【管理类】项目管理（全英文版）(3)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA27Projectmanagementisanintegrativeendeavor—anaction,orfailuretotakeaction,inoneareawillusuallyaffectotherareas.Theinteractionsmaybestraightforwardandwell-understood,ortheymaybesubtleanduncertain.Forexample,ascopechangewillalmostalwaysaffectprojectcost,butitmayormaynotaffectteammoraleorproductquality.Theseinteractionsoftenrequiretrade-offsamongprojectobjectives—perfor-manceinoneareamaybeenhancedonlybysacrificingperformanceinanother.Successfulprojectmanagementrequiresactivelymanagingtheseinteractions.Tohelpinunderstandingtheintegrativenatureofprojectmanagement,andtoem-phasizetheimportanceofintegration,thisdocumentdescribesprojectmanagementintermsofitscomponentprocessesandtheirinteractions.Thischapterprovidesanintroductiontotheconceptofprojectmanagementasanumberofinterlinkedprocessesandthusprovidesanessentialfoundationforunderstandingtheprocessde-scriptionsinChapters4through12.Itincludesthefollowingmajorsections:3.1ProjectProcesses3.2ProcessGroups3.3ProcessInteractions3.4CustomizingProcessInteractions3.1PROJECTPROCESSESProjectsarecomposedofprocesses.Aprocessis“aseriesofactionsbringingaboutaresult”[1].Projectprocessesareperformedbypeopleandgenerallyfallintooneoftwomajorcategories:•Projectmanagementprocessesareconcernedwithdescribingandorganizingtheworkoftheproject.Theprojectmanagementprocessesthatareapplicabletomostprojects,mostofthetime,aredescribedbrieflyinthischapterandindetailinChapters4through12.•Product-orientedprocessesareconcernedwithspecifyingandcreatingthepro-jectproduct.Product-orientedprocessesaretypicallydefinedbytheprojectlifecycle(discussedinSection2.1)andvarybyapplicationarea(discussedinAppendixF).Projectmanagementprocessesandproduct-orientedprocessesoverlapandin-teractthroughouttheproject.Forexample,thescopeoftheprojectcannotbede-finedintheabsenceofsomebasicunderstandingofhowtocreatetheproduct.PROJECTMANAGEMENTPROCESSES33.1ProjectProcesses3.2ProcessGroups3.3ProcessInteractions3.4CustomizingProcessInteractions28©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE3–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE3.2PROCESSGROUPSProjectmanagementprocessescanbeorganizedintofivegroupsofoneormoreprocesseseach:•Initiatingprocesses—recognizingthataprojectorphaseshouldbeginandcommittingtodoso.•Planningprocesses—devisingandmaintainingaworkableschemetoaccom-plishthebusinessneedthattheprojectwasundertakentoaddress.•Executingprocesses—coordinatingpeopleandotherresourcestocarryouttheplan.•Controllingprocesses—ensuringthatprojectobjectivesaremetbymonitoringandmeasuringprogressandtakingcorrectiveactionwhennecessary.•Closingprocesses—formalizingacceptanceoftheprojectorphaseandbring-ingittoanorderlyend.Theprocessgroupsarelinkedbytheresultstheyproduce—theresultoroutcomeofonebecomesaninputtoanother.Amongthecentralprocessgroups,thelinksareiterated—planningprovidesexecutingwithadocumentedprojectplanearlyon,andthenprovidesdocumentedupdatestotheplanastheprojectprogresses.Thesecon-nectionsareillustratedinFigure3–1.Inaddition,theprojectmanagementprocessgroupsarenotdiscrete,one-timeevents;theyareoverlappingactivitieswhichoccuratvaryinglevelsofintensitythroughouteachphaseoftheproject.Figure3–2illus-trateshowtheprocessgroupsoverlapandvarywithinaphase.Finally,theprocessgroupinteractionsalsocrossphasessuchthatclosingonephaseprovidesaninputtoinitiatingthenext.Forexample,closingadesignphaserequirescustomeracceptanceofthedesigndocument.Simultaneously,thedesigndocumentdefinestheproductdescriptionfortheensuingimplementationphase.ThisinteractionisillustratedinFigure3–3.Repeatingtheinitiationprocessesatthestartofeachphasehelpstokeepthepro-jectfocusedonthebusinessneeditwasundertakentoaddress.Itshouldalsohelpen-surethattheprojectishaltedifthebusinessneednolongerexistsoriftheprojectisunlikelytosatisfythatneed.Businessneedsarediscussedinmoredetailintheintro-ductiontoSection5.1,Initiation.ClosingProcessesExecutingProcessesControllingProcessesPlanningProcessesInitiatingProcesses(Arrowsrepresentflowofdocumentsanddocumentableitems)Figure3–1.LinksAmongProcessGroupsinaPhasePROJECTMANAGEMENTPROCESSES3.3©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA29AlthoughFigure3–3isdrawnwithdiscretephasesanddiscreteprocesses,inanactualprojecttherewillbemanyoverlaps.Theplanningprocess,forexam-ple,mustnotonlyprovidedetailsoftheworktobedonetobringthecurrentphaseoftheprojecttosuccessfulcompletionbutmustalsoprovidesomepre-liminarydescriptionofworktobedoneinlaterphases.Thisprogressivedetail-ingoftheprojectplanisoftencalledrollingwaveplanning.3.3PROCESSINTERACTIONSWithineachprocessgroup,theindividualprocessesarelinkedbytheirinputsandoutputs.Byfocusingontheselinks,wecandescribeeachprocessintermsofits:•Inputs—documentsordocumentableitemsthatwillbeactedupon.•Toolsandtechniques—mechanismsappliedtotheinputstocreatetheoutputs.•Outputs—documentsordocumentableitemsthatarearesultoftheprocess.ClosingProcessesExecutingProcessesControllingProcessesPlanningProc