PMBOK項目管理知識體系(上).ppt

僅限內(nèi)部使用，不得外傳,Project Management Workshop 項目管理知識體系（上）,2,主要內(nèi)容,PMBOK Outline PMBOK 簡要介紹 Experience Sharing 經(jīng)驗共享 Case Study 案例分析,3,Agenda 議程 Day 1 第1天,Morning上午 9:00-9:30 know each other 互相認識 9:30-10:30 PM overall introduction 項目管理總體介紹 10:30-10:40 Tea Break 休息 10:40-11:10 Questions 問題 11:10-11:50 Case study1 Project information collection 案例學習1：項目信息收集 11:50-12:15 Case study2 Project Management plan 案例學習2：項目管理計劃,Afternoon下午 2:00-2:10 Warm up 熱身 2:10-3:10 Project scope management 項目范圍管理 3:10-3:40 Questions 問題 3:40-3:55 Tea Break 休息 3:55-4:55 Case study 3 Scope statement 案例學習3：范圍陳述 4:55-5:15 Case study 4 WBS exercise 案例學習4：WBS（工作分解結(jié)構(gòu)）練習,4,Agenda議程 Day 2 第2天,Morning上午 9:00-9:10 Warm up熱身 9:10-10:10 Time Management 時間管理 10:10-10:20 Tea Break休息 10:20-10:50 Questions問題 10:50-11:50 Case Study 5 Schedule exercise 案例學習5：進度表練習,Afternoon下午 2:00-2:10 Warm up熱身 2:10-3:10 Cost Management 成本管理 3:10-3:30 Integrate Management 集成管理 3:30-3:45 Tea Break 休息 3:45-4:15 Questions 問題 4:15-5:00 Case study 6 Quotation 案例學習6：報價單,5,Agenda 議程 Day 3 第3天,Morning上午 9:00-9:10 Warm up 熱身 9:10-9:50 HP & Nortel PM Department Introduction HP和北電項目管理部介紹 9:50-10:10 HP Focus PM Introduction HP項目管理介紹 10:10-10:40 HP PM Development Approach HP項目經(jīng)理發(fā)展通道 10:40-10:55 Tea Break 休息 10:55-11:30 HP Project Analysis: case 1 Unicom HP項目分析：案例1 聯(lián)通 11:30-12:00 HP Project Analysis: case 2 Post II HP項目分析：案例2 郵政II,Afternoon下午 2:00-2:10 Warm up 熱身 2:10-3:30 Case study 7 Overall control 案例學習7 總體控制 3:30-3:45 Tea Break 休息 3:45-4:20 IT SI project overall introduction and lessons learned sharing IT系統(tǒng)集成項目總體介紹和經(jīng)驗教訓共享 4:20-4:45 Huawei PM experience sharing case I 華為經(jīng)驗共享 案例1 4:45-5:10 Huawei PM experience sharing case II 華為經(jīng)驗共享 案例2 5:10-5:20 Training appraisal 培訓評估,6,Introduction 學員自我介紹,Name 姓名 Background on project management 項目管理方面的背景 The objectives to attend the workshop 參加研討班的目標 One sentence to summarize the view on Project Management or Project Manager 用一句話概括對項目管理或項目經(jīng)理的認識,7,Course Objectives（課程目的）,At the end of this course you will be able to: 本課程結(jié)束以后，你應(yīng)該能夠： Describe the Project Management Processes.描述項目管理的過程 Understand the common vocabulary in PMBOK. 理解PMBOK中的通用詞匯 Design your project cycle. 設(shè)計你的項目周期 Apply project knowledge to project cycle.把項目管理知識應(yīng)用于你的項目周期,8,Course code of conduct 課堂行為規(guī)范,All course events will start on time please be ready. 準時開始 Your participation in discussion is expected. 積極參與討論 All ideas and beliefs should be respected. 所有想法和觀點和信仰都將受到尊重 You are expected to apply what you have learned to the exercises. 將所學的知識應(yīng)用于練習 You are encouraged to ask questions. 多問,僅限內(nèi)部使用，不得外傳,?項目管理,?PMI,?PMP,?PM BOK,?Schedule 進度表,Project Manager （項目經(jīng)理）,零零總總的印象,10,Reset!,Reset! 清零!,11,Outline 大綱,Part I: Overall Introduction 總體介紹 Part II: Project processes (5 groups) 項目過程（5組） Part III: Project management knowledge areas (9) 項目管理知識領(lǐng)域（9個）,12,Part I: Overall Introduction 總體介紹,13,What is PMI? 什么是PMI？,Project Management Institute. (PMI)項目管理協(xié)會 目前世界上最大的、由研究人員、學者、咨詢顧問和項目經(jīng)理組建的全球性專業(yè)機構(gòu)。,14,What is PMP? 什么是PMP？,Project Management Professional.項目管理專業(yè)人員 From early of 1980s. 始于八十年代初 Organized by PMI. 由PMI組織認證 More 15,000 PMP till now. 目前有1萬5千多名通過認證的人員,15,What is PMBOK 什么是PMBOK,Project Management Body of Knowledge (PMBOK) PMBOK是項目管理知識體系 PMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是項目管理專業(yè)知識的總論 The PMBOK Guide is a subset of generally accepted project management knowledge and practice. PMBOK導(dǎo)引是公認的項目管理知識和實踐的入門性讀物 Initialed by PMI in late of 1970s. 由PMI初版于七十年代末,16,PMBOK Outline PMBOK要點,Two clues in PMBOK 兩條主線： Processes (5 groups) 5組過程 Knowledge areas ( 9 ) 9個知識領(lǐng)域,17,What is a project? 什么是項目？,A Project is a temporary endeavor undertaken to create a unique product or service. 項目是為了提供一個獨特的產(chǎn)品或服務(wù)而暫時承擔的任務(wù)。項目的特征是臨時性和單件性。,Goal oriented 目標導(dǎo)向 Coordinated Undertaking of Interrelated Activities 合作完成相關(guān)活動 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性,18,Project and Operation 項目和操作的區(qū)別,Project 項目 Performed by people 由人執(zhí)行 Constrained by limited resources.有限的資源 Planned, executed and controlled 計劃、執(zhí)行和控制 Temporary and Unique 暫時性、唯一性,Operation操作 Performed by people 由人執(zhí)行 Constrained by limited resources.有限的資源 Planned, executed and controlled 計劃、執(zhí)行和控制 Ongoing and repetitive 連續(xù)性、重復(fù)性,19,Project and Program 項目和項目群,Project項目 temporary 暫時性 Unique 獨特的 Different from operations 不同于操作,Program 項目群 A group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一個并行管理的項目群，可以比單個項目的管理獲得更多的好處 Includes ongoing operations. 包含連續(xù)的操作 Involve a series of repetitive or cyclical undertakings. 包括一系列重復(fù)或循環(huán)的操作,Sometimes, they are Synonyms.有時， 它們是同義詞,20,Project Management (1) 項目管理（1）,Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 項目管理就是應(yīng)用有關(guān)項目活動的知識、技能、工具和技術(shù)去達到或超越項目干系人對項目的需要和期望,21,Project Management (2) 項目管理（2）,Project Management is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 項目管理是集成的努力和活動。如果某一活動失敗，這一部分通常會影響其他的部分。 These interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrificing performance in another. 這些交互作用常常在項目目標之間取得平衡，這一部分的績效的提高可能需要另一部分績效的下降為代價 Successful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的項目管理，需要主動地管理這些交互的活動，以提高整個項目的績效,22,Management by projects 按項目管理,Describe an organizational approach to the management of ongoing operations. 描述連續(xù)性操作管理的組織方法 Treats many aspects of ongoing operations as projects in order to apply project management to them. 將很多連續(xù)性的操作當作項目，以便用項目管理的方法來管理。,23,Part II: Project Management Processes 項目管理過程,24,Links Among Processes Groups in Phase 在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計劃過程,實施過程,控制過程,收尾過程,25,Initiating Processes (1) 啟動過程,Recognizing the need for the project 確認項目的需求 Determining the project goals and objectives 確定項目的目標 Defining stakeholder expectations 定義項目相關(guān)人員的期望值 Describing the general project scope 說明基本的項目范圍 Selecting the initial members of the project team 選擇基本的項目組成員,26,Initiation Processes (2) 啟動過程（2）,Documents: 文件 - Project Charter 項目任務(wù)書,What should be included in Project Charter? 項目任務(wù)書應(yīng)該包含那些內(nèi)容？,27,Project Charter 項目任務(wù)書,Project Manager named 明確項目經(jīng)理 Purpose of the project 項目的目標 Identification of product or service to be delivered 確認需要交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由投資者和用戶簽署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 當一個項目屬于合同執(zhí)行時，簽定的合同將作為賣方的項目任務(wù)書,28,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計劃過程,實施過程,控制過程,收尾過程,29,Planning Processes (1) 計劃過程（1）,Refining the scope by balancing among quality, time and resource. 在質(zhì)量，時間和資源中取得平衡，從而進一步明確范圍 Activity list and sequencing 活動清單和次序 Schedule 進度表 Budget 預(yù)算 Documenting risk 風險分析 Management Plan 管理計劃（成本、時間、范圍、風險管理計劃等） Get Project Plan approved by the appropriate stakeholders 得到相應(yīng)的主管核準的項目計劃,30,Scope Definition范圍定義,Scope Planning范圍計劃,Resource Planning 資源計劃,Activity definition活動定義,Cost Estimate 成本估算,Activity duration estimate活動時間估計,Activity Sequence 活動順序,Cost Budget 成本預(yù)算,Schedule Develop 進度表編制,Project Plan Develop項目計劃編制,Planning Processes 計劃過程,Core Processes,核心過程,范圍管理,時間管理,成本管理,31,Planning Processes 計劃過程,Communication Planning溝通計劃,Quality Planning質(zhì)量計劃,Organization Planning組織計劃,Staff Acquisition人員獲取,Procurement Planning采購計劃,Solicitation Planning詢價計劃,Risk Identification風險管理,Risk Qualification風險量化,Risk Response Development風險應(yīng)對,(Facilitating Processes 輔助過程),風險管理,采購計劃管理,32,Planning Processes (2) 計劃過程,Planning processes 計劃過程 - Scope statement (scope Planning) 范圍陳述 - WBS (S. Definition) 工作分解結(jié)構(gòu) - Activity List (Activity Definition) 工作步驟 - Project network diagram (Act. Seq.) 項目網(wǎng)絡(luò)圖 - Project Schedule (Schedule Development) 項目進度表 - Cost baseline (cost budgeting) 成本基線 - Scope Management Plan (S. P.) 范圍管理計劃 - Resource requirement (R. planning) 資源需求 - Cost estimates (C. Estimating) 成本估算 - Cost management plan (C. Estimating) 成本管理計劃 - Project schedule management plan (Sch. Deve.) 項目進度管理 - Project Plan (Project Plan Development) 項目計劃,33,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計劃過程,實施過程,控制過程,收尾過程,34,Executing Processes (1) 執(zhí)行過程（1）,Securing the necessary resources to carry out the plan 保證執(zhí)行計劃所需的資源 Leading the team 領(lǐng)導(dǎo)團隊 Meeting with team members 和團隊成員開會 Monitoring progress, measuring performance, and communicating with stakeholders 控制進度，項目的績效和項目干系人的溝通 Identifying and solving problems 識別并解決問題 Resolving conflicts 化解沖突,35,Executing Processes 實施過程,Project Plan Execution 項目計劃實施,Information Distribution 信息發(fā)布,Solicitation 詢價,Source Selection 供應(yīng)商選擇,Team Development 團隊開發(fā),Contract Administration 合同管理,Scope Verification 范圍確認,Quality Assurance 質(zhì)量保證,Facilitating Processes 輔助過程,采購部分,36,Executing Processes (2) 實施過程（2）,Executing Processes 實施過程 Work result (in performance report) 工作結(jié)果 （在執(zhí)行情況報告中） Change request 變更申請,37,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計劃過程,實施過程,控制過程,收尾過程,38,Controlling Processes (1) 控制過程,Identifying deviation from the plan 偏離計劃的識別 Taking corrective actions to align actual progress with the plan 采取矯正措施以使實際進展與計劃保持一致 Receiving and evaluating project change requests from stakeholders 接受和評價來自項目干系人的項目變更需求 Reschedule project activities as necessary 必要時重新安排項目活動 Adapting resource levels as necessary 必要時調(diào)整資源水平 Changing the project scope, as approved by the appropriate authority 得到授權(quán)者批準后，改變項目范圍 Adjusting project goals and obtaining stakeholder acceptance 調(diào)整項目目標并獲得項目干系人的許可,39,Controlling Processes 控制過程,Cost control,Schedule Control,Scope Change Control,Risk Response Control,Quality Control,Performance Reporting,Overall Change Control,Facilitating Processes 輔助過程,執(zhí)行情況報告,總體改變控制,風險應(yīng)對控制,成本控制,進度控制,范圍改變控制,質(zhì)量控制,40,Controlling Processes (2) 控制過程（2）,Documents: 文件 Performance report 執(zhí)行情況報告 Lessons learned 經(jīng)驗教訓,41,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計劃過程,實施過程,控制過程,收尾過程,42,Closing Processes 收尾過程,Acknowledging achievements and results 承認功績和成果 Obtaining final stakeholder acceptance 得到最終項目干系人（客戶）的認可 Closing completed contracts 合同終結(jié) Finalizing documentation of project lessons learned 項目經(jīng)驗教訓的最終定稿 Reviewing the project process/outcome with stakeholders including team members. 和包含項目組成員在內(nèi)的項目干系人一起評估項目過程/成果 Writing the final project report 撰寫項目總結(jié)報告 Shutting down the project office and disbanding the team 關(guān)閉項目辦公室，解散項目組,43,Closing Processes 收尾過程,Contract Close-out 合同終止,Administrative Closure 管理收尾,44,Overlap of Processes Groups in a Phase 過程群的交疊,Phase Start 階段啟動,Phase Finish 階段結(jié)束,Level Of Activity,Initiating Processes 啟動過程,Planning Processes 計劃過程,Executing Processes 實施過程,Controlling Processes 控制過程,Closing Processes 收尾過程,活動（資源投入）水平,45,Questions 1 問題1,PMI? PMP? PMBOK? 2 clues in PMBOK? PMBOK的2條線索？ How many processes? 有多少個過程？ What are they? 有那幾個過程？ How many knowledge areas? 有多少個知識領(lǐng)域？ What are they? 有那些知識領(lǐng)域？,Bonus獎品,Bonus獎品,46,Question 2 問題2,2 characteristics of Project? 項目的2個特征？ Project Management? 什么叫項目管理？ Drawing the relationship among processes? 請畫出過程之間的關(guān)系圖。 The important document in Initiating processes? 啟動過程的重要文件是什么？ Project charter? 什么是項目任務(wù)書？ Risk Identification which processes group? 風險識別在那一個過程組？ Cost Estimating which processes group? 成本估算在那一個過程組？ Scope Definition which processes group? 范圍定義在那一個過程組？,Bonus 獎品,Bonus 獎品,47,Break,Break 休息,48,Warm Up 預(yù)備,49,Warm-up 熱身,各小組派一個代表，在白板上畫圖。 時間：5分鐘,項目管理有幾組processes? 請表述之間的關(guān)系,50,Part III: Project Management Knowledge Areas 項目管理知識領(lǐng)域,51,Project Management Knowledge Areas 項目管理知識領(lǐng)域,52,Part III: Project Management Knowledge Areas 項目管理知識領(lǐng)域,4. Project Integration Management 項目集成管理,53,PM Knowledge Areas and PM Processes 項目管理知識領(lǐng)域和項目管理過程,54,4.1 Project Plan Development 項目計劃編制,1.Other Planning outputs 其他計劃的輸出 2.Historical information 歷史信息 3.Organizational policies 組織的政策 4.Constraints 約束條件 5.Assumptions 假定,1.Project Plan 項目計劃 2.Supporting detail 詳細依據(jù),1.Project Planning Methodology 項目計劃方法論 2.Stakeholders skills and knowledge 項目干系人的技能和知識 3.PMIS 項目管理信息系統(tǒng),Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,55,PMIS 項目管理信息系統(tǒng),Tools and techniques used to gather, integrate, and disseminate the outputs of the other project management processes. 用于收集，集成和發(fā)布其他項目管理過程的輸出,56,PMIS Example 項目管理信息系統(tǒng)的例子,57,Project Plan 項目計劃,Project Charter 項目任務(wù)書 Scope statement (scope Planning) 范圍陳述（范圍計劃編制） Cost baseline (cost budgeting) 成本基線（成本預(yù)算） Project Schedule (Schedule Development) 項目進度表（進度表開發(fā)） WBS (Scope Definition) 工作分解結(jié)構(gòu)（WBS）（范圍定義） Organizational planning 組織計劃編制 Management plan 管理計劃 - Project schedule management plan (Schedule Develop) 項目進度管理計劃（進度表開發(fā)） - Scope Management Plan (S. P.) 范圍管理計劃（S.P.）,58,4.2 Project Plan Execution 項目計劃實施,1.Project plan 項目計劃 2.Supporting detail 詳細依據(jù) 3.Organizational policies 組織政策 4.Corrective action 糾正措施,1.Work results 工作結(jié)果 2.Change requests 變更申請,1.General Mgmt. Skill 一般管理技能 2.Product skill & Knowledge. 產(chǎn)品知識和技能 3.Work authorization system 工作授權(quán)體系 4.Status review meetings 執(zhí)行狀況評價例會 5.PMIS 項目管理信息系統(tǒng) 6.Organizational procedures 組織程序,Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,59,Work Authorization System 工作授權(quán)系統(tǒng),Formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. 是批準項目工作的正式程序，以確保在恰當?shù)臅r間、合適的順序完成工作,60,Status Review Meetings 狀況評價例會,Regularly 定期 Exchange information 交換信息 Internal 內(nèi)部 With customer 和客戶,61,4.3 Overall Change Control (1) 總體變更控制,Influencing the factors which create changes to ensure that changes are beneficial. 對保證能夠產(chǎn)生利益的變更因素施加影響 Determining that a change has occurred 確定變更是否已經(jīng)發(fā)生 Managing the actual changes when and as they occur. 當變更發(fā)生時，管理實際的變更 - Cost management plan (C. Estimating) -成本管理計劃（成本估算）,62,4.3 Overall Change Control (2) 總體變更控制（2）,5.5 Scope Change Control 范圍變更控制 6.5 Schedule Change Control 進度變更控制 7.4 Cost Change Control 成本變更控制 8.3 Quality Change Control 質(zhì)量變更控制 11.4 Risk Change Control 風險變更控制 12.5 Contract Administration 合同管理,63,4.3 Overall Change Control (3) 總體變更控制（3）,1.Project plan 項目計劃 2.Performance reports 執(zhí)行情況報告 3.Change request 變更申請,1.Project Plan updates 項目計劃刷新 2.Corrective action 糾正措施 3.Lessons learned 經(jīng)驗教訓,1.Change control system 變更控制系統(tǒng) 2.Configuration Mgmt.性能管理 3.Performance measurement 執(zhí)行情況測量 4.Additional planning 補充計劃編制 5.PMIS 項目管理信息系統(tǒng),Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,64,Change Control System 變更控制系統(tǒng),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 levels necessary for authorizing changed. 一系列正式的、文檔化的程序，它定義了正式的項目文檔變更的步驟。變更控制系統(tǒng)包括文檔工作、跟蹤系統(tǒng)和用于授權(quán)變更的批準層次。 CCB-change control board 變更控制委員會（CCB） Emergency case 緊急情況,65,Configuration Management 性能管理,Any documented procedure used to apply technical and administrative direction and surveillance to: 一種成文的程序，用來進行技術(shù)和行政指揮及監(jiān)督，其目的是要： Identify and document the functional and physical characteristics of an item or system. 識別某一工作項或系統(tǒng)的功能和物理特性，并形成文件。 Control any changes to such characteristics. 控制這些特性的變化 Record and report the change and its implementation status. 記錄并報告變化及其實施狀態(tài) Audit the items and system to verify conformance to requirements. 對工作項和系統(tǒng)進行審計， 對其是否符合要求進行鑒定,66,Part III: Project Management Knowledge Areas 項目管理知識領(lǐng)域,5. Project Scope Management 項目范圍管理,67,PM Knowledge Areas and PM Processes 項目管理知識領(lǐng)域和項目管理過程,68,Project Scope Management 項目范圍管理,Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully 項目范圍管理的任務(wù)，是確保項目全部包含且只包含那些必需的工作，以成功完成項目。,69,Project Scope and Product Scope 項目范圍和產(chǎn)品范圍,Project Scope 項目范圍 Describe the work required to deliver the product 說明交付產(chǎn)品所必需的工作 Measured against the project plan 與項目計劃相對應(yīng),Product Scope 產(chǎn)品范圍 Describe the product to be delivered 說明所交付的產(chǎn)品 Measured against the requirements 與需求相對應(yīng),70,5.1 Initiation (1) 啟動（1）,Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. 啟動是正式確認一個新項目存在,或現(xiàn)存項目可以進入下一階段的過程 Stimulin 項目得到批準基于以下一個或者多個主要的原因 A market demand 市場需要 A business need 業(yè)務(wù)需要 A customer request 客戶需要 A technological advance 技術(shù)領(lǐng)先的需要 A legal requirement 法律的需要,71,5.1 Initiation (2) 啟動（2）,1.Product Description 產(chǎn)品說明 2.Strategic plan 戰(zhàn)略計劃 3.Project select- ion criteria 項目選擇標準 4.Historical information 歷史信息,1.Project charter 項目任務(wù)書 2.Project manager Identified/assigned 項目經(jīng)理選定/指派 3.Constraints 約束條件 4.Assumptions 假定,1.Project selection Methods 項目選擇法 2.Experts judgment 專家判斷法,Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,72,Product Description 產(chǎn)品描述,The product description documents 產(chǎn)品描述文件 The characteristics of the product or service that the project was undertaken to create. 項目將要創(chuàng)造的產(chǎn)品或服務(wù)的特性 The relationship between product (service) and the business need of project. 產(chǎn)品（服務(wù)）和項目商業(yè)需要之間的關(guān)系,Statement of Work (SOW) 工作陳述（SOW）,73,Project Selection Methods 項目選擇方法,Benefit measurement methods 收益測量法-包括對比法，計分模型、收益分布或經(jīng)濟模型 Constrained optimization methods 約束最優(yōu)法-使用線性、非線性、動態(tài)、整數(shù)和多目標編程等算法的數(shù)學模型,74,Project Charter 項目任務(wù)書,Project Manager named 項目經(jīng)理任命 Purpose of the project 項目目標 Identification of product or service to be delivered 確認將被交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由管理層、項目發(fā)起人和客戶簽署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 當項目在合同環(huán)境下執(zhí)行時，所簽定的合同常被作為賣方的項目任務(wù)書。,75,E.g., a predefined budget 如，預(yù)選確定的預(yù)算,Cons