项目管理课程资料(-)(英文版)课件

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTopic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityI.TheNatureofManmodelabouthumanbehaviorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityUnderstandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.WewillmainlyfocusonREMM.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityREMMResourceful,Evaluative,MaximizingModelPostulates1--4Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate1Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate2Eachindividual’swantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate3Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate4Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityREMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityREMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityKeepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityII.ProjectManager’sRoleNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityObjectivesIDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectmanager-DefinitionAprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityA.PlanningandOrganizing1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity2.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityB.ControllingManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject----schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityWhyhaveaprojectmanagerProjectmanager’svalue----enhancetheprobabilityofaproject:--withqualityproducts--thatisonschedule--thatcompleteswithinbudget--withasatisfiedclient--thatleadstofollow-onbusinessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityHowdoyoudoit1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)--includeitemstocontainriskDevelopthenetworkEstimatecost&effortCreateascheduleRepeatasnecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity2)ManagingProcessesRiskmanagementprocessExceptionmanagementprocessConductprojectreview(s)Projecttrackingprocess3)FitstheplanningandmanagingprocessestogetherNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity2.SkillsRequirementAverygoodunderstandingandawarenessofthebusinessExperiencemanagingprojectsthroughtheprojectimplementationlifecycleFluentcommunicatorAbilitytomanagepeopleandmotivatethemtodeliveraccordingtorigorous,oftenpunishing,timetablesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityAnunderstandingandsolidappreciationofbusinessplanningandstrategytechniquesAbilitytounderstandandimplementchangemanagementprogramsBeITliterateandfullyconversantwiththeadvantagesthatITmightbringtoaplannedprogramofchangeUnderstandconceptsofriskmanagementandbeabletoexecuteitAbilitytomanageclientexpectationswhileretainingalignmentoverevolvingbusinessneedsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityCharacteristicsofagoodmanagerCommunicatorOrganizedPlannerTakesresponsibilityManageexpectationProblemanalyzerRecognizedleaderConfidentAggressiveCreativeproblemsolverConsistentFlexibleCheerleaderPsychiatristLeadershipTeambuilderCoordinatorFacilitatorPeopleorientedMotivatorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityCharacteristicsofagoodmanagerSenseofhumorUnderstandsuserProventrackrecordSkillsassessorGoalorientedEmpatheticRisktakerRealisticGoodbusinesspersonProfitdrivenNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityWhendoesitStartWhendoesaprojectmanagergetinvolved?WhenanopportunitytodobusinesswithacustomerisidentifiedThisisduringtheCustomerRelationshipManagement(CRM),SolutionDesignprocessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityCRMSolutionDesignThebusinessprocessthatmanagesanopportunitytodobusinesswithacustomerDuringthisprocessasolutionfortheidentifiedopportunityisdevelopedThisprocessstartswhentheopportunityisidentifiedandiscarriedonuntilthecustomersignsacontractorrejectstheproposalforthesolutionNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPhasesoftheCMRsolutionDesignThefollowingarethephasesoftheCMRSolutionDesign:ReviewingtheopportunityDefiningthesolutionCreatingaproposalObtainingcustomerapprovalNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityCMRSolutionDesignProjectDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlaningtheSolutionDesignproject-Organizingtheteamandresourcesfortheproject-Directingandmanagingtheday-to-dayactivities-DeliveringtheprojectobjectivesandproposaltothecustomerThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySolutionDeliveryProjectOncethecustomersignsthecontracttheSolutionDeliveryprojectwillstartDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlanningtheSolutionDeliveryproject-Directingandmanagingtheday-to-dayactivities-Organizingtheteamandresources-DeliveringtheprojectobjectivesandsolutionThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectManagementStarts?ProjectmanagementstartsatthebeginningandstopsattheendstartupmanageclosecautionstopOnewayNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityBaselineTheSolutionDesignandSolutionDeliveryhaveoneotherthingincommon----ABaselineABaselineisapositionorstatementfromwhichchangeisidentifiedNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityBaseline(continue)InSolutionDesignthestartingbaselineistheidentifiedcustomerrequirements--ThisbaselinewillgrowandchangeastherequirementsandsolutionarerefinedInSolutionDeliverythestartingbaselineconsistsofthecontract,proposal,etc.--ThisbaselinewillalsochangeandgrowthroughoutthelifecycleoftheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityBaseline:businesscaseOneofthekeydocumentsofthatisabaselineatthestartoftheSolutionDeliveryisabusinesscase:Businesscaseis:adocumentjustifyingtheprojectinfinancialterm;Thedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySummaryAprojectmanagerisafulltimejobThejobhasmanyresponsibilities:…...WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagementNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityIII.RolesoftheProjectTeamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityObjectivesDescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityInformationServices(IS)ManagementOverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroupsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityISManagement-SupportGroupsProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizationsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityUserProjectManagerProvidesinformation,data,,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplansNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectManagerOverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneededNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectManagerPreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySystemArchitectAssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembersNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySystemArchitectEstablishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequestsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySystemarchitectParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftestingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectlibrarianMaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO)Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTestcoordinatorPreparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcasesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTestcoordinatorMonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlogNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTestcoordinatorFollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatusNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeamleader(1)AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteam’sprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetingsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeamleader(2)Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammember’sworkproducts,andparticipatesinwalkthroughsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeammember(1)AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplanNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeammember(2)ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand“trainingthetrainer”accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembers’workproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeammembers(3)NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeammember(4)InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelinesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectexecutiveSamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityUserVPSamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectControlofficeMaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySummaryDefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityIV.TeambuildingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeambuildingHowdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Howdoyoumakemembersofdifferentorg.intoaprojectteam?Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySelectionofprojectteamSpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnelNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeamintroductionLeadpositionsTaskassignmentsindividualgroupNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityUserpersonnelSelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeambuildingfactorsEducation/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parkingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectpeopleStakeholders:seefig.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityYourteaminterviewsSkillsIndependentSelf-reliantGoalorientedPositiveattitudeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTeamselectionExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoalsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityMaintainingmoraleMoraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityDevelopingskillsFormaleducation----scheduleitO-J-Topportunities----makethem…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversitySummaryAprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objectiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityYoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallpartiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityV.ProjectInitiation:

meeting/orientationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityObjectivesDescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipantsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityActivitiespriortoProject

Kick-offMeetingReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger----identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.Developprojectteam’sworkenvironmentPrepareteamorientationpackagesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectkick-offmeetingPreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/SmanagerprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityKick-offmeetingobjectivesInitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinesspersonNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTopicscoveredDevelopment/implementationprocesstobeusedSystemtobedevelopedProjectresourcesandscheduleProjectmanagementsystemtobeusedUpcomingdevelopmentactivitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityDevelopmentprocesstobeusedAphaseapproachmeasurableunitstasksandproductsareplannedindetaildeliverables:conformtostandards,serveasbaseline,bas