项目管理知识体系（下）

ProjectManagementWorkshop

工程管理培训〔续〕Scope内容Projectqualitymanagement(Ch.8)工程质量管理Projecthumanresourcemanagement(Ch.9)工程人力资源管理Projectcommunicationsmanagement(Ch.10)工程沟通管理Projectriskmanagement(Ch.11)工程风险管理Projectprocurementmanagement(Ch.12)工程采购管理CourseObjectives课程目标Introducingtheaudiencetokeyprojectqualitymanagement,HRmanagement,communicationmanagement,riskmanagementandprocurementmanagementconcepts,toolsandtechniques给学员介绍关键的工程质量管理，人力资源管理，沟通管理，风险管理和采购管理的概念，工具和技术Enhancingtheaudience’sunderstandingofthekeyconceptsthroughapplications使学员在应用过程中促进对概念的理解Exchangingprojectmanagementexperiencewiththeaudience与学员进行工程管理经验的交流Scope(1)

第1局部Projectqualitymanagement(Ch.8)工程质量管理Projecthumanresourcemanagement(Ch.9)工程人力资源管理Projectcommunicationsmanagement(Ch.10)工程沟通管理Projectriskmanagement(Ch.11)工程风险管理Projectprocurementmanagement(Ch.12)工程采购管理ProjectQualityManagement

工程质量管理PMQualityManagementBase 工程经理质量管理根底QualityPlanning(8.1)质量方案QualityAssurance(8.2)质量保证QualityControl(8.3)质量控制Questions问题ThreeFundamentalConcepts

三个根本概念1、Quality质量Thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.

一个实体满足明确或隐含需求的能力的特性的总和2、Grade质量等级Acategoryorrankgiventoentitieshavingthesamefunctionalusebutdifferentrequirementsforquality.对给定实体来说，具有相同使用功能不同质量要求的质量范畴和等级ThreeFundamentalConcepts

三个根本概念3、ProjectQualityManagement工程质量管理AsubsetofProjectManagementthatincludestheprocessesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken.工程管理的一个分支，包括保证工程承诺要满足的需求所需的过程ThreeFundamentalConcepts

三个根本概念FourQualityManagementSystem

四个质量管理系统ISO9000:BasicQualitysystems–applicabletoallindustries根本质量系统-应用于所有行业QS9000(ISO9000+Automotivespecificrequirements)汽车业标准AS9000(ISO9000+Aerospacespecificrequirements)航空业标准TL9000(ISO9000+Telecommunicationsspecificrequirements)电信业标准ISO9000QualitySystem

ISO9000质量系统

TheseriesofstandardsthatoutlinetherequirementsforaqualitymanagementsystemdevelopedbytheInternationalOrganizationforStandardization.国际标准化组织制定的系列标准，规定了质量管理体系ISO9000standardsprovideaframeworkforqualitysystem.Theyapplytoanorganizationasawholeinsteadofproduct.ISO9000标准规定了质量体系框架，应用于组织整体而非单一产品TotalQualityManagement(TQM)

全面质量管理〔TQM〕 KeyElements要点Topmanagementcommitment企业高层的承诺Continualimprovement持续改进Customerfocus(internalandexternal)关注客户〔外部和内部〕Produce-ability生产能力Usability可用性Availability有效性Reliability可靠性Toolsandtraining工具与培训Maintainability可维护性Flexibility灵活性Socialacceptability社会认可度operability可操作性FourKeyQualityExperts

四位著名质量管理专家JuranBreakthroughinattitudes质量管理观点的突破Identifythevitalfewprojects明确了重大问题Determinehowtoovercomeresistance给出了问题解决方案Institutethechange启动质量管理问题的解决Institutethecontrols开始质量控制的实施Tripleroleconcept(Owner,Designer,Constructor)提出了三个角色的概念〔业主，设计单位，建设单位〕JosephMJuranFourKeyQualityExperts

四位著名质量管理专家DemingCreateconstancyofpurposeforimprovement提出了持续质量改进的目标Adoptthenewphilosophy采用了新的思想体系Ceasedependenceonmassinspection取消了大规模质量检查Institutetraining启动了质量管理培训工作Plan,Do,Check,Actcycle发现了PDCA循环FourKeyQualityExperts

四位著名质量管理专家TaguchiIshikawaContinuousimprovementprocesses(kaizen)持续改进过程(kaizen)Cause&EffectDiagrams(orIshikawaofFishboneDiagrams)原因结果图〔鱼骨图〕FourKeyQualityExperts

四位著名质量管理专家CrosbyManagementcommitment明确了管理对质量的责任Qualityimprovementteam质量改进小组Measurement质量衡量标准Thecostofquality质量的本钱Zerodefectsplanning零缺陷方案PMKnowledgeAreasandProcesses

工程管理知识领域与过程8.Quality质量9.HumanResource10.Communication11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning质量计划9.1Organizationalplanning9.2StaffAcquisition10.1Communicationsplanning11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance质量保证9.3Teamdevelopment10.2Informationdistribution12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol质量控制10.3Performancereporting11.4RiskresponsecontrolClosing10.4Administrativeclosure12.6Contractclose-outQualityPlanning质量方案QualityPlanning–identifyingwhichqualitystandsarerelevanttotheprojectanddetermininghowtosatisfythem. 质量方案-澄清与工程相关的质量标准，并确定到达标准的方法QualityPlanning--

Inputs,Outputs,Tools&Techniques

质量方案--输入，输出，工具和技术1.QualityPolicy质量政策2.Scopestatement()范围描述3.Productdescription()产品描述4.Standardsand

regulation标准和规范5.Otherprocessoutputs其他过程输出Inputs输入1.QualitymanagementPlan质量管理计划2.OperationalDefinitions操作说明3.Checklists检查清单4.Inputstootherprocesses输入到其他过程Outputs输出Benefit/costanalysis 投入/产出分析Benchmarking基准比较Flowcharting流程图Designofexperiments 试验设计Tools&Techniques工具和技术QualityPolicy质量政策Qualitypolicyis“theoverallintentionsanddirectionofanorganizationwithregardtoquality,asformallyexpressedbytopmanagement〞.质量政策是组织高层正式确定的组织的总体质量方针Theprojectmanagementteamisresponsibleforensuringthattheprojectstakeholdersarefullyawareofthepolicy.工程管理小组有责任确保工程干系人明确以上质量政策ScopeStatement范围描述Scopestatementistheoutputofscopeplanning(5.2). 范围描述是范围方案的输出Itshouldinclude:它应该包含：1)projectjustification工程起因2)Projectproduct工程产品3)projectdeliverables工程交付件4)projectobjectives工程目标ToolsandTechniques

工具和技术Benefit/costanalysis投入产出分析Benchmarking基准比较Flowcharting流程图Designofexperiments 试验设计Benefit产出Cost本钱

Higherproductivity更高的生产力Lowercosts更低的本钱

Increasedshareholdersatisfaction提高股东满意度Theexpenseassociatedwithprojectqualitymanagementactivities.与工程质量管理活动相关的费用Cause-and-effectdiagrams/Ishikawadiagrams/fishbonediagrams

原因结果图/Ishikawa图/鱼骨图Systemorprocessflowcharts系统或过程流程图Compareactualorplannedtoothersoftheindustryaverageinordertogenerateideasforimprovementandtoprovideastandardbywhichtomeasureperformance.将实际或方案与业界平均进行比较，促进改进建议的提出，并提出工作衡量标准.Helpsidentifywhichvariableshavethemostinfluenceontheoveralloutcome协助确定对总体输出产生的影响最大的变量Lessrework较少的返工QualityManagementPlan质量管理方案Itshoulddescribehowtheprojectmanagementteamwillimplementitsqualitypolicy.应说明工程管理小组如何贯彻质量政策Itmustaddressqualitycontrol,qualityassuranceandqualityimprovementfortheproject.应致力于工程的质量控制、质量保证和质量改进InISO9000terminology,itshoulddescribetheprojectqualitysystem:“theorganizationalstructure,responsibilitiesprocedures,processes,andresourcesneededtoimplementqualitymanagement〞.ISO9000中的术语，需说明质量体系：“组织结构，责任程序，流程和为贯彻质量管理所需的资源。〞OperationalDefinitions操作说明Anoperationaldefinitiondescribes,inveryspecificterms,whatsomethingis,andhowitismeasuredbythequalitycontrolprocess.操作说明应以非常明确的条款，定义某项工作是什么，如何用质量控制流程来衡量。Theyarecalledmetricsinsomeapplicationareas.在一些应用领域，以上过程被称为“韵律学〞。QualityAssurance质量保证QualityAssurance–evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards. 质量保证--定期对整个工程运行情况进行评估，以便使相关人员确信工程质量满足相关标准。QualityAssurance质量保证〔续〕QualityAssuranceistheplannedandsystematicactivitiesimplementedwithinthequalitysystem质量保证是在质量体系中执行的有方案的、系统的活动。QualityAssuranceshouldbeperformedthroughouttheproject.质量保证应贯穿在整个工程过程中。QualityAssurance--

Inputs,Outputs,Tools&Techniques

质量保证--输入、输出，工具和技术1.QualityManagementPlan()质量管理计划2.Resultsofqualitycontrolmeasurements质量控制衡量的结果3.Operationaldefinitions()操作说明Inputs输入1.Qualityimprovement质量改进Outputs输出1.Qualityplanningtoolsandtechniques质量计划工具与技术2.Qualityaudits质量审计Tools&Techniques工具和技术QualityAudit质量审计Aqualityauditisastructuredreviewofotherqualitymanagementsactivities.质量审计是对其他质量管理活动的结构化审视Theobjectiveistoidentifylessonslearned.质量审计的目标是确定经验和教训Qualityauditmaybescheduledorrandom质量审计可以按方案进行，也可以随机进行Qualityauditmaybecarriedoutbyinternalauditorsorthirdpartiessuchasqualitysystemregistrationagencies.质量审计可以由内部审计人员进行，也可以由第三方〔比方质量体系注册代理机构〕承担QualityControl质量控制QualityControl–monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance. 质量控制---监控特定的工程结果，以确定是否符合相应的质量标准并明确消除不符合要求行为的方法。QualityControl--

Inputs,Outputs,Tools&Techniques

质量控制---输入，输出，工具和技术1.Workresults()工作结果2.QualityManagementPlan()质量管理计划3.Operationaldefinitions()操作说明4.Checklists()检查表Inputs输入1.Qualityimprovement质量改进2.Acceptancedecisions接受决定3.Rework返工4.Completedchecklists完成的检查表5.Processadjustments流程调整Outputs输出Inspection检查Controlcharts控制表Paretodiagrams 柏拉图（直方图）StatisticalSampling 统计抽样Flowcharting流程图Trendanalysis 趋势分析Tools&Techniques工具和技术ScopeVerification&QualityControl

范围确认和质量控制

Scopeverification–istheprocessofformalizingacceptanceoftheprojectscopebythestakeholders.范围确认--是工程干系人正式接受工程范围的过程Mainconcern–istheacceptanceoftheworkresult.主要关注点--是工作结果的验收Output-isformalacceptance.输出--正式的验收Qualitycontrol–ismonitoringspecificprojectresults质量控制--是对特定工程成果的监控Mainconcern–isthecorrectnessoftheworkresult.主要关注点--是工作结果的正确性Outputs–arequalityimprovement,acceptancedecisions,rework,completedchecklists,processadjustments输出--质量改进，验收决定，返工，完成的检查表，流程调整ParetoDiagrams柏拉图What’sit?什么是柏拉图？AParetodiagramisahistogram,orderedbyfrequencyofoccurrence,thatshowhowmanyresultsweregeneratedbytypeorcategoryofidentifiedcause.柏拉图是一个柱状图，按发生的频率排序，表示各种不同种类的因素的影响程度Application应用Rankorderingisusedtoguidecorrectiveaction按等级排序，用于指导纠正行为Drawbacks缺点Itcannottelltheinfluenceorsequenceofthedefects.Thedefectofgreatestnumbermightnotbetheprimaryone.不能辨明问题影响或重要性顺序，产生问题多的地方不一定是问题最严重的地方TerminologyDifferentiation

术语的区别QualityAudit()isastructuredreviewofotherqualitymanagementactivities.Itidentifieslessonslearnedthatcanimproveperformanceofthisprojectorotherprojectswithintheperformingorganization.Itcanbescheduledorrandom,carriedoutbyinternalorexternalauditors.质量审计是对其他质量管理活动的结构性审视。它总结学到的经验和教训，用以改进本工程或组织内的其他工程的工作。它可以是有方案的，也可以是随机展开的，可以由内部人员，也可以由外部人员执行。Inspection(5.4.2)includesactivitiessuchasmeasuring,examining,andtestingundertakentodeterminewhetherresultsconformtorequirements.检查包括测量、检验和测试以确定结果是否符合需求。1.QualityAudit&Inspection

质量审计和检查Prevention–keepingerrorsoutoftheprocess 预防-防止过失在流程中出现Inspection–keepingerrorsoutofthehandofthecustomer 检查-防止过失对用户造成影响

TerminologyDifferentiation

术语的区别2.Prevention&Inspection预防和检查AttributeSampling〔品质抽样〕-Theresultconformsoritdoesnot(yesorno).结果符合或不符合要求Variablessampling〔变量抽样〕-Theresultisratedonacontinuousscalethatmeasuresthedegreeofconformity.结果按照衡量符合度的连续的标准折算成比例TerminologyDifferentiation

术语的区别3.AttributeSampling&VariablesSampling品质抽样和变量抽样Specialcauses–unusualevents特定原因--非寻常事件

Randomcauses–normalprocessvariation随机原因--通常的过程变异TerminologyDifferentiation

术语的区别4.SpecialCauses&RandomCauses特定原因和随机原因Tolerance–Theresultisacceptableifitfallswithintherangespecifiedbythetolerance容限--在指定的公差范围内结果可以被接受Controllimits–Theprocessisincontroliftheresultfallswithinthecontrollimits控制界限--如结果落在控制界限以内那么过程是可控的TerminologyDifferentiation

术语的区别5.Tolerance&ControlLimits容限和控制界限QualityImprovement质量改进QualityPlanning质量方案QualityAssurance质量保证QualityControl质量控制Linkage关联图QUESTIONS问题Scope(2)

第2局部Projectqualitymanagement(Ch.8)工程质量管理Projecthumanresourcemanagement(Ch.9)工程人力资源管理Projectcommunicationsmanagement(Ch.10)工程沟通管理Projectriskmanagement(Ch.11)工程风险管理Projectprocurementmanagement(Ch.12)工程采购管理ProjectHumanResourceManagement

工程人力资源管理OrganizationalPlanning(9.1)组织的方案编制StaffAcquisition(9.2)人员获取TeamDevelopment(9.3)团队建设Questions问题PMKnowledgeAreasandProcesses

工程管理知识领域与过程8.Quality9.HumanResource人力资源10.Communication11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning9.1Organizationalplanning组织的计划编制9.2StaffAcquisition人员获取10.1Communicationsplanning11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance9.3Teamdevelopment队伍建设10.2Informationdistribution12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol10.3Performancereporting11.4RiskresponsecontrolClosing10.4Administrativeclosure12.6Contractclose-outOrganizationalPlanning

组织的方案编制Identifying,documentingandassigningprojectroles,responsibilities,andreportingrelationships.识别、记录、分配工程角色、职责和汇报关系OrganizationalPlanning--

Inputs,Outputs,Tools&Techniques

组织的方案编制-输入、输出，工具和技术Inputs输入Projectinterfaces

项目界面Staffingrequirements人员需求Constraints

约束条件Outputs输出Roleandresponsibilityassignments

角色和责任分配Staffingmanagementplan

人员管理计划Organizationchart

组织结构图Supportingdetail 详细依据Tools&Techniques工具和技术Templates模板Humanresourcepractices 人力资源管理惯例Organizationaltheory 组织理论Stakeholderanalysis

项目干系人分析FormsofOrganization

组织形式Functional功能型Matrix矩阵型WeakMatrix弱矩阵型BalancedMatrix平衡矩阵型StrongMatrix强矩阵型Projectized工程型Input-ProjectInterface

输入-工程界面Organizationalinterface 组织界面Technicalinterfacewithinandbetweenprojectphases 工程阶段内和阶段之间的技术界面Interpersonalinterface人际关系界面Interfacewithsubcontractors和分包商的接口Interfacewithprojectconcerneddepartments和工程相关部门的接口NewProductTransfer新产品移交Reportingrelationshipsamongindividualsworkingontheproject工程中不同个人之间的汇报关系Input-StaffingRequirements

输入-人员需求Staffingrequirementsdefinewhatkindsofskillsarerequiredfromwhatkindsofindividualsorgroupsandinwhattimeframes. 人员需求定义在什么时间段内需要具备何种技能的个人和团体。StaffingPoolDescription

资源池说明Thebelowcharacteristicsofthepotentiallyavailablestaffshouldbeconsideredwhenacquiringteammembers:获取团队成员的时候，应考虑以下特点：Previousexperience以前的经历Personalinterests个人兴趣Personalcharacteristics–aretheindividualsorgroupslikelytoworkwelltogetherasateam?个人特点-这些个人或团体能够以一个团队很好地工作吗？Availability可用性ProjectManagerRolesandResponsibilities

工程经理的角色和职责Function功能Roles角色Qualifications资格Experienceandeducationalrequirements经历和教育需求*Althoughcriticalonmostprojects,thedefinitionofprojectmanager’sR&Rcanvarysignificantlybyapplicationarea.工程经理的角色和职责尽管在大多数工程中是非常关键的，但其也会随应用领域的不同有显著的变化Constraints

约束条件Constrainingfactorsthatmayaffecttheorganizationoftheprojectteamare-可能影响工程团队组织的约束因素有：Organizationalstructure组织结构Collectivebargainingagreementsandlaborlaw集体协议和劳工法Teampreferences团队偏好Expectedstaffassignments期望的人员分配Output-StaffingManagementPlan

输出-人员管理方案Staffingmanagementplandescribeswhenandhowhumanresourceswillbebroughtontoandtakenofftheprojectteam.人员管理方案描述何时及如何把人力资源投入或撤出工程组Appropriatereassignmentproceduremay:适宜的再分配程序可能包括：Reducecostsbyreducingoreliminatingthetendencyto“makework〞tofillthetimebetweenthisassignmentandthenext通过减少和消除为填补本次和下次任务分配之间的间隙而“制造工作〞的趋势，以降低本钱Improvemoralebyreducingoreliminatinguncertaintyaboutfutureemploymentopportunities通过减少和消除关于未来雇佣时机的不确定性来提高士气Output-ResourceAllocation

输出-资源分配Responsibilitymatrix 责任矩阵Resourcespreadsheets 资源表ResourceGanttcharts 资源甘特图Resourcehistograms 资源柱形图ResponsibilityAssignmentMatrix(RAM)

责任分配矩阵ARMAisusedto–责任分配矩阵〔RAM〕用于-Showwhoisresponsibleforwhat表示谁对某事负责Showcriticalinterfacesbetweenunitsthatmayrequirespecialmanagerialcoordination表示需要管理协调的单位之间的关键接口Helptheprojectmanagerkeeptrackofwhomustapprovewhat帮助工程经理明了审批关系Helptheprojectmanagerkeeptrackofwhomustreporttowhom帮助工程经理明了汇报关系ResponsibilityAssignmentMatrix(RAM)

责任分配矩阵〔RAM〕P=participant参与 者A=Accountable负责者R=Reviewrequired评审者I=Inputrequired需要的输入 S=Sign-offrequired需要的签收Person人员Phase阶段ABCDEF...Requirements需求SRAPPFunctional功能SAPPDesign设计SRAIPDevelopment开发RSAPPTesting测试SPIAPIllustrativeResourceHistogram

人力资源直方图举例高级设计师资源消耗人时资源消耗Jan一月Feb二月May五月StaffAcquisition

人员获取Obtainingthehumanresourcesneededassignedtoandworkingontheproject. 获取分配到工程且在工程中工作的人力资源StaffAcquisition--

Inputs,Outputs,Tools&Techniques

人员获取-输入，输出，工具和技术Inputs输入Staffingmanagementplan人员管理计划Staffingpooldescription 资源池说明Recruitmentpractices

招聘惯例Outputs输出Projectstaffassigned

项目人员分配Projectteamdirectory

项目组名录Negotiations

谈判Pre-assignment

事先指定Procurement

采购Tools&Techniques工具和技术Tools-Negotiating

工具-谈判Negotiatinginvolvesconferringwithothersinordertocometotermsorreachanagreement.谈判就是与其他人交换意见以达成条款或一致意见Negotiationsoccuraroundmanyissues,atmanytimes,andatmanylevelsoftheproject.Projectstaffarelikelytonegotiateforanyorallofthefollowing:谈判围绕很多问题，很屡次并在工程的不同层次发生。工程成员常在以下方面进行谈判Scope,costandscheduleobjectives范围，本钱和进度目标Changestoscope,cost,orschedule范围，本钱或进度变更Contracttermsandconditions合同条款和条件Assignments分配Resources资源Theteam’sinfluencingskillsplayanimportantroleinnegotiatingstaffassignments团队影响力方面的技能在人员分配谈判中作用很大InfluencingtheOrganization

对组织施加影响Influencingtheorganizationinvolvestheabilityto“getthingsdone〞. 对组织施加影响包括“使事情达成〞的能力Itrequiresanunderstandingofboththeformalandinformalstructuresofalltheorganizationsinvolved–theperformingorganization,thecustomer,contractors,etc. 它需要熟知正式和非正式组织的结构-包含工程执行组织，客户，分包商等Italsorequiresanunderstandingofthemechanicsofpowerandpolitics. 它也需要熟知权力和政治的机制TeamDevelopment

团队开发Developingindividualandgroupskillstoenhanceprojectperformance. 开发个人和团队的能力以提高工程绩效Itis“theteamworkswell〞+“everyindividualcontributes〞. 它是“团队运作良好〞+“每个人做出奉献〞TeamDevelopment--

Inputs,Outputs,Tools&Techniques

团队开发-输入，输出，工具和技术Inputs输入Projectstaff 项目人员Projectplan 项目计划Staffingmanagementplan

人员管理计划Performancereport 执行情况报告Externalfeedback 外部反馈Outputs输出Performanceimprovements

绩效改进Inputtoperformanceappraisals

输入到绩效评价系统Team-buildingactivities

团队建设活动Generalmanagementskills

一般管理技能Rewardandrecognition systems奖励和认可系统Collocation集中Training培训Tools&Techniques工具和技术StagesofTeamDevelopment

团队开发的阶段Stage阶段Forming形成Storming剧变Norming标准Performing执行Member’sCharacteristics

成员特性Taskroles任务角色Ideaperson建议者Assimilator接受者Evaluator评估者Implementer执行者Teamroles团队角色Teambuilder团队建设者Internal&externalcoordinator 内部和外部的协调者MajorBarrierstoEffectiveTeamBuilding

有效团队建设的主要障碍Differentpriorities,interests,andjudgmentsofteammembers团队成员不同的地位、兴趣和观点Roleconflicts角色冲突Lackofteammembercommitment缺乏团队成员的承诺Communicationproblems沟通问题Geographicscatterofteammembers,etc.工程成员地域分散，等等SymptomofBadTeamwork

不良团队运作的征兆Frustration挫折Lackoftrustorconfidenceintheprojectmanager 对工程经理缺乏信任或信心Lackofsynergy缺乏协作Unhealthycompetitions 不健康的竞争Unproductivemeetings,etc. 没有结果的会议，等等ToolsofEffectiveTeamDevelopment

有效团队开发的工具Teambuilding团队建设Conflictmanagement冲突管理Reward&recognition奖励和认可Power&influence权力和影响Motivation鼓励Training培训LeadershipFocus

领导要点LeadershipFocus领导要点Forming-Socialization形成-社会化Storming-Containment剧变-牵引Norming-Patternrecognitionand‘design’ 标准-模式识别和设计Performing-Timeandenvironment执行-时间和环境LeadershipStyleandPossibleProblems

领导风格和可能的问题Developing发展型Canbeoveraccommodating可能会过于随和Delegating授权型Canindicateabdicationofresponsibilities可能显现责任的退让Problemsolving问题解决型Canoverinvolvestakeholdersandprojectmanager可能越过项目干系人和项目经理Directing命令型Canbeautocraticordominating可能独裁专制ProblemSolving

问题解决Problemsolving-问题解决-involvesacombinationofproblemdefinitionanddecisionmaking.包含问题定义和做出决定的结合Problemdefinitionrequiresdistinguishingbetweencausesandsymptoms 问题定义需要区分原因和征兆Decisionmakingincludesanalyzingtheproblemtoidentifyviablesolutions,andthenmakingachoicefromamongthem. 做出决定包含分析问题以确定可行的解决方案，并在其中作出选择ProjectConflict

工程冲突Inevitabilityofconflictiononprojects 工程冲突的必然性Over50%oftheprojectconflictsarerepresentedby–schedules,projectpriorities,andpersonalresources. 50%以上的工程冲突表现为进度问题，工程优先级和人力资源Theprimarymethodofreducingconflictinprojectsistoperformcarefulprojectplanning 降低工程冲突的首要方法是认真制定工程方案SourceofPossibleProjectConflict

可能的工程冲突的来源Schedules进度表Projectpriorities工程优先级Manpowerresources人力资源AdministrativeProcedures管理程序Technicalopinions技术观点Costsystems/objectives本钱体系和目标Personalityconflicts,aswellas个性冲突，及Misunderstandings误解Matrixorganizationstructure矩阵型组织结构ConflictManagement

冲突管理ResolutionTypes决定类型CommonResults通常的结果Forcing强迫Win-lose赢-输Smoothing调和Yield-lose屈从-输Withdrawing撤退Lose-leave输-离开Compromising妥协Moderatelose-moderatelose中等程度的输-中等程度的输Problem-solving(orConfrontation)问题解决（或面对）Integrative综合Reward&Recognition

奖励和认可Directacknowledgement 上级的认可Organizationalsystems

组织系统Informalsocialgatherings非正式的社会捐助Formalcelebrations正式的庆典SourceofPower

权力来源Legitimate合法Reward奖赏Coercive强制Expert专家Referent(charismaticorpersonality) 偶像〔超凡魅力或人格〕MotivationTheories

鼓励理论Maslow’shierarchyofneeds 马斯洛的需要层次理论McGregor’sTheoryXandTheoryY

麦格雷戈的X和Y理论Herzberg’sTheoryofmotivation

赫兹伯格的动机理论ExpectancyTheory期望理论TypesofTraining

培训的类型Classroom课堂教学Self-study自学Meetings会议Teamworkshops团队研讨Simulations模拟QUESTIONS问题BreakCasestudy5案例学习5Scope(3)

第3局部Projectqualitymanagement(Ch.8)工程质量管理Projecthumanresourcemanagement(Ch.9)工程人力资源管理Projectcommunicationsmanagement(Ch.10)工程沟通管理Projectriskmanagement(Ch.11)工程风险管理Projectprocurementmanagement(Ch.12)工程采购管理ProjectCommunicationManagementProcess

工程沟通管理教学步骤GeneralCommunicationConcepts 一般的沟通概念CommunicationsPlanning(10.1)沟通方案编制InformationDistribution(10.2)信息发布PerformanceReporting(10.3)执行情况报告AdministrativeClosure(10.4)管理收尾CaseSharing案例分享Exercise练习ElementsoftheCommunicationProcess

沟通过程的原理Adaptfrom:JohnSchermerhorn,Management,FifthEdition,1996.Sender发送者Receiver接收者Message&Channel信息和信道Feedback&Channel反馈和信道Encodes(intendedmeaning)编码〔想要表达的含义〕Decodes(perceivedmeaning)解码〔感知的含义〕Noise噪音TypesofCommunications

沟通的类型Written,oral,non-verbal书面，口头，非口头Listening,speaking听，说Formal,informal正式，非正式Internal,external内部，外部Verticallywithintheorganization,horizontallywithintheorganization〔组织内部〕纵向，横向One-wayversustwo-way单向，双向SelectinganAppropriateMedia

选择适当的媒体Useface-to-facecommunicationwhenamessageisimportantandthereisagoodchancethatthereceiverwillhavedifficultyinunderstanding当信息重要且接收者理解可能有困难的时候，采用面对面的沟通方式Usemultiplemediawhenthemessageisimportantand/orcomplex 当信息重要而且复杂的时候，使用多种媒体Usewrittencommunicationwhenitneedstobereferredtolater,e.g.instructionsorforlegalreasons当今后需要查阅〔如指示或法律原因〕时，使用书面的沟通方式UseITtosavetimeandshareinformation使用IT以节省时间，共享信息Becarefulwiththedifferencesincontentandtoneindifferentmediaandavoidoverload注意不同媒体的内容和气氛的差异，防止过载CommonCommunicationIssues

一般沟通问题XImproperchannels不适当的信道XXPhysicaldistractions生理上的分心XStatuseffects/filtering状态影响/过滤XConflictresolutionroutines冲突解决程序XOrganizationbias(unequalunits)组织偏见XOrganizationalculture(trust,myths,openness,performancehistory)组织文化〔信仰，神话，公开，绩效历史〕XSpatialdistance空间距离XFunctionalspecialization功能定义Organization组织Channel信道Individual个体PrimaryAreaofFocus主要问题点PotentialProblemArea问题区域CommonCommunicationIssues(continued)

一般沟通问题〔续〕XXXHistoryofcommunicationsinteractions沟通交互的历史XXXDegreeofinformationoverload信息过载的程度XXTimeandperformancepressures时间和绩效压力XHumandifferencesinrisk,stress,motivation,trust,andability人们在风险，压力，激励，信任和能力方面的不同XPersonalitycompatibility人格亲和性XStereotyping陈腔滥调XPerception/projection理解/预测XXAbsenceoffeedback缺少反馈Organization组织Channel信道Individual个体PrimaryAreaofFocus问题点PotentialProblemArea问题区域NotestoTakeinCommunication

沟通本卷须知Communication(notnecessarilyverbal)isembeddedina“context〞 沟通〔不必要口头的〕内含在于“上下文关系〞中Meaningisaresultof“content〞+“context〞+“interaction〞 含义是“内容〞+“上下文关系〞+“交互作用〞Communicationismorelikedancing(two-way)thanshootingarrows(one-way)! 沟通更象跳舞〔双向〕而不是射箭〔单向〕Noise–anythingthatinterfereswiththetransmissionofthemessage噪音-信息传递中的任何干扰PMKnowledgeAreasandProcesses

工程管理知识领域与过程8.Quality9.HumanResource10.Communication沟通11.Risk12.ProcurementInitiatingPlanning8.1Qualityplanning9.1Organizationalplanning9.2StaffAcquisition10.1Communicationsplanning沟通计划编制11.1Riskidentification11.2Riskquantification11.3Riskresponsedevelopment12.1Procurementplanning12.2SolicitationplanningExecuting8.2Qualityassurance9.3Teamdevelopment10.2Informationdistribution信息发布12.3Solicitation12.4Sourceselection12.5ContractadministrationControlling8.3Qualitycontrol10.3Performancereporting执行情况报告11.4RiskresponsecontrolClosing10.4Administrativeclosure管理收尾12.6Contractclose-outCommunicationPlanning

沟通方案编制Determiningtheinformationandcommunicationsneedsofthestakeholders:whoneedswhatinformation,whenwilltheyneedit,andhowwillitbegiventothem. 决定工程干系人的信息和沟通需要：谁需要什么信息，什么时候需要，将如何给他们Determiningasuitablemeansofmeetingthoseneeds.决定满足那些需求的适宜的方法CommunicationPlanning--

Inputs,Outputs,Tools&Techniques

沟通方案编制-输入，输出，工具和技术Inputs输入Communicationsrequirement

沟通需求Communicationstechnology

沟通技术Constraints

约束条件Assumptions 假定Outputs输出

Communicationsmanagementplan沟通管理计划Tools&Techniques工具和技术Stakeholderanalysis项目干系人分析DetermineProjectCommunicationRequirements

明确工程沟通需求Determinewhat?决定什么？typeandformat类型和格式Whichinformationcontributestoprojectsuccess 何信息对工程成功有奉献Lackofwhichinformationcanleadtofailure 缺乏何种信息可能导致失败Factorstopayattentionto:需要注意的因素Projectorganizationandstakeholderresponsibilityrelationships 工程组织和工程干系人责任关系Disciplines,departments,andspecialtiesinvolved纪律，部门和特性Projectteamsizeandgeographiclocationo