【管理类】项目管理（全英文版）(4)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA37iiTHEPROJECTMANAGEMENTKNOWLEDGEAREAS4.ProjectIntegrationManagement5.ProjectScopeManagement6.ProjectTimeManagement7.ProjectCostManagement8.ProjectQualityManagement9.ProjectHumanResourceManagement10.ProjectCommunicationsManagement11.ProjectRiskManagement12.ProjectProcurementManagementNOTES38©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA39ProjectIntegrationManagementincludestheprocessesrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated.Itinvolvesmakingtrade-offsamongcompetingobjectivesandalternativesinordertomeetorexceedstake-holderneedsandexpectations.Whileallprojectmanagementprocessesareinte-grativetosomeextent,theprocessesdescribedinthischapterareprimarilyintegrative.Figure4–1providesanoverviewofthefollowingmajorprocesses:4.1ProjectPlanDevelopment—takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument.4.2ProjectPlanExecution—carryingouttheprojectplanbyperformingtheactivitiesincludedtherein.4.3OverallChangeControl—coordinatingchangesacrosstheentireproject.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindivid-ualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgeneral-lyoccursatleastonceineveryprojectphase.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3.Theprocesses,tools,andtechniquesusedtointegrateprojectmanagementprocessesarethefocusofthischapter.Forexample,projectintegrationmanage-mentcomesintoplaywhenacostestimateisneededforacontingencyplanorwhenrisksassociatedwithvariousstaffingalternativesmustbeidentified.Howev-er,foraprojecttobecompletedsuccessfully,integrationmustalsooccurinanum-berofotherareasaswell.Forexample:•Theworkoftheprojectmustbeintegratedwiththeongoingoperationsoftheperformingorganization.•Productscopeandprojectscopemustbeintegrated(thedifferencebetweenproductandprojectscopeisdiscussedintheintroductiontoChapter5).•Deliverablesfromdifferentfunctionalspecialties(suchascivil,electrical,andmechanicaldrawingsforanengineeringdesignproject)mustbeintegrated.4.1PROJECTPLANDEVELOPMENTProjectplandevelopmentusestheoutputsoftheotherplanningprocessestocreateaconsistent,coherentdocumentthatcanbeusedtoguidebothprojectexecutionandprojectcontrol.Thisprocessisalmostalwaysiteratedseveraltimes.Forexam-ple,theinitialdraftmayincludegenericresourcesandundateddurationswhilethefinalplanreflectsspecificresourcesandexplicitdates.Theprojectplanisusedto:•Guideprojectexecution.•Documentprojectplanningassumptions.PROJECTINTEGRATIONMANAGEMENT44.1ProjectPlanDevelopment4.2ProjectPlanExecution4.3OverallChangeControl40©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA4.1.1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE•Documentprojectplanningdecisionsregardingalternativeschosen.•Facilitatecommunicationamongstakeholders.•Definekeymanagementreviewsastocontent,extent,andtiming.•Provideabaselineforprogressmeasurementandprojectcontrol.4.1.1InputstoProjectPlanDevelopment.1Otherplanningoutputs.Alloftheoutputsoftheplanningprocessesintheotherknowledgeareas(Section3.3providesasummaryoftheseprojectplanningprocesses)areinputstodevelopingtheprojectplan.Otherplanningoutputsincludebothbasedocumentssuchastheworkbreakdownstructureaswellasthesupport-ingdetail.Manyprojectswillalsorequireapplicationarea-specificinputs(e.g.,mostconstructionprojectswillrequireacashflowforecast)..2Historicalinformation.Theavailablehistoricalinformation(e.g.,estimatingdata-bases,recordsofpastprojectperformance)shouldhavebeenconsultedduringtheotherprojectplanningprocesses.Thisinformationshouldalsobeavailableduringprojectplandevelopmenttoassistwithverifyingassumptionsandassessingalter-nativesthatareidentifiedaspartofthisprocess..3Organizationalpolicies.Anyandalloftheorganizationsinvolvedintheprojectmayhaveformalandinformalpolicieswhoseeffectsmustbeconsidered.Organi-zationalpolicieswhichtypicallymustbeconsideredinclude,butarenotlimitedto:•Qualitymanagement—processaudits,continuousimprovementtargets.•Personneladministration—hiringandfiringguidelines,employeeperformancereviews.•Financialcontrols—timereporting,requiredexpenditureanddisbursementreviews,accountingcodes,standardcontractprovisions..4Constraints.Constraintsarefactorsthatwilllimittheprojectmanagementteam’soptions.Forexample,apredefinedbudgetisaconstraintthatishighlylikelytolim-ittheteam’soptionsregardingscope,staffing,andschedule.Whenaprojectisperformedundercontract,contractualprovisionswillgener-allybeconstraints..5Assumptions.Assumptionsarefactorsthat,forplanningpurposes,willbeconsid-eredtobetrue,real,orcertain.Forexample,ifthedatethatakeypersonwillbe-comeavailableisuncertain,theteammayassumeaspecificstartdate.Assumptionsgenerallyinvolveadegreeofrisk.InputsTools&TechniquesOutputs.1Otherplanningoutputs.2Historicalinform