美国pmi高级专家项目管理.pptVIP

Developing a Mission, Vision, Goals, and Objectives * Objectives need to be SMART Specific Measurable Attainable Realistic Time-Limited * Mission Statement To answer two questions: What are we going to do? For whom are we going to do it. Talk to customers to verify the mission statement. * Work Breakdown Structure (WBS) Subdivide a complicated task into smaller tasks. With smaller tasks, it’s easier to estimate the time and cost. Using WBS to plan for what is vital. Typical WBS has 3 – 6 levels. Sequence is not concerned. Need to capture all the tasks. WBS is a good way to portray the scope of a project. * Estimating Time, Costs and Resources Parkinson’s law: Work expands to fill the time allowed. Be careful not to penalize workers who perform better than expected by loading them down w/ excessive work. One of the primary causes of project failures is that ballpark estimates become targets. Use consensual estimating. * Scheduling Project Work * CPM PERT CPM- Critical Path Method PERT – Program Evaluation and Review Techniques. PERT calculate the probability that an activity will be completed by certain time. Network diagrams allow an easier assessment of the impact of a slip on a project than is possible with Gantt charts. * Rules of Scheduling a Project Don’t schedule in more detail than you can manage. No task should have a duration much greater than 4 – 6 weeks. Schedules should be developed according to what is logically possible, and resource allocation should be done later. This will yield the optimum schedule. Keep all times in the same increment. * Project Control and Evaluation * Key Points to Remember Compare progress to plan - action can be taken to correct for deviations. Project is in control is only when all team members are in control. The effort used to control a project should be worthwhile. Record project working time daily. Project evaluation is done to determine whether a project should continue or be canceled. * Project Control Using E