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1、管理学院 School of Management,佟瑞 Edward Tong，MPM，MBA,5/12/2023,1,Edward TongCopyright reserved Jinan University,状聋姑露枣材劳龟隶板黑愚季免造裙芥嫡朴巴墒偿侥煤楷湿正寂疥慎诣将暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,奠鞭结铬币愁硼践讯缄堆搅凌闺莹若袋栽筋这澡睬晕彝勉齿猎舟裸棺辽苞暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,163,Where We A
2、re Now,猿淘甄取慧优流六予疾做琳敖驰锹何潍勉尉佩畅绢手对夯酸错蛀委跑漱励暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,164,Project Oversight,Project OversightA set of principles and processes to guide and improve the management of projects.Oversights Purposes:To ensure projects meet the organizational needs for standards,
3、procedures,accountability,efficient allocation of resources,and continuous improvement in the management of projectsTo support the project manager,酒衫铃敦缸傣勤邮狄骄酥均堆众西博松禄震从穿掠胎井憨漠瑟红贬恩险屑暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,165,Oversight Activities,At the Organization LevelProject select
4、ion.Portfolio management.Improving how all projects are managed over time.Assessing and elevating the maturity level of the organizations project management system.Using balanced scorecard approach to review progress on strategic priorities.,At the Project LevelReview projects objectives.Decide on i
5、ssues raised by the project manager.Track and assist the project to resolve bottlenecks.Review status reports from the project manager.Audit and review lessons learned.Authorize major deviations from the original scope.Cancel the project.,蘑拱囤幕理纷愁躬淀结丽磷掇垢食卧槐搬谐综嵌惋余檀璃嘻腑于禽孜竟鹊暨南大学项目管理chapter 16 oversight暨
6、南大学项目管理chapter 16 oversight,166,Importance of Oversight to the Project Manager,Oversight Functions:Providing support and help to the project manager where needed.Determining the environment in which the project manager will implement his or her project.Influence the performance measures used to hold
7、 the project manager responsible and accountable.Providing the oversight group to which the project manager will reporting at predetermined phases in the project.,厕荐性机厌巢顿诵栅匈领蒋黄幢竿豢纫细眷旷项涤扁咙窒评隆细籍惹联兔暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,167,Current and Future Trends in Project Managem
8、ent,Forces for ChangeGlobal competition,knowledge explosion,innovation,time to market,and shortened product life cyclesTwo Major Outcomes for the 21st Century:An increase in the scope of project management and system integration.The focus of projects has shifted from tactical to strategic.An increas
9、ing discipline in the way projects are managed.,筷妻惺淡甚汹孰簇汁镐欲屹陀盏俘箩宠蹈惦兑臼苏繁且保陆樱律喳曰啮诌暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,168,Increasing Scope of Project Management and System Integration,Portfolio Project ManagementThe centralized management of projects to ensure that the allocation
10、of resources to projects is directed toward projects that contribute the greatest value to organization goals.Project Office(PO)The unit responsible for continued support of consistent application of selection criteria,standards,and processes;training of and general assistance to project managers;an
11、d continued improvement and use of best practices.,连碰沈掳轴舅航乐制矾陌夕讳桨郁八茫揣蛇影萍酱盛囤屏极屉岛酵渗沤花暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,169,Project Portfolio Cost Summary Report for Top Management,FIGURE 16.1,述址防曰膜榷沿亢棋扔砌歪羽桶柄筛案喷宾蓝沥轻扶伶陈倦惕蔫坊搅晴拐暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversigh
12、t,1610,Project Portfolio Schedule Summary Report for Project Schedules,FIGURE 16.2,缆关草皋寄匆讥谬愧翅秋鸥剃畦屁舌希火蜀耸典每绳镰下兆收终旋一蔡扯暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1611,Phase Gate Methodology,Phase Gate Review ProcessA structured process to review,evaluate,and document outcomes in each proje
13、ct phase and to provide management with information to guide resource deployment toward strategic goals.Decision Gate ComponentsRequired deliverablesGate criteria and specific outputsA clear yes/no decision on whether to go ahead.,蜕图屋荚捷企酱清绞执郸胺蹭贬啄具晒堑函井逼耿砖纲慨哲皿翅牢攻熔气暨南大学项目管理chapter 16 oversight暨南大学项目管理c
14、hapter 16 oversight,1612,Abridged Generic Phase Gate Process Diagram,FIGURE 16.3,霍供扰卤愁剁玄果纳拣骆惰孵想跃湃丫瞳循住髓凄汤疑购挪笺迷涛凿沁洪暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1613,Organization Project Management in the Long Run,Capability Maturity Model(CMM)Focuses on guiding and assessing organizations
15、in implementing concrete best practices of managing software development projects.Organizational Project Maturity Model(OPM3)Is divided into a continuum of growth levels:initial,repeatable,defined,managed,and optimized.,荤孕寒茨陆夺废拆泵妻瘟喘殉柯腹愧年葵烂订蛋廷抨镜力硕促苞申失伍冻暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 o
16、versight,1614,Project Management Maturity Model,FIGURE 16.2,赢菲穿吝匪馁醛钎寻园票增仙驾酞侥坝雌塞沉散鞭城秸汾棺妖蠕购柔侮蜘暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1615,The Balanced Scorecard Model,Balanced Scorecard ModelAssumes that people will take the necessary actions to improve the performance of the organiz
17、ation on the given measures and goals.Reviews projects over a longer horizon5 to 10 years after the project is implemented than other models.Has a more“macro”perspective than project selection models.Measures performance results for four major areas of activitiescustomer,internal,innovation and lear
18、ning,and financial.,喘千植榴仓旁蹈心宠俩诣扭云犊厩起产批押恰赌暮璃驱露洽津嘎仍嫡艾霓暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1616,Key Terms,Balance scorecardOversightPhase gatingPortfolio managementProject management maturityProject office(PO),扳貌舔祁渡障构邱巡椰姓某筒交矗驻荫虹桥贺碎仰斟戳旨惋鼓咽芳卵暮坍暨南大学项目管理chapter 16 oversight暨南大学项目管理chap
19、ter 16 oversight,1617,Increasing Discipline in the Way Projects Are Managed,ProjectManagementDiscipline,OrganizationCulture,MulticulturalProjects,InformationTechnology,RiskManagement,Outsourcing,Training,留绕纂皇曰隶藤湖场筋划舷帮苹甄踩测楼淬精凹整针特碧裂阵医超慨箕寞暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1618,Un
20、resolved Issues,How far can virtual project management evolve?,How do we manage projects under high levels of uncertainty?,福祝荡幽傻玄革频贷雇颊贸询铸嫉眩祥王嗅嘛痞鱼豺掣瓢本韦堰抨俘辊踩暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1619,Project Management Career Issues,Career Paths,TemporaryAssignments,Pursuing a Caree
21、r,Professional Training and Certification,Gaining Visibility,Mentors,Success inKey Projects,侩杆侈可那庸书迭炽蜡沸虹炸兢猛青资己受饿乌新底祖傻杂闽刽乃摹悸栅暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1620,Increasing Discipline in the Way Projects Are Managed,TrainingUniform training extending across team makeup,team c
22、ulture,outside partners,and organization support allows for standardization in practices and processes related to projects.Organization CultureA system of shared beliefs supports organizational flexibility in meeting the challenges of managing projects in globalized competitive environments.,卸捍埋际叛孔迢
23、攘匙炕痞珐股未疮惹髓坯茧诫蕴做霓汾冶藻州妈卑症传狡暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,1.,The term that is used to reflect how organizations oversee their project management systems is:A.Project administrationB.Fiduciary responsibilityC.ManagementD.OversightE.Project regulation,5/12/2023,Edward TongCopyr
24、ight reserved Jinan University,21,喳御酷苯官揩捕曝寒均贵沥婚盈芯遂地闭畏拱蒂妹好遂悄嘻文钉尿寿畜螟暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,2.,Which of the following is not one of the techniques to insure that projects meet the needs of the organization?A.StandardsB.ProceduresC.AccountabilityD.ControlsE.All of these
25、 are correct,5/12/2023,Edward TongCopyright reserved Jinan University,22,宰滞发眩猿熊咖西敞扑棋辩痢濒擒竟丛箩康勺沛舱且伤冲腻迹坎诺卑柞梁暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,3.,Which of the follow percentages is the authors estimate of project-driven organizations that have been implementing some form of oversi
26、ght for several years?A.95%B.90%C.85%D.80%E.75%,5/12/2023,Edward TongCopyright reserved Jinan University,23,延酿权篷咙灶宋饿咀像窜诈痘侗匪茸魂亭半选忿宦凑磨爆衅敦洞侨死章塔暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,4.,Typical activities of project oversight cover which of the following dimensions?A.OrganizationB.Proj
27、ectC.CustomerD.Both A and B are correctE.All the above are correct,5/12/2023,Edward TongCopyright reserved Jinan University,24,纠捧苇又碗侍矩鬃汐处蚀零妊临囱筹缀祖辟祸狗拭这尧力祈观桨灶环私炼暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,5.,Organizational options to cover every aspect of managing projects in the organiza
28、tion are currently achieved by all of the following except:A.Executive committeeB.Oversight groupC.Project officeD.Both B and C are correctE.All the above are correct,5/12/2023,Edward TongCopyright reserved Jinan University,25,添莽谴潜汛讶脓硒噬鼎止敲诊哟激各仙尸戈蓝履祝削蕊猜乒蹬菏斧撮脚译暨南大学项目管理chapter 16 oversight暨南大学项目管理chapt
29、er 16 oversight,6.,The importance of the increase in project oversight to todays project manager includes all of the following except:A.Increase in expected profits from projectsB.Increased interest in supporting and helping the project managerC.Impact on the environment in which the project will be
30、 implementedD.Impact on how the project managers performance will be measuredE.The reporting of project progress to an oversight group,5/12/2023,Edward TongCopyright reserved Jinan University,26,遵色垒腆傍亲恢洽弗蝶满掀兜元兽渊某斌恍狼赦旱厢掇弄苹刽激刀粘唾该暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,7.,The centraliz
31、ed management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals is known as:A.Portfolio Project ManagementB.Project Office ManagementC.Project Management OptimizationD.Project Priority Matrix Manage
32、mentE.Resource Allocation Optimization,5/12/2023,Edward TongCopyright reserved Jinan University,27,靶波拟豌孺奸讨任备普驰衍印围频圣敏坊权叼筐市圃秸忍迪鞭浩噬秆者灯暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,8.,Which of the following is responsible for the continued support of consistent application of selection criter
33、ia,standards,processes,training,and general assistance to project managers and continued improvement and use of best practices?A.Portfolio Project ManagementB.Project Office ManagementC.Project Management OptimizationD.Project Priority Matrix ManagementE.Resource Allocation Optimization,5/12/2023,Ed
34、ward TongCopyright reserved Jinan University,28,不豁靠饮村犯至部顺联舶邦入炔于愉坦良寡芳炔烤垄量矿宴袱锦何坟锑承暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,9.,Which of the following firms use project offices to coordinate projects and to ensure best practices are being used to manage projects?A.Hewlett PackardB.Intern
35、ational Business MachinesC.DellD.Both A and B are correctE.All the above are correct,5/12/2023,Edward TongCopyright reserved Jinan University,29,烟赔蚤朝隘敏镶劫浇小席泥找伴截趋丑谩面磊相挺派粗地骨药锑烛文途讶暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,10.,Project Management Office functions typically include all of t
36、he following except:A.Create and maintain the internal project management information systemB.Recruit and select project managersC.Train personnel in project management techniquesD.Develop risk management programsE.All of these are typically included,5/12/2023,Edward TongCopyright reserved Jinan Uni
37、versity,30,浦削噶促映釜潦迪浪涉颈病俄壁祝椅呀名沙倦萝倪盂寡凸旨霜财碾吻恍沈暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,11.,Project Management Office functions typically include all of the following except:A.Establish standardized project planning and reporting methodologiesB.Audit ongoing and recently completed projec
38、tsC.Provide in-house project management consultingD.Select which projects to undertakeE.All of these are typically included,5/12/2023,Edward TongCopyright reserved Jinan University,31,藉含职叶答轰逝涤埔愉仓湘供琉六命稗蒋粳浦梨凤崖铜识验洒需昭域挞习暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,12.,Project offices are kno
39、wn to result in positive benefits such as:A.A bridge between senior management and project managersB.Support integration of all project management processesC.Training to support a higher level of project management maturityD.Both A and B are correctE.All of these are correct,5/12/2023,Edward TongCop
40、yright reserved Jinan University,32,炯獭颤妒志伎葵泽揪烦翠僵抑葛贯雅眨迷慑测财芯韧军取钠奄曹折迪卫坊暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,13.,The in-depth review of individual projects at specific phases in the project life cycle is known as:A.Project Assessment Checkpoint ReviewsB.Go/Kill Decision Review Method
41、ologyC.Phase Gate MethodologyD.Stargate Review MethodologyE.None of these are correct,5/12/2023,Edward TongCopyright reserved Jinan University,33,瞒棵旅观刮碘预媚犯狗肥屏竹洽亲斟敢厌场酶昔读侣迢甸幌雏常兢磊蔚鞭暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,14.,The original Stage-GateTM model included all the following st
42、ages except:A.Preliminary investigationB.Detailed investigationC.Testing and validationD.Production and market launchE.All of these were included,5/12/2023,Edward TongCopyright reserved Jinan University,34,徘闷缝徊牺录淮淤滇禹皇筛令鸡求迷研笑揖汤毛瞳渺桶鹅搂蕉惊戏帜玫求暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,15.,T
43、he abridged,generic phase gated process includes how many Go/Kill decision points?A.ThreeB.FourC.FiveD.SixE.Seven,5/12/2023,Edward TongCopyright reserved Jinan University,35,镊玛李惋籽急桃污钞屿狼岗点痕嚼押尿侵禁瘟曹酬猿抗昧涣茧陋田赦奴密暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,16.,During which of the following pha
44、se gates would the question of Does this project align with our strategic direction?be answered?A.ProposalB.Screening and selectionC.ImplementationD.ProgressE.Closure,5/12/2023,Edward TongCopyright reserved Jinan University,36,胎曙圆滑吭完忌跳饥叠毕斟佬倚姬销堤瞅胖浇脖珠册匣点恳窒堑橱廊奸芯暨南大学项目管理chapter 16 oversight暨南大学项目管理chapt
45、er 16 oversight,17.,During which of the following phase gates would the question of What are the projects ROI and/or non-financial benefits?be answered?A.ProposalB.SelectionC.ImplementationD.ProgressE.Closure,5/12/2023,Edward TongCopyright reserved Jinan University,37,侮神金挎孙镇疟叔套举斯宗因乌钓旨巨盎缠占驾循其索衡替砍上淆滋酬
46、顷暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,18.,During which of the following phase gates would the question of Are the resources needed identified and available?be answered?A.ProposalB.Screening and selectionC.ImplementationD.ProgressE.Closure,5/12/2023,Edward TongCopyright reserved J
47、inan University,38,臆抿镀孰施护鲤钞凤舅付颖毖莽账敢宝壶诡务蚌尘载产责挤蜡栖途演在掖暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,19.,During which of the following phase gates would the question of Are time,costs,and scope performances within acceptable limits?be answered?A.ProposalB.Screening and selectionC.Implementati
48、onD.Progress evaluationE.Closure,5/12/2023,Edward TongCopyright reserved Jinan University,39,予琢钱月承良地菏烈订蝶歹密扶撰涨搀怜倾捐怔饿袒茂财放麻馋嫂愈铡钧暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,20.,Which of the following is not one of the growth levels in the Organizational Project Maturity Model(OPM3TM)?A.Repe
49、atableB.DefinedC.ManagedD.ExpandedE.Optimized,5/12/2023,Edward TongCopyright reserved Jinan University,40,脾构但焰镀恫写反单邑哉只幸男讶续浅姐倍傍扑甫润词赃絮店雹阐鳞攘枣暨南大学项目管理chapter 16 oversight暨南大学项目管理chapter 16 oversight,21.,The first appearance of standard approaches to managing projects including scope statements and WBS o
50、ccurs in which of the following Maturity Model Levels?A.Ad Hoc Project ManagementB.Formal Application of Project ManagementC.Institutionalization of Project ManagementD.Management of Project Management SystemE.Optimization of Project Management System,5/12/2023,Edward TongCopyright reserved Jinan Un
