,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Topic 8,第八,讲,:,Project management,项目管理,Marshall Breeding,Director for Innovative Technologies and Research,Vanderbilt University,http:/staffweb.library.vanderbilt.edu/breeding,Redefining Libraries:,Web 2.0 and other Challenges,May 2007 Xiamen,China,Topic 8 第八讲:Project manageme,1,Project management,项目管理,Why do projects succeed?,项目为甚么会成功？,Why do projects fail?,项目为甚么会失败？,Project management项目管理Why do,2,Objectives,目标,Better skills in managing projects,提高项目管理技巧,Develop realistic timelines,建立实际时间表,Manage expectations,管理期望,Avoid problems with mismanaged projects,避免因项目管理不当而产生问题,Better delegation of responsibilities,更有效地授予责任,Objectives 目标Better skills in,3,Project characteristics,项目特式,Task of finite duration,有限时间内的任务,Not a permanent activity,并非永久的活动,Produces a new product,service or other result,制造一个新的产品，一项新的服务或其它成果,Project characteristics项目特式Ta,4,Project management,项目管理,Applies structured techniques to facilitate a more efficient approach to planning an executing a project,运用建构技巧以助采取更有效的方法去计划和执行项目,Applies organizational structure,运用组织架构,A more analytic approach,更着重分析的方法,Project management项目管理Applies,5,Organizational structure,组织架构,Project leader the person responsible for the overall planning execution of the project,项目领导 负责整体计划执行项目的人,Project team Other individuals assigned to work on the project,项目组 其它获分派项目工作的成员,Organizational structure组织架构P,6,Project Plan,项目计划,A document that guides the execution of the project.,执行项目的指引文件,Approved by stakeholders or persons in authority,由相关利益者或当权者批核,States the desired outcomes,assumptions,由此项目希望得到的结果、假设,General timeline or schedule,一般时间表或进度表,Varies in detail according to the complexity of the project,因项目的复杂程度而有所不同,Project Plan项目计划A document th,7,Stakeholders,相关利益者,Individuals or organizations with a direct interest in the outcome of the project,与项目结果有直接利益的个人或机构,May or may not have authority in how the project is carried out,可能有或没有权力影响项目如何进行,Source of important information about the potential impact of the project,关于项目潜在影响的重要资料来源,Stakeholders相关利益者 Individual,8,Champion,项目负责人,An individual with a vested interest in the project,项目的既得利益者,May be the person who initiates the project,可能是倡议项目者,May have high-level oversight,可有高层次的监督权限,May be the project leader,可能是项目领导,Champion项目负责人An individual wi,9,Customer,顾客,The persons or group that benefits from the outcome of the project,受益于项目结果的个人或,圑體,Customer顾客The persons or grou,10,Project Management Fundamentals,项目管理的基础,Planning time on the font end yields benefits throughout the course of the project,事前的时间策划可为整个项目过程带来好处,Avoids delays,避免延误,Reduces overall effort,降低整体付出,Increases probability of on-time delivery,增加按时交付的机会,Involve customers from the inception of the project,从项目开始起容入顾客的参与,Iterative planning:be flexible enough to make adjustments and mid-course corrections,互动计划：足够的弹性以作调整及中期修正,Project Management Fundamental,11,Avoid Scope Creep,避免范围扩大,Develop a clear idea of the parameters of the project,订立清晰的项目范围,Avoid the temptation to add new components or expand the tasks,避免尝试加进新的成分或扩展任务范围,Be clear about what tasks are beyond the scope of the project,清楚知道甚么任务超越了项目的范围,Avoid Scope Creep避免范围扩大Develo,12,Stages of a managed project,管理得当项目的各阶段,Start-up:Analysis and planning,创办：分析和规划,Determine requirements,确定要求,Create project plan,创立项目计划,Execution,实施,Carry out plan,执行计划,Track progress,追赶进度,Address changes,处理转变,Close-down,完成,Completion of tasks,完成任务,Transfer control,移交管理权,Final documentation,最终文档,Disband project team,解散项目组,Stages of a managed project管理,13,Project Plan components,项目计划的组成部份,Scope,范围,Team Collaboration,圑队合作,Schedule,进度表,Communications,沟通,Project Plan components项目计划的组,14,Scope Management,范围管理,Define the outcomes,确定结果,Structure and subdivide the project into smaller manageable tasks,把项目组织或细分成较小的可管理的任务,Articulate project requirements,清晰列明项目要求,Develop a project summary statement,设立项目概要,Identify issues that need to be addressed during the course of the project,确定项目过程中需要处理的问题,Question,problems,obstacles,问题，难题，障碍,Scope Management范围管理Define th,15,Vetting of the Project activities,检查项目活动,Interview stakeholders and champion to gather input and solicit suggestions,采访项目的相关利益者及主管以便收集建议及征求意见,Identify sensitive issues,找出敏感的议题,Develop interview questions in advance but ask open-ended questions and invite any relevant information,事先订立采访问题，但作开放性提问并邀请受访者提供相关数据,Broad consultation improves likelihood of success,广泛的咨询可增加成功的机会,Vetting of the Project activit,16,Developing Project Requirements,订立项目要求,Relevant background and history,相关背景和历史,Define deliverables,设定项目成果,Identify schedule and timing requirements,确定进度和时间上的要求,Create communications strategy,设立沟通策略,Ensure all stakeholders,champions,and participants receive the appropriate level and frequency of information,确保所有相关利益者、主管、和参与者收到适当层次的及频密的信息,Developing Project Requirement,17,Project summary statement,項目概要,Project name,项目名称,Description,项目描述,Stakeholders,相关利益者,Project need:Articulate the problem bei