Chapter03.Project Management

第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。

Project Management智慧树知到课后章节答案2023年下嘉兴学院嘉兴学院第一章测试1.The main objectives of project management are （）答案:Time, cost, quality, and/or scope2.The person responsible for balance the time, cost and quality objectives toachieve project success is （）答案:The project manager3.The knowledge areas in PMBOK include: （）答案:Scope management;Risk management;Cost management4.The temporary nature of projects means that a project has a shortduration. （）答案:错5.There are five process groups in PMBOK.（）答案:对第二章测试1.In which organization structure would the project manager is fullyresponsible for the project ( )答案:Projectized2.In which type of matrix structure would a project manager most likely have acommand of technology ( )答案:Strong matrix3.Which of the following items are the roles of a project manager ( )答案:Project manager is a facilitator in terms of responsibilities to determinetasks, deadlines, and required resources;Project manager should own comprehensive ability to solve problems;Project manager should be a generalist4.Project team member probably may lose his or her job in matrixorganizational form if the project gets cancelled. ( )答案:错5.Generally, project manager is the soul of project team. ( )答案:对第三章测试1.The document that officially sanctions the project is the （）答案:Project chartermonly, Work Breakdown Structure can be constructed as （）答案:Tree diagram3.Project initiation is approved for the following main reasons （）答案:Technological advance;Market demand ;Customer request4.Project scope can influence the time, quality and cost of the project. （）答案:对5.Work Package is in the managerial level of the WBS.（）答案:错第四章测试1.Which of the following principles is the most basic methodology of projecttime management. （）答案:Dynamic control theory2.Which of the following network scheduling technique is mostly used inschedule software systems today.（）答案:Activity-on-node Network3.Which of the following are the common techniques for schedule compression（）答案:Outsourcing;Adding more resources;Doing series work in parallel4.Critical Path Method (CPM) is suitable for complex but fairly routine projectwith minimal uncertainty in the project completion time. （）答案:对5.Crashing and outsourcing are two main techniques can be used for durationcompression. （）答案:错第五章测试1.The common types of project estimating exclude ( )答案:Quick-and-dirty estimating2.If BCWP=1200, BCWS=1000, and ACWP=1300, the project is ( )答案:Ahead of schedule and over budget3.The evaluation index of variance analysis in EVM include （）答案:Cost performance index (CPI);Schedule variance (SV);Cost variance (CV) 4.Bottom-up estimating is the definitive estimate, which is made without anydetailed engineering data. （）答案:错5.The abbreviation of actually expended amount in completing the workaccomplished within a given time period is BCWP.（）答案:错第六章测试1.Which of the following items on project quality management is false? （）答案:It has higher priority than time and cost management.2.What is the percentage range of of cumulative frequency for major qualityfactors (i.e. A factors) in Pareto analysis should be （）答案:0-80%3.Which of the following items are the features of TQM？（）答案:Comprehensive management approach;Entire processmanagement;Total employee involvement4.Project manager has the ultimate responsibility for quality management onthe project.（）答案:对5.ISO 9000 standards are the series of standards that outline the requirementsfor quality management system developed by PMI.（）答案:错第七章测试1.In which life-cycle phase would project uncertainty be the greatest （）答案:Project initiation2.Risk mitigation and risk transfer are examples of（）答案:Risk response3.Which of the following are the process of project risk management （）答案:Risk control;Risk response;Risk identification4.Risk factors commonly exist in project design phase, which may lead toreduced economic benefits and even project failure. （）答案:错5.Risk analysis is the second process of project risk management. （）答案:对。

G M303P R O J E C T M A N A G E M E N TName: Sixiao WuID: 5053500160BBA & Batch: 7-2As a result of project management's superiority and the characteristic, it may apply nearly in any single case. Launches a satellite, the Olympic Games, the presidential election, a wedding ceremony, even is the supper. This concept looks like very complicate but really useful. Here is an easy way to make it so shallow and clear that it is easy to understand. Everybody knows pretty much about dinner, because we eat every night. The process of dinner preparing is typical projects which are unique, disposable and irreversible. Let’s see how PM theory is in an ordinaries matter to give full play in the daily life.Well begun is half done。

Only achieves the project goal called successful. But the goal was determined when we starting. Specifically speaking, this process needs to analyze the relate person, the determination project goal as well as discovers the restriction factor and the supposition.Analyzes the relate person's demand and affects the project successful standard objectively achieves the project goal, subjectively is the relate person is satisfied. Satisfaction premise is understood that relate person demand, what needs to pay attention, one is the relate person is not explicit expresses the latent demand, project manager needs to have the outstanding communication ability to understand that its potential demand, another spot is the project relate person the demand is often inconsistent, will be sometimes contradictory, we must record their respective demand, and will try to let it balanced.After understanding demand issues, needs to transform the demand as the concrete goal. The goal and the demand are different, the demand is one kind of feeling, but the goal must be conforms to the SMART principle (concretely, to be possible to weigh, May to realize related, has time limit). The project goal may describe from four aspects: The scope (what to do what not to do), progress (which means to do the m atter, when and what will do, and how much time will takes to do), the cost (spends how much money), the quality (achieves up to goal requisition).Now we will use those theories to deal with real case, first of all we should:Establishing objectivesThe definite supper project's goal is as follows:1) Scope goal: The achievement must include 4 main dish, 1 soup and thestaple food (rice or anything else), in matching needs to have food and soup, hot and cold dish.2) The progress goal: The project must complete in 2 hours, the starttime is 4:00 pm, and completes the time for 6:00 pm3) The quality objectives: yummy and health.4) Cost goal: The direct cost is raw material cost; the indirect costs arethe water, the electricity and so on.Priority targetusually the relate person will set many goals, some goals will sometimes be contradictory, for instance the wish scope must wide, the progress probably quick, the cost probably few, the quality be as well as possible. At this moment, we must determine which one should coming first. The advantage is: May concentrate the energy to satisfy the critical target.WBS Work break-dow n scheduleFormulates WBS is the relapse process, needs to discuss repeatedly. Below is my supper project WBS (graph 1).The most underlying bed is the work package, is the noun (cooks spareribs in here is dish name). Under initial WBS the main food has included the rice, the Dumpling, Deep-fried dough cake; Because the wheaten food works complex, considered the time limit is improper, if goes out to purchase needs to spend the extra cost, therefore we cut ii off, determined finally the main food work package is the rice.Organization:Now we clear project's scope and the step, then, needed to det ermine the project essential activity. Saving of time's best method only does the essential matter, what is called the essential matter? It cans influential the final result direct. Many people in the routine work, are accustomed to the motion, is not accustomed to the ponder matter's necessity, causes the wasted effort. How to determine that which move are necessary. May decomposed each work package, must ponder to obtain this work package, and needs to engage in any concrete activity. At this moment, may use the active detailed list (to see graph 2) to organized activities.Determining the project scheduleAfter determining which the essential activities are, analysis it logistically, be sure the order. The method is simple, to each activity, before starting it which process has to complete? And end of this part what we have to deal with? After analyzing the order, for direct-viewing expression activity logical relation we should draw up the network chart clearly (to see graph 3). Through the network chart, may let a staff clear their duty, reduces the manager spend the time in coordinated aspect. After completing the network chart, might find the longest way, this way was the critical path. In critical path's activity needs to pay attention highly, because of the key activity's delay, will cause the project progress to have the problem.Gantt chartWinds the chart to be able to express the logical relation.We are wondering let the management has direct-viewing, understand the project progress clearly. We use the Gantt chart to express the final progress chart. The Gantt chart usually (sees graph4) Left side to list the active name, the upper right tell time rod, right expresses each active lasting with the by-way.In this case, we put this project into 3 different PM theory model to explore how it works.I Cycle theoryAccording to cycle theory, “the supper project”may divide into it such several project stages:1). Initiating a project: decide have dinner tonight at home, makes theapproximate time to arrange2). Demand investigation: Asks that the family members what they want3). Demand analysis: consider about all related Factors overall evaluationseason, weather, control body weight, definite cuisine4). System design: Designs each vegetable the main dish and condiment5). Development: Goes out to purchase, then starts to prepare food6). System test: Tastes7). Deployed: Sets the table eats meal8). Project conclusion: Tidies up dishes and bowlsII CMMI1). PP(project planning): Does the plan supper's cookbook, which rawmaterials need to purchase, makes the approximate time to arrange2). PMC (project track and monitoring): Inspect every time after completea step, if overtime has made essential adjustment3). RM(requirements management): Carries on the management to thefamily member to the cuisine request, guaranteed that each request is managed, or is satisfied, or is cancelled, or is changed4). CM(disposition management): To supper preparation process's eachfinished product, the half-finished product and other sideline products carry on the management;5). MA (measure and analysis): make forecasting, to measure and analysisevery detail of raw material, operating time and so on.6). PPQA(process and product quality guarantee) - - carry on theappraisal regularly to the supper preparation process, make sure each single process in our plan, and the result pass muster;7). SAM(supplier management) If we outsourcing part of job in thepreparation process. Such as on-line order partial raw materials or something else, we need to monitor and charge it and finally let everything going well.III PMPAccording to the PMP project management system, “the supper project”will be divided into the following of knowledge:1). Scope management: Definite cookbook2). Quality control:Guarantees raw material to be fresh, the vegetableflavor conforms to the family member to request3). Procurement management: If on-line ordered the red wine or other rawmaterials, we need to charge on the due time and goods by delivers 4). Time management:In the entire supper project process, guaranteedthat completes according to the plan progress5). Human resources management:If have several helper to work with,must charge on everyone’s task and division6). Risk management: The attention distinguishes and monitors each kindof contingency which in the whole process possibly appears, and draws up contingency plan7). Cost management:Guaranteed that this supper do not exceedexpenditures8). Communication management: In the supper preparation's process, mustto each person (for instance family member) the prompt notification progress, if the somebody's demand changes, must communicate promptly9). Whole management: As the supper preparation's person in charge, must carry on to above each aspect work supervises and controlsConclusionNow we know about the project management knowledge, when actually implements the project, many people easy to neglected one thing. Decision-making is rash, plan is not thorough, execution is not firm, controlling is ineffectual, so is definitely impossible to have a happy ending. Induces, I find this model which such simple may operate:A goal: As the project, its major goal must be correct, clear and feasible.Three management:Resource management, communication m anagement, risk management。

PROJECT SELECTION AND PORTFOLIO MANAGEMENTChapter 3CHAPTER 3LEARNING OBJECTIVESAfter completing this chapter, students will be able to:1.Explain six criteria for a useful projectselection/screening model.2.Understand how to employ checklists and simple scoringmodels to select projects.e more sophisticated scoring models, such as theAnalytical Hierarchy Process.4.Learn how to use financial concepts, such as the efficientfrontier and risk/return models.CHAPTER 3LEARNING OBJECTIVESAfter completing this chapter, students will be able to:5.Employ financial analyses and options analysis toevaluate the potential for new project investments.6.Recognize the challenges that arise in maintaining anoptimal project portfolio for an organization.7.Understand the three keys to successful project portfoliomanagement.PMBOK CORE CONCEPTSProject Management Body of Knowledge (PMBoK) covered in this chapter includes:Portfolio Management (PMBoK1.4.2)SCREENING & SELECTION ISSUES1.Risk–unpredictability to the firma.Technicalb.Financialc.Safetyd.Qualitye.Legal exposuremercial–market potentiala.Expected return on investmentb.Payback periodc.Potential market shared.Long‐term market dominancee.Initial cash outlayf.Ability to generate future business/new marketsSCREENING & SELECTION ISSUES3.Internal operating –changes in firm operationsa.Need to develop/train employeesb.Change in workforce size or compositionc.Change in physical environmentd.Change in manufacturing or service operations4.Additionala.Patent protectionb.Impact on company’s imagec.Strategic fitAll models only partially reflect reality and have bothobjective and subjective factors imbedded.APPROACHES TO PROJECT SCREENING∙Checklist model∙Simplified scoring models∙Analytic hierarchy process∙Profile modelsCHECKLIST MODELA checklist is a list of criteria applied to possible projects.✓Requires agreement on criteria✓Assumes all criteria are equally importantChecklists are valuable for recording opinions and stimulating discussion.SIMPLIFIED SCORING MODELS Each project receives a score that is the weighted sum of its grade on a list of criteria. Scoring models require:∙agreement on criteria ∙agreement on weights for criteria ∙a score assigned for each criteriaRelative scores can be misleading!()Score Weight Score =⨯∑ANAL YTIC HIERARCHY PROCESSThe AHP is a four step process:1.Construct a hierarchy of criteria and subcriteria.2.Allocate weights to criteria.3.Assign numerical values to evaluation dimensions.4.Determine scores by summing the products ofnumeric evaluations and weights.Unlike the simple scoring model, these scores can be compared!SAMPLE AHP WITH RANKINGS FOR SALIENT SELECTION CRITERIA (FIGURE 3.1)PROFILE MODELS(FIGURE 3.4)Criteria selection as axes Rating each project on criteriaR i s kReturnMaximum Desired RiskMinimum Desired ReturnX 1X 4X 2X 3X 6X 5Efficient FrontierX 7FINANCIAL MODELS∙Payback period∙Net present value∙Discounted payback period ∙Internal rate of return∙Options models3 ‐50,000= 2.857 350,0005 –875,000= 4.028900,000(table 3.6)The project does meet our 15% requirement and should be considered further.PROJECT PORTFOLIO MANAGEMENTThe systematic process of selecting, supporting, and managing the firm’s collection of projects. Portfolio management objectives and initiatives require:∙decision making∙prioritization∙review∙realignment∙reprioritization of a firm’s projectsKEYS TO SUCCESSFULPROJECT PORTFOLIO MANAGEMENT Flexible structure and freedom of communication Low‐cost environmental scanningTime‐paced transitionPROBLEMS IN IMPLEMENTING PORTFOLIO MANAGEMENTConservative technical communitiesOut‐of‐sync projects and portfoliosUnpromising projectsScarce resourcesSUMMARY1.Explain six criteria for a useful project selection/screening model.2.Understand how to employ checklists andsimple scoring models to select projects.e more sophisticated scoring models, such asthe Analytical Hierarchy Process.4.Learn how to use financial concepts, such as theefficient frontier and risk/return models.SUMMARY5.Employ financial analyses and options analysisto evaluate the potential for new projectinvestments.6.Recognize the challenges that arise inmaintaining an optimal project portfolio for an organization.7.Understand the three keys to successful projectportfolio management.。

ProjectManagement项目就是一个计划要解决的问题。

——约瑟夫. 朱兰项目是为创造独特的产品、服务或结果而进行的临时性事业。

它的特性明确且突出:· 有明确的开始时间和结束时间；（实际情况又不经常是这样，由于人们不停的要求变更，一些项目似乎永远不会结束。

）· 创造独特的产出，即以前没有做过的事情；纯粹重复性的任何事情都不能称作项目；每个项目都会涉及到以下四类关系人：· 利害关系者：在项目上有既得利益的任何人。

· 客户：项目所交付成果的使用者。

· 项目发起人：要求做某项目的人；负责确保项目获得合理的预算，进度安排是可以接受的以及团队拥有所需人员。

· 项目经理：在既定时间、预算、工作范围内，以预期的业绩水平完成项目，负全面责任的人。

同时，在项目发起人或客户中，同样存在这四类关系人，以促进项目的完成。

针对项目产生的项目管理则应运而生。

那么何为项目管理？在项目活动中应用各种知识、技能、工具和技术以达到项目要求，是通过项目管理过程—启动、计划、实施、监控和收尾—的应用与集成来实现的。

人际关系处理，使团队成员保持要求的绩效水平，对于稀缺资源的协商和谈判，政治问题的处理都是项目管理中不可量化的重要内容。

项目管理不仅仅是安排进度，不仅仅是工具，不仅仅是一个工作岗位或职位头衔，它甚至不是所有这些的总和。

项目管理是一种执行艺术，像外科手术一样，管理是一种实践，而不是一种理论；它追求的不是知识，而是绩效！管理的执行艺术只能在战壕中，像已经掌握它的人学习！在项目管理中存在四个重要变量：· 达到所要求的性能水平（Performance):桥梁必须达到特定负荷要求；汽车必须达到燃料经济性，速度等要求。

绩效规定了项目产品必须实现的功能要求；· 在成本或预算约束内（Cost）：包括劳动力，设备，外购服务，材料等；· 按时（Time）：项目均有时间底线；· 一定的工作范围（Scope）；这四个变量之间的关系：C=f(P,T,S)不幸的是，我们永远无法知道一个项目中这些变量之间的准确函数关系，但是根据经验我们知道，如果试图改变其中一个变量，则其他三个至少会有一个发生变化。