英文版：项目管理培训课件

1、项目管理培训乔东2001年10月项目管理培训乔东目录项目管理概览项目管理过程介绍项目管理知识领域介绍PROJECT软件入门测验案例分析目录项目管理概览发达国家对项目管理的认识已经相当成熟项目管理具有普遍性项目管理对项目的成功具有重要作用项目管理需要特殊的管理方法项目管理已经发展成为一门管理科学越来越多的组织、企业开始重视项目管理据Fortune预测，项目经理将成为21世纪年轻人的首选职业发达国家对项目管理的认识已经相当成熟项目管理具有普遍性相关组织和知识体系PMI（ Project Management Institute)PMBOK(Project Management Body Of Kn

2、owledge)PMP(Project Management Professional)PMP认证考试相关组织和知识体系PMI（ Project Manageme项目的定义PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration项目的定义PROJECT is a temporary en项目管理的定义PROJECT MANAGEMENT is the appl

3、ication of knowledge, skills, tools, and techniques to project activities to meet project requirementsScope, time, cost, and qualityStakeholders with differing needs and expectationsIdentified requirements （needs） and unidentified requirements （expectations）项目管理的定义PROJECT MANAGEMENT is t项目管理的相关知识结构常

4、见的项目管理知识与实践一般的管理知识和实践应用领域的知识与实践项目管理的相关知识结构常见的项目管理知识与实践一般的管理知识项目的利益相关者（Stakeholders）积极参与项目，或其利益受到项目执行过程或项目成功完成的影响的个人和组织。项目经理客户运营中的组织出资人项目的利益相关者（Stakeholders）积极参与项目，或外部影响标准法规国际化文化社会、经济、环境外部影响标准项目阶段的划分Each project phase is marked by completion of one or more deliverables.Deliverable: tangible, verifiab

5、le work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively项目阶段的划分Each project phase is m项目生命周期Project life cycle serves to define the beginning and the end of a project.Project life cycle V.S. Product life cycleprogramsubpr

6、oject项目生命周期Project life cycle serve项目组织职能式矩阵式弱矩阵平衡矩阵强矩阵项目式项目经理职责项目经理授权项目经理时间项目协调力度项目组织职能式项目经理职责项目管理五大阶段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes项目管理五大阶段Initiating processes项目管理过程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting

7、 ProcessesClosing Processes项目管理过程Initiating ProcessesPlan项目管理九大知识领域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procuremen

8、t Management项目管理九大知识领域Project IntegrationProject Integration Management项目计划、执行和控制的不同过程的综合集成项目管理与企业日常运营的集成产品范围与项目范围的集成不同职能部门的成果的集成项目中各约束条件的集成Project Integration ManagementProject Scope ManagementProduct scope v.s. Project scopeProject Scope ManagementProducInitiationOutputs:Project charterProject man

9、ager identified/assignedConstraintsAssumptionsInitiationOutputs:Scope PlanningOutput:Scope statementSupporting detailScope managementScope PlanningOutput:Scope Definition目的：提高估算成本、时间、资源的准确度定义 衡量和控制项目绩效的基线明确职责的分派Output:Work Breakdown Structure （WBS）正确的范围定义是项目成功的关键Scope Definition目的：Scope Verification

10、Scope verification v.s. quality controlScope VerificationScope verifiScope Change Control目的：影响产生范围变化的因素，以保证变化是有益的确定范围的变化会发生对变化是否已经发生和发生的时间进行管理Scope Change Control目的：产生变化的主要原因一个外部事件（如政府法规的改变）在产品范围定义中发生的失误在项目范围定义中发生的失误增值引起的变化（如新技术的引入）产生变化的主要原因一个外部事件（如政府法规的改变）Project Time ManagementActivity Definitiona

11、ctivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed timeProject Time ManagementActivitActivity SequencingDependenciesMandatory, Discretionary, ExternalPDM（AON）: FS, FF, SS, SFADM（AOA）: FSGERT: Loop or conditional branchesActivity SequencingDependenci

12、eSchedule Development考虑因素：项目网络图（活动顺序）活动时间估计资源需求可获得资源日历（项目、资源）限制条件假设前提活动的时间间隔Schedule Development考虑因素：Schedule Development几种常见的表示方法压缩时间的方法CPMCrashingFast trackingResource levelingSchedule Development几种常见的表示方法Schedule Control关键路径法最早启动时间（ES）最迟启动时间（LS）Float举例Schedule Control关键路径法Project Cost ManagementR

13、esource PlanningCost EstimatingCost BudgetingCost ControlProject Cost ManagementResourc常用术语PV: Present ValuePV = FV / （1+r）nNPV: Net Present ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed常用术语PV: Present ValueProject Quality ManagementQuality policyProject & Pro

14、ductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s. Inspected inManagement responsibilityPDCA with phasesProject Quality ManagementQualProject Quality ManagementQuality PlanningQuality AssuranceQuality ControlProject Quality ManagementQualCost of QualityPrevention CostsA

15、ppraisal CostsFailure CostsInternalExternalCost of QualityPrevention CostQuality ControlChecklistPareto diagramsCause-and-Effect diagramQuality ControlChecklistPareto Diagram SamplePareto Diagram SampleQuality ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustmentsQuality Con

16、trolOutputs:Project Human Resource Management项目的临时的特点，必然导致人员和组织的关系总是不断改变和具有临时性。企业中的人力资源管理一般都不是项目管理者的直接责任，但作为项目的管理者，必须充分意识到这方面的管理要求对完成项目的保证作用。与沟通管理密切相关Project Human Resource ManagemOrganizational PlanningIdentifying, documenting, assigningroles, responsibilities, reporting relationshipsRAMOrganizatio

17、nal PlanningIdentifRAEWRAEW团队能力组合专业知识组织协调能力操作型专家型协调型决策型团队能力组合专业知识组织协调能力操作型专家型协调型决策型Staff Acquisition与职能部门或其他项目的经理谈判预先指定的从外部获得（采购）Staff Acquisition与职能部门或其他项目的经理Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to funct

18、ion as a team.Team DevelopmentBoth enhancingProject Communications Management典型的项目经理有75% - 90%的时间用于沟通Communications PlanningCommunications DistributionPerformance ReportingAdministrative ClosureProject Communications Managem沟通的规模沟通的规模项目经理的基本职责PlanningOrganizingLeadershipControl项目经理有75% - 90%的时间用于沟通项

19、目经理的基本职责Planning项目经理权威的来源正式任命奖励惩罚专业能力人格魅力项目经理权威的来源正式任命X - Y 理论X理论：认为一般情况下工人都是懒惰的，需要监管Y理论：假设工人们不受到监管时也都愿意工作X - Y 理论X理论：认为一般情况下工人都是懒惰的，需要监Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-loseConflict ManagementWithdrawingPerformance Reporti

20、ngStatus reportingProgress reportingForecastingPerformance ReportingStatus rePerformance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work PerformedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performan

21、ce IndexCPI = BCWP / ACWPPerformance ReportingBCWS: BudPerformance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EA

22、CPerformance ReportingBAC: BudgPerformance Management通过持续的沟通，发现问题并解决问题，不断提高绩效Performance Management通过持续的沟通，Project Risk Management贯穿在整个项目过程中包括内部风险和外部风险同时意味着威胁和机会充分考虑成本因素Project Risk Management贯穿在整个项目ConceptsConceptsRisk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudg

23、etingTimingScoring and interpretationThresholdsReporting formatsTrackingRisk Management PlanningRisk MRisk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.Risk Id

24、entificationTypical proRisk Identification OutputsOutputs:Risks (events & conditions)Triggers (symptoms)Inputs to other processesRisk Identification OutputsOutQualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stability

25、consequencesQualitative Risk AnalysisDeterQuantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBeta distributionTriangular distributionMonte Carlo simulationQuantitative Risk AnalysisSensQuantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magni

26、tude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 nQuantitative Risk AnalysisRiskRisk Response DevelopmentAvoidanceTransferenceMitigationAcceptanceRisk Response DevelopmentAvoidRisk Monitoring and Control保证风险管理计划的执行随时注意计划中的风险的征兆随时注意计划外的风险的可能Risk Monitoring and Control保证风Procurement PlanningMake - or - Buy analysisContract type selectionFixed price or lump sum contractCost r