PMBOK项目管理知识体系上PPT课件.ppt

Project Management Workshop 项目管理知识体系（上）1.主要内容nPMBOK Outline PMBOK 简要介绍nExperience Sharing 经验共享nCase Study 案例分析2.Agenda 议程 Day 1 第1天Morning上午9:00-9:30 know each other 互相认识9:30-10:30 PM overall introduction 项目管理总体介绍10:30-10:40 Tea Break 休息10:40-11:10 Questions 问题11:10-11:50 Case study1 Project information collection案例学习1：项目信息收集11:50-12:15 Case study2 Project Management plan案例学习2：项目管理计划Afternoon下午2:00-2:10 Warm up 热身2:10-3:10 Project scope management 项目范围管理3:10-3:40 Questions 问题3:40-3:55 Tea Break 休息3:55-4:55 Case study 3 Scope statement 案例学习3：范围陈述4:55-5:15 Case study 4 WBS exercise 案例学习4：WBS（工作分解结构）练习3.Agenda议程 Day 2 第2天Morning上午9:00-9:10 Warm up热身9:10-10:10 Time Management 时间管理10:10-10:20 Tea Break休息10:20-10:50 Questions问题10:50-11:50 Case Study 5 Schedule exercise案例学习5：进度表练习Afternoon下午2:00-2:10 Warm up热身2:10-3:10 Cost Management 成本管理3:10-3:30 Integrate Management 集成管理3:30-3:45 Tea Break 休息3:45-4:15 Questions 问题4:15-5:00 Case study 6 Quotation 案例学习6：报价单4.Agenda 议程 Day 3 第3天Morning上午9:00-9:10 Warm up 热身9:10-9:50 HP&Nortel PM Department IntroductionHP和北电项目管理部介绍9:50-10:10 HP Focus PM Introduction HP项目管理介绍10:10-10:40 HP PM Development ApproachHP项目经理发展通道10:40-10:55 Tea Break 休息10:55-11:30 HP Project Analysis:case 1 Unicom HP项目分析：案例1 联通11:30-12:00 HP Project Analysis:case 2 Post IIHP项目分析：案例2 邮政IIAfternoon下午2:00-2:10 Warm up 热身2:10-3:30 Case study 7 Overall control案例学习7 总体控制3:30-3:45 Tea Break 休息3:45-4:20 IT SI project overall introduction and lessons learned sharingIT系统集成项目总体介绍和经验教训共享4:20-4:45 Huawei PM experience sharing case I华为经验共享 案例14:45-5:10 Huawei PM experience sharing case II华为经验共享 案例25:10-5:20 Training appraisal 培训评估5.Introduction 学员自我介绍nName 姓名nBackground on project management 项目管理方面的背景nThe objectives to attend the workshop 参加研讨班的目标nOne sentence to summarize the view on Project Management or Project Manager 用一句话概括对项目管理或项目经理的认识6.Course Objectives（课程目的）At the end of this course you will be able to:本课程结束以后，你应该能够：nDescribe the Project Management Processes.描述项目管理的过程nUnderstand the common vocabulary in PMBOK.理解PMBOK中的通用词汇nDesign your project cycle.设计你的项目周期nApply project knowledge to project cycle.把项目管理知识应用于你的项目周期7.Course code of conduct课堂行为规范nAll course events will start on time please be ready.准时开始nYour participation in discussion is expected.积极参与讨论nAll ideas and beliefs should be respected.所有想法和观点和信仰都将受到尊重nYou are expected to apply what you have learned to the exercises.将所学的知识应用于练习nYou are encouraged to ask questions.多问8.?项目管理?PMI?PMP?PMBOK?Schedule进度表Project Manager（项目经理）零零总总的印象9.Reset!Reset!清零!10.Outline 大纲nPart I:Overall Introduction 总体介绍nPart II:Project processes(5 groups)项目过程（5组）nPart III:Project management knowledge areas (9)项目管理知识领域（9个）11.Part I:Overall Introduction总体介绍12.What is PMI?什么是PMI？nProject Management Institute.(PMI)项目管理协会n目前世界上最大的、由研究人员、学者、咨询顾问和项目经理组建的全球性专业机构。13.What is PMP?什么是PMP？nProject Management Professional.项目管理专业人员nFrom early of 1980s.始于八十年代初nOrganized by PMI.由PMI组织认证nMore 15,000 PMP till now.目前有1万5千多名通过认证的人员14.What is PMBOK什么是PMBOKnProject Management Body of Knowledge(PMBOK)PMBOK是项目管理知识体系nPMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management.PMBOK是项目管理专业知识的总论nThe PMBOK Guide is a subset of generally accepted project management knowledge and practice.PMBOK导引是公认的项目管理知识和实践的入门性读物nInitialed by PMI in late of 1970s.由PMI初版于七十年代末15.PMBOK Outline PMBOK要点Two clues in PMBOK 两条主线：nProcesses(5 groups)5组过程nKnowledge areas(9)9个知识领域16.What is a project?什么是项目？nA Project is a temporary endeavor undertaken to create a unique product or service.项目是为了提供一个独特的产品或服务而暂时承担的任务。项目的特征是临时性和单件性。Goal oriented 目标导向 Coordinated Undertaking of Interrelated Activities 合作完成相关活动 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性17.Project and Operation项目和操作的区别nProject 项目Performed by people由人执行Constrained by limited resources.有限的资源Planned,executed and controlled 计划、执行和控制 Temporary and Unique暂时性、唯一性nOperation操作Performed by people由人执行Constrained by limited resources.有限的资源Planned,executed and controlled计划、执行和控制Ongoing and repetitive连续性、重复性18.Project and Program项目和项目群nProject项目n temporary 暂时性n Unique 独特的n Different from operations 不同于操作nProgram 项目群nA group of projects managed in a coordinated way to obtain benefits not available from managing them individually.一个并行管理的项目群，可以比单个项目的管理获得更多的好处nIncludes ongoing operations.包含连续的操作nInvolve a series of repetitive or cyclical undertakings.包括一系列重复或循环的操作Sometimes,they are Synonyms.有时，它们是同义词19.Project Management(1)项目管理（1）nProject Management is the application of knowledge,skills,tools,and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.项目管理就是应用有关项目活动的知识、技能、工具和技术去达到或超越项目干系人对项目的需要和期望20.Project Management(2)项目管理（2）nProject Management is an integrative endeavor and action,or failure to take action,in one area will usually affect other areas.项目管理是集成的努力和活动。如果某一活动失败，这一部分通常会影响其他的部分。nThese interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrificing performance in another.这些交互作用常常在项目目标之间取得平衡，这一部分的绩效的提高可能需要另一部分绩效的下降为代价nSuccessful project management requires actively managing these interactions to enhance the entire performance of the project.成功的项目管理，需要主动地管理这些交互的活动，以提高整个项目的绩效21.Management by projects按项目管理nDescribe an organizational approach to the management of ongoing operations.描述连续性操作管理的组织方法nTreats many aspects of ongoing operations as projects in order to apply project management to them.将很多连续性的操作当作项目，以便用项目管理的方法来管理。22.Part II:Project Management Processes项目管理过程23.Links Among Processes Groups in Phase 在过程组中的位置启动过程计划过程实施过程控制过程收尾过程24.Initiating Processes(1)启动过程nRecognizing the need for the project 确认项目的需求nDetermining the project goals and objectives 确定项目的目标nDefining stakeholder expectations 定义项目相关人员的期望值nDescribing the general project scope 说明基本的项目范围nSelecting the initial members of the project team 选择基本的项目组成员25.Initiation Processes(2)启动过程（2）nDocuments:文件-Project Charter 项目任务书What should be included in Project Charter?项目任务书应该包含那些内容？26.Project Charter项目任务书Project Manager named 明确项目经理Purpose of the project 项目的目标Identification of product or service to be delivered 确认需要交付的产品或服务Signed by management,sponsor,and customer 由投资者和用户签署When a project is performed under contract,the Signed contract will generally serve as the projectCharter for the seller 当一个项目属于合同执行时，签定的合同将作为卖方的项目任务书27.Links Among Processes Groups in Phase在过程组中的位置启动过程计划过程实施过程控制过程收尾过程28.Planning Processes(1)计划过程（1）nRefining the scope by balancing among quality,time and resource.在质量，时间和资源中取得平衡，从而进一步明确范围nActivity list and sequencing 活动清单和次序nSchedule 进度表nBudget 预算nDocumenting risk 风险分析nManagement Plan 管理计划（成本、时间、范围、风险管理计划等）nGet Project Plan approved by the appropriate stakeholders 得到相应的主管核准的项目计划29.Scope Definition范围定义Scope Planning范围计划Resource Planning资源计划Activity definition活动定义Cost Estimate成本估算Activity duration estimate活动时间估计Activity Sequence活动顺序Cost Budget成本预算Schedule Develop进度表编制Project Plan Develop项目计划编制Planning Processes 计划过程Core Processes核心过程范围管理时间管理成本管理30.Planning Processes计划过程Communication Planning沟通计划Quality Planning质量计划Organization Planning组织计划Staff Acquisition人员获取Procurement Planning采购计划Solicitation Planning询价计划Risk Identification风险管理Risk Qualification风险量化Risk Response Development风险应对(Facilitating Processes 辅助过程)风险管理采购计划管理31.Planning Processes(2)计划过程Planning processes 计划过程-Scope statement(scope Planning)范围陈述-WBS(S.Definition)工作分解结构-Activity List(Activity Definition)工作步骤-Project network diagram(Act.Seq.)项目网络图-Project Schedule(Schedule Development)项目进度表-Cost baseline(cost budgeting)成本基线-Scope Management Plan(S.P.)范围管理计划-Resource requirement(R.planning)资源需求-Cost estimates(C.Estimating)成本估算-Cost management plan(C.Estimating)成本管理计划-Project schedule management plan(Sch.Deve.)项目进度管理-Project Plan(Project Plan Development)项目计划32.Links Among Processes Groups in Phase在过程组中的位置启动过程计划过程实施过程控制过程收尾过程33.Executing Processes(1)执行过程（1）nSecuring the necessary resources to carry out the plan 保证执行计划所需的资源nLeading the team 领导团队nMeeting with team members 和团队成员开会nMonitoring progress,measuring performance,and communicating with stakeholders 控制进度，项目的绩效和项目干系人的沟通nIdentifying and solving problems 识别并解决问题nResolving conflicts 化解冲突34.Executing Processes实施过程Project Plan Execution项目计划实施Information Distribution信息发布Solicitation询价Source Selection供应商选择Team Development团队开发Contract Administration合同管理Scope Verification范围确认Quality Assurance质量保证Facilitating Processes 辅助过程采购部分35.Executing Processes(2)实施过程（2）Executing Processes 实施过程1.Work result(in performance report)工作结果（在执行情况报告中）2.Change request 变更申请36.Links Among Processes Groups in Phase在过程组中的位置启动过程计划过程实施过程控制过程收尾过程37.Controlling Processes(1)控制过程nIdentifying deviation from the plan 偏离计划的识别nTaking corrective actions to align actual progress with the plan 采取矫正措施以使实际进展与计划保持一致nReceiving and evaluating project change requests from stakeholders 接受和评价来自项目干系人的项目变更需求nReschedule project activities as necessary 必要时重新安排项目活动nAdapting resource levels as necessary 必要时调整资源水平nChanging the project scope,as approved by the appropriate authority 得到授权者批准后，改变项目范围nAdjusting project goals and obtaining stakeholder acceptance 调整项目目标并获得项目干系人的许可38.Controlling Processes控制过程Cost controlSchedule ControlScope Change ControlRisk ResponseControlQuality ControlPerformanceReportingOverall Change ControlFacilitating Processes 辅助过程执行情况报告总体改变控制风险应对控制成本控制进度控制范围改变控制质量控制39.Controlling Processes(2)控制过程（2）Documents:文件nPerformance report 执行情况报告nLessons learned 经验教训40.Links Among Processes Groups in Phase在过程组中的位置启动过程计划过程实施过程控制过程收尾过程41.Closing Processes收尾过程nAcknowledging achievements and results 承认功绩和成果nObtaining final stakeholder acceptance 得到最终项目干系人（客户）的认可nClosing completed contracts 合同终结nFinalizing documentation of project lessons learned 项目经验教训的最终定稿nReviewing the project process/outcome with stakeholders including team members.和包含项目组成员在内的项目干系人一起评估项目过程/成果nWriting the final project report 撰写项目总结报告nShutting down the project office and disbanding the team关闭项目办公室，解散项目组42.Closing Processes收尾过程Contract Close-out合同终止Administrative Closure管理收尾43.Overlap of Processes Groups in a Phase 过程群的交叠Phase Start 阶段启动Phase Finish 阶段结束LevelOfActivityInitiating Processes启动过程Planning Processes计划过程Executing Processes实施过程Controlling Processes控制过程Closing Processes收尾过程活动（资源投入）水平44.Questions 1问题1nPMI?nPMP?nPMBOK?n2 clues in PMBOK?PMBOK的2条线索？nHow many processes?有多少个过程？nWhat are they?有那几个过程？nHow many knowledge areas?有多少个知识领域？nWhat are they?有那些知识领域？Bonus奖品Bonus奖品45.Question 2问题2n2 characteristics of Project?项目的2个特征？nProject Management?什么叫项目管理？nDrawing the relationship among processes?请画出过程之间的关系图。nThe important document in Initiating processes?启动过程的重要文件是什么？nProject charter?什么是项目任务书？nRisk Identification which processes group?n风险识别在那一个过程组？nCost Estimating which processes group?成本估算在那一个过程组？nScope Definition which processes group?范围定义在那一个过程组？Bonus奖品Bonus奖品46.BreakBreak休息47.Warm Up 预备48.Warm-up 热身n各小组派一个代表，在白板上画图。n时间：5分钟项目管理有几组processes?请表述之间的关系49.Part III:Project Management Knowledge Areas项目管理知识领域50.Project Management Knowledge Areas项目管理知识领域 4.Project Integration Management项目集成管理5.Project Scope Management项目范围管理6.Project Time Management项目时间管理7.Project Cost Management项目成本管理8.Project Quality Management项目质量管理9.Project Human Resource Management项目人力资源管理10.Project Communication Management项目沟通管理11.Project Risk Management项目风险管理12.Project Procurement Management项目采购管理51.Part III:Project Management Knowledge Areas项目管理知识领域4.Project Integration Management项目集成管理52.PM Knowledge Areas andPM Processes项目管理知识领域和项目管理过程(12.6Contract Close-out)合同终止(10.4 Administr.Closure)管理收尾Closing7.4 Cost Control6.5 Schedule Control5.5 Scope Change Control4.3 Overall Change Control总体变更控制(10.3 Performance Rpt)执行情况报告Controlling5.4 Scope Verification4.2 Project Plan Execution项目计划实施Executing7.1 Resource Planning7.2 Cost Estimating7.3 Cost Budgeting6.1 Activity Definition6.2 Activity Sequencing6.3 Act.Duration Estimated6.4 Schedule Develop5.2 Scope Planning5.3 Scope Definition4.1 Project Plan Development项目计划开发Planning5.1 InitiationInitiating7.Cost6.Time5.Scope4.Integration集成53.4.1 Project Plan Development项目计划编制1.Other Planning outputs 其他计划的输出2.Historical information 历史信息3.Organizational policies 组织的政策4.Constraints 约束条件5.Assumptions 假定1.Project Plan项目计划2.Supporting detail详细依据1.Project Planning Methodology 项目计划方法论2.Stakeholders skills and knowledge 项目干系人的技能和知识3.PMIS 项目管理信息系统Tools&Techniques工具和技术Inputs输入Outputs输出54.PMIS 项目管理信息系统nTools and techniques used to gather,integrate,and disseminate the outputs of the other project management processes.用于收集，集成和发布其他项目管理过程的输出55.PMIS Example项目管理信息系统的例子56.Project Plan项目计划 nProject Charter 项目任务书nScope statement(scope Planning)范围陈述（范围计划编制）nCost baseline(cost budgeting)成本基线（成本预算）nProject Schedule(Schedule Development)项目进度表（进度表开发）nWBS(Scope Definition)工作分解结构（WBS）（范围定义）nOrganizational planning 组织计划编制nManagement plan 管理计划-Project schedule management plan(Schedule Develop)项目进度管理计划（进度表开发）-Scope Management Plan(S.P.)范围管理计划（S.P.）57.4.2 Project Plan Execution项目计划实施1.Project plan项目计划2.Supporting detail详细依据3.Organizational policies组织政策4.Corrective action纠正措施1.Work results 工作结果2.Change requests 变更申请1.General Mgmt.Skill 一般管理技能2.Product skill&Knowledge.产品知识和技能3.Work authorization system工作授权体系4.Status review meetings 执行状况评价例会5.PMIS 项目管理信息系统6.Organizational procedures 组织程序Tools&Techniques工具和技术Inputs输入Outputs输出58.Work Authorization System工作授权系统nFormal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence.是批准项目工作的正式程序，以确保在恰当的时间、合适的顺序完成工作 59.Status Review Meetings状况评价例会nRegularly 定期nExchange information 交换信息nInternal 内部nWith customer 和客户60.4.3 Overall Change Control(1)总体变更控制nInfluencing the factors which create changes to ensure that changes are beneficial.对保证能够产生利益的变更因素施加影响nDetermining that a change has occurred确定变更是否已经发生nManaging the actual changes when and as they occur.当变更发生时，管理实际的变更-Cost management plan(C.Estimating)-成本管理计划（成本估算）61.4.3 Overall Change Control(2)总体变更控制（2）n5.5 Scope Change Control 范围变更控制n6.5 Schedule Change Control 进度变更控制n7.4 Cost Change Control 成本变更控制n8.3 Quality Change Control 质量变更控制n11.4 Risk Change Control 风险变更控制n12.5 Contract Administration 合同管理62.4.3 Overall Change Control(3)总体变更控制（3）1.Project plan项目计划2.Performance reports执行情况报告3.Change request变更申请1.Project Plan updates 项目计划刷新2.Corrective action 纠正措施3.Lessons learned 经验教训1.Change control system变更控制系统2.Configuration Mgmt.性能管理3.Performance measurement执行情况测量4.Additional planning 补充计划编制5.PMIS 项目管理信息系统Tools&Techniques工具和技术Inputs输入Outputs输出63.Change Control System变更控制系统nA collection of formal,documented procedures that defines the steps by which official project documents may be changed.It includes the paperwork,tracking system,and approval levels necessary for authorizing changed.一系列正式的、文档化的程序，它定义了正式的项目文档变更的步骤。变更控制系统包括文档工作、跟踪系统和用于授权变更的批准层次。nCCB-change control board 变更控制委员会（CCB）nEmergency case 紧急情况64.Configuration Management性能管理nAny documented procedure used to apply technical and administrative direction and surveillance to:一种成文的程序，用来进行技术和行政指挥