《华中科技大学《项目管理》》由会员分享，可在线阅读，更多相关《华中科技大学《项目管理》（43页珍藏版）》请在金锄头文库上搜索。
1、Chapter 2: The Project Management Context and Processes*1Objectives nUnderstand the systems view of project management nExplain the four general phases in the project life cyclenExplain the differences among functional, matrix, and project organizational structuresnExplain why top management commitm
2、ent to project management is critical for a projects successnList important skills and attributes of a good project managernBriefly describe the five process groups of project managementnSee how the project process groups relate to project management knowledge areasDate2Chapter Outline nA Systems Vi
3、ew of Project ManagementnProject Phases and the Project Life CyclenProduct Life CyclesnThe Importance of Project Phases and Management ReviewsnUnderstanding OrganizationsnOrganizational StructuresnStakeholder ManagementnTop Management CommitmentnSuggested Skills for a Project ManagernProject Managem
4、ent Process GroupsDate32.1 A Systems View of Project Management*4Projects Cannot Be Run In IsolationnProjects must operate in a broad organizational environmentnProject managers need to take a holistic or systems view of a project and understand how it is situated within the larger organizationnIn t
5、he 1950s, A systems approachsystems approach applied to management and problem solvingDate5A Systems View of Project ManagementnThree parts include:n nSystems philosophy:Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purposen nSystems
6、 analysis:Systems analysis: Use a problem-solving approachn nSystems management:Systems management: Address business, technological, and organizational issues before making changes to systems Example:Three Gorges ProjectExample:Three Gorges Project Date62.2 Project Phases and the Project Life Cycle*
7、7Project Phases and the Project Life CyclenA project life cycleproject life cycle is a collection of project phasesn nProject phasesProject phases vary by project or industry, but some general phases includenconceptndevelopmentnimplementationnClose-outDate8Phases of the Project Life CycleDate9The ty
8、pical 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
9、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 Date10Product Life Cyclesn nProducts also have life cyclesProducts also have life cyclesn nThe Systems Development Life CycleThe Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information s
10、ystemsnTypical SDLC phases include planning, analysisplanning, analysis，designdesign， implementationimplementation，and supportsupportDate11Sample SDLC Modelsn nWaterfall model:Waterfall model: has well-defined, linear stages of systems development and supportn nSpiral model:Spiral model: shows that
11、software is developed using an iterative or spiral approach rather than a linear approachn nIncremental release model:Incremental release model: provides for progressive development of operational softwaren nPrototyping model:Prototyping model: used for developing prototypes to clarify user requirem
12、entsDate12Spiral Model of Software Development (Boehm, 1988)Date13Distinguishing Project Life Cycles and Product Life CyclesnThe project life cycleproject life cycle applies to all projects, regardless of the products being producedn nProduct life cycleProduct life cycle models vary considerably bas
13、ed on the nature of the productnMost large IT projects are developed as a series of projectsnProject management is done in almost all in almost all of theof the product life cycle phases*product life cycle phases*Example:SDLCIT Product life cycle*Example:SDLCIT Product life cycleDate14Example:New Pr
14、oductsnA-Pre-projectnB-Concept and initiatenC-Market Survey and R but as he said, he could recognize a dead horse before it started to smell.as a result he had 14,000 patents and was very successfulIn IT we ride dead horses In IT we ride dead horsesfailing projectsfailing projectsa long a long time
15、before we give up. But what we are seeing now is that time before we give up. But what we are seeing now is that we are able to get off themwe are able to get off them; able to reduce cost overrun and time overrun. Thats where the major impact came on the success rate.”Cabanis, Jeannette, “A Major I
16、mpact: The Standish Groups Jim Johnson On Project Management and IT Project Success,“ PM Network, PMI, September 1998, p. 7Date172.3 Understanding Organizations*181.Organization Structuren3 basic organization structuresnfunctionalnprojectnMatrixnWeek MatrixnBalanced MatrixnStrong MatrixDate19Functional, Project, and Matrix Organizational StructuresprogramprogramprojectprojectDate20Organization Structure I
