chapter 1 项目与项目管理

6/13/20261Chapter1WhyProjectManagement?项目与项目管理Chapter1LearningObjectives学习目标Aftercompletingthischapter,studentswillbeableto:Understandwhyprojectmanagementisbecomingsuchapowerfulandpopularpracticeinbusiness.项目管理重要性Recognizethebasicpropertiesofprojects,includingtheirdefinition.项目定义Understandwhyeffectiveprojectmanagementissuchachallenge.项目管理的挑战Differentiatebetweenprojectmanagementpracticesandmoretraditional,process-orientedbusinessfunctions.特点Recognizethekeymotivatorsthatarepushingcompaniestoadoptprojectmanagementpractices.项目管理重要01-02Chapter1LearningObjectivesAftercompletingthischapter,studentswillbeableto:Understandandexplaintheprojectlifecycle,itsstages,andtheactivitiesthattypicallyoccurateachstageintheproject.项目周期Understandtheconceptofproject“success,”includingvariousdefinitionsofsuccess,aswellasthealternativemodelsofsuccess.何为项目成功Understandthepurposeofprojectmanagementmaturitymodelsandtheprocessofbenchmarkinginorganizations.项目管理成熟度和基准点Identifytherelevantmaturitystagesthatorganizationsgothroughtobecomeproficientintheiruseofprojectmanagementtechniques.组织PM应用01-04IntroductionExamplesofprojects项目实例SplittheatomTunnelundertheEnglishChannelIntroduceWindows7PlannextOlympicgames“Projects,ratherthanrepetitivetasks,arenowthebasisformostvalue-addedinbusiness”

项目：商业中增值最大的基础

-TomPeters01-05Processvs.ProjectWork项目与运营Project项目Takeplaceoutsidethenormal,process-orientedworld例外非程序性Uniqueandseparatefromroutine,process-drivenwork独特Continuallyevolving不断变化Process运营Ongoing,day-to-dayactivitiestoproducegoodsandservicesUseexistingsystems,properties,andcapabilitiesTypicallyrepetitive

Aprojectisatemporaryendeavorundertakentocreateauniqueproductorservice.一次性努力，独特产品

PMBoK200801-06Processvs.ProjectWork项目与运营AdditionalDefinitions其他定义Aprojectisauniqueventurewithabeginningandanend,conductedbypeopletomeetestablishedgoalswithinparametersofcost,schedule,andquality. 明确目标、独特活动

Buchanan&Boddy92Projectsaregoal-oriented,involvethecoordinatedundertakingofinterrelatedactivities,areoffiniteduration,andareall,toadegreeunique.目标导向、协调、独特

Frame95

ProjectDefinitionsSummarized项目定义总结Aprojectcanbeconsideredanyseriesofactivitiesandtasksthathave:一系列活动和任务组成Specificobjectives

tobecompletedwithincertainspecifications,明确目标Definedstartandend

dates,开始和结束时间Fundinglimits,资源有限Humanandnonhumanresources,and消耗资源Multifunctionalfocus.跨职能ElementsofProjects项目元素Complex,one-timeprocesses复杂，一次性活动Limitedbybudget,schedule,andresources资源有限Developedtoresolveacleargoal

orsetofgoals

目标明确Customer-focused面向客户01-09GeneralProjectCharacteristics项目特点Ad-hocendeavorswithaclearlifecycle一次性努力、周期Buildingblocks

inthedesignandexecutionoforganizationalstrategies组织战略实施的重要内容Responsibleforthenewestandmostimprovedproducts,services,andorganizationalprocesses新的产品和过程Provideaphilosophyandstrategyforthemanagementofchange变更管理的思想和战略GeneralProjectCharacteristics项目特点Entailcrossingfunctionalandorganizationboundaries

跨组织职能和边界Traditionalmanagementfunctions

ofplanning,organizing,motivating,directing,andcontrollingapply

应用管理的一般职能：计划、组织、激励、指挥和控制Principaloutcomesarethesatisfactionofcustomer

requirementswithintechnical,cost,andschedule

objectives

输出:客户满意度和项目本身目标Terminateduponsuccessfulcompletionofperformanceobjectives成功完成项目时即终止Process&ProjectManagementProcessRepeatprocessorproduct重复Severalobjectives多目标Ongoing连续Peoplearehomogeneous稳定Systemsinplacetointegrateefforts一个地方集成努力Performance,cost,&timeknown明确质量、费用和时间Partofthelineorganization线性BastionsofestablishedpracticeSupportsstatusquo易于定额ProjectNewprocessorproduct新Oneobjective单一目标Oneshot–limitedlife一次性Moreheterogeneous流动Systemsmustbecreatedtointegrateefforts集成Performance,cost&timelesscertain质量、费用和时间难以确定Outsideoflineorganization职能外Violatesestablishedpractice破坏性Upsetsstatusquo难以定额ProjectSuccessRates项目成功率Software&hardwareprojectsfailata65%rate,65%失败Overhalf

ofallITprojectsbecomerunaways,

IT50%Only30%oftechnology-basedprojectsandprogramsareasuccess.技术性项目30%Only2.5%

ofglobalbusinessesachieve100%projectsuccessandover50%ofglobalbusinessprojectsfailAveragesuccessofbusiness-criticalapplicationdevelopmentprojectsis32%,and商业性项目32%Approximately42%ofthe1,200Iraqreconstructionprojectswereeventuallyterminatedduetomismanagementorshoddyconstruction伊拉克重建42%Howprojectsactuallyperform项目实施后效果SectionA:DirectionsinmodernprojectmanagementWhyareProjectsImportant?项目重要性Shortenedproductlifecycles产品周期缩短Narrowproductlaunchwindows新产品发布

Increasinglycomplexandtechnicalproducts产品复杂度和技术性增强Emergenceofglobalmarkets全球市场增加Economicperiodmarkedbylowinflation低通胀经济周期性ProjectManagement–anewperspective新视野SectionA:DirectionsinmodernprojectmanagementTheprofileofProjectManagementisbeingelevatedwithinorganizationsasitisincreasinglyseenasfundamentaltoorganizationsuccess组织成功的关键基础因素EmergenceofStrategicProjectManagement战略项目管理出现EmergenceoftheProject-basedOrganisation项目型组织出现Seenasdeliveringapartnershipbetweenadministration,business,academicgroups,technology&vendors管理、商业、学术、技术和采购融合It’sbeingseenasaprofession,withdefinedcareerpathsandcompetency-basedaccreditation视为职业；能力的评估The‘darkscience’aspectsarebeingreplacedwithpracticesbasedonperformance&measurement逐渐从“黑箱子”到科学ProjectLifeCycles项目全寿命周期ManHours人力资源Conceptualization启动Planning计划Execution实施Termination结束ProjectLifeCycles项目全寿命周期Conceptualization-thedevelopmentoftheinitialgoalandtechnicalspecifications.

启动：目标和技术标准Planning–alldetailedspecifications,schedules,schematics,andplansaredeveloped

规划：详细标准、进度、方案及计划Execution–theactual“work”oftheprojectisperformed

执行：Termination–projectistransferredtothecustomer,resourcesreassigned,projectisclosedout.

结束：项目移交客户，资源重新分配ProjectLifeCyclesandTheirEffects

项目全寿命周期及效果客户兴趣项目投资资源创造性/创新不确定性强度时间ProjectManagersinPractice

实践中的项目管理：大企业、制造业实践01-20

DamienBaxter,ArriumLimitedQuadrupleConstraintofProjectSuccess

项目成功的四约束客户满意客户满意FourDimensionsofProjectSuccess

项目成功的四维度未来影响客户满意项目效率商业成功重要性项目完成SixCriteriaforITProjectSuccessIT项目

Systemquality系统质量Informationquality信息质量Use应用Usersatisfaction用户满意度Individualimpact个体影响Organizationalimpact组织影响UnderstandingSuccessCriteria成功判别SpiderWebDiagram蛛网图方法

项目进度组织上对PM支持组合管理PM方法、监控和评估PM实施实践项目干系人管理项目网络项目人员职业发展SpiderWebDiagramwithEmbeddedOrganizationalEvaluation项目进度组织上对PM支持PM方法、监控和评估PM实施实践干系人管理项目网络项目人员职业发展组合管理ProjectManagement–twofundamentalquestionsSectionA:DirectionsinmodernprojectmanagementThereare2fundamentalquestionswhichneedtobeansweredregardingorganizationalprojects:企业组织中的项目管理，两个基础问题Arewerunningtherightprojects,withtherightprioritiesfortherightinvestment(people&$’s)?

准确选择项目、优先顺序、人和资金？Asanorganization,dowehavethematurityandcompetencytorunsuccessfulprojects?

组织中成功进行项目管理

的成熟度和能力如何？

Theanswerslieinunderstandingthenewmodel新模式的解决之道StrategicbenefitswerenottargetedProjectsruninastand-alonemannerSolutionswereseenastechnologysolutionsThebusinesscasenotfullyunderstoodManagementpracticeimmatureSeniormanagementwerenotinvolvedenough‘Old’ModelProjectsdelivertheStrategic,Academic&BusinessPlansProjectsgroupedunderProgramsAllprojectsare,firstly,businessprojects首先是商业项目TheROIiswellunderstoodANDrealizableProjectManagementiscompetentPM能力增强Seniormanagementinvolvedandcommitted‘New’ModelSectionA:Directionsinmodernprojectmanagement与战略目标无关独立运行技术解决商业不明确高层不参与管理不成熟组合管理与战略、商业和研发关联高层参与DevelopingProjectManagementMaturity

项目管理成熟度模型ProjectManagementMaturity(PMM)ModelsCenterforBusinessPractices商业实践中心Kerzner’sProjectManagementMaturityModelESIInternational’sProjectFrameworkSEI’sCapabilityMaturityModelIntegrationCenterforBusinessPracticesPMM

CBP项目管理成熟度模型Level1:InitialPhase初始级Level2:Structure,Process,andStandards

结构、流程和标准Level3:InstitutionalizedProjectManagement

项目管理制度化Level4:Managed可管理的Level5:Optimizing优化级01-30Kerzner’sPMMModel

Kerzner项目管理成熟度模型Level1:CommonLanguage共同语言Level2:CommonProcesses共同过程Level3:SingularMethodology模块化方法论Level4:Benchmarking基准Level5:ContinuousImprovement持续改进01-31ESIInternational’sProjectFramework

ESI国际项目管理框架

Level1:AdHoc初始Level2:Consistent一致Level3:Integrated集成Level4:Comprehensive综合Level5:Optimizing优化SEI’sCapabilityMaturityModelIntegration

SEI项目管理成熟度模型集成Level1:Initial初始级Level2:Managed可管理Level3:Defined可定义Level4:QuantitativeManagement数量化管理Level5:Optimizing优化seatofthepantsProjectsjust‘happen’PoorprojectinitiationInadequatebuy-inPoorcommunicationInter-dependenciesnotmanagedInsufficientplanningUnknownbenefitsPoorstandards(ifany)Successratelessthan40%awarecompetentbestpracticeProjectsformallyinitiatedPlansendorsedVaryingstandardswithfewdisciplinesMethodologiesintroducedStakeholdersmanagedProjectsbecomebusiness-drivenSuccessratelessthan60%Methodology&standardswellestablished&supportedStakeholdersunderstand&acceptaccountabilitiesDiscretemeasuressupportgoodmanagementEnd-to-endprojectssetup&managedassuchRisksclearlydefined&controlledProjectManagementacceptedasprofessionSuccessratelessthan75%ImprovementprogramsformalGoodmeasurementenablesoptimizationHighriskprojectssuccessfullymanagedRespect&supportofprojectsSuccessratebetterthan75%Thismodelismeanttogiveaveryquick‘snap-shot’ofanorganization’smaturityinregardstoitsabilitytoeffectivelymanageprojects.Themodelreliesonafairlysubjectiveassessmentofanumberofindicatorswhichpointtotheoverallmaturityoftheorganization.SectionA:DirectionsinmodernprojectmanagementOrganisationmaturityinmanagingprojects组织中项目管理成熟度成功率少于60%成功率少于75%成功率高于75%初始可管理有能力最佳实践成功率少于40%ProjectManagementMaturityGenericModel

项目管理成熟度模型综合FIGURE1.10

制度化，持续改进低成熟度中成熟度高成熟度可定义，多项目管理、组织支持单件性，没共同语言、没支持36OrganizationalProjectManagementMaturityModelProjectElementsandTextOrganization

项目管理内容及课本组织ProjectManagerResponsibilities

项目经理职责

Selectingateam团队组建Developingprojectobjectivesandaplanforexecution制定项目目标和计划Performingriskmanagementactivities风险管理Costestimatingandbudgeting成本估算Scheduling进度计划Managingresources管理资源FIGURE1.12

OverviewoftheProjectManagementInstitute’sPMBoKKnowledgeAreasSummary总结Understandwhyprojectmanagementisbecomingsuchapowerfulandpopularpracticeinbusinesstoday.商业实践中PM重要性Recognizethebasicpropertiesofprojects,includingtheirdefinition.项目特点和定义Understandwhyeffectiveprojectmanagementissuchachallenge.有效项目管理Differentiatebetweenprojectmanagementpracticesandmoretraditional,process-orientedbusinessfunctions.项目管理特点Recognizethekeymotivatorsthatarepushing