会员注册 | 登录 | 微信快捷登录 QQ登录 微博登录 | 帮助中心 人人文库renrendoc.com美如初恋!
站内搜索 百度文库

热门搜索: 直缝焊接机 矿井提升机 循环球式转向器图纸 机器人手爪发展史 管道机器人dwg 动平衡试验台设计

   首页 人人文库网 > 资源分类 > PDF文档下载

PMP - The Little Black Book Of Project Management.pdf

  • 资源星级:
  • 资源大小:2.21MB   全文页数:155页
  • 资源格式: PDF        下载权限:注册会员/VIP会员
您还没有登陆,请先登录。登陆后即可下载此文档。
  合作网站登录: 微信快捷登录 支付宝快捷登录   QQ登录   微博登录
友情提示
2:本站资源不支持迅雷下载,请使用浏览器直接下载(不支持QQ浏览器)
3:本站资源下载后的文档和图纸-无水印,预览文档经过压缩,下载后原文更清晰   

PMP - The Little Black Book Of Project Management.pdf

SearchTipsAdvancedSearchLittleBlackBookofProjectManagement,ThebyMichaelC.ThomsettAMACOMBooksISBN0814477321PubDate01/01/90SearchthisbookIntroductionChapter1OrganizingfortheLongTermChapter2CreatingthePlanChapter3ChoosingtheProjectTeamChapter4TheProjectBudgetChapter5EstablishingaScheduleChapter6TheRulesofFlowchartingChapter7TheProjectFlowchartChapter8SupportingDocumentationChapter9ProjectReviewChapter10TheCommunicationChallengeChapter11ProjectManagementandYourCareerAppendixAIndexProducts|ContactUs|AboutUs|Privacy|AdInfo|HomeUseofthissiteissubjecttocertainTermsConditions,Copyright©19962000EarthWebInc.Allrightsreserved.ReproductionwholeorinpartinanyformormediumwithoutexpresswrittenpermissionofEarthWebisprohibited.ReadEarthWebsprivacystatement.SearchTipsAdvancedSearchLittleBlackBookofProjectManagement,ThebyMichaelC.ThomsettAMACOMBooksISBN0814477321PubDate01/01/90SearchthisbookTableofContentsIntroductionPredictionisverydifficult,especiallyaboutthefuture.NeilsBohrImaginethissituationYouvejustbeengiventhejobofcompletingaverylargeproject.Yoursourcesarelimited,yourbudgetisverysmall,andyourdeadlineisveryshort.Theprecisegoalsofthejobhavenotbeendefinedaswellasyoudlike,andyoudontknowwheretostart.Thissituationchallengesyourmanagementskillonmanylevels.Youllhavetoaskforadefinitionofjustwhatyoureexpectedtoachieve.Thenyoullneedtoplanwellenoughsothatyouwillaccomplishthedesiredresult,bythedeadlineandwithinbudget.Rarelywillyoubegivenawelldefined,fullybudgetedprojectandaskedmerelytopilotyourresourcesthroughtotheendresult.Morelikelyyouwillbegivenanassignmentthatincludesnothingbeyondthedemandforageneralizedendresult.Therestisuptoyou.ThisLittleBlackBookshowsyouhowtotakechargeofabigproject,defineit,andthenbreakitdownintosmaller,moremanageablephases.Youwilllearnhowtocontrolabudgetandscheduleandleadaprojectteamthroughtosuccessfulcompletion.Youwillfindouthowtoanticipateproblemsandplanforthemduringthevariousprojectphases.Andyouwilldiscovermethodsforestablishingclearobjectivesforyourproject,evenwhentheyarenotdefinedatthepointofassignment.Becauseitsalongtermprocess,projectmanagementcausesevenwellorganizedmanagerstoexperiencedifficulty.Butifyouareaccustomedtocontrollingroutineworkinyourowndepartment,youalreadyunderstandrecurringworkloadcycles,staffinglimitations,andbudgetaryrestraintsthesameissuesyoullconfrontwithprojects.However,thecontextisdifferentFirst,aprojectisnonrecurring,soproblemsandsolutionsarenotmattersofroutinesecond,unlikethelimitationsonyourdepartmentsrangeoftasks,aprojectoftencrossesdepartmentalandauthoritylinesthird,aprojectisplannedandorganizedoverseveralmonths,whereasrecurringtasksareprojectedaheadonlyforafewdaysorweeks.Managingaprojectdoesntrequireanyskillsyoudontalreadypossessyouwillemploythesamemanagementskillsyouuseelsewhere.Theplanning,organizing,andexecutionstepsjustrequiregreaterflexibilityandalongtermviewthanyourrecurringtasksdo,andtheprojectisanexceptiontothedailyormonthlyroutine.Runningaprojectislikestartingupanewdepartment.Whatdistinguishesbothactivitiesfromyourothertasksisthattheresnohistoricalbudget,nopredictablepatterntotheproblemsorresistancepoints,andnocycleonwhichtobasetodaysactions.ThinkofthisLittleBlackBookasthefoundationoftheprojectstructureyoullcreate.Thatstructurewilltakeonastyle,character,andarrangementofitsown,butitmustrestonasolidbaseoforganizationalskills,definition,andcontrol.Thisbookwillshowyouhowtotakechargeofeventhemostcomplexprojectandproceedwithconfidenceinyourselfandyourprojectteam.Butprotectthisbook,andbesureyoucantrustthosewhomightseeyoureadingit.Keepitlockedupinyourdeskorbriefcase,andneverleaveitoutintheopenwhereitmaybeborrowedpermanently.Thisisyoursecretprojecttoolguarditwell.TableofContentsProducts|ContactUs|AboutUs|Privacy|AdInfo|HomeUseofthissiteissubjecttocertainTermsConditions,Copyright©19962000EarthWebInc.Allrightsreserved.ReproductionwholeorinpartinanyformormediumwithoutexpresswrittenpermissionofEarthWebisprohibited.ReadEarthWebsprivacystatement.SearchTipsAdvancedSearchLittleBlackBookofProjectManagement,ThebyMichaelC.ThomsettAMACOMBooksISBN0814477321PubDate01/01/90SearchthisbookPreviousTableofContentsNextChapter1OrganizingfortheLongTermEverymomentspentplanningsavesthreeorfourinexecution.CrawfordGreenwaltThenewlyhiredmailroomemployeenoticedanelderlygentlemansittinginacornerandslowlysortinginterofficeenvelopes.Whosthatheaskedthesupervisor.Oh,thatsCharley.Hesbeenwiththecompanyforaboutfortyyears.Andhenevermadeitoutofthemailroomtheemployeeasked.Hedid,butheaskedtobetransferredhereafterspendingseveralyearsasaprojectmanager.Dread.Thatsacommonreactiontobeinggivenaprojectassignment.Thoughtofasthecorporateversionofarootcanal,aprojectisoftenseenassomethingtoavoidratherthantoseek.Butonceyoudiscoverthatthejoboforganizingandexecutingaprojectisnotallthatdifficult,theassignmentwilltakeonadifferentcharacter.Insteadofadifficult,ifnotimpossible,task,itwillbecomeaninterestingchallengetoyourorganizationalskillsperhapsitwillserveasanoutletforyourcreativityorawaytodemonstrateyourskillevenasanexcellentforumfordevelopingyourleadershipabilities.Thesecretisnotinlearningnewskillsbutinapplyingtheskillsyoualreadyhave,butinanewarena.Theprojectisprobabyanexceptiontoyournormalroutine.Youneedtooperatewithaneyetoalongertermdeadlinethanyouhaveintheweeklyormonthlycycleyouremorelikelytoexperienceinyourdepartment.Ofcourse,somemanagersoperateprojectsroutinely,andareaccustomedtodealingwithauniquesetofproblems,restrictions,anddeadlinesineachcase.Forexample,engineers,contractors,orarchitectsmovefromoneprojecttoanother,ofteninvolvingcircumstancesneverencounteredbefore.Still,theyapplythesameorganizationalskillstoeachandeveryjob.Thatstheirroutine.ItsmorelikelythatyourunadepartmentthatdealswithaseriesofrecurringtasksfromonemonthtoanotherThesameassignments,procedures,andresultsoccurwithinthecyclethesamepeopleperformthesameroutineseachtimeandyoucananticipateproblemsanddealwiththeminaverypredictableway.SowhenyouaregivenanexceptionaltaskaprojectyoumaybeveryuncomfortableandfindyourselfaskingHowdoIgetstartedExactlywhatamIexpectedtoachieveWhoisresponsibleforwhat,andhowamIsupposedtocoordinatetheeffortItsalsolikelythatyoureusedtoreceivinginformationfromaknownsourceandataspecifictime.Youperformyourroutinesrecording,interpreting,reporting,processingandthenconveytheendresulttosomeoneelse.Butonprojects,youllbeworkingwithotherdepartmentssothestepsinvolvedinreceiving,performing,andreportingwillprobablybeverydifferentfromwhatyoureusedto.Thisisabigchallengeforsomeonewhoisassignedaonetimejoboraseriesofjobsthatarenotpartofhisorherusualexperience.Andasforallnewchallenges,thekeytostayingincontrolinvolvestheelementsofdefinition,planning,andorganization.PROJECTDEFINITIONSThedefinitionofprojectvariesfromonecompanytoanother.Insomecases,thewordisusedlooselytodescribeanytask,exceptionalorrecurring.Thus,aprojectcouldmeananyroutinethatdemandstime.Inthisbook,wedistinguishbetweenaprojectandaroutineinfourways,assummarizedinFigure11.1.Aprojectisanexception.Aprojectinvolvesinvestigating,compiling,arranging,andreportinginformationoutsidetherangeofusualactivitieswhileroutineisdefinedwithintherangeofadepartmentsfunction.ExampleThemanagerofacustomerservicedepartmentpreparesmonthlyreportsidentifyingcustomercontacttrendscomplaints,inquiries,suggestionsaspartofherroutine.Whensheisgiventhetaskofinvestigatingandcomparingautomatedcustomerservicesoftware,sheisresponsibleforaproject.2.Projectactivitiesarerelated.Routinesforrecurringtasksperformedinyourdepartmentarerelatedtotheactivitiesthatdefineanddistinguishthatdepartmentonly,whereastheactivitiesinvolvedinprojectphasesarerelatedtooneanotherandtoadesiredendresult.Soyourprojectmayinvolvecoordinatingworkthatnotonlytakesplaceinyourimmediatedepartmentbutextendstoactionsinotherdepartments,aswellastooutsideresources.Figure11Comparingprojectsandroutine.ExampleThecustomerservicemanagergiventheprojectofinvestigatingautomatedsystemsmayworkwiththedataprocessingmanager,themarketingdepartment,andseveralsuppliers.Collectively,theinternalandexternalinformationwillhelpheridentifythepointsofcomparison.3.Projectgoalsanddeadlinesarespecific.Recurringtasksmaybemanagedwithdepartmentalgoalsinmindbutthesegoalstendtoremainfixed,ormoveforwardonlywithtime.Thesameistrueofdeadlinesyoumayfaceweeklyormonthlydeadlinesforcompletionofreports,processing,andclosing.Projects,though,havesingulargoalsthatwillbeeitherreachedormissed.Andprojectshaveclearstartingpointsandcompletiondates.ExampleThecustomerservicemanageristoldtocomparepricesandfeaturesofsoftware,makearecommendation,andcompleteareportwithinthreemonths.Thisprojecthasacleargoalanddeadline.Incomparison,herdepartmentsroutinegoalsanddeadlinesextendfromonemonthtoanother.4.Thedesiredresultisidentified.Routinesareaimednotatoneoutcomebutatmaintenanceofprocesses,whereastheresearch,developmentofprocedures,orconstructionofsystemsorbuildingsonaprojectproduceatangible,desiredresult.ExampleForherproject,thecustomerservicemanagerisexpectedtodeliveraconclusivereport.Itsaonetimeassignment,notonethatwillrecureachmonth.Buttheroutinereportsherdepartmentgenerateswillstillbeproducedasamaintenancefunctionofherdepartment.Projectsarealsodistinguishedfromroutinesbythewayinwhichtheymustoperateunderthethreeconstraintsofresult,budget,andtimeseeFigure12.Toadegree,allmanagementfunctionsoperatewithintheseconstraints.Forexample,yourdepartmentmaybeexpectedtoperformandproducecertainresultsitssubjectedtobudgetingcontrolsanditsworkisplannedandexecutedunderaseriesofdeadlines.Figure12Threeprojectconstraints.PreviousTableofContentsNextProducts|ContactUs|AboutUs|Privacy|AdInfo|HomeUseofthissiteissubjecttocertainTermsConditions,Copyright©19962000EarthWebInc.Allrightsreserved.ReproductionwholeorinpartinanyformormediumwithoutexpresswrittenpermissionofEarthWebisprohibited.ReadEarthWebsprivacystatement.SearchTipsAdvancedSearchLittleBlackBookofProjectManagement,ThebyMichaelC.ThomsettAMACOMBooksISBN0814477321PubDate01/01/90SearchthisbookPreviousTableofContentsNextTheseconstraints,whilecommontoalldepartmentsandrecognizedbyeverymanger,areperpetual.Notallthreeareencounteredconsistentlyinallcases.Andtheymightnotevenserveasguidelinesforyouractions.ExampleThemanagerofaninsuranceclaimsofficekeepsaneyeonthevolumeofwork,whichvariesfromonedaytothenext.Hisprimaryconcerniscompletionofprocessingtoavoidbacklogsofwork.Thatmaybecalledadesiredresult,butitisaconstantoneandnotaonetimegoal.ExampleAdepartmentisgivenanexpensebudgetforthenextyear.Inseveralcases,assignedexpenselevelsareallocatedandbeyondthemanagersimmediatecontrol.Thus,hedoesnottrackallaspectsofthebudgetwithcontrolinmind.ExampleAnaccountingdepartmentrecordstransactionsonadailybasis,andcutsoffeachdayat3P.M.,whenabatchisbalancedandprocessedonanautomatedsystem.Thedailydeadlineispartoftherecurringroutineandhasanongoingseriesofcutoffpoints,unlikealongertermdeadline.Butprojectssucceedorfailpurelyonthebasisofthethreeconstraintsasfollows1.Result.Completionofaspecific,definedtaskoraseriesoftasksistheprimarydrivingforcebehindaproject.Unliketherecurringtasksfacedonthedepartmentallevel,aprojectistargetedtotheideaofafinite,onetimeresult.2.Budget.Aprojectsbudgetisoftenseparatefromthedepartmentalbudget.Unlikeadepartmentsstaff,aprojectteamoperateswithadegreeofindependenceintermsofbothcontrolandmoney.Projectteamsoftenincludepeoplefromseveraldifferentdepartmentsthus,budgetarycontrolcannotbeorganizedalongdepartmentallines.Aprojectmayrequireacapitalbudgetaswellasanexpensebudget.Asprojectmanager,yourelikelytohaveagreaterdegreeofcontrolovervariances.3.Time.Projectshavespecificstartingpointsandstoppingpoints.Awellorganizedprojectisbasedoncarefulcontrolsovercompletionphases,whichinvolvetheuseofeachteammemberstime.DEFINITIONANDCONTROLInlaterchapters,youlllearnhowtomanageprojectswiththeconstraintsofresult,budget,andtimeinmind,constraintsthatdefinetheprojectandthewayitwillbeorganized.Fornow,itsimportanttounderstandthetwocomponentsthatleadtothesuccessfulcompletionofaprojectdefinitionandcontrol.Withouteitherofthese,youwillbeunlikelytoachieveorknowthefinalresult,withinthebudget,andwithinthedeadline.ExampleAmanagerisgiventheassignmentofpreparinghisdepartmentforautomation.Heputsalotofeffortintodefiningthepurpose,breakingouttasks,anddevisingascheduleandabudget.However,oncetheworkbegins,theprojectfallsapartbecausenocontrolfunctionswereplanned.Thereisnospecificassignmentofresponsibilitynordoesthemanagercompareactualprogresstothescheduleorwatchprojectexpensestokeeptheminlinewiththebudget.ExampleAmanagerembarksonaprojectwithacarefullydesignedmonitoringandcontrolsystem.Shedelegateseffectively,controlsthescheduleandbudget,andcompletestheprojectontime.However,whenthefinalreportispresented,shediscoversthattheresultisnotwhatwasexpected.WhyThemanagerdidntaskforacleardefinitionofthepurposeattheonset.AsyoucanseeinFigure13,thedefinitioncomponentofaprojectisbrokendownintofoursegmentsandcontrolintofiveFigure13Definingandcontrollingtheproject.Definition1.Purpose.WhatistheexpectationWhyistheprojectbeingundertaken,andwhatconclusionsoranswersshoulditproduce2.Tasks.HowcanalargeprojectbebrokendownintoaseriesofshorttermprogressstepsRemember,althoughabigprojectmaybeoverwhelming,smallerportionscanbemethodicallyattackedandcompletedaccordingtoaschedule.3.Schedule.WhatisthefinaldeadlineAndwiththatdeadlineinmind,howcanaseriesofsmallertasksbearranged,maintained,andscheduledProperschedulingoftasksonaweektoweekbasisisthekeytomeetingalongtermdeadline.4.Budget.HowmuchshouldtheprojectcostWillthecompanyhavetoinvestmoneyinresearch,capitalequipment,promotion,ormarkettestingWhatexpensesshouldbeplannedfor,andhowmuchmoneyshouldbesetasidetoallowforsuccessfulcompletionControl1.Team.Asaprojectmanager,youwillneedtogatherthenecessaryteam.Youmayhavetoborrowresourcesfromotherdepartments,oruseallorpartofyourownstaff.Butyoucantbuildtheteamuntilyouknowthepurpose,schedule,andbudgetfortheproject.2.Coordination.Byitsverynature,aprojectdemandsconsistentmanagement.Committeesdontworkwelliftheyreoverlydemocratic,soasprojectmanageryoumustberesponsibleforcoordinatingtheeffortsofeveryoneontheteam.3.Monitoring.Yourscheduleandbudgetwillsucceedonlyifyouareabletospotemergingproblemsandcorrectthemdelegatingworktoothersorcreatingacontrolsystemarentenough.Youalsoneedtotracktheindicatorsthattellyouwhethertheprojectisonscheduleandwithinbudgetandifthepurposeisbeingachievedateachstepalongtheway.4.Action.Ifyoufindthatproblemsaredeveloping,youwillneedtotakeactiontocorrectthem.Ifyourteamisfallingbehindschedule,youmustacceleratethepaceofwork.Iftheyreexceedingbudget,costsandexpensesmustbebroughtundercontrolandfurthervarianceseliminatedorreduced.Thisispossibleonlyifyoucanfollowupondiscoveredproblemsbeforetheygetoutofhand.5.Completion.Evenifaprojectiswellmanagedandkeptonschedulefor99percentofthetimeperiod,ifthatlaststepisnttaken,thedeadlinewontbemet.Evenwellrunprojectssometimesprovedifficulttocloseout.Thatfinalreport,thelastconclusion,thecommitmenttopaperoftenprovetobethehardestpartsoftheentireproject.PreviousTableofContentsNext

注意事项

本文(PMP - The Little Black Book Of Project Management.pdf)为本站会员(baixue100)主动上传,人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对上载内容本身不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知人人文库网([email protected]),我们立即给予删除!

温馨提示:如果因为网速或其他原因下载失败请重新下载,重复下载不扣分。

copyright@ 2015-2017 人人文库网网站版权所有
苏ICP备12009002号-5