ProjectManagement

1、project managementchapter1the definition of project項目定義a project is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.a project is a temporary endeavor undertaken to create a unique product or servicemajor chara

2、cteristics of a project項目的主要特征an established objective/ a well-defined objectivean expected result or product/service. a defined life span with a beginning and an end complex/usually, the involvement of several departments and professionals/through a series of interdependent tasks unique/typically,

3、doing something that has never been done before resources/utilizes resources to carry out the tasks constrained by scope, cost, schedule, quality a project has a customer項目管理三要素:時間、成本、質(zhì)量。四要素加范圍，五要素加風(fēng)險項目生命周期包括四個階段：definition stage定義階段specifications of the project are defined；project objectives are es

4、tablished; teams are formed；major responsibilities are assignedplanning stage策劃階段the level of effort increases，and plans are developed to determine what the project will entail，when it will be scheduled, whom it will benefit，what quality level should be maintained, and what the budget will beexecuti

5、on stage實施階段a major portion of the project work takes placeboth physical and mental. the physical product is produced . time, cost, and specification measures are used for control.delivery stage交付階段 delivering the project product to the customer might include customer training and transferring docum

6、ents redeploying project resourcesestablish a baseline plan基線計劃1. project objective.2. divide and subdivide the project scope3. define the specific activities4. a network diagram. sequence and interdependencies of activities to achieve the project objective.5. time estimate 6. cost estimate7. calcul

7、ate a project schedule and budget area covered by p-m（項目管理的知識體系） scope management范圍管理covers processes to complete work required time management時間管理covers areas required to complete a project cost management成本管理describes what is required to bring project within budget quality management質(zhì)量管理ensures th

8、at project satisfies needs for which it was undertaken human resource management人力資源管理describes processes to make effective use of people involved in project performance management 溝通管理covers generation, collection and storage of performance risk management風(fēng)險管理covers identifying, analysing and repor

9、ting risks subcontractor management采購管理covers activities to acquire products/services outside of organisation integration management綜合管理covers activities to ensure project is properly co-ordinatedcapability maturity model能力成熟度模型（cmm-pm）critical success factors項目成功要素1. clearly defined goals and proje

10、ct mission明確目標，任務(wù)2. top management support上層技術(shù)支持3. a competent project manager項目經(jīng)理4. a competent project team項目團隊5. sufficient resources充足的資源6. client/customer involvement and consultation客戶7. good communications溝通8. responsiveness to clients9. proper monitoring and feedback10. appropriate technolog

11、y技術(shù)chapter2 project manager如何做一名項目經(jīng)理 leadership ability ability to develop people communication skill interpersonal skills ability to handle stress problem-solving problem time management skills1 有目標，分析能力2 溝通能力3 時間觀念4 風(fēng)險意識5 應(yīng)變能力6 技術(shù)背景7 團隊意識、組織能力8 經(jīng)驗9 財務(wù)知識10 人際關(guān)系11 法律意識vital dozen rules for project m

12、anagers1. understand the problems, opportunities, and expectations of a pm.2. recognize that project teams will have conflicts, but this is a natural part of group development.3. understand who the stakeholders are and their agendas.4. realize that organizations are very political and use politics t

13、o your advantage5. realize that p-m is “l(fā)eader intensive” but that you must be flexible6. understand that project success is defined by fourcomponents: budget, schedule, satisfaction, performance criteria, and customer7. realize that you must build a cohesive team by being amotivator, coach, cheerle

14、ader, peacemaker, and conflictresolve.8. notice that your team will develop attitudes based onthe emotions you exhibit- both positive and negative.9. always ask “what-if questions and avoid becomingcomfortable with the status of the project.10. dont get bogged down in minutiae and lose sight of the

15、purpose of the project.11. manage your time efficiently.有效管理時間12. above all, plan, plan and plan!chapter 3 organization and project teamtypes of organization structures組織結(jié)構(gòu)種類1functional-type organization職能式組織 職能式組織的優(yōu)缺點：優(yōu)點：（1）人員靈活（2）專家充分利用（3）有利于交流（4）項目具有延續(xù)性（5）晉升途徑缺點：（1）客戶為非中心（2）面向本部門（3）責(zé)任不明確（4）未突出項目（

16、5）難于協(xié)調(diào)2project-type organization項目式組織優(yōu)點：（1）全體負責(zé)（2）溝通容易（3）保留專家（4）目標單一（5）容易協(xié)調(diào)缺點：（1）重復(fù)配置（2）資源儲備（3）與部門矛盾（4）與公司管理矛盾（5）缺少歸屬感3matrix-type organization矩陣式組織分類：弱矩陣，強矩陣，平衡矩陣優(yōu)點：（1）項目為中心（2）減少人員冗余（3）具有歸屬感（4）容易響應(yīng)客戶（5）易管理及資源優(yōu)化缺點：（1）權(quán)力均衡（2）資源沖突（3）多個領(lǐng)導(dǎo)what is organizational culture?什么是組織文化organizational culture refe

17、rs to a system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings.defining the project scope（項目范圍） consists of: project objectives. 項目目標 deliverables. 交付物 milestones. 里程碑 technical requirements. 技術(shù)要求 limits and exclusions. 邊界 reviews with c

18、ustomer. 交流確認范圍定義scope is concerned with defining what is, and what isnt to be included in the project范圍包括： product scope : the features and functions that are to be included in a product or service 工作范圍：為了實現(xiàn)項目目標所完成的工作 project scope : the tasks that need to be done to deliver the product or service

19、產(chǎn)品范圍：對產(chǎn)品功能、性能的目標項目范圍包括1. project objectives項目目標the first step of project scope definition is to define the major objectives to meet your customers needs.project objectives answer the questions of what, when, and how much.項目目標的特點：前期注重質(zhì)量、成本，后期注重時間。 多目標性: 時間、成本、技術(shù)性能 優(yōu)先性: 不同時間，有不同的目標追求 層次性:目標由抽象到具體，具有一定

20、的層次性 戰(zhàn)略性目標（mission） 策略性目標（goal），具體目標 項目的具體計劃項目目標遵循的原則 項目目標遵循的原則:smart specific 明確的 measurable 可度量的 achievable 可達到的 result driven 結(jié)果驅(qū)動的 timing 時間性2. deliverables. 交付物：包括最終的產(chǎn)品，也包括工作產(chǎn)品（軟件既包括代碼也包括文檔）the next step is to define major deliverablesthe expected outputs over the life of the project.3. milesto

21、nes. 里程碑：時間、標志性的重大事件 a milestone is a significant event in a project that occurs at a point in time. the milestone schedule shows only major segments of work the milestone schedule is built using the deliverables as a platform. for example:testing complete and finished by july 1 of the same year. mi

22、lestones should be natural, important control points in the project. milestones should be easy for all project participants to recognize.4. technical requirements.more frequently than not a product or service will have technical requirements to ensure proper performance.5. limits and exclusions.the

23、limits of scope should be defined. failure to do so can lead to false expectations and to expending resources and time on the wrong problem.exclusions further define the boundary of the project by stating what is not included.6. reviews with customer.completion of the scope checklist ends with a rev

24、iew with your customer-internal or external. the main concern here is the understanding and agreement of expectations.is the customer getting what he or she desires in deliverables? does the project definition identify key accomplishments, budgets, timing, and performance requirements? are questions

25、 of limits and exclusions covered?clear communication in all these issues is imperative to avoid claims or misunderstanding.project scope management項目范圍管理 consists of: selection & initiation scope planning scope definition scope verification scope change controlresponsibility matrix (rm)項目責(zé)任矩陣是以表格形式

26、來表述完成工作分解結(jié)構(gòu)（wbs）的工作中每項工作任務(wù)或工作活動的個人責(zé)任的一種明細表示法。work breakdown structure (wbs)工作分解結(jié)構(gòu)：項目進度管理活動定義的基本依據(jù)：工作分解結(jié)構(gòu)的實質(zhì)就是把較大的工作任務(wù)根據(jù)各自不同的工作性質(zhì)劃分成不同的組成部分。如下分解步驟：1.總項目2.子項目和主體工作任務(wù)3.主要工作任務(wù)4.次要工作任務(wù)5.小工作任務(wù)或工作元素分解到一般明確的責(zé)任人（一個人）（時間一般超過七天）chap6項目進度計劃進度計劃通過進度計劃說明，何時完成哪些工作。planning determines what needs to be done, who wil

27、l do it, how long it will take, and how much it will cost. taking the time to develop a well-thought-out plan is critical to the successful accomplishment of the project objective. many projects have overrun their budgets, missed their completion dates, or only partially met their technical specific

28、ations because no viable plan was created before the project was started. to avoid this, you must plan the work, then work the plan.項目進度計劃方法：1. 關(guān)鍵日期法2. 甘特圖3. 網(wǎng)絡(luò)計劃技術(shù)：關(guān)鍵路徑法，計劃評審技術(shù)五種時間日期：early 最早日期late 最遲日期baseline 基線日期scheduled 計劃日期actual 實際日期網(wǎng)絡(luò)計劃技術(shù)三個主要階段：1 計劃階段-構(gòu)造網(wǎng)絡(luò)圖2 進度安排階段-重點安排關(guān)鍵任務(wù)進度3 控制階段-調(diào)控以及改進te

29、(1)=0te(2)=te(1)+t(1,2)=0+2=2te(3)=te(2)+t(2,3)=2+1=3te(4)=te(3)+t(3,4)=3+5=8te(5)=max(te(3)+t(3,5),te(4)+t(4,5)=max(11,8)=11te(6)=max(te(5)+t(5,6),te(2)+t(2,6)=max(14,11)=14te(7)=15練習(xí)1活動代碼活動描述歷時（分鐘）前置任務(wù)a菜單定制30b采購原料60ac餐具準備45ad甜點準備55be原料清洗60bf烹飪30d,eg桌椅布置15ch宴會開始0f,g結(jié)構(gòu)特點關(guān)鍵活動：abefh練習(xí)2：第七章 項目估算與資源管理21項目估算方法：時間估算1 經(jīng)驗類比估算法：是指以前類似活動的實際歷時為基本依據(jù)估算未來的活動2 利用歷史數(shù)據(jù)法3 專家意見：利用專家判定評估活動排序正確與否4 德菲爾法：（平均法）利用一個群體的知識來獲得一種估計5 三點法：預(yù)先估計出活動完成的三種可能時間然后應(yīng)用概率的方法計算出各項活動作業(yè)時間的平均值和方差。成本估算法1 類比估算法：是指利用以前類似項目的實際成本作為估算當前項目成本的基本依據(jù)。2 參數(shù)模型法：3 自下向上的估算：22估算過程：size范圍 effort工作量 cost成本 schedule hr人 ri