東南大學(xué) 項(xiàng)目管理教材

1、Project ManagementPMInstitute of Systems and EngineeringSoutheast University1課程形式課程形式主課，習(xí)題課，專題課，作業(yè)考試形式筆試學(xué)習(xí)要求按時(shí)上課，認(rèn)真聽講閱讀參考書認(rèn)真記筆記，整理筆記思考，討論，提問成績?cè)u(píng)定作業(yè)，平時(shí)成績，期末考試比例：作業(yè) 10%，平時(shí)成績20%，期末考試70%2課程內(nèi)容項(xiàng)目生命周期人員: 項(xiàng)目成功的關(guān)鍵項(xiàng)目計(jì)劃與控制項(xiàng)目生命周期PM主要內(nèi)容第一章 項(xiàng)目管理概念第二章 識(shí)別需求第三章 提出解決方案第四章 執(zhí)行和結(jié)束項(xiàng)目控制能力技能知識(shí)信息經(jīng)驗(yàn)實(shí)踐&反饋應(yīng)用學(xué)習(xí)&培訓(xùn)怎樣才能成功？控制計(jì)劃文化人方

2、法價(jià)值、信念、態(tài)度、行為、傳統(tǒng)項(xiàng)目管理體系信息組織授權(quán)、責(zé)任CAD、建模進(jìn)度計(jì)劃激勵(lì)、領(lǐng)導(dǎo)、談判、團(tuán)隊(duì)建設(shè)、溝通、決策定義項(xiàng)目、指定戰(zhàn)略、制定進(jìn)度計(jì)劃歷史、現(xiàn)狀（成本、進(jìn)度、質(zhì)量和需求）對(duì)照計(jì)劃檢查進(jìn)展、采取改正措施、審計(jì)績效基準(zhǔn)計(jì)劃項(xiàng)目管理成熟度組建團(tuán)隊(duì)建立項(xiàng)目構(gòu)筑成功范圍管理質(zhì)量管理時(shí)間管理成本管理人力資源管理合同與采購管理溝通管理綜合管理風(fēng)險(xiǎn)管理I See The Cat Quickly HideChicken,Rice, Potatoes Scope范圍管理Quality質(zhì)量管理Time時(shí)間管理Cost成本管理Human resource人力資源管理Procurement合同與采購管理

3、Communication溝通管理Integration綜合管理Risk風(fēng)險(xiǎn)管理 管理產(chǎn)生項(xiàng)目干系人所期望的關(guān)鍵結(jié)果為成功而管理成功 領(lǐng)導(dǎo)確定方向與項(xiàng)目成員密切合作溝通前景激勵(lì)與鼓勵(lì)成員應(yīng)用實(shí)踐與改進(jìn)管理和領(lǐng)導(dǎo)如果你未能達(dá)到憑空虛構(gòu)的目標(biāo)，是否意味著失?。砍晒chultz,Sleven,Pinto(1987)觀點(diǎn)解決問題時(shí)常犯的四種錯(cuò)誤當(dāng)應(yīng)該采取某種行動(dòng)時(shí)，卻沒有采取行動(dòng)。Fortune和Peters從失敗中學(xué)習(xí)：系統(tǒng)解決觀點(diǎn)當(dāng)不該采取某種行動(dòng)時(shí)，卻采取了行動(dòng)。采取錯(cuò)誤的行動(dòng)（去解決）錯(cuò)誤的問題。提出了正確的問題，但未采用正確的解決方法。未達(dá)到目標(biāo)。出現(xiàn)不希望得到的負(fù)面效果。設(shè)計(jì)失敗。目標(biāo)不

4、合適。在項(xiàng)目開始前，便制定各方都同意的成功標(biāo)準(zhǔn)，這一點(diǎn)非常重要！制約項(xiàng)目成功的因素工作范圍成本進(jìn)度計(jì)劃客戶滿意度兩個(gè)因素對(duì)項(xiàng)目的成功至關(guān)重要：1、高層管理人員的支持；2、項(xiàng)目團(tuán)隊(duì)成員中所存在的問題導(dǎo)向（不是專業(yè)導(dǎo)向）。資源績效成本時(shí)間良好的客戶關(guān)系范圍蔓延項(xiàng)目管理成功的因素根據(jù)Standish Group每年對(duì)信息系統(tǒng)項(xiàng)目進(jìn)行的調(diào)查：只有17%的項(xiàng)目達(dá)到了預(yù)定目標(biāo)；有50%的項(xiàng)目更改了目標(biāo)；33%的項(xiàng)目被撤消。美國每年花在這上面的費(fèi)用大約為800億美元。項(xiàng)目失敗的高昂代價(jià)1、問題未能清晰定義2、計(jì)劃基于不充分的數(shù)據(jù)（軟件開發(fā)中經(jīng)常遇到）3、單純由計(jì)劃人員編制計(jì)劃（原則：實(shí)際工作人員必須共同參與

5、計(jì)劃）4、無人負(fù)責(zé)5、項(xiàng)目計(jì)劃理想化6、資源計(jì)劃不充分（低劣的資源計(jì)劃可能是導(dǎo)致項(xiàng)目失敗的最常見原因）7、不認(rèn)同自己為團(tuán)隊(duì)中的一員8、項(xiàng)目中的成員流動(dòng)性大，且未考慮對(duì)項(xiàng)目的影響（組織所給予的獎(jiǎng)賞必須與它所期望的目標(biāo)保持一致）9、項(xiàng)目計(jì)劃缺乏細(xì)節(jié)和深度（原則：項(xiàng)目計(jì)劃的細(xì)節(jié)和深度，不應(yīng)超出有效管理所能達(dá)到的層面）10、項(xiàng)目未按計(jì)劃進(jìn)行（計(jì)劃不明確；不按計(jì)劃執(zhí)行）11、忘記了原始目標(biāo)12、高層管理者拒絕接受現(xiàn)實(shí)（依據(jù)片面的歷史經(jīng)驗(yàn)進(jìn)行估算；強(qiáng)行規(guī)定質(zhì)量、成本、時(shí)間和工作范圍等目標(biāo)，違背了四要素的規(guī)律）13、粗略的估算變成了正式的目標(biāo)（必須記錄和存檔所有的推測）導(dǎo)致項(xiàng)目失敗的原因時(shí)間成本 努力技術(shù)訣

6、竅工具質(zhì)量粗略估算有時(shí)會(huì)變成“正式目標(biāo)”制定使命/遠(yuǎn)景說明質(zhì)量管理檢查改進(jìn)結(jié)果確定關(guān)鍵成功因素識(shí)別商業(yè)過程將關(guān)鍵成功因素與商業(yè)過程聯(lián)系起來 進(jìn)行差距分析選擇商業(yè)過程識(shí)別改進(jìn)機(jī)會(huì)分析改進(jìn)機(jī)會(huì)定義項(xiàng)目范圍計(jì)劃項(xiàng)目活動(dòng)安排項(xiàng)目工作監(jiān)控項(xiàng)目進(jìn)展反饋循環(huán)ABCD持續(xù)質(zhì)量管理模型管理風(fēng)險(xiǎn)項(xiàng)目風(fēng)險(xiǎn)數(shù)據(jù)集成時(shí)間不確定性技術(shù)不確定性過程不確定性市場 戰(zhàn)略計(jì)劃商業(yè)價(jià)值 企業(yè)文化產(chǎn)品觀念組織風(fēng)險(xiǎn)產(chǎn)品風(fēng)險(xiǎn)墨非定理：凡是要出問題的都會(huì)出問題！風(fēng)險(xiǎn)：在一個(gè)項(xiàng)目中可能發(fā)生的影響項(xiàng)目目標(biāo)的任何事情。原則：我們都傾向于過高估計(jì)自己的能力，而過低估計(jì)困難，“即使墨非也是一位樂觀者！”例子：一位工程師技術(shù)人員正全神貫注地設(shè)計(jì)一項(xiàng)他

7、們無法完成的工作，根本就沒有考慮失敗的可能性！正因?yàn)槿绱?，他們“將所有的雞蛋都放在一個(gè)籃子里”，很可能不得不從頭開始。項(xiàng)目風(fēng)險(xiǎn)在項(xiàng)目中，可能出差錯(cuò)的事情常常比可能意想不到地正常運(yùn)行的事情多，這是現(xiàn)實(shí)生活中一個(gè)令人遺憾的事實(shí)。-約翰.R.斯凱勒避免風(fēng)險(xiǎn)的原則：通過好的計(jì)劃來規(guī)避風(fēng)險(xiǎn)，而不是靠損失一個(gè)好的機(jī)會(huì)來避免風(fēng)險(xiǎn)。預(yù)防總是比失敗劃算：對(duì)于一個(gè)非常重要的項(xiàng)目，企業(yè)決策者寧愿避免使用一個(gè)缺乏經(jīng)驗(yàn)的項(xiàng)目經(jīng)理，也不愿跟在一個(gè)沒經(jīng)驗(yàn)的項(xiàng)目經(jīng)理后面盡力去管理風(fēng)險(xiǎn)。項(xiàng)目風(fēng)險(xiǎn)避免危險(xiǎn)總是比管理危險(xiǎn)好，這似乎很有道理。-Harvey Levine(1995)風(fēng)險(xiǎn)概率數(shù)（RPN）=概率度（P） 嚴(yán)重程度（S）檢

8、測能力指標(biāo)（D） ，這個(gè)數(shù)值越大，風(fēng)險(xiǎn)就越嚴(yán)重。例如：對(duì)一個(gè)項(xiàng)目的風(fēng)險(xiǎn)分析項(xiàng)目風(fēng)險(xiǎn)在某些高風(fēng)險(xiǎn)項(xiàng)目中，當(dāng)不能進(jìn)行可行性研究時(shí)，公司將采取并行開發(fā)的路線，能夠工作的第一種技術(shù)應(yīng)該是公司繼續(xù)采用的技術(shù)。顯然這種方法需要花費(fèi)很多成本，并且僅在時(shí)間比金錢更重要時(shí)才采用。已識(shí)別的風(fēng)險(xiǎn)壞天氣P S D RPN關(guān)鍵團(tuán)隊(duì)成員損失技術(shù)不適用 3 2 4 24 2 8 8 128 6 10 8 480管理風(fēng)險(xiǎn)的三種方式：1、風(fēng)險(xiǎn)避免；2、風(fēng)險(xiǎn)減輕（降低，如安全氣囊）；3、風(fēng)險(xiǎn)轉(zhuǎn)移（如通過保險(xiǎn)預(yù)防損失）。投資結(jié)合的風(fēng)險(xiǎn) 增加安全系數(shù) 與合作伙伴共擔(dān)風(fēng)險(xiǎn) 開發(fā)和測試事故應(yīng)對(duì)程序 隨時(shí)間分散風(fēng)險(xiǎn) 操作風(fēng)險(xiǎn) 參加多種風(fēng)險(xiǎn)

9、投資 與承包商簽訂總承包合同 投資組合中的群體互補(bǔ)風(fēng)險(xiǎn) 制定風(fēng)險(xiǎn)共擔(dān)合同條款 尋求低風(fēng)險(xiǎn)投資 使用安全系數(shù)；精心地設(shè)計(jì) 集中于單個(gè)的、熟悉的領(lǐng)域 擁有備用設(shè)備 增加公司的資本 增加培訓(xùn)商品價(jià)格 可選操作選項(xiàng) 在未來市場中，保護(hù)或穩(wěn)定價(jià)格 進(jìn)行測試、試驗(yàn)和試用 使用長期或短期銷售（價(jià)格或數(shù)量）合同 風(fēng)險(xiǎn)分析（減少評(píng)審的錯(cuò)誤） 通過制定相應(yīng)合同條款共享風(fēng)險(xiǎn) 使用較好的技術(shù)（例如決策分析）利率和匯率 尋求補(bǔ)充信息 使用互惠信貸、最低價(jià)格、最高價(jià)格、中 監(jiān)控關(guān)鍵和指示性的偏差間價(jià)格和其他限制手段 驗(yàn)證樣品 調(diào)整資產(chǎn)負(fù)債表 進(jìn)行項(xiàng)目評(píng)估和后評(píng)估 以某種貨幣進(jìn)行一定的外匯交易 利用替代方法和人員，開發(fā)備用

10、模型環(huán)境危害 包括多專業(yè)及專業(yè)之間的溝通 購買保險(xiǎn) 提供較好的培訓(xùn)和工具風(fēng)險(xiǎn)減輕或避免的斯凱勒方法（1995）技術(shù)1技術(shù)2成本進(jìn)度整體內(nèi)容涉及初步要求的技術(shù)成功的主觀評(píng)估指標(biāo)與其他項(xiàng)目對(duì)比的技術(shù)成功的主觀評(píng)估指標(biāo)預(yù)算成本超支和盈余的主觀評(píng)估指標(biāo)進(jìn)度計(jì)劃超前和滯后的主觀評(píng)估指標(biāo)整體項(xiàng)目成功的主觀評(píng)估指標(biāo)評(píng)估指標(biāo)項(xiàng)目成功的評(píng)估指標(biāo)：資料來源：Couillard(1995)管理過的項(xiàng)目數(shù)目責(zé)任指標(biāo)項(xiàng)目管理工具和技術(shù)了解項(xiàng)目的各個(gè)目標(biāo)項(xiàng)目經(jīng)理授權(quán)和責(zé)任級(jí)別項(xiàng)目主管授權(quán)和責(zé)任級(jí)別組織機(jī)構(gòu)高層管理的介入溝通形式問題的處理項(xiàng)目團(tuán)隊(duì)的支持項(xiàng)目經(jīng)理的經(jīng)驗(yàn)項(xiàng)目管理要素：資料來源：Couillard(1995)C/

11、SCSC：成本/進(jìn)度控制系統(tǒng)標(biāo)準(zhǔn)（按邏輯分成5組；包括35項(xiàng)目標(biāo)準(zhǔn)）項(xiàng)目管理方法WBS的應(yīng)用PERT/CPM的應(yīng)用C/SCSC的應(yīng)用各類定期技術(shù)報(bào)告各類定期成本報(bào)告各類定期進(jìn)度報(bào)告項(xiàng)目監(jiān)測的頻率1995年，Standish Group針對(duì)項(xiàng)目失敗的原因調(diào)查了1,000多位IT經(jīng)理。調(diào)查顯示的10條最主要的原因是：1、需求不完整；2、缺少用戶參與；3、缺少資源；4、期望不現(xiàn)實(shí)；5、缺少執(zhí)行支持；6、要求和規(guī)范不斷變化；7、缺少計(jì)劃；8、對(duì)項(xiàng)目的需求不復(fù)存在；9、缺少IT管理；10、技術(shù)缺乏。增加項(xiàng)目失敗風(fēng)險(xiǎn)的原因：如果在技術(shù)、成本和進(jìn)度方面面臨風(fēng)險(xiǎn)，遵循以下指南：1、強(qiáng)調(diào)團(tuán)隊(duì)支持2、給予項(xiàng)目經(jīng)理

12、相應(yīng)的權(quán)力3、改進(jìn)問題處理和溝通的方式4、避免使用純項(xiàng)目型組織結(jié)構(gòu)5、提高項(xiàng)目監(jiān)測的頻率6、使用WBS、PERT/CPM和C/SCSC方法7、為項(xiàng)目團(tuán)隊(duì)建立清晰的項(xiàng)目目標(biāo)8、選擇有經(jīng)驗(yàn)的項(xiàng)目經(jīng)理項(xiàng)目風(fēng)險(xiǎn)管理建議：基本概念PMP（Project Management Professional）項(xiàng)目管理專業(yè)人員資格。項(xiàng)目：為創(chuàng)造獨(dú)特的產(chǎn)品、服務(wù)或結(jié)果而進(jìn)行的一次性努力。項(xiàng)目管理：將知識(shí)、技能、工具和技術(shù)應(yīng)用于項(xiàng)目的各項(xiàng)活動(dòng)之中，以實(shí)現(xiàn)或超過項(xiàng)目干系人對(duì)項(xiàng)目的要求和期望。第一章 項(xiàng)目管理概念本章內(nèi)容項(xiàng)目的涵義和特征在項(xiàng)目管理中的關(guān)鍵約束條件一個(gè)項(xiàng)目是怎樣誕生的項(xiàng)目生命周期項(xiàng)目管理過程所涉及的步驟項(xiàng)目

13、管理的益處第一章 項(xiàng)目管理概念項(xiàng)目就是以一套獨(dú)特的、相互聯(lián)系的任務(wù)為前提，有效地利用資源，為實(shí)現(xiàn)一個(gè)特定的目標(biāo)所做的努力。項(xiàng)目是多任務(wù)的！一個(gè)項(xiàng)目就是一個(gè)計(jì)劃要解決的問題。-J. M. Juran(1989)1.1 項(xiàng)目的概念A(yù) project is a unique endeavour to produce a set of deliverables within clearly specified time, cost and quality constraintsBuilding a new houseDeveloping a new software applicationPerfor

14、ming an assessment of current manufacturing processesCreating a new radio commercialThe operational work is the ongoing, repetitive set of activities that sustain the organization.Processing customer ordersPerforming accounts receivable and accounts payable activitiesExecuting the daily manufacturin

15、g orders1.1 項(xiàng)目的概念Projects are different from standard business operational activitiesAre unique in natureHave a defined timescaleHave an approved budgetHave limited resourcesInvolve an element of riskAchieve beneficial change1.1 項(xiàng)目的概念Comparing Projects and OperationsFeatureProjectsOperationsKey Simi

16、laritiesPlanned, executed, and controlled Performed by peopleResource constrainedPlanned, executed, and controlled Performed by peopleResource constrainedPurposeAttain objectives and terminateSustain the organizationTimeTemporaryDefinite beginning and end pointsOngoingOutcomeUnique product, service,

17、 or resultNon-unique product, service, or resultPeopleDynamic, temporary teams formed to meet project needs Generally not aligned with organizational structureFunctional teams generally aligned with organizational structureAuthority of ManagerVaries by organizational structure Generally minimal, if

18、any, direct line authorityGenerally formal, direct line authority1.2 項(xiàng)目管理的概念Project Management is the skills, tools and management processes required to undertake a project successfully1.2 項(xiàng)目管理的概念SkillsSpecialist knowledge, skills and experienceToolsDocument templates, registers, planning software,

19、modeling software, audit checklists and review formsProcessesVarious processes and techniques are required to monitor and control time, cost, quality and scope on projectsTime management, cost management, quality management, change management, risk management and issue management1.2 項(xiàng)目管理的概念The Proje

20、ct Management Institute (PMI) defines project management as a set of five process groups and nine knowledge areas 美國項(xiàng)目管理協(xié)會(huì)（Project Management Institute）,簡稱PMI，成立于1969年。它是一個(gè)有著10萬多名會(huì)員的國際性項(xiàng)目管理專業(yè)協(xié)會(huì)，是項(xiàng)目管理專業(yè)領(lǐng)域中由研究人員、學(xué)者、顧問和經(jīng)理組成的全球性的最大專業(yè)組織機(jī)構(gòu)PMI早在七十年代末就率先提出了項(xiàng)目管理的知識(shí)體系（Project Management Body of Knowledge, 簡稱為

21、PMBOK）PMBOK 把項(xiàng)目管理劃分為9個(gè)知識(shí)領(lǐng)域，即：范圍管理，時(shí)間管理，成本管理，質(zhì)量管理，人力資源管理，溝通管理，采購管理，風(fēng)險(xiǎn)管理和集成管理。國際標(biāo)準(zhǔn)化組織以該文件為框架，制訂了ISO10006關(guān)于項(xiàng)目管理的標(biāo)準(zhǔn)1.2 項(xiàng)目管理的概念Description of Project Management Process Groups#Process GroupDescription per PMBOK 2000 EditionCommon Terms1InitiatingAuthorizing the project or phasepreliminary planning“kickin

22、g off”2PlanningDefining and refining objectives of the project and selecting the best course of action to attain those objectivesdefiningdeveloping the plan“setting the stage”3ExecutingCoordinating the people and resources to implement the planmaking it happengetting it done“coordinating”4Controllin

23、gEnsuring project objectives are met by monitoring and measuring progress regularly to identify variances from the plan so that corrective actions can be takentracking progress“keeping on course”5ClosingFormalizing acceptance of project or phase and bringing to an orderly endclient acceptancetransit

24、ion“closeout”1.2 項(xiàng)目管理的概念Description of PMBOK Knowledge Areas#Knowledge AreaDescription per PMBOK 2000 EditionCommon Deliverables1Project Integration ManagementProcesses required to ensure the elements of the project are properly coordinatedProject CharterProject PlanChange RequestsWork Results2Proje

25、ct Scope ManagementProcesses required to ensure that project includes all the work that is required and only the work that is required to complete the project successfullyScope StatementWork Breakdown StructureFormal Acceptance3Project Time ManagementProcesses required to ensure timely completion of

26、 the projectNetwork DiagramTask EstimatesProject Schedule4Project Cost ManagementProcesses required to ensure the project is completed within the approved budgetResource RequirementsCost EstimatesProject Budget1.2 項(xiàng)目管理的概念Description of PMBOK Knowledge Areas#Knowledge AreaDescription per PMBOK 2000 E

27、ditionCommon Deliverables5Project Quality ManagementProcesses required to ensure the project will satisfy the needs for which it was undertakenQuality Management PlanChecklistsQuality Reviews6Project Human Resources ManagementProcesses required to make the most effective use of the people involved w

28、ith the project Role and ResponsibilityMatrixOrganization ChartPerformance Evaluations7Project Communications ManagementProcesses required to ensure the timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project informationCommunication PlanStatus Repo

29、rtsPresentationsLessons Learned8Project Risk ManagementProcesses concerned with identifying, analyzing, and responding to project risk.Risk Management PlanRisk Response PlanRisk Log9Project Procurement ManagementProcesses required to acquire goods and services outside the performing organizationProc

30、urement PlanStatement of WorkProposalsContracts1.2 項(xiàng)目管理的概念Relationships among the project management process groups, which is based on PMBOK 2004 EditionMonitoring and Controlling ProcessesPlanning ProcessesExecuting ProcessesInitiating ProcessesClosing Processes1.3 項(xiàng)目管理的分類A類項(xiàng)目出問題的可能性類別持續(xù)時(shí)間復(fù)雜性B類項(xiàng)目C類

31、項(xiàng)目D類項(xiàng)目風(fēng)險(xiǎn)技術(shù)18個(gè)月9-18個(gè)月3-9個(gè)月3個(gè)月高中低很低突破性技術(shù)現(xiàn)行技術(shù)熟練技術(shù)實(shí)踐確定可能一些無高中低很低1.4 項(xiàng)目管理的特征項(xiàng)目的特征1、存在唯一性2、時(shí)空限定性3、資源有限性4、過程完整性5、目標(biāo)多樣性1.4 項(xiàng)目管理的特征面向成果：關(guān)注項(xiàng)目的完成，通常運(yùn)用目標(biāo)式管理基于團(tuán)隊(duì)：注重協(xié)作與溝通借助外部資源：高效率，低成本具有柔性：面對(duì)變化，適應(yīng)變化具有探索性：面對(duì)挑戰(zhàn)，存在復(fù)雜性、不確定性和風(fēng)險(xiǎn)性等問題注重知識(shí)與經(jīng)驗(yàn)的積累：知識(shí)挖掘與整合，注重創(chuàng)新文化培育以人為本：共同遠(yuǎn)景、共同參與、共同發(fā)展、共同價(jià)值項(xiàng)目管理的劉易斯方法2、制定問題說明、前景和使用說明3、生成項(xiàng)目備選戰(zhàn)略4

32、、對(duì)每個(gè)備選戰(zhàn)略1）滿足所有的P、C、T、S嗎？2）SWOT和風(fēng)險(xiǎn)可接受嗎？3）結(jié)果可接受嗎？4）力場分析可行嗎？6、制定實(shí)施計(jì)劃5、每個(gè)因素都可行嗎？否是1、概念7、每個(gè)干系人都認(rèn)為可行嗎？8、簽署項(xiàng)目計(jì)劃并建立項(xiàng)目日記9、執(zhí)行計(jì)劃10、進(jìn)展可行接受嗎？14、所有工作都完成了嗎？15、進(jìn)行最終項(xiàng)目評(píng)估16、結(jié)束項(xiàng)目否否否否7a、戰(zhàn)略可以嗎？是是是13、計(jì)劃可行嗎？12、戰(zhàn)略可行嗎？11、定義可行嗎？否否是否定義編制戰(zhàn)略計(jì)劃實(shí)施計(jì)劃執(zhí)行和控制學(xué)習(xí)戰(zhàn)略計(jì)劃中包含的活動(dòng)主要外部利益相關(guān)者： 當(dāng)?shù)厣鐖F(tuán) 社會(huì) 客戶 供應(yīng)商 干系人 債權(quán)人主要內(nèi)部利益相關(guān)者： 高級(jí)經(jīng)理 中層經(jīng)理 臨時(shí)工 項(xiàng)目團(tuán)隊(duì)成員

33、員工數(shù)據(jù)庫： 歷史績效 目前的狀況 預(yù)測評(píng)估： 組織的 優(yōu)勢(shì) 弱勢(shì) 環(huán)境的 機(jī)遇 威脅使命目標(biāo)目的戰(zhàn)略計(jì)劃實(shí)施計(jì)劃1.5 項(xiàng)目生命周期Project Life Cycle執(zhí)行項(xiàng)目結(jié)束項(xiàng)目識(shí)別需求Resource提出解決方案Time1.5 項(xiàng)目生命周期1. Project initiationA business problem or opportunity is identified and a business case providing various solution options is definedA feasibility study is conducted to inves

34、tigate whether each option addresses the business problem and a final recommended solution is then put forwardOnce the recommended solution is approved, a project is initiated to deliver the approved solutionTerms of reference are completed outlining the objectives, scope and structure of the new pr

35、oject, and a project manager is appointedThe project manager begins recruiting a project team and establishes a project office environmentApproval is then sought to move into the detailed planning phase1. Project initiationProject initiation activitiesDevelop a business caseUndertake a feasibility s

36、tudyEstablish theterms ofreferenceAppoint theprojectteamSet up aprojectofficePerformphasereview1. Project initiationThe business case includesA detailed description of the problem or opportunityA list of the alternative solutions availableAn analysis of the business benefits, costs, risks and issues

37、A description of the preferred solutionA summarized plan for implementationThe business case is then approved by an identified project sponsor, and the required funding is allocated to proceed with a feasibility study1. Project initiationSet up a project officeEquipment, such as office furniture, co

38、mputer equipment, stationery and materials;Communications infrastructure, such as telephones, computer network, e-mail, Internet access, , database storage and backup facilitiesDocumentation, such as a project methodology, standards, processes, forms and registersTools, such as accounting, project p

39、lanning and risk modeling software1. Project initiationPerform a phase reviewAt the end of the initiation phase, a phase review is performedThis is basically a checkpoint to ensure that the project has achieved its objectives as planned2. Project planningProject plan outlining the activities, tasks,

40、 dependencies and timeframesResource plan listing the labor, equipment and materials requiredFinancial plan identifying the labor, equipment and materials costsQuality plan providing quality targets, assurance and control measuresRisk plan highlighting potential risks and actions to be taken to miti

41、gate those risksAcceptance plan listing the criteria to be met to gain customer acceptanceCommunications plan describing the information needed to inform stakeholdersProcurement plan identifying products to be sourced from external suppliers2. Project planningProject planning activitiesCreate aproje

42、ct planCreate aresource planCreate afinancial planCreate aquality planCreate arisk planCreate anacceptanceplanCreate acommun. planCreate aprocurementplanContract thesuppliersPerformphase review2. Project planningCreate a project planThe first step in the project planning phase is to document the pro

43、ject planA work breakdown structure (WBS) is identified which includes a hierarchical set of phases, activities and tasks to be undertaken to complete the projectAn assessment of the level of effort required to undertake each activity and task is madeThe activities and tasks are then sequenced, reso

44、urces are allocated and a detailed project schedule is formedProject plan is the key tool used by the PM to assess the progress of the project throughout PLC2. Project planningCreate a resource plan Type of resource required, such as labour, equipment and materialsQuantity of each type of resource r

45、equiredRoles, responsibilities and skill-sets of all human resource requiredSpecifications of all equipment resource requiredItems and quantities of material resource requiredA schedule is assembled for each type of resource so that the project manager can review the resource allocation at each stag

46、e in the project2. Project planningCreate a financial plan A financial plan is created to identify the total quantity of money required to undertake each phase in the project (in other words, the budget) Detailed financial planning is an extremely important activity within the project, as the custom

47、er will expect the final solution to have been delivered within the allocated budget2. Project planningCreate a quality planDefines the term quality for the projectLists clear and unambiguous quality targets for each deliverable. Each quality target provides a set of criteria and standards to be ach

48、ieved to meet the expectations of the customerProvides a plan of activities to assure the customer that the quality targets will be met (in other words, a quality assurance plan)Identifies the techniques used to control the actual quality level of each deliverable as it is built (in other words, a q

49、uality control plan)2. Project planningCreate a risk planDocument all foreseeable project risksIdentifies the actions required to prevent each risk from occurring, as well as reduce the impact of the risk should it eventuateDeveloping a clear risk plan is an important activity within the planning ph

50、ase, as it is necessary to mitigate all critical project risks prior to entering the execution phase of the project2. Project planningCreate an acceptance planAn acceptance plan is created by clarifying the completion criteria for each deliverable and providing a schedule of acceptance reviewsThese

51、reviews provide the customer with the opportunity to assess each deliverable and provide formal acceptance that it meets the requirements as originally stated2. Project planningCreate a communications planThe types of information to be distributed to stakeholdersThe methods of distributing the infor

52、mationThe frequency of distributionResponsibilities of each person in the project team for distributing the information2. Project planningCreate a procurement planThe detailed description of the products (that is, goods and services) to be acquired from suppliersThe justification for acquiring each

53、product externally as opposed to from within the business, and the schedule for product deliveryDescribes the process for the selection of a preferred supplier, and the ordering and delivery of the products (the procurement process)2. Project planningContract the suppliersIdentify a short-list of ca

54、pable suppliersSelect a preferred supplierA contract is agreed between the project team and the supplier for the delivery of the requisite productsPerform a phase reviewThis is a checkpoint to ensure that the project has achieved its objectives as planned3. Project executionThis phase involves imple

55、menting the plans created during the project planning phaseMonitor and control the deliverables: identifying change, risks and issues, reviewing deliverable quality and measuring each deliverable produced against the acceptance criteriaOnce all of the deliverables have been produced and the customer

56、 has accepted the final solution, the project is ready for closure3. Project executionProject execution activities4. Project closureProject closure involves releasing the final deliverables to the customer, handing over project documentation to the business, terminating supplier contracts, releasing

57、 project resources and communicating the closure of the project to all stakeholdersThe last remaining step is to undertake a post-implementation review to quantify the level of project success and identify any lessons learnt for future projectsPerformprojectclosureReviewprojectcompletion4. Project c

58、losurePerform project closureDetermining whether all of the project completion criteria have been metIdentifying any outstanding project activities, risks or issuesHanding over all project deliverables and documentation to the customerCancelling supplier contracts and releasing project resources to

59、the businessCommunicating the closure of the project to all stakeholders and interested parties4. Project closureReview project completionDid it result in the benefits defined in the business case?Did it achieve the objectives outlined in the terms of reference?Did it operate within the scope of the

60、 terms of reference?Did the deliverables meet the criteria defined in the quality plan?Was it delivered within the schedule outlined in the project plan?Was it delivered within the budget outlined in the financial plan?項(xiàng)目管理生命周期定義：定義項(xiàng)目范圍陳述問題/機(jī)遇建立項(xiàng)目目標(biāo)識(shí)別成功標(biāo)準(zhǔn)列出假設(shè)、風(fēng)險(xiǎn)和障礙組織：啟動(dòng)項(xiàng)目招募、組織項(xiàng)目團(tuán)隊(duì)確定團(tuán)隊(duì)運(yùn)作規(guī)則平衡項(xiàng)目資源制定工作包