项目管理培训教材（乔东）

1、项目管理培训2001年10月1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2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 精品资料网3相关组织和知识体系PMI（ Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Profe

2、ssional)PMP认证考试4项目的定义PROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration5项目管理的定义PROJECT MANAGEMENT is the application of knowledge, skills, tools, and techniques to project activities to meet project requ

3、irementsScope, time, cost, and qualityStakeholders with differing needs and expectationsIdentified requirements （needs） and unidentified requirements （expectations）6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7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8外部影响标准法规国际化文化社会、经

4、济、环境 精品资料网9项目阶段的划分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 effectively10项目生命周期Project life cycle serves to define t

5、he beginning and the end of a project.Project life cycle V.S. Product life cycleprogramsubproject11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12项目管理五大阶段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes13项目管理过程Initiating ProcessesPlanning ProcessesCon

6、trolling ProcessesExecuting ProcessesClosing Processes14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

7、 Management15Project 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16Project Scope ManagementProduct scope v.s. Project scope17InitiationOutputs:Project charterProject manager identified/assignedConstraintsAssumptions18Scope PlanningOutput:Scope statement

8、Supporting detailScope management19Scope 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20Scope VerificationScope verification v.s. quality control21Scope 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22产生变化的主要原因一个外部事件（如政府法

9、规的改变）在产品范围定义中发生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）23Project Time ManagementActivity Definitionactivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed time24Activity SequencingDependenciesMandatory, Discretionary, ExternalPDM（AON）: FS, FF, SS, SFADM（AOA）: F

10、SGERT: Loop or conditional branches25Schedule 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26Schedule Development几种常见的表示方法压缩时间的方法CPMCrashingFast trackingResource leveling27Schedule Control关键路径法最早启动时间（ES）最迟启动时间（LS）Float举例28Project Cost ManagementResource PlanningCost EstimatingCo

11、st BudgetingCost Control29常用术语PV: Present ValuePV = FV / （1+r）nNPV: Net Present ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed30Project Quality ManagementQuality policyProject & ProductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s.

12、 Inspected inManagement responsibilityPDCA with phases31Project Quality ManagementQuality PlanningQuality AssuranceQuality Control32Cost of QualityPrevention CostsAppraisal CostsFailure CostsInternalExternal33Quality ControlChecklistPareto diagramsCause-and-Effect diagram34Pareto Diagram Sample35Qua

13、lity ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustments36Project 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37Organizational PlanningIdentifying, documenting, assigningroles, responsib

14、ilities, reporting relationshipsRAM38RAEW39团队能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40Staff 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）41Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.42Project Communications

15、 Management典型的项目经理有75% - 90%的时间用于沟通Communications PlanningCommunications DistributionPerformance ReportingAdministrative Closure43沟通的规模44项目经理的基本职责PlanningOrganizingLeadershipControl项目经理有75% - 90%的时间用于沟通45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46X - 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47Conflict Manage

16、mentWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-lose48Performance ReportingStatus reportingProgress reportingForecasting49Performance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work Perfo

17、rmedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performance IndexCPI = BCWP / ACWP50Performance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget

18、(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EAC51Performance Management通过持续的沟通，发现问题并解决问题，不断提高绩效52Project 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53Concepts54Risk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and in

19、terpretationThresholdsReporting formatsTracking55Risk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.56Risk Identification OutputsOutputs:Risks (events & conditi

20、ons)Triggers (symptoms)Inputs to other processes57Qualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptions testingassumption stabilityconsequences58Quantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBet

21、a distributionTriangular distributionMonte Carlo simulation59Quantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magnitude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 n60Risk Response DevelopmentAvoidanceTransferenceMitigationAcceptance61Risk 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62Procurement PlanningMake - or - Buy analysisContract type selectionFixe