Full Transcript
https://www.youtube.com/watch?v=z8Dg4-RN5HI
[00:00] Hi everyone.
[00:02] If you're studying Project Management this year, then one of the books you'll need to know is the PMBOK Guide or the Project Management Body of Knowledge, the guide to that, the eighth edition, which came out in 2025.
[00:16] And this is what the new PMP exam is going to be based on.
[00:18] Now, one of the best ways to learn the Project Management Body of Knowledge is by taking practice questions.
[00:24] And I've got a very special treat for you today because we're going through the entire PMBOK Guide from start to finish, and we're asking practice questions along the way for each section in order.
[00:36] So, you get to basically learn the Project Management Body of Knowledge while taking these practice exams.
[00:40] It's a fantastic way to learn.
[00:42] Now, the first questions will be a little bit easier because these are based on the standard for Project Management, and that's the first part of the PMBOK Guide.
[00:51] This is more about what is a project and what does a project manager do.
[00:55] So, it's fairly easy to start with, but it gets tricky very, very quickly.
[01:01] Very quickly.
[01:03] So, let's get into these first questions, see how you go, and then we'll get into the tricky ones later on.
[01:07] You're working at Stratus Innovations, where leadership proposes the delivery of a new customer platform that will impact multiple teams.
[01:13] They need it to be released before October next year, and multiple experts from other systems or teams may be involved.
[01:20] So, multiple experts from other systems or teams.
[01:22] Leadership asks how this initiative should be managed.
[01:25] What are we going to tell them?
[01:29] And I can already see this.
[01:32] This is the definition of a project or a portfolio or a program.
[01:35] Let's have a look.
[01:37] A portfolio will include projects, programs, and operations as well.
[01:43] A project is just a temporary endeavor that delivers a change or business value.
[01:47] That's looking pretty promising.
[01:49] A program delivers multiple projects.
[01:52] So, uh we put them together to make sure that we get more value than if we just managed them by themselves, and operations is our ongoing daily activities.
[02:01] So, based on all of this, let's go with managing as a
[02:03] All of this, let's go with managing as a project, and that's the answer C.
[02:06] Projects are initiated to create value by producing tangible or intangible deliverables, such as products, services, or other results.
[02:14] And we start all the way at the beginning in the Standard for Project Management, page 12, portfolios, programs, and projects.
[02:21] What a way to start, nice and easy.
[02:24] All right, let's get into these next questions.
[02:26] Daniel is the project manager for FinTrust Solutions, preparing the business case for a new mobile banking platform.
[02:32] As part of the document, he identifies expected outcomes, including increased transaction revenue and improved customer satisfaction and brand reputation.
[02:43] How should Daniel categorize these benefits in the business case?
[02:48] Okay, we have tangible benefits.
[02:51] Now, this is usually money and revenue and things that we can count or see or feel or touch.
[02:55] Uh, both are intangible benefits.
[02:58] These are things that are soft benefits.
[03:00] So, this could be customer satisfaction, usually.
[03:02] So, revenue
[03:05] Satisfaction, usually.
[03:07] No, that's not correct.
[03:10] Revenue increase is tangible.
[03:12] It's money, we can count it.
[03:15] So, that's what we want, and customer satisfaction is intangible.
[03:17] While it's something that we can measure with a customer satisfaction survey, it's not a hard benefit, so revenue increase to our business.
[03:23] So, what we're going to go is with answer D, and that's the one.
[03:28] Tangible benefits are benefits that can be measured in financial terms, such as profitability, stockholder equity, and market share.
[03:37] Intangible benefits are benefits that are difficult to measure in financial terms, such as brand recognition, customer satisfaction, and employee well-being.
[03:45] And that's in the Standard for Project Management, page 14, examples of business value.
[03:51] And already, we're getting through the book, which is really, really wonderful.
[03:55] Let's have a look at the next question.
[03:57] You're the project manager at Secure Bank Corporation implementing a new online banking platform.
[04:01] While developing the project management plan, you identify
[04:05] Project management plan, you identify items like regulations, organizational culture, and IT infrastructure that may influence the project.
[04:14] How should you account for these factors in your project management plan?
[04:18] And again, we're really going through the basics here, which is quite way to get into it.
[04:22] But what do we do with IT infrastructure, culture, and even regulations?
[04:27] These things, are they project risks?
[04:30] No, that's not it.
[04:32] Include them as part of the scope baseline.
[04:36] They're not really scope, even though they're systems.
[04:39] Scope are things that we're going to deliver.
[04:40] Treat them as project deliverables.
[04:42] That's not it, either.
[04:43] These are enterprise environmental factors, things that can influence our project as part of the enterprise around us.
[04:51] So the answer for us here is going to be letter A, and that's the one.
[04:55] Enterprise environmental factors refer to conditions not directly influenced by the project team that impact, constrain, or direct the project.
[05:01] Standard for project management, page 18, enterprise
[05:05] management, page 18, enterprise environmental factors.
[05:08] As you can see, environmental factors.
[05:09] As you can see, we're getting through the standard, and we're getting through the standard is more of a basic beginner's guide, so these things will get a little bit more tricky as we go along.
[05:15] Let's check the next question.
[05:20] Rose is the project manager at TCS implementing a new internal reporting system.
[05:25] The PMO required her to use a standard project management plan template and follow established procedures from previous projects.
[05:31] She reviews these templates and guidelines to ensure consistency with organizational practices.
[05:36] How should Rose classify these templates and procedures?
[05:40] And if you're following along at home, you probably already know the answer, because what do we do with templates and procedures and ways of working.
[05:47] These are our organizational process assets.
[05:53] They're processes that are already existing in the organization.
[05:56] If we change organizations, we really want to get up to speed on these things very, very quickly.
[05:59] It's no longer just regulations or the environment, definitely not plug project deliverables, and it's not
[06:06] project deliverables, and it's not project assumptions.
[06:09] So, let's go with project assumptions.
[06:09] So, let's go with answer C.
[06:11] There it is. Organizational process assets, depending on the industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
[06:13] process assets, depending on the industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
[06:16] industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
[06:18] may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
[06:20] documents, templates, and knowledge repositories specific to and used by the performing organization.
[06:23] repositories specific to and used by the performing organization.
[06:23] And they're always going to be a little bit different wherever you go in the new team or new organization.
[06:25] performing organization. And they're always going to be a little bit different wherever you go in the new team or new organization.
[06:26] always going to be a little bit different wherever you go in the new team or new organization.
[06:28] different wherever you go in the new team or new organization. This is in the standard for project management, page 19, organizational process assets.
[06:30] team or new organization. This is in the standard for project management, page 19, organizational process assets.
[06:32] standard for project management, page 19, organizational process assets.
[06:35] 19, organizational process assets. Getting through it very, very quickly.
[06:37] Getting through it very, very quickly. All right, question five already.
[06:39] All right, question five already. You're doing a great job. You're the project manager at BuildMax Engineering working on a large infrastructure project.
[06:41] doing a great job. You're the project manager at BuildMax Engineering working on a large infrastructure project.
[06:43] manager at BuildMax Engineering working on a large infrastructure project. The organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
[06:45] on a large infrastructure project. The organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
[06:47] organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
[06:50] provides dedicated project resources and gives you full authority over the project budget and decision-making.
[06:52] gives you full authority over the project budget and decision-making. What type of organizational structure are you working in?
[06:54] project budget and decision-making. What type of organizational structure are you working in?
[06:57] type of organizational structure are you working in? Oh, great. They're getting a little bit more tricky already. Thank goodness.
[06:59] working in? Oh, great. They're getting a little bit more tricky already. Thank goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
[07:01] little bit more tricky already. Thank goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
[07:03] goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
[07:05] a bit too easy. But, we've got full authority over the project and we have
[07:07] authority over the project and we have full decision-making.
[07:09] full decision-making.
[07:11] And this is where we're looking at organizational structures.
[07:14] Balanced is um a little bit of both.
[07:16] So, we might have full authority over some parts, but the business might have authority over others.
[07:20] Project-oriented is probably looking very good.
[07:23] That's more of a PMO style where the project managers have authority over the budget, they have full authority over the resources, they have more decision-making capability.
[07:34] Weak matrix and functional organizations, this is where the functional manager in a team might just be making a change.
[07:40] So, they may not even be called a project manager, but they're still doing the role of a project manager in trying to make a change and deliver value.
[07:51] So, even though those are really good and they're valuable in the real world, that's not it in this case.
[07:55] Let's go with answer C.
[07:58] Project-oriented organization.
[08:00] These are the ones in which the project manager has a high level of authority and control over the project, including authority over the project team and
[08:09] authority over the project team and resources.
[08:11] And it makes things easier when you have that level of control.
[08:13] For the real world, that is something to note.
[08:16] The standard for project management, page 22, influences of organizational structures on projects.
[08:22] Again, getting through these things and getting more into what projects are and where they operate and all those basics that we do need to know.
[08:31] Up to question six.
[08:34] Liam works as a manager in the sales department at Prime Manufacturing and would like to start a process improvement initiative.
[08:38] Now, this is very similar to what we were talking about.
[08:42] Any project team members are already within his team, but Liam has no additional budget or authority.
[08:46] Can you already tell where this is going?
[08:51] What type of organizational structure is Liam working in?
[08:53] Is it a weak matrix organization?
[08:57] Yes, I mean it it definitely could be.
[09:00] Weak matrix is very similar to functional organization.
[09:03] It might just be slightly more influence of the project manager.
[09:06] And a functional organization is really run by the
[09:10] Organization is really run by the functional manager.
[09:12] So, if it's the marketing department, it might be the marketing manager trying to make a change.
[09:17] They don't generally have any additional resources or funding.
[09:19] They have to use the people within their team.
[09:23] So, it's not project-oriented cuz they have a high degree of control.
[09:27] And it's not even balanced.
[09:29] So, these things as we're going down, the least level of control, but within the team itself, is the functional organization.
[09:34] Let's go with that one. Answer B. Functional organizations are those in which the project is done as part of an existing functional team.
[09:41] There's no designated project coordinator, additional budget, or resources.
[09:46] The Standard for Project Management, page 22, Influences of Organizational Structures on projects.
[09:52] I feel like I'm reading the book as we're going.
[09:55] We're actually getting through this in a really nice way.
[09:59] So, that's really great, and you're doing a good job.
[10:01] Let's check out question seven.
[10:03] Sophia is the project manager at TechBridge Solutions, leading a system implementation project.
[10:09] During planning, she performs activities such as
[10:10] She performs activities such as coordination, collaboration, and applying expertise, and providing support for the delivered product.
[10:18] Which function is not associated with projects?
[10:21] Okay. Providing oversight and coordination.
[10:24] We definitely do that as project managers.
[10:26] Facilitating and supporting.
[10:28] We definitely do that as project managers.
[10:30] Applying expertise.
[10:33] That might be subject matter experts, but we might have other expertise, like in the project management process, for example, how to deliver the product and engage our stakeholders.
[10:42] Performing ongoing operational support.
[10:44] That is our key here, because, as we know, a project is temporary, so it has a start and an end date, and it delivers a change, whereas ongoing operations is our normal day-to-day work, and that is not a project.
[11:00] So, you'll probably beat me to this one.
[11:02] Let's go with answer D.
[11:05] And there it is.
[11:07] Functions associated with projects include providing oversight and coordination, soliciting and
[11:11] site and coordination, soliciting and managing feedback, facilitating and supporting, performing work, applying expertise, providing organizational direction and insight, and providing resources, as well.
[11:24] Functions associated with projects, page 22 to 26 in the Standard for Project Management.
[11:29] And just in case you didn't know, the Standard for Project Management is around 70 to 80 pages before the actual PMBOK Guide.
[11:38] So, I didn't mention that before, but that's just a very handy to know.
[11:42] And again, it's all of these things that sets up the ways of working and and the things to expect from being a project manager.
[11:51] And we're really getting through these questions.
[11:53] Question eight.
[11:53] An employee in the organization secures funding for the project, provides strategic direction, and helps remove organizational obstacles to ensure project success.
[12:03] What role is this person performing in the project?
[12:09] So, product owner, that's an Agile term.
[12:11] A product owner sets the direction for an Agile team and what
[12:14] direction for an Agile team and what they're going to deliver.
[12:15] And they do they're going to deliver.
[12:18] And they do that by placing feature ideas in the product backlog and the team delivers on those ideas.
[12:24] The project sponsor, they secure funding and they remove blockers, uh organizational blockers, and they want to ensure for the project success.
[12:31] That's a very good one, that one.
[12:33] Project customer, could be very similar, but they might just receive the benefit of the deliverables.
[12:37] They may not necessarily have the power or the organizational power to remove obstacles or those sorts of things.
[12:45] So, that one's close, but it's a no.
[12:47] And the project manager, we're going to facilitate the delivery of those things, but we're not going to secure the funding necessarily directly.
[12:53] So, that's the project sponsor's job.
[12:55] Let's go with answer B.
[12:58] There it is.
[13:00] A sponsor is an individual or group that provides resources and support for the portfolio, program, or project and is accountable for enabling success.
[13:09] Now, the sponsor is not going to do the work.
[13:11] And the project manager is going to get closer.
[13:14] They're going to manage the team that does the work.
[13:16] Manage the team that does the work.
[13:17] Now, this is still in the standard for project management, but also a guide to the project management body of knowledge, 8th edition, page 274, under project sponsor.
[13:25] That's the best way to define the project sponsor in the PMBOK Guide, so you can check that out.
[13:30] And it's in the Standard for Project Management as well.
[13:33] All right, question nine.
[13:35] Roy is part of the project management team at TransGlobal Logistics working on a system upgrade project.
[13:40] The team collaborates with stakeholders and managers to align with organizational objectives and secure resources.
[13:47] While other activities are also being considered, which of the following is something that the project management team would do?
[13:56] Okay, key term here, project team.
[13:58] This is the team that actually performs the work.
[14:00] They're the ones who are going to estimate and deliver on these things.
[14:05] The project management team are at a level above.
[14:09] These might be the quality managers, risk managers.
[14:11] They might even have teams of their own in large projects.
[14:15] So, they're really going to coordinate at a higher level.
[14:17] At a higher level.
[14:17] Let's see what we've got here.
[14:18] Provide duration and cost estimates on the deliverables.
[14:21] Okay, that's the project team, so that's a no.
[14:24] Coordinate with functional managers for demands on critical resources.
[14:30] Yes, so we're at a similar level, at a sideways level.
[14:33] Project manager is here.
[14:34] We've got functional managers of their area.
[14:39] We're on a similar level in the organization, and we're going to coordinate with these managers for demands and critical resources.
[14:46] So, that's our management team.
[14:48] That's definitely a good one.
[14:50] Verify that the deliverables meet their quality requirements.
[14:53] Usually, this will be the project manager and the project team, usually the quality team in the project team.
[15:00] Approve the final product on behalf of the customer.
[15:02] That's going to be our project sponsor.
[15:05] So, similar to our project management team, it's very close, but they're a little bit above that level and set aside ever so slightly.
[15:13] The project sponsor has a little bit more authority there.
[15:15] So, for us, let's go with answer B.
[15:15] And there it
[15:18] us, let's go with answer B.
[15:20] And there it is.
[15:20] The project management team is.
[15:22] The project management team proactively interacts and negotiates proactively interacts and negotiates with other project management teams, with other project management teams, portfolio managers, and functional managers for demands on critical resources or priorities and receipt or distribution of deliverables, those sorts of things.
[15:33] The Standard for Project Management page 29, the interaction between the project management team and project aspects.
[15:42] Really getting through the standard.
[15:44] And we're up to question 10 already, so well done.
[15:47] You're working with a project sponsor in the early stages of a cloud platform implementation at CSI.
[15:53] As you work with a project sponsor to put together the business case, they ask when the project will begin delivering value.
[15:59] What are we going to tell them?
[16:02] The project value will be realized after the project is fully completed.
[16:07] Now, that's tempting.
[16:07] Uh, but in reality, when we're going through the Standard for Project Management, it tells a different story.
[16:12] So, it's not just at the end.
[16:14] So, let's put a no for now.
[16:14] The project benefits can be realized during
[16:19] Project benefits can be realized during project execution phases.
[16:21] Project execution phases.
[16:21] Also true, but not only there either.
[16:25] Also true, but not only there either.
[16:27] So, uh, let's leave it as a maybe for now and we'll see if we've got a better answer.
[16:28] Project value will be realized once benefits are formally measured.
[16:31] once benefits are formally measured.
[16:34] That's also a tempting answer because once we've measured it, then we can really see that the benefits are there.
[16:36] That's also a tempting answer because once we've measured it, then we can
[16:37] really see that the benefits are there.
[16:40] But again, probably not the best answer because we want value to be delivered throughout the project, at the end of the project, or following project completion.
[16:42] But again, probably not the best answer because we want value to be delivered
[16:44] throughout the project, at the end of the project, or following project completion.
[16:46] throughout the project, at the end of the project, or following project completion.
[16:49] Anytime we're placing a deliverable back into operations and and letting them use that or letting the customers get those benefits, then we're realizing those benefits.
[16:51] completion. Anytime we're placing a deliverable back into operations and and
[16:54] letting them use that or letting the customers get those benefits, then we're realizing those benefits.
[16:55] letting them use that or letting the customers get those benefits, then we're
[16:57] realizing those benefits. So, let's go with answer D.
[16:59] So, let's go with answer D.
[17:01] Value can be realized throughout, at the end, or following project completion.
[17:03] Value can be realized throughout, at the end, or following project completion.
[17:05] Standard for Project Management page 41 under focus on value.
[17:08] Standard for Project Management page 41 under focus on value. And also,
[17:11] something valuable is you doing these practice questions [music] and learning at the same time the Project Management Body of knowledge.
[17:12] practice questions [music] and learning at the same time the Project Management Body of knowledge.
[17:14] We're already getting through the standard for project
[17:17] at the same time the Project Management Body of knowledge. We're already getting through the standard for project
[17:19] Body of knowledge. We're already getting through the standard for project
[17:20] Through the standard for project management.
[17:21] So, they're going to be management.
[17:23] So, they're going to be getting a little bit more difficult soon.
[17:25] But, also, that's great for learning everything that you need to know for the PMP.
[17:28] Keep learning.
[17:30] Keep improving.
[17:32] You're doing a wonderful job, and I'll see you in the next lot of questions.
Full Transcript (Bilingual)
https://www.youtube.com/watch?v=z8Dg4-RN5HI
Translation: zh-CN
[00:00] Hi everyone.
大家好。
[00:02] If you're studying Project Management this year, then one of the books you'll need to know is the PMBOK Guide or the Project Management Body of Knowledge, the guide to that, the eighth edition, which came out in 2025.
如果你今年正在学习项目管理，那么你需要了解的书籍之一是PMBOK指南或项目管理知识体系指南，即第八版指南，该指南于2025年发布。
[00:16] And this is what the new PMP exam is going to be based on.
而这将是新的PMP考试的基础。
[00:18] Now, one of the best ways to learn the Project Management Body of Knowledge is by taking practice questions.
现在，学习项目管理知识体系的最佳方法之一是通过做练习题。
[00:24] And I've got a very special treat for you today because we're going through the entire PMBOK Guide from start to finish, and we're asking practice questions along the way for each section in order.
今天我有一个非常特别的礼物送给你，因为我们将从头到尾梳理整个PMBOK指南，并按顺序为每个部分提出练习题。
[00:36] So, you get to basically learn the Project Management Body of Knowledge while taking these practice exams.
所以，你可以在做这些练习题的同时，基本上学会项目管理知识体系。
[00:40] It's a fantastic way to learn.
这是一个很棒的学习方式。
[00:42] Now, the first questions will be a little bit easier because these are based on the standard for Project Management, and that's the first part of the PMBOK Guide.
现在，第一批问题会稍微容易一些，因为它们是基于项目管理标准，而这是PMBOK指南的第一部分。
[00:51] This is more about what is a project and what does a project manager do.
这更多的是关于什么是项目以及项目经理做什么。
[00:55] So, it's fairly easy to start with, but it gets tricky very, very quickly.
所以，开始时相当容易，但很快就会变得非常棘手。
[01:01] Very quickly.
非常快。
[01:03] So, let's get into these first questions, see how you go, and then we'll get into the tricky ones later on.
那么，让我们来处理这些第一个问题，看看你做得怎么样，然后我们再处理后面的难题。
[01:07] You're working at Stratus Innovations, where leadership proposes the delivery of a new customer platform that will impact multiple teams.
你在 Stratus Innovations 工作，那里的领导层提出了交付一个将影响多个团队的新客户平台。
[01:13] They need it to be released before October next year, and multiple experts from other systems or teams may be involved.
他们需要它在明年十月之前发布，并且可能涉及来自其他系统或团队的多个专家。
[01:20] So, multiple experts from other systems or teams.
所以，来自其他系统或团队的多个专家。
[01:22] Leadership asks how this initiative should be managed.
领导层询问这项举措应该如何管理。
[01:25] What are we going to tell them?
我们要告诉他们什么？
[01:29] And I can already see this.
我已经能看到这一点了。
[01:32] This is the definition of a project or a portfolio or a program.
这是项目、投资组合或计划的定义。
[01:35] Let's have a look.
让我们来看看。
[01:37] A portfolio will include projects, programs, and operations as well.
投资组合将包括项目、计划和运营。
[01:43] A project is just a temporary endeavor that delivers a change or business value.
项目只是一个交付变革或业务价值的临时性工作。
[01:47] That's looking pretty promising.
这看起来很有希望。
[01:49] A program delivers multiple projects.
计划交付多个项目。
[01:52] So, uh we put them together to make sure that we get more value than if we just managed them by themselves, and operations is our ongoing daily activities.
所以，呃，我们将它们放在一起，以确保我们获得比单独管理它们更多的价值，而运营是我们日常的持续活动。
[02:01] So, based on all of this, let's go with managing as a
所以，基于所有这些，让我们将其作为
[02:03] All of this, let's go with managing as a project, and that's the answer C.
所有这些，让我们把它当作一个项目来管理，这就是答案C。
[02:06] Projects are initiated to create value by producing tangible or intangible deliverables, such as products, services, or other results.
项目旨在通过生产有形或无形的可交付成果来创造价值，例如产品、服务或其他成果。
[02:14] And we start all the way at the beginning in the Standard for Project Management, page 12, portfolios, programs, and projects.
我们从项目管理标准的最开头开始，第12页，投资组合、项目集和项目。
[02:21] What a way to start, nice and easy.
多么好的开始，轻松愉快。
[02:24] All right, let's get into these next questions.
好了，让我们来回答这些后续问题。
[02:26] Daniel is the project manager for FinTrust Solutions, preparing the business case for a new mobile banking platform.
丹尼尔是FinTrust Solutions的项目经理，他正在为新的移动银行平台准备商业案例。
[02:32] As part of the document, he identifies expected outcomes, including increased transaction revenue and improved customer satisfaction and brand reputation.
作为文件的一部分，他确定了预期的成果，包括增加交易收入以及提高客户满意度和品牌声誉。
[02:43] How should Daniel categorize these benefits in the business case?
丹尼尔应该如何在商业案例中对这些收益进行分类？
[02:48] Okay, we have tangible benefits.
好的，我们有有形收益。
[02:51] Now, this is usually money and revenue and things that we can count or see or feel or touch.
现在，这通常是金钱、收入以及我们可以计数、看到、感觉到或触摸到的东西。
[02:55] Uh, both are intangible benefits.
嗯，两者都是无形收益。
[02:58] These are things that are soft benefits.
这些是软性收益。
[03:00] So, this could be customer satisfaction, usually.
所以，这通常是客户满意度。
[03:02] So, revenue
所以，收入
[03:05] Satisfaction, usually.
通常是满意度。
[03:07] No, that's not correct.
不，那是不正确的。
[03:10] Revenue increase is tangible.
收入增加是可衡量的。
[03:12] It's money, we can count it.
这是钱，我们可以数出来。
[03:15] So, that's what we want, and customer satisfaction is intangible.
所以，这就是我们想要的，而客户满意度是无形的。
[03:17] While it's something that we can measure with a customer satisfaction survey, it's not a hard benefit, so revenue increase to our business.
虽然我们可以通过客户满意度调查来衡量它，但它不是一个切实的收益，所以收入增加对我们的业务来说是...
[03:23] So, what we're going to go is with answer D, and that's the one.
所以，我们要选择 D 答案，就是那个。
[03:28] Tangible benefits are benefits that can be measured in financial terms, such as profitability, stockholder equity, and market share.
可衡量的收益是在财务方面可以衡量的收益，例如盈利能力、股东权益和市场份额。
[03:37] Intangible benefits are benefits that are difficult to measure in financial terms, such as brand recognition, customer satisfaction, and employee well-being.
无形收益是难以在财务方面衡量的收益，例如品牌认知度、客户满意度和员工福祉。
[03:45] And that's in the Standard for Project Management, page 14, examples of business value.
这在《项目管理标准》第 14 页，有业务价值的例子。
[03:51] And already, we're getting through the book, which is really, really wonderful.
而且我们已经读完了这本书，这真的很棒。
[03:55] Let's have a look at the next question.
让我们来看看下一个问题。
[03:57] You're the project manager at Secure Bank Corporation implementing a new online banking platform.
你是 Secure Bank Corporation 的项目经理，正在实施一个新的在线银行平台。
[04:01] While developing the project management plan, you identify
在制定项目管理计划时，你发现
[04:05] Project management plan, you identify items like regulations, organizational culture, and IT infrastructure that may influence the project.
项目管理计划，您会识别出可能影响项目的法规、组织文化和IT基础设施等项目。
[04:14] How should you account for these factors in your project management plan?
您应该如何在项目管理计划中考虑这些因素？
[04:18] And again, we're really going through the basics here, which is quite way to get into it.
再说一遍，我们在这里真的在讲基础知识，这是进入它的一个很好的方式。
[04:22] But what do we do with IT infrastructure, culture, and even regulations?
但是我们如何处理IT基础设施、文化甚至法规呢？
[04:27] These things, are they project risks?
这些东西，是项目风险吗？
[04:30] No, that's not it.
不，不是这样的。
[04:32] Include them as part of the scope baseline.
将它们包含在范围基线中。
[04:36] They're not really scope, even though they're systems.
它们不算是真正的范围，尽管它们是系统。
[04:39] Scope are things that we're going to deliver.
范围是我们即将交付的东西。
[04:40] Treat them as project deliverables.
将它们视为项目可交付成果。
[04:42] That's not it, either.
也不是这个。
[04:43] These are enterprise environmental factors, things that can influence our project as part of the enterprise around us.
这些是企业环境因素，是我们周围的企业环境中可能影响我们项目的事物。
[04:51] So the answer for us here is going to be letter A, and that's the one.
所以我们这里的答案将是A选项，就是那个。
[04:55] Enterprise environmental factors refer to conditions not directly influenced by the project team that impact, constrain, or direct the project.
企业环境因素是指不受项目团队直接影响的、但会影响、制约或指导项目的条件。
[05:01] Standard for project management, page 18, enterprise
项目管理标准，第18页，企业
[05:05] management, page 18, enterprise environmental factors.
管理，第18页，企业环境因素。
[05:08] As you can see, environmental factors.
正如你所看到的，环境因素。
[05:09] As you can see, we're getting through the standard, and we're getting through the standard is more of a basic beginner's guide, so these things will get a little bit more tricky as we go along.
正如你所看到的，我们正在通过标准，而标准更像是一个基础的入门指南，所以随着我们继续进行，这些事情会变得有点棘手。
[05:15] Let's check the next question.
让我们来看下一个问题。
[05:20] Rose is the project manager at TCS implementing a new internal reporting system.
Rose是TCS的项目经理，负责实施一个新的内部报告系统。
[05:25] The PMO required her to use a standard project management plan template and follow established procedures from previous projects.
PMO要求她使用标准的项目管理计划模板，并遵循以往项目的既定程序。
[05:31] She reviews these templates and guidelines to ensure consistency with organizational practices.
她审查这些模板和指南，以确保与组织实践的一致性。
[05:36] How should Rose classify these templates and procedures?
Rose应该如何分类这些模板和程序？
[05:40] And if you're following along at home, you probably already know the answer, because what do we do with templates and procedures and ways of working.
如果你在家跟着学习，你可能已经知道答案了，因为我们如何处理模板、程序和工作方式。
[05:47] These are our organizational process assets.
这些是我们的组织过程资产。
[05:53] They're processes that are already existing in the organization.
它们是组织中已经存在的流程。
[05:56] If we change organizations, we really want to get up to speed on these things very, very quickly.
如果我们改变组织，我们真的想非常非常快地掌握这些东西。
[05:59] It's no longer just regulations or the environment, definitely not plug project deliverables, and it's not
它不再仅仅是法规或环境，绝对不是项目可交付成果，也不是
[06:06] project deliverables, and it's not project assumptions.
项目可交付成果，而不是项目假设。
[06:09] So, let's go with project assumptions.
所以，我们选择项目假设。
[06:09] So, let's go with answer C.
所以，我们选择答案 C。
[06:11] There it is. Organizational process assets, depending on the industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
就是它。组织过程资产，根据行业、组织和工作模式，可能包括执行组织特有的计划、流程、文件、模板和知识库。
[06:13] process assets, depending on the industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
过程资产，根据行业、组织和工作模式，可能包括执行组织特有的计划、流程、文件、模板和知识库。
[06:16] industry, organization and working model may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
行业、组织和工作模式可能包括执行组织特有的计划、流程、文件、模板和知识库。
[06:18] may include the plans, processes, documents, templates, and knowledge repositories specific to and used by the performing organization.
可能包括执行组织特有的计划、流程、文件、模板和知识库。
[06:20] documents, templates, and knowledge repositories specific to and used by the performing organization.
文件、模板和知识库，这些是执行组织特有的并由其使用的。
[06:23] repositories specific to and used by the performing organization.
知识库，这些是执行组织特有的并由其使用的。
[06:23] And they're always going to be a little bit different wherever you go in the new team or new organization.
而且无论你是在新的团队还是新的组织，它们总会有些许不同。
[06:25] performing organization. And they're always going to be a little bit different wherever you go in the new team or new organization.
执行组织。而且无论你是在新的团队还是新的组织，它们总会有些许不同。
[06:26] always going to be a little bit different wherever you go in the new team or new organization.
总会有些许不同，无论你是在新的团队还是新的组织。
[06:28] different wherever you go in the new team or new organization. This is in the standard for project management, page 19, organizational process assets.
不同，无论你是在新的团队还是新的组织。这在项目管理标准第19页，组织过程资产中。
[06:30] team or new organization. This is in the standard for project management, page 19, organizational process assets.
团队或新的组织。这在项目管理标准第19页，组织过程资产中。
[06:32] standard for project management, page 19, organizational process assets.
项目管理标准，第19页，组织过程资产。
[06:35] 19, organizational process assets. Getting through it very, very quickly.
19，组织过程资产。非常非常快速地过了一遍。
[06:37] Getting through it very, very quickly. All right, question five already.
非常非常快速地过了一遍。好了，已经是第五个问题了。
[06:39] All right, question five already. You're doing a great job. You're the project manager at BuildMax Engineering working on a large infrastructure project.
好了，已经是第五个问题了。你做得很好。你是 BuildMax Engineering 的项目经理，正在负责一个大型基础设施项目。
[06:41] doing a great job. You're the project manager at BuildMax Engineering working on a large infrastructure project.
做得很好。你是 BuildMax Engineering 的项目经理，正在负责一个大型基础设施项目。
[06:43] manager at BuildMax Engineering working on a large infrastructure project. The organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
经理，在 BuildMax Engineering 工作，负责一个大型基础设施项目。组织任命你为项目负责人，提供专门的项目资源，并赋予你对项目预算和决策的完全权力。
[06:45] on a large infrastructure project. The organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
负责一个大型基础设施项目。组织任命你为项目负责人，提供专门的项目资源，并赋予你对项目预算和决策的完全权力。
[06:47] organization assigns you as the project provides dedicated project resources and gives you full authority over the project budget and decision-making.
组织任命你为项目负责人，提供专门的项目资源，并赋予你对项目预算和决策的完全权力。
[06:50] provides dedicated project resources and gives you full authority over the project budget and decision-making.
提供专门的项目资源，并赋予你对项目预算和决策的完全权力。
[06:52] gives you full authority over the project budget and decision-making. What type of organizational structure are you working in?
赋予你对项目预算和决策的完全权力。你正在哪种组织结构中工作？
[06:54] project budget and decision-making. What type of organizational structure are you working in?
项目预算和决策。你正在哪种组织结构中工作？
[06:57] type of organizational structure are you working in? Oh, great. They're getting a little bit more tricky already. Thank goodness.
组织结构你正在工作？哦，太好了。它们已经变得有点棘手了。谢天谢地。
[06:59] working in? Oh, great. They're getting a little bit more tricky already. Thank goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
工作？哦，太好了。它们已经变得有点棘手了。谢天谢地。我认为那些其他的太简单了。但是，我们对项目拥有完全的权力，而且我们有
[07:01] little bit more tricky already. Thank goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
有点棘手了。谢天谢地。我认为那些其他的太简单了。但是，我们对项目拥有完全的权力，而且我们有
[07:03] goodness. I think those other ones were a bit too easy. But, we've got full authority over the project and we have
谢天谢地。我认为那些其他的太简单了。但是，我们对项目拥有完全的权力，而且我们有
[07:05] a bit too easy. But, we've got full authority over the project and we have
太简单了。但是，我们对项目拥有完全的权力，而且我们有
[07:07] authority over the project and we have full decision-making.
对项目拥有权威，并且我们拥有完全的决策权。
[07:09] full decision-making.
完全的决策权。
[07:11] And this is where we're looking at organizational structures.
这就是我们正在研究的组织结构。
[07:14] Balanced is um a little bit of both.
平衡式是两者兼而有之。
[07:16] So, we might have full authority over some parts, but the business might have authority over others.
所以，我们可能对某些部分拥有完全的权威，但业务部门可能对其他部分拥有权威。
[07:20] Project-oriented is probably looking very good.
项目导向型可能看起来非常好。
[07:23] That's more of a PMO style where the project managers have authority over the budget, they have full authority over the resources, they have more decision-making capability.
这更像是一种PMO风格，项目经理对预算拥有权威，对资源拥有完全的权威，他们拥有更多的决策能力。
[07:34] Weak matrix and functional organizations, this is where the functional manager in a team might just be making a change.
弱矩阵和职能型组织，在这种情况下，团队中的职能经理可能只是在进行一项变更。
[07:40] So, they may not even be called a project manager, but they're still doing the role of a project manager in trying to make a change and deliver value.
所以，他们甚至可能不被称为项目经理，但他们仍然在扮演项目经理的角色，试图进行变更并交付价值。
[07:51] So, even though those are really good and they're valuable in the real world, that's not it in this case.
所以，尽管那些在现实世界中确实很好且有价值，但在本例中不是这样。
[07:55] Let's go with answer C.
我们选择答案C。
[07:58] Project-oriented organization.
项目导向型组织。
[08:00] These are the ones in which the project manager has a high level of authority and control over the project, including authority over the project team and
这些组织是项目经理对项目拥有高度权威和控制权，包括对项目团队的权威，以及
[08:09] authority over the project team and resources.
对项目团队和资源拥有权威。
[08:11] And it makes things easier when you have that level of control.
当你拥有那种程度的控制权时，事情会变得更容易。
[08:13] For the real world, that is something to note.
对于现实世界来说，这是需要注意的一点。
[08:16] The standard for project management, page 22, influences of organizational structures on projects.
项目管理标准，第22页，组织结构对项目的影响。
[08:22] Again, getting through these things and getting more into what projects are and where they operate and all those basics that we do need to know.
再说一遍，弄清楚这些事情，更多地了解项目是什么，它们在哪里运作，以及所有这些我们确实需要知道的基础知识。
[08:31] Up to question six.
直到第六个问题。
[08:34] Liam works as a manager in the sales department at Prime Manufacturing and would like to start a process improvement initiative.
利亚姆在Prime制造公司担任销售部经理，并希望启动一项流程改进计划。
[08:38] Now, this is very similar to what we were talking about.
现在，这与我们刚才讨论的非常相似。
[08:42] Any project team members are already within his team, but Liam has no additional budget or authority.
任何项目团队成员都在他的团队中，但利亚姆没有额外的预算或权力。
[08:46] Can you already tell where this is going?
你已经能看出这是怎么回事了吗？
[08:51] What type of organizational structure is Liam working in?
利亚姆在什么类型的组织结构下工作？
[08:53] Is it a weak matrix organization?
是弱矩阵组织吗？
[08:57] Yes, I mean it it definitely could be.
是的，我的意思是，这绝对有可能。
[09:00] Weak matrix is very similar to functional organization.
弱矩阵与职能型组织非常相似。
[09:03] It might just be slightly more influence of the project manager.
它可能只是对项目经理有稍微多一点的影响。
[09:06] And a functional organization is really run by the
而职能型组织实际上是由
[09:10] Organization is really run by the functional manager.
组织 realmente 由职能经理负责。
[09:12] So, if it's the marketing department, it might be the marketing manager trying to make a change.
所以，如果这是市场部，可能是市场部经理试图做出改变。
[09:17] They don't generally have any additional resources or funding.
他们通常没有额外的资源或资金。
[09:19] They have to use the people within their team.
他们必须使用自己团队里的人。
[09:23] So, it's not project-oriented cuz they have a high degree of control.
所以，它不是以项目为导向的，因为他们有高度的控制权。
[09:27] And it's not even balanced.
而且它甚至不平衡。
[09:29] So, these things as we're going down, the least level of control, but within the team itself, is the functional organization.
所以，这些东西随着我们往下走，控制权最低，但在团队内部，是职能组织。
[09:34] Let's go with that one. Answer B. Functional organizations are those in which the project is done as part of an existing functional team.
就选那个吧。答案 B。职能型组织是指项目作为现有职能团队的一部分来完成的组织。
[09:41] There's no designated project coordinator, additional budget, or resources.
没有指定的项目协调员、额外的预算或资源。
[09:46] The Standard for Project Management, page 22, Influences of Organizational Structures on projects.
项目管理标准，第 22 页，组织结构对项目的影响。
[09:52] I feel like I'm reading the book as we're going.
我觉得我们一边进行一边在读这本书。
[09:55] We're actually getting through this in a really nice way.
我们实际上是以一种非常好的方式完成这个的。
[09:59] So, that's really great, and you're doing a good job.
所以，这真的很棒，你做得很好。
[10:01] Let's check out question seven.
我们来看看第七个问题。
[10:03] Sophia is the project manager at TechBridge Solutions, leading a system implementation project.
索菲亚是 TechBridge Solutions 的项目经理，负责领导一个系统实施项目。
[10:09] During planning, she performs activities such as
在规划期间，她执行诸如
[10:10] She performs activities such as coordination, collaboration, and applying expertise, and providing support for the delivered product.
她执行诸如协调、协作、应用专业知识以及为交付的产品提供支持等活动。
[10:18] Which function is not associated with projects?
哪个职能与项目无关？
[10:21] Okay. Providing oversight and coordination.
好的。提供监督和协调。
[10:24] We definitely do that as project managers.
我们作为项目经理肯定会这样做。
[10:26] Facilitating and supporting.
促进和支持。
[10:28] We definitely do that as project managers.
我们作为项目经理肯定会这样做。
[10:30] Applying expertise.
应用专业知识。
[10:33] That might be subject matter experts, but we might have other expertise, like in the project management process, for example, how to deliver the product and engage our stakeholders.
那可能是主题专家，但我们可能有其他专业知识，比如在项目管理过程中，例如，如何交付产品和吸引我们的利益相关者。
[10:42] Performing ongoing operational support.
执行持续的运营支持。
[10:44] That is our key here, because, as we know, a project is temporary, so it has a start and an end date, and it delivers a change, whereas ongoing operations is our normal day-to-day work, and that is not a project.
这是我们的关键，因为，正如我们所知，项目是临时的，所以它有开始和结束日期，并且它交付一个变更，而持续运营是我们正常的日常工作，那不是一个项目。
[11:00] So, you'll probably beat me to this one.
所以，你可能会抢在我前面完成这个。
[11:02] Let's go with answer D.
我们选择答案 D。
[11:05] And there it is.
答案就在这里。
[11:07] Functions associated with projects include providing oversight and coordination, soliciting and
与项目相关的职能包括提供监督和协调，征求和
[11:11] site and coordination, soliciting and managing feedback, facilitating and supporting, performing work, applying expertise, providing organizational direction and insight, and providing resources, as well.
现场和协调，征求和管理反馈，促进和支持，执行工作，运用专业知识，提供组织方向和见解，并提供资源。
[11:24] Functions associated with projects, page 22 to 26 in the Standard for Project Management.
与项目相关的功能，项目管理标准第22至26页。
[11:29] And just in case you didn't know, the Standard for Project Management is around 70 to 80 pages before the actual PMBOK Guide.
万一您不知道，项目管理标准在实际的PMBOK指南之前大约有70到80页。
[11:38] So, I didn't mention that before, but that's just a very handy to know.
所以，我之前没有提到，但这只是一个非常方便知道的事情。
[11:42] And again, it's all of these things that sets up the ways of working and and the things to expect from being a project manager.
再说一遍，所有这些事情都为项目经理的工作方式和期望设定了基础。
[11:51] And we're really getting through these questions.
我们真的在解决这些问题。
[11:53] Question eight.
第八个问题。
[11:53] An employee in the organization secures funding for the project, provides strategic direction, and helps remove organizational obstacles to ensure project success.
组织中的一名员工为项目获得资金，提供战略方向，并帮助清除组织障碍以确保项目成功。
[12:03] What role is this person performing in the project?
这个人在这项目中扮演什么角色？
[12:09] So, product owner, that's an Agile term.
所以，产品负责人，这是一个敏捷术语。
[12:11] A product owner sets the direction for an Agile team and what
产品负责人为敏捷团队设定方向，以及
[12:14] direction for an Agile team and what they're going to deliver.
为敏捷团队指明方向以及他们将交付什么。
[12:15] And they do they're going to deliver.
他们会交付。
[12:18] And they do that by placing feature ideas in the product backlog and the team delivers on those ideas.
他们通过将功能想法放入产品待办事项列表来实现这一点，团队则交付这些想法。
[12:24] The project sponsor, they secure funding and they remove blockers, uh organizational blockers, and they want to ensure for the project success.
项目发起人，他们确保资金并清除障碍，呃组织性障碍，并希望确保项目的成功。
[12:31] That's a very good one, that one.
那一个非常好。
[12:33] Project customer, could be very similar, but they might just receive the benefit of the deliverables.
项目客户，可能非常相似，但他们可能只是收到可交付成果的好处。
[12:37] They may not necessarily have the power or the organizational power to remove obstacles or those sorts of things.
他们不一定拥有清除障碍或类似事物的权力或组织权力。
[12:45] So, that one's close, but it's a no.
所以，那个很接近，但不是。
[12:47] And the project manager, we're going to facilitate the delivery of those things, but we're not going to secure the funding necessarily directly.
而项目经理，我们将促进这些事情的交付，但我们不一定直接确保资金。
[12:53] So, that's the project sponsor's job.
所以，那是项目发起人的工作。
[12:55] Let's go with answer B.
我们选择答案 B。
[12:58] There it is.
就是它了。
[13:00] A sponsor is an individual or group that provides resources and support for the portfolio, program, or project and is accountable for enabling success.
发起人是为投资组合、项目群或项目提供资源和支持，并对实现成功负责的个人或团体。
[13:09] Now, the sponsor is not going to do the work.
现在，发起人不会做这项工作。
[13:11] And the project manager is going to get closer.
而项目经理会更近一步。
[13:14] They're going to manage the team that does the work.
他们将管理执行工作的团队。
[13:16] Manage the team that does the work.
管理执行工作的团队。
[13:17] Now, this is still in the standard for project management, but also a guide to the project management body of knowledge, 8th edition, page 274, under project sponsor.
现在，这仍然是项目管理标准的一部分，也是《项目管理知识体系指南》第8版第274页项目发起人部分的一本指南。
[13:25] That's the best way to define the project sponsor in the PMBOK Guide, so you can check that out.
这是在PMBOK指南中定义项目发起人的最佳方式，所以你可以查阅一下。
[13:30] And it's in the Standard for Project Management as well.
它也包含在《项目管理标准》中。
[13:33] All right, question nine.
好了，第九个问题。
[13:35] Roy is part of the project management team at TransGlobal Logistics working on a system upgrade project.
Roy是TransGlobal Logistics项目管理团队的一员，正在从事一个系统升级项目。
[13:40] The team collaborates with stakeholders and managers to align with organizational objectives and secure resources.
团队与干系人和管理者合作，以符合组织目标并确保资源。
[13:47] While other activities are also being considered, which of the following is something that the project management team would do?
虽然其他活动也在考虑中，但以下哪项是项目管理团队会做的事情？
[13:56] Okay, key term here, project team.
好的，这里的关键词是项目团队。
[13:58] This is the team that actually performs the work.
这是实际执行工作的团队。
[14:00] They're the ones who are going to estimate and deliver on these things.
他们将负责估算并交付这些工作。
[14:05] The project management team are at a level above.
项目管理团队处于一个更高的层面。
[14:09] These might be the quality managers, risk managers.
这可能是质量经理、风险经理。
[14:11] They might even have teams of their own in large projects.
在大型项目中，他们甚至可能有自己的团队。
[14:15] So, they're really going to coordinate at a higher level.
所以，他们将真正地在更高层次上进行协调。
[14:17] At a higher level.
在更高的层面上。
[14:17] Let's see what we've got here.
让我们看看我们有什么。
[14:18] Provide duration and cost estimates on the deliverables.
提供可交付成果的持续时间和成本估算。
[14:21] Okay, that's the project team, so that's a no.
好的，那是项目团队，所以不行。
[14:24] Coordinate with functional managers for demands on critical resources.
与职能经理协调关键资源的需求。
[14:30] Yes, so we're at a similar level, at a sideways level.
是的，所以我们在相似的层面上，在横向层面上。
[14:33] Project manager is here.
项目经理在这里。
[14:34] We've got functional managers of their area.
我们有各自领域的职能经理。
[14:39] We're on a similar level in the organization, and we're going to coordinate with these managers for demands and critical resources.
我们在组织中处于相似的层级，我们将与这些经理协调需求和关键资源。
[14:46] So, that's our management team.
所以，那是我们的管理团队。
[14:48] That's definitely a good one.
这绝对是个好选择。
[14:50] Verify that the deliverables meet their quality requirements.
验证可交付成果是否满足其质量要求。
[14:53] Usually, this will be the project manager and the project team, usually the quality team in the project team.
通常，这将是项目经理和项目团队，通常是项目团队中的质量团队。
[15:00] Approve the final product on behalf of the customer.
代表客户批准最终产品。
[15:02] That's going to be our project sponsor.
那将是我们的项目发起人。
[15:05] So, similar to our project management team, it's very close, but they're a little bit above that level and set aside ever so slightly.
所以，与我们的项目管理团队相似，它非常接近，但它们比那个层级高一点，并且稍微分开。
[15:13] The project sponsor has a little bit more authority there.
项目发起人在那里拥有更多的权力。
[15:15] So, for us, let's go with answer B.
所以，对我们来说，让我们选择答案 B。
[15:15] And there it
然后它
[15:18] us, let's go with answer B.
我们，选择答案B。
[15:20] And there it is.
就在那里。
[15:20] The project management team is.
项目管理团队是。
[15:22] The project management team proactively interacts and negotiates proactively interacts and negotiates with other project management teams, with other project management teams, portfolio managers, and functional managers for demands on critical resources or priorities and receipt or distribution of deliverables, those sorts of things.
项目管理团队主动与其他项目管理团队、项目集经理和职能经理就关键资源或优先事项的需求以及可交付成果的接收或分发等事宜进行互动和协商。
[15:33] The Standard for Project Management page 29, the interaction between the project management team and project aspects.
《项目管理标准》第29页，项目管理团队与项目方面之间的互动。
[15:42] Really getting through the standard.
真正地理解了标准。
[15:44] And we're up to question 10 already, so well done.
我们已经进行到第10个问题了，做得很好。
[15:47] You're working with a project sponsor in the early stages of a cloud platform implementation at CSI.
您正在CSI的一个云平台实施的早期阶段与项目发起人合作。
[15:53] As you work with a project sponsor to put together the business case, they ask when the project will begin delivering value.
当您与项目发起人合作制定业务案例时，他们会问项目何时开始交付价值。
[15:59] What are we going to tell them?
我们将如何告诉他们？
[16:02] The project value will be realized after the project is fully completed.
项目价值将在项目完全完成后实现。
[16:07] Now, that's tempting.
现在，这很有诱惑力。
[16:07] Uh, but in reality, when we're going through the Standard for Project Management, it tells a different story.
呃，但实际上，当我们阅读《项目管理标准》时，它讲述了一个不同的故事。
[16:12] So, it's not just at the end.
所以，不仅仅是在最后。
[16:14] So, let's put a no for now.
所以，我们暂时选否。
[16:14] The project benefits can be realized during
项目收益可以在...期间实现
[16:19] Project benefits can be realized during project execution phases.
项目效益可以在项目执行阶段实现。
[16:21] Project execution phases.
项目执行阶段。
[16:21] Also true, but not only there either.
也属实，但不仅仅是那里。
[16:25] Also true, but not only there either.
也属实，但不仅仅是那里。
[16:27] So, uh, let's leave it as a maybe for now and we'll see if we've got a better answer.
所以，嗯，我们暂时将其视为一个可能的答案，看看我们是否能找到更好的答案。
[16:28] Project value will be realized once benefits are formally measured.
一旦正式衡量了效益，项目价值就会实现。
[16:31] once benefits are formally measured.
一旦正式衡量了效益。
[16:34] That's also a tempting answer because once we've measured it, then we can really see that the benefits are there.
这也是一个诱人的答案，因为一旦我们衡量了它，我们就能真正看到效益的存在。
[16:36] That's also a tempting answer because once we've measured it, then we can
这也是一个诱人的答案，因为一旦我们衡量了它，我们就能
[16:37] really see that the benefits are there.
真正看到效益的存在。
[16:40] But again, probably not the best answer because we want value to be delivered throughout the project, at the end of the project, or following project completion.
但同样，这可能不是最好的答案，因为我们希望价值在整个项目过程中、项目结束时或项目完成后都能实现。
[16:42] But again, probably not the best answer because we want value to be delivered
但同样，这可能不是最好的答案，因为我们希望价值能够交付
[16:44] throughout the project, at the end of the project, or following project completion.
贯穿整个项目，在项目结束时，或在项目完成后。
[16:46] throughout the project, at the end of the project, or following project completion.
贯穿整个项目，在项目结束时，或在项目完成后。
[16:49] Anytime we're placing a deliverable back into operations and and letting them use that or letting the customers get those benefits, then we're realizing those benefits.
任何时候，当我们把一个可交付成果重新投入运营，并让他们使用它，或者让客户获得这些效益时，我们就在实现这些效益。
[16:51] completion. Anytime we're placing a deliverable back into operations and and
完成。任何时候，当我们把一个可交付成果重新投入运营，并且
[16:54] letting them use that or letting the customers get those benefits, then we're realizing those benefits.
让他们使用它，或者让客户获得这些效益，那么我们就在实现这些效益。
[16:55] letting them use that or letting the customers get those benefits, then we're
让他们使用它，或者让客户获得这些效益，那么我们就在
[16:57] realizing those benefits. So, let's go with answer D.
实现这些效益。所以，我们选择答案 D。
[16:59] So, let's go with answer D.
所以，我们选择答案 D。
[17:01] Value can be realized throughout, at the end, or following project completion.
价值可以在整个项目过程中、项目结束时或项目完成后实现。
[17:03] Value can be realized throughout, at the end, or following project completion.
价值可以在整个项目过程中、项目结束时或项目完成后实现。
[17:05] Standard for Project Management page 41 under focus on value.
《项目管理标准》第 41 页，在“关注价值”部分。
[17:08] Standard for Project Management page 41 under focus on value. And also,
《项目管理标准》第 41 页，在“关注价值”部分。而且，
[17:11] something valuable is you doing these practice questions [music] and learning at the same time the Project Management Body of knowledge.
有价值的是你做这些练习题[音乐]并同时学习项目管理知识体系。
[17:12] practice questions [music] and learning at the same time the Project Management Body of knowledge.
练习题[音乐]并同时学习项目管理知识体系。
[17:14] We're already getting through the standard for project
我们已经通过了项目标准
[17:17] at the same time the Project Management Body of knowledge. We're already getting through the standard for project
同时学习项目管理知识体系。我们已经通过了项目标准
[17:19] Body of knowledge. We're already getting through the standard for project
知识体系。我们已经通过了项目标准
[17:20] Through the standard for project management.
通过项目管理标准。
[17:21] So, they're going to be management.
所以，他们将是管理。
[17:23] So, they're going to be getting a little bit more difficult soon.
所以，他们很快就会变得有点困难。
[17:25] But, also, that's great for learning everything that you need to know for the PMP.
但是，同样，这对学习您需要了解的PMP所有知识都很有帮助。
[17:28] Keep learning.
继续学习。
[17:30] Keep improving.
继续进步。
[17:32] You're doing a wonderful job, and I'll see you in the next lot of questions.
您做得非常棒，我们将在下一批问题中再见。
