A lot of technologies and tools will be applied in the PMP project management process. In order to have a grasp of the overall tools, I have summarized the technologies and tools learned in the PMP learning process.

@Expert Judgment: Experts who are good at certain aspects provide judgment.

@Guidance technology: resolve conflicts and help teams or individuals complete activities. Use terms to formulate project charter and formulate project management plan

@Project Information Management System: business environment factors, guide and manage project work.

@Meeting: Discuss and solve related issues through meetings.

@Change control tools: To facilitate configuration and change management, some manual or automated tools can be used.

@Change Control Meeting: CCB reviews and approves changes.

@Analysis technology: Study the relationship between variables.

@Configuration Management System: Define the approval levels required to approve and control changes.

@work authorization system": stipulates how to authorize project work.

@Interview: communicate directly with stakeholders, usually one-on-one. Used to collect requirements or confirm scope.

@Focus group meeting: discussion by topic, group discussion

@Guided discussion: cross-functional personnel discussion to collect requirements, define scope, and confirm scope

@. Brainstorming: fast, group innovation, collect two opinions in a short time

@nominal group: sort the ideas after brainstorming

@Delphi Technology: Anonymous. , objective

@Mind Map: Connect creativity

@Affinity Map: A large amount of data, similar items are put together

@Questionnaire: There are many items of respondents gather information quickly

@Decompose: Divide project deliverables into smaller, more manageable components

@Inspect: Conduct measurement, review & Verification and other activities are used to determine whether the work and deliverables meet the requirements and acceptance standards, and are used to verify the scope and control quality.

@Rolling planning: detailed in the near term, rough in the long term, and repeated.

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@Reserve analysis: Consider contingency reserves and management reserves. Only contingency reserves are included in the cost baseline.

@Resource balancing: Adjust the start or completion time to solve the problem of resource constraints or over-allocation. Ensure that resource usage is stable and balanced, often causing changes in the critical path.

@Resource Smoothing: Adjust activities within the floating time to solve the problem without changing the critical path.

@Resource Optimization. Technology: Resource balancing and resource smoothing, balancing changes the path, smoothing does not change the path.

@What-if scenario analysis: Predict the impact on project goals

@Simulation. : Calculate multiple possible project durations based on multiple different activity assumptions to cope with uncertainty

@Cost Performance Analysis: Evaluate the appropriateness of quality activities

@Control chart: Check whether the process is stable, 7-point rule, out-of-control standard

@Benchmark comparison: Compare the project with other projects to find the gap

@Flow chart: Show a certain The direct relationship between the steps in the process

@Quality audit: Implement quality assurance

@Process improvement: Identify processes that need improvement, including root cause analysis

@Causal diagram/Ishikawa diagram/Fishbone diagram: Identify the root cause

@Histogram: Number of occurrences

@Pareto chart: Find the main reason, rule of 28, press. Sort the number of occurrences of each situation. Find out the few causes that lead to the majority of problems.

@Scatter plot: Relationship between two variables.

@Responsibility allocation matrix: RACI matrix, work package. and the relationship between members, the relationship between activities and resources

@Pre-assignment: pre-selected

@Recruitment: Recruiting personnel from outside the project

@Basic Rules: Acceptable behaviors of team members are clearly defined.

@Conflict Management: Cooperation/problem-solving (all things considered), coercion/command (quick resolution, emergencies, damaging relationships), withdrawal/avoidance (delaying or pushing to others); de-escalation/accommodation (Seek common ground while reserving differences); Compromise/Mediation (Each side gives in)

@Problem log: Record the problems that arise in the project. If they happen, they are problems. If they happen, they are risks.

@Stakeholder analysis: collect and analyze the interests, influences, and expectations of relevant parties

@Communication methods: push, pull, interactive

@sensitive Risk analysis: Determine which risks have the greatest impact on the project, using a tornado diagram.

@Expected monetary value: Various possible consequences are multiplied with probabilities and used with decision trees

@Risk reassessment: Assess existing risks, identify new risks, delete past ones risk.

@Risk Audit: Evaluate the effectiveness of the risk management process

@Procurement Performance Review: Review the seller’s performance against the contract

@Claims Management: First against the contract Negotiate, then consider arbitration, and finally go to court.