项目管理英文版2课件

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1、The Resources of the MaterialsvThe main content is from“A Guide To The Project Management Body Of Knowledge”(PMBOK).vThe copyright belongs to the Project Management Institute.vIts website is www.pmi.org1.The history of project managementvThere are three different timesOld times-before 1940sTradition

2、al times-1940s-1980sModern times-1980s till nowvThere are two main association:PMI-Project Management InstituteIPMA-International Project Management Association,before called Internet.Chapter 1 Introduction2.Modern Project ManagementvThere are two characteristics for MPMEnlarged management area-from

3、 3 to 9 areasExpended to all projects not only the construction and engineering projects.vBecome a discipline of ManagementOperation or routine managementProject and program management Chapter 1 Introduction3.The importance of learning MPMvAll things start with project and then may or may not transi

4、t into operations.vThe project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects.vThe top management should deal with exceptions and that need PMP.Chapter 1 IntroductionChapter 1 Introduction4.The Definition of ProjectvPr

5、oject temporary endeavor undertaken to create a unique product or servicevHas a definite beginning and end and interrelated activitiesvUnder the restriction of resourcesvFor some purpose of a organization or even a person.5.Typical ProjectsvR&D projectsvBPR and ReorganizationvInformation system inte

6、gration vConstruction and EngineeringvScientific research and Dissertation vOlympic Games and other sports gamesvEvery kind shows and performanceChapter 1 IntroductionChapter 1 Introduction6.The Characteristics of a ProjectvProducts or Service are unique characteristics are progressively elaboratedP

7、rogressively:proceeding in stepsElaborated:worked with care and detailvThe work is temporary.Time limited There are resource restriction.7.The Definition of Project Management vProject Management is the overall planning,control and coordination of project from inception to completion.v Project Manag

8、ement focus on completing project on-time,within the allotted budget and defined scope,and satisfying the required quality standard.Chapter 1-IntroductionChapter 1-Introduction8.The Methods and Tools of PM vProject Management should apply of knowledge,skills,tools and techniques to project activitie

9、s in order to meet or exceed stakeholder needs and expectations from a defined project balancing and integrating the following:Scope,time,cost,and qualityStakeholders expectationsRequirements(needs)vs.unidentified requirements(expectations)Chapter 1-Introduction9.The difference between Program and P

10、rojectvPrograms adopt new set of objectives and continue to work;Projects cease when declared objectives have been attainedvPrograms are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individuallyvMost programs have elements of ongoing ope

11、rationsSeries of repetitive or cyclical undertakingsvProjects is no ongoing operation,are often divided into“subprojects”for more manageabilityOften contracted out to external organizations10.Project Management Body of KnowledgeProject integration managementProject scope managementProject time manag

12、ementProject cost management Project quality managementProject human resource managementProject communication managementProject risk managementProject procurement managementAll these make up a knowledge system of PMChapter 1-IntroductionProject Cost Management,Project Time Management,Project Quality

13、 Management Project Risk ManagementProject Communication ManagementProject Procurement ManagementProject Integration ManagementProject Human Resource ManagementProject Scope ManagementThe System of PMBOK General management knowledge and practices Application area knowledge and practices Generally ac

14、cepted PM knowledge and practices PMBOKThe relationship of the knowledgeChapter 2 Project Management Context1.Project Life CyclevProject Life Cycle defines or tells:The phases of the project(time)The work performed in each phase(work)The input and output of each phase(result)The milestone of each ph

15、ase(end sign)vCommon Characteristics of Project Life Cycles:Cost and Staffing levels are low at start and move higher towards the endProbability of successfully completing project is low at beginning,higher towards the end as project continuesStakeholder influence is high at the beginning and progre

16、ssively lowers as project continuesPhase 1Phase 2Phase 3Phase 4Project”go”decisionMajor contract let Installation substantially complete Full operationFeasibility studysuggestion feasibility pre-designapprove Planning&Designtech-designcost estimateschedulingcontractingplan detailsExecutionfabricatio

17、nconstructioninstallationtrialTurnover final testingmaintenance Percentage Complete 100%Project Life Cycle of DOD of USA for Acquisition Milestone 2Development ApprovalMilestone 0Concept Study ApprovalMilestone 1ConceptDemonstration Approval Milestone 3Production Approval Milestone 4Major Modificati

18、on Approvals Concept Exploration and DefinitionDemons-tration and ValidationEngineering and Manufacturing DevelopmentProduction andDevelopmentOperation and Supporting Determi-nation of the Mission NeedPhase 1Phase 0Phase 2Phase 3Phase 4Chapter 2 Project Management Context2.Phases of a ProjectvProjec

19、t Phases are marked by the completion of a deliverableTangible,verifiable work productReview of deliverables and approval/denial are“phase exits,stage gates,or kill points”vPhases are collected into the Project Life CycleSet of defined work procedures to establish management controlChapter 2 Project

20、 Management Context 3.Stakeholders of projectsvStakeholders:individuals and organizations who are actively involved in the projectOften have conflicting expectations and objectivesIn general,differences should be resolved in favor of the customer individual(s)or organization(s)that will use the outc

21、ome of the projectStakeholder management is a proactive taskvProject Mangers must determine all stakeholders and incorporate their needs into the projectChapter 2 Project Management Context 3.Stakeholders of projectsvStakeholders are:Owners SponsorCustomersEnd UserContractor(Performing Organizations

22、)Supplier Project ManagersProject TeamsSociety and CitizensOthers:government agent and so onOwnersProject ManagerSupplierEnd UserCustomerSponsorSociety,CitizensProject TeamsOthers The relationship of stakeholders of projects4.The Hierarchy of Project Organization ManagementChapter 2 Project Manageme

23、nt ContextStakeholders ManagementPerforming Org.Mana.Project Team Mana.Project Manager Chapter 2 Project Management Context5.Organizational SystemsvThe organizational system of Performing Organization is an very important environment factor for a project.vProject based vs.Non-Project BasedProject Ba

24、sed derive revenues from performing projects for others(consultants,contractors),“management by projects”Non-Project Based seldom have management systems designed to support project needs(manufacturing,financial services)Chapter 2 Project Management Context5.Organizational SystemsvOrganizational Cul

25、tures and Styles:Entrepreneurial firms more likely to adopt highly participative Project Manager accept higher risk/rewardHierarchical firms less likely to adopt participative Project Manager take fewer risksChapter 2 Project Management Context6.Organizational StructuresvFunctional OrganizationMore

26、emphasis on functions,Specialists1 supervisor No career path in PMvProjectized OrganizationEfficient Organization Lack of ProfessionalismEffective Communication,Duplication of functionsvMatrix OrganizationVisible Objectives PM Control More than 1 boss,Potential for conflict More support More complex

27、 to controlTough resource allocation,Information distribution Coordination Policies&ProceduresSTAFFSTAFFSTAFF PLine DepartmentLine DepartmentChief ExecutiveFunctionalManager Line Depart.DirectorFunctionalManagerSTAFFSTAFF PSTAFF PSTAFF PSTAFFSTAFF PSTAFFSTAFF PSTAFF PProject CoordinationFunctional a

28、nd Liner OrganizationSTAFFSTAFFSTAFFSTAFFChief ExecutiveProject ManagerFunctionalManagerProject ManagerProject ManagerSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFProject CoordinationProjectized OrganizationChief ExecutiveLine DepartmentLine Depart.DirectorLine DepartmentFunctionalMan

29、agerFunctionalManagerFunctionalManagerProject ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PProject CoordinationMatrix OrganizationFunctionalManagerLine Depart.DirectorLine DepartmentLine DepartmentFunctionalManagerSTAFF PChief ExecutiveComposite

30、 OrganizationFunctionalManagerManager of Project Managers Project ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PProject CoordinationProject CoordinationChapter 2 Project Management Context7.Project Management SkillsvGeneral Business Management(consisten

31、tly producing results expected by stakeholders)vLeading(establishing direction,aligning resources,motivating)vCommunicating(clear,unambiguous,and complete)vNegotiating(conferring with others to reach an agreement)vProblem Solving(definition and decision making)Distinguish causes and symptomsIdentify

32、 viable solutionsvInfluencing Organization(understanding power and politics)Chapter 2 Project Management Context8.Socioeconomic InfluencesvStandards document approved that provides common,repeated use,rules and guidelinesvRegulations document that identifies products,services or characteristicsStand

33、ards often become actual regulationsvInternationalizationvCultural InfluencesChapter 3 Project Management ProcessesvProject Management requires active management of Project ProcessesSeries of actions that achieve a resultProject Management ProcessesvDescribing and organizing the workProduct-Oriented

34、 ProcessesvSpecifying and creating the product1.The Processes of Project Life CyclevProduction oriented processvManagement oriented process vTotal Project Life CycleProduction oriented processManagement oriented processTurnoverProject life cycle including the operation phasesGeneral project LCOperat

35、ion phasesChapter 3 Project Management ProcessesChapter 3 Project Management Processes2.Management Process Groups:vInitiating processes:recognizing a project or phase should beginvPlanning processes:devising and maintaining a workable planvExecuting processes:coordinating resources to execute the pl

36、anvControlling processes:ensuring project objectives are met;monitoring,correcting and measuring progressvClosing processes:formalized acceptanceChapter 3 Project Management Processes3.The Relationship of Process GroupsvProcess Groups are linked by the results each producesvProcess Groups are overla

37、pping activities with various levels of intensityvProcess Group interactions cross phases “rolling wave planning”vIndividual processes have inputs,tools and techniques,and outputs(deliverables)Links Among Process Groups in a PhaseClosing ProcessesControlling ProcessesExecuting ProcessesPlanning Proc

38、essesInitiating ProcessesChapter 3 Project Management ProcessesClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesDesign PhaseImplementation PhaseInteraction bet

39、ween Phases of a projectChapter 3 Project Management Processes控制过程Planning ProcessExecuting ProcessClosing ProcessInitiating ProcessLevel of ActivityPhase StartPhase FinishOverlap of Process Groups in a Phase of a projectControlling ProcessChapter 3 Project Management ProcessesChapter 3 Project Mana

40、gement Processes 4.The Initiating ProcessesvCommitting the organization to begin a project or a phase of a project Decision,Initiation,High-level planning,Charter Making5.Planning ProcessesvCore PlanningScope Planning written statementScope Definition subdividing major deliverables into more managea

41、ble unitsActivity Definition determine specific tasks needed to produce project deliverablesActivity Sequencing plotting dependencies Activity Duration Estimating determine amount of work needed to complete the activities(continued)Chapter 3 Project Management ProcessesChapter 3 Project Management P

42、rocesses5.Planning ProcessesvCore PlanningSchedule Development analyze activity sequences,duration,and resource requirementsResource Planning identify what and how many resources are needed to perform the activitiesCost Estimating develop resource and total project costsCost Budgeting allocating pro

43、ject estimates to individual work itemsProject Plan Development taking results from other planning processes into a collective documentChapter 3 Project Management Processes5.Planning ProcessesvFacilitating(Planning)ProcessesQuality Planning standards that are relevant to the project and determining

44、 how to meet standardsOrganizational Planning identify,document,and assigning project roles and responsibilitiesStaff Acquisition obtaining the human resourcesCommunications Planning determining rules and reporting methods to stakeholders(continued)Chapter 3 Project Management Processes5.Planning Pr

45、ocessesvFacilitating(Planning)ProcessesRisk Identification determining what is likely to affect the project and documenting these risksRisk Quantification evaluating risks and interactions to access the possible project outcomesRisk Response Development defining enhancement steps and change control

46、measuresProcurement Planning determining what to buy and whenSolicitation Planning documenting product requirements and identifying possible sourcesChapter 3 Project Management Processes5.Planning ProcessesvThe order of planning events:Scope StatementCreate Project TeamWork Breakdown StructureWBS di

47、ctionaryFinalize the teamNetwork DiagramEstimate Time and CostCritical PathScheduleBudget (continued)5.Planning ProcessesvThe order of planning events(continued)Procurement PlanQuality PlanRisk Identification,quantification and response developmentChange Control PlanCommunication PlanManagement Plan

48、Final Project PlanProject Plan ApprovalKick offChapter 3 Project Management ProcessesChapter 3 Project Management Processes6.Executing ProcessesProject Plan Execution performing the activitiesComplete Work PackagesInformation DistributionScope Verification acceptance of project scopeQuality Assuranc

49、e evaluating overall project performance on a regular basis;meeting standardsTeam Development developing team and individual skill sets to enhance the projectProgress Meetings(continued)Chapter 3 Project Management Processes6.Executing ProcessesInformation Distribution making project information ava

50、ilable in a timely mannerSolicitation obtaining quotes,bids,order,proposals as appropriateSource Selection chooseing appropriate suppliersContract Administration managing vendor relationshipsChapter 3 Project Management Processes7.Controlling Processes vTo regularly measure project performance and t

51、o adjust project planvTake preventive actions in anticipation of possible problemsOverall Change Control coordinating changes across the entire project planScope Change Control controlling“scope creep”Schedule Control adjusting time and project schedule of activities(continued)Chapter 3 Project Mana

52、gement Processes7.Controlling ProcessesCost Control managing project budgetQuality Control monitoring standards and specific project results;eliminating causes of unsatisfactory performancePerformance Reporting status,forecasting,and progress reporting scheduleRisk Response Control responding to cha

53、nges in risk during the duration of the projectChapter 3 Project Management Processes8.Closing ProcessesvAdministrative Closure generating necessary information to formally recognize phase or project completionvContract Close-out completion and delivery of project deliverables and resolving open iss

54、uesvProcurement AuditsvProduct VerificationvFormal AcceptancevLessons LearnedvUpdate RecordsvArchive RecordsvRelease TeamChapter 3 Project Management Processes9.The Skills for Process of GroupsInfluencing the organizationLeadingProblem SolvingNegotiatingCommunicatingMeetingsProject Selection Techniq

55、uesvComparative Approach(similar projects)vConstrained Optimization(mathematical approach)Chapter 3 Project Management Processes10.Customizing Process Integration vNot all of the processes will be needed on all projects,and not all of the interactions will apply to all projects.vKey aspect of scope

56、verification is customer acceptancevRemember that only 26%of projects are succeed1.Project Scope ManagementIt is the processes required to ensure that the project includes all,and only,work requiredIt is used to define what“is/is not”included in the projectThe project scope shows the work that must

57、be done and measured against project planThe product scope defines features and functions included in the product or service,and that is measured against requirementsIt is primarily concerned with defining and controlling what is or is not included in the project.Chapter 4 Project Scope Management1.

58、Project Scope ManagementDefined project scopeOwners expectationActual resultChapter 4 Project Scope ManagementThe philosophy of project scope management 1.Project Scope Management vThere are 5 project scope management processes.They are:1.Initiation-committing the organization to begin the next phas

59、e of the project.2.Scope Planning-developing a written scope statement as the basis for future project decisions.3.Scope Definition-subdividing the major project deliverables into smaller,more manageable components.4.Scope Verification-formalizing acceptance of the project scope.5.Scope Change Contr

60、ol-controlling changes to project scope.Chapter 4 Project Scope Management1.Project Scope Management vThese processes interact with each other and with the processes in the other knowledge areas as well.vEach process may involve effort from one or more individuals or groups of individuals based on t

61、he needs of the project.vEach process generally occurs at least once in every project phase.Chapter 4 Project Scope Management2.Initiation ProcessvA process of formally recognizing that a new project exists,or an existing project continue to next phasevIt involves feasibility study,preliminary plan,

62、or equivalent analysisvAuthorized as a result of:Market Demand,Business Need;Customer Request,Technological Advance;Legal Requirement or othersChapter 4 Project Scope Management2.Initiation ProcessvInputs:Product Description characteristics of the product/service that the project was to createvLess

63、detail in early phases,more comprehensive in lattervInitial product description is usually provided by the buyerStrategic Plan supportive of the organizations goalsProject Selection Criteria defined in terms of the product and covers range of management concerns(finance,market)Historical Information

64、 results of previous project decisions and performance should be consideredChapter 4 Project Scope Management2.Initiation ProcessvTools&TechniquesProject Selection Methods:vBenefit measurement models comparative approaches,scoring models,economic modelsvConstrained operation models programming mathe

65、maticalvDecision models generalized and sophisticated techniquesExpert judgmentvBusiness Units with specialized skillsvConsultantvProfessional and Technical AssociationsvDelphi TechniqueChapter 4 Project Scope Management2.Initiation ProcessvOutputs Project Charter formally recognizes project,created

66、 by senior manager,includes:vBusiness need/Business CasevProduct description&titlevSigned contractvProject Manager Identification&Authority levelvSenior Management approvalvProjects Goals and Objectives vConstraints factors that limit project management teams optionsvAssumptions factors that are considered true for planning purposes.Involve a degree of risk(continued)Chapter 4 Project Scope Management3.Scope PlanningvScope Planning a process of developing a written statement as basis for future