生產(chǎn)企業(yè)項目管理基礎(chǔ)(1)

1、Project Management Workshop項目管理講座 Morning Workshop Objectives講座目標 在培訓的結(jié)束時，參與者將能夠: At the end of the training, participants will be able to:描述項目管理與綜合管理上的不同 Describe the difference between project management and general management定義項目以及項目的生命周期 Define Project and Project Life Cycle理解項目領(lǐng)導者在這個項目中的所處的角色和承

2、擔的責任 Explain the roles and responsibilities of the project leader列出管理一個項目的關(guān)鍵的成功因素 List the critical success factors for managing a project區(qū)分不同類型的項目規(guī)劃和項目規(guī)劃步驟 Identify the different types of project planning and planning processes利用項目管理軟件和技巧來管控預算和進程 Control budgets and schedules by using project manag

3、ement tools and techniques為突發(fā)事件及意外狀況制定一個風險管理計劃 Develop a risk management plan for contingency Course Content課程內(nèi)容 Definition of Projects項目的定義 Difference between Project and General Management項目和一般管理的區(qū)別Project Management Process 項目管理的步驟Investment Appraisal投資評估Project Life Cycle項目生命周期Definition定義What i

4、s a Project? 什么是項目？Definition定義A Planned Undertaking 一個計劃好的事業(yè)Definition定義The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project, while dealing with constraints on budget, time, resources and techn

5、ologies.在預算費用，時間，資源和技術(shù)有限的條件下為了達到或超過相關(guān)人員對項目的要求和期待對知識，技能，工具，技術(shù)等的應用。（即在一定時間內(nèi)，滿足一系列特定目標的多項相關(guān)工作的總稱。）Project Similarities 項目的相同點Define Goal制定目標Definite Time 制定時間Resource Budget 資源預算 Project Differences 項目的不同點Scale規(guī)模Technical Complexity 技術(shù)復雜度Technological Uncertainty 技術(shù)不確定性 What are the Differences? Projec

6、t Management 項目管理General Mangement 綜合管理VS.Project vs. General Management項目管理 V.S 綜合管理Nature性質(zhì)Focus關(guān)注點Team Structure 組織架構(gòu)Measure of Success成功的衡量標準Investment Appraisal投資評估Conventional Method 常規(guī)方法The Payback Method回收期法，償付方法The Average Rate of Return Method平均回收比率法 Discounting Method 折現(xiàn)法The Net Present V

7、alue (NPV) 凈現(xiàn)值The Internal Rate of Return (IRR) 內(nèi)部收益率Project Planning 項目規(guī)劃Example 舉例說明The Payback Method回收期法Time taken to pay back the initial cost of the project 收回最初成本所用的時間For projects that earn the same amount of net proceeds each year假設(shè)項目每年賺的凈收入是相同的 initial cost 最初成本= net proceeds純收入Drawback 缺點T

8、akes no account of the earning after the payback period for the full life of the project 在整個項目中不考慮回收期后的盈利Timing is ignored 時間的安排被忽略The Payback Method 回收期法Suitable for investment projects that 適合投資的項目有the cost is low and the project is completed in a short time投資少，周期短the investment is productive as s

9、oon as the initial cost is incurred一旦有初期成本投入就有高效的投資回報the net proceeds are easily determined.有很確定的純盈利The Average Rate of Return Method 平均收益率法The highest average rate of return is considered to be the most profitable 最高的平均收益率被認為是最盈利的 Gross Life of proceeds / investment= x 100% Initial cash investment總

10、銷售收入 / 投資期限= x 100% 初期現(xiàn)金投入Depreciation is allowed for in the calculation by using the formula 折舊率也可以加到在這個公式里計算 Average annual Average annual proceeds depreciation= x 100% Initial cash investment Average annual 年平均收入 年平均折舊= x 100% 初期現(xiàn)金投入The Average Rate of Return Method 平均收益率法Drawback 缺點:Comparable r

11、esults can only be obtained when the life spans of the projects are the same 只有相同壽命期限的項目才能比較The Average Rate of Return Method 平均收益率法Net Present Value Method (NPV)凈現(xiàn)值法 Discounts the expected future proceeds from a project to the present value of those incomes 從項目當前收入的現(xiàn)值中折扣預期的未來收益If the net present va

12、lue of the proceeds exceeds the initial cost, the investment will be profitable 如果凈現(xiàn)值超過了初期投入成本則這個投資是可盈利的Discounting rate to be applied 折扣率的應用Current rate of interest; or 當前利率或者Rate of interest that could be earned elsewhere if internal funds are used to finance the project為項目提供融資的其他內(nèi)部資金的利率 = 折現(xiàn)現(xiàn)值 項目

13、的初期成本(Discounted present value) (Initial cost of the project)Internal Rate of Return Method (IRR) 內(nèi)部收益率法IRR（財務內(nèi)部收益率） = The rate of interest that will reduce the proceeds from the project to the original cost 項目在整個計算期內(nèi)各年財務凈現(xiàn)金流量的現(xiàn)值之和等于零時的折現(xiàn)率（也就是使項目的財務凈現(xiàn)值等于零時的折現(xiàn)率 ）Project is profitable if項目只有在下列情況下才是盈利

14、的It equates with a reasonable return on capital invested or at least is more than the cost of borrowing the funds to finance the investment只有當投入資本能夠合理的回收或者至少高于借用于融資的資本If the proceeds from the investment are not regular 如果投入的收益不穩(wěn)定the only way to find the internal rate of return is by trial那么找到內(nèi)部收益率的唯

15、一方法是不斷嘗試摸索其他注意事項Other Considerations Sometimes difficult to estimate the future income from an investment project 我們經(jīng)常很難去評估一個投資項目的未來收入Quantifying the amount by which revenue will be raised may be extremely difficult 確定盈利的額度是更加困難的事情Difficult to quantify the risk element 很難去確定風險因素的數(shù)量Unforeseen circums

16、tances may invalidate the appraisal 無法預料到的情況也許會使你的評估作廢e.g. inflation 比如說通貨膨脹The life of the project may have been wrongly estimated 項目的生命周期也可能會被估算錯誤Government intervention may affect the project 政府的干預也會對項目的運作有影響Project Life Cycle項目的生命周期Divide each project into several project phases to provide bette

17、r management control and appropriate links to the ongoing operations of the performing organization 把每個項目分為幾個小階段是為了對執(zhí)行機構(gòu)的實施運作過程提供更好的管控和適當?shù)逆溄覥haracteristics of Project Phases Each project phase is marked by completion of one or more deliverables, which is/are:每個項目階段都以完成一個或多個可交付成果為標志Tangible, verifiab

18、le work product which form a generally sequential logic designed to ensure proper definition of the product of the project. 可交付成果是某種有形的，可驗證的工作成果，它會形成一個大致的順序邏輯旨在于確保產(chǎn)品有個恰如其分的定義The conclusion of a project phase is generally marked by phase-end reviews which are often called項目的最終階段一般會是階段末審查，它也叫經(jīng)常被稱為Phas

19、e exits, stage gates, or kill points 階段放行口，階段關(guān)卡或驗收站 For:Determine if the project should continue into its next phase, and決定這個項目是否能繼續(xù)到下一個階段Detect and correct errors cost effectively 有效檢測和糾正錯誤費用Characteristics of Project Life Cycle項目生命周期的特性Serves to define the beginning and the end of a project 用來定于一個

20、項目的開始和結(jié)束Determine which transitional actions at the end of the project are included and which are not 定義哪些過渡動作是屬于該項目的哪些是不屬于的Deliverables from the preceding phase are usually approved before work starts on the next phase 前階段的可交付成果一般需要在下個階段開始前被核準“Fast Tracking”快速跟進A subsequent phase is begun prior to

21、approval of the previous phase deliverables when the risks involved are deemed acceptable 當涉及的風險被認為是可以接受的前提下，后一個階段的開始會先于前一個階段的可交付成果的批準項目管理過程Project Management ProcessA series of activities embodied in a process of getting things done 在完成項目的過程中包含了一系列的活動規(guī)劃Planning組織Organization推動Motivation指導Directing管

22、控Controlling項目管理項目管理Project Management Process項目管理流程Planning規(guī)劃What are the organizations mission, objectives, goals and strategies? 組織的任務，目標和策略是什么？Organization組織Whats involved and why ? 哪些條件需要被涉及進來，為什么？Motivation激勵What brings out the best performance of people in supporting the organizations purpose

23、? 怎樣才能使這個項目中的隊員有最佳的表現(xiàn)Project Management Process項目管理流程Directing指示 Who decides what and when? 誰來決定做什么以及什么時候開始做Controlling管控 Who judges results and by what standards? 誰來對結(jié)果做出評價以及他的評判標準是什么? Project Management 項目管理 Exercise 練習 Project Planning Situation 項目規(guī)劃形勢Project Planning項目規(guī)劃Purpose目的Lays a solid fou

24、ndation for conducting a project 為執(zhí)行一個項目打下堅實的基礎(chǔ)Forms a baseline for other necessary activities such as project budgeting, project control and project administration 為其它必須的活動制定一個基線，比如說項目預算，項目控制和項目管理（行政方面）Makes people understand what they are expected to produce, what they have to do, and commit them

25、to do what is required. 使大家理解哪些是需要被提出的，哪些是需要去執(zhí)行的，然后使他們致力于完成那些要求Types of Plans 計劃類型Activity Plans行動計劃Resource Plans資源計劃Project PlanningThe Planning Process計劃的步驟Set measurable objectives 制定評判標準Identify activities and establish procedures確定活動建立規(guī)程Identify required resources (time, budget, man & equipmen

26、t)確定必要的資源(時間，預算，人力，設(shè)備）Analyze existing resources分析現(xiàn)有的資源Assign responsibility 分配任務Consider alternatives 考慮好備選方案Provide contingencies 提供意外事件的參考方案Establish check points and control mechanism建立檢查點和控制機構(gòu)Documentation 文件 Project PlanningCentral Limit Theory中心極限定理（趨中理論 ） O+P+(4 X M)E = 6 E = Expected time（預

27、期執(zhí)行時間） O = Most optimistic time（最樂觀，最少的用時） P = Most pessimistic time(最保守估定,最長可能用時） M = Most probable time （最可能的用時）Levels of Plans The number of levels (i.e. degree of details) of plans required will depend on the complexity of the project）標準的劃分取決于項目的復雜程度總體規(guī)劃（藍圖） Master Plans 階段計劃 Stage Plans 具體計劃 De

28、tailed Plans 個人工作計劃 Individual Work Plans Roles and Responsibilities ofProject Members項目成員的角色和責任Customer客戶受益于項目Benefits from the project制定初級要求Defines the original requirements.Project Owner項目主體Takes ultimate responsibility for a project 對項目承擔最終成敗責任 Provides support from the rest of the business alth

29、ough they will not be managing the project themselves雖然不參與項目的管理但是從其他事情上提供支持Project Manager who is nominated to 項目經(jīng)理是被授命于：Manage the team 管理團隊 Bring to fruition the results wanted within the specified and agreed constraints.在特定的條件中完成任務 Project Management項目管理 Discussion討論 What are the roles of a Proje

30、ct Manager 項目經(jīng)理的角色是什么？Role of Project Manager 項目經(jīng)理的角色-Identify and assign Project Team members and appraise their performance 制定和分配團隊的工作評估績效2. Direct and organize the Project Team to develop the service platform 指導和組織項目成員去發(fā)展服務平臺Ensure that team members are skilled to perform and arrange training whe

31、n necessary 確保隊員們得到相應技能培訓Supervise and give consultation to team members during the project development 在項目的發(fā)展中提供指導和建議Report to the Project Owner periodically on the progress of the project 定期給給項目責任人匯報進程6. Ensure team members are well aware of the objectives of the project, and major issues, decisions and targets 確保成員們很清楚項目的宗旨，主要問題，決定和目標7. Resolve any conflicts and issues 解決內(nèi)部的沖突和爭論 8. Prepare project budget and secure the required resources i.e. budget, manpower, equipment, etc 準備項目的預算，取得必要的資源