2018年6月23日,中国大陆地区迎来了针对PMBOK第六版的第一次考试,虽然其他国家和地区已经提早就开启了第六版的机考模式,但是大陆地区的第一次考试时间,无疑是一个重要的里程碑。
结合笔者在对PMBOK研究、教学,以及对考过试的同学的调查访问,PMBOK第六版的考试题型和趋势还是非常明显的,主要总结以下10点,供大家一起探讨。
一:情景题更接地气
虽然PMP考试中继续保留了大量的“你应该怎么做”的问法,但是情景的描述上显然突出了“故事性”,即通过场景的描述,把一个项目环境展现在考生面前,让考生身临其境的体会项目中的场景。这种题型把实际在项目中可能碰到的做法拿来考核,而不仅仅通过PMBOK上描述的那样。比如6月23日考试中提到的“交钥匙”,“交钥匙”是典型的工业或商业施工项目中的做法。在PMBOK第六版476页采购策略“交付方法”中有提到(一笔带过),虽然在工程领域多见,但是考题中并不会涉及太深奥的工程领域知识,这类考题具有专业领域的通用性,并不影响、也不妨碍其他行业或领域的考生答题。
另一个普遍的情况是,情景描述内容很多,阅读量非常大,进一步体现了PMP考试的“故事性”,这种“故事性”的题型,考生需要注意两点:(1)情景描述的是哪个过程和哪个领域的知识。(2)最后一句的提问是什么,基于哪种考虑。这两个点要能够识别出来,在选项中需要找到非常准确的“你应该怎么做”的那一个答案,而这个“你”,一般默认指的就是项目经理,除非有特别说明。
二:拥抱变化,更拥抱未来
变更和风险每次都是重点,但这次考试中部分试卷(PMP试卷有ABCDEF不同卷,也并非打乱顺序,而是可能彼此完全不同)并没有直接考核太多与之有关的内容。这并不是说不重要了,其重要性仍然很突出,只是考法越来越“前卫”。组织是一个系统,系统是动态的,组织所驱动的一系列事件(项目或运营)都会随着动态的影响而发生变化,所以变化是非常正常且符合自然规律的,变更题的考法也将以非常自然的手法融入到考题中,甚至于你可能无法直接发现这就是在考变更。
新版本的考试仍然保留大量的变更考题,但是更加体现了拥抱未来的思维模式,这种模式是在不断变化中寻求突破,以达到未来目的。在PMBOK第六版中,知识领域开篇统一有一个“发展趋势和新兴实践”,PMI在探索未来,而不只是当前,这个价值导向非常厉害。考生应该关注拥抱变化的同时,拥抱未来。
三:强调交付,更强调共赢
项目的最终目标是交付成果,让接收成果的人签字验收并满意。这个描述很通俗易懂。这可能并非PMP考试的要点。新版本考试中透析了一个信号,在一些情景描述题中,问法是这样的: “这种情况下应该告知谁”,或者“应该向谁说明”等问题,这是在项目管理过程中经常要开展的工作。相关方在整个过程中的参与,并非最终让他们“满意”这么简单,而是另一个非常重要,之前也很少提到的词:“互利共赢”。
“互利共赢”的思路比“满意”更广泛、且更加强调了价值的凸显。即与相关方一起创造价值,而不仅仅是自己创造价值,或者自己输出价值。这个思路非常符合组织合作的理念,单纯的创造价值或者输出价值,并不能代表接收者也能从中获得价值。所以互利共赢,共创未来是PMP考试中的另一个信号。
四:人际关系与团队技能、裁剪
PMBOK第六版共计49个单个过程,几乎大量的过程都应用到了“人际关系与团队技能”这个工具与技术。另外,每个知识领域开篇都有“裁剪”一说。这两个看似无关的行为,传递的信息却是庞大的。项目管理是一个灵活的行为,项目经理和团队单靠自身很难实现目标(至少是艰难的),所以项目经理就需要充分发挥与他人共事的能力,这种能力不是某个专业技能(虽然专家判断的技能对项目经理至关重要),而是沟通、协作、问题解决、情商等一系列“软技能”的体现。虽然过去也谈“软技能”,但是能够在每个过程都体现,也是PMBOK第六版的重点。
如果说 “人际关系与团队技能”体现了项目经理和团队成员与他人协作的灵活性,那么“裁剪”就非常明显的体现了“使用项目管理知识体系”的灵活性。PMBOK涵盖的项目管理知识非常多,具有全球层面的广度和共识,涵盖了大多数行业与领域的项目管理最佳实践。但是这不代表我们就按照PMBOK的一系列做法来嵌套。PMBOK是一根柳树条,高手拿着它,就是一把无坚不摧的宝剑,平凡者拿到它,也会从中找到 “烧火做饭”的价值。正如PMBOK所说,每个项目都是独特的,灵活的去应对项目,学会裁剪是很重要的。
五:从干系人到相关方的演化
PMBOK第六版第一次笔试中,同时出现了干系人和相关方两种翻译。我们可以从中解读出两个信号:(1)有序过渡,逐步适应,让考生从干系人过渡到相关方;(2)出题问题,缺乏审核,不够严谨。任何考试都非100%完美,第2种可能并非不存在。但是这并不影响考生对“Stakeholder”这个词的认识,我们已经在教学中对这个词可能的翻译做了N多次说明。
一位考生反应,在其答疑的一套试卷中,相关方竟然考核了差不多25道题左右,这种对相关方的考法事实上还是比较少见,大多数情况都是将相关方融入到其他知识领域来问。不难看出,PMP考试的另一个信号,那就是“人”的因素将是主要的,也是必须要深入思考的。
六:对旧版本知识保留的看法
本次新考题中还出现了在PMBOK第六版没有(但在PMBOK第五版有)的内容,比如帕累托图,帕累托图在整个PMBOK第六版荡然无存,但是这个方法却是一个跨越项目管理领域的工具,其成熟性已经得到验证,诸如此类词语被去除的原因大概包括三类:(1)已经成熟,大家都知道,没必要再继续保留至PMBOK中;(2)也可以用另一种工具与技术来表现(比如直方图,虽然两者有本质区别。再比如关键链的取消,用储备进行解析的做法);(3)版本交叠的产物,即这个版本没有,下个版本再来。
比如“情商”,“领导力”,这些本来就常见的内容,在PMBOK第六版被强化了。这是基于特定环境与趋势的诉求,而不是基于新概念的导入。这种对传统知识内容的引入,体现了PMBOK所提到的管理理念符合大多数管理场景的说法。
七:PMBOK知识的纵横扩展
PMBOK第六版第一章引论中提到“商业文件”,这个词在第五版是没有出现过的,既然出现在PMBOK中,那就必然是项目经理应该关注的内容。而这份文件是发起人或高级管理层制定并维护的一份文件,是完全站在组织战略角度给予的“为什么要做这个项目”,以及“通过这个项目可以带来的效益”的文件。这是对项目经理视角的前延,属于纵向扩展(业务层面的纵向,不是知识层面的纵向)。
在PMBOK第三章中,项目经理角色作为独立的一章,强调了项目经理能力的横向扩展,包括行业、专业等领域的汲取,不求精,但要对跨行业有所了解,项目是一个融合了多种领域知识于一体的集合体。而项目经理就是那个乐队指挥家,从管理协调的角度看待整体。
八:敏捷项目管理的引入
适应型(敏捷)是PMBOK第六版加入的内容,几乎没有什么深度,我认为这是一个过渡的体现,不排除下一个版本有更深更多的内容加入进来(但也不会太多,因为PMI-ACP是专门的敏捷认证),6月份第一次考试中出现的敏捷试题也很接地气,比如考核了在组织中如果出现预测型和适应型有冲突时如何处理,以及敏捷项目经理职权方面的考核,以及敏捷中有关会议的考核,这些内容不深,都是敏捷项目管理中常见的一些知识点,在PMP教学中已经有完整的涉及,所以考生完全不用担心敏捷这一块内容。
项目管理知识体系涵盖了预测、适应、迭代、增量、混合等各种开发方法,引入敏捷的内容主要强调了“拥抱变化”的思维。适应型项目管理对变更(我习惯于把这个称之为“革命”)是谨慎的,甚至于是反对的,但凡涉及到“革命”,总归是要流血流泪的,这是很多人不愿意面对的事情。而适应型做法更像是“改革开放”,随时拥抱变化,随时寻求价值的突破。
九:从组织层面看问题的权重
由于PMBOK第六版引入“商业文件”,从价值导向上提升到了组织层面对项目的认知。商业文件中包括两个重要内容:(1)商业论证;(2)效益管理计划。这两份文件的聚焦点是不同的,商业论证是项目启动的主要依据,是战略层(或者PMO、项目组合/项目集层)文档化的经济可行性研究报告,是对所选开展项目的收益进行有效性论证的文件,它里面包括了组织需要解决的问题或需要抓住的机会的阐述(The PMI Guide to Business Analysis)。而效益管理计划是对创造、提高和保持项目效益的过程进行定义的书面文件。
需要注意的是,商业文件在49个单个过程中的某些过程作为输入时(如结束项目或阶段、收集需求、制定预算等),也是有区别的,比如制定项目章程的输入只选择了商业文件中的商业论证,而没有使用效益管理计划(现有印刷和电子版有误,PMI已经在网站进行公告),收集需求也采用了商业论证,而没有效益管理计划,等,这些都是有道理的。比如制定项目章程,在PMBOK30页(如下图),也明确的说明了制定项目章程的输入中,商业文件只包括“商业论证”,这与PMI官方发布的修改内容是一致的。(另外,作者认为,此处“需求评估”的翻译,更应该是“需要评估”,PMI英文版是“Needs Assessment”, 需求应该是“requirements”,这样就和PMI发布的《The PMI Guide to Business Analysis》保持一致,Needs和Requirements是不同的)
十:那些抹不去的“软肋”
PMP考试是英(主)中(次)文对照,即便是英文,有些场景的描述也是“短平快”,中文翻译就显得格外费劲。有些题让考生绞尽脑汁,碰到这种情况,考生不放快速瞄一眼英文,或许能够马上“豁然开朗”,当然不能花费太多时间在中英文之间切换,4个小时的考试,并不像想象中的那么容易。在模拟期间,虽然压缩了模拟时间,但是正式考试过程还是不一样,这主要是:陌生的考试环境、复杂的考试心里、紧张的情绪、不同考点的条件、试题本身的陌生感等,都会给考生带来影响,这个影响必然会体现在答题时间上,所以要特别注意时间。
另外一个问题是,近几年计算题的考核非常少,2-3道,甚至1道也有可能。所以考生在计算题的精力投入上可以学会控制。虽然计算能力对于中国考生而言是件容易的事,但是我们不能花太多时间在这方面寻找优越感。
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