项目管理课程资料(ppt 89页)(英文版)
项目管理培训课件完整版ppt资料.ppt
采用PP管及配件：根据给水设计图配置好PP管及配件，用管件在 管材垂 直角切 断管材 ，边剪 边旋转 ，以保 证切口 面的圆 度，保 持熔接 部位干 净无污 物
项目－－引入变革与ห้องสมุดไป่ตู้新
目标 采用项目1
收入
项目1的价值
• 项目的价值：
现在
未来
— 为了持续的发展，必须要在合适的时机引入变革。
— 引入变革就会带来风险，管理项目就是在管理风险！
Tf = 第一次销售
Ts = 规格完成
Tp = 感知到
Tbe = 盈亏平衡
Tr = 产品发布
Tb = 开始立项
Te = 退出市场
19
采用PP管及配件：根据给水设计图配置好PP管及配件，用管件在 管材垂 直角切 断管材 ，边剪 边旋转 ，以保 证切口 面的圆 度，保 持熔接 部位干 净无污 物
进入项目时代
项目管理在国外的发展
• 长期以来，发达国家在推动项目管理发展中大受裨益
— 美国政府性科研项目、军事项目得益于系统工程 – NASA（航空航天项目） – SEI（国家软件采购项目质量标准制定）
— 欧洲则发源于建筑、工程项目管理 — 殊途同归，美洲和欧洲的项目管理在理念上是相通的
• 标准化：项目管理的最佳实践总结，为组织、团队、个人提供实践指导；
13
采用PP管及配件：根据给水设计图配置好PP管及配件，用管件在 管材垂 直角切 断管材 ，边剪 边旋转 ，以保 证切口 面的圆 度，保 持熔接 部位干 净无污 物
项目管理在国内的发展
• 其重要性逐渐被国人所认识（从组织到个人）：迫于市场竞争的压力（更快、更好、
更低廉）
• 项目管理知识和最佳实践有待普及
项目管理课程资料.ppt
• Tools and techniques: project selection methods; expert judgement
• Outputs: project charter; project manager identified/assigned; constrains; assumptions
• 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
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
Initiating processes
Controlling processes
Planning processes
Executing processes
Dec. 2001
Closing processes
Wanjun JIANG GSM PKU
• Initiating processes--recognizing that a project or phase should begin or and ቤተ መጻሕፍቲ ባይዱommitting to do so
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.
项目管理-en(英文版).pptx
普
华
永
道
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
普
华
永
道
Project Charter
普
华
永
道
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
普
华
永
道
Phase 1: Project Preparation
工程项目管理英语ppt
Project management is project activities in the
specialized knowledge, skills, tools and methods, make
1、更符合现代商业活动的特征及规律 2、有利于现代商业企业的管理优化
The rapid development of China's economy, make more investment into the city $one hundred million a year. Successful bid to host the Olympic Games and join the WTO, is expected to bring new round of international investment boom. With the advent of the era of new economy, people more and more clearly aware that the present and the future of globalization market competition, project management is one of the key factors to success
the project can be limited under the condition of limited
resources, to achieve or exceed the set of needs and
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.
工程项目管理英文教材
Introduction:Construction Project Management is a vital field that encompasses the planning, execution, and control of construction projects. This textbook aims to provide a comprehensive understanding of the principles, methodologies, and practices involved in managing construction projects effectively. It is designed for students, professionals, and anyone interested in the field of construction project management.Chapter 1: Introduction to Construction Project ManagementThis chapter introduces the concept of construction project management, its importance, and the roles and responsibilities of project managers. It also discusses the project lifecycle, key stakeholders, and the need for effective project management in the construction industry.Chapter 2: Project PlanningThis chapter covers the essential aspects of project planning, including defining project objectives, scope, and constraints. It explains how to create a project plan, including the identification of activities, duration, and resources required. The chapter also discusses thecritical path method (CPM) and the program evaluation and review technique (PERT) for scheduling and managing project activities.Chapter 3: Project Organization and Team ManagementThis chapter focuses on the establishment of an effective project organization structure, including the roles and responsibilities of team members. It explores techniques for team building, communication, and conflict resolution. Additionally, it discusses the importance of leadership and motivation in project management.Chapter 4: Project Cost ManagementThis chapter covers the principles of cost management in construction projects. It includes the estimation of project costs, budgeting, cost control, and variance analysis. The chapter also discusses the importance of cost management in achieving project profitability and financial stability.Chapter 5: Project Quality ManagementThis chapter emphasizes the significance of quality in construction projects. It covers the principles of quality management, including quality planning, quality assurance, and quality control. The chapter also discusses the use of quality tools and techniques, such asstatistical process control (SPC) and root cause analysis.Chapter 6: Project Risk ManagementThis chapter introduces the concept of risk management in construction projects. It covers the identification, analysis, and mitigation of risks. The chapter also discusses the use of risk management tools and techniques, such as risk registers, risk matrices, and risk response plans.Chapter 7: Project Procurement ManagementThis chapter focuses on the procurement process in construction projects, including the selection of suppliers, contract administration, and contract management. It discusses the importance of effective procurement in ensuring project quality, cost, and schedule.Chapter 8: Project Communication ManagementThis chapter emphasizes the importance of communication in project management. It covers the principles of effective communication,including the use of project management tools and techniques, such as project management software, meetings, and reports.Chapter 9: Project Sustainability and Environmental ManagementThis chapter explores the growing importance of sustainability and environmental management in construction projects. It covers the principles of sustainable construction, green building, and environmental regulations.Chapter 10: Project Closure and Lessons LearnedThis chapter discusses the process of project closure, including the completion of project deliverables, handover to the client, andfinalizing project documentation. It also emphasizes the importance of capturing lessons learned to improve future projects.Conclusion:Construction Project Management is a comprehensive textbook that covers all aspects of managing construction projects effectively. It provides a solid foundation for students and professionals to develop the necessary skills and knowledge to excel in the field of construction project management. The textbook's practical approach and real-world examples make it an invaluable resource for anyone interested in this dynamic and challenging field.。
项目管理知识体系(英文)
Quality Planning
Comm
Risk
Planning Identification
Quality Mgmt Plan Commun Sources of Risk
Operational Defn Mgmt Plan Potential RiskEvents
Checklists
Risk Symptoms
Cost Budgeting
Project Plan Execution
Project Plan Development
Performance Reporting
Overall Change Control
Contract Closeout
Administrative Closure
Initiating
Quality Improvements
Scope
Organization Chart Supporting Detail
Evaluation Criteria Statement(s) of Work Updates
Verification
Cost
Controlling
Revised Cost Estimates
Schedule Updates Corrective Action Lessons Learned
Scope Changes Corrective Action Lessons Learned
Updates to Risk Mgmt
Plan
Quality
Scope Change Control
Control
Role/Respons Assignments
Staffing Mgmt Plan
项目管理培训讲义英文版(Project Management in English)
Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义ØTo provide with the knowledge and tools to perform professional project management in your day-to-day work environment;ØTo enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：ØExecuting & Controlling - Team Development - Quality- Performance- Changes- Life CycleØClosing ProjectØWrap-upDay-1：ØIntroduction ØInitiating Project ØPlanning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@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@ 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.
工程项目管理英文课件
Subprojects Functional subsystems Single objects
Effort
Number of personnel and various resources involved
Objective
Requirement of certain quality standard with limited time and money
Specific
Different from all previous product or service
Decision Making
Decision Design Making Preparation
Network Diagram
TIME
Closeout
Operation
Implementatio n
Construction
Design
Construction Project Phasing
Acceptance Start up
Construction
Construction Document Design Development Preliminary Design Design Specification Feasibility Study Project Proposal
Project Management
Basic Concepts Jiwei Ma
项目管理知识体系(英文).ppt
S oliciation P lanning
O rganizational P lanning
S taff A cquisition
S oliciation
S o u rce S election
Inform ation D istribution
Te a m D evelopm ent
Q uality A s s u ra n c e
Schedule Control
Q u a lity Control
Te a m D e ve lo p m e n t
P erfo rm an ce R e p o rtin g
A d m in istra tive C lo su re
Risk Response D e ve lo p m e n t
Cost B udgeting
P roject P lan E xecution
P roject P lan D evelopm ent
P erform ance R eporting
O verall Change C ontrol
C ontract C loseout
A dm inistrative C losure
Scope V e rific a tio n
C ontract A dm inistration
P la n n in g
E x e c u tin g
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk Response
C ontrol
In itia tin g
Q uality P lanning
项目管理-项目管理知识体系概览英文版,很强大 精品
Risk Mgmt Plan Inputs to other processes Contingency Plans Reserves Contractual Agreements
Team Development
Performance Improvements Input to Performance Appraisals
Risk Mgmt Plan Inputs to other processes Contingency Plans Reserves Contractual Agreements
Team Development
Performance Improvements Input to Performance Appraisals
Updates to Risk Mgmt
Plan
Quality
Scope Change Control
Control
Quality Improvement Acceptance Decisions Rework
Completed Checklists
Process Adjustments
Contract Administration
Development
Soliciation
Administrative Closure
Risk Response
Control
Source Selection
Contract Administration
Contract Closeout
Initiating Process
Planning Process
Project Management Processes Groups
项目管理-项目管理知识体系概览英文版-很强大-精品
WBS
Resource Planning
Resource Requirements
Planning
Activity Sequencing
Project Network Diagram Activity List Updates
Schedule Development
Activity Duration Estimation
Initiating Process
Planning Process
Executing Process
Controlling Process
Closing Process
Initiating
Project Management Processes Groups
Planning
Executing Controlling Closing
Resource Planning
Quality Planning
Organizational Comm
Planning
Planning
Risk
Procurement
Identification Planning
Project Plan Execution
Scope Planning
Activity
Quality Improvement Acceptance Decisions Rework
Completed Checklists
Process Adjustments
Contract Administration
Contract
Correspondence Contract Changes Payments Requests
项目管理知识体系(英文)
Cost Estimating
Cost Budgeting
Cost Estimates Supporting Detail Cost Mgmt Plan
Cost Baseline
Executing
Project Plan
Execution
Work Results Change Requests
Quality Planning
core facilitating
Comm Planning
Risk Identification
Procurement Planning
Risk Quantification
Risk Response Development
Soliciation Planning
Organizational Planning
Role/Respons Assignments
Staffing Mgmt Plan
Project staff assigned Procurement Mgmt Plan Project team directory Statement(s) of Work
Procurement Documents
Quality Improvement Acceptance Decisions Rework
Completed Checklists
Process Adjustments
Contract Administration
Contract
Correspondence Contract Changes Payments Requests
WBS
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Nov.28,2001
Wement, Peking University
Postulate 2
• Each individual’s wants are unlimited
• Understanding human behavior is also the fundamental to understanding how person act ---- game.
• We will mainly focus on REMM.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
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…...
• 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.
• 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.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• Understanding human behavior is fundamental to understanding how organizations function, whether are profitmaking firms, non-profit enterprises, or government agencies.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
A. Planning and Organizing
• 1 Planning
• 1)The technical activities of the project that will produce the project’s objectives:(1) team members’ activities; (2)schedule of the project deliverables.
Objectives
• IDENTIFY:
• What a project manager is
• Why a project manager is needed
• How to perform the role of a project manager
• When a project manager will play a key role in the project
• Planning and organizing
• Controlling and directing the day-to-day activities of a project(s)
• Delivering the project objectives to Sponsor and Steering Committee
REMM
• Resourceful, Evaluative, Maximizing Model
• Postulates 1--4
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 1
• 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
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
II. Project Manager’s Role
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
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.
• 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, Peking University
• Keep in mind:
• Almost all the people in the world act as REMMs, REMMs are everywhere ---- GAME between different parties----Try to understand what do your counter-party really want.
• 2) The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2) cost of team members’ labor;(3)cost of deliverables from suppliers;(4)all other project related cost
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• 2. Organizing
• 1) The project team,roles and responsibilities for all team members
• 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.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Topic 2
PROJECT MANAGER +
PROJECT ORGANIZATION
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
I. The Nature of Man
model about human behavior
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University