【正文】 務(wù)分解表（例）Work Breakdown Structure (Example)項(xiàng)目一：提供培訓(xùn)Project 1: Training Delivery 項(xiàng)目交付物Project Deliverable確定要求Determine Reqs.培訓(xùn)準(zhǔn)備Prepare for Training實(shí)施培訓(xùn)Implement Training總結(jié)Summary進(jìn)行面談Conduct Interviews設(shè)計(jì)課程Design Program與客戶一起審查設(shè)計(jì)Review Design with Client發(fā)出通知 Issue Notice 總結(jié)／匯報(bào)Summarize/Report制作證書(shū)Produce Certificate實(shí)施培訓(xùn)Implement Training學(xué)員報(bào)到Participants Attend確定培訓(xùn)設(shè)備 Identify Training Aids尋找并確定培訓(xùn)地點(diǎn) Identify Venue工作項(xiàng)目分解表（例）Work Breakdown Structure (Example)項(xiàng)目二：新產(chǎn)品開(kāi)發(fā)Project 2: New Products Development 最終交付物Final Deliverable概念階段Concept Stage計(jì)劃階段Planning Stage實(shí)施階段Execution Stage測(cè)評(píng)人力資源和技能要求 /可利用程度Assess HR Skill Requs. Availability評(píng)估可行性Review Feasibility確定項(xiàng)目經(jīng)理Identify Project Manager確定項(xiàng)目目標(biāo)Define Project Objectives定義組員角色Define Member Roles技術(shù) /制造 /測(cè)試Technology/Manufacturing/Assessment定義概念Concept Definition建立項(xiàng)目組及目標(biāo)Establish Team Objectives任務(wù)清單格式Outline Format Task List? 給每個(gè)工作包確定一個(gè) WBS編碼Identify a WBS Code for each work package.? 以動(dòng)詞開(kāi)始每個(gè)工作包Start each work package with a verb.? 確定每一工作包期望的結(jié)果 (交付物 )Identify the desired oute (deliverable) of each work package.任務(wù)清單格式（例）Work Breakdown Structure (Example)1) 完成 開(kāi)始式 (0%B以 100%A為前提 )2) 開(kāi)始 開(kāi)始式 (0%B需要 0%A)3) 完成 完成式 (100%B同時(shí)要求有 100%A)4) 交疊式 (0%B以 50%A為前提 ， 60%B以 100%A為前提 )5) 置后時(shí)間 (0%B須以 100%A為前提 + 10秒鐘間隔時(shí)間 ) BABABABABA依賴關(guān)系Dependency網(wǎng)絡(luò)圖（例）The Network (Example)A進(jìn)行面談Conduct InterviewB設(shè)計(jì)培訓(xùn)課程Design ProgramD確定培訓(xùn)設(shè)備Identify AidsE尋找并確定培地點(diǎn)Identify VenueC與客戶一起審查設(shè)計(jì)Review Design with ClientF發(fā)出通知Issue NoticeG學(xué)員報(bào)到Participants AttendH實(shí)施培訓(xùn)Implement TrainingJ總結(jié)與匯報(bào)Summarize/ReportK完成FinishI制作證書(shū)Produce Certificates網(wǎng)絡(luò)圖中可預(yù)見(jiàn)的風(fēng)險(xiǎn)區(qū)域Predictable Risk Areas In The Network? 網(wǎng)絡(luò)圖過(guò)于前后序列化Network is too sequential ? 一項(xiàng)工作依賴于過(guò)多的前續(xù)行動(dòng)Too many predecessors for one task量化估計(jì)技術(shù)責(zé)任矩陣Responsibility Matrix P = 主要職責(zé) (Primary responsibility) A = 審批 (Approval)S = 輔助職責(zé) (Support responsibility) I = 必須通知 (Must be informed)C = 應(yīng)協(xié)商 (Should be consulted) 責(zé)任矩陣舉例執(zhí)行階段時(shí)間估計(jì)? 任務(wù)跨度用時(shí) Te? 項(xiàng)目跨度用時(shí) TE? 人員用時(shí)? 總?cè)藛T用時(shí)* 時(shí)間單位要統(tǒng)一責(zé)任和資源矩陣Responsibility And Resource Matrix關(guān)鍵路徑Critical Path ? 通過(guò)項(xiàng)目網(wǎng)絡(luò)最長(zhǎng)的路徑? 其功能是根據(jù)對(duì)單個(gè)任務(wù)的時(shí)間估計(jì)來(lái)確定完成的時(shí)間? 同時(shí)，它還確定項(xiàng)目能否在預(yù)定的日期內(nèi)完成? 確定項(xiàng)目的總時(shí)間跨度? 關(guān)鍵路線上某項(xiàng)任務(wù)或一系列同步任務(wù)延誤可能推遲項(xiàng)目的完成時(shí)間? 不處于關(guān)鍵路徑上的某一任務(wù)或一系列同步任務(wù)的延誤， 可能會(huì)，也可能不會(huì) 推遲項(xiàng)目的完成時(shí)間，這取決于該任務(wù)有多大的 浮動(dòng) 。如圖所示：AB100A100B0C2. 選擇該任務(wù) ″0″起始所依賴的任務(wù)界面作為行動(dòng)的起點(diǎn)：AAB100B0C B100A0C3. 畫(huà)出行動(dòng)的整個(gè)持續(xù)時(shí)間。5. 確定浮動(dòng)? 浮動(dòng)時(shí)間由一個(gè)非關(guān)鍵行動(dòng)的結(jié)束點(diǎn)和其后續(xù)任務(wù)的開(kāi)始點(diǎn)之間的距離所決定。時(shí)間跨度 Elapsed Time 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16甘特圖 甘特圖 時(shí)間跨度 Elapsed Time 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16時(shí)間跨度0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34ABCDE 3F 3GHIJ 3K1L項(xiàng)目 A時(shí)間跨度0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17ABCDEFGHI項(xiàng)目 B時(shí)間跨度0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17ABC2D 23EFGHIJ項(xiàng)目 C時(shí)間跨度0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17A 2BCDEFHI413G 11項(xiàng)目 D 包括對(duì)人員、設(shè)備、預(yù)算、監(jiān)控程序，必需的矯正措施等的管理。 管理、控制項(xiàng)目資源 成本成本期限期限質(zhì)量質(zhì)量TQC的概念 顧客期望的因素檢查表里程碑里程碑項(xiàng)目階段N項(xiàng)目階段N + 1輸出 輸入里程碑點(diǎn)檢 確保項(xiàng)目按計(jì)劃實(shí)施Assure Implementing Project As Planned掌握進(jìn)程Tacking Progress+ 現(xiàn)場(chǎng)察看Onsite observation + 責(zé)任承擔(dān)人面談或者書(shū)面匯報(bào)Interview or written reporting + 情況回顧會(huì)議Review meeting + 人員工時(shí)報(bào)告或工時(shí)記錄薄Time recording 分析偏差A(yù)nalyzing Variance? 確定偏差區(qū)域Define variance areas? 找出偏差原因Analyze the reasons for the variances? 制定偏差報(bào)告Write a report on the variances處理偏差Dealing With The Variances? 調(diào)整計(jì)劃Adjusting the plan? 協(xié)商變動(dòng)Taking corrective action ? 溝通新計(jì)劃Communicating new plan控制變化Controlling Changes? 管理期望Managing expectations – 成本 /益處分析 Benefit/cost analysis– 果決 Assertiveness? 用合同或表格記錄變化Use contract and forms to track changes – 變化什么 What to change – 變化原因 Why to change– 所關(guān)聯(lián)的其他變化 Other relevant changes– 簽署 Signoff項(xiàng)目跟蹤報(bào)告－－時(shí)間原因 (Reasons)：__________________________________________________________________________________________________________________________________________________建議修正措施 (Suggestions)：_________________________________________________________________________ _________________________________________________________________________已完成量Amount actually done項(xiàng)目報(bào)告日期Project Presentation Date預(yù)計(jì)延后日期Expected postponed date1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20應(yīng)完成量Amount should be done 項(xiàng)目跟蹤報(bào)告－－預(yù)算原因 (Reasons)：__________________________________________________________________________________________________________________________________________________建議修正措施 (Suggestions)：_________________________________________________________________________ _________________________________________________________________________時(shí)間 Time成本Cost實(shí)際 1 Actual 1計(jì)劃Planned實(shí)際 2 Actual 2項(xiàng)目跟蹤報(bào)告－－范圍原因 (Reasons)：__________________________________________________________________________________________________________________________________________________建議修正措施 (Suggestions)：_________________________________________________________________________ _________________________________________________________________________與項(xiàng)目有關(guān)的會(huì)議? 與項(xiàng)目委托人– 專題會(huì)– 匯報(bào)會(huì)? 與供應(yīng)商– 協(xié)調(diào)會(huì)– 商談會(huì)? 與項(xiàng)目小組– 交流會(huì)– 計(jì)劃會(huì)– 協(xié)調(diào)會(huì)– 控制會(huì)– 總結(jié)會(huì)– 回顧檢查會(huì)? 與其他職能部門(mén)– 協(xié)調(diào)會(huì)– 回顧檢查會(huì) 有時(shí)，結(jié)束項(xiàng)目比投入更多資源更好。 決定項(xiàng)目是否以及何時(shí)結(jié)束 各項(xiàng)目之間的規(guī)模、時(shí)間長(zhǎng)度、范圍有很大的不同，依其性質(zhì)與目標(biāo)而定。 （ 1）概念。 （ 2）可行性分析。 （ 3）計(jì)劃，清楚地說(shuō)明工作細(xì)節(jié)，對(duì)必需的人力資源、時(shí)間與成本 做出估計(jì)。 （ 5）終止，項(xiàng)目在此階段結(jié)束，涉及重新分配工作人員，處理剩余 材料，設(shè)備（如出售或轉(zhuǎn)移設(shè)備等）及其他與項(xiàng)目有關(guān)的資源。這樣做能夠減少生命周期的必需時(shí)間，也許還能產(chǎn)生競(jìng)爭(zhēng)優(yōu)勢(shì)，節(jié)約成本等。 項(xiàng)目生命周期德國(guó)汽車工業(yè)項(xiàng)目管理要求n 供貨質(zhì)量保證供方選擇 /樣品檢驗(yàn) /批量生