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軟體簡介:



A Guide to the Project Management Body of Knowledge 3rd Edition SUB100 英文教學光碟正式版



【內容說明】★◇以下中文譯文說明僅供參考，請依實際軟體內容介紹為準◇★

This document supersedes the Project Management Institute’s (PMIR) A Guide to
the Project Management Body of Knowledge (PMBOKR Guide), published in 1996.
The scope of the project to update the 1996 publication was to:

Add new material reflecting the growth of the knowledge and practices in the
field of project management by capturing those practices, tools, techniques,
and other relevant items that have become generally accepted. (Generally
accepted means being applicable to most projects most of the time and having
widespread consensus about their value and usefulness.)

Add clarification to text and figures to make this document more beneficial to
users.

Correct existing errors in the predecessor document.
To assist users of this document, who may be familiar with its predecessor, we
have summarized the major differences here.
1. Throughout the document, we clarified that projects manage to requirements,
which emerge from needs, wants, and expectations.
2. We strengthened linkages to organizational strategy throughout the document.
3. We provided more emphasis on progressive elaboration in Section 1.2.3.
4. We acknowledged the role of the Project Office in Section 2.3.4.
5. We added references to project management involving developing economies,
as well as social, economic, and environmental impacts, in Section 2.5.4.
6. We added expanded treatment of Earned Value Management in Chapter 4
(Project Integration Management), Chapter 7 (Project Cost Management), and
Chapter 10 (Project Communications Management).
7. We rewrote Chapter 11 (Project Risk Management). The chapter now contains
six processes instead of the previous four processes. The six processes are Risk Management
Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk
Analysis, Risk Response Planning, and Risk Monitoring and Control.
8. We moved scope verification from an executing process to a controlling process.
9. We changed the name of Process 4.3 from Overall Change Control to Integrated
Change Control to emphasize the importance of change control throughout
the entirety of the project.
10. We added a chart that maps the thirty-nine Project Management processes
against the five Project Management Process Groups and the nine Project Management
Knowlege Areas in Figure 3-9.
11. We standardized terminology throughout the document from “supplier” to
“seller.”
12. We added several Tools and Techniques:

Chapter 4 (Project Integration Management)
 Earned Value Management (EVM)
 Preventive Action…………