华中科技大学：《项目管理》Chapter 2: The Project Management Context and Processes

Chapter 2. The Project management Context and←*,+ ★★ Processes ★ 2021/2/21 IP

2021/2/21 1 Chapter 2: The Project Management Context and Processes

Obiectives Understand the systems view of project management Explain the four general phases in the project life cycle Explain the differences among functional, matrix, and project organizational structures Explain why top management commitment to project management is critical for a projects success List important skills and attributes of a good project manager Briefly describe the five process groups of project management See how the project process groups relate to project management knowledge areas 2021/2/21 IP

2021/2/21 2 Objectives ◼ Understand the systems view of project management ◼ Explain the four general phases in the project life cycle ◼ Explain the differences among functional, matrix, and project organizational structures ◼ Explain why top management commitment to project management is critical for a project’s success ◼ List important skills and attributes of a good project manager ◼ Briefly describe the five process groups of project management ◼ See how the project process groups relate to project management knowledge areas

Chapter Outline A Systems View of Project Management Project Phases and the project life cvcle ■ Product Life Cycles The Importance of Proiect Phases and Management Reviews Understanding organizations Organizational Structures Stakeholder Management a Top Management Commitment u Suggested Skills for a Proiect Manager Project Management Process Groups 2021/2/21 IP

2021/2/21 3 Chapter Outline ◼ A Systems View of Project Management ◼ Project Phases and the Project Life Cycle ◼ Product Life Cycles ◼ The Importance of Project Phases and Management Reviews ◼ Understanding Organizations ◼ Organizational Structures ◼ Stakeholder Management ◼ Top Management Commitment ◼ Suggested Skills for a Project Manager ◼ Project Management Process Groups

2. 1 A Systems view of project Management 2021/2/21 IP

2021/2/21 4 2.1 A Systems View of Project Management

Projects cannot be run In Isolation a Projects must operate in a broad organizational environment Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization In the 1950s, a systems approach applied to management and problem SO/ing 2021/2/21 IP

2021/2/21 5 Projects Cannot Be Run In Isolation ◼ Projects must operate in a broad organizational environment ◼ Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization ◼ In the 1950s, A systems approach applied to management and problem solving

A Systems view of Project Management Three parts include Systems philosophy: view things as systems, interacting components working within an environment to fulfill some purpose a Systems analysis: Use a problem-solving approach Systems management: Address business, technological and organizational issues before making changes to systems Example: Three Gorges Project 2021/2/21 IP

2021/2/21 6 A Systems View of Project Management ◼ Three parts include: ◼ Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purpose ◼ Systems analysis: Use a problem-solving approach ◼ Systems management: Address business, technological, and organizational issues before making changes to systems Example:Three Gorges Project

2.2 Project Phases and the Project Life Cycle 2021/2/21 IP

2021/2/21 7 2.2 Project Phases and the Project Life Cycle

Project Phases and the project Life Cycle -a project life cycle is a collection of project phases a Project phases vary by project or industry, but some general phases nclude concept development implementation Close-out 2021/2/21 IP

2021/2/21 8 Project Phases and the Project Life Cycle ◼ A project life cycle is a collection of project phases ◼ Project phases vary by project or industry, but some general phases include ◼ concept ◼ development ◼ implementation ◼ Close-out

Phases of the project Life cycle Project Feasibility Project Acquisition Concept-Development- Implementation_Close-out Management Project plan Last work package Completed work plan Sample deliverables Preliminary Budgetary cost Definitive cost Lessons learned for each cost estimate estimate estimate pnase 3-level Wbs 6+-level WBS Performance Customer reports acceptance 2021/2/21 IP

2021/2/21 9 Phases of the Project Life Cycle

The typical activities in every Phases of the Project life cycle 阶段 概念 开发 执行 收尾 成本成员配置5% 0% 60% 15% 收集数据 指定关键人员 建立 产品最终审查 识别需求 建立范围基准线 组 接收 每阶段完成建立 最终产品 通 结算 的典型活动 目标和目的质量目标 激励团队工作 转交产品责任 □可行性 资源 细化技术要求 评估 干系人 活动 建立 「风险水平 工作包 战略 预算现金流 信息控制系统 可能 WBS 采购货物和服务 舌计资源 「程序与政策执行工作包 交付成果识别方案 评估风险 指导/监视预测/控制结果文档化 提交建议书 确认验证 -范围 重新分配资源 得到下一阶段的批批准继续进行 时间 「蹑目章程 提交项目概要 -质量 成本 解决问题 2021/2/21 IP

2021/2/21 10 The typical activities in every Phases of the Project Life Cycle 收集数据 阶段 概念 开发 执行 收尾 成本成员配置 水平 5% 20% 60% 15% 每一阶段完成 的典型活动 指定关键人员 建立: 产品最终审查 识别需求 建立范围基准线: --组织 接收 建立: 最终产品 --沟通 结算 目标和目的 质量目标 激励团队工作 转交产品责任 可行性 资源 细化技术要求 评估 干系人 活动 建立: 风险水平 总计划 --工作包 战略 预算,现金流 --信息控制系统 可能的团队 WBS 采购货物和服务 估计资源 程序与政策 执行工作包 交付成果 识别方案 评估风险 指导/监视/预测/控制 结果文档化 提交建议书 确认验证 --范围 重新分配资源 得 到下 一 阶 段的 批 准 批准继续进行 --时间 项目章程 提交项目概要 --质量 --成本 解决问题