项目管理4projectm1(-57张)(英文版)课件.ppt
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1、Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityTopic 1INTRODUCTION+PROJECT SELECTIONNov.,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityI.IntroductionNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University1.Evolution of an Idea People have been pl
2、anning and managing Projects since the dawn of time.Whenever and wherever civilizations took root,there were projects to manage:building to erect,roads to pave,laws to write.Without the advanced tools,techniques and methodologies we have today,people created project timelines,located materials and r
3、esources and weighed the risk involved.Examples:great wall Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Over time,people realized that the techniques for cost control,timeline development,resource procurement and risk management were applicable to a wide range of projects,wh
4、ether erecting bridges,rotating crops or deciding how to govern themselves.These early idea were the precursors to a set of management techniques we now know as“modern project management”.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Modern organizations are finding that proj
5、ect management provides many advantages-not the least of which is improving the bottom line!Savvy customers demand more and better products and faster services.Time-to-market pressures forces greater efficiency.Professional project management has found its place in todays competitive,global business
6、 arena.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University The past several decades have been marked by a rapid growth in the use of project management as a means by which Org.achieve their objectives.PM has emerged because the characteristics of our late 20th society demand the de
7、velopment of new methods of management.The exponential expansion of human knowledge;The growing demand for broad range of complex,sophisticated,customized goods and services;The evolution of worldwide competitive markets.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University All 3 for
8、ces combine to mandate the use of TEAM to solve problems that used to be solvable by individuals.Knowledge expansion-TEAM:call for high level of coordination and cooperation between groups of people.Intensive Competition-make their complex,customized outputs available as quickly as possible.“Time-to
9、-market”is critical.The projects undertake are large and getting larger.“The more we can do,the more we try to do”.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject fails too often Systems projects:30-45%of system projects fail prior to completion.Over half of all system p
10、rojects overrun their budgets and schedules by up 200%or more.Combined costs of failure and overruns total in the hundreds of billions of dollars.Computerworlds survey:failed system projects cost more than$100 billion per year;one of two projects overrun its budget by 180%or more;A survey of what wa
11、s missing in PM process indicated:project office-42%;integrated methods-41%;training and monitoring-38%;policies and procedures-35%;implementation plans-23%;executive support-22%Example of failed projectChina,Rest of the worldNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University2.Wha
12、t is a Project?Org.Perform work.Work generally involves either operations or projects.Operation:ongoing and repetitive Project:temporary and unique project is a temporary endeavor undertaken to achieve a particular aim.Every project has a definite beginning and a definite end.Examples:running a poli
13、tical campaign.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University In the broadest sense,a project is a specific,finite task to be accomplished.Whether large-or small-scale or whether long-or short-run is not particularly relevant.What relevant is that the project be seen as a unit
14、.Attributes:Purpose,Life cycle,Interdependencies,Uniqueness,Conflict M&M,p.8-9Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Project stakeholders and conflict Individuals or organizations who are actively involved in the project,or whose interest may be positively or negativel
15、y affected as a result of project execution or successful project completion.They include:project manager,customers,performing organization,sponsor,suppliers and contractors,team members and their families,government agency,lobbying organizations etc the stakeholders often have very different object
16、ives that may come into conflict.Examples:the owner of real estate development project,local governing body,environment group,nearby residents.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityThe project life cycle%of project completion:Slow start-Quick momentum-Slow finish(Fig.1
17、-2,p.13)100Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Project life cycle(Fig.1-3):Conception Selection Planning,scheduling,monitoring,control Evaluation and termination Examples of Project life cycle:see PMBOK 1996,p.13-16,Fig,2-2,2-3,2-4,2-5.Nov.,2001Wanjun Jiang,Guanghua
18、 School of Management,Peking University Level of effort peak effort level conception selection planning-control evaluation and terminationNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Uncertainty of the project cost at specific points in time cost t timeNov.,2001Wanjun Jiang,
19、Guanghua School of Management,Peking University3 What is project management Project management is the application of knowledge,skills,tools and techniques to a broad range of activities in order to meet or exceed stakeholder needs and expectations from a project.This will involve balancing competing
20、 demands among:Scope,time,cost,and quality;Stakeholders with differing needs and expectations;Identified requirements and unidentified requirements.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Projects General Objectives:performance,cost and time Fig.1-1,p.3:Performance,cost
21、,time,and project targetsrequired performance-budget limit-due datetrade-offsNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University TARGETNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Project management focuses critical attention on the interdependent nature of
22、 complex tasks-an action,or failure to take action,in one area will usually affect other areas.Nov.,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityThe project management knowledge areas Project integration management:project plan development,project plan execution,overall change con
23、trol Project scope management:initiation,scope planning,scope definition,scope verification,scope change control Project time management:activity definition,activity sequencing,activity duration estimating,schedule development,schedule control Project cost management:resources planning,cost estimati
24、ng,cost budgeting,cost controlNov.,2001Wanjun Jiang,Guanghua School of Management,Peking University Project quality management:Quality planning,quality assurance,quality control Project human resource management:organizational planning,staff acquisition,team development Project communication managem
25、ent:communication planning,information distribution,performance reporting,administrative closure Project risk management:risk identification,risk quantification,risk response development,risk response control Project Procurement management:procurement planning,solicitation planning,solicitation,sour
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