关于项目管理知识培训课件

ProjectManagementBodyofKnowledge?工程管理知识体系?学习AGuidetotheProjectManagementBodyofKnowledgeThirdEdition(PMBOK®Guide)工程管理知识体系指南〔第3版，2024版〕PMBOK指南第一局部工程管理框架Section=1\*ROMANITheProjectManagementFramework引论－Chapter1Introduction工程生命期与组织－Chapter2ProjectLifeCycleandOrganization引论－Introduction工程管理知识体系是工程管理职业的知识总和。TheProjectManagementBodyofKnowledgeisthesumofknowledgewithintheprofessionofprojectmanagement.本指南的目的根本目的：识别工程管理知识体系普遍公认良好做法的那一局部TheprimarypurposeofthePMBOK®GuideistoidentifythatsubsetoftheProjectManagementBodyofKnowledgethatisgenerallyrecognizedasgoodpractice.对任何一个指定的工程，工程管理团队负责决定体系中的哪些知识适用Theprojectmanagementteamisresponsiblefordeterminingwhatisappropriateforanygivenproject本指南还旨在成为该职业和实践一个共同的术语汇编ThePMBOK®Guidealsoprovidesandpromotesacommonlexiconfordiscussing,writing,andapplyingprojectmanagement.PMI用于作为工程管理职业培养方案的根本但非唯一的参考资料TheProjectManagementInstituteusesthisdocumentasafoundational,butnotthesole,projectmanagementreferenceforitsprofessionaldevelopmentprograms什么是工程工程的特征－ProjectCharacteristics工程是为提供某独特产品、效劳或成果所做的临时性努力。Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orresult.1、临时性Temporary工程有明确的开始和结束Temporarymeansthateveryprojecthasadefinitebeginningandadefiniteend.期限都是有限的Thedurationofaprojectisfinite.工程不是持续不断的努力Projectsarenotongoingefforts2、独特的产品、效劳或成果UniqueProducts,Services,orResults工程创造独特的可交付成果，如产品、效劳或成果Aprojectcreatesuniquedeliverables,whichareproducts,services,orresults.3、渐进明细ProgressiveElaboration是工程伴随临时性和独特性两个概念的特点之一Progressiveelaborationisacharacteristicofprojectsthataccompaniestheconceptsoftemporaryandunique意味着分布开发、连续积累Progressiveelaborationmeansdevelopinginsteps,andcontinuingbyincrements请勿将渐进明细与范围潜变混淆Progressiveelaborationshouldnotbeconfusedwithscopecreep工程与运作－Projectsvs.OperationalWork1、共同点overlap由人来做Performedbypeople受制于有限的资源Constrainedbylimitedresources需要规划、执行和控制Planned,executed,andcontrolled2、区分differ运作是持续不断和重复进行；工程是临时和独特的Operationsareongoingandrepetitive,whileprojectsaretemporaryandunique.工程和战略规划－ProjectsandStrategicPlanning工程是组织在日常运作范围内无法处理的活动的一种手段Projectsareameansoforganizingactivitiesthatcannotbeaddressedwithintheorganization’snormaloperationallimits工程经常被当作实现组织战略规划的一种手段使用Projectsareoftenutilizedasameansofachievinganorganization’sstrategicplan战略考虑，常常是工程批准的典型依据Projectsaretypicallyauthorizedasaresultofoneormoreofstrategicconsiderations什么是工程管理工程管理就是把各种知识、技能、工具和技术应用于工程活动之中，以到达工程的要求。Projectmanagementistheapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiestomeetprojectrequirements工程管理是通过应用和综合工程管理过程来进行的。Projectmanagementisaccomplishedthroughtheapplicationandintegrationoftheprojectmanagementprocesses工程经理是负责实现工程目标的个人。Theprojectmanageristhepersonresponsibleforaccomplishingtheprojectobjectives本指南的结构专业知识领域－AreasofExpertise有效的工程管理要求工程管理团队理解和利用至少5个专业领域的知识与技能Effectiveprojectmanagementrequiresthattheprojectmanagementteamunderstandanduseknowledgeandskillsfromatleastfiveareasofexpertise:工程管理知识体系－ProjectManagementBodyofKnowledge本指南包含的内容有工程生命期的定义Projectlifecycledefinition5个工程管理过程组FiveProjectManagementProcessGroups9个知识领域NineKnowledgeAreas应用领域知识、标准与规章制度－ApplicationAreaKnowledge,StandardsandRegulations标准Astandardisa“documentestablishedbyconsensusandapprovedbyarecognizedbodythatprovides,forcommonandrepeateduse,rules,guidelinesorcharacteristicsforactivitiesortheirresults,aimedattheachievementoftheoptimumdegreeoforderinagivencontext.〞规章Aregulationisagovernment-imposedrequirement,whichspecifiesproduct,processorservicecharacteristics,includingtheapplicableadministrativeprovisions,withwhichcomplianceismandatory.标准常以为多数人选用的最正确方案的准那么形式开始，随着其广泛采用而得到普遍公认，如规章一样Standardsoftenbeginasguidelinesthatdescribeapreferredapproachandlater,withwidespreadadoption,becomegenerallyacceptedasiftheywereregulations理解工程环境－UnderstandingtheProjectEnvironment文化与社会环境〔注意组织文化〕Culturalandsocialenvironment〔organizationalculture〕国际与政治环境Internationalandpoliticalenvironment自然环境Physicalenvironment通用管理知识与技能－GeneralManagementKnowledgeandSkills处理人际关系技能－InterpersonalSkills有效的沟通Effectivecommunication对组织施加影响Influencingtheorganization领导Leadership鼓励Motivation谈判与冲突管理Negotiationandconflictmanagement解决问题Problemsolving工程管理环境－ProjectManagementContext工程集与工程集管理－ProgramsandProgramManagement工程集是经过协调统一管理以便获取单独管理这些工程时无法取得的效益和控制的一组互相联系的工程Aprogramisagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually.同工程管理相比，工程集管理是为了实现工程集的战略目标与利益，而对一组工程进行的统一协调管理Incontrastwithprojectmanagement,programmanagementisthecentralized,coordinatedmanagementofagroupofprojectstoachievetheprogram'sstrategicobjectivesandbenefits.工程组合与工程组合管理－PortfoliosandPortfolioManagement工程组合是为了便于有效管理以实现战略经营目标，而将工程或工程集与其他工作组合后形成的Aportfolioisacollectionofprojectsorprogramsandotherworkthataregroupedtogethertofacilitateeffectivemanagementofthatworktomeetstrategicbusinessobjectives.工程组合中的工程或工程集不一定互相依赖或有直接关系Theprojectsorprogramsintheportfoliomaynotnecessarilybeinterdependentordirectlyrelated组织根据具体的目标来管理工程组合Organizationsmanagetheirportfoliosbasedonspecificgoals子工程－Subprojects工程管理办公室－ProjectManagementOffice工程管理办公室是组织中集中和协调管理其管辖的各个工程的实体Aprojectmanagementoffice(PMO)isanorganizationalunittocentralizeandcoordinatethemanagementofprojectsunderitsdomain.工程管理办公室将注意力集中在与母体组织或顾客整体经营目标紧密联系的工程和子工程的统一规划、优先顺序、轻重缓急和执行方面ThePMOfocusesonthecoordinatedplanning,prioritizationandexecutionofprojectsandsubprojectsthataretiedtotheparentorganization’sorclient’soverallbusinessobjectives工程生命期与组织-ProjectLifeCycleandOrganization工程生命期－TheProjectLifeCycle工程生命期的特征－CharacteristicsoftheProjectLifeCycle工程生命期确定了将工程的开始和结束连接起来的阶段Theprojectlifecycledefinesthephasesthatconnectthebeginningofaprojecttoitsend从一个阶段向另一阶段转移一般会涉及某种形式的技术交接Thetransitionfromonephasetoanotherwithinaproject’slifecyclegenerallyinvolves,andisusuallydefinedby,someformoftechnicaltransferorhandoff.通常前一阶段的可交付成果在验收后才能开始下一阶段工作，但“快速跟进〞进度压缩技术允许在验收前就开始下阶段工作〔风险增加〕Deliverablesfromonephaseareusuallyreviewedyandapprovedbeforeworkstartsonthenextphase.Theapplicationoftheschedulecompressiontechniquecalledfasttrackingallowsaphasetobeginpriortotheapprovalofthepreviousphase’sDeliverables(riskincrease)工程生命期通常规定Projectlifecyclesgenerallydefine：工程的各阶段应当从事何种技术工作Whattechnicalworktodoineachphase工程各阶段可交付成果应何时生成，以及如何审查、核实和确认Whenthedeliverablesaretobegeneratedineachphaseandhoweachdeliverableisreviewed,verified,andvalidated工程各阶段有哪些人员参与Whoisinvolvedineachphase如何控制和批准工程各个阶段Howtocontrolandapproveeachphase说明工程生命期可以十分笼统，也可以非常详细〔可以包括表格、图标和核对表等〕Projectlifecycledescriptionscanbeverygeneralorverydetailed(canincludeforms,charts,andchecklists)大多数工程生命期的共同特点：Mostprojectlifecyclesshareanumberofcommoncharacteristics工程阶段一般按顺序首尾相接Phasesaregenerallysequential人力投入和费用，开始时低，随之增高，在工程结尾时迅速降低Costandstaffinglevelsarelowatthestart,peakduringtheintermediatephases,anddroprapidlyastheprojectdrawstoaconclusionFigure2-1.TypicalProjectCostandStaffingLevelAcrosstheProjectLifeCycle工程成功可能性随工程执行逐渐上升，风险和不确定性逐渐下降Thelevelofuncertaintyishighestand,hence,riskoffailingtoachievetheobjectivesisgreatestatthestartoftheproject.Thecertaintyofcompletiongenerallygetsprogressivelybetterastheprojectcontinues工程利害关系者对工程的影响力对工程执行逐渐下降Theabilityofthestakeholderstoinfluencethefinalcharacteristicsoftheproject’sproductandthefinalcostoftheprojectishighestatthestart,andgetsprogressivelylowerastheprojectcontinueFigure2-2.Stakeholders’InfluenceOverTime尽管许多工程生命期具有彼此相似的阶段名称，所要求的可交付成果名称也极为相似，但其内容决少雷同Althoughmanyprojectlifecycleshavesimilarphasenameswithsimilardeliverables,fewlifecyclesareidentical.工程阶段的特征－CharacteristicsofProjectPhases每个工程阶段都以一个或数个可交付成果的完成为标志Thecompletionandapprovalofoneormoredeliverablescharacterizesaprojectphase可交付成果是某种有形的、可验证的工作成果Adeliverableisameasurable,verifiableworkproduct一些可交付成果对应着工程管理过程，另一些可能是最终产品的一局部Somedeliverablescancorrespondtotheprojectmanagementprocess,whereasothersaretheendproductsorcomponentsoftheendproducts工程阶段的结束通常以对完成的工作和可交付成果的审查为标志，目的是确定是否验收、是否仍然需要增加工作，或者是否考虑结束这一阶段Aprojectphaseisgenerallyconcludedwithareviewoftheworkaccomplishedandthedeliverablestodetermineacceptance,whetherextraworkisstillrequired,orwhetherthephaseshouldbeconsideredclosed阶段末可进行一次审查，目的是取得对结束当前阶段并启动下一阶段的核准。阶段末审查也称为阶段放行口、阶段关卡或验收站Aphase-endreviewcanbeheldwiththeexplicitgoalsofobtainingauthorizationtoclosethecurrentphaseandtoinitiatethesubsequentone.Phase-endreviewsarealsocalledphaseexits,phasegates,orkillpoints工程生命期与产品生命期的关系－ProjectLifeCycleandProductLifeCycleRelationships应把工程生命期与产品生命期区分开来Shouldbetakentodistinguishtheprojectlifecyclefromtheproductlifecycle.工程生命期往往是产品生命期的一局部Oftenconsidertheprojectlifecycleaspartoftheproductlifecycle工程利害关系者－ProjectStakeholders工程利害关系者就是参与工程、或利益受工程影响的个人和组织，会对工程的目标和结果施加影响Projectstakeholdersareindividualsandorganizationsthatareactivelyinvolvedintheproject,orwhoseinterestsmaybeaffectedasaresultofprojectexecutionorprojectcompletion.Theymayalsoexertinfluenceovertheproject’sobjectivesandoutcomes工程管理团队必须识别利害关系者、确定他们的要求和期望、对其影响进行管理，确保工程取得成功Theprojectmanagementteammustidentifythestakeholders,determinetheirrequirementsandexpectations,and,totheextentpossible,managetheirinfluenceinrelationtotherequirementstoensureasuccessfulproject工程利害关系者参与工程的责任和权限变化很大，在不同阶段也会变化Stakeholdershavevaryinglevelsofresponsibilityandauthoritywhenparticipatingonaprojectandthesecanchangeoverthecourseoftheproject’slifecycle识别工程利害关系者有时很困难；未能识别某重要利害关系者可能给工程造成重大问题Sometimes,stakeholderidentificationcanbedifficult.Failuretoidentifyakeystakeholdercancausemajorproblems工程经理必须管理利害关系者的期望；他们的目标往往彼此相距甚远Projectmanagersmustmanagestakeholderexpectations,whichcanbedifficultbecausestakeholdersoftenhaveverydifferentorconflictingobjectives如何管理利害关系者Whatshouldwedowithstakeholders?识别所有他们IdentifyALLofthem决定所有他们的要求DetermineALLoftheirrequirements决定他们的期望Determinetheirexpectations与他们沟通Communicatewiththem管理他们的影响Managetheirinfluence组织的影响－OrganizationalInfluences组织制度－OrganizationalSystems基于工程的组织：运作主要由工程构成Project-basedorganizations：whoseoperationsconsistprimarilyofprojects收入主要来自于工程Revenueprimarilyfromperformingprojects采用了工程化管理的组织Organizationsthathaveadoptedmanagementbyprojects非基于工程的组织Non-project-basedorganization组织文化与作风－OrganizationalCulturesandStyles组织机构－OrganizationalStructureFigure2-6.OrganizationalStructureInfluencesonProjects协调员coordinator和联络员expediterTheprojectcoordinatorreportstoahigh-levelmanagerandhasauthoritytomakesomedecisions.Theprojectexpediterhasnoauthoritytomakedecisions.工程管理办公室在组织机构中的作用－TheRoleofthePMOinOrganizationalStructuresAPMOusuallytakesoneofthreeroles:Providingthepolicies,methodologiesandtemplatesformanagingprojectswithintheorganizationProvidingsupportandguidancetoothersintheorganizationonhowtomanageprojects,trainingothersinprojectmanagementorprojectmanagementsoftware,andassistingwithspecificprojectmanagementtoolsProvidingprojectmanagersfordifferentprojects,andbeingresponsiblefortheresultsofthoseprojects工程管理系统－ProjectManagementSystem工程管理系统是由管理工程用的工具、技术、方法论、资源和程序组成的整体Theprojectmanagementsystemisthesetoftools,techniques,methodologies,resources,andproceduresusedtomanageaproject第二局部工程管理标准－SectionII：TheStandardforProjectManagementofaProject单个工程的管理过程－ProjectManagementProcessesforaProject工程经理任何时候都应与工程团队一起共同负责，确定哪些过程适合于具体的工程，以及各个过程适合于该工程的严格程度Theprojectmanager,incollaborationwiththeprojectteam,isalwaysresponsiblefordeterminingwhatprocessesareappropriate,andtheappropriatedegreeofrigorforeachprocess,foranygivenproject过程就是一组为了完成一系列事先指定的产品、成果或效劳而需执行的互相联系的行动和活动Aprocessisasetofinterrelatedactionsandactivitiesthatareperformedtoachieveapre-specifiedsetofproducts,results,orservices.过程一般分两类generallyfallintooneoftwomajorcategories工程管理过程Theprojectmanagementprocesses产品导向的过程Product-orientedprocesses工程管理的诸过程－ProjectManagementProcesses戴明环〔PDCA环〕Demingcycle(PDCAcycle)工程管理过程的用途Whereastheprojectlifecycledescribeswhatyouneedtodothework,theprojectmanagementprocessdescribeswhatyouneedtomanagetheproject.工程管理过程组与戴明环的关系工程管理过程组戴明环启动(Initiating)规划(Planning)方案(Plan)执行(Executing)执行(Do)监(Monitoring控Controlling)检查(Check)行动(Action)收尾(Closing)ProjectManagementProcessGroupsMappedtothePlan-Do-Check-ActCycle工程管理过程组－ProjectmanagementProcessGroups5大过程组ThefiveProcessGroups启动过程组：确定并核准工程或工程阶段InitiatingProcessGroup.Definesandauthorizestheprojectoraprojectphase规划过程组：确定和细化目标，并为实现工程而要到达的目标和完成工程要解决的问题的范围而规划必要的行动路线PlanningProcessGroup.Definesandrefinesobjectives,andplansthecourseofactionrequiredtoattaintheobjectivesandscopethattheprojectwasundertakentoaddress.执行过程组：将人与其他资源结合为整体实施工程管理方案ExecutingProcessGroup.Integratespeopleandotherresourcestocarryouttheprojectmanagementplanfortheproject监控过程组：定期测量并监视工程进展情况，发现偏离工程管理方案之处，以便在必要时采取纠正措施来实现工程的目标MonitoringandControllingProcessGroup.Regularlymeasuresandmonitorsprogresstoidentifyvariancesfromtheprojectmanagementplansothatcorrectiveactioncanbetakenwhennecessarytomeetprojectobjectives.收尾过程组：正式验收产品、效劳或成果，并有条不紊地结束工程或阶段ClosingProcessGroup.Formalizesacceptanceoftheproduct,serviceorresultandbringstheprojectoraprojectphasetoanorderlyend.Note:NotallprocessinteractionsanddataflowamongtheProcessGroupsareshown.Figure3-4.HighLevelSummaryofProcessGroups’Interactions启动过程组－InitiatingProcessGroup启动过程组由一组有助于正式授权开始一个新工程或一个工程阶段地过程组成TheInitiatingProcessGroupconsistsoftheprocessesthatfacilitatetheformalauthorizationtostartanewprojectoraprojectphase.启动过程一般由超出工程控制范围之外地组织、工程集或工程组合过程完成Initiatingprocessesareoftendoneexternaltotheproject’sscopeofcontrolbytheorganizationorbyprogramorportfolioprocesses启动过程中，应进一步细化最初对于工程范围和组织愿意投入的资源所做的说明。应选择一位工程经理。最初的假设与制约因素要拟成文件。这些信息包括在工程章程中。Theinitialscopedescriptionandtheresourcesthattheorganizationiswillingtoinvestarefurtherrefinedduringtheinitiationprocess.theprojectmanagerwillbeselected.Initialassumptionsandconstraintswillalsobedocumented.ThisinformationiscapturedintheProjectCharter工程章程一旦获得批准，工程也就得到了正式的授权。WhenProjectCharterisapproved,theprojectbecomesofficiallyauthorized.对于多阶段的工程，在每一阶段开始时对启动过程进行审查；此时要核对进入下阶段的要求标准，然后决定工程是否继续或推迟或中断，随后在各阶段进一步审核和细化本阶段的工程范围。Reviewingtheinitiatingprocessesatthestartofeachphaseformulti-phasesproject;Theentrycriteriaareverified.Adecisionisthenmadewhetherornottheprojectisreadytocontinueorwhethertheprojectshouldbedelayedordiscontinued.Duringsubsequentprojectphases,furthervalidationanddevelopmentoftheprojectscopeforthatphaseisperformed.让顾客和其他利害关系者参与启动过程，有助于提高认同感，对工程成功至关重要。Involvingthecustomersandotherstakeholdersduringinitiationgenerallyimprovestheprobabilityofsharedownership,deliverableacceptance,andcustomerandotherstakeholdersatisfaction,whichiscriticaltoprojectsuccessRitaPMPPrep启动过程组包括如下工程管理过程TheInitiatingProcessGroupincludesthefollowingprojectmanagementprocesses:制定工程章程DevelopProjectCharter制定工程初步范围说明书DevelopPreliminaryProjectScopeStatement规划过程组－PlanningProcessGroup使工程管理方案逐步详细和深入的方法常常叫做“滚动式规划〞，说明规划是重复屡次的连续过程Thisprogressivedetailingoftheprojectmanagementplanisoftencalled“rollingwaveplanning,〞indicatingthatplanningisaniterativeandongoingprocess在工程规划过程中，工程团队应根据对工程和工程结果的影响大小，邀请所有有关的利害关系者参与Whileplanningtheproject,theprojectteamshouldinvolveallappropriatestakeholders,dependingupontheirinfluenceontheprojectanditsoutcomes因为反响与细化过程不能无休止的拖延下去，应按组织确定的程序查明应当结束规划过程的时机Sincethefeedbackandrefinementprocesscannotcontinueindefinitely,proceduressetbytheorganizationidentifywhentheplanningeffortends规划过程组内各过程之间的其他关系取决于工程的性质OtherinteractionsamongtheprocesseswithinthePlanningProcessGrouparedependentonthenatureoftheprojectNote:Notallprocessinteractionsanddataflowamongtheprocessesareshown.Figure3-7.PlanningProcessGroup规划过程组包括如下工程管理过程ThePlanningProcessGroupincludesthefollowingprojectmanagementprocesses:制定工程管理方案DevelopProjectManagementPlan范围规划ScopePlanning范围定义ScopeDefinition制作工作分解结构CreateWBS活动定义ActivityDefinition活动排序ActivitySequencing活动资源估算ActivityResourceEstimating活动持续时间估算ActivityDurationEstimating进度表制定ScheduleDevelopment费用估算CostEstimating费用预算CostBudgeting质量规划QualityPlanning人力资源规划HumanResourcePlanning沟通规划CommunicationsPlanning风险管理规划RiskManagementPlanning风险识别RiskIdentification定性风险分析QualitativeRiskAnalysis定量风险分析QuantitativeRiskAnalysis风险应对规划RiskResponsePlanning采购规划PlanPurchasesandAcquisitions发包规划PlanContracting执行过程组－ExecutingProcessGroupNote:Notallprocessinteractionsanddataflowamongtheprocessesareshown.Figure3-8.ExecutingProcessGroup包括如下管理过程includesthefollowingprojectmanagementprocesses指导与管理工程执行DirectandManageProjectExecution实施质量控制PerformQualityAssurance工程团队组建AcquireProjectTeam工程团队建设DevelopProjectTeam信息发布InformationDistribution询价RequestSellerResponses卖方选择SelectSellers监控过程组－MonitoringandControllingProcessGroupNote:Notallprocessinteractionsanddataflowamongtheprocessesareshown.Figure3-9.MonitoringandControllingProcessGroup包括如下管理过程includesthefollowingprojectmanagementprocesses监控工程工作MonitorandControlProjectWork整体变更控制IntegratedChangeControl范围核实ScopeVerification范围控制ScopeControl进度控制ScheduleControl费用控制CostControl实施质量控制PerformQualityControl工程团队管理ManageProjectTeam绩效报告PerformanceReporting利害关系管理ManageStakeholders风险监控RiskMonitoringandControl合同管理ContractAdministration收尾过程组－ClosingProcessGroup包括如下管理过程includesthefollowingprojectmanagementprocesses工程收尾CloseProject合同收尾ContractClosure过程间的相互联系与交互作用－ProcessInteractions工程管理过程组之间是以它们所产生的成果相互联系ProjectManagementProcessGroupsarelinkedbytheobjectivestheyproduce一个过程的成果一般成为另一过程的依据或成为工程的可交付成果Theoutputofoneprocessgenerallybecomesaninputtoanotherprocessorisadeliverableoftheprojec过程组极少是孤立或只执行一次的事件，它们是在整个工程生命期内自始至终都以不同的程度互相重叠的活动ProcessGroupsareseldomeitherdiscreteorone-timeevents;theyareoverlappingactivitiesthatoccuratvaryinglevelsofintensitythroughouttheproject在过程组及其子过程之间，过程的成果互相联系，并影响其他过程组AmongtheProcessGroupsandtheirprocesses,theprocessoutputsarerelatedandhaveanimpactontheotherProcessGroups过程间的所有相互作用也并非都在所有的工程或阶段中表现出来Notalloftheinteractionswillapplytoallprojectsorprojectphases工程管理过程图解－ProjectManagementProcessMapping5个工程管理过程组fiveProjectManagementProcessGroups9个工程管理知识领域nineProjectManagementKnowledgeAreas44个工程管理过程44projectmanagementprocesses46643365721272124664336572127212第三局部工程管理知识领域－SectionIIITheProjectManagementKnowledgeAreas三个主要的工程文件(threemajordocuments)工程章程ProjectCharter.Formallyauthorizestheproject工程范围说明书ProjectScopeStatement.Stateswhatworkistobeaccomplishedandwhatdeliverablesneedtobeproduced工程管理方案ProjectManagementPlan.Stateshowtheworkwillbeperformed工程整体管理－ProjectIntegrationManagement工程整体管理知识领域包含识别、确定、结合、统一与协调各工程管理过程组内不同过程与工程管理活动所需进行的各种过程和活动TheProjectIntegrationManagementKnowledgeAreaincludestheprocessesandactivitiesneededtoidentify,define,combine,unify,andcoordinatethevariousprocessesandprojectmanagementactivitieswithintheProjectManagementProcessGroups“整体管理〞兼有统一、合并、结合各方面特征，包括为完成工程和满足顾客和其他利害关系者的要求，管理他们的期望而必须采取的贯穿工程整体的至关重要的行动Integrationincludescharacteristicsofunification,consolidation,articulation,andintegrativeactionsthatarecrucialtoprojectcompletion,successfullymeetingcustomerandotherstakeholderrequirements,andmanagingexpectations“整体管理〞的根本任务就是为了按照执行组织确定的程序实现工程目标，将工程管理过程组中需要的各个过程有效形成整体IntegrationisprimarilyconcernedwitheffectivelyintegratingtheprocessesamongtheProjectManagementProcessGroupsthatarerequiredtoaccomplishprojectobjectiveswithinanorganization’sdefinedprocedures整体管理IntegrationManagement从多种选择中决定应集中的资源和努力Makingchoicesaboutwheretoconcentrateresourcesandeffortananygivenday预测问题anticipatingpotentialissues在这些问题没有成为关键问题前处理之Dealingwiththeseissuesbeforetheybecomecritical为工程整体利益而进行协调Coordinatingworkfortheoverallprojectgood在各个相互冲突的目标与方案之间进行取舍Makingtrade-offsamongcompetingobjectivesandalternativesFigure4-1.ProjectIntegrationManagementOverviewNote:Notallprocessinteractionsanddataflowamongtheprocessesareshown.Figure4-2.ProjectIntegrationManagementProcessesFlowDiagram制定工程章程－DevelopProjectCharter工程章程是正式批准工程成立的文件Theprojectcharteristhedocumentthatformallyauthorizesaproject该文件授权工程经理在工程活动中动用组织资源Theprojectcharterprovidestheprojectmanagerwiththeauthoritytoapplyorganizationalresourcestoprojectactivities工程应尽早选定和委派工程经理Aprojectmanagerisidentifiedandassignedasearlyintheprojectasisfeasible.由工程启动者或发起者来发布工程章程Aprojectinitiatororsponsorissuestheprojectcharter批准工程的原因〔又称问题、时机或营运要求〕Stimulicanalsobecalledproblems,opportunities,orbusinessrequirements制定工程章程根本上就是将经营需要、上工程的理由、当前对顾客要求的理解、以及用来满足这些要求的产品、效劳或成果形成文件Developingtheprojectcharterisprimarilyconcernedwithdocumentingthebusinessneeds,projectjustification,currentunderstandingofthecustomer’srequirements,andthenewproduct,service,orresultthatisintendedtosatisfythoserequirements多阶段工程的以后阶段，本过程的作用是：Forsubsequentphasesofmulti-phaseprojects,theDevelopProjectChartercan:验证原来的决定validatesthedecisions核准工程下一阶段并更新该章程authorizesthenextprojectphase,andupdatesthecharter.依据(Inputs)合同〔如果适用〕Contract(WhenApplicable)工程工作说明书ProjectStatementofWork工作说明书是对应由工程提供的产品或效劳的文字说明Thestatementofwork(SOW)isanarrativedescriptionofproductsorservicestobesuppliedbytheproject指明如下事项之一TheSOWindicatesa经营需要Businessneeds产品范围说明书Productscopedescription战略方案Strategicplan事业环境因素EnterpriseEnvironmentalFactors组织过程资产OrganizationalProcessAssets组织进行工作的过程与程序－Organization’sprocessesandproceduresforconductingwork组织整体信息存储检索知识库－Organizationalcorporateknowledgebaseforstoringandretrievinginformation工具与技术(Tools&Techniques)工程选择方法ProjectSelectionMethods工程管理方法论ProjectManagementMethodology工程管理信息系统ProjectManagementMethodology〔PMIS〕专家判断ExpertJudgment成果(Outputs)工程章程ProjectCharter制定工程初步范围说明书－DevelopPreliminaryProjectScopeStatement依据(Inputs)工程章程ProjectCharter工程工作说明书ProjectStatementofWork事业环境因素EnterpriseEnvironmentalFactors组织过程资产OrganizationalProcessAssets工具与技术(Tools&Techniques)工程管理方法论ProjectManagementMethodology管理信息系统PMIS专家判断ExpertJudgment成果(Outputs)工程初步范围说明书PreliminaryProjectScopeStatement制定工程管理方案－DevelopProjectManagementPlan确定、协调与综合所有分方案所需的行动形成文件，成为工程管理方案DevelopProjectManagementPlanprocessincludestheactionsnecessarytodefine,integrate,andcoordinateallsubsidiaryplansintoaprojectmanagementplan确定了执行、监控、控制和结束工程的方式和方法Defineshowtheprojectisexecuted,monitoredandcontrolled,andclosed依据(Inputs)工程初步范围说明书PreliminaryProjectScopeStatement工程管理各过程ProjectManagementProcesses事业环境因素EnterpriseEnvironmentalFactors组织过程资产OrganizationalProcessAssets工具与技术(Tools&Techniques)工程管理方法论ProjectManagementMethodology管理信息系统PMIS配置管理系统ConfigurationManagementSystem是工程管理信息系统的一个子系统－isasubsystemoftheoverallprojectmanagementinformationsystem包括过程includestheprocessfor提交变更建议submittingproposedchanges追踪变更建议的审查与批准制度－trackingsystemsforreviewingandapprovingproposedchanges确定变更的批准级别－definingapprovallevelsforauthorizingchanges确认批准的变更方法－providingamethodtovalidateapprovedchanges用于为以下事项提供技术和行政指导和监督－usedtoapplytechnicalandadministrativedirectionandsurveillanceto识别产品或组成局部的功能与实体特征并形成文件Identifyanddocumentthefunctionalandphysicalcharacteristicsofaproductorcomponent控制上述特征的所有变更Controlanychangestosuchcharacteristics记录并报告每一变更及其实施状况Recordandreporteachchangeanditsimplementationstatus辅助产品或组成局部的审查，核实是否符合要求Supporttheauditoftheproductsorcomponentstoverifyconformancetorequirements变更控制系统ChangeControlSystem是配置管理系统的一个子系统－isasubsystemoftheconfigurationmanagementsystem是正式形成文件的过程的全体，用于确定控制、改变和批准工程可交付成果和文件的方式、方法－isacollectionofformaldocumentedproceduresthatdefinehowprojectdeliverablesanddocumentationarecontrolled,changed,andapproved专家判断ExpertJudgment成果(Outputs)工程管理方案ProjectManagementPlan指导与管理工程执行－DirectandManageProjectExecution依据(Inputs)工程管理方案Projectmanagementplan批准的纠正措施Approvedcorrectiveactions批准的预防措施Approvedpreventiveactions批准的变更请求Approvedchangerequests批准的缺陷补救Approveddefeatrepair确认的缺陷补救ValidateddefeatrepairNotificationthatreinspectedrepaireditemshaveeitherbeenacceptedorrejected行政收尾程序Administrativeclosureprocedure工具与技术(Tools&Techniques)工程管理方法论Projectmanagementmethodology工程管理信息系统PMIS成果(Outputs)可交付成果DeliverablesAdeliverableisanyuniqueandverifiableproduct,resultorcapabilitytoperformaservicethatisidentifiedintheprojectmanagementplanningdocumentation,andmustbeproducedandprovidedtocompletetheproject请求的变更RequestedchangesChangesrequestedtoexpandorreduceprojectscope,tomodifypoliciesorprocedures,tomodifyprojectcostorbudget,ortorevisetheprojectscheduleareoftenidentifiedwhileprojectworkisbeingperformed.Requestsforachangecanbedirectorindirect,externallyorinternallyinitiated,andcanbeoptionalorlegally/contractuallymandated实施的变更请求Implementedchangerequests实施的纠正措施Implementedcorrectiveactions实施的预防措施Implementedpreventiveactions实施的缺陷补救Implementeddefeatrepairs工作绩效信息WorkperformanceinformationInformationonthestatusoftheprojectactivitiesbeingperformedtoaccomplishtheprojectworkisroutinelycollectedaspartoftheprojectmanagementplanexecution监控工程工作－MonitorandControlProjectWork监督包括收集、测量与分发工程绩效信息，以及评价测量结果与开展趋势以便进行过程改进－Monitoringincludescollecting,measuring,anddisseminatingperformanceinformation,andassessingmeasurementsandtrendstoeffectprocessimprovements依据(Inputs)工程管理方案Projectmanagementplan工作绩效信息Workperformanceinformation否决的变更请求Rejectedchangerequests工具与技术(Tools&Techniq