项目管理英文版2课件

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1、The Resources of the MaterialsvThe main content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK).vThe copyright belongs to the Project Management Institute.vIts website is www.pmi.org1. The history of project managementvThere are three different timesOld times-before 1940sTradit

2、ional times-1940s-1980sModern times-1980s till nowvThere are two main association:PMI-Project Management InstituteIPMA-International Project Management Association, before called Internet.Chapter 1 Introduction2. Modern Project ManagementvThere are two characteristics for MPMEnlarged management area

3、-from 3 to 9 areasExpended to all projects not only the construction and engineering projects.vBecome a discipline of ManagementOperation or routine managementProject and program management Chapter 1 Introduction3. The importance of learning MPMvAll things start with project and then may or may not

4、transit into operations.vThe project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects. vThe top management should deal with exceptions and that need PMP.Chapter 1 IntroductionChapter 1 Introduction4. The Definition of Pr

5、ojectvProject temporary endeavor undertaken to create a unique product or servicevHas a definite beginning and end and interrelated activitiesvUnder the restriction of resourcesvFor some purpose of a organization or even a person.5. Typical ProjectsvR & D projectsvBPR and ReorganizationvInformation

6、system integration vConstruction and EngineeringvScientific research and Dissertation vOlympic Games and other sports gamesvEvery kind shows and performanceChapter 1 IntroductionChapter 1 Introduction6. The Characteristics of a ProjectvProducts or Service are unique characteristics are progressively

7、 elaboratedProgressively: proceeding in stepsElaborated: worked with care and detailvThe work is temporary. Time limited There are resource restriction.7. The Definition of Project Management vProject Management is the overall planning, control and coordination of project from inception to completio

8、n. v Project Management focus on completing project on-time, within the allotted budget and defined scope, and satisfying the required quality standard.Chapter 1 - IntroductionChapter 1 - Introduction8. The Methods and Tools of PM vProject Management should apply of knowledge, skills, tools and tech

9、niques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing and integrating the following:Scope, time, cost, and qualityStakeholders expectationsRequirements (needs) vs. unidentified requirements (expectations)Chapter 1 - Introduction9.

10、 The difference between Program and ProjectvPrograms adopt new set of objectives and continue to work; Projects cease when declared objectives have been attainedvPrograms are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individuallyvMost

11、 programs have elements of ongoing operationsSeries of repetitive or cyclical undertakingsvProjects is no ongoing operation, are often divided into “subprojects” for more manageabilityOften contracted out to external organizations10. Project Management Body of KnowledgeProject integration management

12、Project scope managementProject time managementProject cost management Project quality managementProject human resource managementProject communication managementProject risk managementProject procurement managementAll these make up a knowledge system of PMChapter 1 - IntroductionProject Cost Manage

13、ment, Project Time Management,Project Quality Management Project Risk ManagementProject Communication ManagementProject Procurement ManagementProject Integration ManagementProject Human Resource ManagementProject Scope ManagementThe System of PMBOK General management knowledge and practices Applicat

14、ion area knowledge and practices Generally accepted PM knowledge and practices PMBOKThe relationship of the knowledgeChapter 2 Project Management Context1. Project Life CyclevProject Life Cycle defines or tells:The phases of the project (time)The work performed in each phase (work)The input and outp

15、ut of each phase (result)The milestone of each phase (end sign)vCommon Characteristics of Project Life Cycles:Cost and Staffing levels are low at start and move higher towards the endProbability of successfully completing project is low at beginning, higher towards the end as project continuesStakeh

16、older influence is high at the beginning and progressively lowers as project continuesPhase 1Phase 2Phase 3Phase 4Project ”go” decisionMajor contract let Installation substantially complete Full operationFeasibility studysuggestion feasibility pre-designapprove Planning & Designtech-designcost estim

17、ateschedulingcontractingplan detailsExecutionfabricationconstructioninstallationtrialTurnover final testingmaintenance Percentage Complete 100%Project Life Cycle of DOD of USA for Acquisition Milestone 2Development ApprovalMilestone 0Concept Study ApprovalMilestone 1ConceptDemonstration Approval Mil

18、estone 3Production Approval Milestone 4Major Modification Approvals Concept Exploration and DefinitionDemons-tration and ValidationEngineering and Manufacturing DevelopmentProduction andDevelopmentOperation and Supporting Determi-nation of the Mission NeedPhase 1Phase 0Phase 2Phase 3Phase 4Chapter 2

19、 Project Management Context2. Phases of a ProjectvProject Phases are marked by the completion of a deliverableTangible, verifiable work productReview of deliverables and approval/denial are “phase exits, stage gates, or kill points”vPhases are collected into the Project Life CycleSet of defined work

20、 procedures to establish management controlChapter 2 Project Management Context 3. Stakeholders of projectsvStakeholders: individuals and organizations who are actively involved in the projectOften have conflicting expectations and objectivesIn general, differences should be resolved in favor of the

21、 customer individual(s) or organization(s) that will use the outcome of the projectStakeholder management is a proactive taskvProject Mangers must determine all stakeholders and incorporate their needs into the projectChapter 2 Project Management Context 3. Stakeholders of projectsvStakeholders are:

22、Owners SponsorCustomersEnd UserContractor (Performing Organizations) Supplier Project ManagersProject TeamsSociety and CitizensOthers: government agent and so onOwnersProject ManagerSupplierEnd UserCustomerSponsorSociety,CitizensProject TeamsOthers The relationship of stakeholders of projects4. The

23、Hierarchy of Project Organization ManagementChapter 2 Project Management ContextStakeholders ManagementPerforming Org. Mana.Project Team Mana.Project Manager Chapter 2 Project Management Context5. Organizational SystemsvThe organizational system of Performing Organization is an very important enviro

24、nment factor for a project. vProject based vs. Non-Project BasedProject Based derive revenues from performing projects for others (consultants, contractors), “management by projects”Non-Project Based seldom have management systems designed to support project needs (manufacturing, financial services)

25、Chapter 2 Project Management Context5. Organizational SystemsvOrganizational Cultures and Styles: Entrepreneurial firms more likely to adopt highly participative Project Manager accept higher risk/rewardHierarchical firms less likely to adopt participative Project Manager take fewer risksChapter 2 P

26、roject Management Context6. Organizational StructuresvFunctional OrganizationMore emphasis on functions, Specialists1 supervisor No career path in PMvProjectized OrganizationEfficient Organization Lack of ProfessionalismEffective Communication, Duplication of functionsvMatrix OrganizationVisible Obj

27、ectives PM Control More than 1 boss, Potential for conflict More support More complex to controlTough resource allocation,Information distribution Coordination Policies & ProceduresSTAFFSTAFFSTAFF PLine DepartmentLine DepartmentChief ExecutiveFunctionalManager Line Depart.DirectorFunctionalManagerST

28、AFFSTAFF PSTAFF PSTAFF PSTAFFSTAFF PSTAFFSTAFF PSTAFF PProject CoordinationFunctional and Liner OrganizationSTAFFSTAFFSTAFFSTAFFChief ExecutiveProject ManagerFunctionalManagerProject ManagerProject ManagerSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFSTAFFProject CoordinationProjectized Org

29、anizationChief ExecutiveLine DepartmentLine Depart.DirectorLine DepartmentFunctionalManagerFunctionalManagerFunctionalManagerProject ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PProject CoordinationMatrix OrganizationFunctionalManagerLine Depart

30、.DirectorLine DepartmentLine DepartmentFunctionalManagerSTAFF PChief ExecutiveComposite OrganizationFunctionalManagerManager of Project Managers Project ManagerProject ManagerProject ManagerSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PSTAFF PProject CoordinationProject CoordinationChapter 2 Proj

31、ect Management Context7. Project Management SkillsvGeneral Business Management (consistently producing results expected by stakeholders)vLeading (establishing direction, aligning resources, motivating)vCommunicating (clear, unambiguous, and complete)vNegotiating (conferring with others to reach an a

32、greement)vProblem Solving (definition and decision making)Distinguish causes and symptomsIdentify viable solutionsvInfluencing Organization (understanding power and politics)Chapter 2 Project Management Context8. Socioeconomic InfluencesvStandards document approved that provides common, repeated use

33、, rules and guidelinesvRegulations document that identifies products, services or characteristicsStandards often become actual regulationsvInternationalizationvCultural InfluencesChapter 3 Project Management ProcessesvProject Management requires active management of Project ProcessesSeries of action

34、s that achieve a resultProject Management ProcessesvDescribing and organizing the workProduct-Oriented ProcessesvSpecifying and creating the product1. The Processes of Project Life CyclevProduction oriented processvManagement oriented process vTotal Project Life CycleProduction oriented processManag

35、ement oriented processTurnoverProject life cycle including the operation phasesGeneral project LCOperation phasesChapter 3 Project Management ProcessesChapter 3 Project Management Processes2. Management Process Groups:vInitiating processes: recognizing a project or phase should beginvPlanning proces

36、ses: devising and maintaining a workable planvExecuting processes: coordinating resources to execute the planvControlling processes: ensuring project objectives are met; monitoring, correcting and measuring progressvClosing processes: formalized acceptanceChapter 3 Project Management Processes3. The

37、 Relationship of Process GroupsvProcess Groups are linked by the results each producesvProcess Groups are overlapping activities with various levels of intensityvProcess Group interactions cross phases “rolling wave planning”vIndividual processes have inputs, tools and techniques, and outputs (deliv

38、erables)Links Among Process Groups in a PhaseClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesChapter 3 Project Management ProcessesClosing ProcessesControlling ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesClosing ProcessesControllin

39、g ProcessesExecuting ProcessesPlanning ProcessesInitiating ProcessesDesign PhaseImplementation PhaseInteraction between Phases of a projectChapter 3 Project Management Processes控制过程Planning ProcessExecuting ProcessClosing ProcessInitiating ProcessLevel of ActivityPhase StartPhase FinishOverlap of Pr

40、ocess Groups in a Phase of a projectControlling ProcessChapter 3 Project Management ProcessesChapter 3 Project Management Processes 4. The Initiating ProcessesvCommitting the organization to begin a project or a phase of a project Decision, Initiation, High-level planning, Charter Making5. Planning

41、ProcessesvCore PlanningScope Planning written statementScope Definition subdividing major deliverables into more manageable unitsActivity Definition determine specific tasks needed to produce project deliverablesActivity Sequencing plotting dependencies Activity Duration Estimating determine amount

42、of work needed to complete the activities (continued)Chapter 3 Project Management ProcessesChapter 3 Project Management Processes5. Planning ProcessesvCore PlanningSchedule Development analyze activity sequences, duration, and resource requirementsResource Planning identify what and how many resourc

43、es are needed to perform the activitiesCost Estimating develop resource and total project costsCost Budgeting allocating project estimates to individual work itemsProject Plan Development taking results from other planning processes into a collective documentChapter 3 Project Management Processes5.

44、Planning ProcessesvFacilitating (Planning) ProcessesQuality Planning standards that are relevant to the project and determining how to meet standardsOrganizational Planning identify, document, and assigning project roles and responsibilitiesStaff Acquisition obtaining the human resourcesCommunicatio

45、ns Planning determining rules and reporting methods to stakeholders(continued)Chapter 3 Project Management Processes5. Planning ProcessesvFacilitating (Planning) ProcessesRisk Identification determining what is likely to affect the project and documenting these risksRisk Quantification evaluating ri

46、sks and interactions to access the possible project outcomesRisk Response Development defining enhancement steps and change control measuresProcurement Planning determining what to buy and whenSolicitation Planning documenting product requirements and identifying possible sourcesChapter 3 Project Ma

47、nagement Processes5. Planning ProcessesvThe order of planning events :Scope StatementCreate Project TeamWork Breakdown StructureWBS dictionaryFinalize the teamNetwork DiagramEstimate Time and CostCritical PathScheduleBudget (continued)5. Planning ProcessesvThe order of planning events (continued)Pro

48、curement PlanQuality PlanRisk Identification, quantification and response developmentChange Control PlanCommunication PlanManagement PlanFinal Project PlanProject Plan ApprovalKick offChapter 3 Project Management ProcessesChapter 3 Project Management Processes6. Executing ProcessesProject Plan Execu

49、tion performing the activitiesComplete Work PackagesInformation DistributionScope Verification acceptance of project scopeQuality Assurance evaluating overall project performance on a regular basis; meeting standardsTeam Development developing team and individual skill sets to enhance the projectPro

50、gress Meetings(continued)Chapter 3 Project Management Processes6. Executing ProcessesInformation Distribution making project information available in a timely mannerSolicitation obtaining quotes, bids, order, proposals as appropriateSource Selection chooseing appropriate suppliersContract Administra

51、tion managing vendor relationshipsChapter 3 Project Management Processes7. Controlling Processes vTo regularly measure project performance and to adjust project planvTake preventive actions in anticipation of possible problemsOverall Change Control coordinating changes across the entire project plan

52、Scope Change Control controlling “scope creep”Schedule Control adjusting time and project schedule of activities(continued)Chapter 3 Project Management Processes7. Controlling ProcessesCost Control managing project budgetQuality Control monitoring standards and specific project results; eliminating

53、causes of unsatisfactory performancePerformance Reporting status, forecasting, and progress reporting scheduleRisk Response Control responding to changes in risk during the duration of the projectChapter 3 Project Management Processes8. Closing ProcessesvAdministrative Closure generating necessary i

54、nformation to formally recognize phase or project completionvContract Close-out completion and delivery of project deliverables and resolving open issuesvProcurement AuditsvProduct VerificationvFormal AcceptancevLessons LearnedvUpdate RecordsvArchive RecordsvRelease TeamChapter 3 Project Management

55、Processes9. The Skills for Process of GroupsInfluencing the organizationLeadingProblem SolvingNegotiatingCommunicatingMeetingsProject Selection TechniquesvComparative Approach (similar projects)vConstrained Optimization (mathematical approach) Chapter 3 Project Management Processes10. Customizing Pr

56、ocess Integration vNot all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. vKey aspect of scope verification is customer acceptancevRemember that only 26 % of projects are succeed1. Project Scope ManagementIt is the processes required to e

57、nsure that the project includes all, and only, work requiredIt is used to define what “is/is not” included in the projectThe project scope shows the work that must be done and measured against project planThe product scope defines features and functions included in the product or service, and that i

58、s measured against requirementsIt is primarily concerned with defining and controlling what is or is not included in the project.Chapter 4 Project Scope Management1.Project Scope ManagementDefined project scopeOwners expectationActual resultChapter 4 Project Scope ManagementThe philosophy of project

59、 scope management 1. Project Scope Management vThere are 5 project scope management processes. They are:1. Initiation-committing the organization to begin the next phase of the project.2. Scope Planning-developing a written scope statement as the basis for future project decisions.3. Scope Definitio

60、n-subdividing the major project deliverables into smaller, more manageable components.4. Scope Verification-formalizing acceptance of the project scope.5. Scope Change Control-controlling changes to project scope. Chapter 4 Project Scope Management1. Project Scope Management vThese processes interac

61、t with each other and with the processes in the other knowledge areas as well. vEach process may involve effort from one or more individuals or groups of individuals based on the needs of the project. vEach process generally occurs at least once in every project phase.Chapter 4 Project Scope Managem

62、ent2. Initiation ProcessvA process of formally recognizing that a new project exists, or an existing project continue to next phasevIt involves feasibility study, preliminary plan, or equivalent analysisvAuthorized as a result of:Market Demand, Business Need;Customer Request, Technological Advance;L

63、egal Requirement or othersChapter 4 Project Scope Management2. Initiation ProcessvInputs:Product Description characteristics of the product/service that the project was to createvLess detail in early phases, more comprehensive in lattervInitial product description is usually provided by the buyerStr

64、ategic Plan supportive of the organizations goalsProject Selection Criteria defined in terms of the product and covers range of management concerns (finance, market)Historical Information results of previous project decisions and performance should be consideredChapter 4 Project Scope Management2. I

65、nitiation ProcessvTools & TechniquesProject Selection Methods:vBenefit measurement models comparative approaches, scoring models, economic modelsvConstrained operation models programming mathematicalvDecision models generalized and sophisticated techniquesExpert judgmentvBusiness Units with speciali

66、zed skillsvConsultantvProfessional and Technical AssociationsvDelphi TechniqueChapter 4 Project Scope Management2. Initiation ProcessvOutputs Project Charter formally recognizes project, created by senior manager, includes:vBusiness need/Business CasevProduct description & titlevSigned contractvProj

67、ect Manager Identification & Authority levelvSenior Management approvalvProjects Goals and Objectives vConstraints factors that limit project management teams optionsvAssumptions factors that are considered true for planning purposes. Involve a degree of risk (continued)Chapter 4 Project Scope Manag

68、ement3. Scope PlanningvScope Planning a process of developing a written statement as basis for future decisionsCriteria to determine if the project or phase is successfulvInputs:Product descriptionProject CharterConstraintsAssumptionsChapter 4 Project Scope Management3. Scope PlanningvTools & Techni

69、quesProduct Analysis - - developing a better understanding of the product of the projectCost/Benefit Analysis estimating tangible/intangible costs and returns of various project alternatives and using financial measures to assess desirabilityAlternatives Identification generate different approaches

70、to the project; “brainstorming” Expert JudgmentChapter 4 Project Scope Management3. Scope PlanningvOutputsScope Statement documented basis for making project decisions and confirming understanding among stakeholders. Includes:vProject justification evaluating future trade-offsvProject Product summar

71、y of project descriptionvProject Deliverables list of summary of delivery itemsvProject Objectives quantifiable criteria met for success. Supporting detail includes documentation of all assumptions and constraintsScope Management Plan how project scope is managed, change control procedure, expected

72、stability, change identification and classificationvControl what is/is not in the project; prevents delivering “extra” benefits to the customer that were not specified/requiredChapter 4 Project Scope Management4. Scope DefinitionSubdividing major deliverables into smaller, manageable componentsImpro

73、ve accuracy of cost, time, and resource estimatesDefine a baseline for performance measurementClear responsibility assignmentsCritical to project success reduces risk of higher cost, redundancy, time delays, and poor productivityDefines “what” you are doing; WBS is the toolChapter 4 Project Scope Ma

74、nagement4. Scope DefinitionvInputs:Scope StatementConstraints consider contractual provisionsAssumptionsOther Planning OutputsHistorical InformationChapter 4 Project Scope Management4. Scope DefinitionvTools & TechniquesWork Breakdown Structure TemplatesDecomposition vThe main works in scope definit

75、ionMajor project deliverables and management approachDecide cost and duration estimates Tangible and verifiable results to enable performance management, how the work will be accomplishedVerify correctness of decomposition-All items necessary and sufficient? Clearly and completely defined? Appropria

76、tely scheduled, budgeted, assigned?Chapter 4 Project Scope Management4. Scope Definition vOutputsWork Breakdown Structure (WBS) va deliverable-oriented grouping of project assignments that organizes and defines the scope of the project vEach descending level represents further detail; smaller and mo

77、re manageable piecesvEach item is assigned a unique identifier collectively known as “code of accounts”Work Breakdown Structure Dictionary (WBSD)vAll work element descriptions included in a WBSD (work, schedule and planning information) Other formats:Contractual WBS, Organizational (OBS) , Resource

78、(RBS) , Bill of Materials (BOM) , Project (PBS) similar to WBSChapter 4 Project Scope ManagementSoftware Development ProjectProject Management Product RequirementSystem DesignTraining and TransmittingConstruction& IntegrationTime qualityCost Owners Requir.End Users Requir.Analysis ResultLogic Sys De

79、signPhysic Sys designSystem DesignProg-rammingInteg-rating Testing User Docu-mentationTraining ProgramTransmittingProgramAn illustration of the WBS for a software development projectScope5. Scope Verification vInputsScope Definition Work Results WBS, WBSDProduct Documentation description available f

80、or review (requirements)vTools & TechniquesInspection measuring, examining, testing to determine if results conform to requirementsvOutputsFormal acceptance documentation identifying client and stakeholder approval, customer acceptance of effortsChapter 4 Project Scope Management6. Scope Change Cont

81、rolvInfluencing factors to ensure that changes are beneficialvDetermining scope change has occurredvManaging changes when they occurvThoroughly integrated with other control processesChapter 4 Project Scope Management6. Scope Change ControlvScope Change Control Inputs:Work Breakdown StructurePerform

82、ance Reports- issues reportedChange Requests expansion/shrink of scope derived from :vExternal events (government regulations)vScope definition errors of product or projectvValue adding change new technologyScope Management PlanChapter 4 Project Scope Management6. Scope Change ControlvScope Change C

83、ontrol Tools & TechniquesScope Change Control System defines procedures how scope change can occurvAll paperwork, tracking systems, approval levelsvIntegrated with overall change control proceduresPerformance Measurement determine what is causing variances and corrective actionsAdditional Planning C

84、hapter 4 Project Scope Management6. Scope Change ControlvScope Change Control Outputs:Scope Changes fed back through planning processes, revised WBSCorrective Actions Lessons Learned cause and reasoning for variances documented for historical purposesChapter 4 Project Scope ManagementChapter 5 Proje

85、ct Time Management1. Project Time ManagementvIt includes the processes required to ensure timely completion of the project. vThe major processes are:Activity Definition-identifying the specific activities that must be performed to produce project deliverables.Activity Sequencing-identifying and docu

86、menting interactivity dependencies.Activity Duration Estimating-estimating the work periods needed to complete individual activities.Schedule Development-analyzing activity sequences, durations,and resource requirements for the schedule.Schedule Control-controlling changes to the schedule.Activity D

87、efinitionidentifying the specific activitiesSchedule Developmentanalyzing sequences, durations,and resource requirementsActivity Duration Estimatingestimating work periods needed to complete individual activitiesActivity Sequencingidentifying and documenting interactivity dependenciesSchedule Contro

88、l-controlling changes to the scheduleWBSActivity Breakdown AnalysisActivity Sequencinginteractivity dependenciesCritical Path Analysisestimating work periods neededMeasures for time managementArrange activity time scheduleActual change control Change requirement control2. Activity DefinitionvIdentif

89、ying and documenting specific activities to produce project deliverables identified in the WBSvMust be defined to meet the project objectivesChapter 5 Project Time Management2. Activity DefinitionvInputsWBS primary inputScope Statement project justification & project objectivesHistorical Information

90、 ConstraintsAssumptions Chapter 5 Project Time Management2. Activity DefinitionvTools & TechniquesDecomposition outputs are expressed as activities rather than deliverablesTemplates reuse from previous projectsChapter 5 Project Time ManagementPlant construction projectConstruction M.Scope M.Time M.C

91、ost M.The illustration of activity definition of a construction project Design subprojectBuilding subprojectIntegration M.Construction workConstruction Installation Hand overSite preparing Design managementScope M.Time M.Cost M.Integration M.Design workStructure D.Shop Drawing Installation D.Archite

92、cture D.Estimate Budget PaymentControlSettlementFoundationFramework a componentFoundationFramework a componentplanningExecutingChanging2. Activity DefinitionvOutputsActivity List all to be performed; extension to the WBS and includes description to ensure team members understand work to be performed

93、Supporting Detail organized as needed and include all assumptions and constraintsWBS Updates identify missing deliverables and clarify deliverable descriptions. WBS updates often called refinements; more likely using new technologies in project Chapter 5 Project Time Management3. Activity Sequencing

94、vIdentifying and documenting interactive dependencies among activities. vSupport later development of a realistic scheduleChapter 5 Project Time Management3. Activity SequencingvInputs:Activity ListProduct Description Mandatory Sequencing physical limitations, hard logic, inherent in nature of work

95、being doneDiscretionary Dependencies defined by project management team; “best practices” or unusual aspects of project soft logic, preferred logic, preferential logicExternal Dependencies relationship between project activities and non-project activities ConstraintsAssumptionsChapter 5 Project Time

96、 Management3. Activity SequencingvTools & TechniquesPrecedence Diagramming Method (PDM) constructing network diagram using Activity On Node (AON) or Arrow Diagramming Method (ADM), to indicate dependenciesvIncludes 4 types of dependencies:Finish to Start “from” activity must finish before “to” activ

97、ity can beginFinish to Finish “from” activity must finish before the next may finishStart to Start “from” activity must start before next “to” activity can startStart to Finish task must start before next activity can finishProject Time Management SoftwareNetwork Templates standardized networks be u

98、sed. Chapter 5 Project Time Management3. Activity SequencingvOutputs:Project Network Diagram v schematic display of project activities and relationships (dependencies). vShould be accompanied by a summary narrative that describes the diagram approachActivity List UpdatesChapter 5 Project Time Manage

99、mentCFEnd Start ABDEProject Network Diagram with Activity On Node (AON) BProject Network Diagram with Arrow Diagramming Method (ADM)Start ADECFEnd 4. Activity Duration EstimatingvInvolves assessing number of work periods needed to complete identified activitiesv Requires consideration of elapsed tim

100、e, calendars, weekends, and day of week work startsChapter 5 Project Time Management4. Activity Duration EstimatingvInputs:Activity ListsConstraintsAssumptionsResource RequirementsResource Capabilities v human and material resources, expertiseHistorical InformationvPrevious Project Files, vCommercia

101、l Duration Estimates,v Project Team KnowledgeChapter 5 Project Time Management4. Activity Duration EstimatingvTools & TechniquesExpert Judgment v guided by historical information should be used whenever possible;v high risk without expertise avail.Simulationv using different sets of assumptions (Mon

102、te Carlo Analysis) to drive multiple durationsAnalogous Estimating v “top down estimating” use actual, similar, previous known durations as basis for future activity duration. vUsed when limited knowledge is available. vForm of expert judgmentChapter 5 Project Time ManagementIllustration of the dura

103、tion simulationsProbability 3Time 1Time 2Time 3Time 1Time 2Time 3An activityCritical pathTime 1-Optimistic time Time 2- Most Likely timeTime 3-Pessimistic timeTimeC5 daysF5 daysEnd Start A5 daysB5 daysD10 daysE5 daysProject Network Diagram with time duration estimate using Activity On Node (AON) Pat

104、h No.1Path No.2 (critical path)Path No.34. Activity Duration EstimatingvOutputs:Activity Duration Estimates vQuantitative assessments of work periods to complete an activity. vShould indicate a range +/- of possible resultsBasis of Estimates v all assumptions should be documentedActivity List Update

105、s Chapter 5 Project Time Management5. Schedule DevelopmentvDetermining start and finish dates for project activitiesvSchedule development process often repeat as more information becomes available (process inputs)vWithout realistic dates, project unlikely to be finished as scheduledChapter 5 Project

106、 Time Management5. Schedule DevelopmentvInputs:Project Network DiagramActivity Duration EstimatesResource RequirementsResource Pool Description Calendars vProject Calendars and Resource CalendarsConstraintsvImposed Dates, Key Events or Milestones that are requiredAssumptionsLead and Lag Timevdepende

107、ncies may specify time in order to satisfy relationship (example 2 weeks to receive order)Chapter 5 Project Time Management5. Schedule DevelopmentvTools & TechniquesCritical Path MethodvOne time estimate per task (Most Likely)vEmphasis on controlling cost and leaving schedule flexibleGraphical Evalu

108、ation and Review Technique (GERT) v probabilistic treatment of network and activity duration estimates Program Evaluation and Review Technique (PERT)vSequential network and weighted average duration.vUsing 3 Time estimates per activity:Optimistic, Pessimistic and Most Likely time.vUsing weighted ave

109、rage duration( (T1+4T2+T3)/6) to calculate project duration (continued)Chapter 5 Project Time Management5. Schedule DevelopmentvTools & TechniquesMonte Carlo Simulation It tells:Probability of completing a project on any specific dayProbability of completing a project for any specific amount of cost

110、Overall Project RiskResource Leveling Heuristics leveling resources that apply to critical path activities“resource constrained scheduling” or “Resource Based Method”Project Management SoftwareProject Mangers rolevProvide the team with necessary information to properly estimate the taskvComplete a r

111、ight check of the estimate and formulate a reserveProject Team should be involved in determining task estimates with:vHistorical Records, Personal Guesses and Judgments. Chapter 5 Project Time Management5. Schedule DevelopmentvOutputs:Project Schedule Usually in following formats:vProject Network Di

112、agrams (with date information added) vBar or Gantt charts activity start and end dates, expected durationsSupporting Detail all assumptions and constraints. Also include:vResource requirement by time period (resource histogram)vAlternative schedules (best/worst case)vSchedule reserve/risk assessment

113、sSchedule Management Plan how updates are managedResource requirement updates leveling and activity impactChapter 5 Project Time Management6. Schedule ControlvInfluencing factors which create schedule changes to ensure changes are beneficialvDetermining that schedule has changedvManaging actual chan

114、ges as they occurChapter 5 Project Time Management6. Schedule ControlvInputs Project Schedule v baseline approved, measure against project performancePerformance Reports v planned dates met, issuesChange RequestsSchedule Management PlanChapter 5 Project Time Management6. Schedule ControlvTools & Tec

115、hniquesSchedule Change Control System vdefines procedures for schedule changes, paperwork, approval, tracking systemsPerformance Measurement vassess magnitude of variations to baseline; determine if corrective action is neededAdditional Planning Project Management SoftwareChapter 5 Project Time Mana

116、gement6. Schedule ControlvOutputs:Schedule Updates vfor any modifications or stakeholder notificationvRevisions change scheduled start and finish dates v“Re-baseline” may be needed in drastic situationsCorrective Actionv re-align performance with project planLessons LearnedChapter 5 Project Time Man

117、agement7. General CommentsvProjects can have more than 1 critical path (increases risk) and can involve dummy tasksvResource Leveling involves possibly letting schedule and cost slipvSchedules are calendar based makes this different than a time estimatevTo shorten project schedule with the critical

118、pathvadd more resources to the critical path tasks-usually results in increased costvperforming tasks in parallel-can result in re-work and increased riskvBest to select method that has least impact on the project (is the importance on cost, risk or schedule?)Chapter 5 Project Time Management7. Gene

119、ral Comments vDifferent techniques have different advantages and disadvantages vBar (Gantt) ChartsvWeak Planning Tool, effective progress and reporting toolvDoes not show interdependencies of tasksvDoes not help organize the project more effectivelyvNetwork Diagrams (PERT, CPM, PDM)vShows task inter

120、dependenciesvAids in effectively planning and organizing workvProvides a basis for project controlvMilestone ChartsvOnly shows major eventsvGood for reporting to management and customervFlow Chartsvtell workflow and not commonly used for project managementChapter 5 Project Time ManagementChapter 6 P

121、roject Cost Management1. Project Cost ManagementvProject Cost Management : Ensure that the project is completed within budgetConcerned with cost of resources needed to complete activities; Consider effect of project decisions on cost of using product “life-cycle costing”Most prospective financial im

122、pact of using the product is outside the project scopeConsider information needs of stakeholders, controllable and uncontrollable costs (budget separately for reward and recognition systems)1. Project Cost ManagementvProject Cost Management: Estimating should be based on WBS to improve accuracyEstim

123、ating should be done by the person performing the workHaving historical records is key to improving estimatesCosts (schedule, scope, resources) should be managed through estimates, budgeting and controllingA cost (schedule, scope, baseline) should be kept and not changedPlans should be revised as ne

124、cessary during completion of workCorrective action should be taken when cost problems (schedule, scope and resources) occur.Chapter 6 Project Cost Management1. Project Cost ManagementvProject Cost Management consists of:Resource PlanningCost EstimatingCost BudgetingCost ControllingEarned Value Analy

125、sisChapter 6 Project Cost Management2. Resource PlanningDetermining what physical resources and quantities are needed to perform workvInputs :Work Breakdown Structure and Activity ListNetwork DiagramSchedule and RisksHistorical InformationScope Statement vjustification & objectivesResource Pool Desc

126、ription v what resources are potentially available for resource planningOrganizational Policies v staffing, procurementChapter 6 Project Cost Management2. Resource PlanningvTools & TechniquesExpert JudgmentAlternatives IdentificationvOutputs:Resource Requirements vwhat type & how many resources are

127、needed for each activity in the Work Breakdown StructureChapter 6 Project Cost Management3. Cost EstimatingDevelop approximate costs of resourcesDistinguish estimating from pricingvEstimating likely amountvPricing business decisionIdentify alternatives and consider realigning costs in phases to thei

128、r expected savingsChapter 6 Project Cost Management3. Cost Estimatingv Inputs:Work Breakdown Structure and Activity ListResource RequirementsResource Rates (if known)Activity Duration EstimatesHistorical Information project files, commercial cost databases, team knowledgeChart Of Accounts coding str

129、ucture for accounting; general ledger reportingChapter 6 Project Cost Management3. Cost EstimatingvTools & TechniquesAnalogous Estimating “top down”; using actual costs from previous project as basis for estimate vQuick - Less AccurateParametric Modeling uses project characteristics in mathematical

130、models to predict costs (e.g.building houses)v 2 types: Regression analysis, Learning Curve.Bottom Up Estimating rolling up individual activities into project total with quantity survey and its list.v More Accurate, Requires that project be defined and understoodComputerized tools spreadsheets, soft

131、ware Chapter 6 Project Cost Management3. Cost EstimatingvOutputsCost estimates quantitative assessments of likely costs of resources required to complete tasksvFor all resources (labor, materials, supplies, inflation allowance, reserve)vExpressed in units of currencySupporting DetailvDescription of

132、scope (reference to the WBS)vDocumentation how estimate was developedvIndication of range of possible resultsvAssumptionsCost Management Planv how cost variances will be managedCost RiskvAssociated to seller for Fixed Price;vAssociated to buyer for Time and Materials budget (cost plus profit)Chapter

133、 6 Project Cost Management3. Cost EstimatingvAccuracy of EstimatesCost Estimate: -25% - 75%; usually made during Initiation PhaseBudget Estimate: -10% - 25%; usually made during the Planning phaseDefinitive Estimate: -5% - 10%; usually made during the Planning phaseChapter 6 Project Cost Management4

134、. Cost BudgetingInvolves allocation of total estimate to individual work to establish a cost baseline to measure performancevInputsCost EstimateWork Breakdown Structure and Activity ListProject Schedule includes planned start and finish dates for items costs are allocated tovNeeded to assign costs d

135、uring the time period when the actual cost will be incurredChapter 6 Project Cost Management4. Cost BudgetingvTools & TechniquesSame as Cost Estimating Tools and TechniquesManagement Reserve Contingency for all risksvOutputsCost Baseline time phased budget to measure and monitor cost performancevDev

136、eloped by summing estimated costs by period (S curve of values vs. time)vLarger projects have multiple baselines to measure different aspects of cost performanceChapter 6 Project Cost ManagementUnexpected SituationExpected SituationThe illustration of project budgeting C1 C2 C3Schedule （calendars ）P

137、roject Budget（Baseline）S3S2S15. Cost ControlConcerned with influencing factors that create changes to the cost baseline that are beneficialDetermining that the cost baseline has changedManaging actual changes as they occurvMonitor cost performance to detect variancesvRecord all appropriate changes a

138、ccuratelyvPreventing incorrect, unauthorized changes being included in the cost baselinevInforming stakeholders of authorized changes Determine the “whys” of positive and negative variancesIntegrated will all other control processes (scope, change, schedule, quality)Chapter 6 Project Cost Management

139、5. Cost ControlvInputsCost BaselinePerformance Reports with 3 methods:50/50 Rule task is considered 50% complete when it begins and gets credit for remainder 50% only when completed20/80 Rule - task is considered 20% complete when it begins and gets credit for remainder 80% only when completed0/100

140、Rule task only credited when fully completedChange RequestsCost Management PlanChapter 6 Project Cost Management5. Cost ControlvTools & TechniquesCost Change Control System vdefines the procedures by which the cost baseline may be changedPerformance Measurement vassess magnitude of cost variations (

141、Earned Value Analysis) and what is causing the varianceAdditional Planningvexamine alternativesComputerized Toolsvforecast planned costs, track actual costs, forecast effect of cost changesChapter 6 Project Cost Management5. Cost ControlvOutputsRevised Cost EstimatevModifications to cost information

142、; require stakeholder approval and adjustments to other project areasBudget Updates vchanges to approved cost baseline; revised in response to scope changesCorrective ActionEstimate at completion (EAC) forecast of total expendituresvActual to date plus remaining budget modified by a factor (cost per

143、formance index)Current variances are seen to apply to future variancesvActual to date plus new estimate for remaining workOriginal estimates are flawed, or no longer relevantvActual to date plus remaining budgetCurrent variances are typical and similar variances will not occur in the futureLessons L

144、earnedChapter 6 Project Cost Management6. Earned Value AnalysisIntegrates cost and scheduleBetter that comparing projected vs. actual because time and cost are analyzed separatelyTerms:vBCWS Budgeted Cost of Work Scheduled (Plan Value)vBCWP Budgeted Cost of Work Performed (Earned Value) (Work actual

145、ly Performed) (Budgeted Cost of that work) vACWP Actual Cost of Work Performed (Actual Cost)vBAC Budget at Completion (total budget for the whole job)vEAC Estimate at Completion (what do we expect the total project to cost); EAC refers to when job is completed.vETC Estimate to Completion (how much m

146、ore do we expect to spend to finish the job), ETC refers to “this point on”vVAC Variance at Completion (how much over/under budget do we expect to be)Chapter 6 Project Cost Management6. Earned Value Analysis vEarned Value Analysis FormulasVariance (Plan Actual)vCost Variance (CV): BCWP ACWP; negativ

147、e is over budgetvSchedule Variance (SV): BCWP BCWS; negative is behind schedulevCost Performance Index (CPI): BCWPACWP-I am only getting x out of every $.(continued)Chapter 6 Project Cost ManagementvEarned Value AnalysisFormulasvSchedule Performance Index (SPI): BCWP BCWSI am only progressing x % of

148、 the planned ratevEstimate at Completion (EAC): BAC CPIAs of now we expect the total project to cost x$ vEstimate to Complete (ETC): EAC ACWP; how much will it cost from now to completionvVariance at Completion: BAC EAC; when the project is over how much more or less did we spend (most common way of

149、 calculating EVA)Negative is bad; positive results are goodChapter 6 Project Cost Management SV=EV-PV= BCWP BCWSThe illustration of EV AnalysisCost Actual Cost Earned ValueSchedule （calendars ）Budget（Baseline）Work performedActual time spendPV2 years4 yearsEV AC CV= EV-AC = BCWP ACWPTime Variance Var

150、iance at Com: BAC EACETC= EAC ACWPEAC1. Quality Definition vQuality is the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needsCritical aspect is to turn implied needs into stated needs through project scope managementCustomer satisfaction conformance

151、to specifications (must produce what is stated) and fitness for use (must satisfy real needs)Management responsibility requires participation of team; responsibility of management to provide resourcesQuality objectives are approved in conceptual stage by project ownerChapter 7 Project Quality Manage

152、ment1. Quality DefinitionResponsibility to project qualityvEntire organizationvUltimate employee or ownervOverall or Primary Project ManagervDesign and Test Specifications engineerPrevention over inspectionvQuality must be planned in not inspected inQuality attributes vcan be subjective, objective a

153、nd are specific characteristics for which a project is designed and testedChapter 7 Project Quality ManagementChapter 7 Project Quality Management2. Project Quality ManagementProcesses required to ensure that the project will satisfy the needs for which it was designedIncludes all activities of the

154、overall management function that determine the quality policy, objectives, and responsibilities. These are implemented by quality planning, quality control, quality assurance, and quality improvement2. Project Quality Managementv3 major processes:Quality Planning videntifying quality standards that

155、are relevant to the project (Plan), by Project Manager, Project OwnerQuality Assurance vevaluating overall project performance to provide confidence that project will satisfy relevant quality standards (Implement or Execution); by Project TeamQuality Control vmonitoring specific results to comply wi

156、th quality standards and eliminating unsatisfactory performance causes (Check or Control); by Project Manager, Project TeamvMust address(do) the management of the project and the product of the project Chapter 7 Project Quality Management3. Quality PlanningIdentifying which standards are relevant to

157、 project and how to satisfy done during Project Planning PhasesvInputsQuality Policy vthe overall intentions and direction of an organization with regard to quality as expressed by managementScope StatementProduct DescriptionStandards and RegulationsOther Process Outputs vprocesses from other knowle

158、dge areas (procurement planning)Chapter 7 Project Quality Management3. Quality PlanningvTools &TechniquesBenefit/Cost Analysisvconsider trade-offs, benefit is less rework; cost is expense of project management activitiesBenchmarking vcomparing actual or planned practices to those of other projectsFl

159、owchartingvCause and effect diagramming (fishbone diagrams) illustrate how causes relate to potential problems or effectsvSystem or Process flowcharts show how various elements of the system interrelateDesign of Experiments vanalytical technique which defines what variables have most influence of th

160、e overall outcomeChapter 7 Project Quality ManagementEconomic Quality CostCQQualityCost C0Economic QualityIllustration of Benefit/Cost AnalysisQuality Failure CostQuality Assurance CostTotal Quality CostQuality L2Quality L13. Quality PlanningvOutputsQuality Management Plan vdescribes how team will i

161、mplement its quality policy; describes the project quality system organizational structures, responsibilities, procedures, processes and resources needed to implement quality managementOperational Definitionsvdefines how an item is measured by the quality control process. Checklistsvstructured tool

162、used to verify that a set of required steps has been performedInputs to other processes vmay identify a need for further activity in another areaChapter 7 Project Quality Management4. Quality AssurancevAll planned activities implemented within the quality system to provide confidence that the projec

163、t will satisfy quality standards done during Project Execution phasesvInputsQuality Management PlanResults of quality control measurements (testing)Operational definitions(how an item is measured by the quality control process)Chapter 7 Project Quality Management4. Quality AssurancevTools & Techniqu

164、esQuality planning tools & techniquesQuality Audits vstructured review of quality management activities to identify lessons learnedvOutputsQuality improvements vtaking action to increase the effectiveness and efficiency of the project to provide added benefits to the stakeholdersvMost likely will in

165、volve change controlChapter 7 Project Quality Management5. Quality Control vMonitoring specific results to determine if they comply with quality standards, and identifying ways to eliminate causes of unsatisfactory results, take corrective actions to keep the compliancy of quality standards -done du

166、ring project Control phases vProcess of monitoring specific project results to determine if they comply with relevant quality standards and identify ways of eliminating unsatisfactory performancevPerformance of the measurement or processChapter 7 Project Quality Management5. Quality ControlvInputsWo

167、rk resultsvinclude process and product resultsQuality Management PlanOperational DefinitionsChecklistsChapter 7 Project Quality Management5. Quality ControlvTools & TechniquesInspection Control Charts (see the chart on next page)Pareto diagrams Statistical sampling FlowchartingTrend Analysisv foreca

168、st future outcomes based on historical resultsTechnical performance (# of errors identified; # of errors that remain)Cost and Schedule performance (activities per period with significant variances)Chapter 7 Project Quality Management Upper Control Limit Upper Specification LimitMean Lower Control Li

169、mitLower Specification LimitNumbers of Sample Quality SpecificationIllustration of Control Chart Rule of 75. Quality ControlvOutputsQuality ImprovementAcceptance Decisions (accept/reject)Rework vaction to bring defective item into complianceCompleted checklistsProcess Adjustments vimmediate correcti

170、ve/preventive actionsvMost likely involves change controlChapter 7 Project Quality ManagementChapter 8 Project Integration Management1. Project Integration ManagementEnsures that the project processes are properly coordinatedIt is needed for overall project management and the communication within a

171、projectIt is needed to perform project management well and systematicallyThere are three processes in PIMvProject Plan DevelopmentvProject Plan ExecutionvOverall Change ControlThese processes may occur repeatedly over the project durationProject ScopeProject CostProject QualityProject TimeThe intera

172、ctive relationship of project factors for integration management2. Project Plan DevelopmentUses outputs from other planning processes to create consistent document to guide project execution and controlIterated (repeated) several timesDocuments planning assumptionsDocuments planning decisions that a

173、re chosenFacilitates communicationDefines key management reviews(point/time)Provides a baseline to track progress measurement and project controlChapter 8 Project Integration Management2. Project Plan DevelopmentvInputsOther planning outputs: primarily the planning process outputs (WBS, base documen

174、ts, application area inputs)Historical information verify assumptions, records of past project performanceOrganizational policies quality management, personnel administration, Financial controlsConstraints factors that limit performance, contractual provisions, budgetAssumptions risk factorsChapter

175、8 Project Integration Management2. Project Plan DevelopmentvTools & TechniquesProject Planning Methodology any structured approach (software, templates, forms, start-up meetingsStakeholder Skills & Knowledge tap into plan development; use expertise for reasonablenessPMIS Out of the box approach to s

176、upport all project aspects through closureChapter 8 Project Integration Management2. Project Plan DevelopmentvOutputsProject Plan ( or PIP/master plan/main plan) is a collection that changes over time as more information about the project becomes available (see the details on next page)Baseline (for

177、 performance measurement) will change only in response to approved scope changeSupporting Details to the Project PlanvOutputs from planning processesvTechnical documentationvBusiness requirements, specifications, and designsvRelevant standardsvAdditional information not previously knownChapter 8 Pro

178、ject Integration Management2. Project Plan DevelopmentvProject Plan includes some or all of the following:Project CharterProject Management approach or strategyScope statementWork Breakdown Structure (WBS)Key Staff, Major MilestonesChange Control Plan, Communication Management PlanBudget, scheduled

179、and quality responsibility assignmentsRequired StaffRisks, constraints and assumptionsSubsidiary management plans (scope, schedule)Open Issues and Pending DecisionsChapter 8 Project Integration Management3. Project Plan ExecutionPrimary process for carrying out the project planMost costly aspect of

180、project managementDirection of organizational resources and interfacesChapter 8 Project Integration Management3. Project Plan ExecutionvInputs:Project PlanSupporting DetailOrganizational PoliciesCorrective Action anything to bring expected performance in line with the project planChapter 8 Project I

181、ntegration Management3. Project Plan ExecutionvTools & TechniquesGeneral Management SkillsProduct Skills and Knowledge defined as part of planning, provided by staffingWork Authorization System formal procedure for sanctioning work to ensure completion written or verbal authorizationStatus review me

182、etings regular exchanges of informationProject Management Information SystemOrganizational ProceduresChapter 8 Project Integration Management3. Project Plan ExecutionvOutputsWork results the outcome of activities performed is fed into the performance reporting processChange Requests expand/shrink pr

183、oject scope, modify costs and schedule estimatesChapter 8 Project Integration Management4. Overall Change ControlInfluencing factors that create change to ensure beneficial results; ensure that change is beneficialDetermining that change has occurredManaging actual changes as they occurvEvaluate imp

184、act of changevMeet with team to discuss alternativesvMeet with management to present decisionChapter 8 Project Integration Management4. Overall Change Control vChange control requiresMaintaining integrity of performance measurement baselines (project plan)Ensuring changes to scope are accurately rec

185、ordedCoordinating changes across knowledge areas (scheduling, risk, cost, quality, etc.)Determine all factors that control change and pro-actively preventing the occurrence; evaluate the impact of change Chapter 8 Project Integration Management4. Overall Change ControlvInputsProject Plan baseline pe

186、rformancePerformance Reports issue tracking, risk managementChange Requests orally or written, externally or internally initiates, legally mandated or optional Chapter 8 Project Integration Management4. Overall Change ControlvTools & TechniquesOverall Change Control System collection of formal proce

187、dures, paperwork, tracking systems, approval levels. Including:vChange Control Board, Change Control Plan and Procedures, vPerformance Statistics, Reports, Change formsvSpecification reviews, Demonstrations, Testing, MeetingsConfiguration Management documented procedure to apply technical and admini

188、strative directionvID and document functional and physical characteristicsvControl changes to these characteristicsvRecord and report change and implementation statusvAudit items and system to verify requirementsChapter 8 Project Integration Management4. Overall Change ControlvOutputsProject Plan Up

189、datesCorrective ActionsLessons Learned vvariance causes and reasoning documented for historical purposesvWhat have we done, how can we do it betterTechnical Aspects of the projectProject Management (WBS, plans, etc.)Overall Management (communications, leadership)Best to have whole team complete and

190、made available Chapter 8 Project Integration ManagementChapter 9 Project Risk Management1.Project Risk ManagementvDefinition of risk: a discrete occurrence that may affect the project for good or bad. vDefinition of uncertainty: an uncommon state of nature, characterized by the absence of any inform

191、ation related to a desired outcome.vDefinition of risk management: The process involved with identifying, analyzing, and responding to risk. maximizing results of positive events and minimizing consequences of negative events. 1. Project Risk ManagementvRisk Management includes :Risk Identification

192、vFind out which are likely to affect the projectRisk Quantification vEvaluate the risk to assess the range of possible outcomesRisk Response Developmentvdefine enhancement steps for opportunities and response. Sometimes called response planning/mitigationRisk Response Control v respond to changes in

193、 risk over course of project. May be combined as risk managementChapter 9 Project Risk Management2. Risk IdentificationDetermine which risks are likely to affect the project and documenting themPerformed on a regular basis; address internal and external risksvInternal project team has control/influe

194、nce overvExternal beyond project teams controlIdentify cause and effect and effects and causes; what could happen vs. what outcomes should be avoidedChapter 9 Project Risk Management2. Risk Identification vInputsProduct Description vThere are more risks associated with unproven technologies (innovat

195、ion/invention). Often described in terms of cost and schedule impactOther Planning Reportsv WBS (any non-traditional approaches)vCost/Duration Estimates aggressive schedules; limited informationvStaffing Plan hard to replace/source skilled personsvProcurement Management Plan market conditionsHistori

196、cal Informationvprevious projects: Project Files, Commercial Databases, Project Team Knowledge(members experiences)Chapter 9 Project Risk Management2. Risk IdentificationvTools & TechniquesChecklists vorganized by source of risk, included project context, process outputs, product and technology issu

197、es, internal sourcesFlowcharting vunderstand cause and effect relationshipsInterviewing vconversations with stakeholdersChapter 9 Project Risk Management2. Risk IdentificationvOutputsSources of Riskvcategories of possible risk events, all-inclusive (Changes in requirements, Design errors, omissions,

198、 misunderstanding, poorly defined roles and responsibilities, Insufficiently staff)Sources:vExternal: Regulatory, environmental, governmentvInternal: Schedule, cost, scope change, inexperience, planning, people, staffing, materials, equipmentvTechnical: Changes in technologyvUnforeseeable: small (on

199、ly about 10%)vRisk I, Risk IIv Include estimate of probability, range of possible outcomes, expected timing, anticipated frequency(continued)Chapter 9 Project Risk ManagementThe Whole Risks of a Project Classified by serious of resultsClassified by causes of risksClassified by risksconjunctionClassi

200、fied by Unfore-seeingClassified by probabilityClassified by objects of risksClassification of the Risks 2. Risk IdentificationvOutputsPotential Risk EventsvDiscrete (unusual) occurrences that may affect projectvNew technologies obsolete needed by productvSocio, Political and Economic eventsvInclude

201、estimate of probability, range of possible outcomes, expected timing, anticipated frequencyRisk Symptoms vEarly warning signsRisk Tolerances vamount of risk that is acceptableInput to other management process (time, cost ,quality etc.)Chapter 9 Project Risk Management2. Risk IdentificationvCommon St

202、umbling BlocksRisk identification is completed without knowing enough about the projectProject Risk evaluated only by questionnaire, interview or Monte Carlo; does not provided a per task analysis of riskRisk identification ends too soonProject Risk identification and Evaluation are combined results

203、 in risks that are evaluated when they appear; decreased total number of risks and stops identification processRisks are identified too generallyCategories of risks are forgotten (technology, culture)Only 1 identification method is usedFirst risk response strategy is used without other consideration

204、Risks are not devoted enough attention during the Execution phase Chapter 9 Project Risk Management3. Risk QuantificationAssess risks to determine range of possible outcomes; which risk events warrant (must have ) a response. This will involve:vOpportunities and threats can provide unanticipated res

205、ults (e.g. schedule delay is considered for a new strategy)vMultiple effects from a single eventvSingular stakeholders opportunity may force suffering in other areasvReliance (based on ) on statistics and forecastingvProbability and Amount of ImpactvDevelop a ranking (priority) of risksQualitative t

206、ake an educated guessQuantitative estimation by calculationChapter 9 Project Risk Management3. Risk Quantification vInputsStakeholder risk tolerancevMore capital to expend; perceptions of severitySources of Risk (from RI)Potential Risk Events(from RI)Cost EstimatesActivity Duration EstimatesChapter

207、9 Project Risk Management3. Risk QuantificationvTools & TechniquesExpected Monetary Value vProduct of 2 numbers PVvRisk Event Probability estimate that event will occurvRisk Event Value estimate of gain or lossStatistical Sums vCalculate range of total costs from cost estimates for individual work i

208、tems with probabilitiesSimulation vrepresentation or model; provide statistical distribution of calculated results (Monte Carlo, Critical Path, PERT techniques)Decision Trees Expert Judgment Sensitivity Analysis vestimate the effect of change of one project variable on overall projectChapter 9 Proje

209、ct Risk Management3. Risk QuantificationvOutputsRisk probability,Range of possible outcomes,Expected timing, Anticipated frequencyPriorities of project risksOpportunities to pursue and threats to respondOpportunities to ignore and threats to acceptChapter 9 Project Risk ManagementThe Process of Risk

210、 Assessment ( Risk Identification + Risk Quantification)Documents of risk identification End YesEnd NoNo.Collect all the information for risk identificationAnalysis and judgment of project risk Classification of project risksAnalyze and value project risk probabilitiesAnalyze and value risks & range

211、 of possible outcomesAnalyze and value the serious of project risks resultsAnalysis & value risks timing & causesDocument the result of all analysis Risk？Project end？Develop PMIS for risk managementKnowledge and experience of the team Report of Risk IdentificationYes4. Risk Response DevelopmentDefin

212、ing enhancement steps for opportunities and responses to threats. Main responses are as follows:vAvoidance eliminating threat by eliminating the causevMitigation reducing expected monetary value of event by reducing the probability of occurrencevAcceptance accept the consequences (active - contingen

213、cy plan - or passive response)Determine what will be done, how to make risk smaller or eliminate (not all risks can be eliminated)Chapter 9 Project Risk Management4. Risk Response DevelopmentvInputsOpportunities to pursueThreats to respondOpportunities to ignoreThreats to acceptChapter 9 Project Ris

214、k Management4. Risk Response DevelopmentvTools & TechniquesProcurement vacquire resources (exchange 1 risk for another)Contingency Planning vdefining action steps should a risk event occurAlternative Strategies(change planned approach)vAvoidance eliminate the causevMitigation effect the probability

215、or impact of riskvAcceptance do nothingvDeflection (transfer, allocate) make another party responsible, outsourcingInsurance Chapter 9 Project Risk Management4. Risk Response DevelopmentvOutputsRisk Management Plan vdocuments risks identified and how they are addressed; non-critical risks should be

216、recorded to revisit during the execution phasevAddresses risk identification and quantification processes, personnel responsible for managing areas of risk, maintenance of identification and quantification process, implementation of contingency plans and allocation of reserveInputs to other processe

217、s valternative strategies, contingency plans, anticipated procurementsContingency Plans vrecommend total of 10% to account for known and unknown risksContractual Agreements vinsurance, services and other functions to avoid and mitigate threats.Chapter 9 Project Risk Management5. Risk Response Contro

218、lexecuting and updating the Risk Management Plan in order to respond to risk events during the projectvControl and iteration (repeat) are required; not all risks can be identified in one time.vInputsRisk Management PlanActual Risk Events vrecognize occurrenceAdditional Risk Identification (repeat) v

219、surfacing of potential or actual risk sourcesChapter 9 Project Risk Management5. Risk Response ControlvTools & TechniquesWorkaroundsvunplanned responses to negative risk events that were unanticipated(response was not defined in advance)Contingency Plans vTake planned responses according to continge

220、ncy plans Additional Risk Response Development vDo the risk response development once moreThree phases risk control methodvPotential phase vRisk occurring phasevReduce the risk impact phase Chapter 9 Project Risk Management5. Risk Response ControlvOutputsCorrective Action vperforming the planned ris

221、k responseUpdates to Risk Management PlanChapter 9 Project Risk ManagementEstablish the risk control system according to the RI reportDetermine the risk respond control activities needed for the project Assign the responsibility of the risk control to specific personsMake up Risk Management Plan and

222、 Contingency Plans Execute the plans and change the plans Take Corrective Action and do WorkaroundsMonitoring the risk respond control resultProject end？Risk control end Return to RI&RQyesNoProject risk respond development and control process Chapter 10 Human Resource Management1. Project Human Reso

223、urce ManagementProcesses required to make the most efficient use of people involved with the project (stakeholders) 3 major processes:vOrganizational PlanningvStaff AcquisitionsvTeam DevelopmentKeep in mind of transient (time limited and only one time) nature of projects for its HRMEnsure HR complia

224、nce with project management activitiesChapter 10 Human Resource Management1. Project Human Resource Management1,9 manager = good relationship with teamProject OrganizationvConflict between PM and Functional ManagersvDual allegiance (two boss) of team membersCompromise =otherwise both sides will lose

225、DelegationIf there is a team of experts, PM decisions will promote high satisfactionFunctional/Project Managers likely to exercise:Power, Authority and InfluenceChapter 10 Human Resource Management2. Organizational PlanningIdentifying, documenting and assigning project roles, responsibilities, and r

226、eporting relationshipsvIndividual and group assignmentsvInternal and external employeesvLinked with communication planningChapter 10 Human Resource Management2. Organizational PlanningvInputsProject Interfaces vOrganizational interfaces formal and informal reporting relationships among organizationa

227、l units (the enterprise)vTechnical interfaces - formal and informal reporting relationships among technical disciplines,Engineers, manufacturers(stakeholder)vInterpersonal interfaces formal and informal reporting relationships among individuals (project)Staffing Requirements define skill sets for in

228、dividual/group in particular time framesConstraints factors that limit project teams optionsvOrganizational structure (strong vs. weak matrix)vCollective bargaining agreements contractual arrangementsvPreferences of project management teamvExpected staff assignments Chapter 10 Human Resource Managem

229、ent2. Organizational PlanningvTools & TechniquesTemplates reuse a similar projects role and responsibility definitionsHuman Resource Management Practices corporate policies, guidelines, and practicesOrganizational Theory how organizations are structured (functional, projectized,matrix)Stakeholder An

230、alysis needs of stakeholders are ensuredChapter 10 Human Resource Management2. Organizational PlanningvOutputs (continued)Role and Responsibility Assignments vUtilizes a Responsibility Assignment Matrix (RAM) to define responsibility for each item in the Work Breakdown Structure/task or activity lis

231、tvRoles and responsibilitiesProject Manger plan, estimate and schedule of projectTeam help prepare the WBS, Network Diagrams, and estimate time for tasks, complete tasksSenior Management approve Overall project plan, budget and schedule and to approve any changes that are made to those figuresThe pe

232、rson experiencing the problem must try to solve it themselves as long as means are in their control2. Organizational Planning vOutputs (continued)Staffing Management Planvwhen and how personnel are included and removed from the project team.vResource leveling, reduce transition periods, eliminate “d

233、ead time” between assignments, sensitivity to moraleOrganizational Chart vOrganization chart can display the project reporting relationships. vAn Organizational Breakdown Structure (OBS) is a specific type of organization chart that shows which organizational units are responsible for which work ite

234、ms. Supporting DetailvOrganizational impact,Job descriptions,Training needsChapter 10 Human Resource ManagementChapter 10 Human Resource Management3. Staff AcquisitionEnsure labor and human resources are available for project workInvolve getting the human resources needed (individuals or groups) and

235、 assigned to or working on the project. vInputsStaffing Management PlanStaffing Pool DescriptionvPrevious experiencevPersonal interestsvPersonal characteristicsvAvailabilityRecruitment PracticesChapter 10 Human Resource Management3. Staff AcquisitionvTools & TechniquesNegotiations with functional ma

236、nagers and other teams (Staff utilization and corporate politics)Pre-assignment result of a competitive proposal, or an internal initiativeProcurement outside services are needed (lacking internal skills or availability can not be met)3. Staff AcquisitionvOutputsProject staff assignedProject Team Di

237、rectory contact listChapter 10 Human Resource ManagementChapter 10 Human Resource Management4. Team Development Enhancing stakeholders to contribute along with maintaining the project teams functionalityPersonal development is the foundationTeam members often balance responsibilities to a functional

238、 manager and project managerCritical to success of projectChapter 10 Human Resource Management4. Team DevelopmentvInputsProject StaffProject PlanStaffing Management PlanPerformance ReportsExternal FeedbackvPeriodic measurements of performancChapter 10 Human Resource Management4. Team DevelopmentvToo

239、ls & TechniquesTeam-building activitiesGeneral Management SkillsReward and recognition systemsvPromote desired behaviorvMust be achievable; apply to the projectvCultural differences recognitionCo-location place members in physical locationTraining enhance skills, knowledge, and capabilities of proje

240、ct teamvMust be factored in cost analysis of projectChapter 10 Human Resource Management4. Team DevelopmentvOutputsPerformance ImprovementsvIndividual skillsvTeam BehaviorvIdentify more efficient methods of workInput for performance appraisals5. Other things for HRMConflictvInevitable consequence of

241、 organizational interactionsvCan be beneficialvResolved by identifying the causes and problem solving by people that are involved & their immediate managervNature of projectvLimited power of the project managervNecessity for obtaining resources from functional managers Conflict Sources (in order of

242、frequency)v1)Schedules, 2)Project Priorities, 3)Resources,4)Technical opinions, 5)Administrative Procedures,6)Cost,7)PersonalityChapter 10 Human Resource ManagementChapter 10 Human Resource Management5. Other things for HRMvConflict AvoidingInforming the teamClearly assigning tasks without ambiguity

243、Challenging and interesting work assignmentsvLeadership SkillsDirective, Facilitating, Coaching, SupportivevProjectized OrganizationConflict between PM and Functional ManagersDual Allegiance of team membersComplex prioritization of resourcesLoss of developed procedures on project dissolutionChapter

244、11 Project Communications Management1. Project Communications ManagementProcesses to ensure timely and proper generation, collection, dissemination and disposition of project informationGeneral communications managementvCommunications Planning determining informational needs, who needs what and when

245、; 90% of PMs time is spent on communicatingvInformation Distribution making information availablevPerformance Reporting collecting and disseminating project informationvAdministrative Closure formalize project/phase completion (continued)1. Project Communications ManagementCommunication MethodsvPick

246、 the form of communication that is best for the situationFormal Written complex problems, all plans, communicating over long distancesFormal Verbal presentations, speechesInformal Written memos, e-mail, notesInformal Verbal meetings, conversationsCommunication BlockersvNoise, Distance, Improper en-c

247、oding, “bad idea”, Hostility, Language, CultureChapter 11 Project Communications ManagementChapter 11 Project Communications Management2. Communications PlanningDetermining information requirements of stakeholdersTightly linked with organizational planningThere are 5 directions of communicationvTop

248、downvBottom upvThe peervInternal vExternal Complex messages need oral, written and non verbal methodsLeast effective form of communication for complex situations is verbal and formalChapter 11 Project Communications Management2. Communications PlanningvInputs Communication requirementsvInternal and

249、External communication needs (media)Communication Technology used to transfer informationvImmediacy of need for informationvAvailability of technologyvExpected project staffingConstraints v factors that limit project teams optionsAssumptionsChapter 11 Project Communications Management2. Communicatio

250、ns PlanningvTools & TechniquesStakeholder analysisvinformational needs should be analyzed to develop methodology suited for the project; eliminate unnecessary information or technologiesCommunications modelSend processReceive proce.Transit proce.Info.TransitnoiseIllustration of Communication Modelid

251、eaencodereceivedecodeUnders.feedback2. Communications PlanningvOutputsCommunication Management PlanvCollection and filing structure to detail the gathering and storage of information; updating and disseminationvDistribution structure who gets info in certain format; compatible with project organizat

252、ion chartvDescription of information included format, level of detail, conventionsvProduction schedules of each type of communicationvMethods for accessing informationvMethod for updating and refining communications planChapter 11 Project Communications ManagementChapter 11 Project Communications Ma

253、nagement3. Information Distributionmaking information available in a timely manner by implementing the communications plan;responding to requests for information by stakeholdersvInputsWork ResultsCommunication Management PlanProject PlanChapter 11 Project Communications Management3. Information Dist

254、ributionvTools & TechniquesCommunication Skillsvused to exchange information. Sender is responsible for clarity; receiver is responsible for receipt and understandingInformation retrieval systems vfiling systems, softwareInformation distribution systems vmeetings, correspondence, networked databases

255、, video/audio conferencingvOutputsProject Records vmaintained in an organized fashionChapter 11 Project Communications Management4. Performance ReportingCollecting and disseminating performance indicators to provide stakeholders information how resources are achieving project objectivesvStatus repor

256、tingvProgress reportingvForecastingvVariance Report (actual results vs. planned)vEarned Value vProject scope, schedule, cost and quality, risk and procurement Chapter 11 Project Communications Management4. Performance ReportingvInputsProject PlanWork Results deliverables completed, % completed, cost

257、s incurredOther Project recordsChapter 11 Project Communications Management4. Performance ReportingvTools & TechniquesPerformance review meetings(to assess status)Variance Analysis (comparing actual results to planned)Trend Analysis (to determine future performance)Earned Value Analysisvintegrates s

258、cope, cost and schedule measures vcalculate 3 keys:Budgeted Cost of Work (BCWS)Actual Cost of Work Performed (ACWP) Earned Value (Budgeted Cost of Work Performed BCWP)vCost Variance (CV) = BCWP ACWPvSchedule Variance (SV) = BCWP BCWSvCost Performance Index (CPI) = BCWP/ACWPInformation Distribution T

259、ools & TechniquesChapter 11 Project Communications Management4. Performance ReportingvOutputsPerformance Reports organize and summarize information gathered and present resultsvBar charts, Gantt charts, S-curves, etc.Change Requests handled as part of change controlChapter 11 Project Communications

260、Management5. Administrative ClosureProjects/phases after achieving results or terminated require closureVerifying and documenting project results to formalize acceptanceCollection of project records, analysis of effectiveness, reflect final specifications and archiving of materialChapter 11 Project

261、Communications Management5. Administrative ClosurevInputsPerformance Measurement Documentationvincludes planning docs; vall information that records and analyzes performanceDocumentation of product and projectOther project records5. Administrative ClosurevTools & TechniquesPerformance Reporting tool

262、s & techniquesvOutputsProduct Archives vcomplete index of all records, database updatesFormal Acceptance vsignoffs from client or sponsorLessons LearnedChapter 11 Project Communications ManagementChapter 12 Project Procurement Management1. Project Procurement ManagementProcesses required to acquire

263、goods and services from outside the organizationProcesses including Procurement Planning, Solicitation Planning, Source Selection, Contract Administration and Contract Close OutDiscussed from the perspective of the buyervTerms and conditions of the contract is a key input to many processesvBuyer is

264、the customer, thus a key stakeholdervSellers project management team must be concerned with all processes of project management, not just their knowledge areaMost questions are from the buyers perspective2. Procurement PlanningIdentify project needs that can best be met by acquiring resourcesConside

265、ration whether to procure, how to, how much, when to purchaseSubcontractor decisions may provide flexibilityvInternal procurement does not involve formal solicitation and contractChapter 12 Project Procurement Management2. Procurement PlanningvInputsScope Statement boundary for needs and strategiesP

266、roduct Description broad technical issues, not to be confused with a statement of workProcurement Resources formal contracting group (RFP)Market Conditions supply and demand, what services are available Other Planning Outputs preliminary cost and schedule, quality management plans, cash flow, WBS, r

267、isks, staffingConstraints factors that limit buying optionsAssumptions Chapter 12 Project Procurement Management2. Procurement PlanningvTools & TechniquesMake or Buy analysis determine if the service can be provided from withinvInclude direct and indirect costsvFactor ongoing need for items vs. 1-ti

268、me usageExpert Judgment assess inputContract type selectionvFixed Price (lump sum) incentives for meeting targetsvCost Reimbursable Contracts Time and Materials basisvUnit Price preset amount per unit of service Chapter 12 Project Procurement Management2. Procurement PlanningvOutputs from Procuremen

269、t PlanningProcurement Management Plan describes how procurement process will be managed. Including:vType of contractvIndependent estimates needed?vAutonomy of project teamvStandardized documentsvMultiple provider management?vIncorporate with other project aspects (scheduling and performance reportin

270、g)Statement of Work (SOW) describes the procurement in detail clear, concise description of servicesvCan also be a Statement of Requirements for problem-solving activitiesChapter 12 Project Procurement Management3. Solicitation PlanningTo seek to obtain with enquiry, quotation, offer and counteroffe

271、rPreparing documents needed for procurementvInputsProcurement Management PlanStatement of WorkOther Planning OutputsvTools & TechniquesStandard Forms and Procedures for buying & biddingvContract, bid documents standard descriptions of procurement items Expert JudgmentChapter 12 Project Procurement M

272、anagementStandard Procedures for BuyingStandard Procedures for BiddingenquiryquotationcounterofferofferacceptForm a work group for bidPrepare bid documentsInvitation for NegotiationDiscussion of bids Invitation for tenderingCollect tendering files and depositExamine the tenderers Evaluate and Choose

273、Chapter 12 Project Procurement Management3. Solicitation PlanningvOutputsProcurement Documents used to solicit proposals from prospective sellersvBids, Request for Proposal, Request for Quotation, Contractor Initial Response, etc.vStructure to receive complete and accurate responsesDescription of de

274、sired form of response and any required contractual provisions (e.g. non-disclosure statements)Flexible to allow seller suggestionsEvaluation Criteria rate proposals; objective or subjectivevPrice, Understanding of need by sellervOverall/Life Cycle cost (purchase plus operating cost)vTechnical Capab

275、ility, Management ApproachvFinancial CapacityStatement of Work UpdatesChapter 12 Project Procurement Management4. SolicitationObtaining information(bids and proposals) from prospective sellersvInputsProcurement DocumentsQualified Seller Lists preferred vendorsvTools & TechniquesBidder Conferences mu

276、tual understanding meetingsAdvertising primarily with Government projectsvOutputsProposals seller prepared documents describing willingness and ability to provide the serviceChapter 12 Project Procurement Management5. Source SelectionApply evaluation criteria (seldom straight-forward)vPrice (lowest

277、price may not always result in lowest project cost)vTechnical (approach) vs. commercial (price)vMultiple sourcing may be needed for same serviceSelect the suppliers or contractorsvInputs ProposalsEvaluation CriteriaOrganizational Policies Chapter 12 Project Procurement Management5. Source Selectionv

278、Tools & TechniquesContract Negotiation clarification and mutual agreement on structure and requirements of contract prior to signaturevResponsibilities and authoritiesvApplicable terms and lawvFinancing and PricevTechnical and business managementWeighting quantifying data to minimize personal prejud

279、ice of source selectionvAssign numerical weight to evaluation criteriavRating sellersvMultiply weight by rating and totaling overall scoreScreening System establish minimum performance criteriaIndependent Estimates “should cost” estimates Chapter 12 Project Procurement Management5. Source Selectionv

280、Outputs from Source SelectionContract mutually binding agreement obligates seller provide goods and services and buyer to make payment.It may be called, among other names, a contract, an agreement, a subcontract, a purchase order, or a memorandum of understanding That establish:vLegal relationshipvL

281、egal review is most often necessaryChapter 12 Project Procurement Management6. Contract AdministrationEnsuring that the sellers performance meets contractual requirementsvProject Team must be aware of legal affaires of all actions takenvApply project management processes to contractual relationships

282、 and integrate outputs within the projectProject Plan Execution (authorize work)Performance Reporting (monitor cost, schedule)Quality Control (verify contractors output)Change ControlFinancial ManagementChapter 12 Project Procurement Management6. Contract AdministrationvInputs to Contract Administra

283、tionContract, centralized vs. decentralized contractingWork Results sellers deliverables, quality standards, actual costsChange Requests modify contract, or description of product/servicevMay result in disputes, claims, appealsSeller Invoices vThe seller must submit invoices from time to time to req

284、uest payment for work performed. vInvoicing requirements, including necessary supporting documentation, are usually defined in the contract. Chapter 12 Project Procurement Management6. Contract AdministrationvTools & TechniquesContract Change Control System defines how a contract may be modifiedvInc

285、ludes paperwork, tracking system, dispute resolution procedures and approval levelsPerformance Reporting vprovides management with information about how effectively the seller is achieving the contractual objectives. Payment System Accounts Payable vPayments to the seller are usually handled by the

286、accounts payable system of the performing organization or the owner. vThe system must include appropriate reviews and approvals by the project management team. Chapter 12 Project Procurement Management6. Contract Administrationv Outputs vCorrespondenceContract terms and conditions of written documen

287、tation of certain aspects of buyer/seller communications.vContract changesChanges (approved and unapproved) are fed back through the appropriate project planning and project procurement processes, and the project plan or other relevant documentation is updated as appropriate.vPayment requests or pay

288、ments“Payment requests” for when using an external payment system, “payments.” for when using own internal system.Chapter 12 Project Procurement Management7. Contract Close OutSimilar to administrative closure; involves product verification and administrative paperworkThe contract terms and conditio

289、ns may prescribe specific procedures for contract close-out. vEarly termination is a special casevInputsContract Documentationvthe contract itself along with all supporting schedules, requested and approved contract changes, any seller-developed technical documentation, seller performance reports, f

290、inancial documents such as invoices and payment records, and the results of any contract-related inspections. Chapter 12 Project Procurement Management7. Contract Close OutvTools & TechniquesProcurement Audits structured review of entire procurement process; identify successes and failures that warr

291、ant transfer to other procurement itemsvAll documentation must be preserved and filedvOutputsContract File complete index of recordsFormal Acceptance and Closure vcontract administration responsibility to provide a formal notice that contract has been completedvRequirements for formal acceptance and

292、 closure are usually defined in the contract. Chapter 12 Project Procurement Management8. Other things related to ProcurementWhat forms a contractvAn offer, counteroffer,vAn acceptancevConsideration - something of value,V=F/CvLegal Capacity separate legal parties, competent partiesvLegal Purpose can

293、 not perform illegal goods or servicesChapter 12 Project Procurement Managementv8. Other things related to ProcurementProject Managers role for procurementvRisk identification and evaluationvWork within the procurement processContract Type Selection reasonable risk between the buyer and seller and g

294、reatest initiative for sellers efficient and economic performancevScope well defined?vAmount or frequency of changes expected after start datevAmount of effort and expertise the buyer can devote to manage the sellervIndustry standards Chapter 12 Project Procurement Management8. Other things related

295、to ProcurementCost Reimbursable (CR) contracts; sellers cost are reimbursed; buyer bears highest risk.vCPFF cost plus fixed fee, buyer pays all costs fee (profit) established(fixed)vCPPC cost plus percentage of costs; bad for buyers (seller not motivated to control costs)vCPIF cost plus Incentive Fe

296、e; seller costs + fee + bonus for meeting/exceeding target (incentive clause)Chapter 12 Project Procurement Management8. Other things related to ProcurementCost based on Time and Materials; priced on per hour basis, elements of fixed price contract and cost reimbursable contracts buyer has medium ri

297、skFixed Price (lump sum, or firm fixed price) - most common (1 price for all work), risk of costs is upon sellervFPIF Fixed Price Incentive FeevFPEPA Fixed Price Economic Price Adjustment long duration projectsIncentives help bring sellers objectives in line with buyersChapter 12 Project Procurement

298、 Managementv8. Other things related to ProcurementIncentive Fee and Final Price CalculationsvMust Have:Target CostTarget FeeTarget PriceSharing Ratio (buyer/seller)Actual CostvFee = (Target Cost Actual Cost) x Seller Ratio (%) (incentive fee) vTotal Fee = Fee + Target FeevFinal Price = Actual Cost +

299、 Total FeeChapter 12 Project Procurement Managementv8. Other things related to ProcurementSolicitationvBidders ConferenceBenefit both buyer and sellerCan be used for watching out the Collusionv Negotiation ObjectivesObtain a fair and reasonable priceDevelopment a good relationship with sellervProjec

300、t manager must be involvedMain Terms to negotiatevResponsibilities, Authority, Applicable LawvTechnical and Business Management approachesvContract Financing, PriceChapter 12 Project Procurement Management8. Other things related to Procurementvassure sellers performance meets contractual requirement

301、s vProject Managers must understand the contract and manage its completionvSometimes contract is in conflict with Scope of WorkvOnly the contracting officer (CO) can change contract languageIt is often a source of conflictNeed to deal with a different companys set of proceduresIt is not as easy to “

302、see” problemsGreater reliance on reports to determine if a problem existsGreater reliance on relationships between buyer and sellers project managersChapter 12 Project Procurement ManagementSupplement Professional Responsibility1. Understand Project Management Professional Code of ConductEthicsLegal

303、 IssuesCultural SensitivityManaging conflicts of interest Supplement Professional Responsibility2. Integrity(honesty) and ProfessionalismUnderstand the legal requirements surrounding the practice of projectsKnow ethical standards that should govern the behavior of project managersComprehend the valu

304、es of the community and the various project stakeholdersPractice proper judgment in the pursuit of successful project workCompliance with all organizational rules and policiesvUpon a reasonable and clear factual basis report violationsvResponsibility to disclose circumstances that could be construed

305、 as a conflict of interest or appearance of improprietySupplement Professional Responsibility2. Integrity and ProfessionalismProvide accurate and truthful representation to the publicMaintain and satisfy the scope and objectives of professional servicesMaintain the confidentiality of sensitive infor

306、mationEnsure a conflict of interest does not compromise legitimate interests of client/customer or interfere with professional judgmentRefrain from accepting gifts, inappropriate payments, compensation for personal gain unless in conformity with applicable laws or customsSupplement Professional Resp

307、onsibility3. Contribute to advancing the project management professionOverall understanding of project management principlesUnderstand the community and media surrounding projectsKnowledge of research strategies available and proper communication techniquesLearn to communicate and transfer knowledge

308、 effectively as a coach and mentor and to use available research strategiesRespect and recognize intellectual propertySupplement Professional Responsibility4. Enhance Individual CompetenceUnderstand the project managers strengths and weaknesses and learning style become aware of instructional proces

309、ses and toolsKnow the useful competencies for project managers and possible trainingBe able to perform self-assessment and competencies development planAbility to apply lessons learnedSupplement Professional Responsibility5. Balance Stakeholders ObjectivesUnderstand the various competing stakeholder

310、s interests and needsComprehend the conflict resolution techniques useful in handling differing objectivesBe able to resolve conflicts in a fair mannerExercise negotiation skills based on proper informationSupplement Professional Responsibility6. Interact with team and stakeholders in a professional and cooperative mannerUnderstand cultural diversity, norms and stakeholders communication stylesShow flexibility towards diversity, tolerance and self controlBecoming empathetic to differencesThank you for your patient and your work