管理项目管理知识体系概览课件

1、管理项目管理知识体系概览Project Management Focus AreasProject Plan DevelopmentOverall Change ControlProject Plan ExecutionIntegration ScopeScope VerificationScope DefinitionScope PlanningScope Change ControlTimeProcurement PlanningRisk IdentificationComm PlanningOrganizational PlanningQuality PlanningActivity D

2、efinitionSchedule ControlSchedule DevelopmentActivity Duration EstimationActivity SequencingCostQualityHuman ResourceCommun-icationsRiskProcure-mentResource PlanningCost ControlCost EstimatingCost BudgetingQuality ControlQuality AssuranceTeam DevelopmentStaff AcquisitionAdministrativeClosurePerforma

3、nce ReportingInformation DistributionRisk QuantificationRisk Response DevelopmentRisk Response ControlSoliciation PlanningSoliciationSource SelectionContract AdministrationContract CloseoutInitiationExecuting ProcessControlling ProcessPlanning ProcessInitiating ProcessClosing Process管理项目管理知识体系概览Init

4、iationScope PlanningScope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost BudgetingProject Plan DevelopmentProject Plan ExecutionPerformance ReportingAdministrativeClosureOverall Change ControlContract CloseoutIniti

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

6、 AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationInitiatingPlanningExecutingControllingClosingProject Management Processes Groups管理项目管理知识体系概览InitiationProject Plan ExecutionPerformance ReportingAdministrativeClos

7、ureOverall Change ControlContract CloseoutInitiatingExecutingControllingClosingProject CharterProject Mgr IDd/AssignedConstraints / AssumptionsScope PlanningScope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost Budg

8、etingProject Plan DevelopmentPlanningCoreScope StatementSupporting DetailScope Mgmt PlanWBSActivity ListSupporting DetailWBS UpdatesProject Network DiagramActivity List UpdatesActivity Duration EstimatesBasis of EstimatesActivitly List UpdatesProject ScheduleSupporting DetailSchedule Mgmt PlanResour

9、ce ReqmtsUpdatesResource RequirementsCost EstimatesSupporting DetailCost Mgmt PlanCost BaselineProject PlanSupporting DetailWork ResultsChange RequestsPerformance ReportsChange RequestsProject ArchivesFormal AcceptanceLessons LearnedContract FileFormal Acceptance & ClosureProject Management Proc

10、esses Groups管理项目管理知识体系概览Scope ChangesCorrective ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement Plann

11、ingSoliciation PlanningOrganizational PlanningStaff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate at CompletionLessons LearnedClosi

12、ngProposalsProcurement Mgmt PlanStatement(s) of WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/Respons AssignmentsStaffing Mgmt P

13、lanOrganization ChartSupporting 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 PlansReser

14、vesContractual AgreementsCorrective Action PlanUpdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrective ActionLessons LearnedFormal A

15、cceptanceProject Management Processes Groups 管理项目管理知识体系概览Scope ChangesCorrective ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Resp

16、onse DevelopmentProcurement PlanningSoliciation PlanningOrganizational PlanningStaff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate

17、at CompletionLessons LearnedClosingProposalsProcurement Mgmt PlanStatement(s) of WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/R

18、espons AssignmentsStaffing Mgmt PlanOrganization ChartSupporting DetailProject staff assignedProject team directorySources of RiskPotential RiskEventsRisk SymptomsInputs to other processesOpportunities to PursueThreats to Respond toOpportunities to IgnoreThreats to AcceptRisk Mgmt PlanInputs to othe

19、r processesContingency PlansReservesContractual AgreementsCorrective Action PlanUpdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrect

20、ive ActionLessons LearnedFormal AcceptanceProject Management Processes Groups 管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览管理项目管理知识体系概览Project Life CycleCONCEPTPHASETERMINATIONCLOSE-OUTPHASEIMPLEMENTATIONEXECUTION PHASEDEVELOPMENTPLANNINGPHASEGather

21、 dataIdentify needs & alternatives Establish goals, feasibility, risk, strategyGuessitimate resourcesPresent proposalDevelop Project CharterAppoint key team membersDevelop scope baselineEstablish master plan, budget, WBS, & policies/proceduresAssess risksConfirm justification and obtain appr

22、oval to proceedSet up organizationEstablish detailed technical requirementsSet up & execute work packagesDirect, monitor, and control scope, quality, time, & cost Review & accept projectTransfer responsibilityDocument & evaluate resultsRelease & redirect resources Project Priorit

23、iesAdministrative Procedures SchedulesProject PrioritiesSchedulesAdministrative Procedures SchedulesTechnical IssuesPersonnel Resources SchedulesPersonality ConflistsPersonnel Resources Sources of Conflict管理项目管理知识体系概览Project Selection TechniquesBenefit Measurement MethodsBenefit-Cost ModelsPeer Revi

24、ewScoring ModelsMurder BoardPairwise ComparisonsConstrained Optimization Methods note these are NOT costing modelsLinear & Nonlinear programmingInteger ProgrammingDynamic ProgrammingMultiobjective Programming管理项目管理知识体系概览Key INTEGRATION / SCOPE Terms80 Hour Rule = W ork PackageConfiguration Manag

25、ement1. develop specifications2. develop general design3. develop detailed design4. implement & test systemChange Control Board - CCBManagement by Objectivessystem of managerial leadership that defines individual managerial responsibilities interms of corporate objectives1. establish unambiguous

26、 objectives2. periodically evaluate3. actMidproject Evaluation resultsidentification of problems and need for changessignificant changes in projects objectivesterminationScope Verificationoccurs at the end of each phase; formalizes acceptance of the project scope by stakeholdersDelphi Techniqueforca

27、sting technique for gathering expert opinion管理项目管理知识体系概览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 uration Am ount of W orkAvail R es * R es Productivity R atePresent V

28、alue - 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 higher the IR R , the better the projectB enefit C ost R atio (B C R )

29、 PV R evenue PV C ostC om m unications C hannels N * (N -1) 2管理项目管理知识体系概览Key FormulaeBCWP = earned valueSchedule VarianceBCWP - BCWSdif in budgeted cost of work performed & scheduledSchedule Performance IndexSPI = BCWP BCWSRatio of budgeted cost of work performed vs scheduledSchedule Variance %B

30、CWP - BCWS BCWSschedule variance as percentage of budgeted cost of work scheduledEverything about SCHEDULE is compared to WORK SCHEDULED管理项目管理知识体系概览PERT - Program Evaluation and Review Techniquethree time estimates per activity: 1. Pessimistic, 2. Most Likely, 3. OptomisticEvent Oriented (SLACK) amo

31、unt 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 w/o delay of projectAOA or AOL - A

32、ctivity 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 to start)Precedence Diagram Methodim

33、proved 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管理项目管理知识体系概览Key TIME Terms Crashingadd

34、 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: who does whatResou

35、rce 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 the probability that t

36、he activity will meet the estimateHeuristic Scheduling (Rule of Thumb)trial and error; simple to use but good result管理项目管理知识体系概览Key COST TermsWBS at lowest level = WORK PACKAGECOST ACCOUNT one level below WORK PACKAGE - used for monitoring & controllingPMI - lowest level in a project at which or

37、ganizational 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 curv

38、e)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% 管理项目管理知识体系概览Law of Diminishing Returnsmore put

39、in, proportionately 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

40、Reserve separately 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 AnalysisCos

41、t reduction 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管理项目管理知识体系概览PMI - need not manage pure risk if you can insure against itBusiness RisksInsurable (

42、pure)both gain and lossonly 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 eve

43、nts (probabiity, possible 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 responseSt

44、atistical Independencetwo events 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 Analysissuperi

45、or to PERT & CPM because it considers path convergenceImpact Analysisconsiders trade-offs: likelihood of event will occur versus severity of impact if it doesKey RISK Terms管理项目管理知识体系概览Risk Response Development1. AVOIDANCE alternative strategy2. ACCEPTANCE contingency plan (retention)3. MITIGATIO

46、N take specific actions or deflect / transfer 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管理项目

47、管理知识体系概览Types of QUALITY Charts and/or DiagramsHISTOGRAM 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 in

48、formation about a process flowWork-Flow Diagramgraphic 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-

49、&-Effect Diagrams ISHIKAWA or FISHBONEgraphic representation 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 indic

50、ator that something is wrongAssignable (random) Causes are Special Events outside the control limits (problem/defect)Checksheets 管理项目管理知识体系概览Key QUALITY TermsQuality is Free - CrosbyQuality Management involved carrying out a project through its phases with zerodeviations from project specificationsQ

51、uality Management Maturity Grid1. Uncertainty, 2. Awakening, 3. Enlightenment, 4. Wisdom, 5. CertaintyGold Platinggiving customer more than what was required - not goodFormative Quality Evaluation - Quality AuditSummative Quality Evaluation - Quality ImprovementOwnership of Qualityindividual perform

52、ing the task has the ultimate responsibilityCost of Qualitycost of Conformance (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

53、Imai)Quality should share equal priority with cost and scheduleBenchmarking - comparing your practices to those of othersJIT - just in time - inventory control approach管理项目管理知识体系概览Forms of Organization1. Functional 2. Project Expeditor3. Weak Matrix4. Balanced Matirx5. Strong Matirx6. ProjectizedPro

54、ject Manager Functionsjust PLOCing alongMOST IMPORTANT: PLANNING, ORGANIZING, LEADING, CONTROLLINGAlso: Reporting, Client Relations, Logistics, Procedure Writing & AdminProject Manager Roles I Could Tell Laura DAntoni My Choice CluesIntegrator, Communication, Team Leader, Decision Maker, Climate

55、 creator/builderPM QualiicationsWORKS WELL WITH OTHERSExperience in area, supervisory experience, education, contract admin, reflect companys position,profit oriented, qualfied negotiatorTypes of Power * PM I suggests PMs use these1. Legitimateposition in organization hierachy & degreeof control

56、 over project, as mod by org2. Coercivecontrol over project and project personnel3. Reward * position in organization hierachy & degreeof control over project4. Expert *personal reputation, knowledge, & experience5. Referentposition in the organizatonKey HR Terms管理项目管理知识体系概览Project Conflict

57、SourcesHigh to Low1. Schedules 2. Project Priorities 3. Personnel Resources 4. Techical Opinions and Peformance Trade-offs 5. Administrative Procedures6. Cost Objectives7. PersonalitiesConflict Management in PMI strongest to weakest1. Problem Solving / Confrontation2. Compromising3. Smoothing4. With

58、drawl5. ForcingKey HR Terms管理项目管理知识体系概览Team BuildingTeam members INDEPENDENTCONSENSUS on well-defined project goals & objectivesTeam members COMMITTED to working togetherTeam is ACCOUNTABLE as unit with larger organizatonModerate level of COMPETITION and CONFLICTSymptoms of Poor TeamworkFrustrat

59、ionConflict & unhealthy competitionUnproductive meetingsLack of trust or confidence in the project managerTeam Building ProcessPlan for Team BuildingNegotiate for Team MembersOrganize teamHold kickoff meetingObtain eam member committmentsBuild communications linksConduct team building exercisesI

60、ncorporate team building activities into all project activitiesKey HR Terms管理项目管理知识体系概览Maslows Hierarchy of Needslow to highPhysiologicalSafetySocialRespect, 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 ef