企業(yè)項(xiàng)目管理培訓(xùn)資料

項(xiàng)目管理培訓(xùn)喬?hào)|2001年10月目錄項(xiàng)目管理概覽項(xiàng)目管理過(guò)程介紹項(xiàng)目管理知識(shí)領(lǐng)域介紹PROJECT軟件入門測(cè)驗(yàn)案例分析發(fā)達(dá)國(guó)家對(duì)項(xiàng)目管理的認(rèn)識(shí)已經(jīng)相當(dāng)成熟項(xiàng)目管理具有普遍性項(xiàng)目管理對(duì)項(xiàng)目的成功具有重要作用項(xiàng)目管理需要特殊的管理方法項(xiàng)目管理已經(jīng)發(fā)展成為一門管理科學(xué)越來(lái)越多的組織、企業(yè)開(kāi)始重視項(xiàng)目管理?yè)?jù)《Fortune》預(yù)測(cè)，項(xiàng)目經(jīng)理將成為21世紀(jì)年輕人的首選職業(yè)相關(guān)組織和知識(shí)體系PMI（ProjectManagementInstitute)PMBOK(ProjectManagementBodyOfKnowledge)PMP(ProjectManagementProfessional)PMP認(rèn)證考試項(xiàng)目的定義PROJECTisatemporaryendeavorundertakentocreateauniqueproductorservice.Operationv.s.ProjectTemporary&Unique&ProgressiveElaboration項(xiàng)目管理的定義PROJECTMANAGEMENTistheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiestomeetprojectrequirementsScope,time,cost,andqualityStakeholderswithdifferingneedsandexpectationsIdentifiedrequirements（needs）andunidentifiedrequirements（expectations）項(xiàng)目管理的相關(guān)知識(shí)結(jié)構(gòu)常見(jiàn)的項(xiàng)目管理知識(shí)與實(shí)踐一般的管理知識(shí)和實(shí)踐應(yīng)用領(lǐng)域的知識(shí)與實(shí)踐項(xiàng)目的利益相關(guān)者（Stakeholders）積極參與項(xiàng)目，或其利益受到項(xiàng)目執(zhí)行過(guò)程或項(xiàng)目成功完成的影響的個(gè)人和組織。項(xiàng)目經(jīng)理客戶運(yùn)營(yíng)中的組織出資人外部影響標(biāo)準(zhǔn)法規(guī)國(guó)際化文化社會(huì)、經(jīng)濟(jì)、環(huán)境項(xiàng)目階階段的的劃分分Eachprojectphaseismarkedbycompletionofoneormoredeliverables.Deliverable:tangible,verifiableworkproductPhaseendreview:determineiftheprojectshouldcontinueintoitsnextphasedetectandcorrecterrorscosteffectively項(xiàng)目生生命周周期Projectlifecycleservestodefinethebeginningandtheendofaproject.ProjectlifecycleV.S.Productlifecycleprogramsubproject項(xiàng)目組組織職能式式矩陣式式弱矩陣陣平衡矩矩陣強(qiáng)矩陣陣項(xiàng)目式式項(xiàng)目經(jīng)經(jīng)理職職責(zé)項(xiàng)目經(jīng)經(jīng)理授授權(quán)項(xiàng)目經(jīng)經(jīng)理時(shí)時(shí)間項(xiàng)目協(xié)協(xié)調(diào)力力度項(xiàng)目管管理五五大階階段InitiatingprocessesPlanningProcessesExecutingProcessesControllingProcessesClosingProcesses項(xiàng)目管管理過(guò)過(guò)程InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses項(xiàng)目管管理九九大知知識(shí)領(lǐng)領(lǐng)域ProjectIntegrationManagementProjectScopeManagementProjectTimeManagementProjectCostManagementProjectQualityManagementProjectHumanResourceManagementProjectCommunicationsManagementProjectRiskManagementProjectProcurementManagementProjectIntegrationManagement項(xiàng)目計(jì)計(jì)劃、、執(zhí)行行和控控制的的不同同過(guò)程程的綜綜合集集成項(xiàng)目管管理與與企業(yè)業(yè)日常常運(yùn)營(yíng)營(yíng)的集集成產(chǎn)品范范圍與與項(xiàng)目目范圍圍的集集成不同職職能部部門的的成果果的集集成項(xiàng)目中各各約束條條件的集集成ProjectScopeManagementProductscopev.s.ProjectscopeInitiationOutputs:ProjectcharterProjectmanageridentified/assignedConstraintsAssumptionsScopePlanningOutput:ScopestatementSupportingdetailScopemanagementScopeDefinition目的：提高估算算成本、、時(shí)間、、資源的的準(zhǔn)確度度定義衡衡量和控控制項(xiàng)目目績(jī)效的的基線明確職責(zé)責(zé)的分派派Output:WorkBreakdownStructure（（WBS）正確的范范圍定義義是項(xiàng)目目成功的的關(guān)鍵ScopeVerificationScopeverificationv.s.qualitycontrolScopeChangeControl目的：影響產(chǎn)生生范圍變變化的因因素，以以保證變變化是有有益的確定范圍圍的變化化會(huì)發(fā)生生對(duì)變化是是否已經(jīng)經(jīng)發(fā)生和和發(fā)生的的時(shí)間進(jìn)進(jìn)行管理理產(chǎn)生變化化的主要要原因一個(gè)外部部事件（（如政府府法規(guī)的的改變））在產(chǎn)品范范圍定義義中發(fā)生生的失誤誤在項(xiàng)目范范圍定義義中發(fā)生生的失誤誤增值引起起的變化化（如新新技術(shù)的的引入））ProjectTimeManagementActivityDefinitionactivityv.s.deliverableActivityDurationEstimatingresourcerequirementsresourcecapabilitieselapsedtimeActivitySequencingDependenciesMandatory,Discretionary,ExternalPDM（（AON）:FS,FF,SS,SFADM（（AOA）:FSGERT:LooporconditionalbranchesScheduleDevelopment考慮因素素：項(xiàng)目網(wǎng)絡(luò)絡(luò)圖（活活動(dòng)順序序）活動(dòng)時(shí)間間估計(jì)資源需求求可獲得資資源日歷（項(xiàng)項(xiàng)目、資資源）限制條件件假設(shè)前提提活動(dòng)的時(shí)時(shí)間間隔隔ScheduleDevelopment幾種常見(jiàn)見(jiàn)的表示示方法壓縮時(shí)間間的方法法CPMCrashingFasttrackingResourcelevelingScheduleControl關(guān)鍵路徑徑法最早啟動(dòng)動(dòng)時(shí)間（（ES））最遲啟動(dòng)動(dòng)時(shí)間（（LS））Float舉例ProjectCostManagementResourcePlanningCostEstimatingCostBudgetingCostControl常用術(shù)語(yǔ)語(yǔ)PV:PresentValuePV=FV/（（1+r）nNPV:NetPresentValueNPV=PVBCWS:BudgetedCostofWorkScheduledACWP:ActualCostofWorkPerformedProjectQualityManagementQualitypolicyProject&ProductQualityv.s.GradeBenefitv.s.CostPreventionoverinspectionPlannedinv.s.InspectedinManagementresponsibilityPDCAwithphasesProjectQualityManagementQualityPlanningQualityAssuranceQualityControlCostofQualityPreventionCostsAppraisalCostsFailureCostsInternalExternalQualityControlChecklistParetodiagramsCause-and-EffectdiagramParetoDiagramSampleQualityControlOutputs:AcceptancedecisionsReworkQualityimprovementProcessadjustmentsProjectHumanResourceManagement項(xiàng)目的臨臨時(shí)的特特點(diǎn)，必必然導(dǎo)致致人員和和組織的的關(guān)系總總是不斷斷改變和和具有臨臨時(shí)性。。企業(yè)中的的人力資資源管理理一般都都不是項(xiàng)項(xiàng)目管理理者的直直接責(zé)任任，但作作為項(xiàng)目目的管理理者，必必須充分分意識(shí)到到這方面面的管理理要求對(duì)對(duì)完成項(xiàng)項(xiàng)目的保保證作用用。與溝通管管理密切切相關(guān)OrganizationalPlanningIdentifying,documenting,assigningroles,responsibilities,reportingrelationshipsRAMRAEW團(tuán)隊(duì)能力力組合專業(yè)知識(shí)識(shí)組織協(xié)調(diào)調(diào)能力操作型專家型協(xié)調(diào)型決策型StaffAcquisition與職能部部門或其其他項(xiàng)目目的經(jīng)理理談判預(yù)先指定定的從外部獲獲得（采采購(gòu)）TeamDevelopmentBothenhancingtheabilityofstakeholderstocontributeasindividualsaswellasenhancingtheabilityoftheteamtofunctionasateam.ProjectCommunicationsManagement典型的項(xiàng)項(xiàng)目經(jīng)理理有75%-90%的時(shí)時(shí)間用于于溝通CommunicationsPlanningCommunicationsDistributionPerformanceReportingAdministrativeClosure溝通的規(guī)模項(xiàng)目經(jīng)理的基基本職責(zé)PlanningOrganizingLeadershipControl項(xiàng)目經(jīng)理有75%-90%的時(shí)時(shí)間用于溝通通項(xiàng)目經(jīng)理權(quán)威威的來(lái)源正式任命獎(jiǎng)勵(lì)懲罰專業(yè)能力人格魅力X-Y理理論X理論：認(rèn)為為一般情況下下工人都是懶懶惰的，需要要監(jiān)管Y理論：假設(shè)設(shè)工人們不受受到監(jiān)管時(shí)也也都愿意工作作ConflictManagementWithdrawing Lose-loseSmoothingLose-loseCompromising Lose-loseProblemSolvingwin-winForcingwin-losePerformanceReportingStatusreportingProgressreportingForecastingPerformanceReportingBCWS:BudgetedCostofWorkScheduledACWP:ActualCostofWorkPerformedBCWP(EV):BudgetedCostofWorkPerformedCV:CostVarianceCV=BCWP-ACWPSV:ScheduleVarianceSV=BCWP-BCWSCPI:CostPerformanceIndexCPI=BCWP/ACWPPerformanceReportingBAC:BudgetedAtCompletionEAC:EstimatedAtCompletionActuals-to-date+RemainingBudget/CPIActuals-to-date+NewestimateActuals-to-date+RemainingBudget(RemainingBudget=BAC-EV)VarianceAtCompletionVAC=BAC-EACPerformanceManagement通過(guò)持續(xù)的溝溝通，發(fā)現(xiàn)問(wèn)問(wèn)題并解決問(wèn)問(wèn)題，不斷提提高績(jī)效ProjectRiskManagement貫穿在整個(gè)項(xiàng)項(xiàng)目過(guò)程中包括內(nèi)部風(fēng)險(xiǎn)險(xiǎn)和外部風(fēng)險(xiǎn)險(xiǎn)同時(shí)意味著威威脅和機(jī)會(huì)充分考慮成本本因素ConceptsRiskManagementPlanningRiskManagementPlanMethodologyRolesandResponsibilitiesBudgetingTimingScoringandinterpretationThresholdsReportingformatsTrackingRiskIdentificationTypicalprojectrisk:promotion,market,political,technical,financing,environmental,construction(cost,schedule),operating,organizational,integration,forcemajeure.RiskIdentificationOutputsOutputs:Risks(events&conditions)Triggers(symptoms)InputstootherprocessesQualitativeRiskAnalysisDeterminetheimportanceP-IMatrixRiskprobabilityRiskconsequencesProjectassumptionstestingassumptionstabilityconsequencesQuantitativeRiskAnalysisSensitivityanalysisDecisionTreeanalysisProbabilitydistributionBetadistributionTriangulardistributionMonteCarlosimulationQuantitativeRiskAnalysisRisk=ProbabilityXMagnitudeContegency=magnitude(provision)orRisk(P*M)ExpectedValue(EV)=PiMiPi=1，，I=1……nRiskResponseDevelopmentAvoidanceTransferenceMitigationAcceptanceRiskMonitoringandControl保證風(fēng)險(xiǎn)險(xiǎn)管理計(jì)計(jì)劃的執(zhí)執(zhí)行隨時(shí)注意意計(jì)劃中中的風(fēng)險(xiǎn)險(xiǎn)的征兆兆隨時(shí)注意意計(jì)劃外外的風(fēng)險(xiǎn)險(xiǎn)的可能能ProcurementPlanningMake-or-BuyanalysisContracttypeselectionFixedpriceorlumpsumcontractCostreimbursablecontractUnitpricecontractStatementOfWork（（SOW）SolicitationPlanningOutputs:Procurementdocuments（（RFP）EvaluationcriteriaPotentialsellersSOWupdates常見(jiàn)評(píng)價(jià)價(jià)條件Understandingofneedoverallorlife-cyclecosttechnicalcapabilitymanagementapproachfinancialcapacitySolicitation&SourceSelection由賣方提提交建議議書(shū)必要條件件篩選加權(quán)打分分ContractAdministration&Close-outContractchangecontrolsystemPerformancereportingPaymentsystemProcurementaudits招標(biāo)過(guò)程程舉例項(xiàng)目管理理過(guò)程InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcesses總結(jié)所有的管管理方法法始終以以實(shí)現(xiàn)目目標(biāo)為目目的同時(shí)關(guān)注注產(chǎn)品管管理和項(xiàng)項(xiàng)目管理理項(xiàng)目管理理首先是是科學(xué)，，同時(shí)也也是藝術(shù)術(shù)項(xiàng)目管理理體系需需要與外外部條件件相結(jié)合合項(xiàng)目是一一個(gè)整體體，項(xiàng)目目管理是是綜合的的項(xiàng)目經(jīng)理理責(zé)任重重大項(xiàng)目管理理網(wǎng)站PROJECT軟件入入門自測(cè)題謝謝9、靜夜四無(wú)無(wú)鄰，荒居居舊業(yè)貧。。。2023/1/72023/1/7Saturday,January7,202310、雨中黃葉葉樹(shù)，燈下下白頭人。。。2023/1/72023/1/72023/1/71/7/202311:25:37AM11、以我我獨(dú)沈沈久，，愧君君相見(jiàn)見(jiàn)頻。。。2023/1/72023/1/72023/1/7Jan-2307-Jan-2312、故人江江海別，，幾度隔隔山川。。。2023/1/72023/1/72023/1/7Saturday,January7,202313、乍見(jiàn)翻疑夢(mèng)夢(mèng)，相悲各問(wèn)問(wèn)年。。2023/1/72023/1/72023/1/72023/1/71/7/202314、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。07一月20232023/1/72023/1/72023/1/715、比不了得就就不比，得不不到的就不要要。。。一月232023/1/72023/1/72023/1/71/7/202316、行動(dòng)出成果果，工作出財(cái)財(cái)富。。2023/1/72023/1/707January202317、做前，，能夠環(huán)環(huán)視四周周；做時(shí)時(shí)，你只只能或者者最好沿沿著以腳腳為起點(diǎn)點(diǎn)的射線線向前。。。2023/1/72023/1/72023/1/72023/1/79、沒(méi)有失失敗，只只有暫時(shí)時(shí)停止成成功！。。2023/1/72023/1/7Saturday,January7,202310、很多多事情情努力力了未未必有有結(jié)果果，但但是不不努力力卻什什么改改變也也沒(méi)有有。。。2023/1/72023/1/72023/1/71/7/202311:25:37AM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。2023/1/72023/1/72023/1/7Jan-2307-Jan-2312、世間成成事，不不求其絕絕對(duì)圓滿滿，留一一份不足足，可得得無(wú)限完完美。。。2023/1/72023/1/72023/1/7Saturday,January7,202313、不知香香積寺，，數(shù)里入入云峰。。。2023/1/72023/1/72023/1/72023/1/71/7/202314、意志堅(jiān)強(qiáng)的的人能把世界界放在手中像像泥塊一樣任任意揉捏。07一月20232023/1/72023/1/72023/1/715、楚塞三湘湘接，荊門門九派通。。。。一月2