英文版：項(xiàng)目管理培訓(xùn)課件

1、項(xiàng)目管理培訓(xùn)喬東2001年10月項(xiàng)目管理培訓(xùn)喬東目錄項(xiàng)目管理概覽項(xiàng)目管理過程介紹項(xiàng)目管理知識領(lǐng)域介紹PROJECT軟件入門測驗(yàn)案例分析目錄項(xiàng)目管理概覽發(fā)達(dá)國家對項(xiàng)目管理的認(rèn)識已經(jīng)相當(dāng)成熟項(xiàng)目管理具有普遍性項(xiàng)目管理對項(xiàng)目的成功具有重要作用項(xiàng)目管理需要特殊的管理方法項(xiàng)目管理已經(jīng)發(fā)展成為一門管理科學(xué)越來越多的組織、企業(yè)開始重視項(xiàng)目管理據(jù)Fortune預(yù)測，項(xiàng)目經(jīng)理將成為21世紀(jì)年輕人的首選職業(yè)發(fā)達(dá)國家對項(xiàng)目管理的認(rèn)識已經(jīng)相當(dāng)成熟項(xiàng)目管理具有普遍性相關(guān)組織和知識體系PMI（ Project Management Institute)PMBOK(Project Management Body Of Kn

2、owledge)PMP(Project Management Professional)PMP認(rèn)證考試相關(guān)組織和知識體系PMI（ Project Manageme項(xiàng)目的定義PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration項(xiàng)目的定義PROJECT is a temporary en項(xiàng)目管理的定義PROJECT MANAGEMENT is the appl

3、ication of knowledge, skills, tools, and techniques to project activities to meet project requirementsScope, time, cost, and qualityStakeholders with differing needs and expectationsIdentified requirements （needs） and unidentified requirements （expectations）項(xiàng)目管理的定義PROJECT MANAGEMENT is t項(xiàng)目管理的相關(guān)知識結(jié)構(gòu)常

4、見的項(xiàng)目管理知識與實(shí)踐一般的管理知識和實(shí)踐應(yīng)用領(lǐng)域的知識與實(shí)踐項(xiàng)目管理的相關(guān)知識結(jié)構(gòu)常見的項(xiàng)目管理知識與實(shí)踐一般的管理知識項(xiàng)目的利益相關(guān)者（Stakeholders）積極參與項(xiàng)目，或其利益受到項(xiàng)目執(zhí)行過程或項(xiàng)目成功完成的影響的個(gè)人和組織。項(xiàng)目經(jīng)理客戶運(yùn)營中的組織出資人項(xiàng)目的利益相關(guān)者（Stakeholders）積極參與項(xiàng)目，或外部影響標(biāo)準(zhǔn)法規(guī)國際化文化社會(huì)、經(jīng)濟(jì)、環(huán)境外部影響標(biāo)準(zhǔn)項(xiàng)目階段的劃分Each project phase is marked by completion of one or more deliverables.Deliverable: tangible, verifiab

5、le work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively項(xiàng)目階段的劃分Each project phase is m項(xiàng)目生命周期Project life cycle serves to define the beginning and the end of a project.Project life cycle V.S. Product life cycleprogramsubpr

6、oject項(xiàng)目生命周期Project life cycle serve項(xiàng)目組織職能式矩陣式弱矩陣平衡矩陣強(qiáng)矩陣項(xiàng)目式項(xiàng)目經(jīng)理職責(zé)項(xiàng)目經(jīng)理授權(quán)項(xiàng)目經(jīng)理時(shí)間項(xiàng)目協(xié)調(diào)力度項(xiàng)目組織職能式項(xiàng)目經(jīng)理職責(zé)項(xiàng)目管理五大階段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes項(xiàng)目管理五大階段Initiating processes項(xiàng)目管理過程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting

7、 ProcessesClosing Processes項(xiàng)目管理過程Initiating ProcessesPlan項(xiàng)目管理九大知識領(lǐng)域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procuremen

8、t Management項(xiàng)目管理九大知識領(lǐng)域Project IntegrationProject Integration Management項(xiàng)目計(jì)劃、執(zhí)行和控制的不同過程的綜合集成項(xiàng)目管理與企業(yè)日常運(yùn)營的集成產(chǎn)品范圍與項(xiàng)目范圍的集成不同職能部門的成果的集成項(xiàng)目中各約束條件的集成Project Integration ManagementProject Scope ManagementProduct scope v.s. Project scopeProject Scope ManagementProducInitiationOutputs:Project charterProject man

9、ager identified/assignedConstraintsAssumptionsInitiationOutputs:Scope PlanningOutput:Scope statementSupporting detailScope managementScope PlanningOutput:Scope Definition目的：提高估算成本、時(shí)間、資源的準(zhǔn)確度定義 衡量和控制項(xiàng)目績效的基線明確職責(zé)的分派Output:Work Breakdown Structure （WBS）正確的范圍定義是項(xiàng)目成功的關(guān)鍵Scope Definition目的：Scope Verification

10、Scope verification v.s. quality controlScope VerificationScope verifiScope Change Control目的：影響產(chǎn)生范圍變化的因素，以保證變化是有益的確定范圍的變化會(huì)發(fā)生對變化是否已經(jīng)發(fā)生和發(fā)生的時(shí)間進(jìn)行管理Scope Change Control目的：產(chǎn)生變化的主要原因一個(gè)外部事件（如政府法規(guī)的改變）在產(chǎn)品范圍定義中發(fā)生的失誤在項(xiàng)目范圍定義中發(fā)生的失誤增值引起的變化（如新技術(shù)的引入）產(chǎn)生變化的主要原因一個(gè)外部事件（如政府法規(guī)的改變）Project Time ManagementActivity Definitiona

11、ctivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed timeProject Time ManagementActivitActivity SequencingDependenciesMandatory, Discretionary, ExternalPDM（AON）: FS, FF, SS, SFADM（AOA）: FSGERT: Loop or conditional branchesActivity SequencingDependenci

12、eSchedule Development考慮因素：項(xiàng)目網(wǎng)絡(luò)圖（活動(dòng)順序）活動(dòng)時(shí)間估計(jì)資源需求可獲得資源日歷（項(xiàng)目、資源）限制條件假設(shè)前提活動(dòng)的時(shí)間間隔Schedule Development考慮因素：Schedule Development幾種常見的表示方法壓縮時(shí)間的方法CPMCrashingFast trackingResource levelingSchedule Development幾種常見的表示方法Schedule Control關(guān)鍵路徑法最早啟動(dòng)時(shí)間（ES）最遲啟動(dòng)時(shí)間（LS）Float舉例Schedule Control關(guān)鍵路徑法Project Cost ManagementR

13、esource PlanningCost EstimatingCost BudgetingCost ControlProject Cost ManagementResourc常用術(shù)語PV: Present ValuePV = FV / （1+r）nNPV: Net Present ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed常用術(shù)語PV: Present ValueProject Quality ManagementQuality policyProject & Pro

14、ductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s. Inspected inManagement responsibilityPDCA with phasesProject Quality ManagementQualProject Quality ManagementQuality PlanningQuality AssuranceQuality ControlProject Quality ManagementQualCost of QualityPrevention CostsA

15、ppraisal CostsFailure CostsInternalExternalCost of QualityPrevention CostQuality ControlChecklistPareto diagramsCause-and-Effect diagramQuality ControlChecklistPareto Diagram SamplePareto Diagram SampleQuality ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustmentsQuality Con

16、trolOutputs:Project Human Resource Management項(xiàng)目的臨時(shí)的特點(diǎn)，必然導(dǎo)致人員和組織的關(guān)系總是不斷改變和具有臨時(shí)性。企業(yè)中的人力資源管理一般都不是項(xiàng)目管理者的直接責(zé)任，但作為項(xiàng)目的管理者，必須充分意識到這方面的管理要求對完成項(xiàng)目的保證作用。與溝通管理密切相關(guān)Project Human Resource ManagemOrganizational PlanningIdentifying, documenting, assigningroles, responsibilities, reporting relationshipsRAMOrganizatio

17、nal PlanningIdentifRAEWRAEW團(tuán)隊(duì)能力組合專業(yè)知識組織協(xié)調(diào)能力操作型專家型協(xié)調(diào)型決策型團(tuán)隊(duì)能力組合專業(yè)知識組織協(xié)調(diào)能力操作型專家型協(xié)調(diào)型決策型Staff Acquisition與職能部門或其他項(xiàng)目的經(jīng)理談判預(yù)先指定的從外部獲得（采購）Staff Acquisition與職能部門或其他項(xiàng)目的經(jīng)理Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to funct

18、ion as a team.Team DevelopmentBoth enhancingProject Communications Management典型的項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通Communications PlanningCommunications DistributionPerformance ReportingAdministrative ClosureProject Communications Managem溝通的規(guī)模溝通的規(guī)模項(xiàng)目經(jīng)理的基本職責(zé)PlanningOrganizingLeadershipControl項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通項(xiàng)

19、目經(jīng)理的基本職責(zé)Planning項(xiàng)目經(jīng)理權(quán)威的來源正式任命獎(jiǎng)勵(lì)懲罰專業(yè)能力人格魅力項(xiàng)目經(jīng)理權(quán)威的來源正式任命X - Y 理論X理論：認(rèn)為一般情況下工人都是懶惰的，需要監(jiān)管Y理論：假設(shè)工人們不受到監(jiān)管時(shí)也都愿意工作X - Y 理論X理論：認(rèn)為一般情況下工人都是懶惰的，需要監(jiān)Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-loseConflict ManagementWithdrawingPerformance Reporti

20、ngStatus reportingProgress reportingForecastingPerformance ReportingStatus rePerformance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work PerformedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performan

21、ce IndexCPI = BCWP / ACWPPerformance ReportingBCWS: BudPerformance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EA

22、CPerformance ReportingBAC: BudgPerformance Management通過持續(xù)的溝通，發(fā)現(xiàn)問題并解決問題，不斷提高績效Performance Management通過持續(xù)的溝通，Project Risk Management貫穿在整個(gè)項(xiàng)目過程中包括內(nèi)部風(fēng)險(xiǎn)和外部風(fēng)險(xiǎn)同時(shí)意味著威脅和機(jī)會(huì)充分考慮成本因素Project Risk Management貫穿在整個(gè)項(xiàng)目ConceptsConceptsRisk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudg

23、etingTimingScoring and interpretationThresholdsReporting formatsTrackingRisk Management PlanningRisk MRisk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.Risk Id

24、entificationTypical proRisk Identification OutputsOutputs:Risks (events & conditions)Triggers (symptoms)Inputs to other processesRisk Identification OutputsOutQualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stability

25、consequencesQualitative Risk AnalysisDeterQuantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBeta distributionTriangular distributionMonte Carlo simulationQuantitative Risk AnalysisSensQuantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magni

26、tude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 nQuantitative Risk AnalysisRiskRisk Response DevelopmentAvoidanceTransferenceMitigationAcceptanceRisk Response DevelopmentAvoidRisk Monitoring and Control保證風(fēng)險(xiǎn)管理計(jì)劃的執(zhí)行隨時(shí)注意計(jì)劃中的風(fēng)險(xiǎn)的征兆隨時(shí)注意計(jì)劃外的風(fēng)險(xiǎn)的可能Risk Monitoring and Control保證風(fēng)Procurement PlanningMake - or - Buy analysisContract type selectionFixed price or lump sum contractCost r