Ikeda PMP
Hemant Israni PMP PMIRMP
Vladimir Ivanov IPMAB
Assessor ITIL Expert
Vidya Iyer PMP
Can Izgi PMP
Elaine T Jackson BS PMP
James M Jackson PMP FLMI
Rajesh Jadhav PgMP PMIRMP
Rebecca Jahelka PMP
Gagan Jain MBA PMP
Don R James PMP
Vicki James
Chandra Shekar Jayanna PMP
Johannan Johnny’ Jhirad B
Tech (IIT Bombay)
Marco Antonio Jimenez
MBA PMP
Jaime Jiménez Ayala PhD PMP
Tony Johnson PgMP PMP
Fayez Jolani MBA PMP
Michele J Jones PMP
Yves Jordan PMP
Chandrashekhar S Joshi PMP
Chartered Engineer
Rameshchandra Joshi
Donaliya K Porter MBA MPM
SS Kanagaraj PMP ITIL
Edwin J Kapinus PE PgMP
Madhavi Karanam MBA
Heinrich Karageorgou
MBA DBA
Naoki Kasahara PMP
Ramakrishna Kavirayani PMP
Kenichi Kawamata PMP
Babatunde Oluwayomi Kayode
MS ProjM MSc(PM)
Tarig A Khalid PMP CBAP
Adil Khan
Muhammad Ehsan Khan PhD
PgMP PMP
Nader Khorrami Rad PMP
Mangesh A Khunte PMP
PMIACP
Mostafa Kilani
Athens Kolias PMP MPM
Walter Kriegl PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 491
附录X2撰稿审稿PMBOK？第五版指南
塞尔吉奥加龙女士
周杰伦D加萨韦PMPpmpsp
迈克尔·Gauthier马CPM
darline乔治斯
soumajit（山姆）戈什PMP
博士候选
卡尔M吉尔伯特PMPCERT OPM3
专业
彼杰姆斯GillilandPMP
sulema de奥利维拉巴塞罗斯
gobatoMSCPMP
艾米丽godinet休息室PMP
彼·戈德堡
安德烈éS FGóMezMSCPMP
Guillermo戈麦斯hdezCSM
José阿布兰谢斯Gon？阿尔维斯
理学硕士PMP
Himanshu库马尔哥斯瓦米
gouix英格PgMPPMP
加里·格雷厄姆国际军体理事会CISSP
查利格林PMP
Roy C绿尼亚MPMPMP
罗门Pineda格雷罗
墩路易吉指南PgMPPMP
gundurao lakshmeesha T
PMPCSM
郭明辉（火星）PMP
Kapil GuptaPMP
爱德华音乐厅PMP
NOHA哈姆迪
撒拉德haraleMBAPMP
西蒙哈里斯PMPD4？
认
Abdulrahman哈桑理学硕士
格雷戈瑞T豪根高级
博士PMP
拉里霍金斯DSCPMP
周早川PMP
Kym亨德森RFD
理学硕士（COMP）
罗伯特hierholtz
罗伯特N希金斯五世PMP
丹尼HintonPMP
雪莉P HintonPMP
尚志广濑PMP
杰克福尔摩斯PMP
基思D hornbacherMBA
提姆霍特PMP
克莉丝汀先生房子PMPEMBA
塞思哈克
罗伯特F船体PEPMP
吉尔勒莫A IBA？EZPMPITIL
池田PMP
HemantPMPpmirmp
弗拉迪米尔伊万诺夫ipmab
陪审员ITIL专家
维迪亚IyerPMP
izgiPMP
伊莲杰克逊BSPMP
杰姆斯杰克逊PMP生活理协会会员
拉杰什贾达夫PgMPpmirmp
丽贝卡亚赫尔卡PMP
耆教MBAPMP
唐·R杰姆斯PMP
维姬杰姆斯
钱德拉jayanna谢卡PMP
johannan约翰尼jhiradB
技术（IIT孟买）
安东尼奥希门尼斯
MBAPMP
海梅吉姆é兹阿亚拉博士PMP
托尼约翰逊PgMPPMP
Fayez jolaniMBAPMP
米歇尔J琼斯PMP
伊夫乔丹PMP
Chandrashekhar S乔希PMP
特许工程师
rameshchandra Joshi
donaliya K波特MBAMPM
SS KanagarajPMPITIL
埃德温J kapinusPEPgMP
马维karanamMBA
海里希karageorgou
工商理硕士博士
直树KasaharaPMP
室利罗摩克里希纳kavirayaniPMP
健PMP
巴oluwayomi kayode
MS projmMSC（PM）
泰伦格A哈立德PMPCBAP
阿迪尔汗
穆罕默德Ehsan汗博士
PgMPPMP
纳德Khorrami弧度PMP
mangeshkhuntePMP
PMIACP
Mostafa Kilani
雅典KoliasPMPMPM
沃尔特krieglPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版491
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Srikanth Krishnamoorthy
PMP PGDSA
Kannan Krishnan
Casimer Casey Kroll
PMP MASc
Gustavo Krowczuk PMP
Devesh Kumar PMP PMIACP
L Senthil Kumar PMP
Pavan S Kumar PMP
Raghu Kumar
Vladimir Kupershteyn PhD PMP
Thomas M Kurihara
Puneet Kuthiala PMP CGEIT
Massimo La Rosa PMP
Thierry Labriet PMP IPMAB
Rangarajan Lakshminarasimhan
PMP
Arun Lal
Elixender Lamprea León
PEITIL MSc IT
Hagit Landman PMP PMISP
Ayotunde O Lawal PMP CAPM
Roberta Lawrence BAppMgt
(Project Management) PMP
S Douglas Leard PMP ACP
Oliver F Lehmann PMP CLICP
Ginger Levin PhD PgMP PMP
JeanPierre Lhomme PMP
Jian Liang
Kanak Limbu PMP ITILV3
Frank MC Lin
Marco Antonio L Lo Visco
MBA PMP
Lohokare
Anand Lokhande PMP
Alberto J Lopez PMP
Samuel López González de
Murillo PMP
Zheng Lou MBA PMP
Sérgio Loureno PMIRMP PMP
Hugo K M Loureno PMP
Robert A Lyell PMP
Frederick G Mackaden
MBA PMP
Engr Sangu Maha Rajan BTech
Abhijit A Maity PMP
Richard Maltzman
Anthony Mampilly PMP
Kenneth Manahl
Ammar Mango
David Mantle PMP
Len Marchese PMP
Daniel Marigliano
Shobhana M BTech Prince2
Antonio Marino PMP PMIACP
Tom Mastal PMP CSM
Flávio Matsuyama PhD
Vincent McGevna PMP PRINCE2
Practitioner
Jon McGlothian MBA PMP
Alan McLoughlin BE MPM
Suzette A McNaught MBA PMP
Peter Berndt de Souza Mello
SpS PMISP
Yan Bello Méndez PMP
Katia M Méndez Madrigal
MAP PMP
Ernst Menet PMP
Rashmi Menon
Mohammed M’hamdi PMP
Joachim Modern PMP
Megat Ahmad Zainuri B
Mohamed PMP
Mannan Mohammed PMP PEng
Haitham K M Mokhtar BSc
PG Dip
Andres Molano Trujillo
Marshciene Hendrix Moor
MBA MS
Lacheta Moore
Carlos Morais
John Morck Med PMP
Harold Mike Mosley Jr
PE PMP
Saradhi Motamarri MTech PMP
Henrique Moura PMP
Nathan M Mourfield MBA PMP
Hazim Muhssin
Kristin Munro
Mike Musial PMP CBM
Khalid M Musleh PMP ISO
9001 LA
Arul SP Muthupandian
Amir Naderi Msc PMP
Basab Nandi
Sergio Nascimento
Faig Nasibov PMP
Mthokozisi Ncube MSc PMP
TaTianna K Nealy PMP RMP
Shashank Neppalli PMP
Nghi M Nguyen PhD PMP
Thuthuy C Nguyen PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
492 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
Srikanth Krishnamoorthy
PMPpgdsa
Kannan Krishnan
casimer凯西克罗尔
PMP男性
古斯塔沃krowczukPMP
Devesh库马尔PMPPMIACP
L森迪尔库马尔PMP
帕S库马尔PMP
拉库库马尔
弗拉迪米尔kupershteyn博士PMP
托马斯M栗原
kuthiala普尼特PMPcgeit
马西莫罗萨PMP
蒂埃里labrietPMPipmab
拉加拉安lakshminarasimhan
PMP
阿伦拉尔
elixender lamprea乐ón
peitil硕士
Hagit兰德曼PMPpmisp
ayotunde O拉沃尔PMPCAPM
罗伯塔劳伦斯bappmgt
PMP（项目理）
美国道格拉斯利尔德PMPACP
奥利弗F莱曼PMPclicp
莱文博士PgMPPMP
彼埃尔类PMP
建良
卡纳克林布PMPitilv3
法兰克MC林
安东尼奥L LO粘
MBAPMP
lohokare
阿南德lokhandePMP
阿尔伯托J洛佩兹PMP
塞缪尔LóPEZ González de
穆里略PMP
郑楼MBAPMP
érgio娄仁？哦pmirmpPMP
雨果K M娄仁？OPMP
罗伯特A LyellPMP
弗雷德里克G mackaden
MBAPMP
工程师三姑摩诃RajanBTECH
高：麦迪PMP
李察马尔茨曼
安东尼mampillyPMP
肯尼斯manahl
阿马尔芒果
戴维衣钵PMP
Len侯爵PMP
丹尼尔马里里亚诺
硕士学士PRINCE2
安东尼奥MarinoPMPPMIACP
汤姆mastalPMPCSM
佛罗里达州áVIO松山博士
文森特mcgevnaPMPPRINCE2
医生
乔恩mcglothianMBAPMP
艾伦麦克朗林MPM
苏：麦克诺特MBAPMP
彼Berndt de Souza梅洛
SPSpmisp
贝洛Mé费尔南德斯PMP
卡蒂亚Méndez牧歌
图PMP
厄恩斯特白PMP
Rashmi梅农
穆罕默德m'hamdiPMP
约阿希姆现代PMP
麦加特艾哈迈德zainuri B
穆罕默德PMP
甘露聚糖穆罕默德PMP彭
海萨姆KM Mokhtar衡计分卡
文
安德烈斯Trujillo莫拉诺长毛绒
marshciene亨德里克斯摩尔
MBA女士
lacheta穆尔
卡洛斯
约翰Morck医学PMP
哈罗德麦克莫斯利Jr
体育PMP
saradhi motamarri系统PMP
恩里克莫拉PMP
弥敦M mourfieldMBAPMP
伊拉克muhssin
克里斯廷蒙罗
迈克穆西尔PMP煤层气
哈立德M muslehPMPISO
9001啦
Arul SP muthupandian
阿米尔德里MSCPMP
名义南迪
塞尔吉奥·
faig nasibovPMP
mthokozisi NCUBEMSCPMP
TA蒂安娜KPMPRMP
Shashank neppalliPMP
宜M阮博士PMP
thuthuy C阮PMP
授权：谢妍PMI memberid：2339948
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492？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Tri Hue Nguyen PMP
Idika U Ngwobia MSc PMP
Jonathan Nickerson PMP
Praveen K Nidumolu PMP CSM
Eric Nielsen PMP
Jeffrey S Nielsen PgMP PMP
Sanjay Nivargikar
Takuji Noguchi PMP
Michael Nollet
Alireza Noordoust Behtouei
Fernando Nunes de Oliveira
PMP PMISP
Henry Lapid Nuqui PEE PMP
Kevin T O’Brien PEng PMP
Peter O’Driscoll PMP
Dayo Odunlami MBA PMP
SiobhanLouise O’Keefe
Bayonle Oladoja mnse PMP
Neil Olshansky
Johnson O Omosule Bsc
Thomas Q O’Rourke PMP
PMIRMP
Venkateswar P Oruganti
PMP FIETE
Mahmoud Assaad Othmane
PMP CIPM
Maksym Ovsianikov PMP
Hariyo D Pangarso MT PMP
James W Parcels
Sandro Pasini MBA PMP
Yadaiah Pathkula
Marcello Patrese PMP PMC
Draen Penzar PMP
Richard J Perrin PMP MBB
D John Peter PMP
Lachlan Peter CPEng PMP
Massimo Pica Brig Gen(ret)
Italian Army Dr (Eng)
Joseph Pignato
Raj Pillai PMP MIFireE
Teresita L Pineda PMP LEED AP
Crispin (Kik) Piney BSc PgMP
Jose Angelo Pinto PMP
OPM3 CC
Alan L Plastow PMP MAT
Fredric L Plotnick PhD PE
Shaligram Pokharel PhD REng
George E Porter MBA PMP
Marcus Possi MBAFGV SpS
Edwin A Provencal MBA PMP
Naseer Pervaz Qureshi
Norman Radatz PMP
Joo Ramalho PMP
S Ramani PgMP PMP
Phalguna K Ramaraju PMP
PMIACP
Rajkumar Ramaswamy
P Eng PMP
MKRamesh BE PMP
Gurdev Randhawa
Raghunathan Rangapathy PMP
Madhavan S Rao PMP
Raju N Rao PMP Cert OPM3
Professional
Michael Reed PMP
Vicky Restrepo PMP
Gustavo De Abreu Ribas PMP
Andriele Ribeiro MSc PMP
Juan Carlos Ribero Gomez PMP
Richard A Rodberg PMP
Bernard Roduit
David Roe PMP
Brandon Joseph Rogers PMP
Yvette Roserie PMP
Cecile T Ross PMP
Mohamed Saad
Kumar Sadasivan PMP
Mihail IE Sadeanu PhD PMP
Keiko Sakagami PMP
Eng Salem Mahaboob Saliha
Sheriff MBA PMP
Christian Q Salvaleon
Angela M Sammon PMP
Ranga Sarangan MBA PMP
Vikas Sarin PMP ME(SS)
Kyoichi Sato PMP
Sara Sattar PMP
Anatoliy A Savin PMP
Doina T Scafaru PMP
Danilo Scalmani PMP
Gary D Schmitz PMP
Martin R Schneider
William T Schulz PMP
Ulrich Schumann PMP
Hemant Seigell MBA PMP
Yoshiro Sekihara
Dhruba P Sen PMP CSDP
Maharajan Skandarajah PMP
Shrenik Shah PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 493
附录X2撰稿审稿PMBOK？第五版指南
三越南化PMP
idika U ngwobiaMSCPMP
乔纳森尼克森PMP
Praveen K nidumoluPMPCSM
埃里克尼尔森PMP
杰夫瑞·尼尔森PgMPPMP
Sanjay nivargikar
卓尔野口勇PMP
迈克尔诺
阿里noordoust behtouei
费尔南努涅斯奥利维拉
PMPpmisp
亨利nuqui硬便PMP
凯文T奥布赖恩彭PMP
彼奥德利斯科PMP
喔odunlamiMBAPMP
Siobhan路易丝O'Keefe
bayonle oladojaMnSePMP
尼尔Olshansky
约翰逊omosule衡计分卡
托马斯问：欧洛克PMP
pmirmp
oruganti venkateswar P
PMPFiete
艾哈迈迪othmane
PMPCIPM
ovsianikovPMP
D pangarso hariyo机器翻译PMP
杰姆斯W包裹
桑德罗帕MBAPMP
yadaiah pathkula
马塞洛帕特雷斯PMPPMC
DRA？恩penzarPMP
李察J佩兰PMPMBB
约翰彼PMP
拉克兰彼cpengPMP
马西莫异食癖准军（退役）—
意利军队博士（英文）
约瑟夫pignato
Raj皮莱PMPmifiree
西塔L PinedaPMPLEED AP
克里斯（击）松树衡计分卡PgMP
泽安吉洛托PMP
OPM3 CC
艾伦L普拉斯托PMP垫
弗雷德里克L Plotnick博士体育
shaligram pokharel博士
乔治波特MBAPMP
马库斯性mbafgvSPS
埃德温A普罗旺斯MBAPMP
纳瑟尔pervaz Qureshi
诺尔曼radatzPMP
乔？阿马略PMP
美国RamaniPgMPPMP
phalguna K ramarajuPMP
PMIACP
Rajkumar情报
P英格PMP
mkrameshPMP
gurdev randhawa
rangapathy毛军PMP
Madhavan饶PMP
拉朱N饶PMPCERT OPM3
专业
迈克尔芦苇PMP
维姬雷斯PMP
古斯塔沃de Abreu RibasPMP
andriele里贝罗MSCPMP
胡安卡洛斯利贝罗戈麦斯PMP
李察A RodbergPMP
伯纳德称：
戴维RoePMP
布兰登罗杰斯PMP
伊维特roseriePMP
罗斯PMP
穆罕默德萨阿德
库马尔动脉PMP
米哈伊尔sadeanu博士PMP
惠子坂PMP
工程mahaboob Saliha塞勒姆
警长MBAPMP
问：salvaleon基督教
安吉拉·M·萨蒙PMP
兰沙朗岸湾MBAPMP
Vikas沙林PMP（SS）
Kyoichi佐藤PMP
萨拉SattarPMP
阿纳托利A萨文PMP
娜T scafaruPMP
达尼洛scalmaniPMP
加里D施密茨PMP
马丁R
威廉T舒尔茨PMP
舒曼教授PMP
Hemant seigellMBAPMP
日sekihara
设立P森PMP复方丹参滴丸
maharajan skandarajahPMP
shrenik ShahPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版493
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nitin Shende PMP CSM
Kazuo Shimizu PMP
David Shirley MBA PMP
Sandeep Shouche PgMP PMP
Hilary Shreter MBA PMP
Sameer Siddhanti MSc PMP
Edson Silva
Evandro Silva
Fay Simcock
Gurpreet Singh MBA PMP
Ravi H Singh PMP
Nabakishore Singha Y
EMBA PMP
Rajesh Singla PMP
Darnell Singleton PMP MSPM
Sumit Kumar Sinha PMP
Malik Skaljic PMP MBA
Charles D Smith PMP
J Greg Smith
Kenneth F Smith PMP DPA
Cyndi Snyder PMP EVP
Pamela Soderholm PMP
Emad Eldin Soliman
Wang Songping
Mauro Sotille PMP
Frank Spiegel PMP
Babou Srinivasan PMP
Ravishankar Srinivasan PMP
Sriram Srinivasan PMP
ITIL Expert
Dennis E Stevens
Kevin Stokes
Zendre Strother
Murali Sundararaju PMP
Yasuji Suzuki PMP
Sudhir Swamy PMP
Marcus Tabart PMP
Afif Tabsh PMP
Shoji Tajima PMP ITC
Roberto Taraschi PMP
Isabella Taschetta PMP
Sunil Telkar PMP MIMA
John G Terdik PMP CSM
Carlos Tessore PhD PMP
Riad Thalji PMP
Srinivasan Thiruvengadathan
John B Thomas PMP
Sal J Thompson MBA PMP
Ronald Togatorop PMP
Mark Tolbert PMP
Ricardo Torres
Luis Eduardo Torres
Calzada PMP
John T Tracy MBA PMP
Mario H Trentim PMP PMIRMP
Ankit M Trivedi MS PMP
Mahmoud M Turkistani PMP
Bruce E Turner PhD PMP
Junichi Uchiyama PMP
Hafiz Umar
Krishnakant T Upadhyaya PMP
Srikanth US MS PGCPM
M Fahad Usmani PMP PMIRMP
Ali Vahedi Diz PgMP PMP
Richard E Vail PMP
Jorge Valdés Garciatorres
PMP ACB
José Félix Valdez PMP
Tom Van Medegael PMP
Mrten van Rheinberg PMP
PMIACP
Stephan Vandevoorde Ing
Ravi Vanukuru BE PMP
Lelio Varella PMP
Ricardo Viana Vargas MSc PMP
Jouko Vaskimo PMP IPMA
Level B
Cynthia A Vaughn MBA PMP
Isabel Rosario Vega
Palomino PMP
Vedananda V Venkata MS PMP
Thierry Verlynde MS PMP
Basskar Verma
Aloysio Vianna Jr PMP
Jaime Videla PMP
Carlos Augusto Freitas
PMP CAPM
Tiziano Villa PMP CMC
Jorge Archivaldo Villa CE
Ananth Vishakantiah PMP
Mangi Vishnoi PMP MIEAust
Poonam Vishnoi PMGTI
Yiannis Vithynos PMP PMIACP
Atin Wadehra MBA PMP
Paul Waits Jr PMP CPM
Xiaojin Wang PhD PMP
Patrick Weaver PMP FAICD
Kevin R Wegryn PMP MA
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附录X2撰稿审稿PMBOK？第五版指南
Nitin德PMPCSM
喀左清水PMP
戴维雪莉MBAPMP
Sandeep shouchePgMPPMP
希拉里shreterMBAPMP
Sameer siddhantiMSCPMP
埃德森席尔瓦
埃万德罗席尔瓦
费伊Simcock
古佩特辛格MBAPMP
拉维·辛格PMP
nabakishore Singha Y
EMBAPMP
拉杰什信PMP
达尔单身PMPMSPM
萨米特库马尔SinhaPMP
马利克skaljicPMPMBA
查尔斯史密斯PMP
J格雷戈史密斯
肯尼思史密斯PMPDPA
斯奈德PMP执行副总裁
帕梅拉soderholmPMP
Emad埃尔丁索利曼
王松
毛罗sotillePMP
弗兰克明镜PMP
babou SrinivasanPMP
ravishankar SrinivasanPMP
斯利拉姆SrinivasanPMP
ITIL专家
丹尼斯E史蒂文斯
凯文斯托克斯
zendre斯特罗瑟
sundararajuPMP
铃木萩康司PMP
研究学者PMP
马库斯塔巴特PMP
阿菲夫tabshPMP
商事田岛PMPITC
罗伯托塔拉斯基PMP
伊莎贝拉taschettaPMP
苏尼尔telkarPMP密码
约翰G terdikPMPCSM
卡洛斯tessore博士PMP
里亚德thaljiPMP
斯里尼瓦桑thiruvengadathan
约翰B托马斯PMP
萨尔汤普森MBAPMP
罗纳德togatoropPMP
马克托尔伯特PMP
李嘉图托雷斯
路易斯托雷斯
公路PMP
约翰T特雷西MBAPMP
马里奥H trentimPMPpmirmp
Ankit M TrivediMSPMP
艾哈迈迪M突厥斯坦PMP
布鲁斯·特纳博士PMP
纯黄志强PMP
Hafiz奥马尔
krishnakant T乌帕德希雅PMP
Srikanth美国MSpgcpm
M法赫德更PMPpmirmp
阿里瓦海迪迪兹PgMPPMP
李察·维尔PMP
豪尔赫Valdégarciatorres
PMPACB
JoséFéLIX瓦尔迪兹PMP
汤姆范medegaelPMP
M？rten范RheinbergPMP
PMIACP
史蒂芬范德沃德ING
拉维vanukuru工学学士PMP
莱利奥VarellaPMP
李嘉图Viana巴尔加斯MSCPMP
康佑vaskimoPMPIPMA
B级
辛西娅A沃恩MBAPMP
伊莎贝尔罗萨里奥织女星
米诺PMP
vedananda V VenkataMSPMP
蒂埃里verlyndeMSPMP
basskar Verma
aloysio vianna JrPMP
Jaime魏拉PMP
卡洛斯奥古斯托Freitas
PMPCAPM
提香墅PMPCMC
豪尔赫archivaldo墅长官
美国vishakantiahPMP
VishnoiPMPMIEAust
波兰Vishnoipmgti
雅尼vithynos PMPPMIACP
wadehraMBAPMP
保罗等JrPMPCPM
金王博士PMP
帕特里克WeaverPMPfaicd
凯文R wegrynPMP马
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494？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Stacia Weiner PMP
Roger K Weld PE PMP
Philip Wells PMP CEH
Sean Whitaker MBA PMP
S White
Rebecca A Winston JD
Stephen Wise PMP
Sheng Jun Tony Wu PMP
Wenyi Xiao PMP
Chen YanJi PMP
Clement CL Yeung PMP
Masafumi Yoshizawa PMP
Yong Yu
Ricardo T Yugue MSc PMP
Azam M Zaqzouq MCT PMP
Omran Mohamed Zbeida
PMP BSP
Bin Zhang
Salim Zid PMP LEED AP BD+C
X26 PMI Standards Program Member Advisory Group (MAG)
The following individuals served as members of the PMI Standards Program Member Advisory Group during
development of the PMBOK Guide—Fifth Edition
Monique Aubry PhD MPM
Margareth FS Carneiro MSc PMP
Chris Cartwright MPM PMP
Terry CookeDavies PhD
Laurence Goldsmith PMP
Paul E Shaltry PMP
Cyndi Snyder MBA PMP EVP
John Zlockie MBA PMP PMI Standards Manager
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 495
附录X2撰稿审稿PMBOK？第五版指南
斯西亚韦纳PMP
罗杰K焊缝PEPMP
菲利普威尔斯PMPCEH
肖恩惠特克MBAPMP
美国白
丽贝卡A温斯顿博士
史蒂芬聪明PMP
盛军吴托尼PMP
文艺PMP
陈延吉PMP
克莱门特捷利杨PMP
Masafumi吉泽PMP
勇宇
李嘉图T yugueMSCPMP
阿扎姆M zaqzouqMCTPMP
zbeida奥姆兰穆罕默德
PMPBSP
章
萨利姆济德PMPLEED AP BD+C
x26 PMI标准计划成员咨询组（MAG）
列员担PMI成员咨询组成员标准程序
项目理知识体系发展？第五版指南：
莫妮克Aubry博士MPM
玛格蕾斯FS卡罗MSCPMP
克里斯CartwrightMPMPMP
库克戴维斯博士
劳伦斯史密斯PMP
保罗E shaltryPMP
斯奈德MBAPMP执行副总裁
约翰zlockieMBAPMPPMI标准理
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版495
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X27 Harmonization Team
Karl F Best CAPM CStd
Steve Butler MBA PMP
Folake Dosunmu PgMP OPM3
Randy Holt MBS PMP Chair
Dorothy L Kangas PMP
Joseph W Kestel PMP
M Elaine Lazar AStd MA
Timothy MacFadyen
Vanina Mangano
David Christopher Miles CEng OPM3CC
Eric S Norman PgMP PMP
Michael Reed PMP
Chris Richards PMP
Jen L Skrabak MBA PMP
Carol Steuer PMP
Bobbye S Underwood PMP PMIACP
Dave Violette MPM PMP
Kristin Vitello CAPM
Quynh Woodward MBA PMP
John Zlockie MBA PMP
X28 Production Staff
Special mention is due to the following employees of PMI
Donn Greenberg Publications Manager
Roberta Storer Product Editor
Barbara Walsh Publications Production Supervisor
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
496 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
x27协调组
卡尔·CAPM
史提夫男家MBAPMP
folake dosunmuPgMPOPM3
兰迪霍尔特MBSPMP椅子
萝西L KangasPMP
约瑟夫·W·凯斯泰尔PMP
M伊莲Lazar1983年马
提摩太Macfadyen
外瓦尼纳曼加诺
戴维克里斯托弗opm3cc英里
Eric S诺尔曼PgMPPMP
迈克尔芦苇PMP
克里斯理查兹PMP
珍L skrabakMBAPMP
卡罗尔施托伊尔PMP
柏S安德伍德PMPPMIACP？
戴夫紫罗兰MPMPMP
克里斯廷VitelloCAPM
琼伍德沃德MBAPMP
约翰zlockieMBAPMP
x28生产员
特提员工PMI：
格林伯格出版理
罗伯塔仓储产品编辑
巴巴拉沃尔什出版物生产
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496？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X29 Contributors to Past Editions
X291 The PMBOK Guide—Fourth Edition
Cynthia Stackpole MBA PMP Project Manager
Karen Rasmussen Noll Deputy Project Manager
Murray Grooms BA PMP (Communications)
Sandra Hyman (Chapter Coordinator)
Joseph W Kestel PMP MSIS (Chapter 3 and 5 Lead)
Tom Malicki (Volunteer Lead Front & Back Lead)
Clifford W Sprague PMP (Volunteer Coordinator)
Geree V Streun CSQE PMP (Chief Architect)
Kristin L Vitello Standards Project Specialist
X292 Other Contributors
Wayne F Abba
Ahmed Taha Abd El Hameed
Ir Hj Ahmad Khairiri Abdul Ghani
Int PE ASEAN Eng
Klaus Abert
Biju B Abraham PMP
Ed Adelman PMP
Yasser Thiab Ali Afaneh
Mohit Agarwal
Upinder Aggarwal PMP
Eva D Aimable
Shigeru Akiba PMP
Phill C Akinwale PMP
James E Aksel MS PMP
Neil F Albert
Mohammad M Ali
Hussain Ali AlAnsari
Eur Ing C Eng
Mohammed Abdulla AlKuwari
Eur Ing PMP
Graeme A Allan
BSc(Hons) PMP
Marcia de Almeida
Wasel A AlMuhammad
MBA PMP
Noor Hamad Alnisif PMP
Fayez Mosaed AlTalhi PMP
Alonso Loaiza A PMP
Barnabas Seth Amarteifio PMP
Ketal Amin BB PMP
Alok N Anadkat BS PMP
P Lingesh Ananth PMP
Abel Andrew Anderson
CBM PMP
Chet R Anderson PMP
Niels Erik Andersen MSc CS
Jagathnarayanan P Angyan
FIE CE
Ondiappan Arivazhagan Ari
PMP CSSBB
Muhammad Waqar Asghar PMP
Syed S Asghar MSA PMP
Usman Asif PMP
Naing Moe Aung PMP
Shigeo Awamura
Mike Awuah MBA PMP
Tanin I Ayabakan MD PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 497
附录X2撰稿审稿PMBOK？第五版指南
x29贡献者版
x291 PMBOK？第四版指南：
辛西娅斯塔克波尔MBAPMP项目理
凯伦拉斯姆森诺尔项目副理
默里培训BaPMP（通讯）
桑德拉海曼（章协调员）
约瑟夫·W·凯斯泰尔PMPMSIS（第35铅）
汤姆malicki（志愿者铅前铅）
克利福德·W·斯普拉格PMP（志愿者协调员）
geree诉streunCSQEPMP（首席建筑师）
克里斯廷L Vitello标准项目专员
x292贡献者：
韦恩神父
艾哈迈德Taha Abd El哈米德
红外HJ艾哈迈德khairiri阿卜杜勒加尼
国际体育东盟工程
克劳斯艾伯特
优B亚伯拉罕PMP
Ed阿德尔曼PMP
亚西尔thiab阿里afaneh
莫希特Agarwal
upinder AggarwalPMP
伊娃D定
茂秋叶PMP
菲尔·C akinwalePMP
杰姆斯E AkselMSPMP
尼尔F艾伯特
穆罕默德M阿里
侯赛阿里安萨里
欧洲工程师总工程师
穆罕默德Abdulla Al kuwari
欧元PMP
格雷姆A艾伦
理学士（荣誉）PMP
玛西亚阿尔梅达
WASEL答穆罕默德
MBAPMP
努尔哈马德alnisifPMP
Fayez mosaed Al talhiPMP
A阿隆索洛艾萨PMP
巴巴塞思amarteifioPMP
缩酮阿明BBPMP
联合国anadkat AlokBSPMP
第lingesh AnanthPMP
阿贝尔安烈安德森
煤层气PMP
切特·安德森PMP
尼尔斯埃里克安徒生MSC CS
angyan jagathnarayanan P
呸长官
ondiappan arivazhagan阿里
PMP培训机构
穆罕默德Waqar AsgharPMP
赛义德S AsgharMSAPMP
乌斯曼阿西PMP
英莫昂PMP
新awamura
迈克AwuahMBAPMP
ayabakan塔宁MDPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版497
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Jacklyn AyoungChee
MBA PMP
Mahadhir Aziz PMP
Karthegesan B MBA PMP
Rozinah Bachik MSc (PM) PMP
Ernest Baker PMP
Ramanan Balakrishna PMP
Sunil Bansal PMP
Ricardo do Rêgo Barros PMP
Patricia J Bartl PMP
Nazir M Bashir PMP
Herminia Bastos PMP CMC
Mohammed Safi Batley MIM
Fred Beckmann PMP
Debra C Bedford
Julia M Bednar PMP
Eric Berry PMP
Stephen Berté PhD PMP
Mamoun A Besaiso CE
Dale L Beyer MBA PMP
Christie Biehl EdD PMP
Shantanu Bhamare PMP
Alok Bhaskar MBA PMP
Kurmarao V Bhavanasi PMP
Artur Bialy PMP
Craig Nicholas Blackford
Rhonda R Blevins PMP
Edward Bogak MBA
Dennis L Bolles PMP LLC
Stephen F Bonk PMP PE
Adolfo Borja MBS PMP
Al Bornmann PE PMP
Lyn Bos MHA MBA
JeanLuc Boulanger PMP
Lynda Bourne DPM PMP
Didier Brackx EMS Prof PMP
Robin G Bradshaw PMP
Carlos Eduardo M F Braga PMP
Wayne R Brantley MS Ed PMP
Ralf Braune PMP
Michael C Broadway PMP
Alex S Brown PMP IPMAC
Ian A Brown MBA PMP
Jerry L Brown PMP
Joan Browne
Jeannine Allison Bryan
Pat Buckna PMP
Camper Bull PMP
Mitchell S Burke MS MBA
Janet P Burns PMP
Kenny E Burrow PhD PMP
Bernardo O Bustamante
PE PMP
John Buxton PE PMP
Andrea Caccamese PMP
PRINCE2 Practitioner
Roberto Alejandro Cadena
Charles Cain PMP
Teresa W Calhoon PMP
Sergio A Calvo PMP
Luis Eduardo Torres Calzada
MPM PMP
Franco Caron PhD
Alejandro M Polanco Carrasco
Chris Cartwright MPM PMP
Brian L Cassita
Roberto Castro
William A Cather PhD PMP
Roberto Celkevicius PMP ITIL
Bruce C Chadbourne
PMP PgMP
K K Chakraborty PMP BE
Krishna Datta Nallani
Chakravartula MBA PMP
KaKeung Chan PMP MBA
Paul E Chaney PMP
Supriyo Chatterji MCA PMP
Tony Tze Wai Chau PMP MAPM
Noman Zafar Chaudry PE PMP
Ashish Chawla MS
Zhen Cheng
David Kwok Keung Chenung
Ramesh Chepur CSQA PMP
David K Cheung MSc MBA
Tomio Chiba PMP
Ananaba Marcellinus
Chikwendu MBA PMP
HsingTung Chou PhD
LungHung Roger Chou
PMP MCT
David Christensen
Manuel Cisneros MBA PMP
Douglas Clark
Darrell S Cleavenger PMP
Alexandre Coelho PMP
Richard J Coffelt PMP
Brenda Connor PMP
Terry CookeDavies PhD FCMI
Edmund H Conrow PhD PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
498 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
杰克林年轻
MBAPMP
mahadhir阿齐兹PMP
karthegesan BMBAPMP
bachik RozinahMSC（PM）PMP
厄斯特贝克PMP
希balakrishnaPMP
苏尼尔BansalPMP
李嘉图Rê巴罗斯PMP
帕特丽夏J·巴PMP
官员巴希尔先生PMP
Herminia巴斯托斯PMPCMC
穆罕默德萨菲巴特利MIM
弗莱德贝克曼PMP
黛布拉C贝德福德
朱丽亚M贝德纳PMP
埃里克浆果PMP
史蒂芬伯特博士éPMP
奈达besaiso长官
戴尔湖拜尔MBAPMP
克里斯蒂BiehlEDDPMP
Shantanu巴马雷PMP
阿洛克巴斯卡MBAPMP
kurmarao诉bhavanasiPMP
阿图尔面包卷PMP
克雷格尼古拉斯写
朗达R布莱文思PMP
爱德华博加克河MBA
丹尼斯博尔斯PMPLLC
史蒂芬F邦克PMPPE
阿道夫Borja住房抵押贷款证券化PMP
Al BornmannPEPMP
Lyn BOSMHAMBA
Jean Luc BoulangerPMP
琳达伯恩DPMPMP
brackx教授EMSPMP
罗宾·肖PMP
卡洛斯爱德华M F布拉加PMP
韦恩R BrantleyMSPMP
拉尔夫布劳PMP
迈克尔C百老汇PMP
亚历克斯布朗PMP ipmac
伊恩布朗MBAPMP
杰里·布朗PMP
琼布朗
珍妮埃里森布莱恩
帕特bucknaPMP
露营者公牛PMP
美国米切尔伯克MSMBA
珍妮特P烧伤PMP
肯尼E洞穴博士PMP
布斯塔曼特·O
体育PMP
约翰巴克斯顿PEPMP
安德列caccamesePMP
PRINCE2实践者
罗伯托Alejandro分类
查尔斯该隐PMP
特蕾莎W卡尔霍恩PMP
塞尔吉奥A卡尔沃PMP
路易斯托雷斯公路
MPMPMP
佛朗哥卡隆博士
亚历杭德罗M波朗科卡拉斯科
克里斯CartwrightMPMPMP
布瑞恩L cassita
罗伯托卡斯特罗
威廉博士凯瑟PMP
罗伯托celkeviciusPMPITIL
布鲁斯C查德伯恩
PMPPgMP
K K ChakrabortyPMP
奎师达塔nallani
chakravartulaMBAPMP
黄家强ChanPMPMBA
保罗钱尼PMP
supriyo查特吉MCAPMP
托尼紫外洲PMPMAPM
诺曼扎法尔乔德利PEPMP
Ashish Chawla女士
镇城
戴维Kwok Keung chenung
拉梅什chepur中国船级社PMP
戴维K祥理学硕士工商理硕士
千叶雄PMP
ananaba塞里
chikwenduMBAPMP
兴东瞅博士
肺挂罗杰周
PMPMCT
戴维克里斯坦森
曼努埃尔CisnerosMBAPMP
道格拉斯克拉克
达雷尔S克利文格PMP
亚历山科埃略PMP
李察J考菲尔特PMP
布伦达康纳PMP
库克戴维斯博士电量
埃德蒙·H·康罗博士PMP
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498？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Betty Corbin PMP
John E Cormier PMP
Mauricio E Cornejo PMP
Anthony R Corridore PMP
William T Craddock
Larry E Criger PE PMP
Darren D Criglar MLA MA
Jacqueline M Cruit PMP
Mary Colleen Cullinan PMP
Michael J Cunningham PMP
Craig CurranMorton MA PMP
Robert L Cutler PMP
Barbara Y DaCosta MPA PMP
Venkatesh Dakshinamurthy
Claudio D’Arcangelo PMP
Claudio Da Rold PMP
Anirban Das PMP
Venkateswarlu B Dasigi
PhD PMP
Patricia A DavidGentsch
Allan Edward Dean MBA PMP
Jim Delrie PE PMP
Madhavi Desai MS PMP
Rahul P Deshpande
Anita Dhir PMP
Laurie Diethelm CAPM
David Dominguez
Nick Doralp PMP ECM
George R Dorer MBA PMP
Bernadine Douglas
Nicolas Douliez
Nigel O D’Souza PMP ITIL
John A Dullnig PMP
Francine J Duncan MIEEE PMP
Azra Duric PMP
Teresa Duvall PMP CDR
Phillip Dyer PMP
G Ebynayagam
Susan Holly Edelman PMP
Judith A Edwards PhD PMP
Paul J Egan
Tarek ElMisalami PhD PMP
Waleed M ElToulkhy PMP
Ramon Espinoza PMP
Brian M Evans PMP
Peter EwartBrookes PMP
Steven L Fahrenkrog PMP
Bruce E Falk PMP
John L Fallon PMP
Giovanni Fanduiz MSc PMP
Sabeeh U Faruqui
BE Elect PMP
Kathleen M Federici
MEd CAPM
AnnaMaria Felici PMP CMC
Luis Cláudio Tavares
Fernandes PMP
Marcelo B Ferreira
Ann Marie Ficarra PMP
Michael H Fisher MSPM PMP
Matthew J Fiske PE PMP
Cheryl Fitzgarrald PMP
Edgardo J Fitzpatrick PMP
Martin Flank MBA PMP
Joel E Fleiss PMP
Quentin W Fleming
Gloria Elena Folle Estrada
Charles T Follin PMP
Dean J Fragos
Amanda Freitick
Scott D Freauf PMP
Mark R Friedman CISA PMP
Scott J Friedman PMP
Andrew H Furber PMP PRINCE2
W Anders Fusia PMP
Ravindra Gajendragadkar PMP
Sharyn H Gallagher EdD PMP
Xue Gang (Gabriel) PMP QSLA
George F Garas MBA
Jose Eduardo Motta Garcia
MBA PMP
Anand Swaroop Garg
Stanisaw Gasik
Jay D Gassaway
David P Gent CEng PMP
Mitchlyn Gentry MISM
Joseph Sanju George
Subir Ghosh PMP
Carl M Gilbert PMP OPM3AC
Peter James Gilliland PMP
Theofanis Giotis MSc PMP
Fernando Hurtado Giraldo
Jonathan Glaser PhD PMP
Sulema de Oliveira Barcelos
Gobato MSc PMP
Joelle A Godfrey PMP
Vivek Goel PMP
Marshall Goldman PMP
Roger K Goodman PMP
Licensed To Yan Xie PMI MemberID 2339948
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 499
附录X2撰稿审稿PMBOK？第五版指南
贝蒂CorbinPMP
约翰·科米尔PMP
毛里西奥·科尔霍PMP
安东尼河PMP
威廉T说
拉里E crigerPEPMP
戴伦D criglarMLA马
杰奎琳M招募PMP
玛丽科琳天玺PMP
迈克尔·坎宁安PMP
克雷格·莫尔顿马PMP
罗伯特卡特勒PMP
巴巴拉Y达科斯塔MPAPMP
dakshinamurthy Venkatesh
克劳迪奥达尔坎杰洛PMP
克劳迪奥作PMP
anirban DASPMP
venkateswarlu B dasigi
博士PMP
帕特丽夏A戴维gentsch
艾伦爱德华院长MBAPMP
吉姆delriePEPMP
马维德赛MSPMP
rahul P Deshpande
安妮塔迪尔PMP
劳丽力天CAPM
戴维明戈斯
尼克doralpPMPECM
乔治R勒MBAPMP
伯娜丁道格拉斯
尼古拉斯douliez
奈吉尔D’索萨PMPITIL
约翰A dullnigPMP
弗朗辛J邓肯mieeePMP
阿斯拉杜里克PMP
特蕾莎杜瓦尔PMPCDR
菲利浦代尔PMP
ebynayagam G
苏珊Holly埃德曼PMP
朱迪思A爱德华兹博士PMP
保罗·J·伊根
misalami Tarek el博士PMP
瓦利德M eltoulkhyPMP
拉蒙EspinozaPMP
布瑞恩M伊万斯PMP
彼尤尔特布鲁克斯PMP
史提芬L法伦克罗格PMP
布鲁斯E法尔克PMP
约翰L法伦PMP
乔尼fanduizMSCPMP
sabeeh美国法鲁基
选出PMP
凯思琳M披挂阵
医学CAPM
Annamaria费利奇PMPCMC
路易斯氯á音频塔瓦雷斯
费尔南德斯PMP
马塞洛B费雷拉
安玛丽费PMP
迈克尔·费希尔MSPMPMP
马修·J·菲斯克PEPMP
谢丽尔fitzgarraldPMP
埃德加·菲茨帕特里克PMP
马丁旁边MBAPMP
E乔尔FleissPMP
昆廷·弗莱明
格洛丽亚埃琳娜民间埃斯特拉达
查尔斯T福林PMP
fragosJ
阿曼达freitick
史葛D freaufPMP
马克R弗里德曼中钢协PMP
史葛J弗里德曼PMP
安烈H弗伯PMPPRINCE2
W安德斯fusiaPMP
Ravindra gajendragadkarPMP
沙林H加拉赫EDDPMP
薛岗（加布里埃尔）PMPqslA
乔治F加拉斯MBA
泽莫塔加西亚
MBAPMP
阿南德Swaroop含漱液
stanis？噢gasik
周杰伦D加萨韦
戴维P绅士PMP
mitchlyn士绅导致
约瑟夫三居乔治
戈什PMP
卡尔M吉尔伯特PMPopm3a C
彼杰姆斯GillilandPMP
西奥GiotisMSCPMP
费尔南乌尔塔
乔纳森格拉泽博士PMP
sulema de奥利维拉巴塞罗斯
gobatoMSCPMP
乔丽A戈弗雷PMP
维韦克GoelPMP
戈德曼PMP
罗杰K GoodmanPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版499
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Jean Gouix Eng PMP
Priyesh Gopalakrishnan
Derek R Grant BSc PMP
Thomas J Gray PE PMP
Paul A Green BSc (Hons)
Donn Greenberg
Roy Greenia
Stephen Grey PhD
Mireya Grieco PMP
Liz Grinzo PMP
Torben Grut PMP
Jeff Jianfei Gu MBA PMP
Ruth Anne Guerrero MBA PMP
Pier Luigi Guida Ing PMP
Joy Gumz CPA PMP
Marie Gunnerson
Swati Gupta PMP
Raj Guttha
Anne N Gwankobe PMP CSSGB
Mustafa Hafizoglu PMP
Edward Hall PMP CQM
Matthew W Handi PMP
John Haneiko PMP
Sharad S Harale PMP MIM
Kurt J Harris PMP
Donna M Harrison PMP
Akkiraju V Harshavardhan PMP
Dr Sheriff Hashem PhD PMP
Mohamed Hassan PMP CSWP
Lawrence Hattenburg PMP
Larry J Hawkins DSc PMP
Ernesto Yo Hayashi MEng
Jim Hayden PMP
Gary R Heerkens PMP PE
Mohamed S Hefny MSc PMP
Krzysztof Hejduk PhD PMP
Kel Henderson
Robert Hierholtz
Gary Higgs
Hideyuki Hikida PMP
Merleen Cowie Hilley
Bob Hillier PMP
David A Hillson PhD PMP
Lecia L Hogan MPM
Mark Holdrege
Carol Holliday MA PMP
Felicia Hong PMP MBA
George H Hopman PhD PE
Tim Hornett PMP
Gheorghe Hriscu PMP OCP
ChihYang Hsia PMP MBA
Jeff M Hughes BA (Hons) PMP
David T Hulett PhD
Theresa L Hunt CSQE CSTE
Marta Hurst CLSSBB
JeanPierre Husereau PMP
OPM3CC
Huma Hydari MBA PMP
Zulfiqar Hussain PE PMP
Midori Ito
Suhail Iqbal PE PMP
George Jackelen
David S Jacob MS PE
Tony Jacob PMP
Dhanojkumar D Jadhav
Ashok Jain PAHM PMP
TD Jainendrakumar PMP
Nilesh D Jaltare PMP
Ganesh Jambunathan PMP
Raj Kumar Jhajharia PMP
Marco Antonio Jimenez
PMP MBA
Merna M Johnson PMP
Tony Johnson PMP PgMP
Elden F Jones II PMP MSPM
Marylinda Jones PMP Six
Sigma Greenbelt
Michele J Jones PMP
Nancy A Joseph PMP
George Jucan PMP
Marijana Jurgec
Lenin Babu Kamma PMP
Nils Kandelin PhD PMP
Edwin J Kapinus PMP PE
Sanjay Kapoor
Carl Karshagen PMP
Puja Kasariya PMP
Kenneth P Katz PMP
Ramakrishna Kavirayani PMP
Kenichi Kawamata PMP
Genny Kelly
Lance Kelson CISSP PMP
Tom Kendrick PMP
Roger Kent PMP
Joseph W Kestel MSIS PMP
Rameshchandra B Ketharaju
Thomas C Keuten PMP
OPM3CC
Hamed Keyvanfar
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
500 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
gouix英格PMP
priyesh巴拉克利希南
德里克·格兰特衡计分卡PMP
托马斯J灰色PEPMP
保罗格林理学士（荣誉）
格林伯格
罗伊绿尼亚
史蒂芬灰色博士
玛利亚格里科PMP
丽兹grinzoPMP
托·格鲁特PMP
杰夫减肥顾MBAPMP
鲁思安妮格雷MBAPMP
墩路易吉指南INGPMP
快乐gumz注册会计师PMP
玛丽甘纳森
斯瓦特GuptaPMP
Raj guttha
安妮N gwankobePMPcssgb
穆斯塔法hafizogluPMP
爱德华音乐厅PMPCQM
马修W汉帝PMP
约翰haneikoPMP
撒拉德S haralePMPMIM
库尔特哈里斯PMP
唐娜M哈里森PMP
akkiraju诉harshavardhanPMP
警长哈希姆博士博士PMP
穆罕默德哈桑PMP世文编
劳伦斯哈腾堡PMP
拉里霍金斯DSCPMP
埃斯托林蒙哟
吉姆海登PMP
加里R heerkensPMPPE
穆罕默德S hefnyMSCPMP
克日什托夫海杜克博士PMP
凯尔亨德森
罗伯特hierholtz
加里Higgs
秀hikidaPMP
merleen考伊希利
鲍勃希利尔PMP
戴维A希尔森博士PMP
Lecia L HoganMPM
马克霍尔德里奇
卡罗尔霍利迪马PMP
费利西亚香港PMPMBA
乔治霍普曼杯博士体育
提姆霍特PMP
格奥尔基hriscuPMPOCP
阳夏PMPMBA
杰夫M休斯学士（荣誉）PMP
戴维T休利特博士
特丽萨亨特CSQECSTE
马尔塔赫斯特clssbb
彼埃尔husereauPMP
opm3cc
类hydariMBAPMP
Zulfiqar侯赛PEPMP
伊藤绿
Suhail伊克巴尔PEPMP
乔治jackelen
戴维S雅伯MSPE
托尼雅伯PMP
dhanojkumar D贾达夫
印度耆教PAHMPMP
jainendrakumarPMP
D jaltare NileshPMP
Ganesh jambunathanPMP
Raj库马尔jhajhariaPMP
安东尼奥希门尼斯
PMPMBA
默纳M约翰逊PMP
托尼约翰逊PMPPgMP
埃尔登F琼斯二世PMPMSPM
marylinda琼斯PMP六
西格玛绿带
米歇尔J琼斯PMP
南茜·约瑟夫PMP
乔治jucanPMP
jurgec Marijana
列宁先生业报PMP
尼尔斯kandelin博士PMP
埃德温J kapinusPMPPE
卡普尔
卡尔karshagenPMP
礼拜kasariyaPMP
肯尼思P卡茨PMP
室利罗摩克里希纳kavirayaniPMP
健PMP
詹妮凯利
兰斯凯尔森CISSPPMP
汤姆肯德里克PMP
罗杰肯特PMP
约瑟夫·W·凯斯泰尔MSISPMP
rameshchandra B ketharaju
托马斯C咳宁PMP
opm3cc
哈米德keyvanfar
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500？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Tausif Khawaja
Jim Kinard PMP
Konstantinos Kirytopoulos
PhD PMP
Joan Knutson PMP
Kimberly A Kook PMP ITIL
Foundations
Roman S Kosarzycki PMP
Chetana S Koulagi PMP CSQA
Mark Krahn PhD PMP
Edie E Kubomoto PMP CQM
Takahiko Kuki PMP JPE
Milan Kumar MCM ITIL
Sasi Kumar PMP
Karthikeyan Kumaraguru
MS PMP
Vijaya Kurada MBA PMP
Thomas M Kurihara
Lisa M LaCourse PMP
Jerry D Lainhart PMP
S Lakshminarasimhan
MBA(Fin) PMP
Tim KY Lam PMP MBA
Philippe Landucci PMP
David J Lanners MBA PMP
David K Larson
MaryElizabeth Larson
PMP CBAP
Richard G Larson PMP CBAP
Marta M Laszcz PMP
Charlene Lattier PMP
Jim Lee Sr PMP
Patty Leung
Juanita Jane Lightfoot
Donald Likens
Diana Lilla MA PMP
Michelle Z LimWatson
Robin Lindenmeier PMP
Michael Linegar PMP MBA
Kristin Linoski PMP
John D Lissaman BEng PMP
Arden Lockwood MBA PMP
Mary K Lofsness
Anand Lokhande PMP
Alberto Lopez PMP
Enrique LópezMingueza PMP
Margaret L Love PMP
Adrian LovelHall
Angela ChengJui Lu PhD PMP
Chuanqing James Lu PMP
Yves M Lucas PMP
Christina Luik
Raymond Maczka
Shankar Mahadevan PMP CWA
Robin Maher
Catryana C Malcolm PMP
Konstantinos Maliakas PMP
Rich Maltzman PMP
Vasantha R Manda MS PMP
Rick Mandarino PMP MBA
Srinivas Mandgi PMP SAP HR
Carmelene Mangahis
Ammar W Mango PgMP PMP
Brian J Mangravite
Joachim Manz PhD PMP
Lou Marks PMP
Mark Marlin PMP PE
Robert A Marshall PhD PMP
Cristinel Damian Martalogu
John A Marzullo PMP
Rebecca P Masucci
Jamie Mata
Mohit Raj Mathur PMP
Nael Mattar
Rahma Mbarki Eng MSc MBA
Laura McDonough PMP
Colleen A McGraw PMP
David McKenna MSc PMP
Yan Bello Méndez PMP
Louis J Mercken PMI
Fellow PMP
Su MeiShih PMP
Kenneth Merten
Predrag Fred Mikanovic
MBA PMP
Berne C Miller PMP CPL
Walter Warren Miller III
PhD PMP
Sumith Alvet Miranda PMP
Purvi Sheth Mishra
Gregg Mohrmann
Mark A Monteleone PMP CBAP
Gary Monti PMP
Carlos Morais PMP
John Morck
Alberto Moreno PMP
Paola Morgese PE PMP
Kaoru Mori PMP
Rogan Morrison PMP
Saradhi Motamarri MTech PMP
Bhagchand S Motwani
Stephen E Mueller PMP EVP
Licensed To Yan Xie PMI MemberID 2339948
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 501
附录X2撰稿审稿PMBOK？第五版指南
陶西夫Khawaja
吉姆KinardPMP
康斯坦丁kirytopoulos
博士PMP
琼KnutsonPMP
金佰利怪PMPITIL
基础
罗马美国kosarzyckiPMP
Chetana美国koulagiPMP中国船级社
马克克朗博士PMP
Edie E kubomotoPMPCQM
Takahiko库基PMPJPE
米兰库马尔MCMITIL
库马尔PMP
kumaraguru卡菲基恩
MSPMP
魏kuradaMBAPMP
托马斯M栗原
丽莎M lacoursePMP
杰里D莱恩哈特PMP
lakshminarasimhan
工商理硕士（片）PMP
提姆开源林PMPMBA
菲利普landucciPMP
戴维J兰纳特MBAPMP
戴维拉尔森
玛丽伊丽莎白拉尔森
PMPCBAP
李察拉尔森PMPCBAP
马尔塔M laszczPMP
沙琳lattierPMP
吉姆李先生PMP
帕蒂梁
胡安妮塔简二
唐纳德
戴安娜里拉马PMP
米歇尔Z LIM沃森
知更鸟lindenmeierPMP
迈克尔林嘉PMPMBA
克里斯廷linoskiPMP
约翰D lissaman崩PMP
雅顿洛克伍德MBAPMP
玛丽K lofsness
阿南德lokhandePMP
阿尔伯托洛佩兹PMP
恩里克LóPEZ minguezaPMP
玛格丽特L爱PMP
阿德里安阳光厅
安吉拉程路瑞博士PMP
川庆杰姆斯路PMP
伊夫卢卡斯先生PMP
克莉丝汀列日
雷蒙德maczka
Shankar MahadevanPMPCWA
罗宾马赫
catryana C马尔科姆PMP
康斯坦丁maliakasPMP
丰富马尔茨曼PMP
瓦珊塔R曼达MSPMP
瑞克MandarinoPMPMBA
Srinivas mandgiPMPSAP HR
carmelene mangahis
阿马尔·芒果PgMPPMP
布瑞恩J mangravite
约阿希姆称博士PMP
娄标志PMP
马克马林PMPPE
罗伯特马歇尔博士PMP
达米安martalogu cristinel
约翰A MarzulloPMP
丽贝卡P Masucci
杰米马塔
莫希特Raj马图尔PMP
Nael
Rahma mbarki英格理学硕士工商理硕士
劳拉麦克唐纳PMP
科琳麦格劳PMP
戴维麦克纳MSCPMP
贝洛Mé费尔南德斯PMP
路易斯J merckenPMI
研究员PMP
苏美施PMP
Kenneth Merten
米贾弗莱德mikanovic
MBAPMP
伯尔尼C米勒PMPCPL
沃尔特沃伦米勒三世
博士PMP
sumith alvet米兰达PMP
布尔维塞丝米斯拉
格雷格莫尔曼
马克A蒙特利尔PMPCBAP
加里蒙蒂PMP
卡洛斯莫雷斯PMP
约翰Morck
阿尔伯托莫雷诺PMP
保罗morgesePEPMP
森薰PMP
罗根墨里森PMP
saradhi motamarri系统PMP
bhagchand美国伟
史蒂芬E缪勒PMP执行副总裁
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版501
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Hazim Muhssin PMP
Rita Mulcahy PMP
Philips Tharakan Mulackal
PMP CCE
Gerald Mulenburg DBA PMP
John L Murphy PE PMP
Pradeep Murti
Carlo Muzzarelli
Takamichi Nagano
Prakash Nagaraju PMP
John T Napier
Kalyanraman Narayanswamy
PMP
Faig Nasibov PMP
Muhammad Nasir
John T Nelson BSc
Mohammed Taher Netarwala
BE Mech PMP
Edgard Pedreira de Cerqueira
Neto PhD PMP
Michael Newell PMP
Thuthuy C Nguyen PMP
Praveen K Nidumolu PMP
Jeffrey S Nielsen PMP
James S Niziurski PMP
Michael C Nollet MBA PMP
Peter Ntiforo PMP BSc (Hons)
Jeff Nuding PMP
Michael O’Brochta MPM PMP
Deborah O’Bray CIM (Hons)
Edward A O’Connor PMP
Charis Ogbonna
Kazuhiko Okubo PE PMP
James Ostad PMP
Dmitry Ostroushko PhD
Beth Ouellette MBA PMP
Priya Padmanabhan PMP
Nariman Panahian PhD PMP
Mohan Pandey MPharm
PGDM(IIMA)
Tara Pangakis PMP
Leah Paras PMP
Balaji Parasuraman
Kent D Paris PMP
Hyung Ki Park PMP
William J Parkes PMP
Frank R Parth MBA PMP
Jerry L Partridge PMP
George Pasieka aCPP PMP
Marcello Patrese PMP MPM
Mridul Paul PMP MBA
Peter B Paulauskas PMP
Seenivasan Pavanasam
B Tech PMP
Almir dos Santos Pereira PMP
Nancy Perosio PMP
Robert E Perrine PMP
Sitarama Chakravarthy
Peruvel PMP
Bruce T Petro PMP
Daniel Picard PMP
Crispin (Kik) Piney BSc PMP
George Pitagorsky PMP
Rama P Pokala PMP
Morris A Pondfield MBA MS
Roberto Henrique Nogueira Pons
Charles M Poplos EdD PMP
Steven S Popovich
Steven R Potter PMP
Janice Preston PMP
Carl L Pritchard PMP EVP
Carl W Pro PMP
Nathan Pryce EMTM PMP
Javier Pumar PMP
Jan FM Raes PhD PMP
Regina Rahmilov
V Raja PMP
Aditya Rajguru PMP
S Ramani PgMP PMP
Ananthakrishnan
Ramaswami PMP
Claudia Elisa Ramírez PMP
Dave Randell PMP
Gurdev S Randhawa PMP
Shrish Rangaramanujam PMP
Banshidhar Rayaguru PMP
M Tech
Krupakara Reddy PMP PRINCE2
Practitioner
Caroline Robison PMP
Ana I Rodríguez García PMP
Asbjrn Rolstads PhD Ing
Rafael Fernando Ronces
Rosas PMP
Kenneth H Rose PMP
Prakash Roshan PMP
David W Ross PMP PgMP
Neal L Rowland PMP
Jaideep Roy
Laurie M Rudnitsky PMP
Lee Ryan
Nani SadowskiAlvarez PMP
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502 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
伊拉克muhssinPMP
丽塔MulcahyPMP
飞利浦tharakan mulackal
PMPCCE
杰拉尔德mulenburgDBAPMP
约翰墨菲PEPMP
普拉迪普Murti
Carlo Muzzarelli
takamichi长野
nagaraju PrakashPMP
约翰T草
kalyanraman narayanswamy
PMP
faig nasibovPMP
穆罕默德纳西尔
约翰T纳尔逊衡计分卡
穆罕默德塔希尔netarwala
机械PMP
Edgard佩德雷拉de Cerqueira
托博士PMP
迈克尔纽厄尔PMP
thuthuy C阮PMP
Praveen K nidumoluPMP
杰夫瑞·尼尔森PMP
杰姆斯S济乌尔斯基PMP
迈克尔C诺MBAPMP
彼ntiforoPMP理学士（荣誉）
杰夫泸定PMP
迈克尔o'brochtaMPMPMP
底波拉o'brayCIM（荣誉）
爱德华奥康纳PMP
哈里斯奥邦纳
Kazuhiko久保PEPMP
杰姆斯OstadPMP
德米特里ostroushko博士
贝丝韦莱MBAPMP
普里亚帕德马纳班PMP
panahian纳里曼博士PMP
mohan潘迪MPharm
PGDM（IIMA）
塔拉pangakisPMP
利亚第PMP
巴拉吉Parasuraman
肯特：巴黎PMP
哥KI公园PMP
威廉J帕克斯PMP
法兰克·帕斯MBAPMP
杰里L鹧鸪PMP
乔治图片源：帕斯尔卡ACPPPMP
马塞洛帕特雷斯PMPMPM
mridul保罗PMPMBA
彼B保劳斯卡斯PMP
seenivasan pavanasam
B科技PMP
阿尔米尔斯桑托斯佩雷拉PMP
南茜perosioPMP
罗伯特·珀赖PMP
sitarama Chakravarthy
peruvelPMP
布鲁斯T佩特罗PMP
丹尼尔皮卡PMP
克里斯（击）松树衡计分卡PMP
乔治pitagorskyPMP
Rama P分配PMP
莫里斯A庞德菲尔德街MBA女士
罗伯托恩里克Nogueira脑桥
查尔斯M poplosEDDPMP
史提芬S波波维奇
史提芬波特PMP
珍妮丝PrestonPMP
卡尔L普里查德PMP执行副总裁
卡尔W ProPMP
弥敦PryceeMTMPMP
哈维尔pumarPMP
Jan调频速率博士PMP
里贾纳rahmilov
V RajaPMP
阿迪亚中国PMP
美国RamaniPgMPPMP
ananthakrishnan
拉马斯瓦米PMP
克劳蒂亚试剂RAMírezPMP
戴夫RandellPMP
gurdev S randhawaPMP
里希rangaramanujamPMP
banshidhar rayaguruPMP
M技术
krupakara迪PMPPRINCE2
医生
卡洛琳罗宾逊PMP
安娜岛Rodríguez GarcíPMP
日？RN rolstad？博士荷兰
拉斐尔费尔南ronces
罗萨斯PMP
Kenneth H玫瑰PMP
Prakash罗山PMP
戴维W罗斯PMPPgMP
尼尔L罗兰PMP
罗伊
劳丽M罗尼斯基PMP
黎瑞恩
纳尼Sadowski阿尔瓦雷斯PMP
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502？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Osamu Sakamoto PMP
Brian Salk MA Ed PMP
Gladstone Leslie Samuel
Paul Sanghera PhD PMP
Satheesh Santhangopalan PMP
Otavio Ritter Santos PMP
Rick B Santos MBA PMP
Vikas Sarin ME(SS)MCA
Ramanathan Sathianaraynan
PMP CSQA
Kyoichi Sato PMP
Curt Schlonies PMP
Eugene Schreiner
John Schuyler PE PMP
Salvatore J Sciascia PMP
Anna Self
Benjamin R Sellers PMP CPCM
Kathakali Seth
Mark B Shadowens PMP
Paul E Shaltry PMP
Archana Sharma MS PMP
Dhilan N Shah CPA PMP
Manar Shami PhD PMP
Shervin Shariatpanahi
Mojtabanejad
Pawan Sharma
Rachna Sharma
John Sheers PMP
Jinmei Shen PMP
Nitin Shende
Eng SM Saliha Sheriff
MBA PMP
Kazuo Shimizu PMP
Toshihiro Shoji PMP
Hilary Shreter MBA PMP
Evandro LP Silva
Joo Carlos A Silva Neto
Msc PMP
Michael D Simants
Michael Simmering PE
OPM3CC
Nicklaus B Sims PMP
Manas Singh
Siddharth Singh
John Singley PhD PMP
Marzena Zych Skrzypkowska
Kathy J Slater PMP
Martin J Smit PMP
Carolyn E Smith PMP
Bruce F Snow
Juliette A Soczka
Jorge Garcia Solano PMP
John P Soltesz PE PMP
Nguyen Hoanh Son
Brijesh Sonawane PMP
Mauro Sotille PMP
Patricia Spadea PMP
Bernd Spiehl
Carolina Gabriela Spindola
SSBB PMP
Clifford W Sprague PMP
Rob Spurgeon
Varadarajan Sriram
Pranay Srivastava PMP CISA
Jolene R Staruch PMP
Joyce Statz PhD PMP
Doug Stephon
Samuel N Stevens III PhD
Delores Stimpson PMP
Roberta Storer
Dr Kenneth D Strang PhD PMP
Geree V Streun CSQE PMP
Michael E (Mike) Strom PMP
Juergen Sturany PMP
Chinta VN Subrahmanyam
PMP
Brian T Sullivan PMP
Raghavan Sundararajan PMP
Yasuji Suzuki PMP
Rashid M Syed MBA PMP
Michal Szymaczek PMP
Amin Tabatabayi BEng MBA
Shoji Tajima PMP
Masanori Takahashi PMP MA
Paraminder Talwar PMP
Randy Tangco PMP CSM
Nilesh Adrian Pieris Tavarayan
AMBCS MACS (Prov)
John Terdik PMP DCB
Gangesh Thakur CPIM CSCP
Jaimini Thakore
Pham Minh Thang
ClaireJodane Thermidor
William M Thom PMP
Darin Thomas PMP
William J Thompson PE PMP
Rocky Thurston PMP
Linus G Tibayan FLMI PMP
Surendra Tipparaju ME
Lulu V Tobin PMP
Victoria TodasLozada PMP
Mark Tolbert
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 503
附录X2撰稿审稿PMBOK？第五版指南
坂PMP
布瑞恩Salk马PMP
塞缪尔61莱斯利
保罗Sanghera博士PMP
satheesh santhangopalanPMP
奥塔维奥桑托斯PMP
里克B桑托斯MBAPMP
Vikas沙林（SS）脑中动脉
Ramanathan sathianaraynan
PMP中国船级社
Kyoichi佐藤PMP
简短schloniesPMP
尤金施赖纳
约翰斯凯勒PEPMP
塞尔瓦托·J·夏夏PMP
安娜
杰明R卖家PMPCPCM
Kathakali塞思
标记B shadowensPMP
保罗E shaltryPMP
Archana夏尔马MSPMP
dhilan N Shah注册会计师PMP
马纳尔沙米博士PMP
shervin shariatpanahi
mojtabanejad
Pawan夏尔马
RACHNA夏尔马
约翰sheersPMP
金申PMP
Nitin德
工程SM Saliha警长
MBAPMP
喀左清水PMP
日商事PMP
希拉里shreterMBAPMP
埃万德罗LP席尔瓦
乔？哦卡洛斯席尔瓦托
理学硕士PMP
迈克尔博士西曼茨
迈克尔煨PE
opm3cc
尼克劳斯西姆斯PMP
玛纳斯辛格
Siddharth Singh
约翰干博士PMP
marzena齐柯 skrzypkowska
凯茜J斯莱特PMP
马丁斯密特PMP
卡洛琳E史密斯PMP
布鲁斯·F·雪
朱丽叶A soczka
豪尔赫加西亚SolanoPMP
约翰P索泰兹PEPMP
阮横山
布里吉索纳韦恩PMP
毛罗sotillePMP
帕特丽夏斯佩迪亚PMP
贝尔恩德spiehl
卡罗莱纳州Gabriela spindola
黑带PMP
克利福德·W·斯普拉格PMP
Rob斯珀吉翁
Sriram
pranay SrivastavaPMP中钢协
九河staruchPMP
乔伊斯博士StatzPMP
道格斯蒂芬
塞缪尔N史蒂文斯三世博士
德洛丽斯斯廷普森PMP
罗伯塔Storer
肯尼斯D斯特朗博士博士PMP
geree诉streunCSQEPMP
迈克尔·（迈克）风暴PMP
Juergen sturanyPMP
金塔
PMP
布瑞恩T沙利文PMP
Raghavan桑达拉拉扬PMP
铃木萩康司PMP
拉希德M赛义德MBAPMP
米甲szymaczekPMP
阿明tabatabayi工学学士工商理硕士
商事田岛PMP
高桥正PMP马
paraminder TalwarPMP
兰迪塘错PMPCSM
阿德里安tavarayan Nilesh粉蝶
ambcsMac（省）
约翰terdikPMPDCB
gangesh库尔CPIMCSCP
jaimini thakore
范明胜
克莱尔jodane热月
威廉M ThomPMP
达林托马斯PMP
威廉J汤普森PEPMP
洛基瑟斯顿PMP
莱纳斯G tibayan生活理协会会员PMP
史仁达tipparaju
露露诉托宾PMP
维利亚达洛萨达PMP
标记出
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版503
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nagla Toma MA
Carolyn A Toomer PMP
Terry D Tosh PMP
Lee Towe PMP MBA
Biagio Tramontana Ing PMP
R Trant BA C Mar Eng
Ricardo Triana PMP
Daniel J Troxell MBA PMP
ShiJa Tseng
William Stephen Turner
Vidyasagar Uddagiri PMP
Nnanna Charles Ukaegbu
PE PMP
Krishnakant T Upadhyaya PMP
Eric Uyttewaal
MS Business PMP
Ali Vahedi Diz MSc PMP
Jorge Valdés Garciatorres
PMP ITIL
Dennis K Van Gemert MS PMP
Paula Ximena Varas PMP
Ricardo Viana Vargas MSc PMP
Jouko Vaskimo PMP
Thierry Verlynde PMP
Malay Verma PMP PGCBM
Vijay K Verma PMP MBA
Aloysio Vianna Jr
David Violette MPM PMP
Pepijn Visser
Cornelis (Kees) Vonk
Paul E Waits Jr PMP CPM
Mike Wakshull PMP MSc
Ronald P C Waller
PMI Fellow PMP
Barbara Walsh CAPM
Thomas M Walsh PMP
Steve J Walter PhD CSEP PMP
Xiaojin Wang PhD PMP
Lou Ware PMP
William W Wassel PE PMP
Ian J Watson PMP
Michael D Watson PMP
Patrick Weaver PMP FAICD
John A Weber PMP
Kevin R Wegryn PMP CPM
Linda Westfall CSQE PE
John White
Mark Wilfer PMP
Donald Wilkinson PMP
Nancy Wilkinson MBA PMP
Dale K Williams PMP CSM
Terry Williams PhD PMP
John Wilson PhD PMP
Rebecca A Winston JD
Michael Witzorky PMP
Audrey R Wojcik
Nan Wolfslayer AStd
Rick Woods SSBB PMP
Mark A Wright PMP
Vicki Wrona PMP
Andrew Lam Tug Wye PMP
CITPM (Associate)
Kazuo Yamamoto PMP
Shahrzad Yazdani PMP LSS GB
Clement CL Yeung PMP
Masakazu Yonezaki
Tan EE Yuen Yvonne
Azam M Zaqzouq MCT PMP
Omran M Zbeida
Xuyan Zhang
Rob Zilay MBA PMP
K Kimi Hirotsu Ziemski PMP
Paul W Zilmer PMP
William A Zimmer PMP
Heinz Zimmermann MSc PMP
John Zlockie MBA PMP
Licensed To Yan Xie PMI MemberID 2339948
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504 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
nagla托马马
卡洛琳·JPMP
特里博士话PMP
李塔PMPMBA
亚吉奥北风INGPMP
河特兰特BaC海事工程师
李嘉图特里亚纳PMP
丹尼尔J洛克塞尔MBAPMP
施JA
威廉史蒂芬特纳
维德雅瑟格uddagiriPMP
查尔斯61恩娜娜ukaegbu
体育PMP
krishnakant T乌帕德希雅PMP
埃里克uyttewaal
MS业务PMP
阿里瓦海迪迪兹MSCPMP
豪尔赫Valdégarciatorres
PMPITIL
丹尼斯K van海默特MSPMP
保拉军瓦拉斯PMP
李嘉图Viana巴尔加斯MSCPMP
康佑vaskimoPMP
蒂埃里verlyndePMP
马VermaPMPpgcbm
Vijay K VermaPMPMBA
aloysio vianna Jr
戴维紫罗兰MPMPMP
Pepijn维瑟
科利斯（凯斯）冯克
保罗E等JrPMPCPM
迈克wakshullPMP理学硕士
罗纳德P C沃勒
PMI院士PMP
巴巴拉沃尔什CAPM
托马斯沃尔什先生PMP
史提夫·沃尔特博士CSEPPMP
金王博士PMP
娄洁具PMP
威廉W沃塞尔PEPMP
伊恩华生PMP
迈克尔D沃森PMP
帕特里克WeaverPMPfaicd
约翰·韦伯PMP
凯文R wegrynPMPCPM
琳达西部荒野CSQEPE
约翰白
马克威尔福PMP
唐纳德威尔金森PMP
南茜威尔金森MBAPMP
Dale威廉姆斯PMPCSM
特里威廉姆斯博士PMP
威尔逊博士约翰PMP
丽贝卡A温斯顿博士
迈克尔witzorkyPMP
奥德丽R Wojcik含
南屠狼者美国培训发展协会
瑞克树林黑带PMP
马克赖特PMP
维姬沃纳PMP
安烈Lam拖船怀PMP
citpm（副）
喀左山PMP
shahrzad yazdaniPMPLSS GB
克莱门特捷利杨PMP
yonezaki Masakazu
伊冯Tan Ee园
阿扎姆M zaqzouqMCTPMP
zbeida Omran M
徐燕张
罗布zilayMBAPMP
K基米hirotsu杰姆斯基PMP
保罗W 梓尔马PMP
威廉A ZimmerPMP
海茨ZimmermannMSCPMP
约翰zlockieMBAPMP
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504？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X2101 Other Contributors
X210 The PMBOK Guide—Third Edition
Dennis Bolles PMP Project Manager
Darrel G Hubbard PE Deputy Project Manager
J David Blaine PMP (Quality Control Coordinator)
Theodore R Boccuzzi PMP (Document Research Team Leader)
Elden Jones PMP (Configuration Management Coordinator)
Dorothy Kangas PMP (Product Overview Team Leader)
Carol Steuer PMP (Framework Team Leader)
Geree Streun PMP (Process Groups Team Leader)
Lee Towe PMP (Special Appointment)
Abdallah AbiAad PMP PEng
Muhamed Abdomerovic PMP
Adrian Abramovici PMP
Fred Abrams PMP CPL
Yassir Afaneh
Hussain Ali AlAnsari
Eur Ing CEng
Mohammed Abdulla AlKuwari
Eur Ing CEng
Jamie K Allen PMP
Mark Allyn PMP
Sumner Alpert PMP CMC
Frank Anbari
Scott C Anderson PMP
Lionel Andrew MBA ISP
Russell Archibald PMP
Prabu V Ayyagari PhD PMP
William W Bahnmaier PMP
Alfred Baker
Ernest Baker PMP
Pamela M Baker PMP
W Clifton Baldwin PMP
B D Barnes
Kevin E Bast PMP
Jefferson Bastreghi
Mohammed Safi Batley MIM
Julia M Bednar PMP
James S Bennett PMP
Cynthia A Berg PMP
Sally Bernstein PMP
Mamoun A Besaiso CE
Ionut C Bibac
Howland Blackiston
J David Blaine PMP CSQE
Ray Blake PMP
Nigel Blampied PE PMP
Dennis Bolles PMP
Stephen Bonk
Barbara Borgmann PMP
Charles W Bosler Jr
Gregory M Bowen CSDP
Rollin O Bowen Jr
Carolyn Boyles MBA PMP
David Bradford PMP
James (Jim) P Branden
MBA PMP
Wayne R Brantley PMP MS Ed
Gary D Brawley PEng PMP
Alex S Brown PMP
Timothy S Brown
Stephen C Burgan PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 505
附录X2撰稿审稿PMBOK？第五版指南
x2101贡献者：
x210 PMBOK？第三版指南
丹尼斯博尔斯PMP项目理
达雷尔·哈伯德PE项目副理
J戴维BlainePMP（质量控制协调员）
西奥R boccuzziPMP（文献研究组组长）
埃尔登琼斯PMP（配置理协调员）
萝西KangasPMP（产品概述组长）
卡罗尔施托伊尔PMP（框架组组长）
geree streunPMP（进程组组长）
李塔PMP（特殊命）
阿卜杜拉ABI AADPMP彭
穆罕默德abdomerovicPMP
阿德里安阿布拉莫维奇PMP
弗莱德AbramsPMPCPL
亚瑟afaneh
侯赛阿里安萨里
欧元
穆罕默德Abdulla Al kuwari
欧元
杰米K艾伦PMP
马克阿林PMP
萨姆纳AlpertPMPCMC
弗兰克·安巴里
史葛安徒生PMP
莱昂尔安烈MBAISP
罗素ArchibaldPMP
prabu诉阿耶加里博士PMP
威廉W bahnmaierPMP
艾尔弗雷德贝克
厄斯特贝克PMP
帕梅拉贝克PMP
W克利夫顿BaldwinPMP
B巴尼斯
凯文E麻PMP
杰佛逊bastreghi
穆罕默德萨菲巴特利MIM
朱丽亚M贝德纳PMP
杰姆斯S班尼特PMP
辛西娅贝尔格PMP
Sally伯恩斯坦PMP
奈达besaiso长官
BIBAC
豪兰布莱基斯顿
J戴维BlainePMP提
雷布莱克PMP
奈吉尔BlampiedPEPMP
丹尼斯博尔斯PMP
史蒂芬书
巴巴拉PMP
查尔斯W博斯勒Jr
格雷戈瑞M博文复方丹参滴丸
罗林O博文Jr
卡洛琳博伊尔MBAPMP
戴维布拉德福德PMP
杰姆斯（吉姆Branden）P
MBAPMP
韦恩R BrantleyPMP教育硕士
加里D Brawley彭PMP
亚历克斯布朗PMP
Timothy S Brown
史蒂芬·伯根PMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版505
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Anne Cagle PMP
Dean J Calabrese PMP
Neil R Caldwell
Giuseppe A Caruso PMP
Edgard P Cerqueira Neto
PhD PMP
Bruce Chadbourne
Bill Chadick PMP
Clare Chan
Porfirio Chen Chang MBA PMP
Ho Lee Cheong PhD MIMechE
Gene Chiappetta PMP
Tomio Chiba PMP
Mark T Chism PMP
Aaron Coffman PMP CQM
Kim D Colenso PMP CSQE
Edmund H Conrow PhD PMP
Helen S Cooke PMP
Michael Corish
John E Cormier PMP
John Cornman PMP MBA
Sergio R Coronado
Andy Crowe PMP
Robert L Cutler PMP
Darren Dalcher PhD MAPM
Mario Damiani PMP
Shari M Daniel PMP
Arindam Das
Pranab Das PMP
Aloysio da Silva
Allan E Dean
Robert de Jong PMP
Juan De La Cruz
M Pilar De La Cruz
Alfredo del Cano PE PhD
Connie Delisle
Andrea Giulio Demaria PMP
John M Dery PMP
Barbara De Vries PMP
Ravi Kumar Dikshit PMP
Jerry Dimos PMP
James A Doanes
Capt Nick Doralp PMP
John Downing
Magnus Karl Drengwitz PMP
Daniel Dudek
Peter Duignan PMP
Lloyd R Duke Jr PMP
Suhas Dutta PMP
Judith Edwards PhD PMP
Bradford R Eichhorn PMP
Gary S Elliott MS MD
Robert L Emerson PMP
Alison Evanish
Gregory William Fabian PMP
Steven L Fahrenkrog PMP
Morten Fangel PhD
Keith Farndale PEng PMP
Martin Christopher Fears PMP
Eve Featherman
AnnaMaria Felici
Flynn M Fernandes MSPM
PMP
John C Buck Field MBA PMP
Linda Fitzgerald
Quentin W Fleming
David Foley MBA
Kirby Fortenberry PMP
Gary W Fortune PMP
John M Foster PMP MBA
Scott D Freauf PMP
Denis Freeland
Ichiro Fujita PMP
John S Galliano
Donald G Gardner PMP
Stanisaw Gasik
Jackelen George
Jose A George B Tech PGDM
Dan Georgopulos
Paul H Gil MCP PMP
Greg Githens PMP
Earl Glenwright PE VEA
Leo AGiulianetti PMP
Christopher A Goetz PMP
Donna Golden
Dan Goldfischer
Neil P Goldman PMP
Margarida Goncalves PhD
John C Goodpasture PMP
Dana J Goulston PMP
Neal S Gray PMP
Steve Grey PhD PMP
Robert J Gries PE PMP
Mike Griffiths PMP
Patrick D Guest PMP
Jinendra Gunathilaka PE
Navneet Gupta PMP
David R Haas PMP FLMI
Aaron S Hall PMP
Robert W Harding RA
Delbert K Hardy PMP
Patti Harter
Licensed To Yan Xie PMI MemberID 2339948
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506 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
安妮卡格尔PMP
迪安·卡拉布里亚PMP
尼尔考德威尔
朱塞佩·卡鲁索PMP
体育Cerqueira托
博士PMP
布鲁斯查德伯恩
尔chadickPMP
克莱尔Chan
奥陈畅MBAPMP
李青博士mimeche
基嘉佩塔PMP
千叶雄PMP
马克T CHISMPMP
亚伦CoffmanPMPCQM
基姆D科伦索PMP提
埃德蒙·H·康罗博士PMP
海伦S库克PMP
迈克尔科里什
约翰·科米尔PMP
约翰考曼PMPMBA
塞尔吉奥R科罗纳
安迪CrowePMP
罗伯特卡特勒PMP
戴伦尔彻博士种
马里奥达米亚尼PMP
丹尼尔先生PMP
Arindam DAS
普DASPMP
aloysio达席尔瓦
艾伦E院长
罗伯特德容PMP
胡安de la克鲁兹
M Pilar de la克鲁兹
阿尔弗雷删卡诺PE博士
康妮德利尔
安德列朱利奥德马里亚PMP
约翰M拒绝PMP
巴巴拉de VriesPMP
Ravi库马尔DikshitPMP
杰里迪莫斯PMP
杰姆斯A doanes
尼克doralp尉PMP
约翰唐宁
马格纳斯卡尔drengwitzPMP
丹尼尔杜德克
彼杜伊格南PMP
劳埃德公爵JrPMP
苏哈斯DuttaPMP
朱迪思爱德华兹博士PMP
布拉德福德R艾希霍恩PMP
加里S埃利奥特MSMD
罗伯特L爱默生PMP
艾丽森死
格雷戈瑞威廉PMP
史提芬L法伦克罗格PMP
摩顿方厄尔博士
基思法恩代尔彭PMP
马丁克里斯托弗恐惧PMP
夜费瑟曼
Annamaria费利奇
弗林M费尔南德斯MSPM
PMP
约翰C巴克领域MBAPMP
琳达菲茨杰拉德
昆廷·弗莱明
戴维FoleyMBA
柯福滕贝里PMP
加里·W·财富PMP
约翰M福斯特PMPMBA
史葛D freaufPMP
丹尼斯弗里兰
郎藤田PMP
约翰S加里亚诺
唐纳德G加德纳PMP
stanis？噢gasik
jackelen乔治
泽乔治B科技PGDM
丹georgopulos
保罗H吉尔MCPPMP
格雷戈吉森斯PMP
伯爵格伦赖特PEVEA
利奥：giulianettiPMP
克里斯托弗A GoetzPMP
唐娜金
Dan Goldfischer
尼尔P戈德曼PMP
Margarida贡萨尔维斯博士
约翰C肾炎PMP
Dana J古尔斯顿PMP
尼尔S GrayPMP
史提夫灰色博士PMP
罗伯特·J·格里斯PEPMP
迈克格利菲斯PMP
帕特里克D客PMP
jinendra gunathilakaPE
Navneet GuptaPMP
戴维哈斯PMP生活理协会会员
亚伦S霍尔PMP
罗伯特W哈丁RA
埃尔伯特K哈代PMP
佩蒂哈特
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506？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
J Ray Harwood PMP
Ali Hassan PMP
Ralph Hernandez
Rick Hiett
Pat Hillcoat PMP
Bob Hillier PMP
David Hillson PhD PMP
Guy N Hindley MAPM MILT
Danny N Hinton PMP
Bobby Tsan Fai Ho PMP CISM
J Brian Hobbs PhD PMP
Piet Holbrouck MSc
Carol Holliday PMP
Gopi V Hombal
Martin Hopkinson BSc APMP
Keith D Hornbacher MBA
Darrel G Hubbard PE
Kenneth Alan Hudacsko PMP
David T Hulett PhD PMP
Clinton in’t Veld
Adesh Jain PMP MPD
Don R James PMP
Grant Jefferson
Noel C Jensen PMP
Wei Jing
Bruce Johnson PMP
Elden Jones MSPM PMP
Granville H Jones Sr
MBA PMP
Kevin B Jones BMath PMP
Howard J Kalinsky PMP MPM
Constance Katsanis
Roger Kent
Tom Kerr PMP
Ajmal Afzal Khan
Asadullah Khan PMP
Lucy Kim PE PMP
Mihail Kitanovski
Jennifer Eileen Kraft
Takahiko Kuki PE PMP
Polisetty VS Kumar
M Tech PMP
Avis Kunz
Thomas Kurihara
Antonio Carlos Laranjo da Silva
John S Layman PMP
Lawrence (Larry) P Leach PMP
Craig Letavec
Ben Linders
Erik D Lindquist PE PMP
Mary K Lofsness
Elizabeth Ann Long PMP
Raul S Lopez PE PMP
Enrique LopezMingueza PMP
Pier Paolo Lo Valvo PMP
Karen Griffin MacNeil PMP
Sajith K Madapatu PMP
Vijaya Kumar Mani PMP
Mark Marlin PMP
Enrique Martinez
Victor J Matheron PMP
Stephen S Mattingly
Christopher J Maughan
CEng PMP
Giuseppe Mauri
Yves Mboda PMP
David L McPeters PMP
Ed Mechler PMP
Godfrey I Meertens PMP
Richard Meertens MBA PMP
Yan Bello Mendez PMP
Gordon R Miller PMP CCP
Liu Min
Santosh Kumar Mishra
PMP CSQA
Andrew H Moore MBA PMP
Colin Morris PE PMP
Saradhi Motamarri M Tech PMP
Mhlabaniseni Moses Mitmunye
Rita Mulcahy PMP
Charles L Munch PMP
KS Keshava Murthy
Jo Musto PMP
AnathaKrishnan
S Nallepally PMP
NB Narayanan
Vijayalakshimi Neela MCA PMP
Beatrice Nelson PMP
Brian D Nelson PMP
Jeffrey S Nielsen PMP
Isabella Nizza PMP
Jim O’Brien PMP
Kazuhiko Okubo PE PMP
David M Olson MBA (ITM)
Peter Ostrom PhD PMP
Jeffery L Ottesen PE
Michael T Ozeranic
Laura Dorival Paglione
Ravindranath Palahalli
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 507
附录X2撰稿审稿PMBOK？第五版指南
J哈伍德PMP
阿里哈桑PMP
拉尔夫埃尔南德斯
瑞克希特
帕特HillcoatPMP
鲍勃希利尔PMP
戴维Hillson博士PMP
Guy N欣德利MAPM脾脏
丹尼HintonPMP
博灿辉豪PMP国际军体理事会
J布瑞恩霍布斯博士PMP
蒙德里安holbrouck理学硕士
卡罗尔霍利迪PMP
戈皮诉hombal
马丁霍普金森衡计分卡APMP
基思D hornbacherMBA
达雷尔·哈伯德PE
Kenneth艾伦hudacskoPMP
戴维T休利特博士PMP
克林顿没草原
adesh耆教PMPMPD
唐·R杰姆斯PMP
Grant杰佛逊
Noel延森PMP
魏荆
布鲁斯约翰逊PMP
埃尔登琼斯MSPMPMP
威H琼斯Sr
MBAPMP
凯文B琼斯bmathPMP
霍华德J kalinskyPMPMPM
康斯坦斯Katsanis
罗杰肯特
汤姆克尔PMP
Ajmal阿夫扎尔汗
省长汗PMP
露西基姆PEPMP
kitanovski
珍妮佛爱琳卡夫
Takahiko库基PEPMP
polisetty VS库马尔
M技术PMP
Avis昆茨
托马斯栗原
安东尼奥达席尔瓦卡洛斯Laranjo
约翰S门外汉PMP
劳伦斯（Larry）P浸出PMP
克雷格letavec
linders
埃里克D林奎斯特PEPMP
玛丽K lofsness
伊丽莎白安长PMP
劳尔S洛佩兹PEPMP
恩里克洛佩兹minguezaPMP
Pier Paolo LO沃尔沃PMP
凯伦·麦克尼尔PMP
sajith K madapatuPMP
魏库马尔嘛PMP
马克马林PMP
恩里克马丁兹
维克·马瑟荣PMP
史蒂芬·马丁利
克里斯托弗J莫恩
PMP
朱毛里
伊夫mbodaPMP
戴维L mcpetersPMP
艾德mechlerPMP
戈弗雷岛meertensPMP
李察meertensMBAPMP
贝洛门德兹PMP
戈登米勒PMPCCP
刘敏
Santosh库马尔米斯拉
PMP中国船级社
安烈H穆尔MBAPMP
柯林莫里斯PEPMP
saradhi motamarriM科技PMP
mhlabaniseni摩西mitmunye
丽塔MulcahyPMP
查尔斯L嚼PMP
嘉诚凯沙瓦默菲
乔图PMP
anathakrishnan
美国nallepallyPMP
Nb纳拉亚南
vijayalakshimi NeelaMCAPMP
阿特丽丝NelsonPMP
布瑞恩D纳尔逊PMP
杰夫瑞·尼尔森PMP
伊莎贝拉罗斯PMP
吉姆O’BrienPMP
Kazuhiko久保PEPMP
戴维M奥尔森MBA（ITM）
彼奥斯特罗姆博士PMP
杰弗里L名PE
ozeranic迈克尔T
劳拉paglione里瓦
ravindranath palahalli
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版507
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Glen R Palmer
Jon Palmquist
Nick Palumbo PMP
David Parker
Jerry L Partridge PMP
George Pasieka PMP
Eric Patel
Anil Peer PEng PMP
Francisco PerezPolo
Paul W Phister Jr PhD PE
Crispin (Kik) Piney BSc PMP
Natasha Pollard
Sreenivasa Rao Potti MCA PMP
Manohar Powar PMP
Ravindranath P S
Patrick J Quairoli
Ge Qun
Vara Prasad Raju Kunada
Gurdev Randhawa
Prem Ranganath PMP
Raju Rao PMP
Ulka Rathi
Carol Rauh PhD PMP
Tony Raymond
Vijay Sai Reddy PMP CSQA
J Logan C Rice
Steven Ricks PMP
Steven F Ritter PMP
Thad B Ring PMP
Dee Rizor
Susan Rizzi
Michael C Roach
Alexandre G Rodrigues PhD
Cheryl N Rogers PMP
Asbjorn Rolstadas PhD
Hans (Ron) Ronhovde PMP
Scott A Rose PMP
Ed Rosenstein PMP
David W Ross PMP
Samuel S Roth PMP
Joseph A Roushdi
Gurdev Roy PMP
Paul S Royer PMP
James J Rutushni PMP
Robbi Ryan
Frank Ryle PMP
Anjali Sabharwal PMP
Srinivasa R Sajja PMP
Brian Salk MA Ed PMP
Nashaat A Salman PMP
Kyoichi Sato
Markus Scheibel PMP DiplIng
Suzanne Lee Schmidt PMP
John Schmitt PMP
Amy Schneider PMP
Michael J Schollmeyer PMP
Randa Schollmeyer PMP
Richard E Schwartz
Andrea R Scott
Benjamin R Sellers PMP CPCM
Tufan Sevim PMP
Sanjay Shah PMP
Mundaje S Shetty PMP
Kazuo Shimizu PMP
Rali Shital
Ganga Siebertz
Larry Sieck
Melvin Silverman PhD PE
Fernando Demattio de O
Simoes PMP
Richard L Sinatra PhD PMP
Raghavendra Singh
John E Singley PhD PMP
Edward Smith
Patricia Smith
Cynthia Snyder MBA PMP
Antonio Soares
Paul Solomon PMP
Richard Spector PMP
Allison St Jean
Michael Stefanovic PEng PMP
Geree Streun PMP
Juergen Sturany
Donglin Su
Sambasivam S PMP CSQA
George Sukumar MSChe OE
Karen Z Sullivan PMP
Karen Tate MBA PMP
David E Taylor PMP
James E Teer Jr
Sai K Thallam MBA PMP
John A Thoren Jr PhD PMP
Surendra Tipparaju ME
Massimo Torre PhD PMP
Luis Eduardo Torres Calzada
MBA PMP
Rogerio Carlos Traballi
Lee Towe MBA PMP
Rufis A Turpin CQA CSQE
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This copy is a PMI Member benefit not for distribution sale or reproduction
508 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
格伦R帕尔默
乔恩帕姆奎斯特
尼克帕伦博PMP
戴维帕克
杰里L鹧鸪PMP
乔治图片源：帕斯尔卡PMP
Eric帕特尔
阿尼尔行彭PMP
弗朗西斯科佩雷斯马球
保罗W phisterJr博士体育
克里斯（发）松树衡计分卡PMP
娜塔莎波拉德
sreenivasa饶波提MCAPMP
Manohar屿PMP
ravindranath P S
帕特里克J quairoli
鸽群
翻Prasad Raju kunada
gurdev randhawa
炳兰加纳特PMP
拉贾拉奥PMP
ULKA拉西
卡罗尔Rauh博士PMP
托尼雷蒙德
维杰西迪PMP中国船级社
J洛根C水稻
史提芬RicksPMP
史提芬里特PMP
撒德B环PMP
迪Rizor
苏珊
迈克尔C蟑螂
亚历山·罗德里格斯博士
谢丽尔罗杰斯PMP
asbjorn rolstadas博士
汉斯（罗恩）龙霍夫德PMP
史葛A RosePMP
ED RosensteinPMP
戴维W罗斯PMP
塞缪尔S罗斯PMP
约瑟夫A Roushdi
gurdev罗伊PMP
保罗老爷PMP
杰姆斯J rutushniPMP
罗瑞恩
弗兰克赖尔PMP
anjali SabharwalPMP
拉玛河sajjaPMP
布瑞恩Salk马PMP
纳沙A沙尔曼PMP
Kyoichi佐藤
马库斯赛贝尔PMPING
苏珊娜李施密特PMP
约翰施密特PMP
艾米施奈德PMP
迈克尔·斯科尔默尔PMP
兰达斯科尔默尔PMP
李察E施瓦兹
安德列R史葛
杰明R卖家PMPCPCM
吐蕃少PMP
Sanjay ShahPMP
mundaje S蒂PMP
喀左清水PMP
拉里清淳
恒河siebertz
拉里阿西克
梅尔文Silverman博士体育
费尔南demattio de O
西蒙斯PMP
李察L西纳特拉博士PMP
Raghavendra辛格
约翰E干博士PMP
爱德华史密斯
帕特丽夏史密斯
辛西娅斯奈德MBAPMP
安东尼奥
保罗罗门PMP
李察斯佩克特PMP
圣埃里森Jean
迈克尔吧彭PMP
geree streunPMP
Juergen sturany
东林苏
sambasivam SPMP中国船级社
乔治马尔美国中部高等教育评鉴OE
凯伦Z沙利文PMP
凯伦TateMBAPMP
戴维E泰勒PMP
杰姆斯E特尔Jr
赛K thallamMBAPMP
约翰A带Jr博士PMP
史仁达tipparaju
马西莫老爹博士PMP
路易斯托雷斯公路
MBAPMP
Rogerio卡洛斯traballi
李塔MBAPMP
：A特CQA提
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508？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Marion J Tyler PMP
M Raj Ullagaraj PhD
Bobbye Underwood PMP
Eric Uyttewaal PMP
Dalton L ValerianoAlves ME
JR Vanden Eynde PMP
Gary Van Eck
Judy Van Meter
JR Vanden Eynde PMP
Gerrit van Otterdijk BSc
Thomas G Van Scoyoc PMP
Paula X Varas PMP
Ricardo Vargas
Ricardo Viana Vargas MSc PMP
Aloysio Vianna Jr
Mark M Vertin PE PMP
Craig Veteto PMP CPIM
Roberto Viale PMP
Eduardo Newton Vieira PMP
Dave Violette MPM PMP
Desmond Joseph Vize PMP
Cornelius (Kees) Vonk PMP
J Wendell Wagner PMP
Barbara Walsh
Thomas M Walsh PMP
William W Wassel PE PMP
Patrick Weaver PMP FAICD
Kevin R Wegryn PMP CPM
Timothy E Welker PMP
Linda Westfall PE CSQE
Gwen Whitman PMP
Tammo T Wilkens PE PMP
Alan K Williams Sr PMP
Charles M Williamson
MBA PMP
Stephen D Wise
Allan Wong
Robert Wood
Kristin L Wright
Thomas Wuttke PMP CPM
Uma S Yalamanchili PMP
Clement CL Yeung PMP
Angela F Young PMP
John Zachar BSc APMP
Kathy Zandbergen
Cristine Zerpa
Paul Zilmer
Eire E Zimmermann PMP
X211 The PMBOK Guide—2000 Edition
Cynthia A Berg PMP
Judith A Doll PMP
Daniel Dudek PMP
Quentin Fleming
Greg Githens PMP
Earl Glenwright
David T Hulett PhD
Gregory J Skulmoski
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 509
附录X2撰稿审稿PMBOK？第五版指南
玛丽恩泰勒PMP
M Raj ullagaraj博士
柏安德伍德PMP
埃里克uyttewaalPMP
达尔顿L巴莱里亚诺阿尔维斯
JR范登·艾德PMP
加里Van Eck
朱迪范计
强尼范登·艾德PMP
格里特面包车otterdijk衡计分卡
托马斯·范斯考约克PMP
保拉X瓦拉斯PMP
李嘉图巴尔加斯
李嘉图Viana巴尔加斯MSCPMP
aloysio维纳Jr
马克·威廷PEPMP
克雷格韦泰托PMPCPIM
罗伯托PMP
牛顿维埃拉PMP
戴夫紫罗兰MPMPMP
德斯蒙德维泽PMP
科尼利厄斯（凯斯）范克PMP
J温德尔瓦格纳PMP
巴巴拉沃尔什
托马斯沃尔什先生PMP
威廉W沃塞尔PEPMP
帕特里克WeaverPMPfaicd
凯文R wegrynPMPCPM
提摩西E维尔克PMP
琳达西部荒野PE提
格温怀特曼PMP
Tammo T威尔肯斯PEPMP
艾伦K威廉姆斯高级PMP
查尔斯M威廉姆森
MBAPMP
史蒂芬D明智
艾伦王
罗伯特伍德
克里斯廷赖特
托马斯伍德克PMPCPM
乌玛S YalamanchiliPMP
克莱门特捷利杨PMP
安吉拉年轻PMP
约翰zachar衡计分卡APMP
凯茜zandbergen
zerpa克里丝蒂娜
保罗梓尔马
爱尔兰E齐默尔曼PMP
x211 PMBOK？guide2000版
辛西娅贝尔格PMP
朱迪思A娃娃PMP
丹尼尔杜德克PMP
昆廷弗莱明
格雷戈吉森斯PMP
伯爵格伦赖特
戴维T休利特博士
格雷戈瑞J skulmoski
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版509
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Muhamed Abdomerovic PMP
D Eng
John R Adams
Yassir Afaneh
Frank Allen PMP
Jon D Allen PMP
MaryGrace Allenchey PMP
Robert A Andrejko PMP
Ichizo Aoki
Paul C Aspinwall
Ronald Auffrédou PMP
Edward Averill PMP
Frederick L Ayer PMP
William W Bahnmaier PMP
A C Fred Baker PMP
Carole J Bass PMP
George Belev
Berndt Bellman
Sally Bernstein PMP
Nigel Blampied PE PMP
John Blatta
Patrick Brown PMP
Alfredo del Cao
Chris Cartwright PMP
Bruce C Chadbourne PMP
Michael T Clark PMP
Raymond C Clark PE
Elizabeth Clarke
David Coates PMP
Kim Colenso PMP
Edmund H Conrow PMP
Kenneth G Cooper
Sergio Coronado Arrechedera
John Cornman PMP
Richard F Cowan PMP
Kevin Daly PMP
Mario Damiani PMP
Thomas Diethelm PMP
David M Drevinsky PMP
William R Duncan
Frank D Einhorn PMP
Steven L Fahrenkrog
Edward Fern PMP
Lisa Fisher
Christian Frankenberg PMP
Scott D Freauf PMP
JeanLuc Frere PMP
Ichiro Fujita PMP
Chikako Futamura PMP
Serge Garon PEng PMP
Brian L Garrison PMP
Lewis M Gedansky
Linda V Gillman
Eric Glover
Eva T Goldman
Peter Bryan Goldsbury
Michael Goodman PMP
Jean Gouix PMP
Paul Grace
Alexander Grassi Sr PMP
Roger Graves
Franz X Hake
Peter Heffron
Chris Herbert PMP
Dr David Hillson PMP FAPM
J Brian Hobbs PMP
Marion Diane Holbrook
Robin Hornby
David Hotchkiss PMP
Bill Hubbard
Charles L Hunt
Thomas P Hurley PMP
George Jackelen
Angyan P Jagathnarayanan
Sandy Jenkins
Elden F Jones II PMP CMII
Sada Joshi PMP
Lewis Kana PMP
Subramaniam Kandaswamy
PhD PMP
Ronald L Kempf PMP
Robert Dohn Kissinger
PhD PMP
Kurt V Kloecker
Toni D Knott
Jan Kristrom
Blase Kwok PMP
Sam Lane
Lawrence P Leach
Philip A Lindeman
X2111 Other Contributors
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510 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
穆罕默德abdomerovicPMP
工程学博士
约翰·亚斯
亚瑟afaneh
弗兰克艾伦PMP
乔恩D艾伦PMP
marygrace allencheyPMP
罗伯特A andrejkoPMP
ichizo青木
保罗C阿斯沃尔
罗纳德auffré斗PMP
爱德华埃夫里尔PMP
弗雷德里克L AyerPMP
威廉W bahnmaierPMP
A C弗莱德贝克PMP
卡罗尔J BassPMP
乔治勒夫
Berndt贝尔曼
Sally伯恩斯坦PMP
奈吉尔BlampiedPEPMP
约翰蜚蠊
帕特里克布朗PMP
阿尔弗雷删CA？O
克里斯CartwrightPMP
布鲁斯C查德伯恩PMP
迈克尔克拉克PMP
雷蒙德C克拉克PE
伊丽莎白克拉克
戴维科茨PMP
基姆科伦索PMP
埃德蒙·H·康罗PMP
肯尼斯·库珀
塞尔吉奥科罗纳arrechedera
约翰考曼PMP
李察科恩PMP
凯文DalyPMP
马里奥达米亚尼PMP
托马斯力天PMP
戴维M drevinskyPMP
威廉R邓肯
Frank D艾霍恩PMP
史提芬L法伦克罗格
爱德华蕨PMP
丽莎费舍尔
基督教弗兰肯伯格PMP
史葛D freaufPMP
Jean Luc团友PMP
郎藤田PMP
加贺二村PMP
哔叽加龙彭PMP
布瑞恩L驻军PMP
刘易斯先生吉丹斯基
琳达诉吉尔曼
埃里克格罗佛
伊娃T戈德曼
彼布莱恩goldsbury
迈克尔古德曼PMP
gouixPMP
保罗宽限期
亚力山格拉斯先生PMP
罗杰坟墓
弗兰兹X鳕鱼
彼赫夫龙
克里斯赫伯特PMP
戴维博士希尔森PMPFAPM
J布瑞恩霍布斯PMP
玛丽恩戴安娜霍布鲁克
罗宾霍恩
戴维HotchkissPMP
尔哈伯德
查尔斯亨特
托马斯P赫尔利PMP
乔治jackelen
jagathnarayanan angyan P
桑迪詹金斯
埃尔登F琼斯二世PMPCMII
萨达乔希PMP
刘易斯假名PMP
kandaswamy
博士PMP
罗纳德L肯普夫PMP
罗伯特Dohn基辛格
博士PMP
库尔特诉kloecker
托妮·诺特
简克里斯特伦
郭动衷PMP
山姆巷
劳伦斯P浸出
菲利普A林德曼
x2111贡献者：
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510？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Gábor Lipi
Lyle W Lockwood PMP
J W Lowthian PMP
Arif Mahmood PMP
James Martin (on behalf
of INCOSE)
Stephen S Mattingly
Glen Maxfield
Peter McCarthy
Rob McCormack PMP
John McHugh
Krik D McManus
Dewey L Messer
David Michaud
Mary F Miekoski PMP
Oscar A Mignone
Gordon R Miller PMP
Roy E Morgan PMP
Jim Morris PMP
Bert Mosterd PMP
William A Moylan PMP
John D Nelson PMP
Wolfgang Obermeier
Cathy Oest PMP
Masato Ohori PMP
Kazuhiko Okubo PE PMP
Edward Oliver
Michelle Triggs Owen
Mark S Parker
Shirley B Parker
Matthew H Parry
Jerry Partridge PMP
Francisco PerezPolo PMP
James M Phillips PMP
Crispin (Kik) Piney PMP
George Pitagorsky PMP
David L Prater PMP
Janice Preston
Bradford S Price PMP
Samuel L Raisch PMP
Naga Rajan
G Ramachandran PMP
Stephen Reed
Bill Righter PMP
Bernice L Rocque PMP
Wolfgang Theodore Roesch
Fernando Romero Peailillo
Jon Rude
Linda Rust PMP
Fabian Sagristani PMP
James N Salapatas PMP
Seymour Samuels
Bradford N Scales
H Peter Schiller
John R Schuyler PMP
Maria Scott PMP
Shoukat Sheikh MBA PMP
Larry Sieck
Kazuo Shimizu PMP
David Shuster
Melvin Silverman PhD PE
Loren J Simer Jr
Keith Skilling PE PMP
Ed Smith
Kenneth F Smith PMP
Barry Smythe PMP
Paul J Solomon
Joe Soto Sr PMP
Christopher Wessley Sours PMP
Charlene Spoede PMP
Joyce Statz PMP
Emmett Stine PMP
Alan Stretton
Thangavel Subbu
Jim Szpakowski
Ahmet N Taspinar PMP
John A Thoren Jr PMP
Iesha D TurnerBrown
Alan D Uren PMP
Juan Luis Valero PMP
S Rao Vallabhaneni
William Simon Vaughan
Robinson
Ana Isabel Vazquez Urbina
Ricardo Viana Vargas PMP
Mike Wakshull
Stephen E Wall PMP
William W Wassel PMP
R Max Wideman
Tammo T Wilkens PE PMP
Robert Williford PMP
Robert Youker
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 511
附录X2撰稿审稿PMBOK？第五版指南
Gá博尔里皮
莱尔·洛克伍德PMP
J W罗西安PMP
阿里夫马哈茂德PMP
杰姆斯马丁（代表
INCOSE）
史蒂芬·马丁利
格伦菲尔德
彼麦卡锡
Rob麦克马克PMP
约翰麦克休
克里克D麦克马纳斯
杜威L梅塞尔
戴维米肖
玛丽F miekoskiPMP
奥斯卡A mignone
戈登米勒PMP
罗伊摩根PMP
吉姆莫里斯PMP
伯特mosterdPMP
威廉A MoylanPMP
约翰D纳尔逊PMP
沃尔夫冈奥伯迈尔
凯西奥斯特PMP
正濠PMP
Kazuhiko久保PEPMP
爱德华奥利弗
米歇尔Triggs欧文
马克·帕克
雪莉·帕克
马修·派瑞
杰里鹧鸪PMP
弗朗西斯科佩雷斯马球PMP
杰姆斯菲利普斯PMP
克里斯（发）松树PMP
乔治pitagorskyPMP
戴维L普拉特PMP
珍妮丝普雷斯顿
Bradford S价格PMP
塞缪尔L raischPMP
纳迦皇家
G德兰PMP
史蒂芬里德
账单PMP
伯尼斯L rocquePMP
沃尔夫冈西奥罗斯奇
费尔南罗梅罗体育？ailillo
乔恩粗鲁
琳达锈病PMP
费边sagristaniPMP
杰姆斯N salapatasPMP
西摩塞缪尔
布拉德福尺度
彼席勒
约翰R斯凯勒PMP
玛丽亚史葛PMP
shoukat谢赫MBAPMP
拉里阿西克
喀左清水PMP
戴维舒斯特
梅尔文Silverman博士体育
罗兰赛盟Jr
基思SkillingPEPMP
史密斯
肯尼思史密斯PMP
巴里史密斯PMP
保罗·J·罗门
乔德索托先生PMP
克里斯托弗魏思理酸PMP
沙琳spoedePMP
乔伊斯StatzPMP
埃米特斯坦PMP
艾伦斯特雷
thangavel subbu
吉姆szpakowski
艾哈迈德taspinarPMP
约翰A带PMP
iesha D特纳棕色
艾伦D尿素PMP
胡安路易斯ValeroPMP
S Rao瓦莱布哈尼
威廉西蒙沃恩
鲁滨孙
Ana伊莎贝尔巴斯克斯Urbina
李嘉图Viana巴尔加斯PMP
迈克wakshull
史蒂芬E墙PMP
威廉W沃塞尔PMP
R威德曼
Tammo T威尔肯斯PEPMP
罗伯特岁PMP
罗伯特youker
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版511
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X212 The PMBOK Guide—1996 Edition
William R Duncan
Frederick Ayer
Cynthia Berg
Mark Burgess
Helen Cooke
Judy Doll
Drew Fetters
Brian Fletcher
Earl Glenwright
Eric Jenett
Deborah O’Bray
Diane Quinn
Anthony Rizzotto
Alan Stretton
Douglas E Tryloff
X2121 Other Contributors
John Adams
Edward L Averill
C Fred Baker
F J Bud Baker
Tom Belanger
John A Bing
Brian Bock
Paul Bosakowski
Keely Brunner
Dorothy J Burton
Jeannette M Cabanis
Louis J Cabano
Kim Colenso
Samuel K Collier
Karen CondosAlfonsi
E J Coyle
Darlene Crane
David Curling
Russ Darnall
Misty N Dillard
Maureen Dougherty
John J Downing
Daniel D Dudek
Lawrence East
Quentin W Fleming
Rick Fletcher
Linda V Gillman
Greg Githens
Douglas Gordon
Leo Giulianeti
Licensed To Yan Xie PMI MemberID 2339948
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512 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
X212 PMBOK？guide1996版
威廉R邓肯
弗雷德里克Ayer
辛西娅伯格
马克伯吉斯
海伦库克
朱迪娃娃
镣铐
布瑞恩弗莱彻
伯爵格伦赖特
埃里克耶特
底波拉o'bray
戴安娜奎
安东尼rizzotto
艾伦斯特雷
tryloff Douglas E
x2121贡献者：
约翰亚斯
爱德华·L·埃夫里尔
弗莱德
F J萌芽贝克
汤姆Belanger
约翰A兵
布瑞恩博克
保罗bosakowski
基利布鲁纳
萝西·伯顿
珍妮特·巴尼斯
路易斯J卡巴诺
基姆科伦索
塞缪尔K科利尔
凯伦公寓阿方斯
E J科伊尔
达莲娜起重机
戴维卷
拉斯达纳尔
雾蒙蒙迪拉德
莫林尔蒂
约翰唐宁
丹尼尔D杜德克
劳伦斯东
昆廷·弗莱明
里克弗莱彻
琳达诉吉尔曼
格雷戈吉森斯
道格拉斯戈登
狮子座giulianeti
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512？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Martha D Hammonds
Abdulrazak Hajibrahim
G Alan Hellawell
Bobby R Hensley
Jonathan Hicks
Paul Hinkley
Wayne L Hinthorn
Mark E Hodson
David T Hulett
Edward Ionata
Lew Ireland
Elvin Isgrig
Murray Janzen
Frank Jenes
Sandy Jenkins
Walter Karpowski
William F Kerrigan
Harold Kerzner
Robert L Kimmons
Richard King
J D Kaay Koch
Lauri Koskela
Richard E Little
Lyle W Lockwood
Lawrence Mack
Christopher Madigan
Michael L McCauley
Hugh McLaughlin
Frank McNeely
Pierre Menard
Dewey L Messer
Rick Michaels
Raymond Miller
Alan Minson
Colin Morris
R Bruce Morris
Danell Moses
David J Mueller
Gary Nelson
John M Nevison
John P Nolan
Louise C Novakowski
James O’Brien
JoAnn C Osmer
Jon V Palmquist
Mark S Parker
Shirley B Parker
Matthew Parry
John G Phippen
Hans E Picard
Melissa Pendergast
James S Pennypacker
Serge Y Piotte
PMI Houston Chapter
PMI Manitoba Chapter
PMI New Zealand Chapter
Charles J Pospisil
Janice Y Preston
Mark T Price
Christopher Quaife
Peter E Quinn
Hadley Reynolds
Steven F Ritter
William S Ruggles
Ralph B Sackman
Agnes Salvo
Alice Sapienza
W Stephen Sawle
Darryl M Selleck
Melvin Silverman
Roy Smith
Leonard Stolba
Craig T Stone
Hiroshi Tanaka
Ahmet Taspinar
Robert Templeton
Dick Thiel
Saul Thomashow
J Tidhar
Janet Toepfer
Michelle Triggs
Vijay K Verma
Alex Walton
Jack Way
Francis M Webster Jr
R Max Wideman
Rebecca Winston
Hugh M Woodward
Lisa Woodring
Robert Youker
Shakir H Zuberi
Dirk Zwart
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 513
附录X2撰稿审稿PMBOK？第五版指南
玛莎D哈蒙兹
hajibrahim首
G艾伦Hellawell
博·亨斯莉
乔纳森希克斯
保罗克利
韦恩L hinthorn
马克哈德森
戴维T休利特
爱德华ionata
卢爱尔兰
艾文isgrig
穆雷森
弗兰克jenes
桑迪詹金斯
沃尔特karpowski
威廉F Kerrigan
哈罗德科斯纳
罗伯特L金蒙斯
李察国王
kaay科赫J D
劳里科斯凯拉
李察E点
莱尔·洛克
劳伦斯麦克
克里斯托弗Madigan
迈克尔麦考利
休米迈克劳林
弗兰克麦克利
彼埃尔莫纳德
杜威L梅塞尔
里克迈克尔斯
雷蒙德米勒
艾伦Minson
柯林莫里斯
R布鲁斯莫里斯
达尔摩西
戴维J缪勒
加里尼尔森
约翰M尼维森
约翰P诺兰
路易丝C novakowski
杰姆斯O'Brien
乔安C欧思迈尔
乔恩诉帕姆奎斯特
马克·帕克
雪莉·帕克
马修帕里
约翰G菲彭
汉斯·皮卡
梅丽莎年
杰姆斯S Pennypacker
piotte哔叽Y
PMI休斯敦分会
PMI马尼托巴分会
PMI新西兰章
查尔斯J Pospisil
珍妮丝Y普雷斯顿
马克T价格
克里斯托弗Quaife
彼奎
哈德利雷诺兹
史提芬里特
威廉S Ruggles
拉尔夫B沙文
艾格尼丝齐射
爱丽丝Sapienza
W史蒂芬sawle
达里尔M塞莱克
梅尔文Silverman
罗伊史密斯
伦纳德stolba
克雷格T石
Hiroshi Tanaka
艾哈迈德taspinar
罗伯特邓普顿
迪克希尔
撒乌耳汤玛斯豪
J tidhar
珍妮特特普费尔
米歇尔瑞格
Verma Vijay K
亚历克斯沃尔顿
杰克方式
弗兰西斯M韦伯斯特Jr
R威德曼
丽贝卡温斯顿
休米伍德沃德
丽莎伍德林
罗伯特youker
H楚贝利
德克兹瓦特
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APPENDIX X3 INTERPERSONAL SKILLS
APPENDIX X3
INTERPERSONAL SKILLS
Project managers accomplish work through the project team and other stakeholders Effective project managers
acquire a balance of technical interpersonal and conceptual skills that help them analyze situations and interact
appropriately This appendix describes important interpersonal skills such as
Leadership
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
Trust building
Conflict management
Coaching
While there are additional interpersonal skills that project managers use the appropriate use of these skills
assists the project manager in effectively managing the project
X31 Leadership
Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to
work as a team In general terms leadership is the ability to get things done through others Respect and trust
rather than fear and submission are the key elements of effective leadership Although important throughout all
project phases effective leadership is critical during the beginning phases of a project when the emphasis is on
communicating the vision and motivating and inspiring project participants to achieve high performance
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APPENDIX X3 INTERPERSONAL SKILLS
Throughout the project the project team leaders are responsible for establishing and maintaining the vision
strategy and communications fostering trust and team building influencing mentoring and monitoring and
evaluating the performance of the team and the project
X32 Team Building
Team building is the process of helping a group of individuals bound by a common purpose to work with each
other the leader external stakeholders and the organization The result of good leadership and good team building
is teamwork
Teambuilding activities consist of tasks (establish goals define and negotiate roles responsibilities and
procedures) and processes (interpersonal behavior with emphasis on communication conflict management
motivation and leadership) Developing a team environment involves handling project team problems and
discussing these as team issues without placing blame on individuals Team building can be further enhanced by
obtaining top management support encouraging team member commitment introducing appropriate rewards
recognition and ethics creating a team identity managing conflicts effectively promoting trust and open
communication among team members and providing leadership
While team building is essential during the front end of a project it is an ongoing process Changes in a project
environment are inevitable To manage these changes effectively a continued or renewed teambuilding effort is
required Outcomes of team building include mutual trust high quality of information exchange better decision
making and effective project management
X33 Motivation
Project teams are comprised of team members with diverse backgrounds expectations and individual objectives
The overall success of the project depends upon the project team’s commitment which is directly related to their
level of motivation
Motivating in a project environment involves creating an environment to meet project objectives while providing
maximum satisfaction related to what people value most These values may include job satisfaction challenging
work a sense of accomplishment achievement and growth sufficient financial compensation and other rewards
and recognition the individual considers necessary and important
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附录X3 际关系技巧
附录X3
际交力
项目理完成工作通项目团队利益相关者效项目理
掌握技术际关系衡概念技帮助分析情况相互作
适附录描述重际关系技巧：
？领导
？团队建设
？动机
？通信
？影响
？决策
？政治文化意识培养
？谈判
？建立信
？突理
？教练
然额外际沟通技巧项目理员技合理
协助项目理理项目
x31领导
领导包括关注组目标努力
作团队工作般说领导通事情做力尊重信
恐惧提交效领导关键素然重全部
项目阶段项目开始阶段时强调效领导关键
沟通愿景激励鼓舞项目参者实现高性
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附录X3 际关系技巧
整项目中项目团队领导负责建立维持视觉
策略通信培养信团队建设影响指导监测
团队绩效项目评估
X32团队建设
团队建设帮助组程通目标结合起工作
外领导者外部利益相关者组织良领导团队建设效果
团队精神
团队建设活动包括务（建立目标定义谈判角色责
程序）程（际行强调沟通突理
动机领导）开发团队包括项目团队存问题处理
讨团队问题没问题咎团队建设进步增强
获高层理者支持鼓励团队成员承诺引入适奖励
识伦理创建团队认突理效促进信开放
团队成员间沟通领导
项目前端团队建设必少持续程项目中变化
环境避免效理变化继续重新建立团队努力
求团队建设成果包括相互信信息交换高质量更决策
制造效项目理
33动机
项目团队组成团队成员背景期目标
整体项目成功取决项目团队承诺直接相关
动机水
激励项目环境中创造环境满足项目目标提供
满足珍惜东西值包括工作满意度挑战
工作种成感成成长足够济补偿奖励
识认必重
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APPENDIX X3 INTERPERSONAL SKILLS
X34 Communication
Communication has been identified as one of the single biggest reasons for project success or failure Effective
communication within the project team and between the project manager team members and all external
stakeholders is essential Openness in communication is a gateway to teamwork and high performance It improves
relationships among project team members and creates mutual trust
To communicate effectively the project manager should be aware of the communication styles of other parties
cultural nuancesnorms relationships personalities and the overall context of the situation Awareness of these
factors leads to mutual understanding and thus to effective communication Project managers should identify
various communication channels understand what information they need to provide what information they need
to receive and which interpersonal skills will help them communicate effectively with various project stakeholders
Carrying out teambuilding activities to determine team member communications styles (eg directive collaborative
logical explorer etc) allows managers to plan their communications with appropriate sensitivity to relationships
and cultural differences
Listening is an important part of communication Listening techniques both active and passive give the user
insight to problem areas negotiation and conflict management strategies decision making and problem resolution
X35 Influencing
Influencing is a strategy of sharing power and relying on interpersonal skills to get others to cooperate towards
common goals Using the following guidelines can influence team members
Lead by example and follow through with commitments
Clarify how a decision will be made
Use a flexible interpersonal style and adjust the style to the audience
Apply your power skillfully and cautiously Think of longterm collaboration
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附录X3 际关系技巧
x34通信
通信已确定单原项目成功失败效
项目团队项目理团队成员间沟通外部
利益相关者关重开放沟通网关团队精神高性提高
项目团队成员间关系建立相互信
效沟通项目理应该意识方沟通风格
文化细微差规范际关系性格形势总体背景意识
素导致相互理解效沟通项目理应确定
沟通渠道解需提供什样信息需什样信息
收际关系技巧帮助种项目利益相关者进行效沟通
进行团队建设活动确定团队成员通讯方式（例指导合作
逻辑探险家等）理员够计划通信适灵敏度关系
文化差异
听力交际重组成部分听力技巧动动户
解问题领域谈判突理策略决策解决问题
×35影响
影响分享权力际技合作战略
目标列准影响团队成员：
？身作遵守承诺
？阐明作出决定
？灵活际风格调整风格观众
运力巧妙谨慎认长期合作
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APPENDIX X3 INTERPERSONAL SKILLS
X36 Decision Making
There are four basic decision styles normally used by project managers command consultation consensus
and coin flip (random) There are four major factors that affect the decision style time constraints trust quality
and acceptance Project managers may make decisions individually or they may involve the project team in the
decisionmaking process
Project managers and project teams use a decisionmaking model or process such as the sixphase model
shown below
Problem Definition Fully explore clarify and define the problem
Problem Solution Generation Prolong the new ideagenerating process by brainstorming multiple
solutions and discouraging premature decisions
Ideas to Action Define evaluation criteria rate pros and cons of alternatives select best solution
Solution Action Planning Involve key participants to gain acceptance and commitment to making the
solution work
Solution Evaluation Planning Perform postimplementation analysis evaluation and lessons learned
Evaluation of the Outcome and Process Evaluate how well the problem was solved or project goals
were achieved (extension of previous phase)
X37 Political and Cultural Awareness
Organizational politics are inevitable in project environments due to the diversity in norms backgrounds and
expectations of the people involved with a project The skillful use of politics and power helps the project manager
to be successful Conversely ignoring or avoiding project politics and inappropriate use of power can lead to
difficulty in managing projects
Today project managers operate in a global environment and many projects exist in an environment of cultural
diversity By understanding and capitalizing on cultural differences the project management team is more likely
to create an environment of mutual trust and a winwin atmosphere Cultural differences can be both individual
and corporate in nature and may involve both internal and external stakeholders An effective way to manage
this cultural diversity is through getting to know the various team members and the use of good communication
planning as part of the overall project plan
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附录X3 际关系技巧
x36决策
四种基决策风格通常项目理：命令协商达成识
硬币（机）影响决策风格四素：时间限制信质量
验收项目理单独做决定涉项目团队
决策程
项目理项目团队决策模型程六阶段模型
图示
？问题定义充分探讨澄清定义问题
？问题解决方案生成通头脑风暴延长新想法产生程
解决方案阻止早决定
？思想行定义评价标准代率优缺点选择佳解决方案
？解决方案行动计划涉参者获认承诺
解决工作
？方案评估计划执行实施分析评估教训
？程结果评价评估问题解决项目目标
实现（前相位扩展）
x37政治文化意识培养
组织政治避免项目环境中规范样性背景
参项目期巧政治权力帮助项目理
成功相反忽视回避政治权力项目导致
项目理困难
天项目理全球性环境中工作许项目存环境中文化
样性通解利文化差异项目理团队更
创造相互信双赢气环境文化差异两
企业性质涉部外部利益相关者种效理手段
种文化样性通解团队成员利良沟通
规划作整项目计划部分
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APPENDIX X3 INTERPERSONAL SKILLS
Culture at a behavioral level includes those behaviors and expectations that occur independently of geography
ethnic heritage or common and disparate languages Culture can impact the speed of working the decisionmaking
process and the impulse to act without appropriate planning This may lead to conflict and stress in some
organizations thereby affecting the performance of project managers and project teams
X38 Negotiation
Negotiation is a strategy of conferring with parties of shared or opposed interests with a view toward compromise
or reaching an agreement Negotiation is an integral part of project management and done well increases the
probability of project success
The following skills and behaviors are useful in negotiating successfully
Analyze the situation
Differentiate between wants and needs both theirs and yours
Focus on interests and issues rather than on positions
Ask high and offer low but be realistic
When you make a concession act as if you are yielding something of value don’t just give in
Both parties should feel as if they have won This winwin negotiating style is preferred but not
always achievable If possible don’t let the other party leave feeling as though he or she has been taken
advantage of
Listen attentively and communicate articulately
X39 Trust Building
The ability to build trust across the project team and other key stakeholders is a critical component in effective
team leadership Trust is associated with cooperation information sharing and effective problem resolution Without
trust it is difficult to establish the positive relationships necessary between the various stakeholders engaged in the
project When trust is compromised relationships deteriorate people disengage and collaboration becomes more
difficult if not impossible
Some actions project managers can take to help build trust
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附录X3 际关系技巧
行层面文化包括行发生独立理期
民族文化遗产语言文化击速度工作决策
程动行没适规划导致突压力
组织影响性项目理项目团队
x38谈判
谈判种赋予利益享反妥协双方战略观
达成协议谈判项目理组成部分做增加
项目成功概率
技行谈判成功：
？分析形势
？区分需求间
？关注利益问题位置
？请提供高低现实
？做出步作果价值东西放弃
？双方应该觉果赢种双赢谈判风格首选
总实现果话方留感觉已
优势
？倾听交流活动
x39信托厦
跨项目团队关键利益相关方建立信力关键组成部分效
团队领导信合作信息享效解决问题没
信难建立间种利益相关者事必积极关系
项目信破坏关系恶化越越脱离协作
困难果
行动项目理帮助建立信：
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APPENDIX X3 INTERPERSONAL SKILLS
Engage in open and direct communications to resolve problems
Keep all stakeholders informed especially when fulfilling commitments is at risk
Spend time directly engaged with the team asking nonassumptive questions to gain a better understanding
of the situations affecting the team
Be direct and explicit about what you need or expect
Do not withhold information out of a fear of being wrong but be willing to share information even if you
may be wrong
Be receptive to innovation and address any issues or concerns in a forthright manner
Look beyond your own interests
Demonstrate a true concern for others and avoid engaging in pursuits that could be viewed as being
detrimental to the interest of others
X310 Conflict Management
Conflict is inevitable in a project environment Incongruent requirements competition for resources breakdowns
in communications and many other factors could become sources of conflict Within a project’s environment
conflict may yield dysfunctional outcomes However if actively managed conflicts can actually help the team arrive
at a better solution The project manager must be able to identify the causes for conflict and then actively manage
the conflict thus minimizing potential negative impacts The project team is then able to deliver better solutions and
increase the probability of project success
Project managers must develop the skills and experience necessary to effectively adapt their personal conflict
management style to the situation Managing conflict in a project environment involves building the trust necessary
for all involved parties to be open and honest and to engage in seeking a positive resolution to the situation creating
the conflict Project managers strive to establish a collaborative approach among the team members involved in
order to fully resolve the problems In situations where a collaborative approach is not possible the project manager
must then revert to other active management styles for handling the conflict eg assertiveness accommodation
avoidance or compromise
Managing conflict is one of the biggest challenges a project manager faces It draws upon all of the other
interpersonal skills of a project manager in order to lead the team to a successful resolution of the situation in
conflict
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附录X3 际关系技巧
？事公开直接沟通解决问题
？保持利益相关者信息特履行承诺危险
？花时间团队求nonassumptive问题更理解直接参
影响团队情况
？什需直接明确期
？隐瞒信息害怕犯错愿意分享信息
错
？接受创新址直截问题疑虑
？超越利益
？证明真正关心避免事追求成
损害利益
x310突理
项目环境中突避免致求资源竞争障
通信技术中许素成突源项目环境
突会产生正常结果然果积极理突实际帮助球队
更解决方案项目理必须够识积极理突原
突减少潜负面影响项目团队够提供更解决方案
提高项目成功概率
项目理必须培养技效适应突必验
理风格情况项目环境中突理涉建设必需信
参方必须公开诚实事试图创造种积极决议情况
突项目理努力建立参团队成员间协作方法
彻底解决问题种情况合作方式项目理
然必须恢复活动理方式处理突例信住宿
障妥协
突理挑战项目理面孔鉴
项目理际交力带领球队情况成功分辨率
突
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APPENDIX X3 INTERPERSONAL SKILLS
X311 Coaching
Coaching is a means of developing the project team to higher levels of competency and performance Coaching
is about helping people recognize their potential through empowerment and development Coaching is used to aid
team members in developing or enhancing their skills or to build new skills required to enable project success
Coaching can take many forms and approaches In some instances formal or informal training may be developed
to increase technical skills or assist teambuilding efforts and facilitate consistent interpersonal interactions
Coaching is also used to address poor performance and to help team members overcome deficiencies in their
skill sets Coaching is distinct from counseling Counseling focuses on addressing situations where team members
won’t do something rather than can’t do If the situation is one where the team member is not performing or
meeting expectations due to a lack of skill knowledge or experience coaching can be employed to help the team
member to develop this skill and thus turn a can’t do situation into one of can do
Coaching can be a powerful motivator for teams As teams develop their skills abilities and confidence their
willingness to take on challenging or demanding tasks is increased This can lead to more effective and productive
teams
X312 References
Covey S R Seven Habits of Highly Effective People A Fireside Book Simon and Schuster New York NY
Dinsmore PC Human Factors in Project Management (Revised Edition) American Management Association
New York NY
Levin G and Flannes S Essential People Skills for Project Managers Management Concepts Inc Vienna VA
Verma V K Organizing Projects for Success PMI Newtown Square PA
Verma V K Human Resource Skills for the Project Manager PMI Newtown Square PA
Verma V K Managing the Project Team PMI Newtown Square PA
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附录X3 际关系技巧
x311教练
教练项目团队建设更高水力手段表现教练
关帮助通授权认潜力发展教练帮助
团队成员发展提高技建立需项目成功新技
教练采取种形式途径某情况正式非正式培训开发
提高技术技协助团队建设努力促进致际交
教练解决性较差帮助团队成员解决足
技教练咨询辅导重点解决情况团队成员
会做做果情况团队成员履行
会议预期缺乏技知识验教练帮助球队
成员发展技做情况做
教练球队强动力作团队发展技力信心
愿意接受挑战性务求增加导致更效生产力
球队
x312参考
科维S R高效士七惯炉边书西蒙舒斯特纽约纽约
斯莫尔预应力工程项目理中力素（修订版）美国理协会：
纽约纽约
莱文Gflannes美国基技项目理理公司维纳弗吉尼亚州
VermaV K成功组织项目PMI新城广场宾夕法尼亚州
VermaV K力资源技项目理PMI新城广场宾夕法尼亚州
VermaV K项目组理PMI新城广场宾夕法尼亚州
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REFERENCES
REFERENCES
[1] Project Management Institute 2012 PMI Lexicon of Project Management Terms Available from
httpwwwpmiorglexiconterms
[2] Project Management Institute PMI Code of Ethics and Professional Conduct Available from
httpwwwpmiorgcodeofethicsPDF
[3] Project Management Institute 2013 The Standard for Program Management – Third Edition Newtown
Square PA PMI
[4] Project Management Institute 2013 The Standard for Portfolio Management – Third Edition Newtown
Square PA PMI
[5] Project Management Institute 2013 Organizational Project Management Maturity Model (OPM3) –
Third Edition Newtown Square PA PMI
[6] International Standards Organization 2008 ISOIEC 152882008 Systems and Software Engineering –
System Life Cycle Processes Geneva Switzerland ISO
[7] Project Management Institute 2006 Practice Standard for Work Breakdown Structures (WBS) –
Second Edition (Reaffirmed) Newtown Square PA PMI
[8] Project Management Institute 2011 Practice Standard for Scheduling – Second Edition Newtown Square
PA PMI
[9] Project Management Institute 2011 Practice Standard for Earned Value Management – Second Edition
Newtown Square PA PMI
[10] International Standards Organization 2008 ISO 90002008 Quality Management Systems – Fundamentals
and Vocabulary Geneva Switzerland ISO
[11] International Standards Organization 2004 ISOIEC 22004 Standardization and Related Activities– General
Vocabulary Geneva Switzerland ISO
[12] International Standards Organization 2012 ISO 215002012 Guidance on Project Management Geneva
Switzerland ISO
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工具书类
工具书类
[ 1 ]项目理协会2012项目理方面PMI词典
httpwwwpmiorglexiconterms
[ 2 ]项目理协会PMI道德专业行规范
httpwwwpmiorgcodeofethicspdf
[ 3 ]项目理协会2013项目理–第三版标准新城
广场PA：PMI
[ 4 ]项目理协会2013投资组合理–第三版标准新城
广场PA：PMI
[ 5 ]项目理协会2013组织项目理成熟度模型（OPM3？）–
第三版新城广场PA：PMI
[ 6 ]国际标准组织2008ISO／IEC 152882008系统软件工程–
系统生命周期程日瓦瑞士：ISO
[ 7 ]项目理协会2006工作分解结构（WBS）–实践标准
第二版（重申）新城广场PA：PMI
[ 8 ]项目理协会2011调度–第二版实践标准新城广场
帕：PMI
[ 9 ]项目理协会2011挣值理–第二版实践标准
新城广场PA：PMI
[ 10 ]国际标准组织2008ISO 90002008质量理体系–基础
词汇日瓦瑞士：ISO
[ 11 ]国际标准组织2004ISO／IEC 22004标准化相关活动–般
词汇日瓦瑞士：ISO
[ 12 ]国际标准组织2012ISO 215002012指导项目理日瓦
瑞士：ISO
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Glossary
Glossary
1 Inclusions and Exclusions
This glossary includes terms that are
Unique or nearly unique to project management (eg project scope statement work package work
breakdown structure critical path method)
Not unique to project management but used differently or with a narrower meaning in project management
than in general everyday usage (eg early start date)
This glossary generally does not include
Application areaspecific terms
Terms used in project management which do not differ in any material way from everyday use
(eg calendar day delay)
Compound terms whose meaning is clear from the combined meanings of the component parts
Variants when the meaning of the variant is clear from the base term
As a result of the above inclusions and exclusions this glossary includes
A preponderance of terms related to Project Scope Management Project Time Management and Project
Risk Management since many of the terms used in these Knowledge Areas are unique or nearly unique
to project management
Many terms from Project Quality Management since these terms are used more narrowly than in their
everyday usage
Relatively few terms related to Project Human Resource Management Project Communications
Management and Project Stakeholder Management since most of the terms used in these Knowledge
Areas do not differ significantly from everyday usage
Relatively few terms related to Project Cost Management Project Integration Management and Project
Procurement Management since many of the terms used in these Knowledge Areas have narrow
meanings that are unique to a particular application area
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词汇
词汇
1包含排
术语包括条件：
？独特独特项目理（例项目范围说明书工作计划工作
分解结构关键路径法）
？没项目理独特项目理中狭窄意义
般日常（例早期开始日期）
术语般包括：
？应领域具体条款
？采项目理方式方面日常材料
（例日历天延迟）
？复合词意义明确组成部分组合意义
？时变种变种含义清楚基础术语
述包含排术语包括：
？占优势项目范围理相关条款项目时间理项目
风险理许知识领域术语独特独二
项目理
？项目质量理许条款条款更窄
日常
？项目力资源理关相较少条款项目沟通
理项目利益相关者理部分知识条款
区域日常中存显著差异
？工程项目成理相关相较少条款项目集成理项目
采购理许知识领域术语窄
特定应领域独特意义
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Glossary
2 C ommon Acronyms
AC actual cost
ACWP actual cost of work performed
BAC budget at completion
CCB change control board
COQ cost of quality
CPAF cost plus award fee
CPFF cost plus fixed fee
CPI cost performance index
CPIF cost plus incentive fee
CPM critical path methodology
CV cost variance
EAC estimate at completion
EF early finish date
EMV expected monetary value
ES early start date
ETC estimate to complete
EV earned value
EVM earned value management
FF finishtofinish
FFP firm fixed price contract
FMEA failure mode and effect analysis
FPEPA fixed price with economic price adjustment
FPIF fixed price incentive fee
FS finish to start
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词汇
2常见缩写
交流实际成
已执行工作实际成
完成时预算
建行变更控制委员会
质量成质量成
CPAF成加奖励费
成加固定费
成绩效指数CPI
合成加激励费
CPM关键路径法
成差
EAC完成估算
早完工日期
预期货币价值
胚胎早期开始日期
估计完成等
挣值
挣值理
FF Finish
FFP固定价格合
FMEA失效模式效应分析
fpepa固定价格济价格调整
固定总价加激励费
完成启动
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Glossary
IFB invitation for bid
LF late finish date
LOE level of effort
LS late start date
OBS organizational breakdown structure
PDM precedence diagramming method
PMBOK Project Management Body of Knowledge
PV planned value
QFD quality function deployment
RACI responsible accountable consult and inform
RAM responsibility assignment matrix
RBS risk breakdown structure
RFI request for information
RFP request for proposal
RFQ request for quotation
SF starttofinish
SOW statement of work
SPI schedule performance index
SS starttostart
SV schedule variance
SWOT strengths weaknesses opportunities and threats
T&M time and material contract
WBS work breakdown structure
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词汇
招标投标
晚完成日期
努力爱水
LS晚开始日期
OBS组织分解结构
前导图法
项目理知识体系
光伏计划值
质量功展开
RACI负责负责咨询通知
RAM责分配矩阵
风险分解结构
请求信息
请求建议
求提供报价
SF开始结束
播种工作声明
进度绩效指数
开始开始
进度偏差
SWOT分析长处弱点机会威胁
T&M时间材料合
WBS工作分解结构
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Glossary
3 D efinitions
Many of the words defined here have broader and in some cases different dictionary definitions
The definitions use the following conventions
In some cases a single glossary term consists of multiple words (eg risk urgency assessment)
When synonyms are included no definition is given and the reader is directed to the preferred term (ie
see preferred term)
Related terms that are not synonyms are crossreferenced at the end of the definition (ie see also
related term)
Acceptance Criteria A set of conditions that is required to be met before deliverables are accepted
Accepted Deliverables Products results or capabilities produced by a project and validated by the project
customer or sponsors as meeting their specified acceptance criteria
Accuracy Within the quality management system accuracy is an assessment of correctness
Acquire Project Team The process of confirming human resource availability and obtaining the team necessary
to complete project activities
Acquisition Obtaining human and material resources necessary to perform project activities Acquisition implies
a cost of resources and is not necessarily financial
Activity A distinct scheduled portion of work performed during the course of a project
Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity
list Activity attributes include activity codes predecessor activities successor activities logical relationships leads
and lags resource requirements imposed dates constraints and assumptions
Activity Code One or more numerical or text values that identify characteristics of the work or in some way
categorize the schedule activity that allows filtering and ordering of activities within reports
Activity Cost Estimates The projected cost of the schedule activity that includes the cost for all resources required
to perform and complete the activity including all cost types and cost components
Activity Duration The time in calendar units between the start and finish of a schedule activity See also duration
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词汇
3D定义
词里更广泛定义某情况字典定义
定义约定：
？某情况单术语词（例风险紧迫性评估）
？义词包括没定义读者首选项（
首选项）
？相关条款义词定义交叉末尾参考（参见
相关术语）
验收标准组条件需满足前接受
接受交付产品结果力产生项目通项目验证
客户赞助商满足规定验收标准
精度质量理体系正确性准确性评估
获取项目团队确定力资源性获团队必程
完成项目活动
采集获取执行活动力物质资源必获取表示
成资源定金融
活动独特预定项目程中进行工作部分
活动属性计划活动包括活动相关联属性
列表活动属性包括活动编码前活动继活动逻辑关系导致
落资源求实施日期约束假设
活动代码数值文值确定工作特点某种方式
分类计划活动滤排序活动报告
活动成估算该计划活动包括必需资源成预计成
执行完成活动包括成成构成
活动时间启动计划活动间日历单位完成时间见时间
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Glossary
Activity Duration Estimate A quantitative assessment of the likely amount or outcome for the duration of an
activity
Activity Identifier A short unique numeric or text identification assigned to each schedule activity to differentiate
that project activity from other activities Typically unique within any one project schedule network diagram
Activity List A documented tabulation of schedule activities that shows the activity description activity identifier
and a sufficiently detailed scope of work description so project team members understand what work is to be
performed
Activity Network Diagrams See project schedule network diagram
ActivityonNode (AON) See precedence diagramming method (PDM)
Activity Resource Requirements The types and quantities of resources required for each activity in a work
package
Actual Cost (AC) The realized cost incurred for the work performed on an activity during a specific time period
Actual Duration The time in calendar units between the actual start date of the schedule activity and either the
data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule
activity is complete
Adaptive Life Cycle A project life cycle also known as changedriven or agile methods that is intended to
facilitate change and require a high degree of ongoing stakeholder involvement Adaptive life cycles are also
iterative and incremental but differ in that iterations are very rapid (usually 2–4 weeks in length) and are fixed in
time and resources
Additional Quality Planning Tools A set of tools used to define the quality requirements and to plan effective
quality management activities They include but are not limited to brainstorming force field analysis nominal
group techniques and quality management and control tools
Adjusting Leads and Lags A technique used to find ways to bring project activities that are behind into alignment
with plan during project execution
Advertising The process of calling public attention to a project or effort
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词汇
活动持续时间估算定量评估金额结果时间
活动
活动标识符短独特数字文字标识分配计划活动区分
项目活动活动通常独特项目进度网络图
活动列表正式表格计划活动显示活动描述活动标识符
足够详细工作范围描述项目团队成员明白工作
执行
活动网络图见项目进度网络图
节点活动（AON）序图示法（PDM）
活动资源求类型工作活动需资源数量
包
实际成（AC）实现费进行活动特定时间段工作
实际时间时间间日历单位计划活动实际开始日期
数日期项目进度果计划活动进步者实际完成日期果计划
活动结束
适应生命周期项目生命周期称变化驱动敏捷方法意
促进变革需持续利益相关者参程度高适应生命周期
迭代增量迭代非常迅速（通常2–4周长度）固定
时间资源
附加质量规划工具组定义质量求计划效工具
质量理活动包括限：头脑风暴力场分析名义
集团技术质量理质量控制工具
调整线索滞种找带项目活动齐方式背技术
项目执行计划
广告呼吁公众关注项目者努力程
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Glossary
Affinity Diagram A group creativity technique that allows large numbers of ideas to be classified into groups for
review and analysis
Agreements Any document or communication that defines the initial intentions of a project This can take the
form of a contract memorandum of understanding (MOU) letters of agreement verbal agreements email etc
Alternative Analysis A technique used to evaluate identified options in order to select which options or
approaches to use to execute and perform the work of the project
Alternatives Generation A technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project
Analogous Estimating A technique for estimating the duration or cost of an activity or a project using historical
data from a similar activity or project
Analytical Techniques Various techniques used to evaluate analyze or forecast potential outcomes based on
possible variations of project or environmental variables and their relationships with other variables
Application Area A category of projects that have common components significant in such projects
but are not needed or present in all projects Application areas are usually defined in terms of either the
product (ie by similar technologies or production methods) or the type of customer (ie internal versus
external government versus commercial) or industry sector (ie utilities automotive aerospace information
technologies etc) Application areas can overlap
Applying Leads and Lags A technique that is used to adjust the amount of time between predecessor and
successor activities
Apportioned Effort An activity where effort is allotted proportionately across certain discrete efforts and not
divisible into discrete efforts [Note Apportioned effort is one of three earned value management (EVM) types of
activities used to measure work performance]
Approved Change Request A change request that has been processed through the integrated change control
process and approved
Approved Change Requests Review A review of the change requests to verify that these were implemented as
approved
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词汇
亲图组创新技术允许量思想分组
回顾分析
协议文件通信定义项目初始意图采取
合形式谅解备忘录（MOU）协议书口头协议电子邮件等等
代分析种评价确定选项选择选项技术
方法执行实施项目工作
代方案产生种开发许潜选择识技术
执行实施项目工作方法
类估算种估计活动历史项目持续时间成技术
类似活动项目数
分析技术种方法评估分析基潜结果预测
工程环境变量变化变量关系
应领域类具组件等项目重项目
项目必需应领域通常定义术语
产品（通类似技术生产方法）客户类型（部
外政府商业）行业（汽车航空航天信息工具
技术等）应领域重叠
应领先滞调整前时间技术
继活动
分摊努力活动努力分配例定离散努力
分离散努力注：分摊努力三挣值理（EVM）类型
衡量工作绩效活动]
批准变更请求变更求已通整体变更控制处理
程批准
批准变更请求审查变更请求验证实现评
批准
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Glossary
Assumption A factor in the planning process that is considered to be true real or certain without proof or
demonstration
Assumptions Analysis A technique that explores the accuracy of assumptions and identifies risks to the project
from inaccuracy inconsistency or incompleteness of assumptions
Attribute Sampling Method of measuring quality that consists of noting the presence (or absence) of some
characteristic (attribute) in each of the units under consideration After each unit is inspected the decision is made
to accept a lot reject it or inspect another unit
Authority The right to apply project resources expend funds make decisions or give approvals
Backlog A listing of product requirements and deliverables to be completed written as stories and prioritized
by the business to manage and organize the project’s work
Backward Pass A critical path method technique for calculating the late start and late finish dates by working
backward through the schedule model from the project end date
Bar Chart A graphic display of schedulerelated information In the typical bar chart schedule activities or work
breakdown structure components are listed down the left side of the chart dates are shown across the top and
activity durations are shown as dateplaced horizontal bars See also Gantt chart
Baseline The approved version of a work product that can be changed only through formal change control
procedures and is used as a basis for comparison
Basis of Estimates Supporting documentation outlining the details used in establishing project estimates such as
assumptions constraints level of detail ranges and confidence levels
Benchmarking Benchmarking is the comparison of actual or planned practices such as processes and operations
to those of comparable organizations to identify best practices generate ideas for improvement and provide a
basis for measuring performance
Bidder Conference The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure
all prospective vendors have a clear and common understanding of the procurement Also known as contractor
conferences vendor conferences or prebid conferences
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词汇
假设规划程中认真实素定没证
示范
假设分析种技术探讨假设准确性识项目风险
准确致者完全假设
属性抽样测量方法质量包括指出存（存）
特征（属性）单位考虑单元检查作出决定
接受拒绝检查单位
权威申请项目资源正确消费资金做出决定批准
积压市产品需求交付成果完成写事优先
企业组织理项目工作
落通通计算晚开始完成日期关键路径法
通调度模型项目结束日期
条形图图形显示计划相关信息典型条形图进度活动工作
分解结构组件列出图左侧日期显示顶部
活动持续时间显示日期放置水杆见甘特图
基线通工作产品通正式变化控制换版
程序作较基础
估计基础支持文件概述建立项目估计细节
假设约束详细程度范围置信水
标杆理标杆理实际计划实践较程操作
相媲美组织确定佳做法产生改进思想提供
测量性基础
投标会议会议卖方报价建议确保前准备
潜供应商采购明确理解称承包商
供应商会议会议预投标会议
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Glossary
BottomUp Estimating A method of estimating project duration or cost by aggregating the estimates of the
lowerlevel components of the work breakdown structure (WBS)
Brainstorming A general data gathering and creativity technique that can be used to identify risks ideas or
solutions to issues by using a group of team members or subject matter experts
Budget The approved estimate for the project or any work breakdown structure component or any schedule
activity
Budget at Completion (BAC) The sum of all budgets established for the work to be performed
Buffer See reserve
Business Case A documented economic feasibility study used to establish validity of the benefits of a selected
component lacking sufficient definition and that is used as a basis for the authorization of further project management
activities
Business Value A concept that is unique to each organization and includes tangible and intangible elements
Through the effective use of project program and portfolio management disciplines organizations will possess the
ability to employ reliable established processes to meet enterprise objectives and obtain greater business value
from their investments
Buyer The acquirer of products services or results for an organization
Cause and Effect Diagram A decomposition technique that helps trace an undesirable effect back to its root
cause
Central Tendency A property of the central limit theorem predicting that the data observations in a distribution
will tend to group around a central location The three typical measures of central tendency are the mean median
and mode
Change Control A process whereby modifications to documents deliverables or baselines associated with the
project are identified documented approved or rejected
Change Control Board (CCB) A formally chartered group responsible for reviewing evaluating approving
delaying or rejecting changes to the project and for recording and communicating such decisions
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词汇
估算种聚集估计工期成估算方法
低水工作分解结构（WBS）
头脑风暴通数采集创新技术识风险想法
通组团队成员题专家问题解决方案
预算批准估算项目工作分解结构组件时间表
活动
完工预算（BAC）建立工作进行全面预算金额
缓区储备
商业案例文件化济行性研究建立选定效益效性
成分缺乏足够定义进步工程项目理授权基础
活动
商业价值概念组织独特包括形形素
通项目效程序投资组合理学科组织拥
采力建立流程满足企业目标获取更商业价值
投资
买方产品服务收购结果组织
原效果图种分解技术帮助踪良影响回根
原
集中趋势中心极限定理预测分布观测数属性
倾围绕中心位置组集中趋势三种典型措施均中位数
模式
变更控制程文档修改交付基线
项目确定文件批准拒绝
变更控制委员会（CCB）正式注册组负责审查评估批准
延迟拒绝项目变化记录传达样决定
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Glossary
Change Control System A set of procedures that describes how modifications to the project deliverables and
documentation are managed and controlled
Change Control Tools Manual or automated tools to assist with change andor configuration management At a
minimum the tools should support the activities of the CCB
Change Log A comprehensive list of changes made during the project This typically includes dates of the change
and impacts in terms of time cost and risk
Change Request A formal proposal to modify any document deliverable or baseline
Charter See project charter
Checklist Analysis A technique for systematically reviewing materials using a list for accuracy and completeness
Checksheets A tally sheet that can be used as a checklist when gathering data
Claim A request demand or assertion of rights by a seller against a buyer or vice versa for consideration
compensation or payment under the terms of a legally binding contract such as for a disputed change
Claims Administration The process of processing adjudicating and communicating contract claims
Close Procurements The process of completing each project procurement
Close Project or Phase The process of finalizing all activities across all of the Project Management Process
Groups to formally complete a project or phase
Closed Procurements Project contracts or other procurement agreements that have been formally acknowledged
by the proper authorizing agent as being finalized and signed off
Closing Process Group Those processes performed to finalize all activities across all Process Groups to formally
close a project or phase
Code of Accounts A numbering system used to uniquely identify each component of the work breakdown
structure (WBS)
Collect Requirements The process of determining documenting and managing stakeholder needs and
requirements to meet project objectives
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词汇
变更控制系统套程序描述修改项目交付成果
文件理控制
变更控制工具手动动工具协助改变配置理
工具应该支持商业罪案调查科活动
更改日志项目做更改完整列表通常包括更改日期
影响时间成风险
变更请求正式提议修改文件交付基线
宪章见项目章程
清单分析系统回顾材料准确性完整性列表技术
查核表统计表作清单数采集
索赔请求求张权利卖方买方反然考虑
补偿支付具法律约束力合条款争议变化
索赔理加工程中审判沟通合索赔
结束采购完成项目采购程
结束项目阶段完成活动项目理程
集团正式完成项目阶段
封闭采购项目合采购协议已正式承认
通适授权代理作完成签署
收尾程组程完成程组活动正式
结束项目阶段
帐户代码编号系统识工作分解组件
结构（WBS）
收集需求确定程中记录理干系需
满足项目目标求
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Colocation An organizational placement strategy where the project team members are physically located
close to one another in order to improve communication working relationships and productivity
Communication Constraints Restrictions on the content timing audience or individual who will deliver a
communication usually stemming from specific legislation or regulation technology or organizational policies
Communication Methods A systematic procedure technique or process used to transfer information among
project stakeholders
Communication Models A description analogy or schematic used to represent how the communication
process will be performed for the project
Communication Requirements Analysis An analytical technique to determine the information needs of the
project stakeholders through interviews workshops study of lessons learned from previous projects etc
Communication Technology Specific tools systems computer programs etc used to transfer information
among project stakeholders
Communications Management Plan A component of the project program or portfolio management plan that
describes how when and by whom information about the project will be administered and disseminated
Compliance A general concept of conforming to a rule standard law or requirement such that the assessment of
compliance results in a binomial result stated as compliant or noncompliant
Conduct Procurements The process of obtaining seller responses selecting a seller and awarding a contract
Configuration Management System A subsystem of the overall project management system It is a collection
of formal documented procedures used to apply technical and administrative direction and surveillance to
identify and document the functional and physical characteristics of a product result service or component
control any changes to such characteristics record and report each change and its implementation status and
support the audit of the products results or components to verify conformance to requirements It includes the
documentation tracking systems and defined approval levels necessary for authorizing and controlling changes
Conflict Management Handling controlling and guiding a conflictual situation to achieve a resolution
Conformance Within the quality management system conformance is a general concept of delivering results that
fall within the limits that define acceptable variation for a quality requirement
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词汇
机托组织放置策略项目团队成员物理位置
改善沟通工作关系生产力
通信约束容定时观众限制提供
通信源具体立法监通常技术组织政策
通信方法系统方法技术转移程中信息
项目利益相关者
通信模型描述类示意图表示沟通
程项目进行
沟通需求分析确定信息需求分析技术
项目利益相关者通访谈研讨会前项目验教训研究等等
通信技术具体工具系统计算机程序等等传递信息
项目利益相关者
沟通理计划项目组成部分程序组合理计划
介绍谁关项目信息理传播
合规符合规标准法律般概念求样评价
结果符合二项式结果称符合求符合求
执行采购获取卖方响应程选择卖方授予合
配置理系统项目整体理系统子系统种集
正式书面程序采技术理指导监督：
识记录种产品功物理特性结果服务组件
控制特征变更记录报告变更实施状况
支持产品审计结果组件验证符合求包括
文件踪系统定义批准级控制必变革
突理处理控制指导突情况达分辨率
致性质量理体系中致性提供结果般概念
定义接受质量求变化范围
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Glossary
Conformance Work In the cost of quality framework conformance work is done to compensate for imperfections
that prevent organizations from completing planned activities correctly as essential firsttime work Conformance
work consists of actions that are related to prevention and inspection
Constraint A limiting factor that affects the execution of a project program portfolio or process
Context Diagrams A visual depiction of the product scope showing a business system (process equipment
computer system etc) and how people and other systems (actors) interact with it
Contingency An event or occurrence that could affect the execution of the project that may be accounted for
with a reserve
Contingency Allowance See reserve
Contingency Reserve Budget within the cost baseline or performance measurement baseline that is allocated for
identified risks that are accepted and for which contingent or mitigating responses are developed
Contingent Response Strategies Responses provided which may be used in the event that a specific trigger
occurs
Contract A contract is a mutually binding agreement that obligates the seller to provide the specified product
or service or result and obligates the buyer to pay for it
Contract Change Control System The system used to collect track adjudicate and communicate changes to a
contract
Control Comparing actual performance with planned performance analyzing variances assessing trends to
effect process improvements evaluating possible alternatives and recommending appropriate corrective action
as needed
Control Account A management control point where scope budget actual cost and schedule are integrated and
compared to earned value for performance measurement
Control Chart A graphic display of process data over time and against established control limits which has a
centerline that assists in detecting a trend of plotted values toward either control limit
Control Communications The process of monitoring and controlling communications throughout the entire project
life cycle to ensure the information needs of the project stakeholders are met
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词汇
致性工作质量体系成致性工作弥补缺陷
防止组织完成计划活动正确必少首次工作致性
工作分预防检查相关行动
约束限制素直接影响项目执行程序组合程
背景图产品范围呈现业务系统视觉描绘（工艺设备
计算机系统等等）系统（演员）交互作
应急事件发生影响项目执行占
储备
应急准备金储备
应急储备预算成基准绩效测量基线分配
识风险接受减轻反应开发
紧急应策略反应特定触发事件
发生
合合双方约束力协议求卖方提供规定产品
服务成果求买方支付
合变更控制系统该系统收集踪审判交流变
合
控制较实际绩效计划性差异分析评估发展趋势
改进程评估代方案建议适纠正行动
需
控制帐户理控制点范围预算实际成进度集成
相性测量赢值
控制图图形显示时间程数建立控制范围
协助检测中心线控制限值趋势图
控制通信监视控制整项目进程通信
生命周期确保信息需求项目干系见面
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Glossary
Control Costs The process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline
Control Limits The area composed of three standard deviations on either side of the centerline or mean of a
normal distribution of data plotted on a control chart which reflects the expected variation in the data See also
specification limits
Control Procurements The process of managing procurement relationships monitoring contract performance
and making changes and corrections as appropriate
Control Quality The process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes
Control Risks The process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project
Control Schedule The process of monitoring the status of project activities to update project progress and manage
changes to the schedule baseline to achieve the plan
Control Scope The process of monitoring the status of the project and product scope and managing changes to
the scope baseline
Control Stakeholder Engagement The process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders
Corrective Action An intentional activity that realigns the performance of the project work with the project
management plan
Cost Aggregation Summing the lowerlevel cost estimates associated with the various work packages for a
given level within the project’s WBS or for a given cost control account
Cost Baseline The approved version of the timephased project budget excluding any management reserves
which can be changed only through formal change control procedures and is used as a basis for comparison to
actual results
Cost Management Plan A component of a project or program management plan that describes how costs will
be planned structured and controlled
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词汇
控制成监测项目状态更新项目成理程
成基线变化
控制界限该区三标准偏差中心线两侧均
数绘制控制图正态分布反映数预期变化参见
规格界限
控制采购理采购关系程监控合履行
进行修改更正合适
控制质量监控记录执行质量活动评估结果程
性建议必变化
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目
控制计划监测项目活动状态更新项目进度理程
进度基线变化实现计划
控制范围监测项目产品范围现状理变化程
范围基线
控制利益相关者参监控整项目利益相关者关系程
调整利益相关者参策略计划
纠正行动意活动重新调整项目工作绩效项目
理计划
成汇总总结种工作包相关低成估计
项目WBS者定成控制考虑水
成基线批准版时间分阶段项目预算含理储备
通正式变更控制程序改变作较基础
实际结果
成理计划组件项目项目理计划描述成
计划结构化控制
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Glossary
Cost of Quality A method of determining the costs incurred to ensure quality Prevention and appraisal costs
(cost of conformance) include costs for quality planning quality control (QC) and quality assurance to ensure
compliance to requirements (ie training QC systems etc) Failure costs (cost of nonconformance) include costs
to rework products components or processes that are noncompliant costs of warranty work and waste and loss
of reputation
Cost Performance Index (CPI) A measure of the cost efficiency of budgeted resources expressed as the ratio of
earned value to actual cost
Cost Plus Award Fee Contracts (CPAF) A category of contract that involves payments to the seller for all legitimate
actual costs incurred for completed work plus an award fee representing seller profit
Cost Plus Fixed Fee Contract (CPFF) A type of costreimbursable contract where the buyer reimburses the seller
for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee)
Cost Plus Incentive Fee Contract (CPIF) A type of costreimbursable contract where the buyer reimburses the
seller for the seller’s allowable costs (allowable costs are defined by the contract) and the seller earns its profit if
it meets defined performance criteria
Cost Variance (CV) The amount of budget deficit or surplus at a given point in time expressed as the difference
between the earned value and the actual cost
CostBenefit Analysis A financial analysis tool used to determine the benefits provided by a project against its
costs
CostReimbursable Contract A type of contract involving payment to the seller for the seller’s actual costs plus
a fee typically representing seller’s profit Costreimbursable contracts often include incentive clauses where if the
seller meets or exceeds selected project objectives such as schedule targets or total cost then the seller receives
from the buyer an incentive or bonus payment
Crashing A technique used to shorten the schedule duration for the least incremental cost by adding
resources
Create WBS The process of subdividing project deliverables and project work into smaller more manageable
components
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词汇
质量成种确定保证质量发生费方法预防鉴定成
（致性成）包括质量规划成质量控制（QC）质量保证
符合求（培训质量控制系统等等）失败成（非符合性成）包括费
返工产品部件程符合保修工作浪费成损失
声誉
成绩效指数（CPI）衡量预算资源率表示成效率
挣值实际成
成加奖励费合（CPAF）合类包括支付卖方合法
实际成完成工作费加奖励费代表卖方利润
成加固定费合（CPFF）种成补偿合买方卖方
卖方允许成（允许成合确定）加固定利润额（费）
成加酬金合（合）种成补偿合买方偿付
卖方允许成（费卖方允许合规定）卖方赚取利润果
满足规定性标准
成差异（CV）预算赤字盈余数量定时间点表现差异
挣值实际成间
成效益分析财务分析工具确定项目提供处
成
成补偿合种涉卖方实际成卖方支付合加
费通常代表卖方利润成补偿合通常包括激励条款果
卖方满足超项目目标进度总成目标卖方收
买方奖励奖金
崩溃种缩短调度时间少增量成加技术
资源
创建WBS项目交付成果项目工作细分成更更易理
组件
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Glossary
Criteria Standards rules or tests on which a judgment or decision can be based or by which a product service
result or process can be evaluated
Critical Chain Method A schedule method that allows the project team to place buffers on any project schedule
path to account for limited resources and project uncertainties
Critical Path The sequence of activities that represents the longest path through a project which determines the
shortest possible duration
Critical Path Activity Any activity on the critical path in a project schedule
Critical Path Method A method used to estimate the minimum project duration and determine the amount of
scheduling flexibility on the logical network paths within the schedule model
Customer Customer is the person(s) or organization(s) that will pay for the project’s product service or result
Customers can be internal or external to the performing organization
Customer Satisfaction Within the quality management system a state of fulfillment in which the needs of a
customer are met or exceeded for the customer’s expected experiences as assessed by the customer at the
moment of evaluation
Data Date A point in time when the status of the project is recorded
Data Gathering and Representation Techniques Techniques used to collect organize and present data and
information
Decision Tree Analysis A diagramming and calculation technique for evaluating the implications of a chain of
multiple options in the presence of uncertainty
Decomposition A technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts
Defect An imperfection or deficiency in a project component where that component does not meet its
requirements or specifications and needs to be either repaired or replaced
Defect Repair An intentional activity to modify a nonconforming product or product component
Define Activities The process of identifying and documenting the specific actions to be performed to produce the
project deliverables
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词汇
标准标准规测试判断决定基中产品服务
结果评价程
关键链法进度表方法项目组缓区项目进度
路径考虑限资源项目确定性
关键路径活动中代表长路径通项目序决定
短时间
关键路径活动项目进度计划关键路径活动
关键路径法种估计项目低期限数额确定
调度模型逻辑网络路径调度灵活性
客户客户（S）组织（S）支付项目产品服务结果
顾客部外部执行机构
顾客满意质量理体系中种需满足状态
客户达超客户预期验评估客户
瞬间评价
数日期时间点时该项目状态记录
数收集表示技术方法收集组织目前数
信息
决策树分析评估链影响图计算技术
存确定性选项
分解种技术分割细分项目范围项目交付成果
更更易理部分
缺陷缺陷缺陷项目组件组件满足
求规范需修复更换
缺损修复意活动修改合格产品产品组件
活动定义程识记录具体行动进行生产
项目交付成果
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Glossary
Define Scope The process of developing a detailed description of the project and product
Deliverable Any unique and verifiable product result or capability to perform a service that is required to be
produced to complete a process phase or project
Delphi Technique An information gathering technique used as a way to reach a consensus of experts on a
subject Experts on the subject participate in this technique anonymously A facilitator uses a questionnaire to
solicit ideas about the important project points related to the subject The responses are summarized and are
then recirculated to the experts for further comment Consensus may be reached in a few rounds of this process
The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on
the outcome
Dependency See logical relationship
Dependency Determination A technique used to identify the type of dependency that is used to create the logical
relationships between predecessor and successor activities
Design of Experiments A statistical method for identifying which factors may influence specific variables of a
product or process under development or in production
Determine Budget The process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline
Develop Project Charter The process of developing a document that formally authorizes the existence of a project
and provides the project manager with the authority to apply organizational resources to project activities
Develop Project Management Plan The process of defining preparing and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan
Develop Project Team The process of improving competencies team member interaction and overall team
environment to enhance project performance
Develop Schedule The process of analyzing activity sequences durations resource requirements and schedule
constraints to create the project schedule model
Diagramming Techniques Approaches to presenting information with logical linkages that aid in understanding
Dictatorship A group decisionmaking technique in which one individual makes the decision for the group
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词汇
定义范围开发项目详细说明产品程
交付验证产品结果独特提供服务力必需
制作完成程阶段项目
Delphi技术信息收集技术作种方法达成识专家
题研究课题专家参项技术匿名持透问卷调查
征求关重项目想法点相关题反应进行总结
然循环专家作进步评识程中回合达成
德尔菲技术助减轻数偏差中获正影响
结果
赖逻辑关系
赖性测定种识赖创建逻辑型技术
前继者活动间关系
实验设计种统计方法确定素会影响特定变量
产品程开发生产
确定预算单活动工作包费估计程
建立授权成基线
制定项目章程开发文件正式批准项目存程
提供项目理权组织资源进行项目活动
制定项目理计划定义程中制备协调子计划
整合成综合项目理计划
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效
发展计划分析活动序持续时间资源需求程时间表
约束创建项目调度模型
图解技术信息呈现逻辑联系助理解方法
独裁组决策技术中群体决策
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Glossary
Direct and Manage Project Work The process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives
Discrete Effort An activity that can be planned and measured and that yields a specific output [Note Discrete
effort is one of three earned value management (EVM) types of activities used to measure work performance]
Discretionary Dependency A relationship that is established based on knowledge of best practices within a
particular application area or an aspect of the project where a specific sequence is desired
Document Analysis An elicitation technique that analyzes existing documentation and identifies information
relevant to the requirements
Documentation Reviews The process of gathering a corpus of information and reviewing it to determine accuracy
and completeness
Duration (DU or DUR) The total number of work periods (not including holidays or other nonworking periods)
required to complete a schedule activity or work breakdown structure component Usually expressed as workdays
or workweeks Sometimes incorrectly equated with elapsed time Contrast with effort
Early Finish Date (EF) In the critical path method the earliest possible point in time when the uncompleted
portions of a schedule activity can finish based on the schedule network logic the data date and any schedule
constraints
Early Start Date (ES) In the critical path method the earliest possible point in time when the uncompleted
portions of a schedule activity can start based on the schedule network logic the data date and any schedule
constraints
Earned Value (EV) The measure of work performed expressed in terms of the budget authorized for that work
Earned Value Management A methodology that combines scope schedule and resource measurements to
assess project performance and progress
Effort The number of labor units required to complete a schedule activity or work breakdown structure component
often expressed in hours days or weeks
Emotional Intelligence The capability to identify assess and manage the personal emotions of oneself and other
people as well as the collective emotions of groups of people
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词汇
指导理项目工作领导执行项目定义工作流程
理计划实施实现项目目标变化
离散努力活动计划测量产生特定输出注：离散
努力三挣值理（EVM）衡量工作绩效活动类型]
赖关系种关系基佳实践知识建立
特定应领域项目中特定序列需方面
文献分析启发式技术分析现文件标识信息
关求
文献回顾收集语料库信息评审确定程精确性
完整性
持续时间（杜时间）工作时间总数（包括假日非工作时间）
求完成进度活动工作分解结构组件通常表示工作日
工作时错误等时间努力
早期完成日期（EF）关键路径方法早时间点时未完成
计划活动部分完成基进度网络逻辑数日期时间表
约束
早期开始日期（ES）关键路径方法早时间点时未完成
计划活动部分根进度网络逻辑开始数日期时间表
约束
挣值（EV）工作措施进行预算授权工作表现
挣值理方法相结合范围进度资源测量
评估项目绩效进展
努力工单位求完成进度活动工作分解结构构件数目
通常表示时天者星期
情绪智力识评估理力情感
群体集体情感
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Glossary
Enterprise Environmental Factors Conditions not under the immediate control of the team that influence
constrain or direct the project program or portfolio
Estimate A quantitative assessment of the likely amount or outcome Usually applied to project costs resources
effort and durations and is usually preceded by a modifier (ie preliminary conceptual feasibility orderofmagnitude
definitive) It should always include some indication of accuracy (eg ± x percent) See also budget
and cost
Estimate Activity Durations The process of estimating the number of work periods needed to complete individual
activities with estimated resources
Estimate Activity Resources The process of estimating the type and quantities of material human resources
equipment or supplies required to perform each activity
Estimate at Completion (EAC) The expected total cost of completing all work expressed as the sum of the actual
cost to date and the estimate to complete
Estimate Costs The process of developing an approximation of the monetary resources needed to complete
project activities
Estimate to Complete (ETC) The expected cost to finish all the remaining project work
Execute Directing managing performing and accomplishing the project work providing the deliverables and
providing work performance information
Executing Process Group Those processes performed to complete the work defined in the project management
plan to satisfy the project specifications
Expected Monetary Value (EMV) Analysis A statistical technique that calculates the average outcome when
the future includes scenarios that may or may not happen A common use of this technique is within decision tree
analysis
Expert Judgment Judgment provided based upon expertise in an application area knowledge area discipline
industry etc as appropriate for the activity being performed Such expertise may be provided by any group or
person with specialized education knowledge skill experience or training
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词汇
企业环境素条件没团队直接控制影响
约束直接项目程序组合
估计金额结果定量评价通常应项目成资源
努力持续时间通常前面加修饰词（初步概念行性量级
明确）应该包括指示精度（例±X ）参见预算
成
估算活动持续时间估计工作时间需完成单进程数
估计资源活动
活动资源估算类型数量材料估计程力资源
设备求完成活动品
完工估算（EAC）完成工作表示实际预计总成
成估算完成日期
估计成开发需货币资源逼程
项目活动
估计完成（等）完成剩余项目工作预期成
执行指导理执行完成项目工作提供交付
提供工作绩效信息
执行程组程进行完整项目理中定义工作
计划满足项目规格
预期货币价值（EMV）分析种统计方法计算出均结果时
未包括情况发生种技术常见途决策树
分析
专家判断判断提供基应领域专业知识领域学科
业等适活动执行样知识组织提供
专业教育知识技验培训
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Glossary
External Dependency A relationship between project activities and nonproject activities
Facilitated Workshops An elicitation technique using focused sessions that bring key crossfunctional
stakeholders together to define product requirements
Failure Mode and Effect Analysis (FMEA) An analytical procedure in which each potential failure mode in
every component of a product is analyzed to determine its effect on the reliability of that component and by
itself or in combination with other possible failure modes on the reliability of the product or system and on the
required function of the component or the examination of a product (at the system andor lower levels) for all
ways that a failure may occur For each potential failure an estimate is made of its effect on the total system
and of its impact In addition a review is undertaken of the action planned to minimize the probability of failure
and to minimize its effects
Fallback Plan Fallback plans include an alternative set of actions and tasks available in the event that the primary
plan needs to be abandoned because of issues risks or other causes
Fast Tracking A schedule compression technique in which activities or phases normally done in sequence are
performed in parallel for at least a portion of their duration
Fee Represents profit as a component of compensation to a seller
Finish Date A point in time associated with a schedule activity’s completion Usually qualified by one of the
following actual planned estimated scheduled early late baseline target or current
FinishtoFinish (FF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has finished
FinishtoStart (FS) A logical relationship in which a successor activity cannot start until a predecessor
activity has finished
FirmFixedPrice Contract (FFP) A type of fixed price contract where the buyer pays the seller a set amount
(as defined by the contract) regardless of the seller’s costs
Fishbone diagram See Cause and Effect Diagram
Fixed Formula Method An earned value method for assigning a specified percentage of budget value for a
work package to the start milestone of the work package with the remaining budget value percentage assigned
when the work package is complete
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词汇
外部赖项目活动非项目活动间关系
促进研讨会种启发式技术采集中培训课程关键功
利益相关者确定产品求
失效模式影响分析（FMEA）潜失效模式分析方法
产品分量进行分析确定该组件性效果
身障模式组合产品系统性
必需组件功产品检测（系统低水）
方式会出现失败潜障估计整系统影响
影响外进行审查行动计划减少失败概率
量减少影响
备计划备计划包括套类行事件务
计划需放弃原问题风险原
快速踪进度压缩技术中活动阶段序列通常做
行持续时间少部分执行
费表现卖方补偿分量利润
完成日期时间进度活动完成相关点常
：实际计划估计计划早晚基线目标电流
完成完成（FF）逻辑关系续活动完成直前
活动结束
完成开始（FS）逻辑关系续活动启动直前
活动结束
固定价格合（FFP）种类型固定价格合买方支付卖方定
（合规定）卖方成
鱼骨图果图
固定公式方法挣值法分配定例预算值
工作包工作包开始剩余价值率里程碑预算分配
工作完成
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Glossary
Fixed Price Incentive Fee Contract (FPIF) A type of contract where the buyer pays the seller a set amount (as
defined by the contract) and the seller can earn an additional amount if the seller meets defined performance
criteria
Fixed Price with Economic Price Adjustment Contracts (FPEPA) A fixedprice contract but with a special
provision allowing for predefined final adjustments to the contract price due to changed conditions such as inflation
changes or cost increases (or decreases) for specific commodities
FixedPrice Contracts An agreement that sets the fee that will be paid for a defined scope of work regardless of
the cost or effort to deliver it
Float Also called slack See total float and free float
Flowchart The depiction in a diagram format of the inputs process actions and outputs of one or more processes
within a system
Focus Groups An elicitation technique that brings together prequalified stakeholders and subject matter experts
to learn about their expectations and attitudes about a proposed product service or result
Forecast An estimate or prediction of conditions and events in the project’s future based on information and
knowledge available at the time of the forecast The information is based on the project’s past performance and
expected future performance and includes information that could impact the project in the future such as estimate
at completion and estimate to complete
Forward Pass A critical path method technique for calculating the early start and early finish dates by working
forward through the schedule model from the project start date or a given point in time
Free Float The amount of time that a schedule activity can be delayed without delaying the early start date of any
successor or violating a schedule constraint
Functional Manager Someone with management authority over an organizational unit within a functional
organization The manager of any group that actually makes a product or performs a service Sometimes called a
line manager
Functional Organization A hierarchical organization where each employee has one clear superior and staff are
grouped by areas of specialization and managed by a person with expertise in that area
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词汇
固定价格合激励费（FPIF）种类型合买方支付卖方定数量（
合规定）卖方果卖方符合规定性获额外金额
标准
固定价格济价格调整合（fpepa）固定价格合特殊
规定允许预定义调整条件变化合价格通货膨胀
变化成增加（减少）具体商品
固定价格合设置费支付规定工作范围协议
成努力救
浮称松弛见总时差时差
流程图输入处理行动图格式描述程输出
系统
焦点组启发式技术汇集资格预审利益相关者题专家
解期态度建议产品服务结果
预测估计条件基信息项目未事件预测
预测时利知识信息基绩效项目
未预期性包括影响未项目信息估计
完成估计完成
前传球通计算早开始时间早完成日期关键路径法
通提出调度模型项目开始日期定时间点
浮动计划活动耽误早开始时间延迟时间量
继承违反调度约束
职理功理局组织单位
组织团体实际产品提供服务理时称
直线理
功组织层次组织员工明确级工作员
专业领域方面专长理
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Glossary
Funding Limit Reconciliation The process of comparing the planned expenditure of project funds against any
limits on the commitment of funds for the project to identify any variances between the funding limits and the
planned expenditures
Gantt Chart A bar chart of schedule information where activities are listed on the vertical axis dates are
shown on the horizontal axis and activity durations are shown as horizontal bars placed according to start and
finish dates
Grade A category or rank used to distinguish items that have the same functional use (eg hammer) but do
not share the same requirements for quality (eg different hammers may need to withstand different amounts of
force)
Ground Rules Expectations regarding acceptable behavior by project team members
Group Creativity Techniques Techniques that are used to generate ideas within a group of stakeholders
Group DecisionMaking Techniques Techniques to assess multiple alternatives that will be used to generate
classify and prioritize product requirements
Guideline An official recommendation or advice that indicates policies standards or procedures for how
something should be accomplished
Hammock Activity See summary activity
Hard Logic See mandatory dependency
Histogram A special form of bar chart used to describe the central tendency dispersion and shape of a
statistical distribution
Historical Information Documents and data on prior projects including project files records correspondence
closed contracts and closed projects
Human Resource Management Plan A component of the project management plan that describes how the
roles and responsibilities reporting relationships and staff management will be addressed and structured
IdeaMind Mapping Technique used to consolidate ideas created through individual brainstorming sessions into
a single map to reflect commonality and differences in understanding and to generate new ideas
Identify Risks The process of determining which risks may affect the project and documenting their characteristics
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词汇
资金限制解较项目资金计划支出程
项目确定资金限制间差异承诺资金限制
计划支出
甘特图条形图进度信息活动垂直轴市日期
水轴显示活动持续时间显示水钢筋启动
完成日期
等级类等级区分具相功物品（例锤）做
没质量相求（例锤需承受
力）
基规关项目团队成员接受行期
集团创新技术组利益观念产生技术
群决策方法评估备选方案生成技术
分类优先考虑产品求
指南官方建议意见表明政策标准程序
应完成东西
吊床活动摘活性
硬逻辑强制性赖
直方图种特殊描述集中趋势条形图形式分散形状
统计分布
历史信息现项目包括项目文件记录文件数应
封闭合关闭项目
力资源理计划项目理计划组成部分介绍
角色责报告关系员工理处理结构
思想心智图通头脑风暴会议创造思想技巧
反映性差异理解产生新想法张图
识风险该程确定风险会影响项目记录特点
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Glossary
Identify Stakeholders The process of identifying the people groups or organizations that could impact or be
impacted by a decision activity or outcome of the project and analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success
Imposed Date A fixed date imposed on a schedule activity or schedule milestone usually in the form of a
start no earlier than and finish no later than date
Incentive Fee A set of financial incentives related to cost schedule or technical performance of the seller
Incremental Life Cycle A project life cycle where the project scope is generally determined early in the project
life cycle but time and cost estimates are routinely modified as the project team’s understanding of the product
increases Iterations develop the product through a series of repeated cycles while increments successively add to
the functionality of the product
Independent Estimates A process of using a third party to obtain and analyze information to support prediction
of cost schedule or other items
Influence Diagram A graphical representation of situations showing causal influences time ordering of events
and other relationships among variables and outcomes
Information Gathering Techniques Repeatable processes used to assemble and organize data across a spectrum
of sources
Information Management Systems Facilities processes and procedures used to collect store and distribute
information between producers and consumers of information in physical or electronic format
Initiating Process Group Those processes performed to define a new project or a new phase of an existing project
by obtaining authorization to start the project or phase
Input Any item whether internal or external to the project that is required by a process before that process
proceeds May be an output from a predecessor process
Inspection Examining or measuring to verify whether an activity component product result or service conforms
to specified requirements
Inspections and Audits A process to observe performance of contracted work or a promised product against
agreedupon requirements
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词汇
确定利益相关者鉴定程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
实施日期计划活动进度里程碑施加固定日期通常形式
开始早晚完成日期
激励费套成进度相关财务奖励卖方技术性
增量生命周期项目生命周期项目范围测定项目早期
生命周期时间成估计常修改项目团队解产品
增加迭代开发产品通系列重复周期增量次增加
产品功
独立估计种利三分方获信息进行分析支持预测程
成进度物品
影响图情况显示果影响图形表示时间序事件
变量结果间关系
信息采集技术重复程组装组织数整频谱
源
信息理系统设施程收集存储分发程序
生产者物理电子格式信息消费者间信息
启动程组程进行定义新项目现项目新阶段
通获启动项目阶段授权
输入项目部项目需程程外
收益前程输出
检查检查测量验证否活动组件产品结果服务符合
规定求
检查审核程观察性承包工作承诺产品
约定求
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Glossary
Interpersonal Skills Ability to establish and maintain relationships with other people
Interrelationship Digraphs A quality management planning tool the interrelationship digraphs provide a
process for creative problemsolving in moderately complex scenarios that possess intertwined logical
relationships
Interviews A formal or informal approach to elicit information from stakeholders by talking to them directly
Invitation for Bid (IFB) Generally this term is equivalent to request for proposal However in some application
areas it may have a narrower or more specific meaning
Issue A point or matter in question or in dispute or a point or matter that is not settled and is under discussion or
over which there are opposing views or disagreements
Issue Log A project document used to document and monitor elements under discussion or in dispute between
project stakeholders
Iterative Life Cycle A project life cycle where the project scope is generally determined early in the project life
cycle but time and cost estimates are routinely modified as the project team’s understanding of the product
increases Iterations develop the product through a series of repeated cycles while increments successively add to
the functionality of the product
Lag The amount of time whereby a successor activity is required to be delayed with respect to a predecessor
activity
Late Finish Date (LF) In the critical path method the latest possible point in time when the uncompleted portions
of a schedule activity can finish based on the schedule network logic the project completion date and any schedule
constraints
Late Start Date (LS) In the critical path method the latest possible point in time when the uncompleted portions
of a schedule activity can start based on the schedule network logic the project completion date and any schedule
constraints
Lead The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
Lessons Learned The knowledge gained during a project which shows how project events were addressed or
should be addressed in the future with the purpose of improving future performance
Lessons Learned Knowledge Base A store of historical information and lessons learned about both the outcomes
of previous project selection decisions and previous project performance
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词汇
际交力建立维护关系力
关系图质量理计划工具提供相互关系图
解决创造性问题中等复杂场景具相互交织逻辑程
关系
访谈获取信息利益相关者通直接交谈正式非正式方法
邀请招标（招标）般说词相请求建议然应
区窄更具体意义
问题问题争点物质点问题没解决讨
中相反观点意见合
问题日志项目文件中文件讨争议监控单元
项目利益相关者
迭代生命周期项目生命周期项目范围测定项目早期生活
周期时间成估计常修改项目团队解产品
增加迭代开发产品通系列重复周期增量次增加
产品功
滞量时间续活动需延迟相前
活动
晚完成日期（LF）关键路径方法时间未完部分成点
计划活动完成基进度网络逻辑项目完成日期进度
约束
晚开始日期（LS）关键路径方法时间未完部分成点
计划活动根进度网络逻辑起点项目完成日期进度
约束
铅时间续活动先进相前活动
验教训获知识项目说明项目事件进行处理
应未提高未绩效目
教训知识库存储历史信息验教训结果
前项目选择决策前项目绩效
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Glossary
Level of Effort (LOE) An activity that does not produce definitive end products and is measured by the passage
of time [Note Level of effort is one of three earned valued management (EVM) types of activities used to measure
work performance]
Leveling See resource leveling
Life Cycle See project life cycle
Log A document used to record and describe or denote selected items identified during execution of a process or
activity Usually used with a modifier such as issue quality control action or defect
Logical Relationship A dependency between two activities or between an activity and a milestone
Majority Support from more than 50 percent of the members of the group
MakeorBuy Analysis The process of gathering and organizing data about product requirements and analyzing
them against available alternatives including the purchase or internal manufacture of the product
MakeorBuy Decisions Decisions made regarding the external purchase or internal manufacture of a product
Manage Communications The process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance with the communications management plan
Manage Project Team The process of tracking team member performance providing feedback resolving issues
and managing team changes to optimize project performance
Manage Stakeholder Engagement The process of communicating and working with stakeholders to meet their
needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle
Management Reserve An amount of the project budget withheld for management control purposes These
are budgets reserved for unforeseen work that is within scope of the project The management reserve is not
included in the performance measurement baseline (PMB)
Management Skills The ability to plan organize direct and control individuals or groups of people to achieve
specific goals
Mandatory Dependency A relationship that is contractually required or inherent in the nature of the work
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词汇
努力水（LOE）会产生明确高端产品通道活性测定
时间注：努力水三挣值理（EVM）测量活动类型
工作绩效]
水准测量资源衡
生命周期见项目生命周期
日志文件记录描述说明选择项目执行程中确定
活动改性剂常问题质量控制行动缺陷
逻辑关系两活动间赖间活动里程碑
数组成员百分50支持
制造购买分析收集组织产品求数程分析
代品包括购买产品部制造
制造购买决定关外部购买产品部制造决定
理通信创作程中收集分发存储检索终
沟通理计划项目信息处理
理项目团队踪程中团队成员表现提供反馈解决问题
理团队变化优化项目绩效
理利益相关者参沟通程中利益相关者满足
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动
理储备该项目预算理控制目保留量
预算保留未预见工作项目范围理储备
包括绩效测量基准（PMB）
理技力计划组织指导控制体群体实现
具体目标
强制性赖关系合求固性质工作
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Glossary
Market Research The process of gathering information at conferences online reviews and a variety of sources
to identify market capabilities
Master Schedule A summarylevel project schedule that identifies the major deliverables and work breakdown
structure components and key schedule milestones See also milestone schedule
Material The aggregate of things used by an organization in any undertaking such as equipment apparatus tools
machinery gear material and supplies
Matrix Diagrams A quality management and control tool used to perform data analysis within the organizational
structure created in the matrix The matrix diagram seeks to show the strength of relationships between factors
causes and objectives that exist between the rows and columns that form the matrix
Matrix Organization Any organizational structure in which the project manager shares responsibility with the
functional managers for assigning priorities and for directing the work of persons assigned to the project
Methodology A system of practices techniques procedures and rules used by those who work in a discipline
Milestone A significant point or event in a project program or portfolio
Milestone List A list identifying all project milestones and normally indicates whether the milestone is mandatory
or optional
Milestone Schedule A summarylevel schedule that identifies the major schedule milestones See also master
schedule
Monitor Collect project performance data with respect to a plan produce performance measures and report and
disseminate performance information
Monitor and Control Project Work The process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan
Monitoring and Controlling Process Group Those processes required to track review and regulate the progress
and performance of the project identify any areas in which changes to the plan are required and initiate the
corresponding changes
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词汇
市场研究会议信息收集程线评种样源
识市场力
计划概项目进度表列出交付成果项目工作分解
结构组成关键里程碑参见里程碑进度表
材料通事业组织事物集合设备器具工具
机械齿轮材料供应
矩阵图质量理控制组织执行数分析工具
矩阵结构矩阵图表现素间关系强度
原存行列矩阵形式间目标
矩阵组织项目理承担责组织结构
分配优先事项指导分配项目员工作职理
方法种做法技术程序规专业工作惯
里程碑项目中显着点事件程序组合
里程碑清单列表识项目里程碑通常指示否强制性里程碑
选
里程碑进度表概时间表确定里程碑见师
附表
监视器计划收集项目性数生产性措施报告
传播绩效信息
监控项目工作踪程中审查报告进度满足
项目理计划中定义性目标
监控程组程需轨道审查规范发展
该方案性确定领域计划需改变启动
相应变化
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Glossary
Monte Carlo Simulation A process which generates hundreds or thousands of probable performance outcomes
based on probability distributions for cost and schedule on individual tasks The outcomes are then used to generate
a probability distribution for the project as a whole
Most Likely Duration An estimate of the most probable activity duration that takes into account all of the known
variables that could affect performance
MultiCriteria Decision Analysis This technique utilizes a decision matrix to provide a systematic analytical
approach for establishing criteria such as risk levels uncertainty and valuation to evaluate and rank many ideas
NearCritical Activity A schedule activity that has low total float The concept of nearcritical is equally applicable
to a schedule activity or schedule network path The limit below which total float is considered near critical is
subject to expert judgment and varies from project to project
Negotiated Settlements The process of reaching final equitable settlement of all outstanding issues claims and
disputes through negotiation
Negotiation The process and activities to resolving disputes through consultations between involved parties
Network See project schedule network diagram
Network Analysis See schedule network analysis
Network Logic The collection of schedule activity dependencies that makes up a project schedule network
diagram
Network Path Any continuous series of schedule activities connected with logical relationships in a project
schedule network diagram
Networking Establishing connections and relationships with other people from the same or other organizations
Node One of the defining points of a schedule network a junction point joined to some or all of the other dependency
lines
Nominal Group Technique A technique that enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization
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词汇
Monte Carlo模拟产生成百千程绩效结果
基单务成进度概率分布结果然生成
项目作整体概率分布
持续时间估计活动时间考虑已知
变量会影响性
标准决策分析该技术利决策矩阵提供系统分析
建立标准方法风险水确定性评估评估排名许想法
界活动计划活动具较低总时差界概念样适
进度活动进度网络路径极限总时差附关键
根专家判断项目
协商解决达悬未决问题终公解决工艺求
争端通谈判
谈判通事间协商解决纠纷程活动
网络见项目进度网络图
网络分析进度网络分析
网络逻辑计划活动赖项目进度网络收集
图
网络路径连续系列计划活动项目中连接逻辑关系
进度网络图
网络建立连接组织中关系
节点进度网络定义点连接点某赖
线
名义群体技术种技术提高脑力激荡投票程序排序
进步进行头脑风暴优先级想法
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Glossary
Nonconformance Work In the cost of quality framework nonconformance work is done to deal with the
consequences of errors and failures in doing activities correctly on the first attempt In efficient quality management
systems the amount of nonconformance work will approach zero
Objective Something toward which work is to be directed a strategic position to be attained a purpose to be
achieved a result to be obtained a product to be produced or a service to be performed
Observations A technique that provides a direct way of viewing individuals in their environment performing their
jobs or tasks and carrying out processes
Opportunity A risk that would have a positive effect on one or more project objectives
Optimistic Duration An estimate of the shortest activity duration that takes into account all of the known
variables that could affect performance
Organizational Breakdown Structure (OBS) A hierarchical representation of the project organization that
illustrates the relationship between project activities and the organizational units that will perform those activities
Organizational Process Assets Plans processes policies procedures and knowledge bases that are specific to
and used by the performing organization
Organizational Project Management Maturity The level of an organization’s ability to deliver the desired strategic
outcomes in a predictable controllable and reliable manner
Output A product result or service generated by a process May be an input to a successor process
Parametric Estimating An estimating technique in which an algorithm is used to calculate cost or duration
based on historical data and project parameters
Pareto Diagram A histogram ordered by frequency of occurrence that shows how many results were
generated by each identified cause
Path Convergence A relationship in which a schedule activity has more than one predecessor
Path Divergence A relationship in which a schedule activity has more than one successor
Payment Systems The system used to provide and track supplier’s invoices and payments for services and
products
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词汇
合格工作质量体系成合格品工作处理
活动第次尝试做正确错误失败果效质量理
系统符合求工作数量接零
目工作什达战略位目
实现结果获产品生产服务执行
观察种技术提供直接观方式环境中执行
工作务实施程
机会风险项目目标积极作
乐观时间估计短作业时间考虑已知
变量会影响性
组织分解结构（OBS）层次结构表示项目组织
阐述项目活动组织单位执行活动间关系
组织程资产计划程序政策程序知识基础具体
通执行机构
组织项目理成熟度组织提供需战略力水
结果预见控方式
输出产品结果服务程中产生继程输入
参数估计估计技术种算法计算成持续时间
基历史数工程参数
帕累托图直方图通频率发生序显示出少结果
确定原产生
路径收敛关系中计划活动前身
路径发散关系中计划活动继承
支付系统提供踪供应商发票支付服务系统
产品
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Glossary
Percent Complete An estimate expressed as a percent of the amount of work that has been completed on an
activity or a work breakdown structure component
Perform Integrated Change Control The process of reviewing all change requests approving changes
and managing changes to deliverables organizational process assets project documents and the project
management plan and communicating their disposition
Perform Qualitative Risk Analysis The process of prioritizing risks for further analysis or action by assessing and
combining their probability of occurrence and impact
Perform Quality Assurance The process of auditing the quality requirements and the results from quality control
measurements to ensure that appropriate quality standards and operational definitions are used
Perform Quantitative Risk Analysis The process of numerically analyzing the effect of identified risks on overall
project objectives
Performance Measurement Baseline An approved integrated scopeschedulecost plan for the project work
against which project execution is compared to measure and manage performance The PMB includes contingency
reserve but excludes management reserve
Performance Reporting See work performance reports
Performance Reports See work performance reports
Performance Reviews A technique that is used to measure compare and analyze actual performance of
work in progress on the project against the baseline
Performing Organization An enterprise whose personnel are most directly involved in doing the work of the
project or program
Pessimistic Duration Estimate of the longest activity duration that takes into account all of the known variables
that could affect performance
Phase See project phase
Phase Gate A review at the end of a phase in which a decision is made to continue to the next phase to
continue with modification or to end a project or program
Plan Communications Management The process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
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词汇
完成百分估计表示已完成工作量百分
活动工作分解结构组件
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目
理计划交流性格
定性风险分析优先考虑风险评估进步分析行动程
结合发生概率影响
执行质量保证审计质量求工艺质量控制研究
确保适质量标准操作定义测量
实施定量风险分析数值分析已识风险整体影响程
项目目标
绩效测量基线批准集成范围时间成计划工作
项目执行进行较衡量理绩效永磁轴承包括应急
保护区包括理储备
绩效报告工作绩效报告
绩效报告工作绩效报告
性综述测量较技术分析实际绩效
基线项目工作进展
执行组织企业直接参工作
项目计划
悲观时间估算活动持续时间长考虑已知变量
会影响性
相见项目阶段
相位门阶段中决定继续阶段结束时检讨
继续修改结束项目计划
沟通理计划发展适方法计划项目程
基利益相关者信息需求求效组织资产通信
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Glossary
Plan Cost Management The process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs
Plan Human Resource Management The process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan
Plan Procurement Management The process of documenting project procurement decisions specifying the
approach and identifying potential sellers
Plan Quality Management The process of identifying quality requirements andor standards for the project and its
deliverables and documenting how the project will demonstrate compliance with quality requirements
Plan Risk Management The process of defining how to conduct risk management activities for a project
Plan Risk Responses The process of developing options and actions to enhance opportunities and to reduce
threats to project objectives
Plan Schedule Management The process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule
Plan Scope Management The process of creating a scope management plan that documents how the project
scope will be defined validated and controlled
Plan Stakeholder Management The process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success
Planned Value (PV) The authorized budget assigned to scheduled work
Planning Package A work breakdown structure component below the control account with known work
content but without detailed schedule activities See also control account
Planning Process Group Those processes required to establish the scope of the project refine the objectives and
define the course of action required to attain the objectives that the project was undertaken to achieve
Plurality Decisions made by the largest block in a group even if a majority is not achieved
Policy A structured pattern of actions adopted by an organization such that the organization’s policy can be
explained as a set of basic principles that govern the organization’s conduct
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词汇
计划成理建立政策程序文件规划
理扩展控制项目成
计划力资源理识记录项目作程责
需技报告关系创造员工理计划
计划采购理记录项目采购决策程中指定
方法识潜卖家
计划质量理确定项目质量求标准程
交付成果记录该项目证明质量否符合求
规划风险理定义程中实施项目风险理活动
规划风险应制定提高机会减少选择行动程
项目目标威胁
计划理建立政策程序文件
规划开发理执行控制项目进度
计划理范围程中创造范围理计划项目文件
范围定义验证控制
利益相关者理计划制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响
计划值（PV）预算分配预定工作
规划方案工作分解结构组件方已知工作控制帐户
没详细计划活动容参见控制帐户
规划程组程需建立项目范围细化目标
定义需达项目实现目标行动程
通块组决定数没实现
政策结构化模式通样组织该组织政策采取行动
解释组基理原组织行
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Glossary
Portfolio Projects programs subportfolios and operations managed as a group to achieve strategic objectives
Portfolio Management The centralized management of one or more portfolios to achieve strategic objectives
Practice A specific type of professional or management activity that contributes to the execution of a process
and that may employ one or more techniques and tools
Precedence Diagramming Method (PDM) A technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed
Precedence Relationship The term used in the precedence diagramming method for a logical relationship In current
usage however precedence relationship logical relationship and dependency are widely used interchangeably
regardless of the diagramming method used See also logical relationship
Precision Within the quality management system precision is a measure of exactness
Predecessor Activity An activity that logically comes before a dependent activity in a schedule
Predictive Life Cycle A form of project life cycle in which the project scope and the time and cost required to
deliver that scope are determined as early in the life cycle as possible
Preferential Logic See discretionary dependency
Preferred Logic See discretionary dependency
Preventive Action An intentional activity that ensures the future performance of the project work is aligned
with the project management plan
Prioritization Matrices A quality management planning tool used to identify key issues and evaluate suitable
alternatives to define a set of implementation priorities
Probability and Impact Matrix A grid for mapping the probability of each risk occurrence and its impact on
project objectives if that risk occurs
Procedure An established method of accomplishing a consistent performance or result a procedure typically
can be described as the sequence of steps that will be used to execute a process
Process A systematic series of activities directed towards causing an end result such that one or more inputs
will be acted upon to create one or more outputs
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词汇
投资组合项目项目成份基运营理作集团战略目标实现
投资组合理组合集中理战略目标实现
实践专业理活动助进程执行特定类型
种种技术工具
序图示法（PDM）种调度模型构建技术
活动节点图形逻辑关系显示
序列中活动进行
优先关系前导图法逻辑关系词前
然优先关系逻辑关系赖互换广泛应
图解法参见逻辑关系
精度质量理体系中精度衡量准确性
前活动活动逻辑先时间赖性活性
预测生命周期种项目范围项目生命周期需时间成
提供范围确定生命周期早期
优惠逻辑赖
优先逻辑赖
预防措施确保项目工作未表现意活动致
项目理计划
优先矩阵质量理规划工具识关键问题评估合适
定义组执行优先选择
概率影响矩阵映射风险发生概率影响网格
项目目标果风险发生
程序实现致性结果方法程序通常
描述步骤执行进程序列
程造成结果输入活动系统系列
采取行动创建输出
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Glossary
Process Analysis A process analysis follows the steps outlined in the process improvement plan to identify
needed improvements
Process Decision Program Charts (PDPC) The PDPC is used to understand a goal in relation to the steps for
getting to the goal
Process Improvement Plan A subsidiary plan of the project management plan It details the steps for analyzing
processes to identify activities that enhance their value
Procurement Audits The review of contracts and contracting processes for completeness accuracy and
effectiveness
Procurement Documents The documents utilized in bid and proposal activities which include the buyer’s
Invitation for Bid Invitation for Negotiations Request for Information Request for Quotation Request for Proposal
and seller’s responses
Procurement Management Plan A component of the project or program management plan that describes
how a project team will acquire goods and services from outside the performing organization
Procurement Performance Reviews A structured review of the seller’s progress to deliver project scope and
quality within cost and on schedule as compared to the contract
Procurement Statement of Work Describes the procurement item in sufficient detail to allow prospective sellers
to determine if they are capable of providing the products services or results
Product An artifact that is produced is quantifiable and can be either an end item in itself or a component item
Additional words for products are material and goods Contrast with result See also deliverable
Product Analysis For projects that have a product as a deliverable it is a tool to define scope that generally means
asking questions about a product and forming answers to describe the use characteristics and other the relevant
aspects of what is going to be manufactured
Product Life Cycle The series of phases that represent the evolution of a product from concept through delivery
growth maturity and to retirement
Product Scope The features and functions that characterize a product service or result
Product Scope Description The documented narrative description of the product scope
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词汇
程分析程分析程改进计划识步骤
需改进
程决策程序图（PDPC）该法解关步骤目标
达目标
程改进计划项目理计划子计划详细步骤分析
程识活动提高价值
采购审计完整性合承包程审核准确性
效性
采购文件文件投标方案活动中包括买方
邀请招标谈判请求信息报价请求请求建议
卖方回应
采购理计划项目计划理计划描述组件
项目团队执行组织外部获取货物服务
采购绩效评估结构化审查卖方进步提供项目范围
质量成进度相合
采购工作表足够详细描述采购物品便供应商
确定否够提供产品服务结果
产品神器产生量化身组件项目项目结束
产品文字材料货物结果见交付
产品分析产品作交付项目工具定义范围般指
询问产品形成答案描述特点问题关
什制造方面
产品生命周期阶段代表产品演化序列概念交付
生长成熟退休
产品范围特征功特征产品服务结果
产品范围说明书文件化叙事描述产品范围
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Glossary
Program A group of related projects subprograms and program activities managed in a coordinated way to
obtain benefits not available from managing them individually
Program Evaluation and Review Technique (PERT ) A technique for estimating that applies a weighted
average of optimistic pessimistic and most likely estimates when there is uncertainty with the individual activity
estimates
Program Management The application of knowledge skills tools and techniques to a program to meet the
program requirements and to obtain benefits and control not available by managing projects individually
Progressive Elaboration The iterative process of increasing the level of detail in a project management plan as
greater amounts of information and more accurate estimates become available
Project A temporary endeavor undertaken to create a unique product service or result
ProjectBased Organizations (PBOs) A variety of organizational forms that involve the creation of temporary
systems for the performance of projects PBOs conduct the majority of their activities as projects andor provide
project over functional approaches
Project Calendar A calendar that identifies working days and shifts that are available for scheduled activities
Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence
of a project and provides the project manager with the authority to apply organizational resources to project
activities
Project Communications Management Project Communications Management includes the processes that
are required to ensure timely and appropriate planning collection creation distribution storage retrieval
management control monitoring and the ultimate disposition of project information
Project Cost Management Project Cost Management includes the processes involved in planning estimating
budgeting financing funding managing and controlling costs so that the project can be completed within the
approved budget
Project Funding Requirements Forecast project costs to be paid that are derived from the cost baseline for total
or periodic requirements including projected expenditures plus anticipated liabilities
Project Governance The alignment of project objectives with the strategy of the larger organization by the
project sponsor and project team A project’s governance is defined by and is required to fit within the larger
context of the program or organization sponsoring it but is separate from organizational governance
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词汇
程序组相关项目程序协调方式理项目活动
法取效益单独理
计划评审技术（PERT）种技术应加权估计
乐观悲观均估计时活动确定性
估计
程序理知识技工具技术应程序满足
程序求取效益控制理项目单独
逐步细化增加详细程度项目理计划迭代程
更信息更准确估计
项目段时间努力创造独特产品服务结果
基项目组织（PBO）组织形式包括时创作
项目绩效系统PBO项目提供部分活动
项目功方法
项目日历日历标识工作日转移计划活动
项目章程项目发起发起正式批准发布文件存
项目提供权申请组织资源项目项目理
活动
项目沟通理项目沟通理包括程
必须确保时适规划收集创建存储检索分布
理控制监测项目信息终处置
工程项目成理项目成理包括参规划程估计
预算融资资金理控制成项目完成
批准预算
项目资金需求预测项目支付费成基线总
周期性求包括预计支出加预计负债
项目治理项目目标更组织战略致性
项目发起项目团队项目治理定义必须符合
该程序组织赞助容组织治理分开
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Glossary
Project Human Resource Management Project Human Resource Management includes the processes that
organize manage and lead the project team
Project Initiation Launching a process that can result in the authorization of a new project
Project Integration Management Project Integration Management includes the processes and activities needed
to identify define combine unify and coordinate the various processes and project management activities within
the Project Management Process Groups
Project Life Cycle The series of phases that a project passes through from its initiation to its closure
Project Management The application of knowledge skills tools and techniques to project activities to meet the
project requirements
Project Management Body of Knowledge An inclusive term that describes the sum of knowledge within
the profession of project management As with other professions such as law medicine and accounting the
body of knowledge rests with the practitioners and academics that apply and advance it The complete project
management body of knowledge includes proven traditional practices that are widely applied and innovative
practices that are emerging in the profession The body of knowledge includes both published and unpublished
materials This body of knowledge is constantly evolving PMI’s PMBOK Guide identifies a subset of the project
management body of knowledge that is generally recognized as good practice
Project Management Information System An information system consisting of the tools and techniques used to
gather integrate and disseminate the outputs of project management processes It is used to support all aspects
of the project from initiating through closing and can include both manual and automated systems
Project Management Knowledge Area An identified area of project management defined by its knowledge
requirements and described in terms of its component processes practices inputs outputs tools and techniques
Project Management Office (PMO) An organizational structure that standardizes the projectrelated governance
processes and facilitates the sharing of resources methodologies tools and techniques
Project Management Plan The document that describes how the project will be executed monitored and
controlled
Project Management Process Group A logical grouping of project management inputs tools and techniques
and outputs The Project Management Process Groups include initiating processes planning processes executing
processes monitoring and controlling processes and closing processes Project Management Process Groups are
not project phases
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词汇
项目力资源理项目力资源理包括程
组织理带领项目团队
项目启动启动程会导致新项目授权
工程项目集成理工程项目集成理程活动需
识定义结合统协调程项目理活动
项目理程组
项目生命周期相串联通项目开始结束
项目理知识技工具技术应项目活动满足
项目求
项目理知识体系包容性术语描述知识总
项目理专业行业医药法律会计
知识体系取决业员学者应发展完整项目
知识理体包括证明传统做法广泛应创新
行业新兴实践身体知识包括发表未发表
材料该机构知识断变化PMI PMBOK？指南确定项目子集
知识公认良实践理体
项目理信息系统工具技术信息系统
搜集整合传播项目理程输出支持方面
启动收尾项目包括手动动系统
项目理知识领域项目理知识定义确定区域
求组成程中术语描述做法输入输出工具技术
项目理办公室（PMO）种组织结构规范项目相关治理
程便利资源方法工具技术享
项目理计划该文件描述项目执行监控
控制
项目理程组项目理输入逻辑分组工具技术
输出项目理程组包括启动程规划程执行
流程监控程关闭程项目理程组
没项目阶段
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Glossary
Project Management Staff The members of the project team who perform project management activities such as
schedule communications risk management etc
Project Management System The aggregation of the processes tools techniques methodologies resources and
procedures to manage a project
Project Management Team The members of the project team who are directly involved in project management
activities On some smaller projects the project management team may include virtually all of the project team
members
Project Manager (PM) The person assigned by the performing organization to lead the team that is responsible
for achieving the project objectives
Project Organization Chart A document that graphically depicts the project team members and their
interrelationships for a specific project
Project Phase A collection of logically related project activities that culminates in the completion of one or
more deliverables
Project Procurement Management Project Procurement Management includes the processes necessary to
purchase or acquire products services or results needed from outside the project team
Project Quality Management Project Quality Management includes the processes and activities of the performing
organization that determine quality policies objectives and responsibilities so that the project will satisfy the needs
for which it was undertaken
Project Risk Management Project Risk Management includes the processes of conducting risk management
planning identification analysis response planning and controlling risk on a project
Project Schedule An output of a schedule model that presents linked activities with planned dates durations
milestones and resources
Project Schedule Network Diagram A graphical representation of the logical relationships among the project
schedule activities
Project Scope The work performed to deliver a product service or result with the specified features and functions
Project Scope Management Project Scope Management includes the processes required to ensure that the
project includes all the work required and only the work required to complete the project successfully
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词汇
项目理员项目团队执行项目理等活动成员
调度通信风险理等等
项目理系统程中聚合工具技术方法资源
程序理项目
项目理团队项目团队成员直接参项目理
活动较项目项目理团队包括项目团队
成员
项目理（PM）执行组织指派带领团队负责
实现项目目标
项目组织图文件图形方式描述项目团队成员
特定项目间相互关系
项目阶段集合逻辑相关项目活动终完成
更交付成果
项目采购理项目采购理包括必处理
购买产品服务成果需外部项目团队
项目质量理项目质量理包括流程表演活动
组织确定质量方针目标责项目满足需求
目
项目风险理项目风险理包括风险理程进行
规划识分析应计划项目风险控制
项目进度调度模型提出相互关联活动计划日期输出持续时间
里程碑资源
项目进度网络图项目逻辑关系图形表示
计划活动
项目范围执行工作提供产品服务结果指定特征功
项目范围理项目范围理包括需程确保
项目包括必需工作工作需成功完成项目
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Glossary
Project Scope Statement The description of the project scope major deliverables assumptions and constraints
Project Stakeholder Management Project Stakeholder Management includes the processes required to identify
all people or organizations impacted by the project analyzing stakeholder expectations and impact on the project
and developing appropriate management strategies for effectively engaging stakeholders in project decisions and
execution
Project Statement of Work See statement of work
Project Team A set of individuals who support the project manager in performing the work of the project to
achieve its objectives
Project Team Directory A documented list of project team members their project roles and communication
information
Project Time Management Project Time Management includes the processes required to manage the timely
completion of the project
Projectized Organization Any organizational structure in which the project manager has full authority to assign
priorities apply resources and direct the work of persons assigned to the project
Proposal Evaluation Techniques The process of reviewing proposals provided by suppliers to support contract
award decisions
Prototypes A method of obtaining early feedback on requirements by providing a working model of the expected
product before actually building it
Quality The degree to which a set of inherent characteristics fulfills requirements
Quality Audits A quality audit is a structured independent process to determine if project activities comply
with organizational and project policies processes and procedures
Quality Checklists A structured tool used to verify that a set of required steps has been performed
Quality Control Measurements The documented results of control quality activities
Quality Function Deployment (QFD) A facilitated workshop technique that helps to determine critical
characteristics for new product development
Quality Management and Control Tools They are a type of quality planning tools used to link and sequence the
activities identified
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词汇
项目范围说明书项目范围交付成果假设描述约束
项目利益相关者理项目利益相关者理包括识程
组织受影响项目分析利益相关者期项目影响
开发效参项目决定适理策略
执行
工作项目表工作声明
项目团队组支持项目理完成项目工作
实现目标
项目目录记录列表项目团队成员项目角色通信
信息
项目时间理项目时间理包括理时程
该项目完成
项目式组织组织结构中项目理充分权力分配
重点运资源直接分配项目工作员
方案评价技术审核供应商提供支持合建议程
奖决定
原型种通提供预期工作模型获早期反馈方法求
产品实际建设
质量种程度组固特性满足求
质量审核质量审计结构化独立程确定否符合项目活动
组织项目政策程序程序
质量检查表结构化工具验证组需步骤已完成
质量控制措施记录结果质量控制活动
质量功展开（QFD）促进车间技术助确定关键
新产品开发特点
质量理质量控制工具种质量规划工具连接序列
活动识
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Glossary
Quality Management Plan A component of the project or program management plan that describes how an
organization’s quality policies will be implemented
Quality Management System The organizational framework whose structure provides the policies processes
procedures and resources required to implement the quality management plan The typical project quality
management plan should be compatible to the organization’s quality management system
Quality Metrics A description of a project or product attribute and how to measure it
Quality Policy A policy specific to the Project Quality Management Knowledge Area it establishes the basic
principles that should govern the organization’s actions as it implements its system for quality management
Quality Requirement A condition or capability that will be used to assess conformance by validating the
acceptability of an attribute for the quality of a result
Quantitative Risk Analysis and Modeling Techniques Commonly used techniques for both eventoriented and
projectoriented analysis approaches
Questionnaires and Surveys Written sets of questions designed to quickly accumulate information from a large
number of respondents
RACI A common type of responsibility assignment matrix that uses responsible accountable consult and inform
statuses to define the involvement of stakeholders in project activities
Records Management System A specific set of processes related control functions and tools that are
consolidated and combined to record and retain information about the project
Regression Analysis An analytic technique where a series of input variables are examined in relation to their
corresponding output results in order to develop a mathematical or statistical relationship
Regulation Requirements imposed by a governmental body These requirements can establish product process or
service characteristics including applicable administrative provisions that have governmentmandated compliance
Reporting Systems Facilities processes and procedures used to generate or consolidate reports from one or
more information management systems and facilitate report distribution to the project stakeholders
Request for Information (RFI) A type of procurement document whereby the buyer requests a potential seller
to provide various pieces of information related to a product or service or seller capability
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词汇
质量理计划组件项目项目理计划描述
组织质量政策实施
质量理体系组织架构结构提供政策流程
程序求实施质量理计划资源典型工程质量
理计划应符合组织质量理体系
质量指标描述项目产品属性测量
质量方针项目质量理知识领域具体政策奠定基础
治理组织行动实现质量理体系原
质量求条件力评估符合性验证
结果质量属性接受性
定量风险分析建模技术常技术面事件
项目导分析方法
问卷调查旨迅速信息积累问题写集
数受访者
RACI种常见责分配矩阵利负责负责咨询通知
状态定义项目活动利益相关者参
档案理系统组特定程相关控制功工具
合组合记录保存项目信息
回分析分析技术系列输入变量关系研究
相应输出结果制定数学统计关系
调节政府机构提出求求建立产品程
服务特性包括适理规定政府规定合规性
报告系统设施程产生巩固报告程序
更信息理系统方便项目干系报告分布
请求信息（RFI）采购文件种买方求潜卖方
提供种样产品服务卖方力相关信息
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Glossary
Request for Proposal (RFP) A type of procurement document used to request proposals from prospective
sellers of products or services In some application areas it may have a narrower or more specific meaning
Request for Quotation (RFQ) A type of procurement document used to request price quotations from
prospective sellers of common or standard products or services Sometimes used in place of request for
proposal and in some application areas it may have a narrower or more specific meaning
Requested Change A formally documented change request that is submitted for approval to the integrated
change control process
Requirement A condition or capability that is required to be present in a product service or result to satisfy a
contract or other formally imposed specification
Requirements Documentation A description of how individual requirements meet the business need for the
project
Requirements Management Plan A component of the project or program management plan that describes how
requirements will be analyzed documented and managed
Requirements Traceability Matrix A grid that links product requirements from their origin to the deliverables
that satisfy them
Reserve A provision in the project management plan to mitigate cost andor schedule risk Often used with a
modifier (eg management reserve contingency reserve) to provide further detail on what types of risk are meant
to be mitigated
Reserve Analysis An analytical technique to determine the essential features and relationships of components in
the project management plan to establish a reserve for the schedule duration budget estimated cost or funds for
a project
Residual Risk A risk that remains after risk responses have been implemented
Resource Skilled human resources (specific disciplines either individually or in crews or teams) equipment
services supplies commodities material budgets or funds
Resource Breakdown Structure A hierarchical representation of resources by category and type
Resource Calendar A calendar that identifies the working days and shifts on which each specific resource is
available
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词汇
请求建议书（RFP）采购文件种请求建议前瞻性
销售产品服务某应领域窄更具体意义
报价请求（RFQ）采购文件种请求报价
普通标准产品服务潜卖家时求方
建议某应领域窄更具体意义
请求变更正式书面变更请求批准提交集成
变更控制流程
求条件力必须产品服务结果满足
合正式强制性规范
需求文档满足需求业务需求描述
项目
需求理计划组件项目项目理计划描述
求进行分析记录理
需求踪矩阵网格产品求起源交付
满足
保护区规定项目理计划降低成进度风险常
改性剂（例理储备应急储备）提供什类型风险进步细节意味着
减轻
储备分析确定组件基特征相互关系分析技术
项目理计划建立备计划时间预算估计成资金
项目
剩余风险风险风险反应已实施然
资源熟练力资源（具体学科团队）设备
服务供应商品材料预算资金
资源分解结构类类型资源分层表示
资源日历日历标识工作天班特定资源
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Glossary
Resource Histogram A bar chart showing the amount of time that a resource is scheduled to work over a series of
time periods Resource availability may be depicted as a line for comparison purposes Contrasting bars may show
actual amounts of resources used as the project progresses
Resource Leveling A technique in which start and finish dates are adjusted based on resource constraints with
the goal of balancing demand for resources with the available supply
Resource Optimization Techniques A technique that is used to adjust the start and finish dates of activities that
adjust planned resource use to be equal to or less than resource availability
Resource Smoothing A technique which adjusts the activities of a schedule model such that the requirement for
resources on the project do not exceed certain predefined resource limits
Responsibility An assignment that can be delegated within a project management plan such that the assigned
resource incurs a duty to perform the requirements of the assignment
Responsibility Assignment Matrix (RAM) A grid that shows the project resources assigned to each work
package
Result An output from performing project management processes and activities Results include outcomes
(eg integrated systems revised process restructured organization tests trained personnel etc) and documents
(eg policies plans studies procedures specifications reports etc) Contrast with product See also deliverable
Rework Action taken to bring a defective or nonconforming component into compliance with requirements or
specifications
Risk An uncertain event or condition that if it occurs has a positive or negative effect on one or more project
objectives
Risk Acceptance A risk response strategy whereby the project team decides to acknowledge the risk and not
take any action unless the risk occurs
Risk Appetite The degree of uncertainty an entity is willing to take on in anticipation of a reward
Risk Audits Examination and documentation of the effectiveness of risk responses in dealing with identified risks
and their root causes as well as the effectiveness of the risk management process
Risk Avoidance A risk response strategy whereby the project team acts to eliminate the threat or protect the
project from its impact
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Glossary
Risk Breakdown Structure (RBS) A hierarchical representation of risks according to their risk categories
Risk Categorization Organization by sources of risk (eg using the RBS) the area of the project affected (eg
using the WBS) or other useful category (eg project phase) to determine the areas of the project most exposed
to the effects of uncertainty
Risk Category A group of potential causes of risk
Risk Data Quality Assessment Technique to evaluate the degree to which the data about risks is useful for risk
management
Risk Management Plan A component of the project program or portfolio management plan that describes how
risk management activities will be structured and performed
Risk Mitigation A risk response strategy whereby the project team acts to reduce the probability of occurrence
or impact of a risk
Risk Reassessment Risk reassessment is the identification of new risks reassessment of current risks and the
closing of risks that are outdated
Risk Register A document in which the results of risk analysis and risk response planning are recorded
Risk Threshold Measure of the level of uncertainty or the level of impact at which a stakeholder may have a
specific interest Below that risk threshold the organization will accept the risk Above that risk threshold the
organization will not tolerate the risk
Risk Tolerance The degree amount or volume of risk that an organization or individual will withstand
Risk Transference A risk response strategy whereby the project team shifts the impact of a threat to a third
party together with ownership of the response
Risk Urgency Assessment Review and determination of the timing of actions that may need to occur sooner than
other risk items
Role A defined function to be performed by a project team member such as testing filing inspecting or coding
Rolling Wave Planning An iterative planning technique in which the work to be accomplished in the near term
is planned in detail while the work in the future is planned at a higher level
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词汇
资源直方图条形图显示出资源工作安排系列时间
时间周期资源性会描述较目线条显示
实际资源量着项目进展
资源衡种技术开始日期完成日期基资源约束调整
现供应资源衡需求目
资源优化技术调整开始结束日期技术活动
调整计划资源等资源性
资源衡种技术调整进度模型求活动
项目资源超某预定资源限制
责作业委托项目理计划分配
资源履行义务分配求
责分配矩阵（RAM）网格显示分配工作项目资源
包
结果执行项目理程活动输出结果：结果
（例集成系统修订程中重组组织测试培训员等）文件
（例政策规划研究程序规格报告等等）产品见交付
返工带缺陷合格成分符合求行动
规格
风险确定事件条件果发生项目正面负面影响
目标
接受风险风险应策略项目团队决定承认风险
采取行动非发生风险
风险偏确定性实体程度愿意期奖励
风险审计处理识风险风险应效性检查文件
成风险理程效性
风险规避风险应策略项目团队行消威胁保护
影响工程
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词汇
风险分解结构（RBS）根风险类风险分层表示
风险分类通风险源组织（例RBS）项目区影响（例
WBS）类（例项目阶段）确定工程领域暴露
确定性影响
风险类组风险潜原
风险数质量评估技术评估程度风险数风险
理
风险理计划项目组成部分程序组合理计划描述
风险理活动结构进行
缓解风险风险应策略项目团队行减少发生概率
风险影响
风险评估风险评估风险识风险评估电流
时风险关闭
风险登记册文件风险分析风险应规划结果记录
风险阈值测量确定性程度水影响利益相关者
具体利益风险阈值该组织接受风险高阈值风险
组织容许风险
风险容忍度度量体积风险组织承受
风险转移风险应策略项目团队转移三分威胁影响
聚会起响应权
紧急评估风险需发生早活动时间审查测定
危险物品
作定义函数项目团队成员进行测试档检查编码
滚动式规划迭代规划技术工作短期完成
详细规划时未工作计划更高水
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Glossary
Root Cause Analysis An analytical technique used to determine the basic underlying reason that causes a
variance or a defect or a risk A root cause may underlie more than one variance or defect or risk
Scatter Diagram A correlation chart that uses a regression line to explain or to predict how the change in an
independent variable will change a dependent variable
Schedule See project schedule and see also schedule model
Schedule Baseline The approved version of a schedule model that can be changed only through formal change
control procedures and is used as a basis for comparison to actual results
Schedule Compression Techniques used to shorten the schedule duration without reducing the project scope
Schedule Data The collection of information for describing and controlling the schedule
Schedule Forecasts Estimates or predictions of conditions and events in the project’s future based on information
and knowledge available at the time the schedule is calculated
Schedule Management Plan A component of the project management plan that establishes the criteria and the
activities for developing monitoring and controlling the schedule
Schedule Model A representation of the plan for executing the project’s activities including durations
dependencies and other planning information used to produce a project schedule along with other scheduling
artifacts
Schedule Network Analysis The technique of identifying early and late start dates as well as early and late finish
dates for the uncompleted portions of project schedule activities See also backward pass critical path method
critical chain method and resource leveling
Schedule Network Templates A set of activities and relationships that have been established that can be used
repeatedly for a particular application area or an aspect of the project where a prescribed sequence is desired
Schedule Performance Index (SPI) A measure of schedule efficiency expressed as the ratio of earned value to
planned value
Schedule Variance (SV) A measure of schedule performance expressed as the difference between the earned
value and the planned value
Scheduling Tool A tool that provides schedule component names definitions structural relationships and
formats that support the application of a scheduling method
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词汇
根原分析分析技术确定根原原
偏差缺陷危险原偏差缺陷危险
散点图相关图表回直线解释预测变化
独立变量变量
附表见项目进度参见调度模型
进度基线批准通正式变化改变日程模型版
控制程序作实际结果较基础
进度压缩缩短调度时间降低项目范围技术
计划数描述控制计划收集信息
进度预测估计条件基信息项目未事件预测
时间时间表计算知识
进度理计划项目理计划建立标准组件
活动发展监测控制计划
调度模型执行项目活动包括工期计划表示
赖规划信息调度生产进度
造物品
进度网络分析识早期晚期开始日期技术早期晚期完成
日期项目计划活动未完部分参见传球关键路径法
关键链法资源调配
进度计划网络模板系列活动关系建立
重复特定应领域项目规定序需方面
进度绩效指数（SPI）种调度效率措施表示挣值率
计划值
进度偏差（SV）衡量调度性间差异表达
值计划值
调度工具工具提供调度组件名称定义结构关系
格式支持调度方法应
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Glossary
Scope The sum of the products services and results to be provided as a project See also project scope and
product scope
Scope Baseline The approved version of a scope statement work breakdown structure (WBS) and its associated
WBS dictionary that can be changed only through formal change control procedures and is used as a basis for
comparison
Scope Change Any change to the project scope A scope change almost always requires an adjustment to the
project cost or schedule
Scope Creep The uncontrolled expansion to product or project scope without adjustments to time cost and
resources
Scope Management Plan A component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified
Secondary Risk A risk that arises as a direct result of implementing a risk response
Selected Sellers The sellers which have been selected to provide a contracted set of services or products
Seller A provider or supplier of products services or results to an organization
Seller Proposals Formal responses from sellers to a request for proposal or other procurement document
specifying the price commercial terms of sale and technical specifications or capabilities the seller will do for the
requesting organization that if accepted would bind the seller to perform the resulting agreement
Sensitivity Analysis A quantitative risk analysis and modeling technique used to help determine which risks have
the most potential impact on the project It examines the extent to which the uncertainty of each project element
affects the objective being examined when all other uncertain elements are held at their baseline values The typical
display of results is in the form of a tornado diagram
Sequence Activities The process of identifying and documenting relationships among the project activities
Seven Basic Quality Tools A standard toolkit used by quality management professionals who are responsible for
planning monitoring and controlling the issues related to quality in an organization
Simulation A simulation uses a project model that translates the uncertainties specified at a detailed level into
their potential impact on objectives that are expressed at the level of the total project Project simulations use
computer models and estimates of risk usually expressed as a probability distribution of possible costs or durations
at a detailed work level and are typically performed using Monte Carlo analysis
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词汇
范围产品服务结果应作项目参见项目范围
产品范围
范围基线批准范围说明书版工作分解结构（WBS）相关
WBS字典通正式变更控制程序改变作基础
较
范围变更项目范围变更范围变更总需调整
项目进度成
范围蠕变受控制膨胀产品项目范围没调整时间成
资源
范围理计划组件项目项目理计划描述
范围定义开发监控控制验证
中等风险风险产生实施风险应直接结果
选定卖家已选择提供收缩套服务产品卖家
卖方产品服务供应商供应商结果组织
卖方建议正式回应卖方建议书采购文件求
指定价格出售商业条款技术规格力卖方行
请求组织果接受卖方履行达成协议
敏感性分析定量风险分析建模技术帮助确定风险
潜力项目影响探讨种程度项目确定素
影响目检查时确定素基线值举行典型
显示结果龙卷风图形式
序列活动识记录计划活动间逻辑关系程
七基质量工具谁负责质量理专业士标准工具
规划监测控制组织中质量相关问题
模拟模拟项目模型指定详细水确定性
目标项目总水表达潜影响项目模拟
计算机模型估计风险通常表示成持续时间概率分布
详细工作水通常采Monte Carlo分析
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Glossary
Soft Logic See discretionary dependency
Source Selection Criteria A set of attributes desired by the buyer which a seller is required to meet or exceed to
be selected for a contract
Specification A document that specifies in a complete precise verifiable manner the requirements design
behavior or other characteristics of a system component product result or service and the procedures for
determining whether these provisions have been satisfied Examples are requirement specification design
specification product specification and test specification
Specification Limits The area on either side of the centerline or mean of data plotted on a control chart that
meets the customer’s requirements for a product or service This area may be greater than or less than the area
defined by the control limits See also control limits
Sponsor A person or group who provides resources and support for the project program or portfolio and is
accountable for enabling success
Sponsoring Organization The entity responsible for providing the project’s sponsor and a conduit for project
funding or other project resources
Staffing Management Plan A component of the human resource plan that describes when and how project
team members will be acquired and how long they will be needed
Stakeholder An individual group or organization who may affect be affected by or perceive itself to be
affected by a decision activity or outcome of a project
Stakeholder Analysis A technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout the project
Stakeholder Management Plan The stakeholder management plan is a subsidiary plan of the project management
plan that defines the processes procedures tools and techniques to effectively engage stakeholders in project
decisions and execution based on the analysis of their needs interests and potential impact
Stakeholder Register A project document including the identification assessment and classification of project
stakeholders
Standard A document that provides for common and repeated use rules guidelines or characteristics for
activities or their results aimed at the achievement of the optimum degree of order in a given context
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词汇
软逻辑赖
源选择标准套卖方必须满足超买方需属性
选择合
规范文件指定完整准确核查方式求设计
行特性系统组件产品服务结果程序
确定规定否满意例子：需求规格说明设计
规格产品规格测试规范
规格界限该区中心线两侧说数绘制控制图
满足顾客求产品服务区域区
通控制限定义参见控制界限
赞助商团体提供资源项目支持项目投资组合
成功负责
办机构负责提供项目发起项目道实体
资金项目资源
员理计划力资源计划组成部分描述时项目
团队成员收购需久
利益相关者团体组织会影响受影响认
决策活动影响项目结果
利益相关者分析系统收集分析定量定性技术
信息决定谁利益应该考虑整项目
利益相关者理计划利益相关者理计划项目理子公司计划
计划定义流程程序工具技术效参相关项目
决策基需求执行分析兴趣潜影响
利益相关者登记项目文件包括识评估分类项目
利益相关者
标准文件提供重复规导特性
活动结果针特定语境中实现佳程度秩序
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Glossary
Start Date A point in time associated with a schedule activity’s start usually qualified by one of the following
actual planned estimated scheduled early late target baseline or current
StarttoFinish (SF) A logical relationship in which a successor activity cannot finish until a predecessor activity
has started
StarttoStart (SS) A logical relationship in which a successor activity cannot start until a predecessor activity has
started
Statement of Work (SOW) A narrative description of products services or results to be delivered by the project
Statistical Sampling Choosing part of a population of interest for inspection
Subnetwork A subdivision (fragment) of a project schedule network diagram usually representing a subproject
or a work package Often used to illustrate or study some potential or proposed schedule condition such as
changes in preferential schedule logic or project scope
Subproject A smaller portion of the overall project created when a project is subdivided into more manageable
components or pieces
Successor Activity A dependent activity that logically comes after another activity in a schedule
Summary Activity A group of related schedule activities aggregated and displayed as a single activity
SWOT Analysis Analysis of strengths weaknesses opportunities and threats of an organization project
or option
Tailor The act of carefully selecting process and related inputs and outputs contained within the PMBOK Guide
to determine a subset of specific processes that will be included within a project’s overall management approach
Team Members See project team members
Technique A defined systematic procedure employed by a human resource to perform an activity to produce a
product or result or deliver a service and that may employ one or more tools
Templates A partially complete document in a predefined format that provides a defined structure for collecting
organizing and presenting information and data
Threat A risk that would have a negative effect on one or more project objectives
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词汇
开始日期时间进度活动启动相关点通常列：
实际计划估计计划早晚目标基线电流
开始结束（SF）逻辑关系续活动完成直前活动
已开始
开始开始（SS）逻辑关系续活动启动直前活动
起点
工作说明书（SOW）产品服务叙述性描述结果项目交付
统计抽样选择检查口利益部分
子网细分（片段）项目进度网络图通常表示子项目
工作包常说明研究潜提出进度情况
改变优惠计划逻辑项目范围
子项目部分总体项目时创建项目细分成更易处理
组件块
续活动相关活动逻辑时间表活动
摘活性组相关活动计划汇总显示单活动
SWOT分析优势劣势机会威胁分析组织项目
选择
裁缝精心选择程相关输入输出包含PMBOK行？指南
确定子集具体流程包含项目整体理办法
团队成员见项目团队成员
技术定义系统程序采执行活动产生力资源
产品结果提供服务工具
模板预定义格式收集提供定义结构部分完整文档
组织提供信息数
威胁会项目目标负面影响
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Glossary
ThreePoint Estimate A technique used to estimate cost or duration by applying an average of optimistic
pessimistic and most likely estimates when there is uncertainty with the individual activity estimates
Threshold A cost time quality technical or resource value used as a parameter and which may be included in
product specifications Crossing the threshold should trigger some action such as generating an exception report
Time and Material Contract (T&M) A type of contract that is a hybrid contractual arrangement containing aspects
of both costreimbursable and fixedprice contracts Time and material contracts resemble costreimbursable type
arrangements in that they have no definitive end because the full value of the arrangement is not defined at the
time of the award Thus time and material contracts can grow in contract value as if they were costreimbursabletype
arrangements Conversely time and material arrangements can also resemble fixedprice arrangements For
example the unit rates are preset by the buyer and seller when both parties agree on the rates for the category of
senior engineers
TimeScaled Schedule Network Diagram Any project schedule network diagram drawn in such a way that the
positioning and length of the schedule activity represents its duration Essentially it is a bar chart that includes
schedule network logic
ToComplete Performance Index (TCPI) A measure of the cost performance that is required to be achieved with
the remaining resources in order to meet a specified management goal expressed as the ratio of the cost to finish
the outstanding work to the remaining budget
Tolerance The quantified description of acceptable variation for a quality requirement
Tornado Diagram A special type of bar chart used in sensitivity analysis for comparing the relative importance of
the variables
Tool Something tangible such as a template or software program used in performing an activity to produce a
product or result
Total Float The amount of time that a schedule activity can be delayed or extended from its early start date without
delaying the project finish date or violating a schedule constraint
Tree Diagram A systematic diagram of a decomposition hierarchy used to visualize as parenttochild
relationships a systematic set of rules
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词汇
三点估计种乐观均估算成持续时间技术
悲观估计时活动确定性估计
阈值成时间质量技术资源值作参数包括
产品规格越阈值触发行动发生异常报告
时间材料合（T M）种类型合种混合契约安排等方面容
两种成补偿固定价格合时间材料成补偿合相似类型
没终结束安排设置完整值未定义
该奖时间时间材料合合价值成长果成reimbursabletype
安排相反时间材料安排固定价格安排
例单价买方卖方预设双方意利率范畴
高级工程师
时标进度网络图项目进度网络图绘制样种方式
计划活动定位长度时间质讲条形图包括
进度网络逻辑
完成绩效指数（TCPI）衡量成性需实现
剩余资源满足特定理目标表示完成成率
剩余预算工作优秀
公差质量求接受变化定量描述
龙卷风图灵敏度分析较相重性条形图种特殊类型
变量
工具形东西模板软件程序执行活动生产
产品结果
总时差计划活动延迟扩展早期开始日期没时间
延迟项目完成日期时间约束违反
树图种视化作家长孩子分解层次系统图
系统规集关系
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Trend Analysis An analytical technique that uses mathematical models to forecast future outcomes based on
historical results It is a method of determining the variance from a baseline of a budget cost schedule or scope
parameter by using prior progress reporting periods’ data and projecting how much that parameter’s variance from
baseline might be at some future point in the project if no changes are made in executing the project
Trigger Condition An event or situation that indicates that a risk is about to occur
Unanimity Agreement by everyone in the group on a single course of action
Validate Scope The process of formalizing acceptance of the completed project deliverables
Validated Deliverables Deliverables that are result of executing quality control process to determine correctness
Validation The assurance that a product service or system meets the needs of the customer and other identified
stakeholders It often involves acceptance and suitability with external customers Contrast with verification
Value Engineering An approach used to optimize project life cycle costs save time increase profits improve
quality expand market share solve problems andor use resources more effectively
Variance A quantifiable deviation departure or divergence away from a known baseline or expected value
Variance Analysis A technique for determining the cause and degree of difference between the baseline and
actual performance
Variance at Completion (VAC) A projection of the amount of budget deficit or surplus expressed as the
difference between the budget at completion and the estimate at completion
Variation An actual condition that is different from the expected condition that is contained in the baseline plan
Velocity A measure of a team’s productivity rate at which the deliverables are produced validated and
accepted within a predefined interval Velocity is a capacity planning approach frequently used to forecast
future project work
Verification The evaluation of whether or not a product service or system complies with a regulation requirement
specification or imposed condition It is often an internal process Contrast with validation
Voice of the Customer A planning technique used to provide products services and results that truly reflect
customer requirements by translating those customer requirements into the appropriate technical requirements for
each phase of project product development
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词汇
趋势分析种分析技术数学模型基础预测结果
历史结果方法确定方差基线预算成进度范围
利现进度报告期数预测少参数方差参数
基线项目中未果没更改执行项目
触发条件事件情况表明风险发生事情
致通单行动程中协议
验证范围正式验收已完成项目交付成果程
确认交付成果交付成果执行质量控制程确定正确结果
验证保证产品服务系统满足顾客需求确定
利益相关者通常包括外部客户认适性验证
价值工程种方法优化项目生命周期成节省时间增加利润提高
质量扩市场份额解决问题更效资源
方差量化偏离偏离发散已知基线预期值
方差分析确定基线间差异程度技术
实际性
完成时偏差（VAC）预算赤字盈余投影表示
区完工预算完成时估计
变化预期情况包含基准计划实际情况
速度衡量团队生产率交付生产验证
预定义时间间隔接受速度常预测产规划方法
未项目工作
验证评估否产品服务系统符合规定求
规范施加条件部程验证
顾客声音规划技术提供产品服务结果真实反映
通客户需求转化相应技术求客户求
项目产品开发阶段
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Glossary
WBS Dictionary A document that provides detailed deliverable activity and scheduling information about each
component in the work breakdown structure
Weighted Milestone Method An earned value method that divides a work package into measurable segments
each ending with an observable milestone and then assigns a weighted value to the achievement of each milestone
WhatIf Scenario Analysis The process of evaluating scenarios in order to predict their effect on project objectives
Work Authorization A permission and direction typically written to begin work on a specific schedule activity or
work package or control account It is a method for sanctioning project work to ensure that the work is done by the
identified organization at the right time and in the proper sequence
Work Authorization System A subsystem of the overall project management system It is a collection of formal
documented procedures that defines how project work will be authorized (committed) to ensure that the work is
done by the identified organization at the right time and in the proper sequence It includes the steps documents
tracking system and defined approval levels needed to issue work authorizations
Work Breakdown Structure (WBS) A hierarchical decomposition of the total scope of work to be carried out by
the project team to accomplish the project objectives and create the required deliverables
Work Breakdown Structure Component An entry in the work breakdown structure that can be at any level
Work Package The work defined at the lowest level of the work breakdown structure for which cost and duration
can be estimated and managed
Work Performance Data The raw observations and measurements identified during activities being performed to
carry out the project work
Work Performance Information The performance data collected from various controlling processes analyzed in
context and integrated based on relationships across areas
Work Performance Reports The physical or electronic representation of work performance information compiled
in project documents intended to generate decisions actions or awareness
Workaround A response to a threat that has occurred for which a prior response had not been planned or was
not effective
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 569
词汇
WBS字典文件提供详细交付成果活动调度信息
工作分解结构组成部分
加权里程碑方法挣值法工作包衡量片段
结局观察里程碑然分配加权值里程碑成
果情况分析评估方案预测项目目标影响程
工作授权权限方通常写开始特定进度活动工作
工作包控制帐户批准项目工作确保工作方法
确定组织正确时间适序
工作授权系统项目整体理系统子系统种集形式
程序文件定义项目工作授权（提交）确保工作
确定组织完成正确时间适序包括步骤文件
踪系统定义需工作授权批准等级问题
工作分解结构（WBS）工作总范围进行层次分解
项目团队完成项目目标创造必交付成果
工作分解结构组成部分项目工作分解结构级
工作包工作定义低水工作分解结构成时间
估计理
工作性数原始观测数活动期间进行识测量
项目开展工作
工作绩效信息种控制程中收集性数分析
语境基关系跨区综合
工作绩效报告物理电子表示工作绩效信息编译
项目文件中生成决策行动意识
解决方法已发生威胁反应现响应没计划
效
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版569
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INDEX
INDEX
A
AC See Actual cost
Acceptance criteria 123 526
Accepted deliverables See under Deliverables
Accuracy 228 526
level of 148 162 170 171 175
Acquire Project Team process 255 447 526
inputs 269
outputs 272
overview 267–269
tools and techniques 270–272
Acquisition 270 526
Acquisition activities 265
Action item tracking 27 83 91
Activity 526
Activity attributes 185 526
as input 155 162 167 175
as output 153
Activity code 526
Activity cost estimates 526
as input 163 210 322 361
as output 207
Activity duration 526
Activity duration estimate 170 527
See also Estimate Activity Durations process
as input 175 322
range of possible results 172
Activity identifier (ID) 153 527
Activity list 527
as input 155 162 167 175
as output 152
Activity network diagrams 246
See also Project schedule network diagram
Activity on Arrow (AOA) 246
ActivityonNode (AON) 156 246
See also Precedence Diagramming Method
Activity resource requirements 185 527
See also Estimate Activity Resources process
as input 167 175 259 361
as output 165
Activity sequencing See Sequence Activities process
Actual cost (AC) 218 219 527
Actual duration 527
Adaptive life cycles 46 527
Additional quality planning tools 240 527
Adjusting leads and lags 527
ADR See Alternative dispute resolution
Advertising 376 527
AE See Apportioned effort
Affinity diagram 115 245 528
Agile approach 1 114 187
Agreements 70 528
See also Collective bargaining agreements Service level
agreements
as input 211 382
as output 377–378
Alternative analysis 164 528
Alternative dispute resolution (ADR) 378 384 388
Alternatives generation 123 528
American National Standards Institute (ANSI) 418
Analogous estimating 169–170 204–205 528
Analytical techniques 91–92 103 147–148 198 315 376 528
stakeholder engagement level 402–403
ANSI See American National Standards Institute
AON See ActivityOnNode
Application area 528
Applying leads and lags 528
Apportioned effort (AE) 528
Approved change request 96 528
as input 82 251 382
as output 99
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Approved change request review 252 528
Arbitrary total float 158
Arbitration 388
Assumption(s) 124 168 348 529
Assumptions analysis 325 529
Assumptions log updates 333 348
Attribute sampling 250 529
Audits 135 See also Quality audits
configuration verification and 97
inspections and 383
procurement 388
project success or failure 101
quality 247 556
risk 351 354 559
Authority 264 529
B
BAC See Budget at completion
Backlog 529
Backward pass 176 177 529
Balanced matrix organization 2324
Bar chart 182 183 529
Baseline 76 88 140 529 See also Cost baseline Rebaselining
Schedule baseline Scope baseline
Baseline schedule 218 See also Schedule baseline
Basis of estimates 529
as input 210
as output 208
Benchmarking 116 239 529
Best practices
benchmarking and 116 239
discretionary dependencies and 158
meeting types and 84
quality audits and 247
systematic achievement of 7
Beta distribution 171 206
Bias risk attitudes and 311
Bid(s) 207 368 371 See also Proposals
Bidder See Seller(s)
Bidder conferences 375 529
Bottomup estimating 205
definition 530
description of 164
Boundaries
process 241
project 54 424
Brainstorming 115 171 207 240
definition 530
meetings and 84
risk identification and 324
Budget 365 530
Budget at completion (BAC) 89 218 219 530
Budgeting 316
Budget reserve analysis 211
Buffer(s) 178 189 See also Reserve
Buffer management 178
Business case 69 530
Business need 68
Business partners 33 36
Business requirements 112 117
Business value 15–16 530
Buyer
definition 530
terms for 357
Buyerseller relationship 357
Buy versus lease decision 201
C
CA See Control account
Calendar 185 See also Project calendar Resource calendars
Capability Maturity Model Integrated (CMMI) 229
Causal analysis 91
Causal influences 325–326
Causeandeffect diagram 236 325 530
CCB See Change control board
Central tendency 530
Certified Associate in Project Management (CAPM) 1
Change control 530 See also Perform Integrated Change
Control process
management reserves and 213
meetings 99
procedures 27
Change control board (CCB) 74 96 530
change management plan and 96
meetings and 99
Change control system 531 See also Contract change control
system
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INDEX
Change control tools 99 531
Change log 100 407 531
Change management plansystem 138
Change request(s)
See also Approved change request Requested change
approved 528
approved change requests review 528
change control board and 96
constructive change 384
corrective actions and 353
definition 531
as input 97
as output 85 136 140 225 247 253 284–285 307–308
370 378 385 408 413
preventive actions and 191 353
types of 92–93
updates 348
Charter See Project charter
Checklist analysis 325 531
Checklist(s) 254 See also Quality checklists
Checksheets 237 531
Claim 531
Claims administration 384 531
Closed procurements 389 531
Close Procurements process 354 461 531
inputs 388
outputs 389
overview 386–387
tools and techniques 388–389
Close Project or Phase process 63 460–461 531
inputs 102
outputs 103–104
overview 100–101
tools and techniques 102–103
Closing Process Group 418
definition 531
overview 57–58 459–460
processes in 61
CMMI See Capability Maturity Model Integrated
Code of accounts 132 531
Code of Ethics and Professional Conduct 1
Collaboration
project manager and 48 91 128 307
virtual collaboration techniques 25
Collective bargaining agreements 203 268
Collect Requirements process 105 430 531
inputs 113
outputs 117–119
overview 110–112
tools and techniques 114–117
Colocated teams 25 277 532
See also Project team(s) Team
Commercial information published 204
Communication
See also Control Communications process
activity dimensions of 287
channels 81 176 292 293 294
constraints 532
correspondence 386
diverse stakeholders and 287
informal 274 282
methods 294–295 407 532
models 293–294 298 300 532
organizational 20
project 301 305
skills 288
styles 21
technology 38 292–293 300
Communication planning
See also Plan Communications process Project
Communications Management
Communication requirements analysis 291–292 532
Communications management plan 296–297 532
as input 299 406
Communication technologies 38 292–293 300 532
See also Email Web conferencing
Competency 264
Compliance 267 532
Composite organization 25 26
Concurrent project phases 42
Conduct Procurements process 354 449 532
inputs 373–375
outputs 377–379
overview 371–373
tools and techniques 375–377
Confidentiality 293
Configuration control 96
Configuration identification 96
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Configuration management plan 138
Configuration management system
change requests and 96
definition 532
Configuration status accounting 97
Configuration verification and audit 97
Conflict management 282–283 532
Conformance 235 532
Conformance work 533
Constraints 5 124 168 365 533
Context diagrams 117 533
Contingency 533
Contingency allowance See Reserve
Contingency plan 348
Contingency reserve 171 206 213 348 533
See also Reserve analysis
Contingent response strategies 346 533
Continuous distributions 337
Continuous improvement 229
Contract(s) 533
See also Time and Material Contract (T&M)
Union laborcontracts
amendments to 381
closure of 366 373 381
communications and 386
costreimbursable 363–364 535
documentation 389
early termination of 387
legal implications of 203 357 380 387
procurement contract 357
procurement negotiations and 375
requirements of 96 282 384
termination clause 378 380
terms and conditions 387
types of 362–363
Contract change control system 383 533
Contract management 355
Contractor See Seller(s)
Contractor conferences See Bidder conferences
Control 88 533
Control account (CA) 132 533
Control chart 238 533
Control Communications process 287 456–457 533
inputs 304–306
outputs 307–308
overview 303–304
tools and techniques 306–307
Control Costs process 193 455 534
inputs 216–217
outputs 225–226
overview 215–216
tools and techniques 217–225
Control limits 534 See also Specification limits
Control Procurements process 354 458 534
inputs 381–382
outputs 384–386
overview 379–381
tools and techniques 383–384
Control Quality process 227 456 534
inputs 250–251
outputs 252–254
overview 248–250
tools and techniques 252
Control Risks process 309 457 534
inputs 350–351
outputs 353–354
overview 349–350
tools and techniques 351–352
Control Schedule process 141 454–455 534
inputs 187–188
outputs 190–192
overview 184–187
tools and techniques 188–190
Control Scope process 105 454 534
inputs 137–138
outputs 139–140
overview 136–137
tools and techniques 139
Control Stakeholder Engagement process 391 458–459 534
inputs 411–412
outputs 413–415
overview 409–410
tools and techniques 412–413
Control thresholds 148 199
COQ See Cost of quality
Corrective action 81
change request for 85 93 353
definition 534
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INDEX
Correspondence 386
Cost(s) See also Actual cost
aggregation of 211 534
indirect 202 207 218 365
and time objectives 341
Cost aggregation 211 534
Cost baseline 191 216 226 233 534
as output 212–214 385
updates 347
Costbenefit analysis 235 535
Cost contingency reserve 207 349
Cost control See Control Costs process
Cost estimating See Estimate Costs process
Cost forecasts 89 225
Cost management See Project Cost Management
Cost management plan 216 226 534
as input 202 209 321 335
updates 347
Cost of quality (COQ) 206 229 231 235 535
Cost performance index (CPI) 89 219 535
Cost performance measurements 222
Cost Plus Award Fee contract (CPAF) 364 535
Costplus contract 344
Cost Plus Fixed Fee (CPFF) contract 364 535
Cost Plus Incentive Fee (CPIF) contract 364 535
Costreimbursable contracts 363–364 535
Cost risk simulation 340
Cost variance (CV) 89 218–219 535
CPAF See Cost Plus Award Fee contract
CPFF See Cost Plus Fixed Fee
CPI See Cost performance index
CPIF See Cost Plus Incentive Fee (CPIF) contract
CPM See Critical path method
Crashing 181 190 535
Create WBS process 105 431 535
inputs 127
outputs 131–132
overview 125–126
tools and techniques 128–131
Criteria 536
Critical chain 178
Critical chain method (CCM) 142 178 188 536
Critical path 176 536
Critical path activity 177 536
Critical path method (CPM) 142 176–177 188 246 536
Cultural diversity
crosscultural considerations 290
multinational team 294
projects characterized by 274
recognition and rewards 277
Culture See Organizational culture
Customer(s)
definition 536
external 70 380
in project team 36
request 9
requirements 228
users and 32
Customer satisfaction 229 536
CV See Cost variance
D
Data date 536
Data gathering and representation techniques 536
interviewing 336
probability distributions 337
Decision making
business case and 69
effective 284
quantitative risk information and 333 441
Decisionmaking skills 284
Decision tree analysis 339 536
Decodingencoding of messages 293–294
Decomposition 112 536
excessive 131
into work packages 120–131 128
Dedicated project team 37
Defect(s) 3
definition 536
identification of 237
number of 59 85 228
prevention of 229 243
Defect repair 81
change request for 82 85 93 97 140
definition 536
quality audits and 247
Define Activities process 141 432 536
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inputs 150–151
outputs 152–153
overview 149–150
tools and techniques 151–152
Define Scope process 105 430 537
inputs 121–122
outputs 123–124
overview 120–121
tools and techniques 122–123
Deliverable(s) See also Result Verified deliverables
accepted 102 135 389 526
definition 84 123 537
as input 251
as output 84
validated 566
verified 134 135
Delphi technique 171 207 324 537
Dependency See Logical relationship
Dependency determination 537
discretionary dependencies 158
external dependencies 158
internal dependencies 158
mandatory dependencies 157 545
Design of experiments (DOE) 239–240 537
Determine Budget process 193 437 537
inputs 209–211
outputs 212–214
overview 208–209
tools and techniques 211–212
Develop Project Charter process 63 426 537
inputs 68–70
outputs 71–72
overview 66–68
tools and techniques 71
Develop Project Management Plan process 63 429 537
inputs 74–75
outputs 76–78
overview 72–74
tools and techniques 76
Develop Project Team process 255 447 537
inputs 274–275
outputs 278–279
overview 273–274
tools and techniques 274–278
Develop Schedule process 141 434–435 537
inputs 175–176
outputs 181–184
overview 172–174
tools and techniques 176–180
Diagramming techniques 325–326 537
Dictatorship 115 537
Direct and Manage Project Work process 63 445–446 538
inputs 82–83
outputs 84–86
overview 79–81
tools and techniques 83–84
Discounted cash flow 195 198
Discrete effort 538
Discretionary dependencies 158 538
Diversity See Cultural diversity
Document(s) See also Project documents
analysis of 117 538
archival of 460
management hardcopy 300
phase closure 104
Documentation See also Requirements documentation
lessons learned 254 303 389 409 415
reviews 324 538
seller performance evaluation 382
technical 348
written 386
DOE See Design of experiments
DU or DUR See Duration
Duration (DU or DUR) 538 See also Most likely duration
Optimistic duration Pessimistic duration
Duration estimates See Activity duration estimates
Estimate Activity Durations process
E
EAC See Estimate at completion
EAC forecasts 220–221
Early Finish date (EF) 538
Early Start date (ES) 538
Earned value (EV) 132 218 219 538
analysis 224 351
Earned value management (EVM) 92 149 189
cost management plan and 199
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INDEX
definition 538
reports 96
work packages control accounts and 217–219
Earned value performance 223
EF See Early Finish date
Effort 538
Emotional intelligence 538
Employees See also Human resource management plan
Staffing management plan
morale of 266 274
motivation of 273 447
virtual teams and 271
EMV See Expected Monetary Value (EMV) analysis
Encodingdecoding of messages 293–294
Enterprise environmental factors 29 127 539
examples of 146 151 155 169 197 203–204 234
as input 70 74–75 82 90 98 108 163 176 259 269
291 299 324 330 335 362 395 401
updates 279 285
Environmental consideration 9
ES See Early Start date
Escalation procedures 259
Estimate 376 539 See also Analogous estimating Basis of
estimates Independent estimates Parametric estimating
Threepoint estimate
Estimate Activity Durations process 141 433–434 539
inputs 167–169
outputs 172
overview 165–167
tools and techniques 169–171
Estimate Activity Resources process 141 433 539
inputs 162–163
outputs 165
overview 160–162
tools and techniques 164
Estimate at completion (EAC) 89 199 220–221 539
Estimate Costs process 193 436 539
inputs 202–204
outputs 207–208
overview 200–202
tools and techniques 204–207
Estimate to complete (ETC) 89 219–220 539
ETC See Estimate to complete
EV See Earned value
EVM See Earned value management
Execute 539
Executing Process Group 418 444–445
definition 539
overview 56
processes in 61
Expected Monetary Value (EMV) analysis 339 539
Expert judgment 76 91 98–99 109 122 128 147 152
164 169 198 204 211 263 306–307 315 327 333
341 346 365 376 397–398 401–402 412 539
External dependencies 158 540
F
Facilitated workshops 114 123 540
Facilitation techniques 71 76
Failure costs 235
Failure mode and effect analysis (FMEA) 92 540
Fallback plan 343 348 540
Fast tracking techniques 43 147 158 181 190 540
Fault tree analysis (FTA) 92
Fee 540
Feeding buffers 178
FF See Finishtofinish
FFP See Firmfixedprice contract
Final product service or result transition 103
Finish date 540
Finishtofinish (FF) 154 156 540
Finishtostart (FS) 154 156 540
Firm Fixed Price contract (FFP) 363 540
Fishbone diagram 236 325 See also Causeandeffect
diagram
Fixed formula method 540
Fixedprice contracts 362–363 540
Fixed Price Incentive Fee contract (FPIF) 363 541
Fixed Price with Economic Price Adjustment contracts (FPEPA)
363 541
Float See Free float Total float
Flowcharts 236 541
FMEA See Failure mode and effect analysis
Focus groups 114 278 402 412 541
Force field analysis 240
Forecast(s)
cost 89 225
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INDEX
definition 541
schedule 89 561
Forecasting methods 92 220–221
Forming storming norming performing adjourning 276
FPEPA
See Fixed Price with Economic Price Adjustment contract
FPIF See Fixed Price Incentive Fee contract
FPP See Firm Fixed Price contracts
Fragment network See Subnetwork
Framework for standard 418–419
Free float 177 541
FS See Finishtostart
FTA See Fault tree analysis
Fully plandriven life cycles See Predictive life cycle
Functional manager 33 541
Functional organization 22 541
Function points 250
Funding limit reconciliation 212 542
Funding requirements 214
G
Gantt chart 182 542
Globalizationglobal environment
cultural diversity and 274
cultural influences and 21
international factors 272
Governance See also Project governance
organizational 13
project 34–35 553
Government jurisdictions 376 See also Regulatory bodies
Government regulations 68 267
Grade of productsservices 228 542
Graphical analysis techniques 223
Ground rules project team 277 542
Group creativity techniques 115 542
Group decisionmaking techniques 115–116 135 171 207 542
Grouping methods 91
Guideline 542
H
Hammock activity 182 See also Summary activity
Hard logic 157 See also Mandatory dependency
Hierarchicaltype organization charts 261
Highlevel plan 45 316
Highlevel projectproduct description 72 108 121 314
Highlevel requirements 55 71 117 314 425
Highlevel vision 45 121
Highperformance teams 278
Histograms 238 265–266 340 542
Historical information 104 542
Historical relationships 212
Human resource management plan 264–267 542
as input 202 269 274 281 322
roles and responsibilities 264
updates 347
Human resource requirements
See Staffing management plan
I
ID See Activity identifier
Ideamind mapping 115 542
Identified risks list of 327
Identify Risks process 309 440 542
inputs 320–324
outputs 327
overview 319–321
tools and techniques 324–327
Identify Stakeholders process 391 426 543
inputs 394–395
outputs 398
overview 394–395
tools and techniques 395–398
IFB See Invitation for bid
Imposed date 543
Incentive fee 543
Incremental life cycle 543
Independent estimates 376 543
Indirect costs 202 207 218 365
Inflation allowance 202 207
Influence diagram 325–326 543
Influenceimpact grid stakeholder analysis 396
Influencing skills 284
Information See also Documentation Project information
confidentialitysensitivity of 293
and report flow 59
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INDEX
urgency of need for 292
Information gathering techniques 324–325 543
Information management systems 300 306 412 543
See also Project management information system
Information storage and retrieval
See Corporate knowledge base
Initiating Process Group 418 543
overview 54–55 424–425
processes in 61
project boundaries and 54
Input 543 See also specific process
Inspection(s) 135
audits and 383 543
description of 252
Integrated change control
See Perform Integrated Change Control process
Interactive communication 295
Internal dependencies 158
International Organization for Standardization
(ISO) 228 418
Interpersonal skills 17–18 283–284 407
communication skills 288
decision making 284
definition 544
influencing 284
leadership 284
as soft skills 275
Interrelationship diagraphs 245 544
Interviews 114 325 336 544
Invitation for bid (IFB) 368 544
IPECC 231
Ishikawa diagrams 236 325
ISO See International Organization for Standardization
Issue 310 544
Issue log 544
as input 281 305 411
as output 408 414
Iterative and incremental life cycles 45–46
Iterative life cycle 121 544
J
JAD
See Joint Application Development (or Design) (JAD)sessions
Joint Application Development (or Design) (JAD) sessions 114
Joint venture 19 37 347
Judgment See Expert judgment
K
Key performance indicators (KPIs) 84
Knowledge Areas
mapping of 422–423
Process Groups and 61
Project Communications Management 289–290 553
Project Cost Management 192–195 553
Project Human Resource Management 255–257 554
Project Integration Management 63–65 554
Project Procurement Management 355–358 555
Project Quality Management 227 555
Project Risk Management 309–312 555
Project Scope Management 105 555
Project Time Management 142 556
role of 60
Knowledge base lessons learned 151 544
KPIs See Key performance indicators
L
Lag(s) 180
adjusting 190 527
applying 528
definition 159 544
example of 158
Late finish date (LF) 544
Late start date (LS) 544
Leadership skills 284
Lead(s) 180
adjusting 190 527
applying 528
definition 544
example of 158
Lean Six Sigma 229
Legal requirements 9 31
contractual obligations 203 361 380 387
Lessons learned 259
definition 544
documentation 254 303 389 409 415
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INDEX
knowledge base 151 544
Leveling See Resource leveling
Level of accuracy 148 199
Level of effort (LOE) 153 545
Level of precision 199
LF See Late finish date
Life cycle See Incremental life cycle Iterative life cycle
Predictive life cycle Product life cycle Project life cycle
LOE See Level of effort
Log 545 See also Issue log
Logical relationship 154 159 545
See also Precedence relationship
LS See Late start date
M
Majority 115 545
Makeorbuy analysis 360 365 545
Makeorbuy decisions 370 545
as input 374
Manage Communications process 287 448 545
inputs 299–300
outputs 300–303
overview 297–299
tools and techniques 300–301
Management See also Portfolio management Program
management Project management Project Quality
Management
responsibility 229
skills 408 545
Management reserve 171 206 213 545
See also Reserve
Manage Project Team process 255 448 545
inputs 280–281
outputs 284–285
overview 279–280
tools and techniques 282–284
Manager(s) See also Project manager
functional 33 541
program 14
Manage Stakeholder Engagement process 391 449–450 545
inputs 406–407
outputs 408–409
overview 404–406
tools and techniques 407–408
Mandatory dependency 157 545
Market research 365 546
Master schedule 546 See also Schedule
Material 546
Matrixbased responsibility charts 262
Matrix diagrams 246 546
Matrix organization(s) 21 22–24 546
Meetings 307 352 398 402
change control board and 99
participants in 109 148 198 241
potential bidders and 366
projectrelated 295
risk management and 316
status review 297 352 413
types of 84 92 103
war room for 277
Methodology 546
Metrics See Quality metrics
Milestone See also Weighted milestone method
closure of phase 41
definition 546
zero duration of 153
Milestone charts 182 183
Milestone list 546
as input 155
as output 153
Milestone schedule 546 See also Master schedule
Mind mapping 115 542
Mitigation See Risk mitigation
Modeling
simulation and 340
techniques 180 189
Monitor 546
Monitor and Control Project Work process 63 452 546
inputs 88–91
outputs 92–94
overview 86–88
tools and techniques 91–92
Monitoring and Controlling Process Group 418 546
as background process 50
overview 57 450–451
processes in 61
project or phase closure 57
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INDEX
Monte Carlo simulation 171 340 547
Most likely duration 547 See also Duration
Multicriteria decision analysis 115 271–272 547
Multiphase projects 51 57 69 387 419 451
N
Nearcritical activity 547
Negative risks 203 310 311 344–345
Negotiated settlements 547
Negotiation 547
invitation for 368
procurement 377
staff assignments and 270
Network See Project schedule network diagram
Network analysis See Schedule network analysis
Networking 263 547
Network logic 547
Network path 547
Network schedule analysis activity 176
Node 547
Nominal group technique 115 171 207 240 547
Nonconformance 229
cost of 235
work 548
O
Objective 548
OBS See Organizational breakdown structure
Observations 116 282 548
Operational stakeholders 13–14
Operations management 12
OPM See Organizational Project Management
OPM3 See Organizational Project Management Maturity Model
Opportunities 345–346 548
Optimistic duration 548 See also Duration
Organization(s)
project management and 14–15
Organizational breakdown structure (OBS) 245 261 548
Organizational characteristics 21–26
Organizational charts 131 258 292
Organizational culture See also Cultural diversity
project team composition and 37
styles and 20–21
Organizational groups 33
Organizational knowledge base See Corporate knowledge base
Organizational procedures links 148 199
Organizational process assets 23–24
corporate knowledge base 28
definition 548
examples of 147 151 156 163 169 217 234 251
as input 70 75 83 91 98 102 109 122 127 139 188
197 204 211 259 281 291 299–300 306 324 330
336 362 375 395 401 407
processes and procedures 27–28
updates 103 140 192 226 248 254 285 302–303 308
354 389 409 415
Organizational project management (OPM) 7
Organizational project management maturity 548
Organizational strategy
project management operations management and 11
project management and 15
Organizational structures 21–26
composite organization 26
functional organization 22
interactions and 26
matrix organizations 22–24
overlapping project phases 43–44
projectized organization 25
projectrelated characteristics 21
reporting relationships and 17
Organizational theory 263
Organization charts and position descriptions 261–262
hierarchicaltype charts and 261
matrixbased charts 262
textoriented formats 262
Output(s) 548
Overlapping project phases 43
P
Parametric estimating 170 205 548
Pareto diagram 237 548
Path convergence 548
Path divergence 548
Payment systems 383 548
PBOs See Projectbased organizations (PBOs)
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580 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
INDEX
PDCA See Plandocheckact (PDCA) cycle
PDM See Precedence Diagramming Method
PDPC See Process Decision Program Charts (PDPC)
Percent complete 549
Performance appraisals 282
Performance measurement baseline (PMB) 302 549
Performance reporting 300 383
See also Work performance reports
Performance reviews 188–189 222–223 549
procurement 383 552
Performing organization 549 See also Seller(s)
Perform Integrated Change Control process 63 452–453 549
inputs 97–98
outputs 99–100
overview 94–97
tools and techniques 98–99
Perform Qualitative Risk Analysis process 309 440–441 549
inputs 329–330
outputs 333
overview 328–329
tools and techniques 330–333
Perform Quality Assurance process 227 446 549
inputs 244–245
outputs 247–248
overview 242–244
tools and techniques 245–247
Perform Quantitative Risk Analysis process 309 441 549
inputs 335–336
outputs 341
overview 333–335
tools and techniques 336–341
Personnel assessment tools 278
PERT See Program Evaluation and Review Technique
Pessimistic duration 549 See also Duration
Phase See Project phase(s)
Phase closure 104 See also Close Project or Phase process
Phase gate 41 549
Phasetophase relationships 42–44
overlapping relationship 43
sequential relationship 42
Plan Communications Management process 287 439 549
inputs 290–291
outputs 296–297
overview 289–290
tools and techniques 291–295
Plan Cost Management process 193 435–436 550
inputs 196–197
outputs 198–200
overview 195–196
tools and techniques 198
Plandocheckact (PDCA) cycle 229
Plan Human Resource Management process 255 438 550
inputs 259–260
overview 258–259
tools and techniques 261–264
Planned risk responses 104 347–348
Planned value (PV) 218 219 550
Planning package 132 550 See also Control account
Planning Process Group 418 550
overview 55–56 427–428
processes in 61
Plan Procurement Management process 354 442–443 550
inputs 360–364
outputs 366–370
overview 358–360
tools and techniques 355–356
Plan Quality Management process 227 437–438 550
inputs 233–234
outputs 241–242
overview 230–233
tools and techniques 235–241
Plan Risk Management process 309 430 550
inputs 314–315
outputs 316–318
overview 313–314
tools and techniques 315–316
Plan Risk Responses process 309 442 550
inputs 343
outputs 346–347
overview 342–343
tools and techniques 343346
Plan Schedule Management process 141 431 550
inputs 146–147
outputs 148–149
overview 145–146
tools and techniques 147–148
Plan Scope Management process 105 429 550
inputs 108–109
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 581
INDEX
outputs 109–110
overview 107–108
tools and techniques 109
Plan Stakeholder Management process 391 443 550
inputs 400–401
outputs 403–404
overview 399–400
tools and techniques 401–403
Plurality 115 550
PM See Project manager
PMB See Performance measurement baseline PV baseline
PMIS See Project Management Information System
PMO See Project management office
Policy 550
Portfolio 551
Portfolio management 551
Positive risks 311 345–346
Powerinfluence grid stakeholder analysis 396
Powerinterest grid stakeholder analysis 396
Preassignment of team members 270
Prebid conferences See Bidder conferences
Precedence Diagramming Method (PDM) 156–157 246 551
Precedence relationship 156–157 551
See also Logical relationship
Precision 228 551
Predecessor activity 156 158–159 180 551
Predictive life cycle 44–45 551
Preferential logic 158 See also Discretionary dependencies
Presentations 302 409 415
Prevention 229 250
Preventive action 81 551
change request for 93 191 353
characteristics of 85
Prioritization matrices 246 551
Probabilistic analysis of project 341
Probability and impact matrix 318 331–332 551
Probability distributions 337
Procedure 551
Process analysis 247 552
Process assets See Organizational process assets
Process closure See Closing Process Group
Process Decision Program Charts (PDPC) 245 552
Process(es)
definition 551
descriptions of 50 149 200
Processes and procedures 27–28
See also specific process or procedure
Process flow charts 325
Process flow diagram 419–420
Process Groups
categories of 48–49
Closing Process Group 57–58
Executing Process Group 56
Initiating Process Group 54–55
interactions of 51 420–421
Knowledge Areas mapping and 61
Monitoring and Controlling Process Group 57
as overlapping activities 51
overview 5 52–53
Planning Process Group 55–56
Process improvement models 229
Process improvement plan 552
as input 244
as output 241
Process interactions
See Project management process interactions
Procurement audits 388 552
Procurement documents 552
as input 323 373 382 388 394
as output 368
procurement contract 357 380
Procurement file 389
Procurement management plan 552
as input 373
as output 366–367 385
updates 347
Procurement negotiations 377 388
Procurement performance reviews 383 552
Procurement statement of work 552
as input 374
as output 367
Product 552
Product analysis 122 552
Product life cycle 552
Productoriented processes 47–48
Product quality improvement 229
Product requirements 64 106 114 115 118 227
Product scope 105 552
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582 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
INDEX
Product scope description 68 123 552
Program(s) 553
Program Evaluation and Review Technique (PERT) 170
246 553
Program management
definition 553
description of 9
OPM and 6
portfolio management and 6–7
project management and 6–7
Program manager 14
Progressive elaboration 5
definition 553
project management plan and 55
prototypes and 116
rolling wave planning as 151
Project(s)
boundaries 54 424
definition 3–4 417 553
portfolios programs and 4–5
temporary nature of 35
Projectbased organizations (PBOs) 14 553
Project boundaries 54 424
Project calendar 553
as input 188
as output 184
Project charter 553 See also Develop Project Charter process
authorization and 54 424
description of 67
as input 74 108 113 121 146 197 394
as output 71–72
project scope statement and 124
Project closure
documents 104 354
guidelines 75
Project communication requirements
See Communication requirements analysis
Project communications 301 305
Project Communications Management 287308
definition 553
overview 287–288
Project Cost Management 193226 553
Project documents See also Documents
as input 245 251 323 374 411–412
project management plan and 78
updates 86 94 100 125 132 136 140 160 165 172
185 191 208 214 226 242 248 285 297 302 308
333 341 354 370 379 385 404 409
Project execution See Executing Process Group
Project files 104
Project funding requirements 553
as input 217
as output 214
Project governance 34–35 553 See also Governance
Project Human Resource Management 255285 554
Project initiation 554
Project Integration Management 63104
definition 554
overview 63–65
Projectized organization 25 556
Project life cycle
adaptive life cycles 46
characteristics of 38–40
cost staffing levels and 39–40
definition 38 554
iterative and incremental life cycles 45–46
overview 38
predictive life cycles 44–45
project time and 39
Project management
business value and 16
definition 417 554
description of 5–6
iterative nature of 422
operational stakeholders in 13–14
operations management and 12
organizational governance and 13
organizational influences on 19
organizational strategy and 11 15
organizations and 14–15
Process Groups in 5
process interactions 50–51 53 422–423
Project management body of knowledge 554
Project management information system (PMIS) 57 58 92
151 155 460 554
Project Management Knowledge Areas 554
Project management office (PMO) 99 554
Project management plan 554
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INDEX
See also Develop Project Management Plan process
components and project documents 78
cost control and 216
cost management plan and 196
elements of 146
as input 82 88–89 97 102 108 134 187 233 250 259
290 304–305 314 350 360 381 388 400 411
as output 76–77 140
progressive detailing of 55
schedule management plan and 142
scope control and 138
updates 85–86 93 100 140 184 191 225–226 248
253 272 284 302 308 346–347 353 379 385 408
413–414
Project management processes
categories of 48–49 418
interactions 50–51 53
mapping of 422–423
overview 47–49
Project Management Process Groups See also Process Groups
definition 554
and Knowledge Area Mapping 422–423
linked by outputs 419
Project management software 154 164 189 207 225
Project management staff 555
Project management system 555
Project management team 77 555
See also Project team(s)
Project management tools electronic 300
Project manager (PM)
definition 555
interpersonal skills 17–18
responsibilitiescompetencies 17
role of 12 16–17
Project objectives agreed upon 278
Project organization chart 265 555
Project performance appraisals 282
Project phases 41–46 555
overlapping of 43
overview 41–42
phasetophase relationships 42–44
sequential relationship 42–43
singlephase project 42
Project presentations 302 409 415
Project Procurement Management 355389
definition 555
overview 355–358
Project Quality Management 227254
See also Quality management plan
definition 555
overview 227–231
Project records 302 409 415
Project reports 302 409 415
Project requirements 112 118
Project risk 310
Project Risk Management 309354
definition 555
overview 309–312
Project schedule 191 555
development 142
as input 187 203 210 361
as output 182–184
presentation 142
Project schedule model
development 148
maintenance 148
Project schedule network diagram 182
definition 555
description of 159–160
as input 175
Project scope 105 555 See also Control Scope process
Define Scope process Verify Scope process
Project scope creep 108 See also Verify Scope process
Project Scope Management 105140 555
overview 105–106
Project scope statement 105 131 202 210 233
assumptions and constraints 168
contents of 360
definition 556
as input 127 155 175
as output 123–124
project charter and 124
Project sponsor 32
Project staff assignments
as input 175 275 281
as output 272
Project Stakeholder Management 391415
definition 556
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584 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
INDEX
overview 391–392
Project stakeholders See Stakeholder(s)
Project statement of work See Statement of work
Project team(s)
colocation of 25 277 532
composition of 37–38
definition 556
influencing 256
multinational 294
preassignment of members 270
professional and ethical behavior 256
roles of members of 36
stakeholders and 30–31
virtual 25 38 271
Project team directory 556
Project Time Management 141192
definition 556
overview 141–144
Proposal(s) See Seller proposals
Proposal evaluation techniques 375 556
Proprietary rights 369
Prototypes 116 556
Pull communication 295
Push communication 295
PV See Planned value
PV baseline (PMB)
Q
QFD See Quality Function Deployment
Qualified seller list 386
Qualitative analysis 343
See also Perform Quantitative Risk Analysis process
Quality 228
See also Plan Quality process Seven basic quality tools
audits for 247 556
definition 556
Quality assurance See Perform Quality Assurance process
Quality audits 247 556 See also Audits
Quality checklists 556
as input 250
as output 242
Quality control measurements 556
as input 244
as output 252
Quality function deployment (QFD) 114 556
Quality management See Project Quality Management
Quality management and control tools 240 245–246 556
Quality management plan 557
See also Project Quality Management
as input 244 321
as output 241
updates 347
Quality management system 557
Quality metrics 557
as input 244 250
as output 242
Quality planning tools 527
See also Additional quality planning tools
Quality policy 557
Quality requirements 112 557
Quality standards See Standard
Quality tools See Seven basic quality tools
Quantified risks prioritized list of 341
Quantitative risk analysis and modeling techniques 338–340 557
expected monetary value (EMV) analysis 339
modeling and simulation 340
sensitivity analysis 338
Quantitative risk analysis results trends in 341
Questionnaires and surveys 116 557
R
RACI See Responsible accountable consult and inform
(RACI) chart
RAM See Responsibility assignment matrix
RBS See Resource breakdown structure
Risk Breakdown Structure
Rebaselining 444 See also Baseline
Recognition and rewards 266 277
Records project 302 409 415
Records management system 384 389 557
Regression analysis 91 103 557
Regulation 557
Regulatory bodies 398 402
See also Government regulations
Report(s)
information flow and 59
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 585
INDEX
project 302 409 415
work performance 59 97
Reporting formats 149 200 318
Reporting systems 557
Requested change 558 See also Change requests
Request for information (RFI) 68 368 557
Request for proposal (RFP) 68 368 558
Request for quotation (RFQ) 368 558
Requirement(s) See also Product requirements
definition 558
types of 112
Requirements documentation 558
See also Collect Requirements process Contracts
as input 121 127 134 138 234 361
as output 117
Requirements management plan 110 113 138 558
Requirements traceability matrix 558
as input 134 138
as output 118–119
Reserve 558 See also Management reserve
Reserve analysis 92 171 206 211 225 352 558
See also Contingency reserve
Residual risk 350 558
Resolution of conflicts See Conflict management
Resource(s) 163 558
Resource assignments 182
Resource breakdown structure (RBS) 261 558
as input 168 175
as output 165
Resource calendars 558
as input 163 168 175 210 275
as output 272 378
staffing management plan and 265
Resource histogram 265–266 559
Resource leveling 179 559
Resource optimization techniques 179–180 189 559
Resource requirements See Activity resource requirements
Human resource requirements
Resource smoothing 180 559
Responsibility 264 316 559
Responsibility assignment matrix (RAM) 262 559
Responsible accountable consult and inform (RACI) chart 262
Result 559 See also Deliverable(s)
Result transition 103
Reviews See also Performance reviews Program Evaluation
and Review Technique
approved change requests 252 528
documentation 324 538
peer 252
procurement performance 383 552
product 135
risk 354
Rewards See Recognition and rewards
Rework 235 559
RFI See Request for information
RFP See Request for proposal
RFQ See Request for quotation
Risk 559 See also Negative risks Opportunities
Positive risks Threat(s)
Risk acceptance 345–346 559
Risk analysis See also Perform Qualitative Risk Analysis
process Perform Quantitative Risk Analysis process
Risk appetite 311 559
Risk audits 351 354 559
Risk avoidance 344 559
Risk breakdown structure (RBS) 245 317 324 560
Risk categorization 332 560
Risk category 317 560
Risk data quality assessment 332 560
Risk event 52 163 203 225
Risk identification See Identify Risks process
Risk impact See Probability and impact matrix
Risk management See also Project Risk Management
Risk management plan 560
See also Plan Risk Management process
as input 321 329 335 343
as output 316–318
Risk mitigation 345 560
Risk probability and impact 317 330
Risk reassessment 351 354 560
Risk register 191 330 560
identified risks list 327
as input 163 168 175 203 210 234 330 335 343
350 361
as output 185
potential responses list 327
updates 333 341
Risk responses 311 354
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INDEX
See also Plan Risk Responses process
Risk reviews 354
Risks secondary 343 348 562
Risk score 332
Risk threshold 311 560
Risk tolerance 311 329 560
Risk transference 344 560
Risk urgency assessment 332 560
Role(s) 264 316 560
Rolling wave planning 45 131 152 560
ROM See Rough order of magnitude
Root cause analysis 92 325 561
Rules of performance measurement 149 199
S
Safety 267
Salience model stakeholder analysis 396
Scatter diagram 238 561
Schedule 561
See also Master schedule Project schedule
Schedule model
Schedule baseline 191 196 233 561
See also Baseline schedule Control Schedule process
as output 181 385
updates 347
Schedule compression 190 561
Schedule compression techniques
crashing 181
fast tracking 158 181
Schedule control See Control Schedule process
Schedule data 142 191 561
as input 188
as output 184
Schedule development See Develop Schedule process
Schedule forecasts 561
as input 89
as output 190
Schedule management plan 142 561
See also Develop Schedule process criteria and activities
established by 148–149
as input 150 154 162 167 175 321 335
updates 191 347
Schedule model 142 561
Schedule network analysis 561 See also Backward pass
Critical chain method Critical path method Resource leveling
Schedule network templates 561
Schedule performance index (SPI) 89 149 189 219 561
Schedule variance (SV) 89 149 189 218 561
Scheduling
methods 142 151
overview 142 144
Scheduling software 158 177
Scheduling tool 181 190 561
Scope 562 See also Product scope Project scope
Scope baseline 101 138 146 196 562 See also Control
Scope process
elements of 233
as input 151 202–203 210 322 329
as output 131–132
updates 140 347
Scope change 48 562
Scope creep 137 562
Scope management plan 138 562
as input 113 121 127
as output 109–110
Scope statement See Project scope statement
Secondary risks 343 350 562
Selected sellers 377 562
Seller(s) 33 See also Buyerseller relationship
Project Procurement Management
definition 562
performancerelated documentation 382
prequalified 361
in project team 36
qualified seller list 386
selected 377 562
Seller performance evaluation documentation 382
Seller proposals
definition 562
as input 373
Sensitivity analysis 338 562
Sequence Activities process 141 432 562
inputs 154–156
outputs 159–160
overview 153–154
tools and techniques 156–159
Sequencing 154
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INDEX
Sequential relationship 42–43
Service level agreements (SLAs) 70
Seven basic quality tools (7QC Tools) 236–239 252 562
causeandeffect diagrams 236
checksheets 237
control charts 238
flowcharts 236
histograms 238
scatter diagrams 238
storyboard illustrating 239
SF See Starttofinish
Simulation 180 562
Singlephase project 42
SIPOC model 236 237
Slack See Free float Total float
SLAs See Service level agreements
Slippage 178
SMEs See Subject matter experts
Soft logic 158 See also Discretionary dependency
Soft skills 275
Software 306 See also Project management software
Scheduling software
Software development 116
grade and quality 228
subsystem interfaces 155
Solution requirements 112 118
Source selection criteria 368–369 373 563
SOW See Statement of work
Specification 563
Specification limits 563 See also Control limits
SPI See Schedule performance index
Sponsor 563 See Project sponsor
Sponsoring organization 563
SS See Starttostart
Staffing management plan 258–259 265267 563
See also Human resource management plan
Stage gate 41
Stakeholder(s) 30–33
See also Identify Stakeholders process Manage
Stakeholder Engagement process Project stakeholder
definition 563
engagement level of 402–403
examples of 33
expectations 31
external 34 54 371 424
internal 33 54 371 424
key 93 114 117 248 277 395
requirements 112 117
tolerances 318
Stakeholder analysis 395–397 563
Stakeholder management plan 563
as input 113 406
as output 403–404
Stakeholder notifications 302 409 415
Stakeholder register 563
as input 113 234 291 322 361 400
as output 398 414
Standard 563
Start date 564
Starttofinish (SF) 156 564
Starttostart (SS) 154 156 564
Statement of work (SOW) 68 367 564
Statistical sampling 240 252 564
Storyboarding 116 239 246
Strategic planning
organizational strategy and 11
statement of work and 68
Strengths weaknesses opportunities and threats
See SWOT analysis
Strong matrix organizations 24
Subcontractors 270
Subject matter experts (SMEs) 71 99 315 398
Subnetwork 564
Subproject 564
Subsidiary plans 77 88
Successor activity 156 158–159 180 564
Summary activity 564
Supplier See Seller(s)
Surveys 116 557
SV See Schedule variance
SWOT analysis 326 564
System or process flow charts 325
T
T&M See Time and Material Contract
Tailor 564
Tailoring 48 459
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588 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
INDEX
TCPI See Tocomplete performance index
Team See Colocated teams Develop Project Team process
Project management team Project team(s)
Teambased approaches 171 207
Teambuilding activities 276
Team performance assessments 278–279 281
Teamwork 274 See also Develop Project Team process
Technical documentation 382
Technical documentation updates 348
Technical performance measurement 352
Technique 564
Templates 564
Textoriented formats roles and responsibilities 262
Threat(s)
definition 564
strategies for 344–345
Threephase project 42–43
Threepoint estimate 170–171 205–206 565
Threshold 565
Time and Material Contract (T&M) 364 565
Time management See Project Time Management
Timescaled schedule network diagram 565
Tocomplete performance index (TCPI) 221–222 565
Tolerance 250 565
Tools 300 565 See also Seven basic quality tools
Tornado diagram 338 565
Total float 158 177 565
Total Quality Management (TQM) 229
TQM See Total Quality Management
Training 275
Training needs 266
Transition requirements 112 118
Tree diagram 245 565
Trend analysis 92 103 188 223 352 566
Triangular distribution 171 206
Trigger condition 566
Tuckman ladder of team development 276
U
Unanimity 115 566
Union laborcontracts 203 See also Contracts
Updates change request for 85
User(s)
customers and 32
in project team 36
V
VAC See Variance at completion
Validated changes 90 252
Validated deliverables 566
Validate Scope process 105 453 566
inputs 134–135
outputs 135–136
overview 133–134
tools and techniques 135
Validation 566
Value business 15–16
Value analysis 122 352
See also Expected Monetary Value (EMV) analysis
Value engineering 566
Variance 566
Variance analysis 92 139 189 222 352 566
Variance at completion (VAC) 566
Variation 566
Velocity 566
Vendor See Seller(s)
Vendor bid analysis 207
Vendor conferences See Bidder conferences
Verification 566
Verified deliverables 134
as input 135
as output 253
Virtual meetings 84
Virtual project teams
collaboration techniques and 25 38
virtual team model 271
VOC See Voice of the Customer
Voice of the Customer (VOC) 114 566
W
Watch list risks and 330 332 333 343 347–348 350
WBS See Work breakdown structure
WBS dictionary 105 132 202 210 233 360 567
WBS ID 153
Weak matrix organizations 22
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 589
INDEX
Weighted milestone method 567
Whatif scenario analysis 180 567
Workaround 567
Work authorization 567
Work authorization system 146 567
Work breakdown structure (WBS) 105 202 210
See also Create WBS process
bottomup approach 129
contents of 360
definition 567
description of 132 233
hierarchicaltype charts and 261
topdown approach 129
Work breakdown structure component 567
Work packages 128 150 165 567
Work performance data 59 81 567
as input 135 139 187 217 251 305 351 382 411
as output 85
Work performance information 59 567
as input 90 382
as output 136 139 190 225 253 307 353 384 413
Work performance reports 59 567
as input 97 281 299 351 382
as output 93
Workshops See Facilitated workshops
Written documentation 386
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PMBOK第五版（项目理知识体系指南）
序言
PMI英文官网已公布第五版PMBOK初稿针第四版言确少变动解变动理解项目理知识整理发展掌握PMP考试变化方重特纳六点：
110知识领域47程
2变样第三章
3整理工作绩效信息流
4瀑布？敏捷？
5程ITTO新法
6PMOPBO
然变动尤细节更新处较加时间限理解限里总结仅供参考
PMBOK第5版新变化：10知识领域47程
第四版PMBOK里熟知9知识领域42程第五版PMBOK里成10知识领域47程更新容处
增加知识领域：
13干系理
增加五程：
51规划范围理
61规划进度理
71规划成理
132规划干系理
133控制干系参
变化程：
103发布信息——>理沟通
105报告绩效——>控制沟通
104理干系期——>理干系参
述容纳两点：
1增加规划范围理规划进度理规划成理三程
第四版PMBOK里然强调制定项目范围理计划进度理计划成理计划般认（42）制定项目理计划早期输出样项目范围进度成进行规划时直接点明确项目理者太认子理计划制定程表现形式致示：
81规划质量（输出质量理计划）
91制定力资源计划（输出力资源理计划）
102规划沟通（输出沟通理计划）
111规划风险理（输出风险理计划）
121规划采购（输出采购理计划）
第五版PMBOK里明确增加三程样话项目素进行规划时首先制定相应子理计划例规划项目范围理时首先制定项目范围计划样制定子理计划程较致清晰示：
51规划范围理（输出范围理计划）
61规划进度理（输出进度理计划）
71规划成理（输出成理计划）
81规划质量理（输出质量理计划）
91规划力资源理（输出力资源理计划）
101规划沟通理（输出沟通理计划）
111规划风险理（输出风险理计划）
121规划采购理（输出采购理计划）
132规划干系理（输出干系理计划）
然述（51）～（132）九规划程输出子理计划：需求理计划程改进计划变更理计划配置理计划等输出3基准：范围基准进度基准成基准样13子计划3基准组成整项目理计划容
2原项目沟通理知识领域分二改项目沟通理干系理两列知识领域
第四版PMBOK干系理入项目沟通理里确造成定程度混淆更突出干系理重性包括103发布信息105报告绩效间混淆控制范围控制进度控制成间重叠点工作绩效信息流节中做说明
第五版PMBOK分开目外清晰强调两作：
沟通理：强调项目信息计划收集存储组织发布监控沟通保证高效性
干系理：强调仅理干系期更保证适度参者项目成功非常关键素
然两者联系项目理中干系理项目成功非常重必条件项目理工作身90沟通
PMBOK第5版新变化二：变样第三章
第四版里第三章常常令老师难讲学生难学PMBOK里意图提供具概括性指导性框架面章节学起指示作帮助初学者面学里章循太散乱明显章复杂适反初学者产生迷失感
第五版PMBOK里第三章容减少回承前启桥梁作减少47程进行说明解释简单罗列著名表格31里章节中（第4章～第13章）进行详细阐述
例讲规划程组时基保留前面叙述面34142020规划程完全没进行说明
说明架构性容重相反太重需附录A1里进行更规范详细总结名称附录A1项目理标准The Standard for Project Management of a Project项目集The Standard for Program Management等重毋庸置疑变化老师学员需特注意方
总第五版PMBOK第三章简洁合理值初学者高兴实重性丝毫没改变
外第三章里特新增项目绩效信息流叙述点新变化里进行说明
PMBOK第5版新变化三：整理工作绩效信息流
项目执行程三重输出交付成果工作绩效信息变更请求绩效信息说原理说粗细原始数精确结分析程第四版PMBOK里条线致：（43指导理项目执行程）工作绩效信息（55控制范围66控制进度73控制成）工作绩效测量结果（105报告绩效）绩效报告
中绩效报告结性概括输入包括工作绩效信息等实际分支例（83实施质量控制程）目利工作绩效测量输入帮助产生质量控制测量结果确认交付成果等输出
现第四版PMBOK里工作绩效方面词正确例学员工作绩效信息工作绩效测量结果搞混第二点工作绩效信息流清晰准确甚遗漏例然控制范围进度成程会产生工作绩效测量结果实施质量控制什会产生信息呢
第五版PMBOK里两点进行非常明确更新首先工作绩效方面词进行更改更符合般理惯知识理DIKW(data information knowledge wisdom)模型：
工作绩效数：取代第四版里工作绩效信息指执行程组产生未处理观察测量例活动开始结束时间缺陷数量实际花费实际时长等
工作绩效信息：取代第四版里工作绩效测量结果指监控程组收集性数包括分析集成信息例交付成果状态变更请求完成状态预测完成时估计
工作绩效报告：（报告绩效）程产生44监控项目工作程产生目产生决定行动意识例项目状态报告调整信息笔记建议更新等
第二改变工作绩效信息流重新进行整理示
PMBOK第5版新变化四：瀑布？敏捷？
理软件开发新产品设计项目理熟悉两概念项目理完全没听说
方面项目理学PMBOK时会陶醉中清晰程流程时困惑实际工作差异例开发软件产品时开始没完整确定出需求范围首先实现运行概软件然客户进步断沟通探讨断修改甚重构边设计边建设步快跑终实现客户需求
说实际工作中项目两类较极端：类建设奥运场馆型相固定变更较少需集团军完成类建设SNS交友网站开发桌面应软件设计款时尚手机型甚确定变更需特种部队完成
相应项目阶段间关系致三类：序重叠迭代奥运场馆阶段间关系般序：设计采购施工验收交付软件项目言采迭代关系：需求分析——>设计编程——>部分交付成果然样进行轮软件整需求分析设计编程分散开阶段次实现部分交付成果早客户沟通分析调整满足终求者言果开始消耗资源时间花费前期工作设计中期发现适合客户需求样风险变更造成代价非常
第五版PMBOK里第二章项目阶段增加预测生命周期Predictive Life Cycle迭代增量生命周期Interactiveand Incrementa lLife Cycle概念
前者例子图示瀑布模型Waterfall阶段间序者重叠者例子名鼎鼎敏捷模型Agile敏捷理章节出现场合第六章时间理
关敏捷型者说敏捷理表做简单较
回顾项目理发展说驱动素企业3C需求Competition竞争Change改变Creative创新敏捷理驱动素更3C会着时代改变越越重未项目理体系里会更容阐述敏捷理囊括中
PMBOK第5版新变化五：程ITTO新法
首先PMBOK列出ITTO程关重换言更没列出甚程身企业制定项目理系统时需注意方仅裁剪添加项目理程组ITTO非常重PMP考试必考容第五版PMBOK程ITTO做明确法规定规律助ITTO进行理解记忆
1程名称改变：
创造子计划规划程更新命名Plan XXX Management（规划XXX理）例规划范围理规划进度理等等
监视控制程（Monitoring & Controlling Processes）44Monitor & Control Project Work外余全改名Control XXX（控制XXX）例Monitor & Control Risks（监控风险）程改名Control Risks（控制风险)Administrate Procurements（理采购）程改名Control Procurements（控制采购）然终中文名称需翻译组确认
2ITTO新法：
1）输入输出应规
某程输出必须应外程输入非结束输出者包含输入里（项目文件）
某程输入必须应外程输出非源项目外
2）输入输出般排序
首先列出项目理计划子计划基准（先序）列出工作绩效数信息报告事业环境素组织程资产（先序）
3）项目理计划规
子计划基准输入时需专门列出
子计划基准首次作输出时（9规划理程）需专门列出总项目理计划更新形式出现
子计划基准作输出时项目理计划作输入
控制程组说输入输出项目理计划具体子计划
4）项目文件规
项目文件输入时需专门列出
具体项目文件首次作输出时需专门列出总项目文件更新形式出现
举例说明82实施质量保证程输入第四版里项目理计划第五版里具体质量理计划程改进计划两子计划时输出序调整：变更请求项目理计划更新项目文件更新组织程资产更新
PMBOK第5版新变化六：PMOPBO
1项目理办公室（PMO）
第五版PMBOK增加PMO类型说明三种：
支持型：扮演咨询角色提供诸模板佳实践验教训信息等种类型PMO项目宝库控制性较弱
控制型：支持型基础增加更高端支持项目理框架方法专门模板格式工具等控制性更强
指导监督性：类型PMO直接理理项目
2基项目组织（PBO）
PBO（Project Based Organizations）第五版PMBOK出现新词语种组织里时建立系统组织常说三类型组织（职型矩阵型项目型）建立PBO减轻等级制度衙门义hierarchyandbureaucracy项目良影响PBO职方式支持项目整公司（电信油气建筑咨询专业服务)企业联合体等等
3组织项目理（OPM——Organizational Project Management）
第五版PMBOK提组织项目理OPM概念种融合项目理项目集理项目组合理组织赋实践（enablingpractices）组织战略执行框架目连续预见性交付组织策略产生更绩效更成果持续竞争优势组织项目理成熟度模型（Organizational Project Management Maturity Model OPM3）检验提高企业项目理程力
实第五版PMBOK第章改动较例事业环境素移第二章里组织容部分改变非常合理时组织程资产配合较解决初学者困惑明明介绍企业组织容甚放第章
种改变够许项目生命周期移第章组织相关容单独作第二章更
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2013项目理协会项目理知识体系指南（PMBOK指南第五版–）
TABLE OF CONTENTS
Tab le of Contents
1 Introduction 1
11 Purpose of the PMBOK Guide 2
12 What is a Project 3
121 The Relationships Among Portfolios Programs and Projects 4
13 What is Project Management 5
14 R elationships Among Portfolio Management Program Management Project
Management and Organizational Project Management 7
141 Program Management 9
142 Portfolio Management 9
143 Projects and Strategic Planning 10
144 Project Management Office 10
15 R elationship Between Project Management Operations Management and
Organizational Strategy 12
151 Operations and Project Management 12
152 Organizations and Project Management 14
16 Business Value 15
17 Role of the Project Manager 16
171 Responsibilities and Competencies of the Project Manager 17
172 Interpersonal Skills of a Project Manager 17
18 Project Management Body of Knowledge 18
2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE 19
21 Organizational Influences on Project Management 20
211 Organizational Cultures and Styles 20
212 Organizational Communications 21
213 Organizational Structures 21
214 Organizational Process Assets 27
215 Enterprise Environmental Factors 29
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表容
表容
1介绍1
指南目 112
12项目什？3
121间关系组合程序项目4
13项目理什？5
14 R间组合理项目理项目
理组织项目理7
项目理 1419
142组合理9
143项目战略规划10
144项目理办公室10
15关系间项目理运营理
组织战略12
151运营项目理12
152组织项目理14
16商业价值15
项目理作17 16
171职责项目理力17
项目理外际关系技巧17
18项目理知识体系18
2组织影响项目生命周期19
项目理组织影响2120
211组织文化风格20
212组织沟通21
213组织结构21
214组织程资产27
215企业环境素29
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TABLE OF CONTENTS
22 Project Stakeholders and Governance 30
221 Project Stakeholders 30
222 Project Governance 34
223 Project Success 35
23 Project Team 35
231 Composition of Project Teams 37
24 Project Life Cycle 38
241 Characteristics of the Project Life Cycle 38
242 Project Phases 41
3 PROJECT MANAGEMENT PROCESSES 47
31 Common Project Management Process Interactions 50
32 Project Management Process Groups 52
33 Initiating Process Group 54
34 Planning Process Group 55
35 Executing Process Group 56
36 Monitoring and Controlling Process Group 57
37 Closing Process Group 57
38 Project Information 58
39 Role of the Knowledge Areas 60
4 PROJECT INTEGRATION MANAGEMENT 63
41 Develop Project Charter 66
411 Develop Project Charter Inputs 68
412 Develop Project Charter Tools and Techniques 71
413 Develop Project Charter Outputs 71
42 Develop Project Management Plan 72
421 Develop Project Management Plan Inputs 74
422 Develop Project Management Plan Tools and Techniques 76
423 Develop Project Management Plan Outputs 76
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition III
表容
22项目利益相关者治理30
221项目利益相关者30
222项目治理34
223项目成功35
23项目团队35
231组成项目组37
24项目生命周期38
项目生命周期 241特性38
242项目阶段41
3项目理程47
31种常见项目理程相互作50
32项目理程组52
33启动程组54
34规划程组55
35执行程组56
36监控程组57
37收尾程组57
38项目信息58
知识领域作3960
4工程项目集成理63
41制定项目章程66
411制定项目章程：输入68
412制定项目章程：工具技术71
413制定项目章程：输出71
42制定项目理计划72
421制定项目理计划：输入74
422制定项目理计划工具技术76
423制定项目理计划：输出76
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TABLE OF CONTENTS
43 Direct and Manage Project Work 79
431 Direct and Manage Project Work Inputs 82
432 Direct and Manage Project Work Tools and Techniques 83
433 Direct and Manage Project Work Outputs 84
44 Monitor and Control Project Work 86
441 Monitor and Control Project Work Inputs 88
442 Monitor and Control Project Work Tools and Techniques 91
443 Monitor and Control Project Work Outputs 92
45 Perform Integrated Change Control 94
451 Perform Integrated Change Control Inputs 97
452 Perform Integrated Change Control Tools and Techniques 98
453 Perform Integrated Change Control Outputs 99
46 Close Project or Phase 100
461 Close Project or Phase Inputs 102
462 Close Project or Phase Tools and Techniques 102
463 Close Project or Phase Outputs 103
5 PROJECT SCOPE MANAGEMENT 105
51 Plan Scope Management 107
511 Plan Scope Management Inputs 108
512 Plan Scope Management Tools and Techniques 109
513 Plan Scope Management Outputs 109
52 Collect Requirements 110
521 Collect Requirements Inputs 113
522 Collect Requirements Tools and Techniques 114
523 Collect Requirements Outputs 117
53 Define Scope 120
531 Define Scope Inputs 121
532 Define Scope Tools and Techniques 122
533 Define Scope Outputs 123
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表容
43指导理项目工作79
431指导理项目工作：输入82
432指导理项目工作：工具技术83
433指导理项目工作：输出84
44监控项目工作86
441监控项目工作：输入88
442监控项目工作：工具技术91
443监控项目工作：输出92
45执行整体变更控制94
451执行整体变更控制：输入97
452执行整体变更控制工具技术98
453执行整体变更控制输出99
46结束项目阶段100
461结束项目阶段：输入102
462结束项目阶段：工具技术102
463结束项目阶段：输出103
5项目范围理105
51计划理范围107
511计划范围理：输入108
512计划理范围：工具技术109
513计划理范围：输出109
52收集需求110
521收集求：输入113
522收集求：工具技术114
523收集求：输出117
53范围定义120
531定义范围：输入121
532定义范围：工具技术122
533定义范围：输出123
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TABLE OF CONTENTS
54 Create WBS 125
541 Create WBS Inputs 127
542 Create WBS Tools and Techniques 128
543 Create WBS Outputs 131
55 Validate Scope 133
551 Validate Scope Inputs 134
552 Validate Scope Tools and Techniques 135
553 Validate Scope Outputs 135
56 Control Scope 136
561 Control Scope Inputs 138
562 Control Scope Tools and Techniques 139
563 Control Scope Outputs 139
6 PROJECT TIME MANAGEMENT 141
61 Plan Schedule Management 145
611 Plan Schedule Management Inputs 146
612 Plan Schedule Management Tools and Techniques 147
613 Plan Schedule Management Outputs 148
62 Define Activities 149
621 Define Activities Inputs 150
622 Define Activities Tools and Techniques 151
623 Define Activities Outputs 152
63 Sequence Activities 153
631 Sequence Activities Inputs 154
632 Sequence Activities Tools and Techniques 156
633 Sequence Activities Outputs 159
64 Estimate Activity Resources 160
641 Estimate Activity Resources Inputs 162
642 Estimate Activity Resources Tools and Techniques 164
643 Estimate Activity Resources Outputs 165
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表容
54创建WBS 125
541创建WBS：输入127
542创建WBS：工具技术128
543创建WBS：输出131
55验证范围133
551验证范围：输入134
552验证范围：工具技术135
553验证范围：输出135
56控制范围136
561控制范围：输入138
562控制范围：工具技术139
563控制范围：输出139
6项目时间理141
61计划理145
611计划理：输入146
612计划理：工具技术147
613计划理：输出148
62定义活动149
621定义活动：输入150
622定义活动：工具技术151
623定义活动：输出152
63序列活动153
631序列活动：输入154
632序列活动：工具技术156
633序列活动：输出159
64活动资源估算160
641活动资源估算：输入162
642估算活动资源：工具技术164
643估算活动资源：输出165
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TABLE OF CONTENTS
65 Estimate Activity Durations 165
651 Estimate Activity Durations Inputs 167
652 Estimate Activity Durations Tools and Techniques 169
653 Estimate Activity Durations Outputs 172
66 Develop Schedule 172
661 Develop Schedule Inputs 174
662 Develop Schedule Tools and Techniques 176
663 Develop Schedule Outputs 181
67 Control Schedule 185
671 Control Schedule Inputs 187
672 Control Schedule Tools and Techniques 188
673 Control Schedule Outputs 190
7 PROJECT COST MANAGEMENT 193
71 Plan Cost Management 195
711 Plan Cost Management Inputs 196
712 Plan Cost Management Tools and Techniques 198
713 Plan Cost Management Outputs 198
72 Estimate Costs 200
721 Estimate Costs Inputs 202
722 Estimate Costs Tools and Techniques 204
723 Estimate Costs Outputs 207
73 Determine Budget 208
731 Determine Budget Inputs 209
732 Determine Budget Tools and Techniques 211
733 Determine Budget Outputs 212
74 Control Costs 215
741 Control Costs Inputs 216
742 Control Costs Tools and Techniques 217
743 Control Costs Outputs 225
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表容
65估算活动持续时间165
651估算活动持续时间：输入167
652估算活动持续时间：工具技术169
653估算活动持续时间：输出172
66制定进度计划172
661制定进度计划：输入174
662开发进度：工具技术176
663开发进度：输出181
67控制计划185
部门控制计划：输入187
672进度控制：工具技术188
673进度控制：输出190
7项目成理193
71计划成理195
711计划成理：输入196
712计划成理：工具技术198
713计划成理：输出198
72 估计成200
721估计成：输入202
722估计成：工具技术204
723估计成：输出207
73确定预算208
731确定预算：输入209
732确定预算：工具技术211
733确定预算：输出212
74控制成215
741控制成：输入216
742控制成：工具技术217
743控制成：输出225
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第六2013项目理协会项目理知识体系指南（PMBOK指南–）第五版
TABLE OF CONTENTS
8 PROJECT QUALITY MANAGEMENT 227
81 Plan Quality Management 231
811 Plan Quality Management Inputs 233
812 Plan Quality Management Tools and Techniques 235
813 Plan Quality Management Outputs 241
82 Perform Quality Assurance 242
821 Perform Quality Assurance Inputs 244
822 Perform Quality Assurance Tools and Techniques 245
823 Perform Quality Assurance Outputs 247
83 Control Quality 248
831 Control Quality Inputs 250
832 Control Quality Tools and Techniques 252
833 Control Quality Outputs 252
9 PROJECT HUMAN RESOURCE MANAGEMENT 255
91 Plan Human Resource Management 258
911 Plan Human Resource Management Inputs 259
912 Plan Human Resource Management Tools and Techniques 261
913 Plan Human Resource Management Outputs 264
92 Acquire Project Team 267
921 Acquire Project Team Inputs 269
922 Acquire Project Team Tools and Techniques 270
923 Acquire Project Team Outputs 272
93 Develop Project Team 273
931 Develop Project Team Inputs 274
932 Develop Project Team Tools and Techniques 275
933 Develop Project Team Outputs 278
94 Manage Project Team 279
941 Manage Project Team Inputs 281
942 Manage Project Team Tools and Techniques 282
943 Manage Project Team Outputs 284
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表容
8项目质量理227
81计划质量理231
811计划质量理：输入233
812计划质量理工具技术235
813计划质量理：输出241
82执行质量保证242
821执行质量保证：输入244
822执行质量保证：工具技术245
823执行质量保证：输出247
83控制质量248
质量控制：输入 831250
832控制质量工具技术252
833质量控制：输出252
9项目力资源理255
91计划力资源理258
911计划力资源理：输入259
912计划力资源理：工具技术261
913计划力资源理：输出264
92项目团队组建267
921获取项目团队：输入269
922获取项目团队：工具技术270
923获取项目团队：输出272
93项目团队建设273
931项目团队发展：输入274
932项目团队发展：工具技术275
933项目团队发展：输出278
94理项目团队279
941理项目团队：输入281
942理项目团队工具技术282
理项目团队：输出 943284
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2013项目理协会项目理知识体系指南（PMBOK指南第五版七–）
TABLE OF CONTENTS
10 PROJECT COMMUNICATIONS MANAGEMENT 287
101 Plan Communications Management 289
1011 Plan Communications Management Inputs 290
1012 Plan Communications Management Tools and Techniques 291
1013 Plan Communications Management Outputs296
102 Manage Communications 297
1021 Manage Communications Inputs 299
1022 Manage Communications Tools and Techniques 300
1023 Manage Communications Outputs 301
103 Control Communications 303
1031 Control Communications Inputs 304
1032 Control Communications Tools and Techniques 306
1033 Control Communications Outputs 307
11 PROJECT RISK MANAGEMENT 309
111 Plan Risk Management 313
1111 Plan Risk Management Inputs 314
1112 Plan Risk Management Tools and Techniques 315
1113 Plan Risk Management Outputs 316
112 Identify Risks 319
1121 Identify Risks Inputs 321
1122 Identify Risks Tools and Techniques 324
1123 Identify Risks Outputs 327
113 Perform Qualitative Risk Analysis 328
1131 Perform Qualitative Risk Analysis Inputs 329
1132 Perform Qualitative Risk Analysis Tools and Techniques 330
1133 Perform Qualitative Risk Analysis Outputs 333
114 Perform Quantitative Risk Analysis 333
1141 Perform Quantitative Risk Analysis Inputs 335
1142 Perform Quantitative Risk Analysis Tools and Techniques 336
1143 Perform Quantitative Risk Analysis Outputs 341
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表容
10项目沟通理287
101计划通信理289
1011沟通理：输入计划290
1012沟通理计划工具技术291
1013计划沟通理：输出 296
102理通信297
1021理通讯：输入299
1022理通讯：工具技术300
1023理通讯：输出301
103控制通信303
1031控制通信：输入304
1032控制通信工具技术306
1033控制通信：输出307
11项目风险理309
111计划风险理313
1111规划风险理：输入314
1112计划：风险理工具技术315
1113规划风险理：输出316
112识风险319
1121识风险：输入321
1122识风险：工具技术324
1123识风险：输出327
113定性风险分析328
1131进行定性风险分析：输入329
1132进行定性风险分析：工具技术330
1133进行定性风险分析：输出333
114实施定量风险分析333
1141进行定量风险分析：输入335
1142进行定量风险分析：工具技术336
1143进行定量风险分析：输出341
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TABLE OF CONTENTS
115 Plan Risk Responses 342
1151 Plan Risk Responses Inputs 343
1152 Plan Risk Responses Tools and Techniques 343
1153 Plan Risk Responses Outputs 346
116 Control Risks 349
1161 Control Risks Inputs 350
1162 Control Risks Tools and Techniques 351
1163 Control Risks Outputs 353
12 PROJECT PROCUREMENT MANAGEMENT 355
121 Plan Procurement Management 358
1211 Plan Procurement Management Inputs 360
1212 Plan Procurement Management Tools and Techniques 365
1213 Plan Procurement Management Outputs 366
122 Conduct Procurements 371
1221 Conduct Procurements Inputs 373
1222 Conduct Procurements Tools and Techniques 375
1223 Conduct Procurements Outputs 377
123 Control Procurements 379
1231 Control Procurements Inputs 381
1232 Control Procurements Tools and Techniques 383
1233 Control Procurements Outputs 384
124 Close Procurements 386
1241 Close Procurements Inputs 388
1242 Close Procurements Tools and Techniques 388
1243 Close Procurements Outputs 389
13 PROJECT STAKEHOLDER MANAGEMENT 391
131 Identify Stakeholders 393
1311 Identify Stakeholders Inputs 394
1312 Identify Stakeholders Tools and Techniques 395
1313 Identify Stakeholders Outputs 398
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表容
115计划风险应342
1151规划风险应：输入343
1152规划风险应：工具技术343
1153规划风险应：输出346
116控制风险349
1161控制风险：输入350
1162控制风险工具技术351
1163控制风险：输出353
12项目采购理355
121计划采购理358
1211计划采购理：输入360
1212计划采购理：工具技术365
1213计划采购理：输出366
122执行采购371
1221执行采购：输入373
1222执行采购：工具技术375
1223执行采购：输出377
123控制采购379
采购：输入类控制381
1232控制采购：工具技术383
1233控制采购：输出384
124结束采购386
1结束采购：输入388
1242结束采购：工具技术388
1243结束采购：输出389
13项目利益相关者理391
131确定利益相关者393
1311确认利益相关者：输入394
1312确定利益相关者：工具技术395
1313确定利益相关者：输出398
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2013项目理协会项目理知识体系指南（PMBOK指南第五版九–）
TABLE OF CONTENTS
132 Plan Stakeholder Management 399
1321 Plan Stakeholder Management Inputs 400
1322 Plan Stakeholder Management Tools and Techniques 401
1323 Plan Stakeholder Management Outputs 403
133 Manage Stakeholder Engagement 404
1331 Manage Stakeholder Engagement Inputs 406
1332 Manage Stakeholder Engagement Tools and Techniques 407
1333 Manage Stakeholder Engagement Outputs 408
134 Control Stakeholder Engagement 409
1341 Control Stakeholder Engagement Inputs 411
1342 Control Stakeholder Engagement Tools and Techniques 412
1343 Control Stakeholder Engagement Outputs 413
ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT 417
APPENDIX X1 FIFTH EDITION CHANGES 463
Appendix X2 Contributors and Reviewers of the PMBOK Guide –
Fifth Edition 483
APPENDIX X3 INTERPERSONAL SKILLS 513
REFERENCES 521
Glossary 523
INDEX 569
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition XI
表容
132计划利益相关者理399
1321计划利益相关者理：输入400
1322计划利益相关者理：工具技术401
1323计划利益相关者理：输出403
133理利益相关者参404
选择理利益相关者参：输入406
1332理利益相关者参：工具技术407
1333理利益相关者参：输出408
134控制利益相关者参409
1341控制利益相关者参：输入411
1342控制利益相关者参：工具技术412
1343控制利益相关者参：输出413
附录A1工程项目理标准417
附录X1第五版变化463
附录X2贡献者指南–评
第五版483
附录X3际交力513
引521
词汇523
指数569
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2013项目理协会项目理知识体系指南（PMBOK指南第五版西–）
List of TABLES and Figures
List of TABLES and Figures
Figure 11 Portfolio Program and Project Management Interactions5
Figure 21 Functional Organization22
Figure 22 Weak Matrix Organization23
Figure 23 Balanced Matrix Organization24
Figure 24 Strong Matrix Organization24
Figure 25 Projectized Organization25
Figure 26 C omposite Organization26
Figure 27 T he Relationship Between Stakeholders and the Project31
Figure 28 T ypical Cost and Staffing Levels Across a Generic Project Life Cycle Structure39
Figure 29 Impact of Variable Based on Project Time40
Figure 210 Example of a SinglePhase Project42
Figure 211 Example of a ThreePhase Project43
Figure 212 Example of a Project with Overlapping Phases43
Figure 213 Example of Predictive Life Cycle44
Figure 31 Project Management Process Groups50
Figure 32 Process Groups Interact in a Phase or Project51
Figure 33 Project Management Process Interactions53
Figure 34 Project Boundaries54
Figure 35 Project Data Information and Report Flow59
Figure 36 D ata Flow Diagram Legend60
Figure 41 Project Integration Management Overview65
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图表清单
图表清单
图11组合程序项目理间相互作 5
图21功性组织 22
图22弱矩阵组织 23
图23衡矩阵型组织 24
图24强矩阵组织 24
图25项目组织 25
图26复合组织 26
图27T关系者项目 31间
图28典型成员配备水通项目生命周期结构 39
图29影响变量基项目时间 40
图210期工程 42例
图211三期工程 43例
图212重叠阶段 43工程实例
图213预测生命周期 44例
图31项目理程组 50
图32程组阶段项目 51相互作
图33项目理程相互作 53
图34项目边界 54
图35项目数信息报告流程 59
图36数流图传说 60
图41项目集成理概述 65
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List of TABLES and Figures
Figure 42 D evelop Project Charter Inputs Tools and Techniques and Outputs66
Figure 43 D evelop Project Charter Data Flow Diagram67
Figure 43 D evelop Project Charter Data Flow Diagram72
Figure 45 D evelop Project Management Plan Data Flow Diagram73
Figure 46 D irect and Manage Project Work Inputs Tools and Techniques and Outputs79
Figure 47 D irect and Manage Project Work Data Flow Diagram80
Figure 48 Monitor and Control Project Work Inputs Tools & Techniques and Outputs86
Figure 49 Monitor and Control Project Work Data Flow Diagram87
Figure 410 Perform Integrated Change Control Inputs Tools & Techniques and Outputs94
Figure 411 Perform Integrated Change Control Data Flow Diagram95
Figure 412 C lose Project or Phase Inputs Tools & Techniques and Outputs100
Figure 413 C lose Project or Phase Data Flow Diagram101
Figure 51 Project Scope Management Overview106
Figure 52 Plan Scope Management Inputs Tools & Techniques and Outputs107
Figure 53 Plan Scope Management Data Flow Diagram107
Figure 54 C ollect Requirements Inputs Tools & Techniques and Outputs111
Figure 55 C ollect Requirements Data Flow Diagram111
Figure 56 Example of a Requirements Traceability Matrix119
Figure 57 D efine Scope Inputs Tools & Techniques and Outputs120
Figure 58 D efine Scope Data Flow Diagram120
Figure 59 C reate WBS Inputs Tools & Techniques and Outputs125
Figure 510 C reate WBS Data Flow Diagram126
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图表清单
图42建设项目章程：输入输出工具技术 66
图43建设项目章程数流图 67
图43建设项目章程数流图 72
图45建设项目理计划数流图 73
图46直接项目理工作：输入输出工具技术 79
图47直接理项目工作：数流图 80
图48监控项目工作：输入输出工具技术 86
图49监控项目工作数流图 87
图410执行整体变更控制输入输出工具技术 94
图411执行整体变更控制数流图 95
图412C失项目阶段：输入输出工具技术 100
图413C失项目阶段数流图 101
图51项目范围理概述 106
图52计划理范围：输入输出工具技术 107
图53计划理范围数流图 107
图54C敛求：输入输出工具技术 111
图55C敛求数流图 111
图56需求踪矩阵 119例
图57D定义范围：输入输出工具技术 120
图58D定义范围数流图 120
图59创建工作分解结构：输入输出工具技术 125
图510创建WBS数流图 126
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List of TABLES and Figures
Figure 511 Sample WBS Decomposed Down Through Work Packages129
Figure 512 Sample WBS Organized by Phase130
Figure 513 Sample WBS with Major Deliverables130
Figure 514 Validate Scope Inputs Tools & Techniques and Outputs133
Figure 515 Validate Scope Data Flow Diagram133
Figure 516 C ontrol Scope Inputs Tools & Techniques and Outputs136
Figure 517 C ontrol Scope Data Flow Diagram137
Figure 61 Project Time Management Overview143
Figure 62 Scheduling Overview144
Figure 63 Plan Schedule Management Inputs Tools & Techniques and Outputs145
Figure 64 Plan Schedule Management Data Flow Diagram145
Figure 65 D efine Activities Inputs Tools & Techniques and Outputs149
Figure 66 D efine Activities Data Flow Diagram150
Figure 67 Sequence Activities Inputs Tools & Techniques and Outputs153
Figure 68 Sequence Activities Data Flow Diagram154
Figure 69 Precedence Diagramming Method (PDM) Relationship Types157
Figure 610 Examples of Lead and Lag158
Figure 611 Project Schedule Network Diagram160
Figure 612 Estimate Activity Resources Inputs Tools & Techniques and Outputs161
Figure 613 Estimate Activity Resources Data Flow Diagram161
Figure 614 Estimate Activity Durations Inputs Tools & Techniques and Outputs166
Figure 615 Estimate Activity Durations Data Flow Diagram166
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图表清单
图5WBS工作包分解样品通 129
图5WBS相 130组织样品
图513样品WBS交付成果 130
图514验证范围：输入输出工具技术 133
图5验证范围数流图 133
图516控制范围：输入输出工具技术 136
图5控制范围数流图 137
图61项目时间理概述 143
图62144 调度概述
图63计划理：输入输出工具技术 145
图64计划理数流图 145
图65D发现活动：输入输出工具技术 149
图D发现活动数流图 150
图67序列活动：输入输出工具技术 153
图68序列活动数流图 154
图69序图示法（PDM）关系类型 157
图610超前滞 158例
图611项目进度网络图 160
图6活动资源估算：输入输出工具技术 161
图613活动资源估算数流图 161
图614估算活动持续时间：输入输出工具技术 166
图615估算活动持续时间数流图 166
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List of TABLES and Figures
Figure 616 D evelop Schedule Inputs Tools & Techniques and Outputs173
Figure 617 D evelop Schedule Data Flow Diagram173
Figure 618 Example of Critical Path Method177
Figure 619 Example of Critical Chain Method178
Figure 620 R esource Leveling179
Figure 621 Project Schedule Presentations —Examples183
Figure 622 C ontrol Schedule Inputs Tools & Techniques and Outputs185
Figure 623 C ontrol Schedule Data Flow Diagram186
Figure 71 Project Cost Management Overview194
Figure 72 Plan Cost Management Inputs Tools & Techniques and Outputs195
Figure 73 Plan Cost Management Data Flow Diagram196
Figure 74 Estimate Costs Inputs Tools & Techniques and Outputs200
Figure 75 Estimate Costs Data Flow Diagram201
Figure 76 D etermine Budget Inputs Tools & Techniques and Outputs208
Figure 77 D etermine Budget Data Flow Diagram209
Figure 78 Project Budget Components213
Figure 79 C ost Baseline Expenditures and Funding Requirements214
Figure 710 C ontrol Costs Inputs Tools & Techniques and Outputs215
Figure 711 C ontrol Costs Data Flow Diagram215
Figure 712 Earned Value Planned Value and Actual Costs219
Figure 713 T oComplete Performance Index (TCPI)222
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图表清单
图6发展计划：输入输出工具技术 173
图6～17发展计划数流图 173
图618关键路径法 177例
图619关键链法 178例
图620资源均衡 179
图6尺项目进度报告183例
图6－22控制计划：输入输出工具技术 185
图623控制计划数流图 186
图71项目成理概述 194
图72计划成理：输入输出工具技术 195
图73计划成理：数流图 196
图74成估算：输入输出工具技术 200
图75估计成数流图 201
图76确定预算：输入输出工具技术 208
图77确定预算数流图 209
图78项目预算组成部分 213
图79成基线支出资金需求 214
图7控制成：输入输出工具技术 215
图711控制成数流图 215
图712挣值计划值实际成 219
图7T ocomplete性指数（TCPI） 222
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2013项目理协会项目理知识体系指南（PMBOK指南第五版第十五–）
List of TABLES and Figures
Figure 81 Project Quality Management Overview230
Figure 82 Fundamental Relationships of Quality Assurance and Control Quality to the IPECC
PDCA Cost of Quality Models and Project Management Process Groups231
Figure 83 Plan Quality Management Inputs Tools & Techniques and Outputs232
Figure 84 Plan Quality Management Data Flow Diagram232
Figure 85 C ost of Quality235
Figure 86 T he SIPOC Model237
Figure 87 Storyboard Illustrating a Conceptual Example of Each of the Seven
Basic Quality Tools239
Figure 88 Perform Quality Assurance Inputs Tools & Techniques and Outputs243
Figure 89 Perform Quality Assurance Data Flow Diagram243
Figure 810 Storyboard Illustrating the Seven Quality Management and Control Tools246
Figure 811 C ontrol Quality Inputs Tools & Techniques and Outputs249
Figure 812 C ontrol Quality Data Flow Diagram249
Figure 91 Project Human Resource Management Overview257
Figure 92 Plan Human Resource Management Inputs Tools & Techniques and Outputs258
Figure 93 Plan Human Resource Management Data Flow Diagram258
Figure 94 R oles and Responsibility Definition Formats261
Figure 95 R ACI Matrix262
Figure 96 Illustrative Resource Histogram266
Figure 97 Acquire Project Team Inputs Tools & Techniques and Outputs267
Figure 98 Acquire Project Team Data Flow Diagram268
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图表清单
图81项目质量理概述 230
图82质量保证质量控制ipecc基关系
PDCA循环质量模型项目理程组成 231
图83质量理计划输入输出工具技术 232
图84计划质量理数流图 232
图85成质量 235
图86 SIPOC模型237
图87事说明七概念例子
基质量工具 239
图88执行质量保证：输入输出工具技术 243
图9执行质量保证数流图 243
图810事说明七质量理质量控制工具 246
图811控制质量：输入输出工具技术 249
图12控制质量数流图 249
图91项目力资源理概述 257
图92计划力资源理：输入输出工具技术 258
图93计划力资源理数流程图 258
图94作责定义格式 261
图95R矩阵 ACI 262
图96说明资源直方图 266
图97项目团队组建：输入输出工具技术 267
图98获取项目团队数流图 268
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十六2013项目理协会项目理知识体系指南（PMBOK指南–）第五版
List of TABLES and Figures
Figure 99 D evelop Project Team Inputs Tools & Techniques and Outputs273
Figure 910 D evelop Project Team Data Flow Diagram273
Figure 911 Manage Project Team Inputs Tools & Techniques and Outputs279
Figure 912 Manage Project Team Data Flow Diagram280
Figure 101 Project Communications Management Overview288
Figure 102 Plan Communications Management Inputs Tools & Techniques and Outputs289
Figure 103 Plan Communications Management Data Flow Diagram289
Figure 104 Basic Communication Model294
Figure 105 Manage Communications Inputs Tools & Techniques and Outputs297
Figure 106 Manage Communications Data Flow Diagram298
Figure 107 C ontrol Communications Inputs Tools & Techniques and Outputs303
Figure 108 C ontrol Communications Data Flow Diagram304
Figure 111 Project Risk Management Overview312
Figure 112 Plan Risk Management Inputs Tools & Techniques and Outputs313
Figure 113 Plan Risk Management Data Flow Diagram313
Figure 114 Example of a Risk Breakdown Structure (RBS)317
Figure 115 Identify Risks Inputs Tools & Techniques and Outputs319
Figure 116 Identify Risks Data Flow Diagram320
Figure 117 Influence Diagram326
Figure 118 Perform Qualitative Risk Analysis Inputs Tools & Techniques and Outputs328
Figure 119 Perform Qualitative Risk Analysis Data Flow Diagram328
Figure 1110 Probability and Impact Matrix331
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图表清单
图99建设项目团队：输入输出工具技术 273
图9建设项目团队数流图 273
图911理项目团队：输入输出工具技术 279
图912理项目团队数流图 280
图101项目沟通理概述 288
图102计划沟通理：输入输出工具技术 289
图103计划沟通理数流图 289
图104基通信模型 294
图105沟通理：输入输出工具技术 297
图106理通信数流图 298
图107控制通信：输入输出工具技术 303
图108控制通信数流图 304
图111工程项目风险理概述 312
图112规划风险理：输入输出工具技术 313
图113规划风险理数流图 313
图114风险分解结构（RBS） 317例
图115识风险：输入输出工具技术 319
图116识风险数流图 320
图117影响图 326
图11－8定性风险分析：输入输出工具技术 328
图11定性风险分析数流图 328
图1110概率影响矩阵 331
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2013项目理协会项目理知识体系指南（PMBOK指南第五版第十七–）
List of TABLES and Figures
Figure 1111 Perform Quantitative Risk Analysis Inputs Tools & Techniques and Outputs334
Figure 1112 Perform Quantitative Risk Analysis Data Flow Diagram334
Figure 1113 Range of Project Cost Estimates Collected During the Risk Interview336
Figure 1114 Examples of Commonly Used Probability Distributions337
Figure 1115 Example of Tornado Diagram338
Figure 1116 D ecision Tree Diagram339
Figure 1117 C ost Risk Simulation Results340
Figure 1118 Plan Risk Responses Inputs Tools & Techniques and Outputs342
Figure 1119 Plan Risk Responses Data Flow Diagram342
Figure 1120 C ontrol Risks Inputs Tools & Techniques and Outputs349
Figure 1121 C ontrol Risks Data Flow Diagram349
Figure 121 Project Procurement Management Overview356
Figure 122 Plan Procurements Inputs Tools & Techniques and Outputs358
Figure 123 Plan Procurement Management Data Flow Diagram359
Figure 124 C onduct Procurements Inputs Tools & Techniques and Outputs371
Figure 125 C onduct Procurements Data Flow Diagram372
Figure 126 C ontrol Procurements Inputs Tools & Techniques and Outputs379
Figure 127 C ontrol Procurements Data Flow Diagram380
Figure 128 C lose Procurements Inputs Tools & Techniques and Outputs386
Figure 129 C lose Procurements Data Flow Diagram387
Figure 131 Project Stakeholder Management Overview392
Figure 132 Identify Stakeholders Inputs Tools & Techniques and Outputs393
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图表清单
图1111实施定量风险分析：输入输出工具技术 334
图1112实施定量风险分析数流图 334
图1113工程造价风险范围估计面试 336收集
图1114常概率分布例子 337
图11龙卷风图 338例
图11决策树图 339
图17仿真结果成风险340
图1012规划风险应：输入输出工具技术 342
图1119规划风险应数流图 342
图1120控制风险：输入输出工具技术 349
图1121控制风险数流图 349
图121项目采购理概述 356
图122计划采购：输入输出工具技术 358
图123计划采购理数流图 359
图124进行采购：输入输出工具技术 371
图125进行采购数流图 372
图126控制采购：输入输出工具技术 379
图127控制采购数流图 380
图128C失采购：输入输出工具技术 386
图129C失采购数流图 387
图131项目利益相关者理概述 392
图132确定利益相关者：输入输出工具技术 393
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List of TABLES and Figures
Figure 133 Identify Stakeholders Data Flow Diagram393
Figure 134 Example PowerInterest Grid with Stakeholders397
Figure 135 Plan Stakeholder Management Inputs Tools & Techniques and Outputs399
Figure 136 Plan Stakeholder Management Data Flow Diagram399
Figure 137 Stakeholders Engagement Assessment Matrix403
Figure 138 Manage Stakeholder Engagement Inputs Tools & Techniques and Outputs404
Figure 139 Manage Stakeholder Engagement Data Flow Diagram405
Figure 1310 C ontrol Stakeholder Engagement Inputs Tools & Techniques and Outputs410
Figure 1311 C ontrol Stakeholder Engagement Data Flow Diagram410
Figure A11 Process Group Interactions in a Project419
Figure A12 Project Management Process Interactions421
Figure A13 Project Boundaries425
Figure A14 Initiating Process Group425
Figure A15 D evelop Project Charter Inputs and Outputs426
Figure A16 Identify Stakeholders Inputs and Outputs426
Figure A17 Planning Process Group428
Figure A18 D evelop Project Management Plan Inputs and Outputs429
Figure A19 Plan Scope Management Inputs and Outputs429
Figure A110 C ollect Requirements Inputs and Outputs430
Figure A111 D efine Scope Inputs and Outputs430
Figure A112 C reate WBS Inputs and Outputs431
Figure A113 Plan Schedule Management Inputs and Outputs431
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图表清单
图133确定利益相关者数流图 393
图134例功率利益利益相关者 397格
图135计划利益相关者理：输入输出工具技术 399
图136计划利益相关者理数流图 399
图137利益相关者参评价矩阵 403
图138理利益相关者参：输入输出工具技术 404
图13 9利益相关者参理数流图 405
表1310控制利益相关者参：输入输出工具技术 410
图1311控制利益相关者参：数流图 410
图11项目 419处理组相互作
图A12项目理程相互作 421
图A1项目边界 425
图a14启动程组 425
图15建设项目章程：输入输出 426
图A16确定利益相关者：输入输出 426
图a17规划程组 428
图a18建设项目理计划输入输出 429
图a19计划理范围：输入输出 429
图a110C敛求：输入输出 430
图a111D定义范围：输入输出 430
图a112创建工作分解结构：输入输出 431
图A113计划理：输入输出 431
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2013项目理协会项目理知识体系指南（PMBOK指南第五版第十九–）
List of TABLES and Figures
Figure A114 D efine Activities Inputs and Outputs432
Figure A115 Sequence Activities Inputs and Outputs432
Figure A116 Estimate Activity Resources Inputs and Outputs433
Figure A117 Estimate Activity Durations Inputs and Outputs434
Figure A118 D evelop Schedule Inputs and Outputs435
Figure A119 Plan Cost Management Inputs and Outputs436
Figure A120 Estimate Costs Inputs and Outputs436
Figure A121 D etermine Budget Inputs and Outputs437
Figure A122 Plan Quality Management Inputs and Outputs438
Figure A123 Plan Human Resource Management Inputs and Outputs438
Figure A124 Plan Communications Management Inputs and Outputs439
Figure A125 Plan Risk Management Inputs and Outputs439
Figure A126 Identify Risks Inputs and Outputs440
Figure A127 Perform Qualitative Risk Analysis Inputs and Outputs441
Figure A128 Perform Quantitative Risk Analysis Inputs and Outputs441
Figure A129 Plan Risk Responses Inputs and Outputs442
Figure A130 Plan Procurement Management Inputs and Outputs443
Figure A131 Plan Stakeholder Management Inputs and Outputs443
Figure A132 Executing Process Group445
Figure A133 D irect and Manage Project Work Inputs and Outputs446
Figure A134 Perform Quality Assurance Inputs and Outputs446
Figure A135 Acquire Project Team Inputs and Outputs447
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图表清单
图a114D发现活动：输入输出 432
图a115序列活动：输入输出 432
图a116活动资源估算：输入输出 433
图A117估算活动持续时间：输入输出 434
图a118发展计划：输入输出 435
图a119计划成理：输入输出 436
图a120成估算：输入输出 436
图a121确定预算：输入输出 437
图a122计划质量理：输入输出 438
图a123计划力资源理：输入输出 438
图a124计划沟通理：输入输出 439
图A125规划风险理：输入输出 439
图a126识风险：输入输出 440
图a127定性风险分析：输入输出 441
图a128实施定量风险分析：输入输出 441
图a129规划风险应：输入输出 442
图a130计划采购理：输入输出 443
图a131计划利益相关者理：输入输出 443
图a132执行程组 445
图a133直接项目理工作：输入输出 446
图a134执行质量保证：输入输出 446
图a135项目团队组建：输入输出 447
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List of TABLES and Figures
Figure A136 D evelop Project Team Inputs and Outputs447
Figure A137 Manage Project Team Inputs and Outputs448
Figure A138 Manage Communications Inputs and Outputs448
Figure A139 C onduct Procurements Inputs and Outputs449
Figure A140 Manage Stakeholder Engagement Inputs and Outputs450
Figure A141 Monitoring and Controlling Process Group451
Figure A142 Monitor and Control Project Work Inputs and Outputs452
Figure A143 Perform Integrated Change Control Inputs and Outputs453
Figure A144 Validate Scope Inputs and Outputs453
Figure A145 C ontrol Scope Inputs and Outputs454
Figure A146 C ontrol Schedule Inputs and Outputs455
Figure A147 C ontrol Costs Inputs and Outputs455
Figure A148 C ontrol Quality Inputs and Outputs456
Figure A149 C ontrol Communications Inputs and Outputs457
Figure A150 C ontrol Risks Inputs and Outputs457
Figure A151 C ontrol Procurements Inputs and Outputs458
Figure A152 C ontrol Stakeholder Engagement Inputs and Outputs459
Figure A153 C losing Process Group460
Figure A154 C lose Project or Phase Inputs and Outputs461
Figure A155 C lose Procurements Inputs and Outputs461
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图表清单
图a136建设项目团队：输入输出 447
图a137理项目团队：输入输出 448
图a138沟通理：输入输出 448
图a139进行采购：输入输出 449
图A140理利益相关者参：输入输出 450
图a141监控程组 451
图A142监控项目工作：输入输出 452
图a143执行整体变更控制输入输出 453
图a144验证范围：输入输出 453
图a145控制范围：输入输出 454
图a146控制计划：输入输出 455
图a147控制成：输入输出 455
图a148控制质量：输入输出 456
图a149控制通信：输入输出 457
图a150控制风险：输入输出 457
图a151控制采购：输入输出 458
图a152控制利益相关者参：输入输出 459
图a153C组460 丢失程
图a154C失项目阶段：输入输出 461
图a155C失采购：输入输出 461
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2013项目理协会项目理知识体系指南（PMBOK指南第五版）–XXI
List of TABLES and Figures
Figure X11 R efined Data Model467
Table 11 C omparative Overview of Project Program and Portfolio Management8
Table 21 Influence of Organizational Structures on Projects22
Table 31 Project Management Process Group and Knowledge Area Mapping61
Table 41 D ifferentiation Between the Project Management Plan and Project Documents78
Table 51 Elements of the Project Charter and Project Scope Statement124
Table 71 Earned Value Calculations Summary Table224
Table 111 D efinition of Impact Scales for Four Project Objectives318
Table A11 Project Management Process Group and Knowledge Area Mapping423
Table X11 Section 4 Changes472
Table X12 Section 5 Changes473
Table X13 Section 6 Changes474
Table X14 Section 7 Changes475
Table X15 Section 8 Changes476
Table X16 Section 9 Changes477
Table X17 Section 10 Changes478
Table X18 Section 11 Changes479
Table X19 Section 12 Changes480
Table X110 Section 13 Changes481
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图表清单
图X1 1R界定数模型 467
表11较项目概述程序投资组合理 8
表21组织结构项目影响 22
表31项目理程组知识领域映射 61
表41样性项目理计划项目文件间 78
表51素项目章程项目范围说明书 124
表71挣值计算汇总表 224
表111定义影响规模四项目目标 318
表11项目理程组知识领域映射 423
表X1 1第4节变化 472
表x12第5节变化 473
表x13第6节变化 474
表X1 4第7节变化 475
表x15第8节变化 476
表x16第9节变化 477
表x17第10节变化 478
表x18第11节变化 479
表x19第12节变化 480
表x110第13节变化 481
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2013项目理协会项目理知识体系指南（PMBOK指南第五版1–）
1
1 INTRODUCTION
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition provides guidelines
for managing individual projects and defines project management related concepts It also describes the project
management life cycle and its related processes as well as the project life cycle
The PMBOK Guide contains the globally recognized standard and guide for the project management profession
(found in Annex A1) A standard is a formal document that describes established norms methods processes and
practices As with other professions the knowledge contained in this standard has evolved from the recognized
good practices of project management practitioners who have contributed to the development of this standard
The first two sections of the PMBOK Guide provide an introduction to key concepts in the project management
field Section 3 summarizes the Process Groups and provides an overview of process interactions among the ten
Knowledge Areas and five Process Groups Sections 4 through 13 are the guide to the project management body of
knowledge These sections expand on the information in the standard by describing the inputs and outputs as well
as tools and techniques used in managing projects Annex A1 is the standard for project management and presents
the processes inputs and outputs that are considered to be good practice on most projects most of the time
This section defines several key terms and the relationship among portfolio management program management
project management and organizational project management An overview of the PMBOK Guide is found within
the following sections
11 Purpose of the PMBOK Guide
12 What is a Project
13 What is Project Management
14 R elationships Among Portfolio Management Program Management
Project Managementand Organizational Project Management
15 R elationship Between Project Management Operations Management
and Organizational Strategy
16 Business Value
17 Role of the Project Manager
18 Project Management Body of Knowledge
11
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2 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
1
1引言
景区简介
项目理知识体系指南（PMBOK指南）–第五版提供指导方针
理单项目项目理相关概念进行界定描述项目
理生命周期相关程项目生命周期
PMBOK指南包含全球公认标准指南项目理专业
（附录A1发现）标准正式文件描述定规范方法程
实践行业包含标准知识已公认演变
项目理业员谁促成标准发展良做法
指南第2部分提供关键概念项目理概
场第3节总结程组提供十程概述
知识领域五程组部分413项目理机构指导
知识部分扩标准中信息描述输入输出
作项目理工具技术附录A1项目理标准提出
程输入输出认做法数时间数项目
节定义关键术语间关系投资组合理项目理
项目理项目理指南概述发现
面章节：
指南目11
12项目什？
13项目理什？
14 R间组合理项目理
项目理项目理组织
15关系间项目理运营理
组织战略
16商业价值
项目理角色17
18项目理知识体系
11
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22013项目理协会项目理知识体系指南（PMBOK指南–）第五版
1 INTRODUCTION
11 Purpose of the PMBOK Guide
The acceptance of project management as a profession indicates that the application of knowledge processes
skills tools and techniques can have a significant impact on project success The PMBOK Guide identifies that
subset of the project management body of knowledge that is generally recognized as good practice Generally
recognized means the knowledge and practices described are applicable to most projects most of the time and
there is consensus about their value and usefulness Good practice means there is general agreement that the
application of the knowledge skills tools and techniques can enhance the chances of success over many projects
Good practice does not mean that the knowledge described should always be applied uniformly to all projects the
organization andor project management team is responsible for determining what is appropriate for any given project
The PMBOK Guide also provides and promotes a common vocabulary within the project management
profession for using and applying project management concepts A common vocabulary is an essential element of
a professional discipline The PMI Lexicon of Project Management Terms [1]1 provides the foundational professional
vocabulary that can be consistently used by project program and portfolio managers and other stakeholders
Annex A1 is a foundational reference for PMI’s project management professional development programs Annex
A1 continues to evolve along with the profession and is therefore not allinclusive this standard is a guide rather
than a specific methodology One can use different methodologies and tools (eg agile waterfall PRINCE2) to
implement the project management framework
In addition to the standards that establish guidelines for project management processes the Project Management
Institute Code of Ethics and Professional Conduct [2] guides practitioners of the profession and describes the
expectations that practitioners should hold for themselves and others The Project Management Institute Code
of Ethics and Professional Conduct is specific about the basic obligation of responsibility respect fairness and
honesty It requires that practitioners demonstrate a commitment to ethical and professional conduct It carries
the obligation to comply with laws regulations and organizational and professional policies Practitioners come
from diverse backgrounds and cultures and the Project Management Institute Code of Ethics and Professional
Conduct applies globally When interacting with any stakeholder practitioners should be committed to honest
responsible fair practices and respectful dealings Acceptance of the code is essential for project managers and is
a requirement for the following PMI exams
Certified Associate in Project Management (CAPM)
Project Management Professional (PMP)
Program Management Professional (PgMP)
PMI Agile Certified Practitioner (PMIACP)SM
PMI Risk Management Professional (PMIRMP)
PMI Scheduling Professional (PMISP)
1The numbers in brackets refer to the list of references at the end of this standard
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1引言
指南目11
验收项目理作种职业表明知识应程
技工具技术项目成功重影响PMBOK导标识
知识公认良做法项目理体子集般
认指描述知识实践适数项目部分时间
价值途识良做法指普遍认
知识技工具技术应提高项目成功机会
良做法意味着知识应该成变应项目
组织项目理团队负责决定什适定项目
PMBOK指南提供促进项目理词汇
应项目理概念职业词汇重元素
专业学科PMI项目理术语词典[ 1 ] 1提供基础性专业
词汇贯项目程序投资组合理者利益相关者
附录A1PMI项目理专业发展计划基础性参考附件
A1断发展着行业包容性标准导
具体方法方法工具（例敏捷瀑布PRINCE2）
实施项目理框架
外建立项目理程指南标准项目理
道德专业行[ 2 ]导游业员职业学院代码描述
预期业员应保持美国项目理协会代码
道德专业行责基义务具体方面公
诚实求业员表现出承诺道德专业行
遵守法律法规义务组织专业政策医生
背景文化道德专业项目理机构代码
应全球范围进行利益相关者互动时业员应致力诚实
责公尊重交易代码验收项目理关键
PMI考试求：
助理项目理师（CAPM）
工程理专业（PMP）
项目理专业（PgMP）
PMI敏捷认证专业员（PMIACP）Sm
PMI风险理专业（pmirmp）
PMI调度专业（pmisp）
①括号中数字指标准引列表结束
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2013项目理协会项目理知识体系指南（PMBOK指南第五版3–）
1
1 INTRODUCTION
12 What is a Project
A project is a temporary endeavor undertaken to create a unique product service or result The temporary
nature of projects indicates that a project has a definite beginning and end The end is reached when the project’s
objectives have been achieved or when the project is terminated because its objectives will not or cannot be met
or when the need for the project no longer exists A project may also be terminated if the client (customer sponsor
or champion) wishes to terminate the project Temporary does not necessarily mean the duration of the project
is short It refers to the project’s engagement and its longevity Temporary does not typically apply to the product
service or result created by the project most projects are undertaken to create a lasting outcome For example a
project to build a national monument will create a result expected to last for centuries Projects can also have social
economic and environmental impacts that far outlive the projects themselves
Every project creates a unique product service or result The outcome of the project may be tangible or
intangible Although repetitive elements may be present in some project deliverables and activities this repetition
does not change the fundamental unique characteristics of the project work For example office buildings can
be constructed with the same or similar materials and by the same or different teams However each building
project remains unique with a different location different design different circumstances and situations different
stakeholders and so on
An ongoing work effort is generally a repetitive process that follows an organization’s existing procedures
In contrast because of the unique nature of projects there may be uncertainties or differences in the products
services or results that the project creates Project activities can be new to members of a project team which
may necessitate more dedicated planning than other routine work In addition projects are undertaken at all
organizational levels A project can involve a single individual or multiple individuals a single organizational unit or
multiple organizational units from multiple organizations
A project can create
A product that can be either a component of another item an enhancement of an item or an end item
in itself
A service or a capability to perform a service (eg a business function that supports production or
distribution)
An improvement in the existing product or service lines (eg A Six Sigma project undertaken to reduce
defects) or
A result such as an outcome or document (eg a research project that develops knowledge that can be
used to determine whether a trend exists or a new process will benefit society)
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1引言
12项目什？
方案创造独特产品服务成果种时性工作时
项目性质表明项目明确开始结束结束时该项目
目标已实现项目时目标会达终止
需项目存项目终止果客户（客户赞助商
冠军）需终止项目时性定意味着项目持续时间
短指项目参长寿时通常适产品
服务项目创造数项目创造持久成果说呢
工程建设国家纪念碑创建持续数百年结果项目社会
济环境影响远远够项目身
项目创建独特产品服务结果项目结果形
形然重复元素项目交付成果活动种重复
改变基项目工作独特特征例办公建筑
构造成具相相似材料相团队然建筑
项目独特位置设计环境
利益相关者等等
项进行中工作通常反复程组织现程序
相反项目独特性质产品确定性差异
服务结果该项目创建项目活动新项目团队成员
需更专门计划日常工作外项目
组织水项目涉单组织单位
组织组织单位
项目创造：
产品组件项目项目增强项目结束
身
服务提供服务力（例业务功支持生产
分布）
改进现产品服务进行线（例六西格玛项目减少
缺陷）
结果结果文件（例发展知识研究项目
确定否存趋势新程利社会）
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1 INTRODUCTION
Examples of projects include but are not limited to
Developing a new product service or result
Effecting a change in the structure processes staffing or style of an organization
Developing or acquiring a new or modified information system (hardware or software)
Conducting a research effort whose outcome will be aptly recorded
Constructing a building industrial plant or infrastructure or
Implementing improving or enhancing existing business processes and procedures
121 The Relationships Among Portfolios Programs and Projects
The relationship among portfolios programs and projects is such that a portfolio refers to a collection of projects
programs subportfolios and operations managed as a group to achieve strategic objectives Programs are grouped
within a portfolio and are comprised of subprograms projects or other work that are managed in a coordinated
fashion in support of the portfolio Individual projects that are either within or outside of a program are still considered
part of a portfolio Although the projects or programs within the portfolio may not necessarily be interdependent or
directly related they are linked to the organization’s strategic plan by means of the organization’s portfolio
As Figure 11 illustrates organizational strategies and priorities are linked and have relationships between
portfolios and programs and between programs and individual projects Organizational planning impacts
the projects by means of project prioritization based on risk funding and other considerations relevant to the
organization’s strategic plan Organizational planning can direct the management of resources and support for the
component projects on the basis of risk categories specific lines of business or general types of projects such as
infrastructure and process improvement
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1引言
项目例子包括限：
开发新产品服务结果
影响结构变化程员配备组织类型
开发购买新改进信息系统（硬件软件）
进行研究工作结果记录
建造建筑物厂房基础设施
实施改进加强现业务流程程序
121间关系组合程序项目
投资组合间关系项目程序样组合指系列项目
程序成份基运营理作集团战略目标实现程序分组
投资组合包括子程序项目工作协调理
投资组合支护方式项目部外部程序然认
投资组合部分项目计划组合定相互存
直接相关组织战略计划组织组合方式
图11示组织战略优先事项相联系关系
组合程序程序间项目组织规划影响
该项目项目优先级基风险资金素关
组织战略计划组织规划直接理资源支持
部分项目风险分类基础具体营品种般类型项目
基础设施工艺改进
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1
1 INTRODUCTION
Projects
Portfolio
Subportfolios
Programs
Subprograms
Projects
Projects
Projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Strategies and priorities
Progressive elaboration
Governance
Disposition on requested changes
Impacts from changes in other
portfolios programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Performance reports
Change requests with
impact on other portfolios
programs or projects
Programs
Subprograms
Projects
Projects
Figure 11 Portfolio Program and Project Management Interactions
13 What is Project Management
Project management is the application of knowledge skills tools and techniques to project activities to meet the
project requirements Project management is accomplished through the appropriate application and integration of
the 47 logically grouped project management processes which are categorized into five Process Groups These five
Process Groups are
Initiating
Planning
Executing
Monitoring and Controlling and
Closing
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1引言
项目
投资组合
成份基金
程序
子程序
项目
项目
项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
战略优先事项
渐进细化
治理
配置变更请求
变化影响
组合项目项目
绩效报告
变更请求
投资组合影响
项目项目
绩效报告
变更请求
投资组合影响
项目项目
绩效报告
变更请求
投资组合影响
项目项目
程序
子程序
项目
项目
图11组合程序项目理相互作
13项目理什？
项目理知识技工具技术应项目活动满足
项目求项目理通适应集成实现
47逻辑分组项目理程分五程组五
程组：
启动
规划
执行
监测控制
关闭
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1 INTRODUCTION
Managing a project typically includes but is not limited to
Identifying requirements
Addressing the various needs concerns and expectations of the stakeholders in planning and executing
the project
Setting up maintaining and carrying out communications among stakeholders that are active effective
and collaborative in nature
Managing stakeholders towards meeting project requirements and creating project deliverables
Balancing the competing project constraints which include but are not limited to
○○ Scope
○○ Quality
○○ Schedule
○○ Budget
○○ Resources and
○○ Risks
The specific project characteristics and circumstances can influence the constraints on which the project
management team needs to focus
The relationship among these factors is such that if any one factor changes at least one other factor is likely
to be affected For example if the schedule is shortened often the budget needs to be increased to add additional
resources to complete the same amount of work in less time If a budget increase is not possible the scope or
targeted quality may be reduced to deliver the project’s end result in less time within the same budget amount
Project stakeholders may have differing ideas as to which factors are the most important creating an even greater
challenge Changing the project requirements or objectives may create additional risks The project team needs to
be able to assess the situation balance the demands and maintain proactive communication with stakeholders in
order to deliver a successful project
Due to the potential for change the development of the project management plan is an iterative activity and is
progressively elaborated throughout the project’s life cycle Progressive elaboration involves continuously improving
and detailing a plan as more detailed and specific information and more accurate estimates become available
Progressive elaboration allows a project management team to define work and manage it to a greater level of detail
as the project evolves
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1引言
理项目通常包括限：
识求
寻址种需求问题规划执行相关利益者期
项目
建立维护实施利益相关者间通信积极效
合作性质
理利益相关者项目求创造项目交付成果会议
衡竞争项目限制中包括限：
○○范围
○○质量
○○时间表
○○预算
○○资源
○○风险
具体项目特点环境影响工程约束
理团队需集中
素间关系样果素变化素中少
受影响例果缩短工期常预算需增加额外
资源更少时间完成样工作果预算增加范围
针性质量减少交付项目终结果更短时间相预算金额
项目利益相关者想法素重创造更
挑战改变项目求目标会造成额外风险项目团队需
够评估形势衡需求保持利益相关者积极动沟通
提供成功项目
潜变化项目理计划发展迭代活动
逐步细化项目整生命周期逐步完善包括持续改进
详细计划更详细具体信息更准确估计
逐步完善项目理团队定义工作理更高层次细节
着项目发展
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1
1 INTRODUCTION
14 Relationships Among Portfolio Management Program Management
Project Management and Organizational Project Management
In order to understand portfolio program and project management it is important to recognize the similarities
and differences among these disciplines It is also helpful to understand how they relate to organizational project
management (OPM) OPM is a strategy execution framework utilizing project program and portfolio management
as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing
better performance better results and a sustainable competitive advantage
Portfolio program and project management are aligned with or driven by organizational strategies Conversely
portfolio program and project management differ in the way each contributes to the achievement of strategic goals
Portfolio management aligns with organizational strategies by selecting the right programs or projects prioritizing
the work and providing the needed resources whereas program management harmonizes its projects and program
components and controls interdependencies in order to realize specified benefits Project management develops
and implements plans to achieve a specific scope that is driven by the objectives of the program or portfolio it is
subjected to and ultimately to organizational strategies OPM advances organizational capability by linking project
program and portfolio management principles and practices with organizational enablers (eg structural cultural
technological and human resource practices) to support strategic goals An organization measures its capabilities
then plans and implements improvements towards the systematic achievement of best practices
Table 11 shows the comparison of project program and portfolio views across several dimensions within
the organization
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1引言
14 R间组合理项目理
项目理项目理组织
解组合程序项目理认识相似性重
学科间差异助解组织工程
理（OPM）OPM执行框架利项目计划策略投资组合理
组织利做法持续预见组织战略生产
更性更结果持续竞争优势
组合程序项目理组织战略驱动相反
组合程序项目理助战略目标实现方式
投资组合理组织策略通选择合适项目项目优先考虑
工作提供必资源项目理协调项目程序
组件控件相互存关系实现定济效益项目理发展
实施计划实现特定范围程序组合目标驱动
受终组织策略OPM进步组织力连接项目
项目组合理原做法组织素（结构文化
技术力资源实践）支持战略目标组织力措施
然计划实施改进佳实践系统实现
表11显示项目较程序组合观点方面
组织
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1 INTRODUCTION
Table 11 Comparative Overview of Project Program and Portfolio Management
Organizational Project Management
Projects Programs Portfolios
Projects have defined
objectives Scope is progressively
elaborated throughout the
project life cycle
Project managers expect change
and implement processes to
keep change managed and
controlled
Project managers progressively
elaborate highlevel information
into detailed plans throughout
the project life cycle
Project managers manage the
project team to meet the project
objectives
Success is measured by product
and project quality timeliness
budget compliance and degree
of customer satisfaction
Project managers monitor and
control the work of producing
the products services or results
that the project was undertaken
to produce
Programs have a larger scope
and provide more significant
benefits
Program managers expect
change from both inside and
outside the program and are
prepared to manage it
Program managers develop the
overall program plan and create
highlevel plans to guide
detailed planning at the
component level
Program managers manage the
program staff and the project
managers they provide vision
and overall leadership
Success is measured by the
degree to which the program
satisfies the needs and benefits
for which it was undertaken
Program managers monitor
the progress of program
components to ensure the
overall goals schedules budget
and benefits of the program will
be met
Portfolios have an organizational
scope that changes with the
strategic objectives of the
organization
Portfolio managers continuously
monitor changes in the
broader internal and external
environment
Portfolio managers create and
maintain necessary processes
and communication relative to
the aggregate portfolio
Portfolio managers may manage
or coordinate portfolio
management staff or program
and project staff that may have
reporting responsibilities into
the aggregate portfolio
Success is measured in terms
of the aggregate investment
performance and benefit
realization of the portfolio
Portfolio managers monitor
strategic changes and aggregate
resource allocation
performance results and risk
of the portfolio
Scope
Change
Planning
Management
Success
Monitoring
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1引言
表11项目概况项目较投资组合理
组织项目理
工程项目投资组合
项目定义
目标范围逐步
阐述整
项目生命周期
项目理预期变化
实施程
断变化理
控制
项目理逐步
精心设计高层次信息
详细计划
项目生命周期
项目理理
项目团队完成项目
目标
成功产品
工程质量时性
符合预算程度
顾客满意
项目理监控
控制生产工作
产品服务结果
该项目
生产
项目更范围
提供更重
处
项目理期
部改变
程序外
准备理
项目理发展
项目整体计划创建
高级计划指南
详细规划
组件级
项目理理
计划员项目
理者提供视觉
全面领导
成功通测量
程度程序
满足需利益
目
项目理监控
程序进展
组件确保
总体目标时间表预算
程序效益
满足
投资组合组织
范围变化
战略目标
组织
投资组合理断
监测变化
更广泛部外部
环境
投资组合理创建
保持必程
通信相关
投资组合
投资组合理理
坐标组合
理员程序
项目工作员
报告责
投资组合
成功
总投资
性效益
投资组合实现
投资组合理监控
战略变革骨料
资源分配
性测试结果风险
组合
范围
改变
规划
理
成功
监测
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1
1 INTRODUCTION
141 Program Management
A program is defined as a group of related projects subprograms and program activities managed in a
coordinated way to obtain benefits not available from managing them individually Programs may include elements
of related work outside the scope of the discrete projects in the program A project may or may not be part of a
program but a program will always have projects
Program management is the application of knowledge skills tools and techniques to a program in order to
meet the program requirements and to obtain benefits and control not available by managing projects individually
Projects within a program are related through the common outcome or collective capability If the relationship
between projects is only that of a shared client seller technology or resource the effort should be managed as a
portfolio of projects rather than as a program
Program management focuses on the project interdependencies and helps to determine the optimal approach
for managing them Actions related to these interdependencies may include
Resolving resource constraints andor conflicts that affect multiple projects within the program
Aligning organizationalstrategic direction that affects project and program goals and objectives and
Resolving issues and change management within a shared governance structure
An example of a program is a new communications satellite system with projects for design of the satellite and
the ground stations the construction of each the integration of the system and the launch of the satellite
142 Portfolio Management
A portfolio refers to projects programs subportfolios and operations managed as a group to achieve strategic
objectives The projects or programs of the portfolio may not necessarily be interdependent or directly related For
example an infrastructure firm that has the strategic objective of maximizing the return on its investments may
put together a portfolio that includes a mix of projects in oil and gas power water roads rail and airports From
this mix the firm may choose to manage related projects as one program All of the power projects may be grouped
together as a power program Similarly all of the water projects may be grouped together as a water program
Thus the power program and the water program become integral components of the enterprise portfolio of the
infrastructure firm
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141程序理
程序定义组相关项目子程序理程序活动
协调方式获利益没单独理程序包含元素
外关工作程序中单项目范围项目会会成
程序程序总项目
项目理知识技工具应程序技术
满足项目求取效益控制理项目单独
计划项目通相关常见果集体力果关系
项目间享客户销售技术资源努力应视
项目作程序组合
项目理重点项目相互存关系助确定佳方法
理相互赖相关行动包括：
解决资源约束突影响项目程序
准组织战略方影响项目目目标
解决问题变更理治理结构
程序例子新通信卫星系统卫星设计项目
面站施工系统集成卫星发射
142组合理
投资组合指工程项目项目理操作成份基金集团实现战略
目标项目投资组合计划定互相赖直接关系
例基础设施公司战略目标限度提高投资回报
投资组合包括系列项目石油天然气电力水道路铁路机场
组合企业选择理相关项目作程序电力项目分组
作项目样水工程组合起作水计划
电力规划水程序成企业投资组合组成部分
基础设施公司
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Portfolio management refers to the centralized management of one or more portfolios to achieve strategic
objectives Portfolio management focuses on ensuring that projects and programs are reviewed to prioritize
resource allocation and that the management of the portfolio is consistent with and aligned to organizational
strategies
143 Projects and Strategic Planning
Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s
strategic plan Projects are typically authorized as a result of one or more of the following strategic considerations
Market demand (eg a car company authorizing a project to build more fuelefficient cars in response
to gasoline shortages)
Strategic opportunitybusiness need (eg a training company authorizing a project to create a new
course to increase its revenues)
Social need (eg a nongovernmental organization in a developing country authorizing a project to provide
potable water systems latrines and sanitation education to communities suffering from high rates of
infectious diseases)
Environmental consideration (eg a public company authorizing a project to create a new service for
electric car sharing to reduce pollution)
Customer request (eg an electric utility authorizing a project to build a new substation to serve a new
industrial park)
Technological advance (eg an electronics firm authorizing a new project to develop a faster cheaper and
smaller laptop based on advances in computer memory and electronics technology) and
Legal requirement (eg a chemical manufacturer authorizing a project to establish guidelines for proper
handling of a new toxic material)
144 Project Management Office
A project management office (PMO) is a management structure that standardizes the projectrelated governance
processes and facilitates the sharing of resources methodologies tools and techniques The responsibilities of a
PMO can range from providing project management support functions to actually being responsible for the direct
management of one or more projects
There are several types of PMO structures in organizations each varying in the degree of control and influence
they have on projects within the organization such as
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投资组合理指组合集中理实现战略
目标投资组合理重点确保项目方案审查优先
资源分配投资组合理组织致齐
策略
143项目战略规划
项目常作直接间接实现目标组织种手段
战略计划项目通常授权列战略思考：
市场需求（例汽车公司授权项目响应建立更节高效汽车
汽油短缺）
战略机遇业务需求（例培训公司授权项目创建新
增加收入课程）
社会需（例发展中国家批准项目提供非政府组织
饮水系统厕卫生教育遭受高利率社区
传染病）
环境素（例公公司授权项目创建新服务
电动汽车享减少污染）
客户求（例电力授权项目建立新变新
工业园区）
技术进步（例电子公司授权新项目发展更快更便宜
更笔记电脑基先进计算机存电子技术）
法律求（例化学制造商授权项目建立适指引
种新毒物质处理）
144项目理办公室
项目理办公室（PMO）理结构规范项目相关治理
程便利资源方法工具技术享甲方责
PMO实际负责直接提供项目理支持功范围
项目理
组织PMO结构种类型控制影响程度
组织项目：
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Supportive Supportive PMOs provide a consultative role to projects by supplying templates best
practices training access to information and lessons learned from other projects This type of PMO
serves as a project repository The degree of control provided by the PMO is low
Controlling Controlling PMOs provide support and require compliance through various means
Compliance may involve adopting project management frameworks or methodologies using specific
templates forms and tools or conformance to governance The degree of control provided by the PMO
is moderate
Directive Directive PMOs take control of the projects by directly managing the projects The degree of
control provided by the PMO is high
The PMO integrates data and information from corporate strategic projects and evaluates how higher level
strategic objectives are being fulfilled The PMO is the natural liaison between the organization’s portfolios
programs projects and the corporate measurement systems (eg balanced scorecard)
The projects supported or administered by the PMO may not be related other than by being managed together
The specific form function and structure of a PMO are dependent upon the needs of the organization that it
supports
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life
of each project to make recommendations or to terminate projects or take other actions as required to remain
aligned with the business objectives In addition the PMO may be involved in the selection management and
deployment of shared or dedicated project resources
A primary function of a PMO is to support project managers in a variety of ways which may include but are not
limited to
Managing shared resources across all projects administered by the PMO
Identifying and developing project management methodology best practices and standards
Coaching mentoring training and oversight
Monitoring compliance with project management standards policies procedures and templates by means
of project audits
Developing and managing project policies procedures templates and other shared documentation
(organizational process assets) and
Coordinating communication across projects
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支持支持PMOS通提供模板项目提供咨询作
实践培训获信息鉴工程鉴种类型项目理办公室
作项目库通项目理办公室提供控制程度低
控制控制PMOS提供支持求符合性通种手段
服包括采项目理框架方法特定
模板形式工具治理项目理办公室提供控制程度
温
指令指令PMOS采取项目控制通直接理项目程度
项目理办公室提供控制高
项目理办公室数信息企业战略项目评估更高层次
战略目标实现PMO组织投资组合间天然联系
项目项目企业测量系统（衡计分卡）
支持项目项目理办公室理相关理起
具体形式功PMO结构取决组织需求
支持
项目理办公室权作整体利益相关者关键决策整生命
项目提出建议终止项目采取措施需继续
业务目标相致外项目理办公室会参选择理
享专项目资源配置
项目理办公室功支持项目理种样方式包括
限：
享资源理项目理办公室理项目
识开发项目理方法佳做法标准
辅导指导培训监督
监测项目理标准合规政策程序模板方法
项目审计
开发项目理政策程序模板享文件
（组织程资产）
跨项目协调沟通
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Project managers and PMOs pursue different objectives and as such are driven by different requirements All
of these efforts are aligned with the strategic needs of the organization Differences between the role of project
managers and a PMO may include the following
The project manager focuses on the specified project objectives while the PMO manages major program
scope changes which may be seen as potential opportunities to better achieve business objectives
The project manager controls the assigned project resources to best meet project objectives while the
PMO optimizes the use of shared organizational resources across all projects
The project manager manages the constraints (scope schedule cost quality etc) of the individual
projects while the PMO manages the methodologies standards overall risksopportunities metrics and
interdependencies among projects at the enterprise level
15 R elationship Between Project Management Operations Management
and Organizational Strategy
Operations management is responsible for overseeing directing and controlling business operations Operations
evolve to support the daytoday business and are necessary to achieve strategic and tactical goals of the business
Examples include production operations manufacturing operations accounting operations software support and
maintenance
Though temporary in nature projects can help achieve the organizational goals when they are aligned with the
organization’s strategy Organizations sometimes change their operations products or systems by creating strategic
business initiatives that are developed and implemented through projects Projects require project management
activities and skill sets while operations require business process management operations management activities
and skill sets
151 Operations and Project Management
Changes in business operations may be the focus of a dedicated project—especially if there are substantial
changes to business operations as a result of a new product or service delivery Ongoing operations are outside of
the scope of a project however there are intersecting points where the two areas cross
Projects can intersect with operations at various points during the product life cycle such as
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项目理项目理办公室追求目标需求驱动
努力应组织战略保持致项目角色间差异
理项目理办公室包括容：
项目理关注特定项目目标项目理办公室理专业
范围变化视潜机会更实现营目标
项目理控制分配项目资源便实现项目目标
项目理办公室组织资源优化享项目中
项目理理限制（范围进度成质量等）体
项目项目理办公室负责理方法标准整体风险机会指标
企业级项目间相互赖性
15关系间项目理运营理
组织战略
业务理负责监督指导控制业务操作
发展支持日常业务实现业务战略战术目标
例子包括：生产制造业务会计业务软件支持
维修
然时性项目帮助实现组织目标时致
组织战略组织时会改变业务产品系统通建立战略
商业计划通制定实施项目项目需项目理
活动技操作需业务流程理业务理活动
技
151运营项目理
业务操作中变化成专门项目特果量
改变营作结果新产品服务正进行操作外
项目范围然交叉点两区域交叉
项目相交点操作产品生命周期中：
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At each closeout phase
When developing a new product upgrading a product or expanding outputs
While improving operations or the product development process or
Until the end of the product life cycle
At each point deliverables and knowledge are transferred between the project and operations for implementation
of the delivered work This implementation occurs through a transfer of project resources to operations toward the
end of the project or through a transfer of operational resources to the project at the start
Operations are ongoing endeavors that produce repetitive outputs with resources assigned to do basically the
same set of tasks according to the standards institutionalized in a product life cycle Unlike the ongoing nature of
operations projects are temporary endeavors
1511 Operations Management
Operations management is a subject area that is outside the scope of formal project management as described
in this standard
Operations management is an area of management concerned with ongoing production of goods andor
services It involves ensuring that business operations continue efficiently by using the optimum resources needed
and meeting customer demands It is concerned with managing processes that transform inputs (eg materials
components energy and labor) into outputs (eg products goods andor services)
1512 Operational Stakeholders in Project Management
While operations management is different from project management (see 1511) the needs of stakeholders
who perform and conduct business operations are important considerations in projects that will affect their future
work and endeavors Project managers who consider and appropriately include operational stakeholders in all
phases of projects gain insight and avoid unnecessary issues that often arise when their input is overlooked
Operational stakeholders should be engaged and their needs identified as part of the stakeholder register and
their influence (positive or negative) should be addressed as part of the risk management plan
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1引言
收尾阶段
开发新产品升级产品者扩输出
时提高业务产品开发流程
直产品生命周期结束
点交付成果知识转移项目操作间执行
交付工作种实现通转项目资源营走
项目结束通转业务资源启动项目
操作正进行努力产生重复输出资源分配基做
根标准化产品生命周期务集持续性
操作项目时努力
1511运营理
运营理学科领域正式项目理范围描述
标准
运营理企业理关注正生产货物区
服务涉确保业务持续效通需资源优化
满足客户需求关注理程输入（例材料
部件源劳动力）输出（例产品产品服务）
1512运行利益方项目理
运营理项目理（见1511）利益相关者需
谁执行进行业务操作重考虑素会影响未项目
工作努力项目理谁考虑利益相关者包括适操作
阶段项目解避免必问题常出现时输入忽略
业务层面利益相关者应参需求确定利益相关者注册部分
影响（积极消极）应作风险理计划部分
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The following list includes examples of operational stakeholders (depending upon the business)
Plant operators
Manufacturing line supervisors
Help desk staff
Production system support analysts
Customer service representative
Salespersons
Maintenance workers
Telephone sales personnel
Call center personnel
Retail workers
Line managers and
Training officers
152 Organizations and Project Management
Organizations use governance to establish strategic direction and performance parameters The strategic
direction provides the purpose expectations goals and actions necessary to guide business pursuit and is aligned
with business objectives Project management activities should be aligned with toplevel business direction and
if there is a change then project objectives need to be realigned In a project environment changes to project
objectives affect project efficiency and success When the business alignment for a project is constant the chance
for project success greatly increases because the project remains aligned with the strategic direction of the
organization Should something change projects should change accordingly
1521 ProjectBased Organizations
Projectbased organizations (PBOs) refer to various organizational forms that create temporary systems
for carrying out their work PBOs can be created by different types of organizations (ie functional matrix or
projectized (see 213)) The use of PBOs may diminish the hierarchy and bureaucracy inside the organizations as
the success of the work is measured by the final result rather than by position or politics
PBOs conduct the majority of their work as projects andor provide project rather than functional approaches PBOs
can refer to either entire firms (as in telecommunications oil and gas construction consultancy and professional
services) multifirm consortia or networks it is also possible that some large projectbased organizations have
functional support areas or that the PBO is nested within subsidiaries or divisions of larger corporations
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面列表包括业务层面利益相关者例子（根业务）：
厂营
生产线
帮助台工作员
生产系统支持分析师
客户服务代表
售货员
维修工
电话销售员
呼中心员
零售业工
直线理
训练军官
152组织项目理
组织治理建立战略方性参数战略
方提供目目标期必措施引导企业追求齐
业务目标项目理活动应顶级商务方齐
果变化需重新调整项目目标项目环境中更改项目
目影响项目效率成功项目营定位恒定机会
项目成功增加项目保持战略方齐
组织应变化项目应发生相应变化
1521项目基础组织
基项目组织（PBO）指种组织形式创建时系统
进行工作PBO类型组织（功矩阵
项目（参213））PBOs会减少层次官僚义组织
项工作成功结果位置测量政治
项目提供项目功方法进行工作部分PBOPBO
指整企业（电信石油天然气施工咨询专业
企业联盟服务）网络型项目组织
功支持领域PBO嵌套企业子公司部门
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1522 The Link Between Project Management and Organizational Governance
Projects (and programs) are undertaken to achieve strategic business outcomes for which many organizations
now adopt formal organizational governance processes and procedures Organizational governance criteria
can impose constraints on projects—particularly if the project delivers a service which will be subject to strict
organizational governance
Because project success may be judged on the basis of how well the resultant product or service supports
organizational governance it is important for the project manager to be knowledgeable about corporate
organizational governance policies and procedures pertaining to the subject matter of the product or service
(eg if an organization has adopted policies in support of sustainability practices and the project involves
construction of a new office building the project manager should be aware of sustainability requirements related
to building construction)
1523 The Relationship Between Project Management and Organizational Strategy
Organizational strategy should provide guidance and direction to project management—especially when one
considers that projects exist to support organizational strategies Often it is the project sponsor or the portfolio or
program manager who identifies alignment or potential conflicts between organizational strategies and project goals
and then communicates these to the project manager If the goals of a project are in conflict with an established
organizational strategy it is incumbent upon the project manager to document and identify such conflicts as early
as possible in the project At times the development of an organizational strategy could be the goal of a project
rather than a guiding principle In such a case it is important for the project to specifically define what constitutes
an appropriate organizational strategy that will sustain the organization
16 Business Value
Business value is a concept that is unique to each organization Business value is defined as the entire value
of the business the total sum of all tangible and intangible elements Examples of tangible elements include
monetary assets fixtures stockholder equity and utility Examples of intangible elements include good will brand
recognition public benefit and trademarks Depending on the organization business value scope can be short
medium or longterm Value may be created through the effective management of ongoing operations However
through the effective use of portfolio program and project management organizations will possess the ability to
employ reliable established processes to meet strategic objectives and obtain greater business value from their
project investments While not all organizations are business driven all organizations conduct businessrelated
activities Whether an organization is a government agency or a nonprofit organization all organizations focus on
attaining business value for their activities
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1522链接项目理组织治理间
项目（专业）实现企业战略结果中许组织
现采正式组织治理程程序组织治理标准
果项目提供服务受严格限制项目特
组织治理
项目成功判断基础产品服务支持
组织治理项目理公司知识重
组织治理政策关产品服务标物程序
（例果组织持续发展实践项目支持采取措施包括
新办公楼建设项目理应该意识持续发展相关求
建筑）
1523项目理组织战略间关系
组织战略应项目理提供指导方时特
认项目存支持组织策略通常项目发起投资组合
项目理确定齐潜利益突间组织战略目标
然项目理果项目目标建立突
组织战略义容辞责项目理文件早期发现种突
项目时组织战略发展项目目标
指导原种情况该项目具体定义什重
适组织战略维持组织
16商业价值
企业价值概念组织独特企业价值指整价值
商业形形素总形素例子包括
货币性资产夹具股东权益实形素例子包括良意愿品牌
识公利益商标根组织商业价值范围短—
中长期值通正进行操作效理创造
通投资组合效计划项目理组织力
采建立程满足战略目标中获更商业价值
项目投资然组织业务驱动组织进行相关业务
活动组织政府机构非营利组织组织关注焦点
达活动商业价值
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1 INTRODUCTION
Successful business value realization begins with comprehensive strategic planning and management
Organizational strategy can be expressed through the organization’s mission and vision including orientation to
markets competition and other environmental factors Effective organizational strategy provides defined directions
for development and growth in addition to performance metrics for success In order to bridge the gap between
organizational strategy and successful business value realization the use of portfolio program and project
management techniques is essential
Portfolio management aligns components (projects programs or operations) to the organizational strategy
organized into portfolios or subportfolios to optimize project or program objectives dependencies costs timelines
benefits resources and risks This allows organizations to have an overall view of how the strategic goals are
reflected in the portfolio institute appropriate governance management and authorize human financial or material
resources to be allocated based on expected performance and benefits
Using program management organizations have the ability to align multiple projects for optimized or integrated
costs schedule effort and benefits Program management focuses on project interdependencies and helps to
determine the optimal approach for managing and realizing the desired benefits
With project management organizations have the ability to apply knowledge processes skills and tools and
techniques that enhance the likelihood of success over a wide range of projects Project management focuses on
the successful delivery of products services or results Within programs and portfolios projects are a means of
achieving organizational strategy and objectives
Organizations can further facilitate the alignment of these portfolio program and project management activities
by strengthening organizational enablers such as structural cultural technological and human resource practices
By continuously conducting portfolio strategic alignment and optimization performing business impact analyses
and developing robust organizational enablers organizations can achieve successful transitions within the portfolio
program and project domains and attain effective investment management and business value realization
17 Role of the Project Manager
The project manager is the person assigned by the performing organization to lead the team that is responsible
for achieving the project objectives The role of a project manager is distinct from a functional manager or operations
manager Typically the functional manager is focused on providing management oversight for a functional or a
business unit and operations managers are responsible for ensuring that business operations are efficient
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1引言
成功商业价值实现综合性战略规划理
组织策略通组织命愿景表达包括定位
市场竞争环境素效组织策略提供明确方
发展增长演出成功标准弥补间差距
组织战略成功实现商业价值投资组合程序项目
理技术必
投资组合理组件（项目项目操作）组织策略
组织成组合成份基优化项目计划目标赖成进度
效益资源风险机构样战略目标整体观点
反映投资组合制定恰治理授权财务材料
资源基预期性效益分配
利项目理组织必须项目优化综合力
成进度努力效益项目理重点项目相互存关系助
确定理实现预期效益佳途径
项目理组织应知识技力程工具
技术提高成功性宽范围项目项目理重点
产品服务成功交付结果项目投资项目指
实现组织战略目标
组织进步促进组合校准程序项目理活动
通加强组织推动者结构文化技术力资源实践
通断进行战略调整优化组合进行业务影响分析
发展强组织素组织投资组合实现成功转型
项目项目领域实现效投资理企业价值实现
项目理角色17
项目理执行组织指派带领团队负责
实现项目目标项目理作职部门理业务
理通常情况职理重点提供功理监督
业务单元业务理负责确保业务运作效率
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1 INTRODUCTION
Depending on the organizational structure a project manager may report to a functional manager In other cases
a project manager may be one of several project managers who report to a program or portfolio manager who is
ultimately responsible for enterprisewide projects In this type of structure the project manager works closely with
the program or portfolio manager to achieve the project objectives and to ensure the project management plan
aligns with the overarching program plan The project manager also works closely and in collaboration with other
roles such as a business analyst quality assurance manager and subject matter experts
171 Responsibilities and Competencies of the Project Manager
In general project managers have the responsibility to satisfy the needs task needs team needs and
individual needs As project management is a critical strategic discipline the project manager becomes the link
between the strategy and the team Projects are essential to the growth and survival of organizations Projects
create value in the form of improved business processes are indispensable in the development of new products
and services and make it easier for companies to respond to changes in the environment competition and
the marketplace The project manager’s role therefore becomes increasingly strategic However understanding
and applying the knowledge tools and techniques that are recognized as good practice are not sufficient for
effective project management In addition to any areaspecific skills and general management proficiencies
required for the project effective project management requires that the project manager possess the following
competencies
Knowledge—Refers to what the project manager knows about project management
Performance—Refers to what the project manager is able to do or accomplish while applying his or her
project management knowledge
Personal—Refers to how the project manager behaves when performing the project or related activity
Personal effectiveness encompasses attitudes core personality characteristics and leadership which
provides the ability to guide the project team while achieving project objectives and balancing the project
constraints
172 Interpersonal Skills of a Project Manager
Project managers accomplish work through the project team and other stakeholders Effective project managers
require a balance of ethical interpersonal and conceptual skills that help them analyze situations and interact
appropriately Appendix X3 on Interpersonal Skills describes important interpersonal skills such as
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1
1引言
根组织结构项目理理报告情况
项目理项目理报告项目投资组合理谁
终负责企业范围项目种类型结构项目理紧密合作
该程序投资组合理完成项目目标确保项目理计划
总体计划项目理密切合作
角色商业分析师质量保证理题专家
171职责项目理力
般情况项目理责满足务需团队需：
需求项目理关键学科战略项目理成链接
战略团队间项目生长生存必少组织项目
改进业务流程形式创造价值必少新产品开发
服务企业应环境变化竞争更加容易
市场项目理角色成越越战略然理解
运知识工具公认良做法技术够
效项目理区特定技综合理水
项目需效项目理求项目理具备
力：
知识指项目理知道项目理
性指项目理做完成
项目理知识
指项目理行执行项目时相关活动
效性包括态度性特征领导核心
提供指导项目团队实现项目目标衡项目力
约束
项目理外际关系技巧
项目理完成工作通项目团队利益相关者效项目理
需道德际关系衡概念技帮助分析情况相互作
适附录X3际关系技巧介绍重际关系技巧：
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1 INTRODUCTION
Leadership
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
Trust building
Conflict management and
Coaching
18 Project Management Body of Knowledge
The PMBOK Guide contains the standard for managing most projects most of the time across many types of
industries The standard included in Annex A1 describes the project management processes used to manage a
project toward a more successful outcome
This standard is unique to the project management field and has interrelationships to other project management
disciplines such as program management and portfolio management
Project management standards do not address all details of every topic This standard is limited to individual
projects and the project management processes that are generally recognized as good practice Other standards
may be consulted for additional information on the broader context in which projects are accomplished such as
The Standard for Program Management [3] addresses the management of programs
The Standard for Portfolio Management [4] addresses the management of portfolios
Organizational Project Management Maturity Model (OPM3) [5] examines an enterprise’s project
management process capabilities
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1引言
领导
团队建设
动机
通信
影响
决策
政治文化意识培养
谈判
信托厦
突理
教练
18项目理知识体系
PMBOK指南包含理数项目部分时间许类型标准
产业标准包括附录A1介绍项目理程理
走更成功结果项目
标准项目理领域具独特相互关系项目理
计划理投资组合理学科
项目理标准解决细节话题标准仅限单
项目公认良做法项目理程标准
项目完成更广泛范围附加信息咨询：
程序理[ 3 ]址项目理标准
组合理[ 4 ]址投资组合理标准
组织项目理成熟度模型（OPM3）[ 5 ]企业项目
理流程力
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Projects and project management take place in an environment that is broader than that of the project itself
Understanding this broader context helps ensure that work is carried out in alignment with the organization’s
goals and managed in accordance with the organization’s established practices This section describes how
organizational influences affect the methods used for staffing managing and executing the project It discusses
the influence of stakeholders on the project and its governance the project team’s structure and membership and
different approaches to the phasing and relationship of activities within the project’s life cycle The following major
sections are addressed
21 Organizational Influences on Project Management
22 Project Stakeholders and Governance
23 Project Team
24 Project Life Cycle
22
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2组织影响项目生命周期
组织影响项目生命周期
项目项目理发生环境中项目身更
解更广泛文助确保工作组织取进行
组织定做法目标理节描述
组织影响员理方法执行项目述
利益相关者项目治理影响项目团队结构会员
相位项目生命周期活动关系方法
部分解决：
项目理组织影响21
22项目利益相关者治理
23项目团队
24项目生命周期
22
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
21 Organizational Influences on Project Management
An organization’s culture style and structure influence how its projects are performed The organization’s level
of project management maturity and its project management systems can also influence the project When a project
involves external entities such as those that are part of a joint venture or partnering agreement the project will be
influenced by more than one organization The following sections describe organizational characteristics factors and
assets within an enterprise that are likely to influence the project
211 Organizational Cultures and Styles
Organizations are systematic arrangements of entities (persons andor departments) aimed at accomplishing
a purpose which may involve undertaking projects An organization’s culture and style affect how it conducts projects
Cultures and styles are group phenomena known as cultural norms which develop over time The norms include
established approaches to initiating and planning projects the means considered acceptable for getting the work
done and recognized authorities who make or influence decisions
Organizational culture is shaped by the common experiences of members of the organization and most organizations
have developed unique cultures over time by practice and common usage Common experiences include but are not
limited to
Shared visions mission values beliefs and expectations
Regulations policies methods and procedures
Motivation and reward systems
Risk tolerance
View of leadership hierarchy and authority relationships
Code of conduct work ethic and work hours and
Operating environments
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2组织影响项目生命周期
项目理组织影响21
组织文化风格结构影响项目执行组织水
项目理成熟度项目理系统会影响项目项目
涉外部实体合资合作协议部分该项目
组织影响面章节描述组织特征素
企业影响项目范围资产
211组织文化风格
组织实体性制度安排（部门）旨实现
目涉创业项目组织文化风格影响进行项目
文化风格组织现象称文化规范着时间发展该规范包括
建立方法启动规划项目意味着工作
做公认权威机构谁做决策
组织文化组织数组织成员历塑造
已开发独特文化着时间推移实践惯例验包括
限：
愿景命价值观信仰期
法规政策方法程序
激励奖励制度
风险容忍度
领导观层次权威关系
行规范职业道德工作时间
操作环境
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The organization’s culture is an enterprise environmental factor as described in Section 215 Cultures and
styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives A
project manager should therefore understand the different organizational styles and cultures that may affect a
project The project manager needs to know which individuals in the organization are the decision makers or
influencers and work with them to increase the probability of project success
In light of globalization understanding the impact of cultural influences is critical in projects involving diverse
organizations and locations around the world Culture becomes a critical factor in defining project success and multicultural
competence becomes critical for the project manager
212 Organizational Communications
Project management success in an organization is highly dependent on an effective organizational communication
style especially in the face of globalization of the project management profession Organizational communications
capabilities have great influence on how projects are conducted As a consequence project managers in distant
locations are able to more effectively communicate with all relevant stakeholders within the organizational structure to
facilitate decision making Stakeholders and project team members can also use electronic communications (including
email texting instant messaging social media video and web conferencing and other forms of electronic media) to
communicate with the project manager formally or informally
213 Organizational Structures
Organizational structure is an enterprise environmental factor which can affect the availability of resources and
influence how projects are conducted (see also Section 215) Organizational structures range from functional to
projectized with a variety of matrix structures in between Table 21 shows key projectrelated characteristics of the
major types of organizational structures
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2组织影响项目生命周期
组织文化企业环境素第215描述文化
风格学分享会项目达目标力影响
项目理应该解组织风格文化：影响
项目项目理需知道组织中决策者
影响力起工作提高项目成功概率
全球化影响解文化影响项目涉关键
世界组织点文化定义项目成功关键素元文化
力成项目理关键
212组织沟通
组织中项目理成功高度赖效组织沟通
风格特项目理行业面全球化组织沟通
力影响进行项目作结果遥远项目理
位置够更效沟通组织结构利益相关者
促进决策利益相关者项目团队成员电子通讯（包括
电子邮件短信时通讯社会媒体视频网络会议形式电子媒体）
正式非正式沟通项目理
213组织结构
组织结构企业环境素会影响资源性
影响项目进行（参见第215）组织结构：功
项目化种样矩阵结构关系表21显示关键项目相关特性
组织结构类型
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Table 21 Influence of Organizational Structures on Projects
Project Manager's
Authority
Resource
Availability
Who manages the
project budget
Project Manager's
Role
Project Management
Administrative Staff
Project
Characteristics
Organization
Structure
Functional
Weak Matrix Balanced Matrix Strong Matrix
Matrix
Projectized
Little or None
Little or None
Parttime Parttime Parttime Fulltime Fulltime
Parttime Parttime Fulltime Fulltime Fulltime
Functional
Manager
Functional
Manager Mixed
Project
Manager
Project
Manager
Low
Low
Low to
Moderate
Low to
Moderate
Moderate
to High
Moderate
to High
High to
Almost Total
High to
Almost Total
The classic functional organization shown in Figure 21 is a hierarchy where each employee has one clear
superior Staff members are grouped by specialty such as production marketing engineering and accounting
at the top level Specialties may be further subdivided into focused functional units such as mechanical and
electrical engineering Each department in a functional organization will do its project work independently of other
departments
Functional
Manager
Chief
Executive
Project
Coordination
(Gray boxes represent staff engaged in project activities)
Staff
Staff Staff
Staff
Staff
Functional
Manager
Functional
Manager
Staff
Staff Staff
Staff
Figure 21 Functional Organization
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2组织影响项目生命周期
表21组织结构项目影响
项目理
权威
资源
性
谁理
项目预算
项目理
作
项目理
行政员
项目
特征
组织
结构
功
弱矩阵强矩阵衡矩阵
矩阵
项目化
少没
少没
部分时间部分时间兼职全职全时
部分时间兼职全职全时全时间
功
理
功
理混合
项目
理
项目
理
低
低
低
适度
低
适度
适度
高
适度
高
高
完全
高
完全
典型职型组织结构图21示层次结构中员工明确
卓越工作员专业划分生产营销工程会计
顶层专业进步细分重点功单元机械
电气工程功组织部门独立工作项目
部门
功
理
首席
执行
项目
协调
（灰色方块代表员事项目活动）
工作员
员工
工作员
工作员
功
理
功
理
工作员
员工
工作员
图21功组织
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Matrix organizations as shown in Figures 22 through 24 reflect a blend of functional and projectized
characteristics Matrix organizations can be classified as weak balanced or strong depending on the relative level
of power and influence between functional and project managers Weak matrix organizations maintain many of the
characteristics of a functional organization and the role of the project manager is more of a coordinator or expediter
A project expediter works as staff assistant and communications coordinator The expediter cannot personally
make or enforce decisions Project coordinators have power to make some decisions have some authority and
report to a higherlevel manager Strong matrix organizations have many of the characteristics of the projectized
organization and have fulltime project managers with considerable authority and fulltime project administrative
staff While the balanced matrix organization recognizes the need for a project manager it does not provide the
project manager with the full authority over the project and project funding Table 21 provides additional details of
the various matrix organizational structures
Functional
Manager
Chief
Executive
Project
(Gray boxes represent staff engaged in project activities) Coordination
Staff
Staff Staff
Staff Staff
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Figure 22 Weak Matrix Organization
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Functional
Manager
Staff Staff
Staff Staff
Staff
Chief
Executive
Functional
Manager
Functional
Manager
Project
Coordination (Gray boxes represent staff engaged in project activities)
Project Manager
Staff
Staff Staff
Figure 23 Balanced Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
(Gray boxes represent staff engaged in project activities) Project Coordination
Figure 24 Strong Matrix Organization
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2组织影响项目生命周期
矩阵式组织图22通24体现功项目型混合
特征矩阵组织分弱衡强烈取决相水
功项目理间权力影响力弱矩阵组织保持
种功性组织特性项目理角色协调者促进者
项目促进者作品作项目协调员促进者亲
制定执行决定项目协调员权作出决定权
高级理汇报强矩阵组织许项目化特征
组织相权限全职项目理全职项目行政
工作员衡矩阵式组织认识项目理必性提供
项目理充分权力项目项目资金表21提供额外细节
矩阵组织结构
功
理
首席
执行
项目
（灰色方块代表员事项目活动）协调
工作员
员工
员工
功
理
功
理
工作员
工作员
工作员
工作员
图22弱矩阵组织
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2组织影响项目生命周期
功
理
员工
员工
工作员
首席
执行
功
理
功
理
项目
协调（灰色框代表员事项目活动）
项目理
工作员
员工
图23衡矩阵型组织
首席
执行
功
理
功
理
功
理
理
项目理
工作员
工作员
员工
项目理
项目理
项目理
工作员
工作员
工作员
工作员
工作员
工作员
（灰色方块代表员事项目活动）项目协调
图24强矩阵组织
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
At the opposite end of the spectrum to the functional organization is the projectized organization shown in
Figure 25 In a projectized organization team members are often colocated Most of the organization’s resources
are involved in project work and project managers have a great deal of independence and authority Virtual
collaboration techniques are often used to accomplish the benefits of colocated teams Projectized organizations
often have organizational units called departments but they can either report directly to the project manager or
provide support services to the various projects
Project
Manager
Chief
Executive
Project
Coordination
(Gray boxes represent staff engaged in project activities)
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Figure 25 Projectized Organization
Many organizations involve all these structures at various levels often referred to as a composite organization
as shown in Figure 26 For example even a fundamentally functional organization may create a special project
team to handle a critical project Such a team may have many of the characteristics of a project team in a projectized
organization The team may include fulltime staff from different functional departments may develop its own set
of operating procedures and may even operate outside of the standard formalized reporting structure during the
project Also an organization may manage most of its projects in a strong matrix but allow small projects to be
managed by functional departments
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2组织影响项目生命周期
光谱端功组织项目式组织显示
图25项目型组织中团队成员位数组织资源
参项目工作项目理独立性权威性虚拟
协作技术常实现位团队处项目式组织
设称部门组织直接项目理汇报
项目提供支持服务
项目
理
首席
执行
项目
协调
（灰色方块代表员事项目活动）
项目
理
项目
理
工作员
工作员
工作员
工作员
工作员
工作员
工作员
工作员
工作员
图25项目式组织
许组织层次包含结构通常称复合组织
图26示例根功组织建立专门项目
团队处理重项目样团队项目式项目团队许特性
组织团队包括专职员职部门制定
操作程序甚操作标准外结构形式报告
项目时组织处理数强矩阵项目允许项目
职部门理
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project B Coordination Project A Coordination
(Gray boxes represent staff engaged in project activities)
Figure 26 Composite Organization
Many organizational structures include strategic middle management and operational levels The project
manager may interact with all three levels depending on factors such as
Strategic importance of the project
Capacity of stakeholders to exert influence on the project
Degree of project management maturity
Project management systems and
Organizational communications
This interaction determines project characteristics such as
Project manager’s level of authority
Resource availability and management
Entity controlling the project budget
Project manager’s role and
Project team composition
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2组织影响项目生命周期
首席
执行
功
理
功
理
功
理
理
项目理
工作员
工作员
员工
项目理
项目理
项目理
工作员
工作员
工作员
工作员
工作员
工作员
B项目协调项目协调
（灰色方块代表员事项目活动）
图26复合组织
许组织结构包括战略中层理员操作水项目
理会三水取决相互作：
项目战略重性
力利益相关者项目影响
项目理成熟度
项目理系统
组织沟通
种相互作决定项目特点：
权威项目理水
资源性理
实体项目预算控制
项目理角色
项目团队组成
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
214 Organizational Process Assets
Organizational process assets are the plans processes policies procedures and knowledge bases specific
to and used by the performing organization They include any artifact practice or knowledge from any or all of
the organizations involved in the project that can be used to perform or govern the project These process assets
include formal and informal plans processes policies procedures and knowledge bases specific to and used by the
performing organization The process assets also include the organization’s knowledge bases such as lessons learned
and historical information Organizational process assets may include completed schedules risk data and earned
value data Organizational process assets are inputs to most planning processes Throughout the project the project
team members may update and add to the organizational process assets as necessary Organizational process assets
may be grouped into two categories (1) processes and procedures and (2) corporate knowledge base
2141 Processes and Procedures
The organization’s processes and procedures for conducting project work include but are not limited to
Initiating and Planning
○○ Guidelines and criteria for tailoring the organization’s set of standard processes and procedures
to satisfy the specific needs of the project
○○ Specific organizational standards such as policies (eg human resources policies health and
safety policies ethics policies and project management policies) product and project life cycles
and quality policies and procedures (eg process audits improvement targets checklists and
standardized process definitions for use in the organization) and
○○ Templates (eg risk register work breakdown structure project schedule network diagram and
contract templates)
Executing Monitoring and Controlling
○○ Change control procedures including the steps by which performing organization standards
policies plans and procedures or any project documents will be modified and how any changes
will be approved and validated
○○ Financial controls procedures (eg time reporting required expenditure and disbursement
reviews accounting codes and standard contract provisions)
○○ I ssue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
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○○ Organizational communication requirements (eg specific communication technology available
authorized communication media record retention policies and security requirements)
○○ Procedures for prioritizing approving and issuing work authorizations
○○ Risk control procedures including risk categories risk statement templates probability and
impact definitions and probability and impact matrix and
○○ Standardized guidelines work instructions proposal evaluation criteria and performance
measurement criteria
Closing
○○ Project closure guidelines or requirements (eg lessons learned final project audits project
evaluations product validations and acceptance criteria)
2142 Corporate Knowledge Base
The organizational knowledge base for storing and retrieving information includes but is not limited to
Configuration management knowledge bases containing the versions and baselines of all performing
organization standards policies procedures and any project documents
Financial databases containing information such as labor hours incurred costs budgets and any project
cost overruns
Historical information and lessons learned knowledge bases (eg project records and documents
all project closure information and documentation information regarding both the results of previous
project selection decisions and previous project performance information and information from risk
management activities)
Issue and defect management databases containing issue and defect status control information issue
and defect resolution and action item results
Process measurement databases used to collect and make available measurement data on processes
and products and
Project files from previous projects (eg scope cost schedule and performance measurement baselines
project calendars project schedule network diagrams risk registers planned response actions and
defined risk impact)
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2组织影响项目生命周期
214组织程资产
组织程资产计划程序政策程序知识库具体
执行组织包括伪影实践知识
参项目执行理项目组织程资产
包括正式非正式计划程序政策程序知识库通具体应
执行组织程资产包括组织知识基础验教训
历史信息组织程资产包括完成计划风险数获
数值数组织程资产规划输入程整项目中项目
团队成员更新添加组织程资产必组织程资产
分两类：（1）程序（2）企业知识库
2141程程序
进行项目工作组织程程序包括限：
启动计划：
定制标准程序流程组织建立○○准标准
满足该项目具体需
○○特定组织标准等政策（例力资源政策健康
安全政策安全政策项目理政策）产品项目生命周期
质量政策程序（例程审核改进目标清单
组织标准程定义）
○○模板（例风险登记册工作分解结构项目进度网络图
合模板）
执行监测控制：
○○变更控制程序中包括执行组织标准步骤
政策计划程序项目文件修改改变
批准验证
○○财务控制程序（例报告需时间费支出
回顾会计准标准合条款）
○○问题缺陷理程序确定问题缺陷控制问题缺陷
识解决行动追踪
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○○组织沟通求（例特定通信技术
授权通信媒体记录保留政策安全求）
○○程序优先审批发放工作授权
○○风险控制程序包括风险类风险报表模板概率
影响定义概率影响矩阵
○○标准化指南作业指导书建议书评估标准性
测量标准
关闭：
○○项目关闭指南求（例验教训终项目审计项目
产品评估验证验收标准）
2142公司知识库
存储检索信息组织知识库包括限：
配置理知识库包含表演版基线
组织标准政策程序项目文件
金融数库包含信息劳动时间成预算项目
成超支
历史信息验教训知识库（例项目记录文件
关闭项目信息文件前结果信息
项目选择决策前项目绩效信息信息风险
理活动）
问题缺陷理数库包含问题缺陷状态控制信息问题
缺陷分辨率行动结果
程测量数库收集处理测量数
产品
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险应计划行动寄存器
定义风险影响）
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
215 Enterprise Environmental Factors
Enterprise environmental factors refer to conditions not under the control of the project team that influence
constrain or direct the project Enterprise environmental factors are considered inputs to most planning processes
may enhance or constrain project management options and may have a positive or negative influence on the
outcome
Enterprise environmental factors vary widely in type or nature Enterprise environmental factors include but are
not limited to
Organizational culture structure and governance
Geographic distribution of facilities and resources
Government or industry standards (eg regulatory agency regulations codes of conduct product
standards quality standards and workmanship standards)
Infrastructure (eg existing facilities and capital equipment)
Existing human resources (eg skills disciplines and knowledge such as design development legal
contracting and purchasing)
Personnel administration (eg staffing and retention guidelines employee performance reviews and
training records reward and overtime policy and time tracking)
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate
Organization’s established communications channels
Commercial databases (eg standardized cost estimating data industry risk study information and risk
databases) and
Project management information system (eg an automated tool such as a scheduling software tool
a configuration management system an information collection and distribution system or web interfaces
to other online automated systems)
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2组织影响项目生命周期
215企业环境素
企业环境素条件项目团队控制影响
约束直接项目企业环境素认数计划输入程
增强限制项目理方案积极消极影响
结果
企业环境素性质类型企业环境素包括
限：
组织文化结构治理
设施资源理分布
政府行业标准（例监机构规定行规范产品
标准质量标准工艺标准）
基础设施（例现设施设备）
现力资源（例技纪律知识设计开发法律
合采购）
事理（例招聘保留指引员工绩效
培训记录奖励加班政策时间踪）
公司工作授权系统
市场条件
利益相关者风险容限
政治气候
组织建立沟通渠道
商业数库（例标准化成估算数研究信息产业风险风险
数库）
项目理信息系统（例动化工具调度软件工具
配置理系统信息收集分配系统Web界面
线动化系统）
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
22 Project Stakeholders and Governance
A stakeholder is an individual group or organization who may affect be affected by or perceive itself to be
affected by a decision activity or outcome of a project Stakeholders may be actively involved in the project or have
interests that may be positively or negatively affected by the performance or completion of the project Different
stakeholders may have competing expectations that might create conflicts within the project Stakeholders may
also exert influence over the project its deliverables and the project team in order to achieve a set of outcomes
that satisfy strategic business objectives or other needs Project governance—the alignment of the project with
stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and
the achievement of organizational objectives Project governance enables organizations to consistently manage
projects and maximize the value of project outcomes and align the projects with business strategy It provides a
framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs
and expectations and organizational strategic objectives or address circumstances where these may not be in
alignment
221 Project Stakeholders
Stakeholders include all members of the project team as well as all interested entities that are internal or
external to the organization The project team identifies internal and external positive and negative and performing
and advising stakeholders in order to determine the project requirements and the expectations of all parties
involved The project manager should manage the influences of these various stakeholders in relation to the project
requirements to ensure a successful outcome Figure 27 illustrates the relationship between the project the
project team and various stakeholders
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2组织影响项目生命周期
22项目利益相关者治理
利益相关者团体组织会影响受影响认
决策活动影响项目结果利益相关者积极参项目
利益正面负面影响项目实施完成
利益相关者竞争预期会创建项目中突利益相关者
时项目影响成果项目团队达设定结果
满足战略业务目标需项目治理项目排列
利益相关者需求目标利益相关者参成功理关键
组织目标实现项目治理组织持续理
项目项目结果价值化项目企业战略提供
框架中项目理赞助商满足利益相关者决策需
期组织战略目标解决情况
齐
221项目利益相关者
利益相关者包括项目组成员感兴趣实体部
外部组织项目团队确定部外部积极消极表演
建议确定项目利益相关者求方期
参项目理应关项目理利益相关者影响
保证成功结果求图27说明项目间关系
项目团队利益相关方
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Project Life Cycle and Organization
Project Stakeholders
Project Team
The Project
Operations
Management Functional
Managers
Sellers
Business
Partners
Customers
Users
Other
Project
Team
Members
Project
Manager
Project
Management
Team
Project
Management
Office
Program
Manager
Portfolio
Manager
Other
Stakeholders Sponsor
Figure 27 The Relationship Between Stakeholders and the Project
Stakeholders have varying levels of responsibility and authority when participating on a project This level can
change over the course of the project’s life cycle Their involvement may range from occasional contributions in
surveys and focus groups to full project sponsorship which includes providing financial political or other support
Some stakeholders may also detract from the success of the project either passively or actively These stakeholders
require the project manager’s attention throughout the project’s life cycle as well as planning to address any issues
they may raise
Stakeholder identification is a continuous process throughout the entire project life cycle Identifying stakeholders
understanding their relative degree of influence on a project and balancing their demands needs and expectations
are critical to the success of the project Failure to do so can lead to delays cost increases unexpected issues
and other negative consequences including project cancellation An example is late recognition that the legal
department is a significant stakeholder which results in delays and increased expenses due to legal requirements
that are required to be met before the project can be completed or the product scope is delivered
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2组织影响项目生命周期
项目生命周期组织
项目利益相关者
项目团队
项目
操作
理功
理
卖方
业务
合作伙伴
客户
户
项目
团队
成员
项目
理
项目
理
团队
项目
理
办公室
程序
理
投资组合
理
利益相关者赞助商
图27利益相关者项目间关系
利益相关者程度责权力参项目时该级
项目生命周期程中变化参偶然介入范围
调查焦点组整项目赞助商包括提供金融政治支持
利益相关者影响项目成功动动利益相关者
求项目理注意项目整生命周期规划解决问题
会提高
利益相关者识连续程贯穿整项目生命周期识利益相关者
项目相影响程度理解衡求需期
项目成功关键样做会导致延误成增加意想问题
负面果包括项目取消例子晚承认法律
部门重利益相关者导致延误法律求增加费
需满足前完成项目产品范围交付
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Just as stakeholders can positively or adversely impact a project’s objectives a project can be perceived by
the stakeholders as having positive or negative results For example business leaders from a community who will
benefit from an industrial expansion project will see positive economic benefits to the community in the form of
additional jobs supporting infrastructure and taxes In the case of stakeholders with positive expectations for the
project their interests are best served by making the project successful In contrast the interests of negatively
affected stakeholders such as nearby homeowners or small business owners who may lose property be forced
to relocate or accept unwanted changes in the local environment are served by impeding the project’s progress
Overlooking negative stakeholder interests can result in an increased likelihood of failures delays or other negative
consequences to the project
An important part of a project manager’s responsibility is to manage stakeholder expectations which can be
difficult because stakeholders often have very different or conflicting objectives Part of the project manager’s
responsibility is to balance these interests and ensure that the project team interacts with stakeholders in a
professional and cooperative manner Project managers may involve the project’s sponsor or other team members
from different locations to identify and manage stakeholders that could be dispersed around the world
The following are some examples of project stakeholders
Sponsor A sponsor is the person or group who provides resources and support for the project and is
accountable for enabling success The sponsor may be external or internal to the project manager’s
organization From initial conception through project closure the sponsor promotes the project This
includes serving as spokesperson to higher levels of management to gather support throughout the
organization and promoting the benefits the project brings The sponsor leads the project through the
initiating processes until formally authorized and plays a significant role in the development of the initial
scope and charter For issues that are beyond the control of the project manager the sponsor serves
as an escalation path The sponsor may also be involved in other important issues such as authorizing
changes in scope phaseend reviews and gonogo decisions when risks are particularly high The
sponsor also ensures a smooth transfer of the project’s deliverables into the business of the requesting
organization after project closure
Customers and users Customers are the persons or organizations who will approve and manage the
project’s product service or result Users are the persons or organizations who will use the project’s
product service or result Customers and users may be internal or external to the performing organization
and may also exist in multiple layers For example the customers for a new pharmaceutical product
could include the doctors who prescribe it the patients who use it and the insurers who pay for it In some
application areas customers and users are synonymous while in others customers refer to the entity
acquiring the project’s product and users refer to those who will directly utilize the project’s product
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2组织影响项目生命周期
正利益相关者积极负面影响项目目标项目察觉
利益相关者积极消极结果例社区谁商业领袖
工业发展项目效益会形式社区积极济效益
额外工作支持基础设施税收利益相关者积极预期情况
项目利益通项目成功服务相反消极利益
利益相关者影响附房企业谁会失财产强迫
搬迁接受环境必变化通阻碍项目进步服务
忽视消极利益相关者利益会导致失败性增加延迟负
项目影响
项目理责重组成部分理者期
利益相关者相互矛盾目标项目理部
责衡利益确保项目团队利益相关者相互作
专业合作方式项目理涉项目发起团队成员
位置识理利益相关者够环游世界
项目利益相关者例子：
赞助商保荐团体提供资源支持项目
成功负责发起外部项目理部
组织初概念项目结束赞助促进项目
包括担代言更高水理收集支持整
组织推动项目效益带办单位领导项目通
启动程直正式授权初发展起重作
范围章程超越项目理控制问题办单位服务
作升级路径办单位参等重事项授权
范围变化相端评没决策时风险特高
赞助商保证项目交付成果利移交请求业务
项目结束组织
客户户客户谁批准理组织
项目产品服务结果户谁项目组织
产品服务结果客户户部外部执行机构
层存例新医药产品顾客
包括开处方医生保险支付病
应领域顾客户义词国家顾客实体
获取项目产品户指直接该项目产品
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Sellers Sellers also called vendors suppliers or contractors are external companies that enter into a
contractual agreement to provide components or services necessary for the project
Business partners Business partners are external organizations that have a special relationship with
the enterprise sometimes attained through a certification process Business partners provide specialized
expertise or fill a specified role such as installation customization training or support
Organizational groups Organizational groups are internal stakeholders who are affected by the activities
of the project team Examples of various business elements of an organization that may be affected by
the project include marketing and sales human resources legal finance operations manufacturing and
customer service These groups support the business environment where projects are executed and
are therefore affected by the activities of the project As a result there is generally a significant amount
of interaction between the various business elements of an organization and the project team as they
work together to achieve project goals These groups may provide input to requirements and accept
deliverables necessary for a smooth transition to production or related operations
Functional managers Functional managers are key individuals who play a management role within
an administrative or functional area of the business such as human resources finance accounting or
procurement They are assigned their own permanent staff to carry out the ongoing work and they have
a clear directive to manage all tasks within their functional area of responsibility The functional manager
may provide subject matter expertise or their function may provide services to the project
Other stakeholders Additional stakeholders such as procurement entities financial institutions
government regulators subject matter experts consultants and others may have a financial interest in
the project contribute inputs to the project or have an interest in the outcome of the project
Project stakeholders and stakeholder engagement are further defined in Section 13 on Project Stakeholder
Management
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2组织影响项目生命周期
卖家卖家称供应商供应商承包商外部企业进入
合协议提供组件服务项目必
业务合作伙伴业务伙伴外部组织特殊关系
企业时通认证程合作伙伴提供专业
专长填充指定角色安装定制培训支持
组织组织集团部利益相关者活动影响
项目团队组织会受种商业元素例子
该项目包括市场营销销售力资源法律财务业务生产
客户服务团体支持商业环境中项目执行
通该项目活动影响作结果通常量
组织项目团队业务单元间相互作
起工作实现项目目标团体会求提供输入接受
利渡生产相关操作必交付成果
职理职理关键谁发挥理作
企业行政职领域力资源财务会计
采购永久员工进行正进行工作
责功区域理务明确指令职理
提供关专业知识功项目提供服务
利益相关者额外利益相关者采购实体金融机构
政府监部门题专家顾问财务利益
该项目助投入项目项目结果感兴趣
项目相关员利益相关者参进步界定13节项目利益相关者
理
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
222 Project Governance
Project governance is an oversight function that is aligned with the organization’s governance model and that
encompasses the project life cycle Project governance framework provides the project manager and team with
structure processes decisionmaking models and tools for managing the project while supporting and controlling
the project for successful delivery Project governance is a critical element of any project especially on complex and
risky projects It provides a comprehensive consistent method of controlling the project and ensuring its success
by defining and documenting and communicating reliable repeatable project practices It includes a framework
for making project decisions defines roles responsibilities and accountabilities for the success of the project and
determines the effectiveness of the project manager A project’s governance is defined by and fits within the larger
context of the portfolio program or organization sponsoring it but is separate from organizational governance
For project governance the PMO may also play some decisive role Project governance involves stakeholders
as well as documented policies procedures and standards responsibilities and authorities Examples of the
elements of a project governance framework include
Project success and deliverable acceptance criteria
Process to identify escalate and resolve issues that arise during the project
Relationship among the project team organizational groups and external stakeholders
Project organization chart that identifies project roles
Processes and procedures for the communication of information
Project decisionmaking processes
Guidelines for aligning project governance and organizational strategy
Project life cycle approach
Process for stage gate or phase reviews
Process for review and approval for changes to budget scope quality and schedule which are beyond
the authority of the project manager and
Process to align internal stakeholders with project process requirements
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2组织影响项目生命周期
222项目治理
项目治理监督功公司治理模式致
包括项目生命周期项目治理框架提供项目理团队
结构流程项目理决策模型工具时支持控制
项目成功交付项目治理项目关键素特复杂
风险项目提供全面致方法控制项目确保成功
通定义记录沟通重复项目实践包括框架
项目决策定义角色责义务项目成功
确定项目理效性项目治理定义适合较
文组合程序组织赞助组织治理分开
项目理项目理办公室发挥决定性作项目理涉利益相关者
文件政策程序标准责局例子
项目治理框架容包括：
项目成功交付验收标准
程识升级解决项目程中产生问题
项目团队间关系组织外部利益相关者
项目组织图确定项目角色
实现信息沟通交流程程序
项目决策程
准项目治理组织战略方针
项目生命周期方法
舞台门阶段评审程
程更改预算审查批准范围质量进度超越
项目理权力
程部利益相关者项目工艺求
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Within those constraints as well as the additional limitations of time and budget it is up to the project manager
and the project team to determine the most appropriate method of carrying out the project While project governance
is the framework in which the project team performs the team is still responsible for planning executing controlling
and closing the project The project governance approach should be described in the project management plan
Decisions are made regarding who will be involved the escalation procedures what resources are necessary and
the general approach to completing the work Another important consideration is whether more than one phase will
be involved and if so the specific life cycle for the individual project
223 Project Success
Since projects are temporary in nature the success of the project should be measured in terms of completing
the project within the constraints of scope time cost quality resources and risk as approved between the project
managers and senior management To ensure realization of benefits for the undertaken project a test period (such
as soft launch in services) can be part of the total project time before handing it over to the permanent operations
Project success should be referred to the last baselines approved by the authorized stakeholders
The project manager is responsible and accountable for setting realistic and achievable boundaries for the
project and to accomplish the project within the approved baselines
23 Project Team
The project team includes the project manager and the group of individuals who act together in performing the
work of the project to achieve its objectives The project team includes the project manager project management
staff and other team members who carry out the work but who are not necessarily involved with management of
the project This team is comprised of individuals from different groups with specific subject matter knowledge or
with a specific skill set to carry out the work of the project The structure and characteristics of a project team can
vary widely but one constant is the project manager’s role as the leader of the team regardless of what authority
the project manager may have over its members
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2组织影响项目生命周期
限制时间预算限制项目理
项目团队确定实施计划合适方法项目治理
框架中项目团队表现球队然负责计划执行控制
关闭项目项目治理方法应该项目理计划中描述
决策关谁参程序升级需资源
完成工作般方法重考虑阶段
参果样话单项目生命周期
223项目成功
项目质暂时成功项目应完成测量
项目范围限制时间成质量资源风险间项目批准
理高级理保证承担工程效益实现试验期（
服务软启动）项目总时间部分交永久行动前
项目成功应授权核准基线
项目理设定现实行边界责义务
项目核准基线完成项目
23项目团队
项目团队包括项目理团队起行动履行
该项目实现目标工作项目团队包括项目理项目理
工作员团队成员开展工作定参理
项目团队具体学科知识组
设定项目工作开展特殊技项目团队结构特性
始终变项目理角色作球队领袖什权威
项目理会成员
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Project teams include roles such as
Project management staff The members of the team who perform project management activities such
as scheduling budgeting reporting and control communications risk management and administrative
support This role may be performed or supported by a project management office (PMO)
Project staff The members of the team who carry out the work of creating the project deliverables
Supporting experts Supporting experts perform activities required to develop or execute the project
management plan These can include such roles as contracting financial management logistics legal
safety engineering test or quality control Depending on the size of the project and level of support
required supporting experts may be assigned to work full time or may just participate on the team when
their particular skills are required
User or Customer Representatives Members of the organization who will accept the deliverables or
products of the project may be assigned to act as representatives or liaisons to ensure proper coordination
advise on requirements or validate the acceptability of the project’s results
Sellers Sellers also called vendors suppliers or contractors are external companies that enter into
a contractual agreement to provide components or services necessary for the project The project team
is often assigned the responsibility to oversee the performance and acceptance of sellers’ deliverables
or services If the sellers bear a large share of the risk for delivering the project’s results they may play
a significant role on the project team
Business partner members Members of business partners’ organizations may be assigned as members
of the project team to ensure proper coordination
Business partners Business partners are also external companies but they have a special relationship
with the enterprise sometimes attained through a certification process Business partners provide
specialized expertise or fill a specified role such as installation customization training or support
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2组织影响项目生命周期
项目团队包括角色：
项目理员该团队执行项目理活动成员
作调度预算报告控制通信风险理行政
支持角色执行项目理办公室（PMO）支持
项目员开展创建项目交付成果工作团队成员
支持专家支持专家执行活动需制定执行项目
理计划包括承包财务理物流等方面作法律
安全工程测试质量控制根项目规模水支持
求支持专家分配全职工作参加球队时候
特殊技求
户客户代表该组织成员谁接受交付
该项目产品分配作代表联络确保适协调
通知求验证接受项目结果
卖家卖家称供应商供应商承包商外部企业进入
合提供组件服务项目必项目团队
常分配责监督绩效卖方交付验收
服务果卖方承担风险较份额该项目成果发挥
项目团队中重作
业务合作伙伴商业合作伙伴组织成员分配成员
该项目团队确保适协调
业务合作伙伴业务伙伴外部公司特殊关系
着企业时通认证程合作伙伴提供
专门知识填充指定角色安装定制培训支持
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
231 Composition of Project Teams
The composition of project teams varies based on factors such as organizational culture scope and location
The relationship between the project manager and the team varies depending on the authority of the project
manager In some cases a project manager may be the team’s line manager with full authority over its members
In other cases a project manager may have little or no direct organizational authority over the team members and
may have been brought in to lead the project on a parttime basis or under contract The following are examples
of basic project team compositions
Dedicated In a dedicated team all or a majority of the project team members are assigned to work
fulltime on the project The project team may be colocated or virtual and usually reports directly to the
project manager This is the simplest structure for a project manager as the lines of authority are clear
and team members can focus on the project’s objectives
PartTime Some projects are established as temporary additional work with the project manager and
team members working on the project while remaining in their existing organizations and continuing to
carry out their normal functions The functional managers maintain control over the team members and
the resources allocated to the project and the project manager is likely to continue performing other
management duties Parttime team members may also be assigned to more than one project at a time
Dedicated and parttime project team compositions may exist in any of the organizational structures Dedicated
project teams are often seen in projectized organizations where most of the organization’s resources are involved
in project work and project managers have a great deal of independence and authority Parttime project teams
are common within functional organizations and matrix organizations use both dedicated and parttime project
teams Other members who have limited involvement at various stages of a project can be thought of as parttime
project team members
Project team composition may also vary based on organizational structure An example of this is a partnershipbased
project A project may be established as a partnership joint venture consortium or alliance among several
organizations through contracts or agreements In this structure one organization takes the lead and assigns a
project manager to coordinate the efforts among the partners Partnershipbased projects can offer flexibility at
lower cost These advantages may be offset by the project manager’s lower degree of control over team members
and the need for strong mechanisms for communication and monitoring progress Partnership projects may be set
up to exploit industrial synergies to undertake ventures that one partner could not afford alone or for other political
and strategic reasons
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2组织影响项目生命周期
231组成项目组
项目团队组成基础组织文化素范围位置
项目理团队间关系取决该项目权限
理某情况项目理球队理全权成员
情况项目理少没直接组织权威团队成员
已带领导项目兼职合面例子
基项目团队组成：
专专门团队部分项目团队成员分配工作
全职项目项目团队位虚拟通常直接汇报
项目理项目理简单结构作权威线条清晰
团队成员专注项目目标
部分时间项目建立时额外工作项目理
团队成员项目工作留现组织继续
进行正常功职理保持团队成员控制
资源分配项目项目理会继续执行
理职责兼职团队成员分配时间项目
专兼职项目团队组合物组织中存结构专
项目团队项目式组织中部分组织资源参
项目工作项目理独立性权威性部分时间项目团队
常见功性组织基质组织专兼职项目
球队限参项目阶段认兼职员
项目团队成员
项目团队组成基组织结构变化方面例子partnershipbased
项目项目建立合伙合资企业联盟联盟
组织通合协议种结构中组织带头分配
项目理协调合作伙伴努力基项目合作伙伴提供灵活性
降低成优势通团队成员控制项目理度偏移
需沟通强力机制监测进展合作项目设置
开拓产业协效应进行合资方单独政治
战略原
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Project team composition may also vary based on the geographic location of its members An example of this is
virtual project teams Communication technologies allow team members in different locations or countries to work
as virtual teams Virtual teams rely on collaborative tools such as shared online workspaces and video conferences
to coordinate their activities and exchange information about the project A virtual team can exist with any type
of organizational structure and team composition Virtual teams are often necessary for projects where resources
are located onsite or offsite or both depending on the project activities A project manager who is leading a virtual
team needs to accommodate differences in the culture working hours time zones local conditions and languages
24 Project Life Cycle
A project life cycle is the series of phases that a project passes through from its initiation to its closure The
phases are generally sequential and their names and numbers are determined by the management and control
needs of the organization or organizations involved in the project the nature of the project itself and its area of
application The phases can be broken down by functional or partial objectives intermediate results or deliverables
specific milestones within the overall scope of work or financial availability Phases are generally time bounded
with a start and ending or control point A life cycle can be documented within a methodology The project life
cycle can be determined or shaped by the unique aspects of the organization industry or technology employed
While every project has a definite start and a definite end the specific deliverables and activities that take place
in between will vary widely with the project The life cycle provides the basic framework for managing the project
regardless of the specific work involved
Project life cycles can range along a continuum from predictive or plandriven approaches at one end to adaptive
or changedriven approaches at the other In a predictive life cycle (Section 2422) the product and deliverables
are defined at the beginning of the project and any changes to scope are carefully managed In an adaptive life
cycle (Section 2424) the product is developed over multiple iterations and detailed scope is defined for each
iteration only as the iteration begins
241 Characteristics of the Project Life Cycle
Projects vary in size and complexity All projects can be mapped to the following generic life cycle structure (see
Figure 28)
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2组织影响项目生命周期
项目团队组成基成员理位置方面例子
虚拟项目团队通信技术团队成员位置国家工作
虚拟团队虚拟团队协作工具线享工作区视频会议
协调活动关项目信息交换虚拟团队类型存
组织结构组成组虚拟团队必项目资源
位现场非现场两取决该项目活动项目理谁领导虚拟
团队需适应文化差异工作时间时区条件语言
24项目生命周期
项目生命周期阶段通系列项目开始结束
项目阶段般序名字号码理控制确定
该组织参组织项目需求项目身性质面积
应阶段细分功部分目标中间结果成果
工作范围特定里程碑金融性项目阶段般时间限制
开始结束控制点生命周期记录方法项目生命
周期确定组织行业方面独特形状技术
项目明确起点终点具体交付成果发生活动
项目生命周期理项目提供基框架
具体工作
项目生命周期范围预测连续计划驱动端方法适应
改变驱动方法预测生命周期（第2422）产品交付
项目开始时候定义范围变更仔细理适应生活
周期（第2424）该产品迭代开发详细范围定义
迭代迭代开始
项目生命周期气流特性
项目复杂性项目映射通生命周期结构（参见
图28）：
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Starting the project
Organizing and preparing
Carrying out the project work and
Closing the project
This generic life cycle structure is often referred to when communicating with upper management or other
entities less familiar with the details of the project It should not be confused with the Project Management Process
Groups because the processes in a Process Group consist of activities that may be performed and recur within
each phase of a project as well as for the project as a whole The project life cycle is independent from the life cycle
of the product produced by or modified by the project However the project should take the current lifecycle phase
of the product into consideration This highlevel view can provide a common frame of reference for comparing
projects—even if they are dissimilar in nature
Time
Cost and Staffing Level
Project
Management
Outputs
Project
Charter
Starting
the
project
Organizing and
preparing
Closing
the
project
Carrying out the work
Project
Management Plan
Accepted
Deliverables
Archived
Project
Documents
Figure 28 Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure
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2组织影响项目生命周期
启动项目
组织准备
开展项目工作
关闭项目
通生命周期结构通常指层理通信时
实体项目细节太熟悉应项目理程中困惑
组进程组程包括进行活动复发
阶段项目项目作整体项目生命周期独立生命周期
生产产品项目改性然该项目应前生命周期阶段
产品考虑高层次视图较提供参考框架
项目质
时间
成员编制水
项目
理
输出
项目
宪章
起点
项目
组织
制备
关闭
项目
开展工作
项目
理计划
接受
交付成果
存档
项目
文件
图28通项目生命周期结构典型成员配备水
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
The generic life cycle structure generally displays the following characteristics
Cost and staffing levels are low at the start peak as the work is carried out and drop rapidly as the
project draws to a close Figure 28 illustrates this typical pattern
The typical cost and staffing curve above may not apply to all projects A project may require significant
expenditures to secure needed resources early in its life cycle for instance or be fully staffed from a point
very early in its life cycle
Risk and uncertainty (as illustrated in Figure 29) are greatest at the start of the project These factors
decrease over the life of the project as decisions are reached and as deliverables are accepted
The ability to influence the final characteristics of the project’s product without significantly impacting
cost is highest at the start of the project and decreases as the project progresses towards completion
Figure 29 illustrates the idea that the cost of making changes and correcting errors typically increases
substantially as the project approaches completion
While these characteristics remain present to some extent in almost all project life cycles they are not always
present to the same degree Adaptive life cycles in particular are developed with the intent of keeping stakeholder
influences higher and the costs of changes lower throughout the life cycle than in predictive life cycles
Risk and uncertainty
Cost of changes
Project Time
Low
High
Degree
Figure 29 Impact of Variable Based on Project Time
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2组织影响项目生命周期
通生命周期结构般表现出特点：
成员配备水开始时低峰值着工作进行迅速降
工程接尾声图2说明种典型模式
典型成员曲线适项目项目需显着
支出获需资源生命周期早期例充分配备点
生命周期早期
风险确定性（图29示）项目开始素
减少项目生命周期决策达成交付接受
影响项目终产品特性力没显著影响
成项目开始降低项目进展完成高
图29说明制作成变化修正错误通常会增加
基项目接完成
特征然存定程度项目生命周期总
目前相程度特适应生命周期利益相关者意图保持开
影响高成低整生命周期变化预测生命周期
风险确定性
成变化
项目时间
低
高
度
图29基项目时间变量影响
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Within the context of the generic life cycle structure a project manager may determine the need for more
effective control over certain deliverables or that certain deliverables are required to be completed before the
project scope can be completely defined Large and complex projects in particular may require this additional
level of control In such instances the work carried out to complete the project’s objective may benefit from being
formally divided into phases
242 Project Phases
A project may be divided into any number of phases A project phase is a collection of logically related project
activities that culminates in the completion of one or more deliverables Project phases are used when the nature
of the work to be performed is unique to a portion of the project and are typically linked to the development of
a specific major deliverable A phase may emphasize processes from a particular Project Management Process
Group but it is likely that most or all processes will be executed in some form in each phase Project phases
typically are completed sequentially but can overlap in some project situations Different phases typically have a
different duration or effort The highlevel nature of project phases makes them an element of the project life cycle
The phase structure allows the project to be segmented into logical subsets for ease of management planning
and control The number of phases the need for phases and the degree of control applied depend on the size
complexity and potential impact of the project Regardless of the number of phases comprising a project all
phases have similar characteristics
The work has a distinct focus that differs from any other phase This often involves different organizations
locations and skill sets
Achieving the primary deliverable or objective of the phase requires controls or processes unique to the
phase or its activities The repetition of processes across all five Process Groups as described in Section
3 provides an additional degree of control and defines the boundaries of the phase
The closure of a phase ends with some form of transfer or handoff of the work product produced as the
phase deliverable This phase end represents a natural point to reassess the activities underway and to
change or terminate the project if necessary This point may be referred to as a stage gate milestone
phase review phase gate or kill point In many cases the closure of a phase is required to be approved
in some form before it can be considered closed
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2组织影响项目生命周期
通生命周期结构情况项目理决定需更
某交付成果某交付成果必须前完成效控制
项目范围完全定义特复杂项目需额外
控制水种情况开展工作完成项目目标中受益
正式分阶段
242项目阶段
项目分意数量阶段项目阶段集合逻辑相关项目
活动高潮中交付成果完成项目阶段时性质
执行工作该项目部分独特通常发展
特定交付成果阶段强调程特定项目理程
组数进程阶段形式执行项目阶段
通常序完成项目情况重叠阶段通常
时间努力项目阶段高层次性项目生命周期元素
相结构允许项目分割成易理逻辑子集规划
控制相数阶段需控制应程度取决
复杂性项目潜影响包含项目阶段数目
相类似特征：
工作重点相涉组织
位置技
实现阶段交付成果目需控制程独特
阶段活动五程组程重复第
3提供额外控制程度定义相边界
阶段封闭端某种形式转移交生产工作产品
阶段成果阶段端代表重新评估活动正进行中然点
果需改变终止项目点称门径里程碑
阶段评审相位门杀点许情况阶段关闭需批准
形成前认封闭
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
There is no single ideal structure that will apply to all projects Although industry common practices will often
lead to the use of a preferred structure projects in the same industry—or even in the same organization—may
have significant variation Some will have only one phase as shown in Figure 210 Other projects may have two
or more phases
One Approach to Managing the Installation of a Telecommunications Network
Executing Processes
Monitoring and Controlling Processes
Initiating Processes Planning Processes Closing Processes
Figure 210 Example of a SinglePhase Project
Some organizations have established policies that standardize all projects while others allow the project team
to choose and tailor the most appropriate approach for their individual project For instance one organization
may treat a feasibility study as routine preproject work another may treat it as the first phase of a project and
a third may treat the feasibility study as a separate standalone project Likewise one project team may divide a
project into two phases whereas another project team may choose to manage all the work as a single phase Much
depends on the nature of the specific project and the style of the project team or organization
2421 PhasetoPhase Relationships
When projects have more than one phase the phases are part of a generally sequential process designed to
ensure proper control of the project and attain the desired product service or result However there are situations
when a project might benefit from overlapping or concurrent phases
There are two basic types of phasetophase relationships
Sequential relationship In a sequential relationship a phase starts only when the previous phase is
complete Figure 211 shows an example of a project with three entirely sequential phases The stepby
step nature of this approach reduces uncertainty but may eliminate options for reducing the overall
schedule
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2组织影响项目生命周期
没单理想结构适项目行业惯例常常
导致优选结构行业中甚组织项目
显着变化会阶段图2示项目两
更相
理电信网络安装方法
执行程
监控程
启动程规划进程关闭程
图210期工程例
某组织定政策规范项目允许项目团队
选择调整合适方法项目例组织
行性研究作常规项目前期工作作项目第阶段
三分行性研究作单独独立项目样项目团队
项目分两阶段项目团队理工作作阶段
取决具体项目性质项目团队组织风格
2421相关系
项目阶段该阶段普遍序程设计部分
确保项目进行适控制获需产品服务结果然情况
项目会重叠发阶段效益
两种基类型相关联：
时序关系连续关系阶段开始前阶段时候
完整图211显示项目例子三连续阶段步—
种方法步骤然降低确定性消降低整体选项
附表
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Landscaping
One Approach to Cleaning Up a Hazardous Waste Site
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Waste RemovalCleanup
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Facility Decommissioning
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Figure 211 Example of a ThreePhase Project
Overlapping relationship In an overlapping relationship a phase starts prior to completion of the previous
one (see Figure 212) This can sometimes be applied as an example of the schedule compression
technique called fast tracking Overlapping phases may require additional resources to allow work to be
done in parallel may increase risk and can result in rework if a subsequent phase progresses before
accurate information is available from the previous phase
Construction Phase
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Design Phase
Executing
Processes
Monitoring and Controlling Processes
Closing
Processes
Initiating
Processes
Planning
Processes
Potential Approach to Building a New Factory
Figure 212 Example of a Project with Overlapping Phases
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2组织影响项目生命周期
园林绿化
清理危险废物网站种方法
执行
程
监控程
关闭
程
启动
程
规划
程
清废物清理
执行
程
监控程
关闭
程
启动
程
规划
程
设施退役
执行
程
监控程
关闭
程
启动
程
规划
程
图211三期工程实例
重叠关系重叠关系阶段开始前完成前
（见图2）时作进度压缩例子
技术称快速踪重叠阶段需额外资源工作成
行完成会增加风险阶段进展前造成返工
准确信息前阶段
施工阶段
执行
程
监控程
关闭
程
启动
程
规划
程
设计阶段
执行
程
监控程
关闭
程
启动
程
规划
程
建设新工厂潜方法
图212重叠阶段工程实例
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
For projects with more than one phase there may be different relationships (overlapping sequential parallel)
between individual phases Considerations such as level of control required effectiveness and degree of uncertainty
determine the relationship to be applied between phases Based on those considerations both relationships could
occur between different phases of a single project
2422 Predictive Life Cycles
Predictive life cycles (also known as fully plandriven) are ones in which the project scope and the time and
cost required to deliver that scope are determined as early in the project life cycle as practically possible As shown
in Figure 213 these projects proceed through a series of sequential or overlapping phases with each phase
generally focusing on a subset of project activities and project management processes The work performed in
each phase is usually different in nature to that in the preceding and subsequent phases therefore the makeup
and skills required of the project team may vary from phase to phase
Requirements
Feasibility
Planning
Design
Construct
Test
Turnover
Figure 213 Example of Predictive Life Cycle
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2组织影响项目生命周期
项目阶段会关系（重叠序行）
间相考虑控制需水效性确定性程度
确定应阶段间关系基考虑两者关系
项目阶段间发生
2422预测生命周期
预测生命周期（称完全计划驱动）该项目时间范围
提供需成范围确定项目生命周期早期图示
图213项目进行通系列连续重叠阶段阶段
般侧重项目活动项目理程子集进行中工作
阶段通常性质前面面阶段化妆
项目团队技求会相
求
行性
规划
设计
构建
试验
周转率
图213预测生命周期例子
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
When the project is initiated the project team will focus on defining the overall scope for the product and
project develop a plan to deliver the product (and any associated deliverables) and then proceed through phases
to execute the plan within that scope Changes to the project scope are carefully managed and require re planning
and formal acceptance of the new scope
Predictive life cycles are generally preferred when the product to be delivered is well understood there is
a substantial base of industry practice or where a product is required to be delivered in full to have value to
stakeholder groups
Even projects with predictive life cycles may use the concept of rolling wave planning where a more general
highlevel plan is available and more detailed planning is executed for appropriate time windows as new work
activities are approaching and resources are to be assigned
2423 Iterative and Incremental Life Cycles
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat
one or more project activities as the project team’s understanding of the product increases Iterations develop the
product through a series of repeated cycles while increments successively add to the functionality of the product
These life cycles develop the product both iteratively and incrementally
Iterative and incremental projects may proceed in phases and the iterations themselves will be performed in a
sequential or overlapping fashion During an iteration activities from all Project Management Process Groups will
be performed At the end of each iteration a deliverable or set of deliverables will be completed Future iterations
may enhance those deliverables or create new ones Each iteration incrementally builds the deliverables until the
exit criteria for the phase are met allowing the project team to incorporate feedback
In most iterative life cycles a highlevel vision will be developed for the overall undertaking but the detailed
scope is elaborated one iteration at a time Often the planning for the next iteration is carried out as work progresses
on the current iteration’s scope and deliverables The work required for a given set of deliverables may vary in
duration and effort and the project team may change between or during iterations Those deliverables that are not
addressed within the scope of the current iteration are typically scoped at a high level only and may be tentatively
assigned to a specific future iteration Changes to the scope of an iteration are carefully managed once work begins
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2组织影响项目生命周期
项目启动项目组重点放定义产品整体范围
项目制定计划提供产品（相关成果）然进行相
该范围执行计划项目范围变更进行仔细理求重新规划
新范围正式验收
预测生命周期般优先产品时理解
工业实践坚实基础者产品必须全部交付价值
利益相关者群体
预测生命周期项目滚动式规划概念更般
高层次计划更详细计划合适时间窗口执行作新工作
活动接资源分配
2423迭代增量生命周期
迭代增量生命周期中项目阶段（称迭代）意重复
项目活动项目团队解产品增加迭代开发
通系列重复周期产品增量次增加产品功
生命周期产品两迭代增量开发
迭代增量项目进行阶段迭代
序重叠方式次迭代中活动项目理程组
执行次迭代结束时交付成果套交付完成未迭代
提高交付成果创建新次迭代递增建立交付
满足退出标准相位项目团队反馈意见
数迭代生命周期高层次视觉发展整体事业详细
范围阐述迭代次常次迭代计划工作进展进行
前迭代范围交付成果工作需定交付成果会
时间精力项目团队间会发生变化迭代时交付成果
前迭代范围解决通常范围高水初步
分配特定未迭代迭代范围变更仔细理旦开始工作
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2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Iterative and incremental life cycles are generally preferred when an organization needs to manage changing
objectives and scope to reduce the complexity of a project or when the partial delivery of a product is beneficial
and provides value for one or more stakeholder groups without impact to the final deliverable or set of deliverables
Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to
incorporate feedback and lessons learned between iterations
2424 Adaptive Life Cycles
Adaptive life cycles (also known as changedriven or agile methods) are intended to respond to high levels
of change and ongoing stakeholder involvement Adaptive methods are also iterative and incremental but differ
in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost Adaptive
projects generally perform several processes in each iteration although early iterations may concentrate more on
planning activities
The overall scope of the project will be decomposed into a set of requirements and work to be performed
sometimes referred to as a product backlog At the beginning of an iteration the team will work to determine
how many of the highest priority items on the backlog list can be delivered within the next iteration At the end of
each iteration the product should be ready for review by the customer This does not mean that the customer is
required to accept delivery just that the product should not include unfinished incomplete or unusable features
The sponsor and customer representatives should be continuously engaged with the project to provide feedback
on deliverables as they are created and to ensure that the product backlog reflects their current needs
Adaptive methods are generally preferred when dealing with a rapidly changing environment when requirements
and scope are difficult to define in advance and when it is possible to define small incremental improvements that
will deliver value to stakeholders
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2组织影响项目生命周期
迭代增量生命周期般首选组织需理变化
目范围降低项目复杂性产品部分交付益
提供利益相关者群体没终交付交付价值影响
型复杂项目迭代方式执行通允许团队减少风险
迭代间反馈吸取验教训
2424适应生命周期
适应生命周期（称变化驱动敏捷方法）目高水
变化正进行利益相关者参适应方法进行迭代增量
迭代快（通常持续24周）固定时间成适应
项目般执行程次迭代中然早期迭代更专注
规划活动
该项目整体范围分解成系列求执行工作
时称产品积压迭代开始球队努力确定
少备忘清单优先项目次迭代交付结束
次迭代产品应准备顾客评意味着客户
求接受交付样产品应包括未完成完整功
发起客户代表应项目提供反馈断
研究成果创建确保产品积压反映目前需
适应方法般优先处理快速变化环境中求
范围难事先确定定义增量改进
利益相关者提供价值
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3 PROJECT MANAGEMENT PROCESSES
PROJECT MANAGEMENT PROCESSES
Project management is the application of knowledge skills tools and techniques to project activities to meet the
project requirements This application of knowledge requires the effective management of the project management
processes
A process is a set of interrelated actions and activities performed to create a prespecified product service or
result Each process is characterized by its inputs the tools and techniques that can be applied and the resulting
outputs As explained in Section 2 the project manager needs to consider organizational process assets and
enterprise environmental factors These should be taken into account for every process even if they are not
explicitly listed as inputs in the process specification Organizational process assets provide guidelines and criteria
for tailoring the organization’s processes to the specific needs of the project Enterprise environmental factors may
constrain the project management options
In order for a project to be successful the project team should
Select appropriate processes required to meet the project objectives
Use a defined approach that can be adapted to meet requirements
Establish and maintain appropriate communication and engagement with stakeholders
Comply with requirements to meet stakeholder needs and expectations and
Balance the competing constraints of scope schedule budget quality resources and risk to produce the
specified product service or result
The project processes are performed by the project team with stakeholder interaction and generally fall into one
of two major categories
Project management processes These processes ensure the effective flow of the project throughout
its life cycle These processes encompass the tools and techniques involved in applying the skills and
capabilities described in the Knowledge Areas (Sections 4 through 13)
Productoriented processes These processes specify and create the project’s product Productoriented
processes are typically defined by the project life cycle (as discussed in Section 24) and vary
by application area as well as the phase of the product life cycle The scope of the project cannot be
defined without some basic understanding of how to create the specified product For example various
construction techniques and tools need to be considered when determining the overall complexity of the
house to be built
33
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3项目理程
项目理程
项目理知识技工具技术应项目活动满足
项目求应程序知识需项目理效理
程
程组相互关联行活动创造预先指定产品服务
结果程特点输入工具技术应产生
输出2节中解释说项目理需考虑组织程资产
企业环境素应考虑程
明确列工艺规范输入组织程资产提供指导方针标准
该项目具体需求定制组织程企业环境素
限制项目理选项
成功项目项目团队应该：
选择合适程需满足项目目标
定义方法够满足求
建立保持适沟通参利益相关者
符合求满足相关方需求期
衡竞争约束范围进度预算质量资源风险产生
指定产品服务结果
项目执行程利益相关者互动项目团队般分
两类：
项目理程程确保项目效整流程
生命周期程包括工具技术涉应技巧
力知识领域描述（部分413）
面产品程流程说明创造项目产品productoriented
程般项目生命周期定义（第24节中讨）
应领域产品生命周期阶段该项目范围
定义基解创建指定产品例种
施工技术工具需考虑确定整体复杂性时候
建造房子
33
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3 PROJECT MANAGEMENT PROCESSES
The PMBOK Guide describes only the project management processes Although productoriented processes
are outside the scope of this document they should not be ignored by the project manager and project team Project
management processes and productoriented processes overlap and interact throughout the life of a project
Project management processes apply globally and across industry groups Good practice means there is general
agreement that the application of project management processes has been shown to enhance the chances of
success over a wide range of projects Good practice does not mean that the knowledge skills and processes
described should always be applied uniformly on all projects For any given project the project manager in
collaboration with the project team is always responsible for determining which processes are appropriate and
the appropriate degree of rigor for each process
Project managers and their teams should carefully address each process and its inputs and outputs and
determine which are applicable to the project they are working on The PMBOK Guide may be used as a resource
in managing a project while considering the overall approach and methodology to be followed for the project This
effort is known as tailoring
Project management is an integrative undertaking that requires each project and product process to be
appropriately aligned and connected with the other processes to facilitate coordination Actions taken during one
process typically affect that process and other related processes For example a scope change typically affects
project cost but it may not affect the communications management plan or level of risk These process interactions
often require tradeoffs among project requirements and objectives and the specific performance tradeoffs will vary
from project to project and organization to organization Successful project management includes actively managing
these interactions to meet sponsor customer and other stakeholder requirements In some circumstances a
process or set of processes will need to be iterated several times in order to achieve the required outcome
Projects exist within an organization and do not operate as a closed system They require input data from the
organization and beyond and deliver capabilities back to the organization The project processes may generate
information to improve the management of future projects and organizational process assets
The PMBOK Guide describes the nature of project management processes in terms of the integration between
the processes their interactions and the purposes they serve Project management processes are grouped into five
categories known as Project Management Process Groups (or Process Groups)
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3项目理程
PMBOK指南介绍项目理程然面产品程
超出文范围应该忽略项目理项目团队项目
理流程面产品程重叠互动项目整生命
项目理程适全球跨行业团体做法意味着般
协议项目理程中应已证明提高机会
宽范围项目成功做法意味着知识技程
应该成变应项目定项目项目理
项目团队合作负责确定程合适
程严谨性适程度
项目理团队应认真解决程输入输出
确定适项目工作PMBOK指南作种资源
理项目时考虑应遵循项目总体思路方法
努力众周知剪裁
项目理综合性工作求项目产品程
适排列进程连接促进协调行动
程通常会影响程相关程例典型范围变化影响
项目成会影响风险沟通理计划水程相互作
通常求项目求目标间权衡特定性折衷会
工程项目组织成功项目理包括积极理
相互作满足赞助商客户利益相关者求某情况
工艺程设置需反复次达求结果
项目组织存作封闭系统需输入数
组织超越交付力回组织项目程产生
信息理提高未项目组织程资产
PMBOK指南描述间集成项目理方面然程
程间相互作途项目理程分五
类称项目理程组（组）：
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3 PROJECT MANAGEMENT PROCESSES
Initiating Process Group Those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase
Planning Process Group Those processes required to establish the scope of the project refine the
objectives and define the course of action required to attain the objectives that the project was undertaken
to achieve
Executing Process Group Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
Monitoring and Controlling Process Group Those processes required to track review and regulate the
progress and performance of the project identify any areas in which changes to the plan are required
and initiate the corresponding changes
C losing Process Group Those processes performed to finalize all activities across all Process Groups to
formally close the project or phase
The remainder of this section provides information for project management of a single project organized as
a network of interlinked processes details the project management processes and includes the following major
sections
31 Common Project Management Process Interactions
32 Project Management Process Groups
33 Initiating Process Group
34 Planning Process Group
35 Executing Process Group
36 Monitoring and Controlling Process Group
37 Closing Process Group
38 Project Information
39 Role of the Knowledge Areas
310 The Standard for Project Management of a Project
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3
3项目理程
启动程组程进行定义新项目新阶段
现项目获启动项目阶段授权
规划程组程需建立项目范围完善
目标确定需达项目目标行动程
实现
执行程组程进行完整项目中定义工作
理计划满足项目规格
监控程组程需轨道评调节
项目进度性识领域中计划需改变
启动相应变化
C失程组程完成程组活动
正式结束项目阶段
节余部分单项目组织项目理提供信息
相互联系程网络详细介绍项目理流程包括
部分：
31种常见项目理程相互作
32项目理程组
33启动程组
34规划程组
35执行程组
36监控程组
37收尾程组
38项目信息
知识领域作39
310标准项目项目理
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3 PROJECT MANAGEMENT PROCESSES
31 Common Project Management Process Interactions
The project management processes are presented as discrete elements with welldefined interfaces However
in practice they overlap and interact in ways that are not completely detailed in this document Most experienced
project management practitioners recognize there is more than one way to manage a project The required Process
Groups and their processes are guides for applying appropriate project management knowledge and skills during
the project The application of the project management processes is iterative and many processes are repeated
during the project
The integrative nature of project management requires the Monitoring and Controlling Process Group to interact
with the other Process Groups as shown in Figure 31 Monitoring and Controlling processes occur at the same
time as processes contained within other Process Groups Thus the Monitoring and Controlling Process is pictured
as a background Process Group for the other four Process Groups shown in Figure 31
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Exit Phase
End project
Enter Phase
Start project
Executing
Processes
Figure 31 Project Management Process Groups
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3项目理程
31种常见项目理程相互作
项目理程离散元素定义良接口
实践中重叠方式文档完全详细相互作验
项目理员认识项目理方法止需程
组程应适项目理知识技指导
项目项目理程中应迭代许程重复
项目
项目理综合性求监控程组互动
程组图31示监控程发生相
时间包含程组程监测控制流程图
四程组图31示背景程组
监测
控制程
规划
程
启动
程
关闭
程
出口相
终方案
进入阶段
启动项目
执行
程
图31项目理程组
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3 PROJECT MANAGEMENT PROCESSES
Project Management Process Groups are linked by the outputs which are produced The Process Groups are
seldom either discrete or onetime events they are overlapping activities that occur throughout the project The
output of one process generally becomes an input to another process or is a deliverable of the project subproject or
project phase Deliverables at the subproject or project level may be called incremental deliverables The Planning
Process Group provides the Executing Process Group with the project management plan and project documents
and as the project progresses it often creates updates to the project management plan and the project documents
Figure 32 illustrates how the Process Groups interact and shows the level of overlap at various times If the project
is divided into phases the Process Groups interact within each phase
Planning
Process
Group
Initiating
Process
Group
Executing
Process
Group
Monitoring
and Controlling
Process Group
Closing
Process
Group
Start Finish
TIME
Level of
Process
Interaction
Figure 32 Process Groups Interact in a Phase or Project
An example of this interaction is the exit of a design phase which requires sponsor acceptance of the design
document Once it is available the design document provides the product description for the Planning and Executing
Process Groups in one or more subsequent phases When a project is divided into phases the Process Groups are
used as appropriate to effectively drive the project to completion in a controlled manner In multiphase projects
processes are repeated within each phase until the criteria for phase completion have been satisfied Additional
information on project organization life cycles and project phases is provided in Section 2
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3项目理程
项目理程组输出产生联系程组
少孤立次性事件重叠活动发生整项目
程输出通常程输入项目交付成果项目
项目阶段项目项目水称增量交付成果规划
程组执行程组项目理计划项目文件
着项目进展常常创造更新项目理计划项目文件
图32表示程组互动显示重叠时期水果项目
分阶段阶段互动程组
规划
程
集团
启动
程
集团
执行
程
集团
监测
控制
程组
关闭
程
集团
启动完成
时间
水
程
相互作
图32程组阶段项目互动
种相互作例子设计阶段退出需设计赞助验收
文件设计文件提供规划执行产品描述
更续阶段程组项目划分阶段程组
适效推动项目完成受控方式项目
阶段程重复直阶段完成标准满足额外
项目组织信息生命周期项目阶段2节
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3 PROJECT MANAGEMENT PROCESSES
32 Project Management Process Groups
The following sections identify and describe the five Project Management Process Groups required for any
project These five Process Groups have clear dependencies and are typically performed in each project and
highly interact with one another These five Process Groups are independent of application areas or industry focus
Individual Process Groups and individual processes are often iterated prior to completing the project and can have
interactions within a Process Group and among Process Groups The nature of these interactions varies from project
to project and may or may not be performed in a particular order
The process flow diagram Figure 33 provides an overall summary of the basic flow and interactions
among Process Groups and specific stakeholders The project management processes are linked by specific
inputs and outputs where the result or outcome of one process becomes the input to another process but not
necessarily in the same Process Group The Process Groups are not project life cycle phases In fact it is
possible that all Process Groups could be conducted within a phase As projects are separated into distinct phases
or subcomponents such as concept development feasibility study design prototype build or test etc all of the
Process Groups would normally be repeated for each phase or subcomponent along the lines explained previously
and illustrated in Figure 32
The project management processes are shown in the Process Group in which most of the related activities takes
place For example a process that normally takes place in the planning phase is put into the Planning Process
Group When this process is updated by an Executing Process Group process or activity it is not considered a new
process within the Executing Process Group but is still a Planning Process Group process or activity The iterative
nature of project management means that processes from any group may be reused throughout the project life
cycle For example in response to a risk event executing a risk response may trigger further analysis which leads
to another iteration of the Identify Risks process and the associated Perform Quantitative Risk Analysis and Perform
Quantitative Risk Analysis processes to evaluate the impact
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3项目理程
32项目理程组
面部分识描述五项目理程组需
项目五程组明确赖关系通常项目执行
高度互动五程组独立应领域行业重点
程组程迭代项目完成前
程组间相互作程组相互作性质项目
项目会会特定序执行
工艺流程图图33提供基流程相互作全面总结
程组特定利益相关者项目理流程具体
输入输出结果程结果程输入
定进程组程组项目生命周期阶段事实
程组阶段进行作项目分成阶段
子组件概念发展行性研究设计原型建立测试等等
程组通常会阶段子组件线路重复前解释
图32示
项目理程中程组显示相关活动
方例程通常发生规划阶段投入规划程
集团程执行程组程活动更新认新
流程执行程组然规划程组程活动迭代
项目理程组性质意味着重复项目整生命
周期例响应事件风险执行风险应引发进步分析导致
迭代识风险程相关实施定量风险分析执行
定量风险分析程影响进行评估
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3 PROJECT MANAGEMENT PROCESSES
Initiating
Process
Group
Monitoring
and
Controlling
Process
Group
Planning
Process
Group
Executing
Process
Group
Closing
Process
Group
Project Initiator
or Sponsor
Enterprise
Organization
Customer
Sellers
Project
management
plan
Makeorbuy
decisions
Source selection
criteria
Deliverables
Change requests
Work performance information
Selected sellers
Accepted deliverables
Procurement documentation
NOTE The darker dotted lines represent relationships between Process Groups the lighter dotted lines are external to the Process Groups
Seller
proposals
Procurement
contract award
Requirements
Teaming
agreements
Organizational
process assets
Enterprise
environmental
factors
Stakeholder
register
Stakeholder
management
strategy
Project
charter
Procurement
documents
Project statement of work
Business case
Agreements
Resource
calendars
Final product
service or result
Approved change
requests
Quality control
measurements
Performance reports
Project
Documents
Figure 33 Project Management Process Interactions
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3项目理程
启动
程
集团
监测
控制
程
集团
规划
程
集团
执行
程
集团
关闭
程
集团
项目发起
赞助
企业
组织
客户
卖家
项目
理
计划
制造购买
决定
源选择
标准
交付
变更请求
工作绩效信息
选定卖家
接受交付
采购文件
注：黑暗虚线表示程组间关系较轻虚线程组外
卖方
建议
采购
授予合
求
合作
协议
组织
程资产
企业
环境
素
利益相关者
寄存器
利益相关者
理
策略
项目
宪章
采购
文件
项目工作说明书
商业案例
协议
资源
日历
终产品
服务结果
批准变更
请求
质量控制
测量
绩效报告
项目
文件
图33项目理程相互作
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3 PROJECT MANAGEMENT PROCESSES
33 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or phase Within the Initiating processes the
initial scope is defined and initial financial resources are committed Internal and external stakeholders who
will interact and influence the overall outcome of the project are identified If not already assigned the project
manager will be selected This information is captured in the project charter and stakeholder register When the
project charter is approved the project becomes officially authorized Although the project management team may
help write the project charter this standard assumes that business case assessment approval and funding are
handled externally to the project boundaries (Figure 34) A project boundary is defined as the point in time that
a project or project phase is authorized to its completion The key purpose of this Process Group is to align the
stakeholders’ expectations with the project’s purpose give them visibility about the scope and objectives show
how their participation in the project and it associated phases can ensure that their expectations are achieved
These processes help set the vision of the project—what is needed to be accomplished
Project
Boundaries
Project
Deliverables
Project
Records
End
Users
Process
Assets
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Executing
Processes
Project
Inputs
Project
Initiator
Sponsor
Figure 34 Project Boundaries
Large complex projects should be divided into separate phases In such projects the Initiating processes are
carried out during subsequent phases to validate the decisions made during the original Develop Project Charter
and Identify Stakeholders processes Performing the Initiating processes at the start of each phase helps to keep
the project focused on the business need that the project was undertaken to address The success criteria are
verified and the influence drivers and objectives of the project stakeholders are reviewed A decision is then
made as to whether the project should be continued delayed or discontinued
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3项目理程
33启动程组
启动程组包括程进行定义新项目新阶段
通获授权开始项目阶段现项目启动程中
初始范围定义初始金融资源承诺部外部利益相关者
相互作影响项目总体结果确定果没指定该项目
理选择信息捕获项目章程利益相关者登记什时候
项目章程获批准该项目成正式授权项目理团队
帮忙写项目章程标准假定业务案例评估验收资金
处理项目外部边界（图34）项目边界定义时间点
项目项目阶段授权完成程组目
利益相关方期项目目予范围目标见性显示
项目中参相关阶段确保期实现
程助建立公司项目需完成什
项目
边界
项目
交付成果
项目
记录
终点
户
程
资产
监测
控制程
规划
程
启动
程
关闭
程
执行
程
项目
输入
项目
引发剂
赞助商
图34项目边界
型复杂项目应分阶段项目中启动程
阶段进行验证初制定项目章程作出决定
确定利益相关者程阶段开始执行启动程助保持
该项目重点该项目目满足业务需成功标准
验证影响项目利益相关者驱动力目标进行综述然决定
作项目否应该继续延迟停止
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3 PROJECT MANAGEMENT PROCESSES
Involving the sponsors customers and other stakeholders during initiation creates a shared understanding of
success criteria reduces the overhead of involvement and generally improves deliverable acceptance customer
satisfaction and other stakeholder satisfaction
Initiating processes may be performed at the organizational program or portfolio level and therefore would
be outside of the project’s level of control For example prior to commencing a project the need for highlevel
requirements may be documented as part of a larger organizational initiative A process of evaluating alternatives
may be utilized to determine the feasibility of the new undertaking Clear descriptions of the project objectives may
be developed including the reasons why a specific project is the best alternative to satisfy the requirements The
documentation for this decision may also contain the initial project scope statement deliverables project duration
and a forecast of the resources for the organization’s investment analysis As part of the Initiating processes the
project manager is given the authority to apply organizational resources to the subsequent project activities
34 Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the effort
define and refine the objectives and develop the course of action required to attain those objectives The Planning
processes develop the project management plan and the project documents that will be used to carry out the
project The complex nature of project management may require the use of repeated feedback loops for additional
analysis As more project information or characteristics are gathered and understood additional planning will
likely be required Significant changes occurring throughout the project life cycle trigger a need to revisit one
or more of the planning processes and possibly some of the initiating processes This progressive detailing of
the project management plan is called progressive elaboration indicating that planning and documentation are
iterative and ongoing activities The key benefit of this Process Group is to delineate the strategy and tactics as
well as the course of action or path to successfully complete the project or phase When the Planning Process
Group is well managed it is much easier to get stakeholder buyin and engagement These processes express
how this will be done setting the route to the desired objective
The project management plan and project documents developed as outputs from the Planning Process Group
will explore all aspects of the scope time cost quality communications human resources risks procurements
and stakeholder engagement
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3项目理程
涉发起客户利益相关者开始创建理解
成功标准减少参开销改善交付验收客户
满意度利益相关者满意度
启动程组织计划执行组合水
控制项目范围外例开始项目前高层次需
求记录更组织计划部分备选方案评价程
确定新事业行性该项目目标明确说明
开发包括什特定项目选择满足求理
决定文件包含项目初步范围说明书项目交付成果持续时间
预测组织投资分析资源作启动程部分
项目理权组织资源应续项目活动
34规划程组
规划程组包括程进行努力总范围
定义改进目标发展求达目标行动程规划
程制定项目理计划项目文件进行
项目项目理复杂性需重复额外反馈回路
分析着越越项目信息收集解特性额外计划
求重变化发生整项目生命周期触发需审视
规划程启动程种渐进详细介绍
项目理计划渐进性阐述表明规划文件
迭代正进行活动程组目描述战略战术
行动路径程成功完成项目阶段规划程
集团营容易获利益相关者购买参程表达
完成设置路需目
项目理计划项目开发文件规划程组输出
探讨范围方面时间成质量力资源沟通风险采购
利益相关者参
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3 PROJECT MANAGEMENT PROCESSES
Updates arising from approved changes during the project (generally during Monitoring and Controlling
processes and specifically during the Direct and Manage Project Work Process) may significantly impact parts of
the project management plan and the project documents Updates to these documents provide greater precision
with respect to schedule costs and resource requirements to meet the defined project scope
The project team seeks input and encourages involvement from all stakeholders when planning the project
and developing the project management plan and project documents While the act of collecting feedback and
refining the documents cannot continue indefinitely procedures set by the organization dictate when the initial
planning ends These procedures will be affected by the nature of the project the established project boundaries
appropriate monitoring and controlling activities as well as the environment in which the project will be performed
Other interactions among the processes within the Planning Process Group are dependent upon the nature of
the project For example for some projects there will be little or no identifiable risks until after a significant amount
of planning has been done At that time the team might recognize that the cost and schedule targets are overly
aggressive thus involving considerably more risk than previously understood The results of the iterations are
documented as updates to the project management plan or to various project documents
35 Executing Process Group
The Executing Process Group consists of those processes performed to complete the work defined in the
project management plan to satisfy the project specifications This Process Group involves coordinating people and
resources managing stakeholder expectations as well as integrating and performing the activities of the project in
accordance with the project management plan
During project execution results may require planning updates and rebaselining This may include changes
to expected activity durations changes in resource productivity and availability and unanticipated risks Such
variances may affect the project management plan or project documents and may require detailed analysis and
development of appropriate project management responses The results of the analysis can trigger change requests
that if approved may modify the project management plan or other project documents and possibly require
establishing new baselines A large portion of the project’s budget will be expended in performing the Executing
Process Group processes
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3项目理程
批准变更项目更新（般监测控制
程具体指导理项目工作程）会显着影响部分
项目理计划项目文件文件更新提供更高精度
进度成资源求满足确定项目范围
项目团队寻求输入鼓励利益相关者规划项目参
发展项目理计划项目文件时收集反馈行
精制文件限期持续程序集组织决定初始
规划结束程序工程性质影响建立项目边界
适监控活动环境项目执行
程间相互作规划程组赖性
项目例项目少没识风险直量
规划已完成时球队会认识成进度目标
攻击涉预想风险迭代结果
记录项目理计划项目文件更新
35执行程组
执行程组包括程进行完整定义工作
项目理计划满足项目规格程组包括协调
理资源利益相关方期整合实施项目活动
项目理计划致
项目执行程中结果需规划更新重定基线包括
预期活动持续时间资源生产率性变化没预料风险样
差异影响项目理计划项目文件需详细分析
适项目理发展反应分析结果触发变更请求
果获批准修改项目理计划项目文件需
建立新基线该项目预算部分执行执行费
程组程
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3 PROJECT MANAGEMENT PROCESSES
36 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of those processes required to track review and
orchestrate the progress and performance of the project identify any areas in which changes to the plan are
required and initiate the corresponding changes The key benefit of this Process Group is that project performance
is measured and analyzed at regular intervals appropriate events or exception conditions to identify variances
from the project management plan The Monitoring and Controlling Process Group also involves
Controlling changes and recommending corrective or preventive action in anticipation of possible
problems
Monitoring the ongoing project activities against the project management plan and the project
performance measurement baseline and
Influencing the factors that could circumvent integrated change control or configuration management
so only approved changes are implemented
This continuous monitoring provides the project team insight into the health of the project and identifies any
areas requiring additional attention The Monitoring and Controlling Process Group not only monitors and controls
the work being done within a Process Group but also monitors and controls the entire project effort In multiphase
projects the Monitoring and Controlling Process Group coordinates project phases in order to implement corrective
or preventive actions to bring the project into compliance with the project management plan This review can result
in recommended and approved updates to the project management plan For example a missed activity finish date
may require adjustments and tradeoffs between budget and schedule objectives In order to reduce or control
overhead managementbyexception procedures and other techniques can be appropriately considered
37 Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project
Management Process Groups to formally complete the project phase or contractual obligations This Process
Group when completed verifies that the defined processes are completed within all of the Process Groups to close
the project or a project phase as appropriate and formally establishes that the project or project phase is complete
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3
3项目理程
36监控程组
监控程组包括需踪程回顾
协调项目进展性识领域变化计划
需启动相应变化程组关键处项目绩效
测量分析固定时间间隔相应事件异常情况识差异
项目理计划监控程组包括：
控制变化推荐纠正预防预期作
问题
监控正进行项目活动项目理计划项目
绩效测量基线
影响素妨碍整体变更控制配置理
实施批准变更
种连续监视项目团队解项目健康标识
需额外注意方监控程组仅监视控制
工作程组做监视控制整项目努力相
项目监控程组坐标项目阶段实施纠正
预防措施项目符合项目理计划文结果
推荐批准项目理计划更新例错作业完成日期
需预算进度目标间调整取舍减少控制
开销通例外程序技术理适考虑
37收尾程组
收尾程组包括程进行总结项目活动
理程组正式结束项目相位合义务程
组完成验证该定义程程组完成关闭
项目项目阶段适正式表明该项目项目阶段完成
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3 PROJECT MANAGEMENT PROCESSES
This Process Group also formally establishes the premature closure of the project Prematurely closed projects
may include for example aborted projects cancelled projects and projects having a critical situation In specific
cases when some contracts cannot be formally closed (eg claims termination clauses etc) or some activities
are to be transferred to other organizational units specific handover procedures may be arranged and finalized
At project or phase closure the following may occur
Obtain acceptance by the customer or sponsor to formally close the project or phase
Conduct postproject or phaseend review
Record impacts of tailoring to any process
Document lessons learned
Apply appropriate updates to organizational process assets
Archive all relevant project documents in the project management information system (PMIS) to be used
as historical data
Close out all procurement activities ensuring termination of all relevant agreements and
Perform team members’ assessments and release project resources
38 Project Information
Throughout the life cycle of the project a significant amount of data and information is collected analyzed
transformed and distributed in various formats to project team members and other stakeholders Project data are
collected as a result of various Executing processes and are shared within the project team The collected data
are analyzed in context and aggregated and transformed to become project information during various Controlling
processes The information may then be communicated verbally or stored and distributed as reports in various
formats
The project data are continuously collected and analyzed during the dynamic context of the project execution
As a result the terms data and information are often used interchangeably in practice The indiscriminate use
of these terms can lead to confusion and misunderstandings by the various project stakeholders The following
guidelines help minimize miscommunication and help the project team use appropriate terminology
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3项目理程
程组正式确立项目早关闭早关闭项目
包括例：中止项目取消项目界状态项目具体
情况合正式关闭（例索赔终止条款活动等）
转移组织单位具体移交手续设置完成
项目阶段关闭会出现：
获接受客户赞助商正式结束项目阶段
进行岗位项目阶段结束评估
记录影响程剪裁
文件验教训
应适更新组织程资产
存档相关项目文件中项目理信息系统（PMIS）
作历史数
关闭采购活动确保相关协议终止
执行团队成员评估发布项目资源
38项目信息
项目整生命周期数信息量收集分析
转化分布格式项目团队成员利益相关者项目数
收集种样执行程项目团队享收集数
分析语境汇总转化成种控制项目信息
程信息然口头传达存储分发种报告中
格式
项目数断收集分析项目执行动态语境
术语数信息实践中交滥
条款项目利益相关者混乱误解
指南助减少误解帮助项目团队适术语：
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3 PROJECT MANAGEMENT PROCESSES
Work performance data The raw observations and measurements identified during activities performed
to carry out the project work Examples include reported percent of work physically completed quality
and technical performance measures start and finish dates of schedule activities number of change
requests number of defects actual costs actual durations etc
Work performance information The performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Examples of performance
information are status of deliverables implementation status for change requests and forecasted
estimates to complete
Work performance reports The physical or electronic representation of work performance information
compiled in project documents intended to generate decisions or raise issues actions or awareness
Examples include status reports memos justifications information notes electronic dashboards
recommendations and updates
Figure 35 illustrates the flow of project information across the various processes used to manage the project
Project
Execution
Work Performance Data
Controlling
Processes
Work Performance Information
Project
Management
Plan Updates Overall
Project
Control
Work Performance Reports
Project Team Members
Project Stakeholders
Project
Change
Control
Project
Management
Plan
Project
Communications
Change
Requests
Reports
Figure 35 Project Data Information and Report Flow
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3项目理程
工作性数原始观测数活动期间确定测量
项目开展工作例子包括报告实际工作完成百分质量
技术性措施开始完成进度活动日期数量变化
求缺陷数实际成实际工期等
工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合表现例子
信息状态交付成果变更请求执行情况预测
估计完成
工作绩效报告工作绩效信息物理电子表示
项目文件编辑生成决策提出问题行动意识
例子包括状况报告备忘录理信息记录电子仪表板
建议更新
图35示程理项目项目信息流
项目
执行
工作性数
控制
程
工作绩效信息
项目
理
整体计划更新
项目
控制
工作绩效报告
项目团队成员
项目利益相关者
项目
改变
控制
项目
理
计划
项目
通信
改变
请求
报告
图35项目数信息报告流程
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3 PROJECT MANAGEMENT PROCESSES
39 Role of the Knowledge Areas
The 47 project management processes identified in the PMBOK Guide are further grouped into ten separate
Knowledge Areas A Knowledge Area represents a complete set of concepts terms and activities that make up
a professional field project management field or area of specialization These ten Knowledge Areas are used on
most projects most of the time Project teams should utilize these ten Knowledge Areas and other Knowledge Areas
as appropriate for their specific project The Knowledge Areas are Project Integration Management Project Scope
Management Project Time Management Project Quality Management Project Human Resource Management
Project Communications Management Project Risk Management Project Procurement Management and Project
Stakeholder Management Each Knowledge Area within the PMBOK Guide is contained in a separate section
The PMBOK Guide defines the important aspects of each Knowledge Area and how it integrates with the
five Process Groups As supporting elements the Knowledge Areas provide a detailed description of the process
inputs and outputs along with a descriptive explanation of tools and techniques most frequently used within the
project management processes to produce each outcome A data flow diagram is provided in each Knowledge
Area (Sections 4 through 8) The data flow diagram is a summary level depiction of the process inputs and process
outputs that flow down through all the processes within a specific Knowledge Area (see Figure 36 for data flow
diagram legend) Although the processes are presented here as discrete elements with welldefined interfaces in
practice they are iterative and can overlap and interact in ways not detailed here
Table 31 reflects the mapping of the 47 project management processes within the 5 Project Management
Process Groups and the 10 Knowledge Areas
Process flow
The data flow diagrams show basic steps and interactions Many additional interactions are possible
Interknowledge area relationships
Extraknowledge area relationships
Processes within a
Knowledge Area
External to a Process
Process outside of
Knowledge Area
Figure 36 Data Flow Diagram Legend
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3项目理程
知识领域作39
47项目理程PMBOK指南确定进步分十独立
知识领域知识领域概念套完整条款活动
专业领域项目理领域专业领域十知识领域
数项目部分时间项目团队应该利十知识领域领域知识
适特定项目知识领域：项目集成理项目范围
理项目时间理项目质量理项目力资源理
项目沟通理项目风险理项目采购理项目
利益相关者理PMBOK引导知识领域包含单独部分
PMBOK指南定义知识领域重方面集成
五程组支撑知识领域提供详细程序说明
输入输出着描述性解释工具技术中常
项目理程中产生结果数流图知识提供
区（部分48）数流图程输入程概描述
输出流进程特定知识领域（见图36数流
图图例）然程出离散元素具定义良接口
正实践迭代重叠方式里详细互动
表31反映5项目理47项目理程映射
程组10知识领域
工艺流程
数流图显示基步骤相互作许额外相互作
国际知识领域关系
额外知识领域关系
程
知识领域
程外部
程外
知识领域
图36数流图图例
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3 PROJECT MANAGEMENT PROCESSES
Table 31 Project Management Process Group and Knowledge Area Mapping
4 Project
Integration
Management
5 Project Scope
Management
6 Project Time
Management
7 Project Cost
Management
8 Project
Quality
Management
9 Project
Human Resource
Management
10 Project
Communications
Management
11 Project Risk
Management
12 Project
Procurement
Management
13 Project
Stakeholder
Management
Project Management Process Groups
Knowledge Areas Initiating
Process
Group
Closing
Process
Group
Monitoring
and Controlling
Process Group
Executing
Process
Group
Planning
Process
Group
41 Develop
Project Charter
131 Identify
Stakeholders
42 Develop Project
Management Plan
51 Plan Scope
Management
52 Collect
Requirements
53 Define Scope
54 Create WBS
61 Plan Schedule
Management
62 Define
Activities
63 Sequence
Activities
64 Estimate
Activity Resources
65 Estimate
Activity Durations
66 Develop
Schedule
71 Plan Cost
Management
72 Estimate Costs
73 Determine
Budget
81 Plan Quality
Management
91 Plan Human
Resource
Management
101 Plan
Communications
Management
111 Plan Risk
Management
112 Identify Risks
113 Perform
Qualitative Risk
Analysis
114 Perform
Quantitative Risk
Analysis
115 Plan Risk
Responses
121 Plan
Procurement
Management
132 Plan
Stakeholder
Management
43 Direct and
Manage Project
Work
82 Perform Quality
Assurance
92 Acquire Project
Team
93 Develop Project
Team
94 Manage Project
Team
102 Manage
Communications
122 Conduct
Procurements
133 Manage
Stakeholder
Engagement
44 Monitor and
Control Project
Work
45 Perform
Integrated Change
Control
55 Validate Scope
56 Control Scope
67 Control
Schedule
74 Control Costs
83 Control Quality
103 Control
Communications
116 Control Risks
123 Control
Procurements
134 Control
Stakeholder
Engagement
46 Close Project
or Phase
124 Close
Procurements
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3
3项目理程
表31项目理程组知识领域映射
4项目
整合
理
5项目范围
理
6项目时间
理
7项目成
理
8项目
质量
理
9项目
力资源
理
10项目
通信
理
11项目风险
理
12项目
采购
理
13项目
利益相关者
理
项目理程组
知识方开始
程
集团
关闭
程
集团
监测
控制
程组
执行
程
集团
规划
程
集团
41发展
项目章程
131确定
利益相关者
42制定项目
理计划
51计划范围
理
52集
求
53范围定义
54创建WBS
61计划
理
62定义
活动
63序列
活动
64估计
活动资源
65估计
活动持续时间
66发展
铁列车时刻表
71计划成
理
72估计成
73确定
预算
81计划质量
理
91计划
资源
理
101计划
通信
理
111计划风险
理
112识风险
113执行
定性风险
分析
114执行
定量风险
分析
115计划风险
反应
121计划
采购
理
132计划
利益相关者
理
43直接
理项目
工作
82执行质量
保证
92获项目
团队
93制定项目
团队
94理项目
团队
102理
通信
122种行
采购
133理
利益相关者
订婚
44监控
控制项目
工作
45执行
集成变化
控制
55验证范围
56控制范围
67控制
铁列车时刻表
74控制成
83质量控制
103控制
通信
116控制风险
123控制
采购
134控制
利益相关者
订婚
46关闭项目
阶段
124关闭
采购
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4 PROJECT INTEGRATION MANAGEMENT
4
PROJECT INTEGRATION MANAGEMENT
Project Integration Management includes the processes and activities to identify define combine unify and
coordinate the various processes and project management activities within the Project Management Process
Groups In the project management context integration includes characteristics of unification consolidation
communication and integrative actions that are crucial to controlled project execution through completion
successfully managing stakeholder expectations and meeting requirements Project Integration Management
includes making choices about resource allocation making tradeoffs among competing objectives and
alternatives and managing the interdependencies among the project management Knowledge Areas The
project management processes are usually presented as discrete processes with defined interfaces while in
practice they overlap and interact in ways that cannot be completely detailed in the PMBOK Guide
Figure 41 provides an overview of the Project Integration Management processes which are as follows
41 D evelop Project Charter—The process of developing a document that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational
resources to project activities
42 D evelop Project Management Plan—The process of defining preparing and coordinating all
subsidiary plans and integrating them into a comprehensive project management plan The project’s
integrated baselines and subsidiary plans may be included within the project management plan
43 D irect and Manage Project Work—The process of leading and performing the work defined in the
project management plan and implementing approved changes to achieve the project’s objectives
44 Monitor and Control Project Work—The process of tracking reviewing and reporting project
progress against the performance objectives defined in the project management plan
45 Perform Integrated Change Control—The process of reviewing all change requests approving
changes and managing changes to deliverables organizational process assets project documents
and the project management plan and communicating their disposition
46 C lose Project or Phase—The process of finalizing all activities across all of the Project Management
Process Groups to formally complete the phase or project
44
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4项目集成理
4
工程项目集成理
项目整体理包括流程活动识定义结合统
协调项目理程中种程项目理活动
组项目理背景整合包括特性统巩固
通信完成控制项目执行整体关重行动
成功理利益相关方期满足求工程项目集成理
包括资源配置选择权衡相互竞争目标
代品理项目理知识领域间相互存关系
项目理程通常作定义接口离散程
实践中重叠PMBOK指南详细完全互动方式
图41提供项目集成理程概述容：
41建设项目章程发展程中文件正式授权
项目存提供项目理权申请组织
资源项目活动
42建设项目理计划程中制备协调
子公司计划整合成综合项目理计划该项目
集成基线分计划包括项目理计划
43直接理项目工作领导执行中定义工作流程
项目理计划实施实现项目目标变化
44监控项目工作踪程审核报告项目
项目理计划中定义性目标进展
45执行整体变更控制审查变更请求程批准
理变化交付成果变化组织程资产项目文件
项目理计划交流性格
46 C失项目阶段完成活动项目理程
程组正式完成阶段项目
44
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4 PROJECT INTEGRATION MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
The need for Project Integration Management is necessary in situations where individual processes interact
For example a cost estimate needed for a contingency plan involves integrating the processes in the Project Cost
Time and Risk Management Knowledge Areas When additional risks associated with various staffing alternatives
are identified then one or more of those processes may be revisited The project deliverables may also need
integrating with ongoing operations of the performing organization the requesting organization and with the
longterm strategic planning that takes future problems and opportunities into consideration Project Integration
Management also includes the activities needed to manage project documents to ensure consistency with the
project management plan and product service or capability deliverables
Most experienced project management practitioners know there is no single way to manage a project They
apply project management knowledge skills and required processes in a preferred order and with varying rigor to
achieve the desired project performance However the determination that a particular process is not required does
not mean that it should not be addressed The project manager and project team need to address every process and
the project environment to determine the level of implementation for each process within the project If a project
has more than one phase the level of rigor applied within each of the project phases should be appropriate for each
phase This determination is also addressed by the project manager and project team
The integrative nature of projects and project management can be understood by thinking of other types of
activities performed while completing a project Examples of some activities performed by the project management
team are
Develop review analyze and understand the scope This includes the project and product requirements
criteria assumptions constraints and other influences related to a project and how each will be managed
or addressed within the project
Transform the collected project information into a project management plan using a structured approach
as described in the PMBOK Guide
Perform activities to produce project deliverables and
Measure and monitor the project’s progress and take appropriate action to meet project objectives
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4项目集成理
程间相互作知识领域程详细描述
第3节附录A1
程相互作情况工程项目集成理需必
例成估计应急计划需包括项目成程集成
时间风险理知识领域额外风险相关员配备种代方案
确定更程重新审视项目交付成果需
结合执行组织正进行操作求组织
长期战略规划未问题机会考虑项目集成
理包括需理项目文件确保致性活动
项目理计划产品服务力交付成果
数验项目理员知道没单方式理项目
运项目理知识技优先序严格求流程
达预期工程性然确定特定程需做
说应该解决项目理项目团队需考虑程
该项目环境确定实施水进程项目果项目
阶段严格应项目阶段水应适合
相确定项目理项目团队
项目项目理综合性通类型思维理解
完成项目进行活动活动项目理进行实例
球队：
发展回顾分析理解范围包括项目产品求
标准假设约束项目关影响理
项目解决
收集项目信息转化项目理计划结构化方法
PMBOK指南描述
执行活动产生项目交付成果
测量监控采取适行动满足项目目标项目进展
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4 PROJECT INTEGRATION MANAGEMENT
4
The links among the processes in the Project Management Process Groups are often iterative in nature For
example the Planning Process Group provides the Executing Process Group with a documented project management
plan early in the project and then updates the project management plan if changes occur as the project progresses
1 Inputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Facilitation techniques
3 Outputs
1 Project charter
1 Inputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Facilitation techniques
3 Outputs
1 Project management plan
1 Inputs
1 Project management plan
2 Approved change requests
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Project management
information system
3 Meetings
3 Outputs
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents updates
1 Inputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Project management
information system
4 Meetings
3 Outputs
1 Change requests
2 Work performance reports
3 Project management plan
updates
4 Project documents updates
1 Inputs
1 Project management plan
2 Work performance reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Change control tools
3 Outputs
1 Approved change requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
1 Inputs
1 Project management plan
2 Accepted deliverables
3 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Final product service or
result transition
2 Organizational process assets
updates
Project Integration
Management Overview
42 Develop Project
Management Plan
41 Develop Project
Charter
43 Direct and Manage
Project Work
44 Monitor and Control
Project Work
45 Perform Integrated
Change Control
46 Close Project or
Phase
Figure 41 Project Integration Management Overview
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4项目集成理
4
项目理程组子程间联系迭代性质
例规划程组执行程组提供份正式项目理
项目计划早更新项目理计划发生变化时着项目进展
1投入
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程资产
2工具技术
1专家判断
2促进技术
3输出
1项目章程
1投入
1项目章程
2输出
程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2促进技术
3输出
1项目理计划
1投入
1项目理计划
2批准变更请求
3企业环境
素
4组织程资产
2工具技术
1专家判断
2项目理
信息系统
3会议
3输出
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件更新
1投入
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程资产
2工具技术
1专家判断
2分析技术
3项目理
信息系统
4会议
3输出
1变更请求
2工作业绩报告
3项目理计划
更新
4项目文件更新
1投入
1项目理计划
2工作业绩报告
3变更请求
4企业环境
素
5组织程资产
2工具技术
1专家判断
2会议
3变更控制工具
3输出
1批准变更请求
2更改日志
3项目理计划
更新
4项目文件
更新
1投入
1项目理计划
2接受交付
3组织程资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1终产品服务
结果转换
2组织程资产
更新
项目集成
理概述
42制定项目
理计划
41制定项目
宪章
43指导理
项目工作
44监视控制
项目工作
45执行集成
变更控制
46结束项目
相
图41项目集成理概述
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4 PROJECT INTEGRATION MANAGEMENT
41 Develop Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project activities
The key benefit of this process is a welldefined project start and project boundaries creation of a formal record of
the project and a direct way for senior management to formally accept and commit to the project The inputs tools
and techniques and outputs for this process are shown in Figure 42 Figure 43 depicts the data flow diagram of
the process
Inputs Tools & Techniques Outputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process
assets
1 Expert judgment
2 Facilitation techniques
1 Project charter
Figure 42 Develop Project Charter Inputs Tools and Techniques and Outputs
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4项目集成理
41制定项目章程
制定项目章程发展文件正式授权程中存
项目提供权申请组织资源项目项目理
程关键利益明确项目启动项目边界正式记录创造
项目直接方式高级理层正式接受承诺项目输入工具
技术程输出图42示图43描述数流图
程
输入工具技术输出
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程
资产
1专家判断
2促进技术
1项目章程
图42制定项目章程：输入输出工具技术
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4 PROJECT INTEGRATION MANAGEMENT
4
Agreements
Business case
Project statement
of work
Project
charter
Organizational process
assets
Enterprise
environmental factors
41
Develop Project
Charter
42
Develop Project
Management
Plan
Project Initiator Project Integration Management
Sponsor
Enterprise
Organization
53
Define Scope
52
Collect
Requirements
51
Plan Scope
Management
111
Plan Risk
Management
131
Identify
Stakeholders
71
Plan Cost
Management
61
Plan Schedule
Management
Figure 43 Develop Project Charter Data Flow Diagram
The project charter establishes a partnership between the performing and requesting organizations In the
case of external projects a formal contract is typically the preferred way to establish an agreement In this
case the project team becomes the seller responding to conditions of an offer to buy from an outside entity
A project charter is still used to establish internal agreements within an organization to assure proper delivery
under the contract The approved project charter formally initiates the project A project manager is identified
and assigned as early in the project as is feasible preferably while the project charter is being developed and
always prior to the start of planning The project charter should be authored by the sponsoring entity The project
charter provides the project manager with the authority to plan and execute the project It is recommended
that the project manager participate in the development of the project charter to obtain a foundational
understanding of the project requirements This understanding will better allow for efficient resources allocation
to project activities
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4项目集成理
4
协议
商业案例
项目表
工作
项目
宪章
组织程
资产
企业
环境素
41
开发项目
宪章
42
开发项目
理
计划
项目发起项目集成理
赞助商
企业
组织
53
定义范围
52
收集
求
51
规划范围
理
111
计划风险
理
131
识
利益相关者
71
计划成
理
61
计划
理
图43制定项目章程数流图
项目章程求组织建立执行间伙伴关系
外部项目案例正式合通常建立协议首选方法
情况项目团队成卖方应约购买外部实体条件
项目章程建立组织部协议确保适交付
根合批准项目章程项目正式启动项目理确定
分配项目早期行制定项目章程时
总规划开始前项目章程应办单位项目
宪章规定项目理权计划执行项目建议
该项目理参项目章程发展获性
该项目求理解种理解更允许效资源配置
项目活动
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4 PROJECT INTEGRATION MANAGEMENT
Projects are initiated by an entity external to the project such as a sponsor program or project management
office (PMO) staff person or a portfolio governing body chairperson or authorized representative The project
initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the
project Projects are initiated due to internal business needs or external influences These needs or influences
often trigger the creation of a needs analysis feasibility study business case or description of the situation that
the project will address Chartering a project validates alignment of the project to the strategy and ongoing work of
the organization A project charter is not considered to be a contract because there is no consideration or money
promised or exchanged in its creation
411 Develop Project Charter Inputs
4111 Project Statement of Work
The project statement of work (SOW) is a narrative description of products services or results to be delivered
by a project For internal projects the project initiator or sponsor provides the statement of work based on business
needs product or service requirements For external projects the statement of work can be received from the
customer as part of a bid document (eg a request for proposal request for information or request for bid) or as
part of a contract The SOW references the following
Business need An organization’s business need may be based on a market demand technological
advance legal requirement government regulation or environmental consideration Typically the
business need and the costbenefit analysis are contained in the business case to justify the project
Product scope description The product scope description documents the characteristics of the product
service or results that the project will be undertaken to create The description should also document
the relationship between the products services or results being created and the business need that the
project will address
Strategic plan The strategic plan documents the organization’s strategic vision goals and objectives
and may contain a highlevel mission statement All projects should be aligned with their organization’s
strategic plan Strategic plan alignment ensures that each project contributes to the overall objections of
the organization
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4项目集成理
项目项目赞助商外部实体发起计划项目理
办公室（PMO）员工投资组合理机构席授权代表项目
发起发起应适采购资金投入资源水
项目项目启动部业务需求外部影响需求影响
常引发需求分析建立行性研究商业案例描述情况
该项目址租赁项目验证项目定位策略正进行工作
组织项目章程认合没考虑钱
承诺创作交换
411制定项目章程：输入
工作4111项目表
工作项目表（母猪）产品服务成果叙述性描述
通工程部项目项目发起发起提供基业务工作说明书
需产品服务求外部项目工作说明书收
客户作投标文件部分（例建议求信息求求投标）
合部分面引母猪：
业务需组织业务需根市场需求技术
推进法律求政府制环境考虑通常该
业务需求成效益分析包含商业案例证明该项目
产品范围描述产品范围说明书文件产品特性
服务结果应项目创建描述应说明
产品间关系服务结果创建营需
项目址
战略计划战略规划文件组织战略愿景目标目标
含高水命项目应组织排列
战略计划战略计划确保项目整体目标
组织
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4 PROJECT INTEGRATION MANAGEMENT
4
4112 Business Case
The business case or similar document describes the necessary information from a business standpoint to
determine whether or not the project is worth the required investment It is commonly used for decision making
by managers or executives above the project level Typically the business need and the costbenefit analysis are
contained in the business case to justify and establish boundaries for the project and such analysis is usually
completed by a business analyst using various stakeholder inputs The sponsor should agree to the scope and
limitations of the business case The business case is created as a result of one or more of the following
Market demand (eg a car company authorizing a project to build more fuelefficient cars in response
to gasoline shortages)
Organizational need (eg due to high overhead costs a company may combine staff functions and
streamline processes to reduce costs)
Customer request (eg an electric utility authorizing a project to build a new substation to serve a new
industrial park)
Technological advance (eg an airline authorizing a new project to develop electronic tickets instead of
paper tickets based on technological advances)
Legal requirement (eg a paint manufacturer authorizing a project to establish guidelines for handling
toxic materials)
Ecological impacts (eg a company authorizing a project to lessen its environmental impact) or
Social need (eg a nongovernmental organization in a developing country authorizing a project to provide
potable water systems latrines and sanitation education to communities suffering from high rates of
cholera)
Each of the examples in this list may contain elements of risk that should be addressed In the case of multiphase
projects the business case may be periodically reviewed to ensure that the project is on track to deliver the
business benefits In the early stages of the project life cycle periodic review of the business case by the sponsoring
organization also helps to confirm that the project is still aligned with the business case The project manager is
responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those
requirements of a broad set of stakeholders as defined in the business case
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4项目集成理
4
4112商业案例
商业案例类似文件描述商业角度必信息
确定该项目否值投资需通常决策
通理员理员项目级通常业务需成效益分析
包含商业案例证明建立项目边界样分析通常
通种利益相关者输入业务分析师完成担保应意范围
商业案例局限性商业案例作结果创建：
市场需求（例汽车公司授权项目响应建立更节高效汽车
汽油短缺）
组织需（例高成公司员工职
简化流程降低成）
客户求（例电力授权项目建立新变新
工业园区）
技术进步（例航空公司授权开发电子票新项目
基技术进步纸质机票）
法律求（例油漆制造商授权建立项目处理指南
毒物质）
生态影响（例公司授权项目减少环境影响）
社会需（例发展中国家批准项目提供非政府组织
饮水系统厕卫生教育遭受高利率社区
霍乱）
列表中例子中包含元素风险应该解决问题相情况
项目商业案例定期评审确保项目提供轨道
企业效益项目生命周期早期阶段通赞助商业案例定期审查
组织帮助确认该项目业务齐项目理
负责确保效项目效满足组织目标
广利益相关者设置求商业案例定义
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4 PROJECT INTEGRATION MANAGEMENT
4113 Agreements
Agreements are used to define initial intentions for a project Agreements may take the form of contracts
memorandums of understanding (MOUs) service level agreements (SLA) letter of agreements letters of intent
verbal agreements email or other written agreements Typically a contract is used when a project is being
performed for an external customer
4114 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Develop Project Charter
process include but are not limited to
Governmental standards industry standards or regulations (eg codes of conduct quality standards
or worker protection standards)
Organizational culture and structure and
Marketplace conditions
4115 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Project Charter
process include but are not limited to
Organizational standard processes policies and process definitions
Templates (eg project charter template) and
Historical information and lessons learned knowledge base (eg projects records and documents all
project closure information and documentation information about both the results of previous project
selection decisions and previous project performance information and information from the risk
management activity)
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4项目集成理
4113协议
协议定义项目初始意图协议采取合形式
谅解备忘录（备忘录）服务级协议（SLA）信协议意书
口头协议电子邮件书面协议通常情况合项目
外部客户执行
4114企业环境素
第215描述够影响企业环境素制定项目章程
程包括限：
国家标准行业标准法规（行规范质量标准
工保护标准）
组织文化结构
市场条件
4115组织程资产
第214描述组织程资产够影响制定项目章程
程包括限：
组织标准程政策程定义
模板（例项目章程模板）
历史信息验知识库（例项目记录文件
项目关闭信息文件项目结果信息
选择决定前项目绩效信息风险信息
理活动）
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4 PROJECT INTEGRATION MANAGEMENT
4
412 Develop Project Charter Tools and Techniques
4121 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter Expert judgment is
applied to all technical and management details during this process Such expertise is provided by any group or
individual with specialized knowledge or training and is available from many sources including
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts (SME) and
Project management office (PMO)
4122 Facilitation Techniques
Facilitation techniques have broad application within project management processes and guide the
development of the project charter Brainstorming conflict resolution problem solving and meeting
management are examples of key techniques used by facilitators to help teams and individuals accomplish
project activities
413 Develop Project Charter Outputs
4131 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational resources to
project activities It documents the business needs assumptions constraints the understanding of the customer’s
needs and highlevel requirements and the new product service or result that it is intended to satisfy such as
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4项目集成理
4
412制定项目章程：工具技术
4121专家判断
专家判断评估制定项目章程输入专家判断
程适技术理细节样知识集团
专业知识训练许源包括：
单位组织
顾问
利益相关者包括客户赞助商
专业技术协会
产业集团
题专家（SME）
项目理办公室（PMO）
4122促进技术
促进技术已广泛应项目理程指导
项目章程发展头脑风暴解决突解决问题会议
理持帮助团队完成关键技术例子
项目活动
413制定项目章程：输出
4131项目章程
项目章程签发文件项目发起发起正式授权
项目存提供项目理权申请组织资源
项目活动文件中业务需求假设约束客户解
需高层次求新产品服务结果目满足：
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Project purpose or justification
Measurable project objectives and related success criteria
Highlevel requirements
Assumptions and constraints
Highlevel project description and boundaries
Highlevel risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements (ie what constitutes project success who decides the project is
successful and who signs off on the project)
Assigned project manager responsibility and authority level and
Name and authority of the sponsor or other person(s) authorizing the project charter
42 Develop Project Management Plan
Develop Project Management Plan is the process of defining preparing and coordinating all subsidiary plans
and integrating them into a comprehensive project management plan The key benefit of this process is a central
document that defines the basis of all project work The inputs tools and techniques and outputs for this process
are depicted in Figure 44 Figure 45 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Facilitation techniques
1 Project management plan
Figure 43 Develop Project Charter Data Flow Diagram
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4项目集成理
项目目理
衡量项目目标相关成功标准
高水求
假设约束
高水项目描述边界
高级风险
总结里程碑进度表
汇总预算
利益相关者名单
项目验收求（什项目成功谁决定项目
成功谁签署项目）
指派项目理责权威性
发起名称权威（S）批准项目章程
42制定项目理计划
制定项目理计划确定制备工艺协调子计划
集成全面项目理计划程关键利益中心
文件定义项目工作基础输入工具技术该程输出
图44描绘图45描述程数流图
输入工具技术输出
1项目章程
2输出
程
3企业环境
素
4组织程
资产
1专家判断
2促进技术
1项目理计划
图43制定项目章程数流图
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4 PROJECT INTEGRATION MANAGEMENT
4
Project management plan
Project charter
Organizational process
assets
Enterprise
environmental factors
Communications management plan
Cost management plan
Human resource plan
Procurement management plan
Process improvement plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan
Stakeholder management plan
Cost baseline
Schedule baseline
Scope baseline
Project management plan updates
42
Develop Project
Management
Plan
Project Integration Management
61
Plan Schedule
Management
56
Control Scope
51
Plan Scope
Management
74
Control Costs
81
Plan Quality
Management
71
Plan Cost
Management
67
Control Schedule
103
Control
Communications
101
Plan
Communications
Management
91
Plan Human
Resource
Management
134
Control
Stakeholder
Engagement
132
Plan
Stakeholder
Management
124
Close
Procurements
123
Control
Procurements
121
Plan
Procurement
Management
116
Control Risks
111
Plan Risk
Management
43
Direct and
Manage
Project Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
46
Close Project
or Phase
Outputs from
Other Processes
Enterprise
Organization
41
Develop Project
Charter
Figure 45 Develop Project Management Plan Data Flow Diagram
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4项目集成理
4
项目理计划
项目章程
组织程
资产
企业
环境素
沟通理计划
成理计划
力资源计划
采购理计划
程改进计划
质量理计划
需求理计划
风险理计划
进度理计划
范围理计划
利益相关者理计划
成基线
进度基线
范围基线
项目理计划更新
42
开发项目
理
计划
工程项目集成理
61
计划
理
56
控制范围
51
规划范围
理
74
控制成
81
规划质量
理
71
计划成
理
67
控制计划
103
控制
通信
101
计划
通信
理
91
计划
资源
理
134
控制
利益相关者
订婚
132
计划
利益相关者
理
124
关闭
采购
123
控制
采购
121
计划
采购
理
116
控制风险
111
计划风险
理
43
直接
理
项目工作
44
监控
控制项目
工作
45
执行
集成
变更控制
46
关闭项目
阶段
输出
进程
企业
组织
41
开发项目
宪章
图45制定项目理计划数流图
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4 PROJECT INTEGRATION MANAGEMENT
The project management plan defines how the project is executed monitored and controlled and closed The
project management plan’s content varies depending upon the application area and complexity of the project It
is developed through a series of integrated processes extending through project closure This process results in
a project management plan that is progressively elaborated by updates and controlled and approved through the
Perform Integrated Change Control (Section 45) process Projects that exist in the context of a program should
develop a project management plan that is consistent with the program management plan For example if the
program management plan indicates all changes exceeding a specified cost need to be reviewed by the change
control board (CCB) then this process and cost threshold needs to be defined in the project management plan
421 Develop Project Management Plan Inputs
4211 Project Charter
Described in Section 4131 The size of the project charter varies depending on the complexity of the
project and the information known at the time of its creation At a minimum the project charter should define
the highlevel boundaries of the project The project manager uses the project charter as the starting point
for initial planning throughout the Initiating Process Group
4212 Outputs from Other Processes
Outputs from many of the other processes described in Sections 5 through 13 are integrated to create the
project management plan Any baselines and subsidiary plans that are an output from other planning processes
are inputs to this process In addition changes to these documents may necessitate updates to the project
management plan
4213 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Develop Project
Management Plan process include but are not limited to
Governmental or industry standards
Project management body of knowledge for vertical market (eg construction) andor focus area
(eg environmental safety risk or agile software development)
Project management information system (eg an automated tool such as a scheduling software tool a
configuration management system an information collection and distribution system or web interfaces
to other online automated systems)
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4项目集成理
项目理计划定义项目执行监测控制关闭
项目理计划容取决项目应领域复杂性
通系列综合程延伸项目结束程结果
项目理计划逐步阐述更新控制批准通
执行整体变更控制程（第45节）程序中存项目
制定项目理计划项目理计划相致例果
项目理计划表明超规定成需变化改变
控制板（CCB）程成阈值需项目理计划中定义
421制定项目理计划：输入
4211项目章程
4131节叙述项目章程取决复杂性
工程信息创作时间少项目章程应规定
该项目高级边界项目理项目章程出发点
初步规划整启动程组
4212程输出
许描述部分513程输出集成制造
项目理计划基线规划输出分计划程
程输入外文件更改需更新项目
理计划
4213企业环境素
第215描述会影响项目开发企业环境素
理计划程包括限：
政府行业标准
垂直市场知识项目理机构（例建设）重点领域
（例环境安全风险敏捷软件开发）
项目理信息系统（例动化工具调度软件工具
配置理系统信息收集分配系统Web界面
线动化系统）
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4
Organizational structure culture management practices and sustainability
Infrastructure (eg existing facilities and capital equipment) and
Personnel administration (eg hiring and termination guidelines employee performance reviews and
employee development and training records)
4214 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Project Management
Plan process include but are not limited to
Standardized guidelines work instructions proposal evaluation criteria and performance measurement
criteria
Project management plan template including
○○ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the
specific needs of the project and
○○ Project closure guidelines or requirements such as the product validation and acceptance
criteria
Change control procedures including the steps by which official organization standards policies plans
and procedures or any project documents will be modified and how any changes will be approved and
validated
Project files from previous projects (eg scope cost schedule and performance measurement baselines
project calendars project schedule network diagrams and risk registers)
Historical information and lessons learned knowledge base and
Configuration management knowledge base containing the versions and baselines of all official
organization standards policies procedures and any project documents
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4项目集成理
4
组织结构文化理做法持续发展
基础设施（例现设施设备）
事理（例雇终止准员工绩效评价
员工发展培训记录）
4214组织程资产
第214描述组织程资产够影响发展项目理
计划程包括限：
标准化指南作业指导书建议书评估标准性测量
标准
项目理计划模板包括：
○○指南标准组织标准程裁剪满足
该项目具体需
○○项目收尾指引规定产品验证验收
标准
变更控制程序中包括官方组织标准步骤政策计划
程序项目文件修改变化会批准
验证
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险登记册）
历史信息验知识库
配置理知识库版官方基线
组织标准政策程序项目文件
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4 PROJECT INTEGRATION MANAGEMENT
422 Develop Project Management Plan Tools and Techniques
4221 Expert Judgment
When developing the project management plan expert judgment is utilized to
Tailor the process to meet the project needs
Develop technical and management details to be included in the project management plan
Determine resources and skill levels needed to perform project work
Define the level of configuration management to apply on the project
Determine which project documents will be subject to the formal change control process and
Prioritize the work on the project to ensure the project resources are allocated to the appropriate work
at the appropriate time
4222 Facilitation Techniques
Described in Section 4122 Facilitation techniques have broad application within project management
processes and are used to guide the development of the project management plan Brainstorming conflict
resolution problem solving and meeting management are key techniques used by facilitators to help teams and
individuals achieve agreement to accomplish project activities
423 Develop Project Management Plan Outputs
4231 Project Management Plan
The project management plan is the document that describes how the project will be executed monitored and
controlled It integrates and consolidates all of the subsidiary plans and baselines from the planning processes
Project baselines include but are not limited to
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
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4项目集成理
422制定项目理计划：工具技术
4221专家判断
制定项目理计划时利专家判断：
定制流程满足项目需求
开发技术理细节包括项目理计划
确定需执行项目工作资源技水
定义配置理水工程中应
确定项目文件受正式变更控制程
优先考虑项目确保项目资源分配合适工作
适时候
4222促进技术
第4122描述促进技术已广泛应工程项目理
程指导项目理计划发展头脑风暴突
解决解决问题会议理者帮助团队关键技术
实现协议完成项目活动
423制定项目理计划：输出
4231工程项目理计划
项目理计划文档介绍项目执行监测
控制规划子计划基线程
项目基准包括限：
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
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4 PROJECT INTEGRATION MANAGEMENT
4
Subsidiary plans include but are not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Process improvement plan (Section 8132)
Human resource management plan (Section 9131)
Communications management plan (Section 10131)
Risk management plan (Section 11131)
Procurement management plan (Section 12131) and
Stakeholder management plan (Section 13231)
Among other things the project management plan may also include the following
Life cycle selected for the project and the processes that will be applied to each phase
Details of the tailoring decisions specified by the project management team as follows
○○ Project management processes selected by the project management team
○○ Level of implementation for each selected process
○○ Descriptions of the tools and techniques to be used for accomplishing those processes and
○○ Description of how the selected processes will be used to manage the specific project including
the dependencies and interactions among those processes and the essential inputs and outputs
Description of how work will be executed to accomplish the project objectives
Change management plan that documents how changes will be monitored and controlled
Configuration management plan that documents how configuration management will be performed
Description of how the integrity of the project baselines will be maintained
Requirements and techniques for communication among stakeholders and
Key management reviews for content the extent of and timing to address open issues and pending
decisions
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4项目集成理
4
子公司计划包括限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
程改进计划（第8132）
力资源理计划（第9131）
沟通理计划（第10131）
风险理计划（第11131）
采购理计划（第12131）
利益相关者理计划（第13231）
方面项目理计划包括容：
生命周期项目选择程应阶段
细节剪裁决定项目理团队规定：
○○项目理程项目理团队选择
选定实施程○○水
○○描述工具技术完成程
○○描述选定程理项目具体情况包括
间赖关系相互作程必输入输出
描述执行工作实现项目目标
变更理计划文件变化监测控制
配置理计划执行文件配置理
描述项目基线完整性保持
利益相关者间沟通技术求
关键理评审容范围时间解决未解决问题
决定
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4 PROJECT INTEGRATION MANAGEMENT
The project management plan may be either summary level or detailed and may be composed of one or more
subsidiary plans Each of the subsidiary plans is detailed to the extent required by the specific project Once the
project management plan is baselined it may only be changed when a change request is generated and approved
through the Perform Integrated Change Control process
While the project management plan is one of the primary documents used to manage the project other project
documents are also used These other documents are not part of the project management plan Table 41 is a
representative list of the project management plan components and project documents
Table 41 Differentiation Between the Project Management Plan and Project Documents
Project Management Plan Project Documents
Change management plan
Communications management plan
Configuration management plan
Cost baseline
Cost management plan
Human resource management plan
Process improvement plan
Procurement management plan
Scope baseline
Project scope statement
WBS
WBS dictionary
Quality management plan
Requirements management plan
Risk management plan
Schedule baseline
Schedule management plan
Scope management plan
Stakeholder management plan
Activity attributes
Activity cost estimates
Activity duration estimates
Activity list
Activity resource requirements
Agreements
Basis of estimates
Change log
Change requests
Forecasts
Cost forecast
Schedule forecast
Issue log
Milestone list
Procurement documents
Procurement statement of work
Project calendars
Project charter
Project funding requirements
Project schedule
Project schedule network diagrams
Project staff assignments
Project statement of work
Quality checklists
Quality control measurements
Quality metrics
Requirements documentation
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Risk register
Schedule data
Seller proposals
Source selection criteria
Stakeholder register
Team performance assessments
Work performance data
Work performance information
Work performance reports
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4项目集成理
项目理计划水详细总结
分计划分计划详细具体项目需程度旦
项目理计划相致改变变更请求生成批准
通实施整体变更控制程
项目理计划理项目文件项目
文件文件项目理计划部分表41
代表性列表项目理计划组件项目文件
表41分化间项目理计划项目文件
项目理计划项目文件
变更理计划
沟通理计划
配置理计划
成基线
成理计划
力资源理计划
程改进计划
采购理计划
范围基线
项目范围说明书
WBS
WBS字典
质量理计划
需求理计划
风险理计划
进度基线
进度理计划
范围理计划
利益相关者理计划
活动属性
活动成估算
活动持续时间估算
活动列表
活动资源求
协议
估计基础
更改日志
变更请求
预测
成预测
进度预测
问题日志
里程碑清单
采购文件
采购工作表
项目日历
项目章程
项目资金需求
项目进度
项目进度网络图
项目员分配
工作项目表
质量检查表
质量控制措施
质量指标
需求文档
需求踪矩阵
资源分解结构
资源日历
风险登记册
计划数
卖方建议
源选择标准
利益相关者登记
团队绩效评估
工作性数
工作绩效信息
工作绩效报告
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4
43 Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives The key benefit of this
process is that it provides overall management of the project work The inputs tools and techniques and outputs
of this process are depicted in Figure 46 Figure 47 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Approved change
requests
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Project management
information system
3 Meetings
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents
updates
Figure 46 Direct and Manage Project Work Inputs Tools and Techniques and Outputs
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4项目集成理
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43指导理项目工作
指导理项目工作领导表演项目中定义工作流程
理计划实施实现项目目标变化关键利益
程提供项目工作整体理输入输出工具技术
程描述图46图47程数流图
输入工具技术输出
1项目理计划
2批准变更
请求
3企业环境
素
4组织程
资产
1专家判断
2项目理
信息系统
3会议
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件
更新
图46指导理项目工作：输入输出工具技术
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Organizational process
assets
Enterprise
environmental factors
Project
management plan
Approved
change requests
Project
management
plan updates
Project documents
updates
Deliverables
Work
performance
data
Change requests
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
103
Control
Communications
83
Control
Quality
116
Control Risks
123
Control
Procurements
134
Control
Stakeholder
Engagement
74
Control Costs
67
Control Schedule
56
Control Scope
55
Validate Scope
45
Perform
Integrated Change
Control
Project Integration Management
Enterprise
Organization
Project
Documents
Figure 47 Direct and Manage Project Work Data Flow Diagram
Direct and Manage Project Work activities include but are not limited to
Perform activities to accomplish project objectives
Create project deliverables to meet the planned project work
Provide train and manage the team members assigned to the project
Obtain manage and use resources including materials tools equipment and facilities
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4项目集成理
组织程
资产
企业
环境素
项目
理计划
批准
变更请求
项目
理
计划更新
项目文件
更新
交付
工作
性
数
变更请求
43
直接
理项目
工作
42
开发项目
理
计划
103
控制
通信
83
控制
质量
116
控制风险
123
控制
采购
134
控制
利益相关者
订婚
74
控制成
67
控制计划
56
控制范围
55
验证范围
45
执行
集成变化
控制
工程项目集成理
企业
组织
项目
文件
图47指导理项目工作：数流图
指导理项目工作容包括限：
执行活动实现项目目标
创建项目交付成果满足项目计划工作
提供火车理分配项目团队成员
获取理资源包括材料工具设备设施
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4
Implement the planned methods and standards
Establish and manage project communication channels both external and internal to the project team
Generate work performance data such as cost schedule technical and quality progress and status to
facilitate forecasting
Issue change requests and implement approved changes into the project’s scope plans and environment
Manage risks and implement risk response activities
Manage sellers and suppliers
Manage stakeholders and their engagement and
Collect and document lessons learned and implement approved process improvement activities
The project manager along with the project management team directs the performance of the planned project
activities and manages the various technical and organizational interfaces that exist within the project The project
manager should also manage any unplanned activities and determine the appropriate course of action The Direct
and Manage Project Work process is directly affected by the project application area Deliverables are produced
as outputs from processes performed to accomplish the project work as planned and scheduled in the project
management plan
During project execution the work performance data is collected and appropriately actioned and communicated
Work performance data includes information about the completion status of deliverables and other relevant
details about project performance The work performance data will also be used as an input to the Monitoring and
Controlling Process Group
Direct and Manage Project Work also requires review of the impact of all project changes and the implementation
of approved changes
Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan andor
Defect repair—An intentional activity to modify a nonconforming product or product component
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4项目集成理
4
执行计划方法标准
建立理项目沟通渠道外部部项目团队
生成工作性数成进度质量技术进步位
方便预测
问题变更请求执行批准变更项目范围计划环境
理风险实施风险应活动
销售商供应商理
理利益相关者订婚
收集记录验教训批准程改进活动实施
项目理着项目理团队指导计划项目绩效
活动理存种技术组织问题项目项目
理应理计划活动确定适行动直接
理项目工作程工程应领域直接影响产生交付成果
执行计划安排项目完成项目工作程输出
理计划
项目执行程中工作绩效数收集适处理沟通
工作性数包括交付成果相关完成状态信息
项目绩效细节工作绩效数监控输入
控制程组
指导理项目工作需项目变更执行影响综述
已批准变更：
纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划齐
缺损修复意活动修改合格产品产品组件
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4 PROJECT INTEGRATION MANAGEMENT
431 Direct and Manage Project Work Inputs
4311 Project Management Plan
Described in Section 4231 The project management plan contains subsidiary plans concerning all aspects of
the project Those subsidiary plans related to project work include but are not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131) and
Stakeholder management plan (Section 13231)
4312 Approved Change Requests
Approved change requests are an output of the Perform Integrated Change Control process and include those
requests reviewed and approved for implementation by the change control board (CCB) The approved change
request may be a corrective action a preventative action or a defect repair Approved change requests are
scheduled and implemented by the project team and can impact any area of the project or project management
plan The approved change requests can also modify the policies project management plan procedures costs
or budgets or revise the schedules Approved change requests may require implementation of preventive or
corrective actions
4313 Enterprise Environmental Factors
Described in Section 215 The Direct and Manage Project Work process is influenced by enterprise
environmental factors that include but are not limited to
Organizational company or customer culture and structure of the performing or sponsor organizations
Infrastructure (eg existing facilities and capital equipment)
Personnel administration (eg hiring and firing guidelines employee performance reviews and training
records)
Stakeholder risk tolerances for example allowable cost overrun percentage and
Project management information system (eg an automated tool suite such as a scheduling software
tool a configuration management system an information collection and distribution system or web
interfaces to other online automated systems)
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4项目集成理
431指导理项目工作：输入
4311项目理计划
第4231描述项目理计划包含子公司计划关方面
项目子公司计划项目相关工作包括限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
利益相关者理计划（第13231）
4312批准变更请求
批准变更请求执行整体变更控制程输出包括
请求审查变更控制委员会批准实施（CCB）批准变更
请求纠正措施预防措施缺损修复批准变更请求
计划实施项目团队影响区项目项目理
计划批准变更请求修改政策项目理计划程序费
预算修改时间表批准变更请求需预防执行
纠正行动
4313企业环境素
第215描述指导理项目工作程受企业
环境素包括限：
组织公司客户文化结构表演保荐机构
基础设施（例现设施设备）
事理（例雇解雇员工指导方针绩效评估培训
记录）
利益相关者风险容限例允许费超支百分
项目理信息系统（例动化工具套件调度软件
工具配置理系统信息收集分配系统Web
线动化系统接口）
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4314 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Direct and Manage Project
Work process include but are not limited to
Standardized guidelines and work instructions
Communication requirements defining allowed communication media record retention and security
requirements
Issue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
Process measurement database used to collect and make available measurement data on processes
and products
Project files from previous projects (eg scope cost schedule performance measurement baselines
project calendars project schedule network diagrams risk registers planned response actions defined
risk impact and documented lessons learned) and
Issue and defect management database(s) containing historical issue and defect status control
information issue and defect resolution and action item results
432 Direct and Manage Project Work Tools and Techniques
4321 Expert Judgment
Expert judgment is used to assess the inputs needed to direct and manage execution of the project management
plan Such judgment and expertise are applied to all technical and management details during this process This
expertise is provided by the project manager and the project management team using specialized knowledge or
training Additional expertise is available from many sources including
Other units within the organization
Consultants and other subject matter experts (internal and external)
Stakeholders including customers suppliers or sponsors and
Professional and technical associations
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4
4314组织程资产
第214描述组织程资产直接项目理影响
工作程包括限：
规范准工作指令
通信需求定义允许通信媒体记录保存安全
求
问题缺陷理程序确定问题缺陷控制问题缺陷
识解决行动追踪
程测量数库收集处理测量数
产品
前项目项目文件（例范围成进度绩效测量基线
项目日历项目进度网络图风险登记册计划应行动定义
风险影响记录验教训）
问题缺陷理数库（S）历史问题缺陷状态控制
信息问题缺陷分辨率行动结果
432指导理项目工作：工具技术
4321专家判断
专家判断评估需指导理项目执行输入理
计划样判断专业知识程适技术理细节
专业知识项目理项目理团队专业知识提供
培训额外专长许源包括：
单位组织
顾问题专家（部外部）
利益相关者包括客户供应商发起
专业技术协会
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4322 Project Management Information System
The project management information system which is part of the environmental factors provides access to
tools such as a scheduling tool a work authorization system a configuration management system an information
collection and distribution system or interfaces to other online automated systems Automated gathering and
reporting on key performance indicators (KPI) can be part of this system
4323 Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project
work Attendees at the meetings may include the project manager the project team and appropriate stakeholders
involved or affected by the topics addressed Each attendee should have a defined role to ensure appropriate
participation Meetings tend to be one of three types
Information exchange
Brainstorming option evaluation or design or
Decision making
Meeting types should not be mixed as a best practice Meetings should be prepared with a welldefined agenda
purpose objective and time frame and should be appropriately documented with meeting minutes and action
items Meeting minutes should be stored as defined in the project management plan Meetings are most effective
when all participants can be facetoface in the same location Virtual meetings can be held using audio and
or video conferencing tools but generally require additional preparation and organization to achieve the same
effectiveness of a facetoface meeting
433 Direct and Manage Project Work Outputs
4331 Deliverables
A deliverable is any unique and verifiable product result or capability to perform a service that is required to be
produced to complete a process phase or project Deliverables are typically tangible components completed to
meet the project objectives and can include elements of the project management plan
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4项目集成理
4322项目理信息系统
项目理信息系统环境素部分提供访问
工具调度工具工作授权系统配置理系统信息
收集分发系统线动化系统动采集
报告关键绩效指标（KPI）系统部分
4323会议
会议讨项目址相关话题时指导理项目
工作会议会者包括项目理项目团队适利益相关者
参受影响题应该明确作确保适
参会议三种类型：
信息交换
集思广益期权评价设计
决策
会议类型混合作佳实践会议应明确议程准备
目目时间应适记录会议记录行动
项目会议记录应保存项目理计划中定义会议效
参者相位置面面虚拟会议举行音频
视频会议工具通常需额外准备组织达样
面面会议效性
433指导理项目工作：输出
4331交付
交付成果独特验证产品结果提供服务力必需
制作完成程阶段项目交付成果典型形成分完成
满足项目目标包括项目理计划元素
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4332 Work Performance Data
Work performance data are the raw observations and measurements identified during activities being performed
to carry out the project work Data are often viewed as the lowest level of detail from which information is derived
by other processes Data is gathered through work execution and passed to the controlling processes of each
process area for further analysis
Examples of work performance data include work completed key performance indicators technical performance
measures start and finish dates of schedule activities number of change requests number of defects actual costs
and actual durations etc
4333 Change Requests
A change request is a formal proposal to modify any document deliverable or baseline An approved change
request will replace the associated document deliverable or baseline and may result in an update to other parts
of the project management plan When issues are found while project work is being performed change requests
are submitted which may modify project policies or procedures project scope project cost or budget project
schedule or project quality Other change requests cover the needed preventive or corrective actions to forestall
negative impact later in the project Requests for a change can be direct or indirect externally or internally initiated
and can be optional or legallycontractually mandated and may include
Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan
Defect repair—An intentional activity to modify a nonconforming product or product component andor
Updates—Changes to formally controlled project documents plans etc to reflect modified or additional
ideas or content
4334 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
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4
4332工作性数
工作性数原始数活动期间确定测量
项目开展工作数通常作细节低水派生信息
进程数收集通执行工作通控制程
进步分析程域
工作性数例子包括工作完成关键绩效指标技术性
措施开始结束日期计划活动变更请求数缺陷数实际成
实际时间等
4333变更请求
变更请求正式提议修改文件交付基线批准变更
请求取代相关文件交付基线会导致更新部分
项目理计划问题项目工作开展变更请求
提交修改项目政策程序项目范围项目费预算项目
时间表项目质量变更请求覆盖需预防纠正措施防止
项目期负面影响变更请求直接间接外部部开始
选择法律合规定包括：
纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划致
缺损修复意活动修改合格产品产品组件
更新正式控制项目文件改变计划等反映修改附加
思想容
4334项目理计划更新
项目理计划更新容包括限：
范围理计划
需求理计划
进度理计划
成理计划
质量理计划
程改进计划
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Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
Stakeholder management plan and
Project baselines
4335 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Project logs (issues assumptions etc)
Risk register and
Stakeholder register
44 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan The key benefit of this process is that it allows
stakeholders to understand the current state of the project the steps taken and budget schedule and scope
forecasts The inputs tools and techniques and outputs for this process are depicted in Figure 48 Figure 49
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Project management
information system
4 Meetings
1 Change requests
2 Work performance
reports
3 Project management
plan updates
4 Project documents
updates
Figure 48 Monitor and Control Project Work Inputs Tools & Techniques and Outputs
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4项目集成理
力资源理计划
沟通理计划
风险理计划
采购理计划
利益相关者理计划
项目基线
4335项目文件更新
项目文件更新包括限：
需求文档
项目日志（问题假设等）
风险登记册
利益相关者登记
44监控项目工作
监控项目工作踪程审查报告进度满足
项目理计划中定义性目标程关键处允许
利益相关者解项目前状态采取步骤预算时间表范围
预测输入工具技术程输出图48描述图49
描述数处理流程图
输入工具技术输出
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程
资产
1专家判断
2分析技术
3项目理
信息系统
4会议
1变更请求
2工作性
报告
3项目理
计划更新
4项目文件
更新
图48监控项目工作：输入输出工具技术
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4
Change
requests
Work
p erformance
reports
Schedule forecasts
Work performance
information
Cost forecasts
Validated changes
Project
management
plan updates
Project
management
plan
Project
d ocuments updates
Work
performance
reports
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project Integration Management
Organizational
process assets
Enterprise
e nvironmental
factors
94
Manage
Project Team
102
Manage
Communications
116
Control Risks
123
Control
Procurements
Project
Documents
103
Control
Communications
56
Control Scope
55
Validate Scope
67
Control Schedule
74
Control Costs
123
Control
Procurements
116
Control Risks
83
Control Quality
134
Control
Stakeholder
Engagement
Enterprise
Organization
42
Develop Project
Management
Plan
Figure 49 Monitor and Control Project Work Data Flow Diagram
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4项目集成理
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变化
请求
工作
性
报告
进度预测
工作绩效
问询处
成预测
变化验证
项目
理
计划更新
项目
理
计划
项目
单更新
工作
性
报告
44
监控
控制项目
工作
45
执行
集成
变更控制
工程项目集成理
组织
程资产
企业
环境
素
94
理
项目团队
102
理
通信
116
控制风险
123
控制
采购
项目
文件
103
控制
通信
56
控制范围
55
验证范围
67
控制计划
74
控制成
123
控制
采购
116
控制风险
83
控制质量
134
控制
利益相关者
订婚
企业
组织
42
开发项目
理
计划
图49监控项目工作数流图
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Monitoring is an aspect of project management performed throughout the project Monitoring includes collecting
measuring and distributing performance information and assessing measurements and trends to effect process
improvements Continuous monitoring gives the project management team insight into the health of the project and
identifies any areas that may require special attention Control includes determining corrective or preventive actions
or replanning and following up on action plans to determine whether the actions taken resolved the performance
issue The Monitor and Control Project Work process is concerned with
Comparing actual project performance against the project management plan
Assessing performance to determine whether any corrective or preventive actions are indicated and
then recommending those actions as necessary
Identifying new risks and analyzing tracking and monitoring existing project risks to make sure the risks
are identified their status is reported and that appropriate risk response plans are being executed
Maintaining an accurate timely information base concerning the project’s product(s) and their associated
documentation through project completion
Providing information to support status reporting progress measurement and forecasting
Providing forecasts to update current cost and current schedule information
Monitoring implementation of approved changes as they occur and
Providing appropriate reporting on project progress and status to program management when the project
is part of an overall program
441 Monitor and Control Project Work Inputs
4411 Project Management Plan
Described in Section 4231 Monitoring and controlling project work involves looking at all aspects of the
project Subsidiary plans within the project management plan form the basis for controlling the project Subsidiary
plans and baselines include but are not limited to
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4项目集成理
监测贯穿项目始终项目理方面监测包括收集
测量分发绩效信息评价测量结果趋势影响程
改进连续监视项目理团队解项目健康
确定需特注意方控制包括确定纠正预防措施
重新规划进行动计划确定否采取行动解决性
问题监视控制项目工作中：
较实际项目绩效项目理计划
绩效评估确定否表示纠正预防措施
然推荐行动必
识新风险分析踪监控项目风险存定风险
确定报告状态采取适风险应计划正执行
保持准确时信息库项目产品（S）相关
通项目竣工文件
支持状态报告提供信息进度测量预测
更新目前成目前进度信息提供预测
监测实施已批准变更发生时
提供适汇报项目进度状态项目理项目
整体计划部分
441监控项目工作：输入
4411项目理计划
第4231描述监测控制项目工作涉方面
项目公司计划项目理计划形式控制工程基础子公司
基线计划包括限：
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Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Process improvement plan (Section 8132)
Human resource management plan (Section 9131)
Communications management plan (Section 10131)
Risk management plan (Section 11131)
Procurement management plan (Section 12131)
Stakeholder management plan (Section 13231)
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
4412 Schedule Forecasts
Described in Section 6732 The schedule forecasts are derived from progress against the schedule baseline
and computed time estimate to complete (ETC) This is typically expressed in terms of schedule variance (SV) and
schedule performance index (SPI) For projects not using earned value management variances against the planned
finish dates and forecasted finish dates are provided
The forecast may be used to determine if the project is still within defined tolerance ranges and identify any
necessary change requests
4413 Cost Forecasts
Described in Section 7432 The cost forecasts are derived from progress against the cost baseline and computed
estimates to complete (ETC) This is typically expressed in terms of cost variance (CV) and cost performance index
(CPI) An estimate at completion (EAC) can be compared to the budget at completion (BAC) to see if the project is
still within tolerance ranges or if a change request is required For projects not using earned value management
variances against the planned versus actual expenditures and forecasted final costs are provided
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范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
程改进计划（第8132）
力资源理计划（第9131）
沟通理计划（第10131）
风险理计划（第11131）
采购理计划（第12131）
利益相关者理计划（第13231）
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
4412进度预测
第6732描述该计划预测进度基线进展
计算估计完成时间（等）典型进度偏差（SV）表示
进度绩效指数（SPI）挣值理项目计划差异
完成日期预计完成日期设置
预测确定否该项目然规定公差范围确定
必变更请求
4413成预测
第7432描述成预测成基线进步计算机
估计完成（等）典型成差异（CV）表示成绩效指数
（CPI）完成估算（EAC）相完工预算（BAC）否项目
公差范围者变更请求必需挣值理项目
计划实际支出终成预测差异
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4414 Validated Changes
Described in Section 8332 Approved changes that result from the Perform Integrated Change Control process
require validation to ensure that the change was appropriately implemented A validated change provides the
necessary data to confirm that the change was appropriately executed
4415 Work Performance Information
Work performance information is the performance data collected from various controlling processes analyzed
in context and integrated based on relationships across areas Thus work performance data has been transformed
into work performance information Data in itself cannot be used in the decisionmaking process as it has only
outofcontext meaning Work performance information however is correlated and contextualized and provides a
sound foundation for project decisions
Work performance information is circulated through communication processes Examples of performance
information are status of deliverables implementation status for change requests and forecasted estimates to
complete
4416 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Monitor and Control
Project Work process include but are not limited to
Governmental or industry standards (eg regulatory agency regulations codes of conduct product
standards quality standards and workmanship standards)
Organization work authorization systems
Stakeholder risk tolerances and
Project management information system (eg an automated tool suite such as a scheduling software
tool a configuration management system an information collection and distribution system or web
interfaces to other online automated systems)
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4414变化验证
第8332描述批准变更导致执行整体变更控制程
需验证确保变化适实施效变化提供
必数确认更改进行适执行
4415工作绩效信息
工作绩效信息种控制程中收集性数分析
文中基关系跨区综合工作性数已转化
工作绩效信息数身决策程中
文意思工作绩效信息然相关情境中提供
项目决策
工作绩效信息通通信程表现例子
信息状态交付成果变更请求执行情况预测估计
完整
4416企业环境素
第215描述够影响监测控制企业环境素
项目工作程包括限：
政府行业标准（例监机构规定行规范产品
标准质量标准工艺标准）
组织工作授权系统
公差利益相关者风险
项目理信息系统（例动化工具套件调度软件
工具配置理系统信息收集分配系统Web
线动化系统接口）
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4417 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Monitor and Control Project
Work process include but are not limited to
Organizational communication requirements
Financial controls procedures (eg time reporting required expenditure and disbursement reviews
accounting codes and standard contract provisions)
Issue and defect management procedures defining issue and defect controls issue and defect
identification and resolution and action item tracking
Change control procedures including those for scope schedule cost and quality variances
Risk control procedures including risk categories probability definition and impact and probability and
impact matrix
Process measurement database used to make available measurement data on processes and products
and
Lessons learned database
442 Monitor and Control Project Work Tools and Techniques
4421 Expert Judgment
Expert judgment is used by the project management team to interpret the information provided by the monitor
and control processes The project manager in collaboration with the team determines the actions required to
ensure that project performance matches expectations
4422 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible
variations of project or environmental variables and their relationships with other variables Examples of analytical
techniques used in projects are
Regression analysis
Grouping methods
Causal analysis
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4417组织程资产
第214描述组织程资产影响监视控制项目
工作程包括限：
组织沟通求
财务控制程序（例报告需时间费支出评
会计准标准合条款）
问题缺陷理程序确定问题缺陷控制问题缺陷
识分辨率行动项目踪
变更控制程序包括范围进度成质量差异
风险控制程序包括风险概率影响定义分类概率
影响矩阵
程测量数库程产品进行效测量数
教训数库
442监控项目工作：工具技术
4421专家判断
专家判断项目理团队监控器提供信息
控制程项目理团队合作确定需行动
确保项目绩效期
4422分析技术
分析技术应项目理基潜果预测
工程环境变量变化变量关系实例分析
项目中技术：
回分析
分组方法
果分析
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Root cause analysis
Forecasting methods (eg time series scenario building simulation etc)
Failure mode and effect analysis (FMEA)
Fault tree analysis (FTA)
Reserve analysis
Trend analysis
Earned value management and
Variance analysis
4423 Project Management Information System
The project management information system which is part of enterprise environmental factors provides access
to automated tools such as scheduling cost and resourcing tools performance indicators databases project
records and financials used during the Monitor and Control Project Work process
4424 Meetings
Described in Section 4323 Meetings may be facetoface virtual formal or informal They may include
project team members stakeholders and others involved in or affected by the project Types of meetings include
but are not limited to user groups and review meetings
443 Monitor and Control Project Work Outputs
4431 Change Requests
As a result of comparing planned results to actual results change requests may be issued to expand adjust or
reduce project scope product scope or quality requirements and schedule or cost baselines Change requests may
necessitate the collection and documentation of new requirements Changes can impact the project management
plan project documents or product deliverables Changes that meet the project’s change control criteria should go
through the integrated change control process established for the project Changes may include but are not limited
to the following
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根原分析
预测方法（例时间序列情景模拟建筑等）
失效模式影响分析（FMEA）
障树分析（FTA）
储备分析
趋势分析
挣值理
方差分析
4423项目理信息系统
项目理信息系统企业环境素部分提供访问
动化工具调度成资源工具绩效指标数库项目
记录监控项目工作程控制财务
4424会议
第4323描述会议面面虚拟正式非正式包括
项目团队成员利益相关者参受项目影响会议类型包括
限户组评审会议
443监控项目工作：输出
4431变更请求
作结果较计划结果实际结果变更请求发行扩调整
减少项目范围产品范围质量求进度成基线变更请求
需收集新需求文档变化影响项目理
计划项目文件产品交付满足项目变更控制标准改变应该
通建立项目整体变更控制程变化包括限
：
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Corrective action—An intentional activity that realigns the performance of the project work with the
project management plan
Preventive action—An intentional activity that ensures the future performance of the project work is
aligned with the project management plan and
Defect repair—An intentional activity to modify a nonconforming product or product component
4432 Work Performance Reports
Work performance reports are the physical or electronic representation of work performance information
compiled in project documents intended to generate decisions actions or awareness Project information may be
communicated verbally from person to person However in order to record store and sometimes distribute work
performance information a physical or electronic representation in the form of project documents is required Work
performance reports are a subset of project documents which are intended to create awareness and generate
decisions or actions Specific work performance metrics may be defined at the start of the project and included in
the normal work performance reports provided to key stakeholders
Examples of work performance reports include status reports memos justifications information notes
recommendations and updates
4433 Project Management Plan Updates
Changes identified during the Monitor and Control Project Work process may affect the overall project
management plan These changes after being processed through the appropriate change control process can lead
to project management plan updates Project management plan elements that may be updated include but are
not limited to
Scope management plan (Section 5131)
Requirements management plan (Section 5132)
Schedule management plan (Section 6131)
Cost management plan (Section 7131)
Quality management plan (Section 8131)
Scope baseline (Section 5431)
Schedule baseline (Section 6631) and
Cost baseline (Section 7331)
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纠正行动意活动重新调整项目工作绩效
项目理计划
预防措施确保工程未工作绩效活动
项目理计划齐
缺损修复意活动修改合格产品产品组件
4432工作绩效报告
工作业绩报告工作绩效信息物理电子表示
项目文件编制旨生成决策行动意识项目信息
口头传达然记录存储时分配工作
绩效信息项目文件形式物理电子表示必需工作
业绩报告项目文件子集目创造意识创造
决定行动具体工作性度量项目开始定义包含
正常工作业绩报告提供关键利益相关者
工作业绩报告包括状态报告备忘录说明理信息
建议更新
4433项目理计划更新
变化进行监视控制项目工作程中会影响整体项目
理计划变化适处理变更控制程
项目理计划更新项目理计划包括元素更新
限：
范围理计划（第5131）
需求理计划（第5132）
进度理计划（第6131）
成理计划（第7131）
质量理计划（第8131）
范围基线（第5431）
进度基线（第6631）
成基线（第7331）
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4434 Project Documents Updates
Project documents that may be updated include but are not limited to
Schedule and cost forecasts
Work performance reports and
Issue log
45 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests approving changes and
managing changes to deliverables organizational process assets project documents and the project management
plan and communicating their disposition It reviews all requests for changes or modifications to project documents
deliverables baselines or the project management plan and approves or rejects the changes The key benefit of
this process is that it allows for documented changes within the project to be considered in an integrated fashion
while reducing project risk which often arises from changes made without consideration to the overall project
objectives or plans The inputs tools and techniques and outputs of this process are depicted in Figure 410 Figure
411 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Work performance
reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process
assets
1 Expert judgment
2 Meetings
3 Change control tools
1 Approved change
requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
Figure 410 Perform Integrated Change Control Inputs Tools & Techniques and Outputs
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4434项目文件更新
项目文件更新包括限：
进度成预测
工作业绩报告
问题日志
45执行整体变更控制
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目理
计划沟通倾回顾改动修改项目文件求
交付成果基线项目理计划批准拒绝变更关键处
程允许记录项目中变更集成方式考虑
时降低项目风险常常没项目整体考虑变化
目标计划输入工具技术程输出描绘图410图
411描述程数流图
输入工具技术输出
1项目理计划
2工作性
报告
3变更请求
4企业环境
素
5组织程
资产
1专家判断
2会议
3变更控制工具
1批准变更
请求
2更改日志
3项目理计划
更新
4项目文件
更新
图410执行整体变更控制输入输出工具技术
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Project management
plan
Project management
plan updates
Project documents
Change requests updates
Change requests
Approved change
requests
Change log
Change requests
Work performance
reports
Project Integration Management
Organizational
process assets
Enterprise
e nvironmental
factors
83
Control
Quality
123
Control
Procurements
133
Manage
Stakeholder
Engagement
Project
Documents
83
Control Quality
82
Perform Quality
Assurance
74
Control Costs
67
Control Schedule
56
Control Scope
55
Validate Scope
116
Control Risks
122
Conduct
Procurements
103
Control
Communications
94
Manage
Project Team
123
Control
Procurements
133
Manage
Stakeholder
Engagement
134
Control
Stakeholder
Engagement
121
Plan
Procurement
Management
Enterprise
Organization
45
Perform
Integrated
Change Control
44
Monitor and
Control Project
Work
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
Figure 411 Perform Integrated Change Control Data Flow Diagram
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项目理
计划
项目理
计划更新
项目文件
变更请求更新
变更请求
批准变更
请求
更改日志
变更请求
工作绩效
报告
工程项目集成理
组织
程资产
企业
环境
素
83
控制
质量
123
控制
采购
133
理
利益相关者
订婚
项目
文件
83
控制质量
82
执行质量
保证
74
控制成
67
控制计划
56
控制范围
55
验证范围
116
控制风险
122
行
采购
103
控制
通信
94
理
项目团队
123
控制
采购
133
理
利益相关者
订婚
134
控制
利益相关者
订婚
121
计划
采购
理
企业
组织
45
执行
集成
变更控制
44
监控
控制项目
工作
43
直接
理项目
工作
42
开发项目
理
计划
图411执行整体变更控制数流图
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The Perform Integrated Change Control process is conducted from project inception through completion and is
the ultimate responsibility of the project manager The project management plan the project scope statement and
other deliverables are maintained by carefully and continuously managing changes either by rejecting changes
or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline
Changes may be requested by any stakeholder involved with the project Although changes may be initiated
verbally they should be recorded in written form and entered into the change management andor configuration
management system Change requests are subject to the process specified in the change control and configuration
control systems Those change request processes may require information on estimated time impacts and estimated
cost impacts
Every documented change request needs to be either approved or rejected by a responsible individual usually
the project sponsor or project manager The responsible individual will be identified in the project management plan
or by organizational procedures When required the Perform Integrated Change Control process includes a change
control board (CCB) which is a formally chartered group responsible for reviewing evaluating approving delaying
or rejecting changes to the project and for recording and communicating such decisions Approved change
requests can require new or revised cost estimates activity sequences schedule dates resource requirements
and analysis of risk response alternatives These changes can require adjustments to the project management
plan and other project documents The applied level of change control is dependent upon the application area
complexity of the specific project contract requirements and the context and environment in which the project is
performed Customer or sponsor approval may be required for certain change requests after CCB approval unless
they are part of the CCB
Configuration control is focused on the specification of both the deliverables and the processes while change
control is focused on identifying documenting and approving or rejecting changes to the project documents
deliverables or baselines
Some of the configuration management activities included in the Perform Integrated Change Control process
are as follows
Configuration identification Identification and selection of a configuration item to provide the basis for
which the product configuration is defined and verified products and documents are labeled changes
are managed and accountability is maintained
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4项目集成理
执行整体变更控制程项目开始完成
项目理责项目理计划项目范围说明书
交付成果通断认真理变化保持拒绝改变
批准变更确保批准变更反映基线
变化利益相关者参项目求然变化引发
口头应文字形式记录进入变更理配置
理系统变更请求须变更控制配置指定程
控制系统变更请求程需估计时间影响信息估计
成影响
记录更改请求需批准负责拒绝通常
项目发起项目理负责项目理计划中确定
组织程序需时执行整体变更控制程包括改变
控制板（CCB）正式注册组负责审查评估批准延迟
拒绝项目变化记录传达样决定批准变更
请求需新修正费估算活动序列时间表资源需求
风险应方案分析变化需调整项目理
计划项目文件变更控制应程度取决应领域
具体工程复杂合求文项目环境
执行顾客赞助审批需定变更请求建行批准非
建行部分
配置控制研究成果程规范变化
控制重点识记录批准拒绝变更项目文件
交付基线
配置理活动包括执行整体变更控制程
：
配置标识配置项识选择
该产品结构定义验证产品文档标记变化
理问责保持
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Configuration status accounting Information is recorded and reported as to when appropriate
data about the configuration item should be provided This information includes a listing of approved
configuration identification status of proposed changes to the configuration and the implementation
status of approved changes
Configuration verification and audit Configuration verification and configuration audits ensure the
composition of a project’s configuration items is correct and that corresponding changes are registered
assessed approved tracked and correctly implemented This ensures the functional requirements
defined in the configuration documentation have been met
451 Perform Integrated Change Control Inputs
4511 Project Management Plan
Described in Section 4231 Elements of the project management plan that may be used include but are not
limited to
Scope management plan which contains the procedures for scope changes
Scope baseline which provides product definition and
Change management plan which provides the direction for managing the change control process and
documents the formal change control board (CCB)
Changes are documented and updated within the project management plan as part of the change and
configuration management processes
4512 Work Performance Reports
Described in Section 4432 Work performance reports of particular interest to the Perform Integrated Change
Control process include resource availability schedule and cost data and earned value management (EVM) reports
burnup or burndown charts
4513 Change Requests
All of the Monitoring and Controlling processes and many of the Executing processes produce change requests
as an output Change requests may include corrective action preventive action and defect repairs However
corrective and preventive actions do not normally affect the project baselines—only the performance against the
baselines
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4项目集成理
4
配置状态报告信息记录报告适时候
关配置项数应提供该信息包括市批准
配置标识配置提出变化状况实施
已批准变更情况
配置验证审计配置验证配置审计确保
项目配置项组成正确相应变更登记
评估批准踪正确实现确保功求
配置文件中定义
451执行整体变更控制输入
4511项目理计划
第4231描述项目理计划素包括
限：
范围理计划包括范围变更程序
范围基线提供产品定义
变更理计划理变更控制程提供指导
文件正式变更控制委员会（CCB）
更改记录更新项目理计划中变化部分
配置理程
4512工作绩效报告
第4432描述工作绩效报告特感兴趣执行整体变更
控制程包括资源性进度成数挣值理（EVM）报告
燃耗燃图
4513变更请求
监测控制程许执行程中产生变更请求
作输出变更请求包括纠正措施预防措施缺陷修复
纠正预防措施般影响项目基线性
基线
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4514 Enterprise Environmental Factors
Described in Section 215 The following enterprise environmental factor can influence the Perform Integrated
Change Control process project management information system The project management information system
may include the scheduling software tool a configuration management system an information collection and
distribution system or web interfaces to other online automated systems
4515 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Integrated Change
Control process include but are not limited to
Change control procedures including the steps by which official organization standards policies plans
and other project documents will be modified and how any changes will be approved validated and
implemented
Procedures for approving and issuing change authorizations
Process measurement database used to collect and make available measurement data on processes
and products
Project documents (eg scope cost and schedule baselines project calendars project schedule network
diagrams risk registers planned response actions and defined risk impact) and
Configuration management knowledge base containing the versions and baselines of all official
organization standards policies procedures and any project documents
452 Perform Integrated Change Control Tools and Techniques
4521 Expert Judgment
In addition to the project management team’s expert judgment stakeholders may be asked to provide their
expertise and may be asked to sit on the change control board (CCB) Such judgment and expertise are applied to
any technical and management details during this process and may be provided by various sources for example
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4项目集成理
4514企业环境素
第215描述企业环境素影响进行综合
变更控制程：项目理信息系统项目理信息系统
包括调度软件工具配置理系统信息收集
配电系统网络接口线动化系统
4515组织程资产
第214描述组织程资产会影响执行整体变更
控制程序包括限：
变更控制程序中包括官方组织标准步骤政策计划
项目文件修改批准变化验证
实现
程序批准颁布修改权限
程测量数库收集处理测量数
产品
项目文件（例范围成进度计划项目日历项目进度网络
图风险登记册计划响应行动定义风险影响）
配置理知识库版官方基线
组织标准政策程序项目文件
452执行整体变更控制工具技术
4521专家判断
项目理团队专家判断利益相关者会求提供
专家会求坐变更控制委员会（CCB）样判断专业知识应
技术理细节程中源提供例：
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4
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts (SMEs) and
Project management office (PMO)
4522 Meetings
In this case these meetings are usually referred to as change control meetings When needed for the project a
change control board (CCB) is responsible for meeting and reviewing the change requests and approving rejecting
or other disposition of those changes The CCB may also review configuration management activities The roles and
responsibilities of these boards are clearly defined and agreed upon by appropriate stakeholders and documented
in the change management plan CCB decisions are documented and communicated to the stakeholders for
information and followup actions
4523 Change Control Tools
In order to facilitate configuration and change management manual or automated tools may be used Tool
selection should be based on the needs of the project stakeholders including organizational and environmental
considerations andor constraints
Tools are used to manage the change requests and the resulting decisions Additional considerations should
be made for communication to assist the CCB members in their duties as well as distribute the decisions to the
appropriate stakeholders
453 Perform Integrated Change Control Outputs
4531 Approved Change Requests
Change requests are processed according to the change control system by the project manager CCB or by an
assigned team member Approved change requests will be implemented through the Direct and Manage Project
Work process The disposition of all change requests approved or not will be updated in the change log as part of
updates to the project documents
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4项目集成理
4
顾问
利益相关者包括客户赞助商
专业技术协会
产业集团
题专家（SME）
项目理办公室（PMO）
4522会议
种情况会议通常称变更控制会议需项目
变更控制委员会（CCB）负责会议审查批准变更请求拒绝
变化处置建行查配置理活动角色
委员会责明确适利益相关者意记录案
变更理计划建行决定记录传达利益相关者
信息续行动
4523变更控制工具
方便配置变更理手动动工具工具
选择应基项目利益相关者包括组织环境需
考虑约束
工具理变更请求产生决定额外考虑应该
沟通协助建行成员职责分配作出决定
适利益相关者
453执行整体变更控制输出
4531批准变更请求
变更请求变更控制系统项目理CCB处理
团队成员批准变更请求通直接实施理项目
工作程变更请求配置批准批准更新更改日志部分
项目文件更新
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4 PROJECT INTEGRATION MANAGEMENT
4532 Change Log
A change log is used to document changes that occur during a project These changes and their impact to
the project in terms of time cost and risk are communicated to the appropriate stakeholders Rejected change
requests are also captured in the change log
4533 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Any subsidiary plans and
Baselines that are subject to the formal change control process
Changes to baselines should only show the changes from the current time forward Past performance may not
be changed This protects the integrity of the baselines and the historical data of past performance
4534 Project Documents Updates
Project documents that may be updated as a result of the Perform Integrated Change Control process include
all documents specified as being subject to the project’s formal change control process
46 Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process
Groups to formally complete the project or phase The key benefit of this process is that it provides lessons learned
the formal ending of project work and the release of organization resources to pursue new endeavors The inputs
tools and techniques and outputs of this process are depicted in Figure 412 Figure 413 depicts the data flow
diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Accepted deliverables
3 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Final product service or
result transition
2 Organizational process
assets updates
Figure 412 Close Project or Phase Inputs Tools & Techniques and Outputs
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4项目集成理
4532更改日志
改变日志记录项目中发生变化变化影响
时间项目成风险传送适利益相关者拒绝改变
请求改变日志中捕获
4533项目理计划更新
项目理计划更新容包括限：
附属计划
基线属正式变更控制程
基线变化应该显示变化目前时间表现
改变保护基线业绩历史数完整性
4534项目文件更新
项目文件更新作结果执行整体变更控制程包括
指定受项目正式变更控制程文件
46结束项目阶段
结束项目阶段活动完成项目理程
集团正式结束项目阶段程关键优势提供验教训
项目工作正式结束组织资源释放追求新努力输入
工具技术程输出描绘图412图413描述数流
该流程图
输入工具技术输出
1项目理计划
2接受交付
3组织程
资产
1专家判断
2分析技术
3会议
1终产品服务
结果转换
2组织程
资产更新
图412结束项目阶段：输入输出工具技术
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4 PROJECT INTEGRATION MANAGEMENT
Project 4
charter
46
Close Project
or Phase
42
Develop Project
Management
Plan
Project Integration Management
Enterprise
Organization
Customer
55
Validate Scope
Project
management
plan
Accepted
d eliverables
Organizational
process
assets
Organizational process
assets updates
Final product
service or result
transition
Figure 413 Close Project or Phase Data Flow Diagram
When closing the project the project manager reviews all prior information from the previous phase closures to
ensure that all project work is completed and that the project has met its objectives Since project scope is measured
against the project management plan the project manager reviews the scope baseline to ensure completion before
considering the project closed The Close Project or Phase process also establishes the procedures to investigate
and document the reasons for actions taken if a project is terminated before completion In order to successfully
achieve this the project manager needs to engage all the proper stakeholders in the process
This includes all planned activities necessary for administrative closure of the project or phase including stepby
step methodologies that address
Actions and activities necessary to satisfy completion or exit criteria for the phase or project
Actions and activities necessary to transfer the project’s products services or results to the next phase
or to production andor operations and
Activities needed to collect project or phase records audit project success or failure gather lessons
learned and archive project information for future use by the organization
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4项目集成理
项目4
宪章
46
关闭项目
阶段
42
开发项目
理
计划
工程项目集成理
企业
组织
客户
55
验证范围
项目
理
计划
接受
D eliverables
组织
程
资产
组织程
资产更新
终产品
服务结果
渡
图413结束项目阶段数流图
关闭项目时项目理审核先验信息前阶段关闭
确保项目工作完成项目已达目标项目范围测量
项目理计划项目理审核范围基准确保完成
鉴项目关闭结束项目阶段程中建立调查程序
果项目文件结束前完成采取行动原成功
实现目标项目理需参利益相关者程中
包括计划必活动项目阶段包括行政收尾见—
步方法址：
行动必活动满足该阶段项目完成退出标准
行活动必需转移项目产品服务结果阶段
生产操作
活动需收集项目阶段记录审计项目成功失败教训聚集
学档项目信息组织
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461 Close Project or Phase Inputs
4611 Project Management Plan
Described in Section 4231 The project management plan becomes the agreement between the project
manager and project sponsor defining what constitutes project completion
4612 Accepted Deliverables
Described in Section 55 Accepted deliverables may include approved product specifications delivery
receipts and work performance documents Partial or interim deliverables may also be included for phased or
cancelled projects
4613 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Close Project or Phase
process include but are not limited to
Project or phase closure guidelines or requirements (eg administrative procedures project audits
project evaluations and transition criteria) and
Historical information and lessons learned knowledge base (eg project records and documents all
project closure information and documentation information about both the results of previous project
selection decisions and previous project performance information and information from risk management
activities)
462 Close Project or Phase Tools and Techniques
4621 Expert Judgment
Expert judgment is applied when performing administrative closure activities These experts ensure the project
or phase closure is performed to the appropriate standards Expertise is available from many sources including
but not limited to
Other project managers within the organization
Project management office (PMO) and
Professional and technical associations
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461结束项目阶段：输入
4611项目理计划
第4231描述项目理计划项目间协议
理项目发起界定什工程竣工
4612接受交付
第55节中描述公认交付成果包括批准产品规格交货
收工作文件部分中间交付成果包括分期
取消项目
4613组织程资产
第214描述组织程资产够影响结束项目阶段
程包括限：
项目相位闭合指南求（例行政程序项目审计
项目评估渡标准）
历史信息验知识库（例项目记录文件
项目收尾信息文档前项目结果信息
选择决定前项目绩效信息风险理信息
活动）
462结束项目阶段：工具技术
4621专家判断
利专家判断执行行政收尾活动专家确保项目
相位闭合进行适标准知识许源包括
限
项目理组织
项目理办公室（PMO）
专业技术协会
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4622 Analytical Techniques
Described in Section 4422 Examples of analytical techniques used in project closeout are
Regression analysis and
Trend analysis
4623 Meetings
Described in Section 4323 Meetings may be facetoface virtual formal or informal This may include project
team members and other stakeholders involved in or affected by the project Types of meetings include but are not
limited to lessons learned closeout user group and review meetings
463 Close Project or Phase Outputs
4631 Final Product Service or Result Transition
This output refers to the transition of the final product service or result that the project was authorized to
produce (or in the case of phase closure the intermediate product service or result of that phase)
4632 Organizational Process Assets Updates
The organizational process assets that are updated as a result of the Close Project or Phase process include
but are not limited to
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4
4622分析技术
4422节描述项目收尾分析技术例子：
回分析
趋势分析
4623条会议
第4323描述会议面面虚拟正式非正式包括：项目
团队成员利益相关者参受项目影响会议类型包括
限验教训收尾户组审查会议
463结束项目阶段：输出
4631终产品服务结果渡
输出指终产品转型服务结果授权项目
生产（相位闭合情况中间产品服务结果期）
4632组织程资产更新
作结果结束项目阶段程更新组织程资产包括
限：
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Project files—Documentation resulting from the project’s activities for example project management
plan scope cost schedule and project calendars risk registers and other registers change management
documentation planned risk response actions and risk impact
Project or phase closure documents—Project or phase closure documents consisting of formal
documentation that indicates completion of the project or phase and the transfer of the completed
project or phase deliverables to others such as an operations group or to the next phase During project
closure the project manager reviews prior phase documentation customer acceptance documentation
from the Validate Scope process (Section 54) and the contract (if applicable) to ensure that all project
requirements are completed prior to finalizing the closure of the project If the project was terminated
prior to completion the formal documentation indicates why the project was terminated and formalizes
the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to
others
Historical information—Historical information and lessons learned information are transferred to the
lessons learned knowledge base for use by future projects or phases This can include information on
issues and risks as well as techniques that worked well that can be applied to future projects
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例项目项目活动产生文档文件项目理
计划范围成进度项目日历风险登记登记变更理
文件计划风险应措施风险影响
项目阶段收尾文件项目阶段关闭文件包括正式
文件表明项目阶段完成完成转移
项目阶段交付成果行动组阶段项目
闭合项目理前阶段文档客户验收文件
验证范围程（第54节）合（适）确保项目
求完成项目结束前完成果该项目终止
完成前正式文档说明项目终止原形式化
完成未完成项目交付成果取消转移手续
历史信息历史信息验信息转移
吸取验教训项目阶段知识基础包括方面信息
问题风险技术效果应未项目
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5 PROJECT SCOPE MANAGEMENT
5
PROJECT SCOPE MANAGEMENT
Project Scope Management includes the processes required to ensure that the project includes all the work
required and only the work required to complete the project successfully Managing the project scope is primarily
concerned with defining and controlling what is and is not included in the project
Figure 51 provides an overview of the Project Scope Management processes which include the following
51 Plan Scope Management—The process of creating a scope management plan that documents how
the project scope will be defined validated and controlled
52 Collect Requirements—The process of determining documenting and managing stakeholder needs
and requirements to meet project objectives
53 Define Scope—The process of developing a detailed description of the project and product
54 Create WBS—The process of subdividing project deliverables and project work into smaller more
manageable components
55 Validate Scope—The process of formalizing acceptance of the completed project deliverables
56 Control Scope—The process of monitoring the status of the project and product scope and managing
changes to the scope baseline
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
In the project context the term scope can refer to
Product scope The features and functions that characterize a product service or result andor
Project scope The work performed to deliver a product service or result with the specified features and
functions The term project scope is sometimes viewed as including product scope
The processes used to manage project scope as well as the supporting tools and techniques can vary
by project The scope baseline for the project is the approved version of the project scope statement work
breakdown structure (WBS) and its associated WBS dictionary A baseline can be changed only through formal
change control procedures and is used as a basis for comparison while performing Validate Scope and Control
Scope processes as well as other controlling processes
55
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5项目范围理
5
项目范围理
项目范围理包括确保项目包括工作流程
求求工作成功完成项目理项目范围
关定义控制什包括项目
图51提供项目范围理程概述中包括：
51项目范围理程中创造范围理计划
项目范围定义验证控制
52收集求确定程记录理干系需
满足项目目标求
53适范围界定发展项目详细说明产品程
54创建WBS项目交付成果项目工作分成较程更
理部分
55验证范围正式验收已完成项目交付成果程
56控制范围监测项目产品范围现状理程
基线变化范围
程间相互作知识领域程详细描述
第3节附录A1
项目中长期范围参考：
产品范围特征功特征产品服务结果
项目范围执行工作提供产品服务具特定特征结果
功术语时作项目范围包括产品范围
理项目范围程支持工具技术改变
通项目该项目范围基线批准项目范围说明书版工作
分解结构（WBS）相关WBS字典基线通正式变化
变更控制程序作较基础进行验证控制范围
范围程控制程
55
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5 PROJECT SCOPE MANAGEMENT
Completion of the project scope is measured against the project management plan (Section 4231) Completion
of the product scope is measured against the product requirements (Section 52) The Project Scope Management
processes need to be well integrated with the other Knowledge Area processes so that the work of the project will
result in delivery of the specified product scope
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Outputs
1 Scope management plan
2 Requirements management
plan
1 Inputs
1 Scope management plan
2 Requirements management
plan
3 Stakeholder management plan
4 Project charter
5 Stakeholder register
2 Tools & Techniques
1 Interviews
2 Focus groups
3 Facilitated workshops
4 Group creativity techniques
5 Group decisionmaking
techniques
6 Questionnaires and surveys
7 Observations
8 Prototypes
9 Benchmarking
10 Context diagrams
11 Document analysis
3 Outputs
1 Requirements documentation
2 Requirements traceability
matrix
1 Inputs
1 Scope management plan
2 Project charter
3 Requirements documentation
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Product analysis
3 Alternatives generation
4 Facilitated workshops
3 Outputs
1 Project scope statement
2 Project documents updates
1 Inputs
1 Scope management plan
2 Project scope statement
3 Requirements documentation
4 Enterprise environmental
factors
5 Organizational process
assets
2 Tools & Techniques
1 Decomposition
2 Expert judgment
3 Outputs
1 Scope baseline
2 Project documents updates
1 Inputs
1 Project management plan
2 Requirements documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
2 Tools & Techniques
1 Inspection
2 Group decisionmaking
techniques
3 Outputs
1 Accepted deliverables
2 Change requests
3 Work performance information
4 Project documents updates
1 Inputs
1 Project management plan
2 Requirements documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process assets
2 Tools & Techniques
1 Variance analysis
3 Outputs
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Scope Management
Overview
52 Collect
Requirements
51 Plan Scope
Management 53 Define Scope
54 Create WBS
55 Validate Scope
56 Control Scope
Figure 51 Project Scope Management Overview
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5项目范围理
项目范围完成项目理计划（第4231）测量完成
产品范围产品求（第52节）项目范围理
程序需知识领域程结合样确保项目工作
交付规定产品范围结果
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2会议
3输出
1范围理计划
2需求理
计划
1投入
1范围理计划
2需求理
计划
3利益相关者理计划
4项目章程
5利益相关者注册
2工具技术
1面试
2重点群体
3促进研讨会
4组创新技术
5组决策
技术
6问卷调查
7观察
8原型
9基准
10背景图
11文件分析
3输出
1求文件
2求追溯性
矩阵
1投入
1范围理计划
2项目章程
3求文件
4组织程资产
2工具技术
1专家判断
2产品分析
3方案生成
4促进研讨会
3输出
1项目范围说明书
2项目文件更新
1投入
1范围理计划
2项目范围说明书
3求文件
4企业环境
素
5组织程
资产
2工具技术
1分解
2专家判断
3输出
1范围基准
2项目文件更新
1投入
1项目理计划
2求文件
3求追溯性
矩阵
4验证交付成果
5工作性数
2工具技术
1检查
2组决策
技术
3输出
1接受交付
2变更请求
3工作绩效信息
4项目文件更新
1投入
1项目理计划
2求文件
3求追溯性
矩阵
4工作性数
5组织程资产
2工具技术
1方差分析
3输出
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目范围理
概述
52集
求
51计划范围
理53定义范围
54创建WBS
55验证范围
56控制范围
图51项目范围理概述
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5 PROJECT SCOPE MANAGEMENT
5
51 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project
scope will be defined validated and controlled The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project The inputs tools and techniques and outputs of
this process are depicted in Figure 52 Figure 53 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Meetings
1 Scope management plan
2 Requirements
management plan
Figure 52 Plan Scope Management Inputs Tools & Techniques and Outputs
51
Plan Scope
Management
52
Collect
Requirements
53
Define
Scope
54
Create
WBS
Project Scope Management
Enterprise
Organization
41
Develop Project
Charter
42
Develop Project
Management
Plan
Project charter
Project
management
plan
Scope
management
plan
Requirements
management
plan
Enterprise
e nvironmental factors
Organizational
process assets
Figure 53 Plan Scope Management Data Flow Diagram
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5项目范围理
5
51计划理范围
计划理范围程范围理计划项目
范围定义验证控制程关键优势提供指导
方范围整项目理输入工具技术输出
程图52中描绘图53描述程数流图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2会议
1范围理计划
2求
理计划
图52计划理范围：输入输出工具技术
51
规划范围
理
52
收集
求
53
定义
范围
54
创建
WBS
项目范围理
企业
组织
41
开发项目
宪章
42
开发项目
理
计划
项目章程
项目
理
计划
范围
理
计划
求
理
计划
企业
环境素
组织
程资产
图53计划理范围数流图
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5 PROJECT SCOPE MANAGEMENT
The scope management plan is a component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified The development of the scope management
plan and the detailing of the project scope begin with the analysis of information contained in the project charter
(Section 4131) the latest approved subsidiary plans of the project management plan (Section 4231) historical
information contained in the organizational process assets (Section 214) and any other relevant enterprise
environmental factors (Section 215) This plan helps reduce the risk of project scope creep
511 Plan Scope Management Inputs
5111 Project Management Plan
Described in Section 4231 Approved subsidiary plans of the project management plan are used to create the
scope management plan and influence the approach taken for planning scope and managing project scope
5112 Project Charter
Described in Section 4131 The project charter is used to provide the project context needed to plan the scope
management processes It provides the highlevel project description and product characteristics from the project
statement of work
5113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Scope Management
process include but are not limited to
Organization’s culture
Infrastructure
Personnel administration and
Marketplace conditions
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5项目范围理
范围理计划组成部分项目项目理计划描述
范围定义开发监控控制验证范围理发展
计划项目范围细节开始信息分析包含项目章程
（第4131）新批准项目理计划子计划（第4231）历史
组织程资产中信息（第214）相关企业
环境素（第215）计划助减少项目范围蔓延风险
511计划范围理：输入
5111项目理计划
第4231描述批准项目理计划子计划创建
范围理计划影响范围规划理项目范围方法
5112项目章程
4131节叙述项目章程提供需规划范围项目背景
理流程提供项目高级项目描述产品特性
工作说明书
5113企业环境素
第215描述会影响计划范围理企业环境素
程包括限：
组织文化
基础设施
事理
市场条件
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5 PROJECT SCOPE MANAGEMENT
5
5114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Scope Management
process include but are not limited to
Policies and procedures and
Historical information and lessons learned knowledge base
512 Plan Scope Management Tools and Techniques
5121 Expert Judgment
Expert judgment refers to input received from knowledgeable and experienced parties Expertise may be
provided by any group or person with specialized education knowledge skill experience or training in developing
scope management plans
5122 Meetings
Project teams may attend project meetings to develop the scope management plan Attendees at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for any of the scope management processes and others as needed
513 Plan Scope Management Outputs
5131 Scope Management Plan
The scope management plan is a component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified The scope management plan is a major input
into the Develop Project Management Plan process and the other scope management processes The components
of a scope management plan include
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5项目范围理
5
5114组织程资产
第214描述组织程资产够影响计划理范围
程包括限：
政策程序
历史信息验知识库
512计划理范围：工具技术
5121专家判断
专家判断丰富知识验方接收输入专长
集团专业教育知识技验培训发展
范围理计划
5122会议
项目团队参加项目会议制定范围理计划会者
会议包括项目理项目发起项目团队成员选择
利益相关者范围理程责需
513计划理范围：输出
5131范围理计划
范围理计划组成部分项目项目理计划描述
范围定义开发监控控制验证范围理计划重输入
项目理计划程发展范围理程组件
范围理计划包括：
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5 PROJECT SCOPE MANAGEMENT
Process for preparing a detailed project scope statement
Process that enables the creation of the WBS from the detailed project scope statement
Process that establishes how the WBS will be maintained and approved
Process that specifies how formal acceptance of the completed project deliverables will be obtained and
Process to control how requests for changes to the detailed project scope statement will be processed
This process is directly linked to the Perform Integrated Change Control process (Section 45)
The scope management plan can be formal or informal broadly framed or highly detailed based on the needs
of the project
5132 Requirements Management Plan
The requirements management plan is a component of the project management plan that describes how
requirements will be analyzed documented and managed The phasetophase relationship described in
Section 2421 strongly influences how requirements are managed The project manager chooses the most
effective relationship for the project and documents this approach in the requirements management plan Many of
the requirements management plan components are based on that relationship
Components of the requirements management plan can include but are not limited to
How requirements activities will be planned tracked and reported
Configuration management activities such as how changes to the product will be initiated how impacts
will be analyzed how they will be traced tracked and reported as well as the authorization levels
required to approve these changes
Requirements prioritization process
Product metrics that will be used and the rationale for using them and
Traceability structure to reflect which requirement attributes will be captured on the traceability matrix
52 Collect Requirements
Collect Requirements is the process of determining documenting and managing stakeholder needs and
requirements to meet project objectives The key benefit of this process is that it provides the basis for defining and
managing the project scope including product scope The inputs tools and techniques and outputs of this process
are depicted in Figure 54 Figure 55 depicts the data flow diagram of the process
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5项目范围理
准备详细项目范围说明书程
程详细项目范围说明书工作分解结构创作
程建立WBS保持批准
程中指定正式验收已完成项目交付成果获
程控制求详细项目范围说明书变化处理
程直接关系执行整体变更控制程（第45节）
范围理计划正式非正式笼统非常详细基需求
该项目
5132需求理计划
需求理计划项目理计划组成部分介绍
求进行分析记录理相关系描述
部分2421强烈影响需求理项目理选择
项目文件效关系种方法需求理计划许
需求理计划组成部分基关系
需求理计划组成部分包括限：
求活动计划踪报告
配置理活动：产品变化开始影响
分析追踪追踪报告授权级
求批准变化
需求优先级排序程
产品度量理
追溯结构反映求属性踪矩阵捕获
52收集求
收集需求确定程记录理干系需
满足项目目标求程关键处提供基础定义
理项目范围包括产品范围输入工具技术程输出
图54描述图55描述程数流图
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5 PROJECT SCOPE MANAGEMENT
5
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Requirements
management plan
3 Stakeholder management
plan
4 Project charter
5 Stakeholder register
1 Interviews
2 Focus groups
3 Facilitated workshops
4 Group creativity
techniques
5 Group decisionmaking
techniques
6 Questionnaires and
surveys
7 Observations
8 Prototypes
9 Benchmarking
10 Context diagrams
11 Document analysis
1 Requirements
documentation
2 Requirements traceability
matrix
Figure 54 Collect Requirements Inputs Tools & Techniques and Outputs
Change log
Project Scope Management
52
Collect
Requirements
51
Plan Scope
Management
53
Define
Scope
54
Create
WBS
55
Validate
Scope
56
Control
Scope
Project charter
Stakeholder
register Stakeholder
management plan
Requirements
d ocumentation
Requirements
management plan
Scope management plan
Requirements traceability matrix
131
Identify Stakeholders
132
Plan
Stakeholder
Management
81
Plan Quality
Management
121
Plan
Procurement
Management
41
Develop Project
Charter
Figure 55 Collect Requirements Data Flow Diagram
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5项目范围理
5
输入工具技术输出
1范围理计划
2求
理计划
3利益相关者理
计划
4项目章程
5利益相关者注册
1面试
2重点群体
3促进研讨会
4组创造力
技术
5组决策
技术
6问卷调查
调查
7观察
8原型
9基准
10背景图
11文件分析
1求
文档
2求追溯性
矩阵
图54收集求：输入输出工具技术
更改日志
项目范围理
52
收集
求
51
规划范围
理
53
定义
范围
54
创建
WBS
55
验证
范围
56
控制
范围
项目章程
利益相关者
注册利益相关者
理计划
求
D ocumentation
求
理计划
范围理计划
求追溯性
矩阵
131
识
利益相关者
132
计划
利益相关者
理
81
规划质量
理
121
计划
采购
理
41
开发项目
宪章
图55收集需求数流图
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5 PROJECT SCOPE MANAGEMENT
The project’s success is directly influenced by active stakeholder involvement in the discovery and decomposition
of needs into requirements and by the care taken in determining documenting and managing the requirements
of the product service or result of the project Requirements include conditions or capabilities that are to be
met by the project or present in the product service or result to satisfy an agreement or other formally imposed
specification Requirements include the quantified and documented needs and expectations of the sponsor
customer and other stakeholders These requirements need to be elicited analyzed and recorded in enough detail
to be included in the scope baseline and to be measured once project execution begins Requirements become
the foundation of the WBS Cost schedule quality planning and sometimes procurement are all based upon
these requirements The development of requirements begins with an analysis of the information contained in the
project charter (Section 4131) the stakeholder register (Section 13131) and the stakeholder management plan
(Section 13231)
Many organizations categorize requirements into different types such as business and technical solutions the
former referring to stakeholder needs and the latter as to how those needs will be implemented Requirements can
be grouped into classifications allowing for further refinement and detail as the requirements are elaborated These
classifications include
Business requirements which describe the higherlevel needs of the organization as a whole such as the
business issues or opportunities and reasons why a project has been undertaken
Stakeholder requirements which describe needs of a stakeholder or stakeholder group
Solution requirements which describe features functions and characteristics of the product service
or result that will meet the business and stakeholder requirements Solution requirements are further
grouped into functional and nonfunctional requirements
○○ Functional requirements describe the behaviors of the product Examples include processes
data and interactions with the product
○○ Nonfunctional requirements supplement functional requirements and describe the environmental
conditions or qualities required for the product to be effective Examples include reliability
security performance safety level of service supportability retentionpurge etc
Transition requirements describe temporary capabilities such as data conversion and training
requirements needed to transition from the current asis state to the future tobe state
Project requirements which describe the actions processes or other conditions the project needs
to meet
Quality requirements which capture any condition or criteria needed to validate the successful completion
of a project deliverable or fulfillment of other project requirements
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5项目范围理
该项目成功直接发现利益相关者积极参分解影响
需求确定护理记录理求
产品服务项目结果求包括条件力
项目产品服务符合协议正式实施
规范求包括量化记录需求期赞助商
顾客利益相关者求需引起分析记录足够细节
列入范围基线旦项目开始执行测量求成
WBS基础成进度质量计划时采购基
求发展求信息中包含分析
项目章程（第4131）利益相关者注册（第13131）利益相关者理计划
（第13231）
许组织分类求类型商业技术解决方案
前者指利益相关者需者需实施求
分分类允许进步细化细节求进行阐述
分类包括：
业务需求描述该组织高级需作整体
业务问题机会什项目已进行
利害关系者求描述利益相关者需求利益相关者群体
溶液求描述特点功产品特性服务
结果满足企业利益相关者求溶液求进步
分功性非功性需求：
○○功需求描述产品行例子包括程
数产品相互作
○○非功性需求补充功求描述环境
该产品效必条件素质例子包括：性
安全性安全性服务水保障性保留净化等
时渡需求描述力数转换培训
求需目前状态未状态
项目求描述行程条件项目需求
满足
质量求捕获条件标准需验证成功完成
项目交付成果项目需满足
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521 Collect Requirements Inputs
5211 Scope Management Plan
Described in Section 5131 The scope management plan provides clarity as to how project teams will determine
which type of requirements need to be collected for the project
5212 Requirements Management Plan
Described in Section 5132 The requirements management plan provides the processes that will be used
throughout the Collect Requirements process to define and document the stakeholder needs
5213 Stakeholder Management Plan
Described in Section 13231 The stakeholder management plan is used to understand stakeholder
communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of
stakeholder participation in requirements activities
5214 Project Charter
Described in Section 4131 The project charter is used to provide the highlevel description of the product
service or result of the project so that detailed requirements can be developed
5215 Stakeholder Register
Described in Section 13131 The stakeholder register is used to identify stakeholders who can provide
information on the requirements The stakeholder register also captures major requirements and main expectations
stakeholders may have for the project
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5项目范围理
5
521收集求：输入
5211范围理计划
第5131描述范围理计划提供明确决定项目团队
种类型求需收集项目
5212需求理计划
第5132描述需求理计划提供程序
收集需求程定义文件干系需
5213利益相关者理计划
第13231描述利益相关者理计划解利益相关者
通信需求利益相关者参评估适应水
利益相关者参活动求
5214项目章程
4131节叙述项目章程提供产品高层次描述
服务项目结果开发详细求
5215利益相关者登记
第13131描述利益相关者寄存器识利益相关者提供
求信息利益相关者登记捕捉求期
利益相关者项目
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522 Collect Requirements Tools and Techniques
5221 Interviews
An interview is a formal or informal approach to elicit information from stakeholders by talking to them directly
It is typically performed by asking prepared and spontaneous questions and recording the responses Interviews
are often conducted on an individual basis between an interviewer and an interviewee but may involve multiple
interviewers andor multiple interviewees Interviewing experienced project participants sponsors and other
executives and subject matter experts can aid in identifying and defining the features and functions of the desired
product deliverables Interviews are also useful for obtaining confidential information
5222 Focus Groups
Focus groups bring together prequalified stakeholders and subject matter experts to learn about their
expectations and attitudes about a proposed product service or result A trained moderator guides the group
through an interactive discussion designed to be more conversational than a oneonone interview
5223 Facilitated Workshops
Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements
Workshops are considered a primary technique for quickly defining crossfunctional requirements and reconciling
stakeholder differences Because of their interactive group nature wellfacilitated sessions can build trust foster
relationships and improve communication among the participants which can lead to increased stakeholder
consensus In addition issues can be discovered earlier and resolved more quickly than in individual sessions
For example facilitated workshops called joint application designdevelopment (JAD) sessions are used in the
software development industry These facilitated sessions focus on bringing business subject matter experts and
the development team together to improve the software development process In the manufacturing industry quality
function deployment (QFD) is another example of a facilitated workshop technique that helps determine critical
characteristics for new product development QFD starts by collecting customer needs also known as voice of the
customer (VOC) These needs are then objectively sorted and prioritized and goals are set for achieving them User
stories which are short textual descriptions of required functionality are often developed during a requirements
workshop User stories describe the stakeholder who benefits from the feature (role) what the stakeholder needs to
accomplish (goal) and the benefit to the stakeholder (motivation) User stories are widely used with agile methods
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5项目范围理
522收集求：工具技术
5221访谈
采访获取信息利益相关者通直接交谈正式非正式方法
典型求准备发问题记录执行响应访谈
常进行采访者采访者间涉
面试官象面试验项目参者赞助商
理员题专家帮助识定义需功特点
产品交付访谈获取机密信息
5222焦点组
焦点组汇集通资格预审利益相关者题专家解
提出产品服务期态度结果训练素持指导组
通互动式讨设计单独采访话
5223促进研讨会
促进研讨会集中会议关键利益相关者确定产品求
研讨会认快速确定交叉功求协调技术
利益相关者差异交互式群性质课程建立信培养
关系提高参者间通信导致增加利益相关者
识外问题早发现时段更迅速解决
例促进研讨会称联合应设计开发（JAD）会话中
软件产业发展课程重点学科专家业务
开发团队起改进软件开发程制造业质量
功展开（QFD）例子促进车间技术助确定关键
新产品开发特点QFD开始通收集客户需求声音
客户（VOC）需求客观分类优先级实现目标设定户
事短需功文描述通常需求开发
车间户事描述利益相关者利益功（作）利益相关者需
达（目标）利利益相关者（动机）户事敏捷方法广泛应
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5224 Group Creativity Techniques
Several group activities can be organized to identify project and product requirements Some of the group
creativity techniques that can be used are
Brainstorming A technique used to generate and collect multiple ideas related to project and product
requirements Although brainstorming by itself does not include voting or prioritization it is often used
with other group creativity techniques that do
N ominal group technique A technique that enhances brainstorming with a voting process used to rank
the most useful ideas for further brainstorming or for prioritization
Ideamind mapping A technique in which ideas created through individual brainstorming sessions are
consolidated into a single map to reflect commonality and differences in understanding and generate
new ideas
Affinity diagram A technique that allows large numbers of ideas to be classified into groups for review
and analysis
Multicriteria decision analysis A technique that utilizes a decision matrix to provide a systematic
analytical approach for establishing criteria such as risk levels uncertainty and valuation to evaluate
and rank many ideas
5225 Group DecisionMaking Techniques
A group decisionmaking technique is an assessment process having multiple alternatives with an expected
outcome in the form of future actions These techniques can be used to generate classify and prioritize product
requirements
There are various methods of reaching a group decision such as
Unanimity A decision that is reached whereby everyone agrees on a single course of action One way to
reach unanimity is the Delphi technique in which a selected group of experts answers questionnaires and
provides feedback regarding the responses from each round of requirements gathering The responses
are only available to the facilitator to maintain anonymity
Majority A decision that is reached with support obtained from more than 50 of the members of the
group Having a group size with an uneven number of participants can ensure that a decision will be
reached rather than resulting in a tie
Plurality A decision that is reached whereby the largest block in a group decides even if a majority is
not achieved This method is generally used when the number of options nominated is more than two
Dictatorship In this method one individual makes the decision for the group
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5项目范围理
5
5224群体创新技术
组活动组织识项目产品求组
创造性技术：
头脑风暴种产生收集创意项目产品相关技术
求头脑风暴法身包括投票优先级常
群体创新技术做
名誉集团技术种技术提高脑力激荡表决程进行排序
进步进行头脑风暴优先级想法
想法心智图种技术通头脑风暴会议创建思路
合反映性差异理解单图产生
新想法
亲图种技术允许量思想分成组审查
分析
目标决策分析种利决策矩阵提供系统方法
建立标准分析方法风险水确定性估价评价
许想法等级
5225群决策方法
组决策技术具备选方案预期评估程
未行动形式结果技术生成分类优化产品
求
达群体决策种方法：
致决定达成意单行动办法
达成致德尔菲法选定组专家回答问卷调查
提供关轮需求收集反馈反应
适於保持匿名者
数决定名成员获支持达50
集团组均匀数确保决定
达产生领带
决定达成组块决定数
没实现种方法通常选择提名数超两
专政种方法中群体决策
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All of these group decisionmaking techniques can be applied to the group creativity techniques used in the
Collect Requirements process
5226 Questionnaires and Surveys
Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a
large number of respondents Questionnaires andor surveys are most appropriate with varied audiences when
a quick turnaround is needed when respondents are geographically dispersed and where statistical analysis is
appropriate
5227 Observations
Observations provide a direct way of viewing individuals in their environment and how they perform their jobs or
tasks and carry out processes It is particularly helpful for detailed processes when the people that use the product
have difficulty or are reluctant to articulate their requirements Observation is also known as job shadowing
It is usually done externally by an observer viewing a business expert performing a job It can also be done by
a participant observer who actually performs a process or procedure to experience how it is done to uncover
hidden requirements
5228 Prototypes
Prototyping is a method of obtaining early feedback on requirements by providing a working model of the
expected product before actually building it Since a prototype is tangible it allows stakeholders to experiment
with a model of the final product rather than being limited to discussing abstract representations of their
requirements Prototypes support the concept of progressive elaboration in iterative cycles of mockup creation
user experimentation feedback generation and prototype revision When enough feedback cycles have been
performed the requirements obtained from the prototype are sufficiently complete to move to a design or build
phase Storyboarding is a prototyping technique showing sequence or navigation through a series of images or
illustrations Storyboards are used on a variety of projects in a variety of industries such as film advertising
instructional design and on agile and other software development projects In software development storyboards
use mockups to show navigation paths through webpages screens or other user interfaces
5229 Benchmarking
Benchmarking involves comparing actual or planned practices such as processes and operations to those
of comparable organizations to identify best practices generate ideas for improvement and provide a basis for
measuring performance The organizations compared during benchmarking can be internal or external
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5项目范围理
群体决策技术应集团创新技术
收集需求程
5226问卷调查
问卷调查够迅速信息积累问题写集
量受访者问卷调查合适观众
快速调整必受访者理分散统计分析
适
5227观测
结果提供环境中查直接方式完成工作
务实施程产品特详细程
困难愿意表达求观察称工作影子
通常观察者观业务专家进行工作外做做
参观察究竟谁执行程程序验做发现
隐藏求
5228原型
原型通提供工作模型求获早期反馈方法
预计产品前先建立原型形允许利益相关者实验
模型终产品仅限讨抽象表示
求原型支持模拟创作迭代周期逐步细化概念
户反馈产生原型试验修正足够反馈周期已
行原型求足够完整移动设计建造
相事板原型技术通系列图显示序列导航
插图事板种种行业项目电影广告
教学设计敏捷软件开发项目软件开发中事
模拟UPS通网页导航路径显示屏幕户界面
5229标杆
标杆理涉较实际计划做法程操作
类似组织确定佳做法产生改进思想提供
测量性该组织相基准部外部
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52210 Context Diagrams
The context diagram is an example of a scope model Context diagrams visually depict the product scope by
showing a business system (process equipment computer system etc) and how people and other systems
(actors) interact with it Context diagrams show inputs to the business system the actor(s) providing the input the
outputs from the business system and the actor(s) receiving the output
52211 Document Analysis
Document analysis is used to elicit requirements by analyzing existing documentation and identifying
information relevant to the requirements There are a wide range of documents that may be analyzed to help elicit
relevant requirements Examples of documents that may be analyzed include but are not limited to business plans
marketing literature agreements requests for proposal current process flows logical data models business rules
repositories application software documentation business process or interface documentation use cases other
requirements documentation problemissue logs policies procedures and regulatory documentation such as
laws codes or ordinances etc
523 Collect Requirements Outputs
5231 Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project
Requirements may start out at a high level and become progressively more detailed as more about the requirements
is known Before being baselined requirements need to be unambiguous (measurable and testable) traceable
complete consistent and acceptable to key stakeholders The format of a requirements document may range from
a simple document listing all the requirements categorized by stakeholder and priority to more elaborate forms
containing an executive summary detailed descriptions and attachments
Components of requirements documentation can include but are not limited to
Business requirements including
○○ Business and project objectives for traceability
○○ Business rules for the performing organization and
○○ Guiding principles of the organization
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52210背景图
背景图范围模型例背景图直观反映产品范围
呈现业务系统（工艺设备计算机系统等等）系统
（演员）交互作背景图显示输入业务系统演员（）提供输入
业务系统输出演员（）接收输出
52211文件分析
文件分析引起求通分析现文档识
关信息求引起广泛帮助文件
相关求分析文件例子包括限：商业计划
营销文学协议请求建议目前工艺流程逻辑数模型业务规
库应软件文档流程接口文档情况
需求文档问题日志政策程序法规文件
法律法规法令等
523收集求：输出
5231需求文档
需求文档介绍性化需求满足业务需项目
求开始高水逐渐变更详细更求
已知基线求明确（测量测）追溯
完整致接受关键利益相关者求文件格式范围
简单文件列出利益相关者求优先级分类更复杂形式
包含执行总结详细说明附件
需求文档组件包括限：
业务需求包括：
追溯○○业务项目目标
○○业务规执行机构
○○指导原组织
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Stakeholder requirements including
○○ Impacts to other organizational areas
○○ Impacts to other entities inside or outside the performing organization and
○○ Stakeholder communication and reporting requirements
Solution requirements including
○○ Functional and nonfunctional requirements
○○ Technology and standard compliance requirements
○○ Support and training requirements
○○ Quality requirements and
○○ Reporting requirements etc (solution requirements can be documented textually in models
or both)
Project requirements such as
○○ Levels of service performance safety compliance etc and
○○ Acceptance criteria
Transition requirements
Requirements assumptions dependencies and constraints
5232 Requirements Traceability Matrix
The requirements traceability matrix is a grid that links product requirements from their origin to the
deliverables that satisfy them The implementation of a requirements traceability matrix helps ensure that each
requirement adds business value by linking it to the business and project objectives It provides a means
to track requirements throughout the project life cycle helping to ensure that requirements approved in the
requirements documentation are delivered at the end of the project Finally it provides a structure for managing
changes to the product scope
Tracing includes but is not limited to tracing requirements for the following
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5项目范围理
利害关系者求包括：
○○影响组织区域
○○影响执行组织部外部实体
○○利益相关者沟通报告求
溶液求包括：
○○功性非功性需求
○○技术标准符合性求
○○支持培训求
○○质量求
○○报告求等等（解决方案求模型记录
者两者）
项目求：
○○服务水性安全性等
○○验收标准
渡求
求假设赖约束
5232需求踪矩阵
需求踪矩阵网格产品求起源
满足成果需求踪矩阵实施助确保
求增加业务价值通链接业务项目目标提供种手段
踪求整项目生命周期助确保批准求
求文件项目结束时发表理提供结构
产品范围变化
踪包括限续踪求：
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Business needs opportunities goals and objectives
Project objectives
Project scopeWBS deliverables
Product design
Product development
Test strategy and test scenarios and
Highlevel requirements to more detailed requirements
Attributes associated with each requirement can be recorded in the requirements traceability matrix These
attributes help to define key information about the requirement Typical attributes used in the requirements
traceability matrix may include a unique identifier a textual description of the requirement the rationale
for inclusion owner source priority version current status (such as active cancelled deferred added
approved assigned completed) and status date Additional attributes to ensure that the requirement has met
stakeholders’ satisfaction may include stability complexity and acceptance criteria Figure 56 provides an
example of a requirements traceability matrix with its associated attributes
Requirements Traceability Matrix
ID Requirements Description
Business Needs
Opportunities
Goals Objectives
Project
Objectives
Associate
ID
WBS
Deliverables
Product
Design
Product
Development
Test
Cases
Project Name Programs Portfolios
Cost Center
Project Description
10
11
12
121
20
21
211
30
31
32
40
50
001
002
003
004
005
Figure 56 Example of a Requirements Traceability Matrix
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5项目范围理
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业务需机会目标目标
项目目标
项目范围 WBS交付
产品设计
产品开发
测试策略测试场景
高水求更详细求
求相关属性记录需求踪矩阵
属性助确定关键信息求典型属性应求
踪矩阵包括：唯标识符该求文描述理基础
包含业源优先级版目前状况（活性取消延迟增加
批准分配完成）状态日期额外属性确保满足求
利益相关者满意度包括稳定性复杂性验收标准图提供
相关联属性需求踪矩阵例子
需求踪矩阵
ID需求描述
业务需求
机会
目标目
项目
目标
副
ID
WBS
交付成果
产品
设计
产品
发展
试验
例
项目名称：项目投资组合
成中心：
项目描述：
1
11
12
121
2
21
211
3
31
32
4
5
001
002
003
004
005
图56需求踪矩阵例子
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5 PROJECT SCOPE MANAGEMENT
53 Define Scope
Define Scope is the process of developing a detailed description of the project and product The key benefit of
this process is that it describes the project service or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope The inputs tools and techniques and outputs of
this process are depicted in Figure 57 Figure 58 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Project charter
3 Requirements
documentation
4 Organizational process
assets
1 Expert judgment
2 Product analysis
3 Alternatives generation
4 Facilitated workshops
1 Project scope statement
2 Project documents
updates
Figure 57 Define Scope Inputs Tools & Techniques and Outputs
Project Scope Management
53
Define
Scope
51
Plan Scope
Management
52
Collect
Requirements
54
Create
WBS
Organizational
process assets
Project
charter
Requirements
d ocumentation
Scope
management
plan
Project
scope
statement
Project documents
updates
41
Develop Project
Charter
63
Sequence
Activities
65
Estimate
Activity Durations
66
Develop
Schedule
Project
Documents
Enterprise
Organization
Figure 58 Define Scope Data Flow Diagram
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5项目范围理
53范围定义
定义范围开发项目详细说明产品程关键处
程描述项目服务结果边界定义求
收集纳入排项目范围输入工具技术输出
程图57描绘图58描述程数流图
输入工具技术输出
1范围理计划
2项目章程
3求
文档
4组织程
资产
1专家判断
2产品分析
3方案生成
4促进研讨会
1项目范围说明书
2项目文件
更新
图57定义范围：输入输出工具技术
项目范围理
53
定义
范围
51
规划范围
理
52
收集
求
54
创建
WBS
组织
程资产
项目
宪章
求
D ocumentation
范围
理
计划
项目
范围
声明
项目文件
更新
41
开发项目
宪章
63
序列
活动
65
估计
活动持续时间
66
发展
铁列车时刻表
项目
文件
企业
组织
图58范围定义数流图
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5 PROJECT SCOPE MANAGEMENT
5
Since all of the requirements identified in Collect Requirements may not be included in the project the Define
Scope process selects the final project requirements from the requirements documentation delivered during the
Collect Requirements process It then develops a detailed description of the project and product service or result
The preparation of a detailed project scope statement is critical to project success and builds upon the major
deliverables assumptions and constraints that are documented during project initiation During project planning
the project scope is defined and described with greater specificity as more information about the project is known
Existing risks assumptions and constraints are analyzed for completeness and added or updated as necessary
The Define Scope process can be highly iterative In iterative life cycle projects a highlevel vision will be developed
for the overall project but the detailed scope is determined one iteration at a time and the detailed planning for the
next iteration is carried out as work progresses on the current project scope and deliverables
531 Define Scope Inputs
5311 Scope Management Plan
Described in Section 5131The scope management plan is a component of the project management plan
that establishes the activities for developing monitoring and controlling the project scope
5312 Project Charter
Described in Section 4131 The project charter provides the highlevel project description and product
characteristics It also contains project approval requirements If a project charter is not used in the performing
organization then comparable information needs to be acquired or developed and used as a basis for the detailed
project scope statement Organizations that do not produce a formal project charter will usually perform an informal
analysis to identify the content necessary for further scope planning
5313 Requirements Documentation
Described in Section 5231 This documentation will be used to select the requirements that will be included
in the project
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5项目范围理
5
收集求确定求包括项目定义
方法选取范围终项目需求需求文档交付期间
收集需求程然开发项目产品详细描述服务结果
详细项目范围说明书编制项目成功关键建立
交付成果假设限制记录项目启动项目规划
项目范围定义已知关项目更信息更具体描述
存风险假设制约素进行分析完整性添加更新必
范围定义程高度迭代迭代生命周期项目高层次视觉发展
整项目具体范围次确定迭代详细规划
次迭代进行工作进展目前项目范围交付
531定义范围：输入
5311范围理计划
第5131the范围理计划项目理计划部分
建立活动发展监测控制项目范围
5312项目章程
4131节叙述项目章程提供高级项目描述产品
特征包含项目审批求果项目章程执行
组织然信息需获发展作详细基础
项目范围说明书组织产生正式项目章程通常会进行非正式
确定进步范围规划必容分析
5313需求文档
第5231描述文档选择求包括
项目
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5 PROJECT SCOPE MANAGEMENT
5314 Organizational Process Assets
Described in Section 214 Organizational process assets can influence how scope is defined Examples include
but are not limited to
Policies procedures and templates for a project scope statement
Project files from previous projects and
Lessons learned from previous phases or projects
532 Define Scope Tools and Techniques
5321 Expert Judgment
Expert judgment is often used to analyze the information needed to develop the project scope statement Such
judgment and expertise is applied to any technical detail Such expertise is provided by any group or individual with
specialized knowledge or training and is available from many sources including but not limited to
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups and
Subject matter experts
5322 Product Analysis
For projects that have a product as a deliverable as opposed to a service or result product analysis can be an
effective tool Each application area has one or more generally accepted methods for translating highlevel product
descriptions into tangible deliverables Product analysis includes techniques such as product breakdown systems
analysis requirements analysis systems engineering value engineering and value analysis
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1222013项目理协会项目理知识体系指南（PMBOK指南–）第五版
5项目范围理
5314组织程资产
第214描述组织程资产影响范围定义例子包括
限：
政策程序项目范围说明书模板
前项目项目文件
验教训阶段项目
532定义范围：工具技术
5321专家判断
专家判断常常分析需制定项目范围说明书信息样
判断知识应技术细节样知识团体
专业知识训练许源包括限：
单位组织
顾问
利益相关者包括客户赞助商
专业技术协会
产业群
题专家
532产品分析
产品作交付项目服务产品分析结果
效工具应领域普遍接受方法高层次产品
描述转化形交付成果产品分析产品分解系统
分析需求分析系统工程价值工程价值分析
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5 PROJECT SCOPE MANAGEMENT
5
5323 Alternatives Generation
Alternatives generation is a technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project A variety of general management techniques
can be used such as brainstorming lateral thinking analysis of alternatives etc
5324 Facilitated Workshops
Described in Section 5223 The participation of key players with a variety of expectations andor fields of
expertise in these intensive working sessions helps to reach a crossfunctional and common understanding of the
project objectives and its limits
533 Define Scope Outputs
5331 Project Scope Statement
The project scope statement is the description of the project scope major deliverables assumptions and
constraints The project scope statement documents the entire scope including project and product scope It
describes in detail the project’s deliverables and the work required to create those deliverables It also provides a
common understanding of the project scope among project stakeholders It may contain explicit scope exclusions
that can assist in managing stakeholder expectations It enables the project team to perform more detailed planning
guides the project team’s work during execution and provides the baseline for evaluating whether requests for
changes or additional work are contained within or outside the project’s boundaries
The degree and level of detail to which the project scope statement defines the work that will be performed
and the work that is excluded can help determine how well the project management team can control the overall
project scope The detailed project scope statement either directly or by reference to other documents includes
the following
Product scope description Progressively elaborates the characteristics of the product service or result
described in the project charter and requirements documentation
Acceptance criteria A set of conditions that is required to be met before deliverables are accepted
Deliverable Any unique and verifiable product result or capability to perform a service that is required
to be produced to complete a process phase or project Deliverables also include ancillary results such
as project management reports and documentation These deliverables may be described at a summary
level or in great detail
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5项目范围理
5
5323代方案产生
代品产生开发许潜选择识技术
执行实施项目工作方法种样通理技术
头脑风暴法横思维分析代品等
5324促进研讨会
第5223描述种样期领域关键球员参
密集工作会议专业知识助达成跨功认识
项目目标范围
533定义范围：输出
5331节项目范围说明书
项目范围说明书项目范围交付成果假设描述
约束项目范围说明书文件整范围包括项目产品范围
介绍详细介绍该项目交付成果创造交付物需工作提供
项目利益相关者项目范围理解包含明确范围外
够协助理利益相关方期项目团队进行更详细规划
指导项目团队工作执行程中提供基线评估否求
变更附加工作包含超出项目边界
程度水详细项目范围说明书定义执行工作
工作排帮助确定项目理团队整体控制
项目范围详细项目范围说明书直接通引文件包括
：
产品范围描述逐步阐述产品特性服务结果
描述项目章程求文件
验收标准组条件需满足前接受
交付验证产品结果独特提供服务力必需
制作完成程阶段项目交付成果包括辅助结果样
作项目理报告文件交付成果概括描述
水详细
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5 PROJECT SCOPE MANAGEMENT
Project exclusion Generally identifies what is excluded from the project Explicitly stating what is out of
scope for the project helps to manage stakeholders’ expectations
Constraints A limiting factor that affects the execution of a project or process Constraints identified with
the project scope statement list and describe the specific internal or external restrictions or limitations
associated with the project scope that affect the execution of the project for example a predefined
budget or any imposed dates or schedule milestones that are issued by the customer or performing
organization When a project is performed under an agreement contractual provisions will generally be
constraints Information on constraints may be listed in the project scope statement or in a separate log
Assumptions A factor in the planning process that is considered to be true real or certain without
proof or demonstration Also describes the potential impact of those factors if they prove to be false
Project teams frequently identify document and validate assumptions as part of their planning process
Information on assumptions may be listed in the project scope statement or in a separate log
Although the project charter and the project scope statement are sometimes perceived as containing a certain
degree of redundancy they are different in the level of detail contained in each The project charter contains highlevel
information while the project scope statement contains a detailed description of the scope elements These
elements are progressively elaborated throughout the project Table 51 describes some of the key elements for
each document
Table 51 Elements of the Project Charter and Project Scope Statement
Project Charter
Project purpose or justification
Measurable project objectives
and related success criteria
Highlevel requirements
Highlevel project description
Highlevel risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements
(what constitutes success who
decides it who signs off)
Assigned project manager
responsibility and authority
level
Name and authority of the
sponsor or other person(s)
authorizing the project charter
Project Scope Statement
Project scope description
(progressively elaborated)
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
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5项目范围理
项目排般确定什排项目明确说明什
该项目范围助理利益相关方期
约束限制素影响项目流程执行约束识
项目范围说明书列出描述具体部外部约束限制
项目范围影响项目执行相关联例预定义
预算强加日期进度里程碑客户进行发布
组织项目协议执行合规定般
约束信息约束项目范围说明书中单独日志市
假设规划程中认真实素确定没
验证描述素潜影响果证明错误
项目团队常识文档验证假设作规划程部分
信息假设项目范围说明书中单独日志市
项目章程项目范围说明书时视含定
冗余度详细程度包含项目章程包含高水
信息项目范围说明书包含范围元素详细描述
元素逐步细化整项目表51描述关键素
文件
表51该项目章程项目范围说明书元素
项目章程
项目目理
衡量目标
成功标准
高水求
高水项目描述
高级风险
摘里程碑进度表
汇总预算
利益相关者名单
工程验收求
（什成功谁
决定谁签字）
委派项目理
责权威
水
名称权威
发起（）
批准项目章程
项目范围说明书
项目范围说明书
（逐步完善）
验收标准
项目交付成果
项目外
项目约束
项目假设
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5 PROJECT SCOPE MANAGEMENT
5
5332 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register
Requirements documentation and
Requirements traceability matrix
54 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller more manageable
components The key benefit of this process is that it provides a structured vision of what has to be delivered The
inputs tools and techniques and outputs of this process are depicted in Figure 59 Figure 510 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Scope management plan
2 Project scope statement
3 Requirements
documentation
4 Enterprise environmental
factors
5 Organizational process
assets
1 Decomposition
2 Expert judgment
1 Scope baseline
2 Project documents
updates
Figure 59 Create WBS Inputs Tools & Techniques and Outputs
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5项目范围理
5
5332项目文件更新
项目文件更新包括限：
利益相关者登记
需求文档
需求踪矩阵
54创建WBS
创建工作分解结构项目交付成果项目工作细分成更更易理
组件程关键优势提供结构化视觉交付
输入工具技术程输出描绘图59图510描绘数
工艺流程图
输入工具技术输出
1范围理计划
2项目范围说明书
3求
文档
4企业环境
素
5组织程
资产
1分解
2专家判断
1范围基准
2项目文件
更新
图59创建工作分解结构：输入输出工具技术
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5 PROJECT SCOPE MANAGEMENT
Project Scope Management
54
Create
WBS
53
Define
Scope
51
Plan Scope
Management
52
Collect
Requirements
55
Validate
Scope
Enterprise
e nvironmental
factors
Organizational
process assets
Project scope
statement
Requirements
d ocumentation
Scope
management
plan
Scope
b aseline
Project documents
updates 72
Estimate
Costs
73
Determine
Budget
42
Develop Project
Management
Plan
62
Define
Activities
112
Identify
Risks
113
Perform
Qualitative Risk
Analysis
Project
Documents
Enterprise
Organization
Figure 510 Create WBS Data Flow Diagram
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to
accomplish the project objectives and create the required deliverables The WBS organizes and defines the total
scope of the project and represents the work specified in the current approved project scope statement
The planned work is contained within the lowest level of WBS components which are called work packages
A work package can be used to group the activities where work is scheduled and estimated monitored and
controlled In the context of the WBS work refers to work products or deliverables that are the result of activity and
not to the activity itself
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5项目范围理
项目范围理
54
创建
WBS
53
定义
范围
51
规划范围
理
52
收集
求
55
验证
范围
企业
环境
素
组织
程资产
项目范围
声明
求
D ocumentation
范围
理
计划
范围
B aseline
项目文件
更新72
估计
成
73
确定
预算
42
开发项目
理
计划
62
定义
活动
112
识
风险
113
执行
定性风险
分析
项目
文件
企业
组织
图510创建数流图
工作分解结构分层分解工作总范围项目团队进行
实现项目目标创造必交付成果WBS组织定义整
项目范围前批准项目范围说明书规定工作
计划工作包含WBS组件低水称工作包
工作包组活动工作计划估计监测
控制WBS中工作指工作产品交付活动结果
活动身
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5 PROJECT SCOPE MANAGEMENT
5
541 Create WBS Inputs
5411 Scope Management Plan
Described in Section 5131 The scope management plan specifies how to create the WBS from the detailed
project scope statement and how the WBS will be maintained and approved
5412 Project Scope Statement
Described in Section 5331 The project scope statement describes the work that will be performed and the
work that is excluded It also lists and describes the specific internal or external restrictions or limitations that may
affect the execution of the project
5413 Requirements Documentation
Described in Section 5231 Detailed requirements documentation is essential for understanding what needs
to be produced as the result of the project and what needs to be done to deliver the project and its final products
5414 Enterprise Environmental Factors
Described in Section 215 Industryspecific WBS standards relevant to the nature of the project may serve
as external reference sources for creation of the WBS For example engineering projects may reference ISOIEC
15288 on Systems Engineering – System Life Cycle Processes [6] to create a WBS for a new project
5415 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Create WBS process
include but are not limited to
Policies procedures and templates for the WBS
Project files from previous projects and
Lessons learned from previous projects
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5项目范围理
5
541创建WBS：输入
5411范围理计划
第5131描述范围理计划指定详细创建工作分解结构
项目范围说明书WBS保持批准
5412项目范围说明书
第5331节描述项目范围说明书中描述工作执行
工作排列出描述具体部外部约束限制
影响项目执行
5413需求文档
第5231描述详细需求文档解什需
生产项目结果需做什交付项目终产品
5414企业环境素
第215描述特定行业工作标准工程性质关作
WBS创建外部参考源例工程项目参考ISO／IEC
15288系统工程–系统生命周期程[ 6 ]创造新项目工作分解结构
5415组织程资产
第214描述组织程资产够影响创建WBS程
包括限：
政策程序WBS模板
前项目项目文件
前项目学教训
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5 PROJECT SCOPE MANAGEMENT
542 Create WBS Tools and Techniques
5421 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts The work package is the work defined at the lowest level of the WBS for which
cost and duration can be estimated and managed The level of decomposition is often guided by the degree of
control needed to effectively manage the project The level of detail for work packages will vary with the size
and complexity of the project Decomposition of the total project work into work packages generally involves the
following activities
Identifying and analyzing the deliverables and related work
Structuring and organizing the WBS
Decomposing the upper WBS levels into lowerlevel detailed components
Developing and assigning identification codes to the WBS components and
Verifying that the degree of decomposition of the deliverables is appropriate
A portion of a WBS with some branches of the WBS decomposed down through the work package level is shown
in Figure 511
5422 Expert Judgment
Expert judgment is often used to analyze the information needed to decompose the project deliverables down
into smaller component parts in order to create an effective WBS Such judgment and expertise is applied to
technical details of the project’s scope and used to reconcile differences in opinion on how to best break down
the overall scope of the project This level of expertise is provided by any group or individual with relevant training
knowledge or experience with similar projects or business areas Expert judgment can also come in the form
of predefined templates that provide guidance on how to effectively break down common deliverables Such
templates may be industry or discipline specific or may come from experience gained in similar projects The
project manager in collaboration with the project team then determines the final decomposition of the project
scope into the discrete work packages that will be used to effectively manage the work of the project
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5项目范围理
542创建WBS：工具技术
5421分解
分解种技术细分项目范围项目交付成果
更更易理部分工作包中WBS低水确定工作
成时间估计理分解水受定程度指导
控制需效理项目工作包详细程度粒径
项目复杂性该项目总工作分解工作包通常包括
列活动：
识分析交付成果相关工作
构建组织工作
WBS分解成低层次水详细组件
发展分配识码WBS成分
验证交付成果分解程度适
示出WBSWBS分解工作包级分支机构部分
图5
5422专家判断
专家判断分析项目交付成果分解需信息
成更组成部分建立效工作分解结构样判断知识应
该项目范围技术细节调破意见分歧
该项目整体范围专业水集团提供相关培训
知识验类似项目业务领域专家判断进形式
预定义模板提供指导效破常见交付成果样
模板行业学科特定类似工程中积累验
项目理项目团队合作确定项目终分解
范围离散工作包效理项目工作
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5 PROJECT SCOPE MANAGEMENT
5
10
Value Management
System Project
11
Needs
Assessment
12
Standards
Development
13
Systems
Engineering
14
Project
Management
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
1111
Components
Identification
1121
Gap
Assessment
1131
Alternatives
Identification
114
System Requirements
Development
113
Alternatives
Development
112
Requirements
Determination
111
Current System
Audit
1112
Components
Analysis
1122
Requirements
Changes Identification
1132
Alternatives
Analysis
Figure 511 Sample WBS Decomposed Down Through Work Packages
A WBS structure may be created through various approaches Some of the popular methods include the topdown
approach the use of organizationspecific guidelines and the use of WBS templates A bottomup approach
can be used during the integration of subcomponents The WBS structure can be represented in a number of forms
such as
Using phases of the project life cycle as the second level of decomposition with the product and project
deliverables inserted at the third level as shown in Figure 512
Using major deliverables as the second level of decomposition as shown in Figure 513 and
Incorporating subcomponents which may be developed by organizations outside the project team such
as contracted work The seller then develops the supporting contract WBS as part of the contracted work
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5项目范围理
5
1
价值理
系统工程
11
需
评估
12
标准
发展
13
系统
工程类
14
项目
理
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
1111
组件
识
1121
间隙
评估
1131
代品
识
114
系统求
发展
113
代品
发展
112
求
测定
111
前系统
审计
1112
组件
分析
1122
求
变化识
系
代品
分析
图5WBS工作包分解样
WBS结构通种途径创造流行方法包括顶
方法具体组织指南WBS模板底方法
整合程中组件WBS结构种形式表示
：
利项目生命周期阶段分解二级产品项目
插第三水图5示
交付成果分解二级图513显示
组件项目团队外部组织发达样
合工作卖方提出支持合工作分解结构承包部分工作
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5 PROJECT SCOPE MANAGEMENT
Planning
Software Product
Release 50
Detail
Design Construct
Integration
and Test
Project
Management
Product
Requirements
Software Software Software Software
Meetings
User
Documentation
User
Documentation
User
Documentation
User
Documentation
Administration
Training Program
Materials
Training Program
Materials
Training Program
Materials
Training Program
Materials
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
Figure 512 Sample WBS Organized by Phase
System
Engineering
Management
Supporting
PM Activities
Aircraft
System
Project
Management
Equipment
Training
Facilities
Training
Services
Training
Training
Technical
Orders
Engineering
Data
Management
Data
Data Air
Vehicle
Organizational
Level SE
Intermediate
Level SE
Depot
Level SE
Support
Equipment
Airframe Engine Communication
System
Navigation
System
Fire Control
System
Base
Buildings
Maintenance
Facility
Facilities
Mockups
Operational
Test
Developmental
Test
Test
Test and
Evaluation
The WBS is illustrative only It is not intended to represent the full project scope of any specific project
nor to imply that this is the only way to organize a WBS on this type of project
Figure 513 Sample WBS with Major Deliverables
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5项目范围理
规划
软件产品
版5
细节
设计构建
整合
测试
项目
理
产品
求
软件软件软件软件
会议
户
文档
户
文档
户
文档
户
文档
理
培训计划
材料
培训计划
材料
培训计划
材料
培训计划
材料
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
图5WBS组织样品相
系统
工程类
理
支持
午活动
飞机
系统
项目
理
设备
培训
设施
培训
服务
培训
培训
技术
订单
工程类
数
理
数
数空气
车辆
组织
硒水
中间
硒水
仓库
硒水
支持
设备
飞机引擎通信
系统
导航
系统
消防控制
系统
基
建筑
维修
设施
设施
模拟UPS
操作
试验
发展
试验
试验
试验
评价
WBS仅示例代表特定项目全部工程范围
意味着种种类型项目组织WBS唯途径
图513样品WBS交付成果
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5 PROJECT SCOPE MANAGEMENT
5
Decomposition of the upperlevel WBS components requires subdividing the work for each of the deliverables
or subcomponents into its most fundamental elements where the WBS components represent verifiable products
services or results The WBS may be structured as an outline an organizational chart or other method that identifies
a hierarchical breakdown Verifying the correctness of the decomposition requires determining that the lowerlevel
WBS components are those that are necessary and sufficient for completion of the corresponding higherlevel
deliverables Different deliverables can have different levels of decomposition To arrive at a work package the
work for some deliverables needs to be decomposed only to the next level while others need additional levels of
decomposition As the work is decomposed to greater levels of detail the ability to plan manage and control the
work is enhanced However excessive decomposition can lead to nonproductive management effort inefficient
use of resources decreased efficiency in performing the work and difficulty aggregating data over different levels
of the WBS
Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far into the
future The project management team usually waits until the deliverable or subcomponent is agreed on so the
details of the WBS can be developed This technique is sometimes referred to as rolling wave planning
The WBS represents all product and project work including the project management work The total of the work
at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed
This is sometimes called the 100 percent rule
For specific information regarding the WBS refer to the Practice Standard for Work Breakdown Structures –
Second Edition [7] This standard contains industryspecific examples of WBS templates that can be tailored to
specific projects in a particular application area
543 Create WBS Outputs
5431 Scope Baseline
The scope baseline is the approved version of a scope statement work breakdown structure (WBS) and its
associated WBS dictionary that can be changed only through formal change control procedures and is used as a
basis for comparison It is a component of the project management plan Components of the scope baseline include
Project scope statement The project scope statement includes the description of the project scope
major deliverables assumptions and constraints
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5项目范围理
5
层WBS分解需细分工作部件交付成果
子组件基元素WBS组件代表验证产品
服务结果WBS结构作纲组织结构图方法识
层次分解验证分解正确性求确定较低水
WBS组件必足够相应级完成
交付成果产品层次分解达工作包该
某交付成果工作需分解级需额外水
分解工作分解更程度细节计划理控制力
提高工作然度分解导致非生产性理工作效率低
利资源执行工作效率降数聚合级难度
WBS
分解种交付子组件
未项目理团队通常等交付子组件致
WBS细节开发种方法时称滚动式规划
工作分解结构产品项目工作包括项目理工作工作总
低水应该升更高水什没留没额外工作
时称百分100法
关工作分解结构具体信息指实践标准工作分解结构–
第二版[ 7 ]标准包含WBS模板针特定行业例子
特定应领域具体项目
543创建WBS：输出
5431范围基线
范围基线批准范围说明书版工作分解结构（WBS）
相关WBS字典通正式变更控制程序改变作
较基础项目理计划部分范围基准部件包括：
项目范围说明书项目范围说明书包括项目范围描述
交付成果假设约束
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5 PROJECT SCOPE MANAGEMENT
WBS The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project
team to accomplish the project objectives and create the required deliverables Each descending level
of the WBS represents an increasingly detailed definition of the project work The WBS is finalized by
assigning each work package to a control account and establishing a unique identifier for that work
package from a code of accounts These identifiers provide a structure for hierarchical summation
of costs schedule and resource information A control account is a management control point
where scope budget actual cost and schedule are integrated and compared to the earned value for
performance measurement Control accounts are placed at selected management points in the WBS
Each control account may include one or more work packages but each of the work packages should
be associated with only one control account A control account may include one or more planning
packages A planning package is a work breakdown structure component below the control account
with known work content but without detailed schedule activities
WBS dictionary The WBS dictionary is a document that provides detailed deliverable activity and
scheduling information about each component in the WBS The WBS dictionary is a document that
supports the WBS Information in the WBS dictionary may include but is not limited to
○○ Code of account identifier
○○ Description of work
○○ Assumptions and constraints
○○ Responsible organization
○○ Schedule milestones
○○ Associated schedule activities
○○ Resources required
○○ Cost estimates
○○ Quality requirements
○○ Acceptance criteria
○○ Technical references and
○○ Agreement information
5432 Project Documents Updates
Project documents that may be updated include but are not limited to requirements documentation which may
need to be updated to include approved changes If approved change requests result from the Create WBS process
then the requirements documentation may need to be updated to include approved changes
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5项目范围理
WBS工作分解结构分层分解工作总范围项目实施
团队完成项目目标创造必交付成果降级
WBS代表越越详细项目工作定义WBS定稿
分配工作包控制帐户建立工作唯标识符
帐户代码包标识符提供层次结构
成进度资源信息控制理控制点
范围预算实际成进度集成挣值
绩效测量控制帐户放置WBS中选定理点
控制帐户包括工作包工作包应
控制帐户关控制帐户包括规划
包规划计划工作分解结构分量低控制帐户
已知工作容没详细活动计划
WBS字典WBS字典文件提供详细交付成果活动
调度信息WBS组件WBS字典文件
支持WBSWBS字典信息包括限：
○○科目编码标识符
○○工作说明
○○假设约束
○○负责组织
○○进度里程碑
○○相关活动计划
○○需资源
○○成估计
○○质量求
○○验收标准
○○技术参考
○○协议信息
5432项目文件更新
项目文件更新包括限需求文档
需更新包括批准变更果批准变更请求结果创建WBS程
然求文件需更新包括批准变更
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5 PROJECT SCOPE MANAGEMENT
5
55 Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables The key benefit
of this process is that it brings objectivity to the acceptance process and increases the chance of final product
service or result acceptance by validating each deliverable The inputs tools and techniques and outputs of this
process are depicted in Figure 514 Figure 515 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
1 Inspection
2 Group decisionmaking
techniques
1 Accepted deliverables
2 Change requests
3 Work performance
information
4 Project documents
updates
Figure 514 Validate Scope Inputs Tools & Techniques and Outputs
Project Scope Management
55
Validate
Scope
52
Collect
Requirements
Project
charter
Requirements
d ocumentation
Requirements
traceability matrix
Change requests
Accepted
d eliverables
Project documents
updates
Work performance
information
Work performance
data
Validated
d eliverables
Project management
plan
83
Control
Quality
43
Direct and
Manage
Project Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
46
Close Project
or Phase
Project
Documents
42
Develop Project
Management
Plan
Figure 515 Validate Scope Data Flow Diagram
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5项目范围理
5
55验证范围
验证范围正式验收已完成项目交付成果程关键处
程带客观接受程提高终产品机会
服务通验证交付成果验收输入输出工具技术
图514描述程图515描述程数流图
输入工具技术输出
1项目理计划
2求
文档
3求追溯性
矩阵
4验证交付成果
5工作性数
1检查
2组决策
技术
1接受交付
2变更请求
3工作性
问询处
4项目文件
更新
图514验证范围：输入输出工具技术
项目范围理
55
验证
范围
52
收集
求
项目
宪章
求
D ocumentation
求
踪矩阵
变更请求
接受
D eliverables
项目文件
更新
工作绩效
问询处
工作绩效
数
验证
D eliverables
项目理
计划
83
控制
质量
43
直接
理
项目工作
44
监控
控制项目
工作
45
执行
集成
变更控制
46
关闭项目
阶段
项目
文件
42
开发项目
理
计划
图5验证范围数流图
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5 PROJECT SCOPE MANAGEMENT
The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor
to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the
customer or sponsor In this process the outputs obtained as a result of the Planning processes in the Project Scope
Management Knowledge Area such as the requirements documentation or the scope baseline as well as the work
performance data obtained from the Execution processes in other Knowledge Areas are the basis for performing
the validation and for final acceptance
The Validate Scope process differs from the Control Quality process in that the former is primarily concerned
with acceptance of the deliverables while quality control is primarily concerned with correctness of the deliverables
and meeting the quality requirements specified for the deliverables Control Quality is generally performed before
Validate Scope although the two processes may be performed in parallel
551 Validate Scope Inputs
5511 Project Management Plan
Described in Section 4231 The project management plan contains the scope management plan and the
scope baseline As described in Section 5131 the scope management plan specifies how formal acceptance of
the completed project deliverables will be obtained The scope baseline (Section 5431) includes the approved
version of a scope statement work breakdown structure (WBS) and its associated WBS dictionary that can be
changed only through formal change control procedures and is used as a basis for comparison
5512 Requirements Documentation
Described in Section 5231 The requirements documentation lists all the project product and other types of
requirements for the project and product along with their acceptance criteria
5513 Requirements Traceability Matrix
Described in Section 5232 The requirements traceability matrix links requirements to their origin and tracks
them throughout the project life cycle
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5项目范围理
质量控制程中验证交付顾客赞助
确保圆满完成收交付正式验收
顾客赞助程中输出结果规划项目范围程
理知识领域需求文档者范围基线工作
获性数执行知识领域程进行基础
验证终验收
验证范围程质量控制程中前者关注
交付物验收质量控制交付成果正确性
会议交付规定质量求质量控制通常执行前
验证范围然两程行执行
551验证范围：输入
5511项目理计划
第4231描述项目理计划包括范围理计划
范围基线第5131描述范围理计划中指定正式验收
已完成项目交付成果范围基线（第5431）包括批准
范围说明书版工作分解结构（WBS）相关WBS字典
改变通正式变更控制程序作较基础
5512需求文档
第5231描述文件求列出项目产品类型
项目产品求着验收标准
5513需求踪矩阵
第5232描述需求踪矩阵链接求起源轨迹
整项目生命周期
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5 PROJECT SCOPE MANAGEMENT
5
5514 Verified Deliverables
Described in Section 8333 Verified deliverables are project deliverables that are completed and checked for
correctness through the Control Quality process
5515 Work Performance Data
Described in Section 4332 Work performance data can include the degree of compliance with requirements
number of nonconformities severity of the nonconformities or the number of validation cycles performed in a
period of time
552 Validate Scope Tools and Techniques
5521 Inspection
Inspection includes activities such as measuring examining and validating to determine whether work and
deliverables meet requirements and product acceptance criteria Inspections are sometimes called reviews
product reviews audits and walkthroughs In some application areas these different terms have unique and
specific meanings
5522 Group DecisionMaking Techniques
Described in Section 5225 These techniques are used to reach a conclusion when the validation is performed
by the project team and other stakeholders
553 Validate Scope Outputs
5531 Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor
Formal documentation received from the customer or sponsor acknowledging formal stakeholder acceptance of
the project’s deliverables is forwarded to the Close Project or Phase process (Section 46)
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5项目范围理
5
5514验证交付
第8333描述验证交付项目交付成果完成检查
通质量控制程正确性
5515工作性数
第4332部分描述工作绩效数包括符合求程度
合格合格程度周期执行验证数
段时间
552验证范围：工具技术
5521检验
检查容包括诸测量检查确定否验证工作
交付成果满足求产品验收标准检查时称回顾
产品评审计演练应领域中术语独特
特定含义
5522群决策方法
第5225描述技术出结进行验证
项目团队利益相关者
553验证范围：输出
5531接受交付
符合验收标准正式签署批准交付顾客赞助
正式文件客户赞助商利益相关者承认正式接收
项目交付结果转发结束项目阶段程（第46节）
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5 PROJECT SCOPE MANAGEMENT
5532 Change Requests
The completed deliverables that have not been formally accepted are documented along with the reasons
for nonacceptance of those deliverables Those deliverables may require a change request for defect repair The
change requests are processed for review and disposition through the Perform Integrated Change Control process
(Section 45)
5533 Work Performance Information
Work performance information includes information about project progress such as which deliverables
have started their progress which deliverables have finished or which have been accepted This information is
documented as described in Section 10331 and communicated to stakeholders
5534 Project Documents Updates
Project documents that may be updated as a result of the Validate Scope process include any documents that
define the product or report status on product completion Verified project documents may require approvals from
the customer or sponsor in the form of signatures or signoffs
56 Control Scope
Control Scope is the process of monitoring the status of the project and product scope and managing changes to
the scope baseline The key benefit of this process is that it allows the scope baseline to be maintained throughout
the project The inputs tools and techniques and outputs of this process are depicted in Figure 516 Figure 517
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process
assets
1 Variance analysis 1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 516 Control Scope Inputs Tools & Techniques and Outputs
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5项目范围理
5532变更请求
已完成交付成果没正式接受记录着原
交付通知书交付成果需缺损修复变更请求
变更请求进行评审处置通执行整体变更控制程
（45节）
5533工作绩效信息
工作绩效信息包括关项目进展信息交付
开始进展成果已完成已接受信息
记录描述第10331传达利益相关者
5534项目文件更新
项目文件作结果验证程包括文件更新范围
确定产品产品完成情况报告验证项目文件需批准
签名结束顾客赞助
56控制范围
控制范围监测项目产品范围现状理变化程
范围基线程关键处允许范围基准保持整
项目输入工具技术程输出描绘图516图5
描述数处理流程图
输入工具技术输出
1项目理计划
2求
文档
3求追溯性
矩阵
4工作性数
5组织程
资产
方差分析11工作表现
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图516控制范围：输入输出工具技术
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5 PROJECT SCOPE MANAGEMENT
5
Project Scope Management
56
Control
Scope
52
Collect
Requirements
Project
charter
Requirements
d ocumentation
Requirements
traceability matrix
Work performance
information
Organizational process
assets updates
Change
requests
Project documents
updates
Project management
plan updates
Project
management plan
Work performance
data
Organizational
process assets
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project
Enterprise Documents
Organization
Enterprise
Organization
Figure 517 Control Scope Data Flow Diagram
Controlling the project scope ensures all requested changes and recommended corrective or preventive actions
are processed through the Perform Integrated Change Control process (see Section 45) Control Scope is also used
to manage the actual changes when they occur and is integrated with the other control processes The uncontrolled
expansion to product or project scope without adjustments to time cost and resources is referred to as scope
creep Change is inevitable therefore some type of change control process is mandatory for every project
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5项目范围理
5
项目范围理
56
控制
范围
52
收集
求
项目
宪章
求
D ocumentation
求
踪矩阵
工作绩效
问询处
组织程
资产更新
变化
请求
项目文件
更新
项目理
计划更新
项目
理计划
工作绩效
数
组织
程资产
43
直接
理项目
工作
42
开发项目
理
计划
42
开发项目
理
计划
44
监控
控制项目
工作
45
执行
集成
变更控制
项目
企业文件
组织
企业
组织
图5控制范围数流图
控制项目范围确保求变化推荐纠正预防措施
通实施整体变更控制程处理（见45节）控制范围
理实际变化发生时控制集成程受控制
扩展产品项目范围没调整时间成资源称范围
蠕变变化避免类型变更控制程强制性项目
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5 PROJECT SCOPE MANAGEMENT
561 Control Scope Inputs
5611 Project Management Plan
Described in Section 4231 The following information from the project management plan is used to control
scope
Scope baseline The scope baseline is compared to actual results to determine if a change corrective
action or preventive action is necessary
Scope management plan Sections from the scope management plan describe how the project scope
will be monitored and controlled
C hange management plan The change management plan defines the process for managing change
on the project
C onfiguration management plan The configuration management plan defines those items that are
configurable those items that require formal change control and the process for controlling changes to
such items
Requirements management plan This plan is a component of the project management plan and
describes how the project requirements will be analyzed documented and managed
5612 Requirements Documentation
Described in Section 5231 Requirements should be unambiguous (measurable and testable) traceable
complete consistent and acceptable to key stakeholders Welldocumented requirements make it easier to detect
any deviation in the scope agreed for the project or product
5613 Requirements Traceability Matrix
Described in Section 5232 The requirements traceability matrix helps to detect the impact of any change or
deviation from the scope baseline on the project objectives
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5项目范围理
561控制范围：输入
5611项目理计划
第4231描述资料项目理计划控制
范围：
范围基线范围基线相实际结果确定否变化纠正
行动预防措施必
范围理计划范围理计划部分描述项目范围
监测控制
变革理计划变更理计划中定义理变革程
项目
C配置理计划配置理计划定义项目
配置项目需正式变化控制控制变化程
样项目
需求理计划计划项目理计划部分
介绍项目需求进行分析记录理
5612需求文档
第5231描述求应明确（测量测）追溯
完整致接受关键利益相关者查求更容易检测
该范围偏离商定项目产品
5613需求踪矩阵
第5232描述需求踪矩阵够检测变化影响
偏离范围基线项目目标
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5 PROJECT SCOPE MANAGEMENT
5
5614 Work Performance Data
Described in Section 4332 Work performance data can include the number of change requests received the
number of requests accepted or the number of deliverables completed etc
5615 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Control Scope process
include but are not limited to
Existing formal and informal scope controlrelated policies procedures guidelines and
Monitoring and reporting methods and templates to be used
562 Control Scope Tools and Techniques
5621 Variance Analysis
Variance analysis is a technique for determining the cause and degree of difference between the baseline and
actual performance Project performance measurements are used to assess the magnitude of variation from the
original scope baseline Important aspects of project scope control include determining the cause and degree of
variance relative to the scope baseline (Section 5431) and deciding whether corrective or preventive action is
required
563 Control Scope Outputs
5631 Work Performance Information
Work performance information produced includes correlated and contextualized information on how the project
scope is performing compared to the scope baseline It can include the categories of the changes received the
identified scope variances and their causes how they impact schedule or cost and the forecast of the future scope
performance This information provides a foundation for making scope decisions
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5项目范围理
5
5614工作性数
第4332部分描述工作绩效数包括接收请求数变化
求接受交付完成数量等等
5615组织程资产
第214描述组织程资产会影响控制范围程
包括限：
现正式非正式范围控制相关政策程序指导方针
监测报告方法模板
562控制范围：工具技术
5621方差分析
方差分析确定基线间差异程度技术
实际性项目绩效测量评估变异幅度
原范围基线项目范围控制重方面包括确定原程度
范围基准偏差（第5431）决定否采取纠正预防行动
求
563控制范围：输出
5631工作绩效信息
工作绩效信息包括相关语境信息项目
范围范围基准进行较包括接收类变化
确定范围差异原影响进度成未范围预测
性信息范围决策提供基础
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5 PROJECT SCOPE MANAGEMENT
5632 Change Requests
Analysis of scope performance can result in a change request to the scope baseline or other components
of the project management plan Change requests can include preventive or corrective actions defect repairs
or enhancement requests Change requests are processed for review and disposition according to the Perform
Integrated Change Control process (Section 45)
5633 Project Management Plan Updates
Project management plan updates may include but are not limited to
Scope Baseline Updates If the approved change requests have an effect on the project scope then
the scope statement the WBS and the WBS dictionary are revised and reissued to reflect the approved
changes through Perform Integrated Change Control process
O ther Baseline Updates If the approved change requests have an effect on the project besides the
project scope then the corresponding cost baseline and schedule baselines are revised and reissued to
reflect the approved changes
5634 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation and
Requirements traceability matrix
5635 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons and
Other types of lessons learned from project scope control
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5项目范围理
5632变更请求
范围性分析结果变更请求范围基线部件
项目理计划变更请求包括预防纠正措施缺陷修复
增强求变更请求进行评审处置根执行
整体变更控制程（第45节）
5633项目理计划更新
项目理计划更新包括限：
范围基线更新果批准变更请求项目范围影响然
范围说明WBSWBS字典修订版反映批准
通实施整体变更控制程中变化
基线更新果批准变更请求项目影响
项目范围然修改重新发布相应成基线进度基线
反映批准变更
5634项目文件更新
项目文件更新包括限：
需求文档
需求踪矩阵
5635组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择理
类型项目范围理验教训
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6 PROJECT TIME MANAGEMENT
6
PROJECT TIME MANAGEMENT
Project Time Management includes the processes required to manage the timely completion of the project
Figure 61 provides an overview of the Project Time Management processes which are as follows
61 Plan Schedule Management—The process of establishing the policies procedures and documentation
for planning developing managing executing and controlling the project schedule
62 Define Activities—The process of identifying and documenting the specific actions to be performed
to produce the project deliverables
63 Sequence Activities—The process of identifying and documenting relationships among the project
activities
64 Estimate Activity Resources—The process of estimating the type and quantities of material human
resources equipment or supplies required to perform each activity
65 Estimate Activity Durations—The process of estimating the number of work periods needed to
complete individual activities with estimated resources
66 Develop Schedule—The process of analyzing activity sequences durations resource requirements
and schedule constraints to create the project schedule model
67 Control Schedule—The process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan
66
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6项目时间理
6
项目时间理
项目时间理包括理项目时完成程
图61提供项目时间理程概述容：
61计划理制定政策程序记录
规划开发理执行控制项目进度
62定义活动识记录执行特定行程
生产项目交付成果
63序列活动识记录项目程间关系
活动
64估算活动资源类型数量材料估计程类
资源设备求完成活动品
65估算活动持续时间估算工作期间需进程数
估计资源完整体活动
66发展规划分析活动序持续时间程中资源求
进度约束创建项目调度模型
67控制进度监测项目活动状态更新项目程
发展理改变进度基准计划实现
66
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6 PROJECT TIME MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
Distinguishing the project schedule presentation (schedule) from the schedule data (Section 6633) and
calculations that produce the project schedule (Section 6632) is practiced by referring to the scheduling tool
populated with project data as the schedule model A schedule model is a representation of the plan for executing
the project’s activities including durations dependencies and other planning information used to produce project
schedules along with other scheduling artifacts For specific information regarding the schedule model refer to the
Practice Standard for Scheduling [8]
On some projects especially those of smaller scope defining activities sequencing activities estimating
activity resources estimating activity durations and developing the schedule model are so tightly linked that they
are viewed as a single process that can be performed by a person over a relatively short period of time These
processes are presented here as distinct elements because the tools and techniques for each process are different
The Project Time Management processes and their associated tools and techniques are documented in the
schedule management plan The schedule management plan is a subsidiary plan of and integrated with the project
management plan through the Develop Project Management Plan process (Section 42) The schedule management
plan identifies a scheduling method and scheduling tool (Figure 62) and sets the format and establishes criteria
for developing and controlling the project schedule The selected scheduling method defines the framework and
algorithms used in the scheduling tool to create the schedule model Some of the better known scheduling methods
include critical path method (CPM) and critical chain method (CCM)
Project schedule development uses the outputs from the processes to define activities sequence activities
estimate activity resources and estimate activity durations in combination with the scheduling tool to produce
the schedule model The finalized and approved schedule is the baseline that will be used in the Control Schedule
process (Section 67) As the project activities are being performed the majority of effort in the Project Time
Management Knowledge Area will occur in the Control Schedule process to ensure completion of project work in a
timely manner Figure 62 provides a scheduling overview that shows how the scheduling method scheduling tool
and outputs from the Project Time Management processes interact to create a project schedule
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6项目时间理
程间相互作知识领域程详细描述
第3节附录A1
识项目进度报告（进度）表数（第6633）
生产进度计算（第6632）指调度工具实践
项目数作调度模型调度模型执行计划表示
项目活动包括工期赖规划信息生产项目
着调度工件时间表调度模型具体信息参阅
调度实践标准8
某项目中特较范围活动定义活动排序估计
活动资源估算活动历时开发进度模型联系紧密
成程相短时间
里提出程元素程工具技术
项目时间理流程相关工具技术记录
进度理计划进度理计划附属计划集成项目
通项目理计划开发程理计划（42节）进度理
计划确定调度方法调度工具（图62）设置格式建立标准
发展控制项目进度选定调度方法定义框架
调度工具算法创建计划模型较知名调度方法
包括关键路径法（CPM）关键链法（CCM）
项目计划开发程输出序列定义活动活动
估算活动资源估算调度工具组合产生活动持续时间
调度模型终批准进度基线控制计划
程（第67节）着项目活动正进行中项目时数努力
理知识领域进度控制程中出现确保项目完成工作
时图62提供概述说明调度调度方法调度工具
项目时间理程输出互动创建项目计划
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6 PROJECT TIME MANAGEMENT
6
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Schedule management
plan
Project Time
Management Overview
61 Plan Schedule
Management
1 Inputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
2 Tools & Techniques
1 Decomposition
2 Rolling wave planning
3 Expert judgment
3 Outputs
1 Activity list
2 Activity attributes
3 Milestone list
62 Define Activities
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
2 Tools & Techniques
1 Precedence diagramming
method (PDM)
2 Dependency determination
3 Leads and lags
3 Outputs
1 Project schedule network
diagrams
2 Project documents updates
63 Sequence
Activities
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Threepoint estimating
5 Group decisionmaking
techniques
6 Reserve analysis
3 Outputs
1 Activity duration estimates
2 Project documents updates
65 Estimate Activity
Durations
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule network
diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
2 Tools & Techniques
1 Schedule network analysis
2 Critical path method
3 Critical chain method
4 Resource optimization
techniques
5 Modeling techniques
6 Leads and lags
7 Schedule compression
8 Scheduling tool
3 Outputs
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents updates
66 Develop Schedule
1 Inputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
2 Tools & Techniques
1 Performance reviews
2 Project management
software
3 Resource optimization
techniques
4 Modeling techniques
5 Leads and lags
6 Schedule compression
7 Scheduling tool
3 Outputs
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents updates
6 Organizational process
assets updates
67 Control Schedule
1 Inputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
2 Tools & Techniques
1 Expert judgment
2 Alternative analysis
3 Published estimating data
4 Bottomup estimating
5 Project management
software
3 Outputs
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
64 Estimate Activity
Resources
Figure 61 Project Time Management Overview
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6项目时间理
6
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1进度理
计划
项目时间
理概述
61计划
理
1投入
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
2工具技术
1分解
2滚动式规划
3专家判断
3输出
1活动列表
2活性属性
3里程碑清单
62定义活动
1投入
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
2工具技术
1优先图表
方法（PDM）
2赖性测定
3线索滞
3输出
1工程进度计划网络
图
2项目文件更新
63序列
活动
1投入
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织程
资产
2工具技术
1专家判断
2类估算
3参数估计
4三点估算
5组决策
技术
6储备分析
3输出
1活动历时估算
2项目文件更新
65估算活动
持续时间
1投入
1进度理
计划
2活动列表
3活性属性
4工程进度计划网络
图
5活动资源
求
6资源日历
7活动历时估算
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
2工具技术
1进度网络分析
2关键路径方法
3关键链法
4资源优化
技术
5建模技术
6线索滞
7进度压缩
8调度工具
3输出
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件更新
66制定进度计划
1投入
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
2工具技术
1绩效评估
2项目理
软件
3资源优化
技术
4建模技术
5线索滞
6进度压缩
7调度工具
3输出
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件更新
6组织程
资产更新
67控制计划
1投入
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
2工具技术
1专家判断
2种供选择分析
3出版估算数
4估算
5项目理
软件
3输出
1活动资源
求
2资源障
结构
3项目文件
更新
64估算活动
资源
图61项目时间理概述
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6 PROJECT TIME MANAGEMENT
Examples of Project Schedule Presentations
Network Diagram
Activity List Bar Chart
Project
Schedule
Schedule
Model
Project
Information
Scheduling
Method
Scheduling
Tool
Output
Generates
Project Specific Data
(eg WBS activities
resources durations
dependencies constraints
calendars milestones
lags etc)
For example
CPM
Figure 62 Scheduling Overview
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6项目时间理
项目进度报告例子
网络图
活动列表条形图
项目
铁列车时刻表
铁列车时刻表
模型
项目
问询处
调度
方法
调度
工具
输出
生成
项目数
（例WBS活动
资源持续时间
赖约束
日历里程碑
滞等）
说呢
CPM
图62调度概述
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6
61 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule The key benefit of this process is
that it provides guidance and direction on how the project schedule will be managed throughout the project The
inputs tools and techniques and outputs of this process are depicted in Figure 63 Figure 64 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Schedule management
plan
Figure 63 Plan Schedule Management Inputs Tools & Techniques and Outputs
Change log
Project Time Management
61
Plan Schedule
Management
62
Define
Activities
64
Estimate Activity
Resources
63
Sequence
Activities
65
Estimate Activity
Durations
66
Develop
Schedule
Project charter
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Schedule
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
114
Perform
Quantitative
Risk Analysis
41
Develop Project
Charter
Enterprise
Organization
Figure 64 Plan Schedule Management Data Flow Diagram
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6项目时间理
6
61计划理
计划理制定政策程序文件
规划开发理执行控制项目进度程关键利益
提供指导方项目进度整项目理
输入工具技术程输出图63示图64描绘数
工艺流程图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2分析技术
3会议
1进度理
计划
图63计划理：输入输出工具技术
更改日志
项目时间理
61
计划
理
62
定义
活动
64
估算活动
资源
63
序列
活动
65
估算活动
持续时间
66
发展
铁列车时刻表
项目章程
项目
理
计划
企业
环境
素
组织
程资产
时间表
理
计划
42
开发项目
理
计划
112
识
风险
114
执行
定量
风险分析
41
开发项目
宪章
企业
组织
图64计划理数流图
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The schedule management plan is a component of the project management plan The schedule management
plan may be formal or informal highly detailed or broadly framed based upon the needs of the project and
includes appropriate control thresholds The schedule management plan defines how schedule contingencies will
be reported and assessed The schedule management plan may be updated to reflect a change in the way the
schedule is managed The schedule management plan is a major input into the Develop Project Management Plan
process as referenced in Section 6131
611 Plan Schedule Management Inputs
6111 Project Management Plan
Described in Section 4231 The project management plan contains information used to develop the schedule
management plan which includes but is not limited to
Scope baseline The scope baseline includes the project scope statement and the work breakdown
structure (WBS) details used for defining activities duration estimation and schedule management and
Other information Other scheduling related cost risk and communications decisions from the project
management plan are used to develop the schedule
6112 Project Charter
Described in Section 4131 The project charter defines the summary milestone schedule and project approval
requirements that will influence the management of the project schedule
6113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Schedule Management
process include but are not limited to
Organizational culture and structure can all influence schedule management
Resource availability and skills that may influence schedule planning
Project management software provides the scheduling tool and alternative possibilities for managing the
schedule
Published commercial information such as resource productivity information is often available from
commercial databases that track and
Organizational work authorization systems
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6项目时间理
进度理计划项目理计划部分进度理
计划正式非正式非常详细广泛框架根项目需求
包括适控制阈值进度理计划进度突发事件定义
报告评估进度理计划更新反映变化方式
进度理进度理计划重投入项目理计划制定
程第6131引
611计划理：输入
6111项目理计划
第4231描述项目理计划包含开发进度信息
理计划包括限：
范围基线基线范围包括项目范围说明书工作分解
结构（WBS）细节定义活动持续时间估计进度理
信息调度相关成风险沟通决策项目
理计划开发进度
6112项目章程
4131节叙述项目章程定义总结里程碑进度项目审批
求会影响项目进度理
6113企业环境素
第215描述企业环境素计划理影响
程包括限：
组织文化结构会影响进度理
资源性技影响进度计划
项目理软件提供调度工具代性理
附表
发布商业信息资源生产率等信息
商业数库踪
组织工作授权系统
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6
6114 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Schedule Management
process include but are not limited to
Monitoring and reporting tools to be used
Historical information
Schedule control tools
Existing formal and informal schedule control related policies procedures and guidelines
Templates
Project closure guidelines
Change control procedures and
Risk control procedures including risk categories probability definition and impact and probability and
impact matrix
612 Plan Schedule Management Tools and Techniques
6121 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also suggest whether to combine methods and how to
reconcile differences between them
Judgment based upon expertise in an application area Knowledge Area discipline industry etc as appropriate
for the activity being performed should be used in developing the schedule management plan
6122 Analytical Techniques
The Plan Schedule Management process may involve choosing strategic options to estimate and schedule the
project such as scheduling methodology scheduling tools and techniques estimating approaches formats and
project management software The schedule management plan may also detail ways to fast track or crash (Section
6627) the project schedule such as undertaking work in parallel These decisions like other schedule decisions
affecting the project may affect project risks
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6项目时间理
6
6114组织程资产
第214描述计划进度理影响组织程资产
程包括限：
监测报告工具
历史信息
进度控制工具
现正式非正式进度控制相关政策程序指南
模板
项目关闭准
变更控制程序
风险控制程序包括风险概率影响定义分类概率
影响矩阵
612计划理：工具技术
6121专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断建议否相结合方法
调解间分歧
判断根应领域专业知识领域学科工业等适
该活动执行应该开发进度理计划
6122分析技术
计划进度理程涉选择战略选择估计计划
项目：调度调度方法工具技术估计方法格式
项目理软件进度理计划详细赶工快速进方式（第
6627）项目进度行事业决定安排决定
影响项目会影响项目风险
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Organizational policies and procedures may influence which scheduling techniques are employed in these
decisions Techniques may include but are not limited to rolling wave planning (Section 6222) leads and lags
(Section 6323) alternatives analysis (Section 6422) and methods for reviewing schedule performance (Section
6721)
6123 Meetings
Project teams may hold planning meetings to develop the schedule management plan Participants at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for schedule planning or execution and others as needed
613 Plan Schedule Management Outputs
6131 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing
monitoring and controlling the schedule The schedule management plan may be formal or informal highly detailed
or broadly framed based upon the needs of the project and includes appropriate control thresholds
For example the schedule management plan can establish the following
Project schedule model development The scheduling methodology and the scheduling tool to be used
in the development of the project schedule model are specified
Level of accuracy The acceptable range used in determining realistic activity duration estimates is
specified and may include an amount for contingencies
U nits of measure Each unit used in measurements (such as staff hours staff days or weeks for time
measures or meters liters tons kilometers or cubic yards for quantity measures) is defined for each of
the resources
Organizational procedures links The WBS (Section 54) provides the framework for the schedule
management plan allowing for consistency with the estimates and resulting schedules
Project schedule model maintenance The process used to update the status and record progress of
the project in the schedule model during the execution of the project is defined
Control thresholds Variance thresholds for monitoring schedule performance may be specified to indicate
an agreedupon amount of variation to be allowed before some action needs to be taken Thresholds are
typically expressed as percentage deviations from the parameters established in the baseline plan
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6项目时间理
组织政策程序会影响调度技术
决定技术包括限滚动式规划（第6222）领先滞
（第6323）代分析（第6422）检讨进度绩效方法（第
6721）
6123会议
项目团队会规划会议开发进度理计划参加者
会议包括项目理项目发起项目团队成员选择
利益相关者进度计划执行责需
613计划理：输出
6131进度理计划
项目理计划建立发展标准活动组成部分
监测控制计划进度理计划正式非正式非常详细
广泛框架根项目需求包括适控制阈值
例进度理计划建立：
项目进度计划模型发展调度方法调度利工具
项目进度计划模型发展指定
精确度确定现实活动持续时间估算接受范围
指定包括突发事件数量
单位测量单元中测量（工作时间员工天者周时间
措施米升吨公里立方码数量定义措施）
资源
组织程序链接工作分解结构（第54节）提供调度框架
理计划允许估计相合性时间表
项目进度计划模型维护该程更新状态记录进步
该项目执行程中调度模型项目定义
控制阈值方差阈值监控进度绩效指定显示
商定变化量前需采取行动允许阈值
通常表示百分偏差基线计划建立参数
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6
Rules of performance measurement Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set For example the schedule management plan
may specify
○○ Rules for establishing percent complete
○○ Control accounts at which management of progress and schedule will be measured
○○ Earned value measurement techniques (eg baselines fixedformula percent complete etc)
to be employed (for more specific information refer to the Practice Standard for Earned Value
Management) [9]
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance
index (SPI) used to assess the magnitude of variation to the original schedule baseline
Reporting formats The formats and frequency for the various schedule reports are defined
Process descriptions Descriptions of each of the schedule management processes are documented
62 Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables The key benefit of this process is to break down work packages into activities that provide
a basis for estimating scheduling executing monitoring and controlling the project work The inputs tools and
techniques and outputs of this process are depicted in Figure 65 Figure 66 depicts the data flow diagram of the
process
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
1 Decomposition
2 Rolling wave planning
3 Expert judgment
1 Activity list
2 Activity attributes
3 Milestone list
Figure 65 Define Activities Inputs Tools & Techniques and Outputs
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6项目时间理
6
规性测量挣值理（EVM）规物理
绩效测量规设置例进度理计划
指定：
建立完成百分○○规
○○控制账户进度理进度测量
○○挣值测量技术（例基线固定公式完成百分等）
采（更具体信息请参阅挣值实践标准
理）[ 9 ]
○○进度绩效测量进度偏差（SV）进度绩效
指数（SPI）评估变化原进度基准值
报告格式进度报告格式频率定义
程描述进度理程描述记录
62定义活动
定义活动识记录产生具体行动程
项目交付成果程关键处破工作包活动提供
根估计计划执行监控控制项目工作输入工具
技术该程输出描绘图65图描述数流图
程
输入工具技术输出
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
1分解
2滚动式规划
3专家判断
1活动列表
2活性属性
3里程碑清单
图65活动定义：输入输出工具技术
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Change log
Project Time Management
62
Define
Activities
61
Plan Schedule
Management
63
Sequence
Activities
65
Estimate Activity
Durations
64
Estimate Activity
Resources
66
Develop
Schedule
Scope baseline
Milestone
list
Organizational
process assets
Enterprise
e nvironmental
factors
Schedule
management plan
Activity list
Activity attributes
54
Create
WBS
Enterprise
Organization
Figure 66 Define Activities Data Flow Diagram
Implicit in this process are defining and planning the schedule activities such that the project objectives will
be met The Create WBS process identifies the deliverables at the lowest level in the WBS—the work package
Work packages are typically decomposed into smaller components called activities that represent the work effort
required to complete the work package
621 Define Activities Inputs
6211 Schedule Management Plan
Described in Section 6131 A key input from the schedule management plan is the prescribed level of detail
necessary to manage the work
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更改日志
项目时间理
62
定义
活动
61
计划
理
63
序列
活动
65
估算活动
持续时间
64
估算活动
资源
66
发展
铁列车时刻表
范围基线
里程碑
列表
组织
程资产
企业
环境
素
时间表
理计划
活动清单
活动属性
54
创建
WBS
企业
组织
图活动定义数流图
程中隐含定义计划等活动该项目目标
满足创建WBS程确定交付WBS工作包低水
工作包分解成更组件称活动代表工作
需完成工作包
621定义活动：输入
6211进度理计划
第6131描述进度理计划关键输入规定详细程度
必理工作
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6
6212 Scope Baseline
Described in Section 5431 The project WBS deliverables constraints and assumptions documented in the
scope baseline are considered explicitly while defining activities
6213 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that influence the Define Activities process include
but are not limited to
Organizational cultures and structure
Published commercial information from commercial databases and
Project management information system (PMIS)
6214 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Define Activities process
include but are not limited to
Lessons learned knowledge base containing historical information regarding activity lists used by previous
similar projects
Standardized processes
Templates that contain a standard activity list or a portion of an activity list from a previous project and
Existing formal and informal activity planningrelated policies procedures and guidelines such as the
scheduling methodology that are considered in developing the activity definitions
622 Define Activities Tools and Techniques
6221 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts Activities represent the effort needed to complete a work package The Define
Activities process defines the final outputs as activities rather than deliverables as done in the Create WBS process
(Section 54)
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The activity list WBS and WBS dictionary can be developed either sequentially or concurrently with the WBS
and WBS dictionary as the basis for development of the final activity list Each work package within the WBS is
decomposed into the activities required to produce the work package deliverables Involving team members in the
decomposition can lead to better and more accurate results
6222 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term
is planned in detail while the work in the future is planned at a higher level It is a form of progressive elaboration
Therefore work can exist at various levels of detail depending on where it is in the project life cycle During early
strategic planning when information is less defined work packages may be decomposed to the known level of
detail As more is known about the upcoming events in the near term work packages can be decomposed into
activities
6223 Expert Judgment
Project team members or other experts who are experienced and skilled in developing detailed project scope
statements the WBS and project schedules can provide expertise in defining activities
623 Define Activities Outputs
6231 Activity List
The activity list is a comprehensive list that includes all schedule activities required on the project The activity
list also includes the activity identifier and a scope of work description for each activity in sufficient detail to ensure
that project team members understand what work is required to be completed Each activity should have a unique
title that describes its place in the schedule even if that activity title is displayed outside the context of the project
schedule
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6项目时间理
6
6212范围基线
第5431描述该项目WBS交付约束记录假设
范围基准认明确定义活动
企业环境素
第215描述企业环境素影响包括活动定义程
限：
组织文化组织结构
发表商业数库商业信息
项目理信息系统（PMIS）
6214组织程资产
第214描述组织程资产会影响活动定义程
包括限：
教训包含历史信息活动列表前知识库
类似项目
标准化程
模板包含标准活动列表前项目活动列表部分
现正式非正式活动策划相关政策程序指导方针
调度方法开发活动定义
622定义活动：工具技术
6221分解
分解种技术细分项目范围项目交付成果
更更易理部分活动代表需完成工作包努力定义
活动流程定义终输出交付活动创建WBS程做
（54节）
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活动清单WBSWBS字典开发序时WBS
WBS字典活动清单基础发展WBS工作包
分解生产需工作包交付成果活动团队成员参
分解导致更更精确结果
6222滚动式规划
滚动式规划迭代规划技术工作短期完成
详细规划时未工作计划更高水种渐进细化
工作存详细程度取决项目生命周期早期
战略规划信息明确工作包分解已知水
细节作期事情知道更工作包分解
活动
6223专家判断
项目团队成员专家谁验丰富制定详细项目范围技
报表工作分解结构项目计划定义活动提供专业知识
623定义活动：输出
6231活动清单
活动清单全面清单包括项目需活动计划活动
名单包括活动标识符工作范围描述活动确保足够细节
项目团队成员解工作需完成活动独特
标题描述日程安排方活动标题显示项目文外
附表
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6232 Activity Attributes
Activities distinct from milestones have durations during which the work of that activity is performed
and may have resources and costs associated with that work Activity attributes extend the description of
the activity by identifying the multiple components associated with each activity The components for each
activity evolve over time During the initial stages of the project they include the activity identifier (ID) WBS ID
and activity label or name and when completed may include activity codes activity description predecessor
activities successor activities logical relationships leads and lags (Section 6323) resource requirements
imposed dates constraints and assumptions Activity attributes can be used to identify the person responsible
for executing the work geographic area or place where the work has to be performed the project calendar
the activity is assigned to and activity type such as level of effort (often abbreviated as LOE) discrete effort
and apportioned effort Activity attributes are used for schedule development and for selecting ordering and
sorting the planned schedule activities in various ways within reports The number of attributes varies by
application area
6233 Milestone List
A milestone is a significant point or event in a project A milestone list is a list identifying all project milestones
and indicates whether the milestone is mandatory such as those required by contract or optional such as those
based upon historical information Milestones are similar to regular schedule activities with the same structure and
attributes but they have zero duration because milestones represent a moment in time
63 Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities The
key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all
project constraints The inputs tools and techniques and outputs of this process are depicted in Figure 67 Figure
68 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
1 Precedence diagramming
method (PDM)
2 Dependency
determination
3 Leads and lags
1 Project schedule network
diagrams
2 Project documents
updates
Figure 67 Sequence Activities Inputs Tools & Techniques and Outputs
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6项目时间理
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6232活动属性
活动中里程碑持续时间期间活动执行工作
资源工作相关费活动属性扩展描述
通识活动相关组件活动组件
活性时间演化项目初始阶段包括活动标识符（ID）WBS ID
活动标签名称完成时包括活动编码活动描述前身
活动继活动逻辑关系领先滞（第6323）资源需求
强制日期约束假设活动属性识负责
执行工作理区域方工作必须完成项目日历
活动安排努力程度活动类型（通常缩写爱）离散努力
分摊努力活动属性计划发展选择排序
分类计划活动种方式报告属性数变化
应领域
6233里程碑清单
里程碑项目重点事件里程碑列表列表识项目里程碑
指示里程碑强制性合求选
基历史信息里程碑相似定期活动具相结构
属性时间零里程碑代表时刻
63序列活动
序列活动识记录计划活动间逻辑关系程
该程处定义工作逻辑序获效率出
项目约束输入工具技术程输出描绘图67图
68描述程数流图
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
1优先图表
方法（PDM）
2赖
测定
3线索滞
1工程进度计划网络
图
2项目文件
更新
图67序列活动：输入输出工具技术
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Project Time Management
63
Sequence
Activities
62
Define
Activities
61
Plan Schedule
Management
66
Develop
Schedule
Activity list
Activity attributes
Milestone list
Schedule
management
plan
Project schedule
n etwork diagrams
Project documents
updates
Project
Documents
Project scope
statement
Organizational
process assets
Enterprise
e nvironmental
factors
53
Define
Scope
Enterprise
Organization
Figure 68 Sequence Activities Data Flow Diagram
Every activity and milestone except the first and last should be connected to at least one predecessor with a
finishtostart or starttostart logical relationship and at least one successor with a finishtostart or finishtofinish
logical relationship Logical relationships should be designed to create a realistic project schedule It may
be necessary to use lead or lag time between activities to support a realistic and achievable project schedule
Sequencing can be performed by using project management software or by using manual or automated techniques
631 Sequence Activities Inputs
6311 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the scheduling method and tool to be
used for the project which will guide how the activities may be sequenced
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6项目时间理
项目时间理
63
序列
活动
62
定义
活动
61
计划
理
66
发展
铁列车时刻表
活动清单
活动属性
里程碑清单
时间表
理
计划
项目进度
网络图
项目文件
更新
项目
文件
项目范围
声明
组织
程资产
企业
环境
素
53
定义
范围
企业
组织
图68序列活动数流图
活动里程碑第应该连接少前
完成启动启动开始逻辑关系结束开始结束完成少继承
逻辑关系逻辑关系设计应该创造现实项目进度
必活动间超前滞时间支持现实行项目进度
排序通项目理软件通手动动技术进行
631序列活动：输入
6311进度理计划
第6131描述进度理计划确定调度方法工具
工程中指导活动测序
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6312 Activity List
Described in Section 6231 The activity list contains all schedule activities required on the project which
are to be sequenced Dependencies and other constraints for these activities can influence the sequencing of the
activities
6313 Activity Attributes
Described in Section 6232 Activity attributes may describe a necessary sequence of events or defined
predecessor or successor relationships
6314 Milestone List
Described in Section 6233 The milestone list may have scheduled dates for specific milestones which may
influence the way activities are sequenced
6315 Project Scope Statement
Described in Section 5331 The project scope statement contains the product scope description which includes
product characteristics that may affect activity sequencing such as the physical layout of a plant to be constructed
or subsystem interfaces on a software project Other information from the project scope statement including project
deliverables project constraints and project assumptions may also affect activity sequencing While these effects
are often apparent in the activity list the product scope description is generally reviewed to ensure accuracy
6316 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that influence the Sequence Activities process
include but are not limited to
Government or industry standards
Project management information system (PMIS)
Scheduling tool and
Company work authorization systems
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6312活动清单
第6231描述活动列表中包含项目需活动计划
测序活动相关性约束条件影响排序
活动
6313活动属性
第6232描述活动属性描述事件必序列定义
前继者关系
6314里程碑清单
第6233描述里程碑名单特定里程碑计划日期
影响活动序列方式
6315项目范围说明书
第5331节描述项目范围说明书包含产品范围说明书中包括
产品特点会影响活动排序植物构造物理布局
软件项目子系统接口项目范围说明书包括项目信息
交付成果项目限制项目假设影响活动排序然影响
常出现活动清单产品范围说明书般检查确保准确性
6316企业环境素
第215描述影响序列活动程中环境素企业
包括限：
政府行业标准
项目理信息系统（PMIS）
调度工具
公司工作授权系统
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6317 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Sequence Activities process
include but are not limited to project files from the corporate knowledge base used for scheduling methodology
existing formal and informal activity planningrelated policies procedures and guidelines such as the scheduling
methodology that are considered in developing logical relationships and templates that can be used to expedite the
preparation of networks of project activities Related activity attributes information in templates can also contain
additional descriptive information useful in sequencing activities
632 Sequence Activities Tools and Techniques
6321 Precedence Diagramming Method
The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed Activityonnode (AON) is one method of representing a
precedence diagram This is the method used by most project management software packages
PDM includes four types of dependencies or logical relationships A predecessor activity is an activity that
logically comes before a dependent activity in a schedule A successor activity is a dependent activity that logically
comes after another activity in a schedule These relationships are defined below and are illustrated in Figure 69
Finishtostart (FS) A logical relationship in which a successor activity cannot start until a predecessor
activity has finished Example The awards ceremony (successor) cannot start until the race (predecessor)
has finished
Finishtofinish (FF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has finished Example Writing a document (predecessor) is required to finish before editing the
document (successor) can finish
Starttostart (SS) A logical relationship in which a successor activity cannot start until a predecessor
activity has started Example Level concrete (successor) cannot begin until pour foundation (predecessor)
begins
Starttofinish (SF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has started Example The first security guard shift (successor) cannot finish until the second
security guard shift (predecessor) starts
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6317组织程资产
第214描述组织程资产够影响序列活动程
包括限：调度方法企业知识库项目文件
现正式非正式活动策划相关政策程序指导方针调度
方法发展逻辑关系模板加速
项目活动网络制备相关活动属性信息模板包含
额外描述性信息排序活动
632序列活动：工具技术
6321前导图法
序图示法（PDM）调度模型构建技术
活动节点图形逻辑关系显示
序列中活动进行节点活动（AON）种表示方法
序图数项目理软件方法
PDM系统包括四种类型赖关系逻辑关系前活动种活动
逻辑计划相关活动续活动独立活动逻辑
时间表活动关系定义图69说明：
完成开始（FS）逻辑关系续活动启动直前
活动结束例：颁奖仪式（继）直赛开始（前）
已完成
Finish（FF）逻辑关系续活动完成直前
活动结束例：写文件（前）需前完成编辑
文档（继承）完成
开始开始（SS）逻辑关系续活动启动直前
活动开始例：水混凝土（继承）法开始浇灌基（前）
开始
开始完成（SF）逻辑关系续活动完成直前
活动开始例：第保安班（继承）法完成直第二
保安班（前身）开始
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In PDM finishtostart is the most commonly used type of precedence relationship The starttofinish relationship
is very rarely used but is included to present a complete list of the PDM relationship types
Activity A Activity B
Activity A Activity A
Activity B Activity B
Activity A Activity B
Finish to Start (FS)
Start to Finish (SF)
Start to Start (SS) Finish to Finish (FF)
Figure 69 Precedence Diagramming Method (PDM) Relationship Types
6322 Dependency Determination
Dependencies may be characterized by the following attributes mandatory or discretionary internal or external
as described below Dependency has four attributes but two can be applicable at the same time in following
ways mandatory external dependencies mandatory internal dependencies discretionary external dependencies
or discretionary internal dependencies
Mandatory dependencies Mandatory dependencies are those that are legally or contractually required
or inherent in the nature of the work Mandatory dependencies often involve physical limitations such
as on a construction project where it is impossible to erect the superstructure until after the foundation
has been built or on an electronics project where a prototype has to be built before it can be tested
Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies Technical
dependencies may not be mandatory The project team determines which dependencies are mandatory
during the process of sequencing the activities Mandatory dependencies should not be confused with
assigning schedule constraints in the scheduling tool
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PDM完成开始常优先关系式完成开始关系
少包括目前PDM关系类型完整列表
活动活动B
活动活动
活动B活动B
活动活动B
完成开始（FS）
开始结束（SF）
开始开始（SS）完成完成（FF）
图69序图示法（PDM）关系类型
6322赖性测定
赖关系具属性：强制性意部外部
述赖四属性两时适
方法：强制性外部赖性强制性部赖关系裁量外部赖
裁量部赖性
强制性赖关系强制性赖关系指法律合约求
性质工作强制性赖关系涉物理限制
作建设项目建立部结构基金会
已建成电子项目中原型前必须进行测试
强制性赖关系时称硬逻辑硬赖技术
赖强制性项目团队确定中赖关系强制性
测序活动程强制性赖关系应混淆
调度工具进度制约素
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Discretionary dependencies Discretionary dependencies are sometimes referred to as preferred logic
preferential logic or soft logic Discretionary dependencies are established based on knowledge of best
practices within a particular application area or some unusual aspect of the project where a specific
sequence is desired even though there may be other acceptable sequences Discretionary dependencies
should be fully documented since they can create arbitrary total float values and can limit later scheduling
options When fast tracking techniques are employed these discretionary dependencies should be
reviewed and considered for modification or removal The project team determines which dependencies
are discretionary during the process of sequencing the activities
External dependencies External dependencies involve a relationship between project activities and
nonproject activities These dependencies are usually outside the project team’s control For example
the testing activity in a software project may be dependent on the delivery of hardware from an external
source or governmental environmental hearings may need to be held before site preparation can begin
on a construction project The project management team determines which dependencies are external
during the process of sequencing the activities
Internal dependencies Internal dependencies involve a precedence relationship between project
activities and are generally inside the project team’s control For example if the team cannot test a
machine until they assemble it this is an internal mandatory dependency The project management team
determines which dependencies are internal during the process of sequencing the activities
6323 Leads and Lags
A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor
activity For example on a project to construct a new office building the landscaping could be scheduled to start
two weeks prior to the scheduled punch list completion This would be shown as a finishtostart with a twoweek
lead as shown in Figure 610 Lead is often represented as a negative value for lag in scheduling software
Complete
Punch List
Write
Draft
Landscape
Building Lot
Edit
Draft
FS – 2 Weeks (Lead) SS – 15 Days (Lag)
Figure 610 Examples of Lead and Lag
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赖关系赖关系时称首选逻辑
优惠逻辑软逻辑赖关系基知识
实践特定应领域中项目特殊方面特定
序列需然接受序列赖关系
应充分记录创建意总时差值限制调度
选项快速踪技术采裁量关系应该
回顾考虑修改移项目团队确定赖关系
测序活动程裁量
外部赖外部赖性间关系涉项目活动
非项目活动赖关系通常项目团队控制说呢
软件项目测试活动赖外部硬件交付
源政府环境听证会需现场准备开始前举行
建设项目项目理团队决定赖外部
测序活动程
部赖性部限制涉项目间优先关系
活动通常项目团队控制例果球队测试
机直组装起部强制赖项目理团队
确定赖测序程部活动
6323领先滞
铅量时间续活动相前高级
活动例项目建立新办公楼美化预定开始
计划清单完成前两周显示完成开始期两周
图6示铅铅表现滞调度软件负面价值
完整
清单
写
草案
景观
建筑
编辑
草案
FS–2周（铅）SS–15天（滞）
图610超前滞例子
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A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity
For example a technical writing team may begin editing the draft of a large document 15 days after they begin
writing it This can be shown as a starttostart relationship with a 15day lag as shown in Figure 610 Lag can
also be represented in project schedule network diagrams as shown in Figure 611 in the relationship between
activities H and I as indicated by the nomenclature SS+10 (starttostart plus 10 days lag) even though offset is
not shown relative to a timescale
The project management team determines the dependencies that may require a lead or a lag to accurately
define the logical relationship The use of leads and lags should not replace schedule logic Activities and their
related assumptions should be documented
633 Sequence Activities Outputs
6331 Project Schedule Network Diagrams
A project schedule network diagram is a graphical representation of the logical relationships also referred to as
dependencies among the project schedule activities Figure 611 illustrates a project schedule network diagram A
project schedule network diagram is produced manually or by using project management software It can include
full project details or have one or more summary activities A summary narrative can accompany the diagram and
describe the basic approach used to sequence the activities Any unusual activity sequences within the network
should be fully described within the narrative
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6 PROJECT TIME MANAGEMENT
A B
C D E
Begin H F G End
I J
K L
FF
FS + 15
SS + 10
SS
Figure 611 Project Schedule Network Diagram
6332 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity lists
Activity attributes
Milestone list and
Risk register
64 Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material human
resources equipment or supplies required to perform each activity The key benefit of this process is that it
identifies the type quantity and characteristics of resources required to complete the activity which allows
more accurate cost and duration estimates The inputs tools and techniques and outputs of this process are
depicted in Figure 612 Figure 613 depicts the data flow diagram of the process
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6项目时间理
6
滞时间续活动推迟相前活动
例技术写作团队开始编辑文件15天汇票开始
写作作开始图610显示15天滞关系落
项目进度网络图表示图6示关系
活动HI命名SS + 10表示（开始开始加10天滞）偏移
显示相时间尺度
项目理团队决定需提前滞准确赖关系
定义逻辑关系线索滞应取代表逻辑活动
相关假设应记录
633序列活动：输出
6331项目进度网络图
项目进度网络图逻辑关系图形表示称
项目计划活动间赖关系图611说明项目进度网络图
项目进度网络图利项目理软件手动产生包括
整项目细节简易活动摘叙事陪图
描述序列活动基方法寻常活动序列网络
应充分说明叙事
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6项目时间理
B
C D E
开始H F G端
K L
FF
FS + 15
SS + 10
SS
图611项目进度网络图
6332项目文件更新
项目文件更新包括限：
活动清单
活动属性
里程碑清单
风险登记册
64活动资源估算
估算活动资源类型数量材料估计程类
资源设备求完成活动品程关键优势
标识类型数量需完成活动资源特征
更准确成时间估计输入工具技术程输出
图612描绘图613描述程数流图
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6 PROJECT TIME MANAGEMENT
6
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
1 Expert judgment
2 Alternative analysis
3 Published estimating data
4 Bottomup estimating
5 Project management
software
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
Figure 612 Estimate Activity Resources Inputs Tools & Techniques and Outputs
Project Time Management
64
Estimate
Activity
Resources
62
Define
Activities
61
Plan Schedule
Management
66
Develop
Schedule
65
Estimate Activity
Durations
Activity list
Activity attributes
Schedule
management
plan
Activity resource requirements
Resource breakdown structure
Project documents
updates
Activity resource
requirements
Project
Documents
Resource
calendars
Risk
register Activity cost
estimates
Organizational
process assets
Enterprise
e nvironmental
122 factors
Conduct
Procurements
92
Acquire
Project Team
112
Identify
Risks
72
Estimate
Costs
Enterprise
Organization
121
Plan
Procurement
Management
91
Plan Human
Resource
Management
Figure 613 Estimate Activity Resources Data Flow Diagram
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6项目时间理
6
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
1专家判断
2种供选择分析
3出版估算数
4估算
5项目理
软件
1活动资源
求
2资源障
结构
3项目文件
更新
图6活动资源估算：输入输出工具技术
项目时间理
64
估计
活动
资源
62
定义
活动
61
计划
理
66
发展
铁列车时刻表
65
估算活动
持续时间
活动清单
活动属性
时间表
理
计划
活动资源求
资源分解结构
项目文件
更新
活动资源
求
项目
文件
资源
日历
风险
注册活动成
估计
组织
程资产
企业
环境
122素
行
采购
92
获
项目团队
112
识
风险
72
估计
成
企业
组织
121
计划
采购
理
91
计划
资源
理
图613活动资源估算数流图
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6 PROJECT TIME MANAGEMENT
The Estimate Activity Resources process is closely coordinated with the Estimate Costs process (Section 72)
For example
A construction project team will need to be familiar with local building codes Such knowledge is often
readily available from local sellers However if the local labor pool lacks experience with unusual or
specialized construction techniques the additional cost for a consultant may be the most effective way
to secure knowledge of the local building codes
An automotive design team will need to be familiar with the latest in automated assembly techniques
The requisite knowledge might be obtained by hiring a consultant by sending a designer to a seminar on
robotics or by including someone from manufacturing as a member of the project team
641 Estimate Activity Resources Inputs
6411 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the level of accuracy and the units of
measure for the resources to be estimated
6412 Activity List
Described in Section 6231 The activity list identifies the activities which will need resources
6413 Activity Attributes
Described in Section 6232 The activity attributes provide the primary data input for use in estimating those
resources required for each activity in the activity list
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6项目时间理
估算活动资源程成估算程密切协调（72节）
说呢
建设项目团队需熟悉建筑法规种知识
容易卖家提供然果劳动力缺乏特殊验
专门施工技术顾问附加成效方法
确保建筑法规知识
汽车设计团队需熟悉动化装配技术新
知识通聘请顾问获通发送设计师研讨会
机器通包括制造作项目团队成员
641活动资源估算：输入
6411进度理计划
第6131描述进度理计划确定精度水单位
估计资源量
6412活动清单
第6231描述活动列表列出需资源活动
6413活动属性
第6232描述活动属性提供估计原始数输入
活动列表中活动需资源
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6 PROJECT TIME MANAGEMENT
6
6414 Resource Calendars
Described in Sections 9232 and 12233 A resource calendar is a calendar that identifies the working
days and shifts on which each specific resource is available Information on which resources (such as human
resources equipment and material) are potentially available during a planned activity period is used for
estimating resource utilization Resource calendars specify when and how long identified project resources
will be available during the project This information may be at the activity or project level This knowledge
includes consideration of attributes such as resource experience andor skill level as well as various
geographical locations from which the resources originate and when they may be available
6415 Risk Register
Described in Section 11231 Risk events may impact resource selection and availability Updates to the risk
register are included with project documents updates described in Section 11532 from Plan Risk Responses
6416 Activity Cost Estimates
Described in Section 7231 The cost of resources may impact resource selection
6417 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Estimate Activity
Resources process include but are not limited to resource location availability and skills
6418 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Estimate Activity Resources
process include but are not limited to
Policies and procedures regarding staffing
Policies and procedures relating to rental and purchase of supplies and equipment and
Historical information regarding types of resources used for similar work on previous projects
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6 PROJECT TIME MANAGEMENT
642 Estimate Activity Resources Tools and Techniques
6421 Expert Judgment
Expert judgment is often required to assess the resourcerelated inputs to this process Any group or person
with specialized knowledge in resource planning and estimating can provide such expertise
6422 Alternative Analysis
Many schedule activities have alternative methods of accomplishment They include using various levels of
resource capability or skills different size or type of machines different tools (hand versus automated) and makerent
orbuy decisions regarding the resource (Section 12135)
6423 Published Estimating Data
Several organizations routinely publish updated production rates and unit costs of resources for an extensive
array of labor trades material and equipment for different countries and geographical locations within countries
6424 BottomUp Estimating
Bottomup estimating is a method of estimating project duration or cost by aggregating the estimates of the
lowerlevel components of the WBS When an activity cannot be estimated with a reasonable degree of confidence
the work within the activity is decomposed into more detail The resource needs are estimated These estimates
are then aggregated into a total quantity for each of the activity’s resources Activities may or may not have
dependencies between them that can affect the application and use of resources If there are dependencies this
pattern of resource usage is reflected and documented in the estimated requirements of the activity
6425 Project Management Software
Project management software such as a scheduling software tool has the capability to help plan organize and
manage resource pools and develop resource estimates Depending on the sophistication of the software resource
breakdown structures resource availability resource rates and various resource calendars can be defined to assist
in optimizing resource utilization
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6项目时间理
6
6414资源日历
部分923212233描述资源日历日历标识工作
天班特定资源信息资源（力
资源设备材料）计划活动期间
估计资源利资源日历指定时久确定项目资源
项目信息活动项目水方面知识
包括属性资源验技水考虑种
理位置资源源
6415风险登记册
第11231描述风险事件会影响资源选择利风险更新
寄存器包含项目文件更新第11532描述规划风险应
6416活动成估算
第7231描述资源成会影响资源选择
6417企业环境素
第215描述够影响估计活动企业环境素
资源程包括限资源位置性技
6418组织程资产
第214描述组织程资产会影响活动资源估算
程包括限：
政策程序关员
关政策租赁物资设备采购程序
历史资料前类似工作资源类型
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6项目时间理
642估算活动资源：工具技术
6421专家判断
专家判断需评估资源相关程输入团体
资源规划评估专业知识提供样专业知识
6422代分析
许计划活动代方法实现包括种级
资源力技尺寸类型机器工具（手动动）makerent—
购买决策资源（第12135）
6423出版估算数
组织定期发布更新生产速率广泛资源单位成
劳动行业材料设备阵列国家区国家
6424估算
估算集合估计工期成估算方法
低级WBS组件活动合理置信度估计
活动工作分解成更详细资源需求估计估计
然汇总总数量活动资源活动会会
间赖关系影响资源利中应果赖性
资源模式反映记录活动估计求
6425项目理软件
项目理软件调度软件工具帮助计划组织力
理资源池资源开发估计根软件复杂性资源
分解结构资源性资源率种资源日历定义
优化资源利
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6
643 Estimate Activity Resources Outputs
6431 Activity Resource Requirements
Activity resource requirements identify the types and quantities of resources required for each activity in a work
package These requirements then can be aggregated to determine the estimated resources for each work package
and each work period The amount of detail and the level of specificity of the resource requirement descriptions
can vary by application area The resource requirements documentation for each activity can include the basis of
estimate for each resource as well as the assumptions that were made in determining which types of resources
are applied their availability and what quantities are used
6432 Resource Breakdown Structure
The resource breakdown structure is a hierarchical representation of resources by category and type Examples
of resource categories include labor material equipment and supplies Resource types may include the skill level
grade level or other information as appropriate to the project The resource breakdown structure is useful for
organizing and reporting project schedule data with resource utilization information
6433 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity list
Activity attributes and
Resource calendars
65 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete
individual activities with estimated resources The key benefit of this process is that it provides the amount of time
each activity will take to complete which is a major input into the Develop Schedule process The inputs tools and
techniques and outputs of this process are depicted in Figure 614 Figure 615 depicts the data flow diagram of
the process
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6项目时间理
6
643估算活动资源：输出
6431活动资源求
活动资源求确定类型工作活动需资源数量
包求然聚集确定工作包资源评估
工作周期量细节资源需求描述特异性水
应领域异次活动资源需求文档包括基础
资源估计确定类型资源作出假设
应性什量
6432资源分解结构
资源细分结构类类型资源分层表示例子
资源类包括劳动力材料设备品资源类型包括技水
等级相应信息项目资源细分结构
组织报告项目进度数资源利信息
6433项目文件更新
项目文件更新包括限：
活动清单
活动属性
资源日历
65估算活动持续时间
估算活动持续时间评价工作期间需完成进程数
估计资源体活动程关键优势提供量时间
活动完成重输入进度发展程输入工具
技术程输出描绘图614图615描述数流图
程
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6 PROJECT TIME MANAGEMENT
Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational process
assets
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Threepoint estimating
5 Group decisionmaking
techniques
6 Reserve analysis
1 Activity duration
estimates
2 Project documents
updates
Figure 614 Estimate Activity Durations Inputs Tools & Techniques and Outputs
Project Time Management
65
Estimate
Activity
Durations
61
Plan Schedule
Management
62
Define
Activities
64
Estimate Activity
Resources
66
Develop
Schedule
Activity list
Activity attributes
Schedule
management
plan
Activity resource
requirements
Resource breakdown
structure
Project documents
updates
Activity
duration
estimates
Project
Documents
Resource
calendars
Risk
register
Project
scope
statement
Organizational
process assets
Enterprise
e nvironmental
122 factors
Conduct
Procurement
92
Acquire
Project Team
112
Identify
Risks
53
Define
Scope
Enterprise
Organization
112
Identify
Risks
Figure 615 Estimate Activity Durations Data Flow Diagram
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6项目时间理
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织程
资产
1专家判断
2类估算
3参数估计
4三点估算
5组决策
技术
6储备分析
1活动时间
估计
2项目文件
更新
图614估算活动持续时间：输入输出工具技术
项目时间理
65
估计
活动
持续时间
61
计划
理
62
定义
活动
64
估算活动
资源
66
发展
铁列车时刻表
活动清单
活动属性
时间表
理
计划
活动资源
求
资源分解
结构
项目文件
更新
活动
持续时间
估计
项目
文件
资源
日历
风险
寄存器
项目
范围
声明
组织
程资产
企业
环境
122素
行
采购
92
获
项目团队
112
识
风险
53
定义
范围
企业
组织
112
识
风险
图615估算活动持续时间数流图
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6
Estimating activity durations uses information on activity scope of work required resource types estimated
resource quantities and resource calendars The inputs of the estimates of activity duration originate from the
person or group on the project team who is most familiar with the nature of the work in the specific activity The
duration estimate is progressively elaborated and the process considers the quality and availability of the input
data For example as more detailed and precise data is available about the project engineering and design work
the accuracy of the duration estimates improves Thus the duration estimate can be assumed to be progressively
more accurate and of better quality
The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete
the activity and the amount of available resources estimated to complete the activity These estimates are used to
approximate the number of work periods (activity duration) needed to complete the activity using the appropriate
project and resource calendars All data and assumptions that support duration estimating are documented for
each estimate of activity duration
651 Estimate Activity Durations Inputs
6511 Schedule Management Plan
Described in Section 6131 The schedule management plan defines the method used and the level of accuracy
along with other criteria required to estimate activity durations including the project update cycle
6512 Activity List
Described in Section 6231 The activity list identifies the activities that will need duration estimates
6513 Activity Attributes
Described in Section 6232 The activity attributes provide the primary data input for use in estimating durations
required for each activity in the activity list
6514 Activity Resource Requirements
Described in Section 6431 The estimated activity resource requirements will have an effect on the duration of
the activity since the level to which the resources assigned to the activity meet the requirements will significantly
influence the duration of most activities For example if additional or lowerskilled resources are assigned to an
activity there may be reduced efficiency or productivity due to increased communication training and coordination
needs leading to a longer duration estimate
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6项目时间理
6
估算活动持续时间工作活动范围信息需资源类型估计
资源量日历资源日历活动持续时间估计输入
团体项目团队中谁熟悉具体活动工作性质
时间估计逐步细化程认质量输入性
数例更详细精确数关项目工程设计工作
持续时间估计准确性提高估计时间逐步
更精确更质量
活动持续时间估计程需工作需完成估计量
活性资源完成活动数量估计估计
似工作区间（活动期）需适完成活动
项目资源日历数假设支持持续时间估算记录
活动持续时间估计
651估算活动持续时间：输入
6511进度理计划
第6131描述进度理计划定义方法准确程度
着标准估算活动持续时间包括项目更新周期
6512活动清单
第6231描述活动列表标识需活动持续时间估算
6513活动属性
第6232描述活动属性提供估计工期数输入
列表中活动需活动
6514活动资源求
第6431描述估算活动资源需求时间影响
活动中水分配活动符合求资源
数活动持续时间影响例果额外低技资源分配
活动降低效率生产力加强沟通培训协调
需求导致更长时间估计
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6 PROJECT TIME MANAGEMENT
6515 Resource Calendars
Described in Section 6414 The resource calendars influence the duration of schedule activities due to the
availability of specific resources type of resources and resources with specific attributes For example when staff
members are assigned to an activity on a fulltime basis in general a skilled staff member can be expected to
complete a given activity in less time than a relatively lessskilled staff member
6516 Project Scope Statement
Described in Section 5331 The assumptions and constraints from the project scope statement are considered
when estimating the activity durations Examples of assumptions include but are not limited to
Existing conditions
Availability of information and
Length of the reporting periods
Examples of constraints include but are not limited to
Available skilled resources and
Contract terms and requirements
6517 Risk Register
Described in Section 11231 The risk register provides the list of risks along with the results of risk analysis
and risk response planning Updates to the risk register are included with project document updates described in
Section 11532
6518 Resource Breakdown Structure
Described in Section 6432 The resource breakdown structure provides a hierarchical structure of the identified
resources by resource category and resource type
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6项目时间理
6515资源日历
第6414描述资源日历影响进度活动引起持续时间
特定资源性资源类型具特定属性资源例工作员
成员分配全职基础活动般情况熟练工作员预期
完成特定活动更短时间相熟练工作员
6516项目范围说明书
第5331节描述项目范围说明书假设约束条件
活动持续时间估算例子假设包括限：
现条件
信息性
报告期长度
约束例子包括限：
技术资源
合条款条件
6517风险登记册
第11231描述风险登记册提供风险中着风险分析结果
风险应计划风险寄存器更新包含项目文档更新
第11532
6518资源分解结构
第6432描述资源细分结构提供确定层次结构
资源类资源资源类型
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6519 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Estimate Activity
Durations process include but are not limited to
Duration estimating databases and other reference data
Productivity metrics
Published commercial information and
Location of team members
65110 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Estimate Activity Durations
process include but are not limited to
Historical duration information
Project calendars
Scheduling methodology and
Lessons learned
652 Estimate Activity Durations Tools and Techniques
6521 Expert Judgment
Expert judgment guided by historical information can provide duration estimate information or recommended
maximum activity durations from prior similar projects Expert judgment can also be used to determine whether to
combine methods of estimating and how to reconcile differences between them
6522 Analogous Estimating
Analogous estimating is a technique for estimating the duration or cost of an activity or a project using
historical data from a similar activity or project Analogous estimating uses parameters from a previous
similar project such as duration budget size weight and complexity as the basis for estimating the same
parameter or measure for a future project When estimating durations this technique relies on the actual
duration of previous similar projects as the basis for estimating the duration of the current project It is a
gross value estimating approach sometimes adjusted for known differences in project complexity Analogous
duration estimating is frequently used to estimate project duration when there is a limited amount of detailed
information about the project
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6519企业环境素
第215描述够影响估计活动企业环境素
时间程包括限：
历时估算数库参考资料
生产力指标
发布商业信息
团队成员位置
65110组织程资产
第214描述组织程资产够影响估算活动持续时间
程包括限：
历史时间信息
项目日历
调度方法
教训
652估算活动持续时间：工具技术
6521专家判断
专家判断历史信息指导提供信息建议时间估计
活动持续时间前类似项目专家判断确定否
结合方法估计调解间分歧
6522类估算
类估算估计持续时间成活动项目中
类似活动项目历史数类估算参数前
类似项目时间预算尺寸重量复杂性估算基础相
未项目参数指标估计时间种技术赖实际
持续时间前类似项目估计前项目持续时间基础
总价值估计方法时调整项目复杂性已知差异类似
工期估计常估计项目工期时详细数量限
关项目信息
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Analogous estimating is generally less costly and less time consuming than other techniques but it is also
less accurate Analogous duration estimates can be applied to a total project or to segments of a project and may
be used in conjunction with other estimating methods Analogous estimating is most reliable when the previous
activities are similar in fact and not just in appearance and the project team members preparing the estimates
have the needed expertise
6523 Parametric Estimating
Parametric estimating is an estimating technique in which an algorithm is used to calculate cost or duration
based on historical data and project parameters Parametric estimating uses a statistical relationship between
historical data and other variables (eg square footage in construction) to calculate an estimate for activity
parameters such as cost budget and duration
Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor
hours per unit of work For example activity duration on a design project is estimated by the number of drawings
multiplied by the number of labor hours per drawing or on a cable installation the meters of cable multiplied by the
number of labor hours per meter For example if the assigned resource is capable of installing 25 meters of cable
per hour the duration required to install 1000 meters is 40 hours (1000 meters divided by 25 meters per hour)
This technique can produce higher levels of accuracy depending upon the sophistication and underlying data
built into the model Parametric time estimates can be applied to a total project or to segments of a project in
conjunction with other estimating methods
6524 ThreePoint Estimating
The accuracy of singlepoint activity duration estimates may be improved by considering estimation uncertainty
and risk This concept originated with the program evaluation and review technique (PERT) PERT uses three
estimates to define an approximate range for an activity’s duration
Most likely (tM) This estimate is based on the duration of the activity given the resources likely to be
assigned their productivity realistic expectations of availability for the activity dependencies on other
participants and interruptions
Optimistic (tO) The activity duration based on analysis of the bestcase scenario for the activity
Pessimistic (tP) The activity duration based on analysis of the worstcase scenario for the activity
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6项目时间理
类估算通常技术太昂贵耗时少
准确类似持续时间估计应项目项目段
估计方法结合类估算前
活动事实表面相似项目团队成员进行估算
具备必专业知识
6523参数估计
参数估计估计技术种算法计算成持续时间
基历史数工程参数参数估计统计关系
历史数变量（例方英尺建筑）计算活动评价
参数成预算持续时间
活动持续时间工作数量劳动定量测定
工作单位时例设计项目活动持续时间图纸数量估计
绘制劳动时数电缆敷设电缆米
米劳动时数例指定资源够安装25米电缆
时1000米安装需时间40时（1000米25米时）
种技术产生更高水精度取决复杂潜数
建成模型参数估计时间应项目项目段
评价方法结合
6524三点估计
单点活动持续时间估计准确性通估计确定性改进
风险概念源计划评审技术（PERT）PERT三
估计定义活动时间似范围：
（TM）估计基活动持续时间出资源
指定生产力活动效性赖现实期
参加者中断
乐观（）活动基础情况分析活动持续时间
悲观（TP）活动基础坏情况分析活动持续时间
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Depending on the assumed distribution of values within the range of the three estimates the expected duration
tE can be calculated using a formula Two commonly used formulas are triangular and beta distributions The
formulas are
Triangular Distribution tE (tO + tM + tP) 3
Beta Distribution (from the traditional PERT technique) tE (tO + 4tM + tP) 6
Duration estimates based on three points with an assumed distribution provide an expected duration and clarify
the range of uncertainty around the expected duration
6525 Group DecisionMaking Techniques
Teambased approaches such as brainstorming the Delphi or nominal group techniques are useful for engaging
team members to improve estimate accuracy and commitment to the emerging estimates By involving a structured
group of people who are close to the technical execution of work in the estimation process additional information
is gained and more accurate estimates obtained Additionally when people are involved in the estimation process
their commitment towards meeting the resulting estimates increases
6526 Reserve Analysis
Duration estimates may include contingency reserves sometimes referred to as time reserves or buffers
into the project schedule to account for schedule uncertainty Contingency reserves are the estimated duration
within the schedule baseline which is allocated for identified risks that are accepted and for which contingent or
mitigation responses are developed Contingency reserves are associated with the knownunknowns which may
be estimated to account for this unknown amount of rework The contingency reserve may be a percentage of the
estimated activity duration a fixed number of work periods or may be developed by using quantitative analysis
methods such as Monte Carlo simulation (Section 11422) Contingency reserves may be separated from the
individual activities and aggregated into buffers as shown in Figure 619
As more precise information about the project becomes available the contingency reserve may be used
reduced or eliminated Contingency should be clearly identified in schedule documentation
Estimates may also be produced for the amount of management reserve of time for the project Management
reserves are a specified amount of the project duration withheld for management control purposes and are
reserved for unforeseen work that is within scope of the project Management reserves are intended to address the
unknownunknowns that can affect a project Management reserve is not included in the schedule baseline but
it is part of the overall project duration requirements Depending on contract terms use of management reserves
may require a change to the schedule baseline
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根假设值分布三范围估计预期持续时间
TE公式计算两常公式三角形分布β分布
公式：
三角形分布TE （+ TM + TP） 3
贝塔分布（传统PERT技术）TE （+ 6公吨+ TP）
持续时间估计基三点假定分布提供预期持续时间澄清
预期时间确定性范围
6525群决策方法
团队基础方法头脑风暴法Delphi名义群体技术生产
团队成员提高估计精度致力新兴估计通结构化
谁接估计程中工作执行技术组额外信息
获更准确估计外涉估计程
会议产生估计增加承诺
6526储备分析
持续时间估计包括应急储备时称时间缓储备
项目进度表进度确定性应急储备估计时间
进度基线识风险接受
缓解措施开发应急储备已知未知
估计未知量返工应急储备百分
活动持续时间估算固定工作时间数量开发利定量分析
方法蒙特卡罗模拟（第11422）应急储备脱离
活动聚合成图示碱性缓区
更精确关项目信息变应急储备
减少消应急计划文件中应明确标识
估计项目时间理储备量理
储备定数量项目时间理控制目保留
保留未预见工作项目范围理储备目解决
未知未知影响项目理储备包括计划基线
整项目时间求部分根合条款理储备
需改变进度基准
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653 Estimate Activity Durations Outputs
6531 Activity Duration Estimates
Activity duration estimates are quantitative assessments of the likely number of time periods that are required
to complete an activity Duration estimates do not include any lags as described in Section 6323 Activity duration
estimates may include some indication of the range of possible results For example
2 weeks ± 2 days which indicates that the activity will take at least eight days and not more than twelve
(assuming a fiveday workweek) and
15 probability of exceeding three weeks which indicates a high probability—85 —that the activity
will take three weeks or less
6532 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity attributes and
Assumptions made in developing the activity duration estimate such as skill levels and availability
as well as a basis of estimates for durations
66 Develop Schedule
Develop Schedule is the process of analyzing activity sequences durations resource requirements and
schedule constraints to create the project schedule model The key benefit of this process is that by entering
schedule activities durations resources resource availabilities and logical relationships into the scheduling tool it
generates a schedule model with planned dates for completing project activities The inputs tools and techniques
and outputs of this process are depicted in Figure 616 Figure 617 depicts the data flow diagram of the process
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6项目时间理
653估算活动持续时间：输出
6531活动持续时间估算
活动工期估计需时间定量估
完成项活动持续时间估计包括滞6323节中描述活动时间
估计包括结果范围指标说呢
±2周2天表明活动需少八天超十二
（假设周工作5天）
15超三周概率表明高probability85 活动
三周更少
6532项目文件更新
项目文件更新包括限：
活动属性
假设开发活动持续时间估计技术水性
持续时间基础估计
66制定进度计划
开发进度分析活动序持续时间资源需求程
进度约束创建项目调度模型程关键处进入
计划活动持续时间资源资源性逻辑关系调度工具
生成项目活动计划日期完成进度模型输入工具技术
程输出616描绘图图617描述程数流图
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Inputs Tools & Techniques Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule
network diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration
estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
1 Schedule network
analysis
2 Critical path method
3 Critical chain method
4 Resource optimization
techniques
5 Modeling techniques
6 Leads and lags
7 Schedule compression
8 Scheduling tool
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents
updates
Figure 616 Develop Schedule Inputs Tools & Techniques and Outputs
Project Time Management
66
Develop
Schedule
67
Control
Schedule
Project schedule
network diagrams
Activity duration
estimates
Activity resource
requirements
Resource breakdown
Activity list structure
Activity attributes
Project documents
updates
Project schedule
Project
calendars
Schedule
data
Project schedule
Project
management
plan updates
Schedule baseline
Project
Documents
Resource calendars
Project staff assignments
Resource calendars
Risk register
Project scope statement
Organizational
process assets
Enterprise
e nvironmental
factors
122
Conduct
Procurements
92
Acquire
Project Team
112
Identify
Risks
53
Define
Scope
Enterprise
Organization
73
Determine
Budget
72
Estimate
Costs
42
Develop Project
Management
Plan
121
Plan Procurement
Management
65
Estimate Activity
Durations
64
Estimate Activity
Resources
63
Sequence
Activities
62
Define
Activities
Schedule
management plan
61
Plan Schedule
Management
Figure 617 Develop Schedule Data Flow Diagram
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6
输入工具技术输出
1进度理
计划
2活动列表
3活性属性
4项目进度
网络图
5活动资源
求
6资源日历
7活动时间
估计
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
1进度网络
分析
2关键路径方法
3关键链法
4资源优化
技术
5建模技术
6线索滞
7进度压缩
8调度工具
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件
更新
图6：输入制定进度计划工具技术输出
项目时间理
66
发展
铁列车时刻表
67
控制
铁列车时刻表
项目进度
网络图
活动持续时间
估计
活动资源
求
资源分解
活动列表结构
活动属性
项目文件
更新
项目进度
项目
日历
时间表
数
项目进度
项目
理
计划更新
进度基线
项目
文件
资源日历
项目职员分配
资源日历
风险登记册
项目范围说明书
组织
程资产
企业
环境
素
122
行
采购
92
获
项目团队
112
识
风险
53
定义
范围
企业
组织
73
确定
预算
72
估计
成
42
开发项目
理
计划
121
计划采购
理
65
估算活动
持续时间
64
估算活动
资源
63
序列
活动
62
定义
活动
时间表
理计划
61
计划
理
图6～17制定进度计划数流图
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Developing an acceptable project schedule is often an iterative process The schedule model is used to
determine the planned start and finish dates for project activities and milestones based on the accuracy of the
inputs Schedule development can require the review and revision of duration estimates and resource estimates to
create the project schedule model to establish an approved project schedule that can serve as a baseline to track
progress Once the activity start and finish dates have been determined it is common to have project staff assigned
to the activities review their assigned activities and confirm that the start and finish dates present no conflict with
resource calendars or assigned activities in other projects or tasks and thus are still valid As work progresses
revising and maintaining the project schedule model to sustain a realistic schedule continues throughout the
duration of the project as described in Section 67
For more specific information regarding scheduling refer to the Practice Standard for Scheduling
661 Develop Schedule Inputs
6611 Schedule Management Plan
Described in Section 6131 The schedule management plan identifies the scheduling method and tool used to
create the schedule and how the schedule is to be calculated
6612 Activity List
Described in Section 6231 The activity list identifies the activities that will be included in the schedule model
6613 Activity Attributes
Described in Section 6232 The activity attributes provide the details used to build the schedule model
6614 Project Schedule Network Diagrams
Described in Section 6331 The project schedule network diagrams contain the logical relationships of
predecessors and successors that will be used to calculate the schedule
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开发接受项目进度计划常常迭代程调度模型
确定计划开始日期结束日期项目活动里程碑准确性
输入计划发展需持续时间估计资源估算进行评审修订
创建项目计划建立核准项目时间表作基准踪
进步旦活动开始日期完成日期已确定常见项目员分配
活动回顾工作确认开始完成日期目前没突
资源日历分配活动中项目务然效着工作进展
修改维护项目进度模型维持行计划持续整
项目期间67节描述
调度更具体信息调度指实践标准
661制定进度计划：输入
6611进度理计划
第6131描述进度理计划确定调度方法工具
创建计划调度计算
6612活动清单
第6231描述活动列表标识包括调度模型活动
6613活动属性
第6232描述活动属性提供建立调度模型细节
6614项目进度网络图
第6331描述项目进度网络图中逻辑关系
前继者计算表
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6615 Activity Resource Requirements
Described in Section 6431 The activity resource requirements identify the types and quantities of resources
required for each activity used to create the schedule model
6616 Resource Calendars
Described in Sections 9232 and 12233 The resource calendars contain information on the availability of
resources during the project
6617 Activity Duration Estimates
Described in Section 6531 The activity duration estimates contain the quantitative assessments of the likely
number of work periods that will be required to complete an activity that will be used to calculate the schedule
6618 Project Scope Statement
Described in Section 5331 The project scope statement contains assumptions and constraints that can impact
the development of the project schedule
6619 Risk Register
Described in Section 11231 The risk register provides the details of all identified risks and their characteristics
that affect the schedule model
66110 Project Staff Assignments
Described in Section 9231 The project staff assignments specify which resources are assigned to each
activity
66111 Resource Breakdown Structure
Described in Section 6432 The resource breakdown structure provides the details by which resource analysis
and organizational reporting can be done
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6615活动资源求
第6431描述活动资源求确定资源类型数量
活动创建进度模型需
6616资源日历
部分923212233描述资源日历包含信息性
项目资源
6617活动持续时间估算
第6531描述活动历时估算包含定量评估
需完成项活动计算表工作期间数
6618项目范围说明书
第5331节描述项目范围说明书包含假设约束条件影响
项目进度计划发展
6619风险登记册
第11231描述风险登记册提供已识风险特征细节
影响调度模型
66110项目职员分配
第9231描述项目员分配指定资源分配
活动
66111资源分解结构
第6432描述资源细分结构提供资源分析细节
组织报告做
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66112 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors include but are not limited to
Standards
Communication channels and
Scheduling tool to be used in developing the schedule model
66113 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Develop Schedule process
include but are not limited to scheduling methodology and project calendar(s)
662 Develop Schedule Tools and Techniques
6621 Schedule Network Analysis
Schedule network analysis is a technique that generates the project schedule model It employs various analytical
techniques such as critical path method critical chain method whatif analysis and resource optimization
techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities
Some network paths may have points of path convergence or path divergence that can be identified and used in
schedule compression analysis or other analyses
6622 Critical Path Method
The critical path method which is a method used to estimate the minimum project duration and determine the
amount of scheduling flexibility on the logical network paths within the schedule model This schedule network
analysis technique calculates the early start early finish late start and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis through the schedule
network as shown in Figure 618 In this example the longest path includes activities A C and D and therefore the
sequence of ACD is the critical path The critical path is the sequence of activities that represents the longest path
through a project which determines the shortest possible project duration The resulting early and late start and
finish dates are not necessarily the project schedule rather they indicate the time periods within which the activity
could be executed using the parameters entered in the schedule model for activity durations logical relationships
leads lags and other known constraints The critical path method is used to calculate the amount of scheduling
flexibility on the logical network paths within the schedule model
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6项目时间理
66112企业环境素
第215描述企业环境素包括限：
标准
沟通渠道
调度工具开发调度模型
66113组织程资产
第214描述组织程资产影响进度发展程
包括限：调度方法项目日历（S）
662开发进度：工具技术
6621进度网络分析
进度网络分析生成项目进度计划模型技术采分析
技术关键路径法关键链法果分析资源优化
计算早期晚期启动项目活动未完部分完成日期技术
网络路径点收敛发散路径路径识
进度压缩分析分析
6622关键路径法
关键路径法种方法估计工期确定
调度模型逻辑网络路径调度灵活性进度网络
分析技术计算早开始早完成起步晚晚完成日期活动
通执行前通分析通表资源限制方面
网络图6示例子中长路径包括活动CD
序列acd关键路径关键路径活动长路径序
通工程决定短项目持续时间产生早期晚期开始
完成日期定项目进度表示时间段活动
执行参数中输入活动持续时间调度模型逻辑关系
导致滞已知约束关键路径法计算量调度
调度模型逻辑网络路径灵活性
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On any network path the schedule flexibility is measured by the amount of time that a schedule activity can
be delayed or extended from its early start date without delaying the project finish date or violating a schedule
constraint and is termed total float A CPM critical path is normally characterized by zero total float on the
critical path As implemented with PDM sequencing critical paths may have positive zero or negative total
float depending on constraints applied Any activity on the critical path is called a critical path activity Positive
total float is caused when the backward pass is calculated from a schedule constraint that is later than the
early finish date that has been calculated during forward pass calculation Negative total float is caused when a
constraint on the late dates is violated by duration and logic Schedule networks may have multiple nearcritical
paths Many software packages allow the user to define the parameters used to determine the critical path(s)
Adjustments to activity durations (if more resources or less scope can be arranged) logical relationships (if the
relationships were discretionary to begin with) leads and lags or other schedule constraints may be necessary
to produce network paths with a zero or positive total float Once the total float for a network path has been
calculated then the free float—the amount of time that a schedule activity can be delayed without delaying the
early start date of any successor or violating a schedule constraint—can also be determined For example the
free float for Activity B in Figure 618 is 5 days
Critical Path Link
NonCritical Path Link
Activity
Node
Start A Finish
1 5 5
1 0 5
C
6 10 15
6 0 15
B
6 5 10
11 5 15
D
16 15 30
16 0 30
Activity Name
Early
Start Duration
Early
Finish
Late
Start
Total
Float
Late
Finish
Path A–B–D 25
Path A–C–D 30
(Critical Path)
KEY
Figure 618 Example of Critical Path Method
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网络路径日程安排灵活性通计划活动时间量测
推迟延长早开始时间影响项目完成日期违反计划
约束称全浮关键路径通常零总时差
关键路径实现PDM测序关键路径积极零负总
浮取决施加约束关键路径活动称关键路径活动积极
总浮时造成逆传递计算调度约束晚
早完成日期已提出通计算计算负总浮时造成
晚日期时间逻辑约束违反进度网络界
路径许软件包允许户定义确定关键路径参数（S）
调整活动持续时间（果更资源更少范围设置）逻辑关系（果
关系意开始）领先滞时间限制必
产生网络路径零积极总时差旦网络路径总浮动已
计算然浮动时间量计划活动没延误
继承违反调度约束早开始时间确定说呢
B工作时差图65天
关键路径链接
非关键路径链接
活动
节点
启动完成
1 5 5
1 0 5
C
6 10 15
6 0 15
B
6 5 10
11 5 15
D
16 15 30
16 0 30
活动名称
早期
开始时间
早期
完成
晚
起点
总
浮
晚
完成
路径–B–D 25
路径–C–D 30
（关键路径）
关键
图618关键路径法例子
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6623 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any
project schedule path to account for limited resources and project uncertainties It is developed from the critical
path method approach and considers the effects of resource allocation resource optimization resource leveling
and activity duration uncertainty on the critical path determined using the critical path method To do so the critical
chain method introduces the concept of buffers and buffer management The critical chain method uses activities
with durations that do not include safety margins logical relationships and resource availability with statistically
determined buffers composed of the aggregated safety margins of activities at specified points on the project
schedule path to account for limited resources and project uncertainties The resourceconstrained critical path is
known as the critical chain
The critical chain method adds duration buffers that are nonwork schedule activities to manage uncertainty
One buffer placed at the end of the critical chain as shown in Figure 619 is known as the project buffer and
protects the target finish date from slippage along the critical chain Additional buffers known as feeding buffers
are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical
chain Feeding buffers thus protect the critical chain from slippage along the feeding chains The size of each buffer
should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer Once
the buffer schedule activities are determined the planned activities are scheduled to their latest possible planned
start and finish dates Consequently instead of managing the total float of network paths the critical chain method
focuses on managing the remaining buffer durations against the remaining durations of chains of activities
Activity A
Critical Chain Link
NonCritical Link
Start Activity C Finish
Activity G
Activity B
Activity D
Feeding
Buffer
Feeding
Buffer
Activity E Activity F Project
Buffer
KEY
Figure 619 Example of Critical Chain Method
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6623关键链法
关键链法（CCM）计划方法项目组缓区
项目进度路径考虑限资源项目确定性关键开发
资源分配资源优化影响路径方法方法认资源衡
活动持续时间确定性关键路径确定关键路径方法样做关键
链方法引入缓区缓区理概念关键链方法活动
持续时间包括安全边际逻辑关系统计资源性
确定缓区组成集合安全边际指定点项目活动
计划路径考虑限资源项目确定性资源约束关键路径
称关键链
关键链方法增加时间缓区非工作活动计划理确定性
缓区放置关键链末端图619示称项目缓区
保护着关键链滑移目标完成日期额外缓区称输入缓区
放置点链相关活动关键链进入关键
链输入缓区保护关键链着供链滑移缓区
应考虑相关活动导致缓链持续时间确定性旦
缓区活动计划确定计划活动新计划
开始日期完成日期理网络路径总时差关键链法
集中理剩余缓时间链活动剩余时间
活动
关键链链接
非关键环节
启动活动C完成
活动G
活动B
活动D
喂养
缓区
喂养
缓区
活动活动E F项目
缓区
关键
图619关键链方法例子
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6624 Resource Optimization Techniques
Examples of resource optimization techniques that can be used to adjust the schedule model due to demand
and supply of resources include but are not limited to
Resource leveling A technique in which start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply Resource leveling can be used
when shared or critically required resources are only available at certain times or in limited quantities
or overallocated such as when a resource has been assigned to two or more activities during the same
time period as shown in Figure 620 or to keep resource usage at a constant level Resource leveling
can often cause the original critical path to change usually to increase
Start
Activity A Tom 8 hrs
Sue 8 hrs
Activity B Sue 8 hrs
Activity C Tom 8 hrs
Tom 8 hrs
Sue 16 hrs
Tom 8 hrs
Day 1 Day 2 Day 3
Start
Activity A Tom 8 hrs
Sue 8 hrs
Activity B Sue 8 hrs
Activity C Tom 8 hrs
Tom 8 hrs
Sue 8 hrs
Sue 8 hrs Tom 8 hrs
Day 1 Day 2 Day 3
Activities Before Resource Leveling
Activities After Resource Leveling
Figure 620 Resource Leveling
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6624资源优化技术
调整调度模型需求资源优化技术例子
供应资源包括限：
资源衡种技术开始日期完成日期基资源约束调整
具提供资源衡需求目资源衡
享批判需资源特定时间限数量
分配例资源分配两更活动
时间图620示保持恒定水资源利资源衡
通常原关键路径改变通常会增加
起点
汤姆：活动8时
苏：8时
活动B苏：8时
汤姆：8时活动C
汤姆：8时
苏：16时
汤姆：8时
1天2天3天
起点
汤姆：活动8时
苏：8时
活动B苏：8时
汤姆：8时活动C
汤姆：8时
苏：8时
苏：汤姆：8时8时
1天2天3天
资源调配活动
资源衡活动
图620资源衡
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Resource Smoothing A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined resource limits In resource
smoothing as opposed to resource leveling the project’s critical path is not changed and the completion
date may not be delayed In other words activities may only be delayed within their free and total float
Thus resource smoothing may not be able to optimize all resources
6625 Modeling Techniques
Examples of modeling techniques include but are not limited to
WhatIf Scenario Analysis Whatif scenario analysis is the process of evaluating scenarios in order
to predict their effect positively or negatively on project objectives This is an analysis of the question
What if the situation represented by scenario X’ happens A schedule network analysis is performed
using the schedule to compute the different scenarios such as delaying a major component delivery
extending specific engineering durations or introducing external factors such as a strike or a change in
the permitting process The outcome of the whatif scenario analysis can be used to assess the feasibility
of the project schedule under adverse conditions and in preparing contingency and response plans to
overcome or mitigate the impact of unexpected situations
Simulation Simulation involves calculating multiple project durations with different sets of activity
assumptions usually using probability distributions constructed from the threepoint estimates (described
in Section 6524) to account for uncertainty The most common simulation technique is Monte Carlo
analysis (Section 11422) in which a distribution of possible activity durations is defined for each activity
and used to calculate a distribution of possible outcomes for the total project
6626 Leads and Lags
Described in Section 6323 Leads and lags are refinements applied during network analysis to develop a
viable schedule by adjusting the start time of the successor activities Leads are used in limited circumstances to
advance a successor activity with respect to the predecessor activity and lags are used in limited circumstances
where processes require a set period of time to elapse between the predecessors and successors without work or
resource impact
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资源滑种技术调整活动日程模型等
项目资源求超某预定资源限制资源
滑资源调配项目关键路径没改变完成
日期迟换句话说活动延迟总时差
资源滑法优化资源
6625建模技术
建模技术例子包括限：
果什情景分析果情景分析评价方案程中
预测影响积极消极项目目标问题分析
果情况X表示情况会发生什呢？执行进度网络分析
时间表计算场景延迟交货成分
延伸具体工程持续时间引入外部素罢工改变
审批程结果果情况分析评估行性
利条件项目进度表准备应急响应计划
克服减轻意外情况影响
仿真模拟采活性计算项目持续时间
假设通常概率分布估计三点构造（描述
第6524）帐户确定性常见蒙特卡罗模拟技术
分析（第11422）中活动持续时间分布活动定义
计算分布总体方案结果
6626领先滞
第6323描述领先滞改进应网络分析发展
行计划调整续活动开始时间导线限情况
推进相前活动续活动滞限情况
程需段时间流逝前继者间工作
资源影响
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6627 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project
scope in order to meet schedule constraints imposed dates or other schedule objectives Schedule compression
techniques include but are not limited to
Crashing A technique used to shorten the schedule duration for the least incremental cost by adding
resources Examples of crashing include approving overtime bringing in additional resources or paying
to expedite delivery to activities on the critical path Crashing works only for activities on the critical path
where additional resources will shorten the activity’s duration Crashing does not always produce a viable
alternative and may result in increased risk andor cost
Fast tracking A schedule compression technique in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration An example is constructing the foundation
for a building before completing all of the architectural drawings Fast tracking may result in rework and
increased risk Fast tracking only works if activities can be overlapped to shorten the project duration
6628 Scheduling Tool
Automated scheduling tools contain the schedule model and expedite the scheduling process by generating
start and finish dates based on the inputs of activities network diagrams resources and activity durations using
schedule network analysis A scheduling tool can be used in conjunction with other project management software
applications as well as manual methods
663 Develop Schedule Outputs
6631 Schedule Baseline
A schedule baseline is the approved version of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison to actual results It is accepted and approved by
the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates During
monitoring and controlling the approved baseline dates are compared to the actual start and finish dates to determine
whether variances have occurred The schedule baseline is a component of the project management plan
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6627进度压缩
进度压缩技术缩短计划降低项目持续时间
范围满足进度约束强制日期进度目标进度压缩
技术包括限：
崩溃种缩短调度时间少增量成加技术
资源例子包括批准加班赶工带额外资源支付
加快交付关键路径活动破碎作品关键路径活动
额外资源缩短活动时间碰撞总产生行
代导致成
快速踪进度压缩技术中活动阶段序列做正常
行少部分执行时间例子基础构建
建筑完成建筑图纸前快速踪造成返工
风险增加快速踪仅活动重叠缩短项目工期
6628调度工具
调度动化工具包含调度模型加快调度程产生
开始完成基活动网络图输入日期资源活动持续时间
进度网络分析调度工具项目理软件结合
应手工方法
663开发进度：输出
6631进度基线
进度基线批准通正式变更调度模型版
变更控制程序作实际结果较基础公认批准
适利益相关者基准开始日期完成日期进度基线基线
监测控制批准基线日期较实际开始日期完成日期确定
偏差否发生进度基准项目理计划部分
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6632 Project Schedule
The outputs from a schedule model are schedule presentations The project schedule is an output of a schedule
model that presents linked activities with planned dates durations milestones and resources At a minimum the
project schedule includes a planned start date and planned finish date for each activity If resource planning is done
at an early stage then the project schedule remains preliminary until resource assignments have been confirmed
and scheduled start and finish dates are established This process usually occurs no later than the completion of the
project management plan (Section 4231) A target project schedule model may also be developed with a defined
target start and target finish for each activity The project schedule presentation may be presented in summary
form sometimes referred to as the master schedule or milestone schedule or presented in detail Although a
project schedule model can be presented in tabular form it is more often presented graphically using one or more
of the following formats which are classified as presentations
Bar charts These charts also known as Gantt charts represent schedule information where activities
are listed on the vertical axis dates are shown on the horizontal axis and activity durations are shown
as horizontal bars placed according to start and finish dates Bar charts are relatively easy to read
and are frequently used in management presentations For control and management communications
the broader more comprehensive summary activity sometimes referred to as a hammock activity is
used between milestones or across multiple interdependent work packages and is displayed in bar
chart reports An example is the summary schedule portion of Figure 621 that is presented in a WBSstructured
format
Milestone charts These charts are similar to bar charts but only identify the scheduled start or
completion of major deliverables and key external interfaces An example is the milestone schedule
portion of Figure 621
Project schedule network diagrams These diagrams are commonly presented in the activityonnode
diagram format showing activities and relationships without a time scale sometimes referred to as a
pure logic diagram as shown in Figure 611 or presented in a timescaled schedule network diagram
format that is sometimes called a logic bar chart as shown for the detailed schedule in Figure 621These
diagrams with activity date information usually show both the project network logic and the project’s
critical path schedule activities This example also shows how each work package is planned as a series
of related activities Another presentation of the project schedule network diagram is a timescaled logic
diagram These diagrams include a time scale and bars that represent the duration of activities with the
logical relationships It is optimized to show the relationships between activities where any number of
activities may appear on the same line of the diagram in sequence
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6632项目进度
调度模型输出进度报告项目进度计划进度输出
模型提出相互关联活动计划日期时间日期资源少
项目计划包括计划开始日期活动计划完成日期果资源计划完成
早期阶段项目进度然初步直资源分配已证实
计划开始日期完成日期建立程通常发生迟完成
项目理计划（第4231）目标项目调度模型定义开发
项活动开始完成目标目标项目进度报告总结
形式时称总体计划里程碑进度表详细介绍然
项目进度计划模型表格形式呈现显示
列格式演示：
条形图图表称甘特图代表进度信息活动
垂直轴市日期水轴显示活动持续时间证明
水钢筋放置根开始日期完成日期条形图较容易阅读
常理介绍控制理通信
更广泛更全面总结活动时称吊床活动
利里程碑跨工作包间赖显示酒吧
图报告例子图621总结计划部分提出wbsstructured
格式
里程碑图图表相似条形图确定预定开始
成果外部接口完成例子里程碑进度表
图621部分
项目进度网络图图节点活动通常会出现
图格式显示活动关系没时间尺度时称
纯逻辑图图6示时间尺度进度网络图
格式时称逻辑图表图621these详细计划
图活动日期信息通常会显示两项目网络逻辑项目
关键路径进度活动示例显示工作包计划作系列
相关活动演示项目进度网络图时间缩放逻辑
图图包括时间尺度酒吧代表活动持续时间
逻辑关系优化显示活动间关系数量
活动出现行序列图
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6 PROJECT TIME MANAGEMENT
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Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11MB Begin New Product Z
Period 4
Calendar
units
Calendar
units
Calendar
units
Complete Component 1
Complete Component 2
Finish New Product Z
0
0
0
0
Activity Description
Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11MB 0
120
67
20
33
14
0
53
14
28
11
0
53
14
32
0
7
0
Period 4
Activity Description
111M1
112M1
113MF
113M1 Complete Integration of Components 1 & 2 0
Project Schedule Time Frame
Period 1 Period 2 Period 3 Period 5
Activity
Identifier
11 Develop and Deliver New Product Z
Period 4
Work Package 1 Component 1
Work Package 2 Component 2
Work Package 3 Integrated Components 1 and 2
120
67
53
53
Activity Description
111
112
113
Milestone Schedule
Data Date
Data Date
Detailed Schedule
111T
11
111
111D
111B
112T
111M1
112
112D
112B
113M1
112M1
113
113G
113T
Data Date
SS
FS
113P
113MF
Summary Schedule
Begin New Product Z
Develop and Deliver Product Z
Work Package 1 Component 1
Design Component 1
Build Component 1
Test Component 1
Complete Component 1
Work Package 2 Component 2
Design Component 2
Build Component 2
Test Component 2
Complete Component 2
Work Package 3 Integrated Components 1 and 2
Integrate Components 1 and 2 as Product Z
Complete Integration of Components 1 and 2
Test Integrated Components as Product Z
Deliver Product Z
Finish New Product Z
Figure 621 Project Schedule Presentations —Examples
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6 PROJECT TIME MANAGEMENT
Figure 621 shows schedule presentations for a sample project being executed with the work in progress
reported through the data date a point in time when the status of the project is recorded which is sometimes
also called the asof date or status date For a simple project schedule model Figure 621 reflects schedule
presentations in the forms of (1) a milestone schedule as a milestone chart (2) a summary schedule as a bar
chart and (3) a detailed schedule as a project schedule network diagram Figure 621 also visually shows the
relationships among the three different levels of schedule presentation
6633 Schedule Data
The schedule data for the project schedule model is the collection of information for describing and controlling
the schedule The schedule data includes at least the schedule milestones schedule activities activity attributes
and documentation of all identified assumptions and constraints The amount of additional data varies by application
area Information frequently supplied as supporting detail includes but is not limited to
Resource requirements by time period often in the form of a resource histogram
Alternative schedules such as bestcase or worstcase not resourceleveled or resourceleveled with
or without imposed dates and
Scheduling of contingency reserves
Schedule data could also include such items as resource histograms cashflow projections and order and
delivery schedules
6634 Project Calendars
A project calendar identifies working days and shifts that are available for scheduled activities It distinguishes
time periods in days or parts of days that are available to complete scheduled activities from time periods that
are not available A schedule model may require more than one project calendar to allow for different work
periods for some activities to calculate the project schedule The project calendars may be updated
6635 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Schedule baseline (Section 6631)
Schedule management plan (Section 6131)
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6项目时间理
6
项目进度计划时间框架
期1期2期3期5
活动
标识符
11mb开始新产品Z
4期
日历
单位
日历
单位
日历
单位
完整组件1
完整组件2
完成新产品Z
0
0
0
0
活动描述
项目进度计划时间框架
期1期2期3期5
活动
标识符
11mb 0
120
67
20
33
14
0
53
14
28
11
0
53
14
32
0
7
0
4期
活动描述
111m1
112m1
113mf
113m1完整集成组件12 0
项目进度计划时间框架
期1期2期3期5
活动
标识符
11开发提供新产品Z
4期
工作包1：组件1
工作包2：组件2
工作包3：集成组件12
120
67
53
53
活动描述
111
112
113
里程碑进度表
数日期
数日期
详细时间表
111T
11
111
111 D
111B
112T
111m1
112
112 D
112 B
113m1
112m1
113
113 G
113T
数日期
SS
FS
113 P
113mf
计划概
开始新产品Z
开发提供产品Z
工作包1：组件1
设计组件1
建立组件1
测试组件1
完整组件1
工作包2：组件2
设计组件2
建立组件2
测试组件2
完整组件2
工作包3：集成组件12
集成组件12作产品Z
12完全集成组件
测试集成组件产品Z
提供产品Z
完成新产品Z
图6尺项目进度报告实例
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6项目时间理
图6尺显示样项目执行进度报告正进行中工作
通数报告日期时间点时该项目状态记录时
称日期状态日期简单项目进度计划模型图621反映进度
表现形式（1）里程碑计划里程碑图（2）总结计划作酒吧
图（3）详细时间表作项目进度网络图图6尺直观显示
附表介绍三层次间关系
6633计划数
项目进度计划进度数模型描述控制信息收集
附表表数少包括进度里程碑计划活动活动属性
确定假定限制文档额外数量变化应
面积常提供信息支持细节包括限：
时段资源需求常资源柱状图形式
代时间表坏整资源资源水
强制日期
应急储备调度
表数包括资源柱状图现金流量预测
交货时间表
6634项目日历
项目日历标识工作日转移计划活动区
天利完成预定活动时间天部分时间
调度模型需止项目日历允许工作
活动计算项目进度时间项目日历更新
6635项目理计划更新
项目理计划更新容包括限：
进度基线（第6631）
进度理计划（第6131）
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6636 Project Documents Updates
Project documents that may be updated include but are not limited to
Activity resource requirements Resource leveling can have a significant effect on preliminary estimates
for the types and quantities of resources required If the resourceleveling analysis changes the project
resource requirements then the project resource requirements are updated
Activity attributes Activity attributes (Section 6232) are updated to include any revised resource
requirements and any other revisions generated by the Develop Schedule process
Calendars The calendar for each project may consist of multiple calendars project calendars individual
resource calendars etc as the basis for scheduling the project
Risk register The risk register may need to be updated to reflect opportunities or threats perceived
through scheduling assumptions
67 Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and
manage changes to the schedule baseline to achieve the plan The key benefit of this process is that it provides
the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize
risk The inputs tools and techniques and outputs of this process are depicted in Figure 622 Figure 623
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
1 Performance reviews
2 Project management
software
3 Resource optimization
techniques
4 Modeling techniques
5 Leads and lags
6 Schedule compression
7 Scheduling tool
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure 622 Control Schedule Inputs Tools & Techniques and Outputs
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6项目时间理
6
6636项目文件更新
项目文件更新包括限：
活动资源求资源衡重影响初步估计
类型需资源数量果资源衡分析变化项目
资源需求项目资源求更新
活动属性活动属性（第6232）更新包括修正资源
计划发展程中产生求修改
日历项目日历日历项目日历
资源日历等调度方案基础
风险登记册风险登记册需更新反映机会威胁
通调度假设
67控制计划
进度控制工程监控活动状态更新项目进展程
理改变进度基准计划实现程关键优势提供
认识偏离计划采取纠正预防措施限度减少意味着
风险输入工具技术程输出描绘图6－22图623
描述数处理流程图
输入工具技术输出
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
1绩效评估
2项目理
软件
3资源优化
技术
4建模技术
5线索滞
6进度压缩
7调度工具
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图6－22控制计划：输入输出工具技术
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Project
Documents
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Project Time Management
67
Control
Schedule
66
Develop
Schedule
Work
p erformance
data
Project
management
plan
Organizational
process assets
Organizational
process assets updates
Schedule forecasts
Work performance
information
Project
d ocuments
updates
Project schedule
Project calendars
Schedule data
Change requests
Project
management plan
updates
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
Enterprise
Organization
Figure 623 Control Schedule Data Flow Diagram
Updating the schedule model requires knowing the actual performance to date Any change to the schedule
baseline can only be approved through the Perform Integrated Change Control process (Section 45) Control
Schedule as a component of the Perform Integrated Change Control process is concerned with
Determining the current status of the project schedule
Influencing the factors that create schedule changes
Determining if the project schedule has changed and
Managing the actual changes as they occur
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6项目时间理
项目
文件
44
监控
控制项目
工作
45
执行
集成
变更控制
项目时间理
67
控制
铁列车时刻表
66
发展
铁列车时刻表
工作
性
数
项目
理
计划
组织
程资产
组织
程资产更新
进度预测
工作绩效
问询处
项目
单
更新
项目进度
项目日历
计划数
变更请求
项目
理计划
更新
42
开发项目
理
计划
43
直接
理项目
工作
企业
组织
图623进度控制数流图
更新进度模型需知道实际性数该计划改变
基线通执行整体变更控制程批准（第45节）控制
计划执行整体变更控制程组成部分关注：
确定项目进度前状态
造成进度变化影响素
确定项目进度已改变
理实际发生变化
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If any agile approach is utilized control schedule is concerned with
Determining the current status of the project schedule by comparing the total amount of work delivered
and accepted against the estimates of work completed for the elapsed time cycle
Conducting retrospective reviews (scheduled reviews to record lessons learned) for correcting processes
and improving if required
Reprioritizing the remaining work plan (backlog)
Determining the rate at which the deliverables are produced validated and accepted (velocity) in given
time per iteration (agreed work cycle duration typically two weeks or one month)
Determining that the project schedule has changed and
Managing the actual changes as they occur
671 Control Schedule Inputs
6711 Project Management Plan
Described in Section 4231 The project management plan contains the schedule management plan and the
schedule baseline The schedule management plan describes how the schedule will be managed and controlled
The schedule baseline is used as a reference to compare with actual results to determine if a change corrective
action or preventive action is necessary
6712 Project Schedule
Described in Section 6632 Project schedule refers to the most recent version with notations to indicate
updates completed activities and started activities as of the indicated data date
6713 Work Performance Data
Described in Section 4332 Work performance data refers to information about project progress such as which
activities have started their progress (eg actual duration remaining duration and physical percent complete)
and which activities have finished
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果敏捷方法利控制计划关注：
确定项目进度前状态进行较总工作量交付
接受估计完成工作时间周期
进行回顾性研究（记录验教训定期评审）校正程
改善果需话
重整剩余工作计划（订单）
确定速率交付成果产生验证接受（速度）定
次迭代（约定工作周期持续时间通常两周月）
确定项目进度已改变
理实际发生变化
部门：投入进度控制
6711项目理计划
第4231描述项目理计划包含进度理计划
进度基线进度理计划描述理控制计划
进度基准作参考实际结果确定否变化较纠正
行动预防措施必
6712项目进度
第6632描述项目进度计划指新版符号表示
更新完成活动开始活动作显示数日期
6713工作性数
第4332部分描述工作绩效数指关项目进展
活动已开始进步（例实际持续时间持续时间实际完成百分）
中活动已结束
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6714 Project Calendars
Described in Section 6634 A schedule model may require more than one project calendar to allow for
different work periods for some activities to calculate the schedule forecasts
6715 Schedule Data
Described in Section 6633 Schedule data will be reviewed and updated in the Control Schedule process
6716 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Control Schedule process
include but are not limited to
Existing formal and informal schedule controlrelated policies procedures and guidelines
Schedule control tools and
Monitoring and reporting methods to be used
672 Control Schedule Tools and Techniques
6721 Performance Reviews
Performance reviews measure compare and analyze schedule performance such as actual start and
finish dates percent complete and remaining duration for work in progress Various techniques may be used
among them
Trend analysis Trend analysis examines project performance over time to determine whether
performance is improving or deteriorating Graphical analysis techniques are valuable for understanding
performance to date and for comparison to future performance goals in the form of completion dates
C ritical path method (Section 6622) Comparing the progress along the critical path can help
determine schedule status The variance on the critical path will have a direct impact on the project end
date Evaluating the progress of activities on near critical paths can identify schedule risk
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6项目时间理
6714项目日历
第6634描述调度模型需止项目日历允许
活动计算进度预测工作时段
6715计划数
第6633描述表数审查控制调度进程更新
6716组织程资产
第214描述影响进度控制程组织程资产
包括限：
现正式非正式进度控制相关政策程序指南
进度控制工具
监测报告方法
672进度控制：工具技术
6721业绩回顾
绩效测量分析较实际开始时间进度绩效
完成日期完成百分剩余时间工作进展种技术
中：
趋势分析趋势分析检查项目性时间确定
性改善恶化图形分析技术理解价值
性日期未绩效目标完成日期较
界路径方法（第6622）较进步关键路径帮助
确定进度状况关键路径差异直接影响项目结束
日期评价活动界路径确定进度风险研究进展
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C ritical chain method (Section 6623) Comparing the amount of buffer remaining to the amount of
buffer needed to protect the delivery date can help determine schedule status The difference between
the buffer needed and the buffer remaining can determine whether corrective action is appropriate
Earned value management (Section 7421) Schedule performance measurements such as schedule
variance (SV) and schedule performance index (SPI) are used to assess the magnitude of variation to the
original schedule baseline The total float and early finish variances are also essential planning components
to evaluate project time performance Important aspects of schedule control include determining the cause
and degree of variance relative to the schedule baseline (Section 6631) estimating the implications
of those variances for future work to completion and deciding whether corrective or preventive action
is required For example a major delay on any activity not on the critical path may have little effect on
the overall project schedule while a much shorter delay on a critical or nearcritical activity may require
immediate action For projects not using earned value management similar variance analysis can be
performed by comparing planned activity start or finish dates against actual start or finish dates to
identify variances between the schedule baseline and actual project performance Further analysis can
be performed to determine the cause and degree of variance relative to the schedule baseline and any
corrective or preventative actions needed
6722 Project Management Software
Project management software for scheduling provides the ability to track planned dates versus actual dates
to report variances to and progress made against the schedule baseline and to forecast the effects of changes
to the project schedule model
6723 Resource Optimization Techniques
Described in Section 6624 Resource optimization techniques involve the scheduling of activities and the
resources required by those activities while taking into consideration both the resource availability and the project
time
6724 Modeling Techniques
Described in Section 6625 Modeling techniques are used to review various scenarios guided by risk monitoring
to bring the schedule model into alignment with the project management plan and approved baseline
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ritical链法（第6623）较缓区剩余量
需保护交货日期缓区帮助确定进度状态间差异
需缓区缓区剩余确定否适纠正行动
挣值理（第7421）进度绩效测量表
变异（SV）进度绩效指数（SPI）评估变化幅度
原进度基准总时差早期完成差异重规划组成部分
项目时间性进度控制重方面包括确定原
变异程度相进度基准（第6631）估计影响
差异未工作完成决定否采取纠正预防措施
必需例关键路径活动延迟会影响
整项目进度界接关键活动短延迟需
立行动挣值理项目类似方差分析
通较计划活动开始完成实际开始结束日期日期
确定进度基准实际项目绩效间差异进步分析
确定方差相程度造成进度基准
纠正措施预防
6722项目理软件
调度项目理软件提供踪计划日期实际日期力
报告差异取进展进度基线预测变化影响
项目进度模型
6723资源优化技术
第6624描述资源优化技术涉活动调度
通活动需时考虑资源性项目资源
时间
6724建模技术
第6625描述建模技术检查种情况风险监测指导
调度模型项目理计划批准基线齐
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6725 Leads and Lags
Adjusting leads and lags is applied during network analysis to find ways to bring project activities that are
behind into alignment with the plan For example on a project to construct a new office building the landscaping
can be adjusted to start before the exterior work of the building is complete by increasing the lead time in the
relationship Or a technical writing team can adjust the start of editing the draft of a large document immediately
after the document is completed by eliminating or decreasing lag time
6726 Schedule Compression
Described in Section 6627 Schedule compression techniques are used to find ways to bring project activities
that are behind into alignment with the plan by fast tracking or crashing schedule for the remaining work
6727 Scheduling Tool
Schedule data is updated and compiled into the schedule model to reflect actual progress of the project and
remaining work to be completed The scheduling tool (Section 6628) and the supporting schedule data are used
in conjunction with manual methods or other project management software to perform schedule network analysis
to generate an updated project schedule
673 Control Schedule Outputs
6731 Work Performance Information
The calculated SV and SPI time performance indicators for WBS components in particular the work packages
and control accounts are documented and communicated to stakeholders
6732 Schedule Forecasts
Schedule forecasts are estimates or predictions of conditions and events in the project’s future based on
information and knowledge available at the time of the forecast Forecasts are updated and reissued based on
work performance information provided as the project is executed The information is based on the project’s past
performance and expected future performance and includes earned value performance indicators that could
impact the project in the future
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6项目时间理
6725领先滞
调整领先滞网络分析中应找带项目活动方式
面线形例项目建立新办公楼美化
调整开始前建筑外工作通增加交货时间完成
关系者技术写作团队调整编辑文件草案立开始
文件通消减少滞时间完成
6726进度压缩
第6627描述进度压缩技术找带项目活动方法
快速踪崩溃时间表余工作计划准
6727调度工具
表数更新编译调度模型反映项目实际进度
剩工作完成调度工具（第6628）明细表数
手工方法项目理软件结合进行进度网络分析
生成更新项目进度
673进度控制：输出
6731工作绩效信息
计算SVSPI时间性指标WBS工作包组成特
控制账户记录传达利益相关者
6732进度预测
进度预测估计条件基项目未事件预测
信息预测时利知识更新重新发布预测基
提供工作绩效信息执行项目信息基项目
性预期性包括挣值绩效指标
影响未项目
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6 PROJECT TIME MANAGEMENT
6
6733 Change Requests
Schedule variance analysis along with review of progress reports results of performance measures and
modifications to the project scope or project schedule may result in change requests to the schedule baseline
scope baseline andor other components of the project management plan Change requests are processed for
review and disposition through the Perform Integrated Change Control process (Section 45) Preventive actions
may include recommended changes to eliminate or reduce the probability of negative schedule variances
6734 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Schedule baseline Changes to the schedule baseline are incorporated in response to approved change
requests (Section 4431) related to project scope changes activity resources or activity duration
estimates The schedule baseline may be updated to reflect changes caused by schedule compression
techniques
Schedule management plan The schedule management plan may be updated to reflect a change in
the way the schedule is managed
Cost baseline The cost baseline may be updated to reflect approved change requests or changes caused
by compression techniques
6735 Project Documents Updates
Project documents that may be updated include but are not limited to
Schedule Data New project schedule network diagrams may be developed to display approved remaining
durations and approved modifications to the schedule In some cases project schedule delays can be
so severe that development of a new target schedule with forecasted start and finish dates is needed to
provide realistic data for directing the work measuring performance and measuring progress
Project Schedule An updated project schedule will be generated from the schedule model populated
with updated schedule data to reflect the schedule changes and manage the project
Risk Register The risk register and risk response plans within it may also be updated based on the risks
that may arise due to schedule compression techniques
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6项目时间理
6
6733变更请求
进度偏差分析着进度报告审查性措施结果
项目范围项目进度求会导致改变进度基准修改
范围基线组件项目理计划变更请求进行处理
通实施整体变更控制程评审处置（45节）预防措施
包括消减少负进度偏差概率推荐变化
6734项目理计划更新
项目理计划更新容包括限：
进度基线进度基线变化纳入应批准变更
求（第4431）项目范围变更相关资源活动活动持续时间
估计进度基准更新反映进度压缩引起变化
技术
进度理计划进度理计划更新反映变化
进度理方式
成基线成基线更新反映批准变更请求变化引起
通压缩技术
6735项目文件更新
项目文件更新包括限：
计划数新项目进度网络图显示剩余批准
持续时间批准计划修改某情况项目进度延迟
严重预测开始日期完成日期新目标计划发展需
提供真实数指导工作性测量测量进展
项目进度更新项目进度会日程模型生成
更新进度数反映进度变更理项目
风险登记册风险登记册风险应计划基风险更新
进度压缩技术
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6 PROJECT TIME MANAGEMENT
6736 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons and
Other types of lessons learned from project schedule control
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6项目时间理
6736组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择理
类型项目进度控制验教训
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7 PROJECT COST MANAGEMENT
7
PROJECT COST MANAGEMENT
Project Cost Management includes the processes involved in planning estimating budgeting financing funding
managing and controlling costs so that the project can be completed within the approved budget
Figure 71 provides an overview of the following Project Cost Management processes
71 Plan Cost Management—The process that establishes the policies procedures and documentation
for planning managing expending and controlling project costs
72 Estimate Costs—The process of developing an approximation of the monetary resources needed to
complete project activities
73 Determine Budget—The process of aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline
74 Control Costs—The process of monitoring the status of the project to update the project costs and
managing changes to the cost baseline
These processes interact with each other and with processes in other Knowledge Areas as described in
detail in Section 3 and Annex A1
On some projects especially those of smaller scope cost estimating and cost budgeting are tightly linked
and can be viewed as a single process that can be performed by a single person over a relatively short period
of time These are presented here as distinct processes because the tools and techniques for each are different
The ability to influence cost is greatest at the early stages of the project making early scope definition critical
(Section 53)
77
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7工程项目成理
7
工程项目成理
项目成理包括参规划估算预算融资程中资金
理控制成确保项目批准预算完成
图71提供项目成理概述程：
71计划成理程建立政策程序记录
规划理发展控制项目成
发展需货币资源种似72估计程成
完成项目活动
73确定预算汇总单活动工作成估计程
软件包建立授权成基线
74控制成程监测项目状态更新项目成
理成基准变更
程间相互作知识领域程描述
第3节附录A1细节
某项目中特较范围成估算成预算紧密联系起
作程短时间
时间里程工具技术
影响成项目早期阶段力早期范围定义关键
（53节）
77
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7 PROJECT COST MANAGEMENT
1 Inputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analytical techniques
3 Meetings
3 Outputs
1 Cost management plan
1 Inputs
1 Cost management plan
2 Human resource management
plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Bottomup estimating
5 Threepoint estimating
6 Reserve analysis
7 Cost of quality
8 Project management software
9 Vendor bid analysis
10 Group decisionmaking
techniques
3 Outputs
1 Activity cost estimates
2 Basis of estimates
3 Project documents updates
1 Inputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process assets
2 Tools & Techniques
1 Cost aggregation
2 Reserve analysis
3 Expert judgment
4 Historical relationships
5 Funding limit reconciliation
3 Outputs
1 Cost baseline
2 Project funding requirements
3 Project documents updates
1 Inputs
1 Project management plan
2 Project funding requirements
3 Work performance data
4 Organizational process assets
2 Tools & Techniques
1 Earned value management
2 Forecasting
3 Tocomplete performance
index (TCPI)
4 Performance reviews
5 Project management software
6 Reserve analysis
3 Outputs
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents updates
6 Organizational process assets
updates
Project Cost Management
Overview
71 Plan Cost 72 Estimate Costs
Management 73 Determine Budget
74 Control Costs
Figure 71 Project Cost Management Overview
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7工程项目成理
1投入
1项目理计划
2项目章程
3企业环境
素
4组织程资产
2工具技术
1专家判断
2分析技术
3会议
3输出
1成理计划
1投入
1成理计划
2力资源理
计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程资产
2工具技术
1专家判断
2类估算
3参数估计
4估算
5三点估算
6储备分析
质量成7
8项目理软件
9供应商报价分析
10组决策
技术
3输出
1活动成估算
估计2基础
3项目文件更新
1投入
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程资产
2工具技术
1成聚集
2储备分析
3专家判断
4历史关系
5资金限制解
3输出
1成基线
2项目资金需求
3项目文件更新
1投入
1项目理计划
2项目资金需求
3工作性数
4组织程资产
2工具技术
1挣值理
2预测
3完成性
指数（TCPI）
4绩效评估
5项目理软件
6储备分析
3输出
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件更新
6组织程资产
更新
工程项目成理
概述
71计划成72估计成
73确定预算理
74控制成
图71项目成理概述
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7 PROJECT COST MANAGEMENT
7
Project Cost Management should consider the stakeholder requirements for managing costs Different
stakeholders will measure project costs in different ways and at different times For example the cost of an
acquired item may be measured when the acquisition decision is made or committed the order is placed the item
is delivered or the actual cost is incurred or recorded for project accounting purposes
Project Cost Management is primarily concerned with the cost of the resources needed to complete project
activities Project Cost Management should also consider the effect of project decisions on the subsequent recurring
cost of using maintaining and supporting the product service or result of the project For example limiting the
number of design reviews can reduce the cost of the project but could increase the resulting product’s operating
costs
In many organizations predicting and analyzing the prospective financial performance of the project’s product is
performed outside of the project In others such as a capital facilities project Project Cost Management can include
this work When such predictions and analyses are included Project Cost Management may address additional
processes and numerous general financial management techniques such as return on investment discounted cash
flow and investment payback analysis
The cost management planning effort occurs early in project planning and sets the framework for each of the
cost management processes so that performance of the processes will be efficient and coordinated
71 Plan Cost Management
Plan Cost Management is the process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs The key benefit of this process is that it provides guidance and
direction on how the project costs will be managed throughout the project The inputs tools and techniques and
outputs of this process are depicted in Figure 72 Figure 73 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Analytical techniques
3 Meetings
1 Cost management plan
Figure 72 Plan Cost Management Inputs Tools & Techniques and Outputs
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7工程项目成理
7
项目成理应考虑利益相关者求理成
利益相关者会方式计算时期项目成例成
获项目测量时采集作出决定承诺订单该项目
交付实际成发生记录项目会计目
项目成理关心完成项目需资源成
活动工程项目成理应考虑项目决策影响复发
成维护配套产品服务项目结果例限制
设计评数降低工程成增加产品操作
成
许组织中预测分析项目产品未财务业绩
该项目外部执行国家资设施项目项目成理包括
项工作样预测分析包括项目成理解决更
程众财务理技术投资回报率折现现金
流投资回报分析
成理计划发生项目前期策划集框架
成理流程流程性效协调
71计划成理
计划成理制定政策程序文件规划
理扩展控制项目成程关键优势提供指导
方项目成整项目理输入工具技术
程输出图72描绘图73显示该程数流图
输入工具技术输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1专家判断
2分析技术
3会议
1成理计划
图72计划成理：输入输出工具技术
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7 PROJECT COST MANAGEMENT
Project Cost Management
71
Plan Cost
Management
62
Define
Activities
63
Sequence
Activities
Project charter
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Cost
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
114
Perform
Quantitative
Risk Analysis
41
Develop Project
Charter
Enterprise
Organization
Figure 73 Plan Cost Management Data Flow Diagram
The cost management processes and their associated tools and techniques are documented in the cost
management plan The cost management plan is a component of the project management plan
711 Plan Cost Management Inputs
7111 Project Management Plan
Described in Section 4231 The project management plan contains information used to develop the cost
management plan which contains but is not limited to
Scope baseline The scope baseline includes the project scope statement and WBS detail for cost
estimation and management
Schedule baseline The schedule baseline defines when the project costs will be incurred
Other information Other costrelated scheduling risk and communications decisions from the project
management plan
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7工程项目成理
工程项目成理
71
计划成
理
62
定义
活动
63
序列
活动
项目章程
项目
理
计划
企业
环境
素
组织
程资产
成
理
计划
42
开发项目
理
计划
112
识
风险
114
执行
定量
风险分析
41
开发项目
宪章
企业
组织
图73计划成理：数流图
成理流程相关工具技术成记录
理计划成理计划项目理计划部分
711计划成理：输入
7111项目理计划
第4231描述项目理计划包含开发成信息
理计划包括限：
范围基线范围基线包括成项目范围说明书WBS细节
评价理
进度基线进度基准定义时项目成发生
信息成相关调度风险沟通决策项目
理计划
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7 PROJECT COST MANAGEMENT
7
7112 Project Charter
Described in Section 4131 The project charter provides the summary budget from which the detailed project
costs are developed The project charter also defines the project approval requirements that will influence the
management of the project costs
7113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Cost Management
process include but are not limited to
Organizational culture and structure can all influence cost management
Market conditions describe what products services and results are available in the regional and global
market
Currency exchange rates for project costs sourced from more than one country
Published commercial information such as resource cost rate information is often available from
commercial databases that track skills and human resource costs and provide standard costs for material
and equipment Published seller price lists are another source of information and
Project management information system which provides alternative possibilities for managing cost
7114 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Cost Management process
include but are not limited to
Financial controls procedures (eg time reporting required expenditure and disbursement reviews
accounting codes and standard contract provisions)
Historical information and lessons learned knowledge bases
Financial databases and
Existing formal and informal cost estimating and budgetingrelated policies procedures and guidelines
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7
7112项目章程
4131节叙述项目章程提供预算汇总详细项目
成项目章程定义项目审批求影响
该项目成理
7113企业环境素
第215描述企业环境素计划成理影响
程包括限：
组织文化结构会影响成理
市场条件描述什产品服务结果区域全球
市场
货币汇率项目成止国家
发布商业信息等资源成率信息
商业数库踪力力资源成提供材料标准成
设备发表卖方价格表源信息
项目理信息系统提供理成代方案性
厂组织程资产
第214描述影响计划成理程组织程资产
包括限：
财务控制程序（例报告需时间费支出评
会计准标准合条款）
历史信息验教训知识库
金融数库
现正式非正式成估计预算相关政策程序指南
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7 PROJECT COST MANAGEMENT
712 Plan Cost Management Tools and Techniques
7121 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also suggest whether to combine methods and how to
reconcile differences between them
Judgment based upon expertise in an application area Knowledge Area discipline industry etc as appropriate
for the activity being performed should be used in developing the cost management plan
7122 Analytical Techniques
Developing the cost management plan may involve choosing strategic options to fund the project such as
selffunding funding with equity or funding with debt The cost management plan may also detail ways to finance
project resources such as making purchasing renting or leasing These decisions like other financial decisions
affecting the project may affect project schedule andor risks
Organizational policies and procedures may influence which financial techniques are employed in these
decisions Techniques may include (but are not limited to) payback period return on investment internal rate of
return discounted cash flow and net present value
7123 Meetings
Project teams may hold planning meetings to develop the cost management plan Attendees at these meetings
may include the project manager the project sponsor selected project team members selected stakeholders
anyone with responsibility for project costs and others as needed
713 Plan Cost Management Outputs
7131 Cost Management Plan
The cost management plan is a component of the project management plan and describes how the project
costs will be planned structured and controlled The cost management processes and their associated tools and
techniques are documented in the cost management plan
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7工程项目成理
712计划成理：工具技术
7121专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断建议否相结合方法
调解间分歧
判断根应领域专业知识领域学科工业等适
活动进行应发展成理计划
7122分析技术
开发成理计划涉选择战略选择基金等项目：
筹资金资金股权资金债务成理计划详细融资方式
项目资源制造购买租赁租赁决定财务决策
影响项目影响项目进度风险
组织政策程序会影响金融技术
决定技术包括（限）：投资回收期投资回报率部
收益折现现金流量净现值
7123会议
项目团队会规划会议制定成理计划会议会者
包括项目理项目发起项目团队成员选择利益相关者
项目成责需
713计划成理：输出
7131成理计划
成理计划项目理计划组成部分介绍项目
费计划进行结构控制成理流程相关工具
技术成理计划文件
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7 PROJECT COST MANAGEMENT
7
For example the cost management plan can establish the following
U nits of measure Each unit used in measurements (such as staff hours staff days weeks for time
measures or meters liters tons kilometers or cubic yards for quantity measures or lump sum in
currency form) is defined for each of the resources
Level of precision The degree to which activity cost estimates will be rounded up or down (eg
US10049 to US100 or US99559 to US1000) based on the scope of the activities and magnitude
of the project
Level of accuracy The acceptable range (eg ±10) used in determining realistic activity cost estimates
is specified and may include an amount for contingencies
Organizational procedures links The work breakdown structure (WBS) (Section 54) provides the
framework for the cost management plan allowing for consistency with the estimates budgets and
control of costs The WBS component used for the project cost accounting is called the control account
Each control account is assigned a unique code or account number(s) that links directly to the performing
organization’s accounting system
Control thresholds Variance thresholds for monitoring cost performance may be specified to indicate
an agreedupon amount of variation to be allowed before some action needs to be taken Thresholds are
typically expressed as percentage deviations from the baseline plan
Rules of performance measurement Earned value management (EVM) rules of performance
measurement are set For example the cost management plan may
○○ Define the points in the WBS at which measurement of control accounts will be performed
○○ Establish the earned value measurement techniques (eg weighted milestones fixedformula
percent complete etc) to be employed and
○○ Specify tracking methodologies and the earned value management computation equations for
calculating projected estimate at completion (EAC) forecasts to provide a validity check on the
bottomup EAC
For more specific information regarding earned value management refer to the Practice Standard for
Earned Value Management – Second Edition
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7工程项目成理
7
例成理计划建立：
单位测量单元中测量（工作时间工作日周时间
措施米升吨公里立方码总价量措施
货币形式）资源定义
精度等级种程度活动成估计升降（圆形
10049美元100美元99559美元1000美元）基活动范围
该项目
精确度接受范围（例±10）确定现实成估计
指定包括突发事件数量
组织程序链接工作分解结构（WBS）（第54节）提供
成理计划框架允许致性估计预算
控制成项目成核算工作分解结构组件称控制帐户
控制帐户分配唯代码帐户号码（S）直接链接表演
组织会计系统
控制阈值方差阈值监控成绩效指定显示
商定变化量前需采取行动允许阈值
通常表示百分偏差基准计划
规性测量挣值理（EVM）表现规律
设置测量例成理计划：
○○定义点WBS账户进行控制测量
○○建立赢值测量技术（例加权里程碑固定公式
完成百分等）
○○指定踪方法挣值理计算方程
计算完成投影估计（EAC）预测提供效性检查
EAC
挣值理更具体信息参阅实践标准
挣值理–第二版
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Reporting formats The formats and frequency for the various cost reports are defined
Process descriptions Descriptions of each of the other cost management processes are documented
Additional details Additional details about cost management activities include but are not limited to
○○ Description of strategic funding choices
○○ Procedure to account for fluctuations in currency exchange rates and
○○ Procedure for project cost recording
72 Estimate Costs
Estimate Costs is the process of developing an approximation of the monetary resources needed to complete
project activities The key benefit of this process is that it determines the amount of cost required to complete
project work The inputs tools and techniques and outputs of this process are depicted in Figure 74 Figure 75
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Cost management plan
2 Human resource
management plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process
assets
1 Expert judgment
2 Analogous estimating
3 Parametric estimating
4 Bottomup estimating
5 Threepoint estimating
6 Reserve analysis
7 Cost of quality
8 Project management
software
9 Vendor bid analysis
10 Group decisionmaking
techniques
1 Activity cost estimates
2 Basis of estimates
3 Project documents
updates
Figure 74 Estimate Costs Inputs Tools & Techniques and Outputs
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7工程项目成理
报告格式种成报告格式频率定义
程描述成理流程说明文件
额外细节关成理活动额外细节包括限：
○○描述战略融资选择
○○程占外汇汇率波动
项目成记录○○程序
72估计成
估算成开发需货币资源逼程
项目活动程关键优势确定需完成成金额
项目工作输入工具技术程输出图74描述图75
描述数处理流程图
输入工具技术输出
1成理计划
2力资源
理计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程
资产
1专家判断
2类估算
3参数估计
4估算
5三点估算
6储备分析
质量成7
8项目理
软件
9供应商报价分析
10组决策
技术
1活动成估算
估计2基础
3项目文件
更新
图74成估算：输入输出工具技术
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7 PROJECT COST MANAGEMENT
7
Project Cost Management
72
Estimate
Costs
73
Determine
Budget
Cost
management
plan
Project documents
updates
Activity cost
estimates
Basis of
estimates
Project
Documents
Risk register
Human resource
management plan
Scope baseline
Project schedule
Enterprise
e nvironmental
factors
Organizational
process assets
112
Identify
Risks
91
Plan Human
Resource
Management
54
Create
WBS
66
Develop
Schedule
Enterprise
Organization
112
Identify
Risks
64
Estimate Activity
Resources
121
Plan Procurement
Management
71
Plan Cost
Management
Figure 75 Estimate Costs Data Flow Diagram
Cost estimates are a prediction that is based on the information known at a given point in time Cost estimates
include the identification and consideration of costing alternatives to initiate and complete the project Cost tradeoffs
and risks should be considered such as make versus buy buy versus lease and the sharing of resources in
order to achieve optimal costs for the project
Cost estimates are generally expressed in units of some currency (ie dollars euros yen etc) although in
some instances other units of measure such as staff hours or staff days are used to facilitate comparisons by
eliminating the effects of currency fluctuations
Cost estimates should be reviewed and refined during the course of the project to reflect additional detail
as it becomes available and assumptions are tested The accuracy of a project estimate will increase as the
project progresses through the project life cycle For example a project in the initiation phase may have a rough
order of magnitude (ROM) estimate in the range of 25 to +75 Later in the project as more information is
known definitive estimates could narrow the range of accuracy to 5 to +10 In some organizations there are
guidelines for when such refinements can be made and the degree of confidence or accuracy that is expected
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7
工程项目成理
72
估计
成
73
确定
预算
成
理
计划
项目文件
更新
活动成
估计
基础
估计
项目
文件
风险登记册
力资源
理计划
范围基线
项目进度
企业
环境
素
组织
程资产
112
识
风险
91
计划
资源
理
54
创建
WBS
66
发展
铁列车时刻表
企业
组织
112
识
风险
64
估算活动
资源
121
计划采购
理
71
计划成
理
图75估计成数流图
成估算预测基信息定时间点成估计
包括成代品启动完成项目识思考成权衡
应考虑风险购买购买租赁资源享
达项目优成
成估算通常货币单位表示（美元欧元日元等）然
某情况度量单位工作时间工作员天方便较
消汇率波动影响
成估算应检讨完善项目程中反映出更细节
变假设检验项目估计精度
项目进行例启动阶段项目粗糙
数量级（ROM）范围2575估计项目期着越越信息
已知明确估计精度缩范围 5 + 10组织中
指导方针时种改进信心准确性预期程度
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Sources of input information are derived from the outputs of processes in other Knowledge Areas Once received
all of this information will remain available as inputs to all of the cost management processes
Costs are estimated for all resources that will be charged to the project This includes but is not limited to labor
materials equipment services and facilities as well as special categories such as an inflation allowance cost
of financing or contingency costs A cost estimate is a quantitative assessment of the likely costs for resources
required to complete the activity Cost estimates may be presented at the activity level or in summary form
721 Estimate Costs Inputs
7211 Cost Management Plan
Described in Section 7131 The cost management plan defines how project costs will be managed and
controlled It includes the method used and the level of accuracy required to estimate activity cost
7212 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides project staffing attributes
personnel rates and related rewardsrecognition which are necessary components for developing the project cost
estimates
7213 Scope Baseline
The scope baseline is comprised of the following
Project scope statement The project scope statement (Section 5331) provides the product description
acceptance criteria key deliverables project boundaries assumptions and constraints about the project
One basic assumption that needs to be made when estimating project costs is whether the estimates will
be limited to direct project costs only or whether the estimates will also include indirect costs Indirect
costs are those costs that cannot be directly traced to a specific project and therefore will be accumulated
and allocated equitably over multiple projects by some approved and documented accounting procedure
One of the most common constraints for many projects is a limited project budget Examples of other
constraints are required delivery dates available skilled resources and organizational policies
Work breakdown structure The WBS (Section 54) provides the relationships among all the components
of the project and the project deliverables
WBS dictionary The WBS dictionary (Section 5431) provides detailed information about the deliverables
and a description of the work for each component in the WBS required to produce each deliverable
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7工程项目成理
输入信息源知识领域程输出旦收
信息成理程输入
成资源计入项目估计包括限劳动
材料设备服务设施特殊类通货膨胀成
融资应急费成估算资源费定量评估
需完成活动成估计活动水摘形式提出
721估计成：输入
7211成理计划
第7131描述成理计划定义项目成进行理
控制包括方法需精度估算活动费水
7212力资源理计划
第9131描述力资源理计划提供项目工作员属性
员率相关奖励识发展项目成必组成部分
估计
7213范围基线
基线范围包括：
项目范围说明书项目范围说明书（第5331节）提供产品说明
验收标准关键交付成果项目边界假设项目约束条件
基假设需估计项目成估计
直接工程成局限否估计包括间接成间接
成指成直接追溯特定项目积累
公分配项目批准记录会计程序
许项目常见约束限项目预算例子
约束求交货日期技术资源组织政策
工作分解结构工作分解结构（第54节）提供组成部分间关系
该项目交付成果
WBS字典WBS字典（第5431）提供交付成果详细信息
描述生产需交付成果WBS组成部分工作
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Additional information that may be found in the scope baseline with contractual and legal implications such as
health safety security performance environmental insurance intellectual property rights licenses and permits
All of this information should be considered when developing the cost estimates
7214 Project Schedule
Described in Section 6632 The type and quantity of resources and the amount of time which those resources
are applied to complete the work of the project are major factors in determining the project cost Schedule activity
resources and their respective durations are used as key inputs to this process Estimate Activity Resources (Section
64) involves determining the availability of staff the number of staff hours required and quantities of material and
equipment needed to perform schedule activities It is closely coordinated with cost estimating Activity duration
estimates (Section 6531) will affect cost estimates on any project where the project budget includes an allowance
for the cost of financing (including interest charges) and where resources are applied per unit of time for the
duration of the activity Activity duration estimates can also affect cost estimates that have timesensitive costs
included in them such as union labor with regularly expiring collective bargaining agreements or materials with
seasonal cost variations
7215 Risk Register
Described in Section 11231 The risk register should be reviewed to consider risk response costs Risks
which can be either threats or opportunities typically have an impact on both activity and overall project costs As
a general rule when the project experiences a negative risk event the nearterm cost of the project will usually
increase and there will sometimes be a delay in the project schedule In a similar way the project team should
be sensitive to potential opportunities that can benefit the business either by directly reducing activity costs or by
accelerating the schedule
7216 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Estimate Costs process
include but are not limited to
Market conditions These conditions describe what products services and results are available in the
market from whom and under what terms and conditions Regional andor global supply and demand
conditions greatly influence resource costs
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额外信息合法律影响范围基准发现
健康安全安全性环境保险知识产权许证许证
信息时应该考虑开发成估算
7214项目进度
第6632描述类型数量资源资源时间
完成该项目工作确定工程造价素计划活动
资源时间作程关键输入活动资源估算（部分
64）包括确定工作员性求员工时数量材料
需执行计划活动设备密切协调成估算活动时间
估计（第6531）会影响成估算项目预算包括津贴项目
融资成（包括利息）资源应时间单位
活动持续时间活动持续时间估算影响成估计时间敏感成
包含中工会定期期集体谈判协议材料
季节性成变化
7215风险登记册
第11231描述风险登记册应考虑风险应成风险
威胁机会通常两活性项目总成影响作
般规项目验负面风险事件该项目短期成通常会
增加时会项目进度延迟类似方式项目团队应该
潜机会通直接降低活动成商业敏感
加快项目进度
7216企业环境素
第215描述企业环境素影响估计成程
包括限：
市场条件条件描述什产品服务结果
市场谁什条件区域全球供应需求
条件影响资源成
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Published commercial information Resource cost rate information is often available from commercial
databases that track skills and human resource costs and provide standard costs for material and
equipment Published seller price lists are another source of information
7217 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Estimate Costs process include
but are not limited to
Cost estimating policies
Cost estimating templates
Historical information and
Lessons learned
722 Estimate Costs Tools and Techniques
7221 Expert Judgment
Expert judgment guided by historical information provides valuable insight about the environment and
information from prior similar projects Expert judgment can also be used to determine whether to combine methods
of estimating and how to reconcile differences between them
7222 Analogous Estimating
Analogous cost estimating uses the values such as scope cost budget and duration or measures of scale such
as size weight and complexity from a previous similar project as the basis for estimating the same parameter
or measurement for a current project When estimating costs this technique relies on the actual cost of previous
similar projects as the basis for estimating the cost of the current project It is a gross value estimating approach
sometimes adjusted for known differences in project complexity
Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed
information about the project for example in the early phases of a project Analogous cost estimating uses
historical information and expert judgment
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发布商业信息资源成率信息通常商业
数库踪力力资源成提供材料标准成
设备发表卖方价格表源信息
7217组织程资产
第214描述影响成估算程组织程资产包括
限：
成估算策略
成估算模板
历史信息
教训
722估计成：工具技术
7221专家判断
专家判断历史信息指导提供宝贵洞察力环境
现类项目信息专家判断确定否相结合方法
估计调解间分歧
7222类估算
类似成估计价值范围成预算持续时间规模等措施
尺寸重量前复杂性类似项目相参数估计基础
目前项目测量估算成时种方法赖前实际成
类似项目前项目成估算基础总价值估计方法
时调整项目复杂性已知差异
类似成估计常估计值时详细数量限
例关项目信息项目早期阶段类似成估算
历史信息专家判断
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Analogous cost estimating is generally less costly and less time consuming than other techniques but it is also
generally less accurate Analogous cost estimates can be applied to a total project or to segments of a project in
conjunction with other estimating methods Analogous estimating is most reliable when the previous projects are
similar in fact and not just in appearance and the project team members preparing the estimates have the needed
expertise
7223 Parametric Estimating
Parametric estimating uses a statistical relationship between relevant historical data and other variables (eg
square footage in construction) to calculate a cost estimate for project work This technique can produce higher
levels of accuracy depending upon the sophistication and underlying data built into the model Parametric cost
estimates can be applied to a total project or to segments of a project in conjunction with other estimating methods
7224 BottomUp Estimating
Bottomup estimating is a method of estimating a component of work The cost of individual work packages or
activities is estimated to the greatest level of specified detail The detailed cost is then summarized or rolled up to
higher levels for subsequent reporting and tracking purposes The cost and accuracy of bottomup cost estimating
are typically influenced by the size and complexity of the individual activity or work package
7225 ThreePoint Estimating
The accuracy of singlepoint activity cost estimates may be improved by considering estimation uncertainty and
risk and using three estimates to define an approximate range for an activity’s cost
Most likely (cM) The cost of the activity based on realistic effort assessment for the required work and
any predicted expenses
Optimistic (cO) The activity cost based on analysis of the bestcase scenario for the activity
Pessimistic (cP) The activity cost based on analysis of the worstcase scenario for the activity
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类似成估算通常技术太昂贵耗时少
准确类似成估计应项目项目段
评价方法结合类估算前项目
事实外观类似项目团队成员准备估计需
专业知识
7223参数估计
参数估计采相关历史数变量间统计关系（例
建筑面积）计算项目成估算种技术产生更高
水准确性取决成熟基础数建立模型参数成
估计应项目项目片段评价方法结合
7224估算
估计估计工作部件方法工作包成
活动预计指定详细程度详细成总结卷起
报告踪目更高水精度成底成估计
通常影响复杂性单活动工作包
7225三点估计
单点活动成估算精度通估计确定性改进
风险三估计定义似范围活动成：
（厘米）活动成基现实努力评估需工作
预测费
乐观（CO）活动基础情况分析作业成
悲观（CP）活动基础坏情况分析作业成
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Depending on the assumed distribution of values within the range of the three estimates the expected cost cE
can be calculated using a formula Two commonly used formulas are triangular and beta distributions The formulas
are
Triangular Distribution cE (cO + cM + cP) 3
Beta Distribution (from a traditional PERT analysis) cE (cO + 4cM + cP) 6
Cost estimates based on three points with an assumed distribution provide an expected cost and clarify the
range of uncertainty around the expected cost
7226 Reserve Analysis
Cost estimates may include contingency reserves (sometimes called contingency allowances) to account for
cost uncertainty Contingency reserves are the budget within the cost baseline that is allocated for identified risks
which are accepted and for which contingent or mitigating responses are developed Contingency reserves are
often viewed as the part of the budget intended to address the knownunknowns that can affect a project For
example rework for some project deliverables could be anticipated while the amount of this rework is unknown
Contingency reserves may be estimated to account for this unknown amount of rework Contingency reserves can
provide for a specific activity for the whole project or both The contingency reserve may be a percentage of the
estimated cost a fixed number or may be developed by using quantitative analysis methods
As more precise information about the project becomes available the contingency reserve may be used
reduced or eliminated Contingency should be clearly identified in cost documentation Contingency reserves are
part of the cost baseline and the overall funding requirements for the project
Estimates may also be produced for the amount of management reserve to be funded for the project
Management reserves are an amount of the project budget withheld for management control purposes and are
reserved for unforeseen work that is within scope of the project Management reserves are intended to address the
unknown unknowns that can affect a project The management reserve is not included in the cost baseline but
is part of the overall project budget and funding requirements When an amount of management reserves is used
to fund unforeseen work the amount of management reserve used is added to the cost baseline thus requiring an
approved change to the cost baseline
7227 Cost of Quality (COQ)
Assumptions about costs of quality (Section 8122) may be used to prepare the activity cost estimate
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7工程项目成理
根假设值分布三范围估计预期成长官
公式计算两常公式三角形分布β分布计算公
：
三角形分布CE （CO + CM + CP） 3
贝塔分布（传统PERT分析）CE （CO + 4cm + CP） 6
基三点假定分布成估算提供预期成澄清
预期成确定性范围
7226储备分析
成估计包括应急储备（时称应急津贴）帐户
成确定性应急储备预算成基准识风险
公认减轻反应开发应急储备
通常作预算部分解决已知未知数影响项目
例项目交付成果返工预期未知量
应急储备估计未知量返工应急储备
特定活动整项目两者应急储备百分
估计成固定数量者采定量分析方法
更精确关项目信息变应急储备
减少消应急应明确成文档识应急储备
成基准部分整体项目资金需求
估计资助项目理储备量
理储备项目预算理控制目保留量
保留未预见工作项目范围理储备目解决
未知未知影响项目理储备包括成基线
整项目预算资金求理储备量
基金法预见工作理储备量增加成基准需
批准变更成基线
7227质量成（COQ）
关质量成假设（第8122）准备活动费估算
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7228 Project Management Software
Project management software applications computerized spreadsheets simulation and statistical tools are
used to assist with cost estimating Such tools can simplify the use of some costestimating techniques and thereby
facilitate rapid consideration of cost estimate alternatives
7229 Vendor Bid Analysis
Cost estimating methods may include analysis of what the project should cost based on the responsive bids from
qualified vendors When projects are awarded to a vendor under competitive processes additional cost estimating
work may be required of the project team to examine the price of individual deliverables and to derive a cost that
supports the final total project cost
72210 Group DecisionMaking Techniques
Teambased approaches such as brainstorming the Delphi or nominal group techniques are useful for engaging
team members to improve estimate accuracy and commitment to the emerging estimates By involving a structured
group of people who are close to the technical execution of work in the estimation process additional information is
gained and more accurate estimates are obtained Additionally when people are involved in the estimation process
their commitment towards meeting the resulting estimates increases
723 Estimate Costs Outputs
7231 Activity Cost Estimates
Activity cost estimates are quantitative assessments of the probable costs required to complete project
work Cost estimates can be presented in summary form or in detail Costs are estimated for all resources that
are applied to the activity cost estimate This includes but is not limited to direct labor materials equipment
services facilities information technology and special categories such as cost of financing (including interest
charges) an inflation allowance exchange rates or a cost contingency reserve Indirect costs if they are included
in the project estimate can be included at the activity level or at higher levels
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7
7228项目理软件
项目理软件应电子表格仿真统计工具
辅助费估算工具简化成估算技术
方便快速考虑成估计方案
7229供应商投标报价分析
成估算方法包括分析项目应该成基响应投标
合格供应商项目授予竞争程供应商额外成估算
工作需项目团队研究成果获价格成
支持终项目总成
72210群决策方法
团队基础方法头脑风暴法Delphi名义群体技术生产
团队成员提高估计精度致力新兴估计通结构化
谁接估计程中工作执行技术组额外信息
获更准确估计外涉估计程
会议产生估计增加承诺
723估计成：输出
7231活动成估算
活动成估算求完成项目成定量评估
工作成估计摘形式详细介绍成资源估计
应作业成估计包括限直接工材料设备
服务设施信息技术特殊类融资成（包括利息
收费）通货膨胀汇率应急储备间接成果包含
项目估计包括活动水更高水
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7 PROJECT COST MANAGEMENT
7232 Basis of Estimates
The amount and type of additional details supporting the cost estimate vary by application area Regardless of
the level of detail the supporting documentation should provide a clear and complete understanding of how the
cost estimate was derived
Supporting detail for activity cost estimates may include
Documentation of the basis of the estimate (ie how it was developed)
Documentation of all assumptions made
Documentation of any known constraints
Indication of the range of possible estimates (eg €10000 (±10) to indicate that the item is expected
to cost between a range of values) and
Indication of the confidence level of the final estimate
7233 Project Documents Updates
Project documents that may be updated include but are not limited to the risk register
73 Determine Budget
Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline The key benefit of this process is that it determines the cost baseline against
which project performance can be monitored and controlled The inputs tools and techniques and outputs of this
process are depicted in Figure 76 Figure 77 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process
assets
1 Cost aggregation
2 Reserve analysis
3 Expert judgment
4 Historical relationships
5 Funding limit
reconciliation
1 Cost baseline
2 Project funding
requirements
3 Project documents
updates
Figure 76 Determine Budget Inputs Tools & Techniques and Outputs
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7工程项目成理
7232估计基础
量额外细节支持成估计类型应领域异
层次细节支持文档应该提供清晰完整解
推导成估算
支持活动成估算细节包括：
文档估计基础（开发）
文档假设
文件已知限制
指示估计值范围（例€10000（±10）表明该项目预计
成间范围值）
指示终估计置信水
7233项目文件更新
项目文件更新包括限风险登记册
73确定预算
确定预算汇总单活动工作包费估计程
建立授权成基线程关键处决定成基线
该项目性监视控制输入输出工具技术
流程图76描绘图77描述程数流图
输入工具技术输出
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程
资产
1成聚集
2储备分析
3专家判断
4历史关系
5资金限制
解
1成基线
2项目资金
求
3项目文件
更新
图76确定预算：输入输出工具技术
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7 PROJECT COST MANAGEMENT
7
Project Cost Management
73
Determine
Budget
74
Control
Costs
Cost
management
plan
Activity cost estimates
Basis of estimates
Project documents
updates
Cost baseline
Project
funding
requirements
Project
Documents
Risk register
Agreements
Organizational
process assets
Resource calendars
Project schedule Scope baseline
Resource
calendars
112
Identify
Risks
122
Conduct
Procurements
92
Acquire Project
Team
54
Create
WBS
66
Develop
Schedule
Enterprise
Organization
42
Develop Project
Management
Plan
71
Plan Cost
Management
72
Estimate
Costs
Figure 77 Determine Budget Data Flow Diagram
A project budget includes all the funds authorized to execute the project The cost baseline is the approved
version of the timephased project budget but excludes management reserves
731 Determine Budget Inputs
7311 Cost Management Plan
Described in Section 7131 The cost management plan describes how the project costs will be managed and
controlled
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7工程项目成理
7
工程项目成理
73
确定
预算
74
控制
成
成
理
计划
活动成估算
估计基础
项目文件
更新
成基线
项目
资金
求
项目
文件
风险登记册
协议
组织
程资产
资源日历
项目进度范围基线
资源
日历
112
识
风险
122
行
采购
92
获项目
团队
54
创建
WBS
66
发展
铁列车时刻表
企业
组织
42
开发项目
理
计划
71
计划成
理
72
估计
成
图77确定预算数流程图
项目预算包括资金授权执行项目成基线批准
版时间分阶段项目预算包括理储备
确定预算：输入
7311成理计划
第7131描述成理计划描述项目成理
控制
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7312 Scope Baseline
Project scope statement Formal limitations by period for the expenditure of project funds can be
mandated by the organization by agreement (Section 12232) or by other entities such as government
agencies These funding constraints are reflected in the project scope statement
Work breakdown structure The WBS (Section 54) provides the relationships among all the project
deliverables and their various components
WBS dictionary The WBS dictionary (Section 5431) and related detailed statements of work provide
an identification of the deliverables and a description of the work in each WBS component required to
produce each deliverable
7313 Activity Cost Estimates
Described in Section 7231 Cost estimates for each activity within a work package are aggregated to obtain a
cost estimate for each work package
7314 Basis of Estimates
Described in Section 7232 Supporting detail for cost estimates contained in the basis for estimates should
specify any basic assumptions dealing with the inclusion or exclusion of indirect or other costs in the project budget
7315 Project Schedule
Described in Section 6632 The project schedule includes planned start and finish dates for the project’s
activities milestones work packages and control accounts This information can be used to aggregate costs to the
calendar periods in which the costs are planned to be incurred
7316 Resource Calendars
Described in Sections 9232 and 12233 Resource calendars provide information on which resources are
assigned to the project and when they are assigned This information can be used to indicate resource costs over
the duration of the project
7317 Risk Register
Described in Section 11231 The risk register should be reviewed to consider how to aggregate the risk response
costs Updates to the risk register are included with project document updates described in Section 11532
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7工程项目成理
7312范围基线
项目范围说明书正式局限性项目资金支出期
该组织授权通协议（第12232）机构政府
机构资金限制体现项目范围说明书
工作分解结构工作分解结构（第54节）提供项目间关系
交付成果种组件
WBS字典WBS字典（第5431）工作相关详细报表提供
交付物识WBS组件需工作描述
生产成果
7313活动成估算
第7231描述工作包活动成估计聚集获
工作包成估算
7314估计基础
第7232描述成支撑细节中预测基础估计应该
指定基假设处理项目预算中包含排间接费
7315项目进度
第6632描述项目进度计划包括计划开始项目完成日期
活动里程碑工作包控制帐户信息总成
日历时间成计划发生
7316资源日历
部分923212233描述资源日历提供信息资源
分配该项目时分配信息指示资源成
该项目持续时间
7317风险登记册
第11231描述风险登记册应考虑聚合风险应
成风险寄存器更新包含项目文件更新第11532描述
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7318 Agreements
Described in Section 12232 Applicable agreement information and costs relating to products services or
results that have been or will be purchased are included when determining the budget
7319 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Determine Budget process
include but are not limited to
Existing formal and informal cost budgetingrelated policies procedures and guidelines
Cost budgeting tools and
Reporting methods
732 Determine Budget Tools and Techniques
7321 Cost Aggregation
Cost estimates are aggregated by work packages in accordance with the WBS The work package cost estimates
are then aggregated for the higher component levels of the WBS (such as control accounts) and ultimately for the
entire project
7322 Reserve Analysis
Budget reserve analysis can establish both the contingency reserves and the management reserves for the
project Management and contingency reserves are addressed in more detail in Section 7226
7323 Expert Judgment
Expert judgment guided by experience in an application area Knowledge Area discipline industry or similar
project aids in determining the budget Such expertise may be provided by any group or person with specialized
education knowledge skill experience or training Expert judgment is available from many sources including but
not limited to
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7
7318协议
第12232描述适协议信息相关产品服务费
结果已购买包括确定预算时
7319组织程资产
第214描述影响预算流程确定组织程资产
包括限：
现正式非正式成预算相关政策程序指南
成预算工具
报告方法
732确定预算：工具技术
7321成汇总
成估算WBS工作包聚合工作包成估计
然WBS较高组件级聚合（控制账户）终
整项目
7322储备分析
预算准备金分析建立应急储备外汇储备理
项目理应急储备更细节第7226
7323专家判断
专家判断应领域验指导知识领域学科工业类似
项目预算确定目标样知识通团体专业设置
教育知识技验培训专家判断许源包括
限：
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Other units within the performing organization
Consultants
Stakeholders including customers
Professional and technical associations and
Industry groups
7324 Historical Relationships
Any historical relationships that result in parametric estimates or analogous estimates involve the use of project
characteristics (parameters) to develop mathematical models to predict total project costs Such models may be
simple (eg residential home construction is based on a certain cost per square foot of space) or complex (eg one
model of software development costing uses multiple separate adjustment factors each of which has numerous
points within it)
Both the cost and accuracy of analogous and parametric models can vary widely They are most likely to be
reliable when
Historical information used to develop the model is accurate
Parameters used in the model are readily quantifiable and
Models are scalable such that they work for large projects small projects and phases of a project
7325 Funding Limit Reconciliation
The expenditure of funds should be reconciled with any funding limits on the commitment of funds for the project
A variance between the funding limits and the planned expenditures will sometimes necessitate the rescheduling of
work to level out the rate of expenditures This is accomplished by placing imposed date constraints for work into
the project schedule
733 Determine Budget Outputs
7331 Cost Baseline
The cost baseline is the approved version of the timephased project budget excluding any management reserves
which can only be changed through formal change control procedures and is used as a basis for comparison to
actual results It is developed as a summation of the approved budgets for the different schedule activities
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组织部门
顾问
利益相关者包括客户
专业技术协会
产业集团
7324历史关系
历史关系参数估计类似估计结果涉工程中应
特性（参数）开发数学模型预测项目总成样模式
简单（例住宅建设根方英尺空间定成）复杂（例
软件开发成模型单独调整素种众
点）
成类似参数化模型精度
：
历史信息开发模型准确
模型中参数容易量化
模型扩展性项目项目工作项目阶段
7325资金限制解
费支出应项目资金承诺资金限制解
资金限额计划支出时需重新安排间差异
工作费率水通强加日期限制完成工作
项目进度计划
733确定预算：输出
7331成基线
成基准批准版时间分阶段项目预算含理储备
通正式变更控制程序改变作较基础
实际结果开发批准预算计划活动总
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Figure 78 illustrates the various components of the project budget and cost baseline Activity cost estimates
for the various project activities along with any contingency reserves (Section 7226) for these activities are
aggregated into their associated work package costs The work package cost estimates along with any contingency
reserves estimated for the work packages are aggregated into control accounts The summation of the control
accounts make up the cost baseline Since the cost estimates that make up the cost baseline are directly tied to the
schedule activities this enables a timephased view of the cost baseline which is typically displayed in the form of
an Scurve as is illustrated in Figure 79
Management reserves (Section 7226) are added to the cost baseline to produce the project budget As changes
warranting the use of management reserves arise the change control process is used to obtain approval to move
the applicable management reserve funds into the cost baseline
Activity Cost
Estimates
Activity
Contingency Reserve
Work Package
Cost Estimates
Contingency
Reserve
Cost
Baseline
Control
Accounts
Management
Reserve
Project
Budget
Project Budget Component
Total Amount
Figure 78 Project Budget Components
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图78说明组成部分项目预算成基线活动成估算
项目活动应急储备（第7226）活动
聚合成相关工作包成工作包成估算意外
储备工作包估计聚合成控制帐户控制项总
账户弥补成基线构成成基准成估计直接连接
计划活动时间分阶段成基线通常形式显示
S形曲线图7示
理储备（第7226）添加费基准产生项目预算改变
授权理储备产生变更控制程获移动
适理储备资金成基线
活动成
估计
活动
应急储备
工作包
成估计
应急
保护区
成
基线
控制
帐户
理
保护区
项目
预算
项目预算组成
总金额
图78项目预算组成部分
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7 PROJECT COST MANAGEMENT
BAC
Project Budget
Management Reserve
Funding Requirements
Cost Baseline
Expenditures
Time
Cumulative Values
Figure 79 Cost Baseline Expenditures and Funding Requirements
7332 Project Funding Requirements
Total funding requirements and periodic funding requirements (eg quarterly annually) are derived from the
cost baseline The cost baseline will include projected expenditures plus anticipated liabilities Funding often occurs
in incremental amounts that are not continuous and may not be evenly distributed which appear as steps as
shown in Figure 79 The total funds required are those included in the cost baseline plus management reserves
if any Funding requirements may include the source(s) of the funding
7333 Project Documents Updates
Project documents that may be updated include but are not limited to
Risk register
Activity cost estimates and
Project schedule
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7工程项目成理
BAC
项目预算
理储备
资金需求
成基线
支出
时间
累计值
图79成基线支出资金需求
7332项目资金需求
总资金需求周期资金需求（例季度年度）
成基线成基线包括预计支出加预计负债资金常发生
增量金额连续均匀分布出现步骤
图79示需总体资金成基线加理储备
果资金需求包括源（S）资金
7333项目文件更新
项目文件更新包括限：
风险登记册
活动成估算
项目进度
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74 Control Costs
Control Costs is the process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline The key benefit of this process is that it provides the means to recognize variance
from the plan in order to take corrective action and minimize risk The inputs tools and techniques and outputs of
this process are depicted in Figure 710 Figure 711 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project funding
requirements
3 Work performance data
4 Organizational process
assets
1 Earned value
management
2 Forecasting
3 Tocomplete
performance index (TCPI)
4 Performance reviews
5 Project management
software
6 Reserve analysis
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure 710 Control Costs Inputs Tools & Techniques and Outputs
Project Cost Management
74
Control
Costs
Project funding
requirements
Project documents
updates
Change
requests
Work performance
information
Cost
forecasts
Organizational
process assets
updates
Project
Documents
Project
management
plan
Work performance
data
Organizational
process assets
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
Enterprise
Organization
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
73
Determine
Budget
Figure 711 Control Costs Data Flow Diagram
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74控制成
控制成监测项目状态更新项目成理程
成基线变化程关键处提供手段识差异
计划采取纠正措施降低风险输入工具技术输出
程图710描绘图711描述程数流图
输入工具技术输出
1项目理计划
2项目资金
求
3工作性数
4组织程
资产
1挣值
理
2预测
3完成
性指数（TCPI）
4绩效评估
5项目理
软件
6储备分析
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图7成控制：输入输出工具技术
工程项目成理
74
控制
成
项目资金
求
项目文件
更新
变化
请求
工作绩效
问询处
成
预测
组织
程资产
更新
项目
文件
项目
理
计划
工作绩效
数
组织
程资产
43
直接
理项目
工作
42
开发项目
理
计划
企业
组织
44
监控
控制项目
工作
45
执行
集成
变更控制
73
确定
预算
图711成控制数流图
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7 PROJECT COST MANAGEMENT
Updating the budget requires knowledge of the actual costs spent to date Any increase to the authorized
budget can only be approved through the Perform Integrated Change Control process (Section 45) Monitoring the
expenditure of funds without regard to the value of work being accomplished for such expenditures has little value
to the project other than to allow the project team to stay within the authorized funding Much of the effort of cost
control involves analyzing the relationship between the consumption of project funds to the physical work being
accomplished for such expenditures The key to effective cost control is the management of the approved cost
baseline and the changes to that baseline
Project cost control includes
Influencing the factors that create changes to the authorized cost baseline
Ensuring that all change requests are acted on in a timely manner
Managing the actual changes when and as they occur
Ensuring that cost expenditures do not exceed the authorized funding by period by WBS component by
activity and in total for the project
Monitoring cost performance to isolate and understand variances from the approved cost baseline
Monitoring work performance against funds expended
Preventing unapproved changes from being included in the reported cost or resource usage
Informing appropriate stakeholders of all approved changes and associated cost and
Bringing expected cost overruns within acceptable limits
741 Control Costs Inputs
7411 Project Management Plan
Described in Section 4231 The project management plan contains the following information that is used to
control cost
Cost baseline The cost baseline is compared with actual results to determine if a change corrective
action or preventive action is necessary
C ost management plan The cost management plan describes how the project costs will be managed
and controlled (Section 7131)
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7工程项目成理
更新预算需花迄止实际成知识增加授权
预算通执行整体变更控制程批准（第45节）监测
资金支出考虑工作价值完成样支出没价值
该项目项目团队授权拨款成努力
控制指项目资金消耗间关系物理工作
完成样开支效成控制关键批准成理
基线基线变化
项目成控制包括：
创造授权成基准变更影响素
确保变更请求处理时
理实际发生变更时
确保成支出超授权拨款时期通工作分解结构组成
活动总项目
监控成绩效分离理解差异批准成基线
监测费工作绩效
防止未批准变更包括报告成资源
通知利益相关者批准变化相关费
带预期成超出接受范围
741控制成：输入
项目理计划
第4231描述项目理计划包含信息：
控制成：
成基线成基线实际结果决定否改变相纠正
行动预防措施必
成理计划成理计划描述项目成理
控制（第7131）
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7412 Project Funding Requirements
Described in Section 7332 The project funding requirements include projected expenditures plus anticipated
liabilities
7413 Work Performance Data
Described in Section 4332 Work performance data includes information about project progress such as
which activities have started their progress and which deliverables have finished Information also includes costs
that have been authorized and incurred
7414 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Control Costs process
include but are not limited to
Existing formal and informal cost controlrelated policies procedures and guidelines
Cost control tools and
Monitoring and reporting methods to be used
742 Control Costs Tools and Techniques
7421 Earned Value Management
Earned value management (EVM) is a methodology that combines scope schedule and resource
measurements to assess project performance and progress It is a commonly used method of performance
measurement for projects It integrates the scope baseline with the cost baseline along with the schedule
baseline to form the performance baseline which helps the project management team assess and measure
project performance and progress It is a project management technique that requires the formation of an
integrated baseline against which performance can be measured for the duration of the project The principles
of EVM can be applied to all projects in any industry EVM develops and monitors three key dimensions for each
work package and control account
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7412项目资金需求
第7332描述该项目资金需求包括预计费加预期
负债
7413工作性数
第4332部分描述工作业绩数包括工程进度信息
该活动已开始进步交付已完成信息包括成
已授权费
7414组织程资产
第214描述组织程资产会影响成控制程
包括限：
现正式非正式成控制相关政策程序指南
成控制工具
监测报告方法
742控制成：工具技术
7421挣值理
挣值理（EVM）种方法相结合范围进度资源
评估项目绩效进步测量种常方法性
测量项目集范围基线成基准着计划
基线形成性基线助项目理团队评估衡量
项目绩效进展项目理技术需形成
集成基准性测量项目持续时间原
EVM适行业项目EVM监察三关键维度
工作包控制帐户：
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Planned value Planned value (PV) is the authorized budget assigned to scheduled work It is the
authorized budget planned for the work to be accomplished for an activity or work breakdown structure
component not including management reserve This budget is allocated by phase over the life of
the project but at a given moment planned value defines the physical work that should have been
accomplished The total of the PV is sometimes referred to as the performance measurement baseline
(PMB) The total planned value for the project is also known as budget at completion (BAC)
Earned value Earned value (EV) is a measure of work performed expressed in terms of the budget
authorized for that work It is the budget associated with the authorized work that has been completed
The EV being measured needs to be related to the PMB and the EV measured cannot be greater than the
authorized PV budget for a component The EV is often used to calculate the percent complete of a project
Progress measurement criteria should be established for each WBS component to measure work in
progress Project managers monitor EV both incrementally to determine current status and cumulatively
to determine the longterm performance trends
Actual cost Actual cost (AC) is the realized cost incurred for the work performed on an activity during
a specific time period It is the total cost incurred in accomplishing the work that the EV measured The
AC needs to correspond in definition to what was budgeted in the PV and measured in the EV (eg
direct hours only direct costs only or all costs including indirect costs) The AC will have no upper limit
whatever is spent to achieve the EV will be measured
Variances from the approved baseline will also be monitored
Schedule variance Schedule variance (SV) is a measure of schedule performance expressed as the
difference between the earned value and the planned value It is the amount by which the project is ahead
or behind the planned delivery date at a given point in time It is a measure of schedule performance on
a project It is equal to the earned value (EV) minus the planned value (PV) The EVM schedule variance is
a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule
The EVM schedule variance will ultimately equal zero when the project is completed because all of the
planned values will have been earned Schedule variance is best used in conjunction with critical path
methodology (CPM) scheduling and risk management Equation SV EV – PV
Cost variance Cost variance (CV) is the amount of budget deficit or surplus at a given point in time
expressed as the difference between earned value and the actual cost It is a measure of cost performance
on a project It is equal to the earned value (EV) minus the actual cost (AC) The cost variance at the end
of the project will be the difference between the budget at completion (BAC) and the actual amount spent
The CV is particularly critical because it indicates the relationship of physical performance to the costs
spent Negative CV is often difficult for the project to recover Equation CV EV AC
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7工程项目成理
计划值计划值（PV）批准预算分配预定工作
预算计划工作完成项活动工作分解结构
构件包括理储备预算生活中相分配
该项目定时刻计划值定义物理工作应该
完成PV总时称绩效测量基线
（PMB）规划总价值项目称完工预算（BAC）
挣值挣值（EV）衡量工作表现预算表示
授权工作授权工作已完成相关预算
电动汽车测量需PMB相关EV测量
授权组件PV预算电动汽车常百分计算完成项目
进度测量应建立标准WBS元件测量工作
进步项目理监控eV逐步确定前状态累积
确定长期绩效趋势
实际成实际成（AC）实现成执行活动工作期间发生
特定时间完成工作EV测量产生总成
交流需应定义什预算PVEV测量（例
直接时直接成包括间接费费）交流会没限
实现电动汽车测量
基线差异会批准：
进度偏差进度偏差（SV）衡量调度性表示
挣值计划值间差指项目提前
落计划交货日期定时间点衡量调度性
项目等挣值（EV）减计划值（PV）EVM进度方差
指标表明项目落领先基准计划
EVM进度偏差终会等零项目完成
计划值已获进度偏差关键路径连接
方法（CPM）调度风险理方程：SV EV–PV
成差异成差异（CV）定时间点预算赤字盈余数量
表示挣值实际成间差异衡量成绩效
项目等挣值（EV）减实际成（AC）成差异
该项目完成间差异（BAC）预算实际开支
CV特重表示物理性关系成
花负简历难恢复项目方程：CV EV交流电
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7
The SV and CV values can be converted to efficiency indicators to reflect the cost and schedule
performance of any project for comparison against all other projects or within a portfolio of projects The
variances are useful for determining project status
Schedule performance index The schedule performance index (SPI) is a measure of schedule efficiency
expressed as the ratio of earned value to planned value It measures how efficiently the project team is
using its time It is sometimes used in conjunction with the cost performance index (CPI) to forecast the
final project completion estimates An SPI value less than 10 indicates less work was completed than
was planned An SPI greater than 10 indicates that more work was completed than was planned Since
the SPI measures all project work the performance on the critical path also needs to be analyzed to
determine whether the project will finish ahead of or behind its planned finish date The SPI is equal to
the ratio of the EV to the PV Equation SPI EVPV
C ost performance index The cost performance index (CPI) is a measure of the cost efficiency of budgeted
resources expressed as a ratio of earned value to actual cost It is considered the most critical EVM
metric and measures the cost efficiency for the work completed A CPI value of less than 10 indicates a
cost overrun for work completed A CPI value greater than 10 indicates a cost underrun of performance
to date The CPI is equal to the ratio of the EV to the AC The indices are useful for determining project
status and providing a basis for estimating project cost and schedule outcome Equation CPI EVAC
The three parameters of planned value earned value and actual cost can be monitored and reported on both
a periodbyperiod basis (typically weekly or monthly) and on a cumulative basis Figure 712 uses Scurves to
display EV data for a project that is performing over budget and behind the schedule
BAC
ETC
Project Budget
Management Reserve
Planned
Value (PV)
Earned
Value (PV)
Actual
Cost (AC)
EAC
Time
Cumulative Cost
Data Date
Figure 712 Earned Value Planned Value and Actual Costs
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SVCV值转换效率指标反映成进度
性项目项目较项目组合
方差确定项目状态
进度绩效指数进度绩效指数（SPI）衡量调度效率
表示挣值计划值率措施效项目团队
时间时成绩效指数（CPI）相结合预测
项目竣工估计SPI值1表明更少工作完成
计划1SPI表明更工作完成计划
SPI措施项目工作关键路径性需分析
确定项目否会提前落计划完成日期完成SPI等
EV PV方程：SPI EV PV
成绩效指数成绩效指数（CPI）衡量成预算
资源表示挣值实际成率认关键EVM
度量措施成效率完成工作1CPI值表示
成超支工作完成CPI值1性表示成降低
日期CPI相等EVAC指标确定项目
位提供基础估算项目成进度结果方程：CPI EV 交流
计划值三参数值实际成监测报告
基础段时期（通常周月）累计图712采S曲线
预算落进度执行项目显示电动汽车数
BAC
等
项目预算
理储备
计划
价值（PV）
挣
价值（PV）
实际
成（AC）
EAC
时间
累计成
数日期
图712挣值计划值实际成
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7422 Forecasting
As the project progresses the project team may develop a forecast for the estimate at completion (EAC) that
may differ from the budget at completion (BAC) based on the project performance If it becomes obvious that the
BAC is no longer viable the project manager should consider the forecasted EAC Forecasting the EAC involves
making projections of conditions and events in the project’s future based on current performance information
and other knowledge available at the time of the forecast Forecasts are generated updated and reissued based
on work performance data (Section 4332) that is provided as the project is executed The work performance
information covers the project’s past performance and any information that could impact the project in the future
EACs are typically based on the actual costs incurred for work completed plus an estimate to complete (ETC)
the remaining work It is incumbent on the project team to predict what it may encounter to perform the ETC based
on its experience to date The EVM method works well in conjunction with manual forecasts of the required EAC
costs The most common EAC forecasting approach is a manual bottomup summation by the project manager
and project team
The project manager’s bottomup EAC method builds upon the actual costs and experience incurred for
the work completed and requires a new estimate to complete the remaining project work Equation EAC
AC + Bottomup ETC
The project manager’s manual EAC is quickly compared with a range of calculated EACs representing various
risk scenarios When calculating EAC values the cumulative CPI and SPI values are typically used While EVM data
quickly provide many statistical EACs only three of the more common methods are described as follows
EAC forecast for ETC work performed at the budgeted rate This EAC method accepts the actual
project performance to date (whether favorable or unfavorable) as represented by the actual costs and
predicts that all future ETC work will be accomplished at the budgeted rate When actual performance
is unfavorable the assumption that future performance will improve should be accepted only when
supported by project risk analysis Equation EAC AC + (BAC – EV)
EAC forecast for ETC work performed at the present CPI This method assumes what the project has
experienced to date can be expected to continue in the future The ETC work is assumed to be performed
at the same cumulative cost performance index (CPI) as that incurred by the project to date Equation
EAC BAC CPI
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7422预测
着项目进展项目团队完成开发估算（EAC）预测
完工预算（BAC）基础项目绩效果变明显
BAC行项目理应该考虑预测EAC预测EAC包括
制作条件基前绩效信息项目未事件预测
预测时候知识预测产生更新重新发布基础
工作绩效数（第4332）执行项目时提供工作绩效
信息包括项目业绩信息影响未项目
EACS通常基工作完成产生实际成加估计完成（等）
剩工作义容辞项目团队预测遇执行等
迄验EVM方法需EAC预测结合工程手册
成常见EAC预测方法手动总项目理
项目团队
项目理EAC方法建立实际成验发生
完成工作需新估计完成剩余工作EAC＝公式：
交流+底等
项目理手册EAC快系列计算EACS代表较
风险情况计算EAC值时累积CPISPI值通常然EVM数
快速提供许统计EACS三更常见方法：
EAC预测等工作预算执行率EAC方法接受现实
项目成绩（利利）实际成代表
预测未等工作预算完成率实际性
利假设未性提高应接受
通项目风险分析支持方程：EAC＝交流+（BAC–eV）
EAC预测等工作目前CPI进行方法假定什项目
验日期预计未继续方面工作供应商
相累积成绩效指数（CPI）项目发生日期方程：
EAC＝BAC CPI
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EAC forecast for ETC work considering both SPI and CPI factors In this forecast the ETC work will
be performed at an efficiency rate that considers both the cost and schedule performance indices This
method is most useful when the project schedule is a factor impacting the ETC effort Variations of this
method weight the CPI and SPI at different values (eg 8020 5050 or some other ratio) according to
the project manager’s judgment Equation EAC AC + [(BAC – EV) (CPI × SPI)]
Each of these approaches is applicable for any given project and will provide the project management team with
an early warning signal if the EAC forecasts are not within acceptable tolerances
7423 ToComplete Performance Index (TCPI)
The tocomplete performance index (TCPI) is a measure of the cost performance that is required to be achieved
with the remaining resources in order to meet a specified management goal expressed as the ratio of the cost to
finish the outstanding work to the remaining budget TCPI is the calculated cost performance index that is achieved
on the remaining work to meet a specified management goal such as the BAC or the EAC If it becomes obvious
that the BAC is no longer viable the project manager should consider the forecasted EAC Once approved the EAC
may replace the BAC in the TCPI calculation The equation for the TCPI based on the BAC (BAC – EV) (BAC – AC)
The TCPI is conceptually displayed in Figure 713 The equation for the TCPI is shown in the lower left as the
work remaining (defined as the BAC minus the EV) divided by the funds remaining (which can be either the BAC
minus the AC or the EAC minus the AC)
If the cumulative CPI falls below the baseline (as shown in Figure 713) all future work of the project will need
to be performed immediately in the range of the TCPI (BAC) (as reflected in the top line of Figure 713) to stay
within the authorized BAC Whether this level of performance is achievable is a judgment call based on a number
of considerations including risk schedule and technical performance This level of performance is displayed as
the TCPI (EAC) line The equation for the TCPI based on the EAC (BAC – EV) (EAC – AC) The EVM formulas are
provided in Table 71
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EAC预测等工作SPI消费物价指数素预测该等工作
执行效率时考虑成进度绩效指数
方法项目进度素影响等方面努力变化
方法重量价值指数SPI（例80 2050 50）根
项目理判断方程：EAC＝交流+ [（BAC–EV）（CPI×SPI）]
种方法适定项目提供项目理团队
果EAC预测接受范围预警信号
7423完成绩效指数（TCPI）
完成性指数（TCPI）衡量成绩效必须达
剩余资源满足特定理目标表现成率
完成出色工作剩预算TCPI计算成绩效指数达
满足规定理目标余工作活性炭EAC果变明显
会已行项目理应该考虑预测EAC旦获批准EAC
TCPI计算代BAC基BAC TCPI方程：（BAC–EV）（BAC–交流）
TCPI概念显示图7TCPI方程左显示
剩余工作（定义BAC减EV）剩余资金（BAC
没交流EAC减交流）
果累积CPI低基线（图7示）该项目未工作需
TCPI范围立执行（BAC）（图713顶线）呆
授权BAC种性水实现基电话号码判断
考虑包括风险理进度技术性种性水显示
TCPI（EAC）线基EAC TCPI方程：（BAC–EV）（EAC–交流）EVM公式
表71中提供
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7 PROJECT COST MANAGEMENT
Status Date
100
>1
<1
TCPI
(BAC)
TCPI
(EAC)
Baseline Plan
Cumulative
CPI
Formula
TCPI
Work Remaining (BACEV)
Funds Remaining (BACAC) or (EACAC)
Figure 713 ToComplete Performance Index (TCPI)
7424 Performance Reviews
Performance reviews compare cost performance over time schedule activities or work packages overrunning
and underrunning the budget and estimated funds needed to complete work in progress If EVM is being used the
following information is determined
Variance analysis Variance analysis as used in EVM is the explanation (cause impact and corrective
actions) for cost (CV EV – AC) schedule (SV EV – PV) and variance at completion (VAC BAC – EAC)
variances Cost and schedule variances are the most frequently analyzed measurements For projects
not using earned value management similar variance analyses can be performed by comparing planned
activity cost against actual activity cost to identify variances between the cost baseline and actual
project performance Further analysis can be performed to determine the cause and degree of variance
relative to the schedule baseline and any corrective or preventative actions needed Cost performance
measurements are used to assess the magnitude of variation to the original cost baseline An important
aspect of project cost control includes determining the cause and degree of variance relative to the
cost baseline (Section 7331) and deciding whether corrective or preventive action is required The
percentage range of acceptable variances will tend to decrease as more work is accomplished
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7工程项目成理
状态日期
1
1
1
TCPI
（BAC）
TCPI
（EAC）
基线计划
累积
消费物价指数
公式：
TCPI
剩余工作（bacev）
剩余资金（bacac）（eacac）
图7完成绩效指数（TCPI）
7424业绩回顾
绩效评估较成性着时间推移计划活动工作包超越
行预算估计需资金完成工作果正EVM
信息确定：
方差分析方差分析EVM解释（原击纠正
行动）成（CV EV–交流）计划（SV EV–PV）完成时偏差（VAC BAC–EAC）
方差成进度差异常分析测量项目
挣值理类似方差分析通较计划执行
作业成实际成确定成基准实际间差异
项目绩效进行进步分析确定程度差异原
相基线进度纠正预防措施需成绩效
测量评估变化原始成基线重
项目成控制方面包括确定方差相程度原
成基线（第7331）决定否采取纠正预防措施必需
接受方差百分范围会着越越工作通减少
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7 PROJECT COST MANAGEMENT
7
Trend analysis Trend analysis examines project performance over time to determine if performance is
improving or deteriorating Graphical analysis techniques are valuable for understanding performance
to date and for comparison to future performance goals in the form of BAC versus EAC and completion
dates
Earned value performance Earned value performance compares the performance measurement
baseline to actual schedule and cost performance If EVM is not being used then the analysis of the cost
baseline against actual costs for the work performed is used for cost performance comparisons
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7工程项目成理
7
趋势分析趋势分析检查项目性着时间推移确定性
改善恶化图形分析技术性价值认识
目前止BACEAC完成形式未绩效目标较
日期
挣值绩效挣值绩效较性测量
基线实际进度成绩效果EVM成分析
基线完成工作实际成成性较
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Table 71 Earned Value Calculations Summary Table
Earned Value Analysis
Abbreviation Name Lexicon Definition How Used Equation Interpretation of Result
The authorized budget assigned to
scheduled work
The measure of work performed
expressed in terms of the budget
authorized for that work
The realized cost incurred for the
work performed on an activity during
a specific time period
The sum of all budgets established
for the work to be performed
The amount of budget deficit or
surplus at a given point in time
expressed as the difference between
the earned value and the actual cost
The amount by which the project is
ahead or behind the planned
delivery date at a given point in
time expressed as the difference
between the earned value and the
planned value
A projection of the amount of budget
deficit or surplus expressed as the
difference between the budget at
completion and the estimate at
completion
A measure of the cost efficiency of
budgeted resources
expressed as the ratio of earned
value to actual cost
A measure of schedule efficiency
expressed as the ratio of earned
value to planned value
The expected total cost of completing
all work expressed as the
sum of the actual cost to date and
the estimate to complete
The expected cost to finish all the
remaining project work
A measure of the cost performance
that must be achieved with the
remaining resources in order to meet
a specified management goal
expressed as the ratio of the cost to
finish the outstanding work to the
budget available
Planned
Value
Earned Value
Actual Cost
Budget at
Completion
Cost Variance
Schedule
Variance
Variance at
Completion
Cost
Performance
Index
Schedule
Performance
Index
Estimate At
Completion
Estimate to
Complete
To Complete
Performance
Index
PV
EV
AC
BAC
CV
SV
VAC
CPI
SPI
EAC
ETC
TCPI
The value of the work planned to be
completed to a point in time usually
the data date or project completion
The planned value of all the work
completed (earned) to a point in
time usually the data date without
reference to actual costs
The actual cost of all the work
completed to a point in time usually
the data date
The value of total planned work the
project cost baseline
The difference between the value of
work completed to a point in time
usually the data date and the actual
costs to the same point in time
The difference between the work
completed to a point in time usually
the data date and the work planned
to be completed to the same point
in time
The estimated difference in cost at
the completion of the project
A CPI of 10 means the project is
exactly on budget that the work
actually done so far is exactly the
same as the cost so far Other values
show the percentage of how much
costs are over or under the budgeted
amount for work accomplished
An SPI of 10 means that the project
is exactly on schedule that the work
actually done so far is exactly the
same as the work planned to be
done so far Other values show the
percentage of how much costs are
over or under the budgeted amount
for work planned
If the CPI is expected to be the same
for the remainder of the project EAC
can be calculated using
If future work will be accomplished
at the planned rate use
If the initial plan is no longer valid
use
If both the CPI and SPI influence the
remaining work use
Assuming work is proceeding on
plan the cost of completing the
remaining authorized work can be
calculated using
Reestimate the remaining work from
the bottom up
The efficiency that must be
maintained in order to complete on
plan
The efficiency that must be
maintained in order to complete the
current EAC
EV sum of the planned
value of completed work
CV EV – AC
SV EV – PV
VAC BAC – EAC
CPI EVAC
SPI EVPV
EAC BACCPI
EAC AC + BAC – EV
EAC AC + Bottomup ETC
EAC AC + [(BAC – EV)
(CPI x SPI)]
ETC EAC – AC
ETC Reestimate
TCPI (BAC – EV)(BAC – AC)
TCPI (BAC – EV)(EAC – AC)
Positive Under planned cost
Neutral On planned cost
Negative Over planned cost
Positive Ahead of Schedule
Neutral On schedule
Negative Behind Schedule
Positive Under planned cost
Neutral On planned cost
Negative Over planned cost
Greater than 10 Under planned
cost
Exactly 10 On planned cost
Less than 10 Over planned cost
Greater than 10 Ahead of
schedule
Exactly 10 On schedule
Less than 10 Behind schedule
Greater than 10 Harder to
complete
Exactly 10 Same to complete
Less than 10 Easier to complete
Greater than 10 Harder to
complete
Exactly 10 Same to complete
Less than 10 Easier to complete
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7工程项目成理
表71挣值计算汇总表
挣值分析
缩写名称词典定义方程解释结果
预算分配
计划工作
测量工作
预算方面表示
授权工作
实现成
活动期间工作
特定时间
建立预算总
执行工作
预算赤字数额
定时间点剩余
间差异表示
挣值实际成
通该项目金额
提前落计划
交货日期定点
时间差异表示
挣值
计划值
预算额投影
赤字盈余表示
间预算差异
完成估计
完成
衡量成效率
预算资源
表示挣
实际成价值
衡量调度效率
表示挣
计划价值
完成预计总成
工作表示
迄止实际成
估计完成
完成预期成
剩余项目工作
衡量成绩效
必须实现
剩余资源满足
指定理目标
表示成
完成出色工作
预算
计划
价值
挣值
实际成
预算
完成
成差异
铁列车时刻表
方差
方差
完成
成
性
指数
铁列车时刻表
性
指数
估计
完成
估计
完整
完成
性
指数
PV
电动汽车
交流
BAC
简历
SV
醋酸乙烯酯
消费物价指数
SPI
EAC
等
TCPI
工作计划价值
完成时间点通常
数日期项目完成
工作计划价值
完成（赢）中点
时间通常数日期没
参考实际成
工作实际成
完成时间点通常
数日期
总计划工作价值
项目成基线
值间差异
工作完成时间点
通常数日期实际
时间点成
工作间差异
完成时间点通常
数日期工作计划
完成点
时间
估计成差异
该项目完成
CPI1意味着该项目
准确预算项工作
实际目前止做正
目前止成相值
显示少百分
成超低预算
完成工作数量
1意味着该项目SPI
正日程安排中项工作
实际目前止做正
相工作计划
目前止做值显示
少成百分
预算总额
工作计划
果CPI相
该项目余部分EAC
计算：
果未工作完成
计划速度：
果初计划效
：
果CPISPI影响
剩工作：
果工作进展
成计划完成
剩余授权工作
计算：
估计剩余工作
干杯
效率必须
保持完成
计划
效率必须
坚持完成
目前EAC
计划中EV 总
已完成工作价值
CV EV–交流
–SV EV PV
VAC BAC–EAC
CPI EV 交流
SPI EV PV
EAC＝BAC CPI
EAC＝交流+ BAC–EV
EAC＝交流+底等
EAC＝交流+ [（BAC–EV）
（CPI X SPI）]
等 EAC–交流
等重估
TCPI （BAC–EV）（BAC–交流）
TCPI （BAC–EV）（EAC–交流）
正计划成
中性计划成
负超计划成
正提前
中性计划
负进度落
正计划成
中性计划成
负超计划成
1 计划
成
1 计划成
1 超计划成
1 提前
铁列车时刻表
1 计划
1落时间表
1 难
完整
1 完全相完成
1 更轻松完成
1 难
完整
1 完全相完成
1 更轻松完成
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7 PROJECT COST MANAGEMENT
7
7425 Project Management Software
Project management software is often used to monitor the three EVM dimensions (PV EV and AC) to display
graphical trends and to forecast a range of possible final project results
7426 Reserve Analysis
During cost control reserve analysis is used to monitor the status of contingency and management reserves
for the project to determine if these reserves are still needed or if additional reserves need to be requested
As work on the project progresses these reserves may be used as planned to cover the cost of risk mitigation
events or other contingencies Or if the probable risk events do not occur the unused contingency reserves
may be removed from the project budget to free up resources for other projects or operations Additional risk
analysis during the project may reveal a need to request that additional reserves be added to the project budget
Management and contingency reserves are addressed in more detail in Section 7226
743 Control Costs Outputs
7431 Work Performance Information
The calculated CV SV CPI SPI TCPI and VAC values for WBS components in particular the work packages and
control accounts are documented and communicated to stakeholders
7432 Cost Forecasts
Either a calculated EAC value or a bottomup EAC value is documented and communicated to stakeholders
7433 Change Requests
Analysis of project performance may result in a change request to the cost baseline or other components of the
project management plan Change requests may include preventive or corrective actions and are processed for
review and disposition through the Perform Integrated Change Control process (Section 45)
7434 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
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7工程项目成理
7
7425项目理软件
项目理软件通常监测三EVM尺寸（PVEV交流）显示
图形化发展趋势预测系列项目终结果
7426储备分析
成控制保护区分析监视状态应急理储备
项目确定否需储备者额外储备需请求
作该项目工作进展储备作计划涵盖减轻风险成
事件意外事件者果风险事件发生未应急储备
项目预算删释放资源项目行动附加险
项目分析揭示需额外储备添加项目预算
理应急储备更细节第7226
743控制成：输出
7431工作绩效信息
计算CVSVCPISPITCPIWBS组件真空值特工作包
控制账户记录传达利益相关者
7432成预测
计算EAC值EAC值记录传达利益相关者
7433变更请求
项目绩效分析导致变更请求成基线部件
项目理计划变更请求包括预防纠正措施进行处理
通实施整体变更控制程评审处置（45节）
7434项目理计划更新
项目理计划更新容包括限：
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7 PROJECT COST MANAGEMENT
Cost baseline Changes to the cost baseline are incorporated in response to approved changes in scope
activity resources or cost estimates In some cases cost variances can be so severe that a revised cost
baseline is needed to provide a realistic basis for performance measurement
C ost management plan Changes to the cost management plan such as changes to control thresholds
or specified levels of accuracy required in managing the project’s cost are incorporated in response to
feedback from relevant stakeholders
7435 Project Documents Updates
Project documents that may be updated include but are not limited to
Cost estimates and
Basis of estimates
7436 Organizational Process Assets Updates
Organizational process assets that may be updated include but are not limited to
Causes of variances
Corrective action chosen and the reasons
Financial databases and
Other types of lessons learned from project cost control
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7工程项目成理
成基线成基线变化纳入应批准范围变化
活动资源估算成某情况成差异严重修订成
基线需提供现实基础性测量
成理计划成理计划更改控制阈值变化
指定级理项目成求精度引入响应
利益相关者反馈
7435项目文件更新
项目文件更新包括限：
成估算
估计基础
7436组织程资产更新
组织程资产更新包括限：
差异原
纠正措施选择原
金融数库
类型项目成控制验教训
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8 PROJECT QUALITY MANAGEMENT
8
PROJECT QUALITY MANAGEMENT
Project Quality Management includes the processes and activities of the performing organization that
determine quality policies objectives and responsibilities so that the project will satisfy the needs for which it was
undertaken Project Quality Management uses policies and procedures to implement within the project’s context
the organization’s quality management system and as appropriate it supports continuous process improvement
activities as undertaken on behalf of the performing organization Project Quality Management works to ensure that
the project requirements including product requirements are met and validated
Figure 81 provides an overview of the Project Quality Management processes which include
81 Plan Quality Management—The process of identifying quality requirements andor standards for the
project and its deliverables and documenting how the project will demonstrate compliance with quality
requirements
82 Perform Quality Assurance—The process of auditing the quality requirements and the results from
quality control measurements to ensure that appropriate quality standards and operational definitions
are used
83 Control Quality—The process of monitoring and recording results of executing the quality activities
to assess performance and recommend necessary changes
These processes interact with each other and with processes in other Knowledge Areas as described in
detail in Section 3 and Annex A1
Project Quality Management addresses the management of the project and the deliverables of the project
It applies to all projects regardless of the nature of their deliverables Quality measures and techniques are specific
to the type of deliverables being produced by the project For example the project quality management of software
deliverables may use different approaches and measures from those used when building a nuclear power plant In
either case failure to meet the quality requirements can have serious negative consequences for any or all of the
project’s stakeholders For example
88
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8项目质量理
8
项目质量理
项目质量理程执行组织活动
确定质量方针目标责项目满足需求
承担项目质量理政策程序实施项目文
组织质量理体系适支持持续程改进
活动执行组织名义进行项目质量理工作确保
项目求包括产品求满足
图81提供项目质量理程概述中包括：
81计划质量鉴定质量求标准程理
项目交付成果记录项目证明符合质量
求
82执行质量保证审计质量求程结果
质量控制措施确保适质量标准操作定义
83控制质量监测记录执行质量活动结果程
性评估建议必变化
程间相互作知识领域程描述
第3节附录A1细节
项目质量理中涉项目理项目交付成果
适项目交付性质质量措施技术具体
交付成果正制作项目类型例软件项目质量理
交付成果方法建核电站措施
情况符合质量求严重消极果
项目利益相关者说呢
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8 PROJECT QUALITY MANAGEMENT
Meeting customer requirements by overworking the project team may result in decreased profits and
increased project risks employee attrition errors or rework
Meeting project schedule objectives by rushing planned quality inspections may result in undetected
errors decreased profits and increased postimplementation risks
Quality and grade are not the same concepts Quality as a delivered performance or result is the degree to which
a set of inherent characteristics fulfill requirements (ISO 9000) [10] Grade as a design intent is a category assigned
to deliverables having the same functional use but different technical characteristics The project manager and the
project management team are responsible for managing the tradeoffs associated with delivering the required levels
of both quality and grade While a quality level that fails to meet quality requirements is always a problem a low
grade of quality may not be a problem For example
It may not be a problem if a suitable lowgrade software product (one with a limited number of features)
is of high quality (no obvious defects readable manual) In this example the product would be appropriate
for its general purpose of use
It may be a problem if a highgrade software product (one with numerous features) is of low quality
(many defects poorly organized user documentation) In essence its highgrade feature set would prove
ineffective andor inefficient due to its low quality
The project management team should determine the appropriate levels of accuracy and precision for use in the
quality management plan Precision is a measure of exactness For example the magnitude for each increment
on the measurement’s number line is the interval that determines the measurement’s precision—the greater the
number of increments the greater the precision Accuracy is an assessment of correctness For example if the
measured value of an item is very close to the true value of the characteristic being measured the measurement
is more accurate An illustration of this concept is the comparison of archery targets Arrows clustered tightly
in one area of the target even if they are not clustered in the bull’seye are considered to have high precision
Targets where the arrows are more spread out but equidistant from the bull’seye are considered to have the same
degree of accuracy Targets where the arrows are both tightly grouped and within the bull’seye are considered to
be both accurate and precise Precise measurements are not necessarily accurate measurements and accurate
measurements are not necessarily precise measurements
The basic approach to project quality management as described in this section is intended to be compatible
with International Organization for Standardization (ISO) quality standards Every project should have a quality
management plan Project teams should follow the quality management plan and should have data to demonstrate
compliance with the plan
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8项目质量理
满足顾客求工作项目团队会导致利润降
增加项目风险员工流失错误返工
达项目进度目标计划突击质量检查结果发现
错误利润降增加实施风险
质量品位概念样质量交付性结果程度
组固特性满足求（ISO 9000）[ 10 ]等级设计意图类分配
功途相技术特点交付成果项目理
项目理团队负责理提供需水相关权衡
质量品位质量水满足质量求始终问题低
质量等级问题说呢
果合适低级软件产品问题（限功）
高质量（没明显缺陷读手册）例子中该产品适
般目
果高档软件产品问题（许功）低质量
（许缺陷组织差户手册）质高档功集证明
效低质低效
项目理团队必须确定准确度精密度适水
质量理计划精度衡量准确性例增量
测量数线间隔决定测量精度越
数量增加更精度精度正确评估例果
项目测量值非常接测特性真值测量
更准确概念例子射箭目标较箭紧紧聚集
目标区域聚集靶心认具高精度
目标箭头较分散距离靶心认具相
准确度里箭紧紧组合靶心目标认
准确精确精确测量准确测量准确
测量精确测量
项目质量理基方法节述目兼容
国际标准化组织（ISO）质量标准项目应该质量
理计划项目团队应该遵循质量理计划应该数证明
该计划规定
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8 PROJECT QUALITY MANAGEMENT
8
In the context of achieving ISO compatibility modern quality management approaches seek to minimize variation
and to deliver results that meet defined requirements These approaches recognize the importance of
Customer satisfaction Understanding evaluating defining and managing requirements so that
customer expectations are met This requires a combination of conformance to requirements (to ensure
the project produces what it was created to produce) and fitness for use (the product or service needs to
satisfy the real needs)
Prevention over inspection Quality should be planned designed and built into—not inspected into the
project’s management or the project’s deliverables The cost of preventing mistakes is generally much
less than the cost of correcting mistakes when they are found by inspection or during usage
Continuous improvement The PDCA (plandocheckact) cycle is the basis for quality improvement as
defined by Shewhart and modified by Deming In addition quality improvement initiatives such as Total
Quality Management (TQM) Six Sigma and Lean Six Sigma could improve the quality of the project’s
management as well as the quality of the project’s product Commonly used process improvement models
include Malcolm Baldrige Organizational Project Management Maturity Model (OPM3) and Capability
Maturity Model Integrated (CMMI)
Management Responsibility Success requires the participation of all members of the project team
Nevertheless management retains within its responsibility for quality a related responsibility to provide
suitable resources at adequate capacities
C ost of quality (COQ) Cost of quality refers to the total cost of the conformance work and the
nonconformance work that should be done as a compensatory effort because on the first attempt to
perform that work the potential exists that some portion of the required work effort may be done or has
been done incorrectly The costs for quality work may be incurred throughout the deliverable’s life cycle
For example decisions made by the project team can impact the operational costs associated with using
a completed deliverable Postproject quality costs may be incurred because of product returns warranty
claims and recall campaigns Therefore because of the temporary nature of projects and the potential
benefits that may be derived from reducing the postproject cost of quality sponsoring organizations
may choose to invest in product quality improvement These investments generally are made in the areas
of conformance work that act to prevent defects or act to mitigate the costs of defects by inspecting
out nonconforming units Refer to Figure 82 and Section 8122 Moreover the issues related to postproject
COQ should be the concern of program management and portfolio management such that project
program and portfolio management offices should apply appropriate reviews templates and funding
allocations for this purpose
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8项目质量理
8
实现ISO相容性背景现代质量理方法寻求减少变化
提供满足求结果方法中重性认识：
顾客满意理解评估定义理求
满足客户期求致性相结合求（保证
该项目产生什生产）适合（产品服务需求
满足实际需）
预防胜检查质量应规划设计建造没检测
项目理项目交付成果防止错误成般少
低成纠正错误时通检查程中发现
持续改进PDCA（计划做检查行动）循环基础质量改进
定义休哈特戴明修改外质量改进措施总
质量理（TQM）六西格玛精益六西格玛理提高项目质量
理工程质量产品常程改进模型
包括马尔科姆波里奇组织项目理成熟度模型（OPM3）力
成熟度模型集成（CMMI）
理责成功需项目团队成员参
然理保留质量责相关责提供
适容量合适资源
成质量（COQ）质量成指致性工作总成
合格品应该做工作作补偿努力第次尝试
执行工作存某部分需工作做
正确质量工作成发生交付产品生命周期
例项目团队作出决定会影响运营成
已完成交付成果项目质量成招致退货保修
索赔召回活动项目时性潜力
处降低质量成项目发起组织
选择投资产品质量提高投资通常区
致性工作采取措施防止缺陷行通减少缺陷成
出合格单位参考图82部分8122外相关项目问题
质量成应项目理投资组合项目理关注
程序投资组合理机构应采取适评模板资金
目分配
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8 PROJECT QUALITY MANAGEMENT
1 Inputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements documentation
5 Enterprise environmental
factors
6 Organizational process assets
2 Tools & Techniques
1 Costbenefit analysis
2 Cost of quality
3 Seven basic quality tools
4 Benchmarking
5 Design of experiments
6 Statistical sampling
7 Additional quality planning
tools
8 Meetings
3 Outputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality checklists
5 Project documents updates
1 Inputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality control measurements
5 Project documents
2 Tools & Techniques
1 Quality management and
control tools
2 Quality audits
3 Process analysis
3 Outputs
1 Change requests
2 Project management plan
updates
3 Project documents updates
4 Organizational process assets
updates
1 Inputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change requests
6 Deliverables
7 Project documents
8 Organizational process assets
2 Tools & Techniques
1 Seven basic quality tools
2 Statistical sampling
3 Inspection
4 Approved change requests
review
3 Outputs
1 Quality control measurements
2 Validated changes
3 Validated deliverables
4 Work performance information
5 Change requests
6 Project management plan
updates
7 Project documents updates
8 Organizational process assets
updates
Project Quality
Management Overview
82 Perform Quality
Assurance
81 Plan Quality
Management 83 Control Quality
Figure 81 Project Quality Management Overview
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8项目质量理
1投入
1项目理计划
2利益相关者注册
3风险登记册
4求文件
5企业环境
素
6组织程资产
2工具技术
1成效益分析
质量成2
3七基质量工具
4基准
5实验设计
6统计抽样
7额外质量计划
工具
8会议
3输出
1质量理计划
2程改进计划
3质量指标
4质量检查清单
5项目文件更新
1投入
1质量理计划
2程改进计划
3质量指标
4质量控制措施
5项目文件
2工具技术
1质量理
控制工具
2质量审核
3程分析
3输出
1变更请求
2项目理计划
更新
3项目文件更新
4组织程资产
更新
1投入
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更请求
6交付成果
7项目文件
8组织程资产
2工具技术
1七基质量工具
2统计抽样
3检查
4批准变更请求
回顾
3输出
1质量控制措施
2变化验证
3确认交付成果
4工作绩效信息
5变更请求
6项目理计划
更新
7项目文件更新
8组织程资产
更新
工程质量
理概述
82执行质量
保证
81计划质量
83质量理控制
图81项目质量理概述
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8 PROJECT QUALITY MANAGEMENT
8
Monitoring &
Initiating Planning Executing Controlling Closing
Quality
Control Quality Assurance Cost of Quality PDCA IPECC
Rework
Failure
Validate
Conformance
Preventable
Not Preventable
Initiate Plan
Essential FirstTime Work
Conformance Work
Conformance Work
NonConformance Work
Prevention
Inspection
Inspection FixScrap
Execute
Control
Plan Do
Check
Act
Close
Figure 82 Fundamental Relationships of Quality Assurance and Control Quality to the IPECC PDCA Cost
of Quality Models and Project Management Process Groups
81 Plan Quality Management
Plan Quality Management is the process of identifying quality requirements andor standards for the project and
its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements
The key benefit of this process is that it provides guidance and direction on how quality will be managed and
validated throughout the project The inputs tools and techniques and outputs of this process are depicted in
Figure 83 Figure 84 depicts the data flow diagram of the process
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8项目质量理
8
监测
启动计划执行控制
质量
质量控制PDCA ipecc质量保证成
返工
失败
验证
致性
预防
法避免
启动计划
重第次工作
致性工作
致性工作
非致性工作
预防
检查
检查修理报废
执行
控制
计划做
检查
行
关闭
图82质量保证质量控制ipeccPDCA基关系成
质量模型项目理程组
81计划质量理
计划质量理确定项目质量求标准程
交付成果记录该项目展示相关质量求
程关键优势提供指导方质量理
验证整项目输入工具技术程输出描绘
图83图84描述程数流图
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8 PROJECT QUALITY MANAGEMENT
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements
documentation
5 Enterprise environmental
factors
6 Organizational process
assets
1 Costbenefit analysis
2 Cost of quality
3 Seven basic quality tools
4 Benchmarking
5 Design of experiments
6 Statistical sampling
7 Additional quality
planning tools
8 Meetings
1 Quality management plan
2 Process improvement
plan
3 Quality metrics
4 Quality checklists
5 Project documents
updates
Figure 83 Plan Quality Management Inputs Tools & Techniques and Outputs
Project Quality Management
81
Plan
Quality
Management
82
Perform Quality
Assurance
83
Control
Quality
Project documents
updates
Quality management
plan
Project
Documents
Risk register
Requirements
d ocumentation
Stakeholder
register
Project
management
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Process
improvement
plan
Quality
management
plan
Quality
metrics
Quality
checklists
112
Identify
Risks
52
Collect
Requirements
42
Develop Project
Management
Plan
131
Identify
Stakeholders
Enterprise
Organization
112
Identify
Risks
Figure 84 Plan Quality Management Data Flow Diagram
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8项目质量理
输入工具技术输出
1项目理计划
2利益相关者注册
3风险登记册
4求
文档
5企业环境
素
6组织程
资产
1成效益分析
质量成2
3七基质量工具
4基准
5实验设计
6统计抽样
7额外质量
规划工具
8会议
1质量理计划
2程改进
计划
3质量指标
4质量检查清单
5项目文件
更新
图83计划质量理工具技术输入输出
项目质量理
81
计划
质量
理
82
执行质量
保证
83
控制
质量
项目文件
更新
质量理
计划
项目
文件
风险登记册
求
D ocumentation
利益相关者
寄存器
项目
理
计划
企业
环境
素
组织
程资产
程
改进
计划
质量
理
计划
质量
度量
质量
清单
112
识
风险
52
收集
求
42
开发项目
理
计划
131
识
利益相关者
企业
组织
112
识
风险
图84计划质量理数流图
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8 PROJECT QUALITY MANAGEMENT
8
Quality planning should be performed in parallel with the other planning processes For example proposed
changes in the deliverables to meet identified quality standards may require cost or schedule adjustments and a
detailed risk analysis of the impact to plans
The quality planning techniques discussed here are those used most frequently on projects There are many
others that may be useful on certain projects or in some application areas
811 Plan Quality Management Inputs
8111 Project Management Plan
Described in Section 4231 The project management plan is used to develop the quality management plan
The information used for the development of the quality management plan includes but is not limited to
Scope baseline The scope baseline (Section 5431) includes
○○ Project scope statement The project scope statement contains the project description major
project deliverables and acceptance criteria The product scope often contains details of
technical issues and other concerns that can affect quality planning and that should have been
identified as a result of the planning processes in Project Scope Management The definition of
acceptance criteria may significantly increase or decrease quality costs and therefore project
costs Satisfying all acceptance criteria that the needs of the sponsor andor customer have
been met
○○ Work breakdown structure (WBS) The WBS identifies the deliverables and the work packages
used to measure project performance
○○ WBS dictionary The WBS dictionary provides detailed information for WBS elements
Schedule baseline The schedule baseline documents the accepted schedule performance measures
including start and finish dates (Section 6631)
Cost baseline The cost baseline documents the accepted time interval being used to measure cost
performance (Section 7331)
Other management plans These plans contribute to the overall project quality and may highlight
actionable areas of concern with regard to the project’s quality
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8项目质量理
8
质量计划应规划执行程例提出
交付变化满足已确定质量标准需成进度调整
影响计划详细风险分析
质量计划技术里讨常项目许
会某项目者应领域
811计划质量理：输入
8111项目理计划
第4231描述项目理计划开发质量理计划
质量理计划发展信息包括限：
范围基线范围包括基线（第5431）：
○○项目范围说明书项目范围说明书包含项目描述
项目交付验收标准产品范围通常包含细节
技术问题问题影响质量规划应该
确定项目范围理计划程结果定义
验收标准会显着增加减少质量成项目
成满足验收标准赞助商客户需求
满足
○○工作分解结构（WBS）WBS确定交付成果工作包
衡量项目绩效
○○WBS字典WBS字典WBS元素提供详细信息
进度基线进度基准文件接受调度性措施
包括开始日期完成日期（第6631）
成基线成基线文件接受时间间隔衡量成
性（第7331）
理计划计划助项目整体质量突出
关项目质量问题操作区域
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8 PROJECT QUALITY MANAGEMENT
8112 Stakeholder Register
Described in Section 13131 The stakeholder register aids in identifying those stakeholders possessing a
particular interest in or having an impact on quality
8113 Risk Register
Described in Section 11231 The risk register contains information on threats and opportunities that may
impact quality requirements
8114 Requirements Documentation
Described in Section 5231 Requirements documentation captures the requirements that the project shall
meet pertaining to stakeholder expectations The components of the requirements documentation include but are
not limited to project (including product) and quality requirements The requirements are used by the project team
to help plan how quality control will be implemented on the project
8115 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Plan Quality Management
process include but are not limited to
Governmental agency regulations
Rules standards and guidelines specific to the application area
Working or operating conditions of the project or its deliverables that may affect project quality and
Cultural perceptions that may influence expectations about quality
8116 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Plan Quality Management
process include but are not limited to
Organizational quality policies procedures and guidelines The performing organization’s quality policy
as endorsed by senior management sets the organization’s intended direction on implementing its quality
management approach
Historical databases and
Lessons learned from previous phases or projects
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8项目质量理
8112利益相关者登记
第13131描述确定利益相关者利益相关者拥注册艾滋病
特兴趣影响质量
8113风险登记册
第11231描述风险登记册包含威胁机会信息
影响质量求
8114需求文档
第5231描述需求文档捕获该项目应求
满足关利益相关方期需求文档容包括
限项目（包括产品）质量求求项目团队
帮助计划质量控制项目实施
8115企业环境素
第215描述企业环境素影响质量理计划
程包括限：
政府机关规定
规标准应领域特定指南
工作操作条件项目交付成果影响工程质量
文化法会影响质量
8116组织程资产
第214描述该计划质量理影响组织程资产
程包括限：
组织质量政策程序指南执行组织质量方针
高级理员支持建立实施质量组织预期方
理办法
历史数库
验教训阶段项目
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8 PROJECT QUALITY MANAGEMENT
8
812 Plan Quality Management Tools and Techniques
8121 CostBenefit Analysis
The primary benefits of meeting quality requirements include less rework higher productivity lower costs
increased stakeholder satisfaction and increased profitability A costbenefit analysis for each quality activity
compares the cost of the quality step to the expected benefit
8122 Cost of Quality (COQ)
Cost of quality includes all costs incurred over the life of the product by investment in preventing nonconformance
to requirements appraising the product or service for conformance to requirements and failing to meet requirements
(rework) Failure costs are often categorized into internal (found by the project) and external (found by the customer)
Failure costs are also called cost of poor quality Figure 85 provides some examples to consider in each area
Cost of Conformance Cost of Nonconformance
Prevention Costs
(Build a quality product)
Training
Document processes
Equipment
Time to do it right
Appraisal Costs
(Assess the quality)
Testing
Destructive testing loss
Inspections
Money spent during the project
to avoid failures
Internal Failure Costs
(Failures found by the project)
Rework
Scrap
External Failure Costs
(Failures found by the customer)
Liabilities
Warranty work
Lost business
Money spent during and after
the project because of failures
Figure 85 Cost of Quality
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8项目质量理
8
812计划质量理：工具技术
8121成效益分析
满足质量求处包括减少返工提高生产率降低成
提高利益相关者满意度增加盈利项质量活动成效益分析
较质量步骤预期收益成
8122质量成（COQ）
质量成包括预防符合发生投资产品生命费
求符合求产品服务评价符合求
（返工）失败成通常分部（项目找）外部（客户发现）
失败成称良质量成图85提供例子区域考虑
符合致性成
预防成
（构建高质量产品）
训练
程文件
设备
时间做
鉴定成
（质量评价）
测试
破坏试验损失
检查
花项目钱
避免失败
部失败成
（项目发现障）
返工
废料
外部障成
（客户发现障）
负债
保修工作
失生意
期间钱花
项目失败
图85质量成
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8 PROJECT QUALITY MANAGEMENT
8123 Seven Basic Quality Tools
The seven basic quality tools also known in the industry as 7QC Tools are used within the context of the PDCA
Cycle to solve qualityrelated problems As conceptually illustrated in Figure 87 the seven basic quality tools are
Causeandeffect diagrams which are also known as fishbone diagrams or as Ishikawa diagrams The
problem statement placed at the head of the fishbone is used as a starting point to trace the problem’s
source back to its actionable root cause The problem statement typically describes the problem as a gap
to be closed or as an objective to be achieved The causes are found by looking at the problem statement
and asking why until the actionable root cause has been identified or until the reasonable possibilities
on each fishbone have been exhausted Fishbone diagrams often prove useful in linking the undesirable
effects seen as special variation to the assignable cause upon which project teams should implement
corrective actions to eliminate the special variation detected in a control chart
Flowcharts which are also referred to as process maps because they display the sequence of steps and
the branching possibilities that exist for a process that transforms one or more inputs into one or more
outputs Flowcharts show the activities decision points branching loops parallel paths and the overall
order of processing by mapping the operational details of procedures that exist within a horizontal value
chain of a SIPOC model (Figure 86) Flowcharts may prove useful in understanding and estimating
the cost of quality in a process This is obtained by using the workflow branching logic and associated
relative frequencies to estimate expected monetary value for the conformance and nonconformance
work required to deliver the expected conforming output
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8项目质量理
8123七基质量工具
七基质量工具业称7QC工具PDCA循环文中
周期解决质量问题图87示概念七基质量工具：
原效果图称鱼骨图石川图
问题陈述放鱼骨头作起点追溯问题
源回操作根原问题陈述通常描述问题作缺口
关闭作目标原问题陈述发现
问什操作根原已确定直合理性
鱼刺已筋疲力鱼骨图常证明连接良
视特殊变异原项目团队应该实施效果影响
纠正措施消控制图检测特殊变化
流程图称程图显示步骤序
分支性输入更程存
输出表明该活动决策点分支回路行路径整体
通映射存水值程序操作细节处理序
SIPOC模型链（图86）流程图证明理解估计
程中质量成通工作流分支逻辑相关
相频率估计预期货币价值致性合格
工作需提供预期致输出
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8 Requirements and
Feedback Loop
Requirements and
Feedback Loop
INPUT OUTPUT
SUPPLIER PROCESS CUSTOMER
Suppliers Inputs Process Outputs Customers
Requirements List Measurements List Requirements List Measurements List
NOTE The components of this diagram are flexible and can take any direction depending upon the circumstance
Figure 86 The SIPOC Model
Checksheets which are also known as tally sheets and may be used as a checklist when gathering data
Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful
data about a potential quality problem They are especially useful for gathering attributes data while
performing inspections to identify defects For example data about the frequencies or consequences of
defects collected in checksheets are often displayed using Pareto diagrams
Pareto diagrams exist as a special form of vertical bar chart and are used to identify the vital few sources
that are responsible for causing most of a problem’s effects The categories shown on the horizontal
axis exist as a valid probability distribution that accounts for 100 of the possible observations The
relative frequencies of each specified cause listed on the horizontal axis decrease in magnitude until the
default source named other accounts for any nonspecified causes Typically the Pareto diagram will be
organized into categories that measure either frequencies or consequences
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8求
反馈回路
求
反馈回路
输入输出
供应商程客户
供应商输入程输出客户
需求表测量表求表测量表
注：图部件灵活采取方取决环境
图86SIPOC模型
查核表称统计表作清单数采集
查核表进行方式助效收集整理事实
潜质量问题数特属性数时采集
执行检查确定缺陷例频率果数
收集设计程序缺陷通常帕累托图显示
帕累托图存作种特殊垂直条形图形式识关键少数源
造成数问题影响水显示类
轴作效概率分布占100观测值存
相频率指定原级水轴降低市前
默认源命名nonspecified账户原通常帕累托图
组织成类测量频率果
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Histograms are a special form of bar chart and are used to describe the central tendency dispersion and
shape of a statistical distribution Unlike the control chart the histogram does not consider the influence
of time on the variation that exists within a distribution
Control charts are used to determine whether or not a process is stable or has predictable performance
Upper and lower specification limits are based on requirements of the agreement They reflect
the maximum and minimum values allowed There may be penalties associated with exceeding the
specification limits Upper and lower control limits are different from specification limits The control
limits are determined using standard statistical calculations and principles to ultimately establish the
natural capability for a stable process The project manager and appropriate stakeholders may use the
statistically calculated control limits to identify the points at which corrective action will be taken to
prevent unnatural performance The corrective action typically seeks to maintain the natural stability of a
stable and capable process For repetitive processes the control limits are generally set at ±3 s around
a process mean that has been set at 0 s A process is considered out of control when (1) a data point
exceeds a control limit (2) seven consecutive plot points are above the mean or (3) seven consecutive
plot points are below the mean Control charts can be used to monitor various types of output variables
Although used most frequently to track repetitive activities required for producing manufactured lots
control charts may also be used to monitor cost and schedule variances volume and frequency of scope
changes or other management results to help determine if the project management processes are in
control
Scatter diagrams plot ordered pairs (X Y) and are sometimes called correlation charts because they seek
to explain a change in the dependent variable Y in relationship to a change observed in the corresponding
independent variable X The direction of correlation may be proportional (positive correlation) inverse
(negative correlation) or a pattern of correlation may not exist (zero correlation) If correlation can be
established a regression line can be calculated and used to estimate how a change to the independent
variable will influence the value of the dependent variable
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直方图特殊条形图形式描述集中趋势分散
统计分布形状控制图直方图考虑影响
时间存分布变化
控制图确定否程稳定具预测性
限限根协议求反映
允许值会处罚超越
规格界限控制界限规格界限控制
限决定标准统计计算原终确立
稳定程中然力项目理适利益相关者
统计控制界限确定点采取纠正行动
防止然表现纠正措施通常试图保持种然稳定性
稳定效方法重复程控制限般设置3左右±
程意味着已设定0美国认程失控时：（1）数点
超出控制限（2）连续七点积指（3）七例
点积低均值控制图监测种类型输出变量
然常踪生产制造需量重复活动
控制图监控成进度偏差体积频率范围
变化理结果帮助确定项目理程中
控制
散点图情节序（xy）时称关联图寻求
解释变量Y变化变化应关系观察
独立变量x相关性方成例（正相关）逆
（负相关）相关模式存（零相关）果相关
建立回线计算估计改变独立
变量会影响变量值
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8
Cause & Effect Diagram Flowcharts Checksheets
Pareto Diagrams Histograms Control Charts
Scatter Diagrams
Figure 87 Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools
8124 Benchmarking
Benchmarking involves comparing actual or planned project practices to those of comparable projects to identify
best practices generate ideas for improvement and provide a basis for measuring performance
Benchmarked projects may exist within the performing organization or outside of it or can be within the same
application area Benchmarking allows for analogies from projects in a different application area to be made
8125 Design of Experiments
Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables
of a product or process under development or in production DOE may be used during the Plan Quality Management
process to determine the number and type of tests and their impact on cost of quality
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8
果图流程图设计程序
帕累托图直方图控制图
散点图
图87事描述七基质量工具概念例子
8124标杆
标杆理较实际计划项目实践相媲美确定项目
佳做法产生改进思想提供性测量基础
基准项目存执行组织外面相
应领域标杆理应领域工程进行类
8125实验设计
实验设计（DOE）种统计方法确定素会影响特定变量
正开发产品程生产美国源部计划质量理程中
方法确定数量试验质量成影响类型
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DOE also plays a role in optimizing products or processes DOE is used to reduce the sensitivity of product
performance to sources of variations caused by environmental or manufacturing differences One important aspect
of this technique is that it provides a statistical framework for systematically changing all of the important factors
rather than changing the factors one at a time Analysis of the experimental data should provide the optimal
conditions for the product or process highlight the factors that influence the results and reveal the presence of
interactions and synergy among the factors For example automotive designers use this technique to determine
which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost
8126 Statistical Sampling
Statistical sampling involves choosing part of a population of interest for inspection (for example selecting ten
engineering drawings at random from a list of seventyfive) Sample frequency and sizes should be determined during
the Plan Quality Management process so the cost of quality will include the number of tests expected scrap etc
There is a substantial body of knowledge on statistical sampling In some application areas it may be necessary
for the project management team to be familiar with a variety of sampling techniques to assure the sample selected
represents the population of interest
8127 Additional Quality Planning Tools
Other quality planning tools are used to define the quality requirements and to plan effective quality management
activities These include but are not limited to
Brainstorming This technique is used to generate ideas (defined in Section 11222)
Force field analysis These are diagrams of the forces for and against change
N ominal group technique This technique is used to allow ideas to be brainstormed in small groups and
then reviewed by a larger group
Quality management and control tools These tools are used to link and sequence the activities
identified (defined in Section 8221)
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DOE优化产品程中扮演着重角色美国源部降低产品灵敏度
性环境制造差异引起变化源重方面
该方法系统改变重素提供统计框架
时间变化素实验数分析应提供佳
产品工艺条件突出影响结果素揭示存
素间相互作协作例汽车设计师种技术确定
悬架轮胎合理成生产希行驶特性相结合
8126统计抽样
统计抽样检验包括选择感兴趣种群组成部分（例选择十
工程图纸列表中机七十五）采样频率确定应
该计划程质量理质量成包括测试预计废钢等
统计抽样知识体某应领域必
项目理团队熟悉种采样技术保证样选取
代表口利益
8127附加质量规划工具
质量规划工具定义质量求制定效质量理
活动措施包括限：
头脑风暴种技术产生想法（第11222定义）
力场分析图反改革势力
名誉集团技术种技术允许想法团体讨
更组然综述
质量理质量控制工具工具连接序列活动
确定（第8221定义）
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8
8128 Meetings
Project teams may hold planning meetings to develop the quality management plan Attendees at these
meetings may include the project manager the project sponsor selected project team members selected
stakeholders anyone with responsibility for Project Quality Management activities namely Plan Quality
Management Perform Quality Assurance or Control Quality and others as needed
813 Plan Quality Management Outputs
8131 Quality Management Plan
The quality management plan is a component of the project management plan that describes how the
organization’s quality policies will be implemented It describes how the project management team plans to meet
the quality requirements set for the project
The quality management plan may be formal or informal detailed or broadly framed The style and detail of the
quality management plan are determined by the requirements of the project The quality management plan should
be reviewed early in the project to ensure that decisions are based on accurate information The benefits of this
review can include a sharper focus on the project’s value proposition and reductions in costs and in the frequency
of schedule overruns that were caused by rework
8132 Process Improvement Plan
The process improvement plan is a subsidiary or component of the project management plan (Section 4231)
The process improvement plan details the steps for analyzing project management and product development
processes to identify activities that enhance their value Areas to consider include
Process boundaries Describe the purpose of the process the start and end of the process its inputs
and outputs the process owner and the stakeholders of the process
Process configuration Provides a graphic depiction of processes with interfaces identified used to
facilitate analysis
Process metrics Along with control limits allows analysis of process efficiency
Targets for improved performance Guide the process improvement activities
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8
8128会议
项目团队会规划会议制定质量理计划会者
会议包括项目理项目发起选定项目团队成员选择
利益相关者项目质量理活动责计划质量
理保证质量质量控制等
813计划质量理：输出
8131质量理计划
质量理计划项目理计划组成部分介绍
组织质量政策实施描述项目理团队计划满足
质量求项目
质量理计划正式非正式详细笼统风格细节
质量理计划求项目确定质量理计划应
综述项目确保决策基早期准确信息样做处
评审包括项目价值张成频率减少关注
附表超支引起返工
8132程改进计划
程改进计划项目理计划附属组件（第4231）
程改进计划细节分析项目理产品开发步骤
程识活动提高价值考虑方包括：
进程边界描述程目开始结束程中输入
输出程中业程利益相关者
工艺配置提供种处理图形描绘接口识
便分析
程度量着控制限制允许流程效率分析
目标绩效改进指导程改进活动
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8133 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will
measure it A measurement is an actual value The tolerance defines the allowable variations to the metric For
example if the quality objective is to stay within the approved budget by ± 10 the specific quality metric is
used to measure the cost of every deliverable and determine the percent variance from the approved budget for
that deliverable Quality metrics are used in the perform quality assurance and control quality processes Some
examples of quality metrics include ontime performance cost control defect frequency failure rate availability
reliability and test coverage
8134 Quality Checklists
A checklist is a structured tool usually componentspecific used to verify that a set of required steps has
been performed Based on the project’s requirements and practices checklists may be simple or complex Many
organizations have standardized checklists available to ensure consistency in frequently performed tasks In some
application areas checklists are also available from professional associations or commercial service providers
Quality checklists should incorporate the acceptance criteria included in the scope baseline
8135 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register (Section 13131) and
Responsibility assignment matrix (Section 9121) and
WBS and WBS Dictionary
82 Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results from quality
control measurements to ensure that appropriate quality standards and operational definitions are used The key
benefit of this process is that it facilitates the improvement of quality processes The inputs tools and techniques
and outputs of this process are depicted in Figure 88 Figure 89 depicts the data flow diagram of the process
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8项目质量理
8133质量度量
质量指标具体介绍项目产品属性控制质量程
测量测量公差定义度量允许变化
例果质量目标批准预算范围±10具体质量度量
测量交付成批准预算确定百分差异
该交付成果质量指标执行质量保证质量控制流程
质量标准例子包括：准时成控制障频率障率性
性测试覆盖率
8134质量检查表
清单结构化工具通常特定组件验证组需步骤
已完成根该项目求做法简单复杂清单许
组织标准清单确保致性频繁执行务
应领域检查专业协会商业服务提供者
质量检查应包括范围基线验收标准
8135项目文件更新
项目文件更新包括限：
利益相关者注册（第13131）
责分配矩阵（第9121）
WBSWBS字典
82执行质量保证
执行质量保证审计质量求程结果质量
确保适质量标准操作定义控制测量关键
程处利质量改进程输入工具技术
程输出图88描绘图89描述程数流图
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8
Inputs Tools & Techniques Outputs
1 Quality management plan
2 Process improvement
plan
3 Quality metrics
4 Quality control
measurements
5 Project documents
1 Quality management and
control tools
2 Quality audits
3 Process analysis
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure 88 Perform Quality Assurance Inputs Tools & Techniques and Outputs
Project Quality Management
82
Perform Quality
Assurance
81
Plan Quality
Management
83
Control
Quality
Project
management
plan updates
Quality control
measurements
Quality
management plan
Process
improvement plan
Quality metrics
Change requests
Project documents
updates
Project documents
Organizational process assets updates
Project
Documents
Project
Documents
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
Enterprise
Organization
Figure 89 Perform Quality Assurance Data Flow Diagram
The quality assurance process implements a set of planned and systematic acts and processes defined
within the project’s quality management plan Quality assurance seeks to build confidence that a future output
or an unfinished output also known as work in progress will be completed in a manner that meets the specified
requirements and expectations Quality assurance contributes to the state of being certain about quality by
preventing defects through the planning processes or by inspecting out defects during the workinprogress
stage of implementation Perform Quality Assurance is an execution process that uses data created during Plan
Quality Management (Section 81) and Control Quality (Section 83) processes
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8
输入工具技术输出
1质量理计划
2程改进
计划
3质量指标
4质量控制
测量
5项目文件
1质量理
控制工具
2质量审核
3程分析
1变更请求
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图88执行质量保证：输入输出工具技术
项目质量理
82
执行质量
保证
81
规划质量
理
83
控制
质量
项目
理
计划更新
质量控制
测量
质量
理计划
程
改进计划
质量度量
变更请求
项目文件
更新
项目文件
组织程资产更新
项目
文件
项目
文件
45
执行
集成
变更控制
42
开发项目
理
计划
企业
组织
图9执行质量保证数流图
质量保证程实现系列计划系统行程定义
项目质量理计划质量保证旨建立信心未产量
未完成输出称进展中工作符合指定完成
求期质量保证助定质量状态
预防缺陷通规划程检测出缺陷工作进程
实施阶段执行质量保证执行程中产生数计划
质量理（第81节）质量控制（83节）程
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In project management the prevention and inspection aspects of quality assurance should have a demonstrable
influence on the project Quality assurance work will fall under the conformance work category in the cost of quality
framework
A quality assurance department or similar organization often oversees quality assurance activities Quality
assurance support regardless of the unit’s title may be provided to the project team the management of the
performing organization the customer or sponsor as well as other stakeholders not actively involved in the work
of the project
Perform Quality Assurance also provides an umbrella for continuous process improvement which is an iterative
means for improving the quality of all processes Continuous process improvement reduces waste and eliminates
activities that do not add value This allows processes to operate at increased levels of efficiency and effectiveness
821 Perform Quality Assurance Inputs
8211 Quality Management Plan
Described in Section 8131 The quality management plan describes the quality assurance and continuous
process improvement approaches for the project
8212 Process Improvement Plan
Described in Section 8132 The project’s quality assurance activities should be supportive of and consistent
with the performing organization’s process improvement plans
8213 Quality Metrics
Described in Section 8133 The quality metrics provide the attributes that should be measured and the
allowable variations
8214 Quality Control Measurements
Described in Section 8331 Quality control measurements are the results of control quality activities They are
used to analyze and evaluate the quality of the processes of the project against the standards of the performing
organization or the requirements specified Quality control measurements can also compare the processes used to
create the measurements and validate actual measurements to determine their level of correctness
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8项目质量理
项目理保证质量预防检查方面应该显易见
项目影响质量保证工作落质量成工作类致性
框架
质量保证部门类似组织通常负责质量保证活动质量
保证支持单位名称提供项目团队理
执行机构客户赞助商没积极参工作利益相关者
该项目
执行质量保证提供持续程改进伞迭代
改善程质量方法持续程改进减少浪费消
增加价值活动允许进程运行效率效益水提高
821执行质量保证：输入
8211质量理计划
第8131描述质量理计划描述质量保证持续
该项目工艺改进方法
8212程改进计划
第8132描述项目质量保证活动应该支持致
执行组织程改进计划
8213质量度量
第8133描述质量指标提供属性应测量
允许偏差
8214质量控制测量
第8331描述质量控制措施质量控制活动结果
分析评价项目程质量执行标准
组织指定求质量控制测量程较
创建测试验证实际测量确定水正确性
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8215 Project Documents
Project documents may influence quality assurance work and should be monitored within the context of a
system for configuration management
822 Perform Quality Assurance Tools and Techniques
8221 Quality Management and Control Tools
The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and
Control Quality processes In addition other tools that are available include (see also Figure 810)
Affinity diagrams The affinity diagram is similar to mindmapping techniques in that they are used
to generate ideas that can be linked to form organized patterns of thought about a problem In project
management the creation of the WBS may be enhanced by using the affinity diagram to give structure
to the decomposition of scope
Process decision program charts (PDPC) Used to understand a goal in relation to the steps for getting
to the goal The PDPC is useful as a method for contingency planning because it aids teams in anticipating
intermediate steps that could derail achievement of the goal
Interrelationship digraphs An adaptation of relationship diagrams The interrelationship digraphs
provide a process for creative problem solving in moderately complex scenarios that possess intertwined
logical relationships for up to 50 relevant items The interrelationship digraph may be developed from
data generated in other tools such as the affinity diagram the tree diagram or the fishbone diagram
Tree diagrams Also known as systematic diagrams and may be used to represent decomposition
hierarchies such as the WBS RBS (risk breakdown structure) and OBS (organizational breakdown
structure) In project management tree diagrams are useful in visualizing the parenttochild relationships
in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship Tree
diagrams can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team
hierarchy or OBS) Because tree diagrams permit the creation of nested branches that terminate into a
single decision point they are useful as decision trees for establishing an expected value for a limited
number of dependent relationships that have been diagramed systematically
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8
8215项目文件
项目文件影响质量保证工作应环境监测
配置理系统
822执行质量保证：工具技术
8221质量理质量控制工具
执行质量保证程工具计划质量理技术
质量程控制外工具包括（参见图810）：
亲图亲图类似精神映射技术
产生想法联系起形式组织模式思考问题项目
理工作分解结构建立通亲图结构增强
范围分解
程决策程序图（PDPC）理解达目标步骤关系
目标该法应急规划方法帮助团队期
中间步骤脱轨目标实现
关系图适应关系图关系图
提供创造性问题中等复杂场景具相互交织求解程
达50相关项目逻辑关系开发关联图
工具图生成数树图鱼骨图
树图称系统图表示分解
层次结构WBS苏格兰皇家银行（风险分解结构）OBS（组织分解
结构）项目理中树图显示父母孩子关系
规定义嵌套关系系统分解法树
图描绘水（风险分解结构）垂直（团队
层次结构OBS）树图允许嵌套分支终止创作
单决策点作建立期值限决策树
赖关系已图示系统数
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Prioritization matrices Identify the key issues and the suitable alternatives to be prioritized as a set of
decisions for implementation Criteria are prioritized and weighted before being applied to all available
alternatives to obtain a mathematical score that ranks the options
Activity network diagrams Previously known as arrow diagrams They include both the AOA (Activity
on Arrow) and most commonly used AON (Activity on Node) formats of a network diagram Activity
network diagrams are used with project scheduling methodologies such as program evaluation and
review technique (PERT) critical path method (CPM) and precedence diagramming method (PDM)
Matrix diagrams A quality management and control tool used to perform data analysis within the
organizational structure created in the matrix The matrix diagram seeks to show the strength of
relationships between factors causes and objectives that exist between the rows and columns that form
the matrix
Affinity Diagram PDPC Interrelationship Digraph
Tree Diagrams Prioritization Matrices Network Diagrams
Matrix Diagrams
Figure 810 Storyboard Illustrating the Seven Quality Management and Control Tools
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8项目质量理
优先序矩阵确定优先作套合适代方案关键问题
决定执行标准优先级加权前应
选择获数学成绩排名选项
活动网络图前称箭头图包括AOA（活动
箭头）常AON（活动节点）网络图格式活动
网络图项目调度方法程序评价
评审技术（PERT）关键路径法（CPM）序图示法（PDM）
矩阵图质量理控制执行数分析工具
组织结构矩阵创建矩阵图旨显示实力
影响素间关系原存形式行列间目标
矩阵
亲图法关联图
树图优先矩阵网络图
矩阵图
图810事说明七质量理质量控制工具
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8222 Quality Audits
A quality audit is a structured independent process to determine if project activities comply with organizational
and project policies processes and procedures The objectives of a quality audit may include
Identify all good and best practices being implemented
Identify all nonconformity gaps and shortcomings
Share good practices introduced or implemented in similar projects in the organization andor industry
Proactively offer assistance in a positive manner to improve implementation of processes to help the
team raise productivity and
Highlight contributions of each audit in the lessons learned repository of the organization
The subsequent effort to correct any deficiencies should result in a reduced cost of quality and an increase in
sponsor or customer acceptance of the project’s product Quality audits may be scheduled or random and may be
conducted by internal or external auditors
Quality audits can confirm the implementation of approved change requests including updates corrective
actions defect repairs and preventive actions
8223 Process Analysis
Process analysis follows the steps outlined in the process improvement plan to identify needed improvements
This analysis also examines problems experienced constraints experienced and nonvalueadded activities
identified during process operation Process analysis includes root cause analysis—a specific technique used to
identify a problem discover the underlying causes that lead to it and develop preventive actions
823 Perform Quality Assurance Outputs
8231 Change Requests
Change requests are created and used as input into the Perform Integrated Change Control process (Section 45)
to allow full consideration of the recommended improvements Change requests are used to take corrective action
preventive action or to perform defect repair
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8222质量审核
质量审计结构化独立程确定项目活动符合组织
项目政策程序程序质量审计目标包括：
识佳实践实施
确定合格差距足
分享良做法介绍类似项目组织实施行业
积极提供协助积极方式提高执行程帮助
团队提高生产率
突出课程审计学会组织知识库贡献
纠正缺陷应导致降低质量成增加努力
赞助客户验收项目产品质量审计定期机
通部外部审计师进行
质量审核确认批准变更请求包括更新实施纠正
行动缺陷修复预防措施
8223程分析
程分析程改进计划找出需改进步骤
种分析考察问题验约束历非增值活动
工艺操作识程分析包括根原分析具体方法
发现问题发现潜原制定预防措施
823执行质量保证：输出
时更改请求
变更请求创建作输入执行整体变更控制程（第45节）
允许改善建议充分考虑更改请求采取纠正行动
预防行动执行缺陷修复
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8 PROJECT QUALITY MANAGEMENT
8232 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Quality management plan (Section 8131)
Scope management plan (Section 5131)
Schedule management plan (Section 6131) and
Cost management plan (7131)
8233 Project Documents Updates
Project documents that may be updated include but are not limited to
Quality audit reports
Training plans and
Process documentation
8234 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to the
organization’s quality standards and the quality management system
83 Control Quality
Control Quality is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes The key benefits of this process include (1) identifying the
causes of poor process or product quality and recommending andor taking action to eliminate them and (2)
validating that project deliverables and work meet the requirements specified by key stakeholders necessary for
final acceptance The inputs tools and techniques and outputs of this process are depicted in Figure 811 Figure
812 depicts the data flow diagram of the process
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8项目质量理
8232项目理计划更新
项目理计划更新容包括限：
质量理计划（第8131）
范围理计划（第5131）
进度理计划（第6131）
成理计划（7131）
8233项目文件更新
项目文件更新包括限：
质量审计报告
培训计划
工艺文件
8234组织程资产更新
会更新组织程资产素包括限
组织质量标准质量理体系
83质量控制
控制质量监测记录执行质量活动评估结果程
性建议必变化程优点包括：（1）识
怜程产品质量推荐采取行动消原（2）
验证项目交付成果工作满足关键利益相关者必求
终验收输入工具技术程输出描绘图811图
812描述程数流图
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8 PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change
requests
6 Deliverables
7 Project documents
8 Organizational process
assets
1 Seven basic quality tools
2 Statistical sampling
3 Inspection
4 Approved change
requests review
1 Quality control
measurements
2 Validated changes
3 Verified deliverables
4 Work performance
information
5 Change requests
6 Project management plan
updates
7 Project documents
updates
8 Organizational process
assets updates
Figure 811 Control Quality Inputs Tools & Techniques and Outputs
Project Quality Management
83
Control
Quality
82
Perform Quality
Assurance
81
Plan Quality
Management
Project
d ocuments
Approved change
requests
Deliverables
Work performance
data
Project
management
plan
Project
management
plan updates
Quality metrics
Quality checklists
Organizational
process assets
Organizational
process assets
updates
Quality
control
measurements
42
Develop Project
Management
Plan
45
Perform
Integrated
Change Control
43
Direct and
Manage Project
Work
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
55
Validate
Scope
Enterprise
Organization
Project
Documents
Enterprise
Organization
Project
Documents
Project
d ocuments
updates
Verified
d eliverables
Change
requests
Validated
changes
Work
performance
Information
Figure 812 Control Quality Data Flow Diagram
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8项目质量理
8
输入工具技术输出
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更
请求
6交付成果
7项目文件
8组织程
资产
1七基质量工具
2统计抽样
3检查
4批准变更
请求审查
1质量控制
测量
2变化验证
3验证交付成果
4工作性
问询处
5变更请求
6项目理计划
更新
7项目文件
更新
8组织程
资产更新
图811质量控制：输入输出工具技术
项目质量理
83
控制
质量
82
执行质量
保证
81
规划质量
理
项目
单
批准变更
请求
交付
工作绩效
数
项目
理
计划
项目
理
计划更新
质量度量
质量检查表
组织
程资产
组织
程资产
更新
质量
控制
测量
42
开发项目
理
计划
45
执行
集成
变更控制
43
直接
理项目
工作
42
开发项目
理
计划
44
监控
控制项目
工作
45
执行
集成
变更控制
55
验证
范围
企业
组织
项目
文件
企业
组织
项目
文件
项目
单
更新
验证
D eliverables
变化
请求
验证
变化
工作
性
问询处
图12质量控制数流图
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The Control Quality process uses a set of operational techniques and tasks to verify that the delivered output
will meet the requirements Quality assurance should be used during the project’s planning and executing phases
to provide confidence that the stakeholder’s requirements will be met and quality control should be used during
the project executing and closing phases to formally demonstrate with reliable data that the sponsor andor
customer’s acceptance criteria have been met
The project management team may have a working knowledge of statistical control processes to evaluate data
contained in the control quality outputs Among other subjects the team may find it useful to know the differences
between the following pairs of terms
Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the
customer)
Attribute sampling (the result either conforms or does not conform) and variables sampling (the result is
rated on a continuous scale that measures the degree of conformity)
Tolerances (specified range of acceptable results) and control limits (that identify the boundaries of
common variation in a statistically stable process or process performance)
831 Control Quality Inputs
8311 Project Management Plan
Described in Section 8131 The project management plan contains the quality management plan which is
used to control quality The quality management plan describes how quality control will be performed within the
project
8312 Quality Metrics
Described in Section 4231 A quality metric describes a project or product attribute and how it will be measured
Some examples of quality metrics include function points mean time between failure (MTBF) and mean time to
repair (MTTR)
8313 Quality Checklists
Described in Section 8134 Quality checklists are structured lists that help to verify that the work of the project
and its deliverables fulfill a set of requirements
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8项目质量理
质量控制程中组操作技术务验证输出
满足求质量保证应项目规划执行阶段应
提供信心利益相关者求满足质量控制程中
项目执行结束阶段正式证明数发起
客户验收标准满足
项目理团队统计控制工作程知识评估数
包含质量控制输出学科中团队会发现认识差异
面术语间：
预防（保持错误程）检验（保持误差手中
客户）
属性抽样（结果符合符合）变量抽样（结果
连续尺度测量符合程度额定）
公差（规定接受结果范围）控制限制（边界识
常见变化统计学稳定程工艺性）
831质量控制：输入
8311项目理计划
第8131描述项目理计划包含质量理计划
控制质量质量理计划描述质量控制
项目
8312质量度量
第4231描述质量度量描述项目产品属性测量
质量标准例子包括：功点均障间隔时间（MTBF）均时间
修复（MTTR）
8313质量检查表
第8134描述质量检查表结构化列表助验证项目工作
交付成果满足组求
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8314 Work Performance Data
Described in Section 4332 Work performance data can include
Planned vs actual technical performance
Planned vs actual schedule performance and
Planned vs actual cost performance
8315 Approved Change Requests
As part of the Perform Integrated Change Control process a change log update indicates that some changes are
approved and some are not Approved change requests may include modifications such as defect repairs revised
work methods and revised schedule The timely implementation of approved changes needs to be verified
8316 Deliverables
Described in Section 4331 A deliverable is any unique and verifiable product result or capability that results
in a validated deliverable required by the project
8317 Project Documents
Project documents may include but are not limited to
Agreements
Quality audit reports and change logs supported with corrective action plans
Training plans and assessments of effectiveness and
Process documentation such as those obtained using either the seven basic quality tools or the quality
management and control tools shown in Figures 87 and 810
8318 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Control Quality process include
but are not limited to
The organization’s quality standards and policies
Standard work guidelines and
Issue and defect reporting procedures and communication policies
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832 Control Quality Tools and Techniques
8321 Seven Basic Quality Tools
Described in Section 8123 The seven basic quality tools are illustrated conceptually in Figure 87
8322 Statistical Sampling
Described in Section 8126 Samples are selected and tested as defined in the quality management plan
8323 Inspection
An inspection is the examination of a work product to determine if it conforms to documented standards The
results of an inspection generally include measurements and may be conducted at any level For example the
results of a single activity can be inspected or the final product of the project can be inspected Inspections may
be called reviews peer reviews audits or walkthroughs In some application areas these terms have narrow and
specific meanings Inspections also are used to validate defect repairs
8324 Approved Change Requests Review
All approved change requests should be reviewed to verify that they were implemented as approved
833 Control Quality Outputs
8331 Quality Control Measurements
Quality control measurements are the documented results of control quality activities They should be captured
in the format that was specified through the Plan Quality Management process (Section 81)
8332 Validated Changes
Any changed or repaired items are inspected and will be either accepted or rejected before notification of the
decision is provided Rejected items may require rework
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8314工作性数
第4332部分描述工作绩效数包括：
计划实际技术性
计划实际进度绩效
计划实际成性
8315批准变更请求
执行整体变更控制程部分改变日志更新表明变化
批准批准变更请求包括修改缺陷修理修订
工作方法修改进度计划已批准变更需验证时执行
8316交付
第4331描述交付成果验证产品结果独特力结果
效交付求项目
8317设备项目文件
项目文件包括限：
协议
质量审核报告纠正行动计划支持更改日志
培训计划评估效性
程文件通七基质量工具质量
理控制图87显示工具810
8318组织程资产
第214描述影响质量控制程组织程资产包括
限：
组织质量标准政策
标准工作指导方针
问题缺陷报告程序通信政策
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832控制质量：工具技术
8321七基质量工具
第8123描述七基质量工具图87概念说明
8322统计抽样
第8126描述样选择测试质量理计划中定义
8323检验
检查工作产品确定否符合标准检验记录
检验结果般包括测量水进行说呢
单活动结果进行检查项目终产品检查检查
称评价行评审审核演练应领域条款狭窄
特定含义检查验证缺陷修复
8324审查已批准变更请求
批准变更请求应审查验证实施批准
833质量控制：输出
8331质量控制测量
质量控制测量记录结果质量控制活动应该捕获
通计划质量理程中指定格式（81节）
8332变化验证
更改修复项目检查接受拒绝通知前
提供决策拒绝项目需返工
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8 PROJECT QUALITY MANAGEMENT
8
8333 Verified Deliverables
A goal of the Control Quality process is to determine the correctness of deliverables The results of performing
the Control Quality process are verified deliverables Verified deliverables are an input to Validate Scope (5514)
for formalized acceptance
8334 Work Performance Information
Work performance information is the performance data collected from various controlling processes analyzed
in context and integrated based on relationships across areas Examples include information about the project
requirements fulfillment such as causes for rejections rework required or the need for process adjustments
8335 Change Requests
If the recommended corrective or preventive actions or a defect repair requires a change to the project
management plan a change request (Section 4431) should be initiated in accordance with the defined Perform
Integrated Change Control (45) process
8336 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Quality management plan (Section 8131) and
Process improvement plan (Section 8132)
8337 Project Documents Updates
Project documents that may be updated include but are not limited to
Quality standards
Agreements
Quality audit reports and change logs supported with corrective action plans
Training plans and assessments of effectiveness and
Process documentation such as information obtained using the seven basic quality tools or the quality
management and control tools
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8项目质量理
8
8333验证交付
目标质量控制程确定交付成果正确性执行结果
验证交付质量控制程交付成果验证范围验证输入（5514）
正式验收
8334工作绩效信息
工作绩效信息种控制程中收集性数分析
文基关系跨区综合例子包括项目信息
履行求等原拒绝求需返工工艺调整
8335变更请求
果建议纠正预防措施缺损修复需变更项目
理计划变更请求（第4431）应开始定义执行
整体变更控制程（45）
8336项目理计划更新
项目理计划更新容包括限：
质量理计划（第8131）
程改进计划（第8132）
8337项目文件更新
项目文件更新包括限
质量标准
协议
质量审核报告纠正行动计划支持更改日志
培训计划评估效性
工艺文件信息获七基质量工具质量
理控制工具
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8 PROJECT QUALITY MANAGEMENT
8338 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
Completed checklists When checklists are used the completed checklists become part of the project
documents and organizational process assets (Section 4115)
Lessons learned documentation The causes of variances the reasoning behind the corrective action
chosen and other types of lessons learned from control quality are documented so they become part of
the historical database for both the project and the performing organization
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8项目质量理
8338组织程资产更新
会更新组织程资产素包括限：
完整清单清单完成清单成项目部分
文件组织程资产（第4115）
验教训文档产生偏差原纠正行动背推理
选择类型控制质量验教训记录成
项目执行组织历史数库
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management includes the processes that organize manage and lead the project
team The project team is comprised of the people with assigned roles and responsibilities for completing the
project Project team members may have varied skill sets may be assigned full or parttime and may be added or
removed from the team as the project progresses Project team members may also be referred to as the project’s
staff Although specific roles and responsibilities for the project team members are assigned the involvement of
all team members in project planning and decision making is beneficial Participation of team members during
planning adds their expertise to the process and strengthens their commitment to the project
Figure 91 provides an overview of the Project Human Resource Management processes which are as follows
91 Plan Human Resource Management—The process of identifying and documenting project roles
responsibilities required skills reporting relationships and creating a staffing management plan
92 Acquire Project Team—The process of confirming human resource availability and obtaining the
team necessary to complete project activities
93 D evelop Project Team—The process of improving competencies team member interaction and
overall team environment to enhance project performance
94 Manage Project Team—The process of tracking team member performance providing feedback
resolving issues and managing changes to optimize project performance
99
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9项目力资源理
9
项目力资源理
项目力资源理包括流程组织理带领项目
团队项目团队包括分配角色责完成
项目项目团队成员技分配全职兼职会增加
团队项目进展删项目团队成员称项目
工作员项目团队成员特定角色责分配参
项目规划决策团队成员益团队成员参
计划增加专业知识程加强承诺项目
图91提供项目力资源理程概述容：
91项目力资源理识记录项目作程
责需技报告关系创造员工理计划
92项目团队组建程确认力资源性获
团队需完成项目活动
93建设项目团队提高力程中团队成员互动
球队整体环境提高项目绩效
94理项目团队踪团队成员绩效程提供反馈
解决问题理优化项目绩效变化
99
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9 PROJECT HUMAN RESOURCE MANAGEMENT
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
As a result of these interactions additional planning may be required throughout the project For example
After initial team members create a work breakdown structure additional team members may need to
be added to the team
As additional team members are added to the team their experience levels or lack thereof could
decrease or increase project risk creating the need for additional risk planning
When activity durations are estimated budgeted scoped or planned prior to identifying all project team
members and their competency levels the activity durations may change
The project management team is a subset of the project team and is responsible for the project management
and leadership activities such as initiating planning executing monitoring controlling and closing the various
project phases This group can also be referred to as the core executive or leadership team For smaller projects
the project management responsibilities may be shared by the entire team or administered solely by the project
manager The project sponsor works with the project management team typically assisting with matters such as
project funding clarifying scope monitoring progress and influencing stakeholders in both the requesting and
performing organization for the project benefit
Managing and leading the project team includes but is not limited to
Influencing the project team The project manager needs to be aware of and influence when possible
human resource factors that may impact the project These factors includes team environment
geographical locations of team members communications among stakeholders internal and external
politics cultural issues organizational uniqueness and others factors that may alter project performance
Professional and ethical behavior The project management team should be aware of subscribe to and
ensure that all team members follow professional and ethical behavior
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9项目力资源理
程间相互作知识领域程详细描述
第3节附录A1
相互作额外计划整项目需说呢
初始团队成员创建工作分解结构额外团队成员需
添加团队
作额外团队成员加入团队中验水缺乏
增加减少项目风险创造额外风险规划需
活动持续时间估计预算范围计划确定项目团队前
成员力水活动持续时间会改变
项目理团队项目团队子集负责项目理
领导活动启动规划执行监测控制关闭种
项目阶段组称核心执行领导团队型项目
项目理职责整团队理项目享
理项目发起项目理团队通常协助等事项
项目资金明确范围监测进展情况影响利益相关者求
执行项目效益组织
理领导项目团队包括限：
影响项目团队项目理需解影响果话
力资源素会影响项目素包括团队环境
团队成员理位置部外部利益相关者间通信
政治文化问题组织独特性素会改变项目绩效
专业道德行项目理团队必须意识订阅
确保团队成员遵守职业道德行
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
1 Inputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Organization charts and
position descriptions
2 Networking
3 Organizational theory
4 Expert judgment
5 Meetings
3 Outputs
1 Human resource management
plan
1 Inputs
1 Human resource management
plan
2 Enterprise environmental
factors
3 Organizational process assets
2 Tools & Techniques
1 Preassignment
2 Negotiation
3 Acquisition
4 Virtual teams
5 Multicriteria decision
analysis
3 Outputs
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
1 Inputs
1 Human resource management
plan
2 Project staff assignments
3 Resource calendars
2 Tools & Techniques
1 Interpersonal skills
2 Training
3 Teambuilding activities
4 Ground rules
5 Colocation
6 Recognition and rewards
7 Personnel assessment tools
3 Outputs
1 Team performance
assessments
2 Enterprise environmental
factors updates
1 Inputs
1 Human resource management
plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance reports
6 Organizational process assets
2 Tools & Techniques
1 Observation and conversation
2 Project performance
appraisals
3 Conflict management
4 Interpersonal skills
3 Outputs
1 Change requests
2 Project management plan
updates
3 Project documents updates
4 Enterprise environmental
factors updates
5 Organizational process assets
updates
Project Human Resource
Management Overview
91 Plan Human 92 Acquire Project Team
Resource Management 93 Develop Project Team
94 Manage Project Team
Figure 91 Project Human Resource Management Overview
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9项目力资源理
9
1投入
1项目理计划
2活动资源
求
3企业环境
素
4组织程资产
2工具技术
1组织结构图
职位描述
2网络
3组织理
4专家判断
5会议
3输出
1力资源理
计划
1投入
1力资源理
计划
2企业环境
素
3组织程资产
2工具技术
1预分配
2谈判
3收购
4虚拟团队
5准决策
分析
3输出
1项目员分配
2资源日历
3项目理计划
更新
1投入
1力资源理
计划
2项目员分配
3资源日历
2工具技术
1际关系技巧
2训练
3团队建设活动
4基规
5托
6表彰奖励
7测评工具
3输出
1团队绩效
评估
2企业环境
素更新
1投入
1力资源理
计划
2项目员分配
3团队绩效
评估
4问题日志
5工作业绩报告
6组织程资产
2工具技术
1观察话
2项目绩效
评估
3突理
4际关系技巧
3输出
1变更请求
2项目理计划
更新
3项目文件更新
4企业环境
素更新
5组织程资产
更新
项目力资源
理概述
91计划92获取项目团队
资源理93项目团队建设
94理项目团队
图91项目力资源理概述
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9 PROJECT HUMAN RESOURCE MANAGEMENT
91 Plan Human Resource Management
Plan Human Resource Management is the process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan The key benefit of this process
is that it establishes project roles and responsibilities project organization charts and the staffing management
plan including the timetable for staff acquisition and release The inputs tools and techniques and outputs of this
process are depicted in Figure 92 Figure 93 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process
assets
1 Organization charts and
position descriptions
2 Networking
3 Organizational theory
4 Expert judgment
5 Meetings
1 Human resource
management plan
Figure 92 Plan Human Resource Management Inputs Tools & Techniques and Outputs
Project Human Resource Management
94
Manage
Project Team
93
Develop
Project Team
92
Acquire
Project Team
Human resource
management plan
Organizational
process assets
Enterprise
e nvironmental
factors 72
Estimate
Costs
112
Identify
Risks
91
Plan Human
Resource
Management
42
Develop Project
Management
Plan
64
Estimate
Activity
Resources
Project management plan
Activity resource
requirements
Enterprise
Organization
Figure 93 Plan Human Resource Management Data Flow Diagram
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9项目力资源理
91计划力资源理
计划力资源理识记录项目作程责
需技报告关系创造员工理计划程关键利益
建立项目角色责项目组织图员理
计划包括员获取释放时间表输入输出工具技术
图92描述程图93描述程数流图
输入工具技术输出
1项目理计划
2活动资源
求
3企业环境
素
4组织程
资产
1组织结构图
职位描述
2网络
3组织理
4专家判断
5会议
1力资源
理计划
图92计划力资源理：输入输出工具技术
项目力资源理
94
理
项目团队
93
发展
项目团队
92
获
项目团队
力资源
理计划
组织
程资产
企业
环境
素72
估计
成
112
识
风险
91
计划
资源
理
42
开发项目
理
计划
64
估计
活动
资源
项目理计划
活动资源
求
企业
组织
图93计划力资源理数流程图
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Human resource planning is used to determine and identify human resources with the necessary skills required
for project success The human resource management plan describes how the roles and responsibilities reporting
relationships and staffing management will be addressed and structured within a project It also contains the
staffing management plan including timetables for staff acquisition and release identification of training needs
teambuilding strategies plans for recognition and rewards programs compliance considerations safety issues
and the impact of the staffing management plan on the organization
Effective human resource planning should consider and plan for the availability of or competition for scarce
resources Project roles can be designated for teams or team members Those teams or team members can
be from inside or outside the organization performing the project Other projects may be competing for human
resources with the same competencies or skill sets Given these factors project costs schedules risks quality and
other project areas may be significantly affected
911 Plan Human Resource Management Inputs
9111 Project Management Plan
Described in Section 4231 The project management plan is used to develop the human resource management
plan as described in Section 9131 The information used for the development of the human resource management
plan includes but is not limited to
The project life cycle and the processes that will be applied to each phase
How work will be executed to accomplish the project objectives
A change management plan that documents how changes will be monitored and controlled
A configuration management plan that documents how configuration management will be performed
How integrity of the project baselines will be maintained and
Needs and methods of communication among stakeholders
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9项目力资源理
9
力资源规划确定需技力资源
项目成功力资源理计划描述角色职责报告
关系事理解决项目结构包含
员理计划包括员获取释放时间表确定培训需求
团队建设策略表彰奖励计划计划性考虑安全问题
员理计划组织影响
效力资源规划应考虑性争夺稀缺计划
资源项目角色指定队伍团队成员队伍团队成员
组织执行项目部外部项目争取
具相力技资源素项目成进度质量风险
项目区会显着影响
911计划力资源理：输入
9111项目理计划
第4231描述项目理计划开发力资源理
第9131描述计划力资源理发展信息
计划包括限：
项目生命周期程应阶段
工作执行实现项目目标
变更理计划文件变化监测控制
配置理计划执行文件配置理
完整项目基线保持变
方法需利益相关者间沟通
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9112 Activity Resource Requirements
Described in Section 6431 Human resource planning uses activity resource requirements to determine the
human resource needs for the project The preliminary requirements regarding the required project team members
and their competencies are progressively elaborated as part of the Plan Human Resource Management process
9113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Human Resource
Management process include but are not limited to
Organizational culture and structure
Existing human resources
Geographical dispersion of team members
Personnel administration policies and
Marketplace conditions
9114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Human Resource
Management process include but are not limited to
Organizational standard processes policies and role descriptions
Templates for organizational charts and position descriptions
Lessons learned on organizational structures that have worked in previous projects and
Escalation procedures for handling issues within the team and within the performing organization
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9项目力资源理
9112活动资源求
第6431描述力资源规划利活动资源需求确定
项目力资源需求求项目团队成员初步求
力作计划力资源理程部分逐步阐述
9113企业环境素
第215描述够影响企业力资源素环境计划
理程包括限：
组织文化结构
现力资源
团队成员理分布
事理政策
市场条件
9114组织程资产
第214描述组织程资产影响力资源规划
理程包括限：
组织标准程政策作描述
模板组织图职位描述
教训前项目组织结构工作
升级程序团队组织处理问题
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
912 Plan Human Resource Management Tools and Techniques
9121 Organization Charts and Position Descriptions
Various formats exist to document team member roles and responsibilities Most of the formats fall into one of
three types (Figure 94) hierarchical matrix and textoriented Additionally some project assignments are listed
in subsidiary plans such as the risk quality or communications management plans Regardless of the method
utilized the objective is to ensure that each work package has an unambiguous owner and that all team members
have a clear understanding of their roles and responsibilities For example a hierarchical format may be used to
represent highlevel roles while a textbased format may be better suited to document the detailed responsibilities
RAM Role
Responsibilities
Authority
PM
Organization Chart
(hierarchical)
Responsibility Chart
(matrix)
Role Description
(text)
Figure 94 Roles and Responsibility Definition Formats
Hierarchicaltype charts The traditional organization chart structure can be used to show positions and
relationships in a graphical topdown format Work breakdown structures (WBS) designed to show how
project deliverables are broken down into work packages provide a way of showing highlevel areas of
responsibility While the WBS shows a breakdown of project deliverables the organizational breakdown
structure (OBS) is arranged according to an organization’s existing departments units or teams with the
project activities or work packages listed under each department An operational department such as
information technology or purchasing can see all of its project responsibilities by looking at its portion of
the OBS The resource breakdown structure (RBS) is a hierarchical list of resources related by category
and resource type that is used to facilitate planning and controlling of project work Each descending
(lower) level represents an increasingly detailed description of the resource until small enough to be used
in conjunction with the work breakdown structure (WBS) to allow the work to be planned monitored and
controlled The resource breakdown structure is helpful in tracking project costs and can be aligned with
the organization’s accounting system It can contain resource categories other than human resources
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9项目力资源理
9
912计划力资源理：工具技术
9121组织图职位描述
种格式存文档团队成员角色责部分格式
三种（见图94）：分层矩阵面文外项目务市
子公司计划风险质量沟通理计划什方法
利目确保工作包明确者团队成员
清楚解角色责例分层格式
代表高层次角色基文格式更适文件具体职责
RAM作
责
权威
PM
组织结构图
（分层）
责图
（矩阵）
角色描述
（文）
图94角色责定义格式
分层式图表传统组织结构图显示位置
图形化关系格式工作分解结构（WBS）设计说明
项目交付成果分解工作包提供种方式显示高水区
责WBS显示项目交付成果分解组织分解
结构（OBS）根组织现部门安装单位支
项目活动工作包部门市业务部门
信息技术采购项目责寻找部分
OBS资源分解结构（RBS）相关类资源分层列表
资源类型规划控制项目工作降
（）表示越越详细资源描述
工作分解结构（WBS）结合工作计划监测
控制资源细分结构踪项目成帮助配合
该组织会计系统包含资源类外力资源
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Matrixbased charts A responsibility assignment matrix (RAM) is a grid that shows the project
resources assigned to each work package It is used to illustrate the connections between work
packages or activities and project team members On larger projects RAMs can be developed
at various levels For example a highlevel RAM can define what a project team group or unit is
responsible for within each component of the WBS while lowerlevel RAMs are used within the group
to designate roles responsibilities and levels of authority for specific activities The matrix format
shows all activities associated with one person and all people associated with one activity This also
ensures that there is only one person accountable for any one task to avoid confusion of responsibility
One example of a RAM is a RACI (responsible accountable consult and inform) chart shown in
Figure 95 The sample chart shows the work to be done in the left column as activities The assigned
resources can be shown as individuals or groups The project manager can select other options such
as lead and resource designations or others as appropriate for the project A RACI chart is a useful
tool to use when the team consists of internal and external resources in order to ensure clear divisions
of roles and expectations
RACI Chart Person
Activity
Create charter
Collect
requirements
Submit change
request
Develop test plan
Ann Ben Carlos Dina Ed
A
I
R
R Responsible A Accountable C Consult I Inform
C
C C
A
A
I A
I I
I
I
C
R
R
R
I R
Figure 95 RACI Matrix
Textoriented formats Team member responsibilities that require detailed descriptions can be
specified in textoriented formats Usually in outline form the documents provide information such as
responsibilities authority competencies and qualifications The documents are known by various names
including position descriptions and roleresponsibilityauthority forms These documents can be used as
templates for future projects especially when the information is updated throughout the current project
by applying lessons learned
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
9122 Networking
Networking is the formal and informal interaction with others in an organization industry or professional
environment It is a constructive way to understand political and interpersonal factors that will impact the
effectiveness of various staffing management options Human resource management benefits from successful
networking by improving knowledge of and access to human resource assets such as strong competencies
specialized experience and external partnership opportunities Examples of human resources networking activities
include proactive correspondence luncheon meetings informal conversations including meetings and events
trade conferences and symposia Networking can be a useful technique at the beginning of a project It can also
be an effective way to enhance project management professional development during the project and after the
project ends
9123 Organizational Theory
Organizational theory provides information regarding the way in which people teams and organizational
units behave Effective use of common themes identified in organizational theory can shorten the amount of time
cost and effort needed to create the Plan Human Resource Management process outputs and improve planning
efficiency It is important to recognize that different organizational structures have different individual response
individual performance and personal relationship characteristics Also applicable organizational theories may
recommend exercising a flexible leadership style that adapts to the changes in a team’s maturity level throughout
the project life cycle
9124 Expert Judgment
When developing the human resource management plan expert judgment is used to
List the preliminary requirements for the required skills
Assess the roles required for the project based on standardized role descriptions within the organization
Determine the preliminary effort level and number of resources needed to meet project objectives
Determine reporting relationships needed based on the organizational culture
Provide guidelines on lead time required for staffing based on lessons learned and market conditions
Identify risks associated with staff acquisition retention and release plans and
Identify and recommend programs for complying with applicable government and union contracts
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9项目力资源理
矩阵基础图责分配矩阵（RAM）网格显示项目
分配工作包资源说明工作间联系
包装活动项目团队成员项目RAMS开发
级例高层次RAM定义项目团队单位什
负责WBS组件低水组RAM
指定角色责具体活动权限级矩阵形式
显示活动相关关活动
确保务避免混乱责责
种RAM例子RACI（负责负责咨询通知）图示
图95示例图表显示工作左栏做活动指定
资源表现团体项目理选择选项
领导资源名称适项目RACI图
工具时团队部外部资源确保清晰划分
角色期
RACI图
活动
创建宪章
收集
求
提交更改
请求
开发测试计划
安卡洛斯迪ED
R
R 负责负责C 请教通知
C
C
C
R
R
R
图95RACI矩阵
面文格式团队成员职责需详细描述
面文格式通常纲形式文件提供信息
责权力力资格文件种名称
包括职位描述角色责权力形式文件作
未项目模板特更新信息前项目
通验教训
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9项目力资源理
9
9122网络
网络组织中行业正式非正式互动专业
环境种建设性方式理解政治际关系素影响
种事理选项效性力资源理效益成功
通改进获强竞争力力资源资产网络知识
专业验外部合作机会力资源网络活动例子
包括积极应午餐会议包括非正式话会议活动
贸易会议研讨会网络项目开始时候非常技术
种效方式提高项目理专业发展项目期间
工程结束
9123组织理
组织理提供关信息方式团队组织
单位行题组织理确定效缩短时间
成努力创造计划程输出提高力资源理规划
效率认识组织结构体反应重
表现关系特点时应组织理
推荐实行灵活领导风格适应变化团队成熟度
项目生命周期
9124专家判断
开发力资源理计划时专家判断：
列表中需技初步求
评估基标准化作描述组织项目需角色
确定初步努力水需满足项目目标资源数量
确定报告关系需基组织文化
提供需员时间准基验市场条件
确定员获取保留释放相关风险计划
识推荐程序符合政府工会合
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9125 Meetings
When planning human resource management of the project the project management team will hold planning
meetings These meetings leverage a combination of other tools and techniques to allow for all project management
team members to reach consensus on the human resource management plan
913 Plan Human Resource Management Outputs
9131 Human Resource Management Plan
The human resource management plan a part of the project management plan provides guidance on how
project human resources should be defined staffed managed and eventually released The human resource
management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process
The human resource management plan includes but is not limited to the following
Roles and responsibilities The following should be addressed when listing the roles and responsibilities
needed to complete a project
○○ Role The function assumed by or assigned to a person in the project Examples of project roles
are civil engineer business analyst and testing coordinator Role clarity concerning authority
responsibilities and boundaries should also be documented
○○ Authority The right to apply project resources make decisions sign approvals accept
deliverables and influence others to carry out the work of the project Examples of decisions
that need clear authority include the selection of a method for completing an activity quality
acceptance and how to respond to project variances Team members operate best when their
individual levels of authority match their individual responsibilities
○○ Responsibility The assigned duties and work that a project team member is expected to perform
in order to complete the project’s activities
○○ Competency The skill and capacity required to complete assigned activities within the project
constraints If project team members do not possess required competencies performance can
be jeopardized When such mismatches are identified proactive responses such as training
hiring schedule changes or scope changes are initiated
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9项目力资源理
9125会议
规划项目力资源理项目理团队规划
会议会议利工具技术组合允许项目理
团队成员达成致力资源理计划
力资源理：输出部分计划
9131力资源理计划
力资源理计划项目理计划部分提供指导
项目力资源配置应定义理终释放力资源
续修改理计划投入项目理计划发展程
力资源理计划包括限：
角色责面解决市时角色职责
完成项目需：
○○作承担职责分配项目项目务例子
土木工程师业务分析师测试协调员角色清晰权威
责边界应该记录
○○权威申请项目资源正确决策签字批准接受
交付成果影响该项目进行工作决定例子
需明确权力包括完成某项活动方法选择质量
验收应项目方差团队成员操作时
权威水匹配责
○○责指定职责工作项目团队成员预计执行
完成该项目活动
○○力求项目完成工作技力
约束果团队成员具备需力性
受损害种匹配确定积极反应培训
招聘进度变化范围变化发起
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Project organization charts A project organization chart is a graphic display of project team members
and their reporting relationships It can be formal or informal highly detailed or broadly framed based on
the needs of the project For example the project organization chart for a 3000person disaster response
team will have greater detail than a project organization chart for an internal twentyperson project
Staffing management plan The staffing management plan is a component of the human resource
management plan that describes when and how project team members will be acquired and how long
they will be needed It describes how human resource requirements will be met The staffing management
plan can be formal or informal highly detailed or broadly framed depending upon the needs of the
project The plan is updated continually during the project to direct ongoing team member acquisition and
development actions Information in the staffing management plan varies by application area and project
size but items to consider include
○○ Staff acquisition A number of questions arise when planning the acquisition of project team
members For example whether the human resources come from within the organization or
from external contracted sources whether the team members need to work in a central location
or may work from distant locations costs associated with each level of expertise needed for
the project and level of assistance that the organization’s human resource department and
functional managers are able to provide to the project management team
○○ Resource calendars Calendars that identify the working days and shifts on which each specific
resource is available The staffing management plan describes necessary time frames for
project team members either individually or collectively as well as when acquisition activities
such as recruiting should start One tool for charting human resources is a resource histogram
used by the project management team as a means of providing a visual representation or
resources allocation to all interested parties This chart illustrates the number of hours a person
department or entire project team that will be needed each week or month over the course
of the project The chart can include a horizontal line that represents the maximum number of
hours available from a particular resource Bars that extend beyond the maximum available
hours identify the need for a resource optimization strategy (Section 6624) such as adding
more resources or modifying the schedule An example of a resource histogram is illustrated in
Figure 96
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9项目力资源理
9
项目组织图项目组织图项目团队成员图形显示
报告关系正式非正式非常详细广泛框架基
项目需求例3000灾难响应项目组织结构图
团队部项目组织图更详细二十项目
职员理计划员理计划力资源组成部分
理计划描述时项目团队成员获长时间
需描述进行力资源求满足员配备理
计划正式非正式非常详细广泛框架根需
项目该计划项目团队成员获取直接进行断更新
发展行动员工理计划信息应领域项目变化
项目包括：
○○员工收购出现问题计划收购项目团队
成员例力资源组织
外部源承包团队成员需中央位置工作
者遥远方工作专业水需相关费
项目水援助组织力资源部
职理员够提供项目理团队
○○资源日历日历确定工作天班特定
资源员理计划描述必时间框架
项目团队成员集体收购活动
招聘应该开始图表力资源工具资源直方图
项目理团队提供视表示形式手段
资源分配感兴趣方张图表说明数时
部门整项目团队需星期月课程
该项目图表包括条水线代表数量
特定资源时间超出酒吧
时间确定资源优化策略需（第6624）添加
更资源修改计划资源直方图举例说明
图96
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9 PROJECT HUMAN RESOURCE MANAGEMENT
300
275
250
225
200
175
150
125
100
75
50
25
0
Jan Feb Mar Apr May
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
Staff Hours for Senior Designers
40
Figure 96 Illustrative Resource Histogram
○○ Staff release plan Determining the method and timing of releasing team members benefits both
the project and team members When team members are released from a project the costs
associated with those resources are no longer charged to the project thus reducing project
costs Morale is improved when smooth transitions to upcoming projects are already planned A
staff release plan also helps mitigate human resource risks that may occur during or at the end
of a project
○○ Training needs If it is expected that the team members to be assigned will not have the required
competencies a training plan can be developed as part of the project The plan can also include
ways to help team members obtain certifications that would support their ability to benefit the
project
○○ Recognition and rewards Clear criteria for rewards and a planned system for their use help
promote and reinforce desired behaviors To be effective recognition and rewards should be
based on activities and performance under a person’s control For example a team member who
is to be rewarded for meeting cost objectives should have an appropriate level of control over
decisions that affect expenses Creating a plan with established times for distribution of rewards
ensures that recognition takes place and is not forgotten Recognition and rewards are part of
the Develop Project Team process (Section 93)
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9项目力资源理
300
275
250
225
200
175
150
125
100
75
50
25
0
月二月三月四月五月
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
高级设计师工作时间
40
图96资源直方图说明
○○员工发布计划确定释放团队成员方法时间效益
项目团队成员团队成员项目发布成
资源相关计入项目减少项目
成士气提高滑渡未项目已计划
员工发布计划助减轻力资源风险期间结束时发生
项目
○○培训需求果希团队成员分配会需
力培训计划开发项目部分该计划包括
帮助团队成员获认证支持力效益
项目
○○表彰奖励奖励计划系统帮助明确标准
促进加强需行效表彰奖励应
控制活动性基础例团队成员
满足成目标奖励应该控制适水
决定影响费建立定期分配奖励计划
确保识发生遗忘表彰奖励部分
项目团队开发程（第93节）
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
○○ Compliance The staffing management plan can include strategies for complying with applicable
government regulations union contracts and other established human resource policies
○○ Safety Policies and procedures that protect team members from safety hazards can be included
in the staffing management plan as well as in the risk register
92 Acquire Project Team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary
to complete project activities The key benefit of this process consists of outlining and guiding the team selection
and responsibility assignment to obtain a successful team The inputs tools and techniques and outputs of this
process are depicted in Figure 97 Figure 98 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Enterprise environmental
factors
3 Organizational process
assets
1 Preassignment
2 Negotiation
3 Acquisition
4 Virtual teams
5 Multicriteria decision
analysis
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
Figure 97 Acquire Project Team Inputs Tools & Techniques and Outputs
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9项目力资源理
9
○○性员理计划包括符合适策略
工会合政府法规建立力资源政策
○○安全政策程序保护团队成员包括安全隐患
员工理计划风险登记册
92项目团队组建
获取项目团队确定力资源性获团队必程
完成项目活动程关键处包括概述指导团队选择
职责分配获成功团队输入输出工具技术
图97描述程图98描述程数流图
输入工具技术输出
1力资源
理计划
2企业环境
素
3组织程
资产
1预分配
2谈判
3收购
4虚拟团队
5准决策
分析
1项目员分配
2资源日历
3项目理计划
更新
图97项目团队组建：输入输出工具技术
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management
92
Acquire
Project Team
91
Plan Human
Resource
Management
93
Develop Project
Team
94
Manage
Project Team
Organizational
process assets
Enterprise
e nvironmental
factors
Human resource
management plan
Resource
calendars
Project staff
assignments
Project
management
plan updates
65
Estimate
Activity
Durations
64
Estimate
Activity
Resources
42
Develop Project
Management
Plan
66
Develop
Schedule
73
Determine
Budget
Enterprise
Organization
Figure 98 Acquire Project Team Data Flow Diagram
The project management team may or may not have direct control over team member selection because of
collective bargaining agreements use of subcontractor personnel matrix project environment internal or external
reporting relationships or other various reasons It is important that the following factors are considered during the
process of acquiring the project team
The project manager or project management team should effectively negotiate and influence others who
are in a position to provide the required human resources for the project
Failure to acquire the necessary human resources for the project may affect project schedules budgets
customer satisfaction quality and risks Insufficient human resources or capabilities decrease the
probability of success and in a worst case scenario could result in project cancellation
If the human resources are not available due to constraints such as economic factors or previous
assignments to other projects the project manager or project team may be required to assign alternative
resources perhaps with lower competencies provided there is no violation of legal regulatory mandatory
or other specific criteria
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9项目力资源理
项目力资源理
92
获
项目团队
91
计划
资源
理
93
开发项目
团队
94
理
项目团队
组织
程资产
企业
环境
素
力资源
理计划
资源
日历
项目员
作业
项目
理
计划更新
65
估计
活动
持续时间
64
估计
活动
资源
42
开发项目
理
计划
66
发展
铁列车时刻表
73
确定
预算
企业
组织
图98获取项目团队数流图
项目理团队会会团队成员选择直接控制
集体谈判协议分包商员矩阵项目环境部外部
报告关系种原列素认重
获取项目团队程：
项目理项目理团队应效谈判影响
位置项目提供需力资源
失败项目获必力资源会影响工程进度预算
客户满意质量风险力资源足力降低
成功概率坏情况会导致项目取消
果力资源条件限制济素前
项目务项目理项目团队需指定代
资源许低竞争力没违反法律法规强制性
特定标准
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9
These factors should be considered and planned for in the planning stages of the project The project manager or
project management team will be required to reflect the impact of any unavailability of required human resources in
the project schedule project budget project risks project quality training plans and the other project management
plans
921 Acquire Project Team Inputs
9211 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be identified staffed managed and eventually released It includes
Roles and responsibilities defining the positions skills and competencies that the project demands
Project organization charts indicating the number of people needed for the project and
Staffing management plan delineating the time periods each project team member will be needed and
other information important to engage the project team
9212 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that influence the Acquire Project Team process
include but are not limited to
Existing information on human resources including availability competency levels prior experience
interest in working on the project and their cost rate
Personnel administration policies such as those that affect outsourcing
Organizational structure as described in Section 231 and
Colocation or multiple locations
9213 Organizational Process Assets
Described in Section 214 The organizational process assets that influence the Acquire Project Team process
include but are not limited to organizational standard policies processes and procedures
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9
应考虑素项目规划阶段计划项目理
项目理团队必须反映需力资源影响
项目进度项目预算项目风险项目质量计划训练项目理
计划
921获取项目团队：输入
9211力资源理计划
第9131描述力资源理计划提供指导项目
资源应确定员理终释放包括：
角色职责定义位置技力项目需求
项目组织图显示项目需数
职员理计划描述时间项目团队成员需
信息进行项目团队重
9212企业环境素
第215描述企业环境素影响获取项目团队程
包括限：
现力资源信息包括性力验
兴趣工作项目成率
事理政策影响外包
组织结构第231节描述
托位置
9213组织程资产
第214描述影响项目团队组建程组织程资产
包括限组织标准政策程序程序
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922 Acquire Project Team Tools and Techniques
9221 Preassignment
When project team members are selected in advance they are considered preassigned This situation can
occur if the project is the result of specific people being identified as part of a competitive proposal if the project
is dependent upon the expertise of particular persons or if some staff assignments are defined within the project
charter
9222 Negotiation
Staff assignments are negotiated on many projects For example the project management team may need to
negotiate with
Functional managers to ensure that the project receives appropriately competent staff in the required
time frame and that the project team members will be able willing and authorized to work on the project
until their responsibilities are completed
Other project management teams within the performing organization to appropriately assign scarce or
specialized human resources and
External organizations vendors suppliers contractors etc for appropriate scarce specialized qualified
certified or other such specified human resources Special consideration should be given to external
negotiating policies practices processes guidelines legal and other such criteria
The project management team’s ability to influence others plays an important role in negotiating staff
assignments as do the politics of the organizations involved For example a functional manager will weigh the
benefits and visibility of competing projects when determining where to assign exceptional performers requested
by various project teams
9223 Acquisition
When the performing organization is unable to provide the staff needed to complete a project the required
services may be acquired from outside sources This can involve hiring individual consultants or subcontracting
work to another organization
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9项目力资源理
922获取项目团队：工具技术
9221预分配
项目团队成员选择提前认预分配种情况
果项目特定认定竞争方案结果发生果项目
赖特定员专业知识者员项目定义
宪章
9222谈判
员分配谈判许项目例项目理团队需
谈判：
职理确保项目需接收合适员
时间框架项目团队成员愿授权项目工作
直责已完成
项目理团队执行组织适分配稀缺
专业化力资源
外部组织供应商供应商承包商等适稀缺专业合格
注册指定力资源应特考虑外部
谈判政策实践程指导法律类似标准
项目理团队影响力起着重作谈判员
作业样组织政治参例职理权衡
效益知名度竞争项目确定分配请求特殊表演者
通项目团队
9223采集
执行机构提供完成项目需工作员求
服务外部源获包括招聘顾问分包
组织工作
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9224 Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members Virtual teams can be
defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to
face The availability of communication technology such as email audio conferencing social media webbased
meetings and video conferencing has made virtual teams feasible The virtual team model makes it possible to
Form teams of people from the same organization who live in widespread geographic areas
Add special expertise to a project team even though the expert is not in the same geographic area
Incorporate employees who work from home offices
Form teams of people who work different shifts hours or days
Include people with mobility limitations or disabilities and
Move forward with projects that would have been ignored due to travel expenses
There are some disadvantages related to virtual teams such as possibility for misunderstandings feeling
of isolation difficulties in sharing knowledge and experience between team members and cost of appropriate
technology Communication planning becomes increasingly important in a virtual team environment Additional
time may be needed to set clear expectations facilitate communications develop protocols for resolving conflict
include people in decision making understand cultural differences and share credit in successes
9225 MultiCriteria Decision Analysis
Selection criteria are often used as a part of acquiring the project team By use of a multicriteria decision
analysis tool criteria are developed and used to rate or score potential team members The criteria are weighted
according to the relative importance of the needs within the team Some examples of selection criteria that can be
used to score team members are shown as follows
Availability Identify whether the team member is available to work on the project within the time period
needed If there are there any concerns for availability during the project timeline
Cost Verify if the cost of adding the team member is within the prescribed budget
Experience Verify that the team member has the relevant experience that will contribute to the project
success
Ability Verify that the team member has the competencies needed by the project
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9224虚拟团队
虚拟团队创造新性获取项目团队成员虚拟团队
定义目标实现角色少根没时间花面群
面通信技术电子邮件音频会议社会媒体网络
会议视频会议进行虚拟团队行虚拟团队模型：
形成团队谁生活广泛理区域组织
添加特殊专长项目团队专家理区域
员工家工作办公室
形成团队工作轮班时天
包括流动限制障碍
前进会忽视旅行费项目
相关虚拟团队缺点误解感觉
隔离团队成员间知识享验困难成适
技术沟通计划虚拟团队环境变越越重额外
时间需设定明确期促进交流制定解决突协议
包括决策解文化差异成功享信
9225标准决策分析
选择标准常作获取项目团队部分通准决策
分析工具标准开发率分潜团队成员标准加权
根团队需相重性例子选择标准
分数团队成员：
性确定团队成员效工作时间段项目
需果担心情况项目时间表
成验证否加入团队成员成规定预算
验确保团队成员相关验助项目
成功
力确保团队成员项目需具备力
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Knowledge Consider if the team member has relevant knowledge of the customer similar implemented
projects and nuances of the project environment
Skills Determine whether the member has the relevant skills to use a project tool implementation or
training
Attitude Determine whether the member has the ability to work with others as a cohesive team
International factors Consider team member location time zone and communication capabilities
923 Acquire Project Team Outputs
9231 Project Staff Assignments
The project is staffed when appropriate people have been assigned to the team The documentation of these
assignments can include a project team directory memos to team members and names inserted into other parts
of the project management plan such as project organization charts and schedules
9232 Resource Calendars
Resource calendars document the time periods that each project team member is available to work on the project
Creating a reliable schedule (Section 6631) depends on having a good understanding of each person’s availability
and schedule constraints including time zones work hours vacation time local holidays and commitments to
other projects
9233 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the human
resource management plan For example the person assigned to a predefined role may not fulfill all staffing
requirements outlined in the human resource management plan When gaps occur the project management plan
needs to be updated to change the team structure roles or responsibilities
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9项目力资源理
知识果团队成员客户相关知识类似实现
项目项目环境细微差
技确定成员已项目工具相关技术实现
培训
态度确定构件具起工作作凝聚力团队力
国际素考虑团队成员位置时区沟通力
923获取项目团队：输出
9231项目职员分配
该项目合适员已分配团队文件
作业包括项目团队目录备忘录团队成员插入方名字
项目理计划中项目组织图时间表
9232资源日历
资源日历文件项目团队成员项目工作时间
建立计划（第6631）取决解性
时间限制包括时区工作时间休假时间节假日承诺
项目
9233项目理计划更新
项目理计划更新容包括限类
资源理计划例分配预定义角色完成工作员
力资源理计划求出现差距时项目理计划
需更新改变团队结构角色责
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93 Develop Project Team
Develop Project Team is the process of improving competencies team member interaction and overall team
environment to enhance project performance The key benefit of this process is that it results in improved teamwork
enhanced people skills and competencies motivated employees reduced staff turnover rates and improved overall
project performance The inputs tools and techniques and outputs of this process are depicted in Figure 99
Figure 910 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Project staff assignments
3 Resource calendars
1 Interpersonal skills
2 Training
3 Teambuilding activities
4 Ground rules
5 Colocation
6 Recognition and rewards
7 Personnel assessment
tools
1 Team performance
assessments
2 Enterprise environmental
factors updates
Figure 99 Develop Project Team Inputs Tools & Techniques and Outputs
Project Human Resource Management
93
Develop
Project Team
91
Plan Human
Resource
Management
92
Acquire Project
Team
94
Manage
Project Team
Enterprise
e nvironmental
factors updates
Human resource
management plan
Resource
calendars
Team performance
assessments
Project staff assignments
Resource calendars
122
Conduct
Procurements
Enterprise
Organization
Figure 910 Develop Project Team Data Flow Diagram
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93项目团队建设
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效程关键优势导致改进团队
提高技力激励员工降低员工离职率提高整体
项目绩效输入工具技术程输出描绘图99
图910描述程数流图
输入工具技术输出
1力资源
理计划
2项目员分配
3资源日历
1际关系技巧
2训练
3团队建设活动
4基规
5托
6表彰奖励
7测评
工具
1团队绩效
评估
2企业环境
素更新
图99项目团队发展：输入输出工具技术
项目力资源理
93
发展
项目团队
91
计划
资源
理
92
获项目
团队
94
理
项目团队
企业
环境
素更新
力资源
理计划
资源
日历
团队绩效
评估
项目职员分配
资源日历
122
行
采购
企业
组织
图9项目团队发展数流图
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Project managers should acquire skills to identify build maintain motivate lead and inspire project teams
to achieve high team performance and to meet the project’s objectives Teamwork is a critical factor for project
success and developing effective project teams is one of the primary responsibilities of the project manager
Project managers should create an environment that facilitates teamwork Project managers should continually
motivate their team by providing challenges and opportunities by providing timely feedback and support as
needed and by recognizing and rewarding good performance High team performance can be achieved by using
open and effective communication creating team building opportunities developing trust among team members
managing conflicts in a constructive manner and encouraging collaborative problem solving and decision making
The project manager should request management support andor influence the appropriate stakeholders to acquire
the resources needed to develop effective project teams
Project managers operate in a global environment and work on projects characterized by cultural diversity Team
members often have diverse industry experience know multiple languages and sometimes operate in the team
language that may be a different language or norm than their native one The project management team should
capitalize on cultural differences focus on developing and sustaining the project team throughout the project life
cycle and promote working together interdependently in a climate of mutual trust Developing the project team
improves the people skills technical competencies and overall team environment and project performance It
requires clear timely effective and efficient communication between team members throughout the life of the
project Objectives of developing a project team include but are not limited to
Improving knowledge and skills of team members to increase their ability to complete project deliverables
while lowering costs reducing schedules and improving quality
Improving feelings of trust and agreement among team members to raise morale lower conflict and
increase team work and
Creating a dynamic cohesive and collaborative team culture to (1) improve individual and team
productivity team spirit and cooperation and (2) allow cross training and mentoring between team
members to share knowledge and expertise
931 Develop Project Team Inputs
9311 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed controlled and eventually released It identifies training strategies
and plans for developing the project team Items such as rewards feedback additional training and disciplinary
actions can be added to the plan as a result of ongoing team performance assessments and other forms of project
team management
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9项目力资源理
项目理应该获识建立维持激励领导技激励项目团队
实现高团队绩效满足项目目标团队合作项目关键素
成功制定效项目团队项目理职责
项目理应该创造种环境促进团队合作项目理应断
通提供机遇挑战激励团队提供时反馈支持
需通识奖励性球队表现通
开放效沟通建立团队建设机遇开发团队成员间信
种建设性方式处理突鼓励合作解决问题决策
项目理应该求理支持影响利益相关者获
需制定效项目团队资源
项目理项目特征文化样性全球环境工作团队
成员行业验懂种语言时团队
语言语言规范项目理团队应
利文化差异发展维持项目团队整项目生命焦点
循环促进合作相互存相互信气氛项目团队建设
提高力技术力团队整体环境项目绩效
需明确时效高效团队成员间沟通整生命
项目开发项目团队目标包括限：
提高知识技团队成员提高力完成项目交付成果
时降低成减少计划提高质量
提高团队成员间信协议感情提高士气降低突
提高团队工作
创建动态粘性协作团队文化（1）提高团队
生产力团队精神合作（2）允许交叉培训指导团队关系
成员分享知识验
931项目团队发展：输入
9311力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理控制终释放确定培训策略
项目团队建设计划等物品奖励反馈额外培训纪律
行添加计划项目进行团队绩效评估形式
团队理
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9312 Project Staff Assignments
Described in Section 9231 Team development starts with a list of the project team members Project staff
assignment documents identify the people who are on the team
9313 Resource Calendars
Described in Section 9232 Resource calendars identify times when the project team members can participate
in team development activities
932 Develop Project Team Tools and Techniques
9321 Interpersonal Skills
Interpersonal skills sometimes known as soft skills are behavioral competencies that include proficiencies
such as communication skills emotional intelligence conflict resolution negotiation influence team building and
group facilitation These soft skills are valuable assets when developing the project team For example the project
management team can use emotional intelligence to reduce tension and increase cooperation by identifying
assessing and controlling the sentiments of project team members anticipating their actions acknowledging their
concerns and following up on their issues
9322 Training
Training includes all activities designed to enhance the competencies of the project team members Training
can be formal or informal Examples of training methods include classroom online computerbased onthejob
training from another project team member mentoring and coaching If project team members lack the necessary
management or technical skills such skills can be developed as part of the project work Scheduled training takes
place as stated in the human resource management plan Unplanned training takes place as a result of observation
conversation and project performance appraisals conducted during the controlling process of managing the project
team Training costs could be included in the project budget or supported by performing organization if the added
skills may be useful for future projects It could be performed by inhouse or external trainers
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9312项目职员分配
第9231描述团队发展项目团队成员名单项目员
配置文件确定谁队
9313资源日历
第9232描述资源日历确定时候项目团队成员参加
团队建设活动
932项目团队发展：工具技术
9321际技
际关系技巧时称软技行力包括熟练
沟通力情绪智力解决突谈判影响团队建设
集团化软技价值资产时项目团队建设例项目
理团队情绪智力识减少紧张增加合作
评估控制项目团队成员情绪期行动承认
问题踪问题
9322训练
培训包括活动旨提高项目团队成员力培训
正式非正式训练方法例子包括课堂网络计算机职
项目团队成员培训指导辅导果项目团队成员缺乏必
理技术技技开发项目工作部分安排培训需
力资源理计划规定方计划训练中发生结果观察
谈话项目绩效评价项目理程进行控制
团队培训费列入工程预算执行组织果加
技巧未项目部外部培训员进行
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9323 TeamBuilding Activities
Teambuilding activities can vary from a 5minute agenda item in a status review meeting to an offsite
professionally facilitated experience designed to improve interpersonal relationships The objective of teambuilding
activities is to help individual team members work together effectively Teambuilding strategies are particularly
valuable when team members operate from remote locations without the benefit of facetoface contact Informal
communication and activities can help in building trust and establishing good working relationships
As an ongoing process team building is crucial to project success While team building is essential during the
initial stages of a project it is a neverending process Changes in a project environment are inevitable and to
manage them effectively a continued or a renewed teambuilding effort should be applied The project manager
should continually monitor team functionality and performance to determine if any actions are needed to prevent
or correct various team problems
One of the models used to describe team development is the Tuckman ladder (Tuckman 1965 Tuckman &
Jensen 1977) which includes five stages of development that teams may go through Although it’s common for
these stages to occur in order it’s not uncommon for a team to get stuck in a particular stage or slip to an earlier
stage Projects with team members who worked together in the past may skip a stage
Forming This phase is where the team meets and learns about the project and their formal roles and
responsibilities Team members tend to be independent and not as open in this phase
Storming During this phase the team begins to address the project work technical decisions and the
project management approach If team members are not collaborative and open to differing ideas and
perspectives the environment can become counterproductive
Norming In the norming phase team members begin to work together and adjust their work habits and
behaviors to support the team The team learns to trust each other
Performing Teams that reach the performing stage function as a wellorganized unit They are
interdependent and work through issues smoothly and effectively
Adjourning In the adjourning phase the team completes the work and moves on from the project
This typically occurs when staff is released from the project as deliverables are completed or as part of
carrying out the Close Project or Phase process (Section 46)
The duration of a particular stage depends upon team dynamics team size and team leadership Project
managers should have a good understanding of team dynamics in order to move their team members through all
stages in an effective manner
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9项目力资源理
9323团队建设活动
团队建设活动状态评审会议场外5分钟议程项目
专业促进验设计改善际关系团队建设目
活动帮助团队成员起效工作团队建设策略特
价值团队成员时操作远程位置没面面接触益处非正式
通信活动帮助建立信建立良工作关系
作持续程团队建设项目成功关键团队建设必少
项目初始阶段永止境程项目环境中变化避免
效理继续重新建立团队努力应该应项目理
应持续监视团队功性确定否需采取行动防止
纠正种团队问题
描述团队发展模式Tuckman梯（TuckmanTuckman1965
延森1977）中包括五发展阶段团队通然普通
阶段序出现团队会停留特定阶段滑较早少见
阶段团队成员起工作项目会跳阶段
形成阶段团队达学关项目正式角色
责团队成员阶段独立开放
风暴阶段团队开始址项目工作技术方面决定
项目理方法果团队成员合作开放想法
观点环境会适反
规范阶段团队成员开始起工作调整工作惯
行支持团队球队学会互相信
表演团队达表演舞台功作组织单元
通问题利效相互存工作
休会休会期团队完成工作移动项目
种情况通常发生员工发布项目交付成果完成部分
执行结束项目阶段程（第46节）
特定阶段持续时间取决团队动态团队规模团队领导项目
理者应该理解团队动力移动团队成员通
种效方式阶段
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9324 Ground Rules
Ground rules establish clear expectations regarding acceptable behavior by project team members Early
commitment to clear guidelines decreases misunderstandings and increases productivity Discussing ground rules
in areas such as code of conduct communication working together or meeting etiquette allows team members to
discover values that are important to one another All project team members share responsibility for enforcing the
rules once they are established
9325 Colocation
Colocation also referred to as tight matrix involves placing many or all of the most active project team
members in the same physical location to enhance their ability to perform as a team Colocation can be temporary
such as at strategically important times during the project or for the entire project Colocation strategies can
include a team meeting room (sometimes called war room) places to post schedules and other conveniences
that enhance communication and a sense of community While colocation is considered a good strategy the use of
virtual teams can bring benefits such as the use of more skilled resources reduced costs less travel and relocation
expenses and the proximity of team members to suppliers customers or other key stakeholders
9326 Recognition and Rewards
Part of the team development process involves recognizing and rewarding desirable behavior The original plans
concerning ways in which to reward people are developed during the Plan Human Resource Management process
It is important to recognize that a particular reward given to any individual will be effective only if it satisfies a
need which is valued by that individual Award decisions are made formally or informally during the process of
managing the project team through project performance appraisals (Section 9422) Cultural differences should
be considered when determining recognition and rewards
People are motivated if they feel they are valued in the organization and this value is demonstrated by the
rewards given to them Generally money is viewed as a tangible aspect of any reward system but intangible
rewards could be equally or even more effective Most project team members are motivated by an opportunity to
grow accomplish and apply their professional skills to meet new challenges A good strategy for project managers
is to give the team recognition throughout the life cycle of the project rather than waiting until the project is
completed
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9项目力资源理
9
9324规
基规建立项目团队成员接受行明确期早期
致力明确指导方针减少误解提高生产力讨基规
样行通信编码区起工作会议礼节允许团队成员
发现重价值项目团队成员负责执行
规旦建立起
9325托
词语搭配称紧密矩阵包括放置许活跃项目团队
相物理位置成员提高作团队力托时
战略重时期项目整项目安全策略
包括会议室（时称作战室）方邮政时间表便利
加强沟通社区意识托种策略
虚拟团队带处更熟练资源降低成更少旅行搬迁
费团队成员供应商客户附关键利益相关者
9326表彰奖励
团队发展程包括识奖励良行原计划
关奖励力资源理程开发计划
重认识特奖励效满足
价值需裁决作出决定正式非正式程
通项目绩效评估项目团队理（第9422）文化差异
认确定表彰奖励时候
动机果觉组织价值体现价值
奖励般说钱奖励制度形方面形
奖励样更效数项目团队成员动机机会
成长完成运专业技迎接新挑战项目理策略
整生命周期项目等项目团队识
完成
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9327 Personnel Assessment Tools
Personnel assessment tools give the project manager and the project team insight into areas of strength and
weakness These tools help project managers assess the team preferences aspirations how they process and
organize information how they tend to make decisions and how they prefer to interact with people
Various tools are available such as attitudinal surveys specific assessments structured interviews ability
tests and focus groups These tools can provide improved understanding trust commitment and communications
among team members and facilitate more productive teams throughout the project
933 Develop Project Team Outputs
9331 Team Performance Assessments
As project team development efforts such as training team building and colocation are implemented the
project management team makes formal or informal assessments of the project team’s effectiveness Effective
team development strategies and activities are expected to increase the team’s performance which increases
the likelihood of meeting project objectives Team performance assessment criteria should be determined by all
appropriate parties and incorporated in the Develop Project Team inputs
The performance of a successful team is measured in terms of technical success according to agreedupon
project objectives (including quality levels) performance on project schedule (finished on time) and performance
on budget (finished within financial constraints) Highperformance teams are characterized by these taskoriented
and resultsoriented outcomes
The evaluation of a team’s effectiveness may include indicators such as
Improvements in skills that allow individuals to perform assignments more effectively
Improvements in competencies that help the team perform better as a team
Reduced staff turnover rate and
Increased team cohesiveness where team members share information and experiences openly and help
each other to improve the overall project performance
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9项目力资源理
9327员评估工具
测评工具项目理项目团队洞察领域实力
弱点工具帮助项目理评估团队喜愿处理
组织信息倾做出决策喜欢交
种工具态度调查具体评估结构化面试力
测试焦点组工具提供更理解信承诺沟通
团队成员间促进更生产团队整项目
933项目团队发展：输出
9331团队绩效评估
作项目团队发展努力培训团队建设实现托
项目理团队进行正式非正式项目团队效评估效
团队发展策略活动预计增加球队表现增加
满足项目目标性团队绩效评估标准应该
事纳入项目团队建设投入
成功团队绩效衡量技术成功条件约定
项目目标（包括质量水）项目进度绩效（完成时间）性
预算（金融约束完成）高绩效团队特点面务
结果导结果
团队效性评估包括指标：
提高技允许执行务更效
改善力帮助团队更作团队
降低员工离职率
增加团队凝聚力团队成员分享信息验公开帮助
方提高项目整体绩效
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9
As a result of conducting an evaluation of the team’s overall performance the project management team
can identify the specific training coaching mentoring assistance or changes required to improve the team’s
performance This should also include identification of the appropriate or required resources necessary to achieve
and implement the improvements identified in the assessment These resources and recommendations for team
improvement should be well documented and forwarded to the relevant parties
9332 Enterprise Environmental Factors Updates
The enterprise environmental factors that may be updated as a result of the Develop Project Team process
include but are not limited to personnel administration employee training records and skill assessments
94 Manage Project Team
Manage Project Team is the process of tracking team member performance providing feedback resolving
issues and managing team changes to optimize project performance The key benefit of this process is that it
influences team behavior manages conflict resolves issues and appraises team member performance The inputs
tools and techniques and outputs of this process are depicted in Figure 911 Figure 912 depicts the data flow
diagram of the process
Inputs Tools & Techniques Outputs
1 Human resource
management plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance
reports
6 Organizational process
assets
1 Observation and
conversation
2 Project performance
appraisals
3 Conflict management
4 Interpersonal skills
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Enterprise environmental
factors updates
5 Organizational process
assets updates
Figure 911 Manage Project Team Inputs Tools & Techniques and Outputs
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9项目力资源理
9
作结果进行团队整体绩效评价项目理团队
确定具体培训培训指导协助求提高团队
性应包括适需资源标识必须实现
实施评估确定改进资源建议团队
改进应该查关方
9332企业环境素更新
企业环境素作结果项目团队发展程中更新
包括限事理员工培训记录技评估
94理项目团队
理项目团队踪团队成员表现提供反馈程解决
问题理团队变化优化项目绩效程关键优势
影响团队行理突解决问题团队成员表现输入
工具技术程输出描绘图911描述数流图912
该流程图
输入工具技术输出
1力资源
理计划
2项目员分配
3团队绩效
评估
4问题日志
5工作性
报告
6组织程
资产
1观察
谈话
2项目绩效
评估
3突理
4际关系技巧
1变更请求
2项目理计划
更新
3项目文件
更新
4企业环境
素更新
5组织程
资产更新
图911理项目团队：输入输出工具技术
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management
94
Manage
Project Team
92
Acquire
Project
Team
91
Plan Human
Resource
Management
93
Develop
Project
Team
Organizational
process assets updates
Enterprise
e nvironmental
factors updates
Project staff
assignments
Team
p erformance
assessments
Human resource
management plan
Project documents
updates
Issue log Change requests
Organizational
process assets
Work performance
reports
Project
management
plan updates
42
Develop Project
Management
Plan
45
Perform
Integrated
Change Control
133
Manage
Stakeholder
Engagement
44
Monitor and
Control Project
Work
Enterprise
Organization
Project
Documents
Figure 912 Manage Project Team Data Flow Diagram
As a result of managing the project team change requests are submitted the human resource management
plan is updated issues are resolved input is provided for performance appraisals and lessons learned are added
to the organization’s database
Managing the project team requires a variety of management skills for fostering teamwork and integrating the
efforts of team members to create highperformance teams Team management involves a combination of skills
with special emphasis on communication conflict management negotiation and leadership Project managers
should provide challenging assignments to team members and provide recognition for high performance
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9项目力资源理
项目力资源理
94
理
项目团队
92
获
项目
团队
91
计划
资源
理
93
发展
项目
团队
组织
程资产更新
企业
环境
素更新
项目员
作业
队
性
评估
力资源
理计划
项目文件
更新
问题日志变更请求
组织
程资产
工作绩效
报告
项目
理
计划更新
42
开发项目
理
计划
45
执行
集成
变更控制
133
理
利益相关者
订婚
44
监控
控制项目
工作
企业
组织
项目
文件
图912理项目团队数流图
作结果理项目团队提交变更请求力资源理
计划更新问题解决提供输入绩效评估教训添加
该组织数库
理项目团队需理技培养团队合作整合
团队成员努力创造高绩效团队团队理涉技结合
通信中特强调突理谈判领导项目理
应提供具挑战性务团队成员提供高性识
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9 PROJECT HUMAN RESOURCE MANAGEMENT
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941 Manage Project Team Inputs
9411 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed controlled and eventually released It includes but is not limited to
Roles and responsibilities
Project organization and
Staffing management plan
9412 Project Staff Assignments
Described in Section 9231 Project staff assignments provide documentation which includes the list of project
team members
9413 Team Performance Assessments
Described in Section 9331 The project management team makes ongoing formal or informal assessments of
the project team’s performance By continually assessing the project team’s performance actions can be taken to
resolve issues modify communication address conflict and improve team interaction
9414 Issue Log
Issues arise in the course of managing the project team An issue log can be used to document and monitor who
is responsible for resolving specific issues by a target date
9415 Work Performance Reports
Described in Section 4432 Work performance reports provide documentation about the current project status
compared to project forecasts Performance areas that can help with project team management include results
from schedule control cost control quality control and scope validation The information from performance reports
and related forecasts assists in determining future human resource requirements recognition and rewards and
updates to the staffing management plan
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941理项目团队：输入
9411力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理控制终释放包括限：
角色责
项目组织
职员理计划
9412项目职员分配
第9231描述项目员提供文件包括项目列表
团队成员
9413团队绩效评估
第9331描述项目理团队进行持续正式非正式评估
项目团队绩效通断评估项目团队绩效采取行动
解决问题修改通信解决突提高团队互动
9414问题日志
项目团队理程中出现问题问题日志记录监控
负责目标日期解决特定问题
9415工作绩效报告
第4432描述工作绩效报告提供关前项目状态文件
较项目预测帮助项目团队绩效理领域包括结果
进度控制成控制质量控制范围验证业绩报告信息
相关预测助确定未力资源需求表彰奖励
员理计划更新
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9416 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Manage Project Team
process include but are not limited to
Certificates of appreciation
Newsletters
Websites
Bonus structures
Corporate apparel and
Other organizational perquisites
942 Manage Project Team Tools and Techniques
9421 Observation and Conversation
Observation and conversation are used to stay in touch with the work and attitudes of project team members
The project management team monitors progress toward project deliverables accomplishments that are a source
of pride for team members and interpersonal issues
9422 Project Performance Appraisals
Objectives for conducting performance appraisals during the course of a project can include clarification of
roles and responsibilities constructive feedback to team members discovery of unknown or unresolved issues
development of individual training plans and the establishment of specific goals for future time periods
The need for formal or informal project performance appraisals depends on the length of the project complexity of
the project organizational policy labor contract requirements and the amount and quality of regular communication
9423 Conflict Management
Conflict is inevitable in a project environment Sources of conflict include scarce resources scheduling
priorities and personal work styles Team ground rules group norms and solid project management practices like
communication planning and role definition reduce the amount of conflict
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9项目力资源理
9416组织程资产
第214描述组织程资产够影响理项目团队
程包括限：
证书欣赏
通讯
网站
奖金结构
公司服装
组织津贴
942理项目团队工具技术
9421观察话
观察话保持工作项目团队成员态度接触
项目理团队项目交付成果监测进展成源
骄傲团队成员际关系问题
9422项目绩效评价
进行绩效评估程中项目目标包括澄清
角色职责建设性反馈团队成员发现未知未解决问题
培训计划发展未时期特定目标确立
正式非正式项目绩效评价取决项目长度需复杂性
项目组织政策劳动合求定期沟通质量
9423突理
项目环境中突避免突源包括资源匮乏调度
优先权工作风格团队基规群体规范固体项目理实践
沟通计划角色定义减少突数量
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Successful conflict management results in greater productivity and positive working relationships When
managed properly differences of opinion can lead to increased creativity and better decision making If the
differences become a negative factor project team members are initially responsible for their resolution If conflict
escalates the project manager should help facilitate a satisfactory resolution Conflict should be addressed early
and usually in private using a direct collaborative approach If disruptive conflict continues formal procedures may
be used including disciplinary actions
The success of project managers in managing their project teams often depends a great deal on their ability to
resolve conflict Different project managers may utilize different conflict resolution methods Factors that influence
conflict resolution methods include
Relative importance and intensity of the conflict
Time pressure for resolving the conflict
Position taken by persons involved and
Motivation to resolve conflict on a longterm or a shortterm basis
There are five general techniques for resolving conflict As each one has its place and use these are not given
in any particular order
WithdrawAvoid Retreating from an actual or potential conflict situation postponing the issue to be
better prepared or to be resolved by others
SmoothAccommodate Emphasizing areas of agreement rather than areas of difference conceding
one’s position to the needs of others to maintain harmony and relationships
CompromiseReconcile Searching for solutions that bring some degree of satisfaction to all parties in
order to temporarily or partially resolve the conflict
ForceDirect Pushing one’s viewpoint at the expense of others offering only winlose solutions usually
enforced through a power position to resolve an emergency
CollaborateProblem Solve Incorporating multiple viewpoints and insights from differing perspectives
requires a cooperative attitude and open dialogue that typically leads to consensus and commitment
9424 Interpersonal Skills
Project managers use a combination of technical personal and conceptual skills to analyze situations and
interact appropriately with team members Using appropriate interpersonal skills allows project managers to
capitalize on the strengths of all team members
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更高生产率良工作关系成功突理研究什时候
理意见分歧导致增加创造力更决策果
差异成消极素项目团队成员初负责决议果突
升级时项目理应该帮助促进满意解决方案应早解决突
通常私直接协作方法果破坏性突继续正式程序
包括纪律处分
理项目团队程度取决力项目理成功
解决突项目理利突解决方法影响素
解决突方法包括：
突强度相重性
时间压力解决突
位置
动机解决长期短期突
解决突五般技术位置
特定序：
退出避免实际潜利益突情况问题推迟撤退
更准备
光滑适应强调致领域区差异承认
位需求保持谐关系
妥协调寻找解决方案方带定程度满意度
暂时部分解决突
力直接牺牲观点提供赢输解决方案通常
通电源位置解决紧急执行
合作问题解决观点见解视点
需合作态度开放话通常会导致识承诺
9424际技
项目理技术组合概念技分析形势
团队成员适相互作适际关系技巧项目理
利团队成员长处
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9 PROJECT HUMAN RESOURCE MANAGEMENT
Examples of interpersonal skills that a project manager uses most often include
Leadership Successful projects require strong leadership skills Leadership is important through all
phases of the project life cycle There are multiple leadership theories defining leadership styles that
should be used as needed for each situation or team It is especially important to communicate the vision
and inspire the project team to achieve high performance
Influencing Because project managers often have little or no direct authority over team members in a
matrix environment their ability to influence stakeholders on a timely basis is critical to project success
Key influencing skills include
○○ Ability to be persuasive and clearly articulate points and positions
○○ High levels of active and effective listening skills
○○ Awareness of and consideration for the various perspectives in any situation and
○○ Gathering relevant and critical information to address important issues and reach agreements
while maintaining mutual trust
Effective decision making This involves the ability to negotiate and influence the organization and the
project management team Some guidelines for decision making include
○○ Focus on goals to be served
○○ Follow a decisionmaking process
○○ Study the environmental factors
○○ Analyze available information
○○ Develop personal qualities of the team members
○○ Stimulate team creativity and
○○ Manage risk
943 Manage Project Team Outputs
9431 Change Requests
Staffing changes whether by choice or by uncontrollable events can affect the rest of the project management
plan When staffing issues disrupt the project team from adhering to the project management plan such as causing
the schedule to be extended or the budget to be exceeded a change request can be processed through the
Perform Integrated Change Control process Staffing changes may include moving people to different assignments
outsourcing some of the work and replacing team members who leave
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9项目力资源理
际交技例子项目理常包括：
领导项目成功需强领导力重领导
项目生命周期阶段定义领导风格领导理
应作种情况团队需特重视觉沟通
激励项目团队实现高性
影响项目理常少没直接权力团队成员
矩阵环境利益相关者时影响力项目成功关键
关键影响技包括：
○○够说服明确点位置
积极效听力技○○高水
○○意识考虑情况种角度
○○收集相关重信息解决重问题达成协议
时保持相互信
效决策涉谈判组织力影响
项目理团队决策指南包括：
○○重点目标服务
○○遵循决策程
○○研究环境素
○○分析信息
○○发展团队成员素质
○○激发团队创造力
○○理风险
943理项目团队：输出
9431变更请求
事变动选择法控制事件影响项目理休息
计划员工问题扰乱项目团队坚持项目理计划造成
该计划延长预算超变更请求处理通
执行整体变更控制程事变动包括移动务
外包工作更换团队成员离开
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9 PROJECT HUMAN RESOURCE MANAGEMENT
9
Preventive actions are those actions that are developed to reduce the probability andor impact of problems
before they occur These actions may include cross training to reduce problems during project team member
absences and additional role clarification to ensure all responsibilities are fulfilled
9432 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the human
resource management plan
9433 Project Documents Updates
Project documents that may indirectly be updated include but are not limited to
Issue log
Roles description and
Project staff assignments
9434 Enterprise Environmental Factors Updates
Enterprise environmental factors that may require updates as a result of the Manage Project Team process
include but are not limited to
Input to organizational performance appraisals and
Personnel skill updates
9435 Organizational Process Assets Updates
Organizational process assets that may require updates as a result of the Manage Project Team process include
but are not limited to
Historical information and lessons learned documentation
Templates and
Organizational standard processes
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9项目力资源理
9
预防措施指行动减少概率影响问题
发生前行动包括交叉培训减少项目团队成员问题
缺勤额外角色澄清确保责位
9432项目理计划更新
项目理计划更新容包括限类
资源理计划
9433项目文件更新
项目文件间接更新包括限：
问题日志
角色描述
项目职员分配
9434企业环境素更新
企业环境素需更新作结果理项目团队程
包括限：
输入组织绩效评估
员技更新
9435组织程资产更新
组织程资产需更新作结果理项目团队程包括
限：
历史信息验教训文档
模板
组织标准程
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management includes the processes that are required to ensure timely and appropriate
planning collection creation distribution storage retrieval management control monitoring and the ultimate
disposition of project information Project managers spend most of their time communicating with team members
and other project stakeholders whether they are internal (at all organizational levels) or external to the organization
Effective communication creates a bridge between diverse stakeholders who may have different cultural and
organizational backgrounds different levels of expertise and different perspectives and interests which impact or
have an influence upon the project execution or outcome
Figure 101 provides an overview of the Project Communications Management processes which are as follows
101 Plan Communications Management—The process of developing an appropriate approach and
plan for project communications based on stakeholder’s information needs and requirements and
available organizational assets
102 Manage Communications—The process of creating collecting distributing storing retrieving and
the ultimate disposition of project information in accordance with the communications management
plan
103 Control Communications—The process of monitoring and controlling communications throughout
the entire project life cycle to ensure the information needs of the project stakeholders are met
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
The communication activities involved in these processes may often have many potential dimensions that need
to be considered including but not limited to
Internal (within the project) and external (customer vendors other projects organizations the public)
Formal (reports minutes briefings) and informal (emails memos adhoc discussions)
Vertical (up and down the organization) and horizontal (with peers)
Official (newsletters annual report) and unofficial (off the record communications) and
Written and oral and verbal (voice inflections) and nonverbal (body language)
10
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10项目沟通理
10
项目沟通理
项目沟通理包括需确保时适程
规划收集创建存储检索分配理控制监测终
项目信息处理项目理花费部分时间团队成员沟通
项目干系否部（级组织）外部组织
效沟通创造利益相关者文化间桥梁
组织背景层次专业知识观点利益影响
项目执行结果影响
图101提供项目沟通理程概述容：
101计划通信理发展合适方法程
基利益相关者信息需求求项目沟通计划
效组织资产
102理沟通创造程收集分发存储检索
着通信理根项目信息终处置
计划
103控制通信监测控制通信整程
整项目生命周期确保信息需求项目干系见面
程间相互作知识领域程详细描述
第3节附录A1
交际活动参程许潜尺寸需
考虑包括限：
部（项目）外部（客户供应商项目组织公众）
正式（报告分钟简报）非正式（电子邮件备忘录特设讨）
垂直（组织）水（行）
官方（简讯年度报告）非官方（关闭记录通信）
书面口头口头（语音语调）非语言（身体语言）
10
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10 PROJECT COMMUNICATIONS MANAGEMENT
Most communication skills are common for both general management and project management such as but
not limited to
Listening actively and effectively
Questioning and probing ideas and situations to ensure better understanding
Educating to increase team’s knowledge so that they can be more effective
Factfinding to identify or confirm information
Setting and managing expectations
Persuading a person a team or an organization to perform an action
Motivating to provide encouragement or reassurance
Coaching to improve performance and achieve desired results
Negotiating to achieve mutually acceptable agreements between parties
Resolving conflict to prevent disruptive impacts and
Summarizing recapping and identifying the next steps
1 Inputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Communication requirements
analysis
2 Communication technology
3 Communication models
4 Communication methods
5 Meetings
3 Outputs
1 Communications management
plan
2 Project documents updates
1 Inputs
1 Communications management
plan
2 Work performance reports
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Communication technology
2 Communication models
3 Communication methods
4 Information management
systems
5 Performance reporting
3 Outputs
1 Project communications
3 Project management plan
updates
2 Project documents updates
4 Organizational process assets
updates
1 Inputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process assets
2 Tools & Techniques
1 Information management
systems
2 Expert judgment
3 Meetings
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Communications
Management Overview
102 Manage
Communications
101 Plan Communications
Management
103 Control
Communications
Figure 101 Project Communications Management Overview
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10项目沟通理
数沟通技巧常见般理项目理
限：
听力积极效
质疑探究思想情况确保更理解
教育提高团队知识更效
事实发现识确认信息
设置理期
说服团队者组织执行操作
激励鼓励安慰提供
教练提高性达预期效果
谈判达成双方接受事间协议
解决突破坏性影响防止
总结概括确定步
1投入
1项目理计划
2利益相关者注册
3企业环境
素
4组织程资产
2工具技术
1通信求
分析
2通信技术
3通信模型
4种通信方式
5会议
3输出
1通讯理
计划
2项目文件更新
1投入
1通讯理
计划
2工作业绩报告
3企业环境
素
4组织程资产
2工具技术
1通信技术
2通信模型
3种通信方式
4信息理
系统
5绩效报告
3输出
1项目沟通
3项目理计划
更新
2项目文件更新
4组织程资产
更新
1投入
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程资产
2工具技术
1信息理
系统
2专家判断
3会议
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目沟通
理概述
102理
通信
101计划通信
理
103控制
通信
图101项目沟通理概述
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
101 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
The key benefit of this process is that it identifies and documents the approach to communicate most effectively
and efficiently with stakeholders The inputs tools and techniques and outputs of this process are depicted in
Figure 102 Figure 103 depicts the data flow diagram of the Plan Communications Management process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communication
requirements analysis
2 Communication
technology
3 Communication models
4 Communication methods
5 Meetings
1 Communications
management plan
2 Project documents
updates
Figure 102 Plan Communications Management Inputs Tools & Techniques and Outputs
Project Communications Management
101
Plan
Communications
Management
102
Manage
Communications
Stakeholder
register Communications
management plan
Organizational
process assets
Enterprise
e nvironmental
factors
Project
management plan
Project
d ocuments
updates
42
Develop Project
Management
Plan
133
Manage
Stakeholder
Engagement
131
Identify
Stakeholders
Enterprise
Organization
Project
Documents
Figure 103 Plan Communications Management Data Flow Diagram
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10项目沟通理
10
101项目沟通理
计划沟通理发展适方法计划项目程
基利益相关者信息需求求通信效组织资产
程关键处标识文件效沟通方法
效利益相关者输入工具技术程输出描绘
图102图103描绘计划沟通理程数流图
输入工具技术输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1通信
需求分析
2通信
技术
3通信模型
4种通信方式
5会议
1通信
理计划
2项目文件
更新
图102计划沟通理：输入输出工具技术
项目沟通理
101
计划
通信
理
102
理
通信
利益相关者
通信寄存器
理计划
组织
程资产
企业
环境
素
项目
理计划
项目
单
更新
42
开发项目
理
计划
133
理
利益相关者
订婚
131
识
利益相关者
企业
组织
项目
文件
图103计划沟通理数流图
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10 PROJECT COMMUNICATIONS MANAGEMENT
Planning the project communications is important to the ultimate success of any project Inadequate
communications planning may lead to problems such as delay in message delivery communication of information
to the wrong audience or insufficient communication to the stakeholders and misunderstanding or misinterpretation
of the message communicated
On most projects communication planning is performed very early such as during project management plan
development This allows appropriate resources such as time and budget to be allocated to communication
activities Effective communication means that the information is provided in the right format at the right time to
the right audience and with the right impact Efficient communication means providing only the information that
is needed
While all projects share the need to communicate project information the information needs and methods of
distribution may vary widely In addition the methods of storage retrieval and ultimate disposition of the project
information need to be considered and appropriately documented during this process Important considerations
that may need to be taken into account include but are not limited to
Who needs what information and who is authorized to access that information
When they will need the information
Where the information should be stored
What format the information should be stored in
How the information can be retrieved and
Whether time zone language barriers and crosscultural considerations need to be taken into account
The results of the Plan Communications Management process should be reviewed regularly throughout the
project and revised as needed to ensure continued applicability
1011 Plan Communications Management Inputs
10111 Project Management Plan
Described in Section 4231 The project management plan provides information on how the project will be
executed monitored controlled and closed
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10项目沟通理
项目计划交流项目终成功重足
交通规划导致消息传递延迟问题信息沟通
错误观众者沟通足利益相关者误解曲解
信息传达
数项目沟通计划进行早项目理计划中
发展允许适资源时间预算分配通信
活动效沟通意味着信息正确格式提供正确时间
正确受众权利影响效沟通手段提供信息
必
项目享需沟通项目信息信息需求方法
分布外该方法存储检索项目终处置
信息需考虑适记录程中重考虑素
需考虑包括限：
谁需什信息谁授权访问信息
需信息
里信息应该存储
信息应该存储什格式
信息检索
否时区语言障碍文化素需加考虑
该计划沟通理程结果应定期检讨整
项目修订保证持续适性
1011沟通理计划输入
机IP项目理计划
第4231描述项目理计划提供信息项目
执行监视控制关闭
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
10112 Stakeholder Register
Described in Section 13131 The stakeholder register provides the information needed to plan the
communication with project stakeholders
10113 Enterprise Environmental Factors
Described in Section 215 The Plan Communications Management process is tightly linked with enterprise
environmental factors since the structure of an organization will have a major effect on the project’s communication
requirements All enterprise environmental factors described in Section 215 are used as inputs for this process
since communications need to be adapted to the project environment
10114 Organizational Process Assets
Described in Section 214 All organizational process assets described in Section 214 are used as inputs to the
Plan Communications Management process Of these lessons learned and historical information are of particular
importance because they can provide insights on both the decisions taken regarding communications issues and
the results of those decisions in previous similar projects These can be used as guiding information to plan the
communication activities for the current project
1012 Plan Communications Management Tools and Techniques
10121 Communication Requirements Analysis
The analysis of the communication requirements determines the information needs of the project stakeholders
These requirements are defined by combining the type and format of information needed with an analysis of the
value of that information Project resources should be expended only on communicating information that contributes
to the success of the project or where a lack of communication can lead to failure
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10项目沟通理
10
10112利益相关者登记
第13131描述利益相关者提供需信息计划
项目干系沟通
10113企业环境素
第215描述计划沟通理程企业紧密联系起
环境素组织结构会项目沟通作
求企业环境素第215描述作该程输入
通信需适应工程环境
10114组织程资产
第214描述第214描述组织程资产作输入
计划沟通理程中验教训历史信息特
重提供决策问题见解关通信
前类似项目决策结果作指导信息计划
前项目交流活动
1012沟通理计划工具技术
10121沟通需求分析
通信需求分析确定项目利益相关者信息需求
求相结合类型需信息格式定义分析
信息价值项目资源应该交流信息助
项目成功缺乏沟通会导致失败
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10 PROJECT COMMUNICATIONS MANAGEMENT
The project manager should also consider the number of potential communication channels or paths as an
indicator of the complexity of a project’s communications The total number of potential communication channels
is n(n – 1)2 where n represents the number of stakeholders For example a project with 10 stakeholders has
10(10 – 1)2 45 potential communication channels As a result a key component of planning the project’s
actual communications is to determine and limit who will communicate with whom and who will receive what
information
Sources of information typically used to identify and define project communication requirements include but
are not limited to
Organizational charts
Project organization and stakeholder responsibility relationships
Disciplines departments and specialties involved in the project
Logistics of how many persons will be involved with the project and at which locations
Internal information needs (eg when communicating within organizations)
External information needs (eg when communicating with the media public or contractors) and
Stakeholder information and communication requirements from within the stakeholder register
10122 Communication Technology
The methods used to transfer information among project stakeholders may vary significantly For example a
project team may use techniques from brief conversations to extended meetings or from simple written documents
to extensive materials (eg schedules databases and websites) which are accessible online as methods of
communication
Factors that can affect the choice of communication technology include
U rgency of the need for information There is a need to consider the urgency frequency and format
of the information to be communicated as they may vary from project to project and also within different
stages of a project
Availability of technology There is a need to ensure that the technology that is required to facilitate
communication is compatible available and accessible for all stakeholders throughout the life of the
project
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10项目沟通理
项目理应考虑潜通信通道路径数
项目通信复杂度指标潜通信通道总数
N（N–1） 2中N利益相关者数量例10者项目
10（10–1） 2 45潜通信通道作结果规划项目关键组成部分
实际通信确定限制谁会谁谁什
信息
信息源通常确定定义项目沟通求包括
限：
组织图
项目组织利益相关者责关系
学科部门参项目特点
物流少参项目位置
部信息需求（例组织部沟通）
外部信息需求（例通信媒体公众承包商）
利益相关者信息通信求利益相关者登记册
通信技术应
该方法项目利益相关者间信息传输会明显说呢
项目团队简短谈话扩会议技术简单书面文件
广泛材料（例表数库网站）线访问方法
通信
素会影响通信技术选择包括：
U样需信息需考虑紧迫性频率格式
信息项目沟通
项目阶段
技术性必确保需推动技术
沟通兼容整生活利益相关者
项目
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10
Ease of Use There is a need to ensure that the choice of communication technologies is suitable for
project participants and that appropriate training events are planned for where appropriate
Project environment There is a need to determine if the team will meet and operate on a facetoface
basis or in a virtual environment whether they will be located in one or multiple time zones whether
they will use multiple languages for communication and finally whether there are any other project
environmental factors such as culture which may affect communications
Sensitivity and confidentiality of the information There is a need to determine if the information
to be communicated is sensitive or confidential and whether or not additional security measures need
to be taken Also the most appropriate way to communicate the information should be considered
10123 Communication Models
The communication models used to facilitate communications and the exchange of information may vary from
project to project and also within different stages of the same project A basic communication model shown in
Figure 104 consists of two parties defined as the sender and receiver Medium is the technology medium and
includes the mode of communication while noise includes any interference or barriers that might compromise the
delivery of the message The sequence of steps in a basic communication model is
Encode Thoughts or ideas are translated (encoded) into language by the sender
Transmit Message This information is then sent by the sender using communication channel (medium)
The transmission of this message may be compromised by various factors (eg distance unfamiliar
technology inadequate infrastructure cultural difference and lack of background information) These
factors are collectively termed as noise
Decode The message is translated by the receiver back into meaningful thoughts or ideas
Acknowledge Upon receipt of a message the receiver may signal (acknowledge) receipt of the message
but this does not necessarily mean agreement with or comprehension of the message
FeedbackResponse When the received message has been decoded and understood the receiver
encodes thoughts and ideas into a message and then transmits this message to the original sender
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10项目沟通理
10
易需确保通信技术选择适合
项目参者计划适培训项目适方
项目环境需确定果球队会面面
基础虚拟环境否位时区否
语言沟通否项目
环境素文化会影响通信
敏感性保密信息需确定信息
连通敏感机密否需额外安全措施
应采取时信息交流合适方法应考虑
10123通信模型
通信模型通信信息交流会
项目项目阶段基通信模式表现
图104两政定义发送器接收器介质中技术
包括通信模式噪声包括干扰障碍会妥协
消息传递基通信模式步骤序：
编码思想观念转化（编码）发送者语言
发送消息然信息通通信信道发送方发送（中）
消息传输会受种素损害（例距离熟悉
技术基础设施足文化差异缺乏背景信息）
素统称噪声
解码该消息接收转变成意义思想观念翻译
承认收消息时接收信号（承认）收消息
定意味着意理解消息
反馈响应接收消息解码理解接收机
编码想法消息然发送该信息原始发件
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10 PROJECT COMMUNICATIONS MANAGEMENT
Sender
Encode
Decode
Receiver
Decode
Encode
Transmit
Message
Feedback
Noise Message
Medium
Noise
Noise
Acknowledge
Message
Figure 104 Basic Communication Model
The components of the basic communication model need to be considered when project communications
are discussed As part of the communications process the sender is responsible for the transmission
of the message ensuring the information being communicated is clear and complete and confirming the
communication is correctly understood The receiver is responsible for ensuring that the information is received
in its entirety understood correctly and acknowledged or responded to appropriately
There are many challenges in using these components to effectively communicate with project stakeholders
such as in a highly technical multinational project team Successful communication of a technical concept
from one team member to another team member in a different country could involve encoding the message in
the appropriate language sending the message using a variety of technologies and having the receiver decode
the message into his or her native language and then reply or provide feedback Any noise introduced along
the way may compromise the original meaning of the message In this example there are multiple factors that
may lead to the intended meaning of the message being misunderstood or misinterpreted
10124 Communication Methods
There are several communication methods that are used to share information among project stakeholders
These methods are broadly classified as follows
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10项目沟通理
发送者
编码
解码
接收机
解码
编码
传输
消息
反馈
噪声消息
介质
噪声
噪声
承认
消息
图104基通信模型
基通信组件模型时需考虑项目通讯
讨作沟通程部分发送者负责传输
信息确保信息传达清晰完整确认
沟通正确理解接收器负责确保接收信息
整体正确理解承认回应适
组件项目利益相关者进行效沟通许挑战
高度技术跨国项目团队成功通信技术概念
团队成员团队成员国家涉编码消息
适语言种技术发送消息接收机解码
消息进入母语然答复提供反馈噪音
方式会妥协邮件原始意义例子中素
导致误解曲解原意消息
10124通信方法
分享项目利益相关者间信息通信种方法
方法致分：
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Interactive communication Between two or more parties performing a multidirectional exchange
of information It is the most efficient way to ensure a common understanding by all participants on
specified topics and includes meetings phone calls instant messaging video conferencing etc
Push communication Sent to specific recipients who need to receive the information This ensures
that the information is distributed but does not ensure that it actually reached or was understood by the
intended audience Push communications include letters memos reports emails faxes voice mails
blogs press releases etc
Pull communication Used for very large volumes of information or for very large audiences and
requires the recipients to access the communication content at their own discretion These methods
include intranet sites elearning lessons learned databases knowledge repositories etc
The choices of communication methods that are used for a project may need to be discussed and agreed upon
by the project stakeholders based on communication requirements cost and time constraints and familiarity and
availability of the required tools and resources that may be applicable to the communications process
10125 Meetings
Described in Section 4323 The Plan Communications Management process requires discussion and dialogue
with the project team to determine the most appropriate way to update and communicate project information
and to respond to requests from various stakeholders for that information These discussions and dialogue are
commonly facilitated through meetings which may be conducted face to face or online and in different locations
such as the project site or the customer’s site
There are several types of projectrelated meetings where project communications may occur Most project
meetings consist of stakeholders coming together for the purpose of resolving problems or making decisions
Although casual discussions may be construed as a meeting most project meetings are more formal with a
prearranged time place and agenda Typical meetings begin with a defined list of issues to be discussed which are
circulated in advance with minutes and other information documented specifically for the meeting This information
is then disseminated to other appropriate stakeholders on an asneeded basis
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互动沟通两两事进行交流
信息确保参者谅解效方式
指定题包括会议电话时通讯视频会议等等
推动通信派需接受特定信息接受者确保
信息分散保证实际达理解
目标观众推动通信包括信函备忘录报告电子邮件传真语音邮件
博客新闻稿等
拉通信非常量信息非常观众
求收件行接入通信容方法
包括部网站学验数库知识库等
项目沟通方法选择需讨商定
基通信求项目成时间限制利益相关者熟悉
需工具资源适通信程中性
10125会议
第4323描述计划沟通理程中需讨话
项目团队确定更新项目信息沟通合适方法
应种利益相关者求信息讨话
通常通会议进行面面网点
项目网站客户网站
种类型项目相关会议项目沟通会发生数项目
会议解决问题做出决定目利益相关者
然时讨解释会议数项目会议更正式
预设时间点议程典型会议开始定义讨问题清单
循环提前分钟信息记录专门会议信息
然传播利益相关者需基础
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10 PROJECT COMMUNICATIONS MANAGEMENT
1013 Plan Communications Management Outputs
10131 Communications Management Plan
The communications management plan is a component of the project management plan that describes how
project communications will be planned structured monitored and controlled The plan contains the following
information
Stakeholder communication requirements
Information to be communicated including language format content and level of detail
Reason for the distribution of that information
Time frame and frequency for the distribution of required information and receipt of acknowledgment or
response if applicable
Person responsible for communicating the information
Person responsible for authorizing release of confidential information
Person or groups who will receive the information
Methods or technologies used to convey the information such as memos email andor press releases
Resources allocated for communication activities including time and budget
Escalation process identifying time frames and the management chain (names) for escalation of issues
that cannot be resolved at a lower staff level
Method for updating and refining the communications management plan as the project progresses and
develops
Glossary of common terminology
Flow charts of the information flow in the project workflows with possible sequence of authorization list
of reports and meeting plans etc and
Communication constraints usually derived from a specific legislation or regulation technology and
organizational policies etc
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10项目沟通理
1013计划沟通理：输出
10131沟通理计划
沟通理计划项目理计划组成部分介绍
项目沟通计划结构化监测控制该计划包含
信息：
利益相关者沟通需求
传达信息包括语言格式容详细程度
原信息分布
需信息收确认时间频率分布
响应适
负责沟通信息
负责授权泄露公司机密
团体谁收信息
方法技术传达信息备忘录电子邮件新闻
资源分配交流活动包括时间预算
升级程识时间框架理链（名）升级问题
低级员解决
更新完善沟通理计划项目进展方法
发展
常见术语术语
项目中信息流流程图授权序列工作流列表
报告会议计划等
通信约束通常特定法律法规技术
组织政策等等
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
The communications management plan can also include guidelines and templates for project status meetings
project team meetings emeetings and email messages The use of a project website and project management
software can also be included if these are to be used in the project
10132 Project Documents Updates
Project documents that may be updated include but are not limited to
Project schedule and
Stakeholder register
102 Manage Communications
Manage Communications is the process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance to the communications management plan The key benefit of this
process is that it enables an efficient and effective communications flow between project stakeholders The inputs
tools and techniques and outputs of this process are depicted in Figure 105 Figure 106 depicts the data flow
diagram of the Manage Communications process
Inputs Tools & Techniques Outputs
1 Communications
management plan
2 Work performance
reports
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communication
technology
2 Communication models
3 Communication methods
4 Information management
systems
5 Performance reporting
1 Project communications
3 Project management plan
updates
2 Project documents
updates
4 Organizational process
assets updates
Figure 105 Manage Communications Inputs Tools & Techniques and Outputs
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沟通理计划包括项目状态会议指南模板
项目团队会议emeetings电子邮件网站项目项目理应
软件包括果项目中
10132项目文件更新
项目文件更新包括限：
项目进度
利益相关者登记
102理通信
理沟通创造程中收集分发存储检索终
根项目信息沟通理计划配置关键利益
程效项目干系间通信流输入
工具技术程输出描绘图105图106描述数流
理通信流程图
输入工具技术输出
1通信
理计划
2工作性
报告
3企业环境
素
4组织程
资产
1通信
技术
2通信模型
3种通信方式
4信息理
系统
5绩效报告
1项目沟通
3项目理计划
更新
2项目文件
更新
4组织程
资产更新
图105沟通理：输入输出工具技术
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Project Communications Management
102
Manage
Communications
101
Plan
Communications
Management
103
Control
Communications
Organizational
process assets updates
Communications
management plan
Project documents
updates
Project
communications
Enterprise
e nvironmental
factors
Organizational
process assets
Work performance
reports
Project
management
plan updates
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
Enterprise
Organization
Project
Documents
Figure 106 Manage Communications Data Flow Diagram
This process goes beyond the distribution of relevant information and seeks to ensure that the information being
communicated to project stakeholders has been appropriately generated as well as received and understood It
also provides opportunities for stakeholders to make requests for further information clarification and discussion
Techniques and considerations for effective communications management include but are not limited to the
following
Senderreceiver models Incorporating feedback loops to provide opportunities for interaction
participation and remove barriers to communication
C hoice of media Situation specifics as to when to communicate in writing versus orally when to prepare
an informal memo versus a formal report and when to communicate face to face versus by email
Writing style Appropriate use of active versus passive voice sentence structure and word choice
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10项目沟通理
项目沟通理
102
理
通信
101
计划
通信
理
103
控制
通信
组织
程资产更新
通信
理计划
项目文件
更新
项目
通信
企业
环境
素
组织
程资产
工作绩效
报告
项目
理
计划更新
42
开发项目
理
计划
44
监控
控制项目
工作
企业
组织
项目
文件
图106理通信数流图
程超出相关信息分布旨确保信息
传达项目利益相关者适产生接受理解
提供利益相关者做出进步信息请澄清讨机会
效沟通理技巧注意事项包括限
：
发件接收器模型反馈回路提供互动机会
参消沟通障碍
选择媒体详细情况时书面口头沟通准备
非正式备忘录正式报告面面沟通通电子邮件
写作风格合适动动语态句子结构词选择
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Meeting management techniques Preparing an agenda and dealing with conflicts
Presentation techniques Awareness of the impact of body language and design of visual aids
Facilitation techniques Building consensus and overcoming obstacles
Listening techniques Listening actively (acknowledging clarifying and confirming understanding) and
removal of barriers that adversely affect comprehension
1021 Manage Communications Inputs
10211 Communications Management Plan
Described in Section 10131 The communications management plan describes how project communications
will be planned structured monitored and controlled
10212 Work Performance Reports
Described in Section 4432 Work performance reports are a collection of project performance and status
information that may be used to facilitate discussion and to create communications To optimize this process it is
important that reports be comprehensive accurate and available in a timely manner
10213 Enterprise Environmental Factors
Described in Section 215 Specific enterprise environmental factors that can influence the Manage
Communications process include but are not limited to
Organizational culture and structure
Government or industry standards and regulations and
Project management information system
10214 Organizational Process Assets
Described in Section 214 Organizational process assets that can influence the Manage Communications
process include but are not limited to
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10
会议理技巧制备议程处理突
呈现技巧身体语言视觉辅助设计影响认识
促进技术建立识克服障碍
听力技巧积极倾听（承认澄清确认理解）
障碍影响理解
1021理通讯：输入
10211沟通理计划
第10131描述沟通理计划描述项目沟通
计划进行结构化监测控制
10212工作绩效报告
第4432描述工作业绩报告收集项目绩效状态
促进讨建立通信信息优化程中
报告全面重准确时提供
10213企业环境素
第215描述具体企业环境素影响理
通信程包括限：
组织文化结构
政府行业标准法规
项目理信息系统
10214组织程资产
第214描述组织程资产够影响理通信
程包括限：
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Policies procedures processes and guidelines regarding communications management
Templates and
Historical information and lessons learned
1022 Manage Communications Tools and Techniques
10221 Communication Technology
Described in Section 10122 The choice of communication technology is an important consideration in the
Manage Communications process As this can vary significantly from project to project and also throughout the life
of a project the focus is to ensure that the choice is appropriate for the information that is being communicated
10222 Communication Models
Described in Section 10123 The choice of communication models is an important consideration
in this process As the components in the communications all contribute toward an effective and efficient
communications process the focus is to ensure that the choice of the communication model is appropriate for
the project that is undertaken and that any barriers (noise) are identified and managed
10223 Communication Methods
Described in Section 10124 The choice of communication methods is an important consideration in this
process As there can be many potential barriers and challenges during this process the focus is to ensure that
the information that has been created and distributed has been received and understood to enable response and
feedback
10224 Information Management Systems
Project information is managed and distributed using a variety of tools including
Hardcopy document management letters memos reports and press releases
Electronic communications management email fax voice mail telephone video and web conferencing
websites and web publishing and
Electronic project management tools web interfaces to scheduling and project management software
meeting and virtual office support software portals and collaborative work management tools
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10项目沟通理
？政策程序程通信理指南
？模板
？历史吸取教训
1022理通讯：工具技术
10221通信技术
部分应描述通信技术选择重考虑素
理沟通程项目整生活
项目重点确保选择传达信息适
通信模型
第10123描述传播模型选择重考虑素
程中组件通信助效高效
通信程重点确保通信模式选择适
该项目承担障碍（噪声）识理
10223通信方法
第10124描述通信方式选择重考虑素
程许潜障碍挑战程中重点确保
已创建分发信息已收理解反应
反馈
10224信息理系统
项目信息理种工具分布包括：
？硬拷贝文件理：信件备忘录报告新闻发布
？电子通讯理：电子邮件传真语音邮件电话视频网络会议
网站网络出版
？电子项目理工具：网络接口调度项目理软件
会议虚拟办公室支持软件门户网站协工作理工具
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10
10225 Performance Reporting
Performance reporting is the act of collecting and distributing performance information including status reports
progress measurements and forecasts Performance reporting involves the periodic collection and analysis of
baseline versus actual data to understand and communicate the project progress and performance as well as to
forecast the project results
Performance reporting needs to provide information at an appropriate level for each audience The format
may range from a simple status report to more elaborate reports and may be prepared regularly or on an
exception basis A simple status report might show performance information such as percent complete or status
dashboards for each area (ie scope schedule cost and quality) More elaborate reports may include
Analysis of past performance
Analysis of project forecasts (including time and cost)
Current status of risks and issues
Work completed during the period
Work to be completed in the next period
Summary of changes approved in the period and
Other relevant information which is reviewed and discussed
1023 Manage Communications Outputs
10231 Project Communications
The Manage Communications process involves the activities that are required for information to be created
distributed received acknowledged and understood Project communications may include but are not limited to
performance reports deliverables status schedule progress and cost incurred Project communications can vary
significantly and are influenced by factors such as but not limited to the urgency and impact of the message its
method of delivery and level of confidentiality
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10项目沟通理
10
10225绩效报告
绩效报告收集分发绩效信息包括状态报告
进步测量预测绩效报告涉定期收集分析
基线实际数理解沟通项目进展性
预测项目结果
绩效报告需听众适水提供信息格式
简单状态报告更详细报告定期准备
异常基础简单状态报告显示性信息完成百分状态
区仪表板（范围进度成质量）更详细报告包括：
？性分析
？项目预测分析（包括时间成）
？风险问题现状
？工作期间完成
？工作期完成
？期批准变更总结
？相关信息审查讨
1023理通讯：输出
10231项目沟通
理通信程中涉信息创建需活动
分布式接受承认理解项目沟通包括限：
绩效报告交付状况进度费项目沟通改变
明显等素影响限消息紧迫性影响
交付方法级保密
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10 PROJECT COMMUNICATIONS MANAGEMENT
10232 Project Management Plan Updates
The project management plan provides information on project baselines communications management and
stakeholder management Each of these areas may require updates based upon the current performance of the
project against the performance measurement baseline (PMB) The performance measurement baseline is an
approved plan for the project work to which the project execution is compared and deviations are measured
for management control The performance measurement baseline typically integrates scope schedule and cost
parameters of a project but may also include technical and quality parameters
10233 Project Documents Updates
Project documents that may be updated include but are not limited to
Issue log
Project schedule and
Project funding requirements
10234 Organizational Process Assets Updates
The organizational process assets which may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 413)
Project presentations The project team provides information formally or informally to any or all of the
project stakeholders The information and presentation method should be relevant to the needs of the
audience
Project records Project records may include correspondence memos meeting minutes and other
documents describing the project This information should to the extent possible and appropriate
be maintained in an organized manner Project team members can also maintain records in a project
notebook or register which could be physical or electronic
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10项目沟通理
10232项目理计划更新
项目理计划提供项目基线信息通信理
利益相关者理区域需根前性升级
项目绩效测量基准（PMB）绩效测量基准
批准项目工作项目执行计划相偏差测量
理控制绩效测量基线通常集成范围进度成
项目参数包括技术质量参数
10233项目文件更新
项目文件更新包括限：
？问题日志
？项目进度
？项目资金需求
10234组织程资产更新
组织程资产更新包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第413）
？项目介绍项目团队提供正式非正式
项目利益相关者信息演示方法应该需关
观众
？项目记录项目记录包括信函备忘录会议记录
描述项目文件信息应适程度
保持组织方式项目团队成员维持项目记录
笔记寄存器物理电子
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Feedback from stakeholders Information received from stakeholders concerning project operations is
distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the causes of issues reasoning behind
the corrective action chosen and other types of lessons learned about communications management
Lessons learned need to be documented and distributed so that it becomes part of the historical database
for both the project and the performing organization
103 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire
project life cycle to ensure the information needs of the project stakeholders are met The key benefit of this process
is that it ensures an optimal information flow among all communication participants at any moment in time The
inputs tools and techniques and outputs of this process are depicted in Figure 107 Figure 108 depicts the data
flow diagram of the Control Communications process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process
assets
1 Information management
systems
2 Expert judgment
3 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 107 Control Communications Inputs Tools & Techniques and Outputs
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10项目沟通理
10
？利益相关者反馈利益相关者项目操作接收信息
分布式修改改善项目未表现
？验教训文档文档包括问题背原
选择纠正措施类型通信理验教训
验教训需记录分布成历史数库部分
项目执行组织
103控制通信
控制通信监测控制通信整程
项目生命周期确保信息需求项目干系见面程关键利益
确保佳信息流间通信参者时刻
输入工具技术程输出描绘图107图108描绘数
控制通信程流程图
输入工具技术输出
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程
资产
1信息理
系统
2专家判断
3会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图107控制通信：输入输出工具技术
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10 PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management
102
Manage
Communications
Organizational process
assets updates
Project
communications
Project documents
updates
Change
requests
Organizational
process assets
Work performance data
Issue log
Project
management
plan
Project
management
plan updates
Work performance
information
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
133
Manage
Stakeholder
Engagement
103
Control
Communications
Enterprise
Organization
Project
Documents
Figure 108 Control Communications Data Flow Diagram
The Control Communications process can trigger an iteration of the Plan Communications Management andor
Manage Communications processes This iteration illustrates the continuous nature of the Project Communications
Management processes Specific communication elements such as issues or key performance indicators (eg
actual vs planned schedule cost and quality) may trigger an immediate revision while others may not The impact
and repercussions of project communications should be carefully evaluated and controlled to ensure that the right
message is delivered to the right audience at the right time
1031 Control Communications Inputs
10311 Project Management Plan
Described in Section 4231 The project management plan describes how the project will be executed
monitored controlled and closed It provides valuable information for the Control Communications process such
as but not limited to
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10项目沟通理
项目沟通理
102
理
通信
？组织程
资产更新
？项目
通信
？项目文件
更新
？改变
请求
？组织
程资产
？工作性数
？问题日志
？项目
理
计划
？项目
理
计划更新
？工作绩效
问询处
44
监控
控制项目
工作
45
执行
集成
变更控制
42
开发项目
理
计划
43
直接
理项目
工作
133
理
利益相关者
订婚
103
控制
通信
企业
组织
项目
文件
图108控制通信数流图
控制通信程触发通信理计划迭代
理沟通程种迭代说明通信项目连续性
理流程具体通信单元问题关键绩效指标（例
实际计划进度成质量）引发修订影响
项目沟通影响应仔细评估控制确保正确
消息正确时间交付正确受众
1031控制通信：输入
10311项目理计划
第4231描述项目理计划描述项目执行
监视控制关闭控制通信程提供价值信息
限：
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Stakeholder communication requirements
Reason for the distribution of the information
Timeframe and frequency for the distribution of required information
Individual or group responsible for communication of the information and
Individual or group receiving the information
10312 Project Communications
Described in Section 10231 The Control Communications process involves the activities that are required
for information and communications to be monitored acted upon and released to stakeholders Project
communications come from multiple sources and may vary significantly in their format level of detail degree of
formality and confidentiality Project communications may include but are not limited to
Deliverables status
Schedule progress and
Costs incurred
10313 Issue Log
Described in Section 13331 An issue log is used to document and monitor the resolution of issues It may be
used to facilitate communication and ensure a common understanding of issues A written log documents and helps
to monitor who is responsible for resolving specific issues by a target date Issue resolution addresses obstacles
that can block the team from achieving its goals This information is important to the Control Communications
process as it provides both a repository for what has already happened in the project and a platform for subsequent
communications to be delivered
10314 Work Performance Data
Described in Section 4332 Work performance data organizes and summarizes the information gathered
and presents the results of comparative analysis to the performance measurement baseline
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？利益相关者沟通需求
？信息分布原
？申请需资料分布时间频率
？组负责信息沟通
？团体接收信息
10312项目沟通
第10231描述控制通信程需活动
信息通信进行监测采取行动释放利益相关者项目
通信源格式显着变化详细程度程度
形式保密项目沟通包括限：
？交付状况
？进度
？费
10313问题日志
第13331描述问题日志记录监控问题解决
促进交流确保问题达成识写日志文件帮助
监控谁负责目标日期解决特定问题问题解决障碍
阻止团队达成目标信息重控制通信
程提供什已项目发生台库
沟通传递
10314工作性数
第4332部分描述工作性数组织总结信息收集
提出较分析结果绩效测量基线
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10315 Organizational Process Assets
Described in Section 214 The organizational process assets that may influence the Control Communications
process include but are not limited to
Report templates
Policies standards and procedures that define communications
Specific communication technologies available
Allowed communication media
Record retention policies and
Security requirements
1032 Control Communications Tools and Techniques
10321 Information Management Systems
An information management system provides a set of standard tools for the project manager to capture store
and distribute information to stakeholders about the project’s costs schedule progress and performance Some
software packages allow the project manager to consolidate reports from several systems and facilitate report
distribution to the project stakeholders Examples of distribution formats may include table reporting spreadsheet
analysis and presentations Graphic capabilities can be used to create visual representations of project performance
information
10322 Expert Judgment
Expert judgment is often relied upon by the project team to assess the impact of the project communications
need for action or intervention actions that should be taken responsibility for taking such actions and the timeframe
for taking action Expert judgment may need to be applied to technical andor management details and may be
provided by any group or individual with specialized knowledge or training such as
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10项目沟通理
10315组织程资产
第214描述会影响控制通信组织程资产
程包括限：
？报告模板
？政策标准程序确定通信
？具体通信技术
？允许通信媒体
？记录保留政策
？安全求
1032控制通信：工具技术
10321信息理系统
理信息系统项目理捕获提供套标准工具存储
分发信息项目利益相关者成进度性
软件包允许项目理汇总报告报告系统方便
分配项目利益相关者分布格式例子包括报表电子表格
分析报告图形功创建项目绩效视觉表现
信息
10322专家判断
专家判断赖项目团队评估项目通信影响
行动干预需应采取行动采取种行动责时间
采取行动专家判断需技术理细节
组织专业知识提供培训：
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10 PROJECT COMMUNICATIONS MANAGEMENT
10
Other units within the organization
Consultants
Stakeholders including customers or sponsors
Professional and technical associations
Industry groups
Subject matter experts and
Project management office (PMO)
The project manager in collaboration with the project team then determines the actions required to ensure that
the right message is communicated to the right audience at the right time
10323 Meetings
The Control Communications process requires discussion and dialogue with the project team to determine
the most appropriate way to update and communicate project performance and to respond to requests from
stakeholders for information These discussions and dialogues are commonly facilitated through meetings
which may be conducted face to face or online and in different locations such as the project site or the
client’s site Project meetings also include discussions and dialog with suppliers vendors and other project
stakeholders
1033 Control Communications Outputs
10331 Work Performance Information
Described in Section 4415 Work performance information organizes and summarizes the performance data
gathered This performance data typically provides status and progress information on the project at the level of
detail required by the various stakeholders This information is then communicated to the appropriate stakeholders
10332 Change Requests
Described in Section 4333 The Control Communications process often results in the need for adjustment
action and intervention As a result change requests will be generated as an output These change requests are
processed through the Perform Integrated Change Control process (Section 45) and may result in
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10 PROJECT COMMUNICATIONS MANAGEMENT
New or revised cost estimates activity sequences schedule dates resource requirements and analysis
of risk response alternatives
Adjustments to the project management plan and documents
Recommendations of corrective actions that may bring the expected future performance of the project
back in line with the project management plan and
Recommendations of preventive actions that may reduce the probability of incurring future negative
project performance
10333 Project Management Plan Updates
Control Communications process may trigger updates to the communications management plan as well as
other components of the project management plan (eg stakeholders and human resource management plans)
10334 Project Documents Updates
Project documents may be updated as a result of the Control Communications process These updates may
include but are not limited to
Forecasts
Performance reports and
Issue log
10335 Organizational Process Assets Updates
The organizational process assets that may be updated include but are not limited to report formats and
lessons learned documentation This documentation may become part of the historical database for both this
project and the performing organization and may include the causes of issues reasons behind the corrective action
chosen and other types of lessons learned during the project
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10项目沟通理
10
？组织单位
？咨询顾问
？利益相关者包括客户赞助商
？专业技术协会
？行业团体
？题专家
？项目理办公室（PMO）
项目理项目团队协作然确定需确保行动
正确信息传达正确受众正确时间
10323会议
控制通信程需项目团队确定讨话
更新交流项目绩效合适方法请求响应
利益相关者信息讨话通常通会议
进行面面网点项目现场
客户网站项目会议包括讨话供应商供应商项目
利益相关者
1033控制通信：输出
10331工作绩效信息
第4415描述工作绩效信息组织总结性数
聚集性数通常提供研究进展水项目状态信息
利益相关者求细节然信息传递利益相关者
10332变更请求
第4333描述控制通信程结果需调整
行动干预作结果变更请求产生输出变更请求
通实施整体变更控制程处理（45节）会导致：
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？新修正费估算活动序列时间表资源需求分析
风险应方案
？调整项目理计划文件
？会该项目预期未业绩纠正行动建议
项目理计划
？减少产生负概率未预防措施建议
项目绩效
10333项目理计划更新
控制通信程中会更新沟通理计划触发
项目理计划组件（例利益相关者力资源理计划）
10334项目文件更新
项目文件控制通信进程更新更新
包括限：
？预测
？绩效报告
？问题日志
10335组织程资产更新
更新组织程资产包括限报告格式
验教训文档文档会历史数库部分
项目执行组织包括问题产生原纠正行动背原
选择类型项目中吸取验教训
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11 PROJECT RISK MANAGEMENT
11
PROJECT RISK MANAGEMENT
Project Risk Management includes the processes of conducting risk management planning identification
analysis response planning and controlling risk on a project The objectives of project risk management are to
increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events
in the project
Figure 111 provides an overview of the Project Risk Management processes which are as follows
111 Plan Risk Management—The process of defining how to conduct risk management activities for a
project
112 Identify Risks—The process of determining which risks may affect the project and documenting
their characteristics
113 Perform Qualitative Risk Analysis—The process of prioritizing risks for further analysis or action
by assessing and combining their probability of occurrence and impact
114 Perform Quantitative Risk Analysis—The process of numerically analyzing the effect of identified
risks on overall project objectives
115 Plan Risk Responses—The process of developing options and actions to enhance opportunities and
to reduce threats to project objectives
116 Control Risks—The process of implementing risk response plans tracking identified risks monitoring
residual risks identifying new risks and evaluating risk process effectiveness throughout the project
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
11
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11项目风险理
11
项目风险理
项目风险理包括风险理程进行规划识
分析响应计划项目风险控制项目风险理目标
增加积极事件性影响减少负面事件性影响
项目
图111提供项目风险理程概述容：
111计划风险理程定义进行风险理活动
项目
112识风险程中确定风险会影响项目记录
特点
113定性风险分析风险优先进行进步分析行动程
通评估组合发生碰撞概率
114实施定量风险分析影响进行定量分析方法确定
项目整体目标风险
115风险响应计划制定提高机会选择行动程
针项目目标减少威胁
116控制风险实施风险应计划程中踪已识风险监测
残余风险识新风险风险评估程效性整项目
程间相互作知识领域程详细描述
第3节附录A1
11
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Project risk is an uncertain event or condition that if it occurs has a positive or negative effect on one or
more project objectives such as scope schedule cost and quality A risk may have one or more causes and
if it occurs it may have one or more impacts A cause may be a given or potential requirement assumption
constraint or condition that creates the possibility of negative or positive outcomes For example causes could
include the requirement of an environmental permit to do work or having limited personnel assigned to design the
project The risk is that the permitting agency may take longer than planned to issue a permit or in the case of
an opportunity additional development personnel may become available who can participate in design and they
can be assigned to the project If either of these uncertain events occurs there may be an impact on the project
scope cost schedule quality or performance Risk conditions may include aspects of the project’s or organization’s
environment that contribute to project risk such as immature project management practices lack of integrated
management systems concurrent multiple projects or dependency on external participants who are outside the
project’s direct control
Project risk has its origins in the uncertainty present in all projects Known risks are those that have been
identified and analyzed making it possible to plan responses for those risks Known risks that cannot be managed
proactively should be assigned a contingency reserve Unknown risks cannot be managed proactively and therefore
may be assigned a management reserve A negative project risk that has occurred is considered an issue
Individual project risks are different from overall project risk Overall project risk represents the effect of
uncertainty on the project as a whole It is more than the sum of the individual risks within a project since it includes
all sources of project uncertainty It represents the exposure of stakeholders to the implications of variations in
project outcome both positive and negative
Organizations perceive risk as the effect of uncertainty on projects and organizational objectives Organizations
and stakeholders are willing to accept varying degrees of risk depending on their risk attitude The risk attitudes of
both the organization and the stakeholders may be influenced by a number of factors which are broadly classified
into three themes
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11项目风险理
项目风险确定事件条件果发生正面负面影响
更项目目标范围进度成质量风险原
果发生更影响原定潜需求假设
约束条件产生积极消极结果性例原
包括工作环境许证求具限员分配设计
项目风险允许代理需更长时间计划发行许证情况
机会更开发员会参设计
分配项目中果确定事件发生时会项目影响
范围成进度质量表现风险条件包括项目组织方面
环境助项目风险成熟项目理实践缺乏综合
理系统行项目赖外部参者外
项目直接控制
项目风险项目中确定性存起源已知风险已
识分析风险响应计划已知风险理
积极动应急储备未知风险动理
指定理储备负项目风险发生问题
项目风险整体项目风险整体项目风险影响
项目确定性作整体风险项目中包含
项目确定性源代表利益相关者变化影响曝光
项目结果正面负面
组织知觉风险项目组织目标确定性影响组织
利益相关者愿意接受风险程度根风险态度风险态度
两组织利益相关者受素影响广义分类
三题：
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11 PROJECT RISK MANAGEMENT
11
Risk appetite which is the degree of uncertainty an entity is willing to take on in anticipation of a reward
Risk tolerance which is the degree amount or volume of risk that an organization or individual will
withstand
Risk threshold which refers to measures along the level of uncertainty or the level of impact at which a
stakeholder may have a specific interest Below that risk threshold the organization will accept the risk
Above that risk threshold the organization will not tolerate the risk
For example an organization’s risk attitude may include its appetite for uncertainty its threshold for risk levels
that are unacceptable or its risk tolerance at which point the organization may select a different risk response
Positive and negative risks are commonly referred to as opportunities and threats The project may be accepted
if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks Positive
risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced
value For example adopting an aggressive resource optimization technique is a risk taken in anticipation of a
reward for using fewer resources
Individuals and groups adopt attitudes toward risk that influence the way they respond These risk attitudes are
driven by perception tolerances and other biases which should be made explicit wherever possible A consistent
approach to risk should be developed for each project and communication about risk and its handling should
be open and honest Risk responses reflect an organization’s perceived balance between risk taking and risk
avoidance
To be successful an organization should be committed to address risk management proactively and consistently
throughout the project A conscious choice should be made at all levels of the organization to actively identify and
pursue effective risk management during the life of the project Project risk could exist at the moment a project
is initiated Moving forward on a project without a proactive focus on risk management is likely to lead to more
problems arising from unmanaged threats
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11项目风险理
11
？风险偏确定性实体程度愿意期奖励
？风险容忍度度量体积风险组织
承受
？风险阈值指测量水确定性水影响
利益相关者特定利益风险阈值该组织接受风险
述风险阈值该组织会容忍风险
例组织风险态度包括确定性胃口风险水阈值
接受风险承受力点组织选择风险应
正面负面风险通常称机会威胁项目接受
果风险公差范围衡获回报风险积极
风险提供机会风险容限范围追求产生增强
价值例采取积极资源优化技术期险
更少资源奖励
团体采取风险态度影响反应风险态度
通感知公差驱动偏见应明确致
方法风险应该项目风险处理通信应
开放诚实风险应反映组织感知风险风险间衡
障
想成功组织应致力解决风险理积极持续
整项目种意识选择应级组织积极识
追求效风险理项目生命项目风险存时刻项目
启动前移动没风险理动关注项目导致更
非托威胁产生问题
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11 PROJECT RISK MANAGEMENT
1 Inputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Analytical techniques
2 Expert judgment
3 Meetings
3 Outputs
1 Risk management plan
1 Inputs
1 Risk management plan
2 Cost management plan
3 Schedule management plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process assets
2 Tools & Techniques
1 Documentation reviews
2 Information gathering
techniques
3 Checklist analysis
4 Assumptions analysis
5 Diagramming techniques
6 SWOT analysis
7 Expert judgment
3 Outputs
1 Risk register
1 Inputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process assets
2 Tools & Techniques
1 Risk probability and impact
assessment
2 Probability and impact matrix
3 Risk data quality assessment
4 Risk categorization
5 Risk urgency assessment
6 Expert judgment
3 Outputs
1 Project documents updates
1 Inputs
1 Risk management plan
2 Cost management plan
3 Schedule management plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process assets
2 Tools & Techniques
1 Data gathering and
representation techniques
2 Quantitative risk analysis and
modeling techniques
3 Expert judgment
3 Outputs
1 Project documents updates
Project Risk
Management Overview
111 Plan Risk 112 Identify Risks
Management
113 Perform Qualitative
Risk Analysis
1 Inputs
1 Risk management plan
2 Risk register
2 Tools & Techniques
1 Strategies for negative risks or
threats
2 Strategies for positive risks or
opportunities
3 Contingent response
strategies
4 Expert judgment
3 Outputs
1 Project management plan
updates
2 Project documents updates
1 Inputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance reports
2 Tools & Techniques
1 Risk reassessment
2 Risk audits
3 Variance and trend analysis
4 Technical performance
measurement
5 Reserve analysis
6 Meetings
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
115 Plan Risk Responses
116 Control Risks
114 Perform Quantitative
Risk Analysis
Figure 111 Project Risk Management Overview
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11项目风险理
1投入
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程资产
2工具技术
1分析技术
2专家判断
3会议
3输出
1风险理计划
1投入
1风险理计划
2成理计划
3进度理计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动历时估算
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程资产
2工具技术
1文献回顾
2收集信息
技术
表3分析
4假设分析
5绘图技术
6SWOT分析
7专家判断
3输出
1风险登记册
1投入
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程资产
2工具技术
1风险概率影响
评估
2概率影响矩阵
3风险数质量评估
4风险分类
5紧急评估风险
6专家判断
3输出
1项目文件更新
1投入
1风险理计划
2成理计划
3进度理计划
4风险登记册
5企业环境
素
6组织程资产
2工具技术
1数集
表示技术
2定量风险分析
建模技术
3专家判断
3输出
1项目文件更新
项目风险
理概述
111计划112风险识风险
理
113定性
风险分析
1投入
1风险理计划
2风险登记册
2工具技术
1种策略负面风险
威胁
2积极风险策略
机会
3反应
策略
4专家判断
3输出
1项目理计划
更新
2项目文件更新
1投入
1项目理计划
2风险登记册
3工作性数
4工作业绩报告
2工具技术
1风险评估
2风险审计
3变异趋势分析
4技术性
测量
5储备分析
6会议
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
115计划风险应
116控制风险
114进行定量
风险分析
图111工程项目风险理概述
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11 PROJECT RISK MANAGEMENT
11
111 Plan Risk Management
Plan Risk Management is the process of defining how to conduct risk management activities for a project The
key benefit of this process is it ensures that the degree type and visibility of risk management are commensurate
with both the risks and the importance of the project to the organization The risk management plan is vital to
communicate with and obtain agreement and support from all stakeholders to ensure the risk management process
is supported and performed effectively over the project life cycle The inputs tools and techniques and outputs of
this process are depicted in Figure 112 Figure 113 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Analytical techniques
2 Expert judgment
3 Meetings
1 Risk management plan
Figure 112 Plan Risk Management Inputs Tools & Techniques and Outputs
Project Risk Management
111
Plan Risk
Management
Project charter
Stakeholder
register
Enterprise
e nvironmental
factors
Organizational
process assets
Risk
management
plan
Project
management
plan
42
Develop Project
Management
Plan
112
Identify
Risks
113
Perform
Qualitative
Risk Analysis
114
Perform
Quantitative
Risk Analysis
115
Plan Risk
Responses
131
Identify
Stakeholders
41
Develop Project
Charter
Enterprise
Organization
Figure 113 Plan Risk Management Data Flow Diagram
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11项目风险理
11
111计划风险理
规划风险理程定义实施项目风险理活动
该程益处保证程度类型风险理见度相称
风险项目组织重性风险理计划非常重
沟通获协议利益相关方支持确保风险理程
支持项目生命周期效执行输入工具技术输出
程图112描绘图113描述程数流图
输入工具技术输出
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程
资产
1分析技术
2专家判断
3会议
1风险理计划
图112计划：风险理工具技术输入输出
项目风险理
111
计划风险
理
？项目章程
？利益相关者
寄存器
？企业
环境
素
？组织
程资产
？风险
理
计划
？项目
理
计划
42
开发项目
理
计划
112
识
风险
113
执行
定性
风险分析
114
执行
定量
风险分析
115
计划风险
反应
131
识
利益相关者
41
开发项目
宪章
企业
组织
图113规划风险理数流图
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11 PROJECT RISK MANAGEMENT
Careful and explicit planning enhances the probability of success for other risk management processes Planning
is also important to provide sufficient resources and time for risk management activities and to establish an agreedupon
basis for evaluating risks The Plan Risk Management process should begin when a project is conceived and
should be completed early during project planning
1111 Plan Risk Management Inputs
11111 Project Management Plan
In planning risk management all approved subsidiary management plans and baselines should be taken into
consideration in order to make the risk management plan consistent with them The risk management plan is also
a component of the project management plan The project management plan provides baseline or current state of
riskaffected areas including scope schedule and cost
11112 Project Charter
Described in Section 4131 The project charter can provide various inputs such as highlevel risks highlevel
project descriptions and highlevel requirements
11113 Stakeholder Register
Described in Section 13131 The stakeholder register which contains all details related to the project’s
stakeholders provides an overview of their roles
11114 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Risk Management
process include but are not limited to risk attitudes thresholds and tolerances that describe the degree of risk
that an organization will withstand
11115 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Plan Risk Management
process include but are not limited to
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11项目风险理
谨慎明确规划提高风险理成功概率程规划
样重提供足够资源风险理活动时间建立致
风险评估基础该计划风险理程应该开始项目构思
应早完成项目规划
1111规划风险理：输入
11111项目理计划
风险理规划批准辅助理计划基线应考虑
考虑风险理计划相致风险理计划
项目理计划组成部分项目理计划提供基线目前状态
风险影响区包括范围进度成
11112项目章程
4131节叙述项目章程提供输入高风险高层次
项目描述高层次求
11113利益相关者登记
第13131描述利益相关者寄存器包含项目相关细节
利益相关者提供作概述
11114企业环境素
第215描述够影响规划风险理企业环境素
程包括限风险态度阈值描述风险度公差
组织承受
11115组织程资产
第214描述组织程资产会影响计划风险理
程包括限：
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11 PROJECT RISK MANAGEMENT
11
Risk categories
Common definitions of concepts and terms
Risk statement formats
Standard templates
Roles and responsibilities
Authority levels for decision making and
Lessons learned
1112 Plan Risk Management Tools and Techniques
11121 Analytical Techniques
Analytical techniques are used to understand and define the overall risk management context of the project
Risk management context is a combination of stakeholder risk attitudes and the strategic risk exposure of a given
project based on the overall project context For example a stakeholder risk profile analysis may be performed to
grade and qualify the project stakeholder risk appetite and tolerance Other techniques such as the use of strategic
risk scoring sheets are used to provide a highlevel assessment of the risk exposure of the project based on the
overall project context Depending on these assessments the project team can allocate appropriate resources and
focus on the risk management activities
11122 Expert Judgment
To ensure a comprehensive establishment of the risk management plan judgment and expertise should be
considered from groups or individuals with specialized training or knowledge on the subject area such as
Senior management
Project stakeholders
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts (SMEs) in business or project area
Industry groups and consultants and
Professional and technical associations
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11项目风险理
11
？风险类
？概念术语定义
？风险声明格式
？标准模板
？角色责
？决策权限级
？验教训
1112计划：风险理工具技术
11121分析技术
分析技术理解定义项目整体风险理环境
风险理环境利益相关者风险态度定战略风险组合
基项目整体环境项目例利益相关者风险分析进行
等级资格项目利益相关者风险偏公差技术战略运
风险评分表提供基项目风险暴露水评估
整项目文根评估项目团队分配适资源
关注风险理活动
11122专家判断
确保风险理计划全面建设专业判断应该
团体专业培训知识学科领域认：
？高级理
？项目利益相关者
？项目理谁区项目（直接通教训）
？题专家（SME）企业项目区
？行业组织顾问
？专业技术协会
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11 PROJECT RISK MANAGEMENT
11123 Meetings
Project teams hold planning meetings to develop the risk management plan Attendees at these meetings may
include the project manager selected project team members and stakeholders anyone in the organization with
responsibility to manage the risk planning and execution activities and others as needed
Highlevel plans for conducting the risk management activities are defined in these meetings Risk management
cost elements and schedule activities should be developed for inclusion in the project budget and schedule
respectively Risk contingency reserve application approaches may be established or reviewed Risk management
responsibilities should be assigned General organizational templates for risk categories and definitions of terms
such as levels of risk probability by type of risk impact by type of objectives and the probability and impact matrix
will be tailored to the specific project If templates for other steps in the process do not exist they may be generated
in these meetings The outputs of these activities are summarized in the risk management plan
1113 Plan Risk Management Outputs
11131 Risk Management Plan
The risk management plan is a component of the project management plan and describes how risk management
activities will be structured and performed The risk management plan includes the following
Methodology Defines the approaches tools and data sources that will be used to perform risk
management on the project
R oles and responsibilities Defines the lead support and risk management team members for each
type of activity in the risk management plan and clarifies their responsibilities
Budgeting Estimates funds needed based on assigned resources for inclusion in the cost baseline and
establishes protocols for application of contingency and management reserves
Timing Defines when and how often the risk management processes will be performed throughout the
project life cycle establishes protocols for application of schedule contingency reserves and establishes
risk management activities for inclusion in the project schedule
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11项目风险理
11123会议
项目团队保持规划会议制定风险理计划会议中参者
包括项目理项目团队成员利益相关者组织
责风险理规划执行活动需
进行风险理活动高层次计划会议中定义风险理
成素活动计划应项目预算进度夹杂
分风险应急储备应方法建立评风险理
责应分配风险类术语定义般组织模板
水风险风险概率类型类型目标影响概率影响矩阵
根具体项目果工艺步骤模板存会产生
会议活动输出进行风险理计划
1113规划风险理：输出
11131风险理计划
风险理计划项目理计划组成部分介绍风险理
活动结构化执行风险理计划包括：
？方法定义方法工具数源进行风险
项目理
？作责定义领导支持风险理团队成员
风险理计划活动类型阐明责
？预算估计需资金根分配资源成基线包
建立协议应理应急储备
？定时定义时风险理程贯穿
项目生命周期建立调度应急储备应协议建立
项目进度计划纳入风险理活动
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11 PROJECT RISK MANAGEMENT
11
Risk categories Provide a means for grouping potential causes of risk Several approaches can be
used for example a structure based on project objectives by category A risk breakdown structure (RBS)
helps the project team to look at many sources from which project risk may arise in a risk identification
exercise Different RBS structures will be appropriate for different types of projects An organization can
use a previously prepared custom categorization framework which may take the form of a simple list of
categories or may be structured into an RBS The RBS is a hierarchical representation of risks according
to their risk categories An example is shown in Figure 114
Beta and triangular distributions are frequently used in quantitative risk analysis The data shown in the figure
on the left (Beta Distribution) is one example of a family of such distributions determined by two shape
parameters Other commonly used distributions include the uniform normal and lognormal In these charts
the horizontal (X) axes represent possible values of time or cost and the vertical (Y) axes represent relative
likelihood
Beta Distribution Triangular Distribution
01
00
01
00
Figure 114 Example of a Risk Breakdown Structure (RBS)
D efinitions of risk probability and impact The quality and credibility of the risk analysis requires that
different levels of risk probability and impact be defined that are specific to the project context General
definitions of probability levels and impact levels are tailored to the individual project during the Plan
Risk Management process for use in subsequent processes Table 111 is an example of definitions of
negative impacts that could be used in evaluating risk impacts related to four project objectives (Similar
tables may be established with a positive impact perspective) Table 111 illustrates both relative and
numerical (in this case nonlinear) approaches
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11项目风险理
11
？风险类分组潜原风险提供种手段种方法
例基项目目标类结构风险分解结构（RBS）
帮助项目团队许源项目风险出现风险识
运动RBS结构适合类型项目组织
预先制备定义分类框架需简单列表形式
类结构苏格兰皇家银行苏格兰皇家银行风险分层表示
风险类例子图114示
β三角分布常定量风险分析图中示数
左边（Beta分布）家庭种分布两形状确定例子
参数常分布均匀正常数正态分布图表
水（x）轴代表时间成值垂直（Y）轴代表相
性
Beta分布三角形分布
01
0
01
0
图114风险分解结构（RBS）例子
？D风险概率影响定义风险分析质量性求
层次风险概率影响定义特定项目文般
概率水影响程度定义根项目计划
续程风险理程表111定义例子
消极影响评估风险影响四项目目标关（类似
表格积极影响角度建立）表111说明相
数值（种情况非线性）方法
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11 PROJECT RISK MANAGEMENT
Table 111 Definition of Impact Scales for Four Project Objectives
Defined Conditions for Impact Scales of a Risk on Major Project Objectives
(Examples are shown for negative impacts only)
Relative or numerical scales are shown
This table presents examples of risk impact definitions for four different project objectives They should be tailored in the
Risk Management Planning process to the individual project and to the organization's risk thresholds Impact definitions can be
developed for opportunities in a similar way
Project
Objective
Cost
Time
Scope
Quality
Very low 005 Low 010 Moderate 020 High 040 Very high 080
Insignificant cost
increase
Insignificant time
increase
Scope decrease
barely noticeable
Quality degradation
barely noticeable
< 10 cost
increase
< 5 time
increase
Minor areas of
scope affected
Only very demanding
applications
are affected
10 – 20 cost
increase
5 – 10 time
increase
Major areas of
scope affected
Quality reduction
requires sponsor
approval
20 – 40 cost
increase
10 – 20 time
increase
Scope reduction
unacceptable to
sponsor
Quality reduction
unacceptable to
sponsor
> 40 cost
increase
> 20 time
increase
Project end item
is effectively
useless
Project end item
is effectively
useless
Probability and impact matrix A probability and impact matrix is a grid for mapping the probability
of each risk occurrence and its impact on project objectives if that risk occurs Risks are prioritized
according to their potential implications for having an effect on the project’s objectives A typical
approach to prioritizing risks is to use a lookup table or a probability and impact matrix The specific
combinations of probability and impact that lead to a risk being rated as high moderate or low
importance are usually set by the organization
R evised stakeholders’ tolerances Stakeholders’ tolerances as they apply to the specific project may
be revised in the Plan Risk Management process
Reporting formats Reporting formats define how the outcomes of the risk management process will
be documented analyzed and communicated It describes the content and format of the risk register as
well as any other risk reports required
Tracking Tracking documents how risk activities will be recorded for the benefit of the current project
and how risk management processes will be audited
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11项目风险理
表111四项目目标影响规模定义
？
重项目目标风险影响表定义条件
（例子显示负面影响）
相数值尺度显示
表显示四项目目标风险影响定义例子应该根
风险理规划程中项目组织风险阈值影响定义
开发类似方式机会
项目
目
成
时间
范围
质量
非常低 005低中度010 020 040 080高高
微足道成
增加
微足道时间
增加
范围减
没明显
质量退化
没明显
＜10成
增加
＜5时
增加
区域
影响范围
非常苛刻
应
影响
10–20成
增加
5–10次
增加
领域
影响范围
质量降
求保荐
批准
20–40成
增加
10–20次
增加
缩范围
接受
赞助商
质量降
接受
赞助商
> 40成
增加
> 20次
增加
项目结束项目
效
项目结束项目
效
概率影响矩阵概率影响矩阵概率网格映射
风险发生项目目标影响风险发生话风险排序
根潜影响项目目标影响典型
确定风险方法查找表概率影响矩阵具体
概率影响导致风险评高组合中低
通常组织重性
？R evised利益相关者公差利益相关者公差适特定项目
规划风险理程修正
？报告格式报告格式定义风险理程结果
记录分析沟通描述风险寄存器容格式
风险报告求
？踪踪文件风险活动记录前项目效益
风险理程审核
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11 PROJECT RISK MANAGEMENT
11
112 Identify Risks
Identify Risks is the process of determining which risks may affect the project and documenting their
characteristics The key benefit of this process is the documentation of existing risks and the knowledge and ability
it provides to the project team to anticipate events The inputs tools and techniques and outputs of this process
are depicted in Figure 115 Figure 116 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration
estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process
assets
1 Documentation reviews
2 Information gathering
techniques
3 Checklist analysis
4 Assumptions analysis
5 Diagramming techniques
6 SWOT analysis
7 Expert judgment
1 Risk register
Figure 115 Identify Risks Inputs Tools & Techniques and Outputs
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11项目风险理
11
112识风险
识风险程确定风险会影响项目记录
特征程关键利益存风险文献知识力
提供项目团队预测事件输入工具技术程输出
图115描述图116描述程数流图
输入工具技术输出
1风险理计划
2成理计划
3进度理
计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动时间
估计
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程
资产
1文献回顾
2收集信息
技术
表3分析
4假设分析
5绘图技术
6SWOT分析
7专家判断
1风险登记册
图115识风险：输入输出工具技术
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11 PROJECT RISK MANAGEMENT
Risk management plan
Risk register
Scope baseline
Schedule management plan
Activity duration estimates
Cost management plan
Activity cost estimates
Quality management plan
Human resource
management plan
Procurement documents
Stakeholder register
Project Risk Management
Organizational process assets
Enterprise environmental
factors
72
Estimate
Costs
81
Plan Quality
Management
121
Plan
Procurement
Management
Project
Documents
54
Create WBS
71
Project Cost
Management
81
Plan Quality
Management
65
Estimate
Activity Durations
61
Plan Schedule
Management
121
Plan Procurement
Management
131
Identify
Stakeholders
91
Plan Human
Resource
Management
Enterprise
Organization
112
Identify
Risks
113
Perform
Qualitative
Risk Analysis
115
Plan Risk
Responses
114
Perform
Quantitative
Risk Analysis
116
Control
Risks
111
Plan Risk
Management
72
Estimate Costs
Figure 116 Identify Risks Data Flow Diagram
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11项目风险理
？风险理计划
？风险登记册
？范围基线
？进度理计划
？活动持续时间估算
？成理计划
？活动成估算
？质量理计划
？力资源
理计划
？采购文件
？利益相关者登记
项目风险理
？组织程资产
？企业环境
素
72
估计
成
81
规划质量
理
121
计划
采购
理
项目
文件
54
创建WBS
71
项目成
理
81
规划质量
理
65
估计
活动持续时间
61
计划
理
121
计划采购
理
131
识
利益相关者
91
计划
资源
理
企业
组织
112
识
风险
113
执行
定性
风险分析
115
计划风险
反应
114
执行
定量
风险分析
116
控制
风险
111
计划风险
理
72
估计成
图116识风险数流图
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11 PROJECT RISK MANAGEMENT
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Participants in risk identification activities may include the following project manager project team members
risk management team (if assigned) customers subject matter experts from outside the project team end
users other project managers stakeholders and risk management experts While these personnel are often key
participants for risk identification all project personnel should be encouraged to identify potential risks
Identify risks is an iterative process because new risks may evolve or become known as the project progresses
through its life cycle The frequency of iteration and participation in each cycle will vary by situation The format of
the risk statements should be consistent to ensure that each risk is understood clearly and unambiguously in order
to support effective analysis and response development The risk statement should support the ability to compare
the relative effect of one risk against others on the project The process should involve the project team so they can
develop and maintain a sense of ownership and responsibility for the risks and associated risk response actions
Stakeholders outside the project team may provide additional objective information
1121 Identify Risks Inputs
11211 Risk Management Plan
Described in Section 11131 Key elements of the risk management plan that contribute to the Identify Risks
process are the assignments of roles and responsibilities provision for risk management activities in the budget
and schedule and categories of risk which are sometimes expressed as a risk breakdown structure (Figure 114)
11212 Cost Management Plan
Described in Section 7131 The cost management plan provides processes and controls that can be used to
help identify risks across the project
11213 Schedule Management Plan
Described in Section 6131 The schedule management plan provides insight to project timeschedule
objectives and expectations which may be impacted by risks (known and unknown)
11214 Quality Management Plan
Described in Section 8131 The quality management plan provides a baseline of quality measures and metrics
for use in identifying risks
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11项目风险理
11
风险识活动参者包括：项目理项目团队成员
风险理团队（果指定）客户题专家外项目团队结束
户项目理利益相关者风险理专家关键
风险识参者项目员应该鼓励识潜风险
风险识迭代程新风险进化称项目进展
通生命周期迭代参周期频率会情况格式
风险报表应确保风险清楚明确致
支持效分析响应发展风险声明应该支持力较
风险项目相影响程应包括项目团队
建立维护意义权责风险相关风险应措施
项目团队外部利益相关者会提供额外信息
1121识风险：输入
11211风险理计划
第11131描述风险理计划助识风险素
程中角色职责分配预算中风险理活动提供
时间表类风险时表示风险分解结构（图114）
11212成理计划
第7131描述成理计划提供处理控制
助确定整项目风险
11213进度理计划
第6131描述进度理计划提供深入解项目时间进度
目标期受影响风险（已知未知）
11214质量理计划
第8131描述质量理计划提供质量措施指标基线
识风险
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11215 Human Resource Management Plan
Described in Section 9131 The human resource management plan provides guidance on how project human
resources should be defined staffed managed and eventually released It can also contain roles and responsibilities
project organization charts and the staffing management plan which form a key input to identify risk process
11216 Scope Baseline
Described in Section 5431 Project assumptions are found in the project scope statement Uncertainty in
project assumptions should be evaluated as potential causes of project risk
The WBS is a critical input to identifying risks as it facilitates an understanding of the potential risks at both
the micro and macro levels Risks can be identified and subsequently tracked at summary control account andor
work package levels
11217 Activity Cost Estimates
Described in Section 7231 Activity cost estimate reviews are useful in identifying risks as they provide a
quantitative assessment of the likely cost to complete scheduled activities and ideally are expressed as a range
with the width of the range indicating the degree(s) of risk The review may result in projections indicating the
estimate is either sufficient or insufficient to complete the activity (ie pose a risk to the project)
11218 Activity Duration Estimates
Described in Section 6531 Activity duration estimate reviews are useful in identifying risks related to the time
allowances for the activities or project as a whole again with the width of the range of such estimates indicating
the relative degree(s) of risk
11219 Stakeholder Register
Described in Section 13131 Information about the stakeholders is useful for soliciting inputs to identify risks
as this will ensure that key stakeholders especially the stakeholder sponsor and customer are interviewed or
otherwise participate during the Identify Risks process
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11项目风险理
11215力资源理计划
第9131描述力资源理计划提供指导项目
资源应该定义配置理终释放包含角色责
项目组织结构图职员理计划形成风险识程中关键输入
11216范围基线
第5431描述项目假设项目范围说明书中发现确定性
项目假设应评估作项目风险潜原
WBS识风险利潜风险理解关键输入
微观宏观层次风险识踪总结控制帐户
工作包级
11217活动成估算
第7231描述活动费估算评识风险提供
完成预定活动理想表示系列成定量评估
范围程度宽度（S）风险审查预测结果表明
估计足够足完成活动（项目风险）
11218活动持续时间估算
第6531描述活动历时估算识时间相关风险
活动项目津贴作整体样估计表明宽度范围
相程度（）风险
11219利益相关者登记
第13131描述利益相关者信息征求输入识风险
确保关键利益相关者特利益相关者赞助商客户面谈
否参识风险程
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11 PROJECT RISK MANAGEMENT
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112110 Project Documents
Project documents provide the project team with information about decisions that help better identify project
risks Project documents improve crossteam and stakeholder communications and include but are not limited to
Project charter
Project schedule
Schedule network diagrams
Issue log
Quality checklist and
Other information proven to be valuable in identifying risks
112111 Procurement Documents
Defined in Section 12133 If the project requires external procurement of resources procurement
documents become a key input to the Identify Risks process The complexity and the level of detail of the
procurement documents should be consistent with the value of and risks associated with planned procurement
112112 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors that can influence the Identify Risks process
include but are not limited to
Published information including commercial databases
Academic studies
Published checklists
Benchmarking
Industry studies and
Risk attitudes
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11
112110项目文件
项目文件提供信息帮助决策更识项目项目团队
风险项目文件提高团队利益相关者通信包括限：
？项目章程
？项目进度
？进度网络图
？问题日志
？质量检查表
？信息证明识风险价值
112111采购文件
第12133定义果项目需资源外部采购采购
文件成识风险程中关键输入复杂性细节水
采购文件应价值相致相关风险计划采购
112112企业环境素
第215描述企业环境素影响识风险程
包括限：
？发布信息包括商业数库
？学术研究
？公布清单
？标杆理
？行业研究
？风险态度
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112113 Organizational Process Assets
Described in Section 214 Organizational process assets that can influence the Identify Risks process include
but are not limited to
Project files including actual data
Organizational and project process controls
Risk statement formats or templates and
Lessons learned
1122 Identify Risks Tools and Techniques
11221 Documentation Reviews
A structured review of the project documentation may be performed including plans assumptions previous
project files agreements and other information The quality of the plans as well as consistency between those
plans and the project requirements and assumptions may be indicators of risk in the project
11222 Information Gathering Techniques
Examples of information gathering techniques used in identifying risks can include
Brainstorming The goal of brainstorming is to obtain a comprehensive list of project risks The project
team usually performs brainstorming often with a multidisciplinary set of experts who are not part of the
team Ideas about project risk are generated under the leadership of a facilitator either in a traditional
freeform brainstorm session or structured mass interviewing techniques Categories of risk such as in a
risk breakdown structure can be used as a framework Risks are then identified and categorized by type
of risk and their definitions are refined
Delphi technique The Delphi technique is a way to reach a consensus of experts Project risk experts
participate in this technique anonymously A facilitator uses a questionnaire to solicit ideas about the
important project risks The responses are summarized and are then recirculated to the experts for
further comment Consensus may be reached in a few rounds of this process The Delphi technique helps
reduce bias in the data and keeps any one person from having undue influence on the outcome
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11项目风险理
112113组织程资产
第214描述组织程资产够影响识风险程包括
限：
？项目文件包括实际数
？组织项目程控制
？风险声明格式模板
？验教训
1122识风险：工具技术
11221文献回顾
结构化项目审查文件执行包括计划假设前
项目文件协议信息计划质量间致性
计划项目求假设项目风险指标
11222信息采集技术
信息采集技术识风险例子包括：
？头脑风暴头脑风暴目获项目风险综合列表项目
团队通常进行头脑风暴通常专家谁属学科组
团队项目风险想法辅助领导产生传统
空白头脑风暴会议结构化海量面试技巧类风险
风险分解结构作框架风险进行识分类类型
风险定义细化
？Delphi技术Delphi技术种方式达专家识项目风险专家
参项技术匿名持采问卷征求意见
重项目风险反应进行总结然循环专家
进步评识程中回合达成德尔菲技术帮助
减少数偏差中获结果正影响
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11 PROJECT RISK MANAGEMENT
11
Interviewing Interviewing experienced project participants stakeholders and subject matter experts
helps to identify risks
Root cause analysis Rootcause analysis is a specific technique used to identify a problem discover
the underlying causes that lead to it and develop preventive action
11223 Checklist Analysis
Risk identification checklists are developed based on historical information and knowledge that has been
accumulated from previous similar projects and from other sources of information The lowest level of the RBS
can also be used as a risk checklist While a checklist may be quick and simple it is impossible to build an
exhaustive one and care should be taken to ensure the checklist is not used to avoid the effort of proper risk
identification The team should also explore items that do not appear on the checklist Additionally the checklist
should be pruned from time to time to remove or archive related items The checklist should be reviewed during
project closure to incorporate new lessons learned and improve it for use on future projects
11224 Assumptions Analysis
Every project and its plan is conceived and developed based on a set of hypotheses scenarios or assumptions
Assumptions analysis explores the validity of assumptions as they apply to the project It identifies risks to the
project from inaccuracy instability inconsistency or incompleteness of assumptions
11225 Diagramming Techniques
Risk diagramming techniques may include
C ause and effect diagrams These are also known as Ishikawa or fishbone diagrams and are useful for
identifying causes of risks
System or process flow charts These show how various elements of a system interrelate and the
mechanism of causation
Influence diagrams These are graphical representations of situations showing causal influences time
ordering of events and other relationships among variables and outcomes as shown in Figure 117
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11项目风险理
11
？面试面试验项目参者利益相关者题专家
助识风险
？根原分析根原分析识特定问题技术发现
潜原制定预防措施
11223清单分析
风险识清单基历史信息知识已开发
前类似项目源信息积累RBS低水
作风险检查表表快速简单建立
详应注意保证清单避免风险努力
识该团队应该探索会出现清单项目外该清单
应修剪时删档相关项目该清单应审查程中
项目收尾纳入新验教训改进未项目
11224假设分析
项目计划构思基组假设情景假设
假设分析假设效性作申请项目确定风险
准确稳定致项目者完全假设
11225图解技术
风险图技术包括：
？原效果图称石川图鱼骨图
识风险原
？系统程流程图表明系统种素间相互关系
果机理
？影响图情况显示果影响图形表示时间
事件排序变量结果间关系图117显示
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11 PROJECT RISK MANAGEMENT
Project
Activity
Project
Estimates
Deliverables
Risk
Condition
Figure 117 Influence Diagram
11226 SWOT Analysis
This technique examines the project from each of the strengths weaknesses opportunities and threats (SWOT)
perspectives to increase the breadth of identified risks by including internally generated risks The technique starts
with identification of strengths and weaknesses of the organization focusing on either the project organization
or the business area in general SWOT analysis then identifies any opportunities for the project that arise from
organizational strengths and any threats arising from organizational weaknesses The analysis also examines
the degree to which organizational strengths offset threats as well as identifying opportunities that may serve to
overcome weaknesses
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11项目风险理
项目
活动
项目
估计
交付成果
风险
条件
图117影响图
11226 SWOT分析
种技术考察项目长处弱点机会威胁（SWOT）
观点包括部产生风险识风险增加宽度该技术开始
着组织强项弱点识专注项目组织
营业面积般SWOT分析找出出现项目机会
组织优势弱点组织产生威胁分析探讨
种程度组织优势弥补威胁识机会
克服弱点
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11 PROJECT RISK MANAGEMENT
11
11227 Expert Judgment
Risks may be identified directly by experts with relevant experience with similar projects or business areas
Such experts should be identified by the project manager and invited to consider all aspects of the project and
suggest possible risks based on their previous experience and areas of expertise The experts’ bias should be taken
into account in this process
1123 Identify Risks Outputs
11231 Risk Register
The primary output from Identify Risks is the initial entry into the risk register The risk register is a document
in which the results of risk analysis and risk response planning are recorded It contains the outcomes of the other
risk management processes as they are conducted resulting in an increase in the level and type of information
contained in the risk register over time The preparation of the risk register begins in the Identify Risks process
with the following information and then becomes available to other project management and risk management
processes
List of identified risks The identified risks are described in as much detail as is reasonable A
structure for describing risks using risk statements may be applied for example EVENT may occur
causing IMPACT or If CAUSE exists EVENT may occur leading to EFFECT In addition to the list of
identified risks the root causes of those risks may become more evident These are the fundamental
conditions or events that may give rise to one or more identified risks They should be recorded and
used to support future risk identification for this and other projects
List of potential responses Potential responses to a risk may sometimes be identified during the Identify
Risks process These responses if identified in this process should be used as inputs to the Plan Risk
Responses process
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11项目风险理
11
11227专家判断
风险直接识专家相关验类似项目业务领域
专家应该项目理请考虑项目方面鉴定
提出基专家验区出现风险专家偏差应采取
考虑程中
1123识风险：输出
11231风险登记册
输出识风险初进入风险登记册风险登记册文件
风险分析风险应规划结果记录包含结果
风险理程进行导致水类型信息增加
包含风险登记时间风险登记准备开始识风险程
面信息然变项目理风险理
程：
？已识风险清单识出风险进行细节合理
结构描述风险风险报表应例发生事件
造成影响果存产生影响事件名单
识风险风险根原更明显基
条件事件产生识风险应该记录
支持项目项目未风险识
？回应清单潜风险反应会确定
风险程反应果程中发现应作风险投入计划
反应程
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11 PROJECT RISK MANAGEMENT
113 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing
and combining their probability of occurrence and impact The key benefit of this process is that it enables project
managers to reduce the level of uncertainty and to focus on highpriority risks The inputs tools and techniques
and outputs of this process are depicted in Figure 118 Figure 119 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Risk probability and
impact assessment
2 Probability and impact
matrix
3 Risk data quality
assessment
4 Risk categorization
5 Risk urgency assessment
6 Expert judgment
1 Project documents
updates
Figure 118 Perform Qualitative Risk Analysis Inputs Tools & Techniques and Outputs
Project Risk Management
113
Perform
Qualitative
Risk Analysis
111
Plan Risk
Management
112
Identify
Risks
Project documents
updates
Risk management Risk register
plan
Enterprise
e nvironmental
factors
Organizational
process assets
Scope baseline
54
Create
WBS
Enterprise
Organization
Project
Documents
Figure 119 Perform Qualitative Risk Analysis Data Flow Diagram
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11项目风险理
113定性风险分析
定性风险分析风险进行进步分析行动程评估
结合发生概率影响程关键处项目
理者减少确定性水关注高优先级风险输入工具技术
程输出图11－8描绘图11描述程数流图
输入工具技术输出
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程
资产
1风险概率
影响评价
2概率影响
矩阵
3风险数质量
评估
4风险分类
5紧急评估风险
6专家判断
1项目文件
更新
图11－8定性风险分析：输入输出工具技术
项目风险理
113
执行
定性
风险分析
111
计划风险
理
112
识
风险
？项目文件
更新
？风险理？风险登记册
计划
？企业
环境
素
？组织
程资产
？范围基线
54
创建
WBS
企业
组织
项目
文件
图11定性风险分析数流图
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11
Perform Qualitative Risk Analysis assesses the priority of identified risks using their relative probability or
likelihood of occurrence the corresponding impact on project objectives if the risks occur as well as other
factors such as the time frame for response and the organization’s risk tolerance associated with the project
constraints of cost schedule scope and quality Such assessments reflect the risk attitude of the project
team and other stakeholders Effective assessment therefore requires explicit identification and management
of the risk approaches of key participants in the Perform Qualitative Risk Analysis process Where these risk
approaches introduce bias into the assessment of identified risks attention should be paid to identifying bias
and correcting for it
Establishing definitions of the levels of probability and impact can reduce the influence of bias The time
criticality of riskrelated actions may magnify the importance of a risk An evaluation of the quality of the
available information on project risks also helps to clarify the assessment of the risk’s importance to the project
Perform Qualitative Risk Analysis is usually a rapid and costeffective means of establishing priorities for Plan
Risk Responses and lays the foundation for Perform Quantitative Risk Analysis if required The Perform Qualitative
Risk Analysis process is performed regularly throughout the project life cycle as defined in the project’s risk
management plan This process can lead into Perform Quantitative Risk Analysis (Section 114) or directly into Plan
Risk Responses (Section 115)
1131 Perform Qualitative Risk Analysis Inputs
11311 Risk Management Plan
Described in Section 11131 Key elements of the risk management plan used in the Perform Qualitative Risk
Analysis process include roles and responsibilities for conducting risk management budgets schedule activities
for risk management risk categories definitions of probability and impact the probability and impact matrix
and revised stakeholders’ risk tolerances These inputs are usually tailored to the project during the Plan Risk
Management process If they are not available they may be developed during the Perform Qualitative Risk Analysis
process
11312 Scope Baseline
Described in Section 5431 Projects of a common or recurrent type tend to have more wellunderstood risks
Projects using stateoftheart or firstofitskind technology and highly complex projects tend to have more
uncertainty This can be evaluated by examining the scope baseline
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11项目风险理
11
定性风险分析评估已识风险相概率优先
发生性相应项目目标影响果风险发生
反应组织风险承受力项目相关时间素
成进度质量范围限制样评估反映项目风险态度
团队利益相关者效评估需明确识理
关键参者风险方法进行定性风险分析程风险
方法偏差识风险评估应注意识偏差
纠正
建立概率影响定义水减少偏差影响时间
风险相关行危害性会夸风险重性质量评价
项目风险信息助澄清项目风险评估重性
定性风险分析通常建立优先计划快速具成效益手段
风险应奠定基础实施定量风险分析果需话定性
风险分析程进行定期整项目生命周期项目中风险定义
理计划程导致执行定量风险分析（第114节）直接进入计划
风险应（115节）
1131进行定性风险分析：输入
11311风险理计划
第11131描述进行定性风险理计划关键素
分析程包括进行风险理预算角色职责活动计划
风险理风险分类概率影响定义矩阵概率影响
修订利益相关者风险容限输入通常针项目规划风险
理程果没进行定性风险分析
程
11312范围基线
第5431描述复发性型项目更解风险
采先进种技术项目高度复杂项目更
确定性通检查范围基线评估
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11313 Risk Register
Described in Section 11231 The risk register contains the information that will be used to assess and prioritize
risks
11314 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors may provide insight and context to the risk
assessment such as
Industry studies of similar projects by risk specialists and
Risk databases that may be available from industry or proprietary sources
11315 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Qualitative Risk
Analysis process include information on prior similar completed projects
1132 Perform Qualitative Risk Analysis Tools and Techniques
11321 Risk Probability and Impact Assessment
Risk probability assessment investigates the likelihood that each specific risk will occur Risk impact
assessment investigates the potential effect on a project objective such as schedule cost quality or performance
including both negative effects for threats and positive effects for opportunities
Probability and impact are assessed for each identified risk Risks can be assessed in interviews or meetings
with participants selected for their familiarity with the risk categories on the agenda Project team members and
knowledgeable persons external to the project are included
The level of probability for each risk and its impact on each objective is evaluated during the interview or meeting
Explanatory detail including assumptions justifying the levels assigned are also recorded Risk probabilities
and impacts are rated according to the definitions given in the risk management plan Risks with low ratings of
probability and impact will be included within the risk register as part of the watch list for future monitoring
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11项目风险理
11313风险登记册
第11231描述风险登记册包含评估优先级信息
风险
11314企业环境素
第215描述企业环境素会风险解语境
评估：
？通风险专家类似项目行业研究
？风险数库行业专源
11315组织程资产
第214描述组织程资产够影响进行定性风险
分析程包括信息前类似已完成项目
1132进行定性风险分析：工具技术
11321风险概率影响评估
概率风险评价研究具体风险发生性风险影响
评估研究项目目计划潜影响成质量表现
包括阴性机会威胁积极作
概率影响进行评估确定风险风险采访会议评估
选择议程风险类熟悉参者项目团队成员
知识渊博外部项目包括
风险目标影响概率水面试会议评价
解释性细节包括假设证明分配记录风险概率
影响根风险理计划中定义额定低评级风险
概率影响包括风险登记册未监测观察名单部分
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11322 Probability and Impact Matrix
Risks can be prioritized for further quantitative analysis and planning risk responses based on their risk rating
Ratings are assigned to risks based on their assessed probability and impact Evaluation of each risk’s importance
and priority for attention is typically conducted using a lookup table or a probability and impact matrix Such a
matrix specifies combinations of probability and impact that lead to rating the risks as low moderate or high
priority Descriptive terms or numeric values can be used depending on organizational preference
Each risk is rated on its probability of occurrence and impact on an objective if it does occur The organization
should determine which combinations of probability and impact result in a classification of high risk moderate risk
and low risk In a blackandwhite matrix these conditions are denoted using different shades of gray Specifically
in Figure 1110 the dark gray area (with the largest numbers) represents high risk the medium gray area (with
the smallest numbers) represents low risk and the light gray area (with inbetween numbers) represents moderate
risk Usually these riskrating rules are specified by the organization in advance of the project and included in
organizational process assets Risk rating rules can be tailored in the Plan Risk Management process to the specific
project
Probability and Impact Matrix
Probability
090
070
050
030
010
005
004
003
002
001
005
Very Low
009
007
005
003
001
010
Low
018
014
010
006
002
020
Moderate
036
028
020
012
004
040
High
072
056
040
024
008
080
Very High
Impact (numerical scale) on an objective (eg cost time scope or quality)
Each risk is rated on its probability of occurring and impact on an objective if it does occur The organization's
thresholds for low moderate or high risks are shown in the matrix and determine whether the risk is scored
as high moderate or low for that objective
Threats
005
004
003
002
001
005
Very Low
009
007
005
003
001
010
Low
018
014
010
006
002
020
Moderate
036
028
020
012
004
040
High
072
056
040
024
008
080
Very High
Opportunities
Figure 1110 Probability and Impact Matrix
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11项目风险理
11
11322概率影响矩阵
风险优先进步定量分析规划风险应根身风险评级
额定值分配基概率影响风险评估风险评估重性
优先关注通常进行查找表概率影响矩阵样
矩阵指定组合概率影响导致评级风险低中高
优先权描述性词语数字值根组织偏
风险评发生客观影响概率果确实发生组织
确定组合概率影响高风险分类结果中度风险
低风险黑白矩阵条件指灰色阴影具体
图1110暗灰色区域（数字）代表高风险中灰色区域（
数）低风险浅灰色区域（间数字）代表中等
风险通常风险评级规项目组织包括预先指定
组织程资产风险评分规根风险理程具体计划
项目
概率影响矩阵
概率
090
070
050
030
010
005
004
003
002
001
005
非常低
009
007
005
003
001
010
低
018
014
010
006
002
020
适度
036
028
020
012
004
040
高
072
056
040
024
008
080
高
影响（数值尺度）目标（例成时间范围质量）
风险评价发生影响客观概率果确实发生组织
门槛低中度高风险矩阵确定风险否分
高中低目
威胁
005
004
003
002
001
005
非常低
009
007
005
003
001
010
低
018
014
010
006
002
020
适度
036
028
020
012
004
040
高
072
056
040
024
008
080
高
机会
图1110概率影响矩阵
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As illustrated in Figure 1110 an organization can rate a risk separately for each objective (eg cost time
and scope) In addition it may develop ways to determine one overall rating for each risk Finally opportunities
and threats are handled in the same matrix using definitions of the different levels of impact that are appropriate
for each
The risk score helps guide risk responses For example risks that have a negative impact on objectives
otherwise known as threats if they occur and that are in the highrisk (dark gray) zone of the matrix may require
priority action and aggressive response strategies Threats found in the lowrisk (medium gray) zone may not
require proactive management action beyond being placed in the risk register as part of the watch list or adding
a contingency reserve Similarly for opportunities those in the highrisk (dark gray) zone which may be obtained
most easily and offer the greatest benefit should be targeted first Opportunities in the lowrisk (medium gray) zone
should be monitored
11323 Risk Data Quality Assessment
Risk data quality assessment is a technique to evaluate the degree to which the data about risks is useful
for risk management It involves examining the degree to which the risk is understood and the accuracy quality
reliability and integrity of the data about the risk
The use of lowquality risk data may lead to a qualitative risk analysis of little use to the project If data quality is
unacceptable it may be necessary to gather better data Often the collection of information about risks is difficult
and consumes more time and resources than originally planned The values used in the example in Figure 1110
are representative The numbers of steps in the scale are usually established when defining the risk attitude of the
organization
11324 Risk Categorization
Risks to the project can be categorized by sources of risk (eg using the RBS) the area of the project affected
(eg using the WBS) or other useful categories (eg project phase) to determine the areas of the project most
exposed to the effects of uncertainty Risks can also be categorized by common root causes This technique helps
determine work packages activities project phases or even roles in the project which can lead to the development
of effective risk responses
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11项目风险理
图1110示组织目标分率风险（例成时间
范围）外发展确定风险种综合评价方法机会
威胁处理影响适合层次定义相矩阵
风险评分助指导风险反应例目标负面影响风险
否称威胁果出现高危（深灰色）基区需
优先行动积极应策略低风险发现威胁（中灰色）区域
需积极理行动法放置风险登记表列表添加部分
应急储备样机会高风险区（深灰色）
容易提供效益应该针性第低风险机会（中灰色）区
应监测
11323风险数质量评估
风险数质量评估技术评估程度风险数
风险理包括研究种程度风险理解准确质量
性风险数完整性
低质量风险数导致项目少定性风险分析果数质量
接受需收集更数通常情况关风险信息收集困难
消耗原计划更时间资源图1110示例中值
代表性规模步骤数通常建立明确风险态度时候
组织
11324风险分类
项目风险通风险源分类（例RBS）项目区影响
（例WBS）类（例项目阶段）确定工程领域
暴露确定性影响风险通根原分类项技术助
确定工作包活动项目项目阶段甚角色会导致发展
效风险反应
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11325 Risk Urgency Assessment
Risks requiring nearterm responses may be considered more urgent to address Indicators of priority may
include probability of detecting the risk time to affect a risk response symptoms and warning signs and the
risk rating In some qualitative analyses the assessment of risk urgency is combined with the risk ranking that is
determined from the probability and impact matrix to give a final risk severity rating
11326 Expert Judgment
Expert judgment is required to assess the probability and impact of each risk to determine its location in
the matrix shown in Figure 1110 Experts generally are those having experience with similar recent projects
Gathering expert judgment is often accomplished with the use of risk facilitation workshops or interviews The
experts’ bias should be taken into account in this process
1133 Perform Qualitative Risk Analysis Outputs
11331 Project Documents Updates
Project documents that may be updated include but are not limited to
Risk register updates As new information becomes available through the qualitative risk
assessment the risk register is updated Updates to the risk register may include assessments
of probability and impacts for each risk risk ranking or scores risk urgency information or risk
categorization and a watch list for low probability risks or risks requiring further analysis
Assumptions log updates As new information becomes available through the qualitative risk
assessment assumptions could change The assumptions log needs to be revisited to accommodate
this new information Assumptions may be incorporated into the project scope statement or in a
separate assumptions log
114 Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall
project objectives The key benefit of this process is that it produces quantitative risk information to support decision
making in order to reduce project uncertainty The inputs tools and techniques and outputs of this process are
depicted in Figure 1111 Figure 1112 depicts the data flow diagram of the process
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11项目风险理
11
11325风险紧迫性评估
需短期反应风险认解决更迫切指标优先级
包括检测风险发生概率时间影响风险应症状警告标志
风险评级定性分析风险评估紧迫性结合风险排序
概率影响矩阵确定终风险严重等级
11326专家判断
专家判断需评估风险概率影响确定位置
图1110示矩阵专家般验类似项目
收集专家判断风险促进车间访谈完成
专家偏差应程中考虑
1133进行定性风险分析：输出
11331项目文件更新
项目文件更新包括限：
？风险登记更新新信息通定性风险
评估风险登记风险寄存器更新包括评估
概率影响风险风险等级分数风险紧迫性信息风险
分类观察名单低概率风险风险需进步分析
？假设日志更新新信息通定性风险
评估假设改变日志需重新适应假设
新信息假设纳入项目范围说明书
独立假设日志
114实施定量风险分析
实施定量风险分析数值分析已识风险整体影响程
项目目标程关键处产生定量风险信息支持决策
减少项目确定性输入工具技术程输出
图1111描绘图1112描述程数流图
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Inputs Tools & Techniques Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process
assets
1 Data gathering and
representation
techniques
2 Quantitative risk analysis
and modeling techniques
3 Expert judgment
1 Project documents
updates
Figure 1111 Perform Quantitative Risk Analysis Inputs Tools & Techniques and Outputs
Project Risk Management
114
Perform
Quantitative
Risk Analysis
111
Plan Risk
Management
112
Identify
Risks
Project documents
updates
Risk management Risk register
plan
Organizational
process assets
Enterprise
e nvironmental
factors
Cost management plan
71
Plan Cost
Management
Schedule
management plan
61
Plan Schedule
Management
Enterprise
Organization
Project
Documents
Figure 1112 Perform Quantitative Risk Analysis Data Flow Diagram
Perform Quantitative Risk Analysis is performed on risks that have been prioritized by the Perform Qualitative
Risk Analysis process as potentially and substantially impacting the project’s competing demands The Perform
Quantitative Risk Analysis process analyzes the effect of those risks on project objectives It is used mostly to
evaluate the aggregate effect of all risks affecting the project When the risks drive the quantitative analysis the
process may be used to assign a numerical priority rating to those risks individually
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11项目风险理
输入工具技术输出
1风险理计划
2成理计划
3进度理
计划
4风险登记册
5企业环境
素
6组织程
资产
1数集
表示
技术
2定量风险分析
建模技术
3专家判断
1项目文件
更新
图1111实施定量风险分析：输入输出工具技术
项目风险理
114
执行
定量
风险分析
111
计划风险
理
112
识
风险
？项目文件
更新
？风险理？风险登记册
计划
？组织
程资产
？企业
环境
素
？成理计划
71
计划成
理
？铁列车时刻表
理计划
61
计划
理
企业
组织
项目
文件
图1112实施定量风险分析数流程图
进行定量风险分析已优先定性风险进行
风险分析程潜重影响项目竞争性需求执行
定量风险分析方法分析风险项目目标影响
评估影响项目风险综合效应风险驱动定量分析该
方法指定数值优先等级风险单独
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Perform Quantitative Risk Analysis generally follows the Perform Qualitative Risk Analysis process In some
cases it may not be possible to execute the Perform Quantitative Risk Analysis process due to lack of sufficient
data to develop appropriate models The project manager should exercise expert judgment to determine the need
for and the viability of quantitative risk analysis The availability of time and budget and the need for qualitative or
quantitative statements about risk and impacts will determine which method(s) to use on any particular project
Perform Quantitative Risk Analysis should be repeated as needed as part of the Control Risks process to determine
if the overall project risk has been satisfactorily decreased Trends may indicate the need for more or less focus on
appropriate risk management activities
1141 Perform Quantitative Risk Analysis Inputs
11411 Risk Management Plan
Described in Section 11131 The risk management plan provides guidelines methods and tools to be used in
quantitative risk analysis
11412 Cost Management Plan
Described in Section 7131 The cost management plan provides guidelines on establishing and managing risk
reserves
11413 Schedule Management Plan
Described in Section 6131 The schedule management plan provides guidelines on establishing and managing
risk reserves
11414 Risk Register
Described in Section 11231 The risk register is used as a reference point for performing quantitative risk
analysis
11415 Enterprise Environmental Factors
Described in Section 215 Enterprise environmental factors may provide insight and context to the risk analysis
such as
Industry studies of similar projects by risk specialists and
Risk databases that may be available from industry or proprietary sources
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11
实施定量风险分析般遵循定性风险分析程
情况法执行实施定量风险分析程中缺乏足够
数制定相应模型项目理应该锻炼专家判断确定需
定量风险分析行性时间预算性进行定性需
关风险影响定量表述确定方法（S）特定项目
实施定量风险分析应重复需控制风险程部分确定
果项目整体风险已令满意减少趋势显示更更少重点需
适风险理活动
1141进行定量风险分析：输入
11411风险理计划
第11131描述风险理计划提供指导方针方法工具
定量风险分析
11412成理计划
第7131描述成理计划提供建立理风险指导方针
储备
11413进度理计划
第6131描述进度理计划提供建立理指南
风险准备金
11414风险登记册
第11231描述风险登记册作实施定量风险参考点
分析
11415企业环境素
第215描述企业环境素风险分析提供洞察力语境
：
？通风险专家类似项目行业研究
？风险数库行业专源
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11416 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Perform Quantitative Risk
Analysis process include information from prior similar completed projects
1142 Perform Quantitative Risk Analysis Tools and Techniques
11421 Data Gathering and Representation Techniques
Interviewing Interviewing techniques draw on experience and historical data to quantify the probability
and impact of risks on project objectives The information needed depends upon the type of probability
distributions that will be used For instance information would be gathered on the optimistic (low)
pessimistic (high) and most likely scenarios for some commonly used distributions Examples of threepoint
estimates for cost are shown in Figure 1113 Additional information on threepoint estimates
appears in Estimate Activity Durations (Section 65) and Estimate Costs (Section 72) Documenting the
rationale of the risk ranges and the assumptions behind them are important components of the risk
interview because they can provide insight on the reliability and credibility of the analysis
Range of Project Cost Estimates
WBS Element
Design
Build
Test
Total Project
4M
16M
11M
31M
6M
20M
15M
41M
10M
35M
23M
68M
Interviewing relevant stakeholders helps determine the threepoint estimates for each WBS
element for triangular beta or other distributions In this example the likelihood of completing
the project at or below the most likely estimate of 41 million is relatively small as shown in
the simulation results in Figure 1117 (Cost Risk Simulation Results)
Low Most Likely High
Figure 1113 Range of Project Cost Estimates Collected During the Risk Interview
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11项目风险理
11416组织程资产
第214描述组织程资产够影响进行定量风险
分析程包括信息前类似已完成项目
1142进行定量风险分析：工具技术
11421数采集表示技术
？面试面试技巧鉴验历史数进行量化概率
影响项目目标风险需信息取决概率型
分布例信息聚集乐观（低）
悲观（高）常分布情况例子三点
估计成图1113三点估计附加信息
出现估算活动持续时间（65节）估计成（第72节）记录
风险理基础范围背假设风险重部分
面试提供分析性信度洞察力
项目成估算范围
WBS元素
设计
建立
试验
全项目
400万美元
1600万美元
1100万美元
3100万美元
600万美元
2000万美元
1500万美元
4100万美元
1000万美元
3500万美元
2300万美元
6800万美元
访谈利益相关者助确定WBS三点估计
元三角β分布例子中完成
图示低41000000美元估算项目较
图11～仿真结果（成风险模拟结果）
高低
图1113工程造价范围估计风险调查
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Probability distributions Continuous probability distributions which are used extensively in modeling
and simulation represent the uncertainty in values such as durations of schedule activities and costs
of project components Discrete distributions can be used to represent uncertain events such as the
outcome of a test or a possible scenario in a decision tree Two examples of widely used continuous
distributions are shown in Figure 1114 These distributions depict shapes that are compatible with the
data typically developed during the quantitative risk analysis Uniform distributions can be used if there
is no obvious value that is more likely than any other between specified high and low bounds such as in
the early concept stage of design
Beta and triangular distributions are frequently used in quantitative risk analysis The data shown in the figure
on the left (Beta Distribution) is one example of a family of such distributions determined by two shape
parameters Other commonly used distributions include the uniform normal and lognormal In these charts
the horizontal (X) axes represent possible values of time or cost and the vertical (Y) axes represent relative
likelihood
Beta Distribution Triangular Distribution
01
00
01
00
Figure 1114 Examples of Commonly Used Probability Distributions
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11
？概率分布连续概率分布广泛建模
仿真代表值表活动持续时间确定性成
项目组成部分离散分布表示确定事件
决策树测试发生结果两例子广泛应连续
分布图11示分布描述形状兼容
风险定量分析数通常果均匀分布
没明显价值指定高低范围更容易
设计早期概念阶段
β三角分布常定量风险分析图中示数
左边（Beta分布）家庭种分布两形状确定例子
参数常分布均匀正常数正态分布图表
水（x）轴代表时间成值垂直（Y）轴代表相
性
Beta分布三角形分布
01
0
01
0
图1114常概率分布例子
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11422 Quantitative Risk Analysis and Modeling Techniques
Commonly used techniques use both eventoriented and projectoriented analysis approaches including
Sensitivity analysis Sensitivity analysis helps to determine which risks have the most potential
impact on the project It helps to understand how the variations in project’s objectives correlate with
variations in different uncertainties Conversely it examines the extent to which the uncertainty of
each project element affects the objective being studied when all other uncertain elements are held at
their baseline values One typical display of sensitivity analysis is the tornado diagram (Figure 1115)
which is useful for comparing relative importance and impact of variables that have a high degree of
uncertainty to those that are more stable The Tornado diagram is also helpful in analyzing risktaking
scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater
than corresponding identified negative impacts A tornado diagram is a special type of bar chart used
in sensitivity analysis for comparing the relative importance of the variables In a tornado diagram
the Yaxis contains each type of uncertainty at base values and the Xaxis contains the spread or
correlation of the uncertainty to the studied output In this figure each uncertainty contains a horizontal
bar and is ordered vertically to show uncertainties with a decreasing spread from the base values
Risk 1
Risk 2
Risk 3
Risk 4
Risk 5
Risk 6
Negative Impact
Positive Impact
KEY
15000 10000 5000 0 5000 10000 15000 20000
Figure 1115 Example of Tornado Diagram
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11项目风险理
11422定量风险分析建模技术
常技术面事件项目导分析方法包括：
？敏感性分析敏感性分析助确定风险潜力
项目影响助解项目目标变化
确定性变化相反探讨种程度确定性
项目目研究元素影响时确定素举行
基线值敏感性分析显示典型龙卷风图（图11）
较相重性具较高程度变量影响
确定性更稳定龙卷风图险帮助分析
情况启特定风险定量分析带处更集锦
相应识负面影响龙卷风图种特殊类型条形图应
灵敏度分析较变量相重性龙卷风图
Y轴包含基值确定性种类型X轴表示传播
确定性影响产量相关性图中包含确定性水
酒吧垂直排序显示减少传播基础值确定性
风险1
风险2
风险3
风险4
风险5
风险6
负面影响
积极影响
关键
15000 10000 5000 0 5000 10000 15000 20000
图11龙卷风图例子
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Expected monetary value analysis Expected monetary value (EMV) analysis is a statistical concept
that calculates the average outcome when the future includes scenarios that may or may not happen
(ie analysis under uncertainty) The EMV of opportunities are generally expressed as positive values
while those of threats are expressed as negative values EMV requires a riskneutral assumption—
neither risk averse nor risk seeking EMV for a project is calculated by multiplying the value of each
possible outcome by its probability of occurrence and adding the products together A common use of
this type of analysis is a decision tree analysis (Figure 1116)
Computed
Payoffs minus Costs
along Path
Decision Definition Decision Node Chance Node Net Path Value
Decision to
be Made
Input Cost of Each Decision
Output Decision Made
Input Scenario Probability
Reward if it Occurs
Output Expected Monetary
Value (EMV)
Build or Upgrade
80M
60
40
60
40
36M 60 (80M) + 30M
40 (–30M)
EMV (before costs) of Build
New Plant considering demand
46M 60 (70M) +
40 (10M)
EMV (before costs) of Upgrade
Plant considering demand
Decision EMV 46M
(the larger of 36M
and 46M)
80M 200M – 120M
–30M 90M – 120M
70M 120M – 50M
10M 60M – 50M
70M
10M
Note 1 The decision tree shows how to make a decision between alternative capital strategies (represented as decision
nodes) when the environment contains uncertain elements (represented as chance nodes)
Note 2 Here a decision is being made whether to invest 120M US to build a new plant or to instead invest only 50M US
to upgrade the existing plant For each decision the demand (which is uncertain and therefore represents a
chance node) must be accounted for For example strong demand leads to 200M revenue with the new plant
but only 120M US for the upgraded plant perhaps due to capacity limitations of the upgraded plant The end of
each branch shows the net effect of the payoffs minus costs For each decision branch all effects are added (see
shaded areas) to determine the overall Expected Monetary Value (EMV) of the decision Remember to account for
the investment costs From the calculations in the shaded areas the upgraded plant has a higher EMV of 46M –
also the EMV of the overall decision (This choice also represents the lowest risk avoiding the worst case possible
outcome of a loss of 30M)
Decision Node
Chance Node
End of Branch
Strong Demand
(200M)
Weak Demand
(90M)
Strong Demand
(120M)
Weak Demand
(60M)
Build New Plant
(Invest 120M)
Upgrade Plant
(Invest 50M)
Figure 1116 Decision Tree Diagram
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11
？预期货币价值分析预期货币价值（EMV）分析种统计概念
计算均结果未时包括情况发生
（分析确定性条件）机会EMV般表示正面价值观
威胁表示负值EMV需风险中性假设—
厌恶风险追求风险项目值计算
发生概率结果增加产品起常见
种类型分析决策树分析（图16）
计算：
收益减成
路径
决策定义决策节点机会节点网络路径值
决定
做
输入：决策成
输出：决策
输入：情景概率
奖励果发生
输出：预期货币
价值（EMV）
建立升级？
8000万美元
60
40
60
40
3600万美元60（8000万美元）+ 3000万美元
40（–3000万美元）
EMV（前成）建立
新厂考虑需求
4600万美元 60 +（7000万美元）
40（1000万美元）
EMV（前成）升级
植物中考虑需求
决策EMV 4600万美元
（3600万美元
合4600万美元）
8000万美元 2亿美元–12亿美元
–3000万美元 9000万美元–12亿美元
7000万美元 12亿美元–5000万美元
1000万美元6000万美元–5000万美元
7000万美元
1000万美元
注1：决策树显示资间代战略决策（表示决策
节点）环境包含确定素（表示节点机会）
注2：里正作出决定否投资12亿美元建新工厂相反投资5000万美元美国
升级现植物决定需求（确定
机会节点）必须占例强劲需求导致美元新厂2亿收入
12亿美元美国工厂升级植物升级力局限性结束
分支显示收益减成净效应决策部门影响增加（参见
阴影区）确定整体预期货币价值（EMV）决定记考虑
投资成阴影区域计算升级植物具较高EMV4600万美元–
整体决策EMV（代表风险低选择避免坏情况
损失3000万美元结果）
决策节点
机会节点
枝条末端
强劲需求
（2亿美元）
需求疲软
（9000万美元）
强劲需求
（12亿美元）
需求疲软
（6000万美元）
建新厂
（投资12亿美元）
提升工厂
（投资5000万美元）
图11决策树图
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11 PROJECT RISK MANAGEMENT
Modeling and simulation A project simulation uses a model that translates the specified detailed
uncertainties of the project into their potential impact on project objectives Simulations are typically
performed using the Monte Carlo technique In a simulation the project model is computed many times
(iterated) with the input values (eg cost estimates or activity durations) chosen at random for each
iteration from the probability distributions of these variables A histogram (eg total cost or completion
date) is calculated from the iterations For a cost risk analysis a simulation uses cost estimates For a
schedule risk analysis the schedule network diagram and duration estimates are used The output from a
cost risk simulation using the threeelement model and risk ranges is shown in Figure 1117 It illustrates
the respective probability of achieving specific cost targets Similar curves can be developed for other
project objectives
This cumulative distribution assuming the data ranges in Figure 1113 and triangular distributions shows that the
project is only 12 percent likely to meet the 41 million most likely cost estimate If a conservative organization wants
a 75 likelihood of success a budget of 50 million (a contingency of nearly 22 (50M 41M)41M)) is required
Total Project Cost
Cumulative Chart
Cost
100
75
50
25
0
Probability
3000M 3875M 4750M 5625M 6500M
12
Mean 4667M
41M 50M
Figure 1117 Cost Risk Simulation Results
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11项目风险理
？建模仿真项目模拟模型指定详细
该项目确定性项目目标潜影响模拟通常
Monte Carlo方法进行模拟中该项目模型计算次
（迭代）输入值（例成估计活动持续时间）机选择
变量概率分布迭代直方图（例总成完成
日期）迭代计算成风险分析仿真采成估计
进度风险分析进度网络图时间估计输出
采三元件模型风险范围成风险模拟图显示1117阐述
实现具体成目标概率类似曲线开发
项目目标
种累积分布假设数范围图1113三角分布表明
项目百分12达41000000美元成估算果保守组织
成功75性50000000美元预算（应急22（5000万美元 4100万美元） 4100万美元））必需
项目总成
累积图
成
100
75
50
25
0
概率
3000m美元美元美元美元美元3875m 4750m 5625m 6500m
12
均4667m美元
4100万美元万美元
图17成风险仿真结果
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11
11423 Expert Judgment
Expert judgment (ideally using experts with relevant recent experience) is required to identify potential cost
and schedule impacts to evaluate probability and to define inputs such as probability distributions into the tools
Expert judgment also comes into play in the interpretation of the data Experts should be able to identify the
weaknesses of the tools as well as their strengths Experts may determine when a specific tool may or may not be
more appropriate given the organization’s capabilities and culture
1143 Perform Quantitative Risk Analysis Outputs
11431 Project Documents Updates
Project documents are updated with information resulting from quantitative risk analysis For example risk
register updates could include
Probabilistic analysis of the project Estimates are made of potential project schedule and cost
outcomes listing the possible completion dates and costs with their associated confidence levels
This output often expressed as a cumulative frequency distribution is used with stakeholder risk
tolerances to permit quantification of the cost and time contingency reserves Such contingency
reserves are needed to bring the risk of overrunning stated project objectives to a level acceptable to
the organization
Probability of achieving cost and time objectives With the risks facing the project the probability
of achieving project objectives under the current plan can be estimated using quantitative risk analysis
results For instance in Figure 1117 the likelihood of achieving the cost estimate of US41 million is
about 12
Prioritized list of quantified risks This list includes those risks that pose the greatest threat or present
the greatest opportunity to the project These include the risks that may have the greatest effect on cost
contingency and those that are most likely to influence the critical path These risks may be evaluated in
some cases through a tornado diagram generated as a result of the simulation analysis
Trends in quantitative risk analysis results As the analysis is repeated a trend may become apparent
that leads to conclusions affecting risk responses Organizational historical information on project schedule
cost quality and performance should reflect new insights gained through the Perform Quantitative Risk
Analysis process Such history may take the form of a quantitative risk analysis report This report may
be separate from or linked to the risk register
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11项目风险理
11
11423专家判断
专家判断（专家关验）识潜成
进度影响评估概率确定输入概率分布工具
专家判断数解释起专家应该够识
该工具弱点长处专家确定特定工具
更合适组织力文化
1143进行定量风险分析：输出
11431项目文件更新
项目文件定量风险分析信息更新例风险
寄存器更新包括：
？该项目概率分析估计潜项目进度成
结果列出完成日期相关置信水成
输出通常作累积频率分布表示相关风险
公差允许成时间应急储备量化样事
储备需超越规定项目目标接受水风险
组织
？概率达成时间目标面项目风险概率
实现项目目标根目前计划定量风险分析估计
结果例图1117实现41000000美元成估计性
约12
？量化风险清单名单包括风险构成威胁礼物
该项目机会包括成影响风险
应急影响关键路径风险评估
某情况通模拟结果分析产生龙卷风图
？定量风险分析结果趋势分析重复成明显趋势
导致结风险反应影响项目进度计划组织历史信息
成质量性应反映新见解通实施定量风险
分析程样历史定量风险分析报告形式报告会
分开风险登记册
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11 PROJECT RISK MANAGEMENT
115 Plan Risk Responses
Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce
threats to project objectives The key benefit of this process is that it addresses the risks by their priority inserting
resources and activities into the budget schedule and project management plan as needed The inputs tools and
techniques and outputs of this process are depicted in Figure 1118 Figure 1119 depicts the data flow diagram
of the process
Inputs Tools & Techniques Outputs
1 Risk management plan
2 Risk register
1 Strategies for negative
risks or threats
2 Strategies for positive
risks or opportunities
3 Contingent response
strategies
4 Expert judgment
1 Project management plan
updates
2 Project documents
updates
Figure 1118 Plan Risk Responses Inputs Tools & Techniques and Outputs
Project Risk Management
115
Plan Risk
Responses
111
Plan Risk
Management
112
Identify
Risks
Project management
plan updates
Project documents
updates
Risk management Risk register
plan
42
Develop Project
Management
Plan
Project
Documents
Figure 1119 Plan Risk Responses Data Flow Diagram
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11项目风险理
115计划风险应
规划风险应制定提高机会减少选择行动程
项目目标威胁程关键处涉风险优先级插入
资源活动预算计划项目理计划需输入工具
技术该程输出图1118描绘图1119描述数流图
程中
输入工具技术输出
1风险理计划
2风险登记册
负1策略
风险威胁
正2策略
风险机会
3反应
策略
4专家判断
1项目理计划
更新
2项目文件
更新
图1012规划风险应：输入输出工具技术
项目风险理
115
计划风险
反应
111
计划风险
理
112
识
风险
？项目理
计划更新
？项目文件
更新
？风险理？风险登记册
计划
42
开发项目
理
计划
项目
文件
图1119规划风险应数流图
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11 PROJECT RISK MANAGEMENT
11
The Plan Risk Responses process follows the Perform Quantitative Risk Analysis process (if used) Each risk
response requires an understanding of the mechanism by which it will address the risk This is the mechanism
used to analyze if the risk response plan is having the desired effect It includes the identification and assignment
of one person (an owner for risk response) to take responsibility for each agreedto and funded risk response Risk
responses should be appropriate for the significance of the risk costeffective in meeting the challenge realistic
within the project context agreed upon by all parties involved and owned by a responsible person Selecting the
optimum risk response from several options is often required
The Plan Risk Responses process presents commonly used approaches to planning responses to the risks
Risks include threats and opportunities that can affect project success and responses are discussed for each
1151 Plan Risk Responses Inputs
11511 Risk Management Plan
Important components of the risk management plan include roles and responsibilities risk analysis definitions
timing for reviews (and for eliminating risks from review) and risk thresholds for low moderate and high risks Risk
thresholds help identify those risks for which specific responses are needed
11512 Risk Register
The risk register refers to identified risks root causes of risks lists of potential responses risk owners symptoms
and warning signs the relative rating or priority list of project risks risks requiring responses in the near term risks
for additional analysis and response trends in qualitative analysis results and a watch list which is a list of lowpriority
risks within the risk register
1152 Plan Risk Responses Tools and Techniques
Several risk response strategies are available The strategy or mix of strategies most likely to be effective
should be selected for each risk Risk analysis tools such as decision tree analysis (Section 11422) can be
used to choose the most appropriate responses Specific actions are developed to implement that strategy
including primary and backup strategies as necessary A fallback plan can be developed for implementation
if the selected strategy turns out not to be fully effective or if an accepted risk occurs Secondary risks should
also be reviewed Secondary risks are risks that arise as a direct result of implementing a risk response A
contingency reserve is often allocated for time or cost If developed it may include identification of the conditions
that trigger its use
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11项目风险理
11
该计划风险应程遵循执行风险定量分析程（果）风险
反应需机制解决风险理解机制
分析果风险应计划预期效果包括识分配
（风险应业）意投资风险应责风险
反应应该适风险重性迎接挑战性价现实
项目文中方意负责拥选择
佳风险应选项必需
计划风险应程中提出常风险应规划方法
风险包括威胁机会会影响项目成功反应讨
1151规划风险应：输入
11511风险理计划
风险理计划重组成部分包括角色责风险分析定义
定时评（消风险回顾）低中等风险高风险阈值风险
阈值助找出风险具体反应需
11512风险登记册
风险指注册已识风险风险根原潜反应列出风险业症状
警告标志相评级优先项目风险清单短期需反应风险风险
额外分析响应定性分析结果趋势观察名单列表lowpriority
风险登记册风险
1152规划风险应：工具技术
风险应策略策略效策略组合
应选择风险风险分析工具决策树分析（第11422）
选择适反应具体行动实施战略
包括学备份策略必备计划实现
果选择策略证明完全效者果公认风险发生中等风险
审查中等风险产生直接结果实施风险应风险
应急储备常分配时间成果成功包括条件识
触发
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11521 Strategies for Negative Risks or Threats
Three strategies which typically deal with threats or risks that may have negative impacts on project objectives
if they occur are avoid transfer and mitigate The fourth strategy accept can be used for negative risks or threats
as well as positive risks or opportunities Each of these risk response strategies have varied and unique influence
on the risk condition These strategies should be chosen to match the risk’s probability and impact on the project’s
overall objectives Avoidance and mitigation strategies are usually good strategies for critical risks with high impact
while transference and acceptance are usually good strategies for threats that are less critical and with low overall
impact The four strategies for dealing with negative risks or threats are further described as follows
Avoid Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact It usually involves changing the project management plan to eliminate
the threat entirely The project manager may also isolate the project objectives from the risk’s impact or
change the objective that is in jeopardy Examples of this include extending the schedule changing the
strategy or reducing scope The most radical avoidance strategy is to shut down the project entirely
Some risks that arise early in the project can be avoided by clarifying requirements obtaining information
improving communication or acquiring expertise
Transfer Risk transference is a risk response strategy whereby the project team shifts the impact of
a threat to a third party together with ownership of the response Transferring the risk simply gives
another party responsibility for its management—it does not eliminate it Transferring does not mean
disowning the risk by transferring it to a later project or another person without his or her knowledge or
agreement Risk transference nearly always involves payment of a risk premium to the party taking on
the risk Transferring liability for risk is most effective in dealing with financial risk exposure Transference
tools can be quite diverse and include but are not limited to the use of insurance performance bonds
warranties guarantees etc Contracts or agreements may be used to transfer liability for specified risks
to another party For example when a buyer has capabilities that the seller does not possess it may be
prudent to transfer some work and its concurrent risk contractually back to the buyer In many cases use
of a costplus contract may transfer the cost risk to the buyer while a fixedprice contract may transfer
risk to the seller
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11项目风险理
消极风险威胁11521策略
三种策略通常应威胁风险项目目标影响
果出现种情况分：避免转移减轻第四策略接受消极风险威胁
积极风险机会风险应策略独特影响
风险条件策略选择应风险概率项目影响
总体目标避免缓解策略通常高影响界风险战略
传递接受通常威胁太重较低整体战略
影响处理负面风险威胁四战略进步描述：
？避免风险规避风险应策略项目团队行消威胁
保护项目影响通常涉改变项目理计划消
完全威胁项目理项目目标风险影响
变化目危险中样例子包括延伸计划改变
策略缩范围激进回避策略关闭该项目完全
风险出现项目早期通明确求避免获取信息
改善沟通获取知识
？换风险转移风险应策略项目团队变化影响
三分方威胁响应权风险转移
方负责理消转移意味着
否认风险转移项目没知识
协议风险转移总涉风险溢价承担付款
风险风险责转移处理财务风险效换
工具种样包括限运保险债券性
保证担保等合协议指定风险责转移
方例买家卖家具备力
谨慎传递工作发回买方风险合许情况
成加成合成风险转移买方固定价格合转
卖方风险
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11 PROJECT RISK MANAGEMENT
11
Mitigate Risk mitigation is a risk response strategy whereby the project team acts to reduce the
probability of occurrence or impact of a risk It implies a reduction in the probability andor impact of an
adverse risk to be within acceptable threshold limits Taking early action to reduce the probability andor
impact of a risk occurring on the project is often more effective than trying to repair the damage after the
risk has occurred Adopting less complex processes conducting more tests or choosing a more stable
supplier are examples of mitigation actions Mitigation may require prototype development to reduce the
risk of scaling up from a benchscale model of a process or product Where it is not possible to reduce
probability a mitigation response might address the risk impact by targeting linkages that determine the
severity For example designing redundancy into a system may reduce the impact from a failure of the
original component
Accept Risk acceptance is a risk response strategy whereby the project team decides to acknowledge
the risk and not take any action unless the risk occurs This strategy is adopted where it is not possible
or costeffective to address a specific risk in any other way This strategy indicates that the project
team has decided not to change the project management plan to deal with a risk or is unable to identify
any other suitable response strategy This strategy can be either passive or active Passive acceptance
requires no action except to document the strategy leaving the project team to deal with the risks as
they occur and to periodically review the threat to ensure that it does not change significantly The
most common active acceptance strategy is to establish a contingency reserve including amounts of
time money or resources to handle the risks
11522 Strategies for Positive Risks or Opportunities
Three of the four responses are suggested to deal with risks with potentially positive impacts on project objectives
The fourth strategy accept can be used for negative risks or threats as well as positive risks or opportunities These
strategies described below are to exploit share enhance and accept
Exploit The exploit strategy may be selected for risks with positive impacts where the organization wishes
to ensure that the opportunity is realized This strategy seeks to eliminate the uncertainty associated with
a particular upside risk by ensuring the opportunity definitely happens Examples of directly exploiting
responses include assigning an organization’s most talented resources to the project to reduce the time
to completion or using new technologies or technology upgrades to reduce cost and duration required to
realize project objectives
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11项目风险理
11
？减轻降低风险风险应策略项目团队行减少
风险发生概率影响意味着减少概率影响
接受阈值限制利风险早采取行动减少性
项目存风险影响试图修复损伤更效
已发生风险采太复杂程进行更测试选择更稳定
供应商减缓行动例子缓解需减少原型开发
缩放程产品实验室规模模型风险里减少
概率减轻反应解决风险影响确定目标联系
严重程度例设计成系统减少冗余障影响
原始成分
？接受接受风险风险应策略项目团队决定承认
风险采取行动非发生风险采种策略
成效益方式特定风险址种策略表明项目
团队已决定改变项目理计划应风险法识
合适应策略种策略动动动接受
需行动文件策略项目团队应风险
发生定期检查确保会发生明显变化威胁
常见动接受策略建立应急储备包括量
时间金钱资源处理风险
积极风险机遇11522策略
三四应答建议处理潜风险项目目标积极影响
第四策略接受消极风险威胁积极风险机会
策略面描述开发享提高接受
？利开发策略选择积极影响组织希风险
确保实现机会该战略旨消相关确定性
通确保机会肯定会发生特定风险直接开发实例
反应包括分配组织华项目资源减少时间
完成采新技术技术升级降低需成时间
实现项目目标
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Enhance The enhance strategy is used to increase the probability andor the positive impacts of an
opportunity Identifying and maximizing key drivers of these positiveimpact risks may increase the
probability of their occurrence Examples of enhancing opportunities include adding more resources to
an activity to finish early
Share Sharing a positive risk involves allocating some or all of the ownership of the opportunity to a
third party who is best able to capture the opportunity for the benefit of the project Examples of sharing
actions include forming risksharing partnerships teams specialpurpose companies or joint ventures
which can be established with the express purpose of taking advantage of the opportunity so that all
parties gain from their actions
Accept Accepting an opportunity is being willing to take advantage of the opportunity if it arises but
not actively pursuing it
11523 Contingent Response Strategies
Some responses are designed for use only if certain events occur For some risks it is appropriate for
the project team to make a response plan that will only be executed under certain predefined conditions if
it is believed that there will be sufficient warning to implement the plan Events that trigger the contingency
response such as missing intermediate milestones or gaining higher priority with a supplier should be defined
and tracked Risk responses identified using this technique are often called contingency plans or fallback plans
and include identified triggering events that set the plans in effect
11524 Expert Judgment
Expert judgment is input from knowledgeable parties pertaining to the actions to be taken on a specific and
defined risk Expertise may be provided by any group or person with specialized education knowledge skill
experience or training in establishing risk responses
1153 Plan Risk Responses Outputs
11531 Project Management Plan Updates
Elements of the project management plan that may be updated as a result of carrying out this process include
but are not limited to
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11项目风险理
？提高增强策略增加性积极影响
机会识风险化积极影响关键驱动素增加
发生概率提高机会例子包括添加更资源
活动结束早
？分享享积极风险包括分配机会权
第三捕捉项目利益机会实例分享
行动包括形成风险担合作伙伴关系团队特殊目公司合资企业
建立表达目利机会
行中获方
？接受接受机会愿意利机会
积极追求
11523队伍应策略
反应设计仅某事件发生风险适
项目团队做出计划会定条件执行果
认会足够警告实施计划事件触发事件
响应丢失供应商获取高优先级中间里程碑应该定义
踪风险响应确定种技术通常称应急计划备计划
包括确定触发事件制定计划影响
11524专家判断
专家判断输入关知识方采取具体行动
定义风险知识集团专业教育知识技
验培训建立风险应
1153规划风险应：输出
11531项目理计划更新
项目理计划实施该方法更新容包括
限：
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11 PROJECT RISK MANAGEMENT
11
Schedule management plan The schedule management plan is updated to reflect changes in process
and practice driven by the risk responses This may include changes in tolerance or behavior related to
resource loading and leveling as well as updates to the schedule strategy
C ost management plan The cost management plan is updated to reflect changes in process and
practice driven by the risk responses This may include changes in tolerance or behavior related to
cost accounting tracking and reports as well as updates to the budget strategy and how contingency
reserves are consumed
Quality management plan The quality management plan is updated to reflect changes in process
and practice driven by the risk responses This may include changes in tolerance or behavior related to
requirements quality assurance or quality control as well as updates to the requirements documentation
Procurement management plan The procurement management plan may be updated to reflect
changes in strategy such as alterations in the makeorbuy decision or contract type(s) driven by the risk
responses
Human resource management plan The staffing management plan part of the human resource
management plan is updated to reflect changes in project organizational structure and resource
applications driven by the risk responses This may include changes in tolerance or behavior related to
staff allocation as well as updates to the resource loading
Scope baseline Because of new modified or omitted work generated by the risk responses the scope
baseline may be updated to reflect those changes
Schedule baseline Because of new work (or omitted work) generated by the risk responses the schedule
baseline may be updated to reflect those changes
Cost baseline Because of new work (or omitted work) generated by the risk responses the cost baseline
may be updated to reflect those changes
11532 Project Documents Updates
In the Plan Risk Responses process several project documents are updated as needed For example when
appropriate risk responses are chosen and agreed upon they are included in the risk register The risk register
should be written to a level of detail that corresponds with the priority ranking and the planned response Often the
high and moderate risks are addressed in detail Risks judged to be of low priority are included in a watch list for
periodic monitoring Updates to the risk register can include but are not limited to
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11项目风险理
11
？进度理计划进度理计划更新反映变化程
实践风险反应驱动包括相关公差行变化
资源配置调度策略更新
？成理计划成理计划更新反映变化程
实践中风险反应驱动包括相关公差行变化
成会计踪报告更新预算策略应急
储备消耗
？质量理计划质量理计划更新反映变化程
实践风险反应驱动包括相关公差行变化
求质量保证质量控制需求文档更新
？采购理计划采购理计划会更新反映
改变策略改变制造购买决策合类型（S）风险驱动
反应
？力资源理计划员理计划力资源部
理计划更新反映项目组织结构资源变化
应风险反应驱动包括相关公差行变化
员配置资源加载更新
？范围基线新修改略工作风险产生响应范围
基线更新反映变化
？进度基线新工作（略工作）风险产生响应日程安排
基线更新反映变化
？成基线新工作（略工作）风险产生响应成基线
会更新反映更改
11532项目文件更新
规划风险应程中项目文件需更新说呢？什时候
适风险应选择约定包括风险登记册风险登记册
应书面详细程度优先排序计划响应应常
高中等风险等进行较详细介绍风险评低优先级列入观察名单
定期监测风险寄存器更新包括限：
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Risk owners and assigned responsibilities
Agreedupon response strategies
Specific actions to implement the chosen response strategy
Trigger conditions symptoms and warning signs of a risk occurrence
Budget and schedule activities required to implement the chosen responses
Contingency plans and triggers that call for their execution
Fallback plans for use as a reaction to a risk that has occurred and the primary response proves to be
inadequate
Residual risks that are expected to remain after planned responses have been taken as well as those that
have been deliberately accepted
Secondary risks that arise as a direct outcome of implementing a risk response and
Contingency reserves that are calculated based on the quantitative risk analysis of the project and the
organization’s risk thresholds
Other project documents updated could include
Assumptions log updates As new information becomes available through the application of risk
responses assumptions could change The assumptions log needs to be revisited to accommodate this
new information
T echnical documentation updates As new information becomes available through the application
of risk responses technical approaches and physical deliverables may change Any supporting
documentation needs to be revisited to accommodate this new information
Change requests Planning for possible risk responses can often result in recommendations for changes
to the resources activities cost estimates and other items identified during other planning processes
When such recommendations are identified change requests are generated and processed through the
Perform Integrated Change Control process
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11项目风险理
？业风险责
？商定应策略
？实施战略具体行动选择反应
？触发条件症状风险发生征兆
？预算计划活动需实现选择反应
？应急计划触发器调执行
？备计划作风险发生反应反应
足
？残余风险继续计划反应已采取
直意接受
？中等风险产生直接结果实施风险应
？应急储备基础项目风险定量分析计算
组织风险阈值
项目文件更新包括：
？假设日志更新新信息通风险中应
响应假设改变日志需重新适应假设
新信息
？技术文件更新新信息通应
风险应技术方法物理交付成果会改变支持
文件需重新适应新信息
？变更请求风险应规划导致修改建议
资源活动成估算规划确定项目程
样建议确定变更请求生成处理通
执行整体变更控制程
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11 PROJECT RISK MANAGEMENT
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116 Control Risks
Control Risks is the process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project The key benefit of
this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously
optimize risk responses The inputs tools and techniques and outputs of this process are depicted in Figure 1120
Figure 1121 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance
reports
1 Risk reassessment
2 Risk audits
3 Variance and trend
analysis
4 Technical performance
measurement
5 Reserve analysis
6 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 1120 Control Risks Inputs Tools & Techniques and Outputs
Project Risk Management
116
Control
Risks
112
Identify
Risks
Risk register
Project
d ocuments
updates
Project management
plan updates
Organizational process
assets updates
Work performance
reports
Work
performance
data
Project
management
plan
Change requests
Work performance
information
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
42
Develop Project
Management
Plan
44
Monitor and
Control Project
Work
43
Direct and
Manage
Project Work
Enterprise
Organization
Project
Documents
Figure 1121 Control Risks Data Flow Diagram
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11项目风险理
11
116控制风险
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目关键处
程提高风险方法效率整项目生命周期中断
优化风险反应输入工具技术该程输出图1120描绘
图1121描述程数流图
输入工具技术输出
1项目理计划
2风险登记册
3工作性数
4工作性
报告
1风险评估
2风险审计
3变异发展趋势
分析
4技术性
测量
5储备分析
6会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图1120控制风险：输入输出工具技术
项目风险理
116
控制
风险
112
识
风险
？风险登记册
？项目
单
更新
？项目理
计划更新
？组织程
资产更新
？工作绩效
报告
？工作
性
数
？项目
理
计划
？变更请求
？工作绩效
问询处
45
执行
集成
变更控制
42
开发项目
理
计划
44
监控
控制项目
工作
42
开发项目
理
计划
44
监控
控制项目
工作
43
直接
理
项目工作
企业
组织
项目
文件
图1121风险控制数流图
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Planned risk responses that are included in the risk register are executed during the life cycle of the project but
the project work should be continuously monitored for new changing and outdated risks
The Control Risks process applies techniques such as variance and trend analysis which require the use of
performance information generated during project execution Other purposes of the Control Risks process are to
determine if
Project assumptions are still valid
Analysis shows an assessed risk has changed or can be retired
Risk management policies and procedures are being followed and
Contingency reserves for cost or schedule should be modified in alignment with the current risk
assessment
Control Risks can involve choosing alternative strategies executing a contingency or fallback plan taking
corrective action and modifying the project management plan The risk response owner reports periodically to the
project manager on the effectiveness of the plan any unanticipated effects and any correction needed to handle
the risk appropriately Control Risks also includes updating the organizational process assets including project
lessons learned databases and risk management templates for the benefit of future projects
1161 Control Risks Inputs
11611 Project Management Plan
Described in Section 4231 The project management plan which includes the risk management plan provides
guidance for risk monitoring and controlling
11612 Risk Register
The risk register has key inputs that include identified risks and risk owners agreedupon risk responses
control actions for assessing the effectiveness of response plans risk responses specific implementation actions
symptoms and warning signs of risk residual and secondary risks a watch list of lowpriority risks and the time
and cost contingency reserves The watch list is within the risk register and provides a list of lowpriority risks
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11项目风险理
计划风险应措施包括风险登记册项目生命周期执行
该项目工作应连续监测新改变时风险
控制风险程应技术方差趋势分析需
项目执行程中产生演奏信息风险控制程目
果确定：
？项目假设然效
？分析显示评估风险已退休
？风险理政策程序踪
？成进度应急储备应前风险改性
评估
控制风险涉选择代策略执行应急备计划
纠正行动修改项目理计划风险应业报告定期
计划效性项目理意想效果需处理修正
适风险控制风险包括更新组织程资产包括项目
验教训数库风险理模板未项目效益
1161控制风险：输入
11611项目理计划
第4231描述项目理计划中包括风险理计划提供
风险监测控制指导
11612风险登记册
风险登记册键输入包括识风险风险业约定风险应
控制行动计划反应效果评估风险反应具体实施措施
症状危险警告标志残留二次风险低优先级风险观察名单时间
成应急储备观察名单风险登记册提供低优先级风险清单
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11613 Work Performance Data
Described in Section 4332 Work performance data related to various performance results possibly impacted
by risks includes but is not limited to
Deliverable status
Schedule progress and
Costs incurred
11614 Work Performance Reports
Described in Section 4432 Work performance reports take information from performance measurements
and analyze it to provide project work performance information including variance analysis earned value data and
forecasting data These data points could be impactful in controlling performance related risks
1162 Control Risks Tools and Techniques
11621 Risk Reassessment
Control Risks often results in identification of new risks reassessment of current risks and the closing of risks
that are outdated Project risk reassessments should be regularly scheduled The amount and detail of repetition
that are appropriate depends on how the project progresses relative to its objectives
11622 Risk Audits
Risk audits examine and document the effectiveness of risk responses in dealing with identified risks and their
root causes as well as the effectiveness of the risk management process The project manager is responsible for
ensuring that risk audits are performed at an appropriate frequency as defined in the project’s risk management
plan Risk audits may be included during routine project review meetings or the team may choose to hold separate
risk audit meetings The format for the audit and its objectives should be clearly defined before the audit is conducted
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11
11613工作性数
第4332部分描述种性结果影响相关工作性数
风险包括限：
？交付状态
？进度
？费
11614工作绩效报告
第4432描述工作业绩报告采取信息性测量
分析提供项目工作绩效信息包括方差分析挣值数
预测数数点控制性相关风险效
1162控制风险：工具技术
11621风险评估
控制风险会导致新风险识风险评估现状风险关
时工程项目风险评估应定期重复数量细节
适取决项目进展目标关
11622风险审计
风险审计检查处理已识风险风险应效性文件
根原风险理程效性项目理负责
确保风险审计合适频率进行项目风险理定义
计划风险审计常规项目评审会议团队选择保持独立
风险审计会议审计目标格式应该明确定义前审核
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11623 Variance and Trend Analysis
Many control processes employ variance analysis to compare the planned results to the actual results For the
purposes of controlling risks trends in the project’s execution should be reviewed using performance information
Earned value analysis and other methods of project variance and trend analysis may be used for monitoring overall
project performance Outcomes from these analyses may forecast potential deviation of the project at completion
from cost and schedule targets Deviation from the baseline plan may indicate the potential impact of threats or
opportunities
11624 Technical Performance Measurement
Technical performance measurement compares technical accomplishments during project execution to the
schedule of technical achievement It requires the definition of objective quantifiable measures of technical
performance which can be used to compare actual results against targets Such technical performance measures
may include weight transaction times number of delivered defects storage capacity etc Deviation such as
demonstrating more or less functionality than planned at a milestone can help to forecast the degree of success
in achieving the project’s scope
11625 Reserve Analysis
Throughout execution of the project some risks may occur with positive or negative impacts on budget or
schedule contingency reserves Reserve analysis compares the amount of the contingency reserves remaining to
the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate
11626 Meetings
Project risk management should be an agenda item at periodic status meetings The amount of time required
for that item will vary depending upon the risks that have been identified their priority and difficulty of response
The more often risk management is practiced the easier it becomes Frequent discussions about risk make it more
likely that people will identify risks and opportunities
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11项目风险理
11623偏差趋势分析
许控制程中采方差分析结果实际结果计划
控制风险目项目执行趋势应审查性信息
挣值分析等方法项目偏差趋势分析监控整体
项目绩效分析结果预测完成项目潜偏差
成进度目标基线计划中偏差表明潜影响威胁
机会
11624技术性测量
技术性测量较技术成果项目执行程中
技术成果表需客观定义量化技术措施
性较实际结果目标样技术性措施
包括重量交易时间交付缺陷存储容量等偏差数
显示更更少功计划里程碑帮助预测成功程度
实现项目范围
11625储备分析
项目执行风险预算正面负面影响发生
调度应急储备分析较储备应急储备剩余量
风险保持项目时间确定剩余储备量
11626会议
项目风险理应周期性状态会议议程项目需时间
该项目会根已确定风险优先考虑困难响应
更常风险理实践越容易风险更频繁讨
会识风险机会
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1163 Control Risks Outputs
11631 Work Performance Information
Work performance information as a Control Risks output provides a mechanism to communicate and support
project decision making
11632 Change Requests
Implementing contingency plans or workarounds sometimes results in a change request Change requests are
prepared and submitted to the Perform Integrated Change Control process (Section 45) Change requests can
include recommended corrective and preventive actions as well
R ecommended corrective actions These are activities that realign the performance of the project
work with the project management plan They include contingency plans and workarounds The latter
are responses that were not initially planned but are required to deal with emerging risks that were
previously unidentified or accepted passively
R ecommended preventive actions These are activities that ensure that future performance of the
project work is aligned with the project management plan
11633 Project Management Plan Updates
If the approved change requests have an effect on the risk management processes the corresponding component
documents of the project management plan are revised and reissued to reflect the approved changes The elements
of the project management plan that may be updated are the same as those in the Plan Risk Responses process
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11 PROJECT RISK MANAGEMENT
11634 Project Documents Updates
Project documents that may be updated as a result of the Control Risk process include but are not limited to the
risk register Risk register updates may include
O utcomes of risk reassessments risk audits and periodic risk reviews These outcomes may
include identification of new risks updates to probability impact priority response plans ownership and
other elements of the risk register Outcomes can also include closing risks that are no longer applicable
and releasing their associated reserves
Actual outcomes of the project’s risks and of the risk responses This information can help project
managers to plan for risk throughout their organizations as well as on future projects
11635 Organizational Process Assets Updates
The risk management processes produce information that may be used for future projects and should be
captured in the organizational process assets The organizational process assets that may be updated include but
are not limited to
Templates for the risk management plan including the probability and impact matrix and risk register
Risk breakdown structure and
Lessons learned from the project risk management activities
These documents should be updated as needed and at project closure Final versions of the risk register and the
risk management plan templates checklists and risk breakdown structure are included
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11项目风险理
11
1163控制风险：输出
11631工作绩效信息
工作绩效信息风险控制输出提供种机制沟通支持
项目决策
11632变更请求
实施应急计划变通方法时会导致变更请求变更请求
准备提交执行整体变更控制程（第45节）变更请求
包括推荐纠正预防措施
？推荐纠正措施活动调整项目性
项目理计划工作包括应急计划解决办法者
反应初计划需处理新出现风险
前未知动接受
？推荐预防措施活动确保未表现
项目工作项目理计划致
11633项目理计划更新
果批准变更请求风险理程影响相应组件
项目理计划文件修订版反映批准变更元素
项目理计划更新相规划风险应程
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11项目风险理
11634项目文件更新
项目文件控制风险程中更新包括限
风险登记册风险登记更新包括：
？结果风险评估风险审计定期风险评估结果
包括新风险识更新概率影响优先权权响应计划
元素风险登记册结果包括关闭风险适
释放相关资源
？该项目风险风险响应实际结果信息帮助项目
理整组织风险规划未项目
11635组织程资产更新
风险理程中产生未项目信息应
组织程资产捕获更新组织程资产包括
限：
？风险理计划模板包括概率影响矩阵风险登记册
？风险分解结构
？项目风险理活动验教训
文件需更新项目收尾风险登记册终版
风险理计划模板检查表风险分解结构包括
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12 PROJECT PROCUREMENT MANAGEMENT
12
PROJECT PROCUREMENT MANAGEMENT
Project Procurement Management includes the processes necessary to purchase or acquire products services
or results needed from outside the project team The organization can be either the buyer or seller of the products
services or results of a project
Project Procurement Management includes the contract management and change control processes required to
develop and administer contracts or purchase orders issued by authorized project team members
Project Procurement Management also includes controlling any contract issued by an outside organization (the
buyer) that is acquiring deliverables from the project from the performing organization (the seller) and administering
contractual obligations placed on the project team by the contract
Figure 121 provides an overview of the Project Procurement Management processes which include the
following
121 Plan Procurement Management—The process of documenting project procurement decisions
specifying the approach and identifying potential sellers
122 Conduct Procurements—The process of obtaining seller responses selecting a seller and awarding
a contract
123 Control Procurements—The process of managing procurement relationships monitoring contract
performance and making changes and corrections as appropriate
124 Close Procurements—The process of completing each project procurement
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
12
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12项目采购理
12
项目采购理
项目采购理包括流程需购买产品服务
结果需外部项目团队组织买方卖方产品
服务项目结果
项目采购理包括合理变更控制程需
发展理合约授权项目团队成员发出采购订单
项目采购理包括控制外部组织发布合（
买方）获取交付项目执行组织（卖方）理
合义务放项目团队合
图121提供概述项目采购理程包括
：
121项目采购理项目采购决策程记录
指定方法识潜卖家
122执行采购获取卖方响应程选择卖方奖励
合
123控制采购理采购关系程中监控合
性进行修改更正合适
124结束采购完成项目采购程
程间相互作知识领域程详细描述
第3节附录A1
12
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1 Inputs
1 Project management plan
2 Requirements documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process assets
2 Tools & Techniques
1 Makeorbuy analysis
2 Expert judgment
3 Market research
4 Meetings
3 Outputs
1 Procurement management
plan
2 Procurement statement of
work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents updates
1 Inputs
1 Procurement management
plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement of
work
8 Organizational process assets
2 Tools & Techniques
1 Bidder conference
2 Proposal evaluation
techniques
3 Independent estimates
4 Expert judgment
5 Advertising
6 Analytical techniques
7 Procurement negotiations
3 Outputs
1 Selected sellers
2 Agreements
3 Resource calendars
4 Change requests
5 Project management plan
updates
6 Project documents updates
1 Inputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change requests
5 Work performance reports
6 Work performance data
2 Tools & Techniques
1 Contract change control
system
2 Procurement performance
reviews
3 Inspections and audits
4 Performance reporting
5 Payment systems
6 Claims administration
7 Records management system
3 Outputs
1 Work performance information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Procurement
Management Overview
122 Conduct
Procurements
121 Plan Procurement
Management
123 Control
Procurements
1 Inputs
1 Project management plan
2 Procurement documents
2 Tools & Techniques
1 Procurement audits
2 Procurement negotiations
3 Records management system
3 Outputs
1 Closed procurements
2 Organizational process assets
updates
124 Close Procurements
Figure 121 Project Procurement Management Overview
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12项目采购理
1投入
1项目理计划
2求文件
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程资产
2工具技术
1制造购买分析
2专家判断
3市场研究
4会议
3输出
1采购理
计划
2采购报表
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件更新
1投入
1采购理
计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购报表
工作
8组织程资产
2工具技术
1投标会议
2方案进行评估
技术
3独立估计
4专家判断
5广告
6分析技术
7采购谈判
3输出
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件更新
1投入
1项目理计划
2采购文件
3协议
4批准变更请求
5工作业绩报告
6工作性数
2工具技术
1合变更控制
系统
2采购绩效
回顾
3检查审计
4绩效报告
5支付系统
6索赔理
7档案理系统
3输出
1工作绩效信息
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目采购
理概述
122种行
采购
121计划采购
理
123控制
采购
1投入
1项目理计划
2采购文件
2工具技术
1采购审核
2采购谈判
3档案理系统
3输出
1关闭采购
2组织程资产
更新
124结束采购
图121项目采购理概述
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12 PROJECT PROCUREMENT MANAGEMENT
12
The Project Procurement Management processes involve agreements including contracts which are legal
documents between a buyer and a seller A contract represents a mutually binding agreement that obligates the
seller to provide something of value (eg specified products services or results) and obligates the buyer to provide
monetary or other valuable compensation An agreement can be simple or complex and may reflect the simplicity
or complexity of the deliverables or required effort
A procurement contract includes terms and conditions and may incorporate other items that the buyer
specifies as to what the seller is to perform or provide It is the project management team’s responsibility to make
certain that all procurements meet the specific needs of the project while adhering to organizational procurement
policies Depending upon the application area a contract can also be called an agreement an understanding
a subcontract or a purchase order Most organizations document policies and procedures specifically defining
the procurement rules and specifying who has authority to sign and administer such agreements on behalf of
the organization
Although all project documents may be subject to some form of review and approval the legally binding nature
of a contract or agreement usually means it will be subjected to a more extensive approval process In all cases the
primary focus of the review and approval process is to ensure that the contract language describes the products
services or results that will satisfy the identified project need
The project management team may seek support in early phases from specialists in contracting purchasing
law and technical disciplines Such involvement can be mandated by an organization’s policies
The various activities involved in the Project Procurement Management processes form the life cycle of an
agreement By actively managing the agreement life cycle and carefully wording the terms and conditions of a
procurement some identifiable project risks may be shared or transferred to a seller Entering into an agreement
for products or services is one method of allocating the responsibility for managing or sharing potential risks
A complex project may involve managing multiple contracts or subcontracts simultaneously or in sequence
In such cases each contract life cycle may end during any phase of the project life cycle Project Procurement
Management is discussed within the perspective of the buyerseller relationship The buyerseller relationship
may exist at many levels on any one project and between organizations internal to and external to the acquiring
organization
Depending on the application area the seller may be identified as a contractor subcontractor vendor service
provider or supplier Depending on the buyer’s position in the project acquisition cycle the buyer may be called a
client customer prime contractor contractor acquiring organization service requestor or purchaser The seller can
be viewed during the contract life cycle first as a bidder then as the selected source and then as the contracted
supplier or vendor
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12项目采购理
12
项目采购理程涉协议包括合法律
买方卖方间文件合双方约束力协议求
卖方提供价值东西（例指定产品服务结果）强制买方提供
货币价值补偿协议简单复杂反映简单
交付物复杂性需努力
采购合包括条款条件买方项目
指定卖方履行提供项目理团队责
确保采购符合项目具体需坚持组织采购
政策根应领域合称协议解
分包合采购订单数组织政策程序明确定义文件
采购规规定谁权签署理协议代表
组织
然项目文件受某种形式审查批准具法律约束力性质
合协议通常意味着会受更广泛审批流程情况该
重点学审查批准程保证合语言描述产品
服务结果满足项目需确定
项目理团队会寻求支持早期阶段专家合采购
法律技术学科种参组织政策规定
参项目采购理程种活动形式生命周期
协议通积极理协议生命周期精心措辞条款条件
采购识项目风险享转移卖方签订协议
产品服务配置理享风险责方法
复杂项目理合分包合涉时序
种情况合生命周期终项目生命周期阶段项目采购
理买方卖方关系角度述买方卖方关系
存层次项目组织部外部获取
组织
根应领域卖方识承包商分包商供应商服务
供应商供应商项目采集周期买方位置买方称
客户客户承包商承包商获取组织服务请求者买方卖方
视合生命周期第次作投标然选定源然承包
供应商供应商
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12 PROJECT PROCUREMENT MANAGEMENT
The seller will typically manage the work as a project if the acquisition is not just for shelf material goods or
common products In such cases
The buyer becomes the customer and is thus a key project stakeholder for the seller
The seller’s project management team is concerned with all the processes of project management not
only with those of this Knowledge Area
Terms and conditions of the contract become key inputs to many of the seller’s management processes
The contract can actually contain the inputs (eg major deliverables key milestones cost objectives)
or it can limit the project team’s options (eg buyer approval of staffing decisions is often required on
design projects)
In this section it is assumed that the buyer of an item for the project is assigned to the project team and that the
seller is organizationally external to the project team It is also assumed that a formal contractual relationship will
be developed and exists between the buyer and the seller However most of the discussion in this section is equally
applicable to noncontractual work entered into with other units of the project team’s organization
121 Plan Procurement Management
Plan Procurement Management is the process of documenting project procurement decisions specifying the
approach and identifying potential sellers The key benefit of this process is that it determines whether to acquire
outside support and if so what to acquire how to acquire it how much is needed and when to acquire it The
inputs tools and techniques and outputs of this process are depicted in Figure 122 Figure 123 depicts the data
flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Requirements
documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process
assets
1 Makeorbuy analysis
2 Expert judgment
3 Market research
4 Meetings
1 Procurement
management plan
2 Procurement statement
of work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents
updates
Figure 122 Plan Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
卖方通常会理工作果收购仅商品货架材料作项目
常见产品种情况：
？买方成顾客卖方关键项目干系
？卖方项目理团队项目理全程
知识领域
？合条款条件成许卖方理程关键输入
合包含输入（例交付成果关键里程碑成目标）
者限制项目团队选项（例招聘决策需买方验收
设计项目）
节中假定工程项目买家分配项目团队
卖方组织外部项目团队假定正式契约关系
开发买方卖方间存然数部分讨样
适非合订立工作项目团队组织单位
121计划采购理
计划采购理记录项目采购决策程中指定
方法识潜卖家程关键处决定否获
外界支持果样获取获取需少时
输入工具技术程输出图122描述图123描绘数
工艺流程图
输入工具技术输出
1项目理计划
2求
文档
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程
资产
1制造购买分析
2专家判断
3市场研究
4会议
1采购
理计划
2采购声明
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件
更新
图122计划采购：输入输出工具技术
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12 PROJECT PROCUREMENT MANAGEMENT
12
Project Procurement Management
121
Plan
Procurement
Management
42
Develop Project
Management
Plan
123
Control
Procurements
124
Close
Procurements
122
Conduct
Procurements
Risk register
Requirements documentation
Project management plan
Change
requests
Procurement
documents
Makeorbuy decisions
Procurement
management plan
Procurement
statement of work
Source selection
criteria
Project
d ocuments
updates
Activity resource
requirements
Project schedule
Activity cost estimates
Stakeholder register
Organizational
process assets
Enterprise
e nvironmental
factors
112
Identify
Risks
131
Identify
Stakeholders
45
Perform
Integrated
Change Control
Project
Documents
Enterprise
Organization
52
Collect
Requirements
112
Identify
Risks
64
Estimate Activity
Resources
66
Develop
Schedule
72
Estimate
Costs
131
Identify
Stakeholders
Figure 123 Plan Procurement Management Data Flow Diagram
Plan Procurement Management identifies those project needs that can best be met or should be met by
acquiring products services or results outside of the project organization versus those project needs which can
be accomplished by the project team When the project obtains products services and results required for project
performance from outside of the performing organization the processes from Plan Procurement Management
through Close Procurements are performed for each item to be acquired
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12项目采购理
12
项目采购理
121
计划
采购
理
42
开发项目
理
计划
123
控制
采购
124
关闭
采购
122
行
采购
？风险登记册
？需求文档
？项目理计划
？改变
请求
？采购
文件
？制造购买决定
？采购
理计划
？采购
工作说明书
？源选择
标准
？项目
单
更新
？活动资源
求
？项目进度
？活动成估算
？利益相关者登记
？组织
程资产
？企业
环境
素
112
识
风险
131
识
利益相关者
45
执行
集成
变更控制
项目
文件
企业
组织
52
收集
求
112
识
风险
64
估算活动
资源
66
发展
铁列车时刻表
72
估计
成
131
识
利益相关者
图123计划采购理数流图
计划采购理标识满足应满足项目需
获取产品服务结果项目组织外部项目需
项目团队完成项目获产品服务项目需结果
执行组织外部绩效计划采购理程
通密切采购项目获执行
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The Plan Procurement Management process also includes evaluating potential sellers particularly if the buyer
wishes to exercise some degree of influence or control over acquisition decisions Thought should also be given to
who is responsible for obtaining or holding any relevant permits and professional licenses that may be required by
legislation regulation or organizational policy in executing the project
The requirements of the project schedule can significantly influence the strategy during the Plan Procurement
Management process Decisions made in developing the procurement management plan can also influence the
project schedule and are integrated with Develop Schedule Estimate Activity Resources and makeorbuy analysis
The Plan Procurement Management process includes evaluating the risks involved with each makeorbuy
analysis It also includes reviewing the type of contract planned to be used with respect to avoiding or mitigating
risks sometimes transferring risks to the seller
1211 Plan Procurement Management Inputs
12111 Project Management Plan
Described in Section 4231 The project management plan describes the need justification requirements and
current boundaries for the project It includes but is not limited to the scope baseline contents
Project scope statement The project scope statement contains the product scope description service
description and result description the list of deliverables and acceptance criteria as well as important
information regarding technical issues or concerns that could impact cost estimating Identified
constraints may include required delivery dates available skilled resources and organizational policies
WBS The work breakdown structure (WBS) contains the components of work that may be resourced
externally
WBS dictionary The WBS dictionary and related detailed statements of work provide an identification
of the deliverables and a description of the work in each WBS component required to produce each
deliverable
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12项目采购理
计划采购理程包括评估潜卖家尤果买方
希行某种程度影响决定控制思想应予
谁负责获保持关许证职业许证需
立法规定组织项目执行政策
项目进度计划求显着影响战略采购程中计划
理程发展中国家采购理计划做决定会影响
项目进度综合发展计划估算活动资源制造购买分析
计划采购理程包括涉制造购买风险评估
分析包括审查合计划避免减轻类型
风险风险转移卖方时
1211计划采购理：输入
12111项目理计划
第4231描述项目理计划说明理需求
该项目目前边界包括限范围基线容：
？项目范围说明书项目范围说明书包含产品范围描述服务
描述结果描述交付物清单验收标准重
关技术问题会影响成估算信息确定
约束包括求交货日期技术资源组织政策
？WBS工作分解结构（WBS）包含工作组件资源化
外部
？WBS字典WBS字典工作相关详细报表提供识
交付成果WBS组件生产需项工作描述
交付
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12112 Requirements Documentation
Described in Section 5231 Requirements documentation may include
Important information about project requirements that is considered during planning for procurements
and
Requirements with contractual and legal implications that may include health safety security
performance environmental insurance intellectual property rights equal employment opportunity
licenses and permits—all of which are considered when planning for procurements
12113 Risk Register
Described in Section 11231 The risk register provides the list of risks along with the results of risk analysis
and risk response planning Updates to the risk register are included with project document updates described in
Section 11532 from the Plan Risk Responses process
12114 Activity Resource Requirements
Described in Section 6431 Activity resource requirements contain information on specific needs such as
people equipment or location
12115 Project Schedule
Described in Section 6632 Project schedule contains information on required timelines or mandated
deliverable dates
12116 Activity Cost Estimates
Described in Section 7231 Cost estimates developed by the procuring activity are used to evaluate the
reasonableness of the bids or proposals received from potential sellers
12117 Stakeholder Register
Described in Section 13131 The stakeholder register provides details on the project participants and their
interests in the project
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12112需求文档
第5231描述需求文档包括：
？重信息项目求规划程中考虑采购
？合法律问题包括健康安全求安全
性环境保险知识产权等业机会
许证允许考虑规划时采购
12113风险登记册
第11231描述风险登记册提供风险中着风险分析结果
风险应计划风险寄存器更新包含项目文档更新
第11532规划风险应程
12114活动资源求
第6431描述活动资源求包含特定需求等信息
设备位置
12115项目进度
第6632描述项目计划包含需时间信息授权
交付日期
12116活动成估算
第7231描述成估算采购活动评估
投标报价建议潜卖方收合理性
12117利益相关者登记
第13131描述利益相关者提供项目参者细节
项目利益
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12118 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Plan Procurement
Management process include but are not limited to
Marketplace conditions
Products services and results that are available in the marketplace
Suppliers including past performance or reputation
Typical terms and conditions for products services and results or for the specific industry and
Unique local requirements
12119 Organizational Process Assets
Described in Section 214 The various types of contractual agreements used by the organization also influence
decisions for the Plan Procurement Management process The organizational process assets that influence the Plan
Procurement Management process include but are not limited to
Formal procurement policies procedures and guidelines Most organizations have formal procurement
policies and buying organizations When such procurement support is not available the project team
should supply both the resources and the expertise to perform such procurement activities
Management systems that are considered in developing the procurement management plan and selecting
the contractual relationships to be used
An established multitier supplier system of prequalified sellers based on prior experience
All legal contractual relationships generally fall into one of two broad families either fixedprice or cost
reimbursable Also there is a third hybrid type commonly in use called the time and materials contract The more
popular contract types in use are discussed below as discrete types but in practice it is not unusual to combine
one or more types into a single procurement
Fixedprice contracts This category of contracts involves setting a fixed total price for a defined product
service or result to be provided Fixedprice contracts may also incorporate financial incentives for
achieving or exceeding selected project objectives such as schedule delivery dates cost and technical
performance or anything that can be quantified and subsequently measured Sellers under fixedprice
contracts are legally obligated to complete such contracts with possible financial damages if they do
not Under the fixedprice arrangement buyers need to precisely specify the product or services being
procured Changes in scope may be accommodated but generally with an increase in contract price
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12118企业环境素
第215描述够影响计划采购企业环境素
理程包括限：
？市场状况
？产品服务结果市场
？供应商包括业绩信誉
？典型条款条件产品服务结果特定行业
？独特求
12119组织程资产
第214描述合协议组织种类型影响
该计划采购理程中决策影响计划组织程资产
采购理程包括限：
？正式采购政策程序指南数组织正式采购
政策购买组织样采购支持项目团队
执行样采购活动提供资源技术
？发展采购理计划考虑选择理系统
合关系
？建立层次供应商体系通资格预审卖家根验
法律契约关系般分两系列：固定价格成
报销时三分混合型通常采称时间材料合更
流行合类型面讨离散类型实践中寻常结合
类型单采购
？固定价格合类合涉设置固定总价定义产品
结果提供服务固定价格合纳入财政奖励
达超项目目标进度交货日期成技术
性量化测量固定价格卖家
合法律义务完成样合济损失果做
固定价格安排买家需精确指定产品服务
采购范围变化容纳般合价格增加
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○○ Firm Fixed Price Contracts (FFP) The most commonly used contract type is the FFP It is
favored by most buying organizations because the price for goods is set at the outset and
not subject to change unless the scope of work changes Any cost increase due to adverse
performance is the responsibility of the seller who is obligated to complete the effort Under
the FFP contract the buyer should precisely specify the product or services to be procured
and any changes to the procurement specification can increase the costs to the buyer
○○ Fixed Price Incentive Fee Contracts (FPIF) This fixedprice arrangement gives the buyer and
seller some flexibility in that it allows for deviation from performance with financial incentives
tied to achieving agreed upon metrics Typically such financial incentives are related to cost
schedule or technical performance of the seller Performance targets are established at the
outset and the final contract price is determined after completion of all work based on the
seller’s performance Under FPIF contracts a price ceiling is set and all costs above the price
ceiling are the responsibility of the seller who is obligated to complete the work
○○ Fixed Price with Economic Price Adjustment Contracts (FPEPA) This contract type is used
whenever the seller’s performance period spans a considerable period of years as is desired
with many longterm relationships It is a fixedprice contract but with a special provision
allowing for pre defined final adjustments to the contract price due to changed conditions such
as inflation changes or cost increases (or decreases) for specific commodities The EPA clause
needs to relate to some reliable financial index which is used to precisely adjust the final price
The FPEPA contract is intended to protect both buyer and seller from external conditions beyond
their control
Costreimbursable contracts This category of contract involves payments (cost reimbursements) to
the seller for all legitimate actual costs incurred for completed work plus a fee representing seller profit
Costreimbursable contracts may also include financial incentive clauses whenever the seller exceeds
or falls below defined objectives such as costs schedule or technical performance targets Three of
the more common types of costreimbursable contracts in use are Cost Plus Fixed Fee (CPFF) Cost Plus
Incentive Fee (CPIF) and Cost Plus Award Fee (CPAF)
A costreimbursable contract provides the project flexibility to redirect a seller whenever the scope of
work cannot be precisely defined at the start and needs to be altered or when high risks may exist in
the effort
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○○固定价格合（FFP）常FFP合类型
数购买组织商品价格定开始青睐
会改变非工作范围变化良增加成
性卖方责谁必须完成工作
FFP合买方应精确指定采购产品服务
采购规范改变会增加成买家
○○固定价格合激励费（FPIF）固定价格安排买方
卖方：允许偏差表现定灵活性提供济诱
实现商定指标通常样财政激励相关成
时间表卖方技术性绩效目标建立
开始合价基工作完成确定
卖方性太洋合价格限设置成价格
天花板卖方责必须完成工作
○○固定价格济价格调整合（fpepa）合类型
卖方履约期跨年段相长时期需
许长期关系固定价格合特殊规定
允许预先定义调整改变条件合价格样
着通货膨胀率变化成增加（减少）具体商品EPA条款
需涉财务指标精确调整终价格
该fpepa合保护买方卖方外部条件超出
控制
？成补偿合类合涉款项（费报销）
合法实际成完成工作支付卖方加费代表卖方利润
成补偿合包括财务激励条款卖方超
低规定目标成进度技术性指标三
成补偿合常见种类成加固定费（CPFF）成加
奖励费（合）成加奖励费（CPAF）
成补偿合项目提供灵活性卖方范围
工作开始精确定义需改变高风险存
努力
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○○ Cost Plus Fixed Fee Contracts (CPFF) The seller is reimbursed for all allowable costs for
performing the contract work and receives a fixedfee payment calculated as a percentage of
the initial estimated project costs A fee is paid only for completed work and does not change
due to seller performance Fee amounts do not change unless the project scope changes
○○ Cost Plus Incentive Fee Contracts (CPIF) The seller is reimbursed for all allowable costs for
performing the contract work and receives a predetermined incentive fee based upon achieving
certain performance objectives as set forth in the contract In CPIF contracts if the final costs
are less or greater than the original estimated costs then both the buyer and seller share costs
from the departures based upon a prenegotiated costsharing formula for example an 8020
split overunder target costs based on the actual performance of the seller
○○ Cost Plus Award Fee Contracts (CPAF) The seller is reimbursed for all legitimate costs but
the majority of the fee is earned only based on the satisfaction of certain broad subjective
performance criteria defined and incorporated into the contract The determination of fee is
based solely on the subjective determination of seller performance by the buyer and is generally
not subject to appeals
T ime and Material Contracts (T&M) Time and material contracts are a hybrid type of contractual
arrangement that contain aspects of both costreimbursable and fixedprice contracts They are often
used for staff augmentation acquisition of experts and any outside support when a precise statement
of work cannot be quickly prescribed These types of contracts resemble costreimbursable contracts in
that they can be left open ended and may be subject to a cost increase for the buyer The full value of
the agreement and the exact quantity of items to be delivered may not be defined by the buyer at the
time of the contract award Thus T&M contracts can increase in contract value as if they were costreimbursable
contracts Many organizations require nottoexceed values and time limits placed in all
T&M contracts to prevent unlimited cost growth Conversely T&M contracts can also resemble fixed
unit price arrangements when certain parameters are specified in the contract Unit labor or material
rates can be preset by the buyer and seller including seller profit when both parties agree on the values
for specific resource categories such as senior engineers at specified rates per hour or categories of
materials at specified rates per unit
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○○成加固定费合（CPFF）卖方报销允许成
合执行工作收取固定费支付百分计算
初步估计项目成费唯完成工作支付会改变
卖方性费金额非项目范围改变
○○成加酬金合（合）卖方报销允许成
预定激励费基础实现合执行工作接收
合中规定定性目标合合果终成
原估计费然买方卖方分担费
基预先商定例成公式离职80 20
基卖方实际绩效目标成分
○○成加奖励费合（CPAF）卖方报销合法成
部分费收入仅基某广泛观满意度
定义性标准纳入合费确定
完全基买方卖方绩效观判断般
受诉
？时间材料合（T M）时间材料合合种混合型
安排包含双方成补偿固定价格合方面
员扩充收购专家外部支持时确切说法
工作快规定类型合成补偿合
敞开结束会受买方成增加全部价值
该协议项目确切数量买方定义
奖项合时间T＆M合果costreimbursable合价值增加
合许组织需超值时间限制
T＆M合成防止限增长相反T＆M合固定
单位价格安排某参数合中规定单位劳动材料
速率买方卖方预置包括卖方利润双方意价值
特定资源类指定速度时高级工程师类
指定速率单位材料
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1212 Plan Procurement Management Tools and Techniques
12121 MakeorBuy Analysis
A makeorbuy analysis is a general management technique used to determine whether particular work can
best be accomplished by the project team or should be purchased from outside sources Sometimes a capability
may exist within the project organization but may be committed to working on other projects in which case the
project may need to source such effort from outside the organization in order to meet its schedule commitments
Budget constraints may influence makeorbuy decisions If a buy decision is to be made then a further decision
of whether to purchase or lease is also made A makeorbuy analysis should consider all related costs—both
direct costs as well as indirect support costs For example the buyside of the analysis includes both the actual
outofpocket costs to purchase the product as well as the indirect costs of supporting the purchasing process and
purchased item
Available contract types are also considered during the buy analysis The risk sharing between the buyer
and seller determines the suitable contract types while the specific contract terms and conditions formalize the
degree of risk being assumed by the buyer and seller Some jurisdictions have other types of contracts defined for
example contract types based on the obligations of the seller—not the customer—and the contract parties have
the obligation to identify the appropriate type of contract as soon as the applicable law has been agreed upon
12122 Expert Judgment
Expert judgment is often used to assess the inputs to and outputs from this process Expert purchasing judgment
can also be used to develop or modify the criteria that will be used to evaluate seller proposals Expert legal
judgment may involve the services of legal staff to assist with unique procurement issues terms and conditions
Such judgment including business and technical expertise can be applied to both the technical details of the
acquired products services or results and to various aspects of the procurement management processes
12123 Market Research
Market research includes examination of industry and specific vendor capabilities Procurement teams may
leverage information gained at conferences online reviews and a variety of sources to identify market capabilities
The team may also refine particular procurement objectives to leverage maturing technologies while balancing
risks associated with the breadth of vendors who can provide the materials or services desired
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1212计划采购理：工具技术
12121制造购买分析
制造购买分析确定否特定工作种通理技术
项目团队完成应该外部源购买时力
存项目组织致力项目种情况该
项目需源样努力外部组织满足时间表承诺
预算约束会影响制造购买决定果购买时作出决定然决定
否购买租赁制造购买分析应考虑相关费
直接成间接支持成例购买方分析包括实际
付现成购买产品支持采购程间接成
购买物品
现合类型考虑购买分析买方间分担风险
双方确定合适合类型具体合条款条件形式化
风险买方卖方承担程度司法辖区类型合定义
例基卖方没客户合事义务合类型
确定合适类型快适法律已商定义务
12122专家判断
专家判断评估程输入输出专家购买判断
制定修改标准评估卖方建议法律专家
判断涉法律工作员服务帮助独特采购问题条款条件
样判断包括商业技术专长应技术细节
获产品服务成果采购理方面程
12123市场研究
市场研究包括检查行业具体供应商力采购团队
会议充分利信息线评种源识市场力
球队优化采购目标利成熟技术衡
风险广度供应商谁提供材料服务需
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12124 Meetings
Research alone may not provide specific information to formulate a procurement strategy without additional
information interchange meetings with potential bidders By collaborating with potential bidders the organization
purchasing the material or service may benefit while the supplier can influence a mutually beneficial approach or
product
1213 Plan Procurement Management Outputs
12131 Procurement Management Plan
The procurement management plan is a component of the project management plan that describes how a project
team will acquire goods and services from outside the performing organization It describes how the procurement
processes will be managed from developing procurement documents through contract closure The procurement
management plan can include guidance for
Types of contracts to be used
Risk management issues
Whether independent estimates will be used and whether they are needed as evaluation criteria
Those actions the project management team can take unilaterally if the performing organization has a
prescribed procurement contracting or purchasing department
Standardized procurement documents if needed
Managing multiple suppliers
Coordinating procurement with other project aspects such as scheduling and performance reporting
Any constraints and assumptions that could affect planned procurements
Handling the long lead times to purchase certain items from sellers and coordinating the extra time
needed to procure these items with the development of the project schedule
Handling the makeorbuy decisions and linking them into the Estimate Activity Resources and Develop
Schedule processes
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12124会议
研究制定采购策略需额外提供特定信息
信息交换潜投标会议通潜买家合作组织
材料服务采购供应商影响互利方法利益
产品
1213计划采购理：输出
12131采购理计划
采购理计划项目理计划组成部分描述项目
团队执行组织外部获取货物服务描述采购
程合收尾制定采购文件理采购
理计划包括指导：
？合类型
？风险理问题
？独立估计否需作评价标准
？行动项目理团队够采取单方面果执行组织
规定采购承包采购部门
？标准化采购文件果需话
？理供应商
？协调工程方面采购调度性报告
？限制假设会影响计划采购
？处理提前期长卖方购买特定物品协调时间
获项目项目进度计划发展
？处理制造购买决策连接估算活动资源发展
调度程
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Setting the scheduled dates in each contract for the contract deliverables and coordinating with the
schedule development and control processes
Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project
risk
Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown
structure (WBS)
Establishing the form and format to be used for the procurementcontract statements of work
Identifying prequalified sellers if any to be used and
Procurement metrics to be used to manage contracts and evaluate sellers
A procurement management plan can be formal or informal can be highly detailed or broadly framed and is
based upon the needs of each project
12132 Procurement Statement of Work
The statement of work (SOW) for each procurement is developed from the project scope baseline and defines
only that portion of the project scope that is to be included within the related contract The procurement SOW
describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of
providing the products services or results Sufficient detail can vary based on the nature of the item the needs of
the buyer or the expected contract form Information included in a SOW can include specifications quantity desired
quality levels performance data period of performance work location and other requirements
The procurement SOW is written to be clear complete and concise It includes a description of any collateral
services required such as performance reporting or postproject operational support for the procured item In some
application areas there are specific content and format requirements for a procurement SOW Each individual
procurement item requires a SOW however multiple products or services can be grouped as one procurement
item within a single SOW
The procurement SOW can be revised and refined as required as it moves through the procurement process
until incorporated into a signed agreement
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？合合交付设定预定日期配合
进度计划控制程
？识性债券保险合求减轻项目形式
风险
？建立开发维护工作分解卖家提供方
结构（WBS）
？建立采购工作合报表格式
？确定通资格预审卖家果话
？采购指标理合卖家评价
采购理计划正式非正式非常详细广泛框架
根项目需求
12132采购工作说明书
工作说明书（SOW）采购项目范围基线开发定义
部分项目范围包括相关合采购母猪
足够详细描述采购物品便供应商确定否力
提供产品服务结果足够详细根项目性质需
买方预期合形式包括母猪信息包括规格数量求
质量水性数期间表现工作点求
采购母猪写入明确完整简洁包括抵押品描述
需服务绩效报告采购项目运营支持
应领域具体容格式求采购母猪
采购项目需母猪然产品服务分采购
单母猪项目
采购母猪加修订完善需时通采购程
直纳入签署协议
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12 PROJECT PROCUREMENT MANAGEMENT
12133 Procurement Documents
Procurement documents are used to solicit proposals from prospective sellers Terms such as bid tender or
quotation are generally used when the seller selection decision will be based on price (as when buying commercial
or standard items) while a term such as proposal is generally used when other considerations such as technical
capability or technical approach are paramount Common terms are in use for different types of procurement
documents and may include request for information (RFI) invitation for bid (IFB) request for proposal (RFP) request
for quotation (RFQ) tender notice invitation for negotiation and invitation for seller’s initial response Specific
procurement terminology used may vary by industry and location of the procurement
The buyer structures procurement documents to facilitate an accurate and complete response from each
prospective seller and to facilitate easy evaluation of the responses These documents include a description of the
desired form of the response the relevant procurement statement of work (SOW) and any required contractual
provisions With government contracting some or all of the content and structure of procurement documents may
be defined by regulation
The complexity and level of detail of the procurement documents should be consistent with the value of and
risks associated with the planned procurement Procurement documents are required to be sufficient to ensure
consistent appropriate responses but flexible enough to allow consideration of any seller suggestions for better
ways to satisfy the same requirements
Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance
with the policies of the buyer’s organization which can include publication of the request in public newspapers in
trade journals in public registries or on the internet
12134 Source Selection Criteria
Source selection criteria are often included as a part of the procurement documents Such criteria are developed
and used to rate or score seller proposals and can be objective or subjective
Selection criteria may be limited to only the purchase price if the procurement item is readily available from
a number of acceptable sellers Purchase price in this context includes both the cost of the item and all ancillary
expenses such as delivery
Other selection criteria can be identified and documented to support an assessment for more complex products
services or results Some possible source selection criteria are
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12项目采购理
12133采购文件
采购文件征求潜卖家建议投标投标
引通常卖方选择决策基价格（购买商业
标准品）样术语建议般方面考虑技术
力技术途径重常见类型采购
文件包含请求信息（RFI）招标（IFB）请求建议书（RFP）请求
报价（RFQ）招标公告谈判邀请邀请卖方初始响应具体
采购术语会工业采购位置
买方组织采购文件方便准确完整响应
潜卖方方便反应简便易行评价文件包括描述
需反应形式工作相关采购报表（母猪）需合
规定政府承包部分全部容采购文件结构
定义调节
复杂性采购文件详细程度应价值相致
相关风险计划采购采购文件须足确保
致适反应具足够灵活性允许更考虑卖方建议
满足述求方法
提交份建议书投标发出采购求潜卖家通常致
着买方组织政策中包括公报纸出版求
贸易杂志公注册处互联网
12134源选择标准
源选择标准通常包含采购文件中部分样标准发展
率分卖方建议客观观
选择标准仅限购买价格果采购项目
接受卖家种情况购买价格包括该项目成辅助
运输费
选择标准识记录支持更复杂产品评估
服务结果源选择标准：
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12 PROJECT PROCUREMENT MANAGEMENT
12
U nderstanding of need How well does the seller’s proposal address the procurement statement of
work
Overall or lifecycle cost Will the selected seller produce the lowest total cost of ownership (purchase
cost plus operating cost)
Technical capability Does the seller have or can the seller be reasonably expected to acquire the
technical skills and knowledge needed
Risk How much risk is embedded in the statement of work how much risk will be assigned to the
selected seller and how does the seller mitigate risk
Management approach Does the seller have or can the seller be reasonably expected to develop
management processes and procedures to ensure a successful project
Technical approach Do the seller’s proposed technical methodologies techniques solutions and
services meet the procurement documents requirements or are they likely to provide more or less than
the expected results
Warranty What does the seller propose to warrant for the final product and through what time period
Financial capacity Does the seller have or can the seller reasonably be expected to obtain the necessary
financial resources
Production capacity and interest Does the seller have the capacity and interest to meet potential
future requirements
Business size and type Does the seller’s enterprise meet a specific category of business such as
small business (disadvantaged specific programs etc) as defined by the organization or established by
governmental agency and set forth as a condition of the agreement award
Past performance of sellers What has been the past experience with selected sellers
References Can the seller provide references from prior customers verifying the seller’s work experience
and compliance with contractual requirements
Intellectual property rights Does the seller assert intellectual property rights in the work processes or
services they will use or in the products they will produce for the project
Proprietary rights Does the seller assert proprietary rights in the work processes or services they will
use or in the products they will produce for the project
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12项目采购理
12
？认识需销售者方案解决采购报表
工作？
？整体生命周期成选定卖方产生低总拥成（购买
成加成）？
？技术力卖方卖方合理预期获
技术技知识需？
？风险风险嵌入工作表风险分配
精选卖家卖家降低风险？
？理办法卖方否卖方合理预期发展
理流程程序确保项目成功？
？技术途径做卖方提出技术方法技术解决方案
服务满足采购文件求提供更更少
预期结果？
？保修什卖方提出终产品保证通什时间？
？财务力卖方卖方合理期必
金融资源？
？生产力兴趣销售者必须满足潜力兴趣
未需求？
？企业规模类型卖方企业满足企业特定类
企业（利具体方案等）组织建立定义
政府机关提出作合授予条件？
？卖家表现选择卖家验？
？参考文献现客户验证卖方卖方工作验提供参考
符合合求？
？知识产权卖方否工作程中维护知识产权
服务产品会产生项目？
？专权销售者张权工作流程服务会
产品会产生项目？
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12 PROJECT PROCUREMENT MANAGEMENT
12135 MakeorBuy Decisions
A makeorbuy analysis results in a decision of whether particular work can best be accomplished by the
project team or needs to be purchased from outside sources If the decision is to make the item then the
procurement plan may define processes and agreements internal to the organization A buy decision drives a
similar process of reaching agreement with a supplier for the product or services
12136 Change Requests
A decision that involves procuring goods services or resources typically requires a change request Other
decisions during procurement planning can also create the need for additional change requests Change requests
are processed for review and disposition through the Perform Integrated Change Control process (Section 45)
Changes to the project management plan its subsidiary plans and other components may result in change requests
that impact procurement actions Change requests are processed for review and disposition through the Perform
Integrated Change Control process (Section 45)
12137 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Requirements traceability matrix and
Risk register
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12项目采购理
12135制造购买决定
制造购买分析结果否完成特定工作决定
项目团队需外部购买果决定做项目然
采购计划定义流程协议部组织购买决定驱动
达成协议产品服务供应商类似程
12136变更请求
决定涉采购货物服务资源通常需变更请求
采购计划决定创建额外变更请求需变更请求
进行评审处置通执行整体变更控制程（第45节）
项目理计划变化子公司计划成分导致变更请求
影响采购行变更请求进行评审处置通执行
整体变更控制程（第45节）
12137项目文件更新
项目文件更新包括限：
？需求文档
？需求踪矩阵
？风险登记册
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12 PROJECT PROCUREMENT MANAGEMENT
12
122 Conduct Procurements
Conduct Procurements is the process of obtaining seller responses selecting a seller and awarding a contract
The key benefit of this process is that it provides alignment of internal and external stakeholder expectations
through established agreements The inputs tools and techniques and outputs of this process are depicted in
Figure 124 Figure 125 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Procurement
management plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement
of work
8 Organizational process
assets
1 Bidder conference
2 Proposal evaluation
techniques
3 Independent estimates
4 Expert judgment
5 Advertising
6 Analytical techniques
7 Procurement
negotiations
1 Selected sellers
2 Agreements
3 Resource calendars
4 Change requests
5 Project management plan
updates
6 Project documents
updates
Figure 124 Conduct Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
12
122执行采购
执行采购获取卖方响应程选择卖方授予合
程关键处提供部外部利益相关方期
通建立协议输入工具技术程输出描绘
图124图125描述程数流图
输入工具技术输出
1采购
理计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购声明
工作
8组织程
资产
1投标会议
2方案进行评估
技术
3独立估计
4专家判断
5广告
6分析技术
7采购
谈判
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件
更新
图124执行采购：输入输出工具技术
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12 PROJECT PROCUREMENT MANAGEMENT
Selected sellers
Project Procurement Management
122
Conduct
Procurements
121
Plan
Procurement
Management
123
Control
Procurements
41
Develop Project
Charter
Organizational
process assets
Project documents
Procurement management plan
Procurement documents
Source selection criteria
Makeorbuy decisions
Procurement statement of work
Resource
calendars
Change
requests
Agreements
Project
management
plan updates
Project
d ocuments
updates
Seller proposals
65
Estimate
Activity
Durations
45
Perform
Integrated
Change Control
64
Estimate
Activity
Resources
42
Develop Project
Management
Plan
66
Develop
Schedule
73
Determine
Budget
93
Develop
Project Team
Project
Documents
Project
Documents
Enterprise
Organization
Sellers
Figure 125 Conduct Procurements Data Flow Diagram
During the Conduct Procurements process the team will receive bids or proposals and will apply previously
defined selection criteria to select one or more sellers who are qualified to perform the work and acceptable as a
seller
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12项目采购理
？选定卖家
项目采购理
122
行
采购
121
计划
采购
理
123
控制
采购
41
开发项目
宪章
？组织
程资产
？项目文件
？采购理计划
？采购文件
？源选择标准
？制造购买决定
？采购工作表
？资源
日历
？改变
请求
？协议
？项目
理
计划更新
？项目
单
更新
？卖方建议
65
估计
活动
持续时间
45
执行
集成
变更控制
64
估计
活动
资源
42
开发项目
理
计划
66
发展
铁列车时刻表
73
确定
预算
93
发展
项目团队
项目
文件
项目
文件
企业
组织
卖家
图125执行采购数流图
执行采购流程团队收投标建议前
定义选择标准选择卖家谁资格事工作接受
卖方
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12 PROJECT PROCUREMENT MANAGEMENT
12
On major procurement items the overall process of requesting responses from sellers and evaluating
those responses can be repeated A short list of qualified sellers can be established based on a preliminary
proposal A more detailed evaluation can then be conducted based on a more specific and comprehensive
requirements document requested from the sellers on the short list In addition tools and techniques
described here may be used alone or in combination with select sellers For example a weighting system
can be used to
Select a single seller that will be asked to sign a standard contract and
Establish a negotiating sequence by ranking all proposals by the weighted evaluation scores assigned to
each proposal
1221 Conduct Procurements Inputs
12211 Procurement Management Plan
Described in Section 4231 The procurement management plan describes how the procurement processes
will be managed from developing procurement documentation through contract closure
12212 Procurement Documents
Described in Section 12133 Procurement documents provide an audit trail for contracts and other
agreements
12213 Source Selection Criteria
Described in Section 12134
Source selection criteria can include information on the supplier’s required capabilities capacity delivery dates
product cost lifecycle cost technical expertise and the approach to the contract
12214 Seller Proposals
Seller proposals prepared in response to a procurement document package form the basic information that will
be used by an evaluation body to select one or more successful bidders (sellers)
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12项目采购理
12
采购项目请求响应卖方评价全程
反应重复合格卖方清单基初步建立
建议更详细评估基更具体全面进行
求文件求卖方短名单外工具技术
里描述单独组合选择卖家例称重系统
：
？选择单卖方求签署份标准合
？确定谈判序排名建议加权评价分
提案
1221执行采购：输入
12211采购理计划
第4231描述采购理计划描述采购流程
合收尾制定采购文件理
12212采购文件
第12133描述采购文件提供合审计线索
协议
12213源选择标准
第12134描述
源选择标准包括供应商需力信息量交货日期
产品成生命周期成技术方法合
12214卖方建议
卖方建议响应采购文件包形式编写基信息
评价体选择成功投标（卖方）
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12215 Project Documents
Described in Section 11532 Project documents that are often considered include the riskrelated contract
decisions included within the risk register
12216 MakeorBuy Decisions
Described in Section 12135 Organizations procuring goods or services analyze the need identify resources
and then compare procurement strategies when deciding to buy Organizations also evaluate the need of buying
products versus making the items themselves Factors that influence makeorbuy decisions may include
Core capabilities of the organization
Value delivered by vendors meeting the need
Risks associated with meeting the need in a costeffective manner and
Capability internally compared with the vendor community
12217 Procurement Statement of Work
Described in Section 12132 The procurement statement of work provides suppliers with a clearly stated set
of goals requirements and outcomes from which they can provide a quantifiable response The statement of work
is a critical component of the procurement process and can be modified as needed through this process until a final
agreement is in place The statements of work may include but are not limited to
Specifications
Quantity desired
Quality levels
Performance data
Period of performance
Work location and
Other requirements
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12项目采购理
12215项目文件
第11532描述通常认项目文件包括风险相关合
决定包括风险登记册
12216制造购买决定
第12135描述组织采购商品服务需求分析确定资源
然较采购策略决定购买组织购买需
产品制造项目身影响制造购买决定素包括：
？组织核心力
？满足需供应商提供价值
？会议具成效益方式需相关风险
？力部供应商社区相
12217采购工作说明书
第12132描述SOW供应商提供明确设置
目标求结果提供量化响应工作说明书
采购程中重组成部分根需进行修改通程直
协议方工作报告包括限：
？规格
？数量求
？质量水
？性数
？履行期限
？工作点
？求
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12218 Organizational Process Assets
Described in Section 214 Elements of the organizational process assets that can influence the Conduct
Procurements process include but are not limited to
Listings of prospective and previously qualified sellers
Information on relevant past experience with sellers both good and bad and
Prior agreements
Whenever a prior agreement is in place the buyer and seller roles will have already been decided by executive
management In some cases the seller may already be working under a contract funded by the buyer or jointly by
both parties The effort of the buyer and seller in this process is to collectively prepare a procurement statement
of work that will satisfy the requirements of the project The parties will then negotiate a final contract for award
1222 Conduct Procurements Tools and Techniques
12221 Bidder Conferences
Bidder conferences (sometimes called contractor conferences vendor conferences and prebid conferences)
are meetings between the buyer and all prospective sellers prior to submittal of a bid or proposal They are used
to ensure that all prospective sellers have a clear and common understanding of the procurement requirements)
and that no bidders receive preferential treatment To be fair buyers should take great care to ensure that all
prospective sellers hear every question from any individual prospective seller and every answer from the buyer
Typically fairness is addressed by techniques such as collecting questions from bidders or arranging field visits in
advance of the bidder conference Responses to questions can be incorporated into the procurement documents
as amendments
12222 Proposal Evaluation Techniques
On complex procurements where source selection will be made based on seller responses to previously defined
weighted criteria a formal evaluation review process will be defined by the buyer’s procurement policies The
evaluation committee will make their selection for approval by management prior to the award
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12223 Independent Estimates
For many procurement items the procuring organization may elect to either prepare its own independent
estimate or have an estimate of costs prepared by an outside professional estimator to serve as a benchmark on
proposed responses Significant differences in cost estimates can be an indication that the procurement statement
of work was deficient ambiguous andor that the prospective sellers either misunderstood or failed to respond fully
to the procurement statement of work
12224 Expert Judgment
Expert judgment may be used in evaluating seller proposals The evaluation of proposals may be accomplished
by a multidiscipline review team with expertise in each of the areas covered by the procurement documents
and proposed contract This can include expertise from functional disciplines such as contracting legal finance
accounting engineering design research development sales and manufacturing
12225 Advertising
Existing lists of potential sellers often can be expanded by placing advertisements in general circulation
publications such as selected newspapers or in specialty trade publications Some organizations use online
resources to communicate solicitations to the vendor community Some government jurisdictions require public
advertising of certain types of procurement items and most government jurisdictions require public advertising or
online posting of pending government contracts
12226 Analytical Techniques
Procurements involve defining a need in such a way that vendors can bring value through their offerings To
ensure that the need can be and is met analytical techniques can help organizations identify the readiness of a
vendor to provide the desired end state determine the cost expected to support budgeting and avoid cost overruns
due to changes By examining past performance information teams may identify areas that may have more risk
and that need to be monitored closely to ensure success of the project
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12项目采购理
12223独立估计
许采购项目采购组织选择准备独立
估计外部专业制备成估计估计作基准
提出策成估算中差异迹象采购表
工作缺陷模糊卖方误解未充分回应
SOW
12224专家判断
专家判断评估卖方建议评估建议完成
学科审查组采购文件涵盖领域专业知识
提出合包括功性学科承包法律专业金融学
会计工程设计研究开发制造销售
12225广告
潜卖家现列表会放置环流扩广告
出版物选择报纸专业贸易出版物组织线
资源请求供应商沟通政府辖权求公
采购项目某类型广告数政府辖权求公广告
线发布政府合
12226分析技术
采购样种方式供应商通产品带价值定义需
确保需满足分析技术帮助组织确定准备
供应商提供理想终状态确定支持预算成避免成超支
变化通研究绩效信息团队找出更风险
需密切监控确保项目成功
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12227 Procurement Negotiations
Procurement negotiations clarify the structure requirements and other terms of the purchases so that mutual
agreement can be reached prior to signing the contract Final contract language reflects all agreements reached
Subjects covered should include responsibilities authority to make changes applicable terms and governing law
technical and business management approaches proprietary rights contract financing technical solutions overall
schedule payments and price Negotiations conclude with a contract document that can be executed by both buyer
and seller
For complex procurement items contract negotiation can be an independent process with inputs (eg issues or
an open items listing) and outputs (eg documented decisions) of its own For simple procurement items the terms
and conditions of the contract can be previously set and nonnegotiable and only need to be accepted by the seller
The project manager may not be the lead negotiator on procurements The project manager and other members
of the project management team may be present during negotiations to provide assistance and if needed to add
clarification of the project’s technical quality and management requirements
1223 Conduct Procurements Outputs
12231 Selected Sellers
The selected sellers are those who have been judged to be in a competitive range based upon the outcome
of the proposal or bid evaluation and who have negotiated a draft contract that will become the actual contract
when an award is made Final approval of all complex highvalue highrisk procurements will generally require
organizational senior management approval prior to award
12232 Agreements
A procurement agreement includes terms and conditions and may incorporate other items that the buyer
specifies regarding what the seller is to perform or provide It is the project management team’s responsibility
to make certain that all agreements meet the specific needs of the project while adhering to organizational
procurement policies Depending upon the application area an agreement can also be called an understanding
a contract a subcontract or a purchase order Regardless of the document’s complexity a contract is a mutually
binding legal agreement that obligates the seller to provide the specified products services or results and
obligates the buyer to compensate the seller A contract is a legal relationship subject to remedy in the courts
The major components in an agreement document will vary but may include the following
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Statement of work or deliverables
Schedule baseline
Performance reporting
Period of performance
Roles and responsibilities
Seller’s place of performance
Pricing
Payment terms
Place of delivery
Inspection and acceptance criteria
Warranty
Product support
Limitation of liability
Fees and retainer
Penalties
Incentives
Insurance and performance bonds
Subordinate subcontractor approvals
Change request handling and
Termination clause and alternative dispute resolution (ADR) mechanisms The ADR method can be decided
in advance as a part of the procurement award
12233 Resource Calendars
The quantity and availability of contracted resources and those dates on which each specific resource or
resource group can be active or idle are documented
12234 Change Requests
Change requests to the project management plan its subsidiary plans and other components are processed for
review and disposition through the Perform Integrated Change Control process (Section 45)
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12项目采购理
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12227采购谈判
采购谈判明确求结构采购相互条款
达成协议签订合前终合语言反映达成协议
涵盖题包括责变更权适条件适法律
技术商业理权合融资技术解决方案全面
进度付款价格合文件买方执行结束谈判
卖方
复杂政府采购项目合谈判输入独立程（例问题
开项目列表）输出（例记录决定）简单采购项目条款
合条件预先设定流通需卖方接受
项目理会采购方面首席谈判代表项目理成员
项目理团队谈判程中提供协助目前果需添加
该项目技术质量交底理求
1223执行采购：输出
12231选定卖家
选定卖家认竞争范围根结果
建议书投标评估协商合草案成实际合
奖复杂终批准高附加值高风险采购般求
组织高级理层批准前奖
12232协议
采购协议包括条款条件买方项目
指定什卖方履行提供项目理团队责
定确保协议满足项目具体需坚持组织
采购政策根应领域协议称理解
合分包合采购订单文件复杂性合种相互
具法律约束力协议求卖方提供规定产品服务结果
求买方卖方赔偿合种法律关系体法院救济
协议文件成分会包括容：
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12项目采购理
？工作成果表
？进度基线
？绩效报告
？履行期限
？角色责
？卖方方
？价格
？付款条件
？交货点
？检查验收标准
？保修
？产品支持
？责限制
？费固定
？处罚
？激励
？保险债券
？级分包商批准
？变更请求处理
？终止条款代性纠纷解决机制（ADR）ADR方法决定
提前采购奖部分
12233资源日历
数量性合资源日期特定资源
资源组动闲置记录
12234变更请求
变更请求项目理计划子公司计划组件进行处理
通实施整体变更控制程评审处置（45节）
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12 PROJECT PROCUREMENT MANAGEMENT
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12235 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Cost baseline
Scope baseline
Schedule baseline
Communications management plan and
Procurement management plan
12236 Project Documents Updates
Project documents that may be updated include but are not limited to
Requirements documentation
Requirements traceability documentation
Risk register and
Stakeholder register
123 Control Procurements
Control Procurements is the process of managing procurement relationships monitoring contract performance
and making changes and corrections to contracts as appropriate The key benefit of this process is that it ensures
that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal
agreement The inputs tools and techniques and outputs of this process are depicted in Figure 126 Figure 127
depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change
requests
5 Work performance
reports
6 Work performance data
1 Contract change control
system
2 Procurement
performance reviews
3 Inspections and audits
4 Performance reporting
5 Payment systems
6 Claims administration
7 Records management
system
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 126 Control Procurements Inputs Tools & Techniques and Outputs
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12235项目理计划更新
项目理计划更新容包括限：
？成基线
？范围基线
？进度基线
？沟通理计划
？采购理计划
12236项目文件更新
项目文件更新包括限：
？需求文档
？需求踪文件
？风险登记册
？利益相关者登记
123控制采购
控制采购理采购关系程监控合履行
改变修正合适程关键处保证
两卖方买方性满足采购求根法律条款
协议输入工具技术程输出描绘图126图127
描述数处理流程图
输入工具技术输出
1项目理计划
2采购文件
3协议
4批准变更
请求
5工作性
报告
6工作性数
1合变更控制
系统
2采购
性综述
3检查审计
4绩效报告
5支付系统
6索赔理
7记录理
系统
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图126采购：输入控制工具技术输出
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Project Procurement Management
123
Control
Procurements
121
Plan
Procurement
Management
122
Conduct
Procurements
Work performance
information
Agreements
Procurement documents
Project documents
updates
Change
requests
Work
performance
reports
Work performance data
Approved change requests
Project
management
plan
Project
management
plan updates
Organizational process
assets updates
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
Enterprise
Organization
Project
Documents
Figure 127 Control Procurements Data Flow Diagram
Both the buyer and the seller will administer the procurement contract for similar purposes Each are required
to ensure that both parties meet their contractual obligations and that their own legal rights are protected The legal
nature of the contractual relationship makes it imperative that the project management team is aware of the legal
implications of actions taken when controlling any procurement On larger projects with multiple providers a key
aspect of contract administration is managing interfaces among the various providers
Due to varying organizational structures many organizations treat contract administration as an administrative
function separate from the project organization While a procurement administrator may be on the project team
this individual typically reports to a supervisor from a different department This is usually true if the performing
organization is also the seller of the project to an external customer
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12项目采购理
项目采购理
123
控制
采购
121
计划
采购
理
122
行
采购
？工作绩效
问询处
？协议
？采购文件
？项目文件
更新
？改变
请求
？工作
性
报告
？工作性数
？批准变更请求
？项目
理
计划
？项目
理
计划更新
？组织程
资产更新
44
监控
控制项目
工作
45
执行
集成
变更控制
45
执行
集成
变更控制
42
开发项目
理
计划
43
直接
理项目
工作
企业
组织
项目
文件
图127控制采购数流图
买家卖家理类似途采购合求
确保双方履行合义务合法权利保护法律
合关系性质必须项目理团队意识法律
采取控制时采购行影响项目供应商关键
合理理接口中种供应商
组织结构许组织合理作种理
职分离项目组织采购理员项目团队
通常部门报告通常真实：果执行
组织该项目外部顾客卖方
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Control Procurements includes application of the appropriate project management processes to the contractual
relationship(s) and integration of the outputs from these processes into the overall management of the project This
integration will often occur at multiple levels when there are multiple sellers and multiple products services or
results involved The project management processes that are applied may include but are not limited to
Direct and Manage Project Work To authorize the seller’s work at the appropriate time
Control Quality To inspect and verify the adequacy of the seller’s product
Perform Integrated Change Control To assure that changes are properly approved and that all those
with a need to know are aware of such changes
Control Risks To ensure that risks are mitigated
Control Procurements also has a financial management component that involves monitoring payments to the
seller This ensures that payment terms defined within the contract are met and that seller compensation is linked
to seller progress as defined in the contract One of the principal concerns when making payments to suppliers is
that there is a close relationship of payments made to the work accomplished
The Control Procurements process reviews and documents how well a seller is performing or has performed
based on the contract and establishes corrective actions when needed This performance review may be used as
a measure of the seller’s competency for performing similar work on future projects Similar evaluations are also
carried out when it is necessary to confirm that a seller is not meeting the seller’s contractual obligations and
when the buyer contemplates corrective actions Control Procurements includes capturing the necessary details
for managing any early terminations of the contracted work (for cause convenience or default) in accordance with
the termination clause of the agreement These details are used in the Close Procurements process to terminate
the agreement
Agreements can be amended at any time prior to contract closure by mutual consent in accordance with the
change control terms of the agreement Such amendments are typically captured in writing
1231 Control Procurements Inputs
12311 Project Management Plan
Described in Section 4231 The project management plan describes how the procurement processes will be
managed from developing procurement documentation through contract closure
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控制采购包括应适项目理流程契约
关系（S）集成输出程项目整体理
整合时常发生层面卖家种产品服务
结果关应项目理程包括限：
？指导理项目工作授权适时间卖方工作
？控制质量验证卖方产品否足够
？执行整体变更控制确保适批准改变
需知道意识样变化
？控制风险确保风险缓解
控制采购财务理组件包括监测费
卖方确保付款条件合中定义卖方赔偿
卖方进步合问题时供应商支付
密切关系付款完成工作
控制采购程回顾文件卖方履行执行
根合建立时需纠正行动作绩效评估
种测量进行未类似工作卖方力类似评价
进行时必确认卖方满足卖方合义务
买方提出纠正措施控制采购包括捕获必细节
理提前终止合工作（便利默认）
协议终止条款细节结束采购程终止
该协议
协议合结束前时间修改双方意
变更协议控制样修正通常捕获写作
采购：输入控制类
12311项目理计划
第4231描述项目理计划描述采购程
合收尾制定采购文件理
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12312 Procurement Documents
Described in Section 12133 Procurement documents contain complete supporting records for administration
of the procurement processes this includes procurement contract awards and the statement of work
12313 Agreements
Described in Section 12232 Agreements are understandings between parties including understanding of
the duties of each party
12314 Approved Change Requests
Approved change requests can include modifications to the terms and conditions of the contract including the
procurement statement of work pricing and descriptions of the products services or results to be provided All
procurementrelated changes are formally documented in writing and approved before being implemented through
the Control Procurements process
12315 Work Performance Reports
Described in Section 4432 Seller performancerelated documentation includes
Technical documentation Sellerdeveloped technical documentation and other deliverable information
are provided in accordance with the terms of the contract
Work performance information The seller’s performance reports indicate which deliverables have
been completed and which have not
12316 Work Performance Data
Described in Section 4332 Work performance data includes (1) the extent to which quality standards are
being satisfied (2) the costs that have been incurred or committed and (3) identification of the seller invoices
that have been paid All data are collected as part of project execution
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12312采购文件
第12133描述采购文件包含完整支持记录理
采购程包括采购合授予工作说明书
12313协议
第12232描述协议方间认识包括认识
方责
12314批准变更请求
批准变更请求包括合条款修改包括
采购工作说明书定价描述产品服务提供结果
采购相关变化正式书面记录获批准实施
控制采购程
12315工作绩效报告
第4432描述卖方性相关文件包括：
？技术文件卖方技术文件交付信息
根合条款规定
？工作绩效信息卖方绩效报告显示交付成果
已完成没
12316工作性数
第4332部分描述工作业绩数包括（1）质量标准程度
满意（2）已发生承诺成（3）卖方发票识
已支付数收集项目执行部分
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1232 Control Procurements Tools and Techniques
12321 Contract Change Control System
A contract change control system defines the process by which the procurement can be modified It includes
the paperwork tracking systems dispute resolution procedures and approval levels necessary for authorizing
changes The contract change control system is integrated with the integrated change control system
12322 Procurement Performance Reviews
A procurement performance review is a structured review of the seller’s progress to deliver project scope
and quality within cost and on schedule as compared to the contract It can include a review of sellerprepared
documentation and buyer inspections as well as quality audits conducted during seller’s execution of the work
The objective of a performance review is to identify performance successes or failures progress with respect to
the procurement statement of work and contract noncompliance which allow the buyer to quantify the seller’s
demonstrated ability or inability to perform work Such reviews may take place as a part of project status reviews
which would include key suppliers
12323 Inspections and Audits
Inspections and audits required by the buyer and supported by the seller as specified in the procurement
contract can be conducted during execution of the project to verify compliance in the seller’s work processes or
deliverables If authorized by contract some inspection and audit teams can include buyer procurement personnel
12324 Performance Reporting
Work performance data and reports supplied by sellers are evaluated against the agreement requirements
Work performance information from this evaluation is then reported as appropriate Performance reporting provides
management with information about how effectively the seller is achieving the contractual objectives
12325 Payment Systems
Payments to the seller are typically processed by the accounts payable system of the buyer after
certification of satisfactory work by an authorized person on the project team All payments should be made
and documented in strict accordance with the terms of the contract
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1232控制采购：工具技术
12321合变更控制系统
合变更控制系统定义程采购修改包括
文书工作踪系统争端解决程序需批准级授权
变化合变更控制系统整体变更控制系统集成
12322采购绩效评价
采购绩效评估结构化审查卖方进步提供项目范围
质量成进度相合包括审查卖方准备
文档买方检查质量审核卖方执行期间进行工作
绩效评估目确定性成功失败进步
SOW合符合买方量化卖方
表现出力法履行工作样评作项目状态评审部分方
包括关键供应商
12323检查审计
检查审核需买方卖方支持采购指定
合工程实施程中验证工作流程卖方遵守
交付成果果授权合检验审核组包括采购员
12324绩效报告
工作绩效数报告提供卖方评价协议求
评价工作绩效信息然报告适绩效报告提供
理信息效卖方实现合目标
12325支付系统
支付卖方通常买方应付帐款系统
授权项目团队认证工作令满意付款应
记录严格合条款
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12326 Claims Administration
Contested changes and potential constructive changes are those requested changes where the buyer and seller
cannot reach an agreement on compensation for the change or cannot agree that a change has occurred These
contested changes are variously called claims disputes or appeals Claims are documented processed monitored
and managed throughout the contract life cycle usually in accordance with the terms of the contract If the parties
themselves do not resolve a claim it may have to be handled in accordance with alternative dispute resolution
(ADR) typically following procedures established in the contract Settlement of all claims and disputes through
negotiation is the preferred method
12327 Records Management System
A records management system is used by the project manager to manage contract and procurement
documentation and records It consists of a specific set of processes related control functions and automation
tools that are consolidated and combined as part of the project management information system (Section 4423)
The system contains a retrievable archive of contract documents and correspondence
1233 Control Procurements Outputs
12331 Work Performance Information
Work performance information provides a basis for identification of current or potential problems to support later
claims or new procurements By reporting on the performance of a vendor the organization increases knowledge
of the performance of the procurement which supports improved forecasting risk management and decision
making Performance reports also assist in the event there is a dispute with the vendor
Work performance information includes reporting compliance of contracts which provides procuring
organizations a mechanism to track specific deliverables expected and received from vendors Contract compliance
reports support improved communications with vendors so that potential issues are addressed promptly to the
satisfaction of all parties
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12326索赔理
争议变化潜建设性改变变更请求买方卖方
法达成改变补偿协议意发生变化
争议变化称索赔争端诉索赔记录处理监测
整合生命周期理通常根合条款果事
解决索赔代性纠纷解决机制规定处理
（ADR）通常合建立程序解决索赔争议
谈判首选方法
12327档案理系统
记录理系统项目理理合采购
文件记录组特定程相关控制功动化
巩固组合作项目理信息系统部分工具（第4423）
该系统包含合文件应检索档案
1233控制采购：输出
12331工作绩效信息
工作绩效信息支持前潜问题鉴定提供
索赔者新采购汇报供应商绩效增加知识组织
采购绩效提高预测风险理决策
制作绩效报告协助事件争议供应商
工作绩效信息包括报告遵守合提供采购
组织机制踪具体成果预期收供应商合执行
报告支持改进通信供应商潜问题时
方满意
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12 PROJECT PROCUREMENT MANAGEMENT
12
12332 Change Requests
Change requests to the project management plan its subsidiary plans and other components such as the
cost baseline schedule baseline and procurement management plan may result from the Control Procurements
process Change requests are processed for review and approval through the Perform Integrated Change Control
process
Requested but unresolved changes can include direction provided by the buyer or actions taken by the seller
which the other party considers a constructive change to the contract Since any of these constructive changes may
be disputed by one party and can lead to a claim against the other party such changes are uniquely identified and
documented by project correspondence
12333 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to
Procurement management plan The procurement management plan is updated to reflect any approved
change requests that affect procurement management including impacts to costs or schedules
Schedule baseline If there are slippages that impact overall project performance the schedule baseline
may need to be updated to reflect the current expectations
Cost baseline If there are changes that impact overall project costs the cost baseline may need to be
updated to reflect the current expectations
12334 Project Documents Updates
Project documents that may be updated include but are not limited to procurement documentation
Procurement documentation may include the procurement contract with all supporting schedules requested
unapproved contract changes and approved change requests Procurement documentation also includes any
sellerdeveloped technical documentation and other work performance information such as deliverables seller
performance reports and warranties financial documents including invoices and payment records and the
results of contractrelated inspections
12335 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
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12项目采购理
12
12332变更请求
变更请求项目理计划子公司计划成分
成基线进度基线采购理计划会导致控制采购
程变更请求进行审查批准通执行整体变更控制
程
请求未解决变化包括买方提供卖方采取行动
方认合建设性改变述建设性变化
方争议导致方求样变化唯确定
记录项目应
12333项目理计划更新
项目理计划更新容包括限：
？采购理计划采购理计划更新反映批准
变更请求影响采购理包括成进度影响
？进度基线果延误影响整项目执行进度基准
需更新反映前期
？成基线果影响项目总体成变化成基准需
更新反映前预期
12334项目文件更新
项目文件更新包括限采购文件
采购文件包括附表采购合求
未批准合变更批准变更请求采购文件包括
卖方技术文件工作绩效信息交付卖方
绩效报告担保财务文件包括发票付款记录
合相关检查结果
12335组织程资产更新
会更新组织程资产素包括限：
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12 PROJECT PROCUREMENT MANAGEMENT
Correspondence Contract terms and conditions often require written documentation of certain aspects of
buyerseller communications such as the need for warnings of unsatisfactory performance and requests
for contract changes or clarification This can include the reported results of buyer audits and inspections
that indicate weaknesses the seller needs to correct In addition to specific contract requirements for
documentation a complete and accurate written record of all written and oral contract communications
as well as actions taken and decisions made are maintained by both parties
Payment schedules and requests All payments should be made in accordance with the procurement
contract terms and conditions
Seller performance evaluation documentation Seller performance evaluation documentation is
prepared by the buyer Such performance evaluations document the seller’s ability to continue to perform
work on the current contract indicate if the seller can be allowed to perform work on future projects
or rate how well the seller is performing the project work These documents may form the basis for
early termination of the seller’s contract or determine how contract penalties fees or incentives are
administered The results of these performance evaluations can also be included in the appropriate
qualified seller lists
124 Close Procurements
Close Procurements is the process of completing each procurement The key benefit of this process is that
it documents agreements and related documentation for future reference The inputs tools and techniques and
outputs of this process are depicted in Figure 128 Figure 129 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Procurement documents
1 Procurement audits
2 Procurement
negotiations
3 Records management
system
1 Closed procurements
2 Organizational process
assets updates
Figure 128 Close Procurements Inputs Tools & Techniques and Outputs
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12项目采购理
？应合条款条件需某方面书面文件
买家卖家沟通表现佳警告求需
合变更澄清包括买方审核检查结果报告
表明卖方需正确弱点特定合求
文件完整准确书面口头沟通合书面记录
采取行动作出决定双方保持
？付款时间表求付款应根采购
合条款条件
？卖方绩效评估文件卖方绩效评估文件
买方准备样业绩评估文件卖方力继续执行
前工作合果卖方允许执行未项目工作
率卖方执行项目工作文档形成基础
提前终止合卖方确定合处罚收费激励
理绩效评价结果包括适
合格卖方清单
124结束采购
结束采购完成采购程程关键优势
文件协议供参考相关文件输入工具技术
程输出描绘图128图129描述程数流图
输入工具技术输出
1项目理计划
2采购文件
1采购审核
2采购
谈判
3记录理
系统
1关闭采购
2组织程
资产更新
图128结束采购：输入输出工具技术
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12 PROJECT PROCUREMENT MANAGEMENT
12
Project Procurement Management
124
Close
Procurements
121
Plan
Procurement
Management
Organizational
process assets
updates
Procurement
d ocuments
Project
management
plan
Closed
procurements
42
Develop Project
Management
Plan
Enterprise
Organization
Figure 129 Close Procurements Data Flow Diagram
The Close Procurements process also involves administrative activities such as finalizing open claims updating
records to reflect final results and archiving such information for future use Close Procurements addresses each
contract applicable to the project or a project phase In multiphase projects the term of a contract may only be
applicable to a given phase of the project In these cases the Close Procurements process closes the procurement(s)
applicable to that phase of the project Unresolved claims may be subject to litigation after closure The contract
terms and conditions can prescribe specific procedures for agreement closure The Close Procurements process
supports the Close Project or Phase process (Section 46) by ensuring contractual agreements are completed or
terminated
Early termination of a contract is a special case of procurement closure that can result from a mutual agreement
by both parties from the default of one party or for convenience of the buyer if provided for in the contract The
rights and responsibilities of the parties in the event of an early termination are contained in the terminations clause
of the contract Based upon those procurement terms and conditions the buyer may have the right to terminate
the whole contract or a portion of the contract at any time for cause or convenience However based upon those
contract terms and conditions the buyer may have to compensate the seller for seller’s preparations and for any
completed and accepted work related to the terminated part of the contract
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12项目采购理
12
项目采购理
124
关闭
采购
121
计划
采购
理
？组织
程资产
更新
？采购
单
？项目
理
计划
？关闭
采购
42
开发项目
理
计划
企业
组织
图129结束采购数流图
密切采购程中涉行政活动完成公开声称更新
记录反映终结果等信息存档供结束采购址
合适项目项目阶段相工程合期限
适定项目阶段情况采购程采购密切关（）
适该项目阶段未决索赔关闭受诉讼合
条款条件开闭特定程序协议关闭采购程
支持结束项目阶段程（第46节）确保合协议完成
终止
合提前终止采购关闭造成相互协议种特殊情况
双方方违约买方便利果合中规定
早期终止事件事权利义务包含终止条款
合根采购条款条件买方权终止
整合合部分时间原方便然根
合条款条件买方补偿卖方卖方准备
竣工验收工作终止合部分相关
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12 PROJECT PROCUREMENT MANAGEMENT
1241 Close Procurements Inputs
12411 Project Management Plan
Described in Section 4231 The project management plan contains the procurement management plan which
provides the details and guidelines for closing out procurements
12412 Procurement Documents
To close the contract all procurement documentation is collected indexed and filed Information on contract
schedule scope quality and cost performance along with all contract change documentation payment records
and inspection results are cataloged This information can be used for lessons learned information and as a basis
for evaluating contractors for future contracts
1242 Close Procurements Tools and Techniques
12421 Procurement Audits
A procurement audit is a structured review of the procurement process originating from the Plan Procurement
Management process through Control Procurements The objective of a procurement audit is to identify successes
and failures that warrant recognition in the preparation or administration of other procurement contracts on the
project or on other projects within the performing organization
12422 Procurement Negotiations
In all procurement relationships the final equitable settlement of all outstanding issues claims and disputes by
negotiation is a primary goal Whenever settlement cannot be achieved through direct negotiation some form of
alternative dispute resolution (ADR) including mediation or arbitration may be explored When all else fails litigation
in the courts is the least desirable option
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12项目采购理
1结束采购：输入
12411项目理计划
第4231描述项目理计划包含采购理计划
提供细节关闭采购指南
12412采购文件
关闭合采购文件收集索引档合信息
范围质量进度成性合变更文档付款记录
检查结果进行分类信息信息基础验教训
评估未合承包商
1242结束采购：工具技术
12421采购审计
采购审计结构化审查采购程计划采购
通控制采购程理采购审计目确定成功
失败采购合制备行政许识
项目项目执行组织
12422采购谈判
采购关系解决悬未决问题索赔纠纷
谈判目标结算通直接谈判实现某种形式
代性纠纷解决机制（ADR）包括调解仲裁探索切失败诉讼
法庭理想选择
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12 PROJECT PROCUREMENT MANAGEMENT
12
12423 Records Management System
Described in Section 12327 A records management system is used by the project manager to manage
contract and procurement documentation and records Contract documents and correspondence are archived
through the records management system as part of the Close Procurements process
1243 Close Procurements Outputs
12431 Closed Procurements
The buyer usually through its authorized procurement administrator provides the seller with formal written
notice that the contract has been completed Requirements for formal procurement closure are usually defined in
the terms and conditions of the contract and are included in the procurement management plan
12432 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include but are not limited to
Procurement file A complete set of indexed contract documentation including the closed contract is
prepared for inclusion with the final project files
Deliverable acceptance Documentation of formal acceptance of sellerprovided deliverables may be
required to be retained by the organization The Close Procurement process ensures this documentation
requirement is satisfied Requirements for formal deliverable acceptance and how to address
nonconforming deliverables are usually defined in the agreement
Lessons learned documentation Lessons learned what has been experienced and process
improvement recommendations should be developed for the project file to improve future procurements
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12项目采购理
12
12423档案理系统
第12327描述记录理系统项目理理
合采购文件记录合文件信件档
通记录理系统作密切采购程部分
1243结束采购：输出
12431条封闭采购
买方通常通授权采购理提供卖方书面形式
注意：合已完成正式采购封闭求通常定义
合条款条件包括采购理计划
12432组织程资产更新
会更新组织程资产素包括限：
？采购文件索引合文件完整套包括封闭合
准备项目包含文件
？交付验收提供成果卖方正式验收文件
须组织保留密切采购程中确保该文件
求满足求正式交付验收解决
合格交付成果通常协议定义
？验教训文档验教训什历程
改进建议应该改善未采购项目文件
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13 PROJECT STAKEHOLDER MANAGEMENT
13
PROJECT STAKEHOLDER MANAGEMENT
Project Stakeholder Management includes the processes required to identify the people groups or
organizations that could impact or be impacted by the project to analyze stakeholder expectations and their
impact on the project and to develop appropriate management strategies for effectively engaging stakeholders
in project decisions and execution Stakeholder management also focuses on continuous communication with
stakeholders to understand their needs and expectations addressing issues as they occur managing conflicting
interests and fostering appropriate stakeholder engagement in project decisions and activities Stakeholder
satisfaction should be managed as a key project objective
Figure 131 provides an overview of the Project Stakeholder Management processes that include the following
131 Identify Stakeholders—The process of identifying the people groups or organizations that
could impact or be impacted by a decision activity or outcome of the project and analyzing and
documenting relevant information regarding their interests involvement interdependencies
influence and potential impact on project success
132 Plan Stakeholder Management—The process of developing appropriate management strategies to
effectively engage stakeholders throughout the project life cycle based on the analysis of their needs
interests and potential impact on project success
133 Manage Stakeholder Engagement—The process of communicating and working with stakeholders
to meet their needsexpectations address issues as they occur and foster appropriate stakeholder
engagement in project activities throughout the project life cycle
134 C ontrol Stakeholder Engagement—The process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for engaging stakeholders
These processes interact with each other and with processes in other Knowledge Areas as described in detail
in Section 3 and Annex A1
Every project will have stakeholders who are impacted by or can impact the project in a positive or negative way
While some stakeholders may have a limited ability to influence the project others may have significant influence
on the project and its expected outcomes The ability of the project manager to correctly identify and manage these
stakeholders in an appropriate manner can mean the difference between success and failure
13
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13项目利益相关者理
13
项目利益相关者理
项目利益相关者理需程确定团体
组织影响受影响项目分析利益相关方期
项目影响制定效利益相关者参适理策略
项目决策执行利益相关者理集中连续通信
利益相关者解需求期解决问题发生时理突
利益项目决策活动适利益相关者参培养利益相关者
满意度应作重点项目目标理
图131提供项目利益相关者理程包括概述：
131确定利益相关者识程组组织
影响决定活动影响项目结果分析
记录相关信息利益参相互存关系
影响项目成功潜影响
132计划利益相关者理制定适理策略程
效利益相关者参整项目生命周期根需求分析
利益项目成功潜影响
133理利益相关者参利益相关者沟通程
满足需求期解决问题出现促进适利益相关者
整项目生命周期项目活动中参
134控制总量监测项目利益相关者利益相关者参程
关系利益相关者参调节策略计划
程间相互作知识领域程详细描述
第3节附录A1
项目会利益相关者影响影响正面负面项目
利益相关者会影响项目力限显着影响
项目预期成果项目理正确识理力
适方式利益相关者意味着成功失败间差
13
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13 PROJECT STAKEHOLDER MANAGEMENT
1 Inputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Stakeholder analysis
2 Expert judgment
3 Meetings
3 Outputs
1 Stakeholder register
1 Inputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process assets
2 Tools & Techniques
1 Expert judgment
2 Meetings
3 Analytical techniques
3 Outputs
1 Stakeholder management
plan
2 Project documents updates
1 Inputs
1 Stakeholder management plan
2 Communications management
plan
3 Change log
4 Organizational process assets
2 Tools & Techniques
1 Communication methods
2 Interpersonal skills
3 Management skills
3 Outputs
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
Project Stakeholder
Management Overview
132 Plan Stakeholder
Management
131 Identify
Stakeholders
1 Inputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
2 Tools & Techniques
1 Information management
systems
2 Expert judgment
3 Meetings
3 Outputs
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents updates
5 Organizational process assets
updates
134 Control Stakeholder
Engagement
133 Manage Stakeholder
Engagement
Figure 131 Project Stakeholder Management Overview
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13项目利益相关者理
1投入
1项目章程
2采购文件
3企业环境
素
4组织程资产
2工具技术
1利益相关者分析
2专家判断
3会议
3输出
1利益相关者注册
1投入
1项目理计划
2利益相关者注册
3企业环境
素
4组织程资产
2工具技术
1专家判断
2会议
3分析技术
3输出
1利益相关者理
计划
2项目文件更新
1投入
1利益相关者理计划
2通讯理
计划
3更改日志
4组织程资产
2工具技术
1种通信方式
2际关系技巧
3理技
3输出
1问题日志
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
项目利益相关者
理概述
132计划利益相关者
理
131确定
利益相关者
1投入
1项目理计划
2问题日志
3工作性数
4项目文件
2工具技术
1信息理
系统
2专家判断
3会议
3输出
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件更新
5组织程资产
更新
134控制利益相关者
订婚
133理者
订婚
图131项目利益相关者理概述
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13 PROJECT STAKEHOLDER MANAGEMENT
13
131 Identify Stakeholders
Identify Stakeholders is the process of identifying the people groups or organizations that could impact or
be impacted by a decision activity or outcome of the project analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success The
key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder
or group of stakeholders The inputs tools and techniques and outputs of this process are depicted in Figure 132
Figure 133 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder analysis
2 Expert judgment
3 Meetings
1 Stakeholder register
Figure 132 Identify Stakeholders Inputs Tools & Techniques and Outputs
Project Stakeholder Management
131
Identify
Stakeholders
132
Plan
Stakeholder
Management
Procurement
d ocuments
Project charter
Stakeholder
register
Stakeholder
register
Organizational
process assets
Enterprise
e nvironmental
factors
101
Plan
Communications
Management
121
Plan
Procurement
Management
121
Plan
Procurement
Management
41
Develop Project
Charter
52
Collect
Requirements
81
Plan Quality
Management
111
Plan Risk
Management
112
Identify
Risks
Enterprise
Organization
Figure 133 Identify Stakeholders Data Flow Diagram
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13项目利益相关者理
13
131确定利益相关者
确定利益相关者识程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
该程处允许项目理确定利益相关者适焦点
组利益相关者输入工具技术程输出描绘图132
图133描述程数流图
输入工具技术输出
1项目章程
2采购文件
3企业环境
素
4组织程
资产
1利益相关者分析
2专家判断
3会议
1利益相关者注册
图132确定利益相关者：输入输出工具技术
项目利益相关者理
131
识
利益相关者
132
计划
利益相关者
理
？采购
单
？项目章程
？利益相关者
寄存器
？利益相关者
寄存器
？组织
程资产
？企业
环境
素
101
计划
通信
理
121
计划
采购
理
121
计划
采购
理
41
开发项目
宪章
52
收集
求
81
规划质量
理
111
计划风险
理
112
识
风险
企业
组织
图133确定利益相关者数流图
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13 PROJECT STAKEHOLDER MANAGEMENT
Project stakeholders are individuals groups or organizations who may affect be affected by or perceive
themselves to be affected by a decision activity or outcome of a project They are comprised of persons and
organizations such as customers sponsors the performing organization and the public who are actively involved
in the project or whose interests may be positively or negatively affected by the execution or completion of the
project They may also exert influence over the project and its deliverables Stakeholders may be at different
levels within the organization and may possess different authority levels or may be external to the performing
organization for the project Section 13121 identifies various types of project stakeholders
It is critical for project success to identify the stakeholders early in the project or phase and to analyze their
levels of interest their individual expectations as well as their importance and influence This initial assessment
should be reviewed and updated regularly Most projects will have a diverse number of stakeholders depending
on their size type and complexity While the project manager’s time is limited and should be used as efficiently
as possible these stakeholders should be classified according to their interest influence and involvement in the
project taking into consideration the fact that the affect or influence of a stakeholder may not occur or become
evident until later stages in the project or phase This enables the project manager to focus on the relationships
necessary to ensure the success of the project
1311 Identify Stakeholders Inputs
13111 Project Charter
Described in Section 4131 The project charter can provide information about internal and external parties
related with the project and affected by the result or the execution of the project such as project sponsor(s)
customers team members groups and departments participating in the project and other people or organizations
affected by the project
13112 Procurement Documents
Described in Section 12133 If a project is the result of a procurement activity or is based on an established
contract the parties in that contract are key project stakeholders Other relevant parties such as suppliers should
also be considered as part of the project stakeholder list
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13项目利益相关者理
项目利害关系者团体组织会影响受感觉
决策活动影响项目结果
组织客户赞助商执行组织公众谁积极参
项目中利益产生积极消极影响执行完成
项目项目交付成果影响利益相关者
水组织具权限级执行外部
该项目组织第13121识种类型项目利益相关者
项目成功识干系项目早期阶段分析关键
水兴趣期重性影响初步评估
应定期检讨更新数项目利益相关者种
类型复杂性项目理时间限应作效
利益相关者应根兴趣分类影响参
项目考虑事实利益相关者影响影响会发生成
明显项目阶段期阶段项目理关注关系
确保项目成功
1311确认利益相关者：输入
13111项目章程
4131节叙述项目章程提供关部外部信息
项目相关结果项目实施影响项目发起（）
客户团队成员组织部门参项目组织
受项目影响
13112采购文件
第12133描述果项目采购活动结果基定
合合关键项目利益相关者方关方供应商应
认项目利益相关者名单
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13113 Enterprise Environmental Factors
Described in Section 215 The enterprise environmental factors that can influence the Identify Stakeholders
process include but are not limited to
Organizational culture and structure
Governmental or industry standards (eg regulations product standards) and
Global regional or local trends and practices or habits
13114 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Identify Stakeholders
process include but are not limited to
Stakeholder register templates
Lessons learned from previous projects or phases and
Stakeholder registers from previous projects
1312 Identify Stakeholders Tools and Techniques
13121 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout the project It identifies the
interests expectations and influence of the stakeholders and relates them to the purpose of the project It also
helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged
to build coalitions and potential partnerships to enhance the project’s chance of success along with stakeholder
relationships that need to be influenced differently at different stages of the project or phase
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13项目利益相关者理
13
13113企业环境素
第215描述会影响利益相关者企业环境素识
程包括限：
？组织文化组织结构
？政府行业标准（例法规产品标准）
？全球区域方趋势实践惯
13114组织程资产
第214描述组织程资产够影响确定利益相关者
程包括限：
？利益相关者登记模板
？前项目阶段验教训
？前项目利益相关者寄存器
1312确定利益相关者：工具技术
13121利益相关者分析
利益相关者分析系统收集分析定量定性技术
信息决定谁利益应该考虑整项目确定
利益利益相关者期影响项目目
助确定利益相关者关系（项目利益相关者）利
建立联盟潜伙伴关系提高项目成功机会着利益相关者
需影响项目阶段阶段关系
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13 PROJECT STAKEHOLDER MANAGEMENT
Stakeholder analysis generally follows the steps described below
Identify all potential project stakeholders and relevant information such as their roles departments
interests knowledge expectations and influence levels Key stakeholders are usually easy to identify
They include anyone in a decisionmaking or management role who is impacted by the project outcome
such as the sponsor the project manager and the primary customer Identifying other stakeholders is
usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders
are included
Analyze the potential impact or support each stakeholder could generate and classify them so as to define
an approach strategy In large stakeholder communities it is important to prioritize the stakeholders to
ensure the efficient use of effort to communicate and manage their expectations
Assess how key stakeholders are likely to react or respond in various situations in order to plan how to
influence them to enhance their support and mitigate potential negative impacts
There are multiple classification models used for stakeholders analysis such as
Powerinterest grid grouping the stakeholders based on their level of authority (power) and their level
or concern (interest) regarding the project outcomes
Powerinfluence grid grouping the stakeholders based on their level of authority (power) and their
active involvement (influence) in the project
Influenceimpact grid grouping the stakeholders based on their active involvement (influence) in the
project and their ability to effect changes to the project’s planning or execution (impact) and
Salience model describing classes of stakeholders based on their power (ability to impose their will)
urgency (need for immediate attention) and legitimacy (their involvement is appropriate)
Figure 134 presents an example of a powerinterest grid with AH representing the placement of generic
stakeholders
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13项目利益相关者理
利益相关者分析般遵循步骤：
？识潜项目利益相关者相关信息角色部门
利益知识期影响程度关键利益相关者通常容易识
包括决策理角色项目结果影响
赞助商项目理客户识利益相关者
通访谈确定利益相关者扩潜利益相关者名单通常
包括
？分析潜影响支持利益相关者够产生分类定义
种战略利益相关者社区优先考虑重利益相关者
确保努力沟通理期效利
？评估关键利益相关者反应种情况反应计划
影响提高支持减轻潜负面影响
分析利益相关者分类模型：
？权力兴趣分组网格根水权威利益相关者（力量）水
关心（兴趣）项目结果
？电力影响网格分组根水权威利益相关者（力量）
积极参（影响）项目
？影响网格分组根积极参利益相关者（影响）
项目项目规划执行效果变化力（击）
？特征模型描述基权力利益相关者阶层（施加意志力）
紧急（立关注需）合法性（参适）
图134提出AH代表放置权力兴趣通网格实例
利益相关者
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Keep
Satisfied
Manage
Closely
B
H
F A
G C
E
D
Monitor Keep
Informed
High
Power
Low
Low Interest High
Figure 134 Example PowerInterest Grid with Stakeholders
13122 Expert Judgment
To ensure comprehensive identification and listing of stakeholders judgment and expertise should be sought
from groups or individuals with specialized training or subject matter expertise such as
Senior management
Other units within the organization
Identified key stakeholders
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts (SMEs) in the business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organizations (NGOs)
Expert judgment can be obtained through individual consultations (oneonone meetings interviews etc) or
through a panel format (focus groups surveys etc)
13123 Meetings
Profile analysis meetings are project meetings designed to develop an understanding of major project
stakeholders and they can be used to exchange and analyze information about roles interests knowledge and the
overall position of each stakeholder facing the project
1313 Identify Stakeholders Outputs
13131 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register This contains all details related
to the identified stakeholders including but not limited to
Identification information Name organizational position location role in the project contact
information
Assessment information Major requirements main expectations potential influence in the project
phase in the life cycle with the most interest and
Stakeholder classification Internalexternal supporterneutralresistor etc
The stakeholder register should be consulted and updated on a regular basis as stakeholders may change—or
new ones identified—throughout the life cycle of the project
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13项目利益相关者理
13
保持
满意
理
密切
？B
？H
？F？
？G？C
？E
？D
监控保持
通知
高
功率
低
低利率高
图134权力兴趣网格利益相关者例子
13122专家判断
确保利益相关者综合识市判断专业知识应该
团体专业培训关专业知识：
？高级理
？组织单位
？确定关键利益相关者
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13项目利益相关者理
？项目理谁区项目（直接通教训）
？题专家（SME）企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织（NGO）
专家判断通协商获（会议采访等）
通面板格式（焦点组调查等）
13123会议
剖面分析会议项目会议旨发展重项目理解
利益相关者交换分析信息角色利益知识
利益相关者面项目整体定位
1313确定利益相关者：输出
13131利益相关者登记
利益相关者识程输出利益相关者登记包含相关细节
确定利益相关者包括限：
？识信息组织名称位置位置项目中角色接触
信息
？评估信息求期项目潜影响
兴趣生命周期阶段
？利益相关者分类部外部支持者中性电阻等
利益相关者登记应定期更新利益相关者会改变
新发现整项目生命周期
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13 PROJECT STAKEHOLDER MANAGEMENT
13
132 Plan Stakeholder Management
Plan Stakeholder Management is the process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success The key benefit of this process is that it provides a clear actionable plan to interact with
project stakeholders to support the project’s interests The inputs tools and techniques and outputs of this process
are depicted in Figure 135 Figure 136 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Expert judgment
2 Meetings
3 Analytical techniques
1 Stakeholder management
plan
2 Project documents
updates
Figure 135 Plan Stakeholder Management Inputs Tools & Techniques and Outputs
Project Stakeholder Management
131
Identify
Stakeholders
Stakeholder
management
plan
Project
d ocuments
updates
Stakeholder
Organizational register
process assets
Enterprise
e nvironmental
factors
Project
management
plan
52
Collect
Requirements
42
Develop Project
Management
Plan
Enterprise
Organization
Project
Documents
132
Plan
Stakeholder
Management
133
Manage
Stakeholder
Engagement
Figure 136 Plan Stakeholder Management Data Flow Diagram
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13项目利益相关者理
13
132计划利益相关者理
计划利益相关者理制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响程关键优势提供明确操作计划
项目利益相关者支持项目利益输入工具技术程输出
图135描绘图136描述程数流图
输入工具技术输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1专家判断
2会议
3分析技术
1利益相关者理
计划
2项目文件
更新
图135计划利益相关者理：输入输出工具技术
项目利益相关者理
131
识
利益相关者
？利益相关者
理
计划
？项目
单
更新
？利益相关者
？组织登记
程资产
？企业
环境
素
？项目
理
计划
52
收集
求
42
开发项目
理
计划
企业
组织
项目
文件
132
计划
利益相关者
理
133
理
利益相关者
订婚
图136计划利益相关者理数流图
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13 PROJECT STAKEHOLDER MANAGEMENT
Plan Stakeholder Management identifies how the project will affect stakeholders which then allows the
project manager to develop various ways to effectively engage stakeholders in the project to manage their
expectations and to ultimately achieving the project objectives Stakeholder management is more than improving
communications and requires more than managing a team Stakeholder management is about creation and
maintenance of relationships between the project team and stakeholders with the aim to satisfy their respective
needs and requirements within project boundaries
This process generates the stakeholder management plan which contains detailed plans on how effective
stakeholder management can be realized As the project progresses the membership of the stakeholder community
and required level of engagement may change therefore stakeholder management planning is an iterative process
that is reviewed on a regular basis by the project manager
1321 Plan Stakeholder Management Inputs
13211 Project Management Plan
Described in Section 4231 The information used for the development of the stakeholder management plan
includes but is not limited to
Life cycle selected for the project and the processes that will be applied to each phase
Description of how work will be executed to accomplish the project objectives
Description of how human resources requirements will be met and how roles and responsibilities
reporting relationships and staffing management will be addressed and structured for the project
Change management plan that documents how changes will be monitored and controlled and
Need and techniques for communication among stakeholders
13212 Stakeholder Register
Described in Section 13131 The stakeholder register provides the information needed to plan appropriate
ways to engage project stakeholders
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13项目利益相关者理
利益相关者理计划确定该项目影响利益相关者利益
项目理制定方式效参项目利益相关者理
预期终实现项目目标利益相关者理仅仅提高
交流需更理团队利益相关者理创造
该项目团队利益相关者间关系维护满足
项目边界需求
程产生利益相关者理计划中包含详细计划效
利益相关者理实现着项目进展利益相关者社区会员
需参水会改变利益相关者理规划迭代程
定期评审项目理
1321计划利益相关者理：输入
13211项目理计划
第4231描述利益相关者理计划发展信息
包括限：
？生命周期项目选择程应阶段
？描述执行工作实现项目目标
？描述力资源求会遇样角色责
报告关系事理解决结构化项目
？变更理计划文件变化监测控制
？利益相关者间沟通技术
13212利益相关者登记
第13131描述利益相关者提供适计划需信息
参项目利益相关者方法
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13213 Enterprise Environmental Factors
Described in Section 215 All enterprise environmental factors are used as inputs to this process because
the management of stakeholders should be adapted to the project environment Of these organizational culture
structure and political climate are of particular importance because they help in determining the best options to
support a better adaptive process for managing stakeholders
13214 Organizational Process Assets
Described in Section 214 All organizational process assets are used as inputs for the Plan Stakeholder
Management process Of these lessons learned database and historical information are of particular importance
because they provide insights on previous stakeholder management plans and their effectiveness These can be
used to plan the stakeholder management activities for the current project
1322 Plan Stakeholder Management Tools and Techniques
13221 Expert Judgment
Based on the project objectives the project manager should apply expert judgment to decide upon the level of
engagement required at each stage of the project from each stakeholder For example at the beginning of a project
it may be necessary for senior stakeholders to be highly engaged in order to clear away any obstacles to success
Once these have been successfully removed it may be sufficient for senior stakeholders to change their level of
engagement from leading to supportive and other stakeholders such as end users may become more important
In order to create the stakeholder management plan judgment and expertise should be sought from groups
or individuals with specialized training or subject matter expertise or insight into the relationships within the
organization such as
Senior management
Project team members
Other units or individuals within the organization
Identified key stakeholders
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13项目利益相关者理
13
13213企业环境素
第215描述企业环境素作程输入
利益相关者理适应工程环境中组织文化
结构政治气候特重助确定佳选择
利益相关者理更适应程支持
13214组织程资产
第214描述组织程资产作利益相关者输入计划
理程中验教训数库历史信息特重
提供前利益相关者理计划效性见解
利益相关者理前活动项目计划
1322计划利益相关者理：工具技术
13221专家判断
根项目目标项目理应该采专家判断决定水
订婚需项目阶段利益相关者例项目开始
高级利益相关者高度事清障碍成功必
旦已成功删足够高级利益相关者改变水
领导支持参利益相关者利益终端户会变更加重
创造利益相关者理计划判断专业知识应寻求组
专业培训题专业知识洞察力关系
组织：
？高级理
？项目团队成员
？单位者组织
？确定关键利益相关者
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts in business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organization (NGOs)
Expert judgment can be obtained through individual consultations (oneonone meetings interviews etc) or
through a panel format (focus groups surveys etc)
13222 Meetings
Meetings should be held with experts and the project team to define the required engagement levels of all
stakeholders This information can be used to prepare the stakeholder management plan
13223 Analytical Techniques
The current engagement level of all stakeholders needs to be compared to the planned engagement levels
required for successful project completion Stakeholder engagement throughout the life cycle of the project is
critical to project success
The engagement level of the stakeholders can be classified as follows
Unaware Unaware of project and potential impacts
Resistant Aware of project and potential impacts and resistant to change
Neutral Aware of project yet neither supportive nor resistant
Supportive Aware of project and potential impacts and supportive to change
Leading Aware of project and potential impacts and actively engaged in ensuring the project is
a success
The current engagement can be documented using Stakeholders Engagement Assessment Matrix as shown in
Figure 137 where C indicates the current engagement and D indicates the desired engagement The project team
needs to identify the desired engagement level for the current phase of the project based on available information
The example in Figure 137 shows that stakeholder 3 is at the desired engagement level while stakeholders
1 and 2 require further communications and additional actions to move them to the desired level of engagement
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13项目利益相关者理
？项目理谁区项目（直接通教训）
？题专家企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织（NGO）
专家判断通协商获（会议采访等）
通面板格式（焦点组调查等）
13222会议
会议应年召开专家项目团队定义需接触水
利益相关者信息制备利益相关者理计划
13223分析技术
利益相关者目前水计划参水
成功完成项目需利益相关者参整项目生命周期
项目成功关键
利益相关者参水分类：
？知道知道项目潜影响
？耐解项目潜影响抗拒改变
？中立解项目支持耐
？支持解项目潜影响支持改变
？领先解项目潜影响积极致力确保项目
成功
目前参记录利益相关者参评价矩阵图示
图137中C表示前订婚D指示需订婚项目团队
确定项目前阶段需参水根现资料
图137实例表明利益相关者3需参水利益相关者
12需进步沟通额外操作移动参需水
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1
Stakeholder 2
Stakeholder 3
C
C
D
D
D C
Figure 137 Stakeholders Engagement Assessment Matrix
Through this analytical process gaps between the current and desired engagement levels can be identified
Actions and communications required to close these gaps can be identified by the project team using expert
judgment
1323 Plan Stakeholder Management Outputs
13231 Stakeholder Management Plan
The stakeholder management plan is a component of the project management plan (Section 4231) and
identifies the management strategies required to effectively engage stakeholders The stakeholder management
plan can be formal or informal highly detailed or broadly framed based on the needs of the project
In addition to the data gathered in the stakeholder register the stakeholder management plan often provides
Desired and current engagement levels of key stakeholders
Scope and impact of change to stakeholders
Identified interrelationships and potential overlap between stakeholders
Stakeholder communication requirements for the current project phase
Information to be distributed to stakeholders including language format content and level of detail
Reason for the distribution of that information and the expected impact to stakeholder engagement
Time frame and frequency for the distribution of required information to stakeholders and
Method for updating and refining the stakeholder management plan as the project progresses and
develops
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13项目利益相关者理
13
利益相关者解抗中性支持领先
利益相关者1
利益相关者2
利益相关者3
C
C
D
D
D C
图137利益相关者参评价矩阵
通文分析程中电流需参水识间差距
行动需关闭差距通讯采专家确定项目团队
判断
1323计划利益相关者理：输出
13231利益相关者理计划
利益相关者理计划项目理计划部分（第4231）
确定需效参利益相关者理策略利益相关者理
计划正式非正式非常详细广泛框架基项目需
外聚集利益相关者注册数利益相关者理计划提供：
？需前关键利益相关者参水
？改变范围影响利益相关者
？利益相关者间相互关系确定潜重叠
？前项目阶段利益相关者沟通需求
？信息分布式利益相关者包括语言格式容详细程度
？信息分布利益相关者参预期影响原
？利益相关者需信息分布时间频率
？更新完善利益相关者理计划项目进展方法
发展
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13 PROJECT STAKEHOLDER MANAGEMENT
Project managers should be aware of the sensitive nature of the stakeholder management plan and take
appropriate precautions For example information on stakeholders who are resistant to the project can be potentially
damaging and due consideration should be given regarding the distribution of such information When updating
the stakeholder management plan the validity of underlying assumptions should be reviewed to ensure continued
accuracy and relevancy
13232 Project Documents Updates
Project documents that may be updated include but are not limited to
Project schedule and
Stakeholder register
133 Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet
their needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle The key benefit of this process is that it allows the project manager
to increase support and minimize resistance from stakeholders significantly increasing the chances to achieve
project success The inputs tools and techniques and outputs of this process are depicted in Figure 138 Figure
139 depicts the data flow diagram of the process
Inputs Tools & Techniques Outputs
1 Stakeholder management
plan
2 Communications
management plan
3 Change log
4 Organizational process
assets
1 Communication methods
2 Interpersonal skills
3 Management skills
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 138 Manage Stakeholder Engagement Inputs Tools & Techniques and Outputs
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13项目利益相关者理
项目理应该意识利益相关者理计划敏感性质采取
适预防措施例利益相关者抗药性项目信息潜
破坏性应考虑信息分布更新
利益相关者理计划基假设效性应确保
准确性相关性
13232项目文件更新
项目文件更新包括限：
？项目进度
？利益相关者登记
133理利益相关者参
理利益相关者参沟通工作利益相关者适应程
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动程关键处允许项目理
增加减少阻力利益相关者显着增加机会实现
项目成功输入工具技术程输出图138描绘图
1319描述程数流图
输入工具技术输出
1利益相关者理
计划
2通信
理计划
3更改日志
4组织程
资产
1种通信方式
2际关系技巧
3理技
1问题日志
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图138理利益相关者参：输入输出工具技术
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13 PROJECT STAKEHOLDER MANAGEMENT
13
Project Stakeholder Management
132
Plan
Stakeholder
Management
Issue log
Change requests
Project
d ocuments
updates
Project
management
plan updates
Stakeholder
management
plan
Change log
Communications
management
plan
Organizational process
assets updates
Organizational
process
assets
45
Perform
Integrated
Change Control
101
Plan
Communications
Management
45
Perform
Integrated
Change Control
42
Develop Project
Management
Plan
94
Manage
Project
Team
Enterprise
Organization
Project
Documents
133
Manage
Stakeholder
Engagement
103
Control
Communications
134
Control
Stakeholder
Engagement
Figure 139 Manage Stakeholder Engagement Data Flow Diagram
Manage Stakeholder Engagement involves activities such as
Engaging stakeholders at appropriate project stages to obtain or confirm their continued commitment to
the success of the project
Managing stakeholder expectations through negotiation and communication ensuring project goals are
achieved
Addressing potential concerns that have not yet become issues and anticipating future problems that
may be raised by stakeholders Such concerns need to be identified and discussed as soon as possible
to assess associated project risks and
Clarifying and resolving issues that have been identified
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13项目利益相关者理
13
项目利益相关者理
132
计划
利益相关者
理
？问题日志
？变更请求
？项目
单
更新
？项目
理
计划更新
？利益相关者
理
计划
？更改日志
？通信
理
计划
？组织程
资产更新
？组织
程
资产
45
执行
集成
变更控制
101
计划
通信
理
45
执行
集成
变更控制
42
开发项目
理
计划
94
理
项目
团队
企业
组织
项目
文件
133
理
利益相关者
订婚
103
控制
通信
134
控制
利益相关者
订婚
图13 9利益相关者参理数流图
利益相关者参涉理等活动：
？利益相关者参适项目阶段获确认继续致力
项目成功
？通协商沟通理利益相关方期保证项目目标
实现
？解决潜问题尚未成问题预测未问题
利益相关者样问题需加确定讨快
评估项目风险相关
？澄清解决已发现问题
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13 PROJECT STAKEHOLDER MANAGEMENT
Managing stakeholder engagement helps to increase the probability of project success by ensuring that
stakeholders clearly understand the project goals objectives benefits and risks This enables them to be active
supporters of the project and to help guide activities and project decisions By anticipating people’s reactions to the
project proactive actions can be taken to win support or minimize negative impacts
The ability of stakeholders to influence the project is typically highest during the initial stages and
gets progressively lower as the project progresses The project manager is responsible for engaging and
managing the various stakeholders in a project and may call upon the project sponsor to assist as needed
Active management of stakeholder involvement decreases the risk of the project failing to meet its goals and
objectives
1331 Manage Stakeholder Engagement Inputs
13311 Stakeholder Management Plan
Described in Section 13231 The stakeholder management plan provides guidance on how the various
stakeholders can be best involved in the project The stakeholder management plan describes the methods and
technologies used for stakeholder communication
This plan is used to determine the level of interactions of various stakeholders and—together with other
documents—helps define a strategy for identifying and managing stakeholders throughout the project life cycle
13312 Communications Management Plan
Described in Section 10131 The communications management plan provides guidance and information on
managing stakeholder expectations The information used includes but is not limited to
Stakeholder communications requirements
Information to be communicated including language format content and level of detail
Reason for distribution of information
Person or groups who will receive information and
Escalation process
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13项目利益相关者理
理利益相关者参助确保提高项目成功概率
利益相关者清楚解项目目标目标风险处够积极
该项目支持者帮助指导活动项目决策通预测反应
项目积极行动赢支持量减少负面影响
利益相关者项目力通常高初始阶段
逐渐降低着项目进展项目理负责生产
理种利益相关者项目召唤项目发起协助需
利益相关者参动理降低项目风险未实现目标
目标
选择理利益相关者参：输入
13311利益相关者理计划
第13231描述利益相关者理计划提供指导
利益相关者参项目利益相关者理计划描述方法
相关通信技术
计划确定利益相关者间相互作水起
文件助确定识理者项目整生命周期策略
13312沟通理计划
第10131描述沟通理计划提供指导信息
理利益相关方期信息包括限：
？利益相关者通信求
？信息沟通包括语言格式容详细程度
？信息分发原
？团体谁收信息
？升级程
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13313 Change Log
Described in Section 4532 A change log is used to document changes that occur during a project These
changes—and their impact on the project in terms of time cost and risk—are communicated to the appropriate
stakeholders
13314 Organizational Process Assets
Described in Section 214 The organizational process assets that can influence the Manage Stakeholder
Engagement process include but are not limited to
Organizational communication requirements
Issue management procedures
Change control procedures and
Historical information about previous projects
1332 Manage Stakeholder Engagement Tools and Techniques
13321 Communication Methods
Described in Section 10124 The methods of communication identified for each stakeholder in the
communications management plan are utilized during stakeholder engagement management Based on the
stakeholders’ communication requirements the project manager decides how when and which of these
communication methods are to be used in the project
13322 Interpersonal Skills
The project manager applies interpersonal skills to manage stakeholders’ expectations For example
Building trust
Resolving conflict
Active listening and
Overcoming resistance to change
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13项目利益相关者理
13
13313更改日志
第4532描述改变日志记录项目中发生变化
时间方面工程造价影响程度变化风险传递适
利益相关者
13314组织程资产
第214描述组织程资产会影响理者
参程包括限：
？组织沟通求
？问题理程序
？变更控制程序
？前项目历史信息
1332理利益相关者参：工具技术
13321通信方法
第10124描述沟通确定利益相关者方法
沟通理计划利益相关者参理程中应基
利益相关者通信求项目理决定
沟通方法项目
13322际技
项目理际关系理利益相关方期说呢
？建立信
？突解决
？积极倾听
？变革阻力克服
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13 PROJECT STAKEHOLDER MANAGEMENT
13323 Management Skills
The project manager applies management skills to coordinate and harmonize the group toward accomplishing
the project objectives For example
Facilitate consensus toward project objectives
Influence people to support the project
Negotiate agreements to satisfy the project needs and
Modify organizational behavior to accept the project outcomes
1333 Manage Stakeholder Engagement Outputs
13331 Issue Log
Managing stakeholder engagement may result in the development of an issue log This log is updated as new
issues are identified and current issues are resolved
13332 Change Requests
Managing stakeholder engagement may result in a change request to the product or the project It may also
include corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders as
appropriate
13333 Project Management Plan Updates
Elements of the project management plan that may be updated include but are not limited to the stakeholder
management plan This plan is updated when new or changed stakeholders requirements are identified For
example some communications may no longer be necessary an ineffective communication method may be
replaced by another method or a new communication requirement may be identified It is also updated as a result
of addressing concerns and resolving issues For example it may be determined that a stakeholder has additional
informational needs
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13项目利益相关者理
13323理技
项目理理技协调组完成
项目目标说呢
？促进项目目标识
？影响支持项目
？通协议满足项目建设需
？修改组织行接受项目成果
1333理利益相关者参：输出
13331问题日志
理利益相关者参会导致问题日志发展更新新日志
问题确定前问题解决
13332变更请求
理利益相关者参会导致变化求产品项目
包括纠正预防措施项目身受影响利益相关者间相互作
适
13333项目理计划更新
项目理计划更新容包括限利益相关者
理计划计划更新时新变更利益相关者求确定
例通讯必效沟通方法
方法代新通信需求识正更新
解决问题解决问题例确定利益相关者更
信息需求
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13334 Project Documents Updates
Project documents that may be updated include but are not limited to the stakeholder register This is updated
as information on stakeholders change when new stakeholders are identified or if registered stakeholders are no
longer involved in or impacted by the project or other updates for specific stakeholders are required
13335 Organizational Process Assets Updates
The organizational process assets that may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 412)
Project presentations Information formally or informally provided by the project team to any or all
project stakeholders
Project records Project records include correspondence memos meeting minutes and other
documents describing the project
Feedback from stakeholders Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the root cause analysis of issues faced
reasoning behind the corrective action chosen and other types of lessons learned about stakeholder
management Lessons learned are documented and distributed and become part of the historical
database for both the project and the performing organization
134 Control Stakeholder Engagement
Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders The key benefit of this process is that it will maintain
or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its
environment changes The inputs tools and techniques and outputs of this process are depicted in Figure 1310
Figure 1311 depicts the data flow diagram of the process
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13项目利益相关者理
13
13334项目文件更新
项目文件更新包括限利益相关者登记新
利益相关者变化信息新利益相关者确定者果没注册利益相关者
参受影响项目特定利益相关者需更新
13335组织程资产更新
更新组织程资产包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第412）
？项目介绍正式非正式聚会提供项目团队信息
项目利益相关者
？项目记录项目记录包括信函备忘录会议记录
描述项目文件
？利益相关者反馈利益相关者项目操作获信息
分布修改改善项目未表现
？验教训文档文档包括根原分析面问题
选择纠正行动背推理类型验教训利益相关者
理验教训档分发成历史部分
项目执行组织数库
134控制利益相关者参
控制利益相关者参监测整项目利益相关者关系程
调整利益相关者参策略计划程关键处保持
提高效率效性利益相关者参活动项目发展
环境变化输入工具技术程输出描绘图1310
图1311描述程数流图
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Inputs Tools & Techniques Outputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
1 Information management
systems
2 Expert judgment
3 Meetings
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure 1310 Control Stakeholder Engagement Inputs Tools & Techniques and Outputs
Project Stakeholder Management
133
Manage
Stakeholder
Engagement
Change
requests
Work performance
information
Organizational
process assets
updates
Issue log
Project management
plan updates
Project management
plan
Work
p erformance
data
Project
d ocuments
Project documents updates
42
Develop Project
Management
Plan
43
Direct and
Manage Project
Work
44
Monitor and
Control Project
Work
45
Perform
Integrated
Change Control
Enterprise
Organization
Project
Documents
134
Control
Stakeholder
Engagement
Figure 1311 Control Stakeholder Engagement Data Flow Diagram
Stakeholder engagement activities are included in the stakeholder management plan and are executed during
the life cycle of the project Stakeholder engagement should be continuously controlled
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13项目利益相关者理
输入工具技术输出
1项目理计划
2问题日志
3工作性数
4项目文件
1信息理
系统
2专家判断
3会议
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
表1310控制利益相关者参：输入输出工具技术
项目利益相关者理
133
理
利益相关者
订婚
？改变
请求
？工作绩效
问询处
？组织
程资产
更新
？问题日志
？项目理
计划更新
？项目理
计划
？工作
性
数
？项目
单
？项目文件更新
42
开发项目
理
计划
43
直接
理项目
工作
44
监控
控制项目
工作
45
执行
集成
变更控制
企业
组织
项目
文件
134
控制
利益相关者
订婚
图1311利益相关者参：控制数流图
利益相关者参活动包括利益相关者理计划执行程
该项目生命周期利益相关者参应连续控制
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13 PROJECT STAKEHOLDER MANAGEMENT
13
1341 Control Stakeholder Engagement Inputs
13411 Project Management Plan
Described in Section 4231 The project management plan is used to develop the stakeholder management
plan as described in Section 13131 The information used to Control Stakeholder Engagement includes but is
not limited to
The life cycle selected for the project and the processes that will be applied to each phase
How work will be executed to accomplish the project objectives
How human resources requirements will be met how roles and responsibilities reporting relationships
and staffing management will be addressed and structured for the project
A change management plan that documents how changes will be monitored and controlled and
Needs and techniques for communication among stakeholders
13412 Issue Log
Described in Section 13331 The issue log is updated as new issues are identified and current issues are
resolved
13413 Work Performance Data
Described in Section 4332 The work performance data are the primary observations and measurements
identified during activities being performed to carry out the project work Various measurements on project
activities and deliverables are collected during various controlling processes Data are often viewed as the
lowest level of abstraction from which information is derived by other processes
Examples of work performance data include reported percentage of work completed technical performance
measures start and finish dates of schedule activities number of change requests number of defects actual costs
actual durations etc
13414 Project Documents
Multiple project documents originating from initiation planning execution or control processes may be used as
supporting inputs for controlling stakeholder engagement These include but are not limited to
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13项目利益相关者理
13
1341利益相关者参：输入控制
13411项目理计划
第4231描述项目理计划开发利益相关者理
计划第13131描述控制信息包括利益相关者参
限：
？项目选择程应阶段生命周期
？工作执行实现项目目标
？力资源求满足样角色责报告关系
事理解决结构化项目
？变更理计划文件变化监测控制
？利益相关者间沟通需求技术
13412问题日志
第13331描述问题日志更新新问题确定现问题
解决
13413工作性数
第4332部分描述工作性数观察测量
进行活动项目开展工作鉴定项目测量
活动交付程中种控制程中收集数视
低级抽象信息进程推导
工作性数例子包括报告工作完成百分技术性
措施开始结束日期计划活动变更请求数缺陷数实际成
实际期限
13414项目文件
项目文件启动计划执行控制程作
支持利益相关者参输入控制措施包括限：
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13 PROJECT STAKEHOLDER MANAGEMENT
Project schedule
Stakeholder register
Issue log
Change log and
Project communications
1342 Control Stakeholder Engagement Tools and Techniques
13421 Information Management Systems
An information management system provides a standard tool for the project manager to capture store
and distribute information to stakeholders about the project cost schedule progress and performance It also
allows the project manager to consolidate reports from several systems and facilitate report distribution to
the project stakeholders Examples of distribution formats may include table reporting spreadsheet analysis
and presentations Graphical capabilities can be used to create visual representations of project performance
information
13422 Expert Judgment
To ensure comprehensive identification and listing of new stakeholders reassessment of current stakeholders
can be performed Input should be sought from groups or individuals with specialized training or subject matter
expertise such as
Senior management
Other units or individuals within the organization
Identified key stakeholders
Project managers who have worked on projects in the same area (directly or through lessons learned)
Subject matter experts in the business or project area
Industry groups and consultants and
Professional and technical associations regulatory bodies and nongovernmental organizations
Expert judgment can be obtained through individual consultations (such as oneonone meetings or interviews)
or through a panel format (such as focus groups or surveys)
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13项目利益相关者理
？项目进度
？利益相关者登记
？问题日志
？更改日志
？项目沟通
1342控制利益相关者参：工具技术
13421信息理系统
信息理系统项目理提供标准工具捕捉存储
分类信息项目成进度绩效利益相关者
允许项目理汇总报告报告系统方便分布
项目利益相关者分布格式例子包括报表数分析
介绍图形功创建项目绩效视觉表现
信息
13422专家判断
确保新利益相关者综合识市目前利益相关者重新评估
执行输入应寻求组专业培训题
专业知识：
？高级理
？单位者组织
？确定关键利益相关者
？项目理谁区项目（直接通教训）
？题专家企业项目区
？行业组织顾问
？专业技术协会监机构非政府组织
专家判断通协商获体（会议面谈）
通面板格式（焦点组调查）
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13423 Meetings
Status review meetings are used to exchange and analyze information about stakeholder engagement
1343 Control Stakeholder Engagement Outputs
13431 Work Performance Information
The work performance information is the performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Thus work performance data have been
transformed into work performance information Data per se are not used in the decisionmaking process because
the meaning may be misinterpreted Information however is correlated and contextualized and provides a sound
foundation for project decisions
Work performance information is circulated through communication processes Examples of performance
information are status of deliverables implementation status for change requests and forecasted estimates to
complete
13432 Change Requests
Analysis of project performance and interactions with stakeholders often generates change requests These
change requests are processed through the Perform Integrated Change Control process (Section 45) as follows
Recommended corrective actions include changes that bring the expected future performance of the
project in line with the project management plan and
Recommended preventive actions can reduce the probability of incurring future negative project
performance
13433 Project Management Plan Updates
As stakeholders engage with the project the overall effectiveness of the stakeholder management strategy
can be evaluated As needed changes in approach or strategy are identified affected sections of the project
management plan may need to be updated to reflect these changes Elements of the project management plan that
may be updated include but are not limited to the
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13项目利益相关者理
13
13423会议
情况总结会议交换分析利益相关者参信息
1343利益相关者参：输出控制
13431工作绩效信息
工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合工作性数已
转化工作绩效信息数身决策程中
含义误解信息然相关情境中提供良
项目决策基础
工作绩效信息通通信程表现例子
信息状态交付成果变更请求执行情况预测估计
完整
13432变更请求
项目利益相关者性作分析产生变更请求
变更请求通执行整体变更控制程处理（45部分）：
？推荐纠正措施包括改变带未预期性
项目理计划项目
？推荐预防措施减少发生负项目未性
性
13433项目理计划更新
利益相关者参项目利益相关者理策略整体效性
评价方法策略需确定变化受项目影响部分
理计划需更新反映变化项目理计划元素
更新包括限：
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13 PROJECT STAKEHOLDER MANAGEMENT
Change management plan
Communications management plan
Cost management plan
Human resource management plan
Procurement management plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan and
Stakeholder management plan
13434 Project Documents Updates
Project documents that may be updated include but are not limited to
Stakeholder register This is updated as information on stakeholders change when new stakeholders
are identified or if registered stakeholders are no longer involved in or impacted by the project or other
updates for specific stakeholders are required
Issue log This is updated as new issues are identified and current issues are resolved
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13项目利益相关者理
？变更理计划
？沟通理计划
？成理计划
？力资源理计划
？采购理计划
？质量理计划
？需求理计划
？风险理计划
？进度理计划
？范围理计划
？利益相关者理计划
13434项目文件更新
项目文件更新包括限：
？利益相关者登记利益相关者变化信息更新新利益相关者
确定果注册者参受影响项目
特定利益需更新
？问题日志新问题确定前问题解决更新
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13 PROJECT STAKEHOLDER MANAGEMENT
13
13435 Organizational Process Assets Updates
The organizational process assets which may be updated include but are not limited to
Stakeholder notifications Information may be provided to stakeholders about resolved issues approved
changes and general project status
Project reports Formal and informal project reports describe project status and include lessons learned
issue logs project closure reports and outputs from other Knowledge Areas (Sections 412)
Project presentations Information formally or informally provided by the project team to any or all
project stakeholders
Project records Project records include correspondence memos meeting minutes and other documents
describing the project
Feedback from stakeholders Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project
Lessons learned documentation Documentation includes the root cause analysis of issues faced
reasoning behind the corrective action chosen and other types of lessons learned about stakeholder
management Lessons learned are documented and distributed so that they become part of the historical
database for both the project and the performing organization
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13项目利益相关者理
13
13435组织程资产更新
组织程资产更新包括限：
？利益相关者通知信息提供关解决问题利益相关者批准
变化般项目状态
？项目报告正式非正式项目报告项目状态包括验教训
问题日志项目结束报告知识领域输出（第412）
？项目介绍正式非正式聚会提供项目团队信息
项目利益相关者
？项目记录项目记录包括信函备忘录会议记录文件
项目描述
？利益相关者反馈利益相关者项目操作获信息
分布修改改善项目未表现
？验教训文档文档包括根原分析面问题
选择纠正行动背推理类型验教训利益相关者
理验教训记录分布成历史部分
项目执行组织数库
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
ANNEX A1
THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A project is a temporary endeavor undertaken to create a unique product service or result The temporary
nature of projects indicates a definite beginning and end The end is reached when the project’s objectives have
been achieved or when the project is terminated because its objectives will not or cannot be met or when the need
for the project no longer exists
Project management is the application of knowledge skills tools and techniques to project activities to meet
project requirements Project management is accomplished through the appropriate application and integration of
logically grouped project management processes
Managing a project typically includes
Identifying requirements
Addressing the various needs concerns and expectations of the stakeholders as the project is planned
and carried out
Setting and maintaining active communication with stakeholders and
Balancing the competing project constraints which include but are not limited to
○○ Scope
○○ Quality
○○ Schedule
○○ Budget
○○ Resources and
○○ Risks
The specific project circumstances will influence the constraints on which the project manager needs to focus
and require effective application and management of appropriate project management processes
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附录A1 项目项目理标准
附录A1
项目项目理标准
方案创造独特产品服务成果种时性工作时
项目性质表明明确开始结束结束时达项目目标
取项目时目标会达终止需时候
该项目存
项目理知识技工具应程序满足技术项目活动
项目求项目理通适应集成实现
逻辑分组项目理程
理项目通常包括：
？确定需求
？寻址种需求关注利益相关者期项目计划
进行
？设置利益相关者积极沟通维护
？衡竞争项目限制中包括限：
○○范围
○○质量
○○时间表
○○预算
○○资源
○○风险
项目具体情况影响制约项目理需关注
需适项目理效应理程
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A11 What is a Standard
The International Organization for Standardization (ISO) and others define a standard as a Document approved
by a recognized body that provides for common and repeated use rules guidelines or characteristics for products
processes or services with which compliance are not mandatory (ISO 9453) [11]
In October 1998 PMI was accredited as a standards developer by the American National Standards Institute
(ANSI) The processes outlined in this Annex which are described in the PMBOK Guide – Fifth Edition provide the
standard for project management of a project
A12 Framework for this Standard
This standard describes the nature of project management processes in terms of the integration between the
processes their interactions and the purposes they serve For this standard it is assumed that the project the
project manager and the project team are assigned to the performing organization Project management processes
are grouped into five categories known as Project Management Process Groups (or Process Groups)
Initiating Process Group Those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase
Planning Process Group Those processes required to establish the scope of the project refine the
objectives and define the course of action required to attain the objectives that the project was undertaken
to achieve
Executing Process Group Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
Monitoring and Controlling Process Group Those processes required to track review and regulate the
progress and performance of the project identify any areas in which changes to the plan are required
and initiate the corresponding changes
C losing Process Group Those processes performed to finalize all activities across all Process Groups to
formally close the project or phase
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附录A1 项目项目理标准
标准什？
国际标准化组织（ISO）标准定义文件批准
公认机构提供供通重复规导特性产品
程服务遵守强制性（ISO 9453）[ 11 ]
1998十月PMI认证美国国家标准协会标准制定者
（ANSI）附录中列出程项目理知识体系描述？–指南第五版
项目项目理标准
12标准框架
标准中描述条款间集成项目理程性质
程间相互作途标准假定工程
项目理项目团队成员分配执行组织项目理程
分五类称项目理程组（组）：
？启动程组程进行定义新项目新阶段
现项目获启动项目阶段授权
？规划程组程需建立项目范围完善
目标确定需达项目目标行动程
实现
？执行程组程进行完整项目中定义工作
理计划满足项目规格
？监控程组程需轨道评调节
项目进度性识领域中计划需改变
启动相应变化
？C失程组程完成程组活动
正式结束项目阶段
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Project Management Process Groups are linked by the outputs they produce The Process Groups are seldom
either discrete or onetime events they are overlapping activities that occur throughout the project The output of
one process generally becomes an input to another process or is a deliverable of the project subproject or project
phase Deliverables at the subproject or project level may be called incremental deliverables The Planning Process
Group provides the Executing Process Group with the project management plan and project documents and as
the project progresses it often creates updates to the project management plan and the project documents Figure
A11 illustrates how the Process Groups interact and shows the level of overlap at various times If the project is
divided into phases the Process Groups interact within each phase
Planning
Process
Group
Initiating
Process
Group
Executing
Process
Group
Monitoring
and Controlling
Process Group
Closing
Process
Group
Start Finish
TIME
Level of
Process
Interaction
Figure A11 Process Group Interactions in a Project
An example of this interaction would be the exit of a design phase which requires sponsor acceptance of the
design document Once it is available the design document provides the product description for the Planning and
Executing Process Groups in one or more subsequent phases When a project is divided into phases the Process
Groups are carried out as appropriate to effectively drive the project to completion in a controlled manner In
multiphase projects processes are repeated within each phase until the criteria for phase completion have been
satisfied
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附录A1 项目项目理标准
项目理程组产生输出连接程组极少
离散次性事件重叠活动发生整项目输出
程通常程输入项目交付成果项目项目
相项目项目水称增量交付成果规划程
组执行程组项目理计划项目文件作
项目进展常常创造更新项目理计划项目文件图
11说明程组互动显示重叠时期水果项目
分阶段阶段互动程组
规划
程
集团
启动
程
集团
执行
程
集团
监测
控制
程组
关闭
程
集团
启动完成
时间
水
程
相互作
图11项目程组相互作
种相互作例子设计阶段退出需赞助商验收
设计文件设计文件提供规划产品描述
续阶段执行程组项目划分阶段程
组进行适效推动项目完成受控方式
相项目阶段程重复直阶段完成标准已
满意
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A13 Project Management Process Groups
The following sections identify and describe the five Project Management Process Groups required for any
project These five Process Groups have clear dependencies and are typically performed in each project and
highly interact with one another These five Process Groups are independent of application areas or industry focus
Individual Process Groups and individual processes are often iterated prior to completing the project and can have
interactions within a Process Group and among Process Groups The nature of these interactions varies from project
to project and may or may not be performed in a particular order
The process flow diagram Figure A12 provides an overall summary of the basic flow and interactions among
Process Groups and specific stakeholders The project management processes are linked by inputs and outputs
where the result or outcome of one process becomes the input to another process but not necessarily in the same
Process Group The Process Groups are not project phases In fact it is possible that all Process Groups could
be conducted within a phase As projects are separated into distinct phases or subcomponents such as concept
development feasibility study design prototype build or test etc all of the Process Groups would normally be
repeated for each phase or subcomponent along the lines explained above and illustrated in Figure A12
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附录A1 项目项目理标准
A13项目理程组
面部分识描述五项目理程组需
项目五程组明确赖关系通常项目执行
高度互动五程组独立应领域行业重点
程组程迭代项目完成前
程组间相互作程组相互作性质项目
项目会会特定序执行
工艺流程图图AI2提供基流程相互作全面总结中
程组特定利益相关者项目理程输入输出连接
程结果成果变成程输入定相
程组程组项目阶段事实程组
阶段进行作项目分成阶段子组件概念
开发行性研究设计原型建立测试等等程组通常会
阶段子组件线面说明图A12说明重复
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Initiating
Process
Group
Monitoring
and
Controlling
Process
Group
Planning
Process
Group
Executing
Process
Group
Closing
Process
Group
Project Initiator
or Sponsor
Enterprise
Organization
Customer
Sellers
Project
management
plan
Makeorbuy
decisions
Source selection
criteria
Deliverables
Change requests
Work performance information
Selected sellers
Accepted deliverables
Procurement documentation
NOTE The darker dotted lines represent relationships between Process Groups the lighter dotted lines are external to the Process Groups
Seller
proposals
Procurement
contract award
Requirements
Teaming
agreements
Organizational
process assets
Enterprise
environmental
factors
Stakeholder
register
Stakeholder
management
strategy
Project
charter
Procurement
documents
Project statement of work
Business case
Agreements
Resource
calendars
Final product
service or result
Approved change
requests
Quality control
measurements
Performance reports
Project
Documents
Figure A12 Project Management Process Interactions
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附录A1 项目项目理标准
启动
程
集团
监测
控制
程
集团
规划
程
集团
执行
程
集团
关闭
程
集团
项目发起
赞助
企业
组织
客户
卖家
？项目
理
计划
？制造购买
决定
？源选择
标准
？交付成果
？变更请求
？工作绩效信息
？选定卖家
？接受交付
？采购文件
注：黑暗虚线表示程组间关系较轻虚线程组外
？卖方
建议
？采购
授予合
？求
？团队合作
协议
？组织
程资产
？企业
环境
素
？利益相关者
寄存器
？利益相关者
理
策略
？项目
宪章
？采购
文件
？工作项目表
？商业案例
？协议
？资源
日历
？终产品
服务结果
？批准变更
请求
？质量控制
测量
？绩效报告
项目
文件
图A12项目理程相互作
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Table A11 reflects the mapping of the 47 project management processes into the 5 Project Management
Process Groups and the 10 Project Management Knowledge Areas
The project management processes are shown in the Process Group in which most of the activity takes place
For example when a process that normally takes place in the Planning Process Group is updated in the Executing
Process Group it is not considered a new process The iterative nature of project management means that processes
from any group may be used throughout the project life cycle For example executing a risk response may trigger
the Perform Quantitative Risk Analysis process to evaluate the impact
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Table A11 Project Management Process Group and Knowledge Area Mapping
4 Project
Integration
Management
5 Project Scope
Management
6 Project Time
Management
7 Project Cost
Management
8 Project
Quality
Management
9 Project
Human Resource
Management
10 Project
Communications
Management
11 Project Risk
Management
12 Project
Procurement
Management
13 Project
Stakeholder
Management
Project Management Process Groups
Knowledge Areas Initiating
Process
Group
Closing
Process
Group
Monitoring
Process Group
Executing
Process
Group
Planning
Process
Group
41 Develop
Project Charter
131 Identify
Stakeholders
42 Develop Project
Management Plan
51 Plan Scope
Management
52 Collect
Requirements
53 Define Scope
54 Create WBS
61 Plan Schedule
Management
62 Define
Activities
63 Sequence
Activities
64 Estimate
Activity Resources
65 Estimate
Activity Durations
66 Develop
Schedule
71 Plan Cost
Management
72 Estimate Costs
73 Determine
Budget
81 Plan Quality
Management
91 Plan Human
Resource
Management
101 Plan
Communications
Management
111 Plan Risk
Management
112 Identify Risks
113 Perform
Qualitative Risk
Analysis
114 Perform
Quantitative Risk
Analysis
115 Plan Risk
Responses
121 Plan
Procurement
Management
132 Plan
Stakeholder
Management
43 Direct and
Manage Project
Work
82 Perform Quality
Assurance
92 Acquire Project
Team
93 Develop Project
Team
94 Manage Project
Team
102 Manage
Communications
122 Conduct
Procurements
133 Manage
Stakeholder
Engagement
44 Monitor and
Control Project
Work
45 Perform
Integrated Change
Control
55 Validate Scope
56 Control Scope
67 Control
Schedule
74 Control Costs
83 Control Quality
103 Control
Communications
116 Control Risks
123 Control
Procurements
134 Control
Stakeholder
Engagement
46 Close Project
or Phase
124 Close
Procurements
and Controlling
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附录A1 项目项目理标准
表11反映47项目理程映射5项目理
程组项目理10知识领域
项目理程中程组显示部分活动发生
例程通常发生规划程组执行更新
程组非新工艺项目理意味着程迭代性质
组整项目生命周期例执行风险应触发
进行定量风险分析程影响进行评估
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附录A1 项目项目理标准
表11项目理程组知识领域映射
4项目
整合
理
5项目范围
理
6项目时间
理
7项目成
理
8项目
质量
理
9项目
力资源
理
10项目
通信
理
11项目风险
理
12项目
采购
理
13项目
利益相关者
理
项目理程组
知识方开始
程
集团
关闭
程
集团
监测
程组
执行
程
集团
规划
程
集团
41发展
项目章程
131确定
利益相关者
42制定项目
理计划
51计划范围
理
52集
求
53范围定义
54创建WBS
61计划
理
62定义
活动
63序列
活动
64估计
活动资源
65估计
活动持续时间
66发展
铁列车时刻表
71计划成
理
72估计成
73确定
预算
81计划质量
理
91计划
资源
理
101计划
通信
理
111计划风险
理
112识风险
113执行
定性风险
分析
114执行
定量风险
分析
115计划风险
反应
121计划
采购
理
132计划
利益相关者
理
43直接
理项目
工作
82执行质量
保证
92获项目
团队
93制定项目
团队
94理项目
团队
102理
通信
122种行
采购
133理
利益相关者
订婚
44监控
控制项目
工作
45执行
集成变化
控制
55验证范围
56控制范围
67控制
铁列车时刻表
74控制成
83质量控制
103控制
通信
116控制风险
123控制
采购
134控制
利益相关者
订婚
46关闭项目
阶段
124关闭
采购
控制
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A14 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or phase Within the Initiating processes the
initial scope is defined and initial financial resources are committed Internal and external stakeholders who will
interact and influence the overall outcome of the project are identified If not already assigned the project manager
will be selected This information is captured in the project charter and stakeholder register When the project
charter is approved the project becomes officially authorized Although the project management team may help
to write the project charter this standard assumes that business case assessment approval and funding are
handled external to the project boundaries (Figure A13) A project boundary is defined as the point in time that
a project or project phase is authorized to its completion The key purpose of this Process Group is to align the
stakeholders’ expectations with the project’s purpose give them visibility about the scope and objectives and show
how their participation in the project and it associated phases can ensure that their expectations are achieved
These processes help to set the vision of the project—what is needed to be accomplished
Large complex projects should be divided into separate phases In such projects the Initiating processes
are carried out during subsequent phases to validate the decisions made during the original Develop Project
Charter and Identify Stakeholders processes Performing the Initiating processes at the start of each phase
helps to keep the project focused on the business need that the project was undertaken to address The
success criteria are verified and the influence drivers and objectives of the project stakeholders are reviewed
A decision is then made as to whether the project should be continued delayed or discontinued
Involving the sponsors customers and other stakeholders during initiation creates a shared understanding of
success criteria reduces the overhead of involvement and generally improves deliverable acceptance customer
and other stakeholder satisfaction
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424？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
附录A1 项目项目理标准
A14启动程组
启动程组包括程进行定义新项目新阶段
通获授权开始项目阶段现项目启动程中
初始范围定义初始金融资源承诺部外部利益相关者
相互作影响项目总体结果确定果没指定项目理
选定信息捕获项目章程利益相关者登记项目
宪章批准该项目成正式授权然项目理团队帮助
编写项目章程标准假定业务案例评估验收资金
项目外处理（图A1）项目边界定义时间点
项目项目阶段授权完成程组目
利益相关方期项目目予目标范围知名度显示
项目中参相关阶段确保期实现
程助建立公司项目需完成什
型复杂项目应分阶段项目中启动程
阶段进行验证初决定开发项目
宪章识风险程阶段开始执行启动程
助保持项目集中该项目目满足业务需
成功标准进行验证影响司机项目利益相关者目标进行审查
然决定项目否应该继续延迟停止
涉发起客户利益相关者开始创建理解
成功标准减少参开销改善交付验收客户
利益相关者满意度
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Project
Boundaries
Project
Deliverables
Project
Records
End
Users
Process
Assets
Monitoring &
Controlling Processes
Planning
Processes
Initiating
Processes
Closing
Processes
Executing
Processes
Project
Inputs
Project
Initiator
Sponsor
Figure A13 Project Boundaries
Initiating processes may be performed at the organizational program or portfolio level and would then
be outside of the project’s level of control For example prior to commencing a project the need for highlevel
requirements may be documented as part of a larger organizational initiative A process of evaluating
alternatives may be utilized to determine the feasibility of the new undertaking Clear descriptions of the project
objectives may be developed including the reasons why a specific project is the best alternative to satisfy
the requirements The documentation for this decision may also contain the initial project scope statement
deliverables project duration and a forecast of the resources for the organization’s investment analysis As part
of the Initiating processes the project manager is given the authority to apply organizational resources to the
subsequent project activities
The dashed circular arrow indicates that the process is part of the
Project Integration Management Knowledge Area This Knowledge
Area coordinates and unifies the processes from the other
Knowledge Areas
Project Integration
Management
Project Stakeholder
Management
41
Develop Project
Charter
131
Identify
Stakeholders
Figure A14 Initiating Process Group
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附录A1 项目项目理标准
项目
边界
项目
交付成果
项目
记录
终点
户
程
资产
监测
控制程
规划
程
启动
程
关闭
程
执行
程
项目
输入
项目
引发剂
赞助商
图A1项目边界
启动程组织计划执行组合水然
控制项目范围外例开始项目前需高水
求记录更组织计划部分程评估
选择确定新事业行性清楚项目描述
目标开发包括什特定项目代满足佳原
求决定文件包含项目初步范围说明书
交付成果项目持续时间预测组织投资分析资源部分
启动程项目理权组织资源
项目活动
虚线圆形箭头表明程部分
项目理知识领域方面知识
面积坐标结合程
知识领域
项目集成
理
项目利益相关者
理
41
开发项目
宪章
131
识
利益相关者
图a14启动程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A141 Develop Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project activities
The key benefit of this process is a welldefined project start and project boundaries creation of a formal record of
the project and a direct way for senior management to formally accept and commit to the project The inputs and
outputs for this process are shown in Figure A15
Inputs Outputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organizational process
assets
1 Project charter
Figure A15 Develop Project Charter Inputs and Outputs
A142 Identify Stakeholders
Identify Stakeholders is the process of identifying the people groups or organizations that could impact or be
impacted by a decision activity or outcome of the project and analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success The
key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder
or group of stakeholders The inputs and outputs of this process are depicted in Figure A16
Inputs Outputs
1 Project charter
2 Procurement documents
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder register
Figure A16 Identify Stakeholders Inputs and Outputs
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附录A1 项目项目理标准
a141制定项目章程
制定项目章程发展文件正式授权程中存
项目提供权申请组织资源项目项目理
程关键利益明确项目启动项目边界正式记录创造
项目直接方式高级理层正式接受承诺项目输入
程输出图15示
输入输出
工作项目表1
2商业案例
3协议
4企业环境
素
5组织程
资产
1项目章程
图15制定项目章程：输入输出
a142确定利益相关者
确定利益相关者识程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
该程处允许项目理确定利益相关者适焦点
组利益相关者输入程输出图A16描绘
输入输出
1项目章程
2采购文件
3企业环境
素
4组织程
资产
1利益相关者注册
图A16确定利益相关者：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A15 Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the
effort define and refine the objectives and develop the course of action required to attain those objectives
The Planning processes develop the project management plan and the project documents that will be used to
carry out the project The complex nature of project management may require the use of repeated feedback
loops for additional analysis As more project information or characteristics are gathered and understood
additional planning will likely be required Significant changes occurring throughout the project life cycle
trigger a need to revisit one or more of the planning processes and possibly some of the initiating processes
This progressive detailing of the project management plan is called progressive elaboration indicating that
planning and documentation are iterative and ongoing activities The key benefit of this Process Group is to
delineate the strategy and tactics as well as the course of action or a path to successfully complete the project
or phase When the Planning Process Group is well managed it is much easier to get stakeholder buyin and
engagement These processes describe how this will be done resulting in the desired objectives
The project management plan and project documents developed as outputs from the Planning Process Group
will explore all aspects of the scope time costs quality communications human resources risks procurements
and stakeholder management
Updates arising from approved changes during the project (generally during Monitoring and Controlling
processes and specifically during Direct and Manage Project Work process) may significantly impact parts of the
project management plan and the project documents Updates to these documents provide greater precision with
respect to schedule costs and resource requirements to meet the defined project scope
The project team seeks input and encourages involvement from all stakeholders when planning the project
and developing the project management plan and project documents Since the feedback and refinement process
cannot continue indefinitely procedures set by the organization dictate when the initial planning effort ends These
procedures will be affected by the nature of the project the established project boundaries appropriate monitoring
and controlling activities as well as the environment in which the project will be performed
Other interactions among the processes within the Planning Process Group are dependent upon the nature of
the project For example for some projects there will be little or no identifiable risks until after significant planning
has been done At that time the team might recognize that the cost and schedule targets are overly aggressive
thus involving considerably more risk than previously understood The results of the iterations are documented as
updates to the project management plan or to various project documents
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附录A1 项目项目理标准
规划程组A15
规划程组包括程建立总范围
努力定义细化目标发展需达目标行动程
规划程制定项目理计划项目文件
开展项目项目理复杂性需重复反馈
额外分析回路着越越项目信息收集解特性
额外计划会需重变化发生整项目生命周期
触发需重新考虑规划程启动程
种渐进详细项目理计划称渐进性阐述说明
规划文件迭代正进行活动程组处
划定战略策略行动路线路径成功完成项目
阶段规划程组良理更容易获利益相关者购买
订婚程描述完成导致需目标
项目理计划项目开发文件规划程组输出
探讨范围方面时间成质量力资源沟通风险采购
利益相关者理
批准变更项目更新（般监测控制
程具体指导理项目工作程）会显着影响部分
项目理计划项目文件文件更新提供更高精度
进度成资源求满足确定项目范围
项目团队寻求输入鼓励利益相关者规划项目参
发展项目理计划项目文件反馈细化程
限期持续程序集组织决定初始规划努力
程序项目性质影响建立项目边界适监测
控制活动环境项目执行
程间相互作规划程组赖性
项目例项目少没识风险规划意义
已做时球队会认识成进度目标乐观
前理解更风险迭代结果记录
项目理计划项目文件更新
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
The Planning Process Group (Figure A17) includes the project management processes identified in Figures
A18 through A131 (see Sections A151 through A1524)
Project Cost
Management
73
Determine
Budget
72
Estimate
Costs
The dashed circular arrow indicates that the process is part of the Project
Integration Management Knowledge Area This Knowledge Area coordinates
and unifies the processes from the other Knowledge Areas
Project Integration
Management
42
Develop
Project
Management
Plan
Project Scope
Management
54
Create WBS
53
Define
Scope
Project Quality
Management
81
Plan Quality
Management Project Procurement
Management
121
Plan
Procurement
Management
Project Communications
Management
101
Plan
Communications
Management
Project Human
Resource Management
91
Develop Human
Resource
Management
Project Stakeholder
Management
132
Plan
Stakeholder
Management
Project Time
Management
52
Collect
Requirements
51
Plan Scope
Management
62
Define
Activities
61
Plan Schedule
Management
63
Sequence
Activities
64
Estimate Activity
Resources
65
Estimate Activity
Durations
66
Develop
Schedule
Project Risk
Management
112
Identify
Risks
111
Plan Risk
Management
113
Perform
Qualitative
Risk Analysis
115
Plan Risk
Responses
114
Perform
Quantitative
Risk Analysis
71
Plan Cost
Management
Figure A17 Planning Process Group
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附录A1 项目项目理标准
规划程组（图a17）包括项目理程中确定数
a18通a131（通a1524见第a151）
项目成
理
73
确定
预算
72
估计
成
虚线圆形箭头表明程部分项目
集成理知识领域方面知识面积坐标
结合知识领域程
项目集成
理
42
发展
项目
理
计划
项目范围
理
54
创建WBS
53
定义
范围
工程质量
理
81
规划质量
理项目采购
理
121
计划
采购
理
项目沟通
理
101
计划
通信
理
项目力
资源理
91
发展
资源
理
项目利益相关者
理
132
计划
利益相关者
理
项目时间
理
52
收集
求
51
规划范围
理
62
定义
活动
61
计划
理
63
序列
活动
64
估算活动
资源
65
估算活动
持续时间
66
发展
铁列车时刻表
项目风险
理
112
识
风险
111
计划风险
理
113
执行
定性
风险分析
115
计划风险
反应
114
执行
定量
风险分析
71
计划成
理
图a17规划程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A151 Develop Project Management Plan
Develop Project Management Plan is the process of defining preparing and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan The key benefit of this process is a central document
that defines the basis of all project work The inputs and outputs for this process are depicted in Figure A18
Inputs Outputs
1 Project charter
2 Outputs from other
processes
3 Enterprise environmental
factors
4 Organizational process
assets
1 Project management plan
Figure A18 Develop Project Management Plan Inputs and Outputs
A152 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project
scope will be defined validated and controlled The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project The inputs and outputs of this process are depicted
in Figure A19
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Scope management plan
2 Requirements
management plan
Figure A19 Plan Scope Management Inputs and Outputs
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A153 Collect Requirements
Collect Requirements is the process of determining documenting and managing stakeholder needs and
requirements to meet project objectives The key benefit of this process is that it provides the basis for defining
and managing the project scope including product scope The inputs and outputs of this process are depicted in
Figure A110
Inputs Outputs
1 Scope management plan
2 Requirements
management plan
3 Stakeholder management
plan
4 Project charter
5 Stakeholder register
1 Requirements
documentation
2 Requirements traceability
matrix
Figure A110 Collect Requirements Inputs and Outputs
A154 Define Scope
Define Scope is the process of developing a detailed description of the project and product The key benefit of
this process is that it describes the project service or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope The inputs and outputs of this process are
depicted in Figure A111
Inputs Outputs
1 Scope management plan
2 Project charter
3 Requirements
documentation
4 Organizational process
assets
1 Project scope statement
2 Project documents
updates
Figure A111 Define Scope Inputs and Outputs
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附录A1 项目项目理标准
a151制定项目理计划
制定项目理计划确定制备工艺协调子计划
整合成综合项目理计划程关键利益中央文件
定义项目工作基础程输入输出图a18描绘
输入输出
1项目章程
2输出
程
3企业环境
素
4组织程
资产
1项目理计划
图a18制定项目理计划输入输出
a152计划理范围
计划理范围程范围理计划项目
范围定义验证控制程关键优势提供指导
方范围整项目理输入输出程描述
图a19
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1范围理计划
2求
理计划
图a19计划理范围：输入输出
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附录A1 项目项目理标准
a153收集求
收集需求确定程记录理干系需
满足项目目标求程关键优势确定提供
理项目范围包括产品范围输入输出程描述
图a110
输入输出
1范围理计划
2求
理计划
3利益相关者理
计划
4项目章程
5利益相关者注册
1求
文档
2求追溯性
矩阵
图a110收集求：输入输出
a154定义范围
定义范围开发项目详细说明产品程关键处
程描述项目服务结果边界定义求
收集纳入排项目范围输入程输出
图a111描绘
输入输出
1范围理计划
2项目章程
3求
文档
4组织程
资产
1项目范围说明书
2项目文件
更新
图a111定义范围：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A155 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller more manageable
components The key benefit of this process is that it provides a structured vision of what has to be delivered The
inputs and outputs of this process are depicted in Figure A112
Inputs Outputs
1 Scope management plan
2 Project scope statement
3 Requirements
documentation
4 Enterprise environmental
factors
5 Organizational process
assets
1 Scope baseline
2 Project documents
updates
Figure A112 Create WBS Inputs and Outputs
A156 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule The key benefit of this process is
that it provides guidance and direction on how the project schedule will be managed throughout the project The
inputs and outputs of this process are depicted in Figure A113
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Schedule management
plan
Figure A113 Plan Schedule Management Inputs and Outputs
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附录A1 项目项目理标准
a155创建WBS
创建工作分解结构项目交付成果项目工作细分成更更易理
组件程关键优势提供结构化视觉交付
输入程输出a112描绘图
输入输出
1范围理计划
2项目范围说明书
3求
文档
4企业环境
素
5组织程
资产
1范围基准
2项目文件
更新
图a112创建工作分解结构：输入输出
a156计划理
计划理制定政策程序文件
规划开发理执行控制项目进度程关键利益
提供指导方项目进度整项目理
程输出输入图A113描绘
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1进度理
计划
图A113计划理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A157 Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables The key benefit of this process is to break down work packages into activities that provide
a basis for estimating scheduling executing monitoring and controlling the project work The inputs and outputs
of this process are depicted in Figure A114
Inputs Outputs
1 Schedule management
plan
2 Scope baseline
3 Enterprise environmental
factors
4 Organizational process
assets
1 Activity list
2 Activity attributes
3 Milestone list
Figure A114 Define Activities Inputs and Outputs
A158 Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities The
key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all
project constraints The inputs and outputs of this process are depicted in Figure A115
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Milestone list
5 Project scope statement
6 Enterprise environmental
factors
7 Organizational process
assets
1 Project schedule network
diagrams
2 Project documents
updates
Figure A115 Sequence Activities Inputs and Outputs
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附录A1 项目项目理标准
a157定义活动
定义活动识记录产生具体行动程
项目交付成果程关键处破工作包活动提供
根估计计划执行监控控制项目工作输入输出
程图a114描绘
输入输出
1进度理
计划
2范围基准
3企业环境
素
4组织程
资产
1活动列表
2活性属性
3里程碑清单
图a114活动定义：输入输出
a158序列活动
序列活动识记录计划活动间逻辑关系程
该程处定义工作逻辑序获效率出
项目约束输入程输出a115描绘图
输入输出
1进度理
计划
2活动列表
3活性属性
4里程碑清单
5项目范围说明书
6企业环境
素
7组织程
资产
1工程进度计划网络
图
2项目文件
更新
图a115活动：输入输出序列
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A159 Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material human resources
equipment or supplies required to perform each activity The key benefit of this process is that it identifies the type
quantity and characteristics of resources required to complete the activity which allows more accurate cost and
duration estimates The inputs and outputs of this process are depicted in Figure A116
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Resource calendars
5 Risk register
6 Activity cost estimates
7 Enterprise environmental
factors
8 Organizational process
assets
1 Activity resource
requirements
2 Resource breakdown
structure
3 Project documents
updates
Figure A116 Estimate Activity Resources Inputs and Outputs
A1510 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete
individual activities with estimated resources The key benefit of this process is that it provides the amount of
time each activity will take to complete which is a major input into the Develop Schedule process The inputs and
outputs of this process are depicted in Figure A117
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附录A1 项目项目理标准
a159活动资源估算
估算活动资源类型数量材料估计程力资源
设备求完成活动品程关键处标识类型
量需完成活动允许更精确成资源特点
时间估计输入程输出a116描绘图
输入输出
1进度理
计划
2活动列表
3活性属性
4资源日历
5风险登记册
6活动成估算
7企业环境
素
8组织程
资产
1活动资源
求
2资源障
结构
3项目文件
更新
图a116活动资源估算：输入输出
a1510估算活动持续时间
估算活动持续时间评价工作期间需完成进程数
估计资源体活动程关键优势提供金额
次活动完成重输入进度发展程输入
程输出描绘图A117
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Activity resource
requirements
5 Resource calendars
6 Project scope statement
7 Risk register
8 Resource breakdown
structure
9 Enterprise environmental
factors
10 Organizational
process assets
1 Activity duration estimates
2 Project documents
updates
Figure A117 Estimate Activity Durations Inputs and Outputs
A1511 Develop Schedule
Develop Schedule is the process of analyzing activity sequences durations resource requirements and
schedule constraints to create the project schedule model The key benefit of this process is that by entering
schedule activities durations resources resource availabilities and logical relationships into the scheduling tool
it generates a schedule model with planned dates for completing project activities The inputs and outputs of this
process are depicted in Figure A118
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附录A1 项目项目理标准
输入输出
1进度理
计划
2活动列表
3活性属性
4活动资源
求
5资源日历
6项目范围说明书
7风险登记册
8资源障
结构
9企业环境
素
10组织
程资产
1活动历时估算
2项目文件
更新
图A117估算活动持续时间：输入输出
a1511发展计划
开发进度分析活动序持续时间资源需求程
进度约束创建项目调度模型程关键处进入
计划活动持续时间资源资源性逻辑关系调度工具
产生种调度模型完成项目活动计划日期样输入输出
程图a118描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Schedule management
plan
2 Activity list
3 Activity attributes
4 Project schedule network
diagrams
5 Activity resource
requirements
6 Resource calendars
7 Activity duration
estimates
8 Project scope statement
9 Risk register
10 Project staff assignments
11 Resource breakdown
structure
12 Enterprise environmental
factors
13 Organizational process
assets
1 Schedule baseline
2 Project schedule
3 Schedule data
4 Project calendars
5 Project management plan
updates
6 Project documents
updates
Figure A118 Develop Schedule Inputs and Outputs
A1512 Plan Cost Management
Plan Cost Management is the process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs The key benefit of this process is that it provides guidance and
direction on how the project costs will be managed throughout the project The inputs and outputs of this process
are depicted in Figure A119
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附录A1 项目项目理标准
输入输出
1进度理
计划
2活动列表
3活性属性
4工程进度计划网络
图
5活动资源
求
6资源日历
7活动时间
估计
8项目范围说明书
9风险登记册
10项目员分配
11资源障
结构
12企业环境
素
13组织程
资产
1进度基线
2项目进度
3表数
4项目日历
5项目理计划
更新
6项目文件
更新
图a118发展计划：输入输出
a1512计划成理
计划成理制定政策程序文件规划
理扩展控制项目成程关键优势提供指导
方项目成整项目理程输入输出
图a119描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project charter
3 Enterprise environmental
factors
4 Organizational process
assets
1 Cost management plan
Figure A119 Plan Cost Management Inputs and Outputs
A1513 Estimate Costs
Estimate Costs is the process of developing an approximation of the monetary resources needed to complete
project activities The key benefit of this process is that it determines the amount of cost required to complete
project work The inputs and outputs of this process are depicted in Figure A120
Inputs Outputs
1 Cost management plan
2 Human resource
management plan
3 Scope baseline
4 Project schedule
5 Risk register
6 Enterprise environmental
factors
7 Organizational process
assets
1 Activity cost estimates
2 Basis of estimates
3 Project documents
updates
Figure A120 Estimate Costs Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目章程
3企业环境
素
4组织程
资产
1成理计划
图a119计划成理：输入输出
a1513估计成
估算成开发需货币资源逼程
项目活动程关键优势确定需完成成金额
项目工作输入程输出a120描绘图
输入输出
1成理计划
2力资源
理计划
3范围基准
4项目进度
5风险登记册
6企业环境
素
7组织程
资产
1活动成估算
估计2基础
3项目文件
更新
图a120成估算：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1514 Determine Budget
Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline The key benefit of this process is that it determines the cost baseline against
which project performance can be monitored and controlled The inputs and outputs of this process are depicted
in Figure A121
Inputs Outputs
1 Cost management plan
2 Scope baseline
3 Activity cost estimates
4 Basis of estimates
5 Project schedule
6 Resource calendars
7 Risk register
8 Agreements
9 Organizational process
assets
1 Cost baseline
2 Project funding
requirements
3 Project documents
updates
Figure A121 Determine Budget Inputs and Outputs
A1515 Plan Quality Management
Plan Quality Management is the process of identifying quality requirements andor standards for the project and
its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements
The key benefit of this process is that it provides guidance and direction on how quality will be managed and
validated throughout the project The input and outputs of this process are depicted in Figure A122
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附录A1 项目项目理标准
a1514确定预算
确定预算汇总单活动工作包费估计程
建立授权成基线程关键处决定成基线
该项目性监视控制输入输出程描述
图a121
输入输出
1成理计划
2范围基准
3活动成估算
估计4基础
5项目进度
6资源日历
7风险登记册
8协议
9组织程
资产
1成基线
2项目资金
求
3项目文件
更新
图a121确定预算：输入输出
a1515计划质量理
计划质量理确定项目质量求标准程
交付成果记录该项目展示相关质量求
程关键优势提供指导方质量理
验证整项目程输入输出a122描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Risk register
4 Requirements
documentation
5 Enterprise environmental
factors
6 Organizational process
assets
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality checklists
5 Project documents
updates
Figure A122 Plan Quality Management Inputs and Outputs
A1516 Plan Human Resource Management
Plan Human Resource Management is the process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan The key benefit of this process
is that it establishes project roles and responsibilities project organization charts and the staffing management
plan including the timetable for staff acquisition and release The input and outputs of this process are depicted in
Figure A123
Inputs Outputs
1 Project management plan
2 Activity resource
requirements
3 Enterprise environmental
factors
4 Organizational process
assets
1 Human resource
management plan
Figure A123 Plan Human Resource Management Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2利益相关者注册
3风险登记册
4求
文档
5企业环境
素
6组织程
资产
1质量理计划
2程改进计划
3质量指标
4质量检查清单
5项目文件
更新
图a122计划质量理：输入输出
a1516计划力资源理
计划力资源理识记录项目作程责
需技报告关系创造员工理计划程关键利益
建立项目角色责项目组织图员理
计划包括员获取释放时间表程输入输出描绘
图a123
输入输出
1项目理计划
2活动资源
求
3企业环境
素
4组织程
资产
1力资源
理计划
图a123计划力资源理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1517 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
The key benefit of this process is that it identifies and documents the approach to communicate most effectively
and efficiently with stakeholders The inputs and outputs of this process are depicted in Figure A124
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Communications
management plan
2 Project documents
updates
Figure A124 Plan Communications Management Inputs and Outputs
A1518 Plan Risk Management
Plan Risk Management is the process of defining how to conduct risk management activities for a project
The key benefit of this process is that it ensures that the degree type and visibility of risk management are
commensurate with both the risks and the importance of the project to the organization The input and outputs of
this process are depicted in Figure A125
Inputs Outputs
1 Project management plan
2 Project charter
3 Stakeholder register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Risk management plan
Figure A125 Plan Risk Management Inputs and Outputs
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附录A1 项目项目理标准
a1517通信理计划
计划沟通理发展适方法计划项目程
基利益相关者信息需求求通信效组织资产
程关键处标识文件效沟通方法
效利益相关者输入程输出a124描绘图
输入输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1通信
理计划
2项目文件
更新
图a124计划沟通理：输入输出
a1518规划风险理
规划风险理程定义实施项目风险理活动
程关键处确保程度类型风险理见度
风险项目组织重性相称输入输出
程图A125描绘
输入输出
1项目理计划
2项目章程
3利益相关者注册
4企业环境
素
5组织程
资产
1风险理计划
图A125规划风险理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1519 Identify Risks
Identify Risks is the process of determining which risks may affect the project and documenting their
characteristics The key benefit of this process is the documentation of existing risks and the knowledge and
ability it provides to the project team to anticipate events The inputs and outputs of this process are depicted in
Figure A126
Inputs Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Quality management plan
5 Human resource
management plan
6 Scope baseline
7 Activity cost estimates
8 Activity duration
estimates
9 Stakeholder register
10 Project documents
11 Procurement documents
12 Enterprise environmental
factors
13 Organizational process
assets
1 Risk register
Figure A126 Identify Risks Inputs and Outputs
A1520 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing
and combining their probability of occurrence and impact The key benefit of this process is that it enables project
managers to reduce the level of uncertainty and to focus on highpriority risks The inputs and outputs of this
process are depicted in Figure A127
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附录A1 项目项目理标准
a1519识风险
识风险程确定风险会影响项目记录
特征程关键利益存风险文档知识
提供项目团队力预测事件输入输出程描述
图a126
输入输出
1风险理计划
2成理计划
3进度理
计划
4质量理计划
5力资源
理计划
6范围基准
7活动成估算
8活动时间
估计
9利益相关者注册
10项目文件
11采购文件
12企业环境
素
13组织程
资产
1风险登记册
图a126识风险：输入输出
a1520进行定性风险分析
定性风险分析风险进行进步分析行动程评估
结合发生概率影响程关键处项目
理者减少确定性水关注高优先级风险样输入输出
程图a127描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Risk management plan
2 Scope baseline
3 Risk register
4 Enterprise environmental
factors
5 Organizational process
assets
1 Project documents
updates
Figure A127 Perform Qualitative Risk Analysis Inputs and Outputs
A1521 Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall
project objectives The key benefit of this process is that it produces quantitative risk information to support decision
making in order to reduce project uncertainty The inputs and outputs of this process are depicted in Figure A128
Inputs Outputs
1 Risk management plan
2 Cost management plan
3 Schedule management
plan
4 Risk register
5 Enterprise environmental
factors
6 Organizational process
assets
1 Project documents
updates
Figure A128 Perform Quantitative Risk Analysis Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1风险理计划
2范围基准
3风险登记册
4企业环境
素
5组织程
资产
1项目文件
更新
图a127定性风险分析：输入输出
a1521进行定量风险分析
实施定量风险分析数值分析已识风险整体影响程
项目目标程关键处产生定量风险信息支持决策
减少项目确定性输入程输出a128描绘图
输入输出
1风险理计划
2成理计划
3进度理
计划
4风险登记册
5企业环境
素
6组织程
资产
1项目文件
更新
图a128实施定量风险分析：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1522 Plan Risk Responses
Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce
threats to project objectives The key benefit of this process is that it addresses the risks by their priority inserting
resources and activities into the budget schedule and project management plan as needed The inputs and outputs
of this process are depicted in Figure A129
Inputs Outputs
1 Risk management plan
2 Risk register
1 Project management plan
updates
2 Project documents
updates
Figure A129 Plan Risk Responses Inputs and Outputs
A1523 Plan Procurement Management
Plan Procurement Management is the process of documenting project procurement decisions specifying the
approach and identifying potential sellers The key benefit of this process is that it determines whether to acquire
outside support and if so what to acquire how to acquire it how much is needed and when to acquire it The
inputs and outputs of this process are depicted in Figure A130
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附录A1 项目项目理标准
a1522规划风险应
规划风险应制定提高机会减少选择行动程
项目目标威胁程关键处涉风险优先级插入
资源活动预算计划项目理计划需输入输出
程图a129描绘
输入输出
1风险理计划
2风险登记册
1项目理计划
更新
2项目文件
更新
图a129规划风险应：输入输出
a1523计划采购理
计划采购理记录项目采购决策程中指定
方法识潜卖家程关键处决定否获
外界支持果样获取获取需少时
输入程输出a130描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Risk register
4 Activity resource
requirements
5 Project schedule
6 Activity cost estimates
7 Stakeholder register
8 Enterprise environmental
factors
9 Organizational process
assets
1 Procurement management
plan
2 Procurement statement
of work
3 Procurement documents
4 Source selection criteria
5 Makeorbuy decisions
6 Change requests
7 Project documents
updates
Figure A130 Plan Procurement Management Inputs and Outputs
A1524 Plan Stakeholder Management
Plan Stakeholder Management is the process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success The key benefit of this process is that it provides a clear actionable plan to interact
with project stakeholders to support the project’s interests The inputs and outputs of this process are depicted in
Figure A131
Inputs Outputs
1 Project management plan
2 Stakeholder register
3 Enterprise environmental
factors
4 Organizational process
assets
1 Stakeholder management
plan
2 Project documents
updates
Figure A131 Plan Stakeholder Management Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2求
文档
3风险登记册
4活动资源
求
5项目进度
6活动成估算
7利益相关者注册
8企业环境
素
9组织程
资产
1采购理
计划
2采购声明
工作
3采购文件
4源选择标准
5制造购买决定
6变更请求
7项目文件
更新
图a130计划采购理：输入输出
a1524计划利益相关者理
计划利益相关者理制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响程关键优势提供明确操作计划互动
项目利益相关者支持项目利益输入输出程描述
图a131
输入输出
1项目理计划
2利益相关者注册
3企业环境
素
4组织程
资产
1利益相关者理
计划
2项目文件
更新
图a131计划利益相关者理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A16 Executing Process Group
The Executing Process Group consists of those processes performed to complete the work defined in the
project management plan to satisfy the project specifications This Process Group involves coordinating people and
resources managing stakeholder expectations as well as integrating and performing the activities of the project in
accordance with the project management plan (Figure A132)
During project execution results may require planning updates and rebaselining This can include changes
to expected activity durations changes in resource productivity and availability and unanticipated risks Such
variances may affect the project management plan or project documents and may require detailed analysis
and development of appropriate project management responses The results of the analysis can trigger change
requests that if approved may modify the project management plan or other project documents and possibly
require establishing new baselines A large portion of the project’s budget will be expended in performing
the Executing Process Group processes The Executing Process Group (Figure A132) includes the project
management processes identified in Figures A133 through A140 (see Sections A161 through A168)
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附录A1 项目项目理标准
16执行程组
执行程组包括程进行完整定义工作
项目理计划满足项目规格程组包括协调
理资源利益相关方期整合实施项目活动
项目理计划致（图a132）
项目执行程中结果需规划更新重定基线包括改变
预期活动持续时间资源生产率性变化没预料风险样
差异影响项目理计划项目文件需详细分析
项目理发展适反应分析结果改变触发器
请求果获批准修改项目理计划项目文件
需建立新基线该项目预算部分执行
执行程组程执行程组（图a132）包括项目
理程中确定数字a133通A140（通a168见第a161）
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
The dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge
Area This Knowledge Area coordinates and unifies the processes from the other Knowledge Areas
Project Integration
Management
43
Direct and
Manage
Project
Work
Project Quality
Management
82
Perform Quality
Assurance
Project Stakeholder
Management
133
Manage
Stakeholder
Engagement
Project Procurement
Management
122
Conduct
Procurements
Project Human
Resource Management
94
Manage
Project Team
Project Communications
Management
102
Manage
Communications
93
Develop
Project Team
92
Acquire
Project Team
Figure A132 Executing Process Group
A161 Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives The key benefit of this
process is that it provides overall management of the project work The inputs and outputs of this process are
depicted in Figure A133
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附录A1 项目项目理标准
虚线圆形箭头表明程项目集成理知识部分
面积知识领域协调统程知识领域
项目集成
理
43
直接
理
项目
工作
工程质量
理
82
执行质量
保证
项目利益相关者
理
133
理
利益相关者
订婚
项目采购
理
122
行
采购
项目力
资源理
94
理
项目团队
项目沟通
理
102
理
通信
93
发展
项目团队
92
获
项目团队
图a132执行程组
a161指导理项目工作
指导理项目工作领导表演项目中定义工作流程
理计划实施实现项目目标变化关键利益
程提供项目工作整体理输入程输出
图a133描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Approved change
requests
3 Enterprise environmental
factors
4 Organizational process
assets
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project documents
updates
Figure A133 Direct and Manage Project Work Inputs and Outputs
A162 Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results from quality
control measurements to ensure that appropriate quality standards and operational definitions are used The key
benefit of this process is it facilitates the improvement of quality processes The input and outputs of this process
are depicted in Figure A134
Inputs Outputs
1 Quality management plan
2 Process improvement plan
3 Quality metrics
4 Quality control
measurements
5 Project documents
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure A134 Perform Quality Assurance Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2批准变更
请求
3企业环境
素
4组织程
资产
1交付成果
2工作性数
3变更请求
4项目理计划
更新
5项目文件
更新
图a133指导理项目工作：输入输出
a162执行质量保证
执行质量保证审计质量求程结果质量
确保适质量标准操作定义控制测量关键
程处利质量改进程程输入输出
图a134描绘
输入输出
1质量理计划
2程改进计划
3质量指标
4质量控制
测量
5项目文件
1变更请求
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图a134执行质量保证：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A163 Acquire Project Team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary
to complete project activities The key benefit of this process consists of outlining and guiding the team selection
and responsibility assignment to obtain a successful team The inputs and outputs of this process are depicted in
Figure A135
Inputs Outputs
1 Human resource
management plan
2 Enterprise environmental
factors
3 Organizational process
assets
1 Project staff assignments
2 Resource calendars
3 Project management plan
updates
Figure A135 Acquire Project Team Inputs and Outputs
A164 Develop Project Team
Develop Project Team is the process of improving competencies team member interaction and overall team
environment to enhance project performance The key benefit of this process is that it results in improved teamwork
enhanced people skills and competencies motivated employees reduced staff turnover rates and improved overall
project performance The inputs and outputs of this process are depicted in Figure A136
Inputs Outputs
1 Human resource
management plan
2 Project staff assignments
3 Resource calendars
1 Team performance
assessments
2 Enterprise environmental
factors updates
Figure A136 Develop Project Team Inputs and Outputs
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附录A1 项目项目理标准
a163获取项目团队
获取项目团队确定力资源性获团队必程
完成项目活动程关键处包括概述指导团队选择
职责分配获成功团队输入输出程描述
图a135
输入输出
1力资源
理计划
2企业环境
素
3组织程
资产
1项目员分配
2资源日历
3项目理计划
更新
图a135项目团队组建：输入输出
a164项目团队建设
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效程关键优势导致改进团队
提高技力激励员工降低员工离职率提高整体
项目绩效输入程输出a136描绘图
输入输出
1力资源
理计划
2项目员分配
3资源日历
1团队绩效
评估
2企业环境
素更新
图a136项目团队发展：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A165 Manage Project Team
Manage Project Team is the process of tracking team member performance providing feedback resolving
issues and managing team changes to optimize project performance The key benefit of this process is that it
influences team behavior manages conflict resolves issues and appraises team member performance The inputs
and outputs of this process are depicted in Figure A137
Inputs Outputs
1 Human resource
management plan
2 Project staff assignments
3 Team performance
assessments
4 Issue log
5 Work performance reports
6 Organizational process
assets
1 Change requests
2 Project management plan
updates
3 Project documents
updates
4 Enterprise environmental
factors updates
5 Organizational process
assets updates
Figure A137 Manage Project Team Inputs and Outputs
A166 Manage Communications
Manage Communications is the process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance with the communications management plan The key benefit of this
process is that it enables an efficient and effective communications flow between project stakeholders The inputs
and outputs of this process are depicted in Figure A138
Inputs Outputs
1 Communications
management plan
2 Work performance reports
3 Enterprise environmental
factors
4 Organizational process
assets
1 Project communications
2 Project management plan
updates
3 Project documents
updates
4 Organizational process
assets updates
Figure A138 Manage Communications Inputs and Outputs
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附录A1 项目项目理标准
a165理项目团队
理项目团队踪团队成员表现提供反馈程解决
问题理团队变化优化项目绩效程关键优势
影响团队行理突解决问题团队成员表现输入
程输出图a137描绘
输入输出
1力资源
理计划
2项目员分配
3团队绩效
评估
4问题日志
5工作业绩报告
6组织程
资产
1变更请求
2项目理计划
更新
3项目文件
更新
4企业环境
素更新
5组织程
资产更新
图a137理项目团队：输入输出
a166理通信
理沟通创造程中收集分发存储检索终
沟通理计划项目信息处理关键利益
程效项目干系间通信流输入
程输出图a138描绘
输入输出
1通信
理计划
2工作业绩报告
3企业环境
素
4组织程
资产
1项目沟通
2项目理计划
更新
3项目文件
更新
4组织程
资产更新
图a138沟通理：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A167 Conduct Procurements
Conduct Procurements is the process of obtaining seller responses selecting a seller and awarding a contract
The key benefit of this process is that it provides alignment of internal and external stakeholder expectations
through established agreements The inputs and outputs of this process are depicted in Figure A139
Inputs Outputs
1 Procurement management
plan
2 Procurement documents
3 Source selection criteria
4 Seller proposals
5 Project documents
6 Makeorbuy decisions
7 Procurement statement of
work
8 Organizational process
assets
1 Selected sellers
2 Agreements
3 Resource calendar
4 Change requests
5 Project management plan
updates
6 Project documents
updates
Figure A139 Conduct Procurements Inputs and Outputs
A168 Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet
their needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle The key benefit of this process is that it allows the project manager
to increase support and minimize resistance from stakeholders significantly increasing the chances to achieve
project success The inputs and outputs of this process are depicted in Figure A140
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附录A1 项目项目理标准
a167执行采购
执行采购获取卖方响应程选择卖方授予合
程关键处提供部外部利益相关方期
通建立协议输入程输出a139描绘图
输入输出
1采购理
计划
2采购文件
3源选择标准
4卖方建议
5项目文件
6制造购买决定
7采购报表
工作
8组织程
资产
1选定卖家
2协议
3资源日历
4变更请求
5项目理计划
更新
6项目文件
更新
图a139执行采购：输入输出
a168理利益相关者参
理利益相关者参沟通工作利益相关者适应程
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动程关键处允许项目理
增加减少阻力利益相关者显着增加机会实现
项目成功输入程输出图A140描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Stakeholder management
plan
2 Communications
management plan
3 Change log
4 Organizational process
assets
1 Issue log
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A140 Manage Stakeholder Engagement Inputs and Outputs
A17 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of those processes required to track review and
orchestrate the progress and performance of the project identify any areas in which changes to the plan are
required and initiate the corresponding changes The key benefit of this Process Group is that project performance
is measured and analyzed at regular intervals appropriate events or exception conditions to identify variances from
the project management plan The Monitoring and Controlling Process Group also involves
Controlling changes and recommending corrective or preventive action in anticipation of possible
problems
Monitoring the ongoing project activities against the project management plan and the project performance
measurement baseline and
Influencing the factors that could circumvent integrated change control or configuration management so
only approved changes are implemented
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附录A1 项目项目理标准
输入输出
1利益相关者理
计划
2通信
理计划
3更改日志
4组织程
资产
1问题日志
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图A140理利益相关者参：输入输出
a17监控程组
监控程组包括需踪程回顾
协调项目进展性识领域变化计划
需启动相应变化程组关键处项目绩效
测量定期分析相应事件异常情况发现偏离
项目理计划监控程组包括：
？控制变更推荐纠正预防预期作
问题
？监视正进行项目活动项目理计划项目绩效
测量基线
？规避整体变更控制配置理影响素
实施批准变更
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
This continuous monitoring provides the project team insight into the health of the project and identifies
any areas requiring additional attention The Monitoring and Controlling Process Group not only monitors and
controls the work being done within a Process Group but also monitors and controls the entire project effort
In multiphase projects the Monitoring and Controlling Process Group coordinates project phases in order to
implement corrective or preventive actions to bring the project into compliance with the project management
plan This review can result in recommended and approved updates to the project management plan For
example a missed activity finish date may require adjustments and tradeoffs between budget and schedule
objectives In order to reduce control overheads management by exception procedures and other techniques
can be appropriately considered The Monitoring and Controlling Process Group (Figure A141) includes the
following project management processes (Sections A171 through A1711)
The dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge
Area This Knowledge Area coordinates and unifies the processes from the other Knowledge Areas
Project Integration
Management
44
Monitor and
Control
Project Work
45
Perform
Integrated
Change Control
Project Scope
Management
56
Control
Scope
55
Validate
Scope
Project Quality
Management
83
Control
Quality
Project Stakeholder
Management
134
Control
Stakeholder
Engagement
Project Cost
Management
74
Control
Costs
Project Procurement
Management
123
Control
Procurements
Project Risk
Management
116
Control Risks
Project Communications
Management
1035
Control
Communications
Project Time
Management
67
Control
Schedule
Figure A141 Monitoring and Controlling Process Group
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附录A1 项目项目理标准
种连续监视项目团队解项目健康标识
需额外注意方监控程组仅监视
控件工作程组做监视控制整项目努力
相工程监控程组坐标项目阶段便
实施纠正预防措施项目项目理规
计划文推荐批准项目理计划更新
例错活动完成日期需预算进度间调整取舍
目标减少控制开销通例外程序技术理
适考虑监控程组（图a141）包括
面项目理流程（部分a171通a1711）：
虚线圆形箭头表明程项目集成理知识部分
面积知识领域协调统程知识领域
项目集成
理
44
监控
控制
项目工作
45
执行
集成
变更控制
项目范围
理
56
控制
范围
55
验证
范围
工程质量
理
83
控制
质量
项目利益相关者
理
134
控制
利益相关者
订婚
项目成
理
74
控制
成
项目采购
理
123
控制
采购
项目风险
理
116
控制风险
项目沟通
理
1035
控制
通信
项目时间
理
67
控制
铁列车时刻表
图a141监控程组
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A171 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan The key benefit of this process is that it allows
stakeholders to understand the current state of the project the steps taken and budget schedule and scope
forecasts The inputs and outputs for this process are depicted in Figure A142
Inputs Outputs
1 Project management plan
2 Schedule forecasts
3 Cost forecasts
4 Validated changes
5 Work performance
information
6 Enterprise environmental
factors
7 Organizational process
assets
1 Change requests
2 Work performance reports
3 Project management plan
updates
4 Project documents
updates
Figure A142 Monitor and Control Project Work Inputs and Outputs
A172 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests approving changes
and managing changes to deliverables organizational process assets project documents and the project
management plan and communicating their disposition It reviews all requests for changes or modifications to
project documents deliverables baselines or the project management plan and approves or rejects the changes
The key benefit of this process is that it allows for documented changes within the project to be considered in
an integrated fashion while reducing project risk which often arises from changes made without consideration
to the overall project objectives or plans The inputs and outputs of this process are depicted in Figure A143
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附录A1 项目项目理标准
a171监控项目工作
监控项目工作踪程审查报告进度满足
项目理计划中定义性目标程关键处允许
利益相关者解项目前状态步骤预算进度范围
预测程输入输出图A142描绘
输入输出
1项目理计划
2进度预测
3成预测
4变化验证
5工作性
问询处
6企业环境
素
7组织程
资产
1变更请求
2工作业绩报告
3项目理计划
更新
4项目文件
更新
图A142监控项目工作：输入输出
a172执行整体变更控制
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目
理计划交流性格回顾改动修改请求
项目文件交付成果基线项目理计划批准拒绝变更
程关键处允许记录变化项目中考虑
集成方式降低项目风险常常没考虑变化
项目整体目标计划输入程输出a143描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Work performance reports
3 Change requests
4 Enterprise environmental
factors
5 Organizational process
assets
1 Approved change
requests
2 Change log
3 Project management plan
updates
4 Project documents
updates
Figure A143 Perform Integrated Change Control Inputs and Outputs
A173 Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables The key benefit
of this process is that it brings objectivity to the acceptance process and increases the chance of final product
service or result acceptance by validating each deliverable The inputs and outputs of this process are depicted in
Figure A144
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Verified deliverables
5 Work performance data
1 Accepted deliverables
2 Change requests
3 Work performance
information
4 Project documents
updates
Figure A144 Validate Scope Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2工作业绩报告
3变更请求
4企业环境
素
5组织程
资产
1批准变更
请求
2更改日志
3项目理计划
更新
4项目文件
更新
图a143执行整体变更控制输入输出
a173验证范围
验证范围正式验收已完成项目交付成果程关键处
程带客观接受程提高终产品机会
服务通验证交付成果验收输入输出程描述
图a144
输入输出
1项目理计划
2求
文档
3求追溯性
矩阵
4验证交付成果
5工作性数
1接受交付
2变更请求
3工作性
问询处
4项目文件
更新
图a144验证范围：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A174 Control Scope
Control Scope is the process of monitoring the status of the project and product scope and managing changes to
the scope baseline The key benefit of this process is that it allows the scope baseline to be maintained throughout
the project The inputs and outputs of this process are depicted in Figure A145
Inputs Outputs
1 Project management plan
2 Requirements
documentation
3 Requirements traceability
matrix
4 Work performance data
5 Organizational process
assets
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A145 Control Scope Inputs and Outputs
A175 Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and
manage changes to the schedule baseline to achieve the plan The key benefit of this process is that it provides the
means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk The
inputs and outputs of this process are depicted in Figure A146
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附录A1 项目项目理标准
a174控制范围
控制范围监测项目产品范围现状理变化程
范围基线程关键处允许范围基准保持整
项目输入程输出a145描绘图
输入输出
1项目理计划
2求
文档
3求追溯性
矩阵
4工作性数
5组织程
资产
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a145控制范围：输入输出
a175进度控制
进度控制工程监控活动状态更新项目进展程
理改变进度基准计划实现程关键处提供
方法计划认识偏差采取纠正预防措施减少风险
输入程输出a146描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project schedule
3 Work performance data
4 Project calendars
5 Schedule data
6 Organizational process
assets
1 Work performance
information
2 Schedule forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure A146 Control Schedule Inputs and Outputs
A176 Control Costs
Control Costs is the process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline The key benefit of this process is that it provides the means to recognize variance
from the plan in order to take corrective action and minimize risk The inputs and outputs of this process are
depicted in Figure A147
Inputs Outputs
1 Project management plan
2 Project funding
requirements
3 Work performance data
4 Organizational process
assets
1 Work performance
information
2 Cost forecasts
3 Change requests
4 Project management plan
updates
5 Project documents
updates
6 Organizational process
assets updates
Figure A147 Control Costs Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目进度
3工作性数
4项目日历
5表数
6组织程
资产
1工作性
问询处
2进度预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图a146控制计划：输入输出
a176控制成
控制成监测项目状态更新项目成理程
成基线变化程关键处提供手段识差异
计划采取纠正措施降低风险输入程输出
图a147描绘
输入输出
1项目理计划
2项目资金
求
3工作性数
4组织程
资产
1工作性
问询处
2成预测
3变更请求
4项目理计划
更新
5项目文件
更新
6组织程
资产更新
图a147成控制：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A177 Control Quality
Control Quality is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes The key benefits of this process include (1) identifying the
causes of poor process or product quality and recommending andor taking action to eliminate them and (2)
validating that project deliverables and work meet the requirements specified by key stakeholders necessary for
final acceptance The inputs and outputs of this process are depicted in Figure A148
Inputs Outputs
1 Project management plan
2 Quality metrics
3 Quality checklists
4 Work performance data
5 Approved change
requests
6 Deliverables
7 Project documents
8 Organizational process
assets
1 Quality control
measurements
2 Validated changes
3 Verified deliverables
4 Work performance
information
5 Change requests
6 Project management plan
updates
7 Project documents
updates
8 Organizational process
assets updates
Figure A148 Control Quality Inputs and Outputs
A178 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire
project life cycle to ensure the information needs of the project stakeholders are met The key benefit of this process
is that it ensures an optimal information flow among all communication participants at any moment in time The
inputs and outputs of this process are depicted in Figure A149
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附录A1 项目项目理标准
a177质量控制
控制质量监测记录执行质量活动评估结果程
性建议必变化程优点包括：（1）识
怜程产品质量推荐采取行动消原（2）
验证项目交付成果工作满足关键利益相关者必求
终验收输入程输出a148描绘图
输入输出
1项目理计划
2质量指标
3质量检查清单
4工作性数
5批准变更
请求
6交付成果
7项目文件
8组织程
资产
1质量控制
测量
2变化验证
3验证交付成果
4工作性
问询处
5变更请求
6项目理计划
更新
7项目文件
更新
8组织程
资产更新
图a148质量控制：输入输出
a178控制通信
控制通信监测控制通信整程
项目生命周期确保信息需求项目干系见面程关键利益
确保佳信息流间通信参者时刻
输入程输出a149描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Project communications
3 Issue log
4 Work performance data
5 Organizational process
assets
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A149 Control Communications Inputs and Outputs
A179 Control Risks
Control Risks is the process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project The key benefit of this
process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize
risk responses The inputs and outputs of this process are depicted in Figure A150
Inputs Outputs
1 Project management plan
2 Risk register
3 Work performance data
4 Work performance reports
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A150 Control Risks Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2项目沟通
3问题日志
4工作性数
5组织程
资产
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a149控制通信：输入输出
a179控制风险
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目关键利益
程提高风险方法效率整项目生命周期中断优化
风险应输入程输出a150描绘图
输入输出
1项目理计划
2风险登记册
3工作性数
4工作业绩报告
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a150控制风险：输入输出
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
A1710 Control Procurements
Control Procurements is the process of managing procurement relationships monitoring contract performance
and making changes and corrections to contracts as appropriate The key benefit of this process is that it ensures
that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal
agreement The inputs and outputs of this process are depicted in Figure A151
Inputs Outputs
1 Project management plan
2 Procurement documents
3 Agreements
4 Approved change
requests
5 Work performance reports
6 Work performance data
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A151 Control Procurements Inputs and Outputs
A1711 Control Stakeholder Engagement
Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders The key benefit of this process is that it will maintain
or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its
environment changes The inputs and outputs of this process are depicted in Figure A152
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附录A1 项目项目理标准
a1710控制采购
控制采购理采购关系程监控合履行
改变修正合适程关键处保证
两卖方买方性满足采购求根法律条款
协议输入程输出a151描绘图
输入输出
1项目理计划
2采购文件
3协议
4批准变更
请求
5工作业绩报告
6工作性数
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a151采购：输入输出控制
a1711控制利益相关者参
控制利益相关者参监测整项目利益相关者关系程
调整利益相关者参策略计划程关键处保持
提高效率效性利益相关者参活动项目发展
环境变化输入程输出a152描绘图
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Issue log
3 Work performance data
4 Project documents
1 Work performance
information
2 Change requests
3 Project management plan
updates
4 Project documents
updates
5 Organizational process
assets updates
Figure A152 Control Stakeholder Engagement Inputs and Outputs
A18 Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project
Management Process Groups to formally complete the project phase or contractual obligations This Process
Group when completed verifies that the defined processes are completed within all the Process Groups to close
the project or a project phase as appropriate and formally establishes that the project or project phase is complete
This Process Group also formally establishes the premature closure of the project Prematurely closed projects
may include for example aborted projects cancelled projects and projects in a critical situation In specific cases
when some contracts cannot be formally closed (eg claims ending clauses etc) or some activities are to be
transferred to other organizational units specific handover procedures may be arranged and finalized
At project or phase closure the following may occur
Obtain acceptance by the customer or sponsor to formally close the project or phase
Conduct postproject or phaseend review
Record impacts of tailoring to any process
Document lessons learned
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附录A1 项目项目理标准
输入输出
1项目理计划
2问题日志
3工作性数
4项目文件
1工作性
问询处
2变更请求
3项目理计划
更新
4项目文件
更新
5组织程
资产更新
图a152利益相关者参：输入输出控制
A1收尾程组
收尾程组包括程进行总结项目活动
理程组正式结束项目相位合义务程
组完成验证该定义程中工艺组完成关闭
项目项目阶段适正式表明该项目项目阶段完成
程组正式确立项目早关闭早关闭项目
包括例：中止项目取消项目关键情况项目特定情况
合正式关闭（例索赔终止条款等）活动
转移组织单位具体移交手续设置完成
项目阶段关闭会出现：
？获接受客户赞助商正式结束项目阶段
？进行岗位项目阶段结束评估
？剪裁程记录影响
？文件验教训
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Apply appropriate updates to organizational process assets
Archive all relevant project documents in the project management information system (PMIS) to be used
as historical data
Close out all procurements activities ensuring termination of all relevant agreements and
Perform team members’ assessment and release project resources
The Closing Process Group (Figure A153) includes the following project management processes (See
Sections A181 and A182)
The dashed circular arrow indicates that the process is part of the
Project Integration Management Knowledge Area This Knowledge
Area coordinates and unifies the processes from the other
Knowledge Areas
Project Integration
Management
Project Procurement
Management
46
Close Project
or Phase
124
Close
Procurements
Figure A153 Closing Process Group
A181 Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process
Groups to formally complete the project or phase The key benefit of this process is that it provides lessons learned
the formal ending of project work and the release of organization resources to pursue new endeavors The inputs
and outputs of this process are depicted in Figure A154
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附录A1 项目项目理标准
？应适更新组织程资产
？档相关项目文件中项目理信息系统（PMIS）
作历史数
？关闭采购活动确保相关协议终止
？执行团队成员评估发布项目资源
收尾程组（图a153）包括项目理程（见
部分a181a182）：
虚线圆形箭头表明程部分
项目理知识领域方面知识
面积坐标结合程
知识领域
项目集成
理
项目采购
理
46
关闭项目
阶段
124
关闭
采购
图a153收尾程组
a181结束项目阶段
结束项目阶段活动完成项目理程
集团正式结束项目阶段程关键优势提供验教训
项目工作正式结束组织资源释放追求新努力输入
程输出图a154描绘
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ANNEX A1 THE STANDARD FOR PROJECT MANAGEMENT OF A PROJECT
Inputs Outputs
1 Project management plan
2 Accepted deliverables
3 Organizational process
assets
1 Final product service or
result transition
2 Organizational process
assets updates
Figure A154 Close Project or Phase Inputs and Outputs
A182 Close Procurements
Close Procurements is the process of completing each procurement The key benefit of this process is that it
documents agreements and related documentation for future reference The inputs and outputs of this process are
depicted in Figure A155
Inputs Outputs
1 Project management plan
2 Procurement documents
1 Closed procurements
2 Organizational process
assets updates
Figure A155 Close Procurements Inputs and Outputs
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附录A1 项目项目理标准
输入输出
1项目理计划
2接受交付
3组织程
资产
1终产品服务
结果转换
2组织程
资产更新
图a154结束项目阶段：输入输出
a182结束采购
结束采购完成采购程程关键优势
文件协议备查文件输入程输出
图a155描绘
输入输出
1项目理计划
2采购文件
1关闭采购
2组织程
资产更新
图a155结束采购：输入输出
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APPENDIX X1 FIFTH EDITION CHANGES
APPENDIX X1
FIFTH EDITION CHANGES
The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project
Management Body of Knowledge (PMBOK Guide)—Fourth Edition to create the PMBOK Guide—Fifth Edition
X11 Scope of Update
The approved scope for the PMBOK Guide – Fifth Edition explicitly states
Comments and feedback both deferred during the development of the PMBOK Guide – Fourth Edition
and received by PMI since its development will be reviewed and determined whether material will be
included or excluded in the new edition
Review all text and graphics in the document to make sure the information is accurate clear complete
and relevant revising as necessary
Review interpret and ensure appropriate alignment with ISO 21500 [12] in the development of the standard
Ensure harmonization with any other relevant PMI standards
Consider project management role delineation study results as appropriate
Reposition Section 3 (The Standard for Project Management) as a standalone ANSIapproved standard
included within the Fifth Edition as an Appendix or attachment
Standard is written for project management practitioners and other stakeholders of the project
management profession
Standard describes the principles and processes that shape the practices that are unique to projects
Standard ensures that any terminology contained within the PMI Lexicon is represented consistently and
identically in the standard
With that directive in mind the update team adopted an approach aimed at achieving a greater degree of
consistency and clarity by refining the processes standardizing inputs and outputs where possible and implementing
a global approach for documenting the inputs and outputs
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附录X1 第五版变化
附录X1
第五版变化
附录目出项目导变化详细解释
知识理（PMBOK？指南）第四版创建PMBOK？第五版指南
x11更新范围
批准范围PMBOK？–第五版指南明确规定：
？意见反馈递延PMBOK发展程中？–指南第四版
接收PMI发展进行审查决定否材料
包括排新版
？检查文档中文图形确保信息准确明确完整
关适时修订
？审查解释确保符合ISO 21500 [ 12 ]标准发展适齐方式
？确保关PMI标准协调
？考虑项目理角色描述研究结果适
？重新定位3节（项目理标准）作独立ANSI认证标准
包含第五版附录附件
？标准项目理业员项目利益相关者写
理专业
？标准描述原理程形状独特工程实践
？标准确保包含PMI词汇术语表示致
相标准
头脑中指导更新团队采取项措施旨实现更程度
通精炼程致性透明度规范输入输出情况实施
记录输入输出全球性方法
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APPENDIX X1 FIFTH EDITION CHANGES
Along with a focus on consistency and clarity the update team worked to complete the requirements for
factoring feedback received for the PMBOK Guide – Fourth Edition and ensure alignment and harmonization with
relevant PMI standards ISO 21500 PMI Lexicon of Project Management Terms and the PMI role delineation study
for project managers
X12 Rules for Handling Inputs Tools and Techniques and Outputs (ITTOs)
Business rules were established to further aid consistency in handling the order and detail of information within
the ITTOs for each project management process These rules are
ITTO Fundamental Rules
○○ Inputs are any documents that are key to the process
○○ Process outputs should map as an input to another project management process unless the
output is a terminal output or embedded within another input such as process documents
○○ Process inputs should map as an output from another project management process unless the
input comes from outside the project
Project Documents Rules
○○ On the ITTO input list if the input is a major project document it needs to be specifically listed
out
○○ On the ITTO output list specific project documents are put on the list the first time they are
created as an output Subsequently these are listed as project document updates on the ITTO
output list and described in the section narrative
Project Management Plan Rules
○○ On the ITTO input list if the subsidiary plans and baselines from the project management plan
serve as major process inputs then these need to be specifically listed out
○○ On the ITTO output list subsidiary plans and baselines for the project management plan are
grouped as a single output as project management plan updates and described in the section
narrative
○○ On the ITTO input list for those planning processes that create a subsidiary plan the project
management plan is listed as the key input
○○ For control processes the key input is project management plan rather than specific subsidiary
plans And the output is project management plan updates rather than an update to a specific
subsidiary plan
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附录X1 第五版变化
着致性清晰焦点更新团队努力完成求
保理收反馈PMBOK？–指南第四版确保调
关PMI标准ISO 21500项目理方面PMI词汇PMI角色描述研究
项目理
处理输入X12规工具技术输出（ittos）
业务规建立处理信息序细节进步援助致性
项目理程ittos规：
？基规：
○○输入文件关键程
○○程输出应该映射项目理程输入非
输出终端输出嵌入输入工艺文件
○○程输入应图项目理程输出非
输入外部项目
？项目文档规：
输入列表○○果输入项目文件需具体列出
出
○○输出列表具体项目文件清单第次
创建输出列项目更新文档
输出列表部分叙述
？项目理计划规：
输入列表○○果项目理计划子计划基线
作程输入然需具体列出
○○输出列表项目理计划子计划基线
作单分组输出项目理计划更新节描述
叙事
输入列表○○规划流程创建附属计划项目
理计划列关键输入
控制程○○键输入项目理计划特定子公司
计划输出项目理计划更新特定更新
子公司计划
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APPENDIX X1 FIFTH EDITION CHANGES
EEFOPA Referencing Rule for Process Inputs
○○ When referencing EEFs or OPAs include the phrase Described in Section and state 214 for
OPAs or 215 for EEFs
Other Consistency Rules
○○ Rename project document update and organizational process asset updates to project
documents updates and organizational process assets updates
○○ For consistency across the PMBOK Guide document titles are not to be capitalized in the text
Sequencing Rules
○ For inputs and outputs plans subsidiary plans and baselines are listed first
○ Project management plan first then subsidiary plans then baselines
○ When plans are a major output they are always listed first
○○ For inputs work performance datainformationreports these are listed immediately before the
enterprise environmental factors
○○ Enterprise environmental factors and organizational process assets are listed last in that order
○○ Tools and techniques have meetings listed last
○○ When updates are an output they are listed in the following sequence
○ Project management plansubsidiary plan updates
○ Project documents updates
○ Enterprise environmental factors updates and
○ Organizational process assets updates
X13 Established Rules for Ensuring Harmonization Between Glossary Terms
and the PMI Lexicon of Project Management Terms
To ensure that terms used in the PMBOK Guide align with the PMI Lexicon of Project Management Terms and
harmonize with other PMI standards business rules were established and adhered to in the Fifth Edition update
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附录X1 第五版变化
？牛肉 OPA引规程输入：
○○初中引包括描述节中状态214
初中215
？致性规：
○○重命名项目文档更新组织程资产更新项目
文件更新组织程资产更新
项目理知识体系致性○○？引导文件标题文写
？排序规：
○输入输出计划分计划基线均列第
○项目理计划第然分计划然基线
○计划输出总先市
输入工作绩效数信息报告○○市前
企业环境素
○○企业环境素组织程资产列秩序
○○工具技术会议已市
○○更新时输出序列出：
○项目理计划子公司计划更新
○项目文件更新
○企业环境素更新
○组织程资产更新
x13间建立保证术语统规
项目理方面PMI词典
确保术语PMBOK？指导项目理方面PMI词汇
PMI标准协调业务规建立坚持第五版更新
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APPENDIX X1 FIFTH EDITION CHANGES
For terms found in both the PMBOK Guide and the PMI Lexicon the definition from the PMI Lexicon takes
precedence
Where terms used in the PMBOK Guide are not found in the PMI Lexicon but are found in other relevant
PMI standards (eg The Standard for Program Management Organizational Project Management
Maturity Model (OPM3) The Standard for Portfolio Management Practice Standard for Earned Value
Management Practice Standard for Scheduling etc) the definition of the terms shall be the same If the
definitions do not align with the respective standards the term is elevated to the PMI Lexicon team for
assistance in creating an acceptable common definition
X14 Project Management Plan and Its Subsidiary Plans
To improve consistency and aid clarity around the various subsidiary plans that make up the overall project
management plan the team added four planning processes Plan Scope Management Plan Schedule Management
Plan Cost Management and Plan Stakeholder Management These changes bring back the scope planning process
from the Third Edition and add three new planning processes The additions provide clearer guidance for the
concept that each major Knowledge Area has a need for the project team to actively think through and plan how
aspects from the related processes are planned and managed It also reinforces the concept that each of the
subsidiary plans are integrated through the overall project management plan which becomes the major planning
document for guiding further project planning and execution
This change also ensures harmonization with other PMI standards For example a detailed planning process
for Plan Schedule Management reinforces the need for detailed planning to address project scheduling issues
such as selecting the scheduling method and tool during early planning stages as part of the overall Project Time
Management processes This concept of detailed planning for project scheduling related decisions aligns with the
Practice Standard for Scheduling and ensures harmonization across PMI standards
X15 C onsistency in Handling Project Management Work Execution Data and
Information Flow
To improve consistency and add clarity regarding project data and information flows during project work
execution the team redefined work performance data work performance information and work performance
reports to align with the DIKW (Data Information Knowledge Wisdom) model used in the field of Knowledge
Management
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附录X1 第五版变化
？发现PMBOK？引导PMI词汇词汇定义PMI
优先
？里术语PMBOK？指南PMI词汇发现相关发现
PMI标准（例项目理组织项目理标准
成熟度模型（OPM3？）投资组合理标准挣值实践标准
理调度实践标准等等）该术语定义应相果
定义符合相应标准长期升高PMI词库组
创建接受定义援助
x14项目理计划子公司计划
提高致性援助整项目子计划清晰度
理计划团队补充四规划流程：规划范围理计划理
计划成理利益相关者理计划变化带范围计划编制程
第三版增加三新规划程添加提供更清晰指引
概念知识领域项目需团队积极思考计划
相关流程方面计划理强调概念
公司计划通全面项目理计划集成成规划
进步指导项目规划执行文件
种变化确保PMI标准协调例详细规划程
计划理加强详细规划解决项目调度问题必性
选择调度方法工具早期规划阶段作整项目时间部分
理流程概念详细规划项目调度相关决策
调度实践标准保证PMI标准协调
×15 C程处理项目理工作执行数
信息流
提高致性添加项目数信息流项目工作透明度
执行重新定义团队工作绩效数工作绩效信息工作绩效
配合DIKW报告（数信息知识智慧）应领域知识模型
理
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APPENDIX X1 FIFTH EDITION CHANGES
Work Performance Data The raw observations and measurements identified during activities performed
to carry out the project work Examples include reported percent of work physically completed quality
technical performance measures start and finish dates of schedule activities number of change requests
number of defects actual costs actual durations etc
Work Performance Information The performance data collected from various controlling processes
analyzed in context and integrated based on relationships across areas Examples of performance
information are status of deliverables implementation status for change requests forecasted estimates
to complete
Work Performance Reports The physical or electronic representation of work performance information
compiled in project documents intended to generate decisions raise issues actions or awareness
Examples include status reports memos justifications information notes electronic dashboards
recommendations and updates
The redefined data model was then applied consistently to the inputs and outputs for the various controlling and
executing processes as illustrated in Figure X11
Direct and
Manage
Project Work
Validate
Scope
Control
Scope
Control
Schedule
Control
Costs
Control
Quality
Control
Communications
Control
Procurements
Control
Risks
Control
Stakeholder
Engagement
Work
performance
data
Monitor and
Control
Project Work
Work
performance
reports
Work
performance
information
Project document updates
Project plan updates
Change requests
Perform
Integrated
Change Control
Develop Project
Management
Plan
Manage
Communications
Manage
Project
Team
Figure X11 Refined Data Model
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附录X1 第五版变化
？工作性数原始观测数活动期间确定测量
项目开展工作例子包括报告实际工作完成百分质量
技术性措施开始结束日期计划活动变更请求数
缺陷数实际成实际工期等
？工作绩效信息种控制程中收集性数
语境中分析基关系跨区综合表现例子
信息状态变更请求交付实施现状预测估计
完成
？工作绩效报告工作绩效信息物理电子表示
项目文件编制旨生成决策提出问题行动意识
例子包括状况报告备忘录理信息记录电子仪表板
建议更新
重新定义数模型然应广泛种控制输入输出
执行程图示X1 1
直接
理
项目工作
验证
范围
控制
范围
控制
铁列车时刻表
控制
成
控制
质量
控制
通信
控制
采购
控制
风险
控制
利益相关者
订婚
工作
性
数
监控
控制
项目工作
工作
性
报告
工作
性
问询处
项目文件更新
项目计划更新
变更请求
执行
集成
变更控制
开发项目
理
计划
理
通信
理
项目
团队
图X1 1精确数模型
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APPENDIX X1 FIFTH EDITION CHANGES
X16 Section 1—Introduction
Sections 12 14 and 16 were realigned and harmonized with first sections in The Standard for Program
Management – Third Edition and The Standard for Portfolio Management – Third Edition This ensures the
information regarding the relationship between projects programs and portfolios is treated consistently across
all three standards Additional text was added to Section 144 to expand the discussion on project management
offices Section 15 on Project Management and Operations Management was expanded to more broadly address
the relationship among project management operations management and organizational strategy A new section
was added to address the importance of interpersonal skills of a project manager and refers the reader to Appendix
X3 of the PMBOK Guide for further discussion on the importance of interpersonal skills in managing projects
Section 18 on Enterprise Environmental Factors was moved to Section 2
X17 Section 2—Project Life Cycle and Organization
The content of Section 2 was reorganized to improve content flow and understanding The section on
organizational influence on project management was moved to the beginning of the section and expanded to
provide broader coverage of how organizational factors can influence the conduct of project teams The discussion
of enterprise environmental factors was moved into this section from Section 1 The section on stakeholders was
expanded to better address project stakeholders and their impact on project governance A new section was added
to address the characteristics and structure of the project team The section on project life cycle was moved to the
end of the section and expanded to further explain life cycles and phases
X18 Section 3 Project Management Processes for a Project
Section 3 of the PMBOK Guide – Fourth Edition was moved into a new Annex in the PMBOK Guide – Fifth
Edition (Annex A1 – The Standard for Project Management of a Project) The introduction to this section was
cleaned up and expanded to enable this annex to serve as a standalone document This positions the Standard for
Project Management away from the main body of the PMBOK Guide material allowing the evolution of the Body of
Knowledge material to be separate from the actual Standard for Project Management
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附录X1 第五版变化
x16部分较系统梳理
部分121416分组合标准第部分协调程序
理–第三版第三版标准–投资组合理确保
项目间关系信息程序组合处理致
三标准额外文添加部分144扩项目理探讨
办公室15部分项目理运营理扩展更广泛址
项目理运营理关系组织战略新部分
添加址项目理际关系重性指读者附录
X3PMBOK？际交技项目理重性进步讨指南
18部分企业环境素转移2节
x17部分2project生命周期组织
2部分容进行重组提高容流理解部分
项目理组织影响移动部分开始扩
提供覆盖面更广组织素影响项目团队行讨
企业环境素转移节1节利益相关者部分
扩更解决项目利益相关者项目治理结构影响添加新部分
解决项目团队结构特征项目生命周期部分转移
扩展进步解释生命周期阶段
项目X18段3项目理程
3章PMBOK？第四版指南–搬进PMBOK新附件？指导–第五
版（附录A1–项目项目理标准）章介绍
清理扩附件作独立文件职位标准
项目理项目理知识体系体？导料允许身体进化
知识材料项目理实际标准分离
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APPENDIX X1 FIFTH EDITION CHANGES
X19 New Section 3 for PMBOK Guide – Fifth Edition
A replacement Section 3 was developed for the PMBOK Guide – Fifth edition This new section bridges the
content between Sections 1 and 2 and the Knowledge Area sections The new section introduces the project
management processes and Process Groups as in the previous editions of the PMBOK Guide However it does not
list each of the processes associated with each of the Project Management Process Groups
X110 Split Section 10 on Project Communications Management into Two
Separate Sections
Deferred and postpublication comments on the Project Communications Knowledge Area of the PMBOK Guide
– Fourth Edition uncovered a need to modify this Knowledge Area as well as the processes within the Knowledge
Area In general the comments fell into three groups
Eliminate confusion created between the processes of Distribute Information and Report Performance
and their overlap with processes for Control Scope Control Schedule and Control Cost
Tighten the focus of Project Communications Management to planning for the communications needs
of the project collecting storing and disseminating project information and monitoring overall project
communications to ensure its efficiency
Break out and expand on stakeholder management concepts to reflect not solely upon (a) analyzing
stakeholder expectations and its impact on the project and (b) developing appropriate management
strategies for effectively engaging stakeholders in project decisions and execution but also upon
continuous dialogue with stakeholders to meet their needs and expectations address issues as they
occur and foster appropriate stakeholder engagement in project decisions and activities
Planning for and managing the communication needs of the project as well as the stakeholders’ needs are
two distinct keys to project success The concept being reinforced is that both are discrete Knowledge Areas
in which stakeholder management is not simply better management of communications nor which improved
communications is simply better stakeholder management This concept drives the need to treat these two critical
keys for project success as distinct areas
Revamping this Knowledge Area by separating Project Stakeholders Management from Project Communications
Management provides the following benefits
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附录X1 第五版变化
新3节x19 PMBOK？–指南第五版
更换3节建立PMBOK？–指南第五版段新桥梁
第12间容知识领域部分新部分项目
理程程组项目理知识体系前版？指南然
列表中项目理程组相关程
x110分10节项目沟通理两
单独章节
递延发表评工程通信知识领域？指南
–第四版发现需修改知识领域知识程
面积般情况评分成三组：
？消混乱程间分配信息绩效报告
重叠控制范围程控制计划控制成
？加强项目沟通理重点规划通信需求
该项目收集存储传播项目信息监控整项目
沟通确保效率
？突破扩利益相关者理概念反映取决（）分析
利益相关方期工程影响（b）开发相应理
效参项目决策执行策略
利益相关者持续话满足需求期解决问题
发生项目决策活动促进适利益相关者参
规划理通信工程需利益相关者需
项目成功两键概念增强离散知识领域
利益相关者理仅仅更理提高交通没
通信更利益相关者理概念驱动需治疗两关键
项目成功关键领域
项目沟通分离项目利益相关者理知识领域改造
理提供处：
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APPENDIX X1 FIFTH EDITION CHANGES
Focuses on not only managing the expectations of the various stakeholder groups but actively working to
ensure an appropriate level of engagement of project stakeholders in the decision making and activities
of the project
Aligns with the growing body of research showing stakeholder engagement as one of the keys to overall
project success
Improves the alignment between the PMBOK Guide and The Standard for Program Management
Aligns better with the focus on stakeholder management being put forward with the new ISO 21500
standard
Allows better emphasis on Project Communications Management by focusing on the main purpose of
communication activities to collect store organize and distribute project information
Enables the realignment of project communications processes thus addressing the confusion and overlap
surrounding project performance analysis and reporting
Section 10 was separated into two distinct Knowledge Areas Project Communications Management and Project
Stakeholder Management This change takes the communication processes currently contained in Section 10
and refocuses them to project communications planning executing and controlling The two current stakeholder
aligned processes within Section 10 (Identify Stakeholders and Manage Stakeholder Expectations) were moved into
a new section addressing stakeholder management Stakeholderrelated text from Section 23 was also moved into
this new section The project management processes related to managing project stakeholders were expanded to
include
Identify Stakeholders
Develop Stakeholder Management Plan
Manage Stakeholder Engagement and
Control Stakeholder Engagement
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附录X1 第五版变化
？重点仅理利益相关群体期积极努力
确保决策活动项目利益相关者参适水
该项目
？利益相关者参研究显示越越作整体关键
项目成功
？提高PMBOK齐？指导理标准程序
？更利益相关者理提出新ISO 21500重点
标准
？允许项目沟通理更重点集中目
交际活动收集存储组织分发项目信息
？项目沟通程调整解决困惑重叠
周边项目性分析报告
10部分分两知识领域：项目沟通理项目
利益相关者理种变化需通信程中前包含10节
转项目沟通计划执行控制前两利益相关者
齐程10节（确定利益相关者理利益相关方期）转移
新部分解决利益相关者理利益相关者相关文23节移动
新部分理项目利益相关项目理流程进行扩展
包括：
？确定利益相关者
？发展利益相关者理计划
？理利益相关者参
？控制利益相关者参
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APPENDIX X1 FIFTH EDITION CHANGES
X111 Process Changes
As part of the process changes several process names were changed to improve consistency across the
processes and to improve clarity All processes that create a subsidiary plan were named using the form of Plan
{XXX} Management The Monitor and Controlling processes were named using the form Control {XXX} since the
act of controlling a process includes monitoring the process These changes improved the consistency of how
processes are named across all processes In addition to process name changes several other processes were
added or modified as described elsewhere in this appendix The list below summarizes the process changes
43 Direct and Manage Project Execution—changed to Direct and Manage Project Work
51 Plan Scope Management—added
55 Verify Scope—changed to Validate Scope
61 Plan Schedule Management—added
71 Plan Cost Management—added
81 Plan Quality—changed to Plan Quality Management
83 Perform Quality Control—changed to Control Quality
91 Develop Human Resource Plan—changed to Plan Human Resource Management
102 Plan Communications—changed to Section 101 Plan Communications Management
103 Distribute Information—changed to Section 102 Manage Communications
105 Report Performance—changed to Section 103 Control Communications
116 Monitor and Control Risks—changed to Control Risks
121 Plan Procurements—changed to Plan Procurement Management
123 Administer Procurements—changed to Control Procurements
101 Identify Stakeholders—moved to Section 131 Identify Stakeholders
132 Plan Stakeholder Management—added
104 Manage Stakeholder Expectations—changed to Section 133 Manage Stakeholders Engagement
134 Control Stakeholders Engagement—added
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附录X1 第五版变化
x111程中变化
作进程部分改变进程名称改提高致性
程提高透明度程创建计划子计划形式命名
{某}理监测控制程形式控制{XXX}命名
行控制程包括程监控变化改善
程命名进程进程名称变化程
添加修改附录方面列表总结程中变化
？43指导理项目执行改指导理项目工作
？51计划理范围增加
？55验证范围验证范围改变
？61计划理添加
？71计划成理
？81质量理计划质量改变计划
？83执行质量控制转变质量控制
？91制定力资源计划改变计划力资源理
？102计划通信改101节通信理计划
？103发布信息改102节理通信
？105报告性变化103节控制通信
？116监测控制风险改变控制风险
？121计划采购计划采购理变化
？123理采购改变控制采购
？101确定利益相关者移动第131部分确定利益相关者
？132计划增加利益相关者理
？104理利益相关方期变成133节理利益相关者参
？134控制利益相关者参增加
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APPENDIX X1 FIFTH EDITION CHANGES
X112 Section 4—Project Integration Management Changes
Process definitions were revised for Develop Project Charter Develop Project Management Plan Direct and
Manage Project Work Monitor and Control Project Work and Perform Integrated Change Control to better align
with the PMI Lexicon and improve clarity of the definitions The Direct and Manage Project Execution was
renamed to Direct and Manage Project Work to better align with its definition and reinforce that this process
applies beyond the Executing processes Other changes consist primarily of expanded explanations refinements
to tools and techniques for several processes and refinements to the inputs and outputs for several processes to
better tie the integration processes to other project management processes A table was added to the discussion
of the output for of the Develop Project Management Plan process to bring clarity to the differentiation between
project documents and Inputs and outputs were adjusted for several processes to reflect the new model of
project data and information flow during the execution of project work
The following table summarizes the Section 4 processes
Table X11 Section 4 Changes
Fourth Edition Sections Fifth Edition Sections
41 Develop Project Charter 41 Develop Project Charter
42 Develop Project Management Plan 42 Develop Project Management Plan
43 Direct and Manage Project Execution 43 Direct and Manage Project Work
44 Monitor and Control Project Work 44 Monitor and Control Project Work
45 Perform Integrated Change Control 45 Perform Integrated Change Control
46 Close Project or Phase 46 Close Project or Phase
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附录X1 第五版变化
x112部分4project集成理变化
程定义进行修订制定项目章程制定项目理计划直接
理项目工作监控项目工作执行整体变更控制更调整
PMI词汇提高透明度定义指导理项目执行
指导理项目工作更定义加强程
超出执行程变化包括扩解释改进
工具技术种方法改进程输入输出
更配合项目理程体化进程表添加讨
输出制定项目理计划程带更清晰区分
项目文件输入输出进行调整反映新程模型
项目数信息流执行项目工作
表总结4节程：
表X1 1第4节变化
第四版第第五版部分
41制定项目章程41制定项目章程
42制定项目理计划42制定项目理计划
43指导理项目执行43指导理项目工作
44监控项目工作44监控项目工作
45执行整体变更控制45执行整体变更控制
46结束项目阶段46结束项目阶段
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APPENDIX X1 FIFTH EDITION CHANGES
X113 Section 5—Project Scope Management Changes
In Section 51 the concept of a Develop Scope Management Plan process was brought back as a way to
ensure consistency across all project planning processes and to reinforce that subsidiary plans are developed to
plan the details for each major Knowledge Area To support consistency in naming the processes that create the
subsidiary plans the Develop Scope Management Plan was named Plan Scope Management The discussion within
the Collect Requirements process was expanded to make clear this process focuses on collecting all requirements
necessary for project success These requirements include the requirements for the product service or result to be
delivered by the project any quality requirements the project must meet and any other project management related
requirements deemed critical for project success The Verify Scope process was renamed to Validate Scope and
the text was reworked to add emphasis that this process is not solely about accepting deliverables but validating
that the deliverables will deliver value to the business and confirms that the deliverables as provided will fulfill
the project objectives as well as their intended use to the project stakeholders Inputs and outputs were adjusted
for several processes to reflect the new model of project data and information flow during the execution of project
work
The following table summarizes the Section 5 processes
Table X12 Section 5 Changes
Fourth Edition Sections Fifth Edition Sections
51 Plan Scope Management
51 Collect Requirements 52 Collect Requirements
52 Define Scope 53 Define Scope
53 Create WBS 54 Create WBS
54 Verify Scope 55 Validate Scope
55 Control Scope 56 Control Scope
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附录X1 第五版变化
x113部分5project范围理变化
51节中开发范围理计划程概念带回种方式
确保项目计划程致性加强分计划开发
计划专业知识领域细节命名致性支持创造程
公司发展计划范围理计划命名计划理范围讨
收集需求程扩展明确程收集求
项目成功必求包括产品服务求
项目交付项目必须符合质量求相关项目理
求认项目成功关键验证范围验证范围程重命名
文重新强调程完全接受交付验证
该成果企业带价值确认交付提供实现
项目目标途项目干系输入输出进行调整
程反映项目数信息流新模型工程
工作
表总结5节程：
表x12第5节变化
第四版第第五版部分
51计划理范围
51收集需求收集需求52
52范围定义53定义范围
53创建54创建WBS
54验证范围验证范围55
55控制范围56控制范围
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APPENDIX X1 FIFTH EDITION CHANGES
X114 Section 6—Project Time Management Changes
Section 6 reflects changes within the industry and detailed in the Practice Standard for Scheduling –
Second Edition
As part of reinforcing the concept of detailed subsidiary plans being created for each major Knowledge Area
and then aggregated into the overall project management plan a new process was added for Plan Schedule
Management This process adds focus on the preliminary decisions around developing and maintaining the
project’s schedule model Process definitions were revised for Define Activities Estimate Activity Resources
Estimate Activity Durations and Control Schedule to improve clarity of the definitions Several processes were
modified with new inputs andor updated outputs Agile concepts were incorporated into the Develop Schedule
process Figures and associated text were updated to clarify scheduling concepts addressed in the section
Added emphasis was placed on resource optimization techniques used in project scheduling Some inputs and
outputs were renamed for several processes to support consistency between the various project management
processes Inputs and outputs were adjusted for several processes to reflect the new model of project data and
information flow during the execution of project work
The following table summarizes the Section 6 processes
Table X13 Section 6 Changes
Fourth Edition Sections Fifth Edition Sections
61 Plan Schedule Management
61 Define Activities 62 Define Activities
62 Sequence Activities 63 Sequence Activities
63 Estimate Activity Resources 64 Estimate Activity Resources
64 Estimate Activity Durations 65 Estimate Activity Durations
65 Develop Schedule 66 Develop Schedule
66 Control Schedule 67 Control Schedule
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附录X1 第五版变化
x114部分6project时间理变化
6部分反映行业变化详细实践标准调度–
第二版
加强公司概念详细计划专业知识领域创造部分
然汇总成整体项目理计划新方法加入计划
理程集中初步决定开发维护
项目进度计划模型程定义进行修订活动定义活动资源估算
估算活动持续时间控制计划提高清晰度定义程
改性新输入输出更新敏捷概念纳入计划发展
程数相关文进行更新澄清调度概念节演讲
增加重点放资源优化技术应项目调度输入
输出更名流程支持种项目理间致性
程输入输出调整程反映项目数新模型
信息流执行项目工作
表总结6节程：
表x13第6节变化
第四版第第五版部分
61计划理
61定义62定义活动活动
62序列63序列活动活动
63估算活动资源估算活动资源64
64估算活动持续时间估算活动历时65
65制定进度计划66制定进度计划
66进度控制67进度控制
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APPENDIX X1 FIFTH EDITION CHANGES
X115 Section 7—Project Cost Management Changes
Section 7 reflects changes coming from within the industry and detailed in the Practice Standard for Estimating
and the Practice Standard for Earned Value Management – Second Edition
As part of reinforcing the concept of detailed subsidiary plans being created for each major Knowledge
Area and then aggregated into the overall project management plan a new process was added for Plan Cost
Management This process adds focus on the preliminary decisions around developing and maintaining the
project’s cost estimates and budget Added emphasis was placed on reserve analysis including contingency and
management reserves with a new figure Figure 78 added to illustrate the various components making up the
project budget A new table Table 71 on earned value calculations summary was added to collect in one place
all of the formulas used for earned value analysis Figures for earned value and project funding requirements
were updated to reflect the added emphasis on management reserves Some inputs and outputs were renamed
for several processes to support consistency between the various project management processes Inputs and
outputs were adjusted for several processes to reflect the new model of project data and information flow during
the execution of project work
The following table summarizes the Section 7 processes
Table X14 Section 7 Changes
Fourth Edition Sections Fifth Edition Sections
71 Plan Cost Management
71 Estimate Costs 72 Estimate Costs
72 Determine Budget 73 Determine Budget
73 Control Cost 74 Control Costs
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附录X1 第五版变化
x115部分7project成理变化
7部分反映行业实践标准详细估算
挣值理–第二版实践标准
加强公司概念详细计划专业知识创造部分
区域然汇总成整体项目理计划新方法加入计划成
理程集中初步决定开发维护
项目成预算增加重点放分析包括应急备
理储备新图图78补充说明种部件组成
项目预算新表表71挣值计算结果汇总表添加方收集
挣值分析公式挣值项目资金需求数
更新反映强调理储备输入输出重命名
流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
项目执行工作
表总结7节程：
表X1 4第7节变化
第四版第第五版部分
71计划成理
71估计费72估算成
72确定73确定预算预算
73成控制74成控制
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APPENDIX X1 FIFTH EDITION CHANGES
X116 Section 8—Project Quality Management Changes
No new processes were added in the project management processes contained within this section The Quality
Planning process was renamed Plan Quality Management to support consistency in naming the processes that
create the subsidiary plans The definition for Plan Quality Management was updated to better align with the added
focus on quality requirements for the project The Perform Quality Control process was renamed Control Quality to
support consistency in naming the various controlling processes Changes consist primarily of expanding discussion
on various tools and techniques within the Quality Management processes Figure 82 on IPECC and PDCA Cycles
in Relation to QA QC and COQ was added to illustrate the fundamental relationships between quality assurance
quality control and cost of quality to the PlanDoCheckAct and InitiatePlanExecuteControlClose models A
new input was added for the Plan Quality Management process to better tie the requirements gathered during the
Collect Requirements process to the overall quality planning for the project More emphasis was placed on the
basic quality management tools used in managing project quality New figures were added to better summarize
the seven basic quality tools and the seven quality management and control tools Some inputs and outputs were
renamed for several processes to support consistency between the various project management processes Inputs
and outputs were adjusted for several processes to reflect the new model of project data and information flow
during the execution of project work
The following table summarizes the Section 8 processes
Table X15 Section 8 Changes
Fourth Edition Sections Fifth Edition Sections
81 Plan Quality 81 Plan Quality Management
82 Perform Quality Assurance 82 Perform Quality Assurance
83 Perform Quality Control 83 Control Quality
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附录X1 第五版变化
第8 x116质量理变化
没新程项目理程中加入节质量
规划程更名计划质量理支持致命名程
创建子计划计划质量理定义进行更新更调整补充
项目质量求重点执行质量控制程控制质量
命名种控制程支持致性变化扩展探讨
种工具技术质量理程图82 ipeccPDCA循环
QAQC煮沸加入间基关系说明质量保证
质量控制质量成计划做检查法启动计划执行控制闭模型
新输入端加入该计划质量理程中更配合期间收集求
收集需求程质量总体规划项目更重点放
基质量理工具工程质量理新数添加更总结
七基质量工具七质量理质量控制工具输入输出
更名流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
执行项目工作
表总结8节程：
表x15第8节变化
第四版第第五版部分
81质量计划81质量理计划
82执行82执行质量保证质量保证
83执行质量控制83质量控制
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APPENDIX X1 FIFTH EDITION CHANGES
X117 Section 9—Project Human Resource Management Changes
No significant changes were implemented in project management processes contained within this section
The Human Resource Planning process was renamed Plan Human Resource Management to support consistency
in naming the processes that create the subsidiary plans Changes consist primarily of some added or modified
inputs tools and techniques and outputs and the replacement of project management plan by human resource
plan as an input of processes 92 Acquire Project Team 93 Develop Project Team and 94Manage Project Team
for consistency with processes in other Knowledge Areas The definitions for Plan Human Resource Management
Acquire Project Team and Develop Project Team were updated to better align with the details of these processes
Some inputs and outputs were renamed for several processes to support consistency in how information flows
between the various project management processes
The following table summarizes the Section 9 processes
Table X16 Section 9 Changes
Fourth Edition Sections Fifth Edition Sections
91 Develop Human Resource Plan 91 Plan Human Resource Management
92 Acquire Project Team 92 Acquire Project Team
93 Develop Project Team 93 Develop Project Team
94 Manage Project Team 94 Manage Project Team
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附录X1 第五版变化
x117部分9project力资源理转变
没显着变化项目理实施流程包含节
力资源规划程更名计划力资源理支持致性
命名创建子计划程变化添加修改
输入输出工具技术通力资源项目理计划更新
规划程输入获92项目93项目团队建设项目团队94manage
知识领域程致性计划力资源理定义
获取项目团队项目团队开发更新更程细节
输入输出更名流程支持致性信息流
项目理程
表总结9节程：
表x16第9节变化
第四版第第五版部分
91制定力资源规划方案91力资源理
92项目团队组建92项目团队组建
93项目团队建设93团队建设
94项目团队理94理项目团队
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APPENDIX X1 FIFTH EDITION CHANGES
X118 Section 10—Project Communications Management Changes
Information about stakeholder management was moved from Section 10 to a new Knowledge Area for
Stakeholder Management The Plan Communications process was renamed Plan Communications Management
to support consistency in naming the processes that create the subsidiary plans The processes for Distribute
Information and Report Performance were reworked to clear up confusion between these processes and their
overlap with processes for Control Scope Control Schedule and Control Cost The processes were refocused
toward the activity of communication as performed in projects considering more the process of communicating
rather than the intent or desired outcome of the message with emphasis on planning for the communications
needs of the project collecting storing and disseminating project information and monitoring overall project
communications to ensure its efficiency The process names were changed to Manage Communications and
Control Communications The definitions for Plan Communications Management Manage Communications
and Control Communications were updated to reflect these changes Some inputs and outputs were renamed
for several processes to support consistency between the various project management processes Inputs and
outputs were adjusted for several processes to reflect the new model of project data and information flow during
the execution of project work
The following table summarizes the Section 10 processes
Table X17 Section 10 Changes
Fourth Edition Sections Fifth Edition Sections
101 Identify Stakeholders Moved to 131
102 Plan Communications 101 Plan Communications Management
103 Distribute Information 102 Manage Communications
104 Manage Stakeholder Expectations Moved to 133
105 Report Performance 103 Control Communications
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附录X1 第五版变化
x118 10节项目沟通理变化
利益相关者理信息10年第新知识领域
利益相关者理该计划通信程更名通信理计划
支持致命名创建子计划程该程分布
信息报告性进行返工清理混乱程关系
重叠控制范围程控制计划控制成程调整
传播活动进行项目考虑更沟通程
意图需通信规划重点信息结果
工程需收集存储传播项目信息监控整项目
沟通确保效率进程名称改变理通信
控制通信计划通信理定义理通信
控制通信更新反映变化输入输出重命名
流程支持种项目理间致性方法输入
输出进行调整反映新程模型项目数信息流
项目执行工作
表总结10节程：
表x17第10节变化
第四版第第五版部分
101确定利益相关者移动131
102计划通信101计划通信理
103发布信息102理通信
104理利益相关方期移动133
105绩效报告103控制通信
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APPENDIX X1 FIFTH EDITION CHANGES
X119 Section 11—Project Risk Management Changes
No significant changes were implemented in project management processes contained within this section
The Monitor and Control Risks process was renamed Control Risks to support consistency in naming the various
controlling processes Changes were made to move the emphasis away from the term positive risks toward
opportunity to better align with the feedback from the project management community Text was added to expand
upon the concepts of risk attitude risk appetite risk tolerance and risk thresholds Other changes consist primarily
of cleaning up text incorporating feedback and aligning inputs and outputs with changes from other Knowledge
Areas Some inputs and outputs were renamed for several processes to support consistency between the various
project management processes Inputs and outputs were adjusted for several processes to reflect the new model
of project data and information flow during the execution of project work
The following table summarizes the Section 11 processes
Table X18 Section 11 Changes
Fourth Edition Sections Fifth Edition Sections
111 Plan Risk Management 111 Plan Risk Management
112 Identify Risks 112 Identify Risks
113 Perform Qualitative Risk Analysis 113 Perform Qualitative Risk Analysis
114 Perform Quantitative Risk Analysis 114 Perform Quantitative Risk Analysis
115 Plan Risk Responses 115 Plan Risk Responses
116 Monitor and Control Risk 116 Control Risks
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附录X1 第五版变化
x119 11节项目风险理变化
没显着变化项目理实施流程包含节
监视控制风险程更名控制风险支持致命名
控制程进行更改关注重点积极风险走
机会更适应项目理社区反馈文添加扩展
风险态度概念风险偏风险承受力风险阈值变化包括
清理文反馈调整输入输出知识变化
区输入输出更名干进程支持间种致性
项目理程输入输出进行调整反映新模型种方法
项目数信息流执行项目工作
表总结11节程：
表x18第11节变化
第四版第第五版部分
111风险理计划111风险理计划
112风险识风险识112
113执行风险定性分析113定性风险分析
114实施定量风险分析114进行定量风险分析
115计划风险应计划115风险应
116监视控制风险116风险控制
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APPENDIX X1 FIFTH EDITION CHANGES
X120 Section 12—Project Procurement Management Changes
The Plan Procurements process was renamed Plan Procurement Management to support consistency in
naming the processes that create the subsidiary plans The Administer Procurement process was renamed Control
Procurements to support consistency in naming the various controlling processes Other changes consist primarily
of cleaning up text incorporating feedback and aligning inputs and outputs with changes from other Knowledge
Areas Some inputs and outputs were renamed for several processes to support consistency between the various
project management processes Inputs and outputs were adjusted for several processes to reflect the new model
of project data and information flow during the execution of project work
The following table summarizes the Section 12 processes
Table X19 Section 12 Changes
Fourth Edition Sections Fifth Edition Sections
121 Plan Procurements 121 Plan Procurement Management
122 Conduct Procurements 122 Conduct Procurements
123 Administer Procurements 123 Control Procurements
124 Close Procurements 124 Close Procurements
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附录X1 第五版变化
x120 12节项目采购理变化
计划采购计划采购理程支持致性
命名创建子计划程理采购程控制
命名种控制流程支持致性采购变化包括
清理文反馈调整输入输出知识变化
区输入输出更名干进程支持间种致性
项目理程输入输出进行调整反映新模型种方法
项目数信息流执行项目工作
表总结12节程：
表x19第12节变化
第四版第第五版部分
121计划采购计划121采购理
122执行采购122执行采购
123理采购控制123采购
124结束采购结束采购124
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APPENDIX X1 FIFTH EDITION CHANGES
X121 Section 13—Project Stakeholder Management Changes
In keeping with the evolution of thinking regarding stakeholder management within projects a new Knowledge
Area was added addressing Project Stakeholder Management Information on stakeholder identification and
managing stakeholder expectations was moved from Section 10 on Project Communications Management to this
new Knowledge Area to expand upon and increase the focus on the importance of appropriately engaging project
stakeholders in the key decisions and activities associated with the project New processes were added for Plan
Stakeholders Management and Control Stakeholders Engagement Some inputs and outputs were renamed for
several processes to support consistency between the various project management processes Inputs and outputs
were adjusted for several processes to reflect the new model of project data and information flow during the
execution of project work
The following table summarizes the Section 13 processes
Table X110 Section 13 Changes
Fourth Edition Sections Fifth Edition Sections
101 Identify Stakeholders 131 Identify Stakeholders
132 Plan Stakeholder Management
104 Manage Stakeholders Expectations 133 Manage Stakeholder Engagement
134 Control Stakeholder Engagement
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附录X1 第五版变化
x121 13节项目利益相关者理变化
保持思维项目利益相关者理演变新知识
面积增加解决项目利益相关者理基利益相关者识信息
理利益相关方期10部分项目沟通理
新知识领域扩增加适参项目重性焦点
关键决策活动项目关利益相关者新程增加计划
利益相关者利益相关者参理控制输入输出重命名
流程支持种项目理间致性方法输入输出
调整程反映项目数信息流新模型
项目工作执行
表总结13节程：
表x110第13节变化
第四版第第五版部分
101确定131确定利益相关者利益相关者
132计划利益相关者理
104理利益相关者期133理利益相关者参
134控制利益相关者参
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APPENDIX X1 FIFTH EDITION CHANGES
X122 Glossary
The glossary of the PMBOK Guide – Fifth Edition has been expanded and updated to include those terms within
the PMBOK Guide that need to be defined to support an understanding of the document’s contents
Clarify meaning and improve the quality and accuracy of any translations
Eliminate terms not used within the PMBOK Guide – Fifth Edition and
Ensure terms align and harmonize with the terms in the PMI Lexicon and other key PMI standards
X123 Data Flow Diagrams
The data flow diagrams for all project management processes were cleaned up and updated to remove
inconsistencies and ensure each diagram accurately reflects the inputs and outputs associated with a given process
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附录X1 第五版变化
x122词汇
词汇表？–指南第五版已扩更新包括
PMBOK？导需定义支持该文件容理解：
？澄清意义提高质量译文准确性
？消PMBOK中术语？–指南第五版
？保证条款齐PMI词汇关键PMI标准条款协调
x123数流图
项目理程数流图进行清理更新删
致确保图准确反映定程输入输出
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Appendix X2
Contributors and Reviewers of
the PMBOK Guide—Fifth Edition
PMI volunteers first attempted to codify the Project Management Body of Knowledge in the Special Report
on Ethics Standards and Accreditation published in 1983 Since that time other volunteers have come forward
to update and improve that original document and contribute to this globally recognized standard for project
management PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) This appendix lists
alphabetically within groupings those individuals who have contributed to the development and production of the
PMBOK Guide – Fifth Edition No simple list or even multiple lists can adequately portray all the contributions of
those who have volunteered to develop the PMBOK Guide – Fifth Edition
The Project Management Institute is grateful to all of these individuals for their support and acknowledges their
contributions to the project management profession
X21 PMBOK Guide—Fifth Edition Core Committee
The following individuals served as members were contributors of text or concepts and served as leaders
within the Project Core Committee
The following individuals served as members were contributors of text or concepts and served as leaders
within the Project Core Committee
Dave Violette MPM PMP Chair
Joseph W Kestel PMP Vice Chair
Nick Clemens PMP (Sections 3 and 4 Lead)
Dan Deakin PMP (Sections 11 and 12 Lead)
Theofanis C Giotis PMP PMIACP (Sections 1 and 2 Lead)
Marie A Gunnerson (Sections 6 and 7 Lead)
Vanina Mangano PMP PMIRMP (Integrated Content and Change Control Lead)
Mercedes Martinez Sanz PMP (Sections 5 and 8 Lead)
Carolina Gabriela Spindola PMP SSBB (Quality Control Lead)
Kristin L Vitello CAPM Standards Project Specialist
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附录X2撰稿审稿PMBOK？第五版指南
附录X2
作者审稿
PMBOK？第五版指南：
PMI首次尝试专题报告项目理知识体系
伦理标准认证1983出版时起志愿者已
更新完善原始文件助工程全球公认标准
理PMI项目理知识体系指南（PMBOK？指南）附录列表
字母序排列集团作出贡献开发生产
PMBOK？–指南第五版没简单单列表充分描述贡献
动发展PMBOK？–指南第五版
项目理协会感谢支持承认
项目理行业贡献
x21 PMBOK？指南第五版核心委员会
列员担委员文概念贡献者担领导
项目核心委员会：
列员担委员文概念贡献者担领导
项目核心委员会：
戴夫紫罗兰MPMPMP椅子
约瑟夫·W·凯斯泰尔PMP副席
尼克克莱门斯PMP（部分34铅）
Dan迪肯PMP（部分1112铅）
西奥C GiotisPMPPMIACP（部分12铅）
玛丽A甘纳森（部分67铅）
外瓦尼纳曼加诺PMPpmirmp（集成容变更控制铅）
奔驰马丁兹SanzPMP（部分58铅）
卡罗莱纳州Gabriela spindolaPMP黑带（质量控制铅）
克里斯廷L VitelloCAPM标准项目专员
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X22 PMBOK Guide—Fifth Edition Subcommittee
The following individuals served as contributors of text or concepts and as leaders of the Project Subcommittee
Matthew B Anderson PMP PMIACP (Section 4 Leader)
Gilbert B Asher MBA PMP (Data Flow Working Group Leader)
Brad Bigelow PMP MSP (Section 2 Leader)
Cecilia Boggi PMP (Section 9 Leader)
Bernardo O Bustamante PE PMP (Section 1 Leader)
Akshata Karanth PMP (Section 6 Leader)
David L Keeney PMP CTT+ (Section 8 Leader)
David Kramer (Section 12 Leader)
Karthikeyan Kumaraguru MS PMP (Section 11 Leader)
MaryElizabeth Larson PMP CBAP (Section 5 Leader)
Charles J Lesko Jr PhD PMP (Section 10 Leader)
Claudia Alex Morris MBA PMP (Editorial Leader)
John M Nevison (Section 7 Leader)
MKRamesh BE PMP (Section 3 Leader through 62011)
Krupakar Reddy PMP PRINCE2 Practitioner (Section 3 Leader)
Yad Senapathy (Section 4 Leader through 62011)
Anca E Sluanschi MSc PMP (Section 13 Leader)
X23 Significant Contributors
In addition to the members of the Project Core Committee and Subcommittee the following individuals provided
significant input or concepts
George F Burton MBA PMP
Tammy Clark
Joel R Erickson MAcc PMP
Stanisaw Gasik PhD
Ashok Jain PMP CSM
Andrea Pantano PMP
Federico Roman Demo PMP ITIL
Anthony Tsui MIT PMP
Jennifer L Walker PMP
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 485
附录X2撰稿审稿PMBOK？第五版指南
x22 PMBOK？第五版指南委员会
面作文概念贡献者作项目组领导：
马修·安德森PMPPMIACP（4节领先）
吉尔伯特亚瑟MBAPMP（数流工作组组长）
布拉德奇洛PMPMSP（2节领先）
塞西莉亚BoggiPMP（9节领先）
贝尔纳布斯塔曼特PEPMP（1节领先）
akshata卡伦斯PMP（6节领先）
戴维L基尼PMPCTT +（8节领先）
戴维克莱默（12节者）
卡菲基恩kumaraguru MSPMP（11节领先）
玛丽伊丽莎白拉尔森PMPCBAP（5节领先）
查尔斯·J·莱斯科JrPhDPMP（10节领先）
克劳蒂亚亚历克斯MorrisMBAPMP（编辑组长）
约翰M尼维森（7节领先）
mkrameshPMP（3节领先6 2011）
克鲁帕克迪PMPPRINCE2医生（3节领先）
色列senapathy（4节领先6 2011）
ANCA E SLU？anschiMSCPMP（13节领先）
X23重贡献
核心项目委员会组委员会成员列士提供
重输入概念：
乔治·F·伯顿MBAPMP
Tammy克拉克
乔尔R埃里克森MACCPMP
stanis？噢gasik博士
印度耆教PMPCSM
安德列PantanoPMP
费德里克罗马演示PMPITIL
安东尼翠麻省理工学院PMP
珍妮佛沃克PMP
授权：谢妍PMI memberid：2339948
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版485
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X24 PMBOK Guide—Fifth Edition Content Committee
The following individuals were contributors of text or concepts and provided recommendations on drafts of the
PMBOK Guide—Fifth Edition
Humayun Akhtar PE PMP
Mark O Alexander PEng PMP
Miguel Angel Hernandez Ayala MBA PMP
Katherine A Barnoski PMP CPCP
Sameer S Bendre PMP CSM
Manuela Borlovan
Hector E A Boye MSc PMP
Carlos M Brenes MPM
Kevin Brennan PMP CBAP
Melissa F Bull PMP
Guido Caciagli B PMP
Jesus Mario Garcia Cano PMP
Ramesh Chandak
Carol Dekkers PMP CFPS
Wayne D Ellis PE PMP
Andrés Falcón MBA PMP
Anna Maria Felici PMP CMC
Sachin Ghai PMP
Juan Carlos González PMP ITIL
Mike Griffiths PMP PMIACP
Joseph Gruber PMP CAPM
Sharnikya F Howard MBA PMP
Harold S Hunt PMP
Suhail Iqbal PgMP PMP
Rajan T Janjani PMP ITIL Expert
Chandrashekhar S Joshi PMP
Chartered Engineer
Puja Kasariya PMP
Khalid Ahmad Khan PE PMP
Terri Herman Kimball PMP
Vijay Kumar
Gaspar Pacheco Leal PMP
Nguyen Long Son PMP PMIRMP
Debra J Lovelace PMP
Tom Magee MBA PMP
Ahsan Maqbool PMP PMIRMP
Conrado Morlan PgMP PMP
Tilden Moschetti
Jacob Kottackal Ninan
Abdul Nsubuga
Reuben Oshomah MSc PMP
Marcus S Parker Sr PMP
Sergio A Pealoza PMP
Ute Riemann MBA MCS
Nick Riordan MBA PMP
Shivkanth V Rohith PMP PMIACP
Bruce Schwickrath PMP LSSMBB
Kishankumar J Solanki
Tejas V Sura MS PMP
Federico Vargas PMP MPM
Srikanth Victory
Himanshu Shripad Warudkar PMP ITIL
S K Steve Wong PMP CMA
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
486 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
x24 PMBOK？第五版指南容委员会
文概念贡献者提供建议草稿
PMBOK？第五版指南：
马云AkhtarPEPMP
马克亚力山P英格PMP
米格尔天埃尔南德斯阿亚拉MBAPMP
凯瑟琳巴诺丝姬PMPCPCP
美国bendre SameerPMPCSM
Manuela borlovan
赫克托E A博野MSCPMP
卡洛斯布雷斯MPM
凯文布伦南PMPCBAP
梅丽莎F公牛PMP
Guido卡西亚利BPMP
耶稣马里奥加西亚卡诺PMP
拉梅什chandak
卡罗尔德克斯PMPCFPS
韦恩D埃利斯PEPMP
安德烈é猎鹰óNMBAPMP
安娜玛丽亚费利奇PMPCMC？
萨思PMP
胡安卡洛斯Gonzá冈萨雷斯PMPITIL
迈克格利菲斯PMPPMIACP
约瑟夫格鲁伯PMPCAPM
sharnikya F霍华德MBAPMP
哈罗德S HuntPMP
Suhail伊克巴尔PgMPPMP
Rajan T janjaniPMPITIL专家
Chandrashekhar S乔希PMP
特许工程师
礼拜kasariyaPMP
哈立德艾哈迈德汗PEPMP
特里赫尔曼KimballPMP
Vijay库马尔
加斯帕尔帕切科PMP
阮长PMPpmirmp
黛布拉J爱拉斯PMP
汤姆麻吉MBAPMP
阿赫桑马克布勒PMPpmirmp
Conrado美国PgMPPMP
蒂尔登moschetti
雅伯kottackal宁安
阿卜杜勒利·苏布加
鲁oshomahMSCPMP
马库斯S Parker先生PMP
塞尔吉奥A体育？alozaPMP
犹黎曼MBAMCS
尼克RiordanMBAPMP
shivkanth诉rohithPMPPMIACP
布鲁斯schwickrathPMPlssmbb
kishankumar J索兰奇
光辉v苏拉MSPMP
费德里克巴尔加斯PMPMPM
Srikanth胜利
Himanshu Shripad warudkarPMPITIL
S K黄家强PMPCMA
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486？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X25 Reviewers
X251 SME Review
In addition to the members of the Committee the following individuals provided their review and recommendations
on drafts of the standard
Stephen Kwasi Agyei PMP LLM
Lavanya Arul PMP PMIRMP
Ernest Baker PMP PRINCE2 Practitioner
Mamoun Besaiso CE
James C Bradford Jr PMP
Damiano Bragantini PMP
Georgeta Brehoi PMP
Peter Brown
Andrea Caccamese PMP Prince2 Practitioner
Panos Chatzipanos PhD PE
Jared Curtis PMP
Mario C Delvas MBA PMP
Dipti Desai PMP
Lakshmi Dhruvarao PMP CSM
George Diakonikolaou PhD PMP
Peter Dimov PMP CBM
Richard Egelstaff PMP MBA
Charles T Follin PMP
Prabhat Garg PMP
Vivek Goel PMP CSM
Mustafa Hafizoglu
Dr Sheriff Hashem PhD PMP
David A Hillson PhD PMI Fellow
Christine Hoffman
Hiroto Horio PMP
David T Hulett PhD
Poornaselvan Jeevanandam
Gregory I Jepson
Kazuo Kawai PMP
Konstantinos Kirytopoulos PhD PMP
Adrian W LovelHall PMP PMIRMP
Thomas F McCabe PMP CSSMBB
Harold Mike Mosley Jr PE PMP
Daud Nasir PMP LSSBB
Alexandre Vieira de Oliveira MBA PMP
Sneha V Patel PMP
Richard Perrin
Walter Plagge MBA PMP
Marlene Derian Robertson
Fernan Rodriguez PMP
Tres Roeder MBA PMP
Guy Schleffer MBA PgMP
Nitin Shende PMP CSM
Nagendra Sherman PMP
J Greg Smith
Cyndi Snyder PMP EVP
Geree V Streun PMP PMIACP
Jurgen Sturany PMP
Yasuji Suzuki PMP
Shoji Tajima
Yvonne Tan EY PMP
Gerhard J Tekes PMP PMIOPM3
Certified Professional
Biagio Tramontana Eng PMP
Thomas M Walsh PMP
Juanita M Woods PMP PgMP
Ronaldo Zanardo CAPM
Heinz Zimmermann PMP
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附录X2撰稿审稿PMBOK？第五版指南
查评：
x251中企业审查
外委员会成员列士提供评建议
标准草案：
史蒂芬夸西AgyeiPMP法学硕士
LAVANYA ArulPMPpmirmp
厄斯特贝克PMPPRINCE2实践者
奈达besaiso长官
杰姆斯·布拉德福德JrPMP
达米亚诺bragantiniPMP
brehoi塔珀PMP
彼布朗
安德列caccamesePMPPRINCE2实践者
帕诺斯chatzipanos博士体育
贾里德柯蒂斯PMP
马里奥C delvasMBAPMP
dipti德赛PMP
拉克dhruvaraoPMPCSM
乔治diakonikolaou博士PMP
彼德莫夫PMP煤层气
李察egelstaffPMPMBA
查尔斯T福林PMP
黎明加格PMP
维韦克GoelPMPCSM
穆斯塔法hafizoglu
警长哈希姆博士博士PMP
戴维A希尔森博士PMI院士
Christine霍夫曼
弘皓日PMP
戴维T休利特博士
poornaselvan jeevanandam
格雷戈瑞岛杰普森
喀左卡瓦PMP
康斯坦丁kirytopoulos博士PMP
阿德里安·阳光厅PMPpmirmp
托马斯·麦凯PMPcssmbb
哈罗德麦克莫斯利JrPEPMP
达乌德纳西尔PMPlssbb
亚历山维埃拉de奥利维拉MBAPMP
Sneha诉帕特尔PMP
李察佩兰
沃尔特plaggeMBAPMP
玛琳道林罗伯森
费尔南罗德里格兹PMP
三罗德MBAPMP
schlefferMBAPgMP
Nitin德PMPCSM
纳根德拉舍曼PMP
J格雷戈史密斯
斯奈德PMP执行副总裁
geree诉streunPMPPMIACP
尤尔根sturanyPMP
铃木萩康司PMP
商事田岛
伊冯Tan EYPMP
格哈德J特克斯PMPpmiopm3
认证专业
亚吉奥北风工学PMP
托马斯沃尔什先生PMP
胡安妮塔·伍兹PMPPgMP
罗纳尔zanardoCAPM
海茨ZimmermannPMP
授权：谢妍PMI memberid：2339948
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版487
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X252 Member Advisory Group (MAG) Review
The following individuals served as members of the PMI Standards Program Member Advisory Group and voted
on the final draft of the PMBOK Guide – Fifth Edition
Monique Aubry PhD MPM
Chris Cartwright MPM PMP
Laurence Goldsmith PMP
Paul E Shaltry PMP
Cyndi Snyder MBA PMP EVP
X253 Consensus Body Review
The following individuals served as members of the PMI Standards Program Consensus Body and voted on the
final draft of the PMBOK Guide – Fifth Edition
Monique Aubry PhD MPM
Nigel Blampied PE PMP
Nathalie Bohbot PMP
Dennis L Bolles PMP
Peggy Brady
Chris Cartwright MPM PMP
Sergio Coronado PdD
Andrea Demaria PMP
John L Dettbarn Jr DSc PE
Charles T Follin PMP
Laurence Goldsmith MBA PMP
Dana J Goulston PMP
Dorothy L Kangas PMP
Thomas Kurihara
Timothy MacFadyen
David Christopher Miles CEng OPM3CC
Harold Mike Mosley Jr PE PMP
Mike Musial PMP CBM
Eric S Norman PgMP PMP
Deborah O’Bray CIM (Hons)
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
488 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
x252成员咨询组（MAG）评
列员担PMI标准计划成员咨询组成员投票
项目理知识体系终草案？–指南第五版：
莫妮克Aubry博士MPM
克里斯CartwrightMPMPMP
劳伦斯史密斯PMP
保罗E shaltryPMP
斯奈德MBAPMP执行副总裁
x253识机构审查
列员担PMI标准程序致体成员投票表决
稿？–指南第五版：
莫妮克Aubry博士MPM
奈吉尔BlampiedPEPMP
娜塔丽BohbotPMP
丹尼斯博尔斯PMP
佩吉Brady
克里斯CartwrightMPMPMP
塞尔吉奥科罗纳PDD
安德列德马里亚PMP
约翰L德特巴恩JrDSCPE
查尔斯T福林PMP
劳伦斯史密斯MBAPMP
Dana J古尔斯顿PMP
萝西L KangasPMP
托马斯栗原
提摩太Macfadyen
戴维克里斯托弗英里蹭opm3cc
哈罗德麦克莫斯利JrPEPMP
迈克穆西尔PMP煤层气
Eric S诺尔曼PgMPPMP
底波拉o'brayCIM（荣誉）
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488？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nanette Patton MSBA PMP
Crispin (Kik) Piney BSc PgMP
Michael Reed PMP
Chris Richards PMP
Paul E Shaltry PMP
Jen L Skrabak MBA PMP
Matthew D Tomlinson PgMP PMP
X254 Final Exposure Draft Review
In addition to the members of the Committee the following individuals provided recommendations for improving
the Exposure Draft of the PMBOK Guide—Fifth Edition
Javed A Abbasi MBA PMP
Klaus Abert
Biju B Abraham PMP
Mohammad I Abu Irshaid PMP
Mohammad Adel PMP
Yaser Afaneh MSCE PMP
Eng Ahmed Taha MBA PMP
Mounir Ajam
Phill C Akinwale MSc PMP
Mfon D Akpan MBA PMP
Mobasher Abdu AlAsmry
CE KSA
Homam Al khateeb PMP
PMIRMP
Ahmad AlNahar MBA PMP
Melad Alaqra PMP
José Rafael Alcalá Gómez
MBA PMP
Martin Alemán Valdés PMP
Mohammed Faiq AlHadeethi
PMP MSc (Mech)
Anwar Ali MBA PMP
Allam V V S Venu PMP
Barnabas Seth Amarteifio
PMP ITIL
Yousif Amin PMP
Andy Anderson MA PMP
David Angelow MBA PMP
Luciano Antoniucci
Mark A Archer PhD PMP
Ondiappan Arivazhagan Ari
PMP PMIRMP
Wisdom Kwasi Asare
Amegashie
Babissakana PMP
Mohamed A Badie PMP
Prince2 Practitioner
Ammar N Baidas PgMP PMP
Kamal Bajaj PMP PGDBA
Jehad J Baker PgMP PMP
J Balamurali PMP
Federica Ballone PMP
Manuel F Baquero V MSc PMP
Brent R Barton
Anupam Baruah
Olaf Baumgartner PMP
Iain Begg PMP
Laura Benedetti
Wayne F Best
Harwinder Singh Bhatia
PMP CSM
Pius Bienz PhD PMP
Jean Binder PMP
Nigel Blampied PE PMP
Michael P Bomi BSc PMP
Raúl Borges PMP
Farid F Bouges MSc PMP
Lynda Bourne DPM FAIM
Joao Carlos Boyadjian
MSc PMP
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This copy is a PMI Member benefit not for distribution sale or reproduction
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附录X2撰稿审稿PMBOK？第五版指南
Nanette巴顿工商理硕士PMP
克里斯（击）松树衡计分卡PgMP
迈克尔芦苇PMP
克里斯理查兹PMP
保罗E shaltryPMP
珍L skrabakMBAPMP
马修汤姆林森PgMPPMP
x254终草案审查
外委员会成员列士提供改进建议
稿？第五版指南：
贾韦德A阿巴西MBAPMP
克劳斯艾伯特
优B亚伯拉罕PMP
穆罕默德阿布irshaidPMP
穆罕默德AdelPMP
亚瑟afanehMSCEPMP
工程艾哈迈德TahaMBAPMP
穆尼尔ajam
菲尔·C akinwaleMSCPMP
mfon D阿克潘MBAPMP
铝asmry Mobasher阿卜杜
CEKSA
希幔Al khateebPMP
pmirmp
艾哈迈德Al NaharMBAPMP
美莱达alaqraPMP
José拉斐尔alcaláGómez
MBAPMP
马丁AlemáN瓦éPMP
穆罕默德Al hadeethi国际财务顾问证书
PMP理学硕士（机械）
安瓦尔阿里MBAPMP
阿拉姆V维纳斯PMP
巴巴塞思amarteifio
PMPITIL
约瑟夫阿明PMP
安迪Anderson马PMP
戴维安吉MBAPMP
卢西亚诺验教训
马克：射手博士PMP
ondiappan arivazhagan阿里
PMPpmirmp
智慧夸西—
amegashie
babissakanaPMP
穆罕默德A芭迪PMP
PRINCE2实践者
阿马尔baidasPgMPPMP
卡马尔BajajPMP读
圣战J BakerPgMPPMP
J balamuraliPMP
ballonePMP
曼努埃尔F巴奎里路诉MSCPMP
布伦特河巴顿
阿邦Baruah
奥拉夫鲍姆加特PMP
Iain BeggPMP
劳拉Benedetti
韦恩F
harwinder辛格Bhatia
PMPCSM
庇护bienz博士PMP
粘合剂PMP
奈吉尔BlampiedPEPMP
迈克尔·波密衡计分卡PMP
RAúL博尔赫斯PMP
法里德F bougesMSCPMP
琳达伯恩DPM谨
卡洛斯boyadjian
理学硕士PMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版489
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Didier Brackx PMP
Jim Branden MBA PMP
Wayne R Brantley MSEd PMP
Ralf Braune PMP
Tamela J Brittingham PMP
Jerry Bucknoff MBA PMP
Syed Asad Hasnain Bukhari
MBA (MIS) PMP
Jeffrey S Busch PMP
Mario Castro Caballero
Anthony Cabri PMP
Andrea Caccamese PMP
Prince2 Practitioner
Roberto A Cadena Legaspi PMP
Jacob Calabrese CSP CBAP
Maria Cardullo
James F Carilli PgMP PMP
Christopher W Carson
PMP CCM
Angela M Cason PMP
Ralph Celento
Rebecca Cervoni PMP
Bruce C Chadbourne
PgMP PMIRMP
Kameswaran
Chandrasekaran PMP
Theodore Jiyon Chang
Ramesh Chepur PMP PRINCE2
Practitioner
Subrahmanyam VN Chinta
PMP CSM
Marcin Chomicz MBA PMP
Abhishek Chopra
Angel R Chourio PMP
Eric Christoph PMP EVP
Rose M Clark PMP
Rogerio L Clavello PMP
Xavier Clerfeuille MSc SSL
Black Belt
Paul Converti PMP CISSP
Mario Coquillat de
Travesedo PMP
Franco Cosenza PE MScEE
Jeremy Coster PMP
Raymond Covert
Holly Cowe
Adriano José da Silva Neves
MSc PMP
William L (Bill) Dam PMP CPG
Joseph W Daniel PMP
Richard Gary Daniels
Mohamed Daoud
Russell W Darnall DM PMP
Fariborz Davarpanah MBA PMP
Luiz Guilherme de Carvalho
Elisa De Mattia
PH Manjula Deepal De Silva
BSc PMP
Vijay Deshpande
Salvatore Di’iorio
George Diakonikolaou
John H Dittmer VI CISSPISSMP
PMP
Marcelo Sans Dodson
PMP MPM
Roland Doerr MBA PMP
Serge Dolivet PMP
Bhushan Dongare
R Bernadine Douglas MS PMP
Xinhua Du
Arun Dubagunta
Stephen Duffield MPM CPPD
Pradip Kumar Dwevedi PMP
Hany A Elhay PMP
Bilal M El Itani MBA PMP
Abdurazag Elkhadrawe
William Ernest MPM PMP
Dmitry A Ezhov PMP
Leandro Faria PMP PMIACP
Daniel Fay PMP
Madhu Fernando DBA PMP
Jesse Fewell PMP CST
Claudia Fiallo PMP
John C Buck’ Field MBA PMP
Robinson Figueroa MS PMP
David Foley MBA
Sandra FonsecaLind
Scott D Freauf PMP IPMAC
Sakae Fujino
Yoichi Fukuhara PMP
Nestor C Gabarda Jr ECE PMP
Luca Gambetti PMP CFPS
Gerardo A Garavito F PMP
PMIACP
Jose Eduardo Motta Garcia
MBA PMP
Jorge Garcia Solano PMP MPM
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附录X2撰稿审稿PMBOK？第五版指南
brackxPMP
吉姆BrandenMBAPMP
韦恩R Brantley专业PMP
拉尔夫布劳PMP
泰美拉J伯明翰PMP
杰里bucknoffMBAPMP
赛义德阿萨德Hasnain布哈里
工商理硕士（MIS）PMP
杰夫瑞S布施PMP
马里奥卡斯特罗Caballero
安东尼立体PMP
安德列caccamesePMP
PRINCE2实践者
罗伯托A连锁黎牙实PMP
雅伯CalabreseCSPCBAP
玛丽亚中美
杰姆斯·F·卡里PgMPPMP
克里斯托弗·卡森
PMPCCM
安吉拉卡森PMP
拉尔夫赛琳顿
丽贝卡cervoniPMP
布鲁斯C查德伯恩
PgMPpmirmp
kameswaran
钱PMP
西奥张晶亿源
拉梅什chepurPMPPRINCE2
医生
金塔vn
PMPCSM
马尔辛chomiczMBAPMP
阿布舍克Chopra
天河chourioPMP
Eric克里斯托夫PMP执行副总裁
玫瑰克拉克先生PMP
Rogerio L clavelloPMP
沙维尔clerfeuilleMSCSSL
黑带
保罗PMPCISSP
马里奥coquillat de
travesedoPMP
佛朗哥科森扎PEmscee
杰瑞米科斯特PMP
雷蒙德秘密
冬青兵卫
阿德里亚诺达席尔瓦é
理学硕士PMP
威廉（尔）坝PMPCpG
约瑟夫丹尼尔PMP
李察加里丹尼尔斯
穆罕默德喜欢
罗素W达纳尔DMPMP
Fariborz达瓦尔帕纳MBAPMP
路易斯Guilherme卡瓦略
ELISA 10
彼manjula deepal德席尔瓦
衡计分卡PMP
维杰Deshpande
塞尔瓦托di'iorio
乔治diakonikolaou
约翰H DittmerVIcisspissmp
PMP
马塞洛桑德森
PMPMPM
罗兰尔MBAPMP
哔叽利维PMP
dongare bhushan
R伯娜丁道格拉斯MSPMP
新华杜
阿伦dubagunta
史蒂芬DuffieldMPMCPPD
库马尔dwevedi波PMP
汉尼A elhayPMP
拉尔M El ItaniMBAPMP
abdurazag elkhadrawe
威廉厄斯特MPMPMP
德米特里A爱佐夫PMP
法利亚PMPPMIACP
丹尼尔FayPMP
马费尔南DBAPMP
杰西弗维尔PMPCST
文作者Fiallo克劳蒂亚PMP
约翰C巴克栏中MBAPMP
鲁滨孙FigueroaMSPMP
戴维FoleyMBA
桑德拉丰塞卡林德
史葛D freaufPMPipmac
荣藤野
Yoichi福原PMP
斯特C gabarda JrECEPMP
卢卡GambettiPMPCFPS
杰勒德A加拉维特FPMP
PMIACP
泽莫塔加西亚
MBAPMP
豪尔赫加西亚SolanoPMPMPM
授权：谢妍PMI memberid：2339948
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490？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Sergio Garon MS
Jay D Gassaway PMP PMPSP
Michael J Gauthier MA CPM
Darline Georges
Soumajit (Sam) Ghosh PMP
PhD Candidate
Carl M Gilbert PMP Cert OPM3
Professional
Peter James Gilliland PMP
Sulema de Oliveira Barcelos
Gobato MsC PMP
Emily Godinet Lounge PMP
Peter Goldberg
Andrés F Gómez MSc PMP
Guillermo Gomez Hdez CSM
José Abranches Gonalves
MSc PMP
Himanshu Kumar Goswami
Jean Gouix Eng PgMP PMP
Gary J Graham CISM CISSP
Charlie Green PMP
Roy C Greenia MPM PMP
Salomon Pineda Guerrero
Pier Luigi Guida PgMP PMP
Lakshmeesha T Gundurao
PMP CSM
Guo MingHui (MARS) PMP
Kapil Gupta PMP
Edward Hall PMP
Noha Hamdy
Sharad S Harale MBA PMP
Simon Harris PMP D4
Accredited
Abdulrahman M Hassan MSc
Gregory T Haugan Sr
PhD PMP
Larry J Hawkins DSc PMP
Susumu Hayakawa PMP
Kym Henderson RFD
MSc (Comp)
Robert Hierholtz
Robert N Higgins V PMP
Danny N Hinton PMP
Shirley P Hinton PMP
Hisashi Hirose PMP
Jack J Holmes PMP
Keith D Hornbacher MBA
Tim Hornett PMP
Christina M House PMP EMBA
Seth Huckabee
Robert F Hull PE PMP
Guillermo A Ibaez PMP ITIL
Shuichi Ikeda PMP
Hemant Israni PMP PMIRMP
Vladimir Ivanov IPMAB
Assessor ITIL Expert
Vidya Iyer PMP
Can Izgi PMP
Elaine T Jackson BS PMP
James M Jackson PMP FLMI
Rajesh Jadhav PgMP PMIRMP
Rebecca Jahelka PMP
Gagan Jain MBA PMP
Don R James PMP
Vicki James
Chandra Shekar Jayanna PMP
Johannan Johnny’ Jhirad B
Tech (IIT Bombay)
Marco Antonio Jimenez
MBA PMP
Jaime Jiménez Ayala PhD PMP
Tony Johnson PgMP PMP
Fayez Jolani MBA PMP
Michele J Jones PMP
Yves Jordan PMP
Chandrashekhar S Joshi PMP
Chartered Engineer
Rameshchandra Joshi
Donaliya K Porter MBA MPM
SS Kanagaraj PMP ITIL
Edwin J Kapinus PE PgMP
Madhavi Karanam MBA
Heinrich Karageorgou
MBA DBA
Naoki Kasahara PMP
Ramakrishna Kavirayani PMP
Kenichi Kawamata PMP
Babatunde Oluwayomi Kayode
MS ProjM MSc(PM)
Tarig A Khalid PMP CBAP
Adil Khan
Muhammad Ehsan Khan PhD
PgMP PMP
Nader Khorrami Rad PMP
Mangesh A Khunte PMP
PMIACP
Mostafa Kilani
Athens Kolias PMP MPM
Walter Kriegl PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 491
附录X2撰稿审稿PMBOK？第五版指南
塞尔吉奥加龙女士
周杰伦D加萨韦PMPpmpsp
迈克尔·Gauthier马CPM
darline乔治斯
soumajit（山姆）戈什PMP
博士候选
卡尔M吉尔伯特PMPCERT OPM3
专业
彼杰姆斯GillilandPMP
sulema de奥利维拉巴塞罗斯
gobatoMSCPMP
艾米丽godinet休息室PMP
彼·戈德堡
安德烈éS FGóMezMSCPMP
Guillermo戈麦斯hdezCSM
José阿布兰谢斯Gon？阿尔维斯
理学硕士PMP
Himanshu库马尔哥斯瓦米
gouix英格PgMPPMP
加里·格雷厄姆国际军体理事会CISSP
查利格林PMP
Roy C绿尼亚MPMPMP
罗门Pineda格雷罗
墩路易吉指南PgMPPMP
gundurao lakshmeesha T
PMPCSM
郭明辉（火星）PMP
Kapil GuptaPMP
爱德华音乐厅PMP
NOHA哈姆迪
撒拉德haraleMBAPMP
西蒙哈里斯PMPD4？
认
Abdulrahman哈桑理学硕士
格雷戈瑞T豪根高级
博士PMP
拉里霍金斯DSCPMP
周早川PMP
Kym亨德森RFD
理学硕士（COMP）
罗伯特hierholtz
罗伯特N希金斯五世PMP
丹尼HintonPMP
雪莉P HintonPMP
尚志广濑PMP
杰克福尔摩斯PMP
基思D hornbacherMBA
提姆霍特PMP
克莉丝汀先生房子PMPEMBA
塞思哈克
罗伯特F船体PEPMP
吉尔勒莫A IBA？EZPMPITIL
池田PMP
HemantPMPpmirmp
弗拉迪米尔伊万诺夫ipmab
陪审员ITIL专家
维迪亚IyerPMP
izgiPMP
伊莲杰克逊BSPMP
杰姆斯杰克逊PMP生活理协会会员
拉杰什贾达夫PgMPpmirmp
丽贝卡亚赫尔卡PMP
耆教MBAPMP
唐·R杰姆斯PMP
维姬杰姆斯
钱德拉jayanna谢卡PMP
johannan约翰尼jhiradB
技术（IIT孟买）
安东尼奥希门尼斯
MBAPMP
海梅吉姆é兹阿亚拉博士PMP
托尼约翰逊PgMPPMP
Fayez jolaniMBAPMP
米歇尔J琼斯PMP
伊夫乔丹PMP
Chandrashekhar S乔希PMP
特许工程师
rameshchandra Joshi
donaliya K波特MBAMPM
SS KanagarajPMPITIL
埃德温J kapinusPEPgMP
马维karanamMBA
海里希karageorgou
工商理硕士博士
直树KasaharaPMP
室利罗摩克里希纳kavirayaniPMP
健PMP
巴oluwayomi kayode
MS projmMSC（PM）
泰伦格A哈立德PMPCBAP
阿迪尔汗
穆罕默德Ehsan汗博士
PgMPPMP
纳德Khorrami弧度PMP
mangeshkhuntePMP
PMIACP
Mostafa Kilani
雅典KoliasPMPMPM
沃尔特krieglPMP
授权：谢妍PMI memberid：2339948
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版491
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Srikanth Krishnamoorthy
PMP PGDSA
Kannan Krishnan
Casimer Casey Kroll
PMP MASc
Gustavo Krowczuk PMP
Devesh Kumar PMP PMIACP
L Senthil Kumar PMP
Pavan S Kumar PMP
Raghu Kumar
Vladimir Kupershteyn PhD PMP
Thomas M Kurihara
Puneet Kuthiala PMP CGEIT
Massimo La Rosa PMP
Thierry Labriet PMP IPMAB
Rangarajan Lakshminarasimhan
PMP
Arun Lal
Elixender Lamprea León
PEITIL MSc IT
Hagit Landman PMP PMISP
Ayotunde O Lawal PMP CAPM
Roberta Lawrence BAppMgt
(Project Management) PMP
S Douglas Leard PMP ACP
Oliver F Lehmann PMP CLICP
Ginger Levin PhD PgMP PMP
JeanPierre Lhomme PMP
Jian Liang
Kanak Limbu PMP ITILV3
Frank MC Lin
Marco Antonio L Lo Visco
MBA PMP
Lohokare
Anand Lokhande PMP
Alberto J Lopez PMP
Samuel López González de
Murillo PMP
Zheng Lou MBA PMP
Sérgio Loureno PMIRMP PMP
Hugo K M Loureno PMP
Robert A Lyell PMP
Frederick G Mackaden
MBA PMP
Engr Sangu Maha Rajan BTech
Abhijit A Maity PMP
Richard Maltzman
Anthony Mampilly PMP
Kenneth Manahl
Ammar Mango
David Mantle PMP
Len Marchese PMP
Daniel Marigliano
Shobhana M BTech Prince2
Antonio Marino PMP PMIACP
Tom Mastal PMP CSM
Flávio Matsuyama PhD
Vincent McGevna PMP PRINCE2
Practitioner
Jon McGlothian MBA PMP
Alan McLoughlin BE MPM
Suzette A McNaught MBA PMP
Peter Berndt de Souza Mello
SpS PMISP
Yan Bello Méndez PMP
Katia M Méndez Madrigal
MAP PMP
Ernst Menet PMP
Rashmi Menon
Mohammed M’hamdi PMP
Joachim Modern PMP
Megat Ahmad Zainuri B
Mohamed PMP
Mannan Mohammed PMP PEng
Haitham K M Mokhtar BSc
PG Dip
Andres Molano Trujillo
Marshciene Hendrix Moor
MBA MS
Lacheta Moore
Carlos Morais
John Morck Med PMP
Harold Mike Mosley Jr
PE PMP
Saradhi Motamarri MTech PMP
Henrique Moura PMP
Nathan M Mourfield MBA PMP
Hazim Muhssin
Kristin Munro
Mike Musial PMP CBM
Khalid M Musleh PMP ISO
9001 LA
Arul SP Muthupandian
Amir Naderi Msc PMP
Basab Nandi
Sergio Nascimento
Faig Nasibov PMP
Mthokozisi Ncube MSc PMP
TaTianna K Nealy PMP RMP
Shashank Neppalli PMP
Nghi M Nguyen PhD PMP
Thuthuy C Nguyen PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
492 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
Srikanth Krishnamoorthy
PMPpgdsa
Kannan Krishnan
casimer凯西克罗尔
PMP男性
古斯塔沃krowczukPMP
Devesh库马尔PMPPMIACP
L森迪尔库马尔PMP
帕S库马尔PMP
拉库库马尔
弗拉迪米尔kupershteyn博士PMP
托马斯M栗原
kuthiala普尼特PMPcgeit
马西莫罗萨PMP
蒂埃里labrietPMPipmab
拉加拉安lakshminarasimhan
PMP
阿伦拉尔
elixender lamprea乐ón
peitil硕士
Hagit兰德曼PMPpmisp
ayotunde O拉沃尔PMPCAPM
罗伯塔劳伦斯bappmgt
PMP（项目理）
美国道格拉斯利尔德PMPACP
奥利弗F莱曼PMPclicp
莱文博士PgMPPMP
彼埃尔类PMP
建良
卡纳克林布PMPitilv3
法兰克MC林
安东尼奥L LO粘
MBAPMP
lohokare
阿南德lokhandePMP
阿尔伯托J洛佩兹PMP
塞缪尔LóPEZ González de
穆里略PMP
郑楼MBAPMP
érgio娄仁？哦pmirmpPMP
雨果K M娄仁？OPMP
罗伯特A LyellPMP
弗雷德里克G mackaden
MBAPMP
工程师三姑摩诃RajanBTECH
高：麦迪PMP
李察马尔茨曼
安东尼mampillyPMP
肯尼斯manahl
阿马尔芒果
戴维衣钵PMP
Len侯爵PMP
丹尼尔马里里亚诺
硕士学士PRINCE2
安东尼奥MarinoPMPPMIACP
汤姆mastalPMPCSM
佛罗里达州áVIO松山博士
文森特mcgevnaPMPPRINCE2
医生
乔恩mcglothianMBAPMP
艾伦麦克朗林MPM
苏：麦克诺特MBAPMP
彼Berndt de Souza梅洛
SPSpmisp
贝洛Mé费尔南德斯PMP
卡蒂亚Méndez牧歌
图PMP
厄恩斯特白PMP
Rashmi梅农
穆罕默德m'hamdiPMP
约阿希姆现代PMP
麦加特艾哈迈德zainuri B
穆罕默德PMP
甘露聚糖穆罕默德PMP彭
海萨姆KM Mokhtar衡计分卡
文
安德烈斯Trujillo莫拉诺长毛绒
marshciene亨德里克斯摩尔
MBA女士
lacheta穆尔
卡洛斯
约翰Morck医学PMP
哈罗德麦克莫斯利Jr
体育PMP
saradhi motamarri系统PMP
恩里克莫拉PMP
弥敦M mourfieldMBAPMP
伊拉克muhssin
克里斯廷蒙罗
迈克穆西尔PMP煤层气
哈立德M muslehPMPISO
9001啦
Arul SP muthupandian
阿米尔德里MSCPMP
名义南迪
塞尔吉奥·
faig nasibovPMP
mthokozisi NCUBEMSCPMP
TA蒂安娜KPMPRMP
Shashank neppalliPMP
宜M阮博士PMP
thuthuy C阮PMP
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492？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Tri Hue Nguyen PMP
Idika U Ngwobia MSc PMP
Jonathan Nickerson PMP
Praveen K Nidumolu PMP CSM
Eric Nielsen PMP
Jeffrey S Nielsen PgMP PMP
Sanjay Nivargikar
Takuji Noguchi PMP
Michael Nollet
Alireza Noordoust Behtouei
Fernando Nunes de Oliveira
PMP PMISP
Henry Lapid Nuqui PEE PMP
Kevin T O’Brien PEng PMP
Peter O’Driscoll PMP
Dayo Odunlami MBA PMP
SiobhanLouise O’Keefe
Bayonle Oladoja mnse PMP
Neil Olshansky
Johnson O Omosule Bsc
Thomas Q O’Rourke PMP
PMIRMP
Venkateswar P Oruganti
PMP FIETE
Mahmoud Assaad Othmane
PMP CIPM
Maksym Ovsianikov PMP
Hariyo D Pangarso MT PMP
James W Parcels
Sandro Pasini MBA PMP
Yadaiah Pathkula
Marcello Patrese PMP PMC
Draen Penzar PMP
Richard J Perrin PMP MBB
D John Peter PMP
Lachlan Peter CPEng PMP
Massimo Pica Brig Gen(ret)
Italian Army Dr (Eng)
Joseph Pignato
Raj Pillai PMP MIFireE
Teresita L Pineda PMP LEED AP
Crispin (Kik) Piney BSc PgMP
Jose Angelo Pinto PMP
OPM3 CC
Alan L Plastow PMP MAT
Fredric L Plotnick PhD PE
Shaligram Pokharel PhD REng
George E Porter MBA PMP
Marcus Possi MBAFGV SpS
Edwin A Provencal MBA PMP
Naseer Pervaz Qureshi
Norman Radatz PMP
Joo Ramalho PMP
S Ramani PgMP PMP
Phalguna K Ramaraju PMP
PMIACP
Rajkumar Ramaswamy
P Eng PMP
MKRamesh BE PMP
Gurdev Randhawa
Raghunathan Rangapathy PMP
Madhavan S Rao PMP
Raju N Rao PMP Cert OPM3
Professional
Michael Reed PMP
Vicky Restrepo PMP
Gustavo De Abreu Ribas PMP
Andriele Ribeiro MSc PMP
Juan Carlos Ribero Gomez PMP
Richard A Rodberg PMP
Bernard Roduit
David Roe PMP
Brandon Joseph Rogers PMP
Yvette Roserie PMP
Cecile T Ross PMP
Mohamed Saad
Kumar Sadasivan PMP
Mihail IE Sadeanu PhD PMP
Keiko Sakagami PMP
Eng Salem Mahaboob Saliha
Sheriff MBA PMP
Christian Q Salvaleon
Angela M Sammon PMP
Ranga Sarangan MBA PMP
Vikas Sarin PMP ME(SS)
Kyoichi Sato PMP
Sara Sattar PMP
Anatoliy A Savin PMP
Doina T Scafaru PMP
Danilo Scalmani PMP
Gary D Schmitz PMP
Martin R Schneider
William T Schulz PMP
Ulrich Schumann PMP
Hemant Seigell MBA PMP
Yoshiro Sekihara
Dhruba P Sen PMP CSDP
Maharajan Skandarajah PMP
Shrenik Shah PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 493
附录X2撰稿审稿PMBOK？第五版指南
三越南化PMP
idika U ngwobiaMSCPMP
乔纳森尼克森PMP
Praveen K nidumoluPMPCSM
埃里克尼尔森PMP
杰夫瑞·尼尔森PgMPPMP
Sanjay nivargikar
卓尔野口勇PMP
迈克尔诺
阿里noordoust behtouei
费尔南努涅斯奥利维拉
PMPpmisp
亨利nuqui硬便PMP
凯文T奥布赖恩彭PMP
彼奥德利斯科PMP
喔odunlamiMBAPMP
Siobhan路易丝O'Keefe
bayonle oladojaMnSePMP
尼尔Olshansky
约翰逊omosule衡计分卡
托马斯问：欧洛克PMP
pmirmp
oruganti venkateswar P
PMPFiete
艾哈迈迪othmane
PMPCIPM
ovsianikovPMP
D pangarso hariyo机器翻译PMP
杰姆斯W包裹
桑德罗帕MBAPMP
yadaiah pathkula
马塞洛帕特雷斯PMPPMC
DRA？恩penzarPMP
李察J佩兰PMPMBB
约翰彼PMP
拉克兰彼cpengPMP
马西莫异食癖准军（退役）—
意利军队博士（英文）
约瑟夫pignato
Raj皮莱PMPmifiree
西塔L PinedaPMPLEED AP
克里斯（击）松树衡计分卡PgMP
泽安吉洛托PMP
OPM3 CC
艾伦L普拉斯托PMP垫
弗雷德里克L Plotnick博士体育
shaligram pokharel博士
乔治波特MBAPMP
马库斯性mbafgvSPS
埃德温A普罗旺斯MBAPMP
纳瑟尔pervaz Qureshi
诺尔曼radatzPMP
乔？阿马略PMP
美国RamaniPgMPPMP
phalguna K ramarajuPMP
PMIACP
Rajkumar情报
P英格PMP
mkrameshPMP
gurdev randhawa
rangapathy毛军PMP
Madhavan饶PMP
拉朱N饶PMPCERT OPM3
专业
迈克尔芦苇PMP
维姬雷斯PMP
古斯塔沃de Abreu RibasPMP
andriele里贝罗MSCPMP
胡安卡洛斯利贝罗戈麦斯PMP
李察A RodbergPMP
伯纳德称：
戴维RoePMP
布兰登罗杰斯PMP
伊维特roseriePMP
罗斯PMP
穆罕默德萨阿德
库马尔动脉PMP
米哈伊尔sadeanu博士PMP
惠子坂PMP
工程mahaboob Saliha塞勒姆
警长MBAPMP
问：salvaleon基督教
安吉拉·M·萨蒙PMP
兰沙朗岸湾MBAPMP
Vikas沙林PMP（SS）
Kyoichi佐藤PMP
萨拉SattarPMP
阿纳托利A萨文PMP
娜T scafaruPMP
达尼洛scalmaniPMP
加里D施密茨PMP
马丁R
威廉T舒尔茨PMP
舒曼教授PMP
Hemant seigellMBAPMP
日sekihara
设立P森PMP复方丹参滴丸
maharajan skandarajahPMP
shrenik ShahPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版493
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nitin Shende PMP CSM
Kazuo Shimizu PMP
David Shirley MBA PMP
Sandeep Shouche PgMP PMP
Hilary Shreter MBA PMP
Sameer Siddhanti MSc PMP
Edson Silva
Evandro Silva
Fay Simcock
Gurpreet Singh MBA PMP
Ravi H Singh PMP
Nabakishore Singha Y
EMBA PMP
Rajesh Singla PMP
Darnell Singleton PMP MSPM
Sumit Kumar Sinha PMP
Malik Skaljic PMP MBA
Charles D Smith PMP
J Greg Smith
Kenneth F Smith PMP DPA
Cyndi Snyder PMP EVP
Pamela Soderholm PMP
Emad Eldin Soliman
Wang Songping
Mauro Sotille PMP
Frank Spiegel PMP
Babou Srinivasan PMP
Ravishankar Srinivasan PMP
Sriram Srinivasan PMP
ITIL Expert
Dennis E Stevens
Kevin Stokes
Zendre Strother
Murali Sundararaju PMP
Yasuji Suzuki PMP
Sudhir Swamy PMP
Marcus Tabart PMP
Afif Tabsh PMP
Shoji Tajima PMP ITC
Roberto Taraschi PMP
Isabella Taschetta PMP
Sunil Telkar PMP MIMA
John G Terdik PMP CSM
Carlos Tessore PhD PMP
Riad Thalji PMP
Srinivasan Thiruvengadathan
John B Thomas PMP
Sal J Thompson MBA PMP
Ronald Togatorop PMP
Mark Tolbert PMP
Ricardo Torres
Luis Eduardo Torres
Calzada PMP
John T Tracy MBA PMP
Mario H Trentim PMP PMIRMP
Ankit M Trivedi MS PMP
Mahmoud M Turkistani PMP
Bruce E Turner PhD PMP
Junichi Uchiyama PMP
Hafiz Umar
Krishnakant T Upadhyaya PMP
Srikanth US MS PGCPM
M Fahad Usmani PMP PMIRMP
Ali Vahedi Diz PgMP PMP
Richard E Vail PMP
Jorge Valdés Garciatorres
PMP ACB
José Félix Valdez PMP
Tom Van Medegael PMP
Mrten van Rheinberg PMP
PMIACP
Stephan Vandevoorde Ing
Ravi Vanukuru BE PMP
Lelio Varella PMP
Ricardo Viana Vargas MSc PMP
Jouko Vaskimo PMP IPMA
Level B
Cynthia A Vaughn MBA PMP
Isabel Rosario Vega
Palomino PMP
Vedananda V Venkata MS PMP
Thierry Verlynde MS PMP
Basskar Verma
Aloysio Vianna Jr PMP
Jaime Videla PMP
Carlos Augusto Freitas
PMP CAPM
Tiziano Villa PMP CMC
Jorge Archivaldo Villa CE
Ananth Vishakantiah PMP
Mangi Vishnoi PMP MIEAust
Poonam Vishnoi PMGTI
Yiannis Vithynos PMP PMIACP
Atin Wadehra MBA PMP
Paul Waits Jr PMP CPM
Xiaojin Wang PhD PMP
Patrick Weaver PMP FAICD
Kevin R Wegryn PMP MA
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494 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
Nitin德PMPCSM
喀左清水PMP
戴维雪莉MBAPMP
Sandeep shouchePgMPPMP
希拉里shreterMBAPMP
Sameer siddhantiMSCPMP
埃德森席尔瓦
埃万德罗席尔瓦
费伊Simcock
古佩特辛格MBAPMP
拉维·辛格PMP
nabakishore Singha Y
EMBAPMP
拉杰什信PMP
达尔单身PMPMSPM
萨米特库马尔SinhaPMP
马利克skaljicPMPMBA
查尔斯史密斯PMP
J格雷戈史密斯
肯尼思史密斯PMPDPA
斯奈德PMP执行副总裁
帕梅拉soderholmPMP
Emad埃尔丁索利曼
王松
毛罗sotillePMP
弗兰克明镜PMP
babou SrinivasanPMP
ravishankar SrinivasanPMP
斯利拉姆SrinivasanPMP
ITIL专家
丹尼斯E史蒂文斯
凯文斯托克斯
zendre斯特罗瑟
sundararajuPMP
铃木萩康司PMP
研究学者PMP
马库斯塔巴特PMP
阿菲夫tabshPMP
商事田岛PMPITC
罗伯托塔拉斯基PMP
伊莎贝拉taschettaPMP
苏尼尔telkarPMP密码
约翰G terdikPMPCSM
卡洛斯tessore博士PMP
里亚德thaljiPMP
斯里尼瓦桑thiruvengadathan
约翰B托马斯PMP
萨尔汤普森MBAPMP
罗纳德togatoropPMP
马克托尔伯特PMP
李嘉图托雷斯
路易斯托雷斯
公路PMP
约翰T特雷西MBAPMP
马里奥H trentimPMPpmirmp
Ankit M TrivediMSPMP
艾哈迈迪M突厥斯坦PMP
布鲁斯·特纳博士PMP
纯黄志强PMP
Hafiz奥马尔
krishnakant T乌帕德希雅PMP
Srikanth美国MSpgcpm
M法赫德更PMPpmirmp
阿里瓦海迪迪兹PgMPPMP
李察·维尔PMP
豪尔赫Valdégarciatorres
PMPACB
JoséFéLIX瓦尔迪兹PMP
汤姆范medegaelPMP
M？rten范RheinbergPMP
PMIACP
史蒂芬范德沃德ING
拉维vanukuru工学学士PMP
莱利奥VarellaPMP
李嘉图Viana巴尔加斯MSCPMP
康佑vaskimoPMPIPMA
B级
辛西娅A沃恩MBAPMP
伊莎贝尔罗萨里奥织女星
米诺PMP
vedananda V VenkataMSPMP
蒂埃里verlyndeMSPMP
basskar Verma
aloysio vianna JrPMP
Jaime魏拉PMP
卡洛斯奥古斯托Freitas
PMPCAPM
提香墅PMPCMC
豪尔赫archivaldo墅长官
美国vishakantiahPMP
VishnoiPMPMIEAust
波兰Vishnoipmgti
雅尼vithynos PMPPMIACP
wadehraMBAPMP
保罗等JrPMPCPM
金王博士PMP
帕特里克WeaverPMPfaicd
凯文R wegrynPMP马
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Stacia Weiner PMP
Roger K Weld PE PMP
Philip Wells PMP CEH
Sean Whitaker MBA PMP
S White
Rebecca A Winston JD
Stephen Wise PMP
Sheng Jun Tony Wu PMP
Wenyi Xiao PMP
Chen YanJi PMP
Clement CL Yeung PMP
Masafumi Yoshizawa PMP
Yong Yu
Ricardo T Yugue MSc PMP
Azam M Zaqzouq MCT PMP
Omran Mohamed Zbeida
PMP BSP
Bin Zhang
Salim Zid PMP LEED AP BD+C
X26 PMI Standards Program Member Advisory Group (MAG)
The following individuals served as members of the PMI Standards Program Member Advisory Group during
development of the PMBOK Guide—Fifth Edition
Monique Aubry PhD MPM
Margareth FS Carneiro MSc PMP
Chris Cartwright MPM PMP
Terry CookeDavies PhD
Laurence Goldsmith PMP
Paul E Shaltry PMP
Cyndi Snyder MBA PMP EVP
John Zlockie MBA PMP PMI Standards Manager
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 495
附录X2撰稿审稿PMBOK？第五版指南
斯西亚韦纳PMP
罗杰K焊缝PEPMP
菲利普威尔斯PMPCEH
肖恩惠特克MBAPMP
美国白
丽贝卡A温斯顿博士
史蒂芬聪明PMP
盛军吴托尼PMP
文艺PMP
陈延吉PMP
克莱门特捷利杨PMP
Masafumi吉泽PMP
勇宇
李嘉图T yugueMSCPMP
阿扎姆M zaqzouqMCTPMP
zbeida奥姆兰穆罕默德
PMPBSP
章
萨利姆济德PMPLEED AP BD+C
x26 PMI标准计划成员咨询组（MAG）
列员担PMI成员咨询组成员标准程序
项目理知识体系发展？第五版指南：
莫妮克Aubry博士MPM
玛格蕾斯FS卡罗MSCPMP
克里斯CartwrightMPMPMP
库克戴维斯博士
劳伦斯史密斯PMP
保罗E shaltryPMP
斯奈德MBAPMP执行副总裁
约翰zlockieMBAPMPPMI标准理
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版495
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X27 Harmonization Team
Karl F Best CAPM CStd
Steve Butler MBA PMP
Folake Dosunmu PgMP OPM3
Randy Holt MBS PMP Chair
Dorothy L Kangas PMP
Joseph W Kestel PMP
M Elaine Lazar AStd MA
Timothy MacFadyen
Vanina Mangano
David Christopher Miles CEng OPM3CC
Eric S Norman PgMP PMP
Michael Reed PMP
Chris Richards PMP
Jen L Skrabak MBA PMP
Carol Steuer PMP
Bobbye S Underwood PMP PMIACP
Dave Violette MPM PMP
Kristin Vitello CAPM
Quynh Woodward MBA PMP
John Zlockie MBA PMP
X28 Production Staff
Special mention is due to the following employees of PMI
Donn Greenberg Publications Manager
Roberta Storer Product Editor
Barbara Walsh Publications Production Supervisor
Licensed To Yan Xie PMI MemberID 2339948
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496 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
x27协调组
卡尔·CAPM
史提夫男家MBAPMP
folake dosunmuPgMPOPM3
兰迪霍尔特MBSPMP椅子
萝西L KangasPMP
约瑟夫·W·凯斯泰尔PMP
M伊莲Lazar1983年马
提摩太Macfadyen
外瓦尼纳曼加诺
戴维克里斯托弗opm3cc英里
Eric S诺尔曼PgMPPMP
迈克尔芦苇PMP
克里斯理查兹PMP
珍L skrabakMBAPMP
卡罗尔施托伊尔PMP
柏S安德伍德PMPPMIACP？
戴夫紫罗兰MPMPMP
克里斯廷VitelloCAPM
琼伍德沃德MBAPMP
约翰zlockieMBAPMP
x28生产员
特提员工PMI：
格林伯格出版理
罗伯塔仓储产品编辑
巴巴拉沃尔什出版物生产
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496？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X29 Contributors to Past Editions
X291 The PMBOK Guide—Fourth Edition
Cynthia Stackpole MBA PMP Project Manager
Karen Rasmussen Noll Deputy Project Manager
Murray Grooms BA PMP (Communications)
Sandra Hyman (Chapter Coordinator)
Joseph W Kestel PMP MSIS (Chapter 3 and 5 Lead)
Tom Malicki (Volunteer Lead Front & Back Lead)
Clifford W Sprague PMP (Volunteer Coordinator)
Geree V Streun CSQE PMP (Chief Architect)
Kristin L Vitello Standards Project Specialist
X292 Other Contributors
Wayne F Abba
Ahmed Taha Abd El Hameed
Ir Hj Ahmad Khairiri Abdul Ghani
Int PE ASEAN Eng
Klaus Abert
Biju B Abraham PMP
Ed Adelman PMP
Yasser Thiab Ali Afaneh
Mohit Agarwal
Upinder Aggarwal PMP
Eva D Aimable
Shigeru Akiba PMP
Phill C Akinwale PMP
James E Aksel MS PMP
Neil F Albert
Mohammad M Ali
Hussain Ali AlAnsari
Eur Ing C Eng
Mohammed Abdulla AlKuwari
Eur Ing PMP
Graeme A Allan
BSc(Hons) PMP
Marcia de Almeida
Wasel A AlMuhammad
MBA PMP
Noor Hamad Alnisif PMP
Fayez Mosaed AlTalhi PMP
Alonso Loaiza A PMP
Barnabas Seth Amarteifio PMP
Ketal Amin BB PMP
Alok N Anadkat BS PMP
P Lingesh Ananth PMP
Abel Andrew Anderson
CBM PMP
Chet R Anderson PMP
Niels Erik Andersen MSc CS
Jagathnarayanan P Angyan
FIE CE
Ondiappan Arivazhagan Ari
PMP CSSBB
Muhammad Waqar Asghar PMP
Syed S Asghar MSA PMP
Usman Asif PMP
Naing Moe Aung PMP
Shigeo Awamura
Mike Awuah MBA PMP
Tanin I Ayabakan MD PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 497
附录X2撰稿审稿PMBOK？第五版指南
x29贡献者版
x291 PMBOK？第四版指南：
辛西娅斯塔克波尔MBAPMP项目理
凯伦拉斯姆森诺尔项目副理
默里培训BaPMP（通讯）
桑德拉海曼（章协调员）
约瑟夫·W·凯斯泰尔PMPMSIS（第35铅）
汤姆malicki（志愿者铅前铅）
克利福德·W·斯普拉格PMP（志愿者协调员）
geree诉streunCSQEPMP（首席建筑师）
克里斯廷L Vitello标准项目专员
x292贡献者：
韦恩神父
艾哈迈德Taha Abd El哈米德
红外HJ艾哈迈德khairiri阿卜杜勒加尼
国际体育东盟工程
克劳斯艾伯特
优B亚伯拉罕PMP
Ed阿德尔曼PMP
亚西尔thiab阿里afaneh
莫希特Agarwal
upinder AggarwalPMP
伊娃D定
茂秋叶PMP
菲尔·C akinwalePMP
杰姆斯E AkselMSPMP
尼尔F艾伯特
穆罕默德M阿里
侯赛阿里安萨里
欧洲工程师总工程师
穆罕默德Abdulla Al kuwari
欧元PMP
格雷姆A艾伦
理学士（荣誉）PMP
玛西亚阿尔梅达
WASEL答穆罕默德
MBAPMP
努尔哈马德alnisifPMP
Fayez mosaed Al talhiPMP
A阿隆索洛艾萨PMP
巴巴塞思amarteifioPMP
缩酮阿明BBPMP
联合国anadkat AlokBSPMP
第lingesh AnanthPMP
阿贝尔安烈安德森
煤层气PMP
切特·安德森PMP
尼尔斯埃里克安徒生MSC CS
angyan jagathnarayanan P
呸长官
ondiappan arivazhagan阿里
PMP培训机构
穆罕默德Waqar AsgharPMP
赛义德S AsgharMSAPMP
乌斯曼阿西PMP
英莫昂PMP
新awamura
迈克AwuahMBAPMP
ayabakan塔宁MDPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版497
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Jacklyn AyoungChee
MBA PMP
Mahadhir Aziz PMP
Karthegesan B MBA PMP
Rozinah Bachik MSc (PM) PMP
Ernest Baker PMP
Ramanan Balakrishna PMP
Sunil Bansal PMP
Ricardo do Rêgo Barros PMP
Patricia J Bartl PMP
Nazir M Bashir PMP
Herminia Bastos PMP CMC
Mohammed Safi Batley MIM
Fred Beckmann PMP
Debra C Bedford
Julia M Bednar PMP
Eric Berry PMP
Stephen Berté PhD PMP
Mamoun A Besaiso CE
Dale L Beyer MBA PMP
Christie Biehl EdD PMP
Shantanu Bhamare PMP
Alok Bhaskar MBA PMP
Kurmarao V Bhavanasi PMP
Artur Bialy PMP
Craig Nicholas Blackford
Rhonda R Blevins PMP
Edward Bogak MBA
Dennis L Bolles PMP LLC
Stephen F Bonk PMP PE
Adolfo Borja MBS PMP
Al Bornmann PE PMP
Lyn Bos MHA MBA
JeanLuc Boulanger PMP
Lynda Bourne DPM PMP
Didier Brackx EMS Prof PMP
Robin G Bradshaw PMP
Carlos Eduardo M F Braga PMP
Wayne R Brantley MS Ed PMP
Ralf Braune PMP
Michael C Broadway PMP
Alex S Brown PMP IPMAC
Ian A Brown MBA PMP
Jerry L Brown PMP
Joan Browne
Jeannine Allison Bryan
Pat Buckna PMP
Camper Bull PMP
Mitchell S Burke MS MBA
Janet P Burns PMP
Kenny E Burrow PhD PMP
Bernardo O Bustamante
PE PMP
John Buxton PE PMP
Andrea Caccamese PMP
PRINCE2 Practitioner
Roberto Alejandro Cadena
Charles Cain PMP
Teresa W Calhoon PMP
Sergio A Calvo PMP
Luis Eduardo Torres Calzada
MPM PMP
Franco Caron PhD
Alejandro M Polanco Carrasco
Chris Cartwright MPM PMP
Brian L Cassita
Roberto Castro
William A Cather PhD PMP
Roberto Celkevicius PMP ITIL
Bruce C Chadbourne
PMP PgMP
K K Chakraborty PMP BE
Krishna Datta Nallani
Chakravartula MBA PMP
KaKeung Chan PMP MBA
Paul E Chaney PMP
Supriyo Chatterji MCA PMP
Tony Tze Wai Chau PMP MAPM
Noman Zafar Chaudry PE PMP
Ashish Chawla MS
Zhen Cheng
David Kwok Keung Chenung
Ramesh Chepur CSQA PMP
David K Cheung MSc MBA
Tomio Chiba PMP
Ananaba Marcellinus
Chikwendu MBA PMP
HsingTung Chou PhD
LungHung Roger Chou
PMP MCT
David Christensen
Manuel Cisneros MBA PMP
Douglas Clark
Darrell S Cleavenger PMP
Alexandre Coelho PMP
Richard J Coffelt PMP
Brenda Connor PMP
Terry CookeDavies PhD FCMI
Edmund H Conrow PhD PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
498 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
杰克林年轻
MBAPMP
mahadhir阿齐兹PMP
karthegesan BMBAPMP
bachik RozinahMSC（PM）PMP
厄斯特贝克PMP
希balakrishnaPMP
苏尼尔BansalPMP
李嘉图Rê巴罗斯PMP
帕特丽夏J·巴PMP
官员巴希尔先生PMP
Herminia巴斯托斯PMPCMC
穆罕默德萨菲巴特利MIM
弗莱德贝克曼PMP
黛布拉C贝德福德
朱丽亚M贝德纳PMP
埃里克浆果PMP
史蒂芬伯特博士éPMP
奈达besaiso长官
戴尔湖拜尔MBAPMP
克里斯蒂BiehlEDDPMP
Shantanu巴马雷PMP
阿洛克巴斯卡MBAPMP
kurmarao诉bhavanasiPMP
阿图尔面包卷PMP
克雷格尼古拉斯写
朗达R布莱文思PMP
爱德华博加克河MBA
丹尼斯博尔斯PMPLLC
史蒂芬F邦克PMPPE
阿道夫Borja住房抵押贷款证券化PMP
Al BornmannPEPMP
Lyn BOSMHAMBA
Jean Luc BoulangerPMP
琳达伯恩DPMPMP
brackx教授EMSPMP
罗宾·肖PMP
卡洛斯爱德华M F布拉加PMP
韦恩R BrantleyMSPMP
拉尔夫布劳PMP
迈克尔C百老汇PMP
亚历克斯布朗PMP ipmac
伊恩布朗MBAPMP
杰里·布朗PMP
琼布朗
珍妮埃里森布莱恩
帕特bucknaPMP
露营者公牛PMP
美国米切尔伯克MSMBA
珍妮特P烧伤PMP
肯尼E洞穴博士PMP
布斯塔曼特·O
体育PMP
约翰巴克斯顿PEPMP
安德列caccamesePMP
PRINCE2实践者
罗伯托Alejandro分类
查尔斯该隐PMP
特蕾莎W卡尔霍恩PMP
塞尔吉奥A卡尔沃PMP
路易斯托雷斯公路
MPMPMP
佛朗哥卡隆博士
亚历杭德罗M波朗科卡拉斯科
克里斯CartwrightMPMPMP
布瑞恩L cassita
罗伯托卡斯特罗
威廉博士凯瑟PMP
罗伯托celkeviciusPMPITIL
布鲁斯C查德伯恩
PMPPgMP
K K ChakrabortyPMP
奎师达塔nallani
chakravartulaMBAPMP
黄家强ChanPMPMBA
保罗钱尼PMP
supriyo查特吉MCAPMP
托尼紫外洲PMPMAPM
诺曼扎法尔乔德利PEPMP
Ashish Chawla女士
镇城
戴维Kwok Keung chenung
拉梅什chepur中国船级社PMP
戴维K祥理学硕士工商理硕士
千叶雄PMP
ananaba塞里
chikwenduMBAPMP
兴东瞅博士
肺挂罗杰周
PMPMCT
戴维克里斯坦森
曼努埃尔CisnerosMBAPMP
道格拉斯克拉克
达雷尔S克利文格PMP
亚历山科埃略PMP
李察J考菲尔特PMP
布伦达康纳PMP
库克戴维斯博士电量
埃德蒙·H·康罗博士PMP
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498？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Betty Corbin PMP
John E Cormier PMP
Mauricio E Cornejo PMP
Anthony R Corridore PMP
William T Craddock
Larry E Criger PE PMP
Darren D Criglar MLA MA
Jacqueline M Cruit PMP
Mary Colleen Cullinan PMP
Michael J Cunningham PMP
Craig CurranMorton MA PMP
Robert L Cutler PMP
Barbara Y DaCosta MPA PMP
Venkatesh Dakshinamurthy
Claudio D’Arcangelo PMP
Claudio Da Rold PMP
Anirban Das PMP
Venkateswarlu B Dasigi
PhD PMP
Patricia A DavidGentsch
Allan Edward Dean MBA PMP
Jim Delrie PE PMP
Madhavi Desai MS PMP
Rahul P Deshpande
Anita Dhir PMP
Laurie Diethelm CAPM
David Dominguez
Nick Doralp PMP ECM
George R Dorer MBA PMP
Bernadine Douglas
Nicolas Douliez
Nigel O D’Souza PMP ITIL
John A Dullnig PMP
Francine J Duncan MIEEE PMP
Azra Duric PMP
Teresa Duvall PMP CDR
Phillip Dyer PMP
G Ebynayagam
Susan Holly Edelman PMP
Judith A Edwards PhD PMP
Paul J Egan
Tarek ElMisalami PhD PMP
Waleed M ElToulkhy PMP
Ramon Espinoza PMP
Brian M Evans PMP
Peter EwartBrookes PMP
Steven L Fahrenkrog PMP
Bruce E Falk PMP
John L Fallon PMP
Giovanni Fanduiz MSc PMP
Sabeeh U Faruqui
BE Elect PMP
Kathleen M Federici
MEd CAPM
AnnaMaria Felici PMP CMC
Luis Cláudio Tavares
Fernandes PMP
Marcelo B Ferreira
Ann Marie Ficarra PMP
Michael H Fisher MSPM PMP
Matthew J Fiske PE PMP
Cheryl Fitzgarrald PMP
Edgardo J Fitzpatrick PMP
Martin Flank MBA PMP
Joel E Fleiss PMP
Quentin W Fleming
Gloria Elena Folle Estrada
Charles T Follin PMP
Dean J Fragos
Amanda Freitick
Scott D Freauf PMP
Mark R Friedman CISA PMP
Scott J Friedman PMP
Andrew H Furber PMP PRINCE2
W Anders Fusia PMP
Ravindra Gajendragadkar PMP
Sharyn H Gallagher EdD PMP
Xue Gang (Gabriel) PMP QSLA
George F Garas MBA
Jose Eduardo Motta Garcia
MBA PMP
Anand Swaroop Garg
Stanisaw Gasik
Jay D Gassaway
David P Gent CEng PMP
Mitchlyn Gentry MISM
Joseph Sanju George
Subir Ghosh PMP
Carl M Gilbert PMP OPM3AC
Peter James Gilliland PMP
Theofanis Giotis MSc PMP
Fernando Hurtado Giraldo
Jonathan Glaser PhD PMP
Sulema de Oliveira Barcelos
Gobato MSc PMP
Joelle A Godfrey PMP
Vivek Goel PMP
Marshall Goldman PMP
Roger K Goodman PMP
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 499
附录X2撰稿审稿PMBOK？第五版指南
贝蒂CorbinPMP
约翰·科米尔PMP
毛里西奥·科尔霍PMP
安东尼河PMP
威廉T说
拉里E crigerPEPMP
戴伦D criglarMLA马
杰奎琳M招募PMP
玛丽科琳天玺PMP
迈克尔·坎宁安PMP
克雷格·莫尔顿马PMP
罗伯特卡特勒PMP
巴巴拉Y达科斯塔MPAPMP
dakshinamurthy Venkatesh
克劳迪奥达尔坎杰洛PMP
克劳迪奥作PMP
anirban DASPMP
venkateswarlu B dasigi
博士PMP
帕特丽夏A戴维gentsch
艾伦爱德华院长MBAPMP
吉姆delriePEPMP
马维德赛MSPMP
rahul P Deshpande
安妮塔迪尔PMP
劳丽力天CAPM
戴维明戈斯
尼克doralpPMPECM
乔治R勒MBAPMP
伯娜丁道格拉斯
尼古拉斯douliez
奈吉尔D’索萨PMPITIL
约翰A dullnigPMP
弗朗辛J邓肯mieeePMP
阿斯拉杜里克PMP
特蕾莎杜瓦尔PMPCDR
菲利浦代尔PMP
ebynayagam G
苏珊Holly埃德曼PMP
朱迪思A爱德华兹博士PMP
保罗·J·伊根
misalami Tarek el博士PMP
瓦利德M eltoulkhyPMP
拉蒙EspinozaPMP
布瑞恩M伊万斯PMP
彼尤尔特布鲁克斯PMP
史提芬L法伦克罗格PMP
布鲁斯E法尔克PMP
约翰L法伦PMP
乔尼fanduizMSCPMP
sabeeh美国法鲁基
选出PMP
凯思琳M披挂阵
医学CAPM
Annamaria费利奇PMPCMC
路易斯氯á音频塔瓦雷斯
费尔南德斯PMP
马塞洛B费雷拉
安玛丽费PMP
迈克尔·费希尔MSPMPMP
马修·J·菲斯克PEPMP
谢丽尔fitzgarraldPMP
埃德加·菲茨帕特里克PMP
马丁旁边MBAPMP
E乔尔FleissPMP
昆廷·弗莱明
格洛丽亚埃琳娜民间埃斯特拉达
查尔斯T福林PMP
fragosJ
阿曼达freitick
史葛D freaufPMP
马克R弗里德曼中钢协PMP
史葛J弗里德曼PMP
安烈H弗伯PMPPRINCE2
W安德斯fusiaPMP
Ravindra gajendragadkarPMP
沙林H加拉赫EDDPMP
薛岗（加布里埃尔）PMPqslA
乔治F加拉斯MBA
泽莫塔加西亚
MBAPMP
阿南德Swaroop含漱液
stanis？噢gasik
周杰伦D加萨韦
戴维P绅士PMP
mitchlyn士绅导致
约瑟夫三居乔治
戈什PMP
卡尔M吉尔伯特PMPopm3a C
彼杰姆斯GillilandPMP
西奥GiotisMSCPMP
费尔南乌尔塔
乔纳森格拉泽博士PMP
sulema de奥利维拉巴塞罗斯
gobatoMSCPMP
乔丽A戈弗雷PMP
维韦克GoelPMP
戈德曼PMP
罗杰K GoodmanPMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版499
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Jean Gouix Eng PMP
Priyesh Gopalakrishnan
Derek R Grant BSc PMP
Thomas J Gray PE PMP
Paul A Green BSc (Hons)
Donn Greenberg
Roy Greenia
Stephen Grey PhD
Mireya Grieco PMP
Liz Grinzo PMP
Torben Grut PMP
Jeff Jianfei Gu MBA PMP
Ruth Anne Guerrero MBA PMP
Pier Luigi Guida Ing PMP
Joy Gumz CPA PMP
Marie Gunnerson
Swati Gupta PMP
Raj Guttha
Anne N Gwankobe PMP CSSGB
Mustafa Hafizoglu PMP
Edward Hall PMP CQM
Matthew W Handi PMP
John Haneiko PMP
Sharad S Harale PMP MIM
Kurt J Harris PMP
Donna M Harrison PMP
Akkiraju V Harshavardhan PMP
Dr Sheriff Hashem PhD PMP
Mohamed Hassan PMP CSWP
Lawrence Hattenburg PMP
Larry J Hawkins DSc PMP
Ernesto Yo Hayashi MEng
Jim Hayden PMP
Gary R Heerkens PMP PE
Mohamed S Hefny MSc PMP
Krzysztof Hejduk PhD PMP
Kel Henderson
Robert Hierholtz
Gary Higgs
Hideyuki Hikida PMP
Merleen Cowie Hilley
Bob Hillier PMP
David A Hillson PhD PMP
Lecia L Hogan MPM
Mark Holdrege
Carol Holliday MA PMP
Felicia Hong PMP MBA
George H Hopman PhD PE
Tim Hornett PMP
Gheorghe Hriscu PMP OCP
ChihYang Hsia PMP MBA
Jeff M Hughes BA (Hons) PMP
David T Hulett PhD
Theresa L Hunt CSQE CSTE
Marta Hurst CLSSBB
JeanPierre Husereau PMP
OPM3CC
Huma Hydari MBA PMP
Zulfiqar Hussain PE PMP
Midori Ito
Suhail Iqbal PE PMP
George Jackelen
David S Jacob MS PE
Tony Jacob PMP
Dhanojkumar D Jadhav
Ashok Jain PAHM PMP
TD Jainendrakumar PMP
Nilesh D Jaltare PMP
Ganesh Jambunathan PMP
Raj Kumar Jhajharia PMP
Marco Antonio Jimenez
PMP MBA
Merna M Johnson PMP
Tony Johnson PMP PgMP
Elden F Jones II PMP MSPM
Marylinda Jones PMP Six
Sigma Greenbelt
Michele J Jones PMP
Nancy A Joseph PMP
George Jucan PMP
Marijana Jurgec
Lenin Babu Kamma PMP
Nils Kandelin PhD PMP
Edwin J Kapinus PMP PE
Sanjay Kapoor
Carl Karshagen PMP
Puja Kasariya PMP
Kenneth P Katz PMP
Ramakrishna Kavirayani PMP
Kenichi Kawamata PMP
Genny Kelly
Lance Kelson CISSP PMP
Tom Kendrick PMP
Roger Kent PMP
Joseph W Kestel MSIS PMP
Rameshchandra B Ketharaju
Thomas C Keuten PMP
OPM3CC
Hamed Keyvanfar
Licensed To Yan Xie PMI MemberID 2339948
This copy is a PMI Member benefit not for distribution sale or reproduction
500 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
gouix英格PMP
priyesh巴拉克利希南
德里克·格兰特衡计分卡PMP
托马斯J灰色PEPMP
保罗格林理学士（荣誉）
格林伯格
罗伊绿尼亚
史蒂芬灰色博士
玛利亚格里科PMP
丽兹grinzoPMP
托·格鲁特PMP
杰夫减肥顾MBAPMP
鲁思安妮格雷MBAPMP
墩路易吉指南INGPMP
快乐gumz注册会计师PMP
玛丽甘纳森
斯瓦特GuptaPMP
Raj guttha
安妮N gwankobePMPcssgb
穆斯塔法hafizogluPMP
爱德华音乐厅PMPCQM
马修W汉帝PMP
约翰haneikoPMP
撒拉德S haralePMPMIM
库尔特哈里斯PMP
唐娜M哈里森PMP
akkiraju诉harshavardhanPMP
警长哈希姆博士博士PMP
穆罕默德哈桑PMP世文编
劳伦斯哈腾堡PMP
拉里霍金斯DSCPMP
埃斯托林蒙哟
吉姆海登PMP
加里R heerkensPMPPE
穆罕默德S hefnyMSCPMP
克日什托夫海杜克博士PMP
凯尔亨德森
罗伯特hierholtz
加里Higgs
秀hikidaPMP
merleen考伊希利
鲍勃希利尔PMP
戴维A希尔森博士PMP
Lecia L HoganMPM
马克霍尔德里奇
卡罗尔霍利迪马PMP
费利西亚香港PMPMBA
乔治霍普曼杯博士体育
提姆霍特PMP
格奥尔基hriscuPMPOCP
阳夏PMPMBA
杰夫M休斯学士（荣誉）PMP
戴维T休利特博士
特丽萨亨特CSQECSTE
马尔塔赫斯特clssbb
彼埃尔husereauPMP
opm3cc
类hydariMBAPMP
Zulfiqar侯赛PEPMP
伊藤绿
Suhail伊克巴尔PEPMP
乔治jackelen
戴维S雅伯MSPE
托尼雅伯PMP
dhanojkumar D贾达夫
印度耆教PAHMPMP
jainendrakumarPMP
D jaltare NileshPMP
Ganesh jambunathanPMP
Raj库马尔jhajhariaPMP
安东尼奥希门尼斯
PMPMBA
默纳M约翰逊PMP
托尼约翰逊PMPPgMP
埃尔登F琼斯二世PMPMSPM
marylinda琼斯PMP六
西格玛绿带
米歇尔J琼斯PMP
南茜·约瑟夫PMP
乔治jucanPMP
jurgec Marijana
列宁先生业报PMP
尼尔斯kandelin博士PMP
埃德温J kapinusPMPPE
卡普尔
卡尔karshagenPMP
礼拜kasariyaPMP
肯尼思P卡茨PMP
室利罗摩克里希纳kavirayaniPMP
健PMP
詹妮凯利
兰斯凯尔森CISSPPMP
汤姆肯德里克PMP
罗杰肯特PMP
约瑟夫·W·凯斯泰尔MSISPMP
rameshchandra B ketharaju
托马斯C咳宁PMP
opm3cc
哈米德keyvanfar
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500？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Tausif Khawaja
Jim Kinard PMP
Konstantinos Kirytopoulos
PhD PMP
Joan Knutson PMP
Kimberly A Kook PMP ITIL
Foundations
Roman S Kosarzycki PMP
Chetana S Koulagi PMP CSQA
Mark Krahn PhD PMP
Edie E Kubomoto PMP CQM
Takahiko Kuki PMP JPE
Milan Kumar MCM ITIL
Sasi Kumar PMP
Karthikeyan Kumaraguru
MS PMP
Vijaya Kurada MBA PMP
Thomas M Kurihara
Lisa M LaCourse PMP
Jerry D Lainhart PMP
S Lakshminarasimhan
MBA(Fin) PMP
Tim KY Lam PMP MBA
Philippe Landucci PMP
David J Lanners MBA PMP
David K Larson
MaryElizabeth Larson
PMP CBAP
Richard G Larson PMP CBAP
Marta M Laszcz PMP
Charlene Lattier PMP
Jim Lee Sr PMP
Patty Leung
Juanita Jane Lightfoot
Donald Likens
Diana Lilla MA PMP
Michelle Z LimWatson
Robin Lindenmeier PMP
Michael Linegar PMP MBA
Kristin Linoski PMP
John D Lissaman BEng PMP
Arden Lockwood MBA PMP
Mary K Lofsness
Anand Lokhande PMP
Alberto Lopez PMP
Enrique LópezMingueza PMP
Margaret L Love PMP
Adrian LovelHall
Angela ChengJui Lu PhD PMP
Chuanqing James Lu PMP
Yves M Lucas PMP
Christina Luik
Raymond Maczka
Shankar Mahadevan PMP CWA
Robin Maher
Catryana C Malcolm PMP
Konstantinos Maliakas PMP
Rich Maltzman PMP
Vasantha R Manda MS PMP
Rick Mandarino PMP MBA
Srinivas Mandgi PMP SAP HR
Carmelene Mangahis
Ammar W Mango PgMP PMP
Brian J Mangravite
Joachim Manz PhD PMP
Lou Marks PMP
Mark Marlin PMP PE
Robert A Marshall PhD PMP
Cristinel Damian Martalogu
John A Marzullo PMP
Rebecca P Masucci
Jamie Mata
Mohit Raj Mathur PMP
Nael Mattar
Rahma Mbarki Eng MSc MBA
Laura McDonough PMP
Colleen A McGraw PMP
David McKenna MSc PMP
Yan Bello Méndez PMP
Louis J Mercken PMI
Fellow PMP
Su MeiShih PMP
Kenneth Merten
Predrag Fred Mikanovic
MBA PMP
Berne C Miller PMP CPL
Walter Warren Miller III
PhD PMP
Sumith Alvet Miranda PMP
Purvi Sheth Mishra
Gregg Mohrmann
Mark A Monteleone PMP CBAP
Gary Monti PMP
Carlos Morais PMP
John Morck
Alberto Moreno PMP
Paola Morgese PE PMP
Kaoru Mori PMP
Rogan Morrison PMP
Saradhi Motamarri MTech PMP
Bhagchand S Motwani
Stephen E Mueller PMP EVP
Licensed To Yan Xie PMI MemberID 2339948
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 501
附录X2撰稿审稿PMBOK？第五版指南
陶西夫Khawaja
吉姆KinardPMP
康斯坦丁kirytopoulos
博士PMP
琼KnutsonPMP
金佰利怪PMPITIL
基础
罗马美国kosarzyckiPMP
Chetana美国koulagiPMP中国船级社
马克克朗博士PMP
Edie E kubomotoPMPCQM
Takahiko库基PMPJPE
米兰库马尔MCMITIL
库马尔PMP
kumaraguru卡菲基恩
MSPMP
魏kuradaMBAPMP
托马斯M栗原
丽莎M lacoursePMP
杰里D莱恩哈特PMP
lakshminarasimhan
工商理硕士（片）PMP
提姆开源林PMPMBA
菲利普landucciPMP
戴维J兰纳特MBAPMP
戴维拉尔森
玛丽伊丽莎白拉尔森
PMPCBAP
李察拉尔森PMPCBAP
马尔塔M laszczPMP
沙琳lattierPMP
吉姆李先生PMP
帕蒂梁
胡安妮塔简二
唐纳德
戴安娜里拉马PMP
米歇尔Z LIM沃森
知更鸟lindenmeierPMP
迈克尔林嘉PMPMBA
克里斯廷linoskiPMP
约翰D lissaman崩PMP
雅顿洛克伍德MBAPMP
玛丽K lofsness
阿南德lokhandePMP
阿尔伯托洛佩兹PMP
恩里克LóPEZ minguezaPMP
玛格丽特L爱PMP
阿德里安阳光厅
安吉拉程路瑞博士PMP
川庆杰姆斯路PMP
伊夫卢卡斯先生PMP
克莉丝汀列日
雷蒙德maczka
Shankar MahadevanPMPCWA
罗宾马赫
catryana C马尔科姆PMP
康斯坦丁maliakasPMP
丰富马尔茨曼PMP
瓦珊塔R曼达MSPMP
瑞克MandarinoPMPMBA
Srinivas mandgiPMPSAP HR
carmelene mangahis
阿马尔·芒果PgMPPMP
布瑞恩J mangravite
约阿希姆称博士PMP
娄标志PMP
马克马林PMPPE
罗伯特马歇尔博士PMP
达米安martalogu cristinel
约翰A MarzulloPMP
丽贝卡P Masucci
杰米马塔
莫希特Raj马图尔PMP
Nael
Rahma mbarki英格理学硕士工商理硕士
劳拉麦克唐纳PMP
科琳麦格劳PMP
戴维麦克纳MSCPMP
贝洛Mé费尔南德斯PMP
路易斯J merckenPMI
研究员PMP
苏美施PMP
Kenneth Merten
米贾弗莱德mikanovic
MBAPMP
伯尔尼C米勒PMPCPL
沃尔特沃伦米勒三世
博士PMP
sumith alvet米兰达PMP
布尔维塞丝米斯拉
格雷格莫尔曼
马克A蒙特利尔PMPCBAP
加里蒙蒂PMP
卡洛斯莫雷斯PMP
约翰Morck
阿尔伯托莫雷诺PMP
保罗morgesePEPMP
森薰PMP
罗根墨里森PMP
saradhi motamarri系统PMP
bhagchand美国伟
史蒂芬E缪勒PMP执行副总裁
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版501
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Hazim Muhssin PMP
Rita Mulcahy PMP
Philips Tharakan Mulackal
PMP CCE
Gerald Mulenburg DBA PMP
John L Murphy PE PMP
Pradeep Murti
Carlo Muzzarelli
Takamichi Nagano
Prakash Nagaraju PMP
John T Napier
Kalyanraman Narayanswamy
PMP
Faig Nasibov PMP
Muhammad Nasir
John T Nelson BSc
Mohammed Taher Netarwala
BE Mech PMP
Edgard Pedreira de Cerqueira
Neto PhD PMP
Michael Newell PMP
Thuthuy C Nguyen PMP
Praveen K Nidumolu PMP
Jeffrey S Nielsen PMP
James S Niziurski PMP
Michael C Nollet MBA PMP
Peter Ntiforo PMP BSc (Hons)
Jeff Nuding PMP
Michael O’Brochta MPM PMP
Deborah O’Bray CIM (Hons)
Edward A O’Connor PMP
Charis Ogbonna
Kazuhiko Okubo PE PMP
James Ostad PMP
Dmitry Ostroushko PhD
Beth Ouellette MBA PMP
Priya Padmanabhan PMP
Nariman Panahian PhD PMP
Mohan Pandey MPharm
PGDM(IIMA)
Tara Pangakis PMP
Leah Paras PMP
Balaji Parasuraman
Kent D Paris PMP
Hyung Ki Park PMP
William J Parkes PMP
Frank R Parth MBA PMP
Jerry L Partridge PMP
George Pasieka aCPP PMP
Marcello Patrese PMP MPM
Mridul Paul PMP MBA
Peter B Paulauskas PMP
Seenivasan Pavanasam
B Tech PMP
Almir dos Santos Pereira PMP
Nancy Perosio PMP
Robert E Perrine PMP
Sitarama Chakravarthy
Peruvel PMP
Bruce T Petro PMP
Daniel Picard PMP
Crispin (Kik) Piney BSc PMP
George Pitagorsky PMP
Rama P Pokala PMP
Morris A Pondfield MBA MS
Roberto Henrique Nogueira Pons
Charles M Poplos EdD PMP
Steven S Popovich
Steven R Potter PMP
Janice Preston PMP
Carl L Pritchard PMP EVP
Carl W Pro PMP
Nathan Pryce EMTM PMP
Javier Pumar PMP
Jan FM Raes PhD PMP
Regina Rahmilov
V Raja PMP
Aditya Rajguru PMP
S Ramani PgMP PMP
Ananthakrishnan
Ramaswami PMP
Claudia Elisa Ramírez PMP
Dave Randell PMP
Gurdev S Randhawa PMP
Shrish Rangaramanujam PMP
Banshidhar Rayaguru PMP
M Tech
Krupakara Reddy PMP PRINCE2
Practitioner
Caroline Robison PMP
Ana I Rodríguez García PMP
Asbjrn Rolstads PhD Ing
Rafael Fernando Ronces
Rosas PMP
Kenneth H Rose PMP
Prakash Roshan PMP
David W Ross PMP PgMP
Neal L Rowland PMP
Jaideep Roy
Laurie M Rudnitsky PMP
Lee Ryan
Nani SadowskiAlvarez PMP
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502 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
伊拉克muhssinPMP
丽塔MulcahyPMP
飞利浦tharakan mulackal
PMPCCE
杰拉尔德mulenburgDBAPMP
约翰墨菲PEPMP
普拉迪普Murti
Carlo Muzzarelli
takamichi长野
nagaraju PrakashPMP
约翰T草
kalyanraman narayanswamy
PMP
faig nasibovPMP
穆罕默德纳西尔
约翰T纳尔逊衡计分卡
穆罕默德塔希尔netarwala
机械PMP
Edgard佩德雷拉de Cerqueira
托博士PMP
迈克尔纽厄尔PMP
thuthuy C阮PMP
Praveen K nidumoluPMP
杰夫瑞·尼尔森PMP
杰姆斯S济乌尔斯基PMP
迈克尔C诺MBAPMP
彼ntiforoPMP理学士（荣誉）
杰夫泸定PMP
迈克尔o'brochtaMPMPMP
底波拉o'brayCIM（荣誉）
爱德华奥康纳PMP
哈里斯奥邦纳
Kazuhiko久保PEPMP
杰姆斯OstadPMP
德米特里ostroushko博士
贝丝韦莱MBAPMP
普里亚帕德马纳班PMP
panahian纳里曼博士PMP
mohan潘迪MPharm
PGDM（IIMA）
塔拉pangakisPMP
利亚第PMP
巴拉吉Parasuraman
肯特：巴黎PMP
哥KI公园PMP
威廉J帕克斯PMP
法兰克·帕斯MBAPMP
杰里L鹧鸪PMP
乔治图片源：帕斯尔卡ACPPPMP
马塞洛帕特雷斯PMPMPM
mridul保罗PMPMBA
彼B保劳斯卡斯PMP
seenivasan pavanasam
B科技PMP
阿尔米尔斯桑托斯佩雷拉PMP
南茜perosioPMP
罗伯特·珀赖PMP
sitarama Chakravarthy
peruvelPMP
布鲁斯T佩特罗PMP
丹尼尔皮卡PMP
克里斯（击）松树衡计分卡PMP
乔治pitagorskyPMP
Rama P分配PMP
莫里斯A庞德菲尔德街MBA女士
罗伯托恩里克Nogueira脑桥
查尔斯M poplosEDDPMP
史提芬S波波维奇
史提芬波特PMP
珍妮丝PrestonPMP
卡尔L普里查德PMP执行副总裁
卡尔W ProPMP
弥敦PryceeMTMPMP
哈维尔pumarPMP
Jan调频速率博士PMP
里贾纳rahmilov
V RajaPMP
阿迪亚中国PMP
美国RamaniPgMPPMP
ananthakrishnan
拉马斯瓦米PMP
克劳蒂亚试剂RAMírezPMP
戴夫RandellPMP
gurdev S randhawaPMP
里希rangaramanujamPMP
banshidhar rayaguruPMP
M技术
krupakara迪PMPPRINCE2
医生
卡洛琳罗宾逊PMP
安娜岛Rodríguez GarcíPMP
日？RN rolstad？博士荷兰
拉斐尔费尔南ronces
罗萨斯PMP
Kenneth H玫瑰PMP
Prakash罗山PMP
戴维W罗斯PMPPgMP
尼尔L罗兰PMP
罗伊
劳丽M罗尼斯基PMP
黎瑞恩
纳尼Sadowski阿尔瓦雷斯PMP
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502？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Osamu Sakamoto PMP
Brian Salk MA Ed PMP
Gladstone Leslie Samuel
Paul Sanghera PhD PMP
Satheesh Santhangopalan PMP
Otavio Ritter Santos PMP
Rick B Santos MBA PMP
Vikas Sarin ME(SS)MCA
Ramanathan Sathianaraynan
PMP CSQA
Kyoichi Sato PMP
Curt Schlonies PMP
Eugene Schreiner
John Schuyler PE PMP
Salvatore J Sciascia PMP
Anna Self
Benjamin R Sellers PMP CPCM
Kathakali Seth
Mark B Shadowens PMP
Paul E Shaltry PMP
Archana Sharma MS PMP
Dhilan N Shah CPA PMP
Manar Shami PhD PMP
Shervin Shariatpanahi
Mojtabanejad
Pawan Sharma
Rachna Sharma
John Sheers PMP
Jinmei Shen PMP
Nitin Shende
Eng SM Saliha Sheriff
MBA PMP
Kazuo Shimizu PMP
Toshihiro Shoji PMP
Hilary Shreter MBA PMP
Evandro LP Silva
Joo Carlos A Silva Neto
Msc PMP
Michael D Simants
Michael Simmering PE
OPM3CC
Nicklaus B Sims PMP
Manas Singh
Siddharth Singh
John Singley PhD PMP
Marzena Zych Skrzypkowska
Kathy J Slater PMP
Martin J Smit PMP
Carolyn E Smith PMP
Bruce F Snow
Juliette A Soczka
Jorge Garcia Solano PMP
John P Soltesz PE PMP
Nguyen Hoanh Son
Brijesh Sonawane PMP
Mauro Sotille PMP
Patricia Spadea PMP
Bernd Spiehl
Carolina Gabriela Spindola
SSBB PMP
Clifford W Sprague PMP
Rob Spurgeon
Varadarajan Sriram
Pranay Srivastava PMP CISA
Jolene R Staruch PMP
Joyce Statz PhD PMP
Doug Stephon
Samuel N Stevens III PhD
Delores Stimpson PMP
Roberta Storer
Dr Kenneth D Strang PhD PMP
Geree V Streun CSQE PMP
Michael E (Mike) Strom PMP
Juergen Sturany PMP
Chinta VN Subrahmanyam
PMP
Brian T Sullivan PMP
Raghavan Sundararajan PMP
Yasuji Suzuki PMP
Rashid M Syed MBA PMP
Michal Szymaczek PMP
Amin Tabatabayi BEng MBA
Shoji Tajima PMP
Masanori Takahashi PMP MA
Paraminder Talwar PMP
Randy Tangco PMP CSM
Nilesh Adrian Pieris Tavarayan
AMBCS MACS (Prov)
John Terdik PMP DCB
Gangesh Thakur CPIM CSCP
Jaimini Thakore
Pham Minh Thang
ClaireJodane Thermidor
William M Thom PMP
Darin Thomas PMP
William J Thompson PE PMP
Rocky Thurston PMP
Linus G Tibayan FLMI PMP
Surendra Tipparaju ME
Lulu V Tobin PMP
Victoria TodasLozada PMP
Mark Tolbert
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 503
附录X2撰稿审稿PMBOK？第五版指南
坂PMP
布瑞恩Salk马PMP
塞缪尔61莱斯利
保罗Sanghera博士PMP
satheesh santhangopalanPMP
奥塔维奥桑托斯PMP
里克B桑托斯MBAPMP
Vikas沙林（SS）脑中动脉
Ramanathan sathianaraynan
PMP中国船级社
Kyoichi佐藤PMP
简短schloniesPMP
尤金施赖纳
约翰斯凯勒PEPMP
塞尔瓦托·J·夏夏PMP
安娜
杰明R卖家PMPCPCM
Kathakali塞思
标记B shadowensPMP
保罗E shaltryPMP
Archana夏尔马MSPMP
dhilan N Shah注册会计师PMP
马纳尔沙米博士PMP
shervin shariatpanahi
mojtabanejad
Pawan夏尔马
RACHNA夏尔马
约翰sheersPMP
金申PMP
Nitin德
工程SM Saliha警长
MBAPMP
喀左清水PMP
日商事PMP
希拉里shreterMBAPMP
埃万德罗LP席尔瓦
乔？哦卡洛斯席尔瓦托
理学硕士PMP
迈克尔博士西曼茨
迈克尔煨PE
opm3cc
尼克劳斯西姆斯PMP
玛纳斯辛格
Siddharth Singh
约翰干博士PMP
marzena齐柯 skrzypkowska
凯茜J斯莱特PMP
马丁斯密特PMP
卡洛琳E史密斯PMP
布鲁斯·F·雪
朱丽叶A soczka
豪尔赫加西亚SolanoPMP
约翰P索泰兹PEPMP
阮横山
布里吉索纳韦恩PMP
毛罗sotillePMP
帕特丽夏斯佩迪亚PMP
贝尔恩德spiehl
卡罗莱纳州Gabriela spindola
黑带PMP
克利福德·W·斯普拉格PMP
Rob斯珀吉翁
Sriram
pranay SrivastavaPMP中钢协
九河staruchPMP
乔伊斯博士StatzPMP
道格斯蒂芬
塞缪尔N史蒂文斯三世博士
德洛丽斯斯廷普森PMP
罗伯塔Storer
肯尼斯D斯特朗博士博士PMP
geree诉streunCSQEPMP
迈克尔·（迈克）风暴PMP
Juergen sturanyPMP
金塔
PMP
布瑞恩T沙利文PMP
Raghavan桑达拉拉扬PMP
铃木萩康司PMP
拉希德M赛义德MBAPMP
米甲szymaczekPMP
阿明tabatabayi工学学士工商理硕士
商事田岛PMP
高桥正PMP马
paraminder TalwarPMP
兰迪塘错PMPCSM
阿德里安tavarayan Nilesh粉蝶
ambcsMac（省）
约翰terdikPMPDCB
gangesh库尔CPIMCSCP
jaimini thakore
范明胜
克莱尔jodane热月
威廉M ThomPMP
达林托马斯PMP
威廉J汤普森PEPMP
洛基瑟斯顿PMP
莱纳斯G tibayan生活理协会会员PMP
史仁达tipparaju
露露诉托宾PMP
维利亚达洛萨达PMP
标记出
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版503
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Nagla Toma MA
Carolyn A Toomer PMP
Terry D Tosh PMP
Lee Towe PMP MBA
Biagio Tramontana Ing PMP
R Trant BA C Mar Eng
Ricardo Triana PMP
Daniel J Troxell MBA PMP
ShiJa Tseng
William Stephen Turner
Vidyasagar Uddagiri PMP
Nnanna Charles Ukaegbu
PE PMP
Krishnakant T Upadhyaya PMP
Eric Uyttewaal
MS Business PMP
Ali Vahedi Diz MSc PMP
Jorge Valdés Garciatorres
PMP ITIL
Dennis K Van Gemert MS PMP
Paula Ximena Varas PMP
Ricardo Viana Vargas MSc PMP
Jouko Vaskimo PMP
Thierry Verlynde PMP
Malay Verma PMP PGCBM
Vijay K Verma PMP MBA
Aloysio Vianna Jr
David Violette MPM PMP
Pepijn Visser
Cornelis (Kees) Vonk
Paul E Waits Jr PMP CPM
Mike Wakshull PMP MSc
Ronald P C Waller
PMI Fellow PMP
Barbara Walsh CAPM
Thomas M Walsh PMP
Steve J Walter PhD CSEP PMP
Xiaojin Wang PhD PMP
Lou Ware PMP
William W Wassel PE PMP
Ian J Watson PMP
Michael D Watson PMP
Patrick Weaver PMP FAICD
John A Weber PMP
Kevin R Wegryn PMP CPM
Linda Westfall CSQE PE
John White
Mark Wilfer PMP
Donald Wilkinson PMP
Nancy Wilkinson MBA PMP
Dale K Williams PMP CSM
Terry Williams PhD PMP
John Wilson PhD PMP
Rebecca A Winston JD
Michael Witzorky PMP
Audrey R Wojcik
Nan Wolfslayer AStd
Rick Woods SSBB PMP
Mark A Wright PMP
Vicki Wrona PMP
Andrew Lam Tug Wye PMP
CITPM (Associate)
Kazuo Yamamoto PMP
Shahrzad Yazdani PMP LSS GB
Clement CL Yeung PMP
Masakazu Yonezaki
Tan EE Yuen Yvonne
Azam M Zaqzouq MCT PMP
Omran M Zbeida
Xuyan Zhang
Rob Zilay MBA PMP
K Kimi Hirotsu Ziemski PMP
Paul W Zilmer PMP
William A Zimmer PMP
Heinz Zimmermann MSc PMP
John Zlockie MBA PMP
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504 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
nagla托马马
卡洛琳·JPMP
特里博士话PMP
李塔PMPMBA
亚吉奥北风INGPMP
河特兰特BaC海事工程师
李嘉图特里亚纳PMP
丹尼尔J洛克塞尔MBAPMP
施JA
威廉史蒂芬特纳
维德雅瑟格uddagiriPMP
查尔斯61恩娜娜ukaegbu
体育PMP
krishnakant T乌帕德希雅PMP
埃里克uyttewaal
MS业务PMP
阿里瓦海迪迪兹MSCPMP
豪尔赫Valdégarciatorres
PMPITIL
丹尼斯K van海默特MSPMP
保拉军瓦拉斯PMP
李嘉图Viana巴尔加斯MSCPMP
康佑vaskimoPMP
蒂埃里verlyndePMP
马VermaPMPpgcbm
Vijay K VermaPMPMBA
aloysio vianna Jr
戴维紫罗兰MPMPMP
Pepijn维瑟
科利斯（凯斯）冯克
保罗E等JrPMPCPM
迈克wakshullPMP理学硕士
罗纳德P C沃勒
PMI院士PMP
巴巴拉沃尔什CAPM
托马斯沃尔什先生PMP
史提夫·沃尔特博士CSEPPMP
金王博士PMP
娄洁具PMP
威廉W沃塞尔PEPMP
伊恩华生PMP
迈克尔D沃森PMP
帕特里克WeaverPMPfaicd
约翰·韦伯PMP
凯文R wegrynPMPCPM
琳达西部荒野CSQEPE
约翰白
马克威尔福PMP
唐纳德威尔金森PMP
南茜威尔金森MBAPMP
Dale威廉姆斯PMPCSM
特里威廉姆斯博士PMP
威尔逊博士约翰PMP
丽贝卡A温斯顿博士
迈克尔witzorkyPMP
奥德丽R Wojcik含
南屠狼者美国培训发展协会
瑞克树林黑带PMP
马克赖特PMP
维姬沃纳PMP
安烈Lam拖船怀PMP
citpm（副）
喀左山PMP
shahrzad yazdaniPMPLSS GB
克莱门特捷利杨PMP
yonezaki Masakazu
伊冯Tan Ee园
阿扎姆M zaqzouqMCTPMP
zbeida Omran M
徐燕张
罗布zilayMBAPMP
K基米hirotsu杰姆斯基PMP
保罗W 梓尔马PMP
威廉A ZimmerPMP
海茨ZimmermannMSCPMP
约翰zlockieMBAPMP
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504？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X2101 Other Contributors
X210 The PMBOK Guide—Third Edition
Dennis Bolles PMP Project Manager
Darrel G Hubbard PE Deputy Project Manager
J David Blaine PMP (Quality Control Coordinator)
Theodore R Boccuzzi PMP (Document Research Team Leader)
Elden Jones PMP (Configuration Management Coordinator)
Dorothy Kangas PMP (Product Overview Team Leader)
Carol Steuer PMP (Framework Team Leader)
Geree Streun PMP (Process Groups Team Leader)
Lee Towe PMP (Special Appointment)
Abdallah AbiAad PMP PEng
Muhamed Abdomerovic PMP
Adrian Abramovici PMP
Fred Abrams PMP CPL
Yassir Afaneh
Hussain Ali AlAnsari
Eur Ing CEng
Mohammed Abdulla AlKuwari
Eur Ing CEng
Jamie K Allen PMP
Mark Allyn PMP
Sumner Alpert PMP CMC
Frank Anbari
Scott C Anderson PMP
Lionel Andrew MBA ISP
Russell Archibald PMP
Prabu V Ayyagari PhD PMP
William W Bahnmaier PMP
Alfred Baker
Ernest Baker PMP
Pamela M Baker PMP
W Clifton Baldwin PMP
B D Barnes
Kevin E Bast PMP
Jefferson Bastreghi
Mohammed Safi Batley MIM
Julia M Bednar PMP
James S Bennett PMP
Cynthia A Berg PMP
Sally Bernstein PMP
Mamoun A Besaiso CE
Ionut C Bibac
Howland Blackiston
J David Blaine PMP CSQE
Ray Blake PMP
Nigel Blampied PE PMP
Dennis Bolles PMP
Stephen Bonk
Barbara Borgmann PMP
Charles W Bosler Jr
Gregory M Bowen CSDP
Rollin O Bowen Jr
Carolyn Boyles MBA PMP
David Bradford PMP
James (Jim) P Branden
MBA PMP
Wayne R Brantley PMP MS Ed
Gary D Brawley PEng PMP
Alex S Brown PMP
Timothy S Brown
Stephen C Burgan PMP
Licensed To Yan Xie PMI MemberID 2339948
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 505
附录X2撰稿审稿PMBOK？第五版指南
x2101贡献者：
x210 PMBOK？第三版指南
丹尼斯博尔斯PMP项目理
达雷尔·哈伯德PE项目副理
J戴维BlainePMP（质量控制协调员）
西奥R boccuzziPMP（文献研究组组长）
埃尔登琼斯PMP（配置理协调员）
萝西KangasPMP（产品概述组长）
卡罗尔施托伊尔PMP（框架组组长）
geree streunPMP（进程组组长）
李塔PMP（特殊命）
阿卜杜拉ABI AADPMP彭
穆罕默德abdomerovicPMP
阿德里安阿布拉莫维奇PMP
弗莱德AbramsPMPCPL
亚瑟afaneh
侯赛阿里安萨里
欧元
穆罕默德Abdulla Al kuwari
欧元
杰米K艾伦PMP
马克阿林PMP
萨姆纳AlpertPMPCMC
弗兰克·安巴里
史葛安徒生PMP
莱昂尔安烈MBAISP
罗素ArchibaldPMP
prabu诉阿耶加里博士PMP
威廉W bahnmaierPMP
艾尔弗雷德贝克
厄斯特贝克PMP
帕梅拉贝克PMP
W克利夫顿BaldwinPMP
B巴尼斯
凯文E麻PMP
杰佛逊bastreghi
穆罕默德萨菲巴特利MIM
朱丽亚M贝德纳PMP
杰姆斯S班尼特PMP
辛西娅贝尔格PMP
Sally伯恩斯坦PMP
奈达besaiso长官
BIBAC
豪兰布莱基斯顿
J戴维BlainePMP提
雷布莱克PMP
奈吉尔BlampiedPEPMP
丹尼斯博尔斯PMP
史蒂芬书
巴巴拉PMP
查尔斯W博斯勒Jr
格雷戈瑞M博文复方丹参滴丸
罗林O博文Jr
卡洛琳博伊尔MBAPMP
戴维布拉德福德PMP
杰姆斯（吉姆Branden）P
MBAPMP
韦恩R BrantleyPMP教育硕士
加里D Brawley彭PMP
亚历克斯布朗PMP
Timothy S Brown
史蒂芬·伯根PMP
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版505
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Anne Cagle PMP
Dean J Calabrese PMP
Neil R Caldwell
Giuseppe A Caruso PMP
Edgard P Cerqueira Neto
PhD PMP
Bruce Chadbourne
Bill Chadick PMP
Clare Chan
Porfirio Chen Chang MBA PMP
Ho Lee Cheong PhD MIMechE
Gene Chiappetta PMP
Tomio Chiba PMP
Mark T Chism PMP
Aaron Coffman PMP CQM
Kim D Colenso PMP CSQE
Edmund H Conrow PhD PMP
Helen S Cooke PMP
Michael Corish
John E Cormier PMP
John Cornman PMP MBA
Sergio R Coronado
Andy Crowe PMP
Robert L Cutler PMP
Darren Dalcher PhD MAPM
Mario Damiani PMP
Shari M Daniel PMP
Arindam Das
Pranab Das PMP
Aloysio da Silva
Allan E Dean
Robert de Jong PMP
Juan De La Cruz
M Pilar De La Cruz
Alfredo del Cano PE PhD
Connie Delisle
Andrea Giulio Demaria PMP
John M Dery PMP
Barbara De Vries PMP
Ravi Kumar Dikshit PMP
Jerry Dimos PMP
James A Doanes
Capt Nick Doralp PMP
John Downing
Magnus Karl Drengwitz PMP
Daniel Dudek
Peter Duignan PMP
Lloyd R Duke Jr PMP
Suhas Dutta PMP
Judith Edwards PhD PMP
Bradford R Eichhorn PMP
Gary S Elliott MS MD
Robert L Emerson PMP
Alison Evanish
Gregory William Fabian PMP
Steven L Fahrenkrog PMP
Morten Fangel PhD
Keith Farndale PEng PMP
Martin Christopher Fears PMP
Eve Featherman
AnnaMaria Felici
Flynn M Fernandes MSPM
PMP
John C Buck Field MBA PMP
Linda Fitzgerald
Quentin W Fleming
David Foley MBA
Kirby Fortenberry PMP
Gary W Fortune PMP
John M Foster PMP MBA
Scott D Freauf PMP
Denis Freeland
Ichiro Fujita PMP
John S Galliano
Donald G Gardner PMP
Stanisaw Gasik
Jackelen George
Jose A George B Tech PGDM
Dan Georgopulos
Paul H Gil MCP PMP
Greg Githens PMP
Earl Glenwright PE VEA
Leo AGiulianetti PMP
Christopher A Goetz PMP
Donna Golden
Dan Goldfischer
Neil P Goldman PMP
Margarida Goncalves PhD
John C Goodpasture PMP
Dana J Goulston PMP
Neal S Gray PMP
Steve Grey PhD PMP
Robert J Gries PE PMP
Mike Griffiths PMP
Patrick D Guest PMP
Jinendra Gunathilaka PE
Navneet Gupta PMP
David R Haas PMP FLMI
Aaron S Hall PMP
Robert W Harding RA
Delbert K Hardy PMP
Patti Harter
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506 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
安妮卡格尔PMP
迪安·卡拉布里亚PMP
尼尔考德威尔
朱塞佩·卡鲁索PMP
体育Cerqueira托
博士PMP
布鲁斯查德伯恩
尔chadickPMP
克莱尔Chan
奥陈畅MBAPMP
李青博士mimeche
基嘉佩塔PMP
千叶雄PMP
马克T CHISMPMP
亚伦CoffmanPMPCQM
基姆D科伦索PMP提
埃德蒙·H·康罗博士PMP
海伦S库克PMP
迈克尔科里什
约翰·科米尔PMP
约翰考曼PMPMBA
塞尔吉奥R科罗纳
安迪CrowePMP
罗伯特卡特勒PMP
戴伦尔彻博士种
马里奥达米亚尼PMP
丹尼尔先生PMP
Arindam DAS
普DASPMP
aloysio达席尔瓦
艾伦E院长
罗伯特德容PMP
胡安de la克鲁兹
M Pilar de la克鲁兹
阿尔弗雷删卡诺PE博士
康妮德利尔
安德列朱利奥德马里亚PMP
约翰M拒绝PMP
巴巴拉de VriesPMP
Ravi库马尔DikshitPMP
杰里迪莫斯PMP
杰姆斯A doanes
尼克doralp尉PMP
约翰唐宁
马格纳斯卡尔drengwitzPMP
丹尼尔杜德克
彼杜伊格南PMP
劳埃德公爵JrPMP
苏哈斯DuttaPMP
朱迪思爱德华兹博士PMP
布拉德福德R艾希霍恩PMP
加里S埃利奥特MSMD
罗伯特L爱默生PMP
艾丽森死
格雷戈瑞威廉PMP
史提芬L法伦克罗格PMP
摩顿方厄尔博士
基思法恩代尔彭PMP
马丁克里斯托弗恐惧PMP
夜费瑟曼
Annamaria费利奇
弗林M费尔南德斯MSPM
PMP
约翰C巴克领域MBAPMP
琳达菲茨杰拉德
昆廷·弗莱明
戴维FoleyMBA
柯福滕贝里PMP
加里·W·财富PMP
约翰M福斯特PMPMBA
史葛D freaufPMP
丹尼斯弗里兰
郎藤田PMP
约翰S加里亚诺
唐纳德G加德纳PMP
stanis？噢gasik
jackelen乔治
泽乔治B科技PGDM
丹georgopulos
保罗H吉尔MCPPMP
格雷戈吉森斯PMP
伯爵格伦赖特PEVEA
利奥：giulianettiPMP
克里斯托弗A GoetzPMP
唐娜金
Dan Goldfischer
尼尔P戈德曼PMP
Margarida贡萨尔维斯博士
约翰C肾炎PMP
Dana J古尔斯顿PMP
尼尔S GrayPMP
史提夫灰色博士PMP
罗伯特·J·格里斯PEPMP
迈克格利菲斯PMP
帕特里克D客PMP
jinendra gunathilakaPE
Navneet GuptaPMP
戴维哈斯PMP生活理协会会员
亚伦S霍尔PMP
罗伯特W哈丁RA
埃尔伯特K哈代PMP
佩蒂哈特
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506？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
J Ray Harwood PMP
Ali Hassan PMP
Ralph Hernandez
Rick Hiett
Pat Hillcoat PMP
Bob Hillier PMP
David Hillson PhD PMP
Guy N Hindley MAPM MILT
Danny N Hinton PMP
Bobby Tsan Fai Ho PMP CISM
J Brian Hobbs PhD PMP
Piet Holbrouck MSc
Carol Holliday PMP
Gopi V Hombal
Martin Hopkinson BSc APMP
Keith D Hornbacher MBA
Darrel G Hubbard PE
Kenneth Alan Hudacsko PMP
David T Hulett PhD PMP
Clinton in’t Veld
Adesh Jain PMP MPD
Don R James PMP
Grant Jefferson
Noel C Jensen PMP
Wei Jing
Bruce Johnson PMP
Elden Jones MSPM PMP
Granville H Jones Sr
MBA PMP
Kevin B Jones BMath PMP
Howard J Kalinsky PMP MPM
Constance Katsanis
Roger Kent
Tom Kerr PMP
Ajmal Afzal Khan
Asadullah Khan PMP
Lucy Kim PE PMP
Mihail Kitanovski
Jennifer Eileen Kraft
Takahiko Kuki PE PMP
Polisetty VS Kumar
M Tech PMP
Avis Kunz
Thomas Kurihara
Antonio Carlos Laranjo da Silva
John S Layman PMP
Lawrence (Larry) P Leach PMP
Craig Letavec
Ben Linders
Erik D Lindquist PE PMP
Mary K Lofsness
Elizabeth Ann Long PMP
Raul S Lopez PE PMP
Enrique LopezMingueza PMP
Pier Paolo Lo Valvo PMP
Karen Griffin MacNeil PMP
Sajith K Madapatu PMP
Vijaya Kumar Mani PMP
Mark Marlin PMP
Enrique Martinez
Victor J Matheron PMP
Stephen S Mattingly
Christopher J Maughan
CEng PMP
Giuseppe Mauri
Yves Mboda PMP
David L McPeters PMP
Ed Mechler PMP
Godfrey I Meertens PMP
Richard Meertens MBA PMP
Yan Bello Mendez PMP
Gordon R Miller PMP CCP
Liu Min
Santosh Kumar Mishra
PMP CSQA
Andrew H Moore MBA PMP
Colin Morris PE PMP
Saradhi Motamarri M Tech PMP
Mhlabaniseni Moses Mitmunye
Rita Mulcahy PMP
Charles L Munch PMP
KS Keshava Murthy
Jo Musto PMP
AnathaKrishnan
S Nallepally PMP
NB Narayanan
Vijayalakshimi Neela MCA PMP
Beatrice Nelson PMP
Brian D Nelson PMP
Jeffrey S Nielsen PMP
Isabella Nizza PMP
Jim O’Brien PMP
Kazuhiko Okubo PE PMP
David M Olson MBA (ITM)
Peter Ostrom PhD PMP
Jeffery L Ottesen PE
Michael T Ozeranic
Laura Dorival Paglione
Ravindranath Palahalli
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 507
附录X2撰稿审稿PMBOK？第五版指南
J哈伍德PMP
阿里哈桑PMP
拉尔夫埃尔南德斯
瑞克希特
帕特HillcoatPMP
鲍勃希利尔PMP
戴维Hillson博士PMP
Guy N欣德利MAPM脾脏
丹尼HintonPMP
博灿辉豪PMP国际军体理事会
J布瑞恩霍布斯博士PMP
蒙德里安holbrouck理学硕士
卡罗尔霍利迪PMP
戈皮诉hombal
马丁霍普金森衡计分卡APMP
基思D hornbacherMBA
达雷尔·哈伯德PE
Kenneth艾伦hudacskoPMP
戴维T休利特博士PMP
克林顿没草原
adesh耆教PMPMPD
唐·R杰姆斯PMP
Grant杰佛逊
Noel延森PMP
魏荆
布鲁斯约翰逊PMP
埃尔登琼斯MSPMPMP
威H琼斯Sr
MBAPMP
凯文B琼斯bmathPMP
霍华德J kalinskyPMPMPM
康斯坦斯Katsanis
罗杰肯特
汤姆克尔PMP
Ajmal阿夫扎尔汗
省长汗PMP
露西基姆PEPMP
kitanovski
珍妮佛爱琳卡夫
Takahiko库基PEPMP
polisetty VS库马尔
M技术PMP
Avis昆茨
托马斯栗原
安东尼奥达席尔瓦卡洛斯Laranjo
约翰S门外汉PMP
劳伦斯（Larry）P浸出PMP
克雷格letavec
linders
埃里克D林奎斯特PEPMP
玛丽K lofsness
伊丽莎白安长PMP
劳尔S洛佩兹PEPMP
恩里克洛佩兹minguezaPMP
Pier Paolo LO沃尔沃PMP
凯伦·麦克尼尔PMP
sajith K madapatuPMP
魏库马尔嘛PMP
马克马林PMP
恩里克马丁兹
维克·马瑟荣PMP
史蒂芬·马丁利
克里斯托弗J莫恩
PMP
朱毛里
伊夫mbodaPMP
戴维L mcpetersPMP
艾德mechlerPMP
戈弗雷岛meertensPMP
李察meertensMBAPMP
贝洛门德兹PMP
戈登米勒PMPCCP
刘敏
Santosh库马尔米斯拉
PMP中国船级社
安烈H穆尔MBAPMP
柯林莫里斯PEPMP
saradhi motamarriM科技PMP
mhlabaniseni摩西mitmunye
丽塔MulcahyPMP
查尔斯L嚼PMP
嘉诚凯沙瓦默菲
乔图PMP
anathakrishnan
美国nallepallyPMP
Nb纳拉亚南
vijayalakshimi NeelaMCAPMP
阿特丽丝NelsonPMP
布瑞恩D纳尔逊PMP
杰夫瑞·尼尔森PMP
伊莎贝拉罗斯PMP
吉姆O’BrienPMP
Kazuhiko久保PEPMP
戴维M奥尔森MBA（ITM）
彼奥斯特罗姆博士PMP
杰弗里L名PE
ozeranic迈克尔T
劳拉paglione里瓦
ravindranath palahalli
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？2013项目理协会项目理知识体系指南（PMBOK？–指南）第五版507
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Glen R Palmer
Jon Palmquist
Nick Palumbo PMP
David Parker
Jerry L Partridge PMP
George Pasieka PMP
Eric Patel
Anil Peer PEng PMP
Francisco PerezPolo
Paul W Phister Jr PhD PE
Crispin (Kik) Piney BSc PMP
Natasha Pollard
Sreenivasa Rao Potti MCA PMP
Manohar Powar PMP
Ravindranath P S
Patrick J Quairoli
Ge Qun
Vara Prasad Raju Kunada
Gurdev Randhawa
Prem Ranganath PMP
Raju Rao PMP
Ulka Rathi
Carol Rauh PhD PMP
Tony Raymond
Vijay Sai Reddy PMP CSQA
J Logan C Rice
Steven Ricks PMP
Steven F Ritter PMP
Thad B Ring PMP
Dee Rizor
Susan Rizzi
Michael C Roach
Alexandre G Rodrigues PhD
Cheryl N Rogers PMP
Asbjorn Rolstadas PhD
Hans (Ron) Ronhovde PMP
Scott A Rose PMP
Ed Rosenstein PMP
David W Ross PMP
Samuel S Roth PMP
Joseph A Roushdi
Gurdev Roy PMP
Paul S Royer PMP
James J Rutushni PMP
Robbi Ryan
Frank Ryle PMP
Anjali Sabharwal PMP
Srinivasa R Sajja PMP
Brian Salk MA Ed PMP
Nashaat A Salman PMP
Kyoichi Sato
Markus Scheibel PMP DiplIng
Suzanne Lee Schmidt PMP
John Schmitt PMP
Amy Schneider PMP
Michael J Schollmeyer PMP
Randa Schollmeyer PMP
Richard E Schwartz
Andrea R Scott
Benjamin R Sellers PMP CPCM
Tufan Sevim PMP
Sanjay Shah PMP
Mundaje S Shetty PMP
Kazuo Shimizu PMP
Rali Shital
Ganga Siebertz
Larry Sieck
Melvin Silverman PhD PE
Fernando Demattio de O
Simoes PMP
Richard L Sinatra PhD PMP
Raghavendra Singh
John E Singley PhD PMP
Edward Smith
Patricia Smith
Cynthia Snyder MBA PMP
Antonio Soares
Paul Solomon PMP
Richard Spector PMP
Allison St Jean
Michael Stefanovic PEng PMP
Geree Streun PMP
Juergen Sturany
Donglin Su
Sambasivam S PMP CSQA
George Sukumar MSChe OE
Karen Z Sullivan PMP
Karen Tate MBA PMP
David E Taylor PMP
James E Teer Jr
Sai K Thallam MBA PMP
John A Thoren Jr PhD PMP
Surendra Tipparaju ME
Massimo Torre PhD PMP
Luis Eduardo Torres Calzada
MBA PMP
Rogerio Carlos Traballi
Lee Towe MBA PMP
Rufis A Turpin CQA CSQE
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508 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
附录X2撰稿审稿PMBOK？第五版指南
格伦R帕尔默
乔恩帕姆奎斯特
尼克帕伦博PMP
戴维帕克
杰里L鹧鸪PMP
乔治图片源：帕斯尔卡PMP
Eric帕特尔
阿尼尔行彭PMP
弗朗西斯科佩雷斯马球
保罗W phisterJr博士体育
克里斯（发）松树衡计分卡PMP
娜塔莎波拉德
sreenivasa饶波提MCAPMP
Manohar屿PMP
ravindranath P S
帕特里克J quairoli
鸽群
翻Prasad Raju kunada
gurdev randhawa
炳兰加纳特PMP
拉贾拉奥PMP
ULKA拉西
卡罗尔Rauh博士PMP
托尼雷蒙德
维杰西迪PMP中国船级社
J洛根C水稻
史提芬RicksPMP
史提芬里特PMP
撒德B环PMP
迪Rizor
苏珊
迈克尔C蟑螂
亚历山·罗德里格斯博士
谢丽尔罗杰斯PMP
asbjorn rolstadas博士
汉斯（罗恩）龙霍夫德PMP
史葛A RosePMP
ED RosensteinPMP
戴维W罗斯PMP
塞缪尔S罗斯PMP
约瑟夫A Roushdi
gurdev罗伊PMP
保罗老爷PMP
杰姆斯J rutushniPMP
罗瑞恩
弗兰克赖尔PMP
anjali SabharwalPMP
拉玛河sajjaPMP
布瑞恩Salk马PMP
纳沙A沙尔曼PMP
Kyoichi佐藤
马库斯赛贝尔PMPING
苏珊娜李施密特PMP
约翰施密特PMP
艾米施奈德PMP
迈克尔·斯科尔默尔PMP
兰达斯科尔默尔PMP
李察E施瓦兹
安德列R史葛
杰明R卖家PMPCPCM
吐蕃少PMP
Sanjay ShahPMP
mundaje S蒂PMP
喀左清水PMP
拉里清淳
恒河siebertz
拉里阿西克
梅尔文Silverman博士体育
费尔南demattio de O
西蒙斯PMP
李察L西纳特拉博士PMP
Raghavendra辛格
约翰E干博士PMP
爱德华史密斯
帕特丽夏史密斯
辛西娅斯奈德MBAPMP
安东尼奥
保罗罗门PMP
李察斯佩克特PMP
圣埃里森Jean
迈克尔吧彭PMP
geree streunPMP
Juergen sturany
东林苏
sambasivam SPMP中国船级社
乔治马尔美国中部高等教育评鉴OE
凯伦Z沙利文PMP
凯伦TateMBAPMP
戴维E泰勒PMP
杰姆斯E特尔Jr
赛K thallamMBAPMP
约翰A带Jr博士PMP
史仁达tipparaju
马西莫老爹博士PMP
路易斯托雷斯公路
MBAPMP
Rogerio卡洛斯traballi
李塔MBAPMP
：A特CQA提
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508？2013项目理协会项目理知识体系指南（PMBOK？–第五版指南）
Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Marion J Tyler PMP
M Raj Ullagaraj PhD
Bobbye Underwood PMP
Eric Uyttewaal PMP
Dalton L ValerianoAlves ME
JR Vanden Eynde PMP
Gary Van Eck
Judy Van Meter
JR Vanden Eynde PMP
Gerrit van Otterdijk BSc
Thomas G Van Scoyoc PMP
Paula X Varas PMP
Ricardo Vargas
Ricardo Viana Vargas MSc PMP
Aloysio Vianna Jr
Mark M Vertin PE PMP
Craig Veteto PMP CPIM
Roberto Viale PMP
Eduardo Newton Vieira PMP
Dave Violette MPM PMP
Desmond Joseph Vize PMP
Cornelius (Kees) Vonk PMP
J Wendell Wagner PMP
Barbara Walsh
Thomas M Walsh PMP
William W Wassel PE PMP
Patrick Weaver PMP FAICD
Kevin R Wegryn PMP CPM
Timothy E Welker PMP
Linda Westfall PE CSQE
Gwen Whitman PMP
Tammo T Wilkens PE PMP
Alan K Williams Sr PMP
Charles M Williamson
MBA PMP
Stephen D Wise
Allan Wong
Robert Wood
Kristin L Wright
Thomas Wuttke PMP CPM
Uma S Yalamanchili PMP
Clement CL Yeung PMP
Angela F Young PMP
John Zachar BSc APMP
Kathy Zandbergen
Cristine Zerpa
Paul Zilmer
Eire E Zimmermann PMP
X211 The PMBOK Guide—2000 Edition
Cynthia A Berg PMP
Judith A Doll PMP
Daniel Dudek PMP
Quentin Fleming
Greg Githens PMP
Earl Glenwright
David T Hulett PhD
Gregory J Skulmoski
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2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 509
附录X2撰稿审稿PMBOK？第五版指南
玛丽恩泰勒PMP
M Raj ullagaraj博士
柏安德伍德PMP
埃里克uyttewaalPMP
达尔顿L巴莱里亚诺阿尔维斯
JR范登·艾德PMP
加里Van Eck
朱迪范计
强尼范登·艾德PMP
格里特面包车otterdijk衡计分卡
托马斯·范斯考约克PMP
保拉X瓦拉斯PMP
李嘉图巴尔加斯
李嘉图Viana巴尔加斯MSCPMP
aloysio维纳Jr
马克·威廷PEPMP
克雷格韦泰托PMPCPIM
罗伯托PMP
牛顿维埃拉PMP
戴夫紫罗兰MPMPMP
德斯蒙德维泽PMP
科尼利厄斯（凯斯）范克PMP
J温德尔瓦格纳PMP
巴巴拉沃尔什
托马斯沃尔什先生PMP
威廉W沃塞尔PEPMP
帕特里克WeaverPMPfaicd
凯文R wegrynPMPCPM
提摩西E维尔克PMP
琳达西部荒野PE提
格温怀特曼PMP
Tammo T威尔肯斯PEPMP
艾伦K威廉姆斯高级PMP
查尔斯M威廉姆森
MBAPMP
史蒂芬D明智
艾伦王
罗伯特伍德
克里斯廷赖特
托马斯伍德克PMPCPM
乌玛S YalamanchiliPMP
克莱门特捷利杨PMP
安吉拉年轻PMP
约翰zachar衡计分卡APMP
凯茜zandbergen
zerpa克里丝蒂娜
保罗梓尔马
爱尔兰E齐默尔曼PMP
x211 PMBOK？guide2000版
辛西娅贝尔格PMP
朱迪思A娃娃PMP
丹尼尔杜德克PMP
昆廷弗莱明
格雷戈吉森斯PMP
伯爵格伦赖特
戴维T休利特博士
格雷戈瑞J skulmoski
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Muhamed Abdomerovic PMP
D Eng
John R Adams
Yassir Afaneh
Frank Allen PMP
Jon D Allen PMP
MaryGrace Allenchey PMP
Robert A Andrejko PMP
Ichizo Aoki
Paul C Aspinwall
Ronald Auffrédou PMP
Edward Averill PMP
Frederick L Ayer PMP
William W Bahnmaier PMP
A C Fred Baker PMP
Carole J Bass PMP
George Belev
Berndt Bellman
Sally Bernstein PMP
Nigel Blampied PE PMP
John Blatta
Patrick Brown PMP
Alfredo del Cao
Chris Cartwright PMP
Bruce C Chadbourne PMP
Michael T Clark PMP
Raymond C Clark PE
Elizabeth Clarke
David Coates PMP
Kim Colenso PMP
Edmund H Conrow PMP
Kenneth G Cooper
Sergio Coronado Arrechedera
John Cornman PMP
Richard F Cowan PMP
Kevin Daly PMP
Mario Damiani PMP
Thomas Diethelm PMP
David M Drevinsky PMP
William R Duncan
Frank D Einhorn PMP
Steven L Fahrenkrog
Edward Fern PMP
Lisa Fisher
Christian Frankenberg PMP
Scott D Freauf PMP
JeanLuc Frere PMP
Ichiro Fujita PMP
Chikako Futamura PMP
Serge Garon PEng PMP
Brian L Garrison PMP
Lewis M Gedansky
Linda V Gillman
Eric Glover
Eva T Goldman
Peter Bryan Goldsbury
Michael Goodman PMP
Jean Gouix PMP
Paul Grace
Alexander Grassi Sr PMP
Roger Graves
Franz X Hake
Peter Heffron
Chris Herbert PMP
Dr David Hillson PMP FAPM
J Brian Hobbs PMP
Marion Diane Holbrook
Robin Hornby
David Hotchkiss PMP
Bill Hubbard
Charles L Hunt
Thomas P Hurley PMP
George Jackelen
Angyan P Jagathnarayanan
Sandy Jenkins
Elden F Jones II PMP CMII
Sada Joshi PMP
Lewis Kana PMP
Subramaniam Kandaswamy
PhD PMP
Ronald L Kempf PMP
Robert Dohn Kissinger
PhD PMP
Kurt V Kloecker
Toni D Knott
Jan Kristrom
Blase Kwok PMP
Sam Lane
Lawrence P Leach
Philip A Lindeman
X2111 Other Contributors
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附录X2撰稿审稿PMBOK？第五版指南
穆罕默德abdomerovicPMP
工程学博士
约翰·亚斯
亚瑟afaneh
弗兰克艾伦PMP
乔恩D艾伦PMP
marygrace allencheyPMP
罗伯特A andrejkoPMP
ichizo青木
保罗C阿斯沃尔
罗纳德auffré斗PMP
爱德华埃夫里尔PMP
弗雷德里克L AyerPMP
威廉W bahnmaierPMP
A C弗莱德贝克PMP
卡罗尔J BassPMP
乔治勒夫
Berndt贝尔曼
Sally伯恩斯坦PMP
奈吉尔BlampiedPEPMP
约翰蜚蠊
帕特里克布朗PMP
阿尔弗雷删CA？O
克里斯CartwrightPMP
布鲁斯C查德伯恩PMP
迈克尔克拉克PMP
雷蒙德C克拉克PE
伊丽莎白克拉克
戴维科茨PMP
基姆科伦索PMP
埃德蒙·H·康罗PMP
肯尼斯·库珀
塞尔吉奥科罗纳arrechedera
约翰考曼PMP
李察科恩PMP
凯文DalyPMP
马里奥达米亚尼PMP
托马斯力天PMP
戴维M drevinskyPMP
威廉R邓肯
Frank D艾霍恩PMP
史提芬L法伦克罗格
爱德华蕨PMP
丽莎费舍尔
基督教弗兰肯伯格PMP
史葛D freaufPMP
Jean Luc团友PMP
郎藤田PMP
加贺二村PMP
哔叽加龙彭PMP
布瑞恩L驻军PMP
刘易斯先生吉丹斯基
琳达诉吉尔曼
埃里克格罗佛
伊娃T戈德曼
彼布莱恩goldsbury
迈克尔古德曼PMP
gouixPMP
保罗宽限期
亚力山格拉斯先生PMP
罗杰坟墓
弗兰兹X鳕鱼
彼赫夫龙
克里斯赫伯特PMP
戴维博士希尔森PMPFAPM
J布瑞恩霍布斯PMP
玛丽恩戴安娜霍布鲁克
罗宾霍恩
戴维HotchkissPMP
尔哈伯德
查尔斯亨特
托马斯P赫尔利PMP
乔治jackelen
jagathnarayanan angyan P
桑迪詹金斯
埃尔登F琼斯二世PMPCMII
萨达乔希PMP
刘易斯假名PMP
kandaswamy
博士PMP
罗纳德L肯普夫PMP
罗伯特Dohn基辛格
博士PMP
库尔特诉kloecker
托妮·诺特
简克里斯特伦
郭动衷PMP
山姆巷
劳伦斯P浸出
菲利普A林德曼
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Gábor Lipi
Lyle W Lockwood PMP
J W Lowthian PMP
Arif Mahmood PMP
James Martin (on behalf
of INCOSE)
Stephen S Mattingly
Glen Maxfield
Peter McCarthy
Rob McCormack PMP
John McHugh
Krik D McManus
Dewey L Messer
David Michaud
Mary F Miekoski PMP
Oscar A Mignone
Gordon R Miller PMP
Roy E Morgan PMP
Jim Morris PMP
Bert Mosterd PMP
William A Moylan PMP
John D Nelson PMP
Wolfgang Obermeier
Cathy Oest PMP
Masato Ohori PMP
Kazuhiko Okubo PE PMP
Edward Oliver
Michelle Triggs Owen
Mark S Parker
Shirley B Parker
Matthew H Parry
Jerry Partridge PMP
Francisco PerezPolo PMP
James M Phillips PMP
Crispin (Kik) Piney PMP
George Pitagorsky PMP
David L Prater PMP
Janice Preston
Bradford S Price PMP
Samuel L Raisch PMP
Naga Rajan
G Ramachandran PMP
Stephen Reed
Bill Righter PMP
Bernice L Rocque PMP
Wolfgang Theodore Roesch
Fernando Romero Peailillo
Jon Rude
Linda Rust PMP
Fabian Sagristani PMP
James N Salapatas PMP
Seymour Samuels
Bradford N Scales
H Peter Schiller
John R Schuyler PMP
Maria Scott PMP
Shoukat Sheikh MBA PMP
Larry Sieck
Kazuo Shimizu PMP
David Shuster
Melvin Silverman PhD PE
Loren J Simer Jr
Keith Skilling PE PMP
Ed Smith
Kenneth F Smith PMP
Barry Smythe PMP
Paul J Solomon
Joe Soto Sr PMP
Christopher Wessley Sours PMP
Charlene Spoede PMP
Joyce Statz PMP
Emmett Stine PMP
Alan Stretton
Thangavel Subbu
Jim Szpakowski
Ahmet N Taspinar PMP
John A Thoren Jr PMP
Iesha D TurnerBrown
Alan D Uren PMP
Juan Luis Valero PMP
S Rao Vallabhaneni
William Simon Vaughan
Robinson
Ana Isabel Vazquez Urbina
Ricardo Viana Vargas PMP
Mike Wakshull
Stephen E Wall PMP
William W Wassel PMP
R Max Wideman
Tammo T Wilkens PE PMP
Robert Williford PMP
Robert Youker
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附录X2撰稿审稿PMBOK？第五版指南
Gá博尔里皮
莱尔·洛克伍德PMP
J W罗西安PMP
阿里夫马哈茂德PMP
杰姆斯马丁（代表
INCOSE）
史蒂芬·马丁利
格伦菲尔德
彼麦卡锡
Rob麦克马克PMP
约翰麦克休
克里克D麦克马纳斯
杜威L梅塞尔
戴维米肖
玛丽F miekoskiPMP
奥斯卡A mignone
戈登米勒PMP
罗伊摩根PMP
吉姆莫里斯PMP
伯特mosterdPMP
威廉A MoylanPMP
约翰D纳尔逊PMP
沃尔夫冈奥伯迈尔
凯西奥斯特PMP
正濠PMP
Kazuhiko久保PEPMP
爱德华奥利弗
米歇尔Triggs欧文
马克·帕克
雪莉·帕克
马修·派瑞
杰里鹧鸪PMP
弗朗西斯科佩雷斯马球PMP
杰姆斯菲利普斯PMP
克里斯（发）松树PMP
乔治pitagorskyPMP
戴维L普拉特PMP
珍妮丝普雷斯顿
Bradford S价格PMP
塞缪尔L raischPMP
纳迦皇家
G德兰PMP
史蒂芬里德
账单PMP
伯尼斯L rocquePMP
沃尔夫冈西奥罗斯奇
费尔南罗梅罗体育？ailillo
乔恩粗鲁
琳达锈病PMP
费边sagristaniPMP
杰姆斯N salapatasPMP
西摩塞缪尔
布拉德福尺度
彼席勒
约翰R斯凯勒PMP
玛丽亚史葛PMP
shoukat谢赫MBAPMP
拉里阿西克
喀左清水PMP
戴维舒斯特
梅尔文Silverman博士体育
罗兰赛盟Jr
基思SkillingPEPMP
史密斯
肯尼思史密斯PMP
巴里史密斯PMP
保罗·J·罗门
乔德索托先生PMP
克里斯托弗魏思理酸PMP
沙琳spoedePMP
乔伊斯StatzPMP
埃米特斯坦PMP
艾伦斯特雷
thangavel subbu
吉姆szpakowski
艾哈迈德taspinarPMP
约翰A带PMP
iesha D特纳棕色
艾伦D尿素PMP
胡安路易斯ValeroPMP
S Rao瓦莱布哈尼
威廉西蒙沃恩
鲁滨孙
Ana伊莎贝尔巴斯克斯Urbina
李嘉图Viana巴尔加斯PMP
迈克wakshull
史蒂芬E墙PMP
威廉W沃塞尔PMP
R威德曼
Tammo T威尔肯斯PEPMP
罗伯特岁PMP
罗伯特youker
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
X212 The PMBOK Guide—1996 Edition
William R Duncan
Frederick Ayer
Cynthia Berg
Mark Burgess
Helen Cooke
Judy Doll
Drew Fetters
Brian Fletcher
Earl Glenwright
Eric Jenett
Deborah O’Bray
Diane Quinn
Anthony Rizzotto
Alan Stretton
Douglas E Tryloff
X2121 Other Contributors
John Adams
Edward L Averill
C Fred Baker
F J Bud Baker
Tom Belanger
John A Bing
Brian Bock
Paul Bosakowski
Keely Brunner
Dorothy J Burton
Jeannette M Cabanis
Louis J Cabano
Kim Colenso
Samuel K Collier
Karen CondosAlfonsi
E J Coyle
Darlene Crane
David Curling
Russ Darnall
Misty N Dillard
Maureen Dougherty
John J Downing
Daniel D Dudek
Lawrence East
Quentin W Fleming
Rick Fletcher
Linda V Gillman
Greg Githens
Douglas Gordon
Leo Giulianeti
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附录X2撰稿审稿PMBOK？第五版指南
X212 PMBOK？guide1996版
威廉R邓肯
弗雷德里克Ayer
辛西娅伯格
马克伯吉斯
海伦库克
朱迪娃娃
镣铐
布瑞恩弗莱彻
伯爵格伦赖特
埃里克耶特
底波拉o'bray
戴安娜奎
安东尼rizzotto
艾伦斯特雷
tryloff Douglas E
x2121贡献者：
约翰亚斯
爱德华·L·埃夫里尔
弗莱德
F J萌芽贝克
汤姆Belanger
约翰A兵
布瑞恩博克
保罗bosakowski
基利布鲁纳
萝西·伯顿
珍妮特·巴尼斯
路易斯J卡巴诺
基姆科伦索
塞缪尔K科利尔
凯伦公寓阿方斯
E J科伊尔
达莲娜起重机
戴维卷
拉斯达纳尔
雾蒙蒙迪拉德
莫林尔蒂
约翰唐宁
丹尼尔D杜德克
劳伦斯东
昆廷·弗莱明
里克弗莱彻
琳达诉吉尔曼
格雷戈吉森斯
道格拉斯戈登
狮子座giulianeti
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Appendix X2 Contributors and Reviewers of the PMBOK Guide—Fifth Edition
Martha D Hammonds
Abdulrazak Hajibrahim
G Alan Hellawell
Bobby R Hensley
Jonathan Hicks
Paul Hinkley
Wayne L Hinthorn
Mark E Hodson
David T Hulett
Edward Ionata
Lew Ireland
Elvin Isgrig
Murray Janzen
Frank Jenes
Sandy Jenkins
Walter Karpowski
William F Kerrigan
Harold Kerzner
Robert L Kimmons
Richard King
J D Kaay Koch
Lauri Koskela
Richard E Little
Lyle W Lockwood
Lawrence Mack
Christopher Madigan
Michael L McCauley
Hugh McLaughlin
Frank McNeely
Pierre Menard
Dewey L Messer
Rick Michaels
Raymond Miller
Alan Minson
Colin Morris
R Bruce Morris
Danell Moses
David J Mueller
Gary Nelson
John M Nevison
John P Nolan
Louise C Novakowski
James O’Brien
JoAnn C Osmer
Jon V Palmquist
Mark S Parker
Shirley B Parker
Matthew Parry
John G Phippen
Hans E Picard
Melissa Pendergast
James S Pennypacker
Serge Y Piotte
PMI Houston Chapter
PMI Manitoba Chapter
PMI New Zealand Chapter
Charles J Pospisil
Janice Y Preston
Mark T Price
Christopher Quaife
Peter E Quinn
Hadley Reynolds
Steven F Ritter
William S Ruggles
Ralph B Sackman
Agnes Salvo
Alice Sapienza
W Stephen Sawle
Darryl M Selleck
Melvin Silverman
Roy Smith
Leonard Stolba
Craig T Stone
Hiroshi Tanaka
Ahmet Taspinar
Robert Templeton
Dick Thiel
Saul Thomashow
J Tidhar
Janet Toepfer
Michelle Triggs
Vijay K Verma
Alex Walton
Jack Way
Francis M Webster Jr
R Max Wideman
Rebecca Winston
Hugh M Woodward
Lisa Woodring
Robert Youker
Shakir H Zuberi
Dirk Zwart
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附录X2撰稿审稿PMBOK？第五版指南
玛莎D哈蒙兹
hajibrahim首
G艾伦Hellawell
博·亨斯莉
乔纳森希克斯
保罗克利
韦恩L hinthorn
马克哈德森
戴维T休利特
爱德华ionata
卢爱尔兰
艾文isgrig
穆雷森
弗兰克jenes
桑迪詹金斯
沃尔特karpowski
威廉F Kerrigan
哈罗德科斯纳
罗伯特L金蒙斯
李察国王
kaay科赫J D
劳里科斯凯拉
李察E点
莱尔·洛克
劳伦斯麦克
克里斯托弗Madigan
迈克尔麦考利
休米迈克劳林
弗兰克麦克利
彼埃尔莫纳德
杜威L梅塞尔
里克迈克尔斯
雷蒙德米勒
艾伦Minson
柯林莫里斯
R布鲁斯莫里斯
达尔摩西
戴维J缪勒
加里尼尔森
约翰M尼维森
约翰P诺兰
路易丝C novakowski
杰姆斯O'Brien
乔安C欧思迈尔
乔恩诉帕姆奎斯特
马克·帕克
雪莉·帕克
马修帕里
约翰G菲彭
汉斯·皮卡
梅丽莎年
杰姆斯S Pennypacker
piotte哔叽Y
PMI休斯敦分会
PMI马尼托巴分会
PMI新西兰章
查尔斯J Pospisil
珍妮丝Y普雷斯顿
马克T价格
克里斯托弗Quaife
彼奎
哈德利雷诺兹
史提芬里特
威廉S Ruggles
拉尔夫B沙文
艾格尼丝齐射
爱丽丝Sapienza
W史蒂芬sawle
达里尔M塞莱克
梅尔文Silverman
罗伊史密斯
伦纳德stolba
克雷格T石
Hiroshi Tanaka
艾哈迈德taspinar
罗伯特邓普顿
迪克希尔
撒乌耳汤玛斯豪
J tidhar
珍妮特特普费尔
米歇尔瑞格
Verma Vijay K
亚历克斯沃尔顿
杰克方式
弗兰西斯M韦伯斯特Jr
R威德曼
丽贝卡温斯顿
休米伍德沃德
丽莎伍德林
罗伯特youker
H楚贝利
德克兹瓦特
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APPENDIX X3 INTERPERSONAL SKILLS
APPENDIX X3
INTERPERSONAL SKILLS
Project managers accomplish work through the project team and other stakeholders Effective project managers
acquire a balance of technical interpersonal and conceptual skills that help them analyze situations and interact
appropriately This appendix describes important interpersonal skills such as
Leadership
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
Trust building
Conflict management
Coaching
While there are additional interpersonal skills that project managers use the appropriate use of these skills
assists the project manager in effectively managing the project
X31 Leadership
Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to
work as a team In general terms leadership is the ability to get things done through others Respect and trust
rather than fear and submission are the key elements of effective leadership Although important throughout all
project phases effective leadership is critical during the beginning phases of a project when the emphasis is on
communicating the vision and motivating and inspiring project participants to achieve high performance
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514 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
APPENDIX X3 INTERPERSONAL SKILLS
Throughout the project the project team leaders are responsible for establishing and maintaining the vision
strategy and communications fostering trust and team building influencing mentoring and monitoring and
evaluating the performance of the team and the project
X32 Team Building
Team building is the process of helping a group of individuals bound by a common purpose to work with each
other the leader external stakeholders and the organization The result of good leadership and good team building
is teamwork
Teambuilding activities consist of tasks (establish goals define and negotiate roles responsibilities and
procedures) and processes (interpersonal behavior with emphasis on communication conflict management
motivation and leadership) Developing a team environment involves handling project team problems and
discussing these as team issues without placing blame on individuals Team building can be further enhanced by
obtaining top management support encouraging team member commitment introducing appropriate rewards
recognition and ethics creating a team identity managing conflicts effectively promoting trust and open
communication among team members and providing leadership
While team building is essential during the front end of a project it is an ongoing process Changes in a project
environment are inevitable To manage these changes effectively a continued or renewed teambuilding effort is
required Outcomes of team building include mutual trust high quality of information exchange better decision
making and effective project management
X33 Motivation
Project teams are comprised of team members with diverse backgrounds expectations and individual objectives
The overall success of the project depends upon the project team’s commitment which is directly related to their
level of motivation
Motivating in a project environment involves creating an environment to meet project objectives while providing
maximum satisfaction related to what people value most These values may include job satisfaction challenging
work a sense of accomplishment achievement and growth sufficient financial compensation and other rewards
and recognition the individual considers necessary and important
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附录X3 际关系技巧
附录X3
际交力
项目理完成工作通项目团队利益相关者效项目理
掌握技术际关系衡概念技帮助分析情况相互作
适附录描述重际关系技巧：
？领导
？团队建设
？动机
？通信
？影响
？决策
？政治文化意识培养
？谈判
？建立信
？突理
？教练
然额外际沟通技巧项目理员技合理
协助项目理理项目
x31领导
领导包括关注组目标努力
作团队工作般说领导通事情做力尊重信
恐惧提交效领导关键素然重全部
项目阶段项目开始阶段时强调效领导关键
沟通愿景激励鼓舞项目参者实现高性
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附录X3 际关系技巧
整项目中项目团队领导负责建立维持视觉
策略通信培养信团队建设影响指导监测
团队绩效项目评估
X32团队建设
团队建设帮助组程通目标结合起工作
外领导者外部利益相关者组织良领导团队建设效果
团队精神
团队建设活动包括务（建立目标定义谈判角色责
程序）程（际行强调沟通突理
动机领导）开发团队包括项目团队存问题处理
讨团队问题没问题咎团队建设进步增强
获高层理者支持鼓励团队成员承诺引入适奖励
识伦理创建团队认突理效促进信开放
团队成员间沟通领导
项目前端团队建设必少持续程项目中变化
环境避免效理变化继续重新建立团队努力
求团队建设成果包括相互信信息交换高质量更决策
制造效项目理
33动机
项目团队组成团队成员背景期目标
整体项目成功取决项目团队承诺直接相关
动机水
激励项目环境中创造环境满足项目目标提供
满足珍惜东西值包括工作满意度挑战
工作种成感成成长足够济补偿奖励
识认必重
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APPENDIX X3 INTERPERSONAL SKILLS
X34 Communication
Communication has been identified as one of the single biggest reasons for project success or failure Effective
communication within the project team and between the project manager team members and all external
stakeholders is essential Openness in communication is a gateway to teamwork and high performance It improves
relationships among project team members and creates mutual trust
To communicate effectively the project manager should be aware of the communication styles of other parties
cultural nuancesnorms relationships personalities and the overall context of the situation Awareness of these
factors leads to mutual understanding and thus to effective communication Project managers should identify
various communication channels understand what information they need to provide what information they need
to receive and which interpersonal skills will help them communicate effectively with various project stakeholders
Carrying out teambuilding activities to determine team member communications styles (eg directive collaborative
logical explorer etc) allows managers to plan their communications with appropriate sensitivity to relationships
and cultural differences
Listening is an important part of communication Listening techniques both active and passive give the user
insight to problem areas negotiation and conflict management strategies decision making and problem resolution
X35 Influencing
Influencing is a strategy of sharing power and relying on interpersonal skills to get others to cooperate towards
common goals Using the following guidelines can influence team members
Lead by example and follow through with commitments
Clarify how a decision will be made
Use a flexible interpersonal style and adjust the style to the audience
Apply your power skillfully and cautiously Think of longterm collaboration
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附录X3 际关系技巧
x34通信
通信已确定单原项目成功失败效
项目团队项目理团队成员间沟通外部
利益相关者关重开放沟通网关团队精神高性提高
项目团队成员间关系建立相互信
效沟通项目理应该意识方沟通风格
文化细微差规范际关系性格形势总体背景意识
素导致相互理解效沟通项目理应确定
沟通渠道解需提供什样信息需什样信息
收际关系技巧帮助种项目利益相关者进行效沟通
进行团队建设活动确定团队成员通讯方式（例指导合作
逻辑探险家等）理员够计划通信适灵敏度关系
文化差异
听力交际重组成部分听力技巧动动户
解问题领域谈判突理策略决策解决问题
×35影响
影响分享权力际技合作战略
目标列准影响团队成员：
？身作遵守承诺
？阐明作出决定
？灵活际风格调整风格观众
运力巧妙谨慎认长期合作
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APPENDIX X3 INTERPERSONAL SKILLS
X36 Decision Making
There are four basic decision styles normally used by project managers command consultation consensus
and coin flip (random) There are four major factors that affect the decision style time constraints trust quality
and acceptance Project managers may make decisions individually or they may involve the project team in the
decisionmaking process
Project managers and project teams use a decisionmaking model or process such as the sixphase model
shown below
Problem Definition Fully explore clarify and define the problem
Problem Solution Generation Prolong the new ideagenerating process by brainstorming multiple
solutions and discouraging premature decisions
Ideas to Action Define evaluation criteria rate pros and cons of alternatives select best solution
Solution Action Planning Involve key participants to gain acceptance and commitment to making the
solution work
Solution Evaluation Planning Perform postimplementation analysis evaluation and lessons learned
Evaluation of the Outcome and Process Evaluate how well the problem was solved or project goals
were achieved (extension of previous phase)
X37 Political and Cultural Awareness
Organizational politics are inevitable in project environments due to the diversity in norms backgrounds and
expectations of the people involved with a project The skillful use of politics and power helps the project manager
to be successful Conversely ignoring or avoiding project politics and inappropriate use of power can lead to
difficulty in managing projects
Today project managers operate in a global environment and many projects exist in an environment of cultural
diversity By understanding and capitalizing on cultural differences the project management team is more likely
to create an environment of mutual trust and a winwin atmosphere Cultural differences can be both individual
and corporate in nature and may involve both internal and external stakeholders An effective way to manage
this cultural diversity is through getting to know the various team members and the use of good communication
planning as part of the overall project plan
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附录X3 际关系技巧
x36决策
四种基决策风格通常项目理：命令协商达成识
硬币（机）影响决策风格四素：时间限制信质量
验收项目理单独做决定涉项目团队
决策程
项目理项目团队决策模型程六阶段模型
图示
？问题定义充分探讨澄清定义问题
？问题解决方案生成通头脑风暴延长新想法产生程
解决方案阻止早决定
？思想行定义评价标准代率优缺点选择佳解决方案
？解决方案行动计划涉参者获认承诺
解决工作
？方案评估计划执行实施分析评估教训
？程结果评价评估问题解决项目目标
实现（前相位扩展）
x37政治文化意识培养
组织政治避免项目环境中规范样性背景
参项目期巧政治权力帮助项目理
成功相反忽视回避政治权力项目导致
项目理困难
天项目理全球性环境中工作许项目存环境中文化
样性通解利文化差异项目理团队更
创造相互信双赢气环境文化差异两
企业性质涉部外部利益相关者种效理手段
种文化样性通解团队成员利良沟通
规划作整项目计划部分
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APPENDIX X3 INTERPERSONAL SKILLS
Culture at a behavioral level includes those behaviors and expectations that occur independently of geography
ethnic heritage or common and disparate languages Culture can impact the speed of working the decisionmaking
process and the impulse to act without appropriate planning This may lead to conflict and stress in some
organizations thereby affecting the performance of project managers and project teams
X38 Negotiation
Negotiation is a strategy of conferring with parties of shared or opposed interests with a view toward compromise
or reaching an agreement Negotiation is an integral part of project management and done well increases the
probability of project success
The following skills and behaviors are useful in negotiating successfully
Analyze the situation
Differentiate between wants and needs both theirs and yours
Focus on interests and issues rather than on positions
Ask high and offer low but be realistic
When you make a concession act as if you are yielding something of value don’t just give in
Both parties should feel as if they have won This winwin negotiating style is preferred but not
always achievable If possible don’t let the other party leave feeling as though he or she has been taken
advantage of
Listen attentively and communicate articulately
X39 Trust Building
The ability to build trust across the project team and other key stakeholders is a critical component in effective
team leadership Trust is associated with cooperation information sharing and effective problem resolution Without
trust it is difficult to establish the positive relationships necessary between the various stakeholders engaged in the
project When trust is compromised relationships deteriorate people disengage and collaboration becomes more
difficult if not impossible
Some actions project managers can take to help build trust
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附录X3 际关系技巧
行层面文化包括行发生独立理期
民族文化遗产语言文化击速度工作决策
程动行没适规划导致突压力
组织影响性项目理项目团队
x38谈判
谈判种赋予利益享反妥协双方战略观
达成协议谈判项目理组成部分做增加
项目成功概率
技行谈判成功：
？分析形势
？区分需求间
？关注利益问题位置
？请提供高低现实
？做出步作果价值东西放弃
？双方应该觉果赢种双赢谈判风格首选
总实现果话方留感觉已
优势
？倾听交流活动
x39信托厦
跨项目团队关键利益相关方建立信力关键组成部分效
团队领导信合作信息享效解决问题没
信难建立间种利益相关者事必积极关系
项目信破坏关系恶化越越脱离协作
困难果
行动项目理帮助建立信：
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APPENDIX X3 INTERPERSONAL SKILLS
Engage in open and direct communications to resolve problems
Keep all stakeholders informed especially when fulfilling commitments is at risk
Spend time directly engaged with the team asking nonassumptive questions to gain a better understanding
of the situations affecting the team
Be direct and explicit about what you need or expect
Do not withhold information out of a fear of being wrong but be willing to share information even if you
may be wrong
Be receptive to innovation and address any issues or concerns in a forthright manner
Look beyond your own interests
Demonstrate a true concern for others and avoid engaging in pursuits that could be viewed as being
detrimental to the interest of others
X310 Conflict Management
Conflict is inevitable in a project environment Incongruent requirements competition for resources breakdowns
in communications and many other factors could become sources of conflict Within a project’s environment
conflict may yield dysfunctional outcomes However if actively managed conflicts can actually help the team arrive
at a better solution The project manager must be able to identify the causes for conflict and then actively manage
the conflict thus minimizing potential negative impacts The project team is then able to deliver better solutions and
increase the probability of project success
Project managers must develop the skills and experience necessary to effectively adapt their personal conflict
management style to the situation Managing conflict in a project environment involves building the trust necessary
for all involved parties to be open and honest and to engage in seeking a positive resolution to the situation creating
the conflict Project managers strive to establish a collaborative approach among the team members involved in
order to fully resolve the problems In situations where a collaborative approach is not possible the project manager
must then revert to other active management styles for handling the conflict eg assertiveness accommodation
avoidance or compromise
Managing conflict is one of the biggest challenges a project manager faces It draws upon all of the other
interpersonal skills of a project manager in order to lead the team to a successful resolution of the situation in
conflict
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附录X3 际关系技巧
？事公开直接沟通解决问题
？保持利益相关者信息特履行承诺危险
？花时间团队求nonassumptive问题更理解直接参
影响团队情况
？什需直接明确期
？隐瞒信息害怕犯错愿意分享信息
错
？接受创新址直截问题疑虑
？超越利益
？证明真正关心避免事追求成
损害利益
x310突理
项目环境中突避免致求资源竞争障
通信技术中许素成突源项目环境
突会产生正常结果然果积极理突实际帮助球队
更解决方案项目理必须够识积极理突原
突减少潜负面影响项目团队够提供更解决方案
提高项目成功概率
项目理必须培养技效适应突必验
理风格情况项目环境中突理涉建设必需信
参方必须公开诚实事试图创造种积极决议情况
突项目理努力建立参团队成员间协作方法
彻底解决问题种情况合作方式项目理
然必须恢复活动理方式处理突例信住宿
障妥协
突理挑战项目理面孔鉴
项目理际交力带领球队情况成功分辨率
突
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APPENDIX X3 INTERPERSONAL SKILLS
X311 Coaching
Coaching is a means of developing the project team to higher levels of competency and performance Coaching
is about helping people recognize their potential through empowerment and development Coaching is used to aid
team members in developing or enhancing their skills or to build new skills required to enable project success
Coaching can take many forms and approaches In some instances formal or informal training may be developed
to increase technical skills or assist teambuilding efforts and facilitate consistent interpersonal interactions
Coaching is also used to address poor performance and to help team members overcome deficiencies in their
skill sets Coaching is distinct from counseling Counseling focuses on addressing situations where team members
won’t do something rather than can’t do If the situation is one where the team member is not performing or
meeting expectations due to a lack of skill knowledge or experience coaching can be employed to help the team
member to develop this skill and thus turn a can’t do situation into one of can do
Coaching can be a powerful motivator for teams As teams develop their skills abilities and confidence their
willingness to take on challenging or demanding tasks is increased This can lead to more effective and productive
teams
X312 References
Covey S R Seven Habits of Highly Effective People A Fireside Book Simon and Schuster New York NY
Dinsmore PC Human Factors in Project Management (Revised Edition) American Management Association
New York NY
Levin G and Flannes S Essential People Skills for Project Managers Management Concepts Inc Vienna VA
Verma V K Organizing Projects for Success PMI Newtown Square PA
Verma V K Human Resource Skills for the Project Manager PMI Newtown Square PA
Verma V K Managing the Project Team PMI Newtown Square PA
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附录X3 际关系技巧
x311教练
教练项目团队建设更高水力手段表现教练
关帮助通授权认潜力发展教练帮助
团队成员发展提高技建立需项目成功新技
教练采取种形式途径某情况正式非正式培训开发
提高技术技协助团队建设努力促进致际交
教练解决性较差帮助团队成员解决足
技教练咨询辅导重点解决情况团队成员
会做做果情况团队成员履行
会议预期缺乏技知识验教练帮助球队
成员发展技做情况做
教练球队强动力作团队发展技力信心
愿意接受挑战性务求增加导致更效生产力
球队
x312参考
科维S R高效士七惯炉边书西蒙舒斯特纽约纽约
斯莫尔预应力工程项目理中力素（修订版）美国理协会：
纽约纽约
莱文Gflannes美国基技项目理理公司维纳弗吉尼亚州
VermaV K成功组织项目PMI新城广场宾夕法尼亚州
VermaV K力资源技项目理PMI新城广场宾夕法尼亚州
VermaV K项目组理PMI新城广场宾夕法尼亚州
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REFERENCES
REFERENCES
[1] Project Management Institute 2012 PMI Lexicon of Project Management Terms Available from
httpwwwpmiorglexiconterms
[2] Project Management Institute PMI Code of Ethics and Professional Conduct Available from
httpwwwpmiorgcodeofethicsPDF
[3] Project Management Institute 2013 The Standard for Program Management – Third Edition Newtown
Square PA PMI
[4] Project Management Institute 2013 The Standard for Portfolio Management – Third Edition Newtown
Square PA PMI
[5] Project Management Institute 2013 Organizational Project Management Maturity Model (OPM3) –
Third Edition Newtown Square PA PMI
[6] International Standards Organization 2008 ISOIEC 152882008 Systems and Software Engineering –
System Life Cycle Processes Geneva Switzerland ISO
[7] Project Management Institute 2006 Practice Standard for Work Breakdown Structures (WBS) –
Second Edition (Reaffirmed) Newtown Square PA PMI
[8] Project Management Institute 2011 Practice Standard for Scheduling – Second Edition Newtown Square
PA PMI
[9] Project Management Institute 2011 Practice Standard for Earned Value Management – Second Edition
Newtown Square PA PMI
[10] International Standards Organization 2008 ISO 90002008 Quality Management Systems – Fundamentals
and Vocabulary Geneva Switzerland ISO
[11] International Standards Organization 2004 ISOIEC 22004 Standardization and Related Activities– General
Vocabulary Geneva Switzerland ISO
[12] International Standards Organization 2012 ISO 215002012 Guidance on Project Management Geneva
Switzerland ISO
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工具书类
工具书类
[ 1 ]项目理协会2012项目理方面PMI词典
httpwwwpmiorglexiconterms
[ 2 ]项目理协会PMI道德专业行规范
httpwwwpmiorgcodeofethicspdf
[ 3 ]项目理协会2013项目理–第三版标准新城
广场PA：PMI
[ 4 ]项目理协会2013投资组合理–第三版标准新城
广场PA：PMI
[ 5 ]项目理协会2013组织项目理成熟度模型（OPM3？）–
第三版新城广场PA：PMI
[ 6 ]国际标准组织2008ISO／IEC 152882008系统软件工程–
系统生命周期程日瓦瑞士：ISO
[ 7 ]项目理协会2006工作分解结构（WBS）–实践标准
第二版（重申）新城广场PA：PMI
[ 8 ]项目理协会2011调度–第二版实践标准新城广场
帕：PMI
[ 9 ]项目理协会2011挣值理–第二版实践标准
新城广场PA：PMI
[ 10 ]国际标准组织2008ISO 90002008质量理体系–基础
词汇日瓦瑞士：ISO
[ 11 ]国际标准组织2004ISO／IEC 22004标准化相关活动–般
词汇日瓦瑞士：ISO
[ 12 ]国际标准组织2012ISO 215002012指导项目理日瓦
瑞士：ISO
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Glossary
Glossary
1 Inclusions and Exclusions
This glossary includes terms that are
Unique or nearly unique to project management (eg project scope statement work package work
breakdown structure critical path method)
Not unique to project management but used differently or with a narrower meaning in project management
than in general everyday usage (eg early start date)
This glossary generally does not include
Application areaspecific terms
Terms used in project management which do not differ in any material way from everyday use
(eg calendar day delay)
Compound terms whose meaning is clear from the combined meanings of the component parts
Variants when the meaning of the variant is clear from the base term
As a result of the above inclusions and exclusions this glossary includes
A preponderance of terms related to Project Scope Management Project Time Management and Project
Risk Management since many of the terms used in these Knowledge Areas are unique or nearly unique
to project management
Many terms from Project Quality Management since these terms are used more narrowly than in their
everyday usage
Relatively few terms related to Project Human Resource Management Project Communications
Management and Project Stakeholder Management since most of the terms used in these Knowledge
Areas do not differ significantly from everyday usage
Relatively few terms related to Project Cost Management Project Integration Management and Project
Procurement Management since many of the terms used in these Knowledge Areas have narrow
meanings that are unique to a particular application area
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词汇
词汇
1包含排
术语包括条件：
？独特独特项目理（例项目范围说明书工作计划工作
分解结构关键路径法）
？没项目理独特项目理中狭窄意义
般日常（例早期开始日期）
术语般包括：
？应领域具体条款
？采项目理方式方面日常材料
（例日历天延迟）
？复合词意义明确组成部分组合意义
？时变种变种含义清楚基础术语
述包含排术语包括：
？占优势项目范围理相关条款项目时间理项目
风险理许知识领域术语独特独二
项目理
？项目质量理许条款条款更窄
日常
？项目力资源理关相较少条款项目沟通
理项目利益相关者理部分知识条款
区域日常中存显著差异
？工程项目成理相关相较少条款项目集成理项目
采购理许知识领域术语窄
特定应领域独特意义
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Glossary
2 C ommon Acronyms
AC actual cost
ACWP actual cost of work performed
BAC budget at completion
CCB change control board
COQ cost of quality
CPAF cost plus award fee
CPFF cost plus fixed fee
CPI cost performance index
CPIF cost plus incentive fee
CPM critical path methodology
CV cost variance
EAC estimate at completion
EF early finish date
EMV expected monetary value
ES early start date
ETC estimate to complete
EV earned value
EVM earned value management
FF finishtofinish
FFP firm fixed price contract
FMEA failure mode and effect analysis
FPEPA fixed price with economic price adjustment
FPIF fixed price incentive fee
FS finish to start
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词汇
2常见缩写
交流实际成
已执行工作实际成
完成时预算
建行变更控制委员会
质量成质量成
CPAF成加奖励费
成加固定费
成绩效指数CPI
合成加激励费
CPM关键路径法
成差
EAC完成估算
早完工日期
预期货币价值
胚胎早期开始日期
估计完成等
挣值
挣值理
FF Finish
FFP固定价格合
FMEA失效模式效应分析
fpepa固定价格济价格调整
固定总价加激励费
完成启动
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Glossary
IFB invitation for bid
LF late finish date
LOE level of effort
LS late start date
OBS organizational breakdown structure
PDM precedence diagramming method
PMBOK Project Management Body of Knowledge
PV planned value
QFD quality function deployment
RACI responsible accountable consult and inform
RAM responsibility assignment matrix
RBS risk breakdown structure
RFI request for information
RFP request for proposal
RFQ request for quotation
SF starttofinish
SOW statement of work
SPI schedule performance index
SS starttostart
SV schedule variance
SWOT strengths weaknesses opportunities and threats
T&M time and material contract
WBS work breakdown structure
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词汇
招标投标
晚完成日期
努力爱水
LS晚开始日期
OBS组织分解结构
前导图法
项目理知识体系
光伏计划值
质量功展开
RACI负责负责咨询通知
RAM责分配矩阵
风险分解结构
请求信息
请求建议
求提供报价
SF开始结束
播种工作声明
进度绩效指数
开始开始
进度偏差
SWOT分析长处弱点机会威胁
T&M时间材料合
WBS工作分解结构
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Glossary
3 D efinitions
Many of the words defined here have broader and in some cases different dictionary definitions
The definitions use the following conventions
In some cases a single glossary term consists of multiple words (eg risk urgency assessment)
When synonyms are included no definition is given and the reader is directed to the preferred term (ie
see preferred term)
Related terms that are not synonyms are crossreferenced at the end of the definition (ie see also
related term)
Acceptance Criteria A set of conditions that is required to be met before deliverables are accepted
Accepted Deliverables Products results or capabilities produced by a project and validated by the project
customer or sponsors as meeting their specified acceptance criteria
Accuracy Within the quality management system accuracy is an assessment of correctness
Acquire Project Team The process of confirming human resource availability and obtaining the team necessary
to complete project activities
Acquisition Obtaining human and material resources necessary to perform project activities Acquisition implies
a cost of resources and is not necessarily financial
Activity A distinct scheduled portion of work performed during the course of a project
Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity
list Activity attributes include activity codes predecessor activities successor activities logical relationships leads
and lags resource requirements imposed dates constraints and assumptions
Activity Code One or more numerical or text values that identify characteristics of the work or in some way
categorize the schedule activity that allows filtering and ordering of activities within reports
Activity Cost Estimates The projected cost of the schedule activity that includes the cost for all resources required
to perform and complete the activity including all cost types and cost components
Activity Duration The time in calendar units between the start and finish of a schedule activity See also duration
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词汇
3D定义
词里更广泛定义某情况字典定义
定义约定：
？某情况单术语词（例风险紧迫性评估）
？义词包括没定义读者首选项（
首选项）
？相关条款义词定义交叉末尾参考（参见
相关术语）
验收标准组条件需满足前接受
接受交付产品结果力产生项目通项目验证
客户赞助商满足规定验收标准
精度质量理体系正确性准确性评估
获取项目团队确定力资源性获团队必程
完成项目活动
采集获取执行活动力物质资源必获取表示
成资源定金融
活动独特预定项目程中进行工作部分
活动属性计划活动包括活动相关联属性
列表活动属性包括活动编码前活动继活动逻辑关系导致
落资源求实施日期约束假设
活动代码数值文值确定工作特点某种方式
分类计划活动滤排序活动报告
活动成估算该计划活动包括必需资源成预计成
执行完成活动包括成成构成
活动时间启动计划活动间日历单位完成时间见时间
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Glossary
Activity Duration Estimate A quantitative assessment of the likely amount or outcome for the duration of an
activity
Activity Identifier A short unique numeric or text identification assigned to each schedule activity to differentiate
that project activity from other activities Typically unique within any one project schedule network diagram
Activity List A documented tabulation of schedule activities that shows the activity description activity identifier
and a sufficiently detailed scope of work description so project team members understand what work is to be
performed
Activity Network Diagrams See project schedule network diagram
ActivityonNode (AON) See precedence diagramming method (PDM)
Activity Resource Requirements The types and quantities of resources required for each activity in a work
package
Actual Cost (AC) The realized cost incurred for the work performed on an activity during a specific time period
Actual Duration The time in calendar units between the actual start date of the schedule activity and either the
data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule
activity is complete
Adaptive Life Cycle A project life cycle also known as changedriven or agile methods that is intended to
facilitate change and require a high degree of ongoing stakeholder involvement Adaptive life cycles are also
iterative and incremental but differ in that iterations are very rapid (usually 2–4 weeks in length) and are fixed in
time and resources
Additional Quality Planning Tools A set of tools used to define the quality requirements and to plan effective
quality management activities They include but are not limited to brainstorming force field analysis nominal
group techniques and quality management and control tools
Adjusting Leads and Lags A technique used to find ways to bring project activities that are behind into alignment
with plan during project execution
Advertising The process of calling public attention to a project or effort
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词汇
活动持续时间估算定量评估金额结果时间
活动
活动标识符短独特数字文字标识分配计划活动区分
项目活动活动通常独特项目进度网络图
活动列表正式表格计划活动显示活动描述活动标识符
足够详细工作范围描述项目团队成员明白工作
执行
活动网络图见项目进度网络图
节点活动（AON）序图示法（PDM）
活动资源求类型工作活动需资源数量
包
实际成（AC）实现费进行活动特定时间段工作
实际时间时间间日历单位计划活动实际开始日期
数日期项目进度果计划活动进步者实际完成日期果计划
活动结束
适应生命周期项目生命周期称变化驱动敏捷方法意
促进变革需持续利益相关者参程度高适应生命周期
迭代增量迭代非常迅速（通常2–4周长度）固定
时间资源
附加质量规划工具组定义质量求计划效工具
质量理活动包括限：头脑风暴力场分析名义
集团技术质量理质量控制工具
调整线索滞种找带项目活动齐方式背技术
项目执行计划
广告呼吁公众关注项目者努力程
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Glossary
Affinity Diagram A group creativity technique that allows large numbers of ideas to be classified into groups for
review and analysis
Agreements Any document or communication that defines the initial intentions of a project This can take the
form of a contract memorandum of understanding (MOU) letters of agreement verbal agreements email etc
Alternative Analysis A technique used to evaluate identified options in order to select which options or
approaches to use to execute and perform the work of the project
Alternatives Generation A technique used to develop as many potential options as possible in order to identify
different approaches to execute and perform the work of the project
Analogous Estimating A technique for estimating the duration or cost of an activity or a project using historical
data from a similar activity or project
Analytical Techniques Various techniques used to evaluate analyze or forecast potential outcomes based on
possible variations of project or environmental variables and their relationships with other variables
Application Area A category of projects that have common components significant in such projects
but are not needed or present in all projects Application areas are usually defined in terms of either the
product (ie by similar technologies or production methods) or the type of customer (ie internal versus
external government versus commercial) or industry sector (ie utilities automotive aerospace information
technologies etc) Application areas can overlap
Applying Leads and Lags A technique that is used to adjust the amount of time between predecessor and
successor activities
Apportioned Effort An activity where effort is allotted proportionately across certain discrete efforts and not
divisible into discrete efforts [Note Apportioned effort is one of three earned value management (EVM) types of
activities used to measure work performance]
Approved Change Request A change request that has been processed through the integrated change control
process and approved
Approved Change Requests Review A review of the change requests to verify that these were implemented as
approved
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词汇
亲图组创新技术允许量思想分组
回顾分析
协议文件通信定义项目初始意图采取
合形式谅解备忘录（MOU）协议书口头协议电子邮件等等
代分析种评价确定选项选择选项技术
方法执行实施项目工作
代方案产生种开发许潜选择识技术
执行实施项目工作方法
类估算种估计活动历史项目持续时间成技术
类似活动项目数
分析技术种方法评估分析基潜结果预测
工程环境变量变化变量关系
应领域类具组件等项目重项目
项目必需应领域通常定义术语
产品（通类似技术生产方法）客户类型（部
外政府商业）行业（汽车航空航天信息工具
技术等）应领域重叠
应领先滞调整前时间技术
继活动
分摊努力活动努力分配例定离散努力
分离散努力注：分摊努力三挣值理（EVM）类型
衡量工作绩效活动]
批准变更请求变更求已通整体变更控制处理
程批准
批准变更请求审查变更请求验证实现评
批准
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Glossary
Assumption A factor in the planning process that is considered to be true real or certain without proof or
demonstration
Assumptions Analysis A technique that explores the accuracy of assumptions and identifies risks to the project
from inaccuracy inconsistency or incompleteness of assumptions
Attribute Sampling Method of measuring quality that consists of noting the presence (or absence) of some
characteristic (attribute) in each of the units under consideration After each unit is inspected the decision is made
to accept a lot reject it or inspect another unit
Authority The right to apply project resources expend funds make decisions or give approvals
Backlog A listing of product requirements and deliverables to be completed written as stories and prioritized
by the business to manage and organize the project’s work
Backward Pass A critical path method technique for calculating the late start and late finish dates by working
backward through the schedule model from the project end date
Bar Chart A graphic display of schedulerelated information In the typical bar chart schedule activities or work
breakdown structure components are listed down the left side of the chart dates are shown across the top and
activity durations are shown as dateplaced horizontal bars See also Gantt chart
Baseline The approved version of a work product that can be changed only through formal change control
procedures and is used as a basis for comparison
Basis of Estimates Supporting documentation outlining the details used in establishing project estimates such as
assumptions constraints level of detail ranges and confidence levels
Benchmarking Benchmarking is the comparison of actual or planned practices such as processes and operations
to those of comparable organizations to identify best practices generate ideas for improvement and provide a
basis for measuring performance
Bidder Conference The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure
all prospective vendors have a clear and common understanding of the procurement Also known as contractor
conferences vendor conferences or prebid conferences
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词汇
假设规划程中认真实素定没证
示范
假设分析种技术探讨假设准确性识项目风险
准确致者完全假设
属性抽样测量方法质量包括指出存（存）
特征（属性）单位考虑单元检查作出决定
接受拒绝检查单位
权威申请项目资源正确消费资金做出决定批准
积压市产品需求交付成果完成写事优先
企业组织理项目工作
落通通计算晚开始完成日期关键路径法
通调度模型项目结束日期
条形图图形显示计划相关信息典型条形图进度活动工作
分解结构组件列出图左侧日期显示顶部
活动持续时间显示日期放置水杆见甘特图
基线通工作产品通正式变化控制换版
程序作较基础
估计基础支持文件概述建立项目估计细节
假设约束详细程度范围置信水
标杆理标杆理实际计划实践较程操作
相媲美组织确定佳做法产生改进思想提供
测量性基础
投标会议会议卖方报价建议确保前准备
潜供应商采购明确理解称承包商
供应商会议会议预投标会议
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Glossary
BottomUp Estimating A method of estimating project duration or cost by aggregating the estimates of the
lowerlevel components of the work breakdown structure (WBS)
Brainstorming A general data gathering and creativity technique that can be used to identify risks ideas or
solutions to issues by using a group of team members or subject matter experts
Budget The approved estimate for the project or any work breakdown structure component or any schedule
activity
Budget at Completion (BAC) The sum of all budgets established for the work to be performed
Buffer See reserve
Business Case A documented economic feasibility study used to establish validity of the benefits of a selected
component lacking sufficient definition and that is used as a basis for the authorization of further project management
activities
Business Value A concept that is unique to each organization and includes tangible and intangible elements
Through the effective use of project program and portfolio management disciplines organizations will possess the
ability to employ reliable established processes to meet enterprise objectives and obtain greater business value
from their investments
Buyer The acquirer of products services or results for an organization
Cause and Effect Diagram A decomposition technique that helps trace an undesirable effect back to its root
cause
Central Tendency A property of the central limit theorem predicting that the data observations in a distribution
will tend to group around a central location The three typical measures of central tendency are the mean median
and mode
Change Control A process whereby modifications to documents deliverables or baselines associated with the
project are identified documented approved or rejected
Change Control Board (CCB) A formally chartered group responsible for reviewing evaluating approving
delaying or rejecting changes to the project and for recording and communicating such decisions
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词汇
估算种聚集估计工期成估算方法
低水工作分解结构（WBS）
头脑风暴通数采集创新技术识风险想法
通组团队成员题专家问题解决方案
预算批准估算项目工作分解结构组件时间表
活动
完工预算（BAC）建立工作进行全面预算金额
缓区储备
商业案例文件化济行性研究建立选定效益效性
成分缺乏足够定义进步工程项目理授权基础
活动
商业价值概念组织独特包括形形素
通项目效程序投资组合理学科组织拥
采力建立流程满足企业目标获取更商业价值
投资
买方产品服务收购结果组织
原效果图种分解技术帮助踪良影响回根
原
集中趋势中心极限定理预测分布观测数属性
倾围绕中心位置组集中趋势三种典型措施均中位数
模式
变更控制程文档修改交付基线
项目确定文件批准拒绝
变更控制委员会（CCB）正式注册组负责审查评估批准
延迟拒绝项目变化记录传达样决定
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Glossary
Change Control System A set of procedures that describes how modifications to the project deliverables and
documentation are managed and controlled
Change Control Tools Manual or automated tools to assist with change andor configuration management At a
minimum the tools should support the activities of the CCB
Change Log A comprehensive list of changes made during the project This typically includes dates of the change
and impacts in terms of time cost and risk
Change Request A formal proposal to modify any document deliverable or baseline
Charter See project charter
Checklist Analysis A technique for systematically reviewing materials using a list for accuracy and completeness
Checksheets A tally sheet that can be used as a checklist when gathering data
Claim A request demand or assertion of rights by a seller against a buyer or vice versa for consideration
compensation or payment under the terms of a legally binding contract such as for a disputed change
Claims Administration The process of processing adjudicating and communicating contract claims
Close Procurements The process of completing each project procurement
Close Project or Phase The process of finalizing all activities across all of the Project Management Process
Groups to formally complete a project or phase
Closed Procurements Project contracts or other procurement agreements that have been formally acknowledged
by the proper authorizing agent as being finalized and signed off
Closing Process Group Those processes performed to finalize all activities across all Process Groups to formally
close a project or phase
Code of Accounts A numbering system used to uniquely identify each component of the work breakdown
structure (WBS)
Collect Requirements The process of determining documenting and managing stakeholder needs and
requirements to meet project objectives
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词汇
变更控制系统套程序描述修改项目交付成果
文件理控制
变更控制工具手动动工具协助改变配置理
工具应该支持商业罪案调查科活动
更改日志项目做更改完整列表通常包括更改日期
影响时间成风险
变更请求正式提议修改文件交付基线
宪章见项目章程
清单分析系统回顾材料准确性完整性列表技术
查核表统计表作清单数采集
索赔请求求张权利卖方买方反然考虑
补偿支付具法律约束力合条款争议变化
索赔理加工程中审判沟通合索赔
结束采购完成项目采购程
结束项目阶段完成活动项目理程
集团正式完成项目阶段
封闭采购项目合采购协议已正式承认
通适授权代理作完成签署
收尾程组程完成程组活动正式
结束项目阶段
帐户代码编号系统识工作分解组件
结构（WBS）
收集需求确定程中记录理干系需
满足项目目标求
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Glossary
Colocation An organizational placement strategy where the project team members are physically located
close to one another in order to improve communication working relationships and productivity
Communication Constraints Restrictions on the content timing audience or individual who will deliver a
communication usually stemming from specific legislation or regulation technology or organizational policies
Communication Methods A systematic procedure technique or process used to transfer information among
project stakeholders
Communication Models A description analogy or schematic used to represent how the communication
process will be performed for the project
Communication Requirements Analysis An analytical technique to determine the information needs of the
project stakeholders through interviews workshops study of lessons learned from previous projects etc
Communication Technology Specific tools systems computer programs etc used to transfer information
among project stakeholders
Communications Management Plan A component of the project program or portfolio management plan that
describes how when and by whom information about the project will be administered and disseminated
Compliance A general concept of conforming to a rule standard law or requirement such that the assessment of
compliance results in a binomial result stated as compliant or noncompliant
Conduct Procurements The process of obtaining seller responses selecting a seller and awarding a contract
Configuration Management System A subsystem of the overall project management system It is a collection
of formal documented procedures used to apply technical and administrative direction and surveillance to
identify and document the functional and physical characteristics of a product result service or component
control any changes to such characteristics record and report each change and its implementation status and
support the audit of the products results or components to verify conformance to requirements It includes the
documentation tracking systems and defined approval levels necessary for authorizing and controlling changes
Conflict Management Handling controlling and guiding a conflictual situation to achieve a resolution
Conformance Within the quality management system conformance is a general concept of delivering results that
fall within the limits that define acceptable variation for a quality requirement
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词汇
机托组织放置策略项目团队成员物理位置
改善沟通工作关系生产力
通信约束容定时观众限制提供
通信源具体立法监通常技术组织政策
通信方法系统方法技术转移程中信息
项目利益相关者
通信模型描述类示意图表示沟通
程项目进行
沟通需求分析确定信息需求分析技术
项目利益相关者通访谈研讨会前项目验教训研究等等
通信技术具体工具系统计算机程序等等传递信息
项目利益相关者
沟通理计划项目组成部分程序组合理计划
介绍谁关项目信息理传播
合规符合规标准法律般概念求样评价
结果符合二项式结果称符合求符合求
执行采购获取卖方响应程选择卖方授予合
配置理系统项目整体理系统子系统种集
正式书面程序采技术理指导监督：
识记录种产品功物理特性结果服务组件
控制特征变更记录报告变更实施状况
支持产品审计结果组件验证符合求包括
文件踪系统定义批准级控制必变革
突理处理控制指导突情况达分辨率
致性质量理体系中致性提供结果般概念
定义接受质量求变化范围
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Glossary
Conformance Work In the cost of quality framework conformance work is done to compensate for imperfections
that prevent organizations from completing planned activities correctly as essential firsttime work Conformance
work consists of actions that are related to prevention and inspection
Constraint A limiting factor that affects the execution of a project program portfolio or process
Context Diagrams A visual depiction of the product scope showing a business system (process equipment
computer system etc) and how people and other systems (actors) interact with it
Contingency An event or occurrence that could affect the execution of the project that may be accounted for
with a reserve
Contingency Allowance See reserve
Contingency Reserve Budget within the cost baseline or performance measurement baseline that is allocated for
identified risks that are accepted and for which contingent or mitigating responses are developed
Contingent Response Strategies Responses provided which may be used in the event that a specific trigger
occurs
Contract A contract is a mutually binding agreement that obligates the seller to provide the specified product
or service or result and obligates the buyer to pay for it
Contract Change Control System The system used to collect track adjudicate and communicate changes to a
contract
Control Comparing actual performance with planned performance analyzing variances assessing trends to
effect process improvements evaluating possible alternatives and recommending appropriate corrective action
as needed
Control Account A management control point where scope budget actual cost and schedule are integrated and
compared to earned value for performance measurement
Control Chart A graphic display of process data over time and against established control limits which has a
centerline that assists in detecting a trend of plotted values toward either control limit
Control Communications The process of monitoring and controlling communications throughout the entire project
life cycle to ensure the information needs of the project stakeholders are met
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词汇
致性工作质量体系成致性工作弥补缺陷
防止组织完成计划活动正确必少首次工作致性
工作分预防检查相关行动
约束限制素直接影响项目执行程序组合程
背景图产品范围呈现业务系统视觉描绘（工艺设备
计算机系统等等）系统（演员）交互作
应急事件发生影响项目执行占
储备
应急准备金储备
应急储备预算成基准绩效测量基线分配
识风险接受减轻反应开发
紧急应策略反应特定触发事件
发生
合合双方约束力协议求卖方提供规定产品
服务成果求买方支付
合变更控制系统该系统收集踪审判交流变
合
控制较实际绩效计划性差异分析评估发展趋势
改进程评估代方案建议适纠正行动
需
控制帐户理控制点范围预算实际成进度集成
相性测量赢值
控制图图形显示时间程数建立控制范围
协助检测中心线控制限值趋势图
控制通信监视控制整项目进程通信
生命周期确保信息需求项目干系见面
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Glossary
Control Costs The process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline
Control Limits The area composed of three standard deviations on either side of the centerline or mean of a
normal distribution of data plotted on a control chart which reflects the expected variation in the data See also
specification limits
Control Procurements The process of managing procurement relationships monitoring contract performance
and making changes and corrections as appropriate
Control Quality The process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes
Control Risks The process of implementing risk response plans tracking identified risks monitoring residual
risks identifying new risks and evaluating risk process effectiveness throughout the project
Control Schedule The process of monitoring the status of project activities to update project progress and manage
changes to the schedule baseline to achieve the plan
Control Scope The process of monitoring the status of the project and product scope and managing changes to
the scope baseline
Control Stakeholder Engagement The process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders
Corrective Action An intentional activity that realigns the performance of the project work with the project
management plan
Cost Aggregation Summing the lowerlevel cost estimates associated with the various work packages for a
given level within the project’s WBS or for a given cost control account
Cost Baseline The approved version of the timephased project budget excluding any management reserves
which can be changed only through formal change control procedures and is used as a basis for comparison to
actual results
Cost Management Plan A component of a project or program management plan that describes how costs will
be planned structured and controlled
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词汇
控制成监测项目状态更新项目成理程
成基线变化
控制界限该区三标准偏差中心线两侧均
数绘制控制图正态分布反映数预期变化参见
规格界限
控制采购理采购关系程监控合履行
进行修改更正合适
控制质量监控记录执行质量活动评估结果程
性建议必变化
控制风险实施风险应计划程中踪已识风险监测残余
风险识新风险风险评估程效性整项目
控制计划监测项目活动状态更新项目进度理程
进度基线变化实现计划
控制范围监测项目产品范围现状理变化程
范围基线
控制利益相关者参监控整项目利益相关者关系程
调整利益相关者参策略计划
纠正行动意活动重新调整项目工作绩效项目
理计划
成汇总总结种工作包相关低成估计
项目WBS者定成控制考虑水
成基线批准版时间分阶段项目预算含理储备
通正式变更控制程序改变作较基础
实际结果
成理计划组件项目项目理计划描述成
计划结构化控制
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Glossary
Cost of Quality A method of determining the costs incurred to ensure quality Prevention and appraisal costs
(cost of conformance) include costs for quality planning quality control (QC) and quality assurance to ensure
compliance to requirements (ie training QC systems etc) Failure costs (cost of nonconformance) include costs
to rework products components or processes that are noncompliant costs of warranty work and waste and loss
of reputation
Cost Performance Index (CPI) A measure of the cost efficiency of budgeted resources expressed as the ratio of
earned value to actual cost
Cost Plus Award Fee Contracts (CPAF) A category of contract that involves payments to the seller for all legitimate
actual costs incurred for completed work plus an award fee representing seller profit
Cost Plus Fixed Fee Contract (CPFF) A type of costreimbursable contract where the buyer reimburses the seller
for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee)
Cost Plus Incentive Fee Contract (CPIF) A type of costreimbursable contract where the buyer reimburses the
seller for the seller’s allowable costs (allowable costs are defined by the contract) and the seller earns its profit if
it meets defined performance criteria
Cost Variance (CV) The amount of budget deficit or surplus at a given point in time expressed as the difference
between the earned value and the actual cost
CostBenefit Analysis A financial analysis tool used to determine the benefits provided by a project against its
costs
CostReimbursable Contract A type of contract involving payment to the seller for the seller’s actual costs plus
a fee typically representing seller’s profit Costreimbursable contracts often include incentive clauses where if the
seller meets or exceeds selected project objectives such as schedule targets or total cost then the seller receives
from the buyer an incentive or bonus payment
Crashing A technique used to shorten the schedule duration for the least incremental cost by adding
resources
Create WBS The process of subdividing project deliverables and project work into smaller more manageable
components
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词汇
质量成种确定保证质量发生费方法预防鉴定成
（致性成）包括质量规划成质量控制（QC）质量保证
符合求（培训质量控制系统等等）失败成（非符合性成）包括费
返工产品部件程符合保修工作浪费成损失
声誉
成绩效指数（CPI）衡量预算资源率表示成效率
挣值实际成
成加奖励费合（CPAF）合类包括支付卖方合法
实际成完成工作费加奖励费代表卖方利润
成加固定费合（CPFF）种成补偿合买方卖方
卖方允许成（允许成合确定）加固定利润额（费）
成加酬金合（合）种成补偿合买方偿付
卖方允许成（费卖方允许合规定）卖方赚取利润果
满足规定性标准
成差异（CV）预算赤字盈余数量定时间点表现差异
挣值实际成间
成效益分析财务分析工具确定项目提供处
成
成补偿合种涉卖方实际成卖方支付合加
费通常代表卖方利润成补偿合通常包括激励条款果
卖方满足超项目目标进度总成目标卖方收
买方奖励奖金
崩溃种缩短调度时间少增量成加技术
资源
创建WBS项目交付成果项目工作细分成更更易理
组件
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Glossary
Criteria Standards rules or tests on which a judgment or decision can be based or by which a product service
result or process can be evaluated
Critical Chain Method A schedule method that allows the project team to place buffers on any project schedule
path to account for limited resources and project uncertainties
Critical Path The sequence of activities that represents the longest path through a project which determines the
shortest possible duration
Critical Path Activity Any activity on the critical path in a project schedule
Critical Path Method A method used to estimate the minimum project duration and determine the amount of
scheduling flexibility on the logical network paths within the schedule model
Customer Customer is the person(s) or organization(s) that will pay for the project’s product service or result
Customers can be internal or external to the performing organization
Customer Satisfaction Within the quality management system a state of fulfillment in which the needs of a
customer are met or exceeded for the customer’s expected experiences as assessed by the customer at the
moment of evaluation
Data Date A point in time when the status of the project is recorded
Data Gathering and Representation Techniques Techniques used to collect organize and present data and
information
Decision Tree Analysis A diagramming and calculation technique for evaluating the implications of a chain of
multiple options in the presence of uncertainty
Decomposition A technique used for dividing and subdividing the project scope and project deliverables into
smaller more manageable parts
Defect An imperfection or deficiency in a project component where that component does not meet its
requirements or specifications and needs to be either repaired or replaced
Defect Repair An intentional activity to modify a nonconforming product or product component
Define Activities The process of identifying and documenting the specific actions to be performed to produce the
project deliverables
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词汇
标准标准规测试判断决定基中产品服务
结果评价程
关键链法进度表方法项目组缓区项目进度
路径考虑限资源项目确定性
关键路径活动中代表长路径通项目序决定
短时间
关键路径活动项目进度计划关键路径活动
关键路径法种估计项目低期限数额确定
调度模型逻辑网络路径调度灵活性
客户客户（S）组织（S）支付项目产品服务结果
顾客部外部执行机构
顾客满意质量理体系中种需满足状态
客户达超客户预期验评估客户
瞬间评价
数日期时间点时该项目状态记录
数收集表示技术方法收集组织目前数
信息
决策树分析评估链影响图计算技术
存确定性选项
分解种技术分割细分项目范围项目交付成果
更更易理部分
缺陷缺陷缺陷项目组件组件满足
求规范需修复更换
缺损修复意活动修改合格产品产品组件
活动定义程识记录具体行动进行生产
项目交付成果
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Glossary
Define Scope The process of developing a detailed description of the project and product
Deliverable Any unique and verifiable product result or capability to perform a service that is required to be
produced to complete a process phase or project
Delphi Technique An information gathering technique used as a way to reach a consensus of experts on a
subject Experts on the subject participate in this technique anonymously A facilitator uses a questionnaire to
solicit ideas about the important project points related to the subject The responses are summarized and are
then recirculated to the experts for further comment Consensus may be reached in a few rounds of this process
The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on
the outcome
Dependency See logical relationship
Dependency Determination A technique used to identify the type of dependency that is used to create the logical
relationships between predecessor and successor activities
Design of Experiments A statistical method for identifying which factors may influence specific variables of a
product or process under development or in production
Determine Budget The process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline
Develop Project Charter The process of developing a document that formally authorizes the existence of a project
and provides the project manager with the authority to apply organizational resources to project activities
Develop Project Management Plan The process of defining preparing and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan
Develop Project Team The process of improving competencies team member interaction and overall team
environment to enhance project performance
Develop Schedule The process of analyzing activity sequences durations resource requirements and schedule
constraints to create the project schedule model
Diagramming Techniques Approaches to presenting information with logical linkages that aid in understanding
Dictatorship A group decisionmaking technique in which one individual makes the decision for the group
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词汇
定义范围开发项目详细说明产品程
交付验证产品结果独特提供服务力必需
制作完成程阶段项目
Delphi技术信息收集技术作种方法达成识专家
题研究课题专家参项技术匿名持透问卷调查
征求关重项目想法点相关题反应进行总结
然循环专家作进步评识程中回合达成
德尔菲技术助减轻数偏差中获正影响
结果
赖逻辑关系
赖性测定种识赖创建逻辑型技术
前继者活动间关系
实验设计种统计方法确定素会影响特定变量
产品程开发生产
确定预算单活动工作包费估计程
建立授权成基线
制定项目章程开发文件正式批准项目存程
提供项目理权组织资源进行项目活动
制定项目理计划定义程中制备协调子计划
整合成综合项目理计划
项目团队建设提高力程中团队成员相互作整体团队
环境提高项目绩效
发展计划分析活动序持续时间资源需求程时间表
约束创建项目调度模型
图解技术信息呈现逻辑联系助理解方法
独裁组决策技术中群体决策
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Glossary
Direct and Manage Project Work The process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the project’s objectives
Discrete Effort An activity that can be planned and measured and that yields a specific output [Note Discrete
effort is one of three earned value management (EVM) types of activities used to measure work performance]
Discretionary Dependency A relationship that is established based on knowledge of best practices within a
particular application area or an aspect of the project where a specific sequence is desired
Document Analysis An elicitation technique that analyzes existing documentation and identifies information
relevant to the requirements
Documentation Reviews The process of gathering a corpus of information and reviewing it to determine accuracy
and completeness
Duration (DU or DUR) The total number of work periods (not including holidays or other nonworking periods)
required to complete a schedule activity or work breakdown structure component Usually expressed as workdays
or workweeks Sometimes incorrectly equated with elapsed time Contrast with effort
Early Finish Date (EF) In the critical path method the earliest possible point in time when the uncompleted
portions of a schedule activity can finish based on the schedule network logic the data date and any schedule
constraints
Early Start Date (ES) In the critical path method the earliest possible point in time when the uncompleted
portions of a schedule activity can start based on the schedule network logic the data date and any schedule
constraints
Earned Value (EV) The measure of work performed expressed in terms of the budget authorized for that work
Earned Value Management A methodology that combines scope schedule and resource measurements to
assess project performance and progress
Effort The number of labor units required to complete a schedule activity or work breakdown structure component
often expressed in hours days or weeks
Emotional Intelligence The capability to identify assess and manage the personal emotions of oneself and other
people as well as the collective emotions of groups of people
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词汇
指导理项目工作领导执行项目定义工作流程
理计划实施实现项目目标变化
离散努力活动计划测量产生特定输出注：离散
努力三挣值理（EVM）衡量工作绩效活动类型]
赖关系种关系基佳实践知识建立
特定应领域项目中特定序列需方面
文献分析启发式技术分析现文件标识信息
关求
文献回顾收集语料库信息评审确定程精确性
完整性
持续时间（杜时间）工作时间总数（包括假日非工作时间）
求完成进度活动工作分解结构组件通常表示工作日
工作时错误等时间努力
早期完成日期（EF）关键路径方法早时间点时未完成
计划活动部分完成基进度网络逻辑数日期时间表
约束
早期开始日期（ES）关键路径方法早时间点时未完成
计划活动部分根进度网络逻辑开始数日期时间表
约束
挣值（EV）工作措施进行预算授权工作表现
挣值理方法相结合范围进度资源测量
评估项目绩效进展
努力工单位求完成进度活动工作分解结构构件数目
通常表示时天者星期
情绪智力识评估理力情感
群体集体情感
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Glossary
Enterprise Environmental Factors Conditions not under the immediate control of the team that influence
constrain or direct the project program or portfolio
Estimate A quantitative assessment of the likely amount or outcome Usually applied to project costs resources
effort and durations and is usually preceded by a modifier (ie preliminary conceptual feasibility orderofmagnitude
definitive) It should always include some indication of accuracy (eg ± x percent) See also budget
and cost
Estimate Activity Durations The process of estimating the number of work periods needed to complete individual
activities with estimated resources
Estimate Activity Resources The process of estimating the type and quantities of material human resources
equipment or supplies required to perform each activity
Estimate at Completion (EAC) The expected total cost of completing all work expressed as the sum of the actual
cost to date and the estimate to complete
Estimate Costs The process of developing an approximation of the monetary resources needed to complete
project activities
Estimate to Complete (ETC) The expected cost to finish all the remaining project work
Execute Directing managing performing and accomplishing the project work providing the deliverables and
providing work performance information
Executing Process Group Those processes performed to complete the work defined in the project management
plan to satisfy the project specifications
Expected Monetary Value (EMV) Analysis A statistical technique that calculates the average outcome when
the future includes scenarios that may or may not happen A common use of this technique is within decision tree
analysis
Expert Judgment Judgment provided based upon expertise in an application area knowledge area discipline
industry etc as appropriate for the activity being performed Such expertise may be provided by any group or
person with specialized education knowledge skill experience or training
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词汇
企业环境素条件没团队直接控制影响
约束直接项目程序组合
估计金额结果定量评价通常应项目成资源
努力持续时间通常前面加修饰词（初步概念行性量级
明确）应该包括指示精度（例±X ）参见预算
成
估算活动持续时间估计工作时间需完成单进程数
估计资源活动
活动资源估算类型数量材料估计程力资源
设备求完成活动品
完工估算（EAC）完成工作表示实际预计总成
成估算完成日期
估计成开发需货币资源逼程
项目活动
估计完成（等）完成剩余项目工作预期成
执行指导理执行完成项目工作提供交付
提供工作绩效信息
执行程组程进行完整项目理中定义工作
计划满足项目规格
预期货币价值（EMV）分析种统计方法计算出均结果时
未包括情况发生种技术常见途决策树
分析
专家判断判断提供基应领域专业知识领域学科
业等适活动执行样知识组织提供
专业教育知识技验培训
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Glossary
External Dependency A relationship between project activities and nonproject activities
Facilitated Workshops An elicitation technique using focused sessions that bring key crossfunctional
stakeholders together to define product requirements
Failure Mode and Effect Analysis (FMEA) An analytical procedure in which each potential failure mode in
every component of a product is analyzed to determine its effect on the reliability of that component and by
itself or in combination with other possible failure modes on the reliability of the product or system and on the
required function of the component or the examination of a product (at the system andor lower levels) for all
ways that a failure may occur For each potential failure an estimate is made of its effect on the total system
and of its impact In addition a review is undertaken of the action planned to minimize the probability of failure
and to minimize its effects
Fallback Plan Fallback plans include an alternative set of actions and tasks available in the event that the primary
plan needs to be abandoned because of issues risks or other causes
Fast Tracking A schedule compression technique in which activities or phases normally done in sequence are
performed in parallel for at least a portion of their duration
Fee Represents profit as a component of compensation to a seller
Finish Date A point in time associated with a schedule activity’s completion Usually qualified by one of the
following actual planned estimated scheduled early late baseline target or current
FinishtoFinish (FF) A logical relationship in which a successor activity cannot finish until a predecessor
activity has finished
FinishtoStart (FS) A logical relationship in which a successor activity cannot start until a predecessor
activity has finished
FirmFixedPrice Contract (FFP) A type of fixed price contract where the buyer pays the seller a set amount
(as defined by the contract) regardless of the seller’s costs
Fishbone diagram See Cause and Effect Diagram
Fixed Formula Method An earned value method for assigning a specified percentage of budget value for a
work package to the start milestone of the work package with the remaining budget value percentage assigned
when the work package is complete
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词汇
外部赖项目活动非项目活动间关系
促进研讨会种启发式技术采集中培训课程关键功
利益相关者确定产品求
失效模式影响分析（FMEA）潜失效模式分析方法
产品分量进行分析确定该组件性效果
身障模式组合产品系统性
必需组件功产品检测（系统低水）
方式会出现失败潜障估计整系统影响
影响外进行审查行动计划减少失败概率
量减少影响
备计划备计划包括套类行事件务
计划需放弃原问题风险原
快速踪进度压缩技术中活动阶段序列通常做
行持续时间少部分执行
费表现卖方补偿分量利润
完成日期时间进度活动完成相关点常
：实际计划估计计划早晚基线目标电流
完成完成（FF）逻辑关系续活动完成直前
活动结束
完成开始（FS）逻辑关系续活动启动直前
活动结束
固定价格合（FFP）种类型固定价格合买方支付卖方定
（合规定）卖方成
鱼骨图果图
固定公式方法挣值法分配定例预算值
工作包工作包开始剩余价值率里程碑预算分配
工作完成
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Glossary
Fixed Price Incentive Fee Contract (FPIF) A type of contract where the buyer pays the seller a set amount (as
defined by the contract) and the seller can earn an additional amount if the seller meets defined performance
criteria
Fixed Price with Economic Price Adjustment Contracts (FPEPA) A fixedprice contract but with a special
provision allowing for predefined final adjustments to the contract price due to changed conditions such as inflation
changes or cost increases (or decreases) for specific commodities
FixedPrice Contracts An agreement that sets the fee that will be paid for a defined scope of work regardless of
the cost or effort to deliver it
Float Also called slack See total float and free float
Flowchart The depiction in a diagram format of the inputs process actions and outputs of one or more processes
within a system
Focus Groups An elicitation technique that brings together prequalified stakeholders and subject matter experts
to learn about their expectations and attitudes about a proposed product service or result
Forecast An estimate or prediction of conditions and events in the project’s future based on information and
knowledge available at the time of the forecast The information is based on the project’s past performance and
expected future performance and includes information that could impact the project in the future such as estimate
at completion and estimate to complete
Forward Pass A critical path method technique for calculating the early start and early finish dates by working
forward through the schedule model from the project start date or a given point in time
Free Float The amount of time that a schedule activity can be delayed without delaying the early start date of any
successor or violating a schedule constraint
Functional Manager Someone with management authority over an organizational unit within a functional
organization The manager of any group that actually makes a product or performs a service Sometimes called a
line manager
Functional Organization A hierarchical organization where each employee has one clear superior and staff are
grouped by areas of specialization and managed by a person with expertise in that area
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词汇
固定价格合激励费（FPIF）种类型合买方支付卖方定数量（
合规定）卖方果卖方符合规定性获额外金额
标准
固定价格济价格调整合（fpepa）固定价格合特殊
规定允许预定义调整条件变化合价格通货膨胀
变化成增加（减少）具体商品
固定价格合设置费支付规定工作范围协议
成努力救
浮称松弛见总时差时差
流程图输入处理行动图格式描述程输出
系统
焦点组启发式技术汇集资格预审利益相关者题专家
解期态度建议产品服务结果
预测估计条件基信息项目未事件预测
预测时利知识信息基绩效项目
未预期性包括影响未项目信息估计
完成估计完成
前传球通计算早开始时间早完成日期关键路径法
通提出调度模型项目开始日期定时间点
浮动计划活动耽误早开始时间延迟时间量
继承违反调度约束
职理功理局组织单位
组织团体实际产品提供服务理时称
直线理
功组织层次组织员工明确级工作员
专业领域方面专长理
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Glossary
Funding Limit Reconciliation The process of comparing the planned expenditure of project funds against any
limits on the commitment of funds for the project to identify any variances between the funding limits and the
planned expenditures
Gantt Chart A bar chart of schedule information where activities are listed on the vertical axis dates are
shown on the horizontal axis and activity durations are shown as horizontal bars placed according to start and
finish dates
Grade A category or rank used to distinguish items that have the same functional use (eg hammer) but do
not share the same requirements for quality (eg different hammers may need to withstand different amounts of
force)
Ground Rules Expectations regarding acceptable behavior by project team members
Group Creativity Techniques Techniques that are used to generate ideas within a group of stakeholders
Group DecisionMaking Techniques Techniques to assess multiple alternatives that will be used to generate
classify and prioritize product requirements
Guideline An official recommendation or advice that indicates policies standards or procedures for how
something should be accomplished
Hammock Activity See summary activity
Hard Logic See mandatory dependency
Histogram A special form of bar chart used to describe the central tendency dispersion and shape of a
statistical distribution
Historical Information Documents and data on prior projects including project files records correspondence
closed contracts and closed projects
Human Resource Management Plan A component of the project management plan that describes how the
roles and responsibilities reporting relationships and staff management will be addressed and structured
IdeaMind Mapping Technique used to consolidate ideas created through individual brainstorming sessions into
a single map to reflect commonality and differences in understanding and to generate new ideas
Identify Risks The process of determining which risks may affect the project and documenting their characteristics
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词汇
资金限制解较项目资金计划支出程
项目确定资金限制间差异承诺资金限制
计划支出
甘特图条形图进度信息活动垂直轴市日期
水轴显示活动持续时间显示水钢筋启动
完成日期
等级类等级区分具相功物品（例锤）做
没质量相求（例锤需承受
力）
基规关项目团队成员接受行期
集团创新技术组利益观念产生技术
群决策方法评估备选方案生成技术
分类优先考虑产品求
指南官方建议意见表明政策标准程序
应完成东西
吊床活动摘活性
硬逻辑强制性赖
直方图种特殊描述集中趋势条形图形式分散形状
统计分布
历史信息现项目包括项目文件记录文件数应
封闭合关闭项目
力资源理计划项目理计划组成部分介绍
角色责报告关系员工理处理结构
思想心智图通头脑风暴会议创造思想技巧
反映性差异理解产生新想法张图
识风险该程确定风险会影响项目记录特点
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Glossary
Identify Stakeholders The process of identifying the people groups or organizations that could impact or be
impacted by a decision activity or outcome of the project and analyzing and documenting relevant information
regarding their interests involvement interdependencies influence and potential impact on project success
Imposed Date A fixed date imposed on a schedule activity or schedule milestone usually in the form of a
start no earlier than and finish no later than date
Incentive Fee A set of financial incentives related to cost schedule or technical performance of the seller
Incremental Life Cycle A project life cycle where the project scope is generally determined early in the project
life cycle but time and cost estimates are routinely modified as the project team’s understanding of the product
increases Iterations develop the product through a series of repeated cycles while increments successively add to
the functionality of the product
Independent Estimates A process of using a third party to obtain and analyze information to support prediction
of cost schedule or other items
Influence Diagram A graphical representation of situations showing causal influences time ordering of events
and other relationships among variables and outcomes
Information Gathering Techniques Repeatable processes used to assemble and organize data across a spectrum
of sources
Information Management Systems Facilities processes and procedures used to collect store and distribute
information between producers and consumers of information in physical or electronic format
Initiating Process Group Those processes performed to define a new project or a new phase of an existing project
by obtaining authorization to start the project or phase
Input Any item whether internal or external to the project that is required by a process before that process
proceeds May be an output from a predecessor process
Inspection Examining or measuring to verify whether an activity component product result or service conforms
to specified requirements
Inspections and Audits A process to observe performance of contracted work or a promised product against
agreedupon requirements
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544 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
词汇
确定利益相关者鉴定程组组织影响
决策活动影响项目结果分析记录相关信息
关利益参相互影响项目成功潜影响
实施日期计划活动进度里程碑施加固定日期通常形式
开始早晚完成日期
激励费套成进度相关财务奖励卖方技术性
增量生命周期项目生命周期项目范围测定项目早期
生命周期时间成估计常修改项目团队解产品
增加迭代开发产品通系列重复周期增量次增加
产品功
独立估计种利三分方获信息进行分析支持预测程
成进度物品
影响图情况显示果影响图形表示时间序事件
变量结果间关系
信息采集技术重复程组装组织数整频谱
源
信息理系统设施程收集存储分发程序
生产者物理电子格式信息消费者间信息
启动程组程进行定义新项目现项目新阶段
通获启动项目阶段授权
输入项目部项目需程程外
收益前程输出
检查检查测量验证否活动组件产品结果服务符合
规定求
检查审核程观察性承包工作承诺产品
约定求
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Glossary
Interpersonal Skills Ability to establish and maintain relationships with other people
Interrelationship Digraphs A quality management planning tool the interrelationship digraphs provide a
process for creative problemsolving in moderately complex scenarios that possess intertwined logical
relationships
Interviews A formal or informal approach to elicit information from stakeholders by talking to them directly
Invitation for Bid (IFB) Generally this term is equivalent to request for proposal However in some application
areas it may have a narrower or more specific meaning
Issue A point or matter in question or in dispute or a point or matter that is not settled and is under discussion or
over which there are opposing views or disagreements
Issue Log A project document used to document and monitor elements under discussion or in dispute between
project stakeholders
Iterative Life Cycle A project life cycle where the project scope is generally determined early in the project life
cycle but time and cost estimates are routinely modified as the project team’s understanding of the product
increases Iterations develop the product through a series of repeated cycles while increments successively add to
the functionality of the product
Lag The amount of time whereby a successor activity is required to be delayed with respect to a predecessor
activity
Late Finish Date (LF) In the critical path method the latest possible point in time when the uncompleted portions
of a schedule activity can finish based on the schedule network logic the project completion date and any schedule
constraints
Late Start Date (LS) In the critical path method the latest possible point in time when the uncompleted portions
of a schedule activity can start based on the schedule network logic the project completion date and any schedule
constraints
Lead The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
Lessons Learned The knowledge gained during a project which shows how project events were addressed or
should be addressed in the future with the purpose of improving future performance
Lessons Learned Knowledge Base A store of historical information and lessons learned about both the outcomes
of previous project selection decisions and previous project performance
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词汇
际交力建立维护关系力
关系图质量理计划工具提供相互关系图
解决创造性问题中等复杂场景具相互交织逻辑程
关系
访谈获取信息利益相关者通直接交谈正式非正式方法
邀请招标（招标）般说词相请求建议然应
区窄更具体意义
问题问题争点物质点问题没解决讨
中相反观点意见合
问题日志项目文件中文件讨争议监控单元
项目利益相关者
迭代生命周期项目生命周期项目范围测定项目早期生活
周期时间成估计常修改项目团队解产品
增加迭代开发产品通系列重复周期增量次增加
产品功
滞量时间续活动需延迟相前
活动
晚完成日期（LF）关键路径方法时间未完部分成点
计划活动完成基进度网络逻辑项目完成日期进度
约束
晚开始日期（LS）关键路径方法时间未完部分成点
计划活动根进度网络逻辑起点项目完成日期进度
约束
铅时间续活动先进相前活动
验教训获知识项目说明项目事件进行处理
应未提高未绩效目
教训知识库存储历史信息验教训结果
前项目选择决策前项目绩效
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Glossary
Level of Effort (LOE) An activity that does not produce definitive end products and is measured by the passage
of time [Note Level of effort is one of three earned valued management (EVM) types of activities used to measure
work performance]
Leveling See resource leveling
Life Cycle See project life cycle
Log A document used to record and describe or denote selected items identified during execution of a process or
activity Usually used with a modifier such as issue quality control action or defect
Logical Relationship A dependency between two activities or between an activity and a milestone
Majority Support from more than 50 percent of the members of the group
MakeorBuy Analysis The process of gathering and organizing data about product requirements and analyzing
them against available alternatives including the purchase or internal manufacture of the product
MakeorBuy Decisions Decisions made regarding the external purchase or internal manufacture of a product
Manage Communications The process of creating collecting distributing storing retrieving and the ultimate
disposition of project information in accordance with the communications management plan
Manage Project Team The process of tracking team member performance providing feedback resolving issues
and managing team changes to optimize project performance
Manage Stakeholder Engagement The process of communicating and working with stakeholders to meet their
needsexpectations address issues as they occur and foster appropriate stakeholder engagement in project
activities throughout the project life cycle
Management Reserve An amount of the project budget withheld for management control purposes These
are budgets reserved for unforeseen work that is within scope of the project The management reserve is not
included in the performance measurement baseline (PMB)
Management Skills The ability to plan organize direct and control individuals or groups of people to achieve
specific goals
Mandatory Dependency A relationship that is contractually required or inherent in the nature of the work
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词汇
努力水（LOE）会产生明确高端产品通道活性测定
时间注：努力水三挣值理（EVM）测量活动类型
工作绩效]
水准测量资源衡
生命周期见项目生命周期
日志文件记录描述说明选择项目执行程中确定
活动改性剂常问题质量控制行动缺陷
逻辑关系两活动间赖间活动里程碑
数组成员百分50支持
制造购买分析收集组织产品求数程分析
代品包括购买产品部制造
制造购买决定关外部购买产品部制造决定
理通信创作程中收集分发存储检索终
沟通理计划项目信息处理
理项目团队踪程中团队成员表现提供反馈解决问题
理团队变化优化项目绩效
理利益相关者参沟通程中利益相关者满足
需求期解决问题出现项目促进适利益相关者参
整项目生命周期活动
理储备该项目预算理控制目保留量
预算保留未预见工作项目范围理储备
包括绩效测量基准（PMB）
理技力计划组织指导控制体群体实现
具体目标
强制性赖关系合求固性质工作
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Glossary
Market Research The process of gathering information at conferences online reviews and a variety of sources
to identify market capabilities
Master Schedule A summarylevel project schedule that identifies the major deliverables and work breakdown
structure components and key schedule milestones See also milestone schedule
Material The aggregate of things used by an organization in any undertaking such as equipment apparatus tools
machinery gear material and supplies
Matrix Diagrams A quality management and control tool used to perform data analysis within the organizational
structure created in the matrix The matrix diagram seeks to show the strength of relationships between factors
causes and objectives that exist between the rows and columns that form the matrix
Matrix Organization Any organizational structure in which the project manager shares responsibility with the
functional managers for assigning priorities and for directing the work of persons assigned to the project
Methodology A system of practices techniques procedures and rules used by those who work in a discipline
Milestone A significant point or event in a project program or portfolio
Milestone List A list identifying all project milestones and normally indicates whether the milestone is mandatory
or optional
Milestone Schedule A summarylevel schedule that identifies the major schedule milestones See also master
schedule
Monitor Collect project performance data with respect to a plan produce performance measures and report and
disseminate performance information
Monitor and Control Project Work The process of tracking reviewing and reporting the progress to meet the
performance objectives defined in the project management plan
Monitoring and Controlling Process Group Those processes required to track review and regulate the progress
and performance of the project identify any areas in which changes to the plan are required and initiate the
corresponding changes
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词汇
市场研究会议信息收集程线评种样源
识市场力
计划概项目进度表列出交付成果项目工作分解
结构组成关键里程碑参见里程碑进度表
材料通事业组织事物集合设备器具工具
机械齿轮材料供应
矩阵图质量理控制组织执行数分析工具
矩阵结构矩阵图表现素间关系强度
原存行列矩阵形式间目标
矩阵组织项目理承担责组织结构
分配优先事项指导分配项目员工作职理
方法种做法技术程序规专业工作惯
里程碑项目中显着点事件程序组合
里程碑清单列表识项目里程碑通常指示否强制性里程碑
选
里程碑进度表概时间表确定里程碑见师
附表
监视器计划收集项目性数生产性措施报告
传播绩效信息
监控项目工作踪程中审查报告进度满足
项目理计划中定义性目标
监控程组程需轨道审查规范发展
该方案性确定领域计划需改变启动
相应变化
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Glossary
Monte Carlo Simulation A process which generates hundreds or thousands of probable performance outcomes
based on probability distributions for cost and schedule on individual tasks The outcomes are then used to generate
a probability distribution for the project as a whole
Most Likely Duration An estimate of the most probable activity duration that takes into account all of the known
variables that could affect performance
MultiCriteria Decision Analysis This technique utilizes a decision matrix to provide a systematic analytical
approach for establishing criteria such as risk levels uncertainty and valuation to evaluate and rank many ideas
NearCritical Activity A schedule activity that has low total float The concept of nearcritical is equally applicable
to a schedule activity or schedule network path The limit below which total float is considered near critical is
subject to expert judgment and varies from project to project
Negotiated Settlements The process of reaching final equitable settlement of all outstanding issues claims and
disputes through negotiation
Negotiation The process and activities to resolving disputes through consultations between involved parties
Network See project schedule network diagram
Network Analysis See schedule network analysis
Network Logic The collection of schedule activity dependencies that makes up a project schedule network
diagram
Network Path Any continuous series of schedule activities connected with logical relationships in a project
schedule network diagram
Networking Establishing connections and relationships with other people from the same or other organizations
Node One of the defining points of a schedule network a junction point joined to some or all of the other dependency
lines
Nominal Group Technique A technique that enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization
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词汇
Monte Carlo模拟产生成百千程绩效结果
基单务成进度概率分布结果然生成
项目作整体概率分布
持续时间估计活动时间考虑已知
变量会影响性
标准决策分析该技术利决策矩阵提供系统分析
建立标准方法风险水确定性评估评估排名许想法
界活动计划活动具较低总时差界概念样适
进度活动进度网络路径极限总时差附关键
根专家判断项目
协商解决达悬未决问题终公解决工艺求
争端通谈判
谈判通事间协商解决纠纷程活动
网络见项目进度网络图
网络分析进度网络分析
网络逻辑计划活动赖项目进度网络收集
图
网络路径连续系列计划活动项目中连接逻辑关系
进度网络图
网络建立连接组织中关系
节点进度网络定义点连接点某赖
线
名义群体技术种技术提高脑力激荡投票程序排序
进步进行头脑风暴优先级想法
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Glossary
Nonconformance Work In the cost of quality framework nonconformance work is done to deal with the
consequences of errors and failures in doing activities correctly on the first attempt In efficient quality management
systems the amount of nonconformance work will approach zero
Objective Something toward which work is to be directed a strategic position to be attained a purpose to be
achieved a result to be obtained a product to be produced or a service to be performed
Observations A technique that provides a direct way of viewing individuals in their environment performing their
jobs or tasks and carrying out processes
Opportunity A risk that would have a positive effect on one or more project objectives
Optimistic Duration An estimate of the shortest activity duration that takes into account all of the known
variables that could affect performance
Organizational Breakdown Structure (OBS) A hierarchical representation of the project organization that
illustrates the relationship between project activities and the organizational units that will perform those activities
Organizational Process Assets Plans processes policies procedures and knowledge bases that are specific to
and used by the performing organization
Organizational Project Management Maturity The level of an organization’s ability to deliver the desired strategic
outcomes in a predictable controllable and reliable manner
Output A product result or service generated by a process May be an input to a successor process
Parametric Estimating An estimating technique in which an algorithm is used to calculate cost or duration
based on historical data and project parameters
Pareto Diagram A histogram ordered by frequency of occurrence that shows how many results were
generated by each identified cause
Path Convergence A relationship in which a schedule activity has more than one predecessor
Path Divergence A relationship in which a schedule activity has more than one successor
Payment Systems The system used to provide and track supplier’s invoices and payments for services and
products
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词汇
合格工作质量体系成合格品工作处理
活动第次尝试做正确错误失败果效质量理
系统符合求工作数量接零
目工作什达战略位目
实现结果获产品生产服务执行
观察种技术提供直接观方式环境中执行
工作务实施程
机会风险项目目标积极作
乐观时间估计短作业时间考虑已知
变量会影响性
组织分解结构（OBS）层次结构表示项目组织
阐述项目活动组织单位执行活动间关系
组织程资产计划程序政策程序知识基础具体
通执行机构
组织项目理成熟度组织提供需战略力水
结果预见控方式
输出产品结果服务程中产生继程输入
参数估计估计技术种算法计算成持续时间
基历史数工程参数
帕累托图直方图通频率发生序显示出少结果
确定原产生
路径收敛关系中计划活动前身
路径发散关系中计划活动继承
支付系统提供踪供应商发票支付服务系统
产品
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Glossary
Percent Complete An estimate expressed as a percent of the amount of work that has been completed on an
activity or a work breakdown structure component
Perform Integrated Change Control The process of reviewing all change requests approving changes
and managing changes to deliverables organizational process assets project documents and the project
management plan and communicating their disposition
Perform Qualitative Risk Analysis The process of prioritizing risks for further analysis or action by assessing and
combining their probability of occurrence and impact
Perform Quality Assurance The process of auditing the quality requirements and the results from quality control
measurements to ensure that appropriate quality standards and operational definitions are used
Perform Quantitative Risk Analysis The process of numerically analyzing the effect of identified risks on overall
project objectives
Performance Measurement Baseline An approved integrated scopeschedulecost plan for the project work
against which project execution is compared to measure and manage performance The PMB includes contingency
reserve but excludes management reserve
Performance Reporting See work performance reports
Performance Reports See work performance reports
Performance Reviews A technique that is used to measure compare and analyze actual performance of
work in progress on the project against the baseline
Performing Organization An enterprise whose personnel are most directly involved in doing the work of the
project or program
Pessimistic Duration Estimate of the longest activity duration that takes into account all of the known variables
that could affect performance
Phase See project phase
Phase Gate A review at the end of a phase in which a decision is made to continue to the next phase to
continue with modification or to end a project or program
Plan Communications Management The process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements and available organizational assets
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词汇
完成百分估计表示已完成工作量百分
活动工作分解结构组件
执行整体变更控制审查变更请求程中变化
变更理成果组织程资产项目文件项目
理计划交流性格
定性风险分析优先考虑风险评估进步分析行动程
结合发生概率影响
执行质量保证审计质量求工艺质量控制研究
确保适质量标准操作定义测量
实施定量风险分析数值分析已识风险整体影响程
项目目标
绩效测量基线批准集成范围时间成计划工作
项目执行进行较衡量理绩效永磁轴承包括应急
保护区包括理储备
绩效报告工作绩效报告
绩效报告工作绩效报告
性综述测量较技术分析实际绩效
基线项目工作进展
执行组织企业直接参工作
项目计划
悲观时间估算活动持续时间长考虑已知变量
会影响性
相见项目阶段
相位门阶段中决定继续阶段结束时检讨
继续修改结束项目计划
沟通理计划发展适方法计划项目程
基利益相关者信息需求求效组织资产通信
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Glossary
Plan Cost Management The process that establishes the policies procedures and documentation for planning
managing expending and controlling project costs
Plan Human Resource Management The process of identifying and documenting project roles responsibilities
required skills reporting relationships and creating a staffing management plan
Plan Procurement Management The process of documenting project procurement decisions specifying the
approach and identifying potential sellers
Plan Quality Management The process of identifying quality requirements andor standards for the project and its
deliverables and documenting how the project will demonstrate compliance with quality requirements
Plan Risk Management The process of defining how to conduct risk management activities for a project
Plan Risk Responses The process of developing options and actions to enhance opportunities and to reduce
threats to project objectives
Plan Schedule Management The process of establishing the policies procedures and documentation for
planning developing managing executing and controlling the project schedule
Plan Scope Management The process of creating a scope management plan that documents how the project
scope will be defined validated and controlled
Plan Stakeholder Management The process of developing appropriate management strategies to effectively
engage stakeholders throughout the project life cycle based on the analysis of their needs interests and potential
impact on project success
Planned Value (PV) The authorized budget assigned to scheduled work
Planning Package A work breakdown structure component below the control account with known work
content but without detailed schedule activities See also control account
Planning Process Group Those processes required to establish the scope of the project refine the objectives and
define the course of action required to attain the objectives that the project was undertaken to achieve
Plurality Decisions made by the largest block in a group even if a majority is not achieved
Policy A structured pattern of actions adopted by an organization such that the organization’s policy can be
explained as a set of basic principles that govern the organization’s conduct
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词汇
计划成理建立政策程序文件规划
理扩展控制项目成
计划力资源理识记录项目作程责
需技报告关系创造员工理计划
计划采购理记录项目采购决策程中指定
方法识潜卖家
计划质量理确定项目质量求标准程
交付成果记录该项目证明质量否符合求
规划风险理定义程中实施项目风险理活动
规划风险应制定提高机会减少选择行动程
项目目标威胁
计划理建立政策程序文件
规划开发理执行控制项目进度
计划理范围程中创造范围理计划项目文件
范围定义验证控制
利益相关者理计划制定适理策略效程
利益相关者参整项目生命周期根需求分析潜利益
项目成功影响
计划值（PV）预算分配预定工作
规划方案工作分解结构组件方已知工作控制帐户
没详细计划活动容参见控制帐户
规划程组程需建立项目范围细化目标
定义需达项目实现目标行动程
通块组决定数没实现
政策结构化模式通样组织该组织政策采取行动
解释组基理原组织行
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Glossary
Portfolio Projects programs subportfolios and operations managed as a group to achieve strategic objectives
Portfolio Management The centralized management of one or more portfolios to achieve strategic objectives
Practice A specific type of professional or management activity that contributes to the execution of a process
and that may employ one or more techniques and tools
Precedence Diagramming Method (PDM) A technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed
Precedence Relationship The term used in the precedence diagramming method for a logical relationship In current
usage however precedence relationship logical relationship and dependency are widely used interchangeably
regardless of the diagramming method used See also logical relationship
Precision Within the quality management system precision is a measure of exactness
Predecessor Activity An activity that logically comes before a dependent activity in a schedule
Predictive Life Cycle A form of project life cycle in which the project scope and the time and cost required to
deliver that scope are determined as early in the life cycle as possible
Preferential Logic See discretionary dependency
Preferred Logic See discretionary dependency
Preventive Action An intentional activity that ensures the future performance of the project work is aligned
with the project management plan
Prioritization Matrices A quality management planning tool used to identify key issues and evaluate suitable
alternatives to define a set of implementation priorities
Probability and Impact Matrix A grid for mapping the probability of each risk occurrence and its impact on
project objectives if that risk occurs
Procedure An established method of accomplishing a consistent performance or result a procedure typically
can be described as the sequence of steps that will be used to execute a process
Process A systematic series of activities directed towards causing an end result such that one or more inputs
will be acted upon to create one or more outputs
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词汇
投资组合项目项目成份基运营理作集团战略目标实现
投资组合理组合集中理战略目标实现
实践专业理活动助进程执行特定类型
种种技术工具
序图示法（PDM）种调度模型构建技术
活动节点图形逻辑关系显示
序列中活动进行
优先关系前导图法逻辑关系词前
然优先关系逻辑关系赖互换广泛应
图解法参见逻辑关系
精度质量理体系中精度衡量准确性
前活动活动逻辑先时间赖性活性
预测生命周期种项目范围项目生命周期需时间成
提供范围确定生命周期早期
优惠逻辑赖
优先逻辑赖
预防措施确保项目工作未表现意活动致
项目理计划
优先矩阵质量理规划工具识关键问题评估合适
定义组执行优先选择
概率影响矩阵映射风险发生概率影响网格
项目目标果风险发生
程序实现致性结果方法程序通常
描述步骤执行进程序列
程造成结果输入活动系统系列
采取行动创建输出
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Glossary
Process Analysis A process analysis follows the steps outlined in the process improvement plan to identify
needed improvements
Process Decision Program Charts (PDPC) The PDPC is used to understand a goal in relation to the steps for
getting to the goal
Process Improvement Plan A subsidiary plan of the project management plan It details the steps for analyzing
processes to identify activities that enhance their value
Procurement Audits The review of contracts and contracting processes for completeness accuracy and
effectiveness
Procurement Documents The documents utilized in bid and proposal activities which include the buyer’s
Invitation for Bid Invitation for Negotiations Request for Information Request for Quotation Request for Proposal
and seller’s responses
Procurement Management Plan A component of the project or program management plan that describes
how a project team will acquire goods and services from outside the performing organization
Procurement Performance Reviews A structured review of the seller’s progress to deliver project scope and
quality within cost and on schedule as compared to the contract
Procurement Statement of Work Describes the procurement item in sufficient detail to allow prospective sellers
to determine if they are capable of providing the products services or results
Product An artifact that is produced is quantifiable and can be either an end item in itself or a component item
Additional words for products are material and goods Contrast with result See also deliverable
Product Analysis For projects that have a product as a deliverable it is a tool to define scope that generally means
asking questions about a product and forming answers to describe the use characteristics and other the relevant
aspects of what is going to be manufactured
Product Life Cycle The series of phases that represent the evolution of a product from concept through delivery
growth maturity and to retirement
Product Scope The features and functions that characterize a product service or result
Product Scope Description The documented narrative description of the product scope
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词汇
程分析程分析程改进计划识步骤
需改进
程决策程序图（PDPC）该法解关步骤目标
达目标
程改进计划项目理计划子计划详细步骤分析
程识活动提高价值
采购审计完整性合承包程审核准确性
效性
采购文件文件投标方案活动中包括买方
邀请招标谈判请求信息报价请求请求建议
卖方回应
采购理计划项目计划理计划描述组件
项目团队执行组织外部获取货物服务
采购绩效评估结构化审查卖方进步提供项目范围
质量成进度相合
采购工作表足够详细描述采购物品便供应商
确定否够提供产品服务结果
产品神器产生量化身组件项目项目结束
产品文字材料货物结果见交付
产品分析产品作交付项目工具定义范围般指
询问产品形成答案描述特点问题关
什制造方面
产品生命周期阶段代表产品演化序列概念交付
生长成熟退休
产品范围特征功特征产品服务结果
产品范围说明书文件化叙事描述产品范围
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Glossary
Program A group of related projects subprograms and program activities managed in a coordinated way to
obtain benefits not available from managing them individually
Program Evaluation and Review Technique (PERT ) A technique for estimating that applies a weighted
average of optimistic pessimistic and most likely estimates when there is uncertainty with the individual activity
estimates
Program Management The application of knowledge skills tools and techniques to a program to meet the
program requirements and to obtain benefits and control not available by managing projects individually
Progressive Elaboration The iterative process of increasing the level of detail in a project management plan as
greater amounts of information and more accurate estimates become available
Project A temporary endeavor undertaken to create a unique product service or result
ProjectBased Organizations (PBOs) A variety of organizational forms that involve the creation of temporary
systems for the performance of projects PBOs conduct the majority of their activities as projects andor provide
project over functional approaches
Project Calendar A calendar that identifies working days and shifts that are available for scheduled activities
Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence
of a project and provides the project manager with the authority to apply organizational resources to project
activities
Project Communications Management Project Communications Management includes the processes that
are required to ensure timely and appropriate planning collection creation distribution storage retrieval
management control monitoring and the ultimate disposition of project information
Project Cost Management Project Cost Management includes the processes involved in planning estimating
budgeting financing funding managing and controlling costs so that the project can be completed within the
approved budget
Project Funding Requirements Forecast project costs to be paid that are derived from the cost baseline for total
or periodic requirements including projected expenditures plus anticipated liabilities
Project Governance The alignment of project objectives with the strategy of the larger organization by the
project sponsor and project team A project’s governance is defined by and is required to fit within the larger
context of the program or organization sponsoring it but is separate from organizational governance
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词汇
程序组相关项目程序协调方式理项目活动
法取效益单独理
计划评审技术（PERT）种技术应加权估计
乐观悲观均估计时活动确定性
估计
程序理知识技工具技术应程序满足
程序求取效益控制理项目单独
逐步细化增加详细程度项目理计划迭代程
更信息更准确估计
项目段时间努力创造独特产品服务结果
基项目组织（PBO）组织形式包括时创作
项目绩效系统PBO项目提供部分活动
项目功方法
项目日历日历标识工作日转移计划活动
项目章程项目发起发起正式批准发布文件存
项目提供权申请组织资源项目项目理
活动
项目沟通理项目沟通理包括程
必须确保时适规划收集创建存储检索分布
理控制监测项目信息终处置
工程项目成理项目成理包括参规划程估计
预算融资资金理控制成项目完成
批准预算
项目资金需求预测项目支付费成基线总
周期性求包括预计支出加预计负债
项目治理项目目标更组织战略致性
项目发起项目团队项目治理定义必须符合
该程序组织赞助容组织治理分开
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Glossary
Project Human Resource Management Project Human Resource Management includes the processes that
organize manage and lead the project team
Project Initiation Launching a process that can result in the authorization of a new project
Project Integration Management Project Integration Management includes the processes and activities needed
to identify define combine unify and coordinate the various processes and project management activities within
the Project Management Process Groups
Project Life Cycle The series of phases that a project passes through from its initiation to its closure
Project Management The application of knowledge skills tools and techniques to project activities to meet the
project requirements
Project Management Body of Knowledge An inclusive term that describes the sum of knowledge within
the profession of project management As with other professions such as law medicine and accounting the
body of knowledge rests with the practitioners and academics that apply and advance it The complete project
management body of knowledge includes proven traditional practices that are widely applied and innovative
practices that are emerging in the profession The body of knowledge includes both published and unpublished
materials This body of knowledge is constantly evolving PMI’s PMBOK Guide identifies a subset of the project
management body of knowledge that is generally recognized as good practice
Project Management Information System An information system consisting of the tools and techniques used to
gather integrate and disseminate the outputs of project management processes It is used to support all aspects
of the project from initiating through closing and can include both manual and automated systems
Project Management Knowledge Area An identified area of project management defined by its knowledge
requirements and described in terms of its component processes practices inputs outputs tools and techniques
Project Management Office (PMO) An organizational structure that standardizes the projectrelated governance
processes and facilitates the sharing of resources methodologies tools and techniques
Project Management Plan The document that describes how the project will be executed monitored and
controlled
Project Management Process Group A logical grouping of project management inputs tools and techniques
and outputs The Project Management Process Groups include initiating processes planning processes executing
processes monitoring and controlling processes and closing processes Project Management Process Groups are
not project phases
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词汇
项目力资源理项目力资源理包括程
组织理带领项目团队
项目启动启动程会导致新项目授权
工程项目集成理工程项目集成理程活动需
识定义结合统协调程项目理活动
项目理程组
项目生命周期相串联通项目开始结束
项目理知识技工具技术应项目活动满足
项目求
项目理知识体系包容性术语描述知识总
项目理专业行业医药法律会计
知识体系取决业员学者应发展完整项目
知识理体包括证明传统做法广泛应创新
行业新兴实践身体知识包括发表未发表
材料该机构知识断变化PMI PMBOK？指南确定项目子集
知识公认良实践理体
项目理信息系统工具技术信息系统
搜集整合传播项目理程输出支持方面
启动收尾项目包括手动动系统
项目理知识领域项目理知识定义确定区域
求组成程中术语描述做法输入输出工具技术
项目理办公室（PMO）种组织结构规范项目相关治理
程便利资源方法工具技术享
项目理计划该文件描述项目执行监控
控制
项目理程组项目理输入逻辑分组工具技术
输出项目理程组包括启动程规划程执行
流程监控程关闭程项目理程组
没项目阶段
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Glossary
Project Management Staff The members of the project team who perform project management activities such as
schedule communications risk management etc
Project Management System The aggregation of the processes tools techniques methodologies resources and
procedures to manage a project
Project Management Team The members of the project team who are directly involved in project management
activities On some smaller projects the project management team may include virtually all of the project team
members
Project Manager (PM) The person assigned by the performing organization to lead the team that is responsible
for achieving the project objectives
Project Organization Chart A document that graphically depicts the project team members and their
interrelationships for a specific project
Project Phase A collection of logically related project activities that culminates in the completion of one or
more deliverables
Project Procurement Management Project Procurement Management includes the processes necessary to
purchase or acquire products services or results needed from outside the project team
Project Quality Management Project Quality Management includes the processes and activities of the performing
organization that determine quality policies objectives and responsibilities so that the project will satisfy the needs
for which it was undertaken
Project Risk Management Project Risk Management includes the processes of conducting risk management
planning identification analysis response planning and controlling risk on a project
Project Schedule An output of a schedule model that presents linked activities with planned dates durations
milestones and resources
Project Schedule Network Diagram A graphical representation of the logical relationships among the project
schedule activities
Project Scope The work performed to deliver a product service or result with the specified features and functions
Project Scope Management Project Scope Management includes the processes required to ensure that the
project includes all the work required and only the work required to complete the project successfully
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词汇
项目理员项目团队执行项目理等活动成员
调度通信风险理等等
项目理系统程中聚合工具技术方法资源
程序理项目
项目理团队项目团队成员直接参项目理
活动较项目项目理团队包括项目团队
成员
项目理（PM）执行组织指派带领团队负责
实现项目目标
项目组织图文件图形方式描述项目团队成员
特定项目间相互关系
项目阶段集合逻辑相关项目活动终完成
更交付成果
项目采购理项目采购理包括必处理
购买产品服务成果需外部项目团队
项目质量理项目质量理包括流程表演活动
组织确定质量方针目标责项目满足需求
目
项目风险理项目风险理包括风险理程进行
规划识分析应计划项目风险控制
项目进度调度模型提出相互关联活动计划日期输出持续时间
里程碑资源
项目进度网络图项目逻辑关系图形表示
计划活动
项目范围执行工作提供产品服务结果指定特征功
项目范围理项目范围理包括需程确保
项目包括必需工作工作需成功完成项目
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Glossary
Project Scope Statement The description of the project scope major deliverables assumptions and constraints
Project Stakeholder Management Project Stakeholder Management includes the processes required to identify
all people or organizations impacted by the project analyzing stakeholder expectations and impact on the project
and developing appropriate management strategies for effectively engaging stakeholders in project decisions and
execution
Project Statement of Work See statement of work
Project Team A set of individuals who support the project manager in performing the work of the project to
achieve its objectives
Project Team Directory A documented list of project team members their project roles and communication
information
Project Time Management Project Time Management includes the processes required to manage the timely
completion of the project
Projectized Organization Any organizational structure in which the project manager has full authority to assign
priorities apply resources and direct the work of persons assigned to the project
Proposal Evaluation Techniques The process of reviewing proposals provided by suppliers to support contract
award decisions
Prototypes A method of obtaining early feedback on requirements by providing a working model of the expected
product before actually building it
Quality The degree to which a set of inherent characteristics fulfills requirements
Quality Audits A quality audit is a structured independent process to determine if project activities comply
with organizational and project policies processes and procedures
Quality Checklists A structured tool used to verify that a set of required steps has been performed
Quality Control Measurements The documented results of control quality activities
Quality Function Deployment (QFD) A facilitated workshop technique that helps to determine critical
characteristics for new product development
Quality Management and Control Tools They are a type of quality planning tools used to link and sequence the
activities identified
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词汇
项目范围说明书项目范围交付成果假设描述约束
项目利益相关者理项目利益相关者理包括识程
组织受影响项目分析利益相关者期项目影响
开发效参项目决定适理策略
执行
工作项目表工作声明
项目团队组支持项目理完成项目工作
实现目标
项目目录记录列表项目团队成员项目角色通信
信息
项目时间理项目时间理包括理时程
该项目完成
项目式组织组织结构中项目理充分权力分配
重点运资源直接分配项目工作员
方案评价技术审核供应商提供支持合建议程
奖决定
原型种通提供预期工作模型获早期反馈方法求
产品实际建设
质量种程度组固特性满足求
质量审核质量审计结构化独立程确定否符合项目活动
组织项目政策程序程序
质量检查表结构化工具验证组需步骤已完成
质量控制措施记录结果质量控制活动
质量功展开（QFD）促进车间技术助确定关键
新产品开发特点
质量理质量控制工具种质量规划工具连接序列
活动识
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Glossary
Quality Management Plan A component of the project or program management plan that describes how an
organization’s quality policies will be implemented
Quality Management System The organizational framework whose structure provides the policies processes
procedures and resources required to implement the quality management plan The typical project quality
management plan should be compatible to the organization’s quality management system
Quality Metrics A description of a project or product attribute and how to measure it
Quality Policy A policy specific to the Project Quality Management Knowledge Area it establishes the basic
principles that should govern the organization’s actions as it implements its system for quality management
Quality Requirement A condition or capability that will be used to assess conformance by validating the
acceptability of an attribute for the quality of a result
Quantitative Risk Analysis and Modeling Techniques Commonly used techniques for both eventoriented and
projectoriented analysis approaches
Questionnaires and Surveys Written sets of questions designed to quickly accumulate information from a large
number of respondents
RACI A common type of responsibility assignment matrix that uses responsible accountable consult and inform
statuses to define the involvement of stakeholders in project activities
Records Management System A specific set of processes related control functions and tools that are
consolidated and combined to record and retain information about the project
Regression Analysis An analytic technique where a series of input variables are examined in relation to their
corresponding output results in order to develop a mathematical or statistical relationship
Regulation Requirements imposed by a governmental body These requirements can establish product process or
service characteristics including applicable administrative provisions that have governmentmandated compliance
Reporting Systems Facilities processes and procedures used to generate or consolidate reports from one or
more information management systems and facilitate report distribution to the project stakeholders
Request for Information (RFI) A type of procurement document whereby the buyer requests a potential seller
to provide various pieces of information related to a product or service or seller capability
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词汇
质量理计划组件项目项目理计划描述
组织质量政策实施
质量理体系组织架构结构提供政策流程
程序求实施质量理计划资源典型工程质量
理计划应符合组织质量理体系
质量指标描述项目产品属性测量
质量方针项目质量理知识领域具体政策奠定基础
治理组织行动实现质量理体系原
质量求条件力评估符合性验证
结果质量属性接受性
定量风险分析建模技术常技术面事件
项目导分析方法
问卷调查旨迅速信息积累问题写集
数受访者
RACI种常见责分配矩阵利负责负责咨询通知
状态定义项目活动利益相关者参
档案理系统组特定程相关控制功工具
合组合记录保存项目信息
回分析分析技术系列输入变量关系研究
相应输出结果制定数学统计关系
调节政府机构提出求求建立产品程
服务特性包括适理规定政府规定合规性
报告系统设施程产生巩固报告程序
更信息理系统方便项目干系报告分布
请求信息（RFI）采购文件种买方求潜卖方
提供种样产品服务卖方力相关信息
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Glossary
Request for Proposal (RFP) A type of procurement document used to request proposals from prospective
sellers of products or services In some application areas it may have a narrower or more specific meaning
Request for Quotation (RFQ) A type of procurement document used to request price quotations from
prospective sellers of common or standard products or services Sometimes used in place of request for
proposal and in some application areas it may have a narrower or more specific meaning
Requested Change A formally documented change request that is submitted for approval to the integrated
change control process
Requirement A condition or capability that is required to be present in a product service or result to satisfy a
contract or other formally imposed specification
Requirements Documentation A description of how individual requirements meet the business need for the
project
Requirements Management Plan A component of the project or program management plan that describes how
requirements will be analyzed documented and managed
Requirements Traceability Matrix A grid that links product requirements from their origin to the deliverables
that satisfy them
Reserve A provision in the project management plan to mitigate cost andor schedule risk Often used with a
modifier (eg management reserve contingency reserve) to provide further detail on what types of risk are meant
to be mitigated
Reserve Analysis An analytical technique to determine the essential features and relationships of components in
the project management plan to establish a reserve for the schedule duration budget estimated cost or funds for
a project
Residual Risk A risk that remains after risk responses have been implemented
Resource Skilled human resources (specific disciplines either individually or in crews or teams) equipment
services supplies commodities material budgets or funds
Resource Breakdown Structure A hierarchical representation of resources by category and type
Resource Calendar A calendar that identifies the working days and shifts on which each specific resource is
available
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词汇
请求建议书（RFP）采购文件种请求建议前瞻性
销售产品服务某应领域窄更具体意义
报价请求（RFQ）采购文件种请求报价
普通标准产品服务潜卖家时求方
建议某应领域窄更具体意义
请求变更正式书面变更请求批准提交集成
变更控制流程
求条件力必须产品服务结果满足
合正式强制性规范
需求文档满足需求业务需求描述
项目
需求理计划组件项目项目理计划描述
求进行分析记录理
需求踪矩阵网格产品求起源交付
满足
保护区规定项目理计划降低成进度风险常
改性剂（例理储备应急储备）提供什类型风险进步细节意味着
减轻
储备分析确定组件基特征相互关系分析技术
项目理计划建立备计划时间预算估计成资金
项目
剩余风险风险风险反应已实施然
资源熟练力资源（具体学科团队）设备
服务供应商品材料预算资金
资源分解结构类类型资源分层表示
资源日历日历标识工作天班特定资源
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Glossary
Resource Histogram A bar chart showing the amount of time that a resource is scheduled to work over a series of
time periods Resource availability may be depicted as a line for comparison purposes Contrasting bars may show
actual amounts of resources used as the project progresses
Resource Leveling A technique in which start and finish dates are adjusted based on resource constraints with
the goal of balancing demand for resources with the available supply
Resource Optimization Techniques A technique that is used to adjust the start and finish dates of activities that
adjust planned resource use to be equal to or less than resource availability
Resource Smoothing A technique which adjusts the activities of a schedule model such that the requirement for
resources on the project do not exceed certain predefined resource limits
Responsibility An assignment that can be delegated within a project management plan such that the assigned
resource incurs a duty to perform the requirements of the assignment
Responsibility Assignment Matrix (RAM) A grid that shows the project resources assigned to each work
package
Result An output from performing project management processes and activities Results include outcomes
(eg integrated systems revised process restructured organization tests trained personnel etc) and documents
(eg policies plans studies procedures specifications reports etc) Contrast with product See also deliverable
Rework Action taken to bring a defective or nonconforming component into compliance with requirements or
specifications
Risk An uncertain event or condition that if it occurs has a positive or negative effect on one or more project
objectives
Risk Acceptance A risk response strategy whereby the project team decides to acknowledge the risk and not
take any action unless the risk occurs
Risk Appetite The degree of uncertainty an entity is willing to take on in anticipation of a reward
Risk Audits Examination and documentation of the effectiveness of risk responses in dealing with identified risks
and their root causes as well as the effectiveness of the risk management process
Risk Avoidance A risk response strategy whereby the project team acts to eliminate the threat or protect the
project from its impact
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Glossary
Risk Breakdown Structure (RBS) A hierarchical representation of risks according to their risk categories
Risk Categorization Organization by sources of risk (eg using the RBS) the area of the project affected (eg
using the WBS) or other useful category (eg project phase) to determine the areas of the project most exposed
to the effects of uncertainty
Risk Category A group of potential causes of risk
Risk Data Quality Assessment Technique to evaluate the degree to which the data about risks is useful for risk
management
Risk Management Plan A component of the project program or portfolio management plan that describes how
risk management activities will be structured and performed
Risk Mitigation A risk response strategy whereby the project team acts to reduce the probability of occurrence
or impact of a risk
Risk Reassessment Risk reassessment is the identification of new risks reassessment of current risks and the
closing of risks that are outdated
Risk Register A document in which the results of risk analysis and risk response planning are recorded
Risk Threshold Measure of the level of uncertainty or the level of impact at which a stakeholder may have a
specific interest Below that risk threshold the organization will accept the risk Above that risk threshold the
organization will not tolerate the risk
Risk Tolerance The degree amount or volume of risk that an organization or individual will withstand
Risk Transference A risk response strategy whereby the project team shifts the impact of a threat to a third
party together with ownership of the response
Risk Urgency Assessment Review and determination of the timing of actions that may need to occur sooner than
other risk items
Role A defined function to be performed by a project team member such as testing filing inspecting or coding
Rolling Wave Planning An iterative planning technique in which the work to be accomplished in the near term
is planned in detail while the work in the future is planned at a higher level
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词汇
资源直方图条形图显示出资源工作安排系列时间
时间周期资源性会描述较目线条显示
实际资源量着项目进展
资源衡种技术开始日期完成日期基资源约束调整
现供应资源衡需求目
资源优化技术调整开始结束日期技术活动
调整计划资源等资源性
资源衡种技术调整进度模型求活动
项目资源超某预定资源限制
责作业委托项目理计划分配
资源履行义务分配求
责分配矩阵（RAM）网格显示分配工作项目资源
包
结果执行项目理程活动输出结果：结果
（例集成系统修订程中重组组织测试培训员等）文件
（例政策规划研究程序规格报告等等）产品见交付
返工带缺陷合格成分符合求行动
规格
风险确定事件条件果发生项目正面负面影响
目标
接受风险风险应策略项目团队决定承认风险
采取行动非发生风险
风险偏确定性实体程度愿意期奖励
风险审计处理识风险风险应效性检查文件
成风险理程效性
风险规避风险应策略项目团队行消威胁保护
影响工程
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词汇
风险分解结构（RBS）根风险类风险分层表示
风险分类通风险源组织（例RBS）项目区影响（例
WBS）类（例项目阶段）确定工程领域暴露
确定性影响
风险类组风险潜原
风险数质量评估技术评估程度风险数风险
理
风险理计划项目组成部分程序组合理计划描述
风险理活动结构进行
缓解风险风险应策略项目团队行减少发生概率
风险影响
风险评估风险评估风险识风险评估电流
时风险关闭
风险登记册文件风险分析风险应规划结果记录
风险阈值测量确定性程度水影响利益相关者
具体利益风险阈值该组织接受风险高阈值风险
组织容许风险
风险容忍度度量体积风险组织承受
风险转移风险应策略项目团队转移三分威胁影响
聚会起响应权
紧急评估风险需发生早活动时间审查测定
危险物品
作定义函数项目团队成员进行测试档检查编码
滚动式规划迭代规划技术工作短期完成
详细规划时未工作计划更高水
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Glossary
Root Cause Analysis An analytical technique used to determine the basic underlying reason that causes a
variance or a defect or a risk A root cause may underlie more than one variance or defect or risk
Scatter Diagram A correlation chart that uses a regression line to explain or to predict how the change in an
independent variable will change a dependent variable
Schedule See project schedule and see also schedule model
Schedule Baseline The approved version of a schedule model that can be changed only through formal change
control procedures and is used as a basis for comparison to actual results
Schedule Compression Techniques used to shorten the schedule duration without reducing the project scope
Schedule Data The collection of information for describing and controlling the schedule
Schedule Forecasts Estimates or predictions of conditions and events in the project’s future based on information
and knowledge available at the time the schedule is calculated
Schedule Management Plan A component of the project management plan that establishes the criteria and the
activities for developing monitoring and controlling the schedule
Schedule Model A representation of the plan for executing the project’s activities including durations
dependencies and other planning information used to produce a project schedule along with other scheduling
artifacts
Schedule Network Analysis The technique of identifying early and late start dates as well as early and late finish
dates for the uncompleted portions of project schedule activities See also backward pass critical path method
critical chain method and resource leveling
Schedule Network Templates A set of activities and relationships that have been established that can be used
repeatedly for a particular application area or an aspect of the project where a prescribed sequence is desired
Schedule Performance Index (SPI) A measure of schedule efficiency expressed as the ratio of earned value to
planned value
Schedule Variance (SV) A measure of schedule performance expressed as the difference between the earned
value and the planned value
Scheduling Tool A tool that provides schedule component names definitions structural relationships and
formats that support the application of a scheduling method
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词汇
根原分析分析技术确定根原原
偏差缺陷危险原偏差缺陷危险
散点图相关图表回直线解释预测变化
独立变量变量
附表见项目进度参见调度模型
进度基线批准通正式变化改变日程模型版
控制程序作实际结果较基础
进度压缩缩短调度时间降低项目范围技术
计划数描述控制计划收集信息
进度预测估计条件基信息项目未事件预测
时间时间表计算知识
进度理计划项目理计划建立标准组件
活动发展监测控制计划
调度模型执行项目活动包括工期计划表示
赖规划信息调度生产进度
造物品
进度网络分析识早期晚期开始日期技术早期晚期完成
日期项目计划活动未完部分参见传球关键路径法
关键链法资源调配
进度计划网络模板系列活动关系建立
重复特定应领域项目规定序需方面
进度绩效指数（SPI）种调度效率措施表示挣值率
计划值
进度偏差（SV）衡量调度性间差异表达
值计划值
调度工具工具提供调度组件名称定义结构关系
格式支持调度方法应
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Glossary
Scope The sum of the products services and results to be provided as a project See also project scope and
product scope
Scope Baseline The approved version of a scope statement work breakdown structure (WBS) and its associated
WBS dictionary that can be changed only through formal change control procedures and is used as a basis for
comparison
Scope Change Any change to the project scope A scope change almost always requires an adjustment to the
project cost or schedule
Scope Creep The uncontrolled expansion to product or project scope without adjustments to time cost and
resources
Scope Management Plan A component of the project or program management plan that describes how the
scope will be defined developed monitored controlled and verified
Secondary Risk A risk that arises as a direct result of implementing a risk response
Selected Sellers The sellers which have been selected to provide a contracted set of services or products
Seller A provider or supplier of products services or results to an organization
Seller Proposals Formal responses from sellers to a request for proposal or other procurement document
specifying the price commercial terms of sale and technical specifications or capabilities the seller will do for the
requesting organization that if accepted would bind the seller to perform the resulting agreement
Sensitivity Analysis A quantitative risk analysis and modeling technique used to help determine which risks have
the most potential impact on the project It examines the extent to which the uncertainty of each project element
affects the objective being examined when all other uncertain elements are held at their baseline values The typical
display of results is in the form of a tornado diagram
Sequence Activities The process of identifying and documenting relationships among the project activities
Seven Basic Quality Tools A standard toolkit used by quality management professionals who are responsible for
planning monitoring and controlling the issues related to quality in an organization
Simulation A simulation uses a project model that translates the uncertainties specified at a detailed level into
their potential impact on objectives that are expressed at the level of the total project Project simulations use
computer models and estimates of risk usually expressed as a probability distribution of possible costs or durations
at a detailed work level and are typically performed using Monte Carlo analysis
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词汇
范围产品服务结果应作项目参见项目范围
产品范围
范围基线批准范围说明书版工作分解结构（WBS）相关
WBS字典通正式变更控制程序改变作基础
较
范围变更项目范围变更范围变更总需调整
项目进度成
范围蠕变受控制膨胀产品项目范围没调整时间成
资源
范围理计划组件项目项目理计划描述
范围定义开发监控控制验证
中等风险风险产生实施风险应直接结果
选定卖家已选择提供收缩套服务产品卖家
卖方产品服务供应商供应商结果组织
卖方建议正式回应卖方建议书采购文件求
指定价格出售商业条款技术规格力卖方行
请求组织果接受卖方履行达成协议
敏感性分析定量风险分析建模技术帮助确定风险
潜力项目影响探讨种程度项目确定素
影响目检查时确定素基线值举行典型
显示结果龙卷风图形式
序列活动识记录计划活动间逻辑关系程
七基质量工具谁负责质量理专业士标准工具
规划监测控制组织中质量相关问题
模拟模拟项目模型指定详细水确定性
目标项目总水表达潜影响项目模拟
计算机模型估计风险通常表示成持续时间概率分布
详细工作水通常采Monte Carlo分析
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Glossary
Soft Logic See discretionary dependency
Source Selection Criteria A set of attributes desired by the buyer which a seller is required to meet or exceed to
be selected for a contract
Specification A document that specifies in a complete precise verifiable manner the requirements design
behavior or other characteristics of a system component product result or service and the procedures for
determining whether these provisions have been satisfied Examples are requirement specification design
specification product specification and test specification
Specification Limits The area on either side of the centerline or mean of data plotted on a control chart that
meets the customer’s requirements for a product or service This area may be greater than or less than the area
defined by the control limits See also control limits
Sponsor A person or group who provides resources and support for the project program or portfolio and is
accountable for enabling success
Sponsoring Organization The entity responsible for providing the project’s sponsor and a conduit for project
funding or other project resources
Staffing Management Plan A component of the human resource plan that describes when and how project
team members will be acquired and how long they will be needed
Stakeholder An individual group or organization who may affect be affected by or perceive itself to be
affected by a decision activity or outcome of a project
Stakeholder Analysis A technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout the project
Stakeholder Management Plan The stakeholder management plan is a subsidiary plan of the project management
plan that defines the processes procedures tools and techniques to effectively engage stakeholders in project
decisions and execution based on the analysis of their needs interests and potential impact
Stakeholder Register A project document including the identification assessment and classification of project
stakeholders
Standard A document that provides for common and repeated use rules guidelines or characteristics for
activities or their results aimed at the achievement of the optimum degree of order in a given context
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词汇
软逻辑赖
源选择标准套卖方必须满足超买方需属性
选择合
规范文件指定完整准确核查方式求设计
行特性系统组件产品服务结果程序
确定规定否满意例子：需求规格说明设计
规格产品规格测试规范
规格界限该区中心线两侧说数绘制控制图
满足顾客求产品服务区域区
通控制限定义参见控制界限
赞助商团体提供资源项目支持项目投资组合
成功负责
办机构负责提供项目发起项目道实体
资金项目资源
员理计划力资源计划组成部分描述时项目
团队成员收购需久
利益相关者团体组织会影响受影响认
决策活动影响项目结果
利益相关者分析系统收集分析定量定性技术
信息决定谁利益应该考虑整项目
利益相关者理计划利益相关者理计划项目理子公司计划
计划定义流程程序工具技术效参相关项目
决策基需求执行分析兴趣潜影响
利益相关者登记项目文件包括识评估分类项目
利益相关者
标准文件提供重复规导特性
活动结果针特定语境中实现佳程度秩序
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Glossary
Start Date A point in time associated with a schedule activity’s start usually qualified by one of the following
actual planned estimated scheduled early late target baseline or current
StarttoFinish (SF) A logical relationship in which a successor activity cannot finish until a predecessor activity
has started
StarttoStart (SS) A logical relationship in which a successor activity cannot start until a predecessor activity has
started
Statement of Work (SOW) A narrative description of products services or results to be delivered by the project
Statistical Sampling Choosing part of a population of interest for inspection
Subnetwork A subdivision (fragment) of a project schedule network diagram usually representing a subproject
or a work package Often used to illustrate or study some potential or proposed schedule condition such as
changes in preferential schedule logic or project scope
Subproject A smaller portion of the overall project created when a project is subdivided into more manageable
components or pieces
Successor Activity A dependent activity that logically comes after another activity in a schedule
Summary Activity A group of related schedule activities aggregated and displayed as a single activity
SWOT Analysis Analysis of strengths weaknesses opportunities and threats of an organization project
or option
Tailor The act of carefully selecting process and related inputs and outputs contained within the PMBOK Guide
to determine a subset of specific processes that will be included within a project’s overall management approach
Team Members See project team members
Technique A defined systematic procedure employed by a human resource to perform an activity to produce a
product or result or deliver a service and that may employ one or more tools
Templates A partially complete document in a predefined format that provides a defined structure for collecting
organizing and presenting information and data
Threat A risk that would have a negative effect on one or more project objectives
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词汇
开始日期时间进度活动启动相关点通常列：
实际计划估计计划早晚目标基线电流
开始结束（SF）逻辑关系续活动完成直前活动
已开始
开始开始（SS）逻辑关系续活动启动直前活动
起点
工作说明书（SOW）产品服务叙述性描述结果项目交付
统计抽样选择检查口利益部分
子网细分（片段）项目进度网络图通常表示子项目
工作包常说明研究潜提出进度情况
改变优惠计划逻辑项目范围
子项目部分总体项目时创建项目细分成更易处理
组件块
续活动相关活动逻辑时间表活动
摘活性组相关活动计划汇总显示单活动
SWOT分析优势劣势机会威胁分析组织项目
选择
裁缝精心选择程相关输入输出包含PMBOK行？指南
确定子集具体流程包含项目整体理办法
团队成员见项目团队成员
技术定义系统程序采执行活动产生力资源
产品结果提供服务工具
模板预定义格式收集提供定义结构部分完整文档
组织提供信息数
威胁会项目目标负面影响
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Glossary
ThreePoint Estimate A technique used to estimate cost or duration by applying an average of optimistic
pessimistic and most likely estimates when there is uncertainty with the individual activity estimates
Threshold A cost time quality technical or resource value used as a parameter and which may be included in
product specifications Crossing the threshold should trigger some action such as generating an exception report
Time and Material Contract (T&M) A type of contract that is a hybrid contractual arrangement containing aspects
of both costreimbursable and fixedprice contracts Time and material contracts resemble costreimbursable type
arrangements in that they have no definitive end because the full value of the arrangement is not defined at the
time of the award Thus time and material contracts can grow in contract value as if they were costreimbursabletype
arrangements Conversely time and material arrangements can also resemble fixedprice arrangements For
example the unit rates are preset by the buyer and seller when both parties agree on the rates for the category of
senior engineers
TimeScaled Schedule Network Diagram Any project schedule network diagram drawn in such a way that the
positioning and length of the schedule activity represents its duration Essentially it is a bar chart that includes
schedule network logic
ToComplete Performance Index (TCPI) A measure of the cost performance that is required to be achieved with
the remaining resources in order to meet a specified management goal expressed as the ratio of the cost to finish
the outstanding work to the remaining budget
Tolerance The quantified description of acceptable variation for a quality requirement
Tornado Diagram A special type of bar chart used in sensitivity analysis for comparing the relative importance of
the variables
Tool Something tangible such as a template or software program used in performing an activity to produce a
product or result
Total Float The amount of time that a schedule activity can be delayed or extended from its early start date without
delaying the project finish date or violating a schedule constraint
Tree Diagram A systematic diagram of a decomposition hierarchy used to visualize as parenttochild
relationships a systematic set of rules
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词汇
三点估计种乐观均估算成持续时间技术
悲观估计时活动确定性估计
阈值成时间质量技术资源值作参数包括
产品规格越阈值触发行动发生异常报告
时间材料合（T M）种类型合种混合契约安排等方面容
两种成补偿固定价格合时间材料成补偿合相似类型
没终结束安排设置完整值未定义
该奖时间时间材料合合价值成长果成reimbursabletype
安排相反时间材料安排固定价格安排
例单价买方卖方预设双方意利率范畴
高级工程师
时标进度网络图项目进度网络图绘制样种方式
计划活动定位长度时间质讲条形图包括
进度网络逻辑
完成绩效指数（TCPI）衡量成性需实现
剩余资源满足特定理目标表示完成成率
剩余预算工作优秀
公差质量求接受变化定量描述
龙卷风图灵敏度分析较相重性条形图种特殊类型
变量
工具形东西模板软件程序执行活动生产
产品结果
总时差计划活动延迟扩展早期开始日期没时间
延迟项目完成日期时间约束违反
树图种视化作家长孩子分解层次系统图
系统规集关系
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Glossary
Trend Analysis An analytical technique that uses mathematical models to forecast future outcomes based on
historical results It is a method of determining the variance from a baseline of a budget cost schedule or scope
parameter by using prior progress reporting periods’ data and projecting how much that parameter’s variance from
baseline might be at some future point in the project if no changes are made in executing the project
Trigger Condition An event or situation that indicates that a risk is about to occur
Unanimity Agreement by everyone in the group on a single course of action
Validate Scope The process of formalizing acceptance of the completed project deliverables
Validated Deliverables Deliverables that are result of executing quality control process to determine correctness
Validation The assurance that a product service or system meets the needs of the customer and other identified
stakeholders It often involves acceptance and suitability with external customers Contrast with verification
Value Engineering An approach used to optimize project life cycle costs save time increase profits improve
quality expand market share solve problems andor use resources more effectively
Variance A quantifiable deviation departure or divergence away from a known baseline or expected value
Variance Analysis A technique for determining the cause and degree of difference between the baseline and
actual performance
Variance at Completion (VAC) A projection of the amount of budget deficit or surplus expressed as the
difference between the budget at completion and the estimate at completion
Variation An actual condition that is different from the expected condition that is contained in the baseline plan
Velocity A measure of a team’s productivity rate at which the deliverables are produced validated and
accepted within a predefined interval Velocity is a capacity planning approach frequently used to forecast
future project work
Verification The evaluation of whether or not a product service or system complies with a regulation requirement
specification or imposed condition It is often an internal process Contrast with validation
Voice of the Customer A planning technique used to provide products services and results that truly reflect
customer requirements by translating those customer requirements into the appropriate technical requirements for
each phase of project product development
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词汇
趋势分析种分析技术数学模型基础预测结果
历史结果方法确定方差基线预算成进度范围
利现进度报告期数预测少参数方差参数
基线项目中未果没更改执行项目
触发条件事件情况表明风险发生事情
致通单行动程中协议
验证范围正式验收已完成项目交付成果程
确认交付成果交付成果执行质量控制程确定正确结果
验证保证产品服务系统满足顾客需求确定
利益相关者通常包括外部客户认适性验证
价值工程种方法优化项目生命周期成节省时间增加利润提高
质量扩市场份额解决问题更效资源
方差量化偏离偏离发散已知基线预期值
方差分析确定基线间差异程度技术
实际性
完成时偏差（VAC）预算赤字盈余投影表示
区完工预算完成时估计
变化预期情况包含基准计划实际情况
速度衡量团队生产率交付生产验证
预定义时间间隔接受速度常预测产规划方法
未项目工作
验证评估否产品服务系统符合规定求
规范施加条件部程验证
顾客声音规划技术提供产品服务结果真实反映
通客户需求转化相应技术求客户求
项目产品开发阶段
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Glossary
WBS Dictionary A document that provides detailed deliverable activity and scheduling information about each
component in the work breakdown structure
Weighted Milestone Method An earned value method that divides a work package into measurable segments
each ending with an observable milestone and then assigns a weighted value to the achievement of each milestone
WhatIf Scenario Analysis The process of evaluating scenarios in order to predict their effect on project objectives
Work Authorization A permission and direction typically written to begin work on a specific schedule activity or
work package or control account It is a method for sanctioning project work to ensure that the work is done by the
identified organization at the right time and in the proper sequence
Work Authorization System A subsystem of the overall project management system It is a collection of formal
documented procedures that defines how project work will be authorized (committed) to ensure that the work is
done by the identified organization at the right time and in the proper sequence It includes the steps documents
tracking system and defined approval levels needed to issue work authorizations
Work Breakdown Structure (WBS) A hierarchical decomposition of the total scope of work to be carried out by
the project team to accomplish the project objectives and create the required deliverables
Work Breakdown Structure Component An entry in the work breakdown structure that can be at any level
Work Package The work defined at the lowest level of the work breakdown structure for which cost and duration
can be estimated and managed
Work Performance Data The raw observations and measurements identified during activities being performed to
carry out the project work
Work Performance Information The performance data collected from various controlling processes analyzed in
context and integrated based on relationships across areas
Work Performance Reports The physical or electronic representation of work performance information compiled
in project documents intended to generate decisions actions or awareness
Workaround A response to a threat that has occurred for which a prior response had not been planned or was
not effective
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词汇
WBS字典文件提供详细交付成果活动调度信息
工作分解结构组成部分
加权里程碑方法挣值法工作包衡量片段
结局观察里程碑然分配加权值里程碑成
果情况分析评估方案预测项目目标影响程
工作授权权限方通常写开始特定进度活动工作
工作包控制帐户批准项目工作确保工作方法
确定组织正确时间适序
工作授权系统项目整体理系统子系统种集形式
程序文件定义项目工作授权（提交）确保工作
确定组织完成正确时间适序包括步骤文件
踪系统定义需工作授权批准等级问题
工作分解结构（WBS）工作总范围进行层次分解
项目团队完成项目目标创造必交付成果
工作分解结构组成部分项目工作分解结构级
工作包工作定义低水工作分解结构成时间
估计理
工作性数原始观测数活动期间进行识测量
项目开展工作
工作绩效信息种控制程中收集性数分析
语境基关系跨区综合
工作绩效报告物理电子表示工作绩效信息编译
项目文件中生成决策行动意识
解决方法已发生威胁反应现响应没计划
效
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面索引算吧搞太累需索引朋友搞
INDEX
INDEX
A
AC See Actual cost
Acceptance criteria 123 526
Accepted deliverables See under Deliverables
Accuracy 228 526
level of 148 162 170 171 175
Acquire Project Team process 255 447 526
inputs 269
outputs 272
overview 267–269
tools and techniques 270–272
Acquisition 270 526
Acquisition activities 265
Action item tracking 27 83 91
Activity 526
Activity attributes 185 526
as input 155 162 167 175
as output 153
Activity code 526
Activity cost estimates 526
as input 163 210 322 361
as output 207
Activity duration 526
Activity duration estimate 170 527
See also Estimate Activity Durations process
as input 175 322
range of possible results 172
Activity identifier (ID) 153 527
Activity list 527
as input 155 162 167 175
as output 152
Activity network diagrams 246
See also Project schedule network diagram
Activity on Arrow (AOA) 246
ActivityonNode (AON) 156 246
See also Precedence Diagramming Method
Activity resource requirements 185 527
See also Estimate Activity Resources process
as input 167 175 259 361
as output 165
Activity sequencing See Sequence Activities process
Actual cost (AC) 218 219 527
Actual duration 527
Adaptive life cycles 46 527
Additional quality planning tools 240 527
Adjusting leads and lags 527
ADR See Alternative dispute resolution
Advertising 376 527
AE See Apportioned effort
Affinity diagram 115 245 528
Agile approach 1 114 187
Agreements 70 528
See also Collective bargaining agreements Service level
agreements
as input 211 382
as output 377–378
Alternative analysis 164 528
Alternative dispute resolution (ADR) 378 384 388
Alternatives generation 123 528
American National Standards Institute (ANSI) 418
Analogous estimating 169–170 204–205 528
Analytical techniques 91–92 103 147–148 198 315 376 528
stakeholder engagement level 402–403
ANSI See American National Standards Institute
AON See ActivityOnNode
Application area 528
Applying leads and lags 528
Apportioned effort (AE) 528
Approved change request 96 528
as input 82 251 382
as output 99
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Approved change request review 252 528
Arbitrary total float 158
Arbitration 388
Assumption(s) 124 168 348 529
Assumptions analysis 325 529
Assumptions log updates 333 348
Attribute sampling 250 529
Audits 135 See also Quality audits
configuration verification and 97
inspections and 383
procurement 388
project success or failure 101
quality 247 556
risk 351 354 559
Authority 264 529
B
BAC See Budget at completion
Backlog 529
Backward pass 176 177 529
Balanced matrix organization 2324
Bar chart 182 183 529
Baseline 76 88 140 529 See also Cost baseline Rebaselining
Schedule baseline Scope baseline
Baseline schedule 218 See also Schedule baseline
Basis of estimates 529
as input 210
as output 208
Benchmarking 116 239 529
Best practices
benchmarking and 116 239
discretionary dependencies and 158
meeting types and 84
quality audits and 247
systematic achievement of 7
Beta distribution 171 206
Bias risk attitudes and 311
Bid(s) 207 368 371 See also Proposals
Bidder See Seller(s)
Bidder conferences 375 529
Bottomup estimating 205
definition 530
description of 164
Boundaries
process 241
project 54 424
Brainstorming 115 171 207 240
definition 530
meetings and 84
risk identification and 324
Budget 365 530
Budget at completion (BAC) 89 218 219 530
Budgeting 316
Budget reserve analysis 211
Buffer(s) 178 189 See also Reserve
Buffer management 178
Business case 69 530
Business need 68
Business partners 33 36
Business requirements 112 117
Business value 15–16 530
Buyer
definition 530
terms for 357
Buyerseller relationship 357
Buy versus lease decision 201
C
CA See Control account
Calendar 185 See also Project calendar Resource calendars
Capability Maturity Model Integrated (CMMI) 229
Causal analysis 91
Causal influences 325–326
Causeandeffect diagram 236 325 530
CCB See Change control board
Central tendency 530
Certified Associate in Project Management (CAPM) 1
Change control 530 See also Perform Integrated Change
Control process
management reserves and 213
meetings 99
procedures 27
Change control board (CCB) 74 96 530
change management plan and 96
meetings and 99
Change control system 531 See also Contract change control
system
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Change control tools 99 531
Change log 100 407 531
Change management plansystem 138
Change request(s)
See also Approved change request Requested change
approved 528
approved change requests review 528
change control board and 96
constructive change 384
corrective actions and 353
definition 531
as input 97
as output 85 136 140 225 247 253 284–285 307–308
370 378 385 408 413
preventive actions and 191 353
types of 92–93
updates 348
Charter See Project charter
Checklist analysis 325 531
Checklist(s) 254 See also Quality checklists
Checksheets 237 531
Claim 531
Claims administration 384 531
Closed procurements 389 531
Close Procurements process 354 461 531
inputs 388
outputs 389
overview 386–387
tools and techniques 388–389
Close Project or Phase process 63 460–461 531
inputs 102
outputs 103–104
overview 100–101
tools and techniques 102–103
Closing Process Group 418
definition 531
overview 57–58 459–460
processes in 61
CMMI See Capability Maturity Model Integrated
Code of accounts 132 531
Code of Ethics and Professional Conduct 1
Collaboration
project manager and 48 91 128 307
virtual collaboration techniques 25
Collective bargaining agreements 203 268
Collect Requirements process 105 430 531
inputs 113
outputs 117–119
overview 110–112
tools and techniques 114–117
Colocated teams 25 277 532
See also Project team(s) Team
Commercial information published 204
Communication
See also Control Communications process
activity dimensions of 287
channels 81 176 292 293 294
constraints 532
correspondence 386
diverse stakeholders and 287
informal 274 282
methods 294–295 407 532
models 293–294 298 300 532
organizational 20
project 301 305
skills 288
styles 21
technology 38 292–293 300
Communication planning
See also Plan Communications process Project
Communications Management
Communication requirements analysis 291–292 532
Communications management plan 296–297 532
as input 299 406
Communication technologies 38 292–293 300 532
See also Email Web conferencing
Competency 264
Compliance 267 532
Composite organization 25 26
Concurrent project phases 42
Conduct Procurements process 354 449 532
inputs 373–375
outputs 377–379
overview 371–373
tools and techniques 375–377
Confidentiality 293
Configuration control 96
Configuration identification 96
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Configuration management plan 138
Configuration management system
change requests and 96
definition 532
Configuration status accounting 97
Configuration verification and audit 97
Conflict management 282–283 532
Conformance 235 532
Conformance work 533
Constraints 5 124 168 365 533
Context diagrams 117 533
Contingency 533
Contingency allowance See Reserve
Contingency plan 348
Contingency reserve 171 206 213 348 533
See also Reserve analysis
Contingent response strategies 346 533
Continuous distributions 337
Continuous improvement 229
Contract(s) 533
See also Time and Material Contract (T&M)
Union laborcontracts
amendments to 381
closure of 366 373 381
communications and 386
costreimbursable 363–364 535
documentation 389
early termination of 387
legal implications of 203 357 380 387
procurement contract 357
procurement negotiations and 375
requirements of 96 282 384
termination clause 378 380
terms and conditions 387
types of 362–363
Contract change control system 383 533
Contract management 355
Contractor See Seller(s)
Contractor conferences See Bidder conferences
Control 88 533
Control account (CA) 132 533
Control chart 238 533
Control Communications process 287 456–457 533
inputs 304–306
outputs 307–308
overview 303–304
tools and techniques 306–307
Control Costs process 193 455 534
inputs 216–217
outputs 225–226
overview 215–216
tools and techniques 217–225
Control limits 534 See also Specification limits
Control Procurements process 354 458 534
inputs 381–382
outputs 384–386
overview 379–381
tools and techniques 383–384
Control Quality process 227 456 534
inputs 250–251
outputs 252–254
overview 248–250
tools and techniques 252
Control Risks process 309 457 534
inputs 350–351
outputs 353–354
overview 349–350
tools and techniques 351–352
Control Schedule process 141 454–455 534
inputs 187–188
outputs 190–192
overview 184–187
tools and techniques 188–190
Control Scope process 105 454 534
inputs 137–138
outputs 139–140
overview 136–137
tools and techniques 139
Control Stakeholder Engagement process 391 458–459 534
inputs 411–412
outputs 413–415
overview 409–410
tools and techniques 412–413
Control thresholds 148 199
COQ See Cost of quality
Corrective action 81
change request for 85 93 353
definition 534
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Correspondence 386
Cost(s) See also Actual cost
aggregation of 211 534
indirect 202 207 218 365
and time objectives 341
Cost aggregation 211 534
Cost baseline 191 216 226 233 534
as output 212–214 385
updates 347
Costbenefit analysis 235 535
Cost contingency reserve 207 349
Cost control See Control Costs process
Cost estimating See Estimate Costs process
Cost forecasts 89 225
Cost management See Project Cost Management
Cost management plan 216 226 534
as input 202 209 321 335
updates 347
Cost of quality (COQ) 206 229 231 235 535
Cost performance index (CPI) 89 219 535
Cost performance measurements 222
Cost Plus Award Fee contract (CPAF) 364 535
Costplus contract 344
Cost Plus Fixed Fee (CPFF) contract 364 535
Cost Plus Incentive Fee (CPIF) contract 364 535
Costreimbursable contracts 363–364 535
Cost risk simulation 340
Cost variance (CV) 89 218–219 535
CPAF See Cost Plus Award Fee contract
CPFF See Cost Plus Fixed Fee
CPI See Cost performance index
CPIF See Cost Plus Incentive Fee (CPIF) contract
CPM See Critical path method
Crashing 181 190 535
Create WBS process 105 431 535
inputs 127
outputs 131–132
overview 125–126
tools and techniques 128–131
Criteria 536
Critical chain 178
Critical chain method (CCM) 142 178 188 536
Critical path 176 536
Critical path activity 177 536
Critical path method (CPM) 142 176–177 188 246 536
Cultural diversity
crosscultural considerations 290
multinational team 294
projects characterized by 274
recognition and rewards 277
Culture See Organizational culture
Customer(s)
definition 536
external 70 380
in project team 36
request 9
requirements 228
users and 32
Customer satisfaction 229 536
CV See Cost variance
D
Data date 536
Data gathering and representation techniques 536
interviewing 336
probability distributions 337
Decision making
business case and 69
effective 284
quantitative risk information and 333 441
Decisionmaking skills 284
Decision tree analysis 339 536
Decodingencoding of messages 293–294
Decomposition 112 536
excessive 131
into work packages 120–131 128
Dedicated project team 37
Defect(s) 3
definition 536
identification of 237
number of 59 85 228
prevention of 229 243
Defect repair 81
change request for 82 85 93 97 140
definition 536
quality audits and 247
Define Activities process 141 432 536
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inputs 150–151
outputs 152–153
overview 149–150
tools and techniques 151–152
Define Scope process 105 430 537
inputs 121–122
outputs 123–124
overview 120–121
tools and techniques 122–123
Deliverable(s) See also Result Verified deliverables
accepted 102 135 389 526
definition 84 123 537
as input 251
as output 84
validated 566
verified 134 135
Delphi technique 171 207 324 537
Dependency See Logical relationship
Dependency determination 537
discretionary dependencies 158
external dependencies 158
internal dependencies 158
mandatory dependencies 157 545
Design of experiments (DOE) 239–240 537
Determine Budget process 193 437 537
inputs 209–211
outputs 212–214
overview 208–209
tools and techniques 211–212
Develop Project Charter process 63 426 537
inputs 68–70
outputs 71–72
overview 66–68
tools and techniques 71
Develop Project Management Plan process 63 429 537
inputs 74–75
outputs 76–78
overview 72–74
tools and techniques 76
Develop Project Team process 255 447 537
inputs 274–275
outputs 278–279
overview 273–274
tools and techniques 274–278
Develop Schedule process 141 434–435 537
inputs 175–176
outputs 181–184
overview 172–174
tools and techniques 176–180
Diagramming techniques 325–326 537
Dictatorship 115 537
Direct and Manage Project Work process 63 445–446 538
inputs 82–83
outputs 84–86
overview 79–81
tools and techniques 83–84
Discounted cash flow 195 198
Discrete effort 538
Discretionary dependencies 158 538
Diversity See Cultural diversity
Document(s) See also Project documents
analysis of 117 538
archival of 460
management hardcopy 300
phase closure 104
Documentation See also Requirements documentation
lessons learned 254 303 389 409 415
reviews 324 538
seller performance evaluation 382
technical 348
written 386
DOE See Design of experiments
DU or DUR See Duration
Duration (DU or DUR) 538 See also Most likely duration
Optimistic duration Pessimistic duration
Duration estimates See Activity duration estimates
Estimate Activity Durations process
E
EAC See Estimate at completion
EAC forecasts 220–221
Early Finish date (EF) 538
Early Start date (ES) 538
Earned value (EV) 132 218 219 538
analysis 224 351
Earned value management (EVM) 92 149 189
cost management plan and 199
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definition 538
reports 96
work packages control accounts and 217–219
Earned value performance 223
EF See Early Finish date
Effort 538
Emotional intelligence 538
Employees See also Human resource management plan
Staffing management plan
morale of 266 274
motivation of 273 447
virtual teams and 271
EMV See Expected Monetary Value (EMV) analysis
Encodingdecoding of messages 293–294
Enterprise environmental factors 29 127 539
examples of 146 151 155 169 197 203–204 234
as input 70 74–75 82 90 98 108 163 176 259 269
291 299 324 330 335 362 395 401
updates 279 285
Environmental consideration 9
ES See Early Start date
Escalation procedures 259
Estimate 376 539 See also Analogous estimating Basis of
estimates Independent estimates Parametric estimating
Threepoint estimate
Estimate Activity Durations process 141 433–434 539
inputs 167–169
outputs 172
overview 165–167
tools and techniques 169–171
Estimate Activity Resources process 141 433 539
inputs 162–163
outputs 165
overview 160–162
tools and techniques 164
Estimate at completion (EAC) 89 199 220–221 539
Estimate Costs process 193 436 539
inputs 202–204
outputs 207–208
overview 200–202
tools and techniques 204–207
Estimate to complete (ETC) 89 219–220 539
ETC See Estimate to complete
EV See Earned value
EVM See Earned value management
Execute 539
Executing Process Group 418 444–445
definition 539
overview 56
processes in 61
Expected Monetary Value (EMV) analysis 339 539
Expert judgment 76 91 98–99 109 122 128 147 152
164 169 198 204 211 263 306–307 315 327 333
341 346 365 376 397–398 401–402 412 539
External dependencies 158 540
F
Facilitated workshops 114 123 540
Facilitation techniques 71 76
Failure costs 235
Failure mode and effect analysis (FMEA) 92 540
Fallback plan 343 348 540
Fast tracking techniques 43 147 158 181 190 540
Fault tree analysis (FTA) 92
Fee 540
Feeding buffers 178
FF See Finishtofinish
FFP See Firmfixedprice contract
Final product service or result transition 103
Finish date 540
Finishtofinish (FF) 154 156 540
Finishtostart (FS) 154 156 540
Firm Fixed Price contract (FFP) 363 540
Fishbone diagram 236 325 See also Causeandeffect
diagram
Fixed formula method 540
Fixedprice contracts 362–363 540
Fixed Price Incentive Fee contract (FPIF) 363 541
Fixed Price with Economic Price Adjustment contracts (FPEPA)
363 541
Float See Free float Total float
Flowcharts 236 541
FMEA See Failure mode and effect analysis
Focus groups 114 278 402 412 541
Force field analysis 240
Forecast(s)
cost 89 225
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definition 541
schedule 89 561
Forecasting methods 92 220–221
Forming storming norming performing adjourning 276
FPEPA
See Fixed Price with Economic Price Adjustment contract
FPIF See Fixed Price Incentive Fee contract
FPP See Firm Fixed Price contracts
Fragment network See Subnetwork
Framework for standard 418–419
Free float 177 541
FS See Finishtostart
FTA See Fault tree analysis
Fully plandriven life cycles See Predictive life cycle
Functional manager 33 541
Functional organization 22 541
Function points 250
Funding limit reconciliation 212 542
Funding requirements 214
G
Gantt chart 182 542
Globalizationglobal environment
cultural diversity and 274
cultural influences and 21
international factors 272
Governance See also Project governance
organizational 13
project 34–35 553
Government jurisdictions 376 See also Regulatory bodies
Government regulations 68 267
Grade of productsservices 228 542
Graphical analysis techniques 223
Ground rules project team 277 542
Group creativity techniques 115 542
Group decisionmaking techniques 115–116 135 171 207 542
Grouping methods 91
Guideline 542
H
Hammock activity 182 See also Summary activity
Hard logic 157 See also Mandatory dependency
Hierarchicaltype organization charts 261
Highlevel plan 45 316
Highlevel projectproduct description 72 108 121 314
Highlevel requirements 55 71 117 314 425
Highlevel vision 45 121
Highperformance teams 278
Histograms 238 265–266 340 542
Historical information 104 542
Historical relationships 212
Human resource management plan 264–267 542
as input 202 269 274 281 322
roles and responsibilities 264
updates 347
Human resource requirements
See Staffing management plan
I
ID See Activity identifier
Ideamind mapping 115 542
Identified risks list of 327
Identify Risks process 309 440 542
inputs 320–324
outputs 327
overview 319–321
tools and techniques 324–327
Identify Stakeholders process 391 426 543
inputs 394–395
outputs 398
overview 394–395
tools and techniques 395–398
IFB See Invitation for bid
Imposed date 543
Incentive fee 543
Incremental life cycle 543
Independent estimates 376 543
Indirect costs 202 207 218 365
Inflation allowance 202 207
Influence diagram 325–326 543
Influenceimpact grid stakeholder analysis 396
Influencing skills 284
Information See also Documentation Project information
confidentialitysensitivity of 293
and report flow 59
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urgency of need for 292
Information gathering techniques 324–325 543
Information management systems 300 306 412 543
See also Project management information system
Information storage and retrieval
See Corporate knowledge base
Initiating Process Group 418 543
overview 54–55 424–425
processes in 61
project boundaries and 54
Input 543 See also specific process
Inspection(s) 135
audits and 383 543
description of 252
Integrated change control
See Perform Integrated Change Control process
Interactive communication 295
Internal dependencies 158
International Organization for Standardization
(ISO) 228 418
Interpersonal skills 17–18 283–284 407
communication skills 288
decision making 284
definition 544
influencing 284
leadership 284
as soft skills 275
Interrelationship diagraphs 245 544
Interviews 114 325 336 544
Invitation for bid (IFB) 368 544
IPECC 231
Ishikawa diagrams 236 325
ISO See International Organization for Standardization
Issue 310 544
Issue log 544
as input 281 305 411
as output 408 414
Iterative and incremental life cycles 45–46
Iterative life cycle 121 544
J
JAD
See Joint Application Development (or Design) (JAD)sessions
Joint Application Development (or Design) (JAD) sessions 114
Joint venture 19 37 347
Judgment See Expert judgment
K
Key performance indicators (KPIs) 84
Knowledge Areas
mapping of 422–423
Process Groups and 61
Project Communications Management 289–290 553
Project Cost Management 192–195 553
Project Human Resource Management 255–257 554
Project Integration Management 63–65 554
Project Procurement Management 355–358 555
Project Quality Management 227 555
Project Risk Management 309–312 555
Project Scope Management 105 555
Project Time Management 142 556
role of 60
Knowledge base lessons learned 151 544
KPIs See Key performance indicators
L
Lag(s) 180
adjusting 190 527
applying 528
definition 159 544
example of 158
Late finish date (LF) 544
Late start date (LS) 544
Leadership skills 284
Lead(s) 180
adjusting 190 527
applying 528
definition 544
example of 158
Lean Six Sigma 229
Legal requirements 9 31
contractual obligations 203 361 380 387
Lessons learned 259
definition 544
documentation 254 303 389 409 415
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INDEX
knowledge base 151 544
Leveling See Resource leveling
Level of accuracy 148 199
Level of effort (LOE) 153 545
Level of precision 199
LF See Late finish date
Life cycle See Incremental life cycle Iterative life cycle
Predictive life cycle Product life cycle Project life cycle
LOE See Level of effort
Log 545 See also Issue log
Logical relationship 154 159 545
See also Precedence relationship
LS See Late start date
M
Majority 115 545
Makeorbuy analysis 360 365 545
Makeorbuy decisions 370 545
as input 374
Manage Communications process 287 448 545
inputs 299–300
outputs 300–303
overview 297–299
tools and techniques 300–301
Management See also Portfolio management Program
management Project management Project Quality
Management
responsibility 229
skills 408 545
Management reserve 171 206 213 545
See also Reserve
Manage Project Team process 255 448 545
inputs 280–281
outputs 284–285
overview 279–280
tools and techniques 282–284
Manager(s) See also Project manager
functional 33 541
program 14
Manage Stakeholder Engagement process 391 449–450 545
inputs 406–407
outputs 408–409
overview 404–406
tools and techniques 407–408
Mandatory dependency 157 545
Market research 365 546
Master schedule 546 See also Schedule
Material 546
Matrixbased responsibility charts 262
Matrix diagrams 246 546
Matrix organization(s) 21 22–24 546
Meetings 307 352 398 402
change control board and 99
participants in 109 148 198 241
potential bidders and 366
projectrelated 295
risk management and 316
status review 297 352 413
types of 84 92 103
war room for 277
Methodology 546
Metrics See Quality metrics
Milestone See also Weighted milestone method
closure of phase 41
definition 546
zero duration of 153
Milestone charts 182 183
Milestone list 546
as input 155
as output 153
Milestone schedule 546 See also Master schedule
Mind mapping 115 542
Mitigation See Risk mitigation
Modeling
simulation and 340
techniques 180 189
Monitor 546
Monitor and Control Project Work process 63 452 546
inputs 88–91
outputs 92–94
overview 86–88
tools and techniques 91–92
Monitoring and Controlling Process Group 418 546
as background process 50
overview 57 450–451
processes in 61
project or phase closure 57
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Monte Carlo simulation 171 340 547
Most likely duration 547 See also Duration
Multicriteria decision analysis 115 271–272 547
Multiphase projects 51 57 69 387 419 451
N
Nearcritical activity 547
Negative risks 203 310 311 344–345
Negotiated settlements 547
Negotiation 547
invitation for 368
procurement 377
staff assignments and 270
Network See Project schedule network diagram
Network analysis See Schedule network analysis
Networking 263 547
Network logic 547
Network path 547
Network schedule analysis activity 176
Node 547
Nominal group technique 115 171 207 240 547
Nonconformance 229
cost of 235
work 548
O
Objective 548
OBS See Organizational breakdown structure
Observations 116 282 548
Operational stakeholders 13–14
Operations management 12
OPM See Organizational Project Management
OPM3 See Organizational Project Management Maturity Model
Opportunities 345–346 548
Optimistic duration 548 See also Duration
Organization(s)
project management and 14–15
Organizational breakdown structure (OBS) 245 261 548
Organizational characteristics 21–26
Organizational charts 131 258 292
Organizational culture See also Cultural diversity
project team composition and 37
styles and 20–21
Organizational groups 33
Organizational knowledge base See Corporate knowledge base
Organizational procedures links 148 199
Organizational process assets 23–24
corporate knowledge base 28
definition 548
examples of 147 151 156 163 169 217 234 251
as input 70 75 83 91 98 102 109 122 127 139 188
197 204 211 259 281 291 299–300 306 324 330
336 362 375 395 401 407
processes and procedures 27–28
updates 103 140 192 226 248 254 285 302–303 308
354 389 409 415
Organizational project management (OPM) 7
Organizational project management maturity 548
Organizational strategy
project management operations management and 11
project management and 15
Organizational structures 21–26
composite organization 26
functional organization 22
interactions and 26
matrix organizations 22–24
overlapping project phases 43–44
projectized organization 25
projectrelated characteristics 21
reporting relationships and 17
Organizational theory 263
Organization charts and position descriptions 261–262
hierarchicaltype charts and 261
matrixbased charts 262
textoriented formats 262
Output(s) 548
Overlapping project phases 43
P
Parametric estimating 170 205 548
Pareto diagram 237 548
Path convergence 548
Path divergence 548
Payment systems 383 548
PBOs See Projectbased organizations (PBOs)
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INDEX
PDCA See Plandocheckact (PDCA) cycle
PDM See Precedence Diagramming Method
PDPC See Process Decision Program Charts (PDPC)
Percent complete 549
Performance appraisals 282
Performance measurement baseline (PMB) 302 549
Performance reporting 300 383
See also Work performance reports
Performance reviews 188–189 222–223 549
procurement 383 552
Performing organization 549 See also Seller(s)
Perform Integrated Change Control process 63 452–453 549
inputs 97–98
outputs 99–100
overview 94–97
tools and techniques 98–99
Perform Qualitative Risk Analysis process 309 440–441 549
inputs 329–330
outputs 333
overview 328–329
tools and techniques 330–333
Perform Quality Assurance process 227 446 549
inputs 244–245
outputs 247–248
overview 242–244
tools and techniques 245–247
Perform Quantitative Risk Analysis process 309 441 549
inputs 335–336
outputs 341
overview 333–335
tools and techniques 336–341
Personnel assessment tools 278
PERT See Program Evaluation and Review Technique
Pessimistic duration 549 See also Duration
Phase See Project phase(s)
Phase closure 104 See also Close Project or Phase process
Phase gate 41 549
Phasetophase relationships 42–44
overlapping relationship 43
sequential relationship 42
Plan Communications Management process 287 439 549
inputs 290–291
outputs 296–297
overview 289–290
tools and techniques 291–295
Plan Cost Management process 193 435–436 550
inputs 196–197
outputs 198–200
overview 195–196
tools and techniques 198
Plandocheckact (PDCA) cycle 229
Plan Human Resource Management process 255 438 550
inputs 259–260
overview 258–259
tools and techniques 261–264
Planned risk responses 104 347–348
Planned value (PV) 218 219 550
Planning package 132 550 See also Control account
Planning Process Group 418 550
overview 55–56 427–428
processes in 61
Plan Procurement Management process 354 442–443 550
inputs 360–364
outputs 366–370
overview 358–360
tools and techniques 355–356
Plan Quality Management process 227 437–438 550
inputs 233–234
outputs 241–242
overview 230–233
tools and techniques 235–241
Plan Risk Management process 309 430 550
inputs 314–315
outputs 316–318
overview 313–314
tools and techniques 315–316
Plan Risk Responses process 309 442 550
inputs 343
outputs 346–347
overview 342–343
tools and techniques 343346
Plan Schedule Management process 141 431 550
inputs 146–147
outputs 148–149
overview 145–146
tools and techniques 147–148
Plan Scope Management process 105 429 550
inputs 108–109
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outputs 109–110
overview 107–108
tools and techniques 109
Plan Stakeholder Management process 391 443 550
inputs 400–401
outputs 403–404
overview 399–400
tools and techniques 401–403
Plurality 115 550
PM See Project manager
PMB See Performance measurement baseline PV baseline
PMIS See Project Management Information System
PMO See Project management office
Policy 550
Portfolio 551
Portfolio management 551
Positive risks 311 345–346
Powerinfluence grid stakeholder analysis 396
Powerinterest grid stakeholder analysis 396
Preassignment of team members 270
Prebid conferences See Bidder conferences
Precedence Diagramming Method (PDM) 156–157 246 551
Precedence relationship 156–157 551
See also Logical relationship
Precision 228 551
Predecessor activity 156 158–159 180 551
Predictive life cycle 44–45 551
Preferential logic 158 See also Discretionary dependencies
Presentations 302 409 415
Prevention 229 250
Preventive action 81 551
change request for 93 191 353
characteristics of 85
Prioritization matrices 246 551
Probabilistic analysis of project 341
Probability and impact matrix 318 331–332 551
Probability distributions 337
Procedure 551
Process analysis 247 552
Process assets See Organizational process assets
Process closure See Closing Process Group
Process Decision Program Charts (PDPC) 245 552
Process(es)
definition 551
descriptions of 50 149 200
Processes and procedures 27–28
See also specific process or procedure
Process flow charts 325
Process flow diagram 419–420
Process Groups
categories of 48–49
Closing Process Group 57–58
Executing Process Group 56
Initiating Process Group 54–55
interactions of 51 420–421
Knowledge Areas mapping and 61
Monitoring and Controlling Process Group 57
as overlapping activities 51
overview 5 52–53
Planning Process Group 55–56
Process improvement models 229
Process improvement plan 552
as input 244
as output 241
Process interactions
See Project management process interactions
Procurement audits 388 552
Procurement documents 552
as input 323 373 382 388 394
as output 368
procurement contract 357 380
Procurement file 389
Procurement management plan 552
as input 373
as output 366–367 385
updates 347
Procurement negotiations 377 388
Procurement performance reviews 383 552
Procurement statement of work 552
as input 374
as output 367
Product 552
Product analysis 122 552
Product life cycle 552
Productoriented processes 47–48
Product quality improvement 229
Product requirements 64 106 114 115 118 227
Product scope 105 552
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INDEX
Product scope description 68 123 552
Program(s) 553
Program Evaluation and Review Technique (PERT) 170
246 553
Program management
definition 553
description of 9
OPM and 6
portfolio management and 6–7
project management and 6–7
Program manager 14
Progressive elaboration 5
definition 553
project management plan and 55
prototypes and 116
rolling wave planning as 151
Project(s)
boundaries 54 424
definition 3–4 417 553
portfolios programs and 4–5
temporary nature of 35
Projectbased organizations (PBOs) 14 553
Project boundaries 54 424
Project calendar 553
as input 188
as output 184
Project charter 553 See also Develop Project Charter process
authorization and 54 424
description of 67
as input 74 108 113 121 146 197 394
as output 71–72
project scope statement and 124
Project closure
documents 104 354
guidelines 75
Project communication requirements
See Communication requirements analysis
Project communications 301 305
Project Communications Management 287308
definition 553
overview 287–288
Project Cost Management 193226 553
Project documents See also Documents
as input 245 251 323 374 411–412
project management plan and 78
updates 86 94 100 125 132 136 140 160 165 172
185 191 208 214 226 242 248 285 297 302 308
333 341 354 370 379 385 404 409
Project execution See Executing Process Group
Project files 104
Project funding requirements 553
as input 217
as output 214
Project governance 34–35 553 See also Governance
Project Human Resource Management 255285 554
Project initiation 554
Project Integration Management 63104
definition 554
overview 63–65
Projectized organization 25 556
Project life cycle
adaptive life cycles 46
characteristics of 38–40
cost staffing levels and 39–40
definition 38 554
iterative and incremental life cycles 45–46
overview 38
predictive life cycles 44–45
project time and 39
Project management
business value and 16
definition 417 554
description of 5–6
iterative nature of 422
operational stakeholders in 13–14
operations management and 12
organizational governance and 13
organizational influences on 19
organizational strategy and 11 15
organizations and 14–15
Process Groups in 5
process interactions 50–51 53 422–423
Project management body of knowledge 554
Project management information system (PMIS) 57 58 92
151 155 460 554
Project Management Knowledge Areas 554
Project management office (PMO) 99 554
Project management plan 554
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INDEX
See also Develop Project Management Plan process
components and project documents 78
cost control and 216
cost management plan and 196
elements of 146
as input 82 88–89 97 102 108 134 187 233 250 259
290 304–305 314 350 360 381 388 400 411
as output 76–77 140
progressive detailing of 55
schedule management plan and 142
scope control and 138
updates 85–86 93 100 140 184 191 225–226 248
253 272 284 302 308 346–347 353 379 385 408
413–414
Project management processes
categories of 48–49 418
interactions 50–51 53
mapping of 422–423
overview 47–49
Project Management Process Groups See also Process Groups
definition 554
and Knowledge Area Mapping 422–423
linked by outputs 419
Project management software 154 164 189 207 225
Project management staff 555
Project management system 555
Project management team 77 555
See also Project team(s)
Project management tools electronic 300
Project manager (PM)
definition 555
interpersonal skills 17–18
responsibilitiescompetencies 17
role of 12 16–17
Project objectives agreed upon 278
Project organization chart 265 555
Project performance appraisals 282
Project phases 41–46 555
overlapping of 43
overview 41–42
phasetophase relationships 42–44
sequential relationship 42–43
singlephase project 42
Project presentations 302 409 415
Project Procurement Management 355389
definition 555
overview 355–358
Project Quality Management 227254
See also Quality management plan
definition 555
overview 227–231
Project records 302 409 415
Project reports 302 409 415
Project requirements 112 118
Project risk 310
Project Risk Management 309354
definition 555
overview 309–312
Project schedule 191 555
development 142
as input 187 203 210 361
as output 182–184
presentation 142
Project schedule model
development 148
maintenance 148
Project schedule network diagram 182
definition 555
description of 159–160
as input 175
Project scope 105 555 See also Control Scope process
Define Scope process Verify Scope process
Project scope creep 108 See also Verify Scope process
Project Scope Management 105140 555
overview 105–106
Project scope statement 105 131 202 210 233
assumptions and constraints 168
contents of 360
definition 556
as input 127 155 175
as output 123–124
project charter and 124
Project sponsor 32
Project staff assignments
as input 175 275 281
as output 272
Project Stakeholder Management 391415
definition 556
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INDEX
overview 391–392
Project stakeholders See Stakeholder(s)
Project statement of work See Statement of work
Project team(s)
colocation of 25 277 532
composition of 37–38
definition 556
influencing 256
multinational 294
preassignment of members 270
professional and ethical behavior 256
roles of members of 36
stakeholders and 30–31
virtual 25 38 271
Project team directory 556
Project Time Management 141192
definition 556
overview 141–144
Proposal(s) See Seller proposals
Proposal evaluation techniques 375 556
Proprietary rights 369
Prototypes 116 556
Pull communication 295
Push communication 295
PV See Planned value
PV baseline (PMB)
Q
QFD See Quality Function Deployment
Qualified seller list 386
Qualitative analysis 343
See also Perform Quantitative Risk Analysis process
Quality 228
See also Plan Quality process Seven basic quality tools
audits for 247 556
definition 556
Quality assurance See Perform Quality Assurance process
Quality audits 247 556 See also Audits
Quality checklists 556
as input 250
as output 242
Quality control measurements 556
as input 244
as output 252
Quality function deployment (QFD) 114 556
Quality management See Project Quality Management
Quality management and control tools 240 245–246 556
Quality management plan 557
See also Project Quality Management
as input 244 321
as output 241
updates 347
Quality management system 557
Quality metrics 557
as input 244 250
as output 242
Quality planning tools 527
See also Additional quality planning tools
Quality policy 557
Quality requirements 112 557
Quality standards See Standard
Quality tools See Seven basic quality tools
Quantified risks prioritized list of 341
Quantitative risk analysis and modeling techniques 338–340 557
expected monetary value (EMV) analysis 339
modeling and simulation 340
sensitivity analysis 338
Quantitative risk analysis results trends in 341
Questionnaires and surveys 116 557
R
RACI See Responsible accountable consult and inform
(RACI) chart
RAM See Responsibility assignment matrix
RBS See Resource breakdown structure
Risk Breakdown Structure
Rebaselining 444 See also Baseline
Recognition and rewards 266 277
Records project 302 409 415
Records management system 384 389 557
Regression analysis 91 103 557
Regulation 557
Regulatory bodies 398 402
See also Government regulations
Report(s)
information flow and 59
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project 302 409 415
work performance 59 97
Reporting formats 149 200 318
Reporting systems 557
Requested change 558 See also Change requests
Request for information (RFI) 68 368 557
Request for proposal (RFP) 68 368 558
Request for quotation (RFQ) 368 558
Requirement(s) See also Product requirements
definition 558
types of 112
Requirements documentation 558
See also Collect Requirements process Contracts
as input 121 127 134 138 234 361
as output 117
Requirements management plan 110 113 138 558
Requirements traceability matrix 558
as input 134 138
as output 118–119
Reserve 558 See also Management reserve
Reserve analysis 92 171 206 211 225 352 558
See also Contingency reserve
Residual risk 350 558
Resolution of conflicts See Conflict management
Resource(s) 163 558
Resource assignments 182
Resource breakdown structure (RBS) 261 558
as input 168 175
as output 165
Resource calendars 558
as input 163 168 175 210 275
as output 272 378
staffing management plan and 265
Resource histogram 265–266 559
Resource leveling 179 559
Resource optimization techniques 179–180 189 559
Resource requirements See Activity resource requirements
Human resource requirements
Resource smoothing 180 559
Responsibility 264 316 559
Responsibility assignment matrix (RAM) 262 559
Responsible accountable consult and inform (RACI) chart 262
Result 559 See also Deliverable(s)
Result transition 103
Reviews See also Performance reviews Program Evaluation
and Review Technique
approved change requests 252 528
documentation 324 538
peer 252
procurement performance 383 552
product 135
risk 354
Rewards See Recognition and rewards
Rework 235 559
RFI See Request for information
RFP See Request for proposal
RFQ See Request for quotation
Risk 559 See also Negative risks Opportunities
Positive risks Threat(s)
Risk acceptance 345–346 559
Risk analysis See also Perform Qualitative Risk Analysis
process Perform Quantitative Risk Analysis process
Risk appetite 311 559
Risk audits 351 354 559
Risk avoidance 344 559
Risk breakdown structure (RBS) 245 317 324 560
Risk categorization 332 560
Risk category 317 560
Risk data quality assessment 332 560
Risk event 52 163 203 225
Risk identification See Identify Risks process
Risk impact See Probability and impact matrix
Risk management See also Project Risk Management
Risk management plan 560
See also Plan Risk Management process
as input 321 329 335 343
as output 316–318
Risk mitigation 345 560
Risk probability and impact 317 330
Risk reassessment 351 354 560
Risk register 191 330 560
identified risks list 327
as input 163 168 175 203 210 234 330 335 343
350 361
as output 185
potential responses list 327
updates 333 341
Risk responses 311 354
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See also Plan Risk Responses process
Risk reviews 354
Risks secondary 343 348 562
Risk score 332
Risk threshold 311 560
Risk tolerance 311 329 560
Risk transference 344 560
Risk urgency assessment 332 560
Role(s) 264 316 560
Rolling wave planning 45 131 152 560
ROM See Rough order of magnitude
Root cause analysis 92 325 561
Rules of performance measurement 149 199
S
Safety 267
Salience model stakeholder analysis 396
Scatter diagram 238 561
Schedule 561
See also Master schedule Project schedule
Schedule model
Schedule baseline 191 196 233 561
See also Baseline schedule Control Schedule process
as output 181 385
updates 347
Schedule compression 190 561
Schedule compression techniques
crashing 181
fast tracking 158 181
Schedule control See Control Schedule process
Schedule data 142 191 561
as input 188
as output 184
Schedule development See Develop Schedule process
Schedule forecasts 561
as input 89
as output 190
Schedule management plan 142 561
See also Develop Schedule process criteria and activities
established by 148–149
as input 150 154 162 167 175 321 335
updates 191 347
Schedule model 142 561
Schedule network analysis 561 See also Backward pass
Critical chain method Critical path method Resource leveling
Schedule network templates 561
Schedule performance index (SPI) 89 149 189 219 561
Schedule variance (SV) 89 149 189 218 561
Scheduling
methods 142 151
overview 142 144
Scheduling software 158 177
Scheduling tool 181 190 561
Scope 562 See also Product scope Project scope
Scope baseline 101 138 146 196 562 See also Control
Scope process
elements of 233
as input 151 202–203 210 322 329
as output 131–132
updates 140 347
Scope change 48 562
Scope creep 137 562
Scope management plan 138 562
as input 113 121 127
as output 109–110
Scope statement See Project scope statement
Secondary risks 343 350 562
Selected sellers 377 562
Seller(s) 33 See also Buyerseller relationship
Project Procurement Management
definition 562
performancerelated documentation 382
prequalified 361
in project team 36
qualified seller list 386
selected 377 562
Seller performance evaluation documentation 382
Seller proposals
definition 562
as input 373
Sensitivity analysis 338 562
Sequence Activities process 141 432 562
inputs 154–156
outputs 159–160
overview 153–154
tools and techniques 156–159
Sequencing 154
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INDEX
Sequential relationship 42–43
Service level agreements (SLAs) 70
Seven basic quality tools (7QC Tools) 236–239 252 562
causeandeffect diagrams 236
checksheets 237
control charts 238
flowcharts 236
histograms 238
scatter diagrams 238
storyboard illustrating 239
SF See Starttofinish
Simulation 180 562
Singlephase project 42
SIPOC model 236 237
Slack See Free float Total float
SLAs See Service level agreements
Slippage 178
SMEs See Subject matter experts
Soft logic 158 See also Discretionary dependency
Soft skills 275
Software 306 See also Project management software
Scheduling software
Software development 116
grade and quality 228
subsystem interfaces 155
Solution requirements 112 118
Source selection criteria 368–369 373 563
SOW See Statement of work
Specification 563
Specification limits 563 See also Control limits
SPI See Schedule performance index
Sponsor 563 See Project sponsor
Sponsoring organization 563
SS See Starttostart
Staffing management plan 258–259 265267 563
See also Human resource management plan
Stage gate 41
Stakeholder(s) 30–33
See also Identify Stakeholders process Manage
Stakeholder Engagement process Project stakeholder
definition 563
engagement level of 402–403
examples of 33
expectations 31
external 34 54 371 424
internal 33 54 371 424
key 93 114 117 248 277 395
requirements 112 117
tolerances 318
Stakeholder analysis 395–397 563
Stakeholder management plan 563
as input 113 406
as output 403–404
Stakeholder notifications 302 409 415
Stakeholder register 563
as input 113 234 291 322 361 400
as output 398 414
Standard 563
Start date 564
Starttofinish (SF) 156 564
Starttostart (SS) 154 156 564
Statement of work (SOW) 68 367 564
Statistical sampling 240 252 564
Storyboarding 116 239 246
Strategic planning
organizational strategy and 11
statement of work and 68
Strengths weaknesses opportunities and threats
See SWOT analysis
Strong matrix organizations 24
Subcontractors 270
Subject matter experts (SMEs) 71 99 315 398
Subnetwork 564
Subproject 564
Subsidiary plans 77 88
Successor activity 156 158–159 180 564
Summary activity 564
Supplier See Seller(s)
Surveys 116 557
SV See Schedule variance
SWOT analysis 326 564
System or process flow charts 325
T
T&M See Time and Material Contract
Tailor 564
Tailoring 48 459
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588 2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
INDEX
TCPI See Tocomplete performance index
Team See Colocated teams Develop Project Team process
Project management team Project team(s)
Teambased approaches 171 207
Teambuilding activities 276
Team performance assessments 278–279 281
Teamwork 274 See also Develop Project Team process
Technical documentation 382
Technical documentation updates 348
Technical performance measurement 352
Technique 564
Templates 564
Textoriented formats roles and responsibilities 262
Threat(s)
definition 564
strategies for 344–345
Threephase project 42–43
Threepoint estimate 170–171 205–206 565
Threshold 565
Time and Material Contract (T&M) 364 565
Time management See Project Time Management
Timescaled schedule network diagram 565
Tocomplete performance index (TCPI) 221–222 565
Tolerance 250 565
Tools 300 565 See also Seven basic quality tools
Tornado diagram 338 565
Total float 158 177 565
Total Quality Management (TQM) 229
TQM See Total Quality Management
Training 275
Training needs 266
Transition requirements 112 118
Tree diagram 245 565
Trend analysis 92 103 188 223 352 566
Triangular distribution 171 206
Trigger condition 566
Tuckman ladder of team development 276
U
Unanimity 115 566
Union laborcontracts 203 See also Contracts
Updates change request for 85
User(s)
customers and 32
in project team 36
V
VAC See Variance at completion
Validated changes 90 252
Validated deliverables 566
Validate Scope process 105 453 566
inputs 134–135
outputs 135–136
overview 133–134
tools and techniques 135
Validation 566
Value business 15–16
Value analysis 122 352
See also Expected Monetary Value (EMV) analysis
Value engineering 566
Variance 566
Variance analysis 92 139 189 222 352 566
Variance at completion (VAC) 566
Variation 566
Velocity 566
Vendor See Seller(s)
Vendor bid analysis 207
Vendor conferences See Bidder conferences
Verification 566
Verified deliverables 134
as input 135
as output 253
Virtual meetings 84
Virtual project teams
collaboration techniques and 25 38
virtual team model 271
VOC See Voice of the Customer
Voice of the Customer (VOC) 114 566
W
Watch list risks and 330 332 333 343 347–348 350
WBS See Work breakdown structure
WBS dictionary 105 132 202 210 233 360 567
WBS ID 153
Weak matrix organizations 22
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INDEX
Weighted milestone method 567
Whatif scenario analysis 180 567
Workaround 567
Work authorization 567
Work authorization system 146 567
Work breakdown structure (WBS) 105 202 210
See also Create WBS process
bottomup approach 129
contents of 360
definition 567
description of 132 233
hierarchicaltype charts and 261
topdown approach 129
Work breakdown structure component 567
Work packages 128 150 165 567
Work performance data 59 81 567
as input 135 139 187 217 251 305 351 382 411
as output 85
Work performance information 59 567
as input 90 382
as output 136 139 190 225 253 307 353 384 413
Work performance reports 59 567
as input 97 281 299 351 382
as output 93
Workshops See Facilitated workshops
Written documentation 386
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