Project Management - 哈尔滨工业大学独立博客服务blog.hit.edu.cn/weigang/upload/1IntroductionY.pdf · Project Management 项目管理 Chinese ... authorizes a project to

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The Dept. of Industry Engineering

Project Management

项目管理

Chinese/English

32 hours

Laptop、MS-Project2007 or 2010, 2013

Finish：4月23日

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--- FORTUNE

Project Manager

“Golden Occupation”of 21st Century

《财富》

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Chapter 1 - Introduction

Chapter 2 - Project Life Cycle and Organization

Chapter 3 - Project Management Processes

Chapter 4 - Project Integration Management

Chapter 5 - Project Scope Management

Chapter 6 - Project Time Management

Chapter 7 - Project Cost Management

CONTENTS

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Chapter 8 - Project Quality Management

Chapter 9 - Project Human Resource Management

Chapter 10 - Project Communications Management

Chapter 11 - Project Risk Management

Chapter 12 - Project Procurement Management

Experiments - Project 2007、2010、2013

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Chapter 1

Introduction

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1.1 What is a Project?

1.2 Strategic Considerations of Authorizing a

Projects

1.3 What is Project Management?

1.4 The Past and the Future of PM

1.5 The Standard for Project of Management

1.6 Project Manager

Contents

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Organizations perform work to achieve a set

of objectives. Generally, work can be

categorized as either projects or operations

A project is a temporary endeavor

undertaken to create a unique product,

service, or result.

Operations are ongoing and repetitive

activity

The end results of projects can result in

operations.


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The project is temporary, but not necessarily

short term.

The project does have an end date

The end result of the project is business

operations.

manufacturing it,

supporting sold units,

and marketing the product constitutes

the ongoing operations part of business.


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The purpose of a

project is to attain

its objective and then

terminate.

Once the project is

complete, the project

team moves along to

other projects and

activities.

No money

The objective of an

ongoing operation is to

sustain the business.

The people who works

for the operation have

no end date in sight,

and will continue to do

the business as longs

as there is a demand

for the product.

Money Continually


The difference between projects and operations

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Unique product or

service

Catalyst for change

Definite start and

end

Standard product or

service

Maintenance of

status

Ongoing


The difference between projects and operation

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Both involve employees

Both typically have limited resources:

people, money, or both

Both are designed, executed, and managed

Someone in charge

The points shared by projects and operations


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The end of a project is reached

when the project’s objectives have been

achieved

or it becomes clear that the project

objectives will not or cannot be met

or the need for the project no longer

exists and the project is terminated.

Characteristics of Projects


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The end of a project is reached

The opportunity or market window is

usually temporary

The project team, as a working unit,

seldom outlives the project， the team is

disbanded and the team members

reassigned when the project ends



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Temporary does not necessarily mean

short in duration; Many projects last for

several years. In every case, however, the

duration of a project is finite. Projects are

not ongoing efforts.

The results of a project can last long time,

or forever



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A project creates unique products, services,

or results

The project's end result is different than

the results of other functions of the

organization.



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Progressive Elaboration

It means developing in steps, and

continuing by increments

The project scope will be broadly

described early in the project and made

more explicit and detailed as the project

team develops a better and more complete

understanding of the objectives and

deliverables.



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Progressive Elaboration

Progressive elaboration of a project’s

specifications needs to be carefully

coordinated with proper project scope

definition, particularly if the project is

performed under contract （change，new

technique）



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A market demand (e.g., an oil company

authorizes a project to build a new refinery in

response to chronic gasoline shortages)

An organizational need (e.g., a training company

authorizes a project to create a new course in

order to increase its revenues)

A customer request (e.g., an electric utility

authorizes a project to build a new substation to

serve a new industrial park)

1.2 Authorizing a Projects

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A technological advance (e.g., a software firm

authorizes a new project to develop a new

generation of video games after the

introduction of new game playing equipment by

electronics firms)

A legal requirement (e.g., a paint manufacturer

authorizes a project to establish guidelines for

the handling of a new toxic material).

All projects should support the organization’s

strategic goals.

1.2 Authorizing a Projects

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Project management is the application

of knowledge, skills, tools and

techniques to project activities to meet

project requirements


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The Project Management

Body of Knowledge

Application area knowledge,

standards, and regulations

Understanding the project

environment

General management

knowledge and skills

Interpersonal skills.

The

knowledge

and skills of

a project

team

needed

Five areas of expertise required by

the effective project management


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The term ‘project management’ is only 50

years old.

Cold War

Sputnik crisis: USSR first

satellite.1957/10/4

USA：1958/1/31

China：1970/4/24

The past


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the United States Department of Defense

Polaris missile submarine program

Program Evaluation and Review

Technique (PERT), developed by Booz-

Allen & Hamilton

critical path method （CPM）DuPont

corporation

Apollo lunar landing program

The past


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Project Management Institute

Established 1969

The largest, not-for-profit global

professional association for project

managers in the world

Members in over 150 countries

Headquartered:

Newtown Square, Pennsylvania USA

The past


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“Traditional” Project Management

Before the 80s, basis using mostly Gantt

Charts, PERT, CPM, WBS (work breakdown

structure)

“Modern” Project Management

After the 80s, Computer, Internet, IT

International co-operation program

Standard


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After the 90s, the era of information and high

tech comes

The economic fundamental changed

Market changes fast ever, product life cycle

becomes shorter and shorter , R&D plays

most important role

Different organizations cooperation

The total number of projects has increased

rapidly

The Importance of Project Management


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The traditional business management

methods is no longer suitable

Manufacturing economic environment,

focus on repeat operation process,

products repeat and long time

Information economic environment, focus

on new products, change

Cell phone, Car, lot of new model each

month



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Tighter budgets, diminishing resources, more

and more time constraints

Competition asks organizations to improve

the ways they do business.



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The law

WTO，Have to follow the rule of the game

Reform

Project in all area

Virtual enterprise

Culture difference

China needs PM


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Globalization

Professionalization

Education

Software developer: Microsoft Project、

Primavera Project Planner(P6)

Consultation organization

PMI, IPMI, Standardization

Standardization

The future of PM


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1976, idea to standardize the PM from the

common knowledge of practical experience,

documented standards began

1981, PMI authorized the project，Matthew H.

Parry in charge. 1983, the first report . PM

included 6 areas: scope, cost, time , quality,

human resource, and communication.

1.5 The Standard for Project Management

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1984, R.Max Wideman in charge, continue

the development, increased 3 parts:

Integration, risk, and contract &

procurement.

1987, Project Management Body Of

Knowledge

1991 revised edition.


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1996, first edition PMBOK Guide

9 area ; 37 processes;

First PM standard published ;

2000 2nd

edition, 39 processes;

2004 3rd

edition, 44 processes

2008 4rd

edition, 42processes

ANSI/PMI 99-001-2004

ISO 10006


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Be within the budgets, meet the time

constraints, follow the scope, satisfy the

customer

Time, scope, cost, golden triangle

The Traditional Triple Constraints

Turns quality into a fourth constraint


time cost

scope

quality

Scope

management

Time

management

Cost

management

Quality

management

golden plate

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Risk is everywhere.

There are risks in a project

Within a project, risks are unplanned events or

conditions that can have a positive or negative

effect on its success


Risk

management

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Project is carried out by project team

Project human resource

management is multifaceted.

It is the ability to lead, direct, and

orchestrate the project team, the

customers, project partners,

contributors, and any other

stakeholders to achieve the

desired results for the project

purpose.


Human

Resource

Management

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Communicate between project

stakeholders

Communication is the most

important skill for a project

manager. They spend about

90% of their time

communicating.

Timely and appropriate

generation, collection,

dissemination, storage and

ultimate disposition of project

information is crucial.


Communication

Management

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Procure the resource needed

Projects need materials,

equipment, consultants,

training, and many other

goods and services.

Project procurement

management is the process

of purchasing the products

necessary for meeting the

needs of the project scope.


Procurement

Management

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Integrate all of the parts of the

project work together

Within any project there are

many moving parts: time

management, cost management,

schedule conflicts, human

resource issues, iterative

planning, and much, much more.

They must be identified, defined,

combined, unified and

coordinated to ensure the

project moves forward properly


Integration

Management

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Scope management

Time management

Cost management

Quality management

Risk management

Communication management

Human resource management

Procurement management

Integration management


Nine

knowledge

areas

PMBOK

(project

management

body of

Knowledge)

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Project Integration Management

1. Develop Project Charter

2. Develop Project Management

Plan

3. Direct and Manage Project

Execution

4. Monitor and Control Project

Work

5. Integrated Change Control

6. Close Project or phases

Scope Management

1. Collect

Requirements

2. Scope Definition

3. Create WBS

4. Scope

Verification

5. Scope Control

Time Management

1. Activity Definition

2. Activity

Sequencing

3. Activity Resource

Estimating

4. Activity Duration

Estimating

5. Schedule

Development

6. Schedule Control

Cost Management

1. Cost Estimating

2. Cost Budgeting

3. Cost Control

Quality Management

1. Quality Planning

2. Perform Quality

Assurance

3. Perform Quality

Control

Risk Management

1. Risk Management

Planning

2. Risk Identification

3. Qualitative Risk Analysis

4. Quantitative Risk Analysis

5. Risk Response Planning

6. Risk Monitoring and

Control

Communications

Management

1. Identify Stakeholders

2. Communications

Planning

3. Information

Distribution

4. Performance Reporting

5. Manage Stakeholders

Human Resource

Management

1. Human

Resource

Planning

2. Acquire Project

Team

3. Develop Project

Team

4. Manage Project

Team

Procurement Management

1. Plan Purchases and

Acquisitions

2. Conduct Procurements

3. Administer

Procurements

4. Close Procurements

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Process of Develop Project Charter


Information DocumentsMethods

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1984, PMI organized the certification program,

Project Management Professional(PMP)

The PMP certification helps ensure that project

managers have the requisite knowledge and

skills

The Certification Program became the first

certification program of its kind to earn ISO

9001 certification from the International

Organization for Standardization, a globally

recognized mark of a quality management

system.

The PMP certification of PMI


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A primary role of this individual is to be a

facilitator with the goal being to ensure that a

project is completed on time, within budget,

and according to the requirements.

This individual oversees all aspects of the

project using planning, monitoring and

controlling processes.

1.6 Project Manager

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The Project Manager may be responsible for

more than one project at a time.

Typical project management duties include:

setting up meetings; running meetings;

writing and distributing meeting minutes

determining resources required,

interviewing candidates, vetting vendors,

and assigning tasks

creating a plan, executing a plan, and

adjusting the plan as necessary

preparing status reports and presenting to

upper management

1.6 Project Manager

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Being a project manager means

communicating all the time and in many forms.

90% of his job is communication.

A project manager should also be thinking ,

managing, and not just doing.

Project managers need to be very skilled in the

knowledge project management, such as

communications, human resources,

procurement, quality, time, cost,

documentation, systems integration, etc.

Project manager plays the most important role

in the project.

1.6 Project Manager

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--- FORTUNE

“Golden Occupation”

of 21st

Century

Project Manager

Chapter 1 Introduction

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企业竞争力是

一个国家、一个产业竞争力的根本

战略规划加项目管理等于当代企业的竞争力


创新型国家必须实行项目管理

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1.2 Strategic Considerations of Authorizing a

Projects



1.5 The Standard for Project of Management

1.6 Project Manager
