IT Knowledge Map

https://docs.google.com/spreadsheets/d/1ZmN7G1unUAEpTPp5ObDnlAUtILLwwvluy-KHumMPEUU/edit#gid=0

PMP Certified Notes

 https://edward-designer.com/web/pmp/

Getting PMP Certified — Study Notes, Tips and Lessons Learned [Fully Updated for the new PMP Exam]

https://www.youtube.com/watch?v=2gmCr40uT4U

The Complete Project Management Body of Knowledge in One Video (PMBOK 7th Edition)

How I passed my PMP Exam in just four weeks!!!

https://www.youtube.com/watch?v=pBrEJvFLdnc

PMP Exam Prep Seminar - Section 2

 

\

11. Section Overview: Get the Most from the Course

 

# Passing the PMP

# Look at the entire PKBOK Guide sixth edition

# Maintain PMP

 

12. Frequently Asked Questions

 

13. PDUs or Contact Hours

 

14 Create a study strategy

 

# Commit time to study

# Recommend about 2 hours of just immerse yourself in study time

 

# Take the course in any order you like

# Take notes as you move through the course

# Review your notes before leaving a module

# Use the discussion feature

 

Know What to study

14 PMBok guide chapters

 

Create your study strategy

 

Week One: 1-7

Week Two: 8-14

Week Three: Section 15-22

Week Four: Put it all together

=========

15 Explore the PMBOK Guide, Sixth Edition

PMBok Guide 6^th Edition Outline

16 Course Resources

 

17. Maintain your PMP

18. PMP Coach: Confidence

 

19. Section Summary: Get the Most from the Course

 

Section 3: PMBOK Guide, Sixth Edition

20. Section Overview: PMBOK Guide, Sixth Edition

21 Introduction to PMBOK Guide

l  Generally recognized approach to project management

22 Environments in which project operate

 

l  Enterprise environment factors

l  Organization process assets (Historical information)

l  Organization systems

Ø  Describe the structure and how work gets done within that structure

 

23. Role of the Project manager

 

l  Before the project, PM might be working with a business analyst to gather requirements and document, write a project charter

l  After the project, you might be part of the support team for the solution you’ve created and other people can come to you

l

l  Balance the competing objectives

Ø  Time, cost, scope, quality, and risk

l  Iron triangle

Ø  Time, cost and scope

 

l  Schedule is always competing with cost and have enough time and enough money to complete the scope

l  Communicating and following our communications management plan

 

 

24. Project Integration Management ( Chapter 4)

 

l  Every process group that touches project integration management

l  Two important tasks

n   Develop project charter

n   Close project or phase

n   Develop project management plan

n   Manage Project knowledge

 

25. Project Scope Management

* Defining all of the project work and really only the required work to satisfy the objectives of the project.

 

n   Plan scope management

n   Create WBS (Once we define the scope, then we can go about decomposition, decomposing the scope statement into actual deliverables)

n   WBS dictionary

n   WBS ( for estimate for time and cost to better understand our resources)

n   Validate Scope

n   Control Scope

n    

 

26 Project Schedule management (Creating a schedule management plan, defining and sequencing the activities and then developing our schedule.)

n   Plan schedule management

n   Define activities

n   Sequence activities

n   Estimate activity duration

n   Develop schedule

n   Control Schedule

 

27. Project Cost Management

 

the cost aggregation of all of those work packages that help to create budget

Then we'll also control costs (very important activity)

28. Quality in Project Management ( totality of an entity that will bear on that things ability to satisfy stated or implied needs.)

 

Quality is the totality of an entity. quality is a conformance to requirements.

l   Nothing more and certainly nothing less

l   Plan quality management ( quality management plan will direct our quality activities, but are also addresses. )

l   Manage quality

l   Control quality - control quality is an inspection driven activity. It's where we go out as a project team and the project manager. we have to inspect the work 

l   Quality is built into the process, that quality is built into the design and that quality is in the execution of what we do in our project.

 

29. Project Resource Management

 

the name was changed to Project Resource Management

 include human resource. ( that leading and developing our team)

30. Project Communication Management

> project manager spend 90% of their day communicating

> this plan defines who needs what information, when do they need it, and in what modality? 

>> It also define who has access to that information and how will you secure the information?

>> what are the channels you have to follow for communication, 

31. Project Risk Management 

> create risk management plan

> identify risks

> Perform qualitative risk analysis

> quantitative risk 

> risk register ( document the risk)

Qualitative is about qualifying the risk events or more analysis (pretty high level and subjective)

Quantitative is more depth. It's more about studying the risk event

> Monitor our risk in the project

32. Project Procurement Management 

33. Project stakeholder management

> stakeholder is individual or group or entity that's affected by your project, or they can affect that influence your project 

Assignement 2 : Access the PMBOK guide

Section 4: Define Project Management Foundations

36. Section Overview:

> talk about the temporary nature of projects

> very important term, called business value

37. Projects are Temporary

T26 證實 2023年2月1日橫空面世❗❗

 

總共十五間 Agencies ❗❗

• Allegis Group Hong Kong Limited (NEW)
• Chandler Macleod Group (HK) Limited (OUT)
• CIIC Hong Kong Limited (NEW)
• CL Technical Services Limited
• EDPS Systems Limited
• Global Executive Consultants Limited
• InfoTech Services (Hong Kong) Limited
• IT People Limited
• IT Solutions Limited
• Manpower Services (Hong Kong) Limited
• Optimum Solutions (Singapore) Pte Limited (OUT)
• Peoplebank Hong Kong Limited
• PERSOLKELLY Hong Kong Limited
• Seamatch Asia Limited
• Speedy Group Corp. Limited
• Taylor Coulter Limited
• Venturenix Limited (NEW)

其中的 ciic 大家要留意一點，佢極有可能是為輸入中國 IT 人才而鋪路。。

T26 - EDPS Innovatives 分析

首先黎講呢，今次 T26 大幅度上調了薪酬加幅，應該是咁多年來最具規模的。。我們當然歡迎政府這決定，抵讚🤣。否則通常只跟到通賬再加少少咁。。言而這當然是針對人才流失的問題啦，這對於留下來的人算是種誘因。。

而政府自 2019 年出既 Contract T&Cs 很多都加入了 Innovatives 既計分方式去做評審標準，包括 T26。評審包括兩部分：Technical 同 Price。比重可以由 50:50 去到 70:30 的，即 Technical 比 Price 更看重。。所以各 Agencies 都一定有報唔同既 Innovaties 成分落去，務求輸價錢(即貴人工)都可以中 Bid。。今次 EDPS 據佢地既說法加左兩點落去。。就如大家看到的圖片。。第一，採取一個更進取的人工調整策略。。會根據服務年資、上次加薪相隔時間、與 EDPS 平均該職級人工作比較，從而𨤸定調整幅度，最高 19%；第二，是史無前例地發放第十三個月糧。。

就第一點來說，其目的是保障偏低薪酬同事，同時又獎勵忠誠的員工。但計算方法則無具體交待。。最高 19%，咁最低呢❓人工平均數又會否對外公布呢❓定只是黑箱作業呢❓當然，OGCIO 極有可能會每季抽查合約的。所以佢地不會不依合約條文來調整。。

第二點，係四年一次個俾😭😭😭根據第 12 24 36 48個月時既月薪❗❗❗中間不能斷約多過１２星期❗❗十三個月糧是現時最為人垢病的地方。。因為首先無人相信這不是羊毛出自羊身上的偷換概念式減月薪方案。。但如果係咁樣，又有可能和第一點有抵觸的地方。。也有可能真的賺少一尐來增取更高 Ceiling Price 來實現雙贏。。第二，四年先拎到仲要無斷約１２星期喎❗❗❗咁如果部門無錢唔續咪渣都無❗❗❗

講到尾，人地 AP 出 55K，SA 出 75K。你如果月薪少過 50.7K 同 69.2K。咁你講咁多都係嘥氣。

Job Postings 2023-02-10

 

成九百份。。佔四分之一TCON。。OGCIO 當然唔俾人轉會啦，白幹一場。。但好像今年ＩＴ撥款不少，所以，大家睇下其他部門也有可能，總之完約前兩個月可自由轉換，完約後也不需要過冷河～

Job Postings 2023-02-10.xlsx

討價

 

雖然，現在資訊是非常流通了，所以你大概對每個 ＰＯＳＴ 既價錢都有個概念了。。但實情我們不是在百佳惠康或７—１１買罐汽水，其實沒有一間所謂最高價的。。可能ＪＰ Ａ公司較好；ＡＰ Ｂ公司較好；ＳＡ　Ｃ公司較好。。所以是每間都有長短處的，不能一概話邊間公間最好。。其次，不同時間入職確實會對公司定價有分別的，因為ＡＧＥＮＣＹ公司是成本固定的公司，做一百個係咁做，做一千個都係咁做，唔會多左好多成本。。所以ＯＮＣＥ佢ＢＲＥＡＫ　ＥＶＥＮ之後，後面加入黎既就會是淨利潤，佢地肯係咁易都俾多尐你，是故好多時新入職的同事比舊人還高人工。。故此不停轉換ＡＧＥＮＴ是一件好事，可以跟返貼個價。。亦因本會公開提高了入職薪酬的透明度，部份公間也會統一一個價目表一次過處理晒Ｔ２５轉Ｔ２６所有員工的續約問題，而且，應該普遍是提高了整體薪酬。。

然而，我想講既其實係傾價錢既一尐竅門。。正如上文所講，我地唔係買罐汽水，價錢係因人而異的，這個也很公平，因為人人條件不同，Ａｇｅｎｃｙ揸住十份ＣＶ，佢會揀一個條件最好的入ＢＩＤ，人工理論上都會俾好尐佢。。而如果你都合資格既，只是ＣＶ無人咁靚，咁可能你就會受一個低尐既人工，誘使ＡＧＥＮＣＹ幫你入ＢＩＤ。。什至乎好多人想升職都甘願接受一個低尐既價錢來拎左個ＴＩＴＬＥ先，咁一兩年後轉ＡＧＥＮＴ時再拎返正價咁都有既。。

另外，針對呢排ＡＧＥＮＣＹ要接成九萬幾個電話，我又想同大家講下，正如我地唔係去超市格價。。我地唔好只是拋出六個字＂ＪＰ幾錢人工？＂ＡＧＥＮＴ本身有個ＲＡＮＧＥ，３３—３７。。當人多既時候，佢當然會揀個最有把握既入ＢＩＤ啦，對嗎❓所以起碼也要準備定一份靚仔既ＣＶ俾ＡＧＥＮＴ先啦，可以先ＷＨＡＴＳＡＰＰ傾下，再ＥＭＡＩＬ　ＳＥＮＤ　ＣＶ。。鳩問只會換來鳩答。。還有既係，好似買樓，買家最有本錢講價既時機大家知唔知❓我只講買家本人，不講大環境。。就係佢揸住一張一百萬銀行本票既時候。。所以，大家如果有ＢＩＤ　ＮＵＭＢＥＲ係手，係最易嗌高到一點點薪酬的時候，切記。