第一章项目管理双语课件

山西财经大学张宝建课程的主要内容1.前言2.战略3.组织4.定义5.估算6.网络7.风险8.资源进度9.缩短进度10.领导11.团队12.合伙13.过程控制14.收尾16.展望15.国际项目教学计划与方法教学计划以量化分析为主，第四章项目定义、第五章估算项目时间和成本、第六章制定项目计划、第八章资源进度计划、第九章缩短项目时间、第十三章进度和绩效的衡量和评价为主要讲授和重点掌握内容。其他章节都有涉及，为简单讲解和了解内容。教学方法以授课为主，案例分析与上机实验相结合。而讲课中主要培养学生用所学方法解决实际问题的能力。考试分值的分配考试内容理论方法的应用占70%解决问题的实际能力占30%ChapterOne:ModernProjectManagement

Managingprojectsisonetheoldestandmostrespectedaccomplishmentsofmankind.Westandinaweoftheachievementsofthebuildersofpyramids,thearchitectsofancientcities,themasonsandcraftsmenofgreatcathedralsandmosques;ofthemightandlabourbehindtheGreatWallofChina,andotherwondersoftheworld.(3-1-1)----PeterW.G.Morris,TheManagementofProjects“对项目的管理是人类最古老、最值得尊重的成就之一。我们敬畏地面对着古老奇迹创造者们的伟大成就：金字塔的建造者、古老城市的建筑师、大教堂和清真寺的泥瓦匠与工匠，还有中国长城和世界其他奇迹背后的工匠”——彼得.莫里斯，《项目的管理》1.1:basicconceptiondefinition：Aprojectisacomplex,nonroutine,one-timeeffortlimitedbytime,budget,resources,andperformancespecificationsdesignedtomeetcustomerneeds.项目是一种复杂的、非常规的和一次性的努力，受到时间、预算、资源以及设计用来满足客户需要的性能规格的限制。(5-1-1)Themajorgoalofaprojectistosatisfyacustomer’sneed.(5-2-1)Themajorcharacteristicsofaprojectareasfollows:(5-2-3)Anestablishedobjective.Adefinedlifespanwithabeginningandanend.Usually,theinvolvementofseveraldepartmentsandprofessionals.Typically,doingsomethingthathasneverbeendonebefore.Specifictime,cost,andperformancerequirements.项目管理的普遍性MoreandmoreoftheworkinAmericaisprojectorientedwithabeginning,amiddle,andanend.(3-4-1)Theprojectapproachhaslongbeenthestyleofdoingbusinessintheconstructionindustry,U.S.DepartmentofDefensecontracts,andHollywoodaswellasatbigconsultingfirms.Nowprojectmanagementisspreadingtoallavenuesofwork.Today,projectteamscarryouteverythingfromportexpansionstohospitalrestructuringtoupgradinginformationsystems.(3-5-1)Projectmanagementisnotlimitedtotheprivatesector.Projectmanagementisalsoavehiclefordoinggooddeedsandsolvingsocialproblems.(3-6-1)1.2:TheProjectLifeCycle项目生命周期Theprojectlifecycletypicallypassessequentiallythroughfourstages:(6-2-1)DefinitionstagePlanningstageExecutionstageDeliverystageProjectLifeCycle1-11.4:Theprojectmanager

项目经理Theprojectmanagerplan,schedule,motivate,andcontrol.Theprojectmanagerisuniquebecauseshe/hemanagestemporary,nonrepetitiveactivitiesandfrequentlyactsindependentlyoftheformalorganization.(7-1-8)Theymustorchestratethecompletionoftheprojectbyinducingtherightpeople,attherighttime,toaddresstherightissuesandmaketherightdecisions.(7-2-10)Projectmanagersmustshapeaprojectculturethatstimulatesteamworkandhighlevelsofpersonalmotivationaswellasacapacitytoquicklyidentifyandresolveproblemsthatthreatenprojectwork.项目经理必须培养一种项目文化，以激励团队工作和高层次的个人自我实现，有能力快速识别和解决威胁项目工作的问题。(15-3-6)1.5:TheImportanceofProjectManagement

项目管理的重要性Severalreasons项目管理的重要性源自以下理由：(7-3-8)CompressionoftheproductLifeCycle高科技行业产品开发的一个共同的经验法则是，项目耽搁6个月就会导致产品收入损失33%。因而速度成了一种竞争优势。(7-4-1)GlobalCompetition(7-6-1)KnowledgeExplosion(9-3-1)CorporateDownsizing(9-5-1)IncreasedCustomerFocus(11-2-1)SmallProjectsRepresentBigProblems(11-5-1)TheAgeofProjectManagement1-21.6:CapabilityMaturityModel(CMM)能力成熟度模型(12-5-1)Level1:Thereisanabsenceofaprocessfordevelopingaprojectplanthatincludescost,time,andperformance.Level2:Repeatableprocessesusedprimarilyonlargemission-criticalprojects.Level3:Well-definedprocessesthatareintegratewithorganizationprocesses.Level4:Thehighestlevelrepresentsseamless,integrated,holisticprojectsystemsandprocessesthatincludestrategicdecisionsthattakeintoaccountprojectselection,plans,performance,andlessonslearned.Level5:Continuousimprovementbyarchivingandusinglessonslearnedtoimproveprojectmanagementlearned.层次1：缺乏一个指定包含成本，时间和性能的项目计划的过程。层次2：主要用于大型关键项目的重复过程。层次3：与组织的程序相整合的明确定义的过程。层次4：最高层次，代表无缝的、整合的、整体的项目系统和过程，包括考虑到项目选择、计划、绩效和经验教训的战略决策。层次5：通过获得和利用学到的经验对项目管理进行持续改进的过程。CapabilityMaturityModel(CMM)1-3Ourbestguessestimateisthatmostcompaniesareinthethroesofmovingfromlevel2tolevel3andthatfewerthan10percentofthosefirmsthatactivelypracticeprojectmanagementareatlevel4or5.(12-11-1)Projectmanagersinlevels1and2environmentsuseonlysomeofthetoolsandworkinorganizationsnotfullyattunedtotheimportanceofprojectmanagement.(12-13-1)IntegrationofProjectincludes:IntegrationofProjectwiththeStrategicPlan项目和战略计划的整合IntegrationwithintheProcessofManagingActualProjects实际项目管理过程中的整合1.7:IntegrationofProject项目整合Insomeorganizations,selectionandmanagementofprojectsoftenfailtosupportthestrategicplanoftheorganization.Strategicplansarewrittenbyonegroupofmanagers,projectsselectedbyanothergroup,andprojectsimplementedbyanother.(13-4-1)1.7.1：IntegrationofProjectwiththeStrategicPlan项目和战略计划的整合项目的整合管理受到内外部两种因素的影响：Externalenvironmentalfactorsareusuallyclassifiedaspolitical,social,economic,andtechnological;theysignalopportunitiesorthreatsinsettingthedirectionfortheorganization.(14-2-6)

Internalenvironmentalfactorsarefrequentlyclassifiedasstrengthsandweaknessessuchasmanagement,facilities,corecompetencies,andfinancialcondition.(14-2-8)Therearetwodimensionswithintheprojectmanagementprocess实际项目管理过程中的整合存在两个维度:(15-1-1)Thefirstdimensionisthetechnicalsideofthemanagementprocess,whichconsistsoftheformal,disciplined,purelogicpartsoftheprocess.Thetechnicalsidereliesontheformalinformationsystemavailable.Thisdimensionincludesplanning,scheduling,andcontrollingprojects.(15-2-1)1.7.2：IntegrationwithintheProcessofManagingActualProjects实际项目管理过程的整合Theseconddimensionisthesocioculturalsideoftheprojectmanagementprocess.(15-3-1)thetechnicaldimensionrepresentsthe“science”ofprojectmanagementwhilethesocioculturaldimensionrepresentsthe“art”ofmanagingaproject.(16-1-1)TheTechnicalandSocioculturalDimensionsof

theProjectManagementProcess项目管理过程的技术和社会文化维度1-5IntegratedManagem