1、項(xiàng)目管理,Group Member： 姚小慧 徐雅琴 嚴(yán)珂 肖灑 周曉俊 吳啟凡 蘇煜 何義,Project Management,項(xiàng)目管理,restrict 限制 約束 stakeholder 股東、利益相關(guān)者 scope 范圍、領(lǐng)域 standardize 使標(biāo)準(zhǔn)化 snag 障礙、意外的困難 inappropriate 不相稱(chēng)的 execute 實(shí)施、執(zhí)行 identify (經(jīng)考慮)確定 intermediate 中間的、中級(jí)的 timesheet 時(shí)間表 automated 自動(dòng)生成的 liaise 與建立聯(lián)系,Vocabulary,AGENDA,What is Project Ma

2、nagement,How To Manage The Project,What is a sucessful project,Problems and Solutions,What is Project Management,A project is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specification designed to meet customer needs.,What is Project：,1,Have Specific Ob

3、jectives to be Completed Within Certain Specifications,Have Sourse Limit,Have Defined Start and End Dates,2,A Project is any series of tasks and activities that:,Time Limit,3,An established objective 一個(gè)確立的目標(biāo) A defined life span with a beginning and an end; 有規(guī)定的生命周期，有開(kāi)始和結(jié)束。 Usually, the involvement o

4、f several departments and professionals. 通常會(huì)有多部門(mén)及眾多專(zhuān)業(yè)人員參與。（強(qiáng)調(diào)跨部門(mén)溝通與協(xié)作） Typically, doing something that has never been done before. 過(guò)去從未做過(guò)。（不確定性大） Specific time, cost, and performance requirements. 有具體的時(shí)間，成本以及績(jī)效要求。,The major characteristics of a project,The major characteristics of a project,What is

5、project management,The project team manages the work of the project ,and the work typically involves: Balancing competing demands for project scope , time , cost, risk and quality Satisfying stakeholders with differing needs and expectations Meeting identified requirements,這里輸入文本這里輸入文本這里輸入文本這里輸入文本這里

6、輸入文本這里輸入文本這里輸入文本這里輸入文本。,Type something here Type something here Type something here Type something here,5,What is Project Management,Project management is the application of knowledge, skills, tools and techniques to a board range of activities in order to meet the requirements of the particular pro

7、ject . Project management helps organizations meet their customers needs by standardizing routine tasks and reducing the number of tasks that could potentially be forgotten . It also ensures that available resources are used in the most effective and efficient manner.,5,The Importance of Project Man

8、agement項(xiàng)目管理的重要性 (The dawning of “the age of Project Management”),Compression of the Product Life Cycle 產(chǎn)品生命周期的縮短 Global Competition 全球性競(jìng)爭(zhēng) Knowledge Explosion 知識(shí)爆炸 Corporate Downsizing for survival 求生存公司壓縮 Increased Customer Focus 客戶(hù)化服務(wù)的增強(qiáng) Rapid Development of Developing countries and Closed Economie

9、s 第三世界，發(fā)展中國(guó)家飛速發(fā)展以及封閉經(jīng)濟(jì)的解禁 Small Projects Represent Big Problems 小項(xiàng)目代表大問(wèn)題,How To Manage A Project,Determine Available ResourcesWhat people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these re

10、sources, but will have to manage them throughmatrix management. Find out how easy or difficult that will be to do. Check the TimelineWhen does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usuall

11、y are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget. Create Your Baseline PlanGet feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the projec

12、t into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan. Request Project AdjustmentsThere is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are

13、often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Dont wait until its in trouble to ask for the changes you need.,Common Problems,T

14、he lack of project management system training Project planning consciousness Management consciousness Positioning is not clear Division of labor issues in the project team,The Problems In Process and Solution,Common Solutions,Necessary knowledge training Plans to improve the project manager Strength

15、ening of evaluation Project plan development-related knowledge, technologies, tools,Why Projects Fail？,Causes 原因,A Failed Project 一個(gè)失敗的項(xiàng)目意味著 =Late Completion 完成延誤/ Cost Overrun 成本超支/ Substandard Performance績(jī)效不達(dá)標(biāo) Causes 原因,Top management not recognizing this activity as a project 高層管理沒(méi)有把此活動(dòng)當(dāng)成項(xiàng)目 Too m

16、any projects at the same time 同時(shí)有太多的項(xiàng)目運(yùn)作。 Impossible schedule commitments 不可能的進(jìn)度承諾 No “functional” inputs in the planning stage 在計(jì)劃階段，沒(méi)有職能部門(mén)參與 No one person responsible for the entire project 整個(gè)項(xiàng)目沒(méi)有人來(lái)負(fù)責(zé) Poor design control 較差的設(shè)計(jì)控制 Poor change control (including customer changes) 較差的變更控制（包括客戶(hù)變更） Wron

17、g person assigned as project manager 項(xiàng)目經(jīng)理選錯(cuò)了 No integrated planning & control 沒(méi)有整合計(jì)劃和控制 Overcommitment of company resources 對(duì)公司資源過(guò)高承諾 No project cost accounting ability 沒(méi)有項(xiàng)目成本會(huì)計(jì)能力 Poorly organized project office 項(xiàng)目辦公室組織較差,Risk Analysis and Plan Review,Purpose Identify risks (events that, if they occ

18、ur, can have either a negative or a positive effect on the project). Contingency plans are developed for the known risks. Ensures common understanding of the risks and their contingency Timing During Planning Process Group Team must understand project scope to create a meaningful analysis and plan.

19、Audience Sponsor Project team Key Stakeholders,Developing the Project Schedule,Step 1 Develop a WBS (Work Breakdown Structure) Step 2 Define the activities Step 3 Develop a milestone list Step 4 Put the activities in order Step 5 Estimate duration and work Step 6 Assign people to activities,Defining

20、 Project Success 項(xiàng)目成功定義,Within the allocated time period 在分配的時(shí)間之內(nèi) Within the budgeted cost 規(guī)定的預(yù)算成本之內(nèi)。 At the proper performance or specification level 滿(mǎn)足正確的績(jī)效或規(guī)格水平 With acceptance by the customer/user 得到客戶(hù)或用戶(hù)的認(rèn)可和接受。 With minimum or mutually agreed upon scope changes 能夠互相認(rèn)可的項(xiàng)目范圍變化最小化 Without disturbi

21、ng the main work flow of the organization 不會(huì)影響組織主要業(yè)務(wù)流程 Without changing the corporate culture. 不會(huì)改變公司文化,What is successful Project Management?,It can defined as having achieved the project objectives: 可以定義為：實(shí)現(xiàn)項(xiàng)目目標(biāo) Within time 在規(guī)定時(shí)間之內(nèi) Within cost 在預(yù)算成本之內(nèi) At the desired performance/technology 達(dá)到期望績(jī)效/技

22、術(shù)。 While utilizing the assigned resources effectively and efficiently 有效果及有效率地利用所分配的資源 Accepted by the customer 客戶(hù)可以滿(mǎn)意接受,Common Attributes,A Good Project Attribute,Listed above are some basic properties of the project should be, here talk about it more, I think a good project should have the feature

23、s.And how to design a good project,Design is not the only Visual,Visual design is only part of the design. Design relates to the user using the product, the overall experience of browsing the Web. 視覺(jué)設(shè)計(jì)僅僅是設(shè)計(jì)的一部分。設(shè)計(jì)關(guān)乎到用戶(hù)使用產(chǎn)品、瀏覽網(wǎng)頁(yè)的整體體驗(yàn)。 This product, their experience is not just Visual. Only after the user ever had, to feel the core of its product experience-pure water, taste of harmony,A user-centric,User-centred, not designers