第一章项目管理双语PPT
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• 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)
1.7: Integration of Project 项目整合
• Integration of Project includes:
1. Integration of Project with the Strategic Plan 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
and professionals. 4. Typically, doing something that has never been
done before. 5. Specific time, cost, and performance
requirements.
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)
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)
1-2
• 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 resolve problems that threaten project work.项目经 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 决威胁项目工作的问题。(15-3-6)
3. 层次3：与组织的程序相整合的明确定义的过程。
4. 层次4：最高层次，代表无缝的、整合的、整体 的项目系统和过程，包括考虑到项目选择、计 划、绩效和经验教训的战略决策。
5. 层次5：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。
1-3
Capability Maturity Model (CMM)
----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 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、 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 迹背后的工匠”
——彼得.莫里斯，《项目的管理》
1.1: basic conception
• 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 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 限制。(5-1-1)
• They must orchestrate the completion 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)
5. Level 5: Continuous improvement by archiving and using lessons learned to improve project management learned.
1. 层次1：缺乏一个指定包含成本，时间和性能的 项目计划的过程。
2. 层次2：主要用于大型关键项目的重复过程。
1.2: The Project Life Cycle项目生命周期
• The project life cycle typically passes sequentially through four stages:(6-2-1)
1. Definition stage 2. Planning stage 3. Execution stage 4. Delivery stage
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.
2. Level 2: Repeatable processes used primarily on large mission-critical projects.
3. Level 3: Well-defined processes that are integrate with organization processes.
The Age of Project Management
1.6: Capability Maturity Model (CMM)能 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.
1-1
Project Life Cycle
1.4: The project manager 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)
• Project management is not limited to the private sector. Project management is also a vehicle for doing good deeds and solving social problems.(3-6-1)
1.7.1：Integration of Project with the Strategic Plan项目和战略计划的整合
• In some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans are written by one group of managers, projects selected by another group, and projects implemented by another. (13-4-1)
• The major goal of a project is to satisfy a customer’s 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
教学方法 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。
考试分值的分配
考试内容
理论方法的应用 占70% 解决问题的实际能力 占30%
Chapter One:
Modern Project Management
Managing projects 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 of the world.(3-1-1)
1.5: The Importance of Project Management 项目管理的重要性
• Several reasons项目管理的重要性源自以下 理由： (7-3-8) 1. Compression of the product Life Cycle 高科技行业产品开发的一个共同的经验法则 是，项目耽搁6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。(7-4-1) 2. Global Competition (7-6-1)
• 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 that actively practice project management are at level 4 or 5.(1211-1)
山西财经大学 张宝建
课程的主要内容
5.估算 6.网络 8.资源进度
4.定义 1.前言 3.组织
7.风险
9.缩短进度 13.过程控制 14.收尾
16.展望
2.战略
12.合伙
15.国际项目
10.领导
11百度文库团队
教学计划与方法
教学计划 以量化分析为主，第四章项目定义、第五章估算项 目时间和成本、第六章制定项目计划、第八章资源 进度计划、第九章缩短项目时间、第十三章进度和 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。
• The project approach has long been the style of doing business in the construction industry, U.S. Department of 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)
1.7: Integration of Project 项目整合
• Integration of Project includes:
1. Integration of Project with the Strategic Plan 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
and professionals. 4. Typically, doing something that has never been
done before. 5. Specific time, cost, and performance
requirements.
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)
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)
1-2
• 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 resolve problems that threaten project work.项目经 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 决威胁项目工作的问题。(15-3-6)
3. 层次3：与组织的程序相整合的明确定义的过程。
4. 层次4：最高层次，代表无缝的、整合的、整体 的项目系统和过程，包括考虑到项目选择、计 划、绩效和经验教训的战略决策。
5. 层次5：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。
1-3
Capability Maturity Model (CMM)
----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 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、 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 迹背后的工匠”
——彼得.莫里斯，《项目的管理》
1.1: basic conception
• 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 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 限制。(5-1-1)
• They must orchestrate the completion 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)
5. Level 5: Continuous improvement by archiving and using lessons learned to improve project management learned.
1. 层次1：缺乏一个指定包含成本，时间和性能的 项目计划的过程。
2. 层次2：主要用于大型关键项目的重复过程。
1.2: The Project Life Cycle项目生命周期
• The project life cycle typically passes sequentially through four stages:(6-2-1)
1. Definition stage 2. Planning stage 3. Execution stage 4. Delivery stage
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.
2. Level 2: Repeatable processes used primarily on large mission-critical projects.
3. Level 3: Well-defined processes that are integrate with organization processes.
The Age of Project Management
1.6: Capability Maturity Model (CMM)能 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.
1-1
Project Life Cycle
1.4: The project manager 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)
• Project management is not limited to the private sector. Project management is also a vehicle for doing good deeds and solving social problems.(3-6-1)
1.7.1：Integration of Project with the Strategic Plan项目和战略计划的整合
• In some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans are written by one group of managers, projects selected by another group, and projects implemented by another. (13-4-1)
• The major goal of a project is to satisfy a customer’s 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
教学方法 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。
考试分值的分配
考试内容
理论方法的应用 占70% 解决问题的实际能力 占30%
Chapter One:
Modern Project Management
Managing projects 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 of the world.(3-1-1)
1.5: The Importance of Project Management 项目管理的重要性
• Several reasons项目管理的重要性源自以下 理由： (7-3-8) 1. Compression of the product Life Cycle 高科技行业产品开发的一个共同的经验法则 是，项目耽搁6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。(7-4-1) 2. Global Competition (7-6-1)
• 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 that actively practice project management are at level 4 or 5.(1211-1)
山西财经大学 张宝建
课程的主要内容
5.估算 6.网络 8.资源进度
4.定义 1.前言 3.组织
7.风险
9.缩短进度 13.过程控制 14.收尾
16.展望
2.战略
12.合伙
15.国际项目
10.领导
11百度文库团队
教学计划与方法
教学计划 以量化分析为主，第四章项目定义、第五章估算项 目时间和成本、第六章制定项目计划、第八章资源 进度计划、第九章缩短项目时间、第十三章进度和 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。
• The project approach has long been the style of doing business in the construction industry, U.S. Department of 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)