工程项目管理案例分析ppt课件
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• a demand management (changes, range) • b, the demand for the decomposition (priority anxious, worrying
too much) • Determine the baseline of the demand we go on the demand for
行变更时才有话语权，可以对项目的进度进行有效的控制。
.
• Customer needs analysis, needs analysis in place there are many ways to the cause behind the increase, the duration of the affected, two major events in the planning phase of the project need to do a good job
.
1、客户的进度要求是否合理？
1, the progress of the customer's requests are reasonable?
• 对于客户的进度要求需要站在中间的立场来客户的评审时间进度的 可执行性，遵循客观规律，站在客户的角度和项目的几大规划阶段
• 摆事实讲道理，有时客户常常不讲道理，可以从以下几个方面和客 户讲道理：
• d, on-line ready acceptance related documentation (testing, user manual, design summary, requirements specification, detailed design, data dictionary, system deployment ...)
• Team members the ability to arrange the appropriateness of also affect the progress of the project, why? Project team management is the most important thing is the right person to arrange a suitable location
• This is a challenge for project managers, job satisfaction to meet the team members in order to maximize the potential of the team members.
.
5、上线前的准备工作是否充分？ 5, the adequacy of the preparatory work before the on-line?
.
4、人力资源的安排是否妥当？
4, the appropriateness of the arrangement of human resources?
• 团队的成员的能力安排是否妥当也会影响到项目的进度，为什么呢？ 项目团队管理最重要的一点就是把合适的人安排到合适的位置
• 这是对项目管理者的一个挑战，满足团队成员的工作成就感才能最 大发挥团队成员的潜力。
• Ahead of plan as a project manager needs the possibility of the existence of the project risk response plans.
.
THANK YOU！！
.
• b, on-line data cleared fine after clearing the system can work, you need to do testing.
• c, before the on-line ready for training-related jobs, training manuals, training programs.
• For the schedule requirements of the customers standing in the middle position to the enforceability of the review schedule, follow the objective law, the customer's perspective and project planning stage
demand, the development team during the requirements gathering usually concessions as a highlight of a customer's functional requirements, which • Need more from multiple primary and customers to communicate, to meet business requirements as the core, not to the functional highlight of the core, standing in the business management point of view, do not stand in the user • A point of departure.
• Facts and reason, and sometimes customers are often unreasonable, and can reason from the following aspects and customers:
.
• a、从项目的投入金额上看、客户的投入与要求比例，这个可以在项目启动的 章程中体现。
.
2、客户的需求是否分析到位？ 2, the customer needs analysis in place?
• 客户的需求分析有很多种方法，需求分析不到位会导致后面的工作 不断的增加，工期受影响，在项目的规划阶段需要做好二件大事
• a、需求的管理（变更、范围） • b、需求的分解（优先急、过虑） • 确定需求的基线才好对需求进行有效的变更管理，有客户对需求进
.
• Demand risk is primarily reflected in the following surfaces: • a, needs to complete the requirements of the business can meet
the business's current status and future development needs. • b, from a technology point of view to review the feasibility of
• 上线前需要做好几件事，这几件事看似小，但对于项目的总体进度 影响大！
• a、上线前是否存在数据导入和系统基础数据初始化，如果有需要 给出方案和执行计划及测试计划。
• b、上线前是否存在数据清空的问题，精据清空后系统能否正常的 工作，需要做好测试。
• c、上线前是否准备好培训相关的工作，培训手册，培训计划。 • d、上线前是否准备好验收相关的文档(测试，使用手册、设计概要、
• 需求的风险主要体现在以下几个面: • a、需求是否完成了业务的要求，能否满足业务的现状和未来发展
的需要。 • b、能要从技术实现的角度去评审需求的可行性，这点开发团队在
需求收集时通常让步，因为客户的某一个亮点功能的要来自百度文库，这一点 • 需要更多的从多个主向和客户沟通，以满足业务要求为核心，不要
以功能亮点为核心，站在业务管理层的角度出发，不要站在使用者 • 的某一个点出发。
effective change management, customer needs to change, have the right to speak, can effectively control the progress of the project.
.
3、需求的风险是否评估？ 3, whether the demand for risk assessment?
• b、从软件的工程上看。 • c、从项目的风险和难易成度上看。 • d、准备好一个项目可行的时间规划方案和客户一起讨论。 • a, the amounts of money spent for the project from the point of view, the
customer's investment and requirements of the proportion of this can be reflected in the project start-up charter. • b From a software engineering point of view. • c, the degree of view the risk and difficulty of the project. • d ready to discuss a feasible project time planning programs and customer.
需求规格说明，详细设计、数据字典、系统部署...） • 作为项目管理者需要对项目存在的可能性风险提前预案作为应对方
案。
.
• Need to do a few things on the line before, these things may seem small, but the overall progress of the project!
工程项目管理案例分析
.
• 项目管理的要素中项目的进度和时间一直成为项目的主经约束和管理要求，一 个项目能否按预计的时间计划上线通常会成为项目成功的主要标志之一，做为 项目的管理者（项目经理）对项目的把控是项目管理工作的重中之重，影响一 个项目进度的主要表现在以下几点：
• Project management elements of the project progress and time have become the main by the constraints and management requirements of the project, a project can be the expected time to plan on the line usually becomes one of the main sign of the success of the project as a project manager (project Manager) on the project to control the most important task of project management, the impact of a project schedule in the following points:
• whether there is a on-line data import and system basic data initialization, if there is a need to give the program and plan for implementation and test plans.
too much) • Determine the baseline of the demand we go on the demand for
行变更时才有话语权，可以对项目的进度进行有效的控制。
.
• Customer needs analysis, needs analysis in place there are many ways to the cause behind the increase, the duration of the affected, two major events in the planning phase of the project need to do a good job
.
1、客户的进度要求是否合理？
1, the progress of the customer's requests are reasonable?
• 对于客户的进度要求需要站在中间的立场来客户的评审时间进度的 可执行性，遵循客观规律，站在客户的角度和项目的几大规划阶段
• 摆事实讲道理，有时客户常常不讲道理，可以从以下几个方面和客 户讲道理：
• d, on-line ready acceptance related documentation (testing, user manual, design summary, requirements specification, detailed design, data dictionary, system deployment ...)
• Team members the ability to arrange the appropriateness of also affect the progress of the project, why? Project team management is the most important thing is the right person to arrange a suitable location
• This is a challenge for project managers, job satisfaction to meet the team members in order to maximize the potential of the team members.
.
5、上线前的准备工作是否充分？ 5, the adequacy of the preparatory work before the on-line?
.
4、人力资源的安排是否妥当？
4, the appropriateness of the arrangement of human resources?
• 团队的成员的能力安排是否妥当也会影响到项目的进度，为什么呢？ 项目团队管理最重要的一点就是把合适的人安排到合适的位置
• 这是对项目管理者的一个挑战，满足团队成员的工作成就感才能最 大发挥团队成员的潜力。
• Ahead of plan as a project manager needs the possibility of the existence of the project risk response plans.
.
THANK YOU！！
.
• b, on-line data cleared fine after clearing the system can work, you need to do testing.
• c, before the on-line ready for training-related jobs, training manuals, training programs.
• For the schedule requirements of the customers standing in the middle position to the enforceability of the review schedule, follow the objective law, the customer's perspective and project planning stage
demand, the development team during the requirements gathering usually concessions as a highlight of a customer's functional requirements, which • Need more from multiple primary and customers to communicate, to meet business requirements as the core, not to the functional highlight of the core, standing in the business management point of view, do not stand in the user • A point of departure.
• Facts and reason, and sometimes customers are often unreasonable, and can reason from the following aspects and customers:
.
• a、从项目的投入金额上看、客户的投入与要求比例，这个可以在项目启动的 章程中体现。
.
2、客户的需求是否分析到位？ 2, the customer needs analysis in place?
• 客户的需求分析有很多种方法，需求分析不到位会导致后面的工作 不断的增加，工期受影响，在项目的规划阶段需要做好二件大事
• a、需求的管理（变更、范围） • b、需求的分解（优先急、过虑） • 确定需求的基线才好对需求进行有效的变更管理，有客户对需求进
.
• Demand risk is primarily reflected in the following surfaces: • a, needs to complete the requirements of the business can meet
the business's current status and future development needs. • b, from a technology point of view to review the feasibility of
• 上线前需要做好几件事，这几件事看似小，但对于项目的总体进度 影响大！
• a、上线前是否存在数据导入和系统基础数据初始化，如果有需要 给出方案和执行计划及测试计划。
• b、上线前是否存在数据清空的问题，精据清空后系统能否正常的 工作，需要做好测试。
• c、上线前是否准备好培训相关的工作，培训手册，培训计划。 • d、上线前是否准备好验收相关的文档(测试，使用手册、设计概要、
• 需求的风险主要体现在以下几个面: • a、需求是否完成了业务的要求，能否满足业务的现状和未来发展
的需要。 • b、能要从技术实现的角度去评审需求的可行性，这点开发团队在
需求收集时通常让步，因为客户的某一个亮点功能的要来自百度文库，这一点 • 需要更多的从多个主向和客户沟通，以满足业务要求为核心，不要
以功能亮点为核心，站在业务管理层的角度出发，不要站在使用者 • 的某一个点出发。
effective change management, customer needs to change, have the right to speak, can effectively control the progress of the project.
.
3、需求的风险是否评估？ 3, whether the demand for risk assessment?
• b、从软件的工程上看。 • c、从项目的风险和难易成度上看。 • d、准备好一个项目可行的时间规划方案和客户一起讨论。 • a, the amounts of money spent for the project from the point of view, the
customer's investment and requirements of the proportion of this can be reflected in the project start-up charter. • b From a software engineering point of view. • c, the degree of view the risk and difficulty of the project. • d ready to discuss a feasible project time planning programs and customer.
需求规格说明，详细设计、数据字典、系统部署...） • 作为项目管理者需要对项目存在的可能性风险提前预案作为应对方
案。
.
• Need to do a few things on the line before, these things may seem small, but the overall progress of the project!
工程项目管理案例分析
.
• 项目管理的要素中项目的进度和时间一直成为项目的主经约束和管理要求，一 个项目能否按预计的时间计划上线通常会成为项目成功的主要标志之一，做为 项目的管理者（项目经理）对项目的把控是项目管理工作的重中之重，影响一 个项目进度的主要表现在以下几点：
• Project management elements of the project progress and time have become the main by the constraints and management requirements of the project, a project can be the expected time to plan on the line usually becomes one of the main sign of the success of the project as a project manager (project Manager) on the project to control the most important task of project management, the impact of a project schedule in the following points:
• whether there is a on-line data import and system basic data initialization, if there is a need to give the program and plan for implementation and test plans.