現(xiàn)代項(xiàng)目管理緒論(編輯修改稿)
2025-02-07 15:44 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 ureaucracy ? Frank and Lillian Gilbreth: Bricklaying (therbligs) 第二階段是 20世紀(jì) 20年代開(kāi)始形成的“行為科學(xué)”或“人際關(guān)系”理論。代表人物有： Elton Mayo: Hawthorne Studies Maslow: Hierarchy of Needs Theory McGregor: Theory X and Theory Y (Theory Z) Herzberg: MotivationHygiene Theory Contemporary Theories of Motivation ThreeNeeds Theory: Need for Achievement。 Need for Power。 Need for Affiliation GoalSetting Theory: The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals. Reinforcement Theory: The theory that behavior is a function of its consequences. Designing Motivating Jobs: Job enlargement(job scope)。 Job enrichment(job depth). Job characteristics model(JCM) Equity Theory:The theory that an employee pares his or her job’s inputsoutes ratio with that of relevant others and then corrects any inequity. Expectancy Theory: The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given oute and on the attractiveness of that oute to the individual. 第三階段是二戰(zhàn)以后發(fā)展起來(lái)的現(xiàn)代管理理論。包括： 管理過(guò)程學(xué)派 (Harold Koontz) 經(jīng)驗(yàn)主義學(xué)派 (Peter F. Drucker。 Ernest Dale。 Alfred P. Sloan, Jr.) 社會(huì)系統(tǒng)學(xué)派 (Chester I. Barnard) 決策理論學(xué)派 (H. A. Simon) 系統(tǒng)管理學(xué)派 (Fremont E. Kast。 James E. Rosenzwig) 權(quán)變理論學(xué)派 管理科學(xué)學(xué)派 Project management is the application of knowledge , skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder needs and expectations invariably involves balancing peting demands among: scope, time, cost, and quality. Stakeholders with differing needs and expectations. Identified requirements(needs) and unidentified requirements (expectations). A Guide to the Project Management Body of Knowledge 項(xiàng)目管理的定義 項(xiàng)目管理是在項(xiàng)目活動(dòng)中運(yùn)用知識(shí)、技能、工具和技術(shù)，以便滿足和超過(guò)項(xiàng)目業(yè)主對(duì)項(xiàng)目的需求和期望。滿足和超過(guò)項(xiàng)目業(yè)主的需求和期望總是包含在下列各種矛盾的需求之間尋求平衡： ? 范圍、時(shí)間、費(fèi)用和質(zhì)量； ? 有不同要求和期望的項(xiàng)目業(yè)主； ? 已明確的需求和未明確的需求。 ? 項(xiàng)目啟動(dòng)過(guò)程（ Project Initiating） :初步確定項(xiàng)目組成員、項(xiàng)目量限、項(xiàng)目計(jì)劃等； ? 項(xiàng)目計(jì)劃過(guò)程（ Project Planning） :建立 WBS（工作分解結(jié)構(gòu)），確認(rèn)項(xiàng)目流程、項(xiàng)目詳細(xì)計(jì)劃，評(píng)審、批準(zhǔn)計(jì)劃； ? 項(xiàng)目執(zhí)行過(guò)程（ Project Executing） :組織和協(xié)調(diào)人力資源和其他資源，激勵(lì)團(tuán)隊(duì)完成工作計(jì)劃； ? 項(xiàng)目控制過(guò)程（ Project Controlling） :制訂項(xiàng)目工作標(biāo)準(zhǔn)、監(jiān)督、糾偏等。 ? 項(xiàng)目收尾（ Project Closing） :完成項(xiàng)目移交。 項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)） Project management processes Initiating processes—recognizing that a project or phase should begin and mitting to do so。 Planning processes—devising and maintaining a workable scheme to acplish the business need that the project was undertaken to address。 Executing processes—coordinating people and other resources to carry out the plan。 Controlling processes—ensuring that project objectives and met by monitoring and measuring progress and taking corrective action when necessary。 Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end. Initiating Processes Planning Processes Executing Proces
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