7項目管理培訓教材ppt課件

1、工程管理培訓.目錄工程管理概覽工程管理過程引見工程管理知識領域引見PROJECT軟件入門檢驗案例分析.興隆國家對工程管理的認識曾經(jīng)相當成熟工程管理具有普遍性工程管理對工程的勝利具有重要作用工程管理需求特殊的管理方法工程管理曾經(jīng)開展成為一門管文科學越來越多的組織、企業(yè)開場注重工程管理據(jù)預測，工程經(jīng)理將成為21世紀年輕人的首選職業(yè).相關組織和知識體系PMI Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Professional)PMP認證考試.工程的定義P

2、ROJECT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration.工程管理的定義PROJECT MANAGEMENT is the application of knowledge, skills, tools, and techniques to project activities to meet project requirementsScope, time, c

3、ost, and qualityStakeholders with differing needs and expectationsIdentified requirements needs and unidentified requirements expectations.工程管理的相關知識構(gòu)造常見的工程管理知識與實際普通的管理知識和實際運用領域的知識與實際.工程的利益相關者Stakeholders積極參與工程，或其利益遭到工程執(zhí)行過程或工程勝利完成的影響的個人和組織。工程經(jīng)理客戶運營中的組織出資人.外部影響規(guī)范法規(guī)國際化文化社會、經(jīng)濟、環(huán)境.工程階段的劃分Each project pha

4、se is marked by completion of one or more deliverables.Deliverable: tangible, verifiable work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively.工程生命周期Project life cycle serves to define the beginning and the end of a proje

5、ct.Project life cycle V.S. Product life cycleprogramsubproject.工程組織職能式矩陣式弱矩陣平衡矩陣強矩陣工程式工程經(jīng)理職責工程經(jīng)理授權(quán)工程經(jīng)理時間工程協(xié)調(diào)力度.工程管理五大階段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes.工程管理過程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesC

6、losing Processes.工程管理九大知識領域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement Management.Project Integration Managem

7、ent工程方案、執(zhí)行和控制的不同過程的綜合集成工程管理與企業(yè)日常運營的集成產(chǎn)品范圍與工程范圍的集成不同職能部門的成果的集成工程中各約束條件的集成.Project Scope ManagementProduct scope v.s. Project scope.InitiationOutputs:Project charterProject manager identified/assignedConstraintsAssumptions.Scope PlanningOutput:Scope statementSupporting detailScope management.Scope Def

8、inition目的：提高估算本錢、時間、資源的準確度定義 衡量和控制工程績效的基線明確職責的分派Output:Work Breakdown Structure WBS正確的范圍定義是工程勝利的關鍵.Scope VerificationScope verification v.s. quality control.Scope Change Control目的：影響產(chǎn)生范圍變化的要素，以保證變化是有益的確定范圍的變化會發(fā)生對變化能否曾經(jīng)發(fā)生和發(fā)生的時間進展管理.產(chǎn)生變化的主要緣由一個外部事件如政府法規(guī)的改動在產(chǎn)品范圍定義中發(fā)生的失誤在工程范圍定義中發(fā)生的失誤增值引起的變化如新技術(shù)的引入.Proje

9、ct Time ManagementActivity Definitionactivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed time.Activity SequencingDependenciesMandatory, Discretionary, ExternalPDMAON: FS, FF, SS, SFADMAOA: FSGERT: Loop or conditional branches.Schedule Development思索要

10、素：工程網(wǎng)絡圖活動順序活動時間估計資源需求可獲得資源日歷工程、資源限制條件假設前提活動的時間間隔.Schedule Development幾種常見的表示方法緊縮時間的方法CPMCrashingFast trackingResource leveling.Schedule Control關鍵途徑法最早啟動時間ES最遲啟動時間LSFloat舉例.Project Cost ManagementResource PlanningCost EstimatingCost BudgetingCost Control.常用術(shù)語PV: Present ValuePV = FV / 1+rnNPV: Net Pr

11、esent ValueNPV = PVBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work Performed.Project Quality ManagementQuality policyProject & ProductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s. Inspected inManagement responsibilityPDCA with phases.Project Quality Mana

12、gementQuality PlanningQuality AssuranceQuality Control.Cost of QualityPrevention CostsAppraisal CostsFailure CostsInternalExternal.Quality ControlChecklistPareto diagramsCause-and-Effect diagram.Pareto Diagram Sample.Quality ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustm

13、ents.Project Human Resource Management工程的暫時的特點，必然導致人員和組織的關系總是不斷改動和具有暫時性。企業(yè)中的人力資源管理普通都不是工程管理者的直接責任，但作為工程的管理者，必需充分認識到這方面的管理要求對完成工程的保證作用。與溝通管理親密相關.Organizational PlanningIdentifying, documenting, assigningroles, responsibilities, reporting relationshipsRAM.RAEW.團隊才干組合專業(yè)知識組織協(xié)調(diào)才干操作型專家型協(xié)調(diào)型決策型.Staff Acquis

14、ition與職能部門或其他工程的經(jīng)理睬談預先指定的從外部獲得采購.Team DevelopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.Project Communications Management典型的工程經(jīng)理有75% - 90%的時間用于溝通Communications PlanningCommunications DistributionPerfo

15、rmance ReportingAdministrative Closure.溝通的規(guī)模.工程經(jīng)理的根本職責PlanningOrganizingLeadershipControl工程經(jīng)理有75% - 90%的時間用于溝通.工程經(jīng)理權(quán)威的來源正式任命獎勵懲罰專業(yè)才干人格魅力.X - Y 實際X實際：以為普通情況下工人都是懶惰的，需求監(jiān)管Y實際：假設工人們不遭到監(jiān)管時也都情愿任務.Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin

16、-lose.Performance ReportingStatus reportingProgress reportingForecasting.Performance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work PerformedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performance I

17、ndexCPI = BCWP / ACWP.Performance ReportingBAC: Budgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EAC.Performance Management經(jīng)過繼續(xù)的溝通，發(fā)

18、現(xiàn)問題并處理問題，不斷提高績效.Project Risk Management貫穿在整個工程過程中包括內(nèi)部風險和外部風險同時意味著要挾和時機充分思索本錢要素.Concepts.Risk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and interpretationThresholdsReporting formatsTracking.Risk IdentificationTypical project risk:promotion, mar

19、ket, political, technical, financing, environmental, construction(cost, schedule), operating, organizational, integration, force majeure.Risk Identification OutputsOutputs:Risks (events & conditions)Triggers (symptoms)Inputs to other processes.Qualitative Risk AnalysisDetermine the importanceP - I M

20、atrixRisk probabilityRisk consequencesProject assumptions testingassumption stabilityconsequences.Quantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBeta distributionTriangular distributionMonte Carlo simulation.Quantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magnitude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 n.Risk Response DevelopmentAvoidanceTransferenceMitigationAcceptance.Risk Monitoring and Control保證風險管理方案的執(zhí)行隨時留意方案中的風險的征兆隨時留意方案外的風險的能夠.Procurement PlanningMake - or - Buy analysisContract type selectionFi