Project Management -...
Transcript of Project Management -...
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The Dept. of Industry Engineering
Project Management
项目管理
Chinese/English
32 hours
Laptop、MS-Project2007 or 2010, 2013
Finish:4月23日
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The Dept. of Industry Engineering
--- FORTUNE
Project Manager
“Golden Occupation”of 21st Century
《财富》
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Chapter 1 - Introduction
Chapter 2 - Project Life Cycle and Organization
Chapter 3 - Project Management Processes
Chapter 4 - Project Integration Management
Chapter 5 - Project Scope Management
Chapter 6 - Project Time Management
Chapter 7 - Project Cost Management
CONTENTS
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Chapter 8 - Project Quality Management
Chapter 9 - Project Human Resource Management
Chapter 10 - Project Communications Management
Chapter 11 - Project Risk Management
Chapter 12 - Project Procurement Management
Experiments - Project 2007、2010、2013
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Chapter 1
Introduction
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1.1 What is a Project?
1.2 Strategic Considerations of Authorizing a
Projects
1.3 What is Project Management?
1.4 The Past and the Future of PM
1.5 The Standard for Project of Management
1.6 Project Manager
Contents
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Organizations perform work to achieve a set
of objectives. Generally, work can be
categorized as either projects or operations
A project is a temporary endeavor
undertaken to create a unique product,
service, or result.
Operations are ongoing and repetitive
activity
The end results of projects can result in
operations.
1.1 What is a Project?
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The project is temporary, but not necessarily
short term.
The project does have an end date
The end result of the project is business
operations.
manufacturing it,
supporting sold units,
and marketing the product constitutes
the ongoing operations part of business.
1.1 What is a Project?
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The purpose of a
project is to attain
its objective and then
terminate.
Once the project is
complete, the project
team moves along to
other projects and
activities.
No money
The objective of an
ongoing operation is to
sustain the business.
The people who works
for the operation have
no end date in sight,
and will continue to do
the business as longs
as there is a demand
for the product.
Money Continually
1.1 What is a Project?
The difference between projects and operations
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Unique product or
service
Catalyst for change
Definite start and
end
Standard product or
service
Maintenance of
status
Ongoing
1.1 What is a Project?
The difference between projects and operation
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Both involve employees
Both typically have limited resources:
people, money, or both
Both are designed, executed, and managed
Someone in charge
The points shared by projects and operations
1.1 What is a Project?
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A project is a temporary endeavor
The end of a project is reached
when the project’s objectives have been
achieved
or it becomes clear that the project
objectives will not or cannot be met
or the need for the project no longer
exists and the project is terminated.
Characteristics of Projects
1.1 What is a Project?
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A project is a temporary endeavor
The end of a project is reached
The opportunity or market window is
usually temporary
The project team, as a working unit,
seldom outlives the project, the team is
disbanded and the team members
reassigned when the project ends
Characteristics of Projects
1.1 What is a Project?
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A project is a temporary endeavor
Temporary does not necessarily mean
short in duration; Many projects last for
several years. In every case, however, the
duration of a project is finite. Projects are
not ongoing efforts.
The results of a project can last long time,
or forever
Characteristics of Projects
1.1 What is a Project?
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A project creates unique products, services,
or results
The project's end result is different than
the results of other functions of the
organization.
Characteristics of Projects
1.1 What is a Project?
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Progressive Elaboration
It means developing in steps, and
continuing by increments
The project scope will be broadly
described early in the project and made
more explicit and detailed as the project
team develops a better and more complete
understanding of the objectives and
deliverables.
Characteristics of Projects
1.1 What is a Project?
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Progressive Elaboration
Progressive elaboration of a project’s
specifications needs to be carefully
coordinated with proper project scope
definition, particularly if the project is
performed under contract (change,new
technique)
Characteristics of Projects
1.1 What is a Project?
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A market demand (e.g., an oil company
authorizes a project to build a new refinery in
response to chronic gasoline shortages)
An organizational need (e.g., a training company
authorizes a project to create a new course in
order to increase its revenues)
A customer request (e.g., an electric utility
authorizes a project to build a new substation to
serve a new industrial park)
1.2 Authorizing a Projects
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A technological advance (e.g., a software firm
authorizes a new project to develop a new
generation of video games after the
introduction of new game playing equipment by
electronics firms)
A legal requirement (e.g., a paint manufacturer
authorizes a project to establish guidelines for
the handling of a new toxic material).
All projects should support the organization’s
strategic goals.
1.2 Authorizing a Projects
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Project management is the application
of knowledge, skills, tools and
techniques to project activities to meet
project requirements
1.3 What is Project Management?
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The Project Management
Body of Knowledge
Application area knowledge,
standards, and regulations
Understanding the project
environment
General management
knowledge and skills
Interpersonal skills.
The
knowledge
and skills of
a project
team
needed
Five areas of expertise required by
the effective project management
1.3 What is Project Management?
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The term ‘project management’ is only 50
years old.
Cold War
Sputnik crisis: USSR first
satellite.1957/10/4
USA:1958/1/31
China:1970/4/24
The past
1.4 The Past and the Future of PM
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the United States Department of Defense
Polaris missile submarine program
Program Evaluation and Review
Technique (PERT), developed by Booz-
Allen & Hamilton
critical path method (CPM)DuPont
corporation
Apollo lunar landing program
The past
1.4 The Past and the Future of PM
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Project Management Institute
Established 1969
The largest, not-for-profit global
professional association for project
managers in the world
Members in over 150 countries
Headquartered:
Newtown Square, Pennsylvania USA
The past
1.4 The Past and the Future of PM
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“Traditional” Project Management
Before the 80s, basis using mostly Gantt
Charts, PERT, CPM, WBS (work breakdown
structure)
“Modern” Project Management
After the 80s, Computer, Internet, IT
International co-operation program
Standard
1.4 The Past and the Future of PM
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After the 90s, the era of information and high
tech comes
The economic fundamental changed
Market changes fast ever, product life cycle
becomes shorter and shorter , R&D plays
most important role
Different organizations cooperation
The total number of projects has increased
rapidly
The Importance of Project Management
1.4 The Past and the Future of PM
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The traditional business management
methods is no longer suitable
Manufacturing economic environment,
focus on repeat operation process,
products repeat and long time
Information economic environment, focus
on new products, change
Cell phone, Car, lot of new model each
month
The Importance of Project Management
1.4 The Past and the Future of PM
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Tighter budgets, diminishing resources, more
and more time constraints
Competition asks organizations to improve
the ways they do business.
The Importance of Project Management
1.4 The Past and the Future of PM
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The law
WTO,Have to follow the rule of the game
Reform
Project in all area
Virtual enterprise
Culture difference
China needs PM
1.4 The Past and the Future of PM
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Globalization
Professionalization
Education
Software developer: Microsoft Project、
Primavera Project Planner(P6)
Consultation organization
PMI, IPMI, Standardization
Standardization
The future of PM
1.4 The Past and the Future of PM
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1976, idea to standardize the PM from the
common knowledge of practical experience,
documented standards began
1981, PMI authorized the project,Matthew H.
Parry in charge. 1983, the first report . PM
included 6 areas: scope, cost, time , quality,
human resource, and communication.
1.5 The Standard for Project Management
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1984, R.Max Wideman in charge, continue
the development, increased 3 parts:
Integration, risk, and contract &
procurement.
1987, Project Management Body Of
Knowledge
1991 revised edition.
1.5 The Standard for Project Management
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1996, first edition PMBOK Guide
9 area ; 37 processes;
First PM standard published ;
2000 2nd
edition, 39 processes;
2004 3rd
edition, 44 processes
2008 4rd
edition, 42processes
ANSI/PMI 99-001-2004
ISO 10006
1.5 The Standard for Project Management
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Be within the budgets, meet the time
constraints, follow the scope, satisfy the
customer
Time, scope, cost, golden triangle
The Traditional Triple Constraints
Turns quality into a fourth constraint
1.5 The Standard for Project Management
time cost
scope
quality
Scope
management
Time
management
Cost
management
Quality
management
golden plate
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Risk is everywhere.
There are risks in a project
Within a project, risks are unplanned events or
conditions that can have a positive or negative
effect on its success
1.5 The Standard for Project Management
Risk
management
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Project is carried out by project team
Project human resource
management is multifaceted.
It is the ability to lead, direct, and
orchestrate the project team, the
customers, project partners,
contributors, and any other
stakeholders to achieve the
desired results for the project
purpose.
1.5 The Standard for Project Management
Human
Resource
Management
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Communicate between project
stakeholders
Communication is the most
important skill for a project
manager. They spend about
90% of their time
communicating.
Timely and appropriate
generation, collection,
dissemination, storage and
ultimate disposition of project
information is crucial.
1.5 The Standard for Project Management
Communication
Management
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Procure the resource needed
Projects need materials,
equipment, consultants,
training, and many other
goods and services.
Project procurement
management is the process
of purchasing the products
necessary for meeting the
needs of the project scope.
1.5 The Standard for Project Management
Procurement
Management
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Integrate all of the parts of the
project work together
Within any project there are
many moving parts: time
management, cost management,
schedule conflicts, human
resource issues, iterative
planning, and much, much more.
They must be identified, defined,
combined, unified and
coordinated to ensure the
project moves forward properly
1.5 The Standard for Project Management
Integration
Management
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Scope management
Time management
Cost management
Quality management
Risk management
Communication management
Human resource management
Procurement management
Integration management
1.5 The Standard for Project Management
Nine
knowledge
areas
PMBOK
(project
management
body of
Knowledge)
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Project Integration Management
1. Develop Project Charter
2. Develop Project Management
Plan
3. Direct and Manage Project
Execution
4. Monitor and Control Project
Work
5. Integrated Change Control
6. Close Project or phases
Scope Management
1. Collect
Requirements
2. Scope Definition
3. Create WBS
4. Scope
Verification
5. Scope Control
Time Management
1. Activity Definition
2. Activity
Sequencing
3. Activity Resource
Estimating
4. Activity Duration
Estimating
5. Schedule
Development
6. Schedule Control
Cost Management
1. Cost Estimating
2. Cost Budgeting
3. Cost Control
Quality Management
1. Quality Planning
2. Perform Quality
Assurance
3. Perform Quality
Control
Risk Management
1. Risk Management
Planning
2. Risk Identification
3. Qualitative Risk Analysis
4. Quantitative Risk Analysis
5. Risk Response Planning
6. Risk Monitoring and
Control
Communications
Management
1. Identify Stakeholders
2. Communications
Planning
3. Information
Distribution
4. Performance Reporting
5. Manage Stakeholders
Human Resource
Management
1. Human
Resource
Planning
2. Acquire Project
Team
3. Develop Project
Team
4. Manage Project
Team
Procurement Management
1. Plan Purchases and
Acquisitions
2. Conduct Procurements
3. Administer
Procurements
4. Close Procurements
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Process of Develop Project Charter
1.5 The Standard for Project Management
Information DocumentsMethods
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1984, PMI organized the certification program,
Project Management Professional(PMP)
The PMP certification helps ensure that project
managers have the requisite knowledge and
skills
The Certification Program became the first
certification program of its kind to earn ISO
9001 certification from the International
Organization for Standardization, a globally
recognized mark of a quality management
system.
The PMP certification of PMI
1.5 The Standard for Project Management
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A primary role of this individual is to be a
facilitator with the goal being to ensure that a
project is completed on time, within budget,
and according to the requirements.
This individual oversees all aspects of the
project using planning, monitoring and
controlling processes.
1.6 Project Manager
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The Project Manager may be responsible for
more than one project at a time.
Typical project management duties include:
setting up meetings; running meetings;
writing and distributing meeting minutes
determining resources required,
interviewing candidates, vetting vendors,
and assigning tasks
creating a plan, executing a plan, and
adjusting the plan as necessary
preparing status reports and presenting to
upper management
1.6 Project Manager
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Being a project manager means
communicating all the time and in many forms.
90% of his job is communication.
A project manager should also be thinking ,
managing, and not just doing.
Project managers need to be very skilled in the
knowledge project management, such as
communications, human resources,
procurement, quality, time, cost,
documentation, systems integration, etc.
Project manager plays the most important role
in the project.
1.6 Project Manager
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--- FORTUNE
“Golden Occupation”
of 21st
Century
Project Manager
Chapter 1 Introduction
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企业竞争力是
一个国家、一个产业竞争力的根本
战略规划加项目管理等于当代企业的竞争力
Chapter 1 Introduction
创新型国家必须实行项目管理
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1.1 What is a Project?
1.2 Strategic Considerations of Authorizing a
Projects
1.3 What is Project Management?
1.4 The Past and the Future of PM
1.5 The Standard for Project of Management
1.6 Project Manager
Chapter 1 Introduction