PMBOK指南项目管理模板暨PMI职业道德行为规范全套文件.doc

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1、PMBOK指南第三版项目管理模板暨PMI职业道德行为规范 目录1 启动过程组的活动次序2 计划过程组的活动次序3 执行过程组的活动次序4 监控过程组的活动次序5 收尾过程组的活动次序6 项目启动问题核对表7 干系人管理检查对照表8 项目章程示例9 项目章程示例10 初步范围说明书示例11 详细范围说明书示例12 详细范围说明书示例13 WBS示例14 WBS示例15 WBS词典16 变更申请表17 变更单18 变更控制单19 问题表20 议题管理表21 会议议程表22 职责分配表RAM23 风险管理计划24 采购文件RFP25 项目建议书26 项目计划27 任务完工表28 项目状态报告29 收

2、尾表30 旧版职业道德文件-中文31 旧版职业道德文件-英文32 新版职业道德文件-中文33 新版职业道德文件-英文34 PMBOK名词术语-英文35 项目管理参考书目案例与模板1启动次序 启动过程组的活动次序1 从众多可能中选择一个项目2 选择项目经理3 确定项目经理的权利4 收集项目信息5 把项目划分为阶段6 识别干系人及其影响力和风险容忍度7 把干系人期望要求转换为需求8 归档记录商业需求9 归档记录假设条10 归档记录约束条件11 最终确定产品范围12 了解项目与公司战略目标关系13 确定项目目标和产品目标14 协调解决有冲突的目标15 熟悉公司文化与组织结构16 查找现有流程和标准1

3、7 了解公司现有的运作程序和政策以及那些可用于当前项目18 做概要性规划19 粗略估算项目的进度和预算20 确定项目章程的格式、目的等等21 与干系人及客户协调项目的启动工作22 与客户等确定验收标准以及项目所包括和不包括的工作23 确定项目的初步组织24 记录已知的风险25 确定所需的里程碑26 确定项目范围的控制方法27 最终确定项目章程28 获得项目章程的正式批准29 建立初步的项目范围说明书案例与模板2 计划次序计划过程组的活动次序1 确定如何规划范围、时间、成本、质量、风险、流程改善、采购并按知识领域形成管理计划。2 修订来自启动过程中的需求，使之更加具体。3 建立项目交付成果描述以

4、及完成交付成果所需的工作（范围说明书）。4 再详细规划之前，利用范围说明书，获得干系人对“最终”范围的批准。5 确定团队。6 把工作分解为更小的、易于管理的部分(WBS).7 在WBS词典中说明每一个工作包，使接受工作包的人能够清楚理解工作并且不会发生镀金。8 如果必要，把工作包进一步分解为活动。9 把活动排序，确定紧前和紧后活动。10 估算所需资源。11 找到有关经理，获取资源的承诺。12 确定估算所需的准确程度。13 让活动工作人员估算时间和成本。14 在进度压缩前确定项目历时。15 制定初步进度模型。16 制定初步预算。17 确定质量标准以及衡量质量绩效的质量指标。18 确定项目所应遵循

5、的过程，以便减少监督、改善质量。19 明确定义角色和职责，使每一个团队成员和干系人都了解各自在项目中的角色和各自所要完成的工作。20 确定你从其他项目中所需要的信息，以及需要交付给其他项目的信息。21 了解干系人的沟通需求。22 完成风险识别、定性和定量分析以及风险应对规划。23 重复以上过程，使项目管理计划具有现实性和正式性，并获得认同和批准。24 确定项目需要什么采购？25 准备采购文书。26 了解其他项目对你的项目的影响，以及你的项目对他们的影响。27 最终确定如何实施和控制你的项目管理计划。28 确定项目绩效衡量方法，衡量指标，以及具体含义。29 确定控制项目管理计划所需要进行的会议、

6、报告及其他活动。30 确定项目中如何改善流程。31 执行项目网络分析，查证方案，确认项目目标能够实现，制定最终的项目管理计划和绩效衡量基准。32 获得发起人、团队和资源经理对项目管理计划的正式批准。33 召开干系人、团队成员、职能经理、客户参加的开工会议，统一起点，获得认同。案例与模板3实施次序 实施过程组的活动次序1 设定并管理干系人的期望。2 确保对工作的共识。3 执行既定项目管理计划或者经过控制过程后的修订计划。4 完成工作包。5 收集并记录经验教训。6 建立并管理沟通渠道。7 评估团队的效力。8 实施批准的变更，纠正措施，预防措施，和缺陷修复。9 实施质量保证的程序。10 生成项目报告

7、。11 举行团队建设活动。12 团队会议上遵守基本规则。13 帮助团队成员获得他们所需的培训。14 发布信息。15 扫清障碍。16 实现符合要求的工作结果。17 与有关经理见面，确认他们的资源承诺。18 及时通告有关职能经理，何时需要他们的资源加入项目。19 按照项目管理计划，投入项目资源。20 管理项目进展。21 指导，辅导，沟通，领导，谈判，帮助，教练。22 利用你的技术知识。23 利用工作授权系统批准何时进行某个工作包。24 举行进展会议。25 发出并接受信息。26 关注如何预防问题产生，而不是问题出来了再去解决。27 保证每一个团队成员拥有完成工作需所需的技能、信息和设备。28 关注项

8、目管理计划的例外情形，而不是和保姆一样的检查团队成员的工作。29 按照整体变更控制处理有关建议的变更和纠正措施。30 遵守公司的政策、流程和程序。31 改善流程的效力。32 对公司如何改善流程效力，提出行动建议。33 判断项目活动是否符合政策、流程和程序。34 保证对项目管理计划的持续的认可。35 使人人意识到，项目的完成要符合项目章程，需求，产品和项目范围，商业情形和项目管理计划。36 严重问题出现时，重新评估项目的商业情况。37 解决问题。38 实施计划过程中产生的认可和奖励制度。39 确定在计划过程中未定人选。40 实施已批准的流程改善。41 实施计划过程产生的应急计划，或必要的权变计划

9、。42 根据采购文书，发包询价。43 评估投标书和报价，选择供应商。44 支出项目资金并监督项目资金。案例与模板4 监控过程监控过程组的活动次序1 根据管理计划的测量指标，测量项目绩效。2 根据绩效衡量基准测量。3 确定偏差是否需要提出纠正措施或者变更。4 根据判断来确定哪些偏差是重要的。5 建议进行变更，缺陷修复，预防措施，纠正措施。6 根据整体变更控制，批准变更，缺陷修复，预防措施，纠正措施。7 使用冲突解决技巧，解决矛盾。8 建立预测。9 配置管理。10 根据基准控制进度、成本和质量。11 使用问题日志。12 修订控制线。13 召开项目控制会议。14 识别问题根本原因。15 建议项目管理

10、计划更新。16 获得客户对交付成果的正式验收。17 确定重新计划的必要性。18 管理时间和成本储备。19 重估项目下一步所需的成本和历时。20 必要时获得进一步的资金。21 定期的检查。22 决定验收或者拒收项目工作。23 评估已实施的纠正措施的效力。24 重估项目控制系统的效力。25 花时间来改善质量。26 获得干系人的信息来确定项目控制是否需要更新。27 识别和分析趋势。28 进行风险审计，评估风险应对的效力。29 查看新出现的风险。30 重新分析现有风险。31 利用里程碑作为控制手段。32 观察。33 衡量团队成员个人的绩效。34 对干系人进行绩效汇报。35 根据偏差报告，纠正小问题，以

11、免酿成大问题。36 计算尚未完工工作。37 进行挣值计算。38 使用质量控制工具检查、帕雷托图、鱼骨图。39 进行项目绩效评估。40 识别项目管理计划偏差。41 控制变更。42 确保只有批准的变更才能执行。43 与变更控制委员会合作。44 管理干系人。45 合同管理。46 召开状态评估会。案例与模板5收尾活动 收尾过程组的活动次序1 确认项目满足了全部需求。2 核实并记录项目满足了完工标准或者阶段满足了“出关”标准。3 获得客户对项目产品的正式签字。4 记录项目提前终止的原因。5 支付尾款并完成成本账目。6 收集经验教训。7 更新项目记录。8 确保项目管理过程的完整。9 根据经验教训，更新公司

12、流程，程序和模板。10 团队成员获得的新技能反映到人力资源上。11 采购审计。12 制定完工程序。13 完成合同收尾和行政收尾。14 分析并记录项目的成功和效力。15 建立并发布项目最终绩效报告。16 建立归档项目资料。17 衡量客户满意度。18 把完成的交付成果交付给运营和维护部门。19 解散资源。20 庆祝竣工。案例与模板15 -项目启动检查单Project NameProject Initiation ChecklistPrepared By:Date Prepared:Revision Number:ReferenceIdentify the source of the request

13、 and how it came.Project ObjectiveExpressed as To, in a way that, so that constructBackgroundBriefly describe how this project came aboutProject ScopeWhat business functions are in and out of scope?What locations are in and out of scope? (attach a Scoping Diagram for clarity)What are the project int

14、erfaces?What business procedures are required?What production operations procedures are required?Will an Acceptance Test Plan and testing be required?Will Systems Analysis be required, if so what抯 needed?What training is required?What documentation is required?What are the critical requirements?Cons

15、traintsWhat is the maximum cost of the project?What is the latest project completion date?What are the interproject dependencies?Current IssuesBriefly describe any issues that will need to be addressed prior to or during the projectOrganizationProject SponsorWho agrees to this project setup?Who will

16、 signoff the requirements?Who will remove obstacles?Who will accept the finished product?Project LeadWho will execute the project initiation (e.g., Project Manager or Business Analyst)Resources & ResponsibilitiesWhat additional resources will be required?What are they expected to do?ScheduleStart Da

17、teWhen will the project start?End DateWhen will it end?EstimateHow many effort hours?How many elapsed hours?What assumptions are you making?Final ProductWhat is the end product?Project ApproachWhat are the milestones?Interim ProductsWhat are the products of the milestones?Business CaseProject Justif

18、icationWhy do this project?What happens if we don抰 do it?Why do it now?How critical will the impact of the project be?RisksWhat could go wrong? (both systems-related and user-related)CountermeasuresHow will you avoid this?CostsList all hardware, software, network, staff, facilities and other costsPr

19、oject Initiation ApprovalsRequested Date:Client Requester:Date:Department Manager:Date:Project Manager:Date:Manager:Date:案例与模板6 干系人管理 干系人管理检查对照表项目经理应如何管理干系人的参与？你是否做到了？1确定所有干系人的名称2确定干系人的所有需求3确定干系人的期望并转化为需求4管理并影响干系人的参与5干系人需求最终确定后，让干系人签字6评估干系人的知识和技能7分析项目对干系人需求的满足情况8告知干系人哪些需求可以满足，哪些不能满足以及原因9通过分配一些项目工作，比

20、如让干系人担当某些风险的应对负责人，使干系人参与项目10利用他们的专长11干系人需要了解什么，何时需要，保证项目与其沟通12在变更以及批准方面让干系人参与13让干系人参与经验教训总结14在项目阶段收尾时，获得干系人的签字和正式验收案例与模板7 - 项目章程 George Mason UniversityITU Project CharterA. General InformationProject Title:Prepared by:Date:Points of ContactList the individuals who may be contacted for information r

21、egarding the project. PositionTitle/Name/DepartmentPhoneE-mailProject SponsorProject ManagerCustomer (User) Representative(s)OtherB. Project PurposeThis section will explain the reason(s) for doing this project. Complete the Statement of Problem and Project Objective.1. Statement of ProblemThe Probl

22、em is a question, issue, or situation, which needs to be answered or resolved. Describe the problem or issue this project will address. 2. Project ObjectiveDefine the specific Objective of the project. Correlate to any part of an existing University strategic plan.C. AssumptionsAssumptions are state

23、ments taken for granted or accepted as true without proof. Assumptions are made in the absence of fact. List and describe the assumptions made in the decision to initiate this project.D. Project Description, Scope and Management MilestonesIn this section, a description of the project will be built.

24、The description will include defining the customers, the customers needs, the customers requirements, and the deliverables. Also, in this section, as part of the description, the risks need to be identified. Major milestones will further describe the project. The project scope addresses the who, wha

25、t, where, and why of the project and will be defined in this section.1. Project CustomersDescribe the projects customer(s). Who is this project for?2. Customer Needs Describe the needs, in terms of the intended customer, this project will meet.3. Customer RequirementsDescribe the customers expectati

26、ons. What will make the customer happy?4. Final DeliverablesDescribe the customers criteria for acceptance. What will it take for the customer to communicate the project is complete?5. Risks/Negative ImpactDescribe any threats to the projects completion and success. Identify any groups, departments,

27、 offices who could be negatively impacted by this project.6. SecurityDescribe potential threats and the safeguards needed for the Projects successful completion.7. Summary of Major Management Milestones and DeliverablesProvide a list of Project Management Milestones and Deliverables. This list of de

28、liverables is not the same as the products and services provided, but it is specific to management of the project. EventEstimated DateEstimated DurationProject Charter ApprovedProject Plan CompletedProject Plan ApprovedProject Execution StartedProject Execution CompletedProject Closed OutE. Project

29、AuthorityDescribe the authority of the individual or organization initiating the project, any management constraints, management oversight of the project, and the authority granted to the Project Manager.AuthorizationName the project approval authority that is committing organization resources to th

30、e project. Project ManagerName the Project Manager and define his or her role and responsibility over the project. F. ResourcesIdentify the funding, personnel, and other resources, committed to this project by the project sponsor. ResourcesAllocation and SourceFundingProject Team (Full and Part Time

31、 Staff) Customer Support FacilitiesEquipmentSoftware ToolsSecurity Assessments(Risk Vulnerabilities)OtherG. Signatures, if requiredThe Signatures of the people below document approval of the formal Project Charter. The Project Manager is empowered by this charter to proceed with the project as outli

32、ned in the charter.Position/TitleSignature/Printed Name/TitleDateProject Sponsor (required)Project Manager (required)Other Stakeholders as needed1/15/04案例与模板8项目章程 3-1-1 PHASE 1 PROJECT CHARTERLead Department: ITA Project Manager: Greg DexterThe Project Charter defines the formal commitments of all o

33、rganizations involved in a project and describes how the project will be managed. The charter documents the agreement among the key stakeholders on the scope of the project, key assumptions and constraints and the roles and responsibilities of project participants and stakeholders. The charter is a

34、living document that is updated for each phase of a project in the initiation and planning processes. Project Objectives and OverviewThe goal of the 3-1-1/E-Government project is to provide all City residents and businesses with convenient, prompt and reliable access to accurate information about th

35、e City and to City services all of the time. Access to all non-emergency services will be provided via a simple 3-1-1 phone number and via the internet. Access will also be available via an 800 number and a regular 7 digit phone number for calls from locations that cannot access the 3-1-1 number, su

36、ch as, calls from outside City limits and cellular calls. The existing 9-1-1 emergency phone number will be unchanged.The scope of the first phase of this project encompasses: the implementation of an Interim 3-1-1 Call Center building on the existing City Hall Operators facility and staff; the deve

37、lopment of a Citywide Service Directory (CSD) containing information on City services, events and contacts. The CSD will be utilized by the 3-1-1 operators and also be accessible to City staff and the public through the internet. The Scope of this phase is depicted in Figure 1 below:Citywide Service

38、 DirectoryPricewaterhouseCoopers (PwC) recommended the CSD as the vehicle to deliver accurate information about the City to the public and to City staff, thus improving access to City services and information. The CSD will provide information about City services, events, building locations, phone nu

39、mbers, and other general information from one centralized repository via a web browser. The CSD will directly improve customer service by being: Easy-to-learn and use because its interface is simple, intuitive and incorporates appropriate online help features. Current because City employees will hav

40、e a tool to use to facilitate content maintenance. Web-based to allow the public access via the Internet. Thorough because all Departments will add and update information. Searchable, using keywords and other search parameters in order that users do not have to know which Department provides the ser

41、vice. CSD Implementation ApproachTwo ongoing ITA projects are providing a foundation from which the CSD will evolve: the Automated Service Directory application (ASD). the Tele-Works implementation, which will allow the public to obtain information on City services via an interactive voice response

42、and fax system. The 3-1-1 project team has assumed the responsibility for completing the implementation of the ASD, which requires migration of the database to a more robust platform and providing enhancements to the data entry module to make it easier for the departments to use. The CSD will then e

43、volve from the ASD to include: Additional business, user and technical requirements incorporated into the application. Information compiled from all City Departments. Each Department will have an individual assigned to be responsible for the Department specific content. Content management tools with

44、 specified access rights, allowing staff to formally create, submit and gather approval for content to be published. These tools will assist in ensuring currency of information. Expanded GIS capabilities, which include geo-coding, filtering of service locations by geographic area, and driving directions. Search capabilities, based on service types, keywords, and other