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1、项目管理培训,乔东2001年10月,目录,项目管理概览项目管理过程介绍项目管理知识领域介绍PROJECT软件入门测验案例分析,发达国家对项目管理的认识已经相当成熟,项目管理具有普遍性项目管理对项目的成功具有重要作用项目管理需要特殊的管理方法项目管理已经发展成为一门管理科学越来越多的组织、企业开始重视项目管理据Fortune预测，项目经理将成为21世纪年轻人的首选职业,相关组织和知识体系,PMI（Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Profes
2、sional)PMP认证考试,项目的定义,PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s.ProjectTemporary&Unique&Progressive Elaboration,项目管理的定义,PROJECT MANAGEMENT is the application of knowledge,skills,tools,and techniques to project activities to meet project requirement
3、sScope,time,cost,and qualityStakeholders with differing needs and expectationsIdentified requirements（needs）and unidentified requirements（expectations）,项目管理的相关知识结构,常见的项目管理知识与实践,一般的管理知识和实践,应用领域的知识与实践,项目的利益相关者（Stakeholders）,积极参与项目，或其利益受到项目执行过程或项目成功完成的影响的个人和组织。项目经理客户运营中的组织出资人,外部影响,标准法规国际化文化社会、经济、环境,项目阶
4、段的划分,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 effectively,项目生命周期,Project life cycle serves to define the beginning and
5、 the end of a project.Project life cycle V.S.Product life cycleprogramsubproject,项目组织,职能式矩阵式弱矩阵平衡矩阵强矩阵项目式,项目经理职责项目经理授权项目经理时间项目协调力度,项目管理五大阶段,Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes,项目管理过程,Initiating Processes,Planning Processes,Controlling Proce
6、sses,Executing Processes,Closing Processes,项目管理九大知识领域,Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement Management,
7、Project Integration Management,项目计划、执行和控制的不同过程的综合集成项目管理与企业日常运营的集成产品范围与项目范围的集成不同职能部门的成果的集成项目中各约束条件的集成,Project Scope Management,Product scope v.s.Project scope,Initiation,Outputs:Project charterProject manager identified/assignedConstraintsAssumptions,Scope Planning,Output:Scope statementSupporting de
8、tailScope management,Scope Definition,目的：提高估算成本、时间、资源的准确度定义 衡量和控制项目绩效的基线明确职责的分派Output:Work Breakdown Structure（WBS）正确的范围定义是项目成功的关键,Scope Verification,Scope verification v.s.quality control,Scope Change Control,目的：影响产生范围变化的因素，以保证变化是有益的确定范围的变化会发生对变化是否已经发生和发生的时间进行管理,产生变化的主要原因,一个外部事件（如政府法规的改变）在产品范围定义中发生
9、的失误在项目范围定义中发生的失误增值引起的变化（如新技术的引入）,Project Time Management,Activity Definitionactivity v.s.deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed time,Activity Sequencing,DependenciesMandatory,Discretionary,ExternalPDM（AON）:FS,FF,SS,SFADM（AOA）:FSGERT:Loop or condition
10、al branches,Schedule Development,考虑因素：项目网络图（活动顺序）活动时间估计资源需求可获得资源日历（项目、资源）限制条件假设前提活动的时间间隔,Schedule Development,几种常见的表示方法压缩时间的方法CPMCrashingFast trackingResource leveling,Schedule Control,关键路径法最早启动时间（ES）最迟启动时间（LS）Float举例,Project Cost Management,Resource PlanningCost EstimatingCost BudgetingCost Control
11、,常用术语,PV:Present ValuePV=FV/（1+r）nNPV:Net Present ValueNPV=PVBCWS:Budgeted Cost of Work ScheduledACWP:Actual Cost of Work Performed,Project Quality Management,Quality policyProject&ProductQuality v.s.GradeBenefit v.s.CostPrevention over inspectionPlanned in v.s.Inspected inManagement responsibilityP
12、DCA with phases,Project Quality Management,Quality PlanningQuality AssuranceQuality Control,Cost of Quality,Prevention CostsAppraisal CostsFailure CostsInternalExternal,Quality Control,ChecklistPareto diagramsCause-and-Effect diagram,Pareto Diagram Sample,Quality Control,Outputs:Acceptance decisions
13、ReworkQuality improvementProcess adjustments,Project Human Resource Management,项目的临时的特点，必然导致人员和组织的关系总是不断改变和具有临时性。企业中的人力资源管理一般都不是项目管理者的直接责任，但作为项目的管理者，必须充分意识到这方面的管理要求对完成项目的保证作用。与沟通管理密切相关,Organizational Planning,Identifying,documenting,assigningroles,responsibilities,reporting relationshipsRAM,RAEW,团队能
14、力组合,专业知识,组织协调能力,操作型,专家型,协调型,决策型,Staff Acquisition,与职能部门或其他项目的经理谈判预先指定的从外部获得（采购）,Team Development,Both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.,Project Communications Management,典型的项目经理有75%-90%的时间用于沟通Communi
15、cations PlanningCommunications DistributionPerformance ReportingAdministrative Closure,沟通的规模,项目经理的基本职责,PlanningOrganizingLeadershipControl项目经理有75%-90%的时间用于沟通,项目经理权威的来源,正式任命奖励惩罚专业能力人格魅力,X-Y 理论,X理论：认为一般情况下工人都是懒惰的，需要监管Y理论：假设工人们不受到监管时也都愿意工作,Conflict Management,WithdrawingLose-loseSmoothingLose-loseCompr
16、omisingLose-loseProblem Solvingwin-winForcingwin-lose,Performance Reporting,Status reportingProgress reportingForecasting,Performance Reporting,BCWS:Budgeted Cost of Work ScheduledACWP:Actual Cost of Work PerformedBCWP(EV):Budgeted Cost of Work PerformedCV:Cost VarianceCV=BCWP-ACWPSV:Schedule Varian
17、ceSV=BCWP-BCWSCPI:Cost Performance IndexCPI=BCWP/ACWP,Performance Reporting,BAC:Budgeted At CompletionEAC:Estimated At CompletionActuals-to-date+Remaining Budget/CPIActuals-to-date+New estimateActuals-to-date+Remaining Budget(Remaining Budget=BAC-EV)Variance At CompletionVAC=BAC-EAC,Performance Mana
18、gement,通过持续的沟通，发现问题并解决问题，不断提高绩效,Project Risk Management,贯穿在整个项目过程中包括内部风险和外部风险同时意味着威胁和机会充分考虑成本因素,Concepts,Risk Management Planning,Risk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and interpretationThresholdsReporting formatsTracking,Risk Identification,Typical project
19、risk:promotion,market,political,technical,financing,environmental,construction(cost,schedule),operating,organizational,integration,force majeure.,Risk Identification Outputs,Outputs:Risks(events&conditions)Triggers(symptoms)Inputs to other processes,Qualitative Risk Analysis,Determine the importance
20、P-I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stabilityconsequences,Quantitative Risk Analysis,Sensitivity analysisDecision Tree analysisProbability distributionBeta distributionTriangular distributionMonte Carlo simulation,Quantitative Risk Analysis,Risk=Probabili
21、ty X MagnitudeContegency=magnitude(provision)or Risk(P*M)Expected Value(EV)=PiMi Pi=1，I=1 n,Risk Response Development,AvoidanceTransferenceMitigationAcceptance,Risk Monitoring and Control,保证风险管理计划的执行随时注意计划中的风险的征兆随时注意计划外的风险的可能,Procurement Planning,Make-or-Buy analysisContract type selectionFixed pric
22、e or lump sum contractCost reimbursable contractUnit price contractStatement Of Work（SOW）,Solicitation Planning,Outputs:Procurement documents（RFP）Evaluation criteriaPotential sellersSOW updates,常见评价条件,Understanding of needoverall or life-cycle costtechnical capabilitymanagement approachfinancial cap
23、acity,Solicitation&Source Selection,由卖方提交建议书必要条件筛选加权打分,Contract Administration&Close-out,Contract change control systemPerformance reportingPayment systemProcurement audits,招标过程举例,项目管理过程,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,总结,所有的管理方法始终以实现目标为目的同时关注产品管理和项目管理项目管理首先是科学，同时也是艺术项目管理体系需要与外部条件相结合项目是一个整体，项目管理是综合的项目经理责任重大,项目管理网站,http:/www.pmi.orghttp:/,PROJECT软件入门,自测题,
