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项目管理九大知识领域输入、输出、工具和
技术1
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,以下便是第1页的正文：
四个关键值
PV（计划值）：成本估算部分的总价值；
AC（实际成本）：在规定时间内，完成的成本总额；
EV（挣值）实际完成工作的预算价值，即到某一点已完成工作应当的投入资金。
ETC（剩余工作的成本估算）ETC=总的PV —已完成的EV；ETC=剩余工作的PV×CPI 最常用的尺度：
CV（成本偏差）：CV=EV-AC CV>0（成本节省）CVSV（进度偏差）：SV=EV-PV SV>0（超过进度）SVCPI（成本绩效指数）：CPI=EV/AC CPI>1.0（成本节余）CPISPI（进度绩效指数）：SPI=EV/PV SPI>1.0（进度超前）SPI
预防（把错误排除在过程之外）和检查（把错误排除在到达客户之前）
属性抽样（结果合格或不合格）和变量抽样（按量度合格度的连续尺度衡量所得结果）。
特殊原因（异常事件）和随机原因（正常过程偏差）。
许可误差（如果其结果落入误差范围所界定的范围内，那么
这个结果就是可接受的）和控制界限（如果其成果落入控制界限内。
那么该项目在控制之中）。
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documentationRequested changesRecommended corrective actionsOrganizational process assets(updates)Project management plan (updates)- Procurement management plan-Contract management planClosing Process GroupInput Tools & Techniques OutputClose Project [Back] Project management planContract documentationEnterprise environmental factorsOrganizational process assetsWork performance informationDeliverablesProject management methodologyProject management information systemExpert judgmentAdministrative closure procedureContract closure procedureFinal product, service or resultOrganizational process assets(updates)Contract Closure [Back] Procurement management planContract management planContract documentationContract closure procedureProcurement auditsRecords management systemClosed contractsOrganizational process assets(updates)项目管理第一站 德道在线 提供最专业、省钱的PMP在线培训课程。
项目管理九大知识领域输入、输出、工具和技术介绍在项目管理过程中，有九大知识领域必须涵盖：范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理和相关方管理。
每一个知识领域都有自己的输入、输出、工具和技术。
在本篇文档中，我们将会对于每一个知识领域涵盖的输入、输出、工具和技术进行概述。
范围管理输入•项目章程：项目章程定义了项目的目标和约束。
这个输入是在项目规划阶段用来确定项目的范围、目标和阶段。
•业务文件：业务文件指的是商业计划、市场调研报告等，这些文件规定了项目的商业目标。
•事业环境因素：事业环境因素包括组织结构、企业文化和市场竞争等，这些因素都会影响范围管理。
输出•项目范围说明书：项目范围说明书定义了项目的具体目标、范围和可交付成果。
•制定工作分解结构（WBS）：WBS是用来分解项目的目标和可交付成果，以便更好地管理项目。
•范围基准：范围基准用来确定项目是否完工。
工具和技术•专家判断：专家判断是用来解决复杂问题和预测未来走向的工具。
•数据分析：数据分析是用来研究项目数据和信息的工具。
•会议：会议是用来传达信息、解决问题和做出决策的工具。
时间管理输入•项目管理计划：项目管理计划包含了项目时间管理的具体细则。
•范围基准：范围基准用来确定项目起止时间。
•事业环境因素：事业环境因素包括行业标准、组织文化和员工经验等，这些因素都会影响时间管理。
输出•时间管理计划：时间管理计划定义了项目的具体时间表，包括每个任务的开始时间和完成时间。
•项目进度表：项目进度表用来跟踪项目的进度和更新时间管理计划。
•时间基准：时间基准用来确定项目是否按计划完成。
工具和技术•时间管理软件：时间管理软件有助于规划、跟踪和分析项目时间管理信息。
成本管理输入•项目管理计划：项目管理计划包含了项目成本管理的具体细则。
•范围基准：范围基准用来确定项目的可交付成果。
输出•成本管理计划：成本管理计划规定了项目的预算、成本控制和估算方法。
项目管理九大领域输入输出及工具口诀项目管理九大领域输入输出及工具口诀一、项目整体管理（章书记指管监控，顺便收尾）1、制定项目章程：合书环组得章程（项目选择方法+3）2、制定项目范围说明书（初步）：章书环组得初书3、制定项目管理计划：管书环组得管计4、指导和管理项目执行：项管纠预变缺修修尾，交变纠预变缺效5、监督和控制项目工作：项管工效和拒变，输出纠预变缺预6、整体变更控制项管交付纠预变缺效，变变更管书，缺缺纠变预7、项目收尾项管环组合交绩，管合终更组信息方法七全有，专家判断指管无，监控挣值排第三二、项目范围管理（规定贱人制）1、范围规划项管环组章初书，输出只有范管计。
（专家判断；模板、表格或标准）2、范围定义范管变组章初书，输出详书变范管。
（产品分析、备选方案识别、专家判断、项目干系人分析）3、创建工作分解结构范管组书变，范范变2B基。
（WBS模板；分解技术）4、范围确认范范叫B典，交变纠。
（检查）5、范围控制范范2B绩变息，范范2B组管变纠。
（变更控制系统、偏差分析、重新规划、配置管理系统）模板/分析家识别，模板分解动格式；检查/偏差新规划，变更控制和配管三、项目时间管理1、活动定义范书环组2B管，清单属性变里清（分模滚家规）2、活动排序范书清属变里清，清单属性变网图（导箭网赖滞）3、活动资源估算项管环组利清属，分解要求日变属（专替姑管下）4、活动历时估算项管环组日范书，清属需求得历属（专流沧桑泪）5、制定进度计划项管资历日范书，清单属性组网图；模数基准资需属，项管请变日进计。
（网关缩景平，链软历滞模）6、进度控制项进基准报批变；模数基准效请变，推荐纠措更组产，项管活动清单属。
（控告效甘偏软）四、项目成本管理1、成本估算项管环组2B书，成管请变估细节（下官擂肥卖金子）2、成本预算成估成进2B书，项管请变需基准（城管参和）3、成本控制项管基准报批变，工作绩效资金需；项管请变估基准，绩效完工组纠措（成绩预计偏软）五、项目质量管理1、质量规划项管环组章范书，质管度标改检查（小鸡十只）2、执行质量保证质质改效控变，项管请变组纠措（济公审过鸡）3、执行质量控制输入（质量管理计划质量度量标准质量检查表组织过程资产工作绩效信息已批准的变更请求产品、服务和结果）质度检组工已变产服质检查组产，绩效变产品；项管纠预变缺修修控组（因流直排散检控，相亲树矩优过活，测试，统计抽样，6?,趋势分析，缺陷修复审查）六、项目人力资源管理1、人力资源计划编制项管环组资源估，色责组织人配管（组人组人）2、组建项目团队色责环组组人配，人分资历用人配（仙谈虚构）3、项目团队建设人分人配得绩评（公认你赔活鸡）4、管理项目团队色责组织人分人配告评组，人配请变更组产（关机图纹）七、项目沟通管理1、沟通计划编制项管组织章范书，输出只有沟管计。
九大管理输入输出及工具方法记忆口诀一、整体管理：项目整体管理就是要决定在什么时间把工作量分配到相应的资源上，有哪些潜在的问题并在其变糟之前积极处理，以及协调各项工作使项目整体上取得一个好的结果，是一项综合性和全局性的工作，是对项目管理过程组中的不同过程和活动进行识别、定义、整合、统一和协调的过程。
（信息方法七全有，监控挣值指无家：项目管理信息系统PMIS 项目管理方法专家判断监控挣值：挣值分析，计划：预测技术）1、项目启动：制定项目章程，正式授权项目或者项目阶段的开始。
制定发布项目章程这个文档，正式的批准这个项目（项目的阶段）启动，为项目经理授权。
合书环组得章程输入：1合同2项目工作说明书3环境的、组织的因素4组织过程资产输出：项目章程2、编制项目范围说明书（初步）：编制一个初步的项目范围说明书，概要的描述项目的范围。
在项目的前期要编写一个范围说明书，当然，这个时候还是比较初步的。
章书环组得初书输入：1项目章程2项目工作说明书3环境的、组织的因素4组织过程资产输出：项目范围说明书（初步）3、编制项目管理计划：将确定、编写、集成和协调所有分计划、以形成整体项目管理计划。
资料 Word和大家一起编制一个项目管理的计划，为以后项目的执行奠定了基础。
章初环组过效预----项管配管和变控输入：1项目章程2项目范围说明书（初步）3环境的、组织的因素4组织过程资产5其他管理过程的输出6工作绩效信息7预测输出：项目管理计划配置管理系统变更控制系统）4、指导和管理项目执行：执行在项目管理计划中所定义的工作以达到项目的目标。
有了项目管理的计划，并不意味着可以不管了，我们需要按照项目管理计划指导和管理项目的执行。
项管纠预变缺修----交变纠预变缺效输入：1项目管理计划2已批准的纠正措施已批准的预防措施已批准的变更申请已批准的缺陷预防3确认的缺陷修复输出：1可交付成果2请求的变更3已实施的纠正措施已实施的预防措施已实施的变更已实施的缺陷修复4工作绩效信息5、监督控制项目工作：监督和控制项目的启动、计划、执行和收尾过程，以达到项目计划所定义的项目目标。
项目管理九大知识领域五个过程项目管理是在项目活动中运用知识、技能、工具和技术来实现项目要求。
那么你对项目管理了解多少呢?以下是由店铺整理关于项目管理九大知识领域五个过程的内容，希望大家喜欢!项目管理九大知识领域五个过程项目管理总体有五个过程：启动过程、计划过程、实施过程、执行过程、收尾过程等，包含了九大领域的知识：范围管理、时间管理、成本管理、质量管理、风险管理、人力资源管理、沟通管理、采购管理及系统管理的方法与工具。
作为项目经理要全面掌握这些九个核心领域的知识，并重点把握系统管理的观念，避免进入某个细节，注意在五个不同阶段的重点。
一、项目管理的三个约束条件任何项目都会在范围、时间及成本三个方面受到约束，这就是项目管理的三约束。
项目管理，就是以科学的方法和工具，在范围、时间、成本三者之间寻找到一个合适的平衡点，以便项目所有干系人都尽可能的满意。
项目是一次性的，旨在产生独特的产品或服务，但不能孤立地看待和运行项目。
这要求项目经理要用系统的观念来对待项目，认清项目在更大的环境中所处的位置，这样在考虑项目范围、时间及成本时，就会有更为适当的协调原则。
1.项目的范围约束项目的范围就是规定项目的任务是什么?作为项目经理，首先必须搞清楚项目的商业利润核心，明确把握项目发起人期望通过项目获得什么样的产品或服务。
对于项目的范围约束，容易忽视项目的商业目标，而偏向技术目标，导致项目最终结果与项目干系人期望值之间的差异。
因为项目的范围可能会随着项目的进展而发生变化，从而与时间和成本等约束条件之间产生冲突，因此面对项目的范围约束，主要是根据项目的商业利润核心做好项目范围的变更管理。
既要避免无原则的变更项目的范围，也要根据时间与成本的约束，在取得项目干系人的一致意见的情况下，合理的按程序变更项目的范围。
2.项目的时间约束项目的时间约束就是规定项目需要多长时间完成，项目的进度应该怎样安排，项目的活动在时间上的要求，各活动在时间安排上的先后顺序。
一、整体管理
更，控制对可交付物和组织过
三、进度管理
项目管理方法二、项目范围管理
绩效平衡偏假项
展情况进行控制，使得项目能
够按时完成
四、成本管理
成本变更控制系统
项目管理软件
预测技术
五、质量管理
七、沟通管理
流因直点列制茶亲树相矩优活过
六、人力资源管理
否符合相关质量标准，制定有效方案，以消除产生质量问题
的原因
管理计划需求：哪些人是项目干系人，他们对于项目的收益水平和影
响程度如何，谁需要什么样的
沟通技术沟通模型八、风险管理
九、采购管理
筛选系统
独立估算审核所有要约，选择供应商并。
