澳洲注冊(cè)會(huì)計(jì)師-戰(zhàn)略管理會(huì)計(jì)CPA-SMA

1、第5章 Project ManagementPart A: Project managementProject is unique, high level of uncertainty, solution to a problem, defined start and finish time, consist of activities.Steps: project selection, planning, implementation; reviewProject selection: primary objectives: specification; budget; completion

2、 timekey criteria: strategic fit (support organizational strategy) ; risk analysisProject planning: Scheduling; optimizing cost and time; budgeting; performance measurement; incentivesProject implementation, control and monitor:Compare to milestone; project variance analysisProject completion and re

3、view:Determine final project costs and closing down the accounts.6 main types of organization structure for projects: (5.7)Project organizations: construction/software companyWithin the organization projects: Joint Ventures: challenges to maintain controlcollaborations: less formal, not always comme

4、rcial motive.Public private partnerships:Virtual projects: software developmentManaging international projects: difference with local project (5.9) more complex! 7 issues.Challenge for manager: strategic/workgroup/personal cultural fluencyPart B: Roles in Project management (5.11)Project sponsor: es

5、tablish objectives, high-level stakeholder relationship, resolve serious problemsProject manager: challenges includes: uncertainty, schedules and budgets, authority.Required skills: (5.12) Technical, interpersonalPinto (2010) key ways to exercises leadership:Acquiring project resources; motivating a

6、nd building teams; having a vision and solve problems; communicatingProject team: 2 approaches to organize: (5.15圖) 優(yōu)缺點(diǎn)（5.16表）task-force approach: set up specifically for the projectmatrix approach: members continue to work in their functional areasinternational project teams (5.17); Virtual project

7、 teams: challenges: building trust; method of communicationTrust: goodwill trust (keep their words); competence trust (perception of ability to deliver)Part C: SMA Roles in Project Selection (5.20)4 tasks for project selection: Strategic analysis/fit: project need to support organizational strategyS

8、takeholder analysis: internal/external stakeholderRisk assessment: identification, classification (5.25圖), prevention and monitoring.Financial analysis: NPV, project cost, forecasted CF, residual value, discount rate,IRR, profitability index(PI), payback, ROI residual income.Balancing stakeholder in

9、terests: (5.33) distributive justice vs procedural justicePart D: SMA Roles in Project planning (5.34)Steps: describe activities; derive budget and schedule; decide how to monitor; plan for completion.Scheduling tools: Gantt ChartsProject evaluation and review technique (PERT) diagrams: (5.39)Steps:

10、 1) draw a network diagramActivity on arrow(AOA), Activity on node(AON) (5.37)Steps: 2) calculate expected timeOptimistic(O), pessimistic(P,longest), Most likely (ML)Expected time(ET)=(O+4ML+P)/6VAR=(P-O)/6)2Steps: 3) define critical pathExpected occurrence time (EOT)(ET,VAR)Critical path is the lon

11、gest time. (bold/highlighted)Steps: 4) identify slackEarliest starting time (EST); latest starting time(LST)Slack= LST- EST (can indicated by dotted lines)Reallocate resource to tasks without slack.critical path method (CPM)crash time is the reduction in the duration of an activity that can be achie

12、ved by adding resources. (5.41)activity with the lowest cost-time slope will be first one to crash.Cost optimizing: additional cost of crashing an activity = incremental savingsProject budgeting: Budget function: allocate resources, facilitate control, benchmark and evaluate success, bring team memb

13、er cautious about budget overrun.Contracts: (5.43)Part E: SMA Roles in Project implementation, control and monitoring (5.44)Monitor: cost, time, quality.Control tools: budget and schedule variancesEarned value (EV) method: time vs cost (5.46 圖) CV (cost/spending variance)= EV- Actual cost (AC)SV (sc

14、hedule variance)= EV - budgetCPI (cost performance index) = EV / ACSPI (schedule performance index)= EV/BudgetEV cannot replace scheduling techniques like PERTRisk Management: Having right team; monitor known risks; monitor unknown risks: diagnostic and interactive control (5.52表)contingency responses: buffer of both time and resources, only triggered by sponsor in case concealing poor performance.Stakeholder management: Managing expectations and influencePart F: SMA Roles in Project completion and review (5.54)Specification satisf