topic 6 project management第六講 項目管理

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

2、project deliverablesPractice developing a project schedulePractice developing a risk analysis and plan,概述項目管理熟悉主要的項目交付物練習制訂項目進度表練習制訂風險分析及計劃,Project Management Institutewww.pmi.org Background on organizati

3、on PMBOK Excellent resource Project Management Body of Knowledge,3,專案管理學會www.pmi.org 組織背景PMBOK 優(yōu)質(zhì)資源項目管理知識體系指南,Project Definition項目的定義,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)出一項可識別、可量度、獨一無二的產(chǎn)品、服務(wù)或結(jié)果項目進行階段，全組并堅作戰(zhàn)。,Project Triggers項目觸發(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科技進展Legal requirements法律要求,5,Benefits of Project Management項目管理的好處,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,提升準時而不失預(yù)算地交付項目結(jié)果的能力提供一個可遵循的方法確保對項目的需求及交付物有所共識提高生產(chǎn)力確保對項

7、目及產(chǎn)品的需要有足夠的溝通提升質(zhì)量管理風險,Project Management 101 項目管理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,為何必須進行此項目？欲從這項目中取得何種可量度的成績？參與該項目的人員需具備何種技能和態(tài)度？誰將參與該項目？要完成此項目有何工作必需要做？此項目在哪里進行？完成項目需多久？何時必需完成？項目成本多少？,Who Works on a Project?誰做項目的工作？,9,Project Manager Responsibilities項目經(jīng)理的責任,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,為項目結(jié)果負最后責任確定及管理相關(guān)利益者的期望挑選及激發(fā)組員管理項目范圍管理進度報告項目進展預(yù)測及管理風險管理成本遵循標準項目管理的方法,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,贊助人的責任顧客，最終享用者的責任外部顧客的責任項目小組的責任,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)時間實際上就是金錢,Scope 范圍,Time時間,,Project Management Knowledge Areas項目管理知識范圍,Quality質(zhì)量Scope范圍Communications溝通Time時間Cost成本Risk風險Human Resources人力資源Proc

15、urement采購,13,Key Project Deliverables主要項目交付物,Project Charter項目章程Scope Statement范圍陳述Change Control轉(zhuǎn)變控制Project Schedule項目進度表Status Report狀況報告Communication Plan溝通計劃Risk Analysis & Plan風險分析及計劃,14,1 –

16、Project Charter項目章程,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,目的正式確認項目通常為第一份制定的文件需確定的因素:項目目的項目重要性項目贊助人項目經(jīng)理授權(quán)項目經(jīng)理使用資源(資金及人力)獲授權(quán)使用財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:確定項目工作并就此溝通需確定的因素:項

19、目界限需求對其他方面的影響假設(shè)、界限、風險重要里程碑角色及責任整體成本,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目帶來益處需確定的因素:確立及評估項目轉(zhuǎn)變的程序決定時間、成本、范圍及質(zhì)量轉(zhuǎn)變帶來

21、的效果之因素批核項目轉(zhuǎn)變的相關(guān)利益者實施已批核之轉(zhuǎn)變的程序,4 – Project Schedule項目時間表,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:確定及順序列出項目所需的活動及資源並加以控制需確定的因素:項目活動活動次序分派員工參與活動每項活動的時間估計勞工成本,5 – Status Report狀況報告,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:向項目經(jīng)理和/或相關(guān)利益者提供有關(guān)項目和/或個別活動進程的信息需確定的因素:已

24、完成的活動已開始的活動已計劃在下一階段進行的活動延遲或過期的活動問題或關(guān)注,6 – Communication Plan溝通計劃,目的: 給予組員相關(guān)信息需確定的因素:需要接收信息的團隊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風險分析及計劃,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:確定各種風險，分析其效果，制定適當?shù)拇胧┬璐_定的因素:各種風險事件風險會發(fā)生的可能性如風險發(fā)生會產(chǎn)生的效

27、果預(yù)防措施應(yīng)變計劃,Risk Analysis and Plan Review風險分析及計劃檢討,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,目的確定各種風險(該事件若發(fā)生，可對項目產(chǎn)生負或正面效果)為已知風險制定應(yīng)變計劃確保對風險及其應(yīng)變計劃有所共識時間程序計劃小組內(nèi)小組必需明白項目范圍，以作出有意義的分析及計劃聽眾贊助人項目小組主要的利益相關(guān)者,Developing the Project Schedule編制項目進度表,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)定各項活動步驟三：列出項目里程碑步驟四 ：將各項活動排序步驟五：估計歷時及工作步驟六 ： 分派人手予各項工作,24,Beginning the Process程序開始,Project Schedule 項目進度表,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),細分工作成明確、可估計及可跟進的任務(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)的工作均不屬項目范圍,Step 2 – Define the Activities步驟二 ：確定

34、各項活動,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 項目進度表,運用工作分解結(jié)構(gòu)編制一完整的項目活動清單這些活動會列入微軟項目進度表描述各項活動所需的工作，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 項目進度表,列出所有項目里程碑行政人員的良好溝通工具里程碑實例:外購或自制決策上級批核項目某階段的終結(jié)點設(shè)備交付日期所有里程碑均顯示在項目進度表上,Step 4 – Put the Activities in Order步驟四：將各項活動排序,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 項目進度表,推定各項活動間的邏輯關(guān)系哪

39、些活動必須等到前一項完成后才開始？哪些活動可同時開始？哪些活動必須同時完成？是否需要相隔時間？,Step 5 – Estimate Duration and Work步驟五：估計歷時及工作,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 項目進度表,決定各活動所需資源估計各活動的歷時及工作估計歷時及工作的同時為項目假設(shè)前提建檔,Be Honest in Your Assumptions!忠于事實的假設(shè),30,Step 6 – Assign People to Activities分派人手予各項工作,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 項目進度表,創(chuàng)立項目進度表的最后步驟復(fù)閱建立的文件：里程碑列表活動清單歷時估計相依項目資源需要建立項目進度表分派人手予各項活動 確保組員不會工作負荷過量,Finally…remember that successfulprojects require:最后……謹記項目成功需要：,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,為項目的每一重要部分設(shè)定可量度的績效標準以及時間和成本的估計固定地監(jiān)管進度！,,33,How to Support Your Project Manager如何支持你的項目經(jīng)理,Be actively involved in the projectSe

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