1、項(xiàng)目管理知識(shí)體系與實(shí)踐主講人：趙軍來日 期：12345課程目標(biāo) Objectives and Roadmap項(xiàng)目管理框架Project Management Framework課程啟動(dòng)Project Initiating規(guī)劃項(xiàng)目工作Project Executing執(zhí)行項(xiàng)目管理計(jì)劃Project Executing6監(jiān)控項(xiàng)目計(jì)劃的實(shí)行Project Monitoring and Controlling7項(xiàng)目收尾Project Closing8職業(yè)與社會(huì)責(zé)任Professional and Social Responsibility 2022/7/18單擊此處編輯文本樣式（個(gè)人根據(jù)需要進(jìn)行調(diào)整）

2、第二級(jí)第三級(jí)第四級(jí)3項(xiàng)目管理科學(xué)的發(fā)展Development of Project Management2022/7/184討論：項(xiàng)目成功的幾率有多大？Discussion: how many projects succeeded.2022/7/185討論：項(xiàng)目為什么會(huì)失敗Discussion: Why Projects Fail?Lack of User Involvement /缺少用戶參與Incomplete Requirements /不完整的需求、規(guī)格& SpecificationsChanging Requirement & Specifications /需求規(guī)格的變更Lack

3、of Executive Support /缺乏管理層的支持Technology Incompetence /技術(shù)欠缺Lack of Resources /缺乏資源Unrealistic Expectations /不實(shí)際的期望Unclear Time Frames /不現(xiàn)實(shí)的時(shí)間需求New Technology /新技術(shù)2022/7/186 世界紀(jì)錄 A Record 1983年，圣地亞哥建筑行業(yè)發(fā)起了一項(xiàng)比賽，比賽建造2000平方英尺單層房子的最短完工時(shí)間，要求達(dá)到入住水平。2022/7/1890天7課程目標(biāo)Project Objectives and Roadmap 2022/7/18對(duì)

4、PMP考試胸有成竹總復(fù)習(xí)PMP模擬測(cè)試通過PMP考試參加PMP考試PMPCredential考試申請(qǐng)，基本要求教育背景適當(dāng)?shù)捻?xiàng)目管理經(jīng) 驗(yàn)項(xiàng)目管理培訓(xùn)PMI項(xiàng)目管理體系方法PMP考試知識(shí)點(diǎn)講解項(xiàng)目管理工具與技術(shù)考試重點(diǎn)內(nèi)容提醒針對(duì)性的隨堂練習(xí)制定切實(shí)可行的學(xué)習(xí)計(jì)劃仔細(xì)閱讀PMBOK各章節(jié)熟悉PMBOK術(shù)語表記憶PMBOK的過程熟悉PMBOK各過程IIPO閱讀推薦的參考書參加討論組做一些模擬練習(xí)題8課程目標(biāo)Agenda and Goals項(xiàng)目管理框架 Project Management Framework啟動(dòng)項(xiàng)目 Initiating a Project項(xiàng)目規(guī)劃 Project Plannin

5、g實(shí)施項(xiàng)目計(jì)劃 Project Plan Execution監(jiān)控項(xiàng)目工作 Monitor and Control Project Execution項(xiàng)目收尾 Project Closeout職業(yè)和社會(huì)責(zé)任 Professional & Social ResponsibilityPMI的PMP考試 PMI PMP Program and PMP Exam測(cè)試 Exit Assessment2022/7/189小結(jié)Section Summary項(xiàng)目成功的判定標(biāo)準(zhǔn)是“項(xiàng)目利害關(guān)系者滿意”“項(xiàng)目厲害關(guān)系者滿意”的基礎(chǔ)是滿足他們的需求和期望成功管理項(xiàng)目的第一條黃金法則是“清晰明確的了解每一個(gè)項(xiàng)目利害關(guān)系

6、者的需求和期望”2022/7/1810Module 1:Project Management Framework2022/7/1811課程目標(biāo)Agenda and Goals項(xiàng)目和項(xiàng)目管理 Project and Project Management環(huán)境項(xiàng)目管理 Project Management EnvironmentPMI項(xiàng)目管理模型 Project Management Model from PMI2022/7/1812項(xiàng)目和項(xiàng)目管理Project and Project managementObjective項(xiàng)目的定義 Definition of a Project項(xiàng)目管理的定義 D

7、efinition of a Project ManagementPMI的項(xiàng)目管理知識(shí)體系指南 A Guide to the Project Management Body of Knowledge2022/7/1813項(xiàng)目What is a Project為提供某項(xiàng)獨(dú)特產(chǎn)品或服務(wù)所做的臨時(shí)性努力 臨時(shí)性 獨(dú)特產(chǎn)品、服務(wù)和結(jié)果 Unique Products, Services ,or Results 逐步完善Progressive Elaboration2022/7/1814項(xiàng)目和日常運(yùn)作Project and Ongoing Operations 日常運(yùn)作Operations Repeti

8、tive Ongoing Reset objectives & continue2022/7/18項(xiàng)目ProjectTemporaryBeginning & EndUniqueProduct or Service Definition of a Project項(xiàng)目ProjectTemporaryBeginning & EndUniqueProduct or Service Definition of a Project由人完成的Performed by People受有限資源限制Constrained by Resources需要計(jì)劃、執(zhí)行和控制Should be Planned, Execu

9、ted and Controlled15項(xiàng)目與組織目標(biāo)Project and Organizational Strategy2022/7/18 項(xiàng)目組合Project Portfolio計(jì)劃Program日常運(yùn)作Operations項(xiàng)目Project子項(xiàng)目Subproject活動(dòng)Activities組織戰(zhàn)略O(shè)rganizational Strategy16項(xiàng)目管理What is Project Management將項(xiàng)目管理的知識(shí)、技能、工具和技術(shù)應(yīng)用于項(xiàng)目活動(dòng)，以滿足項(xiàng)目的需求。The application of knowledge , skill, tools and technique

10、s to project activities to meet project requirements. 識(shí)別需求Identifying requirement 設(shè)定清晰且可達(dá)成的目標(biāo)Establishing clear and achievable objective.均衡質(zhì)量、范圍、時(shí)間和成本等方面互不相讓的需求Balancing the competing demands按照各項(xiàng)目厲害關(guān)系者不同的需求和期望調(diào)整規(guī)格、計(jì)劃和方法。Adapting the specifications , plans, and approach 2022/7/18目標(biāo)管理MBO Management by

11、 Objective按項(xiàng)目管理MBP Management Portfolio Management項(xiàng)目組合管理 Project Portfolio Management17PMI的項(xiàng)目管理知識(shí)體系指南PMI的項(xiàng)目管理知識(shí)體系指南PMI PMBOK Guide PMIs A Guide to the Project Management Body Of Knowledge(PMBOK Guide)3rd Edition僅僅是一個(gè)指南 A Guide只收錄普遍公認(rèn)的那一部分知識(shí) Generally Recognized項(xiàng)目管理整體知識(shí)體系的子集其他一些知識(shí)體系ISO 10006IPMAAPM B

12、oKs2022/7/1818PMI項(xiàng)目管理知識(shí)體系指南的目標(biāo)Purposes of PMBOK Guide識(shí)別和解釋項(xiàng)目管理知識(shí)體系得到普遍公認(rèn)的那一部分。共同的屬于匯編基本參考文件PMI相關(guān)認(rèn)證的參考文件2022/7/1819項(xiàng)目管理團(tuán)隊(duì)需要的專業(yè)知識(shí)領(lǐng)域Purposes of PMBOK Guide 識(shí)別和解釋項(xiàng)目管理知識(shí)體系得到普遍公認(rèn)的那一部分共同的屬于匯編基本參考文件PMI相關(guān)認(rèn)證的參考文件2022/7/1820項(xiàng)目管理團(tuán)隊(duì)需要的專業(yè)知識(shí)領(lǐng)域Areas of Expertise2022/7/18Project Management Body of KnowledgeGeneral M

13、anagementKnowledge & Skills通用管理 知識(shí)和技能Interpersonal Skills人際關(guān)系技能PMBOK GuideUnderstandingThe Project Environment理解項(xiàng)目環(huán)境Application AreaKnowledge ,Standards& Regulation項(xiàng)目管理體系PMI項(xiàng)目管理知識(shí)體系指南應(yīng)用領(lǐng)域知識(shí)標(biāo)準(zhǔn)與規(guī)章制度21應(yīng)用領(lǐng)域知識(shí)、標(biāo)準(zhǔn)和規(guī)章制度Application Area Knowledge, Standards, and Regulations職能部門和輔助學(xué)科Functional departments an

14、d supporting disciplines技術(shù)因素Technical elements管理專門化Management specializations工業(yè)集團(tuán)Industry groups.標(biāo)準(zhǔn)與規(guī)章制度Standards and Regulation2022/7/1822理解項(xiàng)目環(huán)境Understanding the Project Environment文化與社會(huì)環(huán)境 Culture and social environment國(guó)際與政治環(huán)境 International and political environment自然環(huán)境 Physical Environment2022/7/1

15、823一般管理學(xué)的知識(shí)和技能General Management Knowledge and Skills財(cái)務(wù)管理與會(huì)計(jì) Financial management and accounting采購(gòu)與采辦 Purchasing and procurement.銷售與市場(chǎng)營(yíng)銷Sales and marketing合同與商業(yè)法Contracts and commercial law.制造與分銷 Manufacturing and supply chain.物流與供應(yīng)鏈 Logistics and supply chain戰(zhàn)略規(guī)劃、戰(zhàn)術(shù)規(guī)劃與實(shí)施規(guī)劃Strategic planning, tactic

16、al planning, and operationalplanning.組織結(jié)構(gòu)、組織行為、人事管理、補(bǔ)償、福利與職業(yè)生涯Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths.健康與安全保障 Health and safety practices信息技術(shù) Information technology.2022/7/1824人際關(guān)系技能Interpersonal Skills交流溝通 Effective comm

17、unication對(duì)組織施加影響 Influencing the organization領(lǐng)導(dǎo) Leadership激勵(lì) Motivation談判與沖突管理 Negotiation and conflict management解決問題 Problem solving2022/7/1825課堂練習(xí)Class Exercise上海市軌道交通四號(hào)線工程某貿(mào)易公司的計(jì)算機(jī)維護(hù)人員，經(jīng)常按照管理層和客戶的要求修改計(jì)算機(jī)程序某通訊電子公司量產(chǎn)出一款新設(shè)計(jì)的手機(jī)“讀者”雜志的出版發(fā)行2022/7/1826項(xiàng)目管理環(huán)境Project Management EnvironmentObjectives事業(yè)環(huán)境因

18、素 Enterprise Environment Factors項(xiàng)目管理的三重制約 Triple Constraints項(xiàng)目厲害關(guān)系者 Project Stakeholders項(xiàng)目的組織環(huán)境 Project Organization2022/7/1827事業(yè)環(huán)境因素Enterprise Environment Facts基礎(chǔ)設(shè)施 Infrastructure市場(chǎng)狀況 Marketplace conditions現(xiàn)在人力資源 Existing human resources政府或行業(yè)標(biāo)準(zhǔn) Governmental or industry standards商業(yè)數(shù)據(jù)庫 Commercial dat

19、abases組織或公司的文化與組成結(jié)構(gòu)Organizational or company culture and structure項(xiàng)目管理信息系統(tǒng)Project management information systems公司工作核準(zhǔn)制度 Company work authorization system人事管理 Personnel administration厲害關(guān)系者風(fēng)險(xiǎn)承受力 stakeholder risk tolerances2022/7/1828組織過程資產(chǎn)Organizational Process Assets組織進(jìn)行工作的過程與程序Organizations process

20、es and procedures for conducting workProcesses GuidelinesProceduresTemplates組織整體信息存儲(chǔ)檢索知識(shí)庫Organizational corporate knowledge base for storing and retrieving imformation2022/7/1829項(xiàng)目管理三重制約Triple Constraints to Project management2022/7/18范圍 Scope (better)時(shí)間 Time (Faster) 成本 Cost (Cheaper)風(fēng)險(xiǎn)Risk質(zhì)量qualit

21、y30厲害關(guān)系者管理Stakeholder Management識(shí)別厲害關(guān)系者Identify Stakeholders識(shí)別厲害關(guān)系者的需求和期望Identify Stakeholders Needs and Expectations引導(dǎo)關(guān)系者的需求和期望Guide Stakeholders Expectations2022/7/1831項(xiàng)目經(jīng)理技能要求Skills for a successful Project Manager2022/7/1832組織影響Organizational Influence組織系統(tǒng) Organizational System組織文化與風(fēng)格Organizatio

22、nal culture and style組織結(jié)構(gòu)Organizational structure項(xiàng)目管理辦公室、項(xiàng)目支援辦公室、項(xiàng)目辦公室Project management office（PMO）Project support office（PSO）Project office （PO）項(xiàng)目管理系統(tǒng)Project management system2022/7/18項(xiàng)目驅(qū)動(dòng)型項(xiàng)目經(jīng)理承擔(dān)盈虧責(zé)任項(xiàng)目管理是一種被認(rèn)可的職業(yè)收入主要源于項(xiàng)目非項(xiàng)目驅(qū)動(dòng)型項(xiàng)目很少利潤(rùn)主要源于生產(chǎn)傳統(tǒng)方法產(chǎn)品生命周期長(zhǎng)兩大組織系統(tǒng)類型33項(xiàng)目管理辦公室 PMOProject management office （P

23、MO）2022/7/18The Repository Model 企業(yè)模型教練模型 The Coach Model管理者模型 The Manager Model企業(yè)PMOTheEnterprisePMO企業(yè)PMOTheEnterprisePMO1.Repository Model倉庫模型標(biāo)準(zhǔn)化的項(xiàng)目管理方法論、工具和知識(shí)的集合2.Coach Model教練模型不同組織職能間項(xiàng)目管理活動(dòng)和職責(zé)的分享協(xié)調(diào)跨職能的溝通2.Manager Model管理者模型關(guān)注PMO項(xiàng)目管理能力的提升直接參與項(xiàng)目的管理活動(dòng)34項(xiàng)目管理系統(tǒng)Project Management System由管理項(xiàng)目用的工具、技術(shù)、方

24、法系、資源和程序組成的整體策略項(xiàng)目用的工具、技術(shù)、方法系、資源和程序組成策略程序Policies and Procedures項(xiàng)目管理流程Process工具與技術(shù)集Tools and Techniques模板Templates知識(shí)庫Knowledge Base2022/7/18方法論methodologies工具Tools過程Processes35直線職能式組織Functional Organization最普遍的組織形式指揮線路明確、職能經(jīng)理（直線經(jīng)理）負(fù)責(zé)清晰的職業(yè)發(fā)展路線項(xiàng)目經(jīng)理幾乎沒有什么權(quán)利多個(gè)項(xiàng)目競(jìng)爭(zhēng)資源，競(jìng)爭(zhēng)項(xiàng)目?jī)?yōu)先級(jí)2022/7/18CEOFinanceMarketingI.T

25、.ProductionStaffStaffStaffStaffStaffStaffStaffStaff36項(xiàng)目式組織Project Organization2022/7/18CEOProjectmanagerProjectmanagerProjectManagerProjectmanagerStaffStaffStaffStaffStaffStaffStaffStaff項(xiàng)目經(jīng)理直接對(duì)CEO匯報(bào)，對(duì)項(xiàng)目擁有完整的權(quán)利組織資源集中在項(xiàng)目和項(xiàng)目工作上員工對(duì)項(xiàng)目的忠誠(chéng)度高沒有清晰的職業(yè)發(fā)展線路沒有家的感覺37矩陣式組織Matrix Organizations改善跨職能溝通加強(qiáng)了項(xiàng)目經(jīng)理對(duì)資源的控制多頭

26、領(lǐng)導(dǎo)管理協(xié)調(diào)復(fù)雜2022/7/18CEOProjectmanagerProjectmanagerProjectManagerProjectmanagerStaffStaffStaffStaffStaffStaffStaffStaff38項(xiàng)目聯(lián)絡(luò)員與項(xiàng)目協(xié)調(diào)員Project Expeditor and Project Coordinator2022/7/18項(xiàng)目聯(lián)絡(luò)員和項(xiàng)目協(xié)調(diào)員的最大差別是在于是不是具有決策能力VP MarketingVP Eng.CEOVP ManuProjectExpeditorProjectCoordinator39項(xiàng)目管理模型Project Management Mod

27、elObjective項(xiàng)目生命周期 Project life cycle項(xiàng)目管理生命周期 Project management life cycle項(xiàng)目管理知識(shí)領(lǐng)域 Project management knowledge area2022/7/1840項(xiàng)目階段Project phase 一組邏輯上相互關(guān)聯(lián)的項(xiàng)目活動(dòng)，通常以完成一項(xiàng)重大可交付成果而告終2022/7/18為什么要分階段Why phases階段數(shù)目Phase count可交付成果Deliverables驗(yàn)收站Phase exit，stage gate，kill point41項(xiàng)目生命周期Project life cycle通常按順

28、序排列的一組項(xiàng)目階段，起名稱與數(shù)量取決于參與項(xiàng)目的一個(gè)或多個(gè)機(jī)構(gòu)控制需要2022/7/1842過程Project Processes 為了完成一系列事先制定的產(chǎn)品、成果或服務(wù)而需要執(zhí)行的相互關(guān)聯(lián)的行動(dòng)或活動(dòng)迭代式的綜合性的項(xiàng)目管理過程面向產(chǎn)品的過程2022/7/18過程Process inputsoutputs輸入或依據(jù)產(chǎn)出或成果更多細(xì)節(jié)面向產(chǎn)品的過程項(xiàng)目管理過程43項(xiàng)目管理過程組2022/7/18PlanDoCheckActPlanningProcessExecutingProcessMonitoring andControlling ProcessInitiatingProcessesCl

29、osingProcesses44項(xiàng)目生命周期階段與過程Project Life Cycle and PM Process2022/7/18Monitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcessesMonitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcessesMonitoring and

30、Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcessesMonitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcesses概念 Concept設(shè)計(jì) Design實(shí)施 Execution收尾 Finish項(xiàng)目開始項(xiàng)目結(jié)束Monitoring and Controlling ProcessesInitiating Proc

31、essesclosing ProcessesPlanningProcessesExecutingProcesses45過程組之間的重疊Overlap of Process Group2022/7/18TimeLevelOfactivityPhasestartPhaseFinishExecutingprocessesclosingprocessesplanningprocessesinitiatingprocessesMonitoring and controllingprocesses46項(xiàng)目管理知識(shí)領(lǐng)域Project Processes and Project Phases2022/7/18

32、ScopeMgt.Project Management IntegrationTimeMgt.CostMgt.QualityMgt.HRMgt.Comm.Mgt.RiskMgt.ProcureMgt.9 Knowledge AreasTools andTechniques47課堂練習(xí)Class Exericise項(xiàng)目過程與項(xiàng)目階段 Project Process and Project Phases項(xiàng)目生命周期特性 Project Management Life Cycle項(xiàng)目管理知識(shí)領(lǐng)域 Project Managament Knowledge Areas2022/7/1848Module

33、2:Project Initiation ManagementGuolin DENG,PMPProject management training . Consulting. CoachingdengguolinMay 20072022/7/1849課程目標(biāo)Agenda and Goals啟動(dòng)過程組概述 Initiating Processes Overview項(xiàng)目選擇 Select the Right Project Objectives項(xiàng)目目標(biāo)設(shè)定 Identify Project Objectives制定項(xiàng)目章程 Develop Project Charter制定初步項(xiàng)目范圍說明書 De

34、velop Preliminary Project Scope Statement2022/7/1850啟動(dòng)過程組2022/7/18Initiating Process Group規(guī)劃過程組PLANNING PROCESS GROUP執(zhí)行過程組PLANNING PROCESS GROUP監(jiān)控過程組MONITORING & CONTROLLING PROCESS GROUP綜合 Integration4.1 制定項(xiàng)目章程Develop Project Charter綜合 Integration4.1 制定項(xiàng)目初步范圍說明書Develop Preliminary51項(xiàng)目論證Project Just

35、ification確保項(xiàng)目的需求已經(jīng)形成文字了解客戶和其他項(xiàng)目利害關(guān)系者的要求理解項(xiàng)目隊(duì)組織目標(biāo)的貢獻(xiàn)激勵(lì)因素Stimuli,問題Problems，機(jī)會(huì)opportunities，運(yùn)營(yíng)需求Business requirements市場(chǎng)需求 Market demands營(yíng)運(yùn)需求 Business need客戶要求 Customer request技術(shù)進(jìn)步 Technological advance法律要求 Legal requirement社會(huì)需要 Social need2022/7/1852項(xiàng)目選擇Select the Right ProjectObjectives專家判斷 Expert Ju

36、dgment財(cái)務(wù)測(cè)量指標(biāo) Financial Indication期望貨幣值及決策樹Expected Monetary value (EMV) and Decision Tree2022/7/1853專家判斷Expert Judgment 專家：具有專門知識(shí)，或經(jīng)過特殊培訓(xùn)的任何集體或個(gè)人。來源包括：實(shí)施組織內(nèi)的其他單位咨詢客戶在內(nèi)的利害關(guān)系者專業(yè)技術(shù)協(xié)會(huì)行業(yè)集團(tuán)征求專家意見的常用方法集思廣益（頭腦風(fēng)暴法）BrainstormingDelphi技術(shù)Delphi Technique態(tài)勢(shì)分析 SWOT Analysis 2022/7/1854集思廣益Brainstorming利用專家意見的最廣泛使

37、用的方法暢所欲言，激發(fā)創(chuàng)造力要避免一言堂廣泛使用在識(shí)別備選方案、識(shí)別風(fēng)險(xiǎn)等方面2022/7/1855Delphi 技術(shù)Delphi TechniqueDelphi技術(shù)是專家就某一專題，如技術(shù)問題、項(xiàng)目范圍、項(xiàng)目估算、或者是項(xiàng)目風(fēng)險(xiǎn)，達(dá)成一致意見的一種方法。基本規(guī)則有：專家相互之間不碰面專家意見保持匿名以達(dá)成一致意見為目標(biāo)使用Delphi技術(shù)有利于消除偏見。2022/7/1856Delphi技術(shù)圖解2022/7/18Delphi TechniqueRound 1Round 2Round 3DELPHI TECHNIQUEThe process to build consensus57態(tài)勢(shì)分析SW

38、OT Analysis2022/7/18SWOT分析表：項(xiàng)目Project:制作人Prepared By:日期Date:正在考慮的戰(zhàn)略、目標(biāo)和目的：團(tuán)隊(duì)的強(qiáng)勢(shì)如何最好發(fā)揮強(qiáng)勢(shì)團(tuán)隊(duì)的弱勢(shì)如何減少弱勢(shì)的影響SW為項(xiàng)目/戰(zhàn)略/目標(biāo)提供的機(jī)會(huì)如何利用這些機(jī)會(huì)可能影響項(xiàng)目成功的威脅如何處理每個(gè)威脅OT58項(xiàng)目選擇方法Project Selection Method量度對(duì)項(xiàng)目所有者的價(jià)值與吸引力，通常稱為決策模型或計(jì)量方法：項(xiàng)目選擇準(zhǔn)則 通常以項(xiàng)目產(chǎn)品的價(jià)值意義 通常涉及到管理部門關(guān)心的各方面 尊重所有項(xiàng)目，選擇準(zhǔn)則一致兩大類的方法 效益測(cè)定方法 比較方法、評(píng)分模型、效益貢獻(xiàn)或經(jīng)濟(jì)學(xué)模型 有約束的優(yōu)化方法

39、 線性約束、非線性約束、動(dòng)態(tài)規(guī)劃、整數(shù)規(guī)劃、多目標(biāo)規(guī)劃等2022/7/1859效益測(cè)量財(cái)務(wù)指標(biāo)Benefit Financial Measures凈現(xiàn)值NPV 越大越好Net Present Value 內(nèi)部報(bào)酬率IRR 越大越好Internal Rate of Return 投資回收期 越短越好Payback Period投資收益率ROI 越大越好Return On Investment收益成本比率BCR 越大越好Benefit /Cost Ratio 2022/7/1860資金的時(shí)間價(jià)值Time Value of Money現(xiàn)值PV與未來值FV，給定貼現(xiàn)率rPresent Value an

40、d Futures Value, WithDiscount Rate r資金流、流入、流出Cash Flow In , Cash Flow Out貼現(xiàn)現(xiàn)金流DCFDiscounted Cash Value內(nèi)部報(bào)酬率IRRInternal Rate of Return 2022/7/1861投資回收期Payback Period 項(xiàng)目A 投資回收期7個(gè)月 成本：$70,000 收益：$10,000/月項(xiàng)目B 投資回收期5個(gè)月 成本：$100,000 收益：頭兩個(gè)月$5,000/月，以后$3,000/月2022/7/18項(xiàng)目A 投資回收期7個(gè)月項(xiàng)目B 投資回收期5個(gè)月StartMonth 1Mon

41、th 2Month 3Month 4Month 5Month 6Month 7-70,000-100,000-60,000-95,000-50,000-90,000-40,000-60,000-30,000-30,000-20,0000-10,00030,000060,00062期望貨幣值EMIExpected Monetary Value2022/7/18PointEarn122333465126-2063決策樹Decision Tree2022/7/1849161.5992009012060結(jié)果Outcome期望貨幣值EMV13031.57821新建廠-120改造老廠-50產(chǎn)品需求強(qiáng)65%

42、弱35%產(chǎn)品需求強(qiáng)65%弱35%決策點(diǎn)節(jié)點(diǎn)Decision Node狀態(tài)節(jié)點(diǎn)Chance Node64課堂練習(xí)決策樹Class Exercise Decision Tree某廠準(zhǔn)備生產(chǎn)一種新產(chǎn)品，對(duì)未來三年市場(chǎng)預(yù)測(cè)資料如下： 需求量 高 中 低 概率 0.3 0.5 0.2企業(yè)有兩個(gè)方案可供選擇： 1. 新建一個(gè)新產(chǎn)品車間，投資140萬元 2. 新建原有車間，投資60萬元兩種方案在不同自然狀態(tài)下年收益如下表： 需求量 高 中 低 新建收益 170萬 90 0 擴(kuò)建收益 100萬 50 202022/7/1865設(shè)定項(xiàng)目目標(biāo)Identify Project ObjectivesObjective

43、s確定項(xiàng)目管理策略Select the right project management strategy量級(jí)估算 Order of Magnitude Estimates識(shí)別假設(shè)條件和制約因素Identifying Assumptions and Constrains項(xiàng)目目標(biāo)必須貢獻(xiàn)于組織目標(biāo)Project Objectives and Organizational Strategy2022/7/1866項(xiàng)目制約因素Project Constraints適用于項(xiàng)目，因而影響其績(jī)效的某些限制，如： 事先規(guī)定的項(xiàng)目預(yù)算Defined project Budget 合同條款 Contract Pr

44、ovisions 合同要求的交付日期Imposed Date通常包括預(yù)算、質(zhì)量、時(shí)間、技術(shù)等制約因素的管理 了解項(xiàng)目最本質(zhì)的制約因素是什么 用文字記錄項(xiàng)目制約因素思考：管理層的指示2022/7/1867項(xiàng)目假設(shè)條件Project Assumptions指就計(jì)劃而言被視為正確、真實(shí)或肯定的因素。啟動(dòng)過程的輸出，其他很多過程的輸入要計(jì)劃未來，就必定有假設(shè)用文字記錄假設(shè)經(jīng)?；仡櫋Ⅱ?yàn)證假設(shè)錯(cuò)誤的假設(shè)往往能夠毀掉項(xiàng)目2022/7/1868確定項(xiàng)目管理策略Determine Project Management Strategy了解組織文化及組織框架了解組織的流程和策略了解現(xiàn)有流程和標(biāo)準(zhǔn)識(shí)別項(xiàng)目厲害關(guān)系者

45、，了解他們的風(fēng)險(xiǎn)承受力確定項(xiàng)目的生命周期 定義項(xiàng)目分階段工作內(nèi)容 定義階段可交付成果（Project Deliverables） 定義階段完成準(zhǔn)則和階段進(jìn)入準(zhǔn)則 （Exit Criteria and Entry Criterial）2022/7/1869量級(jí)估算Order of Magnitude Estimates項(xiàng)目早期信息不充分條件下的概要估算 Estimating in the early stages with less project information 與項(xiàng)目管理策略有關(guān) Related to the project management strategy 利用歷史資料 Pr

46、oper use of Historical information2022/7/1870項(xiàng)目目標(biāo)的基本原則Rules to Project ObjectiveSMART RuleSpecific 清晰明確Measurable 可測(cè)量Accurate 精確Realistic and tangible 實(shí)際定義不當(dāng)?shù)捻?xiàng)目目標(biāo)增加項(xiàng)目風(fēng)險(xiǎn)Inappropriate objectives increase project risk2022/7/1871項(xiàng)目目標(biāo)Project Objectives源自項(xiàng)目需求Project Requirements 對(duì)完成項(xiàng)目活動(dòng)所需資源的估算 不是指產(chǎn)品需求 受到項(xiàng)

47、目管理策略的影響必須與組織目標(biāo)相一致通常包括時(shí)間、成本和范圍，也可以包括質(zhì)量目標(biāo)等其他方面的因素2022/7/1872課堂練習(xí)Class Exercise項(xiàng)目目標(biāo)的SMART準(zhǔn)則項(xiàng)目通常含有哪些方面的目標(biāo)項(xiàng)目目標(biāo)通常跟管理策略相關(guān)2022/7/1873項(xiàng)目啟動(dòng)過程Project Initiating ProcessesObjectives制定項(xiàng)目章程Develop Project Charter制定項(xiàng)目 初步范圍說明書Develop Preliminary Project Scope Statement2022/7/1874制定項(xiàng)目章程Develop Project Charter核準(zhǔn)項(xiàng)目或多

48、階段項(xiàng)目的階段Authorizing the project or , in a multi-phase, a project phase.2022/7/18Inputs1. Contact(if applicable)2. Project statement of work3. EnterpriseEnvironment factors4. Organizational process assetsTools and Techniques1. Project selection methods2. Project management methodology3. Project manage

49、mentInformation systemExpert judgmentOutputsProject Charter75項(xiàng)目章程Project Charter正式批準(zhǔn)項(xiàng)目的文件，授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源。主要包括： 商業(yè)需求及產(chǎn)品說明 Requirement and business needs 項(xiàng)目目的或項(xiàng)目理由 Project purpose or justification 項(xiàng)目經(jīng)理及權(quán)限級(jí)別 Assigned project manager and authority level 總體里程碑進(jìn)度表 Summary milestone schedule and budget 假設(shè)與制約

50、因素 Assumptions and constrains 經(jīng)營(yíng)實(shí)例及投資收益分析 Business case , including return on investment2022/7/1876項(xiàng)目章程的主要內(nèi)容Benefits of Project Charter授權(quán)項(xiàng)目經(jīng)理調(diào)動(dòng)組織資源正式確認(rèn)項(xiàng)目的存在包括項(xiàng)目目標(biāo)的說明2022/7/1877制定項(xiàng)目經(jīng)理Assign the Project Manager越早越好 ，通常應(yīng)該在計(jì)劃工作開始之前賦予項(xiàng)目經(jīng)理為順利完成項(xiàng)目所需要的權(quán)力2022/7/1878制定初步項(xiàng)目范圍說明書Develop Preliminary Project Scop

51、e statement利用項(xiàng)目章程與啟動(dòng)過程組的其他依據(jù)，為項(xiàng)目提出初步粗略高層定義初步范圍說明書的主要內(nèi)容包括： 項(xiàng)目產(chǎn)品及其驗(yàn)收標(biāo)準(zhǔn) 項(xiàng)目邊界描述 項(xiàng)目可交付成果 進(jìn)程歷程碑和其他項(xiàng)目目標(biāo) 項(xiàng)目配置管理要求 初步工作分解結(jié)構(gòu)、項(xiàng)目組織和項(xiàng)目風(fēng)險(xiǎn) 審批要求 項(xiàng)目制約因素和假設(shè)條件2022/7/1879課堂練習(xí)Class Exercise 在項(xiàng)目啟動(dòng)過程組，主要有那些工作內(nèi)容2022/7/1880Module 3:Project Planning ManagementGuolin DEN, PMPProject Management Training . Consulting . Coachi

52、ngdengguolinMay 2007 2022/7/1881課程目標(biāo)Agenda and Goals項(xiàng)目規(guī)劃過程Project Planning Processes規(guī)劃項(xiàng)目范圍、資源、以及組織Managing Project Scope, Resource, and Organization時(shí)間估算及日程安排Time Estimating and Scheduling成本估算及預(yù)算Cost Estimating and Budgeting規(guī)劃質(zhì)量、風(fēng)險(xiǎn)、以及采購(gòu)Planning Quality , Risk , and Procurement Activities滿足項(xiàng)目厲害關(guān)系者對(duì)信息的

53、需求Satisfy the Information Needs of Stakeholders2022/7/18822022/7/1883定義項(xiàng)目管理策略Identify management strategy定義各領(lǐng)域的管理策略范圍規(guī)劃 Scope Planning質(zhì)量規(guī)劃 Quality Planning人力資源規(guī)劃Human Resource Planning溝通規(guī)劃 Communications Planning風(fēng)險(xiǎn)管理規(guī)劃Risk Management Planning日程與成本管理策略確定估算精度級(jí)別Identify accuracy level in estimating確定變更

54、管理策略Identify strategies for Change Control2022/7/1884滾動(dòng)計(jì)劃Rolling wave planning2022/7/1885規(guī)劃項(xiàng)目范圍Planning Project ScopeObjectives產(chǎn)品范圍與項(xiàng)目范圍Project Scope and Product Scope范圍規(guī)劃Scope Planning范圍定義 Scope Definition制作工作分解結(jié)構(gòu) Create WBS 2022/7/18項(xiàng)目范圍Project Scope產(chǎn)品范圍Product Scope86項(xiàng)目范圍Scope Planning Processes范

55、圍規(guī)劃 Scope Planning制作項(xiàng)目范圍管理計(jì)劃用文字記載項(xiàng)目的范圍如何定義、驗(yàn)證和控制用文字記載如何制作及定義工作分解結(jié)構(gòu)（WBS）范圍定義 Scope definition制定書面范圍說明，作為今后項(xiàng)目抉擇的基礎(chǔ)從產(chǎn)品描述生成范圍說明書Scope statement要用到產(chǎn)品分析技術(shù)制作工作分解結(jié)構(gòu) Create WBS將主要的項(xiàng)目可交付成果劃分為較小、更易管理的組成部分從范圍說明書生成工作分解結(jié)構(gòu)主要用到WBS分解2022/7/1887范圍管理計(jì)劃Project Scope Management Plan項(xiàng)目團(tuán)隊(duì)確定、記載、核實(shí)、管理和控制項(xiàng)目范圍的指南Guidance on h

56、ow project scope will be defined,Documented , verified, managed, and controlled根據(jù)初步項(xiàng)目范圍說明書編制詳細(xì)項(xiàng)目說明書的過程工作分解結(jié)構(gòu)制作、維護(hù)和核準(zhǔn)過程范圍核實(shí)及正式接受項(xiàng)目可支付成果的過程處理項(xiàng)目申請(qǐng)的過程估計(jì)項(xiàng)目范圍變更的頻度和幅度Estimate the expected frequency and magnitude of project scope changes2022/7/1888產(chǎn)品分析Product Analysis產(chǎn)品分析涉及到對(duì)項(xiàng)目產(chǎn)品的進(jìn)一步理解。常有的產(chǎn)品分析方法有：產(chǎn)品分解分析系統(tǒng)工

57、程價(jià)值工程、功能分析、價(jià)值分析質(zhì)量功能部署Quality Function Deployment( QFD)2022/7/1889項(xiàng)目范圍說明書Project Scope Statement詳細(xì)說明項(xiàng)目的可交付成果，以及為提交這些可交付成果而必須展開的工作。范圍說明書為未來的項(xiàng)目決策以及在利害關(guān)系者之間建立對(duì)項(xiàng)目范圍的共識(shí)提供形成文字的依據(jù)。主要內(nèi)容包括：項(xiàng)目論證Project Justification項(xiàng)目產(chǎn)品Product Scope項(xiàng)目可交付成果 Deliverables項(xiàng)目目標(biāo)Project Objectives要求簡(jiǎn)明、清晰分發(fā)給各主要項(xiàng)目利害關(guān)系者2022/7/1890工作分解結(jié)構(gòu)

58、WBSWork Breakdown Structure 將項(xiàng)目的整個(gè)工作范圍按項(xiàng)目要素的可交付成果分門別類進(jìn)行組織與定義的項(xiàng)目歸類方式。每向下一個(gè)層次，意味著對(duì)項(xiàng)目工作做更詳盡細(xì)致的定義?；旧鲜桥c項(xiàng)目范圍有關(guān)的便于項(xiàng)目利害關(guān)系者之間的溝通其他一些分解結(jié)構(gòu)，如組織分解結(jié)構(gòu)OBS-Organizational Breakdown Stucture材料清單 BOM-Bill of Materials風(fēng)險(xiǎn)分解結(jié)構(gòu) RBSRisk Break Structure資源分解結(jié)構(gòu)RBSResource Breakdown Structure項(xiàng)目分解結(jié)構(gòu)的PBS便于估算、規(guī)劃、分派、控制2022/7/1891

59、WBS分解流程WBS Decomposition Process2022/7/18識(shí)別主要的可支付成果- 項(xiàng)目產(chǎn)品- 項(xiàng)目管理活動(dòng)1. 能夠被有效管理么？- 估算- 分配是不是充分且必要 是否能清晰完整的定義 能否被恰當(dāng)?shù)嘏懦?、安排預(yù)算、分配？92工作分解結(jié)構(gòu)表述Work Breakdown Structure Representation 2022/7/181.0 確定4.0版的產(chǎn)品要求 1.1 確定MIB的產(chǎn)品要求 1.2 確定R45的產(chǎn)品要求2.0 部件設(shè)計(jì) 2.1 設(shè)計(jì)MIB 2.2 設(shè)計(jì)R453.0 制造4.0版本 3.1 升級(jí)產(chǎn)品的核心標(biāo)準(zhǔn) 3.11升級(jí)MIB的核心標(biāo)準(zhǔn) 3.12升

60、級(jí)R45 3.2 制造新樣概要活動(dòng)Summary Task工作包 Work Package93WBS組織方式WBS Organizing2022/7/1894工作包Work Package工作分解結(jié)構(gòu)中最低層次的可交付成果，該可交付成果可分排給一位項(xiàng)目經(jīng)理去規(guī)劃和實(shí)施。此項(xiàng)過程可通過采用將工作包進(jìn)一步分解為活動(dòng)的子項(xiàng)目來完成2022/7/1895工作分解結(jié)構(gòu)字典WBS Dictionary對(duì)工作分解結(jié)構(gòu)各組成部分的詳細(xì)描述，包括工作包和控制賬戶（Control Account）內(nèi)容通常包括：產(chǎn)品描述，工作包的產(chǎn)出物是什么？驗(yàn)收標(biāo)準(zhǔn)，如何才算合格？可交付成果假設(shè)資源歷時(shí)日期要求團(tuán)隊(duì)成員協(xié)助建立2