該課程為coursera上的MOOC課程榄檬。
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課程目標(biāo)
- Learn about the role of high performance teams and leadership in project management
- Learn about the tools and techniques for developing and strengthening high performance teams and team members
Learn about the stages in project cycle - Apply best practices to develop competencies and skills in planning and controlling projects to ensure successful outcomes
- Learn how to monitor project activities and assess progress
- Learn to communicate proficiently to report project status and performance to stakeholders and contribute to organizational knowledge base
關(guān)于該課程的學(xué)習(xí)筆記會在這里不斷更新壤蚜，既是對自己的督促含衔，也希望能將自己的心得分享出來例书，大家一起討論系洛。
不足之處，歡迎各位指證姨谷。
Week 1 Foundational Project Management Elements
1.1 What is a Project?
這里提出了三個需要厘清的概念：
- What is a project?
- What is a Project Manager?
- What is Project Managemet?
A project
- has a definable goal
- has interrelated and depend tasks
- is finite in duration
- provides a unique product, service or information
- operates under scope, quality, cost and time constrains
Project: A temporary endeavor undertaken to create a unique product, service, or result.
Projects and Ongoing Work
項目管理是有開始康谆、有結(jié)束领斥、有明確目標(biāo)的事情。
日常工作流程只是簡單的按照一定的程序重復(fù)進行秉宿。
Constrains: S, Q, C, T Targets
Scope: 是指這個項目有多大
Quality: 是指對這個項目的質(zhì)量要求
Cost: 是指完成這個項目需要多少花費
Time: 是指完成這個需要多少時間
當(dāng)我們開始一個新項目時戒突，首先從圖中的一點開始進行規(guī)劃。
You can't change one constraint without adjusting another one.
當(dāng)項目進行過程中描睦，發(fā)現(xiàn)需要對其范圍進行擴展時膊存，也需要對其它的三項目標(biāo)進行調(diào)整。
也有教材將Risk和Resources加入進來忱叭，風(fēng)險和資源其實是時間和成本的子集隔崎。
小結(jié)
本節(jié)課主要講了什么是項目，其中重點為項目的約束條件（constrains）韵丑，應(yīng)重點理解范圍爵卒、質(zhì)量、成本撵彻、時間四者之間的關(guān)系钓株。
1.2 Scope
Three Elements of Scope
- Product Scope
- All the things that will be created or delivered
- Project Scope
- All the work that will be done during the project
- Total Scope
- All the things and all the work
項目范圍的不僅僅只是項目所涉目標(biāo)產(chǎn)品、服務(wù)或結(jié)果的范圍陌僵，還包括在項目進行過程中需要去做的所有工作轴合。
The Project Manager
- Technical Skills
- 項目經(jīng)理不需要精通所有的知識，但需要具備與項目相關(guān)的所有基礎(chǔ)知識碗短。如此才能與團隊成員順暢溝通受葛。
- Project Management Process Skills
- 對于該項目的理解，了解從項目開始到結(jié)束每個過程的狀態(tài)及成員對該項目的想法。
- Leadership Skills
- 項目經(jīng)理需要與整個團隊一起推進項目的運行总滩，期間需要接觸各類人纲堵，這就需要項目經(jīng)理擁有良好的領(lǐng)導(dǎo)力。這是項目成功的重要因素闰渔。
The Various Roles of the PM
- Task & Human
- 項目經(jīng)理需要處理項目任務(wù)席函，需要與團隊合作
- Integrator vs. Technical Expert
- 項目經(jīng)理不需要成為每個領(lǐng)域的專家，但是必須確保團隊成員人盡其能冈涧，把正確的人放在正確的位置上要求了解每個團隊成員的專長向挖、特點。
- 整合各領(lǐng)域?qū)＜乙黄饋硗七M項目的進展炕舵。
- Big Picture & Detail
- 項目經(jīng)理既要有大局觀，又要關(guān)注每一處細節(jié)跟畅。始終思考所有細節(jié)如何整合在一起構(gòu)成完成的項目咽筋。
- 合理地將項目層層分解每一項小任務(wù)并制定計劃。對于每一項小任務(wù)都優(yōu)化至可以找到合適的人去完成徊件。
- Politics
- 項目經(jīng)理需要與各個部門的人打交道奸攻。
- Projects vs. Functions
- 團隊成員可能各自有自己的日常工作，項目經(jīng)理需要將團隊任務(wù)整合進日常工作中虱痕。
Project Manager: The person assigned by the performing organization to achieve the project objectives.
Project Management
- Planning
- Scheduling
- Managing
- Coordinating
- Leading
- Communicating
- Controlling
Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project Management is accomplished through the use of processes such as: initiating, planning, executing, controlling and closing.
項目管理需要綜合運用知識睹耐、技巧、工具以及技術(shù)以達到項目要求部翘。
Process Groups
- Initiate
- 清晰地定義項目并啟動項目
- Plan
- 統(tǒng)籌規(guī)劃我們要如何完成目標(biāo)
- Execute
- 擁有目標(biāo)硝训、制定計劃后，就需要執(zhí)行
- Monitor and Control
- 當(dāng)我們推進項目的過程中新思，我們要監(jiān)控當(dāng)前的進展?fàn)顟B(tài)窖梁，并控制進度。我們要確保所有的進展都沒有偏離目標(biāo)夹囚，確弊萘酰花費沒有超出預(yù)算，確保各任務(wù)都能按時完成荸哟。
- Close
- 項目完成后假哎，結(jié)束項目。
在這5項流程之中還有很多需要考慮的內(nèi)容鞍历，除此以外舵抹，項目管理人員還需要了解10個領(lǐng)域的知識。
Knowledge Areas
- Project Integration Management
- Project Scope Management
- Project Time Management
- Project Cost Management
- Project Quality Management
- Project Human Resource Management
- Project Communications Management
- Project Risk Management
- Project Procurement Management
- Project Stakeholder Management
項目管理人員應(yīng)針對這10個領(lǐng)域?qū)徱曌约貉吡牵瑢η啡钡牟糠诌M行補足掏父。
小結(jié)
該節(jié)內(nèi)容主要講了項目范圍的三要素，要全面考量項目產(chǎn)品的范圍以及推進項目過程中所要進行的工作秆剪。項目的進展流程主要分為5個部分赊淑，項目管理人員則要掌握10個方面的知識爵政。這10個方面的知識為進行項目管理提供了較好的基礎(chǔ)，自己平時應(yīng)該主動學(xué)習(xí)對自己來說薄弱的部分陶缺。
1.3 Initiating
項目啟動處理所有與開始項目有關(guān)的內(nèi)容钾挟，其中有兩個關(guān)鍵的要素：
- Stakeholder（干系人）
- 所有與項目有關(guān)的個人和團體，其利益可能受項目實施或項目的完成正面或負面影響的個人和團體饱岸。干系人也有可能會影響項目及其結(jié)果掺出。
- Customer （客戶）
- 干系人的一種
- 是干系人的特殊子集
- 客戶是項目成果的真正接收方
- Project Charter （項目章程）
- 起草一項章程，只需要確定兩件事
- 項目名稱：說明公司已經(jīng)決定并正式批準(zhǔn)進行該項目
- 項目經(jīng)理的姓名：說明此人是項目負責(zé)人并有權(quán)利使用公司資源
- 不涉及項目細節(jié)苫费，細節(jié)列在項目計劃里
- 是所有參與方之間的協(xié)議汤锨，項目經(jīng)理、贊助商百框、客戶闲礼、執(zhí)行團隊以及主要干系人達成一致
- One location for all overview information
- Definition of the project
- Guide for the project activities
- 隨時參考項目章程，檢查是否在正軌上
- 起草一項章程，只需要確定兩件事
Elements of the Charter and Scope Statements
| Charter | Scope Statement |
|---|---|
| Project purpose or justification | Product scope description (progressively elaborated) |
| Measureable project objectives and related success criteria | Project deliverables |
| High-level requirements | Product user acceptance critera |
| High-level project description, product characteristics | Project exclusions |
| Summary milestone schedule | Project constraints |
| High level risks | Project assumptions |
| Summary budget | |
| Project approval requirements (what constitutes success, who decides it, who signs off) | |
| Assigned project manager, responsibility and authority level | |
| Name and responsibility of the person(s) authorizing project charter | |
| Stakeholder list |
Scope Statement: The description of the project scope, major deliverables, assumptions, and constraints.
小結(jié)
本節(jié)應(yīng)重點掌握項目章程铐维，這是項目啟動的關(guān)鍵要素柬泽。另外在項目啟動時還要列明干系人。
1.4 Stakeholder Analysis
Stakeholder Analysis: A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.
Stakeholder Analysis Matrix
小結(jié)
對于干系人的分析應(yīng)做在項目開始之前嫁蛇，列出與該項目利益相關(guān)的個人或團體锨并，分析他們受項目的影響情況，并提出要想獲得他們的支持需要采取什么策略睬棚。項目章程和項目范圍可以隨著項目的進行不斷地補充擴展第煮，對于干系人的分析則應(yīng)在項目開始前就考慮充分，否則有可能會對項目的進行造成干擾抑党。
Week2 The WBS
2.1 Planning
Risks to a Project
- All projects have risks
- It is always best to know upfront
- There are numerous risk anylysis tools and methods. Use at least one.
所有項目都存在風(fēng)險空盼，提前想好可能存在的風(fēng)險，才能未雨綢繆新荤，有備無患揽趾。
Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on project's objectives.
分析風(fēng)險需要四步：
- Find the risks
- Analyze the risks
- Develop a risk plan
- Mitigate the risks as they arise
通過與團隊成員討論，或者參考類似項目找到其中的風(fēng)險苛骨，并把它們列出來篱瞎。為其中需要當(dāng)心的高風(fēng)險制定某種風(fēng)險計劃，以便不利情況出現(xiàn)時痒芝，有備無患俐筋，防止措手不及。減少風(fēng)險可以通過合約將風(fēng)險轉(zhuǎn)移严衬，也可以對項目進行創(chuàng)新澄者，規(guī)避風(fēng)險。
分析風(fēng)險主要針對兩在要素：影響和概率。
Impact
- How bad will it be if it happens?
- How much will it affect the project?
分析風(fēng)險對項目造成的可能影響及程度粱挡。
Probability
- What are the chances it will occur during the project?
- What is the likelihood that something will fail?
確定風(fēng)險的影響赠幕，還應(yīng)考慮風(fēng)險發(fā)生的概率，對兩者綜合考慮來尋找應(yīng)對方案询筏。
Triggers
- Can I see it coming before it hits the project?
- Will I know when the risk has hit the project and is affecting it?
了解風(fēng)險發(fā)生的標(biāo)志或風(fēng)險來臨的信號榕堰，有助于控制風(fēng)險。舉例來說嫌套，新藥研發(fā)項目中應(yīng)綜合考慮產(chǎn)品的風(fēng)險逆屡，其中的毒性、代謝性質(zhì)踱讨、活性等等數(shù)據(jù)都可以作為了解項目失敗風(fēng)險的指標(biāo)魏蔗，及時中止，避免更大的損失痹筛。
Make decisions and Take Actions Based on Risk Priorities
- Determine which risks will affect your project the most
- Decide which risks are the ones to plan countermeasures for and which to mitigate
- Plan your actions
風(fēng)險有積極的風(fēng)險和消極的風(fēng)險沫勿，這里重點關(guān)注消極的風(fēng)險。積極的風(fēng)險可以通過采用措施消除或降低味混。將風(fēng)險造成的影響以及發(fā)生的概率從1-5進行分級，并寫出采用應(yīng)對方案后的影響及概率評級诫惭，當(dāng)風(fēng)險達到企業(yè)可接受的范圍時翁锡，項目就可以繼續(xù)向前。
Project Tasks
- It all comes down to individual project tasks
- The project plan is the lay-out of these tasks with times and resources assigned
小結(jié)
本部分主要講項目中所涉的風(fēng)險夕土，對于風(fēng)險應(yīng)該在項目開始時就將所有可能出現(xiàn)的風(fēng)險列出來馆衔，并對其中的影響和概率進行分析，提出應(yīng)對預(yù)案怨绣，將風(fēng)險造成的影響降到最低角溃。
1.2 Planning: WBS
Work Breakdown Structure (WBS)
- A way to plan the tasks
- A way to display the tasks
- A way to communicate the project complexity
工作分解結(jié)構(gòu)，計劃項目任務(wù)篮撑、展示任務(wù)减细、溝通項目復(fù)雜性。WBS指針對可交付成果對項目要素的分組赢笨，每下降一層未蝌，代表對項目工作做更詳細的定義。其中關(guān)鍵應(yīng)該在于至上而下茧妒，由大化小萧吠，層層分解。
WBS: A deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. Work not in the WBS is outside the scope of the project.
Why a WBS?
WBS是開展項目必須要做的工作桐筏，它具有如下的作用：
- Foundation for planning the project
- Project planning is based on the tasks displayed on the WBS
- Provides a detailed illustration of the project
- Defines human resource cost estimates
- Provides clear assignments to project members
Deliverables and Tasks
工作分解結(jié)構(gòu)中將闡述可交付成果和任務(wù)纸型。如下圖，最高層是可交付成果，向下是工作包狰腌，工作包分解為若干個項目活動除破，項目活動再分解為細分任務(wù)。當(dāng)我們轉(zhuǎn)向做日程安排時癌别，細分任務(wù)將放入項目日程中皂岔。
其中關(guān)鍵在于，將所有信息放入工作結(jié)構(gòu)分解展姐。
Identify the Tasks
- First define the deliverables
- Then identify the tasks that will create or provide those deliverables
這里講如何確定任務(wù)躁垛，方法很簡單，先確定可交付成果圾笨，再去確認完成這些成果需要完成哪些任務(wù)教馆。其中的關(guān)鍵在于，要把項目的可交付成果想清楚擂达。
Deliverable: Any unique and verifiable product, result, or capability to perform a service that must be produced to complete the process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.
Project Activity: A component of work performed during the course of a project.
工作分解結(jié)構(gòu)包含項目圍的三方面：
- Product Scope: The Things
- Project Scope: The Work
- Scope: The Things and The Work
工作分解結(jié)構(gòu)的發(fā)展初期看起來如圖所示土铺，圖中最高層級叫做大型項目，它是由互相聯(lián)系的項目集合而成板鬓，不能進行單獨管理悲敷。相關(guān)項目的組合叫做大型項目。大型項目經(jīng)理要管理一系列相關(guān)的項目和項目經(jīng)理俭令。而我們大多數(shù)時候則是從項目這個層級開展后德。
小結(jié)
該部分講述了WBS的作用，制定WBS對于項目的進行至關(guān)重要抄腔，其中關(guān)鍵在于自上而下瓢湃，層層分解。
2.3 Planning and the WBS, Part 2
該部分主要是舉例說明WBS各種形式赫蛇，一個項目可以按可交付成果绵患、項目活動、項目階段等做分解悟耘。新藥研發(fā)項目可能適合按照項目階段進行分解落蝙。
對于分解后的具體工作，耗時最好是在4-40個小時之間暂幼，不宜太長也不宜太短掘殴，但具體還是要依公司而定。此時粟誓，也可以審視項目人力資源和相關(guān)成本奏寨，做項目預(yù)算。
Week3
3.1 Planning: Scheduling
The Project Schedule
- Shows the relationship of the project activities and tasks
- Shows the dependencies (which tasks follow other tasks in a logical sequence)
進度表展示項目任務(wù)和活動之間的關(guān)系鹰服，告訴我們哪些任務(wù)導(dǎo)致其他任務(wù)的產(chǎn)生病瞳，某些任務(wù)之前要完成什么揽咕。如果我們看到一項任務(wù)及其后續(xù)任務(wù)，這是從屬任務(wù)套菜。前置活動是指這項任務(wù)和在它之前要完成的任務(wù)亲善。
可以由此看出任務(wù)是按次序進行還是可以同時進行。
Critical Path: Generally, but not always, the sequence of schedule activities that determines the duration of the project. It is the longest path through the project.
Float Time
Total Float Time (Slack Time): The total amount of time a schedule activity may be delayed from its early start date without delaying the project finish date or violating a schedule constraint.
Free Float: The total amount of time a schedule activity can be delayed without delaying the early start of any immediately following schedule activities.
Project Diagrams
- Ganntt Chart
- Network Diagram
- AOA (Activity On Arrow)
- AON (Activity On Node)
- PERT Chart (an early AON Diagram)
- CPM (Critical Path Method)
The Project Schedule
- Tasks across a timeline
- Road map
- Project
- Project Manager
- Customers and stakeholders
- Communication tool
- Tracking tool
利用項目進度表可以確定進度和項目逗柴。
3.2 Constructing a Schedule
How Do We Construct a Schedule?
- Move the detailed tasks to the schedule
- Add the task durations
- Arrange the tasks into the sequential or simultaneous relationships
- Add the initial start or finish of the overall project
- Add the early and late start and finish times
- Add whatever other information you might want, such as team members' names to tasks and costs
將工作分解結(jié)構(gòu)中的任務(wù)轉(zhuǎn)移至進度表蛹头，確定任務(wù)所需時間，調(diào)整任務(wù)的次序或同步任務(wù)戏溺。從項目啟動或者倒推渣蜗，然后添加整個項目的開始以及結(jié)束時間，然后添加每個任務(wù)的最早/最晚開始以及結(jié)束時間旷祸。最后還可以把任何需要的信息放進去耕拷。
Milestones
Milestones are zero duration tasks that designate significant events in the project
Baseline
The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline).
有時完成項目所需時間要長于項目完成要求時間，這時需要Crashing the Project及Fast Tracking the Project.
Crashing the Project
A specific type project schedule compression technique. Typical approaches to decrease the total project schedule duration include reducing schedule activity durations and increasing assignment of resources. Crashing often increases project costs.
減少進度活動時長托享，增加資源調(diào)用私沮。
Fast Tracking the Project
A specific type of project schedule compression technique that changes network logic to overlap phases that would normally be done in sequence or to perform schedule activities in parallel. Fast tracking often increases risks.
Two Last Resorts
- Reduce the Scope: simply take some deliverables out of the project
- Reduce the Quality: Provide something even if it is not what was originally specified
這兩種方式也許不是理想方式逝撬，但有時可能是必要的。
小結(jié)
這兩次課程主要講了進度表的作用硬纤、進度表的制訂杆逗、進度表的表現(xiàn)形式预茄，最后又介紹了當(dāng)進度時間達不到要求時可以采取的策略狠怨。其中重點在于進度表的制訂箕速，在制訂進度表的時候有賴于工作分解結(jié)構(gòu)，要對任務(wù)順序進行合理安排炕矮。
(To be continued)
