項(xiàng)目管理知識(shí)體系（下）課件

1、Project Management Workshop 項(xiàng)目管理培訓(xùn)（續(xù)）Scope 內(nèi)容Project quality management (Ch.8)項(xiàng)目質(zhì)量管理Project human resource management (Ch. 9)項(xiàng)目人力資源管理Project communications management (Ch. 10)項(xiàng)目溝通管理Project risk management (Ch. 11)項(xiàng)目風(fēng)險(xiǎn)管理Project procurement management (Ch.12)項(xiàng)目采購(gòu)管理Course Objectives 課程目標(biāo)Introducing the

2、 audience to key project quality management, HR management, communication management, risk management and procurement management concepts, tools and techniques給學(xué)員介紹關(guān)鍵的項(xiàng)目質(zhì)量管理，人力資源管理，溝通管理，風(fēng)險(xiǎn)管理和采購(gòu)管理的概念，工具和技術(shù)Enhancing the audiences understanding of the key concepts through applications 使學(xué)員在應(yīng)用過(guò)程中促進(jìn)對(duì)概念的理解

3、Exchanging project management experience with the audience與學(xué)員進(jìn)行項(xiàng)目管理經(jīng)驗(yàn)的交流Scope (1) 第1部分Project quality management (Ch.8) 項(xiàng)目質(zhì)量管理Project human resource management (Ch. 9)項(xiàng)目人力資源管理Project communications management (Ch. 10)項(xiàng)目溝通管理Project risk management (Ch. 11)項(xiàng)目風(fēng)險(xiǎn)管理Project procurement management (Ch.12)項(xiàng)

4、目采購(gòu)管理Three Fundamental Concepts三個(gè)基本概念 1、Quality質(zhì)量The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. 一個(gè)實(shí)體滿足明確或隱含需求的能力的特性的總和2、Grade質(zhì)量等級(jí)A category or rank given to entities having the same functional use but different requirements for quality.對(duì)給定實(shí)體

5、來(lái)說(shuō)，具有相同使用功能不同質(zhì)量要求的質(zhì)量范疇和等級(jí)Three Fundamental Concepts三個(gè)基本概念 Four Quality Management System四個(gè)質(zhì)量管理系統(tǒng)ISO 9000: Basic Quality systems applicable to all industries 基本質(zhì)量系統(tǒng)-應(yīng)用于所有行業(yè)QS 9000 (ISO 9000 + Automotive specific requirements)汽車業(yè)標(biāo)準(zhǔn)AS 9000 (ISO 9000 + Aerospace specific requirements)航空業(yè)標(biāo)準(zhǔn)TL 9000 (ISO 9

6、000 + Telecommunications specific requirements) 電信業(yè)標(biāo)準(zhǔn)ISO 9000 Quality SystemISO9000質(zhì)量系統(tǒng)The series of standards that outline the requirements for a quality management system developed by the International Organization for Standardization.國(guó)際標(biāo)準(zhǔn)化組織制定的系列標(biāo)準(zhǔn)，規(guī)定了質(zhì)量管理體系ISO 9000 standards provide a framework

7、for quality system. They apply to an organization as a whole instead of product. ISO 9000標(biāo)準(zhǔn)規(guī)定了質(zhì)量體系框架，應(yīng)用于組織整體而非單一產(chǎn)品Total Quality Management (TQM)全面質(zhì)量管理（TQM）Key Elements要點(diǎn)Top management commitment企業(yè)高層的承諾Continual improvement持續(xù)改進(jìn)Customer focus (internal and external)關(guān)注客戶（外部和內(nèi)部）Produce-ability 生產(chǎn)能力Usabi

8、lity 可用性Availability 有效性Reliability 可靠性Tools and training 工具與培訓(xùn)Maintainability可維護(hù)性Flexibility靈活性Social acceptability社會(huì)認(rèn)可度operability可操作性Four Key Quality Experts四位著名質(zhì)量管理專家JuranBreakthrough in attitudes 質(zhì)量管理觀點(diǎn)的突破Identify the vital few projects明確了重大問(wèn)題Determine how to overcome resistance給出了問(wèn)題解決方案Institu

9、te the change啟動(dòng)質(zhì)量管理問(wèn)題的解決Institute the controls開始質(zhì)量控制的實(shí)施Triple role concept (Owner, Designer, Constructor)提出了三個(gè)角色的概念（業(yè)主，設(shè)計(jì)單位，建設(shè)單位）Joseph M JuranFour Key Quality Experts四位著名質(zhì)量管理專家DemingCreate constancy of purpose for improvement提出了持續(xù)質(zhì)量改進(jìn)的目標(biāo)Adopt the new philosophy采用了新的思想體系Cease dependence on mass insp

10、ection取消了大規(guī)模質(zhì)量檢查Institute training啟動(dòng)了質(zhì)量管理培訓(xùn)工作Plan, Do, Check, Act cycle發(fā)現(xiàn)了PDCA循環(huán)Four Key Quality Experts四位著名質(zhì)量管理專家Taguchi IshikawaContinuous improvement processes (kaizen) 持續(xù)改進(jìn)過(guò)程(kaizen) Cause & Effect Diagrams (or Ishikawa of Fishbone Diagrams) 原因結(jié)果圖（魚骨圖）PM Knowledge Areas and Processes項(xiàng)目管理知識(shí)領(lǐng)域與過(guò)程8

11、. Quality質(zhì)量9. Human Resource10. Communication11. Risk12. ProcurementInitiatingPlanning8.1Quality planning質(zhì)量計(jì)劃9.1 Organizational planning9.2 Staff Acquisition10.1 Communications planning11.1 Risk identification11.2 Risk quantification11.3 Risk response development12.1 Procurement planning12.2 Solicit

12、ation planningExecuting8.2 Quality assurance質(zhì)量保證9.3 Team development10.2 Information distribution12.3 Solicitation12.4 Source selection12.5 Contract administrationControlling8.3 Quality control質(zhì)量控制10.3 Performance reporting11.4 Risk response controlClosing10.4 Administrative closure12.6 Contract clo

13、se-outQuality Planning質(zhì)量計(jì)劃Quality Planning identifying which quality stands are relevant to the project and determining how to satisfy them.質(zhì)量計(jì)劃-澄清與項(xiàng)目相關(guān)的質(zhì)量標(biāo)準(zhǔn)，并確定達(dá)到標(biāo)準(zhǔn)的方法Quality Policy 質(zhì)量政策Quality policy is “the overall intentions and direction of an organization with regard to quality, as formally ex

14、pressed by top management”.質(zhì)量政策是組織高層正式確定的組織的總體質(zhì)量方針The project management team is responsible for ensuring that the project stakeholders are fully aware of the policy.項(xiàng)目管理小組有責(zé)任確保項(xiàng)目干系人明確以上質(zhì)量政策Scope Statement 范圍描述Scope statement is the output of scope planning (5.2).范圍描述是范圍計(jì)劃的輸出 It should include: 它應(yīng)該包

15、含：1) project justification 項(xiàng)目起因2) Project product 項(xiàng)目產(chǎn)品3) project deliverables 項(xiàng)目交付件4) project objectives 項(xiàng)目目標(biāo)Tools and Techniques工具和技術(shù)Benefit/cost analysis 投入產(chǎn)出分析Benchmarking基準(zhǔn)比較Flowcharting流程圖Design of experiments試驗(yàn)設(shè)計(jì)Benefit產(chǎn)出Cost成本 Higher productivity更高的生產(chǎn)力 Lower costs更低的成本 Increased shareholder s

16、atisfaction提高股東滿意度The expense associated with project quality management activities.與項(xiàng)目質(zhì)量管理活動(dòng)相關(guān)的費(fèi)用Cause-and-effect diagrams /Ishikawa diagrams /fishbone diagrams 原因結(jié)果圖 /Ishikawa 圖 /魚骨圖System or process flowcharts 系統(tǒng)或過(guò)程流程圖Compare actual or planned to others of the industry average in order to generat

17、e ideas for improvement and to provide a standard by which to measure performance.將實(shí)際或計(jì)劃與業(yè)界平均進(jìn)行比較，促進(jìn)改進(jìn)建議的提出，并提出工作衡量標(biāo)準(zhǔn).Helps identify which variables have the most influence on the overall outcome協(xié)助確定對(duì)總體輸出產(chǎn)生的影響最大的變量Less rework較少的返工Quality Management Plan 質(zhì)量管理計(jì)劃It should describe how the project manag

18、ement team will implement its quality policy. 應(yīng)闡明項(xiàng)目管理小組如何貫徹質(zhì)量政策It must address quality control, quality assurance and quality improvement for the project. 應(yīng)致力于項(xiàng)目的質(zhì)量控制、質(zhì)量保證和質(zhì)量改進(jìn)In ISO9000 terminology, it should describe the project quality system: “the organizational structure, responsibilities proce

19、dures, processes, and resources needed to implement quality management”. ISO9000中的術(shù)語(yǔ)，需闡明質(zhì)量體系：“組織結(jié)構(gòu)，責(zé)任程序，流程和為貫徹質(zhì)量管理所需的資源?！監(jiān)perational Definitions 操作說(shuō)明An operational definition describes, in very specific terms, what something is, and how it is measured by the quality control process. 操作說(shuō)明應(yīng)以非常明確的條款，定義

20、某項(xiàng)工作是什么，如何用質(zhì)量控制流程來(lái)衡量。They are called metrics in some application areas. 在一些應(yīng)用領(lǐng)域，以上過(guò)程被稱為“韻律學(xué)”。Quality Assurance 質(zhì)量保證Quality Assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.質(zhì)量保證-定期對(duì)整個(gè)項(xiàng)目運(yùn)行情況進(jìn)行評(píng)估，以便使相關(guān)

21、人員確信項(xiàng)目質(zhì)量滿足相關(guān)標(biāo)準(zhǔn)。Quality Assurance -Inputs, Outputs, Tools & Techniques質(zhì)量保證-輸入、輸出，工具和技術(shù)1.Quality Management Plan (8.1.3.1)質(zhì)量管理計(jì)劃2.Results of quality control measurements質(zhì)量控制衡量的結(jié)果3.Operational definitions (8.1.3.2)操作說(shuō)明Inputs輸入1.Quality improvement質(zhì)量改進(jìn)Outputs輸出1. Quality planning tools and techniques質(zhì)量計(jì)

22、劃工具與技術(shù) 2. Quality audits質(zhì)量審計(jì)Tools & Techniques工具和技術(shù)Quality Audit 質(zhì)量審計(jì)A quality audit is a structured review of other quality managements activities. 質(zhì)量審計(jì)是對(duì)其他質(zhì)量管理活動(dòng)的結(jié)構(gòu)化審視The objective is to identify lessons learned. 質(zhì)量審計(jì)的目標(biāo)是確定經(jīng)驗(yàn)和教訓(xùn)Quality audit may be scheduled or random 質(zhì)量審計(jì)可以按計(jì)劃進(jìn)行，也可以隨機(jī)進(jìn)行Quality au

23、dit may be carried out by internal auditors or third parties such as quality system registration agencies.質(zhì)量審計(jì)可以由內(nèi)部審計(jì)人員進(jìn)行，也可以由第三方（比如質(zhì)量體系注冊(cè)代理機(jī)構(gòu)）承擔(dān)Quality Control -Inputs, Outputs, Tools & Techniques質(zhì)量控制-輸入，輸出，工具和技術(shù)1.Work results (4.2.3.1)工作結(jié)果2.Quality Management Plan (8.1.3.1)質(zhì)量管理計(jì)劃3.Operational defi

24、nitions (8.1.3.2)操作說(shuō)明4.Checklists (8.1.3.3)檢查表Inputs輸入1.Quality improvement質(zhì)量改進(jìn)2. Acceptance decisions接受決定3. Rework 返工4. Completed checklists完成的檢查表5. Process adjustments流程調(diào)整Outputs輸出Inspection檢查Control charts控制表Pareto diagrams柏拉圖（直方圖）Statistical Sampling統(tǒng)計(jì)抽樣Flowcharting流程圖Trend analysis趨勢(shì)分析Tools & T

25、echniques工具和技術(shù)Scope Verification & Quality Control范圍確認(rèn)和質(zhì)量控制 Scope verification is the process of formalizing acceptance of the project scope by the stakeholders. 范圍確認(rèn)-是項(xiàng)目干系人正式接受項(xiàng)目范圍的過(guò)程Main concern is the acceptance of the work result.主要關(guān)注點(diǎn)-是工作結(jié)果的驗(yàn)收Output - is formal acceptance.輸出-正式的驗(yàn)收Quality contro

26、l is monitoring specific project results質(zhì)量控制-是對(duì)特定項(xiàng)目成果的監(jiān)控Main concern is the correctness of the work result.主要關(guān)注點(diǎn)-是工作結(jié)果的正確性O(shè)utputs are quality improvement, acceptance decisions, rework, completed checklists, process adjustments 輸出-質(zhì)量改進(jìn)，驗(yàn)收決定，返工，完成的檢查表，流程調(diào)整Pareto Diagrams 柏拉圖Whats it? 什么是柏拉圖？A Pareto d

27、iagram is a histogram, ordered by frequency of occurrence, that show how many results were generated by type or category of identified cause. 柏拉圖是一個(gè)柱狀圖，按發(fā)生的頻率排序，表示各種不同種類的因素的影響程度Application 應(yīng)用Rank ordering is used to guide corrective action 按等級(jí)排序，用于指導(dǎo)糾正行為Drawbacks 缺點(diǎn)It cannot tell the influence or se

28、quence of the defects. The defect of greatest number might not be the primary one.不能辨明問(wèn)題影響或重要性順序，產(chǎn)生問(wèn)題多的地方不一定是問(wèn)題最嚴(yán)重的地方Terminology Differentiation 術(shù)語(yǔ)的區(qū)別Quality Audit (8.2.2.2) is a structured review of other quality management activities. It identifies lessons learned that can improve performance of t

29、his project or other projects within the performing organization. It can be scheduled or random, carried out by internal or external auditors. 質(zhì)量審計(jì)是對(duì)其他質(zhì)量管理活動(dòng)的結(jié)構(gòu)性審視。它總結(jié)學(xué)到的經(jīng)驗(yàn)和教訓(xùn)，用以改進(jìn)本項(xiàng)目或組織內(nèi)的其他項(xiàng)目的工作。它可以是有計(jì)劃的，也可以是隨機(jī)展開的，可以由內(nèi)部人員，也可以由外部人員執(zhí)行。Inspection (5.4.2) includes activities such as measuring, examinin

30、g, and testing undertaken to determine whether results conform to requirements. 檢查包括測(cè)量、檢驗(yàn)和測(cè)試以確定結(jié)果是否符合需求。1. Quality Audit & Inspection 質(zhì)量審計(jì)和檢查Prevention keeping errors out of the process 預(yù)防-避免差錯(cuò)在流程中出現(xiàn)Inspection keeping errors out of the hand of the customer 檢查-避免差錯(cuò)對(duì)用戶造成影響Terminology Differentiation 術(shù)

31、語(yǔ)的區(qū)別2. Prevention & Inspection 預(yù)防和檢查 Attribute Sampling （品質(zhì)抽樣）-The result conforms or it does not (yes or no). 結(jié)果符合或不符合要求Variables sampling（變量抽樣）-The result is rated on a continuous scale that measures the degree of conformity. 結(jié)果按照衡量符合度的連續(xù)的標(biāo)準(zhǔn)折算成比例Terminology Differentiation 術(shù)語(yǔ)的區(qū)別3. Attribute Sampli

32、ng & Variables Sampling品質(zhì)抽樣和變量抽樣Special causes unusual events特定原因-非尋常事件Random causes normal process variation隨機(jī)原因-通常的過(guò)程 變異Terminology Differentiation 術(shù)語(yǔ)的區(qū)別4. Special Causes & Random Causes 特定原因和隨機(jī)原因Tolerance The result is acceptable if it falls within the range specified by the tolerance 容限-在指定的公差范圍

33、內(nèi)結(jié)果可以被接受Control limits The process is in control if the result falls within the control limits 控制界限-如結(jié)果落在控制界限以內(nèi)則過(guò)程是可控的Terminology Differentiation 術(shù)語(yǔ)的區(qū)別5. Tolerance & Control Limits 容限和控制界限Quality Improvement質(zhì)量改進(jìn)Quality Planning質(zhì)量計(jì)劃Quality Assurance質(zhì)量保證Quality Control質(zhì)量控制Linkage 關(guān)聯(lián)圖QUESTIONS問(wèn)題Scope (

34、2)第2部分Project quality management (Ch.8) 項(xiàng)目質(zhì)量管理Project human resource management (Ch. 9)項(xiàng)目人力資源管理Project communications management (Ch. 10)項(xiàng)目溝通管理Project risk management (Ch. 11)項(xiàng)目風(fēng)險(xiǎn)管理Project procurement management (Ch.12)項(xiàng)目采購(gòu)管理Project Human Resource Management項(xiàng)目人力資源管理Organizational Planning (9.1) 組織的計(jì)

35、劃編制Staff Acquisition (9.2) 人員獲取Team Development (9.3) 團(tuán)隊(duì)建設(shè)Questions 問(wèn)題PM Knowledge Areas and Processes項(xiàng)目管理知識(shí)領(lǐng)域與過(guò)程8. Quality9. Human Resource人力資源10. Communication11. Risk12. ProcurementInitiatingPlanning8.1Quality planning9.1 Organizational planning組織的計(jì)劃編制9.2 Staff Acquisition人員獲取10.1 Communications

36、planning11.1 Risk identification11.2 Risk quantification11.3 Risk response development12.1 Procurement planning12.2 Solicitation planningExecuting8.2 Quality assurance9.3 Team development隊(duì)伍建設(shè)10.2 Information distribution12.3 Solicitation12.4 Source selection12.5 Contract administrationControlling8.3

37、 Quality control10.3 Performance reporting11.4 Risk response controlClosing10.4 Administrative closure12.6 Contract close-outOrganizational Planning組織的計(jì)劃編制Identifying, documenting and assigning project roles, responsibilities, and reporting relationships. 識(shí)別、記錄、分配項(xiàng)目角色、職責(zé)和匯報(bào)關(guān)系Organizational Planning

38、-Inputs, Outputs, Tools & Techniques組織的計(jì)劃編制-輸入、輸出，工具和技術(shù)Inputs輸入Project interfaces 項(xiàng)目界面Staffing requirements人員需求 Constraints 約束條件Outputs輸出Role and responsibility assignments角色和責(zé)任分配Staffing management plan 人員管理計(jì)劃Organization chart組織結(jié)構(gòu)圖Supporting detail詳細(xì)依據(jù)Tools & Techniques工具和技術(shù)Templates模板Human resour

39、ce practices人力資源管理慣例Organizational theory組織理論Stakeholder analysis項(xiàng)目干系人分析Forms of Organization組織形式Functional 功能型Matrix 矩陣型Weak Matrix 弱矩陣型Balanced Matrix 平衡矩陣型Strong Matrix 強(qiáng)矩陣型Projectized 項(xiàng)目型Input - Project Interface輸入-項(xiàng)目界面Organizational interface組織界面Technical interface within and between project ph

40、ases項(xiàng)目階段內(nèi)和階段之間的技術(shù)界面Interpersonal interface 人際關(guān)系界面Interface with subcontractors 和分包商的接口Interface with project concerned departments 和項(xiàng)目相關(guān)部門的接口New Product Transfer新產(chǎn)品移交Reporting relationships among individuals working on the project項(xiàng)目中不同個(gè)人之間的匯報(bào)關(guān)系Input - Staffing Requirements輸入-人員需求Staffing requirement

41、s define what kinds of skills are required from what kinds of individuals or groups and in what time frames.人員需求定義在什么時(shí)間段內(nèi)需要具備何種技能的個(gè)人和團(tuán)體。Staffing Pool Description資源池說(shuō)明The below characteristics of the potentially available staff should be considered when acquiring team members:獲取團(tuán)隊(duì)成員的時(shí)候，應(yīng)考慮下列特點(diǎn)：Previo

42、us experience 以前的經(jīng)歷Personal interests 個(gè)人興趣Personal characteristics are the individuals or groups likely to work well together as a team? 個(gè)人特點(diǎn)-這些個(gè)人或團(tuán)體能夠以一個(gè)團(tuán)隊(duì)很好地工作嗎？Availability 可用性Project Manager Roles and Responsibilities項(xiàng)目經(jīng)理的角色和職責(zé)Function 功能Roles 角色Qualifications 資格Experience and educational requir

43、ements 經(jīng)歷和教育需求* Although critical on most projects, the definition of project managers R&R can vary significantly by application area.項(xiàng)目經(jīng)理的角色和職責(zé)盡管在大多數(shù)項(xiàng)目中是非常關(guān)鍵的 ，但其也會(huì)隨應(yīng)用領(lǐng)域的不同有顯著的變化Constraints約束條件Constraining factors that may affect the organization of the project team are - 可能影響項(xiàng)目團(tuán)隊(duì)組織的約束因素有：Organizat

44、ional structure 組織結(jié)構(gòu)Collective bargaining agreements and labor law 集體協(xié)議和勞工法Team preferences 團(tuán)隊(duì)偏好Expected staff assignments 期望的人員分配Output - Staffing Management Plan輸出-人員管理計(jì)劃Staffing management plan describes when and how human resources will be brought onto and taken off the project team.人員管理計(jì)劃描述何時(shí)及如

45、何把人力資源投入或撤出項(xiàng)目組Appropriate reassignment procedure may: 合適的再分配程序可能包括：Reduce costs by reducing or eliminating the tendency to “make work” to fill the time between this assignment and the next 通過(guò)減少和消除為填補(bǔ)本次和下次任務(wù)分配之間的間隙而“制造工作”的趨勢(shì)，以降低成本 Improve morale by reducing or eliminating uncertainty about future emp

46、loyment opportunities 通過(guò)減少和消除關(guān)于未來(lái)雇傭機(jī)會(huì)的不確定性來(lái)提高士氣Output - Resource Allocation輸出-資源分配Responsibility matrix 責(zé)任矩陣Resource spreadsheets 資源表Resource Gantt charts 資源甘特圖Resource histograms 資源柱形圖Responsibility Assignment Matrix (RAM)責(zé)任分配矩陣A RMA is used to 責(zé)任分配矩陣（RAM）用于-Show who is responsible for what 表示誰(shuí)對(duì)某事負(fù)

47、責(zé)Show critical interfaces between units that may require special managerial coordination 表示需要管理協(xié)調(diào)的單位之間的關(guān)鍵接口Help the project manager keep track of who must approve what 幫助項(xiàng)目經(jīng)理明了審批關(guān)系Help the project manager keep track of who must report to whom 幫助項(xiàng)目經(jīng)理明了匯報(bào)關(guān)系Responsibility Assignment Matrix (RAM)責(zé)任分配矩陣（

48、RAM）P = participant參與者 A = Accountable負(fù)責(zé)者 R = Review required評(píng)審者 I = Input required需要的輸入S = Sign-off required需要的簽收Person人員Phase階段ABCDEF.Requirements需求SRAPPFunctional功能SAPPDesign設(shè)計(jì)SRAIPDevelopment開發(fā)RSAPPTesting測(cè)試SPIAPIllustrative Resource Histogram人力資源直方圖舉例高級(jí)設(shè)計(jì)師資源消耗人時(shí)資源消耗Jan一月Feb二月May五月Staff Acquisit

49、ion人員獲取Obtaining the human resources needed assigned to and working on the project.獲取分配到項(xiàng)目且在項(xiàng)目中工作的人力資源Staff Acquisition -Inputs, Outputs, Tools & Techniques人員獲取-輸入，輸出，工具和技術(shù)Inputs輸入Staffing management plan人員管理計(jì)劃Staffing pool description資源池說(shuō)明Recruitment practices招聘慣例Outputs輸出Project staff assigned項(xiàng)目人員

50、分配Project team directory項(xiàng)目組名錄Negotiations 談判Pre-assignment 事先指定Procurement 采購(gòu)Tools & Techniques工具和技術(shù)Tools - Negotiating工具-談判Negotiating involves conferring with others in order to come to terms or reach an agreement. 談判就是與其他人交換意見以達(dá)成條款或一致意見Negotiations occur around many issues, at many times, and at

51、many levels of the project. Project staff are likely to negotiate for any or all of the following: 談判圍繞很多問(wèn)題，很多次并在項(xiàng)目的不同層次發(fā)生。項(xiàng)目成員常在以下方面進(jìn)行談判Scope, cost and schedule objectives 范圍，成本和進(jìn)度目標(biāo)Changes to scope, cost, or schedule 范圍，成本或進(jìn)度變更Contract terms and conditions 合同條款和條件Assignments 分配Resources 資源The team

52、s influencing skills play an important role in negotiating staff assignments 團(tuán)隊(duì)影響力方面的技能在人員分配談判中作用很大Influencing the Organization對(duì)組織施加影響Influencing the organization involves the ability to “get things done”.對(duì)組織施加影響包括“使事情達(dá)成”的能力It requires an understanding of both the formal and informal structures of a

53、ll the organizations involved the performing organization, the customer, contractors, etc.它需要熟知正式和非正式組織的結(jié)構(gòu)-包含項(xiàng)目執(zhí)行組織，客戶，分包商等It also requires an understanding of the mechanics of power and politics.它也需要熟知權(quán)力和政治的機(jī)制Team Development團(tuán)隊(duì)開發(fā)Developing individual and group skills to enhance project performance.

54、 開發(fā)個(gè)人和團(tuán)隊(duì)的能力以提高項(xiàng)目績(jī)效It is “the team works well” + “every individual contributes”.它是“團(tuán)隊(duì)運(yùn)作良好”+“每個(gè)人做出貢獻(xiàn)”Team Development -Inputs, Outputs, Tools & Techniques團(tuán)隊(duì)開發(fā)-輸入，輸出，工具和技術(shù)Inputs輸入Project staff項(xiàng)目人員Project plan項(xiàng)目計(jì)劃Staffing management plan人員管理計(jì)劃Performance report 執(zhí)行情況報(bào)告External feedback 外部反饋Outputs輸出Perfo

55、rmance improvements績(jī)效改進(jìn)Input to performance appraisals輸入到績(jī)效評(píng)價(jià)系統(tǒng)Team-building activities團(tuán)隊(duì)建設(shè)活動(dòng)General management skills一般管理技能Reward and recognition systems 獎(jiǎng)勵(lì)和認(rèn)可系統(tǒng)Collocation 集中Training 培訓(xùn)Tools & Techniques工具和技術(shù)Stages of Team Development團(tuán)隊(duì)開發(fā)的階段Stage 階段Forming 形成Storming 劇變Norming 規(guī)范Performing 執(zhí)行Membe

56、rs Characteristics成員特性Task roles 任務(wù)角色I(xiàn)dea person 建議者Assimilator 接受者Evaluator 評(píng)估者Implementer 執(zhí)行者Team roles 團(tuán)隊(duì)角色Team builder 團(tuán)隊(duì)建設(shè)者Internal & external coordinator 內(nèi)部和外部的協(xié)調(diào)者M(jìn)ajor Barriers to Effective Team Building有效團(tuán)隊(duì)建設(shè)的主要障礙Different priorities, interests, and judgments of team members 團(tuán)隊(duì)成員不同的地位、興趣和觀點(diǎn)R

57、ole conflicts 角色沖突Lack of team member commitment 缺乏團(tuán)隊(duì)成員的承諾Communication problems 溝通問(wèn)題Geographic scatter of team members, etc. 項(xiàng)目成員地域分散，等等Symptom of Bad Teamwork不良團(tuán)隊(duì)運(yùn)作的征兆Frustration 挫折Lack of trust or confidence in the project manager 對(duì)項(xiàng)目經(jīng)理缺乏信任或信心Lack of synergy 缺乏協(xié)作Unhealthy competitions 不健康的競(jìng)爭(zhēng)Unpro

58、ductive meetings, etc.沒有結(jié)果的會(huì)議，等等Tools of Effective Team Development有效團(tuán)隊(duì)開發(fā)的工具Team building 團(tuán)隊(duì)建設(shè)Conflict management 沖突管理Reward & recognition 獎(jiǎng)勵(lì)和認(rèn)可Power & influence 權(quán)力和影響Motivation 激勵(lì)Training 培訓(xùn)Leadership Focus領(lǐng)導(dǎo)要點(diǎn)Leadership Focus 領(lǐng)導(dǎo)要點(diǎn)Forming - Socialization 形成-社會(huì)化Storming - Containment 劇變-牽引Norming -

59、Pattern recognition and design 規(guī)范-模式識(shí)別和設(shè)計(jì)Performing - Time and environment 執(zhí)行-時(shí)間和環(huán)境Leadership Style and Possible Problems領(lǐng)導(dǎo)風(fēng)格和可能的問(wèn)題Developing 發(fā)展型Can be over accommodating可能會(huì)過(guò)于隨和Delegating 授權(quán)型Can indicate abdication of responsibilities可能顯現(xiàn)責(zé)任的退讓Problem solving問(wèn)題解決型Can over involve stakeholders and pro

60、ject manager可能越過(guò)項(xiàng)目干系人和項(xiàng)目經(jīng)理Directing命令型Can be autocratic or dominating可能獨(dú)裁專制Problem Solving問(wèn)題解決Problem solving -問(wèn)題解決-involves a combination of problem definition and decision making.包含問(wèn)題定義和做出決定的結(jié)合Problem definition requires distinguishing between causes and symptoms 問(wèn)題定義需要區(qū)分原因和征兆Decision making inclu