This technical guidance document provides nine major knowledge areas of project management: --- project comprehensive 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 technical guidance document provides guidance on effective and standardized behavioral methods and technical tools in each knowledge area. This technical guidance document is applicable to the management of various projects of different complexity, scale, cycle and environment. GB/Z 23693-2009 Project Management Knowledge Areas GB/Z23693-2009 Standard Download Decompression Password: www.bzxz.net
This guidance technical document provides nine main knowledge areas of project management: ---Project Integrated 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 technical document provides guidance on effective and standardized behavioral methods and technical tools in each knowledge area. This guidance technical document is applicable to the management of various projects of different complexity, scale, cycle and environment.
This guidance technical document is proposed by the China Association for Standardization.
This guidance technical document is under the jurisdiction of the National Technical Committee for Project Management Standardization.
The drafting units of this guidance technical document: Shanghai Institute of Standardization, Beijing Modern Excellence Management Technology Exchange Center, China Association for Standardization.
The main drafters of this guidance technical document: Yang Jieming, Ma Na, Wang Xiaoyan, Yan Shaoqing, Yang Lei, Wang Yong, Liu Fuheng, Xu Xinzhong, Liang Songbo, Zhang Peng, Wang Hanming, Liu Guiming, Hou Lanxi.
The clauses in the following documents become the clauses of this guidance technical document through reference in this guidance technical document. For all dated referenced documents, all subsequent amendments (excluding errata) or revised versions are not applicable to this guidance technical document. However, the parties who reach an agreement based on this guidance technical document are encouraged to study whether the latest versions of these documents can be used. For all undated referenced documents, the latest versions are applicable to this guidance technical document.
GB/T23691-2009 Project Management Terminology
Foreword III
Introduction IV
1 Scope 1
2 Normative references 1
3 Terms and definitions 1
4 Integrated project management 1
4.1 General 1
4.2 Initiation 2
4.3 Project plan development 2
4.4 Project plan implementation 3
4.5 Integrated change control 4
4.6 Administrative closure 4
5 Project scope management 5
5.1 General 5
5.2 Scope planning 5
5.3 Scope definition 5
5.4 Scope verification 6
5.5 Scope Change Control6
6 Project Time Management7
6.1 General7
6.2 Activity Definition7
6.3 Activity Sequencing7
6.4 Activity Duration Estimation8
6.5 Scheduling9
6.6 Schedule Control9
7 Project Cost Management10
7.1 General10
7.2 Resource Planning10
7.3 Cost Estimation10
7.4 Cost Budgeting11
7.5 Cost Control11
8 Project Quality Management12
8.1 General12
8.2 Quality Planning12
8.3 Quality Assurance13
8.4 Quality Control13
8.5 Quality Improvement14
9 Project Human Resource Management14
9
9.1 General14
9.2 Organizational Planning15
9.3 Personnel Recruitment15
9.4 Team Building16
10 Project Communication Management16
10.1 General16
10.2 Communication Planning16
10.3 Information Distribution17
10.4 Performance Reporting17
11 Project Risk Management18
11.1 General18
11.2 Risk Management Planning18
11.3 Risk Identification19
11.4 Qualitative Risk Analysis19
11.5 Quantitative Risk Analysis20
11.6 Risk Response Planning20
11.7 Risk Monitoring and Control21
12 Project Procurement Management22
12.1 General Principles22
12.2 Procurement Planning22
12.3 Inquiry Planning22
12.4 Inquiry23
12.5 Supplier Selection23
12.6 Contract Management24
12.7 Contract Closure24

ICS 03. 100
National Standardization Guidance Technical Documents of the People's Republic of China GB/Z 23693—2009
Project Management
Knowledge Areas
Project nanagement-Areas of Knowledge2009-05-06 Issued
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China
2009-10-01 Implementation
httn://foodmate.net Foreword
1 Scope
2 Normative References
3 Terms and Definitions
Project Integrated Management
4.2 Start-up
Project Plan Development
4.4 Project Daily Plan Implementation
4.5 Integrated Change Control
4.6 Administrative Closure
5 Project Scope Management
5.1 General
5.2 Scope Planning
5.3 Scope Definition
Scope Verification
5. 5 Scope Change Control
Project Time Management
Activity Definition
6.3 Activity Sequencing
6.4 Activity Duration Estimation
Schedule Development
Duration Control
Project Cost Management
7.1 General...
Resource Planning
7.3 Cost Estimation,
7.4 Cost Budgeting
Cost Control
Project Quality Management.
8.1 General...
8. 2 Quality Planning -
8.3 Quality Assurance
8.4 Quality Control -
8.5 Quality Improvement
9 Project Human Resource Management
Product Partner Network http
GB/Z 23693—2009
GB/Z23693—2009
General principles·
Organizational planning·
Staff recruitment
Team building
10Project communication management
Communication planning
Information distribution
Performance report
Project risk management
Risk management planning
Risk identification
Qualitative analysis of risks
Risk qualitative analysis
Risk response planning
Risk monitoring and control
Project procurement management
Procurement planning
Inquiry planning
Supplier selection
Contract management
Contract closing
Semi-htt
This guiding technical document is proposed by the China Association for Standardization. GB/Z23693—2009
This guidance technical document is under the jurisdiction of the National Project Management Standardization Technical Committee. The drafting units of this guidance technical document are: Shanghai Standardization Research Institute, Beijing Modern Excellence Management Technology Exchange Center, China Standardization Association
The main initiators of this guidance technical document are: Yang Jieming, Ma Na, Wang Xiaoyan, Tuo Shaoqing, Yang Lei, Zheng Jian, Liu Fuheng, Xu Xinzhong, Liang Songbo Zhang Peng, Zheng Hanming, Liu Huoming, Hou Lanxi. dhttn:Foodmgta
GB/Z 23693—-2009
This guiding technical document describes the systematic knowledge, tools and techniques commonly used in project management. The actual application of these knowledge, tools and techniques may require more detailed professional knowledge
The various processes in various fields described in this guiding technical document interact with each other in the project and may appear more than once. This feature is not repeated in the main text of this guiding technical document. O
1 Scope
, knowledge areas
Project management
This guiding technical document gives nine main knowledge areas of project management: Project comprehensive 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.
GB/Z 23693--2009
This guidance technical document provides guidelines for effective and standardized behavior methods and technical tools in each knowledge field. This guidance technical document is applicable to the management of various projects of different complexity, scale, cycle and environment.
2 Normative reference documents
The clauses in the following documents become the clauses of this guidance technical document through reference in this guidance technical document. For all referenced documents with a date, all subsequent amendments (excluding errata) or revisions are not applicable to this guidance technical document. However, the parties who reach an agreement based on this guidance technical document are encouraged to study whether the latest versions of these documents can be used. For all undated referenced documents, the latest versions are applicable to this guidance technical document. GB/T23691--2009 Project Management Terminology
3 Terms and Definitions
The terms and definitions abbreviated in GB/T23691-2009 are applicable to this guidance technical document. 4 Integrated Project Management
4.1 General
Generally, integrated project management aims to balance between multiple different project goals and project management plans, and ensure that the various components of the project are coordinated with each other to meet or even exceed the expectations and requirements of the project stakeholders. Integrated project management may include five processes: initiation, project planning, project implementation, integrated change control and administrative closure. Integrated project management can use project management software as an auxiliary tool. According to the specific practice of the executing organization, integrated project management may include pre-project evaluation and post-project evaluation. Usually, pre-project evaluation is carried out on the basis of the project feasibility study. From the perspective of project, economy and society, the necessity, implementation conditions, market demand, economic benefits, social benefits and environmental benefits of the proposed project are evaluated, analyzed and demonstrated, so as to verify the reliability, authenticity and objectivity of the project feasibility study and provide a basis for corresponding decision-making. After the project is completed, post-project evaluation is carried out to understand the current project management level through analysis, comparison and evaluation, summarize the project completion and implementation effect, and accumulate experience and lessons, so as to ensure better completion of future project management work and promote better achievement of project goals. Post-project evaluation can be a single project evaluation within the execution organization or a post-project evaluation of multiple projects.1
GB/Z 23693--2009
4.2 Initiation
4.2.1 General
Initiation is part of comprehensive project management, dedicated to approving a new project or determining whether an existing project should enter the next stage. Usually, the initiation of a project is due to one or more reasons such as market demand, operational requirements, customer needs, technological progress, legal requirements, social needs, etc.
Inputs and Outputs of Initiation
The inputs to initiation should include:
a) Product description;
Strategic objectives of the executing organization;
Evaluation and selection criteria for the project
Historical resources for reference
The outputs of initiation should include,
a) Project charter;
Specified project management
Assumptions selected by the Pharmaceutical Project Management team.
4.2.3 Tools and Techniques for Initiation
The tools and techniques for initiation may include
Project selection
Including benefit assessment
Expert judgment
With specialized and specialized
1) Execution of the project's basic
Consulting personnel
Including internal interests
Professional private technical associations:
Industry groups
4.3 Project Planning
4.3.1 General
Project planning is part of project planning and is intended to produce a consistent and coherent document that can be used to guide project implementation and project control. Project planning often requires repeated iterations. 4.3.2 Inputs and outputs of project planning Inputs to project planning should include a) project charter; outputs of the planning process of other project management activities; b) historical data for reference; d) policies of the project participating organizations that have an impact on the project, such as policies on quality management, personnel management, financial control, etc.; e) factors that constrain project performance; assumptions. Note: Assumptions usually involve a certain degree of risk. During the process of project planning, the project team needs to frequently identify, record and verify assumptions. The output of project planning should include: a) Project plan, including:
1) Description of project management methods or strategies, 2) Project scope description,
3) Work breakdown structure as baseline scope document; 4) Cost estimate;
Schedule baseline and cost baseline;
Major milestones and their target dates;
Key or required personnel and their expected costs and/or human input; Risk management plan:
Other subordinate management plans.
Detailed supporting information for the project plan, including: b)
1) Outputs of other planning processes not included in the project plan; Information or documents generated during the project planning period; 2)
Technical documents:
Documentation of relevant standards;
Specifications proposed during the early development of the project. 5)
4.3.3 Tools and techniques for project plan formulation Tools and techniques for project plan formulation may generally include: a) Methodology to guide project plan formulation; b) Skills and knowledge of stakeholders;
GB/Z 23693--2009
C) Project management information system, used to collect, integrate and distribute information on various tasks during project implementation; d) Earned value management.
4.4 Project plan implementation
4.4.1 General
Project plan implementation is part of comprehensive project management, dedicated to coordinating and guiding the handover of various technologies and organizations in the project to complete the project according to the project plan.
During the implementation of the project plan, the implementation performance should be monitored in a timely manner, compared with the project plan, and corrective measures should be taken based on this. 4.4.2 Inputs and Outputs of Project Plan Implementation Inputs to project plan implementation should include: a) project plan; b) detailed supporting information for the project plan; e) policies of the project participating organizations that affect the project; preventive actions to reduce project risks; e) corrective actions taken to ensure that the expected project performance is consistent with the project plan. Outputs of project plan implementation should include: a) various work results of the project, including tangible and intangible results; b) change requests to the project plan. Note: Information on work results should be included as part of the project plan implementation and fed back into the performance report. 4. 4.3 Tools and techniques for implementing project plans Tools and techniques for implementing project plans can usually include: a) general management skills; b) skills and knowledge related to project products; work approval system to ensure that work is carried out in a timely and orderly manner; d) meetings to exchange project status information; project management information system: some useful work procedures of the project participating organizations. 23693—2009
4.5 Integrated Change Control
4.5.1 General
Integrated change control is part of the integrated project management and is dedicated to coordinating changes across knowledge areas and managing changes according to the project baseline.
Integrated change control should maintain the integrity of the original performance measurement baseline and ensure that changes in product scope are reflected in the definition of project scope.
4.5.2 Inputs and Outputs of Integrated Change Control Inputs to integrated change control should include: a) project plan;
b) performance report;
c) change request.
Note: Change requests can be in multiple The requests may be made in any form, including oral or written, direct or indirect, external or internal, legally mandatory or optional.
The output of integrated change control shall include: a) updates to the project plan;
b) corrective actions taken to ensure that expected project performance is consistent with the project plan; c) experiences and lessons learned.
Note: Any changes made to the content of the project plan or detailed supporting materials shall be included as updates to the project plan. For updates to the project plan, the relevant stakeholders shall be notified of these changes when necessary. 4.5.3 Tools and techniques for integrated change control The tools and techniques for integrated change control may generally include: a) Change control system;
b) Technical status management;
c) Effectiveness measurement;
d) Supplementary planning;
e) Project management information system.
4.6 Administrative closure
4.6.1 General
Administrative closure is part of the comprehensive project management, dedicated to documenting the project results for the client or customer to conduct formal acceptance of the project product.
Administrative closure includes collecting project records to ensure that these records reflect the final technical indicators; analyzing the successful experiences and lessons of the project and archiving these materials for future reference. The project and each stage of the project should be timely and Local closure to ensure that important and useful information is not lost. 4.6.2 Inputs and Outputs of Administrative Closure
The inputs of administrative closure shall include:
a All records, analysis of project effectiveness measurement documents, including planning documents for establishing effectiveness measurement frameworks; b) Documents describing project products, such as plans, specifications, technical documents, drawings, electronic documents, etc.; c) Other project records.
The outputs of administrative closure shall include:
a) Project archives, consisting of a complete and indexed set of project records; b) Project closure, used to confirm that the project has met all customer requirements for project products; c) Experience and lessons learned.
4.6. 3 Tools and Techniques of Administrative Closure
The tools and techniques of administrative closure may generally include: 4
a) Tools and techniques for performance reporting;
b) Formal project reports on project status or issues; c) Formal or informal presentations to provide information to stakeholders. 5 Project Scope Management
GB/Z 23693—2009
Project scope refers to all the work that needs to be done to provide a product or service with specified features and functions. Project scope management is committed to ensuring that the project scope includes and only includes all the work required to complete the project. Project scope management includes four processes: scope planning, scope definition, scope verification, and scope change control. 5.2 Scope Planning
5.2 General
Scope planning is the first part of project scope management, which is committed to gradually and in detail describing the project work and putting it into writing. The development of project scope planning is based on the constraints and assumptions clearly defined in the product description project charter and the project initiation process.
5.2.2 Inputs and outputs of scope planning
The inputs to scope planning should include:
a) product description;
b) project charter;
c) constraints;
d assumptions. The outputs of scope planning should include:bZxz.net
a) scope statement, including:
1) project justification
2) description of the project product;
3) project deliverables;
4) project objectives.
6) cultural support details;
c) scope management plan.
5.2.3 Tools and Techniques for Scope Planning
Tools and techniques for scope planning may generally include: a) product analysis;
b) cost-benefit analysis;
) methods for generating project implementation plans, such as brainstorming and lateral thinking; d) expert judgment.
5.3 Scope Definition
5.3. 1 General
Scope definition is part of scope management, and is dedicated to further decomposing the main deliverables of the project into smaller, more manageable components.
The purpose of scope definition is to: improve the accuracy of cost, labor, and resource estimates; determine the basis for performance measurement and control; and facilitate the formulation of clear responsibilities.
Whether the scope definition is appropriate is related to the success or failure of the project. 5.3.2 Inputs and outputs of scope definition
The inputs of scope definition shall include:
GB/Z 23693—2009
a) scope statement;
b) constraints;
c) assumptions,
d) outputs of the planning process of other project management activities; and e) historical data for reference.
Note: When the project is executed according to the contract, the constraints specified in the contract terms often need to be taken into account in the scope definition. The outputs of scope definition shall include:
a) work breakdown structure;
b) updates to the scope statement.
5.3.3 Tools and techniques for scope definition
The tools and techniques for scope definition include:
a) work breakdown structure and template;
b) decomposition techniques used to decompose the main deliverables into smaller components that are easier to manage. 5.4 Scope Verification
5.4.1 General
Scope verification is a part of scope management that aims to obtain formal acceptance of the project scope by the project stakeholders. Scope verification requires review of deliverables and work results to ensure that all work has been completed correctly and satisfactorily. If the project is terminated early, the scope verification process should document the degree of completion of the project and the overall scope of the project.
Scope verification is different from quality control in that the former is concerned with the approval of work results, while the latter is concerned with the correctness of work results. 5.4.2 Inputs and Outputs of Scope Verification
The inputs to scope verification should include:
a) work results;
l) documented records of the product;
e) work breakdown structure;
d) scope statement;
e project plan.
The outputs of scope verification should be formal acceptance and change requests. After the customer accepts the project phase product or major deliverable, an acceptance document should be completed and distributed to the project stakeholders. 5. 4.3 Tools and techniques for scope verification
Tools and techniques for scope verification can usually include inspection techniques such as measurement and testing. 5.5 Scope change control
5.5.1 General
Scope change control is part of scope management, which is committed to controlling and influencing factors and environmental conditions that can cause changes in project scope, confirming whether scope changes have occurred, and managing and controlling them in the event of scope changes to eliminate and minimize adverse effects on the project.
Scope change control should be fully integrated with other control processes (such as schedule control, cost control, quality control, etc.). Scope changes should be agreed upon by stakeholders. 5.5.2 Inputs and outputs of scope change control Inputs to scope change control should include: a) work breakdown structure;
b) scope statement,
e) performance report;
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