PMC项目管理_020722.ppt

时间管理（例）－识别超前和滞后 Install S/W Install Test H/W Install 6/16 7/15 7/16 7/31 6/16 7/15 7/6 7/21 Order Material Install 6/16 7/15 7/26 8/10 超前: 滞后: Finish-to- start AON Lead Lag 人力资源管理（例）－角色和责任 P = 参与 A = 负责 R = 审核 I = 输入 S = 签收 A P P F P I P S 测试 P A S R 开发 P I A R S 设计 P A S 功能 P P A R S 需求 ... E D C B A 人员 阶段 质量管理（例）－运用PLATO图分析影响质量的因素 100 75 50 25 40 30 20 10 累积百分比 影响百分比 发生次数 需求定义有误 变更管理 资源短缺 沟通问题 人员培训 其它 0 0 项目管理知识参考信息 … … “PMBOK96” (A Guide to The Project management Body of Knowledge, 1996) – PMI (Project Management Institute) “PMBOK2000” – PMI “成功的项目管理” – 机械工业出版社 “如何准备PMP考试” -机械工业出版社 … … 李卫中国惠普有限公司HP ServicesEmail: alex-wei_li@Tel: 021 Ext.8307MP:The objective of projects is the tradeoff of the three constraints. Data shows only 25% of IT/IS projects meet cost, schedule, and customer expectations! Time value of technology application comes from its quick change. It’s of customers’ benefits to implement the project before its technology goes obsolete. For each of the mentioned project, the working process can be generalized as the diagram. Integrated cost and time management means that when design WBS, each level of the delieverables should be a cost center unit. The schedule can then be calculated in dollars. (when I reach a time point, I suppose should have completed the budgeted work load that equals to a certain amount of money. The discrepancy of the actual completed work and the budgeted work is the SPI). Data shows only 25% of IT/IS projects meet cost, schedule, and customer expectations! Data shows only 25% of IT/IS projects meet cost, schedule, and customer expectations! 项目管理知识研讨 2003年7月22日 项目管理知识体系简介 项目干系人以及项目经理的职责 项目管理的工具和方法 议程 Project Management Institute. (PMI)美国项目管理协会（PMI），是目前世界上最大的、由研究人员、学者、咨询顾问和项目经理组建的全球性专业机构。 Project Management Body of Knowledge (PMBOK) PMBOK是针对专业项目管理的知识体系的包含性的概括。 PMBOK指南是对于项目管理知识和实践的综合叙述。 由PMI于20世纪70年代晚期发起。 What is PMP? Project Management Profession