1、PMP考前培訓(xùn)什么是工程？PMBOK 1.2 詳細(xì)目的：明確定義、現(xiàn)實(shí)可行的目的(clearly defined realistic objectives)。 暫時(shí)性或一次性Temporary：明確的開(kāi)場(chǎng)與終了。 獨(dú)特性Unique：發(fā)明獨(dú)特的產(chǎn)品、效力或結(jié)果。 相關(guān)的活動(dòng)并耗費(fèi)資源(Interrelated activities and consume resources)。問(wèn)題：工程的4個(gè)特征中最重要的2個(gè)是什么？工程與日常運(yùn)營(yíng)的共性與區(qū)別？工程有始有終(Temporary) 開(kāi)場(chǎng)和終了獨(dú)特的(Unique) 產(chǎn)品或效力由人來(lái)實(shí)施受制于有限的資源需求方案、實(shí)施和控制運(yùn)營(yíng)反復(fù)的(repeti

2、ve)進(jìn)展的(ongoing)工程與運(yùn)營(yíng)Operation的關(guān)系漸進(jìn)細(xì)化Progressive Elaboration PMBOK 1.2.3 是暫時(shí)性與 獨(dú)特性的綜合。漸進(jìn)：按步驟進(jìn)展，穩(wěn)步添加細(xì)化：仔細(xì)地將內(nèi)容的細(xì)節(jié)全面展開(kāi)。問(wèn)題：以下哪一個(gè)不能被漸進(jìn)細(xì)化？ A：范圍 B：風(fēng)險(xiǎn) C：工程產(chǎn)品 D：工程效力質(zhì)量(Quality, Objective, requirements )本錢(qián) (Cost, Budget)時(shí)間 (Time, Schedule)牽一發(fā)而動(dòng)全身范圍風(fēng)險(xiǎn)工程的三個(gè)約束條件工程管理的定義什么是工程管理經(jīng)過(guò)運(yùn)用知識(shí)、技藝、工具和方法來(lái)組織、方案、實(shí)施并監(jiān)控工程活動(dòng)，使之滿(mǎn)足工程

3、需求。源：PMBOK2000工程管理的特點(diǎn)過(guò)程、管理系統(tǒng)、方法的集合；有效的方案和控制；是對(duì)工程、工程群、工程組合的管理；工程管理既是管文科學(xué)，也是管理藝術(shù)。子工程Subproject PMBOK 1.5 工程中某一部分，在一定程度上是獨(dú)立運(yùn)作的時(shí)候，就稱(chēng)之為“子工程。可內(nèi)：Project team.可外：Subcontractor.以一個(gè)單獨(dú)階段或工程過(guò)程為根底。例如：根據(jù)過(guò)程分：實(shí)施人員技藝分：工種技術(shù)內(nèi)容分：程序自動(dòng)測(cè)試。大型工程/工程群program PMBOK 1.5一組相關(guān)工程。有Ongoing operations運(yùn)維例如：飛機(jī)消費(fèi)出版報(bào)刊雜志單一工程就是工程群的子工程。在很多情

4、況下可以互用。工程組合管理Portfolio Management 公司戰(zhàn)略與可用資源有機(jī)結(jié)合的一種投資管理戰(zhàn)略。(Investment Management Strategy coordinating organizations strategic and available resources)選擇和支持某些產(chǎn)品消費(fèi)線(xiàn)工程或大型工程，經(jīng)過(guò)這些工程把公司戰(zhàn)略與資源聯(lián)絡(luò)在一同。(Selection and support of specific product line projects and programs that link the organizations strategic pl

5、an, investments)工程管理辦公室PMO 擔(dān)任協(xié)調(diào)許多工程及不同產(chǎn)品交錯(cuò)一同的大型工程。可作為組織的一個(gè)部門(mén)。設(shè)立規(guī)范并主要擔(dān)任以下事物：采購(gòu)、風(fēng)險(xiǎn)、WBS Dictionary績(jī)效評(píng)價(jià)資源管理題外話(huà)：CAPMPMPAutoCAQSoftware DevelopmentPMP+3500Hr+75QuestionsPMO工程生命周期 概念Concept開(kāi)發(fā)Development實(shí)施Implementation終了Termination問(wèn)題：沖突在工程生命周期中最多的階段是？沖突在工程生命周期中次多的階段是？必需是4個(gè)階段嗎？時(shí)間人員風(fēng)險(xiǎn)&時(shí)機(jī)開(kāi)場(chǎng)終了工程干系人對(duì)工程的影響隨著時(shí)間的推

6、移變得越來(lái)越微弱。勝利的概率隨著時(shí)間的推移越來(lái)越大每個(gè) 階段的終了以預(yù)先定義的可交付成果為標(biāo)志風(fēng)險(xiǎn)最大影響時(shí)段工程生命周期的特性(I)本錢(qián)工程生命周期的需求留意其他的方面Phase end Review:又叫Phase exits, Stage gates, Kill points繼續(xù)嗎？ Go/no go.Corrective ActionLessons learned.區(qū)別project life cycle和 product life cycle:工程經(jīng)理溝通方向及關(guān)系工程經(jīng)理資助人老板工程團(tuán)隊(duì)同事其他PM顧客供應(yīng)商職能部門(mén)經(jīng)理媒體政府群眾強(qiáng)矩陣型平衡矩陣弱矩陣型全時(shí)全時(shí)部分時(shí)間部分時(shí)間

7、部分時(shí)間工程管理行政人員工程經(jīng)理/方案經(jīng)理工程經(jīng)理/方案經(jīng)理工程經(jīng)理/工程主任PM協(xié)調(diào)員/工程主管PM協(xié)調(diào)員/工程主管工程經(jīng)理的頭銜全時(shí)全時(shí)全時(shí)部分時(shí)間部分時(shí)間工程經(jīng)理85-100%50-95%15-60%0-25%幾乎沒(méi)有工程全時(shí)人員%大到幾乎全權(quán)中等到大小到中等有限很少或沒(méi)有工程經(jīng)理的權(quán)威工程型組織矩 陣 型 組 織職能型組織組織類(lèi)型工程特點(diǎn)工程組織構(gòu)造對(duì)工程的影響工程管理5個(gè)過(guò)程決議立項(xiàng)按照方案執(zhí)行執(zhí)行情況與方案比較調(diào)整執(zhí)行情況 方案提供控制基線(xiàn)根據(jù)變卦調(diào)整方案根本思緒貫穿在工程的每一個(gè)環(huán)節(jié)制約要素Constrains PMBOK Applicable restricti

8、on affect the performance of the project. limit teams option on scope, staffing, schedule. 問(wèn)題: 我們能改動(dòng)制約要素嗎? 我們能逃避制約要素嗎? 制約要素的幾個(gè)能夠的來(lái)源是什么?假設(shè)(Assumptions) PMBOK for planning purpose considered to be True, Real or Certain Project team frequently Identify, Document, and Validate assumptions as par

9、t of Planning Process.工程方案與工程績(jī)效基線(xiàn) PMBOK 工程方案： Formal, approved document used to manage project execution. Change over time. Includes a lot: 工程績(jī)效基線(xiàn)： Scope Time Cost Changed upon the approved changes on scope of work/deliverable.方案實(shí)施的工具和技術(shù) PMBOK 4.2.2 普通管理技術(shù)。 產(chǎn)品技藝和知識(shí)。resource planning and staf

10、f acquisition 任務(wù)授權(quán)體系Work authorization system 同意工程任務(wù)的一個(gè)正式程序，用來(lái)確保： 按照恰當(dāng)?shù)臅r(shí)間、順序完成任務(wù)。 形狀評(píng)審會(huì) PMIS 組織程序方案實(shí)施-任務(wù)結(jié)果 Work Result PMBOK 定義：為完成工程所執(zhí)行活動(dòng)的各種結(jié)果。Outcomes of activities performed to accomplish the project. 提供如下信息： Deliverables 哪個(gè)完成，哪個(gè)沒(méi)有 Quality standard 滿(mǎn)足程度如何 Cost incurred/Committed (源自績(jī)效報(bào)告)

11、Can be Tangible or Intangible, But always Measurable. 方案實(shí)施變卦懇求 Change Request PMBOK 通常在工程任務(wù)完成時(shí)被識(shí)別。 例如: 對(duì)范圍、本錢(qián)、進(jìn)度的變卦懇求。 多種方式：oral/written, direct/indirect, externally/internally initiated, legal/optional 但是，必需是正式的Formal集成變卦控制 PMBOK 4.3 (Integrated Change Controls) 關(guān)懷的是： 對(duì)引起變卦的要素施加影響，以保證這些變卦是征

12、得贊同的。 確定變卦曾經(jīng)發(fā)生。 當(dāng)變卦實(shí)踐發(fā)生時(shí)進(jìn)展管理。留意：以上3條適用于詳細(xì)變卦控制過(guò)程，如：Scope, cost, time 要做的是： 維護(hù)performance measurement baseline完好性 確保product scope的變卦在Project scope中反映 協(xié)調(diào)各知識(shí)領(lǐng)域的變卦。 經(jīng)過(guò)： 回絕新的變卦。 同意變卦并修訂工程基線(xiàn)。變卦控制系統(tǒng) PMBOK (Change Control System) 由以下內(nèi)容組成： 正式、文檔化的程序。 包括正式工程文件變卦的步驟。 規(guī)定如何對(duì)工程績(jī)效進(jìn)展監(jiān)視和評(píng)價(jià)。 包括：文書(shū)任務(wù)Paperwork跟蹤

13、制度和流程Tracking systems and processes授權(quán)變卦所需的同意級(jí)別Approval level necessary for authorizing changes控制小組CCB, ERB, TRB, TAB“自動(dòng)同意變卦配置管理 PMBOK Configuration Management 任何文檔化的程序，用于對(duì)以下方面進(jìn)展技術(shù)和行政的指揮與監(jiān)視：識(shí)別任務(wù)項(xiàng)或系統(tǒng)的物理特性和功能特征，并構(gòu)成文檔?？刂七@些特征的任何變卦。記錄并報(bào)告這些變卦及實(shí)施形狀。審計(jì)這些任務(wù)項(xiàng)和系統(tǒng)以證明其與需求一致。很多領(lǐng)域是變卦控制系統(tǒng)的子集。也能夠指對(duì)變卦進(jìn)展的任何系統(tǒng)的管

14、理。不能“自動(dòng)同意變卦產(chǎn)品描畫(huà) Product Description PMBOK 把工程將要發(fā)明的產(chǎn)品或效力的特征編制成文檔。應(yīng)將產(chǎn)品或效力與商業(yè)需求或其他導(dǎo)致工程產(chǎn)生緣由之間的關(guān)系編制成文檔?？梢噪S工程的進(jìn)展?jié)u進(jìn)細(xì)化。在工程初期, be less detail/high level, 然后但是, 又要 detailed enough for project planning當(dāng)Seller按照與Buyer訂立的Contract執(zhí)行時(shí)，最初的產(chǎn)品描畫(huà)普通由Buyer提供。工程選擇方法 PMBOK Project Selection Method 方法：效益丈量法

15、Benefit measurement methodsEconomic Model, scoring model,約束優(yōu)化法Constrained optimization methods)Mathematical Model,決策模型 Decision Model:General Techniques(decision trees, forced choice)Specific Techniques(Analytic Hierarchy Process, Logical Framework Analysis,)Apply complex project selection criteria

16、in a Sophisticated modeseparate project phase (Feasibility Study phase) Decision Model贏利才干的計(jì)算Profitability Calculation投資報(bào)酬率( ROI )=Operating income/Investment現(xiàn)值 (PV) = FV/ (1+r)n凈現(xiàn)值 (NPV)內(nèi)部收益率 (IRR)使投資現(xiàn)值之和等于收入現(xiàn)值之和的折現(xiàn)率。回收期Payback period工程章程 Project Charter PMBOK 定義：A document that formally au

17、thorizes a project. 內(nèi)容：Officially establishes the project.Assign the project manager and authorizes the use of organizations resources to accomplish project activities.Provides a general description of project objective and business reason for project.問(wèn)題：以下哪個(gè)是銷(xiāo)售方seller的工程章程？Contract3. Statement of r

18、equirement Scope statement4. Statement of Objective工程經(jīng)理的指派 PMBOK Project Managers Assignment 工程可行，越早越好。 最遲不得晚于Execution. Preferable早于工程方案編制完成前。 問(wèn)題：以上哪個(gè)最好？One answering principle, only choose the best fit answer. 范圍闡明 Scope Statement PMBOK Provides a documented basis forMaking future

19、project decisionConfirming or developing common understanding of project scope among the stakeholders. Will be revised or refined to reflect approved scope changes.Includes or reference to:工程論證Project justification Business needs; a basis for tradeoffs.Projects product product description()Pr

20、oject deliverables a list of summary level Sub-products.Project objectives quantifiable criteria to measure successat least: Cost Schedule QualitySMART ObjectiveInvolves subdividing the major project deliverables or sub-deliverables smallermore manageable unitsUntil sufficient detailed defined deliv

21、erables toSupport developing Activity.分解 Decomposition PMBOK Step 1: 識(shí)別主要可交付成果 Identify major deliverablesStep 2: Decide if adequate cost and duration estimate can be developedStep 3: Identify constituent components(組成元素)Step 4: Verify the correctness 任務(wù)分解構(gòu)造 WBS PMBOK 面向可交付成果而對(duì)工程元素的分

22、組，它組織并定義了整個(gè)工程范圍。Deliverable-oriented, Not activity oriented.Work not in WBS is outside scope of project.Unique identifier Code of accountWork package Lowest level item of WBS Can be decomposed in a Subproject WBS. some books: 80 hours.WBS dictionary: work component descriptions. typically include: w

23、ork package, schedule dates, Cost budget, staff assignment任務(wù)分解構(gòu)造與其他構(gòu)造的區(qū)別 PMBOK CWBS(Contractual WBS)：合同任務(wù)分解構(gòu)造定義賣(mài)方提供應(yīng)買(mǎi)方報(bào)告的層次，不如WBS詳細(xì)。OBS(Organization breakdown structure)：組織分解構(gòu)造顯示任務(wù)被分配到組織單元。RBS (Resource breakdown structure)：資源分解構(gòu)造OBS的一種變異，將任務(wù)元素分配到個(gè)人。BOM (Bill of Material)：資料清單制造產(chǎn)品所需零部件等的分級(jí)層次

24、。PBS (Project breakdown Structure) ：工程分解構(gòu)造即WBS，用于某些將BOM稱(chēng)為WBS的領(lǐng)域。范圍核實(shí) Scope Verification PMBOK 5.4 是工程干系人正式接受Formal Acceptance工程的過(guò)程。需求審查Deliverables和Work results，以確保正確圓滿(mǎn)完成。工程提早終止，那么應(yīng)對(duì)工程完成程度建立文檔。留意區(qū)別：范圍核實(shí)與質(zhì)量控制。范圍核實(shí)：關(guān)懷任務(wù)結(jié)果的“接受Acceptance質(zhì)量控制：關(guān)懷任務(wù)結(jié)果的“正確性CorrectnessInspection= Review, product reviews, aud

25、its, walkthrough變卦懇求 Change Request PMBOK 多種方式：oral/written, direct/indirect, externally/internally initiated, legal/optional但是，必需是正式的Formal引起變卦懇求的緣由：外部事件定義Product scope 時(shí)的錯(cuò)誤或脫漏error/omission定義Project scope 時(shí)的錯(cuò)誤或脫漏error/omissionValue-adding change (尤其在Optional時(shí))Riskcontingency plan or workar

26、ound plan.()Activity Definition 活動(dòng)定義 PMBOK 6.1分解(Decomposition )：將任務(wù)包細(xì)分為：更小、更易于管理的活動(dòng)Activity。與范圍定義中分解的區(qū)別:Output 不同：deliverable / activity.活動(dòng)清單工程執(zhí)行的一切活動(dòng)。WBS的延伸。每個(gè)活動(dòng)要有描畫(huà)。WBS更新。又叫精細(xì)化 Refinement.Dependencies 依賴(lài)關(guān)系 PMBOK 6.2 Mandatory 強(qiáng)迫 Often involve physical or technological

27、 limitations (based on the nature of work being done)也叫硬邏輯，硬依賴(lài)關(guān)系。 Discretionary 恣意 Best practice 軟邏輯 Soft Logic: desirable and customary (based on experience) 優(yōu)先 Preferential: preferred or mandated by a customer (also, need of the project sponsor) External Project activity with nonproject activity.前

28、導(dǎo)圖法 PMBOK Precedence Diagramming MethodAON (Activity on Node): Node=activity, Arrow=dependencies One time estimateLead and LagFour relationships: Finish to StartFinish to FinishStart to StartStart to FinishTASK1TASK2TASK1TASK2TASK1TASK2TASK1TASK2ESEFLSLFESEFLSLF箭線(xiàn)圖法 PMBOK Arrow Diagr

29、amming MethodAOA (Activity on Arrow)： 雙代號(hào)網(wǎng)絡(luò)圖，活動(dòng)在箭線(xiàn)上。有虛擬活動(dòng)Dummy Activity: 普通用虛線(xiàn)表示, 0 duration.No LagOne relationship: Finish to startS1234EABCDEFG方案評(píng)審技術(shù) PERT PMBOK Three time estimate悲觀值 Pessimistic最能夠值 Most Likely樂(lè)觀值 OptimisticWeighted Average=(Optimistic + 4*Most likely + Pessimistic)/6Stand

30、ard deviation(規(guī)范差)=(Pessimistic - Optimistic)/6Beta DistributionMost LikelyPERT Weighted Average關(guān)鍵途徑法 CPM PMBOK One time estimate Most likelyCalculate forward pass & backward passFloat/Slack 時(shí)差Free float= Early Finish - Early start of successor activity(不影響任何緊隨活動(dòng)的ES。)Total Float = Early finis

31、h Late finish (不影響工程完工日期。)Critical PathLongestShortestZero條件圖法 PMBOK Conditional Diagramming Method GERT：圖形評(píng)審技術(shù)允許回路LOOP，如：反復(fù)多次進(jìn)展一項(xiàng)測(cè)試或條件分枝 Conditional branches，如：只需當(dāng)檢測(cè)出錯(cuò)誤時(shí)才進(jìn)展設(shè)計(jì)更新的存在，這是PDM和ADM所不允許的。Conditional and probabilistic treatmentSystem Dynamics Models：系統(tǒng)動(dòng)態(tài)模型工期=7Task AESEFLSLF工期=6Task C

32、ESEFLSLF工期=3Task GESEFLSLF工期=3Task BESEFLSLF工期=3Task DESEFLSLF工期=2Task FESEFLSLF工期=3Task EESEFLSLF工期=2Task HESEFLSLF開(kāi)場(chǎng)終了計(jì)算子網(wǎng)絡(luò) Sub Nets Fragnets PMBOK 網(wǎng)絡(luò)模板Network templates使制圖過(guò)程更便利?？砂ㄕ麄€(gè)工程，也可是其中一部分。網(wǎng)絡(luò)的一部分稱(chēng)為：子網(wǎng)絡(luò)。特別用于網(wǎng)絡(luò)中有重疊或類(lèi)似內(nèi)容時(shí)。例如：蓋樓的每一層、醫(yī)藥臨床等。趕工 Crashing: 本錢(qián)與進(jìn)度的平衡/折衷。cost and schedule tradeof

33、f。確定如何用最小的本錢(qián)獲得最大的工期緊縮。通常本錢(qián)添加。快速跟進(jìn) Fast tracking: 將前后順序變?yōu)槠叫?change sequence to parallel。通常風(fēng)險(xiǎn)添加。工期緊縮 Duration Compression PMBOK Resource Leveling/Smoothing/Allocation:用在 resources constraint circumstances.將稀缺資源先分配到關(guān)鍵途徑上。 Allocate scare resources to the Critical Path Activities first.通常導(dǎo)致比最初進(jìn)度更

34、長(zhǎng)的工期。Often result the longer duration than preliminary schedule.資源重新分配 Resource Reallocation:用在 time constraint circumstances將資源從非關(guān)鍵途徑上重新分配到關(guān)鍵途徑上，以彌補(bǔ)曾經(jīng)落今后的進(jìn)度，或盡能夠接近原定工期。Resources reallocated from non-critical to critical activities to bring the schedule back， or as close as possible to its originall

35、y intended overall duration.Extend hours, weekends, multiple shifts.Increase productivity by using different technologies and machinery.啟發(fā)式資源平衡法 PMBOK Resource Leveling Heuristics啟發(fā)式資源平衡法 PMBOK Resource Leveling Heuristics資源逆向分配 Reverse resource allocation scheduling:有限或關(guān)鍵資源Finite an

36、d critical resource).從工程終了時(shí)間逆推進(jìn)度Scheduled backwards from ending date關(guān)鍵途徑資源方案 Critical Chain resource Planning:A technique modifies the schedule to account for limited resources.Question:Add more people on a task can increase or decrease the productivity?進(jìn)度更新 Schedule Updates PMBOK 更新 Update:M

37、odification to scheduleMay or May Not require to adjustments to other aspects of project Plan.修訂 Revision:Special category of Update.Change to the start and finish dates in approved project schedule.Generally in response to the scope changes or changes to estimate.重新確定基線(xiàn) Rebaselining:While schedule

38、severe delay, the original performance measurement baseline not applicableBe careful, since the historical data will be lost.本錢(qián)管理Cost ManagementWhats cost management?Including:Initiate the projectEstimatingOrganizingControllingAnalyzingReportingForecastingTaking necessary corrective action when requ

39、ired.關(guān)于本錢(qián)管理的問(wèn)題本錢(qián)管理的目的？確保在同意的預(yù)算內(nèi)完成工程的各個(gè)過(guò)程。本錢(qián)管理的方法？資源方案、本錢(qián)的估算、預(yù)算、控制誰(shuí)對(duì)本錢(qián)在不同時(shí)間有不同的需求？管理層實(shí)施結(jié)果，獎(jiǎng)勵(lì)與識(shí)別，買(mǎi)方不同的合同類(lèi)型下針對(duì)不同的管理需求，本錢(qián)有哪些類(lèi)型？可控、不可控；固定、變動(dòng)；直接、間接如何控制與管理變卦？糾正措施？S曲線(xiàn)？掙值？本錢(qián)估算技術(shù)Cost Estimating Techniques模擬(類(lèi)比)估算 Analogous Estimating “top down; using actual costs from previous project as basis for estimate R

40、eliable when previous projects are similar and individuals have expertise form of expert judgment參數(shù)模型 Parametric Modeling uses project characteristics in mathematical models to predict costs (e.g.building houses)Reliable when historical information is accurate, parameters are quantifiable, and model

41、 is scalable2 types: Regression analysis, Learning Curve 從下至上的估算 Bottom Up Estimating rolling up individual activities into project total smaller work activities have more accuracy 計(jì)算機(jī)工具 Computerized tools spreadsheets, software 估算的準(zhǔn)確性 (Accuracy of Estimates量級(jí)估算 Order of Magnitude Estimate: -25% to

42、75%; Without detailed data, Best guess, usually made during Initiation PhaseOther Names: guesstimates, Conceptual, Preliminary預(yù)算估算 Budget Estimate: -10% to 25%; More better data, usually made during the Planning phaseOther Names: Appropriation, Control, and Design確定估算 Definitive Estimate: -5% to 10%

43、; Well defined data, usually bottom up.Other Names: Check, Lump sum, Tender, Post contract changes.估算的準(zhǔn)確性Cost Estimates:量級(jí)估算Order of Magnitude (ballpark estimate)：During initial evaluation預(yù)算估算 Budget : Used to obtain funds and project approval.確定估算 Definitive: Proposals, bid evaluation, contract cha

44、nge etc.Order of MagnitudeDefinitiveEstimateBudget Estimate75%-25%25%-10%10%-5%生命周期本錢(qián)Life cycle costing開(kāi)發(fā)本錢(qián) Development cost消費(fèi)本錢(qián) Production cost運(yùn)維本錢(qián) Operating/ Maintenance cost處置本錢(qián) Discard costDisposal cost while product passed its point of usefulness. (e.g. 電池，化學(xué)品 etc.)Time Value of MoneyPV = amoun

45、t of payment in N years divided by (1 + interest)n NPV=Sum of PV of inflow and outflowNPV0, goNPV=0, considerNPVAC，節(jié)約；EVBV，超前；EVBV，滯后。ETC指從今以后一段時(shí)間; EAC指任務(wù)終了那個(gè)點(diǎn)。Quality 質(zhì)量 Quality: 實(shí)體中與它滿(mǎn)足明確需求和隱含需求的才干相關(guān)的一切特性的總和。Totality of characteristics of an entity that bear on its ability to satisfy stated or imp

46、lied needs.Five misunderstandings about quality:Quality means goodness or luxury.Quality is intangible and not measurable.Quality is Expensive.Quality problem is originated by workers.Quality originate in quality department.區(qū)別質(zhì)量與等級(jí)：如酒店星級(jí)區(qū)別質(zhì)量與鍍金Gold plating質(zhì)量目的 Quality Goals質(zhì)量的目的是： 適宜于運(yùn)用Fitness for u

47、se. (產(chǎn)品或效力能否運(yùn)用？Is the product or service capable of being used?) 適宜于目的Fitness for purpose. (產(chǎn)品或效力到達(dá)了設(shè)計(jì)目的？Does the product or service meet its intended purpose?) 顧客稱(chēng)心 Customer satisfaction. (產(chǎn)品或效力滿(mǎn)足了顧客的期望？Does the product or service meet the customers expectations?) 符合需求 Conformance to the requiremen

48、ts. (產(chǎn)品或效力能否符合要求？Does the product or service conform to the requirements?) 質(zhì)量責(zé)任 Responsibility for Quality 高層管理 Top management擔(dān)任組織的質(zhì)量。Responsible for Quality of the Organization工程經(jīng)理Project manager擔(dān)任工程的質(zhì)量。 Responsible for Quality of the project Individual employee擔(dān)任其所做任務(wù)的質(zhì)量。Responsible for the tasks

49、they performedQuality Planning 質(zhì)量方案 PMBOK8.1.1 確定與工程有關(guān)的質(zhì)量規(guī)范并確定到達(dá)規(guī)范的方法。質(zhì)量政策Quality policy有組織的最高層正式發(fā)布的關(guān)于質(zhì)量的總目的和總方向。假設(shè)組織沒(méi)有正式質(zhì)量政策，工程團(tuán)隊(duì)?wèi)?yīng)該為工程指定質(zhì)量政策。工程團(tuán)隊(duì)有責(zé)任確保干系人全面獲知質(zhì)量政策。范圍闡明Scope statement產(chǎn)品描畫(huà)Product description規(guī)范和規(guī)范Standard and regulation實(shí)驗(yàn)設(shè)計(jì) Design of Experiments PMBOK一種統(tǒng)計(jì)方法，協(xié)助識(shí)別哪些要素將影響某種變量。多用于工程

50、產(chǎn)品上。如：汽車(chē)設(shè)計(jì)中確定哪種懸置與車(chē)輪的搭配效果最好，并且價(jià)位合理。工程中的用途本錢(qián)與進(jìn)度tradeoff：高級(jí)工程師的費(fèi)用高但用時(shí)少，低級(jí)工程師那么相反。將高級(jí)和低級(jí)工程師進(jìn)展多種組合，已確定最正確。Quality Cost 質(zhì)量本錢(qián) PMBOK質(zhì)量本錢(qián)指為了到達(dá)產(chǎn)品/效力質(zhì)量而進(jìn)展的全部任務(wù)所發(fā)生的一切本錢(qián)。包括符合要求的本錢(qián)和不符合要求的本錢(qián)。(Cost of Conformance/ non-conformance)典型工程普通設(shè)定工程價(jià)值的 3-5%作為質(zhì)量管理的本錢(qián)。質(zhì)量本錢(qián)類(lèi)型 Quality Cost Category:預(yù)防本錢(qián)Prevention Cost -

51、 cost to plan and execute a project so that it will be error-free 鑒定本錢(qián)Appraisal Cost - cost of evaluating the processes and the outputs of the processes to ensure the product is error-free 內(nèi)部失敗缺點(diǎn)本錢(qián) Internal Failure Cost - cost incurred to correct an identified defect before the customer receives the

52、 product 外部失敗缺點(diǎn)本錢(qián) External Failure Cost - cost incurred due to errors detected by the customer. This includes warranty cost, field service personnel training cost, complaint handling, and future business losses. 丈量與檢測(cè)設(shè)備本錢(qián)Measurement and Test Equipment - capital cost of equipment used to perform prev

53、ention and appraisal activities. QA and QC Comparison 質(zhì)量保證(QA): 在質(zhì)量體系中實(shí)施的全部有方案、有系統(tǒng)的活動(dòng)，以提供滿(mǎn)足工程相關(guān)規(guī)范的自信心。 質(zhì)量控制(QC): 一個(gè)過(guò)程，用來(lái)監(jiān)控詳細(xì)工程結(jié)果，以決議他們能否符合相關(guān)的質(zhì)量規(guī)范，并識(shí)別消除不稱(chēng)心績(jī)效的成因。QAManagerial processOrganizeDesigns programs/processesSets objectivesProvide resourcesDevelops proceduresQCTechnical aspect of QualityExamin

54、esAnalyzesMonitors conformanceProvides reporting質(zhì)量控制中要區(qū)分以下概念 PMBOK8.3預(yù)防(prevention)與檢查(inspection)特性抽樣(attribute sampling)與變量抽樣(variable sampling)特殊緣由(special cause)與隨機(jī)緣由(random cause)答應(yīng)的誤差(Tolerance/Threshold)與控制限制(control limits)質(zhì)量工具 Quality Tools 流程圖曲線(xiàn)圖帕累托圖Pareto Diagram-80/20定理因果圖魚(yú)骨圖/Ishikawa圖圖表

55、Graphs控制圖Control Charts核對(duì)表ChecksheetsSampling 確定樣本大小Before reject product, benchmark the number of defect(this is the management responsibility).MethodsAcceptanceAttributeSpecial AttributeContinuous samplingChainSkip-lot Variable sampling 不斷改良Continues Improvement Process PDCA (戴明 Deming):方案Plan 提高當(dāng)

56、前的實(shí)際 improve the present practice 執(zhí)行 Do 方案的實(shí)施implement the plan檢查 Check 經(jīng)過(guò)測(cè)試來(lái)察看能否得到了期望的結(jié)果。test to see if desired results are achieved行動(dòng) Act 實(shí)施糾正行動(dòng)。Implement corrective Action戴明還論述說(shuō)：85%的質(zhì)量問(wèn)題應(yīng)由管理層擔(dān)任，另外15%由團(tuán)隊(duì)成員擔(dān)任。Deming also stated that 85% of poor quality is attributable to the management, 15% to the

57、team members.Taguchis theoryQuality should be designed into the product, not inspected into it.Quality is best achieved by minimizing the deviation from a target. The product should be designed to be immune to uncontrollable environmental factors.The cost of quality should be measured as a function

58、of deviation from the standard and the losses should be measured system-wide.AAR接受ARA測(cè)試ACR設(shè)計(jì)ACR需求EDCBAR擔(dān)任A協(xié)助C審查責(zé)任分配矩陣可在各個(gè)等級(jí)實(shí)行責(zé)任分配矩陣PM Roles and Responsibilities Integrator 集成者是看到工程目的及工程如何融入組織整體方案的人。PM is the most likely person who can view both the project and the way it fits into the overall plan f

59、or the organization. 協(xié)調(diào)工程團(tuán)隊(duì)的努力。Must coordinate the efforts of all the units of the project team. Communicator : 程度，垂直，內(nèi)外，正式非正式等 Team Leader Decision Maker Climate Creator or Builder The PM should attempt to build a supportive atmosphere so that project team members work together and not against one

60、another. Seek to avoid unrest and negative forms of conflict by building supportive atmosphere early. 權(quán)益的類(lèi)型 法定 Legitimate or Formal): 基于一個(gè)人在公司中的正式位置。Based on a persons formal position in the company. 獎(jiǎng)賞 Reward: 提供好結(jié)果的才干。如：提升、漲工資等 Power to give positive consequences or outcomes. 強(qiáng)迫 Coercive (Penalty)