生產(chǎn)企業(yè)項(xiàng)目管理基礎(chǔ)(1)

1、Project Management Workshop項(xiàng)目管理講座 Morning Workshop Objectives講座目標(biāo) 在培訓(xùn)的結(jié)束時(shí)，參與者將能夠: At the end of the training, participants will be able to:描述項(xiàng)目管理與綜合管理上的不同 Describe the difference between project management and general management定義項(xiàng)目以及項(xiàng)目的生命周期 Define Project and Project Life Cycle理解項(xiàng)目領(lǐng)導(dǎo)者在這個(gè)項(xiàng)目中的所處的角色和承

2、擔(dān)的責(zé)任 Explain the roles and responsibilities of the project leader列出管理一個(gè)項(xiàng)目的關(guān)鍵的成功因素 List the critical success factors for managing a project區(qū)分不同類型的項(xiàng)目規(guī)劃和項(xiàng)目規(guī)劃步驟 Identify the different types of project planning and planning processes利用項(xiàng)目管理軟件和技巧來管控預(yù)算和進(jìn)程 Control budgets and schedules by using project manag

3、ement tools and techniques為突發(fā)事件及意外狀況制定一個(gè)風(fēng)險(xiǎn)管理計(jì)劃 Develop a risk management plan for contingency Course Content課程內(nèi)容 Definition of Projects項(xiàng)目的定義 Difference between Project and General Management項(xiàng)目和一般管理的區(qū)別Project Management Process 項(xiàng)目管理的步驟Investment Appraisal投資評估Project Life Cycle項(xiàng)目生命周期Definition定義What i

4、s a Project? 什么是項(xiàng)目？Definition定義A Planned Undertaking 一個(gè)計(jì)劃好的事業(yè)Definition定義The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project, while dealing with constraints on budget, time, resources and techn

5、ologies.在預(yù)算費(fèi)用，時(shí)間，資源和技術(shù)有限的條件下為了達(dá)到或超過相關(guān)人員對項(xiàng)目的要求和期待對知識，技能，工具，技術(shù)等的應(yīng)用。（即在一定時(shí)間內(nèi)，滿足一系列特定目標(biāo)的多項(xiàng)相關(guān)工作的總稱。）Project Similarities 項(xiàng)目的相同點(diǎn)Define Goal制定目標(biāo)Definite Time 制定時(shí)間Resource Budget 資源預(yù)算 Project Differences 項(xiàng)目的不同點(diǎn)Scale規(guī)模Technical Complexity 技術(shù)復(fù)雜度Technological Uncertainty 技術(shù)不確定性 What are the Differences? Projec

6、t Management 項(xiàng)目管理General Mangement 綜合管理VS.Project vs. General Management項(xiàng)目管理 V.S 綜合管理Nature性質(zhì)Focus關(guān)注點(diǎn)Team Structure 組織架構(gòu)Measure of Success成功的衡量標(biāo)準(zhǔn)Investment Appraisal投資評估Conventional Method 常規(guī)方法The Payback Method回收期法，償付方法The Average Rate of Return Method平均回收比率法 Discounting Method 折現(xiàn)法The Net Present V

7、alue (NPV) 凈現(xiàn)值The Internal Rate of Return (IRR) 內(nèi)部收益率Project Planning 項(xiàng)目規(guī)劃Example 舉例說明The Payback Method回收期法Time taken to pay back the initial cost of the project 收回最初成本所用的時(shí)間For projects that earn the same amount of net proceeds each year假設(shè)項(xiàng)目每年賺的凈收入是相同的 initial cost 最初成本= net proceeds純收入Drawback 缺點(diǎn)T

8、akes no account of the earning after the payback period for the full life of the project 在整個(gè)項(xiàng)目中不考慮回收期后的盈利Timing is ignored 時(shí)間的安排被忽略The Payback Method 回收期法Suitable for investment projects that 適合投資的項(xiàng)目有the cost is low and the project is completed in a short time投資少，周期短the investment is productive as s

9、oon as the initial cost is incurred一旦有初期成本投入就有高效的投資回報(bào)the net proceeds are easily determined.有很確定的純盈利The Average Rate of Return Method 平均收益率法The highest average rate of return is considered to be the most profitable 最高的平均收益率被認(rèn)為是最盈利的 Gross Life of proceeds / investment= x 100% Initial cash investment總

10、銷售收入 / 投資期限= x 100% 初期現(xiàn)金投入Depreciation is allowed for in the calculation by using the formula 折舊率也可以加到在這個(gè)公式里計(jì)算 Average annual Average annual proceeds depreciation= x 100% Initial cash investment Average annual 年平均收入 年平均折舊= x 100% 初期現(xiàn)金投入The Average Rate of Return Method 平均收益率法Drawback 缺點(diǎn):Comparable r

11、esults can only be obtained when the life spans of the projects are the same 只有相同壽命期限的項(xiàng)目才能比較The Average Rate of Return Method 平均收益率法Net Present Value Method (NPV)凈現(xiàn)值法 Discounts the expected future proceeds from a project to the present value of those incomes 從項(xiàng)目當(dāng)前收入的現(xiàn)值中折扣預(yù)期的未來收益If the net present va

12、lue of the proceeds exceeds the initial cost, the investment will be profitable 如果凈現(xiàn)值超過了初期投入成本則這個(gè)投資是可盈利的Discounting rate to be applied 折扣率的應(yīng)用Current rate of interest; or 當(dāng)前利率或者Rate of interest that could be earned elsewhere if internal funds are used to finance the project為項(xiàng)目提供融資的其他內(nèi)部資金的利率 = 折現(xiàn)現(xiàn)值 項(xiàng)目

13、的初期成本(Discounted present value) (Initial cost of the project)Internal Rate of Return Method (IRR) 內(nèi)部收益率法IRR（財(cái)務(wù)內(nèi)部收益率） = The rate of interest that will reduce the proceeds from the project to the original cost 項(xiàng)目在整個(gè)計(jì)算期內(nèi)各年財(cái)務(wù)凈現(xiàn)金流量的現(xiàn)值之和等于零時(shí)的折現(xiàn)率（也就是使項(xiàng)目的財(cái)務(wù)凈現(xiàn)值等于零時(shí)的折現(xiàn)率 ）Project is profitable if項(xiàng)目只有在下列情況下才是盈利

14、的It equates with a reasonable return on capital invested or at least is more than the cost of borrowing the funds to finance the investment只有當(dāng)投入資本能夠合理的回收或者至少高于借用于融資的資本If the proceeds from the investment are not regular 如果投入的收益不穩(wěn)定the only way to find the internal rate of return is by trial那么找到內(nèi)部收益率的唯

15、一方法是不斷嘗試摸索其他注意事項(xiàng)Other Considerations Sometimes difficult to estimate the future income from an investment project 我們經(jīng)常很難去評估一個(gè)投資項(xiàng)目的未來收入Quantifying the amount by which revenue will be raised may be extremely difficult 確定盈利的額度是更加困難的事情Difficult to quantify the risk element 很難去確定風(fēng)險(xiǎn)因素的數(shù)量Unforeseen circums

16、tances may invalidate the appraisal 無法預(yù)料到的情況也許會使你的評估作廢e.g. inflation 比如說通貨膨脹The life of the project may have been wrongly estimated 項(xiàng)目的生命周期也可能會被估算錯(cuò)誤Government intervention may affect the project 政府的干預(yù)也會對項(xiàng)目的運(yùn)作有影響Project Life Cycle項(xiàng)目的生命周期Divide each project into several project phases to provide bette

17、r management control and appropriate links to the ongoing operations of the performing organization 把每個(gè)項(xiàng)目分為幾個(gè)小階段是為了對執(zhí)行機(jī)構(gòu)的實(shí)施運(yùn)作過程提供更好的管控和適當(dāng)?shù)逆溄覥haracteristics of Project Phases Each project phase is marked by completion of one or more deliverables, which is/are:每個(gè)項(xiàng)目階段都以完成一個(gè)或多個(gè)可交付成果為標(biāo)志Tangible, verifiab

18、le work product which form a generally sequential logic designed to ensure proper definition of the product of the project. 可交付成果是某種有形的，可驗(yàn)證的工作成果，它會形成一個(gè)大致的順序邏輯旨在于確保產(chǎn)品有個(gè)恰如其分的定義The conclusion of a project phase is generally marked by phase-end reviews which are often called項(xiàng)目的最終階段一般會是階段末審查，它也叫經(jīng)常被稱為Phas

19、e exits, stage gates, or kill points 階段放行口，階段關(guān)卡或驗(yàn)收站 For:Determine if the project should continue into its next phase, and決定這個(gè)項(xiàng)目是否能繼續(xù)到下一個(gè)階段Detect and correct errors cost effectively 有效檢測和糾正錯(cuò)誤費(fèi)用Characteristics of Project Life Cycle項(xiàng)目生命周期的特性Serves to define the beginning and the end of a project 用來定于一個(gè)

20、項(xiàng)目的開始和結(jié)束Determine which transitional actions at the end of the project are included and which are not 定義哪些過渡動(dòng)作是屬于該項(xiàng)目的哪些是不屬于的Deliverables from the preceding phase are usually approved before work starts on the next phase 前階段的可交付成果一般需要在下個(gè)階段開始前被核準(zhǔn)“Fast Tracking”快速跟進(jìn)A subsequent phase is begun prior to

21、approval of the previous phase deliverables when the risks involved are deemed acceptable 當(dāng)涉及的風(fēng)險(xiǎn)被認(rèn)為是可以接受的前提下，后一個(gè)階段的開始會先于前一個(gè)階段的可交付成果的批準(zhǔn)項(xiàng)目管理過程Project Management ProcessA series of activities embodied in a process of getting things done 在完成項(xiàng)目的過程中包含了一系列的活動(dòng)規(guī)劃Planning組織Organization推動(dòng)Motivation指導(dǎo)Directing管

22、控Controlling項(xiàng)目管理項(xiàng)目管理Project Management Process項(xiàng)目管理流程Planning規(guī)劃What are the organizations mission, objectives, goals and strategies? 組織的任務(wù)，目標(biāo)和策略是什么？Organization組織Whats involved and why ? 哪些條件需要被涉及進(jìn)來，為什么？Motivation激勵(lì)What brings out the best performance of people in supporting the organizations purpose

23、? 怎樣才能使這個(gè)項(xiàng)目中的隊(duì)員有最佳的表現(xiàn)Project Management Process項(xiàng)目管理流程Directing指示 Who decides what and when? 誰來決定做什么以及什么時(shí)候開始做Controlling管控 Who judges results and by what standards? 誰來對結(jié)果做出評價(jià)以及他的評判標(biāo)準(zhǔn)是什么? Project Management 項(xiàng)目管理 Exercise 練習(xí) Project Planning Situation 項(xiàng)目規(guī)劃形勢Project Planning項(xiàng)目規(guī)劃Purpose目的Lays a solid fou

24、ndation for conducting a project 為執(zhí)行一個(gè)項(xiàng)目打下堅(jiān)實(shí)的基礎(chǔ)Forms a baseline for other necessary activities such as project budgeting, project control and project administration 為其它必須的活動(dòng)制定一個(gè)基線，比如說項(xiàng)目預(yù)算，項(xiàng)目控制和項(xiàng)目管理（行政方面）Makes people understand what they are expected to produce, what they have to do, and commit them

25、to do what is required. 使大家理解哪些是需要被提出的，哪些是需要去執(zhí)行的，然后使他們致力于完成那些要求Types of Plans 計(jì)劃類型Activity Plans行動(dòng)計(jì)劃Resource Plans資源計(jì)劃Project PlanningThe Planning Process計(jì)劃的步驟Set measurable objectives 制定評判標(biāo)準(zhǔn)Identify activities and establish procedures確定活動(dòng)建立規(guī)程Identify required resources (time, budget, man & equipmen

26、t)確定必要的資源(時(shí)間，預(yù)算，人力，設(shè)備）Analyze existing resources分析現(xiàn)有的資源Assign responsibility 分配任務(wù)Consider alternatives 考慮好備選方案Provide contingencies 提供意外事件的參考方案Establish check points and control mechanism建立檢查點(diǎn)和控制機(jī)構(gòu)Documentation 文件 Project PlanningCentral Limit Theory中心極限定理（趨中理論 ） O+P+(4 X M)E = 6 E = Expected time（預(yù)

27、期執(zhí)行時(shí)間） O = Most optimistic time（最樂觀，最少的用時(shí)） P = Most pessimistic time(最保守估定,最長可能用時(shí)） M = Most probable time （最可能的用時(shí)）Levels of Plans The number of levels (i.e. degree of details) of plans required will depend on the complexity of the project）標(biāo)準(zhǔn)的劃分取決于項(xiàng)目的復(fù)雜程度總體規(guī)劃（藍(lán)圖） Master Plans 階段計(jì)劃 Stage Plans 具體計(jì)劃 De

28、tailed Plans 個(gè)人工作計(jì)劃 Individual Work Plans Roles and Responsibilities ofProject Members項(xiàng)目成員的角色和責(zé)任Customer客戶受益于項(xiàng)目Benefits from the project制定初級要求Defines the original requirements.Project Owner項(xiàng)目主體Takes ultimate responsibility for a project 對項(xiàng)目承擔(dān)最終成敗責(zé)任 Provides support from the rest of the business alth

29、ough they will not be managing the project themselves雖然不參與項(xiàng)目的管理但是從其他事情上提供支持Project Manager who is nominated to 項(xiàng)目經(jīng)理是被授命于：Manage the team 管理團(tuán)隊(duì) Bring to fruition the results wanted within the specified and agreed constraints.在特定的條件中完成任務(wù) Project Management項(xiàng)目管理 Discussion討論 What are the roles of a Proje

30、ct Manager 項(xiàng)目經(jīng)理的角色是什么？Role of Project Manager 項(xiàng)目經(jīng)理的角色-Identify and assign Project Team members and appraise their performance 制定和分配團(tuán)隊(duì)的工作評估績效2. Direct and organize the Project Team to develop the service platform 指導(dǎo)和組織項(xiàng)目成員去發(fā)展服務(wù)平臺Ensure that team members are skilled to perform and arrange training whe

31、n necessary 確保隊(duì)員們得到相應(yīng)技能培訓(xùn)Supervise and give consultation to team members during the project development 在項(xiàng)目的發(fā)展中提供指導(dǎo)和建議Report to the Project Owner periodically on the progress of the project 定期給給項(xiàng)目責(zé)任人匯報(bào)進(jìn)程6. Ensure team members are well aware of the objectives of the project, and major issues, decisions and targets 確保成員們很清楚項(xiàng)目的宗旨，主要問題，決定和目標(biāo)7. Resolve any conflicts and issues 解決內(nèi)部的沖突和爭論 8. Prepare project budget and secure the required resources i.e. budget, manpower, equipment, etc 準(zhǔn)備項(xiàng)目的預(yù)算，取得必要的資源