东南大学 项目管理教材ppt课件

1、东南大学系统工程研讨所工程管理Project ManagementPMInstitute of Systems and EngineeringSoutheast University课程方式课程方式主课，习题课，专题课，作业考试方式笔试学习要求按时上课，仔细听讲阅读参考书仔细记笔记，整理笔记思索，讨论，提问成果评定作业，平常成果，期末考试比例：作业 10%，平常成果20%，期末考试70%课程内容工程生命周期人员: 工程胜利的关键工程方案与控制东南大学系统工程研讨所东南大学系统工程研讨所工程生命周期PM东南大学系统工程研讨所主要内容第一章 工程管理概念第二章 识别需求第三章 提出处理方案第四章

2、执行和终了工程东南大学系统工程研讨所控制才干技艺知识信息阅历实际&反响运用学习&培训怎样才干胜利？东南大学系统工程研讨所控制方案文化人方法价值、信心、态度、行为、传统工程管理体系信息组织授权、责任CAD、建模进度方案鼓励、指点、谈判、团队建立、沟通、决策定义工程、指定战略、制定进度方案历史、现状本钱、进度、质量和需求对照方案检查进展、采取矫正措施、审计绩效东南大学系统工程研讨所基准方案工程管理成熟度组建团队建立工程构筑胜利范围管理质量管理时间管理本钱管理人力资源管理合同与采购管理沟通管理综合管理风险管理东南大学系统工程研讨所I See The Cat Quickly HideChicken,R

3、ice, Potatoes Scope范围管理Quality质量管理Time时间管理Cost本钱管理Human resource人力资源管理Procurement合同与采购管理Communication沟通管理Integration综合管理Risk风险管理东南大学系统工程研讨所 管理产生工程干系人所期望的关键结果为胜利而管理胜利 指点确定方向与工程成员亲密协作沟通前景鼓励与鼓励成员运用实际与改良管理和指点东南大学系统工程研讨所假设他未能到达凭空虚拟的目的，能否意味着失败？胜利Schultz,Sleven,Pinto(1987)观念处理问题时常犯的四种错误当应该采取某种行动时，却没有采取行动。F

4、ortune和Peters观念当不该采取某种行动时，却采取了行动。采取错误的行动去处理错误的问题。提出了正确的问题，但未采用正确的处理方法。未到达目的。出现不希望得到的负面效果。设计失败。目的不适宜。在工程开场前，便制定各方都赞同的胜利规范，这一点非常重要！东南大学系统工程研讨所制约工程胜利的要素任务范围本钱进度方案客户称心度两个要素对工程的胜利至关重要：1、高层管理人员的支持；2、工程团队成员中所存在的问题导向不是专业导向。东南大学系统工程研讨所资源绩效本钱时间良好的客户关系范围蔓延工程管理胜利的要素东南大学系统工程研讨所根据Standish Group每年对信息系统工程进展的调查：只需17

5、%的工程到达了预定目的；有50%的工程更改了目的；33%的工程被吊销。美国每年花在这上面的费用大约为800亿美圆。工程失败的高昂代价东南大学系统工程研讨所1、问题未能明晰定义2、方案基于不充分的数据软件开发中经常遇到3、单纯由方案人员编制方案原那么：实践任务人员必需共同参与方案4、无人担任5、工程方案理想化6、资源方案不充分低劣的资源方案能够是导致工程失败的最常见缘由7、不认同本人为团队中的一员8、工程中的成员流动性大，且未思索对工程的影响组织所给予的奖赏必需与它所期望的目的坚持一致9、工程方案缺乏细节和深度原那么：工程方案的细节和深度，不应超出有效管理所能到达的层面10、工程未按方案进展方案

6、不明确；不按方案执行11、忘记了原始目的12、高层管理者回绝接受现实根据片面的历史阅历进展估算；强行规定质量、本钱、时间和任务范围等目的，违背了四要素的规律13、粗略的估算变成了正式的目的必需记录和存档一切的推测导致工程失败的缘由时间本钱 努力技术窍门工具质量粗略估算有时会变成“正式目的东南大学系统工程研讨所制定使命/远景阐明质量管理检查改良结果确定关键胜利要素识别商业过程将关键胜利要素与商业过程联络起来 进展差距分析选择商业过程识别改良时机分析改良时机定义工程范围方案工程活动安排工程任务监控工程进展反馈循环ABCD继续质量管理模型东南大学系统工程研讨所管理风险工程风险数据集成时间不确定性技术

7、不确定性过程不确定性市场 战略方案商业价值 企业文化产品观念组织风险产品风险墨非定理：凡是要出问题的都会出问题！东南大学系统工程研讨所风险：在一个工程中能够发生的影响工程目的的任何事情。原那么：我们都倾向于过高估计本人的才干，而过低估计困难，“即使墨非也是一位乐观者！例子：一位工程师技术人员正全神贯注地设计一项他们无法完成的任务，根本就没有思索失败的能够性！正由于如此，他们“将一切的鸡蛋都放在一个篮子里，很能够不得不从头开场。工程风险在工程中，能够出过失的事情经常比能够意想不到地正常运转的事情多，这是现实生活中一个令人遗憾的现实。-约翰.R.斯凯勒东南大学系统工程研讨所防止风险的原那么：经过好

8、的方案来躲避风险，而不是靠损失一个好的时机来防止风险。预防总是比失败划算：对于一个非常重要的工程，企业决策者宁愿防止运用一个缺乏阅历的工程经理，也不愿跟在一个没阅历的工程经理后面尽力去管理风险。工程风险防止危险总是比管理危险好，这似乎很有道理。-Harvey Levine(1995)东南大学系统工程研讨所风险概率数RPN=概率度P 严重程度S检测才干目的D ，这个数值越大，风险就越严重。例如：对一个工程的风险分析工程风险在某些高风险工程中，当不能进展可行性研讨时，公司将采取并行开发的道路，可以任务的第一种技术应该是公司继续采用的技术。显然这种方法需求破费很多本钱，并且仅在时间比金钱更重要时才采

9、用。已识别的风险坏天气P S D RPN关键团队成员损失技术不适用 3 2 4 24 2 8 8 128 6 10 8 480管理风险的三种方式：1、风险防止；2、风险减轻降低，如平安气囊；3、风险转移如经过保险预防损失。东南大学系统工程研讨所投资结合的风险 添加平安系数 与协作同伴共担风险 开发和测试事故应对程序 随时间分散风险 操作风险 参与多种风险投资 与承包商签署总承包合同 投资组合中的群体互补风险 制定风险共担合同条款 寻求低风险投资 运用平安系数；精心地设计 集中于单个的、熟习的领域 拥有备用设备 添加公司的资本 添加培训商品价钱 可选操作选项 在未来市场中，维护或稳定价钱 进展测

10、试、实验和试用 运用长期或短期销售价钱或数量合同 风险分析减少评审的错误 经过制定相应合同条款共享风险 运用较好的技术例如决策分析利率和汇率 寻求补充信息 运用互惠信贷、最低价钱、最高价钱、中 监控关键和指示性的偏向间价钱和其他限制手段 验证样品 调整资产负债表 进展工程评价和后评价 以某种货币进展一定的外汇买卖 利用替代方法和人员，开发备用模型环境危害 包括多专业及专业之间的沟通 购买保险 提供较好的培训和工具风险减轻或防止的斯凯勒方法1995东南大学系统工程研讨所技术1技术2本钱进度整体内容涉及初步要求的技术胜利的客观评价目的与其他工程对比的技术胜利的客观评价目的预算本钱超支和盈余的客观评

11、价目的进度方案超前和滞后的客观评价目的整体工程胜利的客观评价目的评价目的工程胜利的评价目的：资料来源：Couillard(1995)东南大学系统工程研讨所管理过的工程数目责任目的工程管理工具和技术了解工程的各个目的工程经理授权和责任级别工程主管授权和责任级别组织机构高层管理的介入沟通方式问题的处置工程团队的支持工程经理的阅历工程管理要素：资料来源：Couillard(1995)C/SCSC：本钱/进度控制系统规范按逻辑分成5组；包括35工程规范工程管理方法WBS的运用PERT/CPM的运用C/SCSC的运用各类定期技术报告各类定期本钱报告各类定期进度报告工程监测的频率东南大学系统工程研讨所19

12、95年，Standish Group针对工程失败的缘由调查了1,000多位IT经理。调查显示的10条最主要的缘由是：1、需求不完好；2、短少用户参与；3、短少资源；4、期望不现实；5、短少执行支持；6、要求和规范不断变化；7、短少方案；8、对工程的需求不复存在；9、短少IT管理；10、技术缺乏。添加工程失败风险的缘由：东南大学系统工程研讨所假设在技术、本钱和进度方面面临风险，遵照以下指南：1、强调团队支持2、给予工程经理相应的权益3、改良问题处置和沟通的方式4、防止运用纯工程型组织构造5、提高工程监测的频率6、运用WBS、PERT/CPM和C/SCSC方法7、为工程团队建立明晰的工程目的8、选

13、择有阅历的工程经理工程风险管理建议：东南大学系统工程研讨所根本概念PMPProject Management Professional工程管理专业人员资历。工程：为发明独特的产品、效力或结果而进展的一次性努力。工程管理：将知识、技艺、工具和技术运用于工程的各项活动之中，以实现或超越工程干系人对工程的要求和期望。东南大学系统工程研讨所第一章 工程管理概念本章内容工程的涵义和特征在工程管理中的关键约束条件一个工程是怎样诞生的工程生命周期工程管理过程所涉及的步骤工程管理的益处东南大学系统工程研讨所第一章 工程管理概念工程就是以一套独特的、相互联络的义务为前提，有效地利用资源，为实现一个特定的目的所做

14、的努力。工程是多义务的！一个工程就是一个方案要处理的问题。-J. M. Juran(1989)1.1 工程的概念A project is a unique endeavour to produce a set of deliverables within clearly specified time, cost and quality constraintsBuilding a new houseDeveloping a new software applicationPerforming an assessment of current manufacturing processesCrea

15、ting a new radio commercialThe operational work is the ongoing, repetitive set of activities that sustain the organization.Processing customer ordersPerforming accounts receivable and accounts payable activitiesExecuting the daily manufacturing orders东南大学系统工程研讨所1.1 工程的概念Projects are different from s

16、tandard business operational activitiesAre unique in natureHave a defined timescaleHave an approved budgetHave limited resourcesInvolve an element of riskAchieve beneficial change东南大学系统工程研讨所1.1 工程的概念Comparing Projects and Operations东南大学系统工程研讨所FeatureProjectsOperationsKey SimilaritiesPlanned, execute

17、d, and controlled Performed by peopleResource constrainedPlanned, executed, and controlled Performed by peopleResource constrainedPurposeAttain objectives and terminateSustain the organizationTimeTemporaryDefinite beginning and end pointsOngoingOutcomeUnique product, service, or resultNon-unique pro

18、duct, service, or resultPeopleDynamic, temporary teams formed to meet project needs Generally not aligned with organizational structureFunctional teams generally aligned with organizational structureAuthority of ManagerVaries by organizational structure Generally minimal, if any, direct line authori

19、tyGenerally formal, direct line authority1.2 工程管理的概念Project Management is the skills, tools and management processes required to undertake a project successfully东南大学系统工程研讨所1.2 工程管理的概念SkillsSpecialist knowledge, skills and experienceToolsDocument templates, registers, planning software, modeling soft

20、ware, audit checklists and review formsProcessesVarious processes and techniques are required to monitor and control time, cost, quality and scope on projectsTime management, cost management, quality management, change management, risk management and issue management东南大学系统工程研讨所1.2 工程管理的概念The Project

21、 Management Institute (PMI) defines project management as a set of five process groups and nine knowledge areas 美国工程管理协会Project Management Institute,简称PMI，成立于1969年。它是一个有着10万多名会员的国际性工程管理专业协会，是工程管理专业领域中由研讨人员、学者、顾问和经理组成的全球性的最大专业组织机构PMI早在七十年代末就率先提出了工程管理的知识体系Project Management Body of Knowledge, 简称为PMBOK

22、PMBOK 把工程管理划分为9个知识领域，即：范围管理，时间管理，本钱管理，质量管理，人力资源管理，沟通管理，采购管理，风险管理和集成管理。国际规范化组织以该文件为框架，制定了ISO10006关于工程管理的规范东南大学系统工程研讨所1.2 工程管理的概念Description of Project Management Process Groups东南大学系统工程研讨所#Process GroupDescription per PMBOK 2000 EditionCommon Terms1InitiatingAuthorizing the project or phasepreliminary

23、 planning“kicking off”2PlanningDefining and refining objectives of the project and selecting the best course of action to attain those objectivesdefiningdeveloping the plan“setting the stage”3ExecutingCoordinating the people and resources to implement the planmaking it happengetting it done“coordina

24、ting”4ControllingEnsuring project objectives are met by monitoring and measuring progress regularly to identify variances from the plan so that corrective actions can be takentracking progress“keeping on course”5ClosingFormalizing acceptance of project or phase and bringing to an orderly endclient a

25、cceptancetransition“closeout”1.2 工程管理的概念Description of PMBOK Knowledge Areas东南大学系统工程研讨所#Knowledge AreaDescription per PMBOK 2000 EditionCommon Deliverables1Project Integration ManagementProcesses required to ensure the elements of the project are properly coordinatedProject CharterProject PlanChange

26、 RequestsWork Results2Project Scope ManagementProcesses required to ensure that project includes all the work that is required and only the work that is required to complete the project successfullyScope StatementWork Breakdown StructureFormal Acceptance3Project Time ManagementProcesses required to

27、ensure timely completion of the projectNetwork DiagramTask EstimatesProject Schedule4Project Cost ManagementProcesses required to ensure the project is completed within the approved budgetResource RequirementsCost EstimatesProject Budget1.2 工程管理的概念Description of PMBOK Knowledge Areas东南大学系统工程研讨所#Know

28、ledge AreaDescription per PMBOK 2000 EditionCommon Deliverables5Project Quality ManagementProcesses required to ensure the project will satisfy the needs for which it was undertakenQuality Management PlanChecklistsQuality Reviews6Project Human Resources ManagementProcesses required to make the most

29、effective use of the people involved with the project Role and ResponsibilityMatrixOrganization ChartPerformance Evaluations7Project Communications ManagementProcesses required to ensure the timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project in

30、formationCommunication PlanStatus ReportsPresentationsLessons Learned8Project Risk ManagementProcesses concerned with identifying, analyzing, and responding to project risk.Risk Management PlanRisk Response PlanRisk Log9Project Procurement ManagementProcesses required to acquire goods and services o

31、utside the performing organizationProcurement PlanStatement of WorkProposalsContracts1.2 工程管理的概念Relationships among the project management process groups, which is based on PMBOK 2004 Edition东南大学系统工程研讨所Monitoring and Controlling ProcessesPlanning ProcessesExecuting ProcessesInitiating ProcessesClosi

32、ng Processes东南大学系统工程研讨所1.3 工程管理的分类A类工程出问题的能够性类别继续时间复杂性B类工程C类工程D类工程风险技术18个月9-18个月3-9个月3个月高中低很低突破性技术现行技术熟练技术实际确定能够一些无高中低很低东南大学系统工程研讨所1.4 工程管理的特征工程的特征1、存在独一性2、时空限定性3、资源有限性4、过程完好性5、目的多样性1.4 工程管理的特征面向成果：关注工程的完成，通常运用目的式管理基于团队：注重协作与沟通借助外部资源：高效率，低本钱具有柔性：面对变化，顺应变化具有探求性：面对挑战，存在复杂性、不确定性和风险性等问题注重知识与阅历的积累：知识发掘与整

33、合，注重创新文化培育以人为本：共同远景、共同参与、共同开展、共同价值东南大学系统工程研讨所东南大学系统工程研讨所工程管理的刘易斯方法2、制定问题阐明、前景和运用阐明3、生成工程备选战略4、对每个备选战略1满足一切的P、C、T、S吗？2SWOT和风险可接受吗？3结果可接受吗？4力场分析可行吗？6、制定实施方案5、每个要素都可行吗？否是1、概念7、每个干系人都以为可行吗？8、签署工程方案并建立工程日记9、执行方案10、进展可行接受吗？14、一切任务都完成了吗？15、进展最终工程评价16、终了工程否否否否7a、战略可以吗？是是是13、方案可行吗？12、战略可行吗？11、定义可行吗？否否是否定义编制战

34、略计划实施计划执行和控制学习东南大学系统工程研讨所战略方案中包含的活动主要外部利益相关者： 当地社团 社会 客户 供应商 干系人 债务人主要内部利益相关者： 高级经理 中层经理 暂时工 工程团队成员 员工数据库： 历史绩效 目前的情况 预测评价： 组织的 优势 弱势 环境的 机遇 要挟使命目的目的战略方案实施方案东南大学系统工程研讨所1.5 工程生命周期Project Life Cycle执行工程终了工程识别需求Resource提出处理方案Time东南大学系统工程研讨所1.5 工程生命周期1. Project initiationA business problem or opportunit

35、y is identified and a business case providing various solution options is definedA feasibility study is conducted to investigate whether each option addresses the business problem and a final recommended solution is then put forwardOnce the recommended solution is approved, a project is initiated to

36、 deliver the approved solutionTerms of reference are completed outlining the objectives, scope and structure of the new project, and a project manager is appointedThe project manager begins recruiting a project team and establishes a project office environmentApproval is then sought to move into the

37、 detailed planning phase东南大学系统工程研讨所1. Project initiationProject initiation activities东南大学系统工程研讨所Develop a business caseUndertake a feasibility studyEstablish theterms ofreferenceAppoint theprojectteamSet up aprojectofficePerformphasereview1. Project initiationThe business case includesA detailed des

38、cription of the problem or opportunityA list of the alternative solutions availableAn analysis of the business benefits, costs, risks and issuesA description of the preferred solutionA summarized plan for implementationThe business case is then approved by an identified project sponsor, and the requ

39、ired funding is allocated to proceed with a feasibility study东南大学系统工程研讨所1. Project initiationSet up a project officeEquipment, such as office furniture, computer equipment, stationery and materials;Communications infrastructure, such as telephones, computer network, , Internet access, file storage,

40、database storage and backup facilitiesDocumentation, such as a project methodology, standards, processes, forms and registersTools, such as accounting, project planning and risk modeling software东南大学系统工程研讨所1. Project initiationPerform a phase reviewAt the end of the initiation phase, a phase review

41、is performedThis is basically a checkpoint to ensure that the project has achieved its objectives as planned东南大学系统工程研讨所2. Project planningProject plan outlining the activities, tasks, dependencies and timeframesResource plan listing the labor, equipment and materials requiredFinancial plan identifyi

42、ng the labor, equipment and materials costsQuality plan providing quality targets, assurance and control measuresRisk plan highlighting potential risks and actions to be taken to mitigate those risksAcceptance plan listing the criteria to be met to gain customer acceptanceCommunications plan describ

43、ing the information needed to inform stakeholdersProcurement plan identifying products to be sourced from external suppliers东南大学系统工程研讨所2. Project planningProject planning activities东南大学系统工程研讨所Create aproject planCreate aresource planCreate afinancial planCreate aquality planCreate arisk planCreate a

44、nacceptanceplanCreate acommun. planCreate aprocurementplanContract thesuppliersPerformphase review2. Project planningCreate a project planThe first step in the project planning phase is to document the project planA work breakdown structure (WBS) is identified which includes a hierarchical set of ph

45、ases, activities and tasks to be undertaken to complete the projectAn assessment of the level of effort required to undertake each activity and task is madeThe activities and tasks are then sequenced, resources are allocated and a detailed project schedule is formedProject plan is the key tool used

46、by the PM to assess the progress of the project throughout PLC东南大学系统工程研讨所2. Project planningCreate a resource plan Type of resource required, such as labour, equipment and materialsQuantity of each type of resource requiredRoles, responsibilities and skill-sets of all human resource requiredSpecific

47、ations of all equipment resource requiredItems and quantities of material resource requiredA schedule is assembled for each type of resource so that the project manager can review the resource allocation at each stage in the project东南大学系统工程研讨所2. Project planningCreate a financial plan A financial pl

48、an is created to identify the total quantity of money required to undertake each phase in the project (in other words, the budget) Detailed financial planning is an extremely important activity within the project, as the customer will expect the final solution to have been delivered within the alloc

49、ated budget东南大学系统工程研讨所2. Project planningCreate a quality planDefines the term quality for the projectLists clear and unambiguous quality targets for each deliverable. Each quality target provides a set of criteria and standards to be achieved to meet the expectations of the customerProvides a plan

50、of activities to assure the customer that the quality targets will be met (in other words, a quality assurance plan)Identifies the techniques used to control the actual quality level of each deliverable as it is built (in other words, a quality control plan)东南大学系统工程研讨所2. Project planningCreate a ris

51、k planDocument all foreseeable project risksIdentifies the actions required to prevent each risk from occurring, as well as reduce the impact of the risk should it eventuateDeveloping a clear risk plan is an important activity within the planning phase, as it is necessary to mitigate all critical pr

52、oject risks prior to entering the execution phase of the project东南大学系统工程研讨所2. Project planningCreate an acceptance planAn acceptance plan is created by clarifying the completion criteria for each deliverable and providing a schedule of acceptance reviewsThese reviews provide the customer with the op

53、portunity to assess each deliverable and provide formal acceptance that it meets the requirements as originally stated东南大学系统工程研讨所2. Project planningCreate a communications planThe types of information to be distributed to stakeholdersThe methods of distributing the informationThe frequency of distri

54、butionResponsibilities of each person in the project team for distributing the information东南大学系统工程研讨所2. Project planningCreate a procurement planThe detailed description of the products (that is, goods and services) to be acquired from suppliersThe justification for acquiring each product externally

55、 as opposed to from within the business, and the schedule for product deliveryDescribes the process for the selection of a preferred supplier, and the ordering and delivery of the products (the procurement process)东南大学系统工程研讨所2. Project planningContract the suppliersIdentify a short-list of capable s

56、uppliersSelect a preferred supplierA contract is agreed between the project team and the supplier for the delivery of the requisite productsPerform a phase reviewThis is a checkpoint to ensure that the project has achieved its objectives as planned东南大学系统工程研讨所3. Project executionThis phase involves i

57、mplementing the plans created during the project planning phaseMonitor and control the deliverables: identifying change, risks and issues, reviewing deliverable quality and measuring each deliverable produced against the acceptance criteriaOnce all of the deliverables have been produced and the cust

58、omer has accepted the final solution, the project is ready for closure东南大学系统工程研讨所3. Project executionProject execution activities东南大学系统工程研讨所4. Project closureProject closure involves releasing the final deliverables to the customer, handing over project documentation to the business, terminating sup

59、plier contracts, releasing project resources and communicating the closure of the project to all stakeholdersThe last remaining step is to undertake a post-implementation review to quantify the level of project success and identify any lessons learnt for future projects东南大学系统工程研讨所Performprojectclosu

60、reReviewprojectcompletion4. Project closurePerform project closureDetermining whether all of the project completion criteria have been metIdentifying any outstanding project activities, risks or issuesHanding over all project deliverables and documentation to the customerCancelling supplier contract