項(xiàng)目管理學(xué)習(xí)總結(jié)PPT

1、項(xiàng)目管理知識(shí)體系與實(shí)踐主講人：趙軍來日 期：12345課程目標(biāo) Objectives and Roadmap項(xiàng)目管理框架Project Management Framework課程啟動(dòng)Project Initiating規(guī)劃項(xiàng)目工作Project Executing執(zhí)行項(xiàng)目管理計(jì)劃Project Executing6監(jiān)控項(xiàng)目計(jì)劃的實(shí)行Project Monitoring and Controlling7項(xiàng)目收尾Project Closing8職業(yè)與社會(huì)責(zé)任Professional and Social Responsibility 2022-2-17u單擊此處編輯文本樣式（個(gè)人根據(jù)需要進(jìn)行調(diào)整

2、）p第二級(jí)l第三級(jí)-第四級(jí)項(xiàng)目管理科學(xué)的發(fā)展Development of Project Management2022-2-17討論：項(xiàng)目成功的幾率有多大？Discussion: how many projects succeeded.2022-2-17討論：項(xiàng)目為什么會(huì)失敗Discussion: Why Projects Fail?nLack of User Involvement /Lack of User Involvement /缺少用戶參與缺少用戶參與nIncomplete Requirements /Incomplete Requirements /不完整的需求、規(guī)格不完整的需求、

3、規(guī)格& Specifications& SpecificationsnChanging Requirement & Specifications /Changing Requirement & Specifications /需求規(guī)格的變更需求規(guī)格的變更nLack of Executive Support /Lack of Executive Support /缺乏管理層的支持缺乏管理層的支持nTechnology Incompetence /Technology Incompetence /技術(shù)欠缺技術(shù)欠缺nLack of Resources /Lack of

4、 Resources /缺乏資源缺乏資源nUnrealistic Expectations /Unrealistic Expectations /不實(shí)際的期望不實(shí)際的期望nUnclear Time Frames /Unclear Time Frames /不現(xiàn)實(shí)的時(shí)間需求不現(xiàn)實(shí)的時(shí)間需求nNew Technology /New Technology /新技術(shù)新技術(shù)2022-2-17 世界紀(jì)錄 A Record 1983 1983年，圣地亞哥建筑行業(yè)發(fā)起了一項(xiàng)比賽，比賽年，圣地亞哥建筑行業(yè)發(fā)起了一項(xiàng)比賽，比賽建造建造20002000平方英尺單層房子的最短完工時(shí)間，要求達(dá)到平方英尺單層房子的最短完

5、工時(shí)間，要求達(dá)到入住水平。入住水平。2022-2-1790天課程目標(biāo)Project Objectives and Roadmap 2022-2-17對PMP考試胸有成竹總復(fù)習(xí)PMP模擬測試通過PMP考試參加PMP考試PMPCredential考試申請，基本要求n教育背景n適當(dāng)?shù)捻?xiàng)目管理經(jīng) 驗(yàn)n項(xiàng)目管理培訓(xùn)nPMI項(xiàng)目管理體系方法nPMP考試知識(shí)點(diǎn)講解n項(xiàng)目管理工具與技術(shù)n考試重點(diǎn)內(nèi)容提醒n針對性的隨堂練習(xí)n制定切實(shí)可行的學(xué)習(xí)計(jì)劃n仔細(xì)閱讀PMBOK各章節(jié)n熟悉PMBOK術(shù)語表n記憶PMBOK的過程n熟悉PMBOK各過程IIPOn閱讀推薦的參考書n參加討論組n做一些模擬練習(xí)題課程目標(biāo)Agenda

6、 and Goalsn項(xiàng)目管理框架 Project Management Frameworkn啟動(dòng)項(xiàng)目 Initiating a Projectn項(xiàng)目規(guī)劃 Project Planningn實(shí)施項(xiàng)目計(jì)劃 Project Plan Executionn監(jiān)控項(xiàng)目工作 Monitor and Control Project Executionn項(xiàng)目收尾 Project Closeoutn職業(yè)和社會(huì)責(zé)任 Professional & Social ResponsibilitynPMI的PMP考試 PMI PMP Program and PMP Examn測試 Exit Assessment20

7、22-2-17小結(jié)Section Summaryn項(xiàng)目成功的判定標(biāo)準(zhǔn)是“項(xiàng)目利害關(guān)系者滿意”n“項(xiàng)目厲害關(guān)系者滿意”的基礎(chǔ)是滿足他們的需求和期望n成功管理項(xiàng)目的第一條黃金法則是“清晰明確的了解每一個(gè)項(xiàng)目利害關(guān)系者的需求和期望”2022-2-17Module 1:Project Management Framework2022-2-17課程目標(biāo)Agenda and Goalsn項(xiàng)目和項(xiàng)目管理 Project and Project Managementn環(huán)境項(xiàng)目管理 Project Management EnvironmentnPMI項(xiàng)目管理模型 Project Management Model

8、 from PMI2022-2-17項(xiàng)目和項(xiàng)目管理Project and Project managementObjectiven項(xiàng)目的定義 Definition of a Projectn項(xiàng)目管理的定義 Definition of a Project ManagementnPMI的項(xiàng)目管理知識(shí)體系指南 A Guide to the Project Management Body of Knowledge2022-2-17項(xiàng)目What is a Project為提供某項(xiàng)獨(dú)特產(chǎn)品或服務(wù)所做的臨時(shí)性努力 臨時(shí)性 獨(dú)特產(chǎn)品、服務(wù)和結(jié)果 Unique Products, Services ,or Re

9、sults 逐步完善Progressive Elaboration2022-2-17項(xiàng)目和日常運(yùn)作Project and Ongoing Operations 日常運(yùn)作Operations Repetitive Ongoing Reset objectives & continue2022-2-17項(xiàng)目ProjectTemporaryBeginning & EndUniqueProduct or Service Definition of a Project項(xiàng)目ProjectTemporaryBeginning & EndUniqueProduct or Service

10、 Definition of a Project由人完成的由人完成的Performed by People受有限資源限制受有限資源限制Constrained by Resources需要計(jì)劃、執(zhí)行和控制需要計(jì)劃、執(zhí)行和控制Should be Planned, Executed and Controlled項(xiàng)目與組織目標(biāo)Project and Organizational Strategy2022-2-17 項(xiàng)目組合Project Portfolio計(jì)劃Program日常運(yùn)作Operations項(xiàng)目Project子項(xiàng)目Subproject活動(dòng)Activities組織戰(zhàn)略O(shè)rganizationa

11、l Strategy項(xiàng)目管理What is Project Management將項(xiàng)目管理的知識(shí)、技能、工具和技術(shù)應(yīng)用于項(xiàng)目活動(dòng)，以滿足項(xiàng)目的需求。The application of knowledge , skill, tools and techniques to project activities to meet project requirements. 識(shí)別需求Identifying requirement 設(shè)定清晰且可達(dá)成的目標(biāo)Establishing clear and achievable objective.均衡質(zhì)量、范圍、時(shí)間和成本等方面互不相讓的需求Balancing

12、 the competing demands按照各項(xiàng)目厲害關(guān)系者不同的需求和期望調(diào)整規(guī)格、計(jì)劃和方法。Adapting the specifications , plans, and approach 2022-2-17n目標(biāo)管理MBO Management by Objectiven按項(xiàng)目管理MBP Management Portfolio Managementn項(xiàng)目組合管理 Project Portfolio ManagementPMI的項(xiàng)目管理知識(shí)體系指南PMI的項(xiàng)目管理知識(shí)體系指南PMI PMBOK Guide PMIs A Guide to the Project Managemen

13、t Body Of Knowledge(PMBOK Guide)3rd Editionn僅僅是一個(gè)指南 A Guiden只收錄普遍公認(rèn)的那一部分知識(shí) Generally Recognized項(xiàng)目管理整體知識(shí)體系的子集n其他一些知識(shí)體系ISO 10006IPMAAPM BoKs2022-2-17PMI項(xiàng)目管理知識(shí)體系指南的目標(biāo)Purposes of PMBOK Guiden識(shí)別和解釋項(xiàng)目管理知識(shí)體系得到普遍公認(rèn)的那一部分。n共同的屬于匯編n基本參考文件nPMI相關(guān)認(rèn)證的參考文件2022-2-17項(xiàng)目管理團(tuán)隊(duì)需要的專業(yè)知識(shí)領(lǐng)域Purposes of PMBOK Guide n識(shí)別和解釋項(xiàng)目管理知識(shí)

14、體系得到普遍公認(rèn)的那一部分n共同的屬于匯編n基本參考文件nPMI相關(guān)認(rèn)證的參考文件2022-2-17項(xiàng)目管理團(tuán)隊(duì)需要的專業(yè)知識(shí)領(lǐng)域Areas of Expertise2022-2-17Project Management Body of KnowledgeGeneral ManagementKnowledge & Skills通用管理 知識(shí)和技能Interpersonal Skills人際關(guān)系技能PMBOK GuideUnderstandingThe Project Environment理解項(xiàng)目環(huán)境Application AreaKnowledge ,Standards& R

15、egulation項(xiàng)目管理體系PMI項(xiàng)目管理知識(shí)體系指南應(yīng)用領(lǐng)域知識(shí)標(biāo)準(zhǔn)與規(guī)章制度應(yīng)用領(lǐng)域知識(shí)、標(biāo)準(zhǔn)和規(guī)章制度Application Area Knowledge, Standards, and Regulationsn職能部門和輔助學(xué)科Functional departments and supporting disciplinesn技術(shù)因素Technical elementsn管理專門化Management specializationsn工業(yè)集團(tuán)Industry groups.n標(biāo)準(zhǔn)與規(guī)章制度Standards and Regulation2022-2-17理解項(xiàng)目環(huán)境Understan

16、ding the Project Environmentn文化與社會(huì)環(huán)境 Culture and social environmentn國際與政治環(huán)境 International and political environmentn自然環(huán)境 Physical Environment2022-2-17一般管理學(xué)的知識(shí)和技能General Management Knowledge and Skills財(cái)務(wù)管理與會(huì)計(jì) Financial management and accounting采購與采辦 Purchasing and procurement.銷售與市場營銷Sales and marketi

17、ng合同與商業(yè)法Contracts and commercial law.制造與分銷 Manufacturing and supply chain.物流與供應(yīng)鏈 Logistics and supply chain戰(zhàn)略規(guī)劃、戰(zhàn)術(shù)規(guī)劃與實(shí)施規(guī)劃Strategic planning, tactical planning, and operationalplanning.組織結(jié)構(gòu)、組織行為、人事管理、補(bǔ)償、福利與職業(yè)生涯Organizational structures, organizational behavior, personnel administration, compensation,

18、 benefits, and career paths.健康與安全保障 Health and safety practices信息技術(shù) Information technology.2022-2-17人際關(guān)系技能Interpersonal Skillsn交流溝通 Effective communicationn對組織施加影響 Influencing the organizationn領(lǐng)導(dǎo) Leadershipn激勵(lì) Motivationn談判與沖突管理 Negotiation and conflict managementn解決問題 Problem solving2022-2-17課堂練習(xí)Cl

19、ass Exercisen上海市軌道交通四號(hào)線工程n某貿(mào)易公司的計(jì)算機(jī)維護(hù)人員，經(jīng)常按照管理層和客戶的要求修改計(jì)算機(jī)程序n某通訊電子公司量產(chǎn)出一款新設(shè)計(jì)的手機(jī)n“讀者”雜志的出版發(fā)行2022-2-17項(xiàng)目管理環(huán)境Project Management EnvironmentObjectivesn事業(yè)環(huán)境因素 Enterprise Environment Factorsn項(xiàng)目管理的三重制約 Triple Constraintsn項(xiàng)目厲害關(guān)系者 Project Stakeholdersn項(xiàng)目的組織環(huán)境 Project Organization2022-2-17事業(yè)環(huán)境因素Enterprise Env

20、ironment Factsn基礎(chǔ)設(shè)施 Infrastructuren市場狀況 Marketplace conditionsn現(xiàn)在人力資源 Existing human resourcesn政府或行業(yè)標(biāo)準(zhǔn) Governmental or industry standardsn商業(yè)數(shù)據(jù)庫 Commercial databasesn組織或公司的文化與組成結(jié)構(gòu)Organizational or company culture and structuren項(xiàng)目管理信息系統(tǒng)Project management information systemsn公司工作核準(zhǔn)制度 Company work autho

21、rization systemn人事管理 Personnel administrationn厲害關(guān)系者風(fēng)險(xiǎn)承受力 stakeholder risk tolerances2022-2-17組織過程資產(chǎn)Organizational Process Assetsn組織進(jìn)行工作的過程與程序Organizations processes and procedures for conducting workProcesses GuidelinesProceduresTemplatesn組織整體信息存儲(chǔ)檢索知識(shí)庫Organizational corporate knowledge base for stor

22、ing and retrieving imformation2022-2-17項(xiàng)目管理三重制約Triple Constraints to Project management2022-2-17范圍 Scope (better)時(shí)間 Time (Faster) 成本 Cost (Cheaper)風(fēng)險(xiǎn)Risk質(zhì)量quality厲害關(guān)系者管理Stakeholder Management識(shí)別厲害關(guān)系者Identify Stakeholders識(shí)別厲害關(guān)系者的需求和期望Identify Stakeholders Needs and Expectations引導(dǎo)關(guān)系者的需求和期望Guide Stakeho

23、lders Expectations2022-2-17項(xiàng)目經(jīng)理技能要求Skills for a successful Project Manager2022-2-17組織影響Organizational Influence組織系統(tǒng) Organizational System組織文化與風(fēng)格Organizational culture and style組織結(jié)構(gòu)Organizational structure項(xiàng)目管理辦公室、項(xiàng)目支援辦公室、項(xiàng)目辦公室Project management office（PMO）Project support office（PSO）Project office （PO

24、）項(xiàng)目管理系統(tǒng)Project management system2022-2-17項(xiàng)目驅(qū)動(dòng)型n項(xiàng)目經(jīng)理承擔(dān)盈虧責(zé)任n項(xiàng)目管理是一種被認(rèn)可的職業(yè)n收入主要源于項(xiàng)目非項(xiàng)目驅(qū)動(dòng)型n項(xiàng)目很少n利潤主要源于生產(chǎn)n傳統(tǒng)方法n產(chǎn)品生命周期長兩大組織系統(tǒng)類型項(xiàng)目管理辦公室 PMOProject management office （PMO）2022-2-17The Repository Model 企業(yè)模型教練模型 The Coach Model管理者模型 The Manager Model企業(yè)PMOTheEnterprisePMO企業(yè)PMOTheEnterprisePMO1.Repository Model

25、倉庫模型標(biāo)準(zhǔn)化的項(xiàng)目管理方法論、工具和知識(shí)的集合2.Coach Model教練模型不同組織職能間項(xiàng)目管理活動(dòng)和職責(zé)的分享協(xié)調(diào)跨職能的溝通2.Manager Model管理者模型關(guān)注PMO項(xiàng)目管理能力的提升直接參與項(xiàng)目的管理活動(dòng)項(xiàng)目管理系統(tǒng)Project Management System由管理項(xiàng)目用的工具、技術(shù)、方法系、資源和程序組成的整體策略項(xiàng)目用的工具、技術(shù)、方法系、資源和程序組成策略程序Policies and Procedures項(xiàng)目管理流程Process工具與技術(shù)集Tools and Techniques模板Templates知識(shí)庫Knowledge Base2022-2-17方法論

26、methodologies工具Tools過程Processes直線職能式組織Functional Organizationn最普遍的組織形式n指揮線路明確、職能經(jīng)理（直線經(jīng)理）負(fù)責(zé)n清晰的職業(yè)發(fā)展路線n項(xiàng)目經(jīng)理幾乎沒有什么權(quán)利n多個(gè)項(xiàng)目競爭資源，競爭項(xiàng)目優(yōu)先級(jí)2022-2-17CEOFinanceMarketingI.T.ProductionStaffStaffStaffStaffStaffStaffStaffStaff項(xiàng)目式組織Project Organization2022-2-17CEOProjectmanagerProjectmanagerProjectManagerProjectma

27、nagerStaffStaffStaffStaffStaffStaffStaffStaffn項(xiàng)目經(jīng)理直接對CEO匯報(bào)，對項(xiàng)目擁有完整的權(quán)利n組織資源集中在項(xiàng)目和項(xiàng)目工作上n員工對項(xiàng)目的忠誠度高n沒有清晰的職業(yè)發(fā)展線路n沒有家的感覺矩陣式組織Matrix Organizationsn改善跨職能溝通n加強(qiáng)了項(xiàng)目經(jīng)理對資源的控制n多頭領(lǐng)導(dǎo)n管理協(xié)調(diào)復(fù)雜2022-2-17CEOProjectmanagerProjectmanagerProjectManagerProjectmanagerStaffStaffStaffStaffStaffStaffStaffStaff項(xiàng)目聯(lián)絡(luò)員與項(xiàng)目協(xié)調(diào)員Project

28、 Expeditor and Project Coordinator2022-2-17項(xiàng)目聯(lián)絡(luò)員和項(xiàng)目協(xié)調(diào)員的最大差別是在于是不是具有決策能力VP MarketingVP Eng.CEOVP ManuProjectExpeditorProjectCoordinator項(xiàng)目管理模型Project Management ModelObjectiven項(xiàng)目生命周期 Project life cyclen項(xiàng)目管理生命周期 Project management life cyclen項(xiàng)目管理知識(shí)領(lǐng)域 Project management knowledge area2022-2-17項(xiàng)目階段Projec

29、t phase 一組邏輯上相互關(guān)聯(lián)的項(xiàng)目活動(dòng)，通常以完成一項(xiàng)重大可交付成果而告終2022-2-17n為什么要分階段Why phasesn階段數(shù)目Phase countn可交付成果Deliverablesn驗(yàn)收站Phase exit，stage gate，kill point項(xiàng)目生命周期Project life cycle通常按順序排列的一組項(xiàng)目階段，起名稱與數(shù)量取決于參與項(xiàng)目的一個(gè)或多個(gè)機(jī)構(gòu)控制需要2022-2-17過程Project Processes 為了完成一系列事先制定的產(chǎn)品、成果或服務(wù)而需要執(zhí)行的相互關(guān)聯(lián)的行動(dòng)或活動(dòng)l迭代式的l綜合性的l項(xiàng)目管理過程l面向產(chǎn)品的過程2022-2-17

30、過程Process inputsoutputs輸入或依據(jù)產(chǎn)出或成果更多細(xì)節(jié)面向產(chǎn)品的過程項(xiàng)目管理過程項(xiàng)目管理過程組2022-2-17PlanDoCheckActPlanningProcessExecutingProcessMonitoring andControlling ProcessInitiatingProcessesClosingProcesses項(xiàng)目生命周期階段與過程Project Life Cycle and PM Process2022-2-17Monitoring and Controlling ProcessesInitiating Processesclosing Proc

31、essesPlanningProcessesExecutingProcessesMonitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcessesMonitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcessesMonitoring and Controlling ProcessesInitiati

32、ng Processesclosing ProcessesPlanningProcessesExecutingProcesses概念 Concept設(shè)計(jì) Design實(shí)施 Execution收尾 Finish項(xiàng)目開始項(xiàng)目結(jié)束Monitoring and Controlling ProcessesInitiating Processesclosing ProcessesPlanningProcessesExecutingProcesses過程組之間的重疊Overlap of Process Group2022-2-17TimeLevelOfactivityPhasestartPhaseFinis

33、hExecutingprocessesclosingprocessesplanningprocessesinitiatingprocessesMonitoring and controllingprocesses項(xiàng)目管理知識(shí)領(lǐng)域Project Processes and Project Phases2022-2-17ScopeMgt.Project Management IntegrationTimeMgt.CostMgt.QualityMgt.HRMgt.Comm.Mgt.RiskMgt.ProcureMgt.9 Knowledge AreasTools andTechniques課堂練習(xí)C

34、lass Exericisen項(xiàng)目過程與項(xiàng)目階段 Project Process and Project Phasesn項(xiàng)目生命周期特性 Project Management Life Cyclen項(xiàng)目管理知識(shí)領(lǐng)域 Project Managament Knowledge Areas2022-2-17Module 2:Project Initiation ManagementGuolin DENG,PMPProject management training . Consulting. CMay 20072022-2-17課程目標(biāo)Agenda and Goalsn啟動(dòng)過程組概述 Initiat

35、ing Processes Overviewn項(xiàng)目選擇 Select the Right Project Objectivesn項(xiàng)目目標(biāo)設(shè)定 Identify Project Objectivesn制定項(xiàng)目章程 Develop Project Chartern制定初步項(xiàng)目范圍說明書 Develop Preliminary Project Scope Statement2022-2-17啟動(dòng)過程組2022-2-17Initiating Process Group規(guī)劃過程組PLANNING PROCESS GROUP執(zhí)行過程組PLANNING PROCESS GROUP監(jiān)控過程組MONITORIN

36、G & CONTROLLING PROCESS GROUP綜合 Integration4.1 制定項(xiàng)目章程Develop Project Charter綜合 Integration4.1 制定項(xiàng)目初步范圍說明書Develop Preliminary項(xiàng)目論證Project Justificationn確保項(xiàng)目的需求已經(jīng)形成文字n了解客戶和其他項(xiàng)目利害關(guān)系者的要求n理解項(xiàng)目隊(duì)組織目標(biāo)的貢獻(xiàn)n激勵(lì)因素Stimuli,問題Problems，機(jī)會(huì)opportunities，運(yùn)營需求Business requirements市場需求 Market demands營運(yùn)需求 Business need

37、客戶要求 Customer request技術(shù)進(jìn)步 Technological advance法律要求 Legal requirement社會(huì)需要 Social need2022-2-17項(xiàng)目選擇Select the Right ProjectObjectivesn專家判斷 Expert Judgmentn財(cái)務(wù)測量指標(biāo) Financial Indicationn期望貨幣值及決策樹Expected Monetary value (EMV) and Decision Tree2022-2-17專家判斷Expert Judgment 專家：具有專門知識(shí)，或經(jīng)過特殊培訓(xùn)的任何集體或個(gè)人。來源包括：實(shí)施

38、組織內(nèi)的其他單位咨詢客戶在內(nèi)的利害關(guān)系者專業(yè)技術(shù)協(xié)會(huì)行業(yè)集團(tuán)n征求專家意見的常用方法集思廣益（頭腦風(fēng)暴法）BrainstormingDelphi技術(shù)Delphi Technique態(tài)勢分析 SWOT Analysis 2022-2-17集思廣益Brainstormingn利用專家意見的最廣泛使用的方法n暢所欲言，激發(fā)創(chuàng)造力n要避免一言堂廣泛使用在識(shí)別備選方案、識(shí)別風(fēng)險(xiǎn)等方面2022-2-17Delphi 技術(shù)Delphi TechniqueDelphi技術(shù)是專家就某一專題，如技術(shù)問題、項(xiàng)目范圍、項(xiàng)目估算、或者是項(xiàng)目風(fēng)險(xiǎn)，達(dá)成一致意見的一種方法?；疽?guī)則有：專家相互之間不碰面專家意見保持匿名以達(dá)

39、成一致意見為目標(biāo)使用Delphi技術(shù)有利于消除偏見。2022-2-17Delphi技術(shù)圖解2022-2-17Delphi TechniqueRound 1Round 2Round 3DELPHI TECHNIQUEThe process to build consensus態(tài)勢分析SWOT Analysis2022-2-17SWOT分析表：項(xiàng)目Project:制作人Prepared By:日期Date:正在考慮的戰(zhàn)略、目標(biāo)和目的：團(tuán)隊(duì)的強(qiáng)勢如何最好發(fā)揮強(qiáng)勢團(tuán)隊(duì)的弱勢如何減少弱勢的影響SW為項(xiàng)目/戰(zhàn)略/目標(biāo)提供的機(jī)會(huì)如何利用這些機(jī)會(huì)可能影響項(xiàng)目成功的威脅如何處理每個(gè)威脅OT項(xiàng)目選擇方法Proje

40、ct Selection Method量度對項(xiàng)目所有者的價(jià)值與吸引力，通常稱為決策模型或計(jì)量方法：n項(xiàng)目選擇準(zhǔn)則 通常以項(xiàng)目產(chǎn)品的價(jià)值意義 通常涉及到管理部門關(guān)心的各方面 尊重所有項(xiàng)目，選擇準(zhǔn)則一致n兩大類的方法 效益測定方法 比較方法、評分模型、效益貢獻(xiàn)或經(jīng)濟(jì)學(xué)模型 有約束的優(yōu)化方法 線性約束、非線性約束、動(dòng)態(tài)規(guī)劃、整數(shù)規(guī)劃、多目標(biāo)規(guī)劃等2022-2-17效益測量財(cái)務(wù)指標(biāo)Benefit Financial Measuresn凈現(xiàn)值NPV 越大越好Net Present Value n內(nèi)部報(bào)酬率IRR 越大越好Internal Rate of Return n投資回收期 越短越好Payback

41、 Periodn投資收益率ROI 越大越好Return On Investmentn收益成本比率BCR 越大越好Benefit /Cost Ratio 2022-2-17資金的時(shí)間價(jià)值Time Value of Moneyn現(xiàn)值PV與未來值FV，給定貼現(xiàn)率rPresent Value and Futures Value, WithDiscount Rate rn資金流、流入、流出Cash Flow In , Cash Flow Outn貼現(xiàn)現(xiàn)金流DCFDiscounted Cash Valuen內(nèi)部報(bào)酬率IRRInternal Rate of Return 2022-2-17(1)nFVPVR

42、(1)nFVFVr=(1)iiniiFVNPVPVr投資回收期Payback Period n項(xiàng)目A 投資回收期7個(gè)月 成本：$70,000 收益：$10,000/月n項(xiàng)目B 投資回收期5個(gè)月 成本：$100,000 收益：頭兩個(gè)月$5,000/月，以后$3,000/月2022-2-17項(xiàng)目A 投資回收期7個(gè)月項(xiàng)目B 投資回收期5個(gè)月StartMonth 1Month 2Month 3Month 4Month 5Month 6 Month 7-70,000-100,000-60,000-95,000-50,000-90,000-40,000-60,000-30,000-30,000-20,00

43、00-10,00030,000060,000期望貨幣值EMIExpected Monetary Value2022-2-17PointEarn122333465126-20決策樹Decision Tree2022-2-1749161.5992009012060結(jié)果Outcome期望貨幣值EMV13031.57821新建廠-120改造老廠-50產(chǎn)品需求強(qiáng)65%弱35%產(chǎn)品需求強(qiáng)65%弱35%決策點(diǎn)節(jié)點(diǎn)Decision Node狀態(tài)節(jié)點(diǎn)Chance Node課堂練習(xí)決策樹Class Exercise Decision Tree某廠準(zhǔn)備生產(chǎn)一種新產(chǎn)品，對未來三年市場預(yù)測資料如下： 需求量 高 中 低

44、 概率 0.3 0.5 0.2企業(yè)有兩個(gè)方案可供選擇： 1. 新建一個(gè)新產(chǎn)品車間，投資140萬元 2. 新建原有車間，投資60萬元兩種方案在不同自然狀態(tài)下年收益如下表： 需求量 高 中 低 新建收益 170萬 90 0 擴(kuò)建收益 100萬 50 202022-2-17設(shè)定項(xiàng)目目標(biāo)Identify Project ObjectivesObjectivesn確定項(xiàng)目管理策略Select the right project management strategyn量級(jí)估算 Order of Magnitude Estimatesn識(shí)別假設(shè)條件和制約因素Identifying Assumptions

45、and Constrainsn項(xiàng)目目標(biāo)必須貢獻(xiàn)于組織目標(biāo)Project Objectives and Organizational Strategy2022-2-17項(xiàng)目制約因素Project Constraints適用于項(xiàng)目，因而影響其績效的某些限制，如： 事先規(guī)定的項(xiàng)目預(yù)算Defined project Budget 合同條款 Contract Provisions 合同要求的交付日期Imposed Daten通常包括預(yù)算、質(zhì)量、時(shí)間、技術(shù)等n制約因素的管理 了解項(xiàng)目最本質(zhì)的制約因素是什么 用文字記錄項(xiàng)目制約因素n思考：管理層的指示2022-2-17項(xiàng)目假設(shè)條件Project Assump

46、tions指就計(jì)劃而言被視為正確、真實(shí)或肯定的因素。啟動(dòng)過程的輸出，其他很多過程的輸入要計(jì)劃未來，就必定有假設(shè)用文字記錄假設(shè)經(jīng)?；仡?、驗(yàn)證假設(shè)錯(cuò)誤的假設(shè)往往能夠毀掉項(xiàng)目2022-2-17確定項(xiàng)目管理策略Determine Project Management Strategyn了解組織文化及組織框架n了解組織的流程和策略n了解現(xiàn)有流程和標(biāo)準(zhǔn)n識(shí)別項(xiàng)目厲害關(guān)系者，了解他們的風(fēng)險(xiǎn)承受力n確定項(xiàng)目的生命周期 定義項(xiàng)目分階段工作內(nèi)容 定義階段可交付成果（Project Deliverables） 定義階段完成準(zhǔn)則和階段進(jìn)入準(zhǔn)則 （Exit Criteria and Entry Criterial）20

47、22-2-17量級(jí)估算Order of Magnitude Estimates項(xiàng)目早期信息不充分條件下的概要估算 Estimating in the early stages with less project information 與項(xiàng)目管理策略有關(guān) Related to the project management strategy 利用歷史資料 Proper use of Historical information2022-2-17項(xiàng)目目標(biāo)的基本原則Rules to Project ObjectivenSMART RuleSpecific 清晰明確Measurable 可測量Accu

48、rate 精確Realistic and tangible 實(shí)際n定義不當(dāng)?shù)捻?xiàng)目目標(biāo)增加項(xiàng)目風(fēng)險(xiǎn)Inappropriate objectives increase project risk2022-2-17項(xiàng)目目標(biāo)Project Objectivesn源自項(xiàng)目需求Project Requirements 對完成項(xiàng)目活動(dòng)所需資源的估算 不是指產(chǎn)品需求 受到項(xiàng)目管理策略的影響n必須與組織目標(biāo)相一致n通常包括時(shí)間、成本和范圍，也可以包括質(zhì)量目標(biāo)等其他方面的因素2022-2-17課堂練習(xí)Class Exercisen項(xiàng)目目標(biāo)的SMART準(zhǔn)則n項(xiàng)目通常含有哪些方面的目標(biāo)n項(xiàng)目目標(biāo)通常跟管理策略相關(guān)202

49、2-2-17項(xiàng)目啟動(dòng)過程Project Initiating ProcessesObjectivesn制定項(xiàng)目章程Develop Project Chartern制定項(xiàng)目 初步范圍說明書Develop Preliminary Project Scope Statement2022-2-17制定項(xiàng)目章程Develop Project Charter核準(zhǔn)項(xiàng)目或多階段項(xiàng)目的階段Authorizing the project or , in a multi-phase, a project phase.2022-2-17Inputs1. Contact(if applicable)2. Project

50、 statement of work3. EnterpriseEnvironment factors4. Organizational process assetsTools and Techniques1. Project selection methods2. Project management methodology3. Project managementInformation system4. Expert judgmentOutputs1. Project Charter項(xiàng)目章程Project Charter正式批準(zhǔn)項(xiàng)目的文件，授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源。主要包括： 商業(yè)需求及產(chǎn)品

51、說明 Requirement and business needs 項(xiàng)目目的或項(xiàng)目理由 Project purpose or justification 項(xiàng)目經(jīng)理及權(quán)限級(jí)別 Assigned project manager and authority level 總體里程碑進(jìn)度表 Summary milestone schedule and budget 假設(shè)與制約因素 Assumptions and constrains 經(jīng)營實(shí)例及投資收益分析 Business case , including return on investment2022-2-17項(xiàng)目章程的主要內(nèi)容Benefits o

52、f Project Chartern授權(quán)項(xiàng)目經(jīng)理調(diào)動(dòng)組織資源n正式確認(rèn)項(xiàng)目的存在n包括項(xiàng)目目標(biāo)的說明2022-2-17制定項(xiàng)目經(jīng)理Assign the Project Managern越早越好 ，通常應(yīng)該在計(jì)劃工作開始之前n賦予項(xiàng)目經(jīng)理為順利完成項(xiàng)目所需要的權(quán)力2022-2-17制定初步項(xiàng)目范圍說明書Develop Preliminary Project Scope statement利用項(xiàng)目章程與啟動(dòng)過程組的其他依據(jù)，為項(xiàng)目提出初步粗略高層定義初步范圍說明書的主要內(nèi)容包括： 項(xiàng)目產(chǎn)品及其驗(yàn)收標(biāo)準(zhǔn) 項(xiàng)目邊界描述 項(xiàng)目可交付成果 進(jìn)程歷程碑和其他項(xiàng)目目標(biāo) 項(xiàng)目配置管理要求 初步工作分解結(jié)構(gòu)、項(xiàng)目

53、組織和項(xiàng)目風(fēng)險(xiǎn) 審批要求 項(xiàng)目制約因素和假設(shè)條件2022-2-17課堂練習(xí)Class Exercise 在項(xiàng)目啟動(dòng)過程組，主要有那些工作內(nèi)容2022-2-17Module 3:Project Planning ManagementGuolin DEN, PMPProject Management Training . Consulting . CMay 2007 2022-2-17課程目標(biāo)Agenda and Goalsn項(xiàng)目規(guī)劃過程Project Planning Processesn規(guī)劃項(xiàng)目范圍、資源、以及組織Managing Project Scope, Resource, and Or

54、ganizationn時(shí)間估算及日程安排Time Estimating and Schedulingn成本估算及預(yù)算Cost Estimating and Budgetingn規(guī)劃質(zhì)量、風(fēng)險(xiǎn)、以及采購Planning Quality , Risk , and Procurement Activitiesn滿足項(xiàng)目厲害關(guān)系者對信息的需求Satisfy the Information Needs of Stakeholders2022-2-172022-2-17定義項(xiàng)目管理策略Identify management strategyn定義各領(lǐng)域的管理策略范圍規(guī)劃 Scope Planning質(zhì)量規(guī)

55、劃 Quality Planning人力資源規(guī)劃Human Resource Planning溝通規(guī)劃 Communications Planning風(fēng)險(xiǎn)管理規(guī)劃Risk Management Planning日程與成本管理策略n確定估算精度級(jí)別Identify accuracy level in estimatingn確定變更管理策略Identify strategies for Change Control2022-2-17滾動(dòng)計(jì)劃Rolling wave planning2022-2-17規(guī)劃項(xiàng)目范圍Planning Project ScopeObjectivesn產(chǎn)品范圍與項(xiàng)目范圍Pr

56、oject Scope and Product Scopen范圍規(guī)劃Scope Planningn范圍定義 Scope Definitionn制作工作分解結(jié)構(gòu) Create WBS 2022-2-17項(xiàng)目范圍Project Scope產(chǎn)品范圍Product Scope項(xiàng)目范圍Scope Planning Processesn范圍規(guī)劃 Scope Planning制作項(xiàng)目范圍管理計(jì)劃用文字記載項(xiàng)目的范圍如何定義、驗(yàn)證和控制用文字記載如何制作及定義工作分解結(jié)構(gòu)（WBS）n范圍定義 Scope definition制定書面范圍說明，作為今后項(xiàng)目抉擇的基礎(chǔ)從產(chǎn)品描述生成范圍說明書Scope state

57、ment要用到產(chǎn)品分析技術(shù)n制作工作分解結(jié)構(gòu) Create WBS將主要的項(xiàng)目可交付成果劃分為較小、更易管理的組成部分從范圍說明書生成工作分解結(jié)構(gòu)主要用到WBS分解2022-2-17范圍管理計(jì)劃Project Scope Management Plan項(xiàng)目團(tuán)隊(duì)確定、記載、核實(shí)、管理和控制項(xiàng)目范圍的指南Guidance on how project scope will be defined,Documented , verified, managed, and controlled根據(jù)初步項(xiàng)目范圍說明書編制詳細(xì)項(xiàng)目說明書的過程工作分解結(jié)構(gòu)制作、維護(hù)和核準(zhǔn)過程范圍核實(shí)及正式接受項(xiàng)目可支付成果的過

58、程處理項(xiàng)目申請的過程n估計(jì)項(xiàng)目范圍變更的頻度和幅度Estimate the expected frequency and magnitude of project scope changes2022-2-17產(chǎn)品分析Product Analysis產(chǎn)品分析涉及到對項(xiàng)目產(chǎn)品的進(jìn)一步理解。常有的產(chǎn)品分析方法有：n產(chǎn)品分解分析n系統(tǒng)工程n價(jià)值工程、功能分析、價(jià)值分析n質(zhì)量功能部署Quality Function Deployment( QFD)2022-2-17FVC項(xiàng)目范圍說明書Project Scope Statementn詳細(xì)說明項(xiàng)目的可交付成果，以及為提交這些可交付成果而必須展開的工作。范圍

59、說明書為未來的項(xiàng)目決策以及在利害關(guān)系者之間建立對項(xiàng)目范圍的共識(shí)提供形成文字的依據(jù)。主要內(nèi)容包括：項(xiàng)目論證Project Justification項(xiàng)目產(chǎn)品Product Scope項(xiàng)目可交付成果 Deliverables項(xiàng)目目標(biāo)Project Objectivesn要求簡明、清晰n分發(fā)給各主要項(xiàng)目利害關(guān)系者2022-2-17工作分解結(jié)構(gòu)WBSWork Breakdown Structure 將項(xiàng)目的整個(gè)工作范圍按項(xiàng)目要素的可交付成果分門別類進(jìn)行組織與定義的項(xiàng)目歸類方式。每向下一個(gè)層次，意味著對項(xiàng)目工作做更詳盡細(xì)致的定義。基本上是與項(xiàng)目范圍有關(guān)的便于項(xiàng)目利害關(guān)系者之間的溝通其他一些分解結(jié)構(gòu)，如組

60、織分解結(jié)構(gòu)OBS-Organizational Breakdown Stucture材料清單 BOM-Bill of Materials風(fēng)險(xiǎn)分解結(jié)構(gòu) RBSRisk Break Structure資源分解結(jié)構(gòu)RBSResource Breakdown Structure項(xiàng)目分解結(jié)構(gòu)的PBS便于估算、規(guī)劃、分派、控制2022-2-17WBS分解流程WBS Decomposition Process2022-2-171. 識(shí)別主要的可支付成果- 項(xiàng)目產(chǎn)品- 項(xiàng)目管理活動(dòng)1. 能夠被有效管理么？- 估算- 分配1. 是不是充分且必要2. 是否能清晰完整的定義3. 能否被恰當(dāng)?shù)嘏懦?、安排預(yù)算、分配？工作分解結(jié)構(gòu)表述Work Breakdown Structure Represen