军衔: 三等兵
财产:
经验:
魅力:
来自: 深圳
鉴定: 本功能已经被关闭
发帖: 305篇
注册: 2002-3-5

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美国项目管理知识体系(PMBOK) 2000年版的若干变动

美国项目管理协会(PMI)颁布了PMBOK 2000 版，对1996版作了若干变动。摘要如下：
1. 增加了项目管理办公室作用的说明
2. 进一步解释了挣值管理(earned value management)方法
3. 扩展了风险管理的内容，有原来的4个过程该为6个过程
4. 简要介绍了约束理论(Theory of Constraints)
5. 增加了一些管理技术和工具，如项目管理软件，质量成本技术等
6. 在采购管理一章中将术语“卖主”（seller）改为“供应者”(supplier),使合同采购的含义更为广泛

以下为若干变动的原文引用，供参考：
2.3.4 Project Office
A project office is a formalized structure that is directed toward support of the project management community within an organization.

4.1.2.4 Earned Value Management (EVM). A technigue used to measure and report project performance from initiation to closeout.

6 . Theory of constraint Constraint theory is an adaptation of production queing analysis to noncritical path of activities. This method addresses the tendency by those persons responsible for executing activities to be too conservative in their duration estinating resulting in extended project durations and overestimating the required production resources (e.g. staff specialists or unigue equipment). Resources the project duration. Some free float on noneritical paths is allocated to a buffer activity as a monitoring device for slippage of activities within that branch of the activity network.

8.1.2.4 Quality Function Deployment (QFD). This is a tool to help identity customer needs,wants,and expectations. QFD involves translating requirements into technical requirements.

10.3.2.4 Earned value analysis.
The Planned Value (PV) is also called BCWS
The Actial Cost is also called ACWP
The Earned Value is previously called BCWP
Cost variance CV=EV-ACWP
Schedule variance SV=EV-PV
Cost performance index SPI=EV/ACWP
Schedule perfromance index SPI=EV/PV

11. Project Risk Management
11.1 Risk Management Planning
11.2 Risk Identification
11.3 Risk Assessment
11.4 Riskk Quantification
11.5 Risk Response Planning
11.6 Risk Monitaring and Contral