GLOSSARY OF PMBOK 4TH EDITION

Term in English Acceptance Criteria Term in Vietnamese Definition in Vietnamese Tiu ch nghim thu Nhng tiu ch, bao gm c cc yu cu v hiu sut v cc iu kin quan trng, cn phi c p ng trc khi cc kt qu ca d n c chp nhn. Quy trnh khng nh s sn sng, cng nh tip nhn i lm vi c cn thit hon thnh cc cng vic ca d n. Mt thnh phn cng vic c thc hin trong qu trnh d n. Nhng thuc tnh lin quan n mi hot ng, c th c a vo danh sch cc hot ng. Thuc tnh bao gm m hot ng, cc hot ng tin nhim, k nhim, dng quan h, v t (lead) v tr (lag), nhu cu ngun lc, thi hn, cc rng buc v gi thit. Mt hoc nhiu gi tr ch hoc s th hin c tnh cng vic hoc c th phn loi cc hot ng nhm sp xp, chn lc cc hot ng trong cc bo co. on ch hoc s ngn c gn cho mi hot ng nhm phn bit chng vi cc hot ng khc. Nhn dng ny thng duy nht trong mi s mng hot ng ca d n. Mt ti li u dng bng ca cc hot ng theo lch trnh bao gm m t hot ng, nhn dng, v m t phm vi mc chi tit cc th nh vin d n c th hiu c cn phi lm vi c g. Tng chi ph c dng v ghi l i khi thc hin mt hot ng hoc mt thnh phn ca WBS trong mt khong thi gian nht nh. Chi ph thc t i khi ch l cng lao ng trc tip, nhng cng c th bao gm c cc chi ph gin ti p. Ngi ta cn gi chi ph thc t l chi ph thc t cho cng vi c c thc hin (ACWP). Xem thm phn Qun l gi tr thu c v K thut v gi tr thu c. Xem phn Chi ph thc t (AC) L khong thi gian theo n v lch, t lc bt u hot ng cho n thi im tnh ton, nu hot ng vn tip din, hoc n lc kt thc, nu hot ng hon thnh. Quy trnh qun l cc mi quan h mua sm, gim st hiu sut thc hin cc hp ng cng nh tin hnh cc thay i, cc hot ng khc phc, nu cn. Mt k thut c l ng cc gi tr tham s nh phm vi, chi ph, ngn sch v thi l ng hoc s o nh kch c, trng l ng v phc tp, bng cch s dng cc hot ng tng t trong qu kh lm c s c l ng cng cc tham s, o ca mt hot ng trong tng lai.

Acquire Project Team Thu nhn i d n Activity Hot ng

Activity Attributes

Cc thuc tnh ca hot ng

Activity Code

M hot ng

Activity Identifier

Nhn dng ca hot ng Danh sch cc hot ng

Activity List

Actual Cost (AC)

Chi ph thc t (AC)

Actual Cost of Work Performed (ACWP) Actual Duration

Chi ph thc t cho cng vi c c thc hin (ACWP) Thi l ng thc t

Administer Procurements

Qun tr mua sm

Analogous Estimating c l ng tng t

Application Area

Lnh vc ng dng

Mt phn loi ca cc d n c chung cc thnh phn thit yu vi chng, nhng khng nht thit phi c, hay quan trng cho tt c mi d n. Lnh vc ng dng thng c xc nh hoc cho sn phm (nh cc cng ngh hay phng php sn xut ging nhau) hoc cho dng khch hng (nh khch hng ni b so vi bn ngoi, khch hng chnh ph so vi th ng mi) hoc ngnh cng nghip (nh dch v, sn xut -t, hng khng, CNTT.v.v.). Cc l nh vc hot ng c th c chng ln nhau. Mt yu cu thay i c x l qua quy trnh kim sot thay i hp nht v c ph chun.

Approved Change Request Arrow Diagramming Method (ADM) Assumptions

Yu cu thay i c ph chun

Phng php lp s Mt phng php lp s trong cc hot ng c th hin bng qua mi tn (ADM) cc mi tn. V d: CPM Gi nh

Gi nh l cc nhn t m, i vi cc mc ti u hoch nh, chng c cho l ng, c thc, hoc chc chn mc d khng c chng minh. Mt k thut nghin cu mc chnh xc ca cc gi nh v nhn din Assumptions Analysis Phn tch cc gi nh cc ri ro cho d n t s thiu chnh xc, vng chc hay y ca cc gi nh . Thm quyn Quyn s dng ngun lc, kinh ph, ra quyt nh hoc ph chun. Cch tnh ngy bt u v kt thc mun ca nhng phn cn thiu trong cc hot ng d n, c xc nh bng cch i chiu ngc li trn s mng hot ng, t ngy kt thc. Xem thm phn Phn tch mng hot ng. L mt k hoch d n c ph chun, cng nhng thay i c ph chun. Dng y lm cn c so snh vi hiu sut thc t xem chnh lch c nm trong ngng chp nhn c khng. Thng thng ta so snh vi ng cn c hin ti, nhng i khi v i ng cn c gc, hoc ng khc. C cc ng cn c cho chi ph, lch trnh, k thut, o hiu sut. Cuc hp vi nhng nh cung cp tim nng trc khi h chun b v np h s d thu. Mt phng php c l ng cng vic. Cng vic c chia thnh cc phn nh, chi tit hn. Sau c l ng nhng th cn thit hon thnh cc phn nh cng vic ny, v cc c l ng c cng li cho thy tng s lng cn thit hon thnh cng vic. chnh xc ca c l ng t di ln ph thuc vo kch c v phc tp ca cc phn cng vic c chia nh cc mc d i. Mt k thut thu thp d liu v sng to c th dng nhn din ri ro, a ra tng hoc gii php bng cch dng i d n hoc cc chuyn gia trong lnh vc. Mt c l ng c ph chun cho d n, cho mt thnh phn ca WBS, ho c cho mt hot ng. Xem thm phn c l ng. Tng ngn sch dnh cho cc cng vic ca d n, ca mt thnh phn ca Cu trc chia nh cng vic (WBS) hay ca mt hot ng. Tng gi tr c hoch nh cho mt d n.

Authority

Backward Pass

i chiu ngc

Baseline

ng cn c

Bidders' Conference

Hi ngh thu

Bottom-up Estimating

c l ng t di ln

Brainstorming Budget

Tr tu tp th Ngn sch

Budget at Completion Ngn sch lc kt (BAC) thc (BAC) Budgeted Cost of Work Performed (BCWP) Budgeted Cost of Work Scheduled (BCWS). Chi ph theo ngn sch cho cng vic c thc hin (BCWP) Chi ph theo ngn sch cho cng vic c hoch nh (BCWS)

Xem phn Gi tr thu c (EV)

Xem phn Gi tr thu c (EV)

Buffer. Business Case Business Plan

D tr (Buffer) Phng n kinh doanh K hoch kinh doanh

Xem phn D phng. M t v nh gi mt d n mi trong mt t chc theo quan im kinh t doanh nghip. M t mt d n kinh doanh mi vi mc ti u thuyt phc cc nh u t v n v li ch kinh t ca n. D n kinh doanh a n vic hnh thnh mt n v kinh doanh mi. Quy trnh nghip v l mt dng cng vic t c mt mc tiu nghip v. Cc v d ti u biu l nhng quy trnh v bn sn phm hay dch v. Ngi mua sn phm, dch v hay cc kt qu ca mt t chc. n v thi gian nh nht c dng trong lch trnh ca d n. n v theo lch thng c dng l gi, ngy hoc tun, nhng cng c th l qu, thng, ca kp, thm ch l pht. Xc nh, vn bn ha, ph chun hoc bc b, v kim sot nhng thay i i vi cc ng cn c ca d n. Mt ban c thnh lp t mt s bn hu quan (stakeholder) c trch nhim kim tra, nh gi, ph chun, tr hon hay bc b cc thay i i vi d n, vi mi quyt nh, nhn xt u c ghi li. Xem phn Kim sot thay i hp nht Mt tp hp cc th tc chnh thc xc nh cch thc m cc kt qu cng nh h s ca d n s c kim sot, thay i v ph chun. Trong hu ht lnh vc ng dng, h thng kim sot thay i l mt b phn ca h thng qun l cu hnh. Yu cu m rng hay thu hp phm vi d n, sa i chnh sch, quy trnh, k hoch hoc th tc, iu chnh chi ph hoc ngn sch, hoc iu chnh lch trnh. Mt ngh, yu cu, hoc i hi v quyn ca ngi bn vi ng i mua hay ngc li, v vic xem xt, n b hoc tr tin theo cc iu khon ca hp ng, v d nh cho mt thay i gy tranh ci. Th tr ng, t chc hoc c nhn m d n pht trin kt qu cho h. Quy trnh hon tt mi vic mua sm ca d n. Quy trnh kt thc mi hot ng trong mi nhm quy trnh qun l d n chnh thc hon tt mt d n hoc mt giai on d n. Cc quy trnh c thc hin kt thc mi hot ng trong mi nhm quy trnh qun l d n chnh thc hon tt mt d n hoc mt giai on d n. Mt h thng s c dng nhn dng mi thnh phn ca Cu trc chia nh cng vic (WBS) Quy trnh xc nh v vn bn ha nhu cu ca cc bn hu quan (stakeholder) p ng cc mc tiu ca d n.

Business Process Buyer. Calendar Unit Change Control Change Control Board (CCB) Change Control Process Change Control System

Quy trnh nghip v Ngi mua n v theo lch Kim sot thay i Ban kim sot thay i (CCB) Quy trnh kim sot thay i H thng kim sot thay i

Change Request

Yu cu thay i

Claim Client Close Procurements Close Project or Phase Closing Processes

Khiu ni Khch hng Kt thc mua sm Kt thc d n hoc giai on d n Quy trnh kt thc

Code of Accounts

M k khai

Collect Requirements Thu thp yu cu Co-location

Mt chin lc sp xp v tr ca t chc sao cho cc thnh vin d n Tp trung vo mt ch c ngi gn nhau tng cng giao tip, quan h cng vic v hiu qu. Mt ci ngun ca cc chnh lch nm trong h thng v c th d on c. Trn biu kim sot, n xut hin nh mt phn ca dao ng quy trnh ngu nhin (v.d. dao ng t mt quy trnh c th coi l Nguyn nhn ph bin bnh thng hay bt thng), v th hin di cc im ngu nhin trong gii hn kim sot. Cn c gi l nguyn nhn Ngu nhin. Khc v i nguyn nhn c bit.

Common Cause

Communications Management Plan Conduct Procurements Configuration Management

Ti li u m t: cc nhu cu v k v ng v giao tip trong d n; thng tin s c phn pht nh th no, di hnh thc no; khi no, ni no K hoch qun l giao vi c giao tip xy ra v ai chu trch nhim cung cp mi dng thng tin. tip K hoch qun l giao tip l mt phn ni dung, hoc l mt k hoch thnh phn ca bn k hoch qun l d n. Thc hin mua sm Quy trnh nhn cc h s d thu, chn bn bn v giao hp ng. Quy trnh xc nh v nh ngha cc hng mc (ti li u, m hoc d liu chng trnh) trong mt h thng, kim sot cc thay i trong sut vng i ca chng, ghi li v bo co tnh trng mi hng mc cng nh cc yu cu thay i, v xc nhn tnh trn vn v chnh xc ca chng (nh ngha IEEE Std-729-1983). Mt h thng con ca h thng qun l d n chung. l tp hp cc th tc chnh thc dng p dng cc hng dn v k thut, qun tr v gim st nh m: xc nh v vn bn ha cc chc nng v c tnh ca mt sn phm, kt qu, dch v hoc mt thnh phn; kim sot mi thay i vo cc c tnh ; ghi li v bo co mi thay i cng nh hin trng trin khai thay i; h tr v kim tra cc sn phm, kt qu, hoc thnh phn thm nh vic tun th vi cc y u cu. N bao gm h s, cc h thng theo di, v cc m c ph chun cn thit cho vi c y quyn v kim sot cc thay i. Trng thi, cht lng, hoc cm gic hn ch i vi mt xu h ng hot ng/khng hot ng. Vic p dng hn ch, t pha ni b hay bn ngoi, n mt d n lm nh hng n hiu sut ca d n, hoc ca mt quy trnh. V d, hn ch v lch trnh l bt k m t gii hn no tc ng n vic lp lch trnh cho cc hot ng, thng thng di hnh thc thi hn bt buc. Xem D phng Xem D phng K hoch c xy dng nh mt bin php i ph vi cc ri ro c chp nhn tin hnh khi ri ro xy ra Khon ngn sch hoc thi gian nm ngoi c l ng lm gi m nguy c ph tri i vi mc ti u n mt mc m t chc chp nhn c. L tha thun c tnh rng buc bn bn phi cung cp sn phm, hoc dch v, hoc kt qu c ch r, v bu c bn mua phi tr tin cho nhng ci . Qun l mi quan h vi nh cung cp. Hon tt v quyt ton hp ng, bao gm c gii php cho cc hng mc ang cn ng. Mt im kim sot ca lnh o ni m ph m vi, ngn sch (cc k hoch ngun lc), chi ph thc t v lch trnh c hp nht so snh v i mt gi tr thu c nhm o hiu sut. Xem thm phn Gi cng vi c. Mt biu th hin cc d liu theo thi gian trong cc gii hn kim sot c lp tr c, v c mt ng trung tm gip pht hin xu hng ca cc gi tr dch chuyn v pha cc gii hn. So snh hiu sut thc t vi hiu sut hoch nh, phn tch cc chnh lch, nh gi cc xu th nh hng n nhng ci thin quy trnh, nh gi cc phng n thay th c th, v khuyn co hnh ng khc phc ph hp nu cn.

Qun l cu hnh

Configuration H thng qun l cu Management System hnh

Constraint

Hn ch

Contingency Contingency Allowance Contingency Plan

Pht sinh Tr cp d phng K hoch d phng pht sinh

Contingency Reserve D phng pht sinh

Contract Contract Administration Contract Closure

Hp ng Qun l hp ng Kt thc hp ng

Control Account

im kim sot

Control Chart

Biu kim sot

Control.

Kim sot

Corrective Action Cost Budgeting Cost Control Cost Estimating

Hnh ng khc phc

Hng dn bng vn bn cho vic thc hin cng vic d n a hiu sut trong tng lai tr v qu o theo k hoch qun l d n.

Lp ngn sch chi ph Phn b cc c l ng chi ph cho cc hot ng ring l. Kim sot chi ph c l ng chi ph Quy trnh gim st tnh tr ng ca d n cp nht ngn sch d n cng nh qun l cc thay i i vi ng cn c chi ph. Xy dng mt c l ng v chi ph ca cc ngun lc cn thit hon thnh cc hot ng d n. Ti li u a ra cc nh dng, thit lp cc hot ng v tiu ch hoch nh, cu trc cng nh kim sot cc chi ph ca d n. K hoch qun l chi ph nm trong, hoc l mt k hoch thnh phn ca bn k hoch qun l d n. Mt phng php xc nh chi ph m bo cht lng. Cc chi ph ngn nga v nh gi (chi ph tun th) bao gm chi ph hoch nh cht lng, kim sot cht l ng (QC) v m bo cht lng nhm m bo vic tun th cc yu cu (nh o to, h thng QC v.v...). Chi ph h hng (chi ph khng-tun th) bao gm chi ph lm l i cc sn phm, cc thnh phn b hng, cc quy trnh khng tun th, chi ph bo hnh cng vic v chi ph cho vi c lng ph hay lm m t thng hiu. Mt phin bn c bit ca ngn sch chia theo thi gian dng so snh chi ph thc t vi chi ph k hoch nhm xc nh c cn tin hnh cc hot ng khc phc t c cc mc tiu ca d n. Mt php o hiu sut chi ph ca d n, l t s ca Gi tr thu c (EV) trn chi ph thc t. CPI = EV/AC. Mt php o hiu sut chi ph ca d n, l hiu s ca Gi tr thu c (EV) v chi ph th c t. CV = EV - AC

Cost Management Plan

K hoch qun l chi ph

Cost of Quality

Chi ph ca cht lng

Cost Performance Baseline Cost Performance Index (CPI) Cost Variance

ng cn c hiu sut chi ph Ch s hiu sut (CPI) Chnh lch chi ph

Hp ng dng Chi Mt dng hp ng bi hon chi ph khi ngi mua bi hon chi ph cho Cost-Plus-Fixed-Fee ph cng khon ph c ngi bn (nhng khon c xc nh trong hp ng) cng thm m t (CPFF) Contract khon ph c nh cho li nhun. nh (CPIF) Cost-Plus-IncentiveFee (CPIF) Contract Hp ng dng Chi ph cng khon thng (CPIF) Mt dng hp ng ngi mua tr ng i bn cc chi ph thc t, cng mt khon thng cho li nhun. Cc hp ng bi hon chi ph thng bao gm mt khon thng t ngi mua khi ng i bn t hoc v t cc mc tiu ca d n, v d v tin thi gian hay tng chi ph. Mt dng hp ng ngi mua tr ng i bn cc chi ph thc t, cng mt khon thng cho li nhun. Cc hp ng bi hon chi ph thng bao gm mt khon thng t ngi mua khi ngi bn t hoc v t cc mc tiu ca d n, v d v tin thi gian hay tng chi ph. Mt k thut phn tch mng hot ng c tnh di thi gian ca d n bng cch phn tch cc chui hot ng c t khong linh hot nht (t co gin - slack) nht. Mt k thut nn di thi gian d n c bit bng cc hnh ng gim thi l ng, sau khi phn tch mt lot phng n sao cho nn c thi l ng ti u v i chi ph ti thiu. Ph ng php tiu biu l tin hnh cc hot ng song song v b sung ngi lm vi c. Xem thm phn Di chuyn nhanh v Nn lch trnh. Quy trnh chia cc kt qu chuyn giao v cng vi c d n thnh nhng phn nh hn v d qun l hn. Cc tiu chun, quy tc, hoc kim th (test) lm c s cho mt nhn nh hoc quyt nh, hoc lm c s nh gi mt sn phm, dch v , kt qu hoc quy trnh.

Cost-Reimbursable Contract

Hp ng dng bi hon chi ph

CPM

CPM

Crashing

Cp tp

Create WBS (Work Cu trc chia nh Breakdown Structure) cng vi c (WBS) Criteria Tiu ch

Critical Activity

Hot ng gng (critical activity) Phng php chui gng (critical chain) ng gng (critical path)

Mt hot ng trn ng gng (critical path). Thng thng c xc nh bng phng php tm ng gng. Mc d mt s hot ng vn l "gng", theo ngha ca t in, d khng nm trn ng gng, nhng cch hiu ny him khi dng trong ng cnh d n. Mt k thut phn tch mng hot ng nhm iu chnh lch trnh d n trong trng hp ngun lc b hn ch. Thng thng, nhng khng phi lun lun, l chui cc hot ng xc nh di thi gian ca d n. l ng di nht chy sut d n. Xem thm phn Phng php tm ng gng. Mt phng php phn tch mng hot ng nhm xc nh linh hot ca lch trnh trn nhiu mng l-gic trong mng hot ng ca d n, v xc nh di thi gian ti thiu ca d n. Bt u sm v kt thc sm ca hot ng c tnh theo cch i xui, bt u t mt thi im bt u nht nh. Bt u mun v kt thc mun ca hot ng c tnh theo cch i ngc, bt u t mt thi im kt thc nht nh. Xem thm phn ng gng. Ngy m h thng bo co ca d n cung cp d liu thc t v hin trng cng nh kt qu t c. R nhnh quyt nh l s m t mt quyt nh d i s cn nhc la chn t mt s cc phng n khc nhau. N bao gm cc kh nng, cng chi ph hoc li ch nhn c ca mi chui l-gic ca cc s kin, hoc quyt nh trong tng lai, v dng vi c phn tch gi tr tin t k v ng gip cho t chc xc nh nhng gi tr tng i ca cc phng n hnh ng. Xem thm phn Phn tch gi tr tin t. Mt k thut hoch nh dng chia phm vi v cc kt qu ca d n thnh nhng phn nh hn, d qun l hn, ch dng li khi xc nh c mi cng vic, kt qu ca phm vi d n mc chi tit h tr vic thc hin, gim st v kim sot cng vic. Khim khuyt hoc thiu st trong mt thnh phn ca d n, khng p ng ng yu cu hoc m t k thut, do vy cn phi sa cha hoc thay th. Mt ti li u chnh thc nhn din khim khuyt trong mt thnh phn ca d n vi xut hoc l sa cha khim khuyt ny, hoc thay th hon ton thnh phn . Quy trnh xc nh cc hot ng ring bit cn thc hin lm ra cc kt qu ca d n. Quy trnh pht trin mt m t chi tit d n v sn phm. Mt sn phm, kt qu hay kh nng thc hin dch v c tnh duy nht, kim tra c, m cn phi lm ra hon thnh mt quy trnh, m t giai on hoc c d n. Thng c dng theo ngha hp hn l cc kt qu giao cho bn ngoi, cn c s ph chun ca ngi bo tr d n hay ca khch hng. Xem thm phn Kt qu Mt k thut thu thp thng tin nhm t c s nht tr ca cc chuyn gia trong ngnh. Cc chuyn gia y u n danh. Mt ngi ch xng s dng bng hi p thu thp tng v cc im quan trng lin quan n ch . Cc kin tr li c tp hp v gi tr li cc chuyn gia ly nhn xt. Sau vi vng nh v y c th nhn c mt s nht tr c bn v ch . K thut Delphi gip lm gi m chnh lch d liu v khng mt vi c nhn c nh hng qu mc n kt qu. Xem phn Quan h l-gic.

Critical Chain Method Critical Path

Critical Path Methodology (CPM)

Phng php tm ng gng (CPM)

Data Date (DD)

Ngy cp d liu

Decision Tree Analysis

Phn tch r nhnh quyt nh

Decomposition

Phn r

Defect

Khim khuyt Sa cha khim khuyt Xc nh cc hot ng Xc nh phm vi

Defect Repair Define Activities Define Scope

Deliverable

Kt qu chuyn giao

Delphi Technique

K thut Delphi

Dependency

S ph thuc

Determine Budget Develop Human Resource Plan Develop Project Charter Develop Project Management Plan Develop Project Team Develop Schedule Direct and Manage Project Execution

Xc nh ngn sch Pht trin k hoch ngun nhn s Xy dng Bn cng b d n Pht trin k hoch qun l d n Pht trin i d n

Quy trnh tp hp cc c l ng chi ph ca nhng hot ng ring l, hoc ca cc gi cng vic xy dng mt ng cn c chi ph c ph chun. Quy trnh nhn din v vn bn ha cc vai tr, trch nhim, cc k nng cn c, cc quan h bo co trong d n v xy dng mt k hoch qun l nhn s. Quy trnh pht trin mt ti li u chnh thc ha vic y quyn mt d n hoc mt giai on d n, cng nh vn b n ha cc yu cu ban u cho thy nhu cu v k v ng ca cc bn hu quan. Quy trnh v n bn ha cc hot ng cn thit xc nh, chun b, kt hp v iu phi mi k hoch thnh phn ca d n. Quy trnh ci thin nng lc, quan h trong i d n, v mi trng lm vi c ni chung nng cao hiu sut ca d n.

Pht trin lch trnh d Quy trnh phn tch cc chui hot ng, khong thi gian, yu cu nhn n lc v cc hn ch xy dng ln lch trnh (schedule) ca d n. Lnh o v qun l vi c thc hin d n Quy trnh thc hin cng vic c xc nh trong bn k hoch qun l d n nhm t c cc mc tiu ca d n. Quy trnh phn pht thng tin cho nhng bn hu quan ca d n theo nh k hoch. Tng s thi gian lm vi c (khng k ngy ngh/l hoc cc ngy khng lm vi c khc) cn thit hon thnh mt hot ng, hay mt thnh phn ca Cu trc chia nh cng vic (WBS). Thng th ng c th hin di dng ngy cng hay tun cng. Thnh thong b nhm vi tng thi gian tri qua. Ngc vi Sc lc. Trong phng php ng gng, y l thi im sm nht m mt hot ng (hoc d n) cha hon thnh c th c kt thc, cn c vo l-gic m ng, ngy cp d liu hoc cc cc hn ch. Ngy kt thc sm c th thay i theo tin d n, theo cc thay i trong k hoch qun l d n. Trong phng php ng gng, y l thi im sm nht m mt hot ng (hoc d n) cha hon thnh c th c bt u cn c vo l-gic m ng, ngy cp d liu hoc cc cc hn ch. Ngy bt u sm c th thay i theo tin d n, theo cc thay i trong k hoch qun l d n. Gi tr ca cng vic c thc hin th hin di dng ngn sch dnh cho cng vi c, hoc thnh phn . Tham kho thm Chi ph theo k hoch cho cng vic c thc hin (BCWP), Mt phng php qun l hp nht phm vi, lch tr nh, ngun lc v o hiu sut, tin ca d n mt cch khch quan. Hiu sut c o bng cch xc nh gi tr ca cng vic c thc hin (gi tr thu c) v so snh vi chi ph thc t ca cng vic c thc hin (gi tr thc t). Mt k thut ring bit o hiu sut cng vic v dng thit lp ng cn c o hiu sut (PMB). S lng n v lao ng cn thit hon thnh mt hot ng hoc mt thnh phn ca WBS. Th ng c th hin di dng gi cng, tun cng ca nhn vin. Ngc vi Khong thi gian. Bt k nhn t mi tr ng ni b hay bn ngoi no lin quan hoc nh hng n thnh cng ca d n. Nhng nhn t ny bao gm vn ha v c u trc ca t chc, cc ngun lc hin c, cc c s d liu thng mi, cc iu kin th tr ng v phn mm qun tr d n.

Distribute Information Phn pht thng tin

Duration (DU)

Khong thi gian

Early Finish Date (EF)

Ngy kt thc sm (EF)

Early Start Date (ES)

Ngy bt u sm (ES)

Earned Value (EV)

Gi tr thu c (EV)

Earned Value Management (EVM) Earned Value Technique (EVT) Effort

Qun l gi tr thu c (EVM)

K thut gi tr thu c (EVT) Sc lc

Enterprise Environmental Factors

Nhn t mi tr ng doanh nghip

ERP (Enterprise Resource Planning)

H thng qun l kinh doanh hp nht (bao gm mi kha cnh v cc Hoch nh ngun lc phng php in ton cn thit hoch nh v qun l hiu qu mt doanh nghip (ERP) doanh nghip). Mt nh gi nh lng ca mt tng s hay mt kt qu. Thng c p dng cho chi ph, ngun lc, sc lc, khong thi gian ca d n cng vi mt tnh t b ngha (nh c l ng s b, c l ng kh thi, c l ng st .v.v.). N cng th ng c ch dn chnh xc (nh +/- x%). Xem thm ph n Ngn sch v chi ph.

Estimate

c l ng

Estimate Activity Durations Estimate Activity Resources Estimate at Completion (EAC)

c l ng thi l ng Quy trnh a ra mc xp x v thi gian cn thit ho n thnh cc cho hot ng hot ng vi cc ngun lc c tnh. c l ng ngun lc Quy trnh c l ng dng v s lng nguyn v t liu, nhn lc, thit cho hot ng b hoc ph tng cn thit thc hin mt hot ng. Tng chi ph k v ng cho mt hot ng, mt thnh phn ca WBS, hoc ca d n vo thi im phm vi cng vic c hon thnh. EAC c th c tnh ton trn c s hiu sut n thi im , hoc do i d n c l ng da trn cc nhn t khc, thng coi l c l ng c iu chnh gn nht. Xem thm phn K thut gi tr thu c v c l ng ti khi kt thc. Quy trnh xy dng mt xp x cho ngun tin t cn thit hon thnh cc hot ng d n. Tng chi ph k v ng cho mt hot ng, mt thnh phn ca WBS, hoc ca d n cho n khi phm vi cng vic c hon thnh. Xem thm phn K thut gi tr thu c v c l ng vo lc kt thc. Khong chnh xc ca c l ng (bin li). Vic nh gi nh lng mt kt qu - thng cho chi ph v ngun lc ca d n. Ty vo m c chnh xc m ta gi l c l ng th, c l ng ngn sch, c l ng st. Cung cp c s cho vic nh gi v cho im thu hay xut d n. Lnh o, qun l, thc hin v hon tt cng vic d n, cung cp cc kt qu v thng tin v hiu sut lm vi c. Cc quy trnh thc hin v hon tt cng vic c xc nh trong k hoch qun l d n t c cc mc tiu ca d n. Mt k thut thng k dng tnh ton gi tr trung bnh ca kt qu khi m tng lai bao g m cc tnh hung c th xy ra hoc khng xy ra. Thng hay c dng nht trong phn tch r nhnh quyt nh.

c l ng vo lc kt thc (EAC)

Estimate Costs

c l ng chi ph

Estimate to Complete c l ng n khi (ETC) kt thc (ETC) Estimating Margin Estimation Evaluation Criteria Execute c l ng bin S c l ng Tiu ch nh gi Thc hin

Executing Processes Quy trnh thc hin Expected Monetary Value (EMV) Gi tr tin t k v ng (EMV)

Expert Judgement

Failure Costs Fallback Plan

Nhn nh c a ra da trn kin thc chuyn su v lnh vc ng dng, lnh vc kin thc, chuyn ngnh .v.v. i vi hot ng ang Nhn nh ca chuyn c thc hin. Nhng kin thc chuyn su c th do mt c nhn gia hay mt nhm chuyn v gio dc, kin thc, k nng, kinh nghim hay o to cung cp. Chi ph ca khim Chi ph sinh ra t vic khng tun th cc yu cu cht lng (v.d. phi khuyt lm l i). K hoch phng K hoch c lm ra nh m t bin php phng trong trng hp mt bin php i ph ri ro hoc mt k hoch b sung khng mang li kt qu mong mun. Mt k thut nn thi gian d n c bit lm thay i mng hot ng chng ln mt s giai on m thng thng tin hnh ln lt, v d giai on thit k vi xy dng, hoc tin hnh song song cc hot ng. Xem thm phn Cp tp v Nn lch trnh. Thi im kt thc mt hot ng, th ng i cng v i cc tnh t b ngha nh: ngy kt thc thc t, ngy kt thc theo k hoch, ngy kt thc sm/mun.v.v.

Fast Tracking

Di chuyn nhanh

Finish Date

Ngy kt thc

Finish-to-Finish (FF)

Kt thc-ti-kt thc (FF) Kt thc-ti-bt u (FS)

Mt quan h l-gic trong mt hot ng khng th c kt thc trc khi hot ng tin nhim ca n kt thc. Xem thm phn Quan h l-gic. Mt quan h l-gic trong vic bt u mt hot ng ph thuc vo s kt thc ca hot ng tin nhim ca n. Xem thm phn Quan h l-gic.

Finish-to-Start (FS) Firm-Fixed-Price (FFP) Contract Fishbone Diagram

Mt dng hp ng c gi c nh m ngi mua tr cho ng i bn mt Hp ng c gi hon s tin nht nh (ghi trong hp ng) bt lun chi ph ca ngi bn ton c nh (FFP) cho cng vi c l bao nhiu. S hnh xng c Mt s nguyn nhn-hu qu. S ny xc nh nhng nguyn nhn c th ca mt vn cht l ng. Mt dng hp ng m ngi mua tr cho ng i bn mt s tin nht nh (ghi trong hp ng), ngoi ra ngi bn cn c nhn thm m t khon thng nu nh t c mt s tiu ch hiu sut nh trc. Mt bng kp tp giy trnh by thng tin. Giy c th lt qua pha u bng xem tip trang sau. Th hin di dng s ca cc quy trnh. Th hin di dng s cc u vo, x l, u ra ca mt hoc nhiu quy trnh trong mt h thng. Mt th tc phn tch m mi s c tim tng ca mi thnh phn ca sn phm c phn tch xc nh nh hng ln tin cy, chc nng ca thnh phn, cng nh s c ring l hay kt hp gia cc thnh phn s nh hng ln tin cy ca sn phm v h thng ra sao. Hoc kho st mt sn phm ( mc h thng hoc thp hn) mi cch m mt khim khuyt c th gy ra. Vi mi s c tim t ng, ngi ta c l ng nh hng ln ton h thng cng nh tc ng ca n. Ngoi ra, ngi ta cng xem xt l n k hoch cho cc hot ng gim thiu xc sut xy ra s c v tc ng ca n. Mt c l ng hoc d bo ca cc iu kin v s kin trong tng lai c a d n trn c s cc thng tin v kin thc c ti thi im d bo. Thng tin c da vo hiu sut qu kh ca d n v hiu sut k v ng ca tng lai, v bao g m thng tin tc ng n d n trong tng lai, v d c l ng ti lc kt thc v c l ng cho n khi kt thc. Tnh ton ngy bt u sm, ngy kt thc sm ca cc thnh phn ang tin hnh ca mng hot ng. Xem thm phn Phn tch mng hot ng v i chiu ngc.

Hp ng c gi c Fixed-Price-Incentivenh cng mt khon Fee (FPIF) Contract thng (FPIF) Flip chart Flow Diagram Flowcharting Bng giy lt Lu Lp lu

FMEA

FMEA

Forecasts

D bo

Forward Pass

i chiu xui

Free Float (FF)

Lng thi gian v mt hot ng c th b chm m khng nh hng th ni t do (free n ngy bt u sm ca bt k m t hot ng tip ngay sau no. Xem float - FF) thm phn Tng thi gian th ni. Ngi c thm quyn lnh o mt b phn ca t chc. Trng bt k Trng b phn chc mt nhm no m c nhim v lm ra sn phm hay thc hin dch v. nng i khi gi l ngi qun l trc tip. Mt t chc phn cp m mi nhn vin c mt cp trn trc tip, v h T chc chc nng c a vo cc nhm chuyn bit vi mt ng i lnh o c chuyn su trong lnh vc . Th hin di dng biu ca cc thng tin lin quan n lch trnh. Trong biu tiu biu, cc hot ng d n hoc cc thnh phn ca WBS c lit k pha bn tri, ngy thng hin pha trn v di thi gian ca cc hot ng th hin di dng cc ct nm ngang. Mt phn loi hoc cp bc phn bit cc sn phm c cng chc nng s dng (nh "ci ba"), nhng khng cng cht lng (nh cc loi ba khc nhau c mc chu lc khc nhau)

Functional Manager Functional Organization

Gantt Diagram

Biu Gantt

Grade

Cp

Historical Information Thng tin lch s Human Resource Estimate Human Resource Plan Identify Risks c l ng ngun nhn lc

Cc ti li u hay d liu ca cc d n trc y bao gm cc tp, cc bn ghi, trao i, cc hp ng hon thnh v cc d n hon thnh. c l ng s ngi cn hon thnh mt hot ng, mt d n .v.v.

Mt ti li u m t cc vai tr v trch nhi m, cc quan h bo co, v K hoch ngun nhn vi c qun l nhng nhn s c phn cng v b tr vo d n. Ti li u ny l m t phn ni dung, hoc l mt k hoch thnh phn ca bn k l c hoch d n. Nhn din ri ro Quy trnh xc nh nhng ri ro c th nh hng n d n v ghi li cc c im ca chng. Quy trnh xc nh mi c nhn hay t chc chu tc ng ca d n, v vn bn ha cc thng tin ph hp lin quan n mi quan tm, s lin quan v nh hng ca h n d n. Ngy bt buc i vi mt hot ng d n hoc mt ct mc, th ng th hin di dng "khng c bt u sm hn", hoc "khng c kt thc mun hn". Th hin di dng s cc tnh hung cho thy cc nh hng c nguyn nhn, th t thi gian ca cc s kin, v nhng mi quan h khc gia cc bin s v cc kt qu. Cc quy trnh c thc hin nh ngha mt d n mi hay mt giai on mi ca d n hin c bng cch nhn s y quyn tin hnh d n hay giai on d n . Mi iu, d t ni b hay bn ngoi, cn c cho mt quy trnh trc khi quy trnh c thc hin. c th l u ra ca mt quy trnh tin nhim. Kim tra v o c xc nhn mt hot ng, thnh phn, sn phm, kt qu hoc mt dch v c tun th cc yu cu c a ra khng.

Nhn din cc bn Identify Stakeholders hu quan (stakeholder) Imposed Date Ngy bt buc

Influence Diagram

S nh hng

Initiating Processes

Quy trnh khi u

Input

u vo

Inspection Invitation for Bid (IFB) (Request for Proposal + request for quotation ) IPMA Competence Baseline Issue Kaizen

Kim tra

Mi thu (yu cu Thng thng thut ng ny tng ng v i yu cu a xut. a xut + yu cu Tuy nhin, trong mt vi l nh vc ng dng, n c th c ngha hp hn bo gi) (IFB) hoc c th hn. ng cn c v nng lc IPMA Vn Kaizen ng cn c nng lc IPMA do IPMA (Hip hi qun l d n quc t) vi t ra. C th t mua IMPA, PO Box 30, Monmouth NP5 4YZ, UK. Mt im hoc mt vic b t cu hi, ang tranh lun, hoc mt im hay mt vic ch a c gii quyt, ang tranh lun, c cc quan im tri ngc hay bt ng v chng. Nguyn l v ci thin lin tc theo tng bc nh. iu chnh ca mt quan h l-gic dn n chm tr ca hot ng k nhim. V d, quan h kt thc-ti-bt u vi tr 10 ngy c ngha l hot ng k nhim ch c bt u sau thi gian 10 ngy k t lc hot ng tin nhim c kt thc. Xem thm phn vt sm. Trong phng php dng ng gng, y l thi im mun nht c th m mt hot ng c kt thc, trn c s l-gic mng, thi im kt thc ca d n cng nh cc hn ch khc, m khng lm nh hng n rng buc lch trnh ca d n, hoc lm chm ngy kt thc ca d n. Ngy kt thc mun c xc nh qua cch tnh ton theo chiu ngc trn s mng hot ng.

Lag

tr

Late Finish Date (LF)

Ngy kt thc mun (LF)

Late Start Date (LS)

Ngy bt u mun (LS)

Trong phng php dng ng gng, y l thi im mun nht c th m mt hot ng c bt u, trn c s l-gic mng, thi im kt thc ca d n cng nh cc hn ch khc, m khng lm nh hng n rng buc lch trnh ca d n, hoc lm chm ngy kt thc ca d n. Ngy bt u mun c xc nh qua cch tnh ton theo chiu ngc trn s mng hot ng. iu chnh ca mt quan h l-gic dn n vic tng tc ca hot ng k nhim. V d, quan h kt thc-ti-bt u vi v t sm 10 ngy c ngha l hot ng k nhim c th bt u sm hn 10 ngy trc khi hot ng tin nhim c kt thc. Xem thm phn tr. Cc bi hc c rt ra trong qu trnh thc hin d n. Bi hc c th c rt ra ti bt k thi im no. y c coi nh mt ti li u ca d n v c a vo trong c s d liu tri thc ca cc bi hc kinh nghim.

Lead

v t sm

Lessons Learned Lessons Learned Knowledge Base Leveling Life Cycle Lmites de Control

Bi hc kinh nghim

C s d liu cc bi Ni lu gi thng tin v cc bi hc kinh nghim lin quan n cc quyt nh la chn, cng nh hiu sut ca cc d n trc y. hc kinh nghim Hp l ha Vng i Gii hn kim sot Xem phn Hp l ha nhn lc. Xem phn Vng i d n. Khu v c c khong cch 3 lch chun t ng trung tm, hay ng trung bnh ca mt phn phi d liu chun, th hin k v ng v dao ng ca d liu. Xem thm phn Gii hn ca chi tit k thut. Mt ti li u dng ghi li nhng m t nhng khon mc la chn c nhn din trong qu trnh thc hin mt quy trnh hay mt hot ng. Thng dng v i cc tnh t b ngha nh Ghi chp cc v n , Ghi chp kim sot cht lng, khim khuyt .v.v. Mt s ph thuc gia hai hot ng d n, hoc gia mt hot ng v mt ct mc. C 4 loi quan h l-gic: Kt thc-ti-bt u; Kt thc-tikt thc; Bt u-ti-bt u v Bt u-ti-kt thc. Xem thm phn Quan h th t. Quy trnh theo di hiu sut lm vi c ca cc thnh vin, cung cp phn hi, v qun l cc thay i ti u ha hiu sut d n. Quy trnh giao ti p v lm vi c vi cc bn hu quan (stakeholder) p ng nhu cu ca h cng nh gii quyt cc vn ny sinh. D phng thi gian hoc kinh ph do lnh o quyt nh (v khng giao cho d n) i ph vi tr ng hp cc ri ro khng lng trc xy ra. Qung b hng ti th tr ng, bao gm phn tch th trng, chnh sch sn phm v gi c, qung co, khuyn mi v phn phi. Lch trnh d n mc khi qut xc nh cc kt qu chnh, cc thnh phn ca WBS v cc ct mc c bn. Xem thm phn Lch trnh ct mc. Nhng th m mt t chc dng ti tin hnh cc cng vic, nh trang thit b, cng c, my mc, qun nhu .v.v. Mt cu trc t chc m trong trng d n chia s trch nhim vi cc trng b phn chc nng trong nhng u tin phn b cng nh lnh o cc ngun nhn lc tham gia vo d n. Mt h thng cc thc hnh, k thut, th tc v nguyn tc c nhng ngi lm trong m t lnh vc, ngnh s dng. Mt thi im hoc s kin quan trng trong d n. Lch trnh mc tng qut xc nh cc ct mc. Xem thm phn Lch trnh tng th.

Log

Bn ghi chp

Logical Relationship

Quan h l-gic

Manage Project Team

Qun l i d n

Manage Stakeholder Qun l k v ng cc Expectations bn hu quan Management Reserve Marketing Master Schedule Material Matrix Organization Methodology Milestone Milestone Schedule D phng qun l Tip th Lch trnh tng th Vt liu T chc ma trn Phng php lun Ct mc Lch trnh ct mc

Monitor Monitor and Control Project Work Monitoring and Controlling Processes

Gim st

Thu thp cc d liu v hiu sut lin quan n d n, o lng hiu sut v bo co, phn pht thng tin v hiu sut.

Gim st v ki m sot Quy trnh theo di, ki m tra, nh gi v iu chnh tin p ng cng vi c d n cc mc tiu hiu sut c xc nh trong bn k hoch d n. Nhng quy trnh bt buc theo di, ki m tra, nh gi v iu chnh Quy trnh gim st v tin , hiu sut ca d n, pht hin ni c n thit phi c cc thay i kim sot vo k hoch d n v tin hnh cc thay i ph hp.

Mt k thut tnh ton lp rt nhiu ln v chi ph v lch trnh d n vi cc gi tr u vo c chn ngu nhin t cc phn phi xc sut ca Monte Carlo Analysis Phn tch Monte-Carlo chi ph v kho ng thi gian c th, nhm tm ra phn phi ca chi ph cng nh ngy kt thc ca d n. Monte Carlo Simulation M phng MonteCarlo Mt quy trnh to ra hng trm ngn kt qu hiu sut c th trn c s cc phn phi xc sut ca chi ph cng nh lch trnh ca cc cng vic d n ring l. Kt qu s c dng to ra phn b xc sut ca ton b d n. Mt hot ng trong lch trnh c tng thi gian th ni (total float) thp. Khi nim gn-nh-gng c p dng cho c mt hot ng hay mt ng trn s mng. Cn di ca th ni tng c coi l gn-nh-gng do cc chuyn gia quyt nh, v c th thay i ty vo d n. Xem phn S mng hot ng Xem phn Phn tch mng hot ng ca lch trnh Tp hp nhng mi ph thuc ca cc hot ng hnh thnh nn s mng hot ng ca lch trnh. Bt k m t chui cc hot ng no c ni vi nhau bng cc quan h l-gic trong s mng hot ng ca lch trnh. Mt trong nhng im xc nh ca mng hot ng; mt im gp ca vi ho c tt c cc ng quan h khc.

Near-Critical Activity

Hot ng gn-nhgng

Network Network Analysis Network Logic Network Path Node

Mng hot ng Phn tch mng hot ng L-gic mng hot ng ng trong mng hot ng im nt

Non-critical Activity

Mt hot ng khng nm trn ng gng. Mi hot ng khng gng u c co gin. Do v y chm tr trn mt hot ng khng gng s Hot ng khng gng khng nh hng n di thi gian ca d n nu nh chm tr ny ngn hn co gin ca hot ng . Phn b chun Mc tiu Mt hm m t xc sut thng c dng ch ra mc phn b ca cc s kin ngu nhin xung quanh ng trung bnh ca n. Mt ci m cng vi c hng ti, mt chin l c, mt mc ti u hoc mt kt qu cn t c, mt sn phm cn lm ra hoc mt dch v cn thc hin. Mt iu kin hoc mt tnh hung thun li cho d n, mt tp hp cc hon cnh tch cc, mt tp hp tch cc cc s kin, mt ri ro m c tc ng tch cc ln cc mc tiu ca d n, hoc kh nng c cc thay i tch cc. Ngc li vi Nguy c .

Normal Distribution Objective

Opportunity Organizational Breakdown Structure (OBS) Organizational Process Assets

C h i

Cu trc chia nhm t Mt th hin s phn tng ca mt t chc c sp xp sao cho c chc (OBS) lin quan n cc gi cng vic do cc b phn ca t chc thc hin. Mi hoc mi ti sn lin quan n quy trnh, t mi hoc mi t chc tham gia vo d n v c th c dng tc ng vo thnh cng ca d n. Nhng ti sn quy trnh ny bao gm cc k hoch chnh thc, khng chnh thc, cc th tc v cc hng dn. Cc ti sn quy trnh cng bao gm c s d liu tri thc ca t chc nh cc bi hc kinh nghim v cc thng tin ca qu kh.

Ti sn quy trnh ca t chc

Output

u ra

Mt sn phm, kt qu, mt dch v do mt quy trnh sinh ra. C th l u vo ca hot ng k nhim. Mt k thut c l ng dng quan h thng k gia d liu qu kh v cc bin s khc (v.d. m2 trong xy dng, dng lnh trong pht trin phn mm) tnh ton v c l ng cc tham s ca hot ng, nh phm vi, chi ph, ngn sch v khong thi gian. Mt v d ca tham s chi ph l nhn s lng cng vic cn thc hin vi gi n v ca cng vi c ny trong d n trc y. Mt biu ct, sp xp theo tn sut xut hin, ch ra s kt qu sinh ra t mt nguyn nhn c xc nh. Ni cc ng song song trong s mng hot ng vo cng mt im nt. c trng cho hi t ng l mt hot ng c nhiu hot ng tin nhim. M rng hoc to ra cc ng song song trong s mng hot ng t cng mt im nt. c tr ng cho phn k ng l mt hot ng c nhiu hot ng k nhim.

Parametric Estimating

c l ng tham s

Pareto Chart Path Convergence

Biu Pareto Hi t ng

Path Divergence Percent complete Percent Complete (PC or PCT) Perform Integrated Change Control Perform Qualitative Risk Analysis Perform Quality Assurance (QA) Perform Quality Control (QC)

Phn k ng

Phn trm c hon Phn trm m mt hot ng c hon thnh so vi gi tr mc ti u. thnh Phn trm c hon Mt c l ng, th hin bng phn trm, ca phn cng vic c thnh (PC hoc PCT) hon thnh ca mt hot ng hoc mt thnh phn WBS. Thc hin kim sot thay i hp nht Thc hin phn tch nh tnh ri ro Thc hin m bo cht lng (QA) Thc hin kim sot cht lng Quy trnh xem xt m i yu cu thay i, ph chun thay i, v qun l thay i vo cc kt qu, cc ti sn quy trnh t chc, cc ti li u d n v b n k hoch d n. Quy trnh phn loi u tin cc ri ro cho cc phn tch, hot ng tip theo v k t hp xc sut xy ra vi tc ng ca chng. Quy trnh kim nh cc yu cu cht lng v cc kt qu t nhng s li u o c kim sot cht lng m bo vic s dng cc tiu chun cht lng v cc nh ngha chc nng ph hp. Quy trnh gim st v ghi l i kt qu ca vic thc hin cc hot ng cht lng nh gi hiu sut v xut cc thay i cn thit. Quy trnh phn tch s ha tc ng ca cc ri ro c nhn din ln cc mc tiu chung ca d n. Mt k hoch hp nht ca phm vi-lch trnh-chi ph ca cng vic d n c ph chun, lm cn c so snh v qun l hiu sut thc hin d n. N cng c th bao gm cc tham s v cht lng. Cc ti li u, bi trnh by cung cp tm tt v c h thng cc thng tin v hiu sut, cc tham s v gi tr thu c v cc tnh ton, cng nh cc phn tch v tnh trng v tin ca cng vic d n.

Perform Quantitative Thc hin phn tch RiskAnalysis nh lng ri ro Performance Measurement Baseline ng cn c o lng hiu sut

Performance Reports Bo co hiu sut Performance Review Performing Organization PERT ( Program Evaluation and Review Technique (PERT) ) Phase

Sot xt (review) hi u Xem xt tnh tr ng v hiu sut ca d n, v.d. trong mt cuc sot xt sut d n cng vi ban ch o. T chc m nhn vi c thc hin T chc c nhn s tham gia trc tip nht vo vi c thc hin cng vic d n.

K thut kim tra v Mt k thut nh gi p dng phng php trung bnh c trng s ca nh gi chng trnh cc c l ng lc quan, s ng, v bi quan, khi c nhn t bt nh vi (PERT) cc c l ng hot ng ring r. Giai on Xem Giai on d n Quy trnh xc nh nhu cu thng tin ca cc bn hu quan (stakeholder) v xc nh phng thc giao tip. Quy trnh v n bn ha cc quyt nh mua sm, ch ra cch thc tin hnh v xc nh nhng bn bn tim nng.

Plan Communications Lp k hoch giao tip Plan Procurements Lp k hoch mua sm

Plan Quality Plan Risk Management Plan Risk Responses

Lp k hoch cht lng Lp k hoch qun l ri ro

Quy trnh xc nh cc yu cu cht lng v/hoc cc tiu chun cho d n, cho sn phm v vn bn ha cch thc m d n s chng t vi c tun th. Quy trnh xc nh cch thc tin hnh cc hot ng qun l ri ro ca d n.

Lp k hoch i ph Quy trnh pht trin cc phng n v hot ng tng cng c hi, gim bt nguy c i vi cc mc ti u ca d n. v i ri ro Gi tr theo k hoch Ngn sch chnh thc c cp pht cho cng vic trong lch trnh ca mt hot ng, hoc mt thnh phn WBS. Xem thm phn Chi ph theo ngn sch ca mt cng vic c hoch nh. Mt thnh phn ca WBS nm d i im kim sot vi ni dung cng vi c c bit, nhng cn thiu cc hot ng chi tit. Xem thm phn im kim sot.

Planned Value (PV)

Planning Package

Gi hoch nh

Planning Processes

Cc quy trnh c thc hin thit lp phm vi d n, xc nh v Quy trnh l p k hoch tinh chnh cc mc tiu, v xc nh cc hot ng cn thit t c nhng mc tiu ny. "Kin thc chnh yu v qun l d n" (PMBOK GUIDE) l mt thut ng bao hm m t tng kin thc ca ngh qun l d n. Ni dung ny (www.pmi.org) bao gm cc kin thc c kim chng, cc thc hnh truyn thng c p dng rng ri, cng nh cc kin thc mang tnh i mi v tin ti n c p dng trong cc phm vi hp. Bn tp hp cc d n, chng trnh hay cc cng vi c khc c gp theo nhm c th qun l hiu qu cng vic nhm t c cc mc tiu kinh doanh. Cc d n hay chng trnh ca danh mc u t ny khng nht thit phi ph thuc hay lin quan trc tip vi nhau.

PMBOKGUIDE

PMBOK GUIDE

Portfolio

Danh mc u t

Vic qun l tp trung mt hoc nhiu danh mc u t, bao gm vic Qun l danh mc u xc nh, t th t u tin, y quyn, qun l v kim sot cc d n, cc chng trnh v cc cng vi c lin quan khc, t c cc mc t tiu kinh doanh chin lc. Mt dng hot ng chuyn mn hay qun l c bit ng gp vo vi c Practice Thc hnh thc hin mt quy trnh, c th s dng mt hoc nhiu k thut v cng c. Mt k thut lp s mng hot ng trong cc hot ng lch trnh Precedence Phng php lp s c th hin bng cc hp (hay nt). Cc hot ng c ni vi nhau Diagramming Method th t (PDM) bng mt hay nhiu quan h l-gic th hin th t m chng s c (PDM) thc hin. Portfolio Management Precedence Relationship Predecessor Predecessor Activity Pre-project Prevention and Appraisal Costs Preventive Action Probability Quan h th t Thut ng c dng trong phng php lp s th t ch mt quan h l-gic. Tuy nhin hin nay ngi ta dng rng ri ch cc quan h th t, quan h l-gic, v s ph thuc trong cc loi phng php lp s . Xem thm phn Quan h l-gic. Mt cng vic tin nhim cn phi c bt u hay kt thc trc khi cng vi c k nhim n c bt u hay kt thc. Mt hot ng lch trnh xc nh khi no th m t hot ng k nhim c bt u hay kt thc. Trong giai on ny, d n c hnh thnh (thng thng di dng mt xut d n) c th ra quyt nh lm/khng lm.

Tin nhim Hot ng tin nhim Tin d n

Chi ph ngn nga v Chi ph sinh ra t cc bin php m bo vic p ng cc yu cu cht nh gi lng ca d n, v.d. chi ph sot xt cht l ng. Mt hng dn bng vn bn thc hin mt hot ng lm gi m bt Hnh ng ngn nga xc sut xy ra cng nh mc tc ng lin quan n cc ri ro ca d n. Xc sut Mt php o chc chn xy ra ca mt s kin.

Probability and Impact Matrix Process Process Analysis Procurement Documents Procurement Management Plan Procurement Management (Project Procurement Management) Procurement Planning Product

Ma trn xc sut xy ra v tc ng Quy trnh Phn tch quy trnh

Mt phng php ph bin xc nh mt ri ro c coi l thp, trung bnh hay cao bng cch kt hp hai chiu ca ri ro: xc sut xy ra v tc ng ln cc mc tiu ca d n khi n xy ra. Mt dng cng vic trong u vo v u ra c xc nh cho mi bc vi cc m t v cch thc nhn c u ra t u vo. Mt phn ca vic m bo cht l ng vi mc ti u ci thin cht lng v hiu qu ca cc quy trnh. Cc ti li u dng trong cc hot ng thu v xut d n, bao gm th mi thu, th mi m phn, ngh cung cp thng tin, ngh cung cp gi, ngh gi xut ca bn mua v nh ng tr li ca bn bn.

H s thu

K hoch qun l mua Ti li u m t cch thc qun l cc quy trnh mua sm t vic xy dng sm h s thu cho n khi kt thc cc hp ng. Qun l mua sm Mt phn ca qun l d n bao gm cc quy trnh mua sm hng ha (Qun l mua sm cho v d ch v t nhng ngun cung cp bn ngoi. d n) Lp k hoch mua sm Sn phm Xc nh mua sm ci g, vo lc no v nh th no. Mt to tc c lm ra, lng ha c v c th l mt vt hon thin hay mt thnh phn. Cc t b sung vo sn phm l v t liu v hng ha. Ngc vi Kt qu chuyn giao. Xem thm phn Kt qu chuyn giao. Mt tp hp cc giai on sn phm, thng theo th t, khng chng ln vi tn gi v s lng c xc nh bi nhu cu sn xut v kim sot ca t chc. Thng thng giai on cui cng ca vng i sn phm l dng sn xut. Mt vng i d n thng nm trong mt hay nhiu vng i sn phm. Chu trch nhim tip th cho mt dng sn phm. Thc y th tr ng ca mt dng sn phm, bao gm phn tch th trng, chin lc sn phm v gi c, qung co, khuyn mi v phn phi. Cc tnh nng v chc nng c trng cho mt sn phm, dch v hoc kt qu. Mt m t bng vn bn phm vi ca sn phm. M t chi tit cch thc to ra mt kt qu (sn phm) d n. Cc quy trnh hng sn phm tiu biu c xc nh bi v ng i d n v cc lnh vc ng dng khc nhau. Mt nhm cc d n lin quan n nhau c qun l phi hp nhm t c li ch cng s kim sot m thng khng c c nu qun l ring r tng d n. Cc chng trnh c th bao gm cc yu t cng vi c bn ngoi phm vi ca tng d n ring l trong chng trnh. Vic qun l tp trung, phi hp mt chng trnh t c cc mc tiu v l i ch chin l c ca chng trnh .

Product Life Cycle

Vng i ca sn phm

Product Manager Product Marketing Product Scope Product Scope Description Product-oriented Process

Gim c sn phm Tip th sn phm Phm vi sn phm M t phm vi sn phm Quy trnh hng sn phm

Program

Chng trnh

Program Management Progressive Elaboration Project

Qun l chng trnh

Ci thin v lm chi ti t dn mt k hoch khi c thm cc thng tin ring bit, chi tit h n v cc c l ng chnh xc hn trong tin trnh Xy dng dn chi tit d n, v nh v y xy dng c cc k hoch chnh xc v y hn qua cc bc lp trong tin trnh d n. D n Mt n lc trong khung thi gian nhm to ra mt sn phm, dch v hay kt qu c tnh duy nht.

Project Calendar

Lch d n

Lch lm vi c theo ngy hay ca kp thit lp nhng ngy lm vi c thc hin cc hot ng ca d n v nhng ngy ngh. Mt cch tiu biu, n xc nh nhng ngy ngh l, ngh cui tun, gi lm ca. Xem thm phn Lch nhn lc. Mt ti li u do ngi khi x ng hoc bo tr (sponsor) a ra chnh thc y quyn lm d n, v cung cp cho trng d n thm quyn cn thit s dng cc ngun lc ca t chc cho cc hot ng ca d n. Giai on cui cng ca mt d n, bao gm cc hot ng sau: nghim thu d n, chuyn giao ti li u v d n cho ngi dng cui, bo co cui cng, gii th i d n.

Project Charter

Bn cng b d n (Project charter)

Project closure Project Communications Management Project Cost Management Project Environment Project Human Resource Management Project Initiation Project Integration Management

Kt thc d n

Bao gm cc quy trnh cn thit lm ra, thu thp, phn pht, lu tr, K hoch giao tip d kt xut v sp xp cc thng tin d n mt cch ph hp v ng thi n im. Qun l chi ph d n Bao gm cc quy trnh lin quan n c l ng, lp ngn sch v kim sot cc chi ph sao cho d n c th hon thnh trong khun kh ngn sch c ph duyt. L khun kh v ng cnh m mt d n c xc nh, hoch nh, thc hin v nh gi. N bao gm mi nh h ng c th gy ra cho d n. Bao gm cc quy trnh t chc v qun l i d n. Tin hnh mt quy trnh c th a n kt qu l vi c y quyn mt d n mi. Bao gm cc quy trnh v hot ng cn thit nhn din, nh ngha, kt hp, hp nht v iu phi cc quy trnh v cc hot ng qun l d n khc nhau trong cc Nhm quy trnh qun l d n. Mt tp hp cc giai on d n, thng theo th t, khng chng ln, v i tn gi v s lng c xc nh bi nhu cu kim sot ca t chc hoc t chc lin quan n d n. Mt vng i d n c th c vn bn ha cng mt phng php lun. Mt tp hp cc giai on d n, thng theo th t, khng chng ln, v i tn gi v s lng c xc nh bi nhu cu kim sot ca t chc hoc t chc lin quan n d n. Mt vng i d n c th c vn bn ha cng mt phng php lun. Mt h thng thng tin bao gm cc cng c v k thut c s dng thu thp, hp nht, v phn pht cc kt qu ca nhng quy trnh qun l d n. N c dng h tr mi kha cnh ca d n t khi khi u n lc kt thc, v c th bao gm c cc h thng t ng hay lm tay. Mt lnh vc c xc nh ca qun l d n trn c s cc yu cu kin thc v c m t theo cc quy trnh thnh phn, cc thc hnh, u vo, u ra, cc cng c v k thut. p dng kin thc, k nng, cng c v k thut i vi cc hot ng d n t c cc mc tiu ca d n.

Mi trng d n Qun l ngun nhn lc d n Khi u d n Qun l hp nht d n

Project Life Cycle

Vng i d n

Project Life Cycle

Vng i d n

Project Management H thng thng tin Information System qun l d n (PMIS) (PMIS) Project Management Lnh vc kin thc qun l d n Knowledge Area Project Management Qun l d n (PM) (PM)

Project Management Kin thc chnh yu Body of v qun l d n Knowledge (PMBOK) (PMBOK)

Mt thut ng bao hm m t tng kin thc ca ngh qun l d n. Ging nh v i cc ngh khc nh lut, y-dc v k ton, kin thc chnh yu c nhng ngi thc hnh v gi i hn lm p dng v pht trin. Kin thc chnh yu ton b bao gm cc thc hnh truyn thng c kim chng, c p dng rng ri, cng nh cc thc hnh mang tnh i mi c ni ln. Kin thc chnh yu bao gm c cc ti li u c xut bn hoc khng xut bn v lin t c tin trin. Sch PMBOK Guide ca PMI bao gm mt phn c cng nhn l thc hnh tt ca kin thc chnh yu v qun l d n. Xc nh nhng iu cn thit qun l mt d n. Bao gm cc quy trnh ch cht v Khi u, Hoch nh, Thc hin, Kim sot v Kt thc. N cng xc nh cc quy trnh h tr nh ri ro, hp nht v qun l mua sm. M t chi tit ca vic qun l v thc hin d n. Bao gm vng i qun l d n m t vic qun l, v vng i m t vic thc hin d n. Do kt qu ca d n thng l sn phm nn vi c thc hin cng c gi l quy trnh hng sn phm.

Project Management Vng i qun l d Life Cycle n

Project Management Phng php lun Methodology qun l d n

Mt thc th t chc c phn cng cc trch nhim khc nhau lin Project Management Vn phng qun l d quan n vic qun l iu phi v tp trung cc d n trong lnh vc Office n (PMO) ca n. Trch nhim ca PMO c th t vic h tr qun l d n cho (PMO) n chu trch nhim qun l trc tip mt d n. Project Management K hoch qun l d Plan n Mt ti li u chnh thc, c ph chun xc nh cch thc m mt d n c thc hin, gim st v kim sot. N c th khi qut hay chi ti t v c th bao gm mt hay nhiu k hoch qun l thnh phn cng nh cc ti li u v hoch nh khc. Mt gp nhm l-gic cc u vo, cc cng c v k thut, u ra ca qun l d n. Nhm quy trnh qun l d n bao gm nhm quy trnh khi u, nhm quy trnh hoch nh, nhm quy trnh thc hin, nhm quy trnh gim st, ki m sot v nhm quy trnh kt thc. Cc nhm quy trnh qun l d n khng phi l cc giai on d n. Tp hp ca cc quy trnh, cng c, k thut, phng php lun, ngun lc v cc th tc qun l d n. Nhng thnh vin c a i d n tham gia trc tip vo cc hot ng qun l d n. Vi cc d n nh th i qun l d n trn thc t l ton b i d n. Ngi c t chc thc hin d n phn cng t c cc mc tiu ca d n. S dng cc cng c bn hng v ti p th qung b d n. Mi th hin dng s ca cc mi quan h l-gic ca cc hot ng d n. Xem thm phn K nhim v Tin nhim. Mt ti li u dng s m t cc thnh vin i d n v cc quan h gia h trong mt d n c th. Tp hp cc hot ng c quan h l-gic, thng hon thnh mt kt qu chnh ca d n. Cc giai on d n thng c hon thnh ln lt, nhng cng c th chng ln trong cc mt s hon cnh. Mt giai on d n l mt thnh phn ca vng i d n. Mt giai on d n khng phi l mt nhm quy trnh qun l d n. Mt ti li u chnh thc, c ph chun dng hng dn c vic thc hin ln vic kim sot d n. K hoch d n c s dng trc ht ghi li cc gi thit hoch nh, cc quyt nh, h tr cho vic giao tip gia cc bn hu quan, v vn bn ha cc ng cn c c ph chun cho phm vi, chi ph v lch trnh.

Project Management Nhm quy trnh qun Process Group l d n

Project Management H thng qun l d System n Project Management i qun l d n Team Project Manager Project Marketing Project Network Diagram Project Organization Chart Trng d n Tip th d n S mng d n S t chc d n

Project Phase

Giai on d n

Project Plan

K hoch d n

Project Process

Quy trnh d n

Mt dng cng vic phc v cho d n. Cc quy trnh d n c phn thnh cc quy trnh qun l (khi u, hoch nh, thc hin, kim sot, kt thc) v cc quy trnh to ra kt qu d n (v.d. khi nim, thit k, trin khai, a vo hot ng). Mt ti li u trnh by v d n sao cho ngi bo tr c th a ra quyt nh lm/khng lm. (S thnh bn cng b d n nu c ph chun.)

Project Proposal Project Quality Management Project Result Project Review Project Risk Management Project Schedule Project Schedule Network Diagram Project Scope Project Scope Management Project Scope Statement

xut d n

Bao gm cc quy trnh v hot ng ca t chc thc hin d n xc Qun l cht l ng d nh cc chnh sch cht lng, cc mc tiu v trch nhi m sao cho d n n tha mn cc nhu cu t ra. Kt qu d n Sot xt d n (project review) Qun l ri ro d n Lch trnh d n Mt kt qu cn c lm ra c th hon thnh mt d n. Phng php, v.d. hp vi i d n, v c th vi khch hng, so snh hiu sut hin ti ca d n vi ng cn c hiu sut d n. Bao gm cc quy trnh lin quan n vic hoch nh qun l ri ro, nhn din, phn tch, i ph, gim st v kim sot cc ri ro ca d n. Ngy, thng c hoch nh thc hin cc hot ng v ngy, thng c hoch nh t c cc ct mc d n.

Mi th hin dng s ca cc mi quan h l-gic gia cc hot ng S mng lch trnh lch trnh ca d n. Lun lun c v t tri qua phi th hin th t d n cng vi c d n. Phm vi d n Cng vi c phi c thc hin a ra c mt sn phm, dch v, hay kt qu vi cc chc nng v c im c m t tr c.

Bao gm cc quy trnh cn thit m bo rng d n bao gm mi Qun l phm vi d n cng vi c c yu cu, v ch cc cng vic c yu cu thc hin thnh cng d n M t chi tit phm vi d n, bao gm cc kt qu chnh, cc gi thit, Tuyn b phm vi d cc hn ch v m t cng vic lm c s chnh thc cho cc quyt nh trong tng lai c ng nh xy dng hiu bit ng nht cho mi bn n hu quan v phm vi d n. Ban ch o d n Mt y ban c quyn ra cc quyt nh chnh cho d n. Gm c i din lnh o ca cc bn hu quan trc tip ca d n; trng ban chnh l ngi bo tr (sponsor). Mt danh sch c ghi li ca cc thnh vin i d n, vai tr ca h trong d n cng nh cc thng tin lin h. Bao gm cc quy trnh cn thit qun l vic hon thnh ng hn d n. Mi cu trc t chc m trong trng d n c ton quyn sp xp cc u tin, s dng ngun lc, v lnh o cng vic ca nhng ngi c phn cng cho d n. Tr li ca bn cung cp cho th mi thu, trong vit chi tit v phm vi cng vic, chi ph, lch tr nh, cht lng .v.v. Phng php cung cp mt phin bn mu hu hnh/d hiu ca sn phm cho khch hng. c dng trong cc d n m cc yu cu kh mng tng ra (v.d. cc d n phm mm).

Project Steering Committee Project Team Directory Project Time Management Projectized Organization Proposal

Danh mc i d n Qun l thi gian d n T chc theo d n

xut

Prototyping

Lm bn mu

Qualitative Risk Analysis Quality

Quy trnh phn tch v nh gi ri ro trn c s cc c l ng ch Phn tch nh tnh ri quan v xc sut xy ra v tc ng, cho kt qu l mc u tin ca ro ri ro. Cht lng Mc m mt tp hp cc c tnh ni ti p ng cc yu cu.

Quality Assurance

m bo cht lng

Thng xuyn nh gi hiu sut chung ca d n m bo vic tun th cc tiu chun cht lng ph hp cng nh vi c qun l cht lng a li cc li ch mong mun.

Quality Audit

Sot xt c cu trc cc hot ng qun l cht lng c cc pht Kim nh cht l ng hin thu o nhm ci thin hiu sut ca d n ny cng nh cc d n khc trong phm vi t chc. ng cn c cht lng Kim tra cht l ng Xc nh danh sch cc kt qu cn phi kim tra, cng nh cc tiu chun v phng php o lng tng ng. Bao gm cc k thut khc nhau (o lng, kim th .v.v.) kim sot cht lng.

Quality Baseline Quality Check

Quality Control (QC) Quality Function Deployment

Gim st cc kt qu ring bit ca d n xc nh xem chng c tun th cc tiu chun cht lng ph hp khng, v tin hnh cc Kim sot cht lng bin php khc phc loi b cc nguyn nhn gy ra hiu sut khng t yu cu. Trin khai chc nng Phng php lun v vic pht trin sn phm, dch v h ng khch cht lng hng v th tr ng. Bao gm cc quy trnh qun l d n cn thit m bo rng d n tha mn cc nhu cu t ra: lp k hoch cht lng, m bo cht lng, v kim sot cht lng.

Quality Management Qun l cht l ng

M t cch thc m i qun l d n s trin khai chnh sch cht Quality Management K hoch qun l cht lng ca t chc thc hin d n. K hoch qun l cht lng l mt phn ni dung hoc mt k hoch thnh phn ca bn k hoch qun l Plan lng d n. Quality Metrics Quality Review Quantitative Risk Analysis Rational Unified Process (RUP) Tiu chun o lng cht lng Sot xt cht lng (Quality review) Phn tch nh tnh cht lng Quy trnh thng nht hp l (RUP) Cc tiu ch o lng i vi cht l ng ca mt kt qu d n. Phng php kim nh xem hiu sut c t yu cu khng. Quy trnh phn tch tip nh hng ca cc ri ro chnh (xc nh thng qua phn tch nh tnh) v th hin bng s phn tch ny, v d nh gi tr tin t k v ng (EMV). M hnh quy trnh thc hin cc d n phn mm. Bao gm: quy trnh pht trin lp. Qun l cc yu cu. Pht trin trn c s cu trc. Lp m hnh trc quan (thng vi UML). Qun l thay i. Cc yu cu bt buc do mt c quan chnh ph a ra. Nhng yu cu ny c th thit lp cc c trng ca sn phm, quy trnh hay dch v, bao gm cc iu khon hnh chnh thch hp theo lnh ca chnh ph. K thut lm ra m t kt qu d n theo cc bc pht trin nh, d kim chng nhm t c cc k v ng khch hng v cc chc nng m khng c khim khuyt. Quy trnh thu thp v phn pht thng tin v hiu sut, bao gm cc bo co hin trng, o lng tin , v cc d bo. Mt dng ti li u thu m ngi mua ngh ngi bn tim nng cung cp cc thng tin lin quan n mt sn phm hay dch v, hoc nng lc ca ngi bn. Mt yu cu thay i chnh thc c gi ch ph duyt theo quy trnh kim sot thay i hp nht.

Regulation

Quy nh

Release Management Qun l phin bn

Report Performance Request for Information (RFI) Requested Change

Bo co hiu sut ngh cung cp thng tin Thay i yu cu

Requirement

Yu cu

Mt iu kin hoc nng lc cn c p ng hoc x l bi mt h thng, sn phm, dch v, kt qu, hoc thnh phn, nhm tha mn mt hp ng, tiu chun, c t, hoc mt ti li u bt buc chnh thc khc. Cc yu cu bao gm nhng nhu cu, mong mun, k v ng c l ng ha v a vo vn b n ca ngi bo tr, khch hng v cc bn hu quan khc. Mt thut ng dng trong lnh vc pht trin phn mm. Bao gm vic thu thp, vn bn ha, phn tch, v gim st cc yu cu ca khch hng cho mt sn phm phn mm c lm ra. Danh sch ca cc yu cu cn phi p ng t c mc tiu k v ng ca d n (v.d. mt phin bn sn phm). Mt bng lin kt cc yu cu vi ngun gc v theo di chng trong sut vng i d n. Mt mc trong k hoch qun l d n lm gi m nh ri ro chi ph v/ho c lch trnh. Thng c dng v i tnh t b ngha (v.d. d phng qun l, d phng pht sinh) lm chi ti t thm v loi ri ro cn c gim nh. Mt k thut phn tch xc nh nhng tnh nng chnh v cc mi quan h ca cc thnh phn trong k hoch qun l d n thit lp mt khon d phng cho thi gian, ngn sch, chi ph hay ti chnh cho d n. Mt ri ro vn cn li sau khi trin khai bin php i ph. Cc ngun nhn lc c k nng (cc ngnh ring bit, l c nhn hay nhm, i), thit b, dch v, qun nhu, hng ha, vt liu, kinh ph hay ti chnh. Mt cu trc phn tng ca cc ngun lc theo nhm v loi ngun lc c dng trong lch trnh ngun lc iu chnh v xy dng cc lch trnh v i ngun lc hn ch. Cng c th c dng xc nh v phn tch vi c phn cng ngun nhn lc. Lch ngy lm vi c v ngy ngh trong xc nh nhng ngy mi nhn lc c th s lm hay ngh. Lch xc nh ngy ngh, ngy l v nhng khong thi gian nhn lc sn sng lm vi c. Xem thm phn Lch d n. S lng c c tnh ca ngun lc (ngn sch, vt liu, gi cng) cn thit hon thnh mt hot ng. Mt biu ct th hin lng thi gian m mt nhn lc c hoch nh lm vi c qua cc giai on. S sn sng ca ngun lc c th c v thnh mt ng c th so snh. Nhng ct i chiu cho thy thi gian lm vi c thc t ca cc ngun lc trong tin trnh d n. Mi hnh thc phn tch mng lch trnh trong cc quyt nh (ngy bt u v kt thc) b nh hng bi hn ch v ngun lc (v.d. thiu nhn lc hoc nhng thay i kh qun l mc sn sng ca ngun lc. Mt lin kt cu trc chia nhm t chc vi cu trc chia nh cng vic m bo rng mi thnh phn ca phm vi cng vic d n u c phn cng cho mt ngi hay mt i.

Requirement Management Requirements List Requirements Traceability Matrix

Qun l yu cu Danh sch cc yu c u Ma trn truy nguyn yu cu

Reserve

D phng

Reserve Analysis

Phn tch d phng

Residual Risk Resource

Ri ro cn li Ngun lc

Resource Breakdown Cu trc chia nhm Structure ngun lc

Resource Calendar

Lch ngun lc

Resource Estimate

c l ng ngun lc

Resource Histogram Biu ngun lc

Resource Leveling

Hp l ha ngun lc

Responsibility Assignment Matrix (RAM)

Ma trn phn cng trch nhim

Result

Kt qu

Mt u ra t vic thc hin cc quy trnh qun l d n v cc hot ng. Kt qu bao gm cc u ra (v.d. cc h thng tch hp, quy trnh c iu chnh, t chc c ti cu trc, cc kim th, nhn s c o to .v.v.) v cc ti li u (v.d. cc chnh sch, cc bn k hoch, cc nghin cu, cc th tc, c t chi tit, bo co.v.v.). Ng c vi sn phm. Xem thm phn Kt qu chuyn giao. Hnh ng a mt thnh phn b khim khuyt hoc khng tun th tr nn tun th cc yu cu hoc cc c t chi tit. Mt s kin hoc iu kin khng chc chn m nu xy ra th s nh hng tch cc hoc tiu cc ln cc mc tiu ca d n. Mt k thut hoch nh i ph vi ri ro trong i d n quyt nh s khng thay i k hoch qun l d n x l ri ro ny, hoc khng tm ra c bt k m t chin lc i ph ph hp no. Gim st quy trnh qun l ri ro. Mt k thut hoch nh i ph vi ri ro to ra nhng thay i trong k hoch qun l d n loi tr ri ro hoc bo v cc mc tiu ca d n khi tc ng ca ri ro.

Rework Risk

Lm l i Ri ro

Risk Acceptance Risk Audit Risk Avoidance

Chp nhn ri ro Kim nh ri ro Trnh ri ro

Risk Breakdown Structure

Mt th hin phn tng ca cc ri ro c nhn din thnh cc loi v Cu trc phn loi ri tiu loi xc nh cc lnh vc v nguyn nhn ca cc ri ro tim ro tng. Cu trc phn loi ri ro thng c iu chnh cho ph hp vi tng loi d n. Mt nhm cc nguyn nhn tim tng ca ri ro. Cc nguyn nhn ri ro c th c phn loi nh ri ro k thut, ri ro bn ngoi, ri ro t t chc, mi tr ng, t vic qun l d n. Mt phn loi c th bao gm cc tiu loi nh gi dn v k thut, thi tit, hoc c l ng qu mnh tay.

Risk Category

Loi ri ro

Risk Checklist Risk Coverage Risk Evaluation Risk Identification

Danh sch r sot ri Cc cng c nhn din ri ro da trn kinh nghim vi cc d n trong qu kh. ro X l ri ro nh gi ri ro Nhn din ri ro Xy dng, thc hin, gim st v kim sot cc bin php i ph vi ri ro lm gi m cc nguy c hoc tng cng cc c hi. Cho trng s cc ri ro (t u tin) bng cch nhn xc sut xy ra vi mc tc ng. Quy trnh xc nh v vn bn ha cc ri ro nh hng n d n.

Risk Management Plan

Ti li u m t cch thc cu trc v thc hin vic qun l ri ro trong d n. L mt phn ni dung, hoc mt k hoch thnh phn ca bn k hoch qun l d n. Thng tin trong ti li u ny thay i ph thuc vo K hoch qun l ri ro lnh vc ng dng v c ca d n. K hoch qun l ri ro khc vi ti li u ghi nhn ri ro l ni ghi danh sch ri ro, kt qu phn tch ri ro v bin php i ph. Gim nh ri ro Mt k thut hoch nh vic i ph vi cc nguy c v tm cch gi m xc sut xy ra, hoc tc ng xung di ngng cho php.

Risk Mitigation

Risk Monitoring and Gim st v ki m sot Quy trnh theo di ri ro cng nh theo di hiu qu ca cc bin php Control (Monitor and ri ro i ph c p dng. Control Risks) Risk Owner Risk Priority Ngi ph trch ri ro u tin ri ro Ngi chu trch nhim theo di ri ro qua cc ch s v trin khai bin php i ph khi n ngng bo. nh gi ri ro thng qua xc sut xy ra v tc ng v xp th t u tin c th tp trung vo nhng ri ro cao nht. Ti li u bao gm cc kt qu phn tch nh tnh, nh lng v cc bin php i ph. Bn ghi nhn ri ro lm chi ti t mi ri ro c nhn din, bao gm m t, phn loi, nguyn nhn, xc sut xy ra, tc ng, cch i ph v hin trng.

Risk Register

Ghi nhn ri ro

Risk Response Actions Risk Response Strategy Risk Tolerance Risk Transference Role

Hnh ng i ph v i ri ro

Cc bin php c th ca chin lc i ph nhm loi tr hay gim thiu cc nguy c.

Chin lc i ph ri Pht trin cc bin php gim nh ri ro. ro Dung sai cho ri ro Chuyn ri ro Vai tr Mc , s lng ri ro m mt t chc hay c nhn c th chu c. Mt k thut hoch nh ri ro chuyn tc ng, cng nh trch nhim v mt nguy c, sang bn th ba. Mt chc nng xc nh c i d n thc hin, v d kim th, tinh chnh, kim tra, vit m .

Rolling Wave Planning

Mt kiu hoch nh dn dn trong cc cng vic phi hon thnh trong thi gian gn s c hoch nh chi tit mc thp ca WBS, Hoch nh kiu sng nhng cng vic ca t ng lai xa c hoch nh mc cao trong cun WBS, v cng vi c ca giai on tip theo s c hoch nh chi tit trong khi tin hnh cng vic hin ti. Mt k thut phn tch dng xc nh cc nguyn nhn c bn ca mt chnh lch, sai st, hay ri ro. Nguyn nhn ny c th gy ra mt lc nhiu chnh lch, sai st hay ri ro. Xem phn Lch trnh d n v Mu lch trnh Mt phin bn c bit ca lch trnh dng so snh kt qu thc t vi k hoch xc nh xem c cn trin khai cc hnh ng khc phc t c cc mc tiu ca d n. Rt ngn thi gian thc hin d n m khng gim phm vi. Xem th m phn Cp tp v Di chuyn nhanh. Quy trnh theo di trng thi d n cp nht tin , v qun l cc thay i vo ng cn c lch trnh. Ti li u ch ra cc tiu ch v hot ng cho vic xy dng v kim sot lch trnh d n. N c th l mt phn ni dung, hoc mt k hoch thnh phn ca bn k hoch d n. Mt mu dng v i cc phng php th cng hoc vi phn mm qun l d n phn tch mng hot ng lch trnh v a ra mt lch trnh cho vi c qun l v thc hin d n. Xem thm phn Lch trnh d n. K thut xc nh ngy bt u v kt thc sm, ngy bt u v kt thc mun cho phn cn cha kt thc ca cc hot ng d n. Xem thm phn Phng php ng gng, Phng php chui gng v Hp l ha ngun lc. Mt php o hiu sut lch trnh ca d n. L t s ca gi tr thu c (EV) v i gi tr theo k hoch (PV). SPI = EV/PV. Mt php o hiu sut lch trnh ca d n. L hiu s gia gi tr thu c (EV) v gi tr theo k hoch (PV). SV = EV-PV. Thi im m cng vi c ca mt hot ng c kt thc theo k hoch. Thng nm gia ngy kt thc sm v ngy kt thc mun. N c th phn nh vic iu chnh do thiu cc ngun lc him. Thnh thong c gi l Ngy kt thc theo k hoch.

Phn tch nguyn Root Cause Analysis nhn gc r Schedule Schedule Baseline Schedule Compression Schedule Control Schedule Management Plan Lch trnh ng cn c lch trnh Nn lch trnh Kim sot lch trnh K hoch qun l lch trnh

Schedule Model

Mu lch trnh

Schedule Network Analysis Schedule Performance Index (SPI) Schedule Variance Scheduled Finish Date (SF)

Phn tch mng lch trnh

Ch s hiu sut lch trnh (SPI) Chnh lch lch trnh Ngy kt thc theo lch trnh

Scheduled Start Date (SS) Scheduling

Thi im m cng vi c ca mt hot ng c bt u theo k Ngy bt u theo lch hoch. Thng nm gia ngy bt u sm v ngy bt u mun. N trnh c th phn nh vic iu chnh do thiu cc ngun lc him. Thnh thong c gi l Ngy bt u theo k hoch. Lp lch trnh d n Mc tiu lp lch trnh v t thi im bt u v kt thc cho mi hot ng ca d n.

Scope Scope Baseline Scope Change Scope Control

Phm vi ng cn c ca phm vi Thay i phm vi Kim sot phm vi

Tt c cc sn phm, dch v v kt qu m mt d n cung cp. Xem thm phn Phm vi d n v Phm vi sn phm. Mt phin bn c ph chun ca tuyn b phm vi chi tit, cu trc chia nh cng vic (WBS), v t in WBS lin quan. Mi thay i vi phm vi ca d n. Mt thay i phm vi lun dn n vi c iu chnh chi ph v/hoc lch trnh. Quy trnh gim st tr ng thi ca phm vi d n v sn phm, v qun l cc thay i vi ng cn c ca phm vi. B sung cc c tnh v chc nng (phm vi d n) nhng khng gii quyt cc tc ng n thi gian, chi ph v ngun lc, hoc khng c khch hng chp thun. Ti li u m t cch thc xc nh, xy dng v thm nh phm vi, v cch thc to ra cu trc chia nh cng vic. N cng a ra cch thc m i d n qun l v kim sot phm vi. Ti li u ny nm trong ni dung, hoc l mt k hoch thnh phn ca bn k hoch d n. Quy trnh nghim thu chnh thc cc kt qu hon thnh ca d n. Th hin biu ly tin theo thi gian ca chi ph, gi cng, phn trm cng vi c hoc cc nh lng khc. Dng m t gi tr theo k hoch, gi tr thu c, v ch ph thc t ca cng vic. Tn gi ny l t hnh dng ca ng cong (tng i bng lc bt u, kt thc, v dc khong gia) th hin d n bt u chm ri, t ng tc v sau chm li cui. Thut ng ny cng dng ch mt phn b dng chun, kt qu ca vic m phng, mt cng c phn tch nh l ng ri ro. Ri ro mi, sinh ra t vic trin khai mt bin php i ph vi ri ro. Mt nh cung cp sn phm, dch v hay kt qu cho mt t chc. Mt k thut phn tch v m hnh ha nh lng ri ro dng xc nh xem ri ro no c tc ng tim tng ln nht i vi d n. N kho st nh hng ca mt s kin khng chc chn ln i tng kho st khi gi cc s kin khc ti gi tr trn ng cn c ca chng. Th hin tiu biu ca cc kt qu l mt s lc xoy. Quy trnh xc nh v vn bn ha mi quan h gia cc hot ng ca d n. M phng dng mt m hnh d n chuyn cc s kin khng chc chn c chi tit ha thnh tc ng tim tng ti cc mc tiu ca tng th d n. Cc m phng d n dng nhng m hnh tnh ton v cc c l ng v ri ro, th ng c th hin nh phn b xc sut ca chi ph v lch trnh ti mc cng vic chi tit, v thng c thc hin bng phn tch Monte-Carlo. Xem phn Tng thi gian th ni v th ni t do. Tip nhn bo gi, cho hng, hoc xut.

Scope Creep

Trn phm vi

Scope Management Plan

K hoch qun l phm vi

Scope Verification

Thm nh phm vi

S-Curve

ng cong ch S

Secondary Risk Seller

Ri ro th cp Ngi bn

Sensitivity Analysis

Phn tch nhy

Sequence Activities

Lp th t cc hot ng

Simulation

M phng

Slack Solicitation Solicitation Planning Source Selection Specialist

co gin Trao i thng mi

Lp k hoch trao i Vn bn ha cc yu cu sn phm v nhn din nhng nh cung cp tng lai. thng mi La chn ngun Chuyn gia La chn gia nhng nh cung cp tim nng. C nhn cung cp chuyn su k thut cho i d n.

Specification

M t chi tit k thut

Ti li u ch r rng, y , chnh xc v c th thm nh cc yu cu, thit k, hnh vi, ho c cc c tnh khc ca mt h thng, mt thnh phn, sn phm, kt qu hoc dch v v thng thng cng v i cc th tc xc nh xem nhng im ny t c cha. V d: m t chi tit yu cu, m t chi tit thit k, m t chi tit sn phm v m t chi tit kim th. Khong d liu c v v hai b n ca ng trung bnh trong s kim sot m p ng c yu cu ca khch hng v sn phm hoc dch v. Xem thm phn Gii hn kim sot. C nhn hoc t chc y quyn v cung cp ti chnh cho d n. Ngi bo tr thng ch nh trng d n. Trng d n bo co cho ngi bo tr hoc ban ch o d n.

Specification Limits

Gii hn chi tit k thut Ngi bo tr (sponsor)

Sponsor

Ti li u m t khi no v theo cch no cc nhu cu nhn lc s c Staffing Management K hoch qun l nhn p ng. Ti li u ny nm trong ni dung, hoc l mt k hoch thnh Plan s phn ca k hoch d n. C nhn hoc t chc (v.d. khch hng, ngi bo tr, t chc thc hin, hoc cng chng) lin quan tch cc vo d n, hoc nhng ngi m l i ch ca h b nh hng tch cc hay tiu cc do vic trin khai, hon thnh d n. Mt bn hu quan c th gy nh hng n d n v cc k t qu ca n.

Stakeholder

Bn hu quan (stakeholder)

Phn tch cc bn hu quan bao gm nhn din h trong mi trng d Phn tch cc bn hu n, xc nh mc tiu, ng c ca h vi d n cng nh cc quan h, Stakeholder Analysis quan im tri ngc v xy dng mt k hoch qun l nhng iu ny quan nhm t c cc mc tiu ca d n. Stakeholder Tolerance Cc bn hu quan quyt nh l t hp no ca xc sut xy ra v tc Dung sai ca cc bn ng s phn loi mt ri ro l cao hay thp, v.d. h c th cho rng hu quan chm 5% thi gian l nghim trng hn l tng chi ph 10%. Tiu chun Ti li u cung cp cc quy tc, hng dn, hoc c im ca cc hot ng s dng vi mc tiu t c mc ti a trong mt ng cnh cho trc. S o lch trung bnh ca cc gi tr ring bit i vi gi tr trung bnh ca dy s liu. Thi im lin quan n vic bt u mt hot ng, th ng i vi cc tnh t b ngha sau: thc t, c tnh, sm, mun, ch, theo k hoch, hoc thc t. Mt quan h l-gic m kt thc ca hot ng k nhim ph thuc vo vi c bt u ca hot ng tin nhim. Xem thm phn Quan h l-gic. Mt quan h l-gic m bt u ca hot ng k nhim ph thuc vo vi c bt u ca hot ng tin nhim. Xem thm phn Quan h l-gic. M t cc sn phm, dch v hoc kt qu cn c cung cp theo hp ng. M t cc sn phm, dch v hoc kt qu cn c cung cp.

Standard

Standard Deviation

lch chun

Start Date

Ngy bt u Bt u-ti-kt thc (SF) Bt u-ti-bt u (SS) Bn m t cng vic (SOW) Bn m t cng vic (SOW) Phn tch th mnh, th yu, c hi v nguy c (SWOT)

Start-to-Finish (SF) Start-to-Start (SS) Statement of Work (SOW) Statement of Work (SOW) Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis

K thut thu thp thng tin ny kho st d n t cc kha cnh mnh, yu, c hi v nguy c lm tng chnh xc v cc ri ro c xem xt t quan im qun l ri ro.

Subnetwork

Mng con

Mt phn ca s mng hot ng ca d n, thng thng th hin mt tiu d n hoc mt gi cng vic. Th ng dng minh ha hoc nghin cu cc iu kin tim tng hoc xut, v.d. thay i l-gic lch trnh hoc phm vi d n. Mt phn ca mt giai on Mt phn ca d n, c to ra khi mt d n c chia ra cc thnh phn d qun l hn. Mt cng vic k nhim ch c bt u hoc kt thc khi hot ng tin nhim bt u hoc kt thc. Mt hot ng tip theo ca hot ng tin nhim, c xc nh bi quan h l-gic gia chng. Mt nhm cc hot ng lin quan c kt hp li mc tm tt, v c trnh by/bo co nh mt hot ng duy nht. Xem thm phn Tiu d n v Mng con. Phn chia nh hn ca mt hot ng c th a ra cc t lm cng vi c. y l n v nh nht ca cng vic d n. Nhng ngi lm ton thi gian hoc bn thi gian cho d n, v bo co trc tip hay gin tip cho trng d n. Xem phn Thnh vin i d n

Subphase Subproject Successor Successor Activity

Giai on nh Tiu d n K nhim Hot ng k nhim

Summary Activity

Hot ng tm tt

Task Team Team Members Technical Performance Measurement

Nhim v i Thnh vin c a i

Mt k thut o lng so snh cc kt qu k thut thc t vi cc kt qu theo k hoch trong qu trnh thc hin d n. N c th s dng o lng hiu sut k cc tham s k thut chnh ca sn phm do d n to ra nh mt tiu thut chun cht lng. Cc gi tr t c l mt phn ca thng tin hiu sut ca cng vic. K thut Mt th tc c nh ngha mt cch c h thng do con ngi s dng thc hin mt hot ng to ra sn phm, kt qu hoc dch v, v c th dng n mt hay nhiu cng c. Mt ti li u ch c mt phn thng tin, trong mt nh dng cho trc nhm cung cp mt cu trc xc nh thu thp, t chc v trnh by thng tin v d liu. Mt iu kin hoc tnh hung bt li cho d n, mt tp hp cc hon cnh, cc s kin tiu cc m khi x y ra s c nh hng xu n mt mc tiu ca d n. Ngc vi C hi. Mt k thut phn tch s dng ba c l ng chi ph hoc thi gian theo kch bn: lc quan, s ng v bi quan. K thut ny lm tng chnh xc ca c l ng khi hot ng hay tham s chi ph cha chc chn. Mt gi tr chi ph, thi gian, cht l ng, k thut hay ngun lc c dng nh mt tham s, c th c a vo c t chi tit ca sn phm. V t qua ngng ny s kch hot mt hnh ng, v.d. nh sinh ra mt bo co v ngoi l.

Technique

Template

Biu mu

Threat

Nguy c

Three-Point Estimate c l ng ba im

Threshold

Ngng

Time and Material (T&M) Contract

Mt dng hp ng kt hp gia 2 loi l Bi hon chi ph v Gi c nh. Kha cnh ging bi hon chi ph l n khng c ngy kt thc xc nh v tng gi tr ca hp ng vn cha c xc nh vo thi im Hp ng dng Thi giao, m c th tng dn trong qu trnh thc hin nh mt hp ng gian v V t liu (T&M) bi hon chi ph. Ngc li, n cng ging dng hp ng gi c nh, v.d. gi n v cho ngy cng ca k s c hai bn nht tr v c nh t u.

Time-Scaled Schedule Network Diagram To-CompletePerformanceIndex (TCPI)

Mi s mng lch trnh c v sao cho v tr v di ca cc hot S mng lch trnh ng th hin di thi gian ca n.Thc cht, n l mt biu ct theo thang thi gian c thm l-gic m ng. Ch s hiu sut n khi kt thc (TCPI) D bo c tnh ca hiu sut chi ph cn phi t cho cc cng vic cn li p ng mt mc tiu qun l c th, v d nh ngn sch lc kt thc (BAC) hoc c l ng lc kt thc (EAC). l t l ca "cng vi c cn li" vi "kinh ph c n li". Th g hu hnh, v d nh mt biu mu hoc mt chng trnh phn mm, dng trong vi c thc hin mt hot ng to ra mt kt qu, sn phm hay dch v.

Tool

Cng c

Total Float

Tng thi gian m mt hot ng c th chm so vi ngy bt u sm m khng lm chm ngy kt thc ca d n, hoc vi phm cc iu Tng thi gian th ni kin ca d n. c tnh ton t k thut ng gng v vi c xc nh hiu s ca ngy kt thc sm vi ngy kt thc mun. Xem thm phn th ni. Mt k thut phn tch dng cc m hnh ton hc d bo cc kt qu tng lai trn c s cc kt qu ca qu kh. l mt phng php xc nh chnh lch so vi ng cn c ca cc tham s ngn sch, chi ph, l ch trnh hoc phm vi bng cch dng d liu ca cc bo co tin trc tnh xem chnh lch ca cc thng s ny trong mt thi im ca t ng lai l bao nhiu, v i gi thit khng c thay i no trong vi c thc hin d n. Ch ra rng mt ri ro xy ra hoc chun b xy ra. Ly kch hot c th c pht hin trong quy trnh nhn din ri ro v c quan st trong quy trnh gim st v ki m sot ri ro. Ly kch hot thnh thong c gi l triu chng ri ro hoc du hiu cnh bo. Phng php th hin dng biu (lp m hnh trc quan) ca mt thit k sn phm, c bit trong cc d n CNTT hng i tng. C nhn i din cho li ch ca ng i dng cui trong i d n v thc hin cng vic lin quan. i din ngi dng (khch hng) trong d n trn kha cnh cc yu cu. M t cc u im v song ca sn phm hay dch v so vi cc i th cnh tranh trn quan im ca khch hng. m bo rng mt sn phm, dch v hoc h thng p ng c cc nhu cu ca khch hng v cc bn hu quan c nhn din khc. Thng lin quan ti vic nghim thu v thch hp vi khch hng bn ngoi. Ngc vi Thm nh. Mt tip cn dng ti u ha chi ph vng i d n, tit kim thi gian, tng li nhun, ci thin cht l ng, m rng th phn, gii quyt v n v/hoc dng ngun lc hiu qu hn. Mt sai khc, lch lc, khc bit c th l ng ha c so vi mt ng cn c bit hoc mt gi tr k v ng.

Trend Analysis

Phn tch xu th

Triggers

Ly kch hot

Ngn ng m hnh UML (Unified Modeling Language) ha hp nht User Ngi dng

User Representative i din ngi dng USP (Unique Selling xut bn hng v song (USP) Proposition)

Validation

Xc nhn

Value Engineering

nh gi cng trnh

Variance

Chnh lch

Variance Analysis

Mt phng php gii quyt tng chnh lch ca cc bin s v phm vi, chi ph v l ch trnh vo cc chnh lch thnh phn ring bit lin Phn tch phng sai quan ti cc nhn t xc nh nh hng ti cc bin s v phm vi, chi ph v l ch trnh. Thm nh nh gi xem m t sn phm, dch v hay h thng c tun th quy nh, yu cu, c t chi tit, hoc cc iu kin bt buc hay khng. Thng y l m t quy trnh ni b. Ngc li vi Xc nhn. Quy trnh chnh thc ha vic nghim thu cc kt qu d n hon thnh.

Verification

Verify Scope

Thm nh phm vi

Virtual Team

i o

Mt nhm c nhn c chung mc tiu, thc hin cc vai tr ca mnh m c rt t, hoc khng c thi gian gp mt nhau. H dng cc hnh thc cng ngh khc nhau cho vic lin lc, giao tip. Nhm o c th c cc thnh vin xa nhau v mt a l. Mt k thut hoch nh dng cung cp cc sn phm, dch v v kt qu phn nh ng yu cu ca khch hng, bng cch chuyn cc yu cu ca h thnh cc yu cu k thut cho mi giai on ca d n pht trin sn phm. Phn b cc hot ng d n cho cc thnh vin c trch nhi m thc hin. Thng di dng vn bn, cho php v hng dn bt u mt hot ng, mt gi cng vic hoc mt nhm vic. l mt cch thc ph chun cng vic d n c hon thnh bi ng ngi, ng thi im v ng trnh t. Mt h thng con ca h qun l d n tng th. l tp hp cc quy trnh chnh thc trn vn bn, xc nh cch thc cng vic d n c y quyn (chp nhn) m bo c hon thnh bi ng ngi, ng thi im v ng trnh t. N bao gm cc bc, cc ti li u, h thng gim st v cc mc ph chun cn thit a ra y quyn cng vi c. Mt cch phn r theo tng, hng kt qu cng vic d n do i d n xy dng thc hin cc mc tiu d n v a ra cc kt qu c yu cu. N xc nh v t chc tng phm vi ca d n. Mt mc trong c cu chia nh cng vic, c th nm bt c tng no. Mt ti li u m t tng thnh phn ca WBS, bao gm m t vn tt cng vi c, cc kt qu cn t c, danh sch cc hot ng lin quan v danh sch cc ct mc. Cc thng tin khc bao gm: t chc chu trch nhim, ngy bt u v kt thc, ngun lc cn thit, c l ng chi ph, m k ton, thng tin hp ng, cc yu cu cht lng, tham kho k thut thc hin cng vic. t lm cng vi c vi cc thng tin cn thit c th phn cng trch nhim, thc hin cng vic v o lng khch quan kt qu. Mt kt qu hoc mt thnh phn cng vic d n mc thp nht trong mi nhnh ca WBS. Xem thm phn im kim sot. Thng tin v d liu v tnh trng ca cc hot ng ang c thc hin hon thnh cng vic d n, c thu thp trong cc quy trnh lnh o v qun l d n. Cc thng tin bao gm: hin trng ca cc kt qu; hin trng ca cc yu cu thay i, cc hot ng khc phc, ngn nga v sa cha khim khuyt; phn trm ca cng vic c hon thnh; gi tr thu c ca cc o lng hiu sut k thut; ngy bt u v k t thc ca cc hot ng theo lch trnh. Mt cch i ph vi mt ri ro ti u cc xy ra. Khc vi k hoch d phng, trong bin php ny khng c hoch nh trc khi s kin ri ro xy ra.

Voice of the Customer

Ting ni ca khch hng

Work Assignment

Phn cng vic

Work Authorization

y quyn cng vic

Work Authorization System

H thng y quyn cng vi c

Work Breakdown Structure Work Breakdown Structure Component

Cu trc chia nh cng vi c (WBS) Thnh phn ca cu trc chia nh cng vi c

Work Breakdown Structure Dictionary

T in cu trc chia nh cng vic

Work Order Work Package

t lm cng vi c Gi cng vi c

Work Performance Information

Thng tin hiu sut cng vi c

Workaround

Vng trnh