华科IT项目管理总复习.ppt

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1、总复习The Content of the CourselThe Project Management Context,Processes and Project Integration ManagementlProject Scope,Time,Cost ManagementlProject Quality,Human Resource ManagementlProject Communications,Risk,Procurement ManagementlProject Initiating,Planning,Executing,Controlling,ClosinglIBM PM In

2、troduction第一章 概述重点掌握内容：l项目l项目管理l项目干系人l项目管理的知识领域l项目组合管理l项目经理所需的技能What Is a Project?lA project is a temporary endeavor undertaken to accomplish a unique purposelAttributes of projectsunique purposetemporaryrequire resources,often from various areasshould have a primary sponsor and/or customerinvolve u

3、ncertaintyWhat is Project Management?Project management is“the application of knowledge,skills,tools,and techniques to project activities in order to meet project requirements”(PMI*,Project Management Body of Knowledge(PMBOK Guide),2000,p.6)*The Project Management Institute(PMI)is an international p

4、rofessional society.Their web site is www.pmi.org.Project StakeholderslStakeholders are the people involved in or affected by project activitieslStakeholders includethe project sponsor and project teamsupport staffcustomersuserssuppliersopponents to the project9 Project Management Knowledge AreaslKn

5、owledge areas describe the key competencies that project managers must develop4 core knowledge areas lead to specific project objectives(scope,time,cost,and quality)4 facilitating knowledge areas are the means through which the project objectives are achieved(human resources,communication,risk,and p

6、rocurement management）1 knowledge area(project integration management)affects and is affected by all of the other knowledge areas8Project Portfolio ManagementlMany organizations support an emerging business strategy of project portfolio management:Organizations group and manage projects as a portfol

7、io of investments that contribute to the entire enterprises success.(For more information,see Chapter 7,Project Cost IManagement.)第二章 项目管理的环境与过程重点掌握内容l项目阶段和项目生命周期l四个组织框架Project Phases and the Project Life CyclelA project life cycle is a collection of project phaseslProject phases vary by project or

8、industry,but some general phases includeconceptdevelopmentimplementationClose-outUnderstanding OrganizationsStructural frame:Focuses on roles and responsibilities,coordination and control.Organization charts help define this frame.Human resources frame:Focuses on providing harmony between needs of t

9、he organization and needs of people.Political frame:Assumes organizations are coalitions composed of varied individuals and interest groups.Conflict and power are key issues.Symbolic frame:Focuses on symbols and meanings related to events.Culture is important.Chapter 3:The Project Management Process

10、 Groups:重点掌握内容:项目管理5个过程组过程组与知识领域间的关系13Project Management Process GroupslA process is a series of actions directed toward a particular result.lProject management can be viewed as a number of interlinked processes.lThe project management process groups include:Initiating processesPlanning processesExe

11、cuting processesMonitoring and controlling processesClosing processes第四章 项目整体管理重点掌握内容：l项目整体管理过程l项目计划的开发l项目集成变更控制Project Integration Management ProcesseslProject Plan Development:taking the results of other planning processes and putting them into a consistent,coherent documentthe project planlProjec

12、t Plan Execution:carrying out the project planlIntegrated Change Control:coordinating changes across the entire projectProject Plan DevelopmentlA project plan is a document used to coordinate all project planning documentslIts main purpose is to guide project executionlProject plans assist the proje

13、ct manager in leading the project team and assessing project statuslProject performance should be measured against a baseline project planIntegrated Change ControllIntegrated change control involves identifying,evaluating,and managing changes throughout the project life cycle(Note:1996 PMBOK called

14、this process“overall change control”)lThree main objectives of change control:Influence the factors that create changes to ensure they are beneficialDetermine that a change has occurredManage actual changes when and as they occur第五章 项目范围管理重点掌握内容：l范围管理过程l活动定义l工作分解结构（WBS）l范围变更控制What is Project Scope M

15、anagement?lScope refers to all the work involved in creating the products of the project and the processes used to create themlProject scope management includes the processes involved in defining and controlling what is or is not included in the projectlThe project team and stakeholders must have th

16、e same understanding of what products will be produces as a result of a project and what processes will be used in producing themProject Scope Management ProcesseslInitiation:beginning a project or continuing to the next phaselScope planning:developing documents to provide the basis for future proje

17、ct decisionslScope definition:subdividing the major project deliverables into smaller,more manageable componentslScope verification:formalizing acceptance of the project scopelScope change control:controlling changes to project scopeScope Definition and the Work Breakdown StructureScope Definition a

18、nd the Work Breakdown StructurelAfter completing scope planning,the next step is to further define the work by breaking it into manageable pieceslGood scope definitionhelps improve the accuracy of time,cost,and resource estimatesdefines a baseline for performance measurement and project controlaids

19、in communicating clear work responsibilitiesThe Work Breakdown StructurelA work breakdown structure(WBS)is an outcome-oriented analysis of the work involved in a project that defines the total scope of the projectlIt is a foundation document in project management because it provides the basis for pl

20、anning and managing project schedules,costs,and changesScope Verification and Scope Change ControllIt is very difficult to create a good scope statement and WBS for a projectlIt is even more difficult to verify project scope and minimize scope changeslMany IT projects suffer from scope creep and poo

21、r scope verificationFoxMeyer Drug filed for bankruptcy after scope creep on a robotic warehouseEngineers at Grumman called a system“Naziware”and refused to use it第六章 项目时间管理重点掌握的内容：l时间管理过程l网络图（箭线图）l甘特图，里程碑l关键路径分析l关键链进度计划l项目进度变更控制Project Time Management ProcesseslProject time management involves the p

22、rocesses required to ensure timely completion of a project.Processes include:Activity definitionActivity sequencingActivity duration estimatingSchedule developmentSchedule controlProject Network DiagramslProject network diagrams are the preferred technique for showing activity sequencinglA project n

23、etwork diagram is a schematic display of the logical relationships among,or sequencing of,project activitiesArrow Diagramming Method(ADM)lAlso called activity-on-arrow(AOA)project network diagramslActivities are represented by arrowslNodes or circles are the starting and ending points of activitiesl

24、Can only show finish-to-start dependenciesGantt ChartslGantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar formatlSymbols include:A black diamond:milestones or significant events

25、 on a project with zero durationThick black bars:summary tasksLighter horizontal bars:tasksArrows:dependencies between tasksCritical Path Method(CPM)lCPM is a project network analysis technique used to predict total project durationlA critical path for a project is the series of activities that dete

26、rmines the earliest time by which the project can be completedlThe critical path is the longest path through the network diagram and has the least amount of slack or floatFinding the Critical PathlFirst develop a good project network diagramlAdd the durations for all activities on each path through

27、the project network diagramlThe longest path is the critical pathMore on the Critical PathlIf one of more activities on the critical path takes longer than planned,the whole project schedule will slip unless corrective action is takenlMisconceptions:The critical path is not the one with all the crit

28、ical activities;it only accounts for timeThere can be more than one critical path if the lengths of two or more paths are the sameThe critical path can change as the project progressesCritical Chain SchedulinglTechnique that addresses the challenge of meeting or beating project finish dates and an a

29、pplication of the Theory of Constraints(TOC)lDeveloped by Eliyahu Goldratt in his books The Goal and Critical ChainlCritical chain scheduling is a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion da

30、telCritical chain scheduling assumes resources do not multitask because it often delays task completions and increases total durationsFigure 5-10.Example of Critical Chain SchedulingFigure 5-10.Example of Critical Chain SchedulingControlling Changes to the Project SchedulelPerform reality checks on

31、scheduleslAllow for contingencieslDont plan for everyone to work at 100%capacity all the timelHold progress meetings with stakeholders and be clear and honest in communicating schedule issues第七章 项目成本管理重点掌握的内容：l成本管理过程l成本预算l成本控制l挣值管理Project Cost Management ProcesseslResource planning:determining what

32、resources and quantities of them should be usedlCost estimating:developing an estimate of the costs and resources needed to complete a projectlCost budgeting:allocating the overall cost estimate to individual work items to establish a baseline for measuring performancelCost control:controlling chang

33、es to the project budgetResource PlanninglThe nature of the project and the organization will affect resource planninglSome questions to consider:How difficult will it be to do specific tasks on the project?Is there anything unique in this projects scope statement that will affect resources?What is

34、the organizations history in doing similar tasks?Does the organization have or can they acquire the people,equipment,and materials that are capable and available for performing the work?Cost EstimatinglAn important output of project cost management is a cost estimatelThere are several types of cost

35、estimates and tools and techniques to help create themlIt is also important to develop a cost management plan that describes how cost variances will be managed on the projectCost BudgetinglCost budget involves allocating the project cost estimate to individual work items and providing a cost baselin

36、elFor example,in the Business Systems Replacement project,there was a total purchased costs estimate for FY97 of$600,000 and another$1.2 million for Information Services and TechnologylThese amounts were allocated to appropriate budgets as shown in Table 6-5Earned Value Management(EVM)lEVM is a proj

37、ect performance measurement technique that integrates scope,time,and cost datalGiven a baseline(original plan plus approved changes),you can determine how well the project is meeting its goalslYou must enter actual information periodically to use EVM.Cost ControllProject cost control includesmonitor

38、ing cost performanceensuring that only appropriate project changes are included in a revised cost baselineinforming project stakeholders of authorized changes to the project that will affect costslEarned value management is an important tool for cost controlChapter 8:Project Quality ManagementlProje

39、ct Quality ManagementlQuality PlanninglQuality assurancelQuality control pareto analysis statistical sampling quality control charts testing重点掌握的内容：l质量管理过程l质量控制l帕累托图分析Project Quality Management ProcesseslQuality planning:identifying which quality standards are relevant to the project and how to sati

40、sfy themlQuality assurance:evaluating overall project performance to ensure the project will satisfy the relevant quality standardslQuality control:monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall qualityQual

41、ity ControllThe main outputs of quality control areacceptance decisionsreworkprocess adjustmentslSome tools and techniques includepareto analysisstatistical samplingquality control chartstestingPareto AnalysislPareto analysis involves identifying the vital few contributors that account for the most

42、quality problems in a systemlAlso called the 80-20 rule,meaning that 80%of problems are often due to 20%of the causeslPareto diagrams are histograms that help identify and prioritize problem areasFigure 7-2.Sample Pareto DiagramChapter 9:Project Human Resource ManagementlWhat is Project Human Resour

43、ce ManagementlImportant areas related to project management includemotivationinfluence and powereffectivenesslOrganizational PlanninglStaff Acquisition and Team DevelopmentlUsing Software to Assist in Human Resource Management重点掌握的内容：l人力资源管理的内容l组织计划l团队建设l有效的人员激励的方法What is Project Human Resource Mana

44、gement?lProject human resource management includes the processes required to make the most effective use of the people involved with a project.Processes includeOrganizational planningStaff acquisitionTeam developmentOrganizational PlanninglOrganizational planning involves identifying,documenting,and

45、 assigning project roles,responsibilities,and reporting relationshipslOutputs and processes includeproject organizational chartswork definition and assignment processresponsibility assignment matrixesresource histogramsTeam DevelopmentlIt takes teamwork to successfully complete most projectslThe obj

46、ective of Effective Team Development is to help people work together more effectively to improve project performance。lTraining can help people understand themselves,each other,and how to work better in teamslTeam building activities includephysical challengespsychological preference indicator toolsC

47、hapter 10:Project Communications ManagementlProject Communications Management ProcesseslCommunications planninglInformation distributionlPerformance reportinglAdministrative closure重点掌握的内容：l沟通管理的过程l绩效报告l管理收尾l提高项目沟通的建议l对待冲突的观点Project Communications Management ProcesseslCommunications planning:determi

48、ning the information and communications needs of the stakeholderslInformation distribution:making needed information available in a timely mannerlPerformance reporting:collecting and disseminating performance informationlAdministrative closure:generating,gathering,and disseminating information to fo

49、rmalize phase or project completionPerformance ReportinglPerformance reporting keeps stakeholders informed about how resources are being used to achieve project objectivesStatus reports describe where the project stands at a specific point in timeProgress reports describe what the project team has a

50、ccomplished during a certain period of timeProject forecasting predicts future project status and progress based on past information and trendsStatus review meetings often include performance reportingAdministrative ClosurelA project or phase of a project requires closurelAdministrative closure prod