PgMP 4th 完整生命週期 橫向流程矩陣(cadmus 修改版),從 Vision-Mission-Strategy 階段到 Closing,跨多個績效域並列。
縱軸:領域分群(Lifecycle / Strategy Alignment / Benefits / Stakeholder / Governance / Core / Scope / Schedule / Finance / Quality / Resource / Information / Communication / Risk / Procurement / Change);橫軸:7 大階段。
§1 — 矩陣總覽:7 大階段 × 16 個績效域/活動群 [p.1~p.3]🔗
橫軸 7 階段(由左至右):
| # |
階段(英) |
中文 |
主要產出 / 觸發 |
| 0a |
Vision-Mission-Strategy Planning |
願景使命戰略規劃 |
組織層願景 / 使命 / 戰略 |
| 0b |
Strategic Plan (Organization or Portfolio) |
戰略計劃(組織或項目組合層) |
Portfolio / Organization Strategic Plan |
| 1 |
Concept / initiatives (pre-initiation) |
概念 / 倡議(初始前) |
HL- 系列文件(Business Case / Milestones / Roadmap / Benefits Realization Plan)、Brain storming、Stakeholders Identification、Develop Standard & Structure |
| 2 |
Initiation (Formulation) |
啟動 / 制定(Program Definition) |
Program Charter、Benefits Register、各 Assessment、Initial 系列估算 |
| 3 |
Planning / Preparation |
規劃 / 準備 |
各 Management Plan、Baseline、Program Initial Cost Estimate、Risk Management Plan |
| 4 |
Executing / Controlling (Program Delivery) |
執行 / 控制 |
Component Authorization、Benefits Delivery、各 Management & Control、Risk Register 更新 |
| 5 |
Closing (Program Closure) |
結束(項目集收尾) |
Program Closure、Financial Closure、Lessons Learned & Best Practice、Transition |
縱軸 16 個領域分群(由上而下):
- Life Cycle(生命週期主軸)
- Strategy Alignment(戰略一致性)
- Benefits Management(效益管理)
- Stakeholder Engagement(干係人參與)
- Governance(治理)
- Core activities — Integration(核心活動 / 整合)
- Scope(範圍)
- Schedule(進度)
- Finance(財務)
- Quality(品質)
- Resource(資源)— 屬 Supporting Activities
- Information(資訊)— 屬 Supporting Activities
- Communication(溝通)— 屬 Supporting Activities
- Risk(風險)
- Procurement(採購)
- Change(變更)
結構亮點:左半(Vision-Mission-Strategy / Strategic Plan)是 Portfolio / 組織層,Concept 起才進入 Program 範圍;Concept 階段所有產出前綴都是 HL-(High-Level / 草案),Initiation 後才轉為正式版本。
§2 — Life Cycle 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives (pre-initiation) |
pre-initiation — Concept / initiatives 收集與篩選 |
| Initiation |
Program Definition 階段:Formulation — initiation & PgM、Assign Sponsor & PgM、Secure Funding、Initial Scope / Resource / Cost / Risk Estimate |
| Planning |
Planning / Preparation — Initial Program Organization(建立初始項目集組織) |
| Executing / Controlling |
Program Delivery:Analyze Variances & Trend、Corrective / Preventive Action、Update Plans、Impact Assessments、Manage Risk / Issue / Change |
| Closing |
Program Closure — 收尾 |
重點:Program Definition 包含 Initiation + Planning,Program Delivery = Executing/Controlling,Program Closure = Closing。這是 PgMP 4th 的「3 階段大塊」對應到「5 階段細塊」的關鍵橋。
§3 — Strategy Alignment 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
HL-Business Case、HL-Scope Statement、HL-Milestones Plan、Preliminary Roadmap、HL-Benefits Realization Plan (Benefit Management Plan) |
| Initiation |
Program Charter、Business Case(Develop in update)、Roadmap (keep updating) |
| Planning |
Full Business Case、Program Management Plan(整套 PgMP Plan)、Kick-off meeting |
| Executing / Controlling |
Component Authorization & Planning:Initiate Component、Assign PJ Manager、Allocated Resource、Establish Consistency。Establish Feedback Process、Lead PM Function。Component Oversight and Integration:Execute Plans、Review Component Performance、Consolidate Data、Evaluate Status to Monitor & Control。Component Transition and Closure、Approval Transition & Closure of Components |
| Closing |
Program Final Reports(Obtain Duration Approval、Obtain Closure Approval)、Execute Close-out、Encode Transition、Post-review Meeting、Lessons Learned & Best Practice |
易混點:HL-Business Case(Concept 階段)→ Business Case 滾動更新(Initiation)→ Full Business Case(Planning)三個版本。Roadmap 同理:Preliminary Roadmap → Roadmap (keep updating)。
§4 — Benefits Management 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
Environmental Assessments、Benefits Identification |
| Initiation |
Benefits Register、Maintain Benefits Register、Record Program Progress、Senior-level Executive、Sponsor、Stakeholders、Program Team |
| Planning |
Benefits Analysis and Planning:Benefits Management Plan (BMP)、Baseline、Mockup Metrics、MOU、Sustainment Plan、Program Architecture |
| Executing / Controlling |
Benefits Delivery:Delivered Incremental Benefits、End Benefits |
| Closing |
Benefits Transition(Transit Benefits)、Benefits Sustainment(Sustained Benefits、Operation Sustain Benefits) |
對照:Benefits 是貫穿 5 階段的循環(Identification → Analysis & Planning → Delivery → Transition → Sustainment),Sustainment 在 Program 範圍外但 PgM 仍要交。
§5 — Stakeholder Engagement 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
Stakeholders Identification、Stakeholders Analysis:Stakeholders Register、Brain storming、Stakeholder Map、Power / Interest Grid |
| Initiation |
Stakeholder Engagement Planning:Stakeholders Engagement Plan、Categorization、Needs、Expectations、Influences |
| Planning |
Stakeholders Engagement Planning:Stakeholders Engagement Plan(細化)、Defined Metrics |
| Executing / Controlling |
Stakeholders Engagement:Issue log(Impact Analysis)、Negotiation、Communication、Conflict Resolve |
| Closing |
Stakeholder communications:Stakeholders Register updates、communication strategy conflict |
重點:從 Identification(Concept)→ Planning(Initiation/Planning 兩階段細化)→ Engagement(Executing)→ Final updates(Closing) — 干係人是「越來越具體」的螺旋。
§6 — Governance 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
(跨整列底部說明)Develop Standard & Structure — Evaluate KPIs、Reporting、Evaluate Risks、Health Check & Phase-gate Review、Information Repository、Lessons Learned & Best Practice & Business Environment Monitor → Integration of Program and Operation |
| Initiation |
Organization Governance Approval、Charter (Recommended Governance Structure)、Governance Structure (PSC)、Risk Issue CR(PSC approval Component Initiation / Transition / Closure) |
| Planning |
(延續上方)PSC approval Component Initiation / Transition / Closure |
| Executing / Controlling |
Foster Relationships、Negotiate Support、Maintain Inability、Maintain Communication adapted to different SH、Evaluate threats identified by SH、PSC approval Escalation (Risk Issue CR)、PSC approval Component Initiation / Transition / Closure、Integration of Program & Operation |
| Closing |
PSC approval — 最終批准、PSC approval Closure |
重點:PSC (Program Steering Committee) 是 Governance 的核心決策體,負責批准 Component Initiation / Transition / Closure 與 Risk / Issue / Change Request 升級。
§7 — Core activities — Integration 領域逐階段內容 [p.1]🔗
| 階段 |
活動 / 產出 |
| Initiation ~ Closing(整列橫貫) |
Integration(整合作為核心活動貫穿全期) |
| Initiation |
Program Infrastructure Development |
| Planning |
Program Delivery Management、Core Team(Accountability Matrix)、PMO、PMIS、Close / CR |
| Executing / Controlling |
Program Performance Monitoring and Control:CR (Corrective / Preventive Action / Adaptive Change)、Performance Reports、Forecasts |
| Closing |
Program Closure:Final Reports (Archive Plan / Sign-off)、Knowledge Transfer and Share、Lessons Learned、Resources released |
§8 — Scope 領域逐階段內容 [p.2]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
Scope (HL-Scope Statement) — 高階範圍聲明 |
| Initiation |
Scope assessment — 範圍評估 |
| Planning |
Program Scope Planning:Scope Management Plan、Scope Statement、PWBS(Program Work Breakdown Structure) |
| Executing / Controlling |
Program Scope Control(OR: Updates (Scope Statement — PWBS))— 範圍控制 |
| Closing |
(隨整體 Closure 結束) |
§9 — Schedule 領域逐階段內容 [p.2]🔗
| 階段 |
活動 / 產出 |
| Concept / initiatives |
Schedule (HL-Milestones Plan) |
| Initiation |
Program Schedule Assessment |
| Planning |
Program Schedule Planning:Schedule management plan、Schedule estimate、Master Schedule、Inputs to risk register、Updates: program roadmap |
| Executing / Controlling |
Program Schedule Control(OR: Updates (Master schedule — Risk register — Roadmap)) |
| Closing |
(隨整體 Closure 結束) |
§10 — Finance 領域逐階段內容 [p.2]🔗
Finance 是矩陣中最密集的一列,集中在 Planning 與 Executing/Controlling。
| 階段 |
活動 / 產出 |
| Initiation |
Program Initial Cost Estimate:Program cost estimates、Program cost estimates assumptions、Component cost estimates guidelines |
| Planning |
Program Financial Framework Establishment:Financial Framework、Program Funding Sources、Updates: BC — Communication Management Plan、Stakeholder Engagement Plan)。Program Financial Management Planning:Financial management plan、Program funding schedules、Component payment schedules、Program operational costs、Hands to program risk register、Program financial metrics |
| Executing / Controlling |
Program Cost Budgeting:Program budget baseline、Program payment schedules、Component payment scheduling。Program Financial Monitoring and Control:Contract payments、Component budgets closed、Updates (Budget baseline — Program management plan)、CR — EAC — Corrective actions |
| Closing |
Program Financial Closure — Financial closing statements、Closed program budget — Input (final performance reports — knowledge repository)、Updates (financial management plan — Documentation of new tools and techniques used in the course of the program into the knowledge management system) |
易混點:Initial Cost Estimate(Initiation)→ Financial Framework / Plan(Planning)→ Cost Budgeting + Monitoring & Control(Executing)→ Financial Closure(Closing) — 4 段層次清楚。
§11 — Quality 領域逐階段內容 [p.2]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Program Quality Assessment(品質評估) |
| Planning |
Program Quality Management Planning:Program Quality Management Plan、Quality policy、Quality standards、Quality metrics、COQ、SLA、MOU、Quality checklists、QA/QC specifications |
| Executing / Controlling |
Program Quality Assurance(質量保證)(QA audit findings、QA standards reports)、Program Quality Control(質量控制):OR、Completed checklists、Inspection reports、Customer satisfaction survey、Quality test results or measurement results |
| Closing |
(隨整體 Closure 結束) |
紅字標示(原圖紅色):Program Quality Assurance(質量保證) vs Program Quality Control(質量控制) — 兩者都在 Executing/Controlling,但 QA 偏「過程審計」,QC 偏「產出檢驗」。
§12 — Resource 領域逐階段內容(Supporting Activities)[p.2]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Program Resource Requirements Estimation:Program Resource Requirements Estimate |
| Planning |
Program Resource Management Planning:Program Resource Management Plan、Program Resource Requirements |
| Executing / Controlling |
Resource Prioritization(Updates to Program Resource Management Plan)、Resource Interdependency Management、Updates to Program Resource Management Plan |
| Closing |
Program Resource Transition — Resources Released to the Organizational Elements(資源釋放回組織) |
| 階段 |
活動 / 產出 |
| Initiation |
Program Information Management Assessment |
| Planning |
Program Information Management Planning:Program Information Management Plan、Program Information Management Tools & Applications、Program Reporting |
| Executing / Controlling |
Program Information Management:Updates to Program Information Repository、Information Distribution |
| Closing |
Program Information Archiving and Transition:Inputs to Organizational Governance Bodies、Lessons Learned to Organizational Governance Bodies |
§14 — Communication 領域逐階段內容(Supporting Activities)[p.2]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Program Communications Assessment |
| Planning |
Program Communications Management Planning:Program Communications Management Plan、Communications Requirements |
| Executing / Controlling |
Program Communications Management:Program Communications |
| Closing |
(隨整體 Closure 結束) |
§15 — Risk 領域逐階段內容 [p.3]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Program Initial Risk Assessment |
| Planning |
Program Risk Management Planning:Program Risk Management Plan、Periodic risk reports (showing threat and opportunity key performance indicator trends)、Availability of information、Availability of resources、Time and cost、Quality of information、Control。Program Risk Response Planning:Update (risk register)、Response plans、Contingency budgets |
| Executing / Controlling |
Program Risk Identification:Updates to Program Risk Register、Program Risk Analysis:Update (risk register)、Risk Register:Update (risk register)、Risk audit、Lessons learned、Program Risk Monitoring and Control:Update (risk register)、Execution of a risk response、Risk audit、Lessons learned |
| Closing |
Program Risk Management Transition — Inputs to Other Organizational Risk Registers(輸入給組織其他風險登記冊) |
風險是 5 階段全覆蓋,Closing 階段把 Program Risk Register 的內容回饋給組織層的其他風險登記冊。
§16 — Procurement 領域逐階段內容 [p.3]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Program Procurement Assessment |
| Planning |
Program Procurement Management Planning:Program Procurement Management Plan、Program Procurement Plan、Program Procurement Standards、Program Budget Updates、Program Financial Plan Updates |
| Executing / Controlling |
Program Procurement Management:Contracts management plan、RFP — RFQ — IFB、Proposal evaluation criteria、Signed agreements、Awarded contracts。Program Procurement Administration:Performance/EV reports、Monthly progress reports、Vendor/contract performance reports (contractor's KPIs) |
| Closing |
Program Procurement Closure — Contract closeout reports、Updates to lessons learned、Closed contracts |
§17 — Change 領域逐階段內容 [p.3]🔗
| 階段 |
活動 / 產出 |
| Initiation |
Change Assessment(變更評估) |
| Planning |
Change Management Planning:Program Change Management Plan、Program Change Thresholds(變更閾值) |
| Executing / Controlling |
Change Monitoring and Controlling:Approved Change Requests、Updates to Program Change Log |
| Closing |
(隨整體 Closure 結束) |
§18 — 關鍵交接點與閘門🔗
| 交接點 |
條件 / 觸發 |
對應產出 |
| pre-initiation → Initiation |
Concept 階段 HL- 系列文件齊備、Sponsor 與 PgM 指派、初始資金 Secure Funding 完成 |
HL-Business Case / HL-Scope / HL-Milestones / Preliminary Roadmap / HL-Benefits Realization Plan |
| Initiation → Planning(Program Definition 內部) |
Program Charter 簽署、Benefits Register 建立、各 Assessment(Scope / Schedule / Finance / Quality / Resource / Information / Communication / Risk / Procurement / Change)完成 |
Charter、Benefits Register、各 Initial Estimate |
| Program Definition → Program Delivery(Phase Gate) |
Full Business Case 通過、Program Management Plan 整套完成、Kick-off meeting 舉行、Baseline 凍結、PSC 批准 Component Initiation |
Full Business Case、PgMP、Baseline |
| Program Delivery → Program Closure(Phase Gate) |
End Benefits 交付、所有 Components Transition & Closure 完成、PSC approval Closure |
Component Transition / Closure、End Benefits |
| Closing → Sustainment(在 Program 範圍外但 PgM 仍交) |
Program Final Reports 取得 Closure Approval、Resources Released、Risk Register 輸入給其他組織風險登記冊 |
Sustained Benefits、Operation Sustain Benefits、Inputs to Other Organizational Risk Registers、Lessons Learned & Best Practice |
4 大 Phase Gate(對應 Richard / 整合考綱):pre-initiation 出口、Definition→Delivery、Delivery→Closure、Closure→Sustainment。
§19 — 跨領域對照亮點(易混點)🔗
- HL- 前綴 vs 正式版本 — 幾乎所有 HL-(High-Level)文件都在 Concept/pre-initiation 階段,正式版在 Initiation/Planning 階段:
- HL-Business Case(Concept) → Business Case 滾動更新(Initiation) → Full Business Case(Planning)
- HL-Scope Statement(Concept) → Scope Assessment(Initiation) → Scope Statement / PWBS(Planning)
- HL-Milestones Plan(Concept) → Schedule Assessment(Initiation) → Master Schedule(Planning)
- Preliminary Roadmap(Concept) → Roadmap (keep updating)(Initiation 起持續更新)
- HL-Benefits Realization Plan(Concept) → Benefits Register(Initiation) → Benefits Management Plan(Planning)
- Quality QA vs QC(原圖紅字)— 兩者都在 Executing/Controlling:
- Program Quality Assurance(質量保證):過程審計、QA audit findings、QA standards reports
- Program Quality Control(質量控制):產出檢驗、Completed checklists、Inspection reports、Quality test results
- Benefits 5 階段循環 — Identification(Concept) → Analysis & Planning(Planning) → Delivery(Executing) → Transition(Closing) → Sustainment(Closing 後,Program 範圍外但 PgM 仍交)
- Stakeholder 螺旋上升 — Identification(Concept,brain storming + Stakeholder Register) → Engagement Planning(Initiation/Planning 兩次細化) → Engagement(Executing,Conflict Resolve) → Final updates(Closing,communication strategy conflict)
- Finance 4 段層次 — Initial Cost Estimate(Initiation) → Financial Framework / Management Planning(Planning) → Cost Budgeting + Monitoring & Control(Executing) → Financial Closure(Closing)
- Risk 跨組織傳遞 — Program Risk Register 在 Closing 階段以「Inputs to Other Organizational Risk Registers」回饋給組織,展現 Program → Portfolio / Organization 的知識回流
- Governance 核心 = PSC — Program Steering Committee 在 Initiation 批准 Charter / Governance Structure,在 Executing 批准 Component Initiation / Transition / Closure 與 CR 升級,在 Closing 批准 Final Closure
- Procurement 雙活動 — Executing 階段同時並行 Procurement Management(合約簽訂)與 Procurement Administration(績效報告 / KPI 監控)
- Resource Transition — Closing 階段資源不是「消失」,而是「Released to the Organizational Elements」,回到資源池
§20 — 與既有筆記交叉索引🔗
palace.html 6 主題 × 5 PG 矩陣:本份提供「橫向 7 階段(含 Vision / Strategic Plan / Concept 三個前置階段)」視角;palace 提供「縱向 6 主題 × 5 PG」視角。互補關係:palace 偏「績效域內部過程」,本份偏「階段橫切」。Richard 完整版萃取.md §11 生命週期 3 階段:本份是其視覺擴展版,把 3 階段(Definition / Delivery / Closure)再細分為 5 階段(Initiation / Planning / Executing / Controlling / Closing)+ 2 前置階段(Vision-Strategy / Concept)。PgMP 整合考綱 三源並陳.md §11 生命週期 + 4 Phase Gate:本份提供更細的「Concept / pre-initiation」階段,把 HL- 系列文件的位置講清楚;Phase Gate 部分對應本份 §18。PgMP 整合考綱 Strategy Alignment / Benefits Management / Stakeholder Engagement / Governance 四大績效域:本份對應 §3 / §4 / §5 / §6,提供「階段內具體活動」而非「域內過程」。風險專題.md:本份 §15 是其「階段視角」,可補風險專題的「跨階段傳遞」與 Closing 階段「Inputs to Other Organizational Risk Registers」。- 精講筆記 Ch07 治理 / Ch08 生命週期:本份 §6(Governance)+ §2(Life Cycle)為其圖表化版本。
EVM 速查.md:可對應本份 §10 Finance 的 Cost Budgeting + Monitoring & Control 段(EAC、Performance Reports、Forecasts)。