【正文】 要的能力相關(guān)的所有特性的總和。 – 正數(shù)好，負(fù)數(shù)壞。 PV（ BCWS） EV（ BCWP） AC（ ACWP） $1,000 $800 $900 By Dai Lian Page64 兩個(gè)完成指數(shù) 任務(wù)完成指數(shù)（ PC） = EV / BAC 成本消耗指數(shù)（ PS） = AC / BAC 例： PC= EV/BAC = $800/$10000=8% 意味著：已經(jīng)完成總工作量的 8% PS= AC/BAC =$1100/$10000=11% 同樣：已經(jīng)消耗項(xiàng)目總預(yù)算成本的 11% BAC EV（ BCWP） AC（ ACWP） $10,000 $800 $1100 By Dai Lian Page65 完成時(shí)的估算 Estimate at Completion (EAC) 根據(jù)目前進(jìn)展?fàn)顩r來預(yù)測(cè)項(xiàng)目完成時(shí)的總成本。 ? Management Reserves – Unknown Unknowns – Management level, Not in the BAC. – Often due to the scope change and require the change of the cost baseline. ? Contingency Reserves – Known Unknowns – Project level, in the BAC – May be part of undistributed baseline, or assigned to a specific activity. (In other wards, it is within the project’s approved baseline) – Intend to reduce the impact of missing cost/schedule objectives. By Dai Lian Page60 進(jìn)展報(bào)告（ Progress Reporting） Established to overe problem of making subjective estimates of an activity’s EV. Includes: 50/50 Rule: 20/80 Rule: 0/100 Rule: By Dai Lian Page61 掙值（ Earned Value） 是績(jī)效測(cè)量最常用的方法。 ? More better data, usually made during the Planning phase ? Other Names: Appropriation, Control, and Design ? 確定估算 Definitive Estimate: ? 5% to 10%。（ Resources reallocated from noncritical to critical activities to bring the schedule back， or as close as possible to its originally intended overall duration.） Extend hours, weekends, multiple shifts. Increase productivity by using different technologies and machinery. 啟發(fā)式資源平衡法 PMBOK Resource Leveling Heuristics By Dai Lian Page48 啟發(fā)式資源平衡法 PMBOK Resource Leveling Heuristics 資源逆向分配 （ Reverse resource allocation scheduling） : 有限或關(guān)鍵資源（ Finite and critical resource). 從項(xiàng)目結(jié)束時(shí)間逆推進(jìn)度（ Scheduled backwards from ending date） 關(guān)鍵路徑資源計(jì)劃 Critical Chain resource Planning: A technique modifies the schedule to account for limited resources. Question: Add more people on a task can increase or decrease the productivity? By Dai Lian Page49 進(jìn)度更新 Schedule Updates PMBOK 更新 Update: Modification to schedule May or May Not require to adjustments to other aspects of project Plan. 修訂 Revision: Special category of Update. Change to the start and finish dates in approved project schedule. Generally in response to the scope changes or changes to estimate. 重新確定基線 Rebaselining: While schedule severe delay, the original performance measurement baseline not applicable Be careful, since the historical data will be lost. By Dai Lian Page50 成本管理 （ Cost Management） What’s cost management? Including: Initiate the project Estimating Organizing Controlling Analyzing Reporting Forecasting Taking necessary corrective action when required. By Dai Lian Page51 關(guān)于成本管理的問題 成本管理的目的？ 確保在批準(zhǔn)的預(yù)算內(nèi)完成項(xiàng)目的各個(gè)過程。 通常風(fēng)險(xiǎn)增加。（ cost and schedule tradeoff）。 網(wǎng)絡(luò)的一部分稱為：子網(wǎng)絡(luò)。 ) Total Float = Early finish – Late finish (不影響項(xiàng)目完工日期。 又叫精細(xì)化 Refinement. By Dai Lian Page38 Dependencies 依賴關(guān)系 PMBOK ? Mandatory 強(qiáng)制 ?Often involve physical or technological limitations (based on the nature of work being done) ?也叫硬邏輯，硬依賴關(guān)系。 與范圍定義中分解的區(qū)別 : Output 不同： deliverable / activity. 活動(dòng)清單（ ） 項(xiàng)目執(zhí)行的 所有活動(dòng) 。 需要審查 Deliverables和 Work results，以確保正確圓滿完成。 RBS (Resource breakdown structure)：資源分解結(jié)構(gòu) OBS的一種變異，將工作元素分配到個(gè)人。 問題：以上哪個(gè)最好？ One answering principle, only choose the best fit answer. By Dai Lian Page31 范圍說明 Scope Statement PMBOK Provides a documented basis for 1. Making future project decision 2. Confirming or developing mon understanding of project scope among the stakeholders. Will be revised or refined to reflect approved scope changes. Includes or reference to: 項(xiàng)目論證（ Project justification） – Business needs。在項(xiàng)目初期 , be less detail/high level, 然后 … 但是 , 又要 detailed enough for ? project planning 當(dāng) Seller按照與 Buyer訂立的 Contract執(zhí)行時(shí)，最初的產(chǎn)品描述一般由 Buyer提供。 也可能指對(duì)變更進(jìn)行的任何系統(tǒng)的管理。 控制這些特征的任何變更。 By Dai Lian Page24 變更控制系統(tǒng) PMBOK (Change Control System) 由以下內(nèi)容組成： 正式、文檔化的程序。 當(dāng)變更實(shí)際發(fā)生時(shí)進(jìn)行管理。（ Outes of activities performed to acplish the project.） 提供如下信息： Deliverables – 哪個(gè)完成，哪個(gè)沒有 Quality standard – 滿足程度如何 Cost incurred/Committed (源自績(jī)效報(bào)告 ) Can be Tangible or Intangible, But always Measurable. By Dai Lian Page22 計(jì)劃實(shí)施 —變 更請(qǐng)求 Change Request PMBOK 通常在項(xiàng)目工作完成時(shí)被識(shí)別。 成功的概率隨著時(shí)間的推移越來越大 每個(gè) 階段的結(jié)束以預(yù)先定義的可交付成果為標(biāo)志 風(fēng)險(xiǎn)最大影響時(shí)段 項(xiàng)目生命周期的特性 (I) 成本 By Dai Lian Page13 項(xiàng)目生命周期的需要注意其他的方面 ? Phase end Review: – 又叫 Phase exits, Stage gates, Kill points 1. 繼續(xù)嗎？ Go/no go. 2. Corrective Action 3. Lessons learned. ? 區(qū)別 project life cycle和 product life cycle: By Dai Lian Page14 項(xiàng)目經(jīng)理溝通方向及關(guān)系 項(xiàng)目 經(jīng)理 贊助人 老板 項(xiàng)目 團(tuán)隊(duì) 同事 其他 PM 顧客 供應(yīng)商 職能部門經(jīng)理 媒體 政府 大眾 By Dai Lian Page15 強(qiáng)矩陣型 平衡矩陣 弱矩陣型 全時(shí) 全時(shí) 部分時(shí)間 部分時(shí)間 部分時(shí)間 項(xiàng)目管理行政人員 項(xiàng)目經(jīng)理 /計(jì)劃經(jīng)理 項(xiàng)目經(jīng)理 /計(jì)劃經(jīng)理 項(xiàng)目經(jīng)理 /項(xiàng)目主任 PM協(xié)調(diào)員 /項(xiàng)目主管 PM協(xié)調(diào)員 /項(xiàng)目主管 項(xiàng)目經(jīng)理的頭銜 全時(shí) 全時(shí) 全時(shí) 部分時(shí)間 部分時(shí)間 項(xiàng)目經(jīng)理 85100% 5095% 1560% 025% 幾乎沒有 項(xiàng)目全時(shí)人員 % 大到幾乎全權(quán) 中等到大 小到中等 有限 很少或沒有 項(xiàng)目經(jīng)理的權(quán)威 項(xiàng)目型 組織 矩 陣 型 組 織 職能型 組織 組織類 型 項(xiàng)目特點(diǎn) 項(xiàng)目組織結(jié)構(gòu)對(duì)項(xiàng)目的影響 By Dai Lian Page16 項(xiàng)目管理 5個(gè)過程 啟動(dòng)啟動(dòng)收尾控制 執(zhí)行計(jì)劃決定立項(xiàng) 依照計(jì)劃執(zhí)行 執(zhí)行情況與計(jì)劃比較 調(diào)整執(zhí)行情況 計(jì)劃提供控制基線 根據(jù)變更調(diào)整計(jì)劃 基本思路貫穿在 項(xiàng)目的每一個(gè)環(huán)節(jié) By Dai Lian Page17 制約因素 Constrains PMBOK Applicable restriction affect the performance of the project. limit team’s option on scope, staffing, schedule. 問題 : 我們能改變制約因素嗎 ? 我們能回避制約因素嗎 ? 制約因素的幾個(gè)可能的來源是什么 ? By Dai Lian Page18 假設(shè) (Assumptions) PMBOK for planning purpose considered to be True, Real or Certain Project team frequently Identify, Document, and Validate assumptions as part of Planning Process. By Dai Lian Page19 項(xiàng)目計(jì)劃與項(xiàng)目績(jī)效基線 PMBOK 項(xiàng)目計(jì)劃： Formal, approved