PMBOK项目管理知识体系(上)

1、1,project management workshop 项目管理知识体系（上）,2,主要内容,pmbok outline pmbok 简要介绍 experience sharing 经验共享 case study 案例分析,3,agenda 议程 day 1 第1天,morning上午 9:00-9:30 know each other 互相认识 9:30-10:30 pm overall introduction项目管理总体介绍 10:30-10:40 tea break 休息 10:40-11:10 questions 问题 11:10-11:50 case study1 projec

2、t information collection 案例学习1：项目信息收集 11:50-12:15 case study2 project management plan 案例学习2：项目管理计划,afternoon下午 2:00-2:10 warm up 热身 2:10-3:10 project scope management 项目范围管理 3:10-3:40 questions 问题 3:40-3:55 tea break 休息 3:55-4:55 case study 3 scope statement 案例学习3：范围陈述 4:55-5:15 case study 4 wbs exe

3、rcise 案例学习4：wbs（工作分解结构）练习,4,agenda议程 day 2 第2天,morning上午 9:00-9:10 warm up热身 9:10-10:10 time management 时间管理 10:10-10:20 tea break休息 10:20-10:50 questions问题 10:50-11:50 case study 5 schedule exercise 案例学习5：进度表练习,afternoon下午 2:00-2:10 warm up热身 2:10-3:10 cost management 成本管理 3:10-3:30 integrate manag

4、ement 集成管理 3:30-3:45 tea break 休息 3:45-4:15 questions 问题 4:15-5:00 case study 6 quotation 案例学习6：报价单,5,agenda 议程 day 3 第3天,morning上午 9:00-9:10 warm up 热身 9:10-9:50 hp these identifiers are often know collectively as the code of accounts 工作分解结构中的每一项通常被分配到一个唯一的标志符；这些标志符经常被称为会计科目编码,93,work package工作包,th

5、e items at the lowest level of the wbs are often referred to as work package 在工作分解结构最底层的项经常被称为工作包。 work package can be further decomposed. activity definition 这些工作包也可以再分解。活动定义,94,5.4 scope verification范围确认,1.work results 工作结果 2.product documentation 产品文档,1.formal acceptance 正式验收,1.inspection 检查,tool

6、s & techniques 工具和技术,inputs 输入,outputs 输出,plans, spec. drawing, mii standard 计划，说明，设计，mii标准,customer or sponsor accepted/signed 客户或项目发起人的验收/签字,95,work results工作结果,which deliverables have been fully or partially completed? 那些可交付物已完全或部分完成？ what costs have been incurred or committed? 什么费用已经发生或付出？ delay

7、 from schedule or not? 进度是否延误？,96,5.5 scope change control范围变更控制,1.wbs (baseline) 工作分解结构（基线） 2.performance reports 执行情况报告 3.change request 变更申请 4.scope manage- ment plan 范围管理计划,1.scope changes 范围变更 2.corrective action 纠正措施 3.lessons learned 经验教训,1.scope change control system 范围变更控制系统 2.performance m

8、easurement 绩效度量 3.additional planning 其他计划,tools & techniques 工具和技术,inputs 输入,outputs 输出,97,change control system变更控制系统,a collection of formal, documented procedures that defines the steps by which official project documents may be changed. it includes the paperwork, tracking system, and approval le

9、vels necessary for authorizing changed. 一系列正式的、文档化的程序，它定义了正式的项目文档变更的步骤。变更控制系统包括文档工作、跟踪系统和用于授权变更的批准层次。 ccb-change control board 变更控制委员会（ccb） emergency case 紧急情况,98,performance measurement绩效度量,what is causing the variance 是什么原因造成了偏差？ decide if the variance requires corrective action. 对存在的偏差，决定是否需要采取纠正

10、措施,earned value analysis挣值分析,99,questions 1 问题1,how many major project scope management processes are there? 项目范围管理有几个主要的过程？ what are they?它们是那些？ initiation which processes group? 初始过程 那一个过程组？ scope planning which processes group? 范围计划 那一个过程组？ scope definition which processes group? 范围定义 那一个过程组？ sco

11、pe verification which processes group? 范围验证 那一个过程组？ scope change control which processes group? 范围变更控制 那一个过程组？,bonus 奖品,100,question 2 问题2,scope statement consists of: 范围陈述的组成： project justification 项目论证 project product 项目产品 project deliverables 项目可交付物 project objectives 项目目标,bonus 奖品,101,self-asses

12、sment 1自我评估1,_ - a temporary endeavor undertaken to create a unique product or service. _创造一个独特的产品或服务的有限期的努力 _ - a document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities. _由高级管理者发布的，使项目经理有权申请组织的资源进行项目活动的一份文件。,

13、project 项目,project charter 项目任务书,102,self-assessment 2自我评估2,_ - individuals and organizations who are involved in or may be affected by project activities. _项目活动所包含或影响的个人和组织 _ - a deliverable at the lowest level of the work breakdown structure. _工作分解结构最底层的交付物 _ - a formal, approved document used to

14、guide both project execution and project control. _正式且获准的用于指导项目实施和项目控制文件 _ - the original plan plus or minus approved changes. _最初的计划及容许的正负偏差,stakeholder 项目干系人,work package 工作包,project plan 项目计划,baseline 基线,103,break 休息,104,warm up 预备,105,question 1问题1,one of the initial project documents, issued by

15、 senior management, which outlines the authority of the project manager is called a project charter. as a seller, what other document can be used in its place? 由高级管理层发布的，概括了项目经理权力的叫做项目任务书的最初的项目文件。作为卖方，还有什么文件也可以用在这里？ work breakdown structure 工作分解结构 project scope 项目范围 contract 合同 internal memo 内部备忘录,1

16、06,2,during the planning development process, at times it is necessary to make certain assumptions to enhance the project plan when the data is not available. in regard to making those assumptions, which one of the following is most true for project planning purposes? 在计划编制过程中，有时得不到数据，就有必要进行某些假定。关于假

17、定，以下最适合于计划编制过程的是那一个？ the assumptions will be considered as true, real, or certain.假定将被认为是真的，实际的或确定的。 by making the assumption, it tends to reduce the project risk. 通过做假定，趋向于降低项目风险 project assumptions are based upon historical data used for the project. 项目假定基于项目所用的历史数据 senior management predefines th

18、e budget constraints. 高级管理层预先确定预算限额,107,3,within the five overlapping process groups of: initiating, planning, executing, controlling and closing, which processes dominate in all project phases? 在5个重叠的过程组（启动，计划，实施，控制和收尾）中，那些过程支配所有的项目阶段？ initiating and planning 启动和计划 executing and controlling 实施和控制 p

19、lanning and closing 计划和收尾 they are all essential in each phase 它们包含在每一个阶段中,108,4,each project phase is marked by completion of one or more: 每一项目阶段以一或多个要素的完成为标志 tasks 任务 milestones 里程碑 deliverables 交付物 life cycles 生命周期,109,5,who is directly responsible for satisfying project requirements? 谁直接对满足项目需求负

20、责？ the functional managers 职能经理 top management 管理层 the project manager 项目经理 the customer 客户,110,6,the change control system must include all but which of the following? 变更控制系统必须包含除那一个外的所有内容？ the paperwork 文书工作 the tracking system 跟踪系统 verbal approvals 口头批准 authorization approval levels 授权批准级别,111,7,

21、as applied to projects, temporary means that 在项目中，“临时”的含义是： projects are short in duration 项目在历时上是短的 every project has a definite beginning and end 每个项目均有特定的开始和结束 the undertaking will end at an undetermined time in the future 事业将结束于未来一个不确定的时间 projects can be canceled at any time 项目可以在任何时间撤消 all the

22、above 所有以上的含义,112,8,updates to the wbs, which are most likely to occur when the project involves new or unproven technology, are often called 刷新wbs（工作分解结构），当项目包含新的或不确定的技术时，那一个最可能发生，且经常称为 modifications 更改 enhancements 增加 refinements 精致 alterations 变更,113,9,all the following statements about a wbs are

23、 true except that it - 所有下列关于wbs的陈述都是对的，除了它- provides a framework for organizing and ordering a projects activities 提供组织的框架结构并且使项目活动有序进行 can be similar in appearance to an organizational chart 可以一个类似组织结构图的形式来表示 breaks down a project into successively greater detail by level 把一个项目按等级分解成连续的细节 is a sch

24、eduling method 是一种进度安排的方法,114,10,maintenance is crucially important to projects and should - 维护对项目是至关重要的，应该- be included as an activity to be performed during the closeout phases 应该包含在收尾期间完成的活动内容中 have a separate phase in the life cycle in information systems projects because 6070% of life-cycle cos

25、ts of computer systems are generally devoted to maintenance. 在信息系统项目的生命周期中，应该有单独的维护阶段，因为60-70%的计算机系统的生命周期成本一般花费在维护上 not be viewed as part of the project life cycle 没有被看作是项目生命周期的一部分 always be viewed as a separate project 总是被看作一个单独的项目,115,time management时间管理,schedule 进度表 duration of each activity 每一活动

26、的持续时间 sequencing of activities 活动顺序 activities list 活动清单 wbs 工作分解结构 scope statement 范围陈述 project charter 项目任务书,116,part iii: project management knowledge areas项目管理知识领域,6. project time management 项目时间管理,117,pm knowledge areas andpm processes项目管理知识领域和项目管理过程,118,6.1 activity definition (1)活动定义（1）,ident

27、ifying and documenting the specific activities that must be performed in order to produce the deliverables and sub-deliverables identified in the work breakdown structure. 活动定义就是确定为完成在工作分解结构中规定的可交付成果或半成品而必须进行的具体活动，并将其形成文档。 （写出所有的活动，不要多了，也不要少了）,119,activities and tasks活动和任务,activities 活动,tasks 任务,pmb

28、ok 项目管理知识体系,120,6.1 activity definition (2)活动定义（2）,1.wbs 工作分解结构 2.scope statement 范围说明 3.historic information 历史信息 4.constraints 约束条件 5.assumptions 假定,1.activity list 活动清单 2.supporting detail 详细依据 3.wbs updates 工作分解结构刷新,1.decomposition 分解 2.templates 模板,tools & techniques 工具和技术,inputs 输入,outputs 输出,

29、121,wbs activity list案例：培训的工作分解结构活动清单,培训,总体组织,讲义编写,后勤工作,培训计划,确定培训老师,组织培训班,理论内容,案例分析,案例介绍,预定宾馆,后勤工作,122,decomposition分解,decomposition involves subdividing project elements into smaller, more manageable components in order to provide better management control. 分解是指将项目组件进一步细分，使之更容易管理和控制,123,final outpu

30、ts of decomposition分解的最终输出,scope definition 范围定义 deliverables 可交付物 tangible items 有形的产品,activity definition 活动定义 activities 活动 action steps 行动步骤,124,templates模板,an activity list or a portion of activity list from a previous project. 前一项目的活动清单或清单的一部分,125,activity list (1)活动清单（1）,the activity list mus

31、t include all activities which will be performed on the project. 活动清单必须包含本项目中将进行的所有活动,126,activity list (2)活动清单（2）,organized as an extension to the wbs to help ensure that it is complete and it does not include any activities which are not required as part of the project scope. 活动清单应作为工作分解结构的扩充，以利于确

32、保活动清单的完整，但同时又不包含任何本项目范围中不需要的活动 include descriptions of each activity to ensure that project team members will understand how the work is to be done. 包含每一活动的说明以便项目团队成员理解如何完成该项工作。,wbs dictionary wbs词典,127,supporting detail详细依据,always including all identified assumptions and constraints. 应该包含所有确定的假定和约束

33、条件。 documented and organized. 根据需要归档或组织，以便其他项目管理过程的使用。,128,wbs updates工作分解结构刷新,missing deliverables 遗漏的可交付物 descriptions need to be clarified or corrected. 说明需要澄清或更正。,refinements 精炼,new or unproven technology involved in project 项目中包含新的或未经证明的技术,129,6.2 activity sequencing (1)活动顺序（1）,identifying and

34、documenting interactivity dependencies. 确定各活动之间的依赖关系，并形成文档。 in order to support later development of a realistic and achievable schedule. 为了进一步编制切实可行的进度计划。,130,6.2 activity sequencing (2)活动顺序（2）,1.activity list 活动清单 2.product description 产品说明 3.mandatory dependencies 强制性依赖关系 4.discretionary dependen

35、cies 可自由决定的依赖关系 5.external dependencies. 外部依赖关系 6.constraints 约束条件 7.assumptions 假定,1.project network diagram 项目网络图 2.activity list updates 活动清单刷新,1.pdm 优先图法 2.adm 箭线图法 3.cdm 条件图法 4.network templates 网络模版,tools & techniques 工具和技术,inputs 输入,outputs 输出,131,dependencies依赖关系,mandatory dependencies 强制性依赖

36、关系 inherent in the nature of the work being done. 所做工作中固有的依赖关系 hard logic 硬逻辑关系,discretionary dependencies 可自由决定的依赖关系 defined by pm team based on best practices. 由项目队伍确定，基于“最佳实践” preferred logic 首选逻辑关系 preferential logic 优先逻辑关系 soft logic 软逻辑关系,132,pdm (1) 优先图法（1）,precedence diagramming method 优先图法

37、activity-on-node (aon) 用节点代表活动，也称单代号网络图法 finish-to-start 完成-开始 finish-to-finish 完成-完成 start-to-start 开始-开始 start-to-finish 开始-结束 no loops or conditional branches 没有回路或条件分支,the most commonly used type 最常用的逻辑关系类型,133,pdm (2)优先图法（2）：示例,a,b,d,c,finish 结束,start 开始,e,134,adm (1)箭线图法（1）,arrow diagramming m

38、ethod 箭线图法 activity-on-arrow (aoa) 用箭线代表活动，也称双代号网络图 finish-to-start 完成-开始 require use of dummy activities 需要用到虚活动 no loops or conditional branches 无回路或条件分支,135,adm (2)箭线图法（2）：示例,a,b,c,d,e,f,start 开始,finish 结束,136,conditional diagramming methods (cdm) 条件图法,graphical evaluation and review technique (g

39、ert) 图形评审技术 system dynamics modes 系统动态模式 allow loops or conditional branches. 允许回路或条件分支,a pert chart is a specific type of project network diagram that is seldom used today pert图是项目网络图的一种特殊类型，现在已很少用,137,gert 图形评审技术,allows for probabilistic treatment of both network logic and activity duration. 允许网络逻

40、辑和活动周期两者的可能处理。,138,6.3 activity duration estimating活动历时估算,1.activity list 活动清单 2.constraints and assumptions 限定和假设 3.resource requirements 资源需求 4.resource capabilities 资源供给 5.historical information. 历史资料,1.activity duration estimates 活动历时估算 2.basis of estimates 估算的基础 3.activity list updates 活动清单刷新,1

41、.expert judgment 专家评定 2.analogous estimating 类比估算法 3.simulation 模拟,tools & techniques 工具和技术,inputs 输入,outputs 输出,139,historical information历史信息,elapsed time 公用的数据库 concrete curing? 混凝土养护？ governments response to certain types of requests? 政府组织对某项请求作出回应？,140,analogous estimating类比估算法,top-down estimat

42、ing 自上而下的估算 use actual duration of previous, similar project as the basis for estimating the duration of current project. 从以前类似活动的实际历时为基本依据估算当前项目的历时。 used to estimate the duration of project when there is a limited amount of detailed information about the project. 经常在项目详细信息有限的情况下使用（如在项目的早期阶段）。 it is

43、 a form of expert judgment. 它是一种专家评定的形式。,141,analogous estimating类比估算法,less costly 成本低,less accurate 准确性也低 ,1. the previous projects are similar in fact and not just in appearance. 和以前的项目在本质上而不是表面上相似 2. the individuals and groups preparing the estimates have the needed expertise. 进行估算的个人和群体掌握必要的专门技术

44、,142,simulation 模拟,involves calculating multiple durations with different sets of assumptions. 采用不用的假定计算出多种历时。 the most common is monte carlo. 最常用的是蒙特卡罗分析法。,a distribution of probable results is defined for each activity and used to calculate a distribution of probable results for the total project.

45、 先确定每个活动的可能历时分布，进而利用这些 结果计算整个项目的可能历时分布,from general management 通用管理的方法,detailed in risk management 详见风险分析,143,6.4 schedule development进度计划开发,1.project network diagram 项目网络图 2.activity duration estimates. 活动历时估算 3.resource requirement 资源需求 4.resource pool description 资源池说明 5.calendars 日历 6.constraint

46、s 约束条件 7.assumptions 假定 8.leads and lags 提前和滞后,1.project schedule 项目进度计划 2.support detail 辅助说明 3.schedule management plan 进度管理计划 4.resource requirement updates 资源需求刷新,1.maths. analysis 数学分析 2.duration compression 历时压缩 3.simulation 模拟 4.resource leveling heuristics 资源平衡方法 5.project management softwar

47、e 项目管理软件,tools & techniques 工具和技术,inputs 输入,outputs 输出,144,constraints约束条件,imposed dates. 强制日期 key events or major milestones. 关键事件或主要的里程碑。,documented in later supporting detail 归档在随后的辅助说明里,145,leads and lags提前和滞后,install 安装,s/w install 软件安装,test 测试,h/w install 硬件安装,6/16 7/15,7/16 7/31,6/16 7/15,7/6

48、 7/21,order material 订购材料,install 安装,6/16 7/15,7/26 8/10,lead: 提前：,lag: 滞后：,finish-to- start 完成-开始,aon 活动表示 在节点上,lead 提前,lag 滞后,146,mathematical analysis数学分析,critical path method (cpm) 关键路径法 graphical evaluation and review technique (gert) 图形评审技术 program evaluation and review technique (pert) 计划评审技术

49、,147,pert计划评审技术,uses sequential network logic and a weighed average duration estimate to calculate project duration. 利用顺序的网络逻辑和加权平均历时来估算项目历时 pert weighted average = (optimistic+4*most likely+pessimistic)/6 pert加权平均值=（最理想值+4*最可能值+最悲观值）/6,148,cpm and pert关键路径法和计划评审技术,cpm 关键路径法 sequential network logic

50、 顺序网络逻辑 most likely estimate of duration 最可能历时的估计,pert 计划评审技术 sequential network logic 顺序网络逻辑 distributions mean (expected value) of duration 历时的分布平均值（期望值）,149,cpm and pert (2)关键路径法和计划评审技术,most likely (cpm)最可能的（用在原始cpm计算中）,pert weighted average 计划评审法 加权平均值,pessimistic悲观的,optimistic 乐观的,probability o

51、f occurrence 发生可能性,lower 低,higher 高,shorter短,longer长,possible durations可能历时,beta distribution 贝塔分布,150,duration compression (1)历时压缩（1）,a special case of mathematical analysis that looks for ways to shorten the project schedule without changing the scope. 在范围不变的情况下，利用数学分析的方法来缩短项目周期的方法,crashing 赶工,fas

52、t tracking快速跟进,e.g., in order to meet imposed dates or other schedule objectives 例如，为了满足强制的日期或其他进度目标,151,duration compression (2)历时压缩（2）,crashing 赶工 cost and schedule trade-off 成本和进度的权衡 increased cost 成本增加,fast tracking 快速跟进 doing activities in parallel 平行工作 rework and increased risk 返工，风险增加,152,res

53、ource leveling heuristics资源平衡导向器,reason: resource constrained 原因：资源约束 method: allocate scarce resource to critical path activities first 方法：将稀缺资源首先投入到关键路径上的活动 risk: longer project duration 风险：项目历时变长,resource-based method 资源基础法,153,project schedule项目进度表,the approved project schedule is called schedul

54、e baseline. 经核准的项目进度表叫做进度基线 is a component of the overall project plan. 它是整个项目计划的一部分 provides the basis for measuring and reporting schedule performance. 作为测量和报告进度绩效的基础,154,the formats of project schedule项目进度表的格式,project network diagrams with date information added. 带日期信息的项目网络图 gantt charts (bar cha

55、rts). 甘特图（横道图） milestone charts 里程碑图 time-scaled network diagrams 时标网络图,155,project network diagram with schedule dates 带日期的网络图,code update 编码更新,unit test 单元测试,system test 系统测试,unit test 单元测试,code entries 编码输入,design 设计,write manual 编写使用手册,6/1 6/15,6/16 7/15,7/16 7/31,6/16 6/30,7/1 7/15,6/16 7/15,8/

56、1 8/15,156,milestones chart里程碑图,157,gantt charts甘特图,microsoft project 微软项目,158,6.5 schedule control (1)进度控制（1）,influencing the factors which create schedule changes to ensure that changes are beneficial. 对造成进度变化的因素施加影响，以保证这种变化朝着有利的方向发展 determining that the schedule has changed. 确定进度是否已发生变化 managing

57、the actual changes when and as they occur. 在变化实际发生和正在发生时，对这种变化实施管理,159,6.5 schedule control (2)进度控制（2）,1.project schedule 项目进度表 2.performance report 执行情况报告 3.change requests 变更请求 4.schedule management plan 进度管理计划,1.schedule updates 进度表刷新 2.corrective action 纠正措施 3.lessons learned 经验教训,1.schedule cha

58、nge control system 进度变化控制系统 2.performance measurement 执行情况测量 3.additional planning 补充计划编制 4.pm software 项目管理软件,tools & techniques 工具和技术,inputs 输入,outputs 输出,160,questions 1问题1,how many processes are there in time management? 时间管理有几个过程？ what are they?那些过程？ activity definition processes group 活动定义 过程组

59、 activity sequencing group 活动顺序 组 activity duration estimatinggroup 活动历时估算 组 schedule development group 进度表编制 组 schedule control group 进度控制 组,bonus奖品,161,question 2问题2,pdm (aon) adm (aoa) gert, loops allowed? gert允许有回路吗？ monte carlo? 蒙特卡罗？ pert & cpm leads and lag 提前和滞后 crashing & fast tracking 赶工和快速跟进 the format of schedule 进度表的格式,bonus奖品,bonus奖品,162,break 休息,163,warm up 预备,164,question 问题,a dummy activity 虚活动 is used only in activit