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1、 Project ManagementProject Management Body of KnowledgeBody of Knowledge 项目管理知识体系学习项目管理知识体系学习 A Guide to the Project Management Body of Knowledge Third Edition (PMBOK Guide) 项目管理知识体系指南（第3版，2004版） PMBOK 指南 第一部分第一部分 项目管理框架项目管理框架 Section I The Project Management Framework 第一章 引论 Chapter 1 Introduction

2、第二章 项目生命期与组织 Chapter 2 Project Life Cycle and Organization 1. 引论引论 Introduction 项目管理知识体系是项目管理职业的知识总和。 The Project Management Body of Knowledge is the sum of knowledge within the profession of project management. 1.1 本指南的目的本指南的目的 基本目的：识别项目管理知识体系普遍公认良好做法的那一部分 The primary purpose of the PMBOK Guide is

3、to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. 对任何一个指定的项目，项目管理团队负责决定体系中的哪些知识适用 The project management team is responsible for determining what is appropriate for any given project 本指南还旨在成为该职业和实践一个共同的术语汇编 The PMBOK Guide also provide

4、s and promotes a common lexicon for discussing, writing, and applying project management. PMI 用于作为项目管理职业培养计划的基本但非唯一的参考资料 The Project Management Institute uses this document as a foundational, but not the sole, project management reference for its professional development programs 1.2 什么是项目什么是项目 1.2.

5、1 项目的特征项目的特征 Project Characteristics 项目是为提供某独特产品、服务或成果所做的临时性努力。项目是为提供某独特产品、服务或成果所做的临时性努力。 A project is a temporary endeavor undertaken to create a unique product, service, or result. 1、临时性Temporary 项目有明确的开始和结束 Temporary means that every project has a definite beginning and a definite end. 期限都是有限的 Th

6、e duration of a project is finite. 项目不是持续不断的努力 Projects are not ongoing efforts 2、独特的产品、服务或成果Unique Products, Services, or Results 项目创造独特的可交付成果，如产品、服务或成果 A project creates unique deliverables, which are products, services, or results. 3、渐进明细Progressive Elaboration 是项目伴随临时性和独特性两个概念的特点之一 Progressive e

7、laboration is a characteristic of projects that accompanies the concepts of temporary and unique 意味着分布开发、连续积累 Progressive elaboration means developing in steps, and continuing by increments 请勿将渐进明细与范围潜变混淆 Progressive elaboration should not be confused with scope creep 1.2.2 项目与运作项目与运作 Projects vs. O

8、perational Work 1、共同点 overlap 由人来做 Performed by people 受制于有限的资源 Constrained by limited resources 需要规划、执行和控制 Planned, executed, and controlled 2、区分 differ 运作是持续不断和重复进行；项目是临时和独特的 Operations are ongoing and repetitive, while projects are temporary and unique. 1.2.3 项目和战略规划项目和战略规划 Projects and Strategic

9、 Planning 项目是组织在日常运作范围内无法处理的活动的一种手段 Projects are a means of organizing activities that cannot be addressed within the organizations normal operational limits 项目经常被当作实现组织战略规划的一种手段使用 Projects are often utilized as a means of achieving an organizations strategic plan 战略考虑，常常是项目批准的典型依据 Projects are typi

10、cally authorized as a result of one or more of strategic considerations 1.3 什么是项目管理什么是项目管理 项目管理就是把各种知识、技能、工具和技术应用于项目活动之中，以达项目管理就是把各种知识、技能、工具和技术应用于项目活动之中，以达到项目的要求。到项目的要求。 Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirement

11、s 项目管理是通过应用和综合项目管理过程来进行的。 Project management is accomplished through the application and integration of the project management processes 项目经理是负责实现项目目标的个人。 The project manager is the person responsible for accomplishing the project objectives 1.4 本指南的结构本指南的结构 1.5 专业知识领域专业知识领域 Areas of Expertise 有效的项目

12、管理要求项目管理团队理解和利用至少 5 个专业领域的知识与技能 Effective project management requires that the project management team understand and use knowledge and skills from at least five areas of expertise: 1.5.1 项目管理知识体系项目管理知识体系 Project Management Body of Knowledge 本指南包含的内容有 项目生命期的定义Project life cycle definition 5 个项目管理过程组

13、Five Project Management Process Groups 9 个知识领域Nine Knowledge Areas 1.5.2 应用领域知识、标准应用领域知识、标准与规章制度与规章制度 Application Area Knowledge, Standards and Regulations 标准 A standard is a document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidel

14、ines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context. 规章 A regulation is a government-imposed requirement, which specifies product, process or service characteristics, including the applicable administrative provisions, w

15、ith which compliance is mandatory. 标准常以为多数人选用的最佳方案的准则形式开始， 随着其广泛采用而得到普遍公认，如规章一样 Standards often begin as guidelines that describe a preferred approach and later, with widespread adoption, become generally accepted as if they were regulations 1.5.3 理解项目环境理解项目环境 Understanding the Project Environment 文

16、化与社会环境（注意组织文化） Cultural and social environment（organizational culture） 国际与政治环境 International and political environment 自然环境 Physical environment 1.5.4 通用管理知识与技能通用管理知识与技能 General Management Knowledge and Skills 1.5.5 处理人际关系技能处理人际关系技能 Interpersonal Skills 有效的沟通 Effective communication 对组织施加影响 Influenc

17、ing the organization 领导 Leadership 激励 Motivation 谈判与冲突管理 Negotiation and conflict management 解决问题 Problem solving 1.6 项目管理环境项目管理环境 Project Management Context 1.6.1 项目集与项目集管理项目集与项目集管理 Programs and Program Management 项目集是经过协调统一管理以便获取单独管理这些项目时无法取得的效益和控制的一组互相联系的项目 A program is a group of related project

18、s managed in a coordinated way to obtain benefits and control not available from managing them individually. 同项目管理相比，项目集管理是为了实现项目集的战略目标与利益，而对一组项目进行的统一协调管理 In contrast with project management, program management is the centralized, coordinated management of a group of projects to achieve the programs

19、 strategic objectives and benefits. 1.6.2 项目组合与项目组合管理项目组合与项目组合管理 Portfolios and Portfolio Management 项目组合是为了便于有效管理以实现战略经营目标，而将项目或项目集与其他工作组合后形成的 A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strateg

20、ic business objectives. 项目组合中的项目或项目集不一定互相依赖或有直接关系 The projects or programs in the portfolio may not necessarily be interdependent or directly related 组织根据具体的目标来管理项目组合 Organizations manage their portfolios based on specific goals 1.6.3 子项目子项目 Subprojects 1.6.4 项目管理办公室项目管理办公室 Project Management Office

21、 项目管理办公室是组织中集中和协调管理其管辖的各个项目的实体 A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain. 项目管理办公室将注意力集中在与母体组织或顾客整体经营目标紧密联系的项目和子项目的统一规划、优先顺序、轻重缓急和执行方面 The PMO focuses on the coordinated planning, prioritization and execution o

22、f projects and subprojects that are tied to the parent organizations or clients overall business objectives 2. 项目生命期与组织项目生命期与组织 -Project Life Cycle and Organization 2.1 项目生命期项目生命期 The Project Life Cycle 2.1.1 项目生命期的特征项目生命期的特征 Characteristics of the Project Life Cycle 项目生命期确定了将项目的开始和结束连接起来的阶段 The pro

23、ject life cycle defines the phases that connect the beginning of a project to its end 从一个阶段向另一阶段转移一般会涉及某种形式的技术交接 The transition from one phase to another within a projects life cycle generally involves, and is usually defined by, some form of technical transfer or handoff. 通常前一阶段的可交付成果在验收后才能开始下一阶段工作

24、，但“快速跟进”进度压缩技术允许在验收前就开始下阶段工作（风险增加） Deliverables from one phase are usually reviewed y and approved before work starts on the next phase. The application of the schedule compression technique called fast tracking allows a phase to begin prior to the approval of the previous phases Deliverables (risk

25、increase) 项目生命期通常规定Project life cycles generally define： 项目的各阶段应当从事何种技术工作 What technical work to do in each phase 项目各阶段可交付成果应何时生成，以及如何审查、核实和确认 When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated 项目各阶段有哪些人员参与 Who is involved in each ph

26、ase 如何控制和批准项目各个阶段 How to control and approve each phase 说明项目生命期可以十分笼统，也可以非常详细（可以包括表格、图标和核对表等） Project life cycle descriptions can be very general or very detailed (can include forms, charts, and checklists) 大多数项目生命期的共同特点： Most project life cycles share a number of common characteristics 项目阶段一般按顺序首尾相

27、接 Phases are generally sequential 人力投入和费用，开始时低，随之增高，在项目结尾时迅速降低 Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion Figure 2-1. Typical Project Cost and Staffing Level Across the Project Life Cycle 项目成功可能性随项目执行逐渐上升，

28、风险和不确定性逐渐下降 The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues 项目利害关系者对项目的影响力对项目执行逐渐下降 The ability of the stakeholders to influence

29、 the final characteristics of the projects product and the final cost of the project is highest at the start, and gets progressively lower as the project continue Figure 2-2. Stakeholders Influence Over Time 尽管许多项目生命期具有彼此相似的阶段名称，所要求的可交付成果名称也极为相似，但其内容决少雷同 Although many project life cycles have simila

30、r phase names with similar deliverables, few life cycles are identical. 2.1.2 项目阶段的特征项目阶段的特征 Characteristics of Project Phases 每个项目阶段都以一个或数个可交付成果的完成为标志 The completion and approval of one or more deliverables characterizes a project phase 可交付成果是某种有形的、可验证的工作成果 A deliverable is a measurable, verifiable

31、 work product 一些可交付成果对应着项目管理过程，另一些可能是最终产品的一部分 Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products 项目阶段的结束通常以对完成的工作和可交付成果的审查为标志，目的是确定是否验收、是否仍然需要增加工作，或者是否考虑结束这一阶段 A project phase is generally concluded with a review

32、of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed 阶段末可进行一次审查，目的是取得对结束当前阶段并启动下一阶段的核准。阶段末审查也称为阶段放行口、阶段关卡或验收站 A phase-end review can be held with the explicit goals of obtaining authorization to

33、close the current phase and to initiate the subsequent one. Phase-end reviews are also called phase exits, phase gates, or kill points 2.1.3 项目生命期与产品生命期的关系项目生命期与产品生命期的关系 Project Life Cycle and Product Life Cycle Relationships 应把项目生命期与产品生命期区分开来 Should be taken to distinguish the project life cycle fr

34、om the product life cycle. 项目生命期往往是产品生命期的一部分 Often consider the project life cycle as part of the product life cycle 2.2 项目利害关系者项目利害关系者 Project Stakeholders 项目利害关系者就是参与项目、或利益受项目影响的个人和组织，会对项目的目标和结果施加影响 Project stakeholders are individuals and organizations that are actively involved in the project, o

35、r whose interests may be affected as a result of project execution or project completion. They may also exert influence over the projects objectives and outcomes 项目管理团队必须识别利害关系者、确定他们的要求和期望、对其影响进行管理，确保项目取得成功 The project management team must identify the stakeholders, determine their requirements and

36、expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project 项目利害关系者参与项目的责任和权限变化很大，在不同阶段也会变化 Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course of th

37、e projects life cycle 识别项目利害关系者有时很困难；未能识别某重要利害关系者可能给项目造成重大问题 Sometimes, stakeholder identification can be difficult. Failure to identify a key stakeholder can cause major problems 项目经理必须管理利害关系者的期望；他们的目标往往彼此相距甚远 Project managers must manage stakeholder expectations, which can be difficult because sta

38、keholders often have very different or conflicting objectives 如何管理利害关系者 What should we do with stakeholders? 1) 识别所有他们 Identify ALL of them 2) 决定所有他们的要求 Determine ALL of their requirements 3) 决定他们的期望 Determine their expectations 4) 与他们沟通 Communicate with them 5) 管理他们的影响 Manage their influence 2.3 组织

39、的影响组织的影响 Organizational Influences 2.3.1 组织制度组织制度 Organizational Systems 基于项目的组织：运作主要由项目构成 Project-based organizations ： whose operations consist primarily of projects 收入主要来自于项目 Revenue primarily from performing projects 采用了项目化管理的组织 Organizations that have adopted management by projects 非基于项目的组织Non-

40、project-based organization 2.3.2 组织文化与作风组织文化与作风 Organizational Cultures and Styles 2.3.3 组织机构组织机构 Organizational Structure Figure 2-6. Organizational Structure Influences on Projects 协调员 coordinator 和联络员 expediter The project coordinator reports to a high-level manager and has authority to make some

41、 decisions. The project expediter has no authority to make decisions. 2.3.4 项目管理办公室在组织机构中的作用项目管理办公室在组织机构中的作用 The Role of the PMO in Organizational Structures A PMO usually takes one of three roles: Providing the policies, methodologies and templates for managing projects within the organization Prov

42、iding support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools Providing project managers for different projects, and being responsible for the results of t

43、hose projects 2.3.5 项目管理系统项目管理系统 Project Management System 项目管理系统是由管理项目用的工具、技术、方法论、资源和程序组成的整体 The project management system is the set of tools, techniques, methodologies, resources, and procedures used to manage a project 第二部分第二部分 项目管理标准项目管理标准 Section II： The Standard for Project Management of a Pr

44、oject 3. 单个项目的管理过程单个项目的管理过程 Project Management Processes for a Project 项目经理任何时候都应与项目团队一起共同负责，确定哪些过程适合于具项目经理任何时候都应与项目团队一起共同负责，确定哪些过程适合于具体的项体的项目，以及各个过程适合于该项目的严格程度目，以及各个过程适合于该项目的严格程度 The project manager, in collaboration with the project team, is always responsible for determining what processes are ap

45、propriate, and the appropriate degree of rigor for each process, for any given project 过程就是一组为了完成一系列事先指定的产品、成果或服务而需执行的互相联系的行动和活动 A process is a set of interrelated actions and activities that are performed to achieve a pre-specified set of products, results, or services. 过程一般分两类 generally fall into

46、one of two major categories 项目管理过程 The project management processes 产品导向的过程 Product-oriented processes 3.1 项目管理的诸过程项目管理的诸过程 Project Management Processes 戴明环（PDCA 环） Deming cycle(PDCA cycle) 项目管理过程的用途 Whereas the project life cycle describes what you need to do the work, the project management proces

47、s describes what you need to manage the project. 项目管理过程组与戴明环的关系 项目管理过程组 戴明环 启动(Initiating) 规划(Planning) 计划(Plan) 执行(Executing) 执行(Do) 监(Monitoring 控 Controlling) 检查(Check) 行动(Action) 收尾(Closing) Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle 3.2 项目管理过程组项目管理过程组 Project manage

48、ment Process Groups 5 大过程组 The five Process Groups 启动过程组：确定并核准项目或项目阶段 Initiating Process Group. Defines and authorizes the project or a project phase 规划过程组：确定和细化目标，并为实现项目而要达到的目标和完成项目要解决的问题的范围而规划必要的行动路线 Planning Process Group. Defines and refines objectives, and plans the course of action required to

49、 attain the objectives and scope that the project was undertaken to address. 执行过程组：将人与其他资源结合为整体实施项目管理计划 Executing Process Group. Integrates people and other resources to carry out the project management plan for the project 监控过程组：定期测量并监视项目进展情况，发现偏离项目管理计划之处，以便在必要时采取纠正措施来实现项目的目标 Monitoring and Control

50、ling Process Group. Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives. 收尾过程组：正式验收产品、服务或成果，并有条不紊地结束项目或阶段 Closing Process Group. Formalizes acceptance of the product, service