第一章項目管理雙語課件

山西財經大學張寶建課程的主要內容1.前言2.戰(zhàn)略3.組織4.定義5.估算6.網絡7.風險8.資源進度9.縮短進度10.領導11.團隊12.合伙13.過程控制14.收尾16.展望15.國際項目教學計劃與方法教學計劃以量化分析為主，第四章項目定義、第五章估算項目時間和成本、第六章制定項目計劃、第八章資源進度計劃、第九章縮短項目時間、第十三章進度和績效的衡量和評價為主要講授和重點掌握內容。其他章節(jié)都有涉及，為簡單講解和了解內容。教學方法以授課為主，案例分析與上機實驗相結合。而講課中主要培養(yǎng)學生用所學方法解決實際問題的能力?？荚嚪种档姆峙淇荚噧热堇碚摲椒ǖ膽谜?0%解決問題的實際能力占30%ChapterOne:ModernProjectManagement

Managingprojectsisonetheoldestandmostrespectedaccomplishmentsofmankind.Westandinaweoftheachievementsofthebuildersofpyramids,thearchitectsofancientcities,themasonsandcraftsmenofgreatcathedralsandmosques;ofthemightandlabourbehindtheGreatWallofChina,andotherwondersoftheworld.(3-1-1)----PeterW.G.Morris,TheManagementofProjects“對項目的管理是人類最古老、最值得尊重的成就之一。我們敬畏地面對著古老奇跡創(chuàng)造者們的偉大成就：金字塔的建造者、古老城市的建筑師、大教堂和清真寺的泥瓦匠與工匠，還有中國長城和世界其他奇跡背后的工匠”——彼得.莫里斯，《項目的管理》1.1:basicconceptiondefinition：Aprojectisacomplex,nonroutine,one-timeeffortlimitedbytime,budget,resources,andperformancespecificationsdesignedtomeetcustomerneeds.項目是一種復雜的、非常規(guī)的和一次性的努力，受到時間、預算、資源以及設計用來滿足客戶需要的性能規(guī)格的限制。(5-1-1)Themajorgoalofaprojectistosatisfyacustomer’sneed.(5-2-1)Themajorcharacteristicsofaprojectareasfollows:(5-2-3)Anestablishedobjective.Adefinedlifespanwithabeginningandanend.Usually,theinvolvementofseveraldepartmentsandprofessionals.Typically,doingsomethingthathasneverbeendonebefore.Specifictime,cost,andperformancerequirements.項目管理的普遍性MoreandmoreoftheworkinAmericaisprojectorientedwithabeginning,amiddle,andanend.(3-4-1)Theprojectapproachhaslongbeenthestyleofdoingbusinessintheconstructionindustry,U.S.DepartmentofDefensecontracts,andHollywoodaswellasatbigconsultingfirms.Nowprojectmanagementisspreadingtoallavenuesofwork.Today,projectteamscarryouteverythingfromportexpansionstohospitalrestructuringtoupgradinginformationsystems.(3-5-1)Projectmanagementisnotlimitedtotheprivatesector.Projectmanagementisalsoavehiclefordoinggooddeedsandsolvingsocialproblems.(3-6-1)1.2:TheProjectLifeCycle項目生命周期Theprojectlifecycletypicallypassessequentiallythroughfourstages:(6-2-1)DefinitionstagePlanningstageExecutionstageDeliverystageProjectLifeCycle1-11.4:Theprojectmanager

項目經理Theprojectmanagerplan,schedule,motivate,andcontrol.Theprojectmanagerisuniquebecauseshe/hemanagestemporary,nonrepetitiveactivitiesandfrequentlyactsindependentlyoftheformalorganization.(7-1-8)Theymustorchestratethecompletionoftheprojectbyinducingtherightpeople,attherighttime,toaddresstherightissuesandmaketherightdecisions.(7-2-10)Projectmanagersmustshapeaprojectculturethatstimulatesteamworkandhighlevelsofpersonalmotivationaswellasacapacitytoquicklyidentifyandresolveproblemsthatthreatenprojectwork.項目經理必須培養(yǎng)一種項目文化，以激勵團隊工作和高層次的個人自我實現(xiàn)，有能力快速識別和解決威脅項目工作的問題。(15-3-6)1.5:TheImportanceofProjectManagement

項目管理的重要性Severalreasons項目管理的重要性源自以下理由：(7-3-8)CompressionoftheproductLifeCycle高科技行業(yè)產品開發(fā)的一個共同的經驗法則是，項目耽擱6個月就會導致產品收入損失33%。因而速度成了一種競爭優(yōu)勢。(7-4-1)GlobalCompetition(7-6-1)KnowledgeExplosion(9-3-1)CorporateDownsizing(9-5-1)IncreasedCustomerFocus(11-2-1)SmallProjectsRepresentBigProblems(11-5-1)TheAgeofProjectManagement1-21.6:CapabilityMaturityModel(CMM)能力成熟度模型(12-5-1)Level1:Thereisanabsenceofaprocessfordevelopingaprojectplanthatincludescost,time,andperformance.Level2:Repeatableprocessesusedprimarilyonlargemission-criticalprojects.Level3:Well-definedprocessesthatareintegratewithorganizationprocesses.Level4:Thehighestlevelrepresentsseamless,integrated,holisticprojectsystemsandprocessesthatincludestrategicdecisionsthattakeintoaccountprojectselection,plans,performance,andlessonslearned.Level5:Continuousimprovementbyarchivingandusinglessonslearnedtoimproveprojectmanagementlearned.層次1：缺乏一個指定包含成本，時間和性能的項目計劃的過程。層次2：主要用于大型關鍵項目的重復過程。層次3：與組織的程序相整合的明確定義的過程。層次4：最高層次，代表無縫的、整合的、整體的項目系統(tǒng)和過程，包括考慮到項目選擇、計劃、績效和經驗教訓的戰(zhàn)略決策。層次5：通過獲得和利用學到的經驗對項目管理進行持續(xù)改進的過程。CapabilityMaturityModel(CMM)1-3Ourbestguessestimateisthatmostcompaniesareinthethroesofmovingfromlevel2tolevel3andthatfewerthan10percentofthosefirmsthatactivelypracticeprojectmanagementareatlevel4or5.(12-11-1)Projectmanagersinlevels1and2environmentsuseonlysomeofthetoolsandworkinorganizationsnotfullyattunedtotheimportanceofprojectmanagement.(12-13-1)IntegrationofProjectincludes:IntegrationofProjectwiththeStrategicPlan項目和戰(zhàn)略計劃的整合IntegrationwithintheProcessofManagingActualProjects實際項目管理過程中的整合1.7:IntegrationofProject項目整合Insomeorganizations,selectionandmanagementofprojectsoftenfailtosupportthestrategicplanoftheorganization.Strategicplansarewrittenbyonegroupofmanagers,projectsselectedbyanothergroup,andprojectsimplementedbyanother.(13-4-1)1.7.1：IntegrationofProjectwiththeStrategicPlan項目和戰(zhàn)略計劃的整合項目的整合管理受到內外部兩種因素的影響：Externalenvironmentalfactorsareusuallyclassifiedaspolitical,social,economic,andtechnological;theysignalopportunitiesorthreatsinsettingthedirectionfortheorganization.(14-2-6)

Internalenvironmentalfactorsarefrequentlyclassifiedasstrengthsandweaknessessuchasmanagement,facilities,corecompetencies,andfinancialcondition.(14-2-8)Therearetwodimensionswithintheprojectmanagementprocess實際項目管理過程中的整合存在兩個維度:(15-1-1)Thefirstdimensionisthetechnicalsideofthemanagementprocess,whichconsistsoftheformal,disciplined,purelogicpartsoftheprocess.Thetechnicalsidereliesontheformalinformationsystemavailable.Thisdimensionincludesplanning,scheduling,andcontrollingprojects.(15-2-1)1.7.2：IntegrationwithintheProcessofManagingActualProjects實際項目管理過程的整合Theseconddimensionisthesocioculturalsideoftheprojectmanagementprocess.(15-3-1)thetechnicaldimensionrepresentsthe“science”ofprojectmanagementwhilethesocioculturaldimensionrepresentsthe“art”ofmanagingaproject.(16-1-1)TheTechnicalandSocioculturalDimensionsof

theProjectManagementProcess項目管理過程的技術和社會文化維度1-5IntegratedManagem