【正文】 puter equipment, stationery and materials。s future 東南大學(xué)系統(tǒng)工程研究所 Project Management Why Are Projects Challenging? ? Uncharted territory – Each project is unique. The work to be done has never been done before by this group of people in this particular environment ? Multiple expectations – Each project has multiple stakeholders that each have their own needs and expectations for the project ? Communication obstacles – Due to natural anizational boundaries, munication channels, and team development stages, munication of project information must be proactively managed to ensure proper flow 東南大學(xué)系統(tǒng)工程研究所 Project Management Why Are Projects Challenging? ? Balancing the peting demands – Every project is defined to produce one or more deliverables (scope) within a defined time period (time), under an approved budget (cost) with a specified set of resources – In addition, the deliverables must achieve a certain performance level (quality) and meet the approval of the key stakeholders (expectations) – Each of these factors can affect the others – For example, if additional functionality (scope, quality) is desired, the time and/or cost (resources needed) of the project will increase 東南大學(xué)系統(tǒng)工程研究所 Project Management Balancing the peting demands ? traditional model vs. modern model 東南大學(xué)系統(tǒng)工程研究所 The peting project demands are often referred to as the triple constraint of project management. Time and Cost (or Resources) are always two sides of the triangle. Depending on where you look, the third side is either Scope, Performance, or Quality Project Management Why Are Projects Challenging? ? Cutting Edge – Project deals with new, leading edge technologies, it has more risks, more unknowns, and is much more difficult to estimate accurately ? Organizational Impacts – Overing natural munication obstacles created by the project structure – Contend with peting priorities for shared resources – Deal with annual budget cycles that may not be aligned with the project39。 項(xiàng)目生命周期的特征 費(fèi)用、資源和干系人影響變化曲線 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目生命周期 項(xiàng)目生命周期的特征 總費(fèi)用支出 時(shí)間 成功的概率越來(lái)越高 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目管理生命周期 定義：定義項(xiàng)目范圍 陳述問(wèn)題 /機(jī)遇；建立項(xiàng)目目標(biāo)；識(shí)別成功標(biāo)準(zhǔn)；列出假設(shè)、風(fēng)險(xiǎn)和障礙 組織：?jiǎn)?dòng)項(xiàng)目 招募、組織項(xiàng)目團(tuán)隊(duì)；確定團(tuán)隊(duì)運(yùn)作規(guī)則；平衡項(xiàng)目資源；制定工作包進(jìn)度；工作包的文檔化 收尾：項(xiàng)目收尾 獲得客戶的接受認(rèn)可；安裝項(xiàng)目的可交付成果；完成項(xiàng)目文檔；完成實(shí)施后審計(jì)；發(fā)布最終項(xiàng)目報(bào)告 計(jì)劃：制定詳細(xì)計(jì)劃 識(shí)別項(xiàng)目活動(dòng)；估計(jì)項(xiàng)目工期；確定資源需求；構(gòu)建 /分析項(xiàng)目網(wǎng)絡(luò)圖；準(zhǔn)備項(xiàng)目建議書 控制：監(jiān)控項(xiàng)目進(jìn)展 確定項(xiàng)目匯報(bào)系統(tǒng)；安裝變更控制工具 /過(guò)程；定義問(wèn)題上報(bào)過(guò)程；對(duì)照計(jì)劃監(jiān)控項(xiàng)目進(jìn)展；修訂項(xiàng)目計(jì)劃 啟動(dòng)請(qǐng)求 業(yè)務(wù)需求 成功標(biāo)準(zhǔn) 識(shí)別開發(fā)團(tuán)隊(duì) 構(gòu)建系統(tǒng) 評(píng)估系統(tǒng)性能 進(jìn)行后項(xiàng)目評(píng)估 開發(fā)功能要求 建立階段評(píng)審計(jì)劃 監(jiān)控進(jìn)展 進(jìn)行子系統(tǒng)測(cè)試 進(jìn)行驗(yàn)收測(cè)試 建立新產(chǎn)品目標(biāo) 設(shè)定財(cái)務(wù)目標(biāo) 建立成功標(biāo)準(zhǔn) 進(jìn)行商業(yè)分析 進(jìn)行競(jìng)爭(zhēng)者分析 制定營(yíng)銷戰(zhàn)略 向產(chǎn)品管理部門提交產(chǎn)品 制定新產(chǎn)品開發(fā)計(jì)劃 監(jiān)控產(chǎn)品進(jìn)展 對(duì)照目標(biāo)跟蹤執(zhí)行情況 啟動(dòng)生產(chǎn)和銷售計(jì)劃 測(cè)試市場(chǎng) 產(chǎn)品開發(fā)生命周期 項(xiàng)目生命周期 軟件系統(tǒng)開發(fā)周期 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目管理過(guò)程 簡(jiǎn)單地說(shuō)就是制定計(jì)劃、執(zhí)行計(jì)劃。 J. M. Juran(1989) Project Management 項(xiàng)目的概念 ? A project is a unique endeavour to produce a set of deliverables within clearly specified time, cost and quality constraints – Building a new house – Developing a new software application – Performing an assessment of current manufacturing processes – Creating a new radio mercial ? The operational work is the ongoing, repetitive set of activities that sustain the anization. – Processing customer orders – Performing accounts receivable and accounts payable activities – Executing the daily manufacturing orders 東南大學(xué)系統(tǒng)工程研究所 Project Management 項(xiàng)目的概念 ? Projects are different from standard business operational activities – Are unique in nature – Have a defined timescale – Have an approved budget – Have limited resources – Involve an element of risk – Achieve beneficial change 東南大學(xué)系統(tǒng)工程研究所 Project Management 項(xiàng)目的概念 ? Comparing Projects and Operations 東南大學(xué)系統(tǒng)工程研究所 Feature Projects Operations Key Similarities Planned, executed, and controlled Performed by people Resource constrained Planned, executed, and controlled Performed by people Resource constrained Purpose Attain objectives and terminate Sustain the anization Time Temporary Definite beginning and end points Ongoing Oute Unique product, service, or result Nonunique product, service, or result People Dynamic, temporary teams formed to meet project needs Generally not aligned with anizational structure Functional teams generally aligned with anizational structure Authority of Manager Varies by anizational structure Generally minimal, if any, direct line authority Generally formal, direct line authority Project Management 項(xiàng)目管理的概念 ? Project Management is the skills, tools and management processes required to undertake a project successfully 東南大學(xué)系統(tǒng)工程研究所 Project Management 項(xiàng)目管理的概念 ? Skills – Specialist knowledge, skills and experience ? Tools – Document templates, registers, planning software, modeling software, audit checklists and review forms ? Processes – Various processes and techniques are required to monitor and control time, cost, quality and scope on projects – Time management, cost management, quality management, change management, risk management and issue management 東南大學(xué)系統(tǒng)工程研究所 Project Management 項(xiàng)目管理的概念 ? The Project Management Institute (PMI) defines project management as a set of five process groups and nine knowledge areas ? 美國(guó)項(xiàng)目管理協(xié)會(huì)（ Project Management Institute） ,簡(jiǎn)稱 PMI，成立于 1969年。 ? 項(xiàng)目 ：為創(chuàng)造獨(dú)特的產(chǎn)品、服務(wù)或結(jié)果而進(jìn)行的一次性努力。 已識(shí)別的風(fēng)險(xiǎn) 壞天氣 P S D RPN 關(guān)鍵團(tuán)隊(duì)成員損失 技術(shù)不適用 3 2 4 24 2 8 8 128 6 10 8 480 管理風(fēng)險(xiǎn)的三種方式： 風(fēng)險(xiǎn)避免； 風(fēng)險(xiǎn)減輕（降低，如安全氣囊）； 風(fēng)險(xiǎn)轉(zhuǎn)移（如通過(guò)保險(xiǎn)預(yù)防損失）。 項(xiàng)目風(fēng)險(xiǎn) 避免危險(xiǎn)總是比管理危險(xiǎn)好，這似乎很有道理。 原則： 我們都傾向于過(guò)高估計(jì)自己的能力，而過(guò)低估計(jì)困難，“即使墨非也是一位樂觀者！” 例子： 一位工程師技術(shù)人員正全神貫注地設(shè)計(jì)一項(xiàng)他們無(wú)法完成的工作，