第六講：項(xiàng)目管理不只是微軟項(xiàng)目ppt課件

1、Topic 6 : Project Management第六講： 工程管理More Than Just MS project不只是微軟工程Paul GandelSyracuse UniversitySingapore Management UniversityGoals 目的2Provide an overview of Project ManagementBecome familiar with key project deliverablesPractice developing a project schedulePractice developing a risk analysis a

2、nd plan概述工程管理熟習(xí)主要的工程交付物練習(xí)制定工程進(jìn)度表練習(xí)制定風(fēng)險(xiǎn)分析及方案Reference Material參考資料Project Management I Background on organization PMBOK Excellent resource Project Management Body of Knowledge3專案管理學(xué)會(huì) 組織背景PMBOK 優(yōu)質(zhì)資源工程管理知識(shí)體系指南Project Definition工程的定義Defined beginning and endOne time effortProduces

3、an identifiable, measurable, unique product, service, result Project team works together for length of project4設(shè)定起始及終結(jié)一次性的任務(wù)產(chǎn)出一項(xiàng)可識(shí)別、可量度、獨(dú)一無二的產(chǎn)品、效力或結(jié)果工程進(jìn)展階段，全組并堅(jiān)作戰(zhàn)。Project Triggers工程觸發(fā)要素Market driven needs市場需求Organizational needs組織需求Customer needs顧客需求Technological advances科技進(jìn)展Legal requirements法律要求5B

4、enefits of Project Management工程管理的益處Improves ability to deliver project on-time, on-budgetProvides a methodology to followEnsures common understanding of project needs & deliverablesImproves productivityEnsures communication of project and product needsImproves qualityManages risk6提升準(zhǔn)時(shí)而不失預(yù)算地交付工程結(jié)果的才

5、干提供一個(gè)可遵照的方法確保對(duì)工程的需求及交付物有所共識(shí)提高消費(fèi)力確保對(duì)工程及產(chǎn)品的需求有足夠的溝通提升質(zhì)量管理風(fēng)險(xiǎn)Project Management 101 工程管理101Its All About Chunks! 一切皆為龐大工程Big Chunks 大塊頭Little Chunks 小塊頭7There has never been a task that could notbe done as long as it could be brokendown into small enough pieces!只需能化整為零、化繁為簡，任務(wù)便無難事了！Project Management 10

6、1Eight Key Questions Why is this chunk necessary?What measurable performance do we want from this chunk?What skills and attitudes will the person doing this chunk need?Who is going to do this chunk?What tasks need to be done to complete this chunk?Where is this chunk going to be done?How long will i

7、t take to do this chunk and when does it need to be finished?How much is this chunk going to cost?8為何必需進(jìn)展此工程？欲從這工程中獲得何種可量度的成果？參與該工程的人員需具備何種技藝和態(tài)度？誰將參與該工程？要完成此工程有何任務(wù)必需求做？此工程在哪里進(jìn)展？完成工程需多久？何時(shí)必需完成？工程本錢多少？Who Works on a Project?誰做工程的任務(wù)？9Project Manager Responsibilities工程經(jīng)理的責(zé)任Ultimate responsibility for pr

8、oject resultsIdentify and manage stakeholder expectationsSelect and motivate team membersManage project scopeManage the schedule and work effortsReport project progressAnticipate and manage risksManage costsFollow standard project management methodology10為工程結(jié)果負(fù)最后責(zé)任確定及管理相關(guān)利益者的期望挑選及激發(fā)組員管理工程范圍管理進(jìn)度報(bào)告工程進(jìn)

9、展預(yù)測及管理風(fēng)險(xiǎn)管理本錢遵照規(guī)范工程管理的方法Other People Involved (Stakeholders)其他相關(guān)人員(相關(guān)利益者)Sponsor responsibilitiesCustomer, end-user responsibilitiesExternal customer responsibilitiesProject Team responsibilities11資助人的責(zé)任顧客，最終享用者的責(zé)任外部顧客的責(zé)任工程小組的責(zé)任Managing within Constraints 在限制下作管理12Quality質(zhì)量Cost本錢Einstein discovers th

10、at time is actually money愛因斯坦發(fā)時(shí)間實(shí)踐上就是金錢Scope 范圍Time時(shí)間Project Management Knowledge Areas工程管理知識(shí)范圍Quality質(zhì)量Scope范圍Communications溝通Time時(shí)間Cost本錢Risk風(fēng)險(xiǎn)Human Resources人力資源Procurement采購13Key Project Deliverables主要工程交付物Project Charter工程章程Scope Statement范圍陳說Change Control轉(zhuǎn)變控制Project Schedule工程進(jìn)度表Status Report

11、情況報(bào)告Communication Plan溝通方案Risk Analysis & Plan風(fēng)險(xiǎn)分析及方案141 Project Charter工程章程Purpose:Formally recognizes project Usually the first document createdIdentifies:Project purposeProject importanceProject SponsorProject ManagerAuthorizes Project Manager to use resources (money and people)Signed by executiv

12、e empowered to commit money and people15目的正式確認(rèn)工程通常為第一份制定的文件需確定的要素:工程目的工程重要性工程資助人工程經(jīng)理授權(quán)工程經(jīng)理運(yùn)用資源(資金及人力)獲授權(quán)運(yùn)用財(cái)政及人力資源的行政人員簽署2 Scope Statement范圍陳說Purpose:Identify and communicate project work to be doneIdentifies:Project boundariesRequirementsImpact on other applicationsAssumptions, Constraints, RisksKey

13、 MilestonesRoles and ResponsibilitiesOverall Costs16目的:確定工程任務(wù)并就此溝通需確定的要素:工程界限需求對(duì)其他方面的影響假設(shè)、界限、風(fēng)險(xiǎn)重要里程碑角色及責(zé)任整體本錢3 Change Control轉(zhuǎn)變之控制Purpose:Ensure changes are managed and beneficial to projectIdentifies:Process for identifying and evaluating project changes Factors that must be evaluated to determine

14、effect of change on time, cost, scope, qualityStakeholders who must approve project changesProcess for implementing approved changes17目的:確保轉(zhuǎn)變?cè)诳刂浦虏?duì)工程帶來益處需確定的要素:確立及評(píng)價(jià)工程轉(zhuǎn)變的程序決議時(shí)間、本錢、范圍及質(zhì)量轉(zhuǎn)變帶來的效果之要素批核工程轉(zhuǎn)變的相關(guān)利益者實(shí)施已批核之轉(zhuǎn)變的程序4 Project Schedule工程時(shí)間表Purpose:Identify, sequence, and control the activities and

15、 resources needed for projectIdentifies:Project activities Order of activitiesPeople assigned to activitiesTime estimates for each activityLabor costs18目的:確定及順序列出工程所需的活動(dòng)及資源並加以控制需確定的要素:工程活動(dòng)活動(dòng)次序分派員工參與活動(dòng)每項(xiàng)活動(dòng)的時(shí)間估計(jì)勞工本錢5 Status Report情況報(bào)告Purpose:Provide information about project and/or individual progress

16、 to project manager and/or stakeholdersIdentifies:Activities completedActivities startedActivities planned for next periodActivities late or overdueIssues or concerns19目的:向工程經(jīng)理和/或相關(guān)利益者提供有關(guān)工程和/或個(gè)別活動(dòng)進(jìn)程的信息需確定的要素:已完成的活動(dòng)已開場的活動(dòng)已方案在下一階段進(jìn)展的活動(dòng)延遲或過期的活動(dòng)問題或關(guān)注6 Communication Plan溝通方案目的: 給予組員相關(guān)信息需確定的要素:需求接納信息的團(tuán)隊(duì)每

17、次溝通的目的每組需求的訊息信息提供有多頻密溝通方式20Purpose: Links people with the information they needIdentifies:Groups who should receive informationPurpose of each communicationInformation needed by each groupHow often information is providedType of communication7 Risk Analysis & Plan風(fēng)險(xiǎn)分析及方案Purpose:To identify risks, an

18、alyze their effect, and determine appropriate actionsIdentifies:Risk eventsProbability that risk will occurImpact if risk occursPreventative actionsContingency plan21目的:確定各種風(fēng)險(xiǎn)，分析其效果，制定適當(dāng)?shù)拇胧┬璐_定的要素:各種風(fēng)險(xiǎn)事件風(fēng)險(xiǎn)會(huì)發(fā)生的能夠性如風(fēng)險(xiǎn)發(fā)生會(huì)產(chǎn)生的效果預(yù)防措施應(yīng)變方案Risk Analysis and Plan Review風(fēng)險(xiǎn)分析及方案檢討PurposeIdentify risks (events th

19、at, if they occur, can have either a negative or a positive effect on the project).Contingency plans are developed for the known risks.Ensures common understanding of the risks and their contingency plans.TimingDuring Planning Process GroupTeam must understand project scope to create a meaningful an

20、alysis and plan.AudienceSponsorProject teamKey Stakeholders22目的確定各種風(fēng)險(xiǎn)(該事件假設(shè)發(fā)生，可對(duì)工程產(chǎn)生負(fù)或正面效果)為知風(fēng)險(xiǎn)制定應(yīng)變方案確保對(duì)風(fēng)險(xiǎn)及其應(yīng)變方案有所共識(shí)時(shí)間程序方案小組內(nèi)小組必需明白工程范圍，以作出有意義的分析及方案聽眾資助人工程小組主要的利益相關(guān)者Developing the Project Schedule編制工程進(jìn)度表Step 1 Develop a WBS (Work Breakdown Structure)Step 2 Define the activitiesStep 3 Develop a miles

21、tone listStep 4 Put the activities in orderStep 5 Estimate duration and workStep 6 Assign people to activities23步驟一：編制任務(wù)分解構(gòu)造步驟二 ：設(shè)定各項(xiàng)活動(dòng)步驟三：列出工程里程碑步驟四 ：將各項(xiàng)活動(dòng)排序步驟五：估計(jì)歷時(shí)及任務(wù)步驟六 ： 分派人手予各項(xiàng)任務(wù)24Beginning the Process程序開場Project Schedule 工程進(jìn)度表Divides work into smaller tasks that can be defined, estimated, and

22、 trackedDecompose tasks until each has known qualities: Each task has a deliverableCan be assigned to a personStart and end dates can be identifiedDuration is reasonable (two weeks or less)Work not defined in WBS is outside project scope25Step 1 Develop a Work Breakdown Structure步驟一 ：編制任務(wù)分解構(gòu)造細(xì)分任務(wù)成明確

23、、可估計(jì)及可跟進(jìn)的義務(wù)分解各義務(wù)直至其特質(zhì)可明確了解 一切義務(wù)均有一交付物可分派給某人員起始及終了日可訂明繼續(xù)時(shí)間合理 ( 2星期)沒有設(shè)定在任務(wù)分解構(gòu)造內(nèi)的任務(wù)均不屬工程范圍Step 2 Define the Activities步驟二 ：確定各項(xiàng)活動(dòng)Use WBS to create a complete list of activities for the projectThese activities will be added to the MS Project scheduleDescribe the work required for each activity. Include

24、 related information:PredecessorsResource requirementsDate requirementsConstraints and assumptions26Project Schedule 工程進(jìn)度表運(yùn)用任務(wù)分解構(gòu)造編制一完好的工程活動(dòng)清單這些活動(dòng)會(huì)列入微軟工程進(jìn)度表描畫各項(xiàng)活動(dòng)所需的任務(wù)，包括相關(guān)的信息前置義務(wù)資源要求日期要求約束條件及假設(shè)條件Step 3 Develop a Milestone List步驟三 ：列出工程里程碑Identifies all milestones in the projectGood communication to

25、ol at executive levelMilestone Examples:Make-or-Buy decisionApproval by upper managementEnd of a project phaseEquipment delivery dateEach milestone is placed in the project schedule 27Project Schedule 工程進(jìn)度表列出一切工程里程碑行政人員的良好溝通工具里程碑實(shí)例:外購或自制決策上級(jí)批核工程某階段的終結(jié)點(diǎn)設(shè)備交付日期一切里程碑均顯示在工程進(jìn)度表上Step 4 Put the Activities i

26、n Order步驟四：將各項(xiàng)活動(dòng)排序Determine logical relationships between activitiesWhat activities must wait until an earlier task is completed?What activities can start at the same time?What activities must finish at the same time?Lag time needed?28Project Schedule 工程進(jìn)度表推定各項(xiàng)活動(dòng)間的邏輯關(guān)系哪些活動(dòng)必需等到前一項(xiàng)完成后才開場？哪些活動(dòng)可同時(shí)開場？哪些活

27、動(dòng)必需同時(shí)完成？能否需求相隔時(shí)間？Step 5 Estimate Duration and Work步驟五：估計(jì)歷時(shí)及任務(wù)Determine resources needed for each activityEstimate the duration and work for each activityDocument assumptions made while estimating duration and work29Project Schedule 工程進(jìn)度表決議各活動(dòng)所需資源估計(jì)各活動(dòng)的歷時(shí)及任務(wù)估計(jì)歷時(shí)及任務(wù)的同時(shí)為工程假設(shè)前提建檔Be Honest in Your Assumptions!忠于現(xiàn)實(shí)的假設(shè)30Step 6 Assi