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1、项目管理Whyarepeoplespendingmoreworktimeonprojects?Withincreasedinternationalcompetition,customersaredemandingtohavetheirproductsandservicesdevelopedanddeliveredbetter,faster,andcheaper.Sinceprojectmanagementtechniquesaredesignedtomanagesuchfactorsasscope,quality,costandschedule,theyareideallysuitedtoth
2、ispurpose.Therearethoughanumberoftradeoffswhichmayneedtobemadewhenmanagingaproject.Theseincludetimebutmayalsoinvolvetradeoffsbeingmadeamongthescope(size),quality(acceptabilityoftheresults),cost,andschedule.Whatdoesbottom-upestimatinginvolve?Bottom-upestimatingisamethodofestimatingacomponentofwork.Th
3、eworkisdecomposedintomoredetail.Anestimateispreparedofwhatisneededtomeettherequirementsofeachoflower,moredetailedpiecesofwork,andtheseestimatesarethenaggregatedintoatotalquantityfortheproject.Forabottom-upestimate,theWBSneedstobebrokendowntothemostdetailedlevelandthespecificationsneedtobeveryclear.I
4、ntheelevatorexample,bottom-upestimateswerecreatedinKansasCity.Detailstobeestimatedincludedexactlyhowmanybuttonsthecontrolpanelhad;exactlywhatkindofhighfixturesweremountedintheceiling,whatkindoffinishwasrequested,andsoon.Thecostwasestimatedforeachitem.Forexample,fortheprocessofinstallingtheguiderail,
5、firsttherewasasmallamountoftime,suchasonehour,tosetuporgeteverythinginplacetodothisstep.Then,ittookacertainfractionofanhouroflabortosecureeachfootoftherailintoposition.Amaterialchargewasincurredfortheguiderailsthemselvesandthefastenersthatheldtheminplace.Thecostofsupervisionwaschargedfortheforeperso
6、nthatensuredworkwasscheduledandperformedproperly.Finally,overcostswereallocatedtoeachoffixedcosts.Bottom-upestimatingisthemostdetailed,time-consuming,andpotentiallyaccuratewaytoestimate.Mostprojectsusethismethodeventuallytoserveasabasisforestimatingcashflowneedsandforcontrollingtheproject.Oneimporta
7、ntcautiononbottom-upestimatingistoensurethateveryitemisincluded.Ifaportionoftheprojectisleftout,thatportionisunderestimatedby100percent.Whyisariskregistersoimportantinproject?Riskregisteristheprimaryoutputofriskidentification.Itisalivingdocumentwithmuchinformationregardingrisks.Ariskregistershouldbe
8、maintained,detailingallidentifiedrisks,responsibilities,actionsrequiredanddecisionsmade.Keeptheriskregisterupdatedwithanyresultsfromriskresponseplanning.Thepurposeofariskregisteristorecorddetailsofallrisksthathavebeenidentified,togetherwiththeiranalysisandplansforhowthoserisksaretobetreated.Theriskr
9、egisterisanimportantcomponentoftheoverallriskmanagementframework.ItwillincludeALLrisks-notjustoperationalrisks,andcanbefocusedeitherontheenterpriseasawhole,oronspecificprojectswhereitisusedtomaintaintheregisterofprojectrisksoverthelifetimeoftheproject.Whatdoestheprocessofoutsourcinginvolve?Manytimes
10、ifallofthenecessaryresourcescannotbefoundwithintheorganization,additionalresourcesarehiredfromoutside.Theentireprojectcanbeoutsourcedorsomeactivitiesonitcanbeoutsourced.Outsourcingisntasimplewaytohaveaprojectdone.Theresourceneeds,schedule,clearexpectationsregardingtimeframesanddeliverablesmustbecomm
11、unicatedifoutsourcingistosucceed.Step1:Themeasureofoutsourcingyourcompanywhetheritismeaningful.Inanalyzingtheneedforyourstageofoutsourcing,thecompanysexistingbusinesstodoabenchmarksurveytodeterminetheextenttowhichtheycomplywithindustrystandards.Step2:Makesurethepartners.Whenyoustartyouroperationsora
12、specificpartoftheprojectoutsourcing,youmustbestraightforwardandhonestwithyourteamanddiscussion.Youshouldalsoconsidertheintroductionofathird-partyoutsourcingspecialisttohelpyoudochoosetocarryoutnegotiations.Step3:contractnegotiations.Keepinmindthreekeyelementsofthecontractnegotiations:theoutsetofthec
13、ontractterminationofagoodplanning;outsourcingpartnersmustalsobeprofitable;negotiationsbasedoncost,thefinaldecision,focusonqualityandpeople.Needlesstosay,thisstageisthedraftingofallpartiestoabidebytheunbreakableserviceagreement.Step4:maintaincooperativerelationssoundly.Tomakeeachoftheparticipantsareh
14、appytoacceptoutsourcingprojectsorservicesandfrank,consideringtheintroductionofanindependentcompanytocarryoutqualityassessment.Also,donotforgetevenifyouareoutsourcing,yourestillitsowner.AsCIO,youmustalwaysprocesssupervision,projectsequencingandoveralldirectiontotakefullresponsibility.Thestrategicplan
15、ningprocessInthecourseofnormalbusinessactivity,acompanysleadershipperformsstrategicplanningtosetdirectioninlinewiththeorganizationsvision,mission,goalsandobjectives.Thisstrategicplanningprocessgenerallyfeatures:Strategicanalysisanalyzestrengthsandweaknesseswithintheorganizationandopportunitiesandthr
16、eatsexternaltotheorganization.Guidingprinciplescreatestatementsoforganizationalvision,mission,purposeand/orvaluestoguidedecision-making.Strategicobjectivesoftenannualareplanningtoestablishshortandlongtermresultsthatwillsupportguidingprinciples.Flow-downobjectivesoptionalforlargeorcomplexorganization
17、stoensurethatappropriategoalsareestablished.Portfolioalignmentselectingasetofprojectstosupportorganizationsgoals.Whendefiningscope,whyisitimportanttoclarifyobjectives?ScopePlanningisastatementencompassingtheprojectjustification,thedeliverables,andtheobjectives.Theprimarypurposeofprojectscopemanageme
18、ntistoensurethatalltherequiredworkandonlytherequiredworkisperformedtocompletetheprojectsuccessfully.Thisisaccomplishedbydefiningandcontrollingwhatisincludedintheprojectandwhatisnot.Scopeplanningistheprocessofcreatingaprojectscopemanagementplan.Scopeplanning=productscope+projectscopeScopedefinitionis
19、animportantpartofprojectplanningbecauseallotherplanningisbasedupontheprojectscope.Whiletherequirementscollectedrepresentthecustomersstatementofwhattheyneed,thedefinedscopeistheprojectteamsresponseaskingthecustomer,ifweprovidethis,willitsolveyourproblem?itisimpossibletoestimatehowmuchawillcost,howman
20、yworkerswillbeneeded,howlongaprojectwilltake,whatrisksareinvolved,orwhatqualitystandardswillbeinvolvedwithoutfirstunderstandingwhattheprojectincludes.Scopedefinitionalsoisvitalinpreventingscopecreep.Scopecreephappensfortwocommonreasons.First,ifthescopesnotclearlydefinedandagreeupon,itiseasytoaddtoth
21、eprojectworkwithoutrealizingthatmoretimeandmoneywillberequired.Second,sometimeswhenaprojectisgoingwell,acustomerissoexcitedthatheorsheasksaninnocent-soundingquestion：cantheprojectoutputalsodo.?Thepersonperformingtheprojectworkisoftenflatteredandagreeswithunderstandingtheimplications.Incontemporarybu
22、siness,pleasingthecustomerisdesirable.However,thebesttimetogaincustomerunderstandingiswhentheprojectteamiddefiningthescopenotwhileworkingtoimplementit.Whyisknowledgemanagementimportant?Ifacompanydoesextensiveprojectworkandusesprojectmanagementcapabilityasanorganizationalstrength,itisimportanttokeepd
23、evelopingexpertiseinit.Onewaytodevelopandexpandexpertiseistocaptureandreusetheknowledgedeveloped.Knowledgeisaconclusiondrawnfrominformationafteritislinkedtootherinformationandcomparedtowhatisalreadyknown.Inordertoincreaseknowledgeandsuccessfuluseandreapplicationofit,organizationsoftencreatealessonsl
24、earnedknowledgebase.Forthisdatabasetobeuseful,itisimportanttocommunicateprojectsuccessesandfailuresfromallaspectsoftheprojectprocess.Capturedthroughoutthelifeoftheproject,recommendationstoimprovefutureperformancecanbebasedontechnical,managerial,andprocessaspectsoftheproject.Inaddition,partoftheproje
25、ctcloseoutprocessshouldincludefacilitatingalessonsearnedsessionfortheentireproject,especiallyonunsuccessfulprojects.Theprocessofprojectmanagementalsoconsistsofanumberofvariousandrelatedknowledgeandskillsareas.Scopemanagementdeterminingalltheworkthatisnecessaryforprojectcompletion;Timemanagementdefin
26、ing,sequencing,andestimatingduration,andresourcingworkactivitiesaswellasdevelopingandcontrollingtheschedule;Costmanagementplanning,estimating,budgeting,andcontrollingcosts;Qualitymanagementinvolvingqualityplanning,assurance,andcontrol;HumanResourcemanagementacquiring,developing,andmanagingtheproject
27、team;Communicationsmanagementgenerating,collecting,disseminating,storing,anddisposingoftimelyandappropriateprojectinformation;Riskmanagementriskidentification,analysis,responseplanning,andmonitoringandcontrol;Procurementmanagementpurchasingoracquiringproductandservicesaswellascontractmanagement;Inte
28、grationmanagementunifyingandcoordinatingtheotherknowledgeareasbycreatingandusingtoolssuchascharters,projectplans,andchangecontrol.Projectroles:Projectexecutive,managerialandassociaterolesTherearethreeprojectexecutivelevelroles:thesteeringteam,thechiefprojectsofficer,andtheprojectsponsor.Thefourproje
29、ctmanageriallevelrolesaretheprojectmanager,functionalmanager,facilitator,andseniorcustomerrepresentative.Theprojectmanager:isdirectlyaccountablefortheprojectresults,schedule,andbudget;isthemaincommunicator;andoftenmustgetthingsdonethroughthepowerofinfluencesincehisorherformalpowermaybelimited.Thefun
30、ctionalmanagersaresection,divisionordepartmentheadsthatdeterminehowtheworkoftheprojectgetsaccomplished;oftensupervisethatworkandoftennegotiatewiththeprojectmanagerregardingwhichworkersareassignedtotheproject.Afacilitatorissometimesassignedtocomplexorcontroversialprojectstoassisttheprojectmanagerwith
31、theprocessofrunningmeetingsandmakingdecisions.Theseniorcustomerrepresentativeensuresthattheneedsandwantsofthevariousconstituentsinthecustomersorganizationareidentifiedandprioritizedandthatprojectprogressanddecisionscontinuallysupportthecustomersdesires.SeniorCustomerRepresentativerepresentstheprojec
32、tcustomertowhomtheoutcomesoftheprojectarehandedovertoatcompletionoftheproject.Thetwoassociatelevelprojectrolesarecoreteammembersandsubjectmatterexperts.Coreteammembersareassignedtotheprojectforitsentiredurationifpossibleandjointlymakedecisionswiththeprojectmanager.Subjectmatterexpertsarebroughtinasn
33、eededtohelpwithspecificprojectactivities.Again,itisimportanttounderstandthoughthatthereisadifferencebetweenthetworoles.Coreteammembersareideallyassignedtotheprojectforitsentireduration.Theyworkwiththeprojectmanagertomakedecisions,performhands-onwork,andsometimessupervisetheworkofsubjectmatterexperts
34、.However,subjectmatterexpertsarebroughtontotheprojectwhenneededtoperformspecificactivities.Theyarenotnormallyinvolvedinmakingproject-widedecisionsorinsupervisingtheworkofothers.Asignificantchallengeforglobalmanagersinthemanagementofprojectsbothdomesticallyandworldwideisthatitrequiresthattheypossessb
35、othsoftandhardskills.Thesesoftskillsmayincludecommunicationandleadershipoftenseekingtounderstandvariousstakeholdersneedsandpersuadingpeopletodowork.Inaddition,projectsareoftenconductedwithinaninterdisciplinarysituationinwhichnoonepersonknowseverythingandtheprojectmanageroftenlacksordoesnothavethefor
36、malauthorityorpowerwithinthecompanytoorderpeopletoperform.Intermsofhardskillsneededinmanagingprojects,theseskillscanincluderiskanalysis,qualitycontrol,scheduling,andbudgetingwork.Mostprojectshavemanyunknownsrisks.Projectsaresubjecttoqualityexpectationsoftenformalstandards,butatleastexpectations.And,
37、ofcourse,itgoeswithoutsayingthatprojectsalmostalwayshavelimitsoftimeandmoney!TheprojectlifecycleProjectlifecyclesprovideaguidingpointfordeterminingthescopeandresourcerequirementsofspecificprojects.Byoutliningaprojectslifecycle,manychallengesandpotentialpitfallscanbepinpointed.Moregenerally,anunderst
38、andingofprojectlifecycleslendsitselftoabetterunderstandingofhowprojectsfunctionwithinanorganizationandhowtheydifferfromconventionalformsofcorporateprocess.Therehavebeenidentifiedanumberoffeatures/issuesthatpertaintoeachstageoftheprojectlifecycle.Theseareasfollows:Initiatingwhenaprojectisproposed,pla
39、nnedatahighlevel,andkeyparticipantscommittoitinbroadterms;Planningstartsaftertheinitialcommitment,includesdetailedplanning,andendswhenallstakeholdersaccepttheentiredetailedplan;Executingincludesauthorizing,executing,monitoring,andcontrollingworkuntilthecustomeracceptstheprojectdeliverables;andClosin
40、gallactivitiesaftercustomeracceptancetoensureprojectiscompleted,lessonsarelearned,resourcesarereassigned,andcontributionsarerecognized.Whatisaproject?Howareprojectsdifferentfromongoingoperations?Aprojectisanendeavorthatrequiresanorganizedsetofworkeffortsthatareplannedinalevelofdetailthatisprogressiv
41、elyelaboratedasmoreinformationisdiscovered.Projectsaresubjecttolimitationsoftimeandresourcessuchasmoneyandpeople.Theenterpriseinternalresearchworkcanbedividedintotwoparts:oneisthedailyoperation,isaproject.Thedailyoperationandprojectthemaindifferencebetween:dailyoperationiscontinuousandrepetitive,and
42、theprojectisone-timeandunique.Thebasiccharacteristicsofprojectperformancein:1,ithasacleargoal.Eachprojectisaparticularprojectproducts,isforacleargoalsandsetup.2,itisbyaseriesofinterrelatedtaskstoform.3,theentireprojecthasafiniteresource.Forexample,timeandmanpowercost,etc.4,projectisaone-offanduniquenessofactivities.Ithasclearstartandendtimewithmakeshift.