自從上週肥蝦不慚的發表了自己以對應於PMBOK架構的Tools and Techniques整合瞭解法之後，有幾位朋友紛紛鼓勵我繼續TT分類的工作。肥蝦不得不再三解釋：「此觀念其實是因為肥蝦已經年老體胖，對於記憶性的背頌已是力有未逮，因此當初於閱覽PMBOK之際，所想出的笨方法。」因此就如上篇所強調的：「這Infrastructure是一個概括性的輪廓，TT的六個分類也不是絕對區別。∙∙∙協助在有限的時間之下，減少所耗費的精力，通過PMP的考試。」方法是藉由TT的屬性設法跟Process連結，強調理解的能力，而不是記憶。目標僅只是強調通過考試，而不是拿高分。只是後來在不斷充實自我的專案管理技能與知識之時，發現這架構也有可取的一面。
以下，肥蝦就稍為將－判斷、分析、估算、圖化、計算、檢核－這六個TT分類的內容與項目，加以概括的說明。以免讓朋友們誤以為肥蝦真的是一個只會【唬爛】的Franklin。不過說真格的，肥蝦是定義TT的六個分類是針對實作的部份，真正完整的架構應該是如下圖啦！(被激的吐出來了)
就如PMBOK所闡述的專案管理的progressive elaboration特性，以及PMBOK對每種工具和技術的基本說明，對應到個人以往有限的經驗與知識，當然再配合點肥蝦的【唬爛】功力，把六個分類進行自我擴展的解釋，而其目的不外是設法減少分類的類別，以便於融入至PMBOK的五大流程。但是因為溝通(包含對利害關係人、專案團隊)的工具和技術，就是人家所謂的「專案管理百分之九十的時間都在溝通。」印證肥蝦個人的淺薄經驗，溝通的進行可說貫穿整體的專案流程，因此把它們單獨獨立出來。
肥蝦對於六個類別的解釋與Tools and Techniques如下表，還請各位看倌不要以嚴謹的定義看待肥蝦的分類。
類別 | 解釋 |
判斷 | 人為主觀的認知，憑藉特定人已有的經驗、知識、技能，進行專案目標的釐清與統整的工作。 |
分析 | 應用理論的架構與工具，將【判斷】所得的資料，進一步進行專案目標與內涵的確認。 |
估算 | 利用數量化工具與模型，將專案內涵進一步予以量化的概估。 |
圖化 | 利用圖形工具，根據量化資料予以圖形表示。 |
計算 | 利用特定數學公式，進行運算後得出專案的過去、現在、未來可能的狀態。 |
檢核 | 重點在於根據特定的標準，驗證專案特定或整合的狀態。 |
根據以上的TT，加上唬爛為促進的動力，推使專案往完成目標邁進。
以下分別說明工具和技術類別的重點與包含項目，但必須再次強調：「這僅是肥蝦自我理解的方法。」
(一)判斷類
在整合知識領域(第四章)，都要有專案全貌的去思考。此外，需求因人而生，也需要有人去滿足需求。專案經理必須以經驗、知識、技能，進行判斷，因此如何找到對的人(第十章)，問到對的話(第五章)，知道要的基本要求(第八章)，判別可能的風險(第十一章)，再設法找到對的人去完成(第九章)，
4.1.2.1 | Expert Judgment |
10.1.2.1 | Stakeholder Analysis |
10.1.2.2 | Expert Judgment |
4.2.2.1 | Expert Judgment |
5.1.2.1 | Interviews |
5.1.2.2 | Focus Groups |
5.1.2.3 | Facilitated Workshops |
5.1.2.4 | Group Creativity Techniques |
5.1.2.5 | Group Decision Making Techniques |
5.1.2.6 | Questionnaires and Surveys |
5.1.2.7 | Observations |
5.2.2.1 | Expert Judgment |
5.2.2.4 | Facilitated Workshops |
6.1.2.4 | Expert Judgment |
6.3.2.1 | Expert Judgment |
6.4.2.1 | Expert Judgment |
7.1.2.1 | Expert Judgment |
7.2.2.3 | Expert Judgment |
8.1.2.8 | Proprietary Quality Management Methodologies |
8.1.2.9 | Additional Quality Planning Tools |
9.1.2.2 | Networking |
9.1.2.3 | Organizational Theory |
11.2.2.7 | Expert Judgment |
11.3.2.6 | Expert Judgment |
11.4.2.3 | Expert Judgment |
11.5.2.4 | Expert Judgment |
12.1.2.2 | Expert Judgment |
4.3.2.1 | Expert Judgment |
9.2.2.1 | Pre-Assignment |
9.2.2.3 | Acquisition |
9.2.2.4 | Virtual Teams |
9.3.2.5 | Co-Location |
12.2.2.4 | Expert Judgment |
12.2.2.6 | Internet Search |
4.4.2.1 | Expert Judgment |
4.5.2.1 | Expert Judgment |
4.6.2.1 | Expert Judgment |
(二)分析類
分析的重點就在設法把判斷轉換為實際可執行的專案管理計畫，因此除了第四章整合知識領域不會有之外，其他各知識領域都會有，在五大程序中主要落在planning程序大類。此外，專案的執行結果也必須用分析進一步了解專案的狀態－範圍、時間、成本、風險－並將分析結果呈現給利害關係人。
5.1.2.8 | Prototypes |
5.2.2.2 | Product Analysis |
5.2.2.3 | Alternatives Identification |
5.3.2.1 | Decomposition |
6.1.2.1 | Decomposition |
6.1.2.2 | Rolling Wave Planning |
6.1.2.3 | Templates |
6.2.2.2 | Dependency Determination |
6.2.2.3 | Applying Leads and Lags |
6.2.2.4 | Schedule Network Templates |
6.3.2.2 | Alternatives Analysis |
6.4.2.5 | Reserve Analysis |
6.5.2.1 | Schedule Network Analysis |
6.5.2.2 | Critical Path Method |
6.5.2.3 | Critical Chain Method |
6.5.2.5 | What-If Scenario Analysis |
6.5.2.6 | Applying Leads and Lags |
6.5.2.7 | Schedule Compression |
7.1.2.6 | Reserve Analysis |
7.1.2.9 | Vendor Bid Analysis |
7.2.2.2 | Reserve Analysis |
8.1.2.1 | Cost-Benefit Analysis |
8.1.2.4 | Benchmarking |
8.1.2.5 | Design of Experiments |
8.1.2.6 | Statistical Sampling |
9.1.2.1 | Organization Charts and Position Descriptions |
10.2.2.1 | Communications Requirements Analysis |
11.1.2.1 | Planning Meetings and Analysis |
11.2.2.1 | Documentation Reviews |
11.2.2.2 | Information Gathering Techniques |
11.2.2.3 | Checklist analysis |
11.2.2.4 | Assumptions Analysis |
11.2.2.6 | SWOT analysis |
11.3.2.1 | Risk Probability and Impact Assessment |
11.3.2.2 | Probability and Impact Matrix |
11.3.2.3 | Risk Data Quality Assessment |
11.3.2.4 | Risk Categorization |
11.3.2.5 | Risk Urgency Assessment |
11.4.2.2 | Quantitative Risk Analysis and Modeling Techniques |
12.1.2.1 | Make-or-Buy Analysis |
12.1.2.3 | Contract Types |
8.2.2.3 | Process Analysis |
12.2.2.2 | Proposal Evaluation Techniques |
5.5.2.1 | Variance Analysis |
6.6.2.2 | Variance Analysis |
6.6.2.5 | What-If Scenario Analysis |
7.3.2.5 | Variance Analysis |
10.5.2.1 | Variance Analysis |
11.6.2.3 | Variance and Trend Analysis |
11.6.2.5 | Reserve Analysis |
(三)估算類
分析完後當然就要進一步根據分析結果，考量所需要的時間跟成本(必須提醒您品質是要花錢的，風險更是要花錢的。)
6.3.2.3 | Published Estimating Data |
6.3.2.4 | Bottom-Up Estimating |
6.3.2.5 | Project Management Software |
6.4.2.2 | Analogous Estimating |
6.4.2.3 | Parametric Estimating |
6.4.2.4 | Three-Point Estimates |
6.5.2.4 | Resource Leveling |
6.5.2.8 | Scheduling Tool |
7.1.2.2 | Analogous Estimating |
7.1.2.3 | Parametric Estimating |
7.1.2.4 | Bottom-Up Estimating |
7.1.2.5 | Three-Point Estimates |
7.1.2.7 | Cost of Quality |
7.1.2.8 | Project Management Estimating Software |
7.2.2.1 | Cost Aggregation |
7.2.2.4 | Historical Relationships |
8.1.2.2 | Cost of Quality |
11.5.2.1 | Strategies for Negative Risks or Threats |
11.5.2.2 | Strategies for Positive Risks or Opportunities |
11.5.2.3 | Contingent Response Strategy |
12.2.2.3 | Independent Estimates |
6.6.2.4 | Resource Leveling |
(四)圖化類
人說「文不如表，表不如圖。」因此以圖形顯示專案的估算與進度，才能顯示出專案經理的價值。(附帶一點，PMBOK的圖化工具重點落在Project schedule network diagram跟品質管控的部份。)
6.2.2.1 | Precedence Diagramming Method |
8.1.2.3 | Control Charts |
8.1.2.7 | Flowcharting |
11.2.2.5 | Diagramming Techniques |
8.3.2.1 | Cause And Effect Diagram |
8.3.2.2 | Control Charts |
8.3.2.3 | Flowcharting |
8.3.2.4 | Histrogram |
8.3.2.5 | Pareto Chart |
8.3.2.6 | Run Chart |
8.3.2.7 | Scatter Diagram |
(五)計算類
莫忘earned value可是PMI大力吹捧的以金錢表示專案狀態、進度、預測與風險管控的計算工具，計算的結果當然要給利害關係人看囉！
7.3.2.1 | Earned Value Management |
7.3.2.2 | Forecasting |
7.3.2.3 | To-Complete Performance Index |
10.5.2.2 | Forecasting Methods |
11.6.2.4 | Technical Performance Measurement |
(六)檢核類
檢核當然就是Monitoring and Controlling的重要工具了！
4.3.2.2 | Project Management Information System |
8.2.2.1 | Plan Quality and Perform Quality Control Tools and Techniques |
8.2.2.2 | Quality Audits |
9.4.2.4 | Issue Log |
5.4.2.1 | Inspection |
6.6.2.1 | Performance Reviews |
6.6.2.3 | Project Management Software |
6.6.2.6 | Adjusting Leads and Lags |
6.6.2.7 | Schedule Compression |
6.6.2.8 | Scheduling Tool |
7.3.2.4 | Performance Reviews |
7.3.2.6 | Project Management Software |
8.3.2.8 | Statistical Sampling |
8.3.2.9 | Inspection |
8.3.2.10 | Approved Change Requests Review |
10.5.2.4 | Reporting System |
11.6.2.1 | Risk Reassessment |
11.6.2.2 | Risk Audits |
11.6.2.6 | Status Meetings |
12.3.2.1 | Contract Change Control System |
12.3.2.2 | Procurement Performance Reviews |
12.3.2.3 | Inspections and Audits |
12.3.2.4 | Performance Reporting |
12.3.2.5 | Payment Systems |
12.3.2.6 | Claims Administration |
12.3.2.7 | Records Management System |
4.5.2.2 | Change Control Meetings |
12.4.2.1 | Procurement Audits |
12.4.2.2 | Negotiated Settlements |
12.4.2.3 | Records Management System |
再加上唬爛一類：
唬爛的先決條件是要知道唬爛的對象，對象的種類包含利害關係人(第十章)，專案團隊成員(第九章)，外包協力廠商(第九章)。
7.2.2.5 | Funding Limit Reconciliation |
10.2.2.2 | Communications Technology |
10.2.2.3 | Communication Models |
10.2.2.4 | Communication Methods |
11.4.2.1 | Data Gathering and Representation Techniques |
9.2.2.2 | Negotiation |
9.3.2.1 | Interpersonal Skills |
9.3.2.2 | Training |
9.3.2.3 | Team-Building Activities |
9.3.2.4 | Ground Rules |
9.3.2.6 | Recognition and Rewards |
9.4.2.1 | Observation and Conversation |
9.4.2.2 | Project Performance Appraisals |
9.4.2.3 | Conflict Management |
9.4.2.5 | Interpersonal Skills |
10.3.2.1 | Communication Methods |
10.3.2.2 | Information Distribution Tools |
10.4.2.1 | Communication Methods |
10.4.2.2 | Interpersonal Skills |
10.4.2.3 | Management Skills |
12.2.2.1 | Bidder Conferences |
12.2.2.5 | Advertising |
12.2.2.7 | Procurement Negotiations |
10.5.2.3 | Communication Methods |
以上是基於自己的體會，初淺的作了TT分類，若再加上對每個Process的目地，想想可能需要的工具，依肥蝦的經驗，TT項目在一眼中可判別落在那一個Process的正確率有九十%或以上，反正PMP的考試全部都是選擇題，又是單選，因此理解比背誦，在應付考題上會有更大的成功機率。
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