PMBOK項(xiàng)目管理知識(shí)體系(上)

1、.Project Management Workshop 項(xiàng)目管理知識(shí)體系（上） .主要內(nèi)容nPMBOK Outline PMBOK 簡要介紹nExperience Sharing 經(jīng)驗(yàn)共享nCase Study 案例分析.Agenda 議程 Day 1 第1天Morning上午9:00-9:30 know each other 互相認(rèn)識(shí)9:30-10:30 PM overall introduction 項(xiàng)目管理總體介紹10:30-10:40 Tea Break 休息10:40-11:10 Questions 問題11:10-11:50 Case study1 Project informa

2、tion collection案例學(xué)習(xí)1：項(xiàng)目信息收集11:50-12:15 Case study2 Project Management plan案例學(xué)習(xí)2：項(xiàng)目管理計(jì)劃Afternoon下午2:00-2:10 Warm up 熱身2:10-3:10 Project scope management 項(xiàng)目范圍管理3:10-3:40 Questions 問題3:40-3:55 Tea Break 休息3:55-4:55 Case study 3 Scope statement 案例學(xué)習(xí)3：范圍陳述4:55-5:15 Case study 4 WBS exercise 案例學(xué)習(xí)4：WBS（工作分

3、解結(jié)構(gòu)）練習(xí).Agenda議程 Day 2 第2天Morning上午9:00-9:10 Warm up熱身9:10-10:10 Time Management 時(shí)間管理10:10-10:20 Tea Break休息10:20-10:50 Questions問題10:50-11:50 Case Study 5 Schedule exercise案例學(xué)習(xí)5：進(jìn)度表練習(xí)Afternoon下午2:00-2:10 Warm up熱身2:10-3:10 Cost Management 成本管理3:10-3:30 Integrate Management 集成管理3:30-3:45 Tea Break 休息

4、3:45-4:15 Questions 問題4:15-5:00 Case study 6 Quotation 案例學(xué)習(xí)6：報(bào)價(jià)單.Agenda 議程 Day 3 第3天Morning上午9:00-9:10 Warm up 熱身9:10-9:50 HP & Nortel PM Department IntroductionHP和北電項(xiàng)目管理部介紹9:50-10:10 HP Focus PM Introduction HP項(xiàng)目管理介紹10:10-10:40 HP PM Development ApproachHP項(xiàng)目經(jīng)理發(fā)展通道10:40-10:55 Tea Break 休息10:55-1

5、1:30 HP Project Analysis: case 1 Unicom HP項(xiàng)目分析：案例1 聯(lián)通11:30-12:00 HP Project Analysis: case 2 Post IIHP項(xiàng)目分析：案例2 郵政IIAfternoon下午2:00-2:10 Warm up 熱身2:10-3:30 Case study 7 Overall control案例學(xué)習(xí)7 總體控制3:30-3:45 Tea Break 休息3:45-4:20 IT SI project overall introduction and lessons learned sharingIT系統(tǒng)集成項(xiàng)目總體介紹

6、和經(jīng)驗(yàn)教訓(xùn)共享4:20-4:45 Huawei PM experience sharing case I華為經(jīng)驗(yàn)共享 案例14:45-5:10 Huawei PM experience sharing case II華為經(jīng)驗(yàn)共享 案例25:10-5:20 Training appraisal 培訓(xùn)評(píng)估.Introduction 學(xué)員自我介紹nName 姓名nBackground on project management 項(xiàng)目管理方面的背景nThe objectives to attend the workshop 參加研討班的目標(biāo)nOne sentence to summarize the

7、view on Project Management or Project Manager 用一句話概括對(duì)項(xiàng)目管理或項(xiàng)目經(jīng)理的認(rèn)識(shí).Course Objectives（課程目的） At the end of this course you will be able to: 本課程結(jié)束以后，你應(yīng)該能夠：nDescribe the Project Management Processes.描述項(xiàng)目管理的過程nUnderstand the common vocabulary in PMBOK. 理解PMBOK中的通用詞匯nDesign your project cycle. 設(shè)計(jì)你的項(xiàng)目周期nApp

8、ly project knowledge to project cycle.把項(xiàng)目管理知識(shí)應(yīng)用于你的項(xiàng)目周期.Course code of conduct課堂行為規(guī)范nAll course events will start on time please be ready. 準(zhǔn)時(shí)開始nYour participation in discussion is expected. 積極參與討論nAll ideas and beliefs should be respected. 所有想法和觀點(diǎn)和信仰都將受到尊重nYou are expected to apply what you have lear

9、ned to the exercises. 將所學(xué)的知識(shí)應(yīng)用于練習(xí)nYou are encouraged to ask questions. 多問. ?項(xiàng)目管理項(xiàng)目管理?PMI?PMP?PMBOK?Schedule進(jìn)度表進(jìn)度表Project Manager（項(xiàng)目經(jīng)理）零零總總的印象零零總總的印象. Reset! Reset! 清零清零!.Outline 大綱nPart I: Overall Introduction 總體介紹nPart II: Project processes (5 groups) 項(xiàng)目過程（5組）nPart III: Project management knowledge

10、 areas (9) 項(xiàng)目管理知識(shí)領(lǐng)域（9個(gè)）. Part I: Overall Introduction總體介紹.What is PMI? 什么是PMI？nProject Management Institute. (PMI)項(xiàng)目管理協(xié)會(huì)n目前世界上最大的、由研究人員、學(xué)者、咨詢顧問和項(xiàng)目經(jīng)理組建的全球性專業(yè)機(jī)構(gòu)。.What is PMP?什么是PMP？nProject Management Professional.項(xiàng)目管理專業(yè)人員nFrom early of 1980s. 始于八十年代初nOrganized by PMI. 由PMI組織認(rèn)證nMore 15,000 PMP till no

11、w. 目前有1萬5千多名通過認(rèn)證的人員.What is PMBOK什么是PMBOKnProject Management Body of Knowledge (PMBOK) PMBOK是項(xiàng)目管理知識(shí)體系nPMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是項(xiàng)目管理專業(yè)知識(shí)的總論nThe PMBOK Guide is a subset of generally accepted project management kno

12、wledge and practice. PMBOK導(dǎo)引是公認(rèn)的項(xiàng)目管理知識(shí)和實(shí)踐的入門性讀物nInitialed by PMI in late of 1970s. 由PMI初版于七十年代末.PMBOK Outline PMBOK要點(diǎn)Two clues in PMBOK 兩條主線：nProcesses (5 groups) 5組過程nKnowledge areas ( 9 ) 9個(gè)知識(shí)領(lǐng)域.What is a project?什么是項(xiàng)目？nA Project is a temporary endeavor undertaken to create a unique product or ser

13、vice. 項(xiàng)目是為了提供一個(gè)獨(dú)特的產(chǎn)品或服務(wù)而暫時(shí)承擔(dān)的任務(wù)。項(xiàng)目的特征是臨時(shí)性和單件性。 Goal oriented 目標(biāo)導(dǎo)向 Coordinated Undertaking of Interrelated Activities 合作完成相關(guān)活動(dòng) With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性.Project and Operation項(xiàng)目和操作的區(qū)別nProject 項(xiàng)目Performed by people由人執(zhí)行Constrained by limited resources.有限的資源Planned, execu

14、ted and controlled 計(jì)劃、執(zhí)行和控制 Temporary and Unique暫時(shí)性、唯一性nOperation操作Performed by people由人執(zhí)行Constrained by limited resources.有限的資源Planned, executed and controlled計(jì)劃、執(zhí)行和控制Ongoing and repetitive連續(xù)性、重復(fù)性.Project and Program項(xiàng)目和項(xiàng)目群nProject項(xiàng)目n temporary 暫時(shí)性n Unique 獨(dú)特的n Different from operations 不同于操作nProgra

15、m 項(xiàng)目群nA group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一個(gè)并行管理的項(xiàng)目群，可以比單個(gè)項(xiàng)目的管理獲得更多的好處nIncludes ongoing operations. 包含連續(xù)的操作nInvolve a series of repetitive or cyclical undertakings. 包括一系列重復(fù)或循環(huán)的操作Sometimes, they are Synonyms.有時(shí)，它們是同義詞.Proj

16、ect Management (1)項(xiàng)目管理（1）nProject Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 項(xiàng)目管理就是應(yīng)用有關(guān)項(xiàng)目活動(dòng)的知識(shí)、技能、工具和技術(shù)去達(dá)到或超越項(xiàng)目干系人對(duì)項(xiàng)目的需要和期望.Project Management (2)項(xiàng)目管理（2）nProject Managem

17、ent is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 項(xiàng)目管理是集成的努力和活動(dòng)。如果某一活動(dòng)失敗，這一部分通常會(huì)影響其他的部分。nThese interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrificing performance in another.

18、 這些交互作用常常在項(xiàng)目目標(biāo)之間取得平衡，這一部分的績效的提高可能需要另一部分績效的下降為代價(jià)nSuccessful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的項(xiàng)目管理，需要主動(dòng)地管理這些交互的活動(dòng)，以提高整個(gè)項(xiàng)目的績效.Management by projects按項(xiàng)目管理nDescribe an organizational approach to the management of ongoing

19、 operations. 描述連續(xù)性操作管理的組織方法nTreats many aspects of ongoing operations as projects in order to apply project management to them.將很多連續(xù)性的操作當(dāng)作項(xiàng)目，以便用項(xiàng)目管理的方法來管理。.Part II:Project Management Processes項(xiàng)目管理過程.Links Among Processes Groups in Phase 在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcesse

20、sExecutingProcessesClosingProcesses啟動(dòng)過程計(jì)劃過程實(shí)施過程控制過程收尾過程.Initiating Processes (1)啟動(dòng)過程nRecognizing the need for the project 確認(rèn)項(xiàng)目的需求nDetermining the project goals and objectives 確定項(xiàng)目的目標(biāo)nDefining stakeholder expectations 定義項(xiàng)目相關(guān)人員的期望值nDescribing the general project scope 說明基本的項(xiàng)目范圍nSelecting the initial m

21、embers of the project team 選擇基本的項(xiàng)目組成員.Initiation Processes (2)啟動(dòng)過程（2）nDocuments: 文件- Project Charter 項(xiàng)目任務(wù)書What should be included in Project Charter?項(xiàng)目任務(wù)書應(yīng)該包含那些內(nèi)容？.Project Charter項(xiàng)目任務(wù)書 Project Manager named 明確項(xiàng)目經(jīng)理 Purpose of the project 項(xiàng)目的目標(biāo) Identification of product or service to be delivered 確認(rèn)需要

22、交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由投資者和用戶簽署When a project is performed under contract, the Signed contract will generally serve as the projectCharter for the seller 當(dāng)一個(gè)項(xiàng)目屬于合同執(zhí)行時(shí)，簽定的合同將作為賣方的項(xiàng)目任務(wù)書.Links Among Processes Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesContr

23、ollingProcessesExecutingProcessesClosingProcesses啟動(dòng)過程計(jì)劃過程實(shí)施過程控制過程收尾過程.Planning Processes (1)計(jì)劃過程（1）nRefining the scope by balancing among quality, time and resource. 在質(zhì)量，時(shí)間和資源中取得平衡，從而進(jìn)一步明確范圍nActivity list and sequencing 活動(dòng)清單和次序nSchedule 進(jìn)度表nBudget 預(yù)算nDocumenting risk 風(fēng)險(xiǎn)分析nManagement Plan 管理計(jì)劃（成本、時(shí)間、

24、范圍、風(fēng)險(xiǎn)管理計(jì)劃等）nGet Project Plan approved by the appropriate stakeholders 得到相應(yīng)的主管核準(zhǔn)的項(xiàng)目計(jì)劃.Scope Definition范圍定義Scope Planning范圍計(jì)劃Resource Planning資源計(jì)劃Activity definition活動(dòng)定義Cost Estimate成本估算Activity duration estimate活動(dòng)時(shí)間估計(jì)Activity Sequence活動(dòng)順序Cost Budget成本預(yù)算Schedule Develop進(jìn)度表編制Project Plan Develop項(xiàng)目計(jì)劃編制P

25、lanning Processes 計(jì)劃過程Core Processes核心過程范圍管理時(shí)間管理成本管理.Planning Processes計(jì)劃過程Communication Planning溝通計(jì)劃Quality Planning質(zhì)量計(jì)劃Organization Planning組織計(jì)劃Staff Acquisition人員獲取Procurement Planning采購計(jì)劃Solicitation Planning詢價(jià)計(jì)劃Risk Identification風(fēng)險(xiǎn)管理Risk Qualification風(fēng)險(xiǎn)量化Risk Response Development風(fēng)險(xiǎn)應(yīng)對(duì)(Facilitat

26、ing Processes 輔助過程)風(fēng)險(xiǎn)管理采購計(jì)劃管理.Planning Processes (2)計(jì)劃過程Planning processes 計(jì)劃過程- Scope statement (scope Planning) 范圍陳述- WBS (S. Definition) 工作分解結(jié)構(gòu) - Activity List (Activity Definition) 工作步驟- Project network diagram (Act. Seq.) 項(xiàng)目網(wǎng)絡(luò)圖- Project Schedule (Schedule Development) 項(xiàng)目進(jìn)度表- Cost baseline (cost

27、 budgeting) 成本基線- Scope Management Plan (S. P.) 范圍管理計(jì)劃- Resource requirement (R. planning) 資源需求- Cost estimates (C. Estimating) 成本估算- Cost management plan (C. Estimating) 成本管理計(jì)劃- Project schedule management plan (Sch. Deve.) 項(xiàng)目進(jìn)度管理- Project Plan (Project Plan Development) 項(xiàng)目計(jì)劃.Links Among Processes

28、Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動(dòng)過程計(jì)劃過程實(shí)施過程控制過程收尾過程.Executing Processes (1)執(zhí)行過程（1）nSecuring the necessary resources to carry out the plan 保證執(zhí)行計(jì)劃所需的資源nLeading the team 領(lǐng)導(dǎo)團(tuán)隊(duì)nMeeting with team members 和團(tuán)隊(duì)成員開會(huì)nMonitoring p

29、rogress, measuring performance, and communicating with stakeholders 控制進(jìn)度，項(xiàng)目的績效和項(xiàng)目干系人的溝通nIdentifying and solving problems 識(shí)別并解決問題nResolving conflicts 化解沖突.Executing Processes實(shí)施過程Project Plan Execution項(xiàng)目計(jì)劃實(shí)施Information Distribution信息發(fā)布Solicitation詢價(jià)Source Selection供應(yīng)商選擇Team Development團(tuán)隊(duì)開發(fā)Contract Adm

30、inistration合同管理Scope Verification范圍確認(rèn)Quality Assurance質(zhì)量保證Facilitating Processes 輔助過程采購部分.Executing Processes (2)實(shí)施過程（2） Executing Processes 實(shí)施過程nWork result (in performance report) 工作結(jié)果 （在執(zhí)行情況報(bào)告中）nChange request 變更申請(qǐng).Links Among Processes Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesC

31、ontrollingProcessesExecutingProcessesClosingProcesses啟動(dòng)過程計(jì)劃過程實(shí)施過程控制過程收尾過程.Controlling Processes (1)控制過程nIdentifying deviation from the plan 偏離計(jì)劃的識(shí)別nTaking corrective actions to align actual progress with the plan 采取矯正措施以使實(shí)際進(jìn)展與計(jì)劃保持一致nReceiving and evaluating project change requests from stakeholders

32、接受和評(píng)價(jià)來自項(xiàng)目干系人的項(xiàng)目變更需求nReschedule project activities as necessary 必要時(shí)重新安排項(xiàng)目活動(dòng)nAdapting resource levels as necessary 必要時(shí)調(diào)整資源水平nChanging the project scope, as approved by the appropriate authority 得到授權(quán)者批準(zhǔn)后，改變項(xiàng)目范圍nAdjusting project goals and obtaining stakeholder acceptance 調(diào)整項(xiàng)目目標(biāo)并獲得項(xiàng)目干系人的許可.Controlling P

33、rocesses控制過程Cost controlSchedule ControlScope Change ControlRisk ResponseControlQuality ControlPerformanceReportingOverall Change ControlFacilitating Processes 輔助過程執(zhí)行情況報(bào)告總體改變控制風(fēng)險(xiǎn)應(yīng)對(duì)控制成本控制進(jìn)度控制范圍改變控制質(zhì)量控制.Controlling Processes (2)控制過程（2） Documents: 文件nPerformance report 執(zhí)行情況報(bào)告nLessons learned 經(jīng)驗(yàn)教訓(xùn).Links

34、 Among Processes Groups in Phase在過程組中的位置InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses啟動(dòng)過程計(jì)劃過程實(shí)施過程控制過程收尾過程.Closing Processes收尾過程nAcknowledging achievements and results 承認(rèn)功績和成果nObtaining final stakeholder acceptance 得到最終項(xiàng)目干系人（客戶）的認(rèn)可nClosing completed contra

35、cts 合同終結(jié)nFinalizing documentation of project lessons learned 項(xiàng)目經(jīng)驗(yàn)教訓(xùn)的最終定稿nReviewing the project process/outcome with stakeholders including team members. 和包含項(xiàng)目組成員在內(nèi)的項(xiàng)目干系人一起評(píng)估項(xiàng)目過程/成果nWriting the final project report 撰寫項(xiàng)目總結(jié)報(bào)告nShutting down the project office and disbanding the team關(guān)閉項(xiàng)目辦公室，解散項(xiàng)目組.Closing

36、 Processes收尾過程Contract Close-out合同終止Administrative Closure管理收尾.Overlap of Processes Groups in a Phase 過程群的交疊Phase Start 階段啟動(dòng)Phase Finish 階段結(jié)束LevelOfActivityInitiating Processes啟動(dòng)過程Planning Processes計(jì)劃過程Executing Processes實(shí)施過程Controlling Processes控制過程Closing Processes收尾過程活動(dòng)（資源投入）水平.Questions 1問題1nPMI

37、?nPMP?nPMBOK?n2 clues in PMBOK? PMBOK的2條線索？nHow many processes? 有多少個(gè)過程？nWhat are they?有那幾個(gè)過程？nHow many knowledge areas?有多少個(gè)知識(shí)領(lǐng)域？nWhat are they?有那些知識(shí)領(lǐng)域？Bonus獎(jiǎng)品Bonus獎(jiǎng)品.Question 2問題2n2 characteristics of Project? 項(xiàng)目的2個(gè)特征？nProject Management? 什么叫項(xiàng)目管理？nDrawing the relationship among processes?請(qǐng)畫出過程之間的關(guān)系圖

38、。nThe important document in Initiating processes?啟動(dòng)過程的重要文件是什么？nProject charter?什么是項(xiàng)目任務(wù)書？nRisk Identification which processes group?n風(fēng)險(xiǎn)識(shí)別在那一個(gè)過程組？nCost Estimating which processes group?成本估算在那一個(gè)過程組？nScope Definition which processes group?范圍定義在那一個(gè)過程組？ Bonus獎(jiǎng)品Bonus獎(jiǎng)品.BreakBreak休息.Warm Up 預(yù)備.Warm-up 熱身n各小

39、組派一個(gè)代表，在白板上畫圖。n時(shí)間：5分鐘項(xiàng)目管理有幾組processes? 請(qǐng)表述之間的關(guān)系.Part III: Project Management Knowledge Areas項(xiàng)目管理知識(shí)領(lǐng)域.Project Management Knowledge Areas項(xiàng)目管理知識(shí)領(lǐng)域 4.Project Integration Management項(xiàng)目集成管理5. Project Scope Management項(xiàng)目范圍管理6. Project Time Management項(xiàng)目時(shí)間管理7. Project Cost Management項(xiàng)目成本管理8.Project Quality Man

40、agement項(xiàng)目質(zhì)量管理9. Project Human Resource Management項(xiàng)目人力資源管理10. Project Communication Management項(xiàng)目溝通管理11. Project Risk Management項(xiàng)目風(fēng)險(xiǎn)管理12. Project Procurement Management項(xiàng)目采購管理.Part III: Project Management Knowledge Areas項(xiàng)目管理知識(shí)領(lǐng)域4. Project Integration Management項(xiàng)目集成管理.PM Knowledge Areas andPM Processes項(xiàng)

41、目管理知識(shí)領(lǐng)域和項(xiàng)目管理過程(12.6Contract Close-out)合同終止(10.4 Administr. Closure)管理收尾Closing7.4 Cost Control6.5 Schedule Control5.5 Scope Change Control4.3 Overall Change Control總體變更控制(10.3 Performance Rpt)執(zhí)行情況報(bào)告Controlling5.4 Scope Verification4.2 Project Plan Execution項(xiàng)目計(jì)劃實(shí)施Executing7.1 Resource Planning7.2 Cos

42、t Estimating7.3 Cost Budgeting6.1 Activity Definition6.2 Activity Sequencing6.3 Act. Duration Estimated6.4 Schedule Develop5.2 Scope Planning5.3 Scope Definition4.1 Project Plan Development項(xiàng)目計(jì)劃開發(fā)Planning5.1 InitiationInitiating7. Cost6. Time5. Scope4.Integration集成集成.4.1 Project Plan Development項(xiàng)目計(jì)劃編

43、制1.Other Planning outputs 其他計(jì)劃的輸出2.Historical information 歷史信息3.Organizational policies 組織的政策4.Constraints 約束條件5.Assumptions 假定1.Project Plan項(xiàng)目計(jì)劃2.Supporting detail詳細(xì)依據(jù)1.Project Planning Methodology 項(xiàng)目計(jì)劃方法論2.Stakeholders skills and knowledge 項(xiàng)目干系人的技能和知識(shí)3.PMIS 項(xiàng)目管理信息系統(tǒng)Tools & Techniques工具和技術(shù)工具和技術(shù)

44、Inputs輸入Outputs輸出.PMIS 項(xiàng)目管理信息系統(tǒng)nTools and techniques used to gather, integrate, and disseminate the outputs of the other project management processes.用于收集，集成和發(fā)布其他項(xiàng)目管理過程的輸出.PMIS Example項(xiàng)目管理信息系統(tǒng)的例子.Project Plan項(xiàng)目計(jì)劃 nProject Charter 項(xiàng)目任務(wù)書nScope statement (scope Planning) 范圍陳述（范圍計(jì)劃編制）nCost baseline (cos

45、t budgeting) 成本基線（成本預(yù)算）nProject Schedule (Schedule Development)項(xiàng)目進(jìn)度表（進(jìn)度表開發(fā)）nWBS (Scope Definition) 工作分解結(jié)構(gòu)（WBS）（范圍定義）nOrganizational planning 組織計(jì)劃編制nManagement plan 管理計(jì)劃- Project schedule management plan (Schedule Develop)項(xiàng)目進(jìn)度管理計(jì)劃（進(jìn)度表開發(fā)）- Scope Management Plan (S. P.) 范圍管理計(jì)劃（S.P.） .4.2 Project Plan E

46、xecution項(xiàng)目計(jì)劃實(shí)施1.Project plan項(xiàng)目計(jì)劃2.Supporting detail詳細(xì)依據(jù)3.Organizational policies組織政策4.Corrective action糾正措施1.Work results 工作結(jié)果2.Change requests 變更申請(qǐng)1.General Mgmt. Skill 一般管理技能一般管理技能2.Product skill & Knowledge. 產(chǎn)品知識(shí)和技能產(chǎn)品知識(shí)和技能3.Work authorization system工作授權(quán)體系工作授權(quán)體系4.Status review meetings 執(zhí)行狀況評(píng)價(jià)例

47、會(huì)執(zhí)行狀況評(píng)價(jià)例會(huì)5.PMIS 項(xiàng)目管理信息系統(tǒng)項(xiàng)目管理信息系統(tǒng)6.Organizational procedures 組織程序組織程序Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出.Work Authorization System工作授權(quán)系統(tǒng)nFormal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence.是批準(zhǔn)項(xiàng)目工作的正式程序，以確保在恰當(dāng)?shù)臅r(shí)間、合適的順序完成工

48、作 .Status Review Meetings狀況評(píng)價(jià)例會(huì)nRegularly 定期nExchange information 交換信息nInternal 內(nèi)部nWith customer 和客戶.4.3 Overall Change Control (1)總體變更控制nInfluencing the factors which create changes to ensure that changes are beneficial. 對(duì)保證能夠產(chǎn)生利益的變更因素施加影響nDetermining that a change has occurred確定變更是否已經(jīng)發(fā)生nManaging t

49、he actual changes when and as they occur. 當(dāng)變更發(fā)生時(shí)，管理實(shí)際的變更- Cost management plan (C. Estimating)-成本管理計(jì)劃（成本估算）.4.3 Overall Change Control (2)總體變更控制（2）n5.5 Scope Change Control 范圍變更控制n6.5 Schedule Change Control 進(jìn)度變更控制n7.4 Cost Change Control 成本變更控制n8.3 Quality Change Control 質(zhì)量變更控制n11.4 Risk Change Con

50、trol 風(fēng)險(xiǎn)變更控制n12.5 Contract Administration 合同管理.4.3 Overall Change Control (3)總體變更控制（3）1.Project plan項(xiàng)目計(jì)劃2.Performance reports執(zhí)行情況報(bào)告3.Change request變更申請(qǐng)1.Project Plan updates 項(xiàng)目計(jì)劃刷新2.Corrective action 糾正措施3.Lessons learned 經(jīng)驗(yàn)教訓(xùn)1.Change control system變更控制系統(tǒng)變更控制系統(tǒng)2.Configuration Mgmt.性能管理性能管理3.Performan

51、ce measurement執(zhí)行情況測(cè)量執(zhí)行情況測(cè)量4.Additional planning 補(bǔ)充計(jì)劃編制補(bǔ)充計(jì)劃編制5.PMIS 項(xiàng)目管理信息系統(tǒng)項(xiàng)目管理信息系統(tǒng)Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出.Change Control System變更控制系統(tǒng)nA collection of formal, documented procedures that defines the steps by which official project documents may be changed. It includes the pa

52、perwork, tracking system, and approval levels necessary for authorizing changed.一系列正式的、文檔化的程序，它定義了正式的項(xiàng)目文檔變更的步驟。變更控制系統(tǒng)包括文檔工作、跟蹤系統(tǒng)和用于授權(quán)變更的批準(zhǔn)層次。nCCB-change control board 變更控制委員會(huì)（CCB）nEmergency case 緊急情況.Configuration Management性能管理nAny documented procedure used to apply technical and administrative dir

53、ection and surveillance to: 一種成文的程序，用來進(jìn)行技術(shù)和行政指揮及監(jiān)督，其目的是要： Identify and document the functional and physical characteristics of an item or system.識(shí)別某一工作項(xiàng)或系統(tǒng)的功能和物理特性，并形成文件。Control any changes to such characteristics.控制這些特性的變化Record and report the change and its implementation status. 記錄并報(bào)告變化及其實(shí)施狀態(tài)Audi

54、t the items and system to verify conformance to requirements. 對(duì)工作項(xiàng)和系統(tǒng)進(jìn)行審計(jì)， 對(duì)其是否符合要求進(jìn)行鑒定.Part III: Project Management Knowledge Areas項(xiàng)目管理知識(shí)領(lǐng)域5. Project Scope Management項(xiàng)目范圍管理項(xiàng)目范圍管理.PM Knowledge Areas andPM Processes項(xiàng)目管理知識(shí)領(lǐng)域和項(xiàng)目管理過程(12.6Contract Close-out)合同終止(10.4 Administr. Closure)管理收尾Closing收尾收尾7.4

55、 Cost Control成本控制6.5 Schedule Control進(jìn)度控制5.5 Scope Change Control范圍變更控制4.3 Overall Change Control總體變更控制(10.3 Performance Rpt)執(zhí)行情況報(bào)告Controlling控制控制5.4 Scope Verification范圍確認(rèn)4.2 Project Plan Execution項(xiàng)目計(jì)劃實(shí)施Executing實(shí)施實(shí)施7.1 Resource Planning資源計(jì)劃7.2 Cost Estimating成本估算7.3 Cost Budgeting成本預(yù)算編制6.1 Activit

56、y Definition活動(dòng)定義6.2 Activity Sequencing活動(dòng)順序6.3 Act. Duration Estimated活動(dòng)期間估算6.4 Schedule Develop進(jìn)度表開發(fā)5.2 Scope Planning范圍計(jì)劃5.3 Scope Definition范圍定義4.1 Project Plan Development項(xiàng)目計(jì)劃開發(fā)Planning計(jì)劃計(jì)劃5.1 Initiation啟動(dòng)Initiating啟動(dòng)啟動(dòng)7. Cost成本成本6. Time時(shí)間時(shí)間5. Scope范圍范圍4.Integration集成集成.Project Scope Management項(xiàng)

57、目范圍管理nProject Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully項(xiàng)目范圍管理的任務(wù)，是確保項(xiàng)目全部包含且只包含那些必需的工作，以成功完成項(xiàng)目。.Project Scope and Product Scope項(xiàng)目范圍和產(chǎn)品范圍Project Scope項(xiàng)目范圍nDescribe the wor

58、k required to deliver the product 說明交付產(chǎn)品所必需的工作nMeasured against the project plan 與項(xiàng)目計(jì)劃相對(duì)應(yīng)Product Scope產(chǎn)品范圍nDescribe the product to be delivered 說明所交付的產(chǎn)品nMeasured against the requirements 與需求相對(duì)應(yīng).5.1 Initiation (1)啟動(dòng)（1）nInitiation is the process of formally recognizing that a new project exists or tha

59、t an existing project should continue into its next phase.啟動(dòng)是正式確認(rèn)一個(gè)新項(xiàng)目存在,或現(xiàn)存項(xiàng)目可以進(jìn)入下一階段的過程nStimulin 項(xiàng)目得到批準(zhǔn)基于以下一個(gè)或者多個(gè)主要的原因A market demand 市場(chǎng)需要A business need 業(yè)務(wù)需要A customer request 客戶需要A technological advance 技術(shù)領(lǐng)先的需要A legal requirement 法律的需要.5.1 Initiation (2)啟動(dòng)（2）1.Product Description產(chǎn)品說明2.Strategic

60、plan 戰(zhàn)略計(jì)劃3.Project select-ion criteria 項(xiàng)目選擇標(biāo)準(zhǔn)4.Historical information 歷史信息1.Project charter項(xiàng)目任務(wù)書2.Project managerIdentified/assigned項(xiàng)目經(jīng)理選定/指派3.Constraints約束條件4.Assumptions假定1.Project selectionMethods 項(xiàng)目選擇法2.Experts judgment專家判斷法Tools & Techniques工具和技術(shù)工具和技術(shù)Inputs輸入Outputs輸出.Product Description產(chǎn)品描述The product description d