項(xiàng)目經(jīng)理英文(戚安邦博導(dǎo))ppt課件

1、Project ManagementDr. Anbang QiProf. of International Business School of Nankai Universityfdcew/The Resources of the MaterialsThe main content is from “A Guide To The Project Management Body Of Knowledge (PMBOK).The copyright belongs to the Project Management Institute.Its website is 1. The h

2、istory of project managementThere are three different timesOld times-before 1940sTraditional times-1940s-1980sModern times-1980s till nowThere are two main association:PMI-Project Management InstituteIPMA-International Project Management Association, before called Internet.Chapter 1 Introduction2. M

3、odern Project ManagementThere are two characteristics for MPMEnlarged management area-from 3 to 9 areasExpended to all projects not only the construction and engineering projects.Become a discipline of ManagementOperation or routine managementProject and program management Chapter 1 Introductionfdce

4、w/3. The importance of learning MPMAll things start with project and then may or may not transit into operations.The project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects. The top management should deal with exception

5、s and that need PMP.Chapter 1 IntroductionChapter 1 Introduction4. The Definition of ProjectProject temporary endeavor undertaken to create a unique product or serviceHas a definite beginning and end and interrelated activitiesUnder the restriction of resourcesFor some purpose of a organization or e

6、ven a person.5. Typical ProjectsR & D projectsBPR and ReorganizationInformation system integration Construction and EngineeringScientific research and Dissertation Olympic Games and other sports gamesEvery kind shows and performanceChapter 1 IntroductionChapter 1 Introduction6. The Characteristics o

7、f a ProjectProducts or Service are unique characteristics are progressively elaboratedProgressively: proceeding in stepsElaborated: worked with care and detailThe work is temporary. Time limited There are resource restriction.fdcew/7. The Definition of Project Management Project Management is the ov

8、erall planning, control and coordination of project from inception to completion. Project Management focus on completing project on-time, within the allotted budget and defined scope, and satisfying the required quality standard.Chapter 1 - IntroductionChapter 1 - Introduction8. The Methods and Tool

9、s of PM Project Management should apply of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing and integrating the following:Scope, time, cost, and qualityStakeholders expectationsRequirements (n

10、eeds) vs. unidentified requirements (expectations)Chapter 1 - Introduction9. The difference between Program and ProjectPrograms adopt new set of objectives and continue to work; Projects cease when declared objectives have been attainedPrograms are groups of projects managed in a coordinated way to

11、obtain benefits not available from managing the projects individuallyMost programs have elements of ongoing operationsSeries of repetitive or cyclical undertakingsProjects is no ongoing operation, are often divided into “subprojects for more manageabilityOften contracted out to external organization

12、s10. Project Management Body of KnowledgeProject integration managementProject scope managementProject time managementProject cost management Project quality managementProject human resource managementProject communication managementProject risk managementProject procurement managementAll these make

13、 up a knowledge system of PMChapter 1 - Introductionfdcew/Project Cost Management, Project Time Management,Project Quality Management Project Risk ManagementProject Communication ManagementProject Procurement ManagementProject Integration ManagementProject Human Resource ManagementProject Scope Mana

14、gementThe System of PMBOK General management knowledge and practices Application area knowledge and practices Generally accepted PM knowledge and practices PMBOKThe relationship of the knowledgefdcew/Chapter 2 Project Management Context1. Project Life CycleProject Life Cycle defines or tells:The pha

15、ses of the project (time)The work performed in each phase (work)The input and output of each phase (result)The milestone of each phase (end sign)Common Characteristics of Project Life Cycles:Cost and Staffing levels are low at start and move higher towards the endProbability of successfully completi

16、ng project is low at beginning, higher towards the end as project continuesStakeholder influence is high at the beginning and progressively lowers as project continuesPhase 1Phase 2Phase 3Phase 4Project go decisionMajor contract let Installation substantially complete Full operationFeasibility study

17、suggestion feasibility pre-designapprove Planning & Designtech-designcost estimateschedulingcontractingplan detailsExecutionfabricationconstructioninstallationtrialTurnover final testingmaintenance Percentage Complete 100%Project Life Cycle of DOD of USA for Acquisition Milestone 2Development Approv

18、alMilestone 0Concept Study ApprovalMilestone 1ConceptDemonstration Approval Milestone 3Production Approval Milestone 4Major Modification Approvals Concept Exploration and DefinitionDemons-tration and ValidationEngineering and Manufacturing DevelopmentProduction andDevelopmentOperation and Supporting

19、 Determi-nation of the Mission NeedPhase 1Phase 0Phase 2Phase 3Phase 4fdcew/Chapter 2 Project Management Context2. Phases of a ProjectProject Phases are marked by the completion of a deliverableTangible, verifiable work productReview of deliverables and approval/denial are “phase exits, stage gates,

20、 or kill pointsPhases are collected into the Project Life CycleSet of defined work procedures to establish management controlChapter 2 Project Management Context 3. Stakeholders of projectsStakeholders: individuals and organizations who are actively involved in the projectOften have conflicting expe

21、ctations and objectivesIn general, differences should be resolved in favor of the customer individual(s) or organization(s) that will use the outcome of the projectStakeholder management is a proactive taskProject Mangers must determine all stakeholders and incorporate their needs into the projectCh

22、apter 2 Project Management Context 3. Stakeholders of projectsStakeholders are:Owners SponsorCustomersEnd UserContractor (Performing Organizations) Supplier Project ManagersProject TeamsSociety and CitizensOthers: government agent and so onOwnersProject ManagerSupplierEnd UserCustomerSponsorSociety,

23、CitizensProject TeamsOthers The relationship of stakeholders of projects4. The Hierarchy of Project Organization ManagementChapter 2 Project Management ContextStakeholders ManagementPerforming Org. Mana.Project Team Mana.Project Manager Chapter 2 Project Management Context5. Organizational SystemsTh

24、e organizational system of Performing Organization is an very important environment factor for a project. Project based vs. Non-Project BasedProject Based derive revenues from performing projects for others (consultants, contractors), “management by projectsNon-Project Based seldom have management s

25、ystems designed to support project needs (manufacturing, financial services)Chapter 2 Project Management Context5. Organizational SystemsOrganizational Cultures and Styles: Entrepreneurial firms more likely to adopt highly participative Project Manager accept higher risk/rewardHierarchical firms les

26、s likely to adopt participative Project Manager take fewer risksChapter 2 Project Management Context6. Organizational StructuresFunctional OrganizationMore emphasis on functions, Specialists1 supervisor No career path in PMProjectized OrganizationEfficient Organization Lack of ProfessionalismEffecti

27、ve Communication, Duplication of functionsMatrix OrganizationVisible Objectives PM Control More than 1 boss, Potential for conflict More support More complex to controlTough resource allocation,Information distribution Coordination Policies & ProceduresSTAFFSTAFFSTAFF PLine DepartmentLine Department

28、Chief ExecutiveFunctionalManager Line Depart.DirectorFunctionalManagerSTAFFSTAFF PSTAFF PSTAFF PSTAFFSTAFF PSTAFFSTAFF PSTAFF PProject CoordinationFunctional and Liner OrganizationSTAFFSTAFFSTAFFSTAFFChief ExecutiveProject ManagerFunctionalManagerProject ManagerProject ManagerSTAFFSTAFFSTAFFSTAFFSTA

29、FFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFProject CoordinationProjectized OrganizationChief ExecutiveLine DepartmentLine Depart.DirectorLine DepartmentFunctionalManagerFunctionalManagerFunctionalManagerProject ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PST

30、AFF PProject CoordinationMatrix OrganizationFunctionalManagerLine Depart.DirectorLine DepartmentLine DepartmentFunctionalManagerSTAFF PChief ExecutiveComposite OrganizationFunctionalManagerManager of Project Managers Project ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTA

31、FF PSTAFF PSTAFF PProject CoordinationProject CoordinationChapter 2 Project Management Context7. Project Management SkillsGeneral Business Management (consistently producing results expected by stakeholders)Leading (establishing direction, aligning resources, motivating)Communicating (clear, unambig

32、uous, and complete)Negotiating (conferring with others to reach an agreement)Problem Solving (definition and decision making)Distinguish causes and symptomsIdentify viable solutionsInfluencing Organization (understanding power and politics)Chapter 2 Project Management Context8. Socioeconomic Influen

33、cesStandards document approved that provides common, repeated use, rules and guidelinesRegulations document that identifies products, services or characteristicsStandards often become actual regulationsInternationalizationCultural InfluencesChapter 3 Project Management ProcessesProject Management re

34、quires active management of Project ProcessesSeries of actions that achieve a resultProject Management ProcessesDescribing and organizing the workProduct-Oriented ProcessesSpecifying and creating the product1. The Processes of Project Life CycleProduction oriented processManagement oriented process

35、Total Project Life CycleProduction oriented processManagement oriented processTurnoverProject life cycle including the operation phasesGeneral project LCOperation phasesChapter 3 Project Management ProcessesChapter 3 Project Management Processes2. Management Process Groups:Initiating processes: reco

36、gnizing a project or phase should beginPlanning processes: devising and maintaining a workable planExecuting processes: coordinating resources to execute the planControlling processes: ensuring project objectives are met; monitoring, correcting and measuring progressClosing processes: formalized acc

37、eptanceChapter 3 Project Management Processes3. The Relationship of Process GroupsProcess Groups are linked by the results each producesProcess Groups are overlapping activities with various levels of intensityProcess Group interactions cross phases “rolling wave planningIndividual processes have in

38、puts, tools and techniques, and outputs (deliverables)Links Among Process Groups in a PhaseClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesChapter 3 Project Management ProcessesClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesI

39、nitiating ProcessesClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesDesign PhaseImplementation PhaseInteraction between Phases of a projectChapter 3 Project Management Processes控制過程Planning ProcessExecuting ProcessClosing ProcessInitiating ProcessLevel o

40、f ActivityPhase StartPhase FinishOverlap of Process Groups in a Phase of a projectControlling ProcessChapter 3 Project Management ProcessesChapter 3 Project Management Processes 4. The Initiating ProcessesCommitting the organization to begin a project or a phase of a project Decision, Initiation, Hi

41、gh-level planning, Charter Making5. Planning ProcessesCore PlanningScope Planning written statementScope Definition subdividing major deliverables into more manageable unitsActivity Definition determine specific tasks needed to produce project deliverablesActivity Sequencing plotting dependencies Ac

42、tivity Duration Estimating determine amount of work needed to complete the activities (continued)Chapter 3 Project Management ProcessesChapter 3 Project Management Processes5. Planning ProcessesCore PlanningSchedule Development analyze activity sequences, duration, and resource requirementsResource

43、Planning identify what and how many resources are needed to perform the activitiesCost Estimating develop resource and total project costsCost Budgeting allocating project estimates to individual work itemsProject Plan Development taking results from other planning processes into a collective docume

44、ntChapter 3 Project Management Processes5. Planning ProcessesFacilitating (Planning) ProcessesQuality Planning standards that are relevant to the project and determining how to meet standardsOrganizational Planning identify, document, and assigning project roles and responsibilitiesStaff Acquisition

45、 obtaining the human resourcesCommunications Planning determining rules and reporting methods to stakeholders(continued)Chapter 3 Project Management Processes5. Planning ProcessesFacilitating (Planning) ProcessesRisk Identification determining what is likely to affect the project and documenting the

46、se risksRisk Quantification evaluating risks and interactions to access the possible project outcomesRisk Response Development defining enhancement steps and change control measuresProcurement Planning determining what to buy and whenSolicitation Planning documenting product requirements and identif

47、ying possible sourcesChapter 3 Project Management Processes5. Planning ProcessesThe order of planning events :Scope StatementCreate Project TeamWork Breakdown StructureWBS dictionaryFinalize the teamNetwork DiagramEstimate Time and CostCritical PathScheduleBudget (continued)5. Planning ProcessesThe

48、order of planning events (continued)Procurement PlanQuality PlanRisk Identification, quantification and response developmentChange Control PlanCommunication PlanManagement PlanFinal Project PlanProject Plan ApprovalKick offChapter 3 Project Management ProcessesChapter 3 Project Management Processes6

49、. Executing ProcessesProject Plan Execution performing the activitiesComplete Work PackagesInformation DistributionScope Verification acceptance of project scopeQuality Assurance evaluating overall project performance on a regular basis; meeting standardsTeam Development developing team and individu

50、al skill sets to enhance the projectProgress Meetings(continued)Chapter 3 Project Management Processes6. Executing ProcessesInformation Distribution making project information available in a timely mannerSolicitation obtaining quotes, bids, order, proposals as appropriateSource Selection chooseing a

51、ppropriate suppliersContract Administration managing vendor relationshipsChapter 3 Project Management Processes7. Controlling Processes To regularly measure project performance and to adjust project planTake preventive actions in anticipation of possible problemsOverall Change Control coordinating c

52、hanges across the entire project planScope Change Control controlling “scope creepSchedule Control adjusting time and project schedule of activities(continued)Chapter 3 Project Management Processes7. Controlling ProcessesCost Control managing project budgetQuality Control monitoring standards and sp

53、ecific project results; eliminating causes of unsatisfactory performancePerformance Reporting status, forecasting, and progress reporting scheduleRisk Response Control responding to changes in risk during the duration of the projectChapter 3 Project Management Processes8. Closing ProcessesAdministra

54、tive Closure generating necessary information to formally recognize phase or project completionContract Close-out completion and delivery of project deliverables and resolving open issuesProcurement AuditsProduct VerificationFormal AcceptanceLessons LearnedUpdate RecordsArchive RecordsRelease TeamCh

55、apter 3 Project Management Processes9. The Skills for Process of GroupsInfluencing the organizationLeadingProblem SolvingNegotiatingCommunicatingMeetingsProject Selection TechniquesComparative Approach (similar projects)Constrained Optimization (mathematical approach) Chapter 3 Project Management Pr

56、ocesses10. Customizing Process Integration Not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. Key aspect of scope verification is customer acceptanceRemember that only 26 % of projects are succeed1. Project Scope ManagementIt is the p

57、rocesses required to ensure that the project includes all, and only, work requiredIt is used to define what “is/is not included in the projectThe project scope shows the work that must be done and measured against project planThe product scope defines features and functions included in the product o

58、r service, and that is measured against requirementsIt is primarily concerned with defining and controlling what is or is not included in the project.Chapter 4 Project Scope ManagementProject Scope ManagementDefined project scopeOwners expectationActual resultChapter 4 Project Scope ManagementThe ph

59、ilosophy of project scope management 1. Project Scope Management There are 5 project scope management processes. They are:1. Initiation-committing the organization to begin the next phase of the project.2. Scope Planning-developing a written scope statement as the basis for future project decisions.

60、3. Scope Definition-subdividing the major project deliverables into smaller, more manageable components.4. Scope Verification-formalizing acceptance of the project scope.5. Scope Change Control-controlling changes to project scope. Chapter 4 Project Scope Management1. Project Scope Management These