PMBOK項(xiàng)目管理知識體系(上).ppt

僅限內(nèi)部使用，不得外傳,Project Management Workshop 項(xiàng)目管理知識體系（上）,2,主要內(nèi)容,PMBOK Outline PMBOK 簡要介紹 Experience Sharing 經(jīng)驗(yàn)共享 Case Study 案例分析,3,Agenda 議程 Day 1 第1天,Morning上午 9:00-9:30 know each other 互相認(rèn)識 9:30-10:30 PM overall introduction 項(xiàng)目管理總體介紹 10:30-10:40 Tea Break 休息 10:40-11:10 Questions 問題 11:10-11:50 Case study1 Project information collection 案例學(xué)習(xí)1：項(xiàng)目信息收集 11:50-12:15 Case study2 Project Management plan 案例學(xué)習(xí)2：項(xiàng)目管理計(jì)劃,Afternoon下午 2:00-2:10 Warm up 熱身 2:10-3:10 Project scope management 項(xiàng)目范圍管理 3:10-3:40 Questions 問題 3:40-3:55 Tea Break 休息 3:55-4:55 Case study 3 Scope statement 案例學(xué)習(xí)3：范圍陳述 4:55-5:15 Case study 4 WBS exercise 案例學(xué)習(xí)4：WBS（工作分解結(jié)構(gòu)）練習(xí),4,Agenda議程 Day 2 第2天,Morning上午 9:00-9:10 Warm up熱身 9:10-10:10 Time Management 時(shí)間管理 10:10-10:20 Tea Break休息 10:20-10:50 Questions問題 10:50-11:50 Case Study 5 Schedule exercise 案例學(xué)習(xí)5：進(jìn)度表練習(xí),Afternoon下午 2:00-2:10 Warm up熱身 2:10-3:10 Cost Management 成本管理 3:10-3:30 Integrate Management 集成管理 3:30-3:45 Tea Break 休息 3:45-4:15 Questions 問題 4:15-5:00 Case study 6 Quotation 案例學(xué)習(xí)6：報(bào)價(jià)單,5,Agenda 議程 Day 3 第3天,Morning上午 9:00-9:10 Warm up 熱身 9:10-9:50 HP & Nortel PM Department Introduction HP和北電項(xiàng)目管理部介紹 9:50-10:10 HP Focus PM Introduction HP項(xiàng)目管理介紹 10:10-10:40 HP PM Development Approach HP項(xiàng)目經(jīng)理發(fā)展通道 10:40-10:55 Tea Break 休息 10:55-11:30 HP Project Analysis: case 1 Unicom HP項(xiàng)目分析：案例1 聯(lián)通 11:30-12:00 HP Project Analysis: case 2 Post II HP項(xiàng)目分析：案例2 郵政II,Afternoon下午 2:00-2:10 Warm up 熱身 2:10-3:30 Case study 7 Overall control 案例學(xué)習(xí)7 總體控制 3:30-3:45 Tea Break 休息 3:45-4:20 IT SI project overall introduction and lessons learned sharing IT系統(tǒng)集成項(xiàng)目總體介紹和經(jīng)驗(yàn)教訓(xùn)共享 4:20-4:45 Huawei PM experience sharing case I 華為經(jīng)驗(yàn)共享 案例1 4:45-5:10 Huawei PM experience sharing case II 華為經(jīng)驗(yàn)共享 案例2 5:10-5:20 Training appraisal 培訓(xùn)評估,6,Introduction 學(xué)員自我介紹,Name 姓名 Background on project management 項(xiàng)目管理方面的背景 The objectives to attend the workshop 參加研討班的目標(biāo) One sentence to summarize the view on Project Management or Project Manager 用一句話概括對項(xiàng)目管理或項(xiàng)目經(jīng)理的認(rèn)識,7,Course Objectives（課程目的）,At the end of this course you will be able to: 本課程結(jié)束以后，你應(yīng)該能夠： Describe the Project Management Processes.描述項(xiàng)目管理的過程 Understand the common vocabulary in PMBOK. 理解PMBOK中的通用詞匯 Design your project cycle. 設(shè)計(jì)你的項(xiàng)目周期 Apply project knowledge to project cycle.把項(xiàng)目管理知識應(yīng)用于你的項(xiàng)目周期,8,Course code of conduct 課堂行為規(guī)范,All course events will start on time please be ready. 準(zhǔn)時(shí)開始 Your participation in discussion is expected. 積極參與討論 All ideas and beliefs should be respected. 所有想法和觀點(diǎn)和信仰都將受到尊重 You are expected to apply what you have learned to the exercises. 將所學(xué)的知識應(yīng)用于練習(xí) You are encouraged to ask questions. 多問,僅限內(nèi)部使用，不得外傳,?項(xiàng)目管理,?PMI,?PMP,?PM BOK,?Schedule 進(jìn)度表,Project Manager （項(xiàng)目經(jīng)理）,零零總總的印象,10,Reset!,Reset! 清零!,11,Outline 大綱,Part I: Overall Introduction 總體介紹 Part II: Project processes (5 groups) 項(xiàng)目過程（5組） Part III: Project management knowledge areas (9) 項(xiàng)目管理知識領(lǐng)域（9個(gè)）,12,Part I: Overall Introduction 總體介紹,13,What is PMI? 什么是PMI？,Project Management Institute. (PMI)項(xiàng)目管理協(xié)會 目前世界上最大的、由研究人員、學(xué)者、咨詢顧問和項(xiàng)目經(jīng)理組建的全球性專業(yè)機(jī)構(gòu)。,14,What is PMP? 什么是PMP？,Project Management Professional.項(xiàng)目管理專業(yè)人員 From early of 1980s. 始于八十年代初 Organized by PMI. 由PMI組織認(rèn)證 More 15,000 PMP till now. 目前有1萬5千多名通過認(rèn)證的人員,15,What is PMBOK 什么是PMBOK,Project Management Body of Knowledge (PMBOK) PMBOK是項(xiàng)目管理知識體系 PMBOK is an inclusive term that describes the sum of knowledge within the profession of Project Management. PMBOK是項(xiàng)目管理專業(yè)知識的總論 The PMBOK Guide is a subset of generally accepted project management knowledge and practice. PMBOK導(dǎo)引是公認(rèn)的項(xiàng)目管理知識和實(shí)踐的入門性讀物 Initialed by PMI in late of 1970s. 由PMI初版于七十年代末,16,PMBOK Outline PMBOK要點(diǎn),Two clues in PMBOK 兩條主線： Processes (5 groups) 5組過程 Knowledge areas ( 9 ) 9個(gè)知識領(lǐng)域,17,What is a project? 什么是項(xiàng)目？,A Project is a temporary endeavor undertaken to create a unique product or service. 項(xiàng)目是為了提供一個(gè)獨(dú)特的產(chǎn)品或服務(wù)而暫時(shí)承擔(dān)的任務(wù)。項(xiàng)目的特征是臨時(shí)性和單件性。,Goal oriented 目標(biāo)導(dǎo)向 Coordinated Undertaking of Interrelated Activities 合作完成相關(guān)活動 With Finite Duration 限定的周期 Unique To Some Degree 一定程度上的唯一性,18,Project and Operation 項(xiàng)目和操作的區(qū)別,Project 項(xiàng)目 Performed by people 由人執(zhí)行 Constrained by limited resources.有限的資源 Planned, executed and controlled 計(jì)劃、執(zhí)行和控制 Temporary and Unique 暫時(shí)性、唯一性,Operation操作 Performed by people 由人執(zhí)行 Constrained by limited resources.有限的資源 Planned, executed and controlled 計(jì)劃、執(zhí)行和控制 Ongoing and repetitive 連續(xù)性、重復(fù)性,19,Project and Program 項(xiàng)目和項(xiàng)目群,Project項(xiàng)目 temporary 暫時(shí)性 Unique 獨(dú)特的 Different from operations 不同于操作,Program 項(xiàng)目群 A group of projects managed in a coordinated way to obtain benefits not available from managing them individually. 一個(gè)并行管理的項(xiàng)目群，可以比單個(gè)項(xiàng)目的管理獲得更多的好處 Includes ongoing operations. 包含連續(xù)的操作 Involve a series of repetitive or cyclical undertakings. 包括一系列重復(fù)或循環(huán)的操作,Sometimes, they are Synonyms.有時(shí)， 它們是同義詞,20,Project Management (1) 項(xiàng)目管理（1）,Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. 項(xiàng)目管理就是應(yīng)用有關(guān)項(xiàng)目活動的知識、技能、工具和技術(shù)去達(dá)到或超越項(xiàng)目干系人對項(xiàng)目的需要和期望,21,Project Management (2) 項(xiàng)目管理（2）,Project Management is an integrative endeavor and action, or failure to take action, in one area will usually affect other areas. 項(xiàng)目管理是集成的努力和活動。如果某一活動失敗，這一部分通常會影響其他的部分。 These interactions often require trade-offs among project objectivesperformance in one area may be enhanced by sacrificing performance in another. 這些交互作用常常在項(xiàng)目目標(biāo)之間取得平衡，這一部分的績效的提高可能需要另一部分績效的下降為代價(jià) Successful project management requires actively managing these interactions to enhance the entire performance of the project. 成功的項(xiàng)目管理，需要主動地管理這些交互的活動，以提高整個(gè)項(xiàng)目的績效,22,Management by projects 按項(xiàng)目管理,Describe an organizational approach to the management of ongoing operations. 描述連續(xù)性操作管理的組織方法 Treats many aspects of ongoing operations as projects in order to apply project management to them. 將很多連續(xù)性的操作當(dāng)作項(xiàng)目，以便用項(xiàng)目管理的方法來管理。,23,Part II: Project Management Processes 項(xiàng)目管理過程,24,Links Among Processes Groups in Phase 在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計(jì)劃過程,實(shí)施過程,控制過程,收尾過程,25,Initiating Processes (1) 啟動過程,Recognizing the need for the project 確認(rèn)項(xiàng)目的需求 Determining the project goals and objectives 確定項(xiàng)目的目標(biāo) Defining stakeholder expectations 定義項(xiàng)目相關(guān)人員的期望值 Describing the general project scope 說明基本的項(xiàng)目范圍 Selecting the initial members of the project team 選擇基本的項(xiàng)目組成員,26,Initiation Processes (2) 啟動過程（2）,Documents: 文件 - Project Charter 項(xiàng)目任務(wù)書,What should be included in Project Charter? 項(xiàng)目任務(wù)書應(yīng)該包含那些內(nèi)容？,27,Project Charter 項(xiàng)目任務(wù)書,Project Manager named 明確項(xiàng)目經(jīng)理 Purpose of the project 項(xiàng)目的目標(biāo) Identification of product or service to be delivered 確認(rèn)需要交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由投資者和用戶簽署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 當(dāng)一個(gè)項(xiàng)目屬于合同執(zhí)行時(shí)，簽定的合同將作為賣方的項(xiàng)目任務(wù)書,28,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計(jì)劃過程,實(shí)施過程,控制過程,收尾過程,29,Planning Processes (1) 計(jì)劃過程（1）,Refining the scope by balancing among quality, time and resource. 在質(zhì)量，時(shí)間和資源中取得平衡，從而進(jìn)一步明確范圍 Activity list and sequencing 活動清單和次序 Schedule 進(jìn)度表 Budget 預(yù)算 Documenting risk 風(fēng)險(xiǎn)分析 Management Plan 管理計(jì)劃（成本、時(shí)間、范圍、風(fēng)險(xiǎn)管理計(jì)劃等） Get Project Plan approved by the appropriate stakeholders 得到相應(yīng)的主管核準(zhǔn)的項(xiàng)目計(jì)劃,30,Scope Definition范圍定義,Scope Planning范圍計(jì)劃,Resource Planning 資源計(jì)劃,Activity definition活動定義,Cost Estimate 成本估算,Activity duration estimate活動時(shí)間估計(jì),Activity Sequence 活動順序,Cost Budget 成本預(yù)算,Schedule Develop 進(jìn)度表編制,Project Plan Develop項(xiàng)目計(jì)劃編制,Planning Processes 計(jì)劃過程,Core Processes,核心過程,范圍管理,時(shí)間管理,成本管理,31,Planning Processes 計(jì)劃過程,Communication Planning溝通計(jì)劃,Quality Planning質(zhì)量計(jì)劃,Organization Planning組織計(jì)劃,Staff Acquisition人員獲取,Procurement Planning采購計(jì)劃,Solicitation Planning詢價(jià)計(jì)劃,Risk Identification風(fēng)險(xiǎn)管理,Risk Qualification風(fēng)險(xiǎn)量化,Risk Response Development風(fēng)險(xiǎn)應(yīng)對,(Facilitating Processes 輔助過程),風(fēng)險(xiǎn)管理,采購計(jì)劃管理,32,Planning Processes (2) 計(jì)劃過程,Planning processes 計(jì)劃過程 - Scope statement (scope Planning) 范圍陳述 - WBS (S. Definition) 工作分解結(jié)構(gòu) - Activity List (Activity Definition) 工作步驟 - Project network diagram (Act. Seq.) 項(xiàng)目網(wǎng)絡(luò)圖 - Project Schedule (Schedule Development) 項(xiàng)目進(jìn)度表 - Cost baseline (cost budgeting) 成本基線 - Scope Management Plan (S. P.) 范圍管理計(jì)劃 - Resource requirement (R. planning) 資源需求 - Cost estimates (C. Estimating) 成本估算 - Cost management plan (C. Estimating) 成本管理計(jì)劃 - Project schedule management plan (Sch. Deve.) 項(xiàng)目進(jìn)度管理 - Project Plan (Project Plan Development) 項(xiàng)目計(jì)劃,33,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計(jì)劃過程,實(shí)施過程,控制過程,收尾過程,34,Executing Processes (1) 執(zhí)行過程（1）,Securing the necessary resources to carry out the plan 保證執(zhí)行計(jì)劃所需的資源 Leading the team 領(lǐng)導(dǎo)團(tuán)隊(duì) Meeting with team members 和團(tuán)隊(duì)成員開會 Monitoring progress, measuring performance, and communicating with stakeholders 控制進(jìn)度，項(xiàng)目的績效和項(xiàng)目干系人的溝通 Identifying and solving problems 識別并解決問題 Resolving conflicts 化解沖突,35,Executing Processes 實(shí)施過程,Project Plan Execution 項(xiàng)目計(jì)劃實(shí)施,Information Distribution 信息發(fā)布,Solicitation 詢價(jià),Source Selection 供應(yīng)商選擇,Team Development 團(tuán)隊(duì)開發(fā),Contract Administration 合同管理,Scope Verification 范圍確認(rèn),Quality Assurance 質(zhì)量保證,Facilitating Processes 輔助過程,采購部分,36,Executing Processes (2) 實(shí)施過程（2）,Executing Processes 實(shí)施過程 Work result (in performance report) 工作結(jié)果 （在執(zhí)行情況報(bào)告中） Change request 變更申請,37,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計(jì)劃過程,實(shí)施過程,控制過程,收尾過程,38,Controlling Processes (1) 控制過程,Identifying deviation from the plan 偏離計(jì)劃的識別 Taking corrective actions to align actual progress with the plan 采取矯正措施以使實(shí)際進(jìn)展與計(jì)劃保持一致 Receiving and evaluating project change requests from stakeholders 接受和評價(jià)來自項(xiàng)目干系人的項(xiàng)目變更需求 Reschedule project activities as necessary 必要時(shí)重新安排項(xiàng)目活動 Adapting resource levels as necessary 必要時(shí)調(diào)整資源水平 Changing the project scope, as approved by the appropriate authority 得到授權(quán)者批準(zhǔn)后，改變項(xiàng)目范圍 Adjusting project goals and obtaining stakeholder acceptance 調(diào)整項(xiàng)目目標(biāo)并獲得項(xiàng)目干系人的許可,39,Controlling Processes 控制過程,Cost control,Schedule Control,Scope Change Control,Risk Response Control,Quality Control,Performance Reporting,Overall Change Control,Facilitating Processes 輔助過程,執(zhí)行情況報(bào)告,總體改變控制,風(fēng)險(xiǎn)應(yīng)對控制,成本控制,進(jìn)度控制,范圍改變控制,質(zhì)量控制,40,Controlling Processes (2) 控制過程（2）,Documents: 文件 Performance report 執(zhí)行情況報(bào)告 Lessons learned 經(jīng)驗(yàn)教訓(xùn),41,Links Among Processes Groups in Phase在過程組中的位置,Initiating Processes,Planning Processes,Controlling Processes,Executing Processes,Closing Processes,啟動過程,計(jì)劃過程,實(shí)施過程,控制過程,收尾過程,42,Closing Processes 收尾過程,Acknowledging achievements and results 承認(rèn)功績和成果 Obtaining final stakeholder acceptance 得到最終項(xiàng)目干系人（客戶）的認(rèn)可 Closing completed contracts 合同終結(jié) Finalizing documentation of project lessons learned 項(xiàng)目經(jīng)驗(yàn)教訓(xùn)的最終定稿 Reviewing the project process/outcome with stakeholders including team members. 和包含項(xiàng)目組成員在內(nèi)的項(xiàng)目干系人一起評估項(xiàng)目過程/成果 Writing the final project report 撰寫項(xiàng)目總結(jié)報(bào)告 Shutting down the project office and disbanding the team 關(guān)閉項(xiàng)目辦公室，解散項(xiàng)目組,43,Closing Processes 收尾過程,Contract Close-out 合同終止,Administrative Closure 管理收尾,44,Overlap of Processes Groups in a Phase 過程群的交疊,Phase Start 階段啟動,Phase Finish 階段結(jié)束,Level Of Activity,Initiating Processes 啟動過程,Planning Processes 計(jì)劃過程,Executing Processes 實(shí)施過程,Controlling Processes 控制過程,Closing Processes 收尾過程,活動（資源投入）水平,45,Questions 1 問題1,PMI? PMP? PMBOK? 2 clues in PMBOK? PMBOK的2條線索？ How many processes? 有多少個(gè)過程？ What are they? 有那幾個(gè)過程？ How many knowledge areas? 有多少個(gè)知識領(lǐng)域？ What are they? 有那些知識領(lǐng)域？,Bonus獎品,Bonus獎品,46,Question 2 問題2,2 characteristics of Project? 項(xiàng)目的2個(gè)特征？ Project Management? 什么叫項(xiàng)目管理？ Drawing the relationship among processes? 請畫出過程之間的關(guān)系圖。 The important document in Initiating processes? 啟動過程的重要文件是什么？ Project charter? 什么是項(xiàng)目任務(wù)書？ Risk Identification which processes group? 風(fēng)險(xiǎn)識別在那一個(gè)過程組？ Cost Estimating which processes group? 成本估算在那一個(gè)過程組？ Scope Definition which processes group? 范圍定義在那一個(gè)過程組？,Bonus 獎品,Bonus 獎品,47,Break,Break 休息,48,Warm Up 預(yù)備,49,Warm-up 熱身,各小組派一個(gè)代表，在白板上畫圖。 時(shí)間：5分鐘,項(xiàng)目管理有幾組processes? 請表述之間的關(guān)系,50,Part III: Project Management Knowledge Areas 項(xiàng)目管理知識領(lǐng)域,51,Project Management Knowledge Areas 項(xiàng)目管理知識領(lǐng)域,52,Part III: Project Management Knowledge Areas 項(xiàng)目管理知識領(lǐng)域,4. Project Integration Management 項(xiàng)目集成管理,53,PM Knowledge Areas and PM Processes 項(xiàng)目管理知識領(lǐng)域和項(xiàng)目管理過程,54,4.1 Project Plan Development 項(xiàng)目計(jì)劃編制,1.Other Planning outputs 其他計(jì)劃的輸出 2.Historical information 歷史信息 3.Organizational policies 組織的政策 4.Constraints 約束條件 5.Assumptions 假定,1.Project Plan 項(xiàng)目計(jì)劃 2.Supporting detail 詳細(xì)依據(jù),1.Project Planning Methodology 項(xiàng)目計(jì)劃方法論 2.Stakeholders skills and knowledge 項(xiàng)目干系人的技能和知識 3.PMIS 項(xiàng)目管理信息系統(tǒng),Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,55,PMIS 項(xiàng)目管理信息系統(tǒng),Tools and techniques used to gather, integrate, and disseminate the outputs of the other project management processes. 用于收集，集成和發(fā)布其他項(xiàng)目管理過程的輸出,56,PMIS Example 項(xiàng)目管理信息系統(tǒng)的例子,57,Project Plan 項(xiàng)目計(jì)劃,Project Charter 項(xiàng)目任務(wù)書 Scope statement (scope Planning) 范圍陳述（范圍計(jì)劃編制） Cost baseline (cost budgeting) 成本基線（成本預(yù)算） Project Schedule (Schedule Development) 項(xiàng)目進(jìn)度表（進(jìn)度表開發(fā)） WBS (Scope Definition) 工作分解結(jié)構(gòu)（WBS）（范圍定義） Organizational planning 組織計(jì)劃編制 Management plan 管理計(jì)劃 - Project schedule management plan (Schedule Develop) 項(xiàng)目進(jìn)度管理計(jì)劃（進(jìn)度表開發(fā)） - Scope Management Plan (S. P.) 范圍管理計(jì)劃（S.P.）,58,4.2 Project Plan Execution 項(xiàng)目計(jì)劃實(shí)施,1.Project plan 項(xiàng)目計(jì)劃 2.Supporting detail 詳細(xì)依據(jù) 3.Organizational policies 組織政策 4.Corrective action 糾正措施,1.Work results 工作結(jié)果 2.Change requests 變更申請,1.General Mgmt. Skill 一般管理技能 2.Product skill & Knowledge. 產(chǎn)品知識和技能 3.Work authorization system 工作授權(quán)體系 4.Status review meetings 執(zhí)行狀況評價(jià)例會 5.PMIS 項(xiàng)目管理信息系統(tǒng) 6.Organizational procedures 組織程序,Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,59,Work Authorization System 工作授權(quán)系統(tǒng),Formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. 是批準(zhǔn)項(xiàng)目工作的正式程序，以確保在恰當(dāng)?shù)臅r(shí)間、合適的順序完成工作,60,Status Review Meetings 狀況評價(jià)例會,Regularly 定期 Exchange information 交換信息 Internal 內(nèi)部 With customer 和客戶,61,4.3 Overall Change Control (1) 總體變更控制,Influencing the factors which create changes to ensure that changes are beneficial. 對保證能夠產(chǎn)生利益的變更因素施加影響 Determining that a change has occurred 確定變更是否已經(jīng)發(fā)生 Managing the actual changes when and as they occur. 當(dāng)變更發(fā)生時(shí)，管理實(shí)際的變更 - Cost management plan (C. Estimating) -成本管理計(jì)劃（成本估算）,62,4.3 Overall Change Control (2) 總體變更控制（2）,5.5 Scope Change Control 范圍變更控制 6.5 Schedule Change Control 進(jìn)度變更控制 7.4 Cost Change Control 成本變更控制 8.3 Quality Change Control 質(zhì)量變更控制 11.4 Risk Change Control 風(fēng)險(xiǎn)變更控制 12.5 Contract Administration 合同管理,63,4.3 Overall Change Control (3) 總體變更控制（3）,1.Project plan 項(xiàng)目計(jì)劃 2.Performance reports 執(zhí)行情況報(bào)告 3.Change request 變更申請,1.Project Plan updates 項(xiàng)目計(jì)劃刷新 2.Corrective action 糾正措施 3.Lessons learned 經(jīng)驗(yàn)教訓(xùn),1.Change control system 變更控制系統(tǒng) 2.Configuration Mgmt.性能管理 3.Performance measurement 執(zhí)行情況測量 4.Additional planning 補(bǔ)充計(jì)劃編制 5.PMIS 項(xiàng)目管理信息系統(tǒng),Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,64,Change Control System 變更控制系統(tǒng),A collection of formal, documented procedures that defines the steps by which official project documents may be changed. It includes the paperwork, tracking system, and approval levels necessary for authorizing changed. 一系列正式的、文檔化的程序，它定義了正式的項(xiàng)目文檔變更的步驟。變更控制系統(tǒng)包括文檔工作、跟蹤系統(tǒng)和用于授權(quán)變更的批準(zhǔn)層次。 CCB-change control board 變更控制委員會（CCB） Emergency case 緊急情況,65,Configuration Management 性能管理,Any documented procedure used to apply technical and administrative direction and surveillance to: 一種成文的程序，用來進(jìn)行技術(shù)和行政指揮及監(jiān)督，其目的是要： Identify and document the functional and physical characteristics of an item or system. 識別某一工作項(xiàng)或系統(tǒng)的功能和物理特性，并形成文件。 Control any changes to such characteristics. 控制這些特性的變化 Record and report the change and its implementation status. 記錄并報(bào)告變化及其實(shí)施狀態(tài) Audit the items and system to verify conformance to requirements. 對工作項(xiàng)和系統(tǒng)進(jìn)行審計(jì)， 對其是否符合要求進(jìn)行鑒定,66,Part III: Project Management Knowledge Areas 項(xiàng)目管理知識領(lǐng)域,5. Project Scope Management 項(xiàng)目范圍管理,67,PM Knowledge Areas and PM Processes 項(xiàng)目管理知識領(lǐng)域和項(xiàng)目管理過程,68,Project Scope Management 項(xiàng)目范圍管理,Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully 項(xiàng)目范圍管理的任務(wù)，是確保項(xiàng)目全部包含且只包含那些必需的工作，以成功完成項(xiàng)目。,69,Project Scope and Product Scope 項(xiàng)目范圍和產(chǎn)品范圍,Project Scope 項(xiàng)目范圍 Describe the work required to deliver the product 說明交付產(chǎn)品所必需的工作 Measured against the project plan 與項(xiàng)目計(jì)劃相對應(yīng),Product Scope 產(chǎn)品范圍 Describe the product to be delivered 說明所交付的產(chǎn)品 Measured against the requirements 與需求相對應(yīng),70,5.1 Initiation (1) 啟動（1）,Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. 啟動是正式確認(rèn)一個(gè)新項(xiàng)目存在,或現(xiàn)存項(xiàng)目可以進(jìn)入下一階段的過程 Stimulin 項(xiàng)目得到批準(zhǔn)基于以下一個(gè)或者多個(gè)主要的原因 A market demand 市場需要 A business need 業(yè)務(wù)需要 A customer request 客戶需要 A technological advance 技術(shù)領(lǐng)先的需要 A legal requirement 法律的需要,71,5.1 Initiation (2) 啟動（2）,1.Product Description 產(chǎn)品說明 2.Strategic plan 戰(zhàn)略計(jì)劃 3.Project select- ion criteria 項(xiàng)目選擇標(biāo)準(zhǔn) 4.Historical information 歷史信息,1.Project charter 項(xiàng)目任務(wù)書 2.Project manager Identified/assigned 項(xiàng)目經(jīng)理選定/指派 3.Constraints 約束條件 4.Assumptions 假定,1.Project selection Methods 項(xiàng)目選擇法 2.Experts judgment 專家判斷法,Tools & Techniques 工具和技術(shù),Inputs 輸入,Outputs 輸出,72,Product Description 產(chǎn)品描述,The product description documents 產(chǎn)品描述文件 The characteristics of the product or service that the project was undertaken to create. 項(xiàng)目將要創(chuàng)造的產(chǎn)品或服務(wù)的特性 The relationship between product (service) and the business need of project. 產(chǎn)品（服務(wù)）和項(xiàng)目商業(yè)需要之間的關(guān)系,Statement of Work (SOW) 工作陳述（SOW）,73,Project Selection Methods 項(xiàng)目選擇方法,Benefit measurement methods 收益測量法-包括對比法，計(jì)分模型、收益分布或經(jīng)濟(jì)模型 Constrained optimization methods 約束最優(yōu)法-使用線性、非線性、動態(tài)、整數(shù)和多目標(biāo)編程等算法的數(shù)學(xué)模型,74,Project Charter 項(xiàng)目任務(wù)書,Project Manager named 項(xiàng)目經(jīng)理任命 Purpose of the project 項(xiàng)目目標(biāo) Identification of product or service to be delivered 確認(rèn)將被交付的產(chǎn)品或服務(wù) Signed by management, sponsor, and customer 由管理層、項(xiàng)目發(fā)起人和客戶簽署,When a project is performed under contract, the Signed contract will generally serve as the project Charter for the seller 當(dāng)項(xiàng)目在合同環(huán)境下執(zhí)行時(shí)，所簽定的合同常被作為賣方的項(xiàng)目任務(wù)書。,75,E.g., a predefined budget 如，預(yù)選確定的預(yù)算,Cons