项目管理培训课件-.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,项目管理培训课件完整版,目录,项目管理概览,项目管理过程介绍,项目管理知识领域介绍,PROJECT,软件入门,测验,案例分析,发达国家对项目管理的认识已经相当成熟,项目管理具有普遍性,项目管理对项目的成功具有重要作用,项目管理需要特殊的管理方法,项目管理已经发展成为一门管理科学,越来越多的组织、企业开始重视项目管理,据,Fortune,预测，项目经理将成为,21,世纪年轻人的首选职业,相关组织和知识体系,PMI,（,Project Management Institute),PMBOK(Project Management Body Of Knowledge),PMP(Project Management Professional),PMP,认证考试,项目的定义,PROJECT is a temporary endeavor undertaken to create a unique product or service.,Operation v.s.Project,Temporary&Unique&Progressive Elaboration,项目管理的定义,PROJECT MANAGEMENT is the application of knowledge,skills,tools,and techniques to project activities to meet project requirements,Scope,time,cost,and quality,Stakeholders with differing needs and expectations,Identified requirements,（,needs,）,and unidentified requirements,（,expectations,）,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,项目的利益相关者（,Stakeholders,）,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,客户,运营中的组织,出资人,外部影响,标准,法规,国际化,文化,社会、经济、环境,项目阶段的划分,Each project phase is marked by completion of one or more deliverables.,Deliverable:,tangible,verifiable work product,Phase end review:,determine if the project should continue into its next phase,detect and correct errors cost effectively,项目生命周期,Project life cycle serves to define the beginning and the end of a project.,Project life cycle V.S.Product life cycle,program,subproject,项目组织,职能式,矩阵式,弱矩阵,平衡矩阵,强矩阵,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,项目管理五大阶段,Initiating processes,Planning Processes,Executing Processes,Controlling Processes,Closing Processes,项目管理过程,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,项目管理九大知识领域,Project Integration Management,Project Scope Management,Project Time Management,Project Cost Management,Project Quality Management,Project Human Resource Management,Project Communications Management,Project Risk Management,Project Procurement Management,Project Integration Management,项目计划、执行和控制的不同过程的综合集成,项目管理与企业日常运营的集成,产品范围与项目范围的集成,不同职能部门的成果的集成,项目中各约束条件的集成,Project Scope Management,Product scope v.s.Project scope,Initiation,Outputs:,Project charter,Project manager identified/assigned,Constraints,Assumptions,Scope Planning,Output:,Scope statement,Supporting detail,Scope management,Scope Definition,目的：,提高估算成本、时间、资源的准确度,定义 衡量和控制项目绩效的基线,明确职责的分派,Output:,Work Breakdown Structure,（,WBS,）,正确的范围定义是项目成功的关键,Scope Verification,Scope verification v.s.quality control,Scope Change Control,目的：,影响产生范围变化的因素，以保证变化是有益的,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,产生变化的主要原因,一个外部事件（如政府法规的改变）,在产品范围定义中发生的失误,在项目范围定义中发生的失误,增值引起的变化（如新技术的引入,）,Project Time Management,Activity Definition,activity v.s.deliverable,Activity Duration Estimating,resource requirements,resource capabilities,elapsed time,Activity Sequencing,Dependencies,Mandatory,Discretionary,External,PDM,（,AON,）,:FS,FF,SS,SF,ADM,（,AOA,）,:FS,GERT:Loop or conditional branches,Schedule Development,考虑因素：,项目网络图（活动顺序）,活动时间估计,资源需求,可获得资源,日历（项目、资源）,限制条件,假设前提,活动的时间间隔,Schedule Development,几种常见的表示方法,压缩时间的方法,CPM,Crashing,Fast tracking,Resource leveling,Schedule Control,关键路径法,最早启动时间（,ES,）,最迟启动时间（,LS,）,Float,举例,Project Cost Management,Resource Planning,Cost Estimating,Cost Budgeting,Cost Control,常用术语,PV:Present Value,PV=FV/,（,1+r,）,n,NPV:Net Present Value,NPV=,PV,BCWS:Budgeted Cost of Work Scheduled,ACWP:Actual Cost of Work Performed,Project Quality Management,Quality policy,Project&Product,Quality v.s.Grade,Benefit v.s.Cost,Prevention over inspection,Planned in v.s.Inspected in,Management responsibility,PDCA with phases,Project Quality Management,Quality Planning,Quality Assurance,Quality Control,Cost of Quality,Prevention Costs,Appraisal Costs,Failure Costs,Internal,External,Quality Control,Checklist,Pareto diagrams,Cause-and-Effect diagram,Pareto Diagram Sample,Quality Control,Outputs:,Acceptance decisions,Rework,Quality improvement,Process adjustments,Project Human Resource Management,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。,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。,与沟通管理密切相关,Organizational Planning,Identifying,documenting,assigning,roles,responsibilities,reporting relationships,RAM,RAEW,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,Staff Acquisition,与职能部门或其他项目的经理谈判,预先指定的,从外部获得（采购）,Team Development,Both enhancing the ability of stakeholders to contribute,as individuals,as well as enhancing the ability of the team to function,as a team,.,Project Communications Management,典型的项目经理有,75%-90%,的时间用于沟通,Communications Planning,Communications Distribution,Performance Reporting,Administrative Closure,沟通的规模,项目经理的基本职责,Planning,Organizing,Leadership,Control,项目经理有,75%-90%,的时间用于沟通,项目经理权威的来源,正式任命,奖励,惩罚,专业能力,人格魅力,X-Y,理论,X,理论：认为一般情况下工人都是懒惰的，需要监管,Y,理论：假设工人们不受到监管时也都愿意工作,Conflict Management,WithdrawingLose-lose,SmoothingLose-lose,CompromisingLose-lose,Problem Solvingwin-win,Forcingwin-lose,Performance Reporting,Status reporting,Progress reporting,Forecasting,Performance Reporting,BCWS:Budgeted Cost of Work Scheduled,ACWP:Actual Cost of Work Performed,BCWP(EV):Budgeted Cost of Work Performed,CV:Cost Variance,CV=BCWP-ACWP,SV:Schedule Variance,SV=BCWP-BCWS,CPI:Cost Performance Index,CPI=BCWP/ACWP,Performance Reporting,BAC:Budgeted At Completion,EAC:Estimated At Completion,Actuals-to-date+Remaining Budget/CPI,Actuals-to-date+New estimate,Actuals-to-date+Remaining Budget,(Remaining Budget=BAC-EV),Variance At Completion,VAC=BAC-EAC,Performance Management,通过持续的沟通，发现问题并解决问题，不断提高绩效,Project Risk Management,贯穿在整个项目过程中,包括内部风险和外部风险,同时意味着威胁和机会,充分考虑成本因素,Concepts,Risk Management Planning,Risk Management Plan,Methodology,Roles and Responsibilities,Budgeting,Timing,Scoring and interpretation,Thresholds,Reporting formats,Tracking,Risk Identification,Typical project risk:,promotion,market,political,technical,financing,environmental,construction(cost,schedule),operating,organizational,integration,force majeure.,Risk Identification Outputs,Outputs:,Risks(events&conditions),Triggers(symptoms),Inputs to other processes,Qualitative Risk Analysis,Determine the importance,P-I Matrix,Risk probability,Risk consequences,Project assumptions testing,assumption stability,consequences,Quantitative Risk Analysis,Sensitivity analysis,Decision Tree analysis,Probability distribution,Beta distribution,Triangular distribution,Monte Carlo simulation,Quantitative Risk Analysis,Risk =Probability X Magnitude,Contegency,=magnitude(provision)or Risk(P*M),Expected Value(EV)=,P,i,M,i,P,i,=1,，,I=1,n,Risk Response Development,Avoidance,Transference,Mitigation,Acceptance,Risk Monitoring and Control,保证风险管理计划的执行,随时注意计划中的风险的征兆,随时注意计划外的风险的可能,Procurement Planning,Make-or-Buy analysis,Contract type selection,Fixed price or lump sum contract,Cost reimbursable contract,Unit price contract,Statement Of Work,（,SOW,）,Solicitation Planning,Outputs:,Procurement documents,（,RFP,）,Evaluation criteria,Potential sellers,SOW updates,常见评价条件,Understanding of need,overall or life-cycle cost,technical capability,management approach,financial capacity,Solicitation&Source Selection,由卖方提交建议书,必要条件筛选,加权打分,Contract Administration&Close-out,Contract change control system,Performance reporting,Payment system,Procurement audits,招标过程举例,项目管理过程,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,总结,所有的管理方法始终以实现目标为目的,同时关注产品管理和项目管理,项目管理首先是科学，同时也是艺术,项目管理体系需要与外部条件相结合,项目是一个整体，项目管理是综合的,项目经理责任重大,项目管理网站,www.pmi.org,PROJECT,软件入门,