生產(chǎn)企業(yè)項目管理基礎(chǔ)實用教案

1、Course Content課程內(nèi)容課程內(nèi)容 Definition of Projects項目的定義 Difference between Project and General Management項目和一般管理(gunl)的區(qū)別 Project Management Process 項目管理(gunl)的步驟 Investment Appraisal投資評估 Project Life Cycle項目生命周期第1頁/共35頁第一頁，共35頁。Definition定義(dngy) What is a Project? 什么(shn me)是項目？第2頁/共35頁第二頁，共35頁。Definit

2、ion定義(dngy) A Planned Undertaking 一個計劃(jhu)好的事業(yè)第3頁/共35頁第三頁，共35頁。Definition定義定義(dngy) The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project, while dealing with constraints on budget, time, resourc

3、es and technologies. 在預(yù)算費用，時間，資源(zyun)和技術(shù)有限的條件下為了達到或超過相關(guān)人員對項目的要求和期待對知識，技能，工具，技術(shù)等的應(yīng)用。（即在一定時間內(nèi)，滿足一系列特定目標(biāo)的多項相關(guān)工作的總稱。）第4頁/共35頁第四頁，共35頁。Project Similarities 項目(xingm)的相同點 Define Goal制定目標(biāo) Definite Time 制定時間(shjin) Resource Budget 資源預(yù)算 第5頁/共35頁第五頁，共35頁。Project Differences 項目(xingm)的不同點 Scale規(guī)模(gum) Technic

4、al Complexity 技術(shù)復(fù)雜度 Technological Uncertainty 技術(shù)不確定性 第6頁/共35頁第六頁，共35頁。What are the Differences? VS.第7頁/共35頁第七頁，共35頁。Project vs. General Management項目管理 V.S 綜合(zngh)管理 Nature性質(zhì)(xngzh) Focus關(guān)注點 Team Structure 組織架構(gòu) Measure of Success成功的衡量標(biāo)準(zhǔn)第8頁/共35頁第八頁，共35頁。Investment Appraisal投資(tu z)評估Conventional Meth

5、od 常規(guī)方法The Payback Method回收期法，償付方法The Average Rate of Return Method平均(pngjn)回收比率法 Discounting Method 折現(xiàn)法The Net Present Value (NPV) 凈現(xiàn)值The Internal Rate of Return (IRR) 內(nèi)部收益率Project Planning 項目(xingm)規(guī)劃第9頁/共35頁第九頁，共35頁。Example 舉例說明第10頁/共35頁第十頁，共35頁。The Payback Method回收期法 Time taken to pay back the i

6、nitial cost of the project 收回最初成本所用的時間 For projects that earn the same amount of net proceeds each year假設(shè)(jish)項目每年賺的凈收入是相同的 initial cost 最初成本= net proceeds純收入Drawback 缺點Takes no account of the earning after the payback period for the full life of the project 在整個項目(xingm)中不考慮回收期后的盈利Timing is ignored

7、 時間的安排被忽略第11頁/共35頁第十一頁，共35頁。The Payback Method 回收期法Suitable for investment projects that 適合投資的項目有the cost is low and the project is completed in a short time投資少，周期短the investment is productive as soon as the initial cost is incurred一旦有初期成本投入就有高效的投資回報(hubo)the net proceeds are easily determined.有很確定的

8、純盈利第12頁/共35頁第十二頁，共35頁。The Average Rate of Return Method 平均(pngjn)收益率法 The highest average rate of return is considered to be the most profitable 最高的平均收益率被認為(rnwi)是最盈利的 Gross Life of proceeds / investment= x 100% Initial cash investment總銷售收入 / 投資期限= x 100% 初期現(xiàn)金投入第13頁/共35頁第十三頁，共35頁。 Depreciation is al

9、lowed for in the calculation by using the formula 折舊率也可以加到在這個公式(gngsh)里計算 Average annual Average annual proceeds depreciation= x 100% Initial cash investment Average annual 年平均收入 年平均折舊= x 100% 初期現(xiàn)金投入The Average Rate of Return Method 平均(pngjn)收益率法第14頁/共35頁第十四頁，共35頁。Drawback 缺點:Comparable results can

10、only be obtained when the life spans of the projects are the same 只有(zhyu)相同壽命期限的項目才能比較The Average Rate of Return Method 平均(pngjn)收益率法第15頁/共35頁第十五頁，共35頁。Net Present Value Method (NPV)凈現(xiàn)值法凈現(xiàn)值法 Discounts the expected future proceeds from a project to the present value of those incomes 從項目(xingm)當(dāng)前收入的現(xiàn)

11、值中折扣預(yù)期的未來收益If the net present value of the proceeds exceeds the initial cost, the investment will be profitable 如果凈現(xiàn)值超過了初期(chq)投入成本則這個投資是可盈利的Discounting rate to be applied 折扣率的應(yīng)用Current rate of interest; or 當(dāng)前利率或者Rate of interest that could be earned elsewhere if internal funds are used to finance t

12、he project為項目提供融資的其他內(nèi)部資金的利率 = 折現(xiàn)現(xiàn)值 項目的初期(chq)成本(Discounted present value) (Initial cost of the project)第16頁/共35頁第十六頁，共35頁。Internal Rate of Return Method (IRR) 內(nèi)部(nib)收益率法 IRR（財務(wù)內(nèi)部收益率） = The rate of interest that will reduce the proceeds from the project to the original cost 項目在整個計算期內(nèi)各年財務(wù)凈現(xiàn)金流量的現(xiàn)值之和等于

13、零時的折現(xiàn)率（也就是使項目的財務(wù)凈現(xiàn)值等于零時的折現(xiàn)率 ） Project is profitable if項目只有在下列情況下才是盈利的 It equates with a reasonable return on capital invested or at least is more than the cost of borrowing the funds to finance the investment只有當(dāng)投入資本能夠合理的回收或者至少高于借用于融資的資本 If the proceeds from the investment are not regular 如果投入的收益不穩(wěn)定

14、the only way to find the internal rate of return is by trial 那么找到內(nèi)部收益率的唯一方法(fngf)是不斷嘗試摸索第17頁/共35頁第十七頁，共35頁。其他(qt)注意事項Other Considerations Sometimes difficult to estimate the future income from an investment project 我們經(jīng)常很難去評估一個投資項目(xingm)的未來收入Quantifying the amount by which revenue will be raised may

15、 be extremely difficult 確定盈利的額度是更加困難的事情Difficult to quantify the risk element 很難去確定風(fēng)險因素的數(shù)量Unforeseen circumstances may invalidate the appraisal 無法預(yù)料到的情況也許會使你的評估作廢e.g. inflation 比如說通貨膨脹The life of the project may have been wrongly estimated 項目(xingm)的生命周期也可能會被估算錯誤Government intervention may affect th

16、e project 政府的干預(yù)也會對項目(xingm)的運作有影響第18頁/共35頁第十八頁，共35頁。Project Life Cycle項目(xingm)的生命周期 Divide each project into several project phases to provide better management control and appropriate links to the ongoing operations of the performing organization 把每個項目分為幾個小階段是為了對執(zhí)行機構(gòu)的實施運作過程提供(tgng)更好的管控和適當(dāng)?shù)逆溄拥?9頁/

17、共35頁第十九頁，共35頁。Characteristics of Project Phases Each project phase is marked by completion of one or more deliverables, which is/are:每個項目階段都以完成一個或多個可交付成果為標(biāo)志(biozh) Tangible, verifiable work product which form a generally sequential logic designed to ensure proper definition of the product of the pro

18、ject. 可交付成果是某種有形的，可驗證的工作成果，它會形成一個大致的順序邏輯旨在于確保產(chǎn)品有個恰如其分的定義 The conclusion of a project phase is generally marked by phase-end reviews which are often called項目的最終階段一般會是階段末審查，它也叫經(jīng)常被稱為 Phase exits, stage gates, or kill points 階段放行口，階段關(guān)卡或驗收站 For: Determine if the project should continue into its next phas

19、e, and決定這個項目是否能繼續(xù)到下一個階段 Detect and correct errors cost effectively 有效檢測和糾正錯誤費用第20頁/共35頁第二十頁，共35頁。Characteristics of Project Life Cycle項目(xingm)生命周期的特性 Serves to define the beginning and the end of a project 用來(yn li)定于一個項目的開始和結(jié)束 Determine which transitional actions at the end of the project are incl

20、uded and which are not 定義哪些過渡動作是屬于該項目的哪些是不屬于的 Deliverables from the preceding phase are usually approved before work starts on the next phase 前階段的可交付成果一般需要在下個階段開始前被核準(zhǔn) “Fast Tracking”快速跟進 A subsequent phase is begun prior to approval of the previous phase deliverables when the risks involved are deem

21、ed acceptable 當(dāng)涉及的風(fēng)險被認為是可以接受的前提下，后一個階段的開始會先于前一個階段的可交付成果的批準(zhǔn)第21頁/共35頁第二十一頁，共35頁。項目管理過程(guchng)Project Management Process A series of activities embodied in a process of getting things done 在完成(wn chng)項目的過程中包含了一系列的活動規(guī)劃Planning組織Organization推動Motivation指導(dǎo)Directing管控Controlling第22頁/共35頁第二十二頁，共35頁。Projec

22、t Management Process項目管理流程(lichng)Planning規(guī)劃What are the organizations mission, objectives, goals and strategies? 組織的任務(wù)(rn wu)，目標(biāo)和策略是什么？Organization組織Whats involved and why ? 哪些條件需要被涉及進來，為什么？Motivation激勵What brings out the best performance of people in supporting the organizations purpose? 怎樣才能使這個項目

23、中的隊員有最佳的表現(xiàn)第23頁/共35頁第二十三頁，共35頁。Project Management Process項目管理流程(lichng)Directing指示 Who decides what and when? 誰來決定做什么以及(yj)什么時候開始做Controlling管控 Who judges results and by what standards? 誰來對結(jié)果做出評價以及(yj)他的評判標(biāo)準(zhǔn)是什么?第24頁/共35頁第二十四頁，共35頁。 Project Management 項目管理 Exercise 練習(xí)(linx) Project Planning Situation

24、項目規(guī)劃形勢第25頁/共35頁第二十五頁，共35頁。Project Planning項目(xingm)規(guī)劃 Purpose目的 Lays a solid foundation for conducting a project 為執(zhí)行一個項目打下堅實的基礎(chǔ) Forms a baseline for other necessary activities such as project budgeting, project control and project administration 為其它必須的活動制定一個基線，比如說項目預(yù)算，項目控制和項目管理（行政方面） Makes people un

25、derstand what they are expected to produce, what they have to do, and commit them to do what is required. 使大家理解哪些是需要被提出的，哪些是需要去執(zhí)行的，然后使他們(t men)致力于完成那些要求 Types of Plans 計劃類型 Activity Plans行動計劃 Resource Plans資源計劃第26頁/共35頁第二十六頁，共35頁。Project Planning The Planning Process計劃的步驟 Set measurable objectives 制

26、定評判標(biāo)準(zhǔn) Identify activities and establish procedures確定活動建立規(guī)程(guchng) Identify required resources (time, budget, man & equipment)確定必要的資源(時間，預(yù)算，人力，設(shè)備） Analyze existing resources分析現(xiàn)有的資源 Assign responsibility 分配任務(wù) Consider alternatives 考慮好備選方案 Provide contingencies 提供意外事件的參考方案 Establish check points a

27、nd control mechanism建立檢查點和控制機構(gòu) Documentation 文件 第27頁/共35頁第二十七頁，共35頁。Project Planning Central Limit Theory中心極限(jxin)定理（趨中理論 ） O+P+(4 X M)E = 6 E = Expected time（預(yù)期執(zhí)行時間） O = Most optimistic time（最樂觀，最少的用時） P = Most pessimistic time(最保守(boshu)估定,最長可能用時） M = Most probable time （最可能的用時）第28頁/共35頁第二十八頁，共35

28、頁。Levels of Plans The number of levels (i.e. degree of details) of plans required will depend on the complexity of the project）標(biāo)準(zhǔn)的劃分取決于項目的復(fù)雜程度 總體規(guī)劃（藍圖） Master Plans 階段計劃 Stage Plans 具體計劃 Detailed Plans 個人(grn)工作計劃 Individual Work Plans 第29頁/共35頁第二十九頁，共35頁。Roles and Responsibilities ofProject Members

29、項目成員(chngyun)的角色和責(zé)任 Customer客戶 受益于項目Benefits from the project 制定初級要求Defines the original requirements. Project Owner項目主體 Takes ultimate responsibility for a project 對項目承擔(dān)最終成敗責(zé)任 Provides support from the rest of the business although they will not be managing the project themselves雖然不參與項目的管理(gunl)但是從

30、其他事情上提供支持 Project Manager who is nominated to 項目經(jīng)理是被授命于： Manage the team 管理(gunl)團隊 Bring to fruition the results wanted within the specified and agreed constraints.在特定的條件中完成任務(wù) 第30頁/共35頁第三十頁，共35頁。Project Management項目管理 Discussion討論(toln) What are the roles of a Project Manager 項目經(jīng)理的角色是什么？第31頁/共35頁第三

31、十一頁，共35頁。Role of Project Manager 項目經(jīng)理的角色(ju s)-1.Identify and assign Project Team members and appraise their performance2. 制定和分配團隊的工作評估績效3.2. Direct and organize the Project Team to develop the service platform4. 指導(dǎo)和組織項目成員去發(fā)展服務(wù)平臺5.Ensure that team members are skilled to perform and arrange training

32、when necessary6. 確保隊員們得到相應(yīng)技能培訓(xùn)7.Supervise and give consultation to team members during the project development8. 在項目的發(fā)展中提供指導(dǎo)和建議9.Report to the Project Owner periodically on the progress of the project10. 定期給給項目責(zé)任人匯報進程11.6. Ensure team members are well aware of the objectives of the project, and majo

33、r issues, decisions and targets 確保成員們很清楚項目的宗旨，主要問題，決定和目標(biāo)12.7. Resolve any conflicts and issues 解決內(nèi)部的沖突和爭論 13.8. Prepare project budget and secure the required resources i.e. budget, manpower, equipment, etc14. 準(zhǔn)備(zhnbi)項目的預(yù)算，取得必要的資源（預(yù)算，人力，設(shè)備)15.9. Manage risk through out the project 管理風(fēng)險貫穿整個項目16.10. Plan, schedule, and monito