Topic 6Project Management第六讲： 项目管理.ppt

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1、Topic 6 : Project Management第六讲： 项目管理,More Than Just MS project 不只是微软项目 Paul Gandel Syracuse University Singapore Management University,Goals 目标,2,Provide an overview of Project Management Become familiar with key project deliverables Practice developing a project schedule Practice developing a risk

2、 analysis and plan,概述项目管理 熟悉主要的项目交付物 练习制订项目进度表 练习制订风险分析及计划,Reference Material参考资料,Project Management Institute www.pmi.org Background on organization PMBOK Excellent resource Project Management Body of Knowledge,3,专案管理学会 www.pmi.org 组织背景 PMBOK 优质资源 项目管理知识体系指南,Project Definition项目的定义,Defined beginnin

3、g and end One time effort Produces an identifiable, measurable, unique product, service, result Project team works together for length of project,4,设定起始及终结 一次性的工作 产出一项可识别、可量度、独一无二的产品、服务或结果 项目进行阶段，全组并坚作战。,Project Triggers项目触发因素,Market driven needs市场需要 Organizational needs组织需要 Customer needs顾客需要 Techn

4、ological advances科技进展 Legal requirements法律要求,5,Benefits of Project Management项目管理的好处,Improves ability to deliver project on-time, on-budget Provides a methodology to follow Ensures common understanding of project needs & deliverables Improves productivity Ensures communication of project and product

5、 needs Improves quality Manages risk,6,提升准时而不失预算地交付项目结果的能力 提供一个可遵循的方法 确保对项目的需求及交付物有所共识 提高生产力 确保对项目及产品的需要有足够的沟通 提升质量 管理风险,Project Management 101 项目管理101Its All About Chunks! 一切皆为庞大工程,Big Chunks 大块头 Little Chunks 小块头,7,There has never been a task that could not be done as long as it could be broken do

6、wn into small enough pieces! 只要能化整为零、 化繁为简，工作便无难事了！,Project Management 101Eight Key Questions,Why is this chunk necessary? What measurable performance do we want from this chunk? What skills and attitudes will the person doing this chunk need? Who is going to do this chunk? What tasks need to be don

7、e to complete this chunk? Where is this chunk going to be done? How long will it take to do this chunk and when does it need to be finished? How much is this chunk going to cost?,8,为何必须进行此项目？ 欲从这项目中取得何种可量度的成绩？ 参与该项目的人员需具备何种技能和态度？ 谁将参与该项目？ 要完成此项目有何工作必需要做？ 此项目在哪里进行？ 完成项目需多久？何时必需完成？ 项目成本多少？,Who Works o

8、n a Project?谁做项目的工作？,9,Project Manager Responsibilities项目经理的责任,Ultimate responsibility for project results Identify and manage stakeholder expectations Select and motivate team members Manage project scope Manage the schedule and work efforts Report project progress Anticipate and manage risks Manag

9、e costs Follow standard project management methodology,10,为项目结果负最后责任 确定及管理相关利益者的期望 挑选及激发组员 管理项目范围 管理进度 报告项目进展 预测及管理风险 管理成本 遵循标准项目管理的方法,Other People Involved (Stakeholders)其他相关人员(相关利益者),Sponsor responsibilities Customer, end-user responsibilities External customer responsibilities Project Team respon

10、sibilities,11,赞助人的责任 顾客，最终享用者的责任 外部顾客的责任 项目小组的责任,Managing within Constraints 在限制下作管理,12,Quality 质量,Cost 成本,Einstein discovers that time is actually money 爱因斯坦发时间实际上就是金钱,Scope 范围,Time 時間,Project Management Knowledge Areas项目管理知识范围,Quality质量 Scope范围 Communications沟通 Time时间 Cost成本 Risk风险 Human Resources

11、人力资源 Procurement采购,13,Key Project Deliverables主要项目交付物,Project Charter项目章程 Scope Statement范围陈述 Change Control转变控制 Project Schedule项目进度表 Status Report状况报告 Communication Plan沟通计划 Risk Analysis & Plan风险分析及计划,14,1 Project Charter项目章程,Purpose: Formally recognizes project Usually the first document created

12、 Identifies: Project purpose Project importance Project Sponsor Project Manager Authorizes Project Manager to use resources (money and people) Signed by executive empowered to commit money and people,15,目的 正式确认项目 通常为第一份制定的文件 需确定的因素: 项目目的 项目重要性 项目赞助人 项目经理 授权项目经理使用资源(资金及人力) 获授权使用财政及人力资源的行政人员签署,2 Scope

13、 Statement范围陈述,Purpose: Identify and communicate project work to be done Identifies: Project boundaries Requirements Impact on other applications Assumptions, Constraints, Risks Key Milestones Roles and Responsibilities Overall Costs,16,目的: 确定项目工作并就此沟通 需确定的因素: 项目界限 需求 对其他方面的影响 假设、界限、风险 重要里程碑 角色及责任 整

14、体成本,3 Change Control转变之控制,Purpose: Ensure changes are managed and beneficial to project Identifies: Process for identifying and evaluating project changes Factors that must be evaluated to determine effect of change on time, cost, scope, quality Stakeholders who must approve project changes Process

15、for implementing approved changes,17,目的: 确保转变在控制之下并对项目带来益处 需确定的因素: 确立及评估项目转变的程序 决定时间、成本、范围及质量转变带来的效果之因素 批核项目转变的相关利益者 实施已批核之转变的程序,4 Project Schedule项目时间表,Purpose: Identify, sequence, and control the activities and resources needed for project Identifies: Project activities Order of activities People

16、assigned to activities Time estimates for each activity Labor costs,18,目的: 确定及順序列出项目所需的活动及资源並加以控制 需确定的因素: 项目活动 活动次序 分派员工参与活动 每项活动的时间估计 劳工成本,5 Status Report状况报告,Purpose: Provide information about project and/or individual progress to project manager and/or stakeholders Identifies: Activities complete

17、d Activities started Activities planned for next period Activities late or overdue Issues or concerns,19,目的: 向项目经理和/或相关利益者提供有关项目和/或个别活动进程的信息 需确定的因素: 已完成的活动 已开始的活动 已计划在下一阶段进行的活动 延迟或过期的活动 问题或关注,6 Communication Plan沟通计划,目的: 给予组员相关信息 需确定的因素: 需要接收信息的团队 每次沟通的目的 每组需要的讯息 信息提供有多频密 沟通形式,20,Purpose: Links peop

18、le with the information they need Identifies: Groups who should receive information Purpose of each communication Information needed by each group How often information is provided Type of communication,7 Risk Analysis & Plan风险分析及计划,Purpose: To identify risks, analyze their effect, and determine app

19、ropriate actions Identifies: Risk events Probability that risk will occur Impact if risk occurs Preventative actions Contingency plan,21,目的: 确定各种风险，分析其效果，制定适当的措施 需确定的因素: 各种风险事件 风险会发生的可能性 如风险发生会产生的效果 预防措施 应变计划,Risk Analysis and Plan Review风险分析及计划检讨,Purpose Identify risks (events that, if they occur,

20、can have either a negative or a positive effect on the project). Contingency plans are developed for the known risks. Ensures common understanding of the risks and their contingency plans. Timing During Planning Process Group Team must understand project scope to create a meaningful analysis and pla

21、n. Audience Sponsor Project team Key Stakeholders,22,目的 确定各种风险(该事件若发生，可对项目产生负或正面效果) 为已知风险制定应变计划 确保对风险及其应变计划有所共识 时间 程序计划小组内 小组必需明白项目范围，以作出有意义的分析及计划 听众 赞助人 项目小组 主要的利益相关者,Developing the Project Schedule编制项目进度表,Step 1 Develop a WBS (Work Breakdown Structure) Step 2 Define the activities Step 3 Develop a

22、 milestone list Step 4 Put the activities in order Step 5 Estimate duration and work Step 6 Assign people to activities,23,步骤一：编制工作分解结构 步骤二 ：設定各项活动 步骤三：列出项目里程碑 步骤四 ：将各项活动排序 步骤五：估计历时及工作 步骤六 ： 分派人手予各项工作,24,Beginning the Process程序开始,Project Schedule 项目进度表,Divides work into smaller tasks that can be def

23、ined, estimated, and tracked Decompose tasks until each has known qualities: Each task has a deliverable Can be assigned to a person Start and end dates can be identified Duration is reasonable (two weeks or less) Work not defined in WBS is outside project scope,25,Step 1 Develop a Work Breakdown St

24、ructure步骤一 ：编制工作分解结构,细分工作成明确、可估计及可跟进的任务 分解各任务直至其特质可明确了解 所有任务均有一交付物 可分派给某人员 起始及结束日可订明 持续时间合理 ( 2星期) 没有設定在工作分解结构内的工作均不属项目范围,Step 2 Define the Activities步骤二 ：确定各项活动,Use WBS to create a complete list of activities for the project These activities will be added to the MS Project schedule Describe the wor

25、k required for each activity. Include related information: Predecessors Resource requirements Date requirements Constraints and assumptions,26,Project Schedule 项目进度表,运用工作分解结构编制一完整的项目活动清单 这些活动会列入微软项目进度表 描述各项活动所需的工作，包括相关的信息 前置任务 资源要求 日期要求 约束条件及假设条件,Step 3 Develop a Milestone List步骤三 ：列出项目里程碑,Identifie

26、s all milestones in the project Good communication tool at executive level Milestone Examples: Make-or-Buy decision Approval by upper management End of a project phase Equipment delivery date Each milestone is placed in the project schedule,27,Project Schedule 项目进度表,列出所有项目里程碑 行政人员的良好沟通工具 里程碑实例: 外购或自

27、制决策 上级批核 项目某阶段的终结点 设备交付日期 所有里程碑均显示在项目进度表上,Step 4 Put the Activities in Order步骤四：将各项活动排序,Determine logical relationships between activities What activities must wait until an earlier task is completed? What activities can start at the same time? What activities must finish at the same time? Lag time

28、needed?,28,Project Schedule 项目进度表,推定各项活动间的逻辑关系 哪些活动必须等到前一项完成后才开始？ 哪些活动可同时开始？ 哪些活动必须同时完成？ 是否需要相隔时间？,Step 5 Estimate Duration and Work步骤五：估计历时及工作,Determine resources needed for each activity Estimate the duration and work for each activity Document assumptions made while estimating duration and work,2

29、9,Project Schedule 项目进度表,决定各活动所需资源 估计各活动的历时及工作 估计历时及工作的同时为项目假设前提建檔,Be Honest in Your Assumptions!忠于事实的假设,30,Step 6 Assign People to Activities分派人手予各项工作,Final step in creating the project schedule Review documents created: Milestone List Activity List Duration estimates Dependencies Resource needs Cr

30、eate project schedule Assign people to activities Ensure people are not overloaded,31,Project Schedule 项目进度表,创立项目进度表的最后步骤 复阅建立的文件： 里程碑列表 活动清单 历时估计 相依项目 资源需要 建立项目进度表 分派人手予各项活动 确保组员不会工作负荷过量,Finallyremember that successfulprojects require:最后谨记项目成功需要：,Setting measurable performance standards as well as

31、time and cost estimates for each “chunk” of the project is critical. Constantly monitor progress!,32,为项目的每一重要部分设定可量度的绩效标准以及时间和成本的估计 固定地监管进度！,33,How to Support Your Project Manager如何支持你的项目经理,Be actively involved in the project Set clear expectations Provide support (time, money, morale, etc.) Support the project management process,积极地参与项目 表达确切的期望 给予支持（时间、金钱、士气等方面） 支持项目管理程序,Class Exercise小组研习,Developing an plan to implement a digital repository. 设定一个实施数位典藏的计划,34,