PMP准备训练英文

1、Project Management EnvironmentChapter 2PMP Preparation TrainingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-2Objectives To be able to describe: Project life cycle Characteristics of the project phases Key project stakeholders Organizational and socioeconomic influences on the project Key mana

2、gement skills used in managing a projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-3Project Life Cycle Defines the beginning and end of the project Divides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organizationS

3、ource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-4Phase Characteristics Deliverables Tangible, verifiable work products Reviews Evaluation of deliverables and project performance Phase Exit Criteria Measurements used to determine ifproject should go into next phaseSource: pmbok guide 2000 2002 Rob

4、bins-Gioia, Inc. 2-5Characteristics of Life Cycle Defines the beginning and end of the project Deliverables usually approved before work starts on the next phase Sometimes a subsequent phase is begun prior to approval of the previous phase. This is called fast tracking. Defines technical work and im

5、plementersSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-6Characteristics of Life Cycle (cont.) Cost and staffing levels are low at the start, higher towards the end, and drop as project closes Probability of project success is low at the start of the project and gets progressively higher as th

6、e project continues Cost of changes and of error correction generally increases as the project continuesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-7Phases and Resources Usage Concept5% Development20% Implement60% Close Out15%Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-8Project Stake

7、holdersIndividuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failureKey Stakeholders Project manager Manages the project Customer Uses the product or service Performing organization Enterprise tha

8、t does the project work Sponsor Provides financial resourcesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-9Organizational Influences Organizational systems Project-based Derive income by performing projects for others Treat on-going operations as projects (management by projects) Non-Project-b

9、ased No project-oriented systems in place to support project needs efficiently and effectivelySource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-10Organizational Cultures & Styles Shared values, norms, beliefs, and expectations Reflected in policies and procedures, view of authority relationshi

10、ps, etc. Directly influences the projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-11Organizational Structure Functional organization Hierarchy where each employee has one clear superior Projectized organization Most of organizations resources are involved in project work and report to the

11、project manager Matrix organization Blend of bothSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-12Organizational Structure Project Office Provides services ranging from support functions to project managers, such as training, software, templates, etc. to actually being responsible for the resul

12、ts of the projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-13Functional Organization Specialists grouped by function Difficult to cross functional lines Barriers exist on horizontal information flow Functional emphasis loyalties may impede completionOrganizational PlanningSource: pmbok gui

13、de 2000 2002 Robbins-Gioia, Inc. 2-14Matrix Organization Multiple-command system Individuals from functional areas assigned on temporary basis to PM Individuals return to functional organization Careful plans and procedures needed to minimize effects of dual reportingOrganizational PlanningSource: p

14、mbok guide 2000 2002 Robbins-Gioia, Inc. 2-15Matrix Organization Advantages Visible objectives Efficient utilization of resources Better co-ordination Better information flow Retention of home after project Disadvantages More than one boss Complex structure to control Differing priorities of PM and

15、FM Duplication of effort ConflictOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-16Projectized Organization Emerges from functional when latter impedes progress Line of authority is the PM Uncertainty where to go on completion of project Tendency to retain assigned personn

16、el too long FMs feel threatened as people are removed from their areasOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-17Organizational StructuresTypePM AuthorityFunctionalNoneProject Expediter LowProject CoordinatorLowWeak MatrixLow MediumStrong MatrixMedium HighProjectize

17、dHighOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-18General Management Skills Leading Establishing direction, aligning people, motivating, and inspiring Communicating Reporting project performance; deciding how, when, in what form, and to whom Negotiating Conferring wit

18、h others in order to come to terms or reach an agreementSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-19Management Skills (cont.) Problem solving Defining the causes of problems, analyzing the problems to identify viable solutions, and selecting the best one Influencing the organization Unders

19、tanding the formal and informal structures and the mechanics of power and politics and using this knowledge to get things done Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-20Social-Economic-Environmental Influences Projects have positive or negative impacts on people, economics, and the environment Organizations are accountable for these impacts Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-21 Standards and regulations Project plan should reflect how standards and regulations affect the project Internationalization Consider the