topic 8 第八講 project management項目管理

1、Topic 8 第八講: Project management項目管理,Marshall BreedingDirector for Innovative Technologies and ResearchVanderbilt Universityhttp://staffweb.library.vanderbilt.edu/breeding,Redefining Libraries:Web 2.0 and other Chal

2、lengesMay 2007 Xiamen, China,Project management項目管理,Why do projects succeed?項目為甚么會成功？Why do projects fail?項目為甚么會失??？,Objectives 目標(biāo),Better skills in managing projects提高項目管理技巧Develop realistic timelines 建立實際時間表Ma

3、nage expectations 管理期望Avoid problems with mismanaged projects避免因項目管理不當(dāng)而產(chǎn)生問題Better delegation of responsibilities更有效地授予責(zé)任,Project characteristics項目特式,Task of finite duration有限時間內(nèi)的任務(wù)Not a permanent activity并非永

4、久的活動Produces a new product, service or other result制造一個新的產(chǎn)品，一項新的服務(wù)或其它成果,Project management項目管理,Applies structured techniques to facilitate a more efficient approach to planning an executing a project運用建構(gòu)技巧以助采取更有效的方

5、法去計劃和執(zhí)行項目Applies organizational structure運用組織架構(gòu)A more analytic approach更著重分析的方法,Organizational structure組織架構(gòu),Project leader – the person responsible for the overall planning execution of the project項目領(lǐng)導(dǎo) ─ 負(fù)責(zé)整體計劃

6、執(zhí)行項目的人Project team – Other individuals assigned to work on the project項目組 ─ 其它獲分派項目工作的成員,Project Plan項目計劃,A document that guides the execution of the project. 執(zhí)行項目的指引文件Approved by stakeholders or persons in autho

7、rity由相關(guān)利益者或當(dāng)權(quán)者批核 States the desired outcomes, assumptions由此項目希望得到的結(jié)果、假設(shè)General timeline or schedule一般時間表或進度表Varies in detail according to the complexity of the project因項目的復(fù)雜程度而有所不同,Stakeholders相關(guān)利益者,Individua

8、ls or organizations with a direct interest in the outcome of the project與項目結(jié)果有直接利益的個人或機構(gòu)May or may not have authority in how the project is carried out可能有或沒有權(quán)力影響項目如何進行Source of important information about the poten

9、tial impact of the project關(guān)于項目潛在影響的重要資料來源,Champion項目負(fù)責(zé)人,An individual with a vested interest in the project項目的既得利益者May be the person who initiates the project可能是倡議項目者May have high-level oversight可有高層次的監(jiān)督權(quán)限May

10、 be the project leader可能是項目領(lǐng)導(dǎo),Customer顧客,The persons or group that benefits from the outcome of the project受益于項目結(jié)果的個人或圑體,Project Management Fundamentals 項目管理的基礎(chǔ),Planning time on the font end yields benefits througho

11、ut the course of the project事前的時間策劃可為整個項目過程帶來好處Avoids delays 避免延誤Reduces overall effort 降低整體付出Increases probability of on-time delivery增加按時交付的機會Involve customers from the inception of the project從項目開始起容入顧客的

12、參與Iterative planning: be flexible enough to make adjustments and mid-course corrections互動計劃：足夠的彈性以作調(diào)整及中期修正,Avoid Scope Creep避免范圍擴大,Develop a clear idea of the parameters of the project 訂立清晰的項目范圍Avoid the temptation

13、to add new components or expand the tasks 避免嘗試加進新的成分或擴展任務(wù)范圍Be clear about what tasks are beyond the scope of the project清楚知道甚么任務(wù)超越了項目的范圍,Stages of a managed project管理得當(dāng)項目的各階段,Start-up: Analysis and planning 創(chuàng)辦：分析和規(guī)

14、劃Determine requirements 確定要求 Create project plan 創(chuàng)立項目計劃Execution 實施Carry out plan 執(zhí)行計劃Track progress 追趕進度Address changes 處理轉(zhuǎn)變Close-down 完成Completion of tasks 完成任務(wù)Transfer control 移交管理權(quán)Final documentation 最終文檔D

15、isband project team 解散項目組,Project Plan components項目計劃的組成部份,Scope 范圍Team Collaboration圑隊合作Schedule進度表Communications溝通,Scope Management范圍管理,Define the outcomes 確定結(jié)果Structure and subdivide the project into sma

16、ller manageable tasks 把項目組織或細(xì)分成較小的可管理的任務(wù)Articulate project requirements 清晰列明項目要求Develop a project summary statement 設(shè)立項目概要Identify issues that need to be addressed during the course of the project 確定項目過程中需要處理的問題Quest

17、ion, problems, obstacles 問題，難題，障礙,Vetting of the Project activities 檢查項目活動,Interview stakeholders and champion to gather input and solicit suggestions采訪項目的相關(guān)利益者及主管以便收集建議及征求意見Identify sensitive issues 找出敏感的議題Develop

18、interview questions in advance but ask open-ended questions and invite any relevant information事先訂立采訪問題，但作開放性提問并邀請受訪者提供相關(guān)數(shù)據(jù) Broad consultation improves likelihood of success廣泛的咨詢可增加成功的機會,Developing Project Requireme

19、nts 訂立項目要求,Relevant background and history 相關(guān)背景和歷史Define deliverables 設(shè)定項目成果Identify schedule and timing requirements確定進度和時間上的要求Create communications strategy 設(shè)立溝通策略Ensure all stakeholders, champions, and participa

20、nts receive the appropriate level and frequency of information 確保所有相關(guān)利益者、主管、和參與者收到適當(dāng)層次的及頻密的信息,Project summary statement項目概要,Project name 項目名稱Description 項目描述Stakeholders 相關(guān)利益者Project need: Articulate the problem bein

21、g addressed 項目需求：清晰列明需處理的問題Deliverables: Define the specific desired accomplishments, products, services項目成果：訂立特定的欲達成的成就、產(chǎn)品、服務(wù)Requirements 需求Success factors 成功因素Initial schedule and target dates 初步計劃及目標(biāo)日期,Team Coll

22、aboration and organization 團隊合作及組織,Identify roles and responsibilities 確定角色和責(zé)任Determine how the team will communicate and share information 決定團隊如何溝通及分享信息E-mail – wiki – collaborative tools電郵 – 維基 – 協(xié)作工具External rep

23、orting relationships 對外聯(lián)系方式Identify resources needed 找出需要的資源Meeting schedule 會議時間表,Schedule management進度管理,Define tasks 明確任務(wù)Prioritize tasks and determine prerequisites排列任務(wù)優(yōu)先次序和決定必要條件 Assign start and stop dates t

24、o each task定出每項任務(wù)的開始和完成日期Delegate team members to each task分派組員予各項任務(wù)Analyze volume of effort relative to each sub-task and overall project timeline分析每項子任務(wù)的工作量及整體項目時間線Avoid unrealistic estimates of timeframes避免

25、不現(xiàn)實地估計時間范圍,Tools for Managing Scheduling 進度管理工具,Microsoft Project 微軟項目管理軟件Gantt Charts 甘特圖 PERT Charts 計劃評核術(shù)圖 Excel spreadsheets 電子表格Microsoft Visio 建立流程圖、組織圖、時間表等的軟件,Focus on communications集中注意力于溝通方面,External vs In

26、ternal 對外與對內(nèi)Within the project team 項目組內(nèi)Regular updates to stakeholders, champions, and managers 定期給予利益相關(guān)者、項目主管、及經(jīng)理最新的信息Develop and distribute adequate documentation 建立和傳閱足夠的文件,Changes and corrections改變與修正,Negotiate

27、 any changes requested to the project requirements 商談對項目要求提出的改變Changes that involve a possible extension of the project should be well-vetted and approved by everyone with an interest in the project可能引致項目延展的改變，應(yīng)由所有與項目

28、有利益關(guān)系的人仔細(xì)審批Additional resources 額外資源Possible trade-off of activities 可能的交易活動,Project Close-down項目完成,Validate the successful completion of the project確證項目已成功地完成Distribute any required documentation傳閱任何必須的文件Transf

29、er from project team to any persons or groups that will be responsible for maintenance由項目組調(diào)配人員或小組負(fù)責(zé)維修保養(yǎng)工作Document any outstanding issues or problems記錄所有未解決的議題或問題Communicate any recommended next steps or follow-up t

30、hat may be needed傳達有關(guān)下一步的建議或作需要的跟進,Group Exercise 小組研習(xí),In reviewing the projects that your library has undertaken in the last two years, describe one that might have been more successful had the library followed a more

31、 structured approach with formal project management methodologies? Describe specific measures that you would have done differently if you were approaching the same task today.重溫一下貴館過往兩年展開過的項目，描述一個若圖書館用正常項目管理的方法更有效地組織而