【正文】 hases, more prehensive in latter ? Initial product description is usually provided by the buyer – Strategic Plan – supportive of the anization39。 Projects cease when declared objectives have been attained ? 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 is no ongoing operation, are often divided into “subprojects” for more manageability – Often contracted out to external anizations 10. Project Management Body of Knowledge – Project integration management – Project scope management – Project time management – Project cost management – Project quality management – Project human resource management – Project munication management – Project risk management – Project procurement management All these make up a knowledge system of PM Chapter 1 Introduction Project Cost Management, Project Time Management, Project Quality Management Project Risk Management Project Communication Management Project Procurement Management Project Integration Management Project Human Resource Management Project Scope Management The System of PMBOK General management knowledge and practices Application area knowledge and practices Generally accepted PM knowledge and practices PMBOK The relationship of the knowledge Chapter 2 – Project Management Context 1. Project Life Cycle ? Project Life Cycle defines or tells: – The phases of the project (time) – The work performed in each phase (work) – The input and output of each phase (result) – The milestone of each phase (end sign) ? 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 Phase 1 Phase 2 Phase 3 Phase 4 Project ”go” decision Major contract let Installation substantially plete Full operation Feasibility study － suggestion － feasibility － predesign － approve Planning Design － techdesign － cost estimate － scheduling － contracting － plan details Execution － fabrication － construction － installation － trial Turnover － final testing － maintenance Percentage Complete 100% Project Life Cycle of DOD of USA for Acquisition Milestone 2 Development Approval Milestone 0 Concept Study Approval Milestone 1 Concept Demonstration Approval Milestone 3 Production Approval Milestone 4 Major Modification Approvals Concept Exploration and Definition Demons tration and Validation Engineering and Manufacturing Development Production and Development Operation and Supporting Determi nation of the Mission Need Phase 1 Phase 0 Phase 2 Phase 3 Phase 4 Chapter 2 – Project Management Context 2. Phases of a Project ? 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 3. Stakeholders of projects ? 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 3. Stakeholders of projects ? Stakeholders are: – Owners – Sponsor – Customers – End User – Contractor (Performing Organizations) – Supplier – Project Managers – Project Teams – Society and Citizens – Others: government agent and so on Owners Project Manager Supplier End User Customer Sponsor Society, Citizens Project Teams Others The relationship of stakeholders of projects 4. The Hierarchy of Project Organization Management Chapter 2 – Project Management Context Stakeholders Management Performing Org. Mana. Project Team Mana. Project Manager Chapter 2 – Project Management Context 5. Organizational Systems ? The anizational system of Performing Organization is an very important environment factor for a project. ? 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 5. Organizational Systems ? 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 6. Organizational Structures ? Functional Organization – More emphasis on functions, Specialists – 1 supervisor – No career path in PM ? Projectized Organization – Efficient Organization – Lack of Professionalism – Effective Communication, Duplication of functions ? Matrix Organization – Visi