項(xiàng)目管理培訓(xùn)教材（喬?hào)|）

1、項(xiàng)目管理培訓(xùn)2001年10月1目錄項(xiàng)目管理概覽項(xiàng)目管理過(guò)程介紹項(xiàng)目管理知識(shí)領(lǐng)域介紹PROJECT軟件入門測(cè)驗(yàn)案例分析2發(fā)達(dá)國(guó)家對(duì)項(xiàng)目管理的認(rèn)識(shí)已經(jīng)相當(dāng)成熟項(xiàng)目管理具有普遍性項(xiàng)目管理對(duì)項(xiàng)目的成功具有重要作用項(xiàng)目管理需要特殊的管理方法項(xiàng)目管理已經(jīng)發(fā)展成為一門管理科學(xué)越來(lái)越多的組織、企業(yè)開(kāi)始重視項(xiàng)目管理?yè)?jù)Fortune預(yù)測(cè)，項(xiàng)目經(jīng)理將成為21世紀(jì)年輕人的首選職業(yè) 精品資料網(wǎng)3相關(guān)組織和知識(shí)體系PMI（ Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Profe

2、ssional)PMP認(rèn)證考試4項(xiàng)目的定義PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration5項(xiàng)目管理的定義PROJECT MANAGEMENT is the application of knowledge, skills, tools, and techniques to project activities to meet project requ

3、irementsScope, time, cost, and qualityStakeholders with differing needs and expectationsIdentified requirements （needs） and unidentified requirements （expectations）6項(xiàng)目管理的相關(guān)知識(shí)結(jié)構(gòu)常見(jiàn)的項(xiàng)目管理知識(shí)與實(shí)踐一般的管理知識(shí)和實(shí)踐應(yīng)用領(lǐng)域的知識(shí)與實(shí)踐7項(xiàng)目的利益相關(guān)者（Stakeholders）積極參與項(xiàng)目，或其利益受到項(xiàng)目執(zhí)行過(guò)程或項(xiàng)目成功完成的影響的個(gè)人和組織。項(xiàng)目經(jīng)理客戶運(yùn)營(yíng)中的組織出資人8外部影響標(biāo)準(zhǔn)法規(guī)國(guó)際化文化社會(huì)、經(jīng)

4、濟(jì)、環(huán)境 精品資料網(wǎng)9項(xiàng)目階段的劃分Each project phase is marked by completion of one or more deliverables.Deliverable: tangible, verifiable work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively10項(xiàng)目生命周期Project life cycle serves to define t

5、he beginning and the end of a project.Project life cycle V.S. Product life cycleprogramsubproject11項(xiàng)目組織職能式矩陣式弱矩陣平衡矩陣強(qiáng)矩陣項(xiàng)目式項(xiàng)目經(jīng)理職責(zé)項(xiàng)目經(jīng)理授權(quán)項(xiàng)目經(jīng)理時(shí)間項(xiàng)目協(xié)調(diào)力度12項(xiàng)目管理五大階段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes13項(xiàng)目管理過(guò)程Initiating ProcessesPlanning ProcessesCon

6、trolling ProcessesExecuting ProcessesClosing Processes14項(xiàng)目管理九大知識(shí)領(lǐng)域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement

7、 Management15Project Integration Management項(xiàng)目計(jì)劃、執(zhí)行和控制的不同過(guò)程的綜合集成項(xiàng)目管理與企業(yè)日常運(yùn)營(yíng)的集成產(chǎn)品范圍與項(xiàng)目范圍的集成不同職能部門的成果的集成項(xiàng)目中各約束條件的集成16Project Scope ManagementProduct scope v.s. Project scope17InitiationOutputs:Project charterProject manager identified/assignedConstraintsAssumptions18Scope PlanningOutput:Scope statement

8、Supporting detailScope management19Scope Definition目的：提高估算成本、時(shí)間、資源的準(zhǔn)確度定義 衡量和控制項(xiàng)目績(jī)效的基線明確職責(zé)的分派Output:Work Breakdown Structure （WBS）正確的范圍定義是項(xiàng)目成功的關(guān)鍵20Scope VerificationScope verification v.s. quality control21Scope Change Control目的：影響產(chǎn)生范圍變化的因素，以保證變化是有益的確定范圍的變化會(huì)發(fā)生對(duì)變化是否已經(jīng)發(fā)生和發(fā)生的時(shí)間進(jìn)行管理22產(chǎn)生變化的主要原因一個(gè)外部事件（如政府法

9、規(guī)的改變）在產(chǎn)品范圍定義中發(fā)生的失誤在項(xiàng)目范圍定義中發(fā)生的失誤增值引起的變化（如新技術(shù)的引入）23Project Time ManagementActivity Definitionactivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed time24Activity SequencingDependenciesMandatory, Discretionary, ExternalPDM（AON）: FS, FF, SS, SFADM（AOA）: F

10、SGERT: Loop or conditional branches25Schedule Development考慮因素：項(xiàng)目網(wǎng)絡(luò)圖（活動(dòng)順序）活動(dòng)時(shí)間估計(jì)資源需求可獲得資源日歷（項(xiàng)目、資源）限制條件假設(shè)前提活動(dòng)的時(shí)間間隔26Schedule Development幾種常見(jiàn)的表示方法壓縮時(shí)間的方法CPMCrashingFast trackingResource leveling27Schedule Control關(guān)鍵路徑法最早啟動(dòng)時(shí)間（ES）最遲啟動(dòng)時(shí)間（LS）Float舉例28Project Cost ManagementResource PlanningCost EstimatingCo

11、st BudgetingCost Control29常用術(shù)語(yǔ)PV: Present ValuePV = FV / （1+r）nNPV: Net Present ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed30Project Quality ManagementQuality policyProject & ProductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s.

12、 Inspected inManagement responsibilityPDCA with phases31Project Quality ManagementQuality PlanningQuality AssuranceQuality Control32Cost of QualityPrevention CostsAppraisal CostsFailure CostsInternalExternal33Quality ControlChecklistPareto diagramsCause-and-Effect diagram34Pareto Diagram Sample35Qua

13、lity ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustments36Project Human Resource Management項(xiàng)目的臨時(shí)的特點(diǎn)，必然導(dǎo)致人員和組織的關(guān)系總是不斷改變和具有臨時(shí)性。企業(yè)中的人力資源管理一般都不是項(xiàng)目管理者的直接責(zé)任，但作為項(xiàng)目的管理者，必須充分意識(shí)到這方面的管理要求對(duì)完成項(xiàng)目的保證作用。與溝通管理密切相關(guān)37Organizational PlanningIdentifying, documenting, assigningroles, responsib

14、ilities, reporting relationshipsRAM38RAEW39團(tuán)隊(duì)能力組合專業(yè)知識(shí)組織協(xié)調(diào)能力操作型專家型協(xié)調(diào)型決策型40Staff Acquisition與職能部門或其他項(xiàng)目的經(jīng)理談判預(yù)先指定的從外部獲得（采購(gòu)）41Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.42Project Communications

15、 Management典型的項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通Communications PlanningCommunications DistributionPerformance ReportingAdministrative Closure43溝通的規(guī)模44項(xiàng)目經(jīng)理的基本職責(zé)PlanningOrganizingLeadershipControl項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通45項(xiàng)目經(jīng)理權(quán)威的來(lái)源正式任命獎(jiǎng)勵(lì)懲罰專業(yè)能力人格魅力46X - Y 理論X理論：認(rèn)為一般情況下工人都是懶惰的，需要監(jiān)管Y理論：假設(shè)工人們不受到監(jiān)管時(shí)也都愿意工作47Conflict Manage

16、mentWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-lose48Performance ReportingStatus reportingProgress reportingForecasting49Performance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work Perfo

17、rmedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performance IndexCPI = BCWP / ACWP50Performance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget

18、(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EAC51Performance Management通過(guò)持續(xù)的溝通，發(fā)現(xiàn)問(wèn)題并解決問(wèn)題，不斷提高績(jī)效52Project Risk Management貫穿在整個(gè)項(xiàng)目過(guò)程中包括內(nèi)部風(fēng)險(xiǎn)和外部風(fēng)險(xiǎn)同時(shí)意味著威脅和機(jī)會(huì)充分考慮成本因素53Concepts54Risk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and in

19、terpretationThresholdsReporting formatsTracking55Risk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.56Risk Identification OutputsOutputs:Risks (events & conditi

20、ons)Triggers (symptoms)Inputs to other processes57Qualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stabilityconsequences58Quantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBet

21、a distributionTriangular distributionMonte Carlo simulation59Quantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magnitude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 n60Risk Response DevelopmentAvoidanceTransferenceMitigationAcceptance61Risk Monitoring and Control保證風(fēng)險(xiǎn)管理計(jì)劃的執(zhí)行隨時(shí)注意計(jì)劃中的風(fēng)險(xiǎn)的征兆隨時(shí)注意計(jì)劃外的風(fēng)險(xiǎn)的可能62Procurement PlanningMake - or - Buy analysisContract type selectionFixe