1、項目管理培訓2001年10月1目錄項目管理概覽項目管理過程介紹項目管理知識領域介紹PROJECT軟件入門測驗案例分析2發(fā)達國家對項目管理的認識已經(jīng)相當成熟項目管理具有普遍性項目管理對項目的成功具有重要作用項目管理需要特殊的管理方法項目管理已經(jīng)發(fā)展成為一門管理科學越來越多的組織、企業(yè)開始重視項目管理據(jù)Fortune預測，項目經(jīng)理將成為21世紀年輕人的首選職業(yè) 精品資料網(wǎng)3相關組織和知識體系PMI（ Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Profe

2、ssional)PMP認證考試4項目的定義PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration5項目管理的定義PROJECT MANAGEMENT is the application of knowledge, skills, tools, and techniques to project activities to meet project requ

3、irementsScope, time, cost, and qualityStakeholders with differing needs and expectationsIdentified requirements （needs） and unidentified requirements （expectations）6項目管理的相關知識結(jié)構(gòu)常見的項目管理知識與實踐一般的管理知識和實踐應用領域的知識與實踐7項目的利益相關者（Stakeholders）積極參與項目，或其利益受到項目執(zhí)行過程或項目成功完成的影響的個人和組織。項目經(jīng)理客戶運營中的組織出資人8外部影響標準法規(guī)國際化文化社會、經(jīng)

4、濟、環(huán)境 精品資料網(wǎng)9項目階段的劃分Each project phase is marked by completion of one or more deliverables.Deliverable: tangible, verifiable work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively10項目生命周期Project life cycle serves to define t

5、he beginning and the end of a project.Project life cycle V.S. Product life cycleprogramsubproject11項目組織職能式矩陣式弱矩陣平衡矩陣強矩陣項目式項目經(jīng)理職責項目經(jīng)理授權(quán)項目經(jīng)理時間項目協(xié)調(diào)力度12項目管理五大階段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes13項目管理過程Initiating ProcessesPlanning ProcessesCon

6、trolling ProcessesExecuting ProcessesClosing Processes14項目管理九大知識領域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement

7、 Management15Project Integration Management項目計劃、執(zhí)行和控制的不同過程的綜合集成項目管理與企業(yè)日常運營的集成產(chǎn)品范圍與項目范圍的集成不同職能部門的成果的集成項目中各約束條件的集成16Project Scope ManagementProduct scope v.s. Project scope17InitiationOutputs:Project charterProject manager identified/assignedConstraintsAssumptions18Scope PlanningOutput:Scope statement

8、Supporting detailScope management19Scope Definition目的：提高估算成本、時間、資源的準確度定義 衡量和控制項目績效的基線明確職責的分派Output:Work Breakdown Structure （WBS）正確的范圍定義是項目成功的關鍵20Scope VerificationScope verification v.s. quality control21Scope Change Control目的：影響產(chǎn)生范圍變化的因素，以保證變化是有益的確定范圍的變化會發(fā)生對變化是否已經(jīng)發(fā)生和發(fā)生的時間進行管理22產(chǎn)生變化的主要原因一個外部事件（如政府法

9、規(guī)的改變）在產(chǎn)品范圍定義中發(fā)生的失誤在項目范圍定義中發(fā)生的失誤增值引起的變化（如新技術的引入）23Project Time ManagementActivity Definitionactivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed time24Activity SequencingDependenciesMandatory, Discretionary, ExternalPDM（AON）: FS, FF, SS, SFADM（AOA）: F

10、SGERT: Loop or conditional branches25Schedule Development考慮因素：項目網(wǎng)絡圖（活動順序）活動時間估計資源需求可獲得資源日歷（項目、資源）限制條件假設前提活動的時間間隔26Schedule Development幾種常見的表示方法壓縮時間的方法CPMCrashingFast trackingResource leveling27Schedule Control關鍵路徑法最早啟動時間（ES）最遲啟動時間（LS）Float舉例28Project Cost ManagementResource PlanningCost EstimatingCo

11、st BudgetingCost Control29常用術語PV: Present ValuePV = FV / （1+r）nNPV: Net Present ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed30Project Quality ManagementQuality policyProject & ProductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s.

12、 Inspected inManagement responsibilityPDCA with phases31Project Quality ManagementQuality PlanningQuality AssuranceQuality Control32Cost of QualityPrevention CostsAppraisal CostsFailure CostsInternalExternal33Quality ControlChecklistPareto diagramsCause-and-Effect diagram34Pareto Diagram Sample35Qua

13、lity ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustments36Project Human Resource Management項目的臨時的特點，必然導致人員和組織的關系總是不斷改變和具有臨時性。企業(yè)中的人力資源管理一般都不是項目管理者的直接責任，但作為項目的管理者，必須充分意識到這方面的管理要求對完成項目的保證作用。與溝通管理密切相關37Organizational PlanningIdentifying, documenting, assigningroles, responsib

14、ilities, reporting relationshipsRAM38RAEW39團隊能力組合專業(yè)知識組織協(xié)調(diào)能力操作型專家型協(xié)調(diào)型決策型40Staff Acquisition與職能部門或其他項目的經(jīng)理談判預先指定的從外部獲得（采購）41Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.42Project Communications

15、 Management典型的項目經(jīng)理有75% - 90%的時間用于溝通Communications PlanningCommunications DistributionPerformance ReportingAdministrative Closure43溝通的規(guī)模44項目經(jīng)理的基本職責PlanningOrganizingLeadershipControl項目經(jīng)理有75% - 90%的時間用于溝通45項目經(jīng)理權(quán)威的來源正式任命獎勵懲罰專業(yè)能力人格魅力46X - Y 理論X理論：認為一般情況下工人都是懶惰的，需要監(jiān)管Y理論：假設工人們不受到監(jiān)管時也都愿意工作47Conflict Manage

16、mentWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-lose48Performance ReportingStatus reportingProgress reportingForecasting49Performance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work Perfo

17、rmedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performance IndexCPI = BCWP / ACWP50Performance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget

18、(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EAC51Performance Management通過持續(xù)的溝通，發(fā)現(xiàn)問題并解決問題，不斷提高績效52Project Risk Management貫穿在整個項目過程中包括內(nèi)部風險和外部風險同時意味著威脅和機會充分考慮成本因素53Concepts54Risk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and in

19、terpretationThresholdsReporting formatsTracking55Risk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.56Risk Identification OutputsOutputs:Risks (events & conditi

20、ons)Triggers (symptoms)Inputs to other processes57Qualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stabilityconsequences58Quantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBet

21、a distributionTriangular distributionMonte Carlo simulation59Quantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magnitude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 n60Risk Response DevelopmentAvoidanceTransferenceMitigationAcceptance61Risk Monitoring and Control保證風險管理計劃的執(zhí)行隨時注意計劃中的風險的征兆隨時注意計劃外的風險的可能62Procurement PlanningMake - or - Buy analysisContract type selectionFixe