第六讲：项目管理不只是微软项目课件

Topic6

:ProjectManagement

第六讲：

项目管理

MoreThanJustMSproject不只是微软项目PaulGandelSyracuseUniversitySingaporeManagementUniversityTopic6:ProjectManagement

第Goals

目标

2ProvideanoverviewofProjectManagement

Becomefamiliarwithkeyprojectdeliverables

PracticedevelopingaprojectschedulePracticedevelopingariskanalysisandplan

概述项目管理熟悉主要的项目交付物练习制订项目进度表练习制订风险分析及计划Goals

目标

2ProvideanoveReferenceMaterial

参考资料

3ReferenceMaterial

参考资料

3ProjectDefinition

项目的定义DefinedbeginningandendOnetimeeffort Producesanidentifiable,measurable,uniqueproduct,service,resultProjectteamworkstogetherforlengthofproject 4设定起始及终结

一次性的工作产出一项可识别、可量度、独一无二的产品、服务或结果项目进行阶段，全组并坚作战。

ProjectDefinition

项目的定义DefineProjectTriggers

项目触发因素Marketdrivenneeds 市场需要Organizationalneeds 组织需要Customerneeds 顾客需要Technologicaladvances 科技进展Legalrequirements 法律要求5ProjectTriggers

项目触发因素MarketBenefitsofProjectManagement

项目管理的好处Improvesabilitytodeliverprojecton-time,on-budgetProvidesamethodologytofollowEnsurescommonunderstandingofprojectneeds&deliverablesImprovesproductivityEnsurescommunication

ofprojectandproductneedsImprovesqualityManagesrisk6提升准时而不失预算地交付项目结果的能力提供一个可遵循的方法确保对项目的需求及交付物有所共识提高生产力确保对项目及产品的需要有足够的沟通

提升质量管理风险BenefitsofProjectManagementProjectManagement101项目管理101

It’sAllAboutChunks!一切皆为庞大工程

BigChunks

大块头LittleChunks

小块头7Therehasneverbeenataskthatcouldnotbedoneaslongasitcouldbebrokendownintosmallenoughpieces!只要能化整为零、化繁为简，工作便无难事了！ProjectManagement101项目管理101ProjectManagement101

EightKeyQuestions

Whyisthis

chunknecessary?Whatmeasurableperformancedowewantfromthischunk?Whatskillsandattitudeswillthepersondoingthischunkneed?Whoisgoingtodothischunk?Whattasksneedtobedonetocompletethischunk? Whereisthischunkgoingtobedone? Howlongwillittaketodothischunkandwhendoesitneedtobefinished? Howmuchisthischunkgoingtocost?

8为何必须进行此项目？欲从这项目中取得何种可量度的成绩？参与该项目的人员需具备何种技能和态度？谁将参与该项目？要完成此项目有何工作必需要做？此项目在哪里进行？完成项目需多久？何时必需完成？项目成本多少？ProjectManagement101

EightKWhoWorksonaProject?

谁做项目的工作？9WhoWorksonaProject?

谁做项目的工ProjectManagerResponsibilities

项目经理的责任Ultimateresponsibilityforprojectresults IdentifyandmanagestakeholderexpectationsSelectandmotivateteammembersManageprojectscopeManagethescheduleandworkeffortsReportprojectprogress AnticipateandmanagerisksManagecostsFollowstandardprojectmanagementmethodology

10为项目结果负最后责任确定及管理相关利益者的期望挑选及激发组员管理项目范围管理进度报告项目进展预测及管理风险管理成本遵循标准项目管理的方法ProjectManagerResponsibilitiOtherPeopleInvolved(Stakeholders)

其他相关人员(相关利益者)SponsorresponsibilitiesCustomer,end-userresponsibilities Externalcustomerresponsibilities ProjectTeamresponsibilities

11赞助人的责任顾客，最终享用者的责任外部顾客的责任项目小组的责任OtherPeopleInvolved(StakehoManagingwithinConstraints

在限制下作管理12Quality质量Cost成本Einsteindiscoversthattimeisactuallymoney爱因斯坦发时间实际上就是金钱Scope

范围Time時間ManagingwithinConstraints在限ProjectManagementKnowledgeAreas

项目管理知识范围Quality 质量Scope 范围Communications 沟通Time 时间Cost 成本Risk 风险HumanResources 人力资源Procurement 采购13ProjectManagementKnowledgeAKeyProjectDeliverables

主要项目交付物ProjectCharter 项目章程ScopeStatement 范围陈述ChangeControl 转变控制ProjectSchedule 项目进度表StatusReport 状况报告CommunicationPlan 沟通计划RiskAnalysis&Plan 风险分析及计划14KeyProjectDeliverables

主要项目交1–ProjectCharter

项目章程Purpose: Formallyrecognizesproject

UsuallythefirstdocumentcreatedIdentifies:ProjectpurposeProjectimportanceProjectSponsorProjectManagerAuthorizesProjectManagertouseresources(moneyandpeople)Signedbyexecutiveempoweredtocommitmoneyandpeople15目的

正式确认项目通常为第一份制定的文件需确定的因素:项目目的项目重要性项目赞助人项目经理授权项目经理使用资源(资金及人力)获授权使用财政及人力资源的行政人员签署1–ProjectCharter

项目章程Purpos2–ScopeStatement

范围陈述

Purpose:IdentifyandcommunicateprojectworktobedoneIdentifies:ProjectboundariesRequirementsImpactonotherapplicationsAssumptions,Constraints,RisksKeyMilestonesRolesandResponsibilitiesOverallCosts16目的:确定项目工作并就此沟通需确定的因素:项目界限需求对其他方面的影响假设、界限、风险重要里程碑角色及责任整体成本2–ScopeStatement

范围陈述

Purp3–ChangeControl

转变之控制Purpose:EnsurechangesaremanagedandbeneficialtoprojectIdentifies:ProcessforidentifyingandevaluatingprojectchangesFactorsthatmustbeevaluatedtodetermineeffectofchangeontime,cost,scope,qualityStakeholderswhomustapproveprojectchangesProcessforimplementingapprovedchanges17目的:确保转变在控制之下并对项目带来益处需确定的因素:确立及评估项目转变的程序决定时间、成本、范围及质量转变带来的效果之因素批核项目转变的相关利益者实施已批核之转变的程序3–ChangeControl

转变之控制Purpos4–ProjectSchedule

项目时间表Purpose:Identify,sequence,andcontroltheactivitiesandresourcesneededforprojectIdentifies:ProjectactivitiesOrderofactivitiesPeopleassignedtoactivitiesTimeestimatesforeachactivityLaborcosts18目的:确定及順序列出项目所需的活动及资源並加以控制需确定的因素:项目活动活动次序分派员工参与活动每项活动的时间估计劳工成本4–ProjectSchedule

项目时间表Purp5–StatusReport

状况报告Purpose:Provideinformationaboutprojectand/orindividualprogresstoprojectmanagerand/orstakeholdersIdentifies:ActivitiescompletedActivitiesstartedActivitiesplannedfornextperiodActivitieslateoroverdueIssuesorconcerns19目的:向项目经理和/或相关利益者提供有关项目和/或个别活动进程的信息需确定的因素:已完成的活动已开始的活动已计划在下一阶段进行的活动延迟或过期的活动问题或关注5–StatusReport

状况报告Purpose:6–CommunicationPlan

沟通计划目的:给予组员相关信息需确定的因素:需要接收信息的团队每次沟通的目的每组需要的讯息信息提供有多频密沟通形式20Purpose:

LinkspeoplewiththeinformationtheyneedIdentifies:GroupswhoshouldreceiveinformationPurposeofeachcommunicationInformationneededbyeachgroupHowofteninformationisprovidedTypeofcommunication6–CommunicationPlan

沟通计划目的:7–RiskAnalysis&Plan

风险分析及计划

Purpose:Toidentifyrisks,analyzetheireffect,anddetermineappropriateactionsIdentifies:RiskeventsProbabilitythatriskwilloccurImpactifriskoccursPreventativeactionsContingencyplan21目的:确定各种风险，分析其效果，制定适当的措施需确定的因素:各种风险事件风险会发生的可能性如风险发生会产生的效果预防措施应变计划7–RiskAnalysis&Plan

风险分析及RiskAnalysisandPlanReview

风险分析及计划检讨PurposeIdentifyrisks(eventsthat,iftheyoccur,canhaveeitheranegativeorapositiveeffectontheproject).Contingencyplansaredevelopedfortheknownrisks.Ensurescommonunderstandingoftherisksandtheircontingencyplans.TimingDuringPlanningProcessGroupTeammustunderstandprojectscopetocreateameaningfulanalysisandplan.AudienceSponsorProjectteamKeyStakeholders22目的确定各种风险(该事件若发生，可对项目产生负或正面效果)为已知风险制定应变计划确保对风险及其应变计划有所共识时间程序计划小组内小组必需明白项目范围，以作出有意义的分析及计划听众赞助人项目小组主要的利益相关者RiskAnalysisandPlanReview

DevelopingtheProjectSchedule

编制项目进度表

Step1–DevelopaWBS(Work

BreakdownStructure)Step2–DefinetheactivitiesStep3–DevelopamilestonelistStep4–Puttheactivitiesin orderStep5–Estimatedurationand workStep6–Assignpeopleto activities23步骤一

：编制工作分解结构步骤二

：設定各项活动

步骤三

：列出项目里程碑步骤四

：将各项活动排序步骤五

：估计历时及工作步骤六

：分派人手予各项工作DevelopingtheProjectSchedul24BeginningtheProcess

程序开始

24BeginningtheProcess

程序开始

ProjectSchedule

项目进度表Dividesworkintosmallertasksthatcanbedefined,estimated,andtrackedDecomposetasksuntileachhasknownqualities:EachtaskhasadeliverableCanbeassignedtoapersonStartandenddatescanbeidentifiedDurationisreasonable(twoweeksorless)WorknotdefinedinWBSisoutsideprojectscope25Step1–DevelopaWorkBreakdownStructure

步骤一：编制工作分解结构细分工作成明确、可估计及可跟进的任务分解各任务直至其特质可明确了解

所有任务均有一交付物可分派给某人员起始及结束日可订明持续时间合理

(

≤

2星期)没有設定在工作分解结构内的工作均不属项目范围ProjectSchedule项目进度表DividesStep2–DefinetheActivities

步骤二

：确定各项活动UseWBStocreateacompletelistofactivitiesfortheprojectTheseactivitieswillbeaddedtotheMSProjectscheduleDescribetheworkrequiredforeachactivity.Includerelatedinformation:PredecessorsResourcerequirementsDaterequirementsConstraintsandassumptions26ProjectSchedule

项目进度表运用工作分解结构编制一完整的项目活动清单这些活动会列入微软项目进度表描述各项活动所需的工作，包括相关的信息前置任务资源要求日期要求约束条件及假设条件Step2–DefinetheActivitiesStep3–DevelopaMilestoneList

步骤三：列出项目里程碑

IdentifiesallmilestonesintheprojectGoodcommunicationtoolatexecutivelevelMilestoneExamples:Make-or-BuydecisionApprovalbyuppermanagementEndofaprojectphaseEquipmentdeliverydateEachmilestoneisplacedintheprojectschedule27ProjectSchedule

项目进度表列出所有项目里程碑行政人员的良好沟通工具里程碑实例:外购或自制决策

上级批核项目某阶段的终结点设备交付日期所有里程碑均显示在项目进度表上Step3–DevelopaMilestoneLStep4–PuttheActivitiesinOrder

步骤四：将各项活动排序DeterminelogicalrelationshipsbetweenactivitiesWhatactivitiesmustwaituntilanearliertaskiscompleted?Whatactivitiescanstartatthesametime?Whatactivitiesmustfinishatthesametime?Lagtimeneeded?28ProjectSchedule

项目进度表推定各项活动间的逻辑关系哪些活动必须等到前一项完成后才开始？哪些活动可同时开始？哪些活动必须同时完成？是否需要相隔时间？Step4–PuttheActivitiesinStep5–EstimateDurationandWork

步骤五：估计历时及工作

DetermineresourcesneededforeachactivityEstimatethedurationandworkforeachactivityDocumentassumptionsmadewhileestimatingdurationandwork29ProjectSchedule

项目进度表决定各活动所需资源估计各活动的历时及工作估计历时及工作的同时为项目假设前提建檔Step5–EstimateDurationandBeHonestinYourAssumptions!

忠于事实的假设30BeHonestinYourAssumptions!Step6–AssignPeopletoActivities

分派人手予各项工作

FinalstepincreatingtheprojectscheduleReviewdocumentscreated:MilestoneListActivityListDurationestimatesDependenciesResourceneedsCreateprojectscheduleAssignpeopletoactivitiesEnsurepeoplearenotoverloaded31ProjectSchedule

项目进度表创立项目进度表的最后步骤复阅建立的文件：里程碑列表活动清单历时估计相依项目资源需要建立项目进度表分派人手予各项活动

确保组员不会工作负荷过量Step6–AssignPeopletoActiFinally…rememberthatsuccessful

projectsrequire:

最后……谨记项目成功需要：

Settingmeasurableperformancestandardsaswellastimeandcostestimatesforeach“chunk”oftheprojectiscritical.Constantlymonitorprogress!32为项目的每一重要部分设定可量度的绩效标准以及时间和成本的估计固定地监管进度！Finally…rememberthatsuccessf

33HowtoSupportYourProjectManager

如何支持你的项目经理BeactivelyinvolvedintheprojectSetclearexpectationsProvidesupport(time,money,morale,etc.)Supporttheprojectmanagementprocess积极地参与项目表达确切的期望给予支持（时间、金钱、士气等方面）支持项目管理程序

33HowtoSupportYourProjeClassExercise

小组研习Developinganplantoimplementadigitalrepository…..

设定一个实施数位典藏的计划……34ClassExercise小组研习DevelopingTopic6

:ProjectManagement

第六讲：

项目管理

MoreThanJustMSproject不只是微软项目PaulGandelSyracuseUniversitySingaporeManagementUniversityTopic6:ProjectManagement

第Goals

目标

36ProvideanoverviewofProjectManagement

Becomefamiliarwithkeyprojectdeliverables

PracticedevelopingaprojectschedulePracticedevelopingariskanalysisandplan

概述项目管理熟悉主要的项目交付物练习制订项目进度表练习制订风险分析及计划Goals

目标

2ProvideanoveReferenceMaterial

参考资料

37ReferenceMaterial

参考资料

3ProjectDefinition

项目的定义DefinedbeginningandendOnetimeeffort Producesanidentifiable,measurable,uniqueproduct,service,resultProjectteamworkstogetherforlengthofproject 38设定起始及终结

一次性的工作产出一项可识别、可量度、独一无二的产品、服务或结果项目进行阶段，全组并坚作战。

ProjectDefinition

项目的定义DefineProjectTriggers

项目触发因素Marketdrivenneeds 市场需要Organizationalneeds 组织需要Customerneeds 顾客需要Technologicaladvances 科技进展Legalrequirements 法律要求39ProjectTriggers

项目触发因素MarketBenefitsofProjectManagement

项目管理的好处Improvesabilitytodeliverprojecton-time,on-budgetProvidesamethodologytofollowEnsurescommonunderstandingofprojectneeds&deliverablesImprovesproductivityEnsurescommunication

ofprojectandproductneedsImprovesqualityManagesrisk40提升准时而不失预算地交付项目结果的能力提供一个可遵循的方法确保对项目的需求及交付物有所共识提高生产力确保对项目及产品的需要有足够的沟通

提升质量管理风险BenefitsofProjectManagementProjectManagement101项目管理101

It’sAllAboutChunks!一切皆为庞大工程

BigChunks

大块头LittleChunks

小块头41Therehasneverbeenataskthatcouldnotbedoneaslongasitcouldbebrokendownintosmallenoughpieces!只要能化整为零、化繁为简，工作便无难事了！ProjectManagement101项目管理101ProjectManagement101

EightKeyQuestions

Whyisthis

chunknecessary?Whatmeasurableperformancedowewantfromthischunk?Whatskillsandattitudeswillthepersondoingthischunkneed?Whoisgoingtodothischunk?Whattasksneedtobedonetocompletethischunk? Whereisthischunkgoingtobedone? Howlongwillittaketodothischunkandwhendoesitneedtobefinished? Howmuchisthischunkgoingtocost?

42为何必须进行此项目？欲从这项目中取得何种可量度的成绩？参与该项目的人员需具备何种技能和态度？谁将参与该项目？要完成此项目有何工作必需要做？此项目在哪里进行？完成项目需多久？何时必需完成？项目成本多少？ProjectManagement101

EightKWhoWorksonaProject?

谁做项目的工作？43WhoWorksonaProject?

谁做项目的工ProjectManagerResponsibilities

项目经理的责任Ultimateresponsibilityforprojectresults IdentifyandmanagestakeholderexpectationsSelectandmotivateteammembersManageprojectscopeManagethescheduleandworkeffortsReportprojectprogress AnticipateandmanagerisksManagecostsFollowstandardprojectmanagementmethodology

44为项目结果负最后责任确定及管理相关利益者的期望挑选及激发组员管理项目范围管理进度报告项目进展预测及管理风险管理成本遵循标准项目管理的方法ProjectManagerResponsibilitiOtherPeopleInvolved(Stakeholders)

其他相关人员(相关利益者)SponsorresponsibilitiesCustomer,end-userresponsibilities Externalcustomerresponsibilities ProjectTeamresponsibilities

45赞助人的责任顾客，最终享用者的责任外部顾客的责任项目小组的责任OtherPeopleInvolved(StakehoManagingwithinConstraints

在限制下作管理46Quality质量Cost成本Einsteindiscoversthattimeisactuallymoney爱因斯坦发时间实际上就是金钱Scope

范围Time時間ManagingwithinConstraints在限ProjectManagementKnowledgeAreas

项目管理知识范围Quality 质量Scope 范围Communications 沟通Time 时间Cost 成本Risk 风险HumanResources 人力资源Procurement 采购47ProjectManagementKnowledgeAKeyProjectDeliverables

主要项目交付物ProjectCharter 项目章程ScopeStatement 范围陈述ChangeControl 转变控制ProjectSchedule 项目进度表StatusReport 状况报告CommunicationPlan 沟通计划RiskAnalysis&Plan 风险分析及计划48KeyProjectDeliverables

主要项目交1–ProjectCharter

项目章程Purpose: Formallyrecognizesproject

UsuallythefirstdocumentcreatedIdentifies:ProjectpurposeProjectimportanceProjectSponsorProjectManagerAuthorizesProjectManagertouseresources(moneyandpeople)Signedbyexecutiveempoweredtocommitmoneyandpeople49目的

正式确认项目通常为第一份制定的文件需确定的因素:项目目的项目重要性项目赞助人项目经理授权项目经理使用资源(资金及人力)获授权使用财政及人力资源的行政人员签署1–ProjectCharter

项目章程Purpos2–ScopeStatement

范围陈述

Purpose:IdentifyandcommunicateprojectworktobedoneIdentifies:ProjectboundariesRequirementsImpactonotherapplicationsAssumptions,Constraints,RisksKeyMilestonesRolesandResponsibilitiesOverallCosts50目的:确定项目工作并就此沟通需确定的因素:项目界限需求对其他方面的影响假设、界限、风险重要里程碑角色及责任整体成本2–ScopeStatement

范围陈述

Purp3–ChangeControl

转变之控制Purpose:EnsurechangesaremanagedandbeneficialtoprojectIdentifies:ProcessforidentifyingandevaluatingprojectchangesFactorsthatmustbeevaluatedtodetermineeffectofchangeontime,cost,scope,qualityStakeholderswhomustapproveprojectchangesProcessforimplementingapprovedchanges51目的:确保转变在控制之下并对项目带来益处需确定的因素:确立及评估项目转变的程序决定时间、成本、范围及质量转变带来的效果之因素批核项目转变的相关利益者实施已批核之转变的程序3–ChangeControl

转变之控制Purpos4–ProjectSchedule

项目时间表Purpose:Identify,sequence,andcontroltheactivitiesandresourcesneededforprojectIdentifies:ProjectactivitiesOrderofactivitiesPeopleassignedtoactivitiesTimeestimatesforeachactivityLaborcosts52目的:确定及順序列出项目所需的活动及资源並加以控制需确定的因素:项目活动活动次序分派员工参与活动每项活动的时间估计劳工成本4–ProjectSchedule

项目时间表Purp5–StatusReport

状况报告Purpose:Provideinformationaboutprojectand/orindividualprogresstoprojectmanagerand/orstakeholdersIdentifies:ActivitiescompletedActivitiesstartedActivitiesplannedfornextperiodActivitieslateoroverdueIssuesorconcerns53目的:向项目经理和/或相关利益者提供有关项目和/或个别活动进程的信息需确定的因素:已完成的活动已开始的活动已计划在下一阶段进行的活动延迟或过期的活动问题或关注5–StatusReport

状况报告Purpose:6–CommunicationPlan

沟通计划目的:给予组员相关信息需确定的因素:需要接收信息的团队每次沟通的目的每组需要的讯息信息提供有多频密沟通形式54Purpose:

LinkspeoplewiththeinformationtheyneedIdentifies:GroupswhoshouldreceiveinformationPurposeofeachcommunicationInformationneededbyeachgroupHowofteninformationisprovidedTypeofcommunication6–CommunicationPlan

沟通计划目的:7–RiskAnalysis&Plan

风险分析及计划

Purpose:Toidentifyrisks,analyzetheireffect,anddetermineappropriateactionsIdentifies:RiskeventsProbabilitythatriskwilloccurImpactifriskoccursPreventativeactionsContingencyplan55目的:确定各种风险，分析其效果，制定适当的措施需确定的因素:各种风险事件风险会发生的可能性如风险发生会产生的效果预防措施应变计划7–RiskAnalysis&Plan

风险分析及RiskAnalysisandPlanReview

风险分析及计划检讨PurposeIdentifyrisks(eventsthat,iftheyoccur,canhaveeitheranegativeorapositiveeffectontheproject).Contingencyplansaredevelopedfortheknownrisks.Ensurescommonunderstandingoftherisksandtheircontingencyplans.TimingDuringPlanningProcessGroupTeammustunderstandprojectscopetocreateameaningfulanalysisandplan.AudienceSponsorProjectteamKeyStakeholders56目的确定各种风险(该事件若发生，可对项目产生负或正面效果)为已知风险制定应变计划确保对风险及其应变计划有所共识时间程序计划小组内小组必需明白项目范围，以作出有意义的分析及计划听众赞助人项目小组主要的利益相关者RiskAnalysisandPlanReview

DevelopingtheProjectSchedule

编制项目进度表

Step1–DevelopaWBS(Work

BreakdownStructure)Step2–DefinetheactivitiesStep3–DevelopamilestonelistStep4–Puttheactivitiesin orderStep5–Estimatedurationand workStep6–Assignpeopleto activities57步骤一

：编制工作分解结构步骤二

：設定各项活动

步骤三

：列出项目里程碑步骤四

：将各项活动排序步骤五

：估计历时及工作步骤六

：分派人手予各项工作DevelopingtheProjectSchedul58BeginningtheProcess

程序开始

24BeginningtheProcess

程序开始

ProjectSchedule

项目进度表Dividesworkintosmallertasksthatcanbedefined,estimated,andtrackedDecomposetasksuntileachhasknownqualities:EachtaskhasadeliverableCanbeassignedtoapersonStartandenddatescanbeidentifiedDurationisreasonable(twoweeksorless)WorknotdefinedinWBSisoutsideprojectscope59Step1–DevelopaWorkBreakdownStructure

步骤一：编制工作分解结构细分工作成明确、可估计及可跟进的任务分解各任务直至其特质可明确了解

所有任务均有一交付物可分派给某人员起始及结束日可订明持续时间合理

(

≤

2星期)没有設定在工作分解结构内的工作均不属项目范围ProjectSchedule项目进度表DividesStep2–DefinetheActivities

步骤二

：确定各项活动UseWBStocreateacompletelistofactivitiesfortheprojectTheseactivitieswillbeaddedtotheMSProjectscheduleDescribetheworkrequiredforeachactivity.Includerelatedinformation:PredecessorsResourcerequirementsDaterequirementsConstraintsandassumptions60ProjectSchedule

项目进度表运用工作分解结构编制一完整的项目活动清单这些活动会列入微软项目进度表描述各项活动所需的工作，包括相关的信息前置任务资源要求日期要求约束条件及假设条件Step2–DefinetheActivitiesStep3–DevelopaMilestoneList

步骤三：列出项目里程碑

IdentifiesallmilestonesintheprojectGoodcommunicationtoolatexecutivelevelMilestoneExamples:Make-or-BuydecisionApprova