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omp管理公式
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目录
1.OMP 管理公式概述
2.OMP 管理公式的组成部分
3.OMP 管理公式的应用实例
4.OMP 管理公式的优点和局限性
正文
一、OMP 管理公式概述
OMP 管理公式，全称为“Objective-Measurement-Process”，即目标- 测量 - 过程，是一种以目标为导向，通过测量和优化过程来实现目标的管理方法。
该方法通过明确组织目标，测量组织运行过程中的关键指标，以此来评估组织的运行效果，进而调整策略，优化过程，以实现组织的长期发展。
二、OMP 管理公式的组成部分
1.目标（Objective）：即组织希望实现的结果，是组织运行的出发点和归宿。
目标应具有明确性、可衡量性和可达成性。
2.测量（Measurement）：即通过对组织运行过程中的关键指标进行量化，以反映组织运行的实际情况。
测量结果应具有准确性、及时性和可比性。
3.过程（Process）：即组织为实现目标而进行的各项活动。
过程应具有高效性、灵活性和可持续性。
三、OMP 管理公式的应用实例
以一家制造业企业为例，其目标是提高产品质量，降低生产成本。
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先，企业需要明确这一目标，并将其分解为可衡量的指标，如产品合格率、生产效率等。
接着，企业通过对这些指标的测量，了解当前的生产状况。
最后，企业根据测量结果，优化生产过程，如改进生产工艺、提高员工培训等，以实现目标。
四、OMP 管理公式的优点和局限性
优点：
1.明确目标，使组织运行具有方向性；
2.通过测量，及时发现问题，调整策略；
3.优化过程，提高组织运行效率。
oms 体系管理手册
"OMS" 通常指的是"Occupational Health and Safety Management System"，即职业健康与安全管理体系。
一个OMS 体系管理手册是在组织中为职业健康与安全管理而制定的文件，它提供了有关组织OMS 策略、目标、程序和流程的详细信息。
这样的手册是为了确保组织的工作环境安全，保护员工的健康，并遵守相关的法规和标准。
以下是OMS 体系管理手册可能包括的一些常见内容：
1.引言和组织概况：
•组织的背景、范围和业务。
2.政策和目标：
•关于职业健康与安全的组织政策和目标的说明。
3.法规和法规遵守：
•描述组织必须遵守的所有相关法规和法规。
4.OMS 责任：
•各级别的责任，包括管理层、员工和其他相关方。
5.风险评估和控制：
•识别工作场所可能存在的职业健康与安全风险，以及采取的控制措施。
6.培训和教育：
•描述员工接受的职业健康与安全培训和教育。
7.应急准备和响应：
•描述组织如何准备和应对紧急情况。
8.绩效测量和监控：
•描述用于测量和监控OMS 绩效的指标和方法。
9.持续改进：
•描述组织如何实施持续改进，以提高职业健康与安全管理水平。
OMS 体系管理手册通常是在ISO 45001 标准框架下编制的，该标准是国际上广泛用于职业健康与安全管理的标准。
具体的手册内容可能因组织的性质、规模和行业而有所不同。
项目管理过程学习内容1.项目启动2.项目规划3.项目实施4.项目结束桂林电子科技大学商学院桂林电子科技大学商学院完整的项目管理过程10. 项目费用计划11. 项目风险应对计划12. 项目综合计划13. 项目执行14. 项目控制15. 项目范围核实16. 项目合同收尾17. 项目行政收尾18. 项目后评价1.需求与项目识别2.项目研究与决策3.项目描述4.项目组织5.项目里程碑计划6.项目工作分解7.项目职责分配8.项目网络计划9.项目进度计划1 需求与项目识别LOGO1.1 需求识别•开始于需求、问题或机会的识别，结束于需求建议书（request for proposal，RFP）的发布; 是为了更好地开展业务，并因此能看到执行一个有可能使现状得以改善和提高的项目对自己的益处。
•项目启动阶段：识别项目需求，从需求的分析→项目论证→项目选择和确认的过程。
桂林电子科技大学商学院识别需求案例•假如您感到居住多年的房屋已显得陈旧，希望将房屋重新装修一番，当装修公司询问您需要什么样的布局、风格时，您如何描述需求呢？•描述：“你看着办吧，只要好就行。
”结果会如何呢？•结果：也许你会说：“你怎么装修的如此浮华俗气，你知道我是一个知识分子，房间的布局、风格应充满书香墨气”•责任：一方面是客户没有明确告诉委托人他所希望的目标，另一方面是委托人也没有进行充分调查与研究桂林电子科技大学商学院1.2 项目识别•所谓项目识别就是面对客户已识别的需求，承约商从备选的项目方案中选出一种可能的项目方案来满足这种需求。
•项目识别与需求识别的不同：–需求识别是客户的一种行为–项目识别是承约商的行为•客户想要的并不一定是真正需要的•需求镀金和需求过滤桂林电子科技大学商学院需求识别与项目识别案例•某学生集体宿舍楼，学校决定改善集体宿舍的住宿条件，给每间宿舍安装热水淋浴设备。
本项目的需求识别和项目识别是什么呢？桂林电子科技大学商学院需求识别与项目识别案例识别需求–功能、安全、容量、预算等等–可能的方案有三个，在煤气管道上安装热水器、安装电热水器、安装太阳能热水器等–经过调查、比较及分析决定选用太阳能热水器，便可准备需求建议书。
ProjectManagementCourse NotesProject Management is something all of us unconsciously use, but in an informal and subconscious way. In achieving major objectives of significant complexity however, it is not practical to do it in our heads. A more formalized and documented approach is needed to handle the complexity and detail of large projects.TABLE OF CONTENTSPROJECT MANGEMENT (2)What is a project? (2)Types of Projects (2)What is Project Management? (2)Integration: (3)Project Planning (3)Project Control (4)Project context (4)Project Life Cycle (5)Phase 1: Initiation and Concept (5)Phase 2: Planning and Development (7)Phase 3: Implementation (7)Phase 4: Commissioning and Hand-over (8)The Work Breakdown Structure (9)TIME MANAGEMENT (11)Activity Definition (11)Activity Sequencing (11)Critical Path Methods (CPM), Arrow Diagramming: (11)Precedence Diagramming Method (PDM) (11)Program Evaluation Review Technique (PERT) networks (11)Gantt Charts (12)RESOURCE MANAGEMENT (17)EFFECTIVE TEAMS, LEADERSHIP & MOTIVATION (19)Glossary of Project Management terms (23)Recommended Reading (28)Appendix 1: Belbin test for team role assessment (29)PROJECT MANGEMENTWhat is a project?A project is a temporary endeavour undertaken to create a unique product or service. Temporary means that every project has a definite ending point. Unique means that the product or service is different in some distinguishing way from all similar products or services (PMBOK 1997)A project is an activity with:• Finite duration (A specific starting and end point) • It has a well-defined goal • It is unique• It is not repetitive• It is constrained by time, cost and quality• It often cuts across organisational and functional lines • Always involves changeTypes of ProjectsAlmost all projects can be considered to fir into at least one of four generic types of projects:Type 1: Both goals and methods are well defined at the outset (e.g.: Engineering projects) Type 2: Goals are initially well defined, but methods of achieving them are not (e.g.: ProductDevelopment)Type 3: Goals are not initially well defined, but methods are known (e.g.: some softwaredevelopment projects)Type 4: Neither the goals nor the methods are well defined (e.g.: many R&D projects,organisational change projects)TYPE 2Product DevelopmentTYPE 4R&D and Organisationalchange TYPE 1EngineeringTYPE 3Applications software developmentYesNoY e sN o M e t h o d s w e l l d e f i n e dGoals well definedTurner & Cochrane’s Goals-and-Methods MatrixWhat is Project Management?Project Management is integration of project activity through the project life-cycle to achieve the delivery of a defined product or service within the prescribed constraints of time, budget, scope and quality.Project Management is normally viewed as having 9 primary components, with Integration having a further 3 elements:•Integration Managemento Project Planning and controlo Project contexto Project life cycle•Scope Management•Time Management•Cost Management•Quality Management•Human Resource Management•Communication Management•Risk Management•Procurement ManagementIntegration:Project PlanningProject planning involves the planning of all the project management functions, and their integration into a cohesive whole.Typically, planning starts with defining the project scope, in which the desired quality of the final product is embedded. A Product Breakdown Structure (PBS) is then developed, followed by a Work Breakdown Structure (WBS), which establishes the basic work packages for executing the project. The Work packages are then further broken down into activities, which form the basis for time, resource and cost planning.Time planning involves establishing the sequencing and relationships of all activities (typically be developing a project network), estimating how long each activity will take (which depends on resources available and allocated), and thence developing a project schedule. This then forms the basis for controlling project time.Cost plans/ estimates are primarily calculated from pricing the resources allocated to the scheduled project activities for their estimated durations. These form the basis for detailed cost controlTypically there is tension between scope, quality, time and cost objectives. This can best be represented as a triangle. The marker in the centre shows that each objective is equally important. However, at different points of the project the relative importance that each objective has may change, which can be indicated by moving the marker within the triangle to indicate the current priority in achieving the objectives.COSTResource plans are part of the time and cost plans, and include human resource plans, which are often represented by an Organisational Breakdown Structure (OBS) and responsibility matrices/ charts. These in turn form part of communications planning. Risk assessment and procurement planning are normally undertaken early in the project.Project ControlPlanning and control are completely intertwined. Planning without subsequent control processes wastes much of the planning. Control without prior planning is a contradiction in terms.The ‘Deming wheel’ represents the planning and control cycle in an easily understandable diagram using few words.Project contextProject context includes both internal and external environmentsInternal environments may include:•Physical location of the project•Layout of project personnel and equipment•Personal working conditions (physical and emotional)•Team and interpersonal dynamics•Identity and differentiation of the project within the larger environmentExternal environment may include:•The parent organisation, enterprise, industry•Employee representative groups (unions, associations, etc)•Political, social and societal influences•Public and media interest•The physical environment (geography, ecology, sensitivity)•External stakeholder expectationsProject Life CycleFollowing is a commonly used generic 4-phase model used to describe a project:Phase 1: Initiation and ConceptPhase 1 is concerned with determining/ confirming the business (or equivalent) needs of the client and key stakeholders, and thence the requirements of the project “product” which will satisfy those needs.This is followed by the task of identifying the project objectives, examining alternative ways of achieving those objectives, developing an optimum project solution (via feasibility studies), and obtaining approval and commitment to “run with” that solution. The resultant Project Definition Report documents and consolidates the work to date, and extends it to developing preliminary strategies and plans for implementing the recommended solution. The phase involves:•Setting the project up right from the start•Doing the groundwork to ensure that it is the right project, in the right place, and the right time, and for the right client/customer/stakeholders.•Defining and agreeing what is really required•Deciding if it really is required.Concept and Initiation Planning andDevelopment ImplementationCommissioningandHandoverNeeds Analysis Project Appraisal Project Definition Identify needs and opportunities Identify StakeholdersIdentify needs of Stakeholders Establish project objectives Generate alternative approaches Appraise alternative approaches Document optimumThe outcomes of this phase should include• A GO / NO GO decision for the project• A Project Definition Report, or Terms of ReferenceThe Project Definition ReportA project Definition Report communicates the outcomes of the Initiation and Concept phase to the project sponsors.A project definition report should typically include the following key elements:•Authority and project sponsor (delegation)•Purpose (need)•Project scope / Deliverables•Project objectivesIt should describe:•The client needs•Options explored and reasons for rejection of options not analysed•Marketing and costing data•Scope, cost and time plans•Evaluation criteria•Cash flows•Financial performance indicators•Sensitivity of project outcomes to risk•Recommendations on viability of the project and conditions under which the viability will be retained•Risk management strategies that may need to be adoptedThe project purpose or need should be clearly and precisely stated and should contain both quantitative and qualitative measures. It should eb a statement of the business need to be achieved by the project. It may be:• A problem to be solved•An opportunity to be exploited•Elimination of an efficiency•Derived from strategic objectives of the organisationThe project scope should be an initial high level description of the way in which the purpose will be satisfied. Statements of scope should include:•What work is included in the project•What work is outside the gambit of the projectThe project objectives are what the ultimate success of a project are usually judged by. It is therefore important to get these right from the start. These will act as the guidelines for decision making throughout the project and for the achievement of the end result.It should also be remembered that different clients/ customers/ stakeholders/ participants/ constituencies will identify different objectives in a project.The project objectives should:•Be aligned with business objectives•Be measurable in terms of quality, quantity, time, cost and defined end product•Be achievable•Be consistent•Be readily understandable•Have the full support and commitment of senior management, project sponsor and users.Phase 2: Planning and DevelopmentPhase 2 is concerned with developing and refining (i.e.: progressively elaborating) the project solution developed in Phase 1 to the point that implementation of the agreed concept can be undertaken in an orderly and controlled way.Generally the project team will be expanded to include the expertise necessary to fully plan and develop the project. The Project Manager will also start putting in place the major systems and controls necessary to manage the project to completion.Concept and Initiation Planning andDevelopment ImplementationCommissioningandHandoverExplain objectives and setup teamPrepare programs and budgetsPrepare schematics and the design planAssess value for money and exposure to riskPrepare documentationBrief the “doer”Typically, tenders are called for supply or procurement at the end of this stage.Outputs of this phase should include:•Detailed plans•Detailed designs•Detailed costings•Detailed programs and networks.Phase 3: ImplementationPhase 3 is basically a delivery process. It is concerned with ensuring that the approved scope of the project (design, specification, etc. elaborated in Phase 2) is converted into the agreed product (scope), and that the other key objectives for the project in terms of time and quality are achieved within the agreed cost limits.It is the commencement of a stage where the client cannot make major changes, as significant resources are now committed to executing the project. It is also a stage during which highly formalised contractual relationships are established to protect the parties. Often the major tasks will be undertaken by contractors and/or consultants outside the organisation, in which case the setting up and management of contracts for procurement and production will be a major role for the project team.Concept and Initiation Planning andDevelopment ImplementationCommissioningandHandoverReview documentationand setup teamPlan work packages andallocate to teamsEstablish progress andchange control systemsExecute work packagesImplement controls andtake corrective actionsAccept completed work &hand over to next phaseThe outputs of this stage could include a new product launched on the market, and operational building, a new computer or accounting system, or a multitude of other products of the project.Phase 4: Commissioning and Hand-overThis phase is fundamental to the success of a project. The objective of Phase 4 is to integrate the project’s outcome into the client organisations normal and on-going operations. This may include:•Testing of systems, facilities or products•Procedures, manuals, and guidelines•Resourcing and training the on-going operation.Concept and Initiation Planning andDevelopment ImplementationCommissioningandHandoverTransfer & commissionthe productObtain the benefitDisband the teamUndertake post-completion reviewsThe phase concludes with a thorough review and evaluation of both the product, and the management systems that were used to produce it.The Work Breakdown StructureThe Military Standard (MIL-HDBK-881) defines the Work Breakdown Structure as follows: "A work breakdown structure is a product-oriented family tree composed of hardware, software, services, data and facilities .... [it] displays and defines the product(s) to be developed and/or produced and relates the elements of work to be accomplished to each other and to the end product(s)."What it all meansA $10,000,000 project can usually be regarded as a lot of smaller $10,000 projects joined together. The larger a project is, the more difficult it can be to comprehend all it's complexities. Projects are therefore organized and broken down into progressively smaller pieces, thus making them easier to comprehend. The Work Breakdown Structure is used to provide a framework to tie all these project elements together. The clustering of end products, project elements and project tasks helps to divide the overall project work into manageable pieces. The resulting structure can then serve as the basis for communication, scheduling, cost management, estimating resource requirements, etcThe WBS is used to graphically break up a project into manageable elements reflecting all products to be delivered and services to be performed by the project. It relates the elements of work to be accomplished to each other and to the end product. It is a product-oriented family tree composed of hardware, software, services, data, and facilities.Though some project management environments have rather rigid conventions for grouping items in a WBS (witness the MIL-HDBK-881, which very precisely defines items that can be included in the WBS and excludes certain others), a more effective method is to have a WBS that is tailored to the particular project environment it is being used in. The WBS design should specifically try to achieve certain goals.•It should be compatible with how the work will be done and how costs and schedules will be managed.•It should help to identify and give visibility to important or risky work elements.•It should ultimately act as a map of all requirements, plans, testing, and deliverables.•As it is primarily a communication tool, it should foster clear ownership by managers and task leaders.•It should provide data for performance measurement and historical databases that can be used on future projects.•And possibly most importantly, it must make sense to the workers, accountants and all others involved in the project.A sample of a standard WBS is shown in the figure below:A WBS for a large project may have multiple levels of detail, and the lowest WBS element will be linked to functional area cost accounts that are made up of individual work packages. Irrespective of how many levels the WBS has, work packages should add up through each WBS level to form the total project deliverable.Many project management software packages (such as MS-Project) often display the WBS as a vertical list with indents to show structure, thus making them compatible with the Gantt chart type data views.WBS ElementA WBS element is an individual, discrete portion of the WBS representing an identifiable component item such as an engine, or software routine, a set of data such as training documentation, or a service such as integration and assembly. WBS elements are organized into a hierarchy of levels beginning with Level One items. Level Two WBS elements are major components that make up their corresponding Level 1 items. Level Three items are elements subordinate to the respective Level Two elements, and so on... The WBS should include as many levels as necessary to fully define the work at hand.Numbering and WBS IndexWBS elements are usually numbered, and the numbering system should be arranged in the way that makes the most sense to the project team. One of the more conventional numbering systems is used in the above figure (and is the standard required for the US military use of WBSs). The shaded box shown in the above figure could be numbered 1.2.2.3, which would tell you it was in the second box in level 2, the second box in level 3, and the third box in level 4.TIME MANAGEMENTTime management or planning is traditionally the function most strongly identified with Project Management. Time management involves establishing the sequencing and relationships of all activities (typically by developing a project network), estimating how long each activity will take (which depends on resources available and allocated), and thence developing a project schedule.Activity DefinitionBefore one can sequence activities, they first need to be defined. An activity is any identifiable task that must be performed within the project. These activity definitions most commonly come from the Work Breakdown Structure.Activity SequencingAt its very simplest, this is simply a list of activities, and the order in which it is planned they will be executed. More commonly however, this can be done in the form of network scheduling. There are many methods for developing networks, but 4 of them are prevalent: Critical P ath Methods (CPM), Arrow Diagramming:Arrow diagrams (also known as activity-on-arrow networks) were first publicised in 1959, and became the de facto standard for several years. The benefits of using Precedence Diagramming Method (PDM) however slowly but surely came to be recognised, and this method overtook Arrow Diagramming as the new de facto standard.Precedence Diagramming Method (PDM)Precedence Diagramming (also known as activity-on-node networks) is now the de facto standard for CPM networking.Program Evaluation Review Technique (PERT) networksPERT is an acronym that stands for P rogram E valuation R eview T echnique. It was originally developed in the late 1950s - early 1960s as a management tool for the U.S. Navy's Polaris submarine project; Booz Allen (the consulting firm), Lockheed Aircraft, and the Navy are generally credited with developing the concept. PERT charts have been used widely in industry and government projects since then; many people now refer to them as activity diagrams.In a PERT chart, each rectangular box represents a task or an activity (i.e., a recognizable chunk of work that needs to be done). The boxes with rounded corners are known as milestones, and they have an obvious meaning within the context of a typical project. The lines connecting the boxes show dependencies; that is, they show which activities must be finished prior to the commencement of some other activity. The heaviest, dark lines that form a contiguous path from the beginning to the end of the project represent the critical path, those activities whose delay would force a delay in the overall project (activities not on the critical path have “slack time” available; they can be started later than the scheduled date up to the amount of slack time available, if desirable, without affecting the overall project).Gantt ChartsA Gantt chart represents the activity information as a bar graph, but has the added advantage that the length of each bar represents the duration of each task (so analogous to marking out the tasks on a calendar). It therefore has the advantage of graphically showing the duration of the project. Most modern project management computer programs such as Microsoft Project have become extremely easy to use, and can show Gantt charts with or without the critical path, and they can also be displayed as ‘tacking’ Gantt charts in which our current progress is indicated on the chart.The easiest way of understanding the various techniques is through an example:“Holiday Time”You and 3 of your friends (Tom, Dick and Harry) have decided to go on holiday . The holiday will officially start on the Monday after the end of first semester exams. After preparing and packing you will drive to the holiday place. The problem is to select a location and take all the necessary steps to successfully get to the holiday place in a minimum of time after the holiday officially starts.If you were to generate a Work breakdown Structure for this project, it might look somethinglike this:Obtain travel brochuresObtain road mapsDecide money limits Select holiday placeBook holiday place Service carArrange house-sitterPack clothing and gearPrepare travel snacksDrive to holiday siteHOLIDAY!!!The first step is to generate a list of Activities (things to be achieved) from the WBS and decide on the sequence of execution. This is achieved through a Precedence List that may be in the form of a table or a simple list. It might typically appear as shown below:Number Activity Precedence 1 Obtain travel brochures Must precede 42 Obtain road maps Must precede 43 Decide money limits Must precede4 4 Select holiday place Must precede 5,8,95 Book holiday place Must precede 106 Service car Must precede 87 Arrange house-sitter Must precede 108 Pack clothing and gear Must precede 109 Prepare travel snacks Must precede 10 10Drive to holiday siteAt this point, we can also define the time needed to execute each activity. We will leave the start/finish times undefined at the moment although these could be filled in. The target start date is however the Monday after exams.Number Activity Earliest start Time Latest Finish Time Time Required (days) 1Obtain travel brochures1.0 2 Obtain road maps 1.0 3 Decide money limits0.1 4 Select holiday place 1.0 5Book holiday place1.0 6 Service car 1.0 7 Arrange house-sitter0.5 8 Pack clothing and gear 1.0 9 Prepare travel snacks 0.5 10Drive to holiday site1.0Note that the above lists, though extremely useful, are difficult to instantly comprehend. This is because the brain does not handle large quantities of information well. On the other hand, the brain does deal very well with images. This is the main reason that network diagrams are worth developing and so commonly used. They present a graphical view of the project that we can very easily comprehend.If we wanted to graphically show all this information, we could construct and Activity-on-Arrow network diagram:Diagram 1. Critical Path Method, Activity on Arrow Network Diagram (hours in brackets)In this type of diagram, each activity is represented by an arrow. The circles at the beginning and end of each arrow are called ‘events’ or ‘nodes’. These are just points in time that have no duration. Each arrow, however, does have duration, which is most commonly written in brackets beneath the activity. Work always flows in the direction of the arrows.Notice the dotted arrow between ‘c’ and ‘d’. This is called a dummy arrow. Dummy arrows are used to transfer logic from one event node to another in the network. They are represented by broken arrows. A dummy arrow has zero duration and does not represent an activity. These symbols are used to represent the relation ships among the activities.Or, the diagram can be redrawn as an Activity-on Node Diagram as shown belowDiagram 2. Precedence Diagramming Method, Activity on Node Network DiagramNotice that there is no need for the dummy arrow in this diagram.Network diagrams 1 and 2, make it quite easy to see the "dates" after each activity. This is particularly easy with Diagram 1. Taking "a" as day 0, therefore, b is +1, c is +2, d is +2, e is +3 and f is +4. Notice that the LONGEST time between each node is taken as the required time between nodes. It is now a simple matter to fill in the earliest start dates and the latest finish dates for each activity of Table 1. This is shown below:Table 3. Complete Timing Details of ActivitiesNumber Activity Earliest StartTimeLatest FinishTimeTime Required(Days)1 Obtain travel brochures Mon Tue 1.02 Obtain road maps Mon Tue 1.03 Decide money limits Mon Tue 0.14 Select holiday place Tue Wed 1.05 Book holiday place Wed Thurs 1.06 Service car Mon Wed 1.07 Arrange house sitter Mon Thurs 0.58 Pack clothing and gear Wed Thurs 1.09 Prepare travel snacks Wed Thurs 0.510 Drive to holiday site Thurs Fri 1.0Another method of showing this network is using the Program Evaluation Review Technique (PERT).All of the above types of networks can be considered to be only a semi graphical way of depicting the activities (tasks) as they give no graphical indication of time. Times are indicated in brackets beneath the activities, or in the lower parts of the boxes for PERT, but they need to be manually calculated to arrive at a total.This is an area where the Gantt chart comes in handy.The various arrows in the above chart indicate that certain tasks cannot begin until the preceding ones are finished.Note that certain other tasks have blank space to the right or left of them. If a bar in the Gantt chart is shorter than the actual time needed for the task, then the activity is said to possess Slack or Float. This means that those activities can be started a bit earlier or later without affecting the final date of the project.The critical path, on the other hand, has no slack in any of its activities. It is possible for there to be several critical paths.It is common practice to start tasks with float as early as possible, as this then leaves float for later in the project to handle unforeseen occurrences.It should be noted that each diagramming method has certain advantages, depending on what you are trying to show. Many projects may develop more than one type of network diagram to make everything as simple as possible to understand. This is an other area that makes most software packages useful, as most of them can automatically generate different network views.If you are using Microsoft Project, for example, then the Gant chart can also be displayed with its Critical path (detailed Gantt), or as a PERT diagram, etc.The Gantt chart is an excellent communication tool, not only for management, but also for those involved in the project. It is something that may go up on the wall or be used in a presentation to give a quick and easily understood chart of project sequence.RESOURCE MANAGEMENTA problem so far not mentioned, is that of resources.In the above holiday example, it is assumed that Tom, Dick, and Harry are helping out and doing their fair share of the organising. But what happens if you are doing all the organising on your own?In the holiday planning, it takes a day to obtain the maps, and another day to obtain the brochures. In project planning, time is almost always given as man/hours, or man/days, etc. This means that the one day given for obtaining the brochures represents one persons full-time working day (usually assumed to be 8 hours per day, for example).In all the above networks, we are however running these two tasks in parallel, which means that at least 2 people are needed to do these two tasks.If only Harry has a valid drivers license, and will therefore be the one doing all the driving, would it be fair for Tom, Dick and Yourself to do some extra work on the planning tasks?In the above example, we have randomly allocated tasks to everyone as follows:As can easily be seen with our current set-up (indicated by the exclamation mark sign), Tom has been over-allocated, as he is working 16 hours on the Monday and his tasks are to obtain the roadmaps, and get the car serviced.This can be fixed in one of 2 ways. Either we need to assign someone else who is not working on the Monday (Harry, for example) to service the car, or we need to delay the car servicing (remember that this task has some float, so is not on the critical path) until Tuesday when Tom is not scheduled to work.Note also that Dick is working less than everyone else, so it may be fairer to redistribute the labour somewhat. We could for example take one of Harry’s tasks and assign it to Dick. That way, everyone would be working around 16 hours for the holiday.The above example is perhaps over-simplified. It should be remembered that in real projects, resources are often affected by factors such as areas of expertise, etc. If for example there is only one registered electrician available, then he must do all the electrical tasks, and may therefore be a scarce resource.。
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。
Project ManagementProject management is the process of managing a project from start to finish, ensuring that it meets its goals and objectives within the specified time, cost, quality, and scope. It involves planning, allocating resources, monitoring progress, and taking corrective actions if necessary. Effective project management can help organizations achieve success in their projects, which can lead to increased efficiency, improved competitiveness, and higher customer satisfaction.The project management process consists of several phases, including initiation, planning, execution, monitoring and controlling, and closing. Each phase has its unique set of activities, deliverables, and challenges that need to be addressed by the project manager and the project team. Moreover, the success of a project depends on the ability of the project manager to integrate the project's various components and stakeholders into a cohesive whole.Initiation is the first phase of the project management process and entails defining the project's scope, objectives, and stakeholders. During this phase, the project manager works with the project sponsors and stakeholders to identify the project's business case, develop the project charter, and define the project's goals and objectives. Once the project scope and objectives are clearly defined, the project manager can proceed to the planning phase. The planning phase is the most critical phase of the project management process and involves developing a comprehensive project plan. The project plan outlines the project's objectives,scope, timeline, budget, and risks, as well as the roles and responsibilities of the project team members and stakeholders. The project manager works closely with the project team to identify the project's deliverables, milestones, and critical path, which is the sequence of tasks that must be completed on time to ensure the project's success.Execution is the third phase of the project management process and involves implementing the project plan. During this phase, the project team carries out the project activities, monitor progress, and address any issues that arise. The project manager is responsible for ensuring that project tasks are completed on time, within budget, and to the required quality standards. The project manager must also ensure that all project stakeholders are informed of project progress and any issues that may arise.Monitoring and controlling are ongoing activities throughout the project management process. The project manager tracks project progress, monitors the project budget, and ensures that the project is progressing according to plan. During this phase, the project manager must anticipate and address any issues that may arise to ensure the project's success.Closing is the final phase of the project management process and involves wrapping up the project. During this phase, the project team documents the project's success and challenges, creates a final report, and disseminates project results to stakeholders. The project manager conducts a post-project review to identify lessons learned and areas for improvement for future projects.In conclusion, project management is an essential process in any organization that seeks to undertake projects. Effective project management ensures that projects are completed on time, within budget, and to the required quality standards. It involves several phases, including initiation, planning, execution, monitoring and controlling, and closing. To achieve success in project management, organizations need to invest in effective project management practices, project management tools, and training for project managers and project teams.Effective project management also involves effective communication and collaboration between the project manager, project team, and stakeholders. Clear communication of project objectives, tasks, progress, and issues ensures that everyone is on the same page and that project goals are being met. Collaboration between team members promotes innovation and creativity, fosters shared ownership of the project, and enables the resolution of project challenges and issues.In addition to communication and collaboration, effective project management requires the use of project management tools. These tools can help project managers to streamline project planning, scheduling, resource allocation, and risk management. Project management software, such as Microsoft Project, Gantt charts, and task tracking tools, provide project managers with real-time insights into project progress, enabling them to make informed decisions and adjustments.Another critical aspect of project management is risk management. Projects often involve multiple risks, including project delays, budget overruns, technical complications, resource constraints, and unforeseen events. A project manager must identify, assess, andmanage these risks throughout the project life cycle to ensure project success. Risk management strategies include risk avoidance, risk mitigation, risk transfer, and risk acceptance.Furthermore, project managers must have a strong leadership and management style to lead and inspire the project team. Effective leadership fosters trust, commitment, and motivation among the project team, which in turn leads to higher productivity and improved project outcomes. Effective project managers lead by example, communicate well, delegate tasks effectively, and provide strong direction and support throughout the project.Project management also involves ensuring that projects align with the organization's strategic goals and priorities. Projects should address critical business needs, such as improving customer satisfaction, increasing sales, reducing costs, enhancing efficiency, or building new capabilities. Project managers should regularly review and assess project objectives to ensure alignment with the organization's goals and vision.Lastly, effective project management involves continuous learning and improvement. Project managers and project teams should seek feedback and learn from project successes and failures to continuously refine and improve project management practices. This can involve identifying areas for process improvement, implementing best practices, and investing in project management training and development.In conclusion, project management is a critical business skill that enables organizations to achieve success in their projects. Theproject management process involves several phases, including initiation, planning, execution, monitoring and controlling, and closing, and requires effective communication, collaboration, leadership, risk management, alignment with strategic goals, and continuous improvement. Investing in effective project management practices, tools, training, and leadership development can lead to improved project outcomes, increased efficiency, and higher customer satisfaction.。
第十二章项目质量管理质量管理各过程的输入、输出和技术/工具/方法GB/T 1900—ISO9000(2000）对质量管理定义：质量管理是指确立质量方针及实施质量方针的全部职能及工作内容，并对其工作效果进行评价和改进的一系列工作。
质量和等级的区别：等级是指具有相同使用功能不同技术特性的产品或服务的类别.质量低说明产品或服务存在问题，没有达到要求，而等级低的产品或者服务就不一定存在问题。
质量规划：质量规划包括识别与该项目相关的质量标准以及确定如何满足这些标准。
质量规划重要的是识别每一个独特项目的相关质量标准，把满足项目相关质量标准的活动或者过程规划到产品的管理项目所涉及的过程中去；质量规划还包括，以一种能理解的、完整的的形式表达为确保质量而采取的纠正措施。
在项目的质量规划中，描述出能够直接促成满足顾客需求的关键因素是重要的。
项目团队应该清楚现代质量管理中的一项基本原则,即质量出自计划和设计,而非出自检查。
编制一份清晰的质量管理计划是实施项目质量管理的第一步，而一个清晰的质量管理计划首先需要明确以下两点：一是明确采用的质量标准；二是明确质量目标。
此过程中质量政策和质量标准往往是编制质量管理计划的约束条件，并来自于项目组织之外..的改善，其关键术语是“能力”。
成本/效益分析:在质量规划的过程中，我们必须权衡成本与效益之间的关系，成本除以效益必须大于1,项目才有收益。
基准分析：基准分析就是将实际实施过程中或计划之中的项目做法同其他类似项目的实际做法进行比较，通过比较来改善与提高目前项目的质量管理,以达到项目预期的质量或其他目标。
实验设计：实施设计是一种统计分析技术，可用来帮助人们识别并找出哪些变量对项目结果的影响最大。
质量成本：质量成本是指为了达到产品或服务质量而进行的全部工作所发生的所有成本。
包括为确保与要求一致而做的所有工作成本叫做一致成本，以及由于不符合要求所引起的全部工作成本叫做不一致成本。
质量管理计划：质量管理计划可以是正式的和非正式的，非常详细的或简要概括的，皆以项目的需求而定。
《项目管理》教学大纲《项目管理》教学大纲一、简况开课学院：管理学院学科：课程编号：课程名称（中文）：项目管理课程名称（英文）：Project Management学时/学分： 36学时/ 2 学分开课时间：秋季（9月5日-11月12日）预修课程：概率论面向专业： MBA教材及主要参考书：（1）Jack Gido and James P. Clements (2002) Successful Project Management, Cincinnati, Ohio: South-Western/Thomson Learning. （教材和讲义由教师提供）参考书：（2）Jack Gido, James P. Clements (2003) 张金成译。
成功的项目管理第二版。
机械工业出版社。
（教材）（3）白思俊主编（2001）现代项目管理（上、中、下）。
机械工业出版社。
（参考书）（4）Project Management Institute (2001) A Guide to the Project Management Body of Knowledge (2000 ed.). （参考书）二、课程的性质和任务《项目管理》是一门既有理论又重实践的管理基础课程。
通过课堂讲授、案例研究和分组作业，让学员系统学习和掌握项目管理的概念、方法和工具等基础知识，了解学科前沿的一些最新进展，培养解决实际问题的能力；同时。
通过课内教学活动和课后分组作业等，培养学生的思考能力、团队合作精神。
通过本课程的学习，力求使学员能够系统掌握项目管理的概念、方法和工具等基础知识，能够熟练使用MS Project软件，并能运用这些知识和工具解决实际项目管理问题。
三、课程的教学内容和基本要求课程考核：1、上课出席、课堂与课后作业：10%2、分组作业与报告：30%（书面报告：20％；口头演讲：10％）3、考试：60%教学内容：1、项目管理概论；项目沟通管理（第1次）第一部分：2个学时。
