第一章項(xiàng)目管理雙語(yǔ)課件

山西財(cái)經(jīng)大學(xué)張寶建課程的主要內(nèi)容1.前言2.戰(zhàn)略3.組織4.定義5.估算6.網(wǎng)絡(luò)7.風(fēng)險(xiǎn)8.資源進(jìn)度9.縮短進(jìn)度10.領(lǐng)導(dǎo)11.團(tuán)隊(duì)12.合伙13.過(guò)程控制14.收尾16.展望15.國(guó)際項(xiàng)目教學(xué)計(jì)劃與方法教學(xué)計(jì)劃以量化分析為主，第四章項(xiàng)目定義、第五章估算項(xiàng)目時(shí)間和成本、第六章制定項(xiàng)目計(jì)劃、第八章資源進(jìn)度計(jì)劃、第九章縮短項(xiàng)目時(shí)間、第十三章進(jìn)度和績(jī)效的衡量和評(píng)價(jià)為主要講授和重點(diǎn)掌握內(nèi)容。其他章節(jié)都有涉及，為簡(jiǎn)單講解和了解內(nèi)容。教學(xué)方法以授課為主，案例分析與上機(jī)實(shí)驗(yàn)相結(jié)合。而講課中主要培養(yǎng)學(xué)生用所學(xué)方法解決實(shí)際問(wèn)題的能力?？荚嚪种档姆峙淇荚噧?nèi)容理論方法的應(yīng)用占70%解決問(wèn)題的實(shí)際能力占30%ChapterOne:ModernProjectManagement

Managingprojectsisonetheoldestandmostrespectedaccomplishmentsofmankind.Westandinaweoftheachievementsofthebuildersofpyramids,thearchitectsofancientcities,themasonsandcraftsmenofgreatcathedralsandmosques;ofthemightandlabourbehindtheGreatWallofChina,andotherwondersoftheworld.(3-1-1)----PeterW.G.Morris,TheManagementofProjects“對(duì)項(xiàng)目的管理是人類最古老、最值得尊重的成就之一。我們敬畏地面對(duì)著古老奇跡創(chuàng)造者們的偉大成就：金字塔的建造者、古老城市的建筑師、大教堂和清真寺的泥瓦匠與工匠，還有中國(guó)長(zhǎng)城和世界其他奇跡背后的工匠”——彼得.莫里斯，《項(xiàng)目的管理》1.1:basicconceptiondefinition：Aprojectisacomplex,nonroutine,one-timeeffortlimitedbytime,budget,resources,andperformancespecificationsdesignedtomeetcustomerneeds.項(xiàng)目是一種復(fù)雜的、非常規(guī)的和一次性的努力，受到時(shí)間、預(yù)算、資源以及設(shè)計(jì)用來(lái)滿足客戶需要的性能規(guī)格的限制。(5-1-1)Themajorgoalofaprojectistosatisfyacustomer’sneed.(5-2-1)Themajorcharacteristicsofaprojectareasfollows:(5-2-3)Anestablishedobjective.Adefinedlifespanwithabeginningandanend.Usually,theinvolvementofseveraldepartmentsandprofessionals.Typically,doingsomethingthathasneverbeendonebefore.Specifictime,cost,andperformancerequirements.項(xiàng)目管理的普遍性MoreandmoreoftheworkinAmericaisprojectorientedwithabeginning,amiddle,andanend.(3-4-1)Theprojectapproachhaslongbeenthestyleofdoingbusinessintheconstructionindustry,U.S.DepartmentofDefensecontracts,andHollywoodaswellasatbigconsultingfirms.Nowprojectmanagementisspreadingtoallavenuesofwork.Today,projectteamscarryouteverythingfromportexpansionstohospitalrestructuringtoupgradinginformationsystems.(3-5-1)Projectmanagementisnotlimitedtotheprivatesector.Projectmanagementisalsoavehiclefordoinggooddeedsandsolvingsocialproblems.(3-6-1)1.2:TheProjectLifeCycle項(xiàng)目生命周期Theprojectlifecycletypicallypassessequentiallythroughfourstages:(6-2-1)DefinitionstagePlanningstageExecutionstageDeliverystageProjectLifeCycle1-11.4:Theprojectmanager

項(xiàng)目經(jīng)理Theprojectmanagerplan,schedule,motivate,andcontrol.Theprojectmanagerisuniquebecauseshe/hemanagestemporary,nonrepetitiveactivitiesandfrequentlyactsindependentlyoftheformalorganization.(7-1-8)Theymustorchestratethecompletionoftheprojectbyinducingtherightpeople,attherighttime,toaddresstherightissuesandmaketherightdecisions.(7-2-10)Projectmanagersmustshapeaprojectculturethatstimulatesteamworkandhighlevelsofpersonalmotivationaswellasacapacitytoquicklyidentifyandresolveproblemsthatthreatenprojectwork.項(xiàng)目經(jīng)理必須培養(yǎng)一種項(xiàng)目文化，以激勵(lì)團(tuán)隊(duì)工作和高層次的個(gè)人自我實(shí)現(xiàn)，有能力快速識(shí)別和解決威脅項(xiàng)目工作的問(wèn)題。(15-3-6)1.5:TheImportanceofProjectManagement

項(xiàng)目管理的重要性Severalreasons項(xiàng)目管理的重要性源自以下理由：(7-3-8)CompressionoftheproductLifeCycle高科技行業(yè)產(chǎn)品開發(fā)的一個(gè)共同的經(jīng)驗(yàn)法則是，項(xiàng)目耽擱6個(gè)月就會(huì)導(dǎo)致產(chǎn)品收入損失33%。因而速度成了一種競(jìng)爭(zhēng)優(yōu)勢(shì)。(7-4-1)GlobalCompetition(7-6-1)KnowledgeExplosion(9-3-1)CorporateDownsizing(9-5-1)IncreasedCustomerFocus(11-2-1)SmallProjectsRepresentBigProblems(11-5-1)TheAgeofProjectManagement1-21.6:CapabilityMaturityModel(CMM)能力成熟度模型(12-5-1)Level1:Thereisanabsenceofaprocessfordevelopingaprojectplanthatincludescost,time,andperformance.Level2:Repeatableprocessesusedprimarilyonlargemission-criticalprojects.Level3:Well-definedprocessesthatareintegratewithorganizationprocesses.Level4:Thehighestlevelrepresentsseamless,integrated,holisticprojectsystemsandprocessesthatincludestrategicdecisionsthattakeintoaccountprojectselection,plans,performance,andlessonslearned.Level5:Continuousimprovementbyarchivingandusinglessonslearnedtoimproveprojectmanagementlearned.層次1：缺乏一個(gè)指定包含成本，時(shí)間和性能的項(xiàng)目計(jì)劃的過(guò)程。層次2：主要用于大型關(guān)鍵項(xiàng)目的重復(fù)過(guò)程。層次3：與組織的程序相整合的明確定義的過(guò)程。層次4：最高層次，代表無(wú)縫的、整合的、整體的項(xiàng)目系統(tǒng)和過(guò)程，包括考慮到項(xiàng)目選擇、計(jì)劃、績(jī)效和經(jīng)驗(yàn)教訓(xùn)的戰(zhàn)略決策。層次5：通過(guò)獲得和利用學(xué)到的經(jīng)驗(yàn)對(duì)項(xiàng)目管理進(jìn)行持續(xù)改進(jìn)的過(guò)程。CapabilityMaturityModel(CMM)1-3Ourbestguessestimateisthatmostcompaniesareinthethroesofmovingfromlevel2tolevel3andthatfewerthan10percentofthosefirmsthatactivelypracticeprojectmanagementareatlevel4or5.(12-11-1)Projectmanagersinlevels1and2environmentsuseonlysomeofthetoolsandworkinorganizationsnotfullyattunedtotheimportanceofprojectmanagement.(12-13-1)IntegrationofProjectincludes:IntegrationofProjectwiththeStrategicPlan項(xiàng)目和戰(zhàn)略計(jì)劃的整合IntegrationwithintheProcessofManagingActualProjects實(shí)際項(xiàng)目管理過(guò)程中的整合1.7:IntegrationofProject項(xiàng)目整合Insomeorganizations,selectionandmanagementofprojectsoftenfailtosupportthestrategicplanoftheorganization.Strategicplansarewrittenbyonegroupofmanagers,projectsselectedbyanothergroup,andprojectsimplementedbyanother.(13-4-1)1.7.1：IntegrationofProjectwiththeStrategicPlan項(xiàng)目和戰(zhàn)略計(jì)劃的整合項(xiàng)目的整合管理受到內(nèi)外部?jī)煞N因素的影響：Externalenvironmentalfactorsareusuallyclassifiedaspolitical,social,economic,andtechnological;theysignalopportunitiesorthreatsinsettingthedirectionfortheorganization.(14-2-6)

Internalenvironmentalfactorsarefrequentlyclassifiedasstrengthsandweaknessessuchasmanagement,facilities,corecompetencies,andfinancialcondition.(14-2-8)Therearetwodimensionswithintheprojectmanagementprocess實(shí)際項(xiàng)目管理過(guò)程中的整合存在兩個(gè)維度:(15-1-1)Thefirstdimensionisthetechnicalsideofthemanagementprocess,whichconsistsoftheformal,disciplined,purelogicpartsoftheprocess.Thetechnicalsidereliesontheformalinformationsystemavailable.Thisdimensionincludesplanning,scheduling,andcontrollingprojects.(15-2-1)1.7.2：IntegrationwithintheProcessofManagingActualProjects實(shí)際項(xiàng)目管理過(guò)程的整合Theseconddimensionisthesocioculturalsideoftheprojectmanagementprocess.(15-3-1)thetechnicaldimensionrepresentsthe“science”ofprojectmanagementwhilethesocioculturaldimensionrepresentsthe“art”ofmanagingaproject.(16-1-1)TheTechnicalandSocioculturalDimensionsof

theProjectManagementProcess項(xiàng)目管理過(guò)程的技術(shù)和社會(huì)文化維度1-5IntegratedManagem