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1、Topic 8 第八讲: Project management 项目管理,Marshall Breeding Director for Innovative Technologies and Research Vanderbilt University http:/staffweb.library.vanderbilt.edu/breeding,Redefining Libraries: Web 2.0 and other Challenges May 2007 Xiamen, China,Project management 项目管理,Why do projects succeed? 项目为
2、甚么会成功？ Why do projects fail? 项目为甚么会失败？,Objectives 目标,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,Project characteristics 项目特式,Task of fin
3、ite duration 有限时间内的任务 Not a permanent activity 并非永久的活动 Produces a new product, service or other result 制造一个新的产品，一项新的服务或其它成果,Project management 项目管理,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
4、 structure 运用组织架构 A more analytic approach 更着重分析的方法,Organizational structure 组织架构,Project leader the person responsible for the overall planning execution of the project 项目领导 负责整体计划执行项目的人 Project team Other individuals assigned to work on the project 项目组 其它获分派项目工作的成员,Project Plan 项目计划,A document tha
5、t guides the execution of the project. 执行项目的指引文件 Approved by stakeholders or persons in authority 由相关利益者或当权者批核 States the desired outcomes, assumptions 由此项目希望得到的结果、假设 General timeline or schedule 一般时间表或进度表 Varies in detail according to the complexity of the project 因项目的复杂程度而有所不同,Stakeholders 相关利益者,I
6、ndividuals or organizations with a direct interest in the outcome of the project 与项目结果有直接利益的个人或机构 May or may not have authority in how the project is carried out 可能有或没有权力影响项目如何进行 Source of important information about the potential impact of the project 关于项目潜在影响的重要资料来源,Champion 项目负责人,An individual wi
7、th a vested interest in the project 项目的既得利益者 May be the person who initiates the project 可能是倡议项目者 May have high-level oversight 可有高层次的监督权限 May be the project leader 可能是项目领导,Customer 顾客,The persons or group that benefits from the outcome of the project 受益于项目结果的个人或圑體,Project Management Fundamentals 项目
8、管理的基础,Planning time on the font end yields benefits throughout the course of the project 事前的时间策划可为整个项目过程带来好处 Avoids delays 避免延误 Reduces overall effort 降低整体付出 Increases probability of on-time delivery 增加按时交付的机会 Involve customers from the inception of the project 从项目开始起容入顾客的参与 Iterative planning: be f
9、lexible enough to make adjustments and mid-course corrections 互动计划：足够的弹性以作调整及中期修正,Avoid Scope Creep 避免范围扩大,Develop a clear idea of the parameters of the project 订立清晰的项目范围 Avoid the temptation to add new components or expand the tasks 避免尝试加进新的成分或扩展任务范围 Be clear about what tasks are beyond the scope o
10、f the project 清楚知道甚么任务超越了项目的范围,Stages of a managed project 管理得当项目的各阶段,Start-up: Analysis and planning 创办：分析和规划 Determine requirements 确定要求 Create project plan 创立项目计划 Execution 实施 Carry out plan 执行计划 Track progress 追赶进度 Address changes 处理转变 Close-down 完成 Completion of tasks 完成任务 Transfer control 移交管理
11、权 Final documentation 最终文档 Disband project team 解散项目组,Project Plan components 项目计划的组成部份,Scope 范围 Team Collaboration 圑队合作 Schedule 进度表 Communications 沟通,Scope Management 范围管理,Define the outcomes 确定结果 Structure and subdivide the project into smaller manageable tasks 把项目组织或细分成较小的可管理的任务 Articulate proje
12、ct requirements 清晰列明项目要求 Develop a project summary statement 设立项目概要 Identify issues that need to be addressed during the course of the project 确定项目过程中需要处理的问题 Question, problems, obstacles 问题，难题，障碍,Vetting of the Project activities 检查项目活动,Interview stakeholders and champion to gather input and solici
13、t suggestions 采访项目的相关利益者及主管以便收集建议及征求意见 Identify sensitive issues 找出敏感的议题 Develop interview questions in advance but ask open-ended questions and invite any relevant information 事先订立采访问题，但作开放性提问并邀请受访者提供相关数据 Broad consultation improves likelihood of success 广泛的咨询可增加成功的机会,Developing Project Requirement
14、s 订立项目要求,Relevant background and history 相关背景和历史 Define deliverables 设定项目成果 Identify schedule and timing requirements 确定进度和时间上的要求 Create communications strategy 设立沟通策略 Ensure all stakeholders, champions, and participants receive the appropriate level and frequency of information 确保所有相关利益者、主管、和参与者收到适
15、当层次的及频密的信息,Project summary statement 項目概要,Project name 项目名称 Description 项目描述 Stakeholders 相关利益者 Project need: Articulate the problem being addressed 项目需求：清晰列明需处理的问题 Deliverables: Define the specific desired accomplishments, products, services 项目成果：订立特定的欲达成的成就、产品、服务 Requirements 需求 Success factors 成功
16、因素 Initial schedule and target dates 初步计划及目标日期,Team Collaboration and organization 团队合作及组织,Identify roles and responsibilities 确定角色和责任 Determine how the team will communicate and share information 决定团队如何沟通及分享信息 E-mail wiki collaborative tools 电邮 维基 协作工具 External reporting relationships 对外联系方式 Identi
17、fy resources needed 找出需要的资源 Meeting schedule 会议时间表,Schedule management 进度管理,Define tasks 明确任务 Prioritize tasks and determine prerequisites 排列任务优先次序和决定必要条件 Assign start and stop dates to each task 定出每项任务的开始和完成日期 Delegate team members to each task 分派组员予各项任务 Analyze volume of effort relative to each su
18、b-task and overall project timeline 分析每项子任务的工作量及整体项目时间线 Avoid unrealistic estimates of timeframes 避免不现实地估计时间范围,Tools for Managing Scheduling 进度管理工具,Microsoft Project 微软项目管理软件 Gantt Charts 甘特图 PERT Charts 计划评核术图 Excel spreadsheets 电子表格 Microsoft Visio 建立流程图、组织图、时间表等的软件,Focus on communications 集中注意力于沟
19、通方面,External vs Internal 对外与对内 Within the project team 项目组内 Regular updates to stakeholders, champions, and managers 定期给予利益相关者、项目主管、及经理最新的信息 Develop and distribute adequate documentation 建立和传阅足够的文件,Changes and corrections 改变与修正,Negotiate any changes requested to the project requirements 商谈对项目要求提出的改变
20、 Changes that involve a possible extension of the project should be well-vetted and approved by everyone with an interest in the project 可能引致项目延展的改变，应由所有与项目有利益关系的人仔细审批 Additional resources 额外资源 Possible trade-off of activities 可能的交易活动,Project Close-down 项目完成,Validate the successful completion of the
21、 project 确证项目已成功地完成 Distribute any required documentation 传阅任何必须的文件 Transfer from project team to any persons or groups that will be responsible for maintenance 由项目组调配人员或小组负责维修保养工作 Document any outstanding issues or problems 记录所有未解决的议题或问题 Communicate any recommended next steps or follow-up that may
22、be needed 传达有关下一步的建议或作需要的跟进,Group Exercise 小组研习,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 structured approach with formal project management methodologies? Describe specific measures that you would have done differently if you were approaching the same task today. 重温一下贵馆过往两年展开过的项目，描述一个若图书馆用正常项目管理的方法更有效地组织而可能会更加成功的项目。说出一些若你今天要执行同样的任务时，你会用到的不同的特别方法。,