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1、Project Management Workshop 项目管理培训(续),Scope 内容,Project quality management (Ch.8)项目质量管理 Project human resource management (Ch. 9)项目人力资源管理 Project communications management (Ch. 10)项目沟通管理 Project risk management (Ch. 11)项目风险管理 Project procurement management (Ch.12)项目采购管理,Course Objectives 课程目标,Introdu
2、cing the audience to key project quality management, HR management, communication management, risk management and procurement management concepts, tools and techniques给学员介绍关键的项目质量管理,人力资源管理,沟通管理,风险管理和采购管理的概念,工具和技术 Enhancing the audiences understanding of the key concepts through applications 使学员在应用过程
3、中促进对概念的理解 Exchanging project management experience with the audience与学员进行项目管理经验的交流,Scope (1) 第1部分,Project quality management (Ch.8) 项目质量管理 Project human resource management (Ch. 9)项目人力资源管理 Project communications management (Ch. 10)项目沟通管理 Project risk management (Ch. 11)项目风险管理 Project procurement man
4、agement (Ch.12)项目采购管理,Project Quality Management 项目质量管理,PM Quality Management Base 项目经理质量管理基础 Quality Planning (8.1)质量计划 Quality Assurance (8.2)质量保证 Quality Control (8.3)质量控制 Questions问题,Three Fundamental Concepts 三个基本概念,1、Quality质量 The totality of characteristics of an entity that bear on its abili
5、ty to satisfy stated or implied needs. 一个实体满足明确或隐含需求的能力的特性的总和,2、Grade质量等级 A category or rank given to entities having the same functional use but different requirements for quality.对给定实体来说,具有相同使用功能不同质量要求的质量范畴和等级,Three Fundamental Concepts 三个基本概念,3、Project Quality Management项目质量管理 A subset of Project
6、 Management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. 项目管理的一个分支,包括保证项目承诺要满足的需求所需的过程,Three Fundamental Concepts 三个基本概念,Four Quality Management System 四个质量管理系统,ISO 9000: Basic Quality systems applicable to all industries 基本质量系统-
7、应用于所有行业 QS 9000 (ISO 9000 + Automotive specific requirements)汽车业标准 AS 9000 (ISO 9000 + Aerospace specific requirements)航空业标准 TL 9000 (ISO 9000 + Telecommunications specific requirements) 电信业标准,ISO 9000 Quality System ISO9000质量系统,The series of standards that outline the requirements for a quality man
8、agement system developed by the International Organization for Standardization.国际标准化组织制定的系列标准,规定了质量管理体系,ISO 9000 standards provide a framework for quality system. They apply to an organization as a whole instead of product. ISO 9000标准规定了质量体系框架,应用于组织整体而非单一产品,Total Quality Management (TQM) 全面质量管理(TQM)
9、,Key Elements要点 Top management commitment企业高层的承诺 Continual improvement持续改进 Customer focus (internal and external)关注客户(外部和内部) Produce-ability 生产能力 Usability 可用性 Availability 有效性 Reliability 可靠性 Tools and training 工具与培训,Maintainability可维护性 Flexibility灵活性 Social acceptability社会认可度 operability可操作性,Four
10、Key Quality Experts 四位著名质量管理专家,Juran Breakthrough in attitudes 质量管理观点的突破 Identify the vital few projects明确了重大问题 Determine how to overcome resistance给出了问题解决方案 Institute the change启动质量管理问题的解决 Institute the controls开始质量控制的实施 Triple role concept (Owner, Designer, Constructor)提出了三个角色的概念(业主,设计单位,建设单位),Jos
11、eph M Juran,Four Key Quality Experts 四位著名质量管理专家,Deming Create constancy of purpose for improvement提出了持续质量改进的目标 Adopt the new philosophy采用了新的思想体系 Cease dependence on mass inspection取消了大规模质量检查 Institute training启动了质量管理培训工作 Plan, Do, Check, Act cycle发现了PDCA循环,Four Key Quality Experts 四位著名质量管理专家,Taguchi
12、 Ishikawa Continuous improvement processes (kaizen) 持续改进过程(kaizen) Cause & Effect Diagrams (or Ishikawa of Fishbone Diagrams) 原因结果图(鱼骨图),Four Key Quality Experts 四位著名质量管理专家,Crosby Management commitment明确了管理对质量的责任 Quality improvement team质量改进小组 Measurement质量衡量标准 The cost of quality质量的成本 Zero defects
13、planning零缺陷计划,PM Knowledge Areas and Processes 项目管理知识领域与过程,Quality Planning质量计划,Quality Planning identifying which quality stands are relevant to the project and determining how to satisfy them. 质量计划-澄清与项目相关的质量标准,并确定达到标准的方法,Quality Planning - Inputs, Outputs, Tools & Techniques 质量计划-输入,输出,工具和技术,Qual
14、ity Policy 质量政策,Quality policy is “the overall intentions and direction of an organization with regard to quality, as formally expressed by top management”.质量政策是组织高层正式确定的组织的总体质量方针 The project management team is responsible for ensuring that the project stakeholders are fully aware of the policy.项目管理
15、小组有责任确保项目干系人明确以上质量政策,Scope Statement 范围描述,Scope statement is the output of scope planning (5.2). 范围描述是范围计划的输出 It should include: 它应该包含: 1) project justification 项目起因 2) Project product 项目产品 3) project deliverables 项目交付件 4) project objectives 项目目标,Tools and Techniques 工具和技术,Benefit/cost analysis 投入产出
16、分析 Benchmarking基准比较 Flowcharting流程图 Design of experiments 试验设计,Benefit 产出,Cost 成本,Higher productivity 更高的生产力,Lower costs更低的成本,Increased shareholder satisfaction提高股东满意度,The expense associated with project quality management activities. 与项目质量管理活动相关的费用,Cause-and-effect diagrams /Ishikawa diagrams /fish
17、bone diagrams 原因结果图 /Ishikawa 图 /鱼骨图 System or process flowcharts 系统或过程流程图,Compare actual or planned to others of the industry average in order to generate ideas for improvement and to provide a standard by which to measure performance.将实际或计划与业界平均进行比较,促进改进建议的提出,并提出工作衡量标准.,Quality Management Plan 质量管
18、理计划,It should describe how the project management team will implement its quality policy. 应阐明项目管理小组如何贯彻质量政策 It must address quality control, quality assurance and quality improvement for the project. 应致力于项目的质量控制、质量保证和质量改进,In ISO9000 terminology, it should describe the project quality system: “the or
19、ganizational structure, responsibilities procedures, processes, and resources needed to implement quality management”. ISO9000中的术语,需阐明质量体系:“组织结构,责任程序,流程和为贯彻质量管理所需的资源。”,Operational Definitions 操作说明,An operational definition describes, in very specific terms, what something is, and how it is measured
20、by the quality control process. 操作说明应以非常明确的条款,定义某项工作是什么,如何用质量控制流程来衡量。 They are called metrics in some application areas. 在一些应用领域,以上过程被称为“韵律学”。,Quality Assurance 质量保证,Quality Assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the re
21、levant quality standards. 质量保证-定期对整个项目运行情况进行评估,以便使相关人员确信项目质量满足相关标准。,Quality Assurance 质量保证(续),Quality Assurance is the planned and systematic activities implemented within the quality system 质量保证是在质量体系中执行的有计划的、系统的活动。 Quality Assurance should be performed throughout the project. 质量保证应贯穿在整个项目过程中。,Qual
22、ity Assurance - Inputs, Outputs, Tools & Techniques 质量保证-输入、输出,工具和技术,Quality Audit 质量审计,A quality audit is a structured review of other quality managements activities. 质量审计是对其他质量管理活动的结构化审视 The objective is to identify lessons learned. 质量审计的目标是确定经验和教训 Quality audit may be scheduled or random 质量审计可以按计
23、划进行,也可以随机进行 Quality audit may be carried out by internal auditors or third parties such as quality system registration agencies.质量审计可以由内部审计人员进行,也可以由第三方(比如质量体系注册代理机构)承担,Quality Control 质量控制,Quality Control monitoring specific project results to determine if they comply with relevant quality standards
24、 and identifying ways to eliminate causes of unsatisfactory performance. 质量控制-监控特定的项目结果,以确定是否符合相应的质量标准并明确消除不符合要求行为的方法。,Quality Control - Inputs, Outputs, Tools & Techniques 质量控制-输入,输出,工具和技术,Scope Verification & Quality Control 范围确认和质量控制,Scope verification is the process of formalizing acceptance of
25、the project scope by the stakeholders. 范围确认-是项目干系人正式接受项目范围的过程 Main concern is the acceptance of the work result.主要关注点-是工作结果的验收 Output - is formal acceptance.输出-正式的验收,Quality control is monitoring specific project results质量控制-是对特定项目成果的监控 Main concern is the correctness of the work result.主要关注点-是工作结果的
26、正确性 Outputs are quality improvement, acceptance decisions, rework, completed checklists, process adjustments 输出-质量改进,验收决定,返工,完成的检查表,流程调整,Pareto Diagrams 柏拉图,Whats it? 什么是柏拉图? A Pareto diagram is a histogram, ordered by frequency of occurrence, that show how many results were generated by type or cat
27、egory of identified cause. 柏拉图是一个柱状图,按发生的频率排序,表示各种不同种类的因素的影响程度 Application 应用 Rank ordering is used to guide corrective action 按等级排序,用于指导纠正行为 Drawbacks 缺点 It cannot tell the influence or sequence of the defects. The defect of greatest number might not be the primary one.不能辨明问题影响或重要性顺序,产生问题多的地方不一定是问题
28、最严重的地方,Terminology Differentiation 术语的区别,Quality Audit (8.2.2.2) is a structured review of other quality management activities. It identifies lessons learned that can improve performance of this project or other projects within the performing organization. It can be scheduled or random, carried out
29、by internal or external auditors. 质量审计是对其他质量管理活动的结构性审视。它总结学到的经验和教训,用以改进本项目或组织内的其他项目的工作。它可以是有计划的,也可以是随机展开的,可以由内部人员,也可以由外部人员执行。 Inspection (5.4.2) includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. 检查包括测量、检验和测试以确定结果是否符合需求。,1.
30、Quality Audit & Inspection 质量审计和检查,Prevention keeping errors out of the process 预防-避免差错在流程中出现 Inspection keeping errors out of the hand of the customer 检查-避免差错对用户造成影响,Terminology Differentiation 术语的区别,2. Prevention & Inspection 预防和检查,Attribute Sampling (品质抽样)-The result conforms or it does not (yes
31、or no). 结果符合或不符合要求,Variables sampling(变量抽样)-The result is rated on a continuous scale that measures the degree of conformity. 结果按照衡量符合度的连续的标准折算成比例,Terminology Differentiation 术语的区别,3. Attribute Sampling & Variables Sampling品质抽样和变量抽样,Special causes unusual events 特定原因-非寻常事件,Random causes normal proce
32、ss variation 随机原因-通常的过程 变异,Terminology Differentiation 术语的区别,4. Special Causes & Random Causes 特定原因和随机原因,Tolerance The result is acceptable if it falls within the range specified by the tolerance 容限-在指定的公差范围内结果可以被接受 Control limits The process is in control if the result falls within the control limi
33、ts 控制界限-如结果落在控制界限以内则过程是可控的,Terminology Differentiation 术语的区别,5. Tolerance & Control Limits 容限和控制界限,Quality Improvement 质量改进,Quality Planning 质量计划,Quality Assurance 质量保证,Quality Control 质量控制,Linkage 关联图,QUESTIONS 问题,Scope (2) 第2部分,Project quality management (Ch.8) 项目质量管理 Project human resource manage
34、ment (Ch. 9)项目人力资源管理 Project communications management (Ch. 10)项目沟通管理 Project risk management (Ch. 11)项目风险管理 Project procurement management (Ch.12)项目采购管理,Project Human Resource Management 项目人力资源管理,Organizational Planning (9.1) 组织的计划编制 Staff Acquisition (9.2) 人员获取 Team Development (9.3) 团队建设 Question
35、s 问题,PM Knowledge Areas and Processes 项目管理知识领域与过程,Organizational Planning 组织的计划编制,Identifying, documenting and assigning project roles, responsibilities, and reporting relationships. 识别、记录、分配项目角色、职责和汇报关系,Organizational Planning - Inputs, Outputs, Tools & Techniques 组织的计划编制-输入、输出,工具和技术,Forms of Organ
36、ization 组织形式,Functional 功能型 Matrix 矩阵型 Weak Matrix 弱矩阵型 Balanced Matrix 平衡矩阵型 Strong Matrix 强矩阵型 Projectized 项目型,Input - Project Interface 输入-项目界面,Organizational interface 组织界面 Technical interface within and between project phases 项目阶段内和阶段之间的技术界面 Interpersonal interface 人际关系界面,Interface with subcont
37、ractors 和分包商的接口 Interface with project concerned departments 和项目相关部门的接口,New Product Transfer新产品移交,Reporting relationships among individuals working on the project项目中不同个人之间的汇报关系,Input - Staffing Requirements 输入-人员需求,Staffing requirements define what kinds of skills are required from what kinds of ind
38、ividuals or groups and in what time frames. 人员需求定义在什么时间段内需要具备何种技能的个人和团体。,Staffing Pool Description 资源池说明,The below characteristics of the potentially available staff should be considered when acquiring team members:获取团队成员的时候,应考虑下列特点: Previous experience 以前的经历 Personal interests 个人兴趣 Personal charact
39、eristics are the individuals or groups likely to work well together as a team? 个人特点-这些个人或团体能够以一个团队很好地工作吗? Availability 可用性,Project Manager Roles and Responsibilities 项目经理的角色和职责,Function 功能 Roles 角色 Qualifications 资格 Experience and educational requirements 经历和教育需求,* Although critical on most projects
40、, the definition of project managers R&R can vary significantly by application area. 项目经理的角色和职责尽管在大多数项目中是非常关键的 ,但其也会随应用领域的不同有显著的变化,Constraints 约束条件,Constraining factors that may affect the organization of the project team are - 可能影响项目团队组织的约束因素有: Organizational structure 组织结构 Collective bargaining ag
41、reements and labor law 集体协议和劳工法 Team preferences 团队偏好 Expected staff assignments 期望的人员分配,Output - Staffing Management Plan 输出-人员管理计划,Staffing management plan describes when and how human resources will be brought onto and taken off the project team.人员管理计划描述何时及如何把人力资源投入或撤出项目组 Appropriate reassignment
42、 procedure may: 合适的再分配程序可能包括: Reduce costs by reducing or eliminating the tendency to “make work” to fill the time between this assignment and the next 通过减少和消除为填补本次和下次任务分配之间的间隙而“制造工作”的趋势,以降低成本 Improve morale by reducing or eliminating uncertainty about future employment opportunities 通过减少和消除关于未来雇佣机会
43、的不确定性来提高士气,Output - Resource Allocation 输出-资源分配,Responsibility matrix 责任矩阵 Resource spreadsheets 资源表 Resource Gantt charts 资源甘特图 Resource histograms 资源柱形图,Responsibility Assignment Matrix (RAM) 责任分配矩阵,A RMA is used to 责任分配矩阵(RAM)用于- Show who is responsible for what 表示谁对某事负责 Show critical interfaces
44、between units that may require special managerial coordination 表示需要管理协调的单位之间的关键接口 Help the project manager keep track of who must approve what 帮助项目经理明了审批关系 Help the project manager keep track of who must report to whom 帮助项目经理明了汇报关系,Responsibility Assignment Matrix (RAM) 责任分配矩阵(RAM),P = participant参与
45、 者 A = Accountable负责者 R = Review required评审者 I = Input required需要的输入 S = Sign-off required需要的签收,Illustrative Resource Histogram 人力资源直方图举例,高级设计师,资源消耗人时,资源消耗,Jan一月,Feb二月,May五月,Staff Acquisition 人员获取,Obtaining the human resources needed assigned to and working on the project. 获取分配到项目且在项目中工作的人力资源,Staff
46、Acquisition - Inputs, Outputs, Tools & Techniques 人员获取-输入,输出,工具和技术,Tools - Negotiating 工具-谈判,Negotiating involves conferring with others in order to come to terms or reach an agreement. 谈判就是与其他人交换意见以达成条款或一致意见 Negotiations occur around many issues, at many times, and at many levels of the project. Pr
47、oject staff are likely to negotiate for any or all of the following: 谈判围绕很多问题,很多次并在项目的不同层次发生。项目成员常在以下方面进行谈判 Scope, cost and schedule objectives 范围,成本和进度目标 Changes to scope, cost, or schedule 范围,成本或进度变更 Contract terms and conditions 合同条款和条件 Assignments 分配 Resources 资源 The teams influencing skills pla
48、y an important role in negotiating staff assignments 团队影响力方面的技能在人员分配谈判中作用很大,Influencing the Organization 对组织施加影响,Influencing the organization involves the ability to “get things done”. 对组织施加影响包括“使事情达成”的能力 It requires an understanding of both the formal and informal structures of all the organization
49、s involved the performing organization, the customer, contractors, etc. 它需要熟知正式和非正式组织的结构-包含项目执行组织,客户,分包商等 It also requires an understanding of the mechanics of power and politics. 它也需要熟知权力和政治的机制,Team Development 团队开发,Developing individual and group skills to enhance project performance. 开发个人和团队的能力以提高项目绩效 It is “the team works well” + “every individual contributes”. 它是“团队运作良好”+“每个人做出贡献”,Team Development - Inputs, Outputs, Tools & Techniques 团队开发-输入,输出,工具和技术,Stages of Team Development 团
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