Rita五大过程组流程(第九版 中英文)

Initiating
Select Project Manager Determine company culture and existing systems
启动
选择项目经理
Planning(With Order)
Determine development approach, life cycle, and how you will plan for each knowledge area Define and prioritize requirements Create project scope statement Assess what to purchase and create procurement documents Determine planning team
Perform risk identification, qualitative and quantitative risk analysis, and risk response planning Go back-iterations Finalize procurement strategy and documents Create change and configuration management plans Finalize all management plans Develop realistic and sufficient project management plan and baselines Gain formal approval of plan Hold kickoff meeting Request changes
管理储备
管理、评估和关闭采购
评估可用的实物资源
收尾
确认工作按要求完成
完成采购收尾
得到正式产品验收
完成财务结算
移交完成的产品
客户满意度调查
完成最终绩效报告
索引和存档档案
更新经验教训和知识 库
Measure performance against 根据实际绩效对比绩效测量 performance measurement 测量基线 baseline Measure performance against 根据项目管理计划中的其他 other metrics in the project 指标衡量绩效 management plan Analyze and evaluate data and 分析评估数据和性能 performance Determine if variances warrant 确定差异是否需要采取纠正 a corrective action or other 措施或其他变更请求 change request(s) Influence factors that cause change
制定切实可行的项目管理计划和基准 获得正式的计划批准 举行开工会议 变更请求
Monitoring & Controlling
Take action to monitor and control the project
监控
监控项目工作
Closing
Confirm work is done to requirements Complete final procurement closure Gain final acceptance of product Complete financial closure Hand off completed product Solicit customer's feedback about the project Complete final performance reporting Index and archive records Gather final lessons learned and update knowledge bases
规划（唯一有顺序的过程组）
Executing
执行
依据项目管理计划执行 项目工作 产出可交付成果（产品 范围）
Execute work according 确定开发方法，生命周期以及如何开 to the project 展规划所有管理计划和知识领域 management plan 定义需求并确定优先级 Produce product deliverables (product scope)
估算资源需求
估算活动持续时间和费用
Acquire final team and physical resources
获得最终团队和实物资 源
确定关键路径
Manage people Evaluate team and individual performance; provide training Hold team-building activities Use issue logs
管理团队 评估团队和个人绩效， 提供培训 开展团建活动 使用问题日志 促成冲突解决 依据完成工作释放资源
制定进度 制定预算 确定质量标准、过程和测量方法
确定团队章程，以及所有人的角色和 Facilitate conflict 责任 resolution 规划沟通和相关方参与 Release resources as work is completed
创建范围说明书
Gather work performance 收集工作绩效数据 data Request changes 变更请求
确定采购内容，创建采购文档
确定规划团队
Implement only approved 仅实施经批准的变更请 changes 求 Continuously improve; perform progressive elaboration
编制变更和配置管理计划 定稿所有管理计划
Evaluate sellers; negotiate 评估卖方，与卖方谈判 and contract with sellers 和签约 Use and share project knowledge Execute contingency plans project Update management plan and project documents 使用并分享项目知识 执行应急计划 更新项目管理计划和项 目文件
Create WBS and WBS dictionary
Create activity list
Create network diagram
制定项目章程
Estimate resource requirements
Identify stakeholders and 识别相关方并确定他们 determine their 的期望、兴趣、影响和 expectations, interests, 影响力 influence, and impact Request changes 变成请求
导致变更的影响因素
Request changes
变更请求
Perform integrated change control
执行整体变更控制
Approve or reject changes
批准或拒绝变更
Update project management plan and project documents Inform stakeholders of all change request results Monitor stakeholder engagement Confirm configuration compliance Create forecasts Gain customer‘s acceptance of interim deliverables Perform quality control
Estimate activity durations and costs
Determine critical path
Develop assumption log Develop stakeholder register
制定假设日志 制定相关方登记册
Develop schedule Develop budget Determine quality standards, processes,ห้องสมุดไป่ตู้and metrics Determine team charter and all roles and responsibilities Plan communications and stakeholder engagement
明确公司文化和现行系 统
Collect processes, 收集过程、流程和历史 procedures, and historical 信息（明确公司过程资 information 产） Divide large projects into 划分大项目为阶段或小 phases or smaller projects 项目 Understand business case 了解项目商业论证和效 and benefits management 益管理计划 plan Uncover initial requirements, assumptions, risks, constrains, and existing agreements Assess project and product feasibility within the given constraints Create measurable objectives and success criteria Develop project charter 明确初始需求、假设条 件、风险、制约因素和 现有协议 在给定的限制范围内评 估项目和产品的可行性 创建可测量的目标和成 功标准
Send and receive 识别风险，定性和定量风险分析，及 information, and solicit 规划风险应对 feedback 重复（渐进明细） Report on project performance