東南大學(xué)系統(tǒng)工程研究所項(xiàng)目管理

ProjectManagementPMInstituteofSystemsandEngineeringSoutheastUniversity課程形式課程形式主課，習(xí)題課，專(zhuān)題課，作業(yè)考試形式筆試學(xué)習(xí)要求按時(shí)上課，認(rèn)真聽(tīng)講閱讀參考書(shū)認(rèn)真記筆記，整理筆記思考，討論，提問(wèn)成績(jī)?cè)u(píng)定作業(yè)，平時(shí)成績(jī)，期末考試比例：作業(yè)10%，平時(shí)成績(jī)20%，期末考試70%課程內(nèi)容項(xiàng)目生命周期人員:項(xiàng)目成功的關(guān)鍵項(xiàng)目計(jì)劃與控制東南大學(xué)系統(tǒng)工程研究所東南大學(xué)系統(tǒng)工程研究所項(xiàng)目生命周期PM東南大學(xué)系統(tǒng)工程研究所主要內(nèi)容第一章項(xiàng)目管理概念第二章識(shí)別需求第三章提出解決方案第四章執(zhí)行和結(jié)束項(xiàng)目東南大學(xué)系統(tǒng)工程研究所控制能力技能知識(shí)信息經(jīng)驗(yàn)實(shí)踐&反饋應(yīng)用學(xué)習(xí)&培訓(xùn)怎樣才能成功？東南大學(xué)系統(tǒng)工程研究所控制計(jì)劃文化人方法價(jià)值、信念、態(tài)度、行為、傳統(tǒng)項(xiàng)目管理體系信息組織授權(quán)、責(zé)任CAD、建模進(jìn)度計(jì)劃激勵(lì)、領(lǐng)導(dǎo)、談判、團(tuán)隊(duì)建設(shè)、溝通、決策定義項(xiàng)目、指定戰(zhàn)略、制定進(jìn)度計(jì)劃歷史、現(xiàn)狀（成本、進(jìn)度、質(zhì)量和需求）對(duì)照計(jì)劃?rùn)z查進(jìn)展、采取改正措施、審計(jì)績(jī)效東南大學(xué)系統(tǒng)工程研究所基準(zhǔn)計(jì)劃項(xiàng)目管理成熟度組建團(tuán)隊(duì)建立項(xiàng)目構(gòu)筑成功范圍管理質(zhì)量管理時(shí)間管理成本管理人力資源管理合同與采購(gòu)管理溝通管理綜合管理風(fēng)險(xiǎn)管理東南大學(xué)系統(tǒng)工程研究所I

SeeTheCatQuicklyHideChicken,Rice,PotatoesScope范圍管理Quality質(zhì)量管理Time時(shí)間管理Cost成本管理Humanresource人力資源管理Procurement合同與采購(gòu)管理Communication溝通管理Integration綜合管理Risk風(fēng)險(xiǎn)管理東南大學(xué)系統(tǒng)工程研究所

管理產(chǎn)生項(xiàng)目干系人所期望的關(guān)鍵結(jié)果為成功而管理成功

領(lǐng)導(dǎo)確定方向與項(xiàng)目成員密切合作溝通前景激勵(lì)與鼓勵(lì)成員應(yīng)用實(shí)踐與改進(jìn)管理和領(lǐng)導(dǎo)東南大學(xué)系統(tǒng)統(tǒng)工程研究所所如果你未能達(dá)達(dá)到憑空虛構(gòu)構(gòu)的目標(biāo)，是是否意味著失失??？成功Schultz,Sleven,Pinto(1987)觀點(diǎn)解決問(wèn)題時(shí)常常犯的四種錯(cuò)錯(cuò)誤當(dāng)應(yīng)該采取某某種行動(dòng)時(shí)，，卻沒(méi)有采取取行動(dòng)。Fortune和Peters《從失敗中學(xué)習(xí)習(xí)：系統(tǒng)解決決》觀點(diǎn)當(dāng)不該采取某某種行動(dòng)時(shí)，，卻采取了行行動(dòng)。采取錯(cuò)誤的行行動(dòng)（去解決決）錯(cuò)誤的問(wèn)問(wèn)題。提出了正確的的問(wèn)題，但未未采用正確的的解決方法。。未達(dá)到目標(biāo)。。出現(xiàn)不希望得得到的負(fù)面效效果。設(shè)計(jì)失敗。目標(biāo)不合適。。在項(xiàng)目開(kāi)始前前，便制定各各方都同意的的成功標(biāo)準(zhǔn)，，這一點(diǎn)非常常重要！東南大學(xué)系統(tǒng)統(tǒng)工程研究所所制約項(xiàng)目成功功的因素工作范圍成本進(jìn)度計(jì)劃客戶(hù)滿(mǎn)意度兩個(gè)因素對(duì)項(xiàng)項(xiàng)目的成功至至關(guān)重要：1、高層管理人人員的支持；；2、項(xiàng)目團(tuán)隊(duì)成成員中所存在在的問(wèn)題導(dǎo)向向（不是專(zhuān)業(yè)業(yè)導(dǎo)向）。東南大學(xué)系統(tǒng)統(tǒng)工程研究所所資源績(jī)效成本時(shí)間良好的客戶(hù)關(guān)關(guān)系范圍蔓延項(xiàng)目管理成功的因素東南大學(xué)系統(tǒng)統(tǒng)工程研究所所根據(jù)StandishGroup每年對(duì)信息系系統(tǒng)項(xiàng)目進(jìn)行行的調(diào)查：只有17%的項(xiàng)目達(dá)到了了預(yù)定目標(biāo)；；有50%的項(xiàng)目更改了了目標(biāo)；33%的項(xiàng)目被撤消消。美國(guó)每年花在在這上面的費(fèi)費(fèi)用大約為800億美元。項(xiàng)目失敗的高高昂代價(jià)東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1、問(wèn)題未能清清晰定義2、計(jì)劃基于不不充分的數(shù)據(jù)據(jù)（軟件開(kāi)發(fā)發(fā)中經(jīng)常遇到到）3、單純由計(jì)劃劃人員編制計(jì)計(jì)劃（原則：實(shí)際工作人員員必須共同參參與計(jì)劃）4、無(wú)人負(fù)責(zé)5、項(xiàng)目計(jì)劃理理想化6、資源計(jì)劃不不充分（低劣劣的資源計(jì)劃劃可能是導(dǎo)致致項(xiàng)目失敗的的最常見(jiàn)原因因）7、不認(rèn)同自己己為團(tuán)隊(duì)中的的一員8、項(xiàng)目中的成成員流動(dòng)性大大，且未考慮慮對(duì)項(xiàng)目的影影響（組織所所給予的獎(jiǎng)賞賞必須與它所所期望的目標(biāo)標(biāo)保持一致））9、項(xiàng)目計(jì)劃缺缺乏細(xì)節(jié)和深深度（原則：項(xiàng)目計(jì)劃的細(xì)細(xì)節(jié)和深度，，不應(yīng)超出有有效管理所能能達(dá)到的層面面）10、項(xiàng)目未按計(jì)計(jì)劃進(jìn)行（計(jì)計(jì)劃不明確；；不按計(jì)劃執(zhí)執(zhí)行）11、忘記了原始始目標(biāo)12、高層管理者者拒絕接受現(xiàn)現(xiàn)實(shí)（依據(jù)片片面的歷史經(jīng)經(jīng)驗(yàn)進(jìn)行估算算；強(qiáng)行規(guī)定定質(zhì)量、成本本、時(shí)間和工工作范圍等目目標(biāo)，違背了了四要素的規(guī)規(guī)律）13、粗略的估算算變成了正式式的目標(biāo)（必必須記錄和存存檔所有的推推測(cè)）導(dǎo)致項(xiàng)目失敗敗的原因時(shí)間成本

努力技術(shù)訣竅工具質(zhì)量粗略估算有時(shí)會(huì)變成“正式目標(biāo)”東南大學(xué)系統(tǒng)統(tǒng)工程研究所所制定使命/遠(yuǎn)景說(shuō)明質(zhì)量管理檢查改進(jìn)結(jié)果確定關(guān)鍵成功功因素識(shí)別商業(yè)過(guò)程程將關(guān)鍵成功因因素與商業(yè)過(guò)程聯(lián)系系起來(lái)進(jìn)行差距分析析選擇商業(yè)過(guò)程程識(shí)別改進(jìn)機(jī)會(huì)會(huì)分析改進(jìn)機(jī)會(huì)會(huì)定義項(xiàng)目范圍圍計(jì)劃項(xiàng)目活動(dòng)動(dòng)安排項(xiàng)目工作作監(jiān)控項(xiàng)目進(jìn)展展反饋循環(huán)ABCD持續(xù)質(zhì)量管理理模型東南大學(xué)系統(tǒng)統(tǒng)工程研究所所管理風(fēng)險(xiǎn)項(xiàng)目風(fēng)險(xiǎn)數(shù)據(jù)據(jù)集成時(shí)間不確定性性技術(shù)不確定性性過(guò)程不確定性性市場(chǎng)戰(zhàn)戰(zhàn)略計(jì)劃商業(yè)價(jià)值企企業(yè)文文化產(chǎn)品觀念組織風(fēng)險(xiǎn)產(chǎn)品風(fēng)險(xiǎn)墨非定理：凡是要出問(wèn)題題的都會(huì)出問(wèn)問(wèn)題！東南大學(xué)系統(tǒng)統(tǒng)工程研究所所風(fēng)險(xiǎn)：在一個(gè)項(xiàng)目中中可能發(fā)生的的影響項(xiàng)目目目標(biāo)的任何事事情。原則：我們都傾向于于過(guò)高估計(jì)自自己的能力，，而過(guò)低估計(jì)計(jì)困難，“即即使墨非也是是一位樂(lè)觀者者！”例子：一位工程師技技術(shù)人員正全全神貫注地設(shè)設(shè)計(jì)一項(xiàng)他們們無(wú)法完成的的工作，根本本就沒(méi)有考慮慮失敗的可能能性！正因?yàn)闉槿绱耍麄儌儭皩⑺械牡碾u蛋都放在在一個(gè)籃子里里”，很可能能不得不從頭頭開(kāi)始。項(xiàng)目風(fēng)險(xiǎn)在項(xiàng)目中，可可能出差錯(cuò)的的事情常常比比可能意想不不到地正常運(yùn)運(yùn)行的事情多多，這是現(xiàn)實(shí)實(shí)生活中一個(gè)個(gè)令人遺憾的的事實(shí)。----約翰.R.斯凱勒東南大學(xué)系統(tǒng)統(tǒng)工程研究所所避免風(fēng)險(xiǎn)的原原則：通過(guò)好的計(jì)劃劃來(lái)規(guī)避風(fēng)險(xiǎn)險(xiǎn)，而不是靠靠損失一個(gè)好好的機(jī)會(huì)來(lái)避避免風(fēng)險(xiǎn)。預(yù)防總是比失失敗劃算：對(duì)于一個(gè)非常常重要的項(xiàng)目目，企業(yè)決策策者寧愿避免免使用一個(gè)缺缺乏經(jīng)驗(yàn)的項(xiàng)項(xiàng)目經(jīng)理，也也不愿跟在一一個(gè)沒(méi)經(jīng)驗(yàn)的的項(xiàng)目經(jīng)理后后面盡力去管管理風(fēng)險(xiǎn)。項(xiàng)目風(fēng)險(xiǎn)避免危險(xiǎn)總是是比管理危險(xiǎn)險(xiǎn)好，這似乎乎很有道理。。----HarveyLevine(1995)東南大學(xué)系統(tǒng)統(tǒng)工程研究所所風(fēng)險(xiǎn)概率數(shù)（（RPN）=概率度（P）×嚴(yán)重程度（S）×檢測(cè)能力指標(biāo)標(biāo)（D），這個(gè)數(shù)數(shù)值越大，風(fēng)風(fēng)險(xiǎn)就越嚴(yán)重重。例如：對(duì)對(duì)一個(gè)項(xiàng)目的的風(fēng)險(xiǎn)分析項(xiàng)目風(fēng)險(xiǎn)在某些高風(fēng)險(xiǎn)險(xiǎn)項(xiàng)目中，當(dāng)當(dāng)不能進(jìn)行可可行性研究時(shí)時(shí)，公司將采采取并行開(kāi)發(fā)發(fā)的路線，能能夠工作的第第一種技術(shù)應(yīng)應(yīng)該是公司繼繼續(xù)采用的技技術(shù)。顯然這這種方法需要要花費(fèi)很多成成本，并且僅僅在時(shí)間比金金錢(qián)更重要時(shí)時(shí)才采用。已識(shí)別的風(fēng)險(xiǎn)險(xiǎn)壞天氣PSDRPN關(guān)鍵團(tuán)隊(duì)成員員損失技術(shù)不適用324242881286108480管理風(fēng)險(xiǎn)的三三種方式：1、風(fēng)險(xiǎn)避免；；2、風(fēng)險(xiǎn)減輕（（降低，如安安全氣囊）；；3、風(fēng)險(xiǎn)轉(zhuǎn)移（（如通過(guò)保險(xiǎn)險(xiǎn)預(yù)防損失））。東南大學(xué)系統(tǒng)統(tǒng)工程研究所所投資結(jié)合的風(fēng)風(fēng)險(xiǎn)增加安全系數(shù)數(shù)與合作伙伴共共擔(dān)風(fēng)險(xiǎn)開(kāi)開(kāi)發(fā)和測(cè)試事事故應(yīng)對(duì)程序序隨時(shí)間分散風(fēng)風(fēng)險(xiǎn)操作風(fēng)險(xiǎn)參加多種風(fēng)險(xiǎn)險(xiǎn)投資與與承包商簽訂訂總承包合同同投資組合中的的群體互補(bǔ)風(fēng)風(fēng)險(xiǎn)制制定風(fēng)險(xiǎn)共擔(dān)擔(dān)合同條款尋求低風(fēng)險(xiǎn)投投資使使用安安全系數(shù)；精精心地設(shè)計(jì)集中于單個(gè)的的、熟悉的領(lǐng)領(lǐng)域擁?yè)碛袀溆迷O(shè)備備增加公司的資資本增增加培培訓(xùn)商品價(jià)格可選操作選項(xiàng)項(xiàng)在未來(lái)市場(chǎng)中中，保護(hù)或穩(wěn)穩(wěn)定價(jià)格進(jìn)進(jìn)行測(cè)試、試試驗(yàn)和試用使用長(zhǎng)期或短短期銷(xiāo)售（價(jià)價(jià)格或數(shù)量））合同風(fēng)險(xiǎn)分析（減減少評(píng)審的錯(cuò)錯(cuò)誤）通過(guò)制定相應(yīng)應(yīng)合同條款共共享風(fēng)險(xiǎn)使使用用較好的技術(shù)術(shù)（例如決策策分析）利率和匯率尋求補(bǔ)充信息息使用互惠信貸貸、最低價(jià)格格、最高價(jià)格格、中監(jiān)監(jiān)控關(guān)關(guān)鍵和指示性性的偏差間價(jià)格和其他他限制手段驗(yàn)驗(yàn)證證樣品調(diào)整資產(chǎn)負(fù)債債表進(jìn)進(jìn)行項(xiàng)項(xiàng)目評(píng)估和后后評(píng)估以某種貨幣進(jìn)進(jìn)行一定的外外匯交易利利用用替代方法和和人員，開(kāi)發(fā)發(fā)備用模型環(huán)境危害包括多專(zhuān)業(yè)及及專(zhuān)業(yè)之間的的溝通購(gòu)買(mǎi)保險(xiǎn)提提供較好的培培訓(xùn)和工具風(fēng)險(xiǎn)減輕或避避免的斯凱勒勒方法（1995）東南大學(xué)系統(tǒng)統(tǒng)工程研究所所技術(shù)1技術(shù)2成本進(jìn)度整體內(nèi)容涉及初步要求求的技術(shù)成功功的主觀評(píng)估估指標(biāo)與其他項(xiàng)目對(duì)對(duì)比的技術(shù)成成功的主觀評(píng)評(píng)估指標(biāo)預(yù)算成本超支支和盈余的主主觀評(píng)估指標(biāo)標(biāo)進(jìn)度計(jì)劃超前前和滯后的主主觀評(píng)估指標(biāo)標(biāo)整體項(xiàng)目成功功的主觀評(píng)估估指標(biāo)評(píng)估指標(biāo)項(xiàng)目成成功的的評(píng)估估指標(biāo)標(biāo)：資料來(lái)來(lái)源：：Couillard(1995)東南大大學(xué)系系統(tǒng)工工程研研究所所管理過(guò)過(guò)的項(xiàng)項(xiàng)目數(shù)數(shù)目責(zé)任指指標(biāo)項(xiàng)目管管理工工具和和技術(shù)術(shù)了解項(xiàng)項(xiàng)目的的各個(gè)個(gè)目標(biāo)標(biāo)項(xiàng)目經(jīng)經(jīng)理授授權(quán)和和責(zé)任任級(jí)別別項(xiàng)目主主管授授權(quán)和和責(zé)任任級(jí)別別組織機(jī)機(jī)構(gòu)高層管管理的的介入入溝通形形式問(wèn)題的的處理理項(xiàng)目團(tuán)團(tuán)隊(duì)的的支持持項(xiàng)目經(jīng)經(jīng)理的的經(jīng)驗(yàn)驗(yàn)項(xiàng)目管管理要要素：：資料來(lái)來(lái)源：：Couillard(1995)C/SCSC：成本本/進(jìn)度控控制系系統(tǒng)標(biāo)標(biāo)準(zhǔn)（（按邏邏輯分分成5組；包包括35項(xiàng)目標(biāo)標(biāo)準(zhǔn)））項(xiàng)目管管理方方法WBS的應(yīng)用用PERT/CPM的應(yīng)用用C/SCSC的應(yīng)用用各類(lèi)定定期技技術(shù)報(bào)報(bào)告各類(lèi)定定期成成本報(bào)報(bào)告各類(lèi)定定期進(jìn)進(jìn)度報(bào)報(bào)告項(xiàng)目監(jiān)監(jiān)測(cè)的的頻率率東南大大學(xué)系系統(tǒng)工工程研研究所所1995年，StandishGroup針對(duì)項(xiàng)項(xiàng)目失失敗的的原因因調(diào)查查了1,000多位IT經(jīng)理。。調(diào)查查顯示示的10條最主主要的的原因因是：：1、需求求不完完整；；2、缺少少用戶(hù)戶(hù)參與與；3、缺少少資源源；4、期望望不現(xiàn)現(xiàn)實(shí)；；5、缺少少執(zhí)行行支持持；6、要求求和規(guī)規(guī)范不不斷變變化；；7、缺少少計(jì)劃劃；8、對(duì)項(xiàng)項(xiàng)目的的需求求不復(fù)復(fù)存在在；9、缺少少I(mǎi)T管理；；10、技術(shù)術(shù)缺乏乏。增加項(xiàng)項(xiàng)目失失敗風(fēng)風(fēng)險(xiǎn)的的原因因：東南大大學(xué)系系統(tǒng)工工程研研究所所如果在在技術(shù)術(shù)、成成本和和進(jìn)度度方面面面臨臨風(fēng)險(xiǎn)險(xiǎn)，遵遵循以以下指指南：：1、強(qiáng)調(diào)調(diào)團(tuán)隊(duì)隊(duì)支持持2、給予予項(xiàng)目目經(jīng)理理相應(yīng)應(yīng)的權(quán)權(quán)力3、改進(jìn)進(jìn)問(wèn)題題處理理和溝溝通的的方式式4、避免免使用用純項(xiàng)項(xiàng)目型型組織織結(jié)構(gòu)構(gòu)5、提高高項(xiàng)目目監(jiān)測(cè)測(cè)的頻頻率6、使用用WBS、PERT/CPM和C/SCSC方法7、為項(xiàng)項(xiàng)目團(tuán)團(tuán)隊(duì)建建立清清晰的的項(xiàng)目目目標(biāo)標(biāo)8、選擇擇有經(jīng)經(jīng)驗(yàn)的的項(xiàng)目目經(jīng)理理項(xiàng)目風(fēng)風(fēng)險(xiǎn)管管理建建議：：東南大大學(xué)系系統(tǒng)工工程研研究所所基本概概念PMP（ProjectManagementProfessional）項(xiàng)目管管理專(zhuān)專(zhuān)業(yè)人人員資資格。。項(xiàng)目：為創(chuàng)創(chuàng)造獨(dú)獨(dú)特的的產(chǎn)品品、服服務(wù)或或結(jié)果果而進(jìn)進(jìn)行的的一次次性努努力。。項(xiàng)目管管理：將知知識(shí)、、技能能、工工具和和技術(shù)術(shù)應(yīng)用用于項(xiàng)項(xiàng)目的的各項(xiàng)項(xiàng)活動(dòng)動(dòng)之中中，以以實(shí)現(xiàn)現(xiàn)或超超過(guò)項(xiàng)項(xiàng)目干干系人人對(duì)項(xiàng)項(xiàng)目的的要求求和期期望。。東南大大學(xué)系系統(tǒng)工工程研研究所所第一章章項(xiàng)項(xiàng)目管管理概概念本章內(nèi)內(nèi)容項(xiàng)目的的涵義義和特特征在項(xiàng)目目管理理中的的關(guān)鍵鍵約束束條件件一個(gè)項(xiàng)項(xiàng)目是是怎樣樣誕生生的項(xiàng)目生生命周周期項(xiàng)目管管理過(guò)過(guò)程所所涉及及的步步驟項(xiàng)目管管理的的益處處東南大大學(xué)系系統(tǒng)工工程研研究所所第一章章項(xiàng)項(xiàng)目管管理概概念項(xiàng)目就是以以一套套獨(dú)特特的、、相互互聯(lián)系系的任任務(wù)為為前提提，有有效地地利用用資源源，為為實(shí)現(xiàn)現(xiàn)一個(gè)個(gè)特定定的目目標(biāo)所所做的的努力力。項(xiàng)目是是多任任務(wù)的的！一個(gè)項(xiàng)項(xiàng)目就就是一一個(gè)計(jì)計(jì)劃要要解決決的問(wèn)問(wèn)題。。--J.M.Juran(1989)1.1項(xiàng)目的的概念念A(yù)projectisauniqueendeavourtoproduceasetofdeliverableswithinclearlyspecifiedtime,costandqualityconstraintsBuildinganewhouseDevelopinganewsoftwareapplicationPerforminganassessmentofcurrentmanufacturingprocessesCreatinganewradiocommercialTheoperationalworkistheongoing,repetitivesetofactivitiesthatsustaintheorganization.ProcessingcustomerordersPerformingaccountsreceivableandaccountspayableactivitiesExecutingthedailymanufacturingorders東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.1項(xiàng)目的概念ProjectsaredifferentfromstandardbusinessoperationalactivitiesAreuniqueinnatureHaveadefinedtimescaleHaveanapprovedbudgetHavelimitedresourcesInvolveanelementofriskAchievebeneficialchange東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.1項(xiàng)目的概念ComparingProjectsandOperations東南大學(xué)系統(tǒng)統(tǒng)工程研究所所FeatureProjectsOperationsKeySimilaritiesPlanned,executed,andcontrolledPerformedbypeopleResourceconstrainedPlanned,executed,andcontrolledPerformedbypeopleResourceconstrainedPurposeAttainobjectivesandterminateSustaintheorganizationTimeTemporaryDefinitebeginningandendpointsOngoingOutcomeUniqueproduct,service,orresultNon-uniqueproduct,service,orresultPeopleDynamic,temporaryteamsformedtomeetprojectneedsGenerallynotalignedwithorganizationalstructureFunctionalteamsgenerallyalignedwithorganizationalstructureAuthorityofManagerVariesbyorganizationalstructureGenerallyminimal,ifany,directlineauthorityGenerallyformal,directlineauthority1.2項(xiàng)目管理的概概念ProjectManagementistheskills,toolsandmanagementprocessesrequiredtoundertakeaprojectsuccessfully東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.2項(xiàng)目管理的概概念SkillsSpecialistknowledge,skillsandexperienceToolsDocumenttemplates,registers,planningsoftware,modelingsoftware,auditchecklistsandreviewformsProcessesVariousprocessesandtechniquesarerequiredtomonitorandcontroltime,cost,qualityandscopeonprojectsTimemanagement,costmanagement,qualitymanagement,changemanagement,riskmanagementandissuemanagement東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.2項(xiàng)目管理的概概念TheProjectManagementInstitute(PMI)definesprojectmanagementasasetoffiveprocessgroupsandnineknowledgeareas美國(guó)項(xiàng)目管理理協(xié)會(huì)（ProjectManagementInstitute）,簡(jiǎn)稱(chēng)PMI，成立于1969年。它是一個(gè)個(gè)有著10萬(wàn)多名會(huì)員的的國(guó)際性項(xiàng)目目管理專(zhuān)業(yè)協(xié)協(xié)會(huì)，是項(xiàng)目目管理專(zhuān)業(yè)領(lǐng)領(lǐng)域中由研究究人員、學(xué)者者、顧問(wèn)和經(jīng)經(jīng)理組成的全全球性的最大大專(zhuān)業(yè)組織機(jī)機(jī)構(gòu)PMI早在七十年代代末就率先提提出了項(xiàng)目管管理的知識(shí)體體系（ProjectManagementBodyofKnowledge,簡(jiǎn)稱(chēng)為PMBOK）PMBOK把項(xiàng)目管理劃劃分為9個(gè)知識(shí)領(lǐng)域，，即：范圍管管理，時(shí)間管管理，成本管管理，質(zhì)量管管理，人力資資源管理，溝溝通管理，采采購(gòu)管理，風(fēng)風(fēng)險(xiǎn)管理和集集成管理。國(guó)國(guó)際標(biāo)準(zhǔn)化組組織以該文件件為框架，制制訂了ISO10006關(guān)于項(xiàng)目管理理的標(biāo)準(zhǔn)東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.2項(xiàng)目管理的概概念DescriptionofProjectManagementProcessGroups東南大學(xué)系統(tǒng)統(tǒng)工程研究所所#ProcessGroupDescriptionperPMBOK2000EditionCommonTerms1InitiatingAuthorizingtheprojectorphase"preliminaryplanning"“kickingoff”2PlanningDefiningandrefiningobjectivesoftheprojectandselectingthebestcourseofactiontoattainthoseobjectives"defining""developingtheplan"“settingthestage”3ExecutingCoordinatingthepeopleandresourcestoimplementtheplan"makingithappen""gettingitdone"“coordinating”4ControllingEnsuringprojectobjectivesaremetbymonitoringandmeasuringprogressregularlytoidentifyvariancesfromtheplansothatcorrectiveactionscanbetaken"trackingprogress"“keepingoncourse”5ClosingFormalizingacceptanceofprojectorphaseandbringingtoanorderlyend"clientacceptance""transition"“closeout”1.2項(xiàng)目管理的概概念DescriptionofPMBOKKnowledgeAreas東南大學(xué)系統(tǒng)統(tǒng)工程研究所所#KnowledgeAreaDescriptionperPMBOK2000EditionCommonDeliverables1ProjectIntegrationManagementProcessesrequiredtoensuretheelementsoftheprojectareproperlycoordinatedProjectCharterProjectPlanChangeRequestsWorkResults2ProjectScopeManagementProcessesrequiredtoensurethatprojectincludesalltheworkthatisrequiredandonlytheworkthatisrequiredtocompletetheprojectsuccessfullyScopeStatementWorkBreakdownStructureFormalAcceptance3ProjectTimeManagementProcessesrequiredtoensuretimelycompletionoftheprojectNetworkDiagramTaskEstimatesProjectSchedule4ProjectCostManagementProcessesrequiredtoensuretheprojectiscompletedwithintheapprovedbudgetResourceRequirementsCostEstimatesProjectBudget1.2項(xiàng)目管理的概概念DescriptionofPMBOKKnowledgeAreas東南大學(xué)系統(tǒng)統(tǒng)工程研究所所#KnowledgeAreaDescriptionperPMBOK2000EditionCommonDeliverables5ProjectQualityManagementProcessesrequiredtoensuretheprojectwillsatisfytheneedsforwhichitwasundertakenQualityManagementPlanChecklistsQualityReviews6ProjectHumanResourcesManagementProcessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeprojectRoleandResponsibilityMatrixOrganizationChartPerformanceEvaluations7ProjectCommunicationsManagementProcessesrequiredtoensurethetimelyandappropriategeneration,collection,dissemination,storage,andultimatedispositionofprojectinformationCommunicationPlanStatusReportsPresentationsLessonsLearned8ProjectRiskManagementProcessesconcernedwithidentifying,analyzing,andrespondingtoprojectrisk.RiskManagementPlanRiskResponsePlanRiskLog9ProjectProcurementManagementProcessesrequiredtoacquiregoodsandservicesoutsidetheperformingorganizationProcurementPlanStatementofWorkProposalsContracts1.2項(xiàng)目管理的概概念Relationshipsamongtheprojectmanagementprocessgroups,whichisbasedonPMBOK2004Edition東南大學(xué)系統(tǒng)統(tǒng)工程研究所所MonitoringandControllingProcessesPlanningProcessesExecutingProcessesInitiatingProcessesClosingProcesses東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.3項(xiàng)目管理的分分類(lèi)A類(lèi)項(xiàng)目出問(wèn)題的可能性類(lèi)別持續(xù)時(shí)間復(fù)雜性B類(lèi)項(xiàng)目C類(lèi)項(xiàng)目D類(lèi)項(xiàng)目風(fēng)險(xiǎn)技術(shù)>18個(gè)月9-18個(gè)月3-9個(gè)月<3個(gè)月高中低很低突破性技術(shù)現(xiàn)行技術(shù)熟練技術(shù)實(shí)踐確定可能一些無(wú)高中低很低東南大學(xué)系統(tǒng)統(tǒng)工程研究所所1.4項(xiàng)目管理的特特征項(xiàng)目的特征1、存在唯一性性2、時(shí)空限定性性3、資源有限性性4、過(guò)程完整性性5、目標(biāo)多樣性性1.4項(xiàng)目管理的特特征面向成果：關(guān)注項(xiàng)目的的完成，通常常運(yùn)用目標(biāo)式式管理基于團(tuán)隊(duì)：注重協(xié)作與與溝通借助外部資源源：高效率，低低成本具有柔性：面對(duì)變化，，適應(yīng)變化具有探索性：面對(duì)挑戰(zhàn)，，存在復(fù)雜性性、不確定性性和風(fēng)險(xiǎn)性等等問(wèn)題注重知識(shí)與經(jīng)經(jīng)驗(yàn)的積累：知識(shí)挖掘與與整合，注重重創(chuàng)新文化培培育以人為本：共同遠(yuǎn)景、、共同參與、、共同發(fā)展、、共同價(jià)值東南大學(xué)系統(tǒng)統(tǒng)工程研究所所東南大學(xué)系統(tǒng)統(tǒng)工程研究所所項(xiàng)目管理的劉劉易斯方法2、制定問(wèn)題說(shuō)說(shuō)明、前景和和使用說(shuō)明3、生成項(xiàng)目備備選戰(zhàn)略4、對(duì)每個(gè)備選選戰(zhàn)略1）滿(mǎn)足所有的的P、C、T、S嗎？2）SWOT和風(fēng)險(xiǎn)可接受嗎？？3）結(jié)果可接受受嗎？4）力場(chǎng)分析可行嗎？6、制定實(shí)施計(jì)計(jì)劃5、每個(gè)因素素都可行嗎嗎？否是1、概念7、每個(gè)干系系人都認(rèn)為為可行嗎？？8、簽署項(xiàng)目目計(jì)劃并建建立項(xiàng)目日日記9、執(zhí)行計(jì)劃劃10、進(jìn)展可行行接受嗎？？14、所有工作作都完成了了嗎？15、進(jìn)行最終終項(xiàng)目評(píng)估估16、結(jié)束項(xiàng)目目否否否否7a、戰(zhàn)略可以以嗎？是是是13、計(jì)劃可行行嗎？12、戰(zhàn)略可行行嗎？11、定義可行行嗎？否否是否定義編制戰(zhàn)略計(jì)劃實(shí)施計(jì)劃執(zhí)行和控制學(xué)習(xí)東南大學(xué)系系統(tǒng)工程研研究所戰(zhàn)略計(jì)劃中中包含的活活動(dòng)主要外部利利益相關(guān)者者：當(dāng)?shù)厣鐖F(tuán)社會(huì)客戶(hù)供應(yīng)商干系人債權(quán)人主要內(nèi)部利利益相關(guān)者者：高級(jí)經(jīng)理中層經(jīng)理臨時(shí)工項(xiàng)目團(tuán)隊(duì)成成員員工數(shù)據(jù)庫(kù)：歷史績(jī)效目前的狀況況預(yù)測(cè)評(píng)估：組織的優(yōu)勢(shì)弱勢(shì)環(huán)境的機(jī)遇威脅使命目標(biāo)目的戰(zhàn)略計(jì)劃實(shí)施計(jì)劃東南大學(xué)系系統(tǒng)工程研研究所1.5項(xiàng)目生命周周期ProjectLifeCycle執(zhí)行項(xiàng)目結(jié)束項(xiàng)目識(shí)別需求Resource提出解決方案Time東南大學(xué)系系統(tǒng)工程研研究所1.5項(xiàng)目生命周周期1.ProjectinitiationAbusinessproblemoropportunityisidentifiedandabusinesscaseprovidingvarioussolutionoptionsisdefinedAfeasibilitystudyisconductedtoinvestigatewhethereachoptionaddressesthebusinessproblemandafinalrecommendedsolutionisthenputforwardOncetherecommendedsolutionisapproved,aprojectisinitiatedtodelivertheapprovedsolutionTermsofreferencearecompletedoutliningtheobjectives,scopeandstructureofthenewproject,andaprojectmanagerisappointedTheprojectmanagerbeginsrecruitingaprojectteamandestablishesaprojectofficeenvironmentApprovalisthensoughttomoveintothedetailedplanningphase東南大學(xué)系系統(tǒng)工程研研究所1.ProjectinitiationProjectinitiationactivities東南大學(xué)系系統(tǒng)工程研研究所DevelopabusinesscaseUndertakeafeasibilitystudyEstablishthetermsofreferenceAppointtheprojectteamSetupaprojectofficePerformphasereview1.ProjectinitiationThebusinesscaseincludesAdetaileddescriptionoftheproblemoropportunityAlistofthealternativesolutionsavailableAnanalysisofthebusinessbenefits,costs,risksandissuesAdescriptionofthepreferredsolutionAsummarizedplanforimplementationThebusinesscaseisthenapprovedbyanidentifiedprojectsponsor,andtherequiredfundingisallocatedtoproceedwithafeasibilitystudy東南大學(xué)系系統(tǒng)工程研研究所1.ProjectinitiationSetupaprojectofficeEquipment,suchasofficefurniture,computerequipment,stationeryandmaterials;Communicationsinfrastructure,suchastelephones,computernetwork,e-mail,Internetaccess,filestorage,databasestorageandbackupfacilitiesDocumentation,suchasaprojectmethodology,standards,processes,formsandregistersTools,suchasaccounting,projectplanningandriskmodelingsoftware東南大學(xué)系系統(tǒng)工程研研究所1.ProjectinitiationPerformaphasereviewAttheendoftheinitiationphase,aphasereviewisperformedThisisbasicallyacheckpointtoensurethattheprojecthasachieveditsobjectivesasplanned東南大學(xué)系系統(tǒng)工程研研究所2.ProjectplanningProjectplanoutliningtheactivities,tasks,dependenciesandtimeframesResourceplanlistingthelabor,equipmentandmaterialsrequiredFinancialplanidentifyingthelabor,equipmentandmaterialscostsQualityplanprovidingqualitytargets,assuranceandcontrolmeasuresRiskplanhighlightingpotentialrisksandactionstobetakentomitigatethoserisksAcceptanceplanlistingthecriteriatobemettogaincustomeracceptanceCommunicationsplandescribingtheinformationneededtoinformstakeholdersProcurementplanidentifyingproductstobesourcedfromexternalsuppliers東南大學(xué)系系統(tǒng)工程研研究所2.ProjectplanningProjectplanningactivities東南大學(xué)系系統(tǒng)工程研研究所CreateaprojectplanCreatearesourceplanCreateafinancialplanCreateaqualityplanCreateariskplanCreateanacceptanceplanCreateacommun.planCreateaprocurementplanContractthesuppliersPerformphasereview2.ProjectplanningCreateaprojectplanThefirststepintheprojectplanningphaseistodocumenttheprojectplanA‘workbreakdownstructure’’(WBS)isidentifiedwhichincludesahierarchicalsetofphases,activitiesandtaskstobeundertakentocompletetheprojectAnassessmentofthelevelofeffortrequiredtoundertakeeachactivityandtaskismadeTheactivitiesandtasksarethensequenced,resourcesareallocatedandadetailedprojectscheduleisformedProjectplanisthekeytoolusedbythePMtoassesstheprogressoftheprojectthroughoutPLC東南大學(xué)學(xué)系統(tǒng)工工程研究究所2.ProjectplanningCreatearesourceplanTypeofresourcerequired,suchaslabour,equipmentandmaterialsQuantityofeachtypeofresourcerequiredRoles,responsibilitiesandskill-setsofallhumanresourcerequiredSpecificationsofallequipmentresourcerequiredItemsandquantitiesofmaterialresourcerequiredAscheduleisassembledforeachtypeofresourcesothattheprojectmanagercanreviewtheresourceallocationateachstageintheproject東南大學(xué)學(xué)系統(tǒng)工工程研究究所2.ProjectplanningCreateafinancialplanAfinancialplaniscreatedtoidentifythetotalquantityofmoneyrequiredtoundertakeeachphaseintheproject(inotherwords,thebudget)Detailedfinancialplanningisanextremelyimportantactivitywithintheproject,asthecustomerwillexpectthefinalsolutiontohavebeendeliveredwithintheallocatedbudget東南大學(xué)學(xué)系統(tǒng)工工程研究究所2.ProjectplanningCreateaqualityplanDefinestheterm‘quality’fortheprojectListsclearandunambiguousqualitytargetsforeachdeliverable.EachqualitytargetprovidesasetofcriteriaandstandardstobeachievedtomeettheexpectationsofthecustomerProvidesaplanofactivitiestoassurethecustomerthatthequalitytargetswillbemet(inotherwords,aqualityassuranceplan)Identifiesthetechniquesusedtocontroltheactualqualitylevelofeachdeliverableasitisbuilt(inotherwords,aqualitycontrolplan)東南大學(xué)學(xué)系統(tǒng)工工程研究究所2.ProjectplanningCreateariskplanDocumentallforeseeableprojectrisksIdentifiestheactionsrequiredtopreventeachriskfromoccurring,aswellasreducetheimpactoftheriskshoulditeventuateDevelopingaclearriskplanisanimportantactivitywithintheplanningphase,asitisnecessarytomitigateallcriticalprojectriskspriortoenteringtheexecutionphaseoftheproject東南大學(xué)系統(tǒng)統(tǒng)工程研究所所2.ProjectplanningCreateanacceptanceplanAnacceptanceplaniscreatedbyclarifyingthecompletioncriteriaforeachdeliverableandprovidingascheduleofacceptancereviewsThesereviewsprovidethecustomerwiththeopportunitytoassesseachdeliverableandprovideformalacceptancethatitmeetstherequirementsasoriginallystated東南大學(xué)系統(tǒng)統(tǒng)工程研究所所2.ProjectplanningCreateacommunicationsplanThetypesofinformationtobedistributedtostakeholdersThemethodsofdistributingtheinformationThefrequencyofdistributionResponsibilitiesofeachpersonintheprojectteamfordistributingtheinformation東南大學(xué)系統(tǒng)統(tǒng)工程研究所所2.ProjectplanningCreateaprocurementplanThedetaileddescriptionoftheproducts(thatis,goodsandservices)tobeacquiredfromsuppliersThejustificationforacquiringeachproductexternallyasopposedtofromwithinthebusiness,andthescheduleforproductdeliveryDescribestheprocessfortheselectionofapreferredsupplier,andtheorderinganddeliveryoftheproducts(theprocurementprocess)東南大學(xué)學(xué)系統(tǒng)工工程研究究所2.ProjectplanningContractthesuppliersIdentifyashort-listofcapablesuppliersSelectapreferredsupplierAcontractisagreedbetweentheprojectteamandthesupplierforthedeliveryoftherequisiteproductsPerformaphasereviewThisisacheckpointtoensurethattheprojecthasachieveditsobjectivesasplanned東南大學(xué)學(xué)系統(tǒng)工工程研究究所3.ProjectexecutionThisphaseinvolvesimplementingtheplanscreatedduringtheprojectplanningphaseMonitorandcontrolthedeliverables:identifyingchange,risksandissues,reviewingdeliverablequalityandmeasuringeachdeliverableproducedagainsttheacceptancecriteriaOnceallofthedeliverableshavebeenproducedandthecustomerhasacceptedthefinalsolution,theprojectisreadyforclosure東南大學(xué)學(xué)系統(tǒng)工工程研究究所3.ProjectexecutionProjectexecutionactivities東南大學(xué)學(xué)系統(tǒng)工工程研究究所4.ProjectclosureProjectclosureinvolvesreleasingthefinaldeliverablestothecustomer,handingoverprojectdocumentationtothebusiness,terminatingsuppliercontracts,releasingprojectresourcesandcommunicatingtheclosureoftheprojecttoallstakeholdersThelastremainingstepistoundertakeapost-implementationreviewtoquantifythelevelofprojectsuccessandidentifyanylessonslearntforfutureprojects東南大學(xué)學(xué)系統(tǒng)工工程研究究所PerformprojectclosureReviewprojectcompletion4.ProjectclosurePerformprojectclosureDeterminingwhetheralloftheprojectcompletioncriteriahavebeenmetIdentifyinganyoutstandingprojectactivities,risksorissuesHandingoverallprojectdeliverablesanddocumentationtothecustomerCancellingsuppliercontractsandreleasingprojectresourcestothebusinessCommunicatingtheclosureoftheprojecttoallstakeholdersandinterestedparties東南大學(xué)學(xué)系統(tǒng)工工程研究究所4.ProjectclosureReviewprojectcompletionDiditresultinthebenefitsdefinedinthebusinesscase?Diditachievetheobjectivesoutlinedinthetermsofreference?Diditoperatewithinthescopeofthetermsofreference?Didthedeliverablesmeetthecriteriadefinedinthequalityplan?Wasitdeliveredwithinthescheduleoutlinedintheprojectplan?Wasitdeliveredwithinthebudgetoutlinedinthefinancialplan?東南大學(xué)學(xué)系統(tǒng)工工程研究究所東南大學(xué)學(xué)系統(tǒng)工工程研究究所項(xiàng)目管理理生命周周期定義：定定義項(xiàng)目目范圍陳述問(wèn)題題/機(jī)遇建立項(xiàng)目目目標(biāo)識(shí)別成功功標(biāo)準(zhǔn)列出假設(shè)設(shè)、風(fēng)險(xiǎn)險(xiǎn)和障礙礙組織：?jiǎn)?dòng)項(xiàng)目目招募、組組織項(xiàng)目目團(tuán)隊(duì)確定團(tuán)隊(duì)隊(duì)運(yùn)作規(guī)規(guī)則平衡項(xiàng)目目資源制定工作作包進(jìn)度度工作包的的文檔化化收尾：項(xiàng)項(xiàng)目收尾尾獲得客戶(hù)戶(hù)的接受受認(rèn)可安裝項(xiàng)目目的可交交付成果果完成項(xiàng)目目文檔完成實(shí)施施后審計(jì)計(jì)發(fā)布最終終項(xiàng)目報(bào)報(bào)告計(jì)劃：制制定詳細(xì)細(xì)計(jì)劃識(shí)別項(xiàng)目目活動(dòng)估計(jì)項(xiàng)目目工期確定資源源需求構(gòu)建/分析項(xiàng)目目網(wǎng)絡(luò)圖圖準(zhǔn)備項(xiàng)目目建議書(shū)書(shū)控制：監(jiān)監(jiān)控項(xiàng)目目進(jìn)展確定項(xiàng)目目匯報(bào)系系統(tǒng)安裝變更更控制工工具/過(guò)程定義問(wèn)題題上報(bào)過(guò)過(guò)程對(duì)照計(jì)劃劃監(jiān)控項(xiàng)項(xiàng)目進(jìn)展展修訂項(xiàng)目目計(jì)劃東南大學(xué)學(xué)系統(tǒng)工工程研究究所1.5項(xiàng)目生生命周周期1、費(fèi)用用和資資源在在整個(gè)個(gè)生命命周期期中：：從低低到高高、再再到低低2、在項(xiàng)項(xiàng)目的的各個(gè)個(gè)階段段，干干系人人影響響最終終特性性的能能力隨著時(shí)時(shí)間而而減弱弱。費(fèi)用、、資源源和干干系人人影響響變化化曲線線東南大大學(xué)系系統(tǒng)工工程研研究所所1.5項(xiàng)目生生命周周期項(xiàng)目生生命周周期的的特征征總費(fèi)用支出時(shí)間成功的的概率率越來(lái)來(lái)越高高東南大大學(xué)系系統(tǒng)工工程研研究所所項(xiàng)目管管理生生命周周期定義：：定義義項(xiàng)目目范圍圍陳述問(wèn)問(wèn)題/機(jī)遇；；建立立項(xiàng)目目目標(biāo)標(biāo)；識(shí)識(shí)別成成功標(biāo)標(biāo)準(zhǔn)；；列出出假設(shè)設(shè)、風(fēng)風(fēng)險(xiǎn)和和障礙礙組織：：?jiǎn)?dòng)動(dòng)項(xiàng)目目招募、、組織織項(xiàng)目目團(tuán)隊(duì)隊(duì)；確確定團(tuán)團(tuán)隊(duì)運(yùn)運(yùn)作規(guī)規(guī)則；；平衡衡項(xiàng)目目資源源；制制定工工作包包進(jìn)度度；工工作包包的文文檔化化收尾：：項(xiàng)目目收尾尾獲得客客戶(hù)的的接受受認(rèn)可可；安安裝項(xiàng)項(xiàng)目的的可交交付成成果；；完成成項(xiàng)目目文檔檔；完完成實(shí)實(shí)施后后審計(jì)計(jì)；發(fā)發(fā)布最最終項(xiàng)項(xiàng)目報(bào)報(bào)告計(jì)劃：：制定定詳細(xì)細(xì)計(jì)劃劃識(shí)別項(xiàng)項(xiàng)目活活動(dòng)；；估計(jì)計(jì)項(xiàng)目目工期期；確確定資資源需需求；；構(gòu)建建/分析項(xiàng)目網(wǎng)網(wǎng)絡(luò)圖；準(zhǔn)準(zhǔn)備項(xiàng)目建建議書(shū)控制：監(jiān)控控項(xiàng)目進(jìn)展展確定項(xiàng)目匯匯報(bào)系統(tǒng)；；安裝變更更控制工具具/過(guò)程；定義義問(wèn)題上報(bào)報(bào)過(guò)程；對(duì)對(duì)照計(jì)劃監(jiān)監(jiān)控項(xiàng)目進(jìn)進(jìn)展；修訂訂項(xiàng)目計(jì)劃劃啟動(dòng)請(qǐng)求業(yè)務(wù)需求成功標(biāo)準(zhǔn)識(shí)別開(kāi)發(fā)團(tuán)團(tuán)隊(duì)構(gòu)建系統(tǒng)評(píng)估系統(tǒng)性性能進(jìn)行后項(xiàng)目目評(píng)估開(kāi)發(fā)功能要要求建立階段評(píng)評(píng)審計(jì)劃監(jiān)控進(jìn)展進(jìn)行子系統(tǒng)統(tǒng)測(cè)試進(jìn)行驗(yàn)收測(cè)測(cè)試建立新產(chǎn)品品目標(biāo)設(shè)定財(cái)務(wù)目目標(biāo)建立成功標(biāo)標(biāo)準(zhǔn)進(jìn)行商業(yè)分分析進(jìn)行競(jìng)爭(zhēng)者者分析制定營(yíng)銷(xiāo)戰(zhàn)戰(zhàn)略向產(chǎn)品管理理部門(mén)提交交產(chǎn)品制定新產(chǎn)品品開(kāi)發(fā)計(jì)劃劃監(jiān)控產(chǎn)品進(jìn)進(jìn)展對(duì)照目標(biāo)跟跟蹤執(zhí)行情情況啟動(dòng)生產(chǎn)和和銷(xiāo)售計(jì)劃劃測(cè)試市場(chǎng)產(chǎn)品開(kāi)發(fā)生生命周期項(xiàng)目生命周周期軟件系統(tǒng)開(kāi)開(kāi)發(fā)周期東南大學(xué)系系統(tǒng)工程研研究所1.6項(xiàng)目管理過(guò)過(guò)程簡(jiǎn)單地說(shuō)就就是制定計(jì)計(jì)劃、執(zhí)行行計(jì)劃。計(jì)劃工作過(guò)過(guò)程包括：：（1）定義項(xiàng)目目目標(biāo)（2）形成工作作分解結(jié)構(gòu)構(gòu)（WorkBreakdownStructure,WBS）（3）建立網(wǎng)絡(luò)絡(luò)圖（4）時(shí)間估計(jì)計(jì)（5）進(jìn)度計(jì)劃劃和成本估估算東南大學(xué)系系統(tǒng)工程研研究所1.6項(xiàng)目管理過(guò)過(guò)程基準(zhǔn)計(jì)劃包包括：（1）每項(xiàng)活動(dòng)動(dòng)的開(kāi)始和和結(jié)束日期期（2）在各個(gè)時(shí)時(shí)間段內(nèi)所所需的各種種資源的數(shù)數(shù)量東南大學(xué)系系統(tǒng)工程研研究所1.7項(xiàng)目管理的的益處客戶(hù)StrategicvalueatanorganizationlevelProvidesacontrolledwaytorapidlyrespondtochangingmarketconditionsandnewstrategicopportunitiesMaximizestheinnovativeandcreativecapabilitiesoftheorganizationbycreatingenvironmentsoffocusandopencommunicationAllowsorganizationtoaccomplishmorewithlesscostsEnablesbetterleverageofbothinternalandexternalexpertiseProvideskeyinformationandvisibilityonprojectmetricstoenablebettermanagementdecision-makingIncreasesthepaceandlevelofstakeholderacceptanceforanystrategicchangeReducesfinanciallossesby"killingoff"poorprojectinvestmentsearlyintheirlifecycles東南大學(xué)系系統(tǒng)工程研研究所Tremendousvalueatapersonallevel(1)EnsuresthatourworkisputtothebestusefortheorganizationandproperlyrecognizedProvidesacareerpaththatoffersunique,challengingopportunitiesoneachnewprojectProvidesacareerpaththatrequiresallofourabilitiesandknowledge,includingourmanagement,business,people,andtechnicalskillsProvidesacareerpaththatishighindemand,andgenerally,anincreaseinincome東南大學(xué)系系統(tǒng)工程研研究所Tremendousvalueatapersonallevel(2)ProvidesacareerpaththatpreparesyoufororganizationalleadershippositionsProvidesacareerpaththatisrecognizedmoreeachyearasexcellentpreparationforCxOProvidesacareerpaththatallowsyoutobeonthefrontlinesofstrategicorganizationalinitiativesandhavemajorimpactontheorganization'sfuture東南大學(xué)系系統(tǒng)工程研研究所1.8WhyAreProjectsChallenging?UnchartedterritoryEachprojectisunique.TheworktobedonehasneverbeendonebeforebythisgroupofpeopleinthisparticularenvironmentMultipleexpectationsEachprojecthasmultiplestakeholdersthateachhavetheirownneedsandexpectationsfortheprojectCommunicationobstaclesDuetonaturalorganizationalboundaries,communicationchannels,andteamdevelopmentstages,communicationofprojectinformationmustbeproactivelymanagedtoensureproperflow東南大學(xué)系系統(tǒng)工程研研究所1.8WhyAreProjectsChallenging?BalancingthecompetingdemandsEveryprojectisdefinedtoproduceoneormoredeliverables(scope)withinadefinedtimeperiod(time),underanapprovedbudget(cost)withaspecifiedsetofresourcesInaddition,thedeliverablesmustachieveacertainperformancelevel(quality)andmeettheapprovalofthekeystakeholders(expectations)EachofthesefactorscanaffecttheothersForexample,ifadditionalfunctionality(scope,quality)isdesired,thetimeand/orcost(resourcesneeded)oftheprojectwillincrease東南大學(xué)系系統(tǒng)工程研研究所Balancingthecompetingdemandstraditionalmodelvs.modernmodel東南大學(xué)系系統(tǒng)工程研研究所Thecompetingprojectdemandsareoftenreferredtoasthetripleconstraintofprojectmanagement.TimeandCost(orResources)arealwaystwosidesofthetriangle.Dependingonwhereyoulook,thethirdsideiseitherScope,Performance,orQuality1.8WhyAreProjectsChallenging?CuttingEdgeProjectdealswithnew,leadingedgetechnologies,ithasmorerisks,moreunknowns,andismuchmoredifficulttoestimateaccuratelyOrganizationalImpactsOvercomingnaturalcommunicationobstaclescreatedbytheprojectstructureContendwithcompetingprioritiesforsharedresourcesDealwithannualbudgetcyclesthatmaynotbealignedwiththeproject'sfundingneedsEnsurethattheprojectisalignedwiththefocusoforganization東南大學(xué)系系統(tǒng)工程研研究所1.8WhyAreProjectsChallenging?CollaborationProjectteamwillconsistofstakeholdersacrosstheorganizationfromdifferentfunctionalareasthatarelikelynotaccustomedtoworkingtogetherEstimatingtheWorkEstimatingprojectworkisdifficult,yetthetimeandcostdimensionsoftheprojectarebuiltuponthesework