暨南大学《项目管理》chapter 14 project closu
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Project项目管理学习资料
项目、项目管理含义与项目管理过程
项目管理的五个过程process 启动过程、计划过程、控制过程、执行过 程、结束过程
某一阶段项目过程组织间的关联
项目 项目是为完成某一独特(Unique) 产品或服务所做的一次性 (Temporary)努力 项目阶段 启动阶段、计划阶段、执行阶 段、收尾阶段 项目管理 将相关的知识、技术、工具、 技能等应用于项目任务，以达 到或超过项目干系人对项目的 需求和期望的过程
项目主管 Project Manager
职员 Staff
职员 Staff
职员 Staff
职员 Staff
职员 Staff
职员 Staff
职员 Staff
强矩阵式组织形式
项目管理按任务（垂直结构）而不 是按职能（平行结构）组织起来
项目协调
概述 •既有职能部门，也有项目组，是二者的结合 •项目组是临时机构，职能部门为常设机构 •项目经理决定项目做什么，什么时候做 •部门经理决定派什么人员，采用什么技术 •改善了管理效率
企业项目管理－多角色参与
高层领导 项目主管 项目经理 项目组成员 协作部门
传统的职能型组织
概述 •职能式组织下所有人员按照专业部门设置 •部门经理对人员、经费有支配权，项目经理 或者没有，或者为名义上的学术带头人 •项目资源组织由部门经理负责 •项目过程控制和协调由部门经理进行
工作量
投入曲线
费用，人力， 物资投入
时间பைடு நூலகம்
C
D
E
F
项目管理
美国Standish集团在1994年对 8400余个项目的研究表明： — 16%的项目实现了其目标 — 50%的项目需要补救 — 34%的项目彻底失败
暨南大学项目管理-chapter 2 organization strategy and project selction
• Organization Politics • Project selection is based on the persuasiveness and power of people advocating the projects.
• Resource Conflicts and Multitasking • Multiproject environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects.
• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.
• Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission.
2019/11/24
Edward Tong2019 copy reserved Jinan University
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Projects and Strategy
• Mistakes caused by not understanding the role of projects in accomplishing strategy:
2019/11/24
• Resource Conflicts and Multitasking • Multiproject environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects.
• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.
• Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission.
2019/11/24
Edward Tong2019 copy reserved Jinan University
7
Projects and Strategy
• Mistakes caused by not understanding the role of projects in accomplishing strategy:
2019/11/24
暨南大学项目管理-chapter 18 project management career paths
2019/10/31
Edward TongCopyright reserved Jinan University
15
3.
One aspect of project managing that is unique is the _______ nature of assignments. A. Permanent B. Fluid C. Temporary D. Variety E. Changing
4 hours; 200 multiple choice questions
18–9
TABLE 18.1
Gaining Visibility
• Get actively involved in local community opportunities to manage projects.
• Develop contacts by volunteering for task forces and projects that allow access to higher-ups and other departments.
provide more project management opportunities.
18–12
Key Terms
CAPM Mentor PMP
18–13
1.
People find that their project management responsibilities ______ as they move up the organization's hierarchy. A. Contracts B. Advances C. Simplifies D. Expands E. Specializes
项目管理-project-management
8
日常工作
改善结果 和达到
战略目的
好的项目管理和我
▪ 改善我们自己的工作效率 ▪ 帮助我们集中精力于重要的工作 ▪ 节约我们的时间, 用以与家人团聚 ▪ 得到更好认可, 有利于个人发展 ▪ 享受项目管理的乐趣
10
Project Management Course in Mars China
From:
6
变革时代的项目管理
科技进步商业模式变化 市场需求变化步伐加快 竞争日益激烈 重大变革＝更多创新＝更多项目
企业管理
战
略
项
营
管
目
销
理
管
管
理
理
未来企业管理的三大支柱
---- James P. Lewis ≪Project Manager's Desk Reference≫
7
项目管理对公司的益处
项目经理总不在, 组织不好
什么都要
意外因素 –> 过程失控
时间来不及了
突然变化 –> 时间、人员安排困难
钱不够
偏离目标
一错再错
利益冲突
说服管理层
不让超支
各部门不合作
……
课程内容 Agenda
项目管理课程介绍 Project Management Introduction
a
set of Inter-related activities
▪ 明确的目标
a
definable objective
▪ 有限的时间和一定的预算以 达到一个明确结果
a tangible outcome to be accomplished within budget and by a specific time
暨南大学《项目管理》chapter 14 project closure
14–15
Individual Performance Assessment
• Multirater appraisal (“360-degree feedback)
• Involves soliciting feedback concerning team members’ performance from all of the people that their work affects. • Project managers, area managers, peers, subordinates, and customers.
beinessment of how well the project team is functioning well and if its is
appropriately staffed. • A check on external factors that might change
14–12
Sample Team Evaluation and Feedback Survey
TABLE 14.2
14–13
Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
• Functional organization or functional matrix: the individual’s area manager.
14–16
Retrospectives
• Lessons Learned
• An analysis carried out during and shortly after the project life cycle to capture positive and negative project learning—“what worked and what didn’t?”
Individual Performance Assessment
• Multirater appraisal (“360-degree feedback)
• Involves soliciting feedback concerning team members’ performance from all of the people that their work affects. • Project managers, area managers, peers, subordinates, and customers.
beinessment of how well the project team is functioning well and if its is
appropriately staffed. • A check on external factors that might change
14–12
Sample Team Evaluation and Feedback Survey
TABLE 14.2
14–13
Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
• Functional organization or functional matrix: the individual’s area manager.
14–16
Retrospectives
• Lessons Learned
• An analysis carried out during and shortly after the project life cycle to capture positive and negative project learning—“what worked and what didn’t?”
生产与运作管理项目计划管理
箭线型网络图的构成
圆圈节点表示事件;事件表示一项活动开始或结束 的瞬间
起始节点：只有箭线发出;没有箭线引入 终止节点：没有箭线发出;只有箭线引入 中间节点：既有箭线发出;又有箭线引入;既表示先行活动
的结束时刻;又表示后续活动的开始时刻
箭线表示活动;虚箭线表示虚活动;它不消耗资源 路线及其长度
正确地选择项目 选择合适的项目负责人 选择项目承担单位 对项目进行规划 组织管理 确定完工期限
6
14 2 网络计划方法
14 2 1 网络计划的产生 14 2 2 网络计划的优点 14 2 3 应用网络计划方法的步骤 14 2 4 箭线型网络图的绘制
7
14 2 1 网络计划的产生
网络计划方法起源
从1956年起;美国就有一些数学家和工程师开始探 讨这方面的问题
11
两种形式的网络图
以箭线表示活动或称为作业 任务 工序; 称为箭线型网络图 箭线型网络图又称为双代号网络图 因为 它不仅需要一种代号在箭线上表示活动; 而且还需要一种代号在圆圈上表示事件 每一条箭线的箭头和箭尾各有一圆圈;分 别代表箭头事件和箭尾事件 以圆圈表示活动;称为节点型网络图
12
14 2 3 应用网络计划方法的步 骤
第14章 项目计划管理
14 1 项目管理概述 14 2 网络计划方法 14 3 网络时间参数的计算 14 4 网络计划优化
1
14 1 项目管理概述
14 1 1 项目 14 1 2 项目管理的目标 14 1 3 项目管理的内容 14 1 4 项目成功的关键因素
2
14 1 1 项目
项目：在规定时间内;由专门组织起来的人员 共同完成的 有明确目标的一次性的特定工作 我国成功实施的载人航天工程;原子弹工程;北 京电子对撞机工程;大庆乙烯工程;第十一届亚 运会工程；美国的曼哈顿计划;阿波罗登月计 划等都是项目的例子 长江三峡工程;是一个解决以防洪为主;集发电 航运 调水等多功能 多目标为一体的巨型复杂 工程
圆圈节点表示事件;事件表示一项活动开始或结束 的瞬间
起始节点：只有箭线发出;没有箭线引入 终止节点：没有箭线发出;只有箭线引入 中间节点：既有箭线发出;又有箭线引入;既表示先行活动
的结束时刻;又表示后续活动的开始时刻
箭线表示活动;虚箭线表示虚活动;它不消耗资源 路线及其长度
正确地选择项目 选择合适的项目负责人 选择项目承担单位 对项目进行规划 组织管理 确定完工期限
6
14 2 网络计划方法
14 2 1 网络计划的产生 14 2 2 网络计划的优点 14 2 3 应用网络计划方法的步骤 14 2 4 箭线型网络图的绘制
7
14 2 1 网络计划的产生
网络计划方法起源
从1956年起;美国就有一些数学家和工程师开始探 讨这方面的问题
11
两种形式的网络图
以箭线表示活动或称为作业 任务 工序; 称为箭线型网络图 箭线型网络图又称为双代号网络图 因为 它不仅需要一种代号在箭线上表示活动; 而且还需要一种代号在圆圈上表示事件 每一条箭线的箭头和箭尾各有一圆圈;分 别代表箭头事件和箭尾事件 以圆圈表示活动;称为节点型网络图
12
14 2 3 应用网络计划方法的步 骤
第14章 项目计划管理
14 1 项目管理概述 14 2 网络计划方法 14 3 网络时间参数的计算 14 4 网络计划优化
1
14 1 项目管理概述
14 1 1 项目 14 1 2 项目管理的目标 14 1 3 项目管理的内容 14 1 4 项目成功的关键因素
2
14 1 1 项目
项目：在规定时间内;由专门组织起来的人员 共同完成的 有明确目标的一次性的特定工作 我国成功实施的载人航天工程;原子弹工程;北 京电子对撞机工程;大庆乙烯工程;第十一届亚 运会工程；美国的曼哈顿计划;阿波罗登月计 划等都是项目的例子 长江三峡工程;是一个解决以防洪为主;集发电 航运 调水等多功能 多目标为一体的巨型复杂 工程
暨南大学项目管理-chapter 4 define the project
4–16
FIGURE 4.3
How WBS Helps the Project Manager
• WBS • Facilitates evaluation of cost, time, and technical performance of the organization on a project. • Provides management with information appropriate to each organizational level. • Helps in the development of the organization breakdown structure (OBS). which assigns project responsibilities to organizational units and individuals • Helps manage plan, schedule, and budget. • Defines communication channels and assists in coordinating the various project elements.
• Purpose of the Scope Statement • To clearly define the deliverable(s) for the end user. • To focus the project on successful completion of its goals. • To be used by the project owner and participants as a planning tool and for measuring project success.
暨南大学《项目管理》chapter 3 organization structure and culture
Is the task satisfactorily completed?
Hale Waihona Puke How well has the functional input been integrated?
3–17
TABLE 3.1
Different Matrix Forms
• Weak Form • The authority of the functional manager predominates and the project manager has indirect authority.
3–14
FIGURE 3.3
Project Management Structures (cont’d)
• Organizing Projects: Matrix Structure • Hybrid organizational structure (matrix) is overlaid on the normal functional structure. • Two chains of command (functional and project) • Project participants report simultaneously to both functional and project managers. • Matrix structure optimizes the use of resources. • Allows for participation on multiple projects while performing normal functional duties. • Achieves a greater integration of expertise and project requirements.
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• An assessment of how well the project team is functioning well and if its is appropriately staffed.
• A check on external factors that might change where the project is heading or its importance.
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• A review of all factors relevant to the project and to managing future projects.
a
5 14–5
Project Closure and Review Deliverables
FIGURE 14.1
a
6 14–6
Project Closure
管理学院 School of Management
佟瑞 Edward Tong， MPM，MBA
2020/10/20
a
1
CHAPTER FOURTEEN
Project Closure
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
a
8 14–8
Implementing Closedown
1. Getting delivery acceptance from the customer.
2. Shutting down resources and releasing to new uses.
3. Reassigning project team members. 4. Closing accounts and paying all bills. 5. Evaluating the project team, project team members, and the
a
11 14–11
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences?
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s priorities.
• A check on the organizational culture to ensure it facilitates the type of project being implemented.
2. Assess what was done wrong and what contributed to successes.
3. Identify changes to improve the delivery of future projects.
a
4 14–4
Project Monitoring Activities
• Lessons Learned
• Reminders • Retrospectives
• Appendix
• Backup data • Critical information
a
1014–10
Project Performance Evaluations
• Reasons for Poor-Quality Project Performance Evaluations:
• Types of Project Closure
• Normal • Premature • Perpetual • Failed Project • Changed Priority
• Close-out Plan: Questions to be Asked
• What tasks are required to close the project?
• Who will be responsible for these tasks?
• When will closure begin and end?
• How will the project be delivered?
a
7 14–7
Wrap-up Closure Checklist
TABLE 14.1
Where We Are Now
a
3 14–3
Major Tasks of Project Closure
1. Evaluate if the project delivered the expected benefits to all stakeholders.
• Was the project managed well? • Was the customer satisfied?
project manager.
a
9 14–9
Creating the Final Report
• Executive Sum源自ary• Project goals met/unmet • Stakeholder satisfaction
with project
• User reactions to quality of deliverables
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions
• A check on external factors that might change where the project is heading or its importance.
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• A review of all factors relevant to the project and to managing future projects.
a
5 14–5
Project Closure and Review Deliverables
FIGURE 14.1
a
6 14–6
Project Closure
管理学院 School of Management
佟瑞 Edward Tong， MPM，MBA
2020/10/20
a
1
CHAPTER FOURTEEN
Project Closure
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
a
8 14–8
Implementing Closedown
1. Getting delivery acceptance from the customer.
2. Shutting down resources and releasing to new uses.
3. Reassigning project team members. 4. Closing accounts and paying all bills. 5. Evaluating the project team, project team members, and the
a
11 14–11
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences?
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s priorities.
• A check on the organizational culture to ensure it facilitates the type of project being implemented.
2. Assess what was done wrong and what contributed to successes.
3. Identify changes to improve the delivery of future projects.
a
4 14–4
Project Monitoring Activities
• Lessons Learned
• Reminders • Retrospectives
• Appendix
• Backup data • Critical information
a
1014–10
Project Performance Evaluations
• Reasons for Poor-Quality Project Performance Evaluations:
• Types of Project Closure
• Normal • Premature • Perpetual • Failed Project • Changed Priority
• Close-out Plan: Questions to be Asked
• What tasks are required to close the project?
• Who will be responsible for these tasks?
• When will closure begin and end?
• How will the project be delivered?
a
7 14–7
Wrap-up Closure Checklist
TABLE 14.1
Where We Are Now
a
3 14–3
Major Tasks of Project Closure
1. Evaluate if the project delivered the expected benefits to all stakeholders.
• Was the project managed well? • Was the customer satisfied?
project manager.
a
9 14–9
Creating the Final Report
• Executive Sum源自ary• Project goals met/unmet • Stakeholder satisfaction
with project
• User reactions to quality of deliverables
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions