這是項(xiàng)目管理ppt教程pdf，包括了項(xiàng)目管理概覽，項(xiàng)目管理過程介紹，項(xiàng)目管理知識領(lǐng)域介紹，PROJECT軟件入門，測驗(yàn)，案例分析等內(nèi)容，歡迎點(diǎn)擊下載。

項(xiàng)目管理ppt教程pdf是由紅軟PPT免費(fèi)下載網(wǎng)推薦的一款課件PPT類型的PowerPoint.

項(xiàng)目管理培訓(xùn) 喬東 2001年10月 目錄 項(xiàng)目管理概覽 項(xiàng)目管理過程介紹 項(xiàng)目管理知識領(lǐng)域介紹 PROJECT軟件入門 測驗(yàn) 案例分析 發(fā)達(dá)國家對項(xiàng)目管理的認(rèn)識已經(jīng)相當(dāng)成熟 項(xiàng)目管理具有普遍性 項(xiàng)目管理對項(xiàng)目的成功具有重要作用 項(xiàng)目管理需要特殊的管理方法 項(xiàng)目管理已經(jīng)發(fā)展成為一門管理科學(xué) 越來越多的組織、企業(yè)開始重視項(xiàng)目管理 據(jù)《Fortune》預(yù)測，項(xiàng)目經(jīng)理將成為21世紀(jì)年輕人的首選職業(yè) 相關(guān)組織和知識體系 PMI（ Project Management Institute) PMBOK(Project Management Body Of Knowledge) PMP(Project Management Professional) PMP認(rèn)證考試 項(xiàng)目的定義 PROJECT is a temporary endeavor undertaken to create a unique product or service. Operation v.s. Project Temporary & Unique & Progressive Elaboration 項(xiàng)目管理的定義 PROJECT MANAGEMENT is the application of knowledge， skills， tools， and techniques to project activities to meet project requirements Scope， time， cost， and quality Stakeholders with differing needs and expectations Identified requirements （needs） and unidentified requirements （expectations） 項(xiàng)目管理的相關(guān)知識結(jié)構(gòu) 項(xiàng)目的利益相關(guān)者（Stakeholders） 積極參與項(xiàng)目，或其利益受到項(xiàng)目執(zhí)行過程或項(xiàng)目成功完成的影響的個(gè)人和組織。 項(xiàng)目經(jīng)理 客戶 運(yùn)營中的組織 出資人 外部影響 標(biāo)準(zhǔn) 法規(guī) 國際化 文化 社會、經(jīng)濟(jì)、環(huán)境 項(xiàng)目階段的劃分 Each project phase is marked by completion of one or more deliverables. Deliverable: tangible， verifiable work product Phase end review: determine if the project should continue into its next phase detect and correct errors cost effectively 項(xiàng)目生命周期 Project life cycle serves to define the beginning and the end of a project. Project life cycle V.S. Product life cycle program subproject 項(xiàng)目組織 職能式 矩陣式 弱矩陣 平衡矩陣 強(qiáng)矩陣 項(xiàng)目式 項(xiàng)目管理五大階段 Initiating processes Planning Processes Executing Processes Controlling Processes Closing Processes 項(xiàng)目管理過程 項(xiàng)目管理九大知識領(lǐng)域 Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management Project Integration Management 項(xiàng)目計(jì)劃、執(zhí)行和控制的不同過程的綜合集成 項(xiàng)目管理與企業(yè)日常運(yùn)營的集成 產(chǎn)品范圍與項(xiàng)目范圍的集成 不同職能部門的成果的集成 項(xiàng)目中各約束條件的集成 Project Scope Management Product scope v.s. Project scope Initiation Outputs: Project charter Project manager identified/assigned Constraints Assumptions Scope Planning Output: Scope statement Supporting detail Scope management Scope Definition 目的： 提高估算成本、時(shí)間、資源的準(zhǔn)確度 定義 衡量和控制項(xiàng)目績效的基線 明確職責(zé)的分派 Output: Work Breakdown Structure （WBS） 正確的范圍定義是項(xiàng)目成功的關(guān)鍵 Scope Verification Scope verification v.s. quality control Scope Change Control 目的： 影響產(chǎn)生范圍變化的因素，以保證變化是有益的 確定范圍的變化會發(fā)生 對變化是否已經(jīng)發(fā)生和發(fā)生的時(shí)間進(jìn)行管理 產(chǎn)生變化的主要原因 一個(gè)外部事件（如政府法規(guī)的改變） 在產(chǎn)品范圍定義中發(fā)生的失誤 在項(xiàng)目范圍定義中發(fā)生的失誤 增值引起的變化（如新技術(shù)的引入） Project Time Management Activity Definition activity v.s. deliverable Activity Duration Estimating resource requirements resource capabilities elapsed time Activity Sequencing Dependencies Mandatory， Discretionary， External PDM（AON）: FS， FF， SS， SF ADM（AOA）: FS GERT: Loop or conditional branches Schedule Development 考慮因素： 項(xiàng)目網(wǎng)絡(luò)圖（活動順序） 活動時(shí)間估計(jì) 資源需求 可獲得資源 日歷（項(xiàng)目、資源） 限制條件 假設(shè)前提 活動的時(shí)間間隔 Schedule Development 幾種常見的表示方法 壓縮時(shí)間的方法 CPM Crashing Fast tracking Resource leveling Schedule Control 關(guān)鍵路徑法 最早啟動時(shí)間（ES） 最遲啟動時(shí)間（LS） Float 舉例 Project Cost Management Resource Planning Cost Estimating Cost Budgeting Cost Control 常用術(shù)語 PV: Present Value PV = FV / （1+r）n NPV: Net Present Value NPV =  PV BCWS: Budgeted Cost of Work Scheduled ACWP: Actual Cost of Work Performed Project Quality Management Quality policy Project & Product Quality v.s. Grade Benefit v.s. Cost Prevention over inspection Planned in v.s. Inspected in Management responsibility PDCA with phases Project Quality Management Quality Planning Quality Assurance Quality Control Cost of Quality Prevention Costs Appraisal Costs Failure Costs Internal External Quality Control Checklist Pareto diagrams Cause-and-Effect diagram Pareto Diagram Sample Quality Control Outputs: Acceptance decisions Rework Quality improvement Process adjustments Project Human Resource Management 項(xiàng)目的臨時(shí)的特點(diǎn)，必然導(dǎo)致人員和組織的關(guān)系總是不斷改變和具有臨時(shí)性。 企業(yè)中的人力資源管理一般都不是項(xiàng)目管理者的直接責(zé)任，但作為項(xiàng)目的管理者，必須充分意識到這方面的管理要求對完成項(xiàng)目的保證作用。 與溝通管理密切相關(guān) Organizational Planning Identifying， documenting， assigning roles， responsibilities， reporting relationships RAM RAEW 團(tuán)隊(duì)能力組合 Staff Acquisition 與職能部門或其他項(xiàng)目的經(jīng)理談判 預(yù)先指定的 從外部獲得（采購） Team Development Both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team. Project Communications Management 典型的項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通 Communications Planning Communications Distribution Performance Reporting Administrative Closure 溝通的規(guī)模 項(xiàng)目經(jīng)理的基本職責(zé) Planning Organizing Leadership Control 項(xiàng)目經(jīng)理有75% - 90%的時(shí)間用于溝通 項(xiàng)目經(jīng)理權(quán)威的來源 正式任命 獎勵(lì) 懲罰 專業(yè)能力 人格魅力 X - Y 理論 X理論：認(rèn)為一般情況下工人都是懶惰的，需要監(jiān)管 Y理論：假設(shè)工人們不受到監(jiān)管時(shí)也都愿意工作 Conflict Management Withdrawing Lose-lose Smoothing Lose-lose Compromising Lose-lose Problem Solving win-win Forcing win-lose Performance Reporting Status reporting Progress reporting Forecasting Performance Reporting BCWS: Budgeted Cost of Work Scheduled ACWP: Actual Cost of Work Performed BCWP(EV): Budgeted Cost of Work Performed CV: Cost Variance CV = BCWP - ACWP SV: Schedule Variance SV = BCWP - BCWS CPI: Cost Performance Index CPI = BCWP / ACWP Performance Reporting BAC: Budgeted At Completion EAC: Estimated At Completion Actuals-to-date + Remaining Budget / CPI Actuals-to-date + New estimate Actuals-to-date + Remaining Budget (Remaining Budget = BAC - EV) Variance At Completion VAC = BAC - EAC Performance Management 通過持續(xù)的溝通，發(fā)現(xiàn)問題并解決問題，不斷提高績效 Project Risk Management 貫穿在整個(gè)項(xiàng)目過程中 包括內(nèi)部風(fēng)險(xiǎn)和外部風(fēng)險(xiǎn) 同時(shí)意味著威脅和機(jī)會 充分考慮成本因素 Concepts Risk Management Planning Risk Management Plan Methodology Roles and Responsibilities Budgeting Timing Scoring and interpretation Thresholds Reporting formats Tracking Risk Identification Typical project risk: promotion， market， political， technical， financing， environmental， construction(cost， schedule)， operating， organizational， integration， force majeure. Risk Identification Outputs Outputs: Risks (events & conditions) Triggers (symptoms) Inputs to other processes Qualitative Risk Analysis Determine the importance P - I Matrix Risk probability Risk consequences Project assumptions testing assumption stability consequences Quantitative Risk Analysis Sensitivity analysis Decision Tree analysis Probability distribution Beta distribution Triangular distribution Monte Carlo simulation Quantitative Risk Analysis Risk = Probability X Magnitude Contegency = magnitude(provision) or Risk(P*M) Expected Value(EV) =  PiMi Pi = 1，I = 1 … n Risk Response Development Avoidance Transference Mitigation Acceptance Risk Monitoring and Control 保證風(fēng)險(xiǎn)管理計(jì)劃的執(zhí)行 隨時(shí)注意計(jì)劃中的風(fēng)險(xiǎn)的征兆 隨時(shí)注意計(jì)劃外的風(fēng)險(xiǎn)的可能 Procurement Planning Make - or - Buy analysis Contract type selection Fixed price or lump sum contract Cost reimbursable contract Unit price contract Statement Of Work （SOW） Solicitation Planning Outputs: Procurement documents（RFP） Evaluation criteria Potential sellers SOW updates 常見評價(jià)條件 Understanding of need overall or life-cycle cost technical capability management approach financial capacity Solicitation & Source Selection 由賣方提交建議書 必要條件篩選 加權(quán)打分 Contract Administration & Close-out Contract change control system Performance reporting Payment system Procurement audits 招標(biāo)過程舉例 項(xiàng)目管理過程 總結(jié) 所有的管理方法始終以實(shí)現(xiàn)目標(biāo)為目的 同時(shí)關(guān)注產(chǎn)品管理和項(xiàng)目管理 項(xiàng)目管理首先是科學(xué)，同時(shí)也是藝術(shù) 項(xiàng)目管理體系需要與外部條件相結(jié)合 項(xiàng)目是一個(gè)整體，項(xiàng)目管理是綜合的 項(xiàng)目經(jīng)理責(zé)任重大 項(xiàng)目管理網(wǎng)站 http://www.pmi.org http://www.cpmi.org.cn PROJECT軟件入門 自測題82d紅軟基地

項(xiàng)目管理報(bào)告PPT：這是項(xiàng)目管理報(bào)告PPT，包括了項(xiàng)目組織管理體系，項(xiàng)目質(zhì)量管理，項(xiàng)目環(huán)境健康安全管理，項(xiàng)目進(jìn)度管理，項(xiàng)目采購管理，潔凈室施工管理，主要施工技術(shù)方案等內(nèi)容，歡迎點(diǎn)擊下載。

項(xiàng)目管理工具ppt：這是項(xiàng)目管理工具ppt，包括了項(xiàng)目分解方法，里程碑計(jì)劃編制方法，甘特圖計(jì)劃編制方法，網(wǎng)絡(luò)計(jì)劃技術(shù)，網(wǎng)絡(luò)計(jì)劃優(yōu)化技術(shù)，流水作業(yè)組織方式，掙值分析方法，S形曲線分析方法，切割線分析方法等內(nèi)容，歡迎點(diǎn)擊下載。

文化項(xiàng)目管理ppt：這是文化項(xiàng)目管理ppt，包括了項(xiàng)目管理的基本理論，文化產(chǎn)業(yè)項(xiàng)目的運(yùn)作與管理特點(diǎn)，一般項(xiàng)目經(jīng)理的能力要求，文化產(chǎn)業(yè)項(xiàng)目宏觀環(huán)境分析等內(nèi)容，歡迎點(diǎn)擊下載。