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PMP培训学习笔记|项目规划沟通

如果有一些谈团队里面,他会对于这种意识,什么文化敏感会有特别的这样一些呈现,所以如果能够在这一方有注意的话,也是能够有助于更好地去做好规划、沟通、管理的事情,以及后面更好的去执行关于沟通的事情。接下来还有一个是相关班参与度评估的这样一个信息,


那么简单回顾一下规划沟通管理,它的输入是项目章程,项目管理计划、资源管理计划相关方参与计划,接下来是项目文件中的需求文件、相关方登记册,事业环境因素和组织过程资产,他的工具和技术,一个是专家判断,一个是沟通需求分析,接下来是沟通技术、沟通模型、沟通方法,


接下来是通过会议的方式来去制定好这样一些沟通管理计划的东西。那么他最后的输出就是一个是沟通管理计划,那么沟通管理计划中就会包括列出要怎么样去做这些沟通的事情。


If there is some talk about the team, he will have such special representations about this kind of consciousness and cultural sensitivity, so if you can pay attention to this side, it will also help to better plan, communicate, Manage things, and better perform things about communication later. Next is another such information as the relevant class participation assessment.


So briefly review the planning communication management, its input is the project charter, project management plan, resource management plan stakeholders involved in the plan, followed by the demand documents in the project documents, the relevant party register, business environment factors and organizational process assets, His tools and techniques, one is expert judgment, one is communication needs analysis, followed by communication technology, communication model, communication method,


The next step is to develop such communication management plans through meetings. Then his final output is a communication management plan, then the communication management plan will include a list of things to do.


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