项目管理概要-教学课件.pdf

项目管理概要1什么是项目?PMI-PMBOK为创造一种独特产品或服务而进行的暂时努力。ISO 10006独特的过程，有开始和结束日期，由一套需相 互协调和受控的活动组成。过程的实施是为了 达到规定的目的，包括满足时间、费用和资源 等约束条件。项目是一次性的工作。2项目的特点暂时性 明确的开始时间和结束时间 明确的实施结果（成功、失败、终止）通常针对短暂的市场机会 组织机构和人员的暂时性独特性 新产品和新服务 前所为有的尝试 不同的设计、技术、地点、所有者、承包商3项目管理能帮我们什么?多长时间建一座三个卧室,两个车库的房子。最快可能是 2小时53分钟4PMI Process GroupsKnowledge Process Areasr、InitiatePM Execute 嚏:霁 j)Close Project Management、Integration,fDevelop Prefect CharterDevelop Project Management HanDirect and Manage Project ExecutionX_Monitor and Control Project WodcIntegrate Change ControlX._/Close Projed k_/Project ScopeManagement Z Develop Preliminary Project Scope Statement0 AScope Planning Scope Dcfinitton Create WBSX_yz、Perform Scope Verifica：ion Perform Scope ControlX._Xz sProject Time ManagementJ V Activity Definition Activity Sequencing AcOviiy Resource Estimating Activity Duration Estimaung、Schedule DevelopmentPerfonn Schedule Control_Jc”Project Cost ManagementKnowled(AreasJ 6 cost Estimating Cost Budgeting/Perform Quality Controlv)Project Human、Resource、Management,rHuman Resource Planning_J,Acquire Project Team Develop Project Team广、Manage Projed Teamk_ProjectCommunicationManagement/T、Communication Planning_J/、Information DistritxjtionRequest Seller Responses Select Silers_ _xContract AdministrationX_ _x/-Close Contraa_zProcess GroupsProcesses5项目管理要素6项目管理项目管理知识体系概貌4项目综合管理 项目计划 计划执行 整体更改控制5项目范围管理6项目时间管理项目立项活动定义范围规划活动排序范围定义工期估算范围确认进度计划更改控制进度控制8项目成本管理8项目质量管理9人力资源管理质量规划 质量保证 质量控制组织规划 人员招聘 队伍组织11项目风险管理 12项目采购管理风险鉴别 风险估量 风险对策 风险控制采购规划 招标计划 招标过程 资源选择 合同管理 合同终结7项目管理流程 Initiating（启动）Planning（计划/规划）Executing（执行）Monitoring and Controlling（监控）Closing（收尾）8项目管理流程 Initiate启动：项目正式批准，业务要求和项目结果存 档。Planning规划/计划：收集完成项目所需的所有信息:范围，成本，时间和资源。Executing执行：完成具体任务。Monitoring and Controlling监控：确认我们在做我们计 划中应该做的事情。Closing收尾：正式结束项目，并交付成果。9流程组的运用10项目范围管理(Project Scope Management)11范围(Scope)产品与服务的范围-提供哪些产品和服务-提供产品和服务的规格和标准是什么项目的范围-要提供以上规定的产品和服务应完成哪些工 作任务12范围(Scope)清晰完整“不做什么”团队及所有利益相关者取得一致。变更管理：-变更将影响质量,成本和时间的平衡.-项目发起人的批准.13范围失控14围变成最后范15范围管理工具 范围管理计划 Definition of Done（“完成”定义）Work Breakdown Structure（WBS）（工作分解结构）Scope Log（范围日志）高层会议.16时间管理(Project Time Management)17时间管理(Time Management)项目时间管理的主要内容，即主要 管理过程如下：一、项目活动分解与界定二、项目活动排序三、项目活动工期估算四、项目工期计划的制定五、项目进度控制18Time Management输入流程I输出范围BS（工作分解结构）项目管理计划资源估计周期预估项目活动排序项目活动定义网状图活动清单 里程碑资源需求及分解 资源日历估计的周期19范围WBS项目管理计划项目的进度表进度表基准活动清单 里程碑网状图资源需求资源分解 资源日历估计的周期20工作分解结构(WBS)21制定进度表Microsoft OfficeProject Documeni2223进度控制ilf everything seems under control,youre just not going fast enough.Attributed to Mario Andretti.高效的项目会议-来开会之前，清楚自己工作的进展。%完成？100%完成才是硬道理。下两个星期：-哪些任务应完成-哪些任务要开始24项目成本管理Cost Management25PMI Process GroupsKnowledge Process AreasProject Management IntegrationProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource、Management,Scope Planning Scope Definition Create WBSPerform Scope Verifica：onPerform Scope ControlCost Estimating Cost BudgetingPerform Cost ControlAcquire Project Team Develop Project TeamManage Project TeamProjectCommunicationManagement,CommuncatKMi PlanningPerformance Reporting Manage StakeholdersProject Risk ManagementProject Procurement Management，Risk Management Pfenning Risk Identification Qualitative Analysis QuantliaUve Analysis Risk Response PfamiingPerform Risk ControlPlan Purchases and Acquisitions Plan ContractingRequest Seller Responses Select SellefsContract Administration26成本估计粗略数量级估算-项目早期(-50%,+100%)-项目后期(-10%,+15%)技巧：-类比-函数/参数-由下到上-供应商竞标27成本预算(cost budgeting)Tools and Techniques-Cost Aggregation-Reserve Analysis-Parametric Estimating Outputs-Cost Baseline28Cost Control Cost control includes:-Influencing the factors that create change to the cost baseline-Ensuring requested changes are agreed upon-Managing the actual changes as they occur-Assuring that potential cost overruns do not exceed the authorized funding-Monitoring cost performance to detect and understand variances from the cost baseline-Recording all changes from the baseline-Preventing unapproved changes from being included-Informing appropriate stakeholders of approved changes-Acting to bring expected cost overruns within acceptable limits29项目风险管理(Project Risk Management)30为什么风险管理重要?项目生命周期31PMI Process GroupsKnowledge 1InitiAfpProcess AreasJ_II 1111 Cl LDX.Project Management、Integration，/、Develop Project Charterk_ _ZProject Scope ManagementDevelop Preliminary Projeci Scope StatameTtPlanExecute(Monitor&)J ControlMonitor and Control Proved WortcIntegrate Change ControlX_.Develop Project Managemenl Han_ _Xr aDirect and Manage Project Execution_ _X/Scope Ranning Scope Definition Create WBS/ClosezClosa Project、-ZProject Time ManagementActivity Definition Activity SequencingAcuviiy Resource Estimating Activity Duration EstimatingSchedula DevelopmentPerform Schedule ControlProject Cost ManagementCost Estimating Cost BudgetingJPerform Cost ControlProject Quality Management/Quality PlanningPerform Quality AssurancePerform Quality ContrciAcquire Project Team Develop Project TeamProject Human、ResourceHuman Resource PlanningManagement,_ _/Marage Projeci TeamProject RiskManagementA,Risk Response PlanningPerform RiskControlProcurement ManagementAcquisitions Ptan ContractingKeques*.Beiler Responses Select SollefsContract Administration_7Ctosa Contract32风险管理(Risk Management Process)风险识别风险评估 二 风险应对计划_：监控风险33风险识别经验教训相似项目的评审假设分析 检查清单34风险评估 定性评估-可能性和严重性(1,3,9)-风险分类(H.M,L)定量分析-Expert Judgment/Historical Data-PERT(SP Estimates are always Optimistic)-Modeling&simulation(Crystal Ball,Risk)35风险应对计划应对负面风险（Threats）-避免-转移-降低一接受应对正面风险（Opportunities）-探索-分享 提Wj-接受应对方案（IfThen）-触发点triggers-应急计戈U Contingency Plan36风险监控Risk Monitoring and Control 风险再评估 风险评审 偏差与趋势分析 备用计划分析37项目沟通管理Project Communication Management38沟通管理Communication Management-沟通是项目经理面对最大的问题。-项目经理花费90%时间进行沟通。-好的项目经理：知道谁需要什么信息以及如何传达.知道需要从利益相关者得到什么信息以及如何 取得。经常反省沟通的效果并加以改进。39Knowledge Process AreasInitiateProject Management IntegrationProject Scope ManagementDevelop Project CharterProject Time ManagementProject Cost ManagementProject Communication ManagementProject Risk ManagemenProject ProcuremeiPMI Process GroupsDirect and Manage Project ExecutionScope Planning Scope Definition Create WBSActivity DefinitionActivity Sequencing Acovity Resource Estimating Activity Duration Estimating Schedule DevelopmentCost Estimating Cost BudgetingExecute(Monitor&)J ControlX_.Monitor and Control Proved WortcIntegrate Change ControlCloseClose ProjectAInformationDistributionCommunicationsPlanningManagement JPerformRequest Seller Responses Select SellersPerformance Reportingv_ManageStakeholdersy40项目沟通管理Project Communication Management确保及时和适当的项目信息的采集，发布，存档，处理。-提供人员和相关信息的关键链接。-每个人都应该了解沟通如何影响项目的进展。-项目沟通被认为是最重要但也是最被忽视的领域。41Communication Planning沟通计划42沟通计划Communication Planning-定出项目利益相关者的信息需求.Who What When How-项目利益相关者：项目的积极参与者.利益受到项目正面影响或负面影响的 对项目及其交付物能施加影响的人43沟通计划-输出沟通管理计划文件 项目沟通需要 如何沟通及格式，以及why,when,where,how 负责人.44Q&A45