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暨南大学《项目管理》chapter 13 progress and performance meas

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暨南大学《项目管理》chapter 12 outsourcing managing interorg

暨南大学《项目管理》chapter 12 outsourcing managing interorg

FIGURE 12.1
.
5
Outsourcing Project Work
• Advantages
• Cost reduction • Faster project completion • High level of expertise • Flexibility
• Disadvantages
• Coordination breakdowns • Loss of control • Interpersonal conflict • Security issues
.
6
Best Practices in Outsourcing Project Work
• Well-defined requirements and procedures. • Extensive training and team-building activities. • Well-established conflict management processes in place. • Frequent review and status updates. • Co-location when needed. • Fair and incentive-laden contracts. • Long-term outsourcing relationships.
FIGURE 12.2
.
7
Key Differences Between Partnering and Traditional Approaches to Managing Contracted Relationships
Partnering Relationships
Traditional Practices

暨南大学《项目管理》chapter 14 project closure

暨南大学《项目管理》chapter 14 project closure
14–15
Individual Performance Assessment
• Multirater appraisal (“360-degree feedback)
• Involves soliciting feedback concerning team members’ performance from all of the people that their work affects. • Project managers, area managers, peers, subordinates, and customers.
beinessment of how well the project team is functioning well and if its is
appropriately staffed. • A check on external factors that might change
14–12
Sample Team Evaluation and Feedback Survey
TABLE 14.2
14–13
Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
• Functional organization or functional matrix: the individual’s area manager.
14–16
Retrospectives
• Lessons Learned
• An analysis carried out during and shortly after the project life cycle to capture positive and negative project learning—“what worked and what didn’t?”

项目管理课程英文课件

项目管理课程英文课件

4
Chapter 1 – Introduction
3. The importance of learning MPM
• All things start with project and then may or may not transit into operations.
• The project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects.
construction and engineering projects.
• Become a discipline of Management
– Operation or routine management – Project and program management
2021/3/27
CHENLI
Association, before called Internet.
2021/3/27
CHENLI Modern Project Management • There are two characteristics for MPM
– Enlarged management area-from 3 to 9 areas – Expended to all projects not only the
create a unique product or service • Has a definite beginning and end and
interrelated activities • Under the restriction of resources • For some purpose of a organization or even a

项目管理课件教材(Program Management)

项目管理课件教材(Program Management)
§ 高效的会议会清除障碍、解决问 题、做出决定、加速进程
§ 糟糕的会议
• 漫无边际 • 好像没有目的 • 没有日程暨无法了解是否取得进展 • 感觉根本不必参加 • 一言堂
会议（2）
§ 如果被邀请参加一个会议，你应了 解
• 会议目的是什么？ • 需要做什么准备？ • 你为什么要去？ • 会议会持续多久？ • 谁是主持人？
内容 § 确定优先级，合理分配时间
有效管理你的时间 (2)
§ 每天早晨做一个当天时间 安排
§ 工作的分类
A. 今天必须作的事情 B. 今天最好能做 C. 今天不能做
a. 顺延 b. 变通方案 c. 从工 作列表中删除
D. 安排别人去做(Delegate)
§ 先做 D, 然后陆续作 A § 可能在午饭后或更早一点
让人们了解项目进展状态(1)
§ 老板、员工及客户需要定期了解 § 员工了解进度、增加参与意识与成就感 § 部门之间增强协调性 § 进度报告 § 会议(Review meetings) § 消息过滤但不能掩盖事实
让人们了解项目进展状态(2)
§ 进度报告(Progress report)
• 已经完成的和下面将做的 • 依据何种事实进行确定与分析 • 是否按计划进行
§ 系列工作列表(清晰、时间顺序) § 经费、人员及时间的规划
• 设备、产品、资源、服务等 • 技术的需求（招人、培训等） • 清晰的开发阶段 (milestones) • 清晰列出假设(assumptions)、依靠(dependency). • 清晰列出责任分布 • 清晰列出风险及应急方案
特性规格说明书 Spec
§ 需求(Requirements) What functionality must it have before it is released?

项目管理(英文版)课件

项目管理(英文版)课件

项目管理(英文版)课件Project Management: Introduction to the CourseWelcome to the Project Management course! In this course, we will explore the principles and practices of managing projects from start to finish. We will cover topics such as project planning, team management, budgeting, risk management, and project monitoring and control.The course is designed for professionals who work on projects in various industries, including construction, engineering, software development, marketing, and others. It is also suitable for students who want to learn about project management as a career path.Through the course, you will learn how to initiate a project, define its objectives and scope, create a project plan, allocate resources, track progress, and evaluate results. You will also develop essential skills such as communication, leadership, problem-solving, and decision-making.The course consists of lectures, case studies, group discussions, and practical exercises. You will have the opportunity to apply the concepts and tools learned in the course to real-world projects. You will also interact with other students and learn from their experiences andperspectives.By the end of the course, you will be able to:- Understand the project management framework and terminology- Define project objectives, scope, and deliverables- Develop a project plan and schedule using appropriate tools- Estimate project costs and allocate resources- Identify and manage project risks- Communicate effectively with stakeholders- Lead and motivate project teams- Monitor project progress and control deviations from the plan- Evaluate project success and lessons learnedWe hope you will find the course informative, engaging, and useful in your professional and personal development. Let's get started!。

暨南大学项目管理-chapter 4 define the project

暨南大学项目管理-chapter 4 define the project

4–16
FIGURE 4.3
How WBS Helps the Project Manager
• WBS • Facilitates evaluation of cost, time, and technical performance of the organization on a project. • Provides management with information appropriate to each organizational level. • Helps in the development of the organization breakdown structure (OBS). which assigns project responsibilities to organizational units and individuals • Helps manage plan, schedule, and budget. • Defines communication channels and assists in coordinating the various project elements.
• Purpose of the Scope Statement • To clearly define the deliverable(s) for the end user. • To focus the project on successful completion of its goals. • To be used by the project owner and participants as a planning tool and for measuring project success.

暨南大学项目管理-chapter 3 organization structure and culture精品教育文档

暨南大学项目管理-chapter 3 organization structure and culture精品教育文档
• Choosing an Appropriate Project Management Structure • The best system balances the needs of the project with the needs of the organization.
3–6
Struggles between project and ongoing operations
2019/10/18
Edward TongCopyright reserved Jinan University
4
What is a good project management system?
•A project management system provides a framework for launching and implementing project activities within a parent organization.
3–3
Once top management approves a project? How will the project be implemented
•Both the project management structure and the culture of the organization constitute major elements of the environment in which projects are implemented.
How much money is available to do the task?
ቤተ መጻሕፍቲ ባይዱ
Why will the task be done?

暨南大学《项目管理》chapter 17 an introduction to agile project management

暨南大学《项目管理》chapter 17 an introduction to agile project management
• Defines product features as deliverables and prioritizes them by their perceived highest value to the customer.
• Re-evaluates priorities after each iteration (sprint) to produce fully functional features.
TABLE 17.1
17–5
Project Uncertainty
FIGURE 17.1
17–6
Agile Project Management
• Agile PM
• Is related to the rolling wave planning and scheduling project methodology.
Traditional
Design up front Fixed scope Deliverables Freeze design as early as possible Low uncertainty Avoid change Low customer interaction Conventional project teams
2019/11/27
Edward Tong@Copyright reserved Jinan University
22
2.
Once the project scope has been firmly established, every detail of the project is defined through the ________. A. Deliverables B. Job tickets C. WBS D. Estimates E. Risks

暨南大学项目管理chapter10beinganeffectiveprojectmanager

暨南大学项目管理chapter10beinganeffectiveprojectmanager

aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
project scope
• Leading—coping with change
• Recognize the need to change to keep the project on track
• Initiate change • Provide direction and motivation • Innovate and adapt as necessary • Integrate assigned resources
10–7
TABLE 10.1
Organizational Currencies (cont’d)
Inspiration-related currencies
Vision
Being involved in a task that has larger significance
customer, or society.
10–11
Managing Upward Relations
• Project Success = Top Management Support
• Appropriate budgets • Responsiveness to unexpected needs • A clear signal to the organization

第十三章项目计划与管理

第十三章项目计划与管理

A
序号 工作代 紧前活动
B
号
1
A
-
C
2
B
-
3
C
-
4
D
A
5
E
A
6
G
B
7
H
B
8
I
D、E
A
9
J
C
B
10
K
H、J
11
L
G、I、K
C
D E
G
H
图2
J
D
E
I
G
H
J
K
第十三章项目计划与管理
图3
三、网络计划法的步骤
3 绘制网络图
序号 工作代 紧前活动 号
A
1
A
-
B
2
B
-
C
3
C
-
4
D
A
5
E
A
6
G
B
7
H
B
A
8
I
D、E
小组成员只注重本领域，忽略整个项目目标
第十三章项目计划与管理
• 纯项目式组织结构：微型公司
n 项目组成员来自不同部门，完成项目所需的 资源完全分配给该项目，专门为该项目服务
n 利：
w项目经理全权负责（真正的领导人），调度资源， 保证项目的顺利开展和成功完成
w沟通速度快，决策快，对客户需求反应快 w目标明确且单一，充分发挥团队精神
9
J
C
B
10
K
H、J
C
11
L
G、I、K
D
E
I
G
图3
H

暨南大学《项目管理》chapter 3 organization structure and culture

暨南大学《项目管理》chapter 3 organization structure and culture

3. Cohesive
4. Cross-Functional Integration
3. Limited Technological Expertise
4. Difficult Post-Project Transition
3–13
Projectized Organizational Structure
2/20/2019
Edward Tong@Copyright reserved Jinan University
4
What is a good project management system?
•A project management system provides a framework for launching and implementing project activities within a parent organization. •A good system appropriately balances the needs of both the parent organization and the project by defining the interface between the project and parent organization in terms of authority, allocation of resources and eventual integration of project outcomes into mainstream operations.
2/20/2019
Edward Tong@Copyright reserved Jinan University
5
Project Management Structures

暨南大学项目管理-chapter 2 organization strategy and project selction

暨南大学项目管理-chapter 2 organization strategy and project selction
Strategy is implemented through projects, Every project should have a clear link to the organization’s strategy.
A lot of funds, so many projects, but how to link to Alibaba’s strategy
2019/12/25
Edward Tong2019 copy reserved Jinan University
8
The Strategic Management Process: An Overview
• Strategic Management • Requires every project to be clearly linked to strategy. • Provides theme and focus of firm’s future direction. • Responding to changes in the external environment—environmental scanning • Allocating scarce resources of the firm to improve its competitive position—internal responses to new programs • Requires strong links among mission, goals, objectives, strategy, and implementation.
• Organization Politics • Project selection is based on the persuasiveness and power of people advocating the projects.

暨南大学项目管理ppt课件

暨南大学项目管理ppt课件
------暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 -----
01 项目整合管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
结束项目或阶段的主要工作是总结经验教训，正式结束项目工作，为开展新 工作而释放资源文档名称某某公司 某某部门
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件 共同犯罪 书剑恩仇录 ----
暨南大学项目管理
ppt课件
PROJECT MANAGEMENT
TOP 10 KNOWLEDGE dy文友
汇报人：共同犯罪 书剑恩仇 录
暨南大学项目管理暨p南pt大课学件项共目同管犯理罪p书pt剑课恩件仇共录同犯罪 书剑恩仇录
------暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 -----
03 项目时间管理
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录 暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
通过设计逻辑关系来创建一个切实的项目进度计划可能有必要在活动之间使用提前量或滞后量， 使项目进度切实可行暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
暨南大学项目管理ppt课件共同犯罪 书剑恩仇录
关键路 径法
提出变更
整体变 更控制
流程
提出变更暨南大学项目管 理ppt课件共同犯罪 书剑 恩仇录
核实记录和评估暨南大学项目 管理ppt课件共同犯罪 书剑恩 仇录
上级CCB裁决暨南大学项目管 理ppt课件共同犯罪 书剑恩仇 录 审批后实施暨南大学项目管理 ppt课件共同犯罪 书剑恩仇录

暨南大学《项目管理》chapter 3 organization structure and culture

暨南大学《项目管理》chapter 3 organization structure and culture

Is the task satisfactorily completed?
Hale Waihona Puke How well has the functional input been integrated?
3–17
TABLE 3.1
Different Matrix Forms
• Weak Form • The authority of the functional manager predominates and the project manager has indirect authority.
3–14
FIGURE 3.3
Project Management Structures (cont’d)
• Organizing Projects: Matrix Structure • Hybrid organizational structure (matrix) is overlaid on the normal functional structure. • Two chains of command (functional and project) • Project participants report simultaneously to both functional and project managers. • Matrix structure optimizes the use of resources. • Allows for participation on multiple projects while performing normal functional duties. • Achieves a greater integration of expertise and project requirements.

项目管理课程资料

项目管理课程资料

• Staff acquisition: getting the HR needed assigned to
Dec. 2001
Wanjun JIANG GSM PKU
and working on the project.
• Communication planning: determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.
• The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two different teams could generate very dDec.i20f0f1erent plans for the same Wanjun JIANG pGrSMojPeKUct.
Wanjun JIANG GSM PKU
• Project plan execution: carrying out the project plan by
performing the activities included therein.

暨南大学项目管理-chapter 16 oversight

暨南大学项目管理-chapter 16 oversight
• Influence the performance measures used to hold the project manager responsible and accountable.
• Providing the oversight group to which the project manager will reporting at predetermined phases in the project.
• Assessing and elevating the maturity level of the organization’s project management system.
• Using balanced scorecard approach to review progress on strategic priorities.
16–6
Current and Future Trends in Project Management
• Forces for Change
• Global competition, knowledge explosion, innovation, time to market, and shortened product life cycles
16–16
Increasing Discipline in the Way Projects Are Managed
Training Outsourcing
Project Management
Discipline
Organization Culture
Multicultural Projects
Risk Management

《项目管理》130页132页文档

《项目管理》130页132页文档
《项目管理》130页
11、战争满足了，或曾经满足过人的 好斗的 本能， 但它同 时还满 足了人 对掠夺 ，破坏 以及残 酷的纪 律和专 制力的 欲望。 ——查·埃利奥 特 12、不应把纪律仅仅看成教育的手段 。纪律 是教育 过程的 结果， 首先是 学生集 体表现 在一切 生活领 域—— 生产、 日常生 活、学 校、文 化等领 域中努 力的结 果。— —马卡 连柯(名 言网)
13、遵守纪律的风气的培养，只有领 导者本 身在这 方面以 身作则 才能收 到成效 。—— 马卡连 柯 14、劳动者的组织性、纪律性、坚毅 精神以 及同全 世界劳 动者的 团结一 致，是 取得最 后胜利 的保证 。—— 列宁 摘自名言网
15、机会是不守纪律的。——雨果
பைடு நூலகம் 31、只有永远躺在泥坑里的人，才不会再掉进坑里。——黑格尔 32、希望的灯一旦熄灭，生活刹那间变成了一片黑暗。——普列姆昌德 33、希望是人生的乳母。——科策布 34、形成天才的决定因素应该是勤奋。——郭沫若 35、学到很多东西的诀窍，就是一下子不要学很多。——洛克
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.
4
Project Monitoring Information System
• Information System Structure
• What data are collected?
• Current status of project (schedule and cost) • Remaining cost to compete project • Date that project will be complete • Potential problems to be addressed now • Out-of-control activities requiring intervention • Cost and/or schedule overruns and the reasons for them • Forecast of overruns at time of project completion
• Project Control Steps
1. Setting a baseline plan. 2. Measuring progress and performance. 3. Comparing plan against actual. 4. Taking action.
• Tools
• Tracking and baseline Gantt charts • Control charts
Where We Are Now
.
3
Structure of a Project Monitoring Information System
• Creating a project monitoring system involves determining:
• What data to collect • How, when, and who will collect the data • How to analyze the data • How to report current progress to management
管理学院 School of Management
佟瑞 Edward Tong， MPM，MBA
2020/10/26
.
1
CHAPTER THIRTEEN
Progress and Performance Measurement and Evaluation
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
• Corrective action planned
.
7
The Project Control Process
• Control
• The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action.
.
8
Baseline and Tracking Gantt Charts
FIGURE 13.1
.
9
Project Schedule Control Chart
FIGURE 13.2
.
10
Disparity Among Monitoring Systems
• Time-Phase Baseline Plan
• Earned Value Cost/Schedule System
• An integrated project management system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs.
.
5
Project Monitoring System… (cont’d)
• Information System Structure (cont’d)
• Collecting data and analysis
• Who will collect project data? • How will data be collected? • When will the data be collected? • Who will compile and analyze the data?
• Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget.
• Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule.
• Progress since last report
• Current status of project
1. Schedule 2. Cost 3. Scope
• Cumulative trends
• Problems and issues since last report
1. Actions and resolution of earlier problems 2. New variances and problems identified
• Reports and reporting
• Who will receive the reports? • How will the reports be transmitted? • When will the reports be distribuss Report Format