項(xiàng)目管理知識(shí)體系（下）

ProjectManagementWorkshop

項(xiàng)目管理培訓(xùn)（續(xù)）Scope內(nèi)容Projectqualitymanagement(Ch.8)項(xiàng)目質(zhì)量管理Projecthumanresourcemanagement(Ch.9)項(xiàng)目人力資源管理Projectcommunicationsmanagement(Ch.10)項(xiàng)目溝通管理Projectriskmanagement(Ch.11)項(xiàng)目風(fēng)險(xiǎn)管理Projectprocurementmanagement(Ch.12)項(xiàng)目采購(gòu)管理CourseObjectives課程目標(biāo)Scope(1)

第1部分Projectqualitymanagement(Ch.8)項(xiàng)目質(zhì)量管理Projecthumanresourcemanagement(Ch.9)項(xiàng)目人力資源管理Projectcommunicationsmanagement(Ch.10)項(xiàng)目溝通管理Projectriskmanagement(Ch.11)項(xiàng)目風(fēng)險(xiǎn)管理Projectprocurementmanagement(Ch.12)項(xiàng)目采購(gòu)管理ProjectQualityManagement

項(xiàng)目質(zhì)量管理PMQualityManagementBase

項(xiàng)目經(jīng)理質(zhì)量管理基礎(chǔ)QualityPlanning(8.1)質(zhì)量計(jì)劃QualityAssurance(8.2)質(zhì)量保證QualityControl(8.3)質(zhì)量控制Questions問(wèn)題ThreeFundamentalConcepts

三個(gè)基本概念

1、Quality質(zhì)量Thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.

一個(gè)實(shí)體滿足明確或隱含需求的能力的特性的總和2、Grade質(zhì)量等級(jí)Acategoryorrankgiventoentitieshavingthesamefunctionalusebutdifferentrequirementsforquality.對(duì)給定實(shí)體來(lái)說(shuō)，具有相同使用功能不同質(zhì)量要求的質(zhì)量范疇和等級(jí)ThreeFundamentalConcepts

三個(gè)基本概念

3、ProjectQualityManagement項(xiàng)目質(zhì)量管理AsubsetofProjectManagementthatincludestheprocessesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken.

項(xiàng)目管理的一個(gè)分支，包括保證項(xiàng)目承諾要滿足的需求所需的過(guò)程ThreeFundamentalConcepts

三個(gè)基本概念FourQualityManagementSystem

四個(gè)質(zhì)量管理系統(tǒng)ISO9000:BasicQualitysystems–applicabletoallindustries基本質(zhì)量系統(tǒng)-應(yīng)用于所有行業(yè)QS9000(ISO9000+Automotivespecificrequirements)汽車業(yè)標(biāo)準(zhǔn)AS9000(ISO9000+Aerospacespecificrequirements)航空業(yè)標(biāo)準(zhǔn)TL9000(ISO9000+Telecommunicationsspecificrequirements)電信業(yè)標(biāo)準(zhǔn)ISO9000QualitySystem

ISO9000質(zhì)量系統(tǒng)

TheseriesofstandardsthatoutlinetherequirementsforaqualitymanagementsystemdevelopedbytheInternationalOrganizationforStandardization.國(guó)際標(biāo)準(zhǔn)化組織制定的系列標(biāo)準(zhǔn)，規(guī)定了質(zhì)量管理體系ISO9000standardsprovideaframeworkforqualitysystem.Theyapplytoanorganizationasawholeinsteadofproduct.ISO9000標(biāo)準(zhǔn)規(guī)定了質(zhì)量體系框架，應(yīng)用于組織整體而非單一產(chǎn)品TotalQualityManagement(TQM)

全面質(zhì)量管理（TQM） KeyElements要點(diǎn)Topmanagementcommitment企業(yè)高層的承諾Continualimprovement持續(xù)改進(jìn)Customerfocus(internalandexternal)關(guān)注客戶（外部和內(nèi)部）Produce-ability

生產(chǎn)能力Usability

可用性Availability

有效性Reliability

可靠性Toolsandtraining

工具與培訓(xùn)Maintainability可維護(hù)性Flexibility靈活性Socialacceptability社會(huì)認(rèn)可度operability可操作性FourKeyQualityExperts

四位著名質(zhì)量管理專家JuranBreakthroughinattitudes質(zhì)量管理觀點(diǎn)的突破Identifythevitalfewprojects明確了重大問(wèn)題Determinehowtoovercomeresistance給出了問(wèn)題解決方案Institutethechange啟動(dòng)質(zhì)量管理問(wèn)題的解決Institutethecontrols開(kāi)始質(zhì)量控制的實(shí)施Tripleroleconcept(Owner,Designer,Constructor)提出了三個(gè)角色的概念（業(yè)主，設(shè)計(jì)單位，建設(shè)單位）JosephMJuranFourKeyQualityExperts

四位著名質(zhì)量管理專家DemingCreateconstancyofpurposeforimprovement提出了持續(xù)質(zhì)量改進(jìn)的目標(biāo)Adoptthenewphilosophy采用了新的思想體系Ceasedependenceonmassinspection取消了大規(guī)模質(zhì)量檢查Institutetraining啟動(dòng)了質(zhì)量管理培訓(xùn)工作Plan,Do,Check,Actcycle發(fā)現(xiàn)了PDCA循環(huán)FourKeyQualityExperts

四位著名質(zhì)量管理專家TaguchiIshikawaContinuousimprovementprocesses(kaizen)

持續(xù)改進(jìn)過(guò)程(kaizen)Cause&EffectDiagrams(orIshikawaofFishboneDiagrams)

原因結(jié)果圖（魚(yú)骨圖）FourKeyQualityExperts

四位著名質(zhì)量管理專家CrosbyManagementcommitment明確了管理對(duì)質(zhì)量的責(zé)任Qualityimprovementteam質(zhì)量改進(jìn)小組Measurement質(zhì)量衡量標(biāo)準(zhǔn)Thecostofquality質(zhì)量的成本Zerodefectsplanning零缺陷計(jì)劃PMKnowledgeAreasandProcesses

項(xiàng)目管理知識(shí)領(lǐng)域與過(guò)程8.Quality質(zhì)量9.HumanResource10.Communication11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning質(zhì)量計(jì)劃9.1Organizationalplanning9.2StaffAcquisition10.1Communicationsplanning11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance質(zhì)量保證9.3Teamdevelopment10.2Informationdistribution12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol質(zhì)量控制10.3Performancereporting11.4RiskresponsecontrolClosing10.4Administrativeclosure12.6Contractclose-outQualityPlanning質(zhì)量計(jì)劃QualityPlanning–identifyingwhichqualitystandsarerelevanttotheprojectanddetermininghowtosatisfythem. 質(zhì)量計(jì)劃-澄清與項(xiàng)目相關(guān)的質(zhì)量標(biāo)準(zhǔn)，并確定達(dá)到標(biāo)準(zhǔn)的方法1.QualityPolicy質(zhì)量政策2.Scopestatement()范圍描述3.Productdescription()產(chǎn)品描述4.Standardsand

regulation標(biāo)準(zhǔn)和規(guī)范5.Otherprocessoutputs其他過(guò)程輸出Inputs輸入1.QualitymanagementPlan質(zhì)量管理計(jì)劃2.OperationalDefinitions操作說(shuō)明3.Checklists檢查清單4.Inputstootherprocesses輸入到其他過(guò)程Outputs輸出Benefit/costanalysis 投入/產(chǎn)出分析Benchmarking基準(zhǔn)比較Flowcharting流程圖Designofexperiments 試驗(yàn)設(shè)計(jì)Tools&Techniques工具和技術(shù)ScopeStatement范圍描述Scopestatementistheoutputofscopeplanning(5.2). 范圍描述是范圍計(jì)劃的輸出

Itshouldinclude:它應(yīng)該包含：1)projectjustification項(xiàng)目起因2)Projectproduct

項(xiàng)目產(chǎn)品3)projectdeliverables

項(xiàng)目交付件4)projectobjectives

項(xiàng)目目標(biāo)Benefit/costanalysis

投入產(chǎn)出分析Benchmarking基準(zhǔn)比較Flowcharting流程圖Designofexperiments 試驗(yàn)設(shè)計(jì)Benefit產(chǎn)出Cost成本

Higherproductivity更高的生產(chǎn)力

Lowercosts更低的成本

Increasedshareholdersatisfaction提高股東滿意度Theexpenseassociatedwithprojectqualitymanagementactivities.與項(xiàng)目質(zhì)量管理活動(dòng)相關(guān)的費(fèi)用Cause-and-effectdiagrams/Ishikawadiagrams/fishbonediagrams

原因結(jié)果圖/Ishikawa圖/魚(yú)骨圖Systemorprocessflowcharts系統(tǒng)或過(guò)程流程圖Compareactualorplannedtoothersoftheindustryaverageinordertogenerateideasforimprovementandtoprovideastandardbywhichtomeasureperformance.將實(shí)際或計(jì)劃與業(yè)界平均進(jìn)行比較，促進(jìn)改進(jìn)建議的提出，并提出工作衡量標(biāo)準(zhǔn).Helpsidentifywhichvariableshavethemostinfluenceontheoveralloutcome協(xié)助確定對(duì)總體輸出產(chǎn)生的影響最大的變量Lessrework較少的返工QualityManagementPlan質(zhì)量管理計(jì)劃OperationalDefinitions操作說(shuō)明Anoperationaldefinitiondescribes,inveryspecificterms,whatsomethingis,andhowitismeasuredbythequalitycontrolprocess.操作說(shuō)明應(yīng)以非常明確的條款，定義某項(xiàng)工作是什么，如何用質(zhì)量控制流程來(lái)衡量。Theyarecalledmetricsinsomeapplicationareas.在一些應(yīng)用領(lǐng)域，以上過(guò)程被稱為“韻律學(xué)”。QualityAssurance質(zhì)量保證QualityAssurance–evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards. 質(zhì)量保證--定期對(duì)整個(gè)項(xiàng)目運(yùn)行情況進(jìn)行評(píng)估，以便使相關(guān)人員確信項(xiàng)目質(zhì)量滿足相關(guān)標(biāo)準(zhǔn)。QualityAssurance質(zhì)量保證（續(xù)）QualityAssuranceistheplannedandsystematicactivitiesimplementedwithinthequalitysystem質(zhì)量保證是在質(zhì)量體系中執(zhí)行的有計(jì)劃的、系統(tǒng)的活動(dòng)。QualityAssuranceshouldbeperformedthroughouttheproject.質(zhì)量保證應(yīng)貫穿在整個(gè)項(xiàng)目過(guò)程中。1.QualityManagementPlan()質(zhì)量管理計(jì)劃2.Resultsofqualitycontrolmeasurements質(zhì)量控制衡量的結(jié)果3.Operationaldefinitions()操作說(shuō)明Inputs輸入1.Qualityimprovement質(zhì)量改進(jìn)Outputs輸出1.Qualityplanningtoolsandtechniques質(zhì)量計(jì)劃工具與技術(shù)2.Qualityaudits質(zhì)量審計(jì)Tools&Techniques工具和技術(shù)QualityAudit質(zhì)量審計(jì)Aqualityauditisastructuredreviewofotherqualitymanagementsactivities.質(zhì)量審計(jì)是對(duì)其他質(zhì)量管理活動(dòng)的結(jié)構(gòu)化審視Theobjectiveistoidentifylessonslearned.質(zhì)量審計(jì)的目標(biāo)是確定經(jīng)驗(yàn)和教訓(xùn)Qualityauditmaybescheduledorrandom質(zhì)量審計(jì)可以按計(jì)劃進(jìn)行，也可以隨機(jī)進(jìn)行Qualityauditmaybecarriedoutbyinternalauditorsorthirdpartiessuchasqualitysystemregistrationagencies.質(zhì)量審計(jì)可以由內(nèi)部審計(jì)人員進(jìn)行，也可以由第三方（比如質(zhì)量體系注冊(cè)代理機(jī)構(gòu)）承擔(dān)QualityControl質(zhì)量控制QualityControl–monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance. 質(zhì)量控制---監(jiān)控特定的項(xiàng)目結(jié)果，以確定是否符合相應(yīng)的質(zhì)量標(biāo)準(zhǔn)并明確消除不符合要求行為的方法。1.Workresults()工作結(jié)果2.QualityManagementPlan()質(zhì)量管理計(jì)劃3.Operationaldefinitions()操作說(shuō)明4.Checklists()檢查表Inputs輸入1.Qualityimprovement質(zhì)量改進(jìn)2.Acceptancedecisions接受決定3.Rework返工4.Completedchecklists完成的檢查表5.Processadjustments流程調(diào)整Outputs輸出Inspection檢查Controlcharts控制表Paretodiagrams 柏拉圖（直方圖）StatisticalSampling 統(tǒng)計(jì)抽樣Flowcharting流程圖Trendanalysis 趨勢(shì)分析Tools&Techniques工具和技術(shù)ScopeVerification&QualityControl

范圍確認(rèn)和質(zhì)量控制

Scopeverification–istheprocessofformalizingacceptanceoftheprojectscopebythestakeholders.范圍確認(rèn)--是項(xiàng)目干系人正式接受項(xiàng)目范圍的過(guò)程Mainconcern–istheacceptanceoftheworkresult.主要關(guān)注點(diǎn)--是工作結(jié)果的驗(yàn)收Output-isformalacceptance.輸出--正式的驗(yàn)收Qualitycontrol–ismonitoringspecificprojectresults質(zhì)量控制--是對(duì)特定項(xiàng)目成果的監(jiān)控Mainconcern–isthecorrectnessoftheworkresult.主要關(guān)注點(diǎn)--是工作結(jié)果的正確性O(shè)utputs–arequalityimprovement,acceptancedecisions,rework,completedchecklists,processadjustments輸出--質(zhì)量改進(jìn)，驗(yàn)收決定，返工，完成的檢查表，流程調(diào)整ParetoDiagrams柏拉圖What’sit?什么是柏拉圖？AParetodiagramisahistogram,orderedbyfrequencyofoccurrence,thatshowhowmanyresultsweregeneratedbytypeorcategoryofidentifiedcause.柏拉圖是一個(gè)柱狀圖，按發(fā)生的頻率排序，表示各種不同種類的因素的影響程度Application應(yīng)用Rankorderingisusedtoguidecorrectiveaction按等級(jí)排序，用于指導(dǎo)糾正行為Drawbacks缺點(diǎn)Itcannottelltheinfluenceorsequenceofthedefects.Thedefectofgreatestnumbermightnotbetheprimaryone.不能辨明問(wèn)題影響或重要性順序，產(chǎn)生問(wèn)題多的地方不一定是問(wèn)題最嚴(yán)重的地方QualityAudit()isastructuredreviewofotherqualitymanagementactivities.Itidentifieslessonslearnedthatcanimproveperformanceofthisprojectorotherprojectswithintheperformingorganization.Itcanbescheduledorrandom,carriedoutbyinternalorexternalauditors.質(zhì)量審計(jì)是對(duì)其他質(zhì)量管理活動(dòng)的結(jié)構(gòu)性審視。它總結(jié)學(xué)到的經(jīng)驗(yàn)和教訓(xùn)，用以改進(jìn)本項(xiàng)目或組織內(nèi)的其他項(xiàng)目的工作。它可以是有計(jì)劃的，也可以是隨機(jī)展開(kāi)的，可以由內(nèi)部人員，也可以由外部人員執(zhí)行。Inspection(5.4.2)includesactivitiessuchasmeasuring,examining,andtestingundertakentodeterminewhetherresultsconformtorequirements.檢查包括測(cè)量、檢驗(yàn)和測(cè)試以確定結(jié)果是否符合需求。1.QualityAudit&Inspection

質(zhì)量審計(jì)和檢查Prevention–keepingerrorsoutoftheprocess 預(yù)防-避免差錯(cuò)在流程中出現(xiàn)Inspection–keepingerrorsoutofthehandofthecustomer 檢查-避免差錯(cuò)對(duì)用戶造成影響

2.Prevention&Inspection預(yù)防和檢查AttributeSampling（品質(zhì)抽樣）-Theresultconformsoritdoesnot(yesorno).結(jié)果符合或不符合要求Variablessampling（變量抽樣）-Theresultisratedonacontinuousscalethatmeasuresthedegreeofconformity.結(jié)果按照衡量符合度的連續(xù)的標(biāo)準(zhǔn)折算成比例3.AttributeSampling&VariablesSampling品質(zhì)抽樣和變量抽樣Specialcauses–unusualevents特定原因--非尋常事件

Randomcauses–normalprocessvariation隨機(jī)原因--通常的過(guò)程變異4.SpecialCauses&RandomCauses特定原因和隨機(jī)原因Tolerance–Theresultisacceptableifitfallswithintherangespecifiedbythetolerance容限--在指定的公差范圍內(nèi)結(jié)果可以被接受Controllimits–Theprocessisincontroliftheresultfallswithinthecontrollimits控制界限--如結(jié)果落在控制界限以內(nèi)則過(guò)程是可控的5.Tolerance&ControlLimits容限和控制界限QualityImprovement質(zhì)量改進(jìn)QualityPlanning質(zhì)量計(jì)劃QualityAssurance質(zhì)量保證QualityControl質(zhì)量控制Linkage關(guān)聯(lián)圖QUESTIONS問(wèn)題Scope(2)

第2部分Projectqualitymanagement(Ch.8)項(xiàng)目質(zhì)量管理Projecthumanresourcemanagement(Ch.9)項(xiàng)目人力資源管理Projectcommunicationsmanagement(Ch.10)項(xiàng)目溝通管理Projectriskmanagement(Ch.11)項(xiàng)目風(fēng)險(xiǎn)管理Projectprocurementmanagement(Ch.12)項(xiàng)目采購(gòu)管理ProjectHumanResourceManagement

項(xiàng)目人力資源管理OrganizationalPlanning(9.1)組織的計(jì)劃編制StaffAcquisition(9.2)人員獲取TeamDevelopment(9.3)團(tuán)隊(duì)建設(shè)Questions問(wèn)題PMKnowledgeAreasandProcesses

項(xiàng)目管理知識(shí)領(lǐng)域與過(guò)程8.Quality9.HumanResource人力資源10.Communication11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning9.1Organizationalplanning組織的計(jì)劃編制9.2StaffAcquisition人員獲取10.1Communicationsplanning11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance9.3Teamdevelopment隊(duì)伍建設(shè)10.2Informationdistribution12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol10.3Performancereporting11.4RiskresponsecontrolClosing10.4Administrativeclosure12.6Contractclose-outOrganizationalPlanning

組織的計(jì)劃編制Identifying,documentingandassigningprojectroles,responsibilities,andreportingrelationships.識(shí)別、記錄、分配項(xiàng)目角色、職責(zé)和匯報(bào)關(guān)系Inputs輸入Projectinterfaces

項(xiàng)目界面Staffingrequirements人員需求Constraints

約束條件Outputs輸出Roleandresponsibilityassignments

角色和責(zé)任分配Staffingmanagementplan

人員管理計(jì)劃Organizationchart

組織結(jié)構(gòu)圖Supportingdetail 詳細(xì)依據(jù)Tools&Techniques工具和技術(shù)Templates模板Humanresourcepractices 人力資源管理慣例Organizationaltheory 組織理論Stakeholderanalysis

項(xiàng)目干系人分析FormsofOrganization

組織形式Functional功能型Matrix矩陣型WeakMatrix弱矩陣型BalancedMatrix平衡矩陣型StrongMatrix強(qiáng)矩陣型Projectized項(xiàng)目型Input-ProjectInterface

輸入-項(xiàng)目界面Interfacewithsubcontractors和分包商的接口Interfacewithprojectconcerneddepartments和項(xiàng)目相關(guān)部門的接口NewProductTransfer新產(chǎn)品移交Reportingrelationshipsamongindividualsworkingontheproject項(xiàng)目中不同個(gè)人之間的匯報(bào)關(guān)系Input-StaffingRequirements

輸入-人員需求Staffingrequirementsdefinewhatkindsofskillsarerequiredfromwhatkindsofindividualsorgroupsandinwhattimeframes. 人員需求定義在什么時(shí)間段內(nèi)需要具備何種技能的個(gè)人和團(tuán)體。StaffingPoolDescription

資源池說(shuō)明Thebelowcharacteristicsofthepotentiallyavailablestaffshouldbeconsideredwhenacquiringteammembers:獲取團(tuán)隊(duì)成員的時(shí)候，應(yīng)考慮下列特點(diǎn)：Previousexperience以前的經(jīng)歷Personalinterests

個(gè)人興趣Personalcharacteristics–aretheindividualsorgroupslikelytoworkwelltogetherasateam?

個(gè)人特點(diǎn)-這些個(gè)人或團(tuán)體能夠以一個(gè)團(tuán)隊(duì)很好地工作嗎？Availability

可用性ProjectManagerRolesandResponsibilities

項(xiàng)目經(jīng)理的角色和職責(zé)Function功能Roles角色Qualifications資格Experienceandeducationalrequirements經(jīng)歷和教育需求*Althoughcriticalonmostprojects,thedefinitionofprojectmanager’sR&Rcanvarysignificantlybyapplicationarea.項(xiàng)目經(jīng)理的角色和職責(zé)盡管在大多數(shù)項(xiàng)目中是非常關(guān)鍵的，但其也會(huì)隨應(yīng)用領(lǐng)域的不同有顯著的變化Constraints

約束條件Constrainingfactorsthatmayaffecttheorganizationoftheprojectteamare-可能影響項(xiàng)目團(tuán)隊(duì)組織的約束因素有：Organizationalstructure組織結(jié)構(gòu)Collectivebargainingagreementsandlaborlaw集體協(xié)議和勞工法Teampreferences團(tuán)隊(duì)偏好Expectedstaffassignments期望的人員分配Output-StaffingManagementPlan

輸出-人員管理計(jì)劃Staffingmanagementplandescribeswhenandhowhumanresourceswillbebroughtontoandtakenofftheprojectteam.人員管理計(jì)劃描述何時(shí)及如何把人力資源投入或撤出項(xiàng)目組Appropriatereassignmentproceduremay:合適的再分配程序可能包括：Reducecostsbyreducingoreliminatingthetendencyto“makework”tofillthetimebetweenthisassignmentandthenext通過(guò)減少和消除為填補(bǔ)本次和下次任務(wù)分配之間的間隙而“制造工作”的趨勢(shì)，以降低成本

Improvemoralebyreducingoreliminatinguncertaintyaboutfutureemploymentopportunities

通過(guò)減少和消除關(guān)于未來(lái)雇傭機(jī)會(huì)的不確定性來(lái)提高士氣Output-ResourceAllocation

輸出-資源分配Responsibilitymatrix 責(zé)任矩陣Resourcespreadsheets 資源表ResourceGanttcharts 資源甘特圖Resourcehistograms 資源柱形圖ResponsibilityAssignmentMatrix(RAM)

責(zé)任分配矩陣ARMAisusedto–責(zé)任分配矩陣（RAM）用于-Showwhoisresponsibleforwhat表示誰(shuí)對(duì)某事負(fù)責(zé)Showcriticalinterfacesbetweenunitsthatmayrequirespecialmanagerialcoordination表示需要管理協(xié)調(diào)的單位之間的關(guān)鍵接口Helptheprojectmanagerkeeptrackofwhomustapprovewhat幫助項(xiàng)目經(jīng)理明了審批關(guān)系Helptheprojectmanagerkeeptrackofwhomustreporttowhom幫助項(xiàng)目經(jīng)理明了匯報(bào)關(guān)系ResponsibilityAssignmentMatrix(RAM)

責(zé)任分配矩陣（RAM）P=participant參與 者A=Accountable負(fù)責(zé)者R=Reviewrequired評(píng)審者I=Inputrequired需要的輸入 S=Sign-offrequired需要的簽收Person人員Phase階段ABCDEF...Requirements需求SRAPPFunctional功能SAPPDesign設(shè)計(jì)SRAIPDevelopment開(kāi)發(fā)RSAPPTesting測(cè)試SPIAPIllustrativeResourceHistogram

人力資源直方圖舉例高級(jí)設(shè)計(jì)師資源消耗人時(shí)資源消耗Jan一月Feb二月May五月StaffAcquisition

人員獲取Obtainingthehumanresourcesneededassignedtoandworkingontheproject.

獲取分配到項(xiàng)目且在項(xiàng)目中工作的人力資源Inputs輸入Staffingmanagementplan人員管理計(jì)劃Staffingpooldescription 資源池說(shuō)明Recruitmentpractices

招聘慣例Outputs輸出Projectstaffassigned

項(xiàng)目人員分配Projectteamdirectory

項(xiàng)目組名錄Negotiations

談判Pre-assignment

事先指定Procurement

采購(gòu)Tools&Techniques工具和技術(shù)Tools-Negotiating

工具-談判Negotiatinginvolvesconferringwithothersinordertocometotermsorreachanagreement.談判就是與其他人交換意見(jiàn)以達(dá)成條款或一致意見(jiàn)Negotiationsoccuraroundmanyissues,atmanytimes,andatmanylevelsoftheproject.Projectstaffarelikelytonegotiateforanyorallofthefollowing:談判圍繞很多問(wèn)題，很多次并在項(xiàng)目的不同層次發(fā)生。項(xiàng)目成員常在以下方面進(jìn)行談判Scope,costandscheduleobjectives范圍，成本和進(jìn)度目標(biāo)Changestoscope,cost,orschedule范圍，成本或進(jìn)度變更Contracttermsandconditions合同條款和條件Assignments分配Resources資源Theteam’sinfluencingskillsplayanimportantroleinnegotiatingstaffassignments團(tuán)隊(duì)影響力方面的技能在人員分配談判中作用很大InfluencingtheOrganization

對(duì)組織施加影響Influencingtheorganizationinvolvestheabilityto“getthingsdone”. 對(duì)組織施加影響包括“使事情達(dá)成”的能力Itrequiresanunderstandingofboththeformalandinformalstructuresofalltheorganizationsinvolved–theperformingorganization,thecustomer,contractors,etc.

它需要熟知正式和非正式組織的結(jié)構(gòu)-包含項(xiàng)目執(zhí)行組織，客戶，分包商等Italsorequiresanunderstandingofthemechanicsofpowerandpolitics.

它也需要熟知權(quán)力和政治的機(jī)制TeamDevelopment

團(tuán)隊(duì)開(kāi)發(fā)Developingindividualandgroupskillstoenhanceprojectperformance. 開(kāi)發(fā)個(gè)人和團(tuán)隊(duì)的能力以提高項(xiàng)目績(jī)效Itis“theteamworkswell”+“everyindividualcontributes”. 它是“團(tuán)隊(duì)運(yùn)作良好”+“每個(gè)人做出貢獻(xiàn)”Inputs輸入Projectstaff 項(xiàng)目人員Projectplan 項(xiàng)目計(jì)劃Staffingmanagementplan

人員管理計(jì)劃Performancereport 執(zhí)行情況報(bào)告Externalfeedback 外部反饋Outputs輸出Performanceimprovements

績(jī)效改進(jìn)Inputtoperformanceappraisals

輸入到績(jī)效評(píng)價(jià)系統(tǒng)Team-buildingactivities

團(tuán)隊(duì)建設(shè)活動(dòng)Generalmanagementskills

一般管理技能Rewardandrecognition systems獎(jiǎng)勵(lì)和認(rèn)可系統(tǒng)Collocation集中Training培訓(xùn)Tools&Techniques工具和技術(shù)StagesofTeamDevelopment

團(tuán)隊(duì)開(kāi)發(fā)的階段Stage階段Forming形成Storming劇變Norming規(guī)范Performing執(zhí)行Member’sCharacteristics

成員特性Taskroles任務(wù)角色I(xiàn)deaperson建議者Assimilator接受者Evaluator評(píng)估者Implementer執(zhí)行者Teamroles團(tuán)隊(duì)角色Teambuilder團(tuán)隊(duì)建設(shè)者Internal&externalcoordinator 內(nèi)部和外部的協(xié)調(diào)者M(jìn)ajorBarrierstoEffectiveTeamBuilding

有效團(tuán)隊(duì)建設(shè)的主要障礙Differentpriorities,interests,andjudgmentsofteammembers團(tuán)隊(duì)成員不同的地位、興趣和觀點(diǎn)Roleconflicts角色沖突Lackofteammembercommitment缺乏團(tuán)隊(duì)成員的承諾Communicationproblems溝通問(wèn)題Geographicscatterofteammembers,etc.項(xiàng)目成員地域分散，等等SymptomofBadTeamwork

不良團(tuán)隊(duì)運(yùn)作的征兆Frustration挫折Lackoftrustorconfidenceintheprojectmanager 對(duì)項(xiàng)目經(jīng)理缺乏信任或信心Lackofsynergy缺乏協(xié)作Unhealthycompetitions 不健康的競(jìng)爭(zhēng)Unproductivemeetings,etc.

沒(méi)有結(jié)果的會(huì)議，等等ToolsofEffectiveTeamDevelopment

有效團(tuán)隊(duì)開(kāi)發(fā)的工具Teambuilding團(tuán)隊(duì)建設(shè)Conflictmanagement沖突管理Reward&recognition獎(jiǎng)勵(lì)和認(rèn)可Power&influence權(quán)力和影響Motivation激勵(lì)Training培訓(xùn)LeadershipFocus

領(lǐng)導(dǎo)要點(diǎn)LeadershipFocus領(lǐng)導(dǎo)要點(diǎn)Forming-Socialization形成-社會(huì)化Storming-Containment劇變-牽引Norming-Patternrecognitionand‘design’ 規(guī)范-模式識(shí)別和設(shè)計(jì)Performing-Timeandenvironment執(zhí)行-時(shí)間和環(huán)境LeadershipStyleandPossibleProblems

領(lǐng)導(dǎo)風(fēng)格和可能的問(wèn)題Developing發(fā)展型Canbeoveraccommodating可能會(huì)過(guò)于隨和Delegating授權(quán)型Canindicateabdicationofresponsibilities可能顯現(xiàn)責(zé)任的退讓Problemsolving問(wèn)題解決型Canoverinvolvestakeholdersandprojectmanager可能越過(guò)項(xiàng)目干系人和項(xiàng)目經(jīng)理Directing命令型Canbeautocraticordominating可能獨(dú)裁專制ProblemSolving

問(wèn)題解決Problemsolving-問(wèn)題解決-involvesacombinationofproblemdefinitionanddecisionmaking.包含問(wèn)題定義和做出決定的結(jié)合Problemdefinitionrequiresdistinguishingbetweencausesandsymptoms 問(wèn)題定義需要區(qū)分原因和征兆Decisionmakingincludesanalyzingtheproblemtoidentifyviablesolutions,andthenmakingachoicefromamongthem. 做出決定包含分析問(wèn)題以確定可行的解決方案，并在其中作出選擇ProjectConflict

項(xiàng)目沖突Inevitabilityofconflictiononprojects 項(xiàng)目沖突的必然性O(shè)ver50%oftheprojectconflictsarerepresentedby–schedules,projectpriorities,andpersonalresources. 50%以上的項(xiàng)目沖突表現(xiàn)為進(jìn)度問(wèn)題，項(xiàng)目?jī)?yōu)先級(jí)和人力資源Theprimarymethodofreducingconflictinprojectsistoperformcarefulprojectplanning

降低項(xiàng)目沖突的首要方法是認(rèn)真制定項(xiàng)目計(jì)劃SourceofPossibleProjectConflict

可能的項(xiàng)目沖突的來(lái)源ConflictManagement

沖突管理ResolutionTypes決定類型CommonResults通常的結(jié)果Forcing強(qiáng)迫Win-lose贏-輸Smoothing調(diào)和Yield-lose屈從-輸Withdrawing撤退Lose-leave輸-離開(kāi)Compromising妥協(xié)Moderatelose-moderatelose中等程度的輸-中等程度的輸Problem-solving(orConfrontation)問(wèn)題解決（或面對(duì)）Integrative綜合Reward&Recognition

獎(jiǎng)勵(lì)和認(rèn)可Directacknowledgement 上級(jí)的認(rèn)可Organizationalsystems

組織系統(tǒng)Informalsocialgatherings非正式的社會(huì)捐助Formalcelebrations正式的慶典SourceofPower

權(quán)力來(lái)源Legitimate合法Reward獎(jiǎng)賞Coercive強(qiáng)制Expert專家Referent(charismaticorpersonality) 偶像（超凡魅力或人格）MotivationTheories

激勵(lì)理論Maslow’shierarchyofneeds 馬斯洛的需要層次理論McGregor’sTheoryXandTheoryY

麥格雷戈的X和Y理論Herzberg’sTheoryofmotivation

赫茲伯格的動(dòng)機(jī)理論ExpectancyTheory期望理論TypesofTraining

培訓(xùn)的類型Classroom課堂教學(xué)Self-study自學(xué)Meetings會(huì)議Teamworkshops團(tuán)隊(duì)研討Simulations模擬QUESTIONS問(wèn)題BreakCasestudy5案例學(xué)習(xí)5Scope(3)

第3部分Projectqualitymanagement(Ch.8)項(xiàng)目質(zhì)量管理Projecthumanresourcemanagement(Ch.9)項(xiàng)目人力資源管理Projectcommunicationsmanagement(Ch.10)項(xiàng)目溝通管理Projectriskmanagement(Ch.11)項(xiàng)目風(fēng)險(xiǎn)管理Projectprocurementmanagement(Ch.12)項(xiàng)目采購(gòu)管理ProjectCommunicationManagementProcess

項(xiàng)目溝通管理教學(xué)步驟GeneralCommunicationConcepts 一般的溝通概念CommunicationsPlanning(10.1)溝通計(jì)劃編制InformationDistribution(10.2)信息發(fā)布PerformanceReporting(10.3)執(zhí)行情況報(bào)告AdministrativeClosure(10.4)管理收尾CaseSharing案例分享Exercise練習(xí)ElementsoftheCommunicationProcess

溝通過(guò)程的原理Adaptfrom:JohnSchermerhorn,Management,FifthEdition,1996.Sender發(fā)送者Receiver接收者M(jìn)essage&Channel信息和信道Feedback&Channel反饋和信道

Encodes(intendedmeaning)編碼（想要表達(dá)的含義）

Decodes(perceivedmeaning)解碼（感知的含義）Noise噪音TypesofCommunications

溝通的類型Written,oral,non-verbal書(shū)面，口頭，非口頭Listening,speaking聽(tīng)，說(shuō)Formal,informal正式，非正式Internal,external內(nèi)部，外部Verticallywithintheorganization,horizontallywithintheorganization（組織內(nèi)部）縱向，橫向One-wayversustwo-way單向，雙向SelectinganAppropriateMedia

選擇適當(dāng)?shù)拿襟wUseface-to-facecommunicationwhenamessageisimportantandthereisagoodchancethatthereceiverwillhavedifficultyinunderstanding當(dāng)信息重要且接收者理解可能有困難的時(shí)候，采用面對(duì)面的溝通方式Usemultiplemediawhenthemessageisimportantand/orcomplex 當(dāng)信息重要而且復(fù)雜的時(shí)候，使用多種媒體Usewrittencommunicationwhenitneedstobereferredtolater,e.g.instructionsorforlegalreasons當(dāng)今后需要查閱（如指示或法律原因）時(shí)，使用書(shū)面的溝通方式UseITtosavetimeandshareinformation使用IT以節(jié)省時(shí)間，共享信息Becarefulwiththedifferencesincontentandtoneindifferentmediaandavoidoverload注意不同媒體的內(nèi)容和氣氛的差別，避免過(guò)載CommonCommunicationIssues

一般溝通問(wèn)題XImproperchannels不適當(dāng)?shù)男诺繶XPhysicaldistractions生理上的分心XStatuseffects/filtering狀態(tài)影響/過(guò)濾XConflictresolutionroutines沖突解決程序XOrganizationbias(unequalunits)組織偏見(jiàn)XXSpatialdistance空間距離XFunctionalspecialization功能定義Organization組織Channel信道Individual個(gè)體PrimaryAreaofFocus主要問(wèn)題點(diǎn)PotentialProblemArea問(wèn)題區(qū)域CommonCommunicationIssues(continued)

一般溝通問(wèn)題（續(xù)）XXXHistoryofcommunicationsinteractions溝通交互的歷史XXXDegreeofinformationoverload信息過(guò)載的程度XXTimeandperformancepressures時(shí)間和績(jī)效壓力XHumandifferencesinrisk,stress,motivation,trust,andability人們?cè)陲L(fēng)險(xiǎn)，壓力，激勵(lì)，信任和能力方面的不同XPersonalitycompatibility人格親和性XStereotyping陳腔濫調(diào)XPerception/projection理解/預(yù)測(cè)XXAbsenceoffeedback缺少反饋Organization組織Channel信道Individual個(gè)體PrimaryAreaofFocus問(wèn)題點(diǎn)PotentialProblemArea問(wèn)題區(qū)域NotestoTakeinCommunication

溝通注意事項(xiàng)Communication(notnecessarilyverbal)isembeddedina“context” 溝通（不必要口頭的）內(nèi)含在于“上下文關(guān)系”中Meaningisaresultof“content”+“context”+“interaction” 含義是“內(nèi)容”+“上下文關(guān)系”+“交互作用”Communicationismorelikedancing(two-way)thanshootingarrows(one-way)! 溝通更象跳舞（雙向）而不是射箭（單向）Noise–anythingthatinterfereswiththetransmissionofthemessage噪音-信息傳遞中的任何干擾PMKnowledgeAreasandProcesses

項(xiàng)目管理知識(shí)領(lǐng)域與過(guò)程8.Quality9.HumanResource10.Communication溝通11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning9.1Organizationalplanning9.2StaffAcquisition10.1Communicationsplanning溝通計(jì)劃編制11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance9.3Teamdevelopment10.2Informationdistribution信息發(fā)布12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol10.3Performancereporting執(zhí)行情況報(bào)告11.4RiskresponsecontrolClosing10.4Administrativeclosure管理收尾12.6Contractclose-outCommunicationPlanning

溝通計(jì)劃編制Determiningtheinformationandcommunicationsneedsofthestakeholders:whoneedswhatinformation,whenwilltheyneedit,andhowwillitbegiventothem.

決定項(xiàng)目干系人的信息和溝通需要：誰(shuí)需要什么信息，什么時(shí)候需要，將如何給他們Determiningasuitablemeansofmeetingthoseneeds.決定滿足那些需求的合適的方法Inputs輸入Communicationsrequirement

溝通需求Communicationstechnology

溝通技術(shù)Constraints

約束條件Assumptions 假定Outputs輸出

Communicationsmanagementplan溝通管理計(jì)劃Tools&Techniques工具和技術(shù)Stakeholderanalysis項(xiàng)目干系人分析DetermineProjectCommunicationRequirements

明確項(xiàng)目溝通需求Determinewhat?決定什么？typeandformat類型和格式Whichinformationcontributestoprojectsuccess 何信息對(duì)項(xiàng)目成功有貢獻(xiàn)Lackofwhichinformationcanleadtofailure

缺乏何種信息可能導(dǎo)致失敗Factorstopayattentionto:需要注意的因素Projectorganizationandstakeholderresponsibilityrelationships

項(xiàng)目組織和項(xiàng)目干系人責(zé)任關(guān)系Disciplines,departments,andspecialtiesinvolved紀(jì)律，部門和特性Projectteamsizeandgeographiclocationofteammembers

項(xiàng)目組規(guī)模和項(xiàng)目成員的地理位置Externalinformationneeds(e.g.communicatingwithmedia)

外部信息需要（如和媒體的溝通）CommunicationManagementPlan

溝通管理計(jì)劃Itprovides:它提供：Methodstogatherandstoreinfo.收集和存儲(chǔ)信息的方法Methodstodistributeinfo.andthedistributionlistthatiscompatiblewiththeprojectorg.chart

信息發(fā)布的方法，以及與項(xiàng)目組織圖一致的發(fā)布清單Thedescriptionoftheinformationincludingformat,content,levelofdetail,andconventions/definitionstobeused

信息描述包含格式，內(nèi)容，詳細(xì)程度及所用的慣例Productionscheduleforeachtypeofcommunication

每種類型溝通的產(chǎn)生進(jìn)度Info.accessingmethods

信息訪問(wèn)方法Communicationmanagementplanupdatingandrefiningmethod溝通管理計(jì)劃更新和優(yōu)化方法InformationDistribution

信息發(fā)布Makingneededinformationavailabletoprojectstakeholdersinatimelymanner.使所需的信息能定期發(fā)布到項(xiàng)目干系人1.Workresults 工作結(jié)果2.Communicationsmanagementplan 溝通管理計(jì)劃3.Projectplan 項(xiàng)目計(jì)劃Inputs輸入ProjectRecords 項(xiàng)目記錄Outputs輸出Communicationskills

溝通技能Informationretrieval system信息查詢系統(tǒng)Informationdistribution system信息發(fā)布系統(tǒng)Tools&Techniques工具和技術(shù)CommunicationSkills–Meeting(1)

溝通技能-會(huì)議（1）Commontypesofmeetings一般會(huì)議的類型Managementpresentations管理陳述Clientpresentations客戶陳述Orientation定位Teambuilding團(tuán)隊(duì)建設(shè)Informational通報(bào)Progress/status進(jìn)展/狀況Decisionmaking做決定Problemsolving解決問(wèn)題Kick-off啟動(dòng)CommunicationSkills–Meeting(2)

溝通技能-會(huì)議（2）Effectivemeetings有效的會(huì)議Establishmeetingpolicy確立會(huì)議方針Followtheagenda遵循議程Encourageparticipation鼓勵(lì)參與meetaspecificneed滿足特別需要Issuemeetingminutes發(fā)布會(huì)議紀(jì)要Establishtaskassignments&actionitems

建立任務(wù)分配和行動(dòng)項(xiàng)Haveproceduresforactionitemfollow-up

有行動(dòng)項(xiàng)跟蹤的程序CommunicationSkills-Listening

溝通技能-傾聽(tīng)ModelsofListening傾聽(tīng)模型Cognitive(perception,reasoning,intuition)認(rèn)知的（理解，推理，直覺(jué)）Affective(emotionorfeeling) 情感的（情緒或感覺(jué)）Psychomotive(drivesormotives) 精神的（動(dòng)力或動(dòng)機(jī)）EnhancingListeningSkills 提高傾聽(tīng)技能Openness公開(kāi)Equality平等Empathy換位思考Positiveintent積極心態(tài)Problemorientation問(wèn)題導(dǎo)向Toleranceforambiguity 對(duì)不確定性的寬容Understandwhyhe/sheconcerns理解他為什么關(guān)注CommunicationSkills