资深项目管理课件

《项目管理》ProjectManagement项目管理课程介绍NanjingUniversityYangYao

CliffordF.Gray/ErickW.larsonProjectManagement:TheManagerialprocessSession#1Sep.-Nov.2004暨南大学管理学院1佟瑞(EdwardTong)MBA,MPMcopyrightreserved《项目管理》CliffordF.Gray/ErickWWelcometoPMCourse欢迎学习项目管理课程

Sep.-Nov.2004暨南大学管理学院2佟瑞(EdwardTong)MBA,MPMcopyrightreservedWelcometoPMCourseSep.-Nov.ContactModes联系方式

手机-Mail :yangyaonjude@

Sep.-Nov.2004暨南大学管理学院3佟瑞(EdwardTong)MBA,MPMcopyrightreservedContactModes联系方式Sep.-Nov.2WhatIExpectofMyself

对我自己的期望Facilitatelivelyandmeaningfuldiscussion.使课上讨论生动活泼，富有意义Focusactivitiesaround“realworld”situations

注重实际情况Provideconstructivefeedback.提供建设性的反馈。Meetyourneeds(asbestIcan).

尽我所能满足大家的要求。Sep.-Nov.2004暨南大学管理学院4佟瑞(EdwardTong)MBA,MPMcopyrightreservedWhatIExpectofMyself

对我自己的WhatIaskofYou

老师对学生们的要求Activeparticipation积极参与Openmindedness开动脑筋Constructivedialog建设性的对话Activelistening积极听讲Helpingwithkeepingus(i.e.“me”)ontask&schedule帮助我完成教学任务和进度High-quality,graduate-levelresearch高质量，研究生水平的研究Professionalwriting专业写作

Challengingyourselfandme…挑战你和我Helpingtomakethisclassmeaningful….帮助我使本课程富有意义。Sep.-Nov.2004暨南大学管理学院5佟瑞(EdwardTong)MBA,MPMcopyrightreservedWhatIaskofYou

老师对学生们的要求AcPM`CourseDescription

项目管理课程描述Thiscourseintroducesspecificmanagerialconceptsandtechniquesusefulinprojectmanagement.Topicsinclude:organizationalstructure;howtoplan,begin,carryout,controlandcloseprojectprocesses;andtherelationshipbetweenprojectsandanorganization’smission,objectivesandgoals.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。Sep.-Nov.2004暨南大学管理学院6佟瑞(EdwardTong)MBA,MPMcopyrightreservedPM`CourseDescription

项目管理Everyonecouldbesuccessful,PMshouldbeagoldenkeythatwouldbringyousuccessYourfuturesuccesswoulddependonyourbehaviorofdoingsomethingandthewayofthinking.Interpersonalrelationshipshouldbestressedwhereveryougo.IQisimportant,butEQismoreimportantthanIQ.(智商Intelligencequotient,)Sep.-Nov.2004暨南大学管理学院7佟瑞(EdwardTong)MBA,MPMcopyrightreservedEveryonecouldbesuccessful,LearningGoals学习目标Uponthesuccessfulcompletionofthiscourse,youwillbeableto:Understandhowprojectsandprojectmanagementrelatetothevariousfunctionsofanorganizational“enterprise”;Assessprojectfeasibilityandprojectplancompleteness,procedures,andtechniques;Applybasicprojectmanagementconceptstobusinesssituations,includingthe“projectlifecycle”.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。Sep.-Nov.2004暨南大学管理学院8佟瑞(EdwardTong)MBA,MPMcopyrightreservedLearningGoals学习目标UponthesAssignments,FinalExamandGrading

作业，最终考试和评分

GroupAssignment –30points小组作业（Projectplan）Classparticipation课上参与

-10FinalExam最终考试

–60pointsTotal –100points总分Sep.-Nov.2004暨南大学管理学院9佟瑞(EdwardTong)MBA,MPMcopyrightreservedAssignments,FinalExamandGrGroupAssignment小组作业

Developadetailedprojectplan.Thisprojectplanshouldberepresentativeofthoseinuseinactualprojectsinyourenvironments.Youmaypickaprojectofyourown,usinganactualorcreatedsituation.Yourplanmustincludethecoreelementslistedbelow,usingconventionalformats: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。Sep.-Nov.2004暨南大学管理学院10佟瑞(EdwardTong)MBA,MPMcopyrightreservedGroupAssignment小组作业

GroupAssignment小组作业

ForgroupassignmentyouwillcreateadetailedWorkBreakdownStructure(WBS)foraprojectofyourchoice.TheWBSshouldincludeanelementdictionarythatdescribeseachelementatleasttolevelthree.选定项目创立一个详细的WBS,至少要分三层。YourWBSprojectmayinvolveanyoneofthefollowingprojecttypes:WBS项目可以包括如下类型的项目。Aparty举办一次晚会Astudyplan一个学习计划ASportmeeting一次运动会Adancingtraining舞蹈培训Other其他Sep.-Nov.2004暨南大学管理学院11佟瑞(EdwardTong)MBA,MPMcopyrightreservedGroupAssignment小组作业ForgroGradingCriteriaforIndividualAssignments

作业的评分标准CompletenessandWorkability完整性和可使用性45%Useofcourseconceptsinformulation课程中概念的应用45%Grammar/spelling/syntax/format语法/拼写/句法/格式10%Total100%Sep.-Nov.2004暨南大学管理学院12佟瑞(EdwardTong)MBA,MPMcopyrightreservedGradingCriteriaforIndividuaAssignmentSpecificRequirements

作业的特别要求AssignmentPleasesubmititonthedateoffinalexambyhardcopyandalsoe-mailmeatthesametime.

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。LengthofPaper.Aqualityundergraduate-levelresearchpaperofthistypeshouldconsistofbetween5-8typed,doublespacedpages(notincludingtitlepage,tableofcontents,orreferencelist)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）WritingStyle.AmericanPsychologicalAssociation(APA)recommended推荐用美国心理协会的写作风格（APA格式）Sep.-Nov.2004暨南大学管理学院13佟瑞(EdwardTong)MBA,MPMcopyrightreservedAssignmentSpecificRequiremenOverviewofProjectManagement

项目管理概要TIMECOSTPERFORMANCE/TECHNOLOGYRESOURCESSep.-Nov.2004暨南大学管理学院14佟瑞(EdwardTong)MBA,MPMcopyrightreservedOverviewofProjectManagementOverviewofProjectManagement

项目管理概要Thisfigureisapictorialrepresentationofprojectmanagement.该图是一种项目管理的图形解释Theobjectiveofthefigureistoshowthatprojectmanagementisdesignedtomanageorcontrolcompanyresourcesonagivenactivity,withintime,withincost,andwithinperformance.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,andperformancearetheconstraintsontheproject.时间、成本、和绩效是项目的约束因素Iftheprojectistobeaccomplishedforanoutsidecustomer,then,projecthasafourthconstraint:goodcustomerrelations.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。Sep.-Nov.2004暨南大学管理学院15佟瑞(EdwardTong)MBA,MPMcopyrightreservedOverviewofProjectManagementThreeProjectobjectives

三个项目目标Time时间Cost成本Performance绩效Sep.-Nov.2004暨南大学管理学院16佟瑞(EdwardTong)MBA,MPMcopyrightreservedThreeProjectobjectives

三个项目目Whatisproject?什么是项目？Aprojectisacomplex,non-routine,one-timeeffortlimitedbytime,budget,resources,andperformancespecificationdesignedtomeetcustomerneeds.

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。Sep.-Nov.2004暨南大学管理学院17佟瑞(EdwardTong)MBA,MPMcopyrightreservedWhatisproject?什么是项目？ApAprojectisaonetimejoboractivity

项目是一次性的工作或活动。Hasdefinitestartingandendingpoints

有明确的开始和结束点。Clearlydefinedobjectives有清楚界定的目标。Scope有范围Budget有预算

Aprojectisaproblemscheduledforsolution.Dr.J.M.Juran(DeanofAmericanconsultantsonqualitycontrol,wasapioneerinthedevelopmentofprinciplesandmethodsformanagingqualitycontrolprograms)

WhatisProject?什么是项目？

Sep.-Nov.2004暨南大学管理学院18佟瑞(EdwardTong)MBA,MPMcopyrightreservedAprojectisaonetimejoborWhatisaProject?什么是项目?

AProjectisanyseriesoftasksandactivitiesthat:1HaveSpecificObjectivestobeCompletedWithinCertainSpecifications某种规定内要完成特定的目标2HaveDefinedStartandEndDates有开始和结束日期3HaveFundingLimits有资金的限制4ConsumeResources要消耗资源，包括人力、物力。MasterScheduleSep.-Nov.2004暨南大学管理学院19佟瑞(EdwardTong)MBA,MPMcopyrightreservedWhatisaProject?什么是项目?APThemajorcharacteristicsofaproject

项目的主要特点Anestablishedobjective一个确立的目标Adefinedlifespanwithabeginningandanend;有规定的生命周期，有开始和结束。Usually,theinvolvementofseveraldepartmentsandprofessionals.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,doingsomethingthathasneverbeendonebefore.过去从未做过。（不确定性大）Specifictime,cost,andperformancerequirements.有具体的时间，成本以及绩效要求。Sep.-Nov.2004暨南大学管理学院20佟瑞(EdwardTong)MBA,MPMcopyrightreservedThemajorcharacteristicsofaProjectlifecycle项目生命周期Sep.-Nov.2004暨南大学管理学院21佟瑞(EdwardTong)MBA,MPMcopyrightreservedProjectlifecycle项目生命周期Sep.-NProjectlifecycle项目生命周期Definition:Specificationsoftheprojectaredefined;projectobjectivesareestablished;teamsareformed;majorresponsibilitiesareassigned.Planningstage:thelevelofeffortincreasesandplansaredevelopedtodeterminewhattheprojectwillentail,whenitwillbescheduled,whomitwillbenefit,whatqualitylevelshouldbemaintainedandwhatthebudgetwillbe.Executionstage:Amajorportionoftheprojectworktakesplace-bothphysicalandmental.Thephysicalproductisproduced(abridge,areport,andsoftwareprogram),Time,costandspecificationmeasuresareusedforcontrol.Istheprojectonschedule,onbudget,andmeetingspecifications?Whataretheforecastsofeachofthesemeasures?Whatrevisions/changesarenecessary?Deliverystage:Includesthetwoactivities:deliveringtheprojectproducttothecustomerandredeployingprojectresources.Deliveryoftheprojectmightincludecustomertrainingandtransferringdocuments.Redeploymentusuallyinvolvesreleasingprojectequipment/materialstootherprojectsandfindingnewassignmentsforteamsmembersSep.-Nov.2004暨南大学管理学院22佟瑞(EdwardTong)MBA,MPMcopyrightreservedProjectlifecycle项目生命周期DefiniWHYUSEPROJECTMANAGEMENT?

为什么要用项目管理？ProjectManagementandproductivityarerelated！项目管理与生产力相关！Sep.-Nov.2004暨南大学管理学院23佟瑞(EdwardTong)MBA,MPMcopyrightreservedWHYUSEPROJECTMANAGEMENT?

TheImportanceofProjectManagement

项目管理的重要性(Thedawningof“theageofProjectManagement”)CompressionoftheProductLifeCycle产品生命周期的缩短GlobalCompetition全球性竞争KnowledgeExplosion知识爆炸CorporateDownsizingforsurvival求生存公司压缩IncreasedCustomerFocus客户化服务的增强RapidDevelopmentofDevelopingcountriesandClosedEconomies

第三世界，发展中国家飞速发展以及封闭经济的解禁SmallProjectsRepresentBigProblems小项目代表大问题

Sep.-Nov.2004暨南大学管理学院24佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheimportanceofProjectManagement&TheAgeofProjectManagement

项目管理的重要性与项目管理的时代1-2Sep.-Nov.2004暨南大学管理学院25佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheimportanceofProjectManaTheImportanceofProjectManagementGlobalcompetitionToday’sopenmarketdemandsnotonlycheaperproductsandservicesbutalsobetterproductsandservices.ThishasledtotheemergenceofthequalitymovementacrosstheworldwithISO9000certificationarequirementfordoingbusiness.ISO9000isafamilyofinternationalstandardsforqualitymanagementandassurance.Thesestandardscoverdesign,procurement,qualityassurance,anddeliveryprocessesforeverythingfrombankingtomanufacturing.QualitymanagementandimprovementinvariablyinvolveprojectmanagementMoreandmoreworkisbeingclassifiedasprojects,Individualsarebeingassignedresponsibilitytoachieveaspecificobjectivewithinagivenbudgetandbyaspecifieddeadline.Projectmanagement,withitstriplefocusontime,cost,andperformance,isprovingtobeanefficient,flexiblewaytogetthingsdone.

Sep.-Nov.2004暨南大学管理学院26佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementKnowledgeexplosionThegrowthinnewknowledgehasincreasedthecomplexityofprojectsbecauseprojectsencompassthelatestadvances.Forexample,buildingaroad30yearsagowassomewhatsimpleprocess.Today,eachareahaveincreasedincomplexity,includingmaterials,specifications,codes,aesthetics,equipment,andrequiredspecialists.Similarly,intoday’sdigital,electronicageitisbecominghardtofindanewproductthatdoesnotcontainatleastonemicrochip.Projectcomplexityhasincreasedtheneedtointegratedivergenttechnologies.Projectmanagementhasemergedasanimportantdisciplineforachievingthistask.Sep.-Nov.2004暨南大学管理学院27佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementCorporateDownsizingThelastdecadehasseenadramaticrestructuringoforganizationallife.Downsizingandstickingtocorecompetencieshavebecomenecessaryforsurvivalformanyfirms.Middlemanagementisamereskeletonofthepast.Intoday’sflatterandleanerorganizations,wherechangeisaconstant,projectmanagementisreplacingmiddlemanagementasawayofensuringthatthingsgetdone.Corporatedownsizinghasalsoledtoachangeinthewayorganizationsapproachprojects.Companiesoutsourcesignificantsegmentsofprojectwork,andprojectmanagementhavetomanagenotonlytheirownpeoplebutalsotheircounterpartsindifferentorganizations.Sep.-Nov.2004暨南大学管理学院28佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementIncreasedCustomerfocusIncreasedcompetitionhasplacedapremiumoncustomersatisfaction.Customersnolongersimplesettleforgenericproductsandservices.Theywantcustomizedproductsandservicesthatcatertotheirspecificneeds.Thismandaterequiresamuchcloserworkingrelationshipbetweentheproviderandthereceiver.Increasedcustomerattentionhasalsopromptedthedevelopmentofcustomizedproductsandservices.Projectmanagementiscriticalbothtodevelopmentofcustomizedproductsandservicesandtosustaininglucrativerelationshipswithcustomers.Sep.-Nov.2004暨南大学管理学院29佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementRapiddevelopmentofthirdworldandclosedeconomiesThecollapseoftheSovietEmpireandthegraduateopeningofAsiancommunistcountrieshavecreatedanexplosionofpent-updemandwithinthesesocietiesforallmangerofconsumergoodsandinfrastructuredevelopment.Westernfirmsarescramblingtointroducetheirproductsandservicetothesenewmarkets,manyfirmsareusingprojectmanagementtechniquestoestablishdistributionchannels,andforeignbasesofoperations,thesehistoricalchangehavecreatedatremendousmarketforcoreprojectworkintheareaofheavyconstructionandtelecommunicationsaseasternEuropeanandAsiancountriesstrivetorevitalizetheirinefficientindustriesanddecrepitinfrastructure.Sep.-Nov.2004暨南大学管理学院30佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementSmallprojectsrepresentbigproblemsThevelocityofchangerequiredtoremaincompetitiveorsimplykeepuphascreatedanorganizationalclimateinwhichhundredsofprojectsareimplementedconcurrently.Thisclimatehascreatedamultiprojectenvironmentandaplethoraofnewproblems.Sharingandprioritizingresourcesacrossaportfolioofprojectsisamajorchallengeforseniormanagement.Smallprojectstypicallycarrythesameormoreriskasdolargeprojects.Becausesomanyprojectsaregoingonconcurrentlyandbecausetheperceptionoftheinefficiencyimpactissmall,measuringinefficiencyisusuallynonexistent.Unfortunately,manysmallprojectssoonadduptolargesumsofmoney,manycustomersandmillionsofdollarsarelosteachyearonsmallprojectsinproductandserviceorganizations.Manysmallprojectscaneatupthepeopleresourcesofafirmandrepresenthiddencostsnotmeasuredintheaccountingsystem.Sep.-Nov.2004暨南大学管理学院31佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementOrganizationswithmanysmallprojectgoingonconcurrentlyfacethedifficultprojectmanagementproblems.Akeyquestionbecomesoneofhowtocreateanorganizationalenvironmentthatsupportsmultiprojectmanagement.Aprocessisneededtoprioritizeanddevelopaportfolioofsmallprojectsthatsupportsthemissionoftheorganization.Sep.-Nov.2004暨南大学管理学院32佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaTheImportanceofProjectManagementInsummary,thereareavarietyofenvironmentalforcesinteractingintoday’sbusinessworldthatcontributetotheincreaseddemandforgoodprojectmanagementacrossallindustriesandsectors.Projectmanagementapprearstobeideallysuitedforabusinessenvironmentrequiringaccountability,flexibility,innovation,speedandcontinuousimprovement,however,peopledonotembracechangeeasilyorquickly.Sep.-Nov.2004暨南大学管理学院33佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheImportanceofProjectManaThe“professional”PM

PMIMembership

美国项目管理协会会员数从90年到2001年剧增情况。1990:7,500members2001:86,000membersSep.-Nov.2004暨南大学管理学院34佟瑞(EdwardTong)MBA,MPMcopyrightreservedThe“professional”PM

PMIMemb战略管理、运作管理与项目管理

Strategicmanagement,Operationmanagementandprojectmanagement

战略管理（Strategicmanagement）它从宏观上帮助组织明确和把握组织发展的方向。运作管理（OperationManagement)对日常的、重复性的工作管理项目管理（Projectmanagement)对一次性的、创新性工作的管理战略管理Strategymanagement项目管理Projectmanagement运作管理OperationManagementSep.-Nov.2004暨南大学管理学院35佟瑞(EdwardTong)MBA,MPMcopyrightreserved战略管理、运作管理与项目管理

StrategicmanagTheThree-LeggedStool三腿凳ProjectManagerLineManagementManagementSenior(I.e.Sponsor)Sep.-Nov.2004暨南大学管理学院36佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheThree-LeggedStoolMATURITYINPROJECTMANAGEMENTISLIKEATHREE-LEGGEDSTOOL.THELEGSREPRESENTTHE:三条腿分别代表：ProjectManager项目经理LineManager(s)直线经理ExecutiveManagement(i.e...ProjectSponsor)高级执行管理人，项目赞助发起人MaturitycannotexistwithoutstabilitySep.-Nov.2004暨南大学管理学院37佟瑞(EdwardTong)MBA,MPMcopyrightreservedMATURITYINPROJECTMANAGEMENTTOPOFTHETHREE-LEGGEDSTOOL三腿凳的顶部ORGANIZATIONALSTRUCTURE组织结构ORGANIZATIONALBEHAVIOR组织行为TOOLS&工具和技术TECHNIQUESSep.-Nov.2004暨南大学管理学院38佟瑞(EdwardTong)MBA,MPMcopyrightreservedTOPOFTHETHREE-LEGGEDSTOMoney(controlledbyProjectmanager)

资金（由项目经理控制）Manpower(controlledbylinemanager）

人力由直线经理控制Equipment(controlledbylinemanager)设备由直线经理控制Facilities(controlledbylinemanager)设施由直线经理控制Materials(controlledbylinemanager)材料由直线经理控制Information/technology(controlledbylinemanager)信息/技术由直线经理控制Projectmanagermust,therefore,negotiatewithlinemanagersforallprojectresources,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。Effectiveprojectmanagementrequiresanunderstandingofquantitativetoolsandtechniques,organizationalstructures,organizationalbehavior.

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。Resourcesthatmostcompanieshave

多数公司具有的资源

Sep.-Nov.2004暨南大学管理学院39佟瑞(EdwardTong)MBA,MPMcopyrightreservedMoney(controlledbyProjectCapabilityMaturityModel(CMM)

能力成熟度模型（developedbySEIandPMIatCarnegieMellonUniversity)Sep.-Nov.2004暨南大学管理学院40佟瑞(EdwardTong)MBA,MPMcopyrightreservedCapabilityMaturityModel(CMMCapabilityMaturityModel(CMM)

能力成熟度模型（developedbySEIandPMIatCarnegieMellonUniversity)Eachlevelrepresentsanadvanceintheuseofbenchmarkedprojectmanagementbestpractices.Level1:Thereisanabsenceofaprocessfordevelopingaprojectplanthatincludescost,time,andperformance(Unpredictableprocesses)Level2:Repeatableprocessesusedprimarilyonlargemission-criticalprojects.Level3Well-definedprocessesthatareintegratedwithorganizationprocesses.Level4:Thehighestlevelrepresentsseamless,integrated,holisticprojectsystemsandprocessesthatincludestrategicdecisionsthattakeintoaccountprojectselection,plans,performance,andlessonslearned.Level5:Continuousimprovementbyarchivingandusinglessonslearnedtoimproveprojectmanagementlearned.Sep.-Nov.2004暨南大学管理学院41佟瑞(EdwardTong)MBA,MPMcopyrightreservedCapabilityMaturityModel(CMMIntegratedManagementofProjects

项目的综合管理

Sep.-Nov.2004暨南大学管理学院42佟瑞(EdwardTong)MBA,MPMcopyrightreservedIntegratedManagementofProjeIntegrationofProjectswiththeStrategicPlanInsomeorganizations,selectionandmanagementofprojectsoftenfailtosupportthestrategicplanoftheorganization.Strategicplansarewrittenbyonegroupofmanagers,projectsselectedbyanothergroup,andprojectsimplementedbyanother.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。Theseindependentdecisionsbydifferentgroupsofmanagerscreateasetofconditionsleadingtoconflict,confusion,andfrequently,anunsatisfiedcustomer.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。Undertheseconditions,resourcesoftheorganizationarewastedinnon-value-addedactivities/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。Sep.-Nov.2004暨南大学管理学院43佟瑞(EdwardTong)MBA,MPMcopyrightreservedIntegrationofProjectswithtAnintegratedprojectmanagementsystemAnintegratedprojectmanagementsystemisoneinwhichallofthepartsareinterrelated.Achangeinanyoneofthepartswillinfluencethewhole.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。Everyorganizationhasacustomeritisseekingtosatisfy.Thecustomersetstheraisond’etrefortheorganization.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,andorganizationstrategiesaresettomeettheneedsofcustomers.使命、目标、和组织战略的制定必须满足客户的需要。Developmentofamission,objectives.Andorganizationstrategiesdependontheexternalandinternalenvironmentalfactors.使命、目标、和组织战略取决于外部和内部的环境因素。Sep.-Nov.2004暨南大学管理学院44佟瑞(EdwardTong)MBA,MPMcopyrightreservedAnintegratedprojectmanagemeTheTechnicalandSocioculturalDimensionsoftheProjectManagementProcess项目管理过程技术和社会文化维度(科学与艺术）Sep.-Nov.2004暨南大学管理学院45佟瑞(EdwardTong)MBA,MPMcopyrightreservedTheTechnicalandSocioculturaOperationsandprojectssharemanycharacteristics,theyareperformedbypeople,constrainedbylimitedresources,planned,executedandcontrolled.(commonpoints)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。Operationsandprojectsdifferprimarilyinthatoperationisongoingandrepetitivewhileprojectsaretemporaryandunique.(differentpoints)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。

Projectsareoftenimplementedasameanofachievinganorganization’sstrategicplan.(corporatestrategicgoalandplancanbeachievedbyprojects)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。Thedifferencebetweenprojectandoperation?

项目与运作的区别？Sep.-Nov.2004暨南大学管理学院46佟瑞(EdwardTong)MBA,MPMcopyrightreservedOperationsandprojectsshareNewproductorservicedevelopment,effectingachangeinstructure,staffing,orstyleofanorganization,新产品或服务开发，影响结构、人员或组织类型的变化。Designingnewtransportationvehicle(car,train,shipaircraft)设计新的运输交通工具（如汽车、火车，轮船、飞机）Developanewormodifiedinformationsystem(MIS,softsysteminorganization,suchasfinancial&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。Buildingawatersystemforacommunity,为社会修建供水系统Runningacampaignforpoliticaloffice政治竞选活动Ameetingorceremonyorganizinganddesigning会议组织或仪式。.ExamplesofProject项目举例

(couldbe

smallorbig项目可大可小)Sep.-Nov.2004暨南大学管理学院47佟瑞(EdwardTong)MBA,MPMcopyrightreservedNewproductorservicedevelopWhatisProjectManagement?WhatWhenWhyWhereWhoHowInaNutshell5W+HWhatneedstobedone?需要做什么？Whendoesitneedtobedoneby?

需要什么时候做？Whydoesitneedtobedone?为什么需要做？Whereisitgoingtobedone?去那儿做？Whoisgoingtodoit?谁去做？Howisitgoingtobedone?如何去做？Sep.-Nov.2004暨南大学管理学院48佟瑞(EdwardTong)MBA,MPMcopyrightreservedWhatisProjectManagement?WhaProjectmanagementistheplanning,scheduling,andcontrollingofprojectactivitiestoachieveperformance,costandtimeobjectives,foragivenscopeofwork,whileusingresourcesefficientlyandeffectively.

项目管理是在项目给定的工作范围内，对项目活动做计划、进度以及控制并有效果及有效率地利用资源以达到项目的绩效、成本以及时间的目标。WhatisProjectManagement?什么是项目管理？

Sep.-Nov.2004暨南大学管理学院49佟瑞(EdwardTong)MBA,MPMcopyrightreservedProjectmanagementisthepPMinvolvesprojectplanningandprojectmonitoringandincludessuchitemsas:项目管理包括项目计划及项目监控Projectplanning项目计划Definitionofworkrequirements工作要求定义

Definitionofquantityandqualityofwork工作质量和数量定义Definitionofresourcesneeded所需资源的定义Projectmonitoring项目监控

Trackingprogress追踪项目进程

Comparingactualoutcometopredictedoutcome实际结果及预期结果进行比较Analyzingimpact分析影响效果Makingadjustments作相应调整WhatisProjectManagement?Sep.-Nov.2004暨南大学管理学院50佟瑞(EdwardTong)MBA,MPMcopyrightreservedPMinvolvesprojectplanningaFourVariables四个变量Cost成本Performance绩效Time时间Scope范围C=f(P,T,S)绩效、时间、及项目范围与成本的函数关系WhatisProjectManagement?什么是项目管理？Sep.-Nov.2004暨南大学管理学院51佟瑞(EdwardTong)MBA,MPMcopyrightreservedFourVariables四个变量WhatisPrItcandefinedashavingachievedtheprojectobjectives:可以定义为：实现项目目标Withintime在规定时间之内Withincost在预算成本之内Atthedesiredperformance/technology

达到期望绩效/技术。Whileutilizingtheassignedresourceseffectivelyandefficiently有效果及有效率地利用所分配的资源Acceptedbythecustomer客户可以满意接受WhatissuccessfulProjectManagement?

什么是成功的项目管理?

Sep.-Nov.2004暨南大学管理学院52佟瑞(EdwardTong)MBA,MPMcopyrightreservedItcandefinedashavingachieWithintheallocatedtimeperiod在分配的时间之内Withinthebudgetedcost规定的预算成本之内。Attheproperperformanceorspecificationlevel满足正确的绩效或规格水平Withacceptancebythecustomer/user得到客户或用户的认可和接受。Withminimumormutuallyagreeduponscopechanges能够互相认可的项目范围变化最小化Withoutdisturbingthemainworkflowoftheorganization不会影响组织主要业务流程Withoutchangingthecorporateculture.不会改变公司文化

DefiningProjectSuccess项目成功定义Sep.-Nov.2004暨南大学管理学院53佟瑞(EdwardTong)MBA,MPMcopyrightreservedWithintheallocatedtimeperCompanieshaveexperienced:公司已经经历过：Bettercontrol较好的控制

Bettercustomerrelations较好的客户关系