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GBZ23693-2009: Project management -- Areas of knowledge
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| GB/Z 23693-2009 | English | 739 |
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Project management -- Areas of knowledge
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GB/Z 23693-2009
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Basic data | Standard ID | GB/Z 23693-2009 (GB/Z23693-2009) | | Description (Translated English) | Project management -- Areas of knowledge | | Sector / Industry | National Standard | | Classification of Chinese Standard | A01 | | Classification of International Standard | 03.100 | | Word Count Estimation | 32,345 | | Date of Issue | 2009-05-06 | | Date of Implementation | 2009-10-01 | | Regulation (derived from) | ?PRC National Standard Approval Announcement 2009 No.6 (Total No.146) | | Issuing agency(ies) | Ministry of Health of the People's Republic of China | | Summary | This standard specifies the nine major project management knowledge areas: -Project Management, -Project Scope Management, -Project Time Management, -Project Cost Management, -Project Quality Management, -Project Human Resource Management, -Project Communications Management, -project Risk Management, -project Procurement Management. This standard gives each knowledge area effective, behavioral methods and technical tools guide specification. This standard applies to different levels of complexity, different sizes, different cycles, and management of various projects in different environments. | GBZ23693-2009: Project management -- Areas of knowledge---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.
Project management.Areas of knowledge
ICS 03.100
A01
People's Republic of China national standardization of technical guidance documents
Project Management Knowledge Areas
2009-05-06 released
2009-10-01 implementation
General Administration of Quality Supervision, Inspection and Quarantine of People's Republic of China
China National Standardization Administration released
Directory
Foreword Ⅲ
Introduction IV
1 Scope 1
2 Normative references 1
3 Terms and definitions 1
4 Project Management 1
4.1 General 1
4.2 start 2
4.3 Project Planning 2
4.4 Project Plan Implementation 3
4.5 comprehensive change control 4
4.6 Administrative Finishing 4
5 Project Scope Management 5
5.1 General 5
5.2 range planning 5
5.3 Scope Definition 5
5.4 Verification of Range 6
5.5 range change control 6
6 Project Time Management 7
6.1 General 7
6.2 Definition of Activities 7
6.3 activity sorting 7
6.4 Activity Duration Estimate 8
6.5 Schedule 9
6.6 Progress Control 9
Project Cost Management 10
7.1 General 10
7.2 Resource Planning 10
7.3 Cost Estimation 10
7.4 Cost Estimate 11
7.5 Cost Control 11
8 Project Quality Management 12
8.1 General 12
8.2 Quality Planning 12
8.3 Quality Assurance 13
8.4 Quality Control 13
8.5 Quality Improvement 14
Project Human Resource Management 14
9.1 General 14
9.2 Organizational Planning 15
9.3 Staff Recruitment 15
9.4 Team Building 16
Project Communication Management
10.1 General 16
10.2 Communication Planning 16
10.3 Information Distribution 17
10.4 Performance Report 17
Project Risk Management 18
11.1 General 18
11.2 Risk Management Planning 18
11.3 Risk Identification 19
11.4 Qualitative Risk Analysis 19
Quantitative Risk Analysis
11.6 Risk Response Planning 20
11.7 Risk Monitoring and Control 21
Project Procurement Management 22
12.1 General 22
12.2 Procurement Planning 22
12.3 Inquiry Planning 22
12.4 Inquiry 23
12.5 Supplier Selection 23
12.6 Contract Management 24
12.7 Contract closure 24
Foreword
This Guidance Document is proposed by China Association for Standardization.
The guidance of technical documents by the National Project Management Standardization Technical Committee.
The guiding technical documents drafted by. Shanghai Institute of Standardization, Beijing Modern Excellence Management Technology Exchange Center, China Standardization
association.
The main drafters of this Guidance Document are Yang Jieming, Mana, Wang Xiaoyan, Yan Shaoqing, Yang Lei, Wang Yong, Liu Fuheng, Xu Xinzhong, Liang Songbo,
Zhang Peng, Wang Hanming, Liu Guiming, Hou Lanxi.
Introduction
This guidance document describes the systematic knowledge, tools and techniques commonly used in project management. The practical application of this knowledge, tools and techniques
Surgery may require more detailed expertise.
The procedures in each area described in this guidance document are interactive in the project and may occur more than once. This feature does not
Explain repeatedly in the body of this guidance document.
Project Management Knowledge Areas
1 Scope
This guidance document gives nine main areas of knowledge for project management.
--- Project Management;
--- Project scope management;
--- project time management;
--- Project cost management;
--- Project Quality Management
--- project human resource management;
--- project communication management;
--- Project Risk Management;
--- Project Procurement Management.
This guidance document provides guidance on the most effective and standardized methods of conduct and technical tools in each area of knowledge.
This guidance document is applicable to the management of various projects of different complexities, different scales, different periods and different environments
jobs.
2 Normative references
The following documents contain provisions which, through reference in this Guidance Document, become the provisions of this Guidance Note document. All dated
Reference documents, all subsequent amendments (not including errata content), or revisions do not apply to this guidance document, however, drums
Recipients of the agreement based on this guidance document are encouraged to study whether the latest versions of these documents are applicable. All undated references
The latest version of this document applies to this guidance document.
GB/T 23691-2009 Project management terminology
3 Terms and definitions
GB/T 23691-2009 established terms and definitions apply to the guidance of technical documents.
4 project integrated management
4.1 General
In general, project management is dedicated to balancing multiple project objectives and project management options to ensure that project teams
As part of the coordination between the parties, in order to meet or exceed the expectations of stakeholders and requirements.
General project management can generally include start-up, project planning, project plan implementation, comprehensive change control and administrative closure of the five processes.
Integrated project management can use project management software as a supporting tool.
Depending on the organization's specific practices, integrated project management may include pre-project assessment and post-project assessment.
Generally, pre-project assessment is conducted on the basis of the project feasibility study, and from the project, economic and social perspectives,
Necessity, implementation conditions, market demand, economic, social and environmental benefits such as assessment, analysis and demonstration in order to verify the feasibility of the project
The reliability, authenticity and objectivity of the sexual research provide the basis for the corresponding decision-making. After the project is completed, the post-project evaluation is carried out. By analyzing the ratio
Compare and evaluate, understand the current project management level, summarize the project completion and implementation results, accumulate experience and lessons to ensure better completion
After the project management work, prompting the project objectives to be completed better.
Post-project evaluation can be either a single post-project evaluation within the executing organization or a post-project evaluation across multiple projects.
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