北大方正-项目管理课程资料1(1)

Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityTopic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityI.TheNatureofManmodelabouthumanbehaviorNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity•Understandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.•Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.•WewillmainlyfocusonREMM.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityREMM•Resourceful,Evaluative,MaximizingModel•Postulates1--4Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate1•Everyindividualcares,heorsheisanevaluator.•1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc•2)REMMisalwayswillingtomaketradeoffsandsubstitutions.•3)Individualpreferencesaretransitive.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate2•Eachindividual’swantsareunlimited•1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.•2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate3•Eachindividualisamaximizer:•Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityPostulate4•Theindividualisresourceful:•Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity•REMMsatwork:•Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity•REMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).•Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity•Keepinmind:•AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityII.ProjectManager’sRoleNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityObjectives•IDENTIFY:•Whataprojectmanageris•Whyaprojectmanagerisneeded•Howtoperformtheroleofaprojectmanager•WhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityProjectmanager-Definition•Aprojectmanagerisanindividualresponsiblefor:•Planningandorganizing•Controllinganddirectingtheday-to-dayactivitiesofaproject(s)•DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityA.PlanningandOrganizing•1Planning•1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.•2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversity•2.Organizing•1)Theprojectteam,rolesandresponsibilitiesforallteammembers•2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityB.Controlling•Managingtheriskfactorsoftheproject•Managingthechangestotheproject•Managingtheissuesandproblemsduringtheproject•Trackingthetechnicalperformanceoftheproject----schedule,quality•Trackingthefinancialperformanceoftheproject•Trackingthesuppliersperformanceagainsttheircontract•Trackingtheclientsatisfaction•ManagingthemoraleoftheprojectteamNov.28,2001WanjunJiang,GuanghuaSchoolofManagement,PekingUniversityWhyhaveaprojectmanager•Projectmanager’svalue----enhancetheprobabilityofaproject:•--withqualityproducts•--thatisonschedule•--thatcompleteswithinbudget•--withasatisfiedclient•--th