资深项目管理

1、Project Management项目管理课程介绍Nanjing University Yang Yao Clifford F. Gray/Erick W. larsonProject Management:The Managerial processSession #1 1Welcome to PM Course欢迎学习项目管理课程 Contact Modes 联系方式 手机：E-Mail: What I Expect of Myself 对我自己的期望Facilitate lively and meaningful discussion. 使课上讨论生动活泼，富有意义Focus acti

2、vities around “real world” situations 注重实际情况Provide constructive feedback. 提供建设性的反馈。Meet your needs (as best I can). 尽我所能满足大家的要求。What I ask of You 老师对学生们的要求Active participation 积极参与Open mindedness 开动脑筋Constructive dialog 建设性的对话Active listening 积极听讲Helping with keeping us (i.e. “me”) on task & schedu

3、le 帮助我完成教学任务和进度 High-quality, graduate-level research 高质量，研究生水平的研究Professional writing 专业写作 Challenging yourself and me 挑战你和我Helping to make this class meaningful . 帮助我使本课程富有意义。PM Course Description 项目管理课程描述This course introduces specific managerial concepts and techniques useful in project manageme

4、nt. Topics include: organizational structure; how to plan, begin, carry out, control and close project processes; and the relationship between projects and an organizations mission, objectives and goals. 本课程介绍了用于项目管理当中一些特别的管理概念和技术。题目包括：组织结构，如何做计划、如何开始、执行、控制及结束项目过程；以及项目与组织使命，目的和目标的关系等。Everyone could

5、be successful, PM should be a golden key that would bring you successYour future success would depend on your behavior of doing something and the way of thinking.Interpersonal relationship should be stressed wherever you go.IQ is important, but EQ is more important than IQ. (智商 Intelligence quotient

6、,)Learning Goals 学习目标Upon the successful completion of this course, you will be able to:Understand how projects and project management relate to the various functions of an organizational “enterprise”;Assess project feasibility and project plan completeness, procedures, and techniques;Apply basic pr

7、oject management concepts to business situations, including the “project life cycle”.成功地学完本课程后，学生们将能够：1）了解项目和项目管理与组织企业中的各种职能的相关性。2）评估项目的可行性、项目计划的完整性以及项目程序和技术。3）应用项目管理的基本概念于具体商业情形中，包括项目生命周期等。Assignments, Final Exam and Grading作业，最终考试和评分 Group Assignment 30 points 小组作业 （Project plan）Class participatio

8、n 课上参与 - 10Final Exam 最终考试 60 pointsTotal 100 points 总分Group Assignment 小组作业 Develop a detailed project plan. This project plan should be representative of those in use in actual projects in your environments. You may pick a project of your own, using an actual or created situation. Your plan must i

9、nclude the core elements listed below, using conventional formats: 制定一个详细的项目计划书该项目计划书应当能代表商业环境中具体的项目。你可以自己选择一个项目，用实际的或虚拟的。项目计划书一定包含如下的核心要素，按常规的格式去写。Group Assignment 小组作业 For group assignment you will create a detailed Work Breakdown Structure (WBS) for a project of your choice. The WBS should includ

10、e an element dictionary that describes each element at least to level three. 选定项目创立一个详细的WBS, 至少要分三层。Your WBS project may involve any one of the following project types: WBS 项目可以包括如下类型的项目。Grading Criteria for Individual Assignments作业的评分标准Assignment Specific Requirements作业的特别要求Assignment Please submit

11、 it on the date of final exam by hardcopy and also e-mail me at the same time. 请将打印好的作业在最终考试时交于老师，同时请将作业电子版发到我的电子信箱中。Length of Paper. A quality undergraduate-level research paper of this type should consist of between 5-8 typed, double spaced pages (not including title page, table of contents, or re

12、ference list) 5-8页，空两格间距大学生水平质量的研究论文（不包括标题页，目录以及参考文献）Writing Style. American Psychological Association (APA) recommended 推荐用美国心理协会的写作风格（APA格式）Overview of Project Management 项目管理概要TIMECOSTPERFORMANCE/TECHNOLOGYRESOURCESOverview of Project Management 项目管理概要This figure is a pictorial representation of

13、project management. 该图是一种项目管理的图形解释The objective of the figure is to show that project management is designed to manage or control company resources on a given activity, within time, within cost, and within performance.这张图的目的是表明项目管理是在一定的时间、成本、绩效下，针对给定的活动管理或控制公司资源。Time, cost, and performance are the c

14、onstraints on the project. 时间、成本、和绩效是项目的约束因素If the project is to be accomplished for an outside customer, then, project has a fourth constraint: good customer relations. 如果项目是为外部客户实施的，那么，项目又有了第四个限制因素：良好的客户关系。 Three Project objectives三个项目目标Time 时间Cost 成本Performance 绩效What is project ? 什么是项目？ A projec

15、t is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specification designed to meet customer needs. 项目是一种复杂的，非日常性的、一次性的努力，并受时间、预算、资源以及能满足客户要求绩效或规格的限制。A project is a one time job or activity 项目是一次性的工作或活动。Has definite starting and ending points 有明确的开始和结束点。Cl

16、early defined objectives 有清楚界定的目标。Scope 有范围 Budget 有预算 A project is a problem scheduled for solution.Dr. J. M. Juran(Dean of American consultants on quality control, was a pioneer in the development of principles and methods for managing quality control programs) What is Project ? 什么是项目？ What is a P

17、roject? 什么是项目? A Project is any series of tasks and activities that:1Have Specific Objectives to be CompletedWithin Certain Specifications 某种规定内要完成特定的目标2Have Defined Start and End Dates 有开始和结束日期3Have Funding Limits 有资金的限制4Consume Resources要消耗资源，包括人力、物力。Master ScheduleThe major characteristics of a p

18、roject项目的主要特点An established objective 一个确立的目标A defined life span with a beginning and an end; 有规定的生命周期，有开始和结束。Usually, the involvement of several departments and professionals. 通常会有多部门及众多专业人员参与。（强调跨部门沟通与协作）Typically, doing something that has never been done before. 过去从未做过。（不确定性大）Specific time, cost,

19、 and performance requirements. 有具体的时间，成本以及绩效要求。Project life cycle项目生命周期Project life cycle项目生命周期Definition: Specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned. Planning stage: the level of effort increases and plans are

20、 developed to determine what the project will entail, when it will be scheduled, whom it will benefit, what quality level should be maintained and what the budget will be. Execution stage: A major portion of the project work takes place- both physical and mental. The physical product is produced ( a

21、 bridge, a report , and software program) ,Time, cost and specification measures are used for control. Is the project on schedule, on budget, and meeting specifications? What are the forecasts of each of these measures ? What revisions /changes are necessary?Delivery stage: Includes the two activiti

22、es: delivering the project product to the customer and redeploying project resources. Delivery of the project might include customer training and transferring documents. Redeployment usually involves releasing project equipment/materials to other projects and finding new assignments for teams member

23、s WHY USE PROJECT MANAGEMENT ? 为什么要用项目管理 ？Project Management and productivity are related ！项目管理与生产力相关！The Importance of Project Management项目管理的重要性 (The dawning of “the age of Project Management”)Compression of the Product Life Cycle 产品生命周期的缩短Global Competition 全球性竞争Knowledge Explosion 知识爆炸Corporate

24、Downsizing for survival 求生存公司压缩Increased Customer Focus 客户化服务的增强Rapid Development of Developing countries and Closed Economies 第三世界，发展中国家飞速发展以及封闭经济的解禁Small Projects Represent Big Problems 小项目代表大问题 The importance of Project Management & The Age of Project Management 项目管理的重要性与项目管理的时代1-2The Importance

25、of Project ManagementGlobal competitionTodays open market demands not only cheaper products and services but also better products and services. This has led to the emergence of the quality movement across the world with ISO 9000 certification a requirement for doing business. ISO 9000 is a family of

26、 international standards for quality management and assurance. These standards cover design, procurement, quality assurance, and delivery processes for everything from banking to manufacturing. Quality management and improvement invariably involve project managementMore and more work is being classi

27、fied as projects, Individuals are being assigned responsibility to achieve a specific objective within a given budget and by a specified deadline. Project management, with its triple focus on time, cost, and performance, is proving to be an efficient, flexible way to get things done. The Importance

28、of Project ManagementKnowledge explosion The growth in new knowledge has increased the complexity of projects because projects encompass the latest advances. For example, building a road 30 years ago was somewhat simple process. Today, each area have increased in complexity, including materials, spe

29、cifications, codes, aesthetics, equipment, and required specialists. Similarly, in todays digital, electronic age it is becoming hard to find a new product that does not contain at least one microchip. Project complexity has increased the need to integrate divergent technologies. Project management

30、has emerged as an important discipline for achieving this task. The Importance of Project ManagementCorporate Downsizing The last decade has seen a dramatic restructuring of organizational life. Downsizing and sticking to core competencies have become necessary for survival for many firms. Middle ma

31、nagement is a mere skeleton of the past. In todays flatter and leaner organizations, where change is a constant, project management is replacing middle management as a way of ensuring that things get done. Corporate downsizing has also led to a change in the way organizations approach projects. Comp

32、anies outsource significant segments of project work, and project management have to manage not only their own people but also their counterparts in different organizations. The Importance of Project ManagementIncreased Customer focusIncreased competition has placed a premium on customer satisfactio

33、n. Customers no longer simple settle for generic products and services. They want customized products and services that cater to their specific needs. This mandate requires a much closer working relationship between the provider and the receiver.Increased customer attention has also prompted the dev

34、elopment of customized products and services. Project management is critical both to development of customized products and services and to sustaining lucrative relationships with customers.The Importance of Project ManagementRapid development of third world and closed economiesThe collapse of the S

35、oviet Empire and the graduate opening of Asian communist countries have created an explosion of pent-up demand within these societies for all manger of consumer goods and infrastructure development. Western firms are scrambling to introduce their products and service to these new markets, many firms

36、 are using project management techniques to establish distribution channels, and foreign bases of operations, these historical change have created a tremendous market for core project work in the area of heavy construction and telecommunications as eastern European and Asian countries strive to revi

37、talize their inefficient industries and decrepit infrastructure. The Importance of Project ManagementSmall projects represent big problemsThe velocity of change required to remain competitive or simply keep up has created an organizational climate in which hundreds of projects are implemented concur

38、rently. This climate has created a multiproject environment and a plethora of new problems. Sharing and prioritizing resources across a portfolio of projects is a major challenge for senior management.Small projects typically carry the same or more risk as do large projects.Because so many projects

39、are going on concurrently and because the perception of the inefficiency impact is small, measuring inefficiency is usually nonexistent. Unfortunately, many small projects soon add up to large sums of money, many customers and millions of dollars are lost each year on small projects in product and s

40、ervice organizations. Many small projects can eat up the people resources of a firm and represent hidden costs not measured in the accounting system. The Importance of Project ManagementOrganizations with many small project going on concurrently face the difficult project management problems.A key q

41、uestion becomes one of how to create an organizational environment that supports multi project management. A process is needed to prioritize and develop a portfolio of small projects that supports the mission of the organization. The Importance of Project ManagementIn summary, there are a variety of

42、 environmental forces interacting in todays business world that contribute to the increased demand for good project management across all industries and sectors. Project management apprears to be ideally suited for a business environment requiring accountability, flexibility, innovation, speed and c

43、ontinuous improvement, however, people do not embrace change easily or quickly. The “professional” PMPMI Membership 美国项目管理协会 会员数从90年到2001年剧增情况。1990: 7,500 members 2001: 86,000 members战略管理、运作管理与项目管理Strategic management, Operation management and project management 战略管理（Strategic management） 它从宏观上帮助组织明

44、确和把握组织发展的方向。运作管理（Operation Management) 对日常的、重复性的工作管理项目管理（Project management) 对一次性的、创新性工作的管理战略管理Strategy management项目管理Project management运作管理Operation ManagementThe Three-Legged Stool 三腿凳ProjectManagerLineManagementManagementSenior(I.e. Sponsor)MATURITY IN PROJECT MANAGEMENT IS LIKE A THREE - LEGGED

45、STOOL. THE LEGS REPRESENT THE:三条腿分别代表：Project Manager项目经理Line Manager(s)直线经理Executive Management (i.e. Project Sponsor) 高级执行管理人，项目赞助发起人Maturity cannot exist without stabilityTOP OF THE THREE - LEGGED STOOL 三腿凳的顶部ORGANIZATIONALSTRUCTURE 组织结构ORGANIZATIONALBEHAVIOR 组织行为TOOLS & 工具和技术TECHNIQUESMoney ( co

46、ntrolled by Project manager) 资金（由项目经理控制）Manpower( controlled by line manager ） 人力由直线经理控制Equipment (controlled by line manager) 设备由直线经理控制Facilities( controlled by line manager) 设施由直线经理控制Materials(controlled by line manager) 材料由直线经理控制Information/technology(controlled by line manager) 信息/技术由直线经理控制Proje

47、ct manager must, therefore, negotiate with line managers for all project resources , 因此，项目经理必须与直线经理沟通协商以获得所有项目资源。Effective project management requires an understanding of quantitative tools and techniques, organizational structures, organizational behavior. 有效的项目管理需要了解定量工具和技术、组织结构以及组织行为等。Resources t

48、hat most companies have多数公司具有的资源 Capability Maturity Model (CMM)能力成熟度模型 （developed by SEI and PMI at Carnegie Mellon University)Capability Maturity Model (CMM)能力成熟度模型 （developed by SEI and PMI at Carnegie Mellon University)Each level represents an advance in the use of benchmarked project management

49、 best practices.Level 1: There is an absence of a process for developing a project plan that includes cost, time, and performance ( Unpredictable processes) Level 2: Repeatable processes used primarily on large mission-critical projects. Level 3 Well-defined processes that are integrated with organi

50、zation processes.Level 4: The highest level represents seamless, integrated, holistic project systems and processes that include strategic decisions that take into account project selection, plans, performance, and lessons learned. Level 5: Continuous improvement by archiving and using lessons learn

51、ed to improve project management learned. Integrated Management of Projects 项目的综合管理 Integration of Projects with the Strategic PlanIn some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans are written by one group of man

52、agers, projects selected by another group, and projects implemented by another.在一些组织中，项目的选择和管理常常未能支持组织的战略计划。战略计划由一群管理人员编撰，而项目有另一组人选择，又由再一组人来实施。These independent decisions by different groups of managers create a set of conditions leading to conflict, confusion, and frequently, an unsatisfied custome

53、r. 不同管理人员群体的这些独立决策产生了一系列的情况，导致了冲突、混乱、以及常常使客户不满意。 Under these conditions, resources of the organization are wasted in non-value-added activities /projects.在这些情况下，组织的资源被浪费在没有附加值的活动/项目上。An integrated project management systemAn integrated project management system is one in which all of the parts are i

54、nterrelated. A change in any one of the parts will influence the whole. 在整合的项目管理系统中，所有的部分都是彼此相关的，任何部分的变化会影响整体。Every organization has a customer it is seeking to satisfy. The customer sets the raison detre for the organization. 每个组织都有其力图满足的客户，客户决定了组织的生存理由。Mission, objectives, and organization strateg

55、ies are set to meet the needs of customers. 使命、目标、和组织战略的制定必须满足客户的需要。Development of a mission, objectives. And organization strategies depend on the external and internal environmental factors. 使命、目标、和组织战略取决于外部和内部的环境因素。 The Technical and Sociocultural Dimensions of the Project Management Process 项目管理

56、过程技术和社会文化维度(科学与艺术）Operations and projects share many characteristics, they are performed by people, constrained by limited resources, planned, executed and controlled. (common points) 共同点：都是有人来实施的，受有限资源的限制，都需要计划、实施和控制。Operations and projects differ primarily in that operation is ongoing and repetiti

57、ve while projects are temporary and unique. ( different points) 其主要区别是：运作是正在进行中，重复性的工作，而项目是临时的，唯一性的。 Projects are often implemented as a mean of achieving an organizations strategic plan. ( corporate strategic goal and plan can be achieved by projects)项目常常作为实现组织战略计划的工具而实施的。公司目标和计划是通过项目来实现的。The diffe

58、rence between project and operation ?项目与运作的区别？New product or service development, effecting a change in structure,staffing, or style of an organization, 新产品或服务开发，影响结构、人员或组织类型的变化。Designing new transportation vehicle (car,train, ship aircraft) 设计新的运输交通工具（如汽车、火车，轮船、飞机）Develop a new or modified informat

59、ion system (MIS, soft system in organization, such as financial & accounting ) 开发组织内部新的或改进的信息系统，如管理信息系统，软系统，如财务和会计系统。Building a water system for a community,为社会修建供水系统Running a campaign for political office 政治竞选活动A meeting or ceremony organizing and designing 会议组织或仪式。.Examples of Project 项目举例 (could

60、be small or big 项目可大可小) What is Project Management?WhatWhenWhyWhereWhoHowIn a Nutshell 5W+HWhat needs to be done? 需要做什么？When does it need to be done by? 需要什么时候做？Why does it need to be done? 为什么需要做？Where is it going to be done? 去那儿做？Who is going to do it? 谁去做？How is it going to be done? 如何去做？ Project