Project Schedule 项目进度表
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Transcript Project Schedule 项目进度表
Topic 8 :
Project Management
第八讲:项目管理
Peter Sidorko and Mike Robinson
Goals
目标
Provide an overview of
Project Management
概述项目管理
Become familiar with
key project deliverables
熟悉主要的项
目交付物
Practice developing a
project schedule
练习制订项目
进度表
2
Objectives of Project Management
项目管理的目标
Better skills in managing
projects
提高项目管理技巧
Develop realistic timelines
制定实际进程
Manage expectations
管理可预测的事情
Avoid problems with
mismanaged projects
Better delegation of
responsibilities
避免因项目管理不当
而产生问题
更有效地授予责任
Project characteristics
项目特色
A task of finite duration
Not a permanent
activity
Produces a new product,
service or other result.
有限时间内的任务
并非永久活动
制造新产品,新服务或
其它成果.
Project Definition
项目的定义
Defined beginning and
end
设定起始及终结
One time effort
一次性工作
Produces an identifiable,
measurable, unique
product, service, result
产出一项可识别、可
量度、独一无二的产
品、服务或结果
Project team works
together for length of
project
项目进行阶段,全组
并坚作战。
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Project Triggers
项目触发因素
Market driven needs
市场需要
Organizational needs
组织需要
Customer needs
顾客需要
Technological advances
科技进展
Legal requirements
法律要求
6
Benefits of Project Management
项目管理的好处
Improves ability to deliver
project on-time, on-budget
提升准时而不失预算地
交付项目结果的能力
Provides a methodology to
follow
提供一个可遵循的方法
Ensures common
understanding of project
needs & deliverables
确保对项目的需求及交
付物有所共识
提高生产力
确保对项目及产品的需
要有足够的沟通
提升质量
管理风险
Improves productivity
Ensures communication of
project and product needs
Improves quality
Manages risk
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Benefits of Project Management
项目管理的好处
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
Benefits of Project Management
项目管理的好处
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
Key Project Deliverables
主要项目交付物
1.
Project Charter
1.
项目章程
2.
Scope Statement
2.
范围陈述
3.
Change Control
3.
转变控制
4.
Project Schedule
4.
项目进度表
5.
Status Report
5.
状况报告
6.
Communication Plan
6.
沟通计划
7.
Risk Analysis & Plan
7.
风险分析及计划
10
Developing the Project Schedule
编制项目进度表
Step 1 :
Develop a WBS (Work
Breakdown Structure)
Step 2 :
Define the activities
Step 3 :
Develop a milestone list
Step 4 :
Put the activities in order
Step 5 :
Estimate duration and work
Step 6 :
Assign people to activities
步骤一 :编制工作分解结构
步骤二 :設定各项活动
步骤三 :列出项目里程碑
步骤四 :将各项活动排序
步骤五:估计历时及工作
步骤六 :分派人手予各项工作
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Project Schedule 项目进度表
Step 1 : Develop a Work Breakdown Structure
步骤一 :编制工作分解结构
Divides work into smaller tasks
that can be defined, estimated,
and tracked
细分工作成明确、可估计及
跟进的任务
Decompose tasks until each has
known qualities:
分解各任务直至其特质可明
确了解
◦
Each task has a
deliverable
◦
Can be assigned to a
person
◦ 可分派给某人员
◦
Start and end dates
can be identified
◦ 起始及结束日可订明
◦
Duration is reasonable
(two weeks or less)
Work not defined in WBS is
outside project scope
◦ 所有任务均有一交付物
◦ 持续时间合理 ( ≤ 2星期)
没有設定在工作分解结构内
的工作均不属项目范围
12
Work Breakdown Structure for the recruitment
of a new person to fill a vacant post
http://www.spottydog.u-net.com/guides/faq/faq.html
Project Schedule 项目进度表
Step 2 : Define the Activities
步骤二 :确定各项活动
Use WBS to create a
complete list of activities for
the project
运用工作分解结构编制一
完整的项目活动清单
These activities will be added
to the MS Project schedule
这些活动会列入微软项目
进度表
Describe the work required
for each activity. Include
related information:
描述各项活动所需的工作,
包括相关的信息
◦
前置任务
◦
资源要求
◦
Predecessors
◦
Resource requirements
◦
Date requirements
◦
日期要求
◦
Constraints and
assumptions
◦
约束条件及假设条件
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Project Schedule 项目进度表
Step 3 : Develop a Milestone List
步骤三 :列出项目里程碑
Identifies all milestones in
the project
列出所有项目里程碑
Good communication tool
at executive level
行政人员的良好沟通工具
里程碑实例:
Milestone Examples:
◦
Make-or-Buy decision
◦
Approval by upper
management
◦
End of a project phase
◦
Equipment delivery
date
Each milestone is placed
in the project schedule
◦
外购或自制决策
◦
上级批核
◦
项目某阶段的终结点
◦
设备交付日期
所有里程碑均显示在项目进
度表上
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Project Schedule 项目进度表
Step 4:Put the Activities in Order
步骤四:将各项活动排序
Determine logical
relationships between
activities
推定各项活动间的逻辑
关系
◦
哪些活动必须等到
前一项完成后才开
始?
◦ What activities can
start at the same time?
◦
哪些活动可同时开
始?
◦ What activities must
finish at the same time?
◦
哪些活动必须同时
完成?
◦ Lag time needed?
◦
是否需要相隔时间?
◦ What activities must
wait until an earlier task
is completed?
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Project Schedule 项目进度表
Step 5 – Estimate Duration and Work
步骤五:估计历时及工作
Determine resources
needed for each activity
决定各活动所需资源
Estimate the duration
and work for each
activity
估计各活动的历时及
工作
Document assumptions
made while estimating
duration and work
估计历时及工作的同
时为项目假设前提建
檔
17
Developing the Project Schedule
编制项目进度表
Step 1 – Develop a WBS (Work
步骤一 :编制工作分解结构
Breakdown Structure)
Step 2 – Define the activities
步骤二 :設定各项活动
Step 3 – Develop a milestone list
步骤三 :列出项目里程碑
Step 4 – Put the activities in
order
步骤四 :将各项活动排序
Step 5 – Estimate duration and
work
步骤五 :估计历时及工作
Step 6 – Assign people to
activities
步骤六 : 分派人手予各项工作
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Typical Problem Issues in PM
項目管理的典型問題
Communication, communication,
communication
◦ 频率
◦ Frequency
◦ Quality
Defined expectations
Ill defined responsibilities
沟通、沟通、沟通
◦ 质量
明确的期望
职责模糊
清楚的角色
实际时间表
Defined roles
Realistic timelines
Experience
经验
Sustained interest
持久利益
Project Management Steps
Business
Case
Concept Plan
Design Development
Construction
Testing & Commissioning
Opening & Operating
Evaluation
Business Case – Proposal
Stating the current problem and why it needs to
be addressed
What are the drivers for change?
Identifying end-user needs
Stating the benefits of the solution – who
benefits, how?
Support your proposal with evidence (data,
anecdotal etc)
What are the deliverables?
What other changes / innovations will occur as a
result of this development?
Costing and timelines…
Concept Plan
Identifying functions & typologies
What will take place in this area?
Establishing logical and systemic
relationships
Site visits, desk research and other
references (eg; websites)
Involving users and other stakeholders
Imagine the future!!
Don’t lose sight of the basics!!
Concept Design
Design Development
Formulating a design brief
Describing functions and quantifying
requirements (eg; space, people, IT etc)
Test assumptions with all stakeholders
Use images to stimulate discussion
Use of design to create appealing, intuitive spaces,
and to separate different functions
Macro and micro design – space, furniture,
colour etc.
Reality check (usually on cost) and design
compromises
Design development is a reiterative process
Allow time for the design to mature
Design Development
Construction
Develop a detailed project schedule
Awareness of the critical path, order and prerequisites for project takes
Decommissioning and clearance of site
Re-location and accommodation of collections,
facilities, services and people
Communications with stakeholders – warnings,
explanations, plans, location of alternatives
Monitor progress, anticipate delays, manage risk
Library and non-Library responsibilities
Testing, Commissioning, Opening
Building & Library systems testing
Identify and note building defects
Formal handover and site access
Soft or staggered opening(s) to bed down
operations and identify problems
Building works involve change management
(eg; with staff)
Evaluation through feedback from students,
stakeholders, success stories, usage data
Mainstreamed into Library activities
Project management exercise…