项目管理知识体系（英文）

The Project Management The Project Management Framework Framework Knowledge Level:Knowledge Level:Knowledge Level:AdvancedAdvancedAdvanced2Framework:OverviewIntroduction:ProjectTerms to UnderstandStakeholders in ProjectProject Management,Project Manager,Project Management Office Project Management contextProject life cycleOrganizational types and influencing factorsPM ProcessesProject Management Knowledge AreasDiscussion on Knowledge Areas3Framework:ObjectiveAfter completing this chapter,you will be acquainted with the Project management process areas and Knowledge areas4What is a ProjectA temporary endeavor undertaken to create a unique product or service.5Why is a project a Temporary endeavor?Projects are referred to as temporary endeavors because they end when goals are met or when they cannot be met.The Team gets disbanded when goals are met.A typical project is characterized by inter-related activitiesWhat is a Sub-Project?A project is frequently sub divided into manageable components or sub projects.They are generally contracted to an external enterprise/functional unit.What is a Product?A product can be a Service/outcome/result/documentWhat is Progressive Elaboration?Progressive elaboration means development of a project in steps.Terms to understand 6What is a Program?A Program is a group of related projects that are managed in a coordinated way and usually include an element of ongoing activity.It may include some work outside the scope of the projects in a program.It also involves a series of repetitive or cyclical undertakings.What is a process?A process is a series of actions bringing about a result.Projects are composed of processes.How are processes classified?Project processes are classified asProject Management processesCommon to most projectsPurpose is to initiate,plan,execute,monitor,control and close projectProduct-oriented processes Specify and create the projects productTypically defined by project life cycleProject management process and product oriented process overlap and interact throughout the projectTerms to understand 7Stake-holders in ProjectStakeholders are persons and organizations such as customers,sponsors,performing organizations and the public,that are actively involved in the project,or whose interests may be positively or negatively affected by execution or completion of the project.They may also exert influence over the project and its deliverables.To ensure a successful project-PM Team must identify stakeholders,determine requirements,manage and influence those required.8Identifying stakeholders and assessing their knowledge and skillsAnalyzing projects to make sure that their needs are metInvolving them in project,using their expertise,involving them in changes and getting their acceptance and sign-offClosure of projectStakeholder Management involves EXTERNALSub-contractorsSuppliersExternalconsultantsService providersINTERNALSenior Management Project Manager Human Resources Business Development FinanceAdministrationTrainingInternal SystemsQuality Assurance SEPG CLIENTSponsorContact personEnd-userOutsource party9What is Project Management?Project Management is the application of knowledge,skills,tools and techniques to project activities in order to meet stakeholder needs and expectations from the project.It involves balancing competing demands among:Scope,time,cost and qualityStakeholders with different needs and expectationsNeeds and expectations Coordinating activities and managing the resources10Why use Project Management?Using Project Management concepts helps to Focus on Objectives:scope,cost,and timeHave consistent achievementRespond to rapid changeBlend multi-disciplinary skillsFocus on StakeholdersMeet Global competition11Why training on Project Management?Projects progress rapidly until they are 90 percent complete,then they remain 90 percent complete forever.:Immutable Laws of Project ManagementTo avoid the above state of inertia,training in PM concepts helps toComplete tasks,activities,work packages.Protects project from changes,loss of resources.Integrates all pieces of work into a whole Lack of PM skills results in problems in a project and often people play a fire fighter role12A typical Project Manager Manages the scope and configuration management processMust make trade-offs between Time,Cost and QualityManages the Project TeamManages the Clients expectationsThe Project Manager13A Project Management Office is an organizational unit that centralizes and coordinates the management of projects under its domain.Functions of a PMOFocuses on the coordinated planning,prioritization and execution of projects and sub projects that are tied to the organizations business objectives Identification and development of project management methodology,best practices and standards;Centralized repository,operation and management,communicationMentoring platform for project managers,Coordination of quality standards,Management of policies,procedures,templates etcProject Management Office14PM and PMOPM and PMO pursue different goals and are driven by different objectivesProject ManagerProject Management OfficeResponsible for delivering specific project objectives within project constraints Organizational Structure with specific mandates Focuses on specified project Objective Manages major program scope changes Controls assigned resources to meet objectives Optimizes the use of shared organizational resources across projects Manages scope,schedule,cost and quality of products Manages overall risk,opportunity and project interdependence Reports on project progress and other info Provides consolidated reporting and an enterprise view of projects 15Project Life CycleProjects can be divided into phases to provide better management control.These have appropriate links to ongoing operations of the performing organization.These phases are collectively known as Project Life Cycle.Characteristics of Project Life CycleProjects can be divided into logical phases and these phases connect from beginning to the endTransition from one phase to another within the life cycle generally involves technical transfer or handoffWork of previous phase approved before next starts and phases are generally sequentialCost and staffing levels are low at the start,peak during intermediate phase and drop rapidly as project nears completion16Project Life Cycle17Organization Types&Influencing factors18Influence of Organizational Structure on ProjectsOrganization setup can be divided into three types Traditional/Functional Matrix ProjectizedDepending on the project type,the project characteristics vary.19Traditional(Functional)OrganizationA Functional organization is a hierarchical organization where each employee has one clear superior,staff are grouped by areas of specialization and are managed by a person with expertise in that area.20Advantages and disadvantages of functional organizational formAdvantagesDisadvantagesEasier management of specialties Team members report to only one supervisor Similar resources are centralized,companies are grouped by specialties Clearly defined career paths in areas of work specialization People place more emphasis on their functional specialty to the detriment of the project No career path in project management Project manager has no authority No one individual is directly responsible for the total project Coordination becomes complex There is no customer focal point Difficulty in pinpointing responsibility Ideas tend to be functionally oriented with little regard for ongoing projects21Projectized OrganizationIn a Projectized organization,Team members are often collocated.Most of the organizations resources are involved in project work.Project Managers have great deal of authority and independence.Projectized organizations have departments but these groups either report directly to PM or provide support services to the projects22Advantages and Disadvantages of Projectized organizationAdvantagesDisadvantagesProvides complete line authority over the projectThe project participants work directly for the PM.There are strong communications channelsUpper-level management maintains more free time for executive decision makingMore Customer focusPMs have great deal of independence and authority to assign priorities,apply resources and direct the work of persons assigned to the projectEfficient organization Loyalty to the project Duplication of efforts,facilities and personnelNo in-depth technical knowledgeLack of career continuity and opportunity for project personnelNo“home when project is completed Lack of professionalism in disciplines Less efficient use of resources 23Matrix OrganizationMatrix organizations are a blend of functional and projectized characteristics.Matrix Organizations can be further classified as Weak MatrixStrong MatrixBalanced Matrix24Weak Matrix PMs role is more of a coordinator Strong Matrix Have full time PMs with considerable authority and full time administrative staffBalanced Matrix A PM is present but does not have full authority over the project and the project fundingMatrix Organization25Advantages and disadvantages of a Matrix Organizational formAdvantagesDisadvantagesHighly visible project objectives Improved project manger control over resources More support from functional organizations Maximum utilization of scarce resources Better coordination Better horizontal and vertical dissemination of information than functional Team members maintain“a home”Not cost effective because of extra administrative personnel More than one boss for project teams More complex to monitor and control Tougher problems with resource allocation Need extensive policies and procedures Functional managers may have different priorities than project manages Higher potential for duplication of effort and conflict 26Composite OrganizationIn addition to the already discussed three organization types,Modern organizations involve all structures at various levels.Such organizations are said to operate as Composite Organizations.For e.g.:A functional organization may create a projects that operates in projectized style to achieve a critical target.The team may have full time staff from different functional departments,may develop its own set of operating procedures and may operate outside the standard formalized procedure.27PM Processes28PM Process Groups and its relationshipProject Management Processes are organized into five process groupsInitiating Processes Defines and authorizes a projectPlanning Processes Defines and refines objectives,plans course of action required to attain objectives and scopeExecuting Processes Integrates people and other resources to carry out project management plan for the projectMonitoring and Controlling Processes Regularly monitor and measure progress to identify variances and take corrective action if requiredClosing Processes Formalizes acceptance of the project and brings an orderly end to the project2930The integrative nature of the PM Process groups requires monitoring and controlling process group interaction with every aspect of other process groups31PM Processes and Timeline32Project Initiating ProcessProject Initiating Process is about Recognizing that a project or phase should begin and committing to do soProject Phase Initiating Process(Project Phase)involves Committing the organization to begin the next phase of the projectInitiating processes may be formal or informal3334Relationship to other Management disciplines35Project Planning ProcessProject Planning process involves devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to addressThis process is of major important because the project involves doing something which has not been done beforeHighest number of Project Management Processes are with planning.3637Relationship among Planning Process38Project Execution ProcessesProject execution process involves coordinating people and other resources to carry out the plan39Relationship among Execution Processes40Project Controlling ProcessThe processes performed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase or project is referred to as Project Controlling process.Project Performance must be measured regularly to identify variances from the plan.Variances are fed into the control process in the various knowledge areas.To the extent that significant variances are observed,adjustments to the plan are made by repeating the appropriate project planning processes4142Relationship among Controlling Processes43Project Closing ProcessesClosing Process involves Administrative Closure and Contract ClosureAdministrative ClosureGenerating,gathering,and disseminating information to formalize phase of project completion.Contract ClosureCompletion and settlement of the contract,including resolution of any open items4445Relationship among Closing Processes46Knowledge Areas47Knowledge AreasKnowledge areas are identified areas of project management defined by their knowledge requirementsand described in terms of their component processes,practices,inputs,outputs,tools and techniques.48Mapping of Project Management Processes to the Project Group and Knowledge Areas49Discussion on the Knowledge Areas50Project Integration ManagementProject Integration Management describes the process required to ensure that the various elements of the project are properly coordinated.It includes unification,consolidation,articulation,project integrative actions,making trade-offs among competing objectives and alternatives.Project Integration Management(PIM)-ProcessesPIM Process Purpose/Activities Develop Project Charter Formally authorizes the project Develop Preliminary Project Scope Statement Provides high level scope narrative Develop Project Management PlanDefines,prepares,integrates and co-ordinates all subsidiary plansDirect and Manage Project ExecutionAchieves projects requirement as defined in the scopeMonitor and Control Project WorkMonitoring and controlling the processes to meet the performance objective defined in project management planIntegrated Change ControlReview all change requests,approve and control changes to deliverables and organizational process assetsClose Project Finalize all activities across all project process groups to formally close the project 51Things to know in Integration ManagementProject manager as integratorProject planning methodologyProject management information systemProject planWork authorization,change control,managing changeIntegrated change controlScope,scope verification,change control52Project Scope ManagementProject Scope Management includes the processes required to ensure that the project includes all the work and only the work required to complete the project successfully.Project scope management involves Constantly checking to ensure that all work gets completedSaying No to work not within project scope and preventing extra work or gold platingProject Scope Management(PSM)ProcessesPSM Process Purpose/Activities Scope PlanningCreating a project scope management plan and document how project scope will be defined,verified and controlled and how work breakdown structure will be created and defined Scope definitionDeveloping detailed project scope statement as the basis of future project decisionCreate Work Breakdown Structure(WBS)Sub-dividing major project deliverables and project work into smaller manageable componentsScope VerificationFormalizing acceptance of completed project deliverablesScope ControlControlling changes to project scope53Things to know in Scope ManagementProject selection methods Benefit measurement methods,constrained optimization methodsInitiating a project Project selection,history collection,documentation,scope analysis,resource identification,estimation,formal decision from stakeholders on the charter etcProject charter Should contain project title,description,PM assigned and authority level,objectives,business case,product description and deliverables,approval signatures etcProject Constraints,scope statement,scope management planManagement By Objectives(MBO)Establish realistic objectives,evaluate if the objectives are being met,take corrective actionDelphi technique to obtain expert information on issues,estimates,risks etcWork breakdown structure Activity definitionScope definition and decomposition defining and sub dividing major project deliverables into smaller manageable componentsScope Verification Formalizing acceptance,work product review,audits,conformance,sign-off etc54Project Time ManagementProject Time Management describes the processes required to ensure timely completion of the project.Project Time Management(PTM)ProcessesPTM Process Purpose/Activities Activity DefinitionIdentify specific schedule activities that should be performed to provide project deliverablesActivity SequencingIdentifying and documenting dependencies among schedule activitiesActivity Resource EstimatingEstimate the type and no.of resources required to perform schedule activityActivity duration EstimatingEstimating the duration/period to complete individual schedule activitySchedule DevelopmentAnalyzing activity sequences,durations,resource requirements and schedule constraints to create project scheduleSchedule ControlControlling changes to the project schedule55Things to know in Time ManagementScheduling tools and their benefits Milestone charts,flowcharts,Gantt charts,network diagram PERT,CPM,PDM chartsMethods to draw network diagrams AON/PDM,ADM,GERTSchedule developmentDependenciesEstimatingEstimating methods CPM,PERT,Monte Carlo simulationCritical path,LAG,FLOATShortening schedule duration compression,resource levellingRe-estimating,crashing,fast trackingSchedule management planHeuristicsVariance analysis56Project Cost ManagementProject Cost Management describes the processes required to ensure that the project gets completed within the approved budget.Project Cost Management(PCM)ProcessesPCM Process Purpose/Activities Cost EstimatingDeveloping an approximation of the costs of resources required to complete the projectCost BudgetingAggregating the estimated costs of individual activities or work packages to establish cost baselineCost ControlInfluencing the factors that create cost variances and controlling changes to the project budget57Things to know in Cost ManagementCost risk,resource planning,cost management planCost estimating analogous estimating,bottom-up estimating,parametric estimating,computerized estimating toolsEarned value analysis(EVA),net present value(NPV),Internal rate of return(IRR),Benefit cost ratio(BCR)Life cycle costing,Accuracy of estimates58Project Quality ManagementProject Quality Management describes the processes required to ensure that the project satisfies the needs for which it was undertaken.It ensures conformance to requirements and fitness of useProject Quality Management(PQM)ProcessesPQM Process Purpose/Activities Quality PlanningIdentifying which quality standards are relevant to the project and determining how to satisfy themPerform Quality AssuranceApply planned,systematic quality activities to ensure that the project meets all the requirementsPerform Quality ControlMonitoring specific project results to determine whether they comply with the relevant quality standards to identifying ways to eliminate unsatisfactory performance59Things to know in Quality ManagementGold plating Not to give customer extras,prevention over inspection,Marginal analysisKaizen Continuous improvement to reduce costs and improve performanceJIT Approach to decrease the amount of inventory,improve qualityISO 9000 International standard to help organizations to ensure that quality procedures are in place and are followedTQM Total quality management-Encourage companies and employees to find ways to improve qualityMutually exclusive,statistical independence,probability,no