3-2项目管理范围管理.pptx
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1、International Project Management国际工程项目管理青岛理工大学管理学院青岛理工大学管理学院 周建亮周建亮 博士博士Mail:Chapter3 Project Scope Management Create WBS The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team,to accomplish the project objectives and create the required deliverab
2、les.The WBS organizes and defines the total scope of the project.The WBS subdivides the project work into smaller,more manageable pieces of work,with each descending level of the WBS representing an increasingly detailed definition of the project work.The planned work contained within the lowest-lev
3、el WBS components,which are called work packages,can be scheduled,cost estimated,monitored,and controlled.Create WBS:Tools and Techniques Work Breakdown Structure Templates lAlthough each project is unique,a WBS from a previous project can often be used as a template for a new project,since some pro
4、jects will resemble another prior project to some extent.For example,most projects within a given organization will have the same or similar project life cycles and,therefore,have the same or similar deliverables required from each phase.Many application areas or performing organizations have standa
5、rd WBS templates.lThe Project Management Institute Practice Standard for Work Breakdown Structures provides guidance for the generation,development,and application of work breakdown structures.This publication contains industry-specific examples of WBS templates that can be tailored to specific proj
6、ects in a particular application area.A portion of a WBS example,with some branches of the WBS decomposed down through the work package level,is shown in Figure of next page.Decomposition Decomposition is the subdivision of project deliverables into smaller,more manageable components until the work
7、and deliverables are defined to the work package level.The work package level is the lowest level in the WBS,and is the point at which the cost and schedule for the work can be reliably estimated.The level of detail for work packages will vary with the size and complexity of the project.Decompositio
8、n may not be possible for a deliverable or subproject that will be accomplished far into the future.The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed.This technique is sometimes referred to as rolling wave planning.D
9、ecomposition StepsDecomposition of the total project work generally involves the following activities:lIdentifying the deliverables and related work lStructuring and organizing the WBS lDecomposing the upper WBS levels into lower level detailed components lDeveloping and assigning identification cod
10、es to the WBS components lVerifying that the degree of decomposition of the work is necessary and sufficient.Create WBS:Outputs 1 Project Scope Statement(Updates)lIf approved change requests result from the Create WBS process,then the project scope statement is updated to include those approved chan
11、ges.Create WBS:Outputs 2Work Breakdown Structure lThe key document generated by the Create WBS process is the actual WBS.Each WBS component,including work package and control accounts within a WBS,is generally assigned a unique identifier from a code of accounts.These identifiers provide a structure
12、 for hierarchical summation of costs,schedule,and resource information.lOther structures used in some application areas or other Knowledge Areas include:lOrganizational Breakdown Structure(OBS).lBill of Materials(BOM).lRisk Breakdown Structure(RBS).lResource Breakdown Structure(RBS).Create WBS:Outpu
13、ts 3WBS Dictionary lFor each WBS component,the WBS dictionary includes a code of account identifier,a statement of work,responsible organization,and a list of schedule milestones.Other information for a WBS component can include contract information,quality requirements,and technical references to f
14、acilitate performance of the work.Other information for a work package can include a list of associated schedule activities,resources required,and an estimate of cost.Each WBS component is cross-referenced,as appropriate,to other WBS components in the WBS dictionary.Create WBS:Outputs 4Scope Baselin
15、e lThe approved detailed project scope statement and its associated WBS and WBS dictionary are the scope baseline for the project.Project Scope Management Plan(Updates)lIf approved change requests result from the Create WBS process,then the project scope management plan may need to be updated to inc
16、lude approved changes.Requested Changes lRequested changes to the project scope statement and its components may be generated from the Create WBS process,and are processed for review and approval through the integrated change control process.工程项目的范围管理工程项目的范围管理前期策划前期策划Development ManagementCore:Proje
17、ct DefinitionWHAT?实施规划实施规划Implementation PlanningCore:Project RealizationHOW?项目管理实施规划项目管理实施规划是业主和代是业主和代表其利益的项目管理咨询班子的表其利益的项目管理咨询班子的指导指导性文件性文件，用以指导和规范项目实施全，用以指导和规范项目实施全过程中业主方管理的过程中业主方管理的信息流信息流和和工作流工作流，并影响并影响物流物流和和资金流资金流。项目管理实施规划项目管理实施规划的编制绝不是的编制绝不是为了纸上谈兵，而是为了实实在在提为了纸上谈兵，而是为了实实在在提高业主方项目管理的规范化、科学化高业主方项
18、目管理的规范化、科学化和信息化，为了利于业主方项目管理和信息化，为了利于业主方项目管理工作的顺利推进。工作的顺利推进。项目管理实施规划项目管理实施规划的编制和实的编制和实施是一动态过程，在执行过程中将不施是一动态过程，在执行过程中将不断地进行深化和调整。断地进行深化和调整。要使要使项目管理实施规划项目管理实施规划卓有成卓有成效的执行并不断得到完善，效的执行并不断得到完善，需要业主需要业主方自身管理班子和项目管理咨询班子方自身管理班子和项目管理咨询班子全体成员的共同努力。全体成员的共同努力。项目管理实施规划项目管理实施规划 实施组织篇组织篇 目标规划篇目标规划篇 目标控制篇目标控制篇项目管理实施
19、规划项目管理实施规划-1：实施组织篇：实施组织篇 1.项目实施组织规划项目实施组织规划 2.业主方自身管理班子组织规划业主方自身管理班子组织规划 3.项目管理咨询班子组织规划项目管理咨询班子组织规划 4.设计管理组织规划设计管理组织规划 5.工程发包和设备材料采购组织规划工程发包和设备材料采购组织规划 6.施工管理组织规划施工管理组织规划 7.营销管理组织规划营销管理组织规划 8.项目管理实施规划项目管理实施规划-2：目标规划篇：目标规划篇 1.投资目标规划投资目标规划 2.进度目标规划进度目标规划 3.质量目标规划质量目标规划项目管理实施规划项目管理实施规划-3：目标控制篇：目标控制篇 1.
20、投资控制投资控制 2.资金和财务管理资金和财务管理 3.进度控制进度控制 4.质量控制质量控制 5.合同和变更管理合同和变更管理 6.信息（文档）管理信息（文档）管理 7.项目建设过程的组织与协调项目建设过程的组织与协调 8.浦东机场建设工作任务目录浦东机场建设工作任务目录PM组织/任务分工和管理职能分工浦东机场建设工作任务目录浦东机场建设工作任务目录PM组织/任务分工和管理职能分工工程项目施工阶段管理职能分工工程项目施工阶段管理职能分工PM组织/任务分工和管理职能分工工程项目施工阶段管理职能分工工程项目施工阶段管理职能分工PM组织/任务分工和管理职能分工工程项目施工阶段管理职能分工程项目施工
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