華中科技大學(xué)項(xiàng)目管理

1、會計(jì)學(xué)1華中科技大學(xué)項(xiàng)目管理華中科技大學(xué)項(xiàng)目管理第1頁/共45頁2021-12-42第1頁/共45頁第2頁/共45頁2021-12-43第2頁/共45頁第3頁/共45頁2021-12-44第3頁/共45頁第4頁/共45頁2021-12-45第4頁/共45頁第5頁/共45頁2021-12-46第5頁/共45頁第6頁/共45頁2021-12-47Note: The PMBOK Guide includes similar charts for each knowledge area.第6頁/共45頁第7頁/共45頁2021-12-48Focus on pulling everything to-g

2、ether to reach project success!第7頁/共45頁第8頁/共45頁2021-12-49第8頁/共45頁第9頁/共45頁2021-12-410計(jì)劃編制過程計(jì)劃編制過程時間時間6.3活動歷時估計(jì)范圍范圍5.2范圍計(jì)劃編制時間時間6.1活動定義時間時間6.2活動排序時間時間6.4進(jìn)度計(jì)劃開發(fā)成本成本7.2成本估算范圍范圍5.3范圍定義成本成本7.1資源計(jì)劃編制風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.1風(fēng)險(xiǎn)管理計(jì)劃編制成本成本7.2成本預(yù)算整體整體4.1項(xiàng)目計(jì)劃編制核心過程核心過程啟動過程啟動過程范圍范圍5.1啟動執(zhí)行過程執(zhí)行過程輔助過程輔助過程整體整體4.2項(xiàng)目計(jì)劃實(shí)施質(zhì)量質(zhì)量8.2質(zhì)量保證人力資

3、源人力資源9.3團(tuán)隊(duì)開發(fā)采購采購12.3詢價(jià)采購采購12.4資源選擇采購采購12.5合同管理溝通溝通10.2信息發(fā)布控制過程控制過程輔助過程輔助過程整體整體4.3綜合變更控制范圍范圍5.5范圍變更控制時間時間6.5進(jìn)度計(jì)劃控制范圍范圍5.4范圍驗(yàn)證成本成本7.4成本控制質(zhì)量質(zhì)量8.3質(zhì)量控制風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.4風(fēng)險(xiǎn)控制溝通溝通10.3績效報(bào)告收尾過程收尾過程采購采購12.6合同收尾溝通溝通10.4管理收尾項(xiàng)目整體項(xiàng)目整體4.1項(xiàng)目計(jì)劃制定4.2項(xiàng)目計(jì)劃實(shí)施4.3綜合變更控制第9頁/共45頁第10頁/共45頁2021-12-411第10頁/共45頁第11頁/共45頁2021-12-412計(jì)劃編制過程

4、計(jì)劃編制過程時間時間6.3活 動 歷 時估計(jì)范圍范圍5.2范 圍 計(jì) 劃編制時間時間6.1活動定義時間時間6.2活動排序時間時間6.4進(jìn) 度 計(jì) 劃開發(fā)成本成本7.2成本估算范圍范圍5.3范圍定義成本成本7.1資 源 計(jì) 劃編制風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.1風(fēng)險(xiǎn)管理計(jì)劃編制成本成本7.2成本預(yù)算整體整體4.1項(xiàng) 目 計(jì) 劃編制質(zhì)量質(zhì)量8.1質(zhì) 量 計(jì) 劃編制人力資源人力資源9.1組 織 計(jì) 劃編制時間時間9.2人員獲取采購采購12.1采 購 計(jì) 劃編制采購采購12.2詢 價(jià) 計(jì) 劃編制溝通溝通10.1溝 通 計(jì) 劃編制風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.2風(fēng)險(xiǎn)識別風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.3定 性 風(fēng) 險(xiǎn)分析風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.4定 量 風(fēng) 險(xiǎn)分

5、析風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.5風(fēng) 險(xiǎn) 應(yīng) 對計(jì)劃核心過程核心過程來 自啟動 過程來 自控 制過程去 向執(zhí) 行過程第11頁/共45頁第12頁/共45頁2021-12-413第12頁/共45頁第13頁/共45頁2021-12-414第13頁/共45頁第14頁/共45頁2021-12-415第14頁/共45頁第15頁/共45頁2021-12-416Project Management Plan Sections Introduction Project Organization M anagerial Process Project Scope or W ork to Be Completed Project

6、Schedule Project Budget Project Name; Organization charts; Management Objectives Major W ork Packages Summary Schedule Summary Budget Project Description and Need; Project Responsibilities Project Controls Key Deliverables Detailed Schedule Detailed Budget Sponsor; Other Organization-Related Informa

7、tion risk management; Other Scope-Related Information Other Schedule-Related Information Other Budget-Related Information Project Manager and Key Team Members; Project Staffing Project Deliverables Technical Processes Reference Materials Section Topics Definitions and Acronyms PMBOK GUIDE 第15頁/共45頁第

8、16頁/共45頁2021-12-417Project M anagement Plan Sections Introduction Project Organization M anagerial Process Technical Process W ork Packages, Schedule, and Budget Project overview; Process model; M anagement objectives and priorities; M ethods, tools, and techniques; W ork packages; project deliverab

9、les; organizational structure; assumptions, dependencies, and constraints; software documentation; Dependencies; evolution of the SPM P; organizational boundaries and interfaces; risk management; project support functions resource requirements; reference materials; project responsibilities monitorin

10、g and controlling mechanisms; budget and resource allocation; Section Topics definitions and acronyms staffing plan schedule IEEE Std 10581-1987 第16頁/共45頁第17頁/共45頁2021-12-418內(nèi)容相關(guān)的項(xiàng)目管理過程項(xiàng)目總結(jié)(project summary),項(xiàng)目章程(project chart)啟動(initiation)財(cái)務(wù)說明和現(xiàn)金流預(yù)測(financial statement and cash flow forecast)成本預(yù)算(c

11、ost budgeting)技術(shù)規(guī)范(specification),程序指南(procedure guide)質(zhì) 量 計(jì) 劃 編 制 ( q u a l i t y planning)工作說明(work statement),范圍說明(scope statement),工作分解結(jié)構(gòu)(WBS)范 圍 計(jì) 劃 編 制 ( s c o p e planning)綜合進(jìn)度計(jì)劃(master schedule),主要里程碑(main milestones)進(jìn)度計(jì)劃制定(schedule planning)預(yù)算和成本控制系統(tǒng)(budgets and cost control systems)成本預(yù)算(co

12、st budgeting),成本估算(cost estimating)執(zhí)行情況測量基準(zhǔn)(performance measure baselines)溝通計(jì)劃編制(communication planning)活動/事件網(wǎng)絡(luò)計(jì)劃(activities /events network plan)進(jìn)度計(jì)劃制定(schedule planning)第17頁/共45頁第18頁/共45頁2021-12-419內(nèi)容相關(guān)的項(xiàng)目管理過程材料和設(shè)備預(yù)測(material and equipment forecast)采購計(jì)劃編制(procurement planning)項(xiàng)目組織計(jì)劃(project organi

13、zation plan)組織計(jì)劃編制(organization planning)項(xiàng)目人事計(jì)劃(project personnel plan),關(guān)鍵人員(key staff),責(zé)任分配矩陣(responsibility assignment matrix)報(bào)告和審查程序(reporting and review procedure)溝通計(jì)劃編制(communication planning)變更控制系統(tǒng)(change control system)整 體 變 更 控 制 ( o v e r a l l change control)尚未定論的問題和有待作出的決策(open issues and

14、 pending decision)風(fēng)險(xiǎn)管理計(jì)劃編制(risk management planning), 風(fēng)險(xiǎn)評估等(risk assessment and others)風(fēng)險(xiǎn)評估(risk assessment)第18頁/共45頁第19頁/共45頁2021-12-420第19頁/共45頁第20頁/共45頁2021-12-421Key Stakeholders Ahmed Susan Erik Mark David Organization Internal senior management Project team Project team Hardware vendor Project

15、 manager for other internal project Role on project Sponsor of project and one of the companys founders DNA sequencing expert Lead programmer Supplies some instrument hardware Competing for company resources Unique facts Demanding, likes details, business focus, Stanford MBA Very smart, Ph.D. in bio

16、logy, easy to work with, has a toddler Best programmer I know, weird sense of humor Start-up company, he knows we can make him rich if this works Nice guy, one of oldest people at company, has 3 kids in college Level of interest Very high Very high High Very high Low to medium Level of influence Ver

17、y high; can call the shots Subject matter expert; critical to success High; hard to replace Low; other vendors available Low to medium Suggestions on managing relationship Keep informed, let him lead conversations ,do as he says and quickly Make sure she reviews specifications and leads testing; can

18、 do some work from home Keep him happy so he stays; emphasize stock options; likes Mexican food Give him enough lead time to deliver hardware He knows his project takes a back seat to this one, but I can learn from him 第20頁/共45頁第21頁/共45頁2021-12-422第21頁/共45頁第22頁/共45頁2021-12-423第22頁/共45頁第23頁/共45頁2021-

19、12-424執(zhí)行過程執(zhí)行過程輔助過程輔助過程整體整體4.2項(xiàng)目計(jì)劃實(shí)施質(zhì)量質(zhì)量8.2質(zhì)量保證人力資源人力資源9.3團(tuán)隊(duì)開發(fā)采購采購12.3詢價(jià)采購采購12.4資源選擇采購采購12.5合同管理溝通溝通10.2信息發(fā)布來 自計(jì) 劃過程來 自控 制過程去 向控 制過程第23頁/共45頁第24頁/共45頁2021-12-425第24頁/共45頁第25頁/共45頁2021-12-426第25頁/共45頁第26頁/共45頁2021-12-427第26頁/共45頁第27頁/共45頁2021-12-428第27頁/共45頁第28頁/共45頁2021-12-429*Note: 1996 PMBOK called

20、 this process “overall change control”第28頁/共45頁第29頁/共45頁2021-12-430來 自執(zhí) 行過程控制過程控制過程輔助過程輔助過程整體整體4.3綜合變更控制范圍范圍5.5范圍變更控制時間時間6.5進(jìn)度計(jì)劃控制范圍范圍5.4范圍驗(yàn)證成本成本7.4成本控制質(zhì)量質(zhì)量8.3質(zhì)量控制風(fēng)險(xiǎn)風(fēng)險(xiǎn)11.4風(fēng)險(xiǎn)控制去 向執(zhí) 行過程溝通溝通10.3績效報(bào)告去 向計(jì) 劃過程去 向收 尾過程第29頁/共45頁第30頁/共45頁2021-12-431第30頁/共45頁第31頁/共45頁2021-12-432第31頁/共45頁第32頁/共45頁2021-12-433第3

21、2頁/共45頁第33頁/共45頁2021-12-434第33頁/共45頁第34頁/共45頁2021-12-435第34頁/共45頁第35頁/共45頁2021-12-436第35頁/共45頁第36頁/共45頁2021-12-437communicate changes第36頁/共45頁第37頁/共45頁2021-12-438ANSWER: project plan development, project plan execution, and integrated change control ANSWER: to facilitate action or guide project execution ANSWER: a stakeholder analysis 第37頁/共45頁第38頁/共45頁2021-12-439your project team, and you have up to one year to complete the project.第38頁/共45頁第39頁/共45頁2021-12-440第39頁/共45頁第40頁/共45頁2021-12-441Focus on pulling everything to-gether to reach project success!第40