2. Multi-criteria decision analysis: Through multi-criteria decision analysis, the selection criteria are formulated, and the candidate team members are graded or scored accordingly. According to the importance of various factors to the team, the selection criteria are given different weights.

3. Basic rules: Use basic rules to clearly define acceptable behaviors of project team members. Formulating and abiding by clear rules as soon as possible will help reduce misunderstandings and improve productivity.

4. Team performance evaluation: The project management team should continuously evaluate the performance of the project team formally or informally. Constantly evaluating the performance of the project team is helpful to take measures to solve problems, adjust communication methods, resolve conflicts and improve team interaction.

A virtual team can be defined as a group of people who have the same goal and have little or no time to work face to face in the process of completing their roles and tasks. Virtual teams have some shortcomings, such as misunderstanding and isolation.

6. Centralized working refers to arranging some or all project team members to work in the same physical location to enhance the team's working ability. "War room" or "headquarters" is a centralized office strategy.

7. The construction of excellent teams can't be accomplished overnight. Generally, they go through the following five stages in turn: (1) formation stage (2) shock stage (3) standardization stage (4) development stage (5) dissolution stage.

No matter what stage we are in, adding one person or reducing one person will start from the formative period.

8. The power of the project manager comes from five sources.

(1) Position power comes from the position and authority of managers in the organization.

(2) the power of punishment, the ability to use negative means such as demotion, salary deduction, punishment, criticism and threats.

(3) the ability to reward power and reward subordinates.

(4) Expert power comes from personal professional skills.

(5) Reference power, because it has the power to become a reference model for others to learn.

The right of position, punishment and reward comes from the authorization of the organization, and the right of expert and reference comes from the manager himself.

9. In the project environment, conflicts are inevitable. Inconsistent demand, competition for scarce resources, poor communication, differences in priorities and personal work styles may all be the root causes of conflicts.

10, there are five common conflict resolution methods:

(1) retreat/avoid. Withdraw from actual or potential conflicts, postpone the problem until it is fully prepared, or push it to others to solve it. Both sides do not actively solve the problem and do not want to cooperate. Retreat is a temporary solution to the conflict.

(2) Moderate/tolerant. Emphasize agreement and downplay differences (even deny the existence of conflicts); In order to maintain harmony and relations, make unilateral concessions. This is a generous approach. For the sake of harmony and the overall situation, we will talk to each other, or temporarily put aside the controversial points and seek cooperation at other non-controversial points. Mitigation is also a temporary conflict resolution method.

(3) compromise/mediation. In order to solve the conflict temporarily or partially, we should find a solution that can satisfy all parties to some extent. Both sides are willing to resolve conflicts decisively and cooperate. Both sides got what they wanted, but only part, not all. Both sides made concessions, with gains and losses. Compromise is a double-sided tolerance, and tolerance is a unilateral compromise.

(4) coercion/command. Promote one's point of view at the expense of others; Only winning and losing schemes are provided. Usually, power is used to forcibly solve urgent problems. One side wins, one side loses.

(5) Cooperation/problem solving. Comprehensively consider different viewpoints and opinions, adopt a cooperative attitude and open dialogue, and guide all parties to reach a * * * understanding and commitment. This is the ideal result of both sides of the conflict, provided that both sides respect each other, are willing to cooperate and listen to each other.

1 1, Maslow's hierarchy of needs theory, five levels need to be mastered.

12, Herzberg's two-factor theory

The first category is health care factors, including working environment, salary, company policy, personal life, management supervision, interpersonal relationship and so on. When health care factors are not perfect, people will feel dissatisfied with their work. But even if the health care factors are good, they can only eliminate the dissatisfaction at work, but can't increase people's satisfaction with work, so these factors can't play an incentive role.

The second category is incentive factors, which are related to employees' work itself or work content and can promote people's job satisfaction. They are high-level needs, including achievements, recognition, work itself, responsibilities, development opportunities and so on.

13, X theory and Y theory need to be mastered.

14. Expectation theory holds that the degree of motivation of a goal is influenced by two factors: (1) target valence (2) expected value.

Expectation theory holds that incentive level is equal to the product of target price and expected value, that is, incentive intensity = target price x expected value.

15. The human resource management plan includes (but is not limited to) the following contents.

(1) Roles and responsibilities, defining the positions, skills and abilities required by the project.

(2) the organization chart of the project, indicating the number of personnel required for the project.

(3) Staffing management plan, indicating the time period of each team member and other important information that will help the project team to participate.

16. The roles and responsibilities of team members can be recorded in various formats. Most formats fall into the following three types: hierarchical, matrix and text. In general, hierarchical types can be used to define advanced roles, while text types are more suitable for recording detailed responsibilities.

17. The organizational breakdown structure (OBS) is similar to the work breakdown structure in form, but it is not broken down according to the deliverables of the project, but arranged according to the existing departments, units or teams of the organization, and the project activities or work packages under each department are listed.

18. The responsibility allocation matrix (RAM) is a table that shows the project resources allocated to each work package. An example of random access memory is RACI matrix. Is the most intuitive method.

19, text type. If you need to describe the responsibilities of team members in detail, you can use text.

20. The project organization chart is an integral part of the human resource management plan, which graphically shows the project team members and their reporting relationships. According to the needs of the project, the project organization chart can be formal or informal, or it can be very detailed or highly generalized.

2 1. Staffing management plan is an integral part of human resource management plan, which explains when and how to get project team members and how long they need to work in the project. It should include: (1) personnel recruitment (2) resource calendar (3) personnel severance plan (4) training needs (5) recognition and reward (6) compliance (7) safety.

22. For the newly assigned project team members, the project manager should be responsible for ensuring that he gets proper training.

23. No matter whether the conflict has a positive or negative impact on the project, the project manager has the responsibility to deal with it. )

24.360 feedback means that the collection of performance information may come from multiple channels and aspects, including superior leaders, colleagues at the same level and colleagues at lower levels. (understand)

25. In order to assess the internal members of the team, it is necessary to decompose the tasks first, otherwise the assessment cannot be carried out.

26. For core personnel, we must pay attention to their sudden departure. Therefore, AB role configuration is required.

1. The basic communication mode includes five basic states: sending, receiving, understanding, recognizing and transforming into positive actions.

2. The communication channels in the organization are mainly divided into formal communication channels and informal communication channels. Pay attention to the difference.

3. Communication management plan: It is an integral part of the project management plan and describes how to plan, construct and monitor project communication. The plan includes the following information.

(1) General Glossary

(2) Communication needs of stakeholders

(3) Information to be conveyed, including language, format, content and level of detail.

(4) Reasons for releasing information

(5) Time limit and frequency of receiving or replying the published information and notice (if applicable)

(6) personnel responsible for communicating relevant information.

(7) Persons responsible for authorizing the release of confidential information

(8) Individuals or groups that will receive information.

(9) Techniques or methods for transmitting information.

(10) Resources allocated to communication activities, including time and budget.

(1 1) problem reporting procedure, which is used to specify the reporting time limit and reporting path when lower-level employees cannot solve the problem.

(12) The communication management plan will update the optimized methods with the progress of the project.

(13) Project information flow chart, workflow (with authorization sequence), report list, meeting plan, etc.

(14) Communication constraints usually come from specific laws and regulations, technical requirements and organizational policies.

The communication management plan can also include guidelines and templates for project status meetings, project team meetings, network meetings and emails. The communication management plan should also include instructions on the use of websites and project management software used in the project.

4. Through the analysis of communication needs, determine the information needs of project stakeholders, including the type and format of information needed and the value of information to stakeholders. The project manager should also use the number of potential communication channels or paths to reflect the complexity of project communication. The total number of potential communication channels is n*(n- 1) /2, where n represents the number of stakeholders. (master)

5. Communication technology: Various technologies can be used to transfer information among project stakeholders. The factors that may affect the choice of communication technology include: (1) the urgency of information demand (2) the availability of technology (3) the ease of use (4) the project environment (5) the sensitivity and confidentiality of information.

6. Communication methods: Various communication methods can be used to share information among project stakeholders. These methods can be roughly divided into: (1) interactive communication. (2) Push communication (3) Pull communication

7. Reporting performance: Reporting performance refers to collecting and publishing performance information, including status reports, progress measurement results and forecast results. Benchmark data and actual data should be collected regularly, compared and analyzed, so as to understand and communicate the progress and performance of the project and predict the project results. A more detailed report may include:

(1) Past performance analysis.

(2) Project forecast analysis, including time and cost.

(3) The status quo of risks and problems.

(4) Work completed during the reporting period.

(5) Work to be completed in the next reporting period.

(6) Summary of approved changes in this reporting period.

(7) Other relevant information that needs to be reviewed and discussed.

8. Project stakeholder management refers to the process of identifying the needs, hopes and expectations of project stakeholders, and meeting their needs and solving their problems through communication management. Stakeholder management can bring the following benefits.

(1) will win more resources. Through project stakeholder management, you can get the support of more influential stakeholders and naturally get more resources.

(2) Rapid and frequent communication will ensure a complete understanding of the needs, hopes and expectations involved in the project; In a sense, requirements management is a part of project stakeholder management.

(3) Be able to predict the impact of project stakeholders on the project, communicate as soon as possible and formulate corresponding action plans to avoid the interference of project stakeholders.

9. Stakeholder Registration Manual. Used to record the relevant details of the identified stakeholders. Include basic information, evaluation information and stakeholder classification. Stakeholder register should be checked and updated regularly, so that stakeholders may change and new stakeholders may be discovered throughout the project life cycle. 10, Stakeholder Management Plan, an effective management strategy to mobilize stakeholders to participate. Usually includes:

(1) Necessary and current participation of key stakeholders.

(2) The scope and influence of stakeholder changes.

(3) the mutual relationship and potential relationship between stakeholders.

(4) Communication needs of project stakeholders at this stage.

(5) Information distributed to stakeholders.

(six) the reasons for the release of relevant information and the possible impact.

(7) Frequency and time limit for sending information to stakeholders.

(8) With the progress of the project, update and optimize the methods of stakeholder management plan.

1 1. Managing stakeholder participation includes the following activities.

(1) Mobilize stakeholders to participate in the project in time to gain or confirm their continuous commitment to the success of the project.

(2) Manage the expectations of stakeholders through consultation and communication to ensure the realization of project objectives.

(3) Deal with the concerns that stakeholders have not yet become a problem, and predict the problems that stakeholders may raise in the future.

(4) Identify and discuss these problems, so as to evaluate the related project risks.

(5) Clarify and solve the identified problems.

12, stakeholder analysis, stakeholder analysis is the systematic collection and analysis of various quantitative and qualitative information to determine whose interests should be considered in the whole project. Through stakeholder analysis, determine the interests, expectations and influences of stakeholders, and link them with the purpose of the project. Stakeholder analysis also helps to understand the relationships between stakeholders, so as to use these relationships to establish alliances or partnerships, thus providing the possibility of project success. At different stages of the project, different influences should be exerted on stakeholders.

The steps of stakeholder analysis are as follows.

(1) Identify stakeholders and their related information.

(2) Analyze the possible impacts of stakeholders, and classify and rank them.

(3) Assess the possible responses of stakeholders to different situations, so as to formulate corresponding strategies to exert positive influence on them.

The classification model of stakeholders is as follows.

(1) Rights/Interests Grid. Classify according to the authority of stakeholders and the degree of concern (interest) for project results.

(2) Right/Influence box. The degree of authority and active participation (influence) of stakeholders in the project are classified.

(3) Impact/Action box. Classify the extent to which stakeholders actively participate in (influence) the project and the ability to change the project plan or implementation.

(4) Highlight the model. Stakeholders are classified according to their power (ability to impose their will on others), urgency and legitimacy.

13. Compare the current participation of all stakeholders with the planned participation. Stakeholder participation can be classified according to the following criteria.

(1) I don't know. (2) boycott. (3) neutrality. (4) support. (5) leadership.

The current level of stakeholder participation can be recorded in the stakeholder participation evaluation matrix.

14. Factors that hinder effective communication: (1) Physical distance between the two parties (2) Environmental factors of communication (3) Lack of clear communication channels (4) Complicated organizational structure (5) Complicated technical terms (6) Harmful attitude.