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ProjectManagementDr.AnbangQiProf.ofInternationalBusinessSchoolofNankaiUniversityTheResourcesoftheMaterials•Themaincontentisfrom“AGuideToTheProjectManagementBodyOfKnowledge”(PMBOK).•ThecopyrightbelongstotheProjectManagementInstitute.•Itswebsiteis•Therearethreedifferenttimes–Oldtimes-before1940’s–Traditionaltimes-1940’s-1980’s–Moderntimes-1980’stillnow•Therearetwomainassociation:–PMI-ProjectManagementInstitute–IPMA-InternationalProjectManagementAssociation,beforecalledInternet.Chapter1–Introduction2.ModernProjectManagement•TherearetwocharacteristicsforMPM–Enlargedmanagementarea-from3to9areas–Expendedtoallprojectsnotonlytheconstructionandengineeringprojects.•BecomeadisciplineofManagement–Operationorroutinemanagement–ProjectandprogrammanagementChapter1–Introduction3.TheimportanceoflearningMPM•Allthingsstartwithprojectandthenmayormaynottransitintooperations.•Theprojectbecomethegreatmeansforacompanytomakeprofitintheknowledgeeconomysinceallinnovationsarerealizedthroughprojects.•ThetopmanagementshoulddealwithexceptionsandthatneedPMP.Chapter1–IntroductionChapter1–Introduction4.TheDefinitionofProject•Project–temporaryendeavorundertakentocreateauniqueproductorservice•Hasadefinitebeginningandendandinterrelatedactivities•Undertherestrictionofresources•Forsomepurposeofaorganizationorevenaperson.5.TypicalProjects•R&Dprojects•BPRandReorganization•Informationsystemintegration•ConstructionandEngineering•ScientificresearchandDissertation•OlympicGamesandothersportsgames•EverykindshowsandperformanceChapter1–IntroductionChapter1–Introduction6.TheCharacteristicsofaProject•ProductsorServiceareunique–characteristicsareprogressivelyelaborated–Progressively:proceedinginsteps–Elaborated:workedwithcareanddetail•Theworkistemporary.–Timelimited–Thereareresourcerestriction.7.TheDefinitionofProjectManagement•ProjectManagementistheoverallplanning,controlandcoordinationofprojectfrominceptiontocompletion.•ProjectManagementfocusoncompletingprojecton-time,withintheallottedbudgetanddefinedscope,andsatisfyingtherequiredqualitystandard.Chapter1-IntroductionChapter1-Introduction8.TheMethodsandToolsofPM•ProjectManagementshouldapplyofknowledge,skills,toolsandtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromadefinedproject–balancingandintegratingthefollowing:–Scope,time,cost,andquality–Stakeholders’expectations–Requirements(needs)vs.unidentifiedrequirements(expectations)Chapter1-Introduction9.ThedifferencebetweenProgramandProject•Programsadoptnewsetofobjectivesandcontinuetowork;Projectsceasewhendeclaredobjectiveshavebeenattained•Programsaregroupsofprojectsmanagedinacoordinatedwaytoobtainbenefitsnotavailablefrommanagingtheprojectsindividually•Mostprogramshaveelementsofongoingoperations–Seriesofrepetitiveorcyclicalundertakings•Projectsisnoongoingoperation,areoftendividedinto“subprojects”formoremanageability–Oftencontractedouttoexternalorganizations10.ProjectManagementBodyofKnowledge–Projectintegrationmanagement–Projectscopemanagement–Projecttimemanagement–Projectcostmanagement–Projectqualitymanagement–Projecthumanresourcemanagement–Projectcommunicationmanagement–Projectriskmanagement–ProjectprocurementmanagementAllthesemakeupaknowledgesystemofPMChapter1-IntroductionProjectCostManagement,ProjectTimeManagement,ProjectQualityManagementProjectRiskManagementProjectCommunicationManagementProjectProcurementManagementProjectIntegrationManagementProjectHumanResourceManagementProjectScopeManagementTheSystemofPMBOKGeneralmanagementknowledgeandpracticesApplicationareaknowledgeandpracticesGenerallyacceptedPMknowledgeandpracticesPMBOKTherelationshipoftheknowledgeChapter2–ProjectManagementContext1.ProjectLifeCycle•ProjectLifeCycledefinesortells:–Thephasesoftheproject(time)–Theworkperformedineachphase(work)–Theinputandoutputofeachphase(result)–Themilestoneofeachphase(endsign)•CommonCharacteristicsofProjectLifeCycles:–CostandStaffinglevelsarelowatstartandmovehighertowardstheend–Probabilityofsuccessfullycompletingprojectislowatbeginning,highertowardstheendasprojectcontinues–StakeholderinfluenceishighatthebeginningandprogressivelylowersasprojectcontinuesPhase1Phase2Phase3Phase4Project”go”decisionMajorcontractletInstallationsubstantiallycompleteFulloperationFeasibilitystudy－suggestion－feasibility－pre-design－approvePlanning&Design－tech-design－costestimate－scheduling－contracting－plandetailsExecution－fabrication－construction－installation－trialTurnover－finaltesting－maintenancePercentageComplete100%ProjectLifeCycleofDODofUSAforAcquisitionMilestone2DevelopmentApprovalMilestone0ConceptStudyApprovalMilestone1ConceptDemonstrationApprovalMilestone3ProductionApprovalMilestone4MajorModificationApprovalsConceptExplorationandDefinitionDemons-trationandValidationEngineeringandManufacturingDevelopmentProductionandDevelopmentOperationandSupportingDetermi-nationoftheMissionNeedPhase1Phase0Phase2Phase3Phase4Chapter2–ProjectManagementContext2.PhasesofaProject•ProjectPhasesaremarkedbythecompletionofadeliverable–Tangi