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ProjectManagementWorkshop项目管理讲座–Morning–2WorkshopObjectives讲座目标在培训的结束时，参与者将能够:Attheendofthetraining,participantswillbeableto:描述项目管理与综合管理上的不同Describethedifferencebetweenprojectmanagementandgeneralmanagement定义项目以及项目的生命周期DefineProjectandProjectLifeCycle理解项目领导者在这个项目中的所处的角色和承担的责任Explaintherolesandresponsibilitiesoftheprojectleader列出管理一个项目的关键的成功因素Listthecriticalsuccessfactorsformanagingaproject区分不同类型的项目规划和项目规划步骤Identifythedifferenttypesofprojectplanningandplanningprocesses利用项目管理软件和技巧来管控预算和进程Controlbudgetsandschedulesbyusingprojectmanagementtoolsandtechniques为突发事件及意外状况制定一个风险管理计划Developariskmanagementplanforcontingency3CourseContent课程内容DefinitionofProjects项目的定义DifferencebetweenProjectandGeneralManagement项目和一般管理的区别ProjectManagementProcess项目管理的步骤InvestmentAppraisal投资评估ProjectLifeCycle项目生命周期4Definition定义WhatisaProject?什么是项目？5Definition定义APlannedUndertaking一个计划好的事业6Definition定义Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromaproject,whiledealingwithconstraintsonbudget,time,resourcesandtechnologies.在预算费用，时间，资源和技术有限的条件下为了达到或超过相关人员对项目的要求和期待对知识，技能，工具，技术等的应用。（即在一定时间内，满足一系列特定目标的多项相关工作的总称。）7ProjectSimilarities项目的相同点DefineGoal制定目标DefiniteTime制定时间ResourceBudget资源预算8ProjectDifferences项目的不同点Scale规模TechnicalComplexity技术复杂度TechnologicalUncertainty技术不确定性9WhataretheDifferences?VS.10Projectvs.GeneralManagement项目管理V.S综合管理Nature性质Focus关注点TeamStructure组织架构MeasureofSuccess成功的衡量标准11InvestmentAppraisal投资评估ConventionalMethod常规方法ThePaybackMethod回收期法，偿付方法TheAverageRateofReturnMethod平均回收比率法DiscountingMethod折现法TheNetPresentValue(NPV)净现值TheInternalRateofReturn(IRR)内部收益率ProjectPlanning项目规划12Example举例说明13ThePaybackMethod回收期法Timetakentopaybacktheinitialcostoftheproject收回最初成本所用的时间Forprojectsthatearnthesameamountofnetproceedseachyear假设项目每年赚的净收入是相同的initialcost最初成本=netproceeds纯收入Drawback缺点Takesnoaccountoftheearningafterthepaybackperiodforthefulllifeoftheproject在整个项目中不考虑回收期后的盈利Timingisignored时间的安排被忽略14ThePaybackMethod回收期法Suitableforinvestmentprojectsthat…适合投资的项目有…thecostislowandtheprojectiscompletedinashorttime投资少，周期短theinvestmentisproductiveassoonastheinitialcostisincurred一旦有初期成本投入就有高效的投资回报thenetproceedsareeasilydetermined.有很确定的纯盈利15TheAverageRateofReturnMethod平均收益率法Thehighestaveragerateofreturnisconsideredtobethemostprofitable最高的平均收益率被认为是最盈利的GrossLifeofproceeds/investment=x100%Initialcashinvestment总销售收入/投资期限=x100%初期现金投入16Depreciationisallowedforinthecalculationbyusingtheformula折旧率也可以加到在这个公式里计算AverageannualAverageannualproceeds–depreciation=x100%InitialcashinvestmentAverageannual年平均收入–年平均折旧=x100%初期现金投入TheAverageRateofReturnMethod平均收益率法17Drawback缺点:Comparableresultscanonlybeobtainedwhenthelifespansoftheprojectsarethesame只有相同寿命期限的项目才能比较TheAverageRateofReturnMethod平均收益率法18NetPresentValueMethod(NPV)净现值法Discountstheexpectedfutureproceedsfromaprojecttothepresentvalueofthoseincomes从项目当前收入的现值中折扣预期的未来收益Ifthenetpresentvalueoftheproceedsexceedstheinitialcost,theinvestmentwillbeprofitable如果净现值超过了初期投入成本则这个投资是可盈利的Discountingratetobeapplied折扣率的应用Currentrateofinterest;or当前利率或者Rateofinterestthatcouldbeearnedelsewhereifinternalfundsareusedtofinancetheproject为项目提供融资的其他内部资金的利率=折现现值–项目的初期成本(Discountedpresentvalue)(Initialcostoftheproject)19InternalRateofReturnMethod(IRR)内部收益率法IRR（财务内部收益率）=Therateofinterestthatwillreducetheproceedsfromtheprojecttotheoriginalcost项目在整个计算期内各年财务净现金流量的现值之和等于零时的折现率（也就是使项目的财务净现值等于零时的折现率）Projectisprofitableif…项目只有在下列情况下才是盈利的Itequateswithareasonablereturnoncapitalinvestedoratleastismorethanthecostofborrowingthefundstofinancetheinvestment只有当投入资本能够合理的回收或者至少高于借用于融资的资本Iftheproceedsfromtheinvestmentarenotregular如果投入的收益不稳定theonlywaytofindtheinternalrateofreturnisbytrial那么找到内部收益率的唯一方法是不断尝试摸索20其他注意事项OtherConsiderationsSometimesdifficulttoestimatethefutureincomefromaninvestmentproject我们经常很难去评估一个投资项目的未来收入Quantifyingtheamountbywhichrevenuewillberaisedmaybeextremelydifficult确定盈利的额度是更加困难的事情Difficulttoquantifytheriskelement很难去确定风险因素的数量Unforeseencircumstancesmayinvalidatetheappraisal无法预料到的情况也许会使你的评估作废e.g.inflation比如说通货膨胀Thelifeoftheprojectmayhavebeenwronglyestimated项目的生命周期也可能会被估算错误Governmentinterventionmayaffecttheproject政府的干预也会对项目的运作有影响21ProjectLifeCycle项目的生命周期Divideeachprojectintoseveralprojectphasestoprovidebettermanagementcontrolandappropriatelinkstotheongoingoperationsoftheperformingorganization把每个项目分为几个小阶段是为了对执行机构的实施运作过程提供更好的管控和适当的链接22CharacteristicsofProjectPhasesEachprojectphaseismarkedbycompletionofoneormoredeliverables,whichis/are:每个项目阶段都以完成一个或多个可交付成果为标志Tangible,verifiableworkproductwhichformagenerallysequentiallogicdesignedtoensureproperdefinitionoftheproductoftheproject.可交付成果是某种有形的，可验证的工作成果，它会形成一个大致的顺序逻辑旨在于确保产品有个恰如其分的定义Theconclusionofaprojectphaseisgenerallymarkedbyphase-endreviewswhichareoftencalled项目的最终阶段一般会是阶段末审查，它也叫经常被称为Phaseexits,stagegates,orkillpoints阶段放行口，阶段关卡或验收站For:Determineiftheprojectshouldcontinueintoitsnextphase,and决定这个项目是否能继续到下一个阶段Detectandcorrecterrorscosteffectively有效检测和纠正错误费用23CharacteristicsofProjectLifeCycle项目生命周期的特性Servestodefinethebeginningandtheendofapr