PMBOK项目管理知识体系(上).ppt

仅限内部使用，不得外传,Project Management Workshop 项目管理知识体系（上）,2,主要内容,PMBOK Outline PMBOK 简要介绍 Experience Sharing 经验共享 Case Study 案例分析,3,Agenda 议程 Day 1 第1天,Morning上午 9:00-9:30 know each other 互相认识 9:30-10:30 PM overall introduction 项目管理总体介绍 10:30-10:40 Tea Break 休息 10:40-11:10 Questions 问题 11:10-11:50 Case study1 Project information collection 案例学习1：项目信息收集 11:50-12:15 Case study2 Project Management plan 案例学习2：项目管理计划,Afternoon下午 2:00-2:10 Warm up 热身 2:10-3:10 Project scope management 项目范围管理 3:10-3:40 Questions 问题 3:40-3:55 Tea Break 休息 3:55-4:55 Case study 3 Scope statement 案例学习3：范围陈述 4:55-5:15 Case study 4 WBS exercise 案例学习4：WBS（工作分解结构）练习,4,Agenda议程 Day 2 第2天,Morning上午 9:00-9:10 Warm up热身 9:10-10:10 Time Management 时间管理 10:10-10:20 Tea Break休息 10:20-10:50 Questions问题 10:50-11:50 Case Study 5 Schedule exercise 案例学习5：进度表练习,Afternoon下午 2:00-2:10 Warm up热身 2:10-3:10 Cost Management 成本管理 3:10-3:30 Integrate Management 集成管理 3:30-3:45 Tea Break 休息 3:45-4:15 Questions 问题 4:15-5:00 Case study 6 Quotation 案例学习6：报价单,5,Agenda 议程 Day 3 第3天,Morning上午 9:00-9:10 Warm up 热身 9:10-9:50 HP & Nortel PM Department Introduction HP和北电项目管理部介绍 9:50-10:10 HP Focus PM Introduction HP项目管理介绍 10:10-10:40 HP PM Development Approach HP项目经理发展通道 10:40-10:55 Tea Break 休息 10:55-11:30 HP Project Analysis: case 1 Unicom HP项目分析：案例1 联通 11:30-12:00 HP Project Analysis: case 2 Post II HP项目分析：案例2 邮政II,Afternoon下午 2:00-2:10 Warm up 热身 2:10-3:30 Case study 7 Overall control 案例学习7 总体控制 3:30-3:45 Tea Break 休息 3:45-4:20 IT SI project overall introduction and lessons learned sharing IT系统集成项目总体介绍和经验教训共享 4:20-4:45 Huawei PM experience sharing case I 华为经验共享 案例1 4:45-5:10 Huawei PM experience sharing case II 华为经验共享 案例2 5:10-5:20 Training appraisal 培训评估,6,Introduction 学员自我介绍,Name 姓名 Background on project management 项目管理方面的背景 The objectives to attend the workshop 参加研讨班的目标 One sentence to summarize the view on Project Management or Project Manager 用一句话概括对项目管理或项目经理的认识,7,Course Objectives（课程目的）,At the end of this course you will be able to: 本课程结束以后，你应该能够： Describe the Project Management Processes.描述项目管理的过程 Understand the common vocabulary in PMBOK. 理解PMBOK中的通用词汇 Design your project cycle. 设计你的项目周期 Apply project knowledge to project cycle.把项目管理知识应用于你的项目周期,8,Course code of conduct 课堂行为规范,All course events will start on time please be ready. 准时开始 Your participation in discussion is expected. 积极参与讨论 All ideas and beliefs should be respected. 所有想法和观点和信仰都将受到尊重 You are expected to apply what you have learned to the exercises. 将所学的知识应用于练习 You are encouraged to ask questions. 多问,仅限内部使用，不得外传,?项目管理,?PMI,?PMP,?PM BOK,?Schedule 进度表,Project Manager （项目经理）,零零总总的印象,10,Reset!,Reset! 清零!,11,Outline 大纲,Part I: Overall Introduction 总体介绍 Part II: Project processes (5 groups) 项目过程（5组） Part III: Project management knowledge areas (9) 项目管理知识领域（9个）,12,Part I: Overall Introduction 总体介绍,13,What is PMI? 什么是PMI？,Project Management Institute. (PMI)项目管理协会 目前世界上最大的、由研究人员、学者、咨询顾问和项目经理组建的全球性专业机构。,14,What is PMP? 什么是PMP？,Project Management Professional.项目管理专业人员 From early of 1980s. 始于八十年代初 Organized by PMI. 由PMI组织认证 More 15,000 PMP till now. 目前有1万5千多名通过认证的人员,15,What is PMBOK 什么是PMBOK,Project Management Body of Knowledge (PMBOK) PMBOK是项目管理知识体系 PMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是项目管理专业知识的总论 The PMBOK Guide is a subset of generally accepted project management knowledge and practice. PMBOK导引是公认的项目管理知识和实践的入门性读物 Initialed by PMI in late of 1970s. 由PMI初版于七十年代末,16,PMBOK Outline PMBOK要点,Two clues in PMBOK 两条主线： Processes (5 groups) 5组过程 Knowledge areas ( 9 ) 9个知识领域,17,What is a project? 什么是项目？,A Project is a temporary endeavor undertaken to create a unique product or service. 项目是为了提供一个独特的产品或服务而暂时承担的任务。项目的特征是临时性和单件性。,Goal oriented 目标导向 Coordinated Undertaking of Interrelated Activities 合作完成相关活动 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性,18,Project and Operation 项目和操作的区别,Project 项目 Performed by people 由人执行 Constrained by limited resources.有限的资源 Planned, executed and controlled 计划、执行和控制 Temporary and Unique 暂时性、唯一性,Operation操作 Performed by people 由人执行 Constrained by limited resources.有限的资源 Planned, executed and controlled 计划、执行和控制 Ongoing and repetitive 连续性、重复性,19,Project and Program 项目和项目群,Project项目 temporary 暂时性 Unique 独特的 Different from operations 不同于操作,Program 项目群 A group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一个并行管理的项目群，可以比单个项目的管理获得更多的好处 Includes ongoing operations. 包含连续的操作 Involve a series of repetitive or cyclical undertakings. 包括一系列重复或循环的操作,Sometimes, they are Synonyms.有时， 它们是同义词,20,Project Management (1) 项目管理（1）,Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 项目管理就是应用有关项目活动的知识、技能、工具和技术去达到或超越项目干系人对项目的需要和期望,21,Project Management (2) 项目管理（2）,Project Management is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 项目管理是集成的努力和活动。如果某一活动失败，这一部分通常会影响其他的部分。 These interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrificing performance in another. 这些交互作用常常在项目目标之间取得平衡，这一部分的绩效的提高可能需要另一部分绩效的下降为代价 Successful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的项目管理，需要主动地管理这些交互的活动，以提高整个项目的绩效,22,Management by projects 按项目管理,Describe an organizational approach to the management of ongoing operations. 描述连续性操作管理的组织方法 Treats many aspects of ongoing operations as projects in order to apply project management to them. 将很多连续性的操作当作项目，以便用项目管理的方法来管理。,23,Part II: Project Management Processes 项目管理过程,24,Links Among Processes Groups in Phase 在过程组中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,启动过程,计划过程,实施过程,控制过程,收尾过程,25,Initiating Processes (1) 启动过程,Recognizing the need for the project 确认项目的需求 Determining the project goals and objectives 确定项目的目标 Defining stakeholder expectations 定义项目相关人员的期望值 Describing the general project scope 说明基本的项目范围 Selecting the initial members of the project team 选择基本的项目组成员,26,Initiation Processes (2) 启动过程（2）,Documents: 文件 - Project Charter 项目任务书,What should be included in Project Charter? 项目任务书应该包含那些内容？,27,Project Charter 项目任务书,Project Manager named 明确项目经理 Purpose of the project 项目的目标 Identification of product or service to be delivered 确认需要交付的产品或服务 Signed by management, sponsor, and customer 由投资者和用户签署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 当一个项目属于合同执行时，签定的合同将作为卖方的项目任务书,28,Links Among Processes Groups in Phase在过程组中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,启动过程,计划过程,实施过程,控制过程,收尾过程,29,Planning Processes (1) 计划过程（1）,Refining the scope by balancing among quality, time and resource. 在质量，时间和资源中取得平衡，从而进一步明确范围 Activity list and sequencing 活动清单和次序 Schedule 进度表 Budget 预算 Documenting risk 风险分析 Management Plan 管理计划（成本、时间、范围、风险管理计划等） Get Project Plan approved by the appropriate stakeholders 得到相应的主管核准的项目计划,30,Scope Definition范围定义,Scope Planning范围计划,Resource Planning 资源计划,Activity definition活动定义,Cost Estimate 成本估算,Activity duration estimate活动时间估计,Activity Sequence 活动顺序,Cost Budget 成本预算,Schedule Develop 进度表编制,Project Plan Develop项目计划编制,Planning Processes 计划过程,Core Processes,核心过程,范围管理,时间管理,成本管理,31,Planning Processes 计划过程,Communication Planning沟通计划,Quality Planning质量计划,Organization Planning组织计划,Staff Acquisition人员获取,Procurement Planning采购计划,Solicitation Planning询价计划,Risk Identification风险管理,Risk Qualification风险量化,Risk Response Development风险应对,(Facilitating Processes 辅助过程),风险管理,采购计划管理,32,Planning Processes (2) 计划过程,Planning processes 计划过程 - Scope statement (scope Planning) 范围陈述 - WBS (S. Definition) 工作分解结构 - Activity List (Activity Definition) 工作步骤 - Project network diagram (Act. Seq.) 项目网络图 - Project Schedule (Schedule Development) 项目进度表 - Cost baseline (cost budgeting) 成本基线 - Scope Management Plan (S. P.) 范围管理计划 - Resource requirement (R. planning) 资源需求 - Cost estimates (C. Estimating) 成本估算 - Cost management plan (C. Estimating) 成本管理计划 - Project schedule management plan (Sch. Deve.) 项目进度管理 - Project Plan (Project Plan Development) 项目计划,33,Links Among Processes Groups in Phase在过程组中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,启动过程,计划过程,实施过程,控制过程,收尾过程,34,Executing Processes (1) 执行过程（1）,Securing the necessary resources to carry out the plan 保证执行计划所需的资源 Leading the team 领导团队 Meeting with team members 和团队成员开会 Monitoring progress, measuring performance, and communicating with stakeholders 控制进度，项目的绩效和项目干系人的沟通 Identifying and solving problems 识别并解决问题 Resolving conflicts 化解冲突,35,Executing Processes 实施过程,Project Plan Execution 项目计划实施,Information Distribution 信息发布,Solicitation 询价,Source Selection 供应商选择,Team Development 团队开发,Contract Administration 合同管理,Scope Verification 范围确认,Quality Assurance 质量保证,Facilitating Processes 辅助过程,采购部分,36,Executing Processes (2) 实施过程（2）,Executing Processes 实施过程 Work result (in performance report) 工作结果 （在执行情况报告中） Change request 变更申请,37,Links Among Processes Groups in Phase在过程组中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,启动过程,计划过程,实施过程,控制过程,收尾过程,38,Controlling Processes (1) 控制过程,Identifying deviation from the plan 偏离计划的识别 Taking corrective actions to align actual progress with the plan 采取矫正措施以使实际进展与计划保持一致 Receiving and evaluating project change requests from stakeholders 接受和评价来自项目干系人的项目变更需求 Reschedule project activities as necessary 必要时重新安排项目活动 Adapting resource levels as necessary 必要时调整资源水平 Changing the project scope, as approved by the appropriate authority 得到授权者批准后，改变项目范围 Adjusting project goals and obtaining stakeholder acceptance 调整项目目标并获得项目干系人的许可,39,Controlling Processes 控制过程,Cost control,Schedule Control,Scope Change Control,Risk Response Control,Quality Control,Performance Reporting,Overall Change Control,Facilitating Processes 辅助过程,执行情况报告,总体改变控制,风险应对控制,成本控制,进度控制,范围改变控制,质量控制,40,Controlling Processes (2) 控制过程（2）,Documents: 文件 Performance report 执行情况报告 Lessons learned 经验教训,41,Links Among Processes Groups in Phase在过程组中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,启动过程,计划过程,实施过程,控制过程,收尾过程,42,Closing Processes 收尾过程,Acknowledging achievements and results 承认功绩和成果 Obtaining final stakeholder acceptance 得到最终项目干系人（客户）的认可 Closing completed contracts 合同终结 Finalizing documentation of project lessons learned 项目经验教训的最终定稿 Reviewing the project process/outcome with stakeholders including team members. 和包含项目组成员在内的项目干系人一起评估项目过程/成果 Writing the final project report 撰写项目总结报告 Shutting down the project office and disbanding the team 关闭项目办公室，解散项目组,43,Closing Processes 收尾过程,Contract Close-out 合同终止,Administrative Closure 管理收尾,44,Overlap of Processes Groups in a Phase 过程群的交叠,Phase Start 阶段启动,Phase Finish 阶段结束,Level Of Activity,Initiating Processes 启动过程,Planning Processes 计划过程,Executing Processes 实施过程,Controlling Processes 控制过程,Closing Processes 收尾过程,活动（资源投入）水平,45,Questions 1 问题1,PMI? PMP? PMBOK? 2 clues in PMBOK? PMBOK的2条线索？ How many processes? 有多少个过程？ What are they? 有那几个过程？ How many knowledge areas? 有多少个知识领域？ What are they? 有那些知识领域？,Bonus奖品,Bonus奖品,46,Question 2 问题2,2 characteristics of Project? 项目的2个特征？ Project Management? 什么叫项目管理？ Drawing the relationship among processes? 请画出过程之间的关系图。 The important document in Initiating processes? 启动过程的重要文件是什么？ Project charter? 什么是项目任务书？ Risk Identification which processes group? 风险识别在那一个过程组？ Cost Estimating which processes group? 成本估算在那一个过程组？ Scope Definition which processes group? 范围定义在那一个过程组？,Bonus 奖品,Bonus 奖品,47,Break,Break 休息,48,Warm Up 预备,49,Warm-up 热身,各小组派一个代表，在白板上画图。 时间：5分钟,项目管理有几组processes? 请表述之间的关系,50,Part III: Project Management Knowledge Areas 项目管理知识领域,51,Project Management Knowledge Areas 项目管理知识领域,52,Part III: Project Management Knowledge Areas 项目管理知识领域,4. Project Integration Management 项目集成管理,53,PM Knowledge Areas and PM Processes 项目管理知识领域和项目管理过程,54,4.1 Project Plan Development 项目计划编制,1.Other Planning outputs 其他计划的输出 2.Historical information 历史信息 3.Organizational policies 组织的政策 4.Constraints 约束条件 5.Assumptions 假定,1.Project Plan 项目计划 2.Supporting detail 详细依据,1.Project Planning Methodology 项目计划方法论 2.Stakeholders skills and knowledge 项目干系人的技能和知识 3.PMIS 项目管理信息系统,Tools & Techniques 工具和技术,Inputs 输入,Outputs 输出,55,PMIS 项目管理信息系统,Tools and techniques used to gather, integrate, and disseminate the outputs of the other project management processes. 用于收集，集成和发布其他项目管理过程的输出,56,PMIS Example 项目管理信息系统的例子,57,Project Plan 项目计划,Project Charter 项目任务书 Scope statement (scope Planning) 范围陈述（范围计划编制） Cost baseline (cost budgeting) 成本基线（成本预算） Project Schedule (Schedule Development) 项目进度表（进度表开发） WBS (Scope Definition) 工作分解结构（WBS）（范围定义） Organizational planning 组织计划编制 Management plan 管理计划 - Project schedule management plan (Schedule Develop) 项目进度管理计划（进度表开发） - Scope Management Plan (S. P.) 范围管理计划（S.P.）,58,4.2 Project Plan Execution 项目计划实施,1.Project plan 项目计划 2.Supporting detail 详细依据 3.Organizational policies 组织政策 4.Corrective action 纠正措施,1.Work results 工作结果 2.Change requests 变更申请,1.General Mgmt. Skill 一般管理技能 2.Product skill & Knowledge. 产品知识和技能 3.Work authorization system 工作授权体系 4.Status review meetings 执行状况评价例会 5.PMIS 项目管理信息系统 6.Organizational procedures 组织程序,Tools & Techniques 工具和技术,Inputs 输入,Outputs 输出,59,Work Authorization System 工作授权系统,Formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. 是批准项目工作的正式程序，以确保在恰当的时间、合适的顺序完成工作,60,Status Review Meetings 状况评价例会,Regularly 定期 Exchange information 交换信息 Internal 内部 With customer 和客户,61,4.3 Overall Change Control (1) 总体变更控制,Influencing the factors which create changes to ensure that changes are beneficial. 对保证能够产生利益的变更因素施加影响 Determining that a change has occurred 确定变更是否已经发生 Managing the actual changes when and as they occur. 当变更发生时，管理实际的变更 - Cost management plan (C. Estimating) -成本管理计划（成本估算）,62,4.3 Overall Change Control (2) 总体变更控制（2）,5.5 Scope Change Control 范围变更控制 6.5 Schedule Change Control 进度变更控制 7.4 Cost Change Control 成本变更控制 8.3 Quality Change Control 质量变更控制 11.4 Risk Change Control 风险变更控制 12.5 Contract Administration 合同管理,63,4.3 Overall Change Control (3) 总体变更控制（3）,1.Project plan 项目计划 2.Performance reports 执行情况报告 3.Change request 变更申请,1.Project Plan updates 项目计划刷新 2.Corrective action 纠正措施 3.Lessons learned 经验教训,1.Change control system 变更控制系统 2.Configuration Mgmt.性能管理 3.Performance measurement 执行情况测量 4.Additional planning 补充计划编制 5.PMIS 项目管理信息系统,Tools & Techniques 工具和技术,Inputs 输入,Outputs 输出,64,Change Control System 变更控制系统,A collection of formal, documented procedures that defines the steps by which official project documents may be changed. It includes the paperwork, tracking system, and approval levels necessary for authorizing changed. 一系列正式的、文档化的程序，它定义了正式的项目文档变更的步骤。变更控制系统包括文档工作、跟踪系统和用于授权变更的批准层次。 CCB-change control board 变更控制委员会（CCB） Emergency case 紧急情况,65,Configuration Management 性能管理,Any documented procedure used to apply technical and administrative direction and surveillance to: 一种成文的程序，用来进行技术和行政指挥及监督，其目的是要： Identify and document the functional and physical characteristics of an item or system. 识别某一工作项或系统的功能和物理特性，并形成文件。 Control any changes to such characteristics. 控制这些特性的变化 Record and report the change and its implementation status. 记录并报告变化及其实施状态 Audit the items and system to verify conformance to requirements. 对工作项和系统进行审计， 对其是否符合要求进行鉴定,66,Part III: Project Management Knowledge Areas 项目管理知识领域,5. Project Scope Management 项目范围管理,67,PM Knowledge Areas and PM Processes 项目管理知识领域和项目管理过程,68,Project Scope Management 项目范围管理,Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully 项目范围管理的任务，是确保项目全部包含且只包含那些必需的工作，以成功完成项目。,69,Project Scope and Product Scope 项目范围和产品范围,Project Scope 项目范围 Describe the work required to deliver the product 说明交付产品所必需的工作 Measured against the project plan 与项目计划相对应,Product Scope 产品范围 Describe the product to be delivered 说明所交付的产品 Measured against the requirements 与需求相对应,70,5.1 Initiation (1) 启动（1）,Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. 启动是正式确认一个新项目存在,或现存项目可以进入下一阶段的过程 Stimulin 项目得到批准基于以下一个或者多个主要的原因 A market demand 市场需要 A business need 业务需要 A customer request 客户需要 A technological advance 技术领先的需要 A legal requirement 法律的需要,71,5.1 Initiation (2) 启动（2）,1.Product Description 产品说明 2.Strategic plan 战略计划 3.Project select- ion criteria 项目选择标准 4.Historical information 历史信息,1.Project charter 项目任务书 2.Project manager Identified/assigned 项目经理选定/指派 3.Constraints 约束条件 4.Assumptions 假定,1.Project selection Methods 项目选择法 2.Experts judgment 专家判断法,Tools & Techniques 工具和技术,Inputs 输入,Outputs 输出,72,Product Description 产品描述,The product description documents 产品描述文件 The characteristics of the product or service that the project was undertaken to create. 项目将要创造的产品或服务的特性 The relationship between product (service) and the business need of project. 产品（服务）和项目商业需要之间的关系,Statement of Work (SOW) 工作陈述（SOW）,73,Project Selection Methods 项目选择方法,Benefit measurement methods 收益测量法-包括对比法，计分模型、收益分布或经济模型 Constrained optimization methods 约束最优法-使用线性、非线性、动态、整数和多目标编程等算法的数学模型,74,Project Charter 项目任务书,Project Manager named 项目经理任命 Purpose of the project 项目目标 Identification of product or service to be delivered 确认将被交付的产品或服务 Signed by management, sponsor, and customer 由管理层、项目发起人和客户签署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 当项目在合同环境下执行时，所签定的合同常被作为卖方的项目任务书。,75,E.g., a predefined budget 如，预选确定的预算,Cons