【正文】 ncial controls – Constraints – factors that limit performance, contractual provisions, budget – Assumptions – risk factors Chapter 4 – Project Integration Management ? Tools amp。 projects cease when declared objectives have been attained Chapter 1 – Introduction ? Projects are unique – characteristics are progressively elaborated – Progressively: proceeding in steps – Elaborated: worked with care and detail ? Scope of project should remain constant even as characteristics are “progressively elaborated” Chapter 1 Introduction ? Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project – balancing the following: – Scope, time, cost, and quality – Stakeholders? expectations – Requirements (needs) vs. unidentified requirements (expectations) Chapter 1 Introduction ? Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually ? Most programs have elements of ongoing operations – Series of repetitive or cyclical undertakings ? Projects are often divided into “subprojects” for more manageability – Often contracted out to external anizations Chapter 2 – Project Management Context ? Project Phases are marked by the pletion of a deliverable – Tangible, verifiable work product – Review of deliverables and approval/denial are “phase exits, stage gates, or kill points” ? Phases are collected into the Project Life Cycle – Set of defined work procedures to establish management control Chapter 2 – Project Management Context ? Project Life Cycle defines: – Technical work performed in each phase – Who is involved in each phase ? Project Phases can overlap – “Fast Tracking” ? Common Characteristics of Project Life Cycles: – Cost and Staffing levels are low at start and move higher towards the end – Probability of successfully pleting project is low at beginning, higher towards the end as project continues – Stakeholder influence is high at the beginning and progressively lowers as project continues Chapter 2 – Project Management Context ? Stakeholders: individuals and anizations who are actively involved in the project – Often have conflicting expectations and objectives – In general, differences should be resolved in favor of the customer – individual(s) or anization(s) that will use the oute of the project – Stakeholder management is a proactive task ? Project Mangers must determine all stakeholders and incorporate their needs into the project Chapter 2 – Project Management Context ? Stakeholders are: – Project Managers – Customers – Performing Organizations, owners – Sponsor – Team – Internal/External – End User – Society, citizens – Others: owner, funders, supplier, contractor Chapter 2 – Project Management Context ? Organizational Systems: Project based vs. NonProject Based – Project Based – derive revenues from performing projects for others (consultants, contractors),”management by projects” – NonProject Based – seldom have management systems designed to support project needs (manufacturing, financial services) Chapter 2 – Project Management Context ? Organizational Cultures and Styles: – Entrepreneurial firms more likely to adopt highly participative Project Manager – accept higher risk/reward – Hierarchical firms less likely to adopt participative Project Manager – take fewer risks Chapter 2 – Project Management Context ? Organizational Structures – Functional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceived scope of project limited by function (Engineering, HR). Typically have parttime Project Manager – Projectized Organization –blend functional and projectized characteristics. Mix crossdepartment personnel with fulltime Project Manger Chapter 2 – Project Management Context ? Project Management Skills – General Business Management (consistently producing results expected by stakeholders) – Leading (establishing direction, aligning resources, motivating) – Communicating (clear, unambiguous, and plete) – Negotiating (conferring with others to reach an agreement) – Problem Solving (definition and decision making) ? Distinguish causes and symptoms ? Identify viable solutions – Influencing Organization (understanding power and politics) Chapter 2 – Project Management Context ? Socioeconomic Influences – Standards – document approved that provides mon, repeated use, rules and guidelines ? Compliance is not mandatory – Regulations – document that identifies products, services or characteristics ? Compliance is mandatory – Standards often bee “de facto” regulations – Internationalization – Cultural Influences Chapter 2 – Project Management Context ? Organization Structure Pro?s and Con?s – Projectized ? Efficient Organization – No “home” ? Loyalty – Lack of Professionalism ? Effective Communication – Duplication of 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 – ProductOr