【正文】 functions, less efficient resource usage – Matrix ? Visible Objectives – not cost effective ? PM Control – More than 1 boss ? More support – More plex to control ? Utilize scarce resources – Tough resource allocation ? Information distribution – Competition of priorities ? Coordination – Policies amp。 Procedures ? Home based – Potential for conflict Chapter 2 – Project Management Context ? Functional Organization – Specialists – More emphasis on functions – 1 supervisor – No career path in PM Chapter 3 – Project Management Processes ? Project Management requires active management of Project Processes – Series of actions that achieve a result – Project Management Processes ? Describing and anizing the work – ProductOriented Processes ? Specifying and creating the product Chapter 3 – Project Management Processes ? Process Groups: – Initiating processes: recognizing a project or phase should begin – Planning processes: devising and maintaining a workable plan – Executing processes: coordinating resources to execute the plan – Controlling processes: ensuring project objectives are met。 monitoring, correcting and measuring progress – Closing processes: formalized acceptance Chapter 3 – Project Management Processes ? Process Groups are linked by the results each produces ? Process Groups are overlapping activities with various levels of intensity ? Process Group interactions cross phases – “rolling wave planning” – Provides details of work to plete current phase and provide preliminary description of work for subsequent phases ? Individual processes have inputs, tools and techniques, and outputs (deliverables) Chapter 3 – Project Management Processes ? Initiating and Planning Processes ? Committing the anization to begin – Initiation, Highlevel planning, Charter ? Amount of planning proportional to the scope of the project – Core Planning – Scope Planning – written statement – Scope Definition – subdividing major deliverables into more manageable units – Activity Definition – determine specific tasks needed to produce project deliverables – Activity Sequencing – plotting dependencies Chapter 3 – Project Management Processes ? Core Planning (continued) – Activity Duration Estimating – determine amount of work needed to plete the activities – Schedule Development – analyze activity sequences, duration, and resource requirements – Resource Planning – identify what and how many resources are needed to perform the activities – Cost Estimating – develop resource and total project costs – Cost Budgeting – allocating project estimates to individual work items – Project Plan Development – taking results from other planning processes into a collective document Chapter 3 – Project Management Processes ? Planning/Facilitating Processes – manage the interaction among the planning processes – Quality Planning – standards that are relevant to the project and determining how to meet standards – Organizational Planning – identify, document, and assigning project roles and responsibilities – Staff Acquisition – obtaining the human resources – Communications Planning – determining rules and reporting methods to stakeholders Chapter 3 – Project Management Processes ? Planning/Facilitating Processes (continued) – Risk Identification – determining what is likely to affect the project and documenting these risks – Risk Quantification – evaluating risks and interactions to access the possible project outes – Risk Response Development – defining enhancement steps and change control measures – Procurement Planning – determining what to buy and when – Solicitation Planning – documenting product requirements and identifying possible sources Chapter 3 – Project Management Processes ? Planning/Facilitating Processes (continued) – Order of events: ? Scope Statement ? Create Project Team ? Work Breakdown Structure ? WBS dictionary ? Finalize the team ? Network Diagram ? Estimate Time and Cost ? Critical Path ? Schedule ? Budget ? Procurement Plan ? Quality Plan ? Risk Identification, quantification and response development ? Change Control Plan ? Communication Plan ? Management Plan ? Final Project Plan ? Project Plan Approval ? Kick off Chapter 3 – Project Management Processes ? Executing Processes – Project Plan Execution – performing the activities – Complete Tasks/Work Packages – Information Distribution – Scope Verification – acceptance of project scope – Quality Assurance – evaluating overall project performance on a regular basis。 meeting standards – Team Development – developing team and individual skill sets to enhance the project – Progress Meetings Chapter 3 – Project Management Processes ? Executing Processes (continued) – Information Distribution – making project information available in a timely manner – Solicitation – obtaining quotes, bids, proposals as appropriate – Source Selection – deciding on appropriate suppliers – Contract Administration – managing vendor relationships Chapter 3 – Project Management Processes ? Controlling Processes – needed to regularly measure project performance and to adjust project plan ? Take preventive actions in anticipation of possible problems – Change Control – coordinating changes across the entire project plan – Scope Change Control – controlling “scope creep” – Schedule Control – adjusting time and project schedule of activities Chapter 3 – Project Management Processes ? Controlling Processes (continued) – Cost Control – managing project budget – Quality Control – monitoring standards and specific project results。 eliminating causes of unsatisfactory performance – Performance Reporting – status, forecasting, and progress reportin