项目管理学知识要点.docx

项目管理学第一章 Project Initiation项目启动n Genesis 起源n Feasibility 可行性研究n Making decisions 决策n Project Life Cycle 项目生命周期n PMIs PMBoK 1.1 Genesis1.1.1 What is a project? 项目的定义How can you identify whether or not a project is successful? 如何判断一个项目是否成功？1.1.2 The Age of Project ManagementThe Importance of Project Management项目管理的重要性1.1.3 Players in the game 项目的参与者1.1.4 The project environment: Strategic planning项目环境（策略规划）Strategic planningMission statementChange from above, from below and from outside 变更Some ways and tools for planning Strategic planning questions and their outcomesSWOT analysis1.1.5 Two investigative tools1.Pareto analysis 帕累托2.Cause and effect diagrams 因果图1.1.6 Organizational objectives 组织目标 1.Identifying objectives 目标识别Brainstorming 头脑风暴Nominal group technique(Delbecq)Affinity diagrams 关联图2.Towards project proposals3.From objectives towards actions 4.RequirementsRequirements & Specification 需求和规范5.Next step: Feasibility study 可行性研究Strategic Management Process1.1.7 Summary1.2 Feasibility 1.2.1 Technical feasibility 技术可行性Problems with features analysisEcological factorsSocial factorsOther technical factors1.2.2 Financial feasibility 经济可行性Cost-benefit analysis Choosing the correct number of yearsEstablishing a method for calculating value1.2.3 Risk and uncertainty1.2.4 Summary1.3 Making decisions 决策1.3.1 Coherence1.3.2 Aids to decision making1.Decision tree2.Proposal selection index3.Checklists4.Measured checklists1.3.3 Summary1.4 Projects: the life-cycle 项目生命期1.4.1 Project life-cycles1.The basic project life-cycle(fit many projects)2.The phased development life-cycle(each phase is for a mini-project)3.Prototyping project life-cycle1.4.2 Success factors 1.4.3 Scope managementThe steps to scope management1.4.4 What does a project manager do?1.4.5 Summary1.5 PMIs PMBoK1.5.1 Project Management Process Group1.5.2 Project Management Knowledge Areas第二章 Risk, Estimates and Contracts风险，评估与合同n Organizing projectsn Riskn Estimating a projectn Tendering and contractingn Whats in a contract?2.1 Organizing projectsn How projects can be organizedn Preparatory workn Work breakdown structuren Work packages and statements of workn The product breakdown structuren Cost breakdown structure2.1.1 How projects can be organizedLarge projects: how to break them up and whyWhat is an estimate?2.1.2 Preparatory work2.1.3 Work breakdown structureBeginning a WBSFurther breakdownExpansion of a package into tasksNotes（When we use the WBS, we should notice）2.1.4 Work packages and statements of workWork package definitionStatements of work2.1.5 The product breakdown structure2.1.6 Cost breakdown structure2.1.7 Summary2.2 Risk2.2.1 Risk identification and analysisSome methods for assessing technical risks2.2.2 Risk managementThe countermeasures for risk managementAvoiding and reducing the riskTransferring the risk to others and contingency plansAccepting the risk2.2.3 Summary2.3 Estimating a project2.3.1 Organizing for estimating2.3.2 Data gathering2.3.3 Consolidating and evaluating data2.3.4 Completing the estimateContingency reserves2.3.5 Classification, final consolidation and presentation of estimates2.3.6 Summary2.4 Tendering and contracting2.4.1 The legal background2.4.2 Tenders and tendering2.4.3 Evaluating tenders2.4.4 Accepting a bid2.4.5 Summary2.5 Whats in a contract?Reviewing the contract 2.5.1 Financial bases of contracts2.5.2 Delivery, the passing of property and risk2.5.3 Time for completion and incentives2.5.4 Quality, performance and damages2.5.5 Payment, guarantees and exclusion clauses2.5.6 Why contracts go wrong The results of changes2.5.7 Summary第三章 Planning n Planning to satisfy the clientn Assigning tasks to peoplen Schedulingn Resources and schedulingn The project plan3.1 Planning to satisfy the client3.1.1 The project managers objectives3.1.2 Mutual understanding of the contract3.1.3 Liaison with the client3.1.4 Summary3.2 Assigning tasks to people3.2.1 Setting up the project organization3.2.2 Assigning responsibilities The responsibility matrix3.2.3 AdministrationAdministrative tasks管理任务3.2.4 Summary3.3 Scheduling3.3.1 Phases and milestones3.3.2 Gantt charts3.3.3 Network techniques: activity-on-arrow networks3.3.4 Network techniques: activity-on-node networks3.3.5 Presenting the schedule: Gantt charts revisited3.3.6 Summary3.4 Resources and scheduling3.5 The project plan3.5.1 preparing the project plan3.5.2 Contents of the project plann 1 Overview or summaryn 2 Project scope and contractn 3 Technical plann 4 Quality and managementn 5 Organization and personneln 6 Project schedulen 7 Resources and facilities(including budget breakdown)n 8 Risk assessment and risk management3.5.3 Summary第四章 Building and leading the teamn People and projectsn Dealing with peoplen Team organizationn Keeping the team motivatedn People, projects and managers4.1 people and projects4.1.1 The project environment4.1.2 The project managers rolesThe key leadership skills for project managers4.1.3 Summary4.2 Dealing with people4.2.1 Influencing4.2.2 Delegating4.2.3 Negotiating4.2.4 Leading4.2.5 Summary4.3 Team organization4.3.1 Four common types of project team1 The functional team2 The project (single) team3 The matrix team4 The contract teamHorses for courses4.3.2 Summary4.4 Keeping the team motivated4.4.1 Theories of motivation1 Maslows hierarchy of needs2 Motivation hygiene theory3 Expectancy theory4 The humanistic theory of work5 The commodity theory of work4.4.2 Influencing the teams motivation4.4.3 Summary4.5 People, projects and managers第五章 Managing and controlling progress and costn Managing the initial stagesn Project monitoring and controln Monitoring and controlling the costn Maintaining the schedule5.1 Managing the initial stages5.1.1 The project managers activitiesn Initiatingn planning, organizing and staffingn monitoring and controllingn directingn communicating.5.1.2 Problems, problems5.1.3 Summary5.2 Project Monitoring and Control5.2.1 Elements of project control5.2.2 Measuring project status1.Gathering the information2.Improving accuracy: milestones within activities3.Periodic progress reports4.Progress review meetings5.Informal discussions5.2.3 Closing the loop5.2.4 Summary5.3 Monitoring and Controlling the Cost5.3.1 The earned value method5.3.2 Controlling the project costKnowing when to pull the plug5.3.3 Summary 5.4 Maintaining the Schedule5.4.1 Updating the schedule5.4.2 Milestone tracking5.4.3 Calculating slippage from earned value S-curves5.4.4 Combined cost and schedule graphs5.4.5 Some causes of slippage5.4.6 Summary第六章 Managing quality and changen Maintaining the qualityn Change: cause and effectsn Configuration management6.1 Maintaining the quality6.1.1 Monitoring qualityDesign reviewWho should attend the meetings?6.1.2 Software quality1.Testing for software qualityUnit testing and Integration testingSubsystem testing and system testingRegression, alpha and beta testingAcceptance testing2.Validation and verification3.Planning for test