项目管理知识体系（英文）.ppt

TheProjectManagementFrameworkKnowledgeLevel Advanced Copyright2005 CognizantAcademy AllRightsReserved Framework Overview Introduction ProjectTermstoUnderstandStakeholdersinProjectProjectManagement ProjectManager ProjectManagementOfficeProjectManagementcontextProjectlifecycleOrganizationaltypesandinfluencingfactorsPMProcessesProjectManagementKnowledgeAreasDiscussiononKnowledgeAreas Copyright2005 CognizantAcademy AllRightsReserved Framework Objective Aftercompletingthischapter youwillbeacquaintedwiththeProjectmanagementprocessareasandKnowledgeareas Copyright2005 CognizantAcademy AllRightsReserved WhatisaProject Atemporaryendeavorundertakentocreateauniqueproductorservice Copyright2005 CognizantAcademy AllRightsReserved WhyisaprojectaTemporaryendeavor Projectsarereferredtoastemporaryendeavorsbecausetheyendwhengoalsaremetorwhentheycannotbemet TheTeamgetsdisbandedwhengoalsaremet Atypicalprojectischaracterizedbyinter relatedactivitiesWhatisaSub Project Aprojectisfrequentlysubdividedintomanageablecomponentsorsubprojects Theyaregenerallycontractedtoanexternalenterprise functionalunit WhatisaProduct AproductcanbeaService outcome result documentWhatisProgressiveElaboration Progressiveelaborationmeansdevelopmentofaprojectinsteps Termstounderstand Copyright2005 CognizantAcademy AllRightsReserved WhatisaProgram AProgramisagroupofrelatedprojectsthataremanagedinacoordinatedwayandusuallyincludeanelementofongoingactivity Itmayincludesomeworkoutsidethescopeoftheprojectsinaprogram Italsoinvolvesaseriesofrepetitiveorcyclicalundertakings Whatisaprocess Aprocessisaseriesofactionsbringingaboutaresult Projectsarecomposedofprocesses Howareprocessesclassified ProjectprocessesareclassifiedasProjectManagementprocessesCommontomostprojectsPurposeistoinitiate plan execute monitor controlandcloseprojectProduct orientedprocessesSpecifyandcreatetheproject sproductTypicallydefinedbyprojectlifecycleProjectmanagementprocessandproductorientedprocessoverlapandinteractthroughouttheproject Termstounderstand Copyright2005 CognizantAcademy AllRightsReserved Stake holdersinProject Stakeholdersarepersonsandorganizationssuchascustomers sponsors performingorganizationsandthepublic thatareactivelyinvolvedintheproject orwhoseinterestsmaybepositivelyornegativelyaffectedbyexecutionorcompletionoftheproject Theymayalsoexertinfluenceovertheprojectanditsdeliverables Toensureasuccessfulproject PMTeammustidentifystakeholders determinerequirements manageandinfluencethoserequired Copyright2005 CognizantAcademy AllRightsReserved IdentifyingstakeholdersandassessingtheirknowledgeandskillsAnalyzingprojectstomakesurethattheirneedsaremetInvolvingtheminproject usingtheirexpertise involvingtheminchangesandgettingtheiracceptanceandsign offClosureofproject StakeholderManagementinvolves EXTERNALSub contractorsSuppliersExternalconsultantsServiceproviders INTERNALSeniorManagementProjectManagerHumanResourcesBusinessDevelopmentFinanceAdministrationTrainingInternalSystemsQualityAssuranceSEPG CLIENTSponsorContactpersonEnd userOutsourceparty Copyright2005 CognizantAcademy AllRightsReserved WhatisProjectManagement ProjectManagementistheapplicationofknowledge skills toolsandtechniquestoprojectactivitiesinordertomeetstakeholderneedsandexpectationsfromtheproject Itinvolvesbalancingcompetingdemandsamong Scope time costandqualityStakeholderswithdifferentneedsandexpectationsNeedsandexpectationsCoordinatingactivitiesandmanagingtheresources Copyright2005 CognizantAcademy AllRightsReserved WhyuseProjectManagement UsingProjectManagementconceptshelpstoFocusonObjectives scope cost andtimeHaveconsistentachievementRespondtorapidchangeBlendmulti disciplinaryskillsFocusonStakeholdersMeetGlobalcompetition Copyright2005 CognizantAcademy AllRightsReserved WhytrainingonProjectManagement Projectsprogressrapidlyuntiltheyare90percentcomplete thentheyremain90percentcompleteforever ImmutableLawsofProjectManagementToavoidtheabovestateofinertia traininginPMconceptshelpstoCompletetasks activities workpackages Protectsprojectfromchanges lossofresources IntegratesallpiecesofworkintoawholeLackofPMskillsresultsinproblemsinaprojectandoftenpeopleplayafirefighterrole Copyright2005 CognizantAcademy AllRightsReserved AtypicalProjectManagerManagesthescopeandconfigurationmanagementprocessMustmaketrade offsbetweenTime CostandQualityManagestheProjectTeamManagestheClient sexpectations TheProjectManager Copyright2005 CognizantAcademy AllRightsReserved AProjectManagementOfficeisanorganizationalunitthatcentralizesandcoordinatesthemanagementofprojectsunderitsdomain FunctionsofaPMOFocusesonthecoordinatedplanning prioritizationandexecutionofprojectsandsubprojectsthataretiedtotheorganization sbusinessobjectivesIdentificationanddevelopmentofprojectmanagementmethodology bestpracticesandstandards Centralizedrepository operationandmanagement communicationMentoringplatformforprojectmanagers Coordinationofqualitystandards Managementofpolicies procedures templatesetc ProjectManagementOffice Copyright2005 CognizantAcademy AllRightsReserved PMandPMO PMandPMOpursuedifferentgoalsandaredrivenbydifferentobjectives Copyright2005 CognizantAcademy AllRightsReserved ProjectLifeCycle Projectscanbedividedintophasestoprovidebettermanagementcontrol Thesehaveappropriatelinkstoongoingoperationsoftheperformingorganization ThesephasesarecollectivelyknownasProjectLifeCycle CharacteristicsofProjectLifeCycleProjectscanbedividedintologicalphasesandthesephasesconnectfrombeginningtotheendTransitionfromonephasetoanotherwithinthelifecyclegenerallyinvolvestechnicaltransferorhandoffWorkofpreviousphaseapprovedbeforenextstartsandphasesaregenerallysequentialCostandstaffinglevelsarelowatthestart peakduringintermediatephaseanddroprapidlyasprojectnearscompletion Copyright2005 CognizantAcademy AllRightsReserved ProjectLifeCycle Copyright2005 CognizantAcademy AllRightsReserved OrganizationTypes Influencingfactors Copyright2005 CognizantAcademy AllRightsReserved InfluenceofOrganizationalStructureonProjects Organizationsetupcanbedividedintothreetypes Traditional FunctionalMatrixProjectizedDependingontheprojecttype theprojectcharacteristicsvary Copyright2005 CognizantAcademy AllRightsReserved Traditional Functional Organization AFunctionalorganizationisahierarchicalorganizationwhereeachemployeehasoneclearsuperior staffaregroupedbyareasofspecializationandaremanagedbyapersonwithexpertiseinthatarea Copyright2005 CognizantAcademy AllRightsReserved Advantagesanddisadvantagesoffunctionalorganizationalform Copyright2005 CognizantAcademy AllRightsReserved ProjectizedOrganization InaProjectizedorganization Teammembersareoftencollocated Mostoftheorganization sresourcesareinvolvedinprojectwork ProjectManager shavegreatdealofauthorityandindependence ProjectizedorganizationshavedepartmentsbutthesegroupseitherreportdirectlytoPMorprovidesupportservicestotheprojects Copyright2005 CognizantAcademy AllRightsReserved AdvantagesandDisadvantagesofProjectizedorganization Copyright2005 CognizantAcademy AllRightsReserved MatrixOrganization Matrixorganizationsareablendoffunctionalandprojectizedcharacteristics MatrixOrganizationscanbefurtherclassifiedasWeakMatrixStrongMatrixBalancedMatrix Copyright2005 CognizantAcademy AllRightsReserved WeakMatrix PM sroleismoreofacoordinator StrongMatrix HavefulltimePMswithconsiderableauthorityandfulltimeadministrativestaff BalancedMatrix APMispresentbutdoesnothavefullauthorityovertheprojectandtheprojectfunding MatrixOrganization Copyright2005 CognizantAcademy AllRightsReserved AdvantagesanddisadvantagesofaMatrixOrganizationalform Copyright2005 CognizantAcademy AllRightsReserved CompositeOrganization Inadditiontothealreadydiscussedthreeorganizationtypes Modernorganizationsinvolveallstructuresatvariouslevels SuchorganizationsaresaidtooperateasCompositeOrganizations Fore g Afunctionalorganizationmaycreateaprojectsthatoperatesinprojectizedstyletoachieveacriticaltarget Theteammayhavefulltimestafffromdifferentfunctionaldepartments maydevelopitsownsetofoperatingproceduresandmayoperateoutsidethestandardformalizedprocedure Copyright2005 CognizantAcademy AllRightsReserved PMProcesses Copyright2005 CognizantAcademy AllRightsReserved PMProcessGroupsanditsrelationship ProjectManagementProcessesareorganizedintofiveprocessgroups InitiatingProcesses Definesandauthorizesaproject PlanningProcesses Definesandrefinesobjectives planscourseofactionrequiredtoattainobjectivesandscope ExecutingProcesses Integratespeopleandotherresourcestocarryoutprojectmanagementplanfortheproject MonitoringandControllingProcesses Regularlymonitorandmeasureprogresstoidentifyvariancesandtakecorrectiveactionifrequired ClosingProcesses Formalizesacceptanceoftheprojectandbringsanorderlyendtotheproject Copyright2005 CognizantAcademy AllRightsReserved Copyright2005 CognizantAcademy AllRightsReserved TheintegrativenatureofthePMProcessgroupsrequiresmonitoringandcontrollingprocessgroupinteractionwitheveryaspectofotherprocessgroups Copyright2005 CognizantAcademy AllRightsReserved PMProcessesandTimeline Copyright2005 CognizantAcademy AllRightsReserved ProjectInitiatingProcess ProjectInitiatingProcessisaboutRecognizingthataprojectorphaseshouldbeginandcommittingtodosoProjectPhaseInitiatingProcess ProjectPhase involvesCommittingtheorganizationtobeginthenextphaseoftheprojectInitiatingprocessesmaybeformalorinformal Copyright2005 CognizantAcademy AllRightsReserved Copyright2005 CognizantAcademy AllRightsReserved RelationshiptootherManagementdisciplines Copyright2005 CognizantAcademy AllRightsReserved ProjectPlanningProcess ProjectPlanningprocessinvolvesdevisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectwasundertakentoaddressThisprocessisofmajorimportantbecausetheprojectinvolvesdoingsomethingwhichhasnotbeendonebeforeHighestnumberofProjectManagementProcessesarewithplanning Copyright2005 CognizantAcademy AllRightsReserved Copyright2005 CognizantAcademy AllRightsReserved RelationshipamongPlanningProcess Copyright2005 CognizantAcademy AllRightsReserved ProjectExecutionProcesses Projectexecutionprocessinvolvescoordinatingpeopleandotherresourcestocarryouttheplan Copyright2005 CognizantAcademy AllRightsReserved RelationshipamongExecutionProcesses Copyright2005 CognizantAcademy AllRightsReserved ProjectControllingProcess TheprocessesperformedtomeasureandmonitorprojectexecutionsothatcorrectiveactioncanbetakenwhennecessarytocontroltheexecutionofthephaseorprojectisreferredtoasProjectControllingprocess ProjectPerformancemustbemeasuredregularlytoidentifyvariancesfromtheplan Variancesarefedintothecontrolprocessinthevariousknowledgeareas Totheextentthatsignificantvariancesareobserved adjustmentstotheplanaremadebyrepeatingtheappropriateprojectplanningprocesses Copyright2005 CognizantAcademy AllRightsReserved Copyright2005 CognizantAcademy AllRightsReserved RelationshipamongControllingProcesses Copyright2005 CognizantAcademy AllRightsReserved ProjectClosingProcesses ClosingProcessinvolvesAdministrativeClosureandContractClosureAdministrativeClosureGenerating gathering anddisseminatinginformationtoformalizephaseofprojectcompletion ContractClosureCompletionandsettlementofthecontract includingresolutionofanyopenitems Copyright2005 CognizantAcademy AllRightsReserved Copyright2005 CognizantAcademy AllRightsReserved RelationshipamongClosingProcesses Copyright2005 CognizantAcademy AllRightsReserved KnowledgeAreas Copyright2005 CognizantAcademy AllRightsReserved KnowledgeAreas Knowledgeareasareidentifiedareasofprojectmanagementdefinedbytheirknowledgerequirementsanddescribedintermsoftheircomponentprocesses practices inputs outputs toolsandtechniques Copyright2005 CognizantAcademy AllRightsReserved MappingofProjectManagementProcessestotheProjectGroupandKnowledgeAreas Copyright2005 CognizantAcademy AllRightsReserved DiscussionontheKnowledgeAreas Copyright2005 CognizantAcademy AllRightsReserved ProjectIntegrationManagement ProjectIntegrationManagementdescribestheprocessrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated Itincludesunification consolidation articulation projectintegrativeactions makingtrade offsamongcompetingobjectivesandalternatives Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinIntegrationManagement ProjectmanagerasintegratorProjectplanningmethodologyProjectmanagementinformationsystemProjectplanWorkauthorization changecontrol managingchangeIntegratedchangecontrolScope scopeverification changecontrol Copyright2005 CognizantAcademy AllRightsReserved ProjectScopeManagement ProjectScopeManagementincludestheprocessesrequiredtoensurethattheprojectincludesalltheworkandonlytheworkrequiredtocompletetheprojectsuccessfully ProjectscopemanagementinvolvesConstantlycheckingtoensurethatallworkgetscompletedSayingNotoworknotwithinprojectscopeandpreventingextraworkorgoldplating Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinScopeManagement Projectselectionmethods Benefitmeasurementmethods constrainedoptimizationmethodsInitiatingaproject Projectselection historycollection documentation scopeanalysis resourceidentification estimation formaldecisionfromstakeholdersonthecharteretcProjectcharter Shouldcontainprojecttitle description PMassignedandauthoritylevel objectives businesscase productdescriptionanddeliverables approvalsignaturesetcProjectConstraints scopestatement scopemanagementplanManagementByObjectives MBO Establishrealisticobjectives evaluateiftheobjectivesarebeingmet takecorrectiveactionDelphitechniquetoobtainexpertinformationonissues estimates risksetcWorkbreakdownstructure ActivitydefinitionScopedefinitionanddecomposition definingandsubdividingmajorprojectdeliverablesintosmallermanageablecomponentsScopeVerification Formalizingacceptance workproductreview audits conformance sign offetc Copyright2005 CognizantAcademy AllRightsReserved ProjectTimeManagement ProjectTimeManagementdescribestheprocessesrequiredtoensuretimelycompletionoftheproject Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinTimeManagement Schedulingtoolsandtheirbenefits Milestonecharts flowcharts Ganttcharts networkdiagram PERT CPM PDMchartsMethodstodrawnetworkdiagrams AON PDM ADM GERTScheduledevelopmentDependenciesEstimatingEstimatingmethods CPM PERT MonteCarlosimulationCriticalpath LAG FLOATShorteningschedule durationcompression resourcelevellingRe estimating crashing fasttrackingSchedulemanagementplanHeuristicsVarianceanalysis Copyright2005 CognizantAcademy AllRightsReserved ProjectCostManagement ProjectCostManagementdescribestheprocessesrequiredtoensurethattheprojectgetscompletedwithintheapprovedbudget Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinCostManagement Costrisk resourceplanning costmanagementplanCostestimating analogousestimating bottom upestimating parametricestimating computerizedestimatingtoolsEarnedvalueanalysis EVA netpresentvalue NPV Internalrateofreturn IRR Benefitcostratio BCR Lifecyclecosting Accuracyofestimates Copyright2005 CognizantAcademy AllRightsReserved ProjectQualityManagement ProjectQualityManagementdescribestheprocessesrequiredtoensurethattheprojectsatisfiestheneedsforwhichitwasundertaken Itensuresconformancetorequirementsandfitnessofuse Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinQualityManagement Goldplating Nottogivecustomerextras preventionoverinspection MarginalanalysisKaizen ContinuousimprovementtoreducecostsandimproveperformanceJIT Approachtodecreasetheamountofinventory improvequalityISO9000 InternationalstandardtohelporganizationstoensurethatqualityproceduresareinplaceandarefollowedTQM Totalqualitymanagement EncouragecompaniesandemployeestofindwaystoimprovequalityMutuallyexclusive statisticalindependence probability normaldistribution Standarddeviation Measureofhowfartheactualsarefromthemean3or6SIGMA Levelofquality halfcurve abovemean 1sigma 68 26 2sigma 95 46 3sigma 99 73 6sigma 99 99 Responsibilityforquality Impactofpoorquality CostofconformanceandNon conformanceQualityplanning benchmarking cost benefitanalysis flowchart costofquality fishbonediagramQualityassurance audits Qualitycontrol theirvariablesandattributesQualitycontroltools Inspection Paretodiagram fishbonediagram checklists sampling controlcharts flowcharts trendanalysis Copyright2005 CognizantAcademy AllRightsReserved ProjectHumanResourceManagement ProjectHumanResourceManagementdescribestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinHumanResourceManagement RolesandResponsibilities Projectsponsor seniormanagement team stakeholders functionalmanager projectmanagerResponsibilitychart responsibilitymatrix resourcehistogram resourceganttchartStaffingmanagementplanHaloeffectTeambuildingPowersofPMLeadershipstyles Directing facilitating coaching supporting autocratic consultative consensusConflictManagementConflictResolutiontechniques Confronting problemsolving compromising withdrawal avoidance smoothing forcingWarroom expectancytheory arbitration perquisites fringebenefitsMotivationtheory McGregor stheoryofXandY Maslow shierarchyofneeds Herzberg stheory Copyright2005 CognizantAcademy AllRightsReserved ProjectCommunicationManagement ProjectCommunicationManagementdescribestheprocessesrequiredtoensuretimelyandappropriategeneration collection dissemination storageandultimatedispositionofprojectinformation Copyright2005 CognizantAcademy AllRightsReserved ThingstoknowinCommunicationManagement Communicationmanagementplan informationdistributionCommunicationmodel sender message receiver non verbal paralingual activelistening effectivelistening feedbackCommunicationmethods Formalwritten formalverbal informalwritten informalverbalControlofcommunicationCommunicationblockersMeetings RulesformeetingsCommunicationchannelsPerformancereportingAdministrativeclosure Copyright2005 CognizantAcademy AllRightsReserved ProjectRiskManagement ProjectRiskManagementdescribestheprocessesinvolvedinidentifying analyzingandrespondingtotheprojectrisk Itisadiscreteoccurrencethatmayaffecttheprojectforgoodorbad Copyright2005 CognizantAcademy AllRi