Chapter03.Project Management
工程项目管理英文书籍(3篇)
第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。
ProjectManagement精品PPT课件
一次性/临时性 工作/任务
预定的经费
临时组织
沟通
明确界定的 工作范围
项目
团队精神 开始日期
明确具体的目标/交付结 果
结束日期
5
项目特点 Specifications of a Project
• a) 具体的起始时间（ The exact starting time) • b) 具体的终止日期（ The exact finishing date) • c) 严格定义的最终目标（The exact definition of the final goal) • d) 只发生一次（Only one time) • e) 包含有时间（T），质量（Q）和成本（C）的要求
生产支持
成本控制
8
项目管理重要性的原因 Reasons of the Importance inPM
• ---社会经济快速变革的压力：( Quick change Pressure) 产品多变性和高风险性(Easy Changeable & High Risk) 目标管理,结果导向（management By Objective, result orientation ) 多专业的跨部门横向协作（Across-Function cooperation) • ---组织管理模式的变革趋势: (Tendency of Organization model) 对传统组织结构的挑战 (Challenge the traditional managerial structure) 组织扁平化，柔性化（ Plat —flexible organization 全员参与思想（Total Employee involvement)
Project Management智慧树知到课后章节答案2023年下嘉兴学院
Project Management智慧树知到课后章节答案2023年下嘉兴学院嘉兴学院第一章测试1.The main objectives of project management are （）答案:Time, cost, quality, and/or scope2.The person responsible for balance the time, cost and quality objectives toachieve project success is （）答案:The project manager3.The knowledge areas in PMBOK include: （）答案:Scope management;Risk management;Cost management4.The temporary nature of projects means that a project has a shortduration. （）答案:错5.There are five process groups in PMBOK.（）答案:对第二章测试1.In which organization structure would the project manager is fullyresponsible for the project ( )答案:Projectized2.In which type of matrix structure would a project manager most likely have acommand of technology ( )答案:Strong matrix3.Which of the following items are the roles of a project manager ( )答案:Project manager is a facilitator in terms of responsibilities to determinetasks, deadlines, and required resources;Project manager should own comprehensive ability to solve problems;Project manager should be a generalist4.Project team member probably may lose his or her job in matrixorganizational form if the project gets cancelled. ( )答案:错5.Generally, project manager is the soul of project team. ( )答案:对第三章测试1.The document that officially sanctions the project is the （）答案:Project chartermonly, Work Breakdown Structure can be constructed as （）答案:Tree diagram3.Project initiation is approved for the following main reasons （）答案:Technological advance;Market demand ;Customer request4.Project scope can influence the time, quality and cost of the project. （）答案:对5.Work Package is in the managerial level of the WBS.（）答案:错第四章测试1.Which of the following principles is the most basic methodology of projecttime management. （）答案:Dynamic control theory2.Which of the following network scheduling technique is mostly used inschedule software systems today.（）答案:Activity-on-node Network3.Which of the following are the common techniques for schedule compression（）答案:Outsourcing;Adding more resources;Doing series work in parallel4.Critical Path Method (CPM) is suitable for complex but fairly routine projectwith minimal uncertainty in the project completion time. （）答案:对5.Crashing and outsourcing are two main techniques can be used for durationcompression. （）答案:错第五章测试1.The common types of project estimating exclude ( )答案:Quick-and-dirty estimating2.If BCWP=1200, BCWS=1000, and ACWP=1300, the project is ( )答案:Ahead of schedule and over budget3.The evaluation index of variance analysis in EVM include （）答案:Cost performance index (CPI);Schedule variance (SV);Cost variance (CV) 4.Bottom-up estimating is the definitive estimate, which is made without anydetailed engineering data. （）答案:错5.The abbreviation of actually expended amount in completing the workaccomplished within a given time period is BCWP.（）答案:错第六章测试1.Which of the following items on project quality management is false? （）答案:It has higher priority than time and cost management.2.What is the percentage range of of cumulative frequency for major qualityfactors (i.e. A factors) in Pareto analysis should be （）答案:0-80%3.Which of the following items are the features of TQM？（）答案:Comprehensive management approach;Entire processmanagement;Total employee involvement4.Project manager has the ultimate responsibility for quality management onthe project.（）答案:对5.ISO 9000 standards are the series of standards that outline the requirementsfor quality management system developed by PMI.（）答案:错第七章测试1.In which life-cycle phase would project uncertainty be the greatest （）答案:Project initiation2.Risk mitigation and risk transfer are examples of（）答案:Risk response3.Which of the following are the process of project risk management （）答案:Risk control;Risk response;Risk identification4.Risk factors commonly exist in project design phase, which may lead toreduced economic benefits and even project failure. （）答案:错5.Risk analysis is the second process of project risk management. （）答案:对。
Project Management_by_Harald Fien
v2
Prof. Dr. Harald Fien 5
!
Projectmanagement Prerequisites
• Project order:
– Clearly defined project goals and constraints – Given to project leader/team in writing
DI 1
DI 2
DI 3
DI 4
DI 5
Target definition
IDEA
Estimation of potential
POTENTIAL
Specification of measure
PLAN FOR REALIZATION
Realization of measure
DOING
Impact of measure
v2
Prof. Dr. Harald Fien 8
!
Projectmanagement 5 Phases / 2. Estimation of Potential
• • • • Possible measures will be defined with basic evaluation of potential Financial analysis of the costs and benefits including a budget. Stakeholder analysis, including users and support personnel for the project. Decision about further procedure
•
Set-up project team and appoint project head
project management项目管理计划书,英文版
G M303P R O J E C T M A N A G E M E N TName: Sixiao WuID: 5053500160BBA & Batch: 7-2As a result of project management's superiority and the characteristic, it may apply nearly in any single case. Launches a satellite, the Olympic Games, the presidential election, a wedding ceremony, even is the supper. This concept looks like very complicate but really useful. Here is an easy way to make it so shallow and clear that it is easy to understand. Everybody knows pretty much about dinner, because we eat every night. The process of dinner preparing is typical projects which are unique, disposable and irreversible. Let’s see how PM theory is in an ordinaries matter to give full play in the daily life.Well begun is half done。
Only achieves the project goal called successful. But the goal was determined when we starting. Specifically speaking, this process needs to analyze the relate person, the determination project goal as well as discovers the restriction factor and the supposition.Analyzes the relate person's demand and affects the project successful standard objectively achieves the project goal, subjectively is the relate person is satisfied. Satisfaction premise is understood that relate person demand, what needs to pay attention, one is the relate person is not explicit expresses the latent demand, project manager needs to have the outstanding communication ability to understand that its potential demand, another spot is the project relate person the demand is often inconsistent, will be sometimes contradictory, we must record their respective demand, and will try to let it balanced.After understanding demand issues, needs to transform the demand as the concrete goal. The goal and the demand are different, the demand is one kind of feeling, but the goal must be conforms to the SMART principle (concretely, to be possible to weigh, May to realize related, has time limit). The project goal may describe from four aspects: The scope (what to do what not to do), progress (which means to do the m atter, when and what will do, and how much time will takes to do), the cost (spends how much money), the quality (achieves up to goal requisition).Now we will use those theories to deal with real case, first of all we should:Establishing objectivesThe definite supper project's goal is as follows:1) Scope goal: The achievement must include 4 main dish, 1 soup and thestaple food (rice or anything else), in matching needs to have food and soup, hot and cold dish.2) The progress goal: The project must complete in 2 hours, the starttime is 4:00 pm, and completes the time for 6:00 pm3) The quality objectives: yummy and health.4) Cost goal: The direct cost is raw material cost; the indirect costs arethe water, the electricity and so on.Priority targetusually the relate person will set many goals, some goals will sometimes be contradictory, for instance the wish scope must wide, the progress probably quick, the cost probably few, the quality be as well as possible. At this moment, we must determine which one should coming first. The advantage is: May concentrate the energy to satisfy the critical target.WBS Work break-dow n scheduleFormulates WBS is the relapse process, needs to discuss repeatedly. Below is my supper project WBS (graph 1).The most underlying bed is the work package, is the noun (cooks spareribs in here is dish name). Under initial WBS the main food has included the rice, the Dumpling, Deep-fried dough cake; Because the wheaten food works complex, considered the time limit is improper, if goes out to purchase needs to spend the extra cost, therefore we cut ii off, determined finally the main food work package is the rice.Organization:Now we clear project's scope and the step, then, needed to det ermine the project essential activity. Saving of time's best method only does the essential matter, what is called the essential matter? It cans influential the final result direct. Many people in the routine work, are accustomed to the motion, is not accustomed to the ponder matter's necessity, causes the wasted effort. How to determine that which move are necessary. May decomposed each work package, must ponder to obtain this work package, and needs to engage in any concrete activity. At this moment, may use the active detailed list (to see graph 2) to organized activities.Determining the project scheduleAfter determining which the essential activities are, analysis it logistically, be sure the order. The method is simple, to each activity, before starting it which process has to complete? And end of this part what we have to deal with? After analyzing the order, for direct-viewing expression activity logical relation we should draw up the network chart clearly (to see graph 3). Through the network chart, may let a staff clear their duty, reduces the manager spend the time in coordinated aspect. After completing the network chart, might find the longest way, this way was the critical path. In critical path's activity needs to pay attention highly, because of the key activity's delay, will cause the project progress to have the problem.Gantt chartWinds the chart to be able to express the logical relation.We are wondering let the management has direct-viewing, understand the project progress clearly. We use the Gantt chart to express the final progress chart. The Gantt chart usually (sees graph4) Left side to list the active name, the upper right tell time rod, right expresses each active lasting with the by-way.In this case, we put this project into 3 different PM theory model to explore how it works.I Cycle theoryAccording to cycle theory, “the supper project”may divide into it such several project stages:1). Initiating a project: decide have dinner tonight at home, makes theapproximate time to arrange2). Demand investigation: Asks that the family members what they want3). Demand analysis: consider about all related Factors overall evaluationseason, weather, control body weight, definite cuisine4). System design: Designs each vegetable the main dish and condiment5). Development: Goes out to purchase, then starts to prepare food6). System test: Tastes7). Deployed: Sets the table eats meal8). Project conclusion: Tidies up dishes and bowlsII CMMI1). PP(project planning): Does the plan supper's cookbook, which rawmaterials need to purchase, makes the approximate time to arrange2). PMC (project track and monitoring): Inspect every time after completea step, if overtime has made essential adjustment3). RM(requirements management): Carries on the management to thefamily member to the cuisine request, guaranteed that each request is managed, or is satisfied, or is cancelled, or is changed4). CM(disposition management): To supper preparation process's eachfinished product, the half-finished product and other sideline products carry on the management;5). MA (measure and analysis): make forecasting, to measure and analysisevery detail of raw material, operating time and so on.6). PPQA(process and product quality guarantee) - - carry on theappraisal regularly to the supper preparation process, make sure each single process in our plan, and the result pass muster;7). SAM(supplier management) If we outsourcing part of job in thepreparation process. Such as on-line order partial raw materials or something else, we need to monitor and charge it and finally let everything going well.III PMPAccording to the PMP project management system, “the supper project”will be divided into the following of knowledge:1). Scope management: Definite cookbook2). Quality control:Guarantees raw material to be fresh, the vegetableflavor conforms to the family member to request3). Procurement management: If on-line ordered the red wine or other rawmaterials, we need to charge on the due time and goods by delivers 4). Time management:In the entire supper project process, guaranteedthat completes according to the plan progress5). Human resources management:If have several helper to work with,must charge on everyone’s task and division6). Risk management: The attention distinguishes and monitors each kindof contingency which in the whole process possibly appears, and draws up contingency plan7). Cost management:Guaranteed that this supper do not exceedexpenditures8). Communication management: In the supper preparation's process, mustto each person (for instance family member) the prompt notification progress, if the somebody's demand changes, must communicate promptly9). Whole management: As the supper preparation's person in charge, must carry on to above each aspect work supervises and controlsConclusionNow we know about the project management knowledge, when actually implements the project, many people easy to neglected one thing. Decision-making is rash, plan is not thorough, execution is not firm, controlling is ineffectual, so is definitely impossible to have a happy ending. Induces, I find this model which such simple may operate:A goal: As the project, its major goal must be correct, clear and feasible.Three management:Resource management, communication m anagement, risk management。
天津大学软件工程课程教学大纲
2. Course Description This course presents an introduction to the basic concepts of software, objects of
software engineering, traditional procedure-oriented soft development methods and object-oriented soft development methods, so students can master the method to develop high quality software. By learning the software develop process and process management techniques, students can understand how to conduct software metrics and management, how to take quality assurance activities, so the students can plan and manage software development activities effectively.
《软件工程——理论与实践（第三版）》，Pfleeger.S.L，Atlee.J.M.著，高等教 育出版社，2006 年 9 月。
制定人： 审核人： 批准人： 批准日期：
年月日
TU Syllabus for Software Engineering
Code:
2160288
Semester Hours: 56
Chapter 2 Software Process Software Process Model Component-Based Development Process RUP CMM
项目管理Project management课件Chapter 3 Slides_Project Selection
PROJECT SELECTION AND PORTFOLIO MANAGEMENTChapter 3CHAPTER 3LEARNING OBJECTIVESAfter completing this chapter, students will be able to:1.Explain six criteria for a useful projectselection/screening model.2.Understand how to employ checklists and simple scoringmodels to select projects.e more sophisticated scoring models, such as theAnalytical Hierarchy Process.4.Learn how to use financial concepts, such as the efficientfrontier and risk/return models.CHAPTER 3LEARNING OBJECTIVESAfter completing this chapter, students will be able to:5.Employ financial analyses and options analysis toevaluate the potential for new project investments.6.Recognize the challenges that arise in maintaining anoptimal project portfolio for an organization.7.Understand the three keys to successful project portfoliomanagement.PMBOK CORE CONCEPTSProject Management Body of Knowledge (PMBoK) covered in this chapter includes:Portfolio Management (PMBoK1.4.2)SCREENING & SELECTION ISSUES1.Risk–unpredictability to the firma.Technicalb.Financialc.Safetyd.Qualitye.Legal exposuremercial–market potentiala.Expected return on investmentb.Payback periodc.Potential market shared.Long‐term market dominancee.Initial cash outlayf.Ability to generate future business/new marketsSCREENING & SELECTION ISSUES3.Internal operating –changes in firm operationsa.Need to develop/train employeesb.Change in workforce size or compositionc.Change in physical environmentd.Change in manufacturing or service operations4.Additionala.Patent protectionb.Impact on company’s imagec.Strategic fitAll models only partially reflect reality and have bothobjective and subjective factors imbedded.APPROACHES TO PROJECT SCREENING∙Checklist model∙Simplified scoring models∙Analytic hierarchy process∙Profile modelsCHECKLIST MODELA checklist is a list of criteria applied to possible projects.✓Requires agreement on criteria✓Assumes all criteria are equally importantChecklists are valuable for recording opinions and stimulating discussion.SIMPLIFIED SCORING MODELS Each project receives a score that is the weighted sum of its grade on a list of criteria. Scoring models require:∙agreement on criteria ∙agreement on weights for criteria ∙a score assigned for each criteriaRelative scores can be misleading!()Score Weight Score =⨯∑ANAL YTIC HIERARCHY PROCESSThe AHP is a four step process:1.Construct a hierarchy of criteria and subcriteria.2.Allocate weights to criteria.3.Assign numerical values to evaluation dimensions.4.Determine scores by summing the products ofnumeric evaluations and weights.Unlike the simple scoring model, these scores can be compared!SAMPLE AHP WITH RANKINGS FOR SALIENT SELECTION CRITERIA (FIGURE 3.1)PROFILE MODELS(FIGURE 3.4)Criteria selection as axes Rating each project on criteriaR i s kReturnMaximum Desired RiskMinimum Desired ReturnX 1X 4X 2X 3X 6X 5Efficient FrontierX 7FINANCIAL MODELS∙Payback period∙Net present value∙Discounted payback period ∙Internal rate of return∙Options models3 ‐50,000= 2.857 350,0005 –875,000= 4.028900,000(table 3.6)The project does meet our 15% requirement and should be considered further.PROJECT PORTFOLIO MANAGEMENTThe systematic process of selecting, supporting, and managing the firm’s collection of projects. Portfolio management objectives and initiatives require:∙decision making∙prioritization∙review∙realignment∙reprioritization of a firm’s projectsKEYS TO SUCCESSFULPROJECT PORTFOLIO MANAGEMENT Flexible structure and freedom of communication Low‐cost environmental scanningTime‐paced transitionPROBLEMS IN IMPLEMENTING PORTFOLIO MANAGEMENTConservative technical communitiesOut‐of‐sync projects and portfoliosUnpromising projectsScarce resourcesSUMMARY1.Explain six criteria for a useful project selection/screening model.2.Understand how to employ checklists andsimple scoring models to select projects.e more sophisticated scoring models, such asthe Analytical Hierarchy Process.4.Learn how to use financial concepts, such as theefficient frontier and risk/return models.SUMMARY5.Employ financial analyses and options analysisto evaluate the potential for new projectinvestments.6.Recognize the challenges that arise inmaintaining an optimal project portfolio for an organization.7.Understand the three keys to successful projectportfolio management.。
Week12_Project Management
Timeboxing
• Fixed deadline • Reduced functionality, if necessary • Fewer “finishing touches”
TOTAL UNADJUSTED FUNCTION POINTS
____
Function Points Estimation -- Step Two
Scale of 0 to 5 Data Communications Heavy Use Configuration Transaction Rate End-User efficiency Complex Processing Installation Ease Multiple sites Performance Distributed functions On-line data entry On-line update Reusability Operational Ease Extensibility Project Complexity (PC) _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____
• Project deadline setting
– Should you add slack or not?
• Adding slack doesn’t necessarily complete the project on time • 80-20 Rule: The core of the work is done in 20% of the budgeted time
Function Point Estimation -- Step 3
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
4
Question？
项目的时限性意味着（）
A、项目有规定的开始时间和结束时间； B、项目可以随时终止； C、项目经理可以规定项目的结束时间； D、如果对项目加以时间限制，将可能导致项目的失败；
Software College of Nankai University
5
什么是项目管理？
• [PMI definition] Project management is the applications of knowledge, skills, tools, techniques to project activities in order to meet or exceed stakeholder needs and expectations from the project.
A、职能型 B、项目型 C、矩阵型
Software College of Nankai University
24
程序设计小组的组织形式
1. 主程序员制小组
– 小组的核心由一位主程序员(高级工程师)、二至五位技术员、一位后援工程师组成。 – 主程序员负责小组全部技术活动的计划、协调与审查，设计和实现项目中的关键部分。 – 技术员负责项目的具体分析与开发，文档资料的编写工作。 – 后援工程师支持主程序员的工作，为主程序员提供咨询，也做部分分析、设计和实现的 工作。并在必要时能代替主程序员工作。
– 组织 – 领导 – 控制
————彼德.德鲁克
Software College of Nankai University
17
组织结构—项目型组织
总经理
项目经理
职能部门
职能部门
职能部门
项目成员
项目成员
项目成员
Software College of Nankai University
18
组织结构—项目型组织（续）
Software College of Nankai University
21
组织结构—矩阵型组织
总经理
职能部门
职能部门
职能部门
项目成员
项目经理
项目成员
项目成员
Software College of Nankai University
22
组织结构—矩阵型组织（续）
• 优点
– 有效利用资源，专业知识可供多个项目共享 – 项目组内部可以有效的沟通协调
Software College of Nankai University
3
项目的定义
• 为创造某种独特产品或服务所做的一次性的努力。
– – – – – 三峡移民工程 建立SARS研究实验室 春节联欢晚会第二次小品排练 ACCP区域篮球联赛 雁门关的刺杀行动
Software College of Nankai University
• 里程碑是项目内部的阶段性产品，可以供项目管理者检查 项目的进展情况，不是向客户交付的东西。
Software College of Nankai University
27
Work Breakdown Structure （WBS)
• 工作分解结构 (WBS) 是一个面向交付内容的、经过分组的项目工作 元素，用来组织和定义项目的总范围 。 • WBS是要被完成的工作的大纲。没有纳入 WBS 结构里的工作就不在 项目的范围之内。 • 小组领导和项目管理将 WBS 用作项目管理工具，来构建计划和日程 安排。 • WBS 具有下列优点： – 估计 。为要被估计的任务提供一个基准。所提供估计结果用来确定成
• 项目管理：在项目活动中运用一系列的知识、技能、工具 和技术，以满足或超过项目干系人对项目的要求。
• 项目管理是指把各种系统、方法和人员结合在一起，在规 定的时间、预算和质量目标范围内完成项目的各项工作。
• 有效的项目管理是指在规定用来实现具体目标和指标的时 间内，对组织机构资源进行计划、引导和控制工作。
过程组和项目阶段的区别
不同的项目，可以具有不同的阶段，不同的阶段具有不 同的特点，通常，项目阶段以（）作为标志。
A、投入水平 B、项目管理的过程组 C、一个或者多个可交付成果的完成 D、项目范围细化的程度
Software College of Nankai University
12
项目管理的知识领域
13
项目管理的知识领域（续）
• 沟通管理
保证适当、及时地产生、收集、发布、储存和最终处理 项目信息
• 风险管理
对项目的风险进行识别、分析和响应
• 采购管理
从外部企业获得货物和服务
• 集成管理
保证项目中不同的因素能适当协调
Software College of Nankai University
14
3. 层次式小组
Software College of Nankai University
25
程序设计小组的组织形式
Software College of Nankai University
26
Activity organization
• Activities in a project should be organised to produce tangible outputs for management to judge progress. • Milestones (里程碑）are the end-point of a process activity.
– Senior managers 高级管理者，负责定义业务问题，这些问题往往对项 目产生很大影响 – Project (technical) managers 项目经理 ，计划、激励、组织和控制软件 开发人员 – Practitioners 开发人员，拥有开发产品或应用软件所需技能的人员 – Customers 客户，详细描述待开发软件需求的人员以及关心项目成败 的其他共同利益者. – End-users 最终用户，一旦软件发布成为产品，最终用户就是直接与软 件交互的人.
• 结束过程（收尾）
– 正式地接受项目或项目阶段，并使它有序地结束 – 总结经验和教训 – 创建项目模板
Software College of Nankai University
9
五大过程的关系
启动 计划
控制
执行
结束
Software College of Nankai University
10
Question？
Software College of Nankai University
6
Stakeholders
• 中文翻译：项目干系人，涉众，利益相关者 • PMBOK定义：积极参与项目，以及其利益受项目的执行和结束积极 影响或消极影响的个人或者组织，例如客户、赞助商、执行机构和公 众；他们可以对项目及其工作产品施加影响。 • 可以分为以下5大类
Chapter 3 Project Management
Han Zhi Software College of Nankai University
重点
• 本章内容不多 • 概念
– 项目、项目管理、项目干系人，里程碑，可交付物
• 项目管理的过程 • 关键路径的计算
Software College of Nankai University
Software College of Nankai University
7
项目管理的过程
• 启动过程：
– 认可项目或项目的某阶段可以开始
• 计划过程：
– 为完成项目所要达到的商业要求而对实际可行的工作计划的设计、维 护 – 确定项目里程碑、可交付物和任务 – 开发和调整项目进度计划 – 确定技能、设备和材料需求
– 每个里程碑应有正式的可以提交的输出结果 – 应该代表项目中的一个特定逻辑意义上的阶段的终结。
• Deliverables（可交付的文档） are project results delivered to customers.
– 通常在项目的描述、设计等主要阶段结束时交付 – 可交付的文档也是里程碑，但里程碑不需要交付
– – – –
本和日常安排。 提供资源。通过明确要被完成的工作项目，员工和技能资源就会成为 可知的。 排序。提供一个能够用来分析依赖性和资源约束的任务基准列表，以 便将其发展成为日程安排。 风险识别。帮助小组在识别风险的时候考虑每项任务。 职责。可以被用来生成职责矩阵。
2. 民主制小组
– – – – – – 在民主制小组中，遇到问题，组内成员之间可以平等地交换意见。 工作目标的制定及做出决定都由全体成员参加。 虽然也有一位成员当组长，但工作的讨论、成果的检验都公开进行。 这种组织形式强调发挥小组每个成员的积极性。 有人认为这种组织形式适合于研制时间长、开发难度大的项目。 在层次式小组中，组内人员分为 三级：组长（项目负责人）一人负责全组工作，包括任 务分配、技术评审和走查、掌握工作量和参加技术活动。 他直接领导二至三名高级程序 员，每位高级程序员通过基层小组，管理若干位程序员。
项目管理的三约束
Software College of Nankai University
15
百年老店
A公司是一家生产女式手提包的百年老店，近多年来， 只生产几种流行的女式提包，并且因产品的性价比在市场上 获得了广泛的认可，从今年开始，总经理准备以项目的方式 开发一到两种新的产品，产品开发的项目经理在权衡项目的 厉害关系的时候，最需要考虑的是（）。
• 执行过程（实施）
– – – – 协调人员和其他资源执行计划 分配的资源实施项目 保存比较基准 跟踪任务进展
Software College of Nankai University
8
项目管理的过程（续）