Topic 8 :
Project Management
第八讲：项目管理
Peter Sidorko and Mike Robinson
Goals
目标
Provide an overview of
Project Management
 概述项目管理

Become familiar with
key project deliverables
 熟悉主要的项
目交付物

Practice developing a
project schedule
 练习制订项目
进度表

2
Objectives of Project Management
项目管理的目标
Better skills in managing
projects

提高项目管理技巧

Develop realistic timelines

制定实际进程

Manage expectations

管理可预测的事情

Avoid problems with
mismanaged projects


Better delegation of
responsibilities
避免因项目管理不当
而产生问题

更有效地授予责任

Project characteristics
项目特色


A task of finite duration
 Not a permanent
activity
Produces a new product,
service or other result.

有限时间内的任务
 并非永久活动

制造新产品，新服务或
其它成果.
Project Definition
项目的定义
Defined beginning and
end

设定起始及终结

One time effort

一次性工作

Produces an identifiable,
measurable, unique
product, service, result

产出一项可识别、可
量度、独一无二的产
品、服务或结果

Project team works
together for length of
project

项目进行阶段，全组
并坚作战。

5
Project Triggers
项目触发因素

Market driven needs

市场需要

Organizational needs

组织需要

Customer needs

顾客需要

Technological advances

科技进展

Legal requirements

法律要求
6
Benefits of Project Management
项目管理的好处

Improves ability to deliver
project on-time, on-budget

提升准时而不失预算地
交付项目结果的能力

Provides a methodology to
follow

提供一个可遵循的方法

Ensures common
understanding of project
needs & deliverables

确保对项目的需求及交
付物有所共识

提高生产力

确保对项目及产品的需
要有足够的沟通

提升质量

管理风险

Improves productivity

Ensures communication of
project and product needs

Improves quality

Manages risk
7
Benefits of Project Management
项目管理的好处

Better skills in managing
projects


提高项目管理技巧
Develop realistic
timelines

建立实际时间表

Manage expectations

管理期望

Avoid problems with
mismanaged projects

避免因项目管理不
当而产生问题

Better delegation of
responsibilities

更有效地授予责任
Benefits of Project Management
项目管理的好处

Applies structured
techniques to facilitate a
more efficient approach
to planning an executing
a project

运用建构技巧以助
采取更有效的方法
去计划和执行项目

Applies organizational
structure

运用组织架构

A more analytic
approach

更着重分析的方法
Key Project Deliverables
主要项目交付物
1.
Project Charter
1.
项目章程
2.
Scope Statement
2.
范围陈述
3.
Change Control
3.
转变控制
4.
Project Schedule
4.
项目进度表
5.
Status Report
5.
状况报告
6.
Communication Plan
6.
沟通计划
7.
Risk Analysis & Plan
7.
风险分析及计划
10
Developing the Project Schedule
编制项目进度表






Step 1 :
Develop a WBS (Work
Breakdown Structure)
Step 2 :
Define the activities
Step 3 :
Develop a milestone list
Step 4 :
Put the activities in order
Step 5 :
Estimate duration and work
Step 6 :
Assign people to activities

步骤一 ：编制工作分解结构

步骤二 ：設定各项活动

步骤三 ：列出项目里程碑

步骤四 ：将各项活动排序

步骤五：估计历时及工作

步骤六 ：分派人手予各项工作
11
Project Schedule 项目进度表
Step 1 : Develop a Work Breakdown Structure
步骤一 ：编制工作分解结构

Divides work into smaller tasks
that can be defined, estimated,
and tracked

细分工作成明确、可估计及
跟进的任务

Decompose tasks until each has
known qualities:

分解各任务直至其特质可明
确了解

◦
Each task has a
deliverable
◦
Can be assigned to a
person
◦ 可分派给某人员
◦
Start and end dates
can be identified
◦ 起始及结束日可订明
◦
Duration is reasonable
(two weeks or less)
Work not defined in WBS is
outside project scope
◦ 所有任务均有一交付物
◦ 持续时间合理 ( ≤ 2星期)

没有設定在工作分解结构内
的工作均不属项目范围
12
Work Breakdown Structure for the recruitment
of a new person to fill a vacant post
http://www.spottydog.u-net.com/guides/faq/faq.html
Project Schedule 项目进度表
Step 2 : Define the Activities
步骤二 ：确定各项活动

Use WBS to create a
complete list of activities for
the project

运用工作分解结构编制一
完整的项目活动清单

These activities will be added
to the MS Project schedule

这些活动会列入微软项目
进度表

Describe the work required
for each activity. Include
related information:

描述各项活动所需的工作，
包括相关的信息
◦
前置任务
◦
资源要求
◦
Predecessors
◦
Resource requirements
◦
Date requirements
◦
日期要求
◦
Constraints and
assumptions
◦
约束条件及假设条件
14
Project Schedule 项目进度表
Step 3 : Develop a Milestone List
步骤三 ：列出项目里程碑

Identifies all milestones in
the project

列出所有项目里程碑

Good communication tool
at executive level

行政人员的良好沟通工具

里程碑实例:


Milestone Examples:
◦
Make-or-Buy decision
◦
Approval by upper
management
◦
End of a project phase
◦
Equipment delivery
date
Each milestone is placed
in the project schedule

◦
外购或自制决策
◦
上级批核
◦
项目某阶段的终结点
◦
设备交付日期
所有里程碑均显示在项目进
度表上
15
Project Schedule 项目进度表
Step 4：Put the Activities in Order
步骤四：将各项活动排序

Determine logical
relationships between
activities

推定各项活动间的逻辑
关系
◦
哪些活动必须等到
前一项完成后才开
始？
◦ What activities can
start at the same time?
◦
哪些活动可同时开
始？
◦ What activities must
finish at the same time?
◦
哪些活动必须同时
完成？
◦ Lag time needed?
◦
是否需要相隔时间？
◦ What activities must
wait until an earlier task
is completed?
16
Project Schedule 项目进度表
Step 5 – Estimate Duration and Work
步骤五：估计历时及工作

Determine resources
needed for each activity

决定各活动所需资源

Estimate the duration
and work for each
activity

估计各活动的历时及
工作
Document assumptions
made while estimating
duration and work

估计历时及工作的同
时为项目假设前提建
檔

17
Developing the Project Schedule
编制项目进度表

Step 1 – Develop a WBS (Work
 步骤一 ：编制工作分解结构

Breakdown Structure)
Step 2 – Define the activities
 步骤二 ：設定各项活动

Step 3 – Develop a milestone list
 步骤三 ：列出项目里程碑

Step 4 – Put the activities in
order
 步骤四 ：将各项活动排序

Step 5 – Estimate duration and
work
 步骤五 ：估计历时及工作

Step 6 – Assign people to
activities
 步骤六 ： 分派人手予各项工作
18
Typical Problem Issues in PM
項目管理的典型問題

Communication, communication,
communication

◦ 频率
◦ Frequency
◦ Quality


Defined expectations
Ill defined responsibilities
沟通、沟通、沟通
◦ 质量

明确的期望

职责模糊

清楚的角色

实际时间表

Defined roles

Realistic timelines

Experience

经验

Sustained interest

持久利益
Project Management Steps
 Business
Case
 Concept Plan
 Design Development
 Construction
 Testing & Commissioning
 Opening & Operating
 Evaluation
Business Case – Proposal








Stating the current problem and why it needs to
be addressed
What are the drivers for change?
Identifying end-user needs
Stating the benefits of the solution – who
benefits, how?
Support your proposal with evidence (data,
anecdotal etc)
What are the deliverables?
What other changes / innovations will occur as a
result of this development?
Costing and timelines…
Concept Plan
Identifying functions & typologies
 What will take place in this area?
 Establishing logical and systemic
relationships
 Site visits, desk research and other
references (eg; websites)
 Involving users and other stakeholders
 Imagine the future!!
 Don’t lose sight of the basics!!

Concept Design
Design Development









Formulating a design brief
Describing functions and quantifying
requirements (eg; space, people, IT etc)
Test assumptions with all stakeholders
Use images to stimulate discussion
Use of design to create appealing, intuitive spaces,
and to separate different functions
Macro and micro design – space, furniture,
colour etc.
Reality check (usually on cost) and design
compromises
Design development is a reiterative process
Allow time for the design to mature
Design Development
Construction

Develop a detailed project schedule

Awareness of the critical path, order and prerequisites for project takes

Decommissioning and clearance of site

Re-location and accommodation of collections,
facilities, services and people

Communications with stakeholders – warnings,
explanations, plans, location of alternatives

Monitor progress, anticipate delays, manage risk

Library and non-Library responsibilities
Testing, Commissioning, Opening








Building & Library systems testing
Identify and note building defects
Formal handover and site access
Soft or staggered opening(s) to bed down
operations and identify problems
Building works involve change management
(eg; with staff)
Evaluation through feedback from students,
stakeholders, success stories, usage data
Mainstreamed into Library activities
Project management exercise…