項目管理雙語教學課件：Session 1 - Learning Objectives

1、Project Management Course ObjectivesTo provide an understanding of the concepts, techniques, and decision tools available to manage projects.To expand the basic understanding of the importance of work breakdown structures and networks to planning, scheduling, and controlling projects.To provide a fr

2、amework for managing computer-based information system projects.To create an awareness of the importance of social capital and the need to manage project stakeholders.To provide an opportunity to practice effective project management. Course OutlineIntroduction, nature and importance of Project Mana

3、gementProject selection, and organisation strategyEffective project team organisationProject scope management and work breakdown structuresProject estimatingPlanning and network analysisProject risk managementProject leadership and team managementTracking project performance Assessmentopen-book exam

4、ination In-class participationMain group discussion To explain why project management is crucial in todays world.To define a project and differentiate projects from routine operationsTo establish the importance of projects in implementing organization strategyTo establish that managing projects is a

5、n act of balancing the technical and socio/cultural sides of the projectSession 1 - Learning Objectives What is a Project?Project DefinedA complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.Major Characteristics of

6、a ProjectHas an established objective.Has a defined life span with a beginning and an end.Requires across-the-organizational participation.Involves doing something never been done before.Has specific time, cost, and performance requirements. What is a project?definable purposecut across organization

7、al linesuniquead hoc What is a project?everything done the first time is a projectcan be constructing somethingroad, dam, buildingcan be organizing somethinga meeting, an election campaign, a symphony, a movieGETTING A NEW, COMPLEX ACTIVITY DONE Programs versus ProjectsProgram DefinedA series of coo

8、rdinated, related, multiple projects that continue over an extended time and are intended to achieve a goal.A higher level group of projects targeted at a common goal.Example:Project: completion of a required course in project management.Program: completion of all courses required for a business maj

9、or. Comparison of Routine Work with ProjectsRoutine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPodAttaching tags on a manufactured product ProjectsWr

10、iting a term paper Setting up a sales kiosk for a professional accounting meetingDeveloping a supply-chain information system Writing a new piano pieceDesigning an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs Wire-tag projects for GE and Wal-Mart Project Chara

11、cteristicsBecause projects are new (not at the repetitive operations stage), they typically involvehigh levels of uncertainty and riskdifficult to estimate resources requireddifficult to estimate time requiredTemporary activities by ad hoc organizations Dimensions of Complexitymagnitude of effortnum

12、ber of groups and organizations to be coordinateddiversity in skills or expertise neededusually the MORE COMPLEX, the more time and resources required Challenges of Modern Environmentshigh levels of risk and uncertainty from many interacting forces and variablesrapidly changing technologyrising cost

13、sincreased competitionfrequent resource shortagesmany opposing interest groups Project Management Featuresdiffers from repetitive operationsmarket and technology much less predictablegreater uncertainty of outcomesmore parties or organizations involvedDYNAMIC environment Information System Project F

14、eaturestechnological explosion286; 386; 486; Pentium; ?CASE tools; C+; GUI;highly volatile & expanding marketCAD/CAM; EDI; laptops; Internetuncertaintyis what requester wants feasible?how long will it take to program?will there be any bugs?many people involveduser group; systems designers; programme

15、rs; end users; the Systems Approachrecognize that organizations are made up of interrelated unitsneed coordinated goalsintegration benefits global objective attainmentall pull towards same goalPROJECTS are system of interrelated tasks and work unitsPROJECT MANAGEMENT unifies planning and work effort

16、s to accomplish multiple goals Project Goal DimensionsINTERRELATED DIMENSIONSCoststay within budgetTimestay within time schedule specifiedPerformanceend product performs to specificationsMaintain focus on all 3, control trade-offs Project EntitiesProject Manager coordinates efforts across functional

17、 areas; integrates planning & controls costs;schedules, assigns tasksProject Teamgroup of people doing what needs to be doneoften from different functions, organizationsProject Management Systemorganizational structure, information processing, procedures permitting integration of tasks and those who

18、 accomplish them Denver International AirportBozman 1994; Zetlin 1996; Montealegre & Keil 2000Designed as largest US airportCost & TimeEstimate $1.7 billion (to be done Oct 1993)Pre-construction budget $2.08 billionAug 1994 spent $3.2 billionFinal 16 months late（actually done Jan 1995）, $2 billion o

19、ver budget Project Critical Success FactorsBelassi & Tukel 1996Goal DefinitionDefine goals, scope, requirementsTop Management SupportContinued involvementUser InvolvementProject ManagerCompetent; on-siteOthersProject team, manpower, accurate estimates, test & train AdagesBrookss LawAdding manpower t

20、o a late software project makes it later.Throwing money at a project doesnt solve the problemTaking resources away from a project doesnt always make it easier either PROJECT MANAGEMENT (PMI Body of Knowledge PMBOK)1.Project Integration Management2.Project Scope Management3.Project Time Management4.P

21、roject Cost Management5.Project Quality Management6.Project Human Resource Management7.Project Communications Management8.Project Risk Management9.Project Procurement ManagementProject Cost Management, Project Time Management,Project Quality Management Project Risk ManagementProject Communication Ma

22、nagementProject Procurement ManagementProject Integration ManagementProject Human Resource ManagementProject Scope ManagementThe System of PMBOK Project Life Cycleeg. 一般工程建設(shè)項目生命周期描述階段1階段2階段3階段4做出建設(shè)項目的決策主要承包合同已簽署完成設(shè)施的建設(shè)全面投入使用可行性研究項目建議書可行性研究初步設(shè)計項目批準計劃與設(shè)計技術(shù)設(shè)計造價預算計劃安排合同訂立詳細計劃實施構(gòu)件制運土建工程安裝工程試車交付使用最終試車完畢進入

23、使用階段完成程度 100%eg. 美國新藥開發(fā)項目生命周期描述臨床前實驗和新藥研究調(diào)查申請形成穩(wěn)定性批準后期階段審驗活動遞交新藥申請注冊實驗開發(fā)過程后期審驗審批過程臨床前開發(fā)注冊工作藥物探源尋找和識別遞交與審批新藥研究調(diào)查申請研究過程發(fā)現(xiàn)臨床前開發(fā)搜尋后期活動發(fā)現(xiàn)搜尋至少十年專利形成過程毒理研究藥理研究臨床實驗3臨床實驗2臨床實驗1 The Challenge of Project ManagementThe Project ManagerManages temporary, non-repetitive activities and frequently acts independently

24、 of the formal organization.Marshals resources for the project.Is linked directly to the customer interface.Provides direction, coordination, and integration to the project team.Is responsible for performance and success of the project.Must induce the right people at the right time to address the ri

25、ght issues and make the right decisions. The Importance of Project ManagementFactors leading to the increased use of project management:Compression of the product life cycleGlobal competitionKnowledge explosionCorporate downsizingIncreased customer focusRapid development of Third World and closed economiesSmall projects that represent big problems Integrated