topic 6 project management第六講 項(xiàng)目管理

1、Topic 6 : Project Management第六講： 項(xiàng)目管理,More Than Just MS project不只是微軟項(xiàng)目Paul GandelSyracuse UniversitySingapore Management University,Goals 目標(biāo),2,Provide an overview of Project ManagementBecome familiar with key

2、project deliverablesPractice developing a project schedulePractice developing a risk analysis and plan,概述項(xiàng)目管理熟悉主要的項(xiàng)目交付物練習(xí)制訂項(xiàng)目進(jìn)度表練習(xí)制訂風(fēng)險(xiǎn)分析及計(jì)劃,Project Management Institutewww.pmi.org Background on organizati

3、on PMBOK Excellent resource Project Management Body of Knowledge,3,專案管理學(xué)會(huì)www.pmi.org 組織背景PMBOK 優(yōu)質(zhì)資源項(xiàng)目管理知識(shí)體系指南,Project Definition項(xiàng)目的定義,Defined beginning and endOne time effortProduces an identifiable, meas

4、urable, unique product, service, result Project team works together for length of project,4,設(shè)定起始及終結(jié)一次性的工作產(chǎn)出一項(xiàng)可識(shí)別、可量度、獨(dú)一無二的產(chǎn)品、服務(wù)或結(jié)果項(xiàng)目進(jìn)行階段，全組并堅(jiān)作戰(zhàn)。,Project Triggers項(xiàng)目觸發(fā)因素,Market driven needs市場需要Organizational needs

5、組織需要Customer needs顧客需要Technological advances科技進(jìn)展Legal requirements法律要求,5,Benefits of Project Management項(xiàng)目管理的好處,Improves ability to deliver project on-time, on-budgetProvides a methodology to followEnsures c

6、ommon understanding of project needs & deliverablesImproves productivityEnsures communication of project and product needsImproves qualityManages risk,6,提升準(zhǔn)時(shí)而不失預(yù)算地交付項(xiàng)目結(jié)果的能力提供一個(gè)可遵循的方法確保對項(xiàng)目的需求及交付物有所共識(shí)提高生產(chǎn)力確保對項(xiàng)

7、目及產(chǎn)品的需要有足夠的溝通提升質(zhì)量管理風(fēng)險(xiǎn),Project Management 101 項(xiàng)目管理101It’s All About Chunks! 一切皆為龐大工程,Big Chunks 大塊頭Little Chunks 小塊頭,7,There has never been a task that could notbe done as long as it could be brokendown into small

8、enough pieces!只要能化整為零、化繁為簡，工作便無難事了！,Project Management 101Eight Key Questions,Why is this chunk necessary?What measurable performance do we want from this chunk?What skills and attitudes will the person doing this

9、chunk need?Who is going to do this chunk?What tasks need to be done to complete this chunk?Where is this chunk going to be done?How long will it take to do this chunk and when does it need to be finished?How much

10、 is this chunk going to cost?,8,為何必須進(jìn)行此項(xiàng)目？欲從這項(xiàng)目中取得何種可量度的成績？參與該項(xiàng)目的人員需具備何種技能和態(tài)度？誰將參與該項(xiàng)目？要完成此項(xiàng)目有何工作必需要做？此項(xiàng)目在哪里進(jìn)行？完成項(xiàng)目需多久？何時(shí)必需完成？項(xiàng)目成本多少？,Who Works on a Project?誰做項(xiàng)目的工作？,9,Project Manager Responsibilities項(xiàng)目經(jīng)理的責(zé)任,Ult

11、imate responsibility for project resultsIdentify and manage stakeholder expectationsSelect and motivate team membersManage project scopeManage the schedule and work effortsReport project progressAnticipate and m

12、anage risksManage costsFollow standard project management methodology,10,為項(xiàng)目結(jié)果負(fù)最后責(zé)任確定及管理相關(guān)利益者的期望挑選及激發(fā)組員管理項(xiàng)目范圍管理進(jìn)度報(bào)告項(xiàng)目進(jìn)展預(yù)測及管理風(fēng)險(xiǎn)管理成本遵循標(biāo)準(zhǔn)項(xiàng)目管理的方法,Other People Involved (Stakeholders)其他相關(guān)人員(相關(guān)利益者),Sponsor respon

13、sibilitiesCustomer, end-user responsibilitiesExternal customer responsibilitiesProject Team responsibilities,11,贊助人的責(zé)任顧客，最終享用者的責(zé)任外部顧客的責(zé)任項(xiàng)目小組的責(zé)任,Managing within Constraints 在限制下作管理,12,Quality質(zhì)量,Cost成本,Einstein

14、discovers that time is actually money愛因斯坦發(fā)時(shí)間實(shí)際上就是金錢,Scope 范圍,Time時(shí)間,,Project Management Knowledge Areas項(xiàng)目管理知識(shí)范圍,Quality質(zhì)量Scope范圍Communications溝通Time時(shí)間Cost成本Risk風(fēng)險(xiǎn)Human Resources人力資源Proc

15、urement采購,13,Key Project Deliverables主要項(xiàng)目交付物,Project Charter項(xiàng)目章程Scope Statement范圍陳述Change Control轉(zhuǎn)變控制Project Schedule項(xiàng)目進(jìn)度表Status Report狀況報(bào)告Communication Plan溝通計(jì)劃Risk Analysis & Plan風(fēng)險(xiǎn)分析及計(jì)劃,14,1 –

16、Project Charter項(xiàng)目章程,Purpose:Formally recognizes project Usually the first document createdIdentifies:Project purposeProject importanceProject SponsorProject ManagerAuthorizes Project Manager to use resources (m

17、oney and people)Signed by executive empowered to commit money and people,15,目的正式確認(rèn)項(xiàng)目通常為第一份制定的文件需確定的因素:項(xiàng)目目的項(xiàng)目重要性項(xiàng)目贊助人項(xiàng)目經(jīng)理授權(quán)項(xiàng)目經(jīng)理使用資源(資金及人力)獲授權(quán)使用財(cái)政及人力資源的行政人員簽署,2 – Scope Statement范圍陳述,Purpose:Identify and commu

18、nicate project work to be doneIdentifies:Project boundariesRequirementsImpact on other applicationsAssumptions, Constraints, RisksKey MilestonesRoles and ResponsibilitiesOverall Costs,16,目的:確定項(xiàng)目工作并就此溝通需確定的因素:項(xiàng)

19、目界限需求對其他方面的影響假設(shè)、界限、風(fēng)險(xiǎn)重要里程碑角色及責(zé)任整體成本,3 – Change Control轉(zhuǎn)變之控制,Purpose:Ensure changes are managed and beneficial to projectIdentifies:Process for identifying and evaluating project changes Factors that must be ev

20、aluated to determine effect of change on time, cost, scope, qualityStakeholders who must approve project changesProcess for implementing approved changes,17,目的:確保轉(zhuǎn)變在控制之下并對項(xiàng)目帶來益處需確定的因素:確立及評估項(xiàng)目轉(zhuǎn)變的程序決定時(shí)間、成本、范圍及質(zhì)量轉(zhuǎn)變帶來

21、的效果之因素批核項(xiàng)目轉(zhuǎn)變的相關(guān)利益者實(shí)施已批核之轉(zhuǎn)變的程序,4 – Project Schedule項(xiàng)目時(shí)間表,Purpose:Identify, sequence, and control the activities and resources needed for projectIdentifies:Project activities Order of activitiesPeople assigned to a

22、ctivitiesTime estimates for each activityLabor costs,18,目的:確定及順序列出項(xiàng)目所需的活動(dòng)及資源並加以控制需確定的因素:項(xiàng)目活動(dòng)活動(dòng)次序分派員工參與活動(dòng)每項(xiàng)活動(dòng)的時(shí)間估計(jì)勞工成本,5 – Status Report狀況報(bào)告,Purpose:Provide information about project and/or individual progress

23、to project manager and/or stakeholdersIdentifies:Activities completedActivities startedActivities planned for next periodActivities late or overdueIssues or concerns,19,目的:向項(xiàng)目經(jīng)理和/或相關(guān)利益者提供有關(guān)項(xiàng)目和/或個(gè)別活動(dòng)進(jìn)程的信息需確定的因素:已

24、完成的活動(dòng)已開始的活動(dòng)已計(jì)劃在下一階段進(jìn)行的活動(dòng)延遲或過期的活動(dòng)問題或關(guān)注,6 – Communication Plan溝通計(jì)劃,目的: 給予組員相關(guān)信息需確定的因素:需要接收信息的團(tuán)隊(duì)每次溝通的目的每組需要的訊息信息提供有多頻密溝通形式,20,Purpose: Links people with the information they needIdentifies:Groups who should r

25、eceive informationPurpose of each communicationInformation needed by each groupHow often information is providedType of communication,7 – Risk Analysis & Plan風(fēng)險(xiǎn)分析及計(jì)劃,Purpose:To identify risks, analyze their eff

26、ect, and determine appropriate actionsIdentifies:Risk eventsProbability that risk will occurImpact if risk occursPreventative actionsContingency plan,21,目的:確定各種風(fēng)險(xiǎn)，分析其效果，制定適當(dāng)?shù)拇胧┬璐_定的因素:各種風(fēng)險(xiǎn)事件風(fēng)險(xiǎn)會(huì)發(fā)生的可能性如風(fēng)險(xiǎn)發(fā)生會(huì)產(chǎn)生的效

27、果預(yù)防措施應(yīng)變計(jì)劃,Risk Analysis and Plan Review風(fēng)險(xiǎn)分析及計(jì)劃檢討,PurposeIdentify risks (events that, if they occur, can have either a negative or a positive effect on the project).Contingency plans are developed for the known risks

28、.Ensures common understanding of the risks and their contingency plans.TimingDuring Planning Process GroupTeam must understand project scope to create a meaningful analysis and plan.AudienceSponsorProject teamKey

29、 Stakeholders,22,目的確定各種風(fēng)險(xiǎn)(該事件若發(fā)生，可對項(xiàng)目產(chǎn)生負(fù)或正面效果)為已知風(fēng)險(xiǎn)制定應(yīng)變計(jì)劃確保對風(fēng)險(xiǎn)及其應(yīng)變計(jì)劃有所共識(shí)時(shí)間程序計(jì)劃小組內(nèi)小組必需明白項(xiàng)目范圍，以作出有意義的分析及計(jì)劃聽眾贊助人項(xiàng)目小組主要的利益相關(guān)者,Developing the Project Schedule編制項(xiàng)目進(jìn)度表,Step 1 – Develop a WBS (Work B

30、reakdown Structure)Step 2 – Define the activitiesStep 3 – Develop a milestone listStep 4 – Put the activities in orderStep 5 – Estimate duration and workStep 6 – Assign people to activities,2

31、3,步驟一：編制工作分解結(jié)構(gòu)步驟二 ：設(shè)定各項(xiàng)活動(dòng)步驟三：列出項(xiàng)目里程碑步驟四 ：將各項(xiàng)活動(dòng)排序步驟五：估計(jì)歷時(shí)及工作步驟六 ： 分派人手予各項(xiàng)工作,24,Beginning the Process程序開始,Project Schedule 項(xiàng)目進(jìn)度表,Divides work into smaller tasks that can be defined, estimated, and tracked

32、Decompose tasks until each has known qualities: Each task has a deliverableCan be assigned to a personStart and end dates can be identifiedDuration is reasonable (two weeks or less)Work not defined in WBS is outsid

33、e project scope,25,Step 1 – Develop a Work Breakdown Structure步驟一 ：編制工作分解結(jié)構(gòu),細(xì)分工作成明確、可估計(jì)及可跟進(jìn)的任務(wù)分解各任務(wù)直至其特質(zhì)可明確了解 所有任務(wù)均有一交付物可分派給某人員起始及結(jié)束日可訂明持續(xù)時(shí)間合理 ( ≤ 2星期)沒有設(shè)定在工作分解結(jié)構(gòu)內(nèi)的工作均不屬項(xiàng)目范圍,Step 2 – Define the Activities步驟二 ：確定

34、各項(xiàng)活動(dòng),Use WBS to create a complete list of activities for the projectThese activities will be added to the MS Project scheduleDescribe the work required for each activity. Include related information:PredecessorsResou

35、rce requirementsDate requirementsConstraints and assumptions,26,Project Schedule 項(xiàng)目進(jìn)度表,運(yùn)用工作分解結(jié)構(gòu)編制一完整的項(xiàng)目活動(dòng)清單這些活動(dòng)會(huì)列入微軟項(xiàng)目進(jìn)度表描述各項(xiàng)活動(dòng)所需的工作，包括相關(guān)的信息前置任務(wù)資源要求日期要求約束條件及假設(shè)條件,Step 3 – Develop a Milestone List步驟三 ：列出項(xiàng)目里程碑,Ide

36、ntifies all milestones in the projectGood communication tool at executive levelMilestone Examples:Make-or-Buy decisionApproval by upper managementEnd of a project phaseEquipment delivery dateEach milestone is plac

37、ed in the project schedule,27,Project Schedule 項(xiàng)目進(jìn)度表,列出所有項(xiàng)目里程碑行政人員的良好溝通工具里程碑實(shí)例:外購或自制決策上級批核項(xiàng)目某階段的終結(jié)點(diǎn)設(shè)備交付日期所有里程碑均顯示在項(xiàng)目進(jìn)度表上,Step 4 – Put the Activities in Order步驟四：將各項(xiàng)活動(dòng)排序,Determine logical relationships between a

38、ctivitiesWhat activities must wait until an earlier task is completed?What activities can start at the same time?What activities must finish at the same time?Lag time needed?,28,Project Schedule 項(xiàng)目進(jìn)度表,推定各項(xiàng)活動(dòng)間的邏輯關(guān)系哪

39、些活動(dòng)必須等到前一項(xiàng)完成后才開始？哪些活動(dòng)可同時(shí)開始？哪些活動(dòng)必須同時(shí)完成？是否需要相隔時(shí)間？,Step 5 – Estimate Duration and Work步驟五：估計(jì)歷時(shí)及工作,Determine resources needed for each activityEstimate the duration and work for each activityDocument assumptions made w

40、hile estimating duration and work,29,Project Schedule 項(xiàng)目進(jìn)度表,決定各活動(dòng)所需資源估計(jì)各活動(dòng)的歷時(shí)及工作估計(jì)歷時(shí)及工作的同時(shí)為項(xiàng)目假設(shè)前提建檔,Be Honest in Your Assumptions!忠于事實(shí)的假設(shè),30,Step 6 – Assign People to Activities分派人手予各項(xiàng)工作,Final step in creating the

41、project scheduleReview documents created:Milestone ListActivity ListDuration estimatesDependenciesResource needsCreate project scheduleAssign people to activities Ensure people are not overloaded,31,Project Sche

42、dule 項(xiàng)目進(jìn)度表,創(chuàng)立項(xiàng)目進(jìn)度表的最后步驟復(fù)閱建立的文件：里程碑列表活動(dòng)清單歷時(shí)估計(jì)相依項(xiàng)目資源需要建立項(xiàng)目進(jìn)度表分派人手予各項(xiàng)活動(dòng) 確保組員不會(huì)工作負(fù)荷過量,Finally…remember that successfulprojects require:最后……謹(jǐn)記項(xiàng)目成功需要：,Setting measurable performance standards as well as time and co

43、st estimates for each “chunk” of the project is critical.Constantly monitor progress!,32,為項(xiàng)目的每一重要部分設(shè)定可量度的績效標(biāo)準(zhǔn)以及時(shí)間和成本的估計(jì)固定地監(jiān)管進(jìn)度！,,33,How to Support Your Project Manager如何支持你的項(xiàng)目經(jīng)理,Be actively involved in the projectSe

44、t clear expectationsProvide support (time, money, morale, etc.)Support the project management process,積極地參與項(xiàng)目表達(dá)確切的期望給予支持（時(shí)間、金錢、士氣等方面）支持項(xiàng)目管理程序,Class Exercise　小組研習(xí),Developing an plan to implement a digital repository…