{"id":37243,"date":"2023-12-08T23:29:54","date_gmt":"2023-12-08T23:29:54","guid":{"rendered":"https:\/\/masterskills.org\/blog\/pmi-gaps.html"},"modified":"2023-12-24T21:45:41","modified_gmt":"2023-12-24T14:45:41","slug":"pmi-gaps","status":"publish","type":"post","link":"https:\/\/masterskills.org\/blog\/pmi-gaps.html","title":{"rendered":"PMI Gaps"},"content":{"rendered":"
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Issue Log v\u00e0 Lessons Learned Register<\/b><\/span><\/h2>\n

1\/ N<\/span><\/b>\u1ebf<\/span><\/b>u l<\/span><\/b>\u1ed7<\/span><\/b>i (issue) x<\/span><\/b>\u1ea3<\/span><\/b>y ra<\/span><\/b>\u00a0—> Update Issue Log (ghi nh<\/span>\u1ead<\/span>n owner, t\u00ecm c\u00e1ch x<\/span>\u1eed<\/span>\u00a0l\u00fd, tracking,\u00a0<\/span>\u0111<\/span>\u1ea3<\/span>m b<\/span>\u1ea3<\/span>o qu<\/span>\u1ea3<\/span>n l\u00fd issue hi<\/span>\u1ec7<\/span>u qu<\/span>\u1ea3<\/span>)<\/span><\/p>\n

2\/ N<\/span><\/b>\u1ebf<\/span><\/b>u l<\/span><\/b>\u1ed7<\/span><\/b>i\u00a0<\/span><\/b>\u0111<\/span><\/b>\u00e3 x<\/span><\/b>\u1eed<\/span><\/b>\u00a0l\u00fd xong [<\/span><\/b>Keywork:<\/b><\/span>\u00a0<\/span><\/b>Issue Resolved \/ Prevent for Future Works, Future Projects \/ Avoid Reoccur<\/b><\/span>]:<\/span><\/b><\/p>\n

—> Update Issue Log (1st) (ghi nh<\/span>\u1ead<\/span>n\u00a0<\/span>\u0111<\/span>\u00f3ng l<\/span>\u1ed7<\/span>i, c<\/span>\u1ead<\/span>p nh<\/span>\u1ead<\/span>t resolution)<\/span>\u00a0<\/span><\/p>\n

—> Update Lessons Learned Register (ghi nh<\/span>\u1ead<\/span>n kinh nghi<\/span>\u1ec7<\/span>m, b\u00e0i h<\/span>\u1ecd<\/span>c, c<\/span>\u1ea3<\/span>i thi<\/span>\u1ec7<\/span>n)<\/span>\u00a0<\/span><\/p>\n

—> Cu<\/span>\u1ed7<\/span>i m<\/span>\u1ed7<\/span>i phase ho<\/span>\u1eb7<\/span>c close project th\u00ec transfer Lessons Learned Register v\u00e0o Lessons Learned Repository (OPA)<\/span><\/p>\n

3\/ N<\/span><\/b>\u1ebf<\/span><\/b>u l<\/span><\/b>\u1ed7<\/span><\/b>i ho<\/span><\/b>\u1eb7<\/span><\/b>c risk x<\/span><\/b>\u1ea3<\/span><\/b>y ra l<\/span><\/b>\u1ea7<\/span><\/b>n th<\/span><\/b>\u1ee9<\/span><\/b>\u00a02 trong d<\/span><\/b>\u1ef1<\/span><\/b>\u00a0\u00e1n\u00a0<\/span><\/b>(Reoccur<\/span>)<\/span><\/b>:<\/span><\/b>\u00a0<\/span><\/p>\n

—> Xem Lessons Learned Register + Issue Log (xem c\u00e2u h<\/span>\u1ecf<\/span>i c\u00f3 option n\u00e0o,\u00a0<\/span>\u0111a s\u1ed1\u00a0s\u1ebd\u00a0xem LLR tr\u01b0\u1edbc<\/span>)<\/span>\u00a0<\/span><\/p>\n

—> N<\/span>\u1ebf<\/span>u li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n Risk x<\/span>\u1ea3<\/span>y ra l<\/span>\u1ea7<\/span>n th<\/span>\u1ee9<\/span>\u00a02 m\u00e0 kh\u00f4ng c\u00f3\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n LLR th\u00ec t<\/span>\u1ead<\/span>p trung v\u00e0o\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n Risk Register ho<\/span>\u1eb7<\/span>c Risk Report<\/span><\/p>\n

4\/ N<\/span><\/b>\u1ebf<\/span><\/b>u tr<\/span><\/b>\u01b0<\/span><\/b>\u1edd<\/span><\/b>ng h<\/span><\/b>\u1ee3<\/span><\/b>p c<\/span><\/b>\u1ea7<\/span><\/b>n review cho future phases c<\/span><\/b>\u1ee7<\/span><\/b>a d<\/span><\/b>\u1ef1<\/span><\/b>\u00a0\u00e1n<\/span><\/b>\u00a0<\/span><\/p>\n

—> Xem Lessons Learned Register tr<\/span>\u01b0<\/span>\u1edb<\/span>c; n<\/span>\u1ebf<\/span>u kh\u00f4ng<\/span> c\u00f3 LLR th\u00ec xem OPA (Lessons Learned Repository)<\/span>\u00a0<\/span><\/p>\n

—> C\u00f3 th<\/span>\u1ec3<\/span>\u00a0t<\/span>\u1ead<\/span>p trung v\u00e0o c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n nh<\/span>\u01b0<\/span>\u00a0Lessons Learned Meetings<\/span><\/span>\u00a0ho<\/span>\u1eb7c<\/span>\u00a0<\/span>Restrospectives (Agile)<\/span>\u00a0– l\u00e0 c\u00e1c bu<\/span>\u1ed5<\/span>i h<\/span>\u1ecd<\/span>p\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0r\u00fat kinh nghi<\/span>\u1ec7<\/span>m, c<\/span>\u1ea3<\/span>i thi<\/span>\u1ec7<\/span>n performance<\/span><\/p>\n

5\/ C\u00e1c tr<\/span><\/b>\u01b0<\/span><\/b>\u1edd<\/span><\/b>ng h<\/span><\/b>\u1ee3<\/span><\/b>p li\u00ean quan\u00a0<\/span><\/b>\u0111<\/span><\/b>\u1ebf<\/span><\/b>n c\u00e1i g\u00ec\u00a0<\/span><\/b>\u0111<\/span><\/b>\u00f3 hi<\/span><\/b>\u1ec7<\/span><\/b>u qu<\/span><\/b>\u1ea3<\/span><\/b>\u00a0—>\u00a0<\/span>Documents \/ Update Lessons Learned Register<\/span><\/p>\n

6\/ L<\/span><\/b>\u01b0<\/span><\/b>u \u00fd:<\/span><\/b>\u00a0n<\/span>\u1ebf<\/span>u Issue l\u00e0 c<\/span>\u1ee7<\/span>a d<\/span>\u1ef1<\/span>\u00a0\u00e1n th\u00ec update v\u00e0o Issue Log. C\u00f2n Issue c<\/span>\u1ee7<\/span>a d<\/span>\u1ef1<\/span>\u00a0\u00e1n kh\u00e1c th\u00ec Inform Stakeholders \/ PM c<\/span>\u1ee7<\/span>a d<\/span>\u1ef1<\/span>\u00a0\u00e1n kh\u00e1c.\u00a0<\/span>\u00a0<\/span><\/p>\n

Scope Creep<\/b><\/span><\/h2>\n

\u0110<\/span>\u1ec3<\/span>\u00a0ng<\/span>\u0103<\/span>n ng<\/span>\u1eeb<\/span>a\u00a0<\/span>Scope Creep (Uncontrolled Scope Changes)<\/span>\u00a0x<\/span>\u1ea3<\/span>y ra trong d<\/span>\u1ef1<\/span>\u00a0\u00e1n, xem th<\/span>\u1ee9<\/span>\u00a0t<\/span>\u1ef1<\/span>\u00a0c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n nh<\/span>\u01b0<\/span>\u00a0sau:<\/span><\/p>\n

1\/\u00a0<\/span>\u0110<\/span>\u1ea3<\/span>m b<\/span>\u1ea3<\/span>o changes v<\/span>\u1ec1<\/span>\u00a0scope ph<\/span>\u1ea3<\/span>i theo\u00a0<\/span>(follow)\u00a0<\/b>Perform Integrated Change Control (PICC)<\/b><\/span><\/span>\u00a0(ho<\/span>\u1eb7<\/span>c c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n nh<\/span>\u01b0\u00a0<\/span>Formal Approval Process \/ Formal Change Control Procedure<\/b>)<\/span><\/p>\n

2\/ S<\/span>\u1eed<\/span>\u00a0d<\/span>\u1ee5<\/span>ng\u00a0<\/span>Project Exclusions<\/b><\/span>\u00a0(trong Project Scope Statement ho<\/span>\u1eb7<\/span>c Scope Baseline) —>\u00a0<\/span>th\u01b0\u1eddng\u00a0\u0111\u00e3 x\u1ea3y ra kh\u00e1c bi\u1ec7t th\u00ec ph\u1ea3i so s\u00e1nh v\u1edbi Baseline<\/span><\/p>\n

3\/ N<\/span>\u1ebf<\/span>u li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n Agile \/ Adaptive Approach th\u00ec xem th\u00eam\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n quy\u00a0<\/span>\u0111<\/span>\u1ecb<\/span>nh v<\/span>\u1ec1<\/span>\u00a0<\/span>Time-boxed Duration (Sprint)<\/span><\/span>\u00a0<\/span><\/b>\u0111<\/span>\u1ec3<\/span>\u00a0h<\/span>\u1ea1<\/span>n ch<\/span>\u1ebf<\/span>\u00a0Scope Creep<\/span><\/p>\n

Identified Risk \/ Unplanned Risk \/ Planned Risk<\/b><\/span><\/h2>\n

1\/ N<\/span>\u1ebf<\/span>u trong qu\u00e1 tr\u00ecnh l\u00e0m d<\/span>\u1ef1<\/span>\u00a0\u00e1n (Plan \/ Executing \/ Monitoring & Controlling) ph\u00e1t hi<\/span>\u1ec7<\/span>n ra\u00a0<\/span>Risk m<\/b>\u1edb<\/b>i (newly identified) ho<\/b>\u1eb7<\/b>c Unplanned Risk (Risk ch<\/b>\u01b0<\/b><\/span>a plan)<\/span>\u00a0<\/b>nh<\/b>\u01b0<\/b>ng Risk ch<\/b>\u01b0<\/b>a x<\/b>\u1ea3<\/b><\/span>y ra (Not Occur)<\/span> hay ch<\/span><\/b>\u01b0<\/b><\/span><\/span>a impact<\/span><\/span>\u00a0<\/span><\/b>\u0111<\/span>\u1ebf<\/span>n d<\/span>\u1ef1<\/span>\u00a0\u00e1n th\u00ec ph<\/span>\u1ea3<\/span>i Update Risk Register ho<\/span><\/span>\u1eb7c c\u00e1c T&T li\u00ean quan\u00a0\u0111\u1ebfn (Identify Risks) (trong l\u00fac Identify Risks n\u00e0y\u00a0\u0111\u00e3 c\u00f3 preliminary Risk Responses, temporary Risk Owner, Triggers<\/span>\u00a0—> r<\/span>\u1ed3<\/span>i\u00a0<\/span>Assess \/ Evaluate Risk\u00a0\u0111\u00f3 b\u1eb1ng Qualitative \/ Quantitative (\u0111\u00e1nh gi\u00e1 Probability & Impact, confirm Risk Owner, Rankings, Numerical Assessment, Watch List, etc.) —> Confirm Risk Responses, Trigger (Plan Risk Responses)<\/span>\u00a0<\/span><\/p>\n

—>\u00a0<\/span>N\u00f3i chung l\u00e0 theo tr\u00ecnh t<\/span><\/b>\u1ef1<\/span><\/b>\u00a0Risk Management Process<\/span><\/b>\u00a0<\/span><\/p>\n

2\/ N<\/span>\u1ebf<\/span>u trong qu\u00e1 tr\u00ecnh l\u00e0m d<\/span>\u1ef1<\/span>\u00a0\u00e1n (Plan \/ Executing \/ Monitoring & Controlling) ph\u00e1t hi<\/span>\u1ec7<\/span>n ra\u00a0<\/span>Risk m<\/b>\u1edb<\/b>i (newly identified) ho<\/b>\u1eb7<\/b>c Unplanned Risk (Risk ch<\/b>\u01b0<\/b><\/span>a plan)<\/span>\u00a0<\/span><\/b>nh<\/b>\u01b0<\/b>ng Risk \u0110\u00c3<\/b>\u00a0x<\/b>\u1ea3<\/b><\/span>y ra (Occur) v\u00e0 impact<\/span>\u00a0<\/span><\/b>\u0111<\/span>\u1ebf<\/span>n d<\/span>\u1ef1<\/span>\u00a0\u00e1n th\u00ec xem ph<\/span>\u01b0\u01a1<\/span>ng \u00e1n theo th<\/span>\u1ee9<\/span>\u00a0t<\/span>\u1ef1<\/span>:<\/span>\u00a0<\/span><\/p>\n

a\/ Workaround (Proactive)<\/span>\u00a0<\/span><\/p>\n

b\/ N<\/span>\u1ebf<\/span>u kh\u00f4ng c\u00f3 Workaround th\u00ec xem c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n nh<\/span>\u01b0<\/span>\u00a0Review Risk Management Plan (c\u00f3 c\u00e1c th\u00f4ng tin\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0ph<\/span>\u1ea3<\/span>n h<\/span>\u1ed3<\/span>i, response\u00a0<\/span>\u0111<\/span>\u00fang m<\/span>\u1ef1<\/span>c cho Risk) (Proactive)<\/span>\u00a0<\/span><\/p>\n

c\/\u00a0<\/span>Update Risk Register\u00a0(Reactive)<\/b>\u00a0<\/span><\/p>\n

d\/ Ho<\/span>\u1eb7<\/span>c c\u00e1c options nh<\/span>\u01b0<\/span>\u00a0inform Stakeholders v<\/span>\u1ec1<\/span>\u00a0Risks<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

3\/ N<\/span>\u1ebf<\/span>u\u00a0<\/span>Planned Risk (c\u00f3 Risk Response Plan)<\/b><\/span><\/span>\u00a0x<\/span>\u1ea3<\/span>y ra th\u00ec follow c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n theo th<\/span>\u1ee9<\/span>\u00a0t<\/span>\u1ef1<\/span>\u00a0sau n<\/span>\u1ebf<\/span>u c\u00f3:<\/span>\u00a0<\/span><\/p>\n

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  • Implement Risk Response (kh\u00f4ng c<\/span>\u1ea7<\/span>n Change Request, nh<\/span>\u1edb<\/span>\u00a0th\u00eam PMIS v\u00e0 Influencing Risk Owner) —><\/span>\u00a0N<\/span><\/i>\u1ebf<\/span><\/i>u implement xong m\u00e0\u00a0<\/span><\/i>\u1ea3<\/span><\/i>nh h<\/span><\/i>\u01b0<\/span><\/i>\u1edf<\/span><\/i>ng\u00a0<\/span><\/i>\u0111<\/span><\/i>\u1ebf<\/span><\/i>n Baseline th\u00ec submit change requests (Outputs c<\/span><\/i>\u1ee7<\/span><\/i>a Implement Risk Responses)<\/span><\/i>\u00a0<\/span><\/li>\n
  • Review Risk Register (trong Risk Register c\u00f3 Risk Response, Risk Owner)<\/span>\u00a0<\/span><\/li>\n
  • Lu\u00f4n lu\u00f4n PM ph<\/span>\u1ea3<\/span>i proactive v\u00e0 influence Risk Owner (Risk owner ch<\/span>\u1ecb<\/span>u responsible\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0implement risk response plan)<\/span>\u00a0<\/span><\/li>\n
  • N<\/span>\u1ebf<\/span>u Risk Owner\u00a0<\/span>\u0111<\/span>i v<\/span>\u1eaf<\/span>ng hay b<\/span>\u1ead<\/span>n th\u00ec Project Manager (Ultimate Accoutable) ph<\/span>\u1ea3<\/span>i trigger Risk Response Plan v\u00e0 inform l<\/span>\u1ea1<\/span>i cho Stakeholder<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

    4\/ N<\/span>\u1ebf<\/span>u Risk x<\/span>\u1ea3<\/span>y ra (d\u00f9\u00a0<\/span>\u0111<\/span>\u00e3 Planned hay Unplanned hay Newly Identified) c\u00f3\u00a0<\/span>impact qu\u00e1 l<\/b>\u1edb<\/b>n (Serious \/ Unviable)<\/b><\/span><\/span>\u00a0d<\/span>\u1eab<\/span>n\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n d<\/span>\u1ef1<\/span>\u00a0\u00e1n\u00a0<\/span>Unviable (n\u00f3i chung kh\u00f4ng kh<\/b>\u1ea3<\/b>\u00a0thi ho<\/b>\u1eb7<\/b>c t\u00e1c\u00a0<\/b>\u0111<\/b>\u1ed9<\/b>ng thay\u00a0<\/b>\u0111<\/b>\u1ed5<\/b>i r<\/b>\u1ea5<\/b>t l<\/b>\u1edb<\/b>n n<\/b>\u1eef<\/b>a)<\/b><\/span><\/span>\u00a0th\u00ec c\u00f3 th<\/span>\u1ec3<\/span>\u00a0xem x\u00e9t c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n theo th<\/span>\u1ee9<\/span>\u00a0t<\/span>\u1ef1<\/span>:<\/span>\u00a0<\/span><\/p>\n

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    • Inform \/ Escalate l\u00ean Sponsor \/ Steering Committee \/ Stakeholders<\/span>\u00a0<\/span><\/li>\n
    • Perform ICC<\/span>\u00a0<\/span><\/li>\n
    • Raise Risk Level<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

      5\/ C\u00e2u h<\/span>\u1ecf<\/span>i li\u00ean quan t<\/span>\u1edb<\/span>i Risk lu\u00f4n nh<\/span>\u1edb<\/span>\u00a02 documents quan tr<\/span>\u1ecd<\/span>ng l\u00e0:<\/span>\u00a0<\/span><\/p>\n

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      • Risk Register (Keyword l\u00e0 List of Risk, List of Qualified Risk, Ranking, Potential Responses, Risk Owner)<\/span>\u00a0<\/span><\/li>\n
      • Risk Report (Keyword l\u00e0 Exposure, Overall Risk, Project Risk, Summary Individual Top Risks)<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

        \u00a0<\/span><\/p>\n

        CommMasterskillstions Management Plan v\u00e0 Stakeholder Engagement Plan (nh<\/b>\u1edb\u00a0<\/b>keyword l\u00e0\u00a0<\/b>How, Approach, Will<\/b>\u00a0th\u00ec h<\/b>\u1ea7<\/b>u nh<\/b>\u01b0<\/b>\u00a0s<\/b>\u1ebd<\/b>\u00a0li\u00ean quan t<\/b>\u1edb<\/b>i Plan)<\/b>\u00a0<\/span><\/h2>\n

        1\/ C\u00e1c c\u00e2u h<\/span>\u1ecf<\/span>i li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n keywords:<\/span>\u00a0Reports, Escalate Process, ai c\u00f3 authority release th\u00f4ng tin, CommMasterskillstion Technology, Who\/How\/What\/When commMasterskillste, Channels, Right Information<\/span><\/span><\/span><\/b>\u00a0th\u00ec review l<\/span>\u1ea1<\/span>i\u00a0<\/span>CommMasterskillstions Management Plan<\/b><\/span><\/span><\/p>\n

        2\/ Khi c\u00f3\u00a0<\/span>new stakeholder xu<\/b>\u1ea5<\/b>t hi<\/b>\u1ec7<\/b>n<\/b><\/span>\u00a0th\u00ec xem c\u00e1c options sau:<\/span>\u00a0<\/span><\/p>\n

        —> Th<\/span>\u1ef1<\/span>c hi<\/span>\u1ec7<\/span>n c\u00e1c quy tr\u00ecnh Identify Stakeholders (Perform Stakeholder Analysis) —> Update Stakeholder Register (meeting v<\/span>\u1edb<\/span>i stakeholder\u00a0<\/span>\u0111<\/span>\u00f3 l<\/span>\u1ea5<\/span>y requirements, expectations, idenfitication, classifications<\/span><\/p>\n

        —> K<\/span>\u1ebf<\/span>\u00a0ti<\/span>\u1ebf<\/span>p l\u00e0 Update Stakeholder Management Plan\u00a0<\/span>(How to Approach \/ How to Manage\u00a0<\/span><\/span><\/span><\/b>Stakeholder Expectations \/ Influence \/ Involvement<\/b><\/span>)<\/span><\/b>\u00a0<\/span><\/p>\n

        —> Ho<\/span>\u1eb7<\/span>c c\u00e1c options li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n Update CommMasterskillstions Plan (CommMasterskillstion Requirements c<\/span>\u1ee7<\/span>a stakeholder) n<\/span>\u1ebf<\/span>u kh\u00f4ng c\u00f3 c\u00e1c options kh\u00e1c.<\/span>\u00a0<\/span><\/p>\n

        —> L<\/span>\u01b0<\/span>u \u00fd Identify Stakeholder di<\/span>\u1ec5<\/span>n ra tr<\/span>\u01b0<\/span>\u1edb<\/span>c (Initiating) —> Update Stakeholder Engagement Plan \/ Update CommMasterskillstions Plan (Planning)<\/span><\/p>\n

        3\/ Trong qu\u00e1 tr\u00ecnh d<\/span>\u1ef1<\/span>\u00a0\u00e1n, n<\/span>\u1ebf<\/span>u<\/span>\u00a0<\/span><\/b>Stakeholder Engagement \/ Involvement \/ Relationship t<\/b>\u0103<\/b>ng gi<\/b>\u1ea3<\/b>m (increase \/ lessen<\/b>)<\/b><\/span>\u00a0—>\u00a0<\/span>\u00a0Update Stakeholder Engagement Plan ho<\/span><\/span><\/b>\u1eb7<\/b>c Update Stakeholder Engagement Assesment Matrix<\/b><\/span><\/p>\n

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        • Th<\/span>\u01b0<\/span>\u1edd<\/span>ng trong qu\u00e1 tr\u00ecnh Monitor Stakeholder s<\/span>\u1ebd<\/span>\u00a0d<\/span>\u1eab<\/span>n\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n update engagement strategies v\u00e0 plan —> Upgrade Stakeholder Engagement Plan\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0b<\/span>\u1ea3<\/span>o\u00a0<\/span>\u0111<\/span>\u1ea3<\/span>m ho<\/span>\u1eb7<\/span>c increase effiency & effective c<\/span>\u1ee7<\/span>a Stakeholder Engagement Activities\u00a0<\/span>\u00a0<\/span><\/b>\u00a0<\/span><\/li>\n
        • Lu\u00f4n l<\/b>\u01b0<\/b>u \u00fd:<\/b><\/span>\u00a0trong Stakeholder Engagement Plan c\u00f3 l\u00fd do\u00a0<\/span>(WHY) t<\/b>\u1ea1<\/b>i sao<\/b><\/span>\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0hi<\/span>\u1ec3<\/span>u l\u00fd do c<\/span>\u1ea7<\/span>n commMasterskillstion requirements c<\/span>\u1ee7<\/span>a Stakeholders<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

          4\/ C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n\u00a0<\/span>Stakeholder Expectations ho<\/b>\u1eb7<\/b>c Asssement Engagement<\/b><\/span><\/span>\u00a0(Keyword: Unaware, Resistant, Supportive, etc)<\/span><\/span><\/b>\u00a0<\/span><\/p>\n

            \n
          • Th<\/span>\u1ef1<\/span>c hi<\/span>\u1ec7<\/span>n c\u00e1c T&T v\u00e0 action li\u00ean quan nh<\/span>\u01b0\u00a0<\/span>Align \/ Involve \/ Manage<\/span>\u00a0<\/span><\/b>Stakeholder Expectations \/ Influence \/ Involvement<\/b><\/span>\u00a0nh<\/span>\u01b0<\/span>\u00a0Meetings, Facilitation, t\u00ecm Root Cause (RCA),\u00a0<\/span>Update Stakeholder Engagement Plan (do Engagement Plan l\u00e0 How to Approach)<\/b><\/span><\/span><\/li>\n
          • Th<\/span>\u1ef1<\/span>c hi<\/span>\u1ec7<\/span>n c\u00e1c T&T v\u00e0 action\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0Assessment Engagement nh<\/span>\u01b0<\/span>:<\/span>\u00a0<\/span>\n
              \n
            • Update Stakeholder Engagement Plan, Review Stakeholder Engagement Assessment Matrix<\/li>\n
            • Stakeholder Analysis, Meetings, Active Listening —> Update Stakeholder Register<\/li>\n<\/ul>\n<\/li>\n
            • L\u01b0<\/span>u \u00fd<\/span>\u00a0Stakeholder Expectations lu\u00f4n ph<\/span><\/span><\/span><\/b>\u1ea3<\/b>i\u00a0<\/b>\u0111\u01b0<\/b>\u1ee3<\/b>c capture throughout d<\/b>\u1ef1<\/b>\u00a0\u00e1n<\/b><\/span><\/span>\u00a0v\u00e0 documents l<\/span>\u1ea1<\/span>i<\/span>\u00a0<\/li>\n<\/ul>\n

              C\u00e1c c\u00e2u h<\/b>\u1ecf<\/b>i li\u00ean quan\u00a0<\/b>\u0111<\/b>\u1ebf<\/b>n Changes<\/b><\/span><\/h2>\n

              1\/\u00a0<\/span>\u0110<\/span>\u00e1p \u00e1n quan tr<\/span>\u1ecd<\/span>ng nh<\/span>\u1ea5<\/span>t l\u00e0<\/span>\u00a0Follow Perform Intergrated Change Control PICC\u00a0<\/span><\/span><\/span><\/b>(theo\u00a0<\/b>\u0111<\/b>\u00fang 7 b<\/b>\u01b0<\/b>\u1edb<\/b><\/span><\/span>c Change Steps)<\/span><\/span> \/<\/span><\/b>\u00a0Follow Change Management Plan<\/span><\/span><\/b><\/p>\n

              2\/\u00a0<\/span>\u0110<\/span>\u1ed1<\/span>i v<\/span>\u1edb<\/span>i\u00a0<\/span>7 <\/b>Change Steps PICC<\/b><\/span>\u00a0(c\u00f3 th<\/span>\u1ec3<\/span>\u00a0c\u00e2n nh<\/span>\u1eaf<\/span>c c\u00e1c keywork\u00a0<\/span>\u0111<\/span>\u1ed3<\/span>ng ngh<\/span>\u0129<\/span>a\u00a0<\/span>\u0111\u01b0<\/span>\u1ee3<\/span>c highlight b\u00ean d<\/span>\u01b0<\/span>\u1edb<\/span>i:<\/span><\/p>\n

                \n
              1. Prevent\u00a0<\/span>root cause<\/span>\u00a0<\/span><\/b>of change\u00a0<\/span>(PM must proactive, influence and prevent changes<\/span>)<\/span><\/b><\/li>\n
              2. Identify the need of change<\/li>\n
              3. Assess \/ Evaluate impact \/ Impact Analysis<\/span>\u00a0<\/span><\/b>within a KA (<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0\u00fd k<\/span>\u1ef9<\/span>\u00a0c\u00e1c keyword nh<\/span>\u01b0 \u0111<\/span>\u00e3 assess hay s<\/span>\u1ebd<\/span>\u00a0c\u00f3 serious impact —> t<\/span>\u1ee9<\/span>c l\u00e0\u00a0<\/span>\u0111<\/span>\u00e3 xong b<\/span>\u01b0<\/span>\u1edb<\/span>c 3) . L\u01b0u \u00fd:\u00a0<\/em><\/span>*Assess v\u00e0 Evaluate\u00a0\u1edf\u00a0\u0111\u00e2y bao g\u1ed3m Conduct RCA, meetings t\u00ecm\u00a0\u0111\u00e1nh gi\u00e1, etc.<\/em><\/li>\n
              4. Create \/ Submit \/ Issue<\/span><\/span>\u00a0<\/span><\/b>a Change Request\u00a0<\/span>\u00a0<\/li>\n
              5. Perform ICC\n
                  \n
                • 5a. Assess \/ evaluate impact on the project (combine multiple KA, projects)\u00a0<\/li>\n
                • 5b. Identify options\u00a0<\/li>\n
                • 5c. CR approved, rejected or deferred by CCB\u00a0(* CCB also have responsibility to approve and commMasterskillste the CR’s status to the CR’s owner)<\/i>\u00a0<\/span><\/li>\n
                • 5d. Update status to\u00a0Change Log<\/b><\/span>\u00a0<\/span>\u00a0<\/li>\n
                • 5e. Update \/ Revise Project Management Plan (Baseline, etc.), Project Docs\u00a0as necessary<\/b><\/span><\/li>\n<\/ul>\n<\/li>\n
                • CommMasterskillste \/ Update \/ Inform<\/span>\u00a0<\/span><\/b>information to stakeholder (Manage Stakeholder Expectations) that impacted by the changes<\/span><\/li>\n
                • Implement the change request<\/span>\u00a0<\/span><\/b>or Manage the project based on newly revised Project Management Plan, Project Documents\u00a0<\/span>\u00a0<\/li>\n<\/ol>\n

                  C\u1eadp nh\u1eadt 2021:<\/strong><\/u>\u00a0T\u00e0i li\u1ec7u luy\u1ec7n\u00a0thi ch\u00ednh h\u00e3ng PMI – PMI Authorized PMP Exam Prep (PMP2021) c\u00f3 b\u1ed5 sung\u00a0Change Management Process Flowchart.\u00a0<\/strong><\/em><\/p>\n

                  \n

                  3\/ Changes v\u1ec1\u00a0Procurement:<\/span><\/p>\n

                  N<\/span>\u1ebf<\/span>u c\u00f3 changes v<\/span>\u1ec1<\/span>\u00a0Procurement v\u00ed d<\/span>\u1ee5<\/span>\u00a0nh<\/span>\u01b0<\/span>\u00a0Issue, Correct Deliverables nh<\/span>\u01b0<\/span>ng kh\u00f4ng li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n thay\u00a0<\/span>\u0111<\/span>\u1ed5<\/span>i Contracts \/ Agreements th\u00ec\u00a0<\/span>Follow Perform ICC (Formal Change Control Procedure ho<\/b>\u1eb7<\/b>c\u00a0<\/b>\u0111<\/b>i qua Change Control System)<\/b>\u00a0<\/span><\/p>\n

                    \n
                  • L\u01b0<\/span><\/span>u \u00fd:<\/span><\/span>\u00a0trong l\u00fac Follow ICC th\u00ec c\u00f3 th\u1ec3\u00a0Review Procurement Management Plan v\u00e0 Contracts<\/span><\/span><\/em><\/li>\n<\/ul>\n

                    N<\/span>\u1ebf<\/span>u changes v<\/span>\u1ec1<\/span>\u00a0Procurement nh<\/span>\u01b0<\/span>ng li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n Contracts \/ Agreement th\u00ec refer theo th<\/span>\u1ee9<\/span>\u00a0t<\/span>\u1ef1<\/span>:<\/span>\u00a0<\/span><\/p>\n

                      \n
                    • Xem l<\/span>\u1ea1<\/span>i Terms trong Contracts \/ Agreements v\u00e0 review l<\/span>\u1ea1<\/span>i Procurement Management Plan<\/span>\u00a0<\/span><\/li>\n
                    • Follow Contract Change Control Procedure \/ Change Control System<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                      C\u00e1c nguy\u00ean t<\/b>\u1eaf<\/b>c Proactive c<\/b>\u1ee7<\/b>a PM<\/b><\/span><\/h2>\n

                      1\/ C<\/span>\u1ea9<\/span>n th<\/span>\u1ead<\/span>n c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n mang gi\u00e1 tr<\/span>\u1ecb<\/span>\u00a0tuy<\/span>\u1ec7<\/span>t\u00a0<\/span>\u0111<\/span>\u1ed1<\/span>i mang\u00a0<\/span>2 th\u00e1i c<\/b>\u1ef1<\/b>c Zero ho<\/b>\u1eb7<\/b>c 100%<\/b><\/span>\u00a0hay c\u00e1c keyword:<\/span><\/p>\n

                        \n
                      • All \/ Each One \/ Most \/ Every \/ 100%<\/b>\u00a0<\/span><\/li>\n
                      • Only<\/b>\u00a0<\/span><\/li>\n
                      • None \/ Zero<\/b>\u00a0<\/span><\/li>\n
                      • Except<\/b>\u00a0<\/span><\/li>\n<\/ul>\n

                        2\/ C\u00e1c c<\/span>\u1ee5<\/span>m t<\/span>\u1eeb<\/span>\u00a0li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n n\u00ean l\u00e0m g\u00ec tr<\/span>\u01b0<\/span>\u1edb<\/span>c\u00a0<\/span>\u0111<\/span>\u00f3<\/span>\u00a0(Should have done \/ Would have done \/ May have helped)<\/span><\/span><\/b>\u00a0<\/span><\/p>\n

                        3\/ C\u00e1c c<\/span>\u1ee5<\/span>m t<\/span>\u1eeb<\/span>\u00a0li\u00ean quan t<\/span>\u1edb<\/span>i\u00a0<\/span>Best<\/b><\/span>\u00a0—> th<\/span>\u01b0<\/span>\u1edd<\/span>ng\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n s<\/span>\u1ebd<\/span>\u00a0l\u00e0 1 c\u00e1i g\u00ec\u00a0<\/span>\u0111<\/span>\u00f3 li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n\u00a0<\/span>Proactive (t\u00ecm Root Cause, Meetings (ng<\/b>\u1ed3<\/b>i 1:1, ng<\/b>\u1ed3<\/b>i l<\/b>\u1ea1<\/b>i v<\/b>\u1edb<\/b>i nhau t\u00ecm v<\/b>\u1ea5<\/b>n\u00a0<\/b>\u0111<\/b>\u1ec1<\/b>, c\u00e1ch gi<\/b>\u1ea3<\/b>i quy<\/b>\u1ebf<\/b>t), Faciliate\u00a0<\/b>\u0111<\/b>\u1ec3<\/b>\u00a0buy-in, Inform, etc.)<\/b>\u00a0<\/span><\/span><\/p>\n

                        4\/ C<\/span>\u1ea9<\/span>n th<\/span>\u1ead<\/span>n v<\/span>\u1edb<\/span>i c\u00e1c options c\u00f3 keyword:\u00a0<\/span>Immediately<\/b><\/span>\u00a0—> nguy\u00ean t<\/span>\u1eaf<\/span>c c<\/span>\u1ee7<\/span>a PMI c<\/span>\u1ea7<\/span>n ph<\/span>\u1ea3<\/span>i proactive nh<\/span>\u01b0<\/span>ng theo tr\u00ecnh t<\/span>\u1ef1<\/span>, plan v\u00e0 kh\u00f4ng\u00a0<\/span>\u0111\u01b0<\/span>a ra quy<\/span>\u1ebf<\/span>t\u00a0<\/span>\u0111<\/span>\u1ecb<\/span>nh tr<\/span>\u01b0<\/span>\u1edb<\/span>c khi t\u00ecm hi<\/span>\u1ec3<\/span>u hay c\u00f3\u00a0<\/span>\u0111<\/span>\u1ee7<\/span>\u00a0th\u00f4ng tin v<\/span>\u1ec1<\/span>\u00a0t\u00ecnh hu<\/span>\u1ed1<\/span>ng<\/span><\/p>\n

                        5\/ Khi c\u00f3 issue \/ unexpected changes th\u00ec c\u00e1c\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n possible c\u00f3 th<\/span>\u1ec3<\/span>\u00a0l\u00e0:<\/span>\u00a0<\/span><\/p>\n

                          \n
                        • 7 b<\/span>\u01b0<\/span>\u1edb<\/span>c PICC\u00a0(Perform Integrated Change Control)<\/span><\/li>\n
                        • Ho<\/span>\u1eb7<\/span>c c\u00e1c options li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n t\u00ecm Root Cause\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0gi<\/span>\u1ea3<\/span>i quy<\/span>\u1ebf<\/span>t d<\/span>\u1ee9<\/span>t\u00a0<\/span>\u0111<\/span>i<\/span>\u1ec3<\/span>m<\/span>\u00a0<\/span><\/li>\n
                        • Review l<\/span>\u1ea1<\/span>i c\u00e1c Plan<\/span>\u00a0<\/span><\/li>\n
                        • T\u00ecm gi<\/span>\u1ea3<\/span>i ph\u00e1p tr<\/span>\u01b0<\/span>\u1edb<\/span>c khi escalate<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                          6\/ C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n Stakeholders do\u00a0<\/span>Cross-Culture, v<\/b>\u0103<\/b>n h\u00f3a<\/b><\/span>\u00a0th\u00ec\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0\u00fd\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n:<\/span>\u00a0<\/span><\/p>\n

                            \n
                          • Update Stakeholder Register<\/span>\u00a0(Identification, Classification, Assessment (Major Requirements, Expectations))<\/span>\u00a0<\/span><\/li>\n
                          • L<\/span>\u01b0<\/span>u \u00fd tr\u00e1nh c\u00e1c tr<\/span>\u01b0<\/span>\u1edd<\/span>ng h<\/span>\u1ee3<\/span>p Identify<\/span>\u00a0All<\/span><\/span><\/b>\u00a0Stakeholder (thay v\u00e0o\u00a0<\/span>\u0111<\/span>\u00f3 l\u00e0 identify v\u00e0 update stakeholder expectations throughout projects)<\/span>\u00a0<\/span><\/li>\n
                          • \u0110<\/span>\u1ec3<\/span>\u00a0\u00fd c\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0v<\/span>\u1ec1<\/span>\u00a0CommMasterskillstion Skills (nh<\/span>\u01b0<\/span>\u00a0Feedback, Non-verbal, Presentations)<\/span>\u00a0<\/span><\/li>\n
                          • L<\/span>\u1ef1<\/span>a ch<\/span>\u1ecd<\/span>n CommMasterskillstion (Formal Written n<\/span>\u1ebf<\/span>u team\u00a0<\/span>\u0111<\/span>\u00f4ng, d<\/span>\u1ef1<\/span>\u00a0\u00e1n d\u00e0i)<\/span>\u00a0<\/span><\/li>\n
                          • L<\/span>\u01b0<\/span>u \u00fd k<\/span>\u1ef9<\/span>\u00a0CommMasterskillstion Methods (Pull \/ Push \/ Interactive)<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                            7\/ Khi mu<\/span>\u1ed1<\/span>n update g\u00ec th\u00ec lu\u00f4n nh<\/span>\u1edb<\/span>:<\/span>\u00a0<\/span><\/p>\n

                              \n
                            • Follow PICC<\/span>\u00a0<\/span><\/li>\n
                            • Meeting v<\/span>\u1edb<\/span>i team hay stakeholder\u00a0<\/span>\u0111<\/span>\u00e1nh gi\u00e1 l<\/span>\u1ea1<\/span>i t\u00ecnh hu<\/span>\u1ed1<\/span>ng<\/span>\u00a0<\/span><\/li>\n
                            • Tr\u00e1nh c\u00e1c\u00a0<\/span>option t<\/b>\u1ef1<\/b>\u00a0l\u00e0m 1 m\u00ecnh, t<\/b>\u1ef1<\/b>\u00a0quy<\/b>\u1ebf<\/b>t\u00a0<\/b>\u0111<\/b>\u1ecb<\/b>nh<\/b><\/span><\/li>\n<\/ul>\n

                              8\/ Nguy\u00ean t<\/span>\u1eaf<\/span>c PMI —>\u00a0<\/span>\u0111<\/b>\u1ec3<\/b>\u00a0l\u00e0m hay ra 1 quy<\/b>\u1ebf<\/b>t\u00a0<\/b>\u0111<\/b>\u1ecb<\/b>nh g\u00ec\u00a0<\/b>\u0111<\/b>\u00f3 nh<\/b>\u1edb<\/b>\u00a0xem l<\/b>\u1ea1<\/b>i Plan<\/b><\/span>\u00a0<\/span><\/p>\n

                              Cost of Quality<\/b><\/span><\/h2>\n

                              TETD-DIT-SR-WLL <\/span>\u00a0<\/span><\/p>\n

                              Khi l\u00e0m 1 c\u00e1i g\u00ec\u00a0<\/b>\u0111<\/b>\u00f3\u00a0<\/b><\/span>new<\/b><\/span>\u00a0thing,<\/b><\/span>\u00a0<\/span>no experience, unfamiliar, no historical<\/span><\/b>:<\/b><\/span><\/span><\/h2>\n
                                \n
                              • S<\/span>\u1eed<\/span>\u00a0d<\/span>\u1ee5<\/span>ng Expert Judgment (SMEs)<\/span>\u00a0<\/span><\/li>\n
                              • Outsource b\u00ean ngo\u00e0i<\/span>\u00a0<\/span><\/li>\n
                              • Build Prototypes\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0l<\/span>\u1ea5<\/span>y early feedback<\/span>\u00a0<\/span><\/li>\n
                              • Training Team (c<\/span>\u1ea9<\/span>n th<\/span>\u1ead<\/span>n v\u00ec n<\/span>\u1ebf<\/span>u trong Internal ch<\/span>\u01b0<\/span>a c\u00f3 experience th\u00ec kh\u00f4ng ch<\/span>\u1ecd<\/span>n options n\u00e0y ho<\/span>\u1eb7<\/span>c ch<\/span>\u1ecd<\/span>n khi kh\u00f4ng c\u00f2n option n\u00e0o kh\u00e1c)<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                N<\/b>\u1ebf<\/b>u ch<\/b>\u1ec9\u00a0<\/b>New Things th\u00ec thay\u00a0<\/b>\u0111<\/b>\u1ed5<\/b>i th<\/b>\u1ee9<\/b>\u00a0t<\/b>\u1ef1<\/b>\u00a0(v\u00ed d<\/b>\u1ee5<\/b>\u00a0PM ch<\/b>\u01b0<\/b>a c\u00f3 kinh nghi<\/b>\u1ec7<\/b>m g\u00ec\u00a0<\/b>\u0111<\/b><\/span>\u00f3)<\/span>:<\/b><\/span><\/h2>\n
                                  \n
                                • Review OPA (Lessons Learned Repository)<\/span>\u00a0(l<\/span><\/span><\/span><\/b>\u01b0<\/b>u \u00fd n<\/b>\u1ebf<\/b>u kh\u00f4ng c\u00f3 historical information th\u00ec KH\u00d4NG review OPA)<\/b>\u00a0<\/span><\/span><\/li>\n
                                • S<\/span>\u1eed<\/span>\u00a0d<\/span>\u1ee5<\/span>ng Expert Judgment (SMEs)<\/span>\u00a0<\/span><\/li>\n
                                • Build Prototypes\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0l<\/span>\u1ea5<\/span>y early feedback<\/span>\u00a0<\/span><\/li>\n
                                • Training Team<\/span>\u00a0<\/span><\/li>\n
                                • Outsource b\u00ean ngo\u00e0i<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                  N<\/b>\u1ebf<\/b>u PM m<\/b>\u1edb<\/b>i v\u00e0o d<\/b>\u1ef1\u00a0<\/b>\u00e1n c<\/b>\u1ea7<\/b>n bi<\/b>\u1ebf<\/b>t th\u00f4ng tin th\u00ec c\u00e2n nh<\/b>\u1eaf<\/b>c tr<\/b>\u01b0<\/b>\u1edd<\/b>ng h<\/b>\u1ee3<\/b><\/span>p<\/span>:<\/b><\/span><\/h2>\n
                                    \n
                                  • Review Reports\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0bi<\/span>\u1ebf<\/span>t Status (Status Reports, Work Performance Reports)<\/span>\u00a0<\/span><\/li>\n
                                  • Review Charter\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0n<\/span>\u1eaf<\/span>m th\u00f4ng tin High-Level, Get familiar, n<\/span>\u1eaf<\/span>m objectives, etc.<\/span>\u00a0<\/span><\/li>\n
                                  • Meetings v<\/span>\u1edb<\/span>i Project Team\u00a0<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                    C\u00e1c v<\/b>\u1ea5<\/b>n\u00a0<\/b>\u0111<\/b>\u1ec1<\/b>\u00a0li\u00ean quan\u00a0<\/b>\u0111<\/b>\u1ebf<\/b>n Resources<\/b><\/span><\/h2>\n

                                    Lu\u00f4n Negotiates v<\/span>\u1edb<\/span>i c\u00e1c party li\u00ean quan tr<\/span>\u01b0<\/span>\u1edb<\/span>c:<\/span>\u00a0<\/span><\/p>\n

                                      \n
                                    • Resources<\/span>\u00a0<\/span><\/li>\n
                                    • Functional Managers<\/span><\/li>\n<\/ul>\n

                                      N<\/span>\u1ebf<\/span>u kh\u00f4ng\u00a0<\/span>\u0111\u01b0<\/span>\u1ee3<\/span>c th\u00ec Escalate:<\/span>\u00a0<\/span><\/p>\n

                                        \n
                                      • Sponsor<\/span>\u00a0<\/span><\/li>\n
                                      • Program \/ Portfolio Manager<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                        Escalation Process n<\/span>\u1eb1<\/span>m trong<\/span>\u00a0CommMasterskillstion Management Plan<\/span><\/b>\u00a0<\/span><\/p>\n

                                        Conflict Resolution Steps<\/span><\/b>\u00a0n<\/span>\u1eb1<\/span>m trong\u00a0<\/span>Team Charter (Team Value, Ground Rules, etc.)<\/span><\/b>\u00a0<\/span><\/p>\n

                                          \n
                                        • C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0v<\/span>\u1ec1<\/span>\u00a0conflict resolution v\u00e0 escalate th\u00ec nh<\/span>\u1edb<\/span>\u00a0tr\u00ecnh t<\/span>\u1ef1<\/span>:<\/span>\u00a0<\/span><\/li>\n
                                        • C\u00e1c party, c\u00e1 nh\u00e2n li\u00ean quan t<\/span>\u1ef1<\/span>\u00a0gi<\/span>\u1ea3<\/span>i quy<\/span>\u1ebf<\/span>t tr<\/span>\u01b0<\/span>\u1edb<\/span>c<\/span>\u00a0<\/span><\/li>\n
                                        • PM tham gia\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0facilitation —> reach conclusion, effective<\/span>\u00a0<\/span><\/li>\n
                                        • N<\/span>\u1ebf<\/span>u kh\u00f4ng\u00a0<\/span>\u0111\u01b0<\/span>\u1ee3<\/span>c n<\/span>\u1eef<\/span>a th\u00ec formal disciplinary actions (formal written)<\/span>\u00a0<\/span><\/li>\n
                                        • Kh\u00f4ng\u00a0<\/span>\u0111\u01b0<\/span>\u1ee3<\/span>c n<\/span>\u1eef<\/span>a th\u00ec escalate l\u00ean Functional Managers, Sponsor, etc.\u00a0<\/span>(Escalate lu\u00f4n l\u00e0 cu<\/span><\/span><\/i>\u1ed1<\/i>i c\u00f9ng, b\u00ed l<\/i>\u1eaf<\/i>m h<\/i>\u1eb5<\/i>ng escalate, lu\u00f4n t\u00ecm t<\/i>\u1ea5<\/i>t c<\/i>\u1ea3<\/i>\u00a0c\u00e1c gi<\/i>\u1ea3<\/i>i ph\u00e1p kh\u00e1c tr<\/i>\u01b0<\/i>\u1edb<\/i><\/span>c khi escalate<\/span>)<\/span><\/i><\/li>\n<\/ul>\n

                                          Name,\u00a0<\/span>\u0111<\/span>\u1ecb<\/span>a ch<\/span>\u1ec9<\/span>, th\u00f4ng tin, Skills & competencies etc. c<\/span>\u1ee7<\/span>a Team Members n<\/span>\u1eb1<\/span>m trong\u00a0<\/span>Project Team Directory<\/b>\u00a0(thu\u1ed9c\u00a0Project Team Assignments Documents) (ho<\/b>\u1eb7<\/b>c OPA)<\/b>\u00a0<\/span><\/p>\n

                                          C\u00e1c v<\/b>\u1ea5<\/b>n\u00a0<\/b>\u0111<\/b>\u1ec1<\/b>\u00a0v<\/b>\u1ec1<\/b>\u00a0Meetings, Facilitate, Interviews, Focus Group<\/b><\/span><\/h2>\n
                                            \n
                                          • N<\/span>\u1ebf<\/span>u v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0ch<\/span>\u1ec9<\/span>\u00a0li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n c\u00e1 nh\u00e2n th\u00ec n\u00ean g<\/span>\u1eb7<\/span>p c\u00e1 nh\u00e2n\u00a0<\/span>\u0111<\/span>\u00f3 (Meetings ri\u00eang —> t\u00ecm hi<\/span>\u1ec3<\/span>u r\u00f5 v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>, root cause\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0gi<\/span>\u1ea3<\/span>i quy<\/span>\u1ebf<\/span>t)<\/span>\u00a0<\/span><\/li>\n
                                          • N<\/span>\u1ebf<\/span>u v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0li\u00ean quan\u00a0<\/span>\u0111<\/b>\u1ebf<\/b>n team<\/b>,\u00a0s<\/b>\u1ed1<\/b>\u00a0<\/b>\u0111<\/b>\u00f4ng th\u00ec Meetings v\u00e0 k<\/b>\u1ebf<\/b>t h<\/b>\u1ee3<\/b><\/span>p Faciliate<\/span>\u00a0<\/span><\/b>\u0111<\/span>\u1ec3<\/span>\u00a0t<\/span>\u0103<\/span>ng hi<\/span>\u1ec7<\/span>u qu<\/span>\u1ea3<\/span>\u00a0(<\/span>enhance effectiveness, efficiency<\/span>), reach m<\/span>\u1ee5<\/span>c ti\u00eau, buy-in, cross-functional<\/span>\u00a0<\/span><\/li>\n
                                          • C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0v<\/span>\u1ec1<\/span>\u00a0chia s<\/span>\u1ebb<\/span>, l<\/span>\u1ea5<\/span>y th\u00f4ng tin nh<\/span>\u01b0<\/span>ng Stakeholder ng<\/span>\u1ea1<\/span>i, v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0confidential, personal issue, privately —>\u00a0<\/span>Interviews<\/span>\u00a0<\/span><\/b>\u00a0<\/span><\/li>\n
                                          • N<\/span>\u1ebf<\/span>u c<\/span>\u1ea7<\/span>n theo target audience, nh\u00f3m nh<\/span>\u1ecf<\/span>\u00a0t<\/span>\u1ead<\/span>p trung\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0nh<\/span>\u1ead<\/span>n di<\/span>\u1ec7<\/span>n 1 v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0c<\/span>\u1ee5<\/span>\u00a0th<\/span>\u1ec3<\/span>\u00a0g\u00ec\u00a0<\/span>\u0111<\/span>\u00f3 —>\u00a0<\/span>Focus Group<\/b><\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                            Procurement<\/span><\/b><\/span><\/h2>\n
                                              \n
                                            • \u00cdt Cost Risk, an to\u00e0n —> c\u00e1c<\/span>\u00a0option v<\/span><\/span><\/b>\u1ec1<\/b>\u00a0Fixed Price<\/b><\/span>\u00a0<\/span><\/li>\n
                                            • FP-EPA<\/b><\/span>\u00a0(l<\/span>\u01b0<\/span>u \u00fd\u00a0<\/span>\u0111<\/span>a s<\/span>\u1ed1<\/span>\u00a0c\u00e1c h<\/span>\u1ee3<\/span>p\u00a0<\/span>\u0111<\/span>\u1ed3<\/span>ng Fixed Price\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>u c\u00f3 clause & terms cho EPA) —>\u00a0<\/span>Business Climate Change, n\u00f3i chung c\u00f3\u00a0\u1ea3nh h\u01b0\u1edfng t\u1edbi kinh t\u1ebf, th\u1ecb\u00a0tr\u01b0\u1eddng l\u00ean xu\u1ed1ng<\/span>\u00a0th\u00ec EPA<\/span>\u00a0<\/span><\/li>\n
                                            • Make-or-Buy Decisions (Outsource) —> refer t<\/span>\u1edb<\/span>i Procurement Management Plan<\/span>\u00a0<\/span><\/li>\n
                                            • C\u00f2n how to Acquire Resources + quy<\/span>\u1ebf<\/span>t\u00a0<\/span>\u0111<\/span>\u1ecb<\/span>nh thu\u00ea Outside (Decision making) th\u00ec Resources Management Plan v\u00e0 Acquire Resources<\/span>\u00a0<\/span><\/li>\n
                                            • C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0lead time h\u00e0ng h\u00f3a, schedule ph<\/span>\u1ea3<\/span>i\u00a0<\/span>\u0111\u01b0<\/span>\u1ee3<\/span>c PM t\u00ednh v\u00e0o Schedule Baseline<\/span>\u00a0<\/span><\/li>\n
                                            • C\u00e1c v<\/span>\u1ea5<\/span>n\u00a0<\/span>\u0111<\/span>\u1ec1<\/span>\u00a0v<\/span>\u1ec1<\/span>\u00a0SoW ph<\/span>\u1ea3<\/span>i r\u00f5 r\u00e0ng trong Procurement SoW (part of Contract)<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                                              1 s<\/b>\u1ed1\u00a0<\/b><\/span>Keywords v\u00e0 ghi ch\u00fa<\/span><\/b><\/span><\/h2>\n
                                                \n
                                              • Benchmark —> Compare, identify\u00a0<\/span>best practices<\/span>.<\/span><\/b>\u00a0<\/span><\/li>\n
                                              • Focus Group —><\/span>\u00a0Target audience, SMEs \/ Prequalified Stakeholders (Dev PC \/ Dev PMP)<\/span><\/span><\/b><\/li>\n
                                              • Level of Precision \/ Level of Accuracy —> Cost Management Plan\u00a0<\/span>\u00a0<\/span><\/li>\n
                                              • Verify for Accuracy —> Quality Management Plan<\/span>\u00a0<\/span><\/li>\n
                                              • Personnel —><\/span>\u00a0Resources<\/span><\/span><\/b><\/li>\n
                                              • Measurement —> ki<\/span>\u1ebf<\/span>m option,\u00a0<\/span>\u0111<\/span>\u00e1p \u00e1n n\u00e0o li\u00ean quan t<\/span>\u1edb<\/span>i\u00a0<\/span>\u0111<\/span>o l<\/span>\u01b0<\/span>\u1edd<\/span>ng, c\u00f3 s<\/span>\u1ed1<\/span>\u00a0li<\/span>\u1ec7<\/span>u, d<\/span>\u1eab<\/span>n ch<\/span>\u1ee9<\/span>ng (vd Metrics, Acceptance Criteria)<\/span>\u00a0<\/span><\/li>\n
                                              • Prototypes —> Early feedback (hay d\u00f9ng cho Agile)<\/span>\u00a0<\/span><\/li>\n
                                              • Checklist (Data Gathering) —> list of steps, frequently, c\u00e1c task g\u00ec\u00a0<\/span>\u0111<\/span>\u00f3 l<\/span>\u1eb7<\/span>p\u00a0<\/span>\u0111<\/span>i l<\/span>\u1eb7<\/span>p l<\/span>\u1ea1<\/span>i ho<\/span>\u1eb7<\/span>c l\u00e0m process n\u00e0o\u00a0<\/span>\u0111<\/span>\u00f3 theo tr\u00ecnh t<\/span>\u1ef1<\/span>\u00a0<\/span>\u0111<\/span>\u1ec3<\/span>\u00a0tr\u00e1nh sai s\u00f3t (quality, risk, etc)<\/span>\u00a0<\/span><\/li>\n
                                              • Acceptance Criteria —> set of conditions m\u00e0 deliverables c<\/span>\u1ea7<\/span>n ph<\/span>\u1ea3<\/span>i\u00a0<\/span>\u0111<\/span>\u1ea1<\/span>t, n<\/span>\u1ebf<\/span>u li\u00ean quan\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n testing, inspect deliverables th\u00ec refer\u00a0<\/span>\u0111<\/span>\u1ebf<\/span>n<\/span>\u00a0<\/span><\/li>\n
                                              • Acceptance\u00a0<\/span>Standards<\/b><\/span>\u00a0\/ Quality\u00a0<\/span>Standards<\/b><\/span>\u00a0—> Quality Management Plan<\/span><\/li>\n<\/ul>\n

                                                \u00a0<\/p>\n

                                                Nh\u00f3m t\u00e1c gi\u1ea3:<\/em><\/p>\n

                                                  \n
                                                • V\u0169 Minh Nh\u1ef1t (PMPPRO5) – Pass PMP 5 Above Target ngay l\u1ea7n thi \u0111\u1ea7u ti\u00ean ng\u00e0y 11\/05\/<\/em><\/li>\n
                                                • \u0110\u00e0o \u0110\u1ee9c Linh (PMPPRO5) – Pass PMP 5 Above Target ngay l\u1ea7n thi \u0111\u1ea7u ti\u00ean ng\u00e0y 11\/05\/<\/span><\/em><\/li>\n
                                                • Tr\u1ea7n Th\u1ee7 Nguy\u00ean (PMPPRO5) – Pass PMP 4 Above Target ngay l\u1ea7n thi \u0111\u1ea7u ti\u00ean ng\u00e0y 11\/05\/<\/span><\/em><\/li>\n
                                                • Nguy\u1ec5n Long (PMPPRO5) – Pass PMP 4 Above Target ngay l\u1ea7n thi \u0111\u1ea7u ti\u00ean ng\u00e0y 11\/05\/<\/span><\/em><\/li>\n<\/ul>\n

                                                  \u00a0<\/p>\n

                                                  <\/b><\/span><\/p>\n

                                                  Gi\u1ea3ng vi\u00ean ATOHA –\u00a0CHUY\u00caN GIA \u0110A\u0300O TA\u0323O \u0110\u1ee8NG L\u1edaP CHO NH\u1eeeNG T\u1eacP \u0110O\u00c0N H\u00c0NG \u0110\u1ea6U<\/span><\/p>\n

                                                  Con \u0111\u01b0\u1eddng s\u1ef1 nghi\u1ec7p cho nh\u00e0 Qu\u1ea3n l\u00fd d\u1ef1 \u00e1n chuy\u00ean nghi\u1ec7p<\/span><\/p>\n

                                                  \n

                                                  <\/strong><\/p>\n

                                                  <\/strong><\/p>\n

                                                  \n

                                                  PMP GUIDE 2021 – H\u01af\u1edaNG D\u1eaaN LUY\u1ec6N THI PASS PMP 2021 ON THE FIRST TRY TO\u00c0N DI\u1ec6N NH\u1ea4T<\/strong><\/span><\/p>\n

                                                  PMI Gaps\u00a0– B\u00ed k\u00edp pass PMP v\u1edbi \u0111i\u1ec3m t\u1ed1i \u0111a 5 Above Target<\/p>\n<\/div>\n

                                                  \u00a0– B\u00ed k\u00edp pass PMP v\u1edbi \u0111i\u1ec3m t\u1ed1i \u0111a 5 Above Target<\/span><\/p>\n

                                                  Top 10 m\u1eb9o thi \u0111\u1ea1t PMP\u00a0– ch\u1ee9ng ch\u1ec9 qu\u1ea3n l\u00fd d\u1ef1 \u00e1n chuy\u00ean nghi\u1ec7p ngay l\u1ea7n thi \u0111\u1ea7u ti\u00ean<\/span><\/p>\n

                                                  B\u00cd K\u00cdP THI \u0110\u1eacU PMP\u00a0– CHU\u1ea8N B\u1eca TR\u01af\u1edaC KHI THI, TRONG PH\u00d2NG THI V\u00c0 SAU KHI THI<\/span><\/p>\n

                                                  L\u1ecbch khai gi\u1ea3ng c\u00e1c kh\u00f3a h\u1ecdc Masterskills<\/span><\/p>\n<\/div>\n

                                                  \u00a0<\/p>\n<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

                                                  PMI Gaps<\/span><\/span><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[250],"tags":[],"_links":{"self":[{"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/posts\/37243"}],"collection":[{"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/comments?post=37243"}],"version-history":[{"count":1,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/posts\/37243\/revisions"}],"predecessor-version":[{"id":69052,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/posts\/37243\/revisions\/69052"}],"wp:attachment":[{"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/media?parent=37243"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/categories?post=37243"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/masterskills.org\/blog\/wp-json\/wp\/v2\/tags?post=37243"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}