项目管理知识体系概览

1、.Project Management Focus AreasProject Plan DevelopmentOverall Change ControlProject Plan ExecutionIntegration ScopeScope VerificationScope DefinitionScope PlanningScope Change ControlTimeProcurement PlanningRisk IdentificationComm PlanningOrganizational PlanningQuality PlanningActivity DefinitionSc

2、hedule ControlSchedule DevelopmentActivity Duration EstimationActivity SequencingCostQualityHuman ResourceCommun-icationsRiskProcure-mentResource PlanningCost ControlCost EstimatingCost BudgetingQuality ControlQuality AssuranceTeam DevelopmentStaff AcquisitionAdministrativeClosurePerformance Reporti

3、ngInformation DistributionRisk QuantificationRisk Response DevelopmentRisk Response ControlSoliciation PlanningSoliciationSource SelectionContract AdministrationContract CloseoutInitiationExecuting ProcessControlling ProcessPlanning ProcessInitiating ProcessClosing Process.InitiationScope PlanningSc

4、ope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost BudgetingProject Plan DevelopmentProject Plan ExecutionPerformance ReportingAdministrativeClosureOverall Change ControlContract CloseoutInitiatingPlanningExecuting

5、ControllingClosingcorefacilitatingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement PlanningSoliciation PlanningOrganizational PlanningStaff AcquisitionInformatio

6、n DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationInitiatingPlanningExecutingControllingClosingProject Management Processes Groups.InitiationProject Plan ExecutionPerformance ReportingAdministrativeClosureOverall Change ControlContract

7、 CloseoutInitiatingExecutingControllingClosingProject CharterProject Mgr IDd/AssignedConstraints / AssumptionsScope PlanningScope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost BudgetingProject Plan DevelopmentPlan

8、ningCoreScope StatementSupporting DetailScope Mgmt PlanWBSActivity ListSupporting DetailWBS UpdatesProject Network DiagramActivity List UpdatesActivity Duration EstimatesBasis of EstimatesActivitly List UpdatesProject ScheduleSupporting DetailSchedule Mgmt PlanResource ReqmtsUpdatesResource Requirem

9、entsCost EstimatesSupporting DetailCost Mgmt PlanCost BaselineProject PlanSupporting DetailWork ResultsChange RequestsPerformance ReportsChange RequestsProject ArchivesFormal AcceptanceLessons LearnedContract FileFormal Acceptance & ClosureProject Management Processes Groups.Scope ChangesCorrective

10、ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement PlanningSoliciation PlanningOrganizational PlanningSt

11、aff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate at CompletionLessons LearnedClosingProposalsProcurement Mgmt PlanStatement(s) of

12、WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/Respons AssignmentsStaffing Mgmt PlanOrganization ChartSupporting DetailProject st

13、aff assignedProject team directorySources of RiskPotential RiskEventsRisk SymptomsInputs to other processesOpportunities to PursueThreats to Respond toOpportunities to IgnoreThreats to AcceptRisk Mgmt PlanInputs to other processesContingency PlansReservesContractual AgreementsCorrective Action PlanU

14、pdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrective ActionLessons LearnedFormal AcceptanceProject Management Processes Groups .Sc

15、ope ChangesCorrective ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement PlanningSoliciation PlanningOrg

16、anizational PlanningStaff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate at CompletionLessons LearnedClosingProposalsProcurement Mgm

17、t PlanStatement(s) of WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/Respons AssignmentsStaffing Mgmt PlanOrganization ChartSuppo

18、rting DetailProject staff assignedProject team directorySources of RiskPotential RiskEventsRisk SymptomsInputs to other processesOpportunities to PursueThreats to Respond toOpportunities to IgnoreThreats to AcceptRisk Mgmt PlanInputs to other processesContingency PlansReservesContractual AgreementsC

19、orrective Action PlanUpdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrective ActionLessons LearnedFormal AcceptanceProject Managemen

20、t Processes Groups .Project Life CycleCONCEPTPHASETERMINATIONCLOSE-OUTPHASEIMPLEMENTATIONEXECUTION PHASEDEVELOPMENTPLANNINGPHASEGather dataIdentify needs & alternatives Establish goals, feasibility, risk, strategyGuessitimate resourcesPresent proposalDevelop Project CharterAppoint key team membersDe

21、velop scope baselineEstablish master plan, budget, WBS, & policies/proceduresAssess risksConfirm justification and obtain approval to proceedSet up organizationEstablish detailed technical requirementsSet up & execute work packagesDirect, monitor, and control scope, quality, time, & cost Review & ac

22、cept projectTransfer responsibilityDocument & evaluate resultsRelease & redirect resources Project PrioritiesAdministrative Procedures SchedulesProject PrioritiesSchedulesAdministrative Procedures SchedulesTechnical IssuesPersonnel Resources SchedulesPersonality ConflistsPersonnel Resources Sources

23、of Conflict.Project Selection TechniquesBenefit Measurement MethodsBenefit-Cost ModelsPeer ReviewScoring ModelsMurder BoardPairwise ComparisonsConstrained Optimization Methods note these are NOT costing modelsLinear & Nonlinear programmingInteger ProgrammingDynamic ProgrammingMultiobjective Programm

24、ing.Key INTEGRATION / SCOPE Terms80 Hour Rule = W ork PackageConfiguration Management1. develop specifications2. develop general design3. develop detailed design4. implement & test systemChange Control Board - CCBManagement by Objectivessystem of managerial leadership that defines individual manager

25、ial responsibilities interms of corporate objectives1. establish unambiguous objectives2. periodically evaluate3. actMidproject Evaluation resultsidentification of problems and need for changessignificant changes in projects objectivesterminationScope Verificationoccurs at the end of each phase; for

26、malizes acceptance of the project scope by stakeholdersDelphi Techniqueforcasting technique for gathering expert opinion.K ey Form ulaeStandard D eviations1 = 68.3%2 = 95.5%3 = 99.7% (Six Sigm a)PER T Estim ateO ptim istic + 4*M ost Likely + Pessim istic 6Sigm a = Pessim istic - O ptim istic 6D urat

27、ion Am ount of W orkAvail R es * R es Productivity R atePresent Value - value today of future cash flows PV = M (1 + r) tM = am ount paym ent t years from nowr = interest rate or discount ratet - tim e periodIR R - Internal R ate of R eturn = interest rate which m ake PV costs = PV benefitsthe highe

28、r the IR R , the better the projectB enefit C ost R atio (B C R ) PV R evenue PV C ostC om m unications C hannels N * (N -1) 2.Key FormulaeBCWP = earned valueSchedule VarianceBCWP - BCWSdif in budgeted cost of work performed & scheduledSchedule Performance IndexSPI = BCWP BCWSRatio of budgeted cost

29、of work performed vs scheduledSchedule Variance %BCWP - BCWS BCWSschedule variance as percentage of budgeted cost of work scheduledEverything about SCHEDULE is compared to WORK SCHEDULED.PERT - Program Evaluation and Review Techniquethree time estimates per activity: 1. Pessimistic, 2. Most Likely,

30、3. OptomisticEvent Oriented (SLACK) amount time activity can be delayed w/o delay of projectAOA or AOL - Activity on Arrow / LineCritical Path Methodemphasis on controlling cost & leaving the schedule flexibleone time estimate per activityActivity Oriented (FLOAT) amount time activity can be delayed

31、 w/o delay of projectAOA or AOL - Activity on Arrow / LineAOAActivity Sequencing by order of tasksMandatory Dependencies (HARD LOGIC)Discretionary Dependencies (SOFT LOGIC or PREFERENTIAL LOGIC)External DependenciesCritical Path is longest path through the networkDummy ActivitiesAlways F-S (finish t

32、o start)Precedence Diagram Methodimproved PERT and CPM by adding LAG (waiting time) relationships to activities LEAD (accelerated time)S-S, S-F, F-S, F-FAON - Activity on NodePM I believes - CPM & PERT tend to underestimate project durations by comparison to Monte Carlo analysisKey TIME Terms.Key TI

33、ME Terms Crashingadd more resources to activities on the critical pathincreases COSTSFast-trackinganalyze critical path to see what activities can be done in parallelincreases RISKResource-constrained scheduleTime-constrained schedule: absence of resources creates negative floatResponsibility Matrix

34、: who does whatResource Spreadsheet: quantifies how much effort needed from each resourceResource Gantt chartt: shows time periods of workResource Histogram / Resource Loading Chart: vertical bar representing total number of resources during each periodRange Estimationrange of possible results or th

35、e probability that the activity will meet the estimateHeuristic Scheduling (Rule of Thumb)trial and error; simple to use but good result.Key COST TermsWBS at lowest level = WORK PACKAGECOST ACCOUNT one level below WORK PACKAGE - used for monitoring & controllingPMI - lowest level in a project at whi

36、ch organizational responsibilities are assignedAnalogous Estimatingtop down estimating; usually early in project & relies on similar project outcomesParametric Estimatingregression analysis - uses scatter diagram where regression line estimates average value for dependent variable (e.g. learning cur

37、ve)Bottom-up Cost Estimatingdetailed estimates from project work packagesAccuracy of Estimates1. Order of Magnitude - early ballparks - 25% to + 75%2. Budget Estimates - initial funding - 10% to + 25%3. Definitive Estimates - detailed data - 5% to + 10% .Law of Diminishing Returnsmore put in, propor

38、tionately less get outVariable vs Fixed CostsVariable - rise directly w/project size Fixed - non-recurringDirect vs Indirect CostsDirect - applies to specific project Indirect - spread acrossContingency Reservenormally included in projects cost and schedule baseline - Known RiskManagement Reserve se

39、parately planned quantity to allow for future situations impossible to predictUnknown UnknownsPerformance Measurement Baseline (PMB)Sum of Cost Account w/Contingency Reserves includedBudget Baseline (BBL)PMB + Mgmt ReserveWorking CapitalCurrent Assets - Current LiabilitiesValue AnalysisCost reductio

40、n tool - anlyze design to consider whether function is required or can be done at lower costLife-Cycle Cost (LCC)total cost of ownership - cradle to grave - extends beyond projectKey COST Terms.PMI - need not manage pure risk if you can insure against itBusiness RisksInsurable (pure)both gain and lo

41、ssonly loss (property damage, indirect loss, legal liability, personnel)Key Risk FactorsRisk Event, Risk Probability, Amount at StakeRisk Identification1. potential sources of risks (technical nature, cost & schedule, WBS, staffing plan, procurement plan)2. possible risk events (probabiity, possible

42、 outcomes, expected timing, anticipated frequency)3. risk symptomsRisk Quantificationevaluating risks & risk interactions to assess the range of possible project outcomesprimary objective - use set of structured tools to help decide which risk events warrant a responseStatistical Independencetwo eve

43、nts statistically independent if occurence of one not related to occurence of the otherExpected Monetary Value (EPM)Sum of the products of each Risk Events value and probabilityDecision Tree Analysiseach decision has total sum probability of 1.0Monte Carlo Analysissuperior to PERT & CPM because it c

44、onsiders path convergenceImpact Analysisconsiders trade-offs: likelihood of event will occur versus severity of impact if it doesKey RISK Terms.Risk Response Development1. AVOIDANCE alternative strategy2. ACCEPTANCE contingency plan (retention)3. MITIGATION take specific actions or deflect / transfe

45、r or use reserve (reduce)Risk Response Controlresponding to changes in risk over the course of the project1. whenever a problem or a risk arises2. whenever the project reahes a major decision point or milestoneContingency PlansWorkaroundsKey RISK Terms.Types of QUALITY Charts and/or DiagramsHISTOGRA

46、M simple probability distributionSPC ChartStatistical Process Control; shows current capability of the processTop-Down Flowchart presents only the major or most fundamental steps in a process or projectDetailed Flowchartprovides very specific information about a process flowWork-Flow Diagramgraphic

47、representation of how work actually flows thru a physical spacePareto Charts data is arranged in descending order of their importance, generally bymagnitute of frequency, cost, time, or other similar parametershows frequency but not impactCause-&-Effect Diagrams ISHIKAWA or FISHBONEgraphic represent

48、ation among a list of items or factorsControl Chartsgraph that display data taken over time & computed variations of those datausually shows Upper and Lower Control Limits (natural variations in the process)Rule of Seven applies as indicator that something is wrongAssignable (random) Causes are Spec

49、ial Events outside the control limits (problem/defect)Checksheets .Key QUALITY TermsQuality is Free - CrosbyQuality Management involved carrying out a project through its phases with zerodeviations from project specificationsQuality Management Maturity Grid1. Uncertainty, 2. Awakening, 3. Enlightenm

50、ent, 4. Wisdom, 5. CertaintyGold Platinggiving customer more than what was required - not goodFormative Quality Evaluation - Quality AuditSummative Quality Evaluation - Quality ImprovementOwnership of Qualityindividual performing the task has the ultimate responsibilityCost of Qualitycost of Conform

51、ance (proactive) and cost of Non-Conformance (failure)85% of cost of quality are direct responsibility of managementKaizen continuous improvementWarusa-kagen refers to things not yet problems, but not yet quite right (Masaaki Imai)Quality should share equal priority with cost and scheduleBenchmarkin

52、g - comparing your practices to those of othersJIT - just in time - inventory control approach.Forms of Organization1. Functional 2. Project Expeditor3. Weak Matrix4. Balanced Matirx5. Strong Matirx6. ProjectizedProject Manager Functionsjust PLOCing alongMOST IMPORTANT: PLANNING, ORGANIZING, LEADING

53、, CONTROLLINGAlso: Reporting, Client Relations, Logistics, Procedure Writing & AdminProject Manager Roles I Could Tell Laura DAntoni My Choice CluesIntegrator, Communication, Team Leader, Decision Maker, Climate creator/builderPM QualiicationsWORKS WELL WITH OTHERSExperience in area, supervisory exp

54、erience, education, contract admin, reflect companys position,profit oriented, qualfied negotiatorTypes of Power * PM I suggests PMs use these1. Legitimateposition in organization hierachy & degreeof control over project, as mod by org2. Coercivecontrol over project and project personnel3. Reward *

55、position in organization hierachy & degreeof control over project4. Expert *personal reputation, knowledge, & experience5. Referentposition in the organizatonKey HR Terms.Project Conflict SourcesHigh to Low1. Schedules 2. Project Priorities 3. Personnel Resources 4. Techical Opinions and Peformance

56、Trade-offs 5. Administrative Procedures6. Cost Objectives7. PersonalitiesConflict Management in PMI strongest to weakest1. Problem Solving / Confrontation2. Compromising3. Smoothing4. Withdrawl5. ForcingKey HR Terms.Team BuildingTeam members INDEPENDENTCONSENSUS on well-defined project goals & objec

57、tivesTeam members COMMITTED to working togetherTeam is ACCOUNTABLE as unit with larger organizatonModerate level of COMPETITION and CONFLICTSymptoms of Poor TeamworkFrustrationConflict & unhealthy competitionUnproductive meetingsLack of trust or confidence in the project managerTeam Building Process

58、Plan for Team BuildingNegotiate for Team MembersOrganize teamHold kickoff meetingObtain eam member committmentsBuild communications linksConduct team building exercisesIncorporate team building activities into all project activitiesKey HR Terms.Maslows Hierarchy of Needslow to highPhysiologicalSafet

59、ySocialRespect, self-respect, self-esteemSelf-fulfillment and creativity (self-actualization)McGregors Theory X and Theory YX = workers are inherently LAZY, SELF-CENTERED, LACKING AMBITIONY = workers can achieve their own goals best by directing their own efforts toward organizational objectivesHerz

60、bergs Theory of MotivationHygiene Factorspay, attitude of supervisor, working conditions poor may destroy motivation, but improvements not likely to increaseMotivators positive motivation results from an opportunity to achieve and experience self-actualizationExpectancy TheoryPeople tend to be highl