项目管理一级_trainingmaterial

项目管理一级互相认识•做一个自我介绍，请包括以下方面:–你的名字?–你是做什么的?–你在XX工作多长时间了?–你的最大优点是什么?–请告诉我关于你的2件真事还有1件假事,但是暂时别说哪件是真.哪件是假（可以包括任何方面）–Experienceinproject(life/work)–你想从这次培训中学到什么?•基于你对他/她得了解，请猜一下，哪件事情是真的，哪件事情是假的（猜中有奖）课程规则—以开放的心态互相给反馈；—以开放的心态认真听取别人的反馈；—手机放在振动上；—不随意走出；—双语课程，不是充分理解请提问—课间休息准时回来—QuestionisalwayswelcomeAgenda4Day1●ProgramIntroduction●ProjectScopeManagement●ProjectTimeManagementDay2●ProjectCostManagement●ProjectLeadershipObjective:-Toprovideparticipantswithbasicawarenessskillinprojectmanagement-TobeabetterprojectteammemberContextofManagingProjects•Strategy•Portfolio•Program•Project•Subproject•WorkPackage•Task/Activity项目与日常工作相比有什么不一样的地方？ProjectManagementOverviewProjectmanagementistheapplicationofknowledge,skills,toolsandtechniquestoabroadrangeofactivitiestomeettheprojectrequirements.Wewillfocusonthefollowingknowledgeareas:ProjectScopeManagementProjectTimeManagementProjectCostManagementProjectLeadershipMonitoring&ControllingProcessesProcessGroupTheFiveProcessGroupshavecleardependenciesandareperformedinthesamesequenceoneachproject.InitiatingProcessGroup–Definesandauthorizestheprojectoraprojectphase.PlanningProcessGroup-Definesandrefinesobjects,andplansthecourseofactionrequired.ExecutingProcessGroup-Integratespeopleandotherresources.MonitoringandControllingProcessGroup-Regularlymeasuresandmonitorsprogress.ClosingProcessGroup-Formalizesacceptanceandbringstheprojectorprojectphasetoanorderlyend.PlanningProcessesExecutingProcessesInitiatingProcessesClosingProcess6ProcessManagement/ProcessGroupsKnowledgeAreaProcessesInitiatingProcessGroupPlanningProcessGroupExecutingProcessGroupMonitoring&ControllingProcessGroupClosingProcessGroupProjectScopeManagement-ScopePlanning（收集需求）-ScopeDefinition-CreateWBS-ScopeVerification-ScopeControlProjectTimeManagement-ActivityDefinition-ActivitySequencing-ActivityResourceEstimating-ActivityDurationEstimating-ScheduleDevelopment-ScheduleControlProjectCostManagement-CostEstimating-CostBudgeting-CostControlY=f(x)MajorProjectDocumentsProjectCharter项目章程ProjectScopeStatement项目范围说明书ProjectManagementPlan项目管理计划FormalProjectCharterProjectScopestatementProjectManagementPlanCharterManagementPlan●Date●Continuallyadddetail●Stateshowtheworkwillbeperformed●Object●Gainagreementwithsponsor,●ComposedofthePlansandstakeholderandprojectteamdocumentsgeneratedby●Teamthevariousprocess●Signoff8TIMEProjectManagementPlan9Stateshowtheworkwillbeperformed.ComposedoftheplansanddocumentsgeneratedbythevariousprocessesProjectManagementPlanScopeManagementPlanScheduleManagementPlanCostManagementPlanRiskManagementPlanCommunicationManagementPlanStaffingManagementPlanQualityManagementPlanProcurementManagementPlanTheProjectManagementTriangleAtypicalprojectenvironmentwillusuallyinvolvepressurestoaddscope,acceleratescheduleand/ordecreasecosts.Achangeononesideofthetriangletypicallyimpactsanothersides.KeyDrivers-Legofthetrianglethattakesovertheothertwofactors.WeakRequirement-Legofthetrianglewhichflexestomakesuretherequirementsifthekeydriveraremet.(deliverables,performance,quality)10RiskScopeProjectScopeManagementKnowledgeAreaProcessInitiatingProcessGroupPlanningProcessGroupExecutingProcessGroupMonitoringControllingProcessGroupClosingProcessGroupProjectScopeManagement-ScopePlanning（收集需求）-ScopeDefinition-CreateWBS-ScopeVerification-ScopeControl11ExecutingProcessesScopePlanning–ProjectCharter12TheProjectCharterformallyauthorizestheprojectdocumentsthebusinessneedanddefineshowtheprojectisintendedtosatisfytheneeds.●ProjectTitle●Start/FinishDates●BusinessNeed●ProjectObjectives●ProjectsTeam●Budget●SponsorSignoffProjectCharterComponentsScopeDefinition–ScopeStatement13Thescopestatementdescribes,indetail,theproject’sdeliverablestheworkrequiredtocreatethosedeliverables.●Projectobjectives●Schedulemilestone●Projectscopedescription●Fundlimitation●Projectrequirements●Costestimate●Projectboundaries●Projectconfiguration●Projectdeliverables●managementrequirements●Productacceptancecriteria●Projectspecifications●Projectconstrains●Approvalrequirements●Projectassumptions●Initialprojectorganization●InitialdefineriskProjectScopeStatementComponents项目范围管理收集需求－1输入（项目章程、干系人登记册）-2工具与技术（访谈、焦点小组会议、引导式研讨会、群体创新技术、全体决策技术、问卷调查、观察、原型法）-3输出（需求文件、需求管理计划、需求跟踪矩阵）定义范围－1输入（项目章程、需求文件、组织过程资产）-2工具与技术（专家判断、产品分析、备选方案识别、引导式研讨会）-3输出（项目范围说明书、项目文件（更新））创建WBS－1输入（项目范围说明书、需求文件、组织过程资产）-2工具与技术（分解）-3输出（工作分解结构、工作分解结构词典、范围基准、项目文件（更新）））核实范围－1输入（项目管理计划、需求文件、需求跟踪矩阵、确认的可交付成果）-2工具与技术（检查）-3输出（验收的可交付成果、变更请求、项目文件（更新））核实范围－1输入（项目管理计划、工作绩效信息、需求文件、需求跟踪矩阵、组织过程资产）-2工具与技术（偏差分析）-3输出（工作绩效测量结果、组织过程资产（更新）、变更请求、项目管理计划（更新）、项目文件（更新））WorkBreakdownStructure15AWBScontainsalltheworkthatyouneedtocompleteinordertodelivertheproduct.Itgroupsprojectcomponentstogetherinordertoorganizeanddefinethetotalscopeoftheproject.UsetheWBStoconfirmacommonunderstandingoftheprojectscopeanddeliverables.ProjectPhase1Phase2Deliverable3Subproject4Subproject5Deliverable2.1Deliverable2.2Deliverable2.3Deliverable4.1Deliverable4.mDeliverable2.2.1Deliverable2.2.2Deliverable4.1.1Deliverable4.1.2Deliverable4.1.xWorkPackage2.2.1.1WorkPackage2.2