生产企业项目管理基础

ProjectManagementWorkshop项目管理讲座Morning,WorkshopObjectives讲座目标,在培训的结束时，参与者将能够:Attheendofthetraining,participantswillbeableto:描述项目管理与综合管理上的不同Describethedifferencebetweenprojectmanagementandgeneralmanagement定义项目以及项目的生命周期DefineProjectandProjectLifeCycle理解项目领导者在这个项目中的所处的角色和承担的责任Explaintherolesandresponsibilitiesoftheprojectleader列出管理一个项目的关键的成功因素Listthecriticalsuccessfactorsformanagingaproject区分不同类型的项目规划和项目规划步骤Identifythedifferenttypesofprojectplanningandplanningprocesses利用项目管理软件和技巧来管控预算和进程Controlbudgetsandschedulesbyusingprojectmanagementtoolsandtechniques为突发事件及意外状况制定一个风险管理计划Developariskmanagementplanforcontingency,CourseContent课程内容,DefinitionofProjects项目的定义DifferencebetweenProjectandGeneralManagement项目和一般管理的区别ProjectManagementProcess项目管理的步骤InvestmentAppraisal投资评估ProjectLifeCycle项目生命周期,Definition定义,WhatisaProject?什么是项目？,Definition定义,APlannedUndertaking一个计划好的事业,Definition定义,Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromaproject,whiledealingwithconstraintsonbudget,time,resourcesandtechnologies.在预算费用，时间，资源和技术有限的条件下为了达到或超过相关人员对项目的要求和期待对知识，技能，工具，技术等的应用。（即在一定时间内，满足一系列特定目标的多项相关工作的总称。）,ProjectSimilarities项目的相同点,DefineGoal制定目标DefiniteTime制定时间ResourceBudget资源预算,ProjectDifferences项目的不同点,Scale规模TechnicalComplexity技术复杂度TechnologicalUncertainty技术不确定性,WhataretheDifferences?,ProjectManagement项目管理,GeneralMangement综合管理,VS.,Projectvs.GeneralManagement项目管理V.S综合管理,Nature性质Focus关注点TeamStructure组织架构MeasureofSuccess成功的衡量标准,InvestmentAppraisal投资评估,ConventionalMethod常规方法ThePaybackMethod回收期法，偿付方法TheAverageRateofReturnMethod平均回收比率法DiscountingMethod折现法TheNetPresentValue(NPV)净现值TheInternalRateofReturn(IRR)内部收益率,ProjectPlanning项目规划,Example举例说明,ThePaybackMethod回收期法,Timetakentopaybacktheinitialcostoftheproject收回最初成本所用的时间Forprojectsthatearnthesameamountofnetproceedseachyear假设项目每年赚的净收入是相同的,Drawback缺点Takesnoaccountoftheearningafterthepaybackperiodforthefulllifeoftheproject在整个项目中不考虑回收期后的盈利Timingisignored时间的安排被忽略,ThePaybackMethod回收期法,Suitableforinvestmentprojectsthat适合投资的项目有thecostislowandtheprojectiscompletedinashorttime投资少，周期短theinvestmentisproductiveassoonastheinitialcostisincurred一旦有初期成本投入就有高效的投资回报thenetproceedsareeasilydetermined.有很确定的纯盈利,TheAverageRateofReturnMethod平均收益率法,Thehighestaveragerateofreturnisconsideredtobethemostprofitable最高的平均收益率被认为是最盈利的,Depreciationisallowedforinthecalculationbyusingtheformula折旧率也可以加到在这个公式里计算,TheAverageRateofReturnMethod平均收益率法,Drawback缺点:Comparableresultscanonlybeobtainedwhenthelifespansoftheprojectsarethesame只有相同寿命期限的项目才能比较,TheAverageRateofReturnMethod平均收益率法,NetPresentValueMethod(NPV)净现值法,Discountstheexpectedfutureproceedsfromaprojecttothepresentvalueofthoseincomes从项目当前收入的现值中折扣预期的未来收益,Ifthenetpresentvalueoftheproceedsexceedstheinitialcost,theinvestmentwillbeprofitable如果净现值超过了初期投入成本则这个投资是可盈利的Discountingratetobeapplied折扣率的应用Currentrateofinterest;or当前利率或者Rateofinterestthatcouldbeearnedelsewhereifinternalfundsareusedtofinancetheproject为项目提供融资的其他内部资金的利率,=折现现值项目的初期成本(Discountedpresentvalue)(Initialcostoftheproject),InternalRateofReturnMethod(IRR)内部收益率法,IRR（财务内部收益率）=Therateofinterestthatwillreducetheproceedsfromtheprojecttotheoriginalcost项目在整个计算期内各年财务净现金流量的现值之和等于零时的折现率（也就是使项目的财务净现值等于零时的折现率）Projectisprofitableif项目只有在下列情况下才是盈利的Itequateswithareasonablereturnoncapitalinvestedoratleastismorethanthecostofborrowingthefundstofinancetheinvestment只有当投入资本能够合理的回收或者至少高于借用于融资的资本Iftheproceedsfromtheinvestmentarenotregular如果投入的收益不稳定theonlywaytofindtheinternalrateofreturnisbytrial那么找到内部收益率的唯一方法是不断尝试摸索,其他注意事项OtherConsiderations,Sometimesdifficulttoestimatethefutureincomefromaninvestmentproject我们经常很难去评估一个投资项目的未来收入Quantifyingtheamountbywhichrevenuewillberaisedmaybeextremelydifficult确定盈利的额度是更加困难的事情Difficulttoquantifytheriskelement很难去确定风险因素的数量Unforeseencircumstancesmayinvalidatetheappraisal无法预料到的情况也许会使你的评估作废e.g.inflation比如说通货膨胀Thelifeoftheprojectmayhavebeenwronglyestimated项目的生命周期也可能会被估算错误Governmentinterventionmayaffecttheproject政府的干预也会对项目的运作有影响,ProjectLifeCycle项目的生命周期,Divideeachprojectintoseveralprojectphasestoprovidebettermanagementcontrolandappropriatelinkstotheongoingoperationsoftheperformingorganization把每个项目分为几个小阶段是为了对执行机构的实施运作过程提供更好的管控和适当的链接,CharacteristicsofProjectPhases,Eachprojectphaseismarkedbycompletionofoneormoredeliverables,whichis/are:每个项目阶段都以完成一个或多个可交付成果为标志Tangible,verifiableworkproductwhichformagenerallysequentiallogicdesignedtoensureproperdefinitionoftheproductoftheproject.可交付成果是某种有形的，可验证的工作成果，它会形成一个大致的顺序逻辑旨在于确保产品有个恰如其分的定义Theconclusionofaprojectphaseisgenerallymarkedbyphase-endreviewswhichareoftencalled项目的最终阶段一般会是阶段末审查，它也叫经常被称为Phaseexits,stagegates,orkillpoints阶段放行口，阶段关卡或验收站For:Determineiftheprojectshouldcontinueintoitsnextphase,and决定这个项目是否能继续到下一个阶段Detectandcorrecterrorscosteffectively有效检测和纠正错误费用,CharacteristicsofProjectLifeCycle项目生命周期的特性,Servestodefinethebeginningandtheendofaproject用来定于一个项目的开始和结束Determinewhichtransitionalactionsattheendoftheprojectareincludedandwhicharenot定义哪些过渡动作是属于该项目的哪些是不属于的Deliverablesfromtheprecedingphaseareusuallyapprovedbeforeworkstartsonthenextphase前阶段的可交付成果一般需要在下个阶段开始前被核准“FastTracking”快速跟进Asubsequentphaseisbegunpriortoapprovalofthepreviousphasedeliverableswhentherisksinvolvedaredeemedacceptable当涉及的风险被认为是可以接受的前提下，后一个阶段的开始会先于前一个阶段的可交付成果的批准,项目管理过程ProjectManagementProcess,Aseriesofactivitiesembodiedinaprocessofgettingthingsdone在完成项目的过程中包含了一系列的活动,ProjectManagementProcess项目管理流程,Planning规划Whataretheorganizationsmission,objectives,goalsandstrategies?组织的任务，目标和策略是什么？Organization组织Whatsinvolvedandwhy?哪些条件需要被涉及进来，为什么？Motivation激励Whatbringsoutthebestperformanceofpeopleinsupportingtheorganizationspurpose?怎样才能使这个项目中的队员有最佳的表现,ProjectManagementProcess项目管理流程,Directing指示Whodecideswhatandwhen?谁来决定做什么以及什么时候开始做Controlling管控Whojudgesresultsandbywhatstandards?谁来对结果做出评价以及他的评判标准是什么?,ProjectManagement项目管理,Exercise练习ProjectPlanningSituation项目规划形势,ProjectPlanning项目规划,Purpose目的Laysasolidfoundationforconductingaproject为执行一个项目打下坚实的基础Formsabaselineforothernecessaryactivitiessuchasprojectbudgeting,projectcontrolandprojectadministration为其它必须的活动制定一个基线，比如说项目预算，项目控制和项目管理（行政方面）Makespeopleunderstandwhattheyareexpectedtoproduce,whattheyhavetodo,andcommitthemtodowhatisrequired.使大家理解哪些是需要被提出的，哪些是需要去执行的，然后使他们致力于完成那些要求TypesofPlans计划类型ActivityPlans行动计划ResourcePlans资源计划,ProjectPlanning,ThePlanningProcess计划的步骤Setmeasurableobjectives制定评判标准Identifyactivitiesandestablishprocedures确定活动建立规程Identifyrequiredresources(time,budget,man&equipment)确定必要的资源(时间，预算，人力，设备）Analyzeexistingresources分析现有的资源Assignresponsibility分配任务Consideralternatives考虑好备选方案Providecontingencies提供意外事件的参考方案Establishcheckpointsandcontrolmechanism建立检查点和控制机构Documentation文件,ProjectPlanning,CentralLimitTheory中心极限定理（趋中理论）,E=Expectedtime（预期执行时间）O=Mostoptimistictime（最乐观，最少的用时）P=Mostpessimistictime(最保守估定,最长可能用时）M=Mostprobabletime（最可能的用时）,LevelsofPlans,Thenumberoflevels(i.e.degreeofdetails)ofplansrequiredwilldependonthecomplexityoftheproject）标准的划分取决于项目的复杂程度总体规划（蓝图）MasterPlans阶段计划StagePlans具体计划DetailedPlans个人工作计划IndividualWorkPlans,RolesandResponsibilitiesofProjectMembers项目成员的角色和责任,Customer客户受益于项目Benefitsfromtheproject制定初级要求Definestheoriginalrequirements.ProjectOwner项目主体Takesultimateresponsibilityforaproject对项目承担最终成败责任Providessupportfromtherestofthebusinessalthoughtheywillnotbemanagingtheprojectthemselves虽然不参与项目的管理但是从其他事情上提供支持ProjectManagerwhoisnominatedto项目经理是被授命于：Managetheteam管理团队Bringtofruitiontheresultswantedwithinthespecifiedandagreedconstraints.在特定的条件中完成任务,ProjectManagement项目管理,Discussion讨论WhataretherolesofaProjectManager项目经理的角色是什么？,RoleofProjectManager项目经理的角色-,IdentifyandassignProjectTeammembersandappraisetheirperformance制定和分配团队的工作评估绩效2.DirectandorganizetheProjectTeamtodeveloptheserviceplatform指导和组织项目成员去发展服务平台Ensurethatteammembersareskilledtoperformandarrangetrainingwhennecessary确保队员们得到相应技能培训Superviseandgiveconsultationtoteammembersduringtheprojectdevelopment在项目的发展中提供指导和建议ReporttotheProjectOwnerperiodicallyontheprogressoftheproject定期给给项目责任人汇报进程6.Ensureteammembersarewellawareoftheobjectivesoftheproject,andmajorissues,decisionsandtargets确保成员们很清楚项目的宗旨，主要问题，决定和目标7.Resolveanyconflictsandissues解决内部的冲突和争论8.Prepareprojectbudgetandsecuretherequiredresourcesi.e.budget,manpower,equipment,etc准备项目的预算，取得必要的资源（预算，人力，设备)9.Manageriskthroug