项目经理英文课件(4)
项目管理英文PPT课件
demands for project scope , time
, cost, risk and quality
• Satisfying stakeholders
with differing needs and
expectations
4
• Meeting identified
requirements
–Contingency plans are developed for the known risks.
–Ensures common understanding of the risks and their contingency
Sucre
Pass the credit card
Nika
Determine Available Resources What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do. Check the Timeline When does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget. Create Your Baseline Plan Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan. Request Project Adjustments There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don't wait until it's in trouble to ask for the changes you need.
pmbok 项目经理职责英语
pmbok 项目经理职责英语The Responsibilities of a Project Manager According to PMBOK.The role of a project manager is crucial in ensuring the successful delivery of any project. They are responsible for leading and guiding the team, managing resources, and overseeing the entire project lifecycle from inception to completion. The Project Management Body of Knowledge (PMBOK) provides a comprehensive framework for project management, outlining the key responsibilities and skills required for project managers to succeed.1. Project Planning:A project manager's journey begins with planning. They need to develop a detailed project plan that outlines the scope, timeline, budget, and resources required for the project. This plan serves as a roadmap for the entire team, guiding them through the various stages of the project. Theproject manager is responsible for ensuring that all stakeholders are aligned with the plan and understand their roles and responsibilities.2. Stakeholder Management:Project managers must effectively manage stakeholders, which includes understanding their needs, expectations, and concerns. They need to communicate regularly with stakeholders, keeping them informed about the project's progress and addressing any issues or concerns that arise. Stakeholder management is crucial for maintaining buy-in and support throughout the project lifecycle.3. Team Leadership:The project manager is responsible for leading and motivating the project team. They need to delegate tasks, monitor progress, and provide feedback to ensure that the team is working efficiently and effectively. The project manager must also foster a positive team culture that encourages collaboration, innovation, and continuousimprovement.4. Risk Management:Identifying, analyzing, and responding to project risks is a crucial responsibility of the project manager. They need to develop a risk management plan that outlines strategies for mitigating, monitoring, and responding to risks that could potentially impact the project's success. The project manager must also have the ability to make quick decisions in response to unexpected risks that arise during the project lifecycle.5. Scope Management:Ensuring that the project remains within the defined scope is a fundamental responsibility of the project manager. They need to closely monitor the scope and ensure that any changes are properly evaluated, approved, and communicated to the team and stakeholders. Scope creep can quickly lead to budget overruns and timeline delays, soit's crucial for the project manager to maintain a strictscope management process.6. Time Management:Time is money, and project managers understand this better than anyone. They are responsible for ensuring that the project stays on track and meets its deadlines. This involves creating a realistic timeline, monitoring progress, and taking corrective actions when necessary. The project manager must also have the ability to prioritize tasks and adjust the plan as needed to ensure that the project is completed on time.7. Cost Management:Managing the project budget is another keyresponsibility of the project manager. They need to develop a budget plan, track expenses, and ensure that the project remains within the allocated budget. Cost overruns can quickly erode project profits, so it's crucial for the project manager to have a strong understanding of financial management and cost control techniques.8. Quality Management:Delivering a high-quality project is the ultimate goalof any project manager. They are responsible for ensuring that the project meets the defined quality standards and expectations. This involves developing a quality management plan, conducting quality assurance activities, and leading quality improvement initiatives. The project manager must also have the ability to identify and correct qualityissues to ensure that the final deliverable meets the customer's requirements.9. Communication Management:Effective communication is essential for project success. The project manager is responsible for developinga communication plan that outlines how information will be shared within the team and with stakeholders. They need to ensure that regular updates are provided, and that all stakeholders are kept informed about the project's progress, challenges, and successes. The project manager must alsohave the ability to communicate clearly and effectively in both written and verbal formats.10. Closure Management:Although the project may be nearing its end, theproject manager's responsibilities do not end there. They are responsible for ensuring that the project is properly closed out, including documenting lessons learned, conducting a post-project review, and disbursing any remaining funds. Closure management is crucial for ensuring that the project team can move on to the next project with a clear understanding of what worked well and what could be improved upon in future projects.In conclusion, the role of a project manager is diverse and demanding, requiring a strong understanding of project management principles, excellent leadership skills, and the ability to adapt to changing project environments. By effectively managing the project lifecycle, leading the team, and communicating effectively with stakeholders, project managers can ensure that projects are delivered ontime, within budget, and meeting the expectations of all involved.。
项目管理-en(英文版).pptx
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Key Steps
• Define project mission statement and business drivers
• Identify business measurements • Identify project measurements • Identify project scope • Identify implementation approach • Assemble Project Charter documents • Approve Project Charter
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Project Charter
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Objective
• Define organization’ s business profile • Perform a current situation assessment • Define project approach • Define project organization and roles • Define project scope • Define implementation approach
Organization Technical Enhancement
Reports and Forms Data Conversion
Interface
SAP Functional Business Process
Technical Infrastructure
Project Scope
Project Charter
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Phase 1: Project Preparation
项目管理-en(英文版).pptx
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Project Charter
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Objective
• Define organization’ s business profile • Perform a current situation assessment • Define project approach • Define project organization and roles • Define project scope • Define implementation approach
documents
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Deliverable Dependencies
• Enterprise Area Scope Document • Risk and Mitigation Strategy • Strategic IT Architecture
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Key Accelerators
Project Charter
Phase 6
Project Kick-Off
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Quality Checklist
• Are the project objectives and schedule understood,
agreed, and achievable? • Is there an active and visible senior management
Phase 1: Project Preparation
Phase Overview
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Roadmap
项目管理知识体系概览课件(ppt 33页)(英文)
P lanning
E xecuting
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk Response
C ontrol
Q uality C ontrol
C ontrolling
C losing
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
C h e c k li
Inputs to other processes
WBS
Resource P la n n in g
R esource R equirem ents
Planning
A c tiv ity S e q u e n c in g
Project Netw ork Diagram Activity List Updates
S c h e d u le Developm ent
Initiating
Initiation
Project Charter Project M gr ID'd/Assigned Constraints / Assum ptions
Project M anagem ent Processes Groups
Core
Scope P la n n in g
P roject P lan D evelopm ent
P erform ance R eporting
O verall Change C ontrol
项目管理培训讲义英文版（ProjectManagementpptinEnglish）
项目管理培训讲义英文版（ProjectManagementpptinEnglish）Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义To provide with the knowledge and tools to perform professional project management in your day-to-day work environment;To enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：Executing & Controlling - Team Development- Quality- Performance- Changes- Life CycleClosing ProjectWrap-upDay-1：?Introduction ?Initiating Project ?Planning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Mark YuanA lifetime educator and management advisorl PMI Member and professional trainerl Master's degree from the UBC (Canada)l Prj specialist in Bell (Canada, 2007~2009)l Product Manager in Fujitsu (China, 1998~2005)Clients: IBM, HP , eBay, NEC, Daimler (Mercedes-Benz), Schneider,ThyssenKrupp, Siemens, iSoftStone, ITW, Honeywell, Fujitsu, CIMC Raffles, Jinan Software Park, Bell Canada, VanCitySaving Credit Union, BestBuy, BC Hydro, Delta Horizon, 360 Network, WWF(World Wildlife Fund)v Namev Team Leaderv Case StudyMarkYuan05@/doc/478507516.html, 1960s：mass production, focus on productivity1970s：quality management1980s：product diversification1990s：customization2000s：change and competition学员版讲义，仅供参考。
项目管理课程英文课件
4
Chapter 1 – Introduction
3. The importance of learning MPM
• All things start with project and then may or may not transit into operations.
• The project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects.
construction and engineering projects.
• Become a discipline of Management
– Operation or routine management – Project and program management
2021/3/27
CHENLI
Association, before called Internet.
2021/3/27
CHENLI Modern Project Management • There are two characteristics for MPM
– Enlarged management area-from 3 to 9 areas – Expended to all projects not only the
create a unique product or service • Has a definite beginning and end and
interrelated activities • Under the restriction of resources • For some purpose of a organization or even a
项目经理
PROJECT MANAGER + PROJECT ORGANIZATION
Nov.28,2001
I.
The Nature of Man
model about human behavior
Nov.28,2001
• Understanding human behavior is fundamental to understanding how organizations function, whether are profitmaking 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.28,2001
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.
项目经理英文课件 (4)
• What is Marketing? • Evolution of Marketing • Implementing Marketing • Market Classification • Developing Marketing Strategies • Marketing Research • Selling the Project
(Pride, Hughes & Kapoor, 1998, p321)
50’s 30’s
19C
60’s
Now
20’s
Now
Permission marketing
The Marketing Concept is a business philosophy that involves the entire organization in the process of satisfying customers needs while achieving organizational goals
The American Marketing Association (AMA) states, "Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.”
Analyze strength and number of competitor already selling
项目管理课程资料(ppt 89页)(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 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.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Project manager-Definition
• A project manager is an individual responsible for:
• Planning and organizing
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Postulate 4
某项目经理培训(ppt 29页)(英文版)
• Updated Viability Assessment(Same name)
Refine Solution, Resolve Concerns, Close Sale
Assess Business Impact(Same name)
Monitor solution
Implementation and Ensure Expectations are Met
Identified Validated Qualified Proposed
Won Completed
Plan
Execute
Implement
Signature Selling Method:Outcomes
Phase/Activity/Task(GSMethod Task)/Work Products
(GSMethod Work Products)
Implement
Monitor Solution Implementation, Ensure Expectations Are Met
Monitor Pilot(None)
Demonstrate Business Benefits,Capabilities,Qualify Opportunity
Outline Solution Requirements(Define and categorize requirements,Develop architecture overview,Establish system context, Identify Key use cases)
项目经理培训英文
✓ Gain Sponsorship(none)
• Project Description(Project Goals, Project Estimates and Risk Assessment)
• Updated Viability Assessment(Same name)
✓ Ensure Client Commitment(Same name)
• Updated Project Description & Updated Viability Assessment(Project Goals,Project Estimates and Risk Assessment)
✓ Refine Viability Assessment(Refine Viability Assessment)
• Updated Viability Assessment(Same name)
➢ Refine Solution, Resolve Concerns, Close Sale
✓ Assess Business Impact(Same name)
Sell Cycle
Verifiable Outcomes
Customer and IBM agreement to the value of a relationship.
ldentified Customer-demonstrated interest in working with IBM.
Customer-stated business need,buying vision and agreement to