PMBOK项目管理知识体系(上)ppt课件.pptx
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1、仅限内部使用,不得外传,Project Management Workshop 项目管理知识体系(上),2,主要内容,PMBOK Outline PMBOK 简要介绍Experience Sharing 经验共享Case Study 案例分析,3,Agenda 议程 Day 1 第1天,Morning上午9:00-9:30 know each other 互相认识9:30-10:30 PM overall introduction项目管理总体介绍10:30-10:40 Tea Break 休息10:40-11:10 Questions 问题11:10-11:50 Case study1 Pro
2、ject information collection案例学习1:项目信息收集11:50-12:15 Case study2 Project Management plan案例学习2:项目管理计划,Afternoon下午2:00-2:10 Warm up 热身2:10-3:10 Project scope management 项目范围管理3:10-3:40 Questions 问题3:40-3:55 Tea Break 休息3:55-4:55 Case study 3 Scope statement 案例学习3:范围陈述4:55-5:15 Case study 4 WBS exercise
3、案例学习4:WBS(工作分解结构)练习,4,Agenda议程 Day 2 第2天,Morning上午9:00-9:10 Warm up热身9:10-10:10 Time Management 时间管理10:10-10:20 Tea Break休息10:20-10:50 Questions问题10:50-11:50 Case Study 5 Schedule exercise案例学习5:进度表练习,Afternoon下午2:00-2:10 Warm up热身2:10-3:10 Cost Management 成本管理3:10-3:30 Integrate Management 集成管理3:30-
4、3:45 Tea Break 休息3:45-4:15 Questions 问题4:15-5:00 Case study 6 Quotation 案例学习6:报价单,5,Agenda 议程 Day 3 第3天,Morning上午9:00-9:10 Warm up 热身9:10-9:50 HP & Nortel PM Department IntroductionHP和北电项目管理部介绍9:50-10:10 HP Focus PM Introduction HP项目管理介绍10:10-10:40 HP PM Development ApproachHP项目经理发展通道10:40-10:55 Tea
5、 Break 休息10:55-11:30 HP Project Analysis: case 1 Unicom HP项目分析:案例1 联通11:30-12:00 HP Project Analysis: case 2 Post IIHP项目分析:案例2 邮政II,Afternoon下午2:00-2:10 Warm up 热身2:10-3:30 Case study 7 Overall control案例学习7 总体控制3:30-3:45 Tea Break 休息3:45-4:20 IT SI project overall introduction and lessons learned sh
6、aringIT系统集成项目总体介绍和经验教训共享4:20-4:45 Huawei PM experience sharing case I华为经验共享 案例14:45-5:10 Huawei PM experience sharing case II华为经验共享 案例25:10-5:20 Training appraisal 培训评估,6,Introduction 学员自我介绍,Name 姓名Background on project management 项目管理方面的背景The objectives to attend the workshop 参加研讨班的目标One sentence t
7、o summarize the view on Project Management or Project Manager 用一句话概括对项目管理或项目经理的认识,7,Course Objectives(课程目的),At the end of this course you will be able to: 本课程结束以后,你应该能够:Describe the Project Management Processes.描述项目管理的过程Understand the common vocabulary in PMBOK. 理解PMBOK中的通用词汇Design your project cycl
8、e. 设计你的项目周期Apply project knowledge to project cycle.把项目管理知识应用于你的项目周期,8,Course code of conduct课堂行为规范,All course events will start on time please be ready. 准时开始Your participation in discussion is expected. 积极参与讨论All ideas and beliefs should be respected. 所有想法和观点和信仰都将受到尊重You are expected to apply what
9、you have learned to the exercises. 将所学的知识应用于练习You are encouraged to ask questions. 多问,仅限内部使用,不得外传,?项目管理,?PMI,?PMP,?PMBOK,?Schedule进度表,Project Manager(项目经理),零零总总的印象,10,Reset!,Reset! 清零!,11,Outline 大纲,Part I: Overall Introduction 总体介绍Part II: Project processes (5 groups) 项目过程(5组)Part III: Project mana
10、gement knowledge areas (9) 项目管理知识领域(9个),12,Part I: Overall Introduction总体介绍,13,What is PMI? 什么是PMI?,Project Management Institute. (PMI)项目管理协会目前世界上最大的、由研究人员、学者、咨询顾问和项目经理组建的全球性专业机构。,14,What is PMP?什么是PMP?,Project Management Professional.项目管理专业人员From early of 1980s. 始于八十年代初Organized by PMI. 由PMI组织认证Mor
11、e 15,000 PMP till now. 目前有1万5千多名通过认证的人员,15,What is PMBOK什么是PMBOK,Project Management Body of Knowledge (PMBOK) PMBOK是项目管理知识体系PMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是项目管理专业知识的总论The PMBOK Guide is a subset of generally accepted p
12、roject management knowledge and practice. PMBOK导引是公认的项目管理知识和实践的入门性读物Initialed by PMI in late of 1970s. 由PMI初版于七十年代末,16,PMBOK Outline PMBOK要点,Two clues in PMBOK 两条主线:Processes (5 groups) 5组过程Knowledge areas ( 9 ) 9个知识领域,17,What is a project?什么是项目?,A Project is a temporary endeavor undertaken to creat
13、e a unique product or service. 项目是为了提供一个独特的产品或服务而暂时承担的任务。项目的特征是临时性和单件性。,Goal oriented 目标导向 Coordinated Undertaking of Interrelated Activities 合作完成相关活动 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性,18,Project and Operation项目和操作的区别,Project 项目Performed by people由人执行Constrained by limited r
14、esources.有限的资源Planned, executed and controlled 计划、执行和控制 Temporary and Unique暂时性、唯一性,Operation操作Performed by people由人执行Constrained by limited resources.有限的资源Planned, executed and controlled计划、执行和控制Ongoing and repetitive连续性、重复性,19,Project and Program项目和项目群,Project项目 temporary 暂时性 Unique 独特的 Different
15、from operations 不同于操作,Program 项目群A group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一个并行管理的项目群,可以比单个项目的管理获得更多的好处Includes ongoing operations. 包含连续的操作Involve a series of repetitive or cyclical undertakings. 包括一系列重复或循环的操作,Sometimes, they a
16、re Synonyms.有时,它们是同义词,20,Project Management (1)项目管理(1),Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 项目管理就是应用有关项目活动的知识、技能、工具和技术去达到或超越项目干系人对项目的需要和期望,21,Project Manag
17、ement (2)项目管理(2),Project Management is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 项目管理是集成的努力和活动。如果某一活动失败,这一部分通常会影响其他的部分。These interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacr
18、ificing performance in another. 这些交互作用常常在项目目标之间取得平衡,这一部分的绩效的提高可能需要另一部分绩效的下降为代价Successful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的项目管理,需要主动地管理这些交互的活动,以提高整个项目的绩效,22,Management by projects按项目管理,Describe an organizational appr
19、oach to the management of ongoing operations. 描述连续性操作管理的组织方法Treats many aspects of ongoing operations as projects in order to apply project management to them.将很多连续性的操作当作项目,以便用项目管理的方法来管理。,23,Part II:Project Management Processes项目管理过程,24,Links Among Processes Groups in Phase 在过程组中的位置,InitiatingProces
20、ses,PlanningProcesses,ControllingProcesses,ExecutingProcesses,ClosingProcesses,启动过程,计划过程,实施过程,控制过程,收尾过程,25,Initiating Processes (1)启动过程,Recognizing the need for the project 确认项目的需求Determining the project goals and objectives 确定项目的目标Defining stakeholder expectations 定义项目相关人员的期望值Describing the general
21、 project scope 说明基本的项目范围Selecting the initial members of the project team 选择基本的项目组成员,26,Initiation Processes (2)启动过程(2),Documents: 文件- Project Charter 项目任务书,What should be included in Project Charter?项目任务书应该包含那些内容?,27,Project Charter项目任务书,Project Manager named 明确项目经理Purpose of the project 项目的目标Ident
22、ification of product or service to be delivered 确认需要交付的产品或服务Signed by management, sponsor, and customer 由投资者和用户签署,When a project is performed under contract, the Signed contract will generally serve as the projectCharter for the seller 当一个项目属于合同执行时,签定的合同将作为卖方的项目任务书,28,Links Among Processes Groups in
23、 Phase在过程组中的位置,InitiatingProcesses,PlanningProcesses,ControllingProcesses,ExecutingProcesses,ClosingProcesses,启动过程,计划过程,实施过程,控制过程,收尾过程,29,Planning Processes (1)计划过程(1),Refining the scope by balancing among quality, time and resource. 在质量,时间和资源中取得平衡,从而进一步明确范围Activity list and sequencing 活动清单和次序Schedu
24、le 进度表Budget 预算Documenting risk 风险分析Management Plan 管理计划(成本、时间、范围、风险管理计划等)Get Project Plan approved by the appropriate stakeholders 得到相应的主管核准的项目计划,30,Scope Definition范围定义,Scope Planning范围计划,Resource Planning资源计划,Activity definition活动定义,Cost Estimate成本估算,Activity duration estimate活动时间估计,Activity Sequ
25、ence活动顺序,Cost Budget成本预算,Schedule Develop进度表编制,Project Plan Develop项目计划编制,Planning Processes 计划过程,Core Processes,核心过程,范围管理,时间管理,成本管理,31,Planning Processes计划过程,Communication Planning沟通计划,Quality Planning质量计划,Organization Planning组织计划,Staff Acquisition人员获取,Procurement Planning采购计划,Solicitation Plannin
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