暨南大学《项目管理》chapter 18 project management career pat
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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?”
暨南大学项目管理-chapter 17 an introduction to agile project management
• Concentrates on thorough, upfront planning of the entire project.
• Requires a high degree of predictability to be effective.
• Agile Project Management (Agile PM)
• Involves developing protocols and defining roles to coordinate efforts and assure compatibility and harmony.
17–18
Hub Project Management Structure
FIGURE 17.7
2019/11/10
Edward TongCopyright reserved Jinan University
22
2.
Once the project scope has been firmly established, every detail of the project is defined through the ________. A. Deliverables B. Job tickets C. WBS D. Estimates E. Risks
• Scrum Master (aka Project Manager)
• Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference.
• Requires a high degree of predictability to be effective.
• Agile Project Management (Agile PM)
• Involves developing protocols and defining roles to coordinate efforts and assure compatibility and harmony.
17–18
Hub Project Management Structure
FIGURE 17.7
2019/11/10
Edward TongCopyright reserved Jinan University
22
2.
Once the project scope has been firmly established, every detail of the project is defined through the ________. A. Deliverables B. Job tickets C. WBS D. Estimates E. Risks
• Scrum Master (aka Project Manager)
• Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference.
暨南大学《项目管理》chapter 17 an introduction to agile project management
• Defines product features as deliverables and prioritizes them by their perceived highest value to the customer.
• Re-evaluates priorities after each iteration (sprint) to produce fully functional features.
TABLE 17.1
17–5
Project Uncertainty
FIGURE 17.1
17–6
Agile Project Management
• Agile PM
• Is related to the rolling wave planning and scheduling project methodology.
Traditional
Design up front Fixed scope Deliverables Freeze design as early as possible Low uncertainty Avoid change Low customer interaction Conventional project teams
2019/11/27
Edward Tong@Copyright reserved Jinan University
22
2.
Once the project scope has been firmly established, every detail of the project is defined through the ________. A. Deliverables B. Job tickets C. WBS D. Estimates E. Risks
• Re-evaluates priorities after each iteration (sprint) to produce fully functional features.
TABLE 17.1
17–5
Project Uncertainty
FIGURE 17.1
17–6
Agile Project Management
• Agile PM
• Is related to the rolling wave planning and scheduling project methodology.
Traditional
Design up front Fixed scope Deliverables Freeze design as early as possible Low uncertainty Avoid change Low customer interaction Conventional project teams
2019/11/27
Edward Tong@Copyright reserved Jinan University
22
2.
Once the project scope has been firmly established, every detail of the project is defined through the ________. A. Deliverables B. Job tickets C. WBS D. Estimates E. Risks
项目管理英语Project Management
Finance
Electron Military
军事
Medicine
Communication
State organs The world financial group
Professional development
In the development of professional , the division of the project management has been refined gradually in this period, and then it formed a series professional of project management. For instance, Professional project manager, cost engineer, architectural engineer, master builder and so on. At the same time, a series of project management professional certification system were born in this period. Now, project manager is no longer considered as the executor of the project, they have a formal title and greater power and responsibility.
Keywords：Management， skill and tool
The past of the Project Managemen
Embryonic(萌芽) development period: in fact, there is a long history of project management, a lot of the key projects no matter in ancient times or in modern world are applied to the project management in the implementation process（实施 过程）, while without specialiaed course name , however, some methods has also laid the foundation for the development of project management theory
暨南大学《项目管理》chapter 11 managing project teams
Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team
Tracking Decisioห้องสมุดไป่ตู้s
11–10
Establishing a Team Identity
Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals
11–11
管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA
2019/2/3 Edward Tong@Copyright reserved Jinan University 1
CHAPTER ELEVEN
Managing Project Teams
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Problem Identification
Generating Alternatives
Tracking Decisioห้องสมุดไป่ตู้s
11–10
Establishing a Team Identity
Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals
11–11
管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA
2019/2/3 Edward Tong@Copyright reserved Jinan University 1
CHAPTER ELEVEN
Managing Project Teams
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Problem Identification
Generating Alternatives
暨南大学项目管理chapter10beinganeffectiveprojectmanager
aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
project scope
• Leading—coping with change
• Recognize the need to change to keep the project on track
• Initiate change • Provide direction and motivation • Innovate and adapt as necessary • Integrate assigned resources
10–7
TABLE 10.1
Organizational Currencies (cont’d)
Inspiration-related currencies
Vision
Being involved in a task that has larger significance
customer, or society.
10–11
Managing Upward Relations
• Project Success = Top Management Support
• Appropriate budgets • Responsiveness to unexpected needs • A clear signal to the organization
暨南大学《项目管理》chapter 16 oversight-精选文档51页
• To ensure projects meet the organizational needs for standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects
• Reviews projects over a longer horizon—5 to 10 years after the project is implemented than other models.
• Has a more “macro” perspective than project selection models. • Measures performance results for four major areas of activities—customer,
• Two Major Outcomes for the 21st Century:
• An increase in the scope of project management and system integration.
• The focus of projects has shifted from tactical to strategic.
FIGURE 16.2 14
The Balanced Scorecard Model
• Balanced Scorecard Model
• Assumes that people will take the necessary actions to improve the performance of the organization on the given measures and goals.
• Reviews projects over a longer horizon—5 to 10 years after the project is implemented than other models.
• Has a more “macro” perspective than project selection models. • Measures performance results for four major areas of activities—customer,
• Two Major Outcomes for the 21st Century:
• An increase in the scope of project management and system integration.
• The focus of projects has shifted from tactical to strategic.
FIGURE 16.2 14
The Balanced Scorecard Model
• Balanced Scorecard Model
• Assumes that people will take the necessary actions to improve the performance of the organization on the given measures and goals.
暨南大学项目管理-chapter 18 project management career path
CHAPTER EIGHTEEN
Project Management Career Paths
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Where We Are Now
move up the organization’s hierarchy.
18–5
Temporary Assignments
• Project management assignments tend to be temporary.
• Permanent job tenure is rarely granted to project managers.
• A promising career can be derailed by one unsuccessful project.
18–6
Pursuing a Career
• Find out what specific project job opportunities exist in your company.
18–3
Project Management Career Issues
Career Paths
Temporary Assignments
Pursuing a Career
Professional Training and Certification
Gaining Visibility
Mentors
18–10
Mentors
• Mentors are typically superiors who take a special interest in you and your career.
Project Management Career Paths
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Where We Are Now
move up the organization’s hierarchy.
18–5
Temporary Assignments
• Project management assignments tend to be temporary.
• Permanent job tenure is rarely granted to project managers.
• A promising career can be derailed by one unsuccessful project.
18–6
Pursuing a Career
• Find out what specific project job opportunities exist in your company.
18–3
Project Management Career Issues
Career Paths
Temporary Assignments
Pursuing a Career
Professional Training and Certification
Gaining Visibility
Mentors
18–10
Mentors
• Mentors are typically superiors who take a special interest in you and your career.
暨南大学《项目管理》chapter 14 project closu
• A review of all factors relevant to the project and to managing future projects.
精选课件
5 14–5
Project Closure and Review Deliverables
精选课件
FIGURE 14.1
6 14–6
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions
Where We Are Now
精选课件
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?
• Who will be responsible for these tasks?
精选课件
5 14–5
Project Closure and Review Deliverables
精选课件
FIGURE 14.1
6 14–6
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions
Where We Are Now
精选课件
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?
• Who will be responsible for these tasks?
暨南大学项目管理ppt课件
------暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 -----
01 项目整合管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
结束项目或阶段的主要工作是总结经验教训，正式结束项目工作，为开展新 工作而释放资源文档名称某某公司 某某部门
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件 共同犯罪 书剑恩仇录 ----
暨南大学项目管理
ppt课件
PROJECT MANAGEMENT
TOP 10 KNOWLEDGE dy文友
汇报人：共同犯罪 书剑恩仇 录
暨南大学项目管理暨p南pt大课学件项共目同管犯理罪p书pt剑课恩件仇共录同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 -----
03 项目时间管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
通过设计逻辑关系来创建一个切实的项目进度计划可能有必要在活动之间使用提前量或滞后量， 使项目进度切实可行暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
关键路 径法
提出变更
整体变 更控制
流程
提出变更暨南大学项目管 理ppt课件共同犯罪 书剑 恩仇录
核实记录和评估暨南大学项目 管理ppt课件共同犯罪 书剑恩 仇录
上级CCB裁决暨南大学项目管 理ppt课件共同犯罪 书剑恩仇 录 审批后实施暨南大学项目管理 ppt课件共同犯罪 书剑恩仇录
01 项目整合管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
结束项目或阶段的主要工作是总结经验教训，正式结束项目工作，为开展新 工作而释放资源文档名称某某公司 某某部门
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件 共同犯罪 书剑恩仇录 ----
暨南大学项目管理
ppt课件
PROJECT MANAGEMENT
TOP 10 KNOWLEDGE dy文友
汇报人：共同犯罪 书剑恩仇 录
暨南大学项目管理暨p南pt大课学件项共目同管犯理罪p书pt剑课恩件仇共录同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 -----
03 项目时间管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
通过设计逻辑关系来创建一个切实的项目进度计划可能有必要在活动之间使用提前量或滞后量， 使项目进度切实可行暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
关键路 径法
提出变更
整体变 更控制
流程
提出变更暨南大学项目管 理ppt课件共同犯罪 书剑 恩仇录
核实记录和评估暨南大学项目 管理ppt课件共同犯罪 书剑恩 仇录
上级CCB裁决暨南大学项目管 理ppt课件共同犯罪 书剑恩仇 录 审批后实施暨南大学项目管理 ppt课件共同犯罪 书剑恩仇录
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project managers are assigned to promising young managers. • Attending conferences, trade fairs, and workshops provides good
4 hours; 200 multiple choice questions
TABLE 18.1
.
9
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.
管理学院 School of ManageMPM，MBA
2020/10/26
.
1
CHAPTER EIGHTEEN
Project Management Career Paths
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Mentors
Success in Key Projects
.
4
Career Paths
• There is no set career path for becoming a project manager.
• Advancement generally occurs incrementally. • Project management responsibilities expand as you
.
8
PMI Certification Requirements
Full Name: Project Role: Eligibility Requirements:
Exam Information:
CAPM
Certified Associate in Project Management Contributes to project team High school diploma/global equivalent AND 1,500 hours experience OR 23 hours pm education
3 hours; 150 multiple-choice questions
PMP
Project Management Professional
Leads and directs project teams
High school diploma/global equivalent 5 years project management experience 35 hours project management education OR Bachelor’s degree/global equivalent 3 years project management experience 35 hours project management education
.
10
Mentors
• Mentors are typically superiors who take a special interest in you and your career.
• They require loyalty and superior performance. • Take advantage of formal mentoring programs in which experienced
• Talk to people in project management positions and find out how they got to where they are and what advice they can give you.
• Share your aspirations with your immediate superior or someone who can champion you ambitions, make training available, or assign you to PM work.
Where We Are Now
.
3
Project Management Career Issues
Career Paths
Temporary Assignments
Pursuing a Career
Professional Training and Certification
Gaining Visibility
.
7
Professional Training and Certification
• Training Resources:
• On-the-job training • In-house training programs • Professional workshops • University degree programs • Professional organization membership
• A promising career can be derailed by one unsuccessful project.
.
6
Pursuing a Career
• Find out what specific project job opportunities exist in your company.
move up the organization’s hierarchy.
.
5
Temporary Assignments
• Project management assignments tend to be temporary.
• Permanent job tenure is rarely granted to project managers.
4 hours; 200 multiple choice questions
TABLE 18.1
.
9
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.
管理学院 School of ManageMPM，MBA
2020/10/26
.
1
CHAPTER EIGHTEEN
Project Management Career Paths
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Mentors
Success in Key Projects
.
4
Career Paths
• There is no set career path for becoming a project manager.
• Advancement generally occurs incrementally. • Project management responsibilities expand as you
.
8
PMI Certification Requirements
Full Name: Project Role: Eligibility Requirements:
Exam Information:
CAPM
Certified Associate in Project Management Contributes to project team High school diploma/global equivalent AND 1,500 hours experience OR 23 hours pm education
3 hours; 150 multiple-choice questions
PMP
Project Management Professional
Leads and directs project teams
High school diploma/global equivalent 5 years project management experience 35 hours project management education OR Bachelor’s degree/global equivalent 3 years project management experience 35 hours project management education
.
10
Mentors
• Mentors are typically superiors who take a special interest in you and your career.
• They require loyalty and superior performance. • Take advantage of formal mentoring programs in which experienced
• Talk to people in project management positions and find out how they got to where they are and what advice they can give you.
• Share your aspirations with your immediate superior or someone who can champion you ambitions, make training available, or assign you to PM work.
Where We Are Now
.
3
Project Management Career Issues
Career Paths
Temporary Assignments
Pursuing a Career
Professional Training and Certification
Gaining Visibility
.
7
Professional Training and Certification
• Training Resources:
• On-the-job training • In-house training programs • Professional workshops • University degree programs • Professional organization membership
• A promising career can be derailed by one unsuccessful project.
.
6
Pursuing a Career
• Find out what specific project job opportunities exist in your company.
move up the organization’s hierarchy.
.
5
Temporary Assignments
• Project management assignments tend to be temporary.
• Permanent job tenure is rarely granted to project managers.