光华管理学院项目管理讲义(三)
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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.
Dec. 2001
• Communication planning: determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them. • 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 • Risk response development: defining enhancement steps for opportunities and responses to threats • Procurement planning: determining what to procure and when • Solicitation planning: documenting product requirements and identifying potential sources.
Closing processes
Dec. 2001
• Initiating processes--recognizing that a project or phase should begin or and committing to do so • 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 • 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 project or phase and bringing it to an orderly end
Activity Def.
Scope Def.
Resource planning
• Facilitating process
Quality planning
Organizational Dec. 2001 planning
Communications planning Staff acquisition
Risk identification
Risk quantification Solicitation planning
Risk response development
Procurement planning
• Planning is of major importance to a project because the project involves doing something which has not been done before. • 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.
Dec. 2001
• Scope planning: developing a written scope statement as the basis for future project decisions • 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 • Activity sequencing: identifying and documenting interactivity dependencies • Activity duration estimating: estimating the number of work periods which will be needed to complete individual activities • Schedule development: analyzing activity sequences, activity durations, and resource requirements to create the project schedule. • Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.
solicitation
Dec. 2001
• Project plan execution: carrying out the project plan by performing
the activities included therein.
• Scope verification: formalizing acceptance of the project scope • Quality assurance: evaluating overall project performance on the
enhance project performance
• Information distribution: making needed information available to
project stakeholders in timely manner
Dec. 2001
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 • Tools and techniques: project selection methods; expert judgement • Outputs: project charter; project manager identified/assigned; constrains; assumptions
Dec. 2001
• Core process
Scope planning
Planning processes
Activity sequencing
Duration estimating Cost estimating Schedule development Cost budgeting Project plan development
Topic 3 Project Planning
Dec. 2001
Dec. 2001
• I. Project management process
Dec. 2001
Project Management Process
• Arrows represent flow of documents and documentable items Planning processes Initiating processes Controlling processes Executing processes
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.
Dec. 2001
• Communication planning: determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them. • 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 • Risk response development: defining enhancement steps for opportunities and responses to threats • Procurement planning: determining what to procure and when • Solicitation planning: documenting product requirements and identifying potential sources.
Closing processes
Dec. 2001
• Initiating processes--recognizing that a project or phase should begin or and committing to do so • 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 • 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 project or phase and bringing it to an orderly end
Activity Def.
Scope Def.
Resource planning
• Facilitating process
Quality planning
Organizational Dec. 2001 planning
Communications planning Staff acquisition
Risk identification
Risk quantification Solicitation planning
Risk response development
Procurement planning
• Planning is of major importance to a project because the project involves doing something which has not been done before. • 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.
Dec. 2001
• Scope planning: developing a written scope statement as the basis for future project decisions • 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 • Activity sequencing: identifying and documenting interactivity dependencies • Activity duration estimating: estimating the number of work periods which will be needed to complete individual activities • Schedule development: analyzing activity sequences, activity durations, and resource requirements to create the project schedule. • Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.
solicitation
Dec. 2001
• Project plan execution: carrying out the project plan by performing
the activities included therein.
• Scope verification: formalizing acceptance of the project scope • Quality assurance: evaluating overall project performance on the
enhance project performance
• Information distribution: making needed information available to
project stakeholders in timely manner
Dec. 2001
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 • Tools and techniques: project selection methods; expert judgement • Outputs: project charter; project manager identified/assigned; constrains; assumptions
Dec. 2001
• Core process
Scope planning
Planning processes
Activity sequencing
Duration estimating Cost estimating Schedule development Cost budgeting Project plan development
Topic 3 Project Planning
Dec. 2001
Dec. 2001
• I. Project management process
Dec. 2001
Project Management Process
• Arrows represent flow of documents and documentable items Planning processes Initiating processes Controlling processes Executing processes