项目管理培训PPT课件.ppt

项目管理培训乔东2001年10月12021目录bb项目管理概览bb项目管理过程介绍bb项目管理知识领域介绍bbPROJECT软件入门bb测验bb案例分析22021发达国家对项目管理的认识已经相当成熟bb项目管理具有普遍性项目管理具有普遍性bb项目管理对项目的成功具有重要作用项目管理对项目的成功具有重要作用bb项目管理需要特殊的管理方法项目管理需要特殊的管理方法bb项目管理已经发展成为一门管理科学项目管理已经发展成为一门管理科学bb越来越多的组织、企业开始重视项目管理越来越多的组织、企业开始重视项目管理bb据据FortuneFortune预测，项目经理将成为预测，项目经理将成为2121世纪年世纪年轻人的首选职业轻人的首选职业32021相关组织和知识体系bbPMI（Project Management Institute)bbPMBOK(Project Management Body Of Knowledge)bbPMP(Project Management Professional)bbPMP认证考试42021项目的定义PROJECT is a temporary endeavor undertaken to create a unique product or service.bbOperation v.s.ProjectOperation v.s.ProjectbbTemporary&Unique&Progressive ElaborationTemporary&Unique&Progressive Elaboration52021项目管理的定义PROJECT MANAGEMENT is the application of PROJECT MANAGEMENT is the application of knowledge,skills,tools,and techniques to project knowledge,skills,tools,and techniques to project activities to meet project requirementsactivities to meet project requirementsbbScope,time,cost,and qualityScope,time,cost,and qualitybbStakeholders with differing needs and Stakeholders with differing needs and expectationsexpectationsbbIdentified requirements Identified requirements（needsneeds）and and unidentified requirements unidentified requirements（expectationsexpectations）62021项目管理的相关知识结构常见的项目管理知识与实践一般的管理知识和实践应用领域的知识与实践72021项目的利益相关者（Stakeholders）bb积极参与项目，或其利益受到项目执行过程或项目成功完成的影响的个人和组织。项目经理项目经理客户客户运营中的组织运营中的组织出资人出资人82021外部影响bb标准bb法规bb国际化bb文化bb社会、经济、环境92021项目阶段的划分Each project phase is marked by completion of one or more deliverables.bbDeliverable:tangible,verifiable work producttangible,verifiable work productbbPhase end review:determine if the project should continue into determine if the project should continue into its next phaseits next phasedetect and correct errors cost effectivelydetect and correct errors cost effectively102021项目生命周期Project life cycle serves to define the beginning and the end of a project.bbProject life cycle V.S.Product life cyclebbprogrambbsubproject112021项目组织bb职能式bb矩阵式弱矩阵弱矩阵平衡矩阵平衡矩阵强矩阵强矩阵bb项目式项目经理职责项目经理授权项目经理时间项目协调力度122021项目管理五大阶段bbInitiating processesbbPlanning ProcessesbbExecuting ProcessesbbControlling ProcessesbbClosing Processes132021项目管理过程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing Processes142021项目管理九大知识领域bbProject Integration ManagementProject Integration ManagementbbProject Scope ManagementProject Scope ManagementbbProject Time ManagementProject Time ManagementbbProject Cost ManagementProject Cost ManagementbbProject Quality ManagementProject Quality ManagementbbProject Human Resource ManagementProject Human Resource ManagementbbProject Communications ManagementProject Communications ManagementbbProject Risk ManagementProject Risk ManagementbbProject Procurement ManagementProject Procurement Management152021Project Integration Managementbb项目计划、执行和控制的不同过程的综合集成项目计划、执行和控制的不同过程的综合集成bb项目管理与企业日常运营的集成项目管理与企业日常运营的集成bb产品范围与项目范围的集成产品范围与项目范围的集成bb不同职能部门的成果的集成不同职能部门的成果的集成bb项目中各约束条件的集成项目中各约束条件的集成162021Project Scope ManagementbbProduct scope v.s.Project scope172021InitiationbbOutputs:Project charterProject charterProject manager identified/assignedProject manager identified/assignedConstraintsConstraintsAssumptionsAssumptions182021Scope PlanningbbOutput:Scope statementScope statementSupporting detailSupporting detailScope managementScope management192021Scope Definitionbb目的：提高估算成本、时间、资源的准确度提高估算成本、时间、资源的准确度定义定义 衡量和控制项目绩效的基线衡量和控制项目绩效的基线明确职责的分派明确职责的分派bbOutput:Work Breakdown Structure Work Breakdown Structure（WBSWBS）bb正确的范围定义是项目成功的关键202021Scope VerificationbbScope verification v.s.quality control212021Scope Change Controlbb目的：影响产生范围变化的因素，以保证变化是有影响产生范围变化的因素，以保证变化是有益的益的确定范围的变化会发生确定范围的变化会发生对变化是否已经发生和发生的时间进行管理对变化是否已经发生和发生的时间进行管理222021产生变化的主要原因bb一个外部事件（如政府法规的改变）bb在产品范围定义中发生的失误bb在项目范围定义中发生的失误bb增值引起的变化（如新技术的引入）232021Project Time ManagementbbActivity Definitionactivity v.s.deliverableactivity v.s.deliverablebbActivity Duration Estimatingresource requirementsresource requirementsresource capabilitiesresource capabilitieselapsed timeelapsed time242021Activity SequencingbbDependenciesMandatory,Discretionary,ExternalMandatory,Discretionary,ExternalbbPDM（AON）:FS,FF,SS,SFbbADM（AOA）:FSbbGERT:Loop or conditional branches252021Schedule Developmentbb考虑因素：项目网络图（活动顺序）项目网络图（活动顺序）活动时间估计活动时间估计资源需求资源需求可获得资源可获得资源日历（项目、资源）日历（项目、资源）限制条件限制条件假设前提假设前提活动的时间间隔活动的时间间隔262021Schedule Developmentbb几种常见的表示方法bb压缩时间的方法CPMCPMCrashingCrashingFast trackingFast trackingResource levelingResource leveling272021Schedule Controlbb关键路径法bb最早启动时间（ES）bb最迟启动时间（LS）bbFloatbb举例282021Project Cost ManagementbbResource PlanningbbCost EstimatingbbCost BudgetingbbCost Control292021常用术语bbPV:Present ValuePV=FV/PV=FV/（1+r1+r）n nbbNPV:Net Present ValueNPV=NPV=PV PVbbBCWS:Budgeted Cost of Work ScheduledbbACWP:Actual Cost of Work Performed302021Project Quality ManagementbbQuality policybbProject&ProductbbQuality v.s.GradebbBenefit v.s.CostbbPrevention over inspectionbbPlanned in v.s.Inspected inbbManagement responsibilitybbPDCA with phases312021Project Quality ManagementbbQuality PlanningbbQuality AssurancebbQuality Control322021Cost of QualitybbPrevention CostsbbAppraisal CostsbbFailure CostsInternalInternalExternalExternal332021Quality ControlbbChecklistbbPareto diagramsbbCause-and-Effect diagram342021Pareto Diagram Sample352021Quality ControlbbOutputs:Acceptance decisionsAcceptance decisionsReworkReworkQuality improvementQuality improvementProcess adjustmentsProcess adjustments362021Project Human Resource Managementbb项目的临时的特点，必然导致人员和组织的关系总是不断改变和具有临时性。bb企业中的人力资源管理一般都不是项目管理者的直接责任，但作为项目的管理者，必须充分意识到这方面的管理要求对完成项目的保证作用。bb与沟通管理密切相关372021Organizational PlanningbbIdentifying,documenting,assigningbbroles,responsibilities,reporting relationshipsbbRAM382021RAEW392021团队能力组合专业知识组织协调能力操作型专家型协调型决策型402021Staff Acquisitionbb与职能部门或其他项目的经理谈判bb预先指定的bb从外部获得（采购）412021Team DevelopmentbbBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.422021Project Communications Management典型的项目经理有75%-90%的时间用于沟通bbCommunications PlanningbbCommunications DistributionbbPerformance ReportingbbAdministrative Closure432021沟通的规模442021项目经理的基本职责bbPlanningbbOrganizingbbLeadershipbbControlbb项目经理有75%-90%的时间用于沟通452021项目经理权威的来源bb正式任命bb奖励bb惩罚bb专业能力bb人格魅力462021X-Y 理论bbX理论：认为一般情况下工人都是懒惰的，需要监管bbY理论：假设工人们不受到监管时也都愿意工作472021Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-lose482021Performance ReportingbbStatus reportingbbProgress reportingbbForecasting492021Performance ReportingbbBCWS:Budgeted Cost of Work ScheduledBCWS:Budgeted Cost of Work ScheduledbbACWP:Actual Cost of Work PerformedACWP:Actual Cost of Work PerformedbbBCWP(EV):Budgeted Cost of Work PerformedBCWP(EV):Budgeted Cost of Work PerformedbbCV:Cost VarianceCV:Cost Variance CV=BCWP-ACWPCV=BCWP-ACWPbbSV:Schedule VarianceSV:Schedule Variance SV=BCWP-BCWSSV=BCWP-BCWSbbCPI:Cost Performance IndexCPI:Cost Performance Index CPI=BCWP/ACWPCPI=BCWP/ACWP502021Performance ReportingbbBAC:Budgeted At CompletionbbEAC:Estimated At CompletionActuals-to-date+Remaining Budget/CPIActuals-to-date+Remaining Budget/CPIActuals-to-date+New estimateActuals-to-date+New estimateActuals-to-date+Remaining BudgetActuals-to-date+Remaining Budget(Remaining Budget=BAC-EV)(Remaining Budget=BAC-EV)bbVariance At CompletionVAC=BAC-EACVAC=BAC-EAC512021Performance Managementbb通过持续的沟通，发现问题并解决问题，不断提高绩效522021Project Risk Managementbb贯穿在整个项目过程中bb包括内部风险和外部风险bb同时意味着威胁和机会bb充分考虑成本因素532021Concepts542021Risk Management PlanningbbRisk Management PlanMethodologyMethodologyRoles and ResponsibilitiesRoles and ResponsibilitiesBudgetingBudgetingTimingTimingScoring and interpretationScoring and interpretationThresholdsThresholdsReporting formatsReporting formatsTrackingTracking552021Risk IdentificationbbTypical project risk:promotion,market,political,technical,promotion,market,political,technical,financing,environmental,construction(cost,financing,environmental,construction(cost,schedule),operating,organizational,schedule),operating,organizational,integration,force majeure.integration,force majeure.562021Risk Identification OutputsbbOutputs:Risks(events&conditions)Triggers(symptoms)Inputs to other processes572021Qualitative Risk AnalysisbbDetermine the importancebbP-I MatrixRisk probabilityRisk probabilityRisk consequencesRisk consequencesbbProject assumptions testingassumption stabilityassumption stabilityconsequencesconsequences582021Quantitative Risk AnalysisbbSensitivity analysisbbDecision Tree analysisbbProbability distributionBeta distributionBeta distributionTriangular distributionTriangular distributionbbMonte Carlo simulation592021Quantitative Risk AnalysisbbRisk =Probability X MagnitudebbContegency=magnitude(provision)or Risk(P*M)bbExpected Value(EV)=PiMi Pi =1，I=1 n602021Risk Response DevelopmentbbAvoidancebbTransferencebbMitigationbbAcceptance612021Risk Monitoring and Controlbb保证风险管理计划的执行bb随时注意计划中的风险的征兆bb随时注意计划外的风险的可能622021Procurement PlanningbbMake-or-Buy analysisbbContract type selectionFixed price or lump sum contractFixed price or lump sum contractCost reimbursable contractCost reimbursable contractUnit price contractUnit price contractbbStatement Of Work（SOW）632021Solicitation PlanningbbOutputs:Procurement documentsProcurement documents（RFPRFP）Evaluation criteriaEvaluation criteriaPotential sellersPotential sellersSOW updatesSOW updates642021常见评价条件bbUnderstanding of needbboverall or life-cycle costbbtechnical capabilitybbmanagement approachbbfinancial capacity652021Solicitation&Source Selectionbb由卖方提交建议书bb必要条件筛选bb加权打分662021Contract Administration&Close-outbbContract change control systembbPerformance reportingbbPayment systembbProcurement audits672021招标过程举例682021项目管理过程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing Processes692021总结bb所有的管理方法始终以实现目标为目的bb同时关注产品管理和项目管理bb项目管理首先是科学，同时也是艺术bb项目管理体系需要与外部条件相结合bb项目是一个整体，项目管理是综合的bb项目经理责任重大702021项目管理网站bhttp:/www.pmi.orgbhttp:/712021PROJECT软件入门722021自测题732021