【正文】 – Cancelling supplier contracts and releasing project resources to the business – Communicating the closure of the project to all stakeholders and interested parties 東南大學(xué)系統(tǒng)工程研究所 Project Management 4. Project closure ? Review project pletion – Did it result in the benefits defined in the business case? – Did it achieve the objectives outlined in the terms of reference? – Did it operate within the scope of the terms of reference? – Did the deliverables meet the criteria defined in the quality plan? – Was it delivered within the schedule outlined in the project plan? – Was it delivered within the budget outlined in the financial plan? 東南大學(xué)系統(tǒng)工程研究所 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：啟動(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 /過程 定義問題上報(bào)過程 對照計(jì)劃監(jiān)控項(xiàng)目進(jìn)展 修訂項(xiàng)目計(jì)劃 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目生命周期 費(fèi)用和資源在整個(gè)生命周期中：從低到高、再到低 在項(xiàng)目的各個(gè)階段，干系人影響最終特性的能力 隨著時(shí)間而減弱。 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：啟動(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 /過程；定義問題上報(bào)過程；對照計(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) 評估系統(tǒng)性能 進(jìn)行后項(xiàng)目評估 開發(fā)功能要求 建立階段評審計(jì)劃 監(jiān)控進(jìn)展 進(jìn)行子系統(tǒng)測試 進(jìn)行驗(yàn)收測試 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)行競爭者分析 制定營銷戰(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 對照目標(biāo)跟蹤執(zhí)行情況 啟動(dòng)生產(chǎn)和銷售計(jì)劃 測試市場 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)目管理過程 簡單地說就是制定計(jì)劃、執(zhí)行計(jì)劃。 計(jì)劃工作過程包括： （ 1）定義項(xiàng)目目標(biāo) （ 2）形成工作分解結(jié)構(gòu)（ Work Breakdown Structure,WBS） （ 3）建立網(wǎng)絡(luò)圖 （ 4）時(shí)間估計(jì) （ 5）進(jìn)度計(jì)劃和成本估算 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目管理過程 基準(zhǔn)計(jì)劃包括： （ 1）每項(xiàng)活動(dòng)的開始和結(jié)束日期 （ 2）在各個(gè)時(shí)間段內(nèi)所需的各種資源的數(shù)量 Project Management 東南大學(xué)系統(tǒng)工程研究所 項(xiàng)目管理的益處 客戶 Project Management Strategic value at an anization level ? Provides a controlled way to rapidly respond to changing market conditions and new strategic opportunities ? Maximizes the innovative and creative capabilities of the anization by creating environments of focus and open munication ? Allows anization to acplish more with less costs ? Enables better leverage of both internal and external expertise ? Provides key information and visibility on project metrics to enable better management decisionmaking ? Increases the pace and level of stakeholder acceptance for any strategic change ? Reduces financial losses by killing off poor project investments early in their life cycles 東南大學(xué)系統(tǒng)工程研究所 Project Management Tremendous value at a personal level (1) ? Ensures that our work is put to the best use for the anization and properly recognized ? Provides a career path that offers unique, challenging opportunities on each new project ? Provides a career path that requires all of our abilities and knowledge, including our management, business, people, and technical skills ? Provides a career path that is high in demand, and generally, an increase in ine 東南大學(xué)系統(tǒng)工程研究所 Project Management Tremendous value at a personal level (2) ? Provides a career path that prepares you for anizational leadership positions ? Provides a career path that is recognized more each year as excellent preparation for CxO ? Provides a career path that allows you to be on the front lines of strategic anizational initiatives and have major impact on the anization39。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。s funding needs – Ensure that th