PM-workshop项目管理PPT课件.ppt

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1、Page 19/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEPage 29/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aE概况一点击此处输入相关文本内容点击此处输入相关文本内容整体概述概况三点击此处输入相关文本内容点击此处输入相关文本内容概况二点击此处输入相关文本内容点击此处输入相关文本内容Page 39/27/02 710

2、-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject Management IntroductionIntroductionsWhat is your name?What are your job responsibilities?What are your objectives for this workshop?Page 49/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Res

3、erved.E/PMA10-OH101aEProject management introductionWhat is a project?Page 59/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProjectSpecific goal or end resultInterdependent activities requiring oversightStart and finishProject ManagementDefining requireme

4、ntsPlanning activitiesControlling inputs and evaluating outputsCreating conditions that make success possibleProject Management Introduction项目 特定的目标或结果 相互关联的活动需要检查 开始和完成项目管理 明确项目要求 计划项目工作 控制输入，评估输出 创造一种环境，使计划能够成功Page 69/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PM

5、A10-OH101aEProcess FlowchartProject Management IntroductionTIMECOSTPERFORMANCEFINISHSTART1.1.1.2.1.3.2.0.3.1.3.2.GOSTARTFINISHREPORT CARDPERFORMANCETIMECOSTCOMMENTSAC+B-Project CommunicationState the ProjectProject DefinitionDevelop ObjectivesDevelop Work Breakdown StructureIdentify Resource Require

6、mentsSchedule ResourcesProtect the PlanSequence DeliverablesSchedule DeliverablesAssign Responsibility1.1.1.2.1.3.2.0.3.1.3.2.JANUARYJANUARYCloseout & EvaluateMonitor ProjectModify ProjectStart to ImplementProject PlanningProject ImplementationProject CommunicationGive / gather informationGain and t

7、est understandingDetermine actionPage 79/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject DefinitionDefinition is clarifying and agreeing to the purpose and scope of the project澄清和同意项目的目的和范围To ensure the projects valueState the projectDevelop objecti

8、vesDevelop work breakdown structureIdentify resource requirements定义阶段是一个项目的最初阶段。定义阶段阐明一个项目要达到的目的和要求。以便保证项目的价值陈述项目拟定项目目标建立工作分解结构确定资源需求Page 89/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aETIMECOSTPERFORMANCEProject DefinitionState the ProjectEstablishing t

9、he project boundariesTo help define, plan, and control the projectAppraise project background, likely constraints, priority, and worthDecide on a short statementAction and end result (performance)TimeCostBe prepared for lengthy discussionsKeep the project statement visible项目说明建立项目的范畴清楚定义、计划和控件目评估项目的

10、背景，可能的限制，重点和价值。写一个简短的陈述句，包括行动和最终结果时间费用准备做一个详细的讨论确保项目的标题清晰易见Page 99/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject DefinitionDevelop ObjectivesDescribing results and constraints to be considered throughout the projectTo guide project work and decisi

11、onsAsk:What value should this project produce?What short- and long-term benefits do we want?What constraints do we face?What requirements must be met?How will we know when we satisfy each objective? (measure and standard)Write a list of short statementsCompare objectives to original concernsObtain s

12、ponsor approval拟定项目目标描述项目的结果和约束明确项目结果和衡量项目成功的标准问: 在项目结束时，我们将取得什么样的价值？ 我们要取得什么样的短期和长期目标？ 我们面对什么样的约束？ 必须满足什么样的要求？ 我们怎样衡量每个目标是否达到了？写出一系列简短的陈述将目标与最初的关注事项相对照Page 109/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aE应用练习：各组用实际的项目讨论用一句话写出项目陈述讨论项目的目标Take 15 min.Page

13、 119/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject DefinitionDevelop Work Breakdown StructureDocumenting how work will be organizedTo act as basis for costing, planning, monitoring, and controlAsk:What are the major outputs of this project?What ar

14、e the components of?How will the objectives be achieved?How should work be organized to ease planning and control?Develop a chart or outlineCheck that work supports the objectives建立工作结构表（WBSWBS）记录具体要完成的工作做为成本, 规划, 追踪及管理的基础提问 :想要经由这个项目完成什么？这个项目包括哪些主要工作？如何确保达到目标？工作将如何被组织以便容易规划及管理以图形或列举方式表达检视工作是要完成哪些目标

15、Page 129/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEWork Breakdown structure:Host a customer conference by 12 Dec. for less than $ 100,000Preparation1.1 Develop agenda1.2 Schedule speakers1.2.1 Invite speakers1.2.2 Confirm speakers1.3 Reserve facilitie

16、s1.4 Invite and confirm attendees2. Conference2.1 Welcome and register attendees2.2 Conduct day one2.3 Conduct day two3. Follow up3.1 Document proceedings3.2 Pursue new leaders3.3 Close out and evaluateProject DefinitionPage 139/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Rese

17、rved.E/PMA10-OH101aEWork breakdown structureHost a customer conference by 12 Dec. for less than $100.000Project DefinitionCustomer conference3 Follow up2 Conference1 Preparation3.2 Pursuenew leaders3.3 Close outand evaluate3.1 Documentproceedings2.2 Conductday one2.3 Conductday two2.1 Welcome andreg

18、ister attendeesPage 149/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject DefinitionWork PackagesDetail the exact work to be doneFor each work package, define and record:Performance measures and standardsResource requirementsResponsibility assignments

19、TimingPotential problems and opportunitiesConstraints, assumptions, agreements, and changesReporting requirementsShould versus ActualAdd details during Definition, Planning, and Implementation终端工作(Work Packages)是一些具体的活动对每一个终端工作都要定义及纪录:绩效量测方式及标准权责指派资源需求所需时间潜在问题及机会限制, 假设, 协议及改变报告的内容及形式要求应有状况及实际状况在定义,

20、规划及实施阶段加入上述的信息Page 159/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEProject DefinitionIdentify Resource RequirementsEstimating resources needed to produce each work packageTo avoid future resource problems and help assign responsibilityFor each work pack

21、age, ask:What knowledge and skills are needed?What facilities are needed?What equipment is required?What supplies or materials will be used?What special or unusual resources are needed?Document type, amount, and cost for each resource确定资源需求为每个工作分解结构估计所需资源以便避免将来出现资源问题并帮助分配职责考虑每个工作分解结构的末端工作，问:需要什么样的知识

22、和技能？我们将需要什么设施？需要什么设备？我们应有什么物资/材料？我们需要什么样的特殊资源？确认类型、总数和费用Page 169/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aEResource RequirementsWBSKnowledges/Skills Facilities EquipmentMaterials Special2.1“Meet & greet” skills(2) Reception room Snacks & Beverages Sam

23、ples$3,000$500 $4,000Administrative skill(2)$0Total Cost = $81,0002.2Account management(10) Room to seat AV $1,500 Manuals $7,000$15,000 & eat $2,000Mastering ceremonies(1) Lunch $3,375$2,000Speaking skills(10) Dinner $7,875$1,5002.3Account management(10) Room to seat AV $1,500 Manuals $7,000$15,000

24、 & eat $2,000Mastering ceremonies(1) Lunch $3,375$2,000Speaking skills(10) Dinner $7,875$1,500$40,000 $4,500 $3,000 $33,500Page 179/27/02 710-20-P489802ACopyright 2002 Kepner-Tregoe, Inc. All Rights Reserved.E/PMA10-OH101aE应用练习各组继续用刚才的实际项目讨论建立工作结构表确定资源需求Take 30 min. Planning is coordinating work and

25、 resources with the schedule while preparing for the unexpectedTo understand precisely who will do what and when and to reduce the risk of failureAssign responsibilitySequence deliverablesSchedule deliverablesSchedule resourcesProtect (enhance) the planProject Planning项目计划是指根据日程协调工作和资源，预防不期望的问题发生 确认

26、谁在什么时候做什么事情同时准备应付突发状况分配职责安排工作顺序安排工作日程安排资源使用日程保护计划Assign ResponsibilityIdentifying people responsible for completing each work packageTo know who will do whatUsing the resource requirements list, ask:Who has resources for this work package?Who has knowledge, skills, and experience?Whose commitment is

27、 needed?For each work package:Identify the appropriate resourcesPlan approach to gaining commitmentsList roles and responsibilitiesIdentify primary responsibilityProject Planning分配职责 确认每项终端工作执行人员的职责知道谁要做什么 参考资源需求表,提问 :谁有完成这项终端工作所需的资源？谁有完成这项终端工作所需的知识/技能和经验？需要谁的承诺？对每项终端工作:确认合适的资源，计划获得承诺的方法，列出人员的权责，确认主

28、要负责人Initial Work NegotiationA discussion with others about involvement in the projectTo prepare for negotiation, ask:What information needs to be shared or reviewed to gain a commitment for each resource?Review work package assignments with resourcesConfirm:Performance expectations are understood an

29、d agreed uponAvailability of resources when requiredBudget and timing are realisticMake confirmed commitments visibleProject Planning初期工作协调 和相关人员讨论其项目参与内容准备协调时,提问: 对每一个人员需要分享或讨论哪些讯息以得到其承 诺 ？与参与的人员讨论其权责指派确认: 理解并同意绩效期望资源在需要时能如期到位预算和时间都很实际将所得到的承诺公开化Responsibility Assignment Matrix (RAM)A tool that make

30、s responsibilities for each work package clear and visibleCreate the matrix by:Listing work packages on the vertical axisListing names of people or groups on the horizontal axisInserting work requirements in each cellHighlight who has primary responsibility (P)Only one “P” is permitted per work pack

31、ageProject Planning职责分配表(RAM)以便使职责分配一目了然制定职责分配表，应：在纵轴列出工作分解结构中的末端工作在横轴列出人员或部门名字在每个格里列出工作要求标出主要负责人（用“P”符号）每个末端工作应只有以为主要负责人应用练习：制定项目计划各组讨论并完善之前已经做好的工作结构表和资源需求制定职责分配表Take 30 min. STARTFINISHSequence DeliverablesIdentifying the order in which deliverables should be producedTo help schedule work efficien

32、tlyDetermine precedence and duration for each work packageAsk:In what order must work packages be completed?What knowledge, experience, templates, or historical information exists?How much elapsed time will each work package take given the type and availability of resources?Develop precedence list a

33、nd/or network diagramProject Planning安排工作顺序确认每项工作的完成顺序以便有效安排工作确认每项终端工作的先后关系及所需时间提问:完成每项终端工作所必须的先后关系？已有哪些知识, 经验, 参考标准或历史数据？应用指派的可用资源每项终端工作需要多少时间完成？制作工作顺序表及网状图Network DiagramA graphical tool to display precedence relationships, show critical areas, and calculate overall project durationTo construct th

34、e network:Draw a series of work packages from left to right using nodes and arrowsUse precedence to show the completion orderAdd WBS code and duration to each work packageAudit the network to confirm:All work packages are included and connectedPrecedence is correct and completeThere are no loopsSTAR

35、TFINISHProject Planning网状图一种图形工具用来显示先后顺序关系, 关键区域及计算项目完成需要的总时程建立网状图:从左至右用节点和箭头画出一系列的终端工作应用先后关系显示完整的工作顺序对每个终端工作加入工作结构表代码及所需时程审核网状图并确认:所有终端工作都被包含在内并且是相互连接的先后顺序是正确和完整的没有死循环Critical PathThe path through the network that determines the overall time to complete the projectFor simple projects:Trace each pat

36、h through the network from start to finishTotal the durations along each pathHighlight the longest pathit is the critical pathLongest path = overall project time!Changes to start, finish, or duration for work on the critical path will change projects end dateSTARTFINISHProject Planning关键路径是指网状图中那条决定

37、完成项目所需总时间的路径对于简单的项目：从始点到终点追踪每条路径将每条路径上各项工作的持续时间加总 明显标出最长路径,它是关键路径最长路径= 项目完成所需总时间变化关键路径上的起点, ,始点或持续时间都将影响项目的最后完成日期1.1.1.2.1.3.2.0.3.1.3.2.Schedule DeliverablesIdentifying specific dates when work packages will be performedTo provide a schedule baseline for monitoringUse work package precedence and du

38、rationAsk:What assumptions are being made about working time, resource availability, or other constraints?When should work packages start and finish in calendar time?Compare projected finish date with required finish date and adjust the plan if necessaryProject Planning计划工作日程确认每项终端工作的具体时间做为项目日程追踪的基础

39、 应用每项终端工作的优先级和持续时间提问:对工作时间/资源的有效性或其它的限制作了哪些假设？每项终端工作的开始日期和结束日期？ 比较项目的需要完成时间与预计完成时间,如果有必要应调整计划Gantt ChartA tool to graphically display duration for each work packageTo help communicate the project schedule and provide a tool for monitoringList work packages along the vertical axisDraw a timeline acro

40、ss the horizontal axisDraw a bar between start and finish dates for each work packageGantt charts can be enhanced by adding slack, precedence, resources, Should versus Actual, etc.1.1.1.2.1.3.2.0.3.1.3.2.Project Planning甘特图(Gantt Chart)显示每项终端工作的需要时程帮助项目时程的沟通并提供一个追踪工具 沿纵轴列出每项终端工作沿着横轴画一条时间线为每项终端工作画一条从

41、开始日到完成日的长方条可加入呆滞时间(slack),优先级,资源,应有状态与实际状态的比较等增强甘特图功能Schedule ResourcesConfirming resources will be available when requiredTo deploy resources effectively and maintain their commitmentReview the plan with resourcesAsk:Are resources available when needed?Does the schedule need to be adjusted?Acknowle

42、dge priorities and constraints of resource providersProject Planning计划资源使用日程确保资源在需要的时候可以得到有效地应用所需资源并保持这些承诺与人员及资源经理讨论计划提问:在需要的时候, ,资源能到位吗? ?时程需要调整吗? ?要考虑资源提供者对资源使用上的优先级及限制Resource Loading & resource leverageProject Planning Schedule ResurceDay 1 Day 2 Day 3 Day 4 Day 5Project 1Project 2Project 34 hou

43、rs8 hoursResource Loading如果关键路径Resource出现问题怎么办？应用练习各组继续用实际的项目安排工作顺序用实际的时间计划工作日程Take 20 min. Protect the PlanPlanning actions to reduce risk and to capitalize on opportunities that may arise during the projectTo help ensure that project objectives are met or exceededIdentify areas of the plan where t

44、hreats or opportunities are anticipatedConduct a Potential Problem (or Opportunity) AnalysisAdjust the project plan to reflect the results of the analysisProtecting the plan should have priority!Project Planning保护计划计划行动来减少风险或抓住机会以便帮助保证我们能达到或超过项目目标找出项目计划中我们所担忧的部分/方面运用潜在问题分析法运用潜在机会分析法把这些分析结果纳入项目计划中Ide

45、ntifying Critical Areas in the PlanFinding areas where serious trouble can be anticipatedTo review the project plan, ask:Where is time, cost, performance most at risk?What work packages have no slack?What work packages are new or complex?Where have we failed before?Where is responsibility shared or

46、unclear?Protect one critical area at a time!Project Planning识别计划中的关键区域找出严重问题可能发生的区域重新回顾项目计划，提问:在时间/成本/绩效上哪些地方风险最大?哪些终端工作无呆滞时间(slack time)哪些终端工作是新的或复杂的?曾经在哪些地方失败过?哪里职责不清?一次只保护一个关键的区域Potential Problem AnalysisA systematic process for protecting actions or plansTo ensure the intended value of the proje

47、ct is not jeopardized and to avoid being reactiveIdentify potential problemsIdentify likely causesTake preventive actionPlan contingent action and triggersProject Planning潜在问题分析用于保护计划的一套系统方法 确保项目的预期价值可以达到并避免被动反应找出潜在问题找出可能起因采取预防措施规划应急措施和设定起动机制List Potential ProblemsIdentifying future undesirable devi

48、ationsTo anticipate and prepare for future problemsAsk:What could go wrong with this work package?List quickly without discussionBe specificseparateRevise into Object/Deviation formatWork on high-priority potential problems firstConsider resource shortages, scheduling conflicts, personnel decisions,

49、 natural phenomena, misunderstood goals, environmental issuesProject Planning列出潜在问题找出未来不想要的偏差为将来可能出现的问题做好准备提问:做这项终端工作时，什么会出差错？不经讨论迅速列出要具体 单独的列出写成物体/偏差格式先讨论优先级高的潜在问题考虑资源短缺,时间冲突,个人意愿,自然现象,误解目标 ,环境问题等PPA - List the potential ProblemPotentialProblem工厂着火设备延误工厂完工Assess the ThreatDetermining the degree of

50、risk associated with each potential problemAsk:What is the likelihood of this potential problem occurring (probability)?What will be the impact of this potential problem (seriousness)?Document evidence of the likelihood and impactRate the probability and seriousness of each potential problemWork on