PMBOK項目管理知識體系(上)

1、僅限內(nèi)部使用，不得外傳Project Management Workshop 項目管理知識體系（上） 2主要內(nèi)容nPMBOK Outline PMBOK 簡要介紹nExperience Sharing 經(jīng)驗共享nCase Study 案例分析3Agenda 議程 Day 1 第1天Morning上午9:00-9:30 know each other 互相認識9:30-10:30 PM overall introduction 項目管理總體介紹10:30-10:40 Tea Break 休息10:40-11:10 Questions 問題11:10-11:50 Case study1 Proje

2、ct information collection案例學(xué)習(xí)1：項目信息收集11:50-12:15 Case study2 Project Management plan案例學(xué)習(xí)2：項目管理計劃Afternoon下午2:00-2:10 Warm up 熱身2:10-3:10 Project scope management 項目范圍管理3:10-3:40 Questions 問題3:40-3:55 Tea Break 休息3:55-4:55 Case study 3 Scope statement 案例學(xué)習(xí)3：范圍陳述4:55-5:15 Case study 4 WBS exercise 案例學(xué)

3、習(xí)4：WBS（工作分解結(jié)構(gòu)）練習(xí)4Agenda議程 Day 2 第2天Morning上午9:00-9:10 Warm up熱身9:10-10:10 Time Management 時間管理10:10-10:20 Tea Break休息10:20-10:50 Questions問題10:50-11:50 Case Study 5 Schedule exercise案例學(xué)習(xí)5：進度表練習(xí)Afternoon下午2:00-2:10 Warm up熱身2:10-3:10 Cost Management 成本管理3:10-3:30 Integrate Management 集成管理3:30-3:45 Te

4、a Break 休息3:45-4:15 Questions 問題4:15-5:00 Case study 6 Quotation 案例學(xué)習(xí)6：報價單5Agenda 議程 Day 3 第3天Morning上午9:00-9:10 Warm up 熱身9:10-9:50 HP & Nortel PM Department IntroductionHP和北電項目管理部介紹9:50-10:10 HP Focus PM Introduction HP項目管理介紹10:10-10:40 HP PM Development ApproachHP項目經(jīng)理發(fā)展通道10:40-10:55 Tea Break 休息1

5、0:55-11:30 HP Project Analysis: case 1 Unicom HP項目分析：案例1 聯(lián)通11:30-12:00 HP Project Analysis: case 2 Post IIHP項目分析：案例2 郵政IIAfternoon下午2:00-2:10 Warm up 熱身2:10-3:30 Case study 7 Overall control案例學(xué)習(xí)7 總體控制3:30-3:45 Tea Break 休息3:45-4:20 IT SI project overall introduction and lessons learned sharingIT系統(tǒng)集成

6、項目總體介紹和經(jīng)驗教訓(xùn)共享4:20-4:45 Huawei PM experience sharing case I華為經(jīng)驗共享 案例14:45-5:10 Huawei PM experience sharing case II華為經(jīng)驗共享 案例25:10-5:20 Training appraisal 培訓(xùn)評估6Introduction 學(xué)員自我介紹nName 姓名nBackground on project management 項目管理方面的背景nThe objectives to attend the workshop 參加研討班的目標nOne sentence to summariz

7、e the view on Project Management or Project Manager 用一句話概括對項目管理或項目經(jīng)理的認識7Course Objectives（課程目的） At the end of this course you will be able to: 本課程結(jié)束以后，你應(yīng)該能夠：nDescribe the Project Management Processes.描述項目管理的過程nUnderstand the common vocabulary in PMBOK. 理解PMBOK中的通用詞匯nDesign your project cycle. 設(shè)計你的項目

8、周期nApply project knowledge to project cycle.把項目管理知識應(yīng)用于你的項目周期8Course code of conduct課堂行為規(guī)范nAll course events will start on time please be ready. 準時開始nYour participation in discussion is expected. 積極參與討論nAll ideas and beliefs should be respected. 所有想法和觀點和信仰都將受到尊重nYou are expected to apply what you hav

9、e learned to the exercises. 將所學(xué)的知識應(yīng)用于練習(xí)nYou are encouraged to ask questions. 多問僅限內(nèi)部使用，不得外傳 ?項目管理項目管理?PMI?PMP?PMBOK?Schedule進度表進度表Project Manager（項目經(jīng)理）零零總總的印象零零總總的印象10 Reset! Reset! 清零清零!11Outline 大綱nPart I: Overall Introduction 總體介紹nPart II: Project processes (5 groups) 項目過程（5組）nPart III: Project ma

10、nagement knowledge areas (9) 項目管理知識領(lǐng)域（9個）12 Part I: Overall Introduction總體介紹13What is PMI? 什么是PMI？nProject Management Institute. (PMI)項目管理協(xié)會n目前世界上最大的、由研究人員、學(xué)者、咨詢顧問和項目經(jīng)理組建的全球性專業(yè)機構(gòu)。14What is PMP?什么是PMP？nProject Management Professional.項目管理專業(yè)人員nFrom early of 1980s. 始于八十年代初nOrganized by PMI. 由PMI組織認證nMo

11、re 15,000 PMP till now. 目前有1萬5千多名通過認證的人員15What is PMBOK什么是PMBOKnProject Management Body of Knowledge (PMBOK) PMBOK是項目管理知識體系nPMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是項目管理專業(yè)知識的總論nThe PMBOK Guide is a subset of generally accepted

12、project management knowledge and practice. PMBOK導(dǎo)引是公認的項目管理知識和實踐的入門性讀物nInitialed by PMI in late of 1970s. 由PMI初版于七十年代末16PMBOK Outline PMBOK要點Two clues in PMBOK 兩條主線：nProcesses (5 groups) 5組過程nKnowledge areas ( 9 ) 9個知識領(lǐng)域17What is a project?什么是項目？nA Project is a temporary endeavor undertaken to create

13、 a unique product or service. 項目是為了提供一個獨特的產(chǎn)品或服務(wù)而暫時承擔(dān)的任務(wù)。項目的特征是臨時性和單件性。 Goal oriented 目標導(dǎo)向 Coordinated Undertaking of Interrelated Activities 合作完成相關(guān)活動 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性18Project and Operation項目和操作的區(qū)別nProject 項目Performed by people由人執(zhí)行Constrained by limited reso

14、urces.有限的資源Planned, executed and controlled 計劃、執(zhí)行和控制 Temporary and Unique暫時性、唯一性nOperation操作Performed by people由人執(zhí)行Constrained by limited resources.有限的資源Planned, executed and controlled計劃、執(zhí)行和控制Ongoing and repetitive連續(xù)性、重復(fù)性19Project and Program項目和項目群nProject項目n temporary 暫時性n Unique 獨特的n Different fr

15、om operations 不同于操作nProgram 項目群nA group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一個并行管理的項目群，可以比單個項目的管理獲得更多的好處nIncludes ongoing operations. 包含連續(xù)的操作nInvolve a series of repetitive or cyclical undertakings. 包括一系列重復(fù)或循環(huán)的操作Sometimes, they a

16、re Synonyms.有時，它們是同義詞20Project Management (1)項目管理（1）nProject Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 項目管理就是應(yīng)用有關(guān)項目活動的知識、技能、工具和技術(shù)去達到或超越項目干系人對項目的需要和期望21Project Managemen

17、t (2)項目管理（2）nProject Management is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 項目管理是集成的努力和活動。如果某一活動失敗，這一部分通常會影響其他的部分。nThese interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrifi

18、cing performance in another. 這些交互作用常常在項目目標之間取得平衡，這一部分的績效的提高可能需要另一部分績效的下降為代價nSuccessful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的項目管理，需要主動地管理這些交互的活動，以提高整個項目的績效22Management by projects按項目管理nDescribe an organizational approach

19、 to the management of ongoing operations. 描述連續(xù)性操作管理的組織方法nTreats many aspects of ongoing operations as projects in order to apply project management to them.將很多連續(xù)性的操作當(dāng)作項目，以便用項目管理的方法來管理。23Part II:Project Management Processes項目管理過程24Links Among Processes Groups in Phase 在過程組中的位置InitiatingProcessesPlann

20、ingProcessesControllingProcessesExecutingProcessesClosingProcesses啟動過程計劃過程實施過程控制過程收尾過程25Initiating Processes (1)啟動過程nRecognizing the need for the project 確認項目的需求nDetermining the project goals and objectives 確定項目的目標nDefining stakeholder expectations 定義項目相關(guān)人員的期望值nDescribing the general project scope 說

21、明基本的項目范圍nSelecting the initial members of the project team 選擇基本的項目組成員26Initiation Processes (2)啟動過程（2）nDocuments: 文件- Project Charter 項目任務(wù)書What should be included in Project Charter?項目任務(wù)書應(yīng)該包含那些內(nèi)容？27Project Charter項目任務(wù)書 Project Manager named 明確項目經(jīng)理 Purpose of the project 項目的目標 Identification of produ

22、ct or service to be delivered 確認需要交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由投資者和用戶簽署When a project is performed under contract, the Signed contract will generally serve as the projectCharter for the seller 當(dāng)一個項目屬于合同執(zhí)行時，簽定的合同將作為賣方的項目任務(wù)書28Links Among Processes Groups in Phase在過程組中的位置Initia

23、tingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動過程計劃過程實施過程控制過程收尾過程29Planning Processes (1)計劃過程（1）nRefining the scope by balancing among quality, time and resource. 在質(zhì)量，時間和資源中取得平衡，從而進一步明確范圍nActivity list and sequencing 活動清單和次序nSchedule 進度表nBudget 預(yù)算nDocumenting r

24、isk 風(fēng)險分析nManagement Plan 管理計劃（成本、時間、范圍、風(fēng)險管理計劃等）nGet Project Plan approved by the appropriate stakeholders 得到相應(yīng)的主管核準的項目計劃30Scope Definition范圍定義Scope Planning范圍計劃Resource Planning資源計劃Activity definition活動定義Cost Estimate成本估算Activity duration estimate活動時間估計Activity Sequence活動順序Cost Budget成本預(yù)算Schedule De

25、velop進度表編制Project Plan Develop項目計劃編制Planning Processes 計劃過程Core Processes核心過程范圍管理時間管理成本管理31Planning Processes計劃過程Communication Planning溝通計劃Quality Planning質(zhì)量計劃Organization Planning組織計劃Staff Acquisition人員獲取Procurement Planning采購計劃Solicitation Planning詢價計劃Risk Identification風(fēng)險管理Risk Qualification風(fēng)險量化R

26、isk Response Development風(fēng)險應(yīng)對(Facilitating Processes 輔助過程)風(fēng)險管理采購計劃管理32Planning Processes (2)計劃過程Planning processes 計劃過程- Scope statement (scope Planning) 范圍陳述- WBS (S. Definition) 工作分解結(jié)構(gòu) - Activity List (Activity Definition) 工作步驟- Project network diagram (Act. Seq.) 項目網(wǎng)絡(luò)圖- Project Schedule (Schedule

27、Development) 項目進度表- Cost baseline (cost budgeting) 成本基線- Scope Management Plan (S. P.) 范圍管理計劃- Resource requirement (R. planning) 資源需求- Cost estimates (C. Estimating) 成本估算- Cost management plan (C. Estimating) 成本管理計劃- Project schedule management plan (Sch. Deve.) 項目進度管理- Project Plan (Project Plan D

28、evelopment) 項目計劃33Links Among Processes Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動過程計劃過程實施過程控制過程收尾過程34Executing Processes (1)執(zhí)行過程（1）nSecuring the necessary resources to carry out the plan 保證執(zhí)行計劃所需的資源nLeading the team 領(lǐng)導(dǎo)團隊nMeeti

29、ng with team members 和團隊成員開會nMonitoring progress, measuring performance, and communicating with stakeholders 控制進度，項目的績效和項目干系人的溝通nIdentifying and solving problems 識別并解決問題nResolving conflicts 化解沖突35Executing Processes實施過程Project Plan Execution項目計劃實施Information Distribution信息發(fā)布Solicitation詢價Source Sele

30、ction供應(yīng)商選擇Team Development團隊開發(fā)Contract Administration合同管理Scope Verification范圍確認Quality Assurance質(zhì)量保證Facilitating Processes 輔助過程采購部分36Executing Processes (2)實施過程（2） Executing Processes 實施過程1.Work result (in performance report) 工作結(jié)果 （在執(zhí)行情況報告中）2.Change request 變更申請37Links Among Processes Groups in Phas

31、e在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動過程計劃過程實施過程控制過程收尾過程38Controlling Processes (1)控制過程nIdentifying deviation from the plan 偏離計劃的識別nTaking corrective actions to align actual progress with the plan 采取矯正措施以使實際進展與計劃保持一致nReceiving and evalua

32、ting project change requests from stakeholders 接受和評價來自項目干系人的項目變更需求nReschedule project activities as necessary 必要時重新安排項目活動nAdapting resource levels as necessary 必要時調(diào)整資源水平nChanging the project scope, as approved by the appropriate authority 得到授權(quán)者批準后，改變項目范圍nAdjusting project goals and obtaining stakeho

33、lder acceptance 調(diào)整項目目標并獲得項目干系人的許可39Controlling Processes控制過程Cost controlSchedule ControlScope Change ControlRisk ResponseControlQuality ControlPerformanceReportingOverall Change ControlFacilitating Processes 輔助過程執(zhí)行情況報告總體改變控制風(fēng)險應(yīng)對控制成本控制進度控制范圍改變控制質(zhì)量控制40Controlling Processes (2)控制過程（2） Documents: 文件nPer

34、formance report 執(zhí)行情況報告nLessons learned 經(jīng)驗教訓(xùn)41Links Among Processes Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動過程計劃過程實施過程控制過程收尾過程42Closing Processes收尾過程nAcknowledging achievements and results 承認功績和成果nObtaining final stakeholder a

35、cceptance 得到最終項目干系人（客戶）的認可nClosing completed contracts 合同終結(jié)nFinalizing documentation of project lessons learned 項目經(jīng)驗教訓(xùn)的最終定稿nReviewing the project process/outcome with stakeholders including team members. 和包含項目組成員在內(nèi)的項目干系人一起評估項目過程/成果nWriting the final project report 撰寫項目總結(jié)報告nShutting down the project

36、office and disbanding the team關(guān)閉項目辦公室，解散項目組43Closing Processes收尾過程Contract Close-out合同終止Administrative Closure管理收尾44Overlap of Processes Groups in a Phase 過程群的交疊Phase Start 階段啟動Phase Finish 階段結(jié)束LevelOfActivityInitiating Processes啟動過程Planning Processes計劃過程Executing Processes實施過程Controlling Processes控

37、制過程Closing Processes收尾過程活動（資源投入）水平45Questions 1問題1nPMI?nPMP?nPMBOK?n2 clues in PMBOK? PMBOK的2條線索？nHow many processes? 有多少個過程？nWhat are they?有那幾個過程？nHow many knowledge areas?有多少個知識領(lǐng)域？nWhat are they?有那些知識領(lǐng)域？Bonus獎品Bonus獎品46Question 2問題2n2 characteristics of Project? 項目的2個特征？nProject Management? 什么叫項目管

38、理？nDrawing the relationship among processes?請畫出過程之間的關(guān)系圖。nThe important document in Initiating processes?啟動過程的重要文件是什么？nProject charter?什么是項目任務(wù)書？nRisk Identification which processes group?n風(fēng)險識別在那一個過程組？nCost Estimating which processes group?成本估算在那一個過程組？nScope Definition which processes group?范圍定義在那一個過程

39、組？ Bonus獎品Bonus獎品47BreakBreak休息48Warm Up 預(yù)備49Warm-up 熱身n各小組派一個代表，在白板上畫圖。n時間：5分鐘項目管理有幾組processes? 請表述之間的關(guān)系50Part III: Project Management Knowledge Areas項目管理知識領(lǐng)域51Project Management Knowledge Areas項目管理知識領(lǐng)域 4.Project Integration Management項目集成管理5. Project Scope Management項目范圍管理6. Project Time Managemen

40、t項目時間管理7. Project Cost Management項目成本管理8.Project Quality Management項目質(zhì)量管理9. Project Human Resource Management項目人力資源管理10. Project Communication Management項目溝通管理11. Project Risk Management項目風(fēng)險管理12. Project Procurement Management項目采購管理52Part III: Project Management Knowledge Areas項目管理知識領(lǐng)域4. Project Int

41、egration Management項目集成管理53PM Knowledge Areas andPM Processes項目管理知識領(lǐng)域和項目管理過程(12.6Contract Close-out)合同終止(10.4 Administr. Closure)管理收尾Closing7.4 Cost Control6.5 Schedule Control5.5 Scope Change Control4.3 Overall Change Control總體變更控制(10.3 Performance Rpt)執(zhí)行情況報告Controlling5.4 Scope Verification4.2 Pro

42、ject Plan Execution項目計劃實施Executing7.1 Resource Planning7.2 Cost Estimating7.3 Cost Budgeting6.1 Activity Definition6.2 Activity Sequencing6.3 Act. Duration Estimated6.4 Schedule Develop5.2 Scope Planning5.3 Scope Definition4.1 Project Plan Development項目計劃開發(fā)Planning5.1 InitiationInitiating7. Cost6. T

43、ime5. Scope4.Integration集成集成544.1 Project Plan Development項目計劃編制1.Other Planning outputs 其他計劃的輸出2.Historical information 歷史信息3.Organizational policies 組織的政策4.Constraints 約束條件5.Assumptions 假定1.Project Plan項目計劃2.Supporting detail詳細依據(jù)1.Project Planning Methodology 項目計劃方法論2.Stakeholders skills and knowl

44、edge 項目干系人的技能和知識3.PMIS 項目管理信息系統(tǒng)Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出55PMIS 項目管理信息系統(tǒng)nTools and techniques used to gather, integrate, and disseminate the outputs of the other project management processes.用于收集，集成和發(fā)布其他項目管理過程的輸出56PMIS Example項目管理信息系統(tǒng)的例子57Project Plan項目計劃 nProject Charter 項目任務(wù)書nSc

45、ope statement (scope Planning) 范圍陳述（范圍計劃編制）nCost baseline (cost budgeting) 成本基線（成本預(yù)算）nProject Schedule (Schedule Development)項目進度表（進度表開發(fā)）nWBS (Scope Definition) 工作分解結(jié)構(gòu)（WBS）（范圍定義）nOrganizational planning 組織計劃編制nManagement plan 管理計劃- Project schedule management plan (Schedule Develop)項目進度管理計劃（進度表開發(fā)）-

46、Scope Management Plan (S. P.) 范圍管理計劃（S.P.） 584.2 Project Plan Execution項目計劃實施1.Project plan項目計劃2.Supporting detail詳細依據(jù)3.Organizational policies組織政策4.Corrective action糾正措施1.Work results 工作結(jié)果2.Change requests 變更申請1.General Mgmt. Skill 一般管理技能一般管理技能2.Product skill & Knowledge. 產(chǎn)品知識和技能產(chǎn)品知識和技能3.Work autho

47、rization system工作授權(quán)體系工作授權(quán)體系4.Status review meetings 執(zhí)行狀況評價例會執(zhí)行狀況評價例會5.PMIS 項目管理信息系統(tǒng)項目管理信息系統(tǒng)6.Organizational procedures 組織程序組織程序Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出59Work Authorization System工作授權(quán)系統(tǒng)nFormal procedure for sanctioning project work to ensure that work is done at the right time an

48、d in the proper sequence.是批準項目工作的正式程序，以確保在恰當(dāng)?shù)臅r間、合適的順序完成工作 60Status Review Meetings狀況評價例會nRegularly 定期nExchange information 交換信息nInternal 內(nèi)部nWith customer 和客戶614.3 Overall Change Control (1)總體變更控制nInfluencing the factors which create changes to ensure that changes are beneficial. 對保證能夠產(chǎn)生利益的變更因素施加影響nD

49、etermining that a change has occurred確定變更是否已經(jīng)發(fā)生nManaging the actual changes when and as they occur. 當(dāng)變更發(fā)生時，管理實際的變更- Cost management plan (C. Estimating)-成本管理計劃（成本估算）624.3 Overall Change Control (2)總體變更控制（2）n5.5 Scope Change Control 范圍變更控制n6.5 Schedule Change Control 進度變更控制n7.4 Cost Change Control 成本

50、變更控制n8.3 Quality Change Control 質(zhì)量變更控制n11.4 Risk Change Control 風(fēng)險變更控制n12.5 Contract Administration 合同管理634.3 Overall Change Control (3)總體變更控制（3）1.Project plan項目計劃2.Performance reports執(zhí)行情況報告3.Change request變更申請1.Project Plan updates 項目計劃刷新2.Corrective action 糾正措施3.Lessons learned 經(jīng)驗教訓(xùn)1.Change contro

51、l system變更控制系統(tǒng)變更控制系統(tǒng)2.Configuration Mgmt.性能管理性能管理3.Performance measurement執(zhí)行情況測量執(zhí)行情況測量4.Additional planning 補充計劃編制補充計劃編制5.PMIS 項目管理信息系統(tǒng)項目管理信息系統(tǒng)Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出64Change Control System變更控制系統(tǒng)nA collection of formal, documented procedures that defines the steps by which offi

52、cial project documents may be changed. It includes the paperwork, tracking system, and approval levels necessary for authorizing changed.一系列正式的、文檔化的程序，它定義了正式的項目文檔變更的步驟。變更控制系統(tǒng)包括文檔工作、跟蹤系統(tǒng)和用于授權(quán)變更的批準層次。nCCB-change control board 變更控制委員會（CCB）nEmergency case 緊急情況65Configuration Management性能管理nAny documente

53、d procedure used to apply technical and administrative direction and surveillance to: 一種成文的程序，用來進行技術(shù)和行政指揮及監(jiān)督，其目的是要： Identify and document the functional and physical characteristics of an item or system.識別某一工作項或系統(tǒng)的功能和物理特性，并形成文件。 Control any changes to such characteristics.控制這些特性的變化 Record and report

54、 the change and its implementation status. 記錄并報告變化及其實施狀態(tài) Audit the items and system to verify conformance to requirements. 對工作項和系統(tǒng)進行審計， 對其是否符合要求進行鑒定66Part III: Project Management Knowledge Areas項目管理知識領(lǐng)域5. Project Scope Management項目范圍管理項目范圍管理67PM Knowledge Areas andPM Processes項目管理知識領(lǐng)域和項目管理過程(12.6Con

55、tract Close-out)合同終止(10.4 Administr. Closure)管理收尾Closing收尾收尾7.4 Cost Control成本控制6.5 Schedule Control進度控制5.5 Scope Change Control范圍變更控制4.3 Overall Change Control總體變更控制(10.3 Performance Rpt)執(zhí)行情況報告Controlling控制控制5.4 Scope Verification范圍確認4.2 Project Plan Execution項目計劃實施Executing實施實施7.1 Resource Plannin

56、g資源計劃7.2 Cost Estimating成本估算7.3 Cost Budgeting成本預(yù)算編制6.1 Activity Definition活動定義6.2 Activity Sequencing活動順序6.3 Act. Duration Estimated活動期間估算6.4 Schedule Develop進度表開發(fā)5.2 Scope Planning范圍計劃5.3 Scope Definition范圍定義4.1 Project Plan Development項目計劃開發(fā)Planning計劃計劃5.1 Initiation啟動Initiating啟動啟動7. Cost成本成本6.

57、Time時間時間5. Scope范圍范圍4.Integration集成集成68Project Scope Management項目范圍管理nProject Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully項目范圍管理的任務(wù)，是確保項目全部包含且只包含那些必需的工作，以成功完成項目。69Project S

58、cope and Product Scope項目范圍和產(chǎn)品范圍Project Scope項目范圍nDescribe the work required to deliver the product 說明交付產(chǎn)品所必需的工作nMeasured against the project plan 與項目計劃相對應(yīng)Product Scope產(chǎn)品范圍nDescribe the product to be delivered 說明所交付的產(chǎn)品nMeasured against the requirements 與需求相對應(yīng)705.1 Initiation (1)啟動（1）nInitiation is th

59、e process of formally recognizing that a new project exists or that an existing project should continue into its next phase.啟動是正式確認一個新項目存在,或現(xiàn)存項目可以進入下一階段的過程nStimulin 項目得到批準基于以下一個或者多個主要的原因 A market demand 市場需要 A business need 業(yè)務(wù)需要 A customer request 客戶需要 A technological advance 技術(shù)領(lǐng)先的需要 A legal require

60、ment 法律的需要715.1 Initiation (2)啟動（2）1.Product Description產(chǎn)品說明2.Strategic plan 戰(zhàn)略計劃3.Project select-ion criteria 項目選擇標準4.Historical information 歷史信息1.Project charter項目任務(wù)書2.Project managerIdentified/assigned項目經(jīng)理選定/指派3.Constraints約束條件4.Assumptions假定1.Project selectionMethods 項目選擇法2.Experts judgment專家判斷法