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1、8-1,Chapter 8Managing Projects, David OSullivan,8-2,Reflections,What is creativity? List and explain five graphic-based tools that can be used for generating ideas. Where do ideas come from? Explain the mind mapping tool. How are failure modes scored in the failure mode effects analysistechnique? De

2、tail a simple form for capturing critical data for an idea. Explain the importance of lead users in generating new ideas.,8-3,Activities,Discussion of selected student Activities from previous chapter,8-4,Learning Targets,Outline the key stages of a project life cycle Understand the types of investm

3、ents necessary for projects Explain the importance of risk management in projects Construct a simple costbenefit analysis for a project Understand a number of tools for managing projects Understand the six stages of the buyer experience life cycle Detail a simple form for capturing critical data for

4、 a project,8-5,Projects and Portfolios,Project Management Managing an individual project Managing project resources Achieving project goals Portfolio Management Managing a group of projects Managing organisational resources Achieving organisational goals,8-6,Semantics,Projects Initiatives Actions Ta

5、sks,Portfolios Programs Initiatives,8-7,Projects,A unique, nonpermanent, goal-centered activity with a predefined life cycle, constrained by cost and resource availability Sample projects related to innovation: Installing a new piece of production equipment Developing a new technology or science Res

6、tructuring a department Installing a new computer system Developing a preventive maintenance program Building a new plant Developing a new product or service,8-8,Project Characteristics,Goal Centered Resources Life Cycle Unique Budgets Responsibilities,8-9,Project Planning,A project can represent a

7、large investment of time, money, and resources Planning a project effectively can: Maximize contribution to goals Fundamental to the financial considerations Crucial to scheduling of resources and the control of progress and costs,Structured Approach,Schedule,Cost,Scope of work,8-11,Project Planning

8、 Elements,Workpackages Tasks Deliverables Gates and milestones Resources,Work Breakdown Structure,8-13,Sample Work package,8-14,Sample Deliverables,8-15,Project Scheduling,A schedule is the conversion of a project action plan into an operating timetable Scheduling of people, equipment, information a

9、nd their interrelationship Fundamental basis for Understanding project complexity Monitoring and controlling project activity and budget Tool for the management of projects.,8-16,Worker-Month Allocation,8-17,Gantt Charts,8-18,Project Control,Once operational, control of the project is necessary to:

10、Measure progress Identify deviations Take corrective action (when needed) Continuous cycles of planning, implementation, and reviewing take place throughout the project lifecycle,8-19,Risks,Identification Which risks are likely to affect the project Quantification Probability and consequences of ris

11、ks Mitigation Methods for the reduction and control of risks Control Documenting the lessons learned,The Three Dimensions of Risk,Communication Risk,Conversation Example,Social Risk,Power Individualism Masculinity Uncertainty Avoidance,8-23,Power Distance,Individualism,Masculinity,Uncertainty Avoida

12、nce,8-28,Quantitative Techniques,Payback Return on investment (ROI) Net present value (NPV) Disadvantage with all quantitative techniques in project assessment is that the figures used often are estimates at best and can be incorrect,8-29,Payback,Net annual cash flow (NACF) revenues derived from inv

13、estment (IC) should pay back investment over a certain payback period (n),8-30,Example,Machine costs 85,000 and generates revenues of 55,000 per year for 7 years. It costs 30,000 to operate machine. At the end of year 7 machine is scrapped. NACF = 55,000-30,000=25,000 IC = 85,000 n = 85,000/25,000 =

14、 3.4 years,8-31,Payback,Capital Recurrent Costs Recurrent Revenues Additional Revenues Cost Avoidance Cost Savings Payback=(Capital-Costs)/Revenues,Estimate Classification,Earned Value Management,Volume (MHs),Time,8-34,Qualitative techniques,Fit with organizational goals and objectives Fit with comp

15、etitive necessity for sustainability Fit with existing product or service range Fit with available resources Fit with existing competencies Fit with desired future competencies Fit relative to competitor direction Fit relative to risk quotient Fit with other innovation projects, ongoing or planned,8

16、-35,Qualitative Techniques,8-36,Project Innovation,Portfolio and Project Management,Portfolio Management,Project Management,Teams Individuals Teams Skills Learning Review,Goals Statements Requirements Strategies Measures,Results Status Scorecard Trends,Innovations Stimuli Creations Problems Ideas,Pr

17、ojects Specification Ranking Schedules Deployment,8-38,Project Tools,Concurrent engineering Quality function deployment (QFD) Buyer utility mapping Rapid prototyping,8-39,House of Quality,8-40,Buyer Utility Map,8-41,Summary,Outline the key stages of a project life cycle Understand the types of investments necessary for projects Explain the importance of risk management in projects Construct a simple costbenefit analysis for a project Understand a number of tools for managing projects Understand the six stag

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