項目管理知識體系概覽范文課件

1、項目管理知識體系概覽1Project Management Focus AreasProject Plan DevelopmentOverall Change ControlProject Plan ExecutionIntegration ScopeScope VerificationScope DefinitionScope PlanningScope Change ControlTimeProcurement PlanningRisk IdentificationComm PlanningOrganizational PlanningQuality PlanningActivity De

2、finitionSchedule ControlSchedule DevelopmentActivity Duration EstimationActivity SequencingCostQualityHuman ResourceCommun-icationsRiskProcure-mentResource PlanningCost ControlCost EstimatingCost BudgetingQuality ControlQuality AssuranceTeam DevelopmentStaff AcquisitionAdministrativeClosurePerforman

3、ce ReportingInformation DistributionRisk QuantificationRisk Response DevelopmentRisk Response ControlSoliciation PlanningSoliciationSource SelectionContract AdministrationContract CloseoutInitiationExecuting ProcessControlling ProcessPlanning ProcessInitiating ProcessClosing Process項目管理知識體系概覽1Initia

4、tionScope PlanningScope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost BudgetingProject Plan DevelopmentProject Plan ExecutionPerformance ReportingAdministrativeClosureOverall Change ControlContract CloseoutInitiat

5、ingPlanningExecutingControllingClosingcorefacilitatingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement PlanningSoliciation PlanningOrganizational PlanningStaff A

6、cquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationInitiatingPlanningExecutingControllingClosingProject Management Processes Groups項目管理知識體系概覽1InitiationProject Plan ExecutionPerformance ReportingAdministrativeClosure

7、Overall Change ControlContract CloseoutInitiatingExecutingControllingClosingProject CharterProject Mgr IDd/AssignedConstraints / AssumptionsScope PlanningScope DefinitionActivity DefinitionResource PlanningActivity SequencingActivity Duration EstimationCost EstimatingSchedule DevelopmentCost Budgeti

8、ngProject Plan DevelopmentPlanningCoreScope StatementSupporting DetailScope Mgmt PlanWBSActivity ListSupporting DetailWBS UpdatesProject Network DiagramActivity List UpdatesActivity Duration EstimatesBasis of EstimatesActivitly List UpdatesProject ScheduleSupporting DetailSchedule Mgmt PlanResource

9、ReqmtsUpdatesResource RequirementsCost EstimatesSupporting DetailCost Mgmt PlanCost BaselineProject PlanSupporting DetailWork ResultsChange RequestsPerformance ReportsChange RequestsProject ArchivesFormal AcceptanceLessons LearnedContract FileFormal Acceptance & ClosureProject Management Process

10、es Groups項目管理知識體系概覽1Scope ChangesCorrective ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response DevelopmentProcurement PlanningS

11、oliciation PlanningOrganizational PlanningStaff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate at CompletionLessons LearnedClosingPr

12、oposalsProcurement Mgmt PlanStatement(s) of WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/Respons AssignmentsStaffing Mgmt PlanO

13、rganization ChartSupporting DetailProject staff assignedProject team directorySources of RiskPotential RiskEventsRisk SymptomsInputs to other processesOpportunities to PursueThreats to Respond toOpportunities to IgnoreThreats to AcceptRisk Mgmt PlanInputs to other processesContingency PlansReservesC

14、ontractual AgreementsCorrective Action PlanUpdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrective ActionLessons LearnedFormal Accep

15、tanceProject Management Processes Groups 項目管理知識體系概覽1Scope ChangesCorrective ActionLessons LearnedInitiatingPlanningExecutingControllingScope Change ControlSchedule ControlCost ControlQuality ControlRisk Response ControlQuality PlanningComm PlanningRisk IdentificationRisk QuantificationRisk Response

16、DevelopmentProcurement PlanningSoliciation PlanningOrganizational PlanningStaff AcquisitionInformation DistributionTeam DevelopmentQuality AssuranceScope VerificationSoliciationSource SelectionContract AdministrationFacilitatingRevised Cost EstimatesBudget UpdatesCorrective Action PlanEstimate at Co

17、mpletionLessons LearnedClosingProposalsProcurement Mgmt PlanStatement(s) of WorkProcurement DocumentsEvaluation CriteriaStatement(s) of Work UpdatesContractCorrespondenceContract ChangesPayments RequestsCommun Mgmt PlanProject RecordsPerformance ImprovementsInput to Performance AppraisalsRole/Respon

18、s AssignmentsStaffing Mgmt PlanOrganization ChartSupporting DetailProject staff assignedProject team directorySources of RiskPotential RiskEventsRisk SymptomsInputs to other processesOpportunities to PursueThreats to Respond toOpportunities to IgnoreThreats to AcceptRisk Mgmt PlanInputs to other pro

19、cessesContingency PlansReservesContractual AgreementsCorrective Action PlanUpdates to Risk Mgmt PlanQuality ImprovementAcceptance DecisionsReworkCompleted ChecklistsProcess AdjustmentsQuality ImprovementsQuality Mgmt PlanOperational DefnChecklistsInputs to other processesSchedule UpdatesCorrective A

20、ctionLessons LearnedFormal AcceptanceProject Management Processes Groups 項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1項目管理知識體系概覽1Project Life CycleCONCEPTPHASETERMINATIONCLOSE-OUTPHASEIMPLEMENTATIONEXECUTION PHASEDEVELOPMENTPLANNINGPHASEGather dataIdentify

21、needs & alternatives Establish goals, feasibility, risk, strategyGuessitimate resourcesPresent proposalDevelop Project CharterAppoint key team membersDevelop scope baselineEstablish master plan, budget, WBS, & policies/proceduresAssess risksConfirm justification and obtain approval to procee

22、dSet up organizationEstablish detailed technical requirementsSet up & execute work packagesDirect, monitor, and control scope, quality, time, & cost Review & accept projectTransfer responsibilityDocument & evaluate resultsRelease & redirect resources Project PrioritiesAdministrat

23、ive Procedures SchedulesProject PrioritiesSchedulesAdministrative Procedures SchedulesTechnical IssuesPersonnel Resources SchedulesPersonality ConflistsPersonnel Resources Sources of Conflict項目管理知識體系概覽1Project Selection TechniquesBenefit Measurement MethodsBenefit-Cost ModelsPeer ReviewScoring Model

24、sMurder BoardPairwise ComparisonsConstrained Optimization Methods note these are NOT costing modelsLinear & Nonlinear programmingInteger ProgrammingDynamic ProgrammingMultiobjective Programming項目管理知識體系概覽1Key INTEGRATION / SCOPE Terms80 Hour Rule = W ork PackageConfiguration Management1. develop

25、specifications2. develop general design3. develop detailed design4. implement & test systemChange Control Board - CCBManagement by Objectivessystem of managerial leadership that defines individual managerial responsibilities interms of corporate objectives1. establish unambiguous objectives2. pe

26、riodically evaluate3. actMidproject Evaluation resultsidentification of problems and need for changessignificant changes in projects objectivesterminationScope Verificationoccurs at the end of each phase; formalizes acceptance of the project scope by stakeholdersDelphi Techniqueforcasting technique

27、for gathering expert opinion項目管理知識體系概覽1K ey Form ulaeStandard D eviations1 = 68.3%2 = 95.5%3 = 99.7% (Six Sigm a)PER T Estim ateO ptim istic + 4*M ost Likely + Pessim istic 6Sigm a = Pessim istic - O ptim istic 6D uration Am ount of W orkAvail R es * R es Productivity R atePresent Value - value toda

28、y of future cash flows PV = M (1 + r) tM = am ount paym ent t years from nowr = interest rate or discount ratet - tim e periodIR R - Internal R ate of R eturn = interest rate which m ake PV costs = PV benefitsthe higher the IR R , the better the projectB enefit C ost R atio (B C R ) PV R evenue PV C

29、 ostC om m unications C hannels N * (N -1) 2項目管理知識體系概覽1Key FormulaeBCWP = earned valueSchedule VarianceBCWP - BCWSdif in budgeted cost of work performed & scheduledSchedule Performance IndexSPI = BCWP BCWSRatio of budgeted cost of work performed vs scheduledSchedule Variance %BCWP - BCWS BCWSsch

30、edule variance as percentage of budgeted cost of work scheduledEverything about SCHEDULE is compared to WORK SCHEDULED項目管理知識體系概覽1PERT - Program Evaluation and Review Techniquethree time estimates per activity: 1. Pessimistic, 2. Most Likely, 3. OptomisticEvent Oriented (SLACK) amount time activity c

31、an be delayed w/o delay of projectAOA or AOL - Activity on Arrow / LineCritical Path Methodemphasis on controlling cost & leaving the schedule flexibleone time estimate per activityActivity Oriented (FLOAT) amount time activity can be delayed w/o delay of projectAOA or AOL - Activity on Arrow /

32、LineAOAActivity Sequencing by order of tasksMandatory Dependencies (HARD LOGIC)Discretionary Dependencies (SOFT LOGIC or PREFERENTIAL LOGIC)External DependenciesCritical Path is longest path through the networkDummy ActivitiesAlways F-S (finish to start)Precedence Diagram Methodimproved PERT and CPM

33、 by adding LAG (waiting time) relationships to activities LEAD (accelerated time)S-S, S-F, F-S, F-FAON - Activity on NodePM I believes - CPM & PERT tend to underestimate project durations by comparison to Monte Carlo analysisKey TIME Terms項目管理知識體系概覽1Key TIME Terms Crashingadd more resources to a

34、ctivities on the critical pathincreases COSTSFast-trackinganalyze critical path to see what activities can be done in parallelincreases RISKResource-constrained scheduleTime-constrained schedule: absence of resources creates negative floatResponsibility Matrix: who does whatResource Spreadsheet: qua

35、ntifies how much effort needed from each resourceResource Gantt chartt: shows time periods of workResource Histogram / Resource Loading Chart: vertical bar representing total number of resources during each periodRange Estimationrange of possible results or the probability that the activity will mee

36、t the estimateHeuristic Scheduling (Rule of Thumb)trial and error; simple to use but good result項目管理知識體系概覽1Key COST TermsWBS at lowest level = WORK PACKAGECOST ACCOUNT one level below WORK PACKAGE - used for monitoring & controllingPMI - lowest level in a project at which organizational responsi

37、bilities are assignedAnalogous Estimatingtop down estimating; usually early in project & relies on similar project outcomesParametric Estimatingregression analysis - uses scatter diagram where regression line estimates average value for dependent variable (e.g. learning curve)Bottom-up Cost Esti

38、matingdetailed estimates from project work packagesAccuracy of Estimates1. Order of Magnitude - early ballparks - 25% to + 75%2. Budget Estimates - initial funding - 10% to + 25%3. Definitive Estimates - detailed data - 5% to + 10% 項目管理知識體系概覽1Law of Diminishing Returnsmore put in, proportionately le

39、ss get outVariable vs Fixed CostsVariable - rise directly w/project size Fixed - non-recurringDirect vs Indirect CostsDirect - applies to specific project Indirect - spread acrossContingency Reservenormally included in projects cost and schedule baseline - Known RiskManagement Reserve separately pla

40、nned quantity to allow for future situations impossible to predictUnknown UnknownsPerformance Measurement Baseline (PMB)Sum of Cost Account w/Contingency Reserves includedBudget Baseline (BBL)PMB + Mgmt ReserveWorking CapitalCurrent Assets - Current LiabilitiesValue AnalysisCost reduction tool - anl

41、yze design to consider whether function is required or can be done at lower costLife-Cycle Cost (LCC)total cost of ownership - cradle to grave - extends beyond projectKey COST Terms項目管理知識體系概覽1PMI - need not manage pure risk if you can insure against itBusiness RisksInsurable (pure)both gain and loss

42、only loss (property damage, indirect loss, legal liability, personnel)Key Risk FactorsRisk Event, Risk Probability, Amount at StakeRisk Identification1. potential sources of risks (technical nature, cost & schedule, WBS, staffing plan, procurement plan)2. possible risk events (probabiity, possib

43、le outcomes, expected timing, anticipated frequency)3. risk symptomsRisk Quantificationevaluating risks & risk interactions to assess the range of possible project outcomesprimary objective - use set of structured tools to help decide which risk events warrant a responseStatistical Independencet

44、wo events statistically independent if occurence of one not related to occurence of the otherExpected Monetary Value (EPM)Sum of the products of each Risk Events value and probabilityDecision Tree Analysiseach decision has total sum probability of 1.0Monte Carlo Analysissuperior to PERT & CPM be

45、cause it considers path convergenceImpact Analysisconsiders trade-offs: likelihood of event will occur versus severity of impact if it doesKey RISK Terms項目管理知識體系概覽1Risk Response Development1. AVOIDANCE alternative strategy2. ACCEPTANCE contingency plan (retention)3. MITIGATION take specific actions

46、or deflect / transfer or use reserve (reduce)Risk Response Controlresponding to changes in risk over the course of the project1. whenever a problem or a risk arises2. whenever the project reahes a major decision point or milestoneContingency PlansWorkaroundsKey RISK Terms項目管理知識體系概覽1Types of QUALITY

47、Charts and/or DiagramsHISTOGRAM simple probability distributionSPC ChartStatistical Process Control; shows current capability of the processTop-Down Flowchart presents only the major or most fundamental steps in a process or projectDetailed Flowchartprovides very specific information about a process

48、 flowWork-Flow Diagramgraphic representation of how work actually flows thru a physical spacePareto Charts data is arranged in descending order of their importance, generally bymagnitute of frequency, cost, time, or other similar parametershows frequency but not impactCause-&-Effect Diagrams ISH

49、IKAWA or FISHBONEgraphic representation among a list of items or factorsControl Chartsgraph that display data taken over time & computed variations of those datausually shows Upper and Lower Control Limits (natural variations in the process)Rule of Seven applies as indicator that something is wr

50、ongAssignable (random) Causes are Special Events outside the control limits (problem/defect)Checksheets 項目管理知識體系概覽1Key QUALITY TermsQuality is Free - CrosbyQuality Management involved carrying out a project through its phases with zerodeviations from project specificationsQuality Management Maturity

51、 Grid1. Uncertainty, 2. Awakening, 3. Enlightenment, 4. Wisdom, 5. CertaintyGold Platinggiving customer more than what was required - not goodFormative Quality Evaluation - Quality AuditSummative Quality Evaluation - Quality ImprovementOwnership of Qualityindividual performing the task has the ultim

52、ate responsibilityCost of Qualitycost of Conformance (proactive) and cost of Non-Conformance (failure)85% of cost of quality are direct responsibility of managementKaizen continuous improvementWarusa-kagen refers to things not yet problems, but not yet quite right (Masaaki Imai)Quality should share

53、equal priority with cost and scheduleBenchmarking - comparing your practices to those of othersJIT - just in time - inventory control approach項目管理知識體系概覽1Forms of Organization1. Functional 2. Project Expeditor3. Weak Matrix4. Balanced Matirx5. Strong Matirx6. ProjectizedProject Manager Functionsjust

54、PLOCing alongMOST IMPORTANT: PLANNING, ORGANIZING, LEADING, CONTROLLINGAlso: Reporting, Client Relations, Logistics, Procedure Writing & AdminProject Manager Roles I Could Tell Laura DAntoni My Choice CluesIntegrator, Communication, Team Leader, Decision Maker, Climate creator/builderPM Qualiica

55、tionsWORKS WELL WITH OTHERSExperience in area, supervisory experience, education, contract admin, reflect companys position,profit oriented, qualfied negotiatorTypes of Power * PM I suggests PMs use these1. Legitimateposition in organization hierachy & degreeof control over project, as mod by or

56、g2. Coercivecontrol over project and project personnel3. Reward * position in organization hierachy & degreeof control over project4. Expert *personal reputation, knowledge, & experience5. Referentposition in the organizatonKey HR Terms項目管理知識體系概覽1Project Conflict SourcesHigh to Low1. Schedul

57、es 2. Project Priorities 3. Personnel Resources 4. Techical Opinions and Peformance Trade-offs 5. Administrative Procedures6. Cost Objectives7. PersonalitiesConflict Management in PMI strongest to weakest1. Problem Solving / Confrontation2. Compromising3. Smoothing4. Withdrawl5. ForcingKey HR Terms項

58、目管理知識體系概覽1Team BuildingTeam members INDEPENDENTCONSENSUS on well-defined project goals & objectivesTeam members COMMITTED to working togetherTeam is ACCOUNTABLE as unit with larger organizatonModerate level of COMPETITION and CONFLICTSymptoms of Poor TeamworkFrustrationConflict & unhealthy c

59、ompetitionUnproductive meetingsLack of trust or confidence in the project managerTeam Building ProcessPlan for Team BuildingNegotiate for Team MembersOrganize teamHold kickoff meetingObtain eam member committmentsBuild communications linksConduct team building exercisesIncorporate team building acti

60、vities into all project activitiesKey HR Terms項目管理知識體系概覽1Maslows Hierarchy of Needslow to highPhysiologicalSafetySocialRespect, self-respect, self-esteemSelf-fulfillment and creativity (self-actualization)McGregors Theory X and Theory YX = workers are inherently LAZY, SELF-CENTERED, LACKING AMBITIONY = workers can achieve their own goals best by directing their own efforts toward organizational obj