projectmenagement项目管理.ppt

1,Project Management Sharing,xxxxxxxxxxx Sep 06, 2010,2,What is a Project?,A temporary endeavor undertaken to create a unique product or service. It has a beginning and a definite end. It is directed at achieving a specific result. It involves the coordinated undertaking of interrelated activities.,3,The Meaning of Projects,Management resource (capital) commitments = the future of the company Project selections mean the future direction of the company The strategic management questions are: Why do we want to invest in a project? How does this project fit into our overall business strategy?,4,What is a Program?,Is larger in scope than a project. Often comprises several interrelated projects. Lasts longer than a project. Has a much less definite end point in time.,5,Project Management Knowledge,Scope management Time management Cost management Quality management HR management Communication management Procurement management Risk management Integration management,6,Product Life Cycle and Project Activity,PMBOK,1,CONCEPT,C,(Conceive),2,DEVELOPMENT,D,(Develop),3,IMPLEMENTATION,E,(Execute),4,TERMINATION,F,(Finish),- Gather data,- Identify need,- Establish: -,- goals,objectives,- basic economics, feasibility,- stake holders,- risk level,- strategy,- potential team,- Guesstimate resources,- Identify alternatives,- Present proposal,- Obtain approval for next phase,- Appoint key team members,- Conduct studies,- Develop scope baseline: -,- end product(s),- quality standards,- resources,- activities,- Establish: -,- master plan,- budget, cash flow,- WBS,- policies & procedures,- Assess risks,- Confirm justification,- Present project brief,- Obtain approval to proceed,- Set up: -,- organization,- communications,- Motivate team,- Detail technical requirements,- Establish: -,- work packages,- information control systems,- Procure good & services,- Execute work packages,- Direct/monitor/forecast/control: -,- scope,- quality,- time,- cost,- Resolve problems,- Finalize product(s),- Review & accept,- Settle final a/cs,- Transfer product responsibility,- Evaluate project,- Document results,- Release/redirect resources,- Reassign project team,TYPICAL ACTIVITIES,L,E,V,E,L,O,F,E,F,F,O,R,T,TIME,7,Initiating Processes,Identify needs Study / analysis Product / service description Management responsibilities Draft Charter Select Project Manager / Lead,8,Planning Processes,Scope Planning Activity Definition Resource Planning Activity Duration Estimating Cost Estimating Schedule Development Communication Planning Quality Planning Risk Management Procurement Planning Project Plan Development,9,Executing Processes,Project Plan Execution Scope Verification Quality Assurance Team Development Information Distribution Source Selection Contract Administration,10,Controlling Processes,Overall Change Control Scope Change Control Schedule Control Cost Control Quality Control Performance Reporting Risk Response Control,11,Scope Management,Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project.,12,Statement of Work (SOW),Same as scope of work. A narrative detailed technical description of products or services to be supplied under contract. This is included in RFP only. It is a detailed technical statement.,13,Project Charter,The deliverable of the concept/initiation phase that establishes the project. Issued by senior management to the project manager. Gives authority to the project manager to use organizational resources to accomplish project activities. Discusses the risks and constraints of the project. Designates the organizational structure of the project. State the business goals of the performing organization. Details the project deliverables.,14,Project Charter:,15,Example: Apollo to the Moon,Purpose: demonstrate U.S. leadership and technological superiority Mission: get a man to the moon and return him safely Scope: one or two people, a couple of days on moon Objectives: develop a quality program with associated capabilities (e.g., good rockets, satellites) Goal: achieve mission by the end of the decade,16,Kick-off Meeting:,Convened at the beginning of the Planning phase. Purpose is to: Introduce project manager, players, members; Establish working relationships/lines of communication; Set team goals/objectives; Review project status; Review project plans; Identify problem areas; Establish individual and group responsibilities/accountabilities; Obtain individual/group commitments.,17,Project Plan:,Is the baseline against which all changes are managed. Used for six reasons: To guide project execution; To document project planning assumptions; To document project planning decisions regarding alternatives chosen; To facilitate communication among stakeholders; To define the content, extent, and timing of key management reviews; To provide a baseline for progress measurement and project control.,18,Work Breakdown Structure:,A deliverable/product oriented family tree of activities. It is not task oriented. Shows how to organize the project. Allows for cost-estimating. It is the deliverable of the Planning phase. The lowest level of the WBS is the Work Package. PMI recommends that Work Packages not exceed 80 hours duration.,19,Project Time Management,Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control,20,Schedule Development,Analyzing activity sequences, activity duration, and resource requirements to create the project schedule. Inputs: Project network diagram Activity duration estimates Resource requirements Resource pool description Calendars Constraints Assumptions Leads and Lags,Tools/Techniques: Mathematical analysis Duration compression Simulation Resource leveling heuristics Project management software Outputs: Project schedule Supporting detail Schedule management plan Resource requirement updates,21,Schedule Control,Controlling changes to the project schedule. Inputs: Project schedule Performance reports Change requests Schedule management plan,Tools/Techniques: Schedule change control system Performance measurement Additional planning Project management software Outputs: Schedule updates Corrective action Lessons learned,22,Node Construction,23,Duration Compressing:,This is a mathematical analysis that looks for ways to shorten the project schedule without changing the project scope. There are two main techniques used in this analysis: Crashing: Always crash tasks on the Critical Path Select those critical tasks that are the least costly to accelerate. Fast Tracking It overlaps project activities in order to expedite the completion of project activities to save time. It is doing work in parallel. It increases the risk to the project.,24,Resource Planning,Determining what resources (people, equipment, and materials) and what quantities of each should be used to perform project activities. Inputs: Work Breakdown structure Historical information Scope Statement Resource pool description Organizational policies,Tools/Techniques: Expert Judgement Alternatives identification Outputs: Resource requirements,25,Elements of Project Cost,Cost of Capital Resources Human Equipment Consumable Supplies Facilities Time e.g. staff hours, equipment rates, contractual penalties Risk Events e.g. workarounds, Quality e.g. re-work,26,Project Quality Management Process Areas,Quality Planning Quality Assurance Quality Control,27,Quality Management,Project Quality Management involves carrying out a project through its 5 phases (initiating, planning, executing, controlling, and closeout) with zero deviations from the project specifications. Policies, plans, procedures, specifications, and requirements are attained through the sub-functions of quality assurance and quality control.,28,The 7 Quality Management Tools,Cause and Effect Diagram Flow Chart Pareto Chart Scatter Diagram Control / Run Charts Histograms Checklists,29,Cause and Effect Diagram,30,Flow Charts (Process Description),31,Pareto Chart,32,Scatter Diagram,33,Control / Run Charts,34,Histogram,35,Checklists,36,Project Risk Management,Risk Identification Risk Quantification Risk Response Development Risk Response Control,37,Risk Identification,Determining which risks are likely to affect the project and documenting the characteristics of each. Inputs: Product description Other planning outputs Historical information,Tools/Techniques: Checklists Flowcharting Interviewing Outputs: Sources of risk Potential risk events Risk symptoms Inputs to other processes,38,Risk Response Development,Defining enhancement steps for opportunities and response to threats. Inputs: Opportunities to pursue Threats to respond Opportunities to ignore Threats to accept,Tools/Techniques: Procurement Contingency planning Alternative strategies Insurance Outputs: Risk management plan Inputs to other processes Contingency plans Reserves Contractual agreements,39,Risk Response Strategies / Tools,Strategies: Avoidance Reduction Acceptance (Retention) Risk Deflection (Transfer),Tools to use: Insurance Warrantees Guarantees Performance Bonds Payment Bonds Sub-contractors,40,Risk Response Control,Responding to changes in risk over the course of the project. Inputs: Risk management plan Actual risk events Additional risk identification,Tools/Techniques: Workarounds Additional risk response development Outputs: Corrective action Updates to risk management plan,41,Risk Response Control Methods,Categories: Avoidance Mitigation Acceptance,Tools to use: Procurement Contingency Planning Alternative Strategies Insurance,42,Project Communication Types,The following are the main types of communication in a project environment: Formal written - Project Charter Informal written - memos & notes Formal verbal - presentations Informal verbal - conversations,43,P.Mgr. Communication Roles,P.Mgrs. need skills in communicating with: Top management The Project team Peers (other project teams) Customer(s) Sub-contractor(s) PMI says 90% of a PMgr.s time is spent acquiring & communicating information P.Mgr. is the key to all project communication,44,PMI Advice for Effective Team Communication,Be an effective communicator Be a communications Expeditor Avoid communication Blockers Use a Tight Matrix Have a project War Room Hold effective meetings,45,Communication Barriers,Lack of clear communication channels Physical distanc