北大光华项目管理课程资料英语版
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北大光华-项目管理课程资料英文
❖I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
❖ 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
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
❖ 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
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
光华管理学院项目管理讲义(二)
Nov.28,2001
Postulate 3
• Each individual is a maximizer: • He or she acts so as to enjoy the highest level
of value possible. Individuals are always constrained in satisfying their wants--wealth, time, physical laws of nature, limits of their own knowledge about various goods and opportunities, etc can be the constrains---opportunity set----be given and external.
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ---Cost/benefit analysis.
• 2) REMM is always willing to make tradeoffs and substitutions.
• 3) Individual preferences are transitive.
Nov.28,2001
Postulate 2
• Each individual’s wants are unlimited • 1) If we designate those things that REMM
• Postulates 1--4
Postulate 3
• Each individual is a maximizer: • He or she acts so as to enjoy the highest level
of value possible. Individuals are always constrained in satisfying their wants--wealth, time, physical laws of nature, limits of their own knowledge about various goods and opportunities, etc can be the constrains---opportunity set----be given and external.
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ---Cost/benefit analysis.
• 2) REMM is always willing to make tradeoffs and substitutions.
• 3) Individual preferences are transitive.
Nov.28,2001
Postulate 2
• Each individual’s wants are unlimited • 1) If we designate those things that REMM
• Postulates 1--4
光华管理学院项目管理讲义一.ppt
Nov., 2001
• Modern organizations are finding that project management provides many advantages--not the least of which is improving the bottom line! Savvy customers demand more and better products and faster services. Time-to-market pressures forces greater efficiency. Professional project management has found its place in today’s competitive, global business arena.
• Scope, time, cost, and quality;
the project, or whose interest may be positively or negatively affected as a result of project execution or successful project completion. • They include: project manager, custБайду номын сангаасmers, performing organization, sponsor, suppliers and contractors, team members and their families, government agency, lobbying organizations etc • the stakeholders often have very different objectives that may come into conflict. Examples: the owner of real estate development project, local governing body, environment group, nearby residents…...
• Modern organizations are finding that project management provides many advantages--not the least of which is improving the bottom line! Savvy customers demand more and better products and faster services. Time-to-market pressures forces greater efficiency. Professional project management has found its place in today’s competitive, global business arena.
• Scope, time, cost, and quality;
the project, or whose interest may be positively or negatively affected as a result of project execution or successful project completion. • They include: project manager, custБайду номын сангаасmers, performing organization, sponsor, suppliers and contractors, team members and their families, government agency, lobbying organizations etc • the stakeholders often have very different objectives that may come into conflict. Examples: the owner of real estate development project, local governing body, environment group, nearby residents…...
光华管理学院项目管理讲义(一)
and weighed the risk involved. • Examples: great wall ……
Nov., 2001
• Over time, people realized that the techniques for cost control,timeline development, resource procurement and risk management were applicable to a wide range of projects,whether erecting bridges, rotating crops or deciding how to govern themselves. These early idea were the precursors to a set of management techniques we now know as “modern project management”.
• Knowledge expansion-TEAM: call for high level of coordination and cooperation between groups of people.
• Intensive Competition-make their complex,customized outputs available as quickly as possible. “Time-to-market” is critical.
• PM has emerged because the characteristics of our late 20th society demand the development of new methods of management.
Nov., 2001
• Over time, people realized that the techniques for cost control,timeline development, resource procurement and risk management were applicable to a wide range of projects,whether erecting bridges, rotating crops or deciding how to govern themselves. These early idea were the precursors to a set of management techniques we now know as “modern project management”.
• Knowledge expansion-TEAM: call for high level of coordination and cooperation between groups of people.
• Intensive Competition-make their complex,customized outputs available as quickly as possible. “Time-to-market” is critical.
• PM has emerged because the characteristics of our late 20th society demand the development of new methods of management.
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!。
项目管理(英文版)课件
项目管理(英文版)课件Project Management (English Version) CoursewareIntroduction:Project management is a crucial process that involves planning, organizing, and managing resources to achieve specific goals and objectives within a defined timeline. It is an essential aspect of any business or organization, and it can help to ensure successful project delivery while optimizing the use of resources. This course will teach you the fundamentals of project management, including the key concepts, principles, and techniques used in this field.Course Objectives:The main objectives of this course include:1. Understanding the key concepts and principles of project management.2. Learning the different project management processes and how they work together.3. Developing the skills needed to plan, organize, and manage projects effectively.4. Understanding the importance of risk management and how to mitigate risks.5. Learning how to measure project performance and trackprogress.6. Developing effective communication and leadership skills for project management.Course Outline:The course will cover the following topics:1. Introduction to project management2. Project initiation3. Project planning4. Project execution5. Project monitoring and controlling6. Project closure7. Risk management8. Team management9. Communication and leadership skillsCourse Methodology:The course will be delivered through a combination of lectures, case studies, group discussions, and practical exercises. Participants will be required to work on a project throughout the course to apply the concepts and techniques learned in class. They will also be provided with access to project management tools and software to aid in project planning and management.Learning OutcoAfter completing this course, participants will be able to: 1. Understand the key concepts and principles of project management.2. Apply project management techniques to plan, organize, and manage projects effectively.3. Identify and mitigate project risks.4. Measure project performance and track progress.5. Develop effective communication and leadership skills for project management.6. Work effectively in a team environment.Conclusion:This course is designed to provide participants with the knowledge and skills needed to manage projects effectively. It is suitable for anyone who is involved in project management or interested in pursuing a career in this field. By the end of the course, participants will have a solid understanding of project management concepts and be able to apply them to real-world projects.。
北大方正项目管理课程资料
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Project manager-Definition
• A project manager is an individual responsible for:
• Planning and organizing
• 2) The project documentation: (1) contract file;(2) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondence
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
• REMM means there are no “needs”---individual is always willing to make tradeoffs, willing to substitute---willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).
Nov.28,2001
Wanjun Jiang, Guanghua School of Management,
Postulate 2
• Each individual’s wants are unlimited
北大方正项目管理课程资料(英语版)1
• 1) If we designate those things that REMM values positively as GOODS, then he or she prefers more goods to less, GOODS can be anything from art objects to ethical norms.
• REMM means there are no “needs”---individual is always willing to make tradeoffs, willing to substitute---willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).
II. Project Manager’s Role
Objectives
• IDENTIFY:
• What a project manager is • Why a project manager is needed • How to perform the role of a projanager will play a key role
• 2. Organizing
• 1) The project team,roles and responsibilities for all team members
• 2) The project documentation: (1) contract file;(2) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondence
• REMM means there are no “needs”---individual is always willing to make tradeoffs, willing to substitute---willing to give up a sufficient small amount of any good for sufficient large amount of other goods(in his or her own sense).
II. Project Manager’s Role
Objectives
• IDENTIFY:
• What a project manager is • Why a project manager is needed • How to perform the role of a projanager will play a key role
• 2. Organizing
• 1) The project team,roles and responsibilities for all team members
• 2) The project documentation: (1) contract file;(2) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondence
项目管理培训讲义英文版(Project Management in English)
Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义ØTo provide with the knowledge and tools to perform professional project management in your day-to-day work environment;ØTo enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：ØExecuting & Controlling - Team Development - Quality- Performance- Changes- Life CycleØClosing ProjectØWrap-upDay-1：ØIntroduction ØInitiating Project ØPlanning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Mark YuanA lifetime educator and management advisorl PMI Member and professional trainerl Master's degree from the UBC (Canada)l Prj specialist in Bell (Canada, 2007~2009)l Product Manager in Fujitsu (China, 1998~2005)Clients: IBM, HP , eBay, NEC, Daimler (Mercedes-Benz), Schneider,ThyssenKrupp, Siemens, iSoftStone, ITW, Honeywell, Fujitsu, CIMC Raffles, Jinan Software Park, Bell Canada, VanCitySaving Credit Union, BestBuy, BC Hydro, Delta Horizon, 360 Network, WWF(World Wildlife Fund)v Namev Team Leaderv Case StudyMarkYuan05@ 1960s：mass production, focus on productivity1970s：quality management1980s：product diversification1990s：customization2000s：change and competition学员版讲义，仅供参考。
项目管理课程资料(英文版)
Postulate 3
❖ Each individual is a maximizer:
❖ He or she acts so as to enjoy the highest
level of value possible. Individuals are
always constrained in satisfying their
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
❖ REMMs at work:
❖ Think about the effects of newly imposed constrains to human behavior. REMMs’ response to a new constrains is to begin searching for substitutes for what is now constrained, a search that is not restricted to existing alternatives. They will invent alternatives that did not previously exist. Examples…...
❖ Every individual cares, he or she is an evaluator.
❖ 1) The individual cares about almost everything, knowledge, independent,etc
❖ 2) REMM is always willing to make tradeoffs and substitutions.
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• 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.
Planning processes
• Core process
Scope planning
Activity Def.
Scope
Def.
Resource planning
• Facilitating process
Activity sequencing
Duration estimating
Cost estimating
enhance project performance
• Information distribution: making needed information available to
project stakeholders in timely manner
• Solicitation: obtaining quotations, bids, offers, or proposal as
appropriate
• source selection: choosing from among potential sellers
• contract administration: managing the relationship with the seller
• Scope planning: developing a written scope statement as the basis for future project decisions
• Scope definition: subdividing the major project deliverables into smaller, or manageable components
• Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
• Closing processes--formalizing acceptance of the project or phase and bringing it to an orderly end
• Risk response development: defining enhancement steps for opportunities and responses to threats
• Procurement planning: determining what to procure and when
Initiating process
• The formal initiating links the project to the ongoing work of the performing Org.
• Inputs: product description; strategic plan; project selection criteria; historical information
• Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
• Activity sequencing: identifying and documenting interactivity dependencies
• Tools and techniques: project selection methods; expert judgement
• Outputs: project charter; project manager identified/assigned; constrains; assumptions
Controlling processes
Planning processes
Executing processes
Closing processes
• Initiating processes--recognizing that a project or phase should begin or and committing to do so
Information distribution
Team development
solicitation
Source selection
Quality assurance
Scope vertification
Contract administration
• Project plan execution: carrying out the projecLeabharlann plan by performing
• 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 different plans for the same project.
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
• Team development: developing individual and group skills to
• Planning processes--devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address
• Executing processes--coordinating people and other resources to carry out the plan
• Organization planning: identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
• Staff acquisition: getting the HR needed assigned to and working on the project.
Topic 3 Project Planning
• I. Project management process
Project Management Process
• Arrows represent flow of documents and documentable items
Initiating processes
• Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.
• Project plan development: taking the results of other planning processes and putting them into a consistent, coherent document.
• Quality planning: identifying which quality standards are relevant to the project and determining how to satisfy them
the activities included therein.
• Scope verification: formalizing acceptance of the project scope
• Quality assurance: evaluating overall project performance on the
• Activity duration estimating: estimating the number of work periods which will be needed to complete individual activities