管理双语课件第四章--内容管理.ppt

Chapter4 ProjectScopeManagement StoryA RFQ SOW Quotation ScopeVerification AdditionalWork WhyScopeManagementSoImportant Chapter4 ProjectScopeManagement WorkPackage2 WorkPackage1 WorkPackage1 1 StoryB Chapter4 ProjectScopeManagement FirstMoney thenhoney ControlScopecreep Chinesecustomeralwaysthinkserviceisfree Conclusion 1 ProjectScopeManagementItistheprocessesrequiredtoensurethattheprojectincludesall andonly workrequiredItisusedtodefinewhat is isnot includedintheprojectTheprojectscopeshowstheworkthatmustbedoneandmeasuredagainstprojectplanTheproductscopedefinesfeaturesandfunctionsincludedintheproductorservice andthatismeasuredagainstrequirementsItisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject Chapter4 ProjectScopeManagement ProjectScopeManagement Definedprojectscope Owner sexpectation Actualresult Chapter4 ProjectScopeManagement Thephilosophyofprojectscopemanagement 1 ProjectScopeManagementThereare5projectscopemanagementprocesses Theyare 1 Initiation committingtheorganizationtobeginthenextphaseoftheproject 2 ScopePlanning developingawrittenscopestatementasthebasisforfutureprojectdecisions 3 ScopeDefinition subdividingthemajorprojectdeliverablesintosmaller moremanageablecomponents 4 ScopeVerification formalizingacceptanceoftheprojectscope 5 ScopeChangeControl controllingchangestoprojectscope Chapter4 ProjectScopeManagement ScopeManagement 5 1Initiation 5 3ScopeDefinition 5 4ScopeVerification 5 2ScopePlanning 5 5ScopeChangeControl Initiation Planning Controlling Executing ScopeManagement InitiationScopePlanningScopeDefinitionScopeVerificationScopeChangeControl Processesusedtoidentifyalltheworkrequiredandonlytheworkrequiredtosuccessfullycompletetheproject Scope Productscope ThefeaturesandfunctionsthataretobeincludedinaproductorserviceProjectscope TheworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeaturesandfunctionsSuccessfulcompletionofproductscopeismeasuredagainsttherequirements projectscopeismeasuredagainsttheplan 1 ProjectScopeManagementTheseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject Eachprocessgenerallyoccursatleastonceineveryprojectphase Chapter4 ProjectScopeManagement 2 InitiationProcessAprocessofformallyrecognizingthatanewprojectexists oranexistingprojectcontinuetonextphaseItinvolvesfeasibilitystudy preliminaryplan orequivalentanalysisAuthorizedasaresultof MarketDemand BusinessNeed CustomerRequest TechnologicalAdvance LegalRequirementorothers Chapter4 ProjectScopeManagement Initiation InputsProductdescriptionStrategicplanSelectioncriteriaHistoricalinformation ToolsProjectselectionmethodsExpertjudgement OutputsProjectcharterPMassignedConstraintsAssumptions ScopeInitiation 2 InitiationProcessInputs ProductDescription characteristicsoftheproduct servicethattheprojectwastocreateLessdetailinearlyphases morecomprehensiveinlatterInitialproductdescriptionisusuallyprovidedbythebuyerStrategicPlan supportiveoftheorganization sgoalsProjectSelectionCriteria definedintermsoftheproductandcoversrangeofmanagementconcerns finance market HistoricalInformation resultsofpreviousprojectdecisionsandperformanceshouldbeconsidered Chapter4 ProjectScopeManagement 2 InitiationProcessTools TechniquesProjectSelectionMethods Benefitmeasurementmodels comparativeapproaches scoringmodels economicmodelsConstrainedoperationmodels programmingmathematicalDecisionmodels generalizedandsophisticatedtechniquesExpertjudgmentBusinessUnitswithspecializedskillsConsultantProfessionalandTechnicalAssociationsDelphiTechnique Chapter4 ProjectScopeManagement 2 InitiationProcessOutputsProjectCharter formallyrecognizesproject createdbyseniormanager includes Businessneed BusinessCaseProductdescription titleSignedcontractProjectManagerIdentification AuthoritylevelSeniorManagementapprovalProject sGoalsandObjectivesConstraints factorsthatlimitprojectmanagementteam soptionsAssumptions factorsthatareconsideredtrueforplanningpurposes Involveadegreeofrisk continued Chapter4 ProjectScopeManagement 3 ScopePlanningScopePlanning aprocessofdevelopingawrittenstatementasbasisforfuturedecisionsCriteriatodetermineiftheprojectorphaseissuccessfulInputs ProductdescriptionProjectCharterConstraintsAssumptions Chapter4 ProjectScopeManagement ScopePlanning InputsProductdescriptionProjectcharterConstraintsAssumptions ToolsProductanalysisBenefit costanalysisAlternativesidentificationExpertjudgment OutputsScopestatementSupportingdetailScopemanagementplan 3 ScopePlanningTools brainstorming ExpertJudgment Chapter4 ProjectScopeManagement 3 ScopePlanningOutputsScopeStatement documentedbasisformakingprojectdecisionsandconfirmingunderstandingamongstakeholders Includes Projectjustification evaluatingfuturetrade offsProjectProduct summaryofprojectdescriptionProjectDeliverables listofsummaryofdeliveryitemsProjectObjectives quantifiablecriteriametforsuccess Supportingdetail includesdocumentationofallassumptionsandconstraintsScopeManagementPlan howprojectscopeismanaged changecontrolprocedure expectedstability changeidentificationandclassificationControlwhatis isnotintheproject preventsdelivering extra benefitstothecustomerthatwerenotspecified required Chapter4 ProjectScopeManagement 4 ScopeDefinitionSubdividingmajordeliverablesintosmaller manageablecomponentsImproveaccuracyofcost time andresourceestimatesDefineabaselineforperformancemeasurementClearresponsibilityassignmentsCriticaltoprojectsuccess reducesriskofhighercost redundancy timedelays andpoorproductivityDefines what youaredoing WBSisthetool Chapter4 ProjectScopeManagement ScopeDefinition InputsScopestatementConstraintsAssumptionsOtherplanninginputsHistoricalinformation ToolsWBStemplatesDecomposition OutputsWorkbreakdownstructure ScopeDefinition 4 ScopeDefinitionInputs ScopeStatementConstraints considercontractualprovisionsAssumptionsOtherPlanningOutputsHistoricalInformation Chapter4 ProjectScopeManagement 4 ScopeDefinitionTools TechniquesWorkBreakdownStructureTemplatesDecompositionThemainworksinscopedefinitionMajorprojectdeliverablesandmanagementapproachDecidecostanddurationestimatesTangibleandverifiableresultstoenableperformancemanagement howtheworkwillbeaccomplishedVerifycorrectnessofdecomposition Allitemsnecessaryandsufficient Clearlyandcompletelydefined Appropriatelyscheduled budgeted assigned Chapter4 ProjectScopeManagement 4 ScopeDefinitionOutputsWorkBreakdownStructure WBS adeliverable orientedgroupingofprojectassignmentsthatorganizesanddefinesthescopeoftheprojectEachdescendinglevelrepresentsfurtherdetail smallerandmoremanageablepiecesEachitemisassignedauniqueidentifiercollectivelyknownas codeofaccounts WorkBreakdownStructureDictionary WBSD AllworkelementdescriptionsincludedinaWBSD work scheduleandplanninginformation Otherformats ContractualWBS Organizational OBS Resource RBS BillofMaterials BOM Project PBS similartoWBS Chapter4 ProjectScopeManagement WBSDefinition Deliverableorientedgroupingofprojectelementsthatorganizesanddefinesthetotalscopeoftheproject Hardware Services Data ScopeDefinition WBS Codeofaccounts UniquelyidentifieseachelementoftheWBSWorkpackages AdeliverableatthelowestleveloftheWBSWBSdictionary Includeswork packagedescriptions ScopeDefinition TypicalWBS Project Planning 1 1 1 Project Control 1 1 2 Project Data 1 1 3 Project Management 1 1 Product Design 1 2 1 Systems Integration 1 2 2 Test Evaluation 1 2 3 Systems Engineering 1 2 CPU Acquisition 1 3 1 Auxiliary Equipment 1 3 2 Printer Acquisition 1 3 3 Hardware Acquisition 1 3 Operating System 1 4 1 Database 1 4 2 Application Development 1 4 3 Software Development 1 4 Facility Plans 1 5 1 Facility Modification 1 5 2 Facility Installation 1 5 3 Facilities Modifications 1 5 Training Plans 1 6 1 Training Courses 1 6 2 Training Development 1 6 Information System 1 ScopeDefinition ResponsibilityAssignmentMatrix ScopeDefinition 5 ScopeVerificationInputsScopeDefinitionWorkResults WBS WBSDProductDocumentation descriptionavailableforreview requirements Tools TechniquesInspection measuring examining testingtodetermineifresultsconformtorequirementsOutputsFormalacceptance documentationidentifyingclientandstakeholderapproval customeracceptanceofefforts Chapter4 ProjectScopeManagement ScopeVerification InputsProductdocumentationWorkresultsWBSScopestatementProjectplan ToolsInspections OutputsFormalacceptance ScopeVerification 6 ScopeChangeControlInfluencingfactorstoensurethatchangesarebeneficialDeterminingscopechangehasoccurredManagingchangeswhentheyoccurThoroughlyintegratedwithothercontrolprocesses Chapter4 ProjectScopeManagement 6 ScopeChangeControlScopeChangeControlInputs WorkBreakdownStructurePerformanceReports issuesreportedChangeRequests expansion shri