第六讲：项目管理不只是微软项目

Topic

6:

Project

Management第六讲： 项目管理More

Than

Just

MSproject不只是微软项目Paul

GandelSyracuseUniversitySingapore

Management

University

Goals目标

2Providean

overviewofProjectManagementBecomefamiliarwithkeyprojectdeliverablesPracticedevelopingaproject

schedulePracticedevelopinga

riskanalysisandplan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

Reference

Material参考资料

3

ProjectDefinition项目的定义

4Definedbeginning

and

endOnetimeeffortProducesanidentifiable,measurable,uniqueproduct,

service,resultProjectteamworkstogetherforlength

ofproject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、服服务或结果项目进行阶段，全组并坚作战。ProjectTriggers项目触发因素5Market

driven

needs市场需要Organizational

needs组织需要Customerneeds顾客需要Technological

advances科技进展Legal

requirements法律要求6BenefitsofProjectManagement项目管理的的好处Improvesabilitytodeliverprojecton-time,on-budgetProvidesamethodologyto

followEnsurescommonunderstandingofprojectneeds

&deliverablesImprovesproductivityEnsurescommunicationofproject

and

productneeds

管理风险

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ProjectManagement

101项目管理101It’sAllAbout

Chunks!一切皆为庞大工程7BigChunks大块头LittleChunks小块头Therehas

never

been

a

task

that

could

notbe

done

aslong

asit

couldbebrokendown

into

small

enoughpieces!只要能化整为零、化繁为简，工作便无难事了！Project

Management1018Eight

Key

QuestionsWhy

isthischunknecessary?What

measurableperformancedowe

want

from

thischunk?What

skillsand

attitudes

willthepersondoingthis

chunk

need?Who

isgoingto

dothischunk?What

tasks

need

tobedonetocomplete

this

chunk?Whereis

this

chunk

going

to

bedone?How

long

will

it

take

todo

thischunk

andwhendoes

it

needtobefinished?8.

How

much

isthis

chunk

going

tocost?

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？

Who

Works

ona

Project?谁做项目的工作？

9Project

Manager

Responsibilities项目经理的责任Ultimate

responsibilityforprojectresultsIdentify

andmanage

stakeholderexpectationsSelectand

motivateteammembersManageproject

scopeManagethe

scheduleandworkeffortsReportproject

progressAnticipate

and

managerisksManagecostsFollowstandardprojectmanagementmethodology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1

OtherPeopleInvolved

(Stakeholders)

其他相关人员(相关利益者)1Sponsor

responsibilitiesCustomer,

end-userresponsibilitiesExternalcustomerresponsibilitiesProjectTeamresponsibilities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Managing

within

Constraints在限制下作管理Quality质量Cost成本Einstein

discovers

thattimeis

actually

money爱因斯坦发时间实际上就是金钱Scope范围Time時間1Project

ManagementKnowledge

Areas项目管理知识范围1Quality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

Key

ProjectDeliverables主要项目交付物物1Project

Charter项目章程ScopeStatement范围陈述ChangeControl转变控制Project

Schedule项目进度表StatusReport状况报告Communication

Plan沟通计划Risk

Analysis

&

Plan风险分析及计划

1

–

ProjectCharter项目章程

1Purpose:FormallyrecognizesprojectUsuallythefirstdocumentcreatedIdentifies:ProjectpurposeProjectimportanceProjectSponsorProjectManagerAuthorizesProjectManagertouseresources(moneyandpeople)Signedbyexecutiveempoweredtocommitmoneyandpeople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(资金及及人力)获授权使用财政及人力资源的的行政人员签署

2

–ScopeStatement范围陈述

Purpose:Identifyandcommunicateprojectwork

to

bedoneIdentifies:ProjectboundariesRequirementsImpactonotherapplicationsAssumptions,Constraints,RisksKeyMilestonesRolesandResponsibilitiesOverallCosts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 及责任

整体成本1

3–Change

Control转变之控制

Purpose:EnsurechangesaremanagedandbeneficialtoprojectIdentifies:ProcessforidentifyingandevaluatingprojectchangesFactorsthatmustbeevaluatedtodetermineeffectofchangeon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1目的:

4

–

ProjectSchedule项目时间表

Purpose:Identify,sequence,andcontroltheactivitiesandresourcesneeded

forprojectIdentifies:ProjectactivitiesOrderofactivitiesPeople

assignedtoactivitiesTimeestimatesfor

eachactivityLaborcosts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1

5

–

StatusReport状况报告

Purpose:Provideinformationaboutprojectand/orindividual

progresstoproject

managerand/orstakeholdersIdentifies:ActivitiescompletedActivitiesstartedActivitiesplanned

for

nextperiodActivitieslateor

overdueIssuesorconcerns目的:向项目经理和/或相关利益者者提供有关项目和/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1

6

–

Communication

Plan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2Purpose:Linkspeople

with

the

information

theyneedIdentifies:Groups

whoshould

receiveinformationPurpose

ofeachcommunicationInformation

needed

by

each

groupHow

ofteninformation

isprovidedTypeofcommunication

7

–

Risk

Analysis

&Plan风险分析及计划

Purpose:To

identify

risks,

analyzetheireffect,anddetermineappropriate

actionsIdentifies:RiskeventsProbability

that

risk

willoccurImpactifriskoccursPreventative

actionsContingency

plan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2

RiskAnalysis

and

PlanReview风险分析及计划检讨

PurposeIdentify

risks(events

that,if

they

occur,

can

haveeithera

negativeorapositiveeffect

ontheproject).Contingency

plans

aredevelopedfortheknownrisks.Ensurescommonunderstandingof

therisks

andtheircontingency

plans.TimingDuring

PlanningProcess2目的确定各种风险(该事件若发生生，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

Developing

theProject

Schedule编制

项目进度表Step

1––Developa

WBS(WorkBreakdown

Structure)Step

2––Define

the

activitiesStep

3––Develop

a

milestonelistStep

4––Put

the

activitiesinorderStep

5––Estimate

durationandworkStep

6––Assign

people

toactivities2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24Beginning

theProcess程序开始ProjectSchedule项目进度表Divideswork

into

smaller

tasksthat

can

bedefined,estimated,and

trackedDecompose

tasks

untileach

hasknown

qualities:Each

task

has

adeliverableCan

beassigned

toapersonStartand

end

datescanbe

identifiedDuration没有設定在工作分解结构内的工作均不属项目范围2Step

1––Develop

aWorkBreakdown

Structure步骤一：编制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)Step

2––Define

the

Activities步骤二：确定各项活动UseWBStocreateacompletelistofactivitiesfortheprojectTheseactivitieswillbeaddedtotheMSProjectscheduleDescribetheworkrequiredforeachactivity.Includerelatedinformation:PredecessorsResourcerequirementsDaterequirementsConstraintsandassumptionsProjectSchedule项目进度表运用工作分解结构编制一完整整的项目活动清单这些活动会列入微软项目进度度表描述各项活动所需的工作，包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2Step3––DevelopaMilestoneList步骤三：列出项目里程碑Identifies

all

milestonesintheprojectGoodcommunication

toolatexecutivelevelMilestone

Examples:Make-or-BuydecisionApprovalbyuppermanagementEndofaprojectphaseEquipment2ProjectSchedule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度表上Step4

–PuttheActivitiesin

Order步骤四：将各项活动排序Determine

logicalrelationshipsbetweenactivitiesWhatactivitiesmustwaituntilan

earlier

taskiscompleted?Whatactivitiescanstartatthesame

time?Whatactivitiesmustfinishat

thesametime?Lagtimeneeded?2ProjectSchedule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？Step

5––EstimateDurationandWork步骤五：估计历时时及工作DetermineresourcesneededforeachactivityEstimatethedurationand

workforeachactivityDocumentassumptionsmade

whileestimatingdurationand

work2Project

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

BeHonestinYourAssumptions!忠于事实的假设

3Step

6––AssignPeople

to

Activities分派人手予