项目管理培训课件完整版PPT.ppt

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1、项目管理培训乔东2001年10月目录bb项目管理概览bb项目管理过程介绍bb项目管理知识领域介绍bbPROJECT软件入门bb测验bb案例分析发达国家对项目管理的认识已经相当成熟bb项目管理具有普遍性项目管理具有普遍性bb项目管理对项目的成功具有重要作用项目管理对项目的成功具有重要作用bb项目管理需要特殊的管理方法项目管理需要特殊的管理方法bb项目管理已经发展成为一门管理科学项目管理已经发展成为一门管理科学bb越来越多的组织、企业开始重视项目管理越来越多的组织、企业开始重视项目管理bb据据FortuneFortune预测，项目经理将成为预测，项目经理将成为2121世纪年世纪年轻人的首选职业轻人

2、的首选职业相关组织和知识体系bPMI（Project Management Institute)bPMBOK(Project Management Body Of Knowledge)bPMP(Project Management Professional)bPMP认证考试项目的定义PROJECT is a temporary endeavor undertaken to create a unique product or service.bbOperation v.s.ProjectOperation v.s.ProjectbbTemporary&Unique&Progressive El

3、aborationTemporary&Unique&Progressive Elaboration项目管理的定义PROJECT MANAGEMENT is the application of PROJECT MANAGEMENT is the application of knowledge,skills,tools,and techniques to project knowledge,skills,tools,and techniques to project activities to meet project requirementsactivities to meet projec

4、t requirementsbbScope,time,cost,and qualityScope,time,cost,and qualitybbStakeholders with differing needs and Stakeholders with differing needs and expectationsexpectationsbbIdentified requirements Identified requirements（needsneeds）and and unidentified requirements unidentified requirements（expecta

5、tionsexpectations）项目管理的相关知识结构常见的项目管理知识与实践一般的管理知识和实践应用领域的知识与实践项目的利益相关者（Stakeholders）bb积极参与项目，或其利益受到项目执行过程或项目成功完成的影响的个人和组织。项目经理项目经理客户客户运营中的组织运营中的组织出资人出资人外部影响bb标准bb法规bb国际化bb文化bb社会、经济、环境项目阶段的划分Each project phase is marked by completion of one or more deliverables.bbDeliverable:tangible,verifiable work p

6、roducttangible,verifiable work productbbPhase end review:determine if the project should continue into determine if the project should continue into its next phaseits next phasedetect and correct errors cost effectivelydetect and correct errors cost effectively项目生命周期Project life cycle serves to defi

7、ne the beginning and the end of a project.bbProject life cycle V.S.Product life cyclebbprogrambbsubproject项目组织bb职能式bb矩阵式弱矩阵弱矩阵平衡矩阵平衡矩阵强矩阵强矩阵bb项目式项目经理职责项目经理授权项目经理时间项目协调力度项目管理五大阶段bbInitiating processesbbPlanning ProcessesbbExecuting ProcessesbbControlling ProcessesbbClosing Processes项目管理过程Initiating P

8、rocessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing Processes项目管理九大知识领域bbProject Integration ManagementProject Integration ManagementbbProject Scope ManagementProject Scope ManagementbbProject Time ManagementProject Time ManagementbbProject Cost ManagementProject Cost Managemen

9、tbbProject Quality ManagementProject Quality ManagementbbProject Human Resource ManagementProject Human Resource ManagementbbProject Communications ManagementProject Communications ManagementbbProject Risk ManagementProject Risk ManagementbbProject Procurement ManagementProject Procurement Managemen

10、tProject Integration Managementbb项目计划、执行和控制的不同过程的综合集成项目计划、执行和控制的不同过程的综合集成bb项目管理与企业日常运营的集成项目管理与企业日常运营的集成bb产品范围与项目范围的集成产品范围与项目范围的集成bb不同职能部门的成果的集成不同职能部门的成果的集成bb项目中各约束条件的集成项目中各约束条件的集成Project Scope ManagementbbProduct scope v.s.Project scopeInitiationbbOutputs:Project charterProject charterProject manage

11、r identified/assignedProject manager identified/assignedConstraintsConstraintsAssumptionsAssumptionsScope PlanningbbOutput:Scope statementScope statementSupporting detailSupporting detailScope managementScope managementScope Definitionbb目的：提高估算成本、时间、资源的准确度提高估算成本、时间、资源的准确度定义定义 衡量和控制项目绩效的基线衡量和控制项目绩效的基

12、线明确职责的分派明确职责的分派bbOutput:Work Breakdown Structure Work Breakdown Structure（WBSWBS）bb正确的范围定义是项目成功的关键Scope VerificationbbScope verification v.s.quality controlScope Change Controlbb目的：影响产生范围变化的因素，以保证变化是有影响产生范围变化的因素，以保证变化是有益的益的确定范围的变化会发生确定范围的变化会发生对变化是否已经发生和发生的时间进行管理对变化是否已经发生和发生的时间进行管理产生变化的主要原因bb一个外部事件（如

13、政府法规的改变）bb在产品范围定义中发生的失误bb在项目范围定义中发生的失误bb增值引起的变化（如新技术的引入）Project Time ManagementbbActivity Definitionactivity v.s.deliverableactivity v.s.deliverablebbActivity Duration Estimatingresource requirementsresource requirementsresource capabilitiesresource capabilitieselapsed timeelapsed timeActivity Seque

14、ncingbbDependenciesMandatory,Discretionary,ExternalMandatory,Discretionary,ExternalbbPDM（AON）:FS,FF,SS,SFbbADM（AOA）:FSbbGERT:Loop or conditional branchesSchedule Developmentbb考虑因素：项目网络图（活动顺序）项目网络图（活动顺序）活动时间估计活动时间估计资源需求资源需求可获得资源可获得资源日历（项目、资源）日历（项目、资源）限制条件限制条件假设前提假设前提活动的时间间隔活动的时间间隔Schedule Development

15、bb几种常见的表示方法bb压缩时间的方法CPMCPMCrashingCrashingFast trackingFast trackingResource levelingResource levelingSchedule Controlbb关键路径法bb最早启动时间（ES）bb最迟启动时间（LS）bbFloatbb举例Project Cost ManagementbbResource PlanningbbCost EstimatingbbCost BudgetingbbCost Control常用术语bbPV:Present ValuePV=FV/PV=FV/（1+r1+r）n nbbNPV:

16、Net Present ValueNPV=NPV=PV PVbbBCWS:Budgeted Cost of Work ScheduledbbACWP:Actual Cost of Work PerformedProject Quality ManagementbbQuality policybbProject&ProductbbQuality v.s.GradebbBenefit v.s.CostbbPrevention over inspectionbbPlanned in v.s.Inspected inbbManagement responsibilitybbPDCA with phas

17、esProject Quality ManagementbbQuality PlanningbbQuality AssurancebbQuality ControlCost of QualitybbPrevention CostsbbAppraisal CostsbbFailure CostsInternalInternalExternalExternalQuality ControlbbChecklistbbPareto diagramsbbCause-and-Effect diagramPareto Diagram SampleQuality ControlbbOutputs:Accept

18、ance decisionsAcceptance decisionsReworkReworkQuality improvementQuality improvementProcess adjustmentsProcess adjustmentsProject Human Resource Managementbb项目的临时的特点，必然导致人员和组织的关系总是不断改变和具有临时性。bb企业中的人力资源管理一般都不是项目管理者的直接责任，但作为项目的管理者，必须充分意识到这方面的管理要求对完成项目的保证作用。bb与沟通管理密切相关Organizational PlanningbbIdentifyi

19、ng,documenting,assigningbbroles,responsibilities,reporting relationshipsbbRAMRAEW团队能力组合专业知识组织协调能力操作型专家型协调型决策型Staff Acquisitionbb与职能部门或其他项目的经理谈判bb预先指定的bb从外部获得（采购）Team DevelopmentbbBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to f

20、unction as a team.Project Communications Management典型的项目经理有75%-90%的时间用于沟通bbCommunications PlanningbbCommunications DistributionbbPerformance ReportingbbAdministrative Closure沟通的规模项目经理的基本职责bbPlanningbbOrganizingbbLeadershipbbControlbb项目经理有75%-90%的时间用于沟通项目经理权威的来源bb正式任命bb奖励bb惩罚bb专业能力bb人格魅力X-Y 理论bbX理论：认

21、为一般情况下工人都是懒惰的，需要监管bbY理论：假设工人们不受到监管时也都愿意工作Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-losePerformance ReportingbbStatus reportingbbProgress reportingbbForecastingPerformance ReportingbbBCWS:Budgeted Cost of Work ScheduledBCWS:Budgeted

22、 Cost of Work ScheduledbbACWP:Actual Cost of Work PerformedACWP:Actual Cost of Work PerformedbbBCWP(EV):Budgeted Cost of Work PerformedBCWP(EV):Budgeted Cost of Work PerformedbbCV:Cost VarianceCV:Cost Variance CV=BCWP-ACWPCV=BCWP-ACWPbbSV:Schedule VarianceSV:Schedule Variance SV=BCWP-BCWSSV=BCWP-BCW

23、SbbCPI:Cost Performance IndexCPI:Cost Performance Index CPI=BCWP/ACWPCPI=BCWP/ACWPPerformance ReportingbbBAC:Budgeted At CompletionbbEAC:Estimated At CompletionActualsActuals-to-date+Remaining Budget/CPI-to-date+Remaining Budget/CPIActualsActuals-to-date+New estimate-to-date+New estimateActualsActua

24、ls-to-date+Remaining Budget-to-date+Remaining Budget(Remaining Budget=BAC-EV)(Remaining Budget=BAC-EV)bbVariance At CompletionVAC=BAC-EACVAC=BAC-EACPerformance Managementbb通过持续的沟通，发现问题并解决问题，不断提高绩效Project Risk Managementbb贯穿在整个项目过程中bb包括内部风险和外部风险bb同时意味着威胁和机会bb充分考虑成本因素ConceptsRisk Management Planningbb

25、Risk Management PlanMethodologyMethodologyRoles and ResponsibilitiesRoles and ResponsibilitiesBudgetingBudgetingTimingTimingScoring and interpretationScoring and interpretationThresholdsThresholdsReporting formatsReporting formatsTrackingTrackingRisk IdentificationbbTypical project risk:promotion,ma

26、rket,political,technical,promotion,market,political,technical,financing,environmental,construction(cost,financing,environmental,construction(cost,schedule),operating,organizational,schedule),operating,organizational,integration,force integration,force majeuremajeure.Risk Identification OutputsbbOutp

27、uts:Risks(events&conditions)Triggers(symptoms)Inputs to other processesQualitative Risk AnalysisbbDetermine the importancebbP-I MatrixRisk probabilityRisk probabilityRisk consequencesRisk consequencesbbProject assumptions testingassumption stabilityassumption stabilityconsequencesconsequencesQuantit

28、ative Risk AnalysisbbSensitivity analysisbbDecision Tree analysisbbProbability distributionBeta distributionBeta distributionTriangular distributionTriangular distributionbbMonte Carlo simulationQuantitative Risk AnalysisbbRisk =Probability X MagnitudebbContegency=magnitude(provision)or Risk(P*M)bbE

29、xpected Value(EV)=PiMi Pi =1，I=1 nRisk Response DevelopmentbbAvoidancebbTransferencebbMitigationbbAcceptanceRisk Monitoring and Controlbb保证风险管理计划的执行bb随时注意计划中的风险的征兆bb随时注意计划外的风险的可能Procurement PlanningbbMake-or-Buy analysisbbContract type selectionFixed price or lump sum contractFixed price or lump sum

30、 contractCost reimbursable contractCost reimbursable contractUnit price contractUnit price contractbbStatement Of Work（SOW）Solicitation PlanningbbOutputs:Procurement documentsProcurement documents（RFPRFP）Evaluation criteriaEvaluation criteriaPotential sellersPotential sellersSOW updatesSOW updates常见

31、评价条件bbUnderstanding of needbboverall or life-cycle costbbtechnical capabilitybbmanagement approachbbfinancial capacitySolicitation&Source Selectionbb由卖方提交建议书bb必要条件筛选bb加权打分Contract Administration&Close-outbbContract change control systembbPerformance reportingbbPayment systembbProcurement audits招标过程举例项目管理过程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing Processes总结bb所有的管理方法始终以实现目标为目的bb同时关注产品管理和项目管理bb项目管理首先是科学，同时也是艺术bb项目管理体系需要与外部条件相结合bb项目是一个整体，项目管理是综合的bb项目经理责任重大项目管理网站bhttp:/www.pmi.orgbhttp:/PROJECT软件入门自测题