topic 8 第八講 project management項(xiàng)目管理

1、Topic 8 第八講: Project management項(xiàng)目管理,Marshall BreedingDirector for Innovative Technologies and ResearchVanderbilt Universityhttp://staffweb.library.vanderbilt.edu/breeding,Redefining Libraries:Web 2.0 and other Chal

2、lengesMay 2007 Xiamen, China,Project management項(xiàng)目管理,Why do projects succeed?項(xiàng)目為甚么會(huì)成功？Why do projects fail?項(xiàng)目為甚么會(huì)失??？,Objectives 目標(biāo),Better skills in managing projects提高項(xiàng)目管理技巧Develop realistic timelines 建立實(shí)際時(shí)間表Ma

3、nage expectations 管理期望Avoid problems with mismanaged projects避免因項(xiàng)目管理不當(dāng)而產(chǎn)生問(wèn)題Better delegation of responsibilities更有效地授予責(zé)任,Project characteristics項(xiàng)目特式,Task of finite duration有限時(shí)間內(nèi)的任務(wù)Not a permanent activity并非永

4、久的活動(dòng)Produces a new product, service or other result制造一個(gè)新的產(chǎn)品，一項(xiàng)新的服務(wù)或其它成果,Project management項(xiàng)目管理,Applies structured techniques to facilitate a more efficient approach to planning an executing a project運(yùn)用建構(gòu)技巧以助采取更有效的方

5、法去計(jì)劃和執(zhí)行項(xiàng)目Applies organizational structure運(yùn)用組織架構(gòu)A more analytic approach更著重分析的方法,Organizational structure組織架構(gòu),Project leader – the person responsible for the overall planning execution of the project項(xiàng)目領(lǐng)導(dǎo) ─ 負(fù)責(zé)整體計(jì)劃

6、執(zhí)行項(xiàng)目的人Project team – Other individuals assigned to work on the project項(xiàng)目組 ─ 其它獲分派項(xiàng)目工作的成員,Project Plan項(xiàng)目計(jì)劃,A document that guides the execution of the project. 執(zhí)行項(xiàng)目的指引文件Approved by stakeholders or persons in autho

7、rity由相關(guān)利益者或當(dāng)權(quán)者批核 States the desired outcomes, assumptions由此項(xiàng)目希望得到的結(jié)果、假設(shè)General timeline or schedule一般時(shí)間表或進(jìn)度表Varies in detail according to the complexity of the project因項(xiàng)目的復(fù)雜程度而有所不同,Stakeholders相關(guān)利益者,Individua

8、ls or organizations with a direct interest in the outcome of the project與項(xiàng)目結(jié)果有直接利益的個(gè)人或機(jī)構(gòu)May or may not have authority in how the project is carried out可能有或沒(méi)有權(quán)力影響項(xiàng)目如何進(jìn)行Source of important information about the poten

9、tial impact of the project關(guān)于項(xiàng)目潛在影響的重要資料來(lái)源,Champion項(xiàng)目負(fù)責(zé)人,An individual with a vested interest in the project項(xiàng)目的既得利益者M(jìn)ay be the person who initiates the project可能是倡議項(xiàng)目者M(jìn)ay have high-level oversight可有高層次的監(jiān)督權(quán)限May

10、 be the project leader可能是項(xiàng)目領(lǐng)導(dǎo),Customer顧客,The persons or group that benefits from the outcome of the project受益于項(xiàng)目結(jié)果的個(gè)人或圑體,Project Management Fundamentals 項(xiàng)目管理的基礎(chǔ),Planning time on the font end yields benefits througho

11、ut the course of the project事前的時(shí)間策劃可為整個(gè)項(xiàng)目過(guò)程帶來(lái)好處Avoids delays 避免延誤Reduces overall effort 降低整體付出Increases probability of on-time delivery增加按時(shí)交付的機(jī)會(huì)Involve customers from the inception of the project從項(xiàng)目開始起容入顧客的

12、參與Iterative planning: be flexible enough to make adjustments and mid-course corrections互動(dòng)計(jì)劃：足夠的彈性以作調(diào)整及中期修正,Avoid Scope Creep避免范圍擴(kuò)大,Develop a clear idea of the parameters of the project 訂立清晰的項(xiàng)目范圍Avoid the temptation

13、to add new components or expand the tasks 避免嘗試加進(jìn)新的成分或擴(kuò)展任務(wù)范圍Be clear about what tasks are beyond the scope of the project清楚知道甚么任務(wù)超越了項(xiàng)目的范圍,Stages of a managed project管理得當(dāng)項(xiàng)目的各階段,Start-up: Analysis and planning 創(chuàng)辦：分析和規(guī)

14、劃Determine requirements 確定要求 Create project plan 創(chuàng)立項(xiàng)目計(jì)劃Execution 實(shí)施Carry out plan 執(zhí)行計(jì)劃Track progress 追趕進(jìn)度Address changes 處理轉(zhuǎn)變Close-down 完成Completion of tasks 完成任務(wù)Transfer control 移交管理權(quán)Final documentation 最終文檔D

15、isband project team 解散項(xiàng)目組,Project Plan components項(xiàng)目計(jì)劃的組成部份,Scope 范圍Team Collaboration圑隊(duì)合作Schedule進(jìn)度表Communications溝通,Scope Management范圍管理,Define the outcomes 確定結(jié)果Structure and subdivide the project into sma

16、ller manageable tasks 把項(xiàng)目組織或細(xì)分成較小的可管理的任務(wù)Articulate project requirements 清晰列明項(xiàng)目要求Develop a project summary statement 設(shè)立項(xiàng)目概要Identify issues that need to be addressed during the course of the project 確定項(xiàng)目過(guò)程中需要處理的問(wèn)題Quest

17、ion, problems, obstacles 問(wèn)題，難題，障礙,Vetting of the Project activities 檢查項(xiàng)目活動(dòng),Interview stakeholders and champion to gather input and solicit suggestions采訪項(xiàng)目的相關(guān)利益者及主管以便收集建議及征求意見(jiàn)Identify sensitive issues 找出敏感的議題Develop

18、interview questions in advance but ask open-ended questions and invite any relevant information事先訂立采訪問(wèn)題，但作開放性提問(wèn)并邀請(qǐng)受訪者提供相關(guān)數(shù)據(jù) Broad consultation improves likelihood of success廣泛的咨詢可增加成功的機(jī)會(huì),Developing Project Requireme

19、nts 訂立項(xiàng)目要求,Relevant background and history 相關(guān)背景和歷史Define deliverables 設(shè)定項(xiàng)目成果Identify schedule and timing requirements確定進(jìn)度和時(shí)間上的要求Create communications strategy 設(shè)立溝通策略Ensure all stakeholders, champions, and participa

20、nts receive the appropriate level and frequency of information 確保所有相關(guān)利益者、主管、和參與者收到適當(dāng)層次的及頻密的信息,Project summary statement項(xiàng)目概要,Project name 項(xiàng)目名稱Description 項(xiàng)目描述Stakeholders 相關(guān)利益者Project need: Articulate the problem bein

21、g addressed 項(xiàng)目需求：清晰列明需處理的問(wèn)題Deliverables: Define the specific desired accomplishments, products, services項(xiàng)目成果：訂立特定的欲達(dá)成的成就、產(chǎn)品、服務(wù)Requirements 需求Success factors 成功因素Initial schedule and target dates 初步計(jì)劃及目標(biāo)日期,Team Coll

22、aboration and organization 團(tuán)隊(duì)合作及組織,Identify roles and responsibilities 確定角色和責(zé)任Determine how the team will communicate and share information 決定團(tuán)隊(duì)如何溝通及分享信息E-mail – wiki – collaborative tools電郵 – 維基 – 協(xié)作工具External rep

23、orting relationships 對(duì)外聯(lián)系方式Identify resources needed 找出需要的資源Meeting schedule 會(huì)議時(shí)間表,Schedule management進(jìn)度管理,Define tasks 明確任務(wù)Prioritize tasks and determine prerequisites排列任務(wù)優(yōu)先次序和決定必要條件 Assign start and stop dates t

24、o each task定出每項(xiàng)任務(wù)的開始和完成日期Delegate team members to each task分派組員予各項(xiàng)任務(wù)Analyze volume of effort relative to each sub-task and overall project timeline分析每項(xiàng)子任務(wù)的工作量及整體項(xiàng)目時(shí)間線Avoid unrealistic estimates of timeframes避免

25、不現(xiàn)實(shí)地估計(jì)時(shí)間范圍,Tools for Managing Scheduling 進(jìn)度管理工具,Microsoft Project 微軟項(xiàng)目管理軟件Gantt Charts 甘特圖 PERT Charts 計(jì)劃評(píng)核術(shù)圖 Excel spreadsheets 電子表格Microsoft Visio 建立流程圖、組織圖、時(shí)間表等的軟件,Focus on communications集中注意力于溝通方面,External vs In

26、ternal 對(duì)外與對(duì)內(nèi)Within the project team 項(xiàng)目組內(nèi)Regular updates to stakeholders, champions, and managers 定期給予利益相關(guān)者、項(xiàng)目主管、及經(jīng)理最新的信息Develop and distribute adequate documentation 建立和傳閱足夠的文件,Changes and corrections改變與修正,Negotiate

27、 any changes requested to the project requirements 商談對(duì)項(xiàng)目要求提出的改變Changes that involve a possible extension of the project should be well-vetted and approved by everyone with an interest in the project可能引致項(xiàng)目延展的改變，應(yīng)由所有與項(xiàng)目

28、有利益關(guān)系的人仔細(xì)審批Additional resources 額外資源Possible trade-off of activities 可能的交易活動(dòng),Project Close-down項(xiàng)目完成,Validate the successful completion of the project確證項(xiàng)目已成功地完成Distribute any required documentation傳閱任何必須的文件Transf

29、er from project team to any persons or groups that will be responsible for maintenance由項(xiàng)目組調(diào)配人員或小組負(fù)責(zé)維修保養(yǎng)工作Document any outstanding issues or problems記錄所有未解決的議題或問(wèn)題Communicate any recommended next steps or follow-up t

30、hat may be needed傳達(dá)有關(guān)下一步的建議或作需要的跟進(jìn),Group Exercise 小組研習(xí),In reviewing the projects that your library has undertaken in the last two years, describe one that might have been more successful had the library followed a more

31、 structured approach with formal project management methodologies? Describe specific measures that you would have done differently if you were approaching the same task today.重溫一下貴館過(guò)往兩年展開過(guò)的項(xiàng)目，描述一個(gè)若圖書館用正常項(xiàng)目管理的方法更有效地組織而