第一章项目管理双语课件

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,山西财经大学,张宝建,山西财经大学,课程的主要内容,1.前言,2.战略,3.组织,4.定义,5.估算,6.网络,7.风险,8.资源进度,9.缩短进度,10.领导,11.团队,12.合伙,13.过程控制,14.收尾,16.展望,15.国际项目,课程的主要内容1.前言2.战略3.组织4.定义5.估算6.网,教学计划与方法,教学计划,以量化分析为主，第,四,章项目定义、第,五,章估算项目时间和成本、第,六,章制定项目计划、第,八,章资源进度计划、第,九,章缩短项目时间、第,十三,章进度和绩效的衡量和评价为主要讲授和重点掌握内容。其他章节都有涉及，为简单讲解和了解内容。,教学方法,以授课为主，案例分析与上机实验相结合。而讲课中主要培养学生用所学方法解决实际问题的能力。,教学计划与方法教学计划,考试分值的分配,考试内容,理论方法的应用 占70%,解决问题的实际能力 占30%,考试分值的分配理论方法的应用 占70% 解决问题的实,Chapter One:,Modern Project Management,Chapter One:,Managing projects is one the oldest and most respected accomplishments of mankind. We stand in awe of the achievements of the builders of pyramids, the architects of ancient cities, the masons and craftsmen of great cathedrals and mosques; of the might and labour behind the Great Wall of China, and other wonders of the world.(3-1-1),-Peter W. G. Morris, The Management of Projects,Managing projects is one th,“对项目的管理是人类最古老、最值得尊重的成就之一。我们敬畏地面对着古老奇迹创造者们的伟大成就：金字塔的建造者、古老城市的建筑师、大教堂和清真寺的泥瓦匠与工匠，还有中国长城和世界其他奇迹背后的工匠”,彼得.莫里斯，项目的管理,“对项目的管理是人类最古老、最值得尊重的成就之一。我们敬畏地,1.1: basic conception,definition：,A project is a complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.项目是一种复杂的、非常规的和一次性的努力，受到时间、预算、资源以及设计用来满足客户需要的性能规格的限制。(5-1-1),The major goal of a project is to satisfy a customers need. (5-2-1),1.1: basic conceptiondefinitio,The major characteristics of a project are as follows: (,5-2-3),An established objective.,A defined life span with a beginning and an end.,Usually, the involvement of several departments and professionals.,Typically, doing something that has never been done before.,Specific time, cost, and performance requirements.,The major characteristics of a,项目管理的普遍性,More and more of the work in America is project oriented with a beginning, a middle, and an end.(3-4-1),The project approach has long been the style of doing business in the construction industry, U.S. Department of Defense contracts, and Hollywood as well as at big consulting firms. Now project management is spreading to all avenues of work. Today, project teams carry out everything from port expansions to hospital restructuring to upgrading information systems. (3-5-1),Project management is not limited to the private sector. Project management is also a vehicle for doing good deeds and solving social problems.(3-6-1),项目管理的普遍性More and more of the w,1.2: The Project Life Cycle,项目生命周期,The project life cycle typically passes sequentially through four stages,:(6-2-1),Definition stage,Planning stage,Execution stage,Delivery stage,1.2: The Project Life Cycle项目生,Project Life Cycle,1-1,Project Life Cycle1-1,1.4: The project manager,项目经理,The project manager plan, schedule, motivate, and control.,The project manager is unique because she/he manages temporary, nonrepetitive activities and frequently acts independently of the formal organization.(7-1-8),They must orchestrate the completion of the project by inducing the right people, at the right time, to address the right issues and make the right decisions.(7-2-10),1.4: The project manager 项目经理,Project managers must shape a project culture that stimulates teamwork and high levels of personal motivation as well as a capacity to quickly identify and resolve problems that threaten project work.项目经理必须培养一种项目文化，以激励团队工作和高层次的个人自我实现，有能力快速识别和解决威胁项目工作的问题。(15-3-6),Project managers must shape a,1.5: The Importance of Project Management项目管理的重要性,Several reasons项目管理的重要性源自以下理由： (7-3-8),Compression of the product Life Cycle 高科技行业产品开发的一个共同的经验法则是，项目耽搁6个月就会导致产品收入损失33 %。因而速度成了一种竞争优势。(7-4-1),Global Competition (7-6-1),1.5: The Importance of Projec,Knowledge Explosion (9-3-1),Corporate Downsizing (9-5-1),Increased Customer Focus (11-2-1),Small Projects Represent Big Problems (11-5-1),Knowledge Explosion (9-3-1),The Age of Project Management,1-2,The Age of Project Management1,1.6: Capability Maturity Model (CMM),能力成熟度模型(12-5-1),Level 1: There is an absence of a process for developing a project plan that includes cost, time, and performance.,Level 2: Repeatable processes used primarily on large mission-critical projects.,Level 3: Well-defined processes that are integrate with organization processes.,Level 4: The highest level represents seamless, integrated, holistic project systems and processes that include strategic decisions that take into account project selection, plans, performance, and lessons learned.,Level 5: Continuous improvement by archiving and using lessons learned to improve project management learned.,1.6: Capability Maturity Model,层次1：缺乏一个指定包含成本，时间和性能的项目计划的过程。,层次2：主要用于大型关键项目的重复过程。,层次3：与组织的程序相整合的明确定义的过程。,层次4：最高层次，代表无缝的、整合的、整体的项目系统和过程，包括考虑到项目选择、计划、绩效和经验教训的战略决策。,层次5：通过获得和利用学到的经验对项目管理进行持续改进的过程。,层次1：缺乏一个指定包含成本，时间和性能的项目计划的过程。,Capability Maturity Model (CMM),1-3,Capability Maturity Model (CMM,Our best guess estimate is that most companies are in the throes of moving from level 2 to level 3 and that fewer than 10 percent of those firms that actively practice project management are at level 4 or 5.(12-11-1),Project managers in levels 1 and 2 environments use only some of the tools and work in organizations not fully attuned to the importance of project management. (12-13-1),Our best guess estimate is tha,Integration of Project includes:,Integration of Project with the Strategic Plan项目和战略计划的整合,Integration within the Process of Managing Actual Projects实际项目管理过程中的整合,1.7: Integration of Project,项目整合,Integration of Project include,In some organizations, selection and management of projects often fail to support the strategic plan of the organization. Strategic plans are written by one group of managers, projects selected by another group, and projects implemented by another. (13-4-1),1.7.1：Integration of Project with the Strategic Plan项目和战略计划的整合,In some organizations, selecti,项目的整合管理受到内外部两种因素的影响：,External,environmental factors are usually classified as,political, social, economic, and technological,; they signal,opportunities,or,threats,in setting the direction for the organization. (14-2-6),项目的整合管理受到内外部两种因素的影响：,Internal,environmental factors are frequently classified as,strengths,and,weaknesses,such as management, facilities, core competencies, and financial condition. (14-2-8),Internal environmental factors,There are two dimensions within the project management process,实际项目管理过程中的整合存在两个维度: (15-1-1),The first dimension is the,technical,side of the management process, which consists of the formal, disciplined, pure logic parts of the process. The technical side relies on the formal information system available. This dimension includes planning, scheduling, and controlling projects. (15-2-1),1.7.2：,Integration within the Process of Managing Actual Projects实际项目管理过程的整合,There are two dimensions withi,The second dimension is the,sociocultural,side of the project management process. (15-3-1),the technical dimension represents the “,science,” of project management while the sociocultural dimension represents the “,art,” of managing a project. (16-1-1),The second dimension is the so,The Technical and Sociocultural Dimensions of the Project Management Process项目管理过程的技术和社会文化维度,1-5,The Technical and Sociocultura,Integrated Management of Projects对项目的整合管理,1-4,Integrated Management of Proje,1.8：Session Summary本章小结,The definition and characteristics of the project,The Project Life Cycle,The Project Manager and The Importance of Project Management,Integration of the project,1.8：Session Summary本章小结The de,1.9: Key Terms关键术语,Project,Project life cycle,Capability maturity model,Technical perspective,Sociocultural perspective,1.9: Key Terms关键术语Project,问题与讨论,Q&C,Questions & Comments,问题与讨论 Q&C,1.10: Review Questions复习题,Define a project. What are five characteristics that help differentiate projects from other functions carried out in the daily operation of the organization?,1.10: Review Questions复习题,Individually identify projects assigned in previous terms. Were both sociocultual and technical elements factors in the success or difficulties in the projects?,第一章项目管理双语课件,