3-2项目管理范围管理

InternationalProjectManagement国际工程项目管理青岛理工大学管理学院周建亮博士Mail:[e-mail]3ProjectScopeManagementCreateWBSTheWBSisadeliverable-orientedhierarchicaldecompositionoftheworktobeexecutedbytheprojectteam,toaccomplishtheprojectobjectivesandcreatetherequireddeliverables.TheWBSorganizesanddefinesthetotalscopeoftheproject.TheWBSsubdividestheprojectworkintosmaller,moremanageablepiecesofwork,witheachdescendingleveloftheWBSrepresentinganincreasinglydetaileddefinitionoftheprojectwork.Theplannedworkcontainedwithinthelowest-levelWBScomponents,whicharecalledworkpackages,canbescheduled,costestimated,monitored,andcontrolled.CreateWBS:ToolsandTechniquesWorkBreakdownStructureTemplatesAlthougheachprojectisunique,aWBSfromapreviousprojectcanoftenbeusedasatemplateforanewproject,sincesomeprojectswillresembleanotherpriorprojecttosomeextent.Forexample,mostprojectswithinagivenorganizationwillhavethesameorsimilarprojectlifecyclesand,therefore,havethesameorsimilardeliverablesrequiredfromeachphase.ManyapplicationareasorperformingorganizationshavestandardWBStemplates.TheProjectManagementInstitutePracticeStandardforWorkBreakdownStructuresprovidesguidanceforthegeneration,development,andapplicationofworkbreakdownstructures.Thispublicationcontainsindustry-specificexamplesofWBStemplatesthatcanbetailoredtospecificprojectsinaparticularapplicationarea.AportionofaWBSexample,withsomebranchesoftheWBSdecomposeddownthroughtheworkpackagelevel,isshowninFigureofnextpage.DecompositionDecompositionisthesubdivisionofprojectdeliverablesintosmaller,moremanageablecomponentsuntiltheworkanddeliverablesaredefinedtotheworkpackagelevel.TheworkpackagelevelisthelowestlevelintheWBS,andisthepointatwhichthecostandschedulefortheworkcanbereliablyestimated.Thelevelofdetailforworkpackageswillvarywiththesizeandcomplexityoftheproject.Decompositionmaynotbepossibleforadeliverableorsubprojectthatwillbeaccomplishedfarintothefuture.TheprojectmanagementteamusuallywaitsuntilthedeliverableorsubprojectisclarifiedsothedetailsoftheWBScanbedeveloped.Thistechniqueissometimesreferredtoasrollingwaveplanning.DecompositionStepsDecompositionofthetotalprojectworkgenerallyinvolvesthefollowingactivities:IdentifyingthedeliverablesandrelatedworkStructuringandorganizingtheWBSDecomposingtheupperWBSlevelsintolowerleveldetailedcomponentsDevelopingandassigningidentificationcodestotheWBScomponentsVerifyingthatthedegreeofdecompositionoftheworkisnecessaryandsufficient.CreateWBS:Outputs1ProjectScopeStatement(Updates)IfapprovedchangerequestsresultfromtheCreateWBSprocess,thentheprojectscopestatementisupdatedtoincludethoseapprovedchanges.CreateWBS:Outputs2WorkBreakdownStructureThekeydocumentgeneratedbytheCreateWBSprocessistheactualWBS.EachWBScomponent,includingworkpackageandcontrolaccountswithinaWBS,isgenerallyassignedauniqueidentifierfromacodeofaccounts.Theseidentifiersprovideastructureforhierarchicalsummationofcosts,schedule,andresourceinformation.OtherstructuresusedinsomeapplicationareasorotherKnowledgeAreasinclude:OrganizationalBreakdownStructure(OBS).BillofMaterials(BOM).RiskBreakdownStructure(RBS)..ResourceBreakdownStructure(RBS).CreateWBS:Outputs3WBSDictionaryForeachWBScomponent,theWBSdictionaryincludesacodeofaccountidentifier,astatementofwork,responsibleorganization,andalistofschedulemilestones.OtherinformationforaWBScomponentcanincludecontractinformation,qualityrequirements,andtechnicalreferencestofacilitateperformanceofthework.Otherinformationforaworkpackagecanincludealistofassociatedscheduleactivities,resourcesrequired,andanestimateofcost.EachWBScomponentiscross-referenced,asappropriate,tootherWBScomponentsintheWBSdictionary.CreateWBS:Outputs4ScopeBaselineTheapproveddetailedprojectscopestatementanditsassociatedWBSandWBSdictionaryarethescopebaselinefortheproject.ProjectScopeManagementPlan(Updates)IfapprovedchangerequestsresultfromtheCreateWBSprocess,thentheprojectscopemanagementplanmayneedtobeupdatedtoincludeapprovedchanges.RequestedChangesRequestedchangestotheprojectscopestatementanditscomponentsmaybegeneratedfromtheCreateWBSprocess,andareprocessedforreviewandapprovalthroughtheintegratedchangecontrolprocess.工程项目的范围管理前期策划DevelopmentManagementCore:ProjectDefinitionWHAT?实施规划ImplementationPlanningCore:ProjectRealizationHOW?项目管理实施规划是业主和代表其利益的项目管理咨询班子的指导性文件，用以指导和规范项目实施全过程中业主方管理的信息流和工作流，并影响物流和资金流。项目管理实施规划的编制绝不是为了纸上谈兵，而是为了实实在在提高业主方项目管理的规范化、科学化和信息化，为了利于业主方项目管理工作的顺利推进。项目管理实施规划的编制和实施是一动态过程，在执行过程中将不断地进行深化和调整。要使项目管理实施规划卓有成效的执行并不断得到完善，需要业主方自身管理班子和项目管理咨询班子全体成员的共同努力。项目管理实施规划•实施组织篇•目标规划篇•目标控制篇项目管理实施规划-1：实施组织篇1.项目实施组织规划2.业主方自身管理班子组织规划3.项目管理咨询班子组织规划4.设计管理组织规划5.工程发包和设备材料采购组织规划6.施工管理组织规划7.营销管理组织规划8.……项目管理实施规划-2：目标规划篇1.投资目标规划2.进度目标规划3.质量目标规划项目管理实施规划-3：目标控制篇1.投资控制2.资金和财务管理3.进度控制4.质量控制5.合同和变更管理6.信息（文档）管理7.项目建设过程的组织与协调8.……浦东机场建设工作任务目录PM组织/任务分工和管理职能分工编号工作任务P-决策准备Ko-检查B-顾问E-决策I-信息D-执行Ke-了解项目建设委员会项目建设委员会成员机场经理会机场经理会成员机场各部门负责人工程项目协调部门工程项目协调工程师工程项目协调组工程项目负责人1总体规划的目的/工期/投资EBKoKeKeKe----2组织方面的负责EBKoKeKeKe----3投资规划EBKoKeKeKe----4长期的规划准则EKoBKeBKeDIBB--5机场—机构组成方面的问题EBKeKeKe----6总体经营管理EBKeKePKe----7有关设计