Topic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,I.TheNatureofManmodelabouthumanbehaviorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Understandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.WewillmainlyfocusonREMM.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMResourceful,Evaluative,MaximizingModelPostulates1--4Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate1Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate2Eachindividual’swantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate3Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Postulate4Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,REMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Keepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,II.ProjectManager’sRoleNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesIDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Projectmanager-DefinitionAprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,A.PlanningandOrganizing1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,B.ControllingManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject----schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,WhyhaveaprojectmanagerProjectmanager’svalue----enhancetheprobabilityofaproject:--withqualityproducts--thatisonschedule--thatcompleteswithinbudget--withasatisfiedclient--thatleadstofollow-onbusinessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Howdoyoudoit1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)--includeitemstocontainriskDevelopthenetworkEstimatecost&effortCreateascheduleRepeatasnecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2)ManagingProcessesRiskmanagementprocessExceptionmanagementprocessConductprojectreview(s)Projecttrackingprocess3)FitstheplanningandmanagingprocessestogetherNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,2.SkillsRequirementAverygoodunderstandingandawarenessofthebusinessExperiencemanagingprojectsthroughtheprojectimplementationlifecycleFluentcommunicatorAbilitytomanagepeopleandmotivatethemtodeliveraccordingtorigorous,oftenpunishing,timetablesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,AnunderstandingandsolidappreciationofbusinessplanningandstrategytechniquesAbilitytounderstandandimplementchangemanagementprogramsBeITliterateandfullyconversantwiththeadvantagesthatITmightbringtoaplannedprogramofchangeUnderstandconceptsofriskmanagementandbeabletoexecuteitAbilitytomanageclientexpectationswhileretainingalignmentoverevolvingbusinessneedsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CharacteristicsofagoodmanagerCommunicatorOrganizedPlannerTakesresponsibilityManageexpectationProblemanalyzerRecognizedleaderConfidentAggressiveCreativeproblemsolverConsistentFlexibleCheerleaderPsychiatristLeadershipTeambuilderCoordinatorFacilitatorPeopleorientedMotivatorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CharacteristicsofagoodmanagerSenseofhumorUnderstandsuserProventrackrecordSkillsassessorGoalorientedEmpatheticRisktakerRealisticGoodbusinesspersonProfitdrivenNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,WhendoesitStartWhendoesaprojectmanagergetinvolved?WhenanopportunitytodobusinesswithacustomerisidentifiedThisisduringtheCustomerRelationshipManagement(CRM),SolutionDesignprocessNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CRMSolutionDesignThebusinessprocessthatmanagesanopportunitytodobusinesswithacustomerDuringthisprocessasolutionfortheidentifiedopportunityisdevelopedThisprocessstartswhentheopportunityisidentifiedandiscarriedonuntilthecustomersignsacontractorrejectstheproposalforthesolutionNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PhasesoftheCMRsolutionDesignThefollowingarethephasesoftheCMRSolutionDesign:ReviewingtheopportunityDefiningthesolutionCreatingaproposalObtainingcustomerapprovalNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,CMRSolutionDesignProjectDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlaningtheSolutionDesignproject-Organizingtheteamandresourcesfortheproject-Directingandmanagingtheday-to-dayactivities-DeliveringtheprojectobjectivesandproposaltothecustomerThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SolutionDeliveryProjectOncethecustomersignsthecontracttheSolutionDeliveryprojectwillstartDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlanningtheSolutionDeliveryproject-Directingandmanagingtheday-to-dayactivities-Organizingtheteamandresources-DeliveringtheprojectobjectivesandsolutionThisindividualisaprojectmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagementStarts?ProjectmanagementstartsatthebeginningandstopsattheendstartupmanageclosecautionstopOnewayNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,BaselineTheSolutionDesignandSolutionDeliveryhaveoneotherthingincommon----ABaselineABaselineisapositionorstatementfromwhichchangeisidentifiedNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Baseline(continue)InSolutionDesignthestartingbaselineistheidentifiedcustomerrequirements--ThisbaselinewillgrowandchangeastherequirementsandsolutionarerefinedInSolutionDeliverythestartingbaselineconsistsofthecontract,proposal,etc.--ThisbaselinewillalsochangeandgrowthroughoutthelifecycleoftheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Baseline:businesscaseOneofthekeydocumentsofthatisabaselineatthestartoftheSolutionDeliveryisabusinesscase:Businesscaseis:adocumentjustifyingtheprojectinfinancialterm;Thedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryAprojectmanagerisafulltimejobThejobhasmanyresponsibilities:…...WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagementNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,III.RolesoftheProjectTeamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesDescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,InformationServices(IS)ManagementOverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroupsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ISManagement-SupportGroupsProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizationsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserProjectManagerProvidesinformation,data,,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplansNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagerOverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneededNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectManagerPreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessaryNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemArchitectAssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembersNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemArchitectEstablishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequestsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemarchitectParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftestingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectlibrarianMaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO)Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorPreparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcasesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorMonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlogNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TestcoordinatorFollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatusNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teamleader(1)AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteam’sprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetingsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teamleader(2)Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammember’sworkproducts,andparticipatesinwalkthroughsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(1)AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplanNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(2)ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand““trainingthetrainer”accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembers’workproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammembers(3)NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproductsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Teammember(4)InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelinesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectexecutiveSamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanagerNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserVPSamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectControlofficeMaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryDefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,IV.TeambuildingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeambuildingHowdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Hoaprojectteam?Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SelectionofprojectteamSpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnelNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeamintroductionLeadpositionsTaskassignmentsindividualgroupNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UserpersonnelSelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeambuildingfactorsEducation/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parkingNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectpeopleStakeholders:seefig.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,YourteaminterviewsSkillsIndependentSelf-reliantGoalorientedPositiveattitudeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TeamselectionExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoalsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,MaintainingmoraleMoraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,DevelopingskillsFormaleducation----scheduleitO-J-Topportunities----makethem…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SummaryAprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objectiveNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,YoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallpartiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,V.ProjectInitiation:

meeting/orientationNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ObjectivesDescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipantsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ActivitiespriortoProject

Kick-offMeetingReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger----identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.Developprojectteam’’sworkenvironmentPrepareteamorientationpackagesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Projectkick-offmeetingPreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/SmanagerprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Kick-offmeetingobjectivesInitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinesspersonNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,TopicscoveredDevelopment/implementationprocesstobeusedSystemtobedevelopedProjectresourcesandscheduleProjectmanagementsystemtobeusedUpcomingdevelopmentactivitiesNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,DevelopmentprocesstobeusedAphaseapproachmeasurableunitstasksandproductsareplannedindetaildeliverables:conformtostandards,serveasbaseline,basisforestimatingjointdevelopmenteffort:executivemanagement,setobjectives,providedirection,demonstratessupport,participatesinstatusreviewsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Jointdevelopmenteffort(1)Projectteamknowledgeableinapplicationdevelopmentcombinedstaffingfull-timeassignmentsgoals:qualityproduct;deliveredontime;withinbudget;withusersatisfactionNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Jointdevelopmenteffort(2)UserknowledgeableinbusinessprocessesandneedsbestsuitedtodecidebusinessissuesI/SmanagementknowledgeableinI/Sstandards&proceduresidentifyanyhardwareandsoftwareconstraintsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,SystemtobedevelopedMainobjectivesasidentifiedbytheuseranypriorities,tradeoffissuesclarifyconflictsMajorfunctionswithinscopeoutsidescopedeliverableproductsInterfacesothersystemstobeinterfacedlevelofinterfacesCompletecriteria/MajorassumptionsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,Projectresources&scheduleResourcesrequiredProjectteam:staffingschedule;skillsrequired;assumedutilizationproductivityProjectmanager:responsibilities;authorityFacilities:hardwareandsoftware;wordprocessing;trackingsystemProjectschedule:estimatecompletedate;interimmilestones;turnaroundtimeforquestions,reviewsandapprovalsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,ProjectmanagementsystemManagementactivitiesReport:verbal/written(monthly)Projectreviews:purpose,frequency,procedureChangecontrol:procedure,trackingsystemDeliverables:samplesofformatandcontent,signoffsrequired,turnaroundtimeforreviewsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,UpcomingdevelopmentactivitiesDiscussneartermprojectteamtasksDiscussuserinvolvement/tasksFocuscriticalpathtasks/issuesAnyquestions/anyproblems/anychanges?Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,9、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。12月-2212月-22Wednesday,December21,202210、雨中黃黃