pm.docx
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pm.docx
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Chapter1:
1)Project:
Afiniteendeavorthat:
Hasadefinitebeginninganddefiniteend
Isunique
Consumesresource
2)Themaindifferencesbetweenaprogramandaprojectarethataprogramachievesastrategyormission,isrealizedthroughmultipleprojectsandongoingactivity,andhasascopethatmighteitherbebroadlydefinedorbespecific.
3)ProjectManagementisthemanagementof:
Knowledge
Skills
Tools
Techniques
4)ThefourimportantPMfactorsare:
Scope
Time
Cost
Resources
5)ProjectLifecycle:
Projectsareusuallydividedintophases(阶段)
Collectively,thephasesarecalledtheprojectlifecycle
Projectlifecyclesareoftensimilarbutrarelyidentical
6)PMI(ProjectManagementInstitute),
theworldwideprojectmanagementorganization,definedtheprojectmanagementprocesswith5processgroupsand9knowledgeareassuchasIntegration,Scope,Time,Cost,Quality,Humanresource,Communication,RiskandProcurement.
7)Whytheneedtostudyprojectmanagement?
OftenITprojectcameinbehindschedule,overbudget,ornotatall.
Thecompressionofproductlifecycles.
Globalcompetition
Knowledgeexplosion
Corporatedownsizing–“right”sizing
8)AdvantagesofUsingFormalProjectManagement
Bettercontroloffinancial,physical,andhumanresources
Improvedcustomerrelations
Shorterdevelopmenttimes
Lowercosts
Higherqualityandincreasedreliability
Higherprofitmargins
Improvedproductivity
Betterinternalcoordination
Higherworkermorale
9)Attributesofaproject
Aprojecthasauniquepurpose.
Aprojectistemporary.
Aprojectrequiresresources,oftenfromvariousareas.
Aprojectshouldhaveaprimarysponsororcustomer.
Aprojectinvolvesuncertainty.
10)Everyprojectisconstrainedindifferentwaysbyits
Scopegoals:
Whatistheprojecttryingtoaccomplish?
Timegoals:
Howlongshouldittaketocomplete?
Costgoals:
Whatshoulditcost?
11)
12)ProjectManager
Aprojectmanageractsasthesinglepointofcontactontheproject
13)Aprojectmanageristheindividualresponsiblefor:
Planningandorganizingthework
Managingtheday-to-dayactivitiesofaproject
Deliveringtheprojectdeliverablestotheclient
Identifyingpotentialstakeholders(受项目影响的人)
Planningtheproject
Technicalactivities
Projectmanagementactivities
ManagingthetripleconstrainttotheProjectSponsor’ssatisfaction
Schedule
Cost
Scope
Organizingtheproject:
Formingtheprojectteam
Settingupsystemstodocumentandcommunicatetheprojectobjectivesandstatus
Establishingprojectplansandtheprocessesbywhichtheprojectwillbecontrolled
Managingordirectingtheprojectby:
Trackingthetechnicalperformanceoftheprojectscheduleandcost
Trackingthefinancialperformanceoftheproject
Assessingandmanagingtheproject’sRisks
Dealingwithissuesandproblemsthatoccurduringtheproject
Trackingsuppliers’performanceagainsttheircontracts
Buildingandmaintainingthemoraleoftheprojectteam
Communicatingwithallstakeholders
Trackingteammemberperformance
Usingachangecontrolprocesstomanagescope
14)ProjectStakeholders:
Stakeholdersarethepeopleinvolvedinoraffectedbyprojectactivities
Stakeholdersinclude:
Theprojectsponsor(赞助者)andprojectteam
Executives
Customers
Contractors(合约商)
Functionalmanagers
supportstaff
users
suppliers
opponentstotheproject
15)ProjectManager'sValue
Aprojectmanagerenhancestheprobabilitythataprojectwill:
Producequalityproducts
Stayonschedule
Completewithinbudget
Satisfytheclient'srequirements
Leadtofollow-onbusiness
Achievesuccess
16)ProjectManagementKnowledgeAreasClassification
4coreknowledgeareasleadtospecificprojectobjectives(scope,time,cost,andquality)
4facilitatingknowledgeareasarethemeansthroughwhichtheprojectobjectivesareachieved(humanresources,communication,risk,andprocurementmanagement)
1knowledgearea(projectintegrationmanagement)affectsandisaffectedbyalloftheotherknowledgeareas
Chapter5Time:
1)Developedinthe1950’s,Projectnetworkdiagramsarethepreferredtechniqueforshowingactivitysequencing
2)Thecriticalpathisthelongestpaththroughthenetworkdiagramandhastheleastamountofslackorfloat
Acriticalpathforaprojectistheseriesofactivitiesthatdeterminestheearliesttimebywhichtheprojectcanbecompleted
CPMisaprojectnetworkanalysistechniqueusedtopredicttotalprojectduration
3)
4)
5)
TotalFloat=LS-ESorLF-EF
FreeFloat=ES(Successor)-EF(Predecessor)
6)
1.Calculatetheforwardandbackwardpass
2.Calculatethefloatforeachpath
3.Findthecriticalpath
7)PERT(ProgramEvaluationandReviewTechnique)isanetworkanalysistechniqueusedtoestimateprojectdurationwhenthereisahighdegreeofuncertaintyabouttheindividualactivitydurationestimates.
▪PERTweightedaverageformula:
(optimistictime+4Xmostlikelytime+pessimistictime)/6
Accordingtonormaldistribution,theprobabilityofcompletingtheprojectwithin±σ(ie.Between47.304daysand54.696days)is68%
theprobabilityofcompletingtheprojectwithin±2σ(ie.Between43.608daysand58.393days)is95%
theprobabilityofcompletingtheprojectwithin±3σ(ie.Between39.912daysand62.088days)is99%
Bycheckingthenormaldistributiontable,youcandeterminetheprobabilityofcompletingtheprojectwithinaspecifictime:
Forexample,ifthecustomerrequeststofinishtheprojectwithin60days,theprobabilityis:
Chapter5cost:
1)Projectcostmanagementincludestheprocessesrequiredtoensurethattheprojectiscompletedwithinanapprovedbudget(法定预算)
2)ProjectCostManagementProcesses:
Resourceplanning:
determiningwhatresourcesandquantitiesofthemshouldbeused
Costestimating:
developinganestimateofthecostsandresourcesneededtocompleteaproject
Costbudgeting:
allocatingtheoverallcostestimatetoindividualworkitemstoestablishabaselineformeasuringperformance
Costcontrol:
controllingchangestotheprojectbudget
3)Lifecyclecosting(寿命周期价格)isestimatingthecostofaprojectplusthemaintenancecosts(维修费用)oftheproductsitproduces
4)Cashflowanalysisisdeterminingtheestimatedannualcosts(年成本)andbenefitsforaproject
5)ItemstoIncludeinanEstimate
Thescopeoftheworkthatisincludedintheestimate
Theassumptionsthatwereused
Resources,suchasstaff,facilities,andmaterial;considertheduration
Projectmanagementshouldbeincluded
Expenses,bothdirectandindirect
Riskandthecostofmanagingittoacceptablelevels
Documentation,whichiscriticallyimportant
6)Keepinmindthatthetimeittakestocompleteataskdependsonbothavailabilityandproductivity
7)EstimatingFormulas:
Cost=(Effort/Productivity)xUnitCost
Duration=(Effort/Productivity)/Availability
8)TypesofCostEstimates
ROMisatop-downapproachusedduringtheformationoftheprojectforinitialevaluationandduringtheconceptphase
Budgetisdevelopedfrommoredetailedprojectanalysis
Definitiveisabottom-up(task-by-task)approachpreparedfromwell-defineddataandspecifications
9)Onereasonforcreatingaprojectbudgetestimateistoprovideabasisfortrackingandmanagingprojectcosts;specifictaskswithintheestimatingprocessarecostestimatingandcostbudgeting
Costestimating-consistsofdeterminingthecostofalloftheelementsneededtocompletetheproject
Costbudgeting-istheallocationofthedeterminedcostestimatestoindividualprojectcomponentssothatthosecostscanbemeasuredandmanagedastheprojectisexecuted
10)BarryBoehmhelpeddeveloptheCOCOMO(构造性成本模型)modelsforestimatingsoftwaredevelopmentcosts
▪COCOMOIIisacomputerizedmodelavailableontheWeb
▪Boehmsuggeststhatonlyparametricmodelsdonotsufferfromthelimitsofhumandecision-making
11)Projectcostcontrolincludes
monitoringcostperformance(控制成本效益)
ensuringthatonlyappropriateprojectchangesareincludedinarevisedcostbaseline
informingprojectstakeholdersofauthorizedchangestotheprojectthatwillaffectcosts
12)Earnedvalueanalysisisanimportanttoolforcostcontrol
13)WhatisEarnedValue
Itisawayoflookingathowmuchoftheexpectedvalueoftheprojecthasbeenearned,ataparticularpointintime.
Itprovides:
Amethodformeasuringprojectperformance
Aviewofhowmuchworkhasbeendonerelativetohowmuchwasplannedtobedone,atapointintime
Aviewofhowmuchofthebudgetshouldhavebeenspenttoaccomplishtheworkdonesofar
Aviewofhowwhat'srequiredtocompletetheproject(cost&schedule)basedonactualperformance
14)EarnedValueAnalysisTerms
Theplannedvalue(PV),(计划工作预算成本)formerlycalledthebudgetedcostofworkscheduled(BCWS),alsocalledthebudget,isthatportionoftheapprovedtotalcostestimateplannedtobespentonanactivityduringagivenperiod
Actualcost(AC)(已完成工作实际成本),formerlycalledactualcostofworkperformed(ACWP),isthetotalofdirectandindirectcostsincurredinaccomplishingworkonanactivityduringagivenperiod
Theearnedvalue(EV)(完成工作预算成本),formerlycalledthebudgetedcostofworkperformed(BCWP),isanestimateofthevalueofthephysicalworkactuallycompleted
SV-ScheduleVariance(进度偏差),SV=EV-PV
SPI-SchedulePerformanceIndex(进度绩效指数),SPI=EV/PV
CV-CostVariance(成本偏差),CV=EV-AC
CPI-CostPerformanceIndex,CPI=EV/AC
BAC–BudgetatCompletion
EAC-EstimateAtCompletion
Areweaheadoforbehindschedule?
(SV)
Howefficientlyareweusingourtime?
(SPI)
Whenistheprojectlikelytobecompleted?
(EAC)
Areweunder
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