created：2026-06-07

type：加餐截字

source：補習班精講加餐圖（生命週期 13 張，第 8 章支持活動 ITTO 流）

images：PGMP-study/dist/extras/lifecycle/

related：[[加餐-敏捷]]、[[加餐-串講核心]]、[[PgMP 全景流程圖]]

加餐截字 — 生命週期支持活動（13 張）🔗

2026-06-07 由 dist/extras/lifecycle/ 13 張圖截字。原圖在 extras.html 生命週期 tab。
這 13 張 = 第 8 章（8-1.0～8-10.0）十大支持活動的「活動 → 產出 → 餵進哪份文件」流程圖，與 essence.html 主題 3「文件對照」直接互補——Phase 1 止血重點素材。
共同 pattern：每個領域的 Assessment 產出 → 餵 Business Case + Charter；Planning 產出（XX Management Plan）→ 餵 Program Management Plan。記住這兩條金線，13 張圖就背完一半。

圖 1：8-1.0 變更管理（Program Change Management）🔗

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活動	產出	餵進
Program Change Assessment	Program Change Assessment	→ Program Business Case、Program Charter
Program Change Management Planning	Program Change Management Plan、Program Change Thresholds	→ Program Management Plan
Program Change Monitoring and Controlling	Approved Change Requests、Updates to Program Change Log	—

反射：變更門檻（Thresholds）是規劃階段定的；批准的變更請求 + 變更日誌更新是監控的產出。

圖 2：8-2.0 溝通管理（Program Communications）🔗

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活動	產出	餵進
Program Communications Assessment	Program Communications Assessment、Communication Needs Initial Assessment	→ Stakeholder Engagement Plan、Program Charter
Program Comm Mgt Planning	Program Comm. Mgmt. Plan、Communication Requirements	→ Program Management Plan、Stakeholder Register
Program Communications Management	Program Communications；Program Information Distribution Methods；Program Reporting → Reports	→ Customer Feedback Requests、Periodic Reports and Presentations

反射：溝通評估特別之處——還餵 Stakeholder Engagement Plan（不只 BC/Charter）；Reporting 的下游是定期報告與簡報。

圖 3～5：8-3.0 財務管理（三張連續）🔗

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(1) 定義階段前段：

活動	產出	餵進
Program Initial Cost Estimation	Program Initial Cost Estimate	→ Program Business Case、Program Charter
Program Cost Estimation	Program Cost Estimates、Program Cost Estimation Assumptions、Component Cost Estimation Guidelines	—
Program Financial Framework Establishment	Program Financial Framework、Business Case Updates、Program Comm. Mgmt. Plan Updates、Program SH Plans Updates	—

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(2) 規劃＋交付：

活動	產出	餵進
Program Financial Management Planning	Program Financial Management Plan、Initial Program Budget、Program Funding Schedules、Component Payment Schedules、Program Operational Costs、Inputs to Program Risk Register、Program Financial Metrics	→ Program Management Plan
Program Financial Management	Contract Payments、Closed Component Budgets、Program Budget Baseline Updates、Approved Change Requests、Revised EAC、Program Management Plan Updates、Corrective Actions	—

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(3) 預算與收尾：

Program Financial Management 內含 Program Cost Budgeting ⇄ Component Cost Estimation（Budgeting 對 Component 是 Constraint 約束、Component 對 Budgeting 是 Reflection 反映）
產出：Updates Program Budget Baseline、Program Payment Schedules、Component Payment Schedules、Component Cost Estimates
Program Financial Closure 產出：Input to Program Final Report、Updates to Program Financial Management Plan、Inputs Into Knowledge Repository、Documentation of New Tools and Techniques、Financial Closing Statements、Closed Program Budget

反射：Initial Cost Estimate 早於 Charter（餵 BC/Charter）；預算對組件是約束、組件估算反映回預算；財務收尾兩件招牌產出=結帳報表+關閉的預算。

圖 6：8-4.0 資訊管理（Program Information Management）🔗

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活動	產出	餵進
Program Information Management Assessment	Program Info Mgt Assessment	→ Program Business Case、Program Charter
Program Information Management Planning	Program Information Management Plan、Program Info Mgt Tools & Templates	→ Program Management Plan
Program Information Management	Updates to Program Info Repository；子活動：Information Distribution、Program Reporting	—
Program Information Archiving and Transition	Inputs to Organizational Archives、Lessons Learned Report to Organizational Governance Bodies	—

反射：資訊管理的收尾叫 Archiving and Transition（歸檔＋移交）；經驗教訓報告交給組織治理機構。

圖 7：8-5.0 採購管理（Program Procurement）🔗

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活動	產出	餵進
Program Procurement Assessment	Program Procurement Mgt Assessment	→ Program Business Case、Program Charter
Program Procurement Mgt Planning	Program Procurement Standards、Program Procurement Management Plan、Program Budget Updates、Program Financial Plan Updates	→ Program Management Plan
Program Procurement Management	RFQ/RFP/IFB、Proposal evaluation criteria、Agreements administration plan、Signed agreements；子活動 Program Contract Administration → Performance/Earned Value Reports、Ongoing Progress Reports、Vendor/Contract Performance Reports	—
Program Procurement Closure	Contract Closeout Reports、Updates to Lessons Learned、Closed Contracts	—

反射：RFQ/RFP/IFB 與簽署協議在「管理」階段；合同管理（Contract Administration）出績效/EV 報告；收尾=合同關閉報告+已關閉合同。

圖 8：8-6.0 品質管理（Program Quality Management）🔗

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活動	產出	餵進
Program Quality Assessment	Program Quality Assessment	→ Program Business Case、Program Charter
Program Quality Management Planning	Program Quality Management Plan	→ Program Management Plan
Program Quality Assurance and Control	QA：Quality Assurance Audit Findings、Quality Assurance Change Requests；子活動 Program Quality Control → Quality Change Requests、QC Completed Checklists and Inspection Reports、Quality Test Reports or Measurement Results	—

反射：項目集層級 QA 是主體（Audit 審計=QA 招牌）、QC 多半下沉到組件；QA 出 Audit Findings、QC 出檢查表/測試報告。

圖 9：8-7.0 資源管理（Program Resource Management）🔗

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活動	產出	餵進
Program Resource Requirements Estimation	Program Resource Requirements Estimate	→ Program Business Case、Program Charter
Program Resource Management Planning	Program Resource Requirements、Program Resource Management Plan	→ Program Management Plan
Program Resource Management	Program Resource Prioritization Decisions、Updates to Program Resource Mgt Plan；子活動 Resource Interdependency Management → Updates to Program Resource Mgt Plan	—
Program Resource Transition	Resources Released to other Organizational Elements	—

反射：資源收尾叫 Transition——資源釋放回組織其他單位；交付期重點=資源優先序決策+跨組件資源依賴管理。

圖 10～11：8-8.0 風險管理（兩張連續）🔗

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(1) Risk Management-1：

活動	產出	餵進
Program Initial Risk Assessment	Program Initial Risk Assessment	→ Program Business Case、Program Initial Cost Estimate、Program Charter、Program Roadmap（4 份！）
Program Risk Management Planning	Program Risk Management Plan、Program Risk Register	→ Program Management Plan
Program Risk Monitoring and Controlling 檢查 4 件事	① Program assumptions 仍有效；② 風險狀態變化與趨勢分析（Risk forecasting）；③ 風險政策程序被遵循（Risk Audit）；④ Cost/Schedule Contingency Reserves 隨風險調整	—

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(2) Risk Management-2（Monitoring and Controlling 三子活動 + 移交）：

子活動	產出
Program Risk Identification	Updates to Program Risk Register
Program Risk Analysis	Proposed Risk Responses、Updates to Program Risk Register、Periodic Risk Reports Showing Threat and Opportunity Trends
Program Risk Response Management	Direction To Implement Risk Responses、Program Risk Register Updates、Contingency Reserve & Management Reserve、Change Requests
Program Risk Management Transition	Inputs to Other Organizational Risk Registers

反射：初始風險評估獨家餵 4 份文件（BC＋初始成本估算＋Charter＋Roadmap）——文件對照高頻考點；Analysis 出「建議的應對」、Response Management 才下「執行指令」與動用儲備金；風險移交=餵其他組織風險登記冊。

圖 12：8-9.0 進度管理（Program Schedule Management）🔗

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活動	產出	餵進
Program Schedule Assessment	Program Schedule Assessment	→ Program Business Case、Program Charter、Program Roadmap（3 份）
Program Schedule Management Planning	Program Schedule Management Plan、Program Master Schedule ⇄ Updates to Program Roadmap、Inputs to Program Risk Register	→ Program Management Plan
Program Schedule Monitoring and Controlling	Update Program Master Schedule、Update Program Risk Register、Update Program Roadmap	—

反射：進度評估也餵 Roadmap（和風險初評類似）；Master Schedule ⇄ Roadmap 雙向同步是招牌考點。

圖 13：8-10.0 範圍管理（Program Scope Management）🔗

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活動	產出	餵進
Program Scope Assessment	Program Scope Assessment	→ Program Charter（Program Business Case 灰字＝弱連結）
Program Scope Management Planning	Program Scope Statement、Program Scope Management Plan、Program WBS	→ Program Management Plan
Program Scope Monitoring and Controlling	updated Program Scope Statement、Dispositions of Requests、Updates to Program Management Plan、Updates to Program WBS	—

反射：範圍規劃三件套=Scope Statement＋Scope Mgmt Plan＋Program WBS；監控產出有「請求的處置（Dispositions of Requests）」——範圍變更請求在這裡被處置。

🎯 跨圖金線總結（默寫用）🔗

十大支持活動 Assessment 全部餵 BC＋Charter；例外加碼：風險初評再+初始成本估算+Roadmap（共 4）、進度評估再+Roadmap（共 3）、溝通評估再+SH Engagement Plan、範圍評估只強連 Charter。
十份 XX Management Plan 全部餵 Program Management Plan（第 14 子計畫概念）。
收尾動詞分家：財務/採購=Closure、資源/風險=Transition、資訊=Archiving and Transition、變更/溝通/品質/進度/範圍=併入 Monitoring & Controlling 或無獨立收尾。
儲備金：Contingency＋Management Reserve 出現在風險應對管理；Cost/Schedule Contingency Reserves 隨風險監控調整。