项目管理培训教材2.pptVIP

在PMBOK2000中，将Scope verification列入Control Process 参见 Figure 6-1 PDM:precedence Diagramming Method ADM:Arrow diagramming Method AON: Activity On Node，见例子 AOA: Activity On Arrow GERT: Graphical Evaluation and Review Technique 参见 Figure 6-5 至 Figure 6-8 Float: total float, free float 计算举例 参见 Figure 7-1 Project cost v.s. Product cost Project cost v.s. operation cost Cost v.s. Price cost estimating expressed in currency parametric modeling bottom-up estimating range of possible results 参见 Figure 8-1 按国际流行的 1∶10∶100 原则，假定当问题发生后马上解决，其成本为1倍；如果该问题流到下一个工作环节，解决时所付出的代价将高达10倍；如果结果已提交客户，这时所付出的修改、重复差旅、客户投诉等代价将高达100倍以上。 越早处理，增加的投入越少；越晚处理，所付出的代价将高得出乎意外。 Pareto Diagram 参见 Figure 8-5 参见 Figure 9-1 军队式的层级组织结构和乐队式的扁平组织结构 Role: who does what Responsibility: who decides what RAM 参见 Figure 9-2 岗位职责举例 RAEW介绍 * R = Is responsible for the function/ activity * A = Has authority for the function/ activity * E = Has expertise in the function/ activity * W = Performs the work of the function/activity 参见 Figure 10-1 Communications Planning: -Stakeholder analysis Communications Distribution -Communications Channel -参见使用内部邮件的例子 Performance Reporting Administrative Closure 上图是对COBOL编程的统计 N个人的项目组，沟通的界面最大是N（N-1）/2，通过适当划分子项目，减小沟通的规模。 随着程序规模的增大，每人年平均编程量下降 Procurement Planning Make - or - Buy analysis Contract type selection Fixed price or lump sum contract Cost reimbursable contract Unit price contract Statement Of Work （SOW） Solicitation Planning Outputs: Procurement documents（RFP） Evaluation criteria Potential sellers SOW updates 常见评价条件 Understanding of need overall or life-cycle cost technical capability management approach financial capacity Solicitation Source Selection 由卖方提交建议书 必要条件筛选 加权打分 Contract Administration Close-out Contract change control system Performance reporting Payment system Procurement audits 招标过程举例 项目管理过程 Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes 总结 所有的管理方法始终以实现目标为目的 同时关注产品管理和项目管理 项目管理首先是科学，同时也是艺术 项目管理体系需要与外部条件相