【正文】 oncritical 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） : 有限或關鍵資源（ Finite and critical resource). 從項目結束時間逆推進度（ Scheduled backwards from ending date） 關鍵路徑資源計劃 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 關于成本管理的問題 成本管理的目的？ 確保在批準的預算內完成項目的各個過程。 ? 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 進展報告（ 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） 是績效測量最常用的方法。 – 正數(shù)好，負數(shù)壞。 Responsible for Quality of the project ? Individual employee – 負責其所做工作的質量。 ?項目中的用途 —成 本與進度 tradeoff： 高級工程師的費用高但用時少，低級工程師則相反。 test to see if desired results are achieved ? 行動 Act – 實施糾正行動。如：停職、解聘等。 The PM still makes the decisions solely. ? 又被稱為：說服型。 This style is considered to be poor management. By Dai Lian Page86 Maslow的需求層次理論 ?人與人之間存在需求差異。 The team has the ultimate authority for the final decision. ?又被稱為：授權型。 Also referred to as Directing. ? Consultive autocratic（ 咨詢獨裁型 ） : ? 從團隊那里收集大量信息。s formal position in the pany. ?獎賞 Reward: ?提供好結果的能力。 ? 質量控制 (QC): 一個過程，用來監(jiān)控具體項目結果，以決定他們是否符合相關的質量標準，并識別消除不滿意績效的成因。 ?多用于項目產品上。s expectations?) ? 符合需求 Conformance to the requirements. (產品或服務是否符合要求？ Does the product or service conform to the requirements?) By Dai Lian Page71 質量責任 Responsibility for Quality ?高層管理 Top management – 負責組織的質量。 – 計算差異 , EV在前； – 計算指數(shù) , EV在上（分子）。 Double Declining Balance 187。 Allocate scare resources to the Critical Path Activities first. 通常導致比最初進度更長的工期。 例如：蓋樓的每一層、醫(yī)藥臨床等。 有虛擬活動 Dummy Activity: 一般用虛線表示 , 0 duration. No Lag One relationship: Finish to start S 1 2 3 4 E A B C D E F G By Dai Lian Page41 計劃評審技術 PERT PMBOK Three time estimate 悲觀值 Pessimistic 最可能值 Most Likely 樂觀值 Optimistic Weighted Average=(Optimistic + 4*Most likely + Pessimistic)/6 Standard deviation(標準差 )=(Pessimistic Optimistic)/6 Beta Distribution Most Likely PERT Weighted Average By Dai Lian Page42 關鍵路徑法 CPM PMBOK One time estimate – Most likely Calculate forward pass amp。 注意區(qū)別：范圍核實與質量控制。 Deliverableoriented, Not activity oriented. Work not in WBS is outside scope of project. Unique identifier? Code of account Work package? Lowest level item of WBS ? Can be deposed in a Subproject WBS. ? some books: 80 hours. WBS dictionary: work ponent descriptions. typically include: work package, schedule dates, Cost budget, staff assignment… By Dai Lian Page34 工作分解結構與其他結構的區(qū)別 PMBOK CWBS(Contractual WBS)：合同工作分解結構 定義賣方提供給買方報告的層次，不如 WBS詳細。 應將產品或服務與商業(yè)需求或其他導致項目產生原因之間的關系編制成文檔。 規(guī)定如何對項目績效進行監(jiān)督和評估。 多種形式： oral/written, direct/indirect, externally/internally initiated, legal/optional 但是，必須是正式的（ Formal） By Dai Lian Page23 集成變更控制 PMBOK (Integrated Change Controls) 關心的是： 對引起變更的因素施加影響，以保證這些變更是征得同意的。 設立標準并主要負責以下事物： 采購、風險、 WBS Dictionary 績效評估 資源管理 題外話： CAPM PMP Auto CAQ Software Development PMP+3500Hr+75Questions PMO By Dai Lian Page11 項目生命周期 概念（ Concept） 開發(fā)（ Development） 實施（ Implementation） 結束（ Termination） 問題： 沖突在項目生命周期中最多的階段是？ 沖突在項目生命周期中次多的階段是？ 必須是 4個階段嗎？ By Dai Lian Page12 時間 人員 風險 amp。 例如： 根據(jù)過程分：實施 人員技能分：工種 技術內容分：程序自動測試。 獨特性（ Unique）：創(chuàng)造獨特的產品、服務或結果。 漸進：按步驟進行，穩(wěn)步增加 細化：仔細地將內容的細節(jié)全面展開。 在很多情況下可以互用。 產品技能和知識。 注意：以上 3條適用于具體變更控制過程，如： Scope, cost, time… 要做的是： 維護 performance measurement baseline完整性 確保 product scope的變更在 Project scope中反映 協(xié)調各知識領域的變更。 記錄并報告這些變更及實施狀態(tài)。 By Dai Lian Page27 項目選擇方法 PMBOK Project Selection Method 方法： 1. 效益測量法（ Benefit measurement methods） Economic Model, scoring model,… 2. 約束優(yōu)化法（ Constrained optimization methods) Mathematical Model,… 決策模型 Decision Model: General Techniques(decision trees, forced choice…) Specific Techniques(Analytic Hierarchy Process, Logical Framework Analysis,…) Apply plex project selection criteria in a Sophisticated mode?separate project phase (Feasibility Study phase) Decision Model By Dai Lian Page28 贏