Project Management(ppt 240页)(英文).ppt

ProjectManagement,Dr.AnbangQiProf.ofInternationalBusinessSchoolofNankaiUniversity,TheResourcesoftheMaterials,Themaincontentisfrom“AGuideToTheProjectManagementBodyOfKnowledge”(PMBOK).ThecopyrightbelongstotheProjectManagementInstitute.I,1.ThehistoryofprojectmanagementTherearethreedifferenttimesOldtimes-before1940sTraditionaltimes-1940s-1980sModerntimes-1980stillnowTherearetwomainassociation:PMI-ProjectManagementInstituteIPMA-InternationalProjectManagementAssociation,beforecalledInternet.,Chapter1Introduction,2.ModernProjectManagementTherearetwocharacteristicsforMPMEnlargedmanagementarea-from3to9areasExpendedtoallprojectsnotonlytheconstructionandengineeringprojects.BecomeadisciplineofManagementOperationorroutinemanagementProjectandprogrammanagement,Chapter1Introduction,3.TheimportanceoflearningMPMAllthingsstartwithprojectandthenmayormaynottransitintooperations.Theprojectbecomethegreatmeansforacompanytomakeprofitintheknowledgeeconomysinceallinnovationsarerealizedthroughprojects.ThetopmanagementshoulddealwithexceptionsandthatneedPMP.,Chapter1Introduction,Chapter1Introduction,4.TheDefinitionofProjectProjecttemporaryendeavorundertakentocreateauniqueproductorserviceHasadefinitebeginningandendandinterrelatedactivitiesUndertherestrictionofresourcesForsomepurposeofaorganizationorevenaperson.,5.TypicalProjectsRProjectsceasewhendeclaredobjectiveshavebeenattainedProgramsaregroupsofprojectsmanagedinacoordinatedwaytoobtainbenefitsnotavailablefrommanagingtheprojectsindividuallyMostprogramshaveelementsofongoingoperationsSeriesofrepetitiveorcyclicalundertakingsProjectsisnoongoingoperation,areoftendividedinto“subprojects”formoremanageabilityOftencontractedouttoexternalorganizations,10.ProjectManagementBodyofKnowledgeProjectintegrationmanagementProjectscopemanagementProjecttimemanagementProjectcostmanagementProjectqualitymanagementProjecthumanresourcemanagementProjectcommunicationmanagementProjectriskmanagementProjectprocurementmanagementAllthesemakeupaknowledgesystemofPM,Chapter1-Introduction,ProjectCostManagement,ProjectTimeManagement,ProjectQualityManagement,ProjectRiskManagement,ProjectCommunicationManagement,ProjectProcurementManagement,ProjectIntegrationManagement,ProjectHumanResourceManagement,ProjectScopeManagement,TheSystemofPMBOK,Chapter2ProjectManagementContext,1.ProjectLifeCycleProjectLifeCycledefinesortells:Thephasesoftheproject(time)Theworkperformedineachphase(work)Theinputandoutputofeachphase(result)Themilestoneofeachphase(endsign)CommonCharacteristicsofProjectLifeCycles:CostandStaffinglevelsarelowatstartandmovehighertowardstheendProbabilityofsuccessfullycompletingprojectislowatbeginning,highertowardstheendasprojectcontinuesStakeholderinfluenceishighatthebeginningandprogressivelylowersasprojectcontinues,ProjectLifeCycleofDODofUSAforAcquisition,Milestone2DevelopmentApproval,Milestone0ConceptStudyApproval,Milestone1ConceptDemonstrationApproval,Milestone3ProductionApproval,Milestone4MajorModificationApprovals,ConceptExplorationandDefinition,Demons-trationandValidation,EngineeringandManufacturingDevelopment,ProductionandDevelopment,OperationandSupporting,Determi-nationoftheMissionNeed,Phase1,Phase0,Phase2,Phase3,Phase4,Chapter2ProjectManagementContext,2.PhasesofaProjectProjectPhasesaremarkedbythecompletionofadeliverableTangible,verifiableworkproductReviewofdeliverablesandapproval/denialare“phaseexits,stagegates,orkillpoints”PhasesarecollectedintotheProjectLifeCycleSetofdefinedworkprocedurestoestablishmanagementcontrol,Chapter2ProjectManagementContext,3.StakeholdersofprojectsStakeholders:individualsandorganizationswhoareactivelyinvolvedintheprojectOftenhaveconflictingexpectationsandobjectivesIngeneral,differencesshouldberesolvedinfavorofthecustomerindividual(s)ororganization(s)thatwillusetheoutcomeoftheprojectStakeholdermanagementisaproactivetaskProjectMangersmustdetermineallstakeholdersandincorporatetheirneedsintotheproject,Chapter2ProjectManagementContext,3.StakeholdersofprojectsStakeholdersare:OwnersSponsorCustomersEndUserContractor(PerformingOrganizations)SupplierProjectManagersProjectTeamsSocietyandCitizensOthers:governmentagentandsoon,Therelationshipofstakeholdersofprojects,4.TheHierarchyofProjectOrganizationManagement,Chapter2ProjectManagementContext,Chapter2ProjectManagementContext,5.OrganizationalSystemsTheorganizationalsystemofPerformingOrganizationisanveryimportantenvironmentfactorforaproject.Projectbasedvs.Non-ProjectBasedProjectBasedderiverevenuesfromperformingprojectsforothers(consultants,contractors),“managementbyprojects”Non-ProjectBasedseldomhavemanagementsystemsdesignedtosupportprojectneeds(manufacturing,financialservices),Chapter2ProjectManagementContext,5.OrganizationalSystemsOrganizationalCulturesandStyles:EntrepreneurialfirmsmorelikelytoadopthighlyparticipativeProjectManageraccepthigherrisk/rewardHierarchicalfirmslesslikelytoadoptparticipativeProjectManagertakefewerrisks,Chapter2ProjectManagementContext,6.OrganizationalStructuresFunctionalOrganizationMoreemphasisonfunctions,Specialists1supervisorNocareerpathinPMProjectizedOrganizationEfficientOrganizationLackofProfessionalismEffectiveCommunication,DuplicationoffunctionsMatrixOrganizationVisibleObjectivesPMControlMorethan1boss,PotentialforconflictMoresupportMorecomplextocontrolToughresourceallocation,InformationdistributionCoordinationPoliciesmonitoring,correctingandmeasuringprogressClosingprocesses:formalizedacceptance,Chapter3ProjectManagementProcesses,3.TheRelationshipofProcessGroupsProcessGroupsarelinkedbytheresultseachproducesProcessGroupsareoverlappingactivitieswithvariouslevelsofintensityProcessGroupinteractionscrossphases“rollingwaveplanning”Individualprocesseshaveinputs,toolsandtechniques,andoutputs(deliverables),Chapter3ProjectManagementProcesses,Chapter3ProjectManagementProcesses,Chapter3ProjectManagementProcesses,Chapter3ProjectManagementProcesses,4.TheInitiatingProcessesCommittingtheorganizationtobeginaprojectoraphaseofaprojectDecision,Initiation,High-levelplanning,CharterMaking,5.PlanningProcessesCorePlanningScopePlanningwrittenstatementScopeDefinitionsubdividingmajordeliverablesintomoremanageableunitsActivityDefinitiondeterminespecifictasksneededtoproduceprojectdeliverablesActivitySequencingplottingdependenciesActivityDurationEstimatingdetermineamountofworkneededtocompletetheactivities(continued),Chapter3ProjectManagementProcesses,Chapter3ProjectManagementProcesses,5.PlanningProcessesCorePlanningScheduleDevelopmentanalyzeactivitysequences,duration,andresourcerequirementsResourcePlanningidentifywhatandhowmanyresourcesareneededtoperformtheactivitiesCostEstimatingdevelopresourceandtotalprojectcostsCostBudgetingallocatingprojectestimatestoindividualworkitemsProjectPlanDevelopmenttakingresultsfromotherplanningprocessesintoacollectivedocument,Chapter3ProjectManagementProcesses,5.PlanningProcessesFacilitating(Planning)ProcessesQualityPlanningstandardsthatarerelevanttotheprojectanddetermininghowtomeetstandardsOrganizationalPlanningidentify,document,andassigningprojectrolesandresponsibilitiesStaffAcquisitionobtainingthehumanresourcesCommunicationsPlanningdeterminingrulesandreportingmethodstostakeholders(continued),Chapter3ProjectManagementProcesses,5.PlanningProcessesFacilitating(Planning)ProcessesRiskIdentificationdeterminingwhatislikelytoaffecttheprojectanddocumentingtheserisksRiskQuantificationevaluatingrisksandinteractionstoaccessthepossibleprojectoutcomesRiskResponseDevelopmentdefiningenhancementstepsandchangecontrolmeasuresProcurementPlanningdeterminingwhattobuyandwhenSolicitationPlanningdocumentingproductrequirementsandidentifyingpossiblesources,Chapter3ProjectManagementProcesses,5.PlanningProcessesTheorderofplanningevents:ScopeStatementCreateProjectTeamWorkBreakdownStructureWBSdictionaryFinalizetheteamNetworkDiagramEstimateTimeandCostCriticalPathScheduleBudget(continued),5.PlanningProcessesTheorderofplanningevents(continued)ProcurementPlanQualityPlanRiskIdentification,quantificationandresponsedevelopmentChangeControlPlanCommunicationPlanManagementPlanFinalProjectPlanProjectPlanApprovalKickoff,Chapter3ProjectManagementProcesses,Chapter3ProjectManagementProcesses,6.ExecutingProcessesProjectPlanExecutionperformingtheactivitiesCompleteWorkPackagesInformationDistributionScopeVerificationacceptanceofprojectscopeQualityAssuranceevaluatingoverallprojectperformanceonaregularbasis;meetingstandardsTeamDevelopmentdevelopingteamandindividualskillsetstoenhancetheprojectProgressMeetings(continued),Chapter3ProjectManagementProcesses,6.ExecutingProcessesInformationDistributionmakingprojectinformationavailableinatimelymannerSolicitationobtainingquotes,bids,order,proposalsasappropriateSourceSelectionchooseingappropriatesuppliersContractAdministrationmanagingvendorrelationships,Chapter3ProjectManagementProcesses,7.ControllingProcessesToregularlymeasureprojectperformanceandtoadjustprojectplanTakepreventiveactionsinanticipationofpossibleproblemsOverallChangeControlcoordinatingchangesacrosstheentireprojectplanScopeChangeControlcontrolling“scopecreep”ScheduleControladjustingtimeandprojectscheduleofactivities(continued),Chapter3ProjectManagementProcesses,7.ControllingProcessesCostControlmanagingprojectbudgetQualityControlmonitoringstandardsandspecificprojectresults;eliminatingcausesofunsatisfactoryperformancePerformanceReportingstatus,forecasting,andprogressreportingscheduleRiskResponseControlrespondingtochangesinriskduringthedurationoftheproject,Chapter3ProjectManagementProcesses,8.ClosingProcessesAdministrativeClosuregeneratingnecessaryinformationtoformallyrecognizephaseorprojectcompletionContractClose-outcompletionanddeliveryofprojectdeliverablesandresolvingopenissuesProcurementAuditsProductVerificationFormalAcceptanceLessonsLearnedUpdateRecordsArchiveRecordsReleaseTeam,Chapter3ProjectManagementProcesses,9.TheSkillsforProcessofGroupsInfluencingtheorganizationLeadingProblemSolvingNegotiatingCommunicatingMeetingsProjectSelectionTechniquesComparativeApproach(similarprojects)ConstrainedOptimization(mathematicalapproach),Chapter3ProjectManagementProcesses,10.CustomizingProcessIntegrationNotalloftheprocesseswillbeneededonallprojects,andnotalloftheinteractionswillapplytoallprojects.KeyaspectofscopeverificationiscustomeracceptanceRememberthatonly26%ofprojectsaresucceed,1.ProjectScopeManagementItistheprocessesrequiredtoensurethattheprojectincludesall,andonly,workrequiredItisusedtodefinewhat“is/isnot”includedintheprojectTheprojectscopeshowstheworkthatmustbedoneandmeasuredagainstprojectplanTheproductscopedefinesfeaturesandfunctionsincludedintheproductorservice,andthatismeasuredagainstrequirementsItisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject.,Chapter4ProjectScopeManagement,ProjectScopeManagement,Definedprojectscope,Ownersexpectation,Actualresult,Chapter4ProjectScopeManagement,Thephilosophyofprojectscopemanagement,1.ProjectScopeManagementThereare5projectscopemanagementprocesses.Theyare:1.Initiation-committingtheorganizationtobeginthenextphaseoftheproject.2.ScopePlanning-developingawrittenscopestatementasthebasisforfutureprojectdecisions.3.ScopeDefinition-subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.4.ScopeVerification-formalizingacceptanceoftheprojectscope.5.ScopeChangeControl-controllingchangestoprojectscope.,Chapter4ProjectScopeManagement,1.ProjectScopeManagementTheseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgenerallyoccursatleastonceineveryprojectphase.,Chapter4ProjectScopeManagement,2.InitiationProcessAprocessofformallyrecognizingthatanewprojectexists,oranexistingprojectcontinuetonextphaseItinvolvesfeasibilitystudy,preliminaryplan,orequivalentanalysisAuthorizedasaresultof:MarketDemand,BusinessNeed;CustomerRequest,TechnologicalAdvance;LegalRequirementorothers,Chapter4ProjectScopeManagement,2.InitiationProcessInputs:ProductDescriptioncharacteristicsoftheproduct/servicethattheprojectwastocreateLessdetailinearlyphases,morecomprehensiveinlatterInitialproductdescriptionisusuallyprovidedbythebuyerStrategicPlansupportiveoftheorganizationsgoalsProjectSelectionCriteriadefinedintermsoftheproductandcoversrangeofmanagementconcerns(finance,market)HistoricalInformationresultsofpreviousprojectdecisionsandperformanceshouldbeconsidered,Chapter4ProjectScopeManagement,2.InitiationProcessToolspreventsdelivering“extra”benefitstothecustomerthatwerenotspecified/required,Chapter4ProjectScopeManagement,4.ScopeDefinitionSubdividingmajordeliverablesintosmaller,manageablecomponentsImproveaccuracyofcost,time,andresourceestimatesDefineabaselineforperformancemeasurementClearresponsibilityassignmentsCriticaltoprojectsuccessreducesriskofhighercost,redundancy,timedelays,andpoorproductivityDefines“what”youaredoing;WBSisthetool,Chapter4ProjectScopeManagement,4.ScopeDefinitionInputs:ScopeStatementConstraintsconsidercontractualprovisionsAssumptionsOtherPlanningOutputsHistoricalInformation,Chapter4ProjectScopeManagement,4.ScopeDefinitionToolssmallerandmoremanageablepiecesEachitemisassignedauniqueidentifiercollectivelyknownas“codeofaccounts”WorkBreakdownStructureDictionary(WBSD)AllworkelementdescriptionsincludedinaWBSD(work,scheduleandplanninginformation)Otherformats:ContractualWBS,Organizational(OBS),Resource(RBS),BillofMaterials(BOM),Project(PBS)similartoWBS,Chapter4ProjectScopeManagement,5.ScopeVerificationInputsScopeDefinitionWorkResultsWBS,WBSDProductDocumentationdescriptionavailableforreview(requirements)ToolsextensiontotheWBSandincludesdescriptiontoensureteammembersunderstandworktobeperformedSupportingDetailorganizedasneededandincludeallassumptionsandconstraintsWBSUpdatesidentifymissingdeliverablesandclarifydeliverabledescriptions.WBSupdatesoftencalledrefinements;morelikelyusingnewtechnologiesinproject,Chapter5ProjectTimeManagement,3.ActivitySequencingIdentifyinganddocumentinginteractivedependenciesamongactivities.Supportlaterdevelopmentofarealisticschedule,Chapter5ProjectTimeManagement,3.ActivitySequencingInputs:ActivityListProductDescriptionMandatorySequencingphysicallimitations,hardlogic,inherentinnatureofworkbeingdoneDiscretionaryDependenciesdefinedbyprojectmanagementteam;“bestpractices”orunusualaspectsofprojectsoftlogic,preferredlogic,preferentiallogicExternalDependenciesrelationshipbetweenprojectactivitiesandnon-projectactivitiesConstraintsAssumptions,Chapter5ProjectTimeManagement,3.ActivitySequencingToolsConsidereffectofprojectdecisionsoncostofusingproduct“life-cyclecosting”MostprospectivefinancialimpactofusingtheproductisoutsidetheprojectscopeConsiderinformationneedsofstakeholders,controllableanduncontrollablecosts(budgetseparatelyforrewardandrecognitionsystems),1.ProjectCostManagementProjectCostManagement:EstimatingshouldbebasedonWBStoimproveaccuracyEstimatingshouldbedonebythepersonperformingtheworkHavinghistoricalrecordsiskeytoimprovingestimatesCosts(schedule,scope,resources)shouldbemanagedthroughestimates,budgetingandcontrollingAcost(schedule,scope,baseline)shouldbekeptandnotchangedPlansshouldberevisedasnecessaryduringcompletionofworkCorrectiveactionshouldbetakenwhencostproblems(schedule,scopeandresources)occur.,Chapter6ProjectCostManagement,1.ProjectCostManagementProjectCostManagementconsistsof:ResourcePlanningCostEstimatingCostBudgetingCostControllingEarnedValueAnalysis,Chapter6ProjectCostManagement,2.ResourcePlanningDeterminingwhatphysicalresourcesandquantitiesareneededtoperformworkInputs:WorkBreakdownStructureandActivityListNetworkDiagramScheduleandRisksHistoricalInformationScopeStatementjustificationgeneralledgerreporting,Chapter6ProjectCostManagement,3.CostEstimatingToolsusingactualcostsfrompreviousprojectasbasisforestimateQuick-LessAccurateParametricModelingusesprojectcharacteristicsinmathematicalmodelstopredictcosts(e.g.buildinghouses)2types:Regressionanalysis,LearningCurve.BottomUpEstimatingrollingupindividualactivitiesintoprojecttotalwithquantitysurveyanditslist.MoreAccurate,RequiresthatprojectbedefinedandunderstoodComputerizedtoolsspreadsheets,software,Chapter6ProjectCostManagement,3.CostEstimatingOutputsCostestimatesquantitativeassessmentsoflikelycostsofresourcesrequiredtocompletetasksForallresources(labor,materials,supplies,inflationallowance,reserve)ExpressedinunitsofcurrencySupportingDetailDescriptionofscope(referencetotheWBS)DocumentationhowestimatewasdevelopedIndicationofrangeofpossibleresultsAssumptionsCostManagementPlanhowcostvarianceswillbemanagedCostRiskAssociatedtosellerforFixedPrice;AssociatedtobuyerforTimeandMaterialsbudget(costplusprofit),Chapter6ProjectCostManagement,3.CostEstimatingAccuracyofEstimatesCostEstimate:-25%-75%;usuallymadeduringInitiationPhaseBudgetEstimate:-10%-25%;usuallymadeduringthePlanningphaseDefinitiveEstimate:-5%-10%;usuallymadeduringthePlanningphase,Chapter6ProjectCostManagement,4.CostBudgetingInvolvesallocationoftotalestimatetoindividualworktoestablishacostbaselinetomeasureperformanceInputsCostEstimateWorkBreakdownStructureandActivityListProjectScheduleincludesplannedstartandfinishdatesforitemscostsareallocatedtoNeededtoassigncostsduringthetimeperiodwhentheactualcostwillbeincurred,Chapter6ProjectCostManagement,4.CostBudgetingToolsrequirestakeholderapprovalandadjustmentstootherprojectareasBudgetUpdateschangestoapprovedcostbaseline;revisedinresponsetoscopechangesCorrectiveActionEstimateatcompletion(EAC)forecastoftotalexpendituresActualtodateplusremainingbudgetmodifiedbyafactor(costperformanceindex)CurrentvariancesareseentoapplytofuturevariancesActualtodateplusnewestimateforremainingworkOriginalestimatesareflawed,ornolongerrelevantActualtodateplusremainingbudgetCurrentvariancesaretypicalandsimilarvarianceswillnotoccurinthefutureLessonsLearned,Chapter6ProjectCostManagement,6.EarnedValueAnalysisIntegratescostandscheduleBetterthatcomparingprojectedvs.actualbecausetimeandcostareanalyzedseparatelyTerms:BCWSB