北大光华-项目管理课程资料英文
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光华管理学院项目管理讲义(三)
Dec. 2001
Executing processes
•
Project plan execution
• Facilitating processes
Information distribution Team development Source selection
Quality assurance Scope vertification Contract administration
regular basis to provide confidence that the project will satisfy the relevant quality standard.
• Team dual and group skills to
Dec. 2001
• Cost estimating: developing an approximation (estimate) of the costs resources needed to complete project activities. • Cost budgeting: allocating the overall cost estimate to individual work items • Project plan development: taking the results of other planning processes and putting them into a consistent, coherent document. • Quality planning: identifying which quality standards are relevant to the project and determining how to satisfy them • Organization planning: identifying, documenting, and assigning project roles, responsibilities, and reporting relationships • Staff acquisition: getting the HR needed assigned to and working on the project.
Executing processes
•
Project plan execution
• Facilitating processes
Information distribution Team development Source selection
Quality assurance Scope vertification Contract administration
regular basis to provide confidence that the project will satisfy the relevant quality standard.
• Team dual and group skills to
Dec. 2001
• Cost estimating: developing an approximation (estimate) of the costs resources needed to complete project activities. • Cost budgeting: allocating the overall cost estimate to individual work items • Project plan development: taking the results of other planning processes and putting them into a consistent, coherent document. • Quality planning: identifying which quality standards are relevant to the project and determining how to satisfy them • Organization planning: identifying, documenting, and assigning project roles, responsibilities, and reporting relationships • Staff acquisition: getting the HR needed assigned to and working on the project.
光华管理学院项目管理讲义(二)
Nov.28,2001
Postulate 3
• Each individual 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 given and external.
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ---Cost/benefit analysis.
• 2) REMM is always willing to make tradeoffs and substitutions.
• 3) Individual preferences are transitive.
Nov.28,2001
Postulate 2
• Each individual’s wants are unlimited • 1) If we designate those things that REMM
• Postulates 1--4
Postulate 3
• Each individual 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 given and external.
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ---Cost/benefit analysis.
• 2) REMM is always willing to make tradeoffs and substitutions.
• 3) Individual preferences are transitive.
Nov.28,2001
Postulate 2
• Each individual’s wants are unlimited • 1) If we designate those things that REMM
• Postulates 1--4
光华管理学院项目管理讲义(一)
and weighed the risk involved. • Examples: great wall ……
Nov., 2001
• 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,whether 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”.
• 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-market” is critical.
• PM has emerged because the characteristics of our late 20th society demand the development of new methods of management.
Nov., 2001
• 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,whether 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”.
• 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-market” is critical.
• PM has emerged because the characteristics of our late 20th society demand the development of new methods of management.
北大光华-项目管理课程资料 2
• The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science-two different teams could generate very different plans for the same project.
• Quality assurance: evaluating overall project performance on the
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
Topic 3 Project Planning
Dec. 2001
Wanjun JIANG GSM PKU
• I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
• Arrows represent flow of documents and documentable items
• Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
• Quality assurance: evaluating overall project performance on the
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
Topic 3 Project Planning
Dec. 2001
Wanjun JIANG GSM PKU
• I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
• Arrows represent flow of documents and documentable items
• Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
北大方正项目管理课程资料
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Project manager-Definition
• A project manager is an individual responsible for:
• Planning and organizing
• 2) The project documentation: (1) contract file;(2) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondence
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
• 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).
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Postulate 2
• Each individual’s wants are unlimited
项目管理课程资料英文版
wants--wealth, time, physical laws of
nature, limits of their own knowledge
about various goods and opportunities,
etc can be the constrains----opportunity
❖ 2) REMM cannot be satiated. He or she
always wants more of some things,
material goods/intangible goods
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
❖ 3) Individual preferences are transitive.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 2
❖ Each individual’s wants are unlimited
set----be given and external.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 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 limitation 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.
北大方正项目管理课程资料(英语版)1
• 1) If we designate those things that REMM values positively as GOODS, then he or she prefers more goods to less, GOODS can be anything from art objects to ethical norms.
• 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).
II. Project Manager’s Role
Objectives
• IDENTIFY:
• What a project manager is • Why a project manager is needed • How to perform the role of a projanager will play a key role
• 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 suppliers; (5)correspondence
• 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).
II. Project Manager’s Role
Objectives
• IDENTIFY:
• What a project manager is • Why a project manager is needed • How to perform the role of a projanager will play a key role
• 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 suppliers; (5)correspondence
北大光华项目管理4projectm1
• The projects undertake are large and getting larger. “The more we can do, the more we try to do”.
1. Evolution of an Idea
• People have been planning 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 resources
and weighed the risk involved.
• Examples: great wall ……
Nov., 2001
Wanjun 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,whether 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”.
项目管理课程资料(英文版)
Postulate 3
❖ Each individual is a maximizer:
❖ He or she acts so as to enjoy the highest
level of value possible. Individuals are
always constrained in satisfying their
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
❖ REMMs at work:
❖ Think about the effects of newly 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…...
❖ Every individual cares, he or she is an evaluator.
❖ 1) The individual cares about almost everything, knowledge, independent,etc
❖ 2) REMM is always willing to make tradeoffs and substitutions.
北大光华-项目管理课程资料(ppt 106页)(英文)
• Quality assurance: evaluating overall project performance on the
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
ቤተ መጻሕፍቲ ባይዱ
Risk response development
Organizational Depcl.a2n0n0i1ng
Staff
Procurement
acquisitioWn anjun JIANG pGlaSnMninPKgU
Solicitation planning
• Planning is of major importance to a project because the project involves doing something which has not been done before.
• Risk identification: determining which risks are likely to affect the project and documenting the characteristics of each.
• Risk quantification: evaluating risks and risk interactions to assess the range of possible project outcomes
Dec. 2001
Wanjun JIANG GSM PKU
• Scope planning: developing a written scope statement as the basis for future project decisions
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
ቤተ መጻሕፍቲ ባይዱ
Risk response development
Organizational Depcl.a2n0n0i1ng
Staff
Procurement
acquisitioWn anjun JIANG pGlaSnMninPKgU
Solicitation planning
• Planning is of major importance to a project because the project involves doing something which has not been done before.
• Risk identification: determining which risks are likely to affect the project and documenting the characteristics of each.
• Risk quantification: evaluating risks and risk interactions to assess the range of possible project outcomes
Dec. 2001
Wanjun JIANG GSM PKU
• Scope planning: developing a written scope statement as the basis for future project decisions
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❖I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
❖ The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
❖ Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
❖ Closing processes--formalizing acceptance of the Dec.p20r01oject or phase aWnandjun bJIArNinG gGiSnMgPKitU to an orderly end
Dec. 2001different teamWsanjucn JoIAuNGldGSgM ePKnUerate very different plans for the same project.
❖ Scope planning: developing a written scope statement as the basis for future project decisions
Initiating processes
Controlling processes
Executing processes
Dec. 2001
Closing processes
Wanjun JIANG GSM PKU
❖ Initiating processes--recognizing that a project or phase should begin or and committing to do so
❖ Tools and techniques: project selection methods; expert judgement
❖ Outputs: project charter; project
manager identified/assigned; constrains;
assumptions Dec. 2001
Wanjun JIANG GSM PKU
Planning processes
❖ Core process
Scope planning
Activity Def.
Activity sequencing
Scope Def.
Resource planning
❖ Facilitating process
Duration estimating
❖ Activity sequencing: identifying and documenting interactivity dependencies
❖ Planning processes--devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address
❖ Executing processes--coordinating people and other resources to carry out the plan
Dec.O2r0g0a1nizational planning
Staff Wanjun JIANGProGcSuMremPKeUnt
acquisition
planning
Solicitation planning
❖ Planning is of major importance to a project because the project involves doing something which has not been done before.
Initiating process
❖ The formal initiating links the project to the ongoing work of the performing Org.
❖ Inputs: product description; strategic plan; project selection criteria; historical information
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
❖ The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
❖ Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
❖ Closing processes--formalizing acceptance of the Dec.p20r01oject or phase aWnandjun bJIArNinG gGiSnMgPKitU to an orderly end
Dec. 2001different teamWsanjucn JoIAuNGldGSgM ePKnUerate very different plans for the same project.
❖ Scope planning: developing a written scope statement as the basis for future project decisions
Initiating processes
Controlling processes
Executing processes
Dec. 2001
Closing processes
Wanjun JIANG GSM PKU
❖ Initiating processes--recognizing that a project or phase should begin or and committing to do so
❖ Tools and techniques: project selection methods; expert judgement
❖ Outputs: project charter; project
manager identified/assigned; constrains;
assumptions Dec. 2001
Wanjun JIANG GSM PKU
Planning processes
❖ Core process
Scope planning
Activity Def.
Activity sequencing
Scope Def.
Resource planning
❖ Facilitating process
Duration estimating
❖ Activity sequencing: identifying and documenting interactivity dependencies
❖ Planning processes--devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address
❖ Executing processes--coordinating people and other resources to carry out the plan
Dec.O2r0g0a1nizational planning
Staff Wanjun JIANGProGcSuMremPKeUnt
acquisition
planning
Solicitation planning
❖ Planning is of major importance to a project because the project involves doing something which has not been done before.
Initiating process
❖ The formal initiating links the project to the ongoing work of the performing Org.
❖ Inputs: product description; strategic plan; project selection criteria; historical information