Project Management-9
project用法常用词组
project用法常用词组
"project"这个词在英语中有许多常用的词组和短语。
以下是一些常见的用法：
1. Project management: 项目管理，指规划、执行和控制项目的过程，确保项目按时按质完成。
2. Project deadline: 项目截止日期，指项目必须完成的最后期限。
3. Project scope: 项目范围，指项目的目标、任务和可接受的成果范围。
4. Project team: 项目团队，指为完成特定项目而聚集在一起的团队成员。
5. Project budget: 项目预算，指用于执行项目的资金总额。
6. Project plan: 项目计划，指详细描述项目目标、资源、时间表和任务分配的文件。
7. Project proposal: 项目提案，指用于申请资金或支持的正式文件，详细说明项目的目的、方法和预期成果。
8. Project milestone: 项目里程碑，指项目中的重要阶段或成就，通常与特定日期相关联。
9. Project risk: 项目风险，指可能影响项目成功的不确定性因素。
10. Project deliverables: 项目可交付成果，指项目完成后需要交付的具体成果或文件。
这些词组和短语是在项目管理和相关领域中经常使用的，希望这些信息能够帮助到你。
项目管理9大体系
项目管理九大知识体系：范围管理：项目为何总是做不完？范围管理要界定做过项目的人可能都会有这样的经历：一个项目做了很久，感觉总是做不完，就像一个“无底洞”。
用户总是有新的需求要项目开发方来做，就像用户在“漫天要价”，而开发方在“就地还钱”。
实际上，这里涉及到一个“范围管理”的概念。
项目中哪些该做，哪些不该做，做到什么程度，都是由“范围管理”来决定的。
那么，到底什么是“范围管理”，请跟我们一块来揭开谜底……风险管理：项目风险引发的问题、成因及防范法宝项目是为完成某一独特的产品或服务所做的一次性努力。
项目的最终交付成果在项目开始时只是一个书面的规划，无论是项目的范围、时间还是费用都无法完全确定。
同时，项目创造产品或服务是一个渐近明细的过程，这就意味着项目开始时有很多的不确定性。
这种不确定性就是项目的风险所在……沟通管理：做好项目沟通计划“灵犀”才能“点通”回想一下你所经历的项目，有没有出现过以下这样的情况：客户在检查项目阶段成果时，指出曾经要求的某个产品特性没有包含在其中，并且抱怨说早就以口头的方式反映给了项目组的成员，糟糕的是作为项目经理的你却一无所知，而那位成员解释说把这点忘记了；或者，你手下的程序员在设计评审时描述了他所负责的模块架构，然而软件开发出来后，你发现这和你所理解的结构大相径庭……可能你遇到的情况比上面谈到的还要复杂。
问题到底出在哪儿呢？质量管理：如何做好软家工程质量管理？提起如今的I T项目，软件工程倍受关注。
而软件的质量更是众人关注的焦点，因为目前还没有一套完善的评估标准。
甚至有人提出，现在的软件开发根本提不上是“工程”，因为它太稚嫩了，还没有一套成熟的标准来比照；因而软件项目极易出现失败或失误。
大量实践证明，软件工程项目的成败，通常是因为管理问题（协同工作的能力），而不是技术上的问题。
要想做一盘“完美”的软件大餐，质量管理的作用是不言而喻的……时间管理：磨刀不误砍柴功如何避免工期拖延?“按时、保质地完成项目”大概是每一位项目经理最希望做到的。
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
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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
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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)
智慧树答案Project Management知到课后答案章节测试2022年
第一章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;Costmanagement;Risk management4.The temporary nature of projects means that a project has a short duration.（）答案:错5.There are five process groups in PMBOK.（）答案:对第二章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 should own comprehensive ability to solveproblems;Project manager should be a generalist;Project manager is afacilitator in terms of responsibilities to determine tasks, deadlines, andrequired resources4.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1.The document that officially sanctions the project is the （）答案:Projectchartermonly, Work Breakdown Structure can be constructed as （）答案:Treediagram3.Project initiation is approved for the following main reasons （）答案:Technological advance;Customer request;Market demand4.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:Adding more resources;Doing series work in parallel;Outsourcing 4.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1.The common types of project estimating exclude ( )答案:Quick-and-dirtyestimating2.If BCWP=1200, BCWS=1000, and ACWP=1300, the project is ( )答案:Ahead ofschedule and over budget3.The evaluation index of variance analysis in EVM include （）答案:Schedulevariance (SV);Cost performance index (CPI);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;Total employeeinvolvement;Entire process management4.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 identification;Riskresponse;Riskcontrol4.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。
项目管理
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Project Management Phases 项目管理阶段
Six Sigma Project Management Phases: 6 Sigma项目管理阶段：
Phase 1 – Project Charter 阶段一：项目定义
理
Team work report
活动报告
计划
可视性 Visible
过 程
Project Management process
Plan
Project completion
实际结果
项目结束
详细数据报告
Detailed data report
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Phase 1 – Project Charter 阶段一：项目定义
duration. 可根据以往经验预测所需时间
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Phase 2 – Project Planning 阶段二：项目计划
After the tasks and durations has is been, identified the next trap is to sequence the tasks and identify resources. 确认了任务和时间之后，就该排出任务的顺序，并确 认资源
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Project Management 项目管理
Chapter 1: 第1章
Project Management Plan 项目管理计划
Define > Plan > Manage > Carry out the plan 定义 > 策划 > 管理 > 执行
Project项目管理实战课程2024版
总结经验教训并提出改进建议
分析项目过程
对项目过程进行全面的分析，包 括项目计划、资源分配、团队协 作、风险管理等方面，找出项目 中存在的问题和不足。
总结经验教训
根据项目分析结果，总结项目过 程中的经验教训，包括成功的经 验和失败的教训，为今后的项目 提供借鉴和参考。
制定项目章程和初步计划
01 制定项目章程
编写项目章程，明确项目的背景、目的、范围、 关键干系人、里程碑等，为项目提供指导和授权 。
02 制定初步计划
根据项目目标和范围，制定初步的项目计划，包 括时间表、资源计划、成本估算等。
03 评估项目风险
识别项目潜在的风险，并进行评估和分析，制定 相应的风险应对策略和计划。
明确项目的目标和范 围，避免在项目执行 过程中出现目标偏离 或范围蔓延的情况。
建立有效的沟通机制 ，确保项目团队成员 对项目目标和要求有 清晰的认识。
定期对项目进行评审 和评估，确保项目能 够按照预期的目标和 计划进行推进。
在项目执行过程中， 及时发现和解决问题 ，确保项目能够顺利 进行并达到预期的效 果。
跟踪团队成员工作进展和绩效表现
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制定详细的任务清单
将项目任务细化为可执行的工作项，明确每项任 务的负责人、完成时间和验收标准。
使用项目管理工具
采用项目管理软件或在线协作工具，实时跟踪团 队成员的工作进展和任务完成情况。
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定期进行绩效评估
设定合理的绩效评估标准，定期对团队成员的工 作表现进行评价和反馈，以便及时调整工作计划 和资源分配。
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团队协作与沟通管理
建立有效沟通机制和协作环境
项目管理能力评估模型知多少
项目管理能力评估模型知多少引言今天，对于项目商务负责人和项目管理工程师而言，如何使项目获得成功，如何沉淀优秀的项目管理经验，已成为势在必行的需求。
为了更进一步提升项目管理资质水平，国际项目管理研究机构和组织，定义了不同的项目管理能力评估标准，以便不同国家、不同行业、不同组织的项目能够互相交流学习，同时激励项目团队不断提高，提升组织项目管理水平。
今天，笔者来带大家看一看有哪些主流的项目管理能力评估模型。
一、基础管理标准(1)TQM(Total Quality Management)全面质量管理模型，是对一个组织以产品质量为核心，以全员参与为基础，目的在于通过让顾客满意和本组织所有者及社会等相关方受益而建立起一套科学严密高效的质量体系，从而提供满足用户需要的产品的全部活动，达到长期成功的管理途径。
是改善企业运营效率的一种重要方法。
TQM的核心理念包括：顾客满意：顾客即所提供产品的接受者，可以是组织内部的，也可以是组织外部的。
附加价值：用最小的投入获取最大的功能价值，追求组织最大的经营绩效和个人最大的工作绩效。
持续改善：建立以PDCA循环为基础的持续改善的管理体系IPMA在研究TQM的基础上，在卓越项目成功的定义上，引入了TQM的基本理念，即：卓越项目应是一个“让利益相关方均满意”的项目;卓越项目应是一个能给企业或社会带来附加价值的项目;卓越项目应是一个能够通过PDCA持续改进的进程。
这三大理念奠定了PE模型的基础评估思路，无论是指标的设定还是评估方式的设计都将围绕这三大理念进行。
下图为标准选择的详细列表说明。
(2)EFQM (European Foundation for Quality Management)愈来愈多的管理者关注业务卓越化管理，而欧洲品质管理基金会建立的EFQM业务卓越模型(European Foundation for Quality Management)简称EFQM模型，则给组织提供了一个用于自我业务评价和改进的工具。
PMBOK项目管理的五大过程组和十大知识领域
PMBOK项目管理的五大过程组和十大知识领域PMBOK（Project Management Body of Knowledge）指南是国际公认的项目管理的标准和指导，以其详尽的项目管理知识体系而闻名。
PMBOK 指南将项目管理过程划分为五个过程组，这五个过程组在项目的整个生命周期中起着不同的作用，而十大知识领域则涵盖了项目管理的核心知识和技能。
以下是对PMBOK指南五大过程组和十大知识领域的详细解析。
五大过程组：1. 启动过程组（Initiating Process Group）：这个过程组主要是确定项目的目标、边界和可行性，并且授权项目的启动。
它包括制定项目章程、识别项目干系人、开展初步需求分析等活动。
2. 计划过程组（Planning Process Group）：这个过程组是制定项目管理计划和详细项目执行计划的核心。
它包括定义项目的范围、制定项目进度计划、制定项目成本估算、制定项目质量计划、制定项目资源计划等一系列计划的活动。
3. 执行过程组（Executing Process Group）：这个过程组主要是实际执行项目计划，完成项目交付物和实施各项管理工作。
它包括执行项目的任务、指导团队成员、建立有效的沟通机制、监督项目进展等活动。
4. 监控过程组（Monitoring and Controlling Process Group）：这个过程组主要是对项目进行监控和控制，确保项目按照计划顺利进行。
它包括监控项目的进度、成本、质量、范围等方面，采取相应措施纠正可能出现的偏差。
5. 收尾过程组（Closing Process Group）：这个过程组是项目的结束阶段。
它包括进行项目的验收、收集项目知识和经验教训、关闭项目并完成相关的后续工作。
十大知识领域：1. 项目整合管理（Project Integration Management）：负责整合项目各个方面的信息和计划，确保项目顺利进行。
2. 项目范围管理（Project Scope Management）：明确和控制项目的范围，确保项目交付的成果符合业务需求。
PMBOK项目管理九大知识领域和五大流程
PMBOK项⽬管理九⼤知识领域和五⼤流程PMIProject Management Institute。
PMI 是世界上最⼤的⾮盈利机构，是项⽬管理领域的领导者。
PMI制定项⽬管理⾏业标准，带领项⽬管理的研究并提供项⽬管理的培训，证书，还有⼀些加强提搞项⽬管理专业技能的机会。
PMBOKProject Management Body of Knowledge。
PMBOK描述了项⽬管理专业技能总体知识，包括证实了被⼴泛应⽤的传统的，⾰新的，⾼级的实践的不⾜之处。
另外，它也包括了被普遍接受的最佳实践。
PMBOK被⼴泛⽤于各种⾏业。
PMBOK可以分为两⼤部分：1. 项⽬管理五⼤流程2. 项⽬管理九⼤知识领域项⽬五⼤流程1. 初始化项⽬Initiating2. 计划项⽬Planning3. 执⾏项⽬Executing4. 控制项⽬Controlling5. 关闭项⽬Closing项⽬九⼤知识领域1. 项⽬集成管理Project Integration Management项⽬集成管理需要⼀些有效的管理来确保项⽬各种各样的组成部分（元素）是相互协调的。
同时，它需要项⽬经理去权衡富有竞争性的项⽬⽬标并能够创建替代⽅案⽤以达到甚⾄超过公司的要求和预期。
项⽬集成管理的⼀些流程有：1. 开发项⽬计划2. 执⾏项⽬计划3. 集成项⽬变化控制2. 项⽬范围管理Project Scope Management项⽬范围管理是⽤来确保项⽬涵盖了所有必要和必须的⼯作，并仅包含能够成功完成的⼯作。
项⽬范围管理主要涉及定义和控制什么被包含在项⽬中，什么不被包含在项⽬中。
项⽬范围管理流程：1. Initiation初始化2. Scope Planning计划范围3. Scope Definition定义范围4. Scope Verification确认范围5. Scope Change Control范围变化控制3. 项⽬时间管理Project Time Management项⽬时间管理是⽤来确保项⽬按时完成。
项目管理英语
ProjectLocation项目地点ProjectLog项目日志ProjectLogic项目逻辑关系ProjectLogicDrawing项目逻辑图ProjectMaker项目制造者ProjectManagement("PM")项目管理ProjectManagement项目管理ProjectManagementCompetence项目管理能力ProjectManagementElements项目管理要素ProjectManagementInformationSystem项目管理信息系统ProjectManagementIntegration项目管理整合ProjectManagementManual项目管理手册ProjectManagementOffice("PMO")项目管理办公室ProjectManagementPlan项目管理计划ProjectManagementProcess项目管理过程ProjectManagementProfessional("PMP"?)项目管理专业人员ProjectManagementSoftware项目管理软件ProjectManagementTeam项目管理团队ProjectManager("PM")项目经理ProjectManual项目手册ProjectPolicies/Procedures ProjectMatrix项目矩阵组织ProjectMilestone项目里程碑ProjectMissionStatement项目使命说明书ProjectMonitoring项目监测ProjectNetworkDiagram项目网络图ProjectNetworkTechniques项目网络技术ProjectObjective项目目标ProjectObjectives项目目标ProjectOffice项目办公室ProjectOrganization项目组织ProjectOutput项目输出ProjectPerformance项目绩效ProjectPersonnel项目人员ProjectPhase项目阶段ProjectPlan项目计划ProjectPlanDevelopment项目计划制定ProjectPlanExecution项目计划执行ProjectPlanning项目计划编制ProjectPolicies项目方针ProjectPortfolio项目组合ProjectPortfolioManagement项目组合管理ProjectPortfolioPlan项目组合计划ProjectPre-SelectionMeetings项目初选会议ProjectPriorities项目优先权项目优先次序ProjectPriorityClass项目优先等级ProjectProblem项目问题ProjectProceduresManual项目流程手册ProjectProcesses项目过程ProjectProcurementManagement项目采购管理ProjectProcurementStrategy项目采购策略ProjectProductsList("PPL")项目产品清单ProjectProductsListFactSheets项目产品清单情况说明书ProjectProgressReport项目进展报告ProjectQualityManagement项目质量管理ProjectRecordsManagement项目记录管理ProjectReporting项目报告项目汇报ProjectResourcePlan项目资源计划ProjectResponsibility项目责任ProjectReview项目评审ProjectReviewCalendar项目评审日程表ProjectRisk项目风险ProjectRiskAnalysis项目风险分析ProjectRiskCharacterization项目风险鉴定ProjectRiskManagement项目风险管理ProjectRisks项目风险ProjectSchedule项目进度ProjectSchedules项目进度表ProjectScope项目范围ProjectScopeManagement项目范围管理ProjectSegments项目组成部分ProjectServices项目服务ProjectSponsor项目发起人项目赞助者ProjectSponsor,SponsoringTeam项目发起人发起组ProjectStage项目小阶段子阶段ProjectStakeholder项目干系人项目利益相关者ProjectStakeholders项目干系人ProjectStandard项目标准ProjectStartDate/Schedule项目开始日期/进度ProjectStartup项目启动ProjectStatusReport项目状态报告ProjectStrategy项目策略ProjectStructure项目结构ProjectSuccess项目成功ProjectSuccessCriteria项目成功标准ProjectSuccess/FailureCriteria项目成功/失败标准ProjectSupportOffice项目支持办公室ProjectTaskForce项目特别工作组ProjectTeam项目团队ProjectTeamMembers项目团队成员ProjectTeamwork项目团队协作ProjectTechnicalPlan团队技术计划ProjectTermination项目终止ProjectTimeFrame项目时间框架ProjectTimeManagement项目时间管理ProjectUsers项目用户ProjectVisibility项目可见性ProjectVision项目远景ProjectVisionStatement项目远景说明书ProjectWebSite项目网站Project/ProgramMethodology项目方法论Project-BasedManagement基于项目的管理EnterpriseProjectManagementProjectized项目化ProjectizedOrganization项目型组织Proposal建议书ProposalForm建议书格式ProposalProjectPlan建议书项目计划ProprietaryInformation所有者信息产权信息ProratedCost比例成本Prospectus计划书说明书Protection保护Prototype原型PrototypeModel原型模型Prototype,software软件原型Prototyping原型制作ProvisionalSum补贴总额补助金PRTProductRealizationTeamPSPlannedStartDatePSAProfessionalServicesAgreement PSOProgramSupportOfficePSPProfessionalServicesProvider Public公众PublicRelations公共关系PublicSources公共资源PublicSpeaking公众演讲技巧Publications出版物PublishedModel[MOF]已发布的模型PunchList剩余工作清单PunishmentoftheInnocent无辜受罚Purchase购买采购PurchaseOrder采购订单Purchasing采购PurchasingStrategy采购策略PureRisk纯风险InsurableRiskPurpose意图PriceVariancePVWAPlanned value forWorkAccomplished PVWSPlanned value forWorkScheduled QAQualityAssuranceQCQualityControlQualification合格证明Qualifications:Contractor承包商资格证明QualifiedProduct合格产品QualifiedProductList("OPL")合格产品清单Qualitative定性的QualitativeRiskAnalysis定性风险分析Quality质量QualityAssurance质量保证质量保证部门QualityAssurancePlan质量保证计划QualityAssurancePolicy质量保证方针QualityAssuranceProgram质量保证程序QualityAssuranceRepresentative("OAR")质量保证代表QualityAssurance)("QA")质量保证QualityAudit质量审核QualityConformance质量合格QualityControl("QC")质量控制质量控制部门QualityCriteria质量准则QualityEvaluationMethods质量评估方法QualityFile质量文件QualityFunctionDeployment质量功能部署QualityGrade质量等级QualityGuide质量指南QualityImprovement质量改进QualityImprovementProgram质量改进计划QualityInspection质量检查QualityInspectionProcedures质量检查程序QualityLoop;QualitySpiral质量环质量螺旋线QualityManagement质量管理QualityManagementFunction质量管理职能QualityPlan质量计划QualityPlanning质量计划编制QualityPolicy质量方针QualityProcessReview质量过程评审QualityProgramRequirement质量计划需求QualityReview质量评审QualityStandards质量标准QualitySurveillance质量监督QualitySystem质量体系QualitySystemReview质量体系评审Quantitative定量的QuantityTake-Off工料估算Quantum定额Queue排队等待QuickReactionCapability快速反应能力RAMResponsibility/AccountabilityMatrixResponsibilityAssignmentMatrix RAMPRiskAnalysisandManagementforProjects RandomObservation随机抽样观察RandomSample随机抽样Range范围Rank等级RankedPositionalWeightMethod("RPWM")重要位置排序法Ranking排序RapidImplementation快速实施FastTrackingRationale原理说明RBSResourceBreakdownStructureRDBMSRelationalDataBaseManagementSystem ReadinessAssessment准备情况评估RealProperty地产房地产RealTime实时RealWorld现实世界Realization实现Re-baseline重定基线Rebaselining重定基线Re_BaseliningRe-baselining重定基线RecognizedProfession公认职业Recommend推荐(动词)建议Recommendation推荐(名词)建议Reconditioned再修复Record记录RecordDrawings图纸记录RecordRetention记录保留RecordingFacts记录事实Records记录RecordsManagement记录管理Recruitment,SelectionandJobPlacement招聘挑选和工作安排RecurringCosts复发性费用RecurringTask复发性任务周期性任务ReducedInspection精简检查ReductioninForce缩编Redundancy冗余多余人员Reengineering重组再设计ReferenceGroup咨询小组ReferentPower威望权力Refinement,ScheduleRefinement改善进度改善RegressionAnalysis回归分析Regulations规则Regulatory调整RegulatoryPersonnel纪检人员ReimbursableExpenditure可退还经费ReinforcementTheory强化理论Rejected被拒绝RejectionNumber遭拒底数RelatedBase关联基Relationship关系RelationshipFloat关系浮动时间Release发布发布版本ReleaseClaims发布声明ReleaseManager发布经理Reliability可靠性ReliabilityAssurance可靠性保证RemainingAvailableResource剩余可用资源RemainingDuration剩余工期RemainingFloat("RF")剩余浮动时间Re-measurement再测量RepetitiveWorkSequence重复工作系列ReplacementTheory替代理论重置理论Replacement value重置价值Replan再计划Replanning再次制定计划Report汇报报告ReportSpecificationFile报告规范文件Reporting报告编写报告ReportingbyResponsibility根据职责汇报Repository储存库Re-profiling重新规划Reprogramming重新计划Reputation名誉RequestforAppropriation("RFA")经费申请CapitalAppropriationRequest RequestforChange("RFC")变更申请RequestforInformation信息申请RequestforProposal建议书邀请函征求建议书RequestforProposals建议书邀请函征求建议书RequestforQuotation报价邀请函RequestforQuotations报价邀请函Requirement需求RequirementAttribute需求特征RequirementSpecification需求规范RequirementType需求类型Requirements需求RequirementsDefinition需求定义RequirementsFlowdown需求分解RequirementsManagement需求管理RequirementsofSociety社会需求RequirementsTraceability需求的可追溯性RequirementsTraceabilityMatrix需求的追溯模型RequirementsTracing需求跟踪RequirementsWorkflow需求工作流Reschedule重定进度Rescheduling重定进度Research研究ResearchandDevelopment研究和开发Reserve储备金ReserveForScopeChanges范围变更储备金ResidentialConstruction民用建筑住宅建设ResidualRisks剩余风险Residual value残值ResidueFile剩余资源文件Resolution解决Resource资源ResourceAccumulation资源累计ResourceAggregation资源总和ResourceAllocation资源分配ResourceAllocationProcess资源分配过程ResourceAnalysis资源分析ResourceAssignment资源分配ResourceAvailability资源可用性ResourceAvailabilityDate资源可用日期ResourceAvailabilityPool资源可用库ResourceBreakdownStructure("RBS")资源分解结构ResourceCalendar资源日历ResourceCategory资源目录ResourceCode资源代码ResourceConstraint资源制约条件(约束) ResourceDe script ion资源描述ResourceDrivenTaskDurations资源驱动的任务工期ResourceEffort资源工作量ResourceGroup资源工作组ResourceHistogram资源柱状图ResourceIdentification资源鉴别ResourceLevel资源水平ResourceLeveling资源平衡ResourceAllocation ResourceLimitedScheduling资源受限的进度规划ResourceLevelingResourceList资源清单ResourceManagement资源管理ResourceNeeds资源需求ResourceOffset资源偏移量资源互补ResourceOptimization资源优化ResourcePeriod资源持续时间ResourcePlan资源计划ResourcePlanning资源计划安排ResourcePlots资源图表ResourcePool资源库ResourceProfile资源量变曲线ResourceScheduling资源进度计划ResourceSmoothing资源平滑ResourceThresholds资源阀值ResourceTotal资源总和ResourceUnit资源单元Resource-BasedDuration基于资源的工期Resource-LimitedPlanning资源受限的计划Resource-LimitedResourceScheduling资源受限的资源进度计划Resources资源ResourcingPlan资源计划ResponsePlanning响应计划编制ResponseSystem响应系统ResponseTime响应时间Responsibility职责ResponsibilityAssignmentMatrix("RAM")责任分配矩阵(RAM) ResponsibilityChart职责表Responsibility/AccountabilityMatrix ResponsibilityCharting职责表制作ResponsibilityMatrix责任矩阵ResponsibilityAssignmentMatrix.Responsibility/AccountabilityMatrix("RAM")责任矩阵(RAM) ResponsibleOrganization责任组织Restraint制约因素Restructuring重组ResubmittedLot再次提交的组(批次)Result结果Results结果Retainage定金Retention保留金ReturnonInvestment("ROI")投资回报Reuse复用Revamp改进Revenue收入RevenueCost收入成本收益成本Review评审Reviewers评审员Revision修订Reward奖赏RewardPower奖赏权力Rework返工RF剩余浮动时间RemainingFloatRFA经费申请RequestforAppropriation RFC变更申请RequestforChangeRFP建议书邀请函RequestforProposalRFQ报价邀请函RequestforQuotationRisk风险Risk&ReadinessAssessment风险和准备情况评估RiskAnalysis风险分析RiskAnalysisandManagementforProjects("RAMP")项目的风险分析和管理(RAMP)RiskAnalyst风险分析员RiskandContingencyManagement风险和应急管理RiskAssessment风险评估RiskAssessmentTables风险评估表RiskAssumption风险假设条件RiskAvoidance风险回避RiskBrainstorming风险头脑风暴RiskCustodian风险监督人RiskDataApplications风险数据应用RiskDeflection风险转移RiskDiary风险日志RiskEvaluation风险评价RiskEvent风险事件RiskEventStatus风险事件状态RiskFactor风险因素RiskIdentification风险识别RiskManagement风险管理RiskManagementBudget("RMB")风险管理预算(RMB) RiskManagementPlan风险管理计划RiskMatrix风险矩阵RiskMitigation风险减轻RiskMitigationStrategy风险减轻战略RiskPrioritizing风险排序RiskProbability风险概率RiskProcessManager风险过程经理RiskQuantification风险量化RiskRanking风险分级RiskReduction风险降低RiskResponse风险响应RiskResponseControl风险响应控制RiskResponseDevelopment风险响应计划制定RiskResponsePlan风险响应计划RiskResponsePlanning风险响应计划编制RiskResponseSystem风险响应系统RiskReview风险评审RiskSharing风险共担RiskTransfer风险转移RiskTreatment风险处理Risk value风险值Risk,close-downreport风险结束报告Risk,processplan风险过程计划Risk,projectrisk风险项目风险Risks风险Role角色workerRoles角色RollUp总成RollingWave滚动计划RollingWaveConcept滚动计划概念RollingWavePlanning滚动计划规划RoughOrderofMagnitudeEstimate("ROM")粗数量级估计(ROM) Royalties特许使用费版税RubberBaselining橡皮基线RuleofThumb经验法则Rules规则RulesofEvidence证据规则RunTime运行时间RunawayProject失控项目SCurveS曲线SCurveTrackingS曲线跟踪Safety安全措施SafetyPlan安全计划SalaryAdministration薪酬管理Sales销售Salvage残值Sample样品SamplePlan,Multiple多次抽样计划SampleSize抽样规模SampleUnit抽样单元Sample,Representative典型抽样Sampling抽样SamplingFrequency("f")抽样频率SamplingPlan抽样计划SamplingPlan,double二次抽样计划SamplingPlan,multi-level多层次抽样计划SamplingPlan,sequential顺序抽样计划SamplingPlan,single单次抽样计划SamplingPlan,single-level单层次抽样计划Sampling,biased有歧视性抽样SARSubsequentApplicationReview Satisfaction满意SCScheduledCostScanning扫描式检查Scenario情景ScenarioPlanning情景规划Schedule进度表进度计划ProjectScheduleNetworkAnalysisScheduleCompression进度压缩DurationCompressionScheduleControl进度控制ScheduleDates进度日期ScheduleDevelopment进度安排ScheduleManagement进度管理SchedulePerformanceIndex("SPI")进度绩效指数ScheduleRefinement进度调整ScheduleRevision进度修正ScheduleStatus进度状态ScopeReportingScheduleUpdate进度更新ScheduleVariance("SV")进度偏差("SV") ScheduleWorkUnit进度工作单元ScheduledCost("SC")计划成本ScheduledCostofWork工作的计划成本BudgetedCostofWorkScheduled ScheduledFinish("SF")计划完成点("SF") ScheduledFinishDate("SF")计划完成日期("SF")ScheduledNetwork时间表/进度网络图ScheduledPerformanceIndicator("SPI")进度绩效指数ScheduledPerformanceRatio("SPR")进度绩效比ScheduledPerformanceIndicatorScheduledStart("SS")计划开始点ScheduledStartDate("SSD")计划开始日期Scheduling进度安排SchedulingTechniques进度安排技巧ScientificWildAnatomicalGuess("SWAG")科学粗略剖析性猜测Scope范围ScopeAllowance范围允许量ScopeBaseline范围基线另BaselineScopeBaselineApproval范围基线核准ScopeBoundaries范围边界ScopeChange范围变更ScopeChangeControl范围变更控制ScopeChanges范围变更ScopeConstraints范围约束ScopeCost范围成本ScopeCreep范围蔓延ScopeCriteria范围标准ScopeDefinition范围定义ScopeDe script ion范围描述ScopeInterfaces范围界面ScopeManagement范围管理ScopeofWork工作范围ScopePerformance/Quality范围性能/质量ScopeQuality范围质量ScopeReporting范围报告ScopeRisk范围风险ScopeRiskLimits范围风险限度ScopeSchedule范围进度ScopeStatement范围说明ScopeVerification范围验证范围确认Score评分ScoringaProject'sContribution项目贡献评分ScoringPlan评分计划SCR系统概念评审SystemConceptReviewScrap废料Screening筛选法ScreeningInspection筛选检查SDL软件开发库SoftwareDevelopmentLibrary SDR系统设计评审SystemDesignReview SDWT自我指导工作团队SelfDirectedWorkTeams SealedBidding封标SecondSource第二货源SecondaryFloat("SF")次要浮动时间SecondaryRisk次级风险SecondaryRisks次级风险SecondmentMatrix借调矩阵型Sector部分扇区Sectors部门Security安全SecurityAcceptanceLetter安全许可证/函SecurityPlan安全计划Segment部分Selection选择SelfDirectedWorkTeams("SDWT")自我指导工作团队Self-Inspection自检Self-Insurance自我保险Seller卖方Seller'sMarket卖方市场Selling销售Semantics语义学Semi-Time-ScaledLogicDrawing半时标逻辑图SeniorTechnical高级技术人员SeniorUser高级用户Sensitivity敏感性SensitivityAnalysis敏感性分析Sequence序列ServiceandSupportPersonnel服务和支持人员ServiceContract服务合同ServiceLiability服务责任ProductLiabilityServices服务Setup安装SFLevelFinish/Schedule ScheduledFinish SecondaryFloat ScheduledFinishDateShall必须Shareholders股东Shipment发货ShopDrawings施工图,制造图ShopInspection出厂检验ShortTerm短期ShortTermPlan短期计划ShortTermSchedule短期进度ShortTermPlanShould-CostEstimate应该成本估算ShowStopper项目障碍物Sign-Off签署同意Simulation模拟ComputerModeling SimultaneousEngineering/Design并行工程/设计ConcurrentEngineeringSite现场SiteInstruction现场指导FieldClarificationSiteLayout现场布局图SitePreparation现场准备SiteWorks现场工作SituationAnalysis形势分析SituationPlanning形势计划制定Situational情形的SizingEstimate分/量级估算EstimateClassCSkill技能SkillGroups技能组Skills专门技术技能SkunkWorks特殊团队QuickReactionCapability Slack时差浮动时间FloatSlackTime时差/浮动时间SlipChart趋势图Slippage偏移SLVAR差异分析报告汇总SummaryLevelVarianceAnalysisReporting Smoothing缓和平滑Social社交的社会的SocialFactors社会因素SocialLoafing懒散地工作Socioeconomic社会经济学的SoftProject软项目SoftSkills软技能Software软件ComputerSoftwareSoftwareArchitecture软件构架SoftwareDevelopment软件开发SoftwareDevelopmentLibrary("SDL")软件开发库SoftwareDevelopmentPlan软件开发计划SoftwareEngineering软件工程SoftwareProductSpecification软件产品规范SoftwareProject软件项目SoftwareQualityAssurance软件质量保证SoftwareSpecificationReview软件规范评审SoleSource唯一供方SoleSourcing唯一供方的采购Solicitation询价SolicitationPlanning询价计划制定SolutionSelection方案选择Solving解决Source来源SourceCode源代码SourceList供方目录SourceSelection供方选择SourceSelection,inprocurement供方选择,在采购过程中Sourcing决定供方SOW工作说明书StatementofWorkSpanActivity。
《Project项目管理软件》课程标准
《Project项目管理软件》课程标准一、课程简介本课程旨在介绍与项目管理软件相关的知识和技能，帮助学员掌握使用项目管理软件来有效规划、执行和监控项目的能力。
通过本课程的研究，学员将了解项目管理软件的基本功能和操作流程，熟悉常用的项目管理软件工具，并能够将其应用到实际项目管理中。
二、课程目标- 理解项目管理软件的作用和重要性。
- 熟悉常用的项目管理软件工具，如Microsoft Project、Asana 等。
- 掌握项目管理软件的基本功能，如项目计划制定、资源分配、进度跟踪等。
- 学会使用项目管理软件进行项目计划编制、任务分配和团队协作。
- 能够通过项目管理软件进行项目进度监控和问题解决。
- 培养良好的项目管理软件使用惯，提高工作效率和项目管理质量。
三、课程内容1. 项目管理软件概述- 项目管理软件的定义和作用- 常用的项目管理软件工具介绍2. 项目管理软件的基本功能- 项目计划制定- 任务分配与资源管理- 进度跟踪与监控- 风险管理与问题解决3. 项目管理软件的操作技巧- 软件界面和操作流程- 任务的创建和分配- 进度的设置和追踪- 资源的管理和优化4. 项目管理软件在实践中的应用- 项目计划编制和调整- 任务分配和团队协作- 项目进度监控和报告生成- 风险管理和问题解决四、教学方法本课程将采用以下教学方法：- 理论讲授：介绍项目管理软件的基本概念、功能和操作技巧。
- 实践演练：通过实际案例和练，让学员熟悉项目管理软件的使用方法。
- 讨论互动：与学员进行讨论和交流，分享项目管理软件的应用心得和技巧。
五、考核要求学员参加课程研究后，需完成相关的课后作业和实践任务。
课程考核方式包括但不限于以下形式：- 课后作业：理论知识的巩固和运用。
- 实践任务：应用项目管理软件解决实际问题。
- 个人报告：总结和反思项目管理软件的使用经验。
六、参考资料- 《Microsoft Project用户手册》- 《Asana官方文档》- 《项目管理软件实战指南》以上为《Project项目管理软件》课程的标准。
第九章_Project resource management项目管理知识体系PMBOK英文第六版
Physical resource management
• Physical resource management is concentrated in allocating and using the physical resources (material, equipment, and supplies, for example) needed for successful completion of the project in an efficient and effective way.
• Failing to manage and control resources efficiently is a source of risk for successful project completion.
• For example:
– Failing to secure critical equipment or infrastructure on time may result in delays in the manufacturing of the final product,
– Virtual teams/distributed teams. The globalization of projects has promoted the need for virtual teams that work on the same project, but are not colocated at the same site.
• These processes help ensure that the right resources will be available to the project manager and project team at the right time and place.
Project_Management英文(ppt 13页)
Check on-site technical infrastructure 3 Before getting to work
Define project modules and
Write list of rb and client team members
interrelationships
6 Controlling of incidentals
Confirmation of project structuring
Information/ requests
Introduction of team
Confirmation of proposal
Infrastructure for team
Time schedule
Time schedule
Checklist: • • • • •
Discuss hypothesis, project organization,
Discuss agenda for external kick-off
2 Project registration Fill-out project registration form Obtain P number
Conflict management
Know-how management
Conflict management
Interface staff Motivation
RB-CI
Budget controlling
Communication flow
Motivation
Preparation for
presentation
Communicate address, phones and
pmbok案例
pmbok案例PMBOK（Project Management Body of Knowledge）是由项目管理学会（Project Management Institute）发布的项目管理知识体系，是项目管理领域的国际标准。
PMBOK案例是通过实际项目案例来阐述PMBOK的应用和实践。
下面列举了十个PMBOK案例，以展示其在不同项目环境下的应用。
1. 案例1：建设大型商业中心项目项目目标：建设一个大型商业中心，包括购物中心、办公楼和住宅区，以满足城市发展的需求。
PMBOK过程组：项目启动、项目规划、项目执行、项目监控与控制、项目收尾。
PMBOK知识领域：范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理、干系人管理。
2. 案例2：开发新产品项目项目目标：开发一款新产品，满足市场需求，并在预定时间内上市。
PMBOK过程组：项目启动、项目规划、项目执行、项目监控与控制、项目收尾。
PMBOK知识领域：范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理、干系人管理。
3. 案例3：IT系统升级项目项目目标：对公司现有的IT系统进行升级，以提升工作效率和信息安全性。
PMBOK过程组：项目启动、项目规划、项目执行、项目监控与控制、项目收尾。
PMBOK知识领域：范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理、干系人管理。
4. 案例4：组织文化转型项目项目目标：将传统组织文化转型为创新、开放和协作的文化，以适应变化的市场环境。
PMBOK过程组：项目启动、项目规划、项目执行、项目监控与控制、项目收尾。
PMBOK知识领域：范围管理、时间管理、成本管理、质量管理、人力资源管理、沟通管理、风险管理、采购管理、干系人管理。
5. 案例5：建设新工厂项目项目目标：建设一座新工厂，以满足公司扩大生产规模的需求。
PMBOK过程组：项目启动、项目规划、项目执行、项目监控与控制、项目收尾。
project management-项目管理课后题及答案2
1.A private sector owner has more flexibility in designer and builder and builder selection and choice of delivery method than does a public owner.True or false? T私人部门拥有者的设计者和建造者和建设者的选择和选择的送货方式的更多的灵活性比不公开的所有者2.Both public and private sector owners hire architects first;the architects are responsible for hiring appropriate engineers.True or false?F公共和私营部门的业主至上聘请建筑师，建筑师是负责招聘的工程师合适3.Although a designer’s and a constructor’s responsibilities on a project differ,the financial,marking,and personnel functions of their home offices are relatively similar.True or false?T虽然一个项目一个设计师的和构造的不同职责，他们家办事处的财务，标记和人事职能都比较相似4.Which project participant is responsible for establishing the project objective? Aa.The ownerb.The architectc.The engineerd.The constructione.All of the above5.A constructor may be brought into a project before the design to provide early estimating,scheduling,and project control support,True or false? F一个构造函数可以被带入一个项目设计之前提供早期估计，调度和项目控制的支持窗体底端6.Who is responsible for contracting for subcontractor services on a project? Da.The field engineerb.The estimatorc.The superintendentd.The purchasing agente.All of the above7.Who is responsible for the correct positioning of a building on a site?Ca.The structural engineerb.The surveyorc.The civil engineerd.The constructore.None of the above8.Which project participant is responsible for the physical construction of the project?Ca.The architectb.The engineerc.The constructord.The construction tradese.None of the above9.Through their respective trade associations,material supplier often provide standards that may be incorporated into a project’s technical specifications.True or false? T通过其各自的贸易协会，材料供应商通常提供了可以结合到一个项目的技术规格标准10.Which of the following professions does not require state registration? Da.Architectureb.Constructionc.Engineeringd.Surveyinge.All of the aboveExercises1.Identify a new project that has been constructed in your area.Who was the lead design firm?Identify the subconsultants/designers hired by this firm.Identify the training and/or registration of the key designers that were used on the project.2.Identify the local professional architectural,engineer,and construction chapters that exist in your area.Contact one of these societies,get copies of their publications,invite a guest speaker to your class,and/or attend a meeting.3.Visit a job site and identify the trades that are presently working there.Write up a description of work for each trade.Is the job union or nonunion?。
pmc工作总结范文9篇
pmc工作总结范文9篇第1篇示例：项目管理委托（PMC）是工程领域中一个重要的概念，它是指委托方将项目的管理和协调工作交由专业的项目管理公司来完成。
作为PMC项目经理，我在过去的一段时间里负责了几个大型工程项目的管理工作，下面就我个人的工作总结进行分享。
作为PMC项目经理，我深刻理解项目管理的核心是管理资源、控制成本、确保质量和保证工期，因此我始终注重项目的整体目标和关键节点的控制。
在项目启动阶段，我会与委托方沟通需求、明确目标、制定计划，并将其有效传达给项目团队。
在项目执行阶段，我注重团队管理和协调，分配任务、监督执行、及时调整，并及时沟通项目进展和问题，确保项目按计划推进。
在项目交付阶段，我严格把控质量和工期，与各方合作交接，做好项目收尾工作，确保项目圆满完成。
在项目管理过程中，我注重团队建设和沟通协作。
作为项目经理，我不仅要有丰富的项目管理经验和专业知识，更要具备良好的团队合作能力和沟通技巧。
我始终注重团队建设，激发团队成员的工作热情和潜力，培养团队的协作意识和执行力。
我注重与各方的沟通协调，与委托方保持密切沟通，及时传达项目进展和问题，与项目团队保持良好关系，解决团队内部冲突，确保项目目标的实现。
在项目管理实践中，我注重风险管理和持续改进。
项目管理是一项风险较高的工作，因此我始终注重风险管理，分析项目可能面临的风险和问题，制定应对策略和预案，降低风险发生的可能性，确保项目的安全和顺利进行。
我也注重持续改进，总结项目管理的经验和教训，完善项目管理的流程和方法，提升项目管理水平和绩效，为未来的项目管理工作提供借鉴和参考。
作为PMC项目经理，我深知项目管理的重要性和复杂性，我在过去的项目管理工作中积累了丰富的经验和实践，取得了一定的成绩和效果。
我将继续努力学习和提升自己的项目管理能力，不断完善自己的管理技能和团队协作能力，为更多的项目取得成功做出更多的贡献。
【此处可根据具体情况补充个人感想和展望】。
(9)Project Procurement Management
Project Procurement Management
11
IT Project Management
Procurement Planning Tools and Techniques
Purchasing （购） Outsourcing (外购)
Project Procurement Management
3
IT Project Management
Project Procurement Management
Organizations or individuals who provide procurement services are referred to as suppliers, vendors, subcontractors, or sellers, with suppliers being the most widely used term.
Project Procurement Management
5
IT Project Management
Concerns on Outsourcing
Do not have much control over those aspects of projects that suppliers carry out
Experts
both internal and external, can provide valuable inputs in procurement decisions
Project Procurement Management
project management templates
Points of Contact (3)Prime Contractor Information Company (3)Project Executive Summary (4)Business Need/Problem (4)Statement of Work (4)Project Objectives (4)Project Approach (4)Technical Project Components (4)Scope Statement Template (5)Project Description (5)Project Justification (5)Project’s Product (5)Phase Description (5)Major Deliverables for this(these) phase(s) (5)Functional Scope (5)Organization/Stakeholder Scope (5)Technical Scope (5)Geographical Scope (6)Costs/Benefits Summary (6)Assumptions and Constraints (6)Risk Factors (6)Critical Success Factors (6)Scope Management Plan (6)Commitment and Approval (6)Cost Analysis Template (7)Project Overview and Background (7)Discussion of Alternatives (7)Lifecycle Costs and Benefits (7)Project Resource Plan Template (8)Project Resource Information (8)Assumptions (8)Risks (8)Resource Staffing Plan (9)Risk Plan Template (10)Procurement Plan Template (11)Description of the Items and Services to be Purchased (11)Market Analysis (11)Requirements Analysis (11)Contracts (12)Deliverables and the Procuremen t Schedule (12)Communications Planning Template (13)Distribution (13)Updating the Communication Plan (13)Communication Plan Storage (13)Project Budget Estimate Template (14)Cost Management Plan Template (16)Project Variance Levels (16)Budget Updates (16)Project Plan FormatProject Name: Date:Project Number: Agency:Modification Dates: Prepared by:Please answer the following questions by providing a response as appropriate.Budget for project by fiscal year andBudget Amount:Fiscal Year: Funded:Budget Amount:Fiscal Year:Funded:Budget Amount:Fiscal Year:Funded:Total Budget:Points of Contact:This should be the list of individuals that will be involved with the project during the Execution Phase.Position Name/Agency Phone E-mailProject ManagerSenior ManagementSponsorSenior TechnicalSponsorProcurement ContactProject Team MemberProject Team MemberCustomers:Other Stakeholders:Other Stakeholders:Prime Contractor Information Company:Position Name Phone E-MailProject ManagerSenior TechnicalSponsorContracts ContactOtherPROJECT EXECUTIVE SUMMARYProvides an executive level overview of the Project Plan: Identify the business need or problem, identify the project goals and objectives, and define the management strategy used to implement the project.Business Need/Problem:All projects start with a business problem/issue to solve.Statement of Work:This statement should be short and to the point. It should not contain language or terminologyProject Objectives:Provide a brief, concise list of what the project is to accomplish.Project Approach:Describe the strategy to deliver the project. For example, it may describe a phased strategy, contracting approach, reference to implementation, etc. Subsections may be created to presentTECHNICAL PROJECT COMPONENTSProvides a detailed listing of the Requirements Definition, Specification, Design, and Implementation and Training Plans for inclusion into the project activities.Scope Statement TemplateProject DescriptionGeneral description of the projectProject JustificationWhat is the business need that the project will address?Project’s ProductBrief summary of the product descriptionPhase DescriptionSummary of phase or multiple phases that are the subject of this planning activity Major Deliverables for this(these) phase(s)High level description of the deliverable, approach to be used, and completion criteria Deliverable Approach Completion CriteriaFunctional ScopeHigh level business process flow charts, process descriptions, boundaries, etc. Organization/Stakeholder ScopeOrganizations/Stakeholders that will be involved/impacted and howTechnical ScopeTechnologies that will be used or excluded, and whyGeographical ScopeSites that will be or will not be impactedCosts/Benefits SummarySummary of cost/benefits expected or not expected from this(these) phase(s)Assumptions and ConstraintsKey project assumptions and constraints for this(these) phase(s)Risk FactorsDescription of potential risks that could impact on project successCritical Success FactorsDescription of what will be the determining factors that are needed to ensure project success Scope Management PlanDescription of how project scope will be managed and how scope changes will be integrated into the projectCommitment and ApprovalPosition Name Date Project ManagerSenior ManagementSponsorResource ManagerCustomerCost Analysis TemplateProject Overview and BackgroundBrief overview, background and definition of the project. Discussion of AlternativesDiscuss the project ground rules and assumptions.Status Quo – Current Process (As-Is-Model)Discussion of Alternative concepts and GoalsProgram ConceptFunctional ConceptTechnical ConceptProject Alternatives (To-Be-Model)Acquisition StrategyDiscussion of AlternativesScheduleLifecycle Costs and BenefitsDiscuss the costs and benefits of the product according to its lifecycle. Lifecycle Cost and Benefit SummaryRisk and Sensitivity AnalysisLifecycle Cost-Benefit ComparisonProject Resource Plan TemplateProject Resource InformationDetermine the major resources that will be needed in the execution of the project. For each resource determine the cost, availability, and skill level or specification required. These resources may include the following: people, money, equipment, facilities, materials and supplies, and information technology.Resource Cost Estimate Availability Skill/Specification AssumptionsDocument any assumptions made in resource allocation.RisksDocument any particular risks involved in resource allocation.Resource Staffing PlanAfter establishing the human resources required for the project, develop a staffing plan that shows the number of personnel, by type, that will be required on the project on a monthly basis.Example:MonthPersonnelCategory January February March April MayX X X X XProjectManagerX X X X XQualityEngineerCA X X X X XProgrammer X X X XTech Writer X XPersonnelMonthCategoryRisk Plan TemplateRisk DescriptionProbability Impact ExposureCurrent Status AffectedPhaseImpact TimeFrameRisk Area Critical Path SectionControl ResponsiblePerson Date IdentifiedContingency Plan Mitigation Plan Historical EventsProcurement Plan TemplateDescription of the Items and Services to be PurchasedThe intended use of the itemsThe performance requirements to be met by the itemsThe benefits and/or justification of the purchaseMarket AnalysisGeneral market conditionsTechnological trendsAvailable productsSimilar systems in use and performanceDetailed sources of information on the itemNumber of potential clients participatingRequirements AnalysisProcess requirements ensuring that the system will meet the requirements of the work process Technical requirements ensuring that the system will have the capabilities and the capacity required, and will fit into the State’s technical infrastructure and operation environment Project management requirements including definition of vendor and agency responsibilitiesSpecifications including the technical data required in specifying and inspecting the selected productContractsTypes of contracts/ordering agreementsThe Selection Process and CriteriaNegotiation strategiesDeliverables and the Procurement ScheduleA list of all major deliverablesA description of and timeline for the procurement process, including all required approvalsCommunications Planning Template DistributionFlow of project information throughout the projectStakeholder What info dothey need Why do theyneed itWhen will theyget itHow will they get itUpdating the Communication PlanDescribe how and when the Communications Plan will be updated throughout the project. Communication Plan StorageDescribe where physical project files will be kept within the agency as well as where electronic media might be stored for project team access.Project Budget Estimate TemplateProject Task LaborHourLaborCostMaterialCostTravelCostEducationCostOtherCostTotalperTask $ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $$ $ $ $ $ $ Other:$ $ $ $ $ $$ $ $ $ $ $ Sub-Totals:$ $ $ $ $ $ Risk (Contingency)$ $ $ $ $ $ TOTAL (scheduled)Comments: (List assumptions for costs as appropriate.)Cost Management Plan TemplateProject Variance Levels(Describe the cost variance levels approved for this project)Variance Management(Describe how variances will be measured and managed throughout the project) Budget Updates(Describe how budget updates will be handled)。
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9.1 Project Team Development And Effectiveness
The effective project team
A clear understanding of the project objective Clear expectations of each person’s role and responsibilities A results orientation A high degree of cooperation and collaboration A high level of trust
Forming
Team members have positive expectations and eager to get started on the work Little actual work is accomplished The project manager needs to provide direction and structure
Stages of team development and growth
Forming Storming Norming Performing
forming High storming norming performing
Sense of team
Work performance Low
9.1 Project Team Development And Effectiveness
A nine-step approach to problem solving
Develop a problem statement Identify potential causes of the problem Gather data and verify the most likely causes Identify possible solutions Evaluate the alternative solutions Determine the best solution Revise the project plan Implement the solution Determine weather the problem has been solved
Project Management
Chapter 9 The Project Team By Qiu WeiHua
9 The Project Team
Project Profile:
See page 109, “Team building and project management: How Are We Doing?” See page 110, “Building communication in project team”
9.2 Conflict on Project
Sources of conflict
Work scope Resource assignments Schedule Cost Priorities Organizational issues Personal differences
9.2 Conflict on Project
9 The Project Team
9.1 Project Team Development And Effectiveness 9.2 Conflict On Projects 9.3 Problem Solving 9.4 Time Management
9.1 Project Team Development And Effectiveness
9.1 Project Team Development And Effectiveness
Performing
The team feels a sense of unity A great degree of interdependecy, willing help to each other The project manager fully delegates responsibility and authority
Storming
Conflict emerges and tension increases Team member wonder how much control and authority they have The project manager needs to provide guidance and foster conflict resolution
9.4 Time Management
Ways of effective time management
Try to handle most paperwork only once Reward yourself at the end of week if you accomplished all your goals
Hading conflict
Avoiding or withdrawing Competing or forcing Accommodating or smoothing Compromising Collaborating, confronting, or problem solving
9.3 Problem Solving
Homework
Page 134 questions 3,5
9.1 Project Team Development And Effectiveness
Team building
Initiate social events to celebrate project events, such milestone Periodically call team meeting for team-related issues, not project items
9.1 Project Team Development And Effectiveness
The barriers to team effectiveness
Unclear goals Unclear definition of roles and responsibilities Lack of project structure Lack of commitment Poor communication Poor leadership Turnover of project members Disfunctional Development And Effectiveness
Being an effective team member
Enriching and satisfying growth experience for each individual Plan, control, and feel accountable for their individual work efforts Participate and communicate Help to create a positive, constructive project environment
9 The Project Team
Objective The development and growth of teams Characteristics of effective project teams and barriers to effectiveness Team building Sources of conflict during the project and approaches to handling conflict Problem solving Effective time management
9.1 Project Team Development And Effectiveness
Norming
Conflict and dissatisfaction are reduced, cohesion begins to develop, and there is a sense of team A great sharing of information, ideas, and feeling, cooperation increases Work performance accelerates and productivity increase The project manager minimizes directiveness and takes on a more supportive roles
Branstorming
9.4 Time Management
Ways of effective time management
At the end of each week, identify several (two to five) goals that you want to accomplish the following week At the end of each day, make a to-do list for the next day Read the daily to-do list first thing in the morning, and keep it in sight all day Control interruptions Learn to say no Make effective use of waiting time