資深項目管理

1、Project Management項目管理課程介紹Nanjing University Yang Yao Clifford F. Gray/Erick W. larsonProject Management:The Managerial processSession #1 1Welcome to PM Course歡迎學(xué)習(xí)項目管理課程 Contact Modes 聯(lián)系方式 手機：E-Mail: What I Expect of Myself 對我自己的期望Facilitate lively and meaningful discussion. 使課上討論生動活潑，富有意義Focus acti

2、vities around “real world” situations 注重實際情況Provide constructive feedback. 提供建設(shè)性的反饋。Meet your needs (as best I can). 盡我所能滿足大家的要求。What I ask of You 老師對學(xué)生們的要求Active participation 積極參與Open mindedness 開動腦筋Constructive dialog 建設(shè)性的對話Active listening 積極聽講Helping with keeping us (i.e. “me”) on task & schedu

3、le 幫助我完成教學(xué)任務(wù)和進度 High-quality, graduate-level research 高質(zhì)量，研究生水平的研究Professional writing 專業(yè)寫作 Challenging yourself and me 挑戰(zhàn)你和我Helping to make this class meaningful . 幫助我使本課程富有意義。PM Course Description 項目管理課程描述This course introduces specific managerial concepts and techniques useful in project manageme

4、nt. Topics include: organizational structure; how to plan, begin, carry out, control and close project processes; and the relationship between projects and an organizations mission, objectives and goals. 本課程介紹了用于項目管理當(dāng)中一些特別的管理概念和技術(shù)。題目包括：組織結(jié)構(gòu)，如何做計劃、如何開始、執(zhí)行、控制及結(jié)束項目過程；以及項目與組織使命，目的和目標的關(guān)系等。Everyone could

5、be successful, PM should be a golden key that would bring you successYour future success would depend on your behavior of doing something and the way of thinking.Interpersonal relationship should be stressed wherever you go.IQ is important, but EQ is more important than IQ. (智商 Intelligence quotient

6、,)Learning Goals 學(xué)習(xí)目標Upon the successful completion of this course, you will be able to:Understand how projects and project management relate to the various functions of an organizational “enterprise”;Assess project feasibility and project plan completeness, procedures, and techniques;Apply basic pr

7、oject management concepts to business situations, including the “project life cycle”.成功地學(xué)完本課程后，學(xué)生們將能夠：1）了解項目和項目管理與組織企業(yè)中的各種職能的相關(guān)性。2）評估項目的可行性、項目計劃的完整性以及項目程序和技術(shù)。3）應(yīng)用項目管理的基本概念于具體商業(yè)情形中，包括項目生命周期等。Assignments, Final Exam and Grading作業(yè)，最終考試和評分 Group Assignment 30 points 小組作業(yè) （Project plan）Class participatio

8、n 課上參與 - 10Final Exam 最終考試 60 pointsTotal 100 points 總分Group Assignment 小組作業(yè) Develop a detailed project plan. This project plan should be representative of those in use in actual projects in your environments. You may pick a project of your own, using an actual or created situation. Your plan must i

9、nclude the core elements listed below, using conventional formats: 制定一個詳細的項目計劃書該項目計劃書應(yīng)當(dāng)能代表商業(yè)環(huán)境中具體的項目。你可以自己選擇一個項目，用實際的或虛擬的。項目計劃書一定包含如下的核心要素，按常規(guī)的格式去寫。Group Assignment 小組作業(yè) For group assignment you will create a detailed Work Breakdown Structure (WBS) for a project of your choice. The WBS should includ

10、e an element dictionary that describes each element at least to level three. 選定項目創(chuàng)立一個詳細的WBS, 至少要分三層。Your WBS project may involve any one of the following project types: WBS 項目可以包括如下類型的項目。Grading Criteria for Individual Assignments作業(yè)的評分標準Assignment Specific Requirements作業(yè)的特別要求Assignment Please submit

11、 it on the date of final exam by hardcopy and also e-mail me at the same time. 請將打印好的作業(yè)在最終考試時交于老師，同時請將作業(yè)電子版發(fā)到我的電子信箱中。Length of Paper. A quality undergraduate-level research paper of this type should consist of between 5-8 typed, double spaced pages (not including title page, table of contents, or re

12、ference list) 5-8頁，空兩格間距大學(xué)生水平質(zhì)量的研究論文（不包括標題頁，目錄以及參考文獻）Writing Style. American Psychological Association (APA) recommended 推薦用美國心理協(xié)會的寫作風(fēng)格（APA格式）Overview of Project Management 項目管理概要TIMECOSTPERFORMANCE/TECHNOLOGYRESOURCESOverview of Project Management 項目管理概要This figure is a pictorial representation of

13、project management. 該圖是一種項目管理的圖形解釋The objective of the figure is to show that project management is designed to manage or control company resources on a given activity, within time, within cost, and within performance.這張圖的目的是表明項目管理是在一定的時間、成本、績效下，針對給定的活動管理或控制公司資源。Time, cost, and performance are the c

14、onstraints on the project. 時間、成本、和績效是項目的約束因素If the project is to be accomplished for an outside customer, then, project has a fourth constraint: good customer relations. 如果項目是為外部客戶實施的，那么，項目又有了第四個限制因素：良好的客戶關(guān)系。 Three Project objectives三個項目目標Time 時間Cost 成本Performance 績效What is project ? 什么是項目？ A projec

15、t is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specification designed to meet customer needs. 項目是一種復(fù)雜的，非日常性的、一次性的努力，并受時間、預(yù)算、資源以及能滿足客戶要求績效或規(guī)格的限制。A project is a one time job or activity 項目是一次性的工作或活動。Has definite starting and ending points 有明確的開始和結(jié)束點。Cl

16、early defined objectives 有清楚界定的目標。Scope 有范圍 Budget 有預(yù)算 A project is a problem scheduled for solution.Dr. J. M. Juran(Dean of American consultants on quality control, was a pioneer in the development of principles and methods for managing quality control programs) What is Project ? 什么是項目？ What is a P

17、roject? 什么是項目? A Project is any series of tasks and activities that:1Have Specific Objectives to be CompletedWithin Certain Specifications 某種規(guī)定內(nèi)要完成特定的目標2Have Defined Start and End Dates 有開始和結(jié)束日期3Have Funding Limits 有資金的限制4Consume Resources要消耗資源，包括人力、物力。Master ScheduleThe major characteristics of a p

18、roject項目的主要特點An established objective 一個確立的目標A defined life span with a beginning and an end; 有規(guī)定的生命周期，有開始和結(jié)束。Usually, the involvement of several departments and professionals. 通常會有多部門及眾多專業(yè)人員參與。（強調(diào)跨部門溝通與協(xié)作）Typically, doing something that has never been done before. 過去從未做過。（不確定性大）Specific time, cost,

19、 and performance requirements. 有具體的時間，成本以及績效要求。Project life cycle項目生命周期Project life cycle項目生命周期Definition: Specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned. Planning stage: the level of effort increases and plans are

20、 developed to determine what the project will entail, when it will be scheduled, whom it will benefit, what quality level should be maintained and what the budget will be. Execution stage: A major portion of the project work takes place- both physical and mental. The physical product is produced ( a

21、 bridge, a report , and software program) ,Time, cost and specification measures are used for control. Is the project on schedule, on budget, and meeting specifications? What are the forecasts of each of these measures ? What revisions /changes are necessary?Delivery stage: Includes the two activiti

22、es: delivering the project product to the customer and redeploying project resources. Delivery of the project might include customer training and transferring documents. Redeployment usually involves releasing project equipment/materials to other projects and finding new assignments for teams member

23、s WHY USE PROJECT MANAGEMENT ? 為什么要用項目管理 ？Project Management and productivity are related ！項目管理與生產(chǎn)力相關(guān)！The Importance of Project Management項目管理的重要性 (The dawning of “the age of Project Management”)Compression of the Product Life Cycle 產(chǎn)品生命周期的縮短Global Competition 全球性競爭Knowledge Explosion 知識爆炸Corporate

24、Downsizing for survival 求生存公司壓縮Increased Customer Focus 客戶化服務(wù)的增強Rapid Development of Developing countries and Closed Economies 第三世界，發(fā)展中國家飛速發(fā)展以及封閉經(jīng)濟的解禁Small Projects Represent Big Problems 小項目代表大問題 The importance of Project Management & The Age of Project Management 項目管理的重要性與項目管理的時代1-2The Importance

25、of Project ManagementGlobal competitionTodays open market demands not only cheaper products and services but also better products and services. This has led to the emergence of the quality movement across the world with ISO 9000 certification a requirement for doing business. ISO 9000 is a family of

26、 international standards for quality management and assurance. These standards cover design, procurement, quality assurance, and delivery processes for everything from banking to manufacturing. Quality management and improvement invariably involve project managementMore and more work is being classi

27、fied as projects, Individuals are being assigned responsibility to achieve a specific objective within a given budget and by a specified deadline. Project management, with its triple focus on time, cost, and performance, is proving to be an efficient, flexible way to get things done. The Importance

28、of Project ManagementKnowledge explosion The growth in new knowledge has increased the complexity of projects because projects encompass the latest advances. For example, building a road 30 years ago was somewhat simple process. Today, each area have increased in complexity, including materials, spe

29、cifications, codes, aesthetics, equipment, and required specialists. Similarly, in todays digital, electronic age it is becoming hard to find a new product that does not contain at least one microchip. Project complexity has increased the need to integrate divergent technologies. Project management

30、has emerged as an important discipline for achieving this task. The Importance of Project ManagementCorporate Downsizing The last decade has seen a dramatic restructuring of organizational life. Downsizing and sticking to core competencies have become necessary for survival for many firms. Middle ma

31、nagement is a mere skeleton of the past. In todays flatter and leaner organizations, where change is a constant, project management is replacing middle management as a way of ensuring that things get done. Corporate downsizing has also led to a change in the way organizations approach projects. Comp

32、anies outsource significant segments of project work, and project management have to manage not only their own people but also their counterparts in different organizations. The Importance of Project ManagementIncreased Customer focusIncreased competition has placed a premium on customer satisfactio

33、n. Customers no longer simple settle for generic products and services. They want customized products and services that cater to their specific needs. This mandate requires a much closer working relationship between the provider and the receiver.Increased customer attention has also prompted the dev

34、elopment of customized products and services. Project management is critical both to development of customized products and services and to sustaining lucrative relationships with customers.The Importance of Project ManagementRapid development of third world and closed economiesThe collapse of the S

35、oviet Empire and the graduate opening of Asian communist countries have created an explosion of pent-up demand within these societies for all manger of consumer goods and infrastructure development. Western firms are scrambling to introduce their products and service to these new markets, many firms

36、 are using project management techniques to establish distribution channels, and foreign bases of operations, these historical change have created a tremendous market for core project work in the area of heavy construction and telecommunications as eastern European and Asian countries strive to revi

37、talize their inefficient industries and decrepit infrastructure. The Importance of Project ManagementSmall projects represent big problemsThe velocity of change required to remain competitive or simply keep up has created an organizational climate in which hundreds of projects are implemented concur

38、rently. This climate has created a multiproject environment and a plethora of new problems. Sharing and prioritizing resources across a portfolio of projects is a major challenge for senior management.Small projects typically carry the same or more risk as do large projects.Because so many projects

39、are going on concurrently and because the perception of the inefficiency impact is small, measuring inefficiency is usually nonexistent. Unfortunately, many small projects soon add up to large sums of money, many customers and millions of dollars are lost each year on small projects in product and s

40、ervice organizations. Many small projects can eat up the people resources of a firm and represent hidden costs not measured in the accounting system. The Importance of Project ManagementOrganizations with many small project going on concurrently face the difficult project management problems.A key q

41、uestion becomes one of how to create an organizational environment that supports multi project management. A process is needed to prioritize and develop a portfolio of small projects that supports the mission of the organization. The Importance of Project ManagementIn summary, there are a variety of

42、 environmental forces interacting in todays business world that contribute to the increased demand for good project management across all industries and sectors. Project management apprears to be ideally suited for a business environment requiring accountability, flexibility, innovation, speed and c

43、ontinuous improvement, however, people do not embrace change easily or quickly. The “professional” PMPMI Membership 美國項目管理協(xié)會 會員數(shù)從90年到2001年劇增情況。1990: 7,500 members 2001: 86,000 members戰(zhàn)略管理、運作管理與項目管理Strategic management, Operation management and project management 戰(zhàn)略管理（Strategic management） 它從宏觀上幫助組織明

44、確和把握組織發(fā)展的方向。運作管理（Operation Management) 對日常的、重復(fù)性的工作管理項目管理（Project management) 對一次性的、創(chuàng)新性工作的管理戰(zhàn)略管理Strategy management項目管理Project management運作管理Operation ManagementThe Three-Legged Stool 三腿凳ProjectManagerLineManagementManagementSenior(I.e. Sponsor)MATURITY IN PROJECT MANAGEMENT IS LIKE A THREE - LEGGED

45、STOOL. THE LEGS REPRESENT THE:三條腿分別代表：Project Manager項目經(jīng)理Line Manager(s)直線經(jīng)理Executive Management (i.e. Project Sponsor) 高級執(zhí)行管理人，項目贊助發(fā)起人Maturity cannot exist without stabilityTOP OF THE THREE - LEGGED STOOL 三腿凳的頂部ORGANIZATIONALSTRUCTURE 組織結(jié)構(gòu)ORGANIZATIONALBEHAVIOR 組織行為TOOLS & 工具和技術(shù)TECHNIQUESMoney ( co

46、ntrolled by Project manager) 資金（由項目經(jīng)理控制）Manpower( controlled by line manager ） 人力由直線經(jīng)理控制Equipment (controlled by line manager) 設(shè)備由直線經(jīng)理控制Facilities( controlled by line manager) 設(shè)施由直線經(jīng)理控制Materials(controlled by line manager) 材料由直線經(jīng)理控制Information/technology(controlled by line manager) 信息/技術(shù)由直線經(jīng)理控制Proje

47、ct manager must, therefore, negotiate with line managers for all project resources , 因此，項目經(jīng)理必須與直線經(jīng)理溝通協(xié)商以獲得所有項目資源。Effective project management requires an understanding of quantitative tools and techniques, organizational structures, organizational behavior. 有效的項目管理需要了解定量工具和技術(shù)、組織結(jié)構(gòu)以及組織行為等。Resources t

48、hat most companies have多數(shù)公司具有的資源 Capability Maturity Model (CMM)能力成熟度模型 （developed by SEI and PMI at Carnegie Mellon University)Capability Maturity Model (CMM)能力成熟度模型 （developed by SEI and PMI at Carnegie Mellon University)Each level represents an advance in the use of benchmarked project management

49、 best practices.Level 1: There is an absence of a process for developing a project plan that includes cost, time, and performance ( Unpredictable processes) Level 2: Repeatable processes used primarily on large mission-critical projects. Level 3 Well-defined processes that are integrated with organi

50、zation processes.Level 4: The highest level represents seamless, integrated, holistic project systems and processes that include strategic decisions that take into account project selection, plans, performance, and lessons learned. Level 5: Continuous improvement by archiving and using lessons learn

51、ed to improve project management learned. Integrated Management of Projects 項目的綜合管理 Integration of Projects with the Strategic PlanIn some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans are written by one group of man

52、agers, projects selected by another group, and projects implemented by another.在一些組織中，項目的選擇和管理常常未能支持組織的戰(zhàn)略計劃。戰(zhàn)略計劃由一群管理人員編撰，而項目有另一組人選擇，又由再一組人來實施。These independent decisions by different groups of managers create a set of conditions leading to conflict, confusion, and frequently, an unsatisfied custome

53、r. 不同管理人員群體的這些獨立決策產(chǎn)生了一系列的情況，導(dǎo)致了沖突、混亂、以及常常使客戶不滿意。 Under these conditions, resources of the organization are wasted in non-value-added activities /projects.在這些情況下，組織的資源被浪費在沒有附加值的活動/項目上。An integrated project management systemAn integrated project management system is one in which all of the parts are i

54、nterrelated. A change in any one of the parts will influence the whole. 在整合的項目管理系統(tǒng)中，所有的部分都是彼此相關(guān)的，任何部分的變化會影響整體。Every organization has a customer it is seeking to satisfy. The customer sets the raison detre for the organization. 每個組織都有其力圖滿足的客戶，客戶決定了組織的生存理由。Mission, objectives, and organization strateg

55、ies are set to meet the needs of customers. 使命、目標、和組織戰(zhàn)略的制定必須滿足客戶的需要。Development of a mission, objectives. And organization strategies depend on the external and internal environmental factors. 使命、目標、和組織戰(zhàn)略取決于外部和內(nèi)部的環(huán)境因素。 The Technical and Sociocultural Dimensions of the Project Management Process 項目管理

56、過程技術(shù)和社會文化維度(科學(xué)與藝術(shù)）Operations and projects share many characteristics, they are performed by people, constrained by limited resources, planned, executed and controlled. (common points) 共同點：都是有人來實施的，受有限資源的限制，都需要計劃、實施和控制。Operations and projects differ primarily in that operation is ongoing and repetiti

57、ve while projects are temporary and unique. ( different points) 其主要區(qū)別是：運作是正在進行中，重復(fù)性的工作，而項目是臨時的，唯一性的。 Projects are often implemented as a mean of achieving an organizations strategic plan. ( corporate strategic goal and plan can be achieved by projects)項目常常作為實現(xiàn)組織戰(zhàn)略計劃的工具而實施的。公司目標和計劃是通過項目來實現(xiàn)的。The diffe

58、rence between project and operation ?項目與運作的區(qū)別？New product or service development, effecting a change in structure,staffing, or style of an organization, 新產(chǎn)品或服務(wù)開發(fā)，影響結(jié)構(gòu)、人員或組織類型的變化。Designing new transportation vehicle (car,train, ship aircraft) 設(shè)計新的運輸交通工具（如汽車、火車，輪船、飛機）Develop a new or modified informat

59、ion system (MIS, soft system in organization, such as financial & accounting ) 開發(fā)組織內(nèi)部新的或改進的信息系統(tǒng)，如管理信息系統(tǒng)，軟系統(tǒng)，如財務(wù)和會計系統(tǒng)。Building a water system for a community,為社會修建供水系統(tǒng)Running a campaign for political office 政治競選活動A meeting or ceremony organizing and designing 會議組織或儀式。.Examples of Project 項目舉例 (could

60、be small or big 項目可大可小) What is Project Management?WhatWhenWhyWhereWhoHowIn a Nutshell 5W+HWhat needs to be done? 需要做什么？When does it need to be done by? 需要什么時候做？Why does it need to be done? 為什么需要做？Where is it going to be done? 去那兒做？Who is going to do it? 誰去做？How is it going to be done? 如何去做？ Project