项目管理知识体系(下)

1、Project Management Knowledge (PMBOK Guide) 项目管理知识体系（下）,Scope 内容,Project quality management (Ch.8)项目质量管理 Project human resource management (Ch. 9)项目人力资源管理 Project communications management (Ch. 10)项目沟通管理 Project risk management (Ch. 11)项目风险管理 Project procurement management (Ch.12)项目采购管理,Course Object

2、ives 课程目标,Introducing the audience to key project quality management, HR management, communication management, risk management and procurement management concepts, tools and techniques给学员介绍关键的项目质量管理，人力资源管理，沟通管理，风险管理和采购管理的概念，工具和技术 Enhancing the audiences understanding of the key concepts through appl

3、ications 使学员在应用过程中促进对概念的理解 Exchanging project management experience with the audience与学员进行项目管理经验的交流,Teaching Structure 教学结构,Concepts, tools Insufficiently skilled staff 不可信的估算；不熟练的员工,Potential Risk Events潜在的风险事件,Discrete occurrences such as a natural disaster or the departure of a specific team memb

4、er that may affect the project.对项目产生影响的潜在风险事件是离散发生的，如自然灾害或项目队伍某一成员的离开。 Should be identified in addition to sources of risk when the probability of occurrence or magnitude of loss is relatively large.除了那些发生可能性及造成的损失量都相对较大的风险来源以外，还必须对潜在的风险事件仔细识别 Descriptions of potential risk events should include est

5、imates of:对潜在风险的描述应该包含以下的估计： Probability 发生的可能性 The alternative possible outcomes 可能引发结果的多样性 Expected timing 预计发生的时间 Anticipated frequency 预计发生的频率（即：可能多次发生吗？）,Risk symptoms风险征兆,Risk symptoms, sometimes called “Triggers”, are:风险征兆，有时也称“触发器”，是： Indirect manifestations of actual risk events实际风险事件的非直接证明

6、 Symptom of a risk 风险的征兆 An output of the risk identification process 风险识别过程的输出 An event that indicates that a risk may occur 表示风险可能发生的事实,Risk Quantification风险量化,Evaluating risks and risk interactions to assess the range of possible project outcomes. 风险量化是指通过对风险及风险的相互作用的估算来评价项目可能结果的范围。,Risk Quantifi

7、cation -Inputs, Outputs, Tools 为每个评审标准分配一个数字权重 Rating the prospective sellers on each criterion 根据每个评审标准给潜在的卖方打分 Multiplying the weight by the rating 分数乘以权重 Totaling the resultant products to compute an overall score 合计乘积结果，计算出汇总分数,Weighting System (continued)加权体系（续）,A weight system is often used to

8、:加权体系经常用于： Select a single source who will be asked to sign a standard contract 选择单个供应商，与之签订标准合同 Rank order all proposals to establish a negotiating sequence 对所有建议书排序以确定谈判顺序 A common weighting system is score card. 一般来说，加权体系是一个积分卡,Screening System筛选体系,A screening system involves establishing minimum

9、 requirements of performance for one or more of the valuation criteria.筛选体系是为一个或多个评估标准建立最低执行要求,Independent Estimates独立估算（标底）,In cases, the procuring organization may prepare independent estimates as a check on proposed pricing.多数情况下，采购组织可以编制自己的估算，用以检查报价价格 Independent estimates are often referred to

10、as “should cost” estimates.独立估算经常称为“合理成本”的估算 Project team should be aware of the difference between independent estimates and its own and re-look into the SOW carefully.项目小组应该明白独立估算和对工作说明书仔细审核的区别,Contract合同,Contract is a mutually binding agreement which obligates the seller to provide the specified

11、product and obligate the buyer to pay for it.合同是一个约束双方的协议，使卖方有义务提供规定的产品并使买方有义务付款。 What makes a contract ? 合同有那些特点？ Mutual agreement offer and acceptance约定-付出和得到 Consideration 需要考虑的事项 Contractual capacity (possibility) 履约能力 Legal purpose 目的合法 Form provided by law 合同格式合法,“There must be some value exch

12、ange”利益互换,Three Broad Categories of Contract三种主要的合同类型,Fixed price or lump sum contract involves a fixed total price for a well-defined product.固定总价或总额合同-对一个确定的产品给出固定的总价 Potential problem: both the buyer and seller are at risk if the product is not well-defined.可能出现的问题：如果该产品未能明确界定，买卖双方都将承担风险 buyer: h

13、e may not receive the desired product买方：得不到想要的产品 seller: he may need to incur additional costs in order to provide the product.卖方：为提供该产品需要付出额外的成本 Comparatively, theres more risk for seller 相对来说，卖方的风险更大些 FFP firm fixed price 严格固定价格 FPIF fixed price incentive fee contract: 固定价格加鼓励费 Includes incentives

14、 for meeting or exceeding selected project objectives such as schedule targets. 合同中规定了达到或超过项目目标（比如进度目标）时的鼓励费,Three Broad Categories of Contract三种主要的合同类型,Cost reimbursable contracts involves payment (reimbursement) to the seller for its actual costs. 成本补偿合同-包括对卖方实际成本的补偿性支付 Cost are usually classified

15、 as direct costs or indirect costs. 成本一般分为直接成本和间接成本 direct costs are costs incurred for the exclusive benefit of the project; 直接成本是完全为获得项目利益而产生的成本 Indirect costs are costs allocated to the project by the performing organization as a cost for doing business, also called overhead costs. Indirect costs

16、 are usually calculated as a percentage of direct costs.间接成本是履约组织为项目安排的交易成本，又称一般管理费。间接成本一般用直接成本的百分比计算 This type contract has more risk for buyer 这种类型的合同对买方风险较大 b. CPFF contract cost plus fixed fee 成本加成合同-成本加固定酬金 c. CPIF contract cost plus incentive fee 成本鼓励合同-成本加鼓励酬金,Three Broad Categories of Contra

17、ct三种主要的合同类型,Unit Price contracts the seller is paid a preset amount per unit of service, and the total value of the contract is a function of the quantities needed to complete the work. 单价合同-卖方按照事先确定的价格收取每一个单项服务费用，合同的总价取决于所完成的工作量,Long Term Contract长期合同,Advantage 优点 Better quality commitment from ven

18、dor 卖方可提供更好的质量承诺 Lower price from vender 卖方可提供更低的价格 Better planning 更好的计划性 Less errors by buyer 买方会少犯错误 Less seeking cost 更少的寻找费用 Disadvantage 缺点 Challenge to relationship management 对关系管理的挑战 Lock in problem 问题的隐藏,Legal Nature of Contracts合同的合法性,A contract is a legal relationship subject to remedy i

19、n the courts.合同是一种受法庭矫正约束的法律关系 The legally binding nature of a contract usually leads it to a more extensive approval process.合同的法律约束性意味着可能需要经过更广泛的批准过程 Project team should be acutely aware of the legal implication of actions taken when administrating the contract.项目小组在合同管理过程中应该非常明确法律对每个活动的约定 Use sta

20、ndard clauses whenever possible when writing up contracts. 写合同时，尽量使用标准条款,Ability to define a range of objectives, yet be flexible about some of them 澄清谈判的目标范围，并在谈判过程中灵活处理的能力 Ability to prepare well 良好准备的能力 Ability to listen to and question other parties 倾听和提出问题的能力 Ability to prioritize clearly 清楚地区分

21、优先等级的能力 These proficiencies are useful in everyday life as well as in negotiations.这些技能在日常生活和谈判过程中都是很有用的,Core Skills for Successful Negotiation成功谈判的核心技巧,Contract Administration合同管理,Managing the relationship with the seller.管理和供应商的关系 Purpose is to ensure that both buyer and seller perform in accordan

22、ce with the terms and conditions of the contract. 合同管理的目的是确保买卖双方严格履行合同条款,Contract Administration -Inputs, Outputs, Tools 在适当时间授权承包商工作 Prepare periodic contract status report to monitor contractor cost, schedule, and technical performance; 定期准备合同进展情况报告，以便监控承包商的支出、进度和质量 Inspect and verify the adequacy

23、 of the contractors product; 检查并核实承包商提供的产品是否满足要求 Implement contract change control system. Prepare contract change documentation to ensure the proper approval of changes; 执行合同变更控制系统。准备合同变更文档，确保变更能够得到适当的批准 Communicate the changes to all concerned parties; 将变更传达到相关各方 Processing payment vouchers, etc.

24、处理付款包函,Contract Close-out合同收尾,Completion and settlement of the contract, including resolution of any open items. 合同完成并结算清楚，包括对一些开放条款取得一致意见,Contract Close-out -Inputs, Outputs, Tools 识别成功和失败之处，以便应用于其他项目 Verifies that all work was completed correctly so the the buyer is satisfied 检验所有工作是否已经全部正确完成并使客户满

25、意 Includes updating all records to reflect final results 包括更新所有反映最终结果的记录 Provides a way for final acceptance and closure of the contract提供终验依据并结束项目,HP Practice Introduction惠普经验介绍,CASE STUDY案例学习,Sum Up 总结,Project integration management (Ch.4) 项目集成管理（第4章） Project scope management (Ch. 5) 项目范围管理（第5章） P

26、roject time management (Ch. 6) 项目时间管理（第6章） Project cost management (Ch. 7) 项目成本管理（第7章）,Sum Up 总结,Project quality management (Ch.8) 项目质量管理（第8章） Project human resource management (Ch. 9) 项目人力资源管理（第9章） Project communications management (Ch. 10) 项目沟通管理（第10章） Project risk management (Ch. 11) 项目风险管理（第11章）

27、 Project procurement management (Ch.12) 项目采购管理（第12章）,PM Knowledge Areas and Processes项目管理知识领域与过程,Five Project Management Processes 5组项目管理过程,PM Knowledge Areas and Processes项目管理知识领域与过程,Formal Documentation Within the Project Management Process项目管理过程中的正式文件,Corporate strategic plan 企业战略计划,Project Charter项目任务书,Work Breakdown Structure 工作分解结构（WBS）,