项目管理教材(ppt 91页).ppt

东南大学系统工程研究所,项目管理ProjectManagement,PM,InstituteofSystemsandEngineeringSoutheastUniversity,课程形式,课程形式主课，习题课，专题课，作业考试形式笔试学习要求按时上课，认真听讲阅读参考书认真记笔记，整理笔记思考，讨论，提问成绩评定作业，平时成绩，期末考试比例：作业10%，平时成绩20%，期末考试70%,课程内容,项目生命周期人员:项目成功的关键项目计划与控制,东南大学系统工程研究所,东南大学系统工程研究所,项目生命周期,PM,东南大学系统工程研究所,主要内容,第一章项目管理概念第二章识别需求第三章提出解决方案第四章执行和结束项目,东南大学系统工程研究所,控制,能力,技能,知识,信息,经验,实践Communicationsinfrastructure,suchastelephones,computernetwork,e-mail,Internetaccess,filestorage,databasestorageandbackupfacilitiesDocumentation,suchasaprojectmethodology,standards,processes,formsandregistersTools,suchasaccounting,projectplanningandriskmodelingsoftware,东南大学系统工程研究所,1.Projectinitiation,PerformaphasereviewAttheendoftheinitiationphase,aphasereviewisperformedThisisbasicallyacheckpointtoensurethattheprojecthasachieveditsobjectivesasplanned,东南大学系统工程研究所,2.Projectplanning,Projectplanoutliningtheactivities,tasks,dependenciesandtimeframesResourceplanlistingthelabor,equipmentandmaterialsrequiredFinancialplanidentifyingthelabor,equipmentandmaterialscostsQualityplanprovidingqualitytargets,assuranceandcontrolmeasuresRiskplanhighlightingpotentialrisksandactionstobetakentomitigatethoserisksAcceptanceplanlistingthecriteriatobemettogaincustomeracceptanceCommunicationsplandescribingtheinformationneededtoinformstakeholdersProcurementplanidentifyingproductstobesourcedfromexternalsuppliers,东南大学系统工程研究所,2.Projectplanning,Projectplanningactivities,东南大学系统工程研究所,Createaprojectplan,Createaresourceplan,Createafinancialplan,Createaqualityplan,Createariskplan,Createanacceptanceplan,Createacommun.plan,Createaprocurementplan,Contractthesuppliers,Performphasereview,2.Projectplanning,CreateaprojectplanThefirststepintheprojectplanningphaseistodocumenttheprojectplanAworkbreakdownstructure(WBS)isidentifiedwhichincludesahierarchicalsetofphases,activitiesandtaskstobeundertakentocompletetheprojectAnassessmentofthelevelofeffortrequiredtoundertakeeachactivityandtaskismadeTheactivitiesandtasksarethensequenced,resourcesareallocatedandadetailedprojectscheduleisformedProjectplanisthekeytoolusedbythePMtoassesstheprogressoftheprojectthroughoutPLC,东南大学系统工程研究所,2.Projectplanning,CreatearesourceplanTypeofresourcerequired,suchaslabour,equipmentandmaterialsQuantityofeachtypeofresourcerequiredRoles,responsibilitiesandskill-setsofallhumanresourcerequiredSpecificationsofallequipmentresourcerequiredItemsandquantitiesofmaterialresourcerequiredAscheduleisassembledforeachtypeofresourcesothattheprojectmanagercanreviewtheresourceallocationateachstageintheproject,东南大学系统工程研究所,2.Projectplanning,CreateafinancialplanAfinancialplaniscreatedtoidentifythetotalquantityofmoneyrequiredtoundertakeeachphaseintheproject(inotherwords,thebudget)Detailedfinancialplanningisanextremelyimportantactivitywithintheproject,asthecustomerwillexpectthefinalsolutiontohavebeendeliveredwithintheallocatedbudget,东南大学系统工程研究所,2.Projectplanning,CreateaqualityplanDefinesthetermqualityfortheprojectListsclearandunambiguousqualitytargetsforeachdeliverable.EachqualitytargetprovidesasetofcriteriaandstandardstobeachievedtomeettheexpectationsofthecustomerProvidesaplanofactivitiestoassurethecustomerthatthequalitytargetswillbemet(inotherwords,aqualityassuranceplan)Identifiesthetechniquesusedtocontroltheactualqualitylevelofeachdeliverableasitisbuilt(inotherwords,aqualitycontrolplan),东南大学系统工程研究所,2.Projectplanning,CreateariskplanDocumentallforeseeableprojectrisksIdentifiestheactionsrequiredtopreventeachriskfromoccurring,aswellasreducetheimpactoftheriskshoulditeventuateDevelopingaclearriskplanisanimportantactivitywithintheplanningphase,asitisnecessarytomitigateallcriticalprojectriskspriortoenteringtheexecutionphaseoftheproject,东南大学系统工程研究所,2.Projectplanning,CreateanacceptanceplanAnacceptanceplaniscreatedbyclarifyingthecompletioncriteriaforeachdeliverableandprovidingascheduleofacceptancereviewsThesereviewsprovidethecustomerwiththeopportunitytoassesseachdeliverableandprovideformalacceptancethatitmeetstherequirementsasoriginallystated,东南大学系统工程研究所,2.Projectplanning,CreateacommunicationsplanThetypesofinformationtobedistributedtostakeholdersThemethodsofdistributingtheinformationThefrequencyofdistributionResponsibilitiesofeachpersonintheprojectteamfordistributingtheinformation,东南大学系统工程研究所,2.Projectplanning,CreateaprocurementplanThedetaileddescriptionoftheproducts(thatis,goodsandservices)tobeacquiredfromsuppliersThejustificationforacquiringeachproductexternallyasopposedtofromwithinthebusiness,andthescheduleforproductdeliveryDescribestheprocessfortheselectionofapreferredsupplier,andtheorderinganddeliveryoftheproducts(theprocurementprocess),东南大学系统工程研究所,2.Projectplanning,ContractthesuppliersIdentifyashort-listofcapablesuppliersSelectapreferredsupplierAcontractisagreedbetweentheprojectteamandthesupplierforthedeliveryoftherequisiteproductsPerformaphasereviewThisisacheckpointtoensurethattheprojecthasachieveditsobjectivesasplanned,东南大学系统工程研究所,3.Projectexecution,ThisphaseinvolvesimplementingtheplanscreatedduringtheprojectplanningphaseMonitorandcontrolthedeliverables:identifyingchange,risksandissues,reviewingdeliverablequalityandmeasuringeachdeliverableproducedagainsttheacceptancecriteriaOnceallofthedeliverableshavebeenproducedandthecustomerhasacceptedthefinalsolution,theprojectisreadyforclosure,东南大学系统工程研究所,3.Projectexecution,Projectexecutionactivities,东南大学系统工程研究所,4.Projectclosure,Projectclosureinvolvesreleasingthefinaldeliverablestothecustomer,handingoverprojectdocumentationtothebusiness,terminatingsuppliercontracts,releasingprojectresourcesandcommunicatingtheclosureoftheprojecttoallstakeholdersThelastremainingstepistoundertakeapost-implementationreviewtoquantifythelevelofprojectsuccessandidentifyanylessonslearntforfutureprojects,东南大学系统工程研究所,Performprojectclosure,Reviewprojectcompletion,4.Projectclosure,PerformprojectclosureDeterminingwhetheralloftheprojectcompletioncriteriahavebeenmetIdentifyinganyoutstandingprojectactivities,risksorissuesHandingoverallprojectdeliverablesanddocumentationtothecustomerCancellingsuppliercontractsandreleasingprojectresourcestothebusinessCommunicatingtheclosureoftheprojecttoallstakeholdersandinterestedparties,东南大学系统工程研究所,4.Projectclosure,ReviewprojectcompletionDiditresultinthebenefitsdefinedinthebusinesscase?Diditachievetheobjectivesoutlinedinthetermsofreference?Diditoperatewithinthescopeofthetermsofreference?Didthedeliverablesmeetthecriteriadefinedinthequalityplan?Wasitdeliveredwithinthescheduleoutlinedintheprojectplan?Wasitdeliveredwithinthebudgetoutlinedinthefinancialplan?,东南大学系统工程研究所,东南大学系统工程研究所,项目管理生命周期,定义：定义项目范围陈述问题/机遇建立项目目标识别成功标准列出假设、风险和障碍,组织：启动项目招募、组织项目团队确定团队运作规则平衡项目资源制定工作包进度工作包的文档化,收尾：项目收尾获得客户的接受认可安装项目的可交付成果完成项目文档完成实施后审计发布最终项目报告,计划：制定详细计划识别项目活动估计项目工期确定资源需求构建/分析项目网络图准备项目建议书,控制：监控项目进展确定项目汇报系统安装变更控制工具/过程定义问题上报过程对照计划监控项目进展修订项目计划,东南大学系统工程研究所,1.5项目生命周期,1、费用和资源在整个生命周期中：从低到高、再到低2、在项目的各个阶段，干系人影响最终特性的能力随着时间而减弱。,项目生命周期的特征,费用、资源和干系人影响变化曲线,东南大学系统工程研究所,1.5项目生命周期,项目生命周期的特征,成功的概率越来越高,东南大学系统工程研究所,项目管理生命周期,定义：定义项目范围陈述问题/机遇；建立项目目标；识别成功标准；列出假设、风险和障碍,组织：启动项目招募、组织项目团队；确定团队运作规则；平衡项目资源；制定工作包进度；工作包的文档化,收尾：项目收尾获得客户的接受认可；安装项目的可交付成果；完成项目文档；完成实施后审计；发布最终项目报告,计划：制定详细计划识别项目活动；估计项目工期；确定资源需求；构建/分析项目网络图；准备项目建议书,控制：监控项目进展确定项目汇报系统；安装变更控制工具/过程；定义问题上报过程；对照计划监控项目进展；修订项目计划,启动请求业务需求成功标准,识别开发团队构建系统,评估系统性能进行后项目评估,开发功能要求建立阶段评审计划,监控进展进行子系统测试进行验收测试,建立新产品目标设定财务目标建立成功标准,进行商业分析进行竞争者分析制定营销战略,向产品管理部门提交产品,制定新产品开发计划,监控产品进展对照目标跟踪执行情况启动生产和销售计划测试市场,产品开发生命周期,项目生命周期,软件系统开发周期,东南大学系统工程研究所,1.6项目管理过程,简单地说就是制定计划、执行计划。,计划工作过程包括：（1）定义项目目标（2）形成工作分解结构（WorkBreakdownStructure,WBS）（3）建立网络图（4）时间估计（5）进度计划和成本估算,东南大学系统工程研究所,1.6项目管理过程,基准计划包括：（1）每项活动的开始和结束日期（2）在各个时间段内所需的各种资源的数量,东南大学系统工程研究所,1.7项目管理的益处,客户,Strategicvalueatanorganizationlevel,ProvidesacontrolledwaytorapidlyrespondtochangingmarketconditionsandnewstrategicopportunitiesMaximizestheinnovativeandcreativecapabilitiesoftheorganizationbycreatingenvironmentsoffocusandopencommunicationAllowsorganizationtoaccomplishmorewithlesscostsEnablesbetterleverageofbothinternalandexternalexpertiseProvideskeyinformationandvisibilityonprojectmetricstoenablebettermanagementdecision-makingIncreasesthepaceandlevelofstakeholderacceptanceforanystrategicchangeReducesfinanciallossesbykillingoffpoorprojectinvestmentsearlyintheirlifecycles,东南大学系统工程研究所,Tremendousvalueatapersonallevel(1),EnsuresthatourworkisputtothebestusefortheorganizationandproperlyrecognizedProvidesacareerpaththatoffersunique,challengingopportunitiesoneachnewprojectProvidesacareerpaththatrequiresallofourabilitiesandknowledge,includingourmanagement,business,people,andtechnicalskillsProvidesacareerpaththatishighindemand,andgenerally,anincreaseinincome,东南大学系统工程研究所,Tremendousvalueatapersonallevel(2),ProvidesacareerpaththatpreparesyoufororganizationalleadershippositionsProvidesacareerpaththatisrecognizedmoreeachyearasexcellentpreparationforCxOProvidesacareerpaththatallowsyoutobeonthefrontlinesofstrategicorganizationalinitiativesandhavemajorimpactontheorganizationsfuture,东南大学系统工程研究所,1.8WhyAreProjectsChallenging?,UnchartedterritoryEachprojectisunique.TheworktobedonehasneverbeendonebeforebythisgroupofpeopleinthisparticularenvironmentMultipleexpectationsEachprojecthasmultiplestakeholdersthateachhavetheirownneedsandexpectationsfortheprojectCommunicationobstaclesDuetonaturalorganizationalboundaries,communicationchannels,andteamdevelopmentstages,communicationofprojectinformationmustbeproactivelymanagedtoensureproperflow,东南大学系统工程研究所,1.8WhyAreProjectsChallenging?,BalancingthecompetingdemandsEveryprojectisdefinedtoproduceoneormoredeliverables(scope)withinadefinedtimeperiod(time),underanapprovedbudget(cost)withaspecifiedsetofresourcesInaddition,thedeliverablesmustachieveacertainperformancelevel(quality)andmeettheapprovalofthekeystakeholders(expectations)EachofthesefactorscanaffecttheothersForexample,ifadditionalfunctionality(scope,quality)isdesired,thetimeand/orcost(resourcesneeded)oftheprojectwillincrease,东南大学系统工程研究所,Balancingthecompetingdemands,traditionalmodelvs.modernmodel,东南大学系统工程研究所,Thecompetingprojectdemandsareoftenreferredtoasthetripleconstraintofprojectmanagement.TimeandCost(orResources)arealwaystwosidesofthetriangle.Dependingonwhereyoulook,thethirdsideiseitherScope,Performance,orQuality,1.8WhyAreProjectsChallenging?,CuttingEdgeProjectdealswithnew,leadingedgetechnologies,ithasmorerisks,moreunknowns,andismuchmoredifficulttoestimateaccuratelyOrganizationalImpactsOvercomingnaturalcommunicationobstaclescreatedbytheprojectstructureContendwithcompetingprioritiesforsharedresourcesDealwithannualbudgetcyclesthatmaynotbealignedwiththeprojectsfundingneedsEnsurethattheprojectisalignedwiththefocusoforganization,东南大学系统工程研究所,1.8WhyAreProjectsChallenging?,CollaborationPro