【正文】 acceptance and mitment to meeting project goals. ?期望理論 Expectancy Theory: (Developed by Victor Vroom) ?People think seriously about how much effort they should put into a task before doing it. ?Motivation occurs if there is an expectation of a favorable oute. 。s higher level needs (self esteem and self actualization) 動機理論 Motivation Theories ? Theory Z: (Developed by Ouchi. The source was the Japanese workplace) ?Similar characteristics as Theory Y. ?Management deems workers as trustworthy and capable of working without close supervision. ?Workers are motivated by self esteem and self actualization. ?Japanese management provides a supportive environment with lifetime employment, consensus decision making, and collective responsibility. ? Ouchi theorized that to the extent lifetime employment, consensus decision making, and collective responsibility, then worker productivity and motivation would improve. ?Contingency Theory: (Developed by Morse and Lorsch) ?People have a central need to develop a sense of petence. This need continues to motivate even after petence has been achieved. ?Project managers should ensure that there is a good match between team members39。s lower level needs (physiological and safety). ?Workers are selfcentered, indifferent to the needs of the anization, and resistant to change. ?Theory Y: (also developed by McGregor) ?Most people meet high performance expectations if appropriately motivated and the climate supportive. ?Most people are creative, imaginative, ambitious, and mitted to meeting the anization39。 This style is considered to be poor management. 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(quán)型。 Also referred to as Participating / Consensus Manager. ?Laissey Faire (自由放任型 ) ? 集體內(nèi)上下之間很少或沒有信息交換 。 Problem presented to the team for open discussion and information gathering. ?團隊做決策。 The PM still makes the decisions solely. ? 又被稱為：說服型。 Also referred to as Directing. ? Consultive autocratic（ 咨詢獨裁型 ） : ? 從團隊那里收集大量信息。 The PM solicits little or no information from team. ? 獨斷專行。 Power gained when team members admire, and willingly follow, an individual as a role model ?專家權(quán)威 Expert : ?通過在某方面公認的知識或技能水平而獲得的能力。如：停職、解聘等。s formal position in the pany. ?獎賞 Reward: ?提供好結(jié)果的能力。 Must coordinate the efforts of all the units of the project team. ? Communicator : 水平，垂直，內(nèi)外，正式非正式等 ? Team Leader ? Decision Maker ? Climate Creator or Builder ?The PM should attempt to build a supportive atmosphere so that project team members work together and not against one another. ?Seek to avoid unrest and negative forms of conflict by building supportive atmosphere early. 權(quán)力的類型 ? 法定 （ Legitimate or Formal): ?基于一個人在公司中的正式地位。 Deming also stated that 85% of poor quality is attributable to the management, 15% to the team members. Taguchi’s theory ?Quality should be designed into the product, not inspected into it. ?Quality is best achieved by minimizing the deviation from a target. The product should be designed to be immune to uncontrollable environmental factors. ?The cost of quality should be measured as a function of deviation from the standard and the losses should be measured systemwide. A A R 接受 A R A 測試 A C R 設(shè)計 A C R 需求 E D C B A R—負責 A—協(xié)助 C—審查 責任分配矩陣可在各個等級實行 責任分配矩陣 PM Roles and Responsibilities ? Integrator 集成者 ?是看到項目目標及項目如何融入組織整體計劃的人。 test to see if desired results are achieved ? 行動 Act – 實施糾正行動。 ? 質(zhì)量控制 (QC): 一個過程，用來監(jiān)控具體項目結(jié)果，以決定他們是否符合相關(guān)的質(zhì)量標準，并識別消除不滿意績效的成因。 (Cost of Conformance/ nonconformance) ? 典型項目一般設(shè)定項目價值的 35%作為質(zhì)量管理的成本。 Quality Cost – 質(zhì)量成本 ? 質(zhì)量成本指為了達到產(chǎn)品 /服務(wù)質(zhì)量而進行的全部工作所發(fā)生的所有成本。 ?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。 ?多用于項目產(chǎn)品上。 ? 項目團隊有責任確保干系人全面獲知質(zhì)量政策。 ? 質(zhì)量政策（ Quality policy） ? 有組織的最高層正式發(fā)布的關(guān)于質(zhì)量的總宗旨和總方向。 Responsible for Quality of the project ? Individual employee – 負責其所做工作的質(zhì)量。s expectations?) ? 符合需求 Conformance to the requirements. (產(chǎn)品或服務(wù)是否符合要求？ Does the product or service conform to the requirements?) 質(zhì)量責任 Responsibility for Quality ?高層管理 Top management – 負責組織的質(zhì)量。 Quality 質(zhì)量 Quality: ? 實體中與它滿足明確需要和隱含需要的能力相關(guān)的所有特性的總和。 – ETC指從今以后一段時間 。 – 正數(shù)好，負數(shù)壞。 – 計算差異 , EV在前； – 計算指數(shù) , EV在上（分子）。 PV（ BCWS） EV（ BCWP） AC（ ACWP） $1,000 $800 $900 兩個完成指數(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)消耗項目總預算成本的 11% BAC EV（ BCWP） AC（ ACWP） $10,000 $800 $1100 完成時的估算 Estimate at Completion (EAC) 根據(jù)目前進展狀況來預測項目完成時的總成本。 3個關(guān)鍵值： 1. PV Planed Value (BCWSBudget Cost of Work Scheduled) 2. EV Earned Value (BCWPBudget Cost of Work Performed) 3. AC Actual Cost (ACWPActual Cost of Work Performed) 兩個差異 成本差異（ CV） = EV－ AC 進度差異（ SV） = EV－ PV 例： CV= EV－ AC=$100 SV= EV－ PV=$200 為什么會有差異？ PV（ BCWS） EV（ BCWP） AC（ ACWP） $1,000 $800 $900 兩個績效指數(shù) 成本績效指數(shù)（ CPI） = EV/AC 進度績效指數(shù)（ SPI） = EV/PV 例： CPI= EV/AC= $800/$900= 意味著：每花 1元產(chǎn)出的工作價值 。 ? 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. 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: 掙值（ Earned Value） 是績效測量最常用的方法。Double Declining Balance 187。 ?