项目管理英文PPT.ppt

项目管理 GroupMember 姚小慧徐雅琴严珂肖洒周晓俊吴启凡苏煜何义 ProjectManagement 项目管理 restrict限制约束stakeholder股东 利益相关者scope范围 领域standardize使标准化snag障碍 意外的困难inappropriate不相称的execute实施 执行identify 经考虑 确定intermediate中间的 中级的timesheet时间表automated自动生成的liaise与 建立联系 Vocabulary AGENDA WhatisProjectManagement HowToManageTheProject Whatisasucessfulproject ProblemsandSolutions WhatisProjectManagement Aprojectisacomplex non routine one timeeffortlimitedbytime budget resources andperformancespecificationdesignedtomeetcustomerneeds WhatisProject 1 HaveSpecificObjectivestobeCompletedWithinCertainSpecifications HaveSourseLimit HaveDefinedStartandEndDates 2 AProjectisanyseriesoftasksandactivitiesthat TimeLimit 3 Anestablishedobjective一个确立的目标Adefinedlifespanwithabeginningandanend 有规定的生命周期 有开始和结束 Usually theinvolvementofseveraldepartmentsandprofessionals 通常会有多部门及众多专业人员参与 强调跨部门沟通与协作 Typically doingsomethingthathasneverbeendonebefore 过去从未做过 不确定性大 Specifictime cost andperformancerequirements 有具体的时间 成本以及绩效要求 Themajorcharacteristicsofaproject Themajorcharacteristicsofaproject Whatisprojectmanagement Theprojectteammanagestheworkoftheproject andtheworktypicallyinvolves Balancingcompetingdemandsforprojectscope time cost riskandquality Satisfyingstakeholderswithdifferingneedsandexpectations Meetingidentifiedrequirements 这里输入文本这里输入文本这里输入文本这里输入文本这里输入文本这里输入文本这里输入文本这里输入文本 TypesomethinghereTypesomethinghereTypesomethinghereTypesomethinghere 5 WhatisProjectManagement Projectmanagementistheapplicationofknowledge skills toolsandtechniquestoaboardrangeofactivitiesinordertomeettherequirementsoftheparticularproject Projectmanagementhelpsorganizationsmeettheircustomers needsbystandardizingroutinetasksandreducingthenumberoftasksthatcouldpotentiallybeforgotten Italsoensuresthatavailableresourcesareusedinthemosteffectiveandefficientmanner 5 TheImportanceofProjectManagement项目管理的重要性 Thedawningof theageofProjectManagement CompressionoftheProductLifeCycle产品生命周期的缩短GlobalCompetition全球性竞争KnowledgeExplosion知识爆炸CorporateDownsizingforsurvival求生存公司压缩IncreasedCustomerFocus客户化服务的增强RapidDevelopmentofDevelopingcountriesandClosedEconomies第三世界 发展中国家飞速发展以及封闭经济的解禁SmallProjectsRepresentBigProblems小项目代表大问题 HowToManageAProject DetermineAvailableResourcesWhatpeople equipment andmoneywillyouhaveavailabletoyoutoachievetheprojectobjectives Asaprojectmanager youusuallywillnothavedirectcontroloftheseresources butwillhavetomanagethemthroughmatrixmanagement Findouthoweasyordifficultthatwillbetodo ChecktheTimelineWhendoestheprojecthavetobecompleted Asyoudevelopyourprojectplanyoumayhavesomeflexibilityinhowyouusetimeduringtheproject butdeadlinesusuallyarefixed Ifyoudecidetouseovertimehourstomeettheschedule youmustweighthatagainstthelimitationsofyourbudget CreateYourBaselinePlanGetfeedbackonyourpreliminaryplanfromyourteamandfromanyotherstakeholders Adjustyourtimelinesandworkschedulestofittheprojectintotheavailabletime Makeanynecessaryadjustmentstothepreliminaryplantoproduceabaselineplan RequestProjectAdjustmentsThereisalmostneverenoughtime moneyortalentassignedtoaproject Yourjobistodomorewiththelimitedresourcesthanpeopleexpect However thereareoftenlimitsplacedonaprojectthataresimplyunrealistic Youneedtomakeyourcaseandpresentittoyourbossandrequesttheseunrealisticlimitsbechanged Askforthechangesatthebeginningoftheproject Don twaituntilit sintroubletoaskforthechangesyouneed CommonProblems ThelackofprojectmanagementsystemtrainingProjectplanningconsciousnessManagementconsciousnessPositioningisnotclearDivisionoflaborissuesintheprojectteam TheProblemsInProcessandSolution CommonSolutions NecessaryknowledgetrainingPlanstoimprovetheprojectmanagerStrengtheningofevaluationProjectplandevelopment relatedknowledge technologies tools WhyProjectsFail Causes原因 AFailedProject一个失败的项目意味着 LateCompletion完成延误 CostOverrun成本超支 SubstandardPerformance绩效不达标Causes原因 Topmanagementnotrecognizingthisactivityasaproject高层管理没有把此活动当成项目Toomanyprojectsatthesametime同时有太多的项目运作 Impossibleschedulecommitments不可能的进度承诺No functional inputsintheplanningstage在计划阶段 没有职能部门参与Noonepersonresponsiblefortheentireproject整个项目没有人来负责Poordesigncontrol较差的设计控制Poorchangecontrol includingcustomerchanges 较差的变更控制 包括客户变更 Wrongpersonassignedasprojectmanager项目经理选错了Nointegratedplanning control没有整合计划和控制Overcommitmentofcompanyresources对公司资源过高承诺Noprojectcostaccountingability没有项目成本会计能力Poorlyorganizedprojectoffice项目办公室组织较差 RiskAnalysisandPlanReview PurposeIdentifyrisks eventsthat iftheyoccur canhaveeitheranegativeorapositiveeffectontheproject Contingencyplansaredevelopedfortheknownrisks EnsurescommonunderstandingoftherisksandtheircontingencyTimingDuringPlanningProcessGroupTeammustunderstandprojectscopetocreateameaningfulanalysisandplan AudienceSponsorProjectteamKeyStakeholders DevelopingtheProjectSchedule Step1 DevelopaWBS WorkBreakdownStructure Step2 DefinetheactivitiesStep3 DevelopamilestonelistStep4 PuttheactivitiesinorderStep5 EstimatedurationandworkStep6 Assignpeopletoactivities DefiningProjectSuccess项目成功定义 Withintheallocatedtimeperiod在分配的时间之内Withinthebudgetedcost规定的预算成本之内 Attheproperperformanceorspecificationlevel满足正确的绩效或规格水平Withacceptancebythecustomer user得到客户或用户的认可和接受 Withminimumormutuallyagreeduponscopechanges能够互相认可的项目范围变化最小化Withoutdisturbingthemainworkflowoftheorganization不会影响组织主要业务流程Withoutchangingthecorporateculture 不会改变公司文化 WhatissuccessfulProjectManagement Itcandefinedashavingachievedtheprojectobjectives 可以定义为 实现项目目标Withintime在规定时间之内Withincost在预算成本之内Atthedesiredperformance technology达到期望绩效 技术 Whileutilizingtheassignedresourceseffectivelyandefficiently有效果及有效率地利用所分配的资源Acceptedbythecustomer客户可以满意接受 CommonAttributes AGoodProjectAttribute Listedabovearesomebasicpropertiesoftheprojectshouldbe heretalkaboutitmore Ithinkagoodprojectshouldhavethefeatures Andhowtodesignagoodproject DesignisnottheonlyVisual Visualdesignisonlypartofthedesign Designrelatestotheuserusingtheproduct theoverallexperienceofbrowsingtheWeb 视觉设计仅仅是设计的一部分 设计关乎到用户使用产品 浏览网页的整体体验 Thisproduct theirexperienceisnotjustVisual Onlyaftertheusereverhad tofeelthecoreofitsproductexperience purewater tasteofharmony Auser centric User centred notdesigners productsasthe