PMBOK项目管理知识体系下

Project Management Knowledge(PMBOK Guide)项目管理知识体系（下）,Scope 内容,Project quality management (Ch.8)项目质量管理Project human resource management (Ch. 9)项目人力资源管理Project communications management (Ch. 10)项目沟通管理Project risk management (Ch. 11)项目风险管理Project procurement management (Ch.12)项目采购管理,Course Objectives 课程目标,Introducing the audience to key project quality management, HR management, communication management, risk management and procurement management concepts, tools and techniques给学员介绍关键的项目质量管理，人力资源管理，沟通管理，风险管理和采购管理的概念，工具和技术Enhancing the audiences understanding of the key concepts through applications 使学员在应用过程中促进对概念的理解Exchanging project management experience with the audience与学员进行项目管理经验的交流,Teaching Structure 教学结构,Concepts, tools & techniques introduction based on general accepted project management, general management or application area knowledge and practice基于一般公认的项目管理、一般管理或应用领域知识和实践的概念，工具和技术Case study 案例分析 Game and discussion 游戏和讨论 Questions 问题,Agenda 议程,Scope (1) 第1部分,Project quality management (Ch.8) 项目质量管理Project human resource management (Ch. 9)项目人力资源管理Project communications management (Ch. 10)项目沟通管理Project risk management (Ch. 11)项目风险管理Project procurement management (Ch.12)项目采购管理,Demings Chain Reaction戴明连锁反应,Provision of Jobs就业机会,Staying In Business企业生存,Increased Market Share市场份额增加,Productivity Improvement生产力改进,Reduced Operational Costs运行成本降低,Improve Quality质量改进,W Edwards Deming,Project Quality Management项目质量管理,PM Quality Management Base 项目经理质量管理基础Quality Planning (8.1)质量计划Quality Assurance (8.2)质量保证Quality Control (8.3)质量控制Questions问题,Three Fundamental Concepts三个基本概念,Quality质量The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. 一般实体满足明确或隐含需求的能力的总体特点,Grade质量等级A category or rank given to entities having the same functional use but different requirements for quality.对给定实体来说，具有相同使用功能不同质量要求的质量范畴和等级,Three Fundamental Concepts三个基本概念,Project Quality Management项目质量管理A subset of Project Management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. 项目管理知识的一个分支，包括保证项目满足需求而采取措施的过程,Three Fundamental Concepts 三个基本概念,Four Quality Management System四个质量管理系统,ISO 9000: Basic Quality systems applicable to all industries 基本质量系统-应用于所有行业QS 9000 (ISO 9000 + Automotive specific requirements)汽车业标准AS 9000 (ISO 9000 + Aerospace specific requirements)航空业标准TL 9000 (ISO 9000 + Telecommunications specific requirements)电信业标准,ISO 9000 Quality SystemISO9000质量系统,The series of standards that outline the requirements for a quality management system developed by the International Organization for Standardization.国际标准化组织制定的系列标准，规定了质量管理体系,ISO 9000 standards provide a framework for quality system. They apply to an organization as a whole instead of product ISO 9000标准规定了质量体系框架，应用于组织整体而非单一产品,Total Quality Management (TQM)全面质量管理（TQM）,Key Elements要点Top management commitment企业高层的参与Continual improvement持续改进Customer focus (internal and external)关注客户（外部和内部）Produce-ability 生产能力Usability 可用性Availability 有效性Reliability 可靠性Tools and training 工具与培训,Maintainability可维护性Flexibility灵活性Social acceptability社会认可度operability可操作性,Four Key Quality Experts四位著名质量管理专家,JuranBreakthrough in attitudes 质量管理观点的突破Identify the vital few projects明确了重大问题Determine how to overcome resistance给出了问题解决方案Institute the change启动质量管理问题的解决Institute the controls开始质量控制的实施Triple role concept (Owner, Designer, Constructor)提出了三个角色的概念（业主，设计单位，建设单位）,Joseph M Juran,Four Key Quality Experts四位著名质量管理专家,DemingCreate constancy of purpose for improvement提出了持续质量改进的目标Adopt the new philosophy采用了新的思想体系Cease dependence on mass inspection取消了大规模质量检查Institute training启动了质量管理培训工作Plan, Do, Check, Act cycle发现了PDCA循环,Four Key Quality Experts四位著名质量管理专家,Taguchi IshikawaContinuous improvement processes (kaizen) 持续改进过程(kaizen) Cause & Effect Diagrams (or Ishikawa of Fishbone Diagrams) 原因结果图（鱼骨图）,Four Key Quality Experts四位著名质量管理专家,CrosbyManagement commitment明确了管理对质量的责任Quality improvement team质量改进小组Measurement质量衡量标准The cost of quality质量的成本Zero defects planning零缺陷计划,PM Knowledge Areas and Processes项目管理知识领域与过程,Quality Planning质量计划,Quality Planning identifying which quality stands are relevant to the project and determining how to satisfy them.质量计划-澄清与项目相关的质量标准，并确定达到标准的方法,Quality Planning -Inputs, Outputs, Tools & Techniques质量计划-输入，输出，工具和技术,Quality Policy 质量政策,Quality policy is “the overall intentions and direction of an organization with regard to quality, as formally expressed by top management”.质量政策是组织高层正式确定的组织的总体质量方针The project management team is responsible for ensuring that the project stakeholders are fully aware of the policy.项目管理小组有责任确保相关人员明确以上质量政策,Scope Statement 范围描述,Scope statement is the output of scope planning (5.2).范围描述是范围计划的输出 It should include: 应该包含：1) project justification 项目论证2) Project product 项目产品3) project deliverables 项目交付物4) project objectives 项目目标,Tools and Techniques工具和技术,Benefit/cost analysis 投入产出分析Benchmarking基准Flowcharting流程Design of experiments试验设计,Benefit产出,Cost成本,Higher productivity更高的生产力,Lower costs更低的成本,Increased shareholder satisfaction提高股东满意度,The expense associated with project quality management activities.与项目质量管理活动相关的费用,Cause-and-effect diagrams /Ishikawa diagrams /fishbone diagrams 原因结果图 /Ishikawa 图 /鱼骨图System or process flowcharts (P87)系统与过程流程,Compare actual or planned to others of the industry average in order to generate ideas for improvement and to provide a standard by which to measure performance.将实际或计划与业界平均进行比较，促进改进建议的提出，并提出工作衡量标准.,Quality Management Plan 质量管理计划,It should describe how the project management team will implement its quality policy. 应阐明项目管理小组如何贯彻质量政策It must address quality control, quality assurance and quality improvement for the project. 应致力于项目的质量控制、质量保证和质量改进,In ISO9000 terminology, it should describe the project quality system: “the organizational structure, responsibilities procedures, processes, and resources needed to implement quality management”. ISO9000术语中，它阐明了质量体系：“组织结构，责任程序，过程和为贯彻质量管理所需的资源。”,Operational Definitions 操作说明,An operational definition describes, in very specific terms, what something is, and how it is measured by the quality control process. 对非常专业的条款，操作说明应明确提出其定义，衡量办法和质量控制过程。They are called metrics in some application areas. 在一些应用领域，以上过程被称为“作诗法”。,Quality Assurance 质量保证,Quality Assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.质量保证-定期对整个项目运行情况进行评估，以便使相关人员确信项目质量满足相关标准。,Quality Assurance 质量保证,Quality Assurance is the planned and systematic activities implemented within the quality system 质量保证是质量体系中有计划的、系统的活动执行过程。Quality Assurance should be performed throughout the project. 质量保证工作应贯穿在整个项目过程中。,Quality Assurance -Inputs, Outputs, Tools & Techniques质量保证-输入、输出，工具和技术,Quality Audit 质量审计,A quality audit is a structured review of other quality managements activities. 质量审计是其他质量管理活动的总体回顾The objective is to identify lessons learned. 质量审计的目标是明确学到的经验教训Quality audit may be scheduled or random 质量审计可以按计划进行，也可以随机进行Quality audit may be carried out by internal auditors or third parties such as quality system registration agencies.质量审计可以由内部审计人员进行，也可以由第三方比如质量体系注册代理机构承担,Quality Control 质量控制,Quality Control monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.质量控制-监控特定的项目结果，以确定是否符合相应的质量标准并明确消除不符合要求行为的方法。,Quality Control -Inputs, Outputs, Tools & Techniques质量控制-输入，输出，工具和技术,Scope Verification & Quality Control范围确认和质量控制,Scope verification is the process of formalizing acceptance of the project scope by the stakeholders. 范围确认-项目相关人正式接受项目范围的过程Main concern is the acceptance of the work result.重点关注点-工作结果的验收Output - is formal acceptance.输出-正式的验收,Quality control is monitoring specific project results质量控制-特定项目成果的监控Main concern is the correctness of the work result.重点关注点-工作结果的正确性Outputs are quality improvement, acceptance decisions, rework, completed checklists, process adjustments 输出-质量改进，验收决定，返工，完成检查表，过程调整,Pareto Diagrams 柏拉图,Whats it? 什么是柏拉图？A Pareto diagram is a histogram, ordered by frequency of occurrence, that show how many results were generated by type or category of identified cause. 柏拉图是一个柱状图，按发生的频率排序，表示各种不同种类的因素的影响程度Application 应用Rank ordering is used to guide corrective action 顺序排列，用于指导纠正行为Drawbacks 缺点It cannot tell the influence or sequence of the defects. The defect of greatest number might not be the primary one.不能辨明问题影响或重要性顺序，产生问题多的地方不一定是问题最严重的地方,Terminology Differentiation 术语的区别,Quality Audit (8.2.2.2) is a structured review of other quality management activities. It identifies lessons learned that can improve performance of this project or other projects within the performing organization. It can be scheduled or random, carried out by internal or external auditors. 质量审计是对其他质量管理活动系统性的回顾。它总结学习到的经验，用以改进改进本项目或组织内的其他项目的工作。它可以是有计划的，也可以是随机展开的，可以由内部人员，也可以由外部人员执行。Inspection (5.4.2) includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. 检查包括测量、考核和测试以确定结果是否符合要求。,Quality Audit & Inspection 质量审计和检查,Prevention keeping errors out of the process 预防-在过程中避免差错Inspection keeping errors out of the hand of the customer 检查-避免差错对用户造成影响,Terminology Differentiation 术语的区别,2. Prevention & Inspection 预防和检查,Attribute Sampling 品质抽样-The result conforms or it does not (yes or no). 结果符合或不符合要求,Variables sampling 变量抽样-The result is rated on a continuous scale that measures the degree of conformity. 考察结果不满足要求的比例,Terminology Differentiation 术语的区别,Attribute Sampling & Variables Sampling品质抽样和变量抽样,Special causes unusual events特殊原因-无规律事件,Random causes normal process variation随机原因-正常的过程变化,Terminology Differentiation 术语的区别,Special Causes & Random Causes 特定原因和随机原因,Tolerance The result is acceptable if it falls within the range specified by the tolerance 容限-在详细的公差范围内可以接受的结果Control limits The process is in control if the result falls within the control limits 控制界限-过程产生的结果在控制界限以内,Terminology Differentiation 术语的区别,Tolerance & Control Limits 容限和控制界限,Quality Improvement质量改进,Quality Planning质量计划,Quality Assurance质量保证,Quality Control质量控制,Linkage 关联图,QUESTIONS问题,Scope (2)第2部分,Project quality management (Ch.8) 项目质量管理Project human resource management (Ch. 9)项目人力资源管理Project communications management (Ch. 10)项目沟通管理Project risk management (Ch. 11)项目风险管理Project procurement management (Ch.12)项目采购管理,Project Human Resource Management项目人力资源管理,Game & Discussion 游戏和讨论Organizational Planning (9.1) 组织的计划编制Staff Acquisition (9.2) 人员获取Team Development (9.3) 队伍建设Questions 问题,PM Knowledge Areas and Processes项目管理知识领域与过程,Organizational Planning组织的计划编制,Identifying, documenting and assigning project roles, responsibilities, and reporting relationships. 决定、分配项目角色、职责和报告关系,Organizational Planning -Inputs, Outputs, Tools & Techniques组织的计划编制-输入、输出，工具和技术,Forms of Organization组织形式,Functional 功能型Matrix 矩阵型Weak Matrix 弱矩阵型Balanced Matrix 平衡矩阵型Strong Matrix 强矩阵型Projectized 项目型,Input - Project Interface输入-项目界面,Organizational interface组织界面Technical interface within and between project phases在项目阶段之间的技术界面Interpersonal interface 人际关系界面,Interface with subcontractors 和分包商的接口Interface with project concerned departments 和项目相关部门的接口,New Product Transfer新产品移交,Reporting relationships among individuals working on the project项目中不同个人之间的报告关系,Input - Staffing Requirements输入-人员配备需求,Staffing requirements define what kinds of skills are required from what kinds of individuals or groups and in what time frames.人员配备需求定义在什么时间段内需要具备何种技能的个人和团体。,Staffing Pool Description资源池说明,The below characteristics of the potentially available staff should be considered when acquiring team members:获取团队成员的时候，应考虑下列特点：Previous experience 以前的经历Personal interests 个人兴趣Personal characteristics are the individuals or groups likely to work well together as a team? 个人特点-这些个人和团体可能够组合成一个团队，在一起很好地工作吗？Availability 有效性,Project Manager Roles and Responsibilities项目经理的角色和职责,Function 职责Roles 任务Qualifications 资格Experience and educational requirements 所需的经历和教育,* Although critical on most projects, the definition of project managers R&R can vary significantly by application area.在大多数项目中，项目经理的角色和职责通常是非常关键的 ，但也随应用领域的不同有显著的变化,Constraints约束条件,Constraining factors that may affect the organization of the project team are - 可能制约项目团队如何组织的因素有：Organizational structure 执行组织的组织结构Collective bargaining agreements and labor law 集体协议和劳工法Team preferences 队伍参数Expected staff assignments 期望的人员分配,Output - Staffing Management Plan输出-人员配备管理计划,Staffing management plan describes when and how human resources will be brought onto and taken off the project team.人员配备管理计划描述何时及如何把人力资源投入或撤出项目队伍Appropriate reassignment procedure may: 合适的再分配程序可能包括：Reduce costs by reducing or eliminating the tendency to “make work” to fill the time between this assignment and the next 通过减少和消除为填补本次和下次任务分配之间的时间间隙而“制作工作”的趋势，以降低成本 Improve morale by reducing or eliminating uncertainty about future employment opportunities 通过减少和消除关于未来雇佣机会的不确定性来提高士气,Output - Resource Allocation输出-资源分配,Responsibility matrix 责任矩阵Resource spreadsheets 资源表Resource Gantt charts 资源甘特图Resource histograms 资源柱形图,Responsibility Assignment Matrix (RAM)责任分配矩阵,A RMA is used to 责任分配矩阵（RAM）用于-Show who is responsible for what 表示谁对某事负责Show critical interfaces between units that may require special managerial coordination 表示需要管理协调的单位之间的关键接口Help the project manager keep track of who must approve what 帮助项目经理明了审批关系Help the project manager keep track of who must report to whom 帮助项目经理明了汇报关系,Responsibility Assignment Matrix (RAM)责任分配矩阵（RAM）,P = participant参与者 A = Accountable负责者 R = Review required评审者 I = Input required需要的输入S = Sign-off required需要的签收,Illustrative Resource Histogram人力资源直方图举例,高级设计师,资源消耗人时,资源消耗,Jan一月,Feb二月,May五月,Staff Acquisition人员获取,Obtaining the human resources needed assigned to and working on the project.获取分派到项目且在项目中工作的人力资源,Staff Acquisition -Inputs, Outputs, Tools & Techniques人员获取-输入，输出，工具和技术,Tools - Negotiating工具-谈判,Negotiating involves conferring with others in order to come to terms or reach an agreement. 谈判就是与其他人交换意见以达成一致意见Negotiations occur around many issues, at many times, and at many levels of the project. Project staff are likely to negotiate for any or all of the following: 谈判围绕很多问题，很多次并在项目的不同层次发生。项目成员常在以下方面进行谈判Scope, cost and schedule objectives 范围，成本和进度目标Changes to scope, cost, or schedule 范围，成本或进度变更Contract terms and conditions 合同条款和条件Assignments 分配Resources 资源The teams influencing skills play an important role in negotiating staff assignments 团队影响技能在人员分配谈判中作用很大,Influencing the Organization对组织施加影响,Influencing the organization involves the ability to “get things done”.对组织施加影响是“使事情达成”的能力It requires an understanding of both the formal and informal structures of all the organizations involved the performing organization, the customer, contractors, etc.它需要熟知正式和非正式组织的结构-包含项目执行组织，客户，分包商等It also requires an understanding of the mechanics of power and politics.它也需要熟知权力和政治的机制,Team Development队伍开发,Developing individual and group skills to enhance project performance. 开发个人和团队的能力以提高项目绩效It is “the team works well” + “every individual contributes”.它是“团队运作良好”+“每个人的贡献”,Team Development -Inputs, Outputs, Tools & Techniques队伍开发-输入，输出，工具和技术,Stages of Team Development团队开发的进程,Stage 进程Forming 形式Storming 剧变Norming 规范Performing 执行,Members Characteristics成员特性,Task roles 任务角色Idea person 建议人Assimilator Evaluator 评估Implementer 执行者Team roles 团队角色Team builder 团队建设者Internal & external coordinator 内部和外部的合作者,Major Barriers to Effective Team Building有效团队建设的主要障碍,Different priorities, interests, and judgments of team members 不同的地位，兴趣和观点的团队成员Role conflicts 角色冲突Lack of team member commitment 缺乏团队成员的承诺Communication problems 沟通问题Geographic scatter of team members, etc. 项目成员地域分散，等等,Symptom of Bad Teamwork不良团队运作的征兆,Frustration 挫折Lack of trust or confidence in the project manager 对项目经理缺乏信任或信心Lack of synergy 缺乏协作Unhealthy competitions 不健康的竞争Unproductive meetings, etc.没有结果的会议，等等,Tools of Effective Team Development有效团队开发的工具,Team building 团队建设Conflict management 冲突管理Reward & recognition 奖励和认可Power & influence 权力和影响Motivation 激励Training 培训,Leadership Focus领导要点,Leadership Focus 领导要点Forming - Socialization 形式-社会化Storming - Containment 剧变-牵引Norming - Pattern recognition and design 规范-模式识别和设计Performing - Time and environment 执行-时间和环境,Leadership Style and Possible Problems领导风格和可能的问题,Problem Solving问题解决,Problem solving -问题解决-involves a combination of problem definition and decision making.包含问题定义和做出决定的结合,Problem definition requires distinguishing between causes and symptoms 问题定义需要区分原因和征兆Decision making includes analyzing the problem to identify viable solutions, and then making a choice from among them. 做出决定包含分析问题以确定可行的解决方案，并在其中作出选择,Project Conflict项目冲突,Inevitability of confliction on projects 项目冲突的必然性Over 50% of the project conflicts are represented by schedules, project priorities, and personal resources.50%以上的项目冲突表现为进度问题，项目优先级和人力资源The primary method of reducing conflict in projects is to perform careful project planning降低项目冲突的主要方法是 严格按照项目计划执行,Source of Possible Project Conflict可能的项目冲突的来源,Schedules 进度表Project priorities 项目优先级Manpower resources 人力资源Administrative Procedures 管理程序Technical opinions 技术观点Cost systems/objectives 成本体系和目标Personality conflicts, as well as 个性冲突，及Misunderstandings 误解Matrix organization structure 矩阵组织结构,Conflict Management冲突管理,Reward & Recognition奖励和认可,Direct acknowledgement上级的认可Organizational systems组织的系统Informal social gatherings 非正式的社会捐助Formal celebrations 正式的庆典,Source of Power权力来源,Legitimate 合法Reward 奖赏Coercive 强制Expert 专家Referent (charismatic or personality) 偶像（超凡魅力或人格）,Motivation Theories激励理论,Maslows hierarchy of needs马斯洛的需要层次理论McGregors Theory X and Theory Y麦格雷戈的X和Y理论Herzbergs Theory of motivati