项目管理知识库优先级

TheRelativeImportanceofthePMBOK’s

NineKnowledgeAreas

Dr.OferZwikael,PMPVictoriaManagementSchoolVictoriaUniversityofWellingtonofer.zwikael@vuw.ac.nzPMINZCentralBranchMeeting19/3/07PMBOKreviewCriticalsuccessfactorsSurvey’sresultsOutlinePMBOKreviewCriticalsuccessfactorsSurvey’sresultsOutlineProjectManagementBodiesofKnowledgeOrganisationProjectManagementBodyofKnowledgeandperformancestandardsWorldwidePopularityPMI-ProjectManagementInstitutePMBOK-ProjectManagementBodyofKnowledgeNorthAmerica,China,NZAIPM-AustralianInstituteofProjectManagementProjectmanagementAustraliaProjectManagementCertificationCenter&PMAJ–ProjectManagementAssociationofJapanP2M–ProjectandProgrammeManagementforEnterpriseInnovationJapanPRINCE-PRojectsINControlledEnvironmentsPRINCE2EuropeAPM-AssociationforProjectManagement&CRMP-CenterforResearchintheManagementofProjectsAPMBoKIPMA-InternationalProjectManagementAssociationICB-IPMACompetenceBaselinePMBOK’sHistory1976:Documentedstandardsbegan1984:FirstPMBOKpublished1987:RevisedPMBOKpublished1996:ComprehensiveUpdateandreleaseofthenewPMI“AGuidetothePMBOK”2000:PMBOK’s2ndedition2004:PMBOK’s3rdedition2008:4theditionisexpectedPMBOK’sProjectProcessesGroupsInitiationPlanningExecutionControlClosurePMBOK’sKnowledgeAreasProjectManagementTimeIntegrationScopeCostRiskHumanResourceCommunicationsQualityProcurementSource:PMI’sProjectManagementBodyofKnowledge(PMBOK®),2004TheStudy’sObjectiveToidentifytherelativeimportanceofthePMBOK’snineknowledgeareasinprojectplanningusingthe

“CriticalSuccessFactor”approachPMBOKreviewCriticalsuccessfactorsSurvey’sresultsOutlineProblemsinProjectSource:StandishGroupTheComplexEnvironmentManagementProjectTeamQualityControlEndUsersFinancialDept.CustomerSuppliersContactPersonPurchasingDept.SubcontractorsSteeringCommitteeProfessionalCommitteeLegalAdviserTrainingDept.GanttPERTResourceManagementCostManagementScheduleManagementRiskManagementQualityManagementWBSChangesManagementHumanResourcesDept.ProjectOffice5.2

Scope

Planning5.3

Scope

Definition6.1

Activity

Definition7.1

Resources

Planning6.2

Activity

Sequencing6.3

Activity

Duration

Estimating7.2

Cost

Estimating6.4

Schedule

Development7.3

Cost

Budgeting4.1

ProjectPlan

DevelopmentFromtheInitiatingProcessesFromtheControllingProcessesCoreProcessesPlanningProcessesTothe

Executing

Processes

8.1

Quality

Planning9.1

Organisational

Planning11.2

Risk

Identification11.3

QualitativeRisk

Analysis11.5RiskResponse

Planning9.2

Staff

Acquisition10.1

Communications

PlanningFacilitatingProcesses12.1

Procurement

Planning12.2

Solicitation

Planning11.3

QuantitativeRisk

Analysis11.1

RiskManagement

PlanningManyManagerialProcessesSource:PMI’sProjectManagementBodyofKnowledge(PMBOK®),2004TheNeedforCriticalSuccessFactorsAmanagerhasnotimetocarryallmanagerialprocessesAmanagerhastoinvesthislimitedtimeinthemostcriticalonesCSFinPMYearAuthors1967Rubin&Seeling1969Avots1971Sayles&Chandler1976Martin1983Cleland&King1983Bakeretal.1987Pinto&Slevin1995Cooper&Kleinschmidt1999TurnerPMCSF-Pinto&SlevinProjectmissionTopmanagementsupportProjectplanClientconsultationPersonnelTechnicaltasksClientacceptanceMonitoringandfeedbackCommunicationTrouble-shootingSource:Pinto,J.K.&Slevin,D.P.(1987).CriticalFactorsinSuccessfulProjectImplementation.

IEEETransactionsonEngineeringManagement.

EM-34,February,22-27ITPMCSF-TheStandishGroupCustomerinvolvementManagementsupportClearrequirementsProjectplanRealisticexpectationsSource:Johnson,J.,Karen,D.,Boucher,K.C.&Robinson,J.(2001).CollaboratingonProjectSuccess.SoftwareMagazine,February/March.LiteratureSourceCriticalSuccessFactor

123456789∑Projectplan+-+++-+++7Topmanagementsupport++++--++-6Personnelrecruitment+++++--+-6Customerinvolvement+-+--++-+5Projectrequirement&objectives+-+-++-+-5Monitoringandfeedback+---+-+++5Adequatespending-+--+++--4Technicaltasks+---++---3Communication+---+-+--3Projectstrategy-++----+-3(1)Pinto&Slevin,1988(6)Morris&Hough,1987(2)CooperandKleinschmidt,1995(7)Cleland&King,1983(3)Johnsonet.al,2001(8)Martin,1976(4)Avots,1969(9)Sayles&Chandler,1971(5)Baker,Murphy&Fisher,1983CriticalSuccessFactorsaretooFoggy!So,WhatistheProblemwithCSF?TimetablePlanningProcesses-ExamplesResourcesPlanningProcesses-ExamplesCostPlanningProcesses-ExamplesRiskplanningCommunicationsplanningQualityplanningProcurementplanningProjectplandocumentIdentifyingCriticalKnowledgeAreas9KnowledgeAreas(IndependentVariables)ProjectSuccess(DependentVariables)ProcurementRiskCommunicationsHumanResourcesQualityCostTimeScopeIntegrationCustomerSatisfactionProjectPerformancesCostOverrunScheduleOverrunPMBOK’sProcessNever

AlwaysirrelevantdonotknowDevelopingWorkBreakdownStructure(WBS)Chart1234590Definingactivitystartandenddates1234590Developingriskmanagementplan1234590TheQuestionnaireEvaluationtheextentofuseforPMBOK’splanningprocessesLikertscale:1=Never;5=Always担当しているプロジェクトに関し、各評価項目ごとに、次の規準に基づき最も現状に近いと思われる番号に○をつけてください。◆５：評価項目を常に使っている◆１：評価項目は殆ど使われていない◆４：評価項目を極めて頻繁に使っている◆９：担当しているプロジェクトでは不要◆３：評価項目を頻繁に使っている◆０：評価項目が使われているかどうか知らない◆２：評価項目はめったに使わないＮＯ評価項目説明番号選択１プロジェクト計画書全ての計画書を含むもので、実行フェーズに対する管理ツールとして使用。１２３４５９０２プロジェクト要素成果物プロジェクト遂行結果として達成すべき様々な成果物を明確に定義したもの。１２３４５９０３ＷＢＳプロジェクト実行期間中、遂行すべき全てのアクティビティを階層的に表現したチャート。１２３４５９０４プロジェクトアクティビティプロジェクト遂行期間中、遂行すべき全てのアクティビティを記述。管理し易い単位に細分化したもの。例えば、受入れテスト。１２３４５９０５ＰＥＲＴ／ガントチャートアクティビティ間の依存関係を記述したチャート。例えば、受入れテストは結合テストが終わらなければ始められない。１２３４５９０תוצריתכנוןפרויקטתמיד

אףפעם

לא

אינ.1מסמךמסכםלתכניתהפרויקט54321AB.2תיאורמדויקשלתוצריהפרויקט54321AB.3תרשיםWBS(תכולתהעבודה)54321AB.4רשימתהפעילויותהנדרשותלביצועבפרויקט54321AB.5תרשיםרשת(PERT)אותרשיםגנט54321AB.6משךמוערךלביצועכלפעילותבפרויקט54321AB.7מועדיהתחלהוסיוםלכלפעילותהמתוכננתלביצוע54321ABTheFieldStudyTheFieldStudyIndustryTypeIsraelJapanTotalInformationTechnology13279211Construction&Engineering49150Production&Maintenance123348Services10818Government69271Total275123398PMBOKreviewCriticalsuccessfactorsSurvey’sresultsOutlineImpactonScheduleOverrunTimeScopeQuality9KnowledgeAreas:IntegrationScopeTimeCostQualityHumanresourceCommunicationsRiskProcurementImpactonCostOverrunTimeProcurementIntegration9KnowledgeAreas:IntegrationScopeTimeCostQualityHumanresourceCommunicationsRiskProcurementImpactonProjectPerformanceHumanResourcesScopeIntegration9KnowledgeAreas:IntegrationScopeTimeCostQualityHumanresourceCommunicationsRiskProcurementImpactonCustomerSatisfactionTimeHumanResourcesIntegration9KnowledgeAreas:IntegrationScopeTimeCostQualityHumanresourceCommunicationsRiskProcurementKnowledgeAreas’RelativeImportanceKnowledgeAreas’RelativeImportance25processes81%TheParetoApproach19processesConclusionsPMBOK2008shouldemphasise:MoreonqualitymanagementMoreonHRLessonriskmanagementKnowledgeAreas’RelativeImportance

Construction&EngineeringKnowledgeAreas’RelativeImportance

Software&CommunicationsKnowledgeAreas’RelativeImportance

Production&MaintenanceKnowledgeAreas’RelativeImportance

ServicesButWhatdoProjectManagersActuallyDo?PMBOK’sKnowledgeAreas–Importancevs.ExtentofUseConclusionsProjectmanagersshouldemphasise:MoreonqualitymanagementMoreoncommunicationsNZInitialResultsAresearchsponsoredbyVictoriaUniversityofWellingtonandtheRoyalSocietyofNewZealand