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

PMP - The Little Black Book Of Project Management.pdfPMP - The Little Black Book Of Project Management.pdf -- 3 元

宽屏显示 收藏 分享

资源预览需要最新版本的Flash Player支持。
您尚未安装或版本过低,建议您

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
编号:201312150003368400    大小:2.21MB    格式:PDF    上传时间:2013-12-15
  【编辑】
3
关 键 词:
IS 电气 高压 110kv 220kv 550kv 800kv
温馨提示:
1: 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
2: 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
3.本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
5. 人人文库网仅提供交流平台,并不能对任何下载内容负责。
6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
  人人文库网所有资源均是用户自行上传分享,仅供网友学习交流,未经上传用户书面授权,请勿作他用。
0条评论

还可以输入200字符

暂无评论,赶快抢占沙发吧。

当前资源信息

4.0
 
(2人评价)
浏览:6次
baixue100上传于2013-12-15

官方联系方式

客服手机:17625900360   
2:不支持迅雷下载,请使用浏览器下载   
3:不支持QQ浏览器下载,请用其他浏览器   
4:下载后的文档和图纸-无水印   
5:文档经过压缩,下载后原文更清晰   

相关资源

相关资源

相关搜索

IS   电气   高压   110kv   220kv   550kv   800kv  
关于我们 - 网站声明 - 网站地图 - 友情链接 - 网站客服客服 - 联系我们
copyright@ 2015-2017 人人文库网网站版权所有
苏ICP备12009002号-5