项目管理课程资料(英文版)课件.ppt

1、Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityTopic 2PROJECT MANAGER+PROJECT ORGANIZATIONNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityI.The Nature of Manmodel about human behaviorNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking Universit

2、y Understanding human behavior is fundamental to understanding how organizations function,whether are profit-making firms,non-profit enterprises,or government agencies.Understanding human behavior is also the fundamental to understanding how person act-game.We will mainly focus on REMM.Nov.28,2001Wa

3、njun Jiang,Guanghua School of Management,Peking UniversityREMM Resourceful,Evaluative,Maximizing Model Postulates 1-4Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityPostulate 1 Every individual cares,he or she is an evaluator.1)The individual cares about almost everything,know

4、ledge,independent,etc 2)REMM is always willing to make tradeoffs and substitutions.3)Individual preferences are transitive.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityPostulate 2 Each individuals wants are unlimited 1)If we designate those things that REMM values positivel

5、y as GOODS,then he or she prefers more goods to less,GOODS can be anything from art objects to ethical norms.2)REMM cannot be satiated.He or she always wants more of some things,material goods/intangible goodsNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityPostulate 3 Each ind

6、ividual is a maximizer:He or she acts so as to enjoy the highest level of value possible.Individuals are always constrained in satisfying their wants-wealth,time,physical laws of nature,limits of their own knowledge about various goods and opportunities,etc can be the constrains-opportunity set-be g

7、iven and external.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityPostulate 4 The individual is resourceful:Individuals are creative.They are able to conceive of change in their environment,foresee the consequences thereof,and respond by creating new opportunities-the limitati

8、on is is not immutable.Human beings are not only capable of learning new opportunity,they also engage in resourceful,creative activities that expand their opportunities in various ways.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University REMMs at work:Think about the effects of ne

9、wly imposed constrains to human behavior.REMMs response to a new constrains is to begin searching for substitutes for what is now constrained,a search that is not restricted to existing alternatives.They will invent alternatives that did not previously exist.Examples.Nov.28,2001Wanjun Jiang,Guanghua

10、 School of Management,Peking University REMM means there are no“needs”-individual is always willing to make tradeoffs,willing to substitute-willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).There are no need,there only wants,

11、desires.demands.If something is more costly,less will be demanded,than if it were cheaper.-Cost/benefit analysis.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University Keep in mind:Almost all the people in the world act as REMMs,REMMs are everywhere-GAME between different parties-Tr

12、y to understand what do your counter-party really want.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityII.Project Managers RoleNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityObjectives IDENTIFY:What a project manager is Why a project manager is needed H

13、ow to perform the role of a project manager When a project manager will play a key role in the project Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject manager-Definition A project manager is an individual responsible for:Planning and organizing Controlling and directin

14、g the day-to-day activities of a project(s)Delivering the project objectives to Sponsor and Steering CommitteeNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityA.Planning and Organizing 1 Planning 1)The technical activities of the project that will produce the projects objective

15、s:(1)team members activities;(2)schedule of the project deliverables.2)The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2)cost of team members labor;(3)cost of deliverables from suppliers;(4)all other project related costNov.

16、28,2001Wanjun Jiang,Guanghua School of Management,Peking University 2.Organizing 1)The project team,roles and responsibilities for all team members 2)The project documentation:(1)contract file;(2)project plans;(3)project procedures;(4)financial documentation:invoices to clients;invoices from supplie

17、rs;(5)correspondenceNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityB.Controlling Managing the risk factors of the project Managing the changes to the project Managing the issues and problems during the project Tracking the technical performance of the project-schedule,quality

18、 Tracking the financial performance of the project Tracking the suppliers performance against their contract Tracking the client satisfaction Managing the morale of the project teamNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityWhy have a project manager Project managers valu

19、e-enhance the probability of a project:-with quality products-that is on schedule-that completes within budget-with a satisfied client-that leads to follow-on businessNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityHow do you do it 1.Follow defined processes that enable you to

20、 PLAN and MANAGE the project 2.Identify the SKILLS required for a good project manager:match those with the ones you possess;develop missing skills 3.GAIN EXPERIENCE,do it in small steps:go from a small project to a larger one and so on until you are managing large multi-year complex projects.Nov.28

21、,2001Wanjun Jiang,Guanghua School of Management,Peking University1.Follow defined processes that enable you to PLAN and MANAGE the project 1).Planning Processes Develop a Work Breakdown Structure(WBS)-include items to contain risk Develop the network Estimate cost&effort Create a schedule Repeat as

22、necessaryNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University 2)Managing Processes Risk management process Exception management process Conduct project review(s)Project tracking process 3)Fits the planning and managing processes together Nov.28,2001Wanjun Jiang,Guanghua School of

23、Management,Peking University Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University2.Skills Requirement A very good understanding and awareness of the business Experience managing projects through the project implementation life cycle Fluent communicator Ability to manage people and

24、 motivate them to deliver according to rigorous,often punishing,timetablesNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University An understanding and solid appreciation of business planning and strategy techniques Ability to understand and implement change management programs Be IT

25、literate and fully conversant with the advantages that IT might bring to a planned program of change Understand concepts of risk management and be able to execute it Ability to manage client expectations while retaining alignment over evolving business needsNov.28,2001Wanjun Jiang,Guanghua School of

26、 Management,Peking UniversityCharacteristics of a good manager Communicator Organized Planner Takes responsibility Manage expectation Problem analyzer Recognized leader Confident Aggressive Creative problem solver Consistent Flexible Cheer leader Psychiatrist Leadership Team builder Coordinator Faci

27、litator People oriented MotivatorNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityCharacteristics of a good manager Sense of humor Understands user Proven track record Skills assessor Goal oriented Empathetic Risk taker Realistic Good business person Profit drivenNov.28,2001Wan

28、jun Jiang,Guanghua School of Management,Peking UniversityWhen does it Start When does a project manager get involved?When an opportunity to do business with a customer is identified This is during the Customer Relationship Management(CRM),Solution Design processNov.28,2001Wanjun Jiang,Guanghua Schoo

29、l of Management,Peking UniversityCRM Solution Design The business process that manages an opportunity to do business with a customer During this process a solution for the identified opportunity is developed This process starts when the opportunity is identified and is carried on until the customer

30、signs a contract or rejects the proposal for the solutionNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityPhases of the CMR solution Design The following are the phases of the CMR Solution Design:Reviewing the opportunity Defining the solution Creating a proposal Obtaining cust

31、omer approvalNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityCMR Solution Design Project During this project there is a need for an individual who will be responsible for:-Planing the Solution Design project -Organizing the team and resources for the project -Directing and man

32、aging the day-to-day activities -Delivering the project objectives and proposal to the customer This individual is a project managerNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversitySolution Delivery Project Once the customer signs the contract the Solution Delivery project will

33、 start During this project there is a need for an individual who will be responsible for:-Planning the Solution Delivery project -Directing and managing the day-to-day activities -Organizing the team and resources -Delivering the project objectives and solution This individual is a project managerNo

34、v.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject Management Starts?Project management starts at the beginning and stops at the end startup manage closecautionstopNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityBaseline The Solution Design and Soluti

35、on Delivery have one other thing in common-A Baseline A Baseline is a position or statement from which change is identifiedNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityBaseline(continue)In Solution Design the starting baseline is the identified customer requirements-This ba

36、seline will grow and change as the requirements and solution are refined In Solution Delivery the starting baseline consists of the contract,proposal,etc.-This baseline will also change and grow throughout the life cycle of the projectNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking Univ

37、ersityBaseline:business case One of the key documents of that is a baseline at the start of the Solution Delivery is a business case:Business case is:a document justifying the project in financial term;The document usually contains the projected costs(to develop and run),and the business benefit tha

38、t the sponsor is delivering to the sponsoring org.Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversitySummary A project manager is a full time job The job has many responsibilities:.With the many responsibilities also comes many rewards The role of project manager is the key to th

39、e success of a project Most projects fail not because of technical reasons but because of a lack of project managementNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking University Nov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityIII.Roles of the Project TeamNov.28,200

40、1Wanjun Jiang,Guanghua School of Management,Peking UniversityObjectives Describe the project organization Identify project team members and their responsibilities Identify project management responsibilitiesNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityNov.28,2001Wanjun Jian

41、g,Guanghua School of Management,Peking UniversityInformation Services (IS)Management Oversee the progress of the project Schedule Cost User satisfaction Project management support groupsNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityIS Management-Support Groups Project Assura

42、nce Legal User organizations Technical Product Safety Other internal organizations Other external organizationsNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityUser Project ManagerProvides information,data,decisions and approvals to the project teamMonitors and reports on progr

43、ess to upper user managementHelps resolve project issuesParticipates in project teamMonitors and reports on progress to upper user managementHelps resolve project issuesParticipates in project status meetingsWith the Project Manager,administers the project change control procedureHelps resolves devi

44、ations from project plansNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject Manager Overall project responsibility Establishes project work plans,estimates and schedules Establishes project staffing requirements Establishes project training requirements Conducts project p

45、lanning and project status meetings Tracks and reports project progress,including schedules and work products Takes corrective action when neededNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject Manager Prepares and delivers project status reports Establishes and adminis

46、ters the change control procedure Prepares and makes presentations at project reviews Interfaces with the User Project Manager and obtains agreement when necessaryNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversitySystem Architect Assists the Project Manager in defining,estimatin

47、g and planning tasks Coordinates development of interfaces between other teams,applications,systems,etc.Participates in data base design and technical reviews Prepares project procedures Provides technical guidance to team membersNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking Universit

48、ySystem Architect Establishes guidelines,standards and procedures for format and content of work products (e.g.,reviews work products produced by team members)Coordinates walk-through and user review meetings Evaluates and develops estimates for project change requestsNov.28,2001Wanjun Jiang,Guanghu

49、a School of Management,Peking UniversitySystem architect Participates in status meetings and project reviews Resolves technical issues Participates in technical design reviews Provides inputs to test plan Reviews system test cases for completeness and accuracy Selectively reviews test results to ens

50、ure the quality of testingNov.28,2001Wanjun Jiang,Guanghua School of Management,Peking UniversityProject librarian Maintains the project documents library and logs Maintains the correspondence files May assist with the entry of weekly input into the project tracking system Assists with clerical supp