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1、Topic 8 第八讲:Project management项目管理,Marshall BreedingDirector for Innovative Technologies and ResearchVanderbilt University,Redefining Libraries:Web 2.0 and other ChallengesMay 2007 Xiamen,China,Project management项目管理,Why do projects succeed?项目为甚么会成功？Why do projects fail?项目为甚么会失败？,Objectives 目标,Bette
2、r skills in managing projects提高项目管理技巧Develop realistic timelines 建立实际时间表Manage expectations 管理期望Avoid problems with mismanaged projects避免因项目管理不当而产生问题Better delegation of responsibilities更有效地授予责任,Project characteristics项目特式,Task of finite duration有限时间内的任务Not a permanent activity并非永久的活动Produces a new
3、product,service or other result制造一个新的产品，一项新的服务或其它成果,Project management项目管理,Applies structured techniques to facilitate a more efficient approach to planning an executing a project运用建构技巧以助采取更有效的方法去计划和执行项目Applies organizational structure运用组织架构A more analytic approach更着重分析的方法,Organizational structure组织
4、架构,Project leader the person responsible for the overall planning execution of the project项目领导 负责整体计划执行项目的人Project team Other individuals assigned to work on the project项目组 其它获分派项目工作的成员,Project Plan项目计划,A document that guides the execution of the project.执行项目的指引文件Approved by stakeholders or persons
5、in authority由相关利益者或当权者批核 States the desired outcomes,assumptions由此项目希望得到的结果、假设General timeline or schedule一般时间表或进度表Varies in detail according to the complexity of the project因项目的复杂程度而有所不同,Stakeholders相关利益者,Individuals or organizations with a direct interest in the outcome of the project与项目结果有直接利益的个人
6、或机构May or may not have authority in how the project is carried out可能有或没有权力影响项目如何进行Source of important information about the potential impact of the project关于项目潜在影响的重要资料来源,Champion项目负责人,An individual with a vested interest in the project项目的既得利益者May be the person who initiates the project可能是倡议项目者May h
7、ave high-level oversight可有高层次的监督权限May be the project leader可能是项目领导,Customer顾客,The persons or group that benefits from the outcome of the project受益于项目结果的个人或圑體,Project Management Fundamentals 项目管理的基础,Planning time on the font end yields benefits throughout the course of the project事前的时间策划可为整个项目过程带来好处A
8、voids delays 避免延误Reduces overall effort 降低整体付出Increases probability of on-time delivery增加按时交付的机会Involve customers from the inception of the project从项目开始起容入顾客的参与Iterative planning:be flexible enough to make adjustments and mid-course corrections互动计划：足够的弹性以作调整及中期修正,Avoid Scope Creep避免范围扩大,Develop a cl
9、ear idea of the parameters of the project 订立清晰的项目范围Avoid the temptation to add new components or expand the tasks 避免尝试加进新的成分或扩展任务范围Be clear about what tasks are beyond the scope of the project清楚知道甚么任务超越了项目的范围,Stages of a managed project管理得当项目的各阶段,Start-up:Analysis and planning 创办：分析和规划Determine requ
10、irements 确定要求 Create project plan 创立项目计划Execution 实施Carry out plan 执行计划Track progress 追赶进度Address changes 处理转变Close-down 完成Completion of tasks 完成任务Transfer control 移交管理权Final documentation 最终文档Disband project team 解散项目组,Project Plan components项目计划的组成部份,Scope 范围Team Collaboration圑队合作Schedule进度表Commun
11、ications沟通,Scope Management范围管理,Define the outcomes 确定结果Structure and subdivide the project into smaller manageable tasks 把项目组织或细分成较小的可管理的任务Articulate project requirements 清晰列明项目要求Develop a project summary statement 设立项目概要Identify issues that need to be addressed during the course of the project 确定项
12、目过程中需要处理的问题Question,problems,obstacles 问题，难题，障碍,Vetting of the Project activities 检查项目活动,Interview stakeholders and champion to gather input and solicit suggestions采访项目的相关利益者及主管以便收集建议及征求意见Identify sensitive issues 找出敏感的议题Develop interview questions in advance but ask open-ended questions and invite
13、any relevant information事先订立采访问题，但作开放性提问并邀请受访者提供相关数据 Broad consultation improves likelihood of success广泛的咨询可增加成功的机会,Developing Project Requirements 订立项目要求,Relevant background and history 相关背景和历史Define deliverables 设定项目成果Identify schedule and timing requirements确定进度和时间上的要求Create communications strate
14、gy 设立沟通策略Ensure all stakeholders,champions,and participants receive the appropriate level and frequency of information 确保所有相关利益者、主管、和参与者收到适当层次的及频密的信息,Project summary statement項目概要,Project name 项目名称Description 项目描述Stakeholders 相关利益者Project need:Articulate the problem being addressed 项目需求：清晰列明需处理的问题De
15、liverables:Define the specific desired accomplishments,products,services项目成果：订立特定的欲达成的成就、产品、服务Requirements 需求Success factors 成功因素Initial schedule and target dates 初步计划及目标日期,Team Collaboration and organization 团队合作及组织,Identify roles and responsibilities 确定角色和责任Determine how the team will communicate
16、and share information 决定团队如何沟通及分享信息E-mail wiki collaborative tools电邮 维基 协作工具External reporting relationships 对外联系方式Identify resources needed 找出需要的资源Meeting schedule 会议时间表,Schedule management进度管理,Define tasks 明确任务Prioritize tasks and determine prerequisites排列任务优先次序和决定必要条件 Assign start and stop dates
17、to each task定出每项任务的开始和完成日期Delegate team members to each task分派组员予各项任务Analyze volume of effort relative to each sub-task and overall project timeline分析每项子任务的工作量及整体项目时间线Avoid unrealistic estimates of timeframes避免不现实地估计时间范围,Tools for Managing Scheduling 进度管理工具,Microsoft Project 微软项目管理软件Gantt Charts 甘特图
18、 PERT Charts 计划评核术图 Excel spreadsheets 电子表格Microsoft Visio 建立流程图、组织图、时间表等的软件,Focus on communications集中注意力于沟通方面,External vs Internal 对外与对内Within the project team 项目组内Regular updates to stakeholders,champions,and managers 定期给予利益相关者、项目主管、及经理最新的信息Develop and distribute adequate documentation 建立和传阅足够的文件,
19、Changes and corrections改变与修正,Negotiate any changes requested to the project requirements 商谈对项目要求提出的改变Changes that involve a possible extension of the project should be well-vetted and approved by everyone with an interest in the project可能引致项目延展的改变，应由所有与项目有利益关系的人仔细审批Additional resources 额外资源Possible
20、trade-off of activities 可能的交易活动,Project Close-down项目完成,Validate the successful completion of the project确证项目已成功地完成Distribute any required documentation传阅任何必须的文件Transfer from project team to any persons or groups that will be responsible for maintenance由项目组调配人员或小组负责维修保养工作Document any outstanding issu
21、es or problems记录所有未解决的议题或问题Communicate any recommended next steps or follow-up that may be needed传达有关下一步的建议或作需要的跟进,Group Exercise 小组研习,In reviewing the projects that your library has undertaken in the last two years,describe one that might have been more successful had the library followed a more structured approach with formal project management methodologies?Describe specific measures that you would have done differently if you were approaching the same task today.重温一下贵馆过往两年展开过的项目，描述一个若图书馆用正常项目管理的方法更有效地组织而可能会更加成功的项目。说出一些若你今天要执行同样的任务时，你会用到的不同的特别方法。,
