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1、439261355Chapter 1:Modern Project ManagementChapter 2:Organization Strategy and Project SelectionChapter 3:Organization:Structure and CultureChapter4:Defining the ProjectChapter 7:Managing RiskChapter 10:Leadership:Being an Effective Project ManagerChapter 11:Managing Project TeamsChapter 12:Outsour
2、cing:Managing Interorganizational 跨组织 RelationsChapter 13:Progress and Performance Measurement and EvaluationChapter 17:An introduction to Agile Project ManagementChapter 18:Project Management Career Paths1、Modern Project ManagementThere are powerful environmental forces contributing to the rapid ex
3、pansion of projectmanagement approaches to business problems and opportunities.A project is defined as anonroutine,one-time effort limited by time,resources,and performance specificationsdesigned to meet customer needs.One of the distinguishing characteristics of projectmanagement is that it has bot
4、h a beginning and an end and typically consists of four phases:defining,planning,executing,and closing.Effective project management begins with selectingand prioritizing 把 区分优.尤次1：projects that support the firms mission and strategy.Successful implementation requires both technical and social skills
5、.Project managers have toplan and budget projects as well as orchestrated.配管弦乐曲，使协调地结合在一起，精心安排the contributions of others.Key TermsProgram：A program is a group of related projects designed to accomplish a common goalover an extended period of time.Project:A project is a temporary endeavor undertaken
6、 to create a unique product,service,orresult.Project life cycle:The stages found in all projects definition,planning,execution,anddelivery.Project Management Professional:项!I管理专、也人 L资格认ii An individual who has metspecific education and experience requirements set forth by the Project Management Inst
7、itute,has agreed to adhere to a code of professional conduct,and has passed an examinationdesigned to objectively assess and measure project management knowledge.In addition,aPMP must satisfy continuing certification requirements or lose the certification.Chapter1 Outline1.What Is a Project?A projec
8、t is a temporary endeavor undertaken to create a unique product,service,or result.A.What a Project Is Not;B.The Project Life Cycle;C.The Project Manager2.The Importance of Project ManagementA.Compression of the Product Life Cycle B.Global Competition C.Knowledge ExplosionD.Corporate Downsizing E.Inc
9、reased Customer Focus F.Small Projects Represent BigProblemsProject Management TodayAn Integrative Approach 一个综合性的方法A.Integration of Projects with the Strategic PlanB.Integration within the Process of Managing Actual Projects第一章1.The advent of project management has been most profound inA Automobile
10、 manufacturing B Construction C Information technology D The U.S.Department of Defense E Film making2.Which of the following is not considered to be a characteristic of a project?A An established objective B A clear beginning and end C Complex tasks D Only for internaluse E Never been done before3.F
11、rom among the following activities,which is the best example of a project?A Processing insurance claims B Producing automobiles C Writing a term paperD Completing a college degree E All of these are good examples of projects4.Which of the following choices is not one of the stages of a project life
12、cycle?A Conceptualizing B Defining C Planning D Executing E Delivering5.In which of the following stages are project objectives established,teams formed,and majorresponsibilities assigned?A Conceptualizing B Defining C Planning D Executing E Delivering6.In which of the following stages are you more
13、likely to find status reports,many changes,andthe creation of forecasts?A Conceptualizing B Defining C Planning D Executing E Delivering7.Which of the following choices is not one of the driving forces behind the increasing demandfor project management?A Compression of the product life cycle B Knowl
14、edge explosion C Development of third worldand closed economies D More emphasis on the product and less on the customerE Corporate downsizing8.Project management is ideally suited for a business environment requiring all of the followingexceptA Accountability 对客户 B Flexibility 灵活 C Innovation 创新 D S
15、peed 速度 E Repeatability 可重复性9.Which of the following is the number one characteristic that is looked for in managementcandidates?A Overall intelligence B Works well with others C ExperienceD Past successes E Good references10.A common rule of thumb 拇指，翻阅,示意要求搭车（般规律）in the world of high-tech productd
16、evelopment is that a six-month project delay can result in a loss of product revenue share of_percent.A10 B20 C33 D45 E5011.Integration of project management with the organization takes place with 发生与 theA Master budget B Strategy plan C Process of managing actual projects D Both b and c arecorrect
17、E A,B,and C are all correct12.Which of these is not part of the technical dimension of project management?A WBS B Budgets C Problem solving D Schedules E Status reports13.Corporate downsizing has increased the trend towardA Reducing the number of projects a company initiates B Outsourcing significan
18、t segments分部 of project work C Using dedicated project teams D Shorter project lead timesE Longer project lead times14.A series of coordinated,related,multiple projects that continue over extended IM的I 1的,伸展的 time intended to achieve a goal is known as aA Strategy B Program C Campaign D Crusade E Ve
19、nture15.From 1994 to 2009 the trend for projects late or over budget was:A Significantly better B Slightly better C About the sameD Slightly worse E Significantly worse2、Organization Strategy and Project SelectionMultiple competing projects,limited skilled resources,dispersed virtual teams 分散的虚拟团队,t
20、ime to market pressures,and limited capital serve 有限的资金服务 as forces for the emergence ofproject portfolio 项 11组合 management that provides the infrastructure for managing multipleprojects and linking business strategy with project selection.The most important element of thissystem is the creation of
21、a ranking system that utilizes multiple criteria that reflect the missionand strategy of the firm.It is critical to communicate priority criteria to all organizationalstakeholders so that the criteria can be the source of inspiration for new project ideas.Every significant project selected should be
22、 ranked and the results published.Seniormanagement must take an active role in setting priorities and supporting the priority system.优先系统 Going around the priority system 绕过优先系统 will destroy its effectiveness.The projectpriority team 项 H优先团队 needs to consist of seasoned managers 经验丰富的管理者 who arecapa
23、ble of asking tough questions 棘手的问题 and distinguishing facts from fiction 区分事实与虚构.Resources(people,equipment,and capital)for major projects must be clearly allocated and notconflict with daily operations or become an overload task 超负荷的工作.The priority team needs to scrutinize 审议 significant projects
24、in terms of not only their strategicvalue but also their fit with the portfolio 文件火/y l：包,作品打，投资组合,大山或)of projectscurrently being implemented.Highly ranked projects may be deferred 一 江 门liJ 入 H，：出从，+巴 左托哈他人、or even turned down if they upset the current balance among risks,resources,and strategic ini
25、tiatives.Project selection must be based not only on the merits 功:of thespecific project but also on what it contributes to the current project portfolio mix 目前项目产品组合.This requires a holistic -approach to aligning projects with 配合 organizationalstrategy and resources.The importance of aligning proje
26、cts with f-organization strategy cannot be overstated.Wehave discussed two types of models found in practice.Checklist H?models are easy todevelop and are justified primarily on the basis of flexibility across different divisions andlocations.Unfortunately,questionnaire checklist models do not allow
27、 comparison L I of therelative value(rank)of alternative projects in contributing toward organization strategy.Thelatter is the major reason the authors prefer multi-weighted scoring models 多力口权评分模型.These models keep project selection highly focused on alignment with 与 organizationstrategy.Weighted
28、scoring models require major effort in establishing the criteria s i!：,尺IL准则and weights.Key TermsImplementation gap 丸行差距：The lack of consensus 致，同意,共 between the goals set bytop management and those independently set by lower levels of management.This lack ofconsensus 侬 JL leads to confusion and poo
29、r allocation of organization resources.Net present value：净现值 A minimum desired rate of return discount(e.g.,15 percent)is usedto compute present value of all future cash inflows and outflows.Organization politics 组织政治:Actions by individuals or groups of individuals to acquire,develop,and use power a
30、nd other resources to obtain preferred；打 ；outcomes when there is uncertainty or disagreement over choices.Payback:The time it takes to pay back the project investment(investment/netannual savings 投资/每年净储蓄).The method does not consider the time value of money or thelife of the investment.Priority sys
31、tem 优先系统：The process used to select projects.The system uses selectedcriteria for evaluating and selecting projects that are strongly linked to higher-level strategiesand objectives.Priority team 优先级队：The group(sometimes the project office)responsible for selecting,overseeing,and updating project pr
32、iority selection criteria.Project portfolio 项日组合：Group of projects that have been selected for implementationbalanced by project type,risk,and ranking by selected criteria.Project screening matrix 项 1 1 筛选矩阵:A matrix used to assess and compare the relative valueof projects being considered for imple
33、mentation.Sacred cow 圣 牛:A project that is a favorite of a powerful management figure 强大的管理图 whois usually the champion for the project.Scenario planning 情景规戈U:A structured process of thinking about future possibleenvironments that would have potential high impact to disrupt the way you do business
34、做生意,and then developing potential strategies to compete in these altered environments.Strategic management process 战略管理过程：Strategic management is the process ofassessing what we are and deciding and implementing what we intend to be and how we aregoing to get there.Chapter2 Outline1.The Strategic Ma
35、nagement Process:An Overview概述A.Four Activities of the Strategic Management Process2.The Need for an Effective Project Portfolio Management SystemA.Problem 1:The Implementation GapB.Problem 2:Organizational PoliticsC.Problem 3:Resource Conflicts and Multitask ng 多任务3.A Portfolio Management SystemA.C
36、lassification of the Project B.Nonfinancial Criteria4.Applying a Selection Model应用一个选择模型A.Sources and Solicitation of Project Proposals项目建议B.Ranking Proposals and Selection of Projects5.Managing the Portfolio SystemA.Balancing the Portfolio for Risks and Types of Projects6.Summary7.Key Terms8.Review
37、 Questions9.Exercises10.Case:Hector Gaming Company11.Case:Film Prioritization12.Appendix 2.1:Request for Proposal(RFP)2.2 Contractor Evaluation Template1.Which of the following is not one of the commonly heard comments of project managers?A Where did this project come from?B Why are we doing this pr
38、oject?C How can all theseprojects be first priority?D Why is this project so strongly linked to the strategic plan?E Where are we going to get the resources to do this project?2.Strategy considered to be under purview,LLI:of senior management 高层管理 isA Old school thinking l”学校思想？B A new school of man
39、agement thought C Necessary in acompany structure D Beneficial to the Project Manager E Dependent on company goals3.The intended outcome of strategy/projects integration 策略/项目一体化 isA Clear organization focus B Best use of scarce organization resources C Improvedcommunication across projects and depa
40、rtments D Both A and C are correct E A,B,and C areall correct4.Project managers who do not understand the role that their project plays in accomplishing theorganizations strategy tend to make all the following mistakes except:A Focusing on low priority problems B Overemphasizing technology as an end
41、 in and of itself CFocusing on the immediate customer 直接客户 D Trying to solve every customer issue E All theabove are likely mistakes5.The textbook indicated that is the major dimension of strategic management.A Responding to changes in the external market B Allocating scarce resources of theorganiza
42、tion C Beating competition to the market D Both a and b are correct E Both a and care correct6.Which of the following questions does the organizations mission statement 组织的使命声明answer?A What are our long-term strategies?B What are our long-term goals and objectives?C How dowe operate in the existing
43、environment?D What do we want to become?E All of these areanswered by the mission statement7.Strategy formulation 战略制定 includes which of the following activities?A Determining alternatives B Creating profitability targets C Evaluating alternativesD Both a and c are correct E A,B,and C are all correc
44、t8.The assessment of the external and internal environments is called analysisA SWOT analysis B Competitive C Industry D Market E Strategic9.Which of the following is not one of the requirements for successful implementation ofstrategies through projects?A Allocation of resources B Prioritizing of p
45、rojects C Motivation of project contributorsD Adequate planning and control systems E All of these are requirements10.Susies department is implementing many projects.She finds herself starting and stoppingwork on one task to go and work on another task,and then return to the work on the originaltask
46、.Susie is experiencingA Poor scheduling B Excess work burden C Flexible tasking D Multitasking 多任务 E Burnout 倦尽11.Project selection criteria are typically classified as:A Financial and non-financial B Short-term and long-term C Strategic and tactical 战术D Required and optional E Cost and schedule12.W
47、hich of the following is not one of the classifications 分类 for assessing a project portfolio?A Sacred cow 圣牛 B Bread-and-butter C Pearls 珍珠 D Oysters 牡蛎 E White elephants?啥意思13.Which of the following is the reason(s)why project managers need to understand theirorganizations mission and strategy?A To
48、 make appropriate decisions and adjustments B To be effective project advocates C To beable to get their job done D Both A and B are correct E A,B,and C are all correct14.Which of the following is not true of multi-weighted scoring models?A Will include quantitative criteria B Will include qualitati
49、ve criteria C criterion is assigned aweight D Projects with higher scores are considered more desirable E All of the above are true15.Which of the following is a common multicriteria 多标准 selection model?A Checklist 清单 B Net Present Value 净现值 C Weighted criteria model 模型力 权标准 D Both A andC are correc
50、tE All of these are common multicriteria selection models3、Organization:Structure and CultureThis chapter examined two major characteristics of the parent organization that affect theimplementation and completion of projects.The first is the formal structure of the organizationand how it chooses to