1、山西财经大学山西财经大学张宝建张宝建课程的主要内容1.前言前言2.战略战略3.组织组织4.定义定义5.估算估算6.网络网络7.风险风险8.资源进度资源进度9.缩短进度缩短进度10.领导领导11.团队团队12.合伙合伙13.过程控制过程控制14.收尾收尾16.展望展望15.国际项目国际项目教学计划与方法教学计划与方法v教学计划教学计划 以量化分析为主，第以量化分析为主，第四四章项目定义、第章项目定义、第五五章估算项章估算项目时间和成本、第目时间和成本、第六六章制定项目计划、第章制定项目计划、第八八章资源章资源进度计划、第进度计划、第九九章缩短项目时间、第章缩短项目时间、第十三十三章进度和章进度和
2、绩效的衡量和评价为主要讲授和重点掌握内容。其绩效的衡量和评价为主要讲授和重点掌握内容。其他章节都有涉及，为简单讲解和了解内容。他章节都有涉及，为简单讲解和了解内容。v教学方法教学方法 以授课为主，案例分析与上机实验相结合。而讲课以授课为主，案例分析与上机实验相结合。而讲课中主要培养学生用所学方法解决实际问题的能力。中主要培养学生用所学方法解决实际问题的能力。考试分值的分配考试分值的分配考试内容考试内容理论方法的应用理论方法的应用 占占70% 解决问题的实际能力解决问题的实际能力 占占30% Chapter One: Modern Project Management Managing proj
3、ects is one the oldest and most respected accomplishments of mankind. We stand in awe of the achievements of the builders of pyramids, the architects of ancient cities, the masons and craftsmen of great cathedrals and mosques; of the might and labour behind the Great Wall of China, and other wonders
4、 of the world.(3-1-1)-Peter W. G. Morris, The Management of Projects“对项目的管理是人类最古老、最值得尊重对项目的管理是人类最古老、最值得尊重的成就之一。我们敬畏地面对着古老奇迹的成就之一。我们敬畏地面对着古老奇迹创造者们的伟大成就：金字塔的建造者、创造者们的伟大成就：金字塔的建造者、古老城市的建筑师、大教堂和清真寺的泥古老城市的建筑师、大教堂和清真寺的泥瓦匠与工匠，还有中国长城和世界其他奇瓦匠与工匠，还有中国长城和世界其他奇迹背后的工匠迹背后的工匠”彼得彼得.莫里斯，莫里斯，项目的管理项目的管理1.1: basic conc
5、eption definition：A project is a complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.项目是一种项目是一种复杂的、非常规的和一次性的努力，受到时间、预复杂的、非常规的和一次性的努力，受到时间、预算、资源以及设计用来满足客户需要的性能规格的算、资源以及设计用来满足客户需要的性能规格的限制。限制。(5-1-1) The major goal of a
6、 project is to satisfy a customers need. (5-2-1)The major characteristics of a project are as follows: (5-2-3)1.An established objective.2.A defined life span with a beginning and an end.3.Usually, the involvement of several departments and professionals.4.Typically, doing something that has never b
7、een done before.5.Specific time, cost, and performance requirements.项目管理的普遍性项目管理的普遍性 More and more of the work in America is project oriented with a beginning, a middle, and an end.(3-4-1) The project approach has long been the style of doing business in the construction industry, U.S. Department of
8、 Defense contracts, and Hollywood as well as at big consulting firms. Now project management is spreading to all avenues of work. Today, project teams carry out everything from port expansions to hospital restructuring to upgrading information systems. (3-5-1) Project management is not limited to th
9、e private sector. Project management is also a vehicle for doing good deeds and solving social problems.(3-6-1)1.2: The Project Life Cycle项目生命周期项目生命周期The project life cycle typically passes sequentially through four stages:(6-2-1)1. Definition stage2. Planning stage3. Execution stage4. Delivery stag
10、eProject Life Cycle1-11.4: The project manager 项目经理项目经理 The project manager plan, schedule, motivate, and control. The project manager is unique because she/he manages temporary, nonrepetitive activities and frequently acts independently of the formal organization.(7-1-8) They must orchestrate the c
11、ompletion of the project by inducing the right people, at the right time, to address the right issues and make the right decisions.(7-2-10) Project managers must shape a project culture that stimulates teamwork and high levels of personal motivation as well as a capacity to quickly identify and reso
12、lve problems that threaten project work.项目经项目经理必须培养一种项目文化，以激励团队工作和理必须培养一种项目文化，以激励团队工作和高层次的个人自我实现，有能力快速识别和解高层次的个人自我实现，有能力快速识别和解决威胁项目工作的问题。决威胁项目工作的问题。(15-3-6)1.5: The Importance of Project Management项目管理的重要性项目管理的重要性 Several reasons项目管理的重要性源自以下项目管理的重要性源自以下理由：理由： (7-3-8)1. Compression of the product Lif
13、e Cycle 高科技行业产品开发的一个共同的经验法则高科技行业产品开发的一个共同的经验法则是，项目耽搁是，项目耽搁6个月就会导致产品收入损失个月就会导致产品收入损失33 %。因而速度成了一种竞争优势。因而速度成了一种竞争优势。(7-4-1)2. Global Competition (7-6-1)3. Knowledge Explosion (9-3-1)4. Corporate Downsizing (9-5-1)5. Increased Customer Focus (11-2-1)6. Small Projects Represent Big Problems (11-5-1) The
14、 Age of Project Management1-21.6: Capability Maturity Model (CMM)能能力成熟度模型力成熟度模型(12-5-1)1.Level 1: There is an absence of a process for developing a project plan that includes cost, time, and performance.2.Level 2: Repeatable processes used primarily on large mission-critical projects.3.Level 3: Well
15、-defined processes that are integrate with organization processes.4.Level 4: The highest level represents seamless, integrated, holistic project systems and processes that include strategic decisions that take into account project selection, plans, performance, and lessons learned. 5.Level 5: Contin
16、uous improvement by archiving and using lessons learned to improve project management learned.1. 层次层次1：缺乏一个指定包含成本，时间和性能的：缺乏一个指定包含成本，时间和性能的项目计划的过程。项目计划的过程。2. 层次层次2：主要用于大型关键项目的重复过程。：主要用于大型关键项目的重复过程。3. 层次层次3：与组织的程序相整合的明确定义的过程。：与组织的程序相整合的明确定义的过程。4. 层次层次4：最高层次，代表无缝的、整合的、整体：最高层次，代表无缝的、整合的、整体的项目系统和过程，包括考虑到
17、项目选择、计的项目系统和过程，包括考虑到项目选择、计划、绩效和经验教训的战略决策。划、绩效和经验教训的战略决策。5. 层次层次5：通过获得和利用学到的经验对项目管理：通过获得和利用学到的经验对项目管理进行持续改进的过程。进行持续改进的过程。Capability Maturity Model (CMM)1-3 Our best guess estimate is that most companies are in the throes of moving from level 2 to level 3 and that fewer than 10 percent of those firms
18、that actively practice project management are at level 4 or 5.(12-11-1) Project managers in levels 1 and 2 environments use only some of the tools and work in organizations not fully attuned to the importance of project management. (12-13-1)Integration of Project includes:1.Integration of Project wi
19、th the Strategic Plan项目和战略计划的整合项目和战略计划的整合2.Integration within the Process of Managing Actual Projects实际项目管理过程中的整合实际项目管理过程中的整合1.7: Integration of Project 项目整合项目整合 In some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans
20、are written by one group of managers, projects selected by another group, and projects implemented by another. (13-4-1)1.7.1：Integration of Project with the Strategic Plan项目和战略计划的整合项目和战略计划的整合项目的整合管理受到内外部两种因素的项目的整合管理受到内外部两种因素的影响：影响：1. External environmental factors are usually classified as political
21、, social, economic, and technological; they signal opportunities or threats in setting the direction for the organization. (14-2-6) 2. Internal environmental factors are frequently classified as strengths and weaknesses such as management, facilities, core competencies, and financial condition. (14-
22、2-8) There are two dimensions within the project management process实际项目管实际项目管理过程中的整合存在两个维度理过程中的整合存在两个维度: (15-1-1)1. The first dimension is the technical side of the management process, which consists of the formal, disciplined, pure logic parts of the process. The technical side relies on the formal
23、 information system available. This dimension includes planning, scheduling, and controlling projects. (15-2-1)1.7.2：Integration within the Process of Managing Actual Projects实际项目管理过程的整合实际项目管理过程的整合2. T h e s e c o n d d i m e n s i o n i s t h e sociocultural side of the project management process.
24、(15-3-1)the technical dimension represents the “science” of project management while the sociocultural dimension represents the “art” of managing a project. (16-1-1)The Technical and Sociocultural Dimensions of the Project Management Process项目管理过程的项目管理过程的技术和社会文化维度技术和社会文化维度1-5Integrated Management of
25、 Projects对项目的整合管理对项目的整合管理1-41.8：Session Summary本章小结本章小结1. The definition and characteristics of the project2. The Project Life Cycle3. The Project Manager and The Importance of Project Management4. Integration of the project1.9: Key Terms关键术语关键术语1. Project2. Project life cycle3. Capability maturity
26、model4. Technical perspective5. Sociocultural perspective问题与讨论问题与讨论 Q&Q&C CQuestions & CommentsQuestions & Comments1.10: Review Questions复习题复习题1. Define a project. What are five characteristics that help differentiate projects from other functions carried out in the daily operation of the organization?2. Individually identify projects assigned in previous terms. Were both sociocultual and technical elements factors in the success or difficulties in the projects?
