生產(chǎn)企業(yè)項(xiàng)目管理基礎(chǔ)

ProjectManagementWorkshop

項(xiàng)目管理講座

–Morning–WorkshopObjectives講座目標(biāo)

在培訓(xùn)的結(jié)束時(shí)，參與者將能夠:Attheendofthetraining,participantswillbeableto:描述項(xiàng)目管理與綜合管理上的不同Describethedifferencebetweenprojectmanagementandgeneralmanagement定義項(xiàng)目以及項(xiàng)目的生命周期DefineProjectandProjectLifeCycle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擔(dān)的責(zé)任Explaintherolesandresponsibilitiesoftheprojectleader列出管理一個(gè)項(xiàng)目的關(guān)鍵的成功因素

Listthecriticalsuccessfactorsformanagingaproject區(qū)分不同類型的項(xiàng)目規(guī)劃和項(xiàng)目規(guī)劃步驟Identifythedifferenttypesofprojectplanningandplanningprocesses利用項(xiàng)目管理軟件和技巧來管控預(yù)算和進(jìn)程Controlbudgetsandschedulesbyusingprojectmanagementtoolsandtechniques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DevelopariskmanagementplanforcontingencyCourseContent課程內(nèi)容

DefinitionofProjects項(xiàng)目的定義DifferencebetweenProjectandGeneralManagement項(xiàng)目和一般管理的區(qū)別ProjectManagementProcess

項(xiàng)目管理的步驟InvestmentAppraisal投資評(píng)估ProjectLifeCycle項(xiàng)目生命周期Definition定義WhatisaProject?

什么是項(xiàng)目？Definition定義APlannedUndertaking一個(gè)計(jì)劃好的事業(yè)Definition定義Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromaproject,whiledealingwithconstraintsonbudget,time,resourcesandtechnologies.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(duì)項(xiàng)目的要求和期待對(duì)知識(shí)，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。）ProjectSimilarities

項(xiàng)目的相同點(diǎn)DefineGoal制定目標(biāo)DefiniteTime

制定時(shí)間ResourceBudget資源預(yù)算ProjectDifferences

項(xiàng)目的不同點(diǎn)Scale規(guī)模TechnicalComplexity

技術(shù)復(fù)雜度TechnologicalUncertainty

技術(shù)不確定性WhataretheDifferences?

ProjectManagement項(xiàng)目管理GeneralMangement綜合管理VS.Projectvs.GeneralManagement

項(xiàng)目管理V.S綜合管理Nature性質(zhì)Focus關(guān)注點(diǎn)TeamStructure

組織架構(gòu)MeasureofSuccess成功的衡量標(biāo)準(zhǔn)InvestmentAppraisal投資評(píng)估ConventionalMethod常規(guī)方法ThePaybackMethod回收期法，償償付方法TheAverageRateofReturnMethod平均回收比率率法DiscountingMethod折現(xiàn)法TheNetPresentValue(NPV)凈現(xiàn)值TheInternalRateofReturn(IRR)內(nèi)部收益率ProjectPlanning項(xiàng)目規(guī)劃Example舉例說說明ThePaybackMethod回收期法Timetakentopaybacktheinitialcostoftheproject收回最初成本本所用的時(shí)間間Forprojectsthatearnthesameamountofnetproceedseachyear假設(shè)項(xiàng)目每年年賺的凈收入入是相同的initialcost最初成本= netproceeds純收入Drawback缺點(diǎn)Takesnoaccountoftheearningafterthepaybackperiodforthefulllifeoftheproject在整個(gè)項(xiàng)目中中不考慮回收收期后的盈利利Timingisignored時(shí)間的安排被被忽略ThePaybackMethod回收期法Suitableforinvestmentprojectsthat…適合投資的項(xiàng)項(xiàng)目有…thecostislowandtheprojectiscompletedinashorttime投資少，周期期短theinvestmentisproductiveassoonastheinitialcostisincurred一旦有有初期成本投投入就有高效效的投資回報(bào)報(bào)thenetproceedsareeasilydetermined.有很很確定的純盈盈利TheAverageRateofReturnMethod平均收益率法法Thehighestaveragerateofreturnisconsideredtobethemostprofitable最高的平均收收益率被認(rèn)為為是最盈利的的Gross Lifeof

proceeds/investment= x100%Initialcashinvestment

總銷售收入

/投資期限= x100%

初期現(xiàn)金投入Depreciationisallowedforinthecalculationbyusingtheformula折舊率也可以以加到在這個(gè)個(gè)公式里計(jì)算算

Averageannual Averageannualproceeds – depreciation= x100% Initialcashinvestment

Averageannual年平均收入–年平均折舊= x100%

初期現(xiàn)金投入TheAverageRateofReturnMethod平均收益率法法Drawback缺點(diǎn):Comparableresultscanonlybeobtainedwhenthelifespansoftheprojectsarethesame只有相同壽命命期限的項(xiàng)目目才能比較TheAverageRateofReturnMethod平均收益率法法NetPresentValueMethod(NPV)凈現(xiàn)值法Discountstheexpectedfutureproceedsfromaprojecttothepresentvalueofthoseincomes從項(xiàng)目當(dāng)前收收入的現(xiàn)值中中折扣預(yù)期的的未來收益Ifthenetpresentvalueoftheproceedsexceedstheinitialcost,theinvestmentwillbeprofitable如果凈現(xiàn)值超超過了初期投投入成本則這這個(gè)投資是可可盈利的Discountingratetobeapplied折扣率的應(yīng)用用Currentrateofinterest;or當(dāng)前利率或者者Rateofinterestthatcouldbeearnedelsewhereifinternalfundsareusedtofinancetheproject為項(xiàng)目提供融融資的其他內(nèi)內(nèi)部資金的利利率=折現(xiàn)現(xiàn)值–項(xiàng)目的初期成成本(Discountedpresentvalue)(Initialcostoftheproject)InternalRateofReturnMethod(IRR)內(nèi)部收益率法法IRR（財(cái)務(wù)內(nèi)部收收益率）=Therateofinterestthatwillreducetheproceedsfromtheprojecttotheoriginalcost項(xiàng)目在整個(gè)計(jì)計(jì)算期內(nèi)各年年財(cái)務(wù)凈現(xiàn)金金流量的現(xiàn)值值之和等于零零時(shí)的折現(xiàn)率率（也就是使使項(xiàng)目的財(cái)務(wù)務(wù)凈現(xiàn)值等于于零時(shí)的折現(xiàn)現(xiàn)率）Projectisprofitableif…項(xiàng)目只有在下下列情況下才才是盈利的Itequateswithareasonablereturnoncapitalinvestedoratleastismorethanthecostofborrowingthefundstofinancetheinvestment只有當(dāng)投入資資本能夠合理理的回收或者者至少高于借借用于融資的的資本Iftheproceedsfromtheinvestmentarenotregular如果投入的收收益不穩(wěn)定theonlywaytofindtheinternalrateofreturnisbytrial那么找到內(nèi)部部收益率的唯唯一方法是不不斷嘗試摸索索其他注意事項(xiàng)項(xiàng)OtherConsiderationsSometimesdifficulttoestimatethefutureincomefromaninvestmentproject我們經(jīng)經(jīng)常很很難去去評(píng)估估一個(gè)個(gè)投資資項(xiàng)目目的未未來收收入Quantifyingtheamountbywhichrevenuewillberaisedmaybeextremelydifficult確定盈盈利的的額度度是更更加困困難的的事情情Difficulttoquantifytheriskelement很難去去確定定風(fēng)險(xiǎn)險(xiǎn)因素素的數(shù)數(shù)量Unforeseencircumstancesmayinvalidatetheappraisal無法預(yù)預(yù)料到到的情情況也也許會(huì)會(huì)使你你的評(píng)評(píng)估作作廢比如說說通貨貨膨脹脹Thelifeoftheprojectmayhavebeenwronglyestimated項(xiàng)目的的生命命周期期也可可能會(huì)會(huì)被估估算錯(cuò)錯(cuò)誤Governmentinterventionmayaffecttheproject政府的的干預(yù)預(yù)也會(huì)會(huì)對(duì)項(xiàng)項(xiàng)目的的運(yùn)作作有影影響ProjectLifeCycle項(xiàng)目的的生命命周期期Divideeachprojectintoseveralprojectphasestoprovidebettermanagementcontrolandappropriatelinkstotheongoingoperationsoftheperformingorganization把每每個(gè)個(gè)項(xiàng)項(xiàng)目目分分為為幾幾個(gè)個(gè)小小階階段段是是為為了了對(duì)對(duì)執(zhí)執(zhí)行行機(jī)機(jī)構(gòu)構(gòu)的的實(shí)實(shí)施施運(yùn)運(yùn)作作過過程程提提供供更更好好的的管管控控和和適適當(dāng)當(dāng)?shù)牡逆滄溄咏覥haracteristicsofProjectPhasesEachprojectphaseismarkedbycompletionofoneormoredeliverables,whichis/are:每個(gè)個(gè)項(xiàng)項(xiàng)目目階階段段都都以以完完成成一一個(gè)個(gè)或或多多個(gè)個(gè)可可交交付付成成果果為為標(biāo)標(biāo)志志Tangible,verifiableworkproductwhichformagenerallysequentiallogicdesignedtoensureproperdefinitionoftheproductoftheproject.可交交付付成成果果是是某某種種有有形形的的，，可可驗(yàn)驗(yàn)證證的的工工作作成成果果，，它它會(huì)會(huì)形形成成一一個(gè)個(gè)大大致致的的順順序序邏邏輯輯旨旨在在于于確確保保產(chǎn)產(chǎn)品品有有個(gè)個(gè)恰恰如如其其分分的的定定義義Theconclusionofaprojectphaseisgenerallymarkedbyphase-endreviewswhichareoftencalled項(xiàng)目目的的最最終終階階段段一一般般會(huì)會(huì)是是階階段段末末審審查查，，它它也也叫叫經(jīng)經(jīng)常常被被稱稱為為Phaseexits,stagegates,orkillpoints階段段放放行行口口，，階階段段關(guān)關(guān)卡卡或或驗(yàn)驗(yàn)收收站站For:Determineiftheprojectshouldcontinueintoitsnextphase,and決定定這這個(gè)個(gè)項(xiàng)項(xiàng)目目是是否否能能繼繼續(xù)續(xù)到到下下一一個(gè)個(gè)階階段段Detectandcorrecterrorscosteffectively有效效檢檢測(cè)測(cè)和和糾糾正正錯(cuò)錯(cuò)誤誤費(fèi)費(fèi)用用CharacteristicsofProjectLifeCycle項(xiàng)目目生生命命周周期期的的特特性性Servestodefinethebeginningandtheendofaproject用來來定定于于一一個(gè)個(gè)項(xiàng)項(xiàng)目目的的開開始始和和結(jié)結(jié)束束Determinewhichtransitionalactionsattheendoftheprojectareincludedandwhicharenot定義義哪哪些些過過渡渡動(dòng)動(dòng)作作是是屬屬于于該該項(xiàng)項(xiàng)目目的的哪哪些些是是不不屬屬于于的的Deliverablesfromtheprecedingphaseareusuallyapprovedbeforeworkstartsonthenextphase前階階段段的的可可交交付付成成果果一一般般需需要要在在下下個(gè)個(gè)階階段段開開始始前前被被核核準(zhǔn)準(zhǔn)“FastTracking””快速速跟跟進(jìn)進(jìn)Asubsequentphaseisbegunpriortoapprovalofthepreviousphasedeliverableswhentherisksinvolvedaredeemedacceptable當(dāng)涉及的風(fēng)險(xiǎn)被被認(rèn)為是可以以接受的前提下，后一一個(gè)階段的開開始會(huì)先于前前一個(gè)階段的的可交付成果果的批準(zhǔn)項(xiàng)目管理過程程ProjectManagementProcessAseriesofactivitiesembodiedinaprocessofgettingthingsdone在完成項(xiàng)目的的過程中包含含了一系列的的活動(dòng)規(guī)劃Planning組織Organization推動(dòng)Motivation指導(dǎo)Directing管控Controlling項(xiàng)目管理項(xiàng)目管理ProjectManagementProcess項(xiàng)目管理流程程Planning規(guī)劃Whataretheorganization’’smission,objectives,goalsandstrategies?組織的任務(wù)，，目標(biāo)和策略略是什么？Organization組織What’sinvolvedandwhy?哪些條件需要要被涉及進(jìn)來來，為什么？？Motivation激勵(lì)Whatbringsoutthebestperformanceofpeopleinsupportingtheorganization'spurpose?怎樣才能使這這個(gè)項(xiàng)目中的的隊(duì)員有最佳佳的表現(xiàn)ProjectManagementProcess項(xiàng)目管理流程程Directing指示W(wǎng)hodecideswhatandwhen?誰來決定做什什么以及什么么時(shí)候開始做做Controlling管控Whojudgesresultsandbywhatstandards?誰來對(duì)結(jié)果做做出評(píng)價(jià)以及及他的評(píng)判標(biāo)標(biāo)準(zhǔn)是什么?ProjectManagement項(xiàng)目管理Exercise練習(xí)ProjectPlanningSituation項(xiàng)目規(guī)劃形勢(shì)勢(shì)ProjectPlanning項(xiàng)目規(guī)劃Purpose目的Laysasolidfoundationforconductingaproject為執(zhí)行一個(gè)項(xiàng)項(xiàng)目打下堅(jiān)實(shí)實(shí)的基礎(chǔ)Formsabaselineforothernecessaryactivitiessuchasprojectbudgeting,projectcontrolandprojectadministration為其它必須的的活動(dòng)制定一一個(gè)基線，比比如說項(xiàng)目預(yù)預(yù)算，項(xiàng)目控控制和項(xiàng)目管管理（行政方方面）Makespeopleunderstandwhattheyareexpectedtoproduce,whattheyhavetodo,andcommitthemtodowhatisrequired.使大家理解哪哪些是需要被被提出的，哪哪些是需要去去執(zhí)行的，然然后使他們致致力于完成那那些要求TypesofPlans計(jì)劃類型ActivityPlans行動(dòng)計(jì)劃ResourcePlans資源計(jì)劃ProjectPlanningThePlanningProcess計(jì)劃的步驟Setmeasurableobjectives制定評(píng)判標(biāo)準(zhǔn)準(zhǔn)Identifyactivitiesandestablishprocedures確定活動(dòng)建立立規(guī)程Identifyrequiredresources(time,budget,man&equipment)確定必要的資資源(時(shí)間，預(yù)算，，人力，設(shè)備備）Analyzeexistingresources分析現(xiàn)有的資資源Assignresponsibility分配任務(wù)Consideralternatives考慮好備選方方案Providecontingencies提供意外事件件的參考方案案Establishcheckpointsandcontrolmechanism建立檢查點(diǎn)和和控制機(jī)構(gòu)Documentation文件ProjectPlanningCentralLimitTheory中心極限定理理（趨中理論論）

O+P+(4XM)E=

6E=Expectedtime（預(yù)期執(zhí)行時(shí)間間）O=Mostoptimistictime（最樂觀，最少少的用時(shí)）P=Mostpessimistictime(最保守估定,最長可能用時(shí)時(shí)）M=Mostprobabletime（最可能的用時(shí)時(shí)）LevelsofPlansThenumberoflevels(i.e.degreeofdetails)ofplansrequiredwilldependonthecomplexityoftheproject）標(biāo)準(zhǔn)的劃分取取決于項(xiàng)目的的復(fù)雜程度總體規(guī)劃（（藍(lán)圖）MasterPlans階段計(jì)劃StagePlans具體計(jì)劃DetailedPlans個(gè)人工作計(jì)計(jì)劃IndividualWorkPlansRolesandResponsibilitiesofProjectMembers項(xiàng)目成員的的角色和責(zé)責(zé)任Customer客戶受益于項(xiàng)目目Benefitsfromtheproject制定初級(jí)要要求Definestheoriginalrequirements.ProjectOwner項(xiàng)目主體Takesultimateresponsibilityforaproject對(duì)項(xiàng)目承擔(dān)擔(dān)最終成敗敗責(zé)任Providessupportfromtherestofthebusinessalthoughtheywillnotbemanagingtheprojectthemselves雖雖然不參與與項(xiàng)目的管管理但是從從其他事情情上提供支支持ProjectManagerwhoisnominatedto項(xiàng)目經(jīng)理是是被授命于于：Managetheteam管理團(tuán)隊(duì)Bringtofruitiontheresultswantedwithinthespecifiedandagreedconstraints.在特定的的條件中完完成任務(wù)ProjectManagement項(xiàng)目管理Discussion討論WhataretherolesofaProjectManager項(xiàng)目經(jīng)理的的角色是什什么？RoleofProjectManager––項(xiàng)目經(jīng)理的的角色-IdentifyandassignProjectTeammembersandappraisetheirperformance制定和分配配團(tuán)隊(duì)的工工作評(píng)估績(jī)績(jī)效2.DirectandorganizetheProjectTeamtodeveloptheserviceplatform指導(dǎo)和組織織項(xiàng)目成員員去發(fā)展服服務(wù)平臺(tái)Ensurethatteammembersareskilledtoperformandarrangetrainingwhennecessary確保隊(duì)員們們得到相應(yīng)應(yīng)技能培訓(xùn)訓(xùn)Superviseandgiveconsultationtoteammembersduringtheprojectdevelopment在項(xiàng)目的發(fā)發(fā)展中提供供指導(dǎo)和建建議ReporttotheProjectOwnerperiodicallyontheprogressoftheproject定期給給項(xiàng)項(xiàng)目責(zé)任人人匯報(bào)進(jìn)程程6.Ensureteammembersarewellawareoftheobjectivesoftheproject,andmajorissues,decisionsandtargets確保成員們們很清楚項(xiàng)項(xiàng)目的宗旨旨，主要問問題，決定定和目標(biāo)7.Resolveanyconflictsandissues解決內(nèi)部的的沖突和爭(zhēng)爭(zhēng)論8.Prepareprojectbudgetandsecuretherequiredresourcesi.e.budget,manpower,equipment,etc準(zhǔn)備項(xiàng)目的的預(yù)算，取取得必要的的資源（預(yù)預(yù)算，人力力，設(shè)備…)9.Manageriskthroughouttheproject管理風(fēng)險(xiǎn)貫貫穿整個(gè)項(xiàng)項(xiàng)目10.Plan,schedule,andmonitortheprogressoftheproject制定計(jì)劃/進(jìn)程表，監(jiān)監(jiān)控項(xiàng)目的的進(jìn)程Monitor,review,andtakeappropriateactionstoensuretime,cost,andqualitytargetsaremet監(jiān)控，檢查查以及采取取適當(dāng)?shù)男行袆?dòng)去確保保時(shí)間，費(fèi)費(fèi)用和質(zhì)量量達(dá)到預(yù)預(yù)期標(biāo)準(zhǔn)Ensurethatalldocumentationrequiredarepreparedandapprovedbyappropriatelevelofauthority確保所要求求的文件都都準(zhǔn)備好且且經(jīng)有相關(guān)關(guān)權(quán)限的人人批準(zhǔn)13.Ensureasmoothdissolutionoftheprojectteam確保項(xiàng)目團(tuán)團(tuán)隊(duì)順利解解散14.PrepareImplementationReviewReport準(zhǔn)備完整的的審查報(bào)告告FeasibilityStudy可行性研究究TechnicalFeasibility技術(shù)可行性性被提議的方方法是否可可行Istheproposedmethodworkable?能否利用當(dāng)當(dāng)前已有的的設(shè)備Canitberunonexistingequipment?是否有足夠夠的知識(shí)去去運(yùn)行新的的系統(tǒng)Dowehavetheknowledgetorunthenewsystem?FunctionalFeasibility功能可行性性結(jié)果是否會(huì)會(huì)令終端客客戶滿意Willtheresultsatisfytheend-users?是否會(huì)對(duì)當(dāng)當(dāng)前的運(yùn)作作模式產(chǎn)生生沖擊Howwillitaffectexistingmodesofoperation?前面提到的的改變是否否符合法律律要求Willtheproposedchangemeetlegalrequirement?FinancialFeasibility財(cái)務(wù)可行性性費(fèi)用和時(shí)標(biāo)標(biāo)是否正確確Arethecostandtimescalesright?獲利是否能能夠回報(bào)承承擔(dān)的風(fēng)險(xiǎn)險(xiǎn)和付出的的努力Isthereturnbigenoughtojustifytheriskandeffort?Thanks!9、靜夜四無無鄰，荒居居舊業(yè)貧。。。1月-231月-23Sunday,January1,202310、雨中黃葉葉樹，燈下下白頭人。。。20:59:1720:59:1720:591/1/20238:59:17PM11、以我獨(dú)沈沈久，愧君君相見頻。。。1月-2320:59:1720:59Jan-2301-Jan-2312、故人江江海別，，幾度隔隔山川。。。20:59:1720:59:1720:59Sunday,January1,202313、乍見翻疑疑夢(mèng)，相悲悲各問年。。。1月-231月-2320:59:1820:59:18January1,202314、他鄉(xiāng)生白白發(fā)，舊國國見青山。。。01一月月20238:59:18下下午20:59:181月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。一月月238:59下下午午1月月-2320:59January1,202316、行動(dòng)動(dòng)出成成果，，工作作出財(cái)財(cái)富。。。2023/1/120:59:1820:59:1801January202317、做前，，能夠環(huán)環(huán)視四周周；做時(shí)時(shí)，你只只能或者者最好沿沿著以腳腳為起點(diǎn)點(diǎn)的射線線向前。。。8:59:18下午午8:59下午午20:59:181月-239、沒有有失敗敗，只只有暫暫時(shí)停停止成成功??！。1月-231月-23Sunday,January1,202310、很多多事情情努力力了未未必有有結(jié)果果，但但是不不努力力卻什什么改改變也也沒有有。。。20:59:1820:59:1820:591/1/20238:59:18PM11、成功功就是是日復(fù)復(fù)一日日那一一點(diǎn)點(diǎn)點(diǎn)小小小努力力的積積累。。。1月-2320:59:1820:59Jan-2301-Ja