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Topic8第八讲:Projectmanagement项目管理MarshallBreedingDirectorforInnovativeTechnologiesandResearchVanderbiltUniversity:Web2.0andotherChallengesMay2007Xiamen,ChinaProjectmanagement项目管理Whydoprojectssucceed?项目为甚么会成功？Whydoprojectsfail?项目为甚么会失败？Objectives目标Betterskillsinmanagingprojects提高项目管理技巧Developrealistictimelines建立实际时间表Manageexpectations管理期望Avoidproblemswithmismanagedprojects避免因项目管理不当而产生问题Betterdelegationofresponsibilities更有效地授予责任Projectcharacteristics项目特式Taskoffiniteduration有限时间内的任务–Notapermanentactivity并非永久的活动Producesanewproduct,serviceorotherresult制造一个新的产品，一项新的服务或其它成果Projectmanagement项目管理Appliesstructuredtechniquestofacilitateamoreefficientapproachtoplanninganexecutingaproject运用建构技巧以助采取更有效的方法去计划和执行项目Appliesorganizationalstructure运用组织架构Amoreanalyticapproach更着重分析的方法Organizationalstructure组织架构Projectleader–thepersonresponsiblefortheoverallplanningexecutionoftheproject项目领导─负责整体计划执行项目的人Projectteam–Otherindividualsassignedtoworkontheproject项目组─其它获分派项目工作的成员ProjectPlan项目计划Adocumentthatguidestheexecutionoftheproject.执行项目的指引文件Approvedbystakeholdersorpersonsinauthority由相关利益者或当权者批核Statesthedesiredoutcomes,assumptions由此项目希望得到的结果、假设Generaltimelineorschedule一般时间表或进度表Variesindetailaccordingtothecomplexityoftheproject因项目的复杂程度而有所不同Stakeholders相关利益者Individualsororganizationswithadirectinterestintheoutcomeoftheproject与项目结果有直接利益的个人或机构Mayormaynothaveauthorityinhowtheprojectiscarriedout可能有或没有权力影响项目如何进行Sourceofimportantinformationaboutthepotentialimpactoftheproject关于项目潜在影响的重要资料来源Champion项目负责人Anindividualwithavestedinterestintheproject项目的既得利益者Maybethepersonwhoinitiatestheproject可能是倡议项目者Mayhavehigh-leveloversight可有高层次的监督权限Maybetheprojectleader可能是项目领导Customer顾客Thepersonsorgroupthatbenefitsfromtheoutcomeoftheproject受益于项目结果的个人或圑體ProjectManagementFundamentals项目管理的基础Planningtimeonthefontendyieldsbenefitsthroughoutthecourseoftheproject事前的时间策划可为整个项目过程带来好处–Avoidsdelays避免延误–Reducesoveralleffort降低整体付出–Increasesprobabilityofon-timedelivery增加按时交付的机会Involvecustomersfromtheinceptionoftheproject从项目开始起容入顾客的参与Iterativeplanning:beflexibleenoughtomakeadjustmentsandmid-coursecorrections互动计划：足够的弹性以作调整及中期修正AvoidScopeCreep避免范围扩大Developaclearideaoftheparametersoftheproject订立清晰的项目范围Avoidthetemptationtoaddnewcomponentsorexpandthetasks避免尝试加进新的成分或扩展任务范围Beclearaboutwhattasksarebeyondthescopeoftheproject清楚知道甚么任务超越了项目的范围Stagesofamanagedproject管理得当项目的各阶段Start-up:Analysisandplanning创办：分析和规划–Determinerequirements确定要求–Createprojectplan创立项目计划Execution实施–Carryoutplan执行计划–Trackprogress追赶进度–Addresschanges处理转变Close-down完成–Completionoftasks完成任务–Transfercontrol移交管理权–Finaldocumentation最终文档–Disbandprojectteam解散项目组ProjectPlancomponents项目计划的组成部份Scope范围TeamCollaboration圑队合作Schedule进度表Communications沟通ScopeManagement范围管理Definetheoutcomes确定结果Structureandsubdividetheprojectintosmallermanageabletasks把项目组织或细分成较小的可管理的任务Articulateprojectrequirements清晰列明项目要求Developaprojectsummarystatement设立项目概要Identifyissuesthatneedtobeaddressedduringthecourseoftheproject确定项目过程中需要处理的问题–Question,problems,obstacles问题，难题，障碍VettingoftheProjectactivities检查项目活动Interviewstakeholdersandchampiontogatherinputandsolicitsuggestions采访项目的相关利益者及主管以便收集建议及征求意见Identifysensitiveissues找出敏感的议题Developinterviewquestionsinadvancebutaskopen-endedquestionsandinviteanyrelevantinformation事先订立采访问题，但作开放性提问并邀请受访者提供相关数据Broadconsultationimproveslikelihoodofsuccess广泛的咨询可增加成功的机会DevelopingProjectRequirements订立项目要求Relevantbackgroundandhistory相关背景和历史Definedeliverables设定项目成果Identifyscheduleandtimingrequirements确定进度和时间上的要求Createcommunicationsstrategy设立沟通策略–Ensureallstakeholders,champions,andparticipantsreceivetheappropriatelevelandfrequencyofinformation确保所有相关利益者、主管、和参与者收到适当层次的及频密的信息Projectsummarystatement項目概要Projectname项目名称Description项目描述Stakeholders相关利益者Projectneed:Articulatetheproblembeingaddressed项目需求：清晰列明需处理的问题Deliverables:Definethespecificdesiredaccomplishments,products,services项目成果：订立特定的欲达成的成就、产品、服务Requirements需求Successfactors成功因素Initialscheduleandtargetdates初步计划及目标日期TeamCollaborationandorganization团队合作及组织Identifyrolesandresponsibilities确定角色和责任Determinehowtheteamwillcommunicateandshareinformation决定团队如何沟通及分享信息–E-mail–wiki–collaborativetools电邮–维基–协作工具Externalreportingrelationships对外联系方式Identifyresourcesneeded找出需要的资源Meetingschedule会议时间表Schedulemanagement进度管理Definetasks明确任务Prioritizetasksanddetermineprerequisites排列任务优先次序和决定必要条件Assignstartandstopdatestoeachtask定出每项任务的开始和完成日期Delegateteammemberstoeachtask分派组员予各项任务Analyzevolumeofeffortrelativetoeachsub-taskandoverallprojecttimeline分析每项子任务的工作量及整体项目时间线Avoidunrealisticestimatesoftimeframes避免不现实地估计时间范围ToolsforManagingScheduling进度管理工具MicrosoftProject微软项目管理软件GanttCharts甘特图PERTCharts计划评核术图Excelspreadsheets电子表格MicrosoftVisio建立流程图、组织图、时间表等的软件Focusoncommunications集中注意力于沟通方面ExternalvsInternal对外与对内Withintheprojectteam项目组内Regularupdatestostakeholders,champions,andmanagers定期给予利益相关者、项目主管、及经理最新的信息Developanddistributeadequatedocumentation建立和传阅足够的文件Changesandcorrections改变